CGF 4-3 (Oct. 2012)

Acquisition Professional

Rear Adm. Bruce D. BafferDirector of Acquisition Programs & PEO

October 2012Volume 4, Issue 3

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Dedicated to Those Who Are Always Ready

Air Recapitalization O Oil Spill Response O Ballast Water Unmanned Air Assets O Fire Safety Degrees

Special Section:ReSponSibly

Rebuilding the coaSt guaRd

OctOber 2012 VOlume 4 • Issue 3U.S. Coast Guard Forum

cOVer / Q&A

Rear Admiral Bruce D. BafferDirector of Acquisition Programs &

Program Executive Officer

24

1427

Editor’s Perspective

Nav Notes/People

On the Horizon

Resource Center

DepArtments

InDustry InterVIew

Jon Waldrop, Ph.D.Senior Vice President for Business Development

Stark Aerospace

FeAtures

16

28

Responsibly Rebuilding the Coast GuardThe Coast Guard’s Five Year Capital Investment Plan for acquisition, construction and improvements projects the service’s acquisition priorities for 2013-2017 and is currently estimated at $7.6 billion.

11

New Ballast Water Discharge StandardsThe Coast Guard is responsible for establishing standards to prevent the introduction and spread of aquatic nuisance species through ballast water, and their final rule became effective on June 21, 2012. By Kelly Fodel

24

Upping the Air Asset AnteIncreased responsibilities within tightened budgets have promoted major upgrades to Coast Guard aircraft. The results will be aircraft that can execute more missions—often more efficiently.By Henry Canaday

22

Rethinking ResponseWhile many of the oil spills in the U.S. don’t require Coast Guard response and the majority don’t even make the news reports, those that do highlight the threat to the environment and can challenge the nation’s capabilities. By Maura McCarthy and William Murray

8

Charting a New CourseWhether through emergency response or developing fire safety standards for commercial ships and recreational boats, Coast Guardsmen set the bar for fire safety. How can a degree in fire science equip Coast Guardsmen with the education needed to advance in rank or transition to a civilian career?

20

Augmenting the Aviation ToolboxThe Coast Guard explores unmanned aerial systems as a means to enhance maritime domain awareness. These versatile platforms are force multipliers.By Steve Hirsh

5

SPECIAL SECTION: Industry Roundtable

In 2009, the Coast Guard constituted the Surface Forces Logistics Center, which came about as a result of the reorganization of its then-two mainte-nance and logistics commands. This was an important effort to more effectively manage an aging surface fleet by having single product line managers oversee maintenance of similar classes of vessels. This change allowed a concentration of resources and needs for a common set of vessels, created a centralized point for procurement of replacement parts and work authorities, and set in motion a centralized maintenance plan with known points of contact and responsibility.

The Coast Guard recognized that its surface fleet was challenged by age and a relentless mission deployment scheduled that was pushing the limits of the vessels and the crews to keep them operationally ready.

Recent and current recapitalization plans are singularly focused on replacing the legacy ships in the fleet. These assets are generating a significant drain on maintenance resources and are having an equally significant statistical impact on the fleet’s performance metrics. Program challenges, some self-inflicted, have resulted in delays in some replacement programs and further exacerbated the problems.

A recent report by the Government Accountability Office stated the obvious: “…delays in delivery of the replacement vessels have created uncertainties regarding how the Coast Guard will sustain its legacy vessels and meet mission requirements.”

In 2011, the Coast Guard spent an estimated $70 million on scheduled depot-level maintenance—$37 million more than in 2007. Unscheduled maintenance needs showed similar increases. Perhaps more important is that there has been a consistent funding gap between budgeted and required funding for maintenance that has required the use of supplemental funding to make up the difference.

The tangible result is predictable, as said in the GAO report. “The operational capacity of the Coast Guard’s legacy vessel fleet declined from fiscal years 2006 through 2011. In particular, while performance varied across the legacy vessel classes, two key Coast Guard metrics—operational hours and lost cutter days—show that the legacy vessels did not meet their operational capacity targets and lost considerable planned operational time.”

The Coast Guard has implemented the processes to alleviate the prob-lems but funding has not been authorized. There is not enough funding to effect a real change, yet the operational expectations have not relented.

Dedicated to Those Who Are Always Ready

eDItOrIAl

Editor-In-ChiefJeff McKaughan [email protected] EditorHarrison Donnelly [email protected] Hirsh • Kelly Fodel • Peter Buxbaum Henry Canaday • William Murray

Art & DesIgn

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Volume 4, Issue 3 • October 2012

EDITOR’S PERSPECTIVE

Jeffrey D. McKaughanEditor-iN-CHiEF

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U.S. Coast Guard Forum

As the builder of the U.S. Coast Guard’s new Legend-class National Security Cutters, Ingalls Shipbuilding salutes the heroes of the United States Coast Guard. As the flagship of the Coast Guard fleet at 418-feet long with a 4,500-ton displacement, it is the most technologically advanced high endurance cutter in existence. Our shipbuilders are committed to safely building quality ships for the U.S. Coast Guard. But more importantly, we build them for the brave men and women who secure our shores and who defend our freedom with courage and pride. Semper Paratus - “Always Ready”

The Legend Continues

www.huntingtoningalls.com/is

Compiled by KMi Media Group staffNAV NOTES

Vice Adm. John P. Currier

Vice Admiral John P. Currier became the 28th vice commandant of the U.S. Coast Guard during a military change of watch ceremony where

he relieved Vice Admiral Sally Brice O’Hara. The assignment makes him second-in-command of the military service.

Commander Ward Sandlin relieved Commander Doug Cameron as Air Station Sitka’s commanding officer. Sandlin arrived from Coast Guard Air Station Clearwater, Fla., where he served as the operations officer.

Captain Kathy Moore relieved Captain

Meredith Austin, who has served as the commander of Sector Delaware Bay. Moore is reporting from Coast Guard Sector and Air Station Corpus Christi, Texas, where she served as deputy commander.

Rear Admiral Daniel B. Abel assumed responsibilities from Rear Admiral Daniel A. Neptun as commander of the First Coast Guard District. Abel joins the First Coast Guard District from the position of deputy

director of operations for Headquarters, United States Northern Command. Neptun continues his Coast Guard career as the assistant commandant for human relations in.

Captain Samuel Creech relieved Captain John Pasch as commanding officer of Sector/Air Station Corpus Christi during a change of command ceremony. Creech was previously stationed at Peterson Air Force Base, Colo., with the

United States Northern Command, J3 Directorate Domestic Operations.

Captain Paul Mehler III will relieve Captain Jason Fosdick as commanding officer of Coast Guard Sector Anchorage and as Captain of the Port for Western Alaska.

Lieutenant Scott Farr relieved Lieutenant Scott Murphy as commanding officer of Coast Guard Station Cape May.

Compiled by KMi Media Group staffPEOPLE

Alaska Oil SpillVigor Marine, a Vigor Industrial subsidiary,

recently completed work on barge Klamath, converting the vessel from a petroleum tank barge to an OSVR measuring 350 feet by 76 feet by 22 feet. The barge is owned by Crowley and leased to Shell as part of its comprehensive Alaskan oil spill response fleet in the Beaufort and Chukchi seas.

“Vigor’s extensive expertise in ice classing vessels for arctic waters, combined with the geographic proximity of their facilities, has made them a strong partner for Shell’s planned offshore operations in Alaska,” said Curtis Smith, spokesman for Shell Alaska.

The Klamath was a petroleum tank barge when it arrived at Vigor’s Seattle yard. Vigor Marine teams fabricated and installed a 30-foot-high section of 1-inch plate steel around the rake of the vessel to meet stringent ice class require-ments. In the highly unlikely event of an oil spill, Klamath will play a key role in skimming and booming a spill. “It’s a pleasure to work with both Crowley and Shell on the Alaskan fleet,” said Vigor Marine Project Manager Gordon Newell. “Both companies have a deep commitment to protecting the environment and operating quality vessels that will help ensure a safe exploratory drilling program. We are proud to be a part of that effort on this project and others currently underway at Vigor.”

Newest Fast Response Cutter

Bollinger Shipyards Inc. has delivered the William Flores, the third fast response cutter

(FRC) to the United States Coast Guard. The announcement was made by Bollinger executive vice president of new construction, Chris Bollinger, “We are very pleased to announce the delivery of the William Flores, to USCG Sector Miami. We look forward to the vessel’s commissioning, honoring William ‘Billy’ Flores.”

The Coast Guard took delivery August 15, 2012 in Key West, Fla., and is scheduled to commission the vessel in Tampa, Fla., on November 3, 2012.

USCG’s National Pollution Funds Center Support

QinetiQ North America (QNA) has been awarded two task orders for oil spill claim support services and data migration and documenta-tion services under the Contractor Technical and Administrative Support Services contract at the United States Coast Guard National Pollution Funds Center (NPFC). These are the first task orders awarded on the contract.

Under the new task orders, QNA will provide the USCG with surge support services for reviewing and processing oil spill claims made against the Oil Spill

Liability Trust Fund, which is managed by the USCG. Additionally, QNA will be providing data migration and documentation services for oil spill claims in order to properly archive claims and better facilitate the NPFC’s movement toward electronic records.

“QinetiQ North America is excited to expand our mission support in the areas of claims processing to the Coast Guard,” said John Sutton, executive vice president and general manager of QinetiQ North America’s Mission and Information Solutions busi-ness unit.

www.CGF-kmi.com4 | CGF 4.3

Think of search and rescue with a lot fewer airborne pilot hours in the search and a fresher, safer crew directed straight to the site of the rescue. Or think of a pod full of emergency supplies dropped and directed to a disabled vessel from an unmanned aircraft, while the nearest U.S. Coast Guard SAR (search and rescue) teams are still hours away. Think of the intel safely gained from persistent monitoring of drug runner boats for 24 hours or more, while reliably disregard-ing friendlies. And think wing-spans as large as a 767 or as small as a hummingbird.

It’s all in the pre-acquisition mode for now. But according to Coast Guard and indus-try officials, vigorous study, demonstration projects and policy review over the next 10 to 18 months will lead to go/no-go deci-sions in three different classes of Coast Guard unmanned aerial systems (UAS). Under con-sideration: land-based strategic units, cut-ter-based tactical systems and, for possible interim use on NSCs, small unmanned aerial systems.

“Unmanned systems are a force-multiplier for the cutters and for other Coast Guard assets,” said Scott Dann, director of strategic development for General Atomics Aeronauti-cal Systems, whose MQ-9 Guardian aircraft

perform intelligence, surveillance and recon-naissance (ISR) for the Coast Guard and Customs & Border Protection from Cape

Canaveral, Fla., and Corpus Christi, Texas. Such systems provide an “unblinking eye for maritime domain awareness,” explained Brad Hopper, senior business development man-ager for the Intelligence, Sur-veillance and Reconnaissance division of Raytheon Space and Airborne Systems, which builds SeaVue XMC radar for the Guardians.

Moreover, unmanned sys-tems offer “a potential cost-

savings, keeping crews out of harm’s way with persistent surveillance,” Lieutenant Com-mander Jeff Vajda, UAS platform manager for the USCG Office of Aviation Forces, told U.S. Coast Guard Forum. “We’re looking to aug-ment manned aviation. We’re not sacrificing one for the other.” Still, said Dann, “It’s game-changing technology, today.”

Coast Guard spending today on unmanned systems is nearly all in R&D dollars, according to Gary Dehnel, the service’s project manager for unmanned aerial systems. Discussions about acquisition funding levels are underway between Coast Guard and Department of Homeland Security (DHS) officials.

Through next spring and beyond, Coast Guard R&D, Acquisition Directorate and

senior leadership will determine unmanned systems acquisition plans. It’s a “crawl-walk-run” approach, as Dave England, deputy office chief, Research at the Coast Guard Develop-ment, Test & Evaluation Office, put it. The goal: to perform current Coast Guard statu-tory missions better, safer and at lower cost.

Small SyStemS

While the Coast Guard’s latest vessels, the national security cutters, were designed with unmanned aircraft in mind, the service has not yet made a permanent decision on cutter-based UAS for the newest members of the fleet.

During August technology demonstra-tions onboard USCGC Stratton, the cutter’s crew and a 17-member UAS team conducted pneumatic catapult launches, demonstration flights and SkyHook recoveries of Insitu Inc.’s ScanEagle, to inform the service on UAS capabilities and validate shipboard operat-ing concepts. The UAS was outfitted with an automatic identification system receiver and daytime and infrared cameras.

The 11 demonstration sorties, 150 miles off the California coast, provided “a very successful validation of basic operational and procedural concepts, system capabili-ties, maintenance and manpower/resource demands,” said Vajda. Specific results are being compiled and evaluated by the service’s Research and Development Center.

Augmenting the Aviation Toolboxthe CoaSt Guard exploreS unmanned aerial SyStemS aS a meanS to enhanCe maritime domain awareneSS.By Steve hirSh

CGF CorreSpondent

Brad Hopper

[email protected]

www.CGF-kmi.com CGF 4.3 | 5

“This first phase was intended to dem-onstrate and validate the basics of installing, certifying, maintaining and operating a small UAS from the NSC,” Vajda added. “Phase II, expected to occur in FY13, will build on les-sons learned to employ a more complex and effective system in an operational environ-ment along with other organic shipboard systems. This will permit the Coast Guard to develop a greater understanding of how much more effective the NSC is with the inclusion of UAS, as originally envisioned and designed.”

The ScanEagle has a 10.2-foot wingspan, 44 pound maximum takeoff weight, cruising speed of 48 knots and a 19,500 foot ceiling, with endurance in excess of 24 hours. The Boeing subsidiary’s craft has logged more than 600,000 combat flight hours, many of which include shipboard operations similar to those conducted aboard CGC Stratton. Coast Guard officials stress that using the ScanEagle in demonstrations does not give Insitu a leg up for acquisition and deployment. Product requirements and aircraft selection won’t be determined until two acquisition decision events from now, a year and a half down the road, said Dehnel.

Senior Coast Guard leadership soon will be asked to determine if small unmanned NSC systems will move to the next pre-acquisition phase: analyze/select.

No decisions will be made on the over-all assessment of small UAS as part of the total force package until after execution and completion of phase II demonstrations, noted Commander Albert Antaran of the Coast Guard’s Research, Development, Testing and Evaluation program.

Cutter-BaSed SyStemS

The Coast Guard has completed and approved its Mission Needs Statement for cutter-based systems. The next step, a Concept of Operations document, could be ready for senior USCG leadership review by this fall.

The Coast Guard is monitoring the U.S. Navy’s sea-based program, includ-ing the MQ-8B Fire Scout vertical take-off and landing tactical unmanned aerial vehi-cle system from Northrop Grumman. The remotely piloted Fire Scout was built to fly at speeds up to 110 knots and at a ceiling of up to 20,000 feet. It was designed to fly 110 nautical miles and remain on-station with a 500-pound payload for five or more hours.

In April, the Navy selected Northrop Grumman as prime contractor for an extended

MQ-8C version. The new UAS, to be based on a Bell 407 helicopter frame with Rolls Royce power is to have greater range, endurance and payload capacity. The initial contract calls for eight units at a cost not to exceed $262 million.

land-BaSed SyStemS

The Mission Needs Statement for land-based systems was approved by Coast Guard and DHS. The Concept of Operations docu-ment for these is under development and is expected to go to senior leadership review in winter 2013.

The Coast Guard, DHS and CBP have flown unmanned Guardian craft on unmanned bor-der patrol and drug interdiction efforts since 2009. The maritime variant of General Atom-ics’ Predator B can fly to altitudes of 50,000 feet, reach maximum airspeed of more than 240 KTAS (knots true air speed), and provide more than 30 hours of endurance with max payloads of 3,850 pounds.

Land-based unmanned aircraft like the globally proven Heron medium altitude long endurance (MALE) vehicle offer the Coast Guard, DoD, and other first responders “increased persistence over the area of interest, affordable acquisition and life cycle costs, and the ability to bring critical information in real time over line-of-sight or beyond line-of-sight links,” said Jon Waldrop, Ph.D., senior vice president of Stark Aerospace. That informa-tion, Waldrop added, “can be presented with intensified imaging in a clear, intuitive, real-time format to decision-makers both on the ground and in the air.

Heron, with a decade of both domestic and international operational service and with an available maritime patrol radar system, offers a 600-mile mission radius, 20 to 45 hours endur-ance, and a flight ceiling greater than 30,000 feet. Max speed is 120 KTAS; loiter speed is 60 to 80 KTAS. The craft offers simultaneous multi-sensor capability, SATCOM capabilities, anti-icing systems and fully retractable landing gear. Stark’s twin-engine MQ-5B Hunter has more than 60,000 hours of flight ops in sup-port of ground forces deployed in support of the global war on terror. The composite mate-rial craft offers 21 hours endurance, a ceiling of 20,000 feet and a 156-mile range.

learninG From multiple platFormS

Officials say knowledge gained from demonstrations with one type of unmanned

system will help the Coast Guard determine requirements for all three UAS classes. “As far as tactics and procedures are concerned, a lot of those are really platform agnostic,” Vajda said. “Things that you learn when you use ScanEagle can apply to any other cutter-based system and potentially to land-based systems as well, depending on their capabilities. So you get a lot of value from doing [demonstrations and research] with relatively less complex, low-cost system.”

“Providing Coast Guard leadership with precise, real time information is what unmanned systems are all about. The more situational awareness and clarity we can give our decision-makers, the better decisions they’re able to make,” Waldrop said. “For example, in an offshore oil well mishap we can provide senior decision makers with video and data in real time. During natural disasters real-time intelligence allows decision mak-ers to allocate and deploy resources to areas where the need is most immediate. Finally, in the event of narco-traffickers or other inter-diction taskings, we can provide accurate, up to the second reconnaissance and surveillance of the developing situation thereby providing very clear images of the situation to on-scene commanders. That’s the kind of critical intel-ligence commanders need prior to sending our young Coast Guard men and women into harm’s way. As a former commander myself I can tell you that’s the level of information I’d want. The time to have that critical informa-tion is before anyone steps into the Zodiac. That’s the level of capability we can deliver to the Coast Guard right now.”

While manufacturers say systems and evolving FAA National Airspace System (NAS) regulations will allow a new generation of pilot-operators to control unmanned aircraft, Coast Guard UAS managers say they intend to stick with flight-certified pilots for the fore-seeable future. “Unlike a lot of other users of UAS who are replacing manned aviation, that currently is not what we’re doing,” said Vajda. The Coast Guard, added Dehnel, is looking for “persistence in a cost-effective manner. We’re not replacing manned aviation.”

Program officials also say remotely piloted systems will be used to enhance current mission capabilities, not to add to the Coast Guard’s list of 11 primary post-9/11 objectives. “The missions are the same types of missions that we do with manned aircraft, only this is a different tool in the toolbox,” Vajda told Coast Guard Forum. “It allows us to reduce risk to crews and it allows us to do this at a poten-tially lower cost. Unmanned systems, whether


they’re cutter-based or land-based, will give us the ability to saturate a search area or hang an asset over a target for many more hours than you could do it with a manned aircraft.”

Sensor suites like SeaVue XMC radar “allow the operator to very quickly get to the mission at hand. The system automates the development of the tactical picture and provides the operator with tools to efficiently sort through the data to find what he needs to meet his current mission requirements,” said Hopper. A portion of data gathered on unmanned craft is preprocessed onboard to minimize what needs to be sent to the land- or sea-based controllers.

Today’s cutting edge systems come with a solid heritage, Hopper noted. “Periscope detection out in the blue ocean was a primary concern during the Cold War. The techniques developed to detect those very small targets in high sea states, like an exposed periscope, are exactly the kind of technology you need to be able to detect these small threats that the CBP and the Coast Guard are facing, such as go-fast boats and the self-propelled semi-submersibles.”

evolvinG hardware and poliCieS

Through a mix of custom mil-grade hard-ware, software and some commercial off-the-shelf parts, unmanned systems are becoming what some call the workhorses of America’s 21st-century wars. For the Coast Guard, SAR missions that might have been delayed or aborted to keep pilots out of harm’s way may be flyable with unmanned systems. “We can keep eyes on suspected narco-traffickers the entire time until the next vessel gets on sta-tion,” said Dann. “And then we can support the end game with video down to the cutter, so they have situational awareness when they go in to do the interdiction. The crews going in will know what they’re going into—they’ll know what the deck activity looks like when they do the interdiction. That saves lives.”

Potentially saving both lives and money is a big plus on Capitol Hill. The chair of the House Armed Services committee, Rep. Buck McKeon (R-Calif.), sees a bright future for unmanned systems. “We’ve already enjoyed great success with UAVs in overseas operations, and I’m confident this technology can be further leveraged to support our homeland security and law enforcement operations as well,” McKeon told Coast Guard Forum. “As we continue to integrate this technology into these operations, I expect that these agencies will find UAVs to be an efficient and effective

way of maximizing their capabilities.” McKeon is co-chair of the 60-member bipartisan Congressional Unmanned Systems Caucus. The other co-chair, Rep. Henry Cuellar (D-Texas), notes that Congress has mandated the Federal Aviation Administration (FAA) to integrate remotely unmanned aircraft into the NAS by September 30, 2015.

“I’m pleased to see the progress gained with this technology and realize that it pro-vides another critical step for the safe and responsible integration of unmanned systems into the national airspace,” Cuellar said to Coast Guard Forum. “As the war draws down in Afghanistan, the safe integration of UAS into the NAS will provide future training and exercise opportunities across all Department of Defense services and other agencies to include the U.S. Coast Guard, Department of Homeland Security, and Customs and Border Protection.”

Beyond tomorrow

Boeing’s Phantom Works division is flight-testing an advanced unmanned air-craft that the company says will be able to stay aloft for up to four days straight with-out refueling. The “Phantom Eye” UAV is hydrogen powered; the only byproduct of its engines is water. The 150-foot wingspan is launched from a moving cart to save weight and allow for longer missions. Boe-ing’s Phantom Works project managers say they envision an unmanned aircraft which will be able to reach any place on Earth and remain there overhead for days.

Phantom Work’s sister company, Insitu, also has tested fuel cells on ScanEagle, in collaboration with the Naval Research Labo-ratory and United Technologies Corp. “Fuel cell technology will improve significantly in the future,” Insitu chief engineer Jeff Knapp said in a company release. “Today’s internal combustion engines, especially two-stroke technology, are well optimized. Fuel cell technology has room for growth, and that will provide an opportunity for continued efficiency improvements and weight reduc-tion.”

Also down the road: remote deployment of rescue pods, according to General Atom-ics’ Dann. “One other thing talked about a lot lately is the idea of putting a rescue pod on the Predator B, that maybe has food, blankets or life rafts in it,” Dann said. “On a rescue mission you could be eight hours out from a vessel that’s in distress. You could deploy a pod and through data links maneuver the

pod over to the boat. We’ve done stuff like that, dropping small UAVs from Predators, to fly down and do battle assessment. There’s no reason why we couldn’t do that with a pod that’s dropped to people in distress. I think that would be the next stage for unmanned maritime SAR ops—not only to be able to monitor things, but also to be able to do something about it before a cutter or a res-cue vehicle can get there,” Dann said.

Stability and durability of unmanned systems in turbulent skies and high sea states are still being assessed. But at least one small system has already shown the potential for ice and wildlife survey work in the Arctic. Captain Stephen Wackowski last year flew a dozen test flights of an RQ-11A Raven for the Defense Intelligence Agency’s National Intelligence University and the U.S. Air Force. He launched and recovered Raven from the Canadian icebreaker CCGS Louis S. St-Laurent as part of secondary research he was conducting on the co-deployed Ameri-can icebreaker USCGC Healy.

Arctic temperatures did not seem to degrade flight performance, Wackowski wrote in his post-deployment report, though extreme cold made metal and plastic parts brittle and susceptible to damage when land-ing on the cold metal flight deck of the Louis. Unpredictable winds, compass irregularities close to the magnetic north pole and lim-ited satellite footprints can also be problem-atic. Despite the challenges, an off-the-shelf Raven was able to fly 30 minutes for 4.7 km.

While routine unmanned Arctic ops may be some years away, unmanned technology is proving itself today in many locations, with capabilities and persistence levels improving. Demonstration projects continue, and senior Coast Guard leadership will soon be asked to determine the ongoing status of small, cutter-based and land-based systems. “We can, and we must, develop and deliver the technology, services, and expertise that our warfighters and first responders require,” said Stark Aerospace’s Waldrop. “That’s a debt we owe them by virtue of what they do for us all. It’s an obligation and a responsibil-ity that we as an industry accept.” Unmanned aircraft, said Dann, “are the most affordable, effective maritime surveillance aircraft out there. Period.” O

For more information, contact Editor-in-Chief Jeff McKaughan [email protected]

or search our online archives for related stories at www.cgf-kmi.com.


RethinkingResponse

By william murray, CGF CorreSpondent

two yearS aFter the deepwater horizon diSaSter, the CoaSt Guard and induStry Share leSSonS learned and how they are workinG to improve reSponSe CapaBilitieS For the next inCident.

While many of the oil spills in the U.S. don’t require Coast Guard response and the majority don’t even make the news reports, those that do highlight the threat to the environment and can challenge the nation’s capabilities. However, out of those challenges often emerges a stronger response framework. Each year, there are approximately 4,000 oil spills in the Coast Guard’s jurisdiction, which falls within 200 miles offshore from U.S. states and territories, according to Captain John Caplis, chief of incident management and preparedness at Coast Guard Headquarters. After the 9/11 terrorist attacks, the Coast Guard has seen its mission shift focus to port security and other homeland security mis-sions, according to Caplis. Even during a time of budget tightening, the Coast Guard must reinvest in its marine environmental response capabilities.

The imperative for this is even greater considering that Shell Oil has received per-mits to begin drilling in Alaska’s Chukchi and Beaufort Seas beginning this summer. A spill of national significance off the North Slope of Alaska would not only threaten a pristine environment, but it would present distinct response challenges. Last spring, at the Navy League Sea, Air, Space Exposition, Admiral Papp highlighted the increased demands that will be placed on the Coast Guard as activity in the Arctic expands. “Shell Oil is scheduled to start drilling in the Chukchi and Beaufort Seas this summer, and this will introduce 33 ships that were not up there last year and probably 600 people that weren’t up there last year. It will increase our responsibilities for search and rescue, security and potential environ-mental concerns. Right now, along the North

Slope, our country, and in particular the Coast Guard, does not have infrastructure. We’ll do what we’ve always done since 1867, when the area started out as the Alaskan territory—we’ll station substantial cutters up there. We’re sending one of our national security cutters up off the North Slope this summer to supervise operations and it carries with it worldwide command and control, capabilities for carrying two helicopters, two hangars, capability of launching four small boats and boarding parties, and we’ll back them up with a few of our seagoing buoy tenders as well,” the commandant noted.

advanCed reSponSe teChnoloGieS

Infrared (IR) sensors enhance Coast Guard operations across their mission sets. Used in oil spill response, the technology can help users estimate the thickness of oil in sampled areas. “It’s a good tool to monitor and map oil in the water, from the sheen in the water to be able to detect greater concentrations [of oil],” said Dave Strong, vice president of marketing for FLIR Government Systems of Wilsonville, Ore. The Coast Guard began using infrared technologies in the early 1980s, an early adopter of the technology for search and rescue and drug interdiction missions. FLIR Government Systems was the first vendor to provide airborne infrared to the Coast Guard, according to Strong. The German Navy and Swedish military also use FLIR Government Systems. When searching for large vessels, IR technology can have a range as long as 50 kilometers. The range is reduced to several kilometers when operators are searching for a person in a body of water. “There’s obviously

an opportunity to use IR technology for early detection” of an oil spill’s severity, Strong said. IR technology, furthermore, has been effec-tively used to prosecute shippers that slush their holdings illegally, according to Strong. The U.S. Forest Service, meanwhile, uses IR technologies to better estimate damage caused by wildfires through the IR capability to better estimate the damage done to forests.

While Cherrington Enterprises has been involved in oil spill response globally since the mid-1980s, the Deepwater Horizon explosion response was the company’s first time manag-ing factory-trained operators to run its beach cleaning equipment as a part of a response. The company’s self-contained model 5000 and tractor-drawn model 4500XL with their oscillating, sifting method of sand screening were used in the Deepwater Horizon response to clean beaches from Louisiana to Florida, according to McPherson. These beach clean-ers preserve the environment in which they work while removing tar ball and slab oil; the screening depth is precisely set by a hydraulic system that allows the cleaners to work the top one-half to three-quarters of sand so as not to disrupt the beach. Additionally, the company was the “only one in the Gulf to use high resolution sonars to identify and map exact size and location of the underwater oil plumes,” according to McPherson. The com-pany also makes remote-controlled and ATV or similar pulled units.

reSponSe loGiStiCS

“Some of the most difficult challenges that are seen in oil spill response include having to determine how to deal with the oil in the

two yearS aFter the deepwater horizon diSaSter, the CoaSt Guard and induStry Share leSSonS learned and how they are workinG to improve reSponSe CapaBilitieS For the next inCident.

By maura mCCarthy, StaFF writer and william murray, CGF CorreSpondent


various phases that it presents, for example, liquid, solid mat, or very small tar balls,” Cher-rington Enterprises’ McPherson said. “Another challenge often seen is in logistics. Having the resources to pull all the needed elements of a rapid-response team together and activate is a significant challenge.”

During the Deepwater Horizon response, Resolve Marine, traditionally an international salvage company, had a significant number of assets on site in the Gulf and as such was able to bring these assets to bear, mitigating some of the logistics challenges. Owning a port in Alabama, the company already had vessels, spud barges and cranes stationed on their 9-acre property. When the Deepwater Horizon incident first occurred, Resolve Marine was called on to be a back-up vessel to move the drilling unit off the risers if that was what the situation called for. However, when the unit sank, the game changed—as did the future of Resolve in the oil spill industry.

“After it sank, we ended up with over 120 vessels working in the Gulf of Mexico and on the coastline. We probably had about 40 of our own rigs and then we had brought

other barges and tugs in and made accom-modations to them for the response. We had a tremendous amount of resources for the oil spill component: We were in four states and working offshore as well,” explained Joe Farrell Jr., retired Coast Guardsman and cur-rent president and CEO of Resolve Marine. “It was really after Deepwater Horizon that we became focused on oil spill response, but we looked internationally, not domestically,” he continued.

leSSonS learned

Prior to Deepwater Horizon, the Coast Guard didn’t have experience in managing the response to an oil spill of national significance, according to Caplis. Coast Guard officials, therefore, learned significant lessons from Deepwater Horizon. “We’re strengthening our ties to agencies that oversee offshore oil com-panies,” he said. “We’re implementing better ways of conveying information to the public and to the government in a common operat-ing environment.” The Coast Guard has also improved its regional response team planning,

and offshore equipment operator companies are better monitored, according to Caplis. The Coast Guard, however, has had a significant decline in the number of trained responders, Caplis said. Even in cases where their numbers haven’t dropped, Coast Guard personnel are more stretched than ever. “People in the Coast Guard are multi-mission,” he said. “There may not be fewer people, but they could be more divided among different duties.”

Additionally, to improve its internal capa-bilities, the Coast Guard is considering a new warrant grade rank structure within maritime safety and security teams for skilled respond-ers. “We think it’s a good idea. We’re studying it,” Caplis said. Caplis is also heartened by the emergence of a blowout preventer system in the aftermath of the Deepwater Horizon explosion, with companies like Helix Energy Solutions Group of Houston and Marine Well Containment Company (MWCC) playing roles.

A non-profit headquartered in Houston, MWCC was formed following the Deepwater Horizon incident. “Four MWCC member companies (ExxonMobil, Chevron, ConocoPhillips and Shell) recognized a need to

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be better prepared in the event an operator lost control of a deepwater well in the U.S Gulf of Mexico. These founding companies committed to enhance containment capabilities in the U.S. Gulf,” explained Marty Massey, MWCC CEO. Its 10 members, Anadarko, Apache, BHP Billiton, BP, Chevron, ConocoPhillips, ExxonMobil, Hess, Shell and Statoil, collectively operated close to 70 percent of the deepwater wells that were drilled in the Gulf between 2007 and 2009. From this collective experience and the lessons learned through Deepwater Horizon, MWCC developed the interim containment system (ICS). The equipment in ICS is owned and maintained by MWCC, as well as mutual aid vessels that member companies have agreed to contribute in the event of a deepwater well incident. The system is available to both members and non-members, but to non-members on a per-well basis. If a containment incident occurs, “MWCC will provide the responsible party with subsea equipment, including risers, dispersant and hydraulic manifolds, as well as the capping stack,” Massey said. Additionally, the company can coordinate equipment mobilization, participate in the response team under the responsible party and unified command, provide initial dispersant fluid for subsea injection, maintain equipment and hold member orientations and drills to test response readiness.

“The ICS can handle pressure up to 15,000 pounds per square inch (psi) and was initially built to cap or contain a well in deepwater depths up to 8,000 feet,” said Massey. The cen-ter of the system is the capping stack, which is about 30 feet tall, 14 feet wide and weighs 100 tons. “After a component-by component review, the capping stack was deemed capable of capping a well in up to 10,000 feet of water; the system has capacity to contain up to 60,000 barrels of liquid a day—and handle up to 120 million standard cubic feet of gas per day. The majority of the ICS components are housed on the Houston ship channel,” Massey explained. The group is currently working on developing an expanded containment system (ECS), which will increase cap-and-flow depth capability to 10,000 feet and increase daily containment capacity of up to 100,000 barrels of liquid and 200 million cubic feet of gas. The first permit citing the ICS was granted in March 2011. Since then, four permits have been issued citing the containment system.

“Each response is unique and there are always lessons learned, both in overall response management as well as mechanical operations of the equipment,” Cherrington’s

McPherson said. “We at Cherrington wel-comed the challenge of 24-hour screening with this spill and quickly implemented the necessary teams to work together for any product improvement procedures [PIPs] that may come out of this response.” Cherrington made some minor improvements that were seen in electrical weatherproofing, operator comfort and wear component documentation. The company also prototyped “a new hydrau-lic-driven groomer for very fine post-screening grooming, which was very well-accepted by the SCAT management teams. All PIPs are being implemented into our present product offering where applicable,” McPherson said.

However, better response to oil spills doesn’t necessarily involve new technologies or cost more money as critical changes stem from the regulatory side of response, accord-ing to Caplis. With its current workforce, for example, Coast Guard officials could write and implement better policy without additional financial expense.

In this sense, if anything positive can be gleaned from disasters like Exxon Valdez and Deepwater Horizon, it is surely in the lessons learned realm. Farrell noted that because of the regulations enacted as a result of the Exxon Valdez spill, the Coast Guard, marine industry and nation at large were better pre-pared to respond to the Deepwater Horizon incident. “From that casualty in Alaska in 1990, OPA regulations were developed. The industry wouldn’t have had the resources they did for Deepwater Horizon had OPA not been in effect,” Farrell reflected. The Oil Pollution Act of 1990 enhanced the nation’s response capabilities as it created new requirements for contingency planning on both govern-ment and industry sides; established the Oil Spill Liability Trust Fund, which provides up to $1 billion per spill; and increased penal-ties for regulatory noncompliance as well as broadened the federal government’s enforce-ment authorities. In regards to contingency planning, the National Oil and Hazardous Substances Pollution Contingency Plan estab-lished a three-tired response structure that requires the federal government to direct pub-lic and private responses to certain spill types; area committees to develop location-specific area contingency plans; and vessel and facility operators or owners that are considered to pose a “serious threat to the environment” to prepare their own facility response plans.

“OPA forced the industry to focus on oil spill recovery and response. Because of Exxon Valdez, the U.S. was required to have these oil spill responders capable of handling different

tiered response postures. Set amount of boom, people and other material ready to be deployed in a short period of time,” explained Farrell. “When BP occurred, we had the response postures set in place that we never would have had were it not for the Exxon Valdez disaster. There were trained, qualified responders with a variety of assets available ready to respond. My hat goes off to the Coast Guard—their ability to implement these regulations to the extent that they can has really paid off.”

The Coast Guard is trying to work more effectively with industry and with key gov-ernment agencies in the aftermath of the Deepwater Horizon oil rig explosion, such as the Bureau of Safety and Environmen-tal Enforcement (BSEE), which is respon-sible for ensuring comprehensive oversight, safety and environmental protection in all offshore energy activities, according to Caplis. BSEE handles the safety and environmen-tal enforcement functions of the Bureau of Ocean Energy Management, Regulation and Enforcement, which was given its new name in June 2010 after formerly being known as the Minerals Management Service.

While the response framework was in place for Deepwater Horizon, what was miss-ing was the equipment needed to recover deepwater spills on the surface, as the quan-tity of oil moving on the ocean and that is being extracted from the ocean is significant. “After Exxon Valdez, our focus had been pro-tecting the coastline and the shoreline. The amount of oil on a tanker or coming out of a deepwater well is significant and the Deep-water Horizon incident identified a real need for the offshore recovery ability,” said Farrell. “You really can’t use the pollution booms that are anchored along a coastline when you’re in the middle of the ocean. You really need vessels that have the booms that can travel, for example off arms of a barge, as they cruise through the oil to capture it. Another signifi-cant lesson is that when you have oil that is heavier than water, it is going to sink. That oil needs to be captured, as it has the ability to smother sea life. This is being addressed as well,” he explained. “We have come a long way when it comes to regulations on oil discharge, but we need to develop more efficient ways to recover oil off shore. The Coast Guard is on top of this,” Farrell concluded. O

For more information, contact Editor-in-Chief Jeff McKaughan [email protected]

or search our online archives for related stories at www.cgf-kmi.com.


Bill GlennManager of Public AffairsHuntington Ingalls Industries

Huntington Ingalls Industries (HII) is a shipbuilder, and our perspective is substan-tially influenced by our experience with the Coast Guard’s flagship program, the national security cutter (NSC). We have worked side by side with the Coast Guard over the last 10 years to build the NSC, from concept through proven performance. With three NSCs serving superbly at sea and two in production, we are at a point in the program where the Coast Guard is able to achieve the

desired level of shipboard capability from a stable design and a proven production line. This creates economic advantages in production and with suppliers that can only be realized when a program reaches a point of “sustained serial production.”

HII’s recommendation is to consider leveraging proven performance in meeting fleet requirements most responsibly. Having reached an optimum program pace and product, the Coast Guard and

the Department should exercise it to the maximum. Stick to the plan and consider expanding the plan if it can be used to meet a growing requirement set, and do it when it is most affordable. These factors could be common to several Coast Guard programs, and moving forward, it would be prudent to consider how Coast Guard intends to meet the current requirement set while recognizing the comparative risk in new versus proven programs.

The Coast Guard’s Five Year Capital Investment Plan for acquisition, construction and improvements projects the service’s acquisition priorities for 2013-2017 and is currently estimated at $7.6 billion. From surface and air assets to shore infrastructure or personnel costs, how can companies help responsibly rebuild the Coast Guard?

SPECIAL SECTION

Responsibly

Coast Guard

Andy WakefieldDirector of Government SolutionsLutron Electronics

The best way to save money on energy is to need less of it. To this end, focus-ing on energy efficiency has to be a key component in the Coast Guard’s Five Year Capital Investment Plan. Lutron can help significantly with that. Lighting is typically a building’s largest energy consumer—almost 40 percent of total energy use.

The energy costs of day-to-day opera-tions currently drain 20 to 25 percent of the Coast Guard’s expenditures. With-out changes, rising energy costs will only increase the percentage of funding diverted to power needs. As the Coast Guard invests

in rebuilding itself, investing in energy efficiency will cut energy costs and enable the agency to focus resources on saving lives and protecting our nation, providing taxpayers with the best return on Coast Guard investments.

One way the Coast Guard is already cutting energy costs is by making its facilities more energy-efficient. The new Coast Guard headquarters building in Washington, D.C., is currently slated to implement Lutron Electronics’ Quantum Total Light Management system to maximize the efficient use of light. The

Quantum system is a buildingwide light control system that automatically adjusts to changing visual environments and can save up to 25 percent of a building’s energy while providing real-time data on energy use, enabling well-informed energy management.

Energy security starts with reduc-ing energy requirements. With continued investment in energy efficiency and a holistic sustainable energy strategy, the Coast Guard can make sure it is “always ready” for future energy and budgetary environments.

Rebuildingthe


Captain Paul Glandt (USN, Ret.)Director, Business DevelopmentWärtsilä Ship Power–Defense

The four pillars Admiral Papp empha-sized during his 2011 State of the Coast Guard address clearly called upon a strong industrial base. Wärtsilä supports these pillars through “Sustaining Mission Excellence” by designing and supplying robust, well-supported, fully-integrated equipment. This results in improved ves-sel availability, optimal life cycle efficien-cies, and promotes the crew to focus on mission critical operations.

Wärtsilä undertakes the enlarged role of “Recapitalizing and Building Capac-ity” of surface assets by uniquely offer-ing a total integrated marine propulsion system. We begin with several hundred

design professionals working from ini-tial ship concepts through all techni-cal aspects including hydrodynamics, electrical power management, advanced controls, bridge integration, automa-tion, propulsion, environmental mitiga-tion of water/air/noise emissions, and world leading LNG fuel technology. Our integrated equipment portfolio tailors shipboard systems to exceed the most demanding vessel operational require-ments through the application of best available technologies. This broad foun-dation is based upon our long-term R&D investment maintaining premier focus on innovation.

Rapid global change brings one cer-tainty; change begets accelerated change. As the Coast Guard faces future mission shifts and technology that advances by leaps every decade, it’s paramount that strong industry-government partner-ships evolve. Fleets require continual updates throughout their extended life-time to avoid obsolescence and maintain security. Wärtsilä’s long-term committed focus to the marine industry, financial strength and leading technical exper-tise along with global service capabilities provide compelling value. This uniquely positions Wärtsilä as a preferred long-term trusted partner for the USCG.

SPECIAL SECTION

Captain Matt von Ruden (USCG, Ret.)Program Manager, Vigor Offshore Patrol Cutter Vigor Shipyards

Vigor believes proven working part-nerships can help the Coast Guard maxi-mize acquisition dollars, if those shipyard partners are not resting on past suc-cess. Nimble, well-managed and respon-sive shipyards, which continually balance capacity and cost, offer the agency the strong solutions needed for the next half-decade and beyond.

We believe the Coast Guard can lever-age shipyard maintenance partnerships to maximize acquisitions. As the Coast Guard’s long-time maintenance provider for Polar Sea, Polar Star and Healy, Vigor offers decades of experience in ice-breaker maintenance and repair, which will inform cost containment for new acquisitions. A multi-year, multi-ship con-tract similar to that for the icebreakers can also help extend sustainment efforts

for the West Coast buoy tender fleet. By allowing shipyards to help identify maintenance requirements, we can plan and execute the work at lower cost and minimize the time these vessels are out of service. Extending the lifespan and uptime of current vessels in turn allows the Coast Guard breathing room to maximize the effectiveness and budget of its acquisition program.

Cost effectiveness in new vessel design and constructability will be critical as well. We see our greatest opportunity to assist the Coast Guard meet its missions by offering an affordable workhorse offshore patrol cutter (OPC) designed to carry out a broad array of offshore missions through 2075. Our OPC team has exten-sive experience in commanding, operating and maintaining the major cutters of the

Coast Guard. Our experience building comparably sized vessels for Washington state, Alaska and the federal government position us well to deliver the quality the Coast Guard expects and achieve a cost that will support the delivery of all 25 ves-sels the Coast Guard desperately needs.

We know real-world requirements can stress any government agency’s abil-ity to meet acquisition, construction and improvement needs. While the current fiscal situation makes the next five-year cycle especially challenging for the Coast Guard, Vigor Industrial is encouraged by the agency’s plan and commitment for rebuilding its surface fleet. We look for-ward to continuing and refining our part-nership with the Coast Guard to provide maximum operational capability for every investment dollar.


Jim Van SiceDirector of Homeland SecurityEADS North America

With the Coast Guard’s broadened responsibilities and changing priorities, efficiency and versatility are necessary for all of its assets. To make best use of lim-ited budgets, the Coast Guard must strike the right balance between replacement and upgrades, seek economies of scale, and reduce logistics costs by procuring systems and platforms common to other services.

Proper maintenance can extend ser-vice life for airframes that still meet mission requirements, but avionics and engines are continuously evolving. Upgrades can be an efficient way to sus-tain capability. At some point, however,

it becomes more efficient to completely replace aging platforms with ones that significantly increase utility. This was the case with the HC-144A Ocean Sentry maritime patrol aircraft, which enables the Coast Guard to cover a much wider mission area without more surface ves-sels. The HC-144A’s endurance and cargo capacity are much better suited to today’s wide-ranging tasks, including disaster response, search and rescue, and drug interdiction.

Procurement strategy is about tradeoffs. Delaying a program achieves short-term savings but incurs higher long-term expenditures, whereas greater

investment upfront minimizes costs down the road. For example, purchasing more HC-144As per year would achieve significant economies of scale and more consistent fleetwide aging.

Finally, an important consideration is commonality, especially with the U.S. Navy. For example, the Coast Guard already uses similar combat manage-ment and radar systems on its national security cutter compared to the Navy’s littoral combat ship. Putting this radar on the OPC would further reduce the government’s total program and owner-ship costs and leverage the supply chain and training assets already in place.

Bill HoutzMilitary Sales ManagerKVH

The evolution of asymmetric secu-rity threats makes sharing information imperative amongst the nation’s defend-ers. KVH is providing a new generation of maritime VSAT service that is fast and reliable, offers near-global multimega-bit coverage and outstanding 24/7/365 global support, and uses small, affordable onboard terminals that can be installed on virtually any vessel. Through the Small Cutter Connectivity program, KVH’s mini-VSAT Broadband network is enabling improved collaboration for the U.S. Coast Guard.

The mini-VSAT Broadband service uses ViaSat’s Arclight advanced spread spectrum technology. Designed for mobile

applications in hostile environments, it enables mobile VSAT service with very small antennas. KVH’s TracPhone V7 sys-tem, selected by the Coast Guard, features a 60 cm antenna, comparable to slower L-band services. Previously, the Coast Guard was using prohibitively expensive L-band service for most of its connectivity at sea. The mini-VSAT Broadband service enables affordable transmission of voice and operational data, biometrics and crew access.

KVH is expanding mini-VSAT Broad-band coverage by overlaying three global C-band beams on top of its Ku-band ser-vice. The new TracPhone V11, scheduled for introduction in the third quarter of

fiscal year 2012, uses a unique dual-mode 1-meter antenna that receives both C- and Ku-band signals. The C-band service will provide total global coverage outside the extreme polar regions, as well as back-up service in regions with Ku-band coverage.

The U.S. Coast Guard has shown great confidence in mini-VSAT Broadband since 2008. This was affirmed with the signing of the Small Cutter Connectivity contract in September 2010, bringing mini-VSAT Broadband service, equipment, and global support to the fleet with a $42 million, 10-year IDIQ contract. The solution will be deployed on 216 cutters, with 78 installations completed and more occur-ring monthly. O

For more information, contact Editor-in-Chief Jeff McKaughan [email protected] or search our online archives for related stories at www.cgf-kmi.com.

SPECIAL SECTION


Long Range Interceptor Contract Awarded

MetalCraft Marine US Inc. and partner Brunswick Commercial and Government Products (BCGP) have been awarded a contract for the design and production of the new generation Long Range Interceptor II (LRI II) for the United States Coast Guard. The boats will be an integral part of the National Security Cutter’s Over the Horizon Program. The five-year contract is valued at $10,189,166.

The LRI II is powered by twin Cummins Tier III 6.7L diesel engines and Ultra 305 water jets with electronic joystick controls. The engines are JP-5 or alternative bio-fuel optional and have a five-minute run dry feature. All systems are designed for equatorial and arctic conditions, and each patrol boat has a fully integrated standard Coast Guard Furuno electronics package.

The high speed LRI II patrol boat has a range of 236 nautical miles on plane and can reach 42 knots. The boats have the ability to operate up to Sea State 5. It can carry 15 crew or passengers in ergonomic suspension seating from Shoxs and Bostrom. The cabin can be partially or fully enclosed and has 360 degree and overhead visibility for navigation, shipboard recovery and launching maneu-vers. The hull structure is designed to ABS High Speed

Naval Craft standards, and all systems are designed to ABYC and CFR 46 standards.

The design team at MetalCraft Marine has incorporated a heavy duty closed cell foam fendering system that can withstand 9 knots of impact. Another notable feature is a quick-change proprietary clamping system allows individual 6’ sections of the collar to be replaced independently.

The first boat will be delivered in 2012 and undergo rigorous testing to ensure all failsafe systems are functioning. Follow-on deliveries will commence through 2013.

Navy Announces FireScout

Endurance UpgradeThe U.S. Navy has selected Northrop Grumman

to produce the next-generation Fire Scout unmanned helicopter using the Bell 407 airframe. The new variant provides greater range, endurance and payload capacity to ship commander’s intelligence-gathering efforts. According to a U.S. Department of Defense news release on contract awards, the company will produce a total of eight Fire Scouts within an amount not to exceed $262 million. The Navy plans to purchase a total of 28 aircraft under a rapid development effort.

The Fire Scout endurance upgrade has been desig-nated as the MQ-8C. “Through our company-funded Fire-X demonstration effort we proved that using the mature unmanned systems architecture developed for the MQ-8B Fire Scout paired with the Bell 407 helicopter would provide greater capability efficiently and affordability,” said Duke Dufresne, vice president and general manager for unmanned systems. “By using systems that have many years of development already invested in them we can meet the Navy’s needs quickly.” Northrop Grumman is the prime contractor for the MQ-8C program. Major suppliers for new variant include Bell Helicopter and Rolls-Royce.

Final assembly of the new Fire Scout variant will be completed at Northrop Grumman’s Unmanned Systems Center in Moss Point, Miss.

Rescue 21 Now Serving Sector San JuanThe U.S. Coast Guard accepted the

General Dynamics C4 Systems-built Rescue 21 search and rescue communications system now serving Sector San Juan. With the command center located in Old San Juan, Puerto Rico, Sector San Juan is responsible for all Coast Guard missions throughout the Puerto Rico and U.S. Virgin Islands region. Using advanced direction-finding technologies and digital communications, the life-saving Rescue 21 system enables Coast Guard personnel to respond rapidly and efficiently to calls from distressed mari-ners out to at least 20 nautical miles from shore. The system also enables them to be more effective in responding to security and maritime environmental threats.

“As the national Rescue 21 system, with its 245 towers, moves closer to becoming a nationwide interoperable communication network, we look forward to delivering a much-needed interconnection for port security,” said Chris Marzilli, president of General Dynamics C4 Systems. “Rescue 21 is a model program that demonstrates how broadband technologies are improving

maritime situational awareness, commu-nication and collaboration among agen-cies.”

Rescue 21 is interoperable with federal, state and local law enforcement agencies and emergency first responders’ commu-nication systems, enhancing interagency cooperation that enables the Coast Guard to be more effective in accomplishing its various homeland security missions. Rescue 21 towers and command centers are also designed to accommodate additional sensors and command and control equip-ment, which will deliver new and cost-effective capabilities to the Coast Guard’s overarching mission.

Rescue 21 in sector San Juan comprises five communication towers, one station and one command and control center. The 32nd Rescue 21 sector to go operational, Sector San Juan adds approximately 1,000 miles to the system’s nationwide coverage. There are currently 245 towers in use throughout the national Rescue 21 system, monitoring more than 41,700 miles of U.S. coastline.

Principal Vessel Characteristics

Length overall: 35’ Engine: Cummins 6.7L diesel at 480 hp Moulded: 3’9” Jet: Ultra Jet 305 Length Waterline: 31’4” transmission: ZF 280 PL Beam overall: 11’ 4” Shaft: Spicer 1610 inside Beam: 10’5.5” Seats: SHoXS 4800/5100 draft: 2’ Collar: Gilman isonomer closed cell foam


ON THE HORIZON

FAA Approves SAR Helicopter for Sea State 6 ConditionsThe Federal Aviation Administration (FAA) has approved

the S-92 helicopter manufactured by Sikorsky Aircraft Corp. for Sea State 6 conditions, completing the S-92A emergency flota-tion system sea state expansion and bringing further mission capability to operators. Sikorsky Aircraft is a subsidiary of United Technologies Corp. The FAA Sea State 6 certification was achieved on May 30, followed by certification by the European Aviation Safety Agency and by Transport Canada.

The S-92 helicopter has an optional emergency flotation system that consists of three primary floats. The three-float system has now been certified for ditching in conditions up to and including Sea State 5. An additional option provides two additional floats. The five-float flotation system is now certified for ditching in conditions up to and including Sea State 6.

“Many of our operators, particularly those in the North Sea and Canadian waters, require certification higher than Sea State 4 because of the winter conditions they face,” said Peter Barner, lead landing gear designer for the S-92 helicopter. “Now, despite very severe weather conditions, even more critical offshore oil missions and search-and-rescue operations can be performed with great confidence.”

Dan Hunter, director, Sikorsky commercial programs, said: “The S-92 helicopter is the aircraft of choice for many customers who operate in the most demanding environments and condi-tions for critical missions, and we are committed to responding to our customers’ needs. The S-92 helicopter meets or exceeds the safety requirements set by the industry and we will continue to strive to make the aircraft as safe as possible for our operators.”

As a dedicated search and rescue platform, the S-92 aircraft is equipped with advanced systems and hardware, including an automated flight control system that enables the pilot to

fly pre-programmed search patterns and perform delicate hover maneuvers; a wire-less intercom allowing a rescue swimmer to communicate with the crew; radio trans-ceivers to communicate with ships, police and other emergency rescue services; a weather radar; a forward looking infrared sensor; and a digital video system to record rescues. The aircraft also comes with a dual rescue hoist, single or dual 220-gallon internal auxiliary fuel tanks, three litters, and a rescue searchlight.

Sikorsky has delivered 158 S-92 aircraft to operators worldwide since 2004. Of those aircraft, 25 are engaged in SAR operations. The global aircraft fleet has accumulated more than 420,000 flight hours. Aircraft availability stands at 96 percent.

Cutter Boat-Over the Horizon-IV Contract Awarded

Safe Boats International was recently selected to build the U.S. Coast Guard’s new Cutter Boat-Over the Horizon-IV (CB-OTH-IV). The contract calls for up to 101 boats procured over seven years. The CB-OTH-IV will act as a multi-mission, cutter-launched law enforcement vessel and the Coast Guard will begin taking delivery in early 2013. At 26 feet in length, the CB-OTH-IV is capable of speeds in excess of 40 knots and is based off of the Safe 250 Center Console. It seats five crewmembers and features a 480hp inboard diesel engine with a water jet, encrypted communications equipment, a state-of-the-art navigation system with a custom radar arch, a forward-facing weapons mount as well as Safe’s patented hull design, XDR Collar system and mountable ballistic protection.

The mission of the CB-OTH-IV is to operate as a sub-unit to a parent National Security Cutter where it will be launched from and recovered. It will provide law enforcement to ports, waterways and coastal security, conduct search and rescue missions, perform drug and alien migrant interdiction operations, provide port security escorts and serve as a high-speed transport for boarding teams.

The CB-OTH-IV was selected after an extensive, competitive process amongst three other finalists, which included testing conducted in Virginia and with the National Security Cutter in California. The CB-OTH-IV is a uniquely designed Safe Boat that was built to strict U.S. Coast Guard specifications to ensure successful launch and recovery from a parent craft to complete its diverse mission. “Safe Boats enjoys a storied history with America’s Coast Guard,” said Scott Peterson, CEO of Safe Boats International. “We are proud to extend our relationship with a cutter-launched boat that will operate at the cutting edge of the Coast Guard’s law enforcement and security operations.”


Compiled by KMi Media Group staff

Rear Admiral Bruce D. Baffer currently serves as the U.S. Coast Guard’s program executive officer (PEO) and director of Acquisition Programs. His duties include management oversight of all Coast Guard acquisition programs and projects for the modernization and recapitalization of surface, air, command and control, and logistics assets support the Coast Guard’s multiple maritime missions.

Prior to reporting as PEO of the Acquisition Directorate, he served as the prospective commanding officer of the third national security cutter, Stratton. His most recent assignment prior to the Stratton was serving as the Coast Guard’s Surface Acquisition program manager, where he was responsible for the recapitaliza-tion of the service’s surface assets, including the national security cutter, offshore patrol cutter, Sentinel-class patrol boat, coastal patrol boat, Response Boat-Medium, Response Boat-Small and Mission Effectiveness Project.

Baffer is a career engineer, cutterman and acquisition profes-sional. He has served on every class of Coast Guard medium and high endurance Cutter, including command of the 270-foot Coast Guard cutter Thetis and 378-foot Coast Guard Cutter Chase.

A native of Newport News, Va., Baffer graduated from the U.S. Coast Guard Academy in 1984. He holds a Master of Sci-ence degree in civil engineering from the University of Illinois, a Master of Business Administration degree from the University of Massachusetts, a Master of Science degree in the management of technology from the Massachusetts Institute of Technology and a Master of Strategic Studies degree from the Marine Corps War College. He is a licensed professional engineer and a certified level III acquisition professional.

Q: What are your responsibilities as director of Acquisition Pro-grams and PEO?

A: The fundamental objective is to deliver capabilities meeting established cost, schedule and performance parameters. This sounds simple, but the reality of it is, we spend much of our attention removing the barriers that often prevent projects from performing on budget and schedule. There’s always that tension between wanting assets faster, cheaper and better. Sometimes the process gets a little out of balance, and what we have to do is work with our stakeholders to find that sweet spot that enables the

Coast Guard to deliver operational capabilities that are affordable, yet satisfy all required mission needs.

Q: Could you give an overview of the Acquisition Directorate—for example its structure, size and how it has evolved in the recent past?

A: Going back 10 to 15 years, we were a smaller acquisition orga-nization that was primarily focused on recapitalizing the Buoy Tender fleet, acquiring 47-foot motor lifeboats as well as 87-foot coastal patrol boats. We had the right mix of skills in what was then the office of G-A, but what we didn’t have was the size needed for projects as large and complex as the NSC or OPC. Faced with the continued urgency to recapitalize most of the surface fleet, the Coast Guard embarked on a significant reform of our acquisition enterprise, bringing acquisition capability and capacity in-house. We’ve had to grow the organization considerably over the past five years, and through benchmarking and partnerships throughout government, we now have the depth and breadth needed to organi-cally execute our investment portfolio.

Q: It seems like your experience as a certified acquisition pro-fessional prior to assuming your position is unique. Could you

Delivering Operational Capabilities to Meet Mission Needs

Acquisition Professional

Rear Admiral Bruce D. BafferDirector of Acquisition Programs &

Program Executive Officer

Q&AQ&A


discuss how your background and experiences inform the deci-sions you make as director of Acquisition Programs and PEO?

A: Rotating from operational assignments in and out of acquisi-tions has provided a unique perspective over time. Most major investments have a procurement life span of 10 years or more, much longer than the typical three- to four-year tour length. Rotational tours have provided the opportunity to follow projects as they mature, from the perspective of both the acquirer and the final user. For example, I was here when the Coast Guard first started the Rescue 21 project. Now, more than 10 years later, the system has been fielded along the U.S. coastline as well on the Great Lakes. After all the early development effort, it’s incredible now to see it being used, to see it saving lives on a daily basis. I suppose it gives you a longer time horizon, the patience to see past the current issue of the day.

Q: Can you discuss the Coast Guard’s efforts to train and develop acquisition professionals?

A: Since 2007, we’ve successfully built our 900-person acquisi-tion workforce to effectively execute a nearly $1.5 billion annual budget. The professional expertise of our people is key to ensur-ing critically needed assets and systems make it into the hands of Coast Guard men and women executing our missions, and we’re exceedingly proud of their accomplishments. All of our project managers and contracting officers are required to hold acquisition certifications, and we’re working to expand this requirement to all project staff. In addition, we provide an array of military and civil-ian professional development opportunities ranging from tuition assistance, acquisition education, senior service school, graduate studies and other career development programs. We greatly value our acquisition professionals and their continued development is a never ending process.

Q: In your past commands you’ve been very closely involved with the NSC program and the Stratton in particular. Could you speak about the NSC’s capabilities and improvements over the high-endurance cutters they are replacing?

A: The first improvement is that obviously the NSCs are new. The 378-foot high endurance cutter was an elegant design and per-formed well, but after over 40 years of demanding service, their time has come. They don’t meet current mission requirements and often aren’t available when we need them.

As an example of the mission capabilities provided by the NSC, we had a recent case with USCGC Bertholf off California where the crew was able to take an MH-60T helicopter offshore to assist a sailboat in distress. The MH-60T is our largest and most capable helicopter, but it cannot land on a 378-foot cutter, so an NSC with its larger flight deck was selected for the mission. Unfortunately, once on scene the weather was too rough for the helicopter to safely hoist the injured sailors, but with the NSC’s stern ramp small boat capabilities, the crew was able to safely launch a small boat and execute the rescue in spite of near gale conditions.

In terms of speed, the NSC does not rely as heavily on gas tur-bine propulsion, so you can transit at much higher speeds using the fuel efficient diesel engines while avoiding the larger fuel consumption associated with gas turbines. As a result, the cutter

arrives on station earlier with more fuel onboard, which equates to additional days of productive patrol time.

Habitability is also improved as the NSC is designed to modern standards with the flexibility to easily accommodate our mixed-gender crews. Berthing limitations no longer cause gender-based restrictions. All billets on an NSC are open to all Coast Guard members. I could go on and on, but no matter how you look at it, the NSC is a generation ahead.

Q: While funding for NSC 6 has been secured, neither the fis-cal year 2013 budget nor the Five Year Capital Investment Plan include funding for the final two planned vessels. Strategically, how will the Coast Guard respond to the loss of the two cutters? Will we see an increase the number of planned FRCs or OPCs?

A: The program of record is still 8 NSCs, 25 OPCs and 58 FRCs. That was the original fleet mix and it remains an efficient, balanced and well-designed asset mix. We’ve conducted numerous studies since, and each has validated the current program of record.

Q: The budget request includes $8 million for the initial acquisi-tion of a new Polar icebreaker. Are you able to discuss the acqui-sition plan and desired capabilities? Will the formal acquisition project be similar to the OPC in terms of industry engagement?

A: It’s great to finally get started on an icebreaker because it’s a long path to design, build and deliver a ship of this size and complexity. The acquisition plan has not yet been developed, but it probably won’t follow the OPC model. OPC was optimized for a production run of 25 ships and here we’re only building one, but there will be industry engagement. The OPC strategy was designed to leverage engagement with shipbuilders and we received great feedback that we’re incorporating into the request for proposals right now. I’m sure we will endeavor to involve industry again.

Q: The Research and Development Center recently released a BAA for the demonstration of an Arctic craft that, although similar to a RB-M, can meet the Coast Guard’s operational and logistic challenges in the Arctic. Could you explain the interplay between Acquisitions and the R&D Center in terms of translating needs from the fleet into actionable acquisition programs?

A: Bringing the R&D Center into the acquisition enterprise was part of the Coast Guard’s Acquisition reorganization that began in 2007. It’s proved to be very effective for us as a way of making graduated investment decisions in areas of high technological risk. Right now for example, they’re testing a small remotely piloted air vehicle for potential use on the NSC. So many ideas can look great on paper, but until you try them and prove them out, you really don’t know if they would be operationally useful. The R&D Center provides the expertise and partnerships needed to experiment with new capabilities at a low level of investment, before committing to an acquisition program of record.

Q: What are the service’s priorities for enhanced C4ISR on mod-ernized and recapitalized surface and air assets?

A: Not in any particular order, but having access to a common operating picture is a priority. You have to be able to see the

common picture so you can work together effectively. Interoper-ability is another priority. Systems must be interoperable within DoD and DHS as well as with our local and state port partners and first responders. Systems must be secure and meet all information assurance standards. That’s especially important in light of what’s occurring today within the emerging world of cyber warfare. Last but not least, they have to be affordable, not only to develop and acquire, but throughout the system life cycle.

Q: The five year investment plan includes funding for UAS. How can partnerships with other agencies, such as with the Navy or CBP, facilitate the acquisition process for the Coast Guard?

A: Building and maintaining partnerships are a core capability of the Coast Guard. We have a diverse mission set encompassing many specialized areas. We’ll never be large enough to do it all ourselves. Out of necessity, Coast Guard personnel come up the ranks learning the importance of partnerships. We take good ideas wherever we can find them. They come from the Navy, industry and academia, as well as our DHS partners. Specifically with air-craft and UAVs, if it’s already out there, we don’t need to reinvent the wheel. Frankly, we just can’t afford to, so we do leverage part-nerships everywhere we can.

Q: What is Acquisition’s professional relationship with industry? Do you look to industry and their business practices to see if they could be of value to the Coast Guard?

A: We certainly do watch industry to keep tuned in to what’s going on in specific industrial sectors as well as the economy as a whole, and we always strive to maintain positive industry relationships. A good example of the power of positive relationships was the structured industry engagement plan used by the OPC project. Through a detailed process releasing draft documents and one-on-one industry sessions, we received numerous cost saving ideas that we were able to incorporate into the acquisition.

Q: Do you have a single major challenge that you think you’ll have to face in the next 12-15 months?

A: Being an engineer, I worry about design. We keep our ships a long time, so we have to get the design right the first time. We’re very excited about starting the Polar, but what that means is we’re likely to be developing a Polar design concurrently with the OPC, both of which will be major efforts. We have very capable techni-cal experts in the Coast Guard, but at some point you run up against resource constraints. As a result, we’ve incorporated those concerns into our acquisition strategies. For example on the OPC, we’re leveraging industry with a design competition using a com-petitive acquisition process to deliver designs rather than produce them in house. Alternatively, with the Polar, we’re partnering with the Canadian Coast Guard on their icebreaker design to make sure we can incorporate their lessons learned. Again, we don’t need to recreate the wheel if we don’t have to so we’re making strategic choices to accommodate the upcoming challenges.

Q: Since assuming your current position, what lesson learned has impacted you most?

A: Probably the ability of a team to get work done on a tight dead-line. Major systems acquisition is far too complex for any one indi-vidual to really comprehend all of the dynamics associated with a major project and many activities need to be developed sequentially, which extends the time line. Alternatively, using a diverse team rep-resenting all the specialty skills needed along with a strong empow-ered team leader to develop the products concurrently rather than sequentially has been a demonstrated force multiplier. I’ve been surprised and impressed numerous times on the ability of a team to deliver quality work on an accelerated timeline. So I guess my lesson learned is, when everybody says it can’t possibly be done, put the right people together and let them do their best work.

Q: Do you have any closing thoughts?

A: Just that now is a great time to be a member of the Coast Guard Acquisitions team. We built the organization over the past four or five years and that was uncomfortable at times. Change is never easy. But now we are seeing the benefit and delivering sorely needed capa-bilities to the field. With the NSCs, we’ve delivered three with two more on contract and a third going on contract next year. We have commissioned the first two FRCs and are delivering one every quar-ter. Rescue 21 is protecting over 41,000 miles of U.S. coastline and saving lives every day. Our ongoing rotary wing projects continue to go well, we just ordered three new HC-130J long range surveil-lance aircraft and, earlier this year, we delivered our 14th HC-144 maritime patrol aircraft. The Response Boat Medium project has passed the halfway point and in August we marked a milestone with the 100th boat delivery. At the same time, we’re just starting out on the OPC and the Polar icebreaker so there are new projects in the pipeline. The plans are in place, they’re being executed and we’re delivering capabilities to the field. It is a good time to be in Coast Guard Acquisitions. O

The Coast Guard invests heavily in creating a professional, educated and train acquisition workforce to execute its nearly $1.5 billion budget. [Photo courtesy of U.S. Coast Guard]


Logistics is vital to creating and manag-ing an efficient, effective supply chain. that’s

true for the Coast Guard and for business organizations. While they may measure success differently, both rely on the same foundational principles of logistics to achieve their objectives. Penn State’s Smeal College of Business provides education to the military and businesses through supply chain and logistics management education programs at the University Park campus and online through Penn State’s World Campus. our programs have been top ranked by Gartner and Supply Chain Management review for program value, depth and scope.

Logisticians are in high demand according to the Bureau of Labor Statistics, which projects 26 percent growth through 2020. Penn State’s online supply chain management programs offer a flexible learning environment for working professionals. our curriculum is

grounded in proven theory, best-practice applications and analysis techniques, and emerging innovation. Courses contain a heavy dose of real-world business case studies or experiential learning simula-tions that duplicate actual supply chain problems. individuals acquire an in-depth understanding of today’s complex supply chains, how to develop, analyze and manage them to improve efficiency, and how to use them to create competitive advantages.

A key benefit of Penn State’s online programs is the relationships students establish with fellow professionals. the online Graduate Certificate in supply chain management and Master of Professional Studies in supply chain management programs include servicemem-bers from all military branches and representatives from a wide range of commercial industries, including many defense-related organizations.

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Charting a New Course

Coast Guard Forum poSed the FollowinG queStion to penn State world CampuS, north dakota State univerSity and ameriCan puBliC univerSity SyStem:

Whether through emergency response or developing fire safety standards for commercial ships and recreational boats, Coast Guardsmen set the bar for fire safety. How can a degree in fire science equip Coast Guardsmen with the education needed to complement their experience and advance in rank or transition to a civilian career?

Gary Gittings, Ph.D.Director of the Master of Professional Studies in Supply Chain Management and Graduate Certificate in Supply Chain ManagementPenn State Smeal College of Business and Penn State World Campus

alwayS StrivinG to equip CoaSt GuardSmen with inFormation needed to remain semper paratus, Coast Guard Forum’S FoCuS on eduCation will help CoaSt GuardSmen naviGate the next phaSe oF their Career.


Logisticians oversee some of the most essential military processes that affect the

success or failure of missions in the U.S. Coast Guard today. in today’s turbo-charged environment, logisticians are expected to get the right supplies to the right place, at the right time, in a safe manner. As supply chain networks become increasingly complex, with tighter deadlines and greater risks from disruptions, supply chain professionals will see many benefits from additional education and credentials to assist them in their current position by gaining 21st-century skills, to advance their careers in logistics or supply chain management, or to ease the transi-tion from military to a civilian career. in addition, a master’s degree in supply chain management can give you the higher-order skills and

abilities to think in tandem about the people, the processes and the technologies required for world-class integrated supply chain manage-ment. North dakota State University offers a master’s in managerial logistics (MML) that is a non-disquisition degree, focusing on logistics and supply chain management, global-international logistical systems, enterprise resource planning, remote sensing and adaptive logistics planning, joint total asset management, logistics and security through technologies (rFid), contract management, crisis analysis, homeland security, and transportation analysis. By teaching the science of logistics, the MML program enables military logisticians to grow their military careers and operate at multiple levels and environments in the military and civilian workforce. O

Denver Tolliver, Ph.D.Director of Transportation and Logistics Education ProgramsNorth Dakota State University

transportation and logistics is an integral part of our day-to-day lives, something most

of us take for granted. in today’s global marketplace, where products move 24/7, arguably almost every industry depends on logistics. retail, manufacturing, production and service industries, to name a few, rely heavily on the delivery, handling, storage and transportation of something for the normal operation of their business. Within each of these industries are an array of logistics-related careers such as shipping, receiving, distribution, warehousing, inventory management, transportation and import/export, among many others. transportation and logistics management (tLM) is the field of study that encompasses all of these components, and its overarching mission is to get the right product to the right place, at the right time, for the right price and in the right condition.

Coast Guardsmen are a great case in point, since lives are often in the balance if they are unable to quickly and efficiently get their mission-critical equipment and supplies to those most in need. this is what logistics is really all about. Understanding the principles, func-tions, processes, challenges and best practices behind logistics builds on the practical knowledge of Coast Guardsmen. Further, a degree in logistics can provide these professionals with career advancement opportunities in recognition of their motivation and commitment to expanding their knowledge and enhancing their academic credentials,

professional experience, skills and abilities. Established tLM programs offered by such online institutions as American Public University System offer Coast Guardsmen a comprehensive, quality curriculum instructed by scholar-practitioners who bring their real-world industry experience to the virtual classroom. in addition, such versatile online programs offer them the flexibility to attend class at their convenience, enabling them to gain valuable knowledge while juggling the ongoing demands of their career and family.

Coast Guardsmen are but one of the many public and private sector workers that could benefit from a degree in logistics. Employ-ers look for individuals possessing the knowledge, skills and abilities needed for this fast-paced and constantly evolving field and their ability to understand the complexities within the field. A degree in logistics is complementary to individuals in both military and civilian careers as it provides breadth, depth and scope to their practical knowledge within their given field of work. More importantly, it demonstrates their understanding of the logistics field through their application in real-world work situations. the culmination of their professional experience and academic credentials can make them a valuable asset within a company, organization, affiliation or agency as their knowledge enables them to contribute to increase operational efficiency. Pursuing in a tLM degree program helps open the door to a multitude of potential career opportunities in the vast field of logistics.

Jennifer S. Batchelor, Ph.D.Program Director, Transportation & Logistics ManagementAmerican Public University System


The HC-144A Ocean Sentry, made by EADS/CASA, is replacing the HU-25 Guardian, a Dassault Falcon Jet from the early 1970s. “The mis-sion changed from search and rescue to homeland security,” explained Ron McIntire, Coast Guard program manager for the HC-144. “The Fal-con was very fast and quick on the scene. This is not nearly as fast, but has a much higher payload, can take off and land on short runways and can loiter eight hours.” The Ocean Sentry has a mission system pallet (MSP) that enables enhanced command and control, which “we never had in the air before,” McIntire noted. Unlike the Falcon, the HC-144A is multi-mission. Since the MSP is roll-on, roll-off, the Ocean Sentry can be adapted to transport personnel or cargo. Its cost-per-flight-hour is lower than that of the Falcon Jet and much lower than that of the C-130H Hercules. There are 13 MSPs and there are plans to acquire five more: By mid-April, the Coast Guard had accepted 13 HC-144As, was scheduled to receive two more, and had exercised options for the 16th and 17th aircraft. While the program of record is 36 aircraft and MSPs, budget restraints make timing of further acquisitions uncertain.

Of enhanced HC-144A performance, “I would say a hearty yes,” McIntire commented. Recent successes include spotting a semi-sub-mersible submarine on a joint exercise off the Florida coast, helping with Haitian relief, surveying Midwest flooding and the Gulf of Mexico oil spill, and rescuing one pilot from a jet collision in the Gulf. “And we have just been operating it for a little while,” McIntire noted. “The more we use it, the better we will get at it.” Replacement of the Falcons with the Ocean Sentry is station by station. Once Sentries are fully operational at a station, their HU-25s are retired. “It takes time to stand them up, with logistics and training,” McIntire explained. Although Coast Guard pilots love the Falcons, “Once they see what the Sentry can do, they want more.”

The HC-144A is a variant of the CN-235 maritime patrol aircraft, explained Jose-Antonio de la Fuente, vice president for Transport and Mission Aircraft at EADS North America. It differs from other CN-235 according to specific Coast Guard requirements, including Rockwell Collins’s glass cockpit. CN-235s are sold to many countries’ coast guards. Tom Wade, EADS program manger for the HC-144A, said its chief advantage over Falcons is much greater endurance, up to 10 to 11 hours of total flight time. Its slower speed can aid in visual searches. “It has a rear cargo ramp that can be quickly configured to transport cargo for relief operations or other Coast Guard needs.”

Service life depends on flight hours, how the aircraft is flown and any service life extension programs, all of which are matters for Coast Guard decisions.

The MSP was developed from a design used for the P-3 Orion, explained Colleen Arthur, director of Integrated Defense Technologies at Lockheed Martin Mission Systems & Sensors. “We implemented changes required to address unique requirements of the new maritime

patrol aircraft.” Weighing in at 1,800 pounds, the MSP has two operator stations, including displays, keyboards and trackballs for quick selec-tion of operations, and radio-control heads to operate radios. A rack of electronic equipment provides computing infrastructure. The MSP manages data from sensors on aircraft, vessels and shore facilities. “The HC-144A will contribute to the common tactical picture and common operating picture,” Arthur said. She noted that the system has about 90 percent commonality with systems on the HC-130Hs and HC-130Js, easing training and operation.

In terms of upgrades, the MSP meets current Coast Guard require-ments, keeping in mind that “users may want more in the future, so different equipment may be needed,” McIntire said. Since the MSP contains computer systems, obsolescence issues are likely due to the frequent changes in software and hardware. For example, the first three MSPs had to be upgraded for consistent configuration with the next nine. The aircraft poses the same obsolescence challenges for components like avionics, and McIntire expects there will be upgrades on both aircraft and MSP. “We would like to do them in packages during planned depot maintenance,” McIntire said. Possible future upgrades will be driven by customer requirements. “There are always possible obsolescence issues when an acquisition is spread over a lengthy time,” Wade noted. The Coast Guard is contemplating an upgrade of the flight management system with Rockwell Collins, who provides the glass cockpit, radar and radios on the HC-144A. Principal program manager Ryan Bunge said Rockwell Collins is looking at some obsolescence issues and some technology refreshes for commonality, “but there has been no decision yet.”

herCuleS

Rockwell Collins is executing a significant upgrade on the HC-130H Hercules’ Avionics’ 1 or A1U. Bunge said A1U includes glass cockpits, four displays, new digital autopilot and a new communication suite. “The prototype is in the hangar and we hope for first flight late this summer.” The full upgrade should take through 2014 or 2015, depending on whether the Coast Guard upgrades 11 or 14 aircraft. Rockwell Collins will manage upgrade installation at a partner facility in Mississippi. The prototype will take six months, and Rockwell hopes to get later upgrades down to three or four months apiece. In advance of the full avionics upgrade, Rockwell Collins provided the HC-130H with a new multiscan weather radar. “The feedback from pilots is fantastic,” Bunge said. “It is solid state and a big improvement. It also has hands-off controls that reduce workloads.”

Engine-wise, Rolls-Royce is flight-testing an upgrade on its T56 engine that powers the HC-130H for the Air Force. This 3.5 upgrade

inCreaSed reSponSiBilitieS within tiGhtened BudGetS have prompted major upGradeS to CoaSt Guard airCraFt. the reSultS will Be airCraFt that Can exeCute more miSSionS—oFten more eFFiCiently.By henry Canaday, CGF CorreSpondent


would increase fuel efficiency at least 7.9 percent and reliability 22 percent, according to Barney Wick, customer executive for the U.S. gov-ernment at Rolls-Royce Defense. The Air Force hopes to begin installing the upgrade during depot overhauls in fiscal year 2014, and the Coast Guard has been briefed on it as an option for its HC-130Hs.

ITT Exelis co-manufactures the Elta 2022 multi-mode sur-face radar for the HC-130, explained Richard Viverito, senior man-ager for business development. “It is on the new Coast Guard HC-130Js—seven so far—but we do not know how many they will take, maybe 40. It is not on the HC-130H, so the question is back-fit. We would like to retrofit them but it’s the Coast Guard’s decision. Is it worth retrofitting older aircraft or should they replace the aircraft?” Viverito said the Elta 2022 is the best maritime surveillance radar available. “It’s an imaging radar. It can image a sailboat mast. If it sees a smokestack, it can get a profile.”

dolphin

The H-65 conversion/sustainment project is a comprehensive modernization project consisting of six upgrades to the fleet of H-65 Dolphins, said Commander John Williams, H-65 platform manager. Upgrades include re-engining, airborne use of force (AUF), component modernization and avionics to allow the H-65 is expected to serve through 2027.

The Coast Guard has completely replaced the Honeywell LTS 101 gas-turbine engine with the Turbomeca 2C2CG fully automatic digital engine control gas-turbine engine. This yields nearly 40 percent more power, improved safety and increased reliability on the re-designated HH-65C.

The AUF upgrade, which was completed in January 2008, included improved communications wiring and structural modifications, and some H-65s received weapon mounts, armor protection and other equipment.

Component modernization replaces the legacy omni-directional air data system, tactical air navigation system, identification friend or foe transponder and radar altimeter and upgrades the old control display unit. Two modernized embedded global positioning system inertial navigation systems are also installed. Upgraded aircraft are re-designated MH-65Ds.

The avionics upgrade installs a digital automatic flight control system, modernizes the cockpit with common avionics architecture system (CAAS), integrates sensors and makes other improvements. This upgrade to an MH 65E is slated to launch in late FY14 and aircraft are slated to arrive at units in FY15. The entire H-65 fleet has reached MH-65C AUF configuration, with 27 MH-65D aircraft fielded and 22 more replacing MH-65Cs annually. Rockwell is now taking its CAAS upgrade from the MH-60T Jayhawk and integrating it on the MH65D Dolphin. The target for test flight is late 2013 and the full upgrades should take about two years, said principal program manager Robert Koelling.

The Coast Guard is now in the process of installing FLIR’s electro optical sensors system (ESS) on the MH-65, with 30 out of 65 com-pleted by mid-April. It uses the same hardware as on the Jayhawk, but has customized software, explained Andy McFarlane, FLIR’s Coast Guard program manager. Through its new thermal imager, a daytime color camera, a low-light electronic-magnification camera, a laser range finder and a laser illuminator, ESS enables aircraft to see better and also increases situational awareness. “The illuminator means they can see numbers on the bow of a ship. They have not had this before,” McFarlane said.

jayhawk

The Coast Guard is upgrading the HH-60J Jayhawk to the HH-60T, explained Lieutenant Commander Walter Horne, H-60 platform manager. An AUF upgrade equips the aircraft with a 7.62 mm machine gun and .50-caliber rifle, armor and upgraded communications. There is also an avionics upgrade with Rockwell Collins CAAS, FLIR’s electro-optical/infrared sensor system (ESS) and integrated data storage. By mid-April 2012, 25 MH-60T aircraft had been delivered and 10 more will be completed by spring 2013. The aircraft will be flown up to 20,000 flight hours and are expected to be in service until 2027.

Sikorsky was part of the team that has been upgrading MH 60Ts, explained David Spracklen, homeland security business development manager. The OEM did engineering and design work early in the program and has three field service representatives at Elizabeth City to provide technical advice. Rockwell Collins provided CAAS and Naval Air Systems Command provided software support. The Coast Guard led the effort and executed the installation during depot maintenance.

Rockwell Collins’ CAAS is used by the Army, so commonality with another military customer provides assurance and economy to the Coast Guard. The upgrade also replaces 12 of the top 20 obsolescent degraders of life cycle costs on the MH-60, Spracklen noted. “It should give the aircraft a service life well beyond 2025.” There were also minor upgrades done on the engine and the whole aircraft has been rewired.

Rockwell Collins has completed its major upgrade, CAAS, on the MH-60T. Furthermore, “we are just on the cusp of finishing up the required navigation performance (RNP) and area navigation (RNAV) upgrade to CAAS,” said Koelling. The CAAS upgrade allows integration of other capabilities, including electro-optical infrared (EO/IR) sensors and data storage for EO/IR images. Most recently, RNP and RNAV will enable Jayhawks to fly in the changing commercial airspace. Rockwell is also working on blue force tracking (BFT) for the Coast Guard. A BFT prototype effort will start in May 2012; Koelling expects BFT to be installed eventually on all Coast Guard aircraft. The Coast Guard now has Rockwell DF-430 direction finders on all aircraft. Rockwell is working on an upgraded DF-500 to accommodate new frequencies and wider bandwidths. Koelling expects the DF-500 to be ready by the end of 2012.

The Coast Guard has just wrapped up installation of FLIR’s ESS on the 60T, with 42 converted. “It improves the aircraft for all five roles and 11 missions,” noted McFarlane. Honeywell’s Primus 700A on the 60-J is search-and-rescue weather radar, available with surveillance and search modes integrated with color weather radar. It is ideal for helicopters in offshore service for searches, surveillance, enforcement or medical evacuation. The 700A is compatible with a wide range of displays and has ruggedized chassis. It is the only radar that offers sea-clutter reduction, made possible with pulse-pairing technology, enabling clearer detection of targets with less workload.

Coast Guard aircraft are maintained on condition and now average about 11,000 flying hours, above the 10,000-hour limit used by the Navy. Spracklen does not expect any further upgrades on the H-60 or H-65 soon, as the aircraft are in good shape and budget restraints are pressing. Moreover, he said the Coast Guard has already devoted much of its budget to aircraft and the emphasis now seems to be on ships. O

For more information, contact Editor-in-Chief Jeff McKaughan [email protected] or

search our online archives for related stories at www.cgf-kmi.com.


The Coast Guard is responsible for establishing standards to pre-vent the introduction and spread of aquatic nuisance species (ANS) through ballast water. During normal ballasting operations, ships fill their tanks with water to maintain stability or for propulsion. This water contains living organisms, which, when discharged, can allow these organisms to be introduced to new habitats and become aquatic nuisances.

“Ballast water discharged from vessels is a significant pathway for the introduction and spread of non-indigenous aquatic species,” said John Morris, environmental protection specialist, U.S. Coast Guard Headquarters. “These organisms, which may be plants, animals or microbes, have the potential to displace native species, degrade native habitats, spread disease and disrupt human economic and social activities that depend on water resources. Establishing a standard for the concentration of living organisms that can be discharged in bal-last water will reduce those concentrations significantly over current ballast water management requirements. The discharge standard also simplifies the Coast Guard type-approval process.”

When it comes to ANS, it is clear that prevention is key. How-ever, the method to prevent the spread of ANS and best manage

ballast water sanitization has been under question for years. Under the initial nationwide program which began in 1998, a self-policing program was established where ballast water management (BWM) was voluntary for 24-30 months. Under this model, the rate of com-pliance was found to be inadequate, and vessel operators often failed to submit mandatory ballast water reports to the Coast Guard. In 2004, the voluntary program became mandatory.

The Coast Guard's final rule was published on March 23, 2012 in the federal register, and became effective on June 21, 2012. The Coast Guard’s standard identified in the final rule aligns with the International Maritime Organization’s (IMO) Ballast Water Manage-ment Convention adopted in 2004. As stated on the USCG webpage, “the Coast Guard is amending its regulations on ballast water man-agement by establishing a standard for the allowable concentration of living organisms in ballast water discharged from ships in waters of the United States. The Coast Guard is also amending its regula-tions for engineering equipment by establishing an approval process for ballast water management systems. The numerical limits set by the discharge standard in this Final Rule are supported by reports from the National Academy of Science and the U.S. Environmental

the new reGulationS aimed at preventinG the Spread oF aquatiC nuiSanCe SpeCieS meanS that over 40,000 veSSelS will eventually need to Be Fitted with BallaSt water treatment SyStemS.

By kelly Fodel

CGF CorreSpondent


Protection Agency Science Advisory Board in 2011 as the most stringent that vessels can practicably implement and that the Coast Guard can enforce at this time.”

This final rule applies to two groups of vessels discharging ballast water into U.S. waters. The first group is comprised of those vessels currently required to conduct exchange. The second group, which previously was not required to conduct exchange, is comprised of seagoing vessels that do not operate beyond the U.S. exclusive economic zone, that take on and discharge ballast water in more than one captain of the port zone, and are greater than 1,600 gross register tons (3,000 gross tons International Tonnage Convention).

As directed by Congress in the National Invasive Species Act, certain vessels will continue to be exempt from requirements to install and operate a Coast Guard approved ballast water manage-ment system:

Crude oil tankerS enGaGed in CoaStwide trade

Any vessel of the U.S. armed forces (as defined in the Federal Water Pollution Control Act) that is subject to the Uniformed National Discharge Standards for vessels of the armed forces

Any warship, naval auxiliary, or other vessel owned or operated by a foreign state and used, for the time being, only on government and non-commercial service.

The Coast Guard’s final rule establishes the phase-one bal-last water discharge standard, which is the same as what the IMO adopted in 2004. Vessels employing a Coast Guard-approved ballast water management system (BWMS) must meet the following ballast water discharge standards:

For organisms greater than or equal to 50 micrometers in mini-mum dimension, discharge must include fewer than 10 organisms per cubic meter of ballast water

For organisms less than 50 micrometers and greater than or equal to 10 micrometers, discharge must include fewer than 10 organisms per milliliter (mL) of ballast water

Indicator microorganisms must not exceed:

• Toxicogenic Vibrio cholera (serotypes O1 and O139): a concentration of less than 1 colony-forming unit (cfu) per 100 mL

• Escherichia coli: a concentration of fewer than 250 cfu per 100mL

• Intestinal eterococci: a concentration of fewer than 100 cfu per 100mL.

impaCt on the BallaSt water treatment induStry

Technologies used for treating ballast water are typically identified as solid-liquid separation, disinfection or some combined form of both treatment schemes. Solid-liquid separation uses sedimentation or surface filtration to separate suspended solid material (inorganic and organics including some larger targeted NIS zooplankton and phytoplankton) from the ballast water. Disinfection inactivates and/or kills the remaining microorganisms from ballast water. A number of commercially available ballast water treatment technologies have been modeled after comparable treatment systems often used in municipal and industrial water and wastewater treatment applications. However,

these technologies have been adapted to meet marine-specific criteria such as space, weight, cost and efficacy with respect to discharged ballast water standards.

Ballast water regulations help ensure treatment systems are developed and marketed to meet the same discharge standards. In addition, testing and certification of ballast water treatment systems to such standards aids in standardization of approved, commercially viable technology.

“N.E.I. has been waiting 10 years for [this USCG rule], so it's a tremendous milestone,” said Peter D. McNulty, president, N.E.I. Treatment Systems. “We worked very hard over many years to coordinate with the USCG, Office of Management and Budget, and even the president's Council on Environmental Quality to help them produce the best regulations possible. Overall, we're satisfied with the outcome. The most important detail is that the discharge standards are identical to the IMO D-2 standards.”

N.E.I.’s Venturi Oxygen Stripping (VOS) ballast water deoxy-genation system is not equipment adapted from drinking water disinfection or industrial wastewater treatment. It was created to enable consistent and reliable biological treatment in a wide variety of natural water quality conditions, within the confines of the engine room of a cargo ship, without discharging toxic chemicals, at very high flow rates. A small amount of air, introduced to the treated water upon discharge, is all that's required to completely reverse the in-tank treatment condition.

The VOS system treats plankton (microscopic aquatic animals) a bit faster than algae (microscopic plants), but all IMO and USCG regulated organisms are treated. Because the VOS system deoxygen-ates water in less than 10 seconds, even cyst-forming organisms are unable to adjust their metabolism to survive the treatment.

N.E.I. is one of a small number of ballast water treatment (BWT) suppliers that participate in the USCG Shipboard Technology Evaluation Program (STEP). The Coast Guard established the STEP program in 2004 to promote the development of alternatives to bal-last water exchange as a means of preventing invasive species from entering U.S. waters through ships’ ballast water. STEP participa-tion is available to all international and U.S. domestic vessels subject to the Coast Guard’s Ballast Water Management regulations. “One of our treatment systems is installed on the APL England, a container-ship that trades to the U.S. The review period took approximately two years, and included an analysis of all aspects of the VOS system and its potential impact on receiving waters of the U.S., air emis-sions, crew health and safety, etc. We believe this will accelerate the USCG Type Approval process for N.E.I.,” McNulty said.

Also a participant in the STEP Program was the S/R American Progress, a 175-meter long, 46k dwt, double-hull U.S. flag tank ship, operated by SeaRiver Maritime Inc. to demonstrate the use of and collect data on the effectiveness of the Severn Trent De Nora Balpure ballast water treatment system. In August 2010, the S/R American Progress was authorized to discharge treated ballast water into California waters.

“Using a slip stream approach, whereby approximately 1 percent of the total ballast water flow is used to generate the hypochlorite disinfection solution, the Balpure system can be remotely mounted away from the ship’s critical ballast systems,” said Nadia Abboud, marketing director, Severn Trent De Nora. “This slip stream approach allows for operation in low-salinity and low-temperature water quality environments, and is a major advantage on vessels with pump rooms or hazardous cargo areas. For more than eight


years, the Balpure system has undergone extensive testing and received third-party verification for meeting rigorous standards for performance, corrosion and safety. The Balpure system surpasses IMO D-2 standards by at least tenfold.”

Hyde Marine was the first BWT system manufacturer to become involved with the USCG STEP program. In 2008, the Coral Prin-cess was the first ship accepted into the USCG STEP program. In 2010 the Celebrity Mercury was also accepted into STEP, also using Hyde’s BWT system. “In addition to Princess and CelebrityCruises, we are currently working with several customers who are interested in applying for STEP,” said Tom Mackey, senior consultant for Hyde Marine. “The process was slow and often frustrating and the test-ing has not yet been completed for STEP because the USCG has changed the requirements to meet the new ETV protocol, which they will use for U.S. Type Approval of BWM systems.”

The Hyde Guardian (HG) is an IMO Type Approved BW Treat-ment system that was tested at NIOZ in 2008 on behalf of the U.K. MCA and Lloyds Register. “The HG is a proven, simple, safe, effective and reliable solution to meet the IMO BWM Convention and U.S. Coast Guard requirements. Well over 150 systems have already been sold with capacities from 60 to 2500 m3/hr. Hyde is a market leader in operating experience with type approved systems working aboard ships since 2003,” Mackey explained.

The Hyde Guardian system comprises a very effective auto-backflush filter to remove the great majority of organisms over 50 microns and a broad spectrum medium pressure UV disinfection system that is effective against all organisms covered by the IMO BWM Convention and USCG performance standards. The system is, therefore, effective against all organisms from zooplankton down to viruses and bacteria. UV has been used for drinking water disinfec-tion, wastewater disinfection and wastewater reuse for many years.

lookinG to the Future

The new USCG regulations mean that more than 40,000 hulls will eventually need to be retrofitted with ballast water treatment systems. This requirement will cost ship operators billions of dol-lars, while at the same time injecting money into shipbuilding, repair and conversion industries, and provide better employment opportunities.

“The rule includes an implementation schedule that gives vessel owners and operators enough time to install necessary equipment without causing significant disruptions to maritime commerce. The Coast Guard and IMO determined that vessel construction dates and ballast water capacity were the appropriate ways to implement the changes. The Coast Guard chose December 1, 2013, to align the final rule with the next EPA Vessel General Permit,” Morris noted.

With the USCG trying to accomplish this implementation schedule in a short number of years, there is of course concern that the timetable is too rigorous to accomplish.

“N.E.I.’s opinion about the retrofit phase-in schedule is closely aligned with that of the shipping industry,” said McNulty. “N.E.I. is an associate member of Intertanko, Intercargo, and BIMCO. We're in close communication with these and other shipping industry trade associations to try to convince the IMO [and eventually the USCG] that the retrofit phase-in schedule as currently required is infeasible, perhaps impossible, to meet. The vast amount of labor and financial resources that must be devoted to meeting this schedule in such a short period of time, irrespective of the current

financial state of the shipping industry, is staggering. It is not in the interest of equipment suppliers to tool up for such a huge effort, only to have the demand for equipment decrease by, say, 75 percent after only five years. We’re trying to stretch it out.”

McNulty said N.E.I. has proposed a specific modification to the retrofit implementation schedule of the IMO BW Convention to the various shipping trade groups they know. “If some version of this modification is adopted, 10 years from now the world's new building fleet will all be delivered with BWT installed, and the existing fleet retrofit will be about two-thirds complete.”

Meantime, the Coast Guard will stay busy with implementation activities, which include establishing a process to type-approve bal-last water management systems for installation on board vessels. This process establishes requirements for designing, testing, install-ing and operating shipboard equipment. The Coast Guard presently type-approves other pollution prevention equipment, such as oily water separators and marine sanitation devices. The BWMS type-approval process will be a similar but likely more complex process compared to other equipment. Coast Guard marine inspectors will enforce compliance with the discharge standard by checking equip-ment maintenance and records during routine port state and flag state vessel examinations.

“The National Invasive Species Act requires the Coast Guard to assess and, if dictated by that assessment, to revise the ballast water management regulations not less than every three years based on the best scientific information available at the time of that review,” said Morris. “Additionally, the Final Rule contains a specific practi-cability review regarding more stringent standards to be completed by January 1, 2016.” O

For more information, contact Editor-in-Chief Jeff McKaughan [email protected] or

search our online archives for related stories at www.cgf-kmi.com.

Implementation Schedule for Approved Ballast Water Management Methods

Vessel’s ballast water capacity

(in cubic meters)

Date constructed

Vessel’s compliance date

New vessels All On or after

Dec. 1, 2013 On Delivery

Existing vessels

Less than 1,500

Before Dec. 1, 2013

First scheduled drydocking after

Jan. 1, 2016

1,500-5,000 Before Dec. 1, 2013


Jan. 1, 2014

Greater than 5,000

Before Dec. 1, 2013


Jan. 1, 2016


cAlenDAr

November 12-14. 2012Cargo Security SummitArlington, Va.www.idga.com

November 13-14, 2012Homeland Security SymposiumArlington, Va.www.ndia.org/meetings/3490

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Cover and In-Depth Interview

Rear Admiral Mark E. ButtAssistant Commandant for Capability

Special SectionProgram Management UpdatesA detailed look at the status of the Coast Guard’s top critical programs

BiometricsCutter BoatsIntegrated C4ISR & Navigation SystemsIncident Management and Preparedness TraningCareers & Transitions: Criminal Justice

FeatUReS

December 2012Vol. 4, Issue 4NEXTISSUE

Insertion Order Deadline: November 9, 2012 • Ad Materials Deadline: November 16, 2012


Jon Waldrop, Ph.D.Senior Vice President for Business Development

Stark Aerospace

Q: What types of products and services are you offering to military and other govern-ment customers?

A: Stark Aerospace’s Golden Triangle Unit [GTR] is presently supporting advanced unmanned aerial systems [UAS] and plug-in optronics [POP] sensor production, manufacturing and depot repair. This loca-tion houses the production facility for the Heron and Hunter UAS. The Heron is a medium altitude long endurance UAS that is used in 27 countries worldwide in sup-port of U.S. government ISR missions. The Hunter is a tactical UAS that has flown over 100,000 hours in support of the global war on terror. In addition to our UAS production, GTR also builds, repairs and upgrades the POP-300 series, MOSP, and mini and micro POP sensors.

Stark Flight Services [SFS], also located in Columbus, is the Heron flight operations team. SFS maintains teams of fully qualified operators and maintainers capable of worldwide UAS deployment in support of both regional commanders and natural disaster on-scene commanders. SFS also supports Stark Aerospace produc-tion integration and flight testing.

Finally, Stark-Analytical Methods Inc. [AMI] is a leading provider of engineering analysis software and technical services to the aerospace industry. AMI employ a significant breadth and depth of subject matter experts in the fields of software sales and service, computational flight test analysis, and both UAS and aircraft modifi-cation design and analysis.

Q: What are some of the most signifi-cant programs your company is currently working on?

A: We are currently continuing our sup-port to both Heron and Hunter UAS pro-grams. These programs play an integral role in supporting our special ops and conventional warfighters around the globe, and Stark is there supporting the produc-tion and maintenance associated with both systems.

Our SFS operating unit is dedicated to maintaining the Heron flight operations team, which is fully qualified and capable of global deployment. The Heron has superior surveillance and reconnaissance capabilities and has been deployed by several national armed forces in support of both national security and counter-narcotics missions.

Hunter UAS is a critical warfighter pro-gram undertaken by Stark in cooperation with Northrop Grumman. The system has supported troops in Operation Enduring Freedom and Operation Iraqi Freedom. It has been in service with the U.S. Army since the early 1990s and has seen over 80,000 combat hours and over 100,000 flight hours. This is one of the first UAVs to incorporate automatic takeoff and landing technology for a fully autonomous flight, including pre-programmed way points.

Stark is working with parent corpora-tion IAI in the development of a family of small UAS including Ghost, ArrowLite and Mini-Panther. Our primary custom-ers in this market segment include special operations, law enforcement, and public use entities and agencies. We firmly believe the small UAS market is a growth area for us.

Our sensor family enjoys an incumbent position on a significant number of UAV plat-forms in support of DoD and first responder requirements. Our sensors have application in fixed and rotary wing airborne, maritime, vehicular and fixed position installations. Finally, Stark’s Analytical Methods unit is providing cutting edge analysis, research and development, and flight test analyti-cal expertise in a number of programs throughout the computer, IT and aeronau-tics industry.

Q: Where do you see this market going in the future?

A: First, we see the market moving toward systems that optimize capability, porta-bility and affordability. Systems like the vertical takeoff and landing Ghost, man-portable ArrowLite and Mini-Panther combine world-class technology, ease of deployment and enhanced situational awareness for our warfighters and first responders. Affordability also allows the user community to flow these systems down to the platoon and squad level resulting in real-time ISR at lower levels of on-scene command than we’ve ever had. We also see the continuing importance of system-of system capability solutions vice single components which may, or may not, be interoperable. The growing importance of multiple airborne, maritime and ground inputs flowing in a coordinated and real-time environment to both centralized and on-scene command nodes has long been recognized by those who make on-scene decisions.

Second, we see a market in which capability and affordability are virtually equal factors in acquisition decisions. Budget impacts are being felt at DoD, DHS and federal agency levels right down to our regional, state and county first responder communities. The operational need is there but too often the funding is not. Our industry must continue to find ways to research, develop and produce advanced technologies that meet the needs of our customers at affordable price points.

Finally, we must remain connected to our warfighters and first responders. Our industry must continue to deliver systems that best meet their needs, not expect them to adapt their needs to our product lines. That seems like a simple truth, but even very smart companies have gotten that concept backwards. Warfighters, first responders, and their acquisition and support agencies consti-tute our customer base as they set the requirements. We as industry must sat-isfy those requirements. O

INDUSTRY INTERVIEW U.S. Coast Guard Forum


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CGF 4-3 (Oct. 2012)

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