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SEAPOWERVolume 59, Number 2, February/March 2016THE OFFICIAL PUBLICATION OF THE NAVY LEAGUE OF THE UNITED STATESwww.navyleague.org

COVER PHOTO OF THE U.S. MARINE CORPS SPECIAL PURPOSE MARINE AIR-GROUND TASK FORCE CRISIS RESPONSE-AFRICA COLOR GUARD AWAITING THE START OF THE TRANSFEROF AUTHORITY AT MORÓN AIR BASE, SPAIN, ON JAN. 26 BY MARINE CORPS SGT. KASSIE L. McDOLE. COVER DESIGN BY LAUREN EMERITZ, ABSTRACT ORANGE DESIGN.

DEPARTMENTS

3 President’s Message

4 Editor’s Note

58 Program Snapshot

59 Historical Perspective

60 Ship’s Library

62 Navy League News

64 Council Digest

6 Maritime Matters:Navy takes hit in fiscal 2017 budget

22

SPECIAL REPORT:NETWORK-CENTRIC WARFARE & COMMUNICATIONS

14 Marine Corps Aims to Bolster Information WarfareCapabilities, Tools

18 Aegis Ashore Anchors Ballistic Missile Defense from New Basein Romania

22 Four MUOS Satellites in Orbit Will Mean Big Upgrade toCommunications on the Ground

24 MQ-8C’s Larger Size Gives Program More Sensor Options

26 E-2D is Reaching Out, Touching the Threat ‘Farther Than Ever Before’

29 Coast Guard Strives to Keep C4ISR Systems Updated

SPECIAL REPORT: PROFILES IN SERVICE 32 U.S. NAVY REAR ADM. MARY M. JACKSON 34 U.S. NAVY MASS COMMUNICATIONS SPECIALIST 1ST CLASS

BLAKE MIDNIGHT

36 U.S. NAVY MASTER CHIEF ELECTRONICS TECHNICIAN JASON AVIN 38 U.S. NAVY LT. CMDR. DANIEL GROVER II 40 U.S. MARINE CORPS MAJ. GEN. CRAIG Q. TIMBERLAKE 42 U.S. MARINE CORPS CPL. MICHAEL P. RYDER 44 U.S. MARINE CORPS SGT. JOSHUA KERN 46 U.S. MARINE CORPS MAJ. AIXA DONES 48 U.S. COAST GUARD LT. KRISTINE RICE 49 U.S. COAST GUARD MACHINERY TECHNICIAN 1ST CLASS

CHARLES ROCKEFELLER

50 U.S. COAST GUARD PETTY OFFICER 2ND CLASS MATTHEW C. CHANCERY

52 USNS SPEARHEAD CHIEF ENGINEER GEORGE HAIRSTON

54 LOS ANGELES PORT POLICE CHIEF THOMAS E. GAZSI

56 BAE SYSTEMS SHIP REPAIR FACILITIES & MAINTENANCEMANAGER ANGEL MELENDEZ

FEATURES

3 Further Down the Jagged EdgeBY SKIP WITUNSKI

10 INTERVIEWRear Adm. Brian K. AntonioProgram Executive OfficerLittoral Combat ShipsBY RICHARD R. BURGESS

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In testimony before Congress inMarch 2015, then-Chairman of the

Joint Chiefs Gen. Martin E. Dempseysaid anything below the president’s2016 budget request represents the“jagged edge” of what can be spent tocarry out current missions. It appearswe are moving further along thatjagged edge, with the fiscal 2017budget proposal again under-resourcing of the Department of theNavy, the Coast Guard and theMaritime Administration.

While proposed funding for theMarine Corps, at $23 billion fromthe base budget and $1.6 billionfrom the Overseas ContingenciesOperations (OCO) fund, is basically unchanged fromthe current year, the overall budget for the Departmentof the Navy will drop about $4.5 billion from fiscal2016 to $164.9 billion. Coast Guard funding for fiscal2017 — at $10.3 billion — also falls short of the $11.1billion the service is working with today.

Has the global operations tempo demanded of our seaservices by the national leadership diminished in anyway? Are the challenges and threats posed by China,Russia, North Korea, Iran and non-state actors like ISISand al-Qaida no longer a concern? Of course not. Yet thisbudget proposal asks our Navy to continue sustainingitself by eating into its maintenance, parts and munitionsprograms, by overextending its equipment and person-nel, and by cannibalizing its modernization programs.

Congressional hawks are critical of the proposed fund-ing levels. The chairman of the House Armed ServicesCommittee, Rep. Mac Thornberry, and 33 other membersof that committee sent a letter to the House BudgetCommittee on Feb. 8, a day before the budget request wasreleased publicly, saying, “We believe that an adequatenational defense requires significantly more funding.”

The fiscal 2017 Department of Defense budget requestis $523.9 billion, with $58.8 billion in OCO funds, for atotal of $582.7 billion. There is a $23 billion gap in OCOfunding that Congress expected to see in this budget pro-posal. There should be $81.8 billion in OCO to meet thePentagon’s own projections, with $8 billion of that OCOpaying for base projects, according to the Bipartisan

Budget Act of 2015. By the Penta -gon’s own estimates, there is a $15billion shortfall from its projectionslast year.

The Navy is hit the hardest. Infact, the Navy is the only Defense De -part ment service with a funding cutin the new budget request. If signedinto law, this budget would see thelittoral combat ship program losing12 ships from the 30-year shipbuild-ing plan, with no additional ship pro-curement to offset the loss. Thisbudget would permanently eliminatea 10th carrier air wing, four aviationsquadrons and take seven cruisersout of service for modernization.

The Marine Corps also is fighting for its edge. Thedrawdown to its 182,000 end strength will be complet-ed in 2017. Despite Commandant Gen. Robert Neller’semphasis on the need to repair and replace older air-craft, the top line for aviation is relatively flat, goingfrom $647 million to $649 million.

The Coast Guard funding request, within the De -part ment of Homeland Security budget, has the lowestamount for acquisition, construction & improvementin three years at $1.1 billion, due in part to the comple-tion of the National Security Cutter program in 2016.Polar icebreaker funding is increased to $150 million,but the Fast Response Cutter is $85 million below lastyear’s projections for fiscal 2017.

MARAD once again is hit hard. Maritime SecurityProgram funding finally was increased to $3.5 millionper ship in the 2016 Omnibus Appropriations Act, butis funded at only $3.1 million in the new proposal. Asthe real cost is estimated to be $5 million, that programmay lose ships.

This budget asks our sea services to accept an enor-mous amount of risk with regard to modernization andinfrastructure so that basic operations can be funded.How much risk is too much?

PRES IDENT ’ S MESSAGE

Further Down the Jagged EdgeBy SKIP WITUNSKI, Navy League National President

3W W W . S E A P O W E R M A G A Z I N E . O R G S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 6


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ED I TOR ’ S NOTE

W W W . S E A P O W E R M A G A Z I N E . O R G4 S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 6

For each of oursea service lead-

ers, their people aretheir most importantasset. No mission canbe successful withoutthe drive, dedicationto duty, innovationand resourcefulnessof their personnel.

In his “HumanCapital Strategy” re -leased in January, CommandantAdm. Paul F. Zukunft wrote: “Manyorganizations assert that people aretheir most important resource, butfor the U.S. Coast Guard, this part ofour culture is the key to the Service’ssuccess. Our cutters, boats, aircraft,facilities, and supporting systems donot accomplish the Coast Guard’smissions — people do.”

Since becoming commandant ofthe Marine Corps in September, Gen.Robert B. Neller has spoken to thou-sands of Marines, Sailors and civil-ians throughout the Corps. “I haveheard your questions, concerns andopinions, and believe the path we areon is a good one,” he wrote in his Jan.19 frag order. For the Corps “to bethe most ready force when the nationis least ready,” Neller laid out the fiveareas vital to achieving future suc-cess. At the top of that list is people,followed by readiness; training, sim-ulation and experimentation; inte-gration with the naval and joint force;and modernization and technology.

“Marines have historically pos-sessed an innate drive to succeed, toexcel in all that they do, includingwinning in combat,” the comman-dant wrote. “We will sustain thistrait and ensure this drive to suc-ceed, excel, and win continues to

define our Corps bymaintaining a force ofthe highest quality,which is smart, re -silient, fit, disci-plined, and able toovercome adversity.”

The chief of navaloperations, Adm.John M. Richardson,released in January “ADesign for Maintain -

ing Maritime Superiority.” In the doc-ument, he details his four “lines ofeffort” (LOEs) for the fleet today andinto the future, with one focusingspecifically on his Sailors and civil-ians. In that LOE, “Strengthen ourNavy Team for the Future,”Richardson wrote: “We are one NavyTeam — comprised of a diverse mixof active duty and reserve Sailors,Navy Civilians, and our families —with a history of service, sacrifice andsuccess. We will build on this historyto create a climate of operationalexcellence that will keep us ready toprevail in all future challenges.”

In this issue, we celebrate thepeople — Sailors, Marines, CoastGuard men and women, and thosein the civilian maritime workforce— who serve. The “Profiles inService” special section, beginningon page 35, features snapshots of seaservice life. We asked 15 men andwomen what motivates them toserve, why they do what they do andwhat their service means to them.From flag officer to chief of the boat,chief engineer to port police officer,all are an inspiration.

People Matter MostBy AMY L. WITTMAN, Editor in Chief SEAPOWER

THE OFFICIAL PUBLICATION OF THE

NAVY LEAGUE OF THE UNITED STATES

Volume 59, Number 2, February/March 2016

PUBLISHER

Skip Witunski

ASSOCIATE PUBLISHER

Bruce Butler

EDITOR IN CHIEF

Amy L. [email protected]

DEPUTY EDITOR

Peter E. [email protected]

MANAGING EDITOR

Richard R. [email protected]

DIRECTOR OF ADVERTISING SALES

Charles A. [email protected]

DIRECTOR OF PUBLICATIONS &

SOCIAL MEDIA

Kerri [email protected]

SENIOR MANAGER, IT & WEB SERVICES

Donald [email protected]

SEAPOWER CORRESPONDENT

Megan Scully

PHOTOGRAPHER

Lisa Nipp

PROOFREADER

Jean B. Reynolds

DESIGN AND PRODUCTION

Lauren Emeritz and Rob BlackAbstract Orange Design

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“To put more money in sub-marines, Navy fighter jets and a lotof other important areas, onetrade-off we made was to buy onlyas many littoral combat ships as wereally need,” Carter said during afiscal 2017 budget preview at theEconomic Club of Washington onFeb. 2. “This is part of a broadereffort in our budget to focus theNavy on having greater lethalityand capability that can turn, deterand defeat even the most high-endfuture threats.”

The budget request was deliv-ered to Congress on Feb. 9. ThePentagon’s base budget for fiscal2017 is $523.9 billion, with Over -seas Contingencies Operations

(OCO) funded at $58.8 billion. Ofthat budget, the Department of theNavy’s piece totals $165 billion,about $4.5 billion less than thebudget approved for 2016. TheNavy’s portion of the 2017 basebudget comes in at $132 billion,compared with $136.9 billion in2016, with the Marine Corps at$23.4 billion and the OCO budgetadding another $9.4 billion.

The defense secretary wasexpected to request just one LCSnext year. But he ultimately optedto put two in the budget, ostensi-bly to keep the two shipyards thatbuild the LCS humming next year,the last of the current administra-tion.

That could mean the Navy’splans for the LCS, which have beentweaked repeatedly in recent years,could change once the next defensesecretary is confirmed. And withtwo ships under construction nextyear in Wisconsin and Alabama, thenext administration easily couldramp the buys up again in 2018.

But in the absence of a broaderagreement that dramatically increas-es the Defense Department’s top line,the next administration would haveto raid other priorities — likely thoseCarter decided to focus on in his fis-cal 2017 budget request — to makeroom for more LCSs.

The programs that did see aboost in the Pentagon proposal in -


Navy Takes Hit in Fiscal 2017 Budget

T he Navy came out the loser in a fiscal 2017 DefenseDepartment budget request that revealed it was the

only service to see a cut from 2016 funding levels, mostof which came from the shipbuilding account.

Defense Secretary Ashton B. Carter threw Navy offi-cials a bone when he decided to buy two littoral com-bat ships (LCSs) next year despite much-publicizedplans to sharply cut the size of the planned fleet.

Carter has made it clear that the shore-hugging ves-sels, which have suffered through cost overruns,schedule delays and lingering questions about theirmissions, simply are not core to meeting the military’sneeds now and in the future. In a constrained budget,they rank low on his priority list and, as such, he wantsto field a modest fleet of 40 of the ships, 12 fewer thanthe Navy wanted to buy.

Carter has said he wants to invest in the Navy —just in other assets, mostly targeted at longer-rangeweaponry better suited for any conflict against anypotential future threats, like Russia and China.

MAR I T I M EM A T T E R S

Secretary of Defense Ashton B. Carter speaks to Sailorsin San Diego Feb. 3. Carter visited the area to tour facili-ties and discuss the impact of the fiscal 2017 defensebudget proposal on the defense community.

U.S. NAVY



MAR IT IME MATTERS

cluded Marine Corps variants ofthe F-35 Lightning II joint strikefighter. The Pentagon wants to buy16 of those jets next year, com-pared with the 14 it had originallyplanned. The Navy plans to pur-chase four of its own F-35s nextyear, matching existing plans forthe program.

The Air Force variant of the F-35,however, would take a hit, with thePentagon buying 43 jets, five fewerthan originally planned for nextyear. Program officials stress that theplanes simply have been deferred tofuture years, not cut altogether.

The Pentagon also wants to buytwo F/A-18E/F Super Hornets — aperennial favorite on Capitol Hill— in fiscal 2017 to replace losses.What’s more, the Navy is planningon buying 14 more of the jets for2018 to help mitigate the depart-ment’s strike fighter shortfall as itramps up buys of the F-35.

The request also includes $2.8 bil-lion to fund the fifth year of construc-tion costs on the Ford-class aircraftcarrier John F. Kennedy and long-leaditems for the next carrier, Enterprise.

Meanwhile, the budget requests$3.5 billion for two DDG 51 ArleighBurke-class destroyers and $5.3 bil-lion for two Virginia-class sub-marines. In addition, the Pentagonwants $1.9 billion for the Ohio-class replacement program, includ-ing funding advance procurementfor long-lead items for the ballistic-missile submarine.

Carter has touted the proposalfor its investment in other ad -vanced undersea technologies,including a payloads module forthe Virginia class that triples eachsubmarine’s strike capacity from 12Tomahawk cruise missiles to 40.

In terms of munitions, the budg-et requests nearly $300 million for100 Tomahawk cruise missiles and$1.2 billion for modifications to theTrident II ballistic missile.

For the Marine Corps, the budg-et would buy 16 MV-22 Osprey

tiltrotor aircraft and two CH-53KKing Stallion helicopters, andinvest $338.4 million in researchand development for the next presi -dential helicopter fleet. The much-anticipated Amphibious Com batVehicle would receive $158.7 mil-lion in research and developmentfunding.

In short, the request “invests inthe Navy’s lethality through im -prove ments in surface capability,tactical aircraft and investments inadvanced undersea capabilities,”Air Force Gen. Paul J. Selva, vicechairman of the Joint Chiefs ofStaff, said Feb. 9. “It maintains theMarine Corps’ pre-eminent role asthe nation’s most capable expedi-tionary response force.”

Now it will be up to lawmakers,with their power of the purse, todetermine whether the department’spriorities are in the right place.

MARAD Budget SqueezesMaritime Security Program The Maritime Administration(MARAD) would get a boost infunding under the fiscal 2017 budg-et proposal, but at least one key pro-gram would see a decrease com-pared to fiscal 2016 enacted levels.

The budget request for theDepartment of Transportationagency would give MARAD $428.1million, including $194 million foroperating and training and $188million for the Maritime SecurityProgram (MSP). This is up fromabout $400 million for fiscal 2016.

The MSP, however, would befunded at $3.1 million for each of the60 ships expected to enroll in theprogram under the proposal. The2016 Omnibus Appropriations bill,signed into law in December, includ-ed $210 million for the MSP, provid-ing $3.5 million to each of 60 en rol -led U.S.-flag merchant ships for 2016.

The MSP maintains a modernU.S.-flag fleet providing militaryaccess to vessels and vessel capaci-ty, as well as a total global, inter-

modal transportation network.Since 2009, MSP carriers havemoved more than 90 percent of theocean-borne cargo needed to sup-port U.S. military operations andrebuilding programs in the MiddleEast, according to MARAD.

However, during congressionalhearings in 2015, MARAD Admini -strator Paul N. “Chip” Jaenichen no -ted there were significant challengesfacing the MSP, with the amount ofDepartment of Defense cargo declin-ing due to the drawdown of opera-tions in Iraq and Af ghanistan, and areduction in personnel and militarybases overseas.

The MSP fleet provides employ-ment for 2,400 Merchant Marinersand 5,000 shore-side maritime pro-fessionals each year. Maritime offi-cials have contended that the MSPneeds to be funded at $5 millionper ship.

The MARAD budget request alsowould alter the Food AssistanceProgram by allowing flexibility —25 percent of total budget — forlocal and regional purchases, ratherthan U.S.-grown commodities, toreduce the cost of the program andmake it more efficient. MSP vesselsare among those used to transportthe food aid as a means of keepingthem active during times of peace.

As part of the initiative, $25 mil-lion is included to provide funds topreserve mariner employment oncommercial vessels of the UnitedStates and identify other innova-tive means to encourage retentionof mariners and vessels.

Within the MARAD request,$99.9 million was earmarked forthe U.S. Merchant Marine Academy,including $25.1 million for majorcapital repairs and improvements tothe academy’s buildings and infra-structure. The Kings Point, N.Y.,school has been going throughextensive renovations since 2012.

The budget proposal also requests$6 million to fund an independentrequirements and alternatives analy-




MAR IT IME MATTERS

sis for the National Security Multi-Mission Vessel/School Ship Replace -ment Program. The ships are replac-ing the aging fleet of training shipsprovided to the six state maritimeacademies that produce 70 percentof the U.S. unlimited tonnage openocean-licensed mariners annually.The average age of these ships is35 years.

USCG Budget FundsOPC, Icebreaker WorkPresident Barack Obama’s $10.3 bil-lion request for the Coast Guard,which was part of the Department ofHomeland Security’s (DHS’) $40.6billion budget proposal made publicFeb. 9, includes $1.1 billion for ac -quisition, construction & improve-ments (AC&I) and would keep thenumber of active-duty personnelaround 42,000. The AC&I fundingincludes $150 million for a new polaricebreaker, a priority for the Obama

administration to strengthen U.S.efforts in the changing Arctic.

The strong interest in the programalso comes as Washington’s relation-ship with Moscow, a key player in theArctic, rapidly devolves in the wakeof Russia’s incursion in Ukraine.

“The growth of human activity inthe Arctic region will require highlyengaged stewardship to maintainthe open seas necessary for globalcommerce and scientific research,allow for search-and-rescue activi-ties, and provide for regional peaceand stability,” the White House saidin a statement in September.

A new heavy icebreaker is pro-jected to cost between $900 millionand $1.1 billion. The budget propos-al noted production activities on theicebreaker should begin by 2020.

Other investment priorities in theCoast Guard’s 2017 proposal include$100 million to complete thedetailed design work and procure

long-lead items for the OffshorePatrol Cutter (OPC), $130 million toconvert C-27J aircraft for the CoastGuard and $240 million to buy fourFast Response Cutters (FRCs).

The 25-ship OPC program, esti-mated to cost $12 billion, will bethe most expensive in Coast Guardand DHS history. The servicewould like the first ship to be oper-ating in the fleet by fiscal 2021.

The FRCs are replacing the 110-foot Island-class patrol boat fleet. Theservice commissioned the 15th FRCin January and received delivery ofthe 16th in December. The programcalls for 58 of the 154-foot ships.

The 2017 funding levels fall shortof Congress’ enacted fiscal 2016budget that provided the servicewith an overall budget of $11.1 bil-lion and $1.9 billion in AC&I. In fis-cal 2015, the service’s budget wasslightly less than $10.3 billion, with$1.2 billion provided for AC&I.


Crew members of the Coast Guard Fast Response Cutter (FRC) Joseph Napier salute during its commissioning ceremonyat Coast Guard Sector San Juan, Puerto Rico, Jan. 29. Joseph Napier is the 15th FRC to be commissioned.

U.S. COAST G

UARD



MAR IT IME MATTERS

Acquisitions & Mergers■ Gibbs & Cox Inc., a maritimeengineering and design firm,acquired Donald L. Blount andAssociates Inc., a Chesapeake, Va.-based naval architecture andmarine engineering firm specializ-ing in the technical development ofhigh-performance marine craftconsulting services.■ Lockheed Martin entered into adefinitive agreement to separateand combine its realigned Infor -mation Systems & Global Solu -tions business segment with Lei -dos Holdings Inc.■ Mitcham Industries Inc. ac -quired L-3 Communications KleinAssociates Inc., a designer, manu-facturer and worldwide distributorof sonar and waterside securitysystems to military and commer-cial customers. Klein was a whollyowned subsidiary of L-3 Commu -nications Corp.■ HEICO Corp.’s ElectronicTechnologies Group completedthe acquisition of Robertson FuelSystems LLC. Robertson designsand produces mission-extending,crashworthy and ballistically self-sealing auxiliary fuel systems formilitary rotorcraft.

Expansions■ Crowley Maritime Corp. hasopened a government services officein downtown Norfolk, Va., to betterserve government agencies such asMilitary Sealift Command andMARAD. Additionally, this new loca-tion will be used to better service theNorfolk Naval Base and severalCrowley-managed ships locatedthere, in cluding three Roll-on/Roll-off and container ships, fiveBobo-class ships and sevenT-AGOS/T-AGM ships.

Collaborations■ EdgeTech, which produceshigh-resolution sonar imaging sys-tems and underwater technology,signed an agreement with Equip -

ment and Consulting for Hydro -graphic Operations to act as anexclusive 6205 MPES (Multi PhaseEcho Sounder) representative forthe Americas. ■ Seatronics, an Acteon company,announced a collaboration withCanada-based manufacturer Inuk -tun Services Ltd., a company withextensive expertise in remote-controlled robotic transport anddelivery of multimission, modulartechnology used in hazardousenvironments and confined spaces.Seatronics is working with Inuktunto supply the Inuktun ROV (re -motely operated vehicle) Mani -pulator as a standardized optionfor the Seatronics Predator ROVElite System, a Bomb Squad-Capable Improvised ExplosiveDevice ROV.

Transitions■ Northrop Grumman electedLisa R. Davis corporate vice presi-dent for Communications, replac-ing Darryl M. Fraser, who retired.Davis previously was vice presi-dent, communications, for thecompany’s Mission Systems sector.■ Crowley Maritime Corp. pro-moted Kerri McClellan to vicepresident and deputy generalcounsel for the corporation. Shepreviously served as senior corpo-rate counsel and assistant corpo-rate secretary.■ AM General, a builder of lighttactical vehicles, selected AndyHove as the company’s chief execu-tive officer (CEO) and president,succeeding Charlie Hall, who isretired. Hove most recently servedas the president and CEO of HDTGlobal and earlier as president ofOshkosh Defense. ■ Boeing has selected RandallStephenson as a new director on itsboard. Stephenson has been chair-man and CEO of AT&T since 2007. ■ BAE Systems Inc. appointedMichael G. Vickers to its board ofdirectors. Vickers served as under-

secretary of defense for In telli -gence from 2011 until April 2015and as assistant secretary of de -fense for Special Operations, Low-intensity Conflict and Inter de -pendent Capabilities from 2007to 2011. ■ Boeing elected Heidi B. Ca pozzia corporate senior vice president,and named her to replace TonyParasida as the company’s humanresources leader. Parasida, seniorvice president of Human Resourcesand Admini stration, is retiring.Capozzi previously led the compa-ny’s talent and leadership develop-ment function. Parasida’s adminis-trative responsibilities, whichinclude the company’s corporateadministration, shared servicessupport organization and globalcorporate citizenship activitieshave been assigned to DianaSands, senior vice president, Officeof Internal Gover nance and Ad -ministration, and executive coun-cil member. ■ Aerojet Rocketdyne appointedJerry Tarnacki as vice president ofQuality and Mission Assurance.Tarnacki served most recently asvice president of AftermarketServices at Pratt & Whitney. ■ The USS Hornet Museumnamed Ray A. Fortney chairman ofits board of trustees and the AircraftCarrier Hornet Foundation, suc-ceeding Jon Stanley, who retired.Fortney, a former submarine officerand a professional engineer, mostrecently, worked as an executiveleadership consultant and is a part-ner with Leadership Group Exe -cutive Search. ■ The Center for a New AmericanSecurity appointed James Mur -doch, the CEO of 21st CenturyFox, to its board of directors. ■

Reporting by Megan Scully of CQ RollCall. Managing Editor Richard R.Burgess and Special CorrespondentsOtto Kreisher and John C. Marcariocontributed to this report.




I NTERV I EW

What is the posture of the LCS program at thispoint? ANTONIO: The LCS program has a lot of positivemomentum. In the shipbuilding realm, we’ve got sixships delivered and 14 under construction right now, andthose construction opportunities at the shipyards areproceeding very well. We are testing mission packages inan operationally relevant environment. All three — theSurface Warfare (SUW), Anti-Submarine Warfare (ASW)and Mine Countermeasures (MCM) mission packages —are making progress. We’ve had some reliability issuesbut we’re being realistic and making sure that we’re get-ting the right capability out to the fleet.

In terms of sustainment, USS Fort Worth has per-formed phenomenally out in the Pacific. In the first 298days — 10 months, the same amount of time that USSFreedom was deployed to Singapore — Fort Worth hadless corrective maintenance and preventative mainte-nance requirements than Freedom did. In fact, Fort Worthhad 46 additional days underway compared to Freedom

in that same first 10 months of her deployment. There isa continuous call by the fleet for more presence and howquickly can we get the LCSs deployed overseas.

Will there be a continuing downward trend inLCS production costs?ANTONIO: The first two ships of the fiscal 2010 blockbuy — which now contains 22 ships — were justdelivered, LCS 5 and LCS 6. Because we have so manyships under contract we are able to track the numberof man hours that it takes to achieve a percent ofprogress through the build cycle for each ship. We arecontinuing to see downward trends in the number ofhours to get that percentage of completion at both ofthe shipbuilders [Lockheed Martin and Austal USA].

It really proves out the theory of learning curve and astable plan in terms of getting ships delivered. The latestships of the block buy are about $105 million under thecongressionally mandated cost cap. We continue to seethat serial production really is taking hold.

Positive MomentumThe Navy’s LCS program absorbs lessons as it forges ahead

As the program executive officer for littoral combat ships (LCS)since September 2013, Rear Adm. Brian K. Antonio is a high-profile leader of a high-visibility ship and mission systems procure-ment program.

Educated as a naval architect, Antonio served as a surface warfareofficer on a destroyer before becoming an engineering duty officerand received advanced degrees in mechanical and naval engineer-ing. His tours have included numerous ship maintenance, moderniza-tion and acquisition assignments, including the Gerald R. Ford-classaircraft carrier program and as fleet maintenance officer for U.S.Pacific Fleet.

In December 2014, the Navy decided to evolve the LCS programinto one for a new frigate. Antonio discussed the status of theLCS/frigate program with Managing Editor Richard R. Burgess.Excerpts follow:L

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With the shipbuilders and our industry partners, wecontinue to explore other opportunities for cost sav-ings in the way that they build the ships and theirmodularity within the shipyard. The ships that get intotheir production run start-to-finish with the facilityimprovements phased over time at the yards benefitfrom the learning curve effect.

The cost of ships is more than just the procurementcosts. Life-cycle costs are based in part on the quality ofthe product that we’re getting at the back end. Not onlyare we seeing the number of man hours coming down inthe procurement costs, we are also seeing less rework onthe back end. The products are getting better as the manhours are also coming down, so as the first six ships havegone through acceptance trials, the number of major dis-crepancies has dramatically decreased. Between the firstand the second of each variant, they came down byalmost a factor of 10; LCS 5 and 6 actually came downless than LCS 3 and 4. That translates to a quality-typecost that we don’t have to address in the future.

Will Defense Secretary Ashton Carter’s directionto cut the LCS program to 40 ships affect thecost per ship? ANTONIO: We have firm pricing for LCS 25 and 26;those are options that are on track to award by March 31.That will take care of the 2016 contract award. It’s pre-mature to talk about the acquisition strategy for 2017and beyond, which is in the works over in the Pentagon.

It’s not necessarily the reduction of the 52 to the 40 interms of savings; it has to do more with the profile of thenumber of ships that are required in a particular year.Overall, if the number of ships procured in the FutureYears Defense Plan is reduced, there is, of course, a savingsfor not having to procure those numbers of ships. But, ingeneral, as the number of ships procured in a particularyear goes down, the unit cost will go up. We’re examiningwhat that might be but, of course, that is tied in with theacquisition strategy, maintaining competition as long aswe can, and then working again with our shipbuilders foropportunities for efficiencies and effectiveness.

Defense Undersecretary Robert Work said therequest for two LCSs in 2017 would help inthe down-select decision to one hull type. Whatrole does your office have in the down-select? ANTONIO: It would be premature for me to talk aboutthe acquisition strategy since it is still in review by theNavy and it, ultimately, gets signed by Secretary [Frank]Kendall [undersecretary of defense for Acquisition,Technology and Logistics]. The opportunity to continueprocuring LCS in 2017 gives us time to get the frigatedesign work accomplished before we have to put theRFP [request for proposals] out in 2017. It retains the

competition and keeps both yards in play as we come tothe maturation of the frigate design.

When will the mission packages achieve initialoperational capability (IOC)? ANTONIO: We declare IOC the first time that we takeit to IOT&E [Initial Operational Test & Evaluation] oneither of the two variants. The SUW Increment 1 and2, which includes the 30mm guns and VBSS [visit,board, search and seizure] capability with the 11-meterRHIBs [rigid-hull inflatable boats], IOC’d in 2014 onFort Worth. Subsequent to that, we fielded the SUWmission package on the Independence variant becausewe have to have a mission package on board in orderto get to an IOC for the platform. We declared IOC forthe Independence-variant seaframe in December.

We continue to build on the SUW mission package.We are currently in testing with the Longbow Hellfiremissile that we’re adapting to be launched verticallyfrom the LCS. We’ve had several successful test firingsoff of surrogate platforms. We’ll get to put that on anLCS either later in 2016 or early into 2017.

We took all the MCM systems through developmen-tal testing early last year. All of our metrics at that timepointed to our readiness to enter TechEval [TechnicalEvaluation], a warm-up leading to IOT&E and then


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IOC]. We discovered during TechEval that the MCMsystems, as a combined mission package, did their job.They found mines in the minefield. The entire detect-to-engage sequence was validated several times includ-ing the concept of operations of using the mine neu-tralization system from the MH-60S helicopter. Butwhat we found during that trial was that the reliabilityof one system, the Remote Multimission Vehicle[RMMV], did not meet the reliability requirements.

That reliability issue has now caused us to take a stepback. There is an independent review team [IRT] that waschartered by the CNO [chief of naval operations] andSecretary [Sean] Stackley [assistant secretary of the Navyfor Research, Development and Acquisition]. The reviewis very close to being signed. I’d like to see what our op -tions are for what aspects of the system we’re going tochange, restructure, go after in terms of experimentationand prototyping, and then get to that IOC. We’ll act on therecommendations and restructure the way we need to.

We’re not going to put systems in the fleet that are unre-liable or don’t meet the mission. At the same time, we haveincredible capability at our disposal between the remain-der of the systems and the legacy systems. We are lookingto get additional operational experience with the RMMV,with the AQS-20A sonar out to the fleet as early as thisyear. We’re also working with the fleet to put some expe-ditionary mine warfare capabilities on an LCS during theupcoming 2016 RIMPAC [Rim of the Pacific] exercises.

We did some developmental testing of the ASW mis -sion package in 2014, off of USS Freedom, where we tookan advanced development model using a variable depthsonar and a multifunction towed array and proved out theconcept of operation of being able to launch, operate andrecover a continuous active variable-depth sonar andachieve detection ranges that were very impressive. We

had hoped to get some deployment time under our belt infiscal 2016, but that’s not going to happen.

We’re going to proceed with developmental testing.We have proposals from industry partners to get to thenext level, an engineering development model [EDM]light enough to meet the weight requirements so that wecan deploy it on the ships. We look to have that optionexercised this year, which means an EDM delivery to theNavy in 2017, so the IOT&E would either be later in2017 or early into 2018.

Is the program’s number of mission packageschanging? ANTONIO: Under the 52 LCS ship program of record,there were 64 mission packages — 24 MCM, 24 Surface,and 16 ASW. That will change with the change in the mixbetween the LCS and the new frigate. The frigate will bea multimission platform with SUW and ASW missions.All of the MCM functionality will be retained on the LCS.

We’re looking at opportunities where we will procurethe systems that will go on frigates as modular compo-nents because they will still be somewhat modular on afrigate. The idea is to have them installed full time, butthere is still that opportunity to be somewhat modularfor things like technology refresh or if a more capablesystem comes along that the Navy decides is a require-ment compared to the current program of record. Wedon’t want to make it where we need a whole newredesign to be able to incorporate that change. That levelis a different kind of modularity than the LCS.

Any particular reason that the Independenceclass is not deployed yet? ANTONIO: I would point out that USS Independence andUSS Coronado have deployed, not in the sense of overseas

to Singapore yet, but as part ofRIMPAC ’14. Independence success-fully demonstrated the concept ofoperations. At the time of the taskingto go to RIMPAC ’14 with an SUWmission package, Independence hadan MCM mission package on boardfor developmental testing. She wasbrought into port and that packagewas changed out, including the mis-sion package computing environ-ment and the mission detachment,and the ship got underway and metall of her commitments.

Coronado operated off SouthernCa li fornia for RIMPAC with theSUW package. The plan is for her todo work-ups this year and deploy toSingapore prior to the end of 2016.


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What are your plans for an over-the-horizon(OTH) missile on the LCS?ANTONIO: Warfighting analysis, including war games,has shown that the value of the LCS platform is vastlyincreased with an OTH capability. Based on that analy-sis, it’s now a requirement. It’s also a requirement in thenew frigate, so this year we’re working with PEO IWS[Integrated Warfare Systems] to look at procurementof the launchers and missiles and what level of integra-tion will be installed prior to an underway period.

The ideal goal is to deploy an OTH missile on boardone of each variant before the end of the year. In thenear term, we’re looking at missiles that are alreadyprograms of record and that we may already have inthe Navy inventory.

We’ll take lessons learned from the incorporation andintegration of over-the-horizon on LCS and we’ll usethat to help inform the frigate design. But the big differ-ence is that the frigate design work will include changesto the structure of the ship to make sure it can supportthe systems from a weight, power, electrical, auxiliaryand cooling perspective. The missile will be more inte-gral to the hull. The shipbuilders have more opportunityto place the missiles in a more optimal position and mayeven look at vertical-launch opportunities.

How would you rate the effectiveness of con-tractor maintenance and logistic support so far? ANTONIO: The feedback I’ve gotten from the fleet isthat the ships are well supported.

Our comparison of the first 10 months of Fort Worth’sdeployment to Freedom’s gives us a baseline. We incor-porated lessons learned into how we supported that shipincluding the contractor flyaway, the level of preventa-tive and corrective maintenance, spare parts, the typesof components that needed to be replaced more oftenand where the best location to place the contractingactivity was. The differences were striking.

Fort Worth had fewer CASREPs [equipment casual-ties], less meantime to repair and actually was able toskip one of her preventative maintenance availabilities.Congress is allowing us to do a pilot study to allow usto use some local workers in Singapore to do thingslike corrosion control and chipping and painting sothat the taxpayer doesn’t incur the large cost of flyingpeople all the way to Singapore for that work. The met-rics so far are showing a fairly significant cost savings.

How would you respond to the critics of theLCS program? ANTONIO: Anything new that comes along tends toattract skeptics. I remember some of the discussionsabout the Perry-class frigate and how they were notvery effective warfighting platforms. But I would point

out the LCS program’s momentum is not just circularmotion but forward progress in a lot of areas.

I’m a realist. We’re experiencing issues, but betterfor us to find the issues out in a test period than tofalsely field something thinking we have confidencethat we really don’t have. This provides opportunity forperhaps even fielding something better to the fleet.There is work ongoing and we’re fielding systems. Themomentum for deploying ships is going from one shipto, later this year, at least two ships in Singapore, andlooking for ways to get even more ships deployed. Thefull ship shock trials are scheduled for June.

Within one standard Sailor’s three-year tour of dutyfrom now, some fairly significant things will happen. Wewill be routinely operating four LCSs out of Singaporeand some stationed in Mayport [Fla.] If we aren’t alreadydeployed, we will be making preparations for deployingships to Bahrain. The new frigate, if not under contract,will be very close to being under contract. The currentplan is to have all three of the mission packages IOC’d.

These LCS platforms are going to be out in numbershere pretty quickly, becoming the Navy’s second largestsurface combatant class. ■


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T he Marine Corps is making an extraordinaryleap into information warfare, envisioningfuture conflicts in which the cognitive and dig-

ital are as effective as kinetic weapons and the main tar-get may be an adversary’s mind as much as their materiel.

The Corps’ evolving concept of information warfareencompasses a vast range of tools, including electro-magnetic frequencies, cyberspace, physical and intel-lectual deception and space assets, all tightly integrat-ed with traditional kinetic combined arms fires.

Implementing information warfare will require sig-nificant changes in doctrine, training and likely toorganization, but, most importantly, in how Marinesand their leaders think about war.

A draft concept for “Operating in the InformationEnvironment,” released Jan. 14, warns that the greatestpotential risk to Marines attempting to fight in thatenvironment “is their leadership choosing to maintainthe status quo.”

That seems unlikely because the jump into informationwarfare was initiated late last year by Marine Corps

Commandant Gen. Robert B. Nel ler,who created a new assistant de putycommandant for Information War -fare (ADC IW) and ordered forma -tion of an Information Warfare TaskForce to examine what capabili tiesthe Corps currently has and whatwill be required to successfully oper-ate in the information environment.

Neller augmented those actionswith the January release of his frag-mentary order to adjust the comman-dant’s guidance of his predecessor,Gen. Joseph F. Dunford Jr. The “fragorder,” which is the term for a com-mander’s abbreviated tactical instruc-tions to his subordinates, states inpart: “We recognize the current andfuture fight may not be what we

experienced in the past. It will encompass not just thedomains of land, air and sea, but also space and the cyberdomain. It will include information operations across theelectromagnetic spectrum.”

Neller directed his leadership to take actions to “growinformation operations, cyber and electronic warfare(EW) capability at Marine Forces and Marine Expedi -tionary Force (MEF) levels to enhance the capabilities offorward-deployed forces no later than the end of FY17.”

Brig. Gen. Lori Reynolds, commander of Marine ForcesCyber and now dual-hatted as ADC IW, said the draft con-cept “addressed and projects a vision for future MAGTF[Marine Air-Ground Task Force] IW capabilities that areintegrated and complementary to more conventionalcapabilities we already possess. Our approach to capabilitydevelopment begins with that vision that then enables usto examine where we are right now regarding IW — the‘as is’ — and assess that baseline against where we want tobe as articulated in the concept — the ‘to be.’”

Marty Westphal, Reynolds’ acting deputy for IW whoran the IW task force, said the focus on information

The Future FightNew Marine Corps concept aims to bolsterinformation warfare capabilities, tools

By OTTO KREISHER, Special Correspondent

Information Operations

The U.S. Marine Corps released a draft concept for “Operating inthe Information Environment” on Jan. 14.

■ This leap into information warfare envisions future conflicts inwhich tools such as electromagnetic frequencies, cyberspace,physical and intellectual deception, and space assets are inte-grated with traditional kinetic combined arms fires.

■ Commandant Gen. Robert B. Neller already has created a newassistant deputy commandant for Information Warfare andordered formation of an Information Warfare Task Force.

■ Implementing this concept will require significant changes indoctrine, training and likely to organization — as well as howMarines and their leaders think about war.

SPEC IAL REPORT / NETWORK -CENTR IC WARFARE & COMMUN ICAT IONS





opera tions was driven by decades of global securityevents, in clud ing “what the Russians are doing inCrimea, their new con cept for what they call hybrid war,what the Chinese have been doing” and the actions ofother potential ad versa ries who are “using relatively eas-ily obtainable tech no lo gi cal tools to thwart sophisticat-ed tools that we may have.”

Westphal, a former Marine armor officer, said the trendbegan when the rapid defeat of Iraqi forces during Opera -tion Desert Storm convinced potential adversaries that“they could not take us on force on force” in conventionalwarfare and turned to asymmetric tactics against U.S.troops in places like Iraq and Afghanistan. Those offsettingtactics became more sophisticated with the proliferation ofadvanced technologies enabling cyber and EW attacks.

That led the Marines’ top generals, in an executiveoff-site conference last year, to call for analysis of“what do Marines need to have in a MAGTF to suc-cessfully operate on a battlefield in 2025,” Westphalsaid.

That assessment would include not just standardMAGTFs, such as MEFs and Marine ExpeditionaryUnits, but the emerging use of enhanced company teamsconducting distributed operations that would need “sig-nificantly greater capability than what they have now” tofunction in the information environment, he said.

That means giving them not just the traditional con-ventional capabilities, “but the ability to sense the battle-field, to be able to reach back for vast amounts of infor-mation and analysis from stateside while deployed and tobe sure that it is assured, trustworthy” and availablewhen needed, Westphal said.

He said the Corps’ current definition of IW is: “Theintegration and synchronization of ideas, capabilities,functions and resources needed to support planning,commander decision making and achieve a relativeadvantage in the information environment, for a spe-cific time duration and space, as part of a combinedarms approach.

“This includes capabilities for command and con-trol, intelligence, cyberspace, communications, net-works, electronic warfare, space, military deception,operations security and military support operations,also known as information ops.”

The Marine leaders approved the task force’s draftconcept, which has six key desired attributes, he said.

The first attribute is: Assured, adaptable, resilientcommand and control (C2), which Westphal saidmeans “the ability to consistently provide C2 in anyenvironment, against any adversary.” The task forcetook a broader view of “adversary” to include badweather that inhibits mobility or violent sun spots that


Marines from 2nd Marine Division work in a Combat Operations Center during a 2nd Marine Division Command Post Exercise(CPX) at Camp Lejeune, N.C., Oct. 29. The purpose of the CPX was to test the division’s ability to set up a communicationsnetwork in any environment that would be used to allow the division commander to command and control his Marines.

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could disrupt satellite-based com-munications.

The second is: Information pro-tection of readiness and interoper-ability, which “really means a high-ly secured network, seamlesslyintegrated with joint and missionpartner environments.” That recog-nizes that “we’re not going to fightalone,” but in coalitions, whichcould include nations other thantraditional allies, he said.

To work effectively in a coalition,they must be able to share informa-tion, which must be allocated basedon the classification levels that canbe shared with nations other thanthe close allies, Westphal said.

The network, or environment, toshare information has to be interop-erable within the Marine Corps andthe joint community, and with “mis-sion partners,” which includes otherU.S. government departments, in -cluding Homeland Security andState, he said.

Third: Proactive and persistent influence andengagement, “which means the ability to assess andinfluence the target audience in specific operations.”

Westphal said commanders “have to understand thebat tlespace, have to understand the adversary. … Youun der stand not only their material capabilities, butthis speaks to the informational and the cognitive. Inother words, what motivates them. Now that’s all partof the new battlespace.

“So it’s really those three domains that we’re trying tobring together and be able to help the commander makesense of what’s going on in the battlespace, to under-stand the adversary so it doesn’t become a simplematerial-to-material attrition type of battle, but whatmotivates him,” he said. “And when you begin to under-stand what motivates them, you begin to understandwhat’s important to them. Then you also understandhow they may be gaining popular support.”

In the “cognitive domain,” West phal said, the com-mander can use cyber or other material and non-materialtools “to begin to influence your adversary’s thinking, aswell as whatever support he may be getting from thelocal populace.”

Information warfare “is the ability to maneuver notonly in physical domains, but in the informational andcognitive domains,” he said.

Westphal gave an example of using deceptive infor-mation, similar to a physical feint, “to make the enemy

think we’re going after a particular thing” so he com-mits resources to protect that while U.S. forces maneu-ver against something completely different.

“That enables us to have an advantage by being ableto maneuver in the cognitive domain, rather than justmaneuvering in the physical domain,” he said.

Fourth: Comprehensive sensing and shared under-standing. Westphal said that is aimed at ensuring the vastamounts of information and data U.S. forces can collect isturned into “understanding” for the tactical commanders.

“There’s been an explosion in sensor capability,”spanning from visual reconnaissance to cyberspace, tothe point that “many commanders have said ‘I’m drown-ing in data,’” he said. But, “there has to be a commensu-rate capability to analyze and assess that data. And thenmake sense of that data … to achieve understanding andbe able to share that understanding.”

Fifth: Electromagnetic spectrum maneuver and com-bined arms fires, which focuses on “the integration ofelectromagnetic, space and cyberspace with essentiallyphysical combined arms support,” he said. The capabili-ty has to be “institutionalized across the force to useinformation warfare, to use electronic warfare, to be ableto maneuver within the electromagnetic spectrum.”

But recognizing that there are limited amounts ofbandwidth and frequencies, technology must enablecommanders to switch spectrums so rapidly that it isworthless for the adversary to attempt to jam them.



Lance Cpl. Joseph A. Daniel provides communication radio checks for the for-ward element of the combat operations center during the battalion assault courseFeb. 12, 2015, at Marine Air Ground Combat Center Twentynine Palms, Calif., aspart of Integrated Training Exercise 2-15.

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Commanders also need the ability to use non-kinetictools, such as cyber, to temporarily disable a C2 node oran electrical power grid rather than physically damag-ing them, Westphal added.

Sixth: Preparing Marines and supporting capabili-ties through training, education, exercises and experi-mentation so that 10 years from now using IW “justbecomes the natural course of things. It’s not new, it’snot innovative, it’s just the way we do business.”

In addition to approving the draft concept, theCorps’ leaders also approved the task force’s proposedway forward, which is called Phase Two.

That entails a comprehensive Doctrine, Organization,Train ing, Materiel, Leadership & Education, Personneland Facilities survey of the Corps’ current IW capabili-ties so they “can determine where we need to go,”Westphal said.

That assessment will be centered on the Corps’largest warfighting organization, the MEFs. Westphalsaid I MEF commander Lt. Gen. David Berger is look-ing at what his command needs to operate in the IWenvironment.

There also will be initiatives in the two other MEFs, atthe Marine Corps Warfighting Laboratory and closecoordination with similar activities in the other services.

“For us, of course, the Navy is most important,”Westphal said. That is essential because “it’s part of theway we’re going to do business in the future, withExpeditionary Force 21,” the Corps’ capstone operatingconcept, he said. And with Neller’s guidance, whichdirects “we have to be naval, from the sea and on the sea.So we have reached out to the Navy to ensure that in theirdevelopment of this concept, we are tightly coupled.”

The assessment will consider possible changes in doc-trine, leadership training, facilities, organization andwhether there are “material solutions we already havethat we could use in different ways,” Westphal said.

On completion of Phase Two, Reynolds said, “wewill make course-of-action recommendations to afuture executive off-site regarding how best to positionthe Corps now and in the future to provide requiredMAGTF IW integrated capabilities.”

The assessment will include whether she remains theADC IW or the role goes to someone else, she said. ■




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T he Navy’s newest “ship” has arrived at the ser-vice’s newest homeport … sort of. The AegisAshore Missile Defense System (AAMDS) now

is up and running on U.S. Naval Support Facility (NSF)Deveselu, Romania, several hours west of the capital ofBucharest. Aegis Ashore is the land-based componentof the Aegis Ballistic Missile Defense system.

NSF Deveselu, the first overseas naval base to beestablished in decades, sits in open country on the run-way of a former Soviet bloc air base. The deckhouse canbe seen from miles away. Aegis Ashore is a tenant com-mand of the U.S. NSF, which is a tenant of the RomaniaBaza Militara 99 Deveselu. The turnover from the MissileDefense Agency to the operational commander, com-mander, U.S. Sixth Fleet, took place during a ceremonyat the Romanian Ministry of Foreign Affairs on Dec. 18.

“The Aegis Ashore system can now function,” theMissile Defense Agency’s director, Vice Adm. James D.Syring, said at the ceremony. “Between now and the sum-

mer, military operators will trainand conduct exercises and addition-al testing, readying for a NATO ini-tial operational capability, or IOC,declaration for the Warsaw Summitin July.”

“I took the nod and the salute,and we declared technical capabilitydemonstration,” Vice Adm. JamesG. Foggo III, who commands U.S.Sixth Fleet, told Seapower. “Nowwe’re integrating all the proceduresand the people into the NATO BMD[ballistic missile defense] architec-ture for Europe.”

“This system is only meant tocounter threats originating from out-side Europe,” U.S. Ambassador HansKlemm said at the ceremony. “It isnot, I repeat, not directed at Russia,nor does it have the capability to

threaten Russia. We have explained this to Russia onnumerous occasions. We have also offered to work withRussia to help alleviate their concerns and, if they desire,to ensure the safety of all our citizens from ballistic mis-siles originating from outside the Euro-Atlantic sphere.”

Notwithstanding the nuclear deal with Iran, and thelifting of international sanctions, the intelligence com-munity has estimated that the threat from Iran’s short-and medium-range ballistic missiles has been develop-ing more rapidly than previously projected, while thethreat of potential Iranian intercontinental ballisticmissile (ICBM) capabilities has been slower to developthan previously estimated, according to a fact sheetfrom the U.S. Embassy in Bucharest.

The Aegis Ashore deckhouse looks like that of anArleigh Burke-class guided-missile destroyer. It was firstconstructed at Moorestown, N.J., for testing, then disas-sembled and the prefabricated pieces and 900 tons of steel,in 156 40-foot containers, were shipped to Romania.

Exoatmospheric Warriors’Aegis Ashore anchors ballistic missile defense from new base in Romania

By EDWARD LUNDQUIST, Special Correspondent

‘

New Installation

The U.S. Aegis Ashore Missile Defense System in Deveselu,Romania, is the land-based component of the proven AegisBallistic Missile Defense system.

■ Part of the European Phased Adaptive Approach to ballisticmissile defense, it is designed to counter threats originating fromoutside Europe.

■ Aegis Ashore incorporates the Navy’s SPY-1 radar, multimis-sion signal processor, Mk 41 Vertical Launch System, and com-mand, control and communications processors. It also has thecapability to launch the Standard Missile-3 Block IA, Block IB and,beginning in 2018, the Standard Missile-3 Block IIA.

■ A second Aegis Ashore site is being established at theRedzikowo Base in Gmina Słupsk, Poland, which should be oper-ational in 2018.






“We tested it, and then unbolted it, brought it acrosson a ship, and erected it in a wheat field in Deveselu,”Foggo said.

“This odd-shaped deckhouse building is filled withthe latest technologically and highlights the adaptivepart of European Phased Adaptive Approach [EPAA],”he said.

The EPAA is the U.S. contribution to NATO BMD.Its purpose is to protect European NATO allies, andU.S. deployed forces in the region, against current andemerging ballistic threats from the Middle East. EPAAis being implemented in phases in order to be adapt-able and flexible, and to include evolving BMD tech-nology to counter the growing BMD threat.

In addition to Aegis Ashore, the NATO BMD archi-tecture includes the Transportable Radar SurveillanceSystem in Turkey; a command-and-control networkoperated from Ramstein Air Base, Germany, by the603rd Air and Space Operations Center; and the BMD-capable destroyers forward deployed to Rota, Spain.

The Aegis Combat System was developed in the 1970sto defend ships and battle groups against air, surface andsubsurface threats. The Aegis system has been updatedmany times since the lead ship, the guided-missile cruis-er USS Ticonderoga, was commissioned in 1983.

Aegis Ashore incorporates the Navy’s proven and flex-ible Aegis BMD capability — the latest Baseline 9 version— with its SPY-1 radar, multimission signal processor,Mk 41 Vertical Launch System, and command, controland communications processors. It also has the capabilityto launch the Standard Missile-3 Block IA, Block IB, and,beginning in 2018, the Standard Missile-3 Block IIA.

There are differences, of course. It does not move, andit is not surroun ded by the sea and its harsh environment.The launchers are not located fore and aft of the deckhouse, as on a ship, but are some distance away.

But even though it is not sailing, it has the sameship’s gyro system, so the system can receive therequired head ing input. The masts and antennas arelocated in the same place topside because those posi-tions have al ready been proven to work, so re-en gineering locations was not needed.

Working on the equipment is not limited by thecramped confines of a surface combatant — so there ismore room to access and maintain the equipment —something the technicians appreciate.

While ships can be moved, and be placed in a spe-cific location along a ballistic missile threat axis, theycannot stay there indefinitely.

“Aegis Ashore provides fixed and continuous operation— 24 hours a day, seven days a week, 365 days a year,”said William Blair, Raytheon’s vice president of businessdevelopment for Air and Missile Defense Systems.

“A ship may pull into port, but the Aegis Ashore facil-ity never goes off duty,” said Capt. Jeff Wolstenholme,who has command of Task Force 64, responsible for theNavy’s afloat and ashore BMD mission in the theater.

A second Aegis Ashore site is being established atthe Redzikowo Base in Gmina Słupsk, Poland, whichshould be operational in 2018

Capt. Jim Craycraft, the NSF commanding officer, isresponsible for the host nation military engagement,community relations, security, utilities, facilities, housingand food service in support of the “Fleet, Fighter, Family.”


The first Aegis Ashore Missile Defense System, seen here after a mid-January snowfall, is up and running at U.S. NavalSupport Facility (NSF) Deveselu, Romania. NSF Deveselu is the first overseas naval base to be established in decadesand sits on the runway of a former Soviet bloc air base. A second site is being established in Poland.

U.S. NAVY



In addition to the Aegis Ashore crews, there is a sizeablesecurity force, including Navy master-at-arms specialists,administrative specialists, logistics specialists, govern-ment service employees and contractors.

According to Craycraft, the temporary U.S. NavySeabee-built Romanian huts and expeditionary container-ized living units have been replaced with a new combinedhousing/dining facility, command security con trol facility,expeditionary medical facility, public works facility, firestation and other mission-support buil d ings. There’s evena small but growing Navy Exchange.

The dirt roads and muddy walkways have been re -placed by paved streets and sidewalks. With the springwill come the grass lawns and plantings, while the fer-tile farmland around base bursts into fields of wheatand sunflowers.

“We’re self-contained,” Craycraft said.The installation has a robust Morale, Welfare and

Recreation program that provides opportunities for theSailors to get off base and see Romania, Craycraft said.

“This weekend, we have people going on a ski trip toSinaia in the Carpathian Mountains. Our people enjoy theculture, history and hospitality of Romania. The adoptionof the local Deveselu elementary school has provided greatenjoyment for our civilian and military team,” Craycraftsaid. “It’s a unique opportunity for us to interact with for-eign nationals as our host, as well as having an apprecia-

tion as a U.S. citizen of the strongbonds we have with our host nation.

“We represent the Navy’s newestinstallation, and the community ofDeveselu is very proud of our part-nership,” he said. “We have greatappreciation for each other, both per-sonally and professionally. We knowthe people from the Ministry ofDefense, the Romanian Navy andthe county and the town. We want tobuild great relationships with themand, from my perspective, they wantto build great relationships with us.”

Cmdr. Drew Carlson is theAAMDS commanding officer. Hehas nine crews of 11 Sailors whoman the site on a rotational basis.His command is located in thefour-story deckhouse building thathouses the major components ofthe Aegis Weapon System.

AAMDS has a high percentageof senior personnel.

“We’re looking for proven per-formers who meet the screeningrequirements,” he said. “It is expedi-

tionary duty in an austere location. Sailors need to be inde-pendent and motivated. As a small command, our benchis not very deep, but our talent pool is unsurpassed.”

According to Carlson, AAMDS watch teams arebased in Dam Neck, Va., where they undergo an “acad-emy” of predeployment preparations, complete withlanguage training and cultural orientation from theDefense Language Institute, before coming to Romaniafor their six-month rotation. The three-year duty toursfeature a stable deployment schedule.

“Aegis Ashore is slightly different in that the com-mand element is 100 percent of the time forward, withtwo-thirds of the command in CONUS [the continen-tal United States] at Dam Neck in various stages ofinter-deployment activity,” Carlson said.

Most administrative requirements for the commandand the detachment are handled by the Fleet IntroductionTeam, an eight-person team under PMS 339 that supportspersonnel and administrative actions for the command.Principal efforts at Dam Neck are the reception, integra-tion, training and deployment of the 11-person watchteams to Romania. Currently, watch teams Blue 1 and 2are on station, undergoing Aegis Ashore Team Trainingand Aegis Ashore Academy respectively.

The crews get individual and team training. High-fidelity training at Dam Neck takes place in a detailedreplica of the Aegis Ashore Combat Information Center.



The Missile Defense Agency and the Ballistic Missile Defense System OperationalTest Agency, in conjunction with U.S. Pacific Command, U.S. European Commandand Joint Functional Component Command for Integrated Missile Defense, suc-cessfully conducted the first intercept flight test of a land-based Aegis BallisticMissile Defense weapon system and Standard Missile-3 Block IB Threat Upgradeguided missile, launched from the Aegis Ashore Missile Defense Test Complex atthe Pacific Missile Range Facility, Kauai, Hawaii, on Dec. 10.

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Before deploying, the crews are evaluated by TacticalTraining Group Atlantic and certified for deployment toEurope by U.S. Fleet Forces Command. Following arecent certification, watch team White 3 arrived inRomania to relieve watch team Red 3 in early February.

“We’re working side by side with industry partners —Lockheed Martin, Raytheon and BAE Systems, to name afew — and with Navy counterparts at Naval SurfaceWarfare Centers, SPAWAR [Space and Naval WarfareSystems Command], and NAVSSES [Naval Ship SystemsEngineering Station] conducting weapon system and C4I[command, control, computers, communications andintelligence] system installation,” Carlson said. “Thosepartnerships continue after Navy acceptance of the sys-tem from MDA and operations begin in earnest.”

Wolstenholme said the four Rota, Spain-basedForward Deployed Naval Forces BMD ships and AegisAshore together are developing a high level of expertise.

“We’ve built a cadre of BMD experts,” he said.“The technology is impressive, but like anything in

the U.S. Navy, Sailors are the true heart of the mission,”Foggo said.

Operations Specialist 2nd Class Tura Hudson is themost junior Sailor assigned to Aegis Ashore, but shemaintains the link picture all the way up into theexoatmosphere.

“I love doing this,” Hudson said. “I enjoy sitting atthis console, and bringing up the picture, and talkingto everyone else out there in the fleet. If there’s alaunch, I’ll see it. And we’ll kill it.”

Hudson does not have previous Aegis experience. “I was on an amphib, the Mesa Verde. This is my first

BMD assignment, so coming here I had to learn some-thing brand new. The training was very detail-orientedand intense,” she said.

Hudson said her friends back home in Philadelphiadon’t know how important her job is.

“I don’t talk about what I do. I just tell them I lookat radar screens,” she said.

“It’s my job to use this radar to initially detect a bal-listic mis sile and track it, whether we pass it off or takethe shot,” said Fire Controlman 1st Class ChristopherMays, the 2015 AAMDS Sailor of the Year. “I’ve been aSPY tech for about 18 years, and I’ve been on six ships.But coming here, I’ve learned so much. It’s been a greatexperience, and I’m furthering my knowledge. Thebest part is the new equip ment. This is the cutting edge— the best we have to offer.”

The cutting edge is partly what draws Sailors to signup for duty in Romania. But the leadership is clear thattechnology is only a part of the capability.

“Aegis Ashore is no different in this regard from otheradvanced Navy weapon systems: the true warfightingcapability comes from our Sailors,” Carlson said. “‘Men

mean more than guns in the rating of a ship,’ [to quoteJohn Paul Jones] and at Aegis Ashore, our exoatmospher-ic warriors bring more capability than just what theweapon system provides.”

Carlson’s crews are excited to be a part of somethingnew, and having the very latest equipment. He likensthe journey from the concept of Aegis Ashore to realityat Deveselu to the Lewis and Clark Corps of Discovery1804-1806 expedition.

“They knew where they were going, but theyweren’t exactly sure how they were going to get there.We are pioneering in the same sense, and we have toget it right,” Carlson said. “We have to keep peopleengaged for a mission we don’t want to do, but if we dowrong could mean so much. Our allies and partnersneed this capability, and the Navy’s proven system andtalented cadre of missile defenders can deliver.”

According to Col. Razvan Bratulescu, commanderof the Romanian 99th Military Base, working togetherhave been challenging and rewarding at the same time.

“This has been a sharing of experience, the opportuni-ty to learn from each other to understand the similaritiesand the differences between our cultures,” he said. ■

Edward Lundquist, a retired U.S. Navy captain, travelled toNorth wood, U.K.; Naples, Italy; and Deveselu, Romania, toreport this story.


Dr. Uliana Gancea, assistant professor at the Defense Lan -guage Institute Foreign Language Center, shows Sailors var-ious areas of Romania and discusses the cultural differ-ences within the country during a March 4, 2015, class inVirginia Beach, Va. Sailors from the Aegis Ashore Missile De -fense System were learning Romanian to help prepare fortheir deployment to Deveselu, Romania.

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T he fourth Mobile User Objective System (MUOS)satellite has been blasted into space, and thatmeans a great deal to the troops back here on the

ground. The Navy soon will have all four MUOS satellitesin working order, providing unprecedented connectivityto the troops. A fifth satellite that will act as an on-orbitspare will be launched later this year.

And it has been a long time coming — the legacyUltra-High Frequency Follow-On (UFO) constellationis well past its sell-by date. The UFO satellites reachedinitial operational capability (IOC) in 1993, and a gap-filler UFO satellite was launched in 2003. The constel-lation is used not just by the Navy, but the entireDepartment of Defense to provide communicationscapabilities to terminals across the globe, and voicecommunications and data to troops.

The United Launch Alliance successfully sent thelatest MUOS satellite into orbit on Sept. 2 aboard anAtlas V rocket from Cape Canaveral Air Force Station,Fla. The fifth and final satellite is scheduled to join it in

July. On-orbit testing of the fourthsatellite was completed Nov. 30 andthe Navy formally accepted thesatellite in December.

Each satellite has two payloads:the legacy payload carried by UFOsa tellites and the Wideband CodeDi vi sion Multiple Access (WCDMA)pay load, which basically allows theMUOS to operate as a global cellularser vice provider for troops, provid-ing ca pa bilities similar to what onewould expect for a modern smart-phone.

Since the fifth satellite is an on-orbit spare, the fourth will be thelast one needed to provide world-wide coverage, and it will be in posi-tion in March, Capt. Joe Kan, MUOSprogram manager, told Seapower.

“We only need four to cover the world. … If some-thing were to happen to any one of the other four satel-lites, within a matter of weeks we can reposition thatfifth satellite and have it on and ready to go to minimizeany communication gaps that would result from a lossof any of the other satellites,” Kan said.

Iris Bombelyn, Lockheed Martin’s vice president forNarrow Band Communications, confirmed in an e-mail that the company has completed final testing forthe fifth MUOS satellite and is preparing it to beshipped to Cape Canaveral for launch later this spring.

“MUOS-5 completes the Navy’s MUOS initial con-stellation, with an on-orbit spare,” she said. “We’relooking forward to supporting the operationalizationof this system later in the year, and are excited that thisenhanced communications capability is soon to beavailable to our mobile services around the world.”

But it’s not just about the satellites when it comes toMUOS. There also is the ground network, which is anindispensable part of the system. There are four ground

Cell Towers in SpaceWith four MUOS satellites in orbit, the Navy expects a big upgrade to communications on the ground

By DANIEL P. TAYLOR, Special Correspondent

Communications Upgrade

The U.S. Navy’s Mobile User Objective System (MUOS), built byLockheed Martin, is a next-generation narrowband tactical satel-lite communications system that will significantly improve groundcommunications — voice, data and imagery — for U.S. forces onthe move.

■ The fourth satellite completing the system was launched inSeptember, and a fifth is expected to be launched in July to serveas an on-orbit spare.

■ Four ground stations — in Australia, Italy, Southeast Virginiaand Hawaii — connect MUOS into one seamless system.

■ While the MUOS satellites are for testing rather than opera-tions right now, officials are aiming for initial operational capabilitylater this year.






stations around the world that connect MUOS into oneseamless system, and it is “essentially where the brainsof the system resides,” Kan said.

The sites for the ground stations were selected in2007, and are located in Australia, Italy, SoutheastVirginia and Hawaii.

That portion of the MUOS system has not exactlygone off without a hitch. Local residents who live nearthe pro po sed station in Sicily, Italy, have formed amovement against MUOS and are battling the Navy inthe courts. Re si dents are worried about the potentialhealth effects of the 60-foot MUOS satellite dishes aswell as how the site would affect the protectedSughereta Nature Reserve nearby.

Kan expressed confidence that the Navy will come tosome sort of agreement with the local residents and theItalian government. No operations can happen at the siteas it is under a restriction placed by the courts throughtwo court cases, one administrative and one criminal.

“The legal case is just one of our engagementsthere,” he said. “The other big engagement is really

led by the Department of State,particularly led by the U.S. ambas-sador to Italy and his engagementwith the Italian government. …Both of those thrusts are inprogress today, and we certainlyexpect the issue to be resolved,hopefully, very soon.”

Meanwhile, the MUOS constel-lation has been progressing well.The first three satellites are on andsupporting warfighters today, Kansaid, and the WCDMA payloadhas been used for testing in exer-cises.

“A number of different organiza-tions are using systems on a dailybasis to test them and to prepare forits use when that comes,” he said.“The IOC will occur later this year,and we’re working very hard withU.S. Strategic Command [STRAT-COM] to make that a reality.”

Even though the MUOS satel-lites are available for use, they arebeing used for testing, rather thanoperations, right now becauseSTRATCOM has not yet acceptedthe system for operations. The pro-gram first will need to satisfactorilydemonstrate capability and gothrough operational testing. Oncethat process is followed it will be

cleared for wide operational use.It is not too early to start thinking about a follow-on

to MUOS. Satellite systems, like any other asset, have afinite life, and the acquisition process for a new pro-gram is long. As a result, Kan’s program has started dis-cussions with the Navy about early plans for a follow-on system, and he expects that an analysis of alterna-tives will be conducted around the fiscal 2018 timeframe, with a requirements analysis a year before that.

But, for now, the focus is on getting the full MUOSsystem online. And when it is, it will certainly be worththe wait, Kan said, noting that it will have 10 times thecapacity of legacy satellites.

“What that translates to is a lot more tactical users willbe able to use MUOS,” he said, comparing the satellitesto cell towers in space. “Just like when you pick up yourcellphone, you can recognize voice — it’s very clear.That’s what MUOS brings. The voice clarity is phenome-nal. And then I think the last big point with MUOS is theIP- [Internet Protocol-] based inherent ability to not onlytalk to each other, but also to send data.” ■


The U.S. Navy’s fourth Mobile User Objective System communications satellite,encapsulated in a 5-meter payload fairing, lifted off from Space LaunchComplex-41 at Cape Canaveral, Fla., Sept. 2. On-orbit testing of the satellite wascompleted Nov. 30 and the Navy formally accepted it in December.

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W hen it comes to how advanced a sensor can beaboard an unmanned aircraft, payload capac-ity can make a big difference — and there may

be no better example than the MQ-8C Fire Scout.The Navy’s main reason for developing the MQ-8C

aircraft, based on the Bell 407 airframe, was to providean “endurance upgrade” to the MQ-8B, which is basedon Schweizer 333 airframe, allowing it to stay on stationlonger. But as it turns out, the upgrade also has benefitsin terms of the sensors on the aircraft, Capt. Jeff Dodge,manager of the Multi-Mission Tactical Unmanned AirSystem program office, told Seapower.

“That increased payload capability, we have a littlebit more power, can carry more weight and have a littlemore volume we can put on the aircraft,” Dodge said.“That opens us up for more payloads.”

And the Navy is getting closer to seeing just how thattranslates into more capability in the field, as the MQ-8Crecently wrapped up an operational assessment. Its small-er predecessor, the MQ-8B, has been on deployment foryears. After starting off with frigates, it has transitioned to

operating off the littoral combat ship(LCS). Currently, the MQ-8B is ondeployment with USS Fort Worth,working alongside MH-60R Seahawkhelicopters in Singapore.

Even though the Navy has fullytransitioned to producing MQ-8Cs, the remaining MQ-8Bs are notbeing neglected, as the Navy hasjust finished a quick-reactionassessment of the MQ-8B’s radarcapability and is moving to fieldingit in March, Dodge said.

But all eyes are on the MQ-8Cnow as it gets ready to run sometests off LCSs. The MQ-8C hastransitioned from a rapid develop-ment capability to an official pro-gram of record, and now the Navy

is producing nothing but Cs.“What we’ve done in the last year is finished all

developmental testing and we did an operational assess-ment that finished in November,” Dodge said. “It cameout with really good results. We got a couple of reallylong flights out of it, 11-plus hours. We were reallyhappy with its performance.”

Leslie Smith, Northrop Grumman’s vice president formedium-range tactical systems, said in an e-mail that thecompany is busy continuing to “refine the Fire Scout un -man ned air system, improving reliability and maintainabi -lity, integrating sensors to expand the current mission set.

“The MQ-8B is currently deployed and redefininghow surface combatants do maritime surveillance andprecision targeting,” he added. “The MQ-8C Fire Scoutis the Navy’s next-generation unmanned helicopterwith a larger airframe that significantly increases rangeand endurance (more than double) and payload capa -city (more than triple). MQ-8C meets and exceeds cus-tomer requirements and stands ready to deploy. Boththe MQ-8B and MQ-8C Fire Scout’s complementary

Fire Scout UpgradeMQ-8C’s larger size gives program more options when it comes to sensors

By DANIEL P. TAYLOR, Special Correspondent

Difference Maker

The MQ-8C Fire Scout was developed to provide an “enduranceupgrade” to the Navy’s MQ-8B, but time on station is just one ofthe capabilities being enhanced.

■ The MQ-8C will feature a different radar than the MQ-8B andtake advantage of the fact that the C has a larger aperture on itand, therefore, can support a bigger sensor payload.

■ Because of the MQ-8C’s larger payload, it gives the programsensor options.

■ The program already has done work with electronic warfarepayloads and looked at the possibility of some anti-submarinewarfare payloads, as well as the addition of the AdvancedPrecision Kill Weapon System.






capability to the manned MH-60helicopter will increase the flexibil-ity of any ship-based operations.”

The MQ-8C will feature a differ-ent radar than the MQ-8B and takeadvantage of the fact that the C hasa larger aperture on it, and thereforecan support a bigger sensor payload.

“We’re going to work this to getthis out to sea and develop en -velopes with various LCS hulls,”Dodge said, noting it will move intoinitial operational test and evalua-tion next year, based on the availa -bility of LCSs. “We’re getting it inline so we can get it on board andget that work done — that’s whatwe’re focused on now.”

Because of the MQ-8C’s largerpayload, it gives the programoptions as far as sensors. The pro-gram has already done work withelectronic warfare payloads andlooked at the possibility of someanti-submarine warfare payloads,as well as the addition of theAdvanced Precision Kill WeaponSystem, Dodge said.

“These things would be a realstretch to put on MQ-8B, but withMQ-8C we have a few more possi-bilities,” he said.

The program is primarily fo -cused on the basic intelligence, surveillance and recon-naissance system package, which includes the electro-optical/infrared laser designator, streaming full-motionvideo system and ship transponder, to name a few ofthe capabilities — not to mention additional ones thatcould end up on the aircraft because of its bigger size— and getting that to the fleet.

As a program manager, it’s nice to have options.“With its larger payload and airframe, it can carry a

larger aperture, a larger antenna,” Dodge said. “We’restill doing analysis to figure out what the load is goingto be.”

The program currently is looking for a suitableradar that has a long- and short-range mode, and, ide-ally, something with weather modes. The MQ-8B had afairly small aperture that fits inside the airframe’s nose,which limits the resolution in some of the modes.

There still is the development and testing work leftto be done on the MQ-8C. The program is progressingtoward dynamic interface testing and shipboard com-patibility testing. After that, the aircraft will progress to

flight testing to define the launch and recovery enve-lope, and the program expects to start that at somepoint this year.

But the effectiveness of the MQ-8C is about morethan just its payload or how long it can stay on station.It also has to work seamlessly with manned MH-60helicopters and the LCS itself.

The LCS has a “ground station” that has been per-manently installed as part of the equipment on boardand hooked into the network that acts as a missioncontrol station for the MQ-8C. The crew is able to tapinto that network and the ship’s navigation data usingthat control station.

MH-60 pilots and air crew operate the Fire Scout,and the mission control system allows for a seamlesscontrol and management.

“Their knowledge of the operational environmenthas proven invaluable and also a natural part of theintegration,” Dodge said. “They have demonstratedthat on a couple of different occasions, flying both theMQ-8 and MH-60 at the same time.” ■


An MQ-8C Fire Scout completes a test flight at the Point Mugu Sea Range, NavalBase Ventura County, Calif., Nov. 20. The flight was one of 11 operational assess-ment events to validate the system’s performance, endurance and reliability.

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T he Navy’s new radar early warning aircraft,back from its first deployment, has earnedhigh praise from service officials. The E-2D

Advanced Hawkeye, built by Northrop Grumman, isreplacing the E-2C Hawkeye in the fleet and now isshowing what it can do in real-world operations.

Carrier Airborne Early Warning Squadron 125 (VAW-125) deployed from March to November to the U.S.Central Command area of operations aboard the aircraftcarrier USS Theodore Roosevelt (CVN 71). Fresh from itsmidlife refueling and complex overhaul, TheodoreRoosevelt and its strike group were equipped with theNavy Integrated Fire Control-Counter Air capability, ofwhich the E-2D, with its advanced Lockheed MartinAPY-9 radar and other systems, is an integral part.

VAW-125’s E-2D crews supported Operation In herentResolve strike fighter operations against the IslamicState in Iraq and Syria.

“As the premier carrier airborne command-and-control platform, we were the airborne digital quarter-back responsible for coordinating and deconflictingairspace issues, airborne emergencies, air refuelingchanges and overall asset management,” said Cmdr.Daryl Trent, a naval flight of ficer (NFO) and com-manding officer of VAW-125. “Fur ther more, we coor-dinated with both the CRC [Control and Reporting

Center] and the CAOC [CombinedAir Op era tions Center] on mattersaffecting the entire Battle Manage -ment Area.”

To Trent, the E-2D was a greatadvancement in capability.

“As an NFO who has deployedrepeatedly in both the legacy E-2CGroup Zero and Group II NU[Navigation Upgrade], the improve-ments to the Advanced Hawkeyeare two quantum leaps in techno-logical advances,” he said. “The reli-ability, detection capability and

tracking, as well as vast improvements to the entirecommunication suite and the addition of the TacticalFourth Operator [T4O], is nothing short of remarkablewhile enhancing the Hawkeye’s overall lethality in thecombat arena.”

The T4O is the co-pilot whose cockpit station hasbeen upgraded with displays and controls that, unlikethe E-2C, allow him to complement the three tacticaloperators seated in the rear fuselage.

“The Advanced Hawkeye performed magnificentlyin near- and over-land environments,” Trent said. “Incontrast to the legacy Hawkeyes, the E-2D perform-ance was better when compared to my previous de -ployments in that same environment.”

Trent said the E-2D predominately used the Link 16tactical data exchange network and the CooperativeEngagement Capability for track management.

“Having the Advanced Hawkeye in the carrier strikegroup is a game changer,” said Capt. Ben Hewlett,commander, Carrier Air Wing One [CVW-1]. “Notonly are they extending the eyes of the fleet, but wecan now reach out and touch a threat farther than everbefore. There is a peace of mind for all the air wing avi-ators when the E-2D is airborne. Their suite of com-munications improvements has strengthened the airwing’s situational awareness, and their increased ability

The New ‘DigitalQuarterback’ The E-2D is reaching out, touching the threat ‘farther than ever before’

By RICHARD R. BURGESS, Managing Editor

A Game Changer’

The Navy’s E-2D Advanced Hawkeye radar early warning air-craft earned praise for performance on its first deployment.

■ Improvements over the E-2C are two quantum leaps incapability.

■ The E-2D performed “magnificently in near- and over-land envi-ronments.”

■ Maintenance, spare parts always are a challenge for new aircraft.

‘

S PEC IAL REPORT / NETWORK -CENTR IC WARFARE & COMMUN ICAT IONS





to discern threat identities, bearings and altitudes givesus an unprecedented tactical advantage in the air.Whether it’s a war at sea, or an air-to-air fight, youwant the E-2D on your team.”

“It took the entire team of CSG-12 [Carrier StrikeGroup 12], CVW-1 and CVN 71 to accomplish ourmission under some pretty environmentally challeng-ing conditions for six straight months in the Gulf,”Trent said. “The American ‘can-do’ spirit is the realstory behind the success of our maiden deployment ofthe Advanced Hawkeye. If it were not for the selflesshard work of these young, but combat-hardened, offi-cers and Sailors, these magnificent flying machines arenothing more than sheet metal, rivets and circuit-board cards.”

“Our program office has received positive feedbackfrom the commanding officer and other operators andmaintainers of VAW-125,” said Capt. John Lemmon,E-2/C-2 Airborne Tactical Data Systems Program Office(PMA-231) program manager and a former E-2C pilot.“According to the squadron, the first deployment of theE-2D was a success story. The aircraft, especially theAPY-9 radar, performed exceedingly well and played acritical role in Operation Inherent Resolve.

“The E-2D’s APY-9 radar met PMA-231’s and thefleet’s ex pectations,” he said. “The APY-9 radar provid-ed great ly increased capability to detect and track tar-

gets earli er and more accurately than the E-2C’s APS-145. The ra dar enabled the aircrew to relay a more pre-cise tactical picture to the command-and-control struc-ture and assets in their operational area. According tothe commanding officer of VAW-125, the reliabilityand fidelity of the radar was amazing.”

The APY-9 expanded “battlespace awareness for theentire carrier strike group and ground forces,” he said.

Another way in which the E-2D’s first deploymentwas different is that VAW-125 took five aircraft ondeployment, a change from the usual four-plane E-2Cdeployment.

“The Navy conducted a force structure analysis,evaluating future concept of operations and opera-tional tempo, and determined five E-2D aircraft persquadron were required to support future carrier strikegroup missions” Lemmon said.

“Having a fifth aircraft improved our mission readinessand capability,” Trent said. “There were a number ofmechanical and software challenges, as one would expectfrom a new airframe. Having additional aircraft to com-pare and conduct tests on greatly assisted in our success.”

The fifth aircraft did not significantly raise the man-ning requirements for VAW-125.

“VAW-125 mustered 164 officers and Sailors duringour deployment,” Trent said. “Our overall manningwas increased by only seven personnel with the addi-

tion of the fifth aircraft.”Aircraft types on their first

deployment receive focused atten-tion on maintenance and logisticsperformance in addition to opera-tional performance.

“We were not without our chal-lenges in terms of maintenance dueto the complexities of a digital air-craft,” Trent said. “The problems weexperienced manifested themselvesboth mechanically and throughsoftware. By nature of having a newaircraft, our learning curve waspretty steep. Through a lot of hardwork by our Sailors, support of ourleadership and reach-back to ourindustry partners, there was not aproblem we were not able to resolveto our satisfaction during this maid-en deployment.”

“As with the introduction of anynew aircraft, and especially one assophisticated and complex as the E-2D, there is a learning curve,”Lemmon said. “Based on fleet feed-back, we see a couple of areas where


An E-2D Advanced Hawkeye launches from the flight deck of the aircraft car-rier USS Theodore Roosevelt Nov. 5 during a deployment to the U.S. CentralCommand area of operations.

LT. J.G. BENJAMIN H

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we could enhance training beyond what is already inplace. These systems include the tactical fourth operatorand Joint Mission Planning System, which providesinformation to plan missions rapidly and accurately.Additionally, we will strive to optimize our maintenanceprocedures and improve the ruggedness of cabling for afew items, such as portable electronics. Our programoffice will continue to look for ways to improve the E-2D to ensure our men and women have the safest, mostcapable and sustainable aircraft.

“During the E-2D’s first deployment, maintenancecrews worked hard to adapt to a new maintenance phi-losophy and more sophisticated troubleshooting tech-niques built into the Advanced Hawkeye,” he said. “Dueto the operational- [O-level] to depot-level design main-tenance philosophy for many new avionics componentsin the aircraft, squadrons were able to diagnose andrepair systems on board the aircraft by replacing circuitcards without the assistance of the carrier’s intermediate-[I-] level maintenance team. Previously, in order to repaira system, the O-level squadron maintainers had toremove entire boxes and provide these to I-level mainte-nance for repair or forwarding to a depot repair facility.Now, these cards are more easily accessible items that canbe replaced by squadron technicians, getting the E-2Dback in service faster.”

VAW-125 also used new tools like the AutomatedLogistics Environment (ALE) system to assist trou-bleshooting and more quickly focus maintenanceactions, Lemmon said.

“Crews used the ALE system to identify specific built-in tests needed to diagnose discrepancies with increasedspeed and accuracy,” he said. “As with any new tool andmaintenance philosophy, the more we use it, the morewe learn from it. ALE helps increase the availability ofthe E-2D by reducing downtime for maintenance.

The supply chain for a new aircraft also is an area ofinterest.

“Due to the limited availability of parts inherent toa new aircraft, [parts supply] was one of our biggestchallenges,” Trent said. “Again, leadership on manylevels directly assisted to ensure we had what we need-ed in a timely manner.”

“In light of budget constraints and limited availabilityof parts, it was a challenge to support the E-2D’s logisticspipeline,” Lemmon said. “However, our program officeworked with Naval Supply Systems Command[NAVSUP] Weapon Systems Support and [the] AirborneCommand Control and Logistics Wing to ensure VAW-125 received the critical components they needed. PMA-231 will continue to coordinate with NAVSUP, DefenseLogistics Agency and Fleet Readiness Centers to devel-op innovative solutions to increase fleet readiness in thisaustere fiscal environment.”

“During the System Development and Demon strationphase of the [E-2D] program, NGC [NorthropGrumman Corp.] worked closely with the Navy to estab-lish specifications for reliability and maintainability,” saidJames “Jay” Mulhall, director of E-2/C-2 Global Strategy& Mission Solutions for the company. “This includedstate-of-the-art built-in test and the development of anAutomated Logistics Environment. Working with theNavy, NGC coordinated with the Hawkeye supplier baseto ensure that repairs and spare parts were sufficient tomeet the squadron readiness requirements.”

Mulhall said the company provided two technical rep-resentatives with VAW-125 during the deployment, onewho specialized in the E-2D’s mission systems and onewho focused on the aircraft and its support systems.

The Navy’s program of record is 75 E-2Ds, of whichNorthrop Grumman is under contract to date to build51 aircraft. The company had delivered 22 E-2Ds as ofFeb. 1 and is scheduled to deliver five this year.

One of the next steps in E-2D development is theinstallation of an aerial refueling (AR) capability.

“The first AR installation on an E-2D began inDecember 2015 after a successful critical design review,”Lemmon said. “The first test aircraft was sent to St.Augustine, Fla., to be outfitted with prototype AR equip-ment and instrumentation for flight test. Flight testingfor the AR-equipped E-2D test aircraft is planned to com-mence in fiscal 2017. Initial operational capability for ARis planned for fiscal 2020.” ■



E-2D crews with Carrier Airborne Early Warning Squadron125 supported Operation Inherent Resolve strike fighteroperations against the Islamic State in Iraq and Syria duringthe Advanced Hawkeye’s first deployment last year.

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T he Coast Guard’s vastmodernization programcontinues churning out

new ships, with the 15th FastResponse Cut ter (FRC) beingcommissioned in January. Thiscomes on the heels of Congressmaking a surprise an nounce mentlate last year that it will providefunds for the service to build itsninth National Security Cut ter(NSC), one more than the programof record.

While the operational capabili-ties of new assets like the FRC andNSC are far superior to those ofolder ships in the fleet, such as thefour-decades-old 378-foot High-Endurance Cutter Rush, whichended its career in June, the sensorsand communications equipment — for command, con-trol, communications, computers, intelligence, surveil-lance and reconnaissance (C4ISR) — are kept as up-to-date as possible across the fleet.

Lt. Cmdr. Steve Myers, test director for the CoastGuard’s C4ISR acquisition program, said the newer ships,such as the FRC and NSC, have similar data relay andcom munication capabilities as the legacy ships. The dif-ference is that systems aboard the new cut ters are moreefficient and cost-effective.

“I don’t see the big [capabilities] gap being there. …We are constantly going back and doing the necessarytechnology upgrades and refreshes on the older shipsto keep them updated,” Myers said.

Systems, no matter if they are on legacy or newer cut-ters, need to be overhauled every five to seven years. Overthat span, there will be some minor upgrades along withmajor ones that require ripping out hardware and replac-ing it to meet security standards. This process, dependingon the upgrade type, can cost millions of dollars, he said.

Brian Slattery, a defense expert at the Washington-based Heritage Foundation, believes the Coast Guard’smodernization plan to largely replace aging legacy craftcreates an opportunity for the sea service to field tech-nological advances that greatly enhance the capabilityand capacity of the fleet.

“Unmanned aerial systems [UASs] represent one ofthese advances, which greatly amplify the aerial intelli-gence, surveillance and reconnaissance of the CoastGuard at reasonable cost and with little disruption tospace requirements and other cutter operations,” he said.

The service currently has no UAS capability, but get-ting some, and figuring out the C4ISR capabilities, couldbe trying and costly.

“The Coast Guard should strive to field this levelof UAS ISR capability on the NSC in the immediatetime frame, while also continuing to pursue the verti-cal UAV [unmanned aerial vehicle] program forlonger term if it provides a greater ISR capability,”Slattery said.

Maintaining AwarenessThe Coast Guard strives to keep C4ISR systems across the fleet updated with the latest technology

By JOHN C. MARCARIO, Special Correspondent

Staying Compatible

The Coast Guard’s modernization efforts include making sure cut-ters across the fleet — old and new — have up-to-date command,control, communications, computers, intelligence, surveillance andreconnaissance (C4ISR) equipment.

■ C4ISR equipment needs to be changed and updated every fiveto seven years.

■ The Coast Guard is implementing a new information assuranceprocess that will strengthen cyber security for the C4ISR equip-ment on its newest cutters.

■ The Offshore Patrol Cutter and polar icebreaker programs willpresent C4ISR system challenges, but the service plans to useproven equipment for them that will work efficiently with CoastGuard missions and not “reinvent the wheel.”




Like that of the Navy, Coast Guard C4ISR systemsenable effective and efficient joint-service missionexecution by improving maritime domain awareness— the effective understanding of anything associatedwith the global maritime domain that could impactthe security, safety, economy or environment of theUnited States.

The NSC, for example, has networked communica-tions, radio direction finding and other capabilities tointegrate with Navy battle groups and the broader gov-ernment intelligence community.

The Coast Guard is implementing a new informationassurance process that will strengthen cyber security forthe C4ISR equipment on the service’s newest cutters.

The Coast Guard is using the Risk ManagementFramework (RMF), which is the Department of Defense’sapproach to protecting computer networks.

“The threats to systems and data come from malwareinfecting a system, theft or loss of computers and stor-age disks, unauthorized access by internal users andoutside cyber attacks,” Cmdr. Warren Judge, the CoastGuard’s C4ISR technical director and core technologiesmanager, said in a February 2015 release.

The C4ISR program is working with the CoastGuard Command, Control, Communications, Com -puters and Information Technology Directorate todevelop secure and reliable computer systems for theNSC and the planned Offshore Patrol Cutter (OPC)using RMF.

Myers added that the Navy also provides a lot ofC4ISR infrastructure and guidance to the service for itsvessels.

“We are not leaving our legacy class behind. We aremaintaining them and upgrading them to give themthat same type of capability with our newer cutters,”Myers said.

The service realized it needed to begin upgrading itsC4ISR systems across the fleet in the late 1990s orearly 2000s, Myers said.

“I don’t know if there was one specific tipping point,”he said.

Along with the nine NSCs, the service plans to build56 FRCs.

The future, though, resides in the OPC and polaricebreaker programs. The former will be a 25-ship, $12billion program that is going to be the most expensive

in Coast Guard history. CoastGuard Com man dant Adm. Paul F.Zukunft has called it the mostimportant program of all time forthe service. The polar icebreakerprogram could include buildingmultiple heavy icebreakers overthe next decade-plus in an effort torecapitalize the fleet.

Myers said the C4ISR equip-ment for the OPC and polar ice-breakers will be complex, but simi -lar to what the service currently isputting on newer cutters.

“We are not going to try andreinvent the wheel. We want to usewhat’s proven, through develop-mental testing, operational testingand something that will work effi-ciently to do Coast Guard mis-sions,” he said.

The icebreaker, though, will beunique due to the harsher environ-ment, the mission area andrequirements.

“I don’t have all the answers ofhow we can meet those. It’s goingto be a challenge for us, but we aredoing a lot of research with ourResearch and Development Centeron them,” Myers said. ■

U.S. Coast Guardsmen assigned to Maritime Security Response Team, DirectAction Section, and a Sailor assigned to the guided-missile destroyer USSMcFaul prepare for visit, board, search and seizure drills during exerciseFalcon Warrior 2015 in the Arabian Gulf June 7. Modernizing the CoastGuard’s command, control, communications, computers, intelligence, surveil-lance and reconnaissance equipment enables it to integrate with the Navyand government intelligence community.

U.S. NAVY





Seapower’s Profiles in Service features personal accounts of sea service life.

Members of the U.S. Navy, Marine Corps, Coast Guard and civilian maritime

workforce describe — in their own words — what motivated them to serve, how

they came to do what they do and what their service and respective profes-

sions mean to them.

Seapower would like to thank the participants profiled in this special section for

taking the time to share their stories, and their respective public affairs offices for

helping coordinate the interviews. Conducting the interviews for this report were

Deputy Editor Peter Atkinson, Managing Editor Richard R. Burgess, and Special

Correspondents Nick Adde, Gidget Fuentes, Otto Kreisher and John C. Marcario.

To all those who serve — we thank you.

PROFILES IN SERVICE

U.S. NAVY




I am from Wimberley, in thehill country of central Texas,

where my father’s family settled. ButI grew up in Saudi Arabia, where myfather did international mapping forthe U.S. Geological Survey.

Growing up near the Red Sea withlots of opportunity to scuba dive andtravel, I knew I wanted both theocean and adventure in my life.Oceanography seemed like a naturalfit. Dad was not interested in payingfor Scripps [Institution of Oceano -graphy] or Stanford [University], soI was on a quest for an inexpensiveoceanography degree. I had no con-cept of what oceanography meant tothe Navy at the time — meteorologyand underwater acoustics.

My parents made a huge impres-sion on me in terms of setting me ona path of believing that I could dowhatever I set my mind to and beagile outside my comfort zone. Theywere pioneers in their own sense,having lived all over the world. Itwas a far more foreign experience forme to go to McDonalds or ride a bikein the neighborhood than to shop inthe souk or camp out near a Wadi.

We traveled a tremendousamount. I saw the rewards of myparents’ hard work and service,and the love they had for our coun-try, even though we were overseas.They gave me a foundation forwanting to serve. I didn’t knowthen what course I would chart,but for me, the Navy has been theright navigation plan.

I chose surface warfare because Ihad an extraordinary midshipmancruise. My summer cruise duringmy last year at the [U.S. Naval]Academy was on an ammunitionship. We were underway most ofthe cruise. We went to the PortlandRose Festival. We got to conn theship and work with amazingSailors. It was truly exhilarating.

Timing was such that just priorto my graduation from the acade-my, then-Secretary of the Navy[James] Webb opened assignmentsto combat logistics force ships forwomen. My first ship was the fleetoiler USS Willamette, and sincethen I have served on threedestroyers and one cruiser.

I have been very, very fortunateto have amazing mentors through-out my career, whether junior tome — like my first chief on thatoiler — or senior to me, who haveinfluenced my decisions. I believein the power of telling stories, bothhistorical and futuristic. I learnedfrom their shared experiences, andapplied their lessons to my plan.They also helped me envision whatmight be in the art of the possible.

Those stories were powerful, reas-suring and gave me conviction. And,at times, I needed a good course cor-rection. Find time to sit down acrossthe table with a mentor who can real-ly get you grounded and focused onthe things that are important.

I am still serving because I amdeeply committed to our Navy

mission and because of the dedi-cated people we have the honor toserve alongside. You can’t accom-plish the mission if you don’t havethe right people on the team,including your family team. I amblessed with an amazing and sup-portive husband and kids. Somedays are calm seas, and others arerough seas with blue water overthe bow; water always finds itsequilibrium over time. When Ilook back at my entire career, thehighest highs and the lowest lowsare associated with the team. That’swhat makes it interesting, chal-lenging, fulfilling and rewarding.

I spent the first 20 years of mycareer in a traditional surface warfarecareer path, serving from sea duty toshore duty, ultimately commandingthe destroyer USS McFaul. I remem-ber meeting with the families beforeI left to meet the ship in her secondmonth of deployment in the ArabianGulf. I saw it in their eyes … and themessage was clear, ‘Bring my lovedone home.’ The responsibility wasprofound. When you’re on thebridge or in combat during deploy-ment and watching your team oper-ate the ship, you see the team at theirbest and working together. It allcomes together — a capital ship atsea doing our nation’s mission.

When I was given the opportunityto command Naval Station Norfolk,Va., I discovered a new set of chal-lenges. I was responsible for every-thing from infrastructure to environ-

Rear Adm. Mary M. JacksonCOMMANDER, NAVY REGION SOUTHEAST

JACKSONVILLE, FLA.

PROF ILES IN SERV ICE

WW W . S E A P O W E R M A G A Z I N E . O R G32 S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 6



mental and energy issues, providingmore than 120 product lines toenable our warfighters and their fam-ilies to do what they do best. Havingserved at sea and also commanding abase means I’ve been both a customerand a provider for my current mis-sion in command of a Navy region. Istrongly believe in always remember-ing where you came from.

The installation business is quiteunpredictable. Many of the aspectsof a small city are also resident onour bases … airports, seaports,neighborhoods, hotels, restaurants,hospitals, a police force, firefighters,power and water plants and, last butnot least, good citizens and bad citi-zens. Routine days are rare, andevents pop up when you least expectit. Each one of our bases is unique,with a different set of tenants andmissions, running the gamut fromstrategic deterrence to expeditionaryforces to aviation training.

Just as each base is unique, soare the relationships with the com-munities outside the fence. Ourlocal communities are the glue thatholds us together. Our communi-ties are vital to help us protect ourmissions and avoid encroachment.They support our personnel andtheir families, and open their armsto our children and our veterans.As a region commander, my staffand I support the 18 bases in theregion so that the bases can sup-port the warfighters. That’s our job— to enable the warfighters.

Force protection is my top priori-ty. We are living in a dynamic time interms of protecting our personnel,whether they’re on or off base.Second is making sure that we under-stand the condition, configurationand capacity of our infrastructure.Whether through sustainment ormodernization, our facilities must beable to support the warfighter.

In general, our ships and ouraviation squadrons spend abouttwo-thirds of their life cycle intheir homeports training andmaintaining. If the homeports arenot able to support them — every-thing from the runways and thepiers, to the gyms, entry-controlpoints, family support, to schoolliaison officers — if all those thingsare not working as they should,then it degrades the readiness ofour warfighters.

Every bit of resourcing we get isvery precious. The responsibilityand accountability of ensuring weare good stewards and doing theright thing for our Navy is challeng-ing. The hard work makes a differ-ence in peoples’ lives. I’m right backwhere I started … the mission isexhilarating and rewarding. TheNavy has welcomed me into a pro-fession I never dreamed of,and for that, I’m indebted.



Rear Adm. Mary M. Jackson, commander, Navy Region Southeast, speaks during the commemoration of the DuvalCounty Veterans Memorial Wall in Jacksonville, Fla., Nov. 18.

U.S. NAVY



I grew up in Dansville, N.Y.,a small farm town. I joined

the Navy in 2007 because I wasn’tdoing a whole lot with my life. Iwas looking for a bigger calling,really. I’d been tending bar andgoing to college in Boise, Idaho —that’s where I joined.

I’m married, with two children— boys ages 7 and 1. My wife Katieand I both come from the sametown. We’ve known each other ourwhole lives.

A big part of what I do, and thething that I’m most proud of, is I’mthe lead diver for ExpeditionaryCombat Camera’s UnderwaterPhoto Team. Soon, we’re going tohave eight MCs [mass communica-tion specialists] that work for mewho also are dive-qualified.

I’m in charge of screening andtraining dive candidates and gettingthem schools, and keeping themcurrent on Navy regulations andchanges to the Navy Dive Manual.I’m also in charge of managing abudget of $250,000 in dive gear andkeeping the guys operationallyready to support DoD [Departmentof Defense] missions around theworld at almost a moment’s notice.

My eye initially was caught byspe cial programs — in particular,SWCC [Special Warfare Combat-Craft Crewman] and SEAL. I was a25-year-old man when I joined theNa vy and I had enough sense toknow I should get a rating as a

backup plan if I didn’t make it intoa program.

I took a one-year tour to the FifthFleet — Naval Forces Central Com -mand — in Bahrain in 2012 and2013. I learned that ExpeditionaryCombat Camera had a detachmentout there, forward deployed. Iknocked on the door, met guysnamed Jayme Pastoric and ShaneTuck. Both now are chiefs. I said, ‘Iwant to be a diver and I heard aboutthe divers in Combat Camera. Whatcan I do?’

I got my name and face in thedoor. The next time I was up fororders, I contacted my detailer tosee if there’s an opening on the EastCoast. I was fortunate enough toget it. I’ve been to Bahrain and

Jordan, and bounced around theAOR [area of operation]. I went ona great job to Aqaba, Jordan. Wedid an AT/FP [anti-terrorism/forceprotection] mission. You go downand sweep the hull of a ship, or apier that a U.S. ship is going tocome land on, and make sure thatno underwater hazards or explo-sive devices are there.

I was part of the salvage andrecovery of the CSS Georgia inSavan nah, Ga., in the summer of2015, with Mobile Diving andSalvage Unit 2, which salvaged theremains of the Confederate iron-clad from the Civil War era. It wasbrought up to go to a museum forhistorical purposes, but Savannahis going to become one of three

Mass CommunicationsSpecialist 1st ClassBlake MidnightDIVE LOCKER LEADING PETTY OFFICER

NAVAL STATION NORFOLK, VA.



Mass Communication Specialist 1st Class Blake Midnight conducts underwaterphoto training off the coast of Guantanamo Bay, Cuba, Nov. 20.

U.S. NAVY



major deep-water ports for the EastCoast, and they needed the shipout of the way.

My last deployment was to Bah -rain during the winter of 2014,through the spring of 2015. I’mabout to leave in the beginning ofMarch on another one. It’s kind ofa big deal. Ty pi cally, for a combatcameraman right now, you end upbeing home for six months anddeployed for six months. We havea very high ops tempo.

I’m going over to Bahrain, for-ward deployed. We’ll branch out tocountries all over the AOR there.

One of my kids is a year and a halfold, and I’ve already been gone sixmonths of his life and I’m about toleave again. That’s the worst part. It’svery hard on me, because I’m a veryfamily oriented man. Everything Ido, the reason why I remain in the

Navy, is because it allows for me toprovide for my wife and two chil-dren. There’s no other reason, otherthan I’m a proud American and Ilove serving my country.

But it’s really hard on them. Ittakes a strong woman to raise twowild-eyed little boys on her ownwhile I’m out doing my thing. I’dnever thought of it until I had chil-dren, but now I realize I sacrifice alot. It’s difficult, but doable. Andthe rewards definitely outweighthe cost. We have a good lifebecause of the military.

Two [other] important things arewho got you to where you’re going,and whom you’re giving back to.That’s a big part of being in the mil-itary — we have to be a brother-hood. My two biggest mentors, theguys I look up to and don’t want tolet down, and who taught me how

to be a Navy diver and underwaterphotographer, are Chiefs Pastoricand Tuck. When I make chief, Iwant to be that kind of chief.

And then, on the other side ofthat, I’m the kind of guy who’salways going to be about my juniorSailors. I’m always going to take careof them. My first priority is to maketheir lives more enjoyable, and makethem better men and women. I trulybelieve in doing that.

I’m getting a bachelor’s degree incriminal justice, with an emphasison maritime law, from AmericanMilitary University. I guess when Iget out of the military, I’ll open myown business. I want to do landscap-ing and be an outdoor handyman. Iwant to work for myself, drivingaround in my F-150 with a trailerbehind it and tools, takingcare of people’s homes.





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I was born on the crest of awave in Queens, New York,

and rocked in the cradle of thedeep. Some people believe I wasactually born a chief petty officer,but it was my family upbringing inLevittown, N.Y., that developed meinto the person I am today.

After high school, I studied atthe State University of New York atBuffalo for a while and decidedthat growing up a little in the mili-tary was the way forward for me.Since joining the Navy, I’ve goneback to college and completed mymajor in Workforce Education andDevelopment from Southern Il li -nois University and graduatedfrom the Senior Enlisted Academy.

I came into the Navy as an elec-tronics technician [ET], the nu -clear type originally. Let’s just saythat ‘Nuke School’ is as hard as Ihad heard and it didn’t go very wellfor me. I was converted into a com-munications ET and went to ‘C’school to be a technician.

After I reported to the boat, Ilearned everything about subma-rine operations, including how tooperate my own equipment. TheSailors took me under their wing,taught me how to be a ‘radioman’and I quickly learned how to com-municate off a submarine. I en -joyed doing that part of my job,but appreciated the people whotook the time to help me learn. Istill keep contact with many ofthem today.

I have had a unique career as faras assignments go, serving on boardthree submarines — USS Boston,USS Louisville and USS Charlotte —all during my first sea tour. To behonest, I was pretty grumpy afterthe third boat and planned on get-ting out of the Navy after shore duty.Naval Submarine School was theshore duty I chose and it changednot only my career, but my life.

I married a beautiful, brilliantwoman and began a family, advancedto first class petty officer, ran theMaster Training Specialist programand became a mentor to a strugglingSailor. I learned that I enjoyed teach-ing people and helping themimprove; that it wasn’t about me any-more. I was being developed into aleader and I didn’t even realize it.

From there, I reported to USSSpringfield as the leading petty offi-cer and made chief about a yearlater. I transferred to USS Dallas asthe leading chief petty officer; yes,two more boats in one sea tour. Mysecond shore duty was at SubmarineDevelopment Squadron 12 as theassistant communicator, and then Itransferred to USS Annapolis in 2014to be the chief of the boat [COB].

If you were to ask me my jobdescription, I would tell you that Iam the senior enlisted adviser to thecommanding officer on all mattersconcerning the enlisted crew andoperations. Although that definitionis certainly true, I have learned myrole is much deeper than that.

I do work directly for the cap-tain, and very closely with the XO[executive officer], to make surewe are the best command we canbe. But in order to do that, it has tobe about the crew for the COB. Thebest part of being a COB is that it is100 percent about the people.

I truly believe that all Sailorsdeserve a great leader. I heard thatsaying once and it resonated withme. Therefore, on most days, I reallywork for the crew. Without them,the submarine force is nothing; pret-ty simple philosophy actually. It ismy duty and responsibility to devel-op a culture on board where every-one can enjoy coming to work, feelincluded in the command and striveto improve themselves and eachother every day. I call it Team Sub -marining, although I am pretty sureI didn’t make that up.

Everyone has a role. If we foster aculture of teamwork and open com-munication, we learn from eachother, always improve and train ourreliefs. ‘Shipmates helping ship-mates’ is a phrase often heard atquarters or in leadership discussionson board. A crew looking out foreach other becomes more efficientand effective. Small victories lead tolarge ones and success is contagious.It also builds confidence.

Our families are also a vital com-ponent to the command’s success. Itis their support and encouragementthat allows us to do our jobs everyday. They have one of the toughest

Master Chief ElectronicsTechnician Jason AvinCHIEF OF THE BOAT

USS ANNAPOLIS





jobs in the Navy. It is my responsi-bility to cultivate a healthy cultureon board that will have a positiveimpact on family relationships athome. I work with the ombudsmanand family readiness group to builda support network to empower andencourage successful relationships.In the end, those relationships in -crease productivity, raise morale andstrengthen performance.

In the submarine force, the ward-room and chief’s mess have some ofthe most intelligent and talentedpeople you will ever meet. Some -times it is just as important to sitback and learn something fromthem. One of my philosophies is to‘Let great people do great things.’Although it is my job to mentorthem and guide them toward thecommand mission, chief petty offi-cers are selected and wear anchorsfor a reason. They are the keepers ofgood order and discipline, the bear-

ers of all standards and the expertsin their technical fields and theirSailors. It is impressive when a chieflooks someone in the eye and says, ‘Igot it.’ Usually, nothing else needs tobe said, because they do.

Training is a huge part of myjob. Everyone should be training toget to the next level. I train thechiefs to go beyond their comfortzones, making sure that we’realigned and that we are ready tocarry out every mission. I help thechiefs train the first class petty offi-cers to be the next group of chiefs.I also help the captain and XOtrain the wardroom to be the nextgeneration of submarine warfight-ers and to improve the relationshipbetween the wardroom, chief ’smess and the LPOs. Everyone hasthe obligation to listen to oneanother and work together. Thereis a definite chain of command, buteveryone matters.

What I like most about my job iswatching the Sailors succeed.Motivation is key, but it doesn’t usu-ally matter what that motivation is,as long as it is positive: Americanpride, advancement, college tuition,good liberty. My motivation is andwill always be my family and myextended family; my Sailors. I owe itto them to be a man of my word andshow them that hard work andintegrity do pay off. I tell my Sailorsthat, at the end of the day, or the endof a tour or a career, you should beable to look into the mirror and beproud of what you have done.

I use the acronym PROUD torelay my ideas on how to I try tomake it happen:P — Professionalism. 24/7/365, werepresent more than we can imag-ine and owe it to each other.R — Respectful. Everyone deservesrespect. Have respect for one anoth-er as people. It matters.O — Open. Communicate effective-ly and voice concerns or ideas.Every one has a voice.U — Universal. Become the masterof your rate and learn somethingnew. Train your relief.D — Dive In. Give everything 100percent effort. You owe it to your-self and your shipmates.

Where am I going next? I’munder orders to transfer to Sub -marine Squadron 12 as the com-mand master chief. I am looking for-ward to an exciting tour full of chal-lenges and victories. After that, aslong as my family is still happy, I’mhelping Sailors, I’m still having agood time and my body can handleit. I’ll go as long as they’ll let me.

I’ve been in 20 years next month.The scary part of it is, looking backI never saw myself in this position.Many of my Sailors weren’t evenborn when I joined the Navy. I neverthought I would be the old guy on asubmarine, but here I am. And to beperfectly honest, when I look in themirror, I am PROUD of whatI have done.



Master Chief Electronics Technician Jason Avin with Nautilus at the U.S. NavySubmarine Force Library and Museum in Groton, Conn.

U.S. NAVY



I grew up in the Mayfair sec-tion of northeast Philadelphia

and joined the Navy in 1991 when Ifound myself at a crossroads in life. Iwas not very successful in my firstattempt at college during one year atDrexel University. I was in a situationwhere my original plan didn’t workout and at a loss for direction in life,so I decided to join the Navy. I enlist-ed under the Nuclear Power Programand found my way onto ships as aconventional electrician’s mate (EM).

I did three consecutive ship tours,serving on board the submarine res-cue ship USS Kittiwake, the aircraftcarrier USS America and theamphibious assault ship USS Bataan.I was selected for the Seaman-to-Admiral Program in 1998 and startedschool at Old Dominion Universityin Norfolk [Va.] in 1999, earning abachelor’s degree in InformationTech nology in 2002. Later, during myFRS [Fleet Replacement Squad ron]instructor tour, I earned an MBA[Master of Business Administration]through Naval Postgraduate School.

After 11 years as an enlisted Sailor,I was commissioned as an ensign.During the application process forthe Seaman-to-Admiral program Ihad taken the Aviation Selection TestBattery exam, but at the time hadn’trealized the results and the opportu-nities they could provide. Duringdesignator selection, I was told Iqualified to be a pilot. At almost 31years old, I began the aviation train-ing pipeline after commissioning.

Through aviation training youlearn and are evaluated on your ownpersonal strengths and weaknesses,and I learned helicopters were prob-ably the best fit for me. It seemed likehelicopters went all over the placeand did all kinds of cool stuff, andI’ve gotten to do a lot of that, so it hasbeen an incredible experience flyingthe mighty MH-53E Sea Dragon.

I’ve been a Helicopter MineCountermeasures [HM] guy myentire aviation career, now in myfourth consecutive tour in the HMcommunity. After training in theFRS, I started off at HM-14. Then Iwent back to the FRS to be an

instructor, followed by a tour at HM-15 as a Sea Dragon weapons and tac-tics instructor. Now I’m back at HM-14 for my department head tour,serving as the operations officer.

Our helicopter community isvery small and tight knit with theentire HM community [threesquadrons] all here in Norfolk.Between our work community andmy wife’s family here in VirginiaBeach, I’m fortunate enough that mywife has a support network in placeto take care of her and our childrenwhen I’m deployed.

The primary mission for HM-14and the MH-53E is mine counter-

Lt. Cmdr. Daniel Grover IIOPERATIONS OFFICER

HELICOPTER MINE COUNTERMEASURES SQUADRON 14 (HM-14)

NORFOLK, VA.



HARRY G

ERWIEN



measures. Mine countermeasures isa small niche within the Navy that isof tre mendous importance. If some-one were to put mines in the watersomewhere in the world, it canwreak glo bal havoc on economieswith trade and oil disruption. Justthe fact that we have an available,viable asset to deter peo ple frommining sea lines of commu nication,that’s how we make a difference.

The MH-53E Sea Dragon is thelargest helicopter in naval aviation.She’s a beautiful beast and has atremendous amount of capability inaddition to the mine countermea-sures mission. I’ve gotten to donumerous missions, such as human-itarian assistance, disaster relief,potential evacuation operations,cargo and passenger hauling, inaddition to the mine countermea-sures mission. Whether it’s in

Bahrain, the Mediterranean, SouthAmerica or Southeast Asia, it’s justbeen awesome seeing the world,doing those types of things.

The MH-53E is challenging be -cause it is an aging aircraft that hasincreasing maintenance require-ments. Juggling aircraft and aircraftparts and trying to accomplish thesquadron’s mission and readinessrequirements, far and away, is themost challenging situation.

I recently returned from an officer-in-charge deployment inPohang, South Korea, where HM-14Det. Two Al pha [Detachment 2A]was working to complete a toughmaintenance bul le tin that had amajor impact across the entire HMcommunity. With an outstandingeffort that re quired all of our Sailorsto go above and beyond normalworking expec ta tions, all of the

Sailors on the Det. led the way incompleting the bulle tin, and ourdetachment in Ko rea was extremelysuccessful for five con se cutivemonths. The MH-53E is an ex -ceedingly capable aircraft that can doa lot, and I’ve been able to have thepleasure of taking her to do all of it.

Having learned leadership fromthe people who I came up underwhen I was a junior enlisted Sailorand as a junior officer, if you justattempt to do the right thing all thetime, keep the best interests ofyour personnel in mind and doright by them, you usually wind upheaded in the right direction.

As for the future, I still can’t figureout what I want to do when I growup. After 11 years of flying helicop-ters, it will be a little bit of a problemputting the toys down when Ihave to walk away.





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I grew up in Oldham County,Ky., and I enlisted in the

Marine Corps in May 1977 becauseI knew I didn’t have enough disci-pline or the financial resources togo to college. I wanted to do some-thing that might prepare me downthe road for some occupation, somejob, and I looked around at the dif-ferent services and decided I’d liketo try the Marine Corps.

I moved up through the ranks,was meritoriously promoted tostaff sergeant in January 1982, thencommissioned through the En -listed Commissioning Program inAugust 1984 and graduated fromMary Washington College, via theCollege Degree Completion Pro -gram, in 1989.

As an infantry officer, I com-manded two companies, served inmany staff positions in the operatingand support forces, then was deputycommanding general, III MEF[Marine Expeditionary Force], andcommanding general, 3d MarineExpeditionary Brigade, in Okinawabefore I assumed my current job on22 August 2014.

It’s a good time to be in manpowermanagement, because of some of thethings the commandant of theMarine Corps wants to do. If youlook at Gen. [Robert] Neller’s fragorder [fragmentary order, or FragO]to the commandant’s planning guid-ance, Gen. Neller talks about fivethings he wants to focus on in thenear term. And the first one is people.

Maj. Gen. Craig Q.TimberlakeDIRECTOR, MANPOWER MANAGEMENT DIVISION

QUANTICO, VA.



Maj. Gen. Craig Q. Timberlake, director, Manpower Management Division,addresses more than 300 families, veterans and members of the communityat the Montford Point Marine Association Chapter 32 formal gala at The Clubsof Quantico, Va., Sept. 12.

U.S. MARINE CORPS



He goes on to talk about readinessand other things, but the fact that thefirst thing he chose is people means alot to me and shows the importancethat he places on Marines.

People are very important to us.So I say it’s a good time to be herein the manpower arena.

I think going forward, the biggestchallenges will be with people. Thecommandant wants to make sure weare recruiting and retaining the bestthat America has to offer.

I don’t do the recruiting piece. Buta large part of my mission here inmanpower management is the reten-tion piece. The commandant goes onto say in his FragO we need to lookfor ways to ensure that we are retain-ing the best Marines we can retain.That’s what we’re doing right now.

That ties into the second thinghe’s looking at — readiness. We allknow, in the Marine Corps, it’s aman, train and equip thing, and Ihave the manning piece of it.

The commandant wants to lookat sustained readiness. And the wayto get to sustained readiness is prob-ably to adjust and tweak the policiesand procedures we have here in ourmanpower management.

Since about 1977, we’ve beenusing the unit deployment program.That was based on a unit cohesionprogram, which is basically, how dowe get our Marines ready? Beforewe went to war in Iraq andAfghanistan, we would assign peo-ple on a D-minus-180-days plan. ‘D’meaning deployment date. At Dminus 180 days, you would geteveryone you needed, do the pre-deployment training, do yourdeployment, then come home. Andthe moment you came back home,we in headquarters would startstripping away a large chunk ofyour experienced leadership.

When we do that, you have theproblems associated with a unitthat loses a lot of its leadership.You had the sexual assaults, youhad the alcohol abuse incidents,you had the hazing incidents. Thecommandant said we need to takea look at that. He’s looking for asystem that will avoid those dropsin leadership. What he wants toconcentrate on is leadership acrossthe life cycle of a unit.

So we need to get away fromthinking about this unit on whenit’s going to deploy and when it’sgoing to return from deployment.We need to think about it morelike a model system, where a unithas a certain amount of seasonedleaders at a steady state. We haveto make sure we are staffing unitsand manning units so they canavoid the precipitous drop thathappens when they come backfrom deployment. And we have tolook across the life cycle.

You can’t just look at it from apersonnel and people issue. It alsodeals with training and equipping.So we have to look at all three ofthose and find out how they trulyinteract. I think we have a prettygood idea on that. We’re going tomake some changes. And if we’regoing to make changes, it’s going tobe some big changes. I don’t wantto nibble around the edges.

Former Commandant Gen.[Joseph] Dunford was concernedthat we have the right numbersand qualification of noncommis-sioned officers [NCOs], and wehave several programs ongoingright now to make sure we get thenumbers right. We need to makesure we not only are assigning thecorrect number of NCOs to units,but that units are using themwhere they need to be used.

For example, the commandinggeneral of a division wants a driverand he decides to pick an 0311infantry sergeant squad leader ashis driver. I gave him that squadleader to be a squad leader. But ifhe uses him as a driver, of coursehe’s going to be missing somebodydown the line when he needs asquad leader.

So it’s incumbent on us as themanpower people to make surethat he gets who he needs. Then wealso need to ensure that the unit infact is employing the Marines theway they should be employed inaccordance with their MOS [mili-tary occupational specialty].

Among the other things we’relooking at, the commandant hasinstituted a policy that Marineshave to have a certain time in gradebefore they’re promoted. Thatwould be a year in grade for a lancecorporal going to corporal or a cor-poral going to sergeant. In mostMOSs, it takes longer than that.But there are a couple of fast-fillingMOSs where some are getting pro-moted lance corporal to corporalwith eight months in grade. We’regoing to change that. We’re goingto mature our Marines a little bitlonger, and that will help in havinga stable leadership that we needdown in the units.

On retention, three out of fourMarines get out after their first term.We need that. We only need the oneto stay on as a fire team leader.

To retain the career Marines, theyneed to continue to be challenged,continue to grow. Most people comeinto the Marine Corps because theywant to be challenged, want to bepart of something bigger than them-selves. I think as long as we contin-ue to challenge them, we canretain them.



“We’re going to make some changes. And if we’re going to make changes, it’s

going to be some big changes. I don’t want to nibble around the edges.”



I joined the Marine Corps Ithink out of a sense to serve.

I enlisted at 25, after trying collegeand deciding I just wasn’t ready forit at that time.

I went to boot camp at ParrisIsland and then to the School ofInfantry and now serve at the MarineCorps Barracks in Washington, D.C.,as a body bearer for the funerals ofMarines or their spouses. I am fin-ishing four years in the Corps.

The majority of bearers aretaken straight out of infantryschool. They pick you on the re -quirements that they see, a [height]minimum of 6 feet and a basicstrength test, that is 10 reps of 225[pounds] bench press, 10 reps of135 military press, 10 reps of 115curl, 10 reps of 315 squat. Themajority of us were at one time ath-letes. I was a football player.

Right now, we have 13 bodybearers and five students. We sup-port Arlington National Cemeteryand we also support the NationalCapital Re gion, and, when calledupon, which is a little more rare,we do travel.

Just recently, we traveled to Knox -ville, Tenn., to do 1st Lt. Ale xanderBonnyman’s funeral. He’s a Medal ofHonor recipient who they just recent-ly repatriated his remains. [Bonny -man received a posthumous Medal ofHonor for heroism on Tara wa inWorld War II. His burial site was lost,but his remains were among 37 dis-covered and identified in 2015.]

To meet the needs of the MarineCorps, to be sent here, it is a bless-ing. It’s outside what you choose todo, since most of us are infantry.

When you begin to do thefunerals, it’s a different animal alto-gether. You become a perfectionist.Words like ‘service’ and ‘honor’really take on a new meaning,because you get to see the familieson their worst day. You get to putin a helping hand to help them getover their losses.

We average three to five funeralsa day, 15 to 25 weekly. We havetwo teams, black team and the goldteam. We get an administrativeweek off in which we kind of stand

down and mostly recharge and dowhatever our command needs ofus, medical and all that stuff.

Arlington becomes a nationalme mo r ial on weekends. So wework 8 a.m. to 4 p.m., Mondaythrough Friday

It is becoming exceedingly rarefor the World War II remains tocome in, but it’s a blessing to bepart of those funerals. It’s alwaysvery special. The Korean War andVietnam War are the Marines we’reprimarily seeing these days. We’relucky to not be doing as manySection 60 funerals, the youngMarines killed in action [KIA], aswe have done.

Cpl. Michael P. RyderBODY BEARER

MARINE BARRACKS WASHINGTON



Cpl. Michael P. Ryder front right, and Marines from Marine Barracks Washingtonparticipate in the funeral of Medal of Honor recipient 1st Lt. Alexander Bonnymanin Knoxville, Tenn., Sept. 27.

U.S

. MARIN

E C

ORPS





It’s hard to distinguish betweenfunerals. Everyone’s going to touchyou in different ways. But, therecent KIAs are always the hardest— the 19-year-olds who have beenin a few years — and the parents,wives, newborn children.

It’s emotionally taxing but, atthe same time, you see the change,the emotional relief that we givethem through our brief services,and the Marines here in the bar-racks give with their service. Wedo as much as we can. We want todo more, but …

Weather is not a thing for us.Call us the Post Office. We’realways open, always available forthe families. That’s a good thing. It’ssomething you have to get used to,be cause we don’t get holidays off, asother Marines at the barracks do.We’ll work through those. We’llwork through snow, rain, sleet,cold, hot, doesn’t matter.

I tell my guys, the families cameall the way out here, from theVirginia area, my hometown inMiami, or San Diego, so we’re goingto go out there and give them a cer-emony to the best of our ability.

As the platoon sergeant, I takecare of my guys administratively.And on the funerals, I’m what wecall the senior man; I’ll be makingall the calls, the only Marine talk-ing. And, when needed or appro-priate, also handing the flag off tofamily members.

It’s a learning experience. Andevery funeral is an honor to be outthere, especially the ones whereyou can take charge and take thatfinal flag pass.

I will finish my career at the bar-racks and will be ESing [end ofservice] in July. I’ll be going backto Miami, where winters aren’t asstrong. Going to pursue my degreeand jump into law enforcement.

Although this is not something Iplan ned to do, I would fully rec-ommend it to other Marines, justbe cause our core values are honor,cour age and commitment, and thisis one of the most honorable thingsyou can do.

What I tell the Marines that I’min charge of, I say this is a life-changing experience. To help thesefamilies in the way that we do issomething that nobody else in theMarine Corps is going to have. It’ssomething that’s very unique, andit’s an experience that will last.

The Marines are the only servicethat uses only six body bearers, in -stead of eight. And we are the onlyser vice that does the final raise,where we lift the casket above ourheads, before placing it on thecatafalque.

That’s where we get our saying:‘We’ll be the last ones to letyou down.’



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I was working full time. Iwanted to do something dif-

ferent, serve my country. Prettymuch all the males in my familyhad been in the military. One of mygrandfathers was in the Air Force,the other one was in the Army, andmy dad was an Army Ranger.

The funny thing is, I went to theAir Force [recruiter] first. He actu-ally kind of talked me out of the AirForce. I had described what I want-ed to do, and he was like, ‘Yeah, youshould try a different branch.’ TheMarine recruiter, I guess, overheardthat, and snatched me up on theway out. A few days later, I was atboot camp.

I wanted to do, not necessarilyspecial forces, but direct-action kindof stuff. I enlisted in security forcesafter that, infantry/security forces.

Chesapeake [Va.] was the schoolfor security forces, called BSG —Basic Security Guard School. I waspart of a FAST team, the Fleet Anti-Ter rorism Security Team. I did it forabout three years. It was a pretty funjob. You get a lot of training. You’reba sically a QRF, or a quick-reactionforce, for embassies and overseas na -tional assets. You also do other stuff.

For example, we guard the fenceline in [Guantanamo Bay] Cuba. Idid that, and after that we went toBahrain. We were the QRF for CENT-COM [Central Command]. It wasfun, probably one of the highlights ofmy Marine Corps career. You workwith a lot of countries’ militaries.

The FAST team is structured verydifferently than the rest of theMarine Corps. You pretty muchoperate as a platoon. You deploy as aplatoon. Everything is platoon ori-ented. Once you form a platoon, youdo all of your deployments together.

It’s kind of nice, the small struc-ture. Initially, I was a SAW [squadautomatic weapon] gunner andthen got bumped up to team leaderand stayed a team leader until justbefore the end. Right before weleft, I became a platoon guide forour replacement platoon.

At 1st Light Armored Reconnais -sance [LAR] Battalion at CampPendleton, Calif., I was a chief scout,which is like a squad leader. I did adeployment to Afghanistan and lat-eral moved after that. That was myfirst time in a combat zone. It waswhat you really expect as a Marine.

We got there in November[2011], so the fighting was prettymuch over with because they don’tfight as much in the winter. A fewIEDs [improvised explosive devices]here and there, a lot of drug interdic-tion as well. We destroyed a lot ofhashish. Then spring rolled around.That’s when they start growingpoppy and they start getting protec-tive. That’s their cash crop, so a lotmore action. That’s fighting season.

LAR, because they operate out ofvehicles, is considered a forwardelement. You pretty much live outof the vehicles. Normally, you’d beoutside the wire for about 30 days

at a time, coming back to resupplyfor food and fuel and water.

I came back to Camp Pendletonand I lat-moved to UAS operator.There were a lot of things I was con-sidering. I wanted to settle intosomething that was the completeopposite of what I was doing. Beingthe UAS operator, being the intelli-gence [platform], I could have thatperspective since I was on theground and know what to look forin indicators. I figured I could helpout that way. The unit I am in rightnow, VMU-1, actually was support-ing us while I was [in Afghanistan].

The school is in Fort Huachuca,Ariz. It’s a few months long. Afterthat, I went to the unit [in February2014] and got qualified. The pro-gram that we fly — the RQ-7BShadow — is an Army program.The Marine Corps doesn’t own it, sowe don’t have our own school for it.It’s like learning something one way,and you go somewhere else and youhave to completely relearn it a dif-ferent way.

I went from being unqualified tobeing an instructor within aboutfour months. Most guys will do anentire enlistment and not be aninstructor. I’d like to think I did allright. I have a lot of responsibilitiesright now. I’m an aircrew trainingchief, so I’m in charge of managingall the performance records for allthe operators and mission com-manders. It’s a staff NCO [noncom-missioned officer] billet.

Sgt. Joshua KernUNMANNED SYSTEMS OPERATOR

MARINE UNMANNED AERIAL VEHICLE SQUADRON 1 (VMU-1)

MARINE CORPS AIR STATION, YUMA, ARIZ.







I’m a basic instructor, NATOPS[Naval Air Training and OperatingProcedures Standardization] instruc-tor and Crew Resource Managementfacilitator. I’m also the subject matterexpert on our simulator. That’s a full-time job on its own. The VMU ismoving right now to Yuma.

Most people, when you sayUAVs, they think of the Predator orthe Reaper that have Hellfire mis-siles on it. The Marine Corps doesnot have that. People always ask,‘Do we fly it in Afghanistan, blow-ing people up?’ I’m like, ‘no, wehave line-of-sight equipment.’ Wehave to physically be there. Peoplethink that we can spy on them.There are federal laws that preventthat. I just think it’s funny.

Our tempo is pretty crazy. It’sexercise after exercise. And eachexercise, not only are we supportingunits, but then we have to get our

training in to get our guys qualified.It definitely keeps you busy.

I’ve learned a lot of transferableskills. I’ve set myself up for successin the future. I love the infantry, butthere’s not much future outside themilitary for the infantry. Teaching isimportant, I do enjoy it, but flyingin general is probably my favoritepart. Sometimes it can be exhaust-ing, but it’s satisfying at the sametime because you’re training some-one to do everything that youlearned. You’re passing the torch,essentially. I have to rely on the guysI’m training to be as good as me, ifnot better. Hopefully better.

The school is to learn the bareessentials on how to operate every-thing. It’s almost like getting a dri-ver’s license. Once you get to theunit, you have to go through yourqualifications to make sure you canoperate it safely on your own.

I always try to show the guys thatwe’re not the mission. People aren’tthere for us; we’re there for otherpeople. We are there to support theground guys. That’s pretty muchwhat every role is in the MarineCorps. I really try to instill that withthe guys and let them know the bigpicture. … We are painting a picturefor the battlefield commanders sothey can make a better decision. Italso prevents loss of life on our end.

I had a buddy, Cpl. [Roberto]Cazarez. He was killed by an IEDduring that [Afghanistan] deploy-ment. Obviously, things happen.You can’t prevent every death on thebattlefield. There’s always the poten-tial, you have that eye in the sky andsee that guy who’s planting an IED,and we are able to catch him or stopthat, then that’s a Marine’s life wejust saved right there. It’s abig deal.

U.S. MARINE CORPS



The biggest mission for us iswe make Marines, we bring

those individuals into the MarineCorps we hope to make Marines,and we win our nation’s battles.The big-ticket item on trying toaccomplish those three missions isgetting the applicants and gettingthem prepared for boot camp.

As the commander here, I am incharge of what we call recruiters onproduction, or ROP. We have 70 sec-tors — that’s how many recruiters Irate to go out on the streets. Wecover five counties: Kern, SantaBarbara, San Luis Obispo, Los An -geles and Ventura. I believe it’s a littleover 23,000 square miles.

We are the largest in MCRC[Marine Corps Recruiting Com -mand] in the amount of ROP wehave. We have this higher stan-dard, and it very much is that littlephrase of ‘the few and the proud.’Not everyone is able to do it.

I went to Loyola University. I washoping to be pre-history or pre-law.My mom was like, ‘You’d better fin-ish college, it’s very important.’Neither of my parents had gone tocollege and finished. So I was like,‘OK mom, I’m going to make it hap-pen.’ I couldn’t afford to stay in col-lege, and I decided, ‘I think I’mgoing to join the military.’

In high school, the biggest pres-ence were Marine recruiters. The stu-dents who graduated and went to beMarines always came back and they’dtalk to their friends. You see this

transformation; you’re not the kid weused to hang out with last year. Theylook so much more mature and theystand so much taller and their pantsaren’t hanging down. All those littlethings, you think, ‘Wow, I want that.’They just exude confidence.

I just walked in [to the recruiter’soffice] and said, ‘I want to join theMarine Corps, what do I have todo?’ My mom was extremely sup-portive. She was born and raised inPuerto Rico, and they had someNROTC [Navy Reserve OfficersTraining Corps] type of equivalent,but her mother didn’t let her do it.She remembered that and she didn’twant to stifle her daughter.

I didn’t know anything about it,the types of jobs. The recruiter satdown with me. I scored well and Iqualified for the good jobs, so I gotassigned to the intel community.That sold me off the bat. I’m think-ing, FBI, Secret Service type ofstuff. I’m all about it.

Boot camp was not what I expect-ed. It was a little bit of a shock forme. In the second phase, you go tothe rifle range. I remember if youscored expert, you got a phone callhome. So I did everything I could toget a phone call home. I was like,‘Mom, I don’t know.’

My mom is hard as nails, and she’slike, ‘Let me ask you something. Isthe girl to your left and your rightdoing it? Is she complaining?’

‘No, Mom, they’re all gettingthrough it.’

‘Then you can do it too.’I went to Guantanamo Bay, Cuba,

for my first duty station. I had to goto my MOS [Military OccupationalSpecialty] school in Pensacola, Fla.,at Corry Station, so we trained along-side the Navy. I was a signals intelli-gence operator. I went to Gitmo …from October ’94 to October ’95.

I was one of five female Marineson that base of probably severalhundred Marines. I always say that Iwas brought up in the Marine Corpsby the grunts, because I hung outwith the 81[mm] platoon. Theyreally showed me what a tight com-munity was. They were never any-thing but supportive.

I went to the Marine Corps Intelli -gence Activity in Quantico, Va. WhileI was there, I was involved withCeremonial Platoon. I became thestaff NCOIC [Non-CommissionedOf ficer in Charge] and then the pla-toon sergeant. We did over 200funerals. It was a great opportunity tohonor Marines in that capacity. I wasmeritoriously promoted to sergeantout of there. I was the MCCDC[Marine Corps Combat Develop -ment Command] Marine of the Yearin 1996. I’d do school at night.

In December 1997, I got selectedto be the receptionist for the secre-tary of the Navy. It was a great expe-rience. I got to meet some amazingpeo ple I still keep in contact withtoday. I picked up the MECEP [Ma -rine Enlisted Commissioning Edu -ca tion] program. When you’re

Maj. Aixa DonesCOMMANDER, MARINE CORPS RECRUITING STATION LOS ANGELES





enlisted, you are an adviser. You giverecom mendations and you adviseand you give your opinion onthings. You don’t ever really makepolicy — and I wanted to make pol-icy. I wanted to change policy. Iwanted to affect policy.

I went to OCS in summer 2000and I graduated in May 2001. AtParris Island, you’re told what todo and you do it by the numbers.At Officer Candidate School, theyare evaluating your leadershippotential, so the candidates are incharge. That was the first time Iwas introduced to peer leadership.That’s not an easy thing.

After The Basic School, I wasassigned as an adjutant. My firstduty station was MWSS-371 [Ma -rine Wing Support Squadron-371]in Yuma, Ariz. The unit was de -ployed at the time; it was the firstpush to Iraq in March 2003. I endedup being the OIC of the RemainBehind Element. I learned a ton.

My three-year tour at Yumabecame a one-year tour when Gen.Amos [3rd Marine Aircraft Wing(MAW) commander, then-Maj. Gen.James Amos] asked me to be thefamily readiness officer and humanaffairs officer under 3rd MAW. It wasa lieutenant colonel’s billet.

It was tough, because Yuma wasthe first time I was living alone with

my daughter. She was not yet 2. If itwasn’t for friends and family, I wouldhave never been where I am today.

I went to MAG-16 [MarineAircraft Group-16]. I picked upcaptain and forward deployed withthem [to Iraq]. Since we were agroup headquarters, we deployedfor over a year. I took my daughterto Chicago and she stayed with mymother.

The biggest learning point andexperience that I received fromdeploying to Iraq was the joint por-tion of it, the Air Force personnelwe had to deal with and we had anArmy casualty unit attached to usas part of the MAG. We all had apiece to play in this mission andwe can’t do it without each other.

I got selected and went to Quanti -co to Expeditionary Warfare School,in May of ’07. It was one of the bestyears of my career. There it’s pureleadership and it’s pure mentorship.You have to learn the Marine Corpsplanning process. You get put intodifferent billets. I enjoyed learningthose things, because it gives you thatbig picture of what everyone does.

I got orders to MMEA-6, enlistedretention. What I dealt with was there-enlistment and lateral-move pack-ages that would come in. I moved upto be the FTAP officer, the First TermAlignment Plan. We also dealt with

the lateral-move side of the house. Itwas a great opportunity to learn andlisten and understand what is impor-tant, the advice they give enlistedMarines. As an officer, it was a lot oftools to put in my toolbox.

Wanting to change policy, I real-ized, even as an officer, it’s not thateasy. There’s a process, and it takestime. We had a lot of different work-ing groups where you were able towrite point papers and we had adirect effect on updating theRetention Manual, so we made poli-cy during that time frame. It was ahuge learning experience, a realitycheck that it takes more than just agood idea to make policy.

I got orders to go to ParrisIsland, from 2010 to 2013. I was aseries com mander, company com-mander and battalion XO [execu-tive officer]. I felt at home. It was agreat opportunity.

I was supposed to go to Com -mand and Staff College after mytour, however I got selected forcommand. I was selected to go tothe Naval War College; it was thefirst time they allowed an in-resident school to do two of thethree tri mes ters in resident becauseof the slating of command. I dou-bled up on electives. I’ll be com-pleting that third trimester.

I have my first XO now. It’s thefirst time I’m a board-selected com-mander. For me, it’s all about them,and the two OSOs [Officer SelectionOfficers]. Am I doing right by them?That is an evolving process. I don’tpretend to know everything.

These Marines are top notch.We are asking them to do a job; noone wants to sell anything. This isone of the most demanding dutiesin the Marine Corps, becauseyou’re putting people outside theircomfort level, you’re making themlearn a brand new trade and you’reexpecting them to be successfulimmediately. Every single one ofthese Marines rises to theoccasion. It’s just inspiring.



Maj. Aixa Dones, commanding officer of Recruiting Station Los Angeles, leadsMarine enlistees on a two-mile hike during a pool function at Weapons FieldTraining Battalion, Marine Corps Base Camp Pendleton, Calif., Dec. 12.

U.S. MARINE CORPS



My father was in the CoastGuard for 26 years and

retired as a captain. During his time,we spent a lot of time up and downthe East ern Seaboard at differentunits, and as I started to get older Ireally ap preciated everything mydad and the people I met along theway did and I enjoyed the abilitythey had to travel.

I had a lot of Coast Guard friendsand getting to interact with themhelped make me see the amazinghumanitarian mission the servicehas. I realized that joining the serv-ice and being part of that could besomething I was proud of. It alsofelt like I was carrying on a pseudofamily tradition.

I was accepted into the CoastGuard Academy in 2003 andgradua ted in 2007 as a commis-sioned ensign.

My first stop was a deck watchofficer in Key West, Fla., at theCoast Guard Cutter Mohawk. Fromthere, I went to Portland, Ore., andwas the intelligence officer as wellas a command duty officer. I thenwent to flight school in 2011, grad-uated in 2012, and came to my cur-rent assignment at Barbers Point.

I’ve spent the last few yearslearning the aircraft, participatingin training exercises and conduct-ing various missions. In January,my helicopter was one of the firston scene after two Marine Corpshelicopters crashed off the coast ofHawaii.

We got the call at 11:30 p.m.,and heading out there, it was oneof those you never like hearing,that there’s potential aircraft in thewater. But it was the adrenalinerush and you wanted to get outthere and do your best to findsomething.

I was thinking, ‘this is what wetrain for every day.’ In the mo -

ment, I was driven by this andtried not to fo cus on the other out-side factors. But I also was think-ing about something else. I hadfriends in that squad ron. I went toflight school with a number ofthem, and when I saw the re portmy heart immediately sank. TheCoast Guard, Navy and MarineCorps all go to the same flightschool, so you make a lot of closefriends there.

Getting on the scene, you couldsmell the gas in the air, you could seedebris in the water and you could seea lifeboat floating in the water. I hada lot of feelings out there, and whenwe were done I immediately calledmy friends at that squadron. Theyresponded and said they were safe.They also thanked me for the mis-sion I was doing.

That search-and-rescue case,along with my first rescue twomonths after I got to this assign-ment, have been my most memo-rable moments in the Coast Guardso far.

Since joining, I always knew Iwanted to fly helicopters. My fatherwas a career cutterman, but for me,I wanted to fly.

At my first assignment, eachtime I heard an aircraft fly overheadI raced outside to look at it. I knewthat’s where I wanted to be, in theair, conducting drug interdiction orsearch-and-rescue missions, anddoing that amazing andrewarding mission.

Lt. Kristine RiceMH-65 DOLPHIN SCHEDULING OFFICER

U.S. COAST GUARD AIR STATION BARBERS POINT, HAWAII



U.S. COAST GUARD



Prior to joining the CoastGuard, I wanted to be a

mechanic, but after looking at thepricing of schools and seeing what Iwas actually learning, I decided itwas too expensive. I was into dragracing, so I started working at a shopowned by a friend. My sister hadserved four years in the Coast Guard,and she married a machinery techni-cian, and after spending more timewith the both of them I realized theCoast Guard offered a lot of what Iwas looking for, so I joined in 2003.

I am currently the engineeringpetty officer of a 65-foot icebreak-ing harbor tug in the Northeast. I’vebeen here for seven months and Imust admit it’s one of the best jobsbecause you break ice in the winterand work aids-to-navigation allother days of the year. Last year,this region saw record-breaking icecoverage, and this season we havebeen breaking ice for a few monthsnow. Coast Guard Cutter Tackle isalso one of the older boats in theservice, built in 1962.

I really didn’t know what toexpect when I joined the service, butI’ve found the opportunities to beclose to limitless, as it just dependson your motivation level.

In 10 years, I hope to be a chiefwar rant officer working for theCoast Guard’s Surface ForcesLogistics Cen ter. I would rather beable to affect change throughout aclass of cutters or small boats versusworking at one unit.

As for what’s been the most sur-prising thing since I joined the serv-ice, it’s the diversity of the missionsthe Coast Guard conducts, fromaids-to-navigation to domestic ice-breaking to polar icebreaking to lawenforcement to vessel inspections.

Since joining the service, I’ve helda number of positions and workedon different classes of ships. I went toa 270-foot medium-endurance cut-ter out of boot camp and worked asa machinery technician. From there,I transferred to a 175-foot buoy ten-der, where I spent most of my timerunning a crane, which I found out Iwas really good at.

Next was an 87-foot patrol boat,Coast Guard Cutter Heron, where Iwas a small boat driver before theychanged the rule to being a fully cer-tified coxswain. I then went to anaids-to-navigation team and left aftera year because I was promoted to 1st

Class Machinery Technician. Prior tocoming here, I ran boat maintenancefor Ilwaco, Wash.-based Station CapeDisappointment’s small boats.

In 2007, while working on Heron,I had my most memorable momentto date while in the service. My unitwas picking up a boarding team inthe Gulf of Mexico off a shrimp boatafter a long boarding. The seaspicked up to around 8 feet and therudders and screws were starting tocome out of the water.

Once I got the crew on safely, westill had to notch-in to the stern ofthe patrol boat. The stern gate was,at times, slapping the waves so I satbehind the 87-foot boat for a whileand just timed the waves to find thelull so we didn’t run face first intothe stern gate. I found the calmbetween the sets, gunned the throt-tle and notched the smallboat. That was fun.


Machinery Technician1st Class Charles RockefellerCOAST GUARD CUTTER TACKLE

ROCKLAND, MAINE


U.S. COAST GUARD



I joined the Coast Guardbecause my wife was in the

Navy and I wanted to join the mili-tary while also being able to savelives and protect the marine environ-ment. The service was an ideal fit.

Since joining the service in 2008, Ihave served on the Coast Guard Cut -ter Seneca, based out of Boston, andat Coast Guard Sector Jacksonville,Fla. I’ve been at my current assign-ment for about a year and this is byfar the biggest area of operations Ihave worked at.

In a nutshell, I am responsible forcontrolling all the operations andplanning for any search-and-rescuemissions in our area of operations. Ihave to find a way to best utilize ourresources and assets in an effort tohave a successful response. We gen-erally have four to five cutters and six

air stations able to respond to a case,but our re sources are quite limited forhow big an area we operate in.

In my time here, we’ve dealt withsome unique and memorable cases.One of them that sticks out is therescue of Reza Baluchi in October of2014. Baluchi was using a hamsterwheel-like device to ‘run’ fromFlorida to Bermuda on the water.We had to save him in the ocean[about 70 miles off the coast of St.Augustine, Fla.] because he was sig-naling for Coast Guard assistance.

I have had a lot of success and Ihave had some [cases] where wewere unable to save someone,despite our best efforts. The rescuepart is re ward ing, while the search-ing is difficult.

It’s very challenging dealing withinternational partners because

every country has their own rulesand regulations and policies andprocedures for what their countrydoes for search and rescue. A lot oftimes we want to get involved, butthey have to go through the properchannels for requesting assistancebefore we can also help. I do knowthat our area of operation is verydifferent than most in the CoastGuard. In my entire time here I’venever had a slow day.

Since joining the service I havelearned a number of things, but afew stick out. One is how I handlesearch-and-rescue cases. We dealwith so many types of cases I havetaught myself to try and put theminto perspective and imagine what ifthat was a family member, and builda rescue plan around those parame-ters, meaning thinking about thebest and most efficient way to assistand rescue them.

I have also worked on my criticaland analytical thinking approach tocases. We do a lot of medical evacu-ations from international waters,such as cruise ships, and I have toknow, in places like the Bahamas,where the most efficient medicalcenters are located and what is thebest — and safest — way to rescuesomeone in a given location.

I continue to be surprised withthe sheer multitude of missions thatwe respond to. The amount of cases,with such limited resources, is in -credible. We do amazingthings every day with so little.

Petty Officer 2nd ClassMatthew C. Chancery OPERATIONS UNIT CONTROLLER

SEVENTH COAST GUARD DISTRICT

MIAMI



Petty Officer 2nd Class Matthew C. Chancery, standing, in the Seventh CoastGuard District’s operations center.

U.S. COAST GUARD




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I’m from Brooklyn, N.Y. Asfar back as I remember, I

wanted to be an engineer. I guesswhen I was about 14, I got my firstsummer youth job working inNew York City at the MaritimeWork shop, a nonprofit organiza-tion teaching inner-city kids jobskills. I was actually part of thefirst group of kids to go throughthe program.

I ended up going to a communi-ty college in New York City and,because of budget cuts, they cutmy major twice. The CEO [chiefexecutive officer] of the programrecommended the SUNY [StateUniversity of New York] MaritimeCollege to me. He took me upthere [to the Bronx, N.Y.], showedme the college, I spent the nightand I felt it was a good place to go.I enrolled that semester.

My school has a really goodplacement program. A lot of com-panies come out and interview stu-dents, midshipmen, for potentialjobs. MSC [Military Sealift Com -mand] was the first company thatcame on board campus to do inter-views. I met the two gentlemenwho were doing the interviews, Imade a good impression on themand, when they came back the nextsemester, they had a list of cadets

they wanted to talk to for a secondround of interviews, and I was oneof them.

I think the thing that sold me onMSC was the fact that I had a littlebrother who was getting in and outof trouble and I didn’t want to go toofar away so I could keep an eye onhim. My little brother likes to cookand I knew that if I got in to MSC Icould work on maybe getting him ajob as a cook on board and he couldwork his way up. Things didn’t panout that way, but just the fact that Ihad that option made MSC so ap -pealing. I’ve been with MSC since Icame out of college.

I sailed four years as a third engi-neer on various ships — steamships, gas-motor ships and dieselships — and 2010 was the first timeI was given the opportunity to sailas a chief engineer. My first chief’sjob was on board the USNS Arctic.

Spearhead, I came on board aweek before she deployed [inDecember]. Prior to that, I did fiveweeks of training to get my high-speed endorsement. This ship is allnew, so I’m learning a lot. Youspend years learning about copper,nickel, steel, iron, cast iron. Walk -ing on board a completely alu-minum ship, it’s quite differentthan anything I’m used to.

Most of the ships I’ve been onhave been more hands on, where ifyou want to start a piece of equip-ment you go down there [belowdecks], physically open the valve,hit the start button, monitor thepressure, the temperature, thingslike that, whereas here it’s reallyjust a click of a mouse. There’s a lotof automation involved now andthe engineers spend more of theirtime on the bridge. On traditionalships, the engineers are downbelow the deck plates.

I have nine guys working forme. They’re a good crew, they workhard, everyone has something tobring to the table, and every daywe deal with problems that maypresent themselves and we workthrough it, knock on wood.

We’re currently at sea, we are onmission. We’re working off thecoast of Western Africa supportingthe Africa Partnership Station [U.S.Naval Forces Africa’s maritime secu-rity cooperation program]. Rightnow, there are 70 military personneland 28 civilians on board.

We’re carrying Navy personnel,we’re carrying Coast Guard person-nel. At some point, we’re going toembark some Marines and foreignnationals from various nations wevisit for portions of the deployment.

George Hairston CHIEF ENGINEER

USNS SPEARHEAD

“I have nine guys working for me. They’re a good crew, they work hard, everyone

has something to bring to the table, and every day we deal with problems that

may present themselves and we work through it, knock on wood.”



We’re scheduled to be back in mid-May [to Virginia] and we’ll continueto support Africa Partnership sta-tion until then.

My day is pretty full. Because weare on mission, and we don’t havethat much fuel to carry, I closelymonitor the fuel numbers. I havemeetings with the captain and wetalk about future schedules and any-thing we need for our port visits,and I coordinate with [MSC head-quarters in] Norfolk [Va.] and myport engineer and the port engineersover here in the SSU [ship supportunit] on any repairs that are goingon or need to be addressed.

I have a small crew and most ofthem are watch standers, so a lot oftimes, when there are problemsdown in the engineering plant,myself and my first engineer will godown and look it over and make adetermination of the best way of fix-ing it and give direction to my guys.

I have a lot of new guys. I havesome guys who are fresh out ofschool, so I’m mentoring them,teach ing them how to be good watch

engineers. We have a midshipmanon board from K.P. [the Merchant Ma -rine Academy at King’s Point, N.Y.];we’re giving her guidance on how tobe a licensed engineer and officer.

I get a lot of midshipmen whocome in and they don’t know if theywant to sail or come with MSC, andone of the things I say the MSC hasto offer is the opportunity toadvance. When I get together withsome of my counterparts who areshipping out commercially, one ofthe biggest differences I see are thecredentials that I hold as a licensedengineer and an officer.

Some of my counterparts mayjust have a diesel license or a steamlicense, where I have steam, dieseland motor, and now I have thehigh-speed rating. So MSC givesyou a lot of experience and expo-sure to gain as much as you wantout of this career.

I always tell young guys, if you’regoing to sail to get your license, don’tsail to just get a third engineer’s li -cense, sail to make chief, sail to makecaptain. Make it worth your while.

Life as a mariner, I think, is good.There are some drawbacks — youmiss your family — but at the end ofthe day there is a nice paycheck, youget to see the world and you get tomeet interesting people.

One of the things MSC brings tothe table is when you pull into aport, you do have opportunities togo out and explore. Unlike ourcommercial counterparts, wherewhen you pull into port that’swhen you really go to work loadingand unloading cargo and then get-ting underway as fast as you can tothe next drop-off or pickup point,MSC does give you an opportunityto see the world.

I put my name in for the No. 8[expeditionary fast transport] shipthat’s going to be built next year, theUSNS Yuma. I’ve been wanting toget new construction since I madechief. I’m always looking for newchallenges and I’ve heard there’s alot to learn when you do new con-struction. I’m waiting for the namesto be read off and hopefullyI’m penciled in for that ship.


PROF ILES IN SERV ICEU.S. NAVY



I was born in Hawthorne[Calif.], lived in Palos

Verdes for a couple of years, grewup in Costa Mesa/Newport Beach. Iwould come down here fishing onthe pier with my grandfather. Itwas a Navy harbor in those days.

It was not the container portthat it is today; it was bulk cargo.The boats were smaller. I remem-ber a lot of commercial fishinggoing on, lots of sailboats. We’ddrop a line off the docks — itwould be Berth 93. We’d take them[the fish] home in a burlap sack.

I had a great-uncle who was anOakland police officer. I had threecousins who were/are police offi-cers in San Francisco. My cousin isa police officer in San Jose. Mybrother-in-law is the retired chieffrom Brawley, Calif. I didn’t servein the military, but my brother-in-law was in the Navy. He served onsubmarines.

That law enforcement threadstarted for me in the Bay Area, withmy mom’s family. I had a naturalaffinity, because of the family’s his-tory in law enforcement. I startedout as a Police Explorer in NewportBeach in my teens and became areserve officer at age 20 and workedpatrols while I was in college at[University of Southern California].

My aspiration was to pursueadvertising and business, and I’d dothe reserve police thing because Iwas enjoying it but I didn’t see it asa profession. I applied to LAPD and

Newport Beach police and got thejob offer at Newport before L.A.offered me the job. I committed thatI would do it as long as I enjoy it.

I did 32, 33 years at NewportBeach, worked just about everyassignment in the organization.The police and fire were responsi-ble for the department and thecity’s emergency operations center.We, at the Port of Los Angeles, hosta department operations center, aDOC, that reports to the city’semergency management depart-ment downtown.

In my time at Newport, I wasresponsible for liaison with John

Wayne Airport, with TSA [Trans -porta tion Security Administration]after 9/11. I developed the countyand city’s MANPAD, or man-portableair defense systems.

Late in my career, there was achief ’s opening in neighboringCosta Mesa, and I was privileged toget that job. A position at the Portof Los Angeles became available, asdeputy chief for field operationsand emergency management, so Iapplied for the job. I had thechance to serve as the acting chieffor eight months and was appoint-ed to the permanent job inDecember 2014.

Police Chief Thomas E. GazsiLOS ANGELES PORT POLICE

SAN PEDRO, CALIF.



PORT OF LOS ANGELES





I came to learn about serving ina significant commercial and con-tainer port — the largest containerport in the U.S. — that handles 43percent of commerce that comesinto the United States. The size,the scope and the magnitude of theoperation of the port, as well as thespecialized maritime law enforce-ment, was a great opportunity forme to expand my professionalunderstanding of law enforcementas well as serve in a dynamic,extraordinary environment of avery sound, well-respected policeorganization

The thing that is very intriguingand interesting about maritime lawenforcement is, in our setting …there’s much in terms of a varietyof terminals, transportation hubs,rail, trucking and the maritimeside. When you look at the num-bers — about 8.5 million contain-ers a year, about 43 linear miles ofwaterfront, 7,500 acres with, as ofDecember, the largest containership to have landed in the UnitedStates — it is a significant anddaunting task.

We are providing traditional lawenforcement with patrol opera-tions, criminal investigation, de -tec tives, traffic investigations andtraffic enforcement, as well as themaritime side, with policing on thewaterways, in the port, with mari-na operations, dive operations,sonar mapping of the harbor’sdepths and waterways, checkingfor hazards, destructive devices,handling commercial vessels of sig-nificant magnitude as well as thecruise ship industry.

From a law-enforcement andcounterterrorism perspective, with

the U.S. Coast Guard, FBI,Customs and Border Protection,L.A. County Sheriff’s Department,LAPD, L.A. Fire Department and afull scope of allied agencies, as wellas intelligence gathering, threatdetection, threat mitigation, threatresponse and the responsibility forthe harbor department … it is aconstantly challenging dynamic. Itchanges every day.

The largest container ship, theBen Franklin, was here Dec. 26, andremnants of Space-X [Falcon 9 rock-et booster] arrived two days ago.There’s a lot of plates in the air. Theway you successfully manage that isyou have very capable peoplearound you who are astute andknow the business — the businessof law enforcement and the businessof the port of Los Angeles. They arehere for an entire career providingspecialized law enforcement.

Our typical employee does not gofrom agency to agency, division todivision. They come here, they learnthe basics of police work and theylearn the specialized nature of mar-itime law enforcement, the hazards,the complexities, the navigationalcodes and maritime operations.

You can’t do it alone. Yourstrength is in the relationships withthe outside agencies. The MaritimeLaw Enforcement Training Centerprovides maritime law enforcementtraining, from basic boating classesto advanced boating classes to ship-boarding operations to tactical train-ing, vessel operations, navigationand a variety of things. We are theonly West Coast training facility ofits kind. We host a variety of lawenforcement personnel from munic-ipal agencies from all over the coun-

try, sheriffs’ departments, federalagencies.

We provide training platforms forthe U.S. Navy, Marine Corps, Armyand Coast Guard. It is known as thepremier maritime law enforcementtraining facility in the United States.The Marine Corps does at least twoexercises a year in the port complex.They use our facilities, we providetraining. They are familiar with ourcomplex and how to respond to asignificant event, and, along with theU.S. Navy, do several swift-boat oper-ations out of Coronado and CampPendleton. The U.S. Army does avia-tion exercises throughout the port.

I am responsible also for portpilots. They are the qualified pilotswho bring the ships to berth andback out to sea. It’s a very dedicatedprofessional group of highly trainedveteran pilots.

The port police also is responsi-ble for information technology andcyber security for the port complex.We provide law enforcement for therail lines. We work very closely withLong Beach’s harbor patrol, the lawenforcement component.

The L.A. side is the most activecontainer port operation in the U.S.We work highly collaborativelywith one another. It’s a seamlessrelationship.

It takes a very dedicated, coregroup of personnel to track notonly intelligence but the day-to-day emerging trends in and aboutthe complex, whether it’s generallaw enforcement or specializedmaritime aspects. It affects millionsof jobs in the United States. It’s asignificant operation. Every day,driving in and out, I amimpressed by it.

“There’s a lot of plates in the air. The way you successfully manage that is you

have very capable people around you who are astute and know the business —

the business of law enforcement and the business of the port of Los Angeles.

They are here for an entire career providing specialized law enforcement.”



I was born and raised inNew York City. I lived there

until I joined the Navy in June 27,1981, a year out of high school. Iwas young and wanted someadventure. I was in love with theprettiest girl in the country — myhigh school sweetheart and wife of34 years now. Joining the Navy wasa way for me to marry her and beable to support her. That and thefact that my brother-in-law told methe uniform looked pretty cool.

In boot camp, a spokesman cameinto the holding area for the compa-ny and asked, ‘Who here wants tomake more money than the averageSailor?’ I raised my hand. I didn’trealize until sometime later that Ijust volunteered for duty in theNaval Submarine Service. I served inthat capacity for about 14 years. Ilater served the remainder of mytime in the Surface Navy.

I joined as an E-1, which is theabsolute lowest entry level, andworked myself up to the position ofE-8, which is senior chief. I soughtand was given a commission as alimited duty officer and rose throughthe ranks and retired as a lieutenantcommander 25 years later. I startedout scraping paint on a Navy shipand retired after running the engi-neering department on board one.

The Navy was a wonderfulexperience for me. Every singleassignment was fantastic becauseevery one exposed me to thingsthat developed me. Every person I

came in contact with, good andbad, helped mold the person that Iam today. And I learned to take thegood and bad from every situationand put it in my trunk-load ofexperience and build on it.

I was the chief engineer aboardthe USS Coronado. That was a greatjob because of the exposure to andinvolvement in exercises as theThird Fleet flagship. During thattour, my son was exposed to theNavy when I was able to bring himon board and take him out for fami-ly day cruises. He really gained aninterest and surprised me one day bytelling me it was his desire to applyto and seek a commission from theNaval Academy, and he did that.

One of the absolute coolest thingsI experienced was on the day of myretirement. There’s a ceremony calledrelieving the watch, it’s a very, veryemotional ceremony. At my ceremo-ny, I walked up to the commandingofficer and said ‘Sir, I’m ready to berelieved.’ And he said, ‘Very well.’

My son stepped up and said, ‘Sir,I’m ready to relieve Cmdr. Melen dez.’I then turned around and pas sed mysword to my son and saluted him. Hesaluted me, turned around and said‘Sir, I have relieved Lt. Cmdr.Melendez. I have the watch.’ It was aproud moment for me.

Recently, my daughter ap -proached me and said, ‘Dad, I wantto speak to a naval recruiter. I wantto seek a commission as a naval offi-cer.’ She wants to fly jets and one of

the things that she wants to do is tofly an F/A-18 Super Hornet with herbrother, who happens to be a navalaviator, as her navigator/bombardierin the back seat.

She wants him to be Goose from‘Top Gun’ and she wants to beMaverick. If that happens, I thinkit will be one of the first times inthe history of the Navy where afemale fighter pilot has been in afighter plane with a sibling as herbombardier/navigator. I’m hoping.

I retired from active duty inSeptember 2005. I worked initially atthe North Florida Shipyard, followedby a stint with Marine Hydraulics.They both had business interests atthe Mayport Naval Station inFlorida, where I retired from. Then, Iwas recruited to lead a $100 million-plus contract with Jeffboat Shipyardsin Jeffersonville, Ind.

I came to the BAE Systems ship-yard in Mobile, Ala., in the springof 2010. At the time, retired NavyCapt. Richard Burna was the direc-tor of the shipyard. I had previous-ly served with Capt. Burna whilewe were both on active duty. Heasked me if I would consider work-ing for him and I readily agreed tocome on board.

Today, I am responsible for allfacilities and equipment in a 423-acreindustrial repair and constructionfacility. We service both commercialand Military Sealift Command ships.We do overhaul and conversion workon all of them.

Angel MelendezFACILITIES & MAINTENANCE MANAGER

BAE SYSTEMS SHIP REPAIR

MOBILE, ALA.





I have about 2 million squarefeet of interior and exterior pro-duction area, about 20 buildings,three piers with 4,200 feet of berthspace, two floating dry docks, 61cranes, vehicles, conveyor systems,compressed gas and air systems. Inessence, I own everything in thisfacility with the exception of theships on the water and the peoplewho work on them.

The shipyard is a little bit like afamily business to me, as myyoungest son works with me at theshipyard. He is an outside machinist,while also working toward his col-lege degree. He is a senior this year,majoring in mechanical engineeringat the University of North Florida.

On Navy ships, you’re either anengineer or you’re a passenger. Asan engineer on board the ship, Iwas responsible for everything thatallowed that ship to function andoperate. Everything I do here I’m

able to do because of the skillsetsthat I picked up in the military.

My military experience taughtme that the most important thing Ican do is take care of the peoplewho work for me … to engagethem every day and care aboutthem in every way. I learned that ifyou take care of your people, theywill take care of you. I learned thatyou need to know your people oryou will fail them. If you fail them,you can never be successful. I alsolearned to always remain humbleand approachable, to lead themfrom the front and always remindthem that they are important.

One of the pillars and core val-ues of BAE Systems is that safety isparamount, and for us it’s not justa slogan. People are important andwe live that, breathe that, everysingle day. I instill in my teammembers a desire to take care ofour people always, in all ways.

The worst thing that could possi-bly occur in my position is for me tohave to deal with one of my teammembers potentially becoming in -jured. I’m going on almost five yearswithout an accident and without aninjury in my department and I’mpretty proud of that.

The industry is changing for myshipyard. The workload is decreas-ing because of the state of the oilindustry that we support, so itmakes the job a little bit morechallenging. We have to do morewith less. That has an impact onmy people.

Doing our jobs and having animpact on our customers, so thenext time they have a job thatcomes up, they seriously considercoming back to our facility becauseof the quality of the work, the qual-ity of life that we provided — allthat plays into what makesmy job very enjoyable.


PROF ILES IN SERV ICEBAE SYSTEMS SHIP REPAIR



CEC includes a Cooperative Engagement Processor and a data dis-tribution system with an integral antenna array. The self-forming

network, transmitting and receiving simultaneously, takes the variousreceived sensor data, fuses that data into one composite track.

That one track is a much better track than any the individual sensors canhave on their own just by getting various looks of the same object at differentgeometries. Any one sensor could have jamming problems or horizon orweather limitations. The data distribution system takes that one compositetrack and provides it to each one of the cooperating units, the platforms intheater that have CEC. They have the same track at the exact same time.

CEC has evolved significantly since those early days. What was oncethe size of a double-wide refrigerator is now the size of a microwave oven.The Navy ran a build-to-print competition for the signal data processor[SDP] and Sechan Electronics, a small business in Lititz, Pa., is doing anexcellent job building the SDP at a fraction of the cost of the first-gen CECsystem. In the beginning, the shipboard CEC had a cylindrical array anten-na called Shipboard Active Aperture, state of the art at the time, liquidcooled. With a cylindrical array, 360-degree coverage was a challenge, withdual-antenna configurations required on some platforms.

Beginning in the early 2000s, we fielded the next-generation antenna, aplanar array active aperture antenna, which has four faces that you canseparate. It provided increased reliability and significant savings in acqui-sition, installation and support costs.

Now we are integrating the latest CEC variants, the USG-2B and USG-3B, on ships and aircraft, respectively. We’re in the process of developingthe next-generation CEC antenna, the Common Array Block [CAB] anten-na, for expeditionary and shipboard applications, so we call it the CAB-E/S. The gallium nitride MMICs [Monolithic Microwave IntegratedCircuits] allow the antenna to be air cooled as opposed to the liquidcooling. The CAB will also be more reliable and maintainable.

PROGRAM SNAPSHOT

Raytheon’s CEC:Engaging for 20 Years

BACKGROUNDThe Cooperative Engagement Capa -bility (CEC) was developed as asensor-netting system that integratestarget tracks into a high-quality situ-ational awareness and fire-controlcapability. The CEC makes it possi-ble for multiple cooperating units,such as air-defense ships, radar earlywarning aircraft and ground airdefense sites, to form an air defensenetwork by sharing radar targetmeasurements in real time.

SCOPERaytheon has delivered more than150 CEC systems, which areinstalled on more than 100 U.S.Navy ships and 40 E-2C Hawkeyeand E-2D Advanced Hawk eyeradar early warning aircraft. CECalso is a component of the Ma rineCorps’ Composite Tracking Net -work (CTN). The contract awardsto date total more than $1 billion.Raytheon currently is scheduled todeliver 15 more CEC systems.

TIMELINEWork on the CEC began in the1980s. The operational systemfirst was installed on ships of theUSS Dwight D. Eisenhower carrierbattle group, which brought CECto initial operational capability in1996. CEC was integrated in theCTN beginning in the late 1990s.In 2015, USS Theodore Rooseveltdeployed with the Navy IntegratedFire Control-Counter Air capabili-ty, of which CEC is a component.

WHO’S WHOPat Speake is director of IntegratedMission Systems at Raytheon Inte -grated Defense Systems.


Two of the Cooperative Engagement Capability’s planar array active apertureantenna’s four faces are shown in the inset of the top of the mast of the aircraftcarrier USS George Washington, seen here in the Atlantic Ocean Nov. 17.

U.S. NAVY




H ISTOR ICAL PERSPECT IVE

O ne fascinating aspect of Navy culture is how thecall to serve at sea is often intergenerational. The

Navy has frequently recognized this in the naming ofits warships. For example, the guided-missile destroy-er USS Porter is named after the 19th-century officersDavid Porter and his son, David Dixon Porter. USSMustin honors three generations of the Mustin familywho served in the Navy from 1896 to 1989. There areMustins still serving today with the fleet.

Of the many father-son — and father-daughter,mother-daughter and mother-son — combinationsthat have served with distinction over the 240-year his-tory of the Navy, there is only one case where both par-ent and child achieved the rank of four stars: Adms.James L. Holloway Jr. and James L. Holloway III.

Born in Fort Smith, Ark., in 1898, the senior Hollo -way spent much of his youth in Texas where his fatherwas an osteopathic physician. Earning an appointmentto the Naval Academy, he arrived at Annapolis in 1915 tojoin the Class of 1919. As a result of the United Statesentering World War I on April 6, 1917, Holloway’s classcommissioned a year early and he received orders to thedestroyer Monaghan, which performed escort duties dur-ing the latter months of the war.

While visiting to Charleston, S.C., he attended a re cep -tion at the Carolina Yacht Club and met Jean Gordon Ha -good, the daughter of an Army major general. They mar -ried on May 11, 1921. On Feb. 23, 1922, the couple had ason who would share his father’s and grandfather’s name.

At the time, the senior Holloway was executive officerof the destroyer McCormick. He quickly rose through theranks in the surface navy and made a name for himself ingunnery. He served as the assistant gunnery officerembarked on the battleship Nevada. As head of the Chiefof Naval Operations’ Gunnery Training Section, he over-saw the development and adoption of the DraperGunsight that would be used to direct shipboard anti-aircraft weapons during World War II.

Holloway commanded Destroyer Squadron 10 thatscreened landings at Casablanca, North Africa, inNovember 1942. Later in the war, he had command ofthe new battleship Iowa.

His son also attended the Naval Academy, as part ofthe Class of 1943. The junior Holloway’s class graduateda year early as well due to an ongoing global war. At first,he followed in his father’s footsteps. Assigned to the

destroyer Bennion as a gunnery officer, he contributed tothe American victory at Surigao Strait. Surprisingly, hisfather suggested he choose a new career path.

“The war in the Pacific is being won by aircraft car-riers. The future of the Navy lies in naval aviation,” thesenior Holloway said.

Thus, his son applied for flight training and earned hiswings of gold. During the Korean War, he flew the F9F-2 Panther on numerous combat missions and eventuallyfleeted up to command Fighter Squadron 52.

The senior Holloway continued on active duty and dur-ing his tour at Fleet Training Command Pacific, he headeda board that examined officer training. Its resulting report,forever known as “the Holloway Plan,” revamped theNavy Reserve Officers Training Corps program to becomea leading source for naval officer commissions.

The senior Holloway received his fourth star and hisfinal active-duty assignment as commander in chief,U.S. Naval Forces, Eastern Atlantic and Mediterranean.During that tour, he deftly handled America’s peacefulintervention during the Lebanon crisis of 1958. His soncommanded Attack Squadron 83 embarked on Essex,and its Douglas A-4 Skyhawks flew cover for theMarines ashore in Beirut.

With the retirement of his father, James L. HollowayIII continued his career climb to serve as the 20th chiefof naval operations (CNO) from 1974 until 1978.Notable accomplishments along the way included hiscommand of Enterprise during its first combat cruise toVietnam and his role at the conclusion of that conflict ascommander, Seventh Fleet. Having commanded anuclear-powered aircraft carrier at war, he became a lead-ing proponent of the follow-on Nimitz-class carrier.

These 10 ships in service today represent a fitting lega-cy for two warriors whose combined service spannednearly seven decades. While the senior Holloway put inplace personnel policies that contributed to these shipshaving well-trained and educated crews and air wings, thejunior Holloway saw the first two ships of the class enterservice during his tenure as CNO.

Given this legacy, it would be fitting and appropriatefor the Navy to recognize this remarkable father-sonduo with the naming of a USS Holloway. ■

Dr. David F. Winkler is a historian with the Naval HistoricalFoundation.

The Holloway LegacyWorthy of RecognitionBy DAVID F. WINKLER



SH I P ’ S L I BRARY

UNITED STATES NAVALAVIATION 1910-2010By Mark L. Evans and Roy A.

Grossnick. Washington: Navy

History and Heritage Command.

Volume 1, 747 pp. Volume 2,

469 pp. $132 total

ISBNs: 978-0-945274-75-9,

978-0-945274-86-5

The Navy History and Heritage Command (NHHC) hasupdated the last edition of its chronology of naval avia-tion history, which covered 1910-1995. By adding newresearch, as well as 15 years of chronology, and updatingappendices, it now covers the first 100 years of U.S.naval aviation history. The update is presented in twovolumes, the first covering the chronology and the sec-ond with 39 appendices, which present, in a very clearlayout, many statistics and lists alone worth the entirebook. Many new photographs have been added.

The book also is available for free, in pdf form, onthe NHHC’s website at www.history.navy.mil/research/publications/recent-publications/1910.html

HUNTERS AND KILLERS:Volume 1: Anti-SubmarineWarfare from 1776 to 1943By Norman Polmar and Edward

Whitman. Annapolis, Md.: Naval

Institute Press, 2015.

224 pp. $44.95

ISBN: 978-1-59114-689-6

The author presents a comprehen-sive history of anti-submarine warfare (ASW) from itsbeginnings to spring 1943, when the tide was turnedagainst the German U-boat fleet in World War II’s Battleof the Atlantic. The book covers the little-known BritishASW measures following the attacks by Bushnell’s Turtleagainst British warships in New York. ASW maturedgreatly in World War I, when German U-boats nearlystrangled Britain, and again in World War II, when theU-boats ravaged Allied shipping. The ASW effortsspurred innovation in technologies including aircraft,sonar, radar, barrage and homing weapons, as well as intactics involving convoying, hunter-killer task forces,cryptography and direction finding. Volume 2 will coverthe rest of World War II and the Cold War.

WAR IN THE SHALLOWS:U.S. Navy Coastal and RiverineWarfare in Vietnam 1965-1968By John Darrell Sherwood.

COMBAT AT CLOSE QUAR-TERS: Warfare on the Riversand Canals of VietnamBy Edward J. Marolda and R. Blake

Dunnavent. Washington: Navy

History and Heritage Command.

425 pp. $40.00 and 82 pp. $7.99,

respectively

ISBNs: 978-0-945274-76-6,

978-0-945274-73-5

The NHHC has produced a bookand a monograph that documentthe operations of the Navy’s river-ine and coastal forces in the

Vietnam War. The operations were aided by technolog-ical and tactical innovations by a blue-water Navy thatenabled it to adapt to the hostile confines of theMekong River and canals and support U.S. and SouthVietnamese Army forces against an elusive enemy.Sherwood’s exhaustively documented book covers thefirst three years of the Navy’s riverine and coastal inter-diction and counterinsurgency efforts that were highlysuccessful. Marolda and Dunnavent’s monograph cov-ers the riverine war more briefly but with extensivephotographs, and also details the earlier French andSouth Vietnamese riverine efforts.

TOWARD A NEW MARITIMESTRATEGY: American NavalThinking in the Post-ColdWar EraBy Peter D. Haynes. Annapolis, Md.:

Naval Institute Press, 2015.

304 pp. $49.95

ISBN: 978-1-61251-852-7

The author, a naval aviator serving asdeputy director of strategy, plans and

policy for U.S. Special Operations Command, surveys theNavy’s strategic thinking from the end of the Cold War in1989 to the 2007 release of the Navy’s “A CooperativeStrategy for 21st Century Seapower” document. The 2007strategy represented a fundamental shift from past think-

Books Highlight Naval Aviation, Post-Cold War StrategyBy RICHARD R. BURGESS, Managing Editor




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SH I P ’ S L I BRARY

ing in that it defined the vital interests of the United Statesand the relationship of U.S. maritime power. The strategyalso encompassed the Marine Corps and Coast Guard ina unified document that allied military goals with nation-al economic and political objectives. The author faultssome of the Navy’s approaches to strategy since the ColdWar and criticizes a narrow world view of some of itsleaders for their failure to fully comprehend the relation-ship between globalization and sea power.

DEVOTION: An Epic Story ofHeroism, Friendship, andSacrificeBy Adam Makos. New York: Ballantine

Books, 2015. 445 pp. $28.00

ISBN: 978-0-8041-7658-3

“Devotion” is the story of twonaval aviators, one a white NewEnglander and the other a blacksharecropper’s son from Missi -

ssippi, who find themselves in the same squadron onan aircraft carrier deployed to the Korean War. TomHudner and Jesse Brown, the first black naval aviator,flew close air support for the Marines trapped at theChosin Reservoir in late 1950. Brown’s F4U Corsairwas shot down, pinning him in the cockpit. Hudnerdeliberately crash-landed his single-seat Corsair in aneffort to save Brown, but was unable to free him.Hudner, rescued by helicopter, was awarded the Medalof Honor for his action. Hudner used his resources toput Brown’s widow through college for a new start.

FREMANTLE’S SUB-MARINES: How AlliedSubmariners and WesternAustralians Helped to Win theWar in the PacificBy Michael Sturma. Annapolis, Md.:

Naval Institute Press, 2015.

248 pp. $32.95

ISBN: 978-1-61251-860-2

Fremantle, on the western coast ofAustralia, became a base for U.S. and later British sub-marine operations against Japan from March 1942onward after the Allies were pushed out of thePhilippines and the East Indies. Out of range ofJapanese airfields, Fremantle grew in importance as astaging base for submarine operations against Ja -panese sea lines of communication and, particularly,for oil tankers. This book also is the story of the citi-zens of Fremantle and their sharing of resources withthe submarine forces, and how their hospitality con-tributed to the morale of the force and enhanced itscombat effectiveness.

STAY THE RISING SUN: TheTrue Story of USS Lexington,Her Valiant Crew and Changingthe Course of World War IIBy Phil Keith. Minneapolis, Minn.:

Zenith Press, 2015. 234 pp. $30.00

ISBN: 978-0-7603-4741-6

USS Lexington was the first U.S. air-craft carrier lost in World War II.Before it sank, it contributed to a

U.S. strategic victory that stopped the Japanese advancein the South Pacific at the May 1942 Battle of the CoralSea, which also alleviated the Japanese threat toAustralia and reduced the Japanese carriers available forthe coming operation at Midway. Lexington’s air group,along with USS Yorktown’s, sank a Japanese carrier andseverely damaged another in the first naval battle foughtwithout opposing ships sighting each other. Lexington’screw survived at a rate of 90 percent despite the crip-pling Japanese attacks on the ship. The author describesin detail not only the battle but the valiant efforts of thecrew to save the valuable ship.

GERMAN COMMERCERAIDERS 1914-18OTTOMAN NAVY WARSHIPS1914-18By Ryan K. Noppen. Oxford, U.K.

Osprey Publishing, 2015. 48 pp. and

$17.95 each

ISBNs: 978-1-4728-0950-6,

978-1-4728-0619-2

The author has produced twomonographs on some of the morefar-flung naval actions of WorldWar II. The German Navy, largelyhemmed in its home waters bythe U.K. Royal Navy, used com-merce raiders, including cruisers,armed ocean liners and the supplyships that sustained them, to

attack Allied shipping and tie up naval forces in theirpursuit. When these were defeated, the Germansturned to armed merchant ships, even one sailingship, disguised as Allied or neutral ships to continuethe harassment.

The Ottoman Navy was obsolete at the war’s begin-ning but acquired a German battlecruiser and light cruis-er that had taken shelter, and, along with pre-dread-nought ships, faced the Russian, British and Frenchfleets. The Ottoman ships contributed to the defeat of theBritish forces in the Dardanelles campaign. ■

Seapower does not review works of fiction or self-published books.



NAVY LEAGUE NEWS

N avy Leaguers from around the country “flew in”to Capitol Hill Dec. 3 for a day of meetings and

briefings with members of Congress from their respec-tive regions to stress the need for their support of theU.S. sea services.

Split into more than two-dozen teams, 77 NavyLeague representatives — including a group made upof National President Skip Witunski, past NationalPresidents James H. Offutt and Sheila M. McNeill, andNational Vice President for Legislative Affairs GeoffreyProsch — fanned out among the legislative officebuildings to make 217 presentations to senators, repre-sentatives or their staffs. The broad-based presenta-tions focused on the sea services’ role as the first lineof defense for the nation; Navy, Marine Corps, CoastGuard and maritime trade priorities; the Navy League’sAmerica’s Strength Campaign to ensure sea servicefunding needs are met; and budgetary concerns.

The Fly-In was organized by the Navy League’sLegislative Affairs Committee and Headquarters staff.It was the second Anchors Aweigh Fly-In the NavyLeague has conducted; the first, in November 2013,saw 83 Navy Leaguers deliver 136 presentations.

“The 2015 Fly-In Hill visit achieved results wellbeyond our planned and anticipated levels,” saidDonald A. Giles, who co-chairs the Legislative AffairsCommittee with James P. Bras. “We delivered a strongmessage about our Navy League support for the high-priority requirements of our sea services.”

Giles attributed the increased success of the 2015Fly-In to:■ Greater grassroots involvement by Navy Leaguemembers in requesting appointments.■ A Fly-In plan that incorporated lessons learnedfrom the first Fly-In.■ A highly motivated and well-trained cadre of NavyLeague participants.■ A supportive Navy League staff, and a dedicatedgroup of leaders on the Legislative Affairs Committee. ■ Flexibility of participants to achieve added walk-inappointments on the day of the Fly-In.

Another critical element was a hot debrief at a“Pizza Reception,” with all participants completingLegislator Contact Reports.

“These reports provided a source for any neededfollow-up with members of Congress and a source for

lessons learned to improve results of the next Fly-In.Many Congressional staff members attended the recep-tion, further providing an opportunity to reinforce ourmessage with them, and to get more personal reactionfrom them,” Giles said.

Despite several mid-morning interruptions as Housemembers were called for votes involving the “Ad -vancing Care for Exceptional Kids Act of 2015” and“North American Energy Security and InfrastructureAct of 2015,” the members of Congress were welcom-ing and receptive to the Fly-In presentations, accordingto participants.

“You get a mixed audience because one we spoke towas a former Marine [U.S. Rep. Todd Young, R-Ind.]and is all on board with everything,” said Tom Bakerwith the Great Lakes-Wisconsin/Illinois Fly-In team.“And then some of the other ones, which is really whywe’re here, freely admitted that they weren’t familiarwith this or they weren’t familiar with that.”

“They were also very interested in local stuff, SeaCadets, programs for young people back in their dis-tricts,” added National Director Bobby Ferguson, who

Navy League Brings Concerns to Congress During Fly-InBy PETER ATKINSON, Deputy Editor


U.S. Rep. Randy Forbes, R-Va., receives a briefing by Mid-Atlantic team members, from the left, Lincoln Smith, BreKingsbury and Bethany Klein at his office on Capitol Hillduring the Navy League Anchors Aweigh Fly-In on Dec. 3.

PETER ATKINSON



NAVY LEAGUE NEWS

was on the team with Baker. “STEM[science, technology, engineeringand math], that rings a bell withthem, as it does with everyone.”

The persistent threat of seques-tration, the disruptions posed bycontinuing resolutions and relatedbudgetary issues struck a particu-lar chord during the presentations,even with the two-year budget dealthat had been signed into law amonth earlier.

“I visited [members from] bothparties, and they were all in agree-ment that whatever good inten-tions were there for sequestration,the outcomes have not been posi-tive, especially when you look atlong-term cost growth in programs,” said retired NavyRear Adm. Thomas A. Cropper, a Navy League nation-al director from the Pacific Central Region and presi-dent of the California State University MaritimeAcademy.

“I’m right there with you: No sequestration,” Rep.Rob Wittman, R-Va., chairman of the House ArmedServices readiness subcommittee and a member of theseapower and projection forces subcommittee, saidduring his presentation from the Mid-Atlantic team ofBre Kingsbury, Lincoln Smith and Bethany Klein.

He noted that while he was not entirely pleased withthe recent budget compromise, “it was better thansequestration,” and he was hopeful that it would pro-vide some stability and a less combative air to theprocess that could be built upon in the future.

During his presentation by the Mid-Atlantic team,House Appropriations Committee member Rep. ScottRigell, R-Va., said that with Paul Ryan, R-Wis., takingover as Speaker of the House, he too was optimistic thebudgetary acrimony and turmoil of recent years mightbe coming to an end.

“Ryan is a strong proponent of regular order,” saidRigell, referring to the rules, precedents and customsof Congress that constitute an orderly and deliberativepolicy-making process, as opposed to the crisis-by-crisisgoverning that has been emblematic of recent years.

When he was elected to his first term five years ago,Rigell said, “Not many people were talking about regularorder and scheduling; it’s all we talk about now, and thatis a good thing. … This is serious business. These are peo-ple in harm’s way. Families are paying a price. It’s going tobe tough enough even if we are doing everything right.”

Rigell announced in January that he would not beseeking re-election for a fourth term as representativefrom Virginia’s 2nd District.

Smith, Kingsbury, who is vice president of develop-ment with the Hampton Roads Council, and Klein, exec-utive director with the National Capital Council, also metbriefly with Rep. Randy Forbes, R-Va., chairman of theHouse Armed Services seapower and projection forcessubcommittee — he was called away for a vote — andstaff members from the office of Sen. Mark Warner, D-Va.

“We had a succinct, well-conceived and easily under-stood presentation that clearly identified the critical chal-lenges faced by our sea services,” Giles said. “Members ofCongress listened with great interest, particularly regard-ing the sea services’ importance to our national economicstability, and the threat to our national security posed byinadequate capital investment levels. …

“General reaction was expressed commitment toprovide supportive legislation and increased appropri-ated funding to correct deficiencies. Moreover, there isan evident understanding that there needs to be a bi -partisan solution to remove the ongoing negativeimpact on national security caused by the BudgetControl Act and the resulting sequestration.

“I believe the compromise leading to $30 billionadded for the Department of Defense in the 2016omnibus spending bill was a result, in large measure,due to our Navy League grassroots legislative affairsinitiatives during 2015, culminating in the very suc-cessful Fly-In,” Giles said.

Wittman, Forbes and Rigell urged the Mid-Atlanticteam members, and the Navy League as a whole, tokeep speaking up on behalf of the sea services in theircommunities, since many people remain unaware ofthe issues they face or the potential consequences — interms of national and economic security — shouldthese concerns not be addressed.

“We will stay after it,” Wittman said. “I hope youwill, too.” ■


U.S. Rep. Randy Weber, R-Texas, left, stands with Lone Star team membersJeanne Coffey and Jack Ritter, former Navy League national vice presidentfor Legislative Affairs, after receiving a Fly-In briefing at his office Dec. 3.



NAVY LEAGUE NEWS / COUNC I L D I GEST

T he Honolulu Council recog-nized more than 50 military

members during the 55th AnnualSea Services Awards Luncheon atthe Ala Moana Hotel in HonoluluDec. 3. The council presents theawards to service members andcivilian personnel of the Navy,Marine Corps, Coast Guard andMerchant Marine for outstandingpersonal contributions thatadvance the logistic readiness andcompetence of the sea services.

“Each branch of the armed serv-ices instills core values in its mem-bers from the moment they stepforward to serve our great coun-try,” said keynote speaker Capt.James Kalowsky, commandingofficer of Pearl Harbor NavalShipyard and Intermediate Main -tenance Facility, the Navy NewsService reported.

“We recognize you today. Wehonor your leadership and wehonor the trust that you have estab-lished with your peers,” he said.“We honor the initiative, responsi-bility and judgment that you have.”

Following the parade of colorsand playing of the nationalanthem, Council President Car -lyle Devoe and Kalowsky present-ed the awards. During the presen-tations, many of the honorees weresurprised to learn they were nomi-nated to receive the Sea ServicesAward.

“This award shows me that hardwork I put in every single day isappreciated by my chain of com-mand,” said Navy Aircrew SurvivalEquipmentman 3rd Class DiegoBel tran Carreno, assigned to MarineAviation Logistics Squadron 24 atMarine Corps Base Hawaii.

Family members, friends andcolleagues from different branchesof the military accompanied manyof the honorees to show theirsupport.

“As you go forward, honorees,carry with you the concepts ofauthority, responsibility andaccountability because you’vealready entered into the realm ofthe leadership,” Kalowsky said.

“I would like to thank the NavyLeague for leading us in exercisingthat often not exercised positiveac countability in recognizing ourhonorees today,” he said at the endof his speech. “Honorees, you gotcaught doing something good andnow you will be held accountablefor it.”

San Diego HonorsSpouses of the YearThe San Diego Council presented its2015 Sea Service Spouse of the Yearawards during its monthly luncheonDec. 4. The sixth annual event washeld at the Town and CountryResort & Convention Center.

The Coast Guard Spouse of theYear was Anyea Garrido, the MarineCorps Spouse of the Year was Aman -da McMillan and the Navy Spouse ofthe Year was Candace McVey. Thethree were chosen from 20 finalistsubmissions from throughout SanDiego County, according to a reportfrom I Marine Expeditionary Force (IMEF) public affairs. This is the fifthconsecutive year an I MEF spousehas won the award.

Honolulu Presents 55th AnnualSea Services AwardsBy PETER ATKINSON, Deputy Editor


Honolulu Council President Carlyle Devoe and Capt. James Kalowsky, com-manding officer of Pearl Harbor Naval Shipyard and IntermediateMaintenance Facility, stand with Sea Services Award honorees Dec. 3 at theAla Moana Hotel in Honolulu.

U.S. NAVY




Nominees were selected by theirrespective commands for exhibit-ing a balance in their military com-munity, their work and home lifeand for serving their local commu-nity. The selection process in -cludes completing a detailed pack-et listing the spouse’s achieve-ments and ends with a personalessay on how they balance theiractivities and life’s priorities.

“The entries we received wereoverwhelming. Many of our spousesserve multiple organizations, areearning bachelor’s and master’s de -grees, while some completed mara -thons and mud runs. It’s ab solutelyamazing,” said then-Coun cil Presi -dent Jon Berg-Johnsen, who present-ed the awards.

Oak Harbor Council,Rotary Club HostAwards LuncheonThe Oak Harbor, Wash., Counciland Rotary Club of Oak Harbor co-hosted the 42nd annual awardsluncheon for the Naval Air StationWhidbey Island (NASWI) Sailors

and Marine of the Year at the NASWIOfficer’s Club on Dec. 11.

The luncheon recognized thewinners, finalists, nominees andfamilies for their outstanding work

at their commands and in the localcommunity.

“The ceremony went great,” saidNASWI Command Master Chief Pa -trick McCullough, according to theNavy News Service. “As usual, theNavy League and the Rotary Club ofOak Harbor really put to gether agreat program recognizing the futureof the Navy and the Marine Corps.”

The winners were chosen by aboard of five master chiefs, includ-ing McCullough, who reviewed sub-missions from individual com-mands at NASWI, grading themseparately before gathering toreview all of them together for adecision.

“Out of a 100-point system, wewere deciding on a one point dif-ference between the winners andnon-winners,” McCullough said.“If we could give it to every one ofthem, we definitely would havebecause that’s just how tight thecompetition was.”

Hospital Corpsman 1st ClassWayne Papalski took home theShore Sailor of the Year award for hiswork at Naval Hospital Oak Harbor


Then-San Diego Council President Jon Berg-Johnsen, left, and Irma Belisario,right, vice president and senior branch manager of North Island Credit Union’sSouth Bay office, flank the 2015 San Diego Sea Service Coast Guard Spouseof the Year Anyea Garrido, Marine Corps Spouse of the Year Amanda McMillanand Navy Spouse of the Year Candace McVey Dec. 4 at the Town andCountry Resort & Convention Center.

U.S. MARINE CORPS

Capt. Mike Nortier, commanding officer of Naval Air Station Whidbey Island,speaks during the 42nd Annual Oak Harbor Navy League and Rotary ClubAwards luncheon Dec. 11.

U.S. NAVY




and NASWI Search and Rescue(SAR), where he is senior SAR med-ical technician. He has been therecipient of the Navy and MarineCorps Medal for heroism, accordingto a report from Nancy Tull, an OakHarbor Council vice president.

Sgt. Frank Rodriguez Jr., an in -structor with the Center for NavalAviation Technical Training Unit,was named Marine of the Year.

Logistics Specialist 1st ClassRosmond L. Shaw was named SeaSailor of the Year. Shaw currently isdeployed with Electronic AttackSquadron 130 as material controlleading petty officer in support ofEA-18 Growler aircraft. Her hus-band, Gabriel, accepted the awardin her absence, according to Tull.

The winners received certifi-cates and honors from a variety oflocal businesses that support theNavy League and Rotary Club.

Navy Leaguers Help Nevada HonorPearl Harbor SurvivorThanks to a bit of good fortune andassistance spearheaded by CarsonCity, Nev., Navy Leaguers, a sur-vivor of the attack on Pearl Harboraboard USS Nevada was able to trav-el to the state to be saluted for hisservice and made an adopted “sonof Nevada” in October.

Charles T. Sehe, 92, fromMankato, Minn., spent three daysin Nevada, a trip made possiblethrough the efforts of Darrell Fike,president of the Navy League’sPacific Central Region, his wife Patand Nevada Appeal columnist KenBeaton, who helped spread theword of Sehe’s service and raisefunds for the journey.

Sehe was an 18-year-old seaman2nd class aboard the battleshipNevada when Pearl Harbor wasattacked, according to a report onthe visit in the Mankato Free-Press.He served aboard the ship, whichwas damaged during the attack butrepaired and put back into service,

for much of the remainder of thewar, taking part in the assaults onNormandy, Iwo Jima and Okinawa,among others.

Following the war, Sehe earned aPh.D. and was a professor of anato-my and physiology, retiring as a pro-fessor emeritus at Mankato StateUniversity in 1990. Yet he had nevervisited Nevada’s namesake state,despite it being an item on his“bucket list,” according to Beaton.

Last year, Nevada officials beganlooking for native-born Sailors whoserved aboard Nevada during World

War II to help mark the 75thanniversary of the attack this year,but all now were deceased, accord-ing to Beaton, who chronicledSehe’s visit in a series of articles.

By coincidence, Sehe had sent abox of documents and artifacts tothe Nevada State Museum in Car -son City. Newsletters he had writ-ten to promote the legacy of theUSS Nevada were forwarded to theFikes with a note commenting:“This guy is the one you have beenlooking for, even though he is nota Nevadan,” Beaton wrote.


Pearl Harbor survivor Charles T. Sehe and his son-in-law Clarence Ites, at left,stand with Navy League Pacific Central Region President Darrell Fike and hiswife, Pat, during Sehe’s October visit to Carson City, Nev. Sehe was servingaboard USS Nevada during the attack on Pearl Harbor. The Fikes, NevadaAppeal columnist Ken Beaton and area residents helped raise the funds tomake Sehe’s visit to the ship’s namesake state possible.




The Fikes started raising money tohelp bring Sehe to Carson City. Theywere able to provide airfare, lodgingand meals for one person, but neededhelp to cover the cost of an escort, sothey approached Beaton.

The Nevada Appeal published aSept. 16 column by Beaton, whorequested help for a Sailor who wason Nevada “since its baptism of fireat Pearl Harbor.”

Carson City residents camethrough, and arrangements weremade for Sehe and his son-in-law,Clarence Ites, to travel to NevadaOct. 13 to meet with Gov. BrianSandoval before the governor’s tripto China. A flight cancellation,however, prevented them from

arriving until Oct. 14, by whichtime the governor had departed,Beaton wrote.

But Sehe was met with a hero’swelcome when the pair arrived atReno-Tahoe International Airport,receiving greetings from NevadaState Veterans Services, a veterans’honor guard and a group of flag-waving Nevadans cheering hisservice, according to Fike.

He also was welcomed by WorldWar II veteran Charles T. Harton,a national director emeritus fromthe Reno, Nev., Council, and a Ma -rine who was on the beaches ofIwo Jima when Nevada — withSehe aboard — bombarded theisland. Harton presented Sehe with

a “Spirit of ‘45” pin and the pairhad a great time comparing notesof their service during the Battle ofIwo Jima, Fike said.

Sehe was honored during a cer-emony at the USS Nevada memori-al outside the state capitol build-ing. He rang the USS Nevada bellfrom Sandoval’s office for his ship-mates who did not return home,Fike said, and then toured the gov-ernor’s office to view more artifactsfrom the ship.

Sehe also toured the state muse-um with an exhibit dedicated tothe tale of the battleship, that lost50 of its 1,500-member crew in thePearl Harbor attack, during whichit was the only one to get under-


John M. Rau, who served as Navy Leaguenational president from May 1981 to April 1983and chronicled his travels during that time in sev-eral issues of Seapower, died on Nov. 27.

In his annual report written for the May 1982issue of Seapower, after his first year in office,Mr. Rau wrote: “As your president, I have trav-eled over 200,000 miles in my first year in office,most of that by air but some thousands of milesat sea and even a couple of thousand by helo —as well as by car, tank and truck, and somethingunder 100 yards by highline from ship to ship!The hardest miles probably were some 10 kilo-meters at night through snow in Norway, north ofthe Arctic Circle, with a loaded pack and a rifleon my back and wearing heavy Arctic gear.” Hisarticles covered his personal interactions andoffered observations and keen insights into therisks that those in uniform face every day as partof the job, but that the general public take forgranted or fail to understand.

By that time, just halfway through his presidency,he had given “14 media conferences and nearly100 speeches to almost 20,000 people, I partici-pated in some 29 ceremonies, 16 ‘exercises,’ 124briefings and 77 tours, had over 85 substantive‘give-and-take sessions with active-duty people in

the field: on board ship and in engine rooms, inberthing compartments, in tents and on aircraft;in Norway, Antarctica, Diego Garcia, Haiti andmany other places.”

During his trip to Norway in 1982, Mr. Rau metthen-Marine Corps Col. Carl E. Mundy Jr., wholater became the 30th commandant. Mr. Rau andhis wife, Kitty, formed a close friendship withMundy and his wife, Linda, over the years. Thelast time I spoke with Mr. Rau was shortly afterthe April 2, 2014, death of Gen. Mundy. His voicewas thick with emotion as he described his rela-tionship with the former commandant and howmuch their friendship meant to him. And heoffered up a couple of vignettes about their timetogether for the Spring 2014 “Navy Leaguer.”

Mr. Rau’s passion was the active-duty personneland their families. In his last “President’sMessage” in the April 1983 issue of Seapower,he had a “very basic thing to ask all of you — andeveryone else in the country. MAKE A DIFFER-ENCE. Please do make a difference! … Overthese past two years, I have tried to ‘make a dif-ference.’ I hope I have. I believe I have.”

You have, sir.

— Amy L. Wittman

Remembering Navy League Past National President Rau



way, and spoke about his serviceduring an assembly for the CarsonHigh School NJROTC unit.

Sehe returned from his trip witha Nevada flag in a display case, aquilt created in honor of his militaryservice and a copy of a proclama-tion naming him a “Spiritual Son ofthe State of Nevada,” according tothe Mankato Free-Press.

“Believe me, my recent visit toCarson City has been one helluvarich, rewarding, challenging and en -lightening experience for this formershipmate of the USS Nevada,” Sehewrote in a “thank you” commentaryNov. 10 in the Nevada Appeal.

“I do appreciate the courtesy givento me to visit your great state ofNevada. I am obliged especially tothank those individuals, and theNavy League, who, with their gener-ous support of financial aid and time,provided me with this opportunity.”

Aurora SalutesPearl Harbor Survivors,Presents Youth AwardsThe Aurora, Ill., Council and theRotary Club of Aurora honoredlocal Pearl Harbor survivors andoutstanding area high school stu-dents during a Dec. 7 combinedevent at Gaslight Manor in Aurora.The 46th Annual Pearl Harbor DayMemorial Luncheon was held inconjunction with the 29th AnnualTed Brattin Civic Youth Awards.

Guest speaker for the event wasretired Rear Adm. Jack Mumaw,the former commander of NavalRegion Midwest. Aurora MayorTom Weisner led the Pledge ofAllegiance and colors were pre-sented by the Aurora Division ofthe U.S. Naval Sea Cadet Corps.Council President Richard Todasintroduced the lone Pearl Harborsurvivor who attended the event,Everitt Schlegel, who was servingat Schofield Barracks at the time ofthe attack.

Survivors John Terrell, whoserved aboard USS Perry, and Joe

Triolo, who served aboard USS Tan -gier, also were recognized but didnot attend, and Jack O’Flaherty,who served with the Marine Corps’4th Defense Battalion at Pearl Har -bor, was recognized posthumously.O’Flaherty, who had attended previ-ous Pearl Harbor survivor events inAurora, passed away in 2015.

Rotary Club President LaneAllen presented the Brattin Awardsto 10 members of Sea Cadet andNavy Junior Reserve OfficersTraining Corps units supported bythe council. The recipients were:Xiomara Cardona, Loryn Cole,Courtney Kramer, Pal Shah, QuinnTurcich, Meliton Chaidez, NathanHartley, Matthew Schu maker,Lauryn Streid and Chris tian Urrea.The Brattin Awards are named forTed Brattin a Marine Corps veteranwho was a founding member of theAurora Council.

Oakland AwardsLincoln SailorsThe Navy League’s Oakland Councilhonored three USS Abraham Lincolncrew members as Sailors of the Year

during a Dec. 14 ceremony aboardthe aircraft carrier. The awards werepresented by Command MasterChief Lee Salas, who also honoredthe ship’s Sailors of the Quarter dur-ing the ceremony.

Senior Sailor of the Year wasMachinist’s Mate 1st Class TimothyVichaivattana, Sailor of the Year wasShip’s Serviceman 2nd Class StarriBass and Bluejacket of the Year wasHospital Corpsman 3rd ClassSheldon Patrick.

Patrick also was presented witha Bluejacket of the Fourth Quarteraward. The Senior Sailor of theQuarter honor went to AviationBoatswain’s Mate (Handling) 1stClass Heidi Morgan and HospitalCorpsman 2nd Class GeraldHollenzer was given the Sailor ofthe Quarter award.

The Oakland, Calif., Council hassponsored the carrier since it wascommissioned in 1989, according toCouncil President Greg Brazil.Lincoln currently is undergoing aRefueling and Complex Overhaul atHuntington Ingalls Industries New -port News Shipbuilding, Va.

S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 668 W W W . S E A P O W E R M A G A Z I N E . O R G


From the left, USS Abraham Lincoln Senior Sailor of the Year Machinist’s Mate1st Class Timothy Vichaivattana stands with Command Master Chief LeeSalas, Sailor of the Year Ship’s Serviceman 2nd Class Starri Bass andBluejacket of the Year Hospital Corpsman 3rd Class Sheldon Patrick afterSalas presented their awards Dec. 14.

U.S. NAVY



Rome Supports‘Loveitaly’ CampaignRome Navy Leaguers took part in areception on behalf of the newcommunity project supported bythe council, “Loveitaly,” that washeld in Galleria Corsini, an exqui-site Renaissance palace in the heartof ancient Rome.

Many distinguished guestsattended, including the PrincessElettra Marconi and the Fendi sis-ters Anna and Carla, according toCouncil President Laila Volpe. Dueto operational commitments, nei-ther Adm. Mark E. Ferguson III,commander, Naval Forces Europe/U.S. Naval For ces Africa/AlliedJoint Force Com mand Na ples, norVice Adm. James G. Fog go III,commander, U.S. Sixth Fleet/Striking and Support Forces NATO,were able to attend.

S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 6W W W . S E A P O W E R M A G A Z I N E . O R G 69


MEMBERSH IP REPORTTOP INDIVIDUAL RECRUITERS FOR 2015

RECRU I TER COUNC I LS PO INTS

Jay Lott San Diego, CA 670Carlyle Devoe Honolulu, HI 39Lynn Drucker Fort Lauderdale, FL 30Mark Miller Newport Beach, CA 29James Black Lake Merritt, CA 23William Lauper Inland Empire, CA 21Patrick Abercrombie Greater Chattanooga, TN 17Oscar Romano Fort Lauderdale, FL 12Daniel Kloeppel Saint Louis, MO 11Pamela Ammerman San Diego, CA 10Larry Salter Bremerton-Olympic Peninsula, WA 10William Stevenson Phoenix, AZ 10Roycealee Wood Lake County, IL 10Charles Baumbach Tri-City, CA 9Joan Mitchell San Diego, CA 9Howard Perley Williamsburg-Yorktown, VA 9Tom Kirkbright Vieques, PR 8Thomas McGuire Mississippi, MS 8Kathleen Branch Denver, CO 7Martin Donner Sarasota-Manatee, FL 7Theodore Gallinat Imperial Valley, CA 7

TOP COUNCIL RECRUITING FOR 2015

COUNC I LS PO INTS

San Diego, CA 1061Honolulu, HI 104Northern Virginia, VA 75

Newport Beach, CA 73Tri-City, CA 67National Capital, DC 61Corona Riverside, CA 56Fort Lauderdale, FL 50Inland Empire, CA 41New York, NY 41Hollywood/Los Angeles, CA 40Hampton Roads, VA 34Coronado, CA 33Palm Beach, FL 32Greater Chattanooga, TN 27Patuxent River, MD 27Key West, FL 26Mayport, FL 26Jacksonville, FL 25Sarasota-Manatee, FL 24Tampa, FL 24Saint Louis, MO 23Corpus Christi, TX 22Denver, CO 22Lake Merritt, CA 22Bremerton-Olympic Peninsula, WA 20Camden-Kings Bay, GA 20Phoenix, AZ 20

WELCOME ABOARD TO THE FOLLOWING NEW COMMUNITYAFFILIATE MEMBERS

COMMUN ITY AFF I L I ATE COUNC I L

JP Spirits & Fine Wines Camden-Kings Bay, GASwarner Communications Bremerton-Olympic Peninsula, WA

Rome Council President Laila Volpe, right, stands with, from the left, Teresa diIorio, Francesco Onofri and Valentina Serrafia, members of the Art Instituteand Archeological Studies, during a reception at Galleria Corsini to support the“Loveitaly” campaign.



The Loveitaly project aims to helpsustain and restore and protect thearcheological heritage of Italy, accord-ing to Volpe. Loveitaly is a nonprofitorganization, whose president is Dr.Richard Hodges, president of theAmerican University of Rome, and aninternational crowdfunding platformfor Italy’s cultural heritage, the first ofits kind. By crowdfunding, it raisesfunds to help restore the valuablearcheological treasures of Italy.

What better way of showing thegra titude and appreciation of Italy’shospitality and cultural heritage thanthrough this community project thatpromotes awareness of the im por -tance of preservation of antiquities inItaly and provides a trustworthymeans of contributing funds to wardthis critical mission, Volpe said.

The first restorations funded byLoveitaly! include a room in theDomus of the Centaur in Pompeiiand a sarcophagus at the NationalGallery for Ancient Art.

Mass. Bay HoldsToys for Tots BrunchThe Massachusetts Bay Council heldits 39th Annual Marine Toys for TotsBrunch at the Commandant’s House,Boston National Historical Park (for-merly Boston Navy Yard) on Dec. 13.

A check for $1,500 and $500worth of toys and games were pre-sented to two Marines from the25th Marine Regiment who were toforward the donations to the prop-er recipients.

The council also presented anaward to William Foley, retiringafter 31 years with the NationalPark Service, for his outstandingservice and particularly his dedica-tion to maintaining U.S. Navy tiesto the shipyard. ■

Send items for “Council Digest” to:Peter Atkinson, Deputy EditorSeapower/Navy League News2300 Wilson Blvd., Suite 200Arlington, VA 22201-5424E-mail: [email protected]



NAVYLEAGUEof the United StatesFOUNDED 1 9 0 2

2300 Wilson Boulevard, Suite 200Arlington, VA 22201-5424

NATIONAL PRESIDENT

Skip Witunski

ADVISORY COUNCIL

James H. Offutt, Chairman

NATIONAL VICE PRESIDENTS

Maria-Isabel Dickey COMMUNICATIONS & MARKETING

John Jay DonnellySEA SERVICES

Lisa GallinatINFORMATION TECHNOLOGY & FIELD OPERATIONS

Thomas JaffaDEVELOPMENT

Alan KaplanFINANCE, INVESTMENTS & BUSINESS AFFAIRS

Geoffrey ProschLEGISLATIVE AFFAIRS

David ReillyCOUNCIL DEVELOPMENT

Eleanor SamuelsMEMBERSHIP & INTERNATIONAL AFFAIRS

Warren SavageYOUTH PROGRAMS

David ToddSTRATEGIC PLANNING & STEM

NATIONAL TREASURER

Stewart Reuter

NATIONAL JUDGE ADVOCATE

Donald Mooers

NATIONAL CORPORATE SECRETARY

Pamela Ammerman

NATIONAL CHAPLAINS

Reverend Herbert GoetzRabbi William Kloner

STATEMENT OF POLICY

■ We of the Navy League of the UnitedStates stand for a strong America — a nationmorally, economically, and internally strong.

■ We believe that the security of our nationand of the people of the world demands awell-balanced, integrated, mobile Americandefense team, of which a strong Navy,Marine Corps, Coast Guard, and MerchantMarine are indispensable parts.

■ We support all Armed Services to the endthat each may make its appropriate contribu-tion to the national security.

■ We know that in a free nation an informedpublic is indispensable to national securityand, therefore, we will strive to keep thenation alert to dangers which threaten —both from without and within.

■ We favor appropriations for each of theArmed Services, adequate for national secu-rity, economically administered.

■ We oppose any usurpation of the Congress’sconstitutional authority over the ArmedServices.

■ We urge that our country maintain worldleadership in scientific research and develop-ment.

■ We support industrial preparedness, plan-ning, production.

■ We support efforts of our government toachieve worldwide peace through internation-al cooperation.

■ We advocate a foreign policy which willavoid wars — if possible; if not, win them!

Jefferson Alexander

Pamela Ammerman

Evan Baker

Roger Bing

Paula Bozdech-Veater

Jeff Brown

Dick Devlin

Maria-Isabel Dickey

John Jay Donnelly

Pat Dumont

Phil Dunmire

Timothy Fanning

Bobby Ferguson

Darrell Fike

Lisa Gallinat

Ted Gallinat

Nicholas Hayes

Shirley Hill

Tom Hoffman

Randy Hollstein

Thomas Jaffa

Alan Kaplan

Felix Keeley

William Kelley

Jack Kennedy

J. Michael McGrath

Angie McKinstry

Sheila McNeill

Joan Mitchell

Donald Mooers

James Offutt

Patrick Pang

John Panneton

Bonnie Potter

Geoffrey Prosch

Tom Pruter

David Reilly

Stewart Reuter

Nora Ruebrook

Jack Rush

Eleanor Samuels

Warren Savage

James Semerad

John Spittler

Bill Stevenson

David Sullivan

David Todd

John Vargo

Skip Witunski

EXECUTIVE COMMITTEE


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CORPORATE GOLDMEMBERS

Accenture

BAE Systems

The Boeing Company

Booz Allen Hamilton

CACI

Clarion Events Ltd.

Cobham

Curtiss-Wright

DRS Technologies Inc.

Ernst & Young

Fluor Corporation

GE Marine

General Atomics

General DynamicsCorporation

Honeywell

Hewlett PackardEnterprise

Huntington IngallsIndustries

L-3 Communications

Leidos

Lockheed MartinCorporation

Northrop GrummanCorporation

Pentagon Federal CreditUnion

Raytheon Company

Rockwell Collins

Textron Systems

CORPORATE MEMBERS

901D LLC

Access Intelligence LLC/Defense Daily

AECOM

Aerojet Rocketdyne Inc.

AGC Aerocomposites

Agility Defense andGovernment Services

Airbus Defense and SpaceInc.

Alcoa Defense

American MaritimePartnership

Austal USA LLC

Avascent

Aydin Displays

Babcock International Group,Marine Division-IntegratedTechnology

Ball Aerospace &Technologies Corporation

Barco Federal Systems LLC

Battelle Memorial Institute

Bell Helicopter Textron Inc.

Bosch Automotive ServiceSolutions Inc.

Caterpillar Inc. Defense &Federal Products

CFM International Inc.

Chesterfield Special CylindersLtd.

Cincinnati FinancialCorporation

The Cohen Group

Computer SciencesCorporation

Concurrent TechnologiesCorporation

Connected WorkPlaceSolutions (CWPS)

Crowley Maritime Corporation

Cubic Defense Applications

Dell Inc.

Deloitte Federal

Dresser-Rand

Eaton Corporation

Elbit Systems of America LLC

Emerson-Kato Engineering

Engility

ESRI

Fairbanks Morse Engine

General Atomics Aeronautical

General Dynamics Bath IronWorks

General Dynamics Electric Boat

General Dynamics InformationTechnology

Gibbs & Cox Inc.

Gulfstream

Harris Corporation

Hutchinson Aerospace

IBM

IHS

IXI Technology

Jeppesen Inc.

Johnson Controls FederalSystems

Kongsberg Defence andAerospace

Matson Navigation Company

MBDA Missile Systems

Mercury Computer Systems

MTU (formerly Tognum)

Navy Federal Credit Union

Oceaneering AdvancedTechnologies

Orbit International Corporation

Orbital ATK

Panavision Federal SystemsLLC

Physical Optics Corporation

PricewaterhouseCoopers LLP

Retlif Testing Laboratories

Rolls-Royce North America

Saab International USA LLC

SAIC

Siemens GovernmentTechnologies Inc.

Sightline Media Group

Source America

Sparta Promotions

Sure ID Inc.

SynQor Inc.

TE Connectivity

Telephonics Corporation

Thales USA Inc.

Themis Computer

Ultra Electronics

UTC Aerospace Systems

USAA

Vigor Industrial Corporation

VSE Corporation

Wyle

BUS INESS ASSOC IATEMEMBERS

Agusta Westland NorthAmerica

Atlas North America

Av-DEC (Aviation Devices &Electrical Components)

Aviall Services Inc.

Ayres Composite Panels USAInc.

BecTech Inc.

Bramer Group

Burdeshaw Associates Ltd.

Cornet Technology Inc.

Crystal Group Inc.

Daisy Data Displays Inc.

Decision Lens

Delta Resources Inc.

Fairlead Integrated Power andControls

FLIR Systems Inc.

Germane Systems

GET Engineering Corporation

Infinity Fuel Cell andHydrogen Inc.

L-3 MariPro

Liquid Robotics

Marine Engineers’ BeneficialAssociation

Meggitt Defense Systems

The Metamorphosis Group

MilitaryByOwner AdvertisingInc.

MYMIC LLC

O’Neil and Associates

Owl Computing Technologies

Parker Aerospace

SAFE Boats International

Stahwille Tools North America

Taber Extrusions LLC

Teledyne Brown Engineering

ThyssenKrupp MarineSystems GmbH

Transportation Institute

Twin Disc

WBB

W.F. Harris Lighting Inc.

Z Microsystems Inc.

Zeiders Enterprises Inc.

NONPROF I T ANDGOVERNMENT AGENCYMEMBERS

Applied Research Laboratory,Pennsylvania StateUniversity

British Naval Staff

The Embassy of Australia

The Embassy of Canada

LMI

National Defense IndustrialAssociation

National ShipbuildingResearch Program

Shipbuilders Council ofAmerica

Software EngineeringInstitute, Carnegie MellonUniversity

TECRO-Defense Mission

The Navy League of the United States wishes to thank its Corporate Membersfor their generous support

CORPORATE MEMBERS

S E A P O W E R / F E B R UA RY / M A R C H 2 0 1 6W W W . S E A P O W E R M A G A Z I N E . O R G 71



ADVERT I SER I NDEX

PUBLISHERSkip Witunski

ASSOCIATE PUBLISHERBruce Butler

DIRECTOR OF ADVERTISING SALESCharles A. Hull

ADVERTISING HEADQUARTERSSEAPOWER Magazine2300 Wilson Blvd., Suite 200Arlington, VA 22201-5424TEL: 703-528-2075

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SEAPOWERTHE OFFICIAL PUBLICATION OF THE

NAVY LEAGUE OF THE UNITED STATES

Volume 59, Number 2, February/March 2016

SEAPOWER (ISSN-0199-1337) is published 10 times a year, with combined issues of February/March and July/August, by the Navy League of theUnited States, 2300 Wilson Blvd., Arlington, VA 22201-5424. Subscription rates $58.00 per year; reduced to $25.00 for active-duty military personnel,schools and libraries; single copy $5.00; single copy Almanac issue $22.50. Foreign rates $145.00 air mail; single copy $14.00 (includes air mail postage);single copy Almanac issue $45.00. Annual $55.00 individual membership in the Navy League includes one year’s subscription to SEAPOWER. Periodicalclass postage paid at Arlington, Va., and additional mailing offices.

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The Navy League of the United States is an independent, nonprofit, civilian educational organization. Statements contained herein have no officialsanction or approval by the U.S. government. Classified by Library of Congress call number VA-49-N28. Copyright © 2016 Navy League of the UnitedStates. Reprinted by permission.

Matter printed herein does not necessarily represent the opinion of the publisher. Magazine assumes no responsibility for unsolicited material. SEAPOWERinvites letters to the editor, but cannot guarantee reply to same. Editors reserve the right to edit letters for style, accuracy and brevity. Letters must be signedto be considered for publication, but the writer’s name may be withheld upon request.

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Coming Up In SEAPOWERSPECIAL FOCUS: ISR & UNMANNED SYSTEMS

Coverage will include:

■ Arctic Ops: Experimenting with unmanned underwater systemsfor ISR.

■ Actionable Intelligence: Gathering, sharing ISR data to combatpirates, illegal traffic.

■ Cyber Security: The Navy’s security challenges for ISR platforms.

■ UCLASS to CBARS: Requirements shift for the unmanned platform.

■ Tactics & CONOPS: What’s next for the K-MAX unmannedhelicopter?

■ RQ-21 Blackjack: Enhancing Marine Corps ISR capabilities.

■ The Surface Fleet: A look at EO/IR sensor growth.

ALSO IN APRIL:

■ By the Numbers: An in-depth look at the potential impact of the fiscal2017 budget request on programs and operations of the sea services.



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