UUVs... Addressing Fleet Needs A Message From the Naval Undersea Warfare Center

Transcription

1 PROMOTING NATIONAL SECURITY SINCE 1919 Leveraging the Undersea Environment RDML THOMAS WEARS, USN, COMNUWC DONALD MCCORMACK, SES, TECHNICAL DIRECTOR, NUWC UUVs... Addressing Fleet Needs A Message From the Naval Undersea Warfare Center There is no doubt that unmanned systems have been elevated to a more prominent position in national defense planning. The list of recent events that demonstrate this is long: the Secretary of Defense and CNO have placed new emphasis on these systems; the role of Unmanned Undersea Vehicles (UUVs) in Information Dominance under OPNAV N2/N6 aegis has been formalized; a new unmanned systems offi ce (PMS 406) has been established under PEO LMW; an Undersea Dominance fl ag-level steering group has been organized; Fleet experimentation with unmanned vehicles has expanded; and a number of operational concepts and studies addressing unmanned systems have been promulgated. These developments (and others) have instilled a sense of urgency across the USW community to quickly fi eld better, more effective systems. We have responded as a team by following the general concept generation, concept development (CG/CD) and experimentation methodology (described in the Fall 2008 Newsletter), and by working together to address the pressing need to place more operationally viable UUV systems in the Fleet. This past March the Naval War College helped plan and conduct a UUV Stakeholder Workshop where government participants reviewed the near-term operational imperative and helped refi ne a message to industry in which the Fleet s general UUV needs would be presented. Representatives from the Fleet, Type Commands, Offi ce of the Chief of Naval Operations (OPNAV) staff, Systems Commands, Warfare Centers, Navy and government laboratories, Offi ce of Naval Research (ONR) and Defense Advanced Research Project Agency (DARPA) participated. In June, National Defense Industrial Association (NDIA) and Naval Undersea Warfare Center (NUWC) collaborated in hosting a conference in Newport where the workshop s resultant technology focus areas for UUV Fleet operations were briefed to a standing-room-only crowd of industry representatives (a direct result of NDIA s ability to unite industry around national defense issues). Following that briefi ng, more than 70 industry experts who had answered NDIA s call for papers presented their views As the Secretary of Defense has of how the maturity of their technical solutions pointed out, the nation cannot addressed evolving afford Quixotic Pursuit of operational needs through enabling capabilities such as range of high-tech perfection that incurs unacceptable cost and risk. autonomy, endurance, mission-supportive sensors and payloads, and how they would support near-term, robust, reliable experimentation and reduce risk. The conference results validated that there are indeed several technologies out there that could provide real capability to the warfi ghter. The challenge is in assessing the technology against specifi c NUWC LETTER CONTINUED ON PAGE 2 I N S I D E T H I S I S S U E Division Chair s Update Spring 2010 NDIA UWD Awardees Academic Fellowship Awardees Vehicles Committee Sensor Systems Committee Mine Warfare Committee Aviation Committee Command, Control, Communications and Combat Systems Committee NDIA UWD Executive Summary of Top Issues Fall UWD Conference

2 UUVs...Addressing Fleet Needs CONTINUED FROM PAGE 1 mission requirements and selecting the best candidates to continue to develop and integrate into reliable and cost effective solutions. As anticipated, technical limitations exist there are no silver bullets but in the primary technology focus areas (endurance, autonomy, sensors and payloads), capabilities are available today that could, through concept development and experimentation, lead to enhanced operational Fleet systems in the near-term. It is clear this will require steadfast focus and funding. The results from the conference will be shared with Navy decision makers to inform investment decisions. These recent events underscore the convergence of efforts across the Navy and our community to get needed UUV technologies to the Fleet in a more effi cient, direct way. Our community s approaches have been many and varied up until now and we have seen some improvement, but as a coordinated team we can better focus on fi elding the right technologies to close identifi ed operational gaps. CNO has issued a challenge to conduct experimentation with and deploy operational UUVs that address a variety of mission areas within ten years. Fiscal realities dictate that we (as a community) look for new ways to meet this goal. The Undersea Dominance Steering Group (UDSG), chaired by OPNAV N2/N6F2, provides direction and oversight to address this challenge. The Navy is aligning community efforts to proceed in consonance with OPNAV N2/N6 plans for Undersea Dominance and PEO LMW Unmanned Maritime Systems Offi ce (PMS 406) criteria for success. Furthermore, our approach must be a fi tting adjunct to ONR s and DARPA s technology investments while reinforcing the general thrusts of the Leveraging the Undersea Environment (LUE) effort, an operational concept generated by NWDC, approved by the CNO earlier this year, and cited in his 2010 Guidance. The workshop and conference have reinvigorated the dialog between the contributors/developers of UUV systems and their end-users in the Fleet. These events were precipitated by the CNO s assertion that there is an urgent need for capacity enhanced unmanned systems that will extend the warfi ghting capabilities and capacities of the Fleet without increasing the demand for manned platforms. These are early steps and there is much to be done to accomplish the near-term goal of transitioning the right UUV capabilities to the Fleet. As illustrated in the following diagram, to successfully increase the operational use of UUVs within a decade we must start by selecting mature technologies (Technology Readiness Level 6 or higher) that can be quickly integrated into reliable systems. Our community has started to address this challenge with close coordination between warfi ghters, technologists, developers in industry, and government decision makers. At NUWC our intent is to support the larger Navy effort by fostering faster integration of technology into Fleet systems and promoting the teamwork necessary to identify affordable Doctrine, Organizational, Training, Materiel, Leadership and Education, Personnel, and Facilities (DOTMLPF) solutions. As the community progresses on this front, warfi ghters will continue to refi ne operational needs or requirements ( pull ) while industry describes and continues to develop technologies that meet the needs ( push ). An appropriate balance between push and pull must be achieved through diligent efforts by all team members as we consider operational concepts, identify technologies that can address the operational need, and work toward methods for implementing the best candidate technologies into nearterm UUV systems. Although we could address a lengthy list of UUV 2 Reducing Risk, Increasing Capacity DETECT TRACK Improve USW Capability Across the Mission Kill Chain DETECT TRACK ENGAGE Legacy Fleet Uncued, Coastal Area Short Duration Events USW Program of Record & Technologies TRACK Insert VA Blk III Open Ocean Constrained Area Medium Duration Tomorrow s Fleet Unconstrained Area Open Ocean, Long Duration Forward Area Cooperative or Unassisted Technology Maturation - Energy and Endurance - Autonomy & C2 -Communications, Networking -Sensors and Payloads -Robust Logistics Support technology needs, early emphasis is being placed on the four focus areas discussed above. Of those four, the priority associated with endurance for meaningful missions was highlighted when the UDSG designated COMNUWC as the Energy Technical Agent for the Large Diameter UUV (LDUUV). As the community s efforts gain momentum, we expect that the team will employ proven precepts for successful systems integration, including open architecture and incorporation of standard interfaces, to avoid rework or expensive or lengthy workarounds. This is vital, as high system reliability will be required to ensure credibility with the Fleet. Importantly, to bear results our efforts together must add to the meaningful and aggressive drumbeat of Fleet-supported experimentation with candidate systems. The developments described above refl ect a renewed effort across the Navy to provide our warfi ghters with improved and expanded UUV capabilities. The aforementioned standup of the UDSG and PMS 406, emphasis on LUE, and work under NWDC s related Distributed Netted Systems studies are all relatively recent initiatives that either wholly support UUV capability enhancements or materially contribute to them. While we each have our respective roles in supplying better technologies for national defense, none of us can afford to act in a vacuum and we all must work with a common goal of identifying and addressing evolving UUV needs. NUWC and NWDC have been welcome teammates in this effort and they are both making signifi cant contributions. By approaching a relatively old problem from new directions our community and hopefully the Fleet can glean greater benefi ts from the enhanced diversity of ideas while reducing development times. Going it alone or pursuing technology for technology s sake are notions that are simply no longer sustainable for either government or industry. As the Secretary of Defense has pointed out, the nation cannot afford quixotic pursuit of high-tech perfection that incurs unacceptable cost and risk. What will this endeavor produce? We believe that success will result in a blueprint for safe, reliable, and capable UUV systems that address identifi ed near-term operational gaps; lead to a plan for spiral development of select systems supported by CG/CD and experimentation; help defi ne next-generation UUVs that feature modularity and commonality, allowing easier payload integration; and foster business models that enable insertion of technologies and innovation without constant reinvention. The ultimate test, of course, is meeting the CNO s challenge NUWC LETTER CONTINUED ON PAGE 3

3 Division Chair s Message RICK UDICIOUS, UNDERSEA WARFARE DIVISION CHAIRMAN Thank you for the privilege to serve as your chairman, and thanks to Bruce Spear and all the predecessor chairmen for their leadership of this division. As is true with any volunteer service, those who seem the most busy are the most enthusiastic about taking on additional responsibilities. Our division leadership team represents precisely that spirit of service. About fi fty of our industry leaders, many who are also retired from the naval service, actively promote the vital mission of undersea warfare across the entire stakeholder community. This year s Fall Conference is a testimony to our conference planning team and committee leaders who will serve up another terrifi c Global instability and economics are presenting us with unprecedented challenges as we face a new future with a likely different reality. event which brings together our industry, government, academic and military stakeholders to address contemporary technology, programs, and issues. We will also confer annual awards on our most esteemed colleagues as recognition of their achievements. Over the past few months we have seen some leadership changes in our active duty liaisons with the division, most of whom you will meet or hear from at the conference. One of the key questions I always ask is how can NDIA help you better achieve the undersea warfare mission? That is what we are all about. An area where we continue to focus is the development of academic talent in the key technology areas supporting the Navy mission. As part of our annual budget, we are proud to sponsor stipends to graduate students at three of our premier institutions which support applied research and physics. Over the course of time, many of these students have built their careers in academia, government, or industry, providing us a worthwhile return on this scholarship investment. Partnerships with other teams have enabled us to leverage our resources across a wider constituency, a most recent example being the co-sponsor with the Naval Undersea Warfare Center for the conference addressing distributed netted sensors and unmanned undersea vehicles. Global instability and economics are presenting us with unprecedented challenges as we face a new future with a likely different reality. Our division submitted a set of issues to be reviewed by the corporate leadership at NDIA for inclusion in this year s top issues report to the Department NDIA UNDERSEA WARFARE DIVISION of Defense. An abbreviated version of this issue paper is included in this month s newsletter the submitted paper is posted on the division website. While it is easy to read headlines of gloom and doom fi scal projections, we should take pride that over a decade of budget challenges and dynamic resource allocations we have sustained an industrial base capability which is the envy of the world. Drawing from a list developed by your undersea warfare leadership team should make each of us proud to contribute to undersea dominance. Some of the signifi cant recent achievements include: Affordability and productivity initiatives enable the sustained multi-year authorization of our next fl ight of Virginia-class SSNs The fi rst fl ight of the P-8 Poseidon maritime surveillance aircraft heralds the next generation of capability for the airborne USW mission Initial deployments of new undersea and mine warfare systems such as RMS, ALFS, MH-60R and MH-60S are delivering a return on many years of development and investment Transition to production for new sensors and weapons systems, such as AQS-20, AMNS, MK 48 CBASS and MK 54, will contribute signifi cant capability to the USW inventory Delivery and deployment of LCS variants and USVs for the USW mission module are changing the game in littoral warfare Enhanced hull and towed sensor technologies are improving our acoustic advantage in a broad spectrum of threats and environments Applying the principles of the ARCI concept across all our USW and ASW mission systems has improved affordability and reduced the cycle time to insert new capability Fielding the USW-DSS has improved the connectivity and information sharing, enhancing the team sport ability of the battle forces Successful launch of an AIM-9X LWW from a submerged submarine will change the comfort zone of our adversary s aviation ASW forces As we plot the course for our collective industry, I hope you will agree that our intellectual capital will continue fueling these and new capabilities, whatever the pace of change. It is easy to look in the rear view mirror; however, we need to focus on the windshield, just as we teach our kids when they learn to drive! I am proud to serve you and welcome your feedback. Thanks to all the speakers for making this Fall Conference a priority. That you take time from your schedules to share thoughts and social time with us is the embodiment of a lasting partnership. UUVs... Addressing Fleet Needs CONTINUED FROM PAGE 2 to get operational UUVs that add warfi ghting value to the Fleet in our respective mission areas. At last year s Fall Technology Conference, we spoke of the need to focus on integration of and experimentation with maturing UUV technologies. The ongoing efforts described above underscore the Navy s commitment to do so and have hopefully set a stage for more and better communications between warfi ghters and developers. As we point out to our industry partners each year, this is a team sport. We will not be able to signifi cantly address the Navy s focus area of building the future force without your full participation. We rely on you, value your past and future contributions, and look forward to working with you as we collectively address this urgent Fleet need. 3

4 Spring 2010 NDIA UWD Awardees BOB KITTREDGE, AWARDS CHAIRMAN The National Defense Industrial Association (NDIA) Undersea Warfare Division was pleased to announce/present four of its most prestigious Awards during the Plenary Session of the Spring 2010 USW Conference in San Diego, CA on 9 March The NDIA Undersea Warfare Division is pleased to honor these signifi cant contributors to the Undersea Warfare community through our Awards program. The VICE ADMIRAL CHARLES B. MARTELL-DAVID BUSHNELL AWARD for exceptional contributions in the fi eld of ASW and/or Undersea Warfare technology was presented to Dr. Robert C. Spindel, Director Emeritus, Applied Physics Laboratory, University of Washington. The USW Division of NDIA is pleased to recognize Dr. Spindel for his pioneering contributions to the development and application of tomographic methods for acoustic remote sensing of the ocean interior from the mesoscale to the global scale, for his leadership in stimulating and supporting marine acoustics research, and for his important role in maintaining strong ties between the Navy and civilian ocean acoustics communities. Throughout his career he has played a prominent role in the design and implementation of innovative methods and technologies such as pulse compression signal processing, the keeping of precise time in long-term sub-surface moorings, acoustic navigation of mooring dynamics, a portable acoustic tracking range supported by the Global Positioning System, and new low frequency broadband transducers. These and other technologies he developed have made possible the design and implementation of acoustic tomography systems. Dr. Spindel has been the recipient of numerous national and international awards in recognition of his signifi cant contributions. The VICE ADMIRAL CHARLES E. WEAKLY AWARD for meritorious service and/or noteworthy Contributions to effective Government/Industry communications in the fi eld of Undersea Warfare (USW) was announced for Mr. James E. Thomsen, Principle Civilian Deputy Assistant Secretary of the Navy (RDA). During a career that has included numerous positions managing undersea warfare systems from torpedo defense to mine warfare (MIW), Mr. Thomsen has been both a leader in the government and a vital link to industry to realize success in the development and fi elding of critical systems. As the Program Executive Offi cer for Littoral and Mine Warfare (PEO LMW), he had responsibility for Integrated Undersea Surveillance, Littoral Combat Ship Mission Modules for Anti-Submarine Warfare, and all Mine Warfare programs. Additionally, Mr. Thomsen has been a major contributor and primary voice of Mine Warfare at the USW Technology Conferences. In increasing positions of responsibilities, Mr. Thomsen has been a tireless advocate for MIW and a driving force behind the US Navy s transition from dedicated to organic systems. Mr. Thomsen s commitment toward constructive dialogue between government and industry was highlighted by his initiation of periodic roundtables that enhanced dialogue among mission module providers and stakeholders leading to the on-time deliveries in FY08 of the fi rst LCS MIW and ASW Mission Packages as well as the transition of numerous MIW programs from development to production. The CAPTAIN GEORGE W. RINGENBERG AWARD is presented to recognize those who, through their service and leadership to the Undersea Warfare Division (UWD), have made noteworthy contributions to the organization. This year the Award was presented to Mr. Richard W. Talipsky, SEACORP. With an almost four decade distinguished military and civilian career in undersea warfare, Mr. Talipsky has served the NDIA in various capacities for over a ten year period. In addition to his current membership on the Executive Board of the UWD he is also the Chair of the UWD Undersea Vehicles Committee. Mr. Talipsky has demonstrated a long and sustained effort in growing and running his Unmanned Undersea Vehicle Committee in model fashion. His News e-blast is an excellent innovation which has improved information sharing and communication across the Unmanned Undersea Vehicle community. His collaboration with his Government liaisons has been exemplary. Mr. Talipsky has given us an outstanding example of how a Technical Committee should be run. The REAR ADMIRAL JACK JARABAK NDIA AWARD for Technical Excellence in the area of Undersea Warfare by a Student at the Naval Postgraduate School was presented to LCDR Jillene M. Bushnell. LCDR Bushnell distinguished herself in the diffi cult and highly technical Meteorology and Oceanography curriculum while attending the Naval Postgraduate School from March 2007 to December Her thesis, entitled Tail Separation and Density Effects on the Underwater Trajectory of the Joint Direct Attack Munition (JDAM), addressed the diffi cult problem of very shallow water (VSW) mine sweeping. LCDR Bushnell updated the STRIKE35 model to predict the threedimensional free-fall trajectory and orientation of a JDAM through the water. This model can be integrated into a tactical decision aid that will permit existing aircraft to utilize the JDAM for safe, swift and accurate minefi eld removal from any carrier deck or runway. 4

5 NDIA UWD Academic Fellowship Awardees DR. CHARLES ZENTNER, ACADEMIC FELLOWSHIP CHAIRMAN In the interest of promoting the development of scientists and engineers in the undersea area, the NDIA UWD funded a graduate fellowship program beginning in This support is provided to one graduate student candidate at each of the following universities: University of Texas; University of Washington; and The Pennsylvania State University. The awardees for the academic year: JASON D. SAGERS is the recipient of the award at the University of Texas. A doctoral candidate in Mechanical Engineering, Jason is pursuing dissertation research in shallow water acoustic propagation. In addition to the NDIA UWD Fellowship, he is the recipient of a Graduate Traineeship Award from the Offi ce of Naval Research. Undersea Vehicles Committee RICH TALIPSKY, CHAIRMAN TOM SHERMAN, DEPUTY CHAIRMAN JIM GRIFFIN, NUWC DIVISION NEWPORT, NAVY LIAISON Unmanned Vehicle Systems The Navy Gets Serious About Unmanned Vehicles and Establishes PMS 406 as the Navy s Unmanned Maritime Vehicles Program Office In an effort to capitalize on advance development in providing the Fleet unmanned assets through traditional acquisition programs, the Navy has established a new program offi ce for Unmanned Maritime Vehicle (UMVs). PMS 406 (as we veterans knew as the Navy s Lightweight Torpedo Program Offi ce of yesteryear) has re-emerged as the Navy s Program Offi ce for UMVs. Headed by CAPT Duane Ashton, PMS 406 is chartered to work with industry, laboratories and universities to channel the most promising advanced technologies into mature systems of record. With the rapid acceleration in technology advances, the Navy needs industry to provide inputs on emerging technologies that can be used for effective spiral improvements to fielded systems. The program offi ce goal is to coordinate unmanned vehicle acquisition by linking experimentation to maturing technology by building and fi elding several engineering development models and incorporate the comments from the Fleet users to spirally improve the systems. Administratively under the Program Executive Offi ce for Littoral and Mine Warfare (PEO-LMW), PMS 406 is managing the Surface Mine For the second year in a row the awardee at the University of Washington in Seattle is JEFFREY P. RINEHIMER. A Ph.D. candidate in the Civil Engineering Department, Jeffrey is studying the use of infrared techniques for remote environmental sensing of tidal areas. His research is part of a larger study sponsored by the Offi ce of Naval Research. SAMUEL L. DENES is starting his third year as a doctoral student in the Pennsylvania State University Graduate Program in Acoustics. Samuel s research is focused on the effects of environmental perturbations on the propagation of sound from water, through ice, and into the air in Arctic and sub-arctic environments. The stipend for each selectee is $6,000 per year. The NDIA congratulates the awardees for this academic year. The curriculum vitae for each of these outstanding students will be posted to the website in the near future. NOMWC AND ONR PERSONNEL DEPLOY UUV DURING EXERCISE FRONTIER SENTINEL Countermeasures System (SMCM) Unmanned Undersea Vehicle (UUV) that is expected to be part of the mine countermeasures mission package for the Littoral Combat Ship (LCS). UUVs Part of U.S.-Canadian Joint Exercise Frontier Sentinel Personnel from the Naval Oceanography Mine Warfare Center (NOM- WC) and the Offi ce of Naval Research (ONR) assisted in the integration of UUVs during Exercise Frontier Sentinel in the northern Atlantic. The annual joint maritime homeland security exercise involved the Canadian Navy, the U.S. Navy and Coast Guard, and federal, state and local agencies in the detection, assessment and response to maritime security threats. CONTINUED ON PAGE 6 5

6 Undersea Vehicles Committee CONTINUED FROM PAGE 5 NDIA Naval Undersea Warfare Center Co-sponsored Unmanned Vehicle Technology Symposium a Great Success The Naval Undersea Warfare Center Division, Newport (NUWCDI- VNPT) and the NDIA jointly sponsored a technology conference that was geared toward sharing a joint interest in the growth of technologies and new levels of Systems Engineering in UUVs to enable next generation Undersea Warfare (USW). The conference endeavored to create a cooperative environment on UUV technology in development at government, university, and private sector laboratories. The conference, held this past summer in Newport, RI, included both classifi ed and unclassifi ed sessions. The conference also provided sessions with company-government-only attendance that enabled proprietary technology discussions that allowed the Government to get a more in-depth knowledge of the technologies being developed. Overall, the conference provided an opportunity to potentially expand the local and national technology base through new business development that would be integrated into new UUV designs in a more rapid environment. Undersea Defensive Systems Next Generation Countermeasure The Navy has approved the two-phased introduction of the Next Generation Countermeasure (ADC MK 5), a new submarine launched expendable acoustic countermeasure. Phase I will introduce the countermeasure as an internally launched device via the three-inch launcher, and Phase II will fi eld the device as an integrated system of tactical decision aid, CSA MK 3 launch control panel, and external launch tubes. Expendable Acoustic Countermeasures The Naval Ordinance Safety and Security Activity (NOSSA) issued a new HERO SAFE ORDINANCE classifi cation to the Noise Acoustic Electromechanical (NAE) Beacon MK 3 Mod 3 and the Acoustic Device Countermeasure (ADC) MK 2 Mod 3 and Mod 4 devices, thereby eliminating the need for the HERO safe bag on surface ships. Also, approval was received for the use of the NAE Beacon MK 3 Mod 3 lithium battery on submarines. SLQ-25(v) NIXIE Towed Countermeasure System The Undersea Defensive Warfare System Program Offi ce (PMS 415) and NUWCDIVNPT are developing the prime item performance specifi cations for Version D of the NIXIE towed surface ship countermeasure system. The D version of this system is expected to interface with the in development Torpedo Warning System (TWS). Torpedo Warning System An industry and government engineering team, under the direction of PMS 415, is developing the TWS which will provide for the detection of incoming torpedoes and targeting information for the hard kill Countermeasure Anti-Torpedo Torpedoes (CAT), under development at ARL Penn State University. NAVY SHIPBOARD PERSONNEL DEPLOY NIXIE FISH We Continue to Solicit Industry Help on Identifying Technologies for Insertion Our study on Unmanned Maritime Systems Technology provided a common method of identifying emerging technologies and assessing their maturity to allow the Navy to select investments that would provide either breakthroughs for further development or technologies that had a high probability of being provided to the Fleet rapidly. With the rapid acceleration in technology advances, the Navy needs industry to provide inputs on emerging technologies that can be used for effective spiral improvements to fi elded systems. The rapid Commercial-off-the-Shelf (COTS) technology insertion methodologies that have worked so well in Navy submarine acoustic systems programs are being adopted by many other Navy programs. Their success, however, is largely dependent on industry identifying those COTS technologies that have the right technical maturity and can satisfy unique Government performance parameters to be quickly and effectively inserted into fi elded systems to gain affordable improvements in performance. The NDIA Undersea Warfare Vehicles Technical Committee will continue to work, as it has done on its recent technology study, to provide the Navy assessments on new technologies on a continuing basis. Please contact Jeff Smith (jsmith@bluefi nrobotics. com) for more information. If you are not on our list for our USW Vehicles e-blasts that provide periodic updates on our technical area, please contact Rich Talipsky ([email protected]) to get on the list. 6

7 Undersea Sensor Systems Committee JOSE RIO, CHAIRMAN JUERGEN KEIL, DEPUTY CHAIRMAN CAPT MICHAEL BYMAN, USN (PMS 401), NAVY LIAISON Our theme for the 2010 Fall conference is Leveraging the Undersea Environment. The focus of operation presently has drawn us into environments that are quite different from the more familiar deep water areas. This has been the case for a number of years and there has been adaptation but with the need to have effective operation in the vicinity of extensive coastlines and near harbor areas has come the need for further adaptation. There is heavier and more varied traffi c to contend with. The threat is also different with small diesel submarines, swimmers, small manned battery powered vehicles, and a plethora of mines. It has become essential that our environmental intellectual resources be directed at this challenge. A primary imperative is to supply the infrastructure needed for effective cross-enterprise coordination in sensor systems. Specifi c objectives should include advance deployment, distributed sensing networks, allied foreign systems support, scaled improvement, decision aids, and full exploitation of open systems and commercial architectures. It also will be necessary to concentrate on the land water interface. This is a pervasive issue due to the extent of coastal exposure in many areas throughout the globe and because of the relative importance of near coast shipping lanes to commerce. Harbors the interfaces to that commerce are particularly important and are susceptible to stealthy swimmer and terrorist threats. The distinct phenomenology such as the spectral and statistical distribution of noise and the local physical characteristics must be included in any effective and updated environmental model. Moreover, the high clutter associated with these environments requires that we adjust the processing not only to exploit the peculiarities but also to better refl ect the character of the threats encountered. The array of processing algorithms must be updated to better effect incipient objectives. Transition to technologies that have not been previously fi elded but promise signifi cant performance benefi t must be tested and validated. Such validation anticipates and avoids potential technical and cost risks while at the same time proving performance and point the way to long term maintenance and technology refreshment. Because of the likely geographical scale and the need for effective and uninterrupted surveillance it is necessary to revisit the search frequency regime and the use of the Reliable Acoustic Path (RAP) to implement extensive observation scope without incurring large expense penalties. A primary imperative is to supply the infrastructure needed for effective cross-enterprise coordination in sensor systems. NDIA UNDERSEA WARFARE DIVISION effective and timely communication networks include the submarine as is required in the expected ambient. Our Undersea Warfare Sensors agenda this fall includes many pertinent and timely topics that are sure to stimulate interest. Included in the agenda are such diverse topics as the use of cell computation to address highly parallel structures to process large scale sensing networks, cloud computing, submarine based synthetic aperture processing to obtain stealthy high quality bottom images, optical communications as a means of connecting the submarine at depth and speed, and a high degree of automation among many other relevant developments at various stages of maturity. There are presentations that highlight the signifi cant progress in supporting technology, improved energy sources, improved magnetic sensing, effective acoustic vector sensors, improved broadband projectors, and other technological breakthroughs. The great strides that have been made through the application of Commercial-off-the-Shelf (COTS) technology have made it possible to reconsider approaches that have been previously discarded as impractical or at best very risky. However, it must also be remembered that this is a two edged sword. The very advantages of low cost, wide availability and refreshment make the same benefi t available to our adversaries. We should constantly rethink and lead through venues such as our Joint Undersea Warfare Technology conference. I want to extend my thanks to Juergen Keil, our USW Undersea Sensors Committee Deputy Chairman, for providing invaluable assistance in organizing our agenda this spring. His contribution is one of the ingredients that make the conference possible and pertinent. We welcome CAPT Michael Byman, USN (PMS 401), our new Navy liaison, and we extend our sincere thanks to CAPT Rick Nicklas, USN, the outgoing Navy liaison, who has fi lled that role since the fall of I also want to thank Kim Williams and CAPT Bruce Roulstone, USN (Ret) for their superb and timely support. To accomplish the aforementioned transition an updated business model is required to enable rapid insertion of the new technology that will be required to keep pace with the evolving threat. The decision timeline must be accelerated as needed to affect a potent operational force capable of quickly containing any outbreak and maintaining control. It is essential that our submarines be well integrated into the force and that 7

8 Undersea Mine Warfare Committee ERIC HOLMES, CHAIRMAN JON WOOD, DEPUTY CHAIRMAN DONNA CARSON-JELLEY (PMS 495), NAVY LIAISON 8 This year s conference theme, Leveraging the Undersea Environment, has signifi cant implications for Mine Warfare as the mission stretches from deep water onto the beach with varied bottom types, and includes mines placed in the water column, on the bottom, or even buried. This represents both opportunities and challenges. The presentations at the Mine Warfare (MIW) Technical Sessions will address these issues and challenges starting with the Fleet needs (NMAWC), acquisition program status (PMS 495), LCS MIW Mission Package planning (PMS 420), Naval Oceanography s contribution (NAVO), and an overview of Science and Technology programs (ONR), as well as briefi ngs on Airborne Mine Countermeasures (AMCM), Very Shallow Water Mine Countermeasures (MCM), advanced sensors and processing, undersea weapons and mine neutralization. The mine threat is real. The Naval Operational Concept 2010 (NOC 10) specifi cally calls out this threat: The greatest area-denial challenge in the maritime domain remains mines. Mines are cheap, numerous, widely proliferated, and capable of constraining maneuverability from deep water past the surf zone to the maximum extent of the littoral. Current systems and procedures to clear mines from the deep water through the surf zone are effective, but slow, and in most cases require naval forces to enter the minefi eld. Moreover, those forces are often subject to harassment by area-denial weapons and fi res from the shore. In the future, emerging mine countermeasure capabilities will allow naval forces to more effectively identify and neutralize mines without entering the mine danger area. There is a clear recognition of the threat and the need for programs to counter the threat. One critical system is the Remote Minehunting System (RMS). The RMS program has received the Nunn-McCurdy Certifi cation from Ashton Carter, the Under Secretary of Defense for Acquisition Technology and Logistics. Most importantly, MIW requirements were validated as the Joint Requirements Oversight Council determined that RMS is necessary for national security and no other existing assets could fi ll the role of RMS. The restructured program includes a Reliability Growth Program, 18 LRIP vehicles, and a total of 54 vehicles. The certifi cation stated that the RMS provides a counter to adversary anti-access measures and helps to project and sustain forces in an anti-access environment. It also provides maritime remote minehunting capability, organic breakout capability, freedom to maneuver, and access to key regions. The Navy s plan for countering the mine threat is to employ MCM forces that consist of both legacy systems (MH-53Es, MH-60Ss and MCM class ships) and the Littoral Combat Ship (LCS) MIW Mission Module equipment. One of the most important issues for MIW is the transition from the legacy systems to the LCS. The LCS MIW Mission Modules are entering a signifi cant test period with end-to-end testing (detect to engage sequence) this year, followed by Developmental Testing, Technical Evaluation, and Operational Testing in the time frame. While these systems proceed through this extensive test program, there is still an MCM Modernization program that will upgrade the U.S. Navy s 14 MCM class ships. NMAWC provides the leadership as the USW Center of Excellence (including MIW), focused on support for the warfi ghter which includes providing feedback into the equipment acquisition side from the training and exercises they conduct. NMAWC will provide a perspective on the Fleet MIW needs at the MIW Technical Session. The greatest area-denial challenge in the maritime domain remains mines. There have been signifi cant recent changes in personnel and responsibilities in the MIW community. RADM Scott Hebner and RDML Phil Sawyer have assumed their roles as Commander and Vice Commander NMAWC, respectively. The PMS 406 program offi ce, headed by CAPT Duane Ashton, has been formed under PEO LMW with responsibility for UUV programs, such as SMCM UUV. PMS 403, now headed by Mr. Steve Lose, retains responsibility for the AN/WLD-1 and the TODAY S MINE WARFARE EQUIPMENT A COMBINATION OF LEGACY AND ORGANIC SYSTEMS AN/AQS-20 programs. PMS 420, LCS Mission Modules, is now headed by CAPT John Ailes. In addition to the presentations at the Technical Session, on Thursday we will hold a MIW Committee luncheon. We will discuss the briefs and other topics of interest, which may include the future of MIW beyond the LCS (an unmanned future?), the efforts in Open Architecture and Open Business Model, mines or advanced undersea weapon, and other challenges facing the community. In closing, I would like to recognize those who have served the MIW Community but have recently moved on: RADM Frank Drennan (Commander NMAWC); CAPT Paul Siegrist (PMS 403); and CAPT Mike Good (PMS 420). Our Navy leadership has been critical to the strides the community has made, especially as MIW transitions to the LCS.

9 Undersea Warfare Aviation Committee DAVE NELSON, CHAIRMAN GLEN SHARPE, DEPUTY CHAIRMAN As we head into the Clambake, the FY 2011 budget has been marked by Congress and the FY 2012 service budget recommendations have been submitted to OSD. A review of the available documentation indicates that the aviation portion of the USW portfolio did well in the FY 2011 budget and indications are that the FY 2012 budget sustained the Navy s desire to recapitalize its aviation capability. This reinforces SECNAV s stated priorities to continue to operate freely at sea in joint and interagency operations. NDIA UNDERSEA WARFARE DIVISION This reinforces SECNAV s stated priorities to continue to operate freely at sea in joint and interagency operations. To date the budget documentation indicates that the 215 airborne USW platforms planned for procurement over the Future Years Defense Plan (FYDP) are intact. Highlights of the state of USW aviation include: The P-8A Poseidon Multi-Mission Maritime Aircraft (MMA) test articles (T-1, T-2, T-3) are now at Pax River in testing to support an Initial Operating Capability (IOC) of 2013 RQ-4 Broad Area Maritime Surveillance (BAMS) system development and demonstration continues in FY 2011 with $529 million to provide a High Altitude-Long Endurance Unmanned Aircraft System designed to provide persistent maritime ISR of nearly all the world s high-density see-lanes, littorals, and areas of national interest. The BAMS program is envisioned as an unmanned adjunct to the P-8A MMA, and crucial to the recapitalization of Navy s airborne maritime ISR capability. The system will seek to leverage Maritime Patrol and Reconnaissance Force (MPRF) manpower, training and maintenance effi ciencies The MH-60R replaces the aging SH-60B and SH-60F helicopters, whose primary mission areas are undersea warfare and surface warfare. This platform will have numerous capability improvements including airborne low frequency sonar, multi-mode radar, electronic support measures, and forward looking infra-red sensor. Of note, over half of the future Naval Aviation inventory will be rotary wing platforms To get a better perspective on the signifi cant transition going on in Naval Aviation Undersea Warfare platforms go to the Naval Aviation Enterprise website to down load a public release copy of the Naval Aviation Plan January 2010 ( Other maturing focus areas having an affect on airborne USW are Maritime Domain Awareness and Intelligence, Reconnaissance, Surveillance, and Targeting (ISR&T). Although not pure USW both concepts continue to shape the requirement and budget for airborne capability. Concerns are being raised about potential lack of hard core USW training and the ability to maintain war-fi ghting profi ciency with the airborne USW communities spending a considerable amount of fl ight time operating over land. High altitude CONOPS development remains a top priority for the Maritime Patrol and Reconnaissance community. It goes without saying that sensor/weapon placement, from high altitudes, as well as RFI mitigation and GPS jamming, are some of the keys to the successful employment of the emerging P-8A weapons system. The future of successful airborne USW also depends on having both acoustic and non-acoustic wartime skill levels available on a sustained basis. Success will also rely on a sophisticated network to link potential wide area sensor fi elds and dissimilar platforms together for a common operating picture. Airborne USW remains a critical part of the overall core competency for the Navy. The committee s work/review of emerging technical USW systems can provide a supportive review for our Navy partners from an industry perspective. Once again, the Aviation USW technical session has an excellent mix of platform and sensors program status overviews along with both acoustic and non-acoustic sensor technology presentations. We look forward to your participation. 9

10 Undersea Command, Control, Communications, and Combat Systems Committee PAUL ROSBOLT, CHAIRMAN DR. BOB ZARNICH, DEPUTY CHAIRMAN CAPT CHARLES DAVIS (PEO IWS5), NAVY LIAISON Change is in the air! As the Navy s Information Dominance structure matures, we are looking at change both inside the Navy and out. Did you know that Navy Oceanography was now part of Information Dominance? Is there an undersea component to cyber-warfare? How do our combat systems have to change to fully support Information Dominance as a core mission area? We have a great lineup of speakers for the conference that will touch on these very questions. Our fi rst session (Wednesday afternoon) will be devoted to Program Offi ce updates, including one on Undersea Information Dominance Advances and Technical Challenges by CAPT Dean Richter, PMS 770. The second session (Thursday morning) will be devoted to decision making and associated technologies. Our fi nal session will include something new a focus on cost reduction. Our committee meeting will be held at the conference hotel at 2 PM on Monday. We will discuss how (or if) our committee focus and structure should change to better align with the new emphasis on Information Dominance. Please come and bring your ideas! The rest of this newsletter comes not from me, but from two of our key Navy combat systems programs PEO IWS5 and PMS 425. See you at the conference! From our Navy Liaison, CAPT Charles Davis (PEO IWS5): ASW remains a key Navy capability and mission with strong leadership focus. NDIA remains a vital communications path between government, academia, laboratories, and industry, who are all focused on delivering and maintaining Fleet ASW capabilities. I look forward to seeing many of our ASW teammates at the upcoming Fall and Spring NDIA Undersea Warfare conferences. Three important priorities remain at the forefront of ASW acquisition: system reliability, affordability and capability. Robust reliability, coupled with vigilant Fleet support, is mandatory to keeping our ASW systems effective in supporting the Fleet warfi ghters. Reliability must be a design driver from the very fi rst drawing made and line of software code written. As our combat systems become highly COTS-based, the inherent obsolescence of Three important priorities remain at the forefront of ASW acquisition: system reliability, affordability and capability. 10 COTS components must be understood, and tech refresh and mitigation plans must be established. Close collaboration between developers, system architects, network engineers, and integration test teams is required for delivering robustness and longevity in ASW systems. Programs need to have reliability as part of their technology assessments, and industry needs to be always developing and proposing ways to improve ASW system reliability. ASW systems must continue to be made more affordable. This applies to all sensor solutions as well as the software practices employed. Strategies utilizing common software product lines and common data strategies implemented across programs will support and enable affordability, interoperability and supportability. Third, within the constraints of reliability and affordability, capability must be developed and rapidly fi elded to the Fleet. Rapid COTS Insertion (RCI) and Advanced Processing Build (APB)/Advanced Capability Build (ACB) processes will be the proven and preferred methods. These provide advanced sensor deliveries integrated with software builds, and are already implemented in programs like the Submarine APB/RCI program and the Surface SQQ-89 A(V)15 program. They must be accompanied with robust and realistic training, implemented through high fi delity synthetic ASW training, such as the Submarine Multi-Mission Team Trainer (SMMTT) and Surface ASW Synthetic Training (SAST), again, built upon the common software product line approach. In summary, ASW remains a critical Navy capability. Our government/ academia/laboratory/industry teams must continue to deliver and maintain ASW capabilities in the Fleet with affordability and high reliability. From the Submarine Combat Systems Program, CAPT David Hahn (PMS 425): The state of the U.S. Navy s Submarine Combat Systems is better than ever. The Rapid COTS Insertion (RCI) business model continues to mature and 50 submarines have had their legacy combat systems replaced by the AN/BYG-1 Submarine Combat System. One of the oldest serving submarines in the force, USS ALBUQUERQUE (SSN 706), shares the same combat system as one of the newest submarines, USS NORTH CAROLINA (SSN 777). The TI-08 (Technology Insertion, 2008) version of the BYG-1 coupled with the This change engine allows the force to steadily increase capability to outpace the threat... other subsystems within the Submarine Warfare Federated Tactical Systems (SWFTS) installed on these ships is the most capable system in the world. The impact of these systems and the associated RCI business model as applied across the submarine fl eet is tremendous. The RCI business model covers the Sonar, Combat and Imaging subsystems and through the SWFTS Tactical Local Area Network encompasses all other subsystems necessary to bring warfi ghting capability to every submarine in the fl eet. The RCI model, very simply described, delivers a COTS based hardware suite along with an ever more capable software build every two years. This model marries the tempo and pace of COTS technology advances within the commercial market to the innovation of an ever expanding team of software developers. By fi elding a new model every two years and installing these suites on approximately12 CONTINUED ON PAGE 16

11 NDIA UWD Executive Summary of Top Issues 2011 NDIA s Undersea Warfare Division has submitted fi ve major issues for consideration in the 2011 NDIA Issue Paper. Summarized below in descending order of priority, the fi ve issues are derived from the following sources: Monthly issue papers posted on the NDIA website State of the Undersea Warfare Industrial Base reports submitted to SECNAV in 2003 and 2009 Inputs from the NDIA Undersea Warfare Division leadership team ALIGN REQUIREMENTS, PRIORITIES AND BUDGETS The QDR tracks well with the 2011 budget and is consistent with program terminations in the 2010 budget; however, there are signifi cant disconnects between program priorities and existing spending plans. One case in point is shipbuilding. A second is long-range strike, where there are gaps between stated strategic priorities and actual programs. The QDR contains considerable discussion on intelligence, reconnaissance, surveillance, electronic warfare, special operations, non-state actors, countering weapons of mass destruction, and improving cyber security. Tactical aircraft are supported, and while long-range strike is mentioned as important, little action is planned toward fi elding an actual capability. There is also a departure from the traditional two major regional contingency construct for force sizing. The QDR recognizes the potential requirement to conduct multiple concurrent, large-scale operations in disparate theaters, but it breaks from this in adding the need to conduct a wider range of operations to include homeland defense, support to civil authorities, deterrence, current wars and wars we may someday face. There is some uncertainty and wiggle room in this formulation. Defense spending at current levels cannot continue in the dire state of the U.S. economy, considering the pressures from burgeoning health-care costs, the continuing bill for combat operations (logistics primarily), and the capital equipment recapitalization bill that accompanies intense combat operations. Addressing these issues and challenges will require a different approach. A two-year budget would halve the review and approval time while doubling the program stability period. The NDIA UWD agrees that Congress could and still should review budgets for major programs at the various milestone points and for compliance with the legislation and that the DOD budget should be inclusive of operations and therefore not expected to be adjusted by supplementals to balance the checkbook. However, earmark reform should be immediate and consistent and the service chiefs and defense secretary should submit a comprehensive budget to meet the requirements established and agreed to by the force commanders and national security leadership. Program review and approval at the initial phases should provide a need base and fi duciary assessment prior to authorization in the context that future cancellation or termination are not budget and program management tools. Similarly, requirements and fi scal assessments should be equally rigorous prior to any discretionary cancellation or termination. Once a program is authorized there should be no ability to increase the requirements or the threshold levels of any existing ones, and any downward adjustment should be reviewed at the same level and scrutiny as was done when they were established. The operational test verifi cation approach should also be established prior to contract award such that the test and acceptance requirements are clearly known by the government program offi ce and contractors. SUSTAIN A COMPETITIVE DEFENSE INDUSTRIAL BASE The industrial base requires active management. The nation would be ill served, indeed, in a future crisis by a crippled industrial base that lacks the requisite skills base and capital standing to respond with alacrity to the demands that are placed upon it. There are two basic requirements for a healthy industrial base ongoing programs and a competitive environment. A recent Defense Science Board Report titled Creating a National Security Industrial Base for the 21st Century: An Action Plan to Address the Coming Crisis concluded that Defense Department policies actually impede the transition to an affordable military force for the 21st century. With the exception of the aviation industry, most major defense contractors only supply the military and have few, if any, commercial customers. If the government does not buy, the design and engineering capabilities eventually disappear. The reduced demand resulting from the collapse of the Soviet Union led to the fateful 1993 last supper when the Pentagon directed the downsizing and consolidation of the U.S. industrial base. That contraction has continued to where we now have only one supplier for some major systems and numerous single sources (some overseas) for commodities. This year s fi rst breakfast message that the Secretary of Defense is expecting a $100B cost reduction over the next fi ve years could further reduce contractor incentives, potentially shrinking the already CONTINUED ON PAGE 12 11

12 NDIA UWD Executive Summary of Top Issues 2011 CONTINUED FROM PAGE 11 tight investment budgets in defense unique technologies and in some cases reduce the competitive landscape. As competition is reduced, cost and quality suffer. This is almost axiomatic. There is a real need not only to maintain critical capabilities but to do so within the framework of a competitive environment. Maintaining competition when new starts are becoming fewer and further apart is becoming more diffi cult. But this, too, is fi xable. One solution is to dual-source platforms and commodities. The response to this always seems to be that it costs too much. However, many recent studies have documented that competition drives steeper learning curves and increases quality and responsiveness by contractors. These studies repeatedly posit two methods for keeping design teams ready and employed between program starts. One is to sustain design teams in between programs. The basic requirement is to fi nd something useful for them to do. The second is to stretch out the design effort. The problem to be overcome here is to keep the design technologically relevant through the extended design cycle. These studies concluded that this actually shortens the time for next program start and results in reduced costs overall. This approach could be applied to a variety of systems and platforms. Sequential NDIA reports in 2003 and 2009 on The State of the Undersea Warfare Industrial Base summarized the industry as: Fighting for Survival: Consolidating; migrating to commercial and foreign opportunities; continuing to evolve legacy systems to maintain production; COTS reducing production; trying to survive on R&D, integration and support; depending on Congressional plus-ups. Losing Skill Base and Intellectual Capital: Designers for non-cots components (transducers, telemetry, spatial/ spectral signal conditioning, etc.) are scarce; USW industry losing the best and brightest to better opportunities. Reacting to a Downsized Market: Fewer platforms; fewer new systems; less R&D and focused investment. The effects of these issues and their continuing negative trends are consistent with the fi ndings of the July 2008 Defense Science Board (DSB) Task Force Report on the National Security Industrial Base. Industry capability has struggled to sustain the necessary resources to support the undersea warfare area, and as a result has not been investing in breakthrough technology. Instead of a step-function increase in capability to open a wide margin against diesel submarines and modern mines, we have utilized spiral/incremental development programs to insert only that technology which will fi t the budget constrained programs with the highest demand signal from the immediate threats. Much of the recent capability enhancement has been via the technology afforded from the telecommunication and computing industry. By using Open Architecture (OA) and COTS electronics, signifi cant gains in signal and data processing have been achieved with only incremental investment. Although a major leverage at the national industry level, this business model has shifted the recurring production and sustainment of electronics from the defense industry to a generic industrial base which does not invest in national security domain expertise, sensors, or weapons. This has caused a migration of the industry away from some of the key enablers and into a modernization and sustainment role. Additionally, this trend has enabled government agencies to encroach upon system engineering and integration work previously performed by industry. Spiral development became the antithesis of signifi cant capability development. This incremental, often marginal, improvement to legacy systems does not address the challenges of the future. The perception that we lack an imminent and credible peer threat has caused resource sponsors and program managers to focus on sustainment and incremental capability insertion. This also impacts the intellectual talent pool available to address technology and application. Without visible priorities and investments, key talent is drawn to the higher profi le, better resourced programs. The concept of pacing the threat now has us chasing the threat and therefore lagging an acquisition cycle behind fi elded and observed adversary capabilities. Meanwhile the enemy and competitive international industries have been focused on developing technologies at a pace ahead of our counter abilities. This issue has been exacerbated by the consolidation of the industrial base and reduction in basic force structure, each dependent upon the other. Without signifi cant government investment, industry s R&D follows the profi le of sales and profi t which decline with platform volume. In parallel, the government has organizationally shifted to capabilities based resourcing making it more diffi cult for industry to fi nd decision makers or stakeholders able to commit to the future. As a result of the business environment, industry is losing the capability to provide signifi cant improvements, or in some cases, even to maintain competency on existing programs. CONTINUED ON PAGE 13 12

13 NDIA UWD Executive Summary of Top Issues 2011 CONTINUED FROM PAGE 12 Shortage of skilled labor is another well-known concern. The U.S. education system is failing to produce the technically skilled work force that is demanded by an advanced, world-class manufacturing industry. While a globalized defense industry is a reality, there is no excuse for not having the domestic skill base and technical ability to understand the application and operation of technologies we buy in the global marketplace. More federal leadership is needed in support of science and engineering education and scholarships. Recently we have heard pronouncements that the defense industry can surge to meet almost any need on an emergency basis. This ignores the reality of present day access to special materials as well as the complex nature of modern weapons systems and associated manufacturing processes. In order to meet its requirements for leading-edge capabilities, the DOD must provide industry better access to requirements and also develop programs which include an adequate mix of work and funding to sustain a capable workforce and physical infrastructure. Industry has the capability to provide leading-edge technologies, system design and integration, and long-term support for systems. Available funding needs to be applied to maximize the delivery of products in a restricted budget environment through cost reductions, including increasing the effi ciency of the business process. Achieving this change will require a revitalized effort by government and industry. ENSURE THE INTEGRITY OF DEFENSE ACQUISITION After hundreds of reform studies and thousands of articles, we still have not put many of those good suggestions into practice. In a Harvard Business Review article by Dan Lovallo and Daniel Kahneman titled Delusions of Success the authors say: In planning major initiatives, executives routinely exaggerate the benefi ts and discount the costs, setting themselves up for failure. This problem can be addressed by two factors: Highly experienced professional acquisition personnel and a disciplined approach to requirements. The problem is that we have not treated acquisition as a profession. Managed properly, we would educate and train just as other professions. Examine any successful, large program from the past, and you will fi nd highly experienced acquisition professionals at the helm. Look at current program failures and you will likely fi nd acquisition leaders who do not measure up to the professional profi ciency of their predecessors. We have seen some unqualifi ed leaders parachuted into acquisition organizations at fairly high levels. And even some senior acquisition executives have been, sadly, unqualifi ed for the position. Acquisition professionals do not come cheap or easy. It takes several years of schooling and training on the job. It has taken us many years to walk away from acquisition excellence, and it will take us some time to get back to it. Hiring 20,000 to 30,000 government employees over a short period of time will likely only fi ll the bench with players who are not fully ready to tackle the tough job of supplying a force at war with a shrinking investment base. The operators must to be able to forcefully advocate their war-fi ghting needs to a highly skilled and professional acquisition organization for each need identifi ed. The acquisition professional must then be able to articulate the exact impact of the operators requirements in terms of cost, schedule and performance. The referee for this process needs to be the chief of the service. Additionally, industry should participate in the process with adequate legal and ethics guidelines and processes to prevent any bias in future competitive acquisitions. Some recent interpretations of the administration s revised policies on integrity, ethics, and confl icts of interest have created artifi cial barriers which impede collaboration between government and industry. The notion of closing the doors to discussion with any and all contractors when a program offi ce fi rst thinks they will have a competition is counter-productive to having a good competition and being good stewards of the taxpayers dollars. The FAR states that all competitors are to be supplied with the same information. It does not say supply them all with no information. A solution is to post everything on a web site and let those who want to access what is available from the beginning to do so. Many bad competitions are the result of closing the doors far too early, providing little or no information on what the government wants, other than at Industry Day and in the formal solicitation. There are increasingly more competitions where there is no industry day and no draft RFP, with the technical specifi cation fi rst issued along with the RFP, giving the contractor only sixty days to design, estimate the cost, and schedule, and write a proposal. This could lead to hundreds of unanswered questions upon which the contractor will make bid assumptions, and the government may spend valuable contract funds closing the gap while potentially slipping the schedule in the design phase of the program. CONTINUED ON PAGE 14 13

14 NDIA UWD Executive Summary of Top Issues 2011 CONTINUED FROM PAGE 13 Some of the DOD guidance in the recent challenge to Do More Without More suggests that more competition and increased small business participation will lead to more affordable solutions. Developing the requisite data and bid packages for such acquisitions will require that we draw upon the knowledge base and system experience of the existing industrial base. The past few years of experience have seen major acquisitions face delays due to the workload of preparing solicitations which can withstand the test of a post award protest. NDIA can play a key role in establishing the new norms for a revised approach to acquisition and be a trusted partner to sustaining industry capability while maintaining a competitive landscape. When developing acquisition plans, the following key issues, as a minimum, should be addressed up-front to determine the cost and value of competitive procurements: What is the time and expense to prepare the RFP, review by contracts and legal, etc? What overhead expense will the government indirectly absorb from contractors who develop extensive proposals, and in many cases demonstration assets? Has the cost and time for the evaluation of the proposals, the questions, reviews, orals, etc, been included in the budget and timeline? What is the likelihood and cost of a potential protest? Does the risk profi le of the program allow suffi cient time for an inexperienced company to perform at an unreasonably low bid price? What are the potential industrial base outcomes (e.g., will the competitors remain competitive after a major program is awarded)? To survive and succeed, we need a partnering approach to focus requirements, budgeting, research, development, and acquisition. NDIA could play a wider role to facilitate and coordinate industry input to form an enhanced, broadened Government/Industry collaboration toward a common goal. NDIA stands ready to enable partnerships which will sustain competition and fi t within the government ethics and confl ict of interest policies. Some of the recent legal interpretations of NDIA s role in assessments and studies have challenged our ability to collaborate toward a common objective. These policies must be quickly and timely reconciled in order to address the overall issue of a healthy and responsive industrial base. MAINTAIN BALANCE LARGE, SMALL, PUBLIC, PRIVATE, GOVERNMENT, ACADEMIA The Defense Department is now putting the fi nal touches on its sweeping in-sourcing initiative which seems to be contradictory with the recent initiatives on cost reduction and productivity. Some growth in personnel seems necessary and prudent. Everyone agrees that shortfalls in the government acquisition work force in both skills and numbers must be fi xed. Of particular concern is having suffi cient expertise in key areas such as systems engineering, contracting and program management. However, it is equally important that in-sourcing not have detrimental effects on the industrial base. The government should ensure that the justifi cations for in-sourcing are fair and do not unreasonably punish the private sector. Stan Soloway of the Professional Services Council points out that the administration is assuming a 30 to 40 percent savings from non-competitive in-sourcing, and that these savings do not refl ect the government s true costs. He also concludes that some in-sourcing decisions are made arbitrarily, without careful study of what actual skills are required. One needs to keep in mind that the ultimate goal here is to increase effi ciency in federal programs and to make the government a smart buyer. In-sourcing decisions should include a total cost analysis to ensure that the long term outcome is the best value, just as the out-sourcing decisions and corporate make-buy alternatives are weighed. In-sourcing decisions may have a lasting effect on the competitiveness of future choices. With the government move towards in-sourcing there have been scattered industry complaints about the government poaching industry employees. Although defense offi cials deny the accusations, it must be acknowledged that the only place where government can recruit qualifi ed acquisition workers is industry. One concludes that the government does need more expertise in acquisition in order to be a better buyer. But the push to improve capability and skills must be focused and not arbitrary. Also, budget estimates need to be realistic with respect to costs and savings, otherwise the war-fi ghter ends up bearing the brunt. In-sourcing should not be viewed strictly as savings. Achieving a balance between the levels of industry, academia and government involvement in the development, production and support of military systems is key to sustaining defense superiority. The process requires active management to ensure that industry capability does not suffer a critical failure as the CONTINUED ON PAGE 15 14

15 NDIA UWD Executive Summary of Top Issues 2011 CONTINUED FROM PAGE 14 in-sourcing process and depot workload reallocation proceed. Clearly something must be done to manage this process. The Defense Department makes it a policy to rely on market forces to manage the industrial base, yet the department is somewhat managing the industrial base by beginning to pull workload. A way must be found to preserve both competition and industry capability as all this unfolds. A balance is needed, and smart management is required. Leaving it to market forces will not work. REVISE THE EXPORT REGULATIONS The scope and enforcement of export controls should address legitimate concerns while also contributing to the strength of our defense industrial base by enabling opportunities for U.S. companies to provide solutions for our allies security needs. Current rules do not refl ect the dramatic changes in the geopolitical and global economic realms that have occurred during the last 15 to 20 years. Suppliers need greater speed and effi ciency in meeting global market demands. The NDIA UWD fully concurs that protection of our national security and technological edge in key capabilities must continue to be the principal focus of our export control laws. The war on terrorism has increased concerns about key technologies falling into the wrong hands. We should aim to build higher walls around fewer technologies. National Security Advisor GEN James L. Jones recently announced several robust administration proposals for export control modernization which are consistent with NDIA s recommendations. In his keynote speech at the Senate Aerospace Caucus luncheon, GEN Jones detailed administration plans to create a new, more effective and fl exible regime for controlling the export of technology that differentiates between items commonly available commercially and the more sensitive items that require greater oversight than possible under today s system. In addition, the revamped system will create a clear line between military and commercial technologies and will establish a tiered ranking of controls for military technologies. Higher sensitivity military technologies will receive greater scrutiny and tougher controls, while lower sensitivity military technologies will be expedited for transfer to our military allies and partners. Most importantly, General Jones announced the administration s end goal of a new, single and independent agency that will merge export licensing activities at the State and Commerce departments under a board of directors reporting to the President. Many of the recently announced export reforms have been among NDIA s top policy concerns for a number of years. NDIA s International Division is actively engaged in reviewing and commenting on the new proposals and is committed to working with the administration in the successful implementation of the export control reforms. The full report on the UWD s fi ve major issues for consideration in the 2011 NDIA Issue Paper may be found at: 15

16 Fall Undersea Warfare Division Conference Sep 2010 PAUL NORMAND, FALL CONFERENCE CHAIRMAN VICTOR FIEBIG, FALL CONFERENCE CO-CHAIRMAN Technology has never been more powerful, and industry and academia have never been more capable of delivering solutions to the challenges... Undersea Warfare: Leveraging the Undersea Environment Technology has never been more powerful, and industry and academia have never been more capable of delivering solutions to the challenges that face our nation and the U.S. Navy as we work together to leverage the undersea environment. This year s fall conference will focus on the programs, capability gaps and challenges that lie ahead as we continue to protect the global sea lanes of communication. This year s keynote address will be delivered by the Chief of Naval Operations. Our plenary session includes the Director, Naval Reactors; Commander, Submarine Forces; Commander, Naval Sea Systems Command; Commander, Submarine Forces Pacifi c; Commander, Naval Mine and ASW Command; Director, Submarine Warfare; Director, Surface Warfare; and Program Executive Offi cer, Littoral and Mine Warfare. Also addressing the plenary session are the Chief of Naval Research; Program Executive Offi cer, Air ASW; Assault and Special Mission Programs; the Program Executive Offi cer, Submarines; Deputy Commander, Undersea Technology; Chief Technology Offi cer; Commander, Naval Undersea Warfare Systems; Executive Director, Naval Underwater Systems Center; Program Executive Offi cer, C4I; and Deputy Director, C4ISR N2/N6. Join us to develop a new understanding of the issues that the Navy-industry-academia team face as we plot a course to continued security by leveraging the undersea environment. Undersea Command, Control, Communications and Combat Systems Committee CONTINUED FROM PAGE 10 NDIA HEADQUARTERS Assistant Vice President, Operations CAPT Bruce Roulstone, USN (Ret) [email protected] Tel: Meeting Planners Kim Williams ([email protected]) Angie DeKleine ([email protected]) Tel: Please notify Kim or Angie of address changes. NAVAL SUBMARINE BASE NEW LONDON, GROTON, CT SUBMARINE CAPITOL OF THE WORLD submarines a year, a very effective change engine has been created within the submarine force. This change engine allows the force to steadily increase capability to outpace the threat and bring new sensors seamlessly onto all platforms while mitigating the natural, uncontrollable obsolescence of COTS equipment. This change engine also stimulates a broad and engaged industrial base whose members recognize the opportunity to be involved with a set of programs that deliver excellence to the fl eet at a steady clip. In the near term, the primary objective of the Submarine Combat System Program Offi ce is to continue to keep the RCI business model viable in order to develop, fi eld and install BYG-1 systems at the pace and quality dictated by the fl eet. As we look well out into the future, there appears an opportunity at the confl uence of submarine platform new construction windows. Much like the Virginia Block III ships, the Virginia Block IV/V and Ohio Replacement Program (ORP) platforms will use the same combat systems that populate the fl eet at the time of their commissioning. But unlike the current platforms in the fl eet, the command and control module that houses the SWFTS product set is not yet fi xed for VA Block IV/V and ORP. This presents itself as an opportunity to take a high look at how we arrange the SWFTS systems around the human operators to achieve the optimal combat effectiveness in the undersea environment. To that end, a series of Command and Control Center Alternatives Study and Experimentation (CASEX) events will be held over the next several years to engage fl eet operators, shipbuilders, industry and scientists in an attempt to set the future platforms on a path for continued excellence in submarine warfi ghting capability. This is an exciting time for all the participants in the submarine combat system fi eld and we welcome involvement from any and all parties. Copyright 2010 NDIA. All rights reserved. Cleared for public release. Printed in the U.S.A NDIA UWD NEWSLETTER Published periodically to communicate activities and plans. For inputs or suggestions contact: CAPT Tom Dion, USN (Ret), Editor Raytheon Integrated Defense Systems [email protected] Tel: Pam Reynolds, Art Director Raytheon Integrated Defense Systems, Advanced Media [email protected] Tel: Printing and publication of the NDIA Undersea Warfare Division Newsletter have been provided by Raytheon Integrated Defense Systems.