NATIONAL HARBOR, Md. — In its second annual Maritime Gala the night of May 7, the Navy League honored awardees from the highest levels of the sea services, but also dedicated the night to the often unsung work of sea service spouses.

The night’s keynote speaker, retired Chief of Naval
Operations Adm. Jonathan Greenert, pointed out that numerous military support
organizations were founded by spouses, like Operation Gratitude and the Semper
Fi fund, and he urged audience members to remember these organizations’
important work in their annual giving.

“Our sea services and our families would be hard-pressed to
function without sea service spouses … and they do it time after time,” Greenert
said.

He focused his speech on the importance of retaining the
public’s trust in the institution of homeland security and the military. Greenert
noted that many other pillars of American life are losing ground in Americans’
confidence, like the government or clergy, but the military is earning its spot
as an exception to that rule.

“The American public needs and deserves an institution that
we trust.”

He also acknowledged the service of Navy League National President Alan Kaplan, who is in the last few months of his term leading the organization in support of the sea services.

“The national president of the Navy League, the title, is
really the ultimate volunteer position,” Greenert said. “It’s a gift to those
of us in the sea services.”

The show featured an awards program, bestowing the Adm.
Arleigh Burke Leadership Award to Chief of Naval Operations Adm. John M. Richardson,
where he was given the award by his wife, Dana Richardson, who gave the award
to her “high school sweetheart and best friend.”

Richardson played an important role in another organization
awarded the evening of May 7. The Navy League gave its first-ever Sea Service
Spouse Organization Award to Naval Services FamilyLine, where Dana Richardson
serves as an ambassador.

The award, which was given by Ellyn Dunford, a long-time advocate for military spouses and wife of the chairman of the Joint Chiefs of Staff, Marine Corps Gen. Joseph Dunford, was accepted by FamilyLine chair Leanna McCollum, who acknowledged her organization’s long history of volunteers that have kept it strong.

“It wouldn’t be possible to be here tonight without the
support of the countless number of volunteers both now and since 1965,” McCollum
said.

In a surprise announcement, Navy League Executive Director Mike Stevens, retired Master Chief Petty Officer of the Navy, gave Naval Services FamilyLine a check for $10,000.

Head of corporate citizenship for First Data, Dr. Vivian Greentree, also a military spouse, gave out the night’s second award, the Theodore Roosevelt Award, to Bruce Mosler, chairman of global brokerage at Cushman & Wakefield. He is an advocate for the veteran and military spouse community, focusing his efforts on the 100,000 Jobs Coalition, now the Veteran Jobs Mission.

The night included performances by the Marine Corps Silent Drill Platoon and closed with a trio of country music stars, including Chuck Wicks, the Navy League’s first goodwill ambassador; Mark Wills; and Lonestar’s Richie McDonald.

NATIONAL HARBOR, Md. — The Navy and industry must do a better job at collaborating and monitoring progress throughout the entire acquisition process if the service hopes to improve how acquisition is done, a panel said at Navy League’s annual Sea-Air-Space symposium May 7.

Vice Adm. Nicholas Hine, 2nd Sea Lord with the Royal British Navy, said there is a need to monitor industry partners throughout the acquisition process, as “too often” the government just hands money to them and doesn’t check up, opting to deal with problems late in the acquisition process when major changes might need to be made.

Rear Adm. Michael Johnston, Coast Guard deputy commandant for mission support, said that both sides need to focus on the end mission goal.

“We always vet a team on the contractor side and really are with them every day,” he said. “We’re part of the risk meetings. That’s how we get at where we are in a program at every given time, and monitor the program early and often so we make minor adjustments.”

Vice Adm. Michael Moran, the Navy’s principal military deputy assistant secretary of the Navy for research, development and acquisition, said that the Navy needs to focus on real-time decision-making. He said that’s what happened in the Long Range Anti-Ship Missile program — a program that would normally take eight to nine years to field that only took four years as a result.

“Robust engagement between industry and government teams, sharing the models, enabling real-time decision-making — that’s a must for us,” Moran said. “That’s just a must.”

NATIONAL HARBOR, Md. — Being flexible while raising families
in an ever-changing environment continues to be a high priority for military
spouses, the spouses of top sea service officials said May 7.

The panel of spouses at Sea-Air-Space 2019 discussed
their experiences in dealing with the challenging but rewarding life of being
married to members of the military.

“It’s an adventure,” said Dana Schultz, wife of Commandant
of the Coast Guard Adm. Karl L. Schultz. Throughout their military careers, the
Schultzes have moved 21 times — an enormous challenge when you have five children
to raise.

“Four out of five of our kids would recommend this
way of life,” Dana Schultz said. “So, I think we were pretty successful
overall showing them the positive in this crazy life of ours.”

Constantly moving to new places around the world still can
be tough for kids and spouses, but Ellyn Dunford, wife of the chairman of the
Joint Chiefs of Staff, Marine Corps Gen. Joseph Dunford, said she believes the
best solution to fighting those challenges is making the best of your
situation.

“Bloom where you are planted,” Ellyn Dunford
said. “If you want to be miserable in life, you will be miserable. … It’s all
what you make of it. Are you going to look for opportunities that will help
satisfy whatever need is not being answered by the problem you are facing right
now?”

NATIONAL HARBOR, Md. — Grabb-It is turning car-windows into visual displays, grabbing not only the attention of occasional passersby, but their data as well.

Four cars lined up in front of the Gaylord National Resort
& Convention Center, which hosted Navy League’s Sea-Air-Space 2019 exposition,
showed off the start-up company’s digital display windows for their client,
Lockheed Martin. Video of the F-35 Lightning II joint strike fighter covered
the back-right window of the front car in the display — as if the window was
replaced by a computer monitor.

“We usually park the cars in strategic locations to
showcase whatever creative content they want to show or whatever call-to-action
they want to showcase,” a Grabb-It employee working the display said.

But the potential of Grabb-It’s display technology isn’t
limited to advertising, according to the employees at Sea-Air-Space display. “It
actually pings people’s devices while [the cars] are out in the city,” one
employee said. “There are sensors you can put on them to get a bunch of
data as they are driving around.” As in more specific data than a cellphone
tower can provide.

The employees also pointed out their clients have crossed
into various industries from banking to music and now defense, hence their presence
at the Gaylord for Sea-Air-Space.

“That’s the interesting part about it. It’s
something relevant to all kinds of industries, not just advertising or media,” one
employee said. “I never expected to be working with Lockheed Martin.”

NATIONAL HARBOR, Md. — The U.S. Coast Guard’s maritime security response teams (MSRT) continue to evolve, as the service looks to make them more effective and expand their capabilities.

The mission of the teams — one is based in San Diego, California,
and another is in Chesapeake, Virginia — is tactical, as MSRT is a ready
assault force, whose members are trained in maritime security, law enforcement
boarding procedures, force protection and environmental hazards response within
a tactical law enforcement operation. The teams also combat chemical,
biological, radiological and nuclear threats posed to the United States.

Lt. Jake Tronaas, Direct Action 6 team leader, Maritime Security
Response Team West, said his team is working on a more robust working
relationship with U.S. Indo-Pacific Command and other Department of Defense
agencies.

“In the last few years, our mission set has changed,” Tronaas
said.

Once focused primarily on issues related to San Diego, his team
now focuses on vast counter-terrorism responses and is responsible for an area
from Alaska to Australia.

Tronaas said his unit recently completed three weeks of training
in Alaska, in preparation for response potential incidents in the Arctic.

“We definitely need to work on being prepared to cover our
operational area,” he said during the Navy League’s annual Sea-Air-Space exposition.

The U.S. Department of Homeland Security agency team stays consistent
in terms of operations throughout the year, but sees a slight uptick in the
summer months, as more events, such as United Nations meetings along with presidential
and Coast Guard commandant missions, occur.

The team also recently transitioned to a maritime security
response team from the maritime safety and security team, allowing them to
focus on additional legacy anti-terrorism missions that predate the Sept. 11,
2001, terrorist attacks. 

“This
is a consolidation and will make us and the Coast Guard more efficient,”
Tronaas said.

NATIONAL
HARBOR, Md. — Using the congressionally approved Other Transaction Authority
with the Marine Corps Systems Command, Raytheon will integrate the Naval Strike
Missile (NSM) into the Marine Corps’ existing force structure.

In recent
years the Corps has determined a need to field an anti-ship missile to defend
its forces ashore and the fleet that supports them.

Randy
Kempton, Raytheon’s NSM program director, briefing reporters at the Navy
League’s Sea-Air-Space exposition here, was not at liberty to discuss which
platforms would deploy the NSM. He did say the Corps had a lot of integration
options and that the missile would be the same as the one on order with the U.S.
Navy.

The Navy has
selected the Naval Strike Missile for its littoral combat ships and
new-generation guided-missile frigate.

The NSM is a fifth-generation
long-range precision-strike cruise missile originally designed by Kongsberg. A
mobile, land-based version is deployed with the coastal defense forces of
Poland.

The missile
is produced “in partnership with Norway and its defense leader Kongsberg,” a
May 7 Raytheon release said. “The Marine Corps’ selection of the Navy’s
anti-ship missile enhances joint interoperability and reduces costs and
logistical burdens.”

NATIONAL HARBOR,
Md. — The meeting of Navy leaders with submarine shipbuilding industry
officials, planned for this month, will focus on integrating the production of
the Columbia-class ballistic missile sub and the future Virginia-class attack
boats, the Navy’s top acquisition executive said May 7.

The biggest issue is removing any conflict in the production of the two classes of submarines, which will be built by the same two shipyards — Newport News and Electric Boat, James Geurts, the assistant Navy secretary for research, development and acquisition, told reporters after his luncheon speech at the Navy League’s annual Sea-Air-Space exposition. The concern is the impact on Columbia if Virginia production “gets out the box,” Geurts said. That issue could become acute in five years when both submarines are in serial production.

The planned
meeting was announced by Chief of Naval Operations Adm. John Richardson, who
said it would seek to add back some of the schedule margin for Columbia that
has been eroded by production problems. Maintaining the schedule for Columbia
is crucial, because the first boat must be ready for its strategic deterrence
patrol in 2031 when the first of the Ohio-class ballistic missile subs is
forced to retire.

If any conflict in production emerges, Geurts said, the priority will be Columbia.

One another
current acquisition issue, Geurts minimized the impact from President Donald
Trump’s decision to reverse the Navy’s budget proposal to retire the aircraft
carrier Harry S. Truman rather than put it through the planned mid-life nuclear
refueling and overhaul, which would give it 25 years of additional service
life. Geurts said the change affected very little money in the fiscal 2020
budget, which is being processed in Congress. The cost of keeping Truman in service
and paying for the refueling and overhaul will be worked into the fiscal 2021
budget, and “we’ll do what needs to be done,” he said.

In his speech at
the Navy League luncheon, Geurts urged the industry and Navy officials in the
audience not to focus on sequestration and other budget problems but look at
what the Navy has accomplished in the last 18 months. “I’ve been incredibly
impressed with how fast this organization has changed,” he said.

He said the Navy
has saved about $30 billion through acquisition reform and has accelerated some
production systems by six to eight months, and industry is saving money through
innovation. He noted that the Navy would deliver 12 ships this year, more than
it has produced in decades. “We are getting tools out to the fleet,” he said.

NATIONAL
HARBOR, Md. — The first seven of Block II F/A-18E/F Super Hornet strike
fighters have been inducted into the service-life modernization (SLM) at
Boeing’s St. Louis, Missouri, facility, while next month the company’s San
Antonino facility will induct its first Super Hornet.

Bob Kornegay,
Boeing’s capture team lead for F/A-18, briefing
reporters May 7 at the Navy League’s Sea-Air-Space Expo in National Harbor,
Maryland, said the inducted jets will emerge as Block III Super Hornets with
their 6,000-hour life extended to 10,000 flight hours.

Boeing plans to process 40 Super Hornets
per year through the SLM sites, with production running through 2033.

Kornegay
described the Block III Super Hornet as having conformal over-wing fuel tanks,
freeing up two wing pylons for more weapons. The new version also will be
equipped with the Distributed Targeting Processor-Networked
(DTP-N), which incorporates the Tactical Targeting Network Technology
and produces a common operating picture. The Block II Infrared Search and Track
sensor will be installed in a centerline pod. With some additional coating
applied, the Block III will have a smaller radar cross-section and will feature
the Advanced Cockpit System.

This year the Navy issued a contract for
the fourth multiyear procurement for the Super Hornet, ordering 78 new Block
III Super Hornets over fiscal years 2019, 2020 and 2021. Production is planned
to continue through 2023, with 12 Super Hornets per year for three years.  

The two Super Hornets selected by Boeing
to be the test jets for the Block III program have been inducted into the
factory and will be ready to turn over the Navy at the end of the year, said Jennifer Tebo, director of Development
for the F/A-18 and EA-18G. This event had been accelerated by one year.

The conformal
fuel tanks were flown in February and March.

NATIONAL HARBOR, Md. — The new generation of Sailors, Marines and Coast Guardsmen who are entering the force and in the early stages of their careers is, well, different. Such is the consensus among the three senior enlisted leaders who spoke at Sea-Air-Space 2019 on May 7.

On one hand, these
young people come into military service with an unprecedented technological
savvy. On the other, they have a greater need to know why they are given the
tasks they must complete. And they must be placed in the right jobs — with the
understanding that they should know how to perform other tasks necessary to
support the warfighting mission. 

“From my
perspective, as I’m looking at the Sailor standing in front of me, is there are
too many choices and options in time management,” said Master Chief Petty
Officer of the Navy Russell Smith. 

Young Sailors
understandably are attracted to service by incentives like tuition assistance
and the ability to take college courses while deployed on ships. Still, Smith
said, those Sailors must know how to do their jobs. 

“What you’re
expected to do under high stress in the middle of the night, with things
exploding around you or the ship sinking,” is critical, Smith said. So too is
the “ability to continue the fight.” 

Leaders, Smith
said, need to convince their younger charges that goals like the achievement of
associate degrees are worthwhile.

“Stay with us. We’ll
help you get there — but focus on your job,” Smith said. 

Smith said he
spent too much time in the accession pipeline to believe that the next
generation of Navy leaders is not up to the task. 

“By any measure,
we have more capable Sailors today than any time in our nation’s history,”
Smith said, mentioning that performance and retention went up due to recent
efforts to bolster physical standards and boot camp requirements. 

Sgt. Maj. Robin Fortner
of the Quantico, Virginia-based Marine Corps Systems Command, discussed the
need to show new recruits what the service can offer them. 

“We have to make
sure we have the right incentives for those with the right skills to stay,”
said Fortner, who was standing in on the panel for Sergeant Major of the Marine
Corps Ronald Green. 

Master Chief of
the Coast Guard Jason Vanderhaden emphasized the need to allow the service’s
young men and women to specialize in fields that are compatible with individual
skill sets. 

“They want to get
really good at their jobs,” Vanderhaden said. 

But like his
fellow panelists, Vanderhaden stressed that these Coastguardsmen also must be
able to perform missions like damage control, law enforcement or helicopter
landings that may be outside of their ratings. As the smallest armed service,
the Coast Guard needs everyone possible to fulfill mission requirements, he
said. Moreover, as the service gains from technological advances associated
with the largest recapitalization in service history, young members’ skill sets
must grow accordingly to keep pace. 

NATIONAL HARBOR,
Md. — The Navy is investing $21 billion in a multiphase program to improve the
efficiency of its government shipyards, which have struggled to get ships and
submarines back into service on time. The program is called the Shipyard
Industrial Optimization Plan, said Steve Lagana, program manager for the plan
in the Naval Sea Systems Command Industrial Division.

Speaking at a NAVSEA
briefing at the Navy League’s annual Sea-Air-Space exposition May 7, Lagana
said the plan was developed in response to criticism from Congress, which has
complained about ships and submarines languishing in the yards or unable to get
in for required maintenance. A prime example of the problem is the three Los
Angeles-class attack boats that have lost their certification to sail due to
the overdue maintenance. The USS Boise has been waiting 18 months for its
required yard period.

The plan was
developed by a team of 40 engineers, Lagana said. The first two phases of the
plan were surveys of the yards and detailed analysis of the problems. Those
studies showed enormous inefficiencies created by the physical layout of the
yards, which had facilities providing parts or services to the dry docks in
some cases more than a mile apart.

Lagana showed
diagrams of the existing arrangements at the major yards and the planned
realignments, which would produce more compact and efficient facilities. At the
Puget Sound and Norfolk yards, the facilities serving submarines and
nuclear-power carriers would be separated and combined with their supporting
components.

“This is a whole
new way of thinking about the problem,” Lagana said. Ships in the yards do not
produce a lethal Navy, he said.