The Naval Surface Warfare Center Indian Head Division (NSWC IHD) is a working capital organization that develops and manufactures energetics for the Navy, Marine Corps and other services. The IHD in going through a $1.9 billion upgrade called the Energetics Comprehensive Modernization Plan (ECMP) to improve its capabilities and infrastructure to meet the requirements of the future.

Ashley Johnson, a Senior Executive Service civilian, became the technical director of Naval Surface Warfare Center, Indian Head Division in 2014. He discussed the role of the Navy’s own manufacturer of energetics with Senior Editor Richard R. Burgess. Excerpts follow.

What is the mission of the Indian Head Division?

JOHNSON:  The short answer is full-spectrum energetic materials, from cradle to grave. We do basic research, applied research, advanced technology demonstrations, manufacturing, logistics, engineering and fleet support. In the sense of energetic material systems, most people would immediately equate those two things like warheads, rocket motors, and bombs and so forth but it’s really much more expansive than that because it can involve fuzes and handling equipment associated with the systems — such as the packaging, handling, shipping and transportation.

Now that the wars in Iraq and Afghanistan are over for the United States, and with the growing tensions of Russia and China, how is your work shifting?

JOHNSON:  My previous job was the director of Marine Corps Science & Technology and deputy chief of Naval Research, Office of Naval Research for expeditionary warfare and combating terrorism. Our investment in the GWOT [the Global War on Terrorism] writ large was really about finding the enemy: It was a C4ISR, big data, intel, logistics kind of thing, because the assumption, deservingly so, was that we could defeat our enemy without any issue once we found them.

As a result, for that period of time, not a lot was done in the United States in the development of state-of-the-art and attention to detail on the munitions industrial base, commercial or organic. I say that not accusingly, just saying that as a matter of fact. Unfortunately for us, all of our potential adversaries or adversaries — Russia, China, Iran, and North Korea — did not take that vacation. We had a large comparative advantage in that ammunitions space — range, speed, terminal effects, signatures management, safety to some extent. They recognized they were behind, and they continued to invest in those areas, so, we have lost a fairly large comparative advantage as we focused on the necessities of GWOT. 

We’re approaching something that looks an awful lot like the Cold War as it looked in the ‘70s and ‘80s with the Soviet Union, which had a large capability. The question is clearly not can we find them; the question is, can we defeat them because they have systems that can rival ours. The situation is driving us toward really looking at ourselves in the mirror and saying, what is our state-of-the-art? Is it representative of what we are really capable of or is it representative of what we’re willing to continue to keep using? What is our industrial base and are we capable of manufacturing and providing at the point of use all of the things that we think we need in the context of something like we’re seeing in Ukraine where Russia is coming to grips with that. You can use a tremendous amount of ordnance in these kinds of sustained conflicts. Do you have the industrial base with which to sustain that operation?

I was surprised to learn that Indian Head is not just an RDT&E activity but also a major manufacturing facility.

JOHNSON: Indian Head has been in energetics since 1890. Indian Head was established initially as a proving ground for Navy guns, and it literally was cut out of the woods in southern Maryland for that purpose. After its victory in the Battle of Manilla Bay, the Navy recognized that the only vulnerability in its crushing defeat of the Spanish Navy was the fact that the Spanish Navy used smokeless powder. Although it didn’t really factor much into the outcome, it was recognized as a significant liability.

And so, the Navy wanted to pursue the manufacture or acquisition of [smokeless] powder. A commercial vendor was busy manufacturing propellant for European markets and did not have the capacity to produce it for the U.S. Navy. Very shortly after that, a bill was put through Congress and Indian Head was established as a naval powder factory. The Navy started to make its own propellant at Indian Head over a hundred years ago. Indian Head continues to be the source for a lot of unique munitions.

Of course, that’s changed over the years.  For example, a plant was built at Indian Head solely for manufacture of every pound of the propellant for the Polaris Missile System. It did the same thing for [the] Poseidon missile.

Interesting. Is there anything you’re supplying to Ukraine with its war with Russia?

JOHNSON:  I really cannot comment. I would just say we’re relevant to that theater also and I’ll leave it at that.

Indian Head has been involved at the ground floor of supplying munitions for the Navy for over a hundred years and that’s kind of what we’re just being asked to do again.

Specifically, what are we concerned about right now? Solid rocket motors. The Standard Missile figures prominently in this conversation, as do things like Tomahawk. There used to be 12 manufacturers in the United States for tactical rocket motors and now there are only two commercial vendors: Aerojet Rocketdyne in Arkansas and Northrop Grumman, which is using a Navy facility in Rocket Center, West Virginia. That’s it. The largest capacity left in the United States to produce cast composite rocket motors is Indian Head. We have a very large latent capacity that isn’t really being used yet which is why those partnerships are so exciting. Aerojet has partnered with the Navy, and we are going to make rocket motors here for our Standard missile to augment the commercial supply which is exactly where our mission is. We go into areas where we are needed, or we go into areas where no one can go.

Indian Head is viewed as part of the organic — government-owned — industrial base. There is no competition with commercial vendors going on right now. All of us in the munitions industrial base recognize it’s an all-hands-on-deck situation. This is the only way that we’re going to meet this need. It’s kind of the way we’ve been doing business for over a hundred years anyway. It’s just for the last 10 or 15, we sort of forgot about it.

Why is the Energetics Comprehensive Modernization Plan (EMCP) needed?

JOHNSON:  We are a very expensive facility. The net replacement value for Indian Head is between $5 [billion] and $6 billion. You’d be hard-pressed to recoup that or duplicate it if I gave you that much money just because of how difficult it is to build facilities like Indian Head. If you have a facility with that kind of unique capacity and capabilities, it takes a lot of money to take care of it.

If you go through a period of time — 10, 15, 20 years — when you use munitions essentially as a bill payer for other requirements, you don’t generate the resources you need to take care of facilities like Indian Head. When you have to exercise it again, you’ve got a “big principal” that you’ve got to pay down. ECMP involves the restoration and sustainment of weight and capacity that the Navy owns. We can do things, but we’re a little out of shape, and so, it’s a readiness issue.

The other part of ECMP is about modernization and increasing capacity. Our commercial partners — Aerojet Rocketdyne and Northrop Grumman — are well over 90% and probably closer to 95% in the utilization rate of whatever capacities they have. There is a need for the industrial base of the United States, commercial as well as organic, to grow to meet the demand signal that we’re seeing for munitions and so forth. Ultimately, we’re getting to 11 times our current capacity to meet the demand signals that we see from all of our customers as well as our commercial partners. That second piece of ECMP really helps build out the capacity to meet the demand.

The third and probably the most interesting, at least for me, element of ECMP is about hybridizing our business and investment model. In the past, we had to operate like a business since we’re a working capital fund activity as opposed to a general funded activity. That creates problems in periods of a bear market because, if I’m asked to recoup all my cost from just my customers, when people aren’t buying things, it becomes hard to amortize the costs. That’s when things don’t get done. That’s when maintenance becomes an issue because you have to start making choices. And so, what we’re doing with ECMP is trying to establish more of an ownership and responsibility at the Navy level off the top so that those things get paid for first and then we enter into more of a time and materials conversation with our customers.

So, it’s the hybridization of the business and investment model of Indian Head so that there is an appropriated line of accounting that gets put into this equation in addition to a working capital.

What are some of the major projects or improvements that are involved?

JOHNSON: Some of the initial stuff is really quite simple: fixing loading docks that have cracks in them; fixing secondary roads that have large potholes that I’d rather not drive nitroglycerine over; general improvements to the roads, lighting or other utilities. We may need a half a million dollars to unlock the latent capacity that’s there. I just can’t get at it because I’ve got these secondary and tertiary issues which are preventing me from using it.

With modernization, we’re talking about very specific improvements like casting and curing [of rocket propellant and warheads]. A major part of being able to make rocket motors is being able to mix the composite propellant. It needs very specialized vertical mixers. We have them in all sizes, but we need more of them. A major project improvement would be a second cast composite plant where we would increase the capacity of a lot of those unit operations, but also, do it in sort of a state-of-the-art. Indian Head’s cast composite plant was built 35 to 40 years ago. You wouldn’t do that now the same way, so we’re going to take advantage of efficiencies in industrial engineering and state-of-the-art equipment to basically double down or triple down on the capacities that we currently have.

So, really, the focus that is most meaningful is our cast composite manufacturing and that addresses modern rocket motors as well as warheads.

By cast composite, you mean mixing the chemicals and then molding them for a rocket motor?

JOHNSON: Yes. The process is very similar to making a cake batter. The very first thing that we do is get all the ingredients, then we put them in a mixer that looks an awful lot like a KitchenAid mixer. It’s obviously a little more involved than that but effectively does the same thing. We blend the ingredients, then once we get them out, we cure the mixture and it hardens in the places we want it [rocket motor or warhead body]. And then it gets assembled into an all-up round. That entire process involves mixing, casting and curing and the transportation of those assets.

What categories of engineers do you need?

JOHNSON: Engineers of just about every flavor, right now primarily mechanical and chemical. Actually, mechanical dominates but we need both. But I need industrial engineers, I need electrical engineers, so just about every type and flavor. I also need the hard scientists, too: physicists and chemists.

We have another mission that has to do with chem/bio which I won’t get into right now, but it’s a big part of what we do, so we have biologists. We have life scientists here as well. We’ve got maybe about a thousand technical people all the way through Ph.D., close to a hundred Ph.D.s here in the hard sciences. But I have a need for program managers, comptrollers and business folks. Now with this huge modernization effort I need guys who actually need to be able to do construction and construction management whether it be contracting or building management.

What is Indian Head’s place in the local economy?

JOHNSON: We’ve got about 2,500 government civilians and about 500 contractors. I might have to add 500 to 700 individuals just in our manufacturing operations alone to meet the demand signal. They’re going to government civilians, contractors, and partners like Aerojet people who are going to be working here side-by-side with our guys. It’s a big shot in the arm or opportunity for the state and for the local communities because we’re just going to get bigger. Indian Head is already, on any given day, the largest employer in the county.

How do you plan to attract extra employees?

JOHNSON: That’s the easy part. It’s not hard to get people excited about being a patriot. It’s not hard to get people excited about coming to do what we at Indian Head. Energetics work is pretty exciting. You make things that go boom and whoosh, and it’s also exciting science. So, attracting talent is easy; it’s the retention of the talent that’s harder. Can you compete for people’s attention in terms of how the environment looks around? Is it a nice place to live? Are there things to do? We’re working with the state and the county on that because where we are located it’s kind of out of the way and that might be for obvious reasons, but it’s still an issue with regard to being able to retain people. We’ve got to try to make that ecosystem around us as inviting as possible.

The other piece is really about people who are drawn to this work like to do stuff and, like over the last 10 or 15 years, you can’t retain talent when people aren’t doing anything. And so, a lot of people have left the market or, if they’ve got into it, they got bored because we really weren’t buying a lot in the area of munitions and/or similar systems, and so, they’ve left. I think the demand signal will take care of that. But it’s important to commit to this, because, after these surges are over, we need to maintain our focus on this area.

The $1.1 billion build-up of the Naval Surface Warfare Center Indian Head Division (NSWC IHD) will affect not just the facility but also the surrounding community. Kelly Robertson-Slagle is the Director of Economic Development for Charles County, Maryland, home of NSWC IHD. She works closely with the NSWC IHD to coordinate county development and support its infrastructure improvements and personnel growth.

How will the Navy’s planned investment at Indian Head affect Charles County’s economy?

ROBERTSON-SLAGLE: First and foremost, there will be new business opportunities for our existing county businesses. By that, I mean the Navy’s $1.1 billion investment will be spread across 500 infrastructure projects over the next 10 years. This investment will open up opportunities for our local businesses to potentially bid on these projects. Having that type of investment here in Charles County will be extremely impactful.

Second, new commercial development and redevelopment opportunities translate into additional commercial tax revenue. Right now, there are about 2,700 people located behind the gate of the base, and manufacturing is on a nine-to-five schedule. Within the next five years, manufacturing on the base will occur 24/7, which means more foot traffic. We expect an increase in commercial enterprises setting up on the western side of Indian Head, attracted by the growing population. We hope to welcome various businesses, from retail stores and restaurants to service providers, to address the current scarcity in these sectors.

Equally important are the new job opportunities and workforce training opportunities that will be created. As the base’s manufacturing facilities upgrade to meet modern “smart arsenal” standards, there will be a substantial need for a knowledgeable, 21st-century “smart workforce.” We are collaborating with NSWC-IHD and various strategic partners, including the Charles County Public School System, the College of Southern Maryland, the Energetics Technology Center and other private energetics industry partners, to develop advanced workforce programs.

These initiatives will train individuals in the specialized skills necessary for operating energetics manufacturing effectively, and we want to ensure that we’re developing the appropriate level of apprenticeships. Our aim is to provide residents with experience at NSWC IHD with full-time employment opportunities locally. We are actively seeking these opportunities and are also focused on sparking interest in younger generations to sustain local workforce engagement. We must be able to expand our workforce pipeline in Charles County.

We’re also engaging with our K-12 system to provide students with opportunities to interact with the base, experience the technology and gain an understanding of the energetics fields. Our goal is that whether they pursue vocational training, higher education or construction-related courses, their experiences will encourage them to return to Indian Head. We hope they know they will have a job to return to with excellent pay, a good quality of life, and a place where they will want to set up shop and raise their families.

What is the estimate of Indian Head’s annual contribution to the county’s economy in terms of dollars?

ROBERTSON-SLAGLE: In FY 2022, the total payroll for Indian Head in Maryland was $346 million, with an additional $44.6 million generated through Maryland-based contracts. Of those dollars (between payroll and Maryland contracts), 68% went to employees or businesses in Charles County.

Beyond their annual tax contributions, the county benefits from NSWC IHD’s presence. Charles County Public Schools and the College of Southern Maryland gain in-kind mentorship opportunities, such as sponsoring science fairs, providing internships, and funding robotics programs and research initiatives. They’ve been fantastic community partners to us for many years, and we don’t see that slowing down at all. If anything, we see that ramping up a bit.

What type of infrastructure do you have to consider with the expansion?

ROBERTSON-SLAGLE: The base borders the town of Indian Head, which is its own municipality (one of three in Charles County). From a county perspective, we continue to work hand-in-hand with the Town of Indian Head to help address infrastructure improvements that must occur with the increase of employees and traffic. One of our monitoring priorities is Maryland Highway 210, from the county line all the way to the base gate. In collaboration with the Town of Indian Head, we are addressing traffic flow, safety, and walkability within the town.

Additionally, broadband infrastructure is always a top priority, not just for the western side and the base but across the entire county. We are particularly proud of a recent project, completed in partnership with the state and the town, which extended high-end fiber optics to the base. This project, which was one of the 500, has enabled the base to implement a closed-loop fiber infrastructure behind the gate.

The base recently signed an MOU [memorandum of understanding] with our local electric co-op, Southern Maryland Electric Cooperative, to take over management and upgrades of the electrical infrastructure behind the gate. The county is certainly committed to supporting those efforts as well.

Does Charles County have the workforce it needs, or do you expect a large influx of new residents?

ROBERTSON-SLAGLE: It’s a combination. Historically, Southern Maryland has largely been a bedroom community for federal government employees. Currently, we have slightly more than 5,000 Department of Defense [DoD] civilian employees residing in Charles County. To us, that’s a serious selling point! We already have a very strong DoD civilian workforce here. Regionally, up to 500,000 professionals could potentially be part of this hiring pool. We are robust in this regard. Valid DoD or contractor opportunities at the base could attract federal employees who currently commute outside of Charles County to consider employment closer to home so that they can work and live within the same community.

The base has also been working on what they call “CITE” agreements — public-private partnership agreements where private defense businesses specializing in the development of energetics can partner with the base, bringing a portion of their workforce to enhance the manufacturing capabilities on site.

With these CITE agreements, we also expect to attract an additional workforce. There’s potential for individuals to move to Charles County or the broader Southern Maryland area in pursuit of these job opportunities.

That reminds me of when Naval Air Systems Command (NAVAIR) moved from Arlington, Virginia, to Patuxent River, Maryland, and defense contractors sprang up like mushrooms along Highway 235.

ROBERTSON-SLAGLE: Yes, NAVAIR transformed that whole corridor; they’re still doing fantastic things down there. We expect a similar turnout along [Highway] 210, in what we call our “Western Charles County Technology Corridor.” We are already receiving phone calls from contractors and interested parties who are aware of the business opportunities at the site. They are exploring real estate and potential redevelopment opportunities, preparing for when those contracts are awarded. It’s an extremely exciting time for us.

Why is Charles County such a prime location for defense installations?

ROBERTSON-SLAGLE: Charles County is within a 40-minute drive of several key federal labs and military installations. We also offer easy access to major cities like Baltimore, Richmond, and Washington D.C., which includes proximity to government agencies, customers, and suppliers, and keeps defense and federal contracting firms on the cutting edge. We’re sitting in what I call a “sweet spot.” We developed a map that shows Charles County’s proximity to Joint Base Andrews, Naval Air Systems Command in Pax River, Navy Support Facility Dahlgren [Virginia], and Indian Head, as well as Washington, D.C. Charles County also maintains one of the highest percentages of engineers and doctoral scientists in Maryland and one of the highest percentages of engineers and doctoral scientists in the country.

Upskilling is essential for local companies to stay ahead of the marketplace. Our partnership with the College of Southern Maryland and its cutting-edge upskilling capabilities is invaluable. If a company needs to upskill its workforce to implement new technologies, it can tap into a resource pool like never before to develop custom curricula focused on skill enhancement. Every industry faces challenges with an aging workforce, and upskilling is crucial. With the pace of technology, we can’t be competitive without it.

The College of Southern Maryland, a two-year community college, was formed almost 20 years ago by three individual colleges in Charles, Calvert and St. Mary’s counties. This merger, aided by the three boards of county commissioners in Southern Maryland, was an extremely smart move, creating cutting-edge opportunities, better use of budget and opportunities to grow.

The college’s Velocity Center, located just outside the base gate, partners with NSWC IHD. It provides a space where base officials can conduct training and host various events outside the gate, including machine shops, training classes, STEM events and diverse community activities in collaboration with the base. This setup allows personnel from Indian Head access to share industry best practices without jumping through a thousand hoops [the security protocols] to enter the base. That facility has turned out to be a fantastic asset for us, not just in Charles County but definitely for the base itself.

We also have great partnerships with the University of Maryland College Park, The Higher Education Center and many more. When it comes to the College of Southern Maryland, however, located right here in Charles County, you can’t beat the flexibility and the caliber of programs we can implement together.

On average, lease rates in Charles County offer companies about a 34% savings compared to other areas in the D.C. Metro area. We have affordable utilities, clean energy options and incentives to provide to industries considering Charles County. When we are approached by businesses interested in our county, our team can show them turnkey properties, although they must still navigate the regulatory review process for new construction. We are committed to keeping this inventory active and available for commercial businesses and industries looking to establish themselves here.

VANCOUVER, Washington (June 4, 2024) – Vigor, a Titan Company, has begun low rate initial production (LRIP) on the Maneuver Support Vehicle (Light) (MSV(L)) vessel at its facility in Vancouver, Washington. The new generation U.S. Army landing craft replaces the Vietnam-era Landing Craft Mechanized 8 (LCM-8). Vigor completed and launched the prototype vessel, SSG Elroy F. Wells, in 2022 and now commences work on the next phase of the new $1 billion contract. More than 180 skilled workers are expected to support the project over the next five years. 

“Beginning this work represents a milestone for the Army, for Vigor and for our employees,” said Jayson Robinson, Vigor’s Vice President of Fabrication. “It is a credit to the great work of our team over the last several years and the partnership with the Army to have the opportunity to take what we have learned from the prototype and build the next generation of landing craft. Our employees are incredibly proud to support our national defense and our customer’s critical mission.”  

Vigor was originally awarded the contract in 2017 and secured the Vancouver, WA facility to complete the prototype, multiple vessels under low rate production, and several more over ten years. The vessel is designed to support Army Mariners and their payload in even the most difficult environments due to its state-of-the-art maneuverability and stability.  

After undergoing sea trials throughout 2023, Vigor and the Army completed the DD 250 handoff of the prototype vessel in February and began planning for production of future vessels. The next phase of fabrication began this week and will continue for the next five years 

“This project will not only improve the Army’s capabilities, it provides more than 180 family wage jobs here in Vancouver,” Robinson said. “We are honored to have been selected for this work and committed to providing a quality, reliable vessel to our customer.”  

NASHUA, N.H. — June 5, 2024 — BAE Systems received a $95 million contract from the U.S. Navy for advanced countermeasure pods to protect the P-8A Poseidon Multi-Mission Maritime Aircraft from missiles and other threats. The electronic warfare (EW) pod detects and counters inbound threats, protecting the Poseidon and its crews, and expanding the aircraft’s operating range in contested environments. 

“We’re working closely with the U.S. Navy to deliver innovative solutions to protect this critical, high-value aircraft,” said Don Davidson, director of Advanced Compact Electronic Warfare Solutions at BAE Systems. “We quickly prototyped a very capable system using proven technology to defend against air-to-air and surface-to-air guided threats.” 

BAE Systems’ survivability pod provides early threat detection and effective countermeasures to protect U.S. and international high-value airborne assets. The system’s flexible, open architecture design allows rapid and affordable modernization, is compatible with future threat-detection and decoy countermeasure capabilities, and can host third-party EW techniques. 

The engineering and manufacturing development (EMD) contract follows a rapid-response contract from the U.S. Navy to demonstrate the system in 2021. The BAE Systems team designed, built, and tested a demonstration pod, exhibiting strong military-industry collaboration and rapid prototyping. The EMD contract follows successful airworthiness and effectiveness testing. 

The P-8A self-protection pod is part of BAE Systems’ Intrepid Shield^TM layered approach to aircraft and ground platform survivability that uses the full electromagnetic spectrum to detect, exploit, and counter advanced threats. The pod can be rapidly adapted for other high-value airborne assets, enabling them to operate in contested environments. 

Work on the P-8A pod and its components is conducted at BAE Systems’ state-of-the-art facilities in Nashua, New Hampshire and Austin, Texas. 

From U.S. Central Command, June 4, 2024 
 

TAMPA, Fla. – In the past 24 hours, Iranian-backed Houthis launched two anti-ship ballistic missiles (ASBM) from Houthi-controlled areas of Yemen into the Red Sea. There were no injuries or damage reported by U.S., coalition, or commercial ships.   

This continued malign and reckless behavior by the Iranian backed Houthis threatens regional stability and endangers the lives of mariners across the Red Sea and Gulf of Aden.  

U.S. Coast Guard Atlantic Area, May 31, 2024 

PORTSMOUTH, Va. — The crew of U.S. Coast Guard Cutter Seneca (WMEC 906) returned to their home port in Portsmouth, May 21, 2024, following a 58-day migrant interdiction patrol in the Windward Passage and Florida Straits. 

Seneca’s crew deployed in support of Homeland Security Task Force – Southeast (HSTF-SE) and Operation Vigilant Sentry (OVS) while at sea in the Coast Guard Seventh District’s area of operations. 

Patrolling off the coast of Haiti and southern Florida Straits, Seneca’s presence helped deter migrants from taking to the sea in unsafe vessels to ensure the safety of life at sea and protect the maritime borders of the United States. 

While at sea, Seneca worked with a Coast Guard Air Station Miami HC-144 Ocean Sentry airplane crew and responded to an international search and rescue case involving an overboard passenger who fell from a cruise ship. 

During the deployment, Seneca’s crew had the opportunity to attend the inaugural Fleet Week 2024 in Miami, Florida in early May. Crew members conducted nearly 1,000 public tours over a six-day period, showcasing the U.S. Coast Guard, cutter Seneca, and the service’s missions. Seneca hosted numerous VIPs aboard to include Secretary of the Navy Carlos Del Toro, local and state politicians. 

“It’s been an honor leading Seneca and her crew, serving alongside the best and brightest women and men in the service,” said Capt. James F. McCormack, commanding officer of Seneca. “Seneca and her crew provided stability in the maritime environment of the South Florida Straits and represented the Coast Guard with distinction amongst the other U.S. maritime services at Fleet Week Miami. Seneca lived up to our motto, “Tradition of Honor, A Legacy of Action.”” 

While deployed, Seneca’s crew transited over 9,000 nautical miles. 

Established in 2003, HSTF-SE is the Department of Homeland Security-led interagency task force charged with directing operational and tactical planning, command and control, and functions as a standing organization to deter, mitigate, and respond to maritime mass migration in the Caribbean Sea and Florida Straits.  

OVS is the 2004 DHS plan that provides the structure for deploying joint air and surface assets and personnel to respond to irregular maritime migration in the Caribbean corridor of the United States. Its primary objectives are to protect life at sea while deterring and dissuading mass maritime migration alongside our federal, state, and local partners.   

Seneca is a 270-foot, Famous-class medium endurance cutter. The cutter’s primary missions are counter drug operations, migrant interdiction, enforcement of laws and treaties, and search and rescue in support of U.S. Coast Guard operations throughout the Western Hemisphere. 

For information on how to join the U.S. Coast Guard, visit www.GoCoastGuard.com to learn more about active duty and reserve, officer and enlisted opportunities. Information on how to apply to the U.S. Coast Guard Academy can be found here.  

From Naval Air Systems Command, June 3, 2024 

LEXINGTON PARK, Md. — The stars were out for over 200 attendees May 29 at the Naval Aviation 3-Star Summit in Lexington Park, Maryland. The evening’s theme was “Advancing Naval Aviation Readiness for the High-End Fight.” 

The event marked the first-time leaders of the Naval Aviation Enterprise, including NAVAIR Commander, Vice Adm. Carl “Chebs” Chebi; Commander, Naval Air Forces Pacific and “Air Boss” Vice Adm. Daniel “Undra” Cheever; Director, Air Warfare Division (N98) Rear Adm. Michael “Buzz” Donnelly; and Marine Corps Deputy Commandant for Aviation Lt. Gen. Bradford “Gilla” Gering gathered for the event, hosted by The Patuxent Partnership, Association of Naval Aviation and Marine Corps Aviation Association. 

The panel spent 90 minutes addressing a wide range of questions on topics including recruiting and retention, overcoming budget challenges, joint capability development, accelerating capability delivery, unmanned aviation, increased automation (artificial intelligence and machine learning), and Live Virtual Constructive Training.   

Vice Adm. Chebi opened the discussion with an audience question about improvements to the requirements process to help the naval aviation community be a little more flexible. 

“I think that is a very specific area we need to look at formally,” replied Adm. Donnelly, director of the Air Warfare Division (N98) at the Pentagon. “There is a recognized shortfall in the speed we need to move with innovation…to take advantage of what industry can do. The current process cannot keep up with the way we are doing things right now.” 

Chebi said while it is a “long, laborious process, there’s a lot we can effectively apply within the construct of ‘big R’ requirements to get capability out there now. There are so many authorities and flexibilities we can leverage to increase warfighting capability and the availability of our platforms.” 

Air Boss Vice Adm. Cheever then addressed retention and recruiting in naval aviation. 

“There are gaps out there. [In the enlisted specialties] we don’t have a lot of young apprentices,” he said. “So they’re not training to become journeymen and supervisors, and the development is a little slower than we’d like right now. In the officer ranks, we’re mitigating department head shortages, as well as junior officer shortages, by assigning temporary duty in key billets. The flexibility and standard of excellence in naval aviation ensures even those who didn’t train with the team, can seamlessly join the team. I’m pulling pros from the bullpen that are really trained and really good.” 

From the Marine perspective, Lt. Gen. Gering said, “in aggregate, we’re making our recruiting mission. If you look at our retention goals, we’re making those as well.” 

Chebi also asked the panel to discuss budget challenges for Naval and Marine Corps aviation. 

“Balancing crisis response with modernization is one of the Commandant’s five priorities,” Gering said. “Crisis response is a must pay bill; we must look for trade space in modernization with a fixed top line.” 

Chebi was then asked about new collaboration with the other services in future launch weapons solutions. 

Donnelly noted an increased level of cooperation in that arena. 

“Coming back into the Pentagon from my previous requirements job… I’m pleased at how close we are cooperating with the Air Force, particularly in weapons. We’ve got a partnership in [long-range and penetrating weapons] as well as air-to-air. With our partnered use of the F-35 Lightning II, the fit, form, and function vis-a-vis weapons carriage and delivery match both our needs.” 

Donnelly also emphasized partnership with industry. 

“I think our industry partners recognize how much the DoD and the services are investing. That partnership has been very helpful, and it’s also included Congress who has given us some legislative authorities for multi-year procurements.” 

An audience member asked the panel the status of a replacement for the Navy and Marine T-45 Goshawk training aircraft. 

“It’s not just the airframe replacement of the T-45. It’s a holistic, undergraduate training system,” said Donnelly. “CNATRA is changing its syllabus based on the way people are learning today, adding virtual reality and simulation.” We recognize with the precision landing mode we expect in future fighters… landing on a carrier may not be the most difficult portion of the mission. We can reduce some of the workload we’re putting into carrier landings, freeing up time to focus on more complex tasks such as information processing and decision making. [It] gives us a holistic new way to look at what we will implement and probably some wider options to consider as a T-45 replacement.” 

A question on automation prompted Chebi to advocate for more development of AI and ML. 

“The smartest folks in the room are not sitting up here. So please provide us your inputs on ways to do this better. My ask of all of you is to show us what the possibilities are from automation, from AI, from ML, so that we can apply them to our programs.” 

“I think where automation can really help us is aviation safety,” Gering said. “And I think the other thing we are struggling with is the tyranny of time-distance logistics in the big fight. I think we could use a lot of help there. We need predictive maintenance. It’s all about logistics, fuel and weapons in the high-end fight. 

The group later discussed a brief they received via video teleconference with leadership from the deployed Dwight D. Eisenhower Carrier Strike Group. 

“My takeaway is, it’s really impressive to see the capability employed today in the Red Sea. We provided that capability by working together toward an outcome that matters – delivering the capability the fleet needs, when they need it, so they can deter, fight, win and return home safely,” Chebi said. 

“The operations conducted in the Red Sea validate decades of planning, development, and investment that we’ve gotten out of the fleet,” Donnelly said. “It validates our ability to react very quickly to recognize the gaps and get solutions back immediately to the fleet to give them the advantage we require.” 

Billed as a follow-up to the TPP-hosted Defense Summit in March, the 3-Star Summit served to enhance dialog with industry members and educate the public on the importance of naval aviation to national defense. 

By Team Submarine Public Affairs, June 4, 2024 

WASHINGTON – The U.S. Navy Submarine Industrial Base (SIB) program along with local shipbuilding companies and suppliers, elected officials, and community leaders gathered to celebrate the future of the defense workforce during the inaugural National Signing Day event in Boston on May 30. 

The National Signing Day concluded a series of five Talent Pipeline Program (TPP) events across key maritime hubs, honoring the latest group of talent joining the Defense Industrial Base (DIB).  

The five regional TPPs in Philadelphia, Virginia, Pittsburgh, New York, and New England highlighted the SIB program’s efforts over several years to develop robust talent pipelines within these regions. Across these signing days, more than 2,700 individuals were recognized for starting their careers with small and medium-sized suppliers that support the maritime industry. 

“Serving as a part of the National Signing Day event has been a huge honor,” said Meganne Atkins, executive director, AUKUS Integration and Acquisition Office, and guest speaker.  “Witnessing the accelerated growth of this program, from my first event at a high school gymnasium in Pittsburgh to this grand stage now at the New England Aquarium in Boston has been a humbling, edifying, and inspirational experience,” said Atkins. 

During the event, each region’s senior representative, or flag sponsor, introduced an employer to represent that specific pipeline. The National Signing Day showcased the scope and scale of the TPP. 

The Signing Day events kicked off in Virginia on May 7, where the region’s TPP celebrated its second year by recognizing 1,200 new hires. The event underscored the critical role these skilled tradespeople, including welders, pipefitters, and electricians, play in our national security. 

“It doesn’t matter your position or title; you contribute to our national security. You are helping the United States of America exercise power projection and diplomacy,” emphasized Team Submarine’s Command Master Chief Jeff Hiscocks during the ceremony. 

Mike Ross, an Assembly Operator at TE Connectivity and a U.S. Army veteran, the event’s new hire guest speaker, expressed his gratitude for the professional development opportunities at TE and the privilege of continuing to serve the military beyond uniformed service. 

“Every day I am driven by a sense of purpose knowing that the parts we develop contribute to the defense of our country and its allies,” said Ross. 

On May 14, the Pittsburgh pipeline recognized over 700 skilled tradespeople who joined or reached their one-year anniversary with employers supporting the Defense Industrial Base. In just its second year, the Pittsburgh pipeline has already doubled its impact, expanding from 30 to 72 participating companies and now reaching across Pennsylvania, Ohio, New Jersey, and Maryland. The event highlighted the growing collaboration across the region. 

The inaugural Signing Day for the New York TPP was held on May 21. It celebrated partnerships with 36 employers and recognized 74 individuals who have found careers in defense manufacturing. This milestone reflects the program’s commitment to fostering new opportunities and supporting the region’s industry. 

Philadelphia’s third Signing Day event on May 23 celebrated the program’s success in helping more than 650 individuals find careers within defense manufacturing. 

The Navy’s Executive Director for Strategic Submarines, Mr. Matt Sermon, highlighted the importance of these roles, stating, “The Pennsylvania Talent Pipeline is a critical workforce program that helps protect our Nation. The skills and hard work you bring are the cornerstones in building the next generation of submarines that will patrol our oceans and protect our shores.” 

Concluding the series of events, the New England TPP hosted its first Signing Day and celebrated its partnerships with 31 employers and recognized 394 individuals on May 30. Following the New England event, key members from the other four TPPs joined the New England leaders and employees for the National Signing Day event.  

“I’m glad we have such a fantastic turnout for the first-ever New England Talent Pipeline Project Signing Day,” said the pipeline’s Flag sponsor Ms. Atkins said Meganne Atkins, executive director, AUKUS Integration and Acquisition Office. “To everyone who’s walking across this stage today, I say this: embrace this moment. This is your time to shine, to show the world what you’re made of! You’re doing incredibly important work that directly impacts our national security. And together, we will continue to build a future that is safe, secure, and full of endless possibilities.” 

Adm. Daryl Caudle, commander, U.S. Fleet Forces Command, highlighted the occasion in a video message to the group. 

“It brings me great pleasure to participate in the conclusion of one chapter of your lives and the beginning of what will be the next phase of an incredible part of your professional journey,” Caudle said. “You are now an elite member of the foundation that supports our world-class Navy. Celebrate today’s occasion because it is certainly an achievement worth enjoying.” 

As the U.S. Navy prepares to build one Columbia-class and two Virginia-class submarines per year by 2028, which will require hiring more than 140,000 skilled workers over the next decade, initiatives like the SIB’s Talent Pipeline Programs are more critical than ever. 

Prior to these events, Rear Adm. Scott Pappano, Program Executive Officer for Strategic Submarines, noted the program’s importance. 

“These signing days highlight the many meaningful career paths to be found in submarine manufacturing and the good-paying jobs being created in communities across the country,” emphasized Pappano. “These events represent merely the beginning as we work to grow and sustain the Submarine Industrial Base long-term.” 

The May signing days celebrated individual achievements and underscored the collaborative efforts of over 290 defense industry and 140 academic partners dedicated to supporting the Nation’s defense. As the program continues to expand, adding new events and regions, the TPP stands as a testament to the power of collaboration and the enduring spirit of the skilled tradespeople who are the backbone of the U.S. Navy’s submarine fleet strengthening national security and our communities one skilled tradesperson at a time. 

In a world of evolving global security threats, the U.S. Navy’s investment in workforce development through the SIB Program is crucial. These initiatives not only bolster the submarine force but also affirm the Navy’s commitment to maintaining American maritime supremacy. 

  

From U.S. Fleet Forces Command, 01 June 2024 

ATLANTIC OCEAN – Sailors and Marines assigned to the Wasp (WSP) Amphibious Ready Group (ARG)-24th Marine Expeditionary Unit (MEU) Special Operations Capable (SOC) began deployment operations in the Atlantic, June 1. 
 
The deployment is a scheduled rotation of forces that fosters maritime security and increased theater cooperation. The ARG provides a forward naval expeditionary presence with vast, specialized crisis response capabilities to support geographic combatant commander, numbered fleet commander, and joint special operations task force commander. 
 
“The Wasp ARG is ready,” said Capt. Nakia Cooper, commodore of Amphibious Squadron 4. “I’m confident in the skill and unwavering commitment of our team. Through robust training and real-world events, we have demonstrated professionalism and proficiency at every level. We are ready to support combatant commanders around the globe in any capacity deemed necessary.” 
 
WSP ARG certified to deploy following a composite training unit exercise, which concluded May 12. The ARG consists of three Hampton Roads-based ships: amphibious assault ship USS Wasp (LHD 1), amphibious transport dock ship USS New York (LPD 21), and dock landing ship USS Oak Hill (LSD 51), totaling more than 4,500 Sailors and Marines across the force. 
 
“The Marines and Sailors of the 24th MEU (SOC) demonstrated their tactical acumen throughout our pre-deployment training program, and we are ready to execute in any clime or place,” said Col. Todd Mahar, commanding officer, 24th MEU (SOC). “We are excited to deploy with our Wasp ARG teammates and take our naval warfighting capabilities forward to support national security objectives.” 
 
Coupled with the WSP ARG, the 24th MEU (SOC) serves as a premier stand-in force with a full complement of all-domain capabilities to operate persistently within the littorals or weapons engagement zones of an adversary. The 24th MEU (SOC) serves as one of the Nation’s primary crisis response forces capable of conducting amphibious operations, crisis response, and limited contingency operations, including enabling the introduction of follow-on forces and designated special operations, in support of theater requirements of the geographic combatant commander. 
 
U.S. 2nd Fleet, reestablished in 2018 in response to the changing global security environment, develops and employs maritime forces ready to fight across multiple domains in the Atlantic and Arctic in order to ensure access, deter aggression and defend U.S., allied, and partner interests. 
 
To learn more about WASP ARG and 24th MEU “Team of Teams,” visit their DVIDS feature page at https://www.dvidshub.net/feature/wasparg24thmeu. 
 
You can find Amphibious Squadron 4, Wasp Amphibious Ready Group on Facebook and DVIDS. 
 
You can find the 24th Marine Expeditionary Unit on Facebook, Twitter (@the24MEU), Instagram (@24MEU), and DVIDS. 
 
You can find USS Wasp on Facebook and Instagram (@usswas

From U.S. Central Command 

June 3, 2024 

TAMPA, Fla – In the past 24 hours, U.S. Central Command (USCENTCOM) forces conducted a self-defense engagement over the southern Red Sea, destroying one Iranian-backed Houthi uncrewed aerial system (UAS). 

It was determined the UAS presented an imminent threat to U.S., coalition forces, and merchant vessels in the region. These actions are taken to protect freedom of navigation and make international waters safer and more secure. 

June 1 Red Sea Update 

June 1, 2024 

TAMPA, Fla. – Between 9 a.m. and 7:30 p.m. (Sanaa time) June 1, U.S. Central Command (USCENTCOM) forces destroyed one Iranian-backed Houthi uncrewed aerial system (UAS) in the southern Red Sea. USCENTCOM forces also observed two other UAS crash into the Red Sea. No injuries or damage was reported by U.S., coalition, or commercial ships. 

Additionally, between 7 and 11:30 p.m., USCENTCOM forces successfully engaged two Houthi anti-ship ballistic missiles (ASBM) in the southern Red Sea. The ASBM were fired in the direction of USS Gravely and were destroyed in self-defense, with no damage or injuries reported by U.S., coalition, or commercial ships. 

It was determined these UAS and ASBM presented an imminent threat to U.S., coalition forces, and merchant vessels in the region. USCENTCOM’s actions are taken to protect freedom of navigation and make international waters safer and more secure for U.S., coalition, and merchant vessels. 

May 31 U.S. Central Command Update 

May 31, 2024 

TAMPA, Fla. – At approximately 1:30 a.m. (Sanaa time) on May 31, Iranian-backed Houthis launched one uncrewed aerial system (UAS) from Houthi-controlled areas of Yemen into the Red Sea. The UAS crashed into the Red Sea with no injuries or damage reported by U.S., coalition, or commercial ships. 

Separately, between 2:53 a.m. and 10:59 p.m. (Sanaa time), U.S. Central Command (USCENTCOM) forces successfully destroyed one UAS over the Gulf of Aden and three UAS over the Red Sea that were launched from Iranian-backed Houthi-controlled areas in Yemen.  

At approximately 9:31 p.m. (Sanaa time), Iranian-backed Houthis launched two anti-ship ballistic missiles (ASBM) from Houthi-controlled areas of Yemen into the Gulf of Aden. There were no injuries or damage reported by U.S., coalition, or commercial ships. 

It was determined these systems presented an imminent threat to U.S., coalition forces, and merchant vessels in the region. This action was taken to protect freedom of navigation and make international waters safer and more secure for U.S., coalition, and merchant vessels.