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SEAPOWER
Volume 59, Number 2, February/March 2016
THE OFFICIAL PUBLICATION OF THE NAVY LEAGUE OF THE UNITED STATES
www.navyleague.org
DEPARTMENTS
3
Presidents Message
Editors Note
58
Program Snapshot
59
Historical Perspective
60
Ships Library
62
Navy League News
64
Council Digest
Maritime Matters:
Navy takes hit
in fiscal 2017 budget
SPECIAL REPORT:
NETWORK-CENTRIC WARFARE & COMMUNICATIONS
14
Marine Corps Aims to Bolster Information Warfare

Capabilities, Tools
18
Aegis Ashore Anchors Ballistic Missile Defense from New Base

in Romania
22
Four MUOS Satellites in Orbit Will Mean Big Upgrade to

Communications on the Ground
24
MQ-8Cs Larger Size Gives Program More Sensor Options
26
E-2D is Reaching Out, Touching the Threat Farther Than Ever Before
29
Coast Guard Strives to Keep C4ISR Systems Updated
SPECIAL REPORT: PROFILES IN SERVICE

32
U.S. NAVY REAR ADM. MARY M. JACKSON
34
U.S. NAVY MASS COMMUNICATIONS SPECIALIST 1ST CLASS

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

CHARLES ROCKEFELLER
50
U.S. COAST GUARD PETTY OFFICER 2ND CLASS

MATTHEW C. CHANCERY
52
USNS SPEARHEAD CHIEF ENGINEER GEORGE HAIRSTON
54
LOS ANGELES PORT POLICE CHIEF THOMAS E. GAZSI
56
BAE SYSTEMS SHIP REPAIR FACILITIES & MAINTENANCE

MANAGER ANGEL MELENDEZ
FEATURES
3
Further Down the Jagged Edge

BY SKIP WITUNSKI
10
22
INTERVIEW
Rear Adm. Brian K. Antonio

Program Executive Officer
Littoral Combat Ships
BY RICHARD R. BURGESS
COVER PHOTO OF THE U.S. MARINE CORPS SPECIAL PURPOSE MARINE AIR-GROUND TASK FORCE CRISIS RESPONSE-AFRICA COLOR GUARD AWAITING THE START OF THE TRANSFER
OF AUTHORITY AT MORN AIR BASE, SPAIN, ON JAN. 26 BY MARINE CORPS SGT. KASSIE L. McDOLE. COVER DESIGN BY LAUREN EMERITZ, ABSTRACT ORANGE DESIGN.
PRESIDENTS MESSAGE
Further Down the Jagged Edge

By SKIP WITUNSKI, Navy League National President
n testimony before Congress in

IJointMarch
2015, then-Chairman of the
Chiefs Gen. Martin E. Dempsey
said anything below the presidents
2016 budget request represents the
jagged edge of what can be spent to
carry out current missions. It appears
we are moving further along that
jagged edge, with the fiscal 2017
budget proposal again underresourcing of the Department of the
Navy, the Coast Guard and the
Maritime Administration.
While proposed funding for the
Marine Corps, at $23 billion from
the base budget and $1.6 billion
from the Overseas Contingencies
Operations (OCO) fund, is basically unchanged from
the current year, the overall budget for the Department
of the Navy will drop about $4.5 billion from fiscal
2016 to $164.9 billion. Coast Guard funding for fiscal
2017 at $10.3 billion also falls short of the $11.1
billion the service is working with today.
Has the global operations tempo demanded of our sea
services by the national leadership diminished in any
way? Are the challenges and threats posed by China,
Russia, North Korea, Iran and non-state actors like ISIS
and al-Qaida no longer a concern? Of course not. Yet this
budget proposal asks our Navy to continue sustaining
itself by eating into its maintenance, parts and munitions
programs, by overextending its equipment and personnel, and by cannibalizing its modernization programs.
Congressional hawks are critical of the proposed funding levels. The chairman of the House Armed Services
Committee, Rep. Mac Thornberry, and 33 other members
of that committee sent a letter to the House Budget
Committee on Feb. 8, a day before the budget request was
released publicly, saying, We believe that an adequate
national defense requires significantly more funding.
The fiscal 2017 Department of Defense budget request
is $523.9 billion, with $58.8 billion in OCO funds, for a
total of $582.7 billion. There is a $23 billion gap in OCO
funding that Congress expected to see in this budget proposal. There should be $81.8 billion in OCO to meet the
Pentagons own projections, with $8 billion of that OCO
paying for base projects, according to the Bipartisan
W W W. S E A P O W E R M A G A Z I N E . O R G
Budget Act of 2015. By the Pentagons own estimates, there is a $15

billion shortfall from its projections
last year.
The Navy is hit the hardest. In
fact, the Navy is the only Defense Department service with a funding cut
in the new budget request. If signed
into law, this budget would see the
littoral combat ship program losing
12 ships from the 30-year shipbuilding plan, with no additional ship procurement to offset the loss. This
budget would permanently eliminate
a 10th carrier air wing, four aviation
squadrons and take seven cruisers
out of service for modernization.
The Marine Corps also is fighting for its edge. The
drawdown to its 182,000 end strength will be completed in 2017. Despite Commandant Gen. Robert Nellers
emphasis on the need to repair and replace older aircraft, the top line for aviation is relatively flat, going
from $647 million to $649 million.
The Coast Guard funding request, within the Department of Homeland Security budget, has the lowest
amount for acquisition, construction & improvement
in three years at $1.1 billion, due in part to the completion of the National Security Cutter program in 2016.
Polar icebreaker funding is increased to $150 million,
but the Fast Response Cutter is $85 million below last
years projections for fiscal 2017.
MARAD once again is hit hard. Maritime Security
Program funding finally was increased to $3.5 million
per ship in the 2016 Omnibus Appropriations Act, but
is funded at only $3.1 million in the new proposal. As
the real cost is estimated to be $5 million, that program
may lose ships.
This budget asks our sea services to accept an enormous amount of risk with regard to modernization and
infrastructure so that basic operations can be funded.
How much risk is too much?
SEAPOWER / FEBRUARY/MARCH 2016
EDITORS NOTE
People Matter Most

SEAPOWER
By AMY L. WITTMAN, Editor in Chief
THE OFFICIAL PUBLICATION OF THE

NAVY LEAGUE OF THE UNITED STATES
or each of our
F
sea service leaders, their people are
their most important
asset. No mission can
be successful without
the drive, dedication
to duty, innovation
and resourcefulness
of their personnel.
In his Human
Capital Strategy released in January, Commandant
Adm. Paul F. Zukunft wrote: Many
organizations assert that people are
their most important resource, but
for the U.S. Coast Guard, this part of
our culture is the key to the Services
success. Our cutters, boats, aircraft,
facilities, and supporting systems do
not accomplish the Coast Guards
missions people do.
Since becoming commandant of
the Marine Corps in September, Gen.
Robert B. Neller has spoken to thousands of Marines, Sailors and civilians throughout the Corps. I have
heard your questions, concerns and
opinions, and believe the path we are
on is a good one, he wrote in his Jan.
19 frag order. For the Corps to be
the most ready force when the nation
is least ready, Neller laid out the five
areas vital to achieving future success. At the top of that list is people,
followed by readiness; training, simulation and experimentation; integration with the naval and joint force;
and modernization and technology.
Marines have historically possessed an innate drive to succeed, to
excel in all that they do, including
winning in combat, the commandant wrote. We will sustain this
trait and ensure this drive to succeed, excel, and win continues to
4
define our Corps by

maintaining a force of
the highest quality,
which is smart, resilient, fit, disciplined, and able to
overcome adversity.
The chief of naval
operations,
Adm.
John M. Richardson,
released in January A
Design for Maintaining Maritime Superiority. In the document, he details his four lines of
effort (LOEs) for the fleet today and
into the future, with one focusing
specifically on his Sailors and civilians. In that LOE, Strengthen our
Navy Team for the Future,
Richardson wrote: We are one Navy
Team comprised of a diverse mix
of active duty and reserve Sailors,
Navy Civilians, and our families
with a history of service, sacrifice and
success. We will build on this history
to create a climate of operational
excellence that will keep us ready to
prevail in all future challenges.
In this issue, we celebrate the
people Sailors, Marines, Coast
Guard men and women, and those
in the civilian maritime workforce
who serve. The Profiles in
Service special section, beginning
on page 35, features snapshots of sea
service life. We asked 15 men and
women what motivates them to
serve, why they do what they do and
what their service means to them.
From flag officer to chief of the boat,
chief engineer to port police officer,
all are an inspiration.
PUBLISHER
Skip Witunski
ASSOCIATE PUBLISHER
Bruce Butler
EDITOR IN CHIEF
Amy L. Wittman
awittman@navyleague.org
DEPUTY EDITOR
Peter E. Atkinson
patkinson@navyleague.org
MANAGING EDITOR
Richard R. Burgess
rburgess@navyleague.org
DIRECTOR OF ADVERTISING SALES
Charles A. Hull
charlesahullbus@msn.com
DIRECTOR OF PUBLICATIONS &
SOCIAL MEDIA
Kerri Carpenter
kcarpenter@navyleague.org
SENIOR MANAGER, IT & WEB SERVICES
Donald Cheatham
dcheatham@navyleague.org
SEAPOWER CORRESPONDENT
Megan Scully
PHOTOGRAPHER
Lisa Nipp
PROOFREADER
Jean B. Reynolds
DESIGN AND PRODUCTION
Lauren Emeritz and Rob Black

Abstract Orange Design
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SeapowerMagazine
MARITIME
M A T T E R S
Navy Takes Hit in Fiscal 2017 Budget
of which came from the shipbuilding account.

Defense Secretary Ashton B. Carter threw Navy officials a bone when he decided to buy two littoral combat ships (LCSs) next year despite much-publicized
plans to sharply cut the size of the planned fleet.
Carter has made it clear that the shore-hugging vessels, which have suffered through cost overruns,
schedule delays and lingering questions about their
missions, simply are not core to meeting the militarys
needs now and in the future. In a constrained budget,
they rank low on his priority list and, as such, he wants
to field a modest fleet of 40 of the ships, 12 fewer than
the Navy wanted to buy.
Carter has said he wants to invest in the Navy
just in other assets, mostly targeted at longer-range
weaponry better suited for any conflict against any
potential future threats, like Russia and China.
To put more money in submarines, Navy fighter jets and a lot
of other important areas, one
trade-off we made was to buy only
as many littoral combat ships as we
really need, Carter said during a
fiscal 2017 budget preview at the
Economic Club of Washington on
Feb. 2. This is part of a broader
effort in our budget to focus the
Navy on having greater lethality
and capability that can turn, deter
and defeat even the most high-end
future threats.
The budget request was delivered to Congress on Feb. 9. The
Pentagons base budget for fiscal
2017 is $523.9 billion, with Overseas Contingencies Operations
6
U.S. NAVY
he Navy came out the loser in a fiscal 2017 Defense

T
Department budget request that revealed it was the
only service to see a cut from 2016 funding levels, most
Secretary of Defense Ashton B. Carter speaks to Sailors

in San Diego Feb. 3. Carter visited the area to tour facilities and discuss the impact of the fiscal 2017 defense
budget proposal on the defense community.
(OCO) funded at $58.8 billion. Of

that budget, the Department of the
Navys piece totals $165 billion,
about $4.5 billion less than the
budget approved for 2016. The
Navys portion of the 2017 base
budget comes in at $132 billion,
compared with $136.9 billion in
2016, with the Marine Corps at
$23.4 billion and the OCO budget
adding another $9.4 billion.
The defense secretary was
expected to request just one LCS
next year. But he ultimately opted
to put two in the budget, ostensibly to keep the two shipyards that
build the LCS humming next year,
the last of the current administration.
That could mean the Navys

plans for the LCS, which have been
tweaked repeatedly in recent years,
could change once the next defense
secretary is confirmed. And with
two ships under construction next
year in Wisconsin and Alabama, the
next administration easily could
ramp the buys up again in 2018.
But in the absence of a broader
agreement that dramatically increases the Defense Departments top line,
the next administration would have
to raid other priorities likely those
Carter decided to focus on in his fiscal 2017 budget request to make
room for more LCSs.
The programs that did see a
boost in the Pentagon proposal inW W W. S E A P O W E R M A G A Z I N E . O R G
M A R I T I M E M AT T E R S
cluded Marine Corps variants of

the F-35 Lightning II joint strike
fighter. The Pentagon wants to buy
16 of those jets next year, compared with the 14 it had originally
planned. The Navy plans to purchase four of its own F-35s next
year, matching existing plans for
the program.
The Air Force variant of the F-35,
however, would take a hit, with the
Pentagon buying 43 jets, five fewer
than originally planned for next
year. Program officials stress that the
planes simply have been deferred to
future years, not cut altogether.
The Pentagon also wants to buy
two F/A-18E/F Super Hornets a
perennial favorite on Capitol Hill
in fiscal 2017 to replace losses.
Whats more, the Navy is planning
on buying 14 more of the jets for
2018 to help mitigate the departments strike fighter shortfall as it
ramps up buys of the F-35.
The request also includes $2.8 billion to fund the fifth year of construction costs on the Ford-class aircraft
carrier John F. Kennedy and long-lead
items for the next carrier, Enterprise.
Meanwhile, the budget requests
$3.5 billion for two DDG 51 Arleigh
Burke-class destroyers and $5.3 billion for two Virginia-class submarines. In addition, the Pentagon
wants $1.9 billion for the Ohioclass replacement program, including funding advance procurement
for long-lead items for the ballisticmissile submarine.
Carter has touted the proposal
for its investment in other advanced undersea technologies,
including a payloads module for
the Virginia class that triples each
submarines strike capacity from 12
Tomahawk cruise missiles to 40.
In terms of munitions, the budget requests nearly $300 million for
100 Tomahawk cruise missiles and
$1.2 billion for modifications to the
Trident II ballistic missile.
For the Marine Corps, the budget would buy 16 MV-22 Osprey
tiltrotor aircraft and two CH-53K

King Stallion helicopters, and
invest $338.4 million in research
and development for the next presidential helicopter fleet. The muchanticipated Amphibious Combat
Vehicle would receive $158.7 million in research and development
funding.
In short, the request invests in
the Navys lethality through improvements in surface capability,
tactical aircraft and investments in
advanced undersea capabilities,
Air Force Gen. Paul J. Selva, vice
chairman of the Joint Chiefs of
Staff, said Feb. 9. It maintains the
Marine Corps pre-eminent role as
the nations most capable expeditionary response force.
Now it will be up to lawmakers,
with their power of the purse, to
determine whether the departments
priorities are in the right place.
MARAD Budget Squeezes
Maritime Security Program
The Maritime Administration
(MARAD) would get a boost in
funding under the fiscal 2017 budget proposal, but at least one key program would see a decrease compared to fiscal 2016 enacted levels.
The budget request for the
Department of Transportation
agency would give MARAD $428.1
million, including $194 million for
operating and training and $188
million for the Maritime Security
Program (MSP). This is up from
about $400 million for fiscal 2016.
The MSP, however, would be
funded at $3.1 million for each of the
60 ships expected to enroll in the
program under the proposal. The
2016 Omnibus Appropriations bill,
signed into law in December, included $210 million for the MSP, providing $3.5 million to each of 60 enrolled U.S.-flag merchant ships for 2016.
The MSP maintains a modern
U.S.-flag fleet providing military
access to vessels and vessel capacity, as well as a total global, inter-
modal transportation network.

Since 2009, MSP carriers have
moved more than 90 percent of the
ocean-borne cargo needed to support U.S. military operations and
rebuilding programs in the Middle
East, according to MARAD.
However, during congressional
hearings in 2015, MARAD Administrator Paul N. Chip Jaenichen noted there were significant challenges
facing the MSP, with the amount of
Department of Defense cargo declining due to the drawdown of operations in Iraq and Afghanistan, and a
reduction in personnel and military
bases overseas.
The MSP fleet provides employment for 2,400 Merchant Mariners
and 5,000 shore-side maritime professionals each year. Maritime officials have contended that the MSP
needs to be funded at $5 million
per ship.
The MARAD budget request also
would alter the Food Assistance
Program by allowing flexibility
25 percent of total budget for
local and regional purchases, rather
than U.S.-grown commodities, to
reduce the cost of the program and
make it more efficient. MSP vessels
are among those used to transport
the food aid as a means of keeping
them active during times of peace.
As part of the initiative, $25 million is included to provide funds to
preserve mariner employment on
commercial vessels of the United
States and identify other innovative means to encourage retention
of mariners and vessels.
Within the MARAD request,
$99.9 million was earmarked for
the U.S. Merchant Marine Academy,
including $25.1 million for major
capital repairs and improvements to
the academys buildings and infrastructure. The Kings Point, N.Y.,
school has been going through
extensive renovations since 2012.
The budget proposal also requests
$6 million to fund an independent
requirements and alternatives analy-
sis for the National Security MultiMission Vessel/School Ship Replacement Program. The ships are replacing the aging fleet of training ships
provided to the six state maritime
academies that produce 70 percent
of the U.S. unlimited tonnage open
ocean-licensed mariners annually.
The average age of these ships is
35 years.
long-lead items for the Offshore

Patrol Cutter (OPC), $130 million to
convert C-27J aircraft for the Coast
Guard and $240 million to buy four
Fast Response Cutters (FRCs).
The 25-ship OPC program, estimated to cost $12 billion, will be
the most expensive in Coast Guard
and DHS history. The service
would like the first ship to be operating in the fleet by fiscal 2021.
The FRCs are replacing the 110foot Island-class patrol boat fleet. The
service commissioned the 15th FRC
in January and received delivery of
the 16th in December. The program
calls for 58 of the 154-foot ships.
The 2017 funding levels fall short
of Congress enacted fiscal 2016
budget that provided the service
with an overall budget of $11.1 billion and $1.9 billion in AC&I. In fiscal 2015, the services budget was
slightly less than $10.3 billion, with
$1.2 billion provided for AC&I.
U.S. COAST GUARD
USCG Budget Funds

OPC, Icebreaker Work
President Barack Obamas $10.3 billion request for the Coast Guard,
which was part of the Department of
Homeland Securitys (DHS) $40.6
billion budget proposal made public
Feb. 9, includes $1.1 billion for acquisition, construction & improvements (AC&I) and would keep the
number of active-duty personnel
around 42,000. The AC&I funding
includes $150 million for a new polar
icebreaker, a priority for the Obama
administration to strengthen U.S.

efforts in the changing Arctic.
The strong interest in the program
also comes as Washingtons relationship with Moscow, a key player in the
Arctic, rapidly devolves in the wake
of Russias incursion in Ukraine.
The growth of human activity in
the Arctic region will require highly
engaged stewardship to maintain
the open seas necessary for global
commerce and scientific research,
allow for search-and-rescue activities, and provide for regional peace
and stability, the White House said
in a statement in September.
A new heavy icebreaker is projected to cost between $900 million
and $1.1 billion. The budget proposal noted production activities on the
icebreaker should begin by 2020.
Other investment priorities in the
Coast Guards 2017 proposal include
$100 million to complete the
detailed design work and procure
Crew members of the Coast Guard Fast Response Cutter (FRC) Joseph Napier salute during its commissioning ceremony
at Coast Guard Sector San Juan, Puerto Rico, Jan. 29. Joseph Napier is the 15th FRC to be commissioned.
8
Acquisitions & Mergers

Gibbs & Cox Inc., a maritime
engineering and design firm,
acquired Donald L. Blount and
Associates Inc., a Chesapeake, Va.based naval architecture and
marine engineering firm specializing in the technical development of
high-performance marine craft
consulting services.
Lockheed Martin entered into a
definitive agreement to separate
and combine its realigned Information Systems & Global Solutions business segment with Leidos Holdings Inc.
Mitcham Industries Inc. acquired L-3 Communications Klein
Associates Inc., a designer, manufacturer and worldwide distributor
of sonar and waterside security
systems to military and commercial customers. Klein was a wholly
owned subsidiary of L-3 Communications Corp.
HEICO
Corp.s Electronic
Technologies Group completed
the acquisition of Robertson Fuel
Systems LLC. Robertson designs
and produces mission-extending,
crashworthy and ballistically selfsealing auxiliary fuel systems for
military rotorcraft.
Expansions
Crowley Maritime Corp. has
opened a government services office
in downtown Norfolk, Va., to better
serve government agencies such as
Military Sealift Command and
MARAD. Additionally, this new location will be used to better service the
Norfolk Naval Base and several
Crowley-managed ships located
there, including three Roll-on/
Roll-off and container ships, five
Bobo-class ships and seven
T-AGOS/T-AGM ships.
Collaborations
EdgeTech,
which produces
high-resolution sonar imaging systems and underwater technology,
signed an agreement with EquipW W W. S E A P O W E R M A G A Z I N E . O R G
ment and Consulting for Hydrographic Operations to act as an

exclusive 6205 MPES (Multi Phase
Echo Sounder) representative for
the Americas.
Seatronics, an Acteon company,
announced a collaboration with
Canada-based manufacturer Inuktun Services Ltd., a company with
extensive expertise in remotecontrolled robotic transport and
delivery of multimission, modular
technology used in hazardous
environments and confined spaces.
Seatronics is working with Inuktun
to supply the Inuktun ROV (remotely operated vehicle) Manipulator as a standardized option
for the Seatronics Predator ROV
Elite System, a Bomb SquadCapable Improvised Explosive
Device ROV.
Transitions
Northrop Grumman elected
Lisa R. Davis corporate vice president for Communications, replacing Darryl M. Fraser, who retired.
Davis previously was vice president, communications, for the
companys Mission Systems sector.
Crowley Maritime Corp. promoted Kerri McClellan to vice
president and deputy general
counsel for the corporation. She
previously served as senior corporate counsel and assistant corporate secretary.
AM General, a builder of light
tactical vehicles, selected Andy
Hove as the companys chief executive officer (CEO) and president,
succeeding Charlie Hall, who is
retired. Hove most recently served
as the president and CEO of HDT
Global and earlier as president of
Oshkosh Defense.
Boeing has selected Randall
Stephenson as a new director on its
board. Stephenson has been chairman and CEO of AT&T since 2007.
BAE Systems Inc. appointed
Michael G. Vickers to its board of
directors. Vickers served as under-
secretary of defense for Intelligence from 2011 until April 2015

and as assistant secretary of defense for Special Operations, Lowintensity Conflict and Interdependent Capabilities from 2007
to 2011.
Boeing elected Heidi B. Capozzi
a corporate senior vice president,
and named her to replace Tony
Parasida as the companys human
resources leader. Parasida, senior
vice president of Human Resources
and Administration, is retiring.
Capozzi previously led the companys talent and leadership development function. Parasidas administrative responsibilities, which
include the companys corporate
administration, shared services
support organization and global
corporate citizenship activities
have been assigned to Diana
Sands, senior vice president, Office
of Internal Governance and Administration, and executive council member.
Aerojet Rocketdyne appointed
Jerry Tarnacki as vice president of
Quality and Mission Assurance.
Tarnacki served most recently as
vice president of Aftermarket
Services at Pratt & Whitney.
The
USS Hornet Museum
named Ray A. Fortney chairman of
its board of trustees and the Aircraft
Carrier Hornet Foundation, succeeding Jon Stanley, who retired.
Fortney, a former submarine officer
and a professional engineer, most
recently, worked as an executive
leadership consultant and is a partner with Leadership Group Executive Search.
The Center for a New American
Security appointed James Murdoch, the CEO of 21st Century
Fox, to its board of directors.

Reporting by Megan Scully of CQ Roll
Call. Managing Editor Richard R.
Burgess and Special Correspondents
Otto Kreisher and John C. Marcario
contributed to this report.
INTERVIEW
Positive Momentum
The Navys LCS program absorbs lessons as it forges ahead
As the program executive officer for littoral combat ships (LCS)

since September 2013, Rear Adm. Brian K. Antonio is a highprofile leader of a high-visibility ship and mission systems procurement program.
LISA NIPP
Educated as a naval architect, Antonio served as a surface warfare

officer on a destroyer before becoming an engineering duty officer
and received advanced degrees in mechanical and naval engineering. His tours have included numerous ship maintenance, modernization and acquisition assignments, including the Gerald R. Ford-class
aircraft carrier program and as fleet maintenance officer for U.S.
Pacific Fleet.
In December 2014, the Navy decided to evolve the LCS program
into one for a new frigate. Antonio discussed the status of the
LCS/frigate program with Managing Editor Richard R. Burgess.
Excerpts follow:
What is the posture of the LCS program at this

point?
ANTONIO: The LCS program has a lot of positive
momentum. In the shipbuilding realm, weve got six

ships delivered and 14 under construction right now, and
those construction opportunities at the shipyards are
proceeding very well. We are testing mission packages in
an operationally relevant environment. All three the
Surface Warfare (SUW), Anti-Submarine Warfare (ASW)
and Mine Countermeasures (MCM) mission packages
are making progress. Weve had some reliability issues
but were being realistic and making sure that were getting the right capability out to the fleet.
In terms of sustainment, USS Fort Worth has performed phenomenally out in the Pacific. In the first 298
days 10 months, the same amount of time that USS
Freedom was deployed to Singapore Fort Worth had
less corrective maintenance and preventative maintenance requirements than Freedom did. In fact, Fort Worth
had 46 additional days underway compared to Freedom
10
in that same first 10 months of her deployment. There is

a continuous call by the fleet for more presence and how
quickly can we get the LCSs deployed overseas.
Will there be a continuing downward trend in
LCS production costs?
ANTONIO: The first two ships of the fiscal 2010 block
buy which now contains 22 ships were just

delivered, LCS 5 and LCS 6. Because we have so many
ships under contract we are able to track the number
of man hours that it takes to achieve a percent of
progress through the build cycle for each ship. We are
continuing to see downward trends in the number of
hours to get that percentage of completion at both of
the shipbuilders [Lockheed Martin and Austal USA].
It really proves out the theory of learning curve and a
stable plan in terms of getting ships delivered. The latest
ships of the block buy are about $105 million under the
congressionally mandated cost cap. We continue to see
that serial production really is taking hold.
INTERVIEW
With the shipbuilders and our industry partners, we

continue to explore other opportunities for cost savings in the way that they build the ships and their
modularity within the shipyard. The ships that get into
their production run start-to-finish with the facility
improvements phased over time at the yards benefit
from the learning curve effect.
The cost of ships is more than just the procurement
costs. Life-cycle costs are based in part on the quality of
the product that were getting at the back end. Not only
are we seeing the number of man hours coming down in
the procurement costs, we are also seeing less rework on
the back end. The products are getting better as the man
hours are also coming down, so as the first six ships have
gone through acceptance trials, the number of major discrepancies has dramatically decreased. Between the first
and the second of each variant, they came down by
almost a factor of 10; LCS 5 and 6 actually came down
less than LCS 3 and 4. That translates to a quality-type
cost that we dont have to address in the future.
competition and keeps both yards in play as we come to

the maturation of the frigate design.
When will the mission packages achieve initial
operational capability (IOC)?
ANTONIO: We declare IOC the first time that we take
it to IOT&E [Initial Operational Test & Evaluation] on

either of the two variants. The SUW Increment 1 and
2, which includes the 30mm guns and VBSS [visit,
board, search and seizure] capability with the 11-meter
RHIBs [rigid-hull inflatable boats], IOCd in 2014 on
Fort Worth. Subsequent to that, we fielded the SUW
mission package on the Independence variant because
we have to have a mission package on board in order
to get to an IOC for the platform. We declared IOC for
the Independence-variant seaframe in December.
We continue to build on the SUW mission package.
We are currently in testing with the Longbow Hellfire
missile that were adapting to be launched vertically
from the LCS. Weve had several successful test firings
off of surrogate platforms. Well get to put that on an
LCS either later in 2016 or early into 2017.
We took all the MCM systems through developmental testing early last year. All of our metrics at that time
pointed to our readiness to enter TechEval [Technical
Evaluation], a warm-up leading to IOT&E and then
Will Defense Secretary Ashton Carters direction

to cut the LCS program to 40 ships affect the
cost per ship?
ANTONIO: We have firm pricing for LCS 25 and 26;
those are options that are on track to award by March 31.

That will take care of the 2016 contract award. Its premature to talk about the acquisition strategy for 2017
and beyond, which is in the works over in the Pentagon.
Its not necessarily the reduction of the 52 to the 40 in
terms of savings; it has to do more with the profile of the
number of ships that are required in a particular year.
Overall, if the number of ships procured in the Future
Years Defense Plan is reduced, there is, of course, a savings
for not having to procure those numbers of ships. But, in
general, as the number of ships procured in a particular
year goes down, the unit cost will go up. Were examining
what that might be but, of course, that is tied in with the
acquisition strategy, maintaining competition as long as
we can, and then working again with our shipbuilders for
opportunities for efficiencies and effectiveness.
ANTONIO: It would be premature for me to talk about

the acquisition strategy since it is still in review by the
Navy and it, ultimately, gets signed by Secretary [Frank]
Kendall [undersecretary of defense for Acquisition,
Technology and Logistics]. The opportunity to continue
procuring LCS in 2017 gives us time to get the frigate
design work accomplished before we have to put the
RFP [request for proposals] out in 2017. It retains the
LISA NIPP
Defense Undersecretary Robert Work said the

request for two LCSs in 2017 would help in
the down-select decision to one hull type. What
role does your office have in the down-select?
11
INTERVIEW
had hoped to get some deployment time under our belt in

fiscal 2016, but thats not going to happen.
Were going to proceed with developmental testing.
We have proposals from industry partners to get to the
next level, an engineering development model [EDM]
light enough to meet the weight requirements so that we
can deploy it on the ships. We look to have that option
exercised this year, which means an EDM delivery to the
Navy in 2017, so the IOT&E would either be later in
2017 or early into 2018.
Is the programs number of mission packages
changing?
ANTONIO: Under the 52 LCS ship program of record,
there were 64 mission packages 24 MCM, 24 Surface,

and 16 ASW. That will change with the change in the mix
between the LCS and the new frigate. The frigate will be
a multimission platform with SUW and ASW missions.
All of the MCM functionality will be retained on the LCS.
Were looking at opportunities where we will procure
the systems that will go on frigates as modular components because they will still be somewhat modular on a
frigate. The idea is to have them installed full time, but
there is still that opportunity to be somewhat modular
for things like technology refresh or if a more capable
system comes along that the Navy decides is a requirement compared to the current program of record. We
dont want to make it where we need a whole new
redesign to be able to incorporate that change. That level
is a different kind of modularity than the LCS.
Any particular reason that the Independence
class is not deployed yet?
ANTONIO: I would point out that USS Independence and
USS Coronado have deployed, not in the sense of overseas

to Singapore yet, but as part of
RIMPAC 14. Independence successfully demonstrated the concept of
operations. At the time of the tasking
to go to RIMPAC 14 with an SUW
mission package, Independence had
an MCM mission package on board
for developmental testing. She was
brought into port and that package
was changed out, including the mission package computing environment and the mission detachment,
and the ship got underway and met
all of her commitments.
Coronado operated off Southern
California for RIMPAC with the
SUW package. The plan is for her to
do work-ups this year and deploy to
Singapore prior to the end of 2016.
LISA NIPP
IOC]. We discovered during TechEval that the MCM

systems, as a combined mission package, did their job.
They found mines in the minefield. The entire detectto-engage sequence was validated several times including the concept of operations of using the mine neutralization system from the MH-60S helicopter. But
what we found during that trial was that the reliability
of one system, the Remote Multimission Vehicle
[RMMV], did not meet the reliability requirements.
That reliability issue has now caused us to take a step
back. There is an independent review team [IRT] that was
chartered by the CNO [chief of naval operations] and
Secretary [Sean] Stackley [assistant secretary of the Navy
for Research, Development and Acquisition]. The review
is very close to being signed. Id like to see what our options are for what aspects of the system were going to
change, restructure, go after in terms of experimentation
and prototyping, and then get to that IOC. Well act on the
recommendations and restructure the way we need to.
Were not going to put systems in the fleet that are unreliable or dont meet the mission. At the same time, we have
incredible capability at our disposal between the remainder of the systems and the legacy systems. We are looking
to get additional operational experience with the RMMV,
with the AQS-20A sonar out to the fleet as early as this
year. Were also working with the fleet to put some expeditionary mine warfare capabilities on an LCS during the
upcoming 2016 RIMPAC [Rim of the Pacific] exercises.
We did some developmental testing of the ASW mission package in 2014, off of USS Freedom, where we took
an advanced development model using a variable depth
sonar and a multifunction towed array and proved out the
concept of operation of being able to launch, operate and
recover a continuous active variable-depth sonar and
achieve detection ranges that were very impressive. We
12
INTERVIEW
What are your plans for an over-the-horizon

(OTH) missile on the LCS?
How would you rate the effectiveness of contractor maintenance and logistic support so far?
ANTONIO: The feedback Ive gotten from the fleet is

that the ships are well supported.
Our comparison of the first 10 months of Fort Worths
deployment to Freedoms gives us a baseline. We incorporated lessons learned into how we supported that ship
including the contractor flyaway, the level of preventative and corrective maintenance, spare parts, the types
of components that needed to be replaced more often
and where the best location to place the contracting
activity was. The differences were striking.
Fort Worth had fewer CASREPs [equipment casualties], less meantime to repair and actually was able to
skip one of her preventative maintenance availabilities.
Congress is allowing us to do a pilot study to allow us
to use some local workers in Singapore to do things
like corrosion control and chipping and painting so
that the taxpayer doesnt incur the large cost of flying
people all the way to Singapore for that work. The metrics so far are showing a fairly significant cost savings.
How would you respond to the critics of the
LCS program?
ANTONIO: Anything new that comes along tends to
attract skeptics. I remember some of the discussions

about the Perry-class frigate and how they were not
very effective warfighting platforms. But I would point
LISA NIPP
ANTONIO: Warfighting analysis, including war games,

has shown that the value of the LCS platform is vastly
increased with an OTH capability. Based on that analysis, its now a requirement. Its also a requirement in the
new frigate, so this year were working with PEO IWS
[Integrated Warfare Systems] to look at procurement
of the launchers and missiles and what level of integration will be installed prior to an underway period.
The ideal goal is to deploy an OTH missile on board
one of each variant before the end of the year. In the
near term, were looking at missiles that are already
programs of record and that we may already have in
the Navy inventory.
Well take lessons learned from the incorporation and
integration of over-the-horizon on LCS and well use
that to help inform the frigate design. But the big difference is that the frigate design work will include changes
to the structure of the ship to make sure it can support
the systems from a weight, power, electrical, auxiliary
and cooling perspective. The missile will be more integral to the hull. The shipbuilders have more opportunity
to place the missiles in a more optimal position and may
even look at vertical-launch opportunities.
out the LCS programs momentum is not just circular

motion but forward progress in a lot of areas.
Im a realist. Were experiencing issues, but better
for us to find the issues out in a test period than to
falsely field something thinking we have confidence
that we really dont have. This provides opportunity for
perhaps even fielding something better to the fleet.
There is work ongoing and were fielding systems. The
momentum for deploying ships is going from one ship
to, later this year, at least two ships in Singapore, and
looking for ways to get even more ships deployed. The
full ship shock trials are scheduled for June.
Within one standard Sailors three-year tour of duty
from now, some fairly significant things will happen. We
will be routinely operating four LCSs out of Singapore
and some stationed in Mayport [Fla.] If we arent already
deployed, we will be making preparations for deploying
ships to Bahrain. The new frigate, if not under contract,
will be very close to being under contract. The current
plan is to have all three of the mission packages IOCd.
These LCS platforms are going to be out in numbers
here pretty quickly, becoming the Navys second largest
surface combatant class.

13
S P E C I A L R E P O R T / N E T W O R K - C E N T R I C W A R F A R E & C O M M U N I C AT I O N S
The Future Fight

New Marine Corps concept aims to bolster
information warfare capabilities, tools
By OTTO KREISHER, Special Correspondent
Commandant Gen. Robert B. Neller,

who created a new assistant deputy
commandant for Information WarThe U.S. Marine Corps released a draft concept for Operating in
fare (ADC IW) and ordered formathe Information Environment on Jan. 14.
tion of an Information Warfare Task
This leap into information warfare envisions future conflicts in
Force to examine what capabilities
which tools such as electromagnetic frequencies, cyberspace,
the Corps currently has and what
physical and intellectual deception, and space assets are intewill be required to successfully opergrated with traditional kinetic combined arms fires.
ate in the information environment.
Neller augmented those actions
Commandant Gen. Robert B. Neller already has created a new
with the January release of his fragassistant deputy commandant for Information Warfare and
mentary order to adjust the commanordered formation of an Information Warfare Task Force.
dants guidance of his predecessor,
Implementing this concept will require significant changes in
Gen. Joseph F. Dunford Jr. The frag
doctrine, training and likely to organization as well as how
order, which is the term for a comMarines and their leaders think about war.
manders abbreviated tactical instructions to his subordinates, states in
part: We recognize the current and
future fight may not be what we
he Marine Corps is making an extraordinary
experienced in the past. It will encompass not just the
leap into information warfare, envisioning
domains of land, air and sea, but also space and the cyber
future conflicts in which the cognitive and digdomain. It will include information operations across the
ital are as effective as kinetic weapons and the main tarelectromagnetic spectrum.
get may be an adversarys mind as much as their materiel.
Neller directed his leadership to take actions to grow
The Corps evolving concept of information warfare
information operations, cyber and electronic warfare
encompasses a vast range of tools, including electro(EW) capability at Marine Forces and Marine Expedimagnetic frequencies, cyberspace, physical and inteltionary Force (MEF) levels to enhance the capabilities of
lectual deception and space assets, all tightly integratforward-deployed forces no later than the end of FY17.
ed with traditional kinetic combined arms fires.
Brig. Gen. Lori Reynolds, commander of Marine Forces
Implementing information warfare will require sigCyber and now dual-hatted as ADC IW, said the draft connificant changes in doctrine, training and likely to
cept addressed and projects a vision for future MAGTF
organization, but, most importantly, in how Marines
[Marine Air-Ground Task Force] IW capabilities that are
and their leaders think about war.
integrated and complementary to more conventional
A draft concept for Operating in the Information
capabilities we already possess. Our approach to capability
Environment, released Jan. 14, warns that the greatest
development begins with that vision that then enables us
potential risk to Marines attempting to fight in that
to examine where we are right now regarding IW the
environment is their leadership choosing to maintain
as is and assess that baseline against where we want to
the status quo.
be as articulated in the concept the to be.
That seems unlikely because the jump into information
Marty Westphal, Reynolds acting deputy for IW who
warfare was initiated late last year by Marine Corps
ran the IW task force, said the focus on information
Information Operations
14
U.S. MARINE CORPS
Marines from 2nd Marine Division work in a Combat Operations Center during a 2nd Marine Division Command Post Exercise
(CPX) at Camp Lejeune, N.C., Oct. 29. The purpose of the CPX was to test the divisions ability to set up a communications
network in any environment that would be used to allow the division commander to command and control his Marines.
operations was driven by decades of global security

events, including what the Russians are doing in
Crimea, their new concept for what they call hybrid war,
what the Chinese have been doing and the actions of
other potential adversaries who are using relatively easily obtainable technological tools to thwart sophisticated tools that we may have.
Westphal, a former Marine armor officer, said the trend
began when the rapid defeat of Iraqi forces during Operation Desert Storm convinced potential adversaries that
they could not take us on force on force in conventional
warfare and turned to asymmetric tactics against U.S.
troops in places like Iraq and Afghanistan. Those offsetting
tactics became more sophisticated with the proliferation of
advanced technologies enabling cyber and EW attacks.
That led the Marines top generals, in an executive
off-site conference last year, to call for analysis of
what do Marines need to have in a MAGTF to successfully operate on a battlefield in 2025, Westphal
said.
That assessment would include not just standard
MAGTFs, such as MEFs and Marine Expeditionary
Units, but the emerging use of enhanced company teams
conducting distributed operations that would need significantly greater capability than what they have now to
function in the information environment, he said.
That means giving them not just the traditional conventional capabilities, but the ability to sense the battlefield, to be able to reach back for vast amounts of information and analysis from stateside while deployed and to
be sure that it is assured, trustworthy and available
when needed, Westphal said.
He said the Corps current definition of IW is: The
integration and synchronization of ideas, capabilities,
functions and resources needed to support planning,
commander decision making and achieve a relative
advantage in the information environment, for a specific time duration and space, as part of a combined
arms approach.
This includes capabilities for command and control, intelligence, cyberspace, communications, networks, electronic warfare, space, military deception,
operations security and military support operations,
also known as information ops.
The Marine leaders approved the task forces draft
concept, which has six key desired attributes, he said.
The first attribute is: Assured, adaptable, resilient
command and control (C2), which Westphal said
means the ability to consistently provide C2 in any
environment, against any adversary. The task force
took a broader view of adversary to include bad
weather that inhibits mobility or violent sun spots that
15
U.S. MARINE CORPS
could disrupt satellite-based communications.

The second is: Information protection of readiness and interoperability, which really means a highly secured network, seamlessly
integrated with joint and mission
partner environments. That recognizes that were not going to fight
alone, but in coalitions, which
could include nations other than
traditional allies, he said.
To work effectively in a coalition,
they must be able to share information, which must be allocated based
on the classification levels that can
be shared with nations other than
the close allies, Westphal said.
The network, or environment, to
share information has to be interoperable within the Marine Corps and
the joint community, and with misLance Cpl. Joseph A. Daniel provides communication radio checks for the forsion partners, which includes other
ward element of the combat operations center during the battalion assault course
U.S. government departments, inFeb. 12, 2015, at Marine Air Ground Combat Center Twentynine Palms, Calif., as
part of Integrated Training Exercise 2-15.
cluding Homeland Security and
State, he said.
Third: Proactive and persistent influence and
think were going after a particular thing so he comengagement, which means the ability to assess and
mits resources to protect that while U.S. forces maneuinfluence the target audience in specific operations.
ver against something completely different.
Westphal said commanders have to understand the
That enables us to have an advantage by being able
battlespace, have to understand the adversary. You
to maneuver in the cognitive domain, rather than just
understand not only their material capabilities, but
maneuvering in the physical domain, he said.
this speaks to the informational and the cognitive. In
Fourth: Comprehensive sensing and shared underother words, what motivates them. Now thats all part
standing. Westphal said that is aimed at ensuring the vast
of the new battlespace.
amounts of information and data U.S. forces can collect is
So its really those three domains that were trying to
turned into understanding for the tactical commanders.
bring together and be able to help the commander make
Theres been an explosion in sensor capability,
sense of whats going on in the battlespace, to underspanning from visual reconnaissance to cyberspace, to
stand the adversary so it doesnt become a simple
the point that many commanders have said Im drownmaterial-to-material attrition type of battle, but what
ing in data, he said. But, there has to be a commensumotivates him, he said. And when you begin to underrate capability to analyze and assess that data. And then
stand what motivates them, you begin to understand
make sense of that data to achieve understanding and
whats important to them. Then you also understand
be able to share that understanding.
how they may be gaining popular support.
Fifth: Electromagnetic spectrum maneuver and comIn the cognitive domain, Westphal said, the combined arms fires, which focuses on the integration of
mander can use cyber or other material and non-material
electromagnetic, space and cyberspace with essentially
tools to begin to influence your adversarys thinking, as
physical combined arms support, he said. The capabiliwell as whatever support he may be getting from the
ty has to be institutionalized across the force to use
local populace.
information warfare, to use electronic warfare, to be able
Information warfare is the ability to maneuver not
to maneuver within the electromagnetic spectrum.
only in physical domains, but in the informational and
But recognizing that there are limited amounts of
cognitive domains, he said.
bandwidth and frequencies, technology must enable
Westphal gave an example of using deceptive inforcommanders to switch spectrums so rapidly that it is
mation, similar to a physical feint, to make the enemy
worthless for the adversary to attempt to jam them.
16
Commanders also need the ability to use non-kinetic

tools, such as cyber, to temporarily disable a C2 node or
an electrical power grid rather than physically damaging them, Westphal added.
Sixth: Preparing Marines and supporting capabilities through training, education, exercises and experimentation so that 10 years from now using IW just
becomes the natural course of things. Its not new, its
not innovative, its just the way we do business.
In addition to approving the draft concept, the
Corps leaders also approved the task forces proposed
way forward, which is called Phase Two.
That entails a comprehensive Doctrine, Organization,
Training, Materiel, Leadership & Education, Personnel
and Facilities survey of the Corps current IW capabilities so they can determine where we need to go,
Westphal said.
That assessment will be centered on the Corps
largest warfighting organization, the MEFs. Westphal
said I MEF commander Lt. Gen. David Berger is looking at what his command needs to operate in the IW
environment.
There also will be initiatives in the two other MEFs, at

the Marine Corps Warfighting Laboratory and close
coordination with similar activities in the other services.
For us, of course, the Navy is most important,
Westphal said. That is essential because its part of the
way were going to do business in the future, with
Expeditionary Force 21, the Corps capstone operating
concept, he said. And with Nellers guidance, which
directs we have to be naval, from the sea and on the sea.
So we have reached out to the Navy to ensure that in their
development of this concept, we are tightly coupled.
The assessment will consider possible changes in doctrine, leadership training, facilities, organization and
whether there are material solutions we already have
that we could use in different ways, Westphal said.
On completion of Phase Two, Reynolds said, we
will make course-of-action recommendations to a
future executive off-site regarding how best to position
the Corps now and in the future to provide required
MAGTF IW integrated capabilities.
The assessment will include whether she remains the
ADC IW or the role goes to someone else, she said.
17
Exoatmospheric Warriors
Aegis Ashore anchors ballistic missile defense from new base in Romania
By EDWARD LUNDQUIST, Special Correspondent
mer, military operators will train

and conduct exercises and additional testing, readying for a NATO iniThe U.S. Aegis Ashore Missile Defense System in Deveselu,
tial operational capability, or IOC,
Romania, is the land-based component of the proven Aegis
declaration for the Warsaw Summit
Ballistic Missile Defense system.
in July.
Part of the European Phased Adaptive Approach to ballistic
I took the nod and the salute,
missile defense, it is designed to counter threats originating from
and we declared technical capability
outside Europe.
demonstration, Vice Adm. James
G. Foggo III, who commands U.S.
Aegis Ashore incorporates the Navys SPY-1 radar, multimisSixth Fleet, told Seapower. Now
sion signal processor, Mk 41 Vertical Launch System, and comwere integrating all the procedures
mand, control and communications processors. It also has the
and the people into the NATO BMD
capability to launch the Standard Missile-3 Block IA, Block IB and,
[ballistic missile defense] architecbeginning in 2018, the Standard Missile-3 Block IIA.
ture for Europe.
A second Aegis Ashore site is being established at the
This system is only meant to
Redzikowo Base in Gmina Supsk, Poland, which should be opercounter threats originating from outational in 2018.
side Europe, U.S. Ambassador Hans
Klemm said at the ceremony. It is
not, I repeat, not directed at Russia,
nor does it have the capability to
he Navys newest ship has arrived at the serthreaten Russia. We have explained this to Russia on
vices newest homeport sort of. The Aegis
numerous occasions. We have also offered to work with
Ashore Missile Defense System (AAMDS) now
Russia to help alleviate their concerns and, if they desire,
is up and running on U.S. Naval Support Facility (NSF)
to ensure the safety of all our citizens from ballistic misDeveselu, Romania, several hours west of the capital of
siles originating from outside the Euro-Atlantic sphere.
Bucharest. Aegis Ashore is the land-based component
Notwithstanding the nuclear deal with Iran, and the
of the Aegis Ballistic Missile Defense system.
lifting of international sanctions, the intelligence comNSF Deveselu, the first overseas naval base to be
munity has estimated that the threat from Irans shortestablished in decades, sits in open country on the runand medium-range ballistic missiles has been developway of a former Soviet bloc air base. The deckhouse can
ing more rapidly than previously projected, while the
be seen from miles away. Aegis Ashore is a tenant comthreat of potential Iranian intercontinental ballistic
mand of the U.S. NSF, which is a tenant of the Romania
missile (ICBM) capabilities has been slower to develop
Baza Militara 99 Deveselu. The turnover from the Missile
than previously estimated, according to a fact sheet
Defense Agency to the operational commander, comfrom the U.S. Embassy in Bucharest.
mander, U.S. Sixth Fleet, took place during a ceremony
The Aegis Ashore deckhouse looks like that of an
at the Romanian Ministry of Foreign Affairs on Dec. 18.
Arleigh Burke-class guided-missile destroyer. It was first
The Aegis Ashore system can now function, the
constructed at Moorestown, N.J., for testing, then disasMissile Defense Agencys director, Vice Adm. James D.
sembled and the prefabricated pieces and 900 tons of steel,
Syring, said at the ceremony. Between now and the sumin 156 40-foot containers, were shipped to Romania.
New Installation
18
U.S. NAVY
The first Aegis Ashore Missile Defense System, seen here after a mid-January snowfall, is up and running at U.S. Naval
Support Facility (NSF) Deveselu, Romania. NSF Deveselu is the first overseas naval base to be established in decades
and sits on the runway of a former Soviet bloc air base. A second site is being established in Poland.
We tested it, and then unbolted it, brought it across

on a ship, and erected it in a wheat field in Deveselu,
Foggo said.
This odd-shaped deckhouse building is filled with
the latest technologically and highlights the adaptive
part of European Phased Adaptive Approach [EPAA],
he said.
The EPAA is the U.S. contribution to NATO BMD.
Its purpose is to protect European NATO allies, and
U.S. deployed forces in the region, against current and
emerging ballistic threats from the Middle East. EPAA
is being implemented in phases in order to be adaptable and flexible, and to include evolving BMD technology to counter the growing BMD threat.
In addition to Aegis Ashore, the NATO BMD architecture includes the Transportable Radar Surveillance
System in Turkey; a command-and-control network
operated from Ramstein Air Base, Germany, by the
603rd Air and Space Operations Center; and the BMDcapable destroyers forward deployed to Rota, Spain.
The Aegis Combat System was developed in the 1970s
to defend ships and battle groups against air, surface and
subsurface threats. The Aegis system has been updated
many times since the lead ship, the guided-missile cruiser USS Ticonderoga, was commissioned in 1983.
Aegis Ashore incorporates the Navys proven and flexible Aegis BMD capability the latest Baseline 9 version
with its SPY-1 radar, multimission signal processor,
Mk 41 Vertical Launch System, and command, control
and communications processors. It also has the capability
to launch the Standard Missile-3 Block IA, Block IB, and,
beginning in 2018, the Standard Missile-3 Block IIA.
There are differences, of course. It does not move, and

it is not surrounded by the sea and its harsh environment.
The launchers are not located fore and aft of the deck
house, as on a ship, but are some distance away.
But even though it is not sailing, it has the same
ships gyro system, so the system can receive the
required heading input. The masts and antennas are
located in the same place topside because those positions have already been proven to work, so reengineering locations was not needed.
Working on the equipment is not limited by the
cramped confines of a surface combatant so there is
more room to access and maintain the equipment
something the technicians appreciate.
While ships can be moved, and be placed in a specific location along a ballistic missile threat axis, they
cannot stay there indefinitely.
Aegis Ashore provides fixed and continuous operation
24 hours a day, seven days a week, 365 days a year,
said William Blair, Raytheons vice president of business
development for Air and Missile Defense Systems.
A ship may pull into port, but the Aegis Ashore facility never goes off duty, said Capt. Jeff Wolstenholme,
who has command of Task Force 64, responsible for the
Navys afloat and ashore BMD mission in the theater.
A second Aegis Ashore site is being established at
the Redzikowo Base in Gmina Supsk, Poland, which
should be operational in 2018
Capt. Jim Craycraft, the NSF commanding officer, is
responsible for the host nation military engagement,
community relations, security, utilities, facilities, housing
and food service in support of the Fleet, Fighter, Family.
19
U.S. NAVY
tion as a U.S. citizen of the strong

bonds we have with our host nation.
We represent the Navys newest
installation, and the community of
Deveselu is very proud of our partnership, he said. We have great
appreciation for each other, both personally and professionally. We know
the people from the Ministry of
Defense, the Romanian Navy and
the county and the town. We want to
build great relationships with them
and, from my perspective, they want
to build great relationships with us.
Cmdr. Drew Carlson is the
AAMDS commanding officer. He
has nine crews of 11 Sailors who
man the site on a rotational basis.
His command is located in the
four-story deckhouse building that
The Missile Defense Agency and the Ballistic Missile Defense System Operational
houses the major components of
Test Agency, in conjunction with U.S. Pacific Command, U.S. European Command
the Aegis Weapon System.
and Joint Functional Component Command for Integrated Missile Defense, sucAAMDS has a high percentage
cessfully conducted the first intercept flight test of a land-based Aegis Ballistic
of
senior
personnel.
Missile Defense weapon system and Standard Missile-3 Block IB Threat Upgrade
Were
looking for proven perguided missile, launched from the Aegis Ashore Missile Defense Test Complex at
the Pacific Missile Range Facility, Kauai, Hawaii, on Dec. 10.
formers who meet the screening
requirements, he said. It is expediIn addition to the Aegis Ashore crews, there is a sizeable
tionary duty in an austere location. Sailors need to be indesecurity force, including Navy master-at-arms specialists,
pendent and motivated. As a small command, our bench
administrative specialists, logistics specialists, governis not very deep, but our talent pool is unsurpassed.
ment service employees and contractors.
According to Carlson, AAMDS watch teams are
According to Craycraft, the temporary U.S. Navy
based in Dam Neck, Va., where they undergo an acadSeabee-built Romanian huts and expeditionary containeremy of predeployment preparations, complete with
ized living units have been replaced with a new combined
language training and cultural orientation from the
housing/dining facility, command security control facility,
Defense Language Institute, before coming to Romania
expeditionary medical facility, public works facility, fire
for their six-month rotation. The three-year duty tours
station and other mission-support buildings. Theres even
feature a stable deployment schedule.
a small but growing Navy Exchange.
Aegis Ashore is slightly different in that the comThe dirt roads and muddy walkways have been remand element is 100 percent of the time forward, with
placed by paved streets and sidewalks. With the spring
two-thirds of the command in CONUS [the continenwill come the grass lawns and plantings, while the fertal United States] at Dam Neck in various stages of
tile farmland around base bursts into fields of wheat
inter-deployment activity, Carlson said.
and sunflowers.
Most administrative requirements for the command
Were self-contained, Craycraft said.
and the detachment are handled by the Fleet Introduction
The installation has a robust Morale, Welfare and
Team, an eight-person team under PMS 339 that supports
Recreation program that provides opportunities for the
personnel and administrative actions for the command.
Sailors to get off base and see Romania, Craycraft said.
Principal efforts at Dam Neck are the reception, integraThis weekend, we have people going on a ski trip to
tion, training and deployment of the 11-person watch
Sinaia in the Carpathian Mountains. Our people enjoy the
teams to Romania. Currently, watch teams Blue 1 and 2
culture, history and hospitality of Romania. The adoption
are on station, undergoing Aegis Ashore Team Training
of the local Deveselu elementary school has provided great
and Aegis Ashore Academy respectively.
enjoyment for our civilian and military team, Craycraft
The crews get individual and team training. Highsaid. Its a unique opportunity for us to interact with forfidelity training at Dam Neck takes place in a detailed
eign nationals as our host, as well as having an appreciareplica of the Aegis Ashore Combat Information Center.
20
mean more than guns in the rating of a ship, [to quote

John Paul Jones] and at Aegis Ashore, our exoatmospheric warriors bring more capability than just what the
weapon system provides.
Carlsons crews are excited to be a part of something
new, and having the very latest equipment. He likens
the journey from the concept of Aegis Ashore to reality
at Deveselu to the Lewis and Clark Corps of Discovery
1804-1806 expedition.
They knew where they were going, but they
werent exactly sure how they were going to get there.
We are pioneering in the same sense, and we have to
get it right, Carlson said. We have to keep people
engaged for a mission we dont want to do, but if we do
wrong could mean so much. Our allies and partners
need this capability, and the Navys proven system and
talented cadre of missile defenders can deliver.
According to Col. Razvan Bratulescu, commander
of the Romanian 99th Military Base, working together
have been challenging and rewarding at the same time.
This has been a sharing of experience, the opportunity to learn from each other to understand the similarities
and the differences between our cultures, he said.

Edward Lundquist, a retired U.S. Navy captain, travelled to
Northwood, U.K.; Naples, Italy; and Deveselu, Romania, to
report this story.
U.S. NAVY
Before deploying, the crews are evaluated by Tactical

Training Group Atlantic and certified for deployment to
Europe by U.S. Fleet Forces Command. Following a
recent certification, watch team White 3 arrived in
Romania to relieve watch team Red 3 in early February.
Were working side by side with industry partners
Lockheed Martin, Raytheon and BAE Systems, to name a
few and with Navy counterparts at Naval Surface
Warfare Centers, SPAWAR [Space and Naval Warfare
Systems Command], and NAVSSES [Naval Ship Systems
Engineering Station] conducting weapon system and C4I
[command, control, computers, communications and
intelligence] system installation, Carlson said. Those
partnerships continue after Navy acceptance of the system from MDA and operations begin in earnest.
Wolstenholme said the four Rota, Spain-based
Forward Deployed Naval Forces BMD ships and Aegis
Ashore together are developing a high level of expertise.
Weve built a cadre of BMD experts, he said.
The technology is impressive, but like anything in
the U.S. Navy, Sailors are the true heart of the mission,
Foggo said.
Operations Specialist 2nd Class Tura Hudson is the
most junior Sailor assigned to Aegis Ashore, but she
maintains the link picture all the way up into the
exoatmosphere.
I love doing this, Hudson said. I enjoy sitting at
this console, and bringing up the picture, and talking
to everyone else out there in the fleet. If theres a
launch, Ill see it. And well kill it.
Hudson does not have previous Aegis experience.
I was on an amphib, the Mesa Verde. This is my first
BMD assignment, so coming here I had to learn something brand new. The training was very detail-oriented
and intense, she said.
Hudson said her friends back home in Philadelphia
dont know how important her job is.
I dont talk about what I do. I just tell them I look
at radar screens, she said.
Its my job to use this radar to initially detect a ballistic missile and track it, whether we pass it off or take
the shot, said Fire Controlman 1st Class Christopher
Mays, the 2015 AAMDS Sailor of the Year. Ive been a
SPY tech for about 18 years, and Ive been on six ships.
But coming here, Ive learned so much. Its been a great
experience, and Im furthering my knowledge. The
best part is the new equipment. This is the cutting edge
the best we have to offer.
The cutting edge is partly what draws Sailors to sign
up for duty in Romania. But the leadership is clear that
technology is only a part of the capability.
Aegis Ashore is no different in this regard from other
advanced Navy weapon systems: the true warfighting
capability comes from our Sailors, Carlson said. Men
Dr. Uliana Gancea, assistant professor at the Defense Language Institute Foreign Language Center, shows Sailors various areas of Romania and discusses the cultural differences within the country during a March 4, 2015, class in
Virginia Beach, Va. Sailors from the Aegis Ashore Missile Defense System were learning Romanian to help prepare for
their deployment to Deveselu, Romania.
21
Cell Towers in Space

With four MUOS satellites in orbit, the Navy expects
a big upgrade to communications on the ground
By DANIEL P. TAYLOR, Special Correspondent
July. On-orbit testing of the fourth

satellite was completed Nov. 30 and
the Navy formally accepted the
The U.S. Navys Mobile User Objective System (MUOS), built by
satellite in December.
Lockheed Martin, is a next-generation narrowband tactical satelEach satellite has two payloads:
lite communications system that will significantly improve ground
the legacy payload carried by UFO
communications voice, data and imagery for U.S. forces on
satellites and the Wideband Code
the move.
Division Multiple Access (WCDMA)
The fourth satellite completing the system was launched in
payload, which basically allows the
September, and a fifth is expected to be launched in July to serve
MUOS to operate as a global cellular
as an on-orbit spare.
service provider for troops, providing capabilities similar to what one
Four ground stations in Australia, Italy, Southeast Virginia
would expect for a modern smartand Hawaii connect MUOS into one seamless system.
phone.
While the MUOS satellites are for testing rather than operaSince the fifth satellite is an ontions right now, officials are aiming for initial operational capability
orbit spare, the fourth will be the
later this year.
last one needed to provide worldwide coverage, and it will be in position in March, Capt. Joe Kan, MUOS
program manager, told Seapower.
he fourth Mobile User Objective System (MUOS)
We only need four to cover the world. If somesatellite has been blasted into space, and that
thing were to happen to any one of the other four satelmeans a great deal to the troops back here on the
lites, within a matter of weeks we can reposition that
ground. The Navy soon will have all four MUOS satellites
fifth satellite and have it on and ready to go to minimize
in working order, providing unprecedented connectivity
any communication gaps that would result from a loss
to the troops. A fifth satellite that will act as an on-orbit
of any of the other satellites, Kan said.
spare will be launched later this year.
Iris Bombelyn, Lockheed Martins vice president for
And it has been a long time coming the legacy
Narrow Band Communications, confirmed in an eUltra-High Frequency Follow-On (UFO) constellation
mail that the company has completed final testing for
is well past its sell-by date. The UFO satellites reached
the fifth MUOS satellite and is preparing it to be
initial operational capability (IOC) in 1993, and a gapshipped to Cape Canaveral for launch later this spring.
filler UFO satellite was launched in 2003. The constelMUOS-5 completes the Navys MUOS initial conlation is used not just by the Navy, but the entire
stellation, with an on-orbit spare, she said. Were
Department of Defense to provide communications
looking forward to supporting the operationalization
capabilities to terminals across the globe, and voice
of this system later in the year, and are excited that this
communications and data to troops.
enhanced communications capability is soon to be
The United Launch Alliance successfully sent the
available to our mobile services around the world.
latest MUOS satellite into orbit on Sept. 2 aboard an
But its not just about the satellites when it comes to
Atlas V rocket from Cape Canaveral Air Force Station,
MUOS. There also is the ground network, which is an
Fla. The fifth and final satellite is scheduled to join it in
indispensable part of the system. There are four ground
Communications Upgrade
22
U.S. NAVY/UNITED LAUNCH ALLIANCE
led by the Department of State,

particularly led by the U.S. ambassador to Italy and his engagement
with the Italian government.
Both of those thrusts are in
progress today, and we certainly
expect the issue to be resolved,
hopefully, very soon.
Meanwhile, the MUOS constellation has been progressing well.
The first three satellites are on and
supporting warfighters today, Kan
said, and the WCDMA payload
has been used for testing in exercises.
A number of different organizations are using systems on a daily
basis to test them and to prepare for
its use when that comes, he said.
The IOC will occur later this year,
and were working very hard with
U.S. Strategic Command [STRATCOM] to make that a reality.
Even though the MUOS satellites are available for use, they are
being used for testing, rather than
operations, right now because
STRATCOM has not yet accepted
the system for operations. The proThe U.S. Navys fourth Mobile User Objective System communications satellite,
gram first will need to satisfactorily
encapsulated in a 5-meter payload fairing, lifted off from Space Launch
demonstrate capability and go
Complex-41 at Cape Canaveral, Fla., Sept. 2. On-orbit testing of the satellite was
completed Nov. 30 and the Navy formally accepted it in December.
through operational testing. Once
that process is followed it will be
stations around the world that connect MUOS into one
cleared for wide operational use.
seamless system, and it is essentially where the brains
It is not too early to start thinking about a follow-on
of the system resides, Kan said.
to MUOS. Satellite systems, like any other asset, have a
The sites for the ground stations were selected in
finite life, and the acquisition process for a new pro2007, and are located in Australia, Italy, Southeast
gram is long. As a result, Kans program has started disVirginia and Hawaii.
cussions with the Navy about early plans for a followThat portion of the MUOS system has not exactly
on system, and he expects that an analysis of alternagone off without a hitch. Local residents who live near
tives will be conducted around the fiscal 2018 time
the proposed station in Sicily, Italy, have formed a
frame, with a requirements analysis a year before that.
movement against MUOS and are battling the Navy in
But, for now, the focus is on getting the full MUOS
the courts. Residents are worried about the potential
system online. And when it is, it will certainly be worth
health effects of the 60-foot MUOS satellite dishes as
the wait, Kan said, noting that it will have 10 times the
well as how the site would affect the protected
capacity of legacy satellites.
Sughereta Nature Reserve nearby.
What that translates to is a lot more tactical users will
Kan expressed confidence that the Navy will come to
be able to use MUOS, he said, comparing the satellites
some sort of agreement with the local residents and the
to cell towers in space. Just like when you pick up your
Italian government. No operations can happen at the site
cellphone, you can recognize voice its very clear.
as it is under a restriction placed by the courts through
Thats what MUOS brings. The voice clarity is phenometwo court cases, one administrative and one criminal.
nal. And then I think the last big point with MUOS is the
The legal case is just one of our engagements
IP- [Internet Protocol-] based inherent ability to not only
there, he said. The other big engagement is really

talk to each other, but also to send data.
23
Fire Scout Upgrade

MQ-8Cs larger size gives program more options when it comes to sensors
By DANIEL P. TAYLOR, Special Correspondent
operating off the littoral combat ship

(LCS). Currently, the MQ-8B is on
deployment with USS Fort Worth,
The MQ-8C Fire Scout was developed to provide an endurance
working alongside MH-60R Seahawk
upgrade to the Navys MQ-8B, but time on station is just one of
helicopters in Singapore.
the capabilities being enhanced.
Even though the Navy has fully
The MQ-8C will feature a different radar than the MQ-8B and
transitioned to producing MQtake advantage of the fact that the C has a larger aperture on it
8Cs, the remaining MQ-8Bs are not
and, therefore, can support a bigger sensor payload.
being neglected, as the Navy has
just finished a quick-reaction
Because of the MQ-8Cs larger payload, it gives the program
assessment of the MQ-8Bs radar
sensor options.
capability and is moving to fielding
The program already has done work with electronic warfare
it in March, Dodge said.
payloads and looked at the possibility of some anti-submarine
But all eyes are on the MQ-8C
warfare payloads, as well as the addition of the Advanced
now as it gets ready to run some
Precision Kill Weapon System.
tests off LCSs. The MQ-8C has
transitioned from a rapid development capability to an official program of record, and now the Navy
hen it comes to how advanced a sensor can be
is producing nothing but Cs.
aboard an unmanned aircraft, payload capacWhat weve done in the last year is finished all
ity can make a big difference and there may
developmental testing and we did an operational assessbe no better example than the MQ-8C Fire Scout.
ment that finished in November, Dodge said. It came
The Navys main reason for developing the MQ-8C
out with really good results. We got a couple of really
aircraft, based on the Bell 407 airframe, was to provide
long flights out of it, 11-plus hours. We were really
an endurance upgrade to the MQ-8B, which is based
happy with its performance.
on Schweizer 333 airframe, allowing it to stay on station
Leslie Smith, Northrop Grummans vice president for
longer. But as it turns out, the upgrade also has benefits
medium-range tactical systems, said in an e-mail that the
in terms of the sensors on the aircraft, Capt. Jeff Dodge,
company is busy continuing to refine the Fire Scout unmanager of the Multi-Mission Tactical Unmanned Air
manned air system, improving reliability and maintainabiSystem program office, told Seapower.
lity, integrating sensors to expand the current mission set.
That increased payload capability, we have a little
The MQ-8B is currently deployed and redefining
bit more power, can carry more weight and have a little
how surface combatants do maritime surveillance and
more volume we can put on the aircraft, Dodge said.
precision targeting, he added. The MQ-8C Fire Scout
That opens us up for more payloads.
is the Navys next-generation unmanned helicopter
And the Navy is getting closer to seeing just how that
with a larger airframe that significantly increases range
translates into more capability in the field, as the MQ-8C
and endurance (more than double) and payload caparecently wrapped up an operational assessment. Its smallcity (more than triple). MQ-8C meets and exceeds cuser predecessor, the MQ-8B, has been on deployment for
tomer requirements and stands ready to deploy. Both
years. After starting off with frigates, it has transitioned to
the MQ-8B and MQ-8C Fire Scouts complementary
Difference Maker
24
NORTHROP GRUMMAN
capability to the manned MH-60

helicopter will increase the flexibility of any ship-based operations.
The MQ-8C will feature a different radar than the MQ-8B and take
advantage of the fact that the C has
a larger aperture on it, and therefore
can support a bigger sensor payload.
Were going to work this to get
this out to sea and develop envelopes with various LCS hulls,
Dodge said, noting it will move into
initial operational test and evaluation next year, based on the availability of LCSs. Were getting it in
line so we can get it on board and
get that work done thats what
were focused on now.
Because of the MQ-8Cs larger
payload, it gives the program
options as far as sensors. The program has already done work with
electronic warfare payloads and
looked at the possibility of some
anti-submarine warfare payloads,
as well as the addition of the
Advanced Precision Kill Weapon
System, Dodge said.
These things would be a real
stretch to put on MQ-8B, but with
An MQ-8C Fire Scout completes a test flight at the Point Mugu Sea Range, Naval
MQ-8C we have a few more possiBase Ventura County, Calif., Nov. 20. The flight was one of 11 operational assessment events to validate the systems performance, endurance and reliability.
bilities, he said.
The program is primarily focused on the basic intelligence, surveillance and reconflight testing to define the launch and recovery envenaissance system package, which includes the electrolope, and the program expects to start that at some
optical/infrared laser designator, streaming full-motion
point this year.
video system and ship transponder, to name a few of
But the effectiveness of the MQ-8C is about more
the capabilities not to mention additional ones that
than just its payload or how long it can stay on station.
could end up on the aircraft because of its bigger size
It also has to work seamlessly with manned MH-60
and getting that to the fleet.
helicopters and the LCS itself.
As a program manager, its nice to have options.
The LCS has a ground station that has been perWith its larger payload and airframe, it can carry a
manently installed as part of the equipment on board
larger aperture, a larger antenna, Dodge said. Were
and hooked into the network that acts as a mission
still doing analysis to figure out what the load is going
control station for the MQ-8C. The crew is able to tap
to be.
into that network and the ships navigation data using
The program currently is looking for a suitable
that control station.
radar that has a long- and short-range mode, and, ideMH-60 pilots and air crew operate the Fire Scout,
ally, something with weather modes. The MQ-8B had a
and the mission control system allows for a seamless
fairly small aperture that fits inside the airframes nose,
control and management.
which limits the resolution in some of the modes.
Their knowledge of the operational environment
There still is the development and testing work left
has proven invaluable and also a natural part of the
to be done on the MQ-8C. The program is progressing
integration, Dodge said. They have demonstrated
toward dynamic interface testing and shipboard comthat on a couple of different occasions, flying both the
patibility testing. After that, the aircraft will progress to

MQ-8 and MH-60 at the same time.
25
The New Digital

Quarterback
The E-2D is reaching out, touching the threat farther than ever before
By RICHARD R. BURGESS, Managing Editor
Center] and the CAOC [Combined

Air Operations Center] on matters
affecting the entire Battle ManageThe Navys E-2D Advanced Hawkeye radar early warning airment Area.
craft earned praise for performance on its first deployment.
To Trent, the E-2D was a great
Improvements over the E-2C are two quantum leaps in
advancement in capability.
capability.
As an NFO who has deployed
repeatedly in both the legacy E-2C
The E-2D performed magnificently in near- and over-land enviGroup Zero and Group II NU
ronments.
[Navigation Upgrade], the improve Maintenance, spare parts always are a challenge for new aircraft.
ments to the Advanced Hawkeye
are two quantum leaps in technological advances, he said. The reliability, detection capability and
he Navys new radar early warning aircraft,
tracking, as well as vast improvements to the entire
back from its first deployment, has earned
communication suite and the addition of the Tactical
high praise from service officials. The E-2D
Fourth Operator [T4O], is nothing short of remarkable
Advanced Hawkeye, built by Northrop Grumman, is
while enhancing the Hawkeyes overall lethality in the
replacing the E-2C Hawkeye in the fleet and now is
combat arena.
showing what it can do in real-world operations.
The T4O is the co-pilot whose cockpit station has
Carrier Airborne Early Warning Squadron 125 (VAWbeen upgraded with displays and controls that, unlike
125) deployed from March to November to the U.S.
the E-2C, allow him to complement the three tactical
Central Command area of operations aboard the aircraft
operators seated in the rear fuselage.
carrier USS Theodore Roosevelt (CVN 71). Fresh from its
The Advanced Hawkeye performed magnificently
midlife refueling and complex overhaul, Theodore
in near- and over-land environments, Trent said. In
Roosevelt and its strike group were equipped with the
contrast to the legacy Hawkeyes, the E-2D performNavy Integrated Fire Control-Counter Air capability, of
ance was better when compared to my previous dewhich the E-2D, with its advanced Lockheed Martin
ployments in that same environment.
APY-9 radar and other systems, is an integral part.
Trent said the E-2D predominately used the Link 16
VAW-125s E-2D crews supported Operation Inherent
tactical data exchange network and the Cooperative
Resolve strike fighter operations against the Islamic
Engagement Capability for track management.
State in Iraq and Syria.
Having the Advanced Hawkeye in the carrier strike
As the premier carrier airborne command-andgroup is a game changer, said Capt. Ben Hewlett,
control platform, we were the airborne digital quartercommander, Carrier Air Wing One [CVW-1]. Not
back responsible for coordinating and deconflicting
only are they extending the eyes of the fleet, but we
airspace issues, airborne emergencies, air refueling
can now reach out and touch a threat farther than ever
changes and overall asset management, said Cmdr.
before. There is a peace of mind for all the air wing aviDaryl Trent, a naval flight officer (NFO) and comators when the E-2D is airborne. Their suite of commanding officer of VAW-125. Furthermore, we coormunications improvements has strengthened the air
dinated with both the CRC [Control and Reporting
wings situational awareness, and their increased ability
A Game Changer
26
to discern threat identities, bearings and altitudes gives

us an unprecedented tactical advantage in the air.
Whether its a war at sea, or an air-to-air fight, you
want the E-2D on your team.
It took the entire team of CSG-12 [Carrier Strike
Group 12], CVW-1 and CVN 71 to accomplish our
mission under some pretty environmentally challenging conditions for six straight months in the Gulf,
Trent said. The American can-do spirit is the real
story behind the success of our maiden deployment of
the Advanced Hawkeye. If it were not for the selfless
hard work of these young, but combat-hardened, officers and Sailors, these magnificent flying machines are
nothing more than sheet metal, rivets and circuitboard cards.
Our program office has received positive feedback
from the commanding officer and other operators and
maintainers of VAW-125, said Capt. John Lemmon,
E-2/C-2 Airborne Tactical Data Systems Program Office
(PMA-231) program manager and a former E-2C pilot.
According to the squadron, the first deployment of the
E-2D was a success story. The aircraft, especially the
APY-9 radar, performed exceedingly well and played a
critical role in Operation Inherent Resolve.
The E-2Ds APY-9 radar met PMA-231s and the
fleets expectations, he said. The APY-9 radar provided greatly increased capability to detect and track tar-
LT. J.G. BENJAMIN HAYASHI
gets earlier and more accurately than the E-2Cs APS145. The radar enabled the aircrew to relay a more precise tactical picture to the command-and-control structure and assets in their operational area. According to
the commanding officer of VAW-125, the reliability
and fidelity of the radar was amazing.
The APY-9 expanded battlespace awareness for the
entire carrier strike group and ground forces, he said.
Another way in which the E-2Ds first deployment
was different is that VAW-125 took five aircraft on
deployment, a change from the usual four-plane E-2C
deployment.
The Navy conducted a force structure analysis,
evaluating future concept of operations and operational tempo, and determined five E-2D aircraft per
squadron were required to support future carrier strike
group missions Lemmon said.
Having a fifth aircraft improved our mission readiness
and capability, Trent said. There were a number of
mechanical and software challenges, as one would expect
from a new airframe. Having additional aircraft to compare and conduct tests on greatly assisted in our success.
The fifth aircraft did not significantly raise the manning requirements for VAW-125.
VAW-125 mustered 164 officers and Sailors during
our deployment, Trent said. Our overall manning
was increased by only seven personnel with the addition of the fifth aircraft.
Aircraft types on their first
deployment receive focused attention on maintenance and logistics
performance in addition to operational performance.
We were not without our challenges in terms of maintenance due
to the complexities of a digital aircraft, Trent said. The problems we
experienced manifested themselves
both mechanically and through
software. By nature of having a new
aircraft, our learning curve was
pretty steep. Through a lot of hard
work by our Sailors, support of our
leadership and reach-back to our
industry partners, there was not a
problem we were not able to resolve
to our satisfaction during this maiden deployment.
As with the introduction of any
new aircraft, and especially one as
sophisticated and complex as the E2D, there is a learning curve,
An E-2D Advanced Hawkeye launches from the flight deck of the aircraft carLemmon
said. Based on fleet feedrier USS Theodore Roosevelt Nov. 5 during a deployment to the U.S. Central
Command area of operations.
back, we see a couple of areas where
27
we could enhance training beyond what is already in

place. These systems include the tactical fourth operator
and Joint Mission Planning System, which provides
information to plan missions rapidly and accurately.
Additionally, we will strive to optimize our maintenance
procedures and improve the ruggedness of cabling for a
few items, such as portable electronics. Our program
office will continue to look for ways to improve the E2D to ensure our men and women have the safest, most
capable and sustainable aircraft.
During the E-2Ds first deployment, maintenance
crews worked hard to adapt to a new maintenance philosophy and more sophisticated troubleshooting techniques built into the Advanced Hawkeye, he said. Due
to the operational- [O-level] to depot-level design maintenance philosophy for many new avionics components
in the aircraft, squadrons were able to diagnose and
repair systems on board the aircraft by replacing circuit
cards without the assistance of the carriers intermediate[I-] level maintenance team. Previously, in order to repair
a system, the O-level squadron maintainers had to
remove entire boxes and provide these to I-level maintenance for repair or forwarding to a depot repair facility.
Now, these cards are more easily accessible items that can
be replaced by squadron technicians, getting the E-2D
back in service faster.
VAW-125 also used new tools like the Automated
Logistics Environment (ALE) system to assist troubleshooting and more quickly focus maintenance
actions, Lemmon said.
Crews used the ALE system to identify specific builtin tests needed to diagnose discrepancies with increased
speed and accuracy, he said. As with any new tool and
maintenance philosophy, the more we use it, the more
we learn from it. ALE helps increase the availability of
the E-2D by reducing downtime for maintenance.
The supply chain for a new aircraft also is an area of
interest.
Due to the limited availability of parts inherent to
a new aircraft, [parts supply] was one of our biggest
challenges, Trent said. Again, leadership on many
levels directly assisted to ensure we had what we needed in a timely manner.
In light of budget constraints and limited availability
of parts, it was a challenge to support the E-2Ds logistics
pipeline, Lemmon said. However, our program office
worked with Naval Supply Systems Command
[NAVSUP] Weapon Systems Support and [the] Airborne
Command Control and Logistics Wing to ensure VAW125 received the critical components they needed. PMA231 will continue to coordinate with NAVSUP, Defense
Logistics Agency and Fleet Readiness Centers to develop innovative solutions to increase fleet readiness in this
austere fiscal environment.
28
NORTHROP GRUMMAN
E-2D crews with Carrier Airborne Early Warning Squadron

125 supported Operation Inherent Resolve strike fighter
operations against the Islamic State in Iraq and Syria during
the Advanced Hawkeyes first deployment last year.
During the System Development and Demonstration

phase of the [E-2D] program, NGC [Northrop
Grumman Corp.] worked closely with the Navy to establish specifications for reliability and maintainability, said
James Jay Mulhall, director of E-2/C-2 Global Strategy
& Mission Solutions for the company. This included
state-of-the-art built-in test and the development of an
Automated Logistics Environment. Working with the
Navy, NGC coordinated with the Hawkeye supplier base
to ensure that repairs and spare parts were sufficient to
meet the squadron readiness requirements.
Mulhall said the company provided two technical representatives with VAW-125 during the deployment, one
who specialized in the E-2Ds mission systems and one
who focused on the aircraft and its support systems.
The Navys program of record is 75 E-2Ds, of which
Northrop Grumman is under contract to date to build
51 aircraft. The company had delivered 22 E-2Ds as of
Feb. 1 and is scheduled to deliver five this year.
One of the next steps in E-2D development is the
installation of an aerial refueling (AR) capability.
The first AR installation on an E-2D began in
December 2015 after a successful critical design review,
Lemmon said. The first test aircraft was sent to St.
Augustine, Fla., to be outfitted with prototype AR equipment and instrumentation for flight test. Flight testing
for the AR-equipped E-2D test aircraft is planned to commence in fiscal 2017. Initial operational capability for AR
is planned for fiscal 2020.

Maintaining Awareness
The Coast Guard strives to keep C4ISR systems
across the fleet updated with the latest technology
By JOHN C. MARCARIO, Special Correspondent
he Coast Guards vast

Staying Compatible
modernization program
continues churning out
The Coast Guards modernization efforts include making sure cutnew ships, with the 15th Fast
ters across the fleet old and new have up-to-date command,
Response Cutter (FRC) being
control, communications, computers, intelligence, surveillance and
commissioned in January. This
reconnaissance (C4ISR) equipment.
comes on the heels of Congress
C4ISR equipment needs to be changed and updated every five
making a surprise announcement
to seven years.
late last year that it will provide
funds for the service to build its
The Coast Guard is implementing a new information assurance
ninth National Security Cutter
process that will strengthen cyber security for the C4ISR equip(NSC), one more than the program
ment on its newest cutters.
of record.
The Offshore Patrol Cutter and polar icebreaker programs will
While the operational capabilipresent C4ISR system challenges, but the service plans to use
ties of new assets like the FRC and
proven equipment for them that will work efficiently with Coast
NSC are far superior to those of
Guard missions and not reinvent the wheel.
older ships in the fleet, such as the
four-decades-old 378-foot HighEndurance Cutter Rush, which
ended its career in June, the sensors
and communications equipment for command, conBrian Slattery, a defense expert at the Washingtontrol, communications, computers, intelligence, surveilbased Heritage Foundation, believes the Coast Guards
lance and reconnaissance (C4ISR) are kept as up-tomodernization plan to largely replace aging legacy craft
date as possible across the fleet.
creates an opportunity for the sea service to field techLt. Cmdr. Steve Myers, test director for the Coast
nological advances that greatly enhance the capability
Guards C4ISR acquisition program, said the newer ships,
and capacity of the fleet.
such as the FRC and NSC, have similar data relay and
Unmanned aerial systems [UASs] represent one of
communication capabilities as the legacy ships. The difthese advances, which greatly amplify the aerial intelliference is that systems aboard the new cutters are more
gence, surveillance and reconnaissance of the Coast
efficient and cost-effective.
Guard at reasonable cost and with little disruption to
I dont see the big [capabilities] gap being there.
space requirements and other cutter operations, he said.
We are constantly going back and doing the necessary
The service currently has no UAS capability, but gettechnology upgrades and refreshes on the older ships
ting some, and figuring out the C4ISR capabilities, could
to keep them updated, Myers said.
be trying and costly.
Systems, no matter if they are on legacy or newer cutThe Coast Guard should strive to field this level
ters, need to be overhauled every five to seven years. Over
of UAS ISR capability on the NSC in the immediate
that span, there will be some minor upgrades along with
time frame, while also continuing to pursue the vertimajor ones that require ripping out hardware and replaccal UAV [unmanned aerial vehicle] program for
ing it to meet security standards. This process, depending
longer term if it provides a greater ISR capability,
on the upgrade type, can cost millions of dollars, he said.
Slattery said.
29
Like that of the Navy, Coast Guard C4ISR systems

enable effective and efficient joint-service mission
execution by improving maritime domain awareness
the effective understanding of anything associated
with the global maritime domain that could impact
the security, safety, economy or environment of the
United States.
The NSC, for example, has networked communications, radio direction finding and other capabilities to
integrate with Navy battle groups and the broader government intelligence community.
The Coast Guard is implementing a new information
assurance process that will strengthen cyber security for
the C4ISR equipment on the services newest cutters.
The Coast Guard is using the Risk Management
Framework (RMF), which is the Department of Defenses
approach to protecting computer networks.
The threats to systems and data come from malware
infecting a system, theft or loss of computers and storage disks, unauthorized access by internal users and
outside cyber attacks, Cmdr. Warren Judge, the Coast
Guards C4ISR technical director and core technologies
manager, said in a February 2015 release.
U.S. NAVY
The C4ISR program is working with the Coast

Guard Command, Control, Communications, Computers and Information Technology Directorate to
develop secure and reliable computer systems for the
NSC and the planned Offshore Patrol Cutter (OPC)
using RMF.
Myers added that the Navy also provides a lot of
C4ISR infrastructure and guidance to the service for its
vessels.
We are not leaving our legacy class behind. We are
maintaining them and upgrading them to give them
that same type of capability with our newer cutters,
Myers said.
The service realized it needed to begin upgrading its
C4ISR systems across the fleet in the late 1990s or
early 2000s, Myers said.
I dont know if there was one specific tipping point,
he said.
Along with the nine NSCs, the service plans to build
56 FRCs.
The future, though, resides in the OPC and polar
icebreaker programs. The former will be a 25-ship, $12
billion program that is going to be the most expensive
in Coast Guard history. Coast
Guard Commandant Adm. Paul F.
Zukunft has called it the most
important program of all time for
the service. The polar icebreaker
program could include building
multiple heavy icebreakers over
the next decade-plus in an effort to
recapitalize the fleet.
Myers said the C4ISR equipment for the OPC and polar icebreakers will be complex, but similar to what the service currently is
putting on newer cutters.
We are not going to try and
reinvent the wheel. We want to use
whats proven, through developmental testing, operational testing
and something that will work efficiently to do Coast Guard missions, he said.
The icebreaker, though, will be
unique due to the harsher environment, the mission area and
requirements.
U.S. Coast Guardsmen assigned to Maritime Security Response Team, Direct
I dont have all the answers of
Action Section, and a Sailor assigned to the guided-missile destroyer USS
how we can meet those. Its going
McFaul prepare for visit, board, search and seizure drills during exercise
to be a challenge for us, but we are
Falcon Warrior 2015 in the Arabian Gulf June 7. Modernizing the Coast
doing a lot of research with our
Guards command, control, communications, computers, intelligence, surveilResearch
and Development Center
lance and reconnaissance equipment enables it to integrate with the Navy
and government intelligence community.
on them, Myers said.

30
U.S. NAVY
PROFILES IN SERVICE
Seapowers Profiles in Service features personal accounts of sea service life.
Members of the U.S. Navy, Marine Corps, Coast Guard and civilian maritime
workforce describe in their own words what motivated them to serve, how
they came to do what they do and what their service and respective professions mean to them.
Seapower would like to thank the participants profiled in this special section for
taking the time to share their stories, and their respective public affairs offices for
helping coordinate the interviews. Conducting the interviews for this report were
Deputy Editor Peter Atkinson, Managing Editor Richard R. Burgess, and Special
Correspondents Nick Adde, Gidget Fuentes, Otto Kreisher and John C. Marcario.
To all those who serve we thank you.

31
PROFILES IN SERVICE
Rear Adm. Mary M. Jackson

COMMANDER, NAVY REGION SOUTHEAST
JACKSONVILLE, FLA.
I am from Wimberley, in the

hill country of central Texas,
where my fathers family settled. But
I grew up in Saudi Arabia, where my
father did international mapping for
the U.S. Geological Survey.
Growing up near the Red Sea with
lots of opportunity to scuba dive and
travel, I knew I wanted both the
ocean and adventure in my life.
Oceanography seemed like a natural
fit. Dad was not interested in paying
for Scripps [Institution of Oceanography] or Stanford [University], so
I was on a quest for an inexpensive
oceanography degree. I had no concept of what oceanography meant to
the Navy at the time meteorology
and underwater acoustics.
My parents made a huge impression on me in terms of setting me on
a path of believing that I could do
whatever I set my mind to and be
agile outside my comfort zone. They
were pioneers in their own sense,
having lived all over the world. It
was a far more foreign experience for
me to go to McDonalds or ride a bike
in the neighborhood than to shop in
the souk or camp out near a Wadi.
We traveled a tremendous
amount. I saw the rewards of my
parents hard work and service,
and the love they had for our country, even though we were overseas.
They gave me a foundation for
wanting to serve. I didnt know
then what course I would chart,
but for me, the Navy has been the
right navigation plan.
32
I chose surface warfare because I

had an extraordinary midshipman
cruise. My summer cruise during
my last year at the [U.S. Naval]
Academy was on an ammunition
ship. We were underway most of
the cruise. We went to the Portland
Rose Festival. We got to conn the
ship and work with amazing
Sailors. It was truly exhilarating.
Timing was such that just prior
to my graduation from the academy, then-Secretary of the Navy
[James] Webb opened assignments
to combat logistics force ships for
women. My first ship was the fleet
oiler USS Willamette, and since
then I have served on three
destroyers and one cruiser.
I have been very, very fortunate
to have amazing mentors throughout my career, whether junior to
me like my first chief on that
oiler or senior to me, who have
influenced my decisions. I believe
in the power of telling stories, both
historical and futuristic. I learned
from their shared experiences, and
applied their lessons to my plan.
They also helped me envision what
might be in the art of the possible.
Those stories were powerful, reassuring and gave me conviction. And,
at times, I needed a good course correction. Find time to sit down across
the table with a mentor who can really get you grounded and focused on
the things that are important.
I am still serving because I am
deeply committed to our Navy
mission and because of the dedicated people we have the honor to

serve alongside. You cant accomplish the mission if you dont have
the right people on the team,
including your family team. I am
blessed with an amazing and supportive husband and kids. Some
days are calm seas, and others are
rough seas with blue water over
the bow; water always finds its
equilibrium over time. When I
look back at my entire career, the
highest highs and the lowest lows
are associated with the team. Thats
what makes it interesting, challenging, fulfilling and rewarding.
I spent the first 20 years of my
career in a traditional surface warfare
career path, serving from sea duty to
shore duty, ultimately commanding
the destroyer USS McFaul. I remember meeting with the families before
I left to meet the ship in her second
month of deployment in the Arabian
Gulf. I saw it in their eyes and the
message was clear, Bring my loved
one home. The responsibility was
profound. When youre on the
bridge or in combat during deployment and watching your team operate the ship, you see the team at their
best and working together. It all
comes together a capital ship at
sea doing our nations mission.
When I was given the opportunity
to command Naval Station Norfolk,
Va., I discovered a new set of challenges. I was responsible for everything from infrastructure to environW W W. S E A P O W E R M A G A Z I N E . O R G
U.S. NAVY
PROFILES IN SERVICE
Rear Adm. Mary M. Jackson, commander, Navy Region Southeast, speaks during the commemoration of the Duval
County Veterans Memorial Wall in Jacksonville, Fla., Nov. 18.
mental and energy issues, providing

more than 120 product lines to
enable our warfighters and their families to do what they do best. Having
served at sea and also commanding a
base means Ive been both a customer
and a provider for my current mission in command of a Navy region. I
strongly believe in always remembering where you came from.
The installation business is quite
unpredictable. Many of the aspects
of a small city are also resident on
our bases airports, seaports,
neighborhoods, hotels, restaurants,
hospitals, a police force, firefighters,
power and water plants and, last but
not least, good citizens and bad citizens. Routine days are rare, and
events pop up when you least expect
it. Each one of our bases is unique,
with a different set of tenants and
missions, running the gamut from
strategic deterrence to expeditionary
forces to aviation training.
Just as each base is unique, so

are the relationships with the communities outside the fence. Our
local communities are the glue that
holds us together. Our communities are vital to help us protect our
missions and avoid encroachment.
They support our personnel and
their families, and open their arms
to our children and our veterans.
As a region commander, my staff
and I support the 18 bases in the
region so that the bases can support the warfighters. Thats our job
to enable the warfighters.
Force protection is my top priority. We are living in a dynamic time in
terms of protecting our personnel,
whether theyre on or off base.
Second is making sure that we understand the condition, configuration
and capacity of our infrastructure.
Whether through sustainment or
modernization, our facilities must be
able to support the warfighter.
In general, our ships and our

aviation squadrons spend about
two-thirds of their life cycle in
their homeports training and
maintaining. If the homeports are
not able to support them everything from the runways and the
piers, to the gyms, entry-control
points, family support, to school
liaison officers if all those things
are not working as they should,
then it degrades the readiness of
our warfighters.
Every bit of resourcing we get is
very precious. The responsibility
and accountability of ensuring we
are good stewards and doing the
right thing for our Navy is challenging. The hard work makes a difference in peoples lives. Im right back
where I started the mission is
exhilarating and rewarding. The
Navy has welcomed me into a profession I never dreamed of,
and for that, Im indebted.
33
PROFILES IN SERVICE
Mass Communications
Specialist 1st Class
Blake Midnight
DIVE LOCKER LEADING PETTY OFFICER
NAVAL STATION NORFOLK, VA.
34
backup plan if I didnt make it into

a program.
I took a one-year tour to the Fifth
Fleet Naval Forces Central Command in Bahrain in 2012 and
2013. I learned that Expeditionary
Combat Camera had a detachment
out there, forward deployed. I
knocked on the door, met guys
named Jayme Pastoric and Shane
Tuck. Both now are chiefs. I said, I
want to be a diver and I heard about
the divers in Combat Camera. What
can I do?
I got my name and face in the
door. The next time I was up for
orders, I contacted my detailer to
see if theres an opening on the East
Coast. I was fortunate enough to
get it. Ive been to Bahrain and
Jordan, and bounced around the

AOR [area of operation]. I went on
a great job to Aqaba, Jordan. We
did an AT/FP [anti-terrorism/force
protection] mission. You go down
and sweep the hull of a ship, or a
pier that a U.S. ship is going to
come land on, and make sure that
no underwater hazards or explosive devices are there.
I was part of the salvage and
recovery of the CSS Georgia in
Savannah, Ga., in the summer of
2015, with Mobile Diving and
Salvage Unit 2, which salvaged the
remains of the Confederate ironclad from the Civil War era. It was
brought up to go to a museum for
historical purposes, but Savannah
is going to become one of three
U.S. NAVY
I grew up in Dansville, N.Y.,

a small farm town. I joined
the Navy in 2007 because I wasnt
doing a whole lot with my life. I
was looking for a bigger calling,
really. Id been tending bar and
going to college in Boise, Idaho
thats where I joined.
Im married, with two children
boys ages 7 and 1. My wife Katie
and I both come from the same
town. Weve known each other our
whole lives.
A big part of what I do, and the
thing that Im most proud of, is Im
the lead diver for Expeditionary
Combat Cameras Underwater
Photo Team. Soon, were going to
have eight MCs [mass communication specialists] that work for me
who also are dive-qualified.
Im in charge of screening and
training dive candidates and getting
them schools, and keeping them
current on Navy regulations and
changes to the Navy Dive Manual.
Im also in charge of managing a
budget of $250,000 in dive gear and
keeping the guys operationally
ready to support DoD [Department
of Defense] missions around the
world at almost a moments notice.
My eye initially was caught by
special programs in particular,
SWCC [Special Warfare CombatCraft Crewman] and SEAL. I was a
25-year-old man when I joined the
Navy and I had enough sense to
know I should get a rating as a
Mass Communication Specialist 1st Class Blake Midnight conducts underwater

photo training off the coast of Guantanamo Bay, Cuba, Nov. 20.
PROFILES IN SERVICE
major deep-water ports for the East

Coast, and they needed the ship
out of the way.
My last deployment was to Bahrain during the winter of 2014,
through the spring of 2015. Im
about to leave in the beginning of
March on another one. Its kind of
a big deal. Typically, for a combat
cameraman right now, you end up
being home for six months and
deployed for six months. We have
a very high ops tempo.
Im going over to Bahrain, forward deployed. Well branch out to
countries all over the AOR there.
One of my kids is a year and a half
old, and Ive already been gone six
months of his life and Im about to
leave again. Thats the worst part. Its
very hard on me, because Im a very
family oriented man. Everything I
do, the reason why I remain in the
Navy, is because it allows for me to

provide for my wife and two children. Theres no other reason, other
than Im a proud American and I
love serving my country.
But its really hard on them. It
takes a strong woman to raise two
wild-eyed little boys on her own
while Im out doing my thing. Id
never thought of it until I had children, but now I realize I sacrifice a
lot. Its difficult, but doable. And
the rewards definitely outweigh
the cost. We have a good life
because of the military.
Two [other] important things are
who got you to where youre going,
and whom youre giving back to.
Thats a big part of being in the military we have to be a brotherhood. My two biggest mentors, the
guys I look up to and dont want to
let down, and who taught me how
to be a Navy diver and underwater

photographer, are Chiefs Pastoric
and Tuck. When I make chief, I
want to be that kind of chief.
And then, on the other side of
that, Im the kind of guy whos
always going to be about my junior
Sailors. Im always going to take care
of them. My first priority is to make
their lives more enjoyable, and make
them better men and women. I truly
believe in doing that.
Im getting a bachelors degree in
criminal justice, with an emphasis
on maritime law, from American
Military University. I guess when I
get out of the military, Ill open my
own business. I want to do landscaping and be an outdoor handyman. I
want to work for myself, driving
around in my F-150 with a trailer
behind it and tools, taking
care of peoples homes.
35
PROFILES IN SERVICE
Master Chief Electronics

Technician Jason Avin
CHIEF OF THE BOAT
USS ANNAPOLIS
I was born on the crest of a

wave in Queens, New York,
and rocked in the cradle of the
deep. Some people believe I was
actually born a chief petty officer,
but it was my family upbringing in
Levittown, N.Y., that developed me
into the person I am today.
After high school, I studied at
the State University of New York at
Buffalo for a while and decided
that growing up a little in the military was the way forward for me.
Since joining the Navy, Ive gone
back to college and completed my
major in Workforce Education and
Development from Southern Illinois University and graduated
from the Senior Enlisted Academy.
I came into the Navy as an electronics technician [ET], the nuclear type originally. Lets just say
that Nuke School is as hard as I
had heard and it didnt go very well
for me. I was converted into a communications ET and went to C
school to be a technician.
After I reported to the boat, I
learned everything about submarine operations, including how to
operate my own equipment. The
Sailors took me under their wing,
taught me how to be a radioman
and I quickly learned how to communicate off a submarine. I enjoyed doing that part of my job,
but appreciated the people who
took the time to help me learn. I
still keep contact with many of
them today.
36
I have had a unique career as far

as assignments go, serving on board
three submarines USS Boston,
USS Louisville and USS Charlotte
all during my first sea tour. To be
honest, I was pretty grumpy after
the third boat and planned on getting out of the Navy after shore duty.
Naval Submarine School was the
shore duty I chose and it changed
not only my career, but my life.
I married a beautiful, brilliant
woman and began a family, advanced
to first class petty officer, ran the
Master Training Specialist program
and became a mentor to a struggling
Sailor. I learned that I enjoyed teaching people and helping them
improve; that it wasnt about me anymore. I was being developed into a
leader and I didnt even realize it.
From there, I reported to USS
Springfield as the leading petty officer and made chief about a year
later. I transferred to USS Dallas as
the leading chief petty officer; yes,
two more boats in one sea tour. My
second shore duty was at Submarine
Development Squadron 12 as the
assistant communicator, and then I
transferred to USS Annapolis in 2014
to be the chief of the boat [COB].
If you were to ask me my job
description, I would tell you that I
am the senior enlisted adviser to the
commanding officer on all matters
concerning the enlisted crew and
operations. Although that definition
is certainly true, I have learned my
role is much deeper than that.
I do work directly for the captain, and very closely with the XO
[executive officer], to make sure
we are the best command we can
be. But in order to do that, it has to
be about the crew for the COB. The
best part of being a COB is that it is
100 percent about the people.
I truly believe that all Sailors
deserve a great leader. I heard that
saying once and it resonated with
me. Therefore, on most days, I really
work for the crew. Without them,
the submarine force is nothing; pretty simple philosophy actually. It is
my duty and responsibility to develop a culture on board where everyone can enjoy coming to work, feel
included in the command and strive
to improve themselves and each
other every day. I call it Team Submarining, although I am pretty sure
I didnt make that up.
Everyone has a role. If we foster a
culture of teamwork and open communication, we learn from each
other, always improve and train our
reliefs. Shipmates helping shipmates is a phrase often heard at
quarters or in leadership discussions
on board. A crew looking out for
each other becomes more efficient
and effective. Small victories lead to
large ones and success is contagious.
It also builds confidence.
Our families are also a vital component to the commands success. It
is their support and encouragement
that allows us to do our jobs every
day. They have one of the toughest
U.S. NAVY
PROFILES IN SERVICE
Master Chief Electronics Technician Jason Avin with Nautilus at the U.S. Navy
Submarine Force Library and Museum in Groton, Conn.
jobs in the Navy. It is my responsibility to cultivate a healthy culture

on board that will have a positive
impact on family relationships at
home. I work with the ombudsman
and family readiness group to build
a support network to empower and
encourage successful relationships.
In the end, those relationships increase productivity, raise morale and
strengthen performance.
In the submarine force, the wardroom and chiefs mess have some of
the most intelligent and talented
people you will ever meet. Sometimes it is just as important to sit
back and learn something from
them. One of my philosophies is to
Let great people do great things.
Although it is my job to mentor
them and guide them toward the
command mission, chief petty officers are selected and wear anchors
for a reason. They are the keepers of
good order and discipline, the bearW W W. S E A P O W E R M A G A Z I N E . O R G
ers of all standards and the experts

in their technical fields and their
Sailors. It is impressive when a chief
looks someone in the eye and says, I
got it. Usually, nothing else needs to
be said, because they do.
Training is a huge part of my
job. Everyone should be training to
get to the next level. I train the
chiefs to go beyond their comfort
zones, making sure that were
aligned and that we are ready to
carry out every mission. I help the
chiefs train the first class petty officers to be the next group of chiefs.
I also help the captain and XO
train the wardroom to be the next
generation of submarine warfighters and to improve the relationship
between the wardroom, chiefs
mess and the LPOs. Everyone has
the obligation to listen to one
another and work together. There
is a definite chain of command, but
everyone matters.
What I like most about my job is

watching the Sailors succeed.
Motivation is key, but it doesnt usually matter what that motivation is,
as long as it is positive: American
pride, advancement, college tuition,
good liberty. My motivation is and
will always be my family and my
extended family; my Sailors. I owe it
to them to be a man of my word and
show them that hard work and
integrity do pay off. I tell my Sailors
that, at the end of the day, or the end
of a tour or a career, you should be
able to look into the mirror and be
proud of what you have done.
I use the acronym PROUD to
relay my ideas on how to I try to
make it happen:
P Professionalism. 24/7/365, we
represent more than we can imagine and owe it to each other.
R Respectful. Everyone deserves
respect. Have respect for one another as people. It matters.
O Open. Communicate effectively and voice concerns or ideas.
Everyone has a voice.
U Universal. Become the master
of your rate and learn something
new. Train your relief.
D Dive In. Give everything 100
percent effort. You owe it to yourself and your shipmates.
Where am I going next? Im
under orders to transfer to Submarine Squadron 12 as the command master chief. I am looking forward to an exciting tour full of challenges and victories. After that, as
long as my family is still happy, Im
helping Sailors, Im still having a
good time and my body can handle
it. Ill go as long as theyll let me.
Ive been in 20 years next month.
The scary part of it is, looking back
I never saw myself in this position.
Many of my Sailors werent even
born when I joined the Navy. I never
thought I would be the old guy on a
submarine, but here I am. And to be
perfectly honest, when I look in the
mirror, I am PROUD of what
I have done.
37
PROFILES IN SERVICE
Lt. Cmdr. Daniel Grover II

OPERATIONS OFFICER
HELICOPTER MINE COUNTERMEASURES SQUADRON 14 (HM-14)
I grew up in the Mayfair section of northeast Philadelphia

and joined the Navy in 1991 when I
found myself at a crossroads in life. I
was not very successful in my first
attempt at college during one year at
Drexel University. I was in a situation
where my original plan didnt work
out and at a loss for direction in life,
so I decided to join the Navy. I enlisted under the Nuclear Power Program
and found my way onto ships as a
conventional electricians mate (EM).
I did three consecutive ship tours,
serving on board the submarine rescue ship USS Kittiwake, the aircraft
carrier USS America and the
amphibious assault ship USS Bataan.
I was selected for the Seaman-toAdmiral Program in 1998 and started
school at Old Dominion University
in Norfolk [Va.] in 1999, earning a
bachelors degree in Information
Technology in 2002. Later, during my
FRS [Fleet Replacement Squadron]
instructor tour, I earned an MBA
[Master of Business Administration]
through Naval Postgraduate School.
After 11 years as an enlisted Sailor,
I was commissioned as an ensign.
During the application process for
the Seaman-to-Admiral program I
had taken the Aviation Selection Test
Battery exam, but at the time hadnt
realized the results and the opportunities they could provide. During
designator selection, I was told I
qualified to be a pilot. At almost 31
years old, I began the aviation training pipeline after commissioning.
38
HARRY GERWIEN
NORFOLK, VA.
Through aviation training you

learn and are evaluated on your own
personal strengths and weaknesses,
and I learned helicopters were probably the best fit for me. It seemed like
helicopters went all over the place
and did all kinds of cool stuff, and
Ive gotten to do a lot of that, so it has
been an incredible experience flying
the mighty MH-53E Sea Dragon.
Ive been a Helicopter Mine
Countermeasures [HM] guy my
entire aviation career, now in my
fourth consecutive tour in the HM
community. After training in the
FRS, I started off at HM-14. Then I
went back to the FRS to be an
instructor, followed by a tour at HM15 as a Sea Dragon weapons and tactics instructor. Now Im back at HM14 for my department head tour,
serving as the operations officer.
Our helicopter community is
very small and tight knit with the
entire HM community [three
squadrons] all here in Norfolk.
Between our work community and
my wifes family here in Virginia
Beach, Im fortunate enough that my
wife has a support network in place
to take care of her and our children
when Im deployed.
The primary mission for HM-14
and the MH-53E is mine counterW W W. S E A P O W E R M A G A Z I N E . O R G
PROFILES IN SERVICE
measures. Mine countermeasures is

a small niche within the Navy that is
of tremendous importance. If someone were to put mines in the water
somewhere in the world, it can
wreak global havoc on economies
with trade and oil disruption. Just
the fact that we have an available,
viable asset to deter people from
mining sea lines of communication,
thats how we make a difference.
The MH-53E Sea Dragon is the
largest helicopter in naval aviation.
Shes a beautiful beast and has a
tremendous amount of capability in
addition to the mine countermeasures mission. Ive gotten to do
numerous missions, such as humanitarian assistance, disaster relief,
potential evacuation operations,
cargo and passenger hauling, in
addition to the mine countermeasures mission. Whether its in
Bahrain, the Mediterranean, South

America or Southeast Asia, its just
been awesome seeing the world,
doing those types of things.
The MH-53E is challenging because it is an aging aircraft that has
increasing maintenance requirements. Juggling aircraft and aircraft
parts and trying to accomplish the
squadrons mission and readiness
requirements, far and away, is the
most challenging situation.
I recently returned from an
officer-in-charge deployment in
Pohang, South Korea, where HM-14
Det. Two Alpha [Detachment 2A]
was working to complete a tough
maintenance bulletin that had a
major impact across the entire HM
community. With an outstanding
effort that required all of our Sailors
to go above and beyond normal
working expectations, all of the
Sailors on the Det. led the way in

completing the bulletin, and our
detachment in Korea was extremely
successful for five consecutive
months. The MH-53E is an exceedingly capable aircraft that can do
a lot, and Ive been able to have the
pleasure of taking her to do all of it.
Having learned leadership from
the people who I came up under
when I was a junior enlisted Sailor
and as a junior officer, if you just
attempt to do the right thing all the
time, keep the best interests of
your personnel in mind and do
right by them, you usually wind up
headed in the right direction.
As for the future, I still cant figure
out what I want to do when I grow
up. After 11 years of flying helicopters, it will be a little bit of a problem
putting the toys down when I
have to walk away.
39
PROFILES IN SERVICE
Maj. Gen. Craig Q.

Timberlake
DIRECTOR, MANPOWER MANAGEMENT DIVISION
I grew up in Oldham County,

Ky., and I enlisted in the
Marine Corps in May 1977 because
I knew I didnt have enough discipline or the financial resources to
go to college. I wanted to do something that might prepare me down
the road for some occupation, some
job, and I looked around at the different services and decided Id like
to try the Marine Corps.
I moved up through the ranks,
was meritoriously promoted to
staff sergeant in January 1982, then
commissioned through the Enlisted Commissioning Program in
August 1984 and graduated from
Mary Washington College, via the
College Degree Completion Program, in 1989.
As an infantry officer, I commanded two companies, served in
many staff positions in the operating
and support forces, then was deputy
commanding general, III MEF
[Marine Expeditionary Force], and
commanding general, 3d Marine
Expeditionary Brigade, in Okinawa
before I assumed my current job on
22 August 2014.
Its a good time to be in manpower
management, because of some of the
things the commandant of the
Marine Corps wants to do. If you
look at Gen. [Robert] Nellers frag
order [fragmentary order, or FragO]
to the commandants planning guidance, Gen. Neller talks about five
things he wants to focus on in the
near term. And the first one is people.
40
U.S. MARINE CORPS
QUANTICO, VA.
Maj. Gen. Craig Q. Timberlake, director, Manpower Management Division,

addresses more than 300 families, veterans and members of the community
at the Montford Point Marine Association Chapter 32 formal gala at The Clubs
of Quantico, Va., Sept. 12.
PROFILES IN SERVICE
Were going to make some changes. And if were going to make changes, its
going to be some big changes. I dont want to nibble around the edges.
He goes on to talk about readiness

and other things, but the fact that the
first thing he chose is people means a
lot to me and shows the importance
that he places on Marines.
People are very important to us.
So I say its a good time to be here
in the manpower arena.
I think going forward, the biggest
challenges will be with people. The
commandant wants to make sure we
are recruiting and retaining the best
that America has to offer.
I dont do the recruiting piece. But
a large part of my mission here in
manpower management is the retention piece. The commandant goes on
to say in his FragO we need to look
for ways to ensure that we are retaining the best Marines we can retain.
Thats what were doing right now.
That ties into the second thing
hes looking at readiness. We all
know, in the Marine Corps, its a
man, train and equip thing, and I
have the manning piece of it.
The commandant wants to look
at sustained readiness. And the way
to get to sustained readiness is probably to adjust and tweak the policies
and procedures we have here in our
manpower management.
Since about 1977, weve been
using the unit deployment program.
That was based on a unit cohesion
program, which is basically, how do
we get our Marines ready? Before
we went to war in Iraq and
Afghanistan, we would assign people on a D-minus-180-days plan. D
meaning deployment date. At D
minus 180 days, you would get
everyone you needed, do the predeployment training, do your
deployment, then come home. And
the moment you came back home,
we in headquarters would start
stripping away a large chunk of
your experienced leadership.
When we do that, you have the

problems associated with a unit
that loses a lot of its leadership.
You had the sexual assaults, you
had the alcohol abuse incidents,
you had the hazing incidents. The
commandant said we need to take
a look at that. Hes looking for a
system that will avoid those drops
in leadership. What he wants to
concentrate on is leadership across
the life cycle of a unit.
So we need to get away from
thinking about this unit on when
its going to deploy and when its
going to return from deployment.
We need to think about it more
like a model system, where a unit
has a certain amount of seasoned
leaders at a steady state. We have
to make sure we are staffing units
and manning units so they can
avoid the precipitous drop that
happens when they come back
from deployment. And we have to
look across the life cycle.
You cant just look at it from a
personnel and people issue. It also
deals with training and equipping.
So we have to look at all three of
those and find out how they truly
interact. I think we have a pretty
good idea on that. Were going to
make some changes. And if were
going to make changes, its going to
be some big changes. I dont want
to nibble around the edges.
Former Commandant Gen.
[Joseph] Dunford was concerned
that we have the right numbers
and qualification of noncommissioned officers [NCOs], and we
have several programs ongoing
right now to make sure we get the
numbers right. We need to make
sure we not only are assigning the
correct number of NCOs to units,
but that units are using them
where they need to be used.
For example, the commanding

general of a division wants a driver
and he decides to pick an 0311
infantry sergeant squad leader as
his driver. I gave him that squad
leader to be a squad leader. But if
he uses him as a driver, of course
hes going to be missing somebody
down the line when he needs a
squad leader.
So its incumbent on us as the
manpower people to make sure
that he gets who he needs. Then we
also need to ensure that the unit in
fact is employing the Marines the
way they should be employed in
accordance with their MOS [military occupational specialty].
Among the other things were
looking at, the commandant has
instituted a policy that Marines
have to have a certain time in grade
before theyre promoted. That
would be a year in grade for a lance
corporal going to corporal or a corporal going to sergeant. In most
MOSs, it takes longer than that.
But there are a couple of fast-filling
MOSs where some are getting promoted lance corporal to corporal
with eight months in grade. Were
going to change that. Were going
to mature our Marines a little bit
longer, and that will help in having
a stable leadership that we need
down in the units.
On retention, three out of four
Marines get out after their first term.
We need that. We only need the one
to stay on as a fire team leader.
To retain the career Marines, they
need to continue to be challenged,
continue to grow. Most people come
into the Marine Corps because they
want to be challenged, want to be
part of something bigger than themselves. I think as long as we continue to challenge them, we can
retain them.
41
PROFILES IN SERVICE
Cpl. Michael P. Ryder

BODY BEARER
I joined the Marine Corps I

think out of a sense to serve.
I enlisted at 25, after trying college
and deciding I just wasnt ready for
it at that time.
I went to boot camp at Parris
Island and then to the School of
Infantry and now serve at the Marine
Corps Barracks in Washington, D.C.,
as a body bearer for the funerals of
Marines or their spouses. I am finishing four years in the Corps.
The majority of bearers are
taken straight out of infantry
school. They pick you on the requirements that they see, a [height]
minimum of 6 feet and a basic
strength test, that is 10 reps of 225
[pounds] bench press, 10 reps of
135 military press, 10 reps of 115
curl, 10 reps of 315 squat. The
majority of us were at one time athletes. I was a football player.
Right now, we have 13 body
bearers and five students. We support Arlington National Cemetery
and we also support the National
Capital Region, and, when called
upon, which is a little more rare,
we do travel.
Just recently, we traveled to Knox ville, Tenn., to do 1st Lt. Alexander
Bonnymans funeral. Hes a Medal of
Honor recipient who they just recently repatriated his remains. [Bonny man received a posthumous Medal of
Honor for heroism on Tarawa in
World War II. His burial site was lost,
but his remains were among 37 discovered and identified in 2015.]
42
U.S. MARINE CORPS
MARINE BARRACKS WASHINGTON
Cpl. Michael P. Ryder front right, and Marines from Marine Barracks Washington
participate in the funeral of Medal of Honor recipient 1st Lt. Alexander Bonnyman
in Knoxville, Tenn., Sept. 27.
To meet the needs of the Marine

Corps, to be sent here, it is a blessing. Its outside what you choose to
do, since most of us are infantry.
When you begin to do the
funerals, its a different animal altogether. You become a perfectionist.
Words like service and honor
really take on a new meaning,
because you get to see the families
on their worst day. You get to put
in a helping hand to help them get
over their losses.
We average three to five funerals
a day, 15 to 25 weekly. We have
two teams, black team and the gold
team. We get an administrative
week off in which we kind of stand
down and mostly recharge and do

whatever our command needs of
us, medical and all that stuff.
Arlington becomes a national
memorial on weekends. So we
work 8 a.m. to 4 p.m., Monday
through Friday
It is becoming exceedingly rare
for the World War II remains to
come in, but its a blessing to be
part of those funerals. Its always
very special. The Korean War and
Vietnam War are the Marines were
primarily seeing these days. Were
lucky to not be doing as many
Section 60 funerals, the young
Marines killed in action [KIA], as
we have done.
PROFILES IN SERVICE
Its hard to distinguish between

funerals. Everyones going to touch
you in different ways. But, the
recent KIAs are always the hardest
the 19-year-olds who have been
in a few years and the parents,
wives, newborn children.
Its emotionally taxing but, at
the same time, you see the change,
the emotional relief that we give
them through our brief services,
and the Marines here in the barracks give with their service. We
do as much as we can. We want to
do more, but
Weather is not a thing for us.
Call us the Post Office. Were
always open, always available for
the families. Thats a good thing. Its
something you have to get used to,
because we dont get holidays off, as
other Marines at the barracks do.
Well work through those. Well
work through snow, rain, sleet,
cold, hot, doesnt matter.
I tell my guys, the families came

all the way out here, from the
Virginia area, my hometown in
Miami, or San Diego, so were going
to go out there and give them a ceremony to the best of our ability.
As the platoon sergeant, I take
care of my guys administratively.
And on the funerals, Im what we
call the senior man; Ill be making
all the calls, the only Marine talking. And, when needed or appropriate, also handing the flag off to
family members.
Its a learning experience. And
every funeral is an honor to be out
there, especially the ones where
you can take charge and take that
final flag pass.
I will finish my career at the barracks and will be ESing [end of
service] in July. Ill be going back
to Miami, where winters arent as
strong. Going to pursue my degree
and jump into law enforcement.
Although this is not something I

planned to do, I would fully recommend it to other Marines, just
because our core values are honor,
courage and commitment, and this
is one of the most honorable things
you can do.
What I tell the Marines that Im
in charge of, I say this is a lifechanging experience. To help these
families in the way that we do is
something that nobody else in the
Marine Corps is going to have. Its
something thats very unique, and
its an experience that will last.
The Marines are the only service
that uses only six body bearers, instead of eight. And we are the only
service that does the final raise,
where we lift the casket above our
heads, before placing it on the
catafalque.
Thats where we get our saying:
Well be the last ones to let
you down.
43
PROFILES IN SERVICE
Sgt. Joshua Kern

UNMANNED SYSTEMS OPERATOR
MARINE UNMANNED AERIAL VEHICLE SQUADRON 1 (VMU-1)
MARINE CORPS AIR STATION, YUMA, ARIZ.
I was working full time. I

wanted to do something different, serve my country. Pretty
much all the males in my family
had been in the military. One of my
grandfathers was in the Air Force,
the other one was in the Army, and
my dad was an Army Ranger.
The funny thing is, I went to the
Air Force [recruiter] first. He actually kind of talked me out of the Air
Force. I had described what I wanted to do, and he was like, Yeah, you
should try a different branch. The
Marine recruiter, I guess, overheard
that, and snatched me up on the
way out. A few days later, I was at
boot camp.
I wanted to do, not necessarily
special forces, but direct-action kind
of stuff. I enlisted in security forces
after that, infantry/security forces.
Chesapeake [Va.] was the school
for security forces, called BSG
Basic Security Guard School. I was
part of a FAST team, the Fleet AntiTerrorism Security Team. I did it for
about three years. It was a pretty fun
job. You get a lot of training. Youre
basically a QRF, or a quick-reaction
force, for embassies and overseas national assets. You also do other stuff.
For example, we guard the fence
line in [Guantanamo Bay] Cuba. I
did that, and after that we went to
Bahrain. We were the QRF for CENTCOM [Central Command]. It was
fun, probably one of the highlights of
my Marine Corps career. You work
with a lot of countries militaries.
44
The FAST team is structured very

differently than the rest of the
Marine Corps. You pretty much
operate as a platoon. You deploy as a
platoon. Everything is platoon oriented. Once you form a platoon, you
do all of your deployments together.
Its kind of nice, the small structure. Initially, I was a SAW [squad
automatic weapon] gunner and
then got bumped up to team leader
and stayed a team leader until just
before the end. Right before we
left, I became a platoon guide for
our replacement platoon.
At 1st Light Armored Reconnaissance [LAR] Battalion at Camp
Pendleton, Calif., I was a chief scout,
which is like a squad leader. I did a
deployment to Afghanistan and lateral moved after that. That was my
first time in a combat zone. It was
what you really expect as a Marine.
We got there in November
[2011], so the fighting was pretty
much over with because they dont
fight as much in the winter. A few
IEDs [improvised explosive devices]
here and there, a lot of drug interdiction as well. We destroyed a lot of
hashish. Then spring rolled around.
Thats when they start growing
poppy and they start getting protective. Thats their cash crop, so a lot
more action. Thats fighting season.
LAR, because they operate out of
vehicles, is considered a forward
element. You pretty much live out
of the vehicles. Normally, youd be
outside the wire for about 30 days
at a time, coming back to resupply

for food and fuel and water.
I came back to Camp Pendleton
and I lat-moved to UAS operator.
There were a lot of things I was considering. I wanted to settle into
something that was the complete
opposite of what I was doing. Being
the UAS operator, being the intelligence [platform], I could have that
perspective since I was on the
ground and know what to look for
in indicators. I figured I could help
out that way. The unit I am in right
now, VMU-1, actually was supporting us while I was [in Afghanistan].
The school is in Fort Huachuca,
Ariz. Its a few months long. After
that, I went to the unit [in February
2014] and got qualified. The program that we fly the RQ-7B
Shadow is an Army program.
The Marine Corps doesnt own it, so
we dont have our own school for it.
Its like learning something one way,
and you go somewhere else and you
have to completely relearn it a different way.
I went from being unqualified to
being an instructor within about
four months. Most guys will do an
entire enlistment and not be an
instructor. Id like to think I did all
right. I have a lot of responsibilities
right now. Im an aircrew training
chief, so Im in charge of managing
all the performance records for all
the operators and mission commanders. Its a staff NCO [noncommissioned officer] billet.
U.S. MARINE CORPS
PROFILES IN SERVICE
Im a basic instructor, NATOPS

[Naval Air Training and Operating
Procedures Standardization] instructor and Crew Resource Management
facilitator. Im also the subject matter
expert on our simulator. Thats a fulltime job on its own. The VMU is
moving right now to Yuma.
Most people, when you say
UAVs, they think of the Predator or
the Reaper that have Hellfire missiles on it. The Marine Corps does
not have that. People always ask,
Do we fly it in Afghanistan, blowing people up? Im like, no, we
have line-of-sight equipment. We
have to physically be there. People
think that we can spy on them.
There are federal laws that prevent
that. I just think its funny.
Our tempo is pretty crazy. Its
exercise after exercise. And each
exercise, not only are we supporting
units, but then we have to get our
training in to get our guys qualified.

It definitely keeps you busy.
Ive learned a lot of transferable
skills. Ive set myself up for success
in the future. I love the infantry, but
theres not much future outside the
military for the infantry. Teaching is
important, I do enjoy it, but flying
in general is probably my favorite
part. Sometimes it can be exhausting, but its satisfying at the same
time because youre training someone to do everything that you
learned. Youre passing the torch,
essentially. I have to rely on the guys
Im training to be as good as me, if
not better. Hopefully better.
The school is to learn the bare
essentials on how to operate everything. Its almost like getting a drivers license. Once you get to the
unit, you have to go through your
qualifications to make sure you can
operate it safely on your own.
I always try to show the guys that

were not the mission. People arent
there for us; were there for other
people. We are there to support the
ground guys. Thats pretty much
what every role is in the Marine
Corps. I really try to instill that with
the guys and let them know the big
picture. We are painting a picture
for the battlefield commanders so
they can make a better decision. It
also prevents loss of life on our end.
I had a buddy, Cpl. [Roberto]
Cazarez. He was killed by an IED
during that [Afghanistan] deployment. Obviously, things happen.
You cant prevent every death on the
battlefield. Theres always the potential, you have that eye in the sky and
see that guy whos planting an IED,
and we are able to catch him or stop
that, then thats a Marines life we
just saved right there. Its a
big deal.
45
PROFILES IN SERVICE
Maj. Aixa Dones

COMMANDER, MARINE CORPS RECRUITING STATION LOS ANGELES
The biggest mission for us is

we make Marines, we bring
those individuals into the Marine
Corps we hope to make Marines,
and we win our nations battles.
The big-ticket item on trying to
accomplish those three missions is
getting the applicants and getting
them prepared for boot camp.
As the commander here, I am in
charge of what we call recruiters on
production, or ROP. We have 70 sectors thats how many recruiters I
rate to go out on the streets. We
cover five counties: Kern, Santa
Barbara, San Luis Obispo, Los Angeles and Ventura. I believe its a little
over 23,000 square miles.
We are the largest in MCRC
[Marine Corps Recruiting Command] in the amount of ROP we
have. We have this higher standard, and it very much is that little
phrase of the few and the proud.
Not everyone is able to do it.
I went to Loyola University. I was
hoping to be pre-history or pre-law.
My mom was like, Youd better finish college, its very important.
Neither of my parents had gone to
college and finished. So I was like,
OK mom, Im going to make it happen. I couldnt afford to stay in college, and I decided, I think Im
going to join the military.
In high school, the biggest presence were Marine recruiters. The students who graduated and went to be
Marines always came back and theyd
talk to their friends. You see this
46
transformation; youre not the kid we

used to hang out with last year. They
look so much more mature and they
stand so much taller and their pants
arent hanging down. All those little
things, you think, Wow, I want that.
They just exude confidence.
I just walked in [to the recruiters
office] and said, I want to join the
Marine Corps, what do I have to
do? My mom was extremely supportive. She was born and raised in
Puerto Rico, and they had some
NROTC [Navy Reserve Officers
Training Corps] type of equivalent,
but her mother didnt let her do it.
She remembered that and she didnt
want to stifle her daughter.
I didnt know anything about it,
the types of jobs. The recruiter sat
down with me. I scored well and I
qualified for the good jobs, so I got
assigned to the intel community.
That sold me off the bat. Im thinking, FBI, Secret Service type of
stuff. Im all about it.
Boot camp was not what I expected. It was a little bit of a shock for
me. In the second phase, you go to
the rifle range. I remember if you
scored expert, you got a phone call
home. So I did everything I could to
get a phone call home. I was like,
Mom, I dont know.
My mom is hard as nails, and shes
like, Let me ask you something. Is
the girl to your left and your right
doing it? Is she complaining?
No, Mom, theyre all getting
through it.
Then you can do it too.

I went to Guantanamo Bay, Cuba,
for my first duty station. I had to go
to my MOS [Military Occupational
Specialty] school in Pensacola, Fla.,
at Corry Station, so we trained alongside the Navy. I was a signals intelligence operator. I went to Gitmo
from October 94 to October 95.
I was one of five female Marines
on that base of probably several
hundred Marines. I always say that I
was brought up in the Marine Corps
by the grunts, because I hung out
with the 81[mm] platoon. They
really showed me what a tight community was. They were never anything but supportive.
I went to the Marine Corps Intelligence Activity in Quantico, Va. While
I was there, I was involved with
Ceremonial Platoon. I became the
staff NCOIC [Non-Commissioned
Officer in Charge] and then the platoon sergeant. We did over 200
funerals. It was a great opportunity to
honor Marines in that capacity. I was
meritoriously promoted to sergeant
out of there. I was the MCCDC
[Marine Corps Combat Development Command] Marine of the Year
in 1996. Id do school at night.
In December 1997, I got selected
to be the receptionist for the secretary of the Navy. It was a great experience. I got to meet some amazing
people I still keep in contact with
today. I picked up the MECEP [Marine Enlisted Commissioning Education] program. When youre
PROFILES IN SERVICE
my daughter. She was not yet 2. If it

wasnt for friends and family, I would
have never been where I am today.
I went to MAG-16 [Marine
Aircraft Group-16]. I picked up
captain and forward deployed with
them [to Iraq]. Since we were a
group headquarters, we deployed
for over a year. I took my daughter
to Chicago and she stayed with my
mother.
The biggest learning point and
experience that I received from
deploying to Iraq was the joint portion of it, the Air Force personnel
we had to deal with and we had an
Army casualty unit attached to us
as part of the MAG. We all had a
piece to play in this mission and
we cant do it without each other.
I got selected and went to Quantico to Expeditionary Warfare School,
in May of 07. It was one of the best
years of my career. There its pure
leadership and its pure mentorship.
You have to learn the Marine Corps
planning process. You get put into
different billets. I enjoyed learning
those things, because it gives you that
big picture of what everyone does.
I got orders to MMEA-6, enlisted
retention. What I dealt with was the
re-enlistment and lateral-move packages that would come in. I moved up
to be the FTAP officer, the First Term
Alignment Plan. We also dealt with
U.S. MARINE CORPS
enlisted, you are an adviser. You give

recommendations and you advise
and you give your opinion on
things. You dont ever really make
policy and I wanted to make policy. I wanted to change policy. I
wanted to affect policy.
I went to OCS in summer 2000
and I graduated in May 2001. At
Parris Island, youre told what to
do and you do it by the numbers.
At Officer Candidate School, they
are evaluating your leadership
potential, so the candidates are in
charge. That was the first time I
was introduced to peer leadership.
Thats not an easy thing.
After The Basic School, I was
assigned as an adjutant. My first
duty station was MWSS-371 [Marine Wing Support Squadron-371]
in Yuma, Ariz. The unit was deployed at the time; it was the first
push to Iraq in March 2003. I ended
up being the OIC of the Remain
Behind Element. I learned a ton.
My three-year tour at Yuma
became a one-year tour when Gen.
Amos [3rd Marine Aircraft Wing
(MAW) commander, then-Maj. Gen.
James Amos] asked me to be the
family readiness officer and human
affairs officer under 3rd MAW. It was
a lieutenant colonels billet.
It was tough, because Yuma was
the first time I was living alone with
Maj. Aixa Dones, commanding officer of Recruiting Station Los Angeles, leads
Marine enlistees on a two-mile hike during a pool function at Weapons Field
Training Battalion, Marine Corps Base Camp Pendleton, Calif., Dec. 12.
the lateral-move side of the house. It

was a great opportunity to learn and
listen and understand what is important, the advice they give enlisted
Marines. As an officer, it was a lot of
tools to put in my toolbox.
Wanting to change policy, I realized, even as an officer, its not that
easy. Theres a process, and it takes
time. We had a lot of different working groups where you were able to
write point papers and we had a
direct effect on updating the
Retention Manual, so we made policy during that time frame. It was a
huge learning experience, a reality
check that it takes more than just a
good idea to make policy.
I got orders to go to Parris
Island, from 2010 to 2013. I was a
series commander, company commander and battalion XO [executive officer]. I felt at home. It was a
great opportunity.
I was supposed to go to Command and Staff College after my
tour, however I got selected for
command. I was selected to go to
the Naval War College; it was the
first time they allowed an inresident school to do two of the
three trimesters in resident because
of the slating of command. I doubled up on electives. Ill be completing that third trimester.
I have my first XO now. Its the
first time Im a board-selected commander. For me, its all about them,
and the two OSOs [Officer Selection
Officers]. Am I doing right by them?
That is an evolving process. I dont
pretend to know everything.
These Marines are top notch.
We are asking them to do a job; no
one wants to sell anything. This is
one of the most demanding duties
in the Marine Corps, because
youre putting people outside their
comfort level, youre making them
learn a brand new trade and youre
expecting them to be successful
immediately. Every single one of
these Marines rises to the
occasion. Its just inspiring.
47
PROFILES IN SERVICE
Lt. Kristine Rice

MH-65 DOLPHIN SCHEDULING OFFICER
U.S. COAST GUARD AIR STATION BARBERS POINT, HAWAII
U.S. COAST GUARD
My father was in the Coast

Guard for 26 years and
retired as a captain. During his time,
we spent a lot of time up and down
the Eastern Seaboard at different
units, and as I started to get older I
really appreciated everything my
dad and the people I met along the
way did and I enjoyed the ability
they had to travel.
48
I had a lot of Coast Guard friends

and getting to interact with them
helped make me see the amazing
humanitarian mission the service
has. I realized that joining the service and being part of that could be
something I was proud of. It also
felt like I was carrying on a pseudo
family tradition.
I was accepted into the Coast
Guard Academy in 2003 and
graduated in 2007 as a commissioned ensign.
My first stop was a deck watch
officer in Key West, Fla., at the
Coast Guard Cutter Mohawk. From
there, I went to Portland, Ore., and
was the intelligence officer as well
as a command duty officer. I then
went to flight school in 2011, graduated in 2012, and came to my current assignment at Barbers Point.
Ive spent the last few years
learning the aircraft, participating
in training exercises and conducting various missions. In January,
my helicopter was one of the first
on scene after two Marine Corps
helicopters crashed off the coast of
Hawaii.
We got the call at 11:30 p.m.,
and heading out there, it was one
of those you never like hearing,
that theres potential aircraft in the
water. But it was the adrenaline
rush and you wanted to get out
there and do your best to find
something.
I was thinking, this is what we
train for every day. In the mo-
ment, I was driven by this and

tried not to focus on the other outside factors. But I also was thinking about something else. I had
friends in that squadron. I went to
flight school with a number of
them, and when I saw the report
my heart immediately sank. The
Coast Guard, Navy and Marine
Corps all go to the same flight
school, so you make a lot of close
friends there.
Getting on the scene, you could
smell the gas in the air, you could see
debris in the water and you could see
a lifeboat floating in the water. I had
a lot of feelings out there, and when
we were done I immediately called
my friends at that squadron. They
responded and said they were safe.
They also thanked me for the mission I was doing.
That search-and-rescue case,
along with my first rescue two
months after I got to this assignment, have been my most memorable moments in the Coast Guard
so far.
Since joining, I always knew I
wanted to fly helicopters. My father
was a career cutterman, but for me,
I wanted to fly.
At my first assignment, each
time I heard an aircraft fly overhead
I raced outside to look at it. I knew
thats where I wanted to be, in the
air, conducting drug interdiction or
search-and-rescue missions, and
doing that amazing and
rewarding mission.
PROFILES IN SERVICE
Machinery Technician
1st Class Charles Rockefeller
COAST GUARD CUTTER TACKLE
Prior to joining the Coast

Guard, I wanted to be a
mechanic, but after looking at the
pricing of schools and seeing what I
was actually learning, I decided it
was too expensive. I was into drag
racing, so I started working at a shop
owned by a friend. My sister had
served four years in the Coast Guard,
and she married a machinery technician, and after spending more time
with the both of them I realized the
Coast Guard offered a lot of what I
was looking for, so I joined in 2003.
I am currently the engineering
petty officer of a 65-foot icebreaking harbor tug in the Northeast. Ive
been here for seven months and I
must admit its one of the best jobs
because you break ice in the winter
and work aids-to-navigation all
other days of the year. Last year,
this region saw record-breaking ice
coverage, and this season we have
been breaking ice for a few months
now. Coast Guard Cutter Tackle is
also one of the older boats in the
service, built in 1962.
I really didnt know what to
expect when I joined the service, but
Ive found the opportunities to be
close to limitless, as it just depends
on your motivation level.
In 10 years, I hope to be a chief
warrant officer working for the
Coast Guards Surface Forces
Logistics Center. I would rather be
able to affect change throughout a
class of cutters or small boats versus
working at one unit.
U.S. COAST GUARD
ROCKLAND, MAINE
As for whats been the most surprising thing since I joined the service, its the diversity of the missions
the Coast Guard conducts, from
aids-to-navigation to domestic icebreaking to polar icebreaking to law
enforcement to vessel inspections.
Since joining the service, Ive held
a number of positions and worked
on different classes of ships. I went to
a 270-foot medium-endurance cutter out of boot camp and worked as
a machinery technician. From there,
I transferred to a 175-foot buoy tender, where I spent most of my time
running a crane, which I found out I
was really good at.
Next was an 87-foot patrol boat,
Coast Guard Cutter Heron, where I
was a small boat driver before they
changed the rule to being a fully certified coxswain. I then went to an
aids-to-navigation team and left after
a year because I was promoted to 1st
Class Machinery Technician. Prior to

coming here, I ran boat maintenance
for Ilwaco, Wash.-based Station Cape
Disappointments small boats.
In 2007, while working on Heron,
I had my most memorable moment
to date while in the service. My unit
was picking up a boarding team in
the Gulf of Mexico off a shrimp boat
after a long boarding. The seas
picked up to around 8 feet and the
rudders and screws were starting to
come out of the water.
Once I got the crew on safely, we
still had to notch-in to the stern of
the patrol boat. The stern gate was,
at times, slapping the waves so I sat
behind the 87-foot boat for a while
and just timed the waves to find the
lull so we didnt run face first into
the stern gate. I found the calm
between the sets, gunned the throttle and notched the small
boat. That was fun.
49
PROFILES IN SERVICE
Petty Officer 2nd Class

Matthew C. Chancery
OPERATIONS UNIT CONTROLLER
SEVENTH COAST GUARD DISTRICT
MIAMI
I joined the Coast Guard

because my wife was in the
Navy and I wanted to join the military while also being able to save
lives and protect the marine environment. The service was an ideal fit.
Since joining the service in 2008, I
have served on the Coast Guard Cutter Seneca, based out of Boston, and
at Coast Guard Sector Jacksonville,
Fla. Ive been at my current assignment for about a year and this is by
far the biggest area of operations I
have worked at.
In a nutshell, I am responsible for
controlling all the operations and
planning for any search-and-rescue
missions in our area of operations. I
have to find a way to best utilize our
resources and assets in an effort to
have a successful response. We generally have four to five cutters and six
air stations able to respond to a case,

but our resources are quite limited for
how big an area we operate in.
In my time here, weve dealt with
some unique and memorable cases.
One of them that sticks out is the
rescue of Reza Baluchi in October of
2014. Baluchi was using a hamster
wheel-like device to run from
Florida to Bermuda on the water.
We had to save him in the ocean
[about 70 miles off the coast of St.
Augustine, Fla.] because he was signaling for Coast Guard assistance.
I have had a lot of success and I
have had some [cases] where we
were unable to save someone,
despite our best efforts. The rescue
part is rewarding, while the searching is difficult.
Its very challenging dealing with
international partners because
50
U.S. COAST GUARD
Petty Officer 2nd Class Matthew C. Chancery, standing, in the Seventh Coast
Guard Districts operations center.
every country has their own rules

and regulations and policies and
procedures for what their country
does for search and rescue. A lot of
times we want to get involved, but
they have to go through the proper
channels for requesting assistance
before we can also help. I do know
that our area of operation is very
different than most in the Coast
Guard. In my entire time here Ive
never had a slow day.
Since joining the service I have
learned a number of things, but a
few stick out. One is how I handle
search-and-rescue cases. We deal
with so many types of cases I have
taught myself to try and put them
into perspective and imagine what if
that was a family member, and build
a rescue plan around those parameters, meaning thinking about the
best and most efficient way to assist
and rescue them.
I have also worked on my critical
and analytical thinking approach to
cases. We do a lot of medical evacuations from international waters,
such as cruise ships, and I have to
know, in places like the Bahamas,
where the most efficient medical
centers are located and what is the
best and safest way to rescue
someone in a given location.
I continue to be surprised with
the sheer multitude of missions that
we respond to. The amount of cases,
with such limited resources, is incredible. We do amazing
things every day with so little.
PROFILES IN SERVICE
George Hairston
CHIEF ENGINEER
USNS SPEARHEAD
Im from Brooklyn, N.Y. As

far back as I remember, I
wanted to be an engineer. I guess
when I was about 14, I got my first
summer youth job working in
New York City at the Maritime
Workshop, a nonprofit organization teaching inner-city kids job
skills. I was actually part of the
first group of kids to go through
the program.
I ended up going to a community college in New York City and,
because of budget cuts, they cut
my major twice. The CEO [chief
executive officer] of the program
recommended the SUNY [State
University of New York] Maritime
College to me. He took me up
there [to the Bronx, N.Y.], showed
me the college, I spent the night
and I felt it was a good place to go.
I enrolled that semester.
My school has a really good
placement program. A lot of companies come out and interview students, midshipmen, for potential
jobs. MSC [Military Sealift Command] was the first company that
came on board campus to do interviews. I met the two gentlemen
who were doing the interviews, I
made a good impression on them
and, when they came back the next
semester, they had a list of cadets
they wanted to talk to for a second

round of interviews, and I was one
of them.
I think the thing that sold me on
MSC was the fact that I had a little
brother who was getting in and out
of trouble and I didnt want to go too
far away so I could keep an eye on
him. My little brother likes to cook
and I knew that if I got in to MSC I
could work on maybe getting him a
job as a cook on board and he could
work his way up. Things didnt pan
out that way, but just the fact that I
had that option made MSC so appealing. Ive been with MSC since I
came out of college.
I sailed four years as a third engineer on various ships steam
ships, gas-motor ships and diesel
ships and 2010 was the first time
I was given the opportunity to sail
as a chief engineer. My first chiefs
job was on board the USNS Arctic.
Spearhead, I came on board a
week before she deployed [in
December]. Prior to that, I did five
weeks of training to get my highspeed endorsement. This ship is all
new, so Im learning a lot. You
spend years learning about copper,
nickel, steel, iron, cast iron. Walking on board a completely aluminum ship, its quite different
than anything Im used to.
Most of the ships Ive been on

have been more hands on, where if
you want to start a piece of equipment you go down there [below
decks], physically open the valve,
hit the start button, monitor the
pressure, the temperature, things
like that, whereas here its really
just a click of a mouse. Theres a lot
of automation involved now and
the engineers spend more of their
time on the bridge. On traditional
ships, the engineers are down
below the deck plates.
I have nine guys working for
me. Theyre a good crew, they work
hard, everyone has something to
bring to the table, and every day
we deal with problems that may
present themselves and we work
through it, knock on wood.
Were currently at sea, we are on
mission. Were working off the
coast of Western Africa supporting
the Africa Partnership Station [U.S.
Naval Forces Africas maritime security cooperation program]. Right
now, there are 70 military personnel
and 28 civilians on board.
Were carrying Navy personnel,
were carrying Coast Guard personnel. At some point, were going to
embark some Marines and foreign
nationals from various nations we
visit for portions of the deployment.
I have nine guys working for me. Theyre a good crew, they work hard, everyone
has something to bring to the table, and every day we deal with problems that
may present themselves and we work through it, knock on wood.
52
U.S. NAVY
PROFILES IN SERVICE
Were scheduled to be back in midMay [to Virginia] and well continue

to support Africa Partnership station until then.
My day is pretty full. Because we
are on mission, and we dont have
that much fuel to carry, I closely
monitor the fuel numbers. I have
meetings with the captain and we
talk about future schedules and anything we need for our port visits,
and I coordinate with [MSC headquarters in] Norfolk [Va.] and my
port engineer and the port engineers
over here in the SSU [ship support
unit] on any repairs that are going
on or need to be addressed.
I have a small crew and most of
them are watch standers, so a lot of
times, when there are problems
down in the engineering plant,
myself and my first engineer will go
down and look it over and make a
determination of the best way of fixing it and give direction to my guys.
I have a lot of new guys. I have
some guys who are fresh out of
school, so Im mentoring them,
teaching them how to be good watch
engineers. We have a midshipman

onboard from K.P. [the Merchant Marine Academy at Kings Point, N.Y.];
were giving her guidance on how to
be a licensed engineer and officer.
I get a lot of midshipmen who
come in and they dont know if they
want to sail or come with MSC, and
one of the things I say the MSC has
to offer is the opportunity to
advance. When I get together with
some of my counterparts who are
shipping out commercially, one of
the biggest differences I see are the
credentials that I hold as a licensed
engineer and an officer.
Some of my counterparts may
just have a diesel license or a steam
license, where I have steam, diesel
and motor, and now I have the
high-speed rating. So MSC gives
you a lot of experience and exposure to gain as much as you want
out of this career.
I always tell young guys, if youre
going to sail to get your license, dont
sail to just get a third engineers license, sail to make chief, sail to make
captain. Make it worth your while.
Life as a mariner, I think, is good.

There are some drawbacks you
miss your family but at the end of
the day there is a nice paycheck, you
get to see the world and you get to
meet interesting people.
One of the things MSC brings to
the table is when you pull into a
port, you do have opportunities to
go out and explore. Unlike our
commercial counterparts, where
when you pull into port thats
when you really go to work loading
and unloading cargo and then getting underway as fast as you can to
the next drop-off or pickup point,
MSC does give you an opportunity
to see the world.
I put my name in for the No. 8
[expeditionary fast transport] ship
thats going to be built next year, the
USNS Yuma. Ive been wanting to
get new construction since I made
chief. Im always looking for new
challenges and Ive heard theres a
lot to learn when you do new construction. Im waiting for the names
to be read off and hopefully
Im penciled in for that ship.
53
PROFILES IN SERVICE
Police Chief Thomas E. Gazsi

LOS ANGELES PORT POLICE
SAN PEDRO, CALIF.
54
Newport Beach police and got the

job offer at Newport before L.A.
offered me the job. I committed that
I would do it as long as I enjoy it.
I did 32, 33 years at Newport
Beach, worked just about every
assignment in the organization.
The police and fire were responsible for the department and the
citys emergency operations center.
We, at the Port of Los Angeles, host
a department operations center, a
DOC, that reports to the citys
emergency management department downtown.
In my time at Newport, I was
responsible for liaison with John
Wayne Airport, with TSA [Transportation Security Administration]

after 9/11. I developed the county
and citys MANPAD, or man-portable
air defense systems.
Late in my career, there was a
chiefs opening in neighboring
Costa Mesa, and I was privileged to
get that job. A position at the Port
of Los Angeles became available, as
deputy chief for field operations
and emergency management, so I
applied for the job. I had the
chance to serve as the acting chief
for eight months and was appointed to the permanent job in
December 2014.
PORT OF LOS ANGELES
I was born in Hawthorne

[Calif.], lived in Palos
Verdes for a couple of years, grew
up in Costa Mesa/Newport Beach. I
would come down here fishing on
the pier with my grandfather. It
was a Navy harbor in those days.
It was not the container port
that it is today; it was bulk cargo.
The boats were smaller. I remember a lot of commercial fishing
going on, lots of sailboats. Wed
drop a line off the docks it
would be Berth 93. Wed take them
[the fish] home in a burlap sack.
I had a great-uncle who was an
Oakland police officer. I had three
cousins who were/are police officers in San Francisco. My cousin is
a police officer in San Jose. My
brother-in-law is the retired chief
from Brawley, Calif. I didnt serve
in the military, but my brother-inlaw was in the Navy. He served on
submarines.
That law enforcement thread
started for me in the Bay Area, with
my moms family. I had a natural
affinity, because of the familys history in law enforcement. I started
out as a Police Explorer in Newport
Beach in my teens and became a
reserve officer at age 20 and worked
patrols while I was in college at
[University of Southern California].
My aspiration was to pursue
advertising and business, and Id do
the reserve police thing because I
was enjoying it but I didnt see it as
a profession. I applied to LAPD and
PROFILES IN SERVICE
Theres a lot of plates in the air. The way you successfully manage that is you
have very capable people around you who are astute and know the business
the business of law enforcement and the business of the port of Los Angeles.
They are here for an entire career providing specialized law enforcement.
I came to learn about serving in

a significant commercial and container port the largest container
port in the U.S. that handles 43
percent of commerce that comes
into the United States. The size,
the scope and the magnitude of the
operation of the port, as well as the
specialized maritime law enforcement, was a great opportunity for
me to expand my professional
understanding of law enforcement
as well as serve in a dynamic,
extraordinary environment of a
very sound, well-respected police
organization
The thing that is very intriguing
and interesting about maritime law
enforcement is, in our setting
theres much in terms of a variety
of terminals, transportation hubs,
rail, trucking and the maritime
side. When you look at the numbers about 8.5 million containers a year, about 43 linear miles of
waterfront, 7,500 acres with, as of
December, the largest container
ship to have landed in the United
States it is a significant and
daunting task.
We are providing traditional law
enforcement with patrol operations, criminal investigation, detectives, traffic investigations and
traffic enforcement, as well as the
maritime side, with policing on the
waterways, in the port, with marina operations, dive operations,
sonar mapping of the harbors
depths and waterways, checking
for hazards, destructive devices,
handling commercial vessels of significant magnitude as well as the
cruise ship industry.
From a law-enforcement and
counterterrorism perspective, with
the U.S. Coast Guard, FBI,

Customs and Border Protection,
L.A. County Sheriffs Department,
LAPD, L.A. Fire Department and a
full scope of allied agencies, as well
as intelligence gathering, threat
detection, threat mitigation, threat
response and the responsibility for
the harbor department it is a
constantly challenging dynamic. It
changes every day.
The largest container ship, the
Ben Franklin, was here Dec. 26, and
remnants of Space-X [Falcon 9 rocket booster] arrived two days ago.
Theres a lot of plates in the air. The
way you successfully manage that is
you have very capable people
around you who are astute and
know the business the business
of law enforcement and the business
of the port of Los Angeles. They are
here for an entire career providing
specialized law enforcement.
Our typical employee does not go
from agency to agency, division to
division. They come here, they learn
the basics of police work and they
learn the specialized nature of maritime law enforcement, the hazards,
the complexities, the navigational
codes and maritime operations.
You cant do it alone. Your
strength is in the relationships with
the outside agencies. The Maritime
Law Enforcement Training Center
provides maritime law enforcement
training, from basic boating classes
to advanced boating classes to shipboarding operations to tactical training, vessel operations, navigation
and a variety of things. We are the
only West Coast training facility of
its kind. We host a variety of law
enforcement personnel from municipal agencies from all over the coun-
try, sheriffs departments, federal

agencies.
We provide training platforms for
the U.S. Navy, Marine Corps, Army
and Coast Guard. It is known as the
premier maritime law enforcement
training facility in the United States.
The Marine Corps does at least two
exercises a year in the port complex.
They use our facilities, we provide
training. They are familiar with our
complex and how to respond to a
significant event, and, along with the
U.S. Navy, do several swift-boat operations out of Coronado and Camp
Pendleton. The U.S. Army does aviation exercises throughout the port.
I am responsible also for port
pilots. They are the qualified pilots
who bring the ships to berth and
back out to sea. Its a very dedicated
professional group of highly trained
veteran pilots.
The port police also is responsible for information technology and
cyber security for the port complex.
We provide law enforcement for the
rail lines. We work very closely with
Long Beachs harbor patrol, the law
enforcement component.
The L.A. side is the most active
container port operation in the U.S.
We work highly collaboratively
with one another. Its a seamless
relationship.
It takes a very dedicated, core
group of personnel to track not
only intelligence but the day-today emerging trends in and about
the complex, whether its general
law enforcement or specialized
maritime aspects. It affects millions
of jobs in the United States. Its a
significant operation. Every day,
driving in and out, I am
impressed by it.
55
PROFILES IN SERVICE
Angel Melendez
FACILITIES & MAINTENANCE MANAGER
BAE SYSTEMS SHIP REPAIR
MOBILE, ALA.
I was born and raised in

New York City. I lived there
until I joined the Navy in June 27,
1981, a year out of high school. I
was young and wanted some
adventure. I was in love with the
prettiest girl in the country my
high school sweetheart and wife of
34 years now. Joining the Navy was
a way for me to marry her and be
able to support her. That and the
fact that my brother-in-law told me
the uniform looked pretty cool.
In boot camp, a spokesman came
into the holding area for the company and asked, Who here wants to
make more money than the average
Sailor? I raised my hand. I didnt
realize until sometime later that I
just volunteered for duty in the
Naval Submarine Service. I served in
that capacity for about 14 years. I
later served the remainder of my
time in the Surface Navy.
I joined as an E-1, which is the
absolute lowest entry level, and
worked myself up to the position of
E-8, which is senior chief. I sought
and was given a commission as a
limited duty officer and rose through
the ranks and retired as a lieutenant
commander 25 years later. I started
out scraping paint on a Navy ship
and retired after running the engineering department on board one.
The Navy was a wonderful
experience for me. Every single
assignment was fantastic because
every one exposed me to things
that developed me. Every person I
56
came in contact with, good and

bad, helped mold the person that I
am today. And I learned to take the
good and bad from every situation
and put it in my trunk-load of
experience and build on it.
I was the chief engineer aboard
the USS Coronado. That was a great
job because of the exposure to and
involvement in exercises as the
Third Fleet flagship. During that
tour, my son was exposed to the
Navy when I was able to bring him
on board and take him out for family day cruises. He really gained an
interest and surprised me one day by
telling me it was his desire to apply
to and seek a commission from the
Naval Academy, and he did that.
One of the absolute coolest things
I experienced was on the day of my
retirement. Theres a ceremony called
relieving the watch, its a very, very
emotional ceremony. At my ceremony, I walked up to the commanding
officer and said Sir, Im ready to be
relieved. And he said, Very well.
My son stepped up and said, Sir,
Im ready to relieve Cmdr. Melendez.
I then turned around and passed my
sword to my son and saluted him. He
saluted me, turned around and said
Sir, I have relieved Lt. Cmdr.
Melendez. I have the watch. It was a
proud moment for me.
Recently, my daughter approached me and said, Dad, I want
to speak to a naval recruiter. I want
to seek a commission as a naval officer. She wants to fly jets and one of
the things that she wants to do is to

fly an F/A-18 Super Hornet with her
brother, who happens to be a naval
aviator, as her navigator/bombardier
in the back seat.
She wants him to be Goose from
Top Gun and she wants to be
Maverick. If that happens, I think
it will be one of the first times in
the history of the Navy where a
female fighter pilot has been in a
fighter plane with a sibling as her
bombardier/navigator. Im hoping.
I retired from active duty in
September 2005. I worked initially at
the North Florida Shipyard, followed
by a stint with Marine Hydraulics.
They both had business interests at
the Mayport Naval Station in
Florida, where I retired from. Then, I
was recruited to lead a $100 millionplus contract with Jeffboat Shipyards
in Jeffersonville, Ind.
I came to the BAE Systems shipyard in Mobile, Ala., in the spring
of 2010. At the time, retired Navy
Capt. Richard Burna was the director of the shipyard. I had previously served with Capt. Burna while
we were both on active duty. He
asked me if I would consider working for him and I readily agreed to
come on board.
Today, I am responsible for all
facilities and equipment in a 423-acre
industrial repair and construction
facility. We service both commercial
and Military Sealift Command ships.
We do overhaul and conversion work
on all of them.
PROFILES IN SERVICE
able to do because of the skillsets

that I picked up in the military.
My military experience taught
me that the most important thing I
can do is take care of the people
who work for me to engage
them every day and care about
them in every way. I learned that if
you take care of your people, they
will take care of you. I learned that
you need to know your people or
you will fail them. If you fail them,
you can never be successful. I also
learned to always remain humble
and approachable, to lead them
from the front and always remind
them that they are important.
One of the pillars and core values of BAE Systems is that safety is
paramount, and for us its not just
a slogan. People are important and
we live that, breathe that, every
single day. I instill in my team
members a desire to take care of
our people always, in all ways.
The worst thing that could possibly occur in my position is for me to

have to deal with one of my team
members potentially becoming injured. Im going on almost five years
without an accident and without an
injury in my department and Im
pretty proud of that.
The industry is changing for my
shipyard. The workload is decreasing because of the state of the oil
industry that we support, so it
makes the job a little bit more
challenging. We have to do more
with less. That has an impact on
my people.
Doing our jobs and having an
impact on our customers, so the
next time they have a job that
comes up, they seriously consider
coming back to our facility because
of the quality of the work, the quality of life that we provided all
that plays into what makes
my job very enjoyable.
BAE SYSTEMS SHIP REPAIR
I have about 2 million square

feet of interior and exterior production area, about 20 buildings,
three piers with 4,200 feet of berth
space, two floating dry docks, 61
cranes, vehicles, conveyor systems,
compressed gas and air systems. In
essence, I own everything in this
facility with the exception of the
ships on the water and the people
who work on them.
The shipyard is a little bit like a
family business to me, as my
youngest son works with me at the
shipyard. He is an outside machinist,
while also working toward his college degree. He is a senior this year,
majoring in mechanical engineering
at the University of North Florida.
On Navy ships, youre either an
engineer or youre a passenger. As
an engineer on board the ship, I
was responsible for everything that
allowed that ship to function and
operate. Everything I do here Im
57
PROGRAM SNAPSHOT
Raytheons CEC:
Engaging for 20 Years
The Cooperative Engagement Capability (CEC) was developed as a

sensor-netting system that integrates
target tracks into a high-quality situational awareness and fire-control
capability. The CEC makes it possible for multiple cooperating units,
such as air-defense ships, radar early
warning aircraft and ground air
defense sites, to form an air defense
network by sharing radar target
measurements in real time.
SCOPE
Raytheon has delivered more than

150 CEC systems, which are
installed on more than 100 U.S.
Navy ships and 40 E-2C Hawkeye
and E-2D Advanced Hawkeye
radar early warning aircraft. CEC
also is a component of the Marine
Corps Composite Tracking Network (CTN). The contract awards
to date total more than $1 billion.
Raytheon currently is scheduled to
deliver 15 more CEC systems.
TIMELINE
Work on the CEC began in the

1980s. The operational system
first was installed on ships of the
USS Dwight D. Eisenhower carrier
battle group, which brought CEC
to initial operational capability in
1996. CEC was integrated in the
CTN beginning in the late 1990s.
In 2015, USS Theodore Roosevelt
deployed with the Navy Integrated
Fire Control-Counter Air capability, of which CEC is a component.
WHOS WHO
Pat Speake is director of Integrated

Mission Systems at Raytheon Integrated Defense Systems.
58
U.S. NAVY
BACKGROUND
Two of the Cooperative Engagement Capabilitys planar array active aperture

antennas four faces are shown in the inset of the top of the mast of the aircraft
carrier USS George Washington, seen here in the Atlantic Ocean Nov. 17.
CEC includes a Cooperative Engagement Processor and a data distribution system with an integral antenna array. The self-forming
network, transmitting and receiving simultaneously, takes the various
received sensor data, fuses that data into one composite track.
That one track is a much better track than any the individual sensors can
have on their own just by getting various looks of the same object at different
geometries. Any one sensor could have jamming problems or horizon or
weather limitations. The data distribution system takes that one composite
track and provides it to each one of the cooperating units, the platforms in
theater that have CEC. They have the same track at the exact same time.
CEC has evolved significantly since those early days. What was once
the size of a double-wide refrigerator is now the size of a microwave oven.
The Navy ran a build-to-print competition for the signal data processor
[SDP] and Sechan Electronics, a small business in Lititz, Pa., is doing an
excellent job building the SDP at a fraction of the cost of the first-gen CEC
system. In the beginning, the shipboard CEC had a cylindrical array antenna called Shipboard Active Aperture, state of the art at the time, liquid
cooled. With a cylindrical array, 360-degree coverage was a challenge, with
dual-antenna configurations required on some platforms.
Beginning in the early 2000s, we fielded the next-generation antenna, a
planar array active aperture antenna, which has four faces that you can
separate. It provided increased reliability and significant savings in acquisition, installation and support costs.
Now we are integrating the latest CEC variants, the USG-2B and USG3B, on ships and aircraft, respectively. Were in the process of developing
the next-generation CEC antenna, the Common Array Block [CAB] antenna, for expeditionary and shipboard applications, so we call it the CABE/S. The gallium nitride MMICs [Monolithic Microwave Integrated
Circuits] allow the antenna to be air cooled as opposed to the liquid
cooling. The CAB will also be more reliable and maintainable.
HISTORICAL PERSPECTIVE
The Holloway Legacy

Worthy of Recognition
By DAVID F. WINKLER
ne fascinating aspect of Navy culture is how the

O
call to serve at sea is often intergenerational. The
Navy has frequently recognized this in the naming of
its warships. For example, the guided-missile destroyer USS Porter is named after the 19th-century officers
David Porter and his son, David Dixon Porter. USS
Mustin honors three generations of the Mustin family
who served in the Navy from 1896 to 1989. There are
Mustins still serving today with the fleet.
Of the many father-son and father-daughter,
mother-daughter and mother-son combinations
that have served with distinction over the 240-year history of the Navy, there is only one case where both parent and child achieved the rank of four stars: Adms.
James L. Holloway Jr. and James L. Holloway III.
Born in Fort Smith, Ark., in 1898, the senior Holloway spent much of his youth in Texas where his father
was an osteopathic physician. Earning an appointment
to the Naval Academy, he arrived at Annapolis in 1915 to
join the Class of 1919. As a result of the United States
entering World War I on April 6, 1917, Holloways class
commissioned a year early and he received orders to the
destroyer Monaghan, which performed escort duties during the latter months of the war.
While visiting to Charleston, S.C., he attended a reception at the Carolina Yacht Club and met Jean Gordon Hagood, the daughter of an Army major general. They married on May 11, 1921. On Feb. 23, 1922, the couple had a
son who would share his fathers and grandfathers name.
At the time, the senior Holloway was executive officer
of the destroyer McCormick. He quickly rose through the
ranks in the surface navy and made a name for himself in
gunnery. He served as the assistant gunnery officer
embarked on the battleship Nevada. As head of the Chief
of Naval Operations Gunnery Training Section, he oversaw the development and adoption of the Draper
Gunsight that would be used to direct shipboard antiaircraft weapons during World War II.
Holloway commanded Destroyer Squadron 10 that
screened landings at Casablanca, North Africa, in
November 1942. Later in the war, he had command of
the new battleship Iowa.
His son also attended the Naval Academy, as part of
the Class of 1943. The junior Holloways class graduated
a year early as well due to an ongoing global war. At first,
he followed in his fathers footsteps. Assigned to the
destroyer Bennion as a gunnery officer, he contributed to

the American victory at Surigao Strait. Surprisingly, his
father suggested he choose a new career path.
The war in the Pacific is being won by aircraft carriers. The future of the Navy lies in naval aviation, the
senior Holloway said.
Thus, his son applied for flight training and earned his
wings of gold. During the Korean War, he flew the F9F2 Panther on numerous combat missions and eventually
fleeted up to command Fighter Squadron 52.
The senior Holloway continued on active duty and during his tour at Fleet Training Command Pacific, he headed
a board that examined officer training. Its resulting report,
forever known as the Holloway Plan, revamped the
Navy Reserve Officers Training Corps program to become
a leading source for naval officer commissions.
The senior Holloway received his fourth star and his
final active-duty assignment as commander in chief,
U.S. Naval Forces, Eastern Atlantic and Mediterranean.
During that tour, he deftly handled Americas peaceful
intervention during the Lebanon crisis of 1958. His son
commanded Attack Squadron 83 embarked on Essex,
and its Douglas A-4 Skyhawks flew cover for the
Marines ashore in Beirut.
With the retirement of his father, James L. Holloway
III continued his career climb to serve as the 20th chief
of naval operations (CNO) from 1974 until 1978.
Notable accomplishments along the way included his
command of Enterprise during its first combat cruise to
Vietnam and his role at the conclusion of that conflict as
commander, Seventh Fleet. Having commanded a
nuclear-powered aircraft carrier at war, he became a leading proponent of the follow-on Nimitz-class carrier.
These 10 ships in service today represent a fitting legacy for two warriors whose combined service spanned
nearly seven decades. While the senior Holloway put in
place personnel policies that contributed to these ships
having well-trained and educated crews and air wings, the
junior Holloway saw the first two ships of the class enter
service during his tenure as CNO.
Given this legacy, it would be fitting and appropriate
for the Navy to recognize this remarkable father-son
duo with the naming of a USS Holloway.

Dr. David F. Winkler is a historian with the Naval Historical
Foundation.
59
S H I P S L I B R A RY
Books Highlight Naval Aviation,

Post-Cold War Strategy
By RICHARD R. BURGESS, Managing Editor
UNITED STATES NAVAL

AVIATION 1910-2010
By Mark L. Evans and Roy A.
WAR IN THE SHALLOWS:

U.S. Navy Coastal and Riverine
Warfare in Vietnam 1965-1968
Grossnick. Washington: Navy
By John Darrell Sherwood.
History and Heritage Command.

469 pp. $132 total
COMBAT AT CLOSE QUARTERS: Warfare on the Rivers

and Canals of Vietnam
ISBNs: 978-0-945274-75-9,
By Edward J. Marolda and R. Blake
978-0-945274-86-5
Dunnavent. Washington: Navy
Volume 1, 747 pp. Volume 2,
The Navy History and Heritage Command (NHHC) has

updated the last edition of its chronology of naval aviation history, which covered 1910-1995. By adding new
research, as well as 15 years of chronology, and updating
appendices, it now covers the first 100 years of U.S.
naval aviation history. The update is presented in two
volumes, the first covering the chronology and the second with 39 appendices, which present, in a very clear
layout, many statistics and lists alone worth the entire
book. Many new photographs have been added.
The book also is available for free, in pdf form, on
the NHHCs website at www.history.navy.mil/research/
publications/recent-publications/1910.html
HUNTERS AND KILLERS:
Volume 1: Anti-Submarine
Warfare from 1776 to 1943
By Norman Polmar and Edward
Whitman. Annapolis, Md.: Naval
Institute Press, 2015.
224 pp. $44.95
History and Heritage Command.

425 pp. $40.00 and 82 pp. $7.99,
respectively
ISBNs: 978-0-945274-76-6,
978-0-945274-73-5
The NHHC has produced a book

and a monograph that document
the operations of the Navys riverine and coastal forces in the
Vietnam War. The operations were aided by technological and tactical innovations by a blue-water Navy that
enabled it to adapt to the hostile confines of the
Mekong River and canals and support U.S. and South
Vietnamese Army forces against an elusive enemy.
Sherwoods exhaustively documented book covers the
first three years of the Navys riverine and coastal interdiction and counterinsurgency efforts that were highly
successful. Marolda and Dunnavents monograph covers the riverine war more briefly but with extensive
photographs, and also details the earlier French and
South Vietnamese riverine efforts.
ISBN: 978-1-59114-689-6
The author presents a comprehensive history of anti-submarine warfare (ASW) from its
beginnings to spring 1943, when the tide was turned
against the German U-boat fleet in World War IIs Battle
of the Atlantic. The book covers the little-known British
ASW measures following the attacks by Bushnells Turtle
against British warships in New York. ASW matured
greatly in World War I, when German U-boats nearly
strangled Britain, and again in World War II, when the
U-boats ravaged Allied shipping. The ASW efforts
spurred innovation in technologies including aircraft,
sonar, radar, barrage and homing weapons, as well as in
tactics involving convoying, hunter-killer task forces,
cryptography and direction finding. Volume 2 will cover
the rest of World War II and the Cold War.
60
TOWARD A NEW MARITIME

STRATEGY: American Naval
Thinking in the Post-Cold
War Era
By Peter D. Haynes. Annapolis, Md.:
Naval Institute Press, 2015.
304 pp. $49.95
ISBN: 978-1-61251-852-7
The author, a naval aviator serving as

deputy director of strategy, plans and
policy for U.S. Special Operations Command, surveys the
Navys strategic thinking from the end of the Cold War in
1989 to the 2007 release of the Navys A Cooperative
Strategy for 21st Century Seapower document. The 2007
strategy represented a fundamental shift from past thinkW W W. S E A P O W E R M A G A Z I N E . O R G
S H I P S L I B R A RY
ing in that it defined the vital interests of the United States

and the relationship of U.S. maritime power. The strategy
also encompassed the Marine Corps and Coast Guard in
a unified document that allied military goals with national economic and political objectives. The author faults
some of the Navys approaches to strategy since the Cold
War and criticizes a narrow world view of some of its
leaders for their failure to fully comprehend the relationship between globalization and sea power.
DEVOTION: An Epic Story of
Heroism, Friendship, and
Sacrifice
By Adam Makos. New York: Ballantine
Books, 2015. 445 pp. $28.00
ISBN: 978-0-8041-7658-3
Devotion is the story of two

naval aviators, one a white New
Englander and the other a black
sharecroppers son from Mississippi, who find themselves in the same squadron on
an aircraft carrier deployed to the Korean War. Tom
Hudner and Jesse Brown, the first black naval aviator,
flew close air support for the Marines trapped at the
Chosin Reservoir in late 1950. Browns F4U Corsair
was shot down, pinning him in the cockpit. Hudner
deliberately crash-landed his single-seat Corsair in an
effort to save Brown, but was unable to free him.
Hudner, rescued by helicopter, was awarded the Medal
of Honor for his action. Hudner used his resources to
put Browns widow through college for a new start.
STAY THE RISING SUN: The

True Story of USS Lexington,
Her Valiant Crew and Changing
the Course of World War II
By Phil Keith. Minneapolis, Minn.:
Zenith Press, 2015. 234 pp. $30.00
ISBN: 978-0-7603-4741-6
USS Lexington was the first U.S. aircraft carrier lost in World War II.
Before it sank, it contributed to a
U.S. strategic victory that stopped the Japanese advance
in the South Pacific at the May 1942 Battle of the Coral
Sea, which also alleviated the Japanese threat to
Australia and reduced the Japanese carriers available for
the coming operation at Midway. Lexingtons air group,
along with USS Yorktowns, sank a Japanese carrier and
severely damaged another in the first naval battle fought
without opposing ships sighting each other. Lexingtons
crew survived at a rate of 90 percent despite the crippling Japanese attacks on the ship. The author describes
in detail not only the battle but the valiant efforts of the
crew to save the valuable ship.
GERMAN COMMERCE
RAIDERS 1914-18
OTTOMAN NAVY WARSHIPS
1914-18
By Ryan K. Noppen. Oxford, U.K.
Osprey Publishing, 2015. 48 pp. and
$17.95 each
ISBNs: 978-1-4728-0950-6,
978-1-4728-0619-2
FREMANTLES SUBMARINES: How Allied

Submariners and Western
Australians Helped to Win the
War in the Pacific
By Michael Sturma. Annapolis, Md.:
Naval Institute Press, 2015.
248 pp. $32.95
ISBN: 978-1-61251-860-2
Fremantle, on the western coast of

Australia, became a base for U.S. and later British submarine operations against Japan from March 1942
onward after the Allies were pushed out of the
Philippines and the East Indies. Out of range of
Japanese airfields, Fremantle grew in importance as a
staging base for submarine operations against Japanese sea lines of communication and, particularly,
for oil tankers. This book also is the story of the citizens of Fremantle and their sharing of resources with
the submarine forces, and how their hospitality contributed to the morale of the force and enhanced its
combat effectiveness.
The author has produced two

monographs on some of the more
far-flung naval actions of World
War II. The German Navy, largely
hemmed in its home waters by
the U.K. Royal Navy, used commerce raiders, including cruisers,
armed ocean liners and the supply
ships that sustained them, to
attack Allied shipping and tie up naval forces in their
pursuit. When these were defeated, the Germans
turned to armed merchant ships, even one sailing
ship, disguised as Allied or neutral ships to continue
the harassment.
The Ottoman Navy was obsolete at the wars beginning but acquired a German battlecruiser and light cruiser that had taken shelter, and, along with pre-dreadnought ships, faced the Russian, British and French
fleets. The Ottoman ships contributed to the defeat of the
British forces in the Dardanelles campaign.

Seapower does not review works of fiction or self-published books.
61
N AV Y L E A G U E N E W S
Navy League Brings Concerns

to Congress During Fly-In
By PETER ATKINSON, Deputy Editor
tive regions to stress the need for their support of the

U.S. sea services.
Split into more than two-dozen teams, 77 Navy
League representatives including a group made up
of National President Skip Witunski, past National
Presidents James H. Offutt and Sheila M. McNeill, and
National Vice President for Legislative Affairs Geoffrey
Prosch fanned out among the legislative office
buildings to make 217 presentations to senators, representatives or their staffs. The broad-based presentations focused on the sea services role as the first line
of defense for the nation; Navy, Marine Corps, Coast
Guard and maritime trade priorities; the Navy Leagues
Americas Strength Campaign to ensure sea service
funding needs are met; and budgetary concerns.
The Fly-In was organized by the Navy Leagues
Legislative Affairs Committee and Headquarters staff.
It was the second Anchors Aweigh Fly-In the Navy
League has conducted; the first, in November 2013,
saw 83 Navy Leaguers deliver 136 presentations.
The 2015 Fly-In Hill visit achieved results well
beyond our planned and anticipated levels, said
Donald A. Giles, who co-chairs the Legislative Affairs
Committee with James P. Bras. We delivered a strong
message about our Navy League support for the highpriority requirements of our sea services.
Giles attributed the increased success of the 2015
Fly-In to:
Greater grassroots involvement by Navy League
members in requesting appointments.
A Fly-In plan that incorporated lessons learned
from the first Fly-In.
A highly motivated and well-trained cadre of Navy
League participants.
A supportive Navy League staff, and a dedicated
group of leaders on the Legislative Affairs Committee.
Flexibility of participants to achieve added walk-in
appointments on the day of the Fly-In.
Another critical element was a hot debrief at a
Pizza Reception, with all participants completing
Legislator Contact Reports.
These reports provided a source for any needed
follow-up with members of Congress and a source for
62
PETER ATKINSON
avy Leaguers from around the country flew in

N
to Capitol Hill Dec. 3 for a day of meetings and
briefings with members of Congress from their respec-
U.S. Rep. Randy Forbes, R-Va., receives a briefing by MidAtlantic team members, from the left, Lincoln Smith, Bre
Kingsbury and Bethany Klein at his office on Capitol Hill
during the Navy League Anchors Aweigh Fly-In on Dec. 3.
lessons learned to improve results of the next Fly-In.

Many Congressional staff members attended the reception, further providing an opportunity to reinforce our
message with them, and to get more personal reaction
from them, Giles said.
Despite several mid-morning interruptions as House
members were called for votes involving the Advancing Care for Exceptional Kids Act of 2015 and
North American Energy Security and Infrastructure
Act of 2015, the members of Congress were welcoming and receptive to the Fly-In presentations, according
to participants.
You get a mixed audience because one we spoke to
was a former Marine [U.S. Rep. Todd Young, R-Ind.]
and is all on board with everything, said Tom Baker
with the Great Lakes-Wisconsin/Illinois Fly-In team.
And then some of the other ones, which is really why
were here, freely admitted that they werent familiar
with this or they werent familiar with that.
They were also very interested in local stuff, Sea
Cadets, programs for young people back in their districts, added National Director Bobby Ferguson, who
N AV Y L E A G U E N E W S
was on the team with Baker. STEM

[science, technology, engineering
and math], that rings a bell with
them, as it does with everyone.
The persistent threat of sequestration, the disruptions posed by
continuing resolutions and related
budgetary issues struck a particular chord during the presentations,
even with the two-year budget deal
that had been signed into law a
month earlier.
I visited [members from] both
parties, and they were all in agreement that whatever good intenU.S. Rep. Randy Weber, R-Texas, left, stands with Lone Star team members
tions were there for sequestration,
Jeanne Coffey and Jack Ritter, former Navy League national vice president
for Legislative Affairs, after receiving a Fly-In briefing at his office Dec. 3.
the outcomes have not been positive, especially when you look at
long-term cost growth in programs, said retired Navy
Smith, Kingsbury, who is vice president of developRear Adm. Thomas A. Cropper, a Navy League nationment with the Hampton Roads Council, and Klein, execal director from the Pacific Central Region and presiutive director with the National Capital Council, also met
dent of the California State University Maritime
briefly with Rep. Randy Forbes, R-Va., chairman of the
Academy.
House Armed Services seapower and projection forces
Im right there with you: No sequestration, Rep.
subcommittee he was called away for a vote and
Rob Wittman, R-Va., chairman of the House Armed
staff members from the office of Sen. Mark Warner, D-Va.
Services readiness subcommittee and a member of the
We had a succinct, well-conceived and easily underseapower and projection forces subcommittee, said
stood presentation that clearly identified the critical chalduring his presentation from the Mid-Atlantic team of
lenges faced by our sea services, Giles said. Members of
Bre Kingsbury, Lincoln Smith and Bethany Klein.
Congress listened with great interest, particularly regardHe noted that while he was not entirely pleased with
ing the sea services importance to our national economic
the recent budget compromise, it was better than
stability, and the threat to our national security posed by
sequestration, and he was hopeful that it would proinadequate capital investment levels.
vide some stability and a less combative air to the
General reaction was expressed commitment to
process that could be built upon in the future.
provide supportive legislation and increased appropriDuring his presentation by the Mid-Atlantic team,
ated funding to correct deficiencies. Moreover, there is
House Appropriations Committee member Rep. Scott
an evident understanding that there needs to be a biRigell, R-Va., said that with Paul Ryan, R-Wis., taking
partisan solution to remove the ongoing negative
over as Speaker of the House, he too was optimistic the
impact on national security caused by the Budget
budgetary acrimony and turmoil of recent years might
Control Act and the resulting sequestration.
be coming to an end.
I believe the compromise leading to $30 billion
Ryan is a strong proponent of regular order, said
added for the Department of Defense in the 2016
Rigell, referring to the rules, precedents and customs
omnibus spending bill was a result, in large measure,
of Congress that constitute an orderly and deliberative
due to our Navy League grassroots legislative affairs
policy-making process, as opposed to the crisis-by-crisis
initiatives during 2015, culminating in the very sucgoverning that has been emblematic of recent years.
cessful Fly-In, Giles said.
When he was elected to his first term five years ago,
Wittman, Forbes and Rigell urged the Mid-Atlantic
Rigell said, Not many people were talking about regular
team members, and the Navy League as a whole, to
order and scheduling; its all we talk about now, and that
keep speaking up on behalf of the sea services in their
is a good thing. This is serious business. These are peocommunities, since many people remain unaware of
ple in harms way. Families are paying a price. Its going to
the issues they face or the potential consequences in
be tough enough even if we are doing everything right.
terms of national and economic security should
Rigell announced in January that he would not be
these concerns not be addressed.
seeking re-election for a fourth term as representative
We will stay after it, Wittman said. I hope you
from Virginias 2nd District.

will, too.
63
N AV Y L E A G U E N E W S / C O U N C I L D I G E S T
Honolulu Presents 55th Annual

Sea Services Awards
By PETER ATKINSON, Deputy Editor
Sea Services Awards Luncheon at

the Ala Moana Hotel in Honolulu
Dec. 3. The council presents the
awards to service members and
civilian personnel of the Navy,
Marine Corps, Coast Guard and
Merchant Marine for outstanding
personal
contributions
that
advance the logistic readiness and
competence of the sea services.
Each branch of the armed services instills core values in its members from the moment they step
forward to serve our great country, said keynote speaker Capt.
James Kalowsky, commanding
officer of Pearl Harbor Naval
Shipyard and Intermediate Maintenance Facility, the Navy News
Service reported.
We recognize you today. We
honor your leadership and we
honor the trust that you have established with your peers, he said.
We honor the initiative, responsibility and judgment that you have.
Following the parade of colors
and playing of the national
anthem, Council President Carlyle Devoe and Kalowsky presented the awards. During the presentations, many of the honorees were
surprised to learn they were nominated to receive the Sea Services
Award.
This award shows me that hard
work I put in every single day is
appreciated by my chain of command, said Navy Aircrew Survival
Equipmentman 3rd Class Diego
Beltran Carreno, assigned to Marine
Aviation Logistics Squadron 24 at
Marine Corps Base Hawaii.
64
U.S. NAVY
he Honolulu Council recogT

nized more than 50 military
members during the 55th Annual
Honolulu Council President Carlyle Devoe and Capt. James Kalowsky, commanding officer of Pearl Harbor Naval Shipyard and Intermediate
Maintenance Facility, stand with Sea Services Award honorees Dec. 3 at the
Ala Moana Hotel in Honolulu.
Family members, friends and

colleagues from different branches
of the military accompanied many
of the honorees to show their
support.
As you go forward, honorees,
carry with you the concepts of
authority, responsibility and
accountability because youve
already entered into the realm of
the leadership, Kalowsky said.
I would like to thank the Navy
League for leading us in exercising
that often not exercised positive
accountability in recognizing our
honorees today, he said at the end
of his speech. Honorees, you got
caught doing something good and
now you will be held accountable
for it.
San Diego Honors

Spouses of the Year
The San Diego Council presented its
2015 Sea Service Spouse of the Year
awards during its monthly luncheon
Dec. 4. The sixth annual event was
held at the Town and Country
Resort & Convention Center.
The Coast Guard Spouse of the
Year was Anyea Garrido, the Marine
Corps Spouse of the Year was Amanda McMillan and the Navy Spouse of
the Year was Candace McVey. The
three were chosen from 20 finalist
submissions from throughout San
Diego County, according to a report
from I Marine Expeditionary Force (I
MEF) public affairs. This is the fifth
consecutive year an I MEF spouse
has won the award.
U.S. MARINE CORPS
Then-San Diego Council President Jon Berg-Johnsen, left, and Irma Belisario,
right, vice president and senior branch manager of North Island Credit Unions
South Bay office, flank the 2015 San Diego Sea Service Coast Guard Spouse
of the Year Anyea Garrido, Marine Corps Spouse of the Year Amanda McMillan
and Navy Spouse of the Year Candace McVey Dec. 4 at the Town and
Country Resort & Convention Center.
Nominees were selected by their

respective commands for exhibiting a balance in their military community, their work and home life
and for serving their local community. The selection process includes completing a detailed packet listing the spouses achievements and ends with a personal
essay on how they balance their
activities and lifes priorities.
The entries we received were
overwhelming. Many of our spouses
serve multiple organizations, are
earning bachelors and masters degrees, while some completed marathons and mud runs. Its absolutely
amazing, said then-Council President Jon Berg-Johnsen, who presented the awards.
U.S. NAVY
Oak Harbor Council,

Rotary Club Host
Awards Luncheon
The Oak Harbor, Wash., Council
and Rotary Club of Oak Harbor cohosted the 42nd annual awards
luncheon for the Naval Air Station
Whidbey Island (NASWI) Sailors
and Marine of the Year at the NASWI

Officers Club on Dec. 11.
The luncheon recognized the
winners, finalists, nominees and
families for their outstanding work
at their commands and in the local

community.
The ceremony went great, said
NASWI Command Master Chief Patrick McCullough, according to the
Navy News Service. As usual, the
Navy League and the Rotary Club of
Oak Harbor really put together a
great program recognizing the future
of the Navy and the Marine Corps.
The winners were chosen by a
board of five master chiefs, including McCullough, who reviewed submissions from individual commands at NASWI, grading them
separately before gathering to
review all of them together for a
decision.
Out of a 100-point system, we
were deciding on a one point difference between the winners and
non-winners, McCullough said.
If we could give it to every one of
them, we definitely would have
because thats just how tight the
competition was.
Hospital Corpsman 1st Class
Wayne Papalski took home the
Shore Sailor of the Year award for his
work at Naval Hospital Oak Harbor
Capt. Mike Nortier, commanding officer of Naval Air Station Whidbey Island,
speaks during the 42nd Annual Oak Harbor Navy League and Rotary Club
Awards luncheon Dec. 11.
65
and NASWI Search and Rescue

(SAR), where he is senior SAR medical technician. He has been the
recipient of the Navy and Marine
Corps Medal for heroism, according
to a report from Nancy Tull, an Oak
Harbor Council vice president.
Sgt. Frank Rodriguez Jr., an instructor with the Center for Naval
Aviation Technical Training Unit,
was named Marine of the Year.
Logistics Specialist 1st Class
Rosmond L. Shaw was named Sea
Sailor of the Year. Shaw currently is
deployed with Electronic Attack
Squadron 130 as material control
leading petty officer in support of
EA-18 Growler aircraft. Her husband, Gabriel, accepted the award
in her absence, according to Tull.
The winners received certificates and honors from a variety of
local businesses that support the
Navy League and Rotary Club.
Navy Leaguers
Help Nevada Honor
Pearl Harbor Survivor
Thanks to a bit of good fortune and
assistance spearheaded by Carson
City, Nev., Navy Leaguers, a survivor of the attack on Pearl Harbor
aboard USS Nevada was able to travel to the state to be saluted for his
service and made an adopted son
of Nevada in October.
Charles T. Sehe, 92, from
Mankato, Minn., spent three days
in Nevada, a trip made possible
through the efforts of Darrell Fike,
president of the Navy Leagues
Pacific Central Region, his wife Pat
and Nevada Appeal columnist Ken
Beaton, who helped spread the
word of Sehes service and raise
funds for the journey.
Sehe was an 18-year-old seaman
2nd class aboard the battleship
Nevada when Pearl Harbor was
attacked, according to a report on
the visit in the Mankato Free-Press.
He served aboard the ship, which
was damaged during the attack but
repaired and put back into service,
66
Pearl Harbor survivor Charles T. Sehe and his son-in-law Clarence Ites, at left,
stand with Navy League Pacific Central Region President Darrell Fike and his
wife, Pat, during Sehes October visit to Carson City, Nev. Sehe was serving
aboard USS Nevada during the attack on Pearl Harbor. The Fikes, Nevada
Appeal columnist Ken Beaton and area residents helped raise the funds to
make Sehes visit to the ships namesake state possible.
for much of the remainder of the

war, taking part in the assaults on
Normandy, Iwo Jima and Okinawa,
among others.
Following the war, Sehe earned a
Ph.D. and was a professor of anatomy and physiology, retiring as a professor emeritus at Mankato State
University in 1990. Yet he had never
visited Nevadas namesake state,
despite it being an item on his
bucket list, according to Beaton.
Last year, Nevada officials began
looking for native-born Sailors who
served aboard Nevada during World
War II to help mark the 75th

anniversary of the attack this year,
but all now were deceased, according to Beaton, who chronicled
Sehes visit in a series of articles.
By coincidence, Sehe had sent a
box of documents and artifacts to
the Nevada State Museum in Carson City. Newsletters he had written to promote the legacy of the
USS Nevada were forwarded to the
Fikes with a note commenting:
This guy is the one you have been
looking for, even though he is not
a Nevadan, Beaton wrote.
The Fikes started raising money to

help bring Sehe to Carson City. They
were able to provide airfare, lodging
and meals for one person, but needed
help to cover the cost of an escort, so
they approached Beaton.
The Nevada Appeal published a
Sept. 16 column by Beaton, who
requested help for a Sailor who was
on Nevada since its baptism of fire
at Pearl Harbor.
Carson City residents came
through, and arrangements were
made for Sehe and his son-in-law,
Clarence Ites, to travel to Nevada
Oct. 13 to meet with Gov. Brian
Sandoval before the governors trip
to China. A flight cancellation,
however, prevented them from
arriving until Oct. 14, by which

time the governor had departed,
Beaton wrote.
But Sehe was met with a heros
welcome when the pair arrived at
Reno-Tahoe International Airport,
receiving greetings from Nevada
State Veterans Services, a veterans
honor guard and a group of flagwaving Nevadans cheering his
service, according to Fike.
He also was welcomed by World
War II veteran Charles T. Harton,
a national director emeritus from
the Reno, Nev., Council, and a Marine who was on the beaches of
Iwo Jima when Nevada with
Sehe aboard bombarded the
island. Harton presented Sehe with
a Spirit of 45 pin and the pair

had a great time comparing notes
of their service during the Battle of
Iwo Jima, Fike said.
Sehe was honored during a ceremony at the USS Nevada memorial outside the state capitol building. He rang the USS Nevada bell
from Sandovals office for his shipmates who did not return home,
Fike said, and then toured the governors office to view more artifacts
from the ship.
Sehe also toured the state museum with an exhibit dedicated to
the tale of the battleship, that lost
50 of its 1,500-member crew in the
Pearl Harbor attack, during which
it was the only one to get under-
Remembering Navy League Past National President Rau

John M. Rau, who served as Navy League
national president from May 1981 to April 1983
and chronicled his travels during that time in several issues of Seapower, died on Nov. 27.
the field: on board ship and in engine rooms, in

berthing compartments, in tents and on aircraft;
in Norway, Antarctica, Diego Garcia, Haiti and
many other places.
In his annual report written for the May 1982

issue of Seapower, after his first year in office,
Mr. Rau wrote: As your president, I have traveled over 200,000 miles in my first year in office,
most of that by air but some thousands of miles
at sea and even a couple of thousand by helo
as well as by car, tank and truck, and something
under 100 yards by highline from ship to ship!
The hardest miles probably were some 10 kilometers at night through snow in Norway, north of
the Arctic Circle, with a loaded pack and a rifle
on my back and wearing heavy Arctic gear. His
articles covered his personal interactions and
offered observations and keen insights into the
risks that those in uniform face every day as part
of the job, but that the general public take for
granted or fail to understand.
During his trip to Norway in 1982, Mr. Rau met

then-Marine Corps Col. Carl E. Mundy Jr., who
later became the 30th commandant. Mr. Rau and
his wife, Kitty, formed a close friendship with
Mundy and his wife, Linda, over the years. The
last time I spoke with Mr. Rau was shortly after
the April 2, 2014, death of Gen. Mundy. His voice
was thick with emotion as he described his relationship with the former commandant and how
much their friendship meant to him. And he
offered up a couple of vignettes about their time
together for the Spring 2014 Navy Leaguer.
By that time, just halfway through his presidency,

he had given 14 media conferences and nearly
100 speeches to almost 20,000 people, I participated in some 29 ceremonies, 16 exercises, 124
briefings and 77 tours, had over 85 substantive
give-and-take sessions with active-duty people in
Mr. Raus passion was the active-duty personnel

and their families. In his last Presidents
Message in the April 1983 issue of Seapower,
he had a very basic thing to ask all of you and
everyone else in the country. MAKE A DIFFERENCE. Please do make a difference! Over
these past two years, I have tried to make a difference. I hope I have. I believe I have.
You have, sir.
Amy L. Wittman
67
Triolo, who served aboard USS Tangier, also were recognized but did
not attend, and Jack OFlaherty,
who served with the Marine Corps
4th Defense Battalion at Pearl Harbor, was recognized posthumously.
OFlaherty, who had attended previous Pearl Harbor survivor events in
Aurora, passed away in 2015.
Rotary Club President Lane
Allen presented the Brattin Awards
to 10 members of Sea Cadet and
Navy Junior Reserve Officers
Training Corps units supported by
the council. The recipients were:
Xiomara Cardona, Loryn Cole,
Courtney Kramer, Pal Shah, Quinn
Turcich, Meliton Chaidez, Nathan
Hartley, Matthew Schumaker,
Lauryn Streid and Christian Urrea.
The Brattin Awards are named for
Ted Brattin a Marine Corps veteran
who was a founding member of the
Aurora Council.
Aurora Salutes
Pearl Harbor Survivors,
Presents Youth Awards
The Aurora, Ill., Council and the
Rotary Club of Aurora honored
local Pearl Harbor survivors and
outstanding area high school students during a Dec. 7 combined
event at Gaslight Manor in Aurora.
The 46th Annual Pearl Harbor Day
Memorial Luncheon was held in
conjunction with the 29th Annual
Ted Brattin Civic Youth Awards.
Guest speaker for the event was
retired Rear Adm. Jack Mumaw,
the former commander of Naval
Region Midwest. Aurora Mayor
Tom Weisner led the Pledge of
Allegiance and colors were presented by the Aurora Division of
the U.S. Naval Sea Cadet Corps.
Council President Richard Todas
introduced the lone Pearl Harbor
survivor who attended the event,
Everitt Schlegel, who was serving
at Schofield Barracks at the time of
the attack.
Survivors John Terrell, who
served aboard USS Perry, and Joe
Oakland Awards
Lincoln Sailors
The Navy Leagues Oakland Council
honored three USS Abraham Lincoln
crew members as Sailors of the Year
68
during a Dec. 14 ceremony aboard

the aircraft carrier. The awards were
presented by Command Master
Chief Lee Salas, who also honored
the ships Sailors of the Quarter during the ceremony.
Senior Sailor of the Year was
Machinists Mate 1st Class Timothy
Vichaivattana, Sailor of the Year was
Ships Serviceman 2nd Class Starri
Bass and Bluejacket of the Year was
Hospital Corpsman 3rd Class
Sheldon Patrick.
Patrick also was presented with
a Bluejacket of the Fourth Quarter
award. The Senior Sailor of the
Quarter honor went to Aviation
Boatswains Mate (Handling) 1st
Class Heidi Morgan and Hospital
Corpsman 2nd Class Gerald
Hollenzer was given the Sailor of
the Quarter award.
The Oakland, Calif., Council has
sponsored the carrier since it was
commissioned in 1989, according to
Council President Greg Brazil.
Lincoln currently is undergoing a
Refueling and Complex Overhaul at
Huntington Ingalls Industries Newport News Shipbuilding, Va.
U.S. NAVY
way, and spoke about his service

during an assembly for the Carson
High School NJROTC unit.
Sehe returned from his trip with
a Nevada flag in a display case, a
quilt created in honor of his military
service and a copy of a proclamation naming him a Spiritual Son of
the State of Nevada, according to
the Mankato Free-Press.
Believe me, my recent visit to
Carson City has been one helluva
rich, rewarding, challenging and enlightening experience for this former
shipmate of the USS Nevada, Sehe
wrote in a thank you commentary
Nov. 10 in the Nevada Appeal.
I do appreciate the courtesy given
to me to visit your great state of
Nevada. I am obliged especially to
thank those individuals, and the
Navy League, who, with their generous support of financial aid and time,
provided me with this opportunity.
From the left, USS Abraham Lincoln Senior Sailor of the Year Machinists Mate
1st Class Timothy Vichaivattana stands with Command Master Chief Lee
Salas, Sailor of the Year Ships Serviceman 2nd Class Starri Bass and
Bluejacket of the Year Hospital Corpsman 3rd Class Sheldon Patrick after
Salas presented their awards Dec. 14.
Rome Supports
Loveitaly Campaign
Rome Navy Leaguers took part in a
reception on behalf of the new
community project supported by
the council, Loveitaly, that was
held in Galleria Corsini, an exquisite Renaissance palace in the heart
of ancient Rome.
Many distinguished guests
attended, including the Princess
Elettra Marconi and the Fendi sisters Anna and Carla, according to
Council President Laila Volpe. Due
to operational commitments, neither Adm. Mark E. Ferguson III,
commander, Naval Forces Europe/
U.S. Naval Forces Africa/Allied
Joint Force Command Naples, nor
Vice Adm. James G. Foggo III,
commander, U.S. Sixth Fleet/
Striking and Support Forces NATO,
were able to attend.
Rome Council President Laila Volpe, right, stands with, from the left, Teresa di
Iorio, Francesco Onofri and Valentina Serrafia, members of the Art Institute
and Archeological Studies, during a reception at Galleria Corsini to support the
Loveitaly campaign.
MEMBERSHIP REPORT
TOP INDIVIDUAL RECRUITERS FOR 2015
RECRUITER
COUNCILS
Jay Lott
Carlyle Devoe
Lynn Drucker
Mark Miller
James Black
William Lauper
Patrick Abercrombie
Oscar Romano
Daniel Kloeppel
Pamela Ammerman
Larry Salter
William Stevenson
Roycealee Wood
Charles Baumbach
Joan Mitchell
Howard Perley
Tom Kirkbright
Thomas McGuire
Kathleen Branch
Martin Donner
Theodore Gallinat
San Diego, CA
670
Honolulu, HI
39
Fort Lauderdale, FL
30
Newport Beach, CA
29
Lake Merritt, CA
23
Inland Empire, CA
21
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17
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12
Saint Louis, MO
11
San Diego, CA
10
Bremerton-Olympic Peninsula, WA 10
Phoenix, AZ
10
Lake County, IL
10
Tri-City, CA
9
San Diego, CA
9
Williamsburg-Yorktown, VA
9
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8
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8
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7
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7
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The Loveitaly project aims to help

sustain and restore and protect the
archeological heritage of Italy, according to Volpe. Loveitaly is a nonprofit
organization, whose president is Dr.
Richard Hodges, president of the
American University of Rome, and an
international crowdfunding platform
for Italys cultural heritage, the first of
its kind. By crowdfunding, it raises
funds to help restore the valuable
archeological treasures of Italy.
What better way of showing the
gratitude and appreciation of Italys
hospitality and cultural heritage than
through this community project that
promotes awareness of the importance of preservation of antiquities in
Italy and provides a trustworthy
means of contributing funds toward
this critical mission, Volpe said.
The first restorations funded by
Loveitaly! include a room in the
Domus of the Centaur in Pompeii
and a sarcophagus at the National
Gallery for Ancient Art.
Mass. Bay Holds
Toys for Tots Brunch
The Massachusetts Bay Council held
its 39th Annual Marine Toys for Tots
Brunch at the Commandants House,
Boston National Historical Park (formerly Boston Navy Yard) on Dec. 13.
A check for $1,500 and $500
worth of toys and games were presented to two Marines from the
25th Marine Regiment who were to
forward the donations to the proper recipients.
The council also presented an
award to William Foley, retiring
after 31 years with the National
Park Service, for his outstanding
service and particularly his dedication to maintaining U.S. Navy ties
to the shipyard.
NAVY
LEAGUE
Evan Baker
Sheila McNeill
Roger Bing
Joan Mitchell
of the United States
Paula Bozdech-Veater
Donald Mooers
FOUNDED 1902
2300 Wilson Boulevard, Suite 200
NATIONAL PRESIDENT
Skip Witunski
ADVISORY COUNCIL
J. Michael McGrath
Pamela Ammerman
Angie McKinstry
Jeff Brown
James Offutt
Dick Devlin
Patrick Pang
Maria-Isabel Dickey
John Panneton
John Jay Donnelly
Bonnie Potter
Pat Dumont
Geoffrey Prosch
Phil Dunmire
Tom Pruter
Timothy Fanning
David Reilly
Bobby Ferguson
Stewart Reuter
Darrell Fike
Nora Ruebrook
Lisa Gallinat
Jack Rush
NATIONAL VICE PRESIDENTS
Ted Gallinat
Eleanor Samuels
Maria-Isabel Dickey
Nicholas Hayes
Warren Savage
Shirley Hill
James Semerad
Tom Hoffman
John Spittler
Randy Hollstein
Bill Stevenson
INFORMATION TECHNOLOGY & FIELD OPERATIONS
Thomas Jaffa
David Sullivan
Thomas Jaffa
Alan Kaplan
David Todd
Felix Keeley
John Vargo
William Kelley
Skip Witunski
James H. Offutt, Chairman
COMMUNICATIONS & MARKETING
John Jay Donnelly

SEA SERVICES
Lisa Gallinat
DEVELOPMENT
Alan Kaplan
FINANCE, INVESTMENTS & BUSINESS AFFAIRS
Geoffrey Prosch
Jack Kennedy
LEGISLATIVE AFFAIRS
David Reilly
COUNCIL DEVELOPMENT
STATEMENT OF POLICY
Eleanor Samuels
We of the Navy League of the United

States stand for a strong America a nation
morally, economically, and internally strong.
MEMBERSHIP & INTERNATIONAL AFFAIRS
Warren Savage
YOUTH PROGRAMS
David Todd
STRATEGIC PLANNING & STEM
NATIONAL TREASURER
Stewart Reuter
NATIONAL JUDGE ADVOCATE
Donald Mooers
NATIONAL CORPORATE SECRETARY
Pamela Ammerman
NATIONAL CHAPLAINS
Reverend Herbert Goetz

Rabbi William Kloner
Send items for Council Digest to:

Peter Atkinson, Deputy Editor
Seapower/Navy League News
E-mail: patkinson@navyleague.org
70
EXECUTIVE COMMITTEE
Jefferson Alexander
We believe that the security of our nation

and of the people of the world demands a
well-balanced, integrated, mobile American
defense team, of which a strong Navy,
Marine Corps, Coast Guard, and Merchant
Marine are indispensable parts.
We support all Armed Services to the end
that each may make its appropriate contribution to the national security.
We know that in a free nation an informed
public is indispensable to national security
and, therefore, we will strive to keep the
nation alert to dangers which threaten
both from without and within.
We favor appropriations for each of the
Armed Services, adequate for national security, economically administered.
We oppose any usurpation of the Congresss
constitutional authority over the Armed
Services.
We urge that our country maintain world

leadership in scientific research and development.
We support industrial preparedness, planning, production.

We support efforts of our government to
achieve worldwide peace through international cooperation.
We advocate a foreign policy which will
avoid wars if possible; if not, win them!
C O R P O R AT E M E M B E R S
The Navy League of the United States

wishes to thank its Corporate Members
for their generous support
C O R P O R AT E G O L D
MEMBERS
Accenture
BAE Systems
Avascent
MBDA Missile Systems
FLIR Systems Inc.
Aydin Displays
Mercury Computer Systems
Germane Systems
Babcock International Group,

Marine Division-Integrated
Technology
MTU (formerly Tognum)
GET Engineering Corporation
Navy Federal Credit Union
Infinity Fuel Cell and

Hydrogen Inc.
The Boeing Company
Ball Aerospace &

Technologies Corporation
Booz Allen Hamilton
Barco Federal Systems LLC
CACI
Clarion Events Ltd.
Cobham
Curtiss-Wright
DRS Technologies Inc.
Ernst & Young
Fluor Corporation
GE Marine
General Atomics
General Dynamics
Corporation
Honeywell
Hewlett Packard
Enterprise
Huntington Ingalls
Industries
L-3 Communications
Leidos
Lockheed Martin
Corporation
Battelle Memorial Institute
Oceaneering Advanced
Technologies
Liquid Robotics
Orbital ATK
Marine Engineers Beneficial

Association
Bell Helicopter Textron Inc.
Panavision Federal Systems

LLC
Bosch Automotive Service

Solutions Inc.
Physical Optics Corporation
The Metamorphosis Group
PricewaterhouseCoopers LLP
Meggitt Defense Systems
Caterpillar Inc. Defense &

Federal Products
Retlif Testing Laboratories
MilitaryByOwner Advertising
Inc.
CFM International Inc.
Rolls-Royce North America
MYMIC LLC
Chesterfield Special Cylinders

Ltd.
Saab International USA LLC
ONeil and Associates
SAIC
Owl Computing Technologies
Cincinnati Financial
Corporation
Siemens Government
Technologies Inc.
Parker Aerospace
The Cohen Group
Sightline Media Group
Stahwille Tools North America
Computer Sciences
Corporation
Source America
Taber Extrusions LLC
Concurrent Technologies
Corporation
SAFE Boats International
Sparta Promotions
Teledyne Brown Engineering
Sure ID Inc.
SynQor Inc.
ThyssenKrupp Marine
Systems GmbH
TE Connectivity
Transportation Institute
Crowley Maritime Corporation
Telephonics Corporation
Twin Disc
Cubic Defense Applications
Thales USA Inc.
WBB
Dell Inc.
Themis Computer
W.F. Harris Lighting Inc.
Deloitte Federal
Ultra Electronics
Z Microsystems Inc.
Zeiders Enterprises Inc.
Connected WorkPlace
Solutions (CWPS)
Dresser-Rand
UTC Aerospace Systems
Eaton Corporation
USAA
Northrop Grumman
Corporation
Elbit Systems of America LLC
Vigor Industrial Corporation
Emerson-Kato Engineering
VSE Corporation
Pentagon Federal Credit

Union
Engility
Wyle
Raytheon Company
L-3 MariPro
Orbit International Corporation
ESRI
Fairbanks Morse Engine
NONPROFIT AND
GOVERNMENT AGENCY
MEMBERS
Applied Research Laboratory,

Pennsylvania State
University
General Atomics Aeronautical
B U S I N E S S A S S O C I AT E
MEMBERS
Textron Systems
General Dynamics Bath Iron

Works
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America
The Embassy of Australia
C O R P O R AT E M E M B E R S
General Dynamics Electric Boat
Atlas North America
LMI
901D LLC
General Dynamics Information

Technology
Av-DEC (Aviation Devices &

Electrical Components)
Access Intelligence LLC/

Defense Daily
National Defense Industrial

Association
Gibbs & Cox Inc.
Aviall Services Inc.
Gulfstream
National Shipbuilding
Research Program
Harris Corporation
Ayres Composite Panels USA

Inc.
Hutchinson Aerospace
BecTech Inc.
Rockwell Collins
AECOM
Aerojet Rocketdyne Inc.
AGC Aerocomposites
Agility Defense and
Government Services
IBM
Bramer Group
IHS
Burdeshaw Associates Ltd.
Airbus Defense and Space

Inc.
IXI Technology
Cornet Technology Inc.
Jeppesen Inc.
Crystal Group Inc.
Alcoa Defense
Johnson Controls Federal

Systems
Decision Lens
American Maritime
Partnership
Austal USA LLC
Kongsberg Defence and

Aerospace
Matson Navigation Company
British Naval Staff

The Embassy of Canada
Shipbuilders Council of
America
Software Engineering
Institute, Carnegie Mellon
University
TECRO-Defense Mission
Daisy Data Displays Inc.

Delta Resources Inc.
Fairlead Integrated Power and
Controls
71
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Coverage will include:

Arctic Ops: Experimenting with unmanned underwater systems
for ISR.
Actionable Intelligence: Gathering, sharing ISR data to combat
pirates, illegal traffic.

Cyber Security: The Navys security challenges for ISR platforms.
UCLASS to CBARS: Requirements shift for the unmanned platform.
Tactics & CONOPS: Whats next for the K-MAX unmanned
helicopter?
RQ-21 Blackjack: Enhancing Marine Corps ISR capabilities.
TEL:
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The Surface Fleet: A look at EO/IR sensor growth.
ALSO IN APRIL:
By the Numbers: An in-depth look at the potential impact of the fiscal
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SeaPower FebMarch2016.

QXD_Seapower FebMarch 2015 2/18/16 2:36 PM Page COV1

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:36 PM Page COV2

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/22/16 4:18 PM Page 1

Navy League News

Marine Corps Aims to Bolster Information Warfare

Aegis Ashore Anchors Ballistic Missile Defense from New Base

Four MUOS Satellites in Orbit Will Mean Big Upgrade to

MQ-8Cs Larger Size Gives Program More Sensor Options

Coast Guard Strives to Keep C4ISR Systems Updated

SPECIAL REPORT: PROFILES IN SERVICE

U.S. NAVY REAR ADM. MARY M. JACKSON

U.S. NAVY MASS COMMUNICATIONS SPECIALIST 1ST CLASS

U.S. NAVY MASTER CHIEF ELECTRONICS TECHNICIAN JASON AVIN

U.S. NAVY LT. CMDR. DANIEL GROVER II

U.S. MARINE CORPS MAJ. GEN. CRAIG Q. TIMBERLAKE

U.S. MARINE CORPS CPL. MICHAEL P. RYDER

U.S. MARINE CORPS SGT. JOSHUA KERN

U.S. MARINE CORPS MAJ. AIXA DONES

U.S. COAST GUARD LT. KRISTINE RICE

U.S. COAST GUARD MACHINERY TECHNICIAN 1ST CLASS

U.S. COAST GUARD PETTY OFFICER 2ND CLASS

USNS SPEARHEAD CHIEF ENGINEER GEORGE HAIRSTON

LOS ANGELES PORT POLICE CHIEF THOMAS E. GAZSI

BAE SYSTEMS SHIP REPAIR FACILITIES & MAINTENANCE

Further Down the Jagged Edge

Rear Adm. Brian K. Antonio

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:36 PM Page 2

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 3

Further Down the Jagged Edge

n testimony before Congress in

Budget Act of 2015. By the Pentagons own estimates, there is a $15

SEAPOWER / FEBRUARY/MARCH 2016

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 4

People Matter Most

By AMY L. WITTMAN, Editor in Chief

THE OFFICIAL PUBLICATION OF THE

Volume 59, Number 2, February/March 2016

define our Corps by

SEAPOWER / FEBRUARY/MARCH 2016

Lauren Emeritz and Rob Black

2300 Wilson Blvd., Suite 200

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 5

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 6

of which came from the shipbuilding account.

he Navy came out the loser in a fiscal 2017 Defense

Secretary of Defense Ashton B. Carter speaks to Sailors

(OCO) funded at $58.8 billion. Of

SEAPOWER / FEBRUARY/MARCH 2016

That could mean the Navys

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 7

cluded Marine Corps variants of

tiltrotor aircraft and two CH-53K

modal transportation network.

SEAPOWER / FEBRUARY/MARCH 2016

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 8

long-lead items for the Offshore

U.S. COAST GUARD

USCG Budget Funds

administration to strengthen U.S.

SEAPOWER / FEBRUARY/MARCH 2016

SeaPower FebMarch2016.QXD_Seapower FebMarch 2015 2/18/16 2:37 PM Page 9

Acquisitions & Mergers

ment and Consulting for Hydrographic Operations to act as an