tv CSIS Discussion on Maritime Security CSPAN April 18, 2019 4:32pm-5:35pm EDT
generation, we are also lost and we care so much. so if one incredible thing has come from this, we are all a week. >> sunday night eastern, c-span q&a. [silence] >> we are delighted to have you here. thank you for coming. this will be a fun morning. i'm looking forward to it. my name is john, i'm president here at css. a bit about this right now, i'm
coming back from something but i wanted to be here with you. i wanted to be here also, this is an opportunity for us. i'd like to say in advance, the next see and know, you have to be respectful in request, it he can't answer everything. he's in the environment, where we will not get him in trouble. you want him confirmed. we're not want to make it awkward for him. if he chooses not to answer a question, just accept that. that's for all of us as we want him to be confirmed. when we have outside groups, we start with a little safety announcement. you may hear, we've never had happened here but we are responsible for it. if we do here and announcement, go through this door over here. take this down to the ground level, to attend turns into right. national geographic, catalyst
exhibit right now. [laughter] if we had to go out there, we don't have an emergency, you do pay for your own ticket. we are very lucky to have him here. it's a difficult time for the country. we got uncertainty about the challenges throughout the world, one rock-bottom certainty is that we are going to have the navy author that's going to be reassuring. allies, friends and us. about the constancy of america's will. to ensure is a safe and peaceful environment, free of intimidation. i know that's going to be in. for the formal introduction, amy turned to pete.
we've always been grateful to have this opportunity. welcome, people. [applause] >> we are very honored to have you here. i'm not going to make a big introduction, i think most of our audience is aware of this body of work and i like to say it's been a big week for the navy, congratulations. doctor henry eluded, is a confirmation hearing coming up and i have respect for that. i'm not one to ask him to get ahead of his scheme. he will be up to talk about what might happen or could happen, fortunate enough to be confirmed so our conversation will focus on what's happening now in duties and responsibility today and i think that gives us plenty
to talk about. ask the questions be the same way. before we get the questions, will start with a few ice burgers here. again, thank you because you could have easily postponed th this. thank you for being here today with our audience. also, i like to acknowledge that our sponsor for the times dialogue for 2019, we very much appreciate their support. just an easy icebreaker questi question, the navy stood up to perform oversight committee report 2018 overseas, albeit limitation and corrections that have to do with the fitzgerald all on actions, copy has a review commendation strategic and staff here we are, well on in the process and i wanted to ask you, you are one of the
leaders of this process. where do you think we stand and how -- what is the product on? is or a sincere beyond this? >> first, thank you for being here today. it was an honor to work with you. i appreciate you being here and your wisdom over the years. thank you. thank you for having me here. we did commit to this three months ago. i wasn't quite prepared for it last thursday. somebody asked me what does it feel like i said it's the first day of the masters, on the first tee and somebody just announce me to take off and i'm looking down the fairway on the other side, my partner and i'm scared to death i will shake it for
hook it will hurt somebody. it's overwhelming. an enormous opportunity for anybody to be there for this position. i fully recognize we have this opportunity, a comes greater opportunities. i tried to prepare myself for two weeks from today which will be a hearing. so for the last 18 months, and so many ways, he really does capture what the chief is expected to do. i call myself big xo, the officer the highest levels in the navy, which really means it's about readiness, making sure police get what they need, supported in the building and our people so as we all know,
from last june through august when we had that two years ago, the collisions, it's really raising a lot of questions about the reports. the training of our force, after this conference reviewed and the subsequent strategic's reviews, they commissioned we chose to set up the committee, not to be your classic oversight committ committee, he tried to control everything from d.c. but to make sure we were in a position where we could pace the changes that were inside these two documents. we also wrapped up whatever organizations and they didn't provide that for the navy. make sure their recommendations holding into the ci.
the recommendations that came forward about we eliminated or reduced six of those that were duplicated, we just went through the recommendations so in essence, we were 111 that we felt were not only for the button important to get after. if you do all 111 at the same time, you're going to question a lot of actions that may make it less safe out there than more safe. we thought our job in this committee, several executives that were part of working groups to digest this body of work. we sat around the covers cable, he went over the things are most important first.
we put them into three basic tears. safe operations, immediately following the collisions, they were executed quickly, even before they stood up. want to make sure we provided some oversight into how they were in fermented and whether they were actually working. if they want, provide feedback to the system so we could go back and readdress. operations is affected operations. effectiveness is everything from maintenance to training to those things. i go through a long list of that category. it's the best majority of those recommendations. in the last year, when i describe as excellent so you move from a culture of meeting some minimum standards for taking and raising your standards and becoming professional outfit that has at
the forefront of the mind, every single day. several things we looked at from culture to how we can mitigate mitigate and recommendations, 91 of them we called in fermented today, we've assigned and build process and executed training. we are doing more training, all of those things are implemented. i call benefit complete because you thank you call anything complete at least a year or two to assess whether the implementation of the measures are working. we're a long ways away from knowing whether every argument is individual recommendations. i don't know if you had a chance to read the article this morning
from overseas, brad cooper, who's the commander down there had a really nice article, what he's saying is that what he's seen locally, i encourage you to be that. it's an indication that we are on the right path but it's only one line we need multiple to make sure we are where we need to be. i'm encouraged by congress. there are aspects that involved building things like better see me leaders. very disappointing when i went out to the fleet in almost every location that went around to this nation capability for surface worse was well below what the community. that was my baseline understanding of what assimilation can do and putting
people under stressful conditions without putting platform at risk, it did not exist. areas where i thought we needed to accelerate. we accelerated some of the, what we call modified or modernized simulation systems in a fleet, which was just to learn from fitzgerald was the pork medication teamwork between the bridge and coc. we hold on cic, assimilation to the existing ones in the fleet. how does helping instructors teach basic mitigations but also skills that are important that we can force. unfortunately, we don't have the capacity the fleet needs to do this as much as i think ceos would like to. we have a fully funded plan to
go with new teams that are integrated so modern assimilation capabilities that are pretty i watering that exist today. they exist today in the program, they are remarkable trainers. they are the best in business. we should have that for every class in the navy. we could reconfigure or mimic, whenever class you're going through. that is fully funded, involves nothing new buildings in san diego and large buildings that will house multiple stimulus. in numbers that allow to do more for ceos and department heads in
the fleet. that will make the biggest difference over time in terms of proficiency, experience and the kinds of things we need. we like to see a patient that you got to have air under your career and to appreciate what it means to fly. you got to have seawater if you want to know how to operate the ship. salvation is a competent, not a replacement. some of the other steps that they have undertaken is to change the career path for surface work for officers so they see that more often. and for greater. so we are reinforcing the amount of time they are spending as the supplement and commenting with greater relation get booties and people at the practice sets before they start higher risk evolution and those sorts of
things which i think will make a difference. >> when you go back as an aviator, you have the squadron, did your group discuss scheme like that, guys in the pentagon, especially from the longer department head, time between the department head and the fleet up, getting that set before they get that, at least some requalify. >> absolutely. you come from your experiences and background and for every greer milestone for me going back to the airplane, we went through the house. we had to prove yourself again and understand the standard book that they fly. we didn't find much in that
community. i think the other, if i close up with that is to make sure we show and demonstrate that we have sustained commitment to this change. it will be very easy for the institution at the end of 111 recommendations and reject them all off to put that aside and focus on something else. we cannot let that happen. they will continue to stay in place in the community until we have convinced ourselves what we put in place, we share them across all communities. not just the service work. it goes back to your question, for me, aviation went through this in the days and we were
institutionalizing a lot of things. i'm not sure we shared that well across the communities and they have gone through thing over a decade ago. let's not relearn it every time we get into this. >> thank you. i think it was a big question tonight appreciate your answer. as far as getting back to competition, my question is it seems like we are stuck on this slow flywheel of readiness that we are having trouble in reading readiness and if you don't generate readiness, how do you get up to the higher level of performance demanded by competition? for example, maybe using aviation, the circus example. a year end a half ago, we had
these horrible ready ratings for one it's. there's reports we've turned it, or i'd like to ask you why were be there and what turned and how can we use them to get the rest home? >> big questions, big answers. the readiness of the force is the operations in the force. you've got to have them ready. you've got to be in the audien audience, that allow our teams to be effective. super readiness, 18 months ago said almost two years ago now, we were in mission capable and
in some ways, that is similar to what we saw through the cr as in the, we accepted what was turned normalization. we allowed them to drop, thinking we were still okay. it's kind of a scenario, they went into that trap. they allowed itself to accept lower rates because they were still meeting the schedules and training but it wasn't meeting initiatives. when we looked at it, it became very obvious to all of us in uniform, who was responsible for generating the capabilities, if we were just to get together in
the can ourselves, we probably come up with the same answer. we went after outside help and brought in people from the industry, we went to commercialization maintenance repair facilities and talk to people and learned how they produce 99.9 something% of their giving. then you have customers and you don't fly. white puppy looking at ourselves in the same way? we all know when a commercial aviation's, much more compact. one after that, secretary came out with the strike, 80%. when october this year, you go to 50% to 80% in huge model series, that will take some cars moving. it took a lot of work here but what we really benefited from was learning from folks that
were not in on business, shined a light on areas we hadn't really thought about shining a light on. is to look at metrics we had into the focus on and the whole team toward a goal. that generated process change and improvement, awareness, different set of metrics and kind of in energy and momentum for that. we've been on it about august of last year and last week, we hit 76% as a running average. this is like watching your heartbeat. it does this -- day today. most of us were sitting around a commuter, waiting for the next revelation, to get a new high. but then we drop back down the next day. we are seeing the highs getting higher and lows are getting
higher. the overall trend is a very good position. we are trying to seek the exponential improvement i think that will happen. this not just pouring money and resources into it. it's about understanding the system applied chain. operational level maintenance, all the way through people so those lessons we are applying to those places. it's a big area of concern in terms of being able to dig our way out. they are also benefiting from these lessons. this is important and it also gets through how we use our data. terabytes of data that come up with 818 that we do not have that information. we are not doing that to understand and see if we can't
start protecting and they are about to fail and getting ahead of the curve. those things will start to pay off in our insights. >> is it about readiness or were fighting or both? >> we will continue to talk about the baby. we are an analog system in a digital world. we need to change. i see three beds when i see digital for the navy, one is there's processes. an ability, financial, all of those things should be digitized in a way that get information to leaders and managers at every level in real-time. and be able to apply algorithms to be more productive about the trends you are seeing. business systems, the next one
when -- the real important part is the operational side. digitally connecting our sensors, weapons, platforms and people, command and control and at machine speed in order to get inside the loops so we can deliver ordinance or whatever they may be. before they are on us. so there's a lot of work going on here and network sensors, platforms and commander control across the navy but it's loosening authority and it's not tightening government so we are looking at organizing governance again, same velocity. govern for don't control. one thing about digital is it opens up opportunities to ways we've never imagined so if we start to control too much, novation will not go where we
want it to go. we got to navigate that. >> shifting gears but another piece on getting to the high-e high-end, we've noticed in this request or excuse me, the navy asked for 100 more and i was on top of the 19th requests and if it's appropriated and approved, 340,000 in strength. wasn't that long ago, we were at 322, three 26 or eight and you are of course aware of this but what's been up for the navy, there's this persistent gap tween them. we had gaps and it was a
component of the as our that were highlighted, we always used to talk about this, if we have enough people in the navy, they should be on ships and aircraft suddenly, etc. what we stand in getting to th this? >> we are always going to see prospects, there are aspects of manning the ship was quadrant, the plan lost it. the majority of our guests, nobody likes to be taken off one ship and put on another ship, especially a nice place where they are doing well the fact they are doing well is also an attractive reason for expertise.
>> we have a base? were going to have the line, a baseline. >> we are executing to our strength. it's been a very interesting year, lowest unemployment rate we've seen since 1969. most of the biggest week to retaining and attracting recruiting military force. yet, we met mission last year at the highest mission we've had in over a decade, 40000. we met and make last year. we didn't struggle to get across the finish line, we were able to get the change to bring that number in. the article from this morning, brad cooper said is only a
retention this year, 80%. there was a lot of naval marine officers in the audience, can you think back to a time for you ever had 80% rates? pretty rare. across the fleet, 67% retention today. the highest in ten years, they are also the highest in don't be and eat. what is going on? if the classic big force that drives retention rates down, they are recruiting, charter, why are we seeing almost the reverse? ...
which has been a really hard problem for families over the years. those things make you feel good about what you're doing. the other part is, do they feel like they've got a purpose and a mission. i think when secretary mattis came in, he talked about great power competition, he talked about being more lethal, he talked about war fighting. we fully embrace that in the navy and believe that the national defense strategy is a pretty good description of a maritime sentry. we feel we are conveying that to our sailors. they have a purpose, they are being treated well, the majority of them, and of course, now we're starting to see the retention and the recruitment that comes with that. that said, it's a fickle world out there, and that could change overnight, and we're not taking our eye off that. we'll be using incentives like we've always used, just a little
smarter, and this is where good data can help you be more precise in how you use those compensation measures. all of that combined i think makes us a little bit sharper in how we go after this. so do we still have gaps at sea, yeah, we are down to about 6100 right now. when you spread that across a force of 289, 290 ships, that's a very small percentage and it's what we would consider within the tolerances of friction accounts that come with all those losses we talked about. >> got it. >> pretty good shape but we're on a ramp to recover here. >> just a follow-on to that, one of the things that was always, was another tough piece of this was not just getting the body there, but getting the right fit and fill. >> right. >> and the training. you were a pioneer on this sailor 2025, then we have the
ready relevant learning component of that. are we doing better to get the training body there? >> we have our first rating, the os rating, starting their piloting effort this week. just happens to be this week. that's an important milestone for the ready relevant learning transformation that we're in. in very simple terms, ready relevant learning is the right training with the right time, right sailor. it sounds so simple, but it's not the way we have done business for decades in the navy. it's more been an industrial model, conveyor belt model, hang on for the ride and you'll get your training and whether it really meets your specific needs or not, are not really relevant. ready relevant learning is different. it's a huge undertaking, when you consider almost 90 different rate in ratings are going through this.
i see rick breckenridge in the audience. he and i lived this together. there is -- we have fully transitioned all the ratings now to first series and that's good, but now we're into the curriculum development and the training systems to accompany that so that we improve the training in a live virtual constructive way. i'm excited about it. it's a ten-year program because of the number of ratings. again, we want to pace the fleet so we don't throw this all at them at once and they can absorb it. >> shifting a little bit, another thing that's been in the news lately, because you have already cited a couple of them, has been the major investments in the unmanned surface and subsurface systems. there's a couple important items in the budget for that. i would just ask you if you could tell us a little bit about
how is the navy determining those requirements? are they being working and what does this mean, kind of an extra credit thing to me is what does that mean to the industrial base if we buy a bunch of small unmanned ships, and how do we count these in the force structure? >> yeah. you wouldn't get me out in front of my skis and you just teed me to do that a little bit. the secretary testified to this so far. i think what they have put out has been in accordance with delivering on the president's budget and that's pretty much how i will answer that right now, because i think the overall effort here to get to unmanned is intuitively obvious to most of us, that in order to fight under a distributed maritime operations concept which is basically to take the team and
spread it out a little further on the court so that we can throw three-pointers from behind the arc really well, we are going to need some capability that can get out there in areas that are higher risk. and unmanned is a method to doing that, whether you are talking undersea, on the sea, and clearly unmanned aviation has been in work for a long time, but not in a contested environment. that's where we're really starting to throw our weight on the aviation side as to how do we operate in contested environments. actually all three domains. that's the effort that's under way. the requirements will be developed as we experiment. these are all r & d purchases in the budget so that we can get out there and experiment and test these things. when you think about at sea, operating an unmanned system much like in the early days of aviation, the faa, you know, they wanted to know how we were going to do collision avoidance. all of those things apply on the
sea as well. we have to work through that so we have to test and operate and experiment. >> you mentioned unmanned and there's been a lot of focus on carriers in the budget for various reasons. but what about the air wing? you've got these, i think the biggest selling point of the carriers, among many, is their longevity and the return on investment is over 50 plus years. but the air wing has a different cycle of life, if you will. can you just tell us a little about those efforts, like faxx and q25 which you kind of alluded to? >> yeah. mq25's program record, we will try to ioc mq25 in 2024 if not sooner. we push to be there faster than that but we're working through that. that is basically sunoco in the sky for our air wing which will
instantly put more super hornets back to the air wing to fight with instead of to tank with. that's a really important effort. plus you can extend the range of the air wing because you can loiter for long periods of time and give gas. the next generation air dominance, aoa i think is due up in the next month or two. that will inform a lot about cost and capacity and capability that we'll look at. we have been doing this research and analysis for better part of a decade. it's not something that has just emerged. when i was in m98 awhile ago, this was -- we began to construct how we would do the aoa back then. we knew we had gaps we were going to have to fill in the out years beyond the service life of the super hornet so what we decided back then and what we're
committed to now is that it's not a platform for platform replacement, it's a capability replacement. so we're not defining njad as a thing, as in another airplane. it might be, but it might be a series of things that contribute to an effective capability from the carrier that can operate forward. so very interested to see what the aoa says and then we'll take it from there. but lot of effort going into this. >> that's great. well, thank you. i would like to open it up for questions. i would just ask that people stand up, identify yourself and ask a question. this gentleman right here. >> i'm a reporter from radio free asia. i have a question about north korea. the u.s. navy and coast guard has been doing mission to track down illicit ship-to-ship
transfer in the china sea. i want to know how many evidence u.s. coast guard and navy found and how is that operation? >> we are heavily involved in identifying when ship-to-ship transfers are occurring. i can't give you a number but i can tell you the operations are ongoing and they will continue to be ongoing as part of a multi-nation national approach to it, and sharing that information across diplomatically. it goes from us to the diplomatic community to try to convince others to join in in the effort. >> thanks. >> over here. >> good morning. u.s. naval institute news. let me talk about retention again. you have been able to meet your targets and that's great, but
one of the things that's curious, the diversity of the force that you're retaining, specifically just as an example, last week, there's about 373 officers promoting the o6 but only about 8% total are female which seems kind of like there's a disconnect. you have a lot more at the lower ranks but they're just not, for whatever reason, they're not making it to na sethat senior leadership. wonder if you could talk about some of the things that are going on and things that are going on to address that. >> great question. right now we are assessing, my numbers will be a little dated because i'm a little dated from my previous job, but the numbers are on the order of about a quarter of our accessions are female.
the naval academy this year and last year, the highest on record, in the high 20s and they continue to climb. so finding highly qualified, talented women who want to serve is not the issue. the issue is making the service in the navy compatible with some of their other desires as they move on in their careers. they are similar to the same issues that many men have when it comes to family separation and those sorts of things. so all of the changes we've made in the personnel policy world in the last four or five years plus, if you look at the changes that have come through, congress granted to us, many of those started with the united states navy's request to make those changes. they have been very good to us in terms of providing more flexibility in how we manage careers. all of that is recent. we have to take the long view
here to see if we can start retaining women at a higher rate because until they retain at the same percentage, and each one of those milestones, you're going to have a smaller number to select from when they get to the o5, o6 and above ranks. i think that's what we're seeing in the o6 promotion rates at 6%, 7%, 8%. it needs to be higher than that but you've got to build a base. and the base has to stay with the team long enough to be in a position to promote at those higher rates. i think we're doing the right things. but only three, four years into it, in many cases less time than that, is not enough time to see what adjustments we need to make even to the changes that have been authorized. thanks for the question. >> how about right here. we will get you a mic coming up. >> hi, sir. i'm a writer and blogger. from what i gather is that
secretary mattis had a vision for the military and my concern is always that vision because it sounds like putin and xi have their own plan for the military. my question is, about the space program. i mean, from what i've been reading, parts of the military have not been very open to it and even the congress have not been very open to it, but if you look at china, i mean, their navy is kind of like coordinating now with the space program and with russia, there is the arctic basis which far exceeds what the u.s. have. they have [ inaudible ]. i just want to know what your actual plan is with competitive powers. >> tough question to answer right now. i would tell you the navy fully realizes, appreciates and operates in space today. in all of the joint force
understands just how important space is to future operating capability. current and future operating capability. the debate has been around organizations, and organizing to make sure that we can deliver on a capability that allows us to win in combat. that's playing out, it's very clear where the president's budget has taken it and we're in the middle of testifying in congress and congress has to decide how it wants to support the military and organizing to be able to fight in space. [ inaudible question ] >> i didn't hear that part of the question. arctic is very important to us. [ inaudible question ] >> bases are the most important. i think we have to make sure we can provide the presence that would be required to make sure
people understand that it is important to the united states. but this is the classic case of do you have a navy that's sized right to do all the things that it's being asked to do. i think that's been a fundamental discussion we've had for the last several years. >> okay. that gentleman in the red, orange or red, right there. >> yes. i'm a private citizen, u.s. navy retired. i have one question. has the navy developed an answer to the tf-21d ballistic missile? >> nothing i can tell you in this classification level would be satisfying. >> okay. how about this gentleman right here? >> morning.
i'm with federal news network. in your first sort of question that you answered, you talked a lot about simulations, and how you're investing in expanding the capacity. the air force right now has something called pilot training next, maintainer next which are sort of futuristic ways of training, looking at data analytics, all that kind of stuff. is the navy investing in anything that would kind of help with the r & d type side of training in the 2020 budget? >> yes. in a big way. so i would say data analytics, data analysis, is central to the architecture that we're trying to construct with not only with ready relevant learning but even more than that into live virtual constructive which i had the privilege of being on lincoln a few weeks ago and this was probably the most substantial,
most challenging i have ever witnessed and it was made possible by live virtual constructive capability on that striker. it's a remarkable technology. it's one we are heavily invested in. we are getting a lot of help from industry. we've got a great systems command down in orlando. i would invite you to go visit them and talk to them and see what we're doing. it's remarkable. and it's a game changer for training at the strike group and fleet combined levels, even across coasts is where we're trying to get to so we can exercise together with strike groups in either ocean. in a live and virtual way. guys like rick breckenridge and others have really championed this through the years because it's delivering now in a way that makes a big difference for us. >> okay. how about this gentleman over here.
we will get you a mic. >> good morning. gene rosetti. a question going back to what you started with with the simulators. that's all certainly very important but is somewhere in the plan to allow the cos and xos out at sea a little bit of time to really determine what their ship needs in their opinion and maybe give them a little time to figure it out and do it? >> yeah, gene, it's probably one of the key tenets of what we learned from the comprehensive review and strategic readiness review, more time to train their crews. free play time, not, you know, constructed time. you need that, but you also need time for that co to just get under way and be able to test and assess his or her crew. i think how you do that, you get
maintenance under control, number one. number two, you get scheduling under control so that we don't overschedule and operate those ships, give them more time to do their training. in fdnf, japan, that model really wasn't in place. it is now, under what we call ofrpj, so it's a similar construct to what we have here in the states, where there is dedicated time to training in both basic and intermediate and advanced phases. we have applied that model to this. it's shorter, tighter, but the maintenance challenges out there are different. those efforts are starting to show some benefit. we have also reduced the number of inspections. you may remember icabs with great pleasure. we have knocked out about 60
some different inspections inside that process to free up some time. lot of them were repetitive done by overlapping groups of inspectors that did not always see the inspection the same way. it really wasn't as helpful as it could be. rich brown and his team took really a zero based review on the entire process and the inspection process, to try to open up time for cos to have more free play, if you will, with their crews. so it is a tenet for moving forward and we are going to continue to assess it to make sure we're seeing the benefit of that. >> thank you. >> great question. >> okay. how about this gentleman right here. >> good morning. how are you? congratulations on the nomination. question about the industrial base and modernization. you mentioned unmanned, you mentioned digital. do you have comments to make at this time or any thoughts on
commercial technology, things like the otas have proven that dod can purchase commercial technologies and start to move faster, quicker, maybe move towards readiness goals with commercial technology, yet the industrial base will have to pivot to that? do you have any comments on how to thread the needle there, sir? >> yeah. i'm maybe not as schooled as i should be on the commercial side but let me give you an example of one i just saw two weeks ago in virginia, which is where our aegis engineers are operating trying to make improvements to that system. they recently just completed building a digital twin of the aegis platform so today on a ddg there's 12 large racks of computers that operate the aegis weapons system. they were able to put the twin in a box about this big and they are working to get it down to just one, what do we call them?
i don't even know what they call those things, computers. but what's happened there is it allows us to put a digital twin on an existing ship, operate in a dev ops environment real time at sea, operating the weapons system separate from the actual 12 racks of certified gear, and see if we can, in the case we had just a few weeks ago, can we hit a target with a live weapon, a live target, live weapon, with the digital twin. first time didn't go right. but within 24 hours, because it's a dev ops environment, the software engineers were able to make the appropriate changes, next day, hit the target. for those of you guys in the room, how long you think that would have taken under normal
circumstances? six months is generous. so this is the remarkable change that occurs when you can digitize platforms. it also allows you to take almost any aegis platform and turn it into a baseline nine using the virtual twin. so you can -- we are starting to see the real benefit of going digital here in a development operations world. >> i have a follow-on question on the training piece, too. one of the books that richardson recommended to the flight community was "learning war." that's a naval institute book. the thing he latched on to was that the critical thinking that a lot of people think we won the war because we had better ships, better airplanes, we outproduced the japanese and in many respects, those statements are true, but that the critical thing was that we had people who knew how to fight and to adapt
and change under strenuous combat conditions, and so it's that war fighting edge. in your efforts with the cr and srr, has that come up that we need to identify, almost like the special operators are doing, that there's people and attributes of people who are not playing -- they are playing to win, there's a person, there's a personality type that plays to win, not just to avoid losing, and you could have all of those things we've talked about so far today but without that, you may not have what you need to win. has any of that come up in the mix? >> yeah, maybe not directly but admiral richardson has certainly inculcated this notion of learning and high velocity learning in a way the navy hadn't thought about in a long, long time. the book captures that very well in the pre-war years and if it's
done anything for me, it's to understand and appreciate the value of war gaming in places like navy war college, national war college and all of our other institutions. we are going to up gun ourselves on war gaming in the future because you can't just give it to a very small group of folks in a war college class and expect that you're going to proliferate across the navy. this is where we're going to see who's got what it takes to make decisions in an environment where you're under stress. you need to be making choices with the pressure of time and that component as part of your decision making process. i think war gaming is vital to this. it's been addressed in the education first strategy discussion and the report that came out of the secretary's office. folks in here were part of that. that's been a very, very helpful
blueprint for how to move this effort forward to get at what you're suggesting. >> so war gaming won't be just a domain of senior people, it will be pushed down further? >> it's got to be both. i think our fleet commanders need to do this more. i've got to do it more. if you are really going to understand and appreciate the capabilities and the con ops you're developing for the future, you have to see them tested, and there's got to be an experimentation loop that goes with that out in the fleet experimentation world. >> thank you. time for one more question. how about right there. >> good to see you. congratulations. >> thank you. >> my question deals with taking the next step in terms of the things you talked about, with trainers, war gaming, digital twi twins. the technology now exists to get
those capabilities into very small platforms like a surface pro tablet and get that to every sailor. a lot of what we have talked about or discussed today talks about shore-based trainers. i'd like your thoughts on what we might be able to do with new technology to get the sets and reps capability out to sea to give the cos tools to help them train more efficiently. >> i think that's vital, moving forward from here. there's a lot of good ideas that are emerging from the fleet on this front. some of our resource response sores sponsors in the building are ahead of your question and moving out in that direction. but this capability from digital is the enabler. so the long pole in that tent is to get the data right. that's not an insignificant effort, as we have all learned, as you try to digitize
something, it comes back down to the data and you have to get it right, then you have to make sure that data stays right. there are obvious vulnerabilities there that we have to address in cybersecurity and other places. so what you're describing, the submarine community does really, really well already. naval aviation in places does really, really well already. live virtual constructive that i talked about early is part of that evolution already. so now we're just talking about i used to call it give me a -- what was the platform on "star wars" where you could get inside? holodeck. you need that for our ships. you can load it off the pier on to the ship when they get under way and go on deployment and in that holodeck box, you can go in as an engine man, as an stg, you name it, and swipe your i.d.
card and here emerges your work center, your work space, and you can start training, doing reps in real time. that's probably a vision a little too far, but i tell you, the way things are moving, i'm not so sure. i think we might be able to see something like that even on the workstation on the ship today that you can turn into a training, you know, with the flip of a switch, you're in training mode and getting realtime data and getting injected data that allows you to look at threats and react. so definitely on our blueprint for the future. >> on behalf of csis and the naval institute, we would like to thank our sponsor but most importantly, thanks to the vice-chief for making time. we know your time is precious, especially right now. thank you for this time. we truly appreciate it. [ applause ]
[ inaudible conversations ] >> the justice department today released the redacted version of robert mueller's report on russian interference in the 2016 election, giving congress and the public a chance to look into the investigation of president trump's campaign. if you would like to read the mueller report, visit our website, c-span.org. >> with us tonight for more about the release of the redacted mueller report, we will hear analysis from thomas dupree, former deputy assistant attorney general for the george w. bush administration. we will open our phone lines to get your reaction. it gets under way at 8:00 p.m. eastern on c-span.
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rochester, minnesota, this saturday at noon eastern on c-span 2's book tv and sunday at 2:00 p.m. on american history tv on c-span 3. working with our cable affiliates as we explore the american story. >> next, a look at the current relationship between the european union, china, and the u.s. and how the eu's relations with the two countries impact trade and cybersecurity. this event was hosted by the huntsman institute. it's about an hour and a half. >> good afternoon, and welcome. i'm ken weinstein, president and ceo of hudson