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tv   Navy League Sea Air and Space Exposition  CSPAN  May 6, 2019 9:32am-11:09am EDT

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we're arguing this because we want the statute to remain constitutional and congress's intent and a lot of offenses that we're going to lose. kidnapping, conspiracies to commit murder, rape, the kinds of things that congress certainly would have wanted to categorize as crimes of violence-- >> just a minute left in this oral argument. see the rest at c-span.org. the navy league is holding its sea, air and space exposition in the washington d.c. area. coming up, a panel of service chiefs from the navy, coast guard and marine corps talk about challenges facing u.s. maritime operations. >> it's just so hard to stay awake any longer than that. [laughter] >> so, i don't know if that rings any bells with cno richardson or commandant neller, both of whom are about to wrap up their senior command tours or commandant schultz or
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busby. but we're grateful to have them lead our day. what does it take for maritime forces. seeking to know what the leadership philosophies are necessary to guide us through our changing times and how we apply the philosophies to today as very specific circumstances, changing times. the pentagon is focusing on great power conflict. advanced technology bringing new capabilities to actors large and small. the world is warming, the climate is changing. and so i've asked each of our panelists to start off talking about what it takes to lead their services in this time of immense change. and that will start us off on a discussion and i'll add some questions, but what i'm really trying to foster here is good, professional dialog among our panelists. men obviously of great distinction and vast experience. so, ultimately, i'll open it up to your questions. so, get those ready and when it's time, raise your hand and
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someone will bring a mic to you. i don't think we have mics stand up, we are going to bring the mic to them. oh, and if you would please keep the questions short. oh, keep them short. all right. so let's start with you, admiral richardson and go down the line to geneller, admiral schultz and administrator busby. >> great. happy to lead off. before i get going, maybe just like to say what a worldclass event this year's sea, air, space exposition is, and it gets better every single year, but i think it's riding a great wave of enthusiasm and professionalism and skill that is navy league of today. so for the head table down here, let's give a nice round of applause for the navy league and everybody that's down there. doing terrific work. top-notch. [applause]. i'd like to say with a great
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deal of humility that i share the stage with my fellow partners here, friends, colleagues, fellow commanders in every respect and sense of the word. so like i said, you know, i look forward to learning from them in that spirit of continuous learning. i think that our approach to command rides on a couple of fundamental principles. one, militaries in general and i think maritime forces in particular thrive on a decentralized approach to command. all right? we do best by giving our commanders the mission, some commanders intent and then sending them over the horizon with their teams and with full expectation that they're going to go out there, execute the mission, not only really execute the mission, but do everything that they can to move towards our ultimate
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objective. seizing every fleeting opportunity and to do that. and you know, some of those opportunities, we're just not going to see back at the higher headquarters. a great deal of expectation and trust and confidence placed in the leaders. in fact, trust and confidence i would say are the coins of the realm for the leadership in the military and in the maritime forces. and so, we ask ourselves, what does it take, really, to earn or, you know, have that relationship of trust and confidence particularly with respect to command? and we've centered on four things, you know, one, you've got to have expertise. you've got to know what you're doing from a technical standpoint. otherwise, no matter how sincere you are, you're just not going to know good from bad, right? and a situation could be decaying in front of you and without that expertise you wouldn't know it to react to it.
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there's technical expertise, you've got to know your business. and then the three elements that we've also got to instill in that commander are certainly responsibility, accountability, very familiar to everybody who has ever held command, and then authority, right? because the most frustrating situation is where we send someone out with great expectations, a mission, we're going to hold them responsibility and accountable for that mission, but they don't have the full authority needed to really get after it and execute it. and so, it's those four things. if you're short one of those four things, i don't think that you've got full ownership of the situation and it's very hard to have that relationship of trust and confidence. and so, i think maybe that's enough theory of the case, and i'll let my colleagues speak to, you know, some specific applications. >> well, good morning, everybody and i'm echo the cno's comments. thanks to the navy league and to the organizations out there that advocate and support and
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do great stuff for all the members of the sea service and all of our members of our military. it's important that you are the connecting file between those of you wearing the uniform and many of you previously wore the uniform connecting between us and the american people and we really appreciate that because i think it's important that we maintain that connection. i think, as you get near the end, and i'm not going to speak for the cno, he's still got some time to go, but i've never been in a job this thing. it was mentioned 18 months, man, that would have been wonderful. [laughter]. >> so now approaching 40, 40 months, 42 months, 43 months. who's counting? but you kind of get-- coming up on four years, coming up on four years, pretty close. but you kind of get retrospective and look back and think about probably more than
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you should the stuff you wish you had done as opposed to the stuff you did get done. i was headed to quantico the other day and having a discussion about safety, live fire, ground maneuver and one of the senior marines there goes you know, general, you're kind of like the village elder. [laughter]. that's better than the village idiot. [laughter]. so i guess i am the village elder because i am the oldest active duty serving marine today and you know, as you get here, you look back at what the service was like when you came in and i'm not going to go down memory lane with everybody, but back to the leadership thing. you know, you don't know what you don't know. you think when you come into this office you know a lot about the marine corps, but again, as people said to me, how do you-- how is it going? i said i don't know, i've never been the commandant before and there's a lot of things, just like john's never been the cno
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before so you know what you know, but it's a very different thing and i think that the things that as you're trying to lead and change an organization, because i think everybody knows there's change required. we've been at war since 9/11. we've been fighting a certain type of adversary and in the meantime, others have come up with capabilities and reasserted themselves on the global scene and we've got to adjust to that. so, in order to do that, you have to make tough choices. the dilemma we've faced talking in a practical sense, maintain current operations, reset or the gear you have to do that and at the same time create a future force that going to be able to be competitive against what you're trying to predict is the adversary, which is a difficult task, even with unlimited resources. but i think in order to do that, i think you have to be open to look at others, both
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other organizations. i read, i think, admiral richardson, i'm not saying this because i'm trying to suck up to him i'm satisfying -- saying it because it's true, he's reached out and training, and sailors, and becoming a learning organization. i think you have to have a certain level of curiosity as to why something happened. i think you look at everybody and see what they're doing and if you're not paying attention to what they're doing and adjust yourself accordingly, i think you're missing something along the way. because there's the change that is downstairs on the exhibit floor and all the things that we're dealing with, the change that's happening so quickly, that probably at a more rapid pace than we've ever seen because of the exponential rate of technology. ray wells, the singularty, and everything is rapidly
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exponentially accelerating. all of that is going on and i think you have to be open to those things. i think you have to surround yourselves with people knowledgeable about that stuff and knowledgeable about things that you're not knowledgeable about and empower them to be able to speak their mind. every organization has people that are with your normal times be considered on the periphery because they're not afraid to stand up and speak their mind and criticize and come up with new ideas and a lot of times, the crowd will shout them down as opposed to embrace them and protect them and i think you have to be able to take that. because it is painful when you've got people within your own organization shouting out hey, why aren't we doing this, do that? instead, you should say that's a decent question and we probably should take a look at that. i don't know -- i don't have any secret sauce other than
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being competent to the best of your ability. hopefully others see the same way, but being a person of virtue and character, being open to new ideas and being willing to accept the risk for change as we go forward and i think, you know, we won't know how we did, maybe for ten years, when somebody looks back and say, hey, this is when we started to make the change from a to b. but again, i appreciate the opportunity to be here and appreciate what you do and in support of the naval forces and look forward to your questions. >> thanks, brad. always tough to following the longest serving member in uniform in the cno. >> don't forget. >>. [laughter] >> he reminds you that constantly. and i take the look through the lens of the coast guard we're smaller, 41,500 geographically dispersed. i want to thank the navy league, the touch points with
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the coast guard are tremendously impactful. whether it's recognizing the quarters or-- we get a tremendous support from your organization. the industry, we're approaching a $12 billion coast guard today so we have a different relationship with industry than we've had in the past. so for those vendors and folks interested in what we're doing, we're in a vendor, recapitalizing the coast guard. as the fifth armed service, the smallest of the armed services, what's different we're first and foremost an armed force, military force housed different in the homeland security where we should sit, but we're a federal regulatory agency. common sense, and work with maritime industry. we're a law enforcement, first responder and you see the men and women of the coast guard respond during the last years unprecedented with the hurricane. you bring a different mix, it's not just leading in the military paradigm and
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dimension, you have to work with one small sheriff and a community in the coast of california and with the national intelligence committee, a member since 2012. as we lead maritime forces it's the broad continuum. i'm keenly focused and our team is, on readiness. the fifth armed service we didn't get the bump up here with the readiness funding that the president rightly applied to the military service. we're getting support in other areas and making that conversation and narrative. i'm keenly on readiness, all the armed services is looking at environment there's a keen competition for talent. so i need leaders focused on that. how do you recruit, develop and retain the best and brightest the nation has to offer with an environment less than 3 1/2 unemployment? we have to think differently. i bring about 3500 men and women into the coast guard annually through our training at cape may, and a couple thousand officers.
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that's a-- a few hundred officers, those aren't big numbers. we've got to treat folks right. we're based on retention model. almost 40% of our men and women go on to careers. and the office of blended retirement folks get to 12 years and have the option to leave the services for an organization, that's apprentice, journeyman, subject matter expert. we've really got to make service attractive and that includes upward mobility and inclusive environment and we're trying to broaden the diversity of the coast guard. i need leaders dialed in on that, dialed in on accomplishing the mission and also looking at how does the world's best coast guard 15 years down the road in a different environment retain talent and remain the best coast guard. the second thing we're focused on is both bob and john talked about the complexity of the environment. the demand for our services is unprecedented. we've never had more places asking for coast guard. whether it's our domestic homeland security missions counter drug, taken 1.4 million
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pounds of cocaine off the water and 1800 smugglers, to supporting john's people in the 7th fleet with the national security cutter. and work the with the general in the anti-arctic, we are globally dispersed. how do you take this unique instrument with the broad authority of the coast guard and supply it to the combatant commanders with increasing demand. we still rescue 24,000 domestically and support the security in 360 sea ports. 2500 miles of inland rivers, about 5.4 trillion dollars of annual economic abbi activity t to 30 million jobs. we're an enabler of economic prosperity and lastly, i touched on briefly, you know, just talking keenly dialed in on mission readiness, mission performance and it's mission
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excellence, anytime anywhere is what we call it our third line of efforts in our strategic plan. so i'm looking for leaders in the coast guard, and a lead through leaders model like john talked about and bob, empowered leaders that make good choices and understand the political context. one sailor's bad behavior is washington news here quick and think of leaders ahead of the flash to bang news cycle existing. i think i'll stop there and burn it over to buzz here. >> all right. thank you. good morning, everybody. great to be with you again this year. and as the only person in a civilian blue up here today, that, i think, underscores the merchant marine. we're not a uniformed service. people have not sworn in. these are civilians working for civilian companies who are doing an incredibly important mission for our country
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ensuring our economic security as well as our national security. they are absolutely key to sustaining the folks that are here in uniform. they are the means by which we are able to project our forces and our power and then sustain it around the world. and it all falls on back of civilian volunteers, people who have made the personal decision to serve at sea in a licensed or unlicensed capacity on ships that don't have a u.s.s. or a coast guard cutter or a usns in front of their names. so commanding and controlling basically a private industry brings upon its own set of challenges and opportunities the flexibility that we get as a result of that sort of lash up is powerful and enables us
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to do some things that are otherwise probably constrained in a military environment. we can do that. and i basically have two kind of groups that i have to kind of worry about. i have the purely civilian companies, steamship companies that provide service to the u.s. government, either through commercial contracts or through a maritime security program which we fund and oversee at marad which provides a stipend for 60 militarily useful flagships to stay under the u.s. flag and to carry military and commercial cargos. and to be available in times of crisis when we need them to do that sustained mission. so i have that group of people and they are doing their regular commercial business day in and day out, but they are subject to kind of the oversight that we provide at maritime administration and
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then i have the government-owned fleet. this is a ready reserve force. these are 46 ships that i maintain, that i own and they're funded by admiral richardson, that provide our first push of sea lift in the event of a critical emergency or a war lift. coast guard commandant, he gets to ride on his own cruise line provided by the navy, amphibs. the army doesn't have a cruise line to take them overseas. they rely on me as well as the air force. and then sustainment for all the forces once we get into a prolonged operation. so those 46 ships are maintained in a five-day readiness spread around the coast. the average age of those ships is 44 and a half years old. i know commandant has got a few of that age as well so we know, we commiserate about
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maintaining old ships from time to time, but that's a real challenge and those ships have to be ready to go and answer a five-day readiness to move the majority of our garrison based forces overseas in a major contingency. again, crewed by civilian mariners. people who volunteer fulfill those positions. so, working very closely with those companies, with the unions who are absolutely critical, to making sure. and they are probably the first line of command and control over their personnel. and that we work with them and the steamship companies to ensure that we have that reliable efficient sea lift should the nation need it. and it's, as you heard, it's done with some fairly old equipment, which in itself brings up readiness challenges, 44-year-old ships don't rest easy, and they need a lot of love and tender care and a lot
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of money, and that's a continuous challenge. also to keep people motivated. you know, when you're on a ship that's not going anywhere very often, keep them active and keep them interested in the program requires a lot of travel by me, i go out and visit them quite a bit and touch them and make sure they understand where they fit in in this grand scheme of our national defense. and by and large they do. and i'll just end by sharing with you the command philosophy that i brought to marad, which is the same one that i used to the military sea lift command when i commanded there and my very first ship. it's basically three pillars in accomplishing our mission, put your people first above and all and i think you heard that all up and down the line here this morning. second is be a professional. i expect everyone to be the very best at what it is they do. and number three is be a good
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shipmate because that's how professionals freet each other as good shipmates. i try to enforce, you keep those three things in mind and we'll be square between them and me and we'll have the force necessary to meet our nation's needs in the future. so thanks. >> great, thank you. i think we heard from several of our folks up here about how crucial learning is to leadership. and especially in a time of great change. i know, general, you mentioned that you like to surround yourself with people who know this stuff and that's how you learn. but i'd like to hear from the other three how you personally learn. your jobs are so difficult. all the easy decisions have been made before they get to you, your time is precious. where do you find the time to learn and how do you do it? admiral, first with you. >> and sure. first i'd like to say, you got a taste of it in the opening remarks, i learn a lot by
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spending time with folks like general miller, and the rest of the team up here. and so, you know, the connections between leaders, i would say, are absolutely treasures, right? to make sure that we can learn from one another and learn from one another, not only from a professional standpoint for the technical standpoint, if you will. but also, you know, there's at every level of command, i think, the group of people that you can really share lessons be and shire issues with gets smaller so it becomes even more important that i can call up our tribal elder every now and then and just ask, now, hey, i'm dealing with this and how would you do it? there's that type of learning. another thing that's been a key fast set of my approach to learning, ever since i taught
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the submarine command course, we learn a tremendous amount from similar carses and allies and partners. maybe if we could have somebody here from an allied or partner navy sea or space, stand up and be recognized. everybody. come on. [applause] >> yeah. thank you so much for that doing that. and boy, i'll tell you, around the fundamental principles of command and what the job we have to do is, our different approaches that are defined by our different circumstances and different nations, that's a tremendous opportunity for learning as well. i always love standing in formation with our partner navy because you learn a different way of getting after the same amount of business: so a lot of different avenues for learning. >> admiral schultz, you want to he will us yours? >> yeah, i would say piggyback
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on john for us, foreshadowing about the organizations and touch points. for me there's learning inside the life lines and as a commandant you don't envision being the commandant of the marine corps, cno, and you're there. i look to our enlisted leaders and flag-- we're not a big organization, 40 flag officers, many specialties so i find sitting around the table. we have a touch point every friday with our seniormost leadership team and a touch point with broader team on monday so there's thriving learning inside. and outside, i find the desire, interest in reading books is harder, i find i'm reading more journals, industry things, and news. and not by law the joint force, but the chairman, an allowed the coast guard to sit with the service chiefs and force with the tank sessions and find how the nation thinks and war fighters in the nation think and a privilege it sit with
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these two gentlemen. and we work with the maritime administrator on a regular basis and buzz talked about the ready reserve maritime nsb program. we regulate the space and those are collaborative leaderships. i find going to new york and abs, being in houston, touch points. for me it's constant what are the folks we regulate. and how do they perceive the coast guard. ultimately you're a regulator, you have to regulate. how do you take in and understand your role to protect the interest of the nation. for me it's getting out and hearing from folks. i don't like the term customer, but i'd say stake holders. hearing from the stake holders, processing that down and through the ranks of my center leader team and how they see it. i'm a surface operator, i've got lawyers, got acquisition folks, how do you pull the best of that team together and then
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lead the organization forward. >> admiral busby. >> yeah, all in on the commandant there and it comes down to the c-word, communication. it's not just the transmittal, but especially in this realm, it's the receipt of being willing to listen. typically, you know, as you get more senior, there's a little bit of a tendency to not hear as well either because you've been around loud machinery or because you're tuning it off and you're more in a transmit mode than a receive mode and you've got to spin that around and totally be out on the deck plate listening and asking. sometimes they're going to be afraid to tell you something and i think we've all had the experience where you go down there and you ask the deck seaman or the grunt, how is it going? nine times out of ten they'll tell you and be honest about it, but they won't volunteer unless you kind of give them the in. i've learned more about this
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industry that i now find myself in charge of that i thought i knew a fair amount about. i went to merchant marine academy and i had my roots in the industry and kept my foot in it. i was in the surface navy for the better part of my life so, you know, coming into it thinking that i knew what i was getting into you know, maybe not so much especially when i went down and started going aboard ships and asking how things are going and what are your challenges, and how does this work and policies we're putting forward how does that really effect you. ... you found a problem and learned about it, you can give instructions, but ultimately it
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may be something that is so disruptive you have to change your organization. organizations are not set up to do whatever it is you need to do. the story is told of kodak as a quintessential organization that didn't seachange coming and got run over. i think the truth is differently there. executives of kodak did know that chemical film was on the way out and invested in digital technology but their organization was just not able to change fast enough. general, you had said it's not enough in this era to keep up with technological change and innovation, that to the basic change not only in the technology but also in your organization has to change, has to go faster. tell us a little bit, everybody, about how you're making sure that your organizations are changing to keep up with today's radically changing times. >> first, i want to thank buzz z
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for giving us on your advertising slogan, go to war on a cruise line. thank you. thank you for taking us on cruise liners. it's easy to change when you have a catastrophe, because then you do the forensic and then people say okay, there was something wrong or probably not something wrong, 80 we just didn't follow the procedures. maybe, the people who preceded us for the last 240 years were not foolish men and women and the road a lot of this stuff down, and so sometimes it just comes down to execution. but you see a a situation or you anticipate a situation, i think that's, those people that i think have been affected as leaders anticipated something to happen and then they convince everybody else that is worthy of paying attention to. because people, change is hard.
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because when you change something when there is a catastrophe, that would apply to the people that are doing what they're doing that they're doing something wrong, which is not the case here so you have to explain look, what were doing, we did what we did, we did it well, but the situation is going to evolve over time and here are the signs that we see. i think you get that by reading, listening to others, i paying attention. i think you have to make the case. it's usually, there's usually others in the organization that see it before you do. they may i may not be vocal about it, and so there's always risk there. because as i said, prepare for something that you're anticipating doesn't take away the fact you have to do stuff day-to-day. the day-to-day mission is not going to go away. there's risk if you take time and effort and resources away
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from day-to-day and focus on something that you anticipate. but when the signs become so clear you have no choice. i think most people get on board. so i think that's what we struggle with every day. i think the joint force, i can only speak for the marine corps, it's not that we don't have things were doing every day, every organization up your own avoiding has got stuff that they do day-to-day and they do in the environment they do it in but then have to figure out, going to do if that environment changes, if it becomes contested. if we're going to have to not just operate, move and across the sea lines of the medication, we have to protect ourselves, with a fight to get to the fight, protect our maritime assets and platforms, that were going to come do we have enough of them? those are the questions that are being addressed anything we are trying to out a way to do that using not just the capability we
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have today but the capabilities we tried to develop in the future. those cases have to be made, and at some point i think at the end of the day that's why you're somebody who leads the organization and have to say this is what were going to do, and then you accept the risk, you own the risk, and then you set the course and then you have to monitor and make sure it goes we think it's going to go. it's never a straight line. you may have gotten some of your assumptions wrong. you may have got that information, or the situation changes. situations are not static. your potential opponent may continue to be evolving in their capabilities. so it's a very dynamic environment, and again, with the change, the technological change going as fast as it is, we've got to be even more agile and flexible and adaptable than we've ever been in the past. >> admiral, you want to take it
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next? >> i think just as the commandant said, change in anticipation of an event or of a revolution is a lot harder than change after a problem. so the question i asked a lot of our navy officers, can we have our pearl harbor moment without pearl harbor? can we get to guadalcanal moment without having guadalcanal? it's extremely hard to do something like that. but i think that moment jesus us right now with respect to some of the technologies everybody has referred to, particularly, and sector lord talked about this morning, this idea of sort of software-based digital-based types of approaches. and so it's being everything up, change and we do business. i would something recently from a bank, a ceo of a worldwide global bank, and they said it
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used to be a bank with the network and i think i'm a network with a bank, right? that's kind of a different lens through which to think about doing your business. and so instilling a change and giving to the level of performance, responding to the revolution before a catastrophe happens as a, that says it's extremely important. and particularly this one with digital and information systems that's going to bind us all together a lot more closely than we have historically been bound together. with that sort of the luxury, if you will, of being able to do man, train, and equip and all those sorts of things, and relative stovepipes in the we can bring it together in the operational context late in the game. i think this digital information-based approach is going to require as to integrate across all of our services and i
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would say in particular the maritime services, the air force as well, as, and the army for that matter. everybody is going to have to get into this network from the ground up. because it's going, the person, that the team that controls that information space, and that's contested terrain just every other domain now, is going to have a vast advantage by discord to take organizational change to make that happen. >> admiral schultz? >> i think a lot is been said, i think for us the people have competitive advantage. and how do you create more for rebuilding? how to think about managing talent differently so you can be the best and brightest who may not have 20, 30 year career? on the chummy folks looking forward will approach it the same way the cmc and i did your to go. this was your career and playing it out until you sort of told to go a little bit at the end of the day. we've got to allow folks that want to serve, find some
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portability, permeability, how to bring the skills to the table. we promote officers in one general promotional pool. for us how to bring a team of cyber expert on board and then carry them through and get some return on investment? we got to think differently. i think the question really about change, it is about being anticipatory. which by the corner? as we look at regulating in the maritime space, autonomous ships are upon us and how do you regulate the safety aspects? we're dealing with that with vehicles on highways. the technology is there. how do you take the technology can bring it to a point when we can tell you it's safe to operate and allow that to go on? we focus on understand the problems, seeking the best talent and putting the talent against it. i strive to make sure we encourage our folks to take wanted risks and fail fast yourt
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failure if you try something, 85%, it's not looking good, punch out a let's go about the business but wanted risk is very much a part of our lexicon, tanf coupled up with a bias for action. those are the kind of leaders and many women we in the coast guard to sort of position us to work in a private that really is dynamic and constantly subject to change. >> great. let's talk about applying these principles to some of the real-world challenges we face. shifting to focus on great power competition, and the new report, pentagon's new report on china just came out and it turns out there catching up fast release developing major capabilities very quickly. everybody is doing interesting stuff in westpac, both in reaction to and in anticipation of chinese moves. let's talk a little bit about that. admiral, let me start with you. seventh fleet obviously is down to destroyers and the shipyard fire seems like it's going to
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make some download for the. how are you getting with the ship shortage of there? >> i don't think there's a ship shortage. we had a historic and i think all services come with more mission and we forces to the mission. we're typically at about i think roughly 50% batting average in terms of meeting combat commander demands. that's just kind of what we can provide on a sustainable basis. we've been able to adjudicate the priorities within those constraints and meet the mission, the all the missions we've been assigned to do. and so i don't see it so much as kind of a ship shortage thing as how do we get the most sustainable performance out of the force that we are provided? you mentioned great power competition. it's been mentioned a lot. i want to highlight administrator buzby attribution to that. as we think about great power
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competition and we think just beyond sort of the superficial tactical, , you me to go to logistic support. that immediately goes towards all of those forces that are under his command, if you will, and without that it's over pretty quickly. disney to reconstitute that super important part of our force is really critical to exercising great power competition. and maximizing that sustainable force level that we can provide. i think that's really about the approach. if you come off of that, you know, the fundamentals of maintenance and training and certification, well then, you're going to, eventually that's going to catch up to you. we really making sure that as the pace quickened, as new technologies into the fray, as the security environment
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manifests itself in a really fast changing world, that we don't forget those fundamentals in terms of providing sustainable forces. >> okay. you say you just can't meet most of the requests are half the request of the combat commands because they're so much out there to do. the navy is amid a new force structure assessment. basically it looks like that going to get the 355 ships or at least not 355 manned ships. we may need to redefine what a ship is. no? okay. >> i don't know why you say that. >> i'll put it back to you and ask you, how's the fra is going. and particularly noting that as i understand it, it will be compiled over the course of this year with input from the co-calms and if they are already not getting half of their missions met, what's the new fra going to look like? >> the force structure assessment is going to do
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exactly what you said. it's going to continue to update the navy at the nation needs to immediately, , the global responsibility of the united states america and then navy's contribution to meet those responsibilities. the last time we did this was in 2016. that was what resulted in the 355 ship number, a lot of structures inside of the three and 55 ship number. 38 amphibs, 66 submarines, et cetera. and so it's important to understand that structure. and so much has changed since 2016 even. this thing is not ancient. i'll tell you it's a testament to how fast things are changing, both the technology is changing in terms of what can define naval power, contribute to enable power going forward and then also the security of five is changing. that's why we're refreshing it.
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that's primarily an navy effort using of the folks outside the navy. we're working closely with the combatant commanders as they update their global campaign plans to make sure that there's an overlap your so that we are all consistent, right, in terms of pay, if general o'shaughnessy needs this particular force to exercise his responsibility, well then, it would be really great if we had that force available when needed it. so that's got to be a meeting there of those supply and demand, if you will. so that's got to be an effort we've got going on, should finish up later on this year, late in the summer, and i will influence our i guess the navy that we strive to build going forward. >> okay. well run ships, let ask you, last week the decision to not refuel the truman was reversed
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that's obviously several billions of dollars and now that you come all your successor have to refuel the trim and keep it going, what changes in your overall plan? >> i'll tell you what, as we've said many times going into both the posture hearings and most of the statements we make, active secretary shanahan and everybody said that it was a proposal that had a lot of different elements. one was the truman. we are sort of examining the balance of the naval power contribution of the truman versus maybe some advanced technologies. what's the best mix of forces going forward, again, that gives you that net, , best net increae of naval power.
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the assessment was underway, global campaign plans been updated. we were always come and we said this is a potentially reversible decision pending the outcome of those studies. we were always fundamentally prepared to reverse that decision, if that's what the environment showed. the environment showed that earlier than we anticipated. it provides clarity in terms of her way forward with respect to this decision, so it's just a matter of finding the resources to go get it done. >> back to i i guess larger question of great power competition and china. general, you've got a guess the first f-35s embarked on westpac. what are the challenges out there and what you need? >> well, we've embarked f-35s three times now. >> is that right? >> they went off the west coast. they went into central command.
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31st have been embarked on the also went down to exercise in the philippines. airplane is very capable. the readiness was really good if you get you higher lot of number planes, upgraded come most recent type of software in them, their readiness has been between 70-75%. older planes we're trying to upgrade those. so the capabilities there and i'm not going to talk about what they did or didn't do or how they did or didn't do it because i think we need to get back in a space where he don't, we talk about, we need to be a little more guarded what we talk about in what we do and how we do it. because i think our adversaries are paying attention to that and it matters. so i would just share that with his audience. that's my personal opinion. so what we actually talk about i think needs to be -- because
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they're paying attention a little more to do anything that would give them an advantage. nothing that would give them an advantage. so were in the kind of different place than years ago. as far as having a fifth-generation airplane on a big deck amphib, i think that's a capability that advantages the combatant commands and advantages the naval force. obviously where they are in the contact and blood so, they have be protected we have to be able to move and position them and maneuver to position that the airplane is us a certain capability out there. it's going to continue to grow as we continue to field more and more of these airplanes. what working on the number of concepts on how we can increase the capability as far as how they are employed and logistic, as you to shoot at the force, with the surface base force or land-based force. you got together to sustain it.
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you got to be able to move it. because if you stand anywhere too long and you're not -- those of us who grew up in the '70s and '80s and face the soviet union, we are very conscious of our signature. our electromagnetic spectrum signature. we really haven't had to worry about that since the wall tell them because our adversaries are potential episodes have no ability to do anything about it. that's not the case anymore. there's a lot of work going on here every time a naval force since of the east and west coast or goes out of japan or okinawa area, they're doing experiment with aaron operate in that environment to position itself to do that. there's a lot of things going on with the training and how we play the capabilities, how we could ask people with future capabilities as we look to maintain an advantage. again, the goal is to not let
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and were trying to ensure our adversaries that in the pacific there's a lot of competition of different love, mostly economic competition. for us we have to be, we can support the other elements of national power whether it be diplomacy or economics by beinge other, the coast guard, lots of nations at coast guard, are concerned about their fisheries and one is to show up and train their military or their naval forces. we can do civic action, and so we are becoming more and more active and throughout that cannot just the pacific a lot but all the ehlers working with our partners. >> admiral, you of course, there's no strange to the western pacific but you have tighter, when the freedom navigation operations in the taiwan strait recently. that's new. >> yeah, brad, you have nationals could of support in the seventh fleet and we tend to
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send a follow-up cutter. it's a different face there. obviously we send that ship to the tattoo control. the navy did a taiwan strait strand and the did some u.n. security council resolution work against dprk in the diploma before looking at some touch points in the oceana region. you look at how do you compete in this great computing power paradigm below the threshold but without -- there's partnership. we bring unique skills. we're having conversation with the white house nationals could counsel on that. i would pivot to recent event. two weeks ago today we awarded a contract for the polish security cutter, the first recapitalization had icebreaker capability in more the for use. i know coincidence we put what we call the arctic strategic outlook out there and it really refreshes a plan that my predecessors put out security go in 2013, talked about the arctic as a as a place about safety,
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security and collaboration. the new refresh talks about those same factors but it's really about competing power. we got china operating six of the last six, seven years of the alaskan arctic. obviously paying attention to what the air force is doing in places like elmendorf and other places, you know, they are self-declared near arctic state. that's of interest to us. there's about 13% of the world's untapped oil. 90 billion barrels is at the on the ocean floor. your between dollars of sink, nickel -- zinc. it's a geographically geo- strategically competitive space. i think former secretary mattis was at the doctor of the parking in the arctic. the high latitude on both ends of the polar regions although that. china is asserted its place down there. we find ourselves as a coast guard in that great power model
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while trying to forget what sort of those offsetting capabilities and capacity we can offer capacity to support, capacity to sport marines and placeable pretend of a lead role like the high latitudes. >> the icebreaker contract is out. the competition didn't go quite like everybody expected, but it got awarded what's the plan for next year? the coast guard is unique is basic at to make the plan of your. >> first of all the consequent quite well. we had five industry teams that participated and did some work for us to drive down acquisition schedule cost risk. our decisions were informed. why aggressive timeline to do this. we're off to the races. i coined early in my tenure, last one june was a 613 strategy. six icebreakers, three heavy. we change the designate from heavy icebreaker to post security cutter.
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to capture the reflected differences of space can geostrategic competitive nature of the space now. the one was one now. we're excited about that award with the support of congress. i think for as we got to go back to the till. we have to carry that high capital cost in acquisitions budget, but right now my sense is we enjoy support from the administration. we enjoyed bipartisan bicameral support on this being an imperative for the nation. the windbreaker we award the contract essentially will replace the 43 oh, 43 euros old today. 202424 we're hoping that ship operational. she will not be, she will be close to 50-year-old ship and with got her on life support but the first polish security cutter local government breakup macmurray station. present equals influence. when we are not there others are. there's increasing activity in
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the high latitude region. >> are you looking to award second hull in the nature? >> were looking, there's money in the budget keeps them programming forward and there will be another tranche of money to get after award the second and the third period between now and 2027, 2020 we're hoping to fill at least three of those polish security cutters and have further defined strategy of what the real needs are. >> all right. i see you alluded to your vital role in transporting forces. last year you said we were on the ragged edge of being able to conduct a large-scale sealift operations of our combat forces overseas. that was a year ago. revisit the best i could say the same statement again this year i'm afraid. we have not in terms of actual numbers gotten any help you. we still have about 81 u.s. flag
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internationally trading vessels in the world today we still have 60 60 in the maritime security program. we still have our 46 ready reserve force ships plus 50 military seal command operates. the thing that has changed a little bit is the readiness of those ships, slip a little more than it was last year. manning wise we are about the same we still have we believe about 1800 or so mariner shortfall for a prolonged sealift effort. but really things are not going to get markedly better until we get, start getting more ships online and send new ships online. the good news i would say is that were getting a much more visibility on the issue we have talked about this, his staff and my staff have been working along with trance, to fill up with a program on how to afford and get that sealift that the nation
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needs. we have a path ahead. congress has bought into. three-pronged. most of you have heard of it but we will service life extend several of the ships out to age about 60 by upgrading their systems, getting rid of some of the obsolete systems to keep them viable because the capability they bring are so critical. we will go out on the open market and purchase an existing newer ships that are currently in trade, make the modifications as required to make the more military useful and phase out some of the older order for your old ships, especially some of the steamships that we still have. we still of 24 of those that are operating as part of the ready reserve force. the third will be new build. and as you all know, the navy has a pretty large order book.
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building a lot of ships and we have to prioritize properly where sealift should fit in to that. and again we are working with staff to forget what is the right type of ship to buy, what's the right to buy, and when to face them in. i guess the good news is while we still are a bit on the edge of being able to provide a solid sealift over a long time, we are moving in the right direction. we have plans in place to get us there. >> i got about one more question and that i will turn it over to you folks. so please get your questions ready and we will be there in a second. last question before we open it up. let's talk climate change. we've got many other threats in the world. russia, china, isis, north korea. but climate change is at this point inexorable. it's coming for a basis, our coastlines. it's going to exacerbate
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resource competition in many, many ways. how are your services grappling with this, and you need to do more? >> as i see it it's primary going to impact commercial ports were operated in and out of there with strategic 17 and strategic ports located around the country which will be our power projection platform. that's when be where army and other services bring their gear to load aboard our ships to take them overseas. though as i go around to visit those various ports, typically i always ask what are you doing in terms of making yourself more resilient as the waters rise. >> us are people doing enough? >> they are doing what they can. i do see evidence of things being raised to higher levels. a lot of electrical systems and electronics are being moved to higher platforms as they are being rebuilt and redone.
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some areas it's more difficult than others. in the hampton roads area where i live it's probably one of the more challenging areas where you have not only see rise but land sink edge. so it's coming together even more quickly. i know the navy with the base down there is challenge figuring out what they're going to do. again, as i go around the ports are aware of it and to the extent they can, they are taking action to try to mitigate for the future. >> i would say, brad, similar. we are in a good face in transit shipbuilding. i talked about the polish security cutter. rebuilding national security cutters. we started a group and jennifer 25 offshore patrol cutters. with that there are homeport upgrades.
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each location we go to her we have to our facilities, the peers can we have to have our factors, i carry about 1.7 billion backlog for sure infrastructure when we get a bite of the apple we are investing for probably half a a century. we need to inform our thinking now with the best knowledge weekend and you think would bring into our design, work, and thinking. pivot up to the high latitudes again, folks, if there's so much climate change, you can argue all sides, i'm kind of agnostic to the signs but there's a demand signal up there. there is ice right now. we're up there in the -- the one breaker goes antarctica at the increased presence, it's not year-round access even if you had a fleet of polish security cutters to more. it increase access to the seasons up there a little bit. we are informing all of our thinking about the climate change. >> general. >> we are still recovering or
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haven't recovered from hurricane floyd's last september. so it's not just the love of the water which i think is an issue. it's the storms whether it be fires or floods. we know all the new buildings suffer damage. you have to build these two different standard because we are a naval force. we are part of the sea service. were going to be at or near the coast. we have to be somewhere where we can get to the sea. so the three-point 3. come oven bill at camp lejeune is hopefully congress, the may be some sort of self milk to address that. i think we will have to be as the comment that said, when we put our buildings over the minister said we put them up, do we find the high ground? to relook will be put our data system could we can't put in the basement of the building anywhere. it's got to be in a different place.
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you have to have different design specifications. we are looking at where we are and what the long-term rejection is for those places and what would it cost us to move them. the bill is pretty substantial. you think about the idea of, hypothetically had to move camp lejeune, what would you do about that? where would you go? where with the money? we are paying attention to it, but it's a sobering thought. right now the we're trying to get camp lejeune fixed and get ready for the next hurricane season which starts in less than 30 days. >> all right. admiral. >> as i think i will just reinforce what was said. anything you really is built to standards that accommodate climate change, and then admiral buzby's point, the current situation, the legacy infrastructure. were working very closely to do what we must to make sure that's
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resilient, the rising sea level, what have you. and then just like you said also, working with the community, right? he egos were not just an island. most of the time there's a committee that is affected so we want to be good community partners as we work through that. but also just jump on something, not said, which is the arctic is a very dynamic situation in response to this climate change. see later opened the when it opened before, have not been opened in a lifetime. arctic ice cap is a small is at the event since we started measuring it. continental shelves that exposed the were not exposed before. and so that diamond is him mandates a think a response -- dynamism from a maritime forces in particular come close to the navy work very closely together on that. the commandant region the capacity, we we can add a forces together but also we get tremendous value from partnering with our coast guard because of their authorities. law enforcement authorities,
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those sorts of things that we don't inherently have in the navy by putting a law enforcement detachment aboard u.s. navy ship or sharing u.s. navy intelligence with the coast guard cutters. we really do partner very effectively both in the arctic and the creeping, the kind of, the drug zone, if you will, to make the most out of those forces. >> the modern is recently. when harvey hit, dumped 52 inches of rain and 36 hours. we had new facility and we would not even able to rescue 11,000 people in that 17 hours without partners, state, local, dod, without having a modern facility. that was a clear takeaway. there are some challenges with the weather with connectivity but off modern facility was game changing i'm not sure what the outcome -- those investments are
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absolutely essential to sort of i talk about already relevant responsive coast guard. he got to put a little in the game to get him to deliver services american expects, and it's that resilient infrastructure, , absolutely. >> all right, thank you. okay. who has a question out there? >> if you have a question for the panelists, there are two located in the middle of the room. >> good. >> retired navy, work for california software company nothing it seems appropriate to ask about partnership with industry. admiral, and design 2.0 you talk about that's one of the goals to advance the navy's partnership with industry. could you maybe speak to some of the successes that you've enjoyed in the time that you've been in the saddle? may be some of the areas we need to work on together. >> it's a great question. i guess our chill approach in terms of partnering with
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industry is to bring industry into the conversation much, much earlier than i would say is traditionally been done. so when i walked the floor before the panel we were having exactly conversation about that conversation. and so what can we do with that type of dialogue early in the process? it will allow us to define the trade space between what is technologically available, achievable, and what are the requirements for the systems where building? and so then w with something that is much, much better than we have in the force right now here it may not be time travel, but it will be way better than what we have now. and beverage of understanding the technology space better, with input from industry, we can proceed with a terms of cost and schedule. and then what we'll do is we'll
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make those steps a lot more rapid. we can deliver capability to the fleet, kind of the theme of the very first event here, the breakfast this morning, and so some near-term successes i would say, the mq-25 is one of those things we brought all the industry in very early and were going to go with something that was defined in 2018 that will integrate into the airway starting in, , well, as soon as possible but around 2023, 2024. that's faster than aircraft programs have been going for some time. i would say that the frigate is another example conceit of come in 2018. we will at the contractor start building that ship in 2020. and a lot of that success was achieved by bring industry in faster. i'll tell you, i will just echo
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what secretary lord said this morning. one everywhere we need to i think think about this differently is in the acquisition and maintenance of software, right? the whole private practice, the state of practice in industry, you know, you don't buy software like you buy a ship or an aircraft. and so creating that special aus of money, whatever it might take so we can achieve and maintain software which is as i said so important to our way going forward, we need to do that so that we can maintain the pace required to stay ahead in that regime. >> all right. >> thank you. john harper with national defense magazine. i have a question for admiral schultz and then a question for admiral richardson. i just want to clarify something you are saying about the fy '20 and fy '21 funding. did you say you are, in fact,
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planning to award contracts for the second and third icebreakers in fy '20 or fy '21? >> no. fy '20 the proposed presidents proposal has a $35 million to the post secret program. that keeps a program marching forward your query in the bill faces here in the administration for the 21 budget but in the 21 and beyond budgets you see larger asks to get after the second and the third polish security cutter. ideally, if you look to her capital investment plan, you will see between now and 2020 we hope to deliver on those first post security cutters. 20 is bridging money, keep the program moving forward. i anticipate and i'm not getting hit of the budget process in washington but 2021 you can anticipate a larger ask and we are tied in here with the integrated project team we have with john richardsons folks at the pentagon. and that's sort of the lips and
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takes on the budget there. >> okay. admiral richardson, you talked a little bit about unmanned systems. as the capabilities of u.s. improves to anticipate at some point navy will count those vessels, particularly with a larger ones towards your total battle force ship count? is there any consideration given as you conduct is ongoing for structure assessment? >> it's kind of a theoretical discussion at the end of the day because i could count that speaker as a ship to put it towards the ship count, , but it won't fool anybody, right? so the thing that really matters is how much naval power to those platforms deliver, right? that's the thing we are after. and so i'm not so caught up in what counts against the battle force, right? because if that platform, manned or unmanned, delivers a requisite amount of naval power that is available and assignable
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by the theater commander, then okay, that contributes to naval power. at some point that might, to count against the battle force or not the we have to be very careful to make sure we we're , you know, constructing something that really doesn't come in accounts on a tally but doesn't deliver naval power. at the end of the day the real metric is power, right, and not so much ship count. >> so just nestled at the of that coin, regardless of how the unmanned systems go towards that total ship count, as you bring more of those capabilities online, do you think that could reduce the requirement for the total numbers of other classes of manned ships potential? >> yes. as unmanned platforms i think almost inevitably assume, will it become more capable and
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comprise more and more of the net naval power that we deliver, given that the nation needs sort of a set amount of power and that's composed of many components. you could definitely see i think of you can anticipate some adjustments within the composition of the naval force. >> let's go over here to this question. >> thank you. george with suntrust. given the increased investment in directed energy, do you foresee in the future small-scale nuclear power at the one to ten-megawatt level playing a larger role in force structure? thank you. >> i guess i'll take that one. >> i'm hoping you would take that one. >> buzz, what do you think? >> we tried that already. [laughing] >> let's have another question back here.
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>> paul with "u.s. news & world report." admiral richardson, like to ask you a little bit about some news of the day. the national security adviser to the president announced last night that deployment of a new strike group to the persian gulf and bombers to the region as well in response to a threat posed by iran. to that questions for you. was this a preplanned deployment or in response to some new threat? if so, what is that threat? and what you expect this woman is going to achieve? >> well, abraham lincoln strike group was planned to deploy for some time now, and i think that this recent news is a great demonstration of concept that we've been all kind of getting african which is dynamic force deployment. and it is particularly germane to naval forces which are dynamic by their nature, right? so a ship, a strike group, an amphibious ready group, a coast
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guard cutter, these are maneuver forces by design. they're designed to move around the globe very fluidly in response to changing security situations. i find it very encouraging that while the a rambling can strike group was out exercising in the european theater, if the dynamic changes in national leadership requires or requests or orders that force package to go to a different theater, it's really just a matter of very fluidly and dynamically getting all of f the power to move to the theater. >> so has the security situation changed with the iranian government? >> i think you just read secretary bones remarks you got the answer to your question. >> inky. >> -- alton. >> i recently acquired my shipmates licensing my question is for admiral richardson.
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i've been working, i was attached to the fitzgerald and john mccain, and my question is, what training, what result do to those collisions can what training has a navy and limited for the young officers? because if that happens on my watch, my license, i would very well lose my license. >> i'll tell you, it's a very long answer to that question. you read my congressional testimony. it provides a lot of that. but i will tell you that we really revolutionize or overhauled training both from a career standpoint so that each one of our offices, particularly surface warfare officers are spending one more time at sea to get the experience they need, more time in school to get the training that they need. and then we are, in fact, just walk the floor. you can see some examples of the great traders that we are deluded each of the fleet concentration areas. that allows double your training
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but also allows keen training for each of the ships and thus different home ports. ncc and much, much more robust approach to training now. and then very important, and more robust approach to assessing that training as well. you don't get full credit for participation. you've got to pass the exam as well. really a comprehensive approach so that we can move, certainly to be safe to operate, then to be executed all of our missions, moving into a climate where we really trying to achieve best ever performance out of our service ships. >> thank you. >> i have to rewind. i think i said secretary bolton. i met ambassador alton. i apologize if i misspoke. >> gentlemen, first of all thank you very much for coming and presenting, , talking and be
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willing to put the bull's-eye right in the center of your chest. given that and talking about personnel as being one of your hallmarks in one of the key issues looking to the future, looking at great power competition or going back similar to a cold war era, and also with a new challenge, the retirement system. you may see people getting out of the service earlier and earlier. the reserve component becomes more and more of a critical factor back when we all come cold war we were able to count all those reserve members as total end strength. >> and the question is? >> what are you doing to increase that total end strength on the research side and maintain those people in a readiness so they can plug in at the senior levels both enlisted and officer? >> i'll go first. so we're not looking to increase. there's about 30,500 marines in
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the active reserve, and then another 1000 1000 can everybodd 70 irr. but for the active reserves like the marine core reserves, we are always encouraging people when the transition, they consider joining a reserve unit and mobilizing. we are reorganizing the reserve to try to take advantage to the greater extent of those civilian skill sets that individuals have a developed that in the civilian community and things they've done. we've also, much more aggressively been in the past, although we had come we use a significant amount of reserves the last 18 years to be mobilized and the plot as part of both operations and iraq or afghanistan. we're continuing to do that even though our numbers have gone down and we continue to deploy reserves into the pacific aor. were conscious of the readiness because people join an organization like the marine corps, the nature of the coast guard or the merchant marine. i believe because he would want
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to go somewhere and do something. they want contribute. if you don't given that opportunity, it's hard to encourage him to both joint and to stay. we are trying to make sure they get an opportunity to do that so the readiness stays up and that they get the reps and sets they need like the active component does. right now as for increasing the and strength of that in certain areas, without trying to do that. i will say that i think the coast guard has an auxiliary what you think is a very effective model. we're going to take a look at that to see if we can get for certain skill sets like cyber or other areas where we can get individuals interested in joining the marine corps auxiliary to then apply their civilian talents to help and are active and reserve force be more effective. >> let's see if we can squeeze in a few more questions. over here. >> richard, with the air force currently embracing multi-domain command and control, the army
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also a seemingly embracing tmdl. what is a navy stint in reference to supporting those two concepts or the concept similar to a multi-domain operation or multi-domain command and control. >> as i think where all, us involved in it. we maybe call envelope it low t thing but we are completely united in that effort. >> i which is second that when the army is working multi-domain battle, we were co-signatures of many of the initial documents. i don't think there's any light between us as far as whether operating, whether it's distributed maritime operations or contested environment or multi-domain battle or anything else. if you had, if you looked at the highest priorities of all the services, i think you would see that command-and-control and a multi-domain and from it and all the different domains of the battle space and everything
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command-and-control reliable and recoverable command-and-control which includes power, not going to talk about nuclear power but power is an issue. you've got to energy to drive these systems. i think we're all on the same place. >> all right. over here. >> thanks. i echo the appreciation from everyone else. my name is mike man. i'm a semi retired, i briefly had a conversation with a european shipbuilder basically said that commercial shipbuilding industry around the globe is under direct threat by the chinese commercial shipbuilding industry. to the point where they can't even compete anymore and they can't sell ships. i was wondering if you are aware of this or share this concern or what, if anything, we should or could be doing about it? i guess this question is for bugs. >> yes, it is. thanks, mike. that's kind of the way we're
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seeing it as well. even the koreans who had been real leaders in shipbuilding over the years are getting very nervous that the chinese have come on so strongly and are so heavily underwritten by the government for the shipyards to go forward. they are even branching out and out into crew ships. they've spent a lot of time over in europe talking to the leaders in that industry, and they're looking to start building cruise ships in china. they're ready to take over that market as well. it is very concerning. the reason they're still in shipbuilding going on in our country is because of government contracts and the jones act. those are the only two reasons why we thought shipbuilding and ship prepare going on in this country, otherwise it would all be overseas, too, which i think underscores the importance of
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our government shipbuilding programs and double underlines the jones act. >> all right. i i think i see two over here. can we squeeze is in belfast? >> sugar this is for admiral richardson. first, thanks for your service to our nation and to our navy. you mentioned that the central is commit is of the fundamental command philosophy but command-and-control technology has changed since john paul jones of days. how do you balance the desire of higher command to want to be involved yet still give the 05 command of the decentralized authority that is been the bedrock of our naval apprenticeships purpose it's a great question. what it takes is a look at of appetite suppression from that superior commander to make sure that that subordinate commander is allowed the chance to develop. and so it's time-tested way of getting about that in terms of defining, , you know, how much risk if you will you are willing to cede to that subordinate
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command and then to let them operate with her full authorities inside that operating space, if you will. and i'll tell you what, if their immediate response or immediate instinct is to get on some kind of cellular phone and try to call the boss, well, you are probably breeding habits that will not service well when operations go down in the first point of attack is the network. we're going, that network will degrade. were going to make sure that the enemies network degrade worse, but at that lowest point of network connectivity were going to need operate in a distributed manner governed by commanders and didn't feel that network faster than her adversary as well. i think that it's really, it's got to be much more deliberate about it now because it's so
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easy to reach out and touch that person. having said that, there maybe some of the us are important decisions where you want to do what you can to connect. it's the situation is the number, if it still does involve some documentation, and so you want to continue to maintain what you can. i'll defer to general neller because you've been -- >> no, i think it's, it's a really good question because if we are perfect connectivity, you're right, you can see everything and you have 100% -- not 100%. i mean, the visual perception of what's going on. and so things started to go bad, there is, you have to fight potentially an urge to jump in and intervene. but what the system is up, i mean, it does dvd you the advantage to help anticipate. i'll give you an example.
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if the unit is in contact and the report there in contact, you can monitor and if they request a medevac or you can anticipate there will request a medevac, you can facilitate that and set those assets up at higher standard of right evidence to t the command in anticipation of that. i think what the cno's it is important. i think were going to be back to the days of what we would call maneuver warfare or mission orders. the network is not going to be there. i i mean, i'm operating on assumption that most of our training is offered on assumption that the network that we experienced with 100% connectivity, with surveillance and all the radar pictures and all that stuff, it's not going to be there. or even worse, in more egregious, it's there but it's not accurate. it's not the correct picture but you don't know that. so we're going to have to be more capable in writing mission
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orders telling people what our content is and then trust them that they're going to execute the fight within their own space, be aware of who's on the right and left and then fight their ship or fight their organization or fight their plane for fight whatever they're fighting, fight their keyboard. it will do with the need to do because it is to what the ultimate in state is. that's part of the training change. and so we have to foster that. in training who allowed to make mistakes and you got to put people in a position where they can exercise their initiative, make a mistake, go back and critique it and get the red sofa goes down a real, those mistakes are kept to a minimum. >> all right. one last real fast. >> thank you. melody from arctic today. secretary spencer has mentioned the possibility of freedom of navigation exercise in the arctic. i wanted to know when that might happen, , how likely it is, and how it would go about with the navy and the coast guard? thank you.
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>> maybe i'll start and then -- we're just interested in making sure, i wouldn't call it message of the freedom of navigation exercise in the legal sense that we do around the world as part of that program. but really just navigating in these now free navigable waters. .. both in the navy and the marine corps and the coast guard, to kind of be present as these waters open up. >> i haven't been up to the arctic with secretary spencer and we are keenly interested
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in, we do some type of maneuver up there in the northwest passage . i think projecting that strength up there, bob mueller seems to have been doing more things in alaska and exercises off norway. i think as a nation this is a place where, our present equals influences a broader conversation that the nation needs to insert itself into so we look forward to the cmo successor and i want to take that in the future of the coast guard wants to be partnered up andwe want to be part of that help . >> that will wrap it up for us. >> can we squeeze in one question for doctor london i had to rush to the microphone . >> sure . >> thank you. i'd like to say jack lemmon, see eci. i've been in a study on the vulnerabilities associated
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with the electromagnetic spectrum information warfare, electronic warfare, cyber, all the rest of it . i'd like to have an expression of your views of how that is deemed a priority in the threat spectrum thatwe face around the planet . >> i'm sorry sir, you said the priority issues of the spectrum? >> it's real simple, we've got an adversary that put a lot of money into ew and electromagnetic spectrum management and threats. and my question is, how do we see that as a priority in terms of the vulnerabilityand what are we going to do about it ? >> what is the priority? >> of the national security executives in this area. >> to me, that's number one. it's all tied together. we create a system of warfare
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that's dependent on the network and if the networks not there were going to operate in a degraded environment so the first shop it's going to be fired is, there's a fight going on right now in cyberspace and information space and in a spectrum where you can jam and you're right, our potential adversaries or in case you just call it, they're out there developing increased capability and we're also doing the same thing trying to raise our game, increase the number of people we have operating in those damn domains. the biggest organizational change in the marine corps was taking the command element headquarters and turning it into an information group and increasing the number of marines involved with our component to cyber, and eventually getting those marines down further and further within the operational levels because we know that's where the fight is going to start and if where not there and we can compete , the fight can and there also . >> it's the same with the navy. if you want to go back a few
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years and compare then with now, as you think about the wave we traditionally thought about able warfare has been undersea, surface and air. there is a fourth pillar which is information warfare and they look at structurally exactly like those other traditional were fighting pillars they have a three star deck commander, a representative on my staff. they have a three star operational commander, the 10th fleet. they haven't information warfare development center so that's a fully fledged part of our war fighting right now that's designed and built, they domaintain and equip to get after this problem . >> that's where believe it, i want to thank administrator rizvi and general miller, admiral richardson and all of you for coming in for your excellent questions. enjoy the conference. [applause]
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>> ladies and gentlemen, if we could have everyone clear the room, we have to get ready for our luncheon. thank you.
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>>. [inaudible]
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>>. [inaudible] >> this afternoon, the chief of naval operations admiral john richardson talk about the challenges facing maritime security across the globe. he's addressing the navy we see, air and space exposition in the washington dc area and we will have live coverage at 1:10 eastern here on cspan2. battles in today on the house returning tomorrow, house members will pick up a bill to block the trump administration from letting states opt out of certain healthcare law provisions. also a revised disaster assistance package, the new version includes $3 billion for midwest recovery and tornadoes in the south in
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addition to 84 puerto rico. the senate battles in eastern to debate a traditional money for the appeals court second. live coverage of the house is on cspan2 and the senate on --. watch live online at c-span.org or listen with the free radio app. >> buses stopping at middle and high schools across the country to meet and work with the winners of our student cam video competition. we were recently in sacramento with our cable partner comcast and met with second prize middle school winners, utopia michael, rachel do marcy and seneca from the thomist charter school. >> we're steadily progressing and there's still need to be more protecting as we begin individuals and we chose this is our topic, and we met with many different interviewees who gave us different opinions on their different opinions on this matter.
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and we surely have to see how those not just one definition to being an american but how there are different backgrounds that make up our country. >> to watch all the winning entries from this year cam contest, go to studentcam.org . >> this week on the communicators, we're going to be looking at some of the issues facing smaller companies. joining us is david ibach of shinto communications, the executive vice president and coo and not hold up is also with us, he's the president and ceo of an organization it for a long time was known as the american cable association. now it's america's medications association, why the name change mister pulled out?

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