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tv   CSIS Discussion on Maritime Security  CSPAN  April 16, 2019 10:04am-11:09am EDT

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announcer: again, we are at the center for center for strategic and international studies, waiting for the discussion with a vice chief of naval operations to begin, we will be hearing about navy readiness and how it has improved. also today, we will take a look at relations between the european union, china and the united states at noon eastern. this afternoon, a look at the federal opportunities zone program aimed to invest in a low income communities, that will be hosted by the aspen institute at 3:30 p.m. here on c-span.
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>> good morning. welcome. we are delighted to have you here. thank you for coming. this is going to be a fun morning. i'm looking forward to it. i'm the president here at csis. fabled right now because i am coming back from something, but i wanted to be here with you and i certainly wanted to be here to listen to admiral william f. moran. let me say in advance, th admirale has been nominated to be the next cno. you will have to be respectful in your questions, he cannot answer everything, he is in an environment where we are not going to get him in trouble. we want him confirmed, we will be the last ones to make this awkward for him. if he chooses not to answer a
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question, that should be accepted by all of us, because we want him to be confirmed. when we have outside groups, we always start with a safety announcement. we have never had it happen, but we are responsible for you, so if we hear an announcement, we will go through the story over here and it will -- this door over here and it will take us to the ground level. we will go over to national geographic -- they have a fabulous exhibit right now about the cleans of -- queens of egypt. [laughter] if we go, i will pay for everybody's ticket. if we do not have an emergency, you pay for your own ticket. we are very lucky today to have the admiral, it is a pivotable time for the country and we have uncertainty about the challenges throughout the world. one absolute rock-bottom certainty is we will have a navy that will be out there that
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will be reassuring allies, friends and us about the constancy of america's will to ensure there is a peaceful environment free of intimidation. you can count on that and i know that will be a commitment that admiral will carry with the navy going forward. but for the formal introduction, let me turn to pete. we have a great partnership, we have always been grateful to have this opportunity with the navy, so welcome pete with your warm applause so we can get this started. [applause] pete: we are very honored to i will not make a big introduction because i think most of our audience is aware of his body of work. and so i would like to say it has been a big week for admiral
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moran and for the navy, congratulations. is as he alluded to, there confirmation hearing coming up and out of respect to that i will not ask the vice chief to get ahead of his -- and he will not be able to talk about what might happen or could happen, if he is fortunate enough to be confirmed, so our conversation will focus on what is happening now, his duties and responsibilities today and i think that gives us plenty to talk about. before we get to questions, we will start with some icebreakers. again, thank you, admiral. you could have postponed to this. this was scheduled before your nomination was announced, so thank you for being here today. also, i want to acknowledge briefly that our sponsors for the maritime security dialogue is huntington eagle industries and we appreciate their support. so just any easy question, the
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navy stood up for readiness reform oversight committee in february 2018 to oversee all of the implementation and corrections that have to do with themccain fitzgerald, comprehensive review recommendations, the strategic review recommendations, and now here we are well on in that process. i wanted to ask, you are one of the leaders of the process, a leader of the process, where do you think we stand and how does it -- what has taught us? and as a follow-up, are there lessons beyond just on the surface? dr.,moran: first of all, thank you for being here. it was an honor to learn that you are going to be here and i really appreciate your wisdom and mentorship over the years, it has meant a lot to me. thank you. pete, they give for having me
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here. we did commit to this three months ago and i was not quite prepared for last thursday, some he asked, what does it feel like? i said, it is the first day of the masters. [laughter] i'm on the first tee and some but he just announced me to tee off, there are thousands of people on each side, but not for me, for my partner. and i was scared i would hurt somebody out there. it is overwhelming. of course, it is an enormous opportunity for anybody to be nominated for this position and i fully recognize the opportunity, and with an opportunity comes greater obligation. i will try to prepare myself for two weeks from today, the confirmation hearings. been for thehas last 18 months at the center of
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my universe in so many ways because it really does, it really does capture with a vice chief is expected to do. the, self the big xo, the heads and beds officer at the highest levels of the navy, which means it is about readiness and making withthe fleet is supported the things that are imported to it and our people, so as we all know from last june through august, when we had two collisions, two years ago, it has really raised questions about the training of our force, the meaning of our force, so it came right to the center of my universe. and after the conferencal review by davidson and their strategic readiness review that the secretary of the navy commissioned, we chose to set up an oversight committee, not to
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be your classic oversight committee. e., trying to control everything from washington dc, but to make sure that we were in a position where we could pace the changes that were recommended inside of these documents. and, by the way, we also wrapped up with other organizations, those that provide watch for the navy and conduct investigations and make sure that their recommendations were folded into this. in total, there were about 170 recommendations that came forward about -- we eliminated or reduced by six those that were duplicate in nature. we went to the current rating of those recommendations -- curt rating of those were commissions and in the end we had about 11. 1. if you do all of those at the same time you will crush the fleet with actions that may make it less safe, than more safe.
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we thought as the oversight committee, and this committee has several three-star flag officers, senior executives, that were part of working groups to digest this body of work. when we sat around the table, without, let's go after the most important first and save the things that can wait until later. so we tiered them in three basic tiers, safe operations, immediately following the collisions. those things were executed pretty quickly. but we wanted to make sure that we provided some oversight into how those things were being implemented and whether they were working. and if they were not, to provide feedback to the system so we could go back and readdress of them. safe operations was the first. tier two was effective operations, everything from maintenance, to training, to
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manning and those kinds of things. i can go through a long list of things that fall into that category. it is the vast majority of those recommendations. and the last tier is what i describe as excellence. so you move from a culture of meeting the minimum standards to taking and raising your standards and becoming a professional outfit that has -- that at the forefront of its mind is achieving excellence every single day. and there are things we looked at from culture to just how we communicate or fail to communicate at times. 111 recommendations and 91 of them we call implemented today, in other words we have assigned funding, we have started the build process, we have executed the training, we are doing more training , all of those things have been implemented.
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i call none of it complete, because i do not call anything complete until you have had a year or so to assess whether the implementation of those measures are working. and, you know, we are a long way away from knowing whether every single one of these individual recommendations is having the impact that we want on an individual basis. in the aggregate, though, i do not know if you have had a chance to read an article from this morning, from overseas, but admiral cooper, who is the commander in sasebo, had an article about what he hasn't seen as far as stars and -- has seen as far as stars and stripes, what he has seen in sasebo. it is an indication we are on the right path, but it is only one line of varying and we need multiple to make sure we are in the place we need to be. so i am encouraged by the process. -- by the progress.
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there are aspects that involve building things, like better simulators. i was disappointed when i went out to the fleet, in almost every location i would around to the simulation capability for the surface force was well below what i am used to, and that was my baseline of understanding of what simulation can do for reps, sets, putting people under stressful conditions without putting the platform under risk. that did not exist in the surface community in those areas i thought we needed to really accelerate that. so we have accelerated some of that, what we call modernized or modified simulation systems in the fleet, which in essence was just, from the lessons we learned from fitzgerald and mccain, was the poor communication teamwork between the bridge and cic. so we bolted on cic simulation
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to the existing bridge simulators that are in the fleet. and that is helping the instructors teach basic medications, but also some skills that are important that we reinforced. unfortunately, though, we do not have the capacity the fleet needs to do this as much as i think the co's would do it. so we are, we have a fully funded plan to build new, what sst's that are integrated, so very modern simulation capabilities that are pretty eye watering that exist today in naval aviation. ,hey exist today and the lcs they are remarkable trainers and the best in the business. so we should have that for every ship class in the navy, or at least be able to reconfigure a
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simulator to mimic the ship you are going to, the ship class you are going to. that is fully funded. it involves building new buildings in san diego and norfolk, large buildings that will house simulators of different degrees of capability. and in numbers that allow us to do more reps and sets for our co's, department heads and sailors. that to me will make the biggest difference over time, in terms of proficiency, experience, and the things we need. we like to say in aviation that you have to have air under your rear end to appreciate what it is to fly. so you have to have sea water underneath your legs if you are going to know how to operate and command a ship. so simulation is a complement, not a replacement, to add sea ti me. and some of the other steps that brown and his team have undertaken is to change the
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career paths for our officers, so they go to sea more often and for greater periods of time, so we are reinforcing the amount of time they are spending at sea, supplementing it, complementing it with greater simulation cabability so people get to practice reps and sets before they may be start a higher risk evolution, those sorts of things, which i think will make a difference over the long haul. pete: when you go, when you go back as an aviator, you do well, you have the squadron, did your group discuss a scheme like that for the surface navy where the guys in the pentagon, especially in the longer department heads, the time between department head and getting those reps and sets before they get to the ship, or
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some kind of process? admiral william f. moran absolutely -- adm. moran: absolutely, pete. for every career milestone, for me going back to the airplane, we went through the schoolhouse. and we had to prove ourselves again and understand the manual, the standardization book that governs how you fly. we didn't find much of that in the surface community -- in the service community. and if i could close with the is to make sure that we show and prove we have commitment to this change. it will be very easy for the institution at the end of 111 recommendations, and we have checked them off, to put that aside and focus on something else. we cannot let that happen. with will continue to stay that in place, in perpetuity,
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and so we are -- until we have convinced our self that a, what we put in place works, but also b, that we have proven ourselves across communities. this goes back to your question -- for me, aviation went through this in my early days in before me. we had a pretty poor safety mishap rate and we institutionalized a bunch of things, but i am not sure we shared that well across other communities. the submarine community went through this over a decade ago. now the surface community has found it. let's not relearn these lessons every time, we need to institutionalize the things we have put in place. pete: i think it was a big question and it got a big answer and i appreciate it. as far as getting back to competition, my next question is, it seems like we are stuck
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on this slow flywheel of readiness that we are having trouble generating readiness. and if you do not generate readiness, how do you get up to the higher level of performance demanded by great power company should? for example -- power competition? for example, just a year and a half ago we had these horrible ready ratings for hornets and up jets. and some big negative numbers about those -- that fleet of airplanes. and now there are reports we have turned it. i would like to ask why we were there and what turned it and how can we use those lessons to get the rest to come along? adm. moran: big question, big answer -- you are right. [laughter] i mean, the readiness of the
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force is foundational to the operations of the force. you have got to have readiness right. you have to be -- in areas of that allow our teams to be effective on station. super hornet readiness, 18 months ago, as i testified two years ago now, we were less than 50% with our capable rates in the fleet. similarome ways that is to what we saw in the fleet through the cssr, in that we accepted what was termed normalization of deviance. we allowed our standards to drop, thinking we were still ok. and it is kind of the -- s cenario. the naval aviation fell into that trap. it allowed itself to accept lower rates because it was still meeting schedules and training,
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but it was not meeting mission. looked at it, it became pretty obvious to all of us in uniform, myself as a former weighing commodore responsible for generating mission capable rates in the community, if we were to get together and look at this again, we would probably come up with the same answer. so we went after outside help, we brought in people from industry and we went to commercial aviation maintenance and repair facilities and we talked to people and we learned how they produce 99.9 something on any of their jet up given day because if you do not have up jets, you do not have customers, you do not fly. why aren't we looking at ourselves in the same way? we know we are not commercial aviation, it is a much more complex think about that we should be doing better than 50%. it was not long after that where secretary mattis came out with a mandate for the strike fighter
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community -- our goal was to hit 80% mission capable rate by october of this year. ad you go from 50% to 80% in huge series like the super hornet, that will take some earthmoving. and it took a lot of work, but what we really benefited from was learning from folks that were not in our business. they shined a light on areas we had not thought about shining a us to look atled metrics we had not focused on any way that drove the holding towards a goal. and that generated process change, process improvement, awareness, a different set of metrics. and it kind of give us energy and momentum toward getting more up jets, that has become the mantra and remains so. and we have been on this journey since august of last year. up asst week, we hit 76%
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a running 10 day average. and this is like watching your heartbeat, the way that it does this day today and, you know, most of us were sitting around the computer waiting for that next revelation that we hit a new high. and the very next day we dropped back down. but the highs are getting higher, and the lows are getting higher, so the trend is any good position. we are trying to see exponential improvement and i think that will happen. morehis is not by pouring money into it, this is about understanding the system, the supply chain from end to end, the operational level maintenance all the way through deep level maintenance. so those lessons now we are applying to surface ship maintenance because that is a big area of concern in terms of us being able to dig our way out
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of the backlog of maintenance that exists. the nuclear fleet is also benefiting from these lessons. this is important. and it also gets to how we use our data. there are terabytes of data that come off of an f-18 that we do not mine for information. so we are now doing that to try to understand. and see if we cannot start predicting when a component of a jet is about to fail, instead of waiting for it to fail and fixing it. so getting ahead of the curve. those things are paying off in how to improve readiness. pete: is data about readiness, or we are fighting for both? adm. moran: we are going to continue to talk about digitizing the navy. we are an analog system in a digital world. and we need to change. ds wh kind of three ben'
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en i see digital for the navy. one is business processes, financials come all those things should be digitized in a way that gets information to managers at every level near real-time. and be able to apply algorithms to be more productive -- more productive. the next is readiness. we talked about that. but it is more about digital on the operational side, digitally connecting our platforms, our people, our command control at machine speed in order to get inside an adversary's inner loop so we can deliver ordinance or effects, whatever they may be, before the adversary provides of them to us. so there is a lot of work going on. the network sensors, the platforms and command control
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across the navy. but it is loosely affiliated, not tightly governed, so we are looking at organizing any way to provide governance. again, same philosophy, govern but do not control. one thing about digital is it opens up opportunities to innovate in ways we never imagined, so if we start to control it too much, innovation will not go where we wanted to go. so we will navigate that pretty closely. but: shifting gears, another piece on getting to the high-end. we have noticed that in this fy -20 20 request is the navy asked for 5100 more in strength, that was on top of the 19 request, so that brought us up to, if it is approved, 340,000 plus in strength.
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it was not long ago we were at 322,000, 328,000, you are aware of this. but what has been kind of a bugaboo for the navy has been that there is a persistent gap between pledging strength and end strength you are actually executing. and we have had gaps at sea. that was a component of the cr and srr that was highlighted. we always used to talk about, if we have enough people in the navy they should be on ships and in summaries, etc. where do we stand in getting to this where we still see some prospects out there? adm. moran: we will always see that, pete. there are aspects of manning a ship or a squadron that you cannot help somebody gets hurt on a basketball court or another
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issue comes up. the unplanned loss piece. that drives the majority of our gaps at sea. nobody likes to be taken off one ship and put on another, especially if they found a nice place where they are doing well. but the fact they are doing well is also an attractive reason to put them on a ship that is doing less well and needs expertise. pete: do we have a baseline? i know we will have unplanned losses, but is the base right? adm. moran: the baseline is right. we are executing to our end strength. it has been a very adjusting year. the lowest unemployment rate we have seen since 1969. ok? lowest unemployment rate. low unemployment rates are the biggest enemy to retaining and retracting and recruiting a military force, a volunteer
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military force. and yet we met mission last year, the highest we have had in over a decade, 40,000 sailors. we met in may of last year. so we did not struggle to get across the finish line, we were able to achieve bringing the number in. again, the article from this morning, brad cooper said zone a retention in sasebo was 80% this year. now, there is a lot of naval marine officers out in the audience, can you think back to a time you ever had 80% retention rates? it is pretty rare. across the fleet we are at 67% zone a retention, the highest we have had in 10 years. zone b and c are also the highest we have had. what is going on if the classic, big force that drives retention rates down and recruiting that
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much harder, why is it we are seeing the reverse? we do not have enough data yet to be able to be very accurate with it, but we believe it is because of the changes that bob burke and his team have made at n1 that are opening up opportunities, more flexible options, more transparency, people feel like they have a vote earlier on. fixing pcs, which has been a hard problem over the years. those things make you feel good about what you are doing. the other part, do they feel like they have a purpose and mission? and i think when secretary mattis came and he talked about powermpetition -- about competition, he talked about war fighting. we have embraced that and we believe the strategy is a pretty good description of a maritime century. we feel like we are conveying
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that to our sailors and they have a purpose and they are being treated well, the majority of them, and of course now we are starting to see the retention and recruitment that comes with it. that said, it is a fickle world and that can change overnight, so we are not taking our eye off of it. we are using incentives, just a little smarter. this is where the good data can help you be more precise in how you use those compensation measures. all of that combined makes us a little bit sharper in how we go after this. so, do we still have gaps at sea, yes, we are down to 6100 right now. spread that across a force of 290 ships, that is a very small percentage. and it is what we would consider within the tolerances of the friction that comes with all of
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these losses we talked about. pretty good shape. but we are on a ramp to recovery. pete: to follow that, one of the things that was always another tough piece of this, was not just getting the body there, but getting the right fit and the training. you were ave, pioneer on the sale or 25, then we had the relevant learning component of that, are we doing better to get the trained body there? adm. moran: we have our first os rating starting a piloting effort this week, just happens to be this week. and that is an important milestone for the ready learning transformation we are in. and in simple terms, ready relevant learning is the right training at the right time, right sailor. so it sounds simple, but it is not the way we have done business for decades in the
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navy. it has more been an industrial model, conveyor belt model, hang on for the ride and you will get your training, whether it really meets your needs or not, those are not really relevant. -- areome a relevant and ready, relevant and -- is a huge undertaking when you consider 90 different ratings that have gone through this. imeone in the audience and did this together. have fully we transitioned all the ratings now to block learning, the first series, so that is good. now we are into the curriculum development and the training systems to accompany that, so that we improve the training in a live virtual constructive way. i am excited about it. it is a ten-year program because of the number of rates. we want to pace the fleet so we
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do not send this all at them at once and they can absorb it. pete: another thing in the news lately, because you have already cited a cookbook, has been the major investment in the unmanned surface and subsurface systems. and there are a couple of important items in the budget for that. and i was going to ask if you could tell us a little bit about how the navy is determining those requirements, are they being working, and what does this mean, kind of an extra credit thing to me, what does that mean if we buy unmanned ships and how do we count these in the structure, and how --? adm. moran: you promised you would not get me out, and you just teed me up to get out in front a little bit. [laughter]
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this has been testified about so far. what they have put out is in accordance with delivering on the president's budget. that is very 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 concept, basically to take the team and spread it out further on the court so that we can through three pointers from behind the arc really well, we would need some capability that can get out there in those areas that are higher risk. and unmanned is a method to doing that. whether we are talking undersea, clearly unmanned aviation has been in work for a long time, but not in a contested environment and that is where we are starting to throw our weight on the aviation side, how do we operate that, actually with all three domains.
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so that is the effort underway. the requirements will be developed as we experiment &dmmittees are all ry purchases so we can test these things. you think about sc operating an unmanned system, much like in the early days, faa wanted to know how we were going to do collision avoidance, all those things apply on the sea and we need to work through that. we will have to test and experiment with these things. pete: you mentioned unmanned aviation. there has been focus on carriers in the budget for various reasons. what about the air wing? i think the these, biggest selling point of the carriers, among many, is their longevity and return on investment. it is over 50 plus years. but the air wing has a different cycle of life, if you will, so
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tell us a little bit about those fx.orts, like fa mq-25's program record, we will try it in 2024 if not sooner. we are pushing to be there faster than that. but we are working through that. that is basically sunoco in the sky for our air wing, which will instantly put more super hornets back in to fight with, instead of to take with -- tank with. it will extend the range of the air wing because it can loiter for longer periods and give gas. aoa isxt domination, the o due out in the next month, that will inform a lot about cost and capacity and capability that we will look at. and we have been doing this
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research and analysis for a better part of a decade. it is not something that has just emerged. n-98 a while ago, we began to construct how we would do that aoa, we knew we would have gaps to fill the on the service life of the super hornet. so, uh, what we decided back then and what we are committed et is not ahe m-j platform for platform replacement, it is a capability replacement. we are not defining it 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 we are interested to see what the aoa says and we will take it from there, but a lot of effort going into this. pete: i would like to open it up
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for questions. i ask people stand up, identify themselves and ask a question. this gentleman right here. and i am ais -- reporter from radio free asia. i have a question about north korea. the coast guard has been trying to track down ships in the china sea, so i want to know how many evidence of shipping was found and then -- that operation? adm. moran: we are heavily involved in identifying winship to ship transfers are occurring. i cannot give you a number, but i can tell you that 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
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across diplomatically, it goes from us to the diplomatic community to try to convince others to join in on the effort. >> thanks. pete: over here. >> good morning. been one or. -- ben warner. i want to talk about retention again. you have been able to meet your targets, that is great, but one of the things i am curious about is the the diversity of the asce, specifically just example, last week the o6 came count ishere was -- my there was about 373 officers, are female,ut 8% which seems kind of like there is a disconnect. because you have a lot more at the lower ranks, but there are not, for whatever reason they are not making it to the senior
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leadership. i was wondering if you can talk about what is going on and things to try to adjust -- addr ess that. right now we are assessing adm. moran: -- adm. moran: right now we are assessing, my numbers will be a little dated, but the numbers are on the order of about a quarter of our sessions and officer community, they are female. the class this year, the highest on record come in the high 20's. and they continue to climb. so finding highly qualified, talented women that want to serve it 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 we have -- all the changes we
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have made in the personnel policy world in the last four or five years, plus if you look at the daca changes that have come through, congress has granted to us, many started with a request to make those changes. in they have been good to us terms of providing more flexibility in how we manage careers. all of that is recent. so 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 at each one of those milestones, you are going to have a smaller number to select from when they get to the o5 and o6 ranks. that is what we are seeing in those promotion rates, 6% and 7% and 8%, it needs to be higher, but you need to build a base and the base must stay with the team long enough to be in a position to promote at a higher rates.
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i think we are doing the right fours, but only about years into it and in many cases less time, it is not enough time to see which adjustments we need to make, even after the changes have been authorized. pete: right here. we will get you a mic. >> hi, my name is angelita. from what i gather is secretary mattis had a vision for the military and my concern is with that vision, because it sounds like putin and -- have their own plan for the military. my question is about the space program. from what i have been reading, parts of the military have not been very open to it, even congress has not been open to it, but if you look at china, i mean, there navy is like coordinating now with the space program. and with russia, there is the arctic bases, which exceeds what
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the u.s. has. they have 40 and we have 1.5. so i want to know what your actual plan, how do you work against competitive powers? adm. moran: to question to answer right now. the navy fully realizes, appreciates and operates in space today. forcel of the joint understand 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 is playing out. it is clear where the president's budget has taken it. and we are in the middle of testifying and congress has to decide how it wants to support the military and organizing to be able to fight in space. >> and with russia?
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adm. moran: i did not hear that part of the question. the arctic is very important to us. more -- or dobute we kind of go from where we are? adm. moran: bsase are less important than peasants. -- pr esence. this is the classic case of do you have a navy the size to do all you are being asked to do, and that has been a fundamental discussion we have had for the last several years. pete: ok. the gentleman in the red there. we have a mic. and i am aname is -- private citizen, u.s. navy retired. i have one question.
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has the navy developed an answer t ballistic missile? adm. moran: nothing i can tell you in this classification level would be satisfied. -- be satisfying. [laughter] pete: how about this gentleman? right here. >> scott with a federal news network. in your first sort of question you answered, you talked about simulations and how you are investing in expanding their capacity. the air force has pilot training next, which are sort of futuristic ways of training, they are looking at data analytics and at that stuff, is the navy investing in anything that would help with the rd side of training in the 2020 budget? adm. moran: in a big way, yes. so i would say data analytics,
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data analysis, is central to the architecture we are trying to not only with -- relevant learning, but more than that into life virtual constructive, which i had the privilege of being on lincoln a couple weeks ago. and this was probably the most substantial and most challenging contracts i have ever witnessed and it was made possible by live virtual capability on that striker. it is a remarkable technology, it is one we are heavily invested in, we are getting a lot of help from industry and we have a great systems command down in orlando. i would invite you to go visit them and talk to them and see what we are doing. it is remarkable. and it is a game changer for strike group and fleet combined levels, even
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across coasts is where we are trying to get to, so we can exercise together on either ocean. in a live and virtual way. it is, i think guys like rick breckenridge and others who have championed this through the years, because now it is delivering in a way that makes a big difference for us. pete: how about this gentleman over here on the side? we will get you a mic. >> good morning. a question going back to what you started with with the simulators, that is certainly very important, but is somewhere in the plan to allow the co's and xo's out at sea a little bit of time to determine what their ship needs and maybe give them a little time to figure it out and do it? adm. moran: yeah, gene, it is
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probably one of the key tenets of what we learned from the comprehensive review. is co's need more time to train their crews. free play time, not constructed time. you need that, but you also need time for the co to just get under way and be able to test and assess his or her crew. and how do you do that? you get maintenance under control, number one. two, you get scheduling under control so we do not over schedule and operate those ships, give them more time to do their training. and in fdmf, in japan that model really was not in place, but it pj,now under what we call ofr is my construct to what we have -- a similar construct a what we have in the states where you have more time for training in intermediate and advanced
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phases. we have applied that model there . it is shorter and tighter, but the maintenance challenges there are different. that is showing benefit. we have reduced the number of inspections. anybody in the room might cabs with great pleasure, we have knocked out about 50 some different inspections inside of that process to free up time. a lot of them were repetitive done by overlapping groups of inspectors who did not always see the inspection the same way. it really was not as helpful as it could be. rich brown and his team took a zero-based review on the entire icap process and any inspection process to open up time for the co's to have more free play with their crews. it is a tenant for moving forward and we will continue to assess it to make sure we are
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seeing the benefit of that. >> thank you. pete: how about this gentleman here? good morning. mark. congratulations on the nomination. adm. moran: thank you. >> a question about the industrial base and modernization. you mentioned digital and unmanned, do you have comments or thoughts on commercial technology, things like the ota's, they have proven they can innovate and move faster and quicker, maybe move toward goals with commercial technology, we all have to pivot to that. do you have comments on how to thread the needle there? adm. moran: maybe not as schooled as i should be on the commercial side, but let me give you an example, when i saw two weeks ago in virginia, where the engineers are operating and trying to make improvements.
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they recently just completed building a digital twin of the egis platform. so today on the ddg, there are 12 large racks of computers and the operate the system and they were able to put the twin in a box this big and they are working to get it down to just one, what do we call them -- i do not know what they call those things, computers. [laughter] adm. moran: but it allows us to put a digital twin on an existing ship, operate in a developmental development, real-time at sea operating the weapons a system separate from the actual 12 racks of certified gear. the casef we can, in we had a few weeks ago, can we
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had a target with a live weapon, live target with a live weapon with a digital twin. the first time did not go right, but within 24 hours, because it is a dev-ops environment, engineers were able to make changes and the next day hit the target. for those guys in the room, how long do you think that would have taken under normal circumstances? about six months, and that is generous. so this is the remarkable change that happens when you can digitize platforms. it also allows you to take almost an egis platform and it turned into a baseline 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-up question on the training piece. one of the books that richardson
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recommended to the flight community was "learning war." e aree proud the naval -- w proud of the naval institute book, but the critical thinking that a lot of people think we won the war because we are produced the japanese and in many respects those statements are true, but that the critical thing is we had people who knew how to fight and to adapt and change under strenuous combat conditions. and so it is that war fighting edge. , hasur efforts with the sr that come up that we need to identify, that there are people and attributes of people who are not playing, they are playing to win. there is a personality type that plays to win, not just to avoid losing. and you can have all those other things we talked about so far today, but without that you made
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have what you need to win. has any of that come up in the mix? adm. moran: maybe not directly , but admiral richardson has implicated this notion of learning and high velocity learning in a way that the navy had not thought about for a long time. that book captures it very well in the prewar years. and if it has done anything for me it is to understand and appreciate the value of wargaming in places like navy war college, the national war college and all our other institutions. ourselves onun wargaming in the future. cannot just give it to a small group of folks in a war college class and expect it will proliferate across the navy. this is where we will see who has what it takes to make decisions in an environment
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where you are under stress. you need to be making choices with the pressure of time and that component as part of your decision-making process. so i think that wargaming is vital to this. it has been addressed in the education for strategy discussion and the report that came out from the secretary's office of those -- and those folks who were part of that, that has been a helpful blueprint for how to move this effort forward to get it to where you are's adjusting. pete: and what not just be senior people, it will be pushed out further. adm. moran: it has got to be both. i think that fleet commanders need to do this more, i have got to do it more. if you are really going to understand and appreciate the capabilities that you are developing for the future, you have to see them tested and there has to be an experimentation loop that goes with that. pete: we have time for one more question.
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how about there? >> >> congratulations. takingtion deals with the next step in terms of the things you talked about with trainers, wargaming, digital existsthe technology now to get those capabilities on a very small platforms like a surface pro tablet and get that to every sailor. a lot of what we have talked about or discussed talks about shore-based trainers. i would like your thought on what we might be able to do each technology out to see so the crews can give the ceos tools to train efficiently. , it isink that is vital moving forward from here. there are a lot of good ideas emerging from the fleet.
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some of our resource sponsors in the building are ahead of your question and moving in that direction. capabilitylization is amazing. the long pole in that tent is to get the data right and that is not an insignificant effort as we have all learned as we try to digitize something, it comes back down to the data and you have to get it right and make sure it stays right. obviouse vulnerabilities we have to address in cybersecurity and other places. describing in some ways the navy does really well already. construction i talked about early is part of that evolution already. , iare just talking about
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used to call it what was the platform on star wars where you could get excited? we need a hollow deck for our chip -- ships. you can load it off the pier onto the ship when they get underway and in that box you can an n as an engineman, as stg and swipe your id card and it would give you your workcenter and space and you could train. that's probably vision a little too far, but 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 you can turn into a training with a flip of the switch and get real-time data getting injected data that allow you to react.
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definitely on our blueprint for the future. and thehalf of csis naval institute we would like to thank our sponsor, think to the chief are making time. we know your time is precious. thank you for this time. >> thank you. [applause] [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit] [captions copyright national cable satellite corp. 2015]
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