STATEMENT OF
THE HONORABLE JOHN W. DOUGLASS
ASSISTANT SECRETARY OF THE NAVY
(RESEARCH, DEVELOPMENT AND ACQUISITION)
AND
VICE ADMIRAL DONALD L. PILLING, USN
DEPUTY CHIEF OF NAVAL OPERATIONS
RESOURCES, WARFARE REQUIREMENTS AND ASSESSMENTS
AND
LIEUTENANT GENERAL JEFFREY W. OSTER, USMC
DEPUTY CHIEF OF STAFF
PROGRAMS & RESOURCES
BEFORE THE
SUBCOMMITTEE ON NATIONAL SECURITY
OF THE
HOUSE APPROPRIATIONS COMMITTEE
ON
FY 1998 NAVY/MARINE CORPS ACQUISITION
MARCH 6, 1997
Mr. Chairman, distinguished members of the Subcommittee, thank you for
this opportunity to appear before you to discuss the Department of the
Navy's FY 1998 RDT&E and Procurement budget request.
Once again, world events during the past year reaffirmed the critical
importance of forward deployed, combat ready naval forces. Last March
the NIMITZ and INDEPENDENCE Battle Groups moved into the South China
Sea in a measured, but swift, response to tensions in the Taiwan
Strait. From April through August, the 22nd Marine Expeditionary Unit
(Special Operations Capable) [(MEU(SOC)] and the GUAM Amphibious Ready
Group (ARG) supported the evacuation of several hundred American
citizens and country nationals from crises in Liberia and the Central
African Republic. In September the CARL VINSON CVBG was at the center
of a joint response to Iraqi aggression against the Kurds. Our
reliance on the Navy-Marine Corps Team as the nation's premier
response force should not be surprising. Sea-based forces are
sovereign extensions of our nation in international waters. They a
re unencumbered by the treaties and access agreements that land-based
forces require to operate in foreign countries. Naval Forces also
offer the flexibility of acting either from beyond the horizon or
within full view of a potential aggressor. They are, indeed, a most
flexible, powerful and convincing tool in protecting our national
interest and supporting foreign policy.
However, with resources limited and operational demands for naval
forces remaining at Cold War levels, the Department's greatest
challenge is to strike the right balance between meeting today's
readiness requirements and modernizing the fleet for the 21st Century.
With the "rightsizing" of our forces nearly complete, the Department's
FY 1998 procurement, Research, Development, Test and Evaluation
(RDT&E) and National Defense Sealift Fund budget requests reflect a
commitment to the recapitalization of our Naval forces with a
cumulative increase of more than $710 million over the FY 1997
procurement budget; driven primarily by increases in our shipbuilding
and conversion account.
As we invest in our platforms and weapon systems, the Department
continues our strong commitment to reform the business side of
acquisition. Our acquisition reform initiatives have met with great
success and are well on their way to being institutionalized. In
addition, we have made significant progress in both international
cooperation with our defense programs and in increasing the quality of
our acquisition workforce through our professional Acquisition
Workforce Program.
The following provides more detailed information of our most
significant RDT&E, Shipbuilding, Aviation, Expeditionary Force, Mine
and Undersea Warfare, C4I, and acquisition business management
programs. These programs reflect the priorities and requirements
established by the warfighters-the theater Commanders-in-Chief.
RESEARCH, DEVELOPMENT, TEST AND EVALUATION (RDT&E)
Our RDT&E programs are directly responsible for our status as the most
powerful and advanced Naval force in the world. Some of the most
significant RDT&E projects include the programs that will ensure our
military superpower status well into the 21st Century. They include:
the V-22 Tiltrotor; F/A-18E/F Super Hornet; Joint Strike Fighter
(JSF); New Attack Submarine (NSSN); Surface Combatant-21; CVN 77;
CV(X); Arsenal Ship; Tomahawk Baseline Improvement Program (TBIP);
Cooperative Engagement Capability (CEC); and Joint Direct Attack
Munitions (JDAM)/Joint Stand-Off Weapon (JSOW);Advanced Amphibious
Assault Vehicle (AAAV); and the Commandant's Warfighting Lab (CWL).
The Department of the Navy's RDT&E budget request for FY 1998 is $7.6
billion, about $245 million less than FY 1997.
Science And Technology
The Department continues to place emphasis on Science and
Technology (S&T)--the front end of the research, development, and
acquisition process. The goal of science and technology is to provide
the Department with more affordable and more capable systems, improve
current systems through appropriate technology insertion, and offer
the potential for revolutionary technological "breakthroughs."
A continuing flow of new technology is the cornerstone of on-going
fleet modernization efforts and translates directly to improved combat
performance, lower life-cycle costs, reduced risk and increased
reliability.
The Department of the Navy budget request for the FY 1998
integrated Science and Technology program is $1.3 billion which is
divided between: Basic Research programs-- for generating entirely new
concepts and establishing the knowledge base required for
technological advance; Applied Research programs-- for establishing
the technical feasibility of emerging concepts; and, Advanced
Technology Development programs-- for demonstrating specific
technologies for naval systems. The Department's investments in S&T
are directed at technological problems that do not have a ready-made
or easily adaptable commercial solution.
Advanced Technology Demonstrations
Advanced Technology Demonstrations (ATDs) are the S&T community's
most identifiable route to acquisition transition. They are excellent
vehicles for showing the results of years of patient, painstaking
research. In FY 1998, eight new ATDs will be initiated. Examples of
these include: Low Observable Multi-function Stack; Rapid Airborne
Mine Clearance System; Anti-torpedo Torpedo Technology.
The Low Observable Multi-function Stack ATD will demonstrate a
surface ship composite exhaust stack with embedded multi-function
satellite communications antennas. This technology will provide
increased information warfare capability while reducing topside
signature, volume, weight, and mast antenna population.
The Rapid Airborne Mine Clearance System ATD will demonstrate a
new system to detect, target and explosively destroy near surface
mines using laser directed fire.
The Anti-torpedo Torpedo Technology for Surface and Submarine
Applications ATD will demonstrate technologies which can be
incorporated into existing and planned torpedo systems to improve ship
and submarine point defense.
Advanced Concept Technology Demonstrations
One of the most recent and highly successful Advanced Concept
Technology Demonstrations (ACTDs) demonstrated great advances in
cooperative engagement technology. The Cruise Missile Defense (CMD)
ACTD "Mountaintop" demonstrated the first-ever beyond-radar-horizon
engagements of cruise missile targets. The joint Navy-Army
demonstration culminated with 100 percent successful Navy live firing
tests and 98 percent success rate for more than 100 Army-simulated
engagements.
Examples of ACTDs in FY 1998 include the Precision SIGINT Targeting
System (PSTS) and the Joint Countermine program. The PSTS will
conduct two demonstrations in Korea where tactical users will be
provided near real time targeting information and sensor-to-shooter
target updating using existing national and tactical assets.
The Joint Countermine ACTD will demonstrate the potential to conduct
seamless amphibious mine countermeasure (MCM) operations from sea to
land. The demonstration will integrate Army, Navy, and Marine Corps
technology developments and fielded military equipment. The ultimate
goal is to demonstrate emerging mine counter-technologies, operational
concepts and doctrine in MCM support of amphibious and other
operations involving Operational Maneuver From the Sea and follow-on
land operations. This Joint Countermine ACTD effort will emphasize
clandestine surveillance/reconnaissance and detection capabilities.
Manufacturing Technology
Our Manufacturing Technology (MANTECH) program is designed to
improve productivity of the industrial base and make our weapon
systems and platforms more affordable.
Based on budgetary constraints and the need to achieve balance in the
program that we present to you, we have established overall Department
MANTECH funding targets at about $36 million per year. We are
therefore focusing our program on critical manufacturing technologies
in core areas. This past year, a MANTECH Executive Steering Committee
was established, chaired by the Chief of Naval Research and comprised
of technical directors from the Department's Systems Commands, program
executive officers, and a Chief of Naval Operations representative.
Through the efforts of this steering committee, we have established
core efforts in composites manufacturing through our Composites
Affordability Program; electronics through our Programmable Electronic
Building Blocks effort; shipbuilding through our Gulf Coast Maritime
Technology Center and the National Shipbuilding Research Program; and
life-cycle support through our Repair Technology Program. These
programs support Congressional direction to better meet naval
requirements, and the expectation that industry share some of the
production technology costs to account for some of the commercial
benefits that they will receive from these technologies. With this
targeted focus, we expect to better integrate these technology efforts
with specific Navy and Marine Corps acquisition programs.
SHIPBUILDING PROGRAMS
The total FY 1998 budget request for Shipbuilding & Conversion (SCN)
is $7.4 billion for the acquisition of three ARLEIGH BURKE (DDG
51)Class guided missile destroyers, construction of the lead New
Attack Submarine (NSSN) and the refueling complex overhaul of the USS
NIMITZ(CVN 68). The FY 1998 SCN budget request also includes final
funding for SSN 23, advanced procurement funds for the follow on
NSSN, and advanced procurement funds for a refueling complex overhaul
for USS EISENHOWER (CVN 69).
Shipbuilding Industrial Base
Our nation's critical shipbuilding industrial base has been in
decline since 1980. The downsizing of the Navy and the lack of
significant commercial shipbuilding business has resulted in a
reduction in the number of ships (both Navy and commercial) under
construction at U.S. shipyards from 181 in 1980, to 58 in 1997--a 68%
decrease-- with a corresponding 60 percent drop in shipyard employment
levels. During this same period Navy shipbuilding alone declined from
108 to 39. More alarmingly, since 1991 the number of Navy ships under
construction has dropped from 135 to 39. If current trends continue,
this figure could drop to the low 20s over the next five years. This
decline in shipbuilding demand is of great concern to the Navy because
it carries an extra cost burden on remaining shipbuilding programs.
Clearly, the Navy's shipbuilding requirements alone are not enough to
sustain the current shipbuilding industrial base.
The FY 1998 shipbuilding plan stabilizes the nuclear industrial
base and complex surface combatant industrial base which include not
only the shipbuilders, but hundreds of suppliers that provide
equipment and engineering services to support Navy shipbuilding
programs. The replacement carrier programmed in FY 2002 and the
innovative teaming strategy proposed for the construction of four New
Attack Submarines over the next five years maintains the submarine and
aircraft carrier nuclear industrial base. In a similar manner, the
DDG 51 multiyear plan implements a long-term acquisition strategy that
lowers costs, reduces disruptions from hiring and layoff cycles,
level-loads employment, and encourages capital investments; thus
improving the performance, efficiency, and viability of the complex
surface combatant industrial base. These actions have been critical
first steps toward ensuring the long term viability of the
shipbuilding industry to support our future construction programs for
the 21st Century in a fiscally constrained environment.
In the long term, we need consensus on the future of the
shipbuilding industrial base from all stakeholders. This includes
support of shipbuilders' efforts to become competitive in the
commercial market, a National Defense Features program, sustained Navy
construction, Foreign Military Sales initiatives from industry and
other initiatives, like Charter and Build for our Combat Logistics
Force. Many other areas of defense (aircraft, electronics and land
systems) have seen a consolidation in order to maintain core
capabilities and business viability. Similar trends in shipbuilding
are not apparent but will be required. The future of the shipbuilding
industrial base must be addressed in order to assure the long term
health of the U. S. shipbuilding industry and the procurement of
affordable warships in the future.
ARLEIGH BURKE (DDG 51) Class Destroyer
The FY 1998 budget request includes $2.82 billion for the first three
of a planned 12 ship multiyear procurement of DDG 51 class destroyers.
This is the first time that the multiyear procurement concept has been
applied to a major shipbuilding program, and savings in excess of $750
million across the four year multiyear procurement have been reflected
in the FY 1998 through 2001 DDG 51 class budget.
The ARLEIGH BURKE (DDG 51) class destroyers procured in FY 1998 will
be Flight IIA ships, with the last ship procured having the upgraded
SPY-1D(V) radar system installed. SPY-1D(V) further enhances the
combat proven capability of this multi-mission surface combatant with
a significantly improved radar system. Extensive use of commercial-
off-the-shelf (COTS)equipment throughout the ship ensures improved
performance at reduced cost. The first DDG 51 Flight IIA contract was
awarded in FY 1994.
Four DDG 51 Flight II ships will be delivered in FY 1997 and three
will be delivered in FY 1998, all well within budget and schedule.
The current DDG 51 program includes a total of 57 ships.
New Attack Submarine
The New Attack Submarine is the Navy's first submarine designed
to satisfy a broad spectrum of regional and littoral mission
requirements while retaining blue-water undersea battlespace
dominance. With added emphasis on expeditionary warfare in the
littoral environment, the New Attack Submarine will surpass the
warfighting and surveillance performance of any current or projected
threat submarine. The ship will have improved electromagnetic
stealth, sophisticated surveillance capabilities, special warfare
enhancements and will provide for SEAWOLF level quieting in a smaller
platform. New Attack Submarine will be able to launch advance-
capability heavy-weight torpedoes, all configurations of land-attack
and anti-ship cruise missiles, and mines in the present and planned
inventory. Special Operations Forces capabilities have been
incorporated into the ship's design from the start. Covert launch and
recovery of forces are supported by an integral lock-in/lock-out
chamber and/or swimmer delivery vehicles, including the Advanced SEAL
Delivery System.
The New Attack Submarine design also focuses on affordability.
The extensive use of computer aided design and engineering tools and
virtual models have substantially improved the design process.
Virtual models allow engineers and designers to accurately assess and
incorporate new technology to respond to changing missions, threats
and resources. Innovations such as open systems architecture
electronics, enhanced modular construction and the use of COTS
technology provide the flexibility for and reduce the cost of
technology insertion. The New Attack Submarine balances military
performance requirements with affordability, while providing the
flexibility for future technology insertion.
The Department is ready to proceed with lead ship construction and has
requested $2.6 billion in FY 1998 for the design and construction of
the first New Attack Submarine. The budget request supports the
proposed innovative teaming arrangement for procurement of four New
Attack Submarines over the next five years from Electric Boat
Corporation and Newport News Shipbuilding. The use of a single
contract for the four submarines is a key element of the Navy plan
because it provides the business incentive for the two submarine
shipbuilders to team. The approach generates substantial cost savings
over the previous plans. This acquisition strategy is affordable,
executable and supports our national security requirements.
SEAWOLF (SSN 21) Class Submarine
The SEAWOLF (SSN 21) class submarine is the most sophisticated
and capable submarine in the world. It is designed to operate
autonomously against the world's most capable submarine and surface
threats. This impressive capability translates directly into enhanced
joint warfighting performance in high threat littoral areas. SEAWOLF
is multi-mission capable. In addition to its robust capability to
counter enemy submarines and surface shipping, SEAWOLF is ideally
suited for strike, intelligence and warning, reconnaissance and
surveillance, clandestine missions and Battle Group support. With an
increased number of torpedo tubes and an increase in weapon magazine
size over the 688 class submarines, SEAWOLF is exceptionally capable
of establishing and maintaining battlespace dominance.
The SEAWOLF program totals three submarines. SEAWOLF (SSN 21) met or
exceeded preliminary expectations for power plant and acoustic
performance during initial(ALPHA) and second (BRAVO) sea trials. SSN
21 will complete final sea trials and be delivered this Spring. SSN
22 is approximately 75% complete and is scheduled to be delivered in
1998. The final funding increment of $154 million for SSN
23 is in the FY 1998 budget request. SSN 23 is approximately 20%
complete and will deliver in 2002. We are continuing to monitor
performance against the Congressionally mandated cost cap. Due to
aggressive efforts to manage cost, it is expected that we will be able
to complete the three ships within that cap. Termination costs for
the fourth and follow-on ships occurred prior to establishment of the
cost cap. The current cost cap language should be clarified regarding
how such termination costs are to be treated, and regarding the
backfit of improvement arising from research on the New Attack
Submarine.
Aircraft Carrier Programs
The Navy's aircraft carrier programs are proceeding along a dual
track strategy. In the near term, to maintain a force structure of
eleven carriers plus an operational/reserve carrier, the Navy plans to
build CVN 77, the "Smart Transition" carrier. CVN 77 will incorporate
the latest technologies that will reduce life-cycle cost and provide a
bridge to the carrier of the next century, CV(X). The next generation
carrier, CV(X), will be a more modern, affordable aircraft carrier
that will be a multi-mission, multi-threat tactical aviation sea-based
platform. Besides affordability, the key objective for the CV(X)
program is to capitalize on technology in a clean sheet design to
improve core carrier capabilities including ship survivability, joint
C4I, and operations for current and future aircraft such as F/A-18E/F,
JSF and the follow-on to JSF.
The key to the success of the CV(X) program is acquisition
affordability and reduction in life-cycle "ownership" costs. The
CV(X) carrier program will remain in service throughout the next
century. Accordingly, it is critical now to provide adequate research
and development investment to save on life-cycle costs in the future.
The FY 1998 budget request includes $90.2 million for CV(X) Research
and Development funding.
To better understand the impact on life cycle costs, and the need
to provide adequate investment early in new ship design, it is helpful
to observe that each CV(X) aircraft carrier that this nation builds is
anticipated to have a fifty year service life. Using historical data,
we can expect the first CV(X) carrier to respond to approximately
twenty major crises and possibly three major conflicts; the carrier
will conduct over 500,000 aircraft launches and recoveries, spend
approximately 6,000 days at sea, and steam a total of three million
nautical miles. Over 100,000 men and women will serve aboard each
CV(X) over the life the carrier.
21st Century Surface Combatant (SC-21)
The 21st Century surface combatant is the key element in our long term
surface ship modernization program. Conceived as a family of related
ships sharing common architectures, SC-21 ships will eventually
replace retiring FFG-7, DD-963, DDG-993, CGN-36 and CG-47 class ships
through the first third of the next century. Conceptual studies begun
in 1995, will be completed this year and will serve to define the
nature and character of this critical family of surface combatant
ships. SC-21 will incorporate advanced features which will increase
capability while reducing the life-cycle cost of the ship. As such,
SC-21 will benefit from the efforts currently underway on the Navy's
Smart Ship, USS YORKTOWN (CG-48). The SC-21 class will have two
primary missions: to establish comprehensive battlespace dominance and
influence events ashore through the application of precision
firepower. The FY 1998 budget includes $55 million for SC-21 Research
and Development funding.
Arsenal Ship
The Arsenal Ship is a joint DON/DARPA demonstration project. It is
conceived as an entirely new concept ship capable of maximum firepower
supported by an integrated command and control system featuring
cooperative engagement capability and off-board weapons launch
command. Over the past year we have conducted two competitive design
reviews and down selected from six to three industry teams. It
is intended that selection of the final design and construction team
will be made in early 1998 with the goal of going to sea in 2000.
Two of the principle goals of the demonstration project are to
minimize life-cycle cost through the extensive use of automation in
the engineering, damage control and ship and weapons control systems,
and to limit the crew size to no more than 50. The Arsenal Ship
effort is funded jointly by the Navy (FY 1998; $103 million) and DARPA
(FY 1998; $47 million) RDT&E.
Surface Warfare Programs
The budget maintains funding for various ship defense programs and
battle group defense programs including the Ship Self Defense System
Mark 1 (SSDS MK-1), the Advanced Combat Direction System (ACDS) and
Advanced Integrated Electronic Warning System (AIEWS). Initial
procurement is underway for the all-up-round and upgrade kits of the
Standard Missile Block IIIB variant which incorporates the Missile
Homing Improvement Program (MHIP). Procurement of the Standard
Missile Block IV variant continues as requested in FY 1997. We have
continued development and procurement of the Cooperative Engagement
Capability (CEC), the Close In Weapons System (CIWS), and the Evolved
Sea Sparrow Missile (ESSM), all integral to SSDS MK-1. Bottom line:
our budget continues an all out effort to protect our Sailors and
Marines serving aboard ships against missile attack.
The budget request continues to support our commitment to improving
our Naval Surface Fire Support capability through the development of
the high energy upgrade program for the 5 inch MK 45 gun and the
Extended Range Guided Munition round. These programs will provide
accurate and lethal naval fires from beyond the horizon to support
amphibious operations and the continuing land attack.
To ensure strategic deterrence, the annual procurement rate for the
TRIDENT II (D-5) missile program continues to be 7 missiles per year
across FYs 1997-1999 and 12 missiles in FYs 2000 and 2001 pending
final decisions on START II ratification. MK-48 ADCAP torpedo
performance upgrades began in FY 1995 and continue though the FYDP.
The quantity budgeted for procurement over the FYDP has been reduced
from 1,386 to 1,110 kits, reflecting decreased requirements.
NAVAL AVIATION PROGRAMS
The Department of the Navy operates ten active USN carrier air wings
and three active Marine Corps (USMC) airwings. The FY 1998 Aircraft
Procurement budget requests $6.1 billion for 51 aircraft and other
aviation modernization and upgrade programs. The 51 aircraft procured
include 20 F/A-18E/Fs, 5 V-22s, 3 E-2Cs, 12 T-45s, and 11 AV-8B
Remanufactured aircraft.
F/A-18E/F Super Hornet
The F/A-18E/F is the Navy's number one aviation program and critical
to the future of our carrier airwings. The Super Hornet program is on
track, within cost, below weight and meeting all performance criteria.
All seven of the flight test aircraft have been delivered to the Naval
Test Center at Patuxent River. In January, 1997, the Super Hornet
successfully completed initial carrier qualifications.
The F/A-18E/F modernizes the Navy's tactical aviation through the
affordable and low risk evolution of the F/A-18C/D. The FY 1998
budget request includes $2.2 billion for the procurement of 20 F/A-
18E/F aircraft and $267.5 million for continued RDT&E. The
procurement of the first Low Rate Initial Production (LRIP) aircraft
will begin the orderly transition of the F-14 and F/A-18A/B/C/D
inventory to this improved strike fighter aircraft. Compared to
earlier model F/A-18s, the Super Hornet will immediately and
significantly increase our capability in every mission area. It
provides greater range, greater payload flexibility, increased
capability to return to the carrier with unexpended ordnance, and a
new aerial refueling platform compatibility integral to the carrier
airwing. It also incorporates enhanced survivability features, and
provides growth potential for future technology. This aircraft will
make up the majority of strike fighter assets for decades, and with
the JSF aircraft, continue to provide our nation with credible power
projection capability from our forward deployed carrier battle groups.
Total planned procurement for the F/A-18E/F is 1,000 aircraft.
MV-22 Osprey
The MV-22 is the highest acquisition priority for Marine Corps
aviation and critical to the implementation of our Operational
Maneuver from the Sea concept. The V-22 Osprey is designed to replace
the Marine Corps CH-46E and CH-53D as well as the Special Operations
Command TH-53A, MH-53J, MH-47D, MH-60G, MC-130E, HC-130 and HC-130E.
The total FY 1998 MV-22 budget request is $1.1 billion, with $542
million earmarked for procurement of five MV-22's, and $529 million
for continued RDT&E.
The acquisition of this medium lift tiltrotor, vertical/short takeoff
and landing (VSTOL) aircraft represents a revolutionary leap in our
ability to project forces from over the horizon toward inland
objectives. The MV-22 will fly significantly farther and faster with
a greater payload than our aging fleet of medium lift CH-46
helicopters. Its ability to carry 24 combat-loaded Marines at a
cruising speed of 240 knots is key to the execution of maneuver
warfare. This combat multiplier nearly triples the present day
battlespace and will give commanders the tactical flexibility to
respond, adapt to, and defeat a wide range of threats. The MV-22 will
give us the ability to maintain battlefield dominance well into the
21st Century.
Low rate initial production began in FY 1997 with an Initial Operating
Capability (IOC) of 2001. The current acquisition profile for the MV-
22 will complete the projected 425 aircraft procurement in 25 years.
Joint Strike Fighter (JSF)
The Joint Strike Fighter (JSF) program is the Department of Defense's
focal point for defining future strike aircraft and weapon systems for
the Navy, Marine Corps, Air Force, and our allies. The overall DoN FY
1998 budget request for the JSF RDT&E is $449 million. The program
emphasizes affordability-- reducing thelife-cycle cost of development
and production programs. The JSF program merges fully validated and
affordable joint operational requirements with demonstrated cost
leveraging technologies and flying concept-demonstration aircraft to
lower risks and costs prior to entering Engineering and Manufacturing
Development (E&MD) of the JSF in FY 2001.
JSF will lay the foundation for an affordable family of strike
aircraft which meet or exceed individual Services requirements.
Initial delivery of operational JSF aircraft variants is anticipated
circa 2008. Maintaining the JSF schedule is vital to the future of
Navy/Marine Corps aviation. As directed by Congress, DARPA's Advanced
Short Takeoff/Vertical Landing concept has been fully integrated into
the JSF program.
AV-8B Remanufacture
The remanufacture of the AV-8B Day Attack Harrier to the AV-8B
II+ Night/Radar Attack configuration will significantly increase the
multi-mission capabilities of the Harrier. The FY 1998 budget request
includes $296.6 million for the purchase of 11 aircraft. Full AV-8B
remanufacture requirement is funded in the FYDP for the remaining 33
aircraft of the 72 total aircraft remanufacture program.
4BN/4BW
The AH-1W and UH-1N helicopter upgrade (4BN/4BW) addresses
current operational and safety issues and extends the service life of
both aircraft until the 2020 time frame. One hundred eighty AH-1Ws
and 100 UH-1N will be remanufactured with a new four-bladed rotor
system, tail drive system and a new integrated cockpit. The program
is designed to achieve maximum commonality between aircraft.
Both the Department and OSD evaluated alternative aircraft
procurements in lieu of the planned remanufacture and found the
4BN/4BW plan the most cost effective. The program is currently in the
E&MD phase with a FY 1998 RDT&E budget request of $80.7 million.
Remanufacture is planned from FY 2002 through FY 2011.
EXPEDITIONARY FORCES PROGRAMS
The FY 1998 budget request maintains support for the Operational
Maneuver From the Sea concept with continued modernization and
recapitalization of Marine Corps combat forces. Marine Corps programs
are budgeted under the RDT&E; Procurement, Marine Corps (PMC); and
Procurement of Ammunition, Navy and Marine Corps (PANMC) accounts.
The FY 1998 Marine Corps procurement and ammunition budget request is
$473 million. The Marine Corps highest priority programs in these
accounts are the Advanced Amphibious Assault Vehicle (AAAV), the
Lightweight 155mm Howitzer (LW155), Medium Tactical Vehicle
Remanufacture (MTVR), and joint C4I connectivity. The AAAV, currently
in the Program Definition & Risk Reduction (PPDR) phase and funded
under the Research and Development budget , will begin production
after the turn of the century. Both the MTVR and the LW155 are in
E&MD.
Advanced Amphibious Assault Vehicle (AAAV)
The Advanced Amphibious Assault Vehicle (AAAV) program is the Marine
Corps' number one priority ground development program in FY 1998 and
considered the most critical ground combat requirement within the
Marine Corps. With its ability to maintain high maneuverability,
speed, and firepower during waterborne assaults, the AAAV will
dramatically improve our forcible entry capability. For the first
time, Marines will be able to directly link maneuver of ships with the
landing force maneuver ashore, fully complementing the MV-22's
capabilities and allowing the full potential of Operational Maneuver
From the Sea to be realized. The Advanced Amphibious Assault Vehicle
will carry 17-18 combat equipped Marines at three times the water
speed and significantly increases survivability over the current
Amphibious Assault Vehicle which will soon be reaching the end of its
service life. The FY 1998 budget request of $61.3 million reflects
the second full year of the Program Definition Risk Reduction (PDRR)
phase contract and includes funds to begin procurement of materials
for prototypes.
Lightweight 155 Howitzer (LW155)
The Lightweight 155 Howitzer (LW155) program is second only to the
AAAV in terms of weapons development priority for the Marine Corps.
The light weight design of the LW155 markedly improves the tactical
and strategic mobility of artillery units. The LW155 is a joint
Marine Corps/Army acquisition program with the Marine Corps as the
lead service. A seven month technical and operational "shoot off"
between competitors was completed in December 1996. Source selection
to a single contractor and award of an E&MD contract (with options for
the first two years of production) occurs in March 1997.
The FY 1998 budget request of $35.3 million supports continued E&MD
efforts. Eight additional prototypes will be built during E&MD
incorporating the lessons learned from the 1996 shoot-off.
Developmental testing starts in FY 1998 and Milestone III and
production are scheduled for the second quarter of FY 2000. Marine
Corps IOC occurs in 2002.
Medium Tactical Vehicle Remanufacture (MTVR)
Funding is included in the FY 1998 budget request for the Medium
Tactical Vehicle Remanufacture (MTVR) program. This remanufacturing
program extends the life and increases the capability of our aging 5-
ton truck fleet. The MTVR represents the best value for the Marine
Corps. The remanufacture will provide the most capable cargo truck in
its class in the world; capable of dramatically improved mobility in
off-road conditions and increased capacity to carry ammunition while
towing 155mm Howitzers. The MTVR program is managed by the Army and
harmonized with the future Army truck remanufacture program. Initial
Production of the MTVR is planned in FY 1999.
Marine Corps Communications Programs
In an effort to ensure connectivity and interoperability on the
battlefield, several communications and electronics initiatives are
under way. These include Manpack Secondary Imagery Dissemination
Systems (SIDS) and the Intelligence Analysis System (IAS). SIDS
provides the capability to collect, store, display and transmit
imagery in near-real time. IAS provides finished intelligence data to
the commander in near-real time.
To continue base modernization, the Marine Corps will invest in Base
Telecommunications Infrastructure to upgrade systems with a fiber
optic backbone capable of disseminating data and information requiring
high bandwidth, such as computer modeling and simulation,
intelligence, and video conferencing. New infrastructure switching
systems will support garrison units and help sustain those deployed.
In support of the Fleet Marine Force, the Tactical Data Network (TDN)
will provide an integrated data network to form the backbone for the
Marine Air Ground Task Force (MAGTF) tactical data network systems.
It will provide file transfer services and a variety of message
handling capabilities linked to existing radio networks. Another
MAGTF enhancement, the Digital Technical Control (DTC) facility, will
greatly enhance the control of major tactical communication and data
systems for the MEF command element and subordinate commands. Using
new digital technology, DTC will be integrated with TDN and the
multitude of single channel and multi-channel communication networks
to provide seamless communications while making efficient use of
limited bandwidth and equipment.
Other Expeditionary Forces Programs
The Predator, formally know as the Short Range Assault Weapon (SRAW),
program will provide a lightweight anti-tank weapon capable of
defeating the most advanced armored threats in the world. This
program is a joint effort with the Army for delivery of their Multi-
purpose Individual Munitions.
The Marine Corps is also pursuing several night vision equipment
initiatives to enhance warrior capability. The Monocular Night Vision
Device provides night observation capability to small unit leaders and
the Scout Sniper Night Enhancement Device will replace the current
sniper scope, allowing for more accurate firing during day and night
operations.
Commandant's Warfighting Lab (CWL)
The Commandant's Warfighting Lab (CWL) serves as the cradle and
testbed for the development of enhanced operational concepts, tactics,
techniques and procedures which will be progressively introduced into
the Fleet Marine Force in concert with new technologies. The CWL is
the integrating ground for new technologies, a focal point for
warfighting refinements, and the critical engine to take the Marine
Corps into the next century.
The CWL has developed a Five Year Experimentation Plan (FYEP)
which will serve as a guideline for planning and experimentation. The
FYEP is divided into three Phases: Hunter Warrior, Urban Warrior and
Capable Warrior. Hunter Warrior began in FY 1996 and continues in FY
1997. Urban Warrior will begin in FY 1997 and will continue until FY
1999. Capable Warrior begins in FY 1999 and concludes in FY 2000.
The focus of Urban Warrior will be on operations is urban, near urban
and close terrain. Units will conduct intelligence gathering,
targeting, maneuver and close combat. For FY 1998, focus areas
include C4I fires and targeting and non-lethal weapons.
The CWL's experimental activities and strategically placed liaison
officers enable it to interface and coordinate with the Army Battle
Labs, other DoD warfighting labs, institutions of higher education and
private industry in an attempt to capitalize on technological
innovation.
COMMAND, CONTROL, COMMUNICATIONS, COMPUTER AND INTELLIGENCE (C4I)
PROGRAMS
Our future warfighting environment is projected to be
unpredictable, fast paced, highly lethal, and widely dispersed. It
will also involve cooperative, long range engagements and a highly
responsive Command and Control decision cycle.
Accordingly, we are developing the C4I architectures, drafting our
platform and system master plans and acquiring systems, products and
services to meet this challenge. This approach is called the
Copernicus...Forward strategy, which serves as the architecture for
the integration of systems, products and services which together
achieve the seamless information environment required by our modern
warfighters. Copernicus focuses on five main precepts:
* Modern precision weapons require more, not less, information.
* The operator should be able to "pull" information from the outside
rather than
having it "pushed" to him, clogging both physical and mental
channels.
* Information must be handled in multiple formats (e.g., voice, video,
data).
* Pathways for information must move beyond HF and UHF to include
Extremely High Frequency, commercial satellite communication (SATCOM)
and other media.
* Technology should be "commercial off-the-shelf," adhering to Open
Systems standards.
The following list make up the mainstay of the Department of the
Navy's Command, Control, Communications, Computer and Intelligence
programs:
Cooperative Engagement Capability (CEC)
The Cooperative Engagement Capability (CEC) program is designed to
link Battle Group Anti-Air Warfare units, Airborne Early Warning
aircraft and joint air defense units ashore into a theater-wide air
defense system. CEC provides real-time, high quality, composite track
data over highly jam resistant links. From this data, each
cooperating unit develops its own fire control solution for weapon
engagements for threats beyond its own sensor horizon. Engineering
discussions are under way for interfacing CEC as an element within the
Army Patriot system and Air Force Airborne Warning and Control System
(AWACS).
Cooperative engagement has demonstrated the capability of being a
force multiplier in various warfare areas. To date, CEC has been the
major element in two at-sea cruise missile defense demonstrations.
CEC was successfully employed with the EISENHOWER Battle Group in a
series of tests off the coast of Puerto Rico and in a major
demonstration called "Mountain Top" off the coast of Hawaii.
Detection data from remote sensors located several thousand feet above
the sea surface was linked to an Aegis ship from which a fire control
solution was developed and surface-to-air missiles were launched. The
target was successfully engaged in every test. CEC achieved fleet IOC
at the end of FY 1996.
Theater Ballistic Missile Defense
The President has committed the Department of Defense to pursue a
robust missile defense program. The mobile and forward nature of
naval forces makes sea-based systems a most promising solution to the
theater ballistic missile defense problem. The potential for this
capability was demonstrated by the USS BUNKER HILL(CG-52) in
operations near Taiwan in March 1996. Rapidly repositioning in
response to National Tasking, that ship successfully detected and
tracked missile shots fired during a Chinese military exercise
conducted near Taiwan. Complete tracking was possible from the moment
the missile rose in its ascent phase above the horizon of the sensor.
This is critically important if we are to achieve missile kills at a
distance that will avoid harm to our own forces.
The Navy, in conjunction with the DoD Ballistic Missile Defense
Office, has conducted analyses to determine the best architecture for
ballistic missile defense. Our conclusions point to a two tiered
approach composed of a Theater Wide system and an Area system. The
Area system builds on the current Aegis SPY-1 radar and the Standard
Missile/Block IV, requiring minimal modifications to the vertical
launch system. By adding this capability as an additional mission for
our Aegis Fleet, we leverage the $40 billion the American taxpayer has
already invested in these state-of-the-art ships. Also, we take
advantage of the thousands of successful intercepts completed in the
Standard Missile program.
This year the Navy is continuing work on the Theater Wide system or
exo-atmospheric portion of our two tiered, sea-based approach. We
have conclusively demonstrated the concept of modifying an endo-
atmospheric missile for exo-atmospheric use, employing a Terrier
missile with a Lightweight Exo-Atmospheric Projectile (LEAP) vehicle
as the kill mechanism. Several other kill vehicle concepts are also
being evaluated, including Army, DARPA, and contractor systems. At
the same time, we anticipate the value of the CEC can be greatly
enhanced by linking joint services' sensor detection data with the CEC
network.
Joint Maritime Command Information System (JMCIS)
The Joint Maritime Command Information System (JMCIS) strategy
was the Department's quantum leap forward in Command and Control
systems. JMCIS '98, the next version of JMCIS, is the next leap
forward. It will play a central role in allowing us to achieve the
IT-21 vision.
JMCIS '98 was conceived in direct response to IT-21, turning
those ideas and new technologies into real systems to provide a
homogeneous software and hardware environment across each battle
group, the shore infrastructure, and all tactical and mobile sites.
Design of JMCIS '98 will capitalize on commercial industry and be
implemented in phases to allow for better cost vs. benefit milestone a
ssessments. Acquisition reform initiatives such as cost as an
independent variable, and vastly accelerated and simplified
contracting methods ensure significantly accelerated unit level
installations, with the ultimate goal being an all-new COTS personal
computer (PC) environment. To continue support while minimizing
impact to operations, leading edge logistics will provide efficient
training, real-time troubleshooting methods and effective spare-parts
procurement.
Joint Maritime Communications System (JMCOMS)
The addition of the maturing Joint Maritime Communications System
(JMCOMS) strategy brings the crucial connectivity and interplatform
networking elements necessary to fulfill the IT-21 vision. JMCOMS
provides an investment and technical strategy that allows for the
flexible implementation of Naval communication systems in support of
existing and future Naval missions. As part of the emphasis of Naval
forces on littoral warfare and in support of Marine Corps maneuver
warfare, JMCOMS is implementing an expeditionary warfare module which
will enable seamless, continuous communications across all warfighting
environments, providing guaranteed connectivity across the joint
battlespace.
Information Warfare (IW)
The Information Warfare (IW) element of IT-21 brings the need for
incorporation of highly secure environments and sensor platforms into
the IT-21 totally integrated solution. While providing our
warfighters with access to more information than ever before, the
interconnection of DON networks with public information systems and
networks exposes us to new threats. We are delivering IW strategies
and policy to address these threats. IW initiatives include the
fielding of information systems security (INFOSEC) technology
components and technology from private industry, such as firewalls;
the fielding of network security detection and monitoring tools in
Navy Network Operations Centers; renewed emphasis on education and
training for network administrators; and fleet exercises to more fully
develop our capability to detect and respond to intrusions and attacks
on DON networks.
Global Broadcast Service (GBS)
The Global Broadcast Service (GBS) program allows us to take advantage
of commercial Direct Broadcast TV technology to increase the amount of
information we can get to the field. The ability to use very small
dish antennas--18 to 24 inches in diameter--will allow us to send and
receive information to small, mobile users nearly world-wide. As an
interim measure, we are taking advantage of the Navy's Ultra High
Frequency (UHF) Follow-On (UFO) satellites currently in production to
get this capability on orbit in 1998. We are using the last three UFO
satellites as hosts and integrating the GBS capability to add
approximately 100 million bits-per-second communications capability
nearly world-wide. The first satellite, UFO-8, is planned to cover
the Pacific. IOC is April 1998.
While this does not answer all of our communications needs, it is a
revolutionary step in getting critical information such as imagery,
weather and tasking orders to the people who need it most in near
real-time. It will also increase quality-of-life by giving ship at
sea the capability to receive television broadcasts. The high
capacity one-way transmission capability will free up capacity on
other, critical two-way systems. The interim capability on UFO
satellites will allow us to refine our operational concept and
requirements to aid in the DoD Space Architect's work in defining what
the future, objective architecture should be.
Multifunction Information Distribution System (MIDS)
Multifunction Information Distribution Systems (MIDS) is the
Department's joint international program to develop an affordable,
light weight, tactical radio terminal. This information system takes
a major step in solving the joint Warfighter's interoperability
problems, including combat identification, as its open system
architecture can easily be configured to meet the requirements of many
different users. This year the Army and the Air Force joined the MIDS
program. The increasing demand for this terminal by all services and
our international partners will dramatically reduce the life-cycle
support cost. The Department's share of the MIDS program in the FY
1998 budget request is $39 million. IOC is expected in FY 2000 on
ships.
MINE AND UNDERSEA WARFARE
The Department is modernizing its Mine Countermeasures Forces,
fulfilling a major deficiency identified during Operation DESERT
STORM. The Department's Mine Warfare Plan, as required by Public Law,
is updated annually by the Chief of Naval Operations and the
Commandant of the Marine Corps. The Chairman of the Joint Chiefs of
Staff supports the DoN plan and has endorsed it for full funding as
part of the President's budget request. One of our top Mine Counter
Measure (MCM) programs is the OSPREY Class (MHC-51) coastal mine
hunter ships. These ships have a glass reinforced plastic hull for
reduced acoustic and magnetic signatures. This is a 12 ship program
divided between two shipbuilders: Intermarine USA of Savannah,
Georgia (8 ships); and Avondale Industries of New Orleans, Louisiana
(4 ships). MHC 51s are being delivered at a rate of two per year with
the final unit scheduled for delivery in December 1998.
Additional MCM efforts such as the Shallow Water Assault Breaching
System (SABRE) and the Distributed Explosive Technology (DET) programs
are being pursued to neutralize shallow water and surf zone mines.
Organic mine hunting capabilities are also being developed by
accelerating the Remote Minehunting System (RMS) program for surface
ships, and developing the Near Term Mine Reconnaissance System
and the Long Term Mine Reconnaissance System for submarines utilizing
Unmanned Underwater Vehicle (UUV) technology. The Remote Minehunting
System was delivered to the KITTY HAWK Battle Group on deployment in
the Arabian Gulf in January 1997 as an operational test vehicle to
examine the utility of future systems. The RMS concept was also
evaluated as a success by the Surface Warfare Development Group (SWDG)
during SHAREM 119 exercise in January 1997.
Finally, the 1996 conversion of USS INCHON into a mine countermeasures
support ship, with the capability of supporting our airborne and
surface MCM forces has given the Department the only rapid-deployment
MCM capability in the world. In January 1997, INCHON participated in
the GOMEX Gulf of Mexico exercise. It is in workups for the NATO Blue
Harrier exercise in the Baltic Sea this summer.
Other initiatives receiving priority in the development of modern MCM
capabilities are focused on providing our operational forces an
"organic" capability to deal with the sea mine threat until dedicated
MCM forces can be deployed. These capabilities include:
* The Airborne Laser Mine Detection System (ALMDS), being considered
for program start in FY 1999.
* The Rapid Airborne Mine Clearance System (RAMICS) which would use
super cavitating rounds to destroy near-surface mines and is budgeted
as an advanced Technology Demonstration in FY 1998.
* The Airborne Mine Neutralization System (AMNSYS) which would use an
expendable homing device deployed by either helicopters or surface
ships to neutralize sea mines. A competitive "fly-off" is scheduled
in FY 1998.
Anti-Submarine Warfare
The department continues to develop Anti-Submarine Warfare (ASW)
systems to improve our ability to conduct ASW in the littoral/shallow
water regions. The Airborne Low Frequency Sonar (ALFS) system is an
improved "dipping sonar" that will significantly enhance our ability
to conduct active prosecution of subsurface targets, including those
in the shallow water environment. ALFS is in the final stages of
development and will be incorporated in the SH-60R Light Airborne
Multi-Purpose System (LAMPS) helicopter. The SH-60R LAMPS
remanufacture program will also include upgraded acoustic processing
to dramatically improve the ASW capability of the LAMPS aircraft.
We continue to upgrade our torpedoes for improved shallow water
performance. The MK-46 Service Life Extension Program and MK-50 Block
I program improve the performance of our existing light weight torpedo
inventory. The Lightweight Hybrid Torpedo, to be introduced in FY
2001, delivers a significant performance increase in shallow water.
It will utilize available components of the MK-46 and MK-50 in
addition to extensive use of COTS electronic components. The MK-48
ADCAP MODS heavy weight torpedo program is also updating existing
torpedoes with propulsion and homing systems improvements for the very
difficult shallow water ASW environment.
The AN/SQQ-89(V)X Surface Ship ASW Combat System will integrate COTS
into surface ASW combat systems and generates significant cost savings
over previous Military Standard Systems. The AN/SQQ-89 is the ASW
Combat System for all surface combatants.
The Advance Deployable System will provide the ability to rapidly
and covertly deploy an underwater surveillance system designed for use
in shallow littoral environments. This surveillance information will
be available to the tactical commanders for use in controlling any
region of interest. The program is currently in the Demonstration and
Validation phase with Milestone II scheduled for FY 1998.
Finally, the New Attack Submarine C3I system, through its
extensive use of COTS and open system architecture, is a pace setter
on achieving breakthroughs in system affordability and flexibility.
This innovative approach will achieve new performance standards while
minimizing risk, and promoting new levels of extended contractor
responsibility and participation in the maintenance and upgrade of the
system over its life-cycle.
REFORMING THE ACQUISITION SYSTEM
Acquisition Reform
The Department of the Navy is changing the way it does business. The
new streamlined SECNAVINST 5000.2 combines a number of SECNAV, OPNAV,
Marine Corps, and Information Technology instructions, orders and
procedures resulting in a reduction of over 300 pages of duplicate
requirements. Our new acquisition process eliminates unnecessary
regulations, delegates decision authority to the lowest possible
organizational level, eliminates non-essential military specifications
and standards, and encourages maximum use of COTS equipment.
In a DON survey on May 31, 1996, over 85% of the acquisition workforce
that responded to a questionnaire agreed there has been improvement in
the Navy/Marine Corps acquisition process. These improvements are
occurring in programs of all sizes. Positive examples are the F/A-
18E/F, Aegis DDG-51 class and Cooperative Engagement Capability (CEC)
programs. The F/A-18E/F program was designed to implement acquisition
reform. Cost As an Independent Variable (CAIV) principles were
applied in the initial planning and Integrated Product Teams are
guiding concurrent design and manufacturing implementation efforts.
Government-industry partnering continues as the Integrated Test Team
continues work at Patuxent River. Using historical cost data from the
last seven aircraft programs, this approach projects a unit cost
avoidance of approximately $3.0 billion.
Since inception of its affordability initiative, the Aegis program has
identified 972 areas of potential cost avoidance. The program has
increased the use of COTS hardware, streamlined manufacturing
processes, reduced contract oversight requirements and eliminated
unnecessary specifications and standards. Costs have been reduced by
$30 million per ship, per year, with total projected savings and cost
avoidance of more than $700 million starting with flight IIA ships.
The CEC program has adopted a streamlined approach using COTS-based
components which has an RDT&E cost avoidance of $1.2 million and a
procurement cost avoidance of over $366 million for the production of
174 projected shipboard and airborne units.
The Navy-Marine Corps team, led by our Acquisition Reform Office, is
implementing acquisition reform initiatives. DON has embraced the use
of teams and integrated product and process development. DON is
focusing on total ownership cost, which includes designing platform
systems using an open system architecture allowing for follow-on
technology insertion. The Department has made a tremendous effort to
form a partnership with our industry counterparts to develop, acquire
and support technologically superior and affordable systems. The
strong and continuous DON commitment to acquisition reform is driving
creation of the Acquisition Center of Excellence (ACE). ACE will
research and deploy advanced technology, best business practices, and
leading edge facilitation and training, and provide real-time access
to integrated major electronic information systems. DON is committed
to meeting the challenges of an affordable Navy and Marine Corps of
the future.
International Program Initiatives
The Department of the Navy is aggressively pursuing international
sales and cooperative program opportunities which will result in
U.S./allied cost savings and technology enhancements as well as
traditional interoperability and foreign policy benefits. Examples of
recent successes reflected in our budget are:
* F/A-18 sales to Switzerland and Thailand.
* Aegis weapons system sales to Japan and Spain.
* Joint Strike Fighter cooperative development with the U.K., Denmark,
Netherlands, Norway, and Canada.
* Multifunction Information Distribution System (MIDS) cooperative
development and production with France, Italy, Germany, and Spain.
* Evolved Sea Sparrow Missile (ESSM) with nine NATO allies plus
Australia.
In FY 1996 our Navy International Programs Office (NIPO)
completed 528 Foreign Military Sales (FMS) agreements with 60
countries and international organizations valued at $2.2 billion.
With these new cases NIPO now oversees 4,941 open cases with 110
nations valued at $57.3 billion. In addition, 22 new Research and
Development Memorandums of Understandings were completed providing
over $110 million in foreign R&D contributions.
Acquisition Workforce
Coupled with these business management initiatives, the Department of
the Navy has made significant progress developing its professional
acquisition workforce through its centralized professional Acquisition
Workforce Program. With full implementation in 1993 of the Defense
Acquisition Workforce Improvement Act, the Department has focused on
developing its people with the education, training, and cutting-edge
skills needed to provide unsurpassed support to our warfighters.
In FY 1996, over 2,500 individuals attended college courses using
funds earmarked for tuition assistance to enhance the education level
of our acquisition community. We also redesigned and expanded our
Acquisition Intern program to ensure that well-qualified and
experienced professionals are ready to fill upper-level positions as
senior executives retire. This particular program has become a
diversity showcase for Defense with 55% of its interns being female or
minority-a rate that significantly exceeds the national average. In
FY 1996 the Department of the Navy led the Department of Defense in
the number of scholarship awardees.
In addition, 8,500 training quotas were used by the Navy and Marine
Corps acquisition community to complete their certification
requirements. As a result, the majority of our acquisition workforce
has been certified as meeting or exceeding the requirements of their
positions. The bottom-line benefit is better, cost effective world-
wide support to the Department's war fighters, now and into the 21st
Century.
SUMMARY
In summary, Mr. Chairman, there are thousands of people in the Navy
and Marine Corps community that work hard everyday to make acquisition
success a routine occurrence. Our guiding principles are to
communicate fully and openly with the Congress, industry, our war
fighters, and our acquisition professionals, to do everything it takes
to make sure our Sailors and Marines are provided with the best
equipment possible for the lowest investment possible. Our highest
priorities are to bring stability to our acquisition programs-this
alone could save billions of dollars; strengthen our industrial base;
and ensure that our children and grandchildren who serve in the Navy
and Marine Corps of the future, defending America, have what they need
to prevail. We believe that the Department of the Navy's budget
request for FY 1998 supports the requirements to maintain our status
as the world's greatest naval power, forward deployed and combat
ready. We appreciate the support provided by the Congress and look
forward to working together with this committee toward a secure future
for our nation.
-USN-
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