tenance strategy includes contractors from the LCS
program that do maintenance because of the [small]
crew size and, in that regard, my RMCs oversee those
contractors on the maintenance and the RMCs are
learning more and more about how to execute that
maintenance. There will be significant growth in their
ports — Mayport [Fla.] and San Diego. We have efforts
under way to similarly grow our workforce in accordance with the build and fielding plan for LCS to take
care of that additional work.
How does the surface maintenance enterprise contribute to
the affordability of the fleet?
DOWNEY: CNRMC has direct
responsibility for the life-cycle support for more than half of the fleet.
With an annual allowance of $2
billion to $4 billion per year, we
absolutely affect the affordability
of the fleet — which is also one of
Vice Adm. Moore’s three strategic
priorities. In addition to the surface fleet, we provide support to
carriers and submarines.
The primary underpinning to an
affordable fleet — and the successful execution of the Navy’s 30-year
shipbuilding plan — is our ability as maintenance stakeholders to
execute the technical maintenance
and modernization requirements to
reach ships’ expected service life
(ESL). This ESL mission requires
maintenance stakeholders and
ships’ company to have disciplined
and integrated engineering strategies that include an aggressive corrosion control program at the organizational, intermediate and depot
levels. This ensures the right maintenance is programmed, planned
and executed over a ship’s life cycle
with the proper oversight and quality control rigor in place.
Additionally, any delay in completing maintenance availabilities
not only has the potential to result
in additional cost, but lost operational days for Navy ships, which,
in turn, compresses time available for training and reduces ships’
operational availability to combatant commanders.
As one of two organizations that comprise NAVSEA’s
Team Ships, we also have a responsibility to work
side by side with PEO Ships to share lessons learned
and best practices with our new construction partners.
Maintenance and modernization go directly together. You
can’t execute on time, on budget if you don’t have your
hands around the total scope of what is getting executed.
That part I see as a key enabler on the teams working together and achieving the goals of the Navy. It is,
certainly, a huge honor to be in a position to lead that
effort for the Navy. n