Record Of Decision For The Introduction Of 12 P 8a Multi Mission Maritime Aircraft Mma Squadrons And One Fleet Replacement Squadron Frs Into The Us Navy Fleet

This thesis discusses potential cost savings associated with implementing airline pilot training curricula into the future P-8 Multimission Maritime Aircraft (MMA) Fleet Replacement Squadron (FRS). These curricula rely primarily on high-technology flight simulators and do not require any flight time in an actual aircraft. This thesis also provides an approach for estimating future P-8 FRS cost savings. The results of this thesis indicate that significant savings will likely accrue in the areas of fuel, Aviation Depot Level Repairables (AVDLR) and training expendable stores costs if airline pilot training curricula are implemented into the P-8 FRS in FY 2014. Further research is needed in many other cost areas before additional cost savings estimations can be made. Finally, this thesis discusses many additional considerations that should be taken into account before a future airline pilot training curricula implementation decision is made.

The Department of the Navy (DON), after carefully weighing the operational and environmental consequences of the proposed action, announces its decision to introduce up to ten MV-22 squadrons (120 aircraft) on the West Coast and replace nine helicopter squadrons (114 aircraft) currently authorized for basing on the West Coast as part of a U.S. Marine Corps (USMC)-wide process of replacing its aging fleet of medium-lift helicopters with more advanced, operationally-capable aircraft. More specifically, this action will base up to eight MV-22 squadrons at Marine Corps Air Station (MCAS) Miramar, in San Diego, California, and up to two MV-22 squadrons at MCAS Camp Pendleton, north of San Diego. The project will also require construction and/or renovation of airfield facilities at MCAS Miramar and MCAS Camp Pendleton to accommodate and maintain the MV-22 squadrons; and conduct of MV-22 readiness and training operations and special exercise operations to attain and maintain proficiency in the operational employment of the MV-22. All practical means to avoid or minimize environmental harm from the selected alternative have been adopted.

Unmanned aircraft systems (UASs) have become increasingly prevalent in and important to U.S. military operations. Initially serving only as reconnaissance or intelligence platforms, they now carry out such other missions as attacking enemy forces. The swift expansion in their numbers and in the demand for their employment has, however, significantly increased demands on logistics and training systems. The challenge is not simply training system operators but also training operational forces and their commanders to integrate the systems into combat operations. Much of that aspect of training has thus far happened as units employ the systems in actual operations - essentially, on-the-job training. UAS training, particularly for the employment of UASs, now needs to be integrated more formally and cost-effectively into service and joint training programs. This report develops a general concept for training military forces in employment of UASs and a framework for addressing the training requirements and discusses the limits of existing infrastructure in supporting UAS training. Interoperability among services is another issue, because services have thus far mainly developed training suitable for their own needs. But the services have established a set of multiservice tactics, techniques, and procedures for UASs, which should facilitate interoperability training. At present, units are not always ready for joint training, so the focus should be on improving training at the unit level in the employment of UAS capabilities, with the overall guiding principle being to "train as we fight."

Today, alongside its all-important operations in direct support of the Global War on Terrorism, naval aviation also continues its now 60-year commitment to shaping the maritime and littoral environment through persistent forward presence. In the longer term, naval aviation is also adapting to a series of geopolitical revolutions which will dramatically increase the future demand for a secure sea base capable of projecting dominant power ashore in wartime against the full spectrum of possible opponents. It is adapting to these demands by exploiting technologies and operational practices developed in the last decade that will greatly increase its ability to surge and concentrate forces rapidly; protect the sea base from new air, surface, and undersea threats; and find, identify, locate, track, and strike mobile as well as fixed targets ashore, under all weather conditions, and in timely enough fashion to produce the desired effects. This report discusses the following topics: (1) Formal Alliances Provide Predictable Access, Informal Coalitions Do Not; (2) Distributed Ground Forces Require Persistent, Distributed Air Support; (3) The Sea Shield Must Be Dominant If the Sea Base Is to Be Effective; (4) Adapting; (5) The Spectrum from Presence to Major Combat; (6) Technology and the Spectrum of Threat; (7) The Value of Robust Airborne Early Warning (AEW) Aircraft; (8) No Substitute for Range in Carrier Aviation; (9) The Need for Airborne Electronic Attack (AEA) is Not Going Away; (10) Land-Based Maritime Patrol Aircraft; (11) Multimission Helicopters; (12) New Capabilities and Challenges; (13) Eliminating the Weather Sanctuary for Mobile Targets; (14) Providing a Dominant Defense of the Sea Base; (15) Shoot Archers Not Arrows; (16) Make Opposing Submarines Pay for Their Inevitable Indiscretions; (17) Get Back in the Counter-Surveillance Business; and (18) The Force of the Future.

The Defence Reform was launched in August 2010 as a fundamental review of how Defence is structured and managed. Many of the issues are not new and have been noted by similar reviews. The Steering Group believes an effective MOD is one which builds on the strengths of the individual Services and the Civil Service and does so within a single Defence framework that ensures the whole is more than the sum of its parts. A key driver for this review has been the Department's over-extended programme, to which the existing departmental management structure and management structure and behaviours contributed. Many of the Steering Group's proposals are designed to help prevent the Department from getting into such a poor financial position in the future and to put it in the position to make real savings. There are 53 recommendations the key ones of which are: to create a new and smaller Defence Board chaired by the Defence Secretary to strengthen top level decision making; to clarify the responsibilities of senior leaders, including the Permanent Secretary and the Chief of the Defence Staff; make the Head Office smaller and more strategic, to make high level balance of investment decisions, set strategic direction and a strong corporate framework; focus the Service Chiefs on running their Services and empower them to perform their role effectively with greater freedom to manage; strengthen financial and performance management throughout the Department to ensure future plans are affordable; create a 4 star led Joint Forces Command; create single, coherent Defence Infrastructure and Defence Business Services organisations; manage and use less senior military and civil personnel more effectively, people staying in post longer, more transparent and joint career management.