Working the Problems

Since assuming command of AirLant in November 1998, I have had the opportunity to visit our operating forces and hear first-hand from the commanders the challenges facing our people. Many changes are occurring within Naval Aviation. Our proven ability to adapt will be tested in the near future as the security environment, operational concepts and technology evolve. To prepare for these challenges, Naval Aviation must embrace new concepts and take advantage of ongoing technological and doctrinal innovation that will be the basis for operational excellence in the next century.

Something that has not changed, however, is our young Naval Aviators and aviation personnel who continue to impress me with their dedication, professionalism, skill and courage. Our goal is to give our people the tools they need to do what they have always done . . . to go in harm’s way and prevail. This is what our nation pays us to do. My mission is to provide combat-ready, sustainable Naval Air Forces — trained and equipped in an environment that emphasizes operational and tactical excellence, safety, interoperability and efficient resource management. This depends on the sustained performance of our outstanding sailors and aviators. People will always be our Number One priority.

Retention Issues at the Fore
The Department of the Navy budget submitted on 1 February 1999 reflects leadership’s commitment to our people by addressing retention and compensation issues. This includes funding for the reinstatement of an equitable 50 percent retirement plan, an across-the-board pay raise of 4.4 percent effective 1 January 2000, and additional targeted pay raises of up to 5.5 percent to further address the pay gap.

In Naval Aviation, as we approach the minimum service obligations of those aviators accessed during the early ’90s, the challenge to retain high-quality aviators will continue to increase. We are currently pursuing innovative ideas to turn the tide on retention. Among initiatives being considered is a new career incentive plan called aviation career continuation pay (ACCP) proposed for Fiscal Year 2000. ACCP is designed to target aviators at all critical career decision points (department head, disassociated sea tour, etc.) This bonus is focused toward compensating for superior performance and sea duty. This program requires legislative change, but the flexibility it provides will allow us to tailor our compensation programs to meet our specific retention needs.

Manning Problems Receive Close Study
A major concern on the waterfront is late arrival of personnel just prior to deployment and after work-up training is complete. The CinCs, in conjunction with the TyComs, BuPers and EPMAC, will conduct a trial program to stabilize manning within battle groups. This initiative includes identifying up to 10 percent of billets authorized in each class of ships and their squadrons and coding them as critical billets. BuPers, EPMAC and TyComs will work together to ensure two things for these critical billets. First, contact relief with no gaps. Second, the same sailor would fill the billet from six months prior to deployment until return to homeport. The first test will be with the battle group scheduled for deployment July 2000.

As most everyone now knows, we have been forced to deploy battle groups with personnel shortfalls — gapped billets. This is caused by two things — an inventory shortage and having people in the wrong place. We have stopped apologizing for sending people to sea duty. After all, we are the Navy, and sea duty is the backbone of what we do. Changes in assignment policies and priority fills for deployed billets will result in personnel arriving at fleet units in a more timely manner.

Our aircraft carriers will soon see an increase in overall manning for the first time in four battle group deployment cycles. Though we are not over the hump yet, the increase in military personnel, Navy (MPN) funding and the increase in the number of recruiters in the field are steps in the right direction. Even though the drawdown of personnel is over, we are going to face continued manning challenges as we stabilize the force.

Training Process Evaluated
The Naval Aviation community is not satisfied with the length of time it takes to get our pilots and NFOs through the training pipeline. Three teams have been formed to focus on the training continuum from “street to fleet.” Team One covers accessions through Aviation Preflight Indoctrination. Team Two covers primary flight training through Wings of Gold, and Team Three covers fleet readiness squadron (FRS) training to fleet. This effort is called the Naval Aviation production process improvement (NAPPI) program. The basic objectives of the NAPPI effort are to reduce the time to train (TTT) aviators by 40 percent (remember the time when fleet squadrons actually had ensigns and lieutenants jg?), to produce more aviators in a shorter period of time and at a steady rate to increase retention, to increase fleet readiness and to meet fleet requirements.

Additionally, enlisted manning in the readiness squadrons was identified as a barrier to improving the completion times for FRS aviators. To address this, ComNavAirLant and ComNavAirPac requested CNO priority II manning for the FRSs. We expect this will be approved quickly, and that the increased manning will pay great dividends in reducing the time-to-train for our aviators.

Flying Hour Program Receives Help
Over the past year, a tremendous effort has been made to ensure that the proper hours and funding are in place to allow the fleet to execute its mission. Those efforts have paid off, and we are now close to having a properly priced and funded program. We need to keep our eyes on the ball,as this is a “good news” story. Flying hours are no longer a burning issue in the fleet.

Aviation Maintenance and Supply Readiness
While our primary focus has been on the “hot button” personnel and manning issues, just as critical has been making sure our people have the right parts at the right time and the right price to do their job. Reports of mission readiness declines have recently received increased attention in the press, but it is something those on the flight line have been living with on a daily basis for a while. Squadron maintenance and supply personnel have highlighted concerns over the availability of aviation depot-level repairables (AVDLRs) and associated spare parts. Increasing numbers of cannibalizations, rising depot repair turn-around times, extensive aircraft “grooming” prior to deployment, and growing funding limitations are common themes.

To attack these concerns head-on, the CNO directed last spring a comprehensive review of aviation supply and maintenance readiness. The fleet CinCs, together with NavAir, chartered a group of 23 senior aviation maintenance and supply leaders from throughout the Navy to meet the CNO’s call. The aviation maintenance and supply readiness (AMSR) study group came together to examine the root causes of the issues raised by the fleet. Their charter was to recommend specific actions to reduce overall aviation maintenance and supply costs, and provide systemic improvements to readiness. Its focus has been on immediately arresting the decline in readiness and providing balanced and affordable logistic solutions for the long term.

During the group’s initial meeting in April 1998, they quickly realized the complex nature of providing logistics support to Naval Aviation in today’s technology-rich environment. Instead of limiting itself to a long-range plan that would take years to implement, the AMSR study group devoted its efforts to finding logistic solutions that met both short- and long-term requirements. The result was an identification of 18 specific issues that fall into the categories of metrics, ILS, personnel, funding and cost management. The recommended solutions for each issue were assigned to separate groups to develop and execute implementation plans. These teams are comprised of functional experts and have a great deal of fleet representation to ensure the needs of the flight-line sailor are met. They are providing monthly status to the flag sponsors from the fleets, OpNav, NavAir, NavSup, as well as to VADM Mike Bowman at AirPac and me.

So far, the AMSR effort has made significant progress, but much is left to be done. Of the original action items, several have already been closed. These include the development of top-level metrics to measure key readiness elements, a significant reduction in this year’s AVDLR surcharge, and increases in the Flying Hour Program budget. These issues represent the “low-hanging fruit,” which leaves the really tough issues yet to be fully resolved. To assist with the remaining challenges, the Air Board is taking a significant role in making the hard resource tradeoff recommendations in time to affect the next budget cycle in Washington. It will not be easy, but it is a must if we are to continue to deploy and sustain combat-ready Naval air forces.

The Way Ahead
Changes in policy, program logistics and supply procedures require time to implement. The effects of many of these initiatives have yet to be felt at fleet units. Although we are buffeted by readiness challenges, there is considerable optimism and excitement as we look forward to the next millennium. The importance of carrier battle groups has never been more clearly defined. We have identified the problem areas and have laid the groundwork for success. The process of balancing today’s realities with tomorrow’s needs has already begun. This road to improvement will ensure that Naval Aviation in the 21st century continues to respond rapidly, credibly, and with flexibility to all future contingencies.

Ed. Note: VADM Mobley, a native of Indianapolis, Ind., attended the U.S. Naval Academy and received his commission in 1966. He was designated a Naval Flight Officer in March 1967.
His initial squadron assignment was with VA-35 flying the A-6E Intruder while embarked in USS Enterprise (CVA(N)-65) and, while on a combat mission over North Vietnam, was shot down and captured. He was a prisoner of war from June 1968 until March 1973.
VADM Mobley later flew with VA-52 before taking command of VA-75, and later commanded USS Kalamazoo (AOR-6), Saratoga (CV-60) and Carrier Group Two. Shore assignments include the CNO staff in Washington, Commander Naval Safety Center and Director of Operations, U.S. Pacific Command. He assumed his present duties as Commander, Naval Air Forces, U.S. Atlantic Fleet on 20 November 1998.

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