Vice Chief of Naval Operations (VCNO) Adm. Bill Moran conducted a series of Fleet engagements at Naval Station Norfolk, March 7.

VCNO met with Sailors from various Surface Warfare commands in order to see firsthand, the status of the readiness reforms being implemented across the fleet and to gather feedback directly from Sailors on the waterfront.

Quotes:
"This trip to Norfolk is a great opportunity to see the Fleet’s readiness status firsthand, and to hear from our Sailors on the waterfront. Their feedback is critical to our decision-making process and enables us to ensure that our Sailors get the training they need to accomplish the mission."

"A ready fleet, one that sets and sustains high standards, always seeks improvement; reassessing where we are headed, listening to feedback, reinforcing what works and learning from what isn’t working. Fleet visits like this are important contribution to reminding all of us of the work needed by the hard work of Sailors are doing daily to keep the Fleet ready.”
- Vice Chief of Naval Operations (VCNO) Adm. Bill Moran

RROC Quick Facts:
The recently released one-year report on the Readiness Reform Oversight Committee’s (RROC) work to make our Navy a safer and more combat-effective force focused on actions that require an institutional effort to ensure effective naval operations over a sustained period of time. These include:

• Removing Optimized Fleet Response Plan (OFRP) inefficiencies. Leveraging industry best practices, we optimized processes, eliminated inefficiencies, and incorporated sophisticated human factors analyses, resulting in 63 fewer Inspections and Certification and Assist Visits (ICAVs). These well-received reforms return our most precious commodity after people – time – back to Commanding Officers for effective training and maintenance without reducing the rigor of the inspection program.

• Optimizing Navigation System Currency, Redundancy and Standardization. NAVSEA has awarded contracts for Commercial Off-the-Shelf radar systems for all surface ships (fleet delivery beginning April 2019), purchased a second Automated Identification System (AIS) laptop for all surface ships (March 2019, $2.5M), and accelerated the Next Generation Surface Search Radar ($71M in FY18-19) one year ahead of schedule, as well as the Electronic Chart Display and Information System upgrades ($19M) for all surface ships. Additionally, SURFOR/NAVSEA collaboration is underway to improve management of Bridge/Combat Information Center (CIC) systems for the life-cycle of each ship class.

• Fleet-wide Officer of the Deck Competency Checks. Surface Warfare Officer School conducted comprehensive, no-notice Officer of the Deck (OOD) competency checks on 164 officers across the fleet. While 91% of those tested passed the written test, the assessment revealed deficiencies in practical applications of the Maritime Rules of the Road. The results of this competency test informed the development of two new Junior Officer of the Deck (JOOD) courses, as well as incorporation of more rigorous simulator scenarios for individual and team training. Surface Warfare Officer School (SWOS) is gearing up and is fully resourced to kick off their course by 1 June 2019.

Examples of ongoing efforts toward strengthening our culture of operational excellence:

• Armor Up (SWOS Toughness Initiative): Beginning in July 2019, SWOS is adding an additional two weeks to the Surface Commander Course focusing on stress inoculation, coping skills, and significant additional simulator time.

• Updated Manning Models: An Afloat Work Week study found 4% fewer productive hours available than expected on ships conducting operations at sea, resulting in a requirement for an additional 1,400 billets across the fleet. A follow up study currently underway, including Condition V watch requirements and in port work requirements, is expected to yield similar results.

• Human Factors Expertise: Human Factors Engineers have been incorporated into TYCOM staffs in support of optimizing training/assessment processes and enhancing operational safety analysis. The presence of Embedded Mental Health (EMH) professionals is being enhanced across all Fleet Concentration Areas; to date, 33 additional EMH billets (17 officer, 9 enlisted, and 7 civilian) have been validated by the Bureau of Naval Medicine (BUMED) and funded across the FYDP.

• Integrated Industry Lessons in Support of Team Effectiveness: A new Learning Culture Steering Group, led by a Navy Reserve three-star admiral who is also a Fortune 500 executive, conducted comparative analysis spanning 30 companies, 15 Navy commands, and the feedback of 25 culture experts in order to spearhead progress toward a learning culture that maximizes individual and team performance. This analysis will inform future RROC initiatives supporting a growing culture of excellence.