GAO-21-125, Accessible Version, DEFENSE TRANSPORTATION
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Civilian Involvement in the 1990-91 Gulf War Through the Civil Reserve Air Fleet Charles Imbriani
Florida State University Libraries Electronic Theses, Treatises and Dissertations The Graduate School 2012 Civilian Involvement in the 1990-91 Gulf War Through the Civil Reserve Air Fleet Charles Imbriani Follow this and additional works at the FSU Digital Library. For more information, please contact [email protected] THE FLORIDA STATE UNIVERSITY COLLEGE OF ARTS AND SCIENCE CIVILIAN INVOLVEMENT IN THE 1990-91 GULF WAR THROUGH THE CIVIL RESERVE AIR FLEET By CHARLES IMBRIANI A Dissertation submitted to the Interdisciplinary Program in the Humanities in partial fulfillment of the requirements for the degree of Doctor of Philosophy Degree Awarded: Fall Semester, 2012 Charles Imbriani defended this dissertation on October 4, 2012. The members of the supervisory committee were: Peter Garretson Professor Directing Dissertation Jonathan Grant University Representative Dennis Moore Committee Member Irene Zanini-Cordi Committee Member The Graduate School has verified and approved the above-named committee members, and certifies that the dissertation has been approved in accordance with university requirements. ii DEDICATION This dissertation is dedicated to Fred (Freddie) Bissert 1935-2012. I first met Freddie over forty years ago when I stared working for Pan American World Airways in New York. It was twenty-two year later, still with Pan Am, when I took a position as ramp operations trainer; and Freddie was assigned to teach me the tools of the trade. In 1989 while in Berlin for training, Freddie and I witnessed the abandoning of the guard towers along the Berlin Wall by the East Germans. We didn’t realize it then, but we were witnessing the beginning of the end of the Cold War. -
Not for Publication Until Released by the House Subcommittee on Defense Committee on Appropriations
NOT FOR PUBLICATION UNTIL RELEASED BY THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS STATEMENT OF VICE ADMIRAL LUKE M. McCOLLUM, U.S. NAVY CHIEF OF NAVY RESERVE BEFORE THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS FISCAL YEAR 2021 NATIONAL GUARD AND RESERVE March 3, 2020 NOT FOR PUBLICATION UNTIL RELEASED BY THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS Contents INTRODUCTION ............................................................................................................................................. 4 NAVY RESERVE FORCE ................................................................................................................................... 5 Commander, Navy Reserve Forces Command (CNRFC) ........................................................................... 5 Commander, Naval Air Forces Reserve (CNAFR) ...................................................................................... 5 Commander, Naval Information Force Reserve (CNIFR) .......................................................................... 6 Navy Expeditionary Combat Command (NECC) ........................................................................................ 7 PERSONNEL ................................................................................................................................................... 7 Civilian Skills .............................................................................................................................................. 7 -
Implications of the Tri-Service Maritime Strategy for America's
IMPLICATIONS OF THE TRI-SERVICE MARITIME STRATEGY FOR AMERICA’S NAVAL SERVICES MICHAEL SINCLAIR, RODRICK H. MCHATY, AND BLAKE HERZINGER MARCH 2021 EXECUTIVE SUMMARY On December 17, 2020 the U.S. Navy, Marine Corps, and Coast Guard (naval services) issued a new Tri-Service Maritime Strategy (TSMS).1 Entitled “Advantage at Sea,”2 the TSMS represents a significant update to modern U.S. maritime defense and security thinking, in large part, in recognition of the growing effect strategic competition, specifically with respect to China, will play in the coming years. The TSMS identifies three phases — day-to-day competition, conflict, and crisis — and calls for greater integration amongst the naval services to prevail across every phase.3 With respect to the Coast Guard, it includes specific recognition of the service’s unique authorities and capabilities as an important aspect of the defense enterprise, critical in the day-to-day competition phase to avoid further escalation into conflict and crisis. But important enterprise, departmental, and congressional considerations remain for the Coast Guard, especially regarding ensuring the close integration the TSMS calls for. For the Marine Corps, the intent is to demonstrate credible deterrence in the western Pacific by distributing lethal, survivable, and sustainable expeditionary sea-denial anti-ship units in the littorals in support of fleet and joint operations. And finally, the Navy finds itself as the ship-to- shore connector for the TSMS, with responsibility for knitting together the three naval services in new operating concepts and frameworks for cooperation while simultaneously confronting critical external threats and looming internal challenges. -
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress September 16, 2021 Congressional Research Service https://crsreports.congress.gov RL32665 Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress Summary The current and planned size and composition of the Navy, the annual rate of Navy ship procurement, the prospective affordability of the Navy’s shipbuilding plans, and the capacity of the U.S. shipbuilding industry to execute the Navy’s shipbuilding plans have been oversight matters for the congressional defense committees for many years. In December 2016, the Navy released a force-structure goal that calls for achieving and maintaining a fleet of 355 ships of certain types and numbers. The 355-ship goal was made U.S. policy by Section 1025 of the FY2018 National Defense Authorization Act (H.R. 2810/P.L. 115- 91 of December 12, 2017). The Navy and the Department of Defense (DOD) have been working since 2019 to develop a successor for the 355-ship force-level goal. The new goal is expected to introduce a new, more distributed fleet architecture featuring a smaller proportion of larger ships, a larger proportion of smaller ships, and a new third tier of large unmanned vehicles (UVs). On June 17, 2021, the Navy released a long-range Navy shipbuilding document that presents the Biden Administration’s emerging successor to the 355-ship force-level goal. The document calls for a Navy with a more distributed fleet architecture, including 321 to 372 manned ships and 77 to 140 large UVs. A September 2021 Congressional Budget Office (CBO) report estimates that the fleet envisioned in the document would cost an average of between $25.3 billion and $32.7 billion per year in constant FY2021 dollars to procure. -
Defense Primer: United States Transportation Command
Updated December 23, 2020 Defense Primer: United States Transportation Command United States Transportation Command (USTRANSCOM TRANSCOM operates in over 85% of the world’s or TRANSCOM) is a Department of Defense (DOD) countries. To accomplish its missions, the command uses functional combatant command responsible for providing military assets; it also relies heavily on its commercial- air, land, and sea transportation to meet national security sector partners. TRANSCOM’s commercial partnerships needs. TRANSCOM’s assigned mission is to “conduct are reflected in its large volume of contracting activities. globally integrated mobility operations, lead the broader See Table 1 for TRANSCOM’s contracting estimates for joint deployment and distribution enterprise, and provide FY2020. enabling capabilities to project and sustain the Joint Force.” It is the centerpiece of the Defense Transportation System, Table 1. Estimated FY2020 USTRANSCOM which comprises U.S. military, U.S. commercial, and Expenditures on Contracted Services foreign transportation resources. Division Programs FY2020 Established in 1987, TRANSCOM is located at Scott Air Force Base (AFB), IL. Historically, the command has Airlift Division 10 $2.3B provided strategic mobility in support of several major Sealift Services 6 $877M contingency operations from Operations Desert Shield and Desert Storm to Enduring Freedom and Iraqi Freedom. It Specialized Transportation 15 $2.5B has supported peacekeeping initiatives such as Operations & Support Restore Hope (Somalia), Uphold Democracy (Haiti), and Information Technology & Support Hope (Rwanda). It has also aided humanitarian 60 $251M relief operations in response to natural disasters such as Related Services Hurricanes Dorian, Florence, and Michael. Source: USTRANSCOM. TRANSCOM has a workforce of over 116,000 personnel, Component Commands of which about 45% are in the Reserve Component. -
October 2015 Enclosure 1 CARRIER LEGEND
October 2015 OFFICE OF INTELLIGENCE, SECURITY, AND EMERGENCY RESPONSE Enclosure 1 CIVIL RESERVE AIR FLEET (CRAF) MONTHLY ALLOCATIONS INTERNATIONAL LONG-RANGE PASSENGER (ILP) INTERNATIONAL SHORT-RANGE PASSENGER (ISP) ILP Segment AAL DAL GTI HAL NAO OAE NCR UAL TOTA ISP Segment AAL ASA BSK CMI DAL NCR JBU SCX UAL TOTAL A-300 Series 0 A-300 Series 0 0 A-330 Series 0 22 7 0 29 A-320-200 0 10 10 DC-10-30 0 0 B-727-200/B 0 B-747-200 0 B-737 Series 8 2 0 38 2 30 80 B-747-400 13 2 17 32 B-757-200 0 0 1 0 1 B-757 Series 0 0 0 0 1 1 B-757-300 16 15 31 B-767-200ER 0 0 0 B-767-300 Series 0 0 B-767-300 Series 20 5 2 3 0 4 0 0 34 Embrarer E-Jet 0 0 B-767-400 8 0 8 MD-80 Series 0 0 B-777-200 47 18 2 50 117 TOTAL 0 8 2 0 54 1 10 2 45 122 L1011 Series 0 MD-11 0 INTERNATIONAL SHORT-RANGE CARGO (ISC) TOTAL 67 66 4 10 0 6 1 67 221 ISC Segment LYC NAC TOTAL A-300-B4F 0 INTERNATIONAL LONG-RANGE CARGO (ILC) B-727-100F 0 ILC Segment ABX ATN CKS DHL EIA FDX GTI KYE NCR PAC SOO UPS WOA TOTAL B-727-200F 0 DC-8-62 CB 0 0 B-737-200 2 2 DC-8-63 F 0 0 B737-300F 1 1 DC-8-70F Series 0 0 0 DC-8-63 0 DC-10-10C/F 0 DC-9-33F 0 DC-10-30F 0 0 L-100-30 1 1 DC-10-40F 0 TOTAL 1 3 4 B-747-8 5 4 9 B-747-100F 0 0 0 NATIONAL- DOMESTIC (DOM) -- Pax and Cargo B-747-200F 4 0 0 0 4 DOM Segment AAY SWA TRS TOTAL B-747-300F 0 0 0 A-319-100 0 B-747-400F 7 0 14 2 5 1 0 29 A-320-200 0 B-767-200SF 3 4 7 B-737-300 30 30 B-767-300 3 0 0 3 B-737-700 3 3 B-767-400ER 0 B-757-200 0 B-777 Series 0 0 DC-9-83 3 B757-200 Combi 4 4 MD-80 Series 0 MD-10/11F-CF 72 1 15 0 88 TOTAL 3 30 3 36 TOTAL 6 8 11 0 0 72 19 1 2 9 1 15 0 144 AEROMEDICAL (AERO) NATIONAL-ALASKA (AAC) AERO Segment DAL USA TOTAL AAC Segment LYC NEC TOTAL B-767-200ER 0 0 DC-6 Series 0 0 B-767-300DR 0 0 CARRIER LEGEND L-382-G 0 0 B-767-300ER 0 0 0 TOTAL 0 0 0 TOTAL SUMMARY AAL - AMERICAN AIRLINES COA - CONTINENTAL† KYE - SKY LEASE 1 RYN - RYAN INT'L AIRLINES Past Current AAY - ALLEGIANT AIR DAL - DELTA AIRLINES LYC - LYNDEN AIR CARGO SCX - MN AIRLINES dba SUNCOUNTRY AIRLINES Mo. -
CMPI 610 Negotiations Conclude, Implementation Already Underway
Volume 1 • ISSUE 2 october - december 2012 CMPI 610 Negotiations Conclude, Implementation Already Underway This article is part of a series describing the Civilian Marine Personnel Instruction (CMPI) 610 negotiations covering the hours of work and premium pay Instruction for CIVMARS working aboard Military Sealift Command (MSC) vessels. As noted previously, this Instruction does not impact CIVMAR base wages. The instruction covers only what CIVMARS earn when working during over- time, premium and penalty time aboard MSC vessels. The SIU and MSC recently completed negotiations over CMPI 610. The completion of negotiations marks the culmination of a roughly two-year process in which the two parties engaged in a series of negotiating ses- sions using the interest-based bargaining (IBB) method. Also participating in these negotiations were licensed and unlicensed CIVMARS who served as subject mat- ter experts. CIVMARS attended negotiations in person and also participated in the talks via conference call and written surveys. CIVMAR comments and suggestions throughout the negotiation process were extremely help- ful, bringing the most up-to-date shipboard experience to the attention of the negotiators. CIVMAR comments helped to frame the new work rules. Additionally, in Union representatives met with Seafarers aboard dozens of vessels to help introduce the updated CMPI Instruc- most of the bargaining sessions, the parties were assisted tion. Above, mariners on the USNS Robert E. Peary are pictured with SIU Government Services Division Repre- by several FMCS Mediators. This was especially helpful sentative Kate Hunt (front, holding booklet.) Below, the Peary (foreground) conducts an underway replenishment when the negotiations entered the most difficult phases. -
Department of Defense Ch. 2, App. G
Department of Defense Ch. 2, App. G TABLE 4ÐFUEL REGION LOCATIONS AND AREAS OF RESPONSIBILITY a. DFR Northeast ........... Defense Fuel Region Northeast, Building 2404, McGuire AFB, NJ 08641±5000. Area of Responsi- Connecticut, Delaware, District of Columbia, Maine, Maryland, Massachusetts, New Hampshire, New bility. Jersey, New York, Pennsylvania, Rhode Island, Vermont, Virginia, West Virginia. b. DFR Central ............... Defense Fuel Region Central, 8900 S. Broadway, Building 2, St. Louis, MO 63125±1513. Area of Responsi- Colorado, Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, North bility. Dakota, Ohio, South Dakota, Wisconsin, and Wyoming. c. DFR South .................. Defense Fuel Region South, Federal Office Building, 2320 La Branch, Room 1213, Houston, TX 77004±1091. Area of Responsi- Alabama, Arizona, Arkansas, Caribbean Area, Florida, Georgia, Louisiana, Mexico, Mississippi, New bility. Mexico, North Carolina, Oklahoma, Puerto Rico, South Carolina, Tennessee, Texas, West Indies, Central America, and South America. d. DFR West ................... Defense Fuel Region West, 3171 N. Gaffney Street, San Pedro, CA 90731±1099. Area of Responsi- California, Idaho, Montana, Nevada, Oregon, Utah, and Washington. bility. e. DFR Alaska ................ Defense Fuel Region Alaska, Elmendorf AFB, Alaska 99506±5000. Area of Responsi- Alaska and Aleutians. bility. f. DFR Europe ................ Defense Fuel Region Europe, Building 2304, APO New York 09128±4105. Area of Responsi- Continental Europe, United Kingdom, Mediterranean Area, Turkey, and Africa (less Djibouti, Egypt, bility. Ethiopia, Kenya, Somalia). g. DFR Mideast .............. Defense Fuels Region, Middle East, P.O. Box 386, Awali, Bahrain, APO New York 09526±2830. Area of Responsi- Afghanistan, Bahrain, Djibouti, Egypt, Ethiopia, Iran, Iraq, Jordan, Kenya, Kuwait, Oman, Pakistan, bility. Qatar, Saudi Arabia, Somalia, Sudan, United Arab Emirates, and Yemen. -
The Jones Act to U.S
THE CONTRIBUTION OF THE JONES ACT TO U.S. SECURITY Dr. Daniel Goure Executive Summary The United States has always had a special rela- and flagged or operated under the laws of the tionship to water. It is a nation founded from the United States. sea. Its interior was explored and linked to the sea via mighty rivers and waterways that pen- The greatest danger to the role and function of etrate deep into the continent’s interior. Seaborne the United States as a seafaring nation is the commerce drove the American economy for two decline of its maritime industry and merchant centuries; even today that economy is dependent marine. Commercial shipyards have made sig- on the sea to carry virtually all the $3.5 trillion nificant investments to modernize, and turn out in international trade generated annually. Mil- high-quality vessels with advanced engineering. lions of Americans have made their livings from Today, hundreds of seagoing vessels from larger the seas and national waterways. The security of container ships to tankers and barges and world- the seas, part of the global commons, has been a class deep-ocean drilling platforms are built ev- central theme of this country’s military strategy ery year. The projects keep American shipyards since the days of the Barbary pirates. in operation, employing approximately 100,000 skilled workers. Moreover, tens of thousands of From Athens and Rome to Great Britain and merchant mariners are at work every day as a the United States, the great seafaring nations consequence of the Jones Act. As a result, the na- have built strong maritime industries, merchant tion retains the means to build and repair Navy marines and navies. -
Gao-13-564, Military Airlift
United States Government Accountability Office Report to Congressional Committees June 2013 MILITARY AIRLIFT DOD Needs to Take Steps to Manage Workload Distributed to the Civil Reserve Air Fleet GAO-13-564 June 2013 MILITARY AIRLIFT DOD Needs to Take Steps to Manage Workload Distributed to the Civil Reserve Air Fleet Highlights of GAO-13-564, a report to congressional committees Why GAO Did This Study What GAO Found To move passengers and cargo, DOD DOD exceeded the flying hours needed to meet military training requirements for supplements its military aircraft with fiscal years 2002 through 2010 because of increased operational requirements cargo and passenger aircraft from associated with Afghanistan and Iraq; however it does not know whether it used volunteer commercial carriers Civil Reserve Air Fleet (CRAF) participants to the maximum extent practicable. participating in the CRAF program. DOD guidance requires it to meet training requirements and to use commercial Participating carriers commit their transportation to the “maximum extent practicable.” During fiscal years 2002 aircraft to support a range of military through 2010, DOD flew its fleet more than needed to train its crews, although its operations in exchange for peacetime flying has more closely matched its training needs in recent years. DOD has also business. A House Armed Services used CRAF participants extensively to supplement military airlift. Although DOD Committee mandated GAO to report has taken steps to make more airlift business available to CRAF participants, on matters related to the CRAF program. GAO assessed whether DOD officials said that overseas operations have provided enough missions to support (1) met its military airlift training both training and CRAF business obligations. -
Alternatives for Modernizing the Navy's Sealift Force, October 2019
CONGRESS OF THE UNITED STATES CONGRESSIONAL BUDGET OFFICE Alternatives for Modernizing the Navy’s Sealift Force OCTOBER 2019 Notes All years referred to in this document are federal fiscal years, which run from October 1 to September 30 and are designated by the calendar year in which they end. All dollar amounts reflect budget authority in 2019 dollars. Numbers in the text and tables may not add up to totals because of rounding. The data underlying the figures are posted with the report on CBO’s website. On the cover: The Military Sealift Command’s USNS Fisher, a roll-on/roll-off sealift ship in the Bob Hope class. Navy photo by Mass Communication Specialist 2nd Class Eric Chan. www.cbo.gov/publication/55768 Contents Summary 1 Background 1 The Navy’s Sealift Plan 3 The Navy’s Cost Estimates for Its Sealift Plan 3 CBO’s Cost Estimates for the Navy’s Sealift Plan 5 Four Alternatives to the Navy’s Plan 5 Alternative 1: Buy More Large New Ships 5 Alternative 2: Buy More Small New Ships 7 Alternative 3: Buy More Used Ships 7 Alternative 4: Use Chartered Ships 8 Comparing CBO’s Alternatives With the Navy’s Plan 9 Number of Ships 9 Militarily Useful Square Footage 10 Average Age of the Force and Its Militarily Useful Square Footage 10 Total Costs 12 List of Tables and Figures 13 About This Document 14 Alternatives for Modernizing the Navy’s Sealift Force Summary All four of CBO’s alternatives would meet or nearly In March 2018, the Department of the Navy submitted meet the Department of Defense’s (DoD’s) goal for the to the Congress a plan to modernize the nation’s sealift cargo capacity of the sealift force, and the total costs force over the next 30 years.1 Sealift ships move most of for the Navy’s plan and the four alternatives, including the equipment and supplies that the Army and Marine acquisition and 30-year operation and support costs, are Corps need when they are deployed to overseas theaters similar. -
The US Navy in the World (1981-1990)
The U.S. Navy in the World (1981-1990): Context for U.S. Navy Capstone Strategies and Concepts Peter M. Swartz with Karin Duggan MISC D0026419.A1/Final December 2011 CNA is a not-for-profit organization whose professional staff of over 700 provides in-depth analysis and results-oriented solutions to help government leaders choose the best courses of action. Founded in 1942, CNA operates the Institute for Public Research and the Center for Naval Analyses, the federally funded research and development center (FFRDC) of the U.S. Navy and Marine Corps. CNA Strategic Studies (CSS), created in 2000, conducts high-quality research on and analysis of issues of strategic, regional, and policy importance. CSS’ analyses are based on objective, rigorous examination and do not simply echo conventional wisdom. CSS provides analytic support to U.S. Government organizations and the governments of partner countries. CSS also maintains notable foundation- sponsored and self-initiated research programs. CSS includes a Strategic Initiatives Group, an International Affairs Group, and a Center for Stability and Development. The Strategic Initiatives Group (SIG) looks at issues of U.S. national security, and military strategy, policy and operations, with a particular focus on maritime and naval aspects. SIG employs experts in historical analyses, futures planning, and long-term trend analysis based on scenario planning, to help key decision makers plan for the future. SIG specialties also include issues related to regional and global proliferation, deterrence theory, threat mitigation, and strategic planning for combating threats from weapons of mass destruction. The Strategic Studies Division is led by Vice President and Director Dr.