Ladies and gentlemen and distinguished geverts, thank you for joining me this morning for operations. Aval the navy maintains that its presence of 100 ships were deployed around the globe reassure our allies and ensure the freedom for all nations. Never been greater. Argueare those who would that the greatest challenge to our nations navy has come from our own congress. Over a decade of continuing ,esolutions and constraints capacity capabilities and u. S. Navy. F the the discussions today could not be more timely. To be abley honored to host today. I was also a physics major and we share another common these of our history the admiral will talk about. Of the United States naval academy, holds degrees from m. I. T. , and National Security strategy from the National Worst national war college. Was awarded the vice admirable work for his time in command. Award for his time in command. [applause] admiral richardson thank you for that kind introduction to we do go back the way he alluded to. Fellow physics majors. I copied his papers a lot. We also wrote together. Staring a lot of time at the back of each others heads. I also want to thank you for with ourflexible schedule and put incidents together. I will tell you what. In terms of there are as i have said a couple other times they go in three categories and get a lot of invitations and remarkable for a visitation and a remarkable number of limitations. And there are some that you dont want to do and you just say and then there are some that youd rather not do we probably have to do so you say yes reluctantly but that there are some that you shop around for that you want to do and this is one of those. I am eager to be here and i want to blast and im looking from the crowd and theres people who know as much or more about naval strategy than i do in the crowd and they want to get to my remarks as quickly as possible to get to the questionandanswer period which i think will be a lot of fun. Again its a pleasure and pledged to be here at heritage and the foundation itself has just a Firm Reputation for supporting National Security in the navy, in particular. To start before i get into my remarks about just a quick Operational Update as i speak to you now my brief this morning showed that we have 92 ships deployed in the United States navy today and about 60000 littlemore than 60000 sailors deployed that includes two underweight Carrier Strike groups and the Ronald Reagan Carrier Strike group in the deployed group in japan. Two amphibious groups with their expeditionary unit and of course those strike groups come with their airpark airway which is a fighting arm of the carrier, 14 attacks every deployed today which is a bit of a high point. Our normal force offering there is between ten and 12 formally normally. Ss ens on patrol as they have of the time since 1960 and thats important part maintaining that alert status is important part of our Program Going forward. We have six cruisers and destroyers on station so as tom said our discussion today comes at a critical time for our navy and as we face a very dynamic and changing maritime environment and it comes from the cusp of some important annual events as well as get ready to release the budget for 19 obviously we wont discuss the details of it here so thats released but it will be talking about the strategic underpinnings that informs that budget and as we talk about strategy another reality is that the National Security strategy has been recently released as a National Defense strategy just a couple weeks ago and secretary matus in strategy provides a muchneeded framework and in fact, if you think about the navy the nation needs, theres an ellipsis,. For what . The nation needs to fill the maritime responsibilities and National Defense strategy. We have one strategy for the department that is the nds and this could be seen almost as part of the Maritime Component of that strategy. We are using the tagline the nation the navy needs. As i said will get through a quick discussion of the security environment and then will get to questions. I thought i would throw up a couple of charts and i dont want to get too heavy into the charts but this room looks bigger on the pictures so its an intimate setting and i dont build too bad spending time on a couple of charts. If you look at a map of the world this is not uncommon format for this depiction and you see a lot of geography and most of the political map you see are maps that focus on the land part of the globe and youve got both the political and geographic things are presented here, cities, towns, roads those sorts of features. Youve got both the political its not uncommon as i said and then theres this blue stuff that connects it and i will tell you this is how i see it. I start with the blue and its not that thats just the template which i see it. I see it more like that ok which is a depiction of just how busy things are in maritime and getting busier all the time. We will talk in the context of the return to Great Power Competition this morning and by virtue that would return we go back to the last time we were in Great Power Competition it just make comparisons. I would say it is just not a rerun of that last time and i would say the last time we were in a great power condition was on the order of 25 years, the cold war. Since that time in the last 25 years or so maritime traffic ships on the ocean has increased to four 100 and if you consider the fact that people have been going to see for tens of thousands of years and its not a bad estimate and to see fourfold increase in the last quarter century and just think about what that means for us in terms of managing that amount of traffic and it is fueled roughly doubling of the gdp in the globe, right . That prosperity has been manifested and enabled by maritime traffic. Megacities continue to grow is expected to grow from 3141 and that majority of those megacities within a hundred miles of the coastline. Returning to the see more and more for our sustenance and food. Both carbohydrate and protein and aquaculture has increased 13fold and expected to continue that way going into the future. Does this have a laser or no just on this chart are depicted a number of things because you see in white there are the sea lanes in the diamond shapes are another feature for dynamismin the maritime domain as are the purple shaded areas and which is technology has given us access to resources on the seafloor that we simply never had before. Now we have access to oil and natural gas and minerals. The lines that run roughly parallel to the ceilings but need and are colored in gold or orange signify the undersea cable network. This network this into structure that is undersea on which rides 95 of International Internet traffic. When we talk about a cloud work talk hundred looking at the wrong direction. If you look up and most of that information is in the sea. We should be talking about a lake. Help me there. Im just trying to its not Cloud Computing like computing. Then another thing depicted here is the polar ice caps up near the top of the chart and those are the smallest they have been in that period of time in that 25 years as last time we been in Great Power Competition giving rise to again access to more resources and giving rise to sea lanes of communication that simply just werent there before. Given these dynamics in the maritime and others a balanced strategy, a balanced strategic approach is more important than ever and our priorities have been clearly defined by the National Security strategy which directs us to protect america, promote american prosperity, preserve peace through strength and advanced american influence through the world and the National Defense strategy picks up describes the imperative we are confronting these challenges to challenge these head on. He will compete and deter and we will win. It centered on three major lines of effort which are billed the more lethal force to continue to strengthen our alliances and even attract new partners to expand and deepen those alliances and to look to perform the department in terms of the way we do our business with which we do our business. So this is also the handing off point in the navy the nation needs picks up that agenda and that call to action and i want to talk in terms just quickly in terms of how i see defining naval power and there has been a good consensus including the consensus by the Heritage Foundation of many other studies that roughly two years that has all converged on a conclusion that the navy needs we need more naval power to meet our responsibilities to the nation. We want to talk about the concept of and this will break it down into a few dimensions. Dimensions that hang together all right is very difficult to talk about coherent naval power starts ripping these out and disconnect them from one another. You must keep them in balance to provide their sense of integrity or wholeness. One dimension is and one way to increase naval power is to build a bigger fleet and number of the studies that i alluded to talk about that capacity and in fact, all of the studies converged on a navy in the neighborhood of 300355 ships. Our core Structure Assessment did that and a number of other studies and congress picked up on that in the National Defense authorization act has a seam in there that will do everything we can to achieve a 355 navy subject to appropriation and authorization of all those things so this idea of platforms authorization act has a seam in not a great leap of intuition that a bigger navy is more powerful. A second component, second dimension of naval power would be to build a better navy so you modernize each womans platform and filled it with better systems and make them more capable and that means each one being more capable to more capable power and fleet. We are on the cusp of some very Intriguing Technology that not only increase the capability but very much could do so and get us on the backside of the cost curve. Looking at directed energy, highpower microwave and other innovative ways. Also in this group and this better fleet and the capability dimension we might want to consider things like unmanned. So depending upon how we think about it those platforms may be in the platform dimension and many of them here in the capability dimension. We are looking hard at filling out the family of unmanned underwater systems and air systems. Third dimension of power as we naval power as we think about it is to take those platforms with their inherent capabilities which we can increase and network them together so this third component is a Network Fleet. We have capable fleet and now a Network Fleet and there are plenty of examples where were adaptively creatively brings power to that force and we can talk about those historical examples and it makes intuitive sense as well that if youre able to share data across the force then youre able to respond to that awareness with more agility and you can be a respond to that awareness with more powerful picked. Not talked about enough is what i will call the Fourth Dimension which is a more talented fleet. Think about growing these other dimensions and growing evil powers and sometimes will have to man that fleet but the skill set with which those sailors will need different than the ones we have right now. As you think about go back to that Network Fleet. Talking about sharing and assimilating assisting through the vast amount of data that comes from growing sets of networks in such and as we get a bigger fleet will need more sailors and as we get a better fleet we will need sailors that are trained a little differently than we train them right now in those systems demand different skills. We consider a Network Fleet we will need help and this is the realm of Artificial Intelligence and learning algorithms and figuring out the optimum way to Team Together the people, are sailors and machine assistant, theyll be able to sort through that amount of data and get to those decision relevant information as quickly as possible. Competing in that orient and side part so that we can beat the competition. This dimension is what i call the agile fleet. This is an appreciation for the concepts of operation with which we operate that. The structures within the commandandcontrol and once we have built that fleet and weve modernized it and networked it and modernize it with appropriate trained sailors with the assistance they need weve got to figure out how we operated and then theres a demand under dynamic tension between the technology that is available in the con ops with which we operate that fleet. I dont know if attention but its as the possibilities become evident through technology and adapt your con apps then it goes back to the space that if you could do this how much more and as we consider things like distributive Maritime Operations we are looking at a fleet that is much more leverages the global maneuver power in the navy as you think about this type of an environment the only thing that really structures that environment are natural chokepoints. Someone has been around since the navy starts years ago and you can see them the gibraltar, the suez administrative [inaudible] for the strait of malacca and all these chokepoints define our structures. What it is not responsive to is artificial lines combatant command and we have to make sure that we preserve the inherent agility of the navy as it maneuvers and we dont think so much in terms of where a particular naval capability is but not only where it is but its a few days away from where it needs to be is this idea of tethers and a one or a zero but all right . Final dimension and this is getting gated so the only thing i could have done worse is to have everyone of these things on a slide so the final dimension is everything ive talked to murray now was a fleet potential energy and until you get that force out and train it and this is the ready fleet is so turning all of that potential power into Kinetic Energy requires readiness and you got to go out and fly. You got to have your magazine full and you got to have your logistics elements in place and you got to have your parts and maintenance and all of those things bring that fleet to life turn it into actual energy, actual fleet capability. I hope ive painted a picture then of naval power composed of elements and that wholeness unless you have all the elements present in your not talking the full dimensionality of naval power but if you think about naval power in its entirety it moves us away from false choices that we often get tabled up and in our conversations so if we think about capacity versus capability that there may be tradeoffs there but they both contribute to naval power and they both are needed. Standalone technology versus network. Mission command versus network commands. It is both and you got to navigate your way in that space dynamically and there are these tradeoffs that we think in terms of naval power and elevate our thinking above these false choices and street and what is important. I will go new on you. If you got the pure elements and all the parts of that nuclear nucleus are there anything about those six dimensions of bigger nucleus are there anything about those six dimensions of bigger fleet a better fleet and a Network Fleet of more talented fleet agile fleet with agile concepts of operation commandandcontrol and then are ready fleet those of the components and if you try to tear one out you dont have naval power and have some isotope of naval power. Something that is close but not complete and as you all no, i know youve done your nuclear homework these isotopes are sometimes unstable and sometimes they decay et cetera. Its not the stable element that we want. As we talk about strategy or a strategic overview and the strategic components of naval power my aim is to give you a view to the telescope not the microscope. Too often we try to get down to microscopic detail and you can miss the Strategic Direction and as long as we do that i think we do need to take a step back and appreciate another dimension that we have to contend with and some alluded to it but we can summarize it by appreciating the last 18months of fiscal year 17 and 18. During that time we have the longest cr and we have two continuing resolutions in that period of time and both of in the top five in terms of. One is the longest of all time. During that 18 months we operated five months with our inactive budget and then its been a continuing resolution. We currently have no top line and the government shutdown. We just went to that. This type of dynamism also impacts Strategic Planning and degrades the Industrial Base has a strategic effect on not only the navy the nation needs but the National Security that we need and most of portly perhaps i will tell you that working through this squandered Precious Resource which is time. We are spending time managing through this squandered precious through this churn rather than getting on in the Strategic Direction we need to maintain. Ok for a come to a close i talk about command and control. As we move into this Great Power Competition and as we build a more lethal navy as we build more ships and more advanced technology and talented sailors out of those by themselves are sufficient to respond to complex challenges without Commanding Officers that are focused on competition focused on building teams that can go out feet in width. Just as we have done throughout our history we will continue to focus on developing Commanding Officers who are almost literally obsessed with building winning teams. The complete and when again and again on a sustainable basis. That is our business and i said at the Surface Navy Association in many ways a and b are Sister Service because they can go to places like gettysburg and they can walk the ground and so many of the features of the battle are still resident there and you can see the terrain for instance picketts charge Little Round Top et cetera and our business, the winners sink and the losers away. In our business we want to be that they beat that sales away. Let there be no doubt in times of triumph in times of turbulence of companies are neither rough seas, our navy is securing our interest protecting america from jack protecting our prosperity our influence around the world and ensuring our way of life which is always been linked to the sea. We are a maritime nation. We hope that by virtue of this construct we will build the navy the nation needs, safety before our sailors and reassuring navy for our partners in the lethal navy for our enemies. With that at the end of my prepared remarks and im eager to take your questions. Thank you very much. [applause] admiral. Wonderful remarks there. Again, it focuses on the National Defense strategy and your six divisions there. Following up on one of the things i see hearing your remarks and having read the public version of the National Defense strategy in a more agile con ops you see and operational predictability of dynamic first employment military posture and how do you see this driving how the navy will train and deploy and see this changing how we afford the specific and your present. Did you just say dynamic unpredictably or predict ability . Verdict ability. You keep that naval power Going Forward and its your north star. As we forward, one of the things we will focus on is making sure that whatever forces we deploy whatever mission be assigned are completely ready and certified to go up and do those nations and we will establish the maximum level of forces that we can generate an offer to the that means. In terms of how we play that person got there very fast moving train in this regard and so as we train and certify in deploying strike groups some of it goes back to some of these con ops in technologies that they bring with them really a very dynamic environment as we move forward into this new competitive arena that we are entering and then in terms of i think that predict ability for our creditors is good. Its a strategic prevent predictability and reassuring our allies we just have to figure out how that goes. Always with this becoming more reassuring navy as our Guiding Force there. Thank you, sir. Another thing that ties into what you said of the nucleus is having all the parts that you have to do. Too technical . No, no, i was thinking some of the audience might have but megan might have but desperate. Chairman whitman wrote an oped in the time and one of the things he tied it was the navy needs more ships and resources and more time to complete and operate the necessary requirements and the administration and congress both supported the 305 ships and we need a bigger navy but also we need to restore that fleet readiness. Those two demands both in the resources piece how you see yourself able to do working with two both sides simultaneously build the fleet and restore readiness . First of all, secretary of the navy has been really he is out of this and he is leading us down this path and so its been terrific to get to know him more and work closely with them and make his vision real. As we do that it is you got to keep this concept of wholeness in mind. As we build more naval capacity build the fleet and restore that come the need to keep that whole and the only other consequence is that we build something and if we dont integrate that wholeness from the beginning it just becomes the latest bill later on for down at the waterfront of the Community Level they have to deal with that in balance and weve taken on a much more holistic approach to putting that program together and always mindful that as we increase capacity and as we increase capability the rest of those five dimensions, if you will, the readiness has got to come with it and we got to invest in that as part of the total Ownership Cost im sorry, this gets if we start to we end up with problems. Things that are built and ready to go not enough sailors in modernization. We have only had a budget under resolution some of your recent testimony you said on a scale of one to ten that a stable inadequate funding was a lot in that piece in there is some key issues that have had in fact on maintenance in the current cr. Absolutely. In fact, maintenance might be one of the things that the biggest hits. Doing particularly on a naval vessel and thats a big undertaking. It requires planning and requires anticipating anybody get started on the early to do it right and to get the higher the appropriate work in the body appropriate material. All of those things that go into properly maintaining and we do a lot of modernization with those pieces as well to keep those ships relevant in the environment the operating. When you have these uncertainties you cant write a contract unless you got the money to back it up. When you have these these sorts of things slide right down to the right and again you lose that most Precious Resource at the time. Planning and get shortchanged in the materials dont come at the optimist cost workers are very difficult to hire and some of the talented worker say listen, this is just too volatile for me and i am going to go some place where its more stable so a lot of that talent leads to workforce it may not come back. It really starts to have a toxic effect. I agree. I think most of the average public doesnt understand the impact of taking these operational ships out of commission for years at a time and reduces that for you have to deploy. And reduces that for you have to deploy. Exactly right. If you think about naval power and the ship cant go out to see because its not maintained and that is not a ship that is enabling power. Again the importance of caring that naval power is considered gold helps you see that. One thing i will tie it is in the recent years the issues with the naval force you look at the Company Review and you had the strategic readiness review and i have for you yourself a Commander Forces what you see is a royal corrective actions things that have been limited in what you see is the most important corrective action to have the quickest turn in biggest effect of those issues. There are a number of things that are moving in parallel. Some of them are moving at different speeds some of them are very immediate so its a kind of training thing we can do right away that dont require investment or time and so we can get at those fairly urgently and a lot of that is already done. If you backup i think the idea of identifying and sticking to the process for fourthgeneration and maintenance training, certification are strokes that need to happen on a predictable level or at least a routine space so you got to stick to that plan, if you will so that you have that generation pieces place present those forces to execute missions. Thats the biggest idea and theres a lot of component to making that happen between the control occasions in training applications et cetera but i would say that that is the big idea behind a comprehensive review and strategic readiness. Tied into one of the things you said in your pillar there of this increasing capability and i think also ties in to the National Defense strategy reforming the department i guess i ask for some ideas that you have yourself with the new baby and what are you implementing things that you see to speed up innovation in the field some of these capabilities more rapidly to the fleet and how will that happen . Secretary has brought a tremendous amount of energy and insight into the business coming from so, where he was making the efficacious. Again it is routine and terrific. The things we have been doing is one of the most important thing is starting to have meaningful conversations with industry in the research and Development Business earlier on in the process. The idea that we are just going to have a system that can get to the sweet spot between requirements and what is technically achievable at a maturity level where i can make predictions about cost of schedule and stick to and then take that stroke and make that move and that might involved prototyping and those sort of things and will get to that phase fast and then get to the accelerated Acquisition Program as fast as we can. Move and that might involved and then even as we deliver that we want to make sure that we are thinking about the next step and we get under these iterations capabilities increase informed by what is achievable that allows us to ride that Technology Curve a lot closer and weve got to quicken the pace weve got to do those steps quickly that we are right now and we are starting to do that and as we think about families of unmanned vehicles and Missile Systems where we are moving forward the mv 25 in the Unmanned Aircraft carrier base has been moving quickly and i would say the new forget is adopting some of those features as well and we look forward to leveraging that to a future servicing combatants and there are number of things that this direct Energy Business that i talk about in all those things are the fast lane of using those new techniques and secretary gertz is educating us on other ways to get this done as well. Trying with that is you mentioned specifically in your marks talking about how Artificial Intelligence Machine Learning that Unmanned Team and how that helps and the integration of systems in there with so much of that work in happening in thecommercial world is how is the navy integrating with the commercial industry to bring in their ideas and insert their technology . We work with a lot of commercial partners and private sector partners and it just is a matter of routine and that is not anything new but bringing the Team Together earlier is the key. A model where we would have maybe a set of requirements officers locked in the room until they come up with their set of requirements and weight comes out and they come out with here it is and heres the thing and the industry takes a look at that it says that is terrific and theres nothing that can do that right now and i got to go in that is thats time and uncertainty and translate to money. If you bring the technology and you can bring work both and you have to have it backed iterations in place as well. A very rich part of that is indicative of a shift of some parts of the information based on the three where it may be used to be dod lead classified et cetera but a lot of times the leading agents the leading edge of that is on the commercial sector we just have to be fast followers past adapters and its not about what were talking we have to be agile responsible. Thank you, sir. Lets ask questions from the audience and take up all of my time. When you get the microphone, state your name and where youre from the question. Occurring giant stable thinker. I didnt say that, sir. Thank you very much. Thank you for your comments today. You began as you often do by talking about the number of ships deployed and roughly they are about the same number of ships deployed now is a were during the cold war we had a navy was at least twice as large if not more than twice as large. I guess the essence of my question is going to be and i still say we are we trying to do too much with two levels and bob has worked rich in, did over the past several months that possibly deployed less often in trait on the high end grid. When they spoke with on a couple weeks ago just before you didand he said the solution to some of the problems in the surface for spaces is warships but it takes possibly deployed less often in a long time to build warships. It takes more time fewer distractions and i dont know if you use the word distractions but obligations he said if you are obligations. I was a obligation is different than a distraction. And i agree with that. Obligations. Then when you spoke a couple hours later you said what is lesson the obligations to remove distractions. It comes down to the end of the day i think to doing not doing too much too little. How do we free up the navy, as bob suggested, to complete a science i invite . How do we have more time for training win ship to deploy and employ the very place that theyre ready to go so are we trying to do too much with too little . Thats the fundamental question, right . Some of that in those ratios described in terms of ships deployed versus the number of ships of the battle fleet some of that can be achieved just like we do get more efficient rebuild some of that efficiency but we are seeing that you got to be careful and you can go to for stretched too thin. The art here maybe its not even an art as much as a scientist to figure out what is that sustainable level and that is what we are checking right now. We dont reach that point where its an unsustainable pace. That is at the most fundamental level. Generally what you have in this fourthgeneration business is you have a cycle and the optimized week plan is an example of one of the cycles where you have a period of that cycle where you are preparing and readying the force and then you have a period of that cycle where the force is ready and certified and is off insisting that readiness and operational context. Again i go back to naval power in a more lethal navy. If you think about what we do to employ that force always keeping thought in mind it might change how you employ that force. If youre going to for deploy so if you get something measurable out of that time on station that when we do that weve got a mind towards maintaining that readiness that we have invested in inbuilt up and maybe we bring in a more lethal navy. If you think about what we do to employ that force always keeping thought in mind it might change it back and have a highend exercise in the Virginia Area with the aggregated track group and the combination of that not only makes us less predictable but in the aggregate it might make us more lethal as a fighting navy particularly at the aggregate level. Then finally you talked about distractions and i think its down to the personal level so one of my officers says doing with their time on a daytoday basis and i want them always it back and have a highend coming in thinking about ok on the drive into work or is there getting ready to go on watch and see what am i going to do today to confound our enemies in petition and at the end of the day before they put their head down on iraq and they say what did i do today and what my they do tomorrow and can remove any distractions from that focus and this builds up in competitive environments or less competitive environments but we can cut through that so we are starting to take a look at the collateral duties in slashing some of those so that we can get our leaders at the deck plate level at the personal level more time to focus on leadership in command those sorts of things. All the way from the largest navy down to the fighting elements and down to the personal level of trying to remove those who thought. Megan. Thank you, megan with the news. To go back to the question about the how it affects your ability to keep that exist together, they have talked about how they are contracting for modernization. With multiple years money rather than maintenance availabilities with only one year money. Are there other ways to adapt how those business to keep the nucleus together with those weird budget environments or are you stuck in some areas where you need Stable Funding . We do need Stable Funding, right . But the system has and as you know, i wouldnt say its completely healthy ways but ways to get Business Done and for instance we dont put a lot of risk in the first fiscal quarter. We rarely have a budget there and we havent one had one so we minimize the risk of their. Were coming up super bowl week and theres everyone in the room the position on that petition but petition that is that close you can expect the team to win if they only play three quarters out of four. That is what our fiscal environment is asking us to do in many ways. We talked about the time for the theres the stepping penalty and a lot of the contrast we talked about how it has to be written twice for those periods of time. We are adapting but you can do something particularly with once a year but you have to be we have to have is dialogue with congress and make sure that we have a meaningful discussion about this so that no one is surprised. We have on our side of asian to prove our reliability, i suppose, as he move forward and we do the best we can, i think, to try to get that. Also going back to this wholeness concept the way we bring the program together it starts with our Strategic Direction and that we got to an integrated approach which includes keeping that nucleus attacked all the way through the process and then we check her homework so if we started with the particular vision in mind it goes through so many machinations and we want to make sure the end of the process looks like well start with so that process and getting through our leadership connected very closely with the fleet helps us to keep that in balance so when these things happen we can look through it with much more agility, navigate the trade space and a budget department. Closely with the fleet helps us one last question, you there in the red. Lee hudson, inside the navy, you mentioned earlier about how congress authorized 13 ships in fy 18 i was hoping you could talk district. I did say that but district. I thought you did but they did an appropriate the funding. Thats what you said. Anyway, i wanted to hear the concrete steps the navy is taking to grow the fleet and i know the president mentioned on the campaign trail that 300 petition navy and if you could give an example so that. I think a lot of that is [inaudible] when we get an 18 budget and the subsequent budget i think that is news to. It would be premature to talk about one last question. Yeah, just right there. You spoke at length about strategy toward the end of your prepared remarks there. Two more questions. You talk about maritime chokepoints and one of the most important ones is the g. I. Uk gap which i know is one of the issues that the navy faces right now is vastly understaffed at the moment and not a nato strategy at the moment with regards to the north atlantic to combat from the bering sea and i was wondering where that plays into the strategy Going Forward in also where does the lcs program and the destroyer Program Going forward play into making that more technologically advanced navy but also one that obviously is prepared Going Forward to meet those agile requirements which you mentioned, as well those are two completely different questions. [laughter] well played. I would tell you with respect to the north atlantic and the resurgent russia challenge i dont know if i would agree that were vastly understaffed for that. In particular, the forces which is the g. I. Uk gap what youre talking about their we enjoy a window of superiority that is backed and evidencebased. Nato is addressing these challenges as well and i talk very often with both general and Clyde Johnson and thats a dynamic and responsive environment to this emerging threat in maritime domain and im pretty optimistic that is responding with agility. With respect to these combatants that you mentioned they have a big part in our future navy both the ocs Small Surface combatants would be to forget and also [inaudible] from a technological standpoint in moving forward but also it is operational employment standard. Weve done a lot to rationalize the program and each one of those platforms as lethal as we can and they will play important parts of the navy Going Forward. Each one has become more capable on delivery with fewer problems is overcoming for the engineering line issues and as we do with every Single Program we learn our way forward and with that agility part and each one of those platforms plays this role in the team. We dont need to make every ship do everything and thats consistent with our capability. We are out of time today but think the admiral for coming today and thank everyone in the audience for joining us today. [applause] [inaudible conversations] [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. Visit ncicap. Org] [captions Copyright National cable satellite corp. 2017] join us tonight for remarks by president trump. He will speak at the winter meeting at the trump hotel in washington, d. C. Live coverage at 8 00 p. M. Eastern here on cspan. Trump delivered a speech to Congressional Republicans during the annual retreat in west virginia. The president talk about policy goals for 2018 s4 as far as immigration reform. For mike president Vice President mike pence, during their winter meeting in washington, d. C. All that is within us. Why do we take a moment to do now . Right father, thank you for the way you provide for us and our nation. Each,
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