What is coming down the pipe in naval and maritime technology?
Chuck Hill joins Matt to talk about design, use, and possibilities of naval corvettes, reflecting on the articles from 2013’s Corvette week. From definitions, to potential employment, to interdiction operations during Vietnam… this podcast runs the gamut. Please enjoy, Sea Control Episode 18: Naval Corvettes (download).
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Within the U.S. Navy, routing up correspondence seems fairly straightforward, but in the execution there always seems to be issues that make it anything but. In some commands, dozens of pieces of correspondence are routed per day, and in even the best commands, an occasional piece of correspondence tends to either get lost or misplaced. Conversely, if leaders aren’t accountable, correspondence may be held onto for longer than standard policy, contributing to a negative climate. Either way, it seems like locating correspondence is always a hot topic. One thing I’ve noticed, when managing an administrative department at sea, is that most of the e-mails, questions, and drop-ins we received were related to the tracking of correspondence.
There is no standard issued software to administer the routing of correspondence at sea, so we decided to create one with support from other members of the administrative department and the CMC. The software, called eCART (Electronic Correspondence and Routing Tracker), is used to track all correspondence that goes up through the ship’s office to the XO and/or CO.
Correspondence is still placed in a traditional folder with a routing slip, however, leaders now input the correspondence name into the eCART program for tracking. When it’s hand carried to the next person that it’s going up to, the user clicks a button in eCART to mark it as being “routed” to that next position in the chop chain. The program then automatically sends them an e-mail informing them they now have custody of that certain piece of correspondence. For ease of use, the e-mail contains a link that takes them to the eCART program, where they themselves can continue routing the correspondence up the chain.
When a user is routing up correspondence via eCART, they can add comments electronically. These comments, as well as the full chain of custody with dates and times, are seen both up and down the chop chain to increase transparency in the process. When there are new comments to be read, there will be an asterisk preceding the subject that alerts the user. The interface is very straightforward and is broken into two tabs – “My box” and “My Correspondence”.
“My box” displays all the pieces of correspondence that the user’s position has custody of. “My Correspondence” displays all the originating correspondence from that user whose routing is still in progress or marked as completed/returned. For personnel that wear more than one hat, they could switch back and forth between their positions in the program by selecting their role in a drop-down box (ie: OPS may be the Safety Officer, and STRIKE may be the Legal-O). This allows any number of authorized users (even a whole office) to control one box and all receive e-mail notifications. It also allows another authorized user to fill into a position as “acting”. Thus, the routing process can still function when someone goes on leave or TAD. Since having several users control a box could create a problem with accountability, the program always logs the specific person that takes any action.
Included is a complete administrator interface, which allows designated managers to add, modify, and deactivate users and positions. There is also an option that allows the user to skip all e-mail routing notifications, which may be useful for VIP positions like the XO and CO that receive many pieces of correspondence. However, for the XO and CO, who may not want to be bothered to use the program themselves, it is more likely for designated authorized users, such as members of the ship’s office, to go in and record a change every time correspondence is transferred in or out of their boxes.
The program is built entirely on Microsoft Access. One Access file (acting as the database) is put onto a hidden directory on the ship’s shared drive or exchange server. A second Access file containing the user interface on top of 850 lines of VBA scripting acts as the client and is also put on the shared drive or exchange server as read-only and distributed to users. The client calls and communicates with the Access database on the network, which allows it to serve as a de facto software and database package, supporting up to 50 users accessing it simultaneously. The database file can easily be saved, backed up, and even transferred between LANs by simply compressing it into a zip file. The program calls and interacts with Outlook e-mail through an appropriate reference, and automatically detects the Windows’ user and alias information, so it automatically logs in the appropriate user when opening the program.
eCART is a finished product that can be deployed at any command, but is specifically intended for commands at-sea. Initially, it may be hard for all leaders in a command to adopt this new process, but with proper training, and even the implementation of policies such as one that rejects any correspondence not logged in eCART, it can easily become second nature.
Zachary Howitt is a proud American, Naval Officer, and Tech Entrepreneur. He is a designated operations analysis subspecialist and has served in two warships forward-deployed to Yokosuka, Japan. His opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense, the U.S. Navy, or any command.
We thought we’d treat you to some light reading for Friday as many are finishing up their vacations or short work weeks.
In a piece in mid-December, our partner site NavalDrones detailed the U.S. Navy’s solicitation for an unmmaned aerial vehicle (UAV) that incorporates Magnetic Anomaly Detector (MAD) sensors. As the article notes, this capability is useful for finding submarines as it “detects changes in the earth’s magnetic field caused by a large metal object” such as yon u-boat. What is perhaps most interesting about the solicitation is that it calls for the UAVs to be expendable and launched from a P-8A Poseidon.
The concept of aerial motherhips is by no means new – one only need look back to the glory days of zeppelins with biplane detachments, or to the helicarrier in the recent movie The Avengers to get a sense of the breadth of idea. And the solicitation for the Poseidon doesn’t mark the first go at aircraft-launched UAVs:
In 2009, an expendable sonobuoy tube-launched UAV called Coyote was tested out a NOAA’s WP-3D Orion under an Office of Naval Research. A less successful small business grant was awarded to Lite Machines to modify its Voyeur UAV for sonochute launch.
Despite this, more attention is focused on surface and subsurface vessels playing the roles of motherships than aerial drone motherships. DARPA caused a stir earlier in 2013 by announcing the start of a UUV mothership program, named in a not-at-all-sinister fashion “Hydra,” that would be capable of launching embarked UAVs and UUVs, while Coastal Riverine Group-1 got the manned Coastal Command Boat UUV-launching mothership. Elsewhere, debate and intellectual energy is starting to explore the interplay of manned, unmanned, and autonomous aircraft and the tactical possibilities their combinations can provide.
Less attention has been paid to aerial motherships as the constant and exploring the pros and cons of using any of the following as variables:
1. The mission sets of the UAVs and how they would interact with other platforms.
2. Launching non-expendable UAVs.
3. Launching USVs or UUVs.
4. Motherships that are purpose-built (as opposed to ad-hoc such as the Poseidon).
5. Motherships that are themselves unmanned or autonomous.
6. Lighter-than-air (e.g. blimp) craft vs propeller or jet craft.
In many of these combinations the pros will be outweighed by the cons, but it’s possible there are some winning, creative combos worth discovering. An upcoming issue of USNI’s Proceedings and a week at CIMSEC will be dedicated to naval drones and drone tactics. In the latter I hope to explore these variables in more detail. As I’ve likely missed some salient points I look forward to incorporating your feedback.
LT Scott Cheney-Peters is a surface warfare officer in the U.S. Navy Reserve and the former editor of Surface Warfare magazine. He is the founding director and vice president of the Center for International Maritime Security (CIMSEC), a graduate of Georgetown University and the U.S. Naval War College, and a fellow with the Truman National Security Project.
The opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense or the U.S. Navy.
There’s been a big uproar lately about innovation in the Navy throughout message boards and the blogosphere – what is innovation, what it’s not, and what method Big Navy should be taking to jumpstart innovation among the fleet, if any at all. LT Jon Paris and LT Ben Kohlmann, both of whom are very involved in the conversation, had a great discussion about the topic on CIMSEC’s Sea Control Podcast, hosted by LT Matt Hipple. LT Paris followed up with an excellent blog post. While there are some contrasting views, it seems like one thing that’s agreed upon is that the deckplate innovation already occurring in the fleet sometimes doesn’t make it “up and out” or isn’t as publicized as it should be. In that capacity, LT Hipple, and some members from the CNO’s Rapid Innovation Cell, offered a challenge to start publishing examples of innovation in the fleet. I’ve decided to take this up head on in a series of “Innovation Files”.
Nearly every command has a “Plan of the Day” (POD) – a widely distributed one-page agenda with at least the current and following days’ schedule of events. Depending on the command, certain PODs are very long and many regularly contain dozens of events per day, some at overlapping times. Early on, I noticed a couple glaring inefficiencies particular to my command. First was the process – A yeoman would be specifically assigned to “do the POD” for the day, a duty rotated among the junior yeomen that nobody wanted. This task started by opening the previous day’s POD, changing the date, piling through various e-mails and files on the shared drive, and then writing the new daily schedule by hand. After an hour or two, it would get routed up to the ship secretary, personnel officer, admin officer, training officer, operations department, various department heads, command master chief (CMC), and some others before finally getting to the XO. Every position in the chop chain had their own changes and events to add, and it required the yeoman to literally go around the ship looking for each of these people, and then going back and correcting the changes for each correction or addition. It wasn’t uncommon to print in excess of 15 POD drafts before the final revision. As you can imagine, POD duties were an all-day event, and since the POD needed to be finalized and signed by the next day, it kept everybody around well into the evening.
After much thought, the XO, personnel officer, and I agreed on a plan to create a public calendar on Microsoft Outlook to streamline the POD process. However, PODs have a very specific format, and Outlook can print nothing close to the format. For example, asterisks had to be next to times if the event was to be announced on the 1MC, events had to be in bold lettering if the CO was attending, and everything had to fit on the page in two neat columns. It wasn’t as simple as hand-copying every single event into the old POD format though; the daily schedule constantly changed throughout the day, and there was no process in place to ensure if any late additions or modifications in Outlook were included in the POD. This, along with other human errors, severely complicated the process, and made it essentially as inefficient as the old method. If only there was a better way!
Introduce the automated POD (autoPOD). We decided to devise a macro app on top of Microsoft Publisher, a computer publishing tool, to automatically translate events on Outlook into the same easy POD format everyone was used to seeing. Macros are essentially programs, coded in easy-to-learn VBA (Visual Basic for Applications), that are built on top of application documents (in this case Publisher’s and Outlook’s) meant to automate tasks within these programs. Because of this attribute, it gets around IT policy requirements, which prohibit the introduction of specific executable programs not pre-approved by SPAWAR. Microsoft Publisher was chosen over Word because it’s specifically designed to manipulate documents with multiple dynamic text boxes. Through an appropriate script reference, the app asks the user permission to reach out to any designated public Outlook calendar. Then all the user has to do is click one button, and it automatically inserts the daily schedule into the POD publication – complete with dates, events, headers, etc. The layout is easily manipulated by different codes inputted into the appointment screen on Outlook. For example, for an event to appear “bold”, which indicates the CO is attending, an actual Outlook invitation for that appointment is sent to the CO, which is then designated on the user interface with a specific user name.
Along with events, the app supports all sorts of informational headers put in by different users through Outlook tags – for example, the operations officer puts in the appropriate command duty officers and duty sections, and the quartermasters put in sunrise and sunset times into Outlook. The app supports time structures displayed as “All Day” or “TBD”, and all types of recurring events. Different permissions (ie: read only, add, or modify/delete) can be granted to different users to modify the Outlook Calendar, and the program is set up for an administrator to view when and who is putting in the events, so it’s not possible to sneak a last minute evolution for the next day without the XO and CMC knowing.
AutoPOD was eventually customized for several other tasks. By request, we built an automated Plan of the Week (POW) 10-day printable outlook on top of Microsoft Excel for the Planning Board for Training (PB4T), which mimics the POD format each day, for planning purposes. Other ships had a weekly or monthly outlook summary with important events listed on the back of their POD, and autoPOD was customized for these commands as well, using the “priority” attribute to determine if the item should be displayed on a weekly summary. We have continuously refined AutoPOD to accommodate every ships’ POD format, meaning there will be little, if any, visible change to the Sailor. For example, there are options to 
modify the font, size, and width for the time and subject columns. Additionally, it’s designed to be plug-and-play – all contained in one publisher file – so it can be used immediately and without any complicated installation procedures. Detailed documentation is provided on how to install the program and manipulate the schedule via Outlook.
It is worth noting that the initial concept of autoPOD was not received well in its early stages. For example, the yeomen were used to a certain way of doing things, and didn’t want to move over from Word to Publisher. Despite comprehensive training, some department heads and department lead chief petty officers continued to send e-mails to admin with their events, instead of deconflicting and scheduling it themselves in Outlook. However, after much dedication and patience, everyone slowly acclimated. The new system is now second nature, and it’s hard to think of how life even functioned in the past.
To date, autoPOD has been distributed to over a dozen ships, across several waterfronts. It has undoubtedly made the POD process less frustrating, and has saved countless manhours and time, from the junior yeoman who can produce a POD in minutes, to the XO who no longer has to micromanage the process. Unfortunately, we recently hit a bump in the road when asked to set up the app on a ship that finished an extensive shipwide IT refresh known as a Consolidated Afloat Networks and Enterprise Services (CANES) installation. At the time, CANES strictly restricted ships from creating and using shared calendars, along with other security settings that prevented the app from working properly. A workaround is in progress, but it illustrates a point that has been brought up in the recent discussions – many Navy policies and procedures are around for valid reasons, but often come at the expense of productivity and innovation. It’s essential to collaborate between the fleet and appropriate project managers / designers / policymakers to figure out an optimal mix.
Zachary Howitt is a proud American, Naval Officer, and Tech Entrepreneur. He is a designated operations analysis subspecialist and has served in two warships forward-deployed to Yokosuka, Japan. His opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense, the U.S. Navy, or any command.
