♪ >> this week on "defense news," a look at the cyber workforce 770-milearmy, and the march on the one-year anniversary of a fatal black hawk crash off the coast of lorna -- of florida. ♪ welcome to "defense news." here's a look at this week's top headlines -- the russian fighter jets fly by of a u.s. navy destroyer was definitely provocative it does not amount to a threat according to a retired navy officer. the writers flew within 1000 eight of the ship, one coming as close as

u.s. officials called simulated attacks. the joint flight tactical vehicle will not reach operational capability on time. officials take execution of the program to build a humvee replacement was disrupted by lockheed cost protest -- lockheed's protest. the provider of a majority of 's to the air force is developing a next generation rocket that will be able to refuel in space. the ceo of the company says this opens the door to in-orbital assembly another complex space operation, a different approach ,or most aerospace companies including spacex, which is spaced on using the first rocket. admiral john richardson talked to "military times those quote reporter david larder about rebuilding should priorities, and managing the length of employment. >>

so much for joining us. you have been outspoken about wanting sailors to learn things faster and make changes to existing processes. how do you do that in an organization that by design has a lot of red tape and procedure to be followed? >> first, i think we need to learn faster because our environment is moving very fast right now. i think it'sup, critical to our effectiveness that we can keep up with the pace of the environment. veryearning part is also important so that we are continuously improving. my approach to this is certainly, while we want the navy to learn faster, really, this can be approached in every workspace, every division in the navy, so we hope to provide a model where every

chief petty officer, every department head can take their team and approach their business in a way that is always introspective in terms of we did this and achieved this result, so how can we go about it next time we have to do this ? d do it better the final thing is how we share lessons we have no it's not just our team that gets better but navy other team across the gets better. the approach is very scalable. cutirtue of doing this, you right through any kind of bureaucracy. you get right to measuring performance against a prediction , and then figuring out how you can do better next time by figuring out the difference between what you want to do and what you did. been a couple of high-profile setbacks with major engineering casualties in or work -- in fort worth

and milwaukee. what is the way forward for the program? >> you are right. there have in setbacks. by a large, consistent with any kind of new program of this type and capacity. there have also been a number of successes in the program as well, so very important to keep . balanced approach i just commissioned a study to take a look at what is the best way going forward. we had this idea of the lcs where we put it on the drawing board, and then we built and deployed these ships. we has mission modules out there operating. we have learned a tremendous amount i virtue of getting this program up at sea and deployed. i want to make sure that going forward, we -- going back to this learning faster thing, we learn here as well. what lessons have we

? at can we incorporate this is kind of a quick study. i did not want this dragging on forever. i look forward to them bringing me back to results in terms of how we can go forward. as you know, we are going to get to a frigate, and that will be a lethal, much more survivable platform than the current manifestation. these improvements are already starting to manifest them selves. we want to make sure we do not miss an opportunity. the 2030's, we are looking to drop about 41 attack votes, and demand keeps going up. are you looking at rebuilding your priority to meet the growing demand we are hearing ? om europe and asia >> you made a great point. it's kind of the world security environment that is changing and creating possibly a greater

capabilities and others. a lot of people focus in on one or another capability, but overall, we are entering an era where demand for the navy i think will go up in many areas. to address your specific question with respect to attack submarines and the rest of the fleet, this year, we are embarked on another assessment, which really does a derivation of what the navy should look like to meet the security challenges that we can predict for the future. that will determine, i think, attacky the appropriate force submarine level, but also amphibious force level -- the rest of the navy as well. you really have to appreciate the comprehensive whole so that the navy delivers capability the nation expects. lengthsyment

gotten very long. i'm wondering how moving forward you can maintain the seven-month level you have set. >> the first part is just to get the planning to the seven-month level. step one, plan for seven months, and that is done. at the end of this fiscal year, we should have no ships that are planned for deployment lengths longer than seven months. -- weeven-month length think that that is a sustainable link -- length. our people, which is the most important thing -- they can handle a seven-month deployment length, given that they have time back with their families to recharge. that is sustainable. first step is to plan for seven months. next step is to execute the plan, which includes maintenance, training and certification, and finally, deployment. ex

make sure you stay on the plan. finally, we've got to realize -- and i think we all do -- that we are not alone in this. this plan, we've got the world gets a vote, as they say. we've got to make sure that if conditions require, that we can depart from that plan if we need to, but always with a mind of how we recover that plan, go back to the sustainable rate of seven-month deployments. >> coming up, the interview with army cyber chief colonel. you are watching "defense news." i knew it could rough in there, but how rough? there was no way to know for sure. hey guys.... daddy, it's pink!

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of the biggest challenges in combating cyber threats is building a skilled workforce. joining me today to talk about the chief of army cyber space and information division. thank you for joining us today. >> thanks for having me on the show. >> the commander of the army cyber command recently said that his teams are not offense or defense, they are cyber teams. how does that shape your recruitment and training? >> that is right -- walls are coming down. to do this, we need to look at having technically agile, communicative teams so you are in front of that. that is why that sharing is so important, but we really have to look hard at recruiting people and giving

incentives. we are doing that now for our soldiers. we have incentive pay already in place. we are also looking at other opportunities. we have 15 to 30 spots available. we have eight army cyber scholarships available and also multiple offers so they can maintain diversity and move back .nd forth meanwhile, we are also working as well with the civilian sector to develop their skills as well. >> absolutely. putarmy last year kind of up a help wanted sign for qualified junior enlisted soldiers to enroll in a military operational specialty aimed at cyber operations. you kind of response have gotten to that? >> the response has been overwhelming. the first time we did that, we had over 1000 applicants from ultimately 380 positions. it was so broad

some of the officers and did a second and third round to make sure we got through all the packets. now that we have done that, the officer corps is about complete, almost 100%. we have done about 100 rotations with the same process. we are also working on warrant officers for now. we continue to work through that, and then we will move through the second a's where we will integrate the functional area. we see that cyber electric activities are really the way that the space operates, and we need to be able to do both. >> absolutely. i understand the person will also need to go through a certification process. can you tell me a little bit about what initial training and certification process looks like, and what are your key priorities?

war-fighting platforms. cyberspace is a form of maneuver. it is not static. it is not just reactive. you have to be out there in the space doing what you can to shape it. you have to be proactive as well as reactive. we look at the training, we start off with individual training. we look at collective training and certify each team. they have a tech team which does penetration testing. all the subcomponents come together in a larger exercise to validate their collective training as a team so that everybody can work together. as people cycle in and out of the orni

and recertify them. >> sounds comprehensive. talk to me about where you are in terms of the progress of meeting your goal. >> the army is doing well, and we are doing -- we are building so that the army can function as well in cyberspace and support our land warriors. right now, we have 36 of the 41 active component teams, which are directed by the department of defense. fully them will be operational capable by the end of fiscal year 2018, and we continue to make progress along that. we also are building 21 reserve component teams.

we are looking at them hard to help them out. >> thank you so much for joining us. we very much appreciate it. when we return, we will be back with the former assistant secretary of defense for logistics

>> welcome back. the assistant secretary of defense for the just and material readiness recently stepped down to leave the professional serving -- professional services readiness counsel. i sat down with him recently and asked about the impact of pentagon budget cuts. >> there's two levels. one of the strengths of dod is its ability to do a fiscally disciplined long-term program, that is to lay out how the department is going s

budget process when you do not know how much you will get, it essentially undermines that and makes it impossible to do. this means you are managing year-to-year or even half year to half year. the impact is enormous, especially on things like a readiness and maintenance. >> is the fallout still being held today? >> it's a little bit less today, thanks to the bipartisan budget agreement of last november. that gives dod some stability, and the federal government, really. the stability for fiscal year 2016, which we are in the middle of now -- more predictability for fiscal year 2017, although we have to see if congress will stick with the agreement. beyond that, fiscal year 2018, that uncertainty all comes back. year 2018 budgets are being built right now and being built potentially to two different numrs

theamount -- essentially, budget control cap would put back into place. that kind of gap in planning makes it almost impossible to do reasonably good, disciplined planning. >> at the same time, we have a new administration coming in in the process. the purse strings are controlled by congress, but what kind of impact does a new administration have? >> they have to put their own amended to together. they are doing that awfully late in the process, in theory, under a normal year, the budget would be submitted in february, but the new administration will not even take office until january 20. it will take longer than two weeks to put the budget together, so it will not arrive at congress until later in the process. at the same time, you may have a new congress. will be behind schedule almost from the

happen fast, but congress does not always seem to function like that, not these days anyway. >> they are on their own schedule. were at the pentagon, were there any goals you were unable to achieve in the time you were there? >> one thing you know if you are a political appointee in the defense department or anywhere in the federal government is real change will take longer than the amount of time you are in that position. january 20 is always on the calendar, and you know that a new president will be coming in. you do not know who it will be, but you know a new president will be coming in, so you have to prepare yourself for the reality that real change takes longer than the amount of time you will be there, so you have to set in place those processes you will --s, if pick the champions in the career workforce, in the military if you

forward. one of the things i focused most on is increasing the visibility of and the control of sustained cost. 70% of the cost of any product we buy tents to be in the sustainment of it after we had fielded the weapons system or truck or whatever it is. oftentimes, the best place to control those costs is at the front end but you do not see the benefits until the backend. obviously, i did not finish while i was there, but i think i had the elements in place. i have known the undersecretary for the last 11 years, since the position was created. he is the one who understood the importance of sustainment and logistics instinctively, and he reinforced that in all of us. >> so much about sustainment involves modernization. i know that was a challenge in terms of budget cuts. are we seeing those runs -- those funds loosen up a little bit? >> they are looseni

none of it is at the volume that actually meets requirements. of theare now ceo professional services council, leading organization in terms of contractors, those wanting to do business with the federal government defense. what attracted you to that role? >> first of all, this is an opportunity that does not come along very often. the professional services council has had stable leadership over the decades and has grown a lot. it's not the kind of opportunity that comes along very often. it is a critical association in that it is both advocating for the capability for a better government contracting process and for the ability of contractors who want to bid on and win and perform those contracts to be able to do well at it. relates quite a bit to

>> an awful lot of analysis and what it does for the government to understand and take advantage of information that contractors have to offer, to define requirements well enough so that we have a way of evaluating and awarding and performing on contracts to meet those requirements. this is tough work, very hard work, not the kind of work you are ever done, either. it is always going on, as you well know. >> one thing i know that is interesting, front and center in terms of advocating for is innovation in government. it is a difficult -- it's easy to say that government needs to innovate, but what are the challenges in terms of that happening? >> a couple of real challenges i think the government will have to come to grips with better than i have up to now. much of our government model is built on an old history that says

the government spends its money. if it's nasa or dod or homeland security. in theinvesting government. that is not necessarily the right model anymore. the ability to recognize the value of innovation that is indented somewhere else, and then incorporate that. we saw time and time again where a new technology, a new process may have then developed. it is difficult to create the requirement because you did not know it could be done. we have your you and how the government things about innovation from the outside, and all of our members will stand to gain as the government learns how to do that. >> this

week, a personal finance what is needed to gain financial literacy. >> the basics of the military were taught in boot camp. it's only -- if only the basics of finance were taught in every school curriculum, that would be great. only 17 states require personal finance training for high schoolers, so it's really up to parents to make sure kids learn how their current spending habits can affect their future financial success. you can help them build a solid financial foundation by giving --m the three money basics how to create a budget, how to make saving a priority, and showing them the tools currently available to become better money managers. creating a budget can be done easily online or by using mobile banking apps. to make saving a priority, especially if your child is working, means telling them to pay themselves first. the best and most automatic tool is direct deposit to a savings

learning about savings and interest rates. once they have the basics down, you can move onto building credit and using loans. today's teens and young adults are growing up in a complex world. do them a world of good by running them through a financial boot camp of their own so that they, too, can be financially at the ready. >> thanks very much. we will see you next week. when we return, a 700 heavenly-mile rock march to honor fallen soldiers -- 300 me and the guys walked into this you woulda thought from the name it was gonna be packed with sailors. so i immediately picked out the biggest guy in there. and i walked straight up to him. now he looks me square in the eye, and, i swear he says, "welcome to navy federal credit union." whoa friendly alert! i got a great auto rate outta that guy. now i have a wonderful hybrid. slate blue. crème interior. he was so nice! open to the armed forces and their families for over 80 years. navy federal credit union.

>> last month, a group of army ruckers walked to deliver a very special paddle that survived a helicopter crash that killed seven marine raiders. military times has the story. >> honoring seven marine raiders who died last year in a helicopter crash. >> the hardest part is probably the mental part.

where you just want to stop. >> they marched from the crash the raidersida to headquarters in north carolina. this paddle survived the crash and with the help of support volunteers, the 19 marched to take the paddle home to hotel company. along the way, they told stories of the raiders they lost. >> taking this time to really focus and tell everybody about their story. >> we miss them all a lot. what better way to show them actually doing something about it? >> it makes you feel good when you see a school bus of children , or you see preschool kids on the side of the road. it is just fulfilling. >> i never expected to get this big.

behind seven children and six women who were friends before the crash and have since grown even closer. >> it's just good to see another , and it's good to know that there is somebody else there that is going through and understands what you are going through. here we are, less than a mile away. , but myever been sorer heart has never been fuller. >> after raising money for the foundation, they made it home, and the ruckers learned a little bit from life on the road. >> you just know that life keeps going on and you just moving forward. that's all you can do. >> thanks for watching. visit us at defensenews.com for continual coverage of national and international

have a great week.

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