Key West Visits Subic Bay during Western Pacific Deployment

By Lt. j.g. David Oh, USS Key West Public Affairs

SUBIC BAY, Philippines (NNS) -- The Los Angeles-class fast-attack submarine USS Key West (SSN 722) arrived in Subic Bay for a visit as part of its deployment to the Western Pacific, Nov. 4.

"I'm incredibly proud of the crew and what we've accomplished over the past couple of months," said Cmdr. John Thompson, Key West's commanding officer. "Their hard work to prepare for deployment was validated through a very successful execution. Now we have a new mission at hand - to represent the United States while enjoying the sights and experiences that the Philippines has to offer."

Master Chief Electronics Technician Eric Baker, chief of the boat aboard Key West, expressed similar sentiments.

"This has been a very busy year for Key West and these men have worked very hard," said Baker. "They are ready for this well-deserved port visit after a successful deployment and are eager to explore and take in the culture and sights of Subic Bay."

After more than a month at sea, the crew of Key West was very much looking forward to its first stop in Subic Bay.

Electronics Technician 3rd Class Zachary Cenit looked forward to reconnect with his family.

"I haven't seen my relatives in four years," said Cenit. "I can't wait to see them and eat and celebrate together."

Other Sailors, such as Electronics Technician 1st Class Joel Ignalla were just eager to return home.

"I was raised in San Pedro Laguna until I was 14," said Ignalla. "For me, the Philippines represent my childhood."

"I've heard a lot of great things about Subic Bay," said Sonar Technician 1st Class Robert Hatton. "I'm excited for the diving, especially the wrecks regarding our shared history between the United States and the Philippines."

A second-flight 688 submarine, Key West is outfitted with four MK 67 torpedo tubes and 12 Tomahawk cruise missile vertical launch tubes. The 360-foot, 6,900-ton vessel remains one of the stealthiest, most formidable submarines in the world. Key West is able to conduct anti-submarine warfare, anti-surface ship warfare, strike warfare, and intelligence, surveillance and reconnaissance.

Securing the future by Bending the Cost Curve

Secretary of the Air Force Public Affairs / Published November 03, 2015

WASHINGTON (AFNS) -- Bending the Cost Curve, one of the 13 Make Every Dollar Count cost initiatives launched by the Air Force, includes a growing and evolving set of more than 20 acquisition reform activities. These activities are focused on finding ways the Air Force can be more effective at how it spends money to get better capabilities to the warfighter faster.

“BTCC is coming up with ideas with industry, then going out and trying those ideas to see if we can actually drive down cost, increase capability and get it delivered faster,” said Dr. Camron Gorguinpour, the director of the Air Force Transformational Innovation Office, Air Force Office of Acquisitions. “Everything we do with BTCC is in collaboration with industry. (They are) a big part of the solution, so working closely with them helps us come up with better ideas of things that we should be doing.”

One program, Open Systems Acquisition, has reached a level of success. The concept is to move Air Force weapons systems toward a more open architecture, allowing traditional and non-traditional industry partners more flexibility for future improvements.

“Basically, OSA is a plug and play type of model. You have a system that anyone can understand and plug into if they develop a product that complies within certain requirements,” Gorguinpour said. “That way one company can create a system, but down the road, when you need a new capability, another company can create the new part and it can be changed out without a huge contracting action.

“This new open architecture environment will allow us to rapidly change out capabilities, to compete to a very broad segment of industry and be able to build on certain designs rather than having just one fixed product.”

As part of this program, the Air Force Research Laboratory created its own acquisition vehicle tailored to the new OSA model. With this new system, it will take only three weeks from the time companies demonstrate their capabilities to the time the winner is funded and doing work.

“This is getting us closer to the point of where you can acquire at the pace of global innovation,” Gorguinpour said. “There is definitely a lot more work to be done to smooth out the process for everyone to use, but we are getting it closer to being a reality.”

Thinking outside of the box and in the spirit of innovation, the Air Force launched the largest cash prizes ever conducted by one of the military services called Air Force Prize -- worth $2 million to the entity that can produce a lightweight, mid-sized turbine engine.

“Turbine engines are important, especially if it can be installed into a smaller vehicle, the engine can double the fuel efficiency and improve the lifecycle cost,” Gorguinpour said. “The opportunity to win the cash prize started in May and companies will have two years to provide a product.”

Also included in BTCC is the Cost Capability Analysis program that would create better transparency by providing more awareness of Air Force requirements to industry to reduce the costs and development times for Air Force systems.

“When buying something as simple as a computer, you can see where a small increase of speed or memory is going to dramatically increase the cost,” Gorguinpour said. “So you need to find the optimal setting for your requirement. Because of BTCC, the Air Force is working with industry early in the acquisition process to refine what the requirements should be.”

The Air Force is looking to provide more tools to help navigate the complex acquisition process with AQ Prime, a beta website powered by a learning computer with the knowledge of the federal acquisition regulation. This website will serve as a resource for businesses not used to working with the military, as well as the public, an easy way to understand the complex government regulation.

“Even if we do the best job at streamlining bureaucracy, the fact is that it is going to be complicated because the work we do is incredibly complex,” Gorguinpour said. “We not only need to streamline the process, but also give people the right tools to navigate this better.”

BTCC activities will continue to improve the internal Air Force acquisition process, enhance interactions with industry throughout the acquisition lifecycle, and expand competition among traditional and non-traditional industry partners.

Face of Defense: Airman Balances Work, Off-Duty Activities

By Air Force Airman 1st Class James L. Miller, 28th Bomb Wing DoD News Features, Defense Media Activity

ELLSWORTH AIR FORCE BASE, S.D., November 4, 2015 — The echoes of a dribbling basketball bounce around the walls of the gym, then stop. He puts up the shot and cashes in the three.

Basketball is one of the many activities that Air Force Airman 1st Class Matt Hinson, a financial customer service technician with the 28th Comptroller Squadron, participates in as a way to relax after work.

"My job consists of a range of tasks, from helping someone fix issues with their paycheck and answering questions about their leave and earnings statement, to assisting with travel questions and everything in between," Hinson said.

Occasionally, “everything in between” involves staying late to complete various tasks.

"We deal with a lot of different things," said Air Force Airman 1st Class Fabian Miranda-Corpuz, 28th CPTS budget analyst. "But our work load increases during 'Closeout', which is the closing of the fiscal year."

Closeout season is when all the money from the annual budget needs to be spent before it is no longer available.

During the beginning of September, all expenditures must be approved by the base commander. It takes quick communication and extra man hours to ensure all funds are used before the end of the fiscal year without overspending.

"Sometimes we leave work on time and sometimes we stay two or three hours after closing," Miranda-Corpuz said. "We work until the job gets done."

Focused on Customer Service

Whether Hinson is helping customers while on cashier duty, assisting with in-processing new airmen to the base, explaining bonuses or staying late to complete a task, he isn't satisfied unless the customer leaves happy.

"I'm part of a chain, where if I don't do my job right, it affects multiple people down the line -- including the customer -- and that is more trouble and work for everyone," Hinson said. "The best part of my job is the feeling I get knowing I helped someone out and seeing how appreciative they are when they leave."

When he is not behind the counter helping customers, he is out either playing sports or exploring the Black Hills area.

"Basketball is my favorite sport," Hinson said. "But I'll play anything and everything if it means getting out and having fun."

Sports have always been a way for airmen to forget about work and relieve their stress by being physically active.

"At times my job can be mentally exhausting," Hinson said. "So being able to be physically active and release that stress really helps to clear my mind and regroup for the next day."

Hinson added that being stationed at Ellsworth has given him opportunities to explore a region he wouldn't have explored otherwise.

"There are so many outdoor activities to do here," Hinson said. "I especially like hiking -- not only is it a great way to see all the beauty that South Dakota has to offer, but its free, making it a great way to spend time with friends."

Overall, Hinson explained that he enjoys his job and is thankful that even though sometimes it can be stressful, he is able to unwind and regroup with sports, outdoor activities and friends.

"I'm glad the Air Force has given me so many opportunities," Hinson said. "I do my job well and they take care of me -- It is like being on a team; you take care of one other."