Executive Correspondence – Letter dtd 07/27/2005 to all BRAC Commissioners from Elton Gallegly Page: 4 of 37
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In contribution to the support of programs, both sites work together in a fully integrated
manner and are literally an inseparable team. At every level, management has been
flattened and the work fully distributed to the people best suited to perform it. In the flat
management chain, it is very common to find workers at one site reporting to a manager
at the other site. Modem electronic communications technology, including dedicated
fiber optic and microwave links and a network of video teleconference nodes, combined
with a regularly scheduled aircraft shuttle service, have been employed to tightly link
technical work. For example some electronic warfare and weapons laboratories are
connected by fiber optics and literally function as one across the two sites. The NAWC
WD infrastructure is transformational in that it adopted these methods more than 10 years
ago and has since refined them to achieve greater efficiency and effectiveness.
In 1998, as part of the Navy's shore establishment regionalization initiative, the Air
Station at Pt. Mugu was moved from NAVAIR control to the fleet. Additionally, in
2000, the Naval Air Station at Pt. Mugu was merged with the Construction Battalion
Center at Port Hueneme to create Naval Base Ventura County (NBVC). The effect at
NBVC was to eliminate duplicate base command and support functions at the two
proximate bases. That consolidation effort continues to this day. It is important to note
that NAWCWD Pt. Mugu and NSWC PHD exist today as technical tenant activities on
NBVC. There are dozens of other tenant activities on NBVC. However, the only ones
subject to BRAC 2005 realignment are NAWCWD and NSWC PHD.
The Proposed Technical Mega-Centers at China Lake in BRAC 2005
The proposed Weapons and Armament Center and the Sensors, Electronic Warfare, and
Electronics Center at China Lake will probably never exist in the final management
structure, even if all the BRAC realignments are put into law. In keeping with the CAO
management paradigm of NAVAIR those positions would be aligned into existing, or
perhaps some new competencies within the overall NAVAIR structure. In a world of
industrial funding for program work, management can ill afford to add additional
management layers to accommodate BRAC realignment rationale. The resulting
management structure will continue to employ people at multiple sites that do not close.
In the case of the Pt. Mugu realignment, from a management perspective, literally
nothing will be changed except the positions will physically relocate to China Lake under
a new mailing address and UIC. Unfortunately, most of the technical experts in their
specialties from NBVC will not move and fill those positions. The loss of intellectual
capital will be devastating for several years. If the positions are not relocated, they will
continue to support programs, through the CAO, and under the technical command of the
same flag officer, as they are today joined "at the hip" with their counterparts at China
In the case of the realignment of functions from NSWC PHD, there is a case for
consolidating a small part of that work under different systems commands. The weapons
management functions at PHD, which are not inextricable to their essential shipboard
weapons system integration work, probably could be more efficiently managed within
NAWCWD. However the people literally do not have to move to make that happen.
Here’s what’s next.
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Executive Correspondence – Letter dtd 07/27/2005 to all BRAC Commissioners from Elton Gallegly, letter, July 30, 2005; (digital.library.unt.edu/ark:/67531/metadc19141/m1/4/: accessed December 14, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.