Mr. Speaker, I rise proudly today to honor Vice Admiral Kevin M. McCoy, United States Navy, who is retiring after more than 34 years of faithful service to our nation, culminating in his service as the 42nd Commander of the Naval Sea…
Mr. Speaker, I rise proudly today to honor Vice Admiral Kevin M. McCoy, United States Navy, who is retiring after more than 34 years of faithful service to our nation, culminating in his service as the 42nd Commander of the Naval Sea Systems Command, NAVSEA.
A graduate of the State University of New York at Stony Brook, Vice Admiral McCoy held several key leadership positions over the course of his distinguished career, including the NAVSEA Deputy Commander for Ship Design Integration and Engineering, NAVSEA Deputy Commander for Industrial Operations, and the 80th Commander of the Portsmouth Naval Shipyard in New Hampshire. He also served aboard USS Daniel Webster, USS L.Y. Spear, and at the naval shipyards at Mare Island, California; Charleston, South Carolina; Puget Sound, Washington; Norfolk, Virginia and Portsmouth, New Hampshire.
Vice Admiral McCoy's initiative, vision and wise counsel were of extraordinary value to the Department of the Navy during a period of significant change and challenge. Leading the Navy's largest Echelon II Command, he oversaw more than 60,000 civil service and military personnel at 38 major shore locations nationwide and an annual budget of more than $30 billion.
A leader in the acquisition community, McCoy stewarded NAVSEA's associated Program Executive Offices through the design, contracting, construction, testing, and delivery of the San Antonio-class Amphibious Transport Dock program, the Virginia-class submarine program, the Freedom-class Littoral Combat Ship program, the Lewis and Clark-class Dry Cargo Ammunition program, the Mobile Landing Platform program, the Joint High Speed Vessel program, the Zumwalt-class DDG 1000 program, the Gerald R. Ford-class Next Generation Carrier program and the USS George H.W. Bush. Vice Admiral McCoy was integral to successfully transitioning the Littoral Combat Ship from concept to first deployment in a fraction of the time required for earlier ship classes.
Most notably, he was the driving force behind significant improvements in performance across the shipbuilding industrial base, the execution of maintenance and modernization in both public and private shipyards, process changes to improve the overall readiness of the Fleet, innovative business practices to garner savings for Navy leadership to reinvest in high priority requirements and human capital strategies designed to continue the development of the future workforce.
Under his leadership, the naval shipyard community experienced the highest workload faced by the four Naval Shipyards in two decades, resulting in the execution of 72 major depot-level availabilities, 8 submarine refueling overhauls and an additional 31 minor maintenance periods all supported by a $15.2 billion operating budget. Vice Admiral McCoy's leadership and focus was directly responsible for the successful execution and completion of the bow wave of submarine depot maintenance work begun ten years earlier resulting from an overlap in the life cycle maintenance plan of submarine refueling and depot maintenance work. The annual rate of submarine days lost due to depot availability delays at Naval Shipyards dropped during this period to an all time low of 205 days--the lowest value ever achieved. Compared to historic averages in the 900-plus day range, this is the equivalent of providing the fleet with an additional two submarines for their use every year.
However, his acheivements did not stop there. Vice Admiral McCoy led a number of wide-sweeping improvements to ensure that our surface and submarine fleets can reach their expected service lives. For example, he led a series of initiatives to increase support and improve maintenance practices across ship classes, while also modernizing the fleet to keep pace with mission requirements. Vice Admiral McCoy was also the driving factor within the Navy to improve surface ship material readiness. He developed an end-to-end surface maintenance, modernization, and sustainment process to better ensure readiness and meet service life and total ownership costs. This process led to the development of the Surface Ship Maintenance Engineering Planning Program, SURFMEPP, which re-established surface ship maintenance requirements similar to those used by carrier and submarine communities, and the reconstitution of the Regional Maintenance Centers. He also spearheaded the stand up of Surface Team One, which brought together maintenance and modernization stakeholders, operating as a single community, to measure surface fleet materiel readiness. Similarly for submarines, Submarine Team One was chartered to develop, champion, and improve cross-organizational processes for the planning and execution of submarine depot availabilities and provide a structure for the management and long term systematic improvement of cost, schedule, and quality performance.
The cornerstones of Vice Admiral McCoy's corporate operations were sound corporate strategy, mission focus, a dedicated attention to detail, and a devoted commitment to meet fiscal and technical goals. Demonstrating a consistent drive to streamline the organization, he instituted a process for services contracting reviews that ensures constant vigilance of contracting and respect for the tax dollars that fund it. This process is now in use across the Navy. Additionally, through his efforts as the NAVSEA commander, his organization has offered the Navy more than $2.7 billion in Future Year Defense Program savings in response to calls for cost reduction through Total Ownership Cost reduction projects and corporate efficiencies.
As important as his achievements in the shipbuilding maintenance area, Vice Admiral McCoy also took a leading role in the Wounded Warrior Program to offer education counseling, internships, apprenticeships and employment to injured veterans culminated in the hiring of more than 1,500 Wounded Warriors in the NAVSEA enterprise-- the largest single-organization Wounded Warrior hiring effort in the nation. Under his leadership, NAVSEA was recognized as a Top 50 Employer Award winner four times.
Mr. Speaker, as a member of the House Armed Services Committee, I have been fortunate to work closely with Vice Admiral McCoy both at many appearances before the committee, and working with him and his great staff directly to address workload shortfalls in our submarine maintenance programs. He has consistently been accessible, thoughtful and forthright, and I am grateful for all his assistance. With his retirement, our Navy--and our nation--will lose a tremendous leader and friend both to our men and women in uniform and our defense industrial base. I am sure though that he will write a new, interesting chapter in his life of amazing service to our nation. I thank him and his family for his honorable service in the United States Navy and ask my colleagues to join me in wishing him ``fair winds and following seas'' as he concludes a distinguished naval career.