Military

The Commander of the Pacific Submarine Force has responsibility for more than 11,000 people, including more than 40 submarine crews and their families. From early in his tour, RADM Konetzni has emphasized three themes in defining the goals and focusing the effort of each member of the SUBPAC command: efficiency, engagement, and people. 

Efficiency - Doing Too Much with Too Little 

After a decade of drawing down, the Submarine Force in 1998 was well along in decommissioning a quarter of its attack submarines, and it became clear that "doing more with less" was going to be a way of life. The numbers told the story. Deployed operational tempo (OPTEMPO), personnel tempo (PERSTEMPO), and reactor core usage were all increasing and threatening to undermine the long-term viability of the force. The time between six-month deployments was shrinking - resulting in fewer and increasingly more stressful in-port periods, as well as sub-optimum maintenance for deployed submarines. Additionally, important missions went unsatisfied because there simply were not enough boats for the taskings. As the admiral put it, "We worked really, really hard to squeeze every drop of efficiency out of the force. But eventually it became like rearranging deck chairs on the Titanic. There was no way we could reconcile having too few attack subs and too many missions. But we did gain some savings from initiatives within our control." 

The COMSUBPAC staff quickly devised and implemented a plan to use the ships at hand more efficiently; they started with the ships' schedules. "He certainly challenged some old-school thoughts on how to employ and train submarines and their crews," said CDR Tom Bayley, COMSUBPAC Force Operations Officer. Deployed submarines were assigned mini-AORs (Areas of Responsibility) so that missions, port visits, and support taskings would be concentrated within one relatively localized area. Concurrent training during exercises optimized the use of underway time, and SSBNs began to serve in "attack" roles while they were already underway. One controversial initiative was to homeport as many as three attack submarines in Guam to increase the number of operating days available. "I can tell you that not all of these innovations were popular with everyone, but they helped relieve some of the burden felt by the guys on the tip of the spear," said Capt. Stan Mack, the COMSUBPAC Deputy Chief of Staff for Strategic Systems. 

(above) The Guam-based submarine tender USS Frank Cable (AS-40) returns to her home port. Photo by ET3 David Wilson	(above) two sailors enjoy swim call on USS Georgia (SSBN-729) off Lanai, Hawaii. Warren noted, "I really enjoyed the swim call. The barbecue topside, the fresh air, and swimming were awesome."

For submarines between deployments, Konetzni and his staff reduced demands on the crews during the Inter-Deployment Training Cycle. Some inspections were consolidated, while others were deleted; hard-pressed engineering departments were better manned; in-port duty section rotations were improved; training was transferred off-ship so crews could concentrate without distraction; and an eight-hour in-port work day was encouraged, with a half-day off during the work week. 

"It wasn't easy - we placed a significant amount of pressure on the Commanding Officers, Execs, and COBs," said the admiral. "We told them they had to plan harder and be as efficient as possible with each person and every second. For far too long we had fallen into the mentality that Sailors' time and lives took a back seat to demands of the ship. It was painfully clear to me - and anyone who saw the data - that we didn't have a choice. We had to get those boys some relief."

Engagement - With the Public, the Fleet, and the Allies 

The second leg of the COMSUBPAC triad of themes has been engagement. RADM Konetzni has strongly encouraged submariners to engage allies, the public, other services, and especially other communities within the Navy. "As a force, we have been way too closed-off - by our own choice. I truly believe we are doing ourselves a disservice when we don't reach out to those that could benefit from understanding our contribution," he said. As his staff addressed efficiency issues, the admiral himself took a strong lead in educating the American public about the current status of the Submarine Force. In a departure from traditions that had earned the community a reputation as "The Silent Service," Konetzni routinely entertained the media and gave frank, open interviews. He challenged his Commanding Officers to engage the public as well and to offer their unique insight. "I saw mission numbers creeping up when I was in Japan [as COMSUBGRU SEVEN], and then it really hit me when I got here. There really was a disparity between the dwindling number of attack submarines available and increased tasking by the national leadership. It struck me that most people didn't have the same perspective that I had here in my position," he said. 

In the spring of 1999, the USS Hawkbill (SSN-666) rose to the challenge on her final deployment for the fifth Science Ice Expedition dedicated to scientific research in the Arctic. In supporting an ice camp for civilian scientists, Hawkbill's crew attracted unprecedented media coverage to what would normally have been a quiet final mission. Among other outlets, CNN, National Geographic, The Christian Science Monitor, and ABC News covered the boat's important effort for Arctic science. "I thought that was a huge, huge milestone for us as an organization, because it showed all the other crews that it's okay to go out there and engage the public - and that they have a great deal to be proud of," said Konetzni. 

Another aspect of the "message" has been COMSUBPAC's position against the premature scrapping of Los Angeles-class attack submarines with significant hull life remaining. "There are three basic ways to get the numbers all the rigorous, analytical studies have indicated we need. First, leadership needs to refuel those Los Angeles-class attack submarines that still have hull life on them. Second, we ought to convert those four older SSBNs to Tomahawk-carrying, SOF (Special Forces) SSGN submarines. Finally, we need to get the submarine build rate up to a commensurate level, probably two submarines a year," said Konetzni. After nearly three years of public discussion by the entire Submarine Force senior leadership, money has now been earmarked to refuel some attack submarines, and to study the feasibility of converting the four older Ohio-class submarines to SSGNs. 

Another recent command initiative has been to embark submarine squadron commanders with aircraft carrier battle groups to ensure the battle group commanders have the best possible insight into the unique capabilities offered by submarines assigned to them. In addition, SUBPAC has worked hard to form closer relationships with allies throughout the Pacific. "RADM Konetzni led the effort between Australia and the States to build a lasting, symbiotic relationship within our submarine communities," said CDR David Nichols, a former Royal Australian Navy liaison officer on the COMSUBPAC staff. "He really cut through the red tape and just made things happen." The two countries have now evolved joint Prospective Commanding Officer (PCO) training, in which each nation dedicates its top submarines and submariners to share combat understanding and tactics. 

Similarly, SUBPAC is fostering international exercises, such as PACIFIC REACH 2000, which brings Pacific Rim countries together to train for submarine rescue. Konetzni argues there are several important reasons for this kind of engagement with foreign navies: "We have worked to earn the respect and trust of our warfighting partners in the Pacific, but it's important that we form more than understanding - we have to form real relationships to create stability and influence. Efforts like PACIFIC REACH - I think - did that." 

Despite SUBPAC's aggressive efforts on behalf of international engagement, RADM Konetzni admits that there remains a lot to be done. "I can tell you that despite my direction to maximize working with our friends, the truth is that our engagement trends are all well below where they should be - where they need to be. It's simple math. With today's demand for real-world missions, it's not unusual for foreign exercises to get cut. I've had allied friends - real friends - in the Pacific come to me and ask 'Are you upset with us? Why do you choose not to exercise with us?' Of course we explain that we want to - we just don't have a platform available. It is tough to forge relationships when you repeatedly turn down our Pacific partners in peace," he noted.

Nurturing the "Tribe" 

Several new SUBPAC initiatives have reflected Konetzni's strongly felt concerns about submariners themselves. "I tell this to everyone I meet - the one thing I'm proudest of is a genuine force-wide determination to treat each other like the professionals we are - and that it is truly fantastic to be a submariner in the Pacific Submarine Force," he said. When he assumed command in 1998, the first-term retention rate for Sailors afloat was well below 30 percent. Moreover, the attrition rate of Sailors who never made it to the end of their original contract before being selected out of the Navy approached 25 percent. Currently, the retention rate has more than doubled to nearly 60 percent, while the attrition rate has dropped to roughly ten percent. COMSUBPAC's success in retaining Sailors quickly drew significant media interest, and their approach was outlined on the front page of the Wall Street Journal last July. "I have to say that in my Navy experience, I've regularly heard folks say, 'People are our most important resource' - and then treat them like slave labor! I made it clear to my COs and COBs that people were my number one priority, and that I wasn't just saying it. I meant it," said Konetzni. "There's a reason he got that nickname, 'Big Al - the Sailors' Pal,'" said CAPT Bob Brandhuber, COMSUBPAC Chief of Staff and former COMSUBRON SEVEN. "He is." 

RADM Konetzni and the COMSUBPAC "tribe."

It was one thing for their leadership to recognize that submariners are important; it was another for the Sailors to believe it themselves. RADM Konetzni felt that there ought to be more public recognition of submarine crewmembers and saw the Submarine Centennial as an opportunity to re-energize pride from within. Taking an unusual step, he openly encouraged Commanding Officers to flaunt their boats' accomplishments and seek recognition for their crews. Submariners teamed up with the Navy Band to march in the 2000 Tournament of Roses Parade in Pasadena. Other events ranged from having a group of submarine Sailors climb Oregon's Mount Hood to plant the Centennial Jack, to entering a submarine team in a demolition derby.

The crew of the USS Topeka (SSN-754) gained international fame when they celebrated the new millennium submerged at 400 feet exactly where the International Date Line and the Equator intersect. Thus, when the clocks rolled, the ship was simultaneously in two hemispheres, two seasons, two millennia, and two different days. Meanwhile, the Commanding Officer of USS Bremerton (SSN-698) was being interviewed on CNN while his deployed submarine was in Singapore for a port visit.

"Even while I've felt so good about what we're doing, too many guys have had their chins on their chest," Konetzni said. "The Submarine Force - the whole Navy - has so much to offer young folks, but sometimes we've failed to make that case. It didn't help that in the shadow of the long drawdown, we've also had a 'zero-defect' mentality. If you wanted to stick around in this outfit, you had to be perfect, and heaven help you if your superiors felt you were out of line. I think folks in our business have looked over their shoulder for so long to see how they've been doing that they lost the ability to see the unique opportunities right in front of them."

Another one of Konetzni's "labors of love" was the renovation of Lockwood Hall at the Pearl Harbor Submarine Base. Named for World War II COMSUBPAC VADM Charles Lockwood, this historic Bachelor Officer Quarters includes the "Skipper's Lounge" and the "Clean Sweep Bar." "I want my young guys surrounded by memories of Medal of Honor and Navy Cross winners," said Konetzni. "Looking at the old pictures, it's crystal clear that today's crews really aren't all that different from the guys then. We still send youngsters 'over there' to provide stability and to do our nation's business."

Saying Aloha

In leaving, RADM Konetzni said he looks back on his tour with considerable satisfaction. "I think each person played just the right role and made just the right contribution to effect real change for the positive," he said. "We've had ups and downs, but I get the sense here that everyone from the deck-plates on up has been emotionally invested in changing the way we view ourselves and what we do. I'd like to think the Pacific Submarine Force is only just getting started, and I wish I could be around here for the ride - but duty calls."