Capt. Robert Betts gives NAWCTSD update at TSIS

By Cassidy Mills, Staff Writer

 

Capt. Robert Betts, commander of Naval Support Activity (NSA) Orlando and the Naval Air Warfare Center Training Systems Division (NAWCTSD), led a briefing featuring key directors at the Training Systems Industry Symposium (TSIS), June 17.

 

TSIS is one of the key gatherings for the modeling, simulation and training (MS&T) community. Within Florida, it is second in scale only to the Interservice/Industry Training, Simulation and Education Conference (I/ITSEC).

 

The symposium serves as an annual forum for representatives from industry and the U.S. military to discuss training and simulation requirements. Officials from the Army, Navy, Marine Corps and Air Force present updates on current and future procurement needs. Topics included acquisition strategies, timelines and funding priorities.

 

Joining Betts were NAWCTSD officials Mike Merritt, director of Acquisition; Greg Oulette, director of Aviation Programs; and Bill Zeller, director of Surface and Undersea Programs. Capt. Betts began his remarks by referencing the strategic timeline currently guiding Navy planning.

 

“The number 562 represents the days until Jan. 1, 2027,” Betts said, “It’s the date when our intelligence community anticipates China may be ready to begin an invasion of Taiwan. How we let this date influence our decision-making will be critical.”

 

He emphasized that this deadline demands that the Navy reassess its traditional acquisition timelines, embrace greater risk tolerance and pursue bold, adaptive strategies to accelerate the development and fielding of training products and systems.

 

Despite recent personnel losses of approximately 10 percent of NAWCTSD’s government civilian workforce due to the Preferred Resignation Program, Betts said the organization remains unwavering in its commitment to delivering on its mission.

 

“We lost about 100 people but not any of the work,” Betts said. “We aren’t getting more funding or additional people, so slowing down isn’t an option; if anything, we must accelerate.”

 

The importance of teamwork between government and industry was underscored, highlighting the need for transparent communication to ensure delivery dates are met or exceeded.

 

On acquisition performance, Betts presented data showing NAWCTSD’s impressive progress in awarding contracts on time, currently achieving about a 96 percent on-time rate for roughly 1,500 contract actions annually.

 

“Starting contracts on time is vital because if you don’t start on time, you can’t finish on time,” Betts said. “Delays at the outset create cascading effects that push back delivery schedules, impacting the readiness of our warfighters.”

 

However, Betts said challenges remain with sole-source Original Equipment Manufacturer (OEM) contracts, which consistently take the longest to award. This a key area targeted for improvement at NAWCTSD.

 

Delivery timelines for training products vary widely by category. Training Services, responsible for maintaining operational systems in the field, achieves near-perfect delivery, while training devices and courseware show room for growth.

 

Betts said only about 50 percent of training devices are currently delivered on time, a statistic he described as unacceptable given the Navy’s operational demands. This low on-time delivery rate represents a critical area for improvement and called for intensified collaboration between government and industry to accelerate timelines.

 

“Between now and Jan. 1, 2027, we have 734 deliveries scheduled, with 519 focused on hardware and courseware,” Betts said. “These are each an opportunity to get critical training tools to the fleet.”

 

Open dialogue with industry partners was strongly encouraged, as Betts emphasized that innovation and progress can’t wait for scheduled engagements or formal outreach events. He urged stakeholders to bring forward their ideas and concerns immediately, stressing that early, informal conversations can often lead to faster solutions.

 

Several leadership updates and organizational changes were announced, aimed at better aligning resources with evolving priorities. These included the appointment of a new head of finance and chief legal counsel, along with internal shifts among program directors to more effectively support mission areas across warfare domains.

 

Betts said many of the contracts currently in execution were initiated years ago and may no longer align with today’s rapidly evolving operational requirements. To remain agile, NAWCTSD is turning to flexible acquisition mechanisms such as NavalX, Tech Bridge and Other Transaction Authorities (OTAs) to accelerate the delivery of emerging capabilities.

 

“Chances are, anything we’re set to deliver between now and Jan. 1, 2027, is already under contract,” Betts said. “But when it comes to newer needs that are still being defined, those tools help us move faster and stay responsive.”

 

Merritt opened by commenting that acquisition processes evolve continuously, with updated long-range forecasts posted every two months to aid planning. While he oversees strategic acquisitions, program directors manage tactical execution and serve as fleet customer contacts. A key focus is speeding up contract delivery, especially the post-award phase, which now takes four to five years.

 

“Schedules remain our biggest challenge, particularly post-award. Pre-award timelines have improved to about one year, but post-award phases still take four to five years,” Merritt said. “We need to move that needle in the right direction for our fleet customers.”

 

Merritt also pointed out a 10 percent labor shortfall, stressing that critical roles like small business support are stretched thin. Collaboration to reduce wasteful rework and maintain transparency to prevent delays was urged. In response to feedback, acquisition updates were streamlined into summary slides, with ongoing input encouraged via digital tools.

 

“We typically run about 10 percent below our labor requirements, which means critical functions like small business support are stretched thin,” Merritt said. “We encourage industry to engage with those limited resources thoughtfully as we work through these challenges.”

 

Oulette outlined a forward-looking five-year flight plan focused on transforming how naval aviators train in an increasingly complex operational environment. The strategy centers on three pillars: capability (fidelity and stability), capacity (scalability across readiness cycles) and measurement (tailored data analytics).

 

Rather than simply upgrading existing systems, the vision calls for a fundamental shift in how aviators prepare for modern threats by improving fidelity, increasing scalability and enabling data-driven performance assessments.

 

“This plan isn’t about upgrading your training systems, it’s about transforming how we prepare aircrews for modern warfare,” Oulette said. “We’re focused on creating immersive, high-fidelity environments that replicate real-world operations and enable rapid, adaptive learning.”

 

The flight plan focuses on three key initiatives: the Joint Simulation Environment (JSE) for immersive virtual training, Distributed Mission Training (DMT) to link units across locations and enhanced live Air Wing training that integrates simulated threats into real exercises.

 

Oulette said AI, secure networks and data analytics will support scalable, personalized training, but noted challenges such as instructor shortages, cybersecurity demands and inconsistent funding.

 

“Personalized training in this way will accelerate proficiency and reduce field character abilities, providing overall warfighter readiness,” Oulette said. “This flight plan represents a critical investment in the future of naval aviation, and successful implementation will be critical in maintaining our maritime superiority.”

 

Zeller shared several upcoming Navy training efforts focused on giving sailors more effective, hands-on learning in key areas. Two bridge training systems for Littoral Combat Ships (LCS) will be sent to Navy locations.

 

“We’re using a proven setup to get training tools where they’re needed fast,” Zeller said. “This keeps things consistent and avoids the delays that come with starting from scratch.”

 

The Navy is also building a new maintenance training system for the Ship to Shore Connector (SSC), a next-generation hovercraft. Sailors will learn how to repair engines, electrical parts and the cushion skirts that keep the craft above water. Training will include real equipment, computer-based lessons and a dedicated skills lab to practice repairs.

 

Zeller also described a long-term project to modernize Navy training courses and devices. Old lesson plans will be updated, outdated formats will be converted and new multimedia tools will be developed to improve how information is delivered. The goal is to make training more interactive, more flexible and better suited to modern technology and learning styles.

 

“We’re bringing our training materials up to date,” Zeller said. “It’s all about preparing sailors for today’s missions with tools that match the pace and complexity of modern operations.”

 

To support this, Zeller said the Navy is expanding its instructor services at eight training centers across the country. These instructors will teach firefighting, damage control and engineering, while also helping to keep lesson materials current and accurate.

 

“These instructors help make sure every sailor gets the same quality training,” Zeller said. “They play an important role in keeping our training consistent and up to date.”