Executive Summary 

The Calvert Task Group (CTG) is a coalition of mostly Naval Academy alumni committed to restoring merit, objective high standards, and warfighting excellence across the U.S. Naval Academy (USNA) and the Navy.

The CTG was formed in response to political influences discovered at the Academy, most notably promotion of DEI ideology by USNA leaders which negatively impacted morale and focus including harm to midshipmen with traditional values. CTG intervened and became a leading voice for the return of accountability and standards to USNA. CTG’s intervention saved at least one career. That individual graduated on time and near the top of his class, excelled at flight school, and is now in the fleet flying the F/A-18 Super Hornet.

In the ensuing years we helped to shape the national conversation promoting a return to meritocracy through numerous Op-Eds, frequent podcast appearances, and the publication of our book Don’t Give Up The Ship, which was enthusiastically endorsed by Secretary of War Pete Hegseth and the Undersecretary of the Air Force Matt Lohmeier.

CTG collaborated with like-minded organizations from sister Service Academies, STARRS and the MacArthur Society, and other aligned groups like Restoration of America, Veterans for Fairness and Merit. All focused on aiding the development of policy papers presented to members of Congress, including fact-based rationale in support of merit-based admissions to the service academies.

With the change in administration and policy, CTG shifted from outspoken critics to constructive partners. We established liaison with new leadership, supported the Board of Visitors and the USNA Alumni Association & Foundation (AA&F). We have also strongly supported the experiential leadership development programs within the Brigade, efforts closely aligned with the AA&F Leadership Initiative.

CTG continues to refine its strategic posture in response to major institutional developments, most notably the end of identity-based admissions and divisive ideologies such as DEI, and the appointment of Lt. Gen. Michael Borgschulte, USMC, as Superintendent. These shifts validated CTG’s long-standing concerns and opened new avenues for meaningful, forward-leaning engagement in support of the Academy’s core mission. CTG’s evolution can be understood in three phases:

Phase 1 – Activation: Engage in a specific midshipman’s case. Begin a focused awareness campaign to highlight the risks of ideological policy impacts, declining academic rigor, and a drift from warfighting standards in the Institution of the Naval Academy and the Navy.

Phase 2 – Engagement: As national policy moved towards merit-based reforms, CTG prioritized focused analysis, targeted messaging, and dialogue with Academy leadership.

Phase 3 – Stewardship: Form a constructive partnership with like-minded groups, provide institutional support to USNA leadership and leadership development and leadership development as a stabilizing, mission-driven influence on the future.

CTG’s diverse expertise begins with a deep understanding of Naval Academy and U. S. Government policy and processes (Blue and Gold Officers, Congressional Nomination Boards, AA&F Trustees). Our membership includes all warfighting disciplines, long standing congressional relations, and extensive government and industry experience. We believe these qualities position CTG to contribute insight, oversight, and credibility as 2026 approaches.

2025 Summary: Focus on Strategic Realignment and Increased Influence

Early 2025 centered on assessing the long term-effects of declining standards, politicized curricula, and structural vulnerabilities in professional military education. CTG concluded that sustained impact required focusing on institutional levers – admissions, governance, and leadership appointments via disciplined, mission focused communication. This sharpened posture aligned with two major Academy developments which helped to validate our efforts, and reinforce our position not as an external critic, but as a valued partner supporting accountability, excellence, and institutional renewal:

• • • March 2025: Largely due to Executive Orders by the President and the District Court decree in Students for Fair Admissions v. USNA, the Naval Academy formally halted the use of race, ethnicity, and sex in admissions, restoring merit-based standards.
    • August 2025: Gen. Borgschulte became Superintendent, signaling renewed emphasis on warfighting competence and integrity.

2026 Look Ahead Strategy: Focused on Evolving Priorities and Remaining Relevant

1. 1. Support Reform Implementation & Oversight – Collaborate with USNA leadership, Board of Visitors and Congress. Advocate for transparent reporting on admissions, academics, attrition, and commissioning outcomes. Continue to work to assist those harmed by past policies including disciplinary effects of the COVID vax mandate or from DEI practices.
   2. Alumni Mobilization & Communications – Robust communication via our website, newsletters, and aligned digital platforms (policy briefs, newsletters, essays, interviews). Maintain communication focused on mission readiness, not political narratives.
   3. Leadership Development Alignment – Strengthen coordination with USNA and Alumni Association & Foundation leadership programs. Target scholarships and mentorship towards midshipmen embodying duty, integrity, and operational focus. Pursue partnerships that expand leadership beyond the Yard.
   4. Curriculum & Training Watch – Monitor academic and training changes for rigor, technical competence, and constitutional literacy. Advocate for strong uniformed-instructor representation with recent operational experience.
   5. Public Accountability & Media Engagement – Maintain disciplined, fact-based public commentary tied to service values. Publish periodic assessments (e.g., “State of the Brigade”). Engage with media, think tanks, and editorial platforms when mission aligned.
   6. Internal Capacity & Sustainability – Formalize governance, assign action leads, and expand Subject Matter Expert networks. Recruit new members with expertise in warfare, governance, and higher education. Initiate succession planning for continuity and institutional memory.

Conclusion

CTG entered 2025 as a voice of warning; it completes the year as a partner in stewardship. Recent reforms at USNA reflect a growing recognition that the Navy’s enduring strength rests on merit, unity, and mission clarity. Through disciplined, persistent advocacy, CTG helped safeguard these principles and earned a credible role in shaping the Academy’s trajectory.

Looking ahead, 2026 presents an opportunity not only to protect these reforms but to help cultivate the next generation of officers and leaders: men and women formed in courage, honor, discipline, and service. CTG stands ready to meet this responsibility with focus, integrity, and an unwavering commitment to the Naval Academy, the Navy, and our nation.

If you have any questions or comments please contact our Vice President Mike Charley at charley2788@gmail.com or Director Brent Ramsey at shrblr@bellsouth.net.