Archive for the 'Aviation' Category
Please join us Sunday, 15 March 2015 at 5pm (U.S. EDT) for Midrats Episode 271: “Red Flag and the Development USAF Fighter Pilots”
In parallel efforts that in the Navy which led to Top Gun, the US Air Force looked hard at the lessons of air to air combat in the Vietnam War and brought forward “Red Flag,”
Moving beyond the technical focus, they looked to training and
fundamentals to bring back a primacy of combat skills.
Our guest for the full hour to discuss this and his new book, The Air Force Way of War: U.S. Tactics and Training after Vietnam, will be
Dr. Brian D. Laslie, Deputy Command Historian, North American Aerospace Defense Command (NORAD) and United States Northern Command (USNORTHCOM).
A historian of air power studies, Dr. Laslie received his Bachelor’s degree in history from The Citadel: The Military College of South Carolina, his Master’s from Auburn University Montgomery in 2006 and his Doctorate from Kansas State University in 2013.
Dr. Laslie was Honorably Discharged from the United States Air Force in 2007 as a Captain after serving as a logistics officer, doctrine instructor, and Action Officer to the Commander of Air University.
Greg Easterbrook’s recent column “Our Navy is Big Enough” in the New York Times demonstrates that one lecture at the Naval War College does not a naval expert make. Easterbrook advances two arguments. First that the Navy, at 275 ships, is large enough to meet all of the nation’s naval maritime security needs. Secondly he states that the Navy’s proposed budget proposed budget of $161 billion is far in excess of spending requirements. That he would correlate the size of the Navy’s budget with the size of the force deployed demonstrates his shallow awareness of matters maritime. In both the case of the size of the fleet and the size of the budget, it all comes down to math.
The size of the fleet is measured largely against two separate standards. The first is the size of the force necessary to fight and win the nation’s wars. This standard often looks first to the capabilities a potential challenger might field and then estimates the size of the US naval force required to ensure US victory. Such analysis attempts to present the capabilities required to operate in a lethal and effective manner. Cost and efficiency factor into these calculations but not in a large way. Decisive victory is the objective.
The American navy derives it’s lethality from the brutal and exquisite nature of its naval platforms. Aircraft carriers have occupied the central position in naval force planning for more 70 years. These 100,000 ton behemoths carry an air wing of over 70 tactical aircraft and can strike targets with precision hundreds of miles away. As threats to the carrier have mounted over time, they have been increasingly surrounded and protected by a fleet architecture of cruisers and destroyers, generally four, equipped with the latest state of the art radars and missile defense systems. They are also protected by two nuclear powered fast attack submarines that prowl the ocean in search of opposing submarines and enemy shipping.
The number of conflicts to be fought also factors in. The United States has two coasts so, for most of the 20th century and all of the 21st, the nation has maintained a fleet in both the Atlantic and Pacific oceans. This lesson was well learned in World War II when the nation faced existential threats in both oceans. To fight and win the nation’s wars the Navy requires ships of sufficient capability and quantity to move to and from battle without interruption, factoring in projected combat and material casualties. Factoring our current carrier-based force structure and near peer competitors in both the Atlantic and Pacific theaters has results in a requirement for 10 carriers, 20 cruisers, 20 destroyers and 20 fast attack submarines as well as 33 associated amphibious assault ships and 30 logistical support for a total of 163 ships to meet the bare minimum requirements to conduct combat operations. This number allows no room for extensive maintenance, reactor refuelings, combat repairs or prolonged training and readiness exercises.
However, as Mr. Easterbrook has pointed out, no one has been foolish enough to take on the United States in one theater, let alone two, since the end of World War II. Surely no one would think of doing so today, or would they?
The reason they haven’t represents the logic behind the second standard of measurement for the fleet: The number of ships required to maintain the peace. The presence of the United States Navy convinces rouge actors on a daily basis that today is not the day to start a conflict with the United States. If our Navy were to fall so low as to meet only the bare minimum requirements for combat operations it would invite our competitors to question whether the United States was ready and willing to defend its interests, just as the drawdown in US ground forces in Europe has encouraged Russian adventurism there today. Our maritime interests span the globe. Some interests are commercial, some are security based, and many are diplomatic. Today the United States services these interests by deploying Navy ships to key regions to demonstrate US resolve. These regions range from the north Atlantic to the Indian Ocean and from the Black Sea to the South China Sea. Altogether there are 15 specific geographic regions that require frequent demonstrations of US interest. These operations assure friends and allies of continued US support as well as remind competitors of the breadth and depth of US power. Some of these regions require visits from our front line capital vessels, the carriers. Most require only frigates to show our flag and convey US resolve. This has been the manner in which Pax Americana has been maintained over the past 70 years.
To service the far flung regions, scattered as they are across the globe, requires a constant cycling of ships, generally one on station, one on its way home, one training to deploy and one in maintenance. Some of these requirements can be offset with forward based naval forces such as those that operate out of Japan, Singapore, and Spain, but in the end, when you crunch all the numbers through the force structure calculator, you arrive at a the naval force of 355 ships. It’s math, and a particular simple form of it at that. However, there is another calculation, much more arcane, that needs exploring, the math behind a Navy budget.
There is a logic to the argument that to build a bigger Navy you need a bigger budget. It seems self-evident, but is not necessarily true. When the Navy decides to build one aircraft carrier for $14 billion, it is tacitly making a decision not to build the 7 destroyers or 28 frigates those same dollars could have bought. If we hold spending constant, or live with the confines of the Budget Control Act, and yet choose to buy increasingly expensive and technologically exquisite ships, then we are making a decision to buy fewer ships in the long run. This equation largely explains the decreasing size of the American fleet over the past 20 years.
Presently we buy one supercarrier every five years, and two destroyers, two submarines and four frigates every year. These are the combatants that occupy much of the conversation regarding the size and capability of the Navy. If, however, we were to purchase only one destroyer per year and invest the $2 billion saved in the construction of four additional frigates, we could rapidly grow the size of the fleet in short order. The Secretary of the Navy has stated his opposition to trading one type of ship for another, and I would agree with that. However it is possible to trade one type of ships for several of another type. This would still allow us to field high-end war fighting capabilities in balance with the need to build a larger Navy. If we were to take a really radical path and recognize that super carriers are too large, too expensive and too vulnerable to serve in combat and cease building super carriers while investing a portion of the savings in the construction of nuclear guided missile submarines to provide the lost precision strike power projection capability previously generated by the carrier’s airwing, we could afford to grow the fleet and shrink the Navy’s budget simultaneously. This is math as well and should intrigue fiscal conservatives.
In the end we must recognize that the shrinkage of the American fleet over the past generation has begun to create a power vacuum that is inviting others to challenge the longest lasting maritime peace since man took to the water in boats. If we are to maintain peace as well as remain prepared for war, we will need to grow the fleet. That we can do so while remaining within the current budget caps presents a significant opportunity for policy makers and supporters of naval power. It’s math that every American, including Mr. Easterbrook, should be able to understand.
By Mark Tempest
Well inside an officer’s career arch, we saw the American Navy move from the Great White Fleet, The Spanish American War to the age of the Dreadnought. Our Army, from ad-hoc volunteer units to a professional army going head-to-head with the finest professional army on the planet.
How did our military and our Navy build up to WWI, and how did that experience inform the evolution of our national defense infrastructure?
Our guest for the full hour will be Dr. John T. Kuehn , the General William Stofft Chair for Historical Research at the U.S. Army Command and General Staff College CGSC). He retired from the U.S. Navy 2004 at the rank of commander after 23 years of service as a naval flight officer flying both land-based and carrier-based aircraft. He has taught a variety of subjects, including military history, at CGSC since 2000. He authored Agents of Innovation (2008), A Military History of Japan: From the Age of the Samurai to the 21st Century (2014), and co-authored Eyewitness Pacific Theater (2008) with D.M. Giangreco as well as numerous articles and editorials and was awarded a Moncado Prize from the Society for Military History in 2011. His latest book, due out from Praeger just in time for the 200th Anniversary of the Battle of Waterloo is Napoleonic Warfare: The Operational Art of the Great Campaigns.
This Sunday join us for our 5th Anniversary Show. No guests, no agendas – just us talking about what 2014 had to teach us, and looking towards what 2015 may have in store for everyone in the national security arena. This is a great time if you ever wanted to call in to ask either one of us a question on a topic you wish we would address … or just to say “hi.” Just be warned, we might ask you a question back. It’s what we do.
5pm EST. 4 Jan 14.
In June 2014, President Obama declared his intent to execute “targeted and precise” military operations in Iraq, and later Syria, in order to aid the Iraqi military in the destruction of the Islamic State in Iraq and Syria (ISIS). While the scope of those operations has evolved over the past several months, the identity of the forces—US naval ships, joint aircraft, and ground-based advisors—has remained constant.
In order to achieve the kind of “targeted and precise” military operations the president desires, drones and guided munitions will not be enough. Effective command and control is the crucial difference between success and failure. The skill of the Navy’s E-2 Hawkeye aviator is integral to this success.
Speed and Information
In The Art of War, Sun Tzu declared, “speed is the essence of war.” Indeed, from ancient times to modernity, conflicts have been marked by a sharp increase in the speed of fires, effects, and maneuvers. While speed of platforms has driven technological change in the past, speed of information and reaction will drive the future of warfare in this century.
Along these lines, ISIS has proven incredibly adept. Their ability to harness social media and an indigenous intelligence network in Iraq and Syria has swollen their ranks. According to the Daily Beast, “on Twitter and in Facebook pages ISIS was making appeals as well as threats, attracting recruits and soliciting funding online.” After US air strikes in Iraq in August 2014, “ISIS responded with a hashtag campaign…threatening Americans with retribution for the airstrikes.”
ISIS is no ordinary enemy, and yesterday’s military tactics do not guarantee victory over such violent, furtive extremists.
American success in current and future operations hinges on skilled information management and command and control (C2). Military planners and operators must consider how each piece of information gets from one place to another on the battlefield, and how this information affects or is affected by the enemy. Finally, while we may consider extremist groups like ISIS to be “asymmetric enemies,” we must not discount our own asymmetric military advantages and the platforms that employ them.
Asymmetry and Decentralization
Asymmetric warfare is typically defined as “war between belligerents whose relative military power differs significantly, or whose strategy or tactics differ significantly.” History is rampant with examples of smaller, less well-equipped forces using unconventional tactics to defeat much larger, powerful militaries. It is often more difficult for strategists and military planners to take on an insurgency than a conventional force.
While German Field Marshall Helmuth von Moltke was famous for claiming, “no campaign plan survives first contact with the enemy,” military forces are judged on how adequately they respond to changes to their plan. As advances in the technology of platforms and weaponry have increased the pace of our tactics, extremist groups like ISIS have taken advantage of our inability to quicken the pace of our information management.
In fact, rather than taking steps to improve C2 responsiveness, military planners and commanders have adopted measures requiring almost every possible interaction in the battlespace to be communicated and approved directly by military commanders. This centralization of authority is antithetical to combatting a nimble foe such as ISIS.
Military commanders are justifiably concerned with the public relations implications of operations by a large American military force against smaller extremist groups often interspersed with the local population. However, the drive to try to prevent mistakes through over-centralization has bred a toxic “zero defect” mentality and led to a Soviet-style, centralized military bureaucracy that unnecessarily slows tactical military operations, thus allowing smaller extremist groups like ISIS to thrive inside of our “OODA Loop.”
We do not have to operate this way. In order to achieve the kind of information management required to defeat groups like ISIS, commanders must be willing to delegate command and control responsibilities to competent subordinate agents. Fortunately, the United States military has the ability to perform the kind of tactical C2 required to accomplish this task. Platforms such as the E-2 Hawkeye are practiced and proficient in this area, and have proven themselves in more than two decades of overland conflict.
Send in the Hawkeyes
E-2 aviators are experts at employing the real-time, integrated warfighting capabilities of the Carrier Air Wing. The E-2 Hawkeye is the only airborne platform in the naval arsenal—and indeed, one of only a few joint assets—with the ability to fuse information and direction from tactical aviation, intelligence, and higher headquarters into actionable, responsive communications to ships, aircraft, and ground-based units alike.
In order to execute effective “targeted and precise” airstrikes, military commanders must have an exceptionally high level of battlespace awareness. While tactical aircraft such as the F/A-18 and F-15 provide ordnance, Intelligence, Surveillance, and Reconnaissance (ISR) aircraft such as the MQ-1B provide real-time video, and Joint Terminal Attack Controllers (JTAC) provide close control of aircraft and ISR assets, only the E-2 Hawkeye consistently trains to and competently integrates all of these assets to achieve commander’s intent.
The E-2 and its cadre of aircrew have evolved to become the airborne integrator of both naval and joint combined arms. With reliable internet-based chat capability and more than two decades of direct interface with joint stakeholders at the Combined Air and Space Operations Center (CAOC), the Hawkeye has been instrumental in achieving commander’s intent during recent operations such as IRAQI FREEDOM, ENDURING FREEDOM, and INHERENT RESOLVE. Much more than an Air Intercept Control (AIC) platform, the E-2 is invaluable as the principal C2 platform for the CVW, CSG, and combined force commander.
Context, Command, and Control
Crucially, E-2 aviators provide commanders with battlespace context. They collect inputs from TACAIR, ISR, and ground-based platforms to help paint a more accurate picture of operations. E-2 aviators constantly synthesize information from all sources to help answer the critical questions, “Who? What? When? Where? Why? How?”
Inside the aircraft, E-2 aviators communicate with tactical aircraft via Ultra-High Frequency (UHF) voice—both secure and non-secure—and Link-16 “J-voice;” they communicate with ISR assets via internet-based chat; they communicate with JTAC and other ground-based personnel via High Frequency (HF) and UHF voice, satellite communications (SATCOM), and internet-based chat; and finally, they communicate with the joint force commander and his watch-floor via SATCOM and internet-based chat.
E-2 sensors provide real-time Link-16 and blue force tracking data to commanders and watch floors. Aircrew utilize internet-based chat and SATCOM to provide constant updates to the aerial refueling (AR) picture, coordinate real-time changes to TACAIR and ISR tasking, and provide communications relay between tactical aircraft and the ground-based personnel they support.
For instance, an E-2 aviator can receive preliminary information, or “tipper,” of an enemy high-value individual (HVI) from an ISR platform via internet-based chat, pass targeting information to nearby tactical aircraft via secure UHF voice, and communicate both pieces of information to the appropriate CAOC watch-floor officers via internet-based chat and SATCOM in order to approve either a kinetic strike against the individual or the diversion of an ISR platform to the area to gather crucial intelligence.
As aircraft are diverted to the area, E-2 aircrew continue to maintain and communicate battlespace awareness, ensuring supporting aircraft remain clear of enemy surface-to-air threats, no fly areas, or other sensitive sites. They ensure the route of flight is deconflicted, supporting aircraft are all able to communicate clearly on a radio frequency, and any potential fratricide threats are minimized or eliminated.
The true value of the E-2 in operations against extremist groups is in their ability to quickly synthesize commander’s intent—such as neutralizing extremist HVIs—with tactical action. In recent operations, the E-2 Hawkeye is one of the only assets to communicate directly with all battlespace stakeholders on a daily basis. This can be an invaluable source of expertise and access for the combined force commander.
The Future Battlespace
For airborne C2 platforms like the Hawkeye, the truest measure of effectiveness is reach, not range. Aircrew are capable of effectively managing the battlespace from hundreds of miles away with radios, internet-based chat, and datalinks. With aircraft carriers routinely operating from hot spots in the Arabian Gulf, Northern Arabian Sea, and various Pacific locales, E-2 support is hardly limited by their basing aboard ship. Military planners must include E-2 operations as part of theater Special Instructions (SPINS) and operational plans.
In the fight against violent extremism, smart bombs are insufficient. In order to provide successful “targeted and precise” airstrikes, as well as future military operations against violent extremism, smart munitions must be combined with smart ISR and smart command and control to provide rapid, lethal effects without the bureaucratic delay of unnecessary centralization. By leveraging the capabilities of the E-2 Hawkeye with the expertise of its aircrew, military commanders and planners can take a definitive step in the application of American airpower in the fight against ISIS.
 “Remarks by the President on the Situation in Iraq.” WhiteHouse.gov. http://www.whitehouse.gov/the-press-office/2014/06/19/remarks-president-situation-iraq. 19 June 2014.
 Sun Tzu. The Art of War. Penguin Classics: New York, NY. 28 April 2009.
 Siegel, Jacob. “ISIS is Using Social Media to Reach YOU, Its New Audience.” The Daily Beast. http://www.thedailybeast.com/articles/2014/08/31/isis-s-use-of-social-media-to-reach-you-its-new-audience.html. 31 August 2014.
 “Asymmetric warfare.” Princeton.edu. https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Asymmetric_warfare.html. Accessed online 18 November 2014.
By Jon Paris
U.S. Navy Surface Warfare Officers have a Napoleon complex. The community is often described as inherently self-conscious and hyper-competitive. Though SWO’s often sell themselves short, in reality, they are in the highest demand at all levels of our service and throughout the joint world. Commanders want Surface Warfare Officers because they can be counted on to get any job done – regardless of past experiences or training. The community can be a meat grinder, and those with upward mobility possess well-earned street credibility. How do they get to that point, though? In Part 1 of this series, we compared the training pipeline, billet structure, and shipboard priorities of the Surface Warfare Officer and Royal Navy Warfare Officer communities. Now let us delve into the mysterious world of the Fleet Nugget. This piece will compare the products that the Naval Aviation, nuclear, and conventional Surface Warfare communities deliver to the Fleet on Day One.
Surface Warfare Officers and Naval Aviators – the Jets and theSharks. While there is no more fearsome combat team in the world, the communities are notorious for their sibling rivalry. Though we train fiercely to integrate our forces and work extremely well together to the detriment of the enemy, the professional blueprints of each community are oceans apart.
A Nugget is a first-tour Naval Aviator or flight officer, especially applicable during their first deployment. The origin of the term absolutely belongs to aviators, but it does have cross-over appeal, and its connotation paints a faithful picture of a new officer in his first unit, regardless of designator. The general insinuation of the term is that the officer has little to offer their unit and must be taken under someone’s wing – pun intended. Is an F/A-18 Nugget equal to a SWO Nugget, though? What does each community really provide to their Fleet Squadrons and ships when they deliver a new batch of officers?
Student Naval Aviators in the Advanced Strike pipeline spend approximately two years learning everything from aerodynamics and physiology to air combat maneuvering and carrier qualification. During the training pipeline, they spend nearly 250 hours in the air testing their skills on three different airframes and refine those skills over the course of 75 simulator hours. Earning one’s Wings of Gold does not spell the end of training. The new Naval Aviator’s final stop before hitting the Fleet is the Fleet Replacement Squadron, where they perfect their art in their assigned airframe, spending another 175 hours in the air and in the simulator. When a Naval Aviator executes his orders to his first fleet squadron, he has spent at least 500 hours in hands-on training scenarios.
What is expected of a new Naval Aviator? What do wings mean on Day 1? Wings only come after an officer has demonstrated that they are able to meet a well-defined standard. When seasoned pilots accept a Nugget into their ready room, they see a pilot who can safely operate their aircraft, manage their respective mission and flight administration, and serve as a competent and safe wingman.
Aviators are well-trained before reporting to the Fleet and we have established the practical meaning of wings. What is the true nature of the product, though? On Day 1, the Naval Aviator Nugget will already have demonstrated proficiency at landing aboard a carrier during day and night operations. During his initial weeks in the squadron, he could be entrusted to conduct mid-air refueling, air-to-ground strike, strafing, and close-air-support missions, carrier qualifications, or high-value air-asset escort duties. With these baseline skills, the new aviators are immediately useful to their squadrons and are able to jump into the rigorous Strike Fighter Tactics Instructor-lead curriculum.
Like aviators, Nuclear Surface Warfare Officers also use the train-to-qualify method. After they complete a conventional division officer tour, they spend 6 months at Nuclear Power School where they master advanced mathematics, chemistry, physics, and nuclear theory. This school is widely acknowledged as the most demanding academic program in the U.S. military. They continue their pipeline with an intensive 6 months of hands-on watch-standing training and examinations at one of two Nuclear Power Training Units, or Prototype. Their community’s methods are known internally as the “Gold Standard.” This standard is rigid, unquestioned, and unabashedly enforced. When an officer graduates Prototype, they report to their aircraft carrier as a proven, and more importantly, qualified watch-stander. Shortly after reporting, a SWO Nuke Nugget earns their platform endorsement and re-qualifies on their ship as a Plant Watch Officer, immediately contributing to their department’s watch organization while also leading their respective division.
Newly commissioned Surface Warfare Officer candidates notionally attend an 8-week course known as the Basic Division Officer Course, or BDOC, prior to reporting to their respective ships. Keeping with the community’s focus on generalists, BDOC covers a wide-range of topics, including: basic damage control, Navy pistol qualification, basic SWO engineering, Maintenance University, maritime warfare, division officer leadership and fundamentals, basic navigation, seamanship, and ship-handling. Students take numerous exams and are held to the community standard of a 90% passing grade on their Navigation Rules (Rules of the Road) exam. It is a demanding school and was established to rectify the absence of any such schooling that existed for nearly a decade. During their time at BDOC, the ensigns spend 24 cumulative hours in the ship-handling simulators where they get a taste for everything from pier work to harbor transits and man-overboard recoveries.
After graduating BDOC, our SWO Nuggets report to their ships and take over their first divisions. Unlike their aviator brethren, they do not wear a warfare pin when they report to the Fleet, nor do they possess any watch-standing qualifications. What then is the product that we are delivering to our ships? Our new ensigns – our Nuggets – are confident leaders and are capable of taking over the responsibility for people and gear from the get-go. They board their ships with a basic familiarization with shipboard systems, service policies, and standard commands (used to drive a ship). SWO Nuggets are not qualified to stand watch on their own, much less to lead an entire watch team, but they are prepared to step onto the bridge and take over as a Conning Officer – learning the finer details of ship handling from their fellow junior officers, enlisted specialists, and the ship’s leadership. Though they are not flying a Hornet solo over Afghanistan, they are standing tall in front of their divisions, as well as on the bridge, issuing commands to the helm and engines of their billion-dollar warships, increasing their competency and savvy exponentially during every watch.
There is no doubt that the aviation and surface warfare communities have different demands, different priorities, and nearly polar-opposite cultures. An aviator must know what he is doing when he enters the Fleet, lest he crash his aircraft on the flight deck or drop his bomb on the wrong people. The Death-and-Destruction Factor is certainly relevant and is often used as an excuse for why Surface Warfare Officers do not have a similar training mindset. In other words, the argument is that young SWO’s can afford to be inexperienced because their mistakes are far less likely to cause catastrophe and because they operate with a safety-net of sorts made up of other watch standers. While I recognize the inherent danger of Naval Aviation, I disagree with this argument as a way to justify short-changing Surface Warfare Officer training. The culture and doctrine of the aviation community would not tolerate – much less conceive of – squadron skippers in the Fleet being burdened with building an aviator from scratch, yet our service puts that same burden on our ships’ captains, taking away from their crew’s overall combat-effectiveness. We are doing the world’s most fearsome warships an injustice. Surface Warfare Nuggets should report to the Fleet with know-how and qualifications, ready to drive and fight at the pointy-end from the moment they cross the brow.
After comparing the lives, methods, and priorities of Royal Navy Warfare Officers, Naval Aviators, and Surface Warfare Officers, I want to take the opportunity in the final piece of this series to analyze where the SWO community is getting it right, and where we could improve, as well as put forth two proposals that would fundamentally alter how the community trains and operates. In an era where fiscal uncertainty, regional conflict, and increasing operational tempos reign supreme, we must put our very best on the front lines – our country and our crews deserve it, and our enemies must fear it.
In a time of budgetary pressure, a shrinking fleet, and an ongoing discussion of their relevance, how are we keeping out legacy Aircraft Carrier’s in shape for the regular demands for extended deployments while at the same time bringing the new FORD Class CVN online?
What are some of the lessons we have learned in our decades of operating nuclear powered aircraft carriers that we are bring forward to serve the Fleet in the coming decades so we always have an answer to the question, “Where are the aircraft carriers?”
To discuss this and more, our guest for the full hour will be Rear Admiral Thomas J. Moore, USN, Program Executive Officer for Aircraft Carriers and is responsible for life cycle management for In-Service Carriers as well as the design and construction of the Future Class Carriers.
A second generation naval officer, Rear Adm. Moore graduated from the United States Naval Academy in 1981 with a Bachelor of Science degree in Math/Operations Analysis. He also holds a degree in Information Systems Management from George Washington University and a Master of Science and an Engineer’s degree in Nuclear Engineering from the Massachusetts Institute of Technology.
On March 7, 2014, a self-directed study was emailed to Vice Admiral Bill Moran, the U.S. Navy’s Chief of Naval Personnel. Titled “Keep a Weather Eye on the Horizon: A Navy Officer Retention Study”, the paper provided Vice Admiral Moran with a canary in the coal mine, describing a looming retention downturn using historical data and, perhaps most importantly, timely and relevant information based on primary source interviews with hundreds of U.S. Navy Sailors.
Within days, the paper leaked from the Navy’s Personnel Command and made its way throughout the Navy. The message resonated with Sailors at the deck plates — officer and enlisted alike — and caught the attention of senior leaders throughout the U.S. Government. To their immense credit, Vice Admiral Moran and other senior Navy leaders have responded to decreasing retention indicators with personnel changes designed to improve morale and a Sailor’s ‘quality of service’. These changes provide commanding officers with greater flexibility to prescribe uniform wear, increase sea pay for Sailors on extended deployments, and reduce general military training requirements on commands, just to name a few.
Larger initiatives are in the works although they have not been publicly announced. Some initiatives, like expansion of the Career Intermission Pilot Program, require Congressional approval. There is also a desire to better understand the current retention downturn before acting. This is understandable. The Navy is a large, diverse, and dispersed organization and more information is required to ensure the next round of changes provide the greatest return on investment. However, the time to act is now.
So, how do you determine the right course of action to provide the greatest return on investment?
Senior decision makers are asking important questions. First, is there really a retention problem? Is it possible we are retaining the right quality of Sailor, just in fewer numbers? Are previously cited retention factors — an improving economy, significant operational tempo, perceived reductions in quality of life, among others — truly impacting our Sailor’s “stay/go” decisions? If so, in what ways?
The desire to further expound on the tenets of the paper — in a thoughtful and deliberate way intended to benefit senior leaders — led to the creation of an independent 2014 Navy Retention Study Team in March 2014. The team is comprised of a volunteer group of high-performing active duty Sailors and select civilians who have dedicated their off-duty time to create a first of its kind retention survey — created by Sailors for Sailors. All of our members are upwardly mobile, highly-placed individuals who want to measurably contribute to the continued success of the U.S. Navy. The success of this initiative is due largely to their sense of ownership for the Navy and their correspondingly impressive efforts.
This report details the results of this year’s survey, including a broad analysis of factors which are assessed to affect retention and additional recommendations to avoid the shoal waters of a multi-year retention shortfall for several communities. Further, it is important to provide relatively unfettered access to the survey data (as appendices in this report) with more raw data to be made available throughout Fall 2014.
While our analysis of the data is presented for your use, I suggest you don’t take our word for it — read and assess the data for yourself. Then read widely, think deeply, write passionately, and act decisively to help retain our most talented Sailors in uniform.
We must continue to cultivate a strong sense of ownership within the U.S. Navy. Reassuringly, many Sailors have stepped forward with innovative ideas to improve processes and policies, whether as a Yeoman, a Lieutenant in the F/A-18 community, or as a pre-major command surface warfare officer. In the end, no matter your rank or position, it’s about asking ourselves what type of Navy we want to dedicate some portion of our lives to … and what type of Navy we want to leave for those that join 5, 10, 15 years into the future and beyond. It’s easy to lay problems at the feet of our senior leaders, however it’s incumbent upon all of us to take part in solving this issue.
At the end of the day, the Navy cannot directly hire uniformed personnel into positions of responsibility, nor can it surge leadership, trust, and confidence. Instead, we must explore changes to legal statutes and internal policies in order to retain our very best, brightest, and most talented — the continued success of the U.S. Navy depends on nothing less.
The 2014 Navy Retention Study report may be downloaded at: www.dodretention.org/results beginning Sept 1, 2014.
Reviews by Bill Doughty
The United States Navy is making and living history right now in Hawaii in the world’s largest maritime exercise: Rim of the Pacific (RIMPAC 2014), fostering collaboration and cooperation and promoting international understanding. Among the participants in this year’s RIMPAC are navies from 22 nations, including UK, Japan, and China.
Two books give perspective on the past two centuries of naval history and provide context for the history being made by the U.S. Navy this summer.
A lot has happened in the two centuries since the Revolutionary War and War of 1812: from wooden ships to littoral combat ships; the birth of naval air forces, airpower and UAV; nuclear-powered fleet ballistic submarines; computers and cyber-security. The world is changing too, as captured in the Maritime Strategy, from world war confrontation to global cooperation. Think about the evolution of the fleet and the world in which it operates today.
Thomas J. Cutler thinks and writes about changes and challenges over the past 200-plus years in “A Sailor’s History of the U.S. Navy.” His Naval Institute Press book is a mainstay and now a top pick on the “Be Ready” list of the CNO’s Professional Reading Program suggested reads.
Cutler writes about the “magic” of the lore, language and legacy of the United States Navy, and invites Sailors to reflect on the “club” to which they belong. His book recounts — and makes relevant — history through the stories of Sailors in the past and present.
“The more you know about the Sailors who served before you, the more prepared you will be to do your job, and do it well. It is your turn to follow in the wakes of those who went before you, to lead the way for others who will follow you, and to make your contributions to the Navy’s ongoing legacy of honor, courage, and commitment.”
In a Chapter 6, “Don’t Give Up the Ship,” Cutler sets the stage with a brief description of Master Commandant (Commander) Oliver Hazard Perry, his famous pennant and the sailors who fought in the face of adversity at the Battle of Lake Erie. Cutler then gives more recent history, including the story of the five Sullivans brothers lost aboard USS Juneau in Guadalcanal Campaign, 70 years ago this year.
Cutler ties in the brothers’ namesake ships, including the current USS Sullivans (DDG 68), showing how the ship was targeted in a failed attack by al Qaeda in Aden, Yemen in January 2000. That same year, on the day before the Navy’s 224th birthday, terrorists launched another attack on an Navy ship, this time against USS Cole (DDG 67).
He recounts the heroism of the Sailors who all focused on three tasks, “caring for the injured, providing security against further attack, and saving the ship.” Don’t give up the ship…
The author packs a lot of history in this easy-to-read overview that contains stories and photos about JFK’s PT-109, Rear Adm. “Amazing” Grace Hopper, 1776‘s gondola Philadelphia, Commodore Matthew C. Perry, battleship USS Maine, Master Chief Boatswain’s Mate Carl Brashear, and naval aviator and astronaut Alan Shepard Jr., among others.
In the appendix he offers synopses of key engagements through battle streamers, showing the operational history of the U.S. Navy.
The streamers demonstrate a commitment to always “Be Ready.”
Speaking of “back to the basics,” also recommended is a new book by Rear Adm. Robert O. Wray Jr., “Saltwater Leadership: A Primer on Leadership for the Junior Sea-Service Officer.”
The book, with a forward by Sen. John McCain, is endorsed by retired Adm. Gary Roughead, former chief of naval operations, and former President George H. W. Bush, who served as a naval aviator and “junior officer at sea.”
Wray offers self-described bite-sized “sea stories” and practical, pragmatic “salty advice” along with plenty of lists, including traits and tributes, rules and advice, and a list of 35 books on leadership!
Interestingly, the book opens with advice from ancient philosopher from China Lao Tzu:
A leader is best
When people barely know that he exists,
Not so good when people obey and acclaim him,
Worst when they despise him.
“Fail to honor people,
They fail to honor you”;
But of a good leader, who talks little,
When his work is done, his aim fulfilled,
They will all say, “We did this ourselves.”
— Lao Tzu’s “Tao Teh Ching,” verse 17, 6th century BC
Wray’s book is published by the Naval Institute Press and is in the same “Blue and Gold Professional Library” series as “The Bluejackets Manual,” “Command at Sea,” and “A Sailor’s History of the U.S. Navy” (above), among others.
(An earlier version of this post appeared on Navy Reads — http://navyreads.blogspot.com. Recent posts include reviews of “Cybersecurity and Cyberwar,” “Thomas Paine: Enlightenment, Revolution, and the Birth of Modern Nations,” and “Zumwalt: The Life and Times of Admiral Elmo Russell ‘Bud’ Zumwalt, Jr.”)
On Dec. 18, 2008, Jim Garamone of the American Forces Press Service wrote, “The bombs that severely damaged the Golden Mosque in this city on the Tigris River almost destroyed the foundations of the nation, but the Golden Mosque is rising again, just like Iraq.”
Jim Garamone and I were traveling with ADM Mike Mullen, Chairman of the Joint Chiefs of Staff, during one of his battlefield circulation tours, at the time. As the Chairman’s Executive Assistant, I had the distinct privilege of accompanying him all over the world. The places I went and the things I saw left an indelible mark in my memory. This place was no exception.
The Golden Mosque is a Holy Shi’a Shrine in the city of Samarra on the Tigris River in Salahuddin province.
In February 2006, the Golden Dome of the Mosque was destroyed in a bombing perpetrated by the affiliates of Abu Musab al-Zarqawi. Zarqawi’s brutal tactics were intended to drive a wedge between Sunni and Shi’a Muslims in Iraq and the attack on this holy site precipitated a near civil war leaving scores of dead behind and the city of Samarra in ruins.
General Stan McChrystal, Commander of Joint Special Operations Command, tells the story of the hunt for and eventual killing of Zarqawi in June 2006, by U.S. Special Forces in his book, My Share of the Task. Zarqawi was public enemy number one and for good reason. With his downfall and the simultaneous Sunni Awakening in neighboring Al-Anbar Province, the reconstruction of Samarra and the Golden Mosque was undertaken.
Realizing the importance of this place and the special role that U.S. Forces played in the restoration of the rule of law which enabled reconstruction, ADM Mullen decided to pay a visit to Samarra, this time with 60 Minutes and reporter David Martin and his cameraman in tow.
We arrived that morning in a Mine Resistant Ambush Penetrant (MRAP) vehicle on the outskirts of town and were escorted by Major General Bob Caslen, Commander of the 25th Infantry Division charged with the responsibility for security in the region. It was a long walk up a straight road to the Golden Mosque and ADM Mullen relished to opportunity to see the city and speak to some of the Iraqi inhabitants about their lives in this war ravaged region. As we walked up the street in full body armor and Kevlar helmets, ADM Mullen felt a little awkward when compared to the residents of Samarra staring at us from both sides of the street. It was an unfortunate necessity to ensure the safety of the senior U.S. military officer on active duty.
Our plan was to walk through the market in Samarra, in broad daylight, in order to take in the sense of the reconstruction. As I looked down the side streets at several intersections we passed, I could see the fields of fire and incredible damage that the war had inflicted on this little town. That said, the market section was teeming with merchants and locals alike. In a word, it was “vibrant.” Shops were full of merchandise–clothing, kids toys, spices, poultry, meat, eggs–and the smells of street vendors cooking foodstuffs of all variety filled the air. Despite the remnants of war, to me, it seemed that the city was very much alive and well.
With my friend John Tigmo, NCIS agent and senior member of ADM Mullen’s security detail at his side, the Chairman felt unconstrained and undeterred when he stopped to talk with normal Iraqis in the street. Surrounded by soldiers, he ordered them to stand aside as he went over to talk with some Iraqi children. A father with his son came over to thank Admiral Mullen. I don’t think he had any idea who the Chairman of the Joint Chiefs was, but it was clear he was someone important and ultimately a party to the restoration of order in this city. I remember one man, wearing a long black dishdasha who worked his way in to talk to AMD Mullen through his interpreter. This man was a merchant and he was not shy. He unloaded on the Chairman about the lack of reliable electricity, poor city services and unhealthy water and sewage systems near his shop. The Chairman listened carefully to the complaints and said, “Do you know this man? He is Major General Bob Caslen and he is in charge of this region.” He then asked MG Caslen to give the merchant his contact information. Then he asked the merchant for his name. The man wrote it down on a piece of paper and handed it to the Chairman. ADM Mullen said, “I will see Prime Minister Maliki tonight in Bagdad and I will tell him of our conversation and give him your name.” As always, the Chairman was true to his word.
As we continued our walk up the street, someone said, “The Mayor may come out to receive you as we get closer to the Golden Mosque.” We were told that the Mayor was a former Iraqi Air Force pilot, in the Sadaam Hussein-era, who left the service to run for mayor. He was forced to evacuate after the bombing and the ensuing civil unrest, but returned to regain the confidence of the people and be reelected as Mayor of Samarra. Sure enough, after a few more paces up the street, Mayor Mahmood Khalef Ahmed appeared, looking very dapper in a fitted blue suit, blue tie and characteristic aviator sun glasses. It had to be over a hundred degrees outside and we were drenched but the mayor wasn’t even breaking a sweat. He accompanied the Chairman the rest of the way up the street to the Mosque and regaled him with stories of the war and the reconstruction of Samarra. The mayor had high hopes for his city and it showed in his enthusiasm. He looked forward to the day when thousands of pilgrims would return to Samarra to appreciate the Golden Mosque as we had.
As we approached the Golden Mosque, I was stunned by its beauty. As non-Muslims, we were not allowed inside and instead, viewed the reconstruction from the roof of an abandoned apartment building next door. While on the roof, we heard the story of the Twelfth or “hidden” Imam. It was in this place where Imam al-Mahdi went into concealment, known as the Minor Occultation in Islam. Twelver Shi’a Muslims believe that one day, the Mahdi will re-emerge with Isa or Jesus Christ to complete their mission of bringing peace to the world. Wow, that was a powerful story… so powerful that while listening, the 60 Minutes cameraman focused only on Admiral Mullen, MG Caslen and David Martin and forgot to pan around to get the Golden Dome in the background. This created a little consternation with the producer reviewing the raw footage on the way home, but somehow 60 Minutes recovered the image as the camera’s digital field of view was much wider than that seen through the lens of the videographer.
That was six years ago and fortunately, the images in my mind and those that you see in this Blog were preserved by the venerable Combat Cameraman, Petty Officer First Class Chad McNeely, always with and out front of Chairman Mullen on his many trips overseas.
Now fast forward to the present day. As I watch the events unfold on the ground in Iraq I harken back to the many visits I made to this country and Jim Garamone’s opening sentence of his byline on 18 December 2006: “…the Golden Mosque is rising again, just like Iraq.”
The USS GEORGE H.W. BUSH Strike Group was positioned forward and ready at the time that this crisis unfolded. Her presence gives the President and our national leaders options, but as we have heard recounted time and again on the news, the best option is for a political solution by Shi’a, Sunni and Kurdish leaders on the ground in Iraq.