Archive for the 'Navy' Tag
I was intrigued by the recent article under the ‘Charting a Course’ column. The notion of ‘geometry’ in a career is certainly an interesting one, and in the previous article it is formed by the relationship between the individual officer and the Detailers, with an aim to help the individual officer get what they want. We can extend the author’s concept of geometry to the relationship of all Officers with the Enterprise. As a supplemental lesson, I would like to present the ‘iron triangle’ of manpower.
Figure 1: The “Iron Triangle” of Operational manpower, modeled after expeditionary helicopter squadrons. At any given time, 36 LTs representing 3 year groups will ‘neck down’ to 12 Department Heads, eventually becoming 3 CO Selectees (CO, XO, PXO) Other community triangles may have different angles, but all follow the same basic geometry. This is stolen, of course, from the “iron triangle” of systems engineering, which consists of Weight, Strength and Cost.
While we can argue about selection policies for any given year group, in aggregate, the Operational Fleet as a whole cannot stray too far from the triangle. This structure is in our organizational DNA and attempting to change it would be folly. Actual selection rates should be slightly higher than the triangle, because some leave the Operational Fleet, either by separating or transitioning to staff/support functions.
If you are convinced that you will make it to the top of your operational triangle, I wish you all the best.
If you are not as certain as the average Charting a Course reader – or if you supervise someone who might not be certain – the next part applies to you:
Your Operational leaders don’t usually know very much about those who ‘evaporate’ from the triangle – i.e. escape from the sides. This is because everyone you deal with in an operational setting is by definition still inside. Here’s the insight and our second lesson in geometry – Corporate Navy is not a triangle but rather a ‘square’.
Figure 2: The “Iron Triangle” in context with the overall ‘value ecosystem’. The challenge for talent management in the current epoch is to recapture those who exit the ‘white’ pyramid and put them into the Orange or Green triangles.
The challenge for the manpower system is to manage the box as a whole. Should the white triangle take priority? Absolutely. It should not do so to the complete disregard of the box. Picking and Paying for the equipment is neither (physically) dangerous or glamorous, but it does require competence – frequently in specialties that bring unique one-off skills to the Navy.
BONUS: Sometimes we don’t get what we want from the Detailing Process. Sometimes we wonder why our tours/careers/lives have taken the path they have, it is useful to recall Sherlock’s answer when Watson asks a similar question (His Last Vow, BBC, 2014)
Watson: What have I ever done? Hmm? My whole life, to deserve you?
Watson: Sherlock, I told you. Shut up.
Sherlock: No, I mean it. Seriously. Everything, everything you’ve ever done is what you did. You were a doctor who went to war. Your best friend is a sociopath who solves crimes as an alternative to getting high…you’re addicted to a certain lifestyle! You’re abnormally attracted…to dangerous situations and people, so is it truly such a surprise that the woman you’ve fallen in love with conforms to that pattern?
We are who we are, or as Popeye the Sailor man would say:
I yam what I yam.
Honor training has become a pillar of officer education with all commissioning sources incorporating honor lessons into their curricula. While the Navy focuses its efforts to discourage dishonesty at the individual level, it largely neglects addressing organizational incentives which promote such behaviors. Recent incidents in the Navy show further honor and character education will have limited returns unless leaders fix the structures, promoted by a growth in requirements, which promote dishonesty.
CMC Kingsbury’s candid discussion of the Nuclear Power Prototype Training Command (NNPTC) cheating scandal illuminates the tension between honesty and demands from superiors.[i] He attributes “normalized deviance” as the process by which “lapses” in honesty occur as Sailors cheat in order to overcome “excessive competing events, perceived pressure, and fear of punishment” for failure.[ii] As requirements became detached from purpose in the Charleston command, Sailors were willing to behave dishonestly. They knew what they were doing was cheating and wrong, but still engaged in the behavior. Character education would not have prevented such a choice.
In a recent article, ADM Greenert implores naval officers to develop a moral compass, “It means listening to the small voice in your head, your intuition…It means focusing on our duty…It means being a good team player…It means being truthful about what is going on.”[iii] Yet, from the NNPTC example it becomes apparent that this is inadequate to prevent against dishonesty in an organization. Sailors may weigh the pressures of intuition, duty, the team, and truthfulness and not side with truthfulness. In the “Independent Review of the Nuclear Enterprise,” ADM Harvey validates this finding as the “troops’ resolute determination to get the job done” prevented senior leaders of our nuclear forces from knowing the “true cost of mission accomplishment.”[iv] Naval leaders need to get serious about excising unnecessary requirements whose deleterious effects were illustrated by a study of the US Army.
The Navy is not the only service grappling with dishonesty. A recent study by the Strategic Studies Institute at the Army War College details its pervasiveness in the Army. Overwhelmed by the deluge of requirements, many Army officers have become “ethically numb” as their “signature and word have become tools to maneuver through the Army bureaucracy rather than being symbols of integrity and honesty.”[v] In one instance an officer justifies his actions explaining, “If I’m 70% accurate—that’s good enough to 1) keep my guys out of trouble and 2) keep my boss out of trouble so we can keep doing good things for the country.”[vi] The authors conclude the military sanctions such behavior “as subordinates are forced to prioritize which requirements will actually be done to standard and which will only be reported as done to standard.”[vii] Efforts by the Navy to identify and eliminate unnecessary requirements which can encourage such behavior have not been aggressive enough.
Beginning in 2013, senior naval leaders began soliciting feedback from Sailors and Navy civilians on where to cut administrative requirements. The Reducing Administrative Distractions campaign launched a website for participants to create, discuss, and evaluate ideas to cut requirements. From these proposals, senior leaders would then implement those which passed the muster or return with an update for why the idea was not feasible. However, a review of these ideas show that the three most popular proposals, centralize Navy instructions, merge training documentation in a single database, and create one, all-encompassing personnel website, have stagnated on the site for the past two years. Moreover, it’s failing to reach the group it set out to target: the warfighters. New warfare community-specific ideas have not been posted for five months in most communities. To their credit, the organizers of the site seem to recognize this problem as their most recent solicitation for ideas focuses on growing and improving engagement.[viii]
Senior leaders ought to take a more proactive approach to solving the problem of growth in requirements, rather than waiting on feedback from their subordinates. First, leaders should quantify their expectations for how many man-hours a given requirement should take to accomplish. For instance, the N4 for Surface Fleet, Atlantic would assign man-hours to reviewing a 13-Week PMS report. Then, leaders would provide their subordinates with a list of tasks and ask them, “How long do you plan for each task to take?” Meanwhile, ask a separate group, “How long do you plan for each task to take assuming you will meet every requirement?”
These three sets of data represent very important pieces of information to solving the dishonesty problem. The first set of data taken from parent commands represents what leaders think they are tasking their warfighters with. The second set of data, how long these are taking to accomplish, represent the real world execution of requirements. Finally, the third set of data, where subordinates estimate how long a task takes to accomplish to 100% compliance, represents the ideal world. Differences in these data would be very revealing, with gaps between a task’s current time to accomplishment and its estimated 100% compliance time to accomplishment representing areas of potential concern.
While such an undertaking may seem onerous, it is the most effective way to capture and combat the growth in requirements which is hampering our Navy. A recent survey on retention found that 52.6% of officers do not want their bosses’ jobs and 75% strongly agree or agree that “the Navy has a zero-defect mentality.”[ix] In another recent survey one officer explained why he did not want command writing, “[It did] not look like any of my three COs were having any fun. Angry, plagued by so many regulations and directives… [They felt] the heavy hand of a cautious, risk-averse bureaucracy every day and night.”[x] All of these data express frustrations with the growth in requirements. As a result, cheating and other acts of dishonest are apt to continue as demonstrated by the study of the Army.
Following the 2011 cheating scandal on the USS Memphis, where 10% of her crew cheated on nuclear training exams, Commander, Submarine Force Atlantic dismissed claims of widespread cheating on exams as “unsubstantiated.”[xi] Yet, just less than three years later, 78 senior enlisted staff instructors were found to have cheated on nuclear exams at a Charleston training facility.[xii] The Navy must address the growth in requirements to best prevent future occurrences. While a full audit of its manual and regulations may seem like a tremendous undertaking, such a review is the most effective method to maintain a lean and honest organization. In a service charged with maintaining freedom of the seas, the cost of burdensome requirements, and the dishonesty they beget, is too high to accept.
[i] Paul Kingsbury. “When Cheating Becomes Normal.” Proceedings, September 2015: 58-62.
[ii] Ibid., 58-59.
[iii] Jonathan Greenert. “The Moral Component of Leadership.” Proceedings, September 2015: 19.
[iv] John Harvey, “The Independent Review of the Nuclear Enterprise,” USNI Blog, November 11, 2014, http://blog.usni.org/2014/11/25/the-independent-review-of-the-nuclear-enterprise.
[v] Leonard Wong and Stephen Gerras, Lying to Ourselves: Dishonesty in the Military Profession. (Carlisle Barracks, PA: United States Army War College Press, 2015): ix.
[vi] Ibid., 22.
[vii] Ibid., ix.
[ix] Guy Snodgrass and Ben Kohlmann, 2014 Navy Retention Study, p.18, 22
[xi] Michael Melia, “Navy exam-cheating may fall into ‘grey area,'” The Christian Science Monitor, July 5, 2012, http://www.csmonitor.com/USA/Latest-News-Wires/2012/0705/Navy-exam-cheating-may-fall-into-grey-area.
[xii] Sam LaGrone, “Navy expels 34 Sailors in Nuclear Cheating Scandal,” USNI News, August 20, 2014, http://news.usni.org/2014/08/20/navy-expels-34-sailors-nuclear-cheating-scandal
Every 22nd of May, unbeknownst to nearly all Americans, the United States celebrates National Maritime Day. It is a day to celebrate our nation’s rich maritime lineage, cherish our goods delivered by sea-going ships, and remember the importance of our officers and sailors who sail in the far-flung corners of the world. In Washington, D.C., the Department of Transportation held a ceremony at their headquarters. Salutes were smartly rendered and rousing speeches delivered. At the end of the ceremony, eight bells were rung to signify the end of the watch and honor the Merchant Marine.
The next day, Maritime Administration (MARAD) officials went back to regulating one of the most poorly funded (under $500 million annually) and misguided (only one top official is a past merchant mariner) administrations in our nation’s capitol. Since the founding days of our nation to the recent conflicts in the Middle East, the need for a strong militarily-useful and privately-owned U.S. flag merchant marine to protect, strengthen, and enhance our nation’s economic and military security has been clear. In times of peace and war, our U.S. flagged vessels effectively answered our nation’s call and provided unprecedented sealift capability to support our economy.
According to Rose George in Ninety-Nine Percent of Everything, trade carried by sea has grown fourfold since 1970 and is still growing. Three years ago, 360 commercial ports of the United States received in international goods worth $1.73 trillion. There are more than one hundred thousand ships at sea carrying all of the material we need to live.
Despite the amount of wealth reaching our shores, there are fewer than one hundred oceangoing U.S. flagged ships. Only 1 percent of trade at U.S. ports travels on an American-flagged vessels, and our fleet has declined by 80% since 1951. Less than 2% of all seagoing mariners are women. In a world of progressive ideology, it would seem that the other world – on the sea – is adrift and heading in the wrong direction.
It is seemingly unimaginable that most Americans are ignorant to the world of shipping. Play a game the next time you go out to a restaurant or visit your local coffee shop and see how many items you can count that came from a sea-going vessel.
- Plates: Made in China, containership
- T-Shirt on young child: Made in India, containership
- Chair and table set: Looks expensive, but likely IKEA: containership
- Gap Jeans: Made in Bangladesh, containership
- Cell Phone: Made in China, containership
- Coffee: Beans from Latin America, containership
- European car parked outside window: German, roll-on roll-off ship
- Fuel presumed in said European car: Crude from Middle East, tanker
The list is extensive. Better game: what was not brought over by maritime shipping?
Proceedings focuses mostly on developments in the maritime security domain, but a deeper conversation should revolve around the status of our civilian mariners. After all, one of our primary missions as sailors of the U.S. Navy or U.S. Coast Guard is to uphold the umbrella convention as mandated by the United Nations Convention on the Law of the Sea (UNCLOS). Even though the United States has not ratified the convention (we do not like its deep-sea mining stipulations), we uphold its core meaning. Over 300 articles aim to create “a legal order for the seas and oceans which will facilitate international communication, and will promote the peaceful uses of the seas and oceans, the equitable and efficient utilization of their resources, the conservation of their living resources, and the study, protection and preservation of the marine environment.”
Simply put, our maritime security organizations exist to support the global merchant marine and to promote free trade domestically and abroad. But when we lose American flagged vessels and shipyard workers lose their contracts, their income and their wealth of knowledge is lost. For our government – and in particular the Department of Transportation and Department of Defense – this means that an insufficient number of American mariners will no longer be there to support the industry. The next time we need to support a global war, we will have to rely on foreign shipping companies to move U.S. war material abroad.
- Outside thinking. Fund and stand up an independent, outside think tank that can meet the maritime challenges of the 21st If we do not try and sort out the maritime industry, the stability necessary for U.S. flag companies to attract the investments they need and for maritime labor to recruit and retain the mariner our country needs will simply not be there. Create a long term
- Bi-Partisan Support. MARAD should continue to lobby and build coalitions to ensure proper funding efforts to build a robust, seagoing merchant marine. If the United States is serious about the declining state of our maritime industry, we must modify existing programs and create new ones that would increase the number of vessels operating under the U.S. flag, the amount of cargo carried by U.S. flag vessels, and the shipboard employment opportunities for licensed and unlicensed merchant mariners.
- Reward companies that flag their vessels under the United States. Under the auspices of the intricately elusive tool of “flag of convenience,” where ships can fly the flag of a state that has nothing to do with its owner, cargo, crew or route, many shipping companies have chose to dodge taxes and pay mariners less. Consequently, many civilian mariners can’t find work. We should create tax incentives for companies that fly under the American flag and hire more mariners, rather than allow ships that maintain a crew of twenty to reap in the benefits of maritime trade.
- Subsidize shipbuilding in the United States. In order to compete with South Korea and other major shipbuilding nations that construct vessels on the cheap, we need to craft private-public contracts to allow our shipbuilding to flourish. Explore new ways to meet the capability and capacity to meet the most demanding wartime scenarios that might lie on the horizon.
- Rethink maritime officer and crew placement. Even though ships are getting considerably larger, crew sizes are getting smaller. Nearly a thousand professional mariners graduate from the US Merchant Marine Academy and state maritime academies each year with no prospective deep-sea job opportunities. Most sea-going accidents occur due to fatigue and most mariners have reported working over 80 hours in a given week. We should expand Military Sealift Command employment so U.S. Naval Reserve / Merchant Marine Reserve can serve on ‘active duty’ in the merchant marine. If this model works, we can incentivize a program in the private sector where larger crews are rewarded with tax breaks for operating safely.
Trade has always traveled and the world will continue to trade in our globalized society. The United States relies on a few VLCCs (Very Large Crude Carriers) to bring in two-thirds of our oil supply every day. Without the assured commercial sea power capability provided by the U.S. flag merchant marine and civilian manpower, we will find ourselves at the mercy of foreign vessels that are owned and operated by foreign interests.
The symbolic ringing of eight bells was superfluous this past National Maritime Day. Through bad policies over the last several decades, we have left the U.S. maritime industry at the whim of Adam Smith’s ‘invisible hand,’ then wondered, what happened to the Merchant Marine? Answer: it was turned over decades ago to the rest of the world.
You have been properly relieved America. Maersk has the watch.
This week, Sea Control Asia Pacific looks at cyber security in the region. Natalie Sambhi, of the Australian Strategic Policy Institute (ASPI), interviews her colleague Klée Aiken from ASPI’s International Cyber Policy Centre about the major cyber issues facing Australia, ICPC’s new report on cyber maturity in the Asia Pacific, what cyber maturity means and how it’s measured, China’s and India’s respective cyber capacities, and what this all means for the individual internet user.
Bryan McGrath joins Matt and Chris to discuss his ideas for the future of maritime security. From the focused threat of China to McGrath’s ideas on a unified sea service, this is one of our best podcasts yet. Enjoy Sea Control 20- McGrath on Maritime Strategy (download).
While some might claim military innovation is an oxymoron, many fight that sentiment every day to build a flexible and effective military force. Join Jon Paris, Ben Kohlmann, and Matt for a podcast about military innovation, the CNO’s Rapid Innovation Cell, and Professional Military Education. Remember to bother everyone you know until they listen and subscribe to the podcast. We are available on Itunes, Xbox Music, and Stitcher Stream Radio. Enjoy Sea Control 12: Innovation (download).
The inevitable fiscal crunch that is starting our Military down has the Pharisees of the defense industry, think tanks, and senior military leaders all rabble-rabbling about the need for change. Some of that change is strategic- Asia Pacific pivot anyone? Other bits of it reside in the acquisitions department, as we see with the pros and cons of developing “revolutionary” weapons systems to confront “new” threats. The most harrowing changes for military leaders are the all too well known cuts to manpower that will come in some fashion, no matter the logic, or lack thereof, which delineates how those cuts will happen. There is more change in the air than cordite after an end of fiscal year shooting range, but it is important to reflect on some history in order to avoid stepping on the same proverbial rakes that have smacked our national security establishment in the face during previous drawdowns.
Ideas like this one are an especially pervasive form of bad, and seem unable to die even when history proves them inadvisable. We saw the call for unification in President Eisenhower’s attempts to reevaluate our national security establishment in light of the massive technological, strategic, and social changes that occurred after World War Two. It was vital to acknowledge the necessity of change in that period, because much like Eisenhower’s dictum on planning, self-examination is vital even if most of the individual recommendations may turn out to be worthless. Reconsidering defense in light of nuclear weapons, ICBMS, and the bi-polar nature of security dilemmas when facing the Soviet Union was important. Trusting academic tea-leaf readers in their assessments and then proclaiming there would “never be another amphibious landing”, that ground forces would not be used in limited wars, and that tactical airpower was only needed to defend or shoot down strategic airpower looks downright foolhardy when viewed as historical record. What saved us from the march to a monolithic Star Fleet force that all wore the small uniforms and all died like red shirts landing on Klingon? The pluralistic competition of our service structure, which was inefficient and far from perfect, but possessed a flexibility that made it anti-fragile.
Separate services, even separate services that possess redundant capabilities, are a vital part of American national defense. The Army needs the Marine Corps to soak up public attention as a motivation for better performance as badly as the Marine Corps need the Army to keep its constant self worry about irrelevance and drive its performance. Those intangible reasons can be criticized as they are not measurable, but of direct consequence are the different service outlooks which spurn actual innovation.
The Marine Corps decided it would gladly incorporate vulnerable and unwieldy rotary aircraft that Army and Air Force leaders largely ignored during Korea, and in doing so enabled the much better resourced Army to perfect the techniques of vertical envelopment to a higher degree than it ever could in Vietnam. The Navy had to have an Air Force that threatened its budget in order to develop SSBNs, and not pursue the much less effective option of carrier borne strategic bombers. Our most recent wars have shown the truth that a market place of defense ideas is better than a command economy for strategy. While the Marine Corps stubbornly resisted SOCOM membership, the other services gladly perfected the techniques needed to combat global terrorism in the learning laboratories of Somalia, Bosnia, Afghanistan, and Iraq. Those were bloody lessons, but proved that some enemies cannot be defeated by large MEUs waiting off shores, although the synergy created between such a force and SOCOM has proven to be vital, and continues to pay national security dividends. Service diversity even ensures we do not forget lessons learned in blood that may seem inefficient during peacetime arguments on Capitol Hill. Even the best planners can shortchange things that are easily forgotten as peace breaks out. Something as boring as oil platform protection is a skill the world’s preeminent Navy forgot, and had to relearn from the worlds 12th largest navy (the U.S. Coast Guard). There is known historical value and definite future value in keeping a diverse and flexible force, but to do so one must resist the urge to unify in the name of declining dollars. Cost savings are easy to evaluate in peacetime dollars, but take on a morbid tone when seen in defeat and death at the opening stages of a conflict.
Cleary such an arrangement has inefficiencies, and wasting taxpayer dollars in the worst economy in years should be viewed as criminal no matter if the DOD is committing the waste or not. Grenada, Desert One, and Vietnam all demonstrated the tragic human cost of pursuing service parochialism over higher interests. Such costs have been mitigated in part by the Goldwater-Nichols act of 1986. Goldwater-Nichols is far from perfect and could use an upgrade to incorporate recent lessons from the Long War. Jointness in our operations, communications, and interoperability is a good thing. Understanding perspective, knowing how the whole of the military functions instead of just one’s own slice, and talk the language of service peers are also good things. Making claims that bureaucratic restructuring to “align” and “combine” are fools errands, they repeat the mistakes that we almost made in trying to tear down an organic system. Our current force has grown through invaluable combat experience, to replace it with a theoretical framework that has never worked is a bad idea of immense magnitude.
There have been examples of “unified” militaries, look at Saddam’s Republican Guard, it clearly combined the best equipment, personnel, and training available to fulfill “civilian” leadership’s strategic wishes. Such a system is horribly fragile, and succumbs to the groupthink that all bureaucracies do. In this age of belt tightening, we should correctly become more efficient, but there are better ways than throwing out everything and starting from scratch. Reexamining our bloated personnel policies, taking a hard look at our compensation and retirement systems that resemble ticking fiscal bombs, and revamping our professional military education are all better places to start than tired and historically bankrupt calls for the “merger of …[U.S.]…ground forces”. The diversity of thought which comes from each service is one of the strongest weapons our joint force possesses, it would wise to avoid dulling such fine tool so we can save dollars only to spend lives unnecessarily in a future conflict.
CDR Salamander joins Matt and Grant for a podcast on writing as a member of the military, anonymity, and some sacred cows military planners hold dear: benefits, high-end systems, equal budgeting, etc… Join us for Episode 8, Sacred Cows and Amphibians (Download).
Articles from Sacred Cows Week:
Quantity over Quality (Michael Madrid)
Holy Bovine, Batman! Sacred Sailors! (Matt McLaughlin)
American Defense Policy: 8 Reality Checks (Martin Skold)
Ain’t Ready for Marines Yet? The Sacred Cow of British Army Organization (Alex Blackford)
SSBN(X): Sacred Cow for a Reason (Grant Greenwell)
Why the United States Should Merge Its Ground Forces (Jeong Lee)
Sacred Cow: Military Pay and Benefits By the Numbers (Richard Mosier)
Sea Control comes out every Monday. Don’t forget to subscribe on Itunes and Xbox Music!
USCG Mobile Training Branch member, James Daffer, has traveled the world. We talk with him about what he’s seen in the world of capacity building for maritime security abroad, soft power and relationship building, cultural challenges when working amongst different peoples, and stories about his travels. SC Episode 6 – USCG Adventures (Download)
Don’t forget to subscribe on Itunes or Xbox Music! Tell your friends!
This article is featured at CIMSEC’s African Navies Week. The previous articles of African Navies Week have been Al-Shabaab is Only the Beginning (LT Hipple), Searching for a Somali Coast Guard (James Bridger), and East Africa, More than Just Pirates (Breuk Bass).
In the din of East African security issues, the navy of Africa’s most populous nation has fallen out of the international eye. With continued pressure on diversified procurement, increasing capability, and new international cooperation, Nigeria’s Navy is slowly growing to fill a void dominated by piracy, petroleum smuggling, and other criminal elements that is re-engaging international attention in Western Africa. Whereas the state of Somalia has been quite unable to manage its offshore affairs, the Nigerian Navy has plotted a course out to sea under the pall of its severe security challenges. If the challenges of oversight, funding, and collusion don’t capsize their efforts, it may become a quite fine sailing.
Procurement-Let’s Go Shopping:
Since 2009, Nigeria has been pursuing an aggressive new procurement program. During the last Nigerian naval modernization period, the late 1970’s and early 1980’s, Nigeria purchased a vast number of vessels from Germany (LST’s) , France (Combattantes), the UK (Thornycraft), Italy (Lerici minesweepers), and others. Unlike the procurement processes familiar in larger navies, such those of NATO, Nigeria ran an “open-source” program, pulling already-proven foreign systems off the foreign shelf. This new buildup is similar, with some new attempt to build local ship-building capacity.
The three big ticket “ship of the line” purchases are the 2 “Offshore Patrol Vessels” and the NNS Thunder. The NNS Thunder is the old school “off the shelf” style ship purchase, bringing a Hamilton-class High Endurance Cutter, the ex-USCG Chase, into Nigerian service in 2011. The “Offshore Patrol Vessels” were commissioned with China Industry Shipbuilding Corporation and approved for purchase by President Jonathan in April of 2012. The fleet’s major combatant until the NNS Thunder was the NNS Aradu, an over 30 year old vessel and Nigeria’s only aviation-capable ship. The new contenders will add a total of 5 new 76mm Oto Melara’s added to the fleet, a none too shabby improvement of overall firepower for littoral operations. The 45 (NNS Thunder)/ 20 (OPV’s) day endurance will give the Nigerian Navy an impressive new stay-time for continuous at-sea opeartions. Arguably most important is that all three vessels have maritime aviation capabilities that will greatly expand the reach and ISR component of Nigerian maritime operations. These three ships are right on target to fill critical gaps in Nigeria’s capabilities.
Nigeria’s littoral squadrons are also scheduled for improvement. Nigeria is purchasing several brown-green water patrol craft to bolster her much-beleaguered inshore security where smuggling of all kinds is rife. Singaporean Manta’s and Sea Eagle’s, US Defender’s, Israeli Shaldag Mk III’s, and others will add potent brown and green water assets to Nigeria’s toolbox.
However, not all of Nigeria’s purchases are imports. Thi package also begins the cultivation of indigenous ship-building capability. One of the aforementioned OPV’s is scheduled for 70% of its construction to occur in Nigeria. To more fanfare, the NNS Andoni was commissioned in 2012. Designed by Nigerian engineers and produced locally with 60% locally sourced parts, it is considered a good step forward for building local expertise and capability in the realm of the shipwrights. More local capacity and expertise will further increase the ease with which ships bought locally, or abroad, can be maintained.
-But Avoid the Bait and Switch!
While flexible, this off-the-shelf model can lead to some bad dealings either by vendors or government buyers. Flexible US defense procurement specialists would love more unilateral authority and oversight compared to their gilded cage of powerpoint nightmares. However, the opposite can lead to incredibly terrible purchasing decisions. While Nigeria’s 2 OPV’s are running for current a total cost of $42m, a proposal was made to purchase one 7 year old vessel for $65m dollars. That vessel had a further $25m in damage that needed to be repaired. That particular vessel now sails as the KNS Jasiri after a large financing scandal of several years ended. At the time of delivery it appeared completely unarmed as well, though since it has since had weapons installed. If one were to ask why Nigeria would want to buy a single unarmed vessel with no aviation capability for the price of 4 more gunned-up and helo-ready OPV’s, the answer is probably not a “clean” one. Oversight is going to continue to be an issue in a country with one of the bottom corruption ratings.
Capability- Shooting more, shooting together :
Ships are all well and good, but what matters is what you do with them and how. Though the scale of offshore criminality is likely in total hovering around 10 billion, and the entire naval budget is roughly a half billion, the Nigerian Navy is moving more aggressively to course-correct their coastal regions. Several instances include a successful gun battle in August, ending the careers of six pirates, further arrests for oil theft in september, and a nice little capture of pirates in August for which photo opportunities were ensured for the press. The Nigerian Navy is further attempting to extend the “immediacy” of their reach by establishing Forward Operating Bases, like the ones at Bayelsa and Delta states. These and many other instances are the nickles-and-dimes as the Nigerian Navy chips away at the corners of their behemoth security challenge at sea. Every journey begins with a single step, and though the Nigerian Navy has reached a bit of a trot, they have a long way to go.
But even in the Navy, no man is an island. With a limited budget and math-rough half of the budget going to the army, the Nigerian Navy needs support. The civil and military authorities are moving closer to that “joint” model with the Memorandum of Understanding between the Nigerian Air Force (NAF) and the Nigerian Maritime Administration and Safety Agency (NIMASA) on the use of NAF assets in Anti-Piracy operations. With an existing MoU between NIMASA, this creates further points of coordination between civil, naval, and air force assets in a coordinated battle against criminals at sea. It’s no J3/J5 shop, but it’s a start.
-But Don’t Undershoot!
The Nigerian Navy’s take from the $5.947bn defense budget is a cool $445m. This is a continued increase for both the defense budget overall and the navy budget specifically and is expected to continue increasing. While this is all well and good, the Nigerian Navy faces a criminal enterprise worth billions: Piracy ($2bn), Oil Theft: ($8bn), and others. The Nigerian Navy itself has a way to go with shoring up its vast body of small arms, ammunition, and gear. In 2012, a fact-finding mission by members of the Nigerian senate found an appalling state of affairs in regards to equipment shortages, maintenance, and a whole slew of other steady-state problems. Enthusiasm and new ships can only go so far. The Nigerian Navy needs to spend the extra money to shore up their flanks, refurbishing or replacing their vast stock of older ships, weapons, equipment, and ordnance stores (without forgetting training).
Cooperation- Team Player:
Nigeria is no stranger to international cooperation. Many forget that in August 26th, 1996, ECOMOG (under ECOWAS) actually conducted an amphibious assault into Liberia led by Nigerian military units. From peacekeeping in Liberia, to Sierra Leone, to Darfur, to Mali, etc… etc…
Nigeria troops have been a staple of many peacekeeping efforts. Now, their typical face abroad, the boots on the ground, is pulling back to the homeland to fight Boko Haram. However, the navy is still extending its project to integrate into partnership programs through both engagement at home and extending the hand abroad.
Nigeria is an active catalyst of the regional security regime. For one, ECOWAS is a factor at sea as well as land. At an ECOWAS conference ending 9 OCT, the naval chiefs of Nigeria, Niger, Benin, and Togo agreed to a common “modality” for the combating of terrorism and agreed to set up a “Maritime Multinational Coordination Center” in Benin to coordinate security efforts.
It also doesn’t hurt to host the maiden run of a major procurement/policy forum in your continent, namely the “Offshore Patrol Vessels Conference” for hundreds of African and interested parties. Networking, though an intangible product, is an important way of building institutional strength and connections.
Nigeria also engages with US and NATO training missions, like the most recent Operation African Wind: a training exercise for the Armed Forces of Nigeria and other regional militaries in conjunction with the Netherlands Maritime Forces under the auspices of the United States sponsored African Partnership Station. In Lagos and Calabar, units will learn about sea-borne operations, jungle combat, amphibious raids, etc… over 14 days of training and 4 days of exercises.
Finally, Nigeria’s navy has made a very respectable show of striking out by conducting a “world tour” of sorts with the new NNS Thunder. The NNS Thunder made a tour around Africa before crossing the Indian Ocean for an historic visit to Australia this month for International Fleet Week. The Nigerian Navy seems determined not to remain shackled by their previous bad position, and is aggressively pursuing an expanded mission and self-image through more than just procurement. Despite the challenges ahead, they’ve demonstrated a reach few of their continental compatriots can lay claim to. It may not help against pirates, but it should be a fine addition to espirit de corps.
-But Also Collusion, Not Always the Right Team…
However, while the navy coordinates with foreign navies, some officials in Nigeria coordinate with the criminal elements. Such “industrial scale” theft of oil in particular would be impossible without the involvement of at least some security officials and politicians. The wide-spread collusion helps stall policies designed to curb the vast hemorrhaging of wealth, since the wealth is hemorrhaging to some with influence on the levers of power. This collusion is further muddled by the revelations about government payments to stop oil theft. While a pay-off policy might be effective in the short term, as it has been in Honduras, the long-term promise is muddled, especially if it turns off the money spigot to those receiving graft. While corruption has improved since the end of the patronage-heavy military state, some see very little hope at all: from the luxurious government salaries to wholesale theft from government coffers. Whatever the case, even local perceptions of transparency are depressingly negative. If internal collusion with the criminal underground cannot be controlled, the Nigerian navy will never find itself with truly enough allies to defeat the foe some of their leaders look to for wallet-padding.
Right Course, Add More Steam:
The Nigerian Navy is making good progress. With new ships, expanded operations, and continued engagement the bow is pointed in the right direction. However, without maintaining the engineroom and navigational equipment by battling corruption and putting enough fuel in the diesels by increasing their defense budget, the Nigerian Navy will find itself floundering in the storm.