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How Combined Navies and Coast Guards Coalesce: A Maritime Forces Learning Model

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By Daniel T. Murphy

Walk into a bar in any country and ask a bunch of naval officers, coast guard officers and merchant mariners (Yes, I have done this), “Why is it that maritime forces are able to come together so quickly and effectively when the maritime domain is under duress?” You will hear answers such as . . . “We just know how to work together.” A Spanish admiral told me, “We speak the same language,” and an Indian naval officer told me, “We’re cut from the same cloth.” Examining some historical examples of how maritime security organizations have successfully come together in times of crisis will shed light on this fascinating phenomenon.

Historical Perspectives

Between June 1940 and December 1941, German submarines were sinking, on average, between 200,000 and 300,000 tons of allied shipping per month. Losses increased to 500,000 tons per month through mid-1943. Similar to their strategy in the First World War, Germany had a specific tonnage target they estimated would starve the allies to a negotiated peace. Beginning in late 1943 and onward, navy and coast guard forces from the U.S., U.K. and Canada combined to organize convoys, increase air coverage over shipping lanes, and introduce new radar and sonar technologies that reduced the loss rate to a manageable 100,000 per month. While still a lot of lost shipping, convoy losses no longer posed a threat to the allies’ ability to supply the war effort.

Fast forward to the 1980s, when the majority of illicit drugs entered the United States through the Caribbean basin. In the early 1990s, combined maritime security forces and agencies from the United States, and Caribbean, Latin American and UK allies (15-plus countries) coalesced to significantly reduce the flow of illicit drugs through the Caribbean maritime routes, forcing traffickers to shift more of their operations to overland routes through Mexico. The successful maritime security effort was largely centered around the development of the new Joint Interagency Task Force (JIATF) South that was established in 1994. While Caribbean traffic routes have again become popular with the cartels in recent years, few would argue that the aggressive, multinational effort of the 1990s did not produce results.

The Indian Ocean is an area with multiple fragile, failing, and failed states and large populations of desperate young male inhabitants who often have few life opportunities. Piracy has already been a cultural norm in this area for hundreds of years. The Somali Ministry of Fisheries and the Coastal Development Agency (CDA) established agricultural and fishery cooperatives, and permitted foreign fishing in Somalia’s Exclusive Economic Zone (EEZ) through official licensing or joint venture agreements. When the Somali government fell in 1991, local fishermen began enforcing the fisheries zones themselves, eventually evolving into piracy. By 2009 and 2010, Somali pirates were working more than a thousand miles offshore, using large “mothership” dhows as base stations for swarms of skiff attacks. As the situation worsened, and as shipping companies started paying large ransoms, piracy began spreading to other littoral states in the Indian Ocean.

Similar to the U-boat challenges of the First and Second World Wars, and similar to the drug war in the Caribbean theatre, maritime forces from the United States, multiple European countries, and Asian countries such as Japan, Indonesia, Malaysia and Singapore came together in relatively short order to address the problem of piracy in the Indian Ocean and Gulf of Aden. For example, twenty-five countries joined together in Combined Task Force 150 (CTF-150), a multi-national naval organization dedicated to counter-piracy operations. The European Union established the EU Force (EUNAVFOR) to help organize European naval operations around the Horn of Africa. The United Kingdom Maritime Trade Operations (UKMTO) organization took on primary responsibility for coordinating merchant vessels protection and defense in the region. As a result, the number of merchant vessels attacked and captured gradually decreased through 2011 and 2012, and became nearly nonexistent by 2017.

Organizational Learning (OL) as an Enabler

So what makes navies, coast guards and maritime security organizations of all countries quickly coalesce to become effective regional maritime security partners? A rich body of research suggests that military and security organizations are highly adept at what Peter Senge and other scholars call organizational learning (OL). Senge (1990) argued that a learning organization continuously expands its capabilities to create its future through five disciplines: personal mastery, mental models, building shared vision, team learning, and systems thinking. Senge’s work has been extended across many industries, including the military services by scholars such as Nevis, DiBella and Gould (1995), Goh and Richards (1997), Marsick and Watkins (1999), Chiva, Alegre and Lapiedra (2007), and Marquardt (2011).

Other scholars have specifically studied OL in the military services. Here are just a few examples: Baird, Holland and Deacon (1999), and Darling and Parry (2001) studied how the U.S. Army uses a four-step After-Action Review (AAR) process at the end of a ground operation. Daddis (2013) studied how the U.S. Army behaved as a learning organization during the Vietnam conflict. Etzioni (2015) studied OL by U.S. forces in Operations Iraqi Freedom (OIF) and Enduring Freedom (OEF). Gode and Barbaroux (2012) studied OL in the French Air Force. Marcus (2014) studied OL in the Israeli Defense Forces (IDF).

To specifically study how OL enables maritime security cooperation between partner countries, I conducted a qualitative study using Marsick’s and Watkins’ (1999) framework. I conducted interviews with 11 U.S. Navy and Coast Guard officers between the ranks of Lieutenant (O-2) through Captain (O-6). Collectively the participants were experienced across all U.S. geographic combatant commands. All interviewees had operational fleet experience working alongside officers from foreign navies and coast guards. Interviewees included surface warfare officers (SWOs), aviation officers, and intelligence officers. All participation was voluntary. Interviews averaged 40 minutes and were recorded, transcribed, and codified.

The interviews yielded 448 keyword and phrase artifacts. The artifacts were aggregated into 25 artifact groups, and then aggregated again into eight overall findings. What follows is an abbreviated summary of the findings.

Finding 1: OL Enables Maritime Security Cooperation Between Partner Countries

As an overall finding, interviewees described work examples which supported all seven of Marsick’s and Watkins’ (1999) imperatives. In other words, interviewees validated that OL does enable maritime security cooperation between partner countries.

As an overall finding, interviewees described work examples which supported all seven of Marsick’s and Watkins’ (1999) imperatives. The seven imperatives are:

1.  Create continuous learning opportunities (CL): Learning is embedded within work so people can learn on the job; opportunities are provided for ongoing education and growth. 

2.  Promote inquiry and dialogue (ID): People express their views, listen to, and inquire into the views of others; questioning, feedback, and experimentation are supported.

3.  Encourage collaboration and team learning (CT): Work is designed to encourage groups to access different modes of thinking, groups learn and work together, and collaboration is valued and rewarded.

4.  Establish systems to capture and share learning (LS): Both high- and low-technology systems to share learning are created and integrated with work, access is provided, and systems are maintained.

5.  Empower people toward a collective vision (EM): People are involved in setting, owning, and implementing joint visions; responsibility is distributed close to decision-making so people are motivated to learn what they are held accountable for.

6.  Connect the organization to its environment (EN): People are encouraged to see the impact of their work on the entire enterprise, to think systemically; people scan the environment and use information to adjust work practices; and the organization is linked to its community.

7.  Provide strategic leadership for learning (SL): Leaders model, champion, and support learning; leadership uses learning strategically for business results (Marsick and Watkins, 1999).

In other words, interviewees validated that OL does enable maritime security cooperation between partner countries.

Finding 2: OL is Enabled Through Collaborative Activities

Interviewees described a rich array of examples of how partner country maritime services coalesce through structured after-action reporting, briefings, exercises, and combined operations. For example, regarding briefings, one interviewee said, “It’s built into the way we work every day. At the end of a mission we do a hot wash. Figure out what we did well and what we didn’t. And if we are operating with a partner navy or air force, they take part in the conversation. I know they also do their own hot wash too.”

Finding 3: OL is Enabled Through Communicative Activities

Interviewees emphasized the importance of certain communicative variables, including: face-to-face communications, common language, information-sharing based on agreed “need-to-know,” common nomenclatures, and radio communications. For example, one interviewee emphasized the value of having the U.S. landing signals officers (LSOs) from his squadron travel to Brazil to work face-to-face with the Brazilian pilots who would eventually be landing on the U.S. aircraft carrier.

Finding 4: OL is Enabled Through Organizational Elements and Concepts

Interviewees emphasized the importance of both horizontal and vertical organizational structures, and structures of unified commands. For example, one interviewee explained how a naval special warfare training organization was “stood up” to help a developing country build its special warfare operations capability. The organization emulated the U.S. Army’s CALL (Center for Army Lessons Learned) model to establish a continuous learning environment. Another interviewee pointed to the Dhow Project which was co-developed by the NATO Shipping Centre, the EU Maritime Security Centre (MSC-HOA), the U.S. Maritime Liaison Office (MARLO), and the merchant shipping community. The Dhow Project helped identify and track threats to merchant shipping in the Horn of Africa and the Gulf of Aden.  

Finding 5: OL is Enabled Through Human Relationships

Interviewees talked about having common interest with partner countries, and the importance of building personal relationships and trust. For example, when discussing combined operations with an Asian partner country navy, one interviewee said specifically, “I think more important is that personal level. It’s almost that friendship that you start to develop and you actually can see how you’re going to get there with that person or that group of guys, or gals, or what have you.” Nearly every interviewee made clear that, while conference calls and video conferences with partner country officers and staff were helpful, what mattered most was when personnel had opportunities to develop close personal trust-building relationships with one another.

Finding 6: OL is Enabled Through Technology

Interviewees recognized the importance of supporting technologies, including having a common operating picture, common networks, and common platforms. Specifically, in reference to the Global Command and Control System (GCCS) common operating picture and CENTRIXS networks, one interviewee said, “We use a variety of web-based platforms to share knowledge with all of our country partners. What we share depends on who they are. And there’s probably an incentive there for partner countries to get closer to us, because the closer they get, the more we share.” In other words, when information technology platforms and content are shared between countries, it underscores that those countries are in a relationship with one another. When countries are not granted access to those technologies and content, it underscores that the relationship with those countries is more distant.  

Finding 7: OL is Enabled Through Formal and Informal Training and Education

Interviewees emphasized the importance of combined military education (e.g., the U.S. Naval War College), formal training (e.g., SEAL training), and on-the-job training. One interviewee explained, “We have quite a good percentage of our, I guess, our partner countries that send their officers, both their senior officers and some of their junior officers to Newport. They learn to strategize the way we strategize, and they learn the content of our strategy as well. But I would say that we also have non-operational venues where we collaborate. For example, the International Maritime Symposium at the War College and in similar events we have out in the fleets on a regular basis.”

Finding 8: OL is Enabled Through Work Practices

Finally, interviewees emphasized the importance of everyday work practices, including directives, intelligence, and tactics, techniques, and procedures (TTPs). According to one interviewee, “I assume that in previous exercises, our partners in NATO started acquiring each other’s TTPs and we have them written down. We have TTPs for VBSS (visit, board search and seizure operations) and I assume that through years of sharing TTPs, our TTPs became similar at some point.” In other words, a large body of directives and TTPs “order” partner country navies and coast guards to work with one another toward specific operational ends.

Insight for the Fleet

These findings provide a rich list of elements that navy and coast guard officers have deemed “valuable” for building relationships with partner countries. In other words, according to the tactical operators in the fleet, this study describes the things that “work,” and that should be supported, and funded. Here are just four examples.

First, the data shows conclusively that navy and coast guard officers that participate in formal exercises do believe that exercises help partner country maritime forces coalesce and collaborate. What is important is that navy and coast guard leaders from all countries can look their respective congresspersons and parliamentarians in the eye and state emphatically, “Our officers do believe that these exercises matter. The more we exercise together, the more collaborative we become.” This study provides dozens of anecdotes to that effect. U.S. policymakers and military leaders should continue to support and fund naval exercises with partner countries. Policymakers and military leadership should similarly continue to support and fund inter-country training and education programs, and find ways for partner-country navy and coast guard officers to have more numerous face-to-face learning opportunities.

Second, the data shows that structured communications vehicles such as briefings are key enablers of security cooperation. Briefings specifically are the primary vehicle by which tactical and operational information is communicated between partner country navies and coast guards. Military leaders should step back and reflect on whether the briefing process can be made even more valuable through structuralization or even ritualization. Senge (1999) and other OL scholars would suggest that military briefings could become even more valuable if they evolved from being predominantly single-looped (e.g., What did we learn in the exercise?) to become ritually double-looped (e.g., How did we learn in the exercise?).

Third, multiple interviewees discussed how access to the GCCS and CENTRIXS systems, and access to U.S. national intelligence, should be used as incentives for closer relationships. In other words, Pentagon and fleet-level leadership should actively promote access to systems and intelligence as an incentive for closer collaboration with the U.S. and western allies. After a partner country “subscribes” to intelligence-sharing with the U.S. and allies, and after they prove their ability to protect sensitive and classified information, they can earn access to more sensitive and higher classifications of content thereby reinforcing the relationship in a positive feedback loop.

Fourth, OL between partner countries and security success seems to increase exponentially when combined OL-dedicated organizational structures are stood up, either temporarily or permanently. The creation of CTF-150 and other dedicated organizational structures had a significant impact on accelerating learning between partner navies and coast guards, which resulted in a significant reduction in piracy in the Indian Ocean. The creation of JITF South had a similar positive effect on the drug war in the Caribbean. In other words, joint and combined task forces work. Policymakers and maritime security leadership across all countries should work to make such structures easier and faster to stand up and establish a battle rhythm. To be specific, the U.S. and other leading nations in maritime security should continue, and perhaps increase, emphasis and funding on prepositioning programs and rapid deployment of adaptable expeditionary force packages. Such packages could provide an even faster response and return to normalcy when piracy inevitably springs up again in the Indian Ocean or elsewhere, or when new waves of refugees seek to escape from North Africa (highly likely), South America (also likely), or elsewhere in the world.

Introducing a Maritime Forces Learning Model

Most importantly, the study resulted in the development of a Maritime Forces Learning Model – a mental model for practitioners to learn and reflect on how OL-related activities, when practiced and improved in the fleet, can have a positive upward ripple effect. For example, improving the frequency and quality of operational briefings in the fleet can help improve OL between partner country navies and coast guards. Improving OL can help improve regional maritime security and regional security overall. If the regions of the world can be made safer, the world itself can be made safer.

A maritime forces learning model. (Daniel Murphy image – Click to Expand)

Final Thoughts

For good reason, there is a vast body of literature exploring military and security failures and partial failures in history – Waterloo, Pearl Harbor, Vietnam, the 9/11 attacks, Iraq, and others. In the spirit of Santayana, as military and national security professionals, we absolutely must understand our historical failures so that we can reduce the likelihood of such failures in the future. I believe that it is good news for humanity, that we (in Western society, at least) rigorously reflect on things done wrong. However, military historians and other social scientists should spend more time studying things “done right.” That was the intention of this study.

Navies, coast guards, and maritime security agencies around the world have an uncanny ability to come together in relatively short order, to protect and defend the maritime domain when threats arise. I believe it is important to understand the how of that phenomenon. To understand the how, one must dig deep – to what the anthropologist Geertz (1973) would call a “thick description” of culture. When we understand the details of the how – in this case how partner navies and coast guards coalesce – we can support, emulate, and appropriately resource the how. While this study was not intended to uncover any great “aha” on what makes maritime security cooperation tick, it was intended to provide some thicker description on how fleets coalesce, and ultimately underscore some of the practices that leaders should continue to emphasize and support.

Daniel T. Murphy is a full-time faculty member in Massachusetts Maritime Academy’s Emergency Management and Homeland Security department. He is also an adjunct faculty member in the Homeland Security and Strategic Intelligence department at Northeastern University, and a Lieutenant Commander in the U.S. Navy Reserve, currently assigned to the US European Command (EUCOM) Staff. Dr. Murphy received his Bachelor of Arts degree from the University of Massachusetts, Master of Arts degree from Georgetown University, Master of Science degree from the National Intelligence University, and Doctorate degree from Northeastern University. He is also a graduate of the American Academy in Rome and the Naval War College. 

References

Baird, L., Holland, P., & Deacon, S. (1999). Learning from action: Embedding more learning into the performance fast enough to make a difference. Organizational Dynamics, 27(4), 19-22. doi: 10.1177/1046878114549426

Chiva, R., Alegre, J., & Lapiedra, R. (2007). Measuring organisational learning capability among the workforce. International Journal of Manpower, 28(3/4), 224-242.

Daddis, G. A. (2013). Eating soup with a spoon: The U.S. Army as a “learning organization” in the Vietnam War. Journal of Military History, 77(1), 229-254.

Darling, M.J., & Parry, C.S. (2001). After-action reviews: linking reflection and planning in a learning practice. Reflections, 3(2), 64-72. doi: 10.1162/15241730152695252

Do, Q.T., Ma, L., and Ruiz, C. (2016). Pirates of Somalia: Crime and deterrence on the high seas. Development Research Group Poverty and Inequality Team. Retrieved from http://pubdocs.worldbank.org/en/689501484733836996/pirates-of-Somalia-on-the-high-seas.pdf.

Etzioni, A. (2015). COIN: A study of strategic illusion, Small Wars & Insurgencies, 26(3), 345-376, doi: 10.1080/09592318.2014.982882

Geertz, C. (1973). The interpretation of cultures: Selected essays. New York, NY: Basic Books.

Godé, C., & Barbaroux, P. (2012). Towards an architecture of organizational learning: Insights from French military aircrews. VINE, 42(3), 321-334. doi: 10.1108/03055721211267468

Goh, S., & Richards, G. (1997). Benchmarking the learning capability of organizations. European Management Journal, 15(5), 575-583.

Marcus, R. D. (2014). Military innovation and tactical adaptation in the Israel–Hizballah conflict: The institutionalization of lesson-learning in the IDF. Journal of Strategic Studies, 38(4), 500-528. doi.org.ezproxy.neu.edu/10.1080/01402390.2014.923767

Marquardt, M. (2011). Building the learning organization: Achieving strategic advantage through a commitment to learning (3rd ed.). Boston: Nicholas Brealey Publishing.

Marsick, V. J., & Watkins, K. E. (1999). Facilitating learning organizations: Making learning count. Brookfield, VT: Gower.

Nevis, E. C., DiBella, A. J., & Gould, J. M. (1995). Understanding organizations as learning Systems. Sloan Management Review, 36(2), 73-73.

Seelke, C.R., Wyler, L.S., Beittel, J.S., and Sullivan, M.P. (2012). Latin America and the Caribbean: Illicit drug trafficking and U.S. counterdrug programs. Congressional Research Service (CRS) Report for Congress. Retrieved from https://www.hsdl.org/?view&did=705052.

Senge, P. M. (1990). The fifth discipline: the art and practice of the learning organization. New York, NY: Doubleday.

U.S. State Department. (2006). United States report to the Organization of American States on the application of confidence and security building measures for 2005 and 2006. AG/RES. 2113 (XXXV-O/05) and AG/RES. 2246 (XXXVI-O/06). Retrieved from http://scm.oas.org/IDMS/Redirectpage.aspx?class=CP/CSH&classNum=780&addendum=3&lang=e.

White, D. (2008). Bitter ocean: The battle of the Atlantic, 1939–1945. New York, NY: Simon & Schuster.

Featured Image: PHUKET, THAILAND (Jan. 25, 2019) – U.S. Navy Capt. Brian Mutty, commanding officer of Wasp-class amphibious assault ship USS Essex (LHD 2), right, speaks with officers of the Royal Thai navy aboard Essex in Phuket, Thailand. (U.S. Navy photo by Mass Communication Specialist 3rd Molly DiServio) 190125-N-NI420-1062

Current Operations

A First Time for Everything: The United Nations Maritime Task Force in Lebanon

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By David Van Dyk

There are instances of failure and success throughout the history of United Nations peacekeeping operations. The instances of the UN Assistance Mission in Rwanda in 1994 and the UN Protection Force at Srebrenica in 1995 are difficult chapters in a complicated past. In contrast, the success of the UN in stabilizing East Timor in 1999 and early 2000 was realized by defeating pro-Indonesian militias and gaining the trust of the surrounding community fighting for independence. Additionally, the ongoing efforts of the United Nations in the Kashmir region (UNMOGIP) have been vital in keeping a volatile area from potentially exploding into nuclear war.

Another example of successful UN peacekeeping includes the United Nations Interim Force in Lebanon (UNIFIL), forged from the fires of the 1978 war between Israel and PLO fighters operating from southern Lebanon. This UN mission was substantially enhanced in 2006 following a repeat of the conflict. It also included a historical development in UN peacekeeping, the establishment of the Maritime Task Force (MTF) attached to UNIFIL, the first such naval operation of its kind under the auspices of the United Nations.

Beginnings

Created in 2006, the MTF was designed to “support the Lebanese Navy in monitoring its territorial waters, secure the Lebanese coastline and prevent the unauthorized entry of arms or related materials by sea into Lebanon.”1 Additionally, the withdrawal of the Israeli blockade of Lebanon in September 2006 was brought about due to the existence of the MTF, assuaging Israeli fears of a rearmed Hezbollah due to unregulated sea traffic along the coast.2 The MTF gains its authority from UN Security Council Resolution (UNSCR) 1701 ending hostilities between the Israeli military and Hezbollah elements; yet the MTF found its true birth in a request of then-Lebanese Prime Minister Fouad Siniora to the UN Secretariat for a naval force to help Lebanon patrol its coastline and train the country’s underdeveloped navy.3 This allowed not only for the eventual withdrawal of the Israeli blockade but also for the UN Department of Peacekeeping Operations (DPKO) to try something new – deploying blue helmets on the high seas.

Mission

Officially, as noted above, the task of the MTF is to help Lebanon secure its coastline and sea traffic while helping train the Lebanese Navy. Unofficially, the MTF has provided an opportunity to a handful of nations in helping train their navies as well. Indeed, a Belgium commander of an MTF flagship, BNS Leopold I, noted in an interview in 2009, “The crew underwent an intensive training package covering the full range of warfare drills applicable for the envisaged mission and with emphasis on boarding operations as well as underway and alongside force protection.” No doubt the MTF has provided countries with a chance to showcase their abilities in a combined task force; when Belgium took over command of the MTF in April 2009, RADM Thierry Pynoo commented, “It is evident that we are willing to fulfill our international responsibilities towards securing stability in this region. It also shows that Belgium is highly regarded by the UN Department of Peacekeeping Operations, not in the least due to Belgium’s performances during former UN missions.”5

Yet the MTF is not all show and no action; far from it. Since operations began in 2006, the task force has hailed more than 90,000 ships and referred more than 12,000 to the Lebanese government for closer inspection.6 Additionally, the MTF as of 2018 conducted 713 training exercises with elements of the Lebanese Navy. These simulations cover a gamut of situations from boarding suspicious vessels to live-fire exercises. Furthermore, “these efforts are complemented with initiatives by other countries that provide capacity building and technical assistance, as well as radar and other naval materials on a bilateral basis.”7

A naval helicopter prepares to take off from the Brazilian frigate Uniao, flag ship of UNIFIL’s Maritime Task Force, Sept. 25, 2013. (Photo by Pasqual Gorriz/UNIFIL)

Currently, a total of 15 countries have contributed resources to the MTF since 2006: Bangladesh, Belgium, Brazil, Bulgaria, Denmark, France, Germany, Greece, Indonesia, Italy, the Netherlands, Norway, Spain, Sweden, and Turkey. The naval force is typically made up of 6-7 ships, with the flagship being Brazilian since 2011 when Brazil accepted command of the MTF from a rotating system of European countries. Brazil has been at the helm since, and has gained international attention for the country’s significant contributions and professional conduct in this operation.8

Brazilian Leadership

Since the decision to accept command of the MTF in 2011, Brazil has been recognized both by UNIFIL command and the international community. Major-General Michael Beary, having served from 2016 to 2018 as UNIFIL’s Head of Mission, commended the nation’s role in UNIFIL’s overall mission: “The sailors who patrol Lebanese waters under the flag of the UN are pathfinders [who have] developed a UN Doctrine on Maritime operations and proven to both the Security Council and the international community the benefits that the maritime domain can bring to peacekeeping operations. … I do not take this ongoing support for granted and I would like to thank both the Brazilian government and Navy for their continued commitment to UNIFIL.”9 Brazil has sought to position itself as a global player in international relations, emphasizing the rule of law and seeking diplomatic answers to international conflict. The foreign policy establishment in Brazil has pointed to the enduring interstate peace enjoyed in Latin America as proof of Brazil’s leadership in the region. Even with the escalating crisis in Venezuela, regional leaders have managed to hold at bay military interventions or saber-rattling, seeking humanitarian, diplomatic, or economic solutions.

In their leadership over the MTF, the Brazilian Navy has gained valuable training and insight from fellow countries, while sharing their own knowledge as well. This has contributed to a robust training program in Brazil, as crewmembers and ships rotate command on the MTF. As new crewmembers join the task force, the outgoing officers bring with them knowledge and abilities gained through their time on the MTF. These lessons are then implemented at Brazil’s dedicated program, the Brazilian Peacekeeping Operations Joint Center (CCOPAB). Even amid the relatively high costs and distant theatre of operations associated with UNIFIL MTF, scholar Adriana Erthal Abdenur, in International Peacekeeping, posited three main motivations for their continuing involvement: “projecting Brazil in international security; deepening bilateral relations with Lebanon; and naval capacity-building with a view to expanding Brazil’s role in the South Atlantic.”10 An early test for President Bolsanaro’s commitment to UN missions will center on his decision whether to continue his country’s leadership over the MTF.

A UNIFIL Indonesian helicopter on patrol flying over a Maritme Task Force frigate off the coast of Beirut. Lebanon, October 26th 2011. (Photo by Pasqual Gorriz/ UN photo)

Future Applications

With the documented successes of the UNIFIL MTF, the United Nations has been able to gain valuable insight into what it takes to operate and maintain a naval task force. Additionally, countries have shown a proven willingness to contribute to its budget and its fleet. While helping to secure peace on the Lebanese coastline, countries have been able to put navies to good use, gain international standing, and share best practices with partner alliances. While UNIFIL MTF will likely continue to operate well into the next few years, other maritime hotspots may also need to be addressed. A UN-led MTF becomes an attractive option when a targeted region is too tense for local actors or alliances to effectively manage certain security concerns.

As Jeremy Thompson points out in U.S. Naval Institute Proceedings, the East China Sea has slowly but gradually deteriorated in stability; claims to the Senkaku Islands, currently administered by Japan, have been disputed by China and Taiwan.11 Maritime clashes involving fishing vessels and skirmishes between the three countries’ coast guards have been reported with increasing frequency.12 Diplomatic maneuvering over the islands has seen an uptick, especially with the outright purchase of the islands by the Japanese government in 2012. Oil exploration missions have often escalated to unhelpful saber-rattling, as seen in November 2004 when China sent a submarine near Japanese territory following a disagreement over an oil production platform operating in the East China Sea by Chinese oil companies. By January 2005, China had stationed two destroyers near the disputed area.13

China began its aggressive assertion over the islands when environmental reports conducted by the UN Economic Commission for Asia and the Far East in the late 1960s suggested a significant amount of oil, natural gas and mineral resources could be discovered and exploited in the region. Additionally, the waters around the islands are fertile fishing grounds, capable of providing a serious boost to the vibrant and competitive fishing industries already operating in the region. However, due to the political and military insecurity in the area, a truly stable environment has not been maintained to make the most of the fishery.

While there is not yet cause for alarmism, the potential for the East China Sea to devolve into inter-state warfare is present. Unlike the undeveloped state of the Lebanese Navy, the fleets of China, Taiwan and Japan are among the most advanced in the world. As such, the region needs to be addressed in a constructive and neutral manner by the United Nations Security Council, with an eye toward instituting a framework for a peaceful resolution of the dispute. The UN Secretariat should consider drafting an outline for establishing a maritime task force to operate in the East China Sea, and one that may be constituted of extra-regional naval forces.

The serious legwork has already been completed, thanks to the efforts of the UNIFIL MTF; as then-UNIFIL Head of Mission Beary noted, the UN has already developed a naval doctrine; now, the international community must give the doctrine a chance to branch out and improve on the accomplishments found in Lebanon.

David Van Dyk is an associate editor with the Center for International Maritime Security and a doctoral student at the Helms School of Government studying Public Policy with a focus in foreign policy. He has received a Master of Arts in Public Policy with a focus in international affairs. He can be reached at dvandyk@liberty.edu.

References

1. https://unifil.unmissions.org/unifil-maritime-task-force

2. https://www.nytimes.com/2006/09/08/world/middleeast/09mideastcnd.html

3. Lebanese Republic, ‘Letter of Prime Minister Siniora to Secretary-General Kofi Annan’, Beirut, 6 Sept. 2006

4. “Interview with Cdr Jean-Marc Claus, Commanding Officer Bns ‘Leopold I’, Flagship of Com Unifil Mtf 448.” Naval Forces 30, no. 2 (April 2009): 108.

5. “Scoop for the Belgian Navy.” Naval Forces 30, no. 2 (April 2009): 106.

6. https://unifil.unmissions.org/unifil-maritime-task-force

7. “Rising Powers in Stormy Seas: Brazil and the UNIFIL Maritime Task Force.” International peacekeeping. 23, no. 3 (June 1, 2016): 389–415.

8. https://unifil.unmissions.org/major-general-beary-applauds-brazil’s-leadership-role-unifil’s-mtf

9. https://unifil.unmissions.org/new-brazilian-rear-admiral-helm-unifil-mtf

10. “Rising Powers in Stormy Seas: Brazil and the UNIFIL Maritime Task Force.” International peacekeeping. 23, no. 3 (June 1, 2016): 389–415.

11. Thompson, Jeremy. “Fly the U.N. Pennant Over East Asian Waters.” U.S. Naval Institute Proceedings 141, no. 9 (September 2015): 40–45.

12. https://intpolicydigest.org/2016/08/01/senkaku-islands-dispute/

13. https://www.offshore-technology.com/features/drillships-warships-increasing-tensions-east-china-sea/

Featured Image: UNIFIL Head of Mission and Force Commander, Major General Michael Beary, addresses the audience at the event for International Day of Peace held at UNIFIL headquarters in Naqoura, south Lebanon, Sept. 21, 2016. Photo by Pasqual Gorriz/UNIFIL

Current Operations, South America

Asian Fishing Fleets Commit Yet Another Illegal Fishing Incident in Argentine Waters

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The Southern Tide

Written by W. Alejandro Sanchez, The Southern Tide addresses maritime security issues throughout Latin America and the Caribbean. It discusses the challenges regional navies face including limited defense budgets, inter-state tensions, and transnational crimes. It also examines how these challenges influence current and future defense strategies, platform acquisitions, and relations with global powers.

“My plain and simple message to our friends in the region is ‘the United States is a reliable and trustworthy security partner….Latin America and the Caribbean are not our backyard. It’s our shared neighborhood… And like the neighborhood … where I grew up, good neighbors respect each other’s sovereignty, treat each other as equal partners with respect, and commit to a strong neighborhood watch.”  –Vice Admiral Craig Faller, USN,  before the Senate Armed Forces Committee, Sep. 25, 2018. 

By W. Alejandro Sanchez

The Argentine Coast Guard stopped a South Korean trawler that was allegedly operating without authorization in its Exclusive Economic Zone (EEZ) in early February. The non-violent operation highlights how Asian fleets are willing to travel long distances in order to make a profit, and how Latin American navies and coast guards need to be more focused than ever before on combating unauthorized fishing.

The O Yang 77

The latest international fishing incident in Argentine waters occurred when the South Korean trawler O Yang 77 was detected by Argentine authorities, which deployed PNA Doctor Manuel Matilla (GC-24), a Mantilla-class patrol boat, to stop said vessel. According to Infobae, the vessel was detected around Chubut province, in the Southern part of Argentina, with its nets down. Aboard the vessel, Argentine authorities found some 130 tonnes of fish. A 11 February video posted on the Argentine coast guard’s Twitter account shows the  O Yang 77 docked in the South American country’s Comodoro  Rivadavia port.

South Korean authorities argue that the vessel, which belongs to Sajo Oyang Corporation, did not violate Argentina’s EEZ.

Illegal Fishing and Incidents

The aforementioned incident highlights one obvious fact: illegal, unauthorized and unregulated (IUU) fishing does not occur simply because Latin American and Caribbean fishing vessels break the law, but extra-regional vessels, particularly large fleets from Asian nations, are willing to travel long distances in order to make a profit and satisfy their nation’s demands.

Previous commentaries by the author noted the problem of IUU fishing in Latin America (see CIMSEC’s “Latin American Navies Combat Illegal Fishing”), of which Chinese fleets are repeated offenders. For example, in 2016 the Argentine Coast Guard shot at and sank a Chinese fishing vessel, Lu Yan Yuan Yu, which was part of a larger fleet operating in Argentina’s EEZ. The following year, the Chinese vessel Fu Yuang Yu Leng 999 was spotted close to the Galapagos Islands and detained by Ecuadorian authorities. An inspection discovered over 300 tons of a variety of fishes, particularly hammerhead and silky sharks as well as other endangered species (see CIMSEC’s “A Growing Concern: Chinese Illegal Fishing in Latin America”). A year later, in late 2018, Peruvian authorities stopped the Chinese vessel Runda 608 for fishing without authorization in Peruvian waters.

Ironically, at the time of this writing, yet another incident regarding Asian fishing fleets occurred in the South Atlantic. In mid-February, the patrol boat Mantilla was once again called into action, this time to help the Zhongyuanyu 11, a Chinese fishing boat that collided with the Spanish fishing vessel Pesca Vaqueiro, some 16 km outside Argentina’s EEZ. The Argentine platform was deployed to rescue the crew of the sinking Chinese ship, while the Spanish vessel apparently did not suffer significant damage. These incidents highlight the constant presence of extra-regional fishing vessels in the South Atlantic.

How are Regional Governments and Navies Reacting?

Unsurprisingly, whenever a major illegal fishing incident occurs, there is an understandable public outcry and regional governments promise to protect a country’s maritime resources. For example, after the Lu Yan Yuan Yu incident in the Galapagos Islands, the Ecuadorian Navy deployed its submarine Huancavilca to help combat unauthorized fishing. Quito also reportedly sent a formal letter of protest to Chinese authorities about the incident, though it is unclear (and highly doubtful) if any measures have been implemented to avoid future violations of Ecuador’s maritime sovereignty by Chinese vessels.

Successfully and efficiently protecting an EEZ is not easy. Additional vessels for navies and coast guards would certainly be helpful and, to be fair, several Latin American nations continue to upgrade and expand their navies. For example Argentina has confirmed the purchase of four French offshore patrol vessels; Brazil has purchased a carrier (see CIMSEC’s “Atlantico: Brazil’s New Carrier”) and is constructing submarines; Mexico has constructed a long-rang patrol vessel and various OPVs; and Peru is constructing a second landing platform dock, BAP Paita.

However, it is also necessary to obtain aerial platforms that can help monitor and intercept suspicious vessels faster. Space programs can be additionally helpful to locate suspicious ships as well – the Chinese vessel Runda 608 was reportedly located via space-based capabilities. In other words, the answer is not just adding more ships to a fleet to successfully combat illegal fishing; aerial platforms and even space technology are also critically important.

Moreover, governments have a vital role to play. Robust legislation to combat IUU fishing is necessary, such as heavy fines or even prison time for offenders, but there also has to be action at the diplomatic level when illegal fishing is conducted across national borders. It will be important to monitor whether Buenos Aires confronts Seoul over the latest incident, though it is unlikely as Buenos Aires-Beijing relations remain the same after the Fu Yuang Yu Leng 999 incident.

As a corollary to this analysis there is an ironic detail worth highlighting: in late January the Argentine news service Ambito reported that South Korea is planning to donate an Ulsan-class frigate to Argentina. This report has been frequently cited in other media outlets. Such a move is not without precedent as Seoul donated a corvette to Peru a few years ago as well. It will be interesting to see if Seoul does in fact donate a warship to Buenos Aires, which would likely be utilized for patrol operations to crack down on maritime crimes in Argentina’s EEZ, such as illegal fishing.

Final Thoughts

The O Yang 77 incident will not be the last time that Asian fleets fish without authorization in Latin American waters as these vessels constantly operate in the South Atlantic – this is best demonstrated by the collision between the Zhongyuanyu 11 and the  Pesca Vaqueiro just days after the  arrest of the O Yang 77. Demographic growth, the eternal quest for profit, and depleting maritime life in other bodies of water mean that extra-regional fleets will travel great distances for new sources of fish. 

It is bad enough when illegal fishing occurs domestically (e.g. a Peruvian fishing vessel operating illegally in Peruvian waters) or across regional borders (e.g. a Ecuadorian vessel ilegally fishing in Peruvian waters). The scope of IUU fishing by Asian fishing fleets could help bring about the destruction of an already fragile Latin American maritime ecosystem.

Latin American navies and coast guards are the tip of the spear in combating IUU fishing, and they have a mighty opponent in front of them.

Wilder Alejandro Sanchez is an analyst who focuses on geopolitical, military, and cybersecurity issues. He tweets at @W_Alex_Sanchez.

The views expressed in this article are those of the author alone and do not necessarily reflect those of any institutions with which the author is associated.

Featured Image: Coast Guard patrol GC-24 Mantilla. (Mercopress)

Capability Analysis, Current Operations

The Bad Day Scenario Pt. 3: Developing a Dynamic, Distributed, and Lethal Global Force

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By Jimmy Drennan

“In the midst of chaos, there is also opportunity.” –Sun Tzu

Parts One and Two of the Bad Day Scenario series posited a worst case-style scenario for the U.S. Navy, discussed ways the Navy might respond with current capacity and capability, and introduced emerging concepts that could help the Navy address similar scenarios in the future as a more globally responsive force. Dynamic Force Employment (DFE), the U.S. military’s latest concept for employing the joint force with agility and unpredictability, will have a significant impact on how the Navy is used as an instrument of national power. Meanwhile, Distributed Maritime Operations (DMO) is the Navy’s emergent concept for force development and maritime operations that will be capable of generating combat power across a broad range of platforms, domains, geographical area, and potential adversaries. The rest of the Bad Day Scenario series aims to reconcile the DFE and DMO concepts into an overall model for developing a dynamic, distributed, and lethal global force by 2020.

There currently exists no satisfactory integration of DFE and DMO. Chief of Naval Operations Admiral John Richardson addresses both concepts independently in his Design for Maintaining Maritime Superiority 2.0. Essentially, he suggests the Navy will use DFE at the lower end of the range of military operations, and DMO at the high end. Design 2.0 recognizes the unsustainability of business-as-usual global maritime operations, but fails to acknowledge that DFE and DMO will simultaneously impact steady state operations and must account for each other to be effective. They are not two conceptual “buttons” which the Navy can press depending on the situation.

Proposing a new concept – Global Force 2020 – can provide the necessary integration of DFE and DMO to enable the Navy to operate efficiently on a daily basis, while remaining postured to respond to global crises and contingencies. Global Force 2020 is based on a six-factor model – Operational, Technological, Human, Partnership, Cultural, and Logistical – that highlights the unique challenges and opportunities that arise from the integration of DFE and DMO. The first three factors will be discussed in this part, and the remaining three will be discussed in Part Four.

Operational Factor

Global Force 2020 will fundamentally change naval operations, along with tactics and training, in a variety of ways. Most notably, the model will necessarily reduce the primacy of the Carrier Strike Group (CSG) as the Navy balances a variety of force organizational constructs. Admiral Richardson seemed to acknowledge this shift when he said “our fundamental force element right now in many instances is the carrier strike group. We’re going to scale up so our fundamental force element for fighting is at the fleet level, and the strike groups plug into those numbered fleets. And they will be, the strike groups and the fleet together, will be operating in a distributed maritime operations way.”

Upscaling to the fleet as the basic fighting unit, however, could unintentionally hamper distributed execution by centralizing C2 at the three-star level, and would not incentivize the Navy to evolve its default CSG deployment model. Under Global Force 2020, existing constructs, such as Amphibious Readiness Groups (ARG) and Surface Action Groups (SAG), would see more emphasis, while emerging constructs, such as influence squadrons, war-at-sea flotillas, littoral combat groups, and unmanned or autonomous swarm formations, would be incorporated.

For decades, operations, tactics, and training in the surface force have focused too heavily on supporting the aircraft carrier. CSGs became the default force element. In the era of the Global War on Terror, carrier-based tactical air sorties became the naval force du jour for projecting American military might onto enemies in Iraq, Afghanistan, and elsewhere. The Navy even re-designated Carrier Battle Groups to CSGs in 2004 to reflect the emphasis on power projection ashore. The demand signal from operational commanders ashore was so immense that the Navy deployed CSGs constantly to generate sorties in an almost industrial fashion. On a typical radar screen in the North Arabian Sea, ingressing and egressing carrier aircraft resembled widgets on a conveyor belt. To support this pace of sorties, nearly all surface combatant deployments were as part of CSGs.

Even before the wars in Iraq and Afghanistan, the Navy was already structured to operate with the CSG as its basic building block. The modern CSG was conceived of during the Cold War to defeat Russian battle groups in blue water, force-on-force, high end conflict. The concept hinged on the CSG’s ability to defend the aircraft carrier and preserve its ability to generate combat sorties. The Aegis Combat System was designed for this purpose, specifically targeting sea-skimming anti-ship cruise missiles (ASCM). Eventually, “Aegis” became synonymous with “high end surface combatant.” Even the Command and Control (C2) concept, Composite Warfare Command (CWC), which was designed to enable CSGs to defend aircraft carriers against multi-domain threats, came to be applied almost universally in surface force operations.

CWC is based primarily upon two key principles: functional warfare commanders, and command-by-negation. Functional warfare commanders have command of the fighting function of CSG assets, not necessarily the assets themselves, within their individual warfare area or domain (i.e. Air and Missile Defense (AMD), surface warfare (SUW), anti-submarine warfare (ASW)). The warfare commanders are empowered to engage threats to the CSG without asking for permission. They are only required to notify the CSG Commander, who can then negate the order if he or she does not concur. This is the principle of command-by-negation.

Functionally arrayed warfare commanders and command-by-negation work well for the point defense of an aircraft carrier by her surrounding escorts. Multi-domain threats along multiple axes afford little reaction time, and decentralized C2 among concentrated forces offers the best chance for successful defense. As maritime operations become more distributed, however, the efficiency and efficacy of CWC diminish significantly. The individual ships of a CSG already operate disaggregated across entire theaters, well outside of organic weapons and high data-rate communications ranges. Ships can communicate via satellite relay but at a certain distance the ships will be part of different communication architectures which complicates tactical communication. Lower data-rate methods such as high frequency (HF) radio also do not support tactical communication. Functional warfare commanders cannot effectively defend assets when they cannot communicate rapidly, build shared awareness, or cover with their own armament. Global Force 2020 will not be able to rely on CWC as an effective method of tactical maritime C2. DFE and DMO are bringing about a sea change in naval C2 that will require commanders to operate effectively both independently, and as part of a larger networked force.

Future fights will require naval force elements to interface with joint and coalition constructs more frequently and more dynamically. Today, for example, a CSG or an ARG may be required to detach from a scheduled mission on short notice to join a Joint Task Force or multinational operation. In the future, this could become commonplace for ad hoc force elements to “plug in” to joint or international constructs. CWC, while highly effective for defending an aircraft carrier, does not translate well to the widely-used Prussian general staff structure, which is comprised of functional directorates (e.g. administration, intelligence, operations, logistics, plans, communications, etc.). The friction is evident even within Navy commands. Fleets are often broken into task forces, but task forces often employ CWC instead of further subdividing into task group and units. When a ship shifts from one task force to another, she sometimes retains her warfare commander duties to the former, creating a conflict for the fleet staff to manage.

Along with C2, the Navy must also adapt training to account for the reduced emphasis on CSG operations under Global Force 2020. Surface ships will no longer deploy with CSGs by default, and therefore will not be able to rely on a training curriculum tailor-made for CSG operations. Training should be geared toward each ship’s unique capabilities, not necessarily her expected role within a group, and should include practice integrating into joint and coalition force elements under a wide range of circumstances. Likewise, threat recognition and study of enemy tactics cannot be exclusive to a single geographic region. Ships may be asked to respond to any number of contingencies around the globe while potential adversaries are increasing their own out-of-area deployments.

Finally, an important element of Global Force 2020 operations will be deception. Inherent in the DFE concept is an element of unpredictability, which can be supported by military deception, both operational and tactical. As DFE seeks to keep potential adversaries on their heels by making the location and timing of naval deployments less routine, the Navy can further confuse their operational picture and frustrate efforts to understand U.S. intent through the use of information operations. Tactically, the Navy can employ Electromagnetic Maneuver Warfare to make the enemy think the fleet is concentrated where it is not, and vice versa.

Technological Factor

A variety of emerging technologies, and some long-established but neglected by the U.S. Navy, now enable the U.S. to deliver decisive effects without the need for concentrating forces on the objective. Naval warfare has come a long way since the Battle of the Coral Sea in 1942, the first naval engagement in which opposing warships did not sight each other. Today’s weapons, sensors, and communication systems enable friendly forces to coordinate fires outside visual range of each other and the enemy. In the future, some key technologies will enable naval forces to engage targets when not even in the same theater. Global Force 2020 will utilize long range hypersonic missiles and aircraft, next-generation cruise and ballistic missiles, next-generation unmanned systems, artificial intelligence, and cyber to name a few.

Much has been written on the advent of hypersonic weapons, airborne projectiles that travel faster than Mach 5. Some have even suggested a new hypersonic arms race is underway. On the other hand, some argue there is nothing transformational about these weapons, and they do not alter strategic fundamentals. This perspective fails to recognize the second and third order effects that the resultant force disposition and commander’s decision time will have on naval warfare. Hypersonic attacks, sometimes described as Conventional Prompt Global Strike (CPGS), would be a core maritime mission instead of just a strategic one. Hypersonic manned or unmanned aircraft could also transform naval operations in unforeseen ways, but the Navy should exercise caution in investing too heavily in them, potentially sacrificing lower cost, higher quantity missiles for an exquisite technological solution just to fit the current operational paradigm of naval aviation.

Anti-ship missile technology has advanced in a number of ways aside from velocity. Since the U.S. Navy first fielded the Harpoon missile in 1977, technology for propulsion, maneuver, and homing have all revolutionized the way in which missiles can be employed against ships. Anti-ship ballistic missiles (ASBM), such as China’s DF-26 with a range of 3400 miles, pose a significant challenge to legacy fleet air defense systems. Modern anti-ship cruise missiles (ASCM), such as Russia’s 3M22 Zircon, can perform terminal maneuvers even at hypersonic speeds and employ stealth technologies to significantly reduce their radar signature. Meanwhile, terminal homing technology is constantly improved to counter defensive electronic warfare systems. Today, the U.S. Navy still only employs four to eight Harpoon missiles on its surface combatants. While lagging far behind other naval powers in anti-ship missiles, the U.S. is now making significant gains in terms of funding, acquisition, and research and development.

Apart from missiles, the railgun is a popular weapon often discussed as the future of naval gunnery. China purportedly fielded a prototype on one of its warships in 2017; however, the U.S. Navy recently admitted the weapon’s limitations and signaled its intent to pursue alternatives. With a theoretical range of over 100 nautical miles, the railgun certainly would have a place in Global Force 2020, but the verdict is still out on its viability in naval warfare. Interestingly, in 2018 the U.S. Navy did test fire hypervelocity projectiles, the railgun’s munition, from a conventional 5” deck gun.

Meanwhile, unmanned systems are proliferating rapidly and giving the world’s navies the operational reach that was once reserved for superpowers. Unmanned aerial systems (UAS) can provide surveillance, extending the over-the-horizon targeting range of individual combatants, and communication relays, allowing force elements to operate disaggregated without relying on satellite networks or more conventional communications, which may be denied in future conflicts. Future UAS will also conduct strike and aerial refueling missions. On the surface, the U.S. Navy is also pursuing Medium Diameter Unmanned Surface Vessels (MDUSV) to hunt mines and submarines, and to serve as a communications node to network a larger force. Similarly, unmanned underwater vehicles (UUV) will become an integral part of advanced undersea warfare systems to detect, identify, and counter enemy ships and submarines.

Another emerging technology, artificial intelligence (AI), could make it possible for unmanned systems to operate autonomously when range or environment prohibit communication links for tactical control. Fielding autonomous weapons invokes substantial legal and ethical debate, but the technology can certainly benefit dynamic and distributed operations. Global Force 2020 will employ force elements comprising a mix of manned assets and autonomous systems. Beyond vehicles, AI will also be used in communication systems such as cognitive radio to dynamically access the electromagnetic spectrum and make it more difficult for adversaries to deny friendly use of the spectrum. In the cyber domain, payloads could be programmed with AI and deposited into enemy networks to conduct its mission autonomously without reach back.

A key aspect of cyber warfare as it relates to Global Force 2020 is that it permits engagement of the enemy irrespective of range. As long as friendly cyber forces can connect to adversary computer networks, cyber warfare can be conducted from anywhere in the world. By maintaining presence around the world, the Navy brings the capability of connecting to certain networks that would otherwise be inaccessible. A Littoral Combat Ship in the Caribbean Sea could connect to a local Wi-Fi network to deliver a cyber payload to an adversary’s power grid halfway around the world.

Human Factor

As technology inevitably increases in complexity and permeates every aspect of naval operations, the U.S. Navy will need to embrace the benefits of specialization in human capital management. In July 2018, Rear Admiral William Galinis, the Navy’s Program Executive Officer for Ships, remarked that the new Flight IIIs of the Arleigh Burke-class guided missile destroyer (DDG-51) have been maxed out with technological capabilities. This critical loading of the ship’s combat systems happened gradually, as the Navy rolled out new DDG Flights and Aegis baselines to accommodate ever more lethal, and complex, warfighting technology. While the Navy appears aware of the effect of this technological evolution on its ships, it may have underestimated its effect on the officers who lead and manage them. Global Force 2020 will give rise to a new level of complexity in the warfighting capabilities that Surface Warfare Officers (SWOs) will be expected to employ, and missions they will be expected to execute. It is prudent to ask whether the surface force has maxed out the cognitive capacity of generalists, and whether it is time for SWOs to be trained as specialists to become experts in a single mission or warfare domain.

The idea of dividing officers into subspecialties, such as engineering, operations, and combat systems, is not new to the world’s navies. The British Navy, and many others, employ this model. The U.S. Navy, however, develops ship and submarine officers as generalists, for the most part. They are trained and educated in all aspects of naval affairs, serving in assignments that cover as many subject areas as possible. Usually, this means they are not afforded the time or resources to gain subject matter expertise in any one area. The phrase “an inch deep and a mile wide” is commonly used to describe SWOs. Naval aviators, however, are treated as specialists for the aircraft that they fly, since the technical and tactical differences can be significant. The U.S. Navy needs surface tactical action officers who are as proficient with their ship’s combat systems as an aviator is with his or her aircraft.

The U.S. House Armed Services Committee approved language in the draft 2019 National Defense Authorization Act that would have required surface warfare officers commissioned after 2021 to specialize into either an engineering, operations, or combat systems career path. Ultimately, this language was stricken from the approved NDAA, but not before sparking much debate among navy pundits. Opponents argued this was an overreaction to the USS McCain and Fitzgerald collisions, as indicated by Rep. Rob Wittman’s comments in January 2019, and that it would degrade the quality of command at sea in the U.S. Navy. On the other hand, proponents argue that the Navy’s current way of managing officer careers contributed to the 2017 tragedies and should embrace specialization as a potential solution.

In any case, specialization for officer career progression should be considered not only in response to preventable tragedies at sea, but also as a necessary adaptation to technological trends. In addition to proliferation and increasing complexity, modern technology has largely removed ship maneuvering from the kill chain. Naval officers have always needed to be proficient shiphandlers because a ship’s ability to deliver combat power depended heavily on maneuver, from ramming triremes to naval gunnery to submarine prosecution in multi-ship formations. Today, much of the naval kill chain resides far beyond the immediate space around the ship. Naval weapons such as missiles travel so far and so fast that ship speed and maneuvering have become almost irrelevant tactical factors. Cyber and electronic warfare also have almost nothing to do with maneuvering. It is true that attack and countermeasure effectiveness are affected by the physical, acoustic, and electromagnetic environment, but these can all be accounted for in tactical aids. Any moderately proficient mariner can take advice from tacticians to steer into the wind or minimize light and sound signature. The U.S. Navy already contracts substantial maintenance activities onboard deployed ships. Similarly, all Navies employ harbor pilots to guide them in and out of ports and certain chokepoints. The time may come when the surface force is compelled to consider contracting its maneuvering function, which will be increasingly irrelevant to combat, while SWOs specialize in areas that contribute directly to lethality.

Part Four will address the Partnership, Cultural, and Logistical factors of Global Force 2020.

Jimmy Drennan is the President of CIMSEC. These views are the author’s alone and do not necessarily reflect the position of any government agency.

Featured Image: U.S. Navy Aviation Boatswain’s Mate (Handling) 3rd Class Chelsea Mortimer, center, from Kent, Washington, directs an F/A-18F Super Hornet, assigned to Strike Fighter Squadron (VFA) 41, toward a steam-powered catapult on the flight deck of the aircraft carrier USS John C. Stennis (CVN 74) in the Pacific Ocean, Feb. 8, 2019. (U.S. Navy photo by Mass Communication Specialist 3rd Class Skyler Okerman)