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Capability Analysis

A New DESRON Staff – Beyond the Composite Warfare Commander Concept

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By Bill Shafley

A destroyer squadron (DESRON) staff’s employment as a Sea Combat Commander in the Composite Warfare Commander (CWC) construct is unnecessarily narrow and prevents a more lethal and agile strike group. Tomorrow’s fight requires multiple manned, trained, and certified command elements. These elements should be capable of maneuvering and employing combat power. This combat power is required to support area-denial operations, assure the defense of a high-value unit, or conduct domain-coordinated advance force operations to sanitize an operating area in advance of the main body. This ability to diffuse command and control, disperse combat power, and contribute to sea control operations is imperative to fully realize the Distributed Maritime Operations (DMO) concept.

The Fight

The carrier battle groups (CVBGs) of the Cold War evolved into the carrier strike groups (CSG) of today. The components of the CWC organization did as well. The CWC organization evolved into managed defense of a high-value unit to preserve the capability of the carrier air wing (CVW). A destroyer squadron staff embarked on a Spruance-class destroyer managed multiple surface action groups (SAGs) and search and attack units (SAUs). They managed a kill chain designed to prevent submarines and surface ships equipped with anti-ship cruise missiles from ever entering their weapons release lines. As the anti-submarine warfare commander, they also managed the up-close defense of the carrier through assigning screening units and maneuvering the force as necessary to defend the ship and the air wing.

As the CVBG evolved into the CSG of today, the offensive and defensive missions were merged into one. The DESRON Staff was employed as the sea combat commander. The staff left the ships and embarked on the carrier. As maritime forces operated in support of land campaigns with precision fires far afield in mostly benign waters, defense of the CVN as a sortie generation machine became a primary mission. The carrier defense problem could be managed with one or two multi-mission cruisers or destroyers because the mission was generally limited to confined strait transits, managing a layered defense against fast attack craft, and establishing airspace control. The remainder of cruiser and destroyer offensive capability was chopped about between in-theater task force commanders to meet additional missions of interest, namely maritime interdiction and critical maritime infrastructure defense, and support to security cooperation plans. Near the conclusion of deployment, the strike group elements rejoined and went home together. This evolution has been fit for purpose over the last 25 years, but no longer.

The fight of tomorrow looks more like the fight planned for during the Cold War, with one major difference. China’s blue water fleet is quickly becoming more capable than the Soviet fleet ever was. Consequently, the wartime employment of tomorrow’s CSG must focus more on offensive employment in sea control operations while also facing greater threats. These operations are uniquely maritime as they are focused on the destruction of an enemy fleet and its components that may impact the United States Navy’s ability to operate with superiority. Commanders in this environment manage scarce resources (see fig 1) to establish and maintain a kill chain while assuring adequate defense. A CSG must fight into an environment, survive, exploit sea control, and be prepared to move and establish it again; perhaps multiple times. Each CSG, with the CVN, its air wing, the fires resident in the VLS tubes of the DDGs, needs to be preserved as a fighting unit in order to generate the combat power necessary to achieve sea control while assuring its survivability through subsequent engagements.

The defense of the carrier must now be balanced with the work necessary to survive as a complete task-organized force. The greater the demand for sea control in time and space, and the greater the enemy force contesting sea control, the more offensive firepower will be required to neutralize the enemy and establish sea control. At the same time, this enemy force may also out-range many of the CSG’s weapons, might shoot first, and will shoot back. This threat environment increases the requirement for defensive firepower. This is a conundrum for the traditional approach. As the DMO concept suggests, disaggregation of the CSG is driven now by lethality and survivability.

Fig. 1: Establishing and maintaining sea control is a balance between resources and time. Planning for and employing forces in this environment requires new thinking. See the author’s piece at: https://cimsec.org/new-forms-of-naval-operational-planning-for-earning-command-of-the-seas/

 As the above graphic notes, this tactical problem is far more complex than one of classic CVBG defense. Establishing sea control requires an optimized balance between offense and defense. This dilemma poses interesting questions. How much of the combat power of a CSG is left behind in defense? How much of it is committed to strike hard and win the war at sea? How is the offense commanded and controlled? Is there adequate command element (CE) depth to manage the CWC defense in one area and hunt/kill in another? What is the nature of the CE for these missions? Where should the CE be embarked for greatest effectiveness? How robust is it? What is the duration of the mission? The DMO concept requires command elements that, through the use of mission command can control all facets of sea control operations (to include logistics), in communications denied environments and at scale.

Today’s CSG commander lacks command and control options to address these questions. A differently manned, trained, and employed DESRON staff could provide this flexibility. This staff is at its core a command element. It could be ashore working for the numbered fleet commander as a combined task force (CTF) commander one week, embarked on a command platform the next week, and on the carrier the week after that. It might even be dispersed to all of those at once and with multiple units under tactical control (TACON). This flexibility gives higher echelon commanders multiple employment options as they consider how to delegate their command and control to meet mission needs. However, the DESRON of today is not manned, trained, or certified to be employed in this manner.

Manning Concept

The proposed command element would require watch standers and planners, including enough subject matter experts to plug into multiple battle rhythm events. The command element would have cells for current operations (COPS), future operations and plans (FOPS), information warfare (IW), and readiness. It would be manned to provide a six-section watchbill, a distinct and separate planning team, an IW cell and readiness monitoring team that would coordinate with fleet logistics and maintenance support for assigned ships. The six-section watchbill requirement would afford the staff enough personnel to split and establish command and control in two different locations for missions as assigned. This staff size is roughly equivalent to current DESRON manpower levels (40-45 personnel). Its makeup in terms of subject matter expertise is more tailored to the Sea Control mission set.

This new DESRON staff would be manned as follows:

Fig. 2: Staff Manning Construct reflects subject matter expertise for planning and watchstanding functions

Training Concept

This command element should be educated and trained to apply joint warfighting functions with multi-domain maritime resources to establish, execute, and maintain a kill chain in an assigned geographic area. This is a robust capability that can be brought to bear in defense of high value units, in intelligence preparation of the battlefield, in surveillance and counter surveillance, or in direct action against enemy surface and subsurface units.

This organization is led by a major command selected captain (O6) surface warfare officer. This officer should have significant tactical experience in command as a commander (O5), have received a Warfare Tactics Instructor certification, and/or graduated from an advanced in-residence planner course (Maritime Advanced Warfighting School, School of Advanced Air and Space Studies, School of Advanced Warfighting, School of Advanced Military Studies). Experience on squadron, strike group, or fleet staffs would also be beneficial. The chief staff officer would be an O5, post-command officer of similar qualification. Service as the chief staff officer should be viewed as a career enhancing opportunity in the 5 years between O5 command and O6 major command. The leadership of this team would be rounded out by a billeted and selected command master chief.

Officers assigned to the staff should be proven shipboard operators in the all the major warfare areas. They should be qualified as ASW Evaluators and Shipboard Tactical Action Officers. Four post-department surface warfare officers would be assigned to the staff. They would serve as lead officers for current operation (COPs), future operations and plans (FOPs), training, and readiness, and serve staggered 24 month tours. Officers would follow an assignment track within these billets to afford experience in all four jobs, culminating as COPs or FOPs. These leaders should be post-department head officers eligible and competitive for command at sea.

There would be four post-division officer tour officers assigned to this staff structure. These would be qualified as surface warfare officers and served as an Anti-Submarine Warfare Officers/Evaluators, Tomahawk Engagement Control Officers, and/or hold Warfare Coordinator Qualification. These officers would be selected for department head and due course, that is, competitive for further advancement. All of these officers would attend the Staff Watch Officer, Joint Maritime Tactics Course, Maritime Staff Officer’s Course, and specialty schools as necessary. Officer who trained with foreign navies at their principal warfare officer courses and planning courses would also be sought after to bring Coalition Integration to bear.

There would be 3 senior chiefs and 8 chief petty officers permanently assigned to this staff. The senior chief petty officers (SCPOs) would be from the ratings of Sonar Technicians, Operations Specialists, and Information Systems Technicians each would have successfully completed shipboard leading chief petty officer (LCPO) tours. They should respectively hold advanced Navy Enlisted Classifications in the ASW field, achieved senior-level air controller qualifications, and hold Communication Watch Officer and associated computer network management credentials. Assigned LCPOs in rates depicted would provide technical and watchstanding expertise in their rate. All SCPO and CPOs would complete the STWO/JMTC course work and additional rate specific training. The remaining enlisted sailors would be first or second class petty officers (E6/E5), and trained as watchstanders to support the 6 section watchbill and planning cell.

This staff would include support from additional warfare communities. The IW cell would be comprised of a lieutenant commander (O4) maritime space officer and a lieutenant (O3) intelligence officer. The IW community would provide a lieutenant commander (O4) Information Professional officer to manage communications requirements for this rapidly-deployable team. The team would be rounded out with the addition of two aviators: an MH-60R pilot and a P-8A naval flight officer. Their experience would be crucial in planning and for watchstander assistance during training and operations.

Certification Process

The proposed DESRON staff would be assigned to the Carrier Strike Group commander for administrative purposes. The DESRON staff would follow the Carrier Strike Group’s optimized fleet response plan (OFRP) progression (i.e., maintenance phase, basic phase, advanced phase, integrated phase, deployment, and sustainment phase). The staff would be deployable from deployment through the end of sustainment phase, and its qualifications would lapse as the CSG entered the maintenance phase.

Over the course of the OFRP maintenance phase, the staff would go through a personnel turnover period, to include key leadership. The primary purpose of this phase would be to establish the staff’s training plan. The WTIs would tailor the staff training plan based upon lessons learned from previous employment and potential future assignments. This training plan would incorporate the latest in tactical developments and experimentation. Furthermore, participation in table top exercises, Naval Warfare Development Command wargames, and Fleet 360 programs would be included. This training plan would be approved by the Surface and Mine Warfighting Development Center (SMWDC) and enacted by the appropriate tactical training group (Atlantic or Pacific), the Naval War College, and various warfare development commands.

The staff’s basic phase would mirror a ship’s in length and complexity by field. Staff WTIs, along with the appropriate tactical training group, would craft scenarios that build in complexity and the amount of integration with the individual cells. The staff would benefit from staff rides to all of the warfare development centers, and significant time at the tactical training group to learn cutting edge tactics, techniques, and procedures and capabilities and limitations. Through the use of live, virtual, and constructive training tools, the staff would train to the Plan, Brief, Execute, De-brief (PBED) standard in stand-alone work before gradually integrating the staff. The DESRON commander would focus on crafting intent, planning guidance, and risk assessment. The IW Cell would conduct Intelligence Preparation of the Operating Environment, the planners learn the effective use of base plans, branches, and sequels, and the watch standers would execute these in scenario work. The basic phase would culminate with the entire staff certifying over a week long exercise where the team operates in a higher headquarters battle-rhythm driven environment and is certified to a basic standard by Tactical Training Group Atlantic or Pacific (TTGL/P).

The advanced phase would begin with the DESRON staff executing Surface Warfare Advanced Tactics and Training (SWATT) at-sea with SMWDC mentors with live ships, submarines, and aircraft. This exercise mimics the training conducted during the basic phase. In this program, the staff embarks a platform and integrates with the assigned ships and operates at-sea introducing frictions not seen in the live, virtual, or constructive environment. Watch sections and planning teams would be assessed again in-situ and performance assessed to assure continued development. The SMWDC senior mentor would then recommend advanced certification to the certifying authority. If practical, the staff should embark aboard the CVN with the CSG for Group Sail (GRUSL) for additional training opportunity prior to the pre-deployment Composite Training Unit Exercise (COMPTUEX, or C2X).

The COMPTUEX would remain the final hurdle in integrated training leading to deployment certification. Over the course of the 6 weeks at-sea, the staff would have to demonstrate its capability in integrating into the CSG battle rhythm and demonstrate watch stander acumen in increasingly complex live exercise (LIVEX) evolutions.

During the COMPTUEX, the DESRON Staff would have to demonstrate its capability to act as a CTF commander afloat, both on the CVN and embarked in a smaller unit with assigned units. It must demonstrate the capability to conduct “split-staff” operations at a remote site ashore. In each of these instances, the staff must demonstrate its capability to establish C2 of assigned units for mission effect, control operations effectively, and integrate into a higher headquarters battle-rhythm.

Satisfactorily assessed in these areas, the staff would be certified to deploy. During deployment, it would be employed flexibly and with optionality based upon the tactical situation and the desired effects from commanders at-echelon. As the CSG heads over the horizon, the DESRON staff could participate in fleet battle problems (FBP) and coalition-led exercises to test and validate a whole range of new tactics, techniques, procedures, doctrine, and interoperability. As FBPs continue to develop and live, virtual and constructive training tools come on line, the chance to “fail fast” in this space only increases.

Employment Concept

The proposed tactical DESRON could be employed across a wide range of operations supporting Carrier Strike Groups, Amphibious Ready Groups, and fleet commanders. Mission and associated tasks drive span of control in terms of assigned ships, aircraft, and additional resources. As a task organized, employed, and expeditionary staff, its main value prospect would be its flexibility.

Manned, trained, and certified during the intermediate and advance training phases, the command element’s normal mode of operation would be embarked aboard a command ship. Employed to protect a command ship, it would be capable of exercising warfare commander duties in a strike group/CWC environment with up to five assigned ships. While its primary missions would remain anti-surface and anti-submarine warfare, it could augment or establish additional warfare area support (Integrated Air and Missile Defense or Information Warfare) in any surface combatant. Employed as a scouting force further afield in the assigned operating areas, a portion of the staff may embark detached assets to afford command control and transition scouting missions into local maritime superiority missions. Employed as a task force commander, it may disperse further and move ashore with a local fleet commander to oversee operations over a broader area. Though this employment method would be more taxing on the staff, it might be required for short durations of high operational tempo. With basic manning and training levels achieved, the command element could be employed to C2 joint exercises or lead TSC missions ashore with partner nations as part of its further development.

The sustainment phase would be the most important of all for this staff because it would be key to force-wide improvement. Over the course of a deployment, the DESRON staff would have participated in various operations and exercises. Based on these experiences, the staff training officer would lead a robust program of lessons learned. The assigned WTIs would also compile and prepare various tactical notes and after action reports to share amongst other DESRON staffs and units alike. As the staff transitioned into its maintenance phase, it would go “on the road” to debrief its lessons learned, new tactical and doctrinal proposals with the goal of driving organizational learning for future operations. The habitual relationships with War College and its various research groups, the warfare development commands, and SMWDC WTI community makes for an amazing opportunity to share experiences, connect subject matter experts and further development efforts across the fleet.

Conclusion

This concept is aspirational and developed without respect to resources. There are numerous additional details necessary to bring a capability like this to fruition, but none of these details require new thinking to manage. Commitment, purposeful planning, and some smart staff work would be adequate to address each on in turn. A capability like this could be developed within the 5-year Future Year Defense Program/Program Objective Memorandum cycle. The staff’s full capability will be realized over time as new business rules for assignment are enacted. The certification criteria would be amended and in some cases completely developed. But much of this infrastructure, the school houses, the courseware, and training systems already exists.

This model makes no mention of permanently assigned surface ships to the DESRON. This work presupposes that ships assigned to the squadron arrive manned, trained, equipped and certified at the basic level. Ships change operational control to the DESRON for employment via formal tasking order. Readiness oversight functions of this staff are limited across the board. This staff retains a strong working relationship with the various type commands and local maintenance centers to assure in-situ readiness issues can be resolved.

The deployment and sustainment phases of the OFRP are vital to successful maintenance and basic phases for the next set of employment. The DESRON staff responsibility in this work is to assure that the events prescribed by the Surface Force Readiness Manual are scheduled, are thoroughly completed by assigned units, and that long-term readiness risks are endorsed. Once sustainment phase is complete, the assigned ships are returned via “chop” in the same official manner. Readiness oversight success in this environment means that ships have true and complete self-assessments with ample transparency of emergent and voyage work necessary to maintain assigned readiness conditions.

The proposal for a tactical DESRON represents an opportunity to leap ahead of the competition and bring the elements of speed, synchronization, and surprise to the employment of naval forces. The CSG and ARG as units of employment have been disaggregated for most of the last 20 years in an effort to get the most out of assigned theater maritime resources. Forces have been chopped up and moved about amongst standing fleet task forces, leaving the strike group staff in most instances over-billeted in terms of staff capability. This has left DESRON staffs as the under-employed adjuncts of CSG staffs and merely augmenting the battle-rhythm. This proposal to invest in the DESRON staff and reorient it towards looming challenges would correct these trends and yield a more lethal force for employment within the Distributed Maritime Operations concept.

Captain Bill Shafley is a career Surface Warfare Officer who has written extensively on strike group operations, mission command, and sea control in this forum and others. He has served on both coasts and overseas in Asia and Europe. He is a graduate of the Naval War College’s Advanced Strategy Program and a designated Naval Strategist. These views are presented in a personal capacity.

Featured Image: PHILIPPINE SEA (June 18, 2022) Sailors aboard Arleigh Burke-class guided-missile destroyer USS Spruance (DDG 111) handle lines during a replenishment-at-sea with Nimitz-class aircraft carrier USS Abraham Lincoln (CVN 72). Abraham Lincoln Strike Group is on a scheduled deployment in U.S. 7th Fleet to enhance interoperability through alliances and partnerships while serving as a ready-response force in support of a free and open Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Taylor Crenshaw)

Current Operations

Adapting Command and Control for 21st Century Seapower

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By Bryan McGrath

As the United States winds down from two regional land conflicts that have dominated the 21st century, great power competition with China and Russia rightly dominates defense planning and operations. Consequently, American seapower must once again evolve to meet the challenges of sustaining America’s prosperity and security in a multi-polar world. No element of modern seapower is more worthy of evolution than the operational relationship between the Navy and Marine Corps, and this essay asserts that the twentieth century approach to command and control (C2) of these forces must embrace the integrated approach offered by the Joint functional commander concept and its maritime instantiation, the Joint Forces Maritime Component Commander (JFMCC).  

The Department of the Navy includes two Armed Services, the Navy and Marine Corps, which together deliver American power and influence from the sea. This power and influence spans the range of military operations—from peacetime presence through great power war—accomplished by controlling the seas and projecting power therefrom. No other element of American military power is as flexible, useful, persistent, and ready as the seapower delivered by the Department of the Navy.

How the Navy and Marine Corps operate to deliver integrated American seapower has evolved over time, but for much of the twentieth century, naval doctrine for amphibious operations (an important subset of American seapower) featured two co-equal commanders whose authority was tied to the phase of a specified amphibious operation, while other naval task forces operated under the Combined Warfare Concept (CWC).

The Commander, Amphibious Task Force (CATF) was a Navy officer whose overall command of an amphibious operation existed when the force was primarily a seaward force, and the Commander, Landing Force (CLF) was a Marine Corps officer whose overall command of an amphibious operation existed during the landward phase of the operation. Each supported the other during the phase in which the other predominated. This approach to amphibious warfare was developed at the Naval War College in the 1920s and has existed with minor variation ever since.

Interestingly, the amphibious force (AF) existed mostly outside of larger naval command and control constructs. Because of the uniqueness and complexity of amphibious operations, the CATF-CLF relationship not only endured, but did so even as larger command and control constructs governing naval forces (the Navy’s Composite Warfare Commander (CWC) and the Joint Force Maritime Component Commander (JFMCC) construct) grew in importance. Organizational tension existed when attempting to integrate amphibious operations into either the Navy’s CWC or the Joint functional command relationship, mostly due to the degree to which amphibious forces had been operating independently from larger Navy formations. What developed as a temporary, mission specific C2 structure (CATF/CLF), morphed over the decades into the prevailing approach to amphibious force operations, whether an amphibious objective had been assigned or not, and when those operations bumped up against larger naval operations, amphibious forces were inelegantly integrated. For example, the capabilities of the embarked Marine Expeditionary Unit (including attack helicopters and fixed wing aircraft) were available for maritime use only in emergency conditions under a concept known as “Emergency Defense of the Amphibious Task Force.”

The Navy and Marine Corps experimented in the first part of this century on a blended C2 structure within the Expeditionary Strike Group (ESG) concept in which traditional amphibious forces (an Amphibious Ready Group (ARG) of three ships and an embarked Marine Expeditionary Unit (MEU)) were supplemented by a few surface combatants to create a strike group optimized for littoral power-projection. A traditional CWC was implemented with a Navy flag officer or Marine Corps general officer (and staff) acting as the Officer in Tactical Command (OTC). The CATF-CLF arrangement continued within this broader C2 structure as the defining command arrangement of amphibious operations, which by the nature of the ESG concept was to be only one of many missions undertaken. That said, the CATF-CLF approach continued to dominate the arrangement of forces, as the embarked U.S. Marine Corps forces remained under the control of the CLF and could be called upon for maritime missions only under emergency circumstances.

The ESG concept was largely abandoned in the past few years, as a paucity of escort combatants stressed the force in trying to meet the growing objectives asked of it. Navy and Marine Corps forces deploy today similarly to how they did in the 1990s, with the ARG/MEU training and certifying separately from aircraft carrier strike forces, and combined operations occurring infrequently and inelegantly. Additionally, once the ARG/MEU deploys overseas, it is common for the formation to be split and disaggregated in order to meet myriad combatant commander objectives concurrently.

Renewed great power competition calls for a closer look at the Navy and Marine Corps team’s operational approach, one that stresses the integrated nature of American seapower and leverages a tried and tested command and control (C2) structure. To that end, the services should begin to more closely embrace the Joint functional control approach to C2, one in which a Joint Forces Maritime Component Commander of appropriate rank and staffing exercises operational control (OPCON) and tactical control (TACON) of all forces within the ARG/MEU (as well as all other naval forces assigned), until such time as those forces are re-allocated in a campaign to another functional commander (Joint Forces Land Component Commander—JFLCC, or Joint Forces Air Component Commander—JFACC).

Under this arrangement, a Navy flag officer or Marine general officer would exercise authority over all the assets of the formation, irrespective of the service contributing them. The basic approach of the Navy’s CWC could convey with the ground force assigned to a Marine Corps commander and the air wing parceled out to other commanders (Surface, Air, Information) as the need arises. When an actual amphibious objective is designated, the CATF/CLF arrangement would apply, although these would be administrative titles rather than implying C2 authorities. The JFMCC would have a variety of capabilities to apply to the battlespace, including ground forces, surface and subsurface forces, and air forces. In essence, the JFMCC would be a “Joint Task Force” commander. Should the ground objective be part of a larger land campaign, Marine forces would “chop” to the JFLCC, but for amphibious operations of more limited duration, the JFMCC would be the functional commander exercising OPCON of those forces.

Embracing the Joint functional approach to C2 of naval forces offers several advantages over the current approach. First, it would drive integration at the operational level that does not currently exist. Most of the nation’s critical peacetime presence missions around the world can be more than adequately serviced by the forces of the Department of the Navy and integrating those forces under a single commander aligns with the principles of war and makes for more efficient operations.

Next, by integrating these forces under the JFMCC, pressure will grow to integrate operational architectures and concepts of operation, which would influence the acquisition community to provide weapons, networks, and sensors that serve a more coherent architecture, rather than the more separated service approaches that characterize the present. Communications and networks will necessarily benefit from co-development, but another benefit would be to highlight the lack of offensive power resident in ships of the amphibious force. An empowered JFMCC would look with interest upon the maritime real estate provided by the capacious decks of modern amphibious ships and wonder why there were not over-the-horizon missiles capable of land-attack and anti-ship engagements.

A third advantage is related to the second. Currently, the (Navy purchased and operated) ships of the amphibious force are thought of as transportation for and support to U.S. Marines ashore. It is axiomatic that the Commandant of the Marine Corps spends more time thinking about amphibious ship numbers than the Chief of Naval Operations does. Were these ships and their capabilities seen to be the province of the maritime commander—rather than simply support for land operations—more attention would be paid to their numbers, their capabilities, their readiness, and their place in the broader naval force architecture.

Conclusion

The Navy and Marine Corps provide the nation with the world’s most powerful and mobile air forces, the world’s most feared middleweight land force, and the world’s most lethal surface and submarine forces. Thought of as an integrated whole and operated under a coherent C2 arrangement, these forces offer the prospect of servicing most of the nation’s security needs forward, even as they protect and sustain America’s prosperity by commanding the maritime commons. Embracing the JFMCC functional approach to command and control of Department of the Navy forces offers the best option to accomplish this operational integration, which will then serve to drive bureaucratic, technical, and intellectual integration within the Department.

Bryan McGrath is the Managing Director of The FerryBridge Group LLC, and the Deputy Director of the Hudson Institute’s Center for American Seapower.

Featured Image: EAST CHINA SEA: The forward-deployed amphibious transport dock ship USS Green Bay (LPD 20), front, the forward-deployed amphibious assault ship USS Wasp (LHD 1), middle, and the Japan Maritime Self Defense Force Osumi-class amphibious transport dock ship JS Shimokita (LST 4002) manuever together as part of a coordinated formation. (U.S. Navy photo by Mass Communication Specialist 3rd Class Taylor King/Released)

Capability Analysis

An Information Dominance Carrier for Distributed War at Sea

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Future Capital Ship Topic Week

By Dmitry Filipoff

Introduction

“These three forces – the forces at play in the maritime system, the force of the information system, and the force of technology entering the environment – and the interplay between them have profound implications for the United States Navy.”- A Design for Maintaining Maritime Superiority.1 

A capital ship’s capabilities has always revealed what is most decisive in naval warfare. In the next high-end fight, what will be most decisive is the ability to secure decision superiority in a contested information environment fraught with uncertainty and change. The understanding of how information will be contested and employed in future war remains in flux. The value of information in guiding fleet tactics and force structure is already being realized by China in unconventional ways. But what will emerge from an understanding of the future threat environment is that capital ships, especially aircraft carriers, can take the lead in contesting the electromagnetic domain itself. 

China’s Presence and Information Advantage

“U.S. Navy Warship 62, this is Chinese Navy Warship 575. Copy that, I will be staying along with you for the following days. Over.” Chinese frigate to USS Chancellorsville in the South China Sea.2

China is winning the battle of presence in Asiatic waters. According to the Commander of U.S. Pacific Fleet, Admiral Scott Swift, the level of presence the U.S. Navy will reach this year in the South China Sea is on track for 900 ship days,3 and that figure is higher than usual due to an uptick in strike groups operating in the region. The People’s Liberation Army Navy (PLAN) now shadows every U.S. warship that transits the South China Sea,4 FONOPs or otherwise, meaning the PLAN has likely surpassed the U.S. Navy in how much forward presence it maintains in key waters in Asia.

However, the PLA Navy is just the tip of the iceberg. China’s robust standing naval presence is augmented by coast guard units and potentially hundreds of paramilitary fishermen (maritime militia) and commercial vessels. China frequently leverages these forces for escalation, such as how the number of Chinese ships around the disputed Senkaku/Diaoyu islands’ contiguous zone surged to about 230 ships less than a month after The Hague ruled against China’s South China Sea claims.5 In recent years there has been a consistent presence of about 70-90 Chinese ships around disputed East China Sea waters, up from virtually nothing a decade earlier.6

Japanese Coast Guard data on the numbers of Chinese vessels that entered the contiguous zone or intruded into territorial seas surrounding the Senkaku/Diaoyu islands. Note the spike in activity in August 2016 and the virtually nonexistent level of presence prior to 2009 (Click to expand).7 (Japanese Coast Guard)

These paramilitary forces will readily provide escalation and wartime advantages for China, especially in the area of information. These units will likely exploit the protection rights of non-combatants to secretly contribute intelligence to China’s military in a theater of active hostilities. This will pose difficult legal, diplomatic, and military dilemmas and test the limits of rules of engagement. Fears over paramilitary units will exacerbate suspicions of thousands of civilian vessels and add new layers of complexity to the operating environment. Widely dispersed paramilitary units could provide early warning and conduct battle damage assessment without incurring the risk of emitting the unique signatures of military-grade equipment. Regardless of the fact that the majority of USN and PLAN assets reside outside forward areas during peacetime, this robust paramilitary presence would provide China with some sense of informational continuity in the transition between war and peace. It is an information-focused distributed fleet on the cheap.

The rise of China’s maritime might is causing a significant shift in the operating environment the U.S. Navy considered itself the lone master of for three-quarters of a century. This displacement is jeopardizing the credibility of U.S. security guarantees in the region and allowing China to more confidently intimidate its neighbors. It is also a direct challenge to the U.S. Navy’s core missions of upholding the fundamental principle of freedom of navigation and offering avenues of access for American power. The level of U.S. Navy forward presence will only grow more inferior as China continues its large-scale and comprehensive maritime buildup. America’s grip on maritime superiority in Asia is weakening, and the U.S. Navy must undergo a major transformation to stay on top.

Establishing a Vision of Networked War at Sea

“DO NOT – REPEAT NOT – BELIEVE WE SHOULD SEEK NIGHT ENGAGEMENT. POSSIBLE ADVANTAGES OF RADAR MORE THAN OFFSET BY DIFFICULTIES OF COMMUNICATIONS AND LACK OF TRAINING IN FLEET TACTICS AT NIGHT.”-Admiral Willis Lee responds to Admiral Raymond Spruance’s query on whether to attempt a night engagement on June 17, 1944, two days before the Battle of the Philippine Sea.8

A transformation is already underway as navies around the world seek to conceptualize what warfighting at sea will entail in the information age. A common vision must be founded on a basic understanding of how various aspects of war have been evolved or outright revolutionized by modern technology. Technology has turned the electromagnetic spectrum into the centrally contested domain that critical warfighting functions depend on across the entire breadth of their execution.

Networks are not only tools but battlefields. Winning in the electromagnetic domain will determine whether critical intelligence is transferred, instructions are conveyed, and if the complex process of accurately targeting modern weapons is completed. Electronic warfare, cyber warfare, and ISR will largely be directed at understanding, confusing, and then deconstructing the system of systems that forms the adversary’s battle network. The fundamental trust that operators place in their equipment and each other will be a prime target. Degrading this trust could cripple a force out of proportion to actual losses.

A key element of the U.S. Navy’s effort to adapt to this new environment will be widely distributing its combat power to gain sea control rather than closely aggregating units together as has been common practice for generations. Up until recently, fleet combat required physically concentrating forces for concentrating their firepower. Distribution reflects how the technology behind network-centric warfare has made it feasible to disaggregate ships yet still aggregate their capabilities. Distribution better postures a fleet for electromagnetic maneuver by deconflicting the electronic warfare capabilities of friendly units and forcing an adversary to spend more time localizing contacts across a large expanse of ocean.9 But managing the networked functions of a distributed fleet is a hard enough challenge that will grow even more difficult when the electromagnetic domain is contested in wartime.

Command and control grows more strenuous with greater distribution. U.S. and allied assets will already be dispersed throughout the battlespace in some manner at the onset of sudden war, and will have to be quickly maneuvered into some viable operational structure. The task of organizing a dispersed naval force across a large theater as hostilities break out will be critical not just for success but for survival against a near-peer opponent.

This challenge reveals how gaining momentary surprise at the onset of full-scale networked war at sea can reap strategically disabling blows. Even brief victories against networks will quickly translate into the sudden and decisive destruction that has always characterized war at sea. This grim possibility will be all the more important to guard against when the Navy is asked to project power against adversaries that will enjoy the benefits of operating close to home, such as land-based anti-ship capabilities that enjoy inherently steep logistical and survivability advantages over naval forces.

CSBA graphic from 2010 on China’s principal PLA air-defense units and anti-ship ballistic missile sites. (CSBA)10

Distribution enhances survivability by attacking left of the kill chain, the complex process of targeting modern weapons. By making the adversary’s information gathering and decision-making processes the focus, distributed warfighting emphasizes deception. Deception and distribution will exacerbate the severe challenge of processing the copious amounts of information gathered by powerful, modern sensors. For example, a P-8 Poseidon maritime patrol aircraft can generate up to 900 gigabytes of data in a single mission.11 Overstimulating sensors can fray nerves and induce an adversary to make decisions to their own detriment, such as radiating active sensors which can compromise stealth, unknowingly maneuvering into firing envelopes, and even firing salvos of hard-to-replenish missiles at ghost contacts. 

Gathering intelligence on the wide variety of unique signatures and capabilities that compose an adversary’s electronic order of battle will be pivotal in facilitating wartime adaptation. Threat libraries will be rapidly updated as adversaries reveal the true extent of their electronic capabilities. This intelligence will be fed into a fast-firing cycle of iterative adaptation where superior electronic capabilities will be fielded via something as quick as a software update. 

Operators will strive to understand the implications of a variety of actions and inaction amidst a constant struggle for electromagnetic context. Ships will carefully regulate emissions to avoid detection, yet emissions are paradoxically important for delivering effects, managing command and control (C2), and updating situational awareness. Employing a powerful emitter such as a SPY radar can pose a liability, and ships that feel compelled to radiate and communicate for the sake of enabling their own defense can compromise friendly units and become more susceptible to follow-on attack.

An analogy for surviving modern naval combat can then be drawn from Dr. Stephen Biddle’s description of the revolution in land warfare that transpired in the early twentieth century:

“…the complexity of the earth’s surface offers enough cover and concealment to substantially shield land forces from the increasing potential lethality of modern weaponry. However, to operate a mass military of potentially millions of soldiers in a way that can exploit the natural complexity of the earth’s surface for cover and concealment means accepting tremendous complexity in tactics and operational art. Relative to, for example, Napoleonic tactics where armies could be lined up in shoulder-to-shoulder linear formations and simply marched towards an objective, if you’re going to use the complexity of the earth’s surface to provide cover in ways those massed shoulder-to-shoulder formations couldn’t do, then you’re going to have to break down those massed formations into small handfuls of soldiers few enough in number that they can fit into the folds in the earth that create what militaries ironically call dead ground, where dead ground is of course where you can live…”12

The mass, attrition-based Napoleonic formations of today are the capital ship-centered strike groups, and the “small handfuls of soldiers” are a networked fleet’s dispersed surface action groups. The protective “folds in the earth” are the various nuances of the electromagnetic domain that is being contested and manipulated. Making sense of these nuances within the spectrum in order to recognize opportunities to deliver effects will define the competition.

The wartime implications of the latest technologies are often not fully understood before they are fielded, but having a common vision of future war at sea serves as a necessary foundation for training, equipping, and operating a navy. The extent to which such a vision is being jointly established and acted upon in a coordinated manner by the various communities within the U.S. Navy is unclear.

The surface Navy is in the early stages of operationalizing its distributed lethality concept that envisions numerous surface action groups operating offensively to achieve a cumulative sea control effect. This stands in stark contrast to the strike group constructs that have been the focus of surface ships for generations, where combatants specialized in escorting capital ships in mainly defensive roles. A new distributed operating concept for surface combatants should be facilitating a Navy-wide appraisal of what this means for all other communities and how the Navy interfaces with the joint force more broadly.

To the Navy’s credit, Naval Warfare Development Command recently convened stakeholders from across the naval enterprise to contribute to the development of a forthcoming Distributed Maritime Operations concept (DMO) that could serve as a focal point for force development.13 Where there is room for improvement is in articulating what role capital ships, especially aircraft carriers, will play in a distributed fleet.

Aviation-Centric Information Dominance CONOPS for the Distributed Fleet

“At sea better scouting  – more than maneuver, as much as weapon range, and oftentimes as much as anything else – has determined who would attack not merely effectively, but who would attack decisively first.” CAPT Wayne P. Hughes, Jr. (ret.)14

The idea of a distributed fleet aggregating its capabilities through networking is not itself new.15 What is novel is the confidence in the ability of the scouting and communication enterprise to provide the information needed to effectively use high-tech weapons at ranges that were once considered extreme. But confidence is not capability, as evidenced by the decision to pull the anti-ship Tomahawk missile from the Navy’s inventory due to a lack of such confidence in the 1990s.16 Now within a decade an anti-ship Tomahawk will be back in the fleet, featuring a 1,000 nm range and offering a widely distributed sea control capability alongside other forthcoming networked missiles.17 The question is whether the Navy will be able to scout and communicate well enough to employ these weapons at range, especially when distributing the fleet compounds the information-related challenges of operating within a contested electromagnetic domain.

As warships spread out to confound an adversary’s situational awareness and offer options to deliver fires, capital ships will make scouting, secure information transfer, and deception their primary missions. The natural advantages aviation enjoys in electromagnetic and physical maneuver will make the aircraft carrier central in conducting these critical missions. By taking the lead in contesting the spectrum, the capital ship will animate the networked fleet by securing decision superiority.

Aviation’s Key Advantage

Electronic action is still bound by physical limitations. Aviation can act as the connective tissue of an ocean-going battle network because altitude has a corresponding effect on detection and communication capability via a superior ability to peer over the horizon compared to a ship. This extra dimension of maneuver introduces more flexibility for managing the risks of sensing and communicating, making aircraft the scouting and information transfer asset of choice.

A high-flying aircraft with a powerful radar can sense surface contacts further out than surface contacts could sense one another over the horizon. An aircraft can emit or transmit, drop to lower altitude, and then relocate faster than a ship to mitigate risk and get information to where it needs to be. Aircraft can use their speed to maximize the use of line-of-sight communications whose considerable bandwidth and jam-resistant advantages will prove indispensable in a contested information environment.

These physical properties will allow aircraft to facilitate fleet connectivity by forming sensing and communication pathways through maneuver. Commanders will have a flexible means to augment the scope and focus of information that is being collected and shared throughout the force. Airborne sensor fusion will help commanders prioritize information flows to meet rapidly emerging needs. These characteristics hold significant tactical and operational implications for the distributed fleet.

Engage-on-Remote, In-Flight Retargeting, and Command and Control

The technology that makes distributed operations possible will be for naught if an evolution in tactical thought does not accompany it. A primary challenge of distributed warfighting will be delivering the information needed to employ the engage-on-remote and retargeting capabilities that are the hallmark of a distributed fleet’s combat potential.

Retargeting and engage-on-remote make weapons more reliable and fleets more flexible. The engagement process is transformed from a linear kill chain into an expansive kill web. Networked units can leverage capabilities from across the force to meet individual needs. Platforms will be able to fire without emitting, improving survivability. Salvos can build density as missiles from across the distributed fleet are aggregated. 

But engage-on-remote and the long range of potential exchanges means that sailors will have to get used to firing weapons with incomplete information. The passage of time and the dynamic nature of the contested spectrum means that the information that precipitated an engagement will often not suffice to complete it. Retargeting will prove decisive by allowing new information to be fed into a live engagement. It will help keep firepower discriminate, resilient, and long-range while mitigating the risks of operating with less information.
 

Retargeting and engage-on-remote will dictate a fleet formation because a distributed force is not formless, but rather than an extended strike group of sorts. The ability to leverage engage-on-remote and retargeting capabilities from across the force will be a function of fleet connectivity and weapons range. The distance between platforms and payloads will affect the timeliness of information transfer, and weapons range will dictate the maximum extent to which forces can disperse from one another yet still combine their fires effectively.

https://gfycat.com/SkeletalZigzagAtlanticbluetang

An animation of a hypothetical scenario demonstrating the Cooperative Engagement Capability (CEC). (JHU APL)18

The wide-ranging tactical flexibility that can be gleaned from retargeting and engage-on-remote is directly correlated with the ability to transfer information. Ideally any sensor or communicator will support any shooter or payload, but passing information between them all will be difficult when that information is contested and loses relevance with time. The ability to fire and contribute information without radiating organic sensors opens up numerous tactical options, but using this capability will mean the man on the scene will have to rely on a man not on the scene. Therefore these capabilities combine to fundamentally change the perception of time, timing, and opportunity for a fleet.

This will aggravate the challenge of precisely conveying commander’s intent and delegating the appropriate level of initiative to networked forces. Much of the public writing on distributed lethality has argued for delegating authority to the man on the scene, but that man will be just one more node in a network. They may not fully realize the tactical possibilities at hand compared to someone with better situational awareness and a broader view of how the fleet’s combat power is distributed. The organic sensors of ships cannot be trusted to independently target payloads that need to travel hundreds of miles through a contested information environment, especially when ships operate under EMCON. Launching a salvo will be a momentous decision as a large amount of a ship’s or surface action group’s magazine could be depleted in a single exchange, requiring confidence in information and the larger operational situation.

Aviators will become the tactical controllers of warship-based capabilities in a distributed fleet because their maneuver advantage translates into a superior ability to facilitate broad situational awareness, sensor fusion, and fleet connectivity. They will have more context and ability to make decisions, execute quick workarounds, and gather additional information versus warships that are tightly controlling their emissions while proximate to the adversary. Aviation-based network nodes can shift schemes of maneuver to help commanders balance the need for information up the chain of command with the need for initiative down the chain of command. 

The fact that only aircraft can realistically trail and intercept missiles in real time means they can provide more inputs to facilitate retargeting, and could close with inbound enemy salvos to target their datalinks. Aviators (with automated decision aids) will manage information flows between sensors and communications to make numerous inputs into the engagement process as it is transpiring. Because corrupt information will be commonplace in the next high-end fight, and because autonomous machines cannot be entrusted with life-or-death decisions, humans must own this process. In-flight retargeting is a weapon’s insurance policy, and aviation can be its guarantor.

In this particular sensor-to-shooter construct, aircraft become the primary sensors and communicators because they can facilitate fleet connectivity through maneuver, and ships become the primary shooters. Since firing without emitting makes units less susceptible to detection, warships will become more survivable. This is preferable because aircraft are more numerous and replaceable than ships. But employing a dynamic ship-to-aircraft information interface will involve a steep learning curve. Speaking on the challenges of making the Naval Integrated Fire Control-Counter Air (NIFC-CA) capability a reality, then-Captain Jim Kilby remarked that it involves “a level of coordination we’ve never had to execute before and a level of integration between aircrews and ship crews.”19 

Aviation will also facilitate C2 by helping commanders with early-warning, battle damage assessment, and keeping tabs on one’s own forces. Having more time to react to threats will be key in crafting a tailored response from various tools that each have their own electromagnetic implications, rather than making commanders feel compelled to go all out to defend against the possibility of imminent destruction. Learning the status of dueling enemy and friendly ships can be risky, but when a ship under EMCON explodes in the ocean, does it make a sound?

Lastly, an aviation-centric C2 scheme will build upon the natural advantages of undersea forces. Submarines will be able to penetrate further into the battlespace than surface ships, improving their chances of discovering high-quality information about the adversary. Securely getting that information back to the fleet via aviation-based network nodes will make the risk worth it, and engage-on-remote and retargeting can impose a daunting tactical problem by forcing adversaries to localize a submarine that is firing missiles or deploying decoys at range.

Deception and Softkill Countermeasures

One of distributed lethality’s maxims is “If it floats it fights” but if it floats it should also deceive. Deception will enhance survivability, gather intelligence on the enemy’s electronic order of battle, and facilitate strikes. Superior deception earns decision superiority.

Deception-enabling capabilities can be distributed throughout the fleet by fielding a greater variety and quantity of decoys. These can include long-range decoy missiles that mimic the profiles of aerial platforms and conduct offensive electronic warfare, as well as shorter-range launched decoys and floatable payloads that can take on ships’ signatures. These systems often weigh less and take up less space than hardkill systems, making them easier to distribute en masse. For example, the ADM-160 Miniature Air-Launched Decoy (MALD) missile is about half the length and a tenth of the weight of a Tomahawk cruise missile, and has a 500-mile range.20 Such a decoy missile could enable an advanced fleet-wide deception capability by being fitted into launch cells, box launchers, and wing pylons.

Two Miniature Air Launch Decoys sit side-by-side in the munitions storage area on Barksdale Air Force Base, La., March 21, 2012. (U.S. Air Force photo/Airman 1st Class Micaiah Anthony)

Aviation can enhance fleet deception by flexibly deploying, retargeting, and transporting a large variety of decoys on demand. The extent to which the platforms themselves are actively at the forefront of deception should be minimized. Operators should strive to delegate as much deception as possible to decoys and unmanned platforms that can take on the risks of raising a higher electromagnetic profile. Deception plans involving decoy saturation would allow for momentary opportunities to break EMCON and gather information as an adversary reacts to the deception. Decoy missiles could act as penetration aids to improve the lethality of salvos and help aircraft scout risky areas. Aircraft can manage decoy missile datalinks in-flight to maximize their usefulness.

Lastly, softkill countermeasures can have far more favorable cost-exchange ratios against missiles compared to hardkill measures, allowing a distributed fleet to conserve munitions and improve survivability. Aviation assets could maneuver on short notice to deploy softkill payloads along the axis of an inbound salvo to dilute it at a distance from the intended target. These comparatively small and lightweight payloads would allow a capital ship, via an interoperable aviation platform, to flexibly deploy defensive countermeasures over a large area and replenish other ships’ decoy and softkill inventories on demand. This capability will be critical because a distributed fleet will often struggle to mass defensive firepower in a timely manner.

Wartime Adaptation and Augmentation

Capital ships themselves still possess unique advantages in information age warfare. Capital ships will play a key role in facilitating frontline wartime adaptation because they will field the largest afloat concentration of intelligence, cryptologic, and cyber expertise in the battlespace.21 As information is continuously gathered and transferred by aviation across the distributed fleet, capital ship-based expertise will lead the effort to process that information to discover vulnerabilities and devise fixes and exploits. Capital ships will in turn use their superior reach back capabilities to act as a conduit between the forward-most warfighter and national-level assets that can aid adaptation, such as Navy and DoD threat libraries.

Aviation can take those exploits and fixes back to the distributed fleet and the enemy from the capital ship. This will be especially poignant for sustaining a deception advantage, where both sides will place priority on unmasking the other’s means of deceiving. Fresh updates based on the latest intelligence could be patched into modular decoy payloads at the capital ship, and then aviation can transport these enhanced decoys back out to the fleet via a platform that is interoperable with capital ships and surface combatants.

V-280 concept. (Bell Helicopter Image)

Such a ubiquitous and modular aerial platform will allow the capital ship to compliment warship needs in a variety of ways. Aside from aiding various warfare- and information-related missions, having an aerial platform that can land on almost anything will open up options for augmenting logistics and personnel on the fly. It will also enhance capital ship survivability by allowing the surface force to take on some of the burden of sustaining aviation assets.

Unmanned Systems

Unmanned systems can play a role by conducting a variety of the missions described, whether information transfer, sensing, or deploying decoys and softkill countermeasures. Because of their relatively small size and weight, the sensors and payloads required to conduct these missions can be fielded by unmanned systems in the nearer-term compared to heavier offensive weaponry. Additionally, automation alone will improve communications security because more automation means fewer operator inputs are needed. Because robotics has shrunken platform size, future capital ships will be able to easily host small undersea, amphibious, and surface unmanned systems to extend their reach into more domains than before.

Conclusion

“The competition is on, and pace dominates. In an exponential competition, the winner takes all. We must shake off any vestiges of comfort or complacency that our previous advantages may have afforded us, and move out to build a larger, more distributed, and more capable battle fleet that can execute our mission.” The Future Navy.22

Wayne Hughes offers an important caveat to all of this, that “tactical complexity is a peacetime disease” and that “the temptation to equate complex tools with complex tactics will be almost irresistible.”23 As with what happened in WWII and elsewhere, the Navy and the U.S. military writ large will run the risk of employing tactics and technologies that are not yet fully inculcated into the force if war breaks out. Given the current pace of change, that risk may never go away.

What should be clear, at least for now, is that there is still a place for capital ships in high-end warfighting. The distributed fleet of tomorrow can become real if capital ships dedicate themselves toward prosecuting the most important and elusive target of all: information.

Dmitry Filipoff is CIMSEC’s Director of Online Content. Contact him at Content@cimsec.org.

References

1. A Design for Maintaining Maritime Superiority, Version 1.0, U.S. Department of the Navy, January 2016. http://www.navy.mil/cno/docs/cno_stg.pdf

2. Helene Cooper, “Patrolling Disputes Waters, U.S. and China Jockey for Dominance”, The New York Times, March 30, 2016. https://www.nytimes.com/2016/03/31/world/asia/south-china-sea-us-navy.html

3. Andrew Galbraith, “U.S. Commander says ships on course for more days in South China Sea”, Reuters, June 15, 2017. http://uk.reuters.com/article/uk-china-usa-defense-idUKKBN1961GT

4. Anders Corr, “Chinese Warships Shadowing U.S. Navy: ‘New Normal’ In South China Sea”, Forbes, July 3, 2017. https://www.forbes.com/sites/anderscorr/2017/07/03/chinese-warships-shadowing-u-s-navy-new-normal-in-south-china-sea/#709a12186029 

5. Ministry of Foreign Affairs of Japan, “Protest Against the Intrusion of Chinese Coast Guard into Japanese territorial waters surrounding the Senkaku Islands”, August 6, 2016. http://www.mofa.go.jp/press/release/press4e_001227.html

6. Lyle J. Morris, “The New ‘Normal’ in the East China Sea”, RAND, February 27, 2017. https://www.rand.org/blog/2017/02/the-new-normal-in-the-east-china-sea.html

7. Ministry of Foreign Affairs of Japan, “Trends in Chinese Government and Other Vessels in the Waters Surrounding the Senkaku Islands, and Japan’s Response – Records of Intrusions of Chinese Government and Other Vessels into Japan’s Territorial Sea”, August 3, 2017. http://www.mofa.go.jp/region/page23e_000021.html

8. James D. Hornfischer, The Fleet at Flood Tide, pg. 171,  Bantam Books, New York, 2016.

9. Jim Loerch, “Empowering Electronic Warfare to Save Carrier Strike Groups”, Signal, September 2016. https://www.afcea.org/content/?q=Article-empowering-electronic-warfare-save-carrier-strike-groups

10. Jan van Tol, Mark Gunzinger, Andrew F. Krepinevich,  and Jim Thomas, “AirSea Battle: A Point of Departure Operational Concept”, pg. 65, Center for Strategic and Budgetary Assessments, 2010. http://csbaonline.org/research/publications/airsea-battle-concept/publication 

11. Michael Glynn, “Information Management and the Future of Naval Aviation” Center for International Maritime Security, September 19, 2015. https://cimsec.org/information-management-and-the-future-of-naval-aviation/18870

12. Mina Pollmann and Matt Merighi, “Sea Control 130 – Stephen Biddle on Future Warfare in the Western Pacific”, Center for International Maritime Security, March 22, 2017. https://cimsec.org/sea-control-130-stephen-biddle-future-warfare-western-pacific/31485 

13. Naval Warfare Development Command Public Affairs, Advanced Warfighting Summit Focus On Enabling Distributed Maneuver, Naval Warfare Development Command, May 19, 2017. https://www.nwdc.navy.mil/PressRelease/10.aspx 

14. Wayne P. Hughes, Jr., Fleet Tactics: Theory and Practice, pg. 173, Naval Institute Press, 1986.

15.  Hughes, pg. 196. 

16. Norman Polmar and Thomas B. Allen, “Naval Weapon of Choice”, Naval History Magazine, U.S. Naval Institute, February 2016, Volume 30, number 1. https://www.usni.org/magazines/navalhistory/2016-02/naval-weapon-choice

17. Sam LaGrone, “WEST: U.S. Navy Anti-Ship Tomahawk Set for Surface Ships, Subs Starting in 2021, U.S. Naval Institute News, February 18, 2016. https://news.usni.org/2016/02/18/west-u-s-navy-anti-ship-tomahawk-set-for-surface-ships-subs-starting-in-2021 

18. Johns Hopkins Applied Physics Laboratory, “Air and Missile Defense: More than Two Decades of Sensor Integration Efforts at APL.” http://www.jhuapl.edu/ourwork/airdefense/CECvideo.asp 

19. Sam LaGrone, “The Next Act for Aegis”, U.S. Naval Institute News, May 7, 2014. https://news.usni.org/2014/05/07/next-act-aegis

20. Raytheon, “MALD Decoy.” http://www.raytheon.com/capabilities/products/mald/

21. John Gordon et al. Leveraging America’s Aircraft Carrier Capabilities, pg. 15,  RAND National Research Defense Institute, 2006. https://www.rand.org/content/dam/rand/pubs/monographs/2006/RAND_MG448.pdf

22. The Future Navy, U.S. Department of the Navy, May 17, 2017. http://www.navy.mil/navydata/people/cno/Richardson/Resource/TheFutureNavy.pdf

23. Hughes, pg. 191. 

Featured Image:  SOUTH PACIFIC (June 29, 2017) Ships assigned to Carrier Strike Group 5 sail in formation during a coordinated live-fire gunnery exercise. (U.S. Navy photo by Mass Communication Specialist 2nd Class Nathan Burke/Released)

Capability Analysis

Analyzing and Improving Airborne Command and Control

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In the command and control realm, size does not matter.

For decades, aircraft such as the Navy’s E-2 Hawkeye and the Air Force’s E-3 AWACS have performed duties as airborne command and control (C2) platforms. In Iraq and Afghanistan today, these units play a key role in the daily execution of the commander’s Air Tasking Order (ATO) and Airspace Control Order (ACO). Their duties include everything from the safe deconfliction of aircraft to the expeditious processing of air support requests from troops on the ground.

However, unlike other tactical aircraft, no measure currently exists to evaluate or compare the effectiveness of airborne C2 platforms.

Due to their size and persistence, most outside observers assume that the AWACS is the most capable airborne C2 platform. Conversely, with a crew of five and attached to the Carrier Air Wing (CVW), the E-2 Hawkeye is often dubbed a second-rate, “mini-AWACS.”

Rather than an impediment, the size of the Hawkeye crew is its greatest strength. While both platforms are equally capable in theater, a comparison of the data transfer rate of these two units validates the importance of Crew Resource Management (CRM) in the ability to perform C2 duties.

Crew Resource Management

Crew Resource Management (CRM) was first introduced in 1979 out of a need to address unsafe operating practices in the airline industry that had resulted in too-frequent, high profile crashes. Aviation professionals needed better procedures to incorporate each member of the flight crew to ensure safety of the aircraft.

In its early years, CRM emphasized improved communication, leadership, and decision making in the cockpit. By empowering each member of the crew to speak up to correct an unsafe situation, the National Transportation Safety Board (NTSB) hoped that CRM might lead to earlier recognition of potentially unsafe scenarios and fewer aviation mishaps.

Naval aviation was quick to recognize the success of the civilian CRM process and began adopting it as standard practice in 1989. Over the years, CRM has evolved to impact not just safety of flight concerns, but also the tactical performance of aircrew serving on various platforms.

Today, CRM encompasses seven characteristics: decision making, assertiveness, mission analysis, communication, leadership, adaptability/flexibility, and situational awareness. Aviators are expected to incorporate these concepts into the conduct of their flights, whether they are F/A-18E Super Hornet pilots or multi-crewed P-8 Poseidon aircrew.

Command and Control

In combat missions over Iraq and Afghanistan, E-2 and E-3 aircrew operate as airborne C2 units in accordance with theater Special Instructions (SPINS). They are assigned as Battle Management Area (BMA) controllers for large geographic areas, controlling all aircraft and communicating with all theater agencies in the Area of Operations (AOR).

At its most basic level, command and control is essentially information management. Aircrew must manage the flow of information through both verbal and non-verbal communications between other crewmembers in the aircraft and with external agencies or individuals. Typical information includes management of the theater aerial refueling plan, changes to tasking and dynamic targeting, emergency coordination, and airspace management that ensures the safe routing and deconfliction of all aircraft.

To be successful, C2 units must strive to pass information as efficiently and accurately as possible. Rather than strike or fighter aircraft, whose practiced execution of air-to-air and air-to-ground procedures defines success in combat, the management and routing of large amounts of information via radio and chat communication is essential for effective C2.

For this reason, CRM plays a crucial role in command and control. Communication, adaptability, and flexibility — central tenets of CRM — are closely related to time. While radio communications take a measurable amount of time (i.e. length of transmission), the act of receiving and processing a given piece of data often takes longer and is difficult to quantify. Specifically, the greater the number of individuals that must process and communicate a set piece of data, the longer the entire transmission process will take.

Data Transfer Rate

In telecommunications, the data transfer rate is defined as the amount of data that can be transferred from one place to the next per unit time. We typically consider data transfer rates when we compare the speeds of various Internet connections, measured in bytes or kilobytes per second.

Mathematically, if y equals the total amount of data to be processed and communicated and t equals the time required to process and transmit, we can solve for the standard data transfer rate (x):

X=y/t

By adapting this equation, we can judge a unit’s ability to process and communicate information and, hence, their effectiveness as a C2 platform. To do so, we must consider how many individuals are required to receive, process, and transmit the given amount of data (y). If we allow z to equal the number of crewmembers involved, we can amend the equation:

X=y/z*t

We can use this equation to roughly compare the efficiency of Tactical C2 platforms and use that data to reflect on some realities concerning C2 and CRM.

For example, if the total instantaneous amount of theater data, or situational awareness, to be communicated is notionally equivalent to 100 kilobytes (KB), then y=100 KB. We will assume that it takes each crewmember 2 seconds to process and transmit the data, as required, so t=2 sec. For our purposes, we will maintain that crewmembers are processing the data sequentially rather than simultaneously.[i]

We can then compare the theoretical data transfer rate of an E-2 Hawkeye, with a crew of 5 (z=5), with that of an E-3 AWACS, with a nominal crew size of 20 (z=20):

E-2C Hawkeye

X=y/z*t
X=100 KB / 5*2 sec
X=10 KB/sec

E-3C AWACS

X=y/z*t
X=100 KB / 20*2 sec
X=2.5 KB/sec

On its face, the crew of the Hawkeye appears able to process and transmit data, or situational awareness, four times faster than its AWACS counterpart.[ii] Since fewer individuals are required to share knowledge in the Hawkeye, information can be processed and transmitted more quickly. Hawkeye crews also regularly brief and practice CRM techniques that help enhance their overall efficiency.

This is not to say that E-2 crews are superior to their E-3 counterparts; in theater, both units work closely together with other joint agencies to provide unparalleled C2 coverage. Additionally, the radar and passive detection systems on the AWACS provide better value.[iii]

However, on average, larger AWACS crews must work harder than their Hawkeye counterparts to process, manage, and communicate information. Rather than a hindrance, the comparative size of the Hawkeye crew can provide an important advantage in a dynamic theater environment.

Improving C2

This revelation teaches the importance of including solid CRM procedures as part of mission preparation. While crews cannot change the amount of data in theater (y), they can take steps to control the number of people (z) and amount of time (t) required to process data.

Five key considerations can maximize a crew’s data transfer rate and improve the quality of C2:

1. Compartmentalization. Minimizing the amount of individuals required to consider each piece of C2 data can increase efficiency. This demands crews become comfortable with decentralized control, as the necessity to constantly feed all information to one centralized individual can degrade the effectiveness of C2. In mission planning, crews should assign duties to each individual — i.e. communications with fighter and tanker aircraft, tasking and tanking changes, communications with other agencies, etc — and consider the supervision required for each task. During mission execution, crews should adhere to these contracts to the maximum extent possible.

2. Verbal communications. During mission planning, crews must determine not only radio frequencies, but also radio contracts for each crewmember. Controllers must determine whom in the crew they are required to talk to before transmitting information or orders. Units should strive to produce autonomous controllers, as these individuals require less supervision and, therefore, fewer crewmembers required to help process their information.

With the introduction of Internet-based chat capability in airborne platforms, crews must additionally consider how the chat operator interfaces with the crew. Does this person listen to his or her own set of radios, or are they waiting for others in the crew to tell them specific pieces of information to transmit? As the Air Force moves their primary C2 medium to Internet-based chat, airborne C2 units must continue to improve their processes in this regard.

3. Non-verbal communications. Crews that are able to visually communicate can significantly augment their verbal communications. Simple measures such as a thumbs up, head nod, or physical touch can “close the loop” of understanding without having to clutter intra-ship communications. To be effective, these non-verbal measures must be briefed before flight and adhered to during execution. Some considerations, such as the physical layout of the space, are beyond an airborne platform’s ability to control. However, ground-based C2 units and designers of future airborne C2 platforms must consider the influence of these characteristics and their impact on CRM.

4. Contingency management. German general Helmuth Graf von Moltke once asserted, “No campaign plan survives first contact with the enemy.” Similarly, no C2 plan survives long after the brief. Adaptability and flexibility, central tenets of CRM, can help a crew persevere. Crews must brief how to handle deviations, whether they are dictated from higher headquarters or must be proposed and executed by the C2 unit.

Since systems such as radar and radios often break, crews must also consider how to continue executing the mission with degraded capabilities or during an aircraft emergency. Oftentimes, the mettle of a C2 unit is not shown during normal operations; it must be proven in times of crisis.

5. Controller proficiency. A confident, proficient controller can significantly improve the efficiency of radio communications and overall C2. Controllers should strive to be concise, communicating all situational awareness in as few radio calls as possible. Additionally, controllers must “close the loop” on information by ensuring that changes are disseminated to and acknowledged by all parties involved. While adhering to a pre-determined script is too rigid and can be a detractor, practicing communications and “chair flying” the mission beforehand can improve performance.

Airborne command and control is one of the most unique capabilities in the United States military arsenal. However, C2 units cannot exist in a vacuum; they must always strive for progress. Practicing good CRM and focusing on improvement during each flight can help crews better their data transfer rate and enhance overall theater command and control.

[i] Depending on the mission process model, some crewmembers may process information simultaneously. This approximation was considered in establishing the value for t in this scenario.

[ii] The comparison of an E-2 crew of 5 and an E-3 crew of 20 is for consistency, i.e. comparing whole crews. The total number of crewmembers required to process specific pieces of data varies by squadron and theater.

[iii] Improvements in the E-2D Advanced Hawkeye make its radar and passive detection systems on par with the AWACS.

LT Roger Misso is an E-2C Naval Flight Officer, MAWTS-1 graduate, and former director of the Naval Academy Foreign Affairs Conference (NAFAC). The ideas expressed here are his own and do not necessarily reflect those of the Department of Defense establishment.