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Capability Analysis

Lessons and Activities of the Maritime Expeditionary Operations Conference 2016

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By Clarissa Butler

During the third week of July, Naval Striking and Support Forces NATO (STRIKFORNATO), together with Combined Joint Operations from the Sea, Centre of Excellence (CJOS COE), hosted the bi-annual Maritime Expeditionary Operations Conference (MEOC) in Oeiras, Portugal. The timing of the conference was opportune – the Warsaw Summit was held the week before, reaffirming the Alliance’s three core tasks: collective defense, crisis management, and cooperative security. The MEOC was able to capitalize on a maritime theme and contribute to the Summit’s two key pillars: protecting citizens through modern deterrence and defense, and projecting stability beyond borders. 

The conference brought together over 170 representatives from NATO Command and Force structures, academia, and national military commands from Allied and Partner Nations. Over the two days, attendees listened to five panels evolving from current threat, application of maritime expeditionary warfare, exercises and training, and the role of maritime partnerships.

Each panel featured four distinguished Officers and/or Senior Executives and the highlight of the conference were three Keynote Speakers [i]: General Petr Pavel, CZE-A, Chairman of the Military Committee (MC), Admiral Michele Howard, USA-N, COM Allied Joint Forces Command Naples (JFCNP), and Admiral Manfred Nielson, DEU-N, Dep Supreme Allied Command Transformation (SACT).

The goals of MEOC 16 were to define the future role of Maritime Expeditionary Operations (MEO) and how the capability can best be delivered to contribute to assurance and adaption measures in the evolving geopolitical sphere in light of emerging security challenges faced by the Alliance. During the five panel discussions, three themes came to the forefront: sources of instability, importance of joint and combined training, and partnership inside and outside the Alliance.

Sources of Instability in the East

Day 1 was largely dedicated to the maritime element of NATO’s adaptation to the surrounding borders of the Alliance. Arguably, Russia maintains a competitive advantage over the Alliance through rapid decision-making, strong public support of military actions, and the use of operations in the perceived grey space below the threshold of war. Recent moves by Russia have tested NATO’s unity and the Alliance should pay particular attention to the Baltic and Black Sea regions. 

To counter this aggressive posture, the first panel recommended the Alliance adapt a posture of constraint and engagement while maintaining the moral high ground through transparency. Credible and visible deterrence can be achieved through intensified Maritime Expeditionary Operational exercises such as the recent BALTOPS exercise, in which 14 NATO nations participated along with partners Finland and Sweden. 

A presenter speaks before gathered leaders. (STRIKFORNATO)
A presenter speaks before gathered leaders. (STRIKFORNATO)

Both the Baltic and Black Sea regions require a tailored solution that takes into account regional diversity while providing a cooperative and inclusive approach. In particular, the Black Sea’s importance as a strategic crossroads and cradle of Russian aggression requires cooperation with as many nations as possible including partners Ukraine and Georgia. 

Sources of Instability in the South

Socioeconomic instability along the southern peripheries of the Alliance has caused mass migration and terrorist attacks to rise to an unprecedented level. The second panel focused on the effects of the deteriorating security situation in the Middle East and Africa and how the impact on NATO members will necessitate a review of NATO’s Area of Responsibility.

As evolving threats continue to put new pressures on resources and priorities, NATO cannot act unilaterally in the region; it must cooperate with regional partners such as the African Union and Arab League to provide support. In the context of Maritime Expeditionary Operations, NATO can best provide a supporting role in functions such as maritime domain awareness, freedom of navigation, and port security. However, in a relatively new strategic direction for the Alliance, NATO must commit to understanding the complex environment to the south prior to proposing specific means of engagement. 

Importance of Training

Day 2 focused on maritime exercises, training, and the role of maritime partnerships. NATO’s two primary maritime objectives are to deny use of the sea by adversaries and to deliver effects ashore. The former is an easily understood mission, but the latter includes multiple missions to include power projection, humanitarian assistance, noncombatant evacuation, and newer effects such as cyber warfare. In the event of invoking Article V, the most difficult situation for the Alliance at sea is operating Carrier Strike and Amphibious Tasking simultaneously with an appropriately agile and interoperable Command and Control Structure.

Attendants listen to a presenter. (STRIKFORNATO)
Attendants listen to a presenter. (STRIKFORNATO)

Without the historical context of a past Article V mission at sea, the Alliance is left to develop trust and interoperability through training and exercises. One senior official was quoted, “trust cannot be surged,” it must be developed over time with quality training opportunities. All but 10 out of the 25 Alliance navies have fewer days at sea than planned per year. Allied navies must increase the number of large scale, unscripted combined and joint exercises while maximizing return on investment for the time and money spent by individual nations. Integrating the maritime and land forces of allied countries will allow the Alliance to train how it will fight.

Partnership

Partners offer regional expertise and experience that NATO can leverage to execute the Alliance Maritime Strategy. For example, Sweden’s in depth understanding of operations in the littoral environment or Japan’s grasp of the shifting military balance in East Asia can benefit Alliance security. Each potential maritime partner will have a unique relationship with the Alliance, each with its own political guidance and tailored cooperative engagements.

Potential areas of cooperation with partners in the maritime domain include supporting rule of law, joint exercises, deeper intelligence sharing, capacity building, defense of sea lines of communications, joint capability development, and participation and training in NATO’s Centres of Excellence.

Ultimately, partnering with other nations will drive the Alliance to be globally aware, agile, and enable NATO Maritime Expeditionary Operations to face emerging threats within and beyond  the traditional NATO Area of Responsibility.

LT Clarissa Butler is an E-2C Naval Flight Officer who has deployed in support of Operation ENDURING FREEDOM. She is currently working at Combined Joint Operations from the Sea, Centre of Excellence.

[i] Key note speakers and panelists

  • General Petr Pavel, Chairman of the Military Committee
  • Admiral Michelle Howard, Commander, Joint Force Command Naples
  • Admiral Manfred Nielson, Deputy Commander, Allied Command Transformation
  • Ambassador Masafumi Ishii, Ambassador of Japan to Belgium and NATO
  • Ambassador Stefano Stefanini, Atlantic Council
  • Vice Admiral James Foggo, Commander, SFN
  • Vice Admiral Rainer Brinkmann, Vice Chief of German Navy
  • Vice Admiral Clive Johnstone CB CBE, Commander, NATO Allied Maritime Command
  • Vice Admiral Eric Chaperon, Commander of French Reaction Force
  • Vice Admiral Richard Breckenridge, DCOM USFFC & Director, CJOS COE
  • Major General Rob Magowan CBE, Commandant General, Royal Marines
  • Brigadier General Patrick Hermesmann, Commanding General, 4th Marine Logistics Group
  • Rear Admiral Alexandru Mirsu, Commander, Romanian Navy
  • Rear Admiral John Clink OBE, Commander, Flag Officer Sea Training
  • Rear Admiral Luis Carlos de Sousa Pereira, Commandant, Portuguese Marines
  • Rear Admiral Jens Nykvist, Chief of Staff of Royal Swedish Navy
  • Rear Admiral Peter Gumataotao, Deputy Chief of Staff, Allied Command Transformation
  • Rear Admiral Paddy McAlpine CBE, Deputy Commander, SFN
  • Commodore Kees-Boelema Robertus, Commander, Netherlands Maritime Forces
  • Commodore Phil Titterton OBE, Deputy Director, CJOS COE
  • Assis Malaquias, Africa Center for Strategic Studies
  • Professor Spyridon Litsas, University of Macedonia
  • James Bergeron, Chief Political Advisor, NATO Allied Maritime Command

Featured Image: Gathered leaders at MEOC 2016. (STRIKFORNATO)

Current Operations, Seamanship and Leadership

Farsi Island: Surface Warfare’s Wake-Up Call

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By Alan Cummings

LT Daniel Hancock wrote an article in 2008 titled “The Navy’s Not Serious About Riverine Warfare.” The U.S. Navy had ample opportunity to prove him wrong, right up until 2012 when the Riverine Force was subsumed under the Mobile Expeditionary Security Force (MESF) to create the present-day Coastal Riverine Force (CRF). Four years later, an incident like Farsi Island was the inevitable outcome of this ill-conceived and poorly executed merger. Both Farsi Island and the infamous merger were the manifestations of a culture that has lost its warrior spirit and has adopted an attitude to “man the equipment” rather than “equip the man.”

In the Beginning, There Were Riverines

The Navy re-established a Riverine Force in 2006 to pick up the mission from the Marine Corps’ Small Craft Company, who in turn traced its lineage through the Special Boat Teams back to the Navy PBR squadrons of Vietnam. These predecessor units proved themselves well in combat, with Sailors like BMC James E. Williams and HM2 Juan Rubio exemplifying the warrior spirit of small combat units.

Combat experienced SEALs, SWCCs, EOD techs, and Marines who were intimately familiar with the requirements of close combat guided the SWOs who were tapped to command the 2006 re-establishment. Riverine training requirements were not only relevant, they were tough and they were enforced. Sailors attended a minimum of four months of training (1 month for Riverine Combat Skills plus 3 months of Riverine Craft Crewman, Riverine Security Team, or Riverine Unit Level Leaders) before being assigned to a detachment that stayed together through the training cycle.

That training cycle was intensely busy but it was focused, repeatable across the squadrons, and offered a predictable sequence of development. Months were dedicated to training boat crews to work together on their individual craft, then with a buddy boat, and finally as a multi-boat patrol. Tactics were matured from live fire training at a static range ashore through underway maneuver with blank cartridges, and culminated in numerous live fire underway exercises where crews were engaging targets within 50m of troops being extracted from shore. It was challenging, dangerous, and realistic.

https://www.youtube.com/watch?v=cmnZPGhAlJQ

A “moto video” illustrating the live fire culmination exercises required of every Riverine detachment prior to the 2012 merger. (RIVRON THREE)

While the tactics themselves were important, greater value came from the emphasis on teamwork and discipline mandated by operating under these legitimately dangerous conditions of simulated combat. There was no room, nor tolerance, for a coxswain who failed to follow the orders of the boat captain or patrol officer (USN Investigation into Farsi Island Incident, Para IV.H.59). Such strenuous demands developed a sense of professionalism, ownership, and esprit de corps in each Riverine squadron. E-4 and E-5 Sailors who would have been given the barest of responsibility elsewhere in the conventional Navy were accountable for the men, performance, and tactics of their craft. Instead of being a grey-hull navigator in charge of 5 quartermasters, Junior Officers were detachment OICs and AOICs with 30-50 men, $4 million worth of equipment, and enough firepower to make Chesty Puller blush. The professional growth spurred by these responsibilities cannot be understated.

Death by Merger

The merger of the Riverine community into the MESF was a fundamental mistake driven by budgetary, rather than operational, considerations. The MESF provided a needed service to the Navy, but did so with a vastly different culture that bore the traditional defensive and risk-averse hallmarks of Surface Warfare, Inc.

First, the decision to disperse riverine capability across multiple commands complicated the manning, training, and logistics requirements later cited as contributing factors to the Farsi Island incident. The realities of budget constraints are unavoidable, but a reduction from three RIVRONs to one squadron would have met similar force reduction goals while maintaining standards and capabilities. The Navy decided against recommendations to consolidate the force around Riverine Squadron THREE in Yorktown, VA where it could have taken advantage of more than $3 million of purpose-built facilities, easy access to the York and James river systems, as well as a wealth of training support spanning from Camp Lejeune, NC to Fort A.P. Hill, VA, and Fort Knox, KY.

A 34' SeaArk assigned to CRS ONE escorts USS DE WERT (FFG 45) as she gets underway from Djibouti in September 2013. Credit: USAF Photo by SSgt Chad Warren.
A 34′ SeaArk assigned to CRS ONE escorts USS DE WERT (FFG 45) as she gets underway from Djibouti in September 2013. (USAF Photo by SSgt Chad Warren)

Second, a doctrinal comparison of the post-merger CRF Required Operational Capabilities and Projected Operational Environment (ROC&POE) to that of the pre-merger Riverine Force reveals a striking deletion of numerous warfare requirements, including:

  • AMW 14.3/14.4: Conduct: direct/indirect fires.
  • AMW 23.1/23.2: Plan/conduct/direct: advance force operations for amphibious assault.
  • AMW 23.3/23.4: Plan/conduct/direct: direct action amphibious raids.
  • AMW 35.1/35.2: Plan/conduct/direct: limited objective night attacks.
  • INT 3.3: Conduct: clandestine surveillance and reconnaissance operations.

These warfare requirements defined the essence of the Riverine community. Their deletion is clearly indicative of a climate averse to combat missions, and an intention to relegate the CRF to the MESF-style defensive missions.

A member of the CRF provide embarked security to USNS SPEARHEAD as it gets underway from Cameroon in February 2016. Credit: MC1 Amanda Dunford, USN
A member of the CRF stands watch as embarked security aboard USNS SPEARHEAD as it gets underway from Cameroon in February 2016. (MC1 Amanda Dunford, USN)

Finally, consider the following merger-era anecdotes illustrating the nature of the MESF community that assumed responsibility for Riverine operations:

  • May 2012: While discussing tactics, Riverine detachment leaders asked MESF personnel about the particular behavior of their 25ft escort craft while conducting live fire drills. The MESF personnel responded that they had never fired weapons off those boats, despite routinely deploying them to operational settings.
  • March 2013: During a company formation with personnel from a disestablished Riverine unit, the CO of the now-merged CRS tells them, “Stop looking for work. The Navy doesn’t need Riverines anymore.”
  • April 2013: The CORIVGRU ONE N7, a civilian with minimal expeditionary experience, instructs squadron training team members that the primary reason for using blank cartridges was to catch negligent discharges. He categorically dismisses points of opposition that blanks provided enhanced realism for the trainee (sound, flash, reloads, malfunctions, etc).
  • May 2013: CRS THREE (the parent unit of the captured RCBs) damaged a Riverine Patrol Boat (RPB) while returning from a static display in San Diego. The craft was damaged when personnel failed to lower its arches for overpass clearance. No personnel stationed in San Diego during this time were qualified on RPBs, but they chose to take it out despite objections of the qualified personnel in Yorktown.
  • April – December 2013: Three Sailors from CRS TWO commit suicide, with 14 more admitting suicide-related behavior. According to the Virginia Pilot’s review of the investigation, “Sailors told [investigators] the stresses of the merger were enormous, exacerbated by poor communication down the chain of command and junior sailors’ mistrust of their commanding officer.” The departed were all members of the pre-merger MESF unit and under unacceptable leadership.
  • April 2014: The CRF publishes a ROC&POE that misidentifies Joint Terminal Attack Controllers (JTACs) as the non-existent ‘Joint Tactical Area Communication Systems’ and the Foreign Internal Defense (FID) mission as Fleet Intelligence Detachment. These typos illustrate a fundamental failure of CRF doctrine writers to understand the context in which their forces operate.

Don’t Just Man the Equipment, Equip the Man

The unwritten theme weaved through the post-incident investigation is that Sailors up and down the chain of command failed to take their mission seriously. They failed to train adequately before deployment. They failed to operate professionally in theater. In the face of the enemy, they failed to act.

These systemic failures and the willful neglect of higher echelons are indicative of a culture that sees program management and certification as ends to themselves, rather than the means by which we prepare for combat. This is a culture that raises personnel to be technicians and managers first, leaders second.

Indeed, the officer in this situation “lacked basic mentorship and development from his entire chain of command. Left to his own devices, he emulated the poor leadership traits he witnessed first-hand…” (Para VI.K.6). The Farsi Island incident and the case study of the Riverine-MESF merger must be wake-up calls to the surface community. It is not enough just to man the equipment. We must equip the men and women who lead our fleet.

These leaders must be raised from the beginning of their careers, whether enlisted or officer, and enough responsibility must be delegated down the chain of command to enable this development. A combat mindset requires time and hard work, not budgets. Cultivating that mindset will require generational change, and a fundamental pivot away from our business and technology-centered force to one that embraces the concept of Sailor as Warrior.

Petty Officers 3rd Class Raymond Delossantos (left) and 2nd Class Jeremy Milford (right) of Riverine Squadron 3 instruct Paraguayan Marines on establishing security after debarking riverine craft during UNITAS 2012. Credit: Cpl Tyler Thornhill, USMC
Petty Officers 3rd Class Raymond Delossantos (left) and 2nd Class Jeremy Milford (right) of Riverine Squadron 3 instruct Paraguayan Marines on establishing security after debarking riverine craft during UNITAS 2012. (Cpl Tyler Thornhill, USMC)

But there is hope. There are Officers and Sailors out there who harbor the warrior spirit, ones who can serve as the example for others. For instance, the anonymous “RCB 805 Gunner #2” was the sole member of the captured crews to receive praise for “activating an emergency beacon while kneeling, bound, and guarded at Iranian gunpoint, at risk to her own safety.” Of those involved in this incident, she alone is worthy of the title Riverine.

Alan Cummings is a 2007 graduate of Jacksonville University. He served previously as a surface warfare officer aboard a destroyer, embedded with a USMC infantry battalion, and as a Riverine Detachment OIC. The views expressed here are his own and in no way reflect the official position of the U.S. Navy. 

Featured image: Patrol craft belonging to the USN CRF are held captive by Iran in 2016, one of which displays the blue flag of the Islamic Revolutionary Guards Corps- Navy. (IRIB News Agency via AP)

Capability Analysis, Future War

Distributed Leathernecks

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Distributed Lethality Topic Week

By LCDR Chris O’Connor 

This year, the Navy plans to send out a surface action group (SAG) comprised of three DDGs in order to test distributed lethality CONOPS. This is an important first step, but the next SAG deployed should include a completely different unit. A San Antonio-class LPD. One LPD-17 class ship in the mix will considerably change the capabilities of a SAG across the warfare spectrum, making it a true Adaptive Force Package (AFP) that is more lethal in a number of different ways.

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Why an LPD? It is a large littoral combat ship. The LCS classes were designed to have mission bay space so that capabilities could be swapped out as the mission required. LPD-17 class ships, if loaded with a specialized set of MAGTF (Marine Air-Ground Task Force) equipment, have room for equipment that no DDG or CG could dream of carrying, at a greater volume than an LCS. While serving on the USS BUNKER HILL (CG-52), the author recognized that the guided missile cruisers in the US Navy have been built for specific weapon systems, sensors, and engineering equipment. A modification to add more systems that are significant departures from the original design will be at the expense of the baked-in warfare capabilities. More unmanned systems or connectors can be put on a surface combatant, but they will be limited to the constraints of the torpedo magazine, hangar, or boat deck space, and will take away from the important uses those shipboard locations currently have.

LPD 22 Sea Trials
LPD 22 Sea Trials, Huntington Ingalls photo. 

On top of the “open concept” interior (so in vogue these days), the LPD also has a flight deck that dwarfs that of any surface combatant; it can launch or recover two V-22s simultaneously. It has massive potential to carry more aviation systems due to the aircraft storage space in the large hangars and deck tie-downs. Not to mention that if a DDG wants to put something in the water, it has to lower it with the boat davits or other limited means. A LPD has a well deck that can splash LCACs, LCUs, and unmanned systems that use the sea interface.

During a recent distributed lethality wargame (of which the author was part of), game participants were given objectives and a choice of AFPs to use towards those aims. The choices included a mix of DDGs, LCSs, America-class LHAs, and “Hughesian” (the author is taking liberties with that word) small missile combatants a la “streetfighter.” We then employed these mixed forces against a red force that was trying to reach an objective, break a blockade, or put troops ashore on an island. The decision-making process was constrained to a surface picture, speed/capability/weapons employment solution set. This was the explicit purpose of this game, being early in the distributed lethality wargame process.

Early in the game a different way of meeting the same goals came to the author, and they involved using Marines with surface or aviation connectors. For example, we can deter an island invasion with the proper positioning of surface ships, but what if that island already had US forces on it? If a red force landing craft was able to get through, it would have to contend with defenders on the island. It is much less politically tenable for red forces to land on an occupied island than to occupy an island that is not populated (or at least has no security or military forces on it) with the guise that it is helping or providing unasked-for security assistance. Blue landing forces would enhance the maritime security exclusion zone around an island or completely obviate it. V-22s can get to the objective a lot faster than surface ships. In the recent DL wargame, if the blue forces chose to use America-class LHAs as part of their a la carte AFPs, V-22s were not an option, they and landing forces from the LCSs were adjudicated from the game for aforementioned reasons.

Flight deck loaded with V-22 Ospreys, defenselink.mil photo.
Active flight deck , defenselink.mil photo.

An LPD can be part of a disaggregated ARG and be used as part of a DL task force. An LPD loaded with MEU equipment that can be quickly employed and join up with an LHA and LSD would be especially useful if needed to create a larger landing force. A red force that wants to land troops to provide “security assistance” or “fight terrorists” would have to contend with LCAC delivered and V-22 delivered vehicles with TOWs, Marines with Javelins and Stingers, and in a longer time period, LAVs, AAVs, and MPCs that have swum ashore from the LPD’s well deck. At the least, the LPD will be a sea base lily pad for long-range V-22 missions, such as non-combatant evacuations or special operations strikes. All three ARG ships do not have to be present for this capability to be delivered.

The future brings even more options. A DL MAGTAF assigned to a LPD could be specifically modified to perform specialized deterrent landings at short notice, or bring ashore capabilities we do not currently use. TOW and Javelin missiles would make landing craft think twice, but there are truck mounted Naval Strike Missiles and other antiship and surface-to-surface missiles. A lot of those systems, including HIMARs, are too large to be delivered by an LCAC as they are currently fielded. These weapons, or other systems such as Hellfire or JAGM, could be modified and put on smaller vehicles that are purpose built to provide anti-access/area denial capabilities. On top of this, the flight deck of the LPD can launch and recover even larger UAVs than the surface combatants can employ. The hangars can support USMC aircraft such as the AH-1Z and UH-1Y that can carry out different mission sets than the H-60 variants that deploy on current surface combatants. New capabilities could use up some of this non-skid real estate, such as strike missile box launchers, additional communications and EW equipment. Not to be forgotten, the well deck could be used to put UUVs and USVs in the water, creating defensive swarms around contested geographic points or high-value units. Being a Supply Corps officer, the author is obliged to point out the additional logistics capability that an LPD brings to the fight; more storage for supplies, mothership capability for smaller units, and space for new capabilities that can be bolted on such as additive manufacturing.

Norweigan Strike Missile (NSM) launched from a truck, Kongsberg photo.
Norweigan Strike Missile (NSM) launched from a truck, Kongsberg photo.

The new E-series ships such as the EPF, ESB, and ESD can all do parts of these missions, but would not survive as well in a contested environment as an LPD-17. That class has EW, communications, self-defense, and logistics endurance capabilities that the newly minted expeditionary classes do not have. This is not discounting them, but they just cannot play in the same environment as the other members of the DL SAGs can; there is a place for them in other parts of the littoral arena.

This is not an original idea. If you have heard this all before, it is because many people saw the potential from the very beginning of the LPD-17 class. James H. Cobb wrote a series four novels from 1997-2002 that were the closest thing for the Navy to Dale Brown was for the Air Force. In his books, then-experimental technology was used to fight battles in new ways. The third novel Seafighter (2002) exhibited the gonzo awesome idea of armored LCACs armed with chain guns, hellfire missiles and even SLAM missiles (as a “streetfighter” concept). The linchpin of the Navy task force that employed these systems was an amphibious warship used to the fullest extent of its capabilities- supporting the battle hovercraft, launching helicopter strikes, and the like. When the author was a member of the CNO Strategic Studies Group, one of the areas of investigation was new uses for current classes of ships, and there were already think pieces out on the LPD-17. These ideas should be used in the distributed lethality concept to bring Marines to that fight.

The Navy-Marine Corps team is at its most lethal when each naval service uses its unique capabilities to the utmost. And the best way to cohesively bring them together for the good of distributed lethality is with an LPD in the fight, part of a Surface Action Group. This will certainly make our potential adversaries sit up and pay attention.

LCDR Chris O’Connor is a supply corps officer in the United States Navy and a member of the Chief of Naval Operations Rapid Innovation Cell. The views expressed here are his own and do not represent those of the United States Department of Defense.

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Capability Analysis, Strategic Outlook

Corps Existentialism: Ensuring a Future for the Marines

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After more than a decade of overwhelming success in combat operations ashore, the United States Marine Corps is mounting a very public return to its sea faring roots—and the timing could not be worse.  The defense budget is shrinking by billions of dollars each fiscal year, impacting everything from amphibious ship maintenance / readiness / modernization and interoperability to Marine acquisitions and end strength.  In the midst of all this fiscal turmoil, the Department of the Navy (DoN) is further handicapped by an absence of Department level strategic communications coordination evidenced by the distant narratives being communicated from the Blue and Green sides on amphibious operations. With America’s largest Global War on Terror land campaigns wrapping up and with it a shrinking appetite to maintain two land armies, the lack of a coherent, unified justification for the future employment of Marines aboard Navy shipping existentially threatens the Marine Corps. Below are eight major items that the DoN must internally reconcile in this budget cycle to further guarantee future relevancy of the US Marine Corps:

1.       DOCTRINE: Reconsider the Marines new Capstone Document, Expeditionary Force 21 (EF-21).

“EF-21 will not change what Marines do, but how they do it[1].”  To this I would add “and when they will do it, and why they will do it.”  EF-21 represents a unilateral, fundamental paradigm shift in Joint Forcible Entry Operations (JFEO) doctrine that disconnects with existing concepts such as the Joint Operational Access Concept and the Army – Marine Corps Access Concept.  EF-21 asserts the Marine Corps’ preeminence in conceiving Amphibious Doctrine and announces dramatic changes in USN shipping standoff ranges during landing operations (an almost unfathomable 65 nautical miles) as well as a novel sequencing of operations—landing Marines prior to cyber, naval, or air preparation of the battle space in order to conduct USMC counter anti-access and counter area-denial operations.  The Marines have blazed a new doctrinal path, replete with unique assumptions on surface ship missile defense capabilities (underestimated) and surface connector capabilities (overestimated). With EF-21 they have created a schism that—left unreconciled —will call into question Naval / Joint doctrine and acquisitions to support amphibious entry operations.

2.       ORGANIZATION: Re-evaluate the ARG MEU and MAGTF

For well over a decade, the Amphibious Ready Group / Marine Expeditionary Units (ARG MEU) have been operating outside of their normal 3 ship formations. “Split Force Operations” and “Distributed Operations”[2] have been directed by Geographic Combatant Commanders, thereby breaking up the traditional ARG MEU formations in order to distribute the ships and personnel where operationally required.  While the ARG MEU has been historically conceived as an amphibious, expeditionary rapid reaction combined arms force capable of self-sustainment, the proliferation of lesser contingency operations has resulted in the placing of greater preeminence on the pieces parts vs. the whole.  This trend of separating not only ARG-MEUs but also and their Marine Corps combined arms Marine Air Ground Task Forces (MAGTF) will likely only increase in the future (especially with game changing acquisitions like the 5th Generation F-35B Lightning II coming to the Fleet in FY-17).  The cross domain synergy envisioned in the JOAC—“…the complementary vs additive employment of capabilities which enhances the capabilities and compensates for the vulnerabilities of others”—will drive independent elements of the MAGTF further into the Joint arena, and may precede a paradigm shift fundamentally altering the current ARG MEU and MAGTFconstructs.  Getting in front of that bow wave will be essential to maintaining both the MAGTF’s integrity, its capability set and its Joint Force relevency in both fully integrated and split/disaggregated instantiations throughout the range of military operations.

3.       TRAINING: Refine the agility instead of preparing for Tarawa II

Exercise BOLD ALLIGATOR is as much about domestic and international strategic communications as it is a Marine Expeditionary Brigade level exercise.  The Navy – Marine Corps team has used the exercise to host many distinguished visitors (DVs) to demonstrate the capability of amphibious forces to conduct forcible entry operations even after a decade spent waging two land wars and a significant curtailment of practiced amphibious landings on both coasts.  MEB level landings haven’t been employed operationally since the Gulf War—and in that case it was a pump fake at Ash Shuaybah.  What the Navy-Marine Corps Team has done plenty of is split/disaggregated operations, and despite their prevalence over the last decade, there has not been enough concept refinement and exercises to perfect the planning, combat cargo loading, disaggregating and (most importantly) re-aggregating of the force in order to conduct larger scale operations.  Real emphasis on these modern deployment dynamics have to become a priority so that Navy-Marine Corps amphibious forces can maintain their relevance as a scalable, agile force capable of deploying to conduct both distributed, lesser contingency operations and focused, combined arms major combat operations.

 

4.       MATERIEL: Preserve the Assault Echelon by ensuring that the ACV does not become a “Ship to Objective Commuter[3]”

With the current Amphibious Assault Vehicle (AAV) fleet nearing 50 years of age, the Marines are in desperate need of a replacement.  The Expeditionary Fighting Vehicle—previously the heir apparent to the AAV—was cancelled in 2011 after $3 Billion was spent and $15 Billion more required.  The successor to the EFV, the Amphibious Combat Vehicle (ACV), is reported to lack an amphibious capability (it will not swim unlike its predecessors) and will instead rely on US Navy surface connectors (Landing Craft Air Cushion [hoovercraft] and Landing Craft Utility [regular displacement craft]) to get ashore. As stated by LtCol Howard F. Hall in the Marine Corps Gazette, “… regardless of its land capabilities, the [non amphibious ACV] lack of personnel carrying capacity, reliance on connectors, and delayed transition from those connectors once ashore exacerbate operational risks.” Those risks include surrendering the assault echelon writ large: without amphibious capability, the connectors—which are very vulnerable to small arms, coastal artillery / mortars—would be stuck depositing ACVs instead of follow on logistics and supplies.  Once ashore, the ocean becomes a brick wall to Marines embarked in ACVs instead of maneuver space.  EF-21 envisions a 65 nautical mile standoff between Marines on the beach and Sailors on the amphibs.  If that distance is to be honored, an “amphibious combat vehicle” that lives up to its name must be fielded.

5.       LEADERSHIP: Challenge convention, support the Joint Force and the Corps will continue to thrive

The Marines are famous for their institutional paranoia on both Navy support and Army efforts to subsume them.  This paranoia, however, is detrimental to effecting needed change, and often causes a reflexive opposition to anything which threatens existing Marine Corps doctrine—seen as the Corps’ existential guarantor.  The Corps is not without their own innovators, however.  Earl “Pete” Hancock Ellis, as a Major in the Marines, conceived and developed the innovative Operations Plan 712—the basic strategy for the United States in the Pacific that led to the Corps’ modern day monopoly on Amphibious Assault (and in no small part its survival through the twentieth century). If not for Ellis’ own benefactor, General LeJeune, OPLAN 712 may never have received the vetting that drove it to become foundational to the Pacific Campaign.  This same kind of innovation and support, and not just doubling-down of core competencies in more difficult settings, must take place with Marine leadership going forward to ensure that the Corps is positioned strategically to act when the Joint Force requires.

6.       PERSONNEL: Bring back Marines assigned to Navy ships at the platoon level to augment Navy VBSS, security, small arms, ATFP capabilities

The Marines had an illustrious 223 year run on Navy capital ships, which ended in January 1998 as the defense department drew down its end strength as part of the Clinton era peace dividend.  Today, as the Corps is set to shrink once again post Afghanistan and Iraq, there is ironically a pressing need for Marines to return to Navy ships.  Anti-terrorism / Force Protection (ATFP) requirements—sentries, crew served weapons and quick reaction forces—have been on a steady rise since the 2000 USS Cole suicide bombing in Yemen.  These watch stations strain Navy crews and are manned by personnel whose primary responsibility is not the handling of small arms.  Likewise, Navy Visit Board, Search and Seizure teams—while more proficiently trained than their ATFP counterparts—are principally manned and trained for inspection and self-defense; they do not have an assault / counter-assault capability and therefore usually rely on heavily tasked special operations forces (SOF) to conduct opposed boardings.  Returning Marines to Navy ships will bring additional ATFP and VBSS capabilities to the Fleet while insulating the Marine Corps from additional manpower cuts.

7.       FACILITIES: Prepare special units to embark non-traditional shipping (and keep them light)

Commandant of the Marine Corps General James Amos testified in front of Congress on 01 October on his initiative to form a Special Purpose Marine Air Ground Task Force (SP MAGTF) in Kuwait to provide regional Quick Reaction Force (QRF) capability.  Retired Captain Jerry Hendrix of the Center for a New American Security endorsed the innovation in the Wall Street Journal.

“Looking at the Marines as a crisis response force is good in the sense the Corps knows it must develop an alternative mission and a new future.” [4]

However, Amos believes that his efforts are being hamstrung by the lack of amphibious shipping.

“In a perfect world we would rather have these teams sea-based, but we don’t have enough ships.”[5]

Not every contingency warrants a warship.  For lesser contingency operations—everything from embassy reinforcement, snatch-and-grabs to theater security cooperation—the Navy is looking towards employing ships from its “Moneyball Fleet”.  Joint High Speed Vessels, Afloat Forward Staging Bases, Dry Cargo Logistics Ships and Littoral Combat Ships are considerably cheaper to build and operate than their USS cousins, boast considerable cargo space, have sufficient flight deck / boat deck facilities while operating with a considerably smaller “signature.”  In order to ensure that these vessels do not become the exclusive domain of lighter / sexier Special Operations Forces (SOF), Marines must build tailored, scalable packages that can rapidly deploy, integrate, conduct operations and debark as cheaply and as expeditiously as possible.  Throwing down similar communications integration, berthing, and command and control requirements on non-traditional shipping as amphibious shipping is a surefire way to get priced out and left on the pier.

8.       POLICY: A greater role for the Secretary of the Navy in ensuring unity of effort / purpose within DoN DOTMLPF

At the end of the day, Title 10 authority to man, equip and train the members of the United States Navy and United States Marine Corps is invested in the Secretary of the Navy, the Honorable Ray Mabus.  The department’s strategic vision must be clearly defined and communicated at the Secretariat level.  There is no room for competing narratives, especially in an era of ever shrinking fiscal resources and ever expanding operational requirements.  It must become the policy of the Department of the Navy that all Navy / Marine Corps Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facilities conform to the department’s strategic vision and serve in promoting its unity of purpose.  Anything less introduces risk and presents an existential threat to the Marine Corps.

 

Nicolas di Leonardo is a member of the Expeditionary Warfare Division on the staff of the Chief of Naval Operations and a student at the US Naval War College.  The views expressed here are his own and do not necessarily reflect those of the Expeditionary Warfare Division or the Naval War College.

[1] Amos, General James E. et al.  “EF-21,” Headquarters Marine Corps, 04 March 2015, p.5
[2] Disaggregated Operations are defined in EF-21 as “…requiring elements of the ARG/MEU to function separately and independently, regardless of time and distance, with elements under a command relationship that changes/limits the ARG/MEU commanders’ control of their forces.  Distributed Operations / Split Force Operations are defined as “…requiring elements of the ARG/MEU  to function separately for various durations and various distances with the ARG and MEU commanders retaining control of their forces under the Geographic Combatant Commander.”

[3] Hall, LtCol Howard F.  “Ship to Objective Commuters: The Continuing Search for Amphibious Vehicle Capability.”  The Marine Corps Gazette, August 2014
[4] Barnes, Julian E.  “Marines Deploy New Quick Reaction Force in Kuwait.”  The Wall Street Journal, 02 October 2014.
[5] Barnes, Julian E.  “Marines Deploy New Quick Reaction Force in Kuwait.”  The Wall Street Journal, 02 October 2014.