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A Rising Tide Lifts All Boats: Strengthen the Afloat Community, Strengthen the Coast Guard

By Jasper Campbell and James Martin

As the U.S. Coast Guard undergoes a period of “prolific” acquisitions, the service must resolve a lurking specter: How to fill all of these ships with qualified personnel? At a time when the U.S. Coast Guard afloat community, known as cuttermen, are set to receive the largest influx of cutter classes since the Vietnam War, the Coast Guard is struggling to fill critical billets at the O-3 and O-4 levels, despite projecting having 10,000 afloat billets service wide by 2030. There has been considerable discourse on so-called “sea service attractiveness,” though no discrete proposals have been offered to tackle the problem. The proposals that have been put forward focus less on metrics than conceptual shifts targeting shipboard climate, unit pride, or paradigm shifts in officer promotion and graduate school selections.

But, while the woes of the Coast Guard cutter community continue to make headlines, cuttermen do not face their demise in a vacuum. Their infirmities take place in the context of an organization whose workforce is hemorrhaging across specialties and demographics. These reverberations are felt more acutely in certain demographics, such as women and minorities. Dogged institutional focus on the retention woes of a particular specialty, regardless of its contributions to service culture, ignores systemic issues plaguing the workforce. Therefore, a holistic approach to workforce retention may be the solution to meeting the Coast Guard’s “track line to 10,000” while simultaneously securing the future for myriad specialties. They are: foster geographic stability by creating centralized “hubs” for the Coast Guard workforce, buttressed by increased opportunities for remote and hybrid work and education.

With the release of the newly minted Coast Guard Strategy in October 2022, Commandant Admiral Linda Fagan has touted revolutionizing the Coast Guard talent management system and “transforming the total workforce” to account for modern socioeconomic realities. Employing centralized hubs to promote geographic stability is exactly the sort of initiative this strategy calls for, and the Coast Guard must adopt it as soon as practicable.

Coast Guard “Hubs”

There is hearty debate surrounding a perceived diminished “sea service attractiveness” of the U.S. Coast Guard’s afloat community. The basic line of reasoning goes, the ready availability of viable career paths ashore, stressful moves every several years, and sea tours where service members deploy throughout their tour combine to make sea service increasingly difficult to “sell” to families. Further, service members or their spouses must make tough career compromises to remain competitive in their respective fields. This is exacerbated in the modern age, where spouses typically fall into two categories: a) in the service along with their spouse or b) have their own civilian careers in professional fields. In fact, the number of dual-income households has significantly increased since the 1950s, the era in which the modern personnel system was created.1

A tangible way for the Coast Guard to conduct a meaningful course correction is to reexamine the much-touted concept of “geographic stability.” Geographic stability and centralization should be reimagined at a macroscopic level and seen as a tactic to revitalize the health of the afloat officer corps writ large. By aggressively working to consolidate billets at desirable geographic “hubs” that allow the afloat community to move along linear, successful, and promotable career trajectories, the Coast Guard has the opportunity to stem the growing gap between billets and cuttermen to fill them. These centralization concepts, desperately needed in the afloat specialty, can be replicated elsewhere across specialties.

Key West is the Model

Fortunately, the service need only look to Key West, FL as an ideal model that can be replicated elsewhere. Between a windfall of demanding afloat opportunities across multiple platforms, high-profile staff tour opportunities, and a desirable geographic location, Key West, Florida, represents the model “hub,” which, if emulated elsewhere, would require the following characteristics:

Multiple Fast Response and Medium Endurance Cutters

Sentinel-class, “Fast Response Cutters” (FRC) are O-3 commands and have O-2 Executive Officers. Both an XO and CO tour aboard a “patrol boat” are milestone career tours that afloat officers in the Coast Guard typically must attain to continue to progress in the cutterman community. Medium Endurance cutters (WMEC) also boast multiple junior career milestone billets, from mid-grade department head opportunities to more senior command billets.

Reputable staff tour with multiple O-3 and O-4 billets

Key West is home to both Coast Guard Sector Key West, which has some, but limited “afloat” staff billets, and Joint Interagency Task Force South (JIATFS), which is a joint DoD command that falls under U.S. Southern Command (USSOUTHCOM). Long considered the gold standard of joint operations, JIATFS is home to 13 Coast Guard officer billets spread out across the J2 (Intelligence), J3 (Operations), J6 (Communications), and J7 (Innovations) directorates. In an increasingly complex world, the Coast Guard is called upon to conduct its work in a crosscutting, interagency fashion. Officers with joint or “purple” experience are prized for this unique experience. In fact, the Commandant’s annual Guidance to promotion boards and selection panels specifically highlights joint and interagency experience as something promotion and graduate school panels should focus on as positive attributes in an officer’s record.

Desirable geographic location

While geographic tastes are diverse, many would consider Key West a highly desirable location, devoid of snow and cold weather. Despite arguments to the contrary, attractive duty locations are an underappreciated recruiting and retention tactic, especially among the junior ranks, where the opportunity to be stationed in a vacation-worthy destination is a worthy tradeoff for the hardships of sea duty. 

Key West, Florida, organically possesses all the ingredients for a centralized hub, where given the right portion of each, an afloat officer and their family can remain in one place for four to ten years and, importantly, remain competitive for promotion by meeting career milestones, including completing reputable staff assignments.

There are boundless possibilities when it comes to a career path. Obviously, there are other key considerations, such as graduate school and special “broadening” assignments, that officers aspire to. For those who prize the pressure relief valve on family life that geo-stability can afford, they can pursue it at no detriment to their career. The table below illustrates the versatility and longevity a “hub” can afford an afloat officer in the Key West Area.

Years 0-2 2-4 4-6 6-8
JIATFS Staff (O-3) WMEC OPS FRC CO Transfer
FRC CO (senior O-3) JIATFS Staff

(Make O-4)

WMEC XO Transfer
WMEC OPS (O-3) FRC CO JIATFS Staff

(Make O-4)

WMEC XO
(O-4)
JIATFS Staff (O-3) FRC CO
(Make O-4)
Chief of Enforcement, Sector KW (O-4) Transfer

Table 1. Potential Key West Afloat Officer Trajectory.

While Key West contains many of the ingredients necessary to make it a centralized hub, a cutterman can make a home for more than two years, those ingredients can be expanded upon in certain areas to make an even more fertile hotbed for afloat officers. For one, additional medium endurance cutters and fast response cutters would significantly increase the number of first, second, and third tour junior officer opportunities to go to sea without having to conduct a permanent change of station move.

The Coast Guard could also immediately add a number of O-3 and O-4 staff officer billets to JIATF-S. After all, if the service is set to spend a combined $12 Billion on the Legend Class cutters, the service could make a paltry investment in comparison by adding subject matter experts to the command that is the primary controller of cutters deployed for the counter-narcotics mission. Further, the service could add additional Intel and Cyber billets to the JIATF-S staff. As the Coast Guard cyber and intelligence apparatus matures, having officers who have operated in the joint environment with seasoned intelligence professionals will yield enormous dividends for the service.

Key West is just one of many locations where the Coast Guard can look to implement geographic stability in the afloat officer corps. This “blueprint for success” of multiple opportunities for junior and senior command, a reputable staff tour, and a desirable geographic location can be replicated elsewhere with relative ease. Charleston, Hawaii, Miami, and Newport present opportunities for immediate implementation, all containing elements of the necessary ingredients for successful geographic stability. Others still, like Norfolk, Pensacola, and Los Angeles/Long Beach are missing one crucial element or another that can be easily remedied. 

The Future is Remote:
Realizing “Hubs” Service Wide

Fully remote work and hybrid models are an obvious step towards rapidly scaling “hubs” across operational and mission support communities. Unfortunately, many still distrust the basic premise of remote work, citing that the military should be concerned with winning wars, not “keeping pace with big tech.” Others still acknowledge the manifold benefits of remote work but worry it would exacerbate a gap between “operators” and “supporting elements.” However, few can deny that it represents the future of employment across myriad industries.

Anyone who has visited Coast Guard Headquarters recently can attest to this phenomenon, as the home of nearly 4,000 military, civilian, and contractor staff members have been largely partially manned for the past three years since the emergence of COVID-19. Major mission support commands fulfilling critical C5I, naval engineering, and administrative support functions have performed exceptionally in remote and hybrid work conditions as well.

If willing to deviate from established norms, the Coast Guard is poised to offer hundreds, if not thousands, of enlisted and officer billets that can be staffed completely remotely. This number expands dramatically if it includes “flex” or hybrid billets that, with occasional travel, allow members to maximize geographic stability while maintaining successful, varied career paths. For instance, the C5I community is primed to offer a majority of its O-2 to O-4 billets remotely. Doing so would allow those desiring to maintain a “dual” career track (in a traditionally operational specialty such as afloat or aviation specialties and traditionally “non-operational” e.g. cyber, logistics, or legal specialties) to avoid alternating between the National Capitol region and coastal communities, a major known drawback. Simply put, if the Coast Guard is able to offer expanded remote opportunities, it should.

Geographic flexibility could be further enhanced by de-stigmatizing online advanced education opportunities by Coast Guard leadership (and be extension what promotion and assignment panels value). Additionally, geo-stability should take advantage of nonterminal expanded industry partnerships with major private companies (as opposed to DOD Skillbridge, which servicemembers can take advantage of during their last 180 days of service). Both are useful incentives which, if paired with reasonable corresponding obligatory service requirements, could allow servicemembers to significantly reduce the number of PCS moves made over the course of a full 20-year career while remaining competitive at promotion boards. The table below illustrates the “hubs” concept, expanded by access to fully remote billets, industry partnerships, and a greater acceptance of online graduate school opportunities:

Year Range Tour/Life Event Location Incentive
1-2 Div Tour aboard Offshore Patrol Cutter (O-1) LA/Long Beach, CA N/A – academy payback
3-5 Sector LA/LB Response Officer (shoreside) (O-2) LA/Long Beach, CA
6-7 Information Assurance Grad School

(O-3)

LA/Long Beach, CA Open up more grad programs to online school
8-9 CGCYBER Division Officer tour (O-3)

 

LA/Long Beach, CA

 

Remote work
10-12 Sector LA/LB Enforcement Chief (shoreside, makes O-4)

 

 

LA/Long Beach, CA

 

Centralized Hub

 

13-14 PCS to D.C.: CGHQ tour crafting CG Cyber Policy (O-4)

 

D.C. Hybrid Work

 

15-16 Detached Duty, Pentagon: OSD Cyber Policy (O-5)

 

D.C. Joint Assignment; Centralized Hub
17-18 Response Department Head: Sector Delaware Bay (O-5) Philadelphia, PA Geo-bachelor (minimal weekend commute)
19-19 Industry Partnership at Microsoft (O-5) D.C. Expand industry partnerships program

 

20-21 Special Assignment, National Security Council | The White House: Senior Director for Resilience Policy (traditional CG O-6 billet)

 

D.C. Competitive Special Assignment
22-23 CGCYBER Deputy Tour (O-6)

 

Alexandria, VA (short commute)
24-28 Sector Commander: Sector Hampton Roads (O-6)

 

 

Hampton Roads, V.A.

 

Geo-bachelor (minimal weekend commute)

Table 2. Highlights a theoretical dual officer career path in Cyber and Response Ashore specialties, enabled by centralized hubs, remote/hybrid work, and industry partnerships. As a result, the officer only needs to conduct a permanent change of station (PCS) move one time in a 28-year career.

Final Thoughts

Some will say that the U.S. military should not try to seek parity with private industry. Of course, while there will always be those few whose martial ardor is enough to make familial sacrifices, for many, “love doesn’t pay the bills,” and enthusiasm alone should not be seen as a universal retention tactic. In 2021, only 29% of American youth are eligible for service; the Coast Guard simply cannot afford to put on a “put up or get out” mentality that discredits the valuable service members who simply do not wish to move all the time and have a semblance of normal life in between sea or duty standing tours. What’s more, these attitudes would overwhelmingly affect women and minorities because of the lifestyle flexibility they offer with respect to family planning and make the Coast Guard a less diverse workforce. As the former Commandant, Admiral Schultz stated in the 2020 Diversity and Inclusion Action Plan, part of being the world’s best Coast Guard is being the world’s most diverse Coast Guard.

Ultimately, geographic stability is not a silver bullet to solving afloat retention and bolstering sea service attractiveness. However, it is a simple, meaningful, and easily implemented tool for keeping seagoing officers afloat. The Coast Guard should look to Key West, FL, as a blueprint for success, and replicate this formula elsewhere. What’s more, centralized hubs should be seen as an easily implemented, repeatable, and concrete solution to addressing workforce shortcomings across all Coast Guard work specialties. The concepts illustrated can, in many cases, be easily carried over from the officer to the enlisted world. When bolstered by expanded hybrid and remote work and education options, these “hubs” will remove many service-imposed impediments to “normal lifestyles” that force otherwise willing and capable service members to choose between meaningful service and civilian life. The Coast Guard has all the tools it needs to address the retention crises it faces – it needs only implement them.

Jasper Campbell served on active duty for six years in the afloat and C5I communities. He departed in 2021 to launch a technology company, simplevideo.io, that offers solutions for public safety and healthcare markets. He holds a bachelor’s degree in electrical engineering from the U.S. Coast Guard Academy.

References

1. Concordia St. Paul, “The Evolution of American Family Structure,” CSP Online, 2022, htps://online.csp.edu/resources/article/the-evolution-of-american-family-structure/

Featured Image: Cutter crewmembers based out of Portsmouth, Va. stand at the pier, ready to assist the USCGC Northland (WMEC 904) moor in Portsmouth on Monday. (U.S. Coast Guard photo by Petty Officer 2nd Class Brandon Hillard)

Sea Control 407 – Applying Lessons from Ukraine’s Naval War with Brent Sadler

By Jared Samuelson

Brent Sadler joins the program to discuss lessons learned from the naval war in Ukraine and what the U.S. can apply to a potential fight with China. Brent Sadler is a retired Navy captain and senior research fellow for naval warfare and advanced technology in the Center for National Defense at the Heritage Foundation. 

Sea Control 407 – Applying Lessons from Ukraine’s Naval War with Brent Sadler

Links

1. “Applying Lessons of the Naval War in Ukraine for a Potential War with China,” by Brent Sadler, The Heritage Foundation, January 5, 2023. 

Jared Samuelson is Co-Host and Executive Producer of the Sea Control podcast. Contact him at [email protected].

This episode was edited and produced by Jonathan Selling.

Assessing the U.S. Pacific Partnership Strategy for a Free and Open Blue Pacific

By Captain Tuan N. Pham (ret.)

“As an Indo-Pacific power, the United States has a vital interest in realizing a region that is open, interconnected, prosperous, secure, and resilient.” –2022 National Security Strategy

“We will focus on every corner of the region, from Northeast Asia and Southeast Asia, to South Asia and Oceania, including the Pacific Islands.” –2022 Indo-Pacific Strategy

“The United States is a proud Pacific Power. We will continue to be an active, engaged partner in the region…The history and the future of Pacific Islands and the United States are inextricably linked.” –2022 Pacific Partnership Strategy

Last September, Washington published the Pacific Partnership Strategy (PPS), the first ever U.S. government strategy dedicated to the Pacific Islands after decades of American disengagement. Pundits, to include this author, immediately began to question whether the new strategy was too little and too late or exactly right and just in time to curtail the deepening Chinese political, economic, and security inroads that threaten to render the United States regionally irrelevant. China undoubtedly will not back down and likely push even harder across the diplomatic, information, military, and economic (DIME) domains, as evidenced by Chinese President Xi Jinping’s nationalistic speech at China’s 20th National Party Congress on 16 October and disingenuous remarks at G20 Summit in Bali on 15 November.

To Chinese Communist Party (CCP) members and the Chinese people in October, Xi confidently reiterated China as a global alternative to the United States and a more reliable and enduring partner, especially for developing (and vulnerable) countries. The recurring Chinese theme is a derivative of the central narrative from the 4 February joint statement of Russian President Vladmir Putin and Xi, where they boldly declared a shift in the global order, one in which the United States and the Western-biased liberal international order do not lead. To G20 members and the international community a month later, Xi took a more tactful and modest tone, calling for “not drawing ideological lines or promoting group politics and bloc confrontation that will only divide the world, and hinder global development and human progress” — a subtle jab at the 2022 PPS, 2022 Indo-Pacific Strategy (IPS), and 2022 National Security Strategy (NSS).

Beijing likely believes that it must respond in the context of today’s Great Power Competition and tomorrow’s Chinese Dream. The strategically situated region expands China’s growing exterior sphere of influence (and interior security periphery), extends the expansive and ambitious Belt and Road Initiative (BRI) line of communication to the Americas, and presents another steppingstone toward national rejuvenation. Beijing may also believe that it has an opening strategic window of opportunity of perceived U.S. domestic and foreign weaknesses that it can exploit. How then should Washington respond and adjust accordingly its new strategy to curb Beijing’s increasing encroachments into the South Pacific? The short answer is with asymmetric reciprocity, contesting Beijing across the interconnected DIME domains for the hearts and minds of Pacific Islanders and become an enduring “Pacific Power” in both words and deeds.

The Pacific Partnership Strategy

The new strategy takes the Pacific Islands Forum (PIF) as its guiding principle, “…to strive for effective, open, and honest relationships and inclusive and enduring partnerships based on mutual accountability and respect with each other, within the subregions, region, and beyond.” The PIF empowers the Pacific Island nations to collectively speak with one voice on shared interests, values, and priorities. The strategy seeks to roll back growing Chinese regional influence and rebuild diminished U.S. regional influence and credibility, aligning well with the higher IPS (February 2022) and NSS (October 2022), which call for a “free, open, interconnected, secure, resilient, and prosperous region.” The PPS contains four bedrock objectives (OBJ):

  1. A strong U.S.-Pacific Islands partnership
  2. A united Pacific Islands region connected with the world
  3. A resilient Pacific Islands region prepared for climate change and other 21st century challenges
  4. Empowered and prosperous Pacific Islanders

Underpinning these objectives are ten interconnected lines of efforts (LOE) designed to advance the Pacific Islands’ priorities as outlined in the 2050 Strategy for the Blue Pacific Continent. All in all, U.S. strategists and policymakers crafted the PPS around the key themes of deeper and broader regional engagement and combating climate change, the region’s “greatest existential threat to the livelihoods, security, and well-being of the peoples of the Pacific.”

U.S. diplomats synchronized the PPS’ rollout as the cornerstone for the first-ever U.S.-Pacific Islands Country Summit in September. At the summit, they pitched closer relations with the Pacific Islands through “shared history, values, and people-to-people ties…and broadening and deepening cooperation on key issues such as climate change, pandemic response, economic recovery, maritime security, environmental protection, and advancing a free and open Indo-Pacific.” However, Special Presidential Envoy Ambassador Joseph Yun said it best when he stated that in the contest for the region’s hearts and minds, “What the Pacific countries are looking for is a long-term, sustainable relationship and not just [the United States] paying attention now and then.” In other words, the United States must put its money where its mouth is and close the say-do mismatch by not over-promising and under-delivering, but giving real commitments in the coming years (and decades). Fortunately, the United States also committed $810M to implement the PPS, including the following:

  • To build a strong U.S.-Pacific Islands partnership, Washington will conclude negotiations for the Compacts of Free Association, South Pacific Tuna Treaty Annex Amendments, and associated Economic Assistance Agreement for 2023 and Beyond; and expand the U.S. diplomatic mission through increased presence and enhanced infrastructure (reopening embassies, reappointing ambassadors, and expanding interagency engagement).
  • To build a united Pacific Islands region connected with the world, Washington will appoint the first-ever U.S. envoy to the PIF; encourage connectivity with other multilateral groupings like the Association of Southeast Asian Nations and the Quad; and bolster the Partners in the Blue Pacific to better meet the needs of people across the region.
  • To build a resilient Pacific Islands region prepared for the climate crisis and other 21st century challenges, Washington set aside millions for a climate change resilience, ocean and weather data collection, and the new Resilient Blue Economies Initiative aimed to “strengthen marine livelihoods by supporting sustainable fisheries, aquaculture, and tourism;” and directed the U.S. Trade and Development Agency to help Pacific Islands countries develop “climate-resilient and adaptive infrastructure.”
  • To build more empowered and prosperous Pacific Islanders, Washington will request a 10-year $600M Economic Assistance Agreement from Congress.

Altogether, these targeted actions will contest Beijing’s activities in Oceania, “…going island-by-island from a national level down to the village level.”

What may be Lacking or Missing

While the PPS is a timely diplomatic initiative, it is unlikely to resonate immediately with Pacific Island nations. As Australia-based Lowy Institute research fellow Mihai Sora noted, “Pacific cultures have long memories and it will take time to win Pacific countries’ trust that the United States’ strategic intent in the region is genuinely to their benefit.” The enduring challenge for future U.S. Administrations remains sustained and consistent implementation to prolong generated mutual trust and confidence. That said, a couple policy adjustments may be warranted now before going too far ahead.

Firstly, as underscored in the current NSS, Washington should consider greater attention to countering transnational organized crime (TOC) beyond the passing mentions of “challenges to security and sovereignty in the maritime domain” in OBJ 3 (a resilient Pacific Islands region) and “eliminating drug trafficking and other maritime security matters…counter threats such as IUU fishing, wildlife, and drug trafficking” in LOE 6 (support marine conservation, maritime security, and sovereign rights). TOC is one of the root causes of human suffering and socioeconomic instability. TOC undermines regional and local governance, feeds violence in local communities, and threatens public safety and health. TOC manifests itself in many forms in Oceania, from drug and human trafficking to money laundering and illegal fishing. These illicit activities degrade regional security and stability by undermining the rule of law, fostering corruption, and exploiting and endangering vulnerable populations.

From the outside, the region appears to fare better than others in terms of criminality. According to the Organized Crime Index, the Pacific Islands region has a criminality score of 3.07, which is much less than the global average of 4.87. However, although criminal actors are lesser in numbers, their relative impacts are significant in these smaller economies and societies… “In contexts where senior state officials are not well paid, the potential for criminal actors to subvert governance by way of bribery is high. Meanwhile, countries such as Tonga and Samoa are having to deal with the socio-economic impacts of increasing drug use and addiction with scarce resources.”

In the Indo-Pacific, there is also a growing concern that China may be leveraging TOC to realize its revisionist and revanchist ambitions (the Chinese Dream) and advance its power projection across the region and beyond. The concern stems from the ubiquitous and controversial BRI. In addition to China and its state partners, Chinese criminal enterprises (CCE) are also using the BRI to expand their economic and political influence, albeit for monetary gain. Many of tbe BRI’s infrastructure projects overlap with and stretch over extant illicit trafficking routes. The more regional countries integrate themselves into the BRI, the easier it becomes for CCE to recruit new members, acquire new clients, diversify their portfolios, and outsource their criminal operations and activities to less-developed countries with laxer laws and lesser law enforcement capabilities and capacities.

Secondly, Washington should consider moderating LOE 7 (support good governance and human rights of all people) to guard against the narrative of imperialist America imposing its culture, values, and will to the region and local populations. Washington can focus on activities to promote good governance but take a more measured and incremental approach toward human rights to overcome extant cultural biases in several Pacific Island nations. Otherwise, China will exploit the narrative to expand and deepen its inroads into Oceania with its own counter-narrative: We are interested in providing you with opportunities to drive economic growth, development, and prosperity. We are not interested in lecturing you on human rights or imposing our beliefs and values on you. As a fellow victim of colonial rule, we understand you and respect your sovereignty, independence, and right to choose your own path.

Too Little and Too Late or Exactly Right and Just in Time?

Last May, China’s Foreign Minister Wang Yi conducted a 10-day diplomatic tour of the Pacific Islands, visiting eight countries (the Solomon Islands, Kiribati, Samoa, Fiji, Tonga, Vanuatu, Papua New Guinea, and Timor Leste), holding virtual meetings with three additional nations (Cook Islands, Niue, and Federated States of Micronesia), and hosting the second round of the China-Pacific Islands Countries Foreign Ministers Meeting in Fiji. The visit underscored Beijing’s determination and commitment to expand and deepen its regional influence, extend its sphere of influence into Oceania, and asymmetrically counter the IPS.

During the lengthy visit, Yi proposed a sweeping multilateral agreement on a range of issues (building police forces, digital governance, cybersecurity systems, etc.) to strengthen Beijing’s growing political, economic, and security ties with the region, but then quickly withdrew the agreement due to an apparent lack of support from the Pacific Island countries. Nevertheless, the visit and agreement revealed three key takeaways that underscore the strategic urgency to curtail China’s political, economic, and security inroads before they solidify and become permanently embedded into the local governments, cultures, and institutions.

  • Wang’s trip did not accomplish all of China’s goals, but Beijing remains committed to expanding its influence into the Pacific Islands.
  • Many Pacific Islands countries remain wary of China’s intentions, especially related to security issues.
  • Although the region refused to be rushed into a multilateral deal, Pacific Island nations are still open to China’s engagement but on their terms.

The time to act is today. It is much easier to slow or stop China’s progress now than it is to wait for it to gain momentum later. Inaction, or worse yet, retrenchment, would further embolden Beijing’s regional goals to expand to the other Pacific Island nations from Kiribati to the Solomon Islands, and eventually transform Oceania into a Chinese sphere of influence. As for the sufficiency of proposed actions, they are steps in the right direction but will need continuous re-assessment and adjustment as events unfold and the situation dictates.

How Beijing Will Respond

Beijing will likely push back hard across the DIME domains. The PPS obstructs China’s relentless drive beyond the First Island Chain and into the Second and Third Island Chains. Beijing’s short-term economic and diplomatic goals in the South Pacific are to lay the groundwork for the extension of the BRI eastward into the Americas and sway more vulnerable PIF nations to sever ties with Taiwan, while also realizing the long-term information and military goals to erode U.S. regional influence and credibility and block potential U.S. military intervention in East Asia.

Washington should expect Beijing to increase and accelerate its diplomatic charm offensive and expand the extant bridgeheads in Kiribati and the Solomon Islands to the rest of Oceania, building dual-use bases along the primary maritime avenue of approach to East Asia. Chinese diplomats will highlight Kiribati and the Solomon Islands as partnership exemplars and offer even more lucrative infrastructure projects, economic aid packages, and economic development programs to entice vulnerable PIF nations with upfront short-term gains and hidden long-term costs.

China hopes these bases will become de facto “unsinkable aircraft carriers,” akin to the Japanese sea bastions during World War II and today’s Chinese military outposts (artificial islands) in the South China Sea. Toshi Yoshihara, a senior fellow with the Center for Strategic and Budget Assessments, assesses these strategically located bases (whether permanent or merely regular air or naval transit and refueling rights) will complicate U.S. and allied military planning and operations in peace and war. If so, the nature, scope, and degree of the expected pushback could also be an indicator of China’s timetable for the reunification of Taiwan. Beijing will undoubtedly plan ahead and set favorable political-military conditions accordingly prior to any planned operation, and interdicting U.S. military forces to prevent or delay intervention will certainly be one of the key military conditions for a calculated Chinese victory.

How Washington Should Adjust

In the diplomacy domain, Washington has put together a robust package of diplomatic initiatives to counter Chinese political, economic, and security gains within the region. Implementation and sustainability of actions remain challenges in the coming years. First, the United States has to integrate and synchronize its diplomatic activities with the other instruments of national power for unity of effort and consistent messaging. Second, the United States must sustain diplomatic efforts to build enduring regional trust and goodwill and rebuild diminished U.S. regional influence and credibility, eliminating the say-do mismatch. Following through on promises is a critical part of being a “Pacific Power” in both words and deeds. Otherwise, Pacific Islands countries will regress to the prevailing perception of the United States as a transitory friend and unreliable partner, then buy into the Chinese-driven narrative that America is a waning global power irrelevant to the South Pacific.

In the information domain, Washington cannot let Beijing have the strategic communications advantage. The United States needs to maintain the information high ground, linking the expansive and ambitious BRI, revisionist and revanchist Chinese Dream, and China’s DIME activities within Oceania. The United States also needs to highlight the fact that Chinese diplomats will not hesitate to make empty promises to achieve their short-term objectives and buy time and space to set the conditions to realize their long-term goals. Djibouti, Sri Lanka, Laos, and Cambodia offer cautionary tales to cash-strapped Pacific Island nations entertaining Chinese offers, particularly as they struggle to recover from the COVID pandemic and ongoing global recession. China saddled these struggling developing countries with unsustainable debts, while destabilizing local politics, disrupting traditional social patterns, and eroding sovereignties.

In the military domain, Washington must compete with China for basing rights along critical sea lanes. Beijing expressed interest in military access to and basing in Kiribati, the Solomon Islands, Papua New Guinea, Fiji, and Vanuatu. Washington should make China work hard for these potential basing deals, outbidding Beijing for the contracts or at least raising the costs of the contracts for Beijing by reminding prospective partners of China’s poor economic and environmental records, corporate unreliability, and political propensity to lash out at countries it perceives as acting contrary to its national interests. Washington should also remind them of the BRI debt traps in Djibouti, Sri Lanka, Laos, and Cambodia.

In the economic domain, Washington has put together a robust package of economic aid to build stronger ties with the Pacific Island nations. In all of these programs, economic aid — not economic development — takes front and center stage in the PPS. That stands in contrast to China, which at least offers some trade and investment opportunities as well as aid. Washington should reconsider and also offer financial means for real economic growth and development to include most favored nation status.

Roadmap to Relevancy

The PPS is a roadmap to take targeted actions in the South Pacific to roll back growing Chinese regional influence, rebuild diminished U.S. regional influence and credibility, protect U.S. and allied national interests, and provide regional security and economic prosperity to the people of the Pacific Islands region. The PPS is not exactly right but definitely just in time to curtail the deepening Chinese political, economic, and security inroads that threaten to render the United States regionally irrelevant. It is best to consider this timely diplomatic initiative as a “living” strategic document that requires continuous re-assessment and adjustment as unforeseeable events unfold and the dynamic situation dictates, bearing in mind that PIF leaders want to focus on regional concerns, not geo-politics: “To put it simply, counterbalancing China’s recent moves in the South Pacific requires the United States to focus on the needs of the region itself rather than placing broader geopolitical goals at the forefront.”

Tuan Pham is a retired Navy captain, maritime strategist, strategic planner, naval researcher, and China Hand (Master-level) with more than 20 years of operational and staff experience in the Indo-Pacific. The views expressed here are personal and do not necessarily reflect the positions of the U.S. government or U.S. Navy.

Featured image: U.S. President Joe Biden with Pacific Island leaders during the US-Pacific Island Country Summit on 20 September (Credit: Bonnie Cash/UPI/Bloomberg)

Hospital Ships: A Vital Asset for SOUTHCOM and South American Navies

By Wilder Alejandro Sánchez

The Southern Tide

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

“Whether [working] against COVID, transnational criminal organizations, the predatory actions of China, the malign influence of Russia, or natural disasters, there’s nothing we cannot overcome or achieve through an integrated response with our interagency allies and partners.” –General Laura J. Richardson, Commander, U.S. Southern Command

The hospital ship USNS Comfort (T-AH-20) has returned to Latin American waters, as the vessel carried out a medical assistance mission across the Caribbean from October to December 2022. This is the first time in years Comfort has been in the region since the pandemic begun. Other South American navies also have hospital vessels that carry out similar missions, primarily for their domestic populations. Hospital ships are some of the region’s most vital yet underappreciated assets, while also being one of the most tangible elements of how many regional populations interact with navies. The U.S. and regional countries should consider the benefits of hospital ship operations with a view toward potentially investing in more of these valuable vessels.

Comfort Returns

As part of Operation Continuing Promise 2022 (CP2022), organized by U.S. Naval Forces Southern Command/U.S. 4th Fleet, the 1,000-bed hospital ship commissioned in 1986 visited Colombia, the Dominican Republic (DR), Guatemala, Haiti, and Honduras. The ship departed Naval Station Norfolk on October 19 and returned to Norfolk on December 21. As SOUTHCOM explained during the operation, “During these mission stops, Continuing Promise medical teams will focus on working alongside partner nation medical personnel to provide care on board and at land-based medical sites to increase medical readiness.”

Some medical services offered to Latin American and Caribbean citizens include preventive medicine, optometry screenings, general surgery, eye-wear distribution, and public health training. Comfort’s crew for CP2022 had military personnel from U.S. partners, including “Canada, Chile, the Dominican Republic, Ecuador, Netherlands, the United Kingdom, and more than a dozen non-governmental organizations.”

General Laura Richardson, who took command of SOUTHCOM in 2021, personally participated in the humanitarian mission. She traveled to Colombia when Comfort was there and visited the Dominican Republic to observe “the #USNSComfort’s #ContinuingPromise humanitarian mission & meet with security officials to discuss the USUS-#DominicanRepublic partnership,” SOUTHCOM tweeted on November 29.

SANTO DOMINGO, Dominican Republic (Nov. 27, 2022) – The hospital ship USNS Comfort (T-AH 20) sits anchored in the harbor of Santo Domingo, Dominican Republic on Nov. 27, 2022. (U.S. Navy photo by Mass Communication Specialist 3rd Class Deven Fernandez)

The CP2022 was Comfort’s eighth deployment to the region since 2007. Since 2007, Continuing Promise medical personnel have treated more than 582,000 people, and conducted more than 7,000 surgeries, SOUTHCOM notes.

Hospital Ships in South America

Comfort is not the only hospital vessel that operates in Latin American waters. A quick perusal finds several of these invaluable assets across regional navies.

Peru is a good example. The country’s shipyard SIMA has built a fleet of medical and social service ships (Plataformas Itinerantes de Acción Social: PIAS) that operate throughout Peru’s various rivers, with one platform, PIAS Lago Titicaca I, exclusively assigned to sail in Lake Titicaca, which Peru shares with Bolivia. The ships provide medical and state services, like issuing national IDs, and bank services. For example, Lago Titicaca set sail on November 14 from Puno port to assist the populations of Moho, Yunguyo, and Puno with 14 stops. This was the ship’s fourth tour in 2022 alone. 

The vessel PIAS Lake Titicaca I. (Photo via Peru Ministry of Development and Social Inclusion)

The Brazilian Navy operates several hospital ships (Navios de Assistência Hospitalar: NAsH): Doutor Montenegro (U16), Oswaldo Cruz (U19), Carlos Chagas (U19), Soares de Meirelles (U21), and Tenente Maximiano (U28). A new vessel, Anna Nery (U170), is currently in construction. Like Peru’s PIAS, these ships regularly sail through Brazilian rivers, providing medical assistance to isolated riverine communities.

Andrea Resende, Ph.D., an Associate Professor at the University Center of Belo Horizonte (UNIBH), explained to the author, four vessels operate in the Amazonian region, comprised by the 4th and 9th naval districts, and the NAsH Tenente Maximiano operates in the 6th District, the pantanal region. Doutor Montenegro carried out Operation Acre XXII in 2022, visiting indigenous and riverine communities in Acre and Amazonas states. With a crew of 85 military personnel and 29 health experts, the vessel provided a variety of services, like X-ray tests, surgeries, mammograms, testing for HIV, dengue, and malaria, and also providing vaccines.

Resende highlighted the importance of this fleet – “They are the main source of medical support for indigenous people and the ‘Riberinhos,’ a traditional population in Brazil… Considering that the Pantanal and the Amazonian region have large masses of water but low demographic distribution, the NAsH fleet is the only source of medical assistance that can reach those populations.” Helicopters can reach these communities with vital equipment and supplies, but the ships carry more personnel and capacity to provide services aboard.

The Brazilian Navy Hospital Assistance Ship Soares de Meirelles (U21) on the Rio Negro. The name is a tribute to Joaquim Cândido Xavier Soares de Meirelles, patron of the Health Corps of the Brazilian Navy. (Brazilian Navy photo by Cabo Jhonatan)

Resende noted that humanitarian operations carried out by the Brazilian Navy also rely on partnerships: “The Navy performs operations with the Unified Health System (SUS – the public health care system) and NGOs. For example, in November 2022, the NAsH Carlos Chagas operated with the NGO Operation Smile, bringing a multidisciplinary crew to treat patients with cleft lips/palate in the Amazonian Region,” she explained.

Another example is the Chilean Navy, which operates a medical patrol boat (Patrullero Médico Dental-74), Cirujano Videla. The vessel was commissioned in 1994 as a patrol vessel but was modified by the Chilean state-run shipyard ASMAR. In 2006, it was renamed and tasked with carrying out medical duties, in addition to other missions. From November 15-19, Videla assisted communities in Quellón and Queilen, Southern Chile. Since its recommissioning over a decade and a half ago, the vessel has provided “over 80,000 medical services ” to assist the population of Chile’s Chiloé archipelago.

Mario Pedreros, a retired officer of the Chilean Navy and vice president of the Washington DC-based The Georgetown Consulting Group, explained to this author that the Chilean Navy and the Chiloé health service signed a cooperation agreement via which Videla sails the archipelago composed of some 50 islands to assist local communities that can range from 20 to 200 people each. “The medical services provided in the Chiloé archipelago by PMD Videla are the only option residents have” to access medical services, Pedreros noted. Hence Videla’s deployments are “essential and an operation only the Navy can provide, and that is recognized and appreciated by residents.”

Chilean Navy Dental Medical Patrolman Cirujano Videla (PMD-74) (Chilean Navy photo)

Sailing Forward

Having hospital ships in a fleet brings obvious advantages during times of war. However, the navies of Brazil, Chile, and Peru utilize their hospital ships to routinely assist their fellow citizens. Similarly, Comfort is a significant expression of the U.S. desire to help people in need throughout the hemisphere. But more can be done to leverage these platforms and capitalize on the goodwill they have earned.

In a previous commentary, this author argued that SOUTHCOM should have a permanently-assigned hospital vessel. A similar argument can be made for Latin American navies. For Brazil and Peru, more riverine hospital ships are certainly welcome. It is a positive development that the PIAS fleet in Peru is fairly modern, as it was built over the past decade (an idea of former President Ollanta Humala), while Brazil is building Anna Nery – the first of the active fleet to have a female name, another positive development. Therefore, it is not unthinkable that Peru’s SIMA and a Brazilian shipyard could team in a joint venture to design a new model of riverine hospital ships. Similarly, as the Chilean Navy looks to upgrade its fleet of transportation vessels by domestically building new platforms at the Chilean state-run shipyard ASMAR, constructing an additional hospital ship is an idea that should not be overlooked. 

That said, regional navies indeed have multipurpose vessels that can be utilized for HA/DR operations or medical assistance. Peru has the Landing Platform Dock BAP Pisco (AMP-156), and its sister ship BAP Paita was launched on December 9. Similarly, Chile has other logistical platforms like transport vessel Aquiles (AP-41), Sargento Aldea (LSDH-91), Chacabuco (LST-95), and Rancagua (LST-92); “these are all logistical vessels with medical capabilities of varying degrees,” Pedreros noted. “Even the icebreaker [which local shipyard ASMAR is currently building] also has medical facilities,” the retired naval officer added.

When asked by the author if the Chilean Navy should invest in another hospital vessel like Videla, Pedreros noted, “nowadays, logistical vessels have various roles… and the new vessels of project Escotillón IV [a shipbuilding project also carried out by ASMAR] will have the capacity to carry medical beds for patients, and also medical equipment onboard, therefore increasing their [medical] capabilities.”

Building a hospital vessel is a complicated matter from a budgetary standpoint. Each Latin American Navy must consider its area of responsibilities and debate the requirements for hospital ships, including whether a single vessel is sufficient for distant operations. For Peru, having a fleet of PIAS is beneficial to cover the country’s vast Amazonian territory and Lake Titicaca, but multipurpose vessels are arguably sufficient for coastal HA/DR operations. The Brazilian Navy is in a similar situation. Nevertheless, acquiring at least one single but modern hospital ship that is capable of open-water operations could be vastly beneficial for several countries and fleets.

The work carried out by hospital ships throughout the Western Hemisphere has proven invaluable and delivered tangible humanitarian benefit. SOUTHCOM and Latin American navies should consider supporting the construction of more of these assets. The many civilians whose ailments will be addressed by the medical personnel aboard these vital maritime assets will undoubtedly thank them.

Wilder Alejandro Sánchez is an analyst who focuses on international security and geopolitics. He is the President of the new consulting firm Second Floor Strategies. Follow him on Twitter: @W_Alex_Sanchez.

Featured Image: Brazilian Navy Hospital Assistance Vessel Doutor Montenegro (U16) (Photo via Wikimedia Commons).