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History

History’s Data for Tomorrow’s Navy

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By Frank A. Blazich, Jr.

In an era where the Navy is facing contested seas from challenges posed by China and Russia, history can unlock potential advantages with which to meet current and future threats. Gathering and preserving its operational records, in essence data, is critical. Unfortunately, in terms of such historical records, the Navy is in the Digital Dark Age. It retains only limited data and is losing access to its recent history – knowledge purchased at considerable cost. The Department of Defense and the Navy must consider a cultural and institutional revival to collect and leverage their data for potential catalytic effects on innovation, strategic planning, and warfighting advantages. This cultural transformation of collecting and preserving historical data within the Navy will be a long process, but leveraging its history to meet current and future problems will aid in maintaining global maritime superiority.

On 25 May 2006, Navy Expeditionary Combat Command (NECC) formally established Riverine Group 1 and Riverine Squadron 1 to safeguard the inland waterways of Iraq. These lethal, agile forces executed over 2,000 missions and trained their Iraqi River Police successors to carry on after the withdrawal of major American forces. The experiences of the Navy’s Coastal Surveillance Group (TF-115), River Patrol Force (TF-116), and Mobile Riverine Force (TF-116) which operated in the Republic of Vietnam in the 1960s, facilitated the establishment of these forces. The records collected, organized, and preserved by Naval History and Heritage Command (NHHC) and command-published histories of the brown- and green-water force enabled NECC to expedite the efficient launch of a riverine force for the 21st-century Navy.1

Boats from the Navy’s Riverine Squadron 2, Detachment 3, prepare to insert members onto the shore of Lake Qadisiyah near Haditha dam, Iraq, 29 December 2007. From the lessons of the Vietnam War, the Navy was able to stand up its contemporary riverine forces. Source: (U.S. Navy photo)

History is one of the fundamental sinews of the American military establishment. Training is informed by “lessons learned” from prior experiences—historical data by another name—and every organization has senior members who contribute decades of institutional memory to solve contemporary problems. Synthesized into history monographs, these publications equip warfighters with insight and perspective to better guide their actions and decisions. Avid history reader and retired Marine General James Mattis acknowledges, “I have never been caught flat-footed by any situation, never at a loss for how any problem has been addressed (successfully or unsuccessfully) before.”2 History’s importance to the present Navy is also reflected in Chief of Naval Operations (CNO) Admiral John M. Richardson’s Design for Maintaining Maritime Superiority, which states “we must first understand our history – how we got to where we are.”3 The CNO’s recently released professional reading program buttresses his statement with a rich and varied roadmap of texts which have influenced his leadership development.4

Today, the Navy finds itself returning to an era of contested seas with contemporary challenges posed by China and Russia. Throughout the Cold War, the Navy possessed a large body of veteran Sailors holding vast reserves of institutional memory, often stretching back to World War II, in all aspects of naval operations. Deployments from Korea to Vietnam and from the Mediterranean to the Arctic Ocean honed the Navy’s capabilities. The subsequent collapse of the Soviet Union provided the Navy with a period of uncontested naval supremacy, but also led to force reductions and a gradual loss of institutional experience with missions like hunter-killer groups, offensive mining, and large surface action groups. A dwindling number of active duty Sailors have operational Cold War experience, and they mostly occupy senior leadership positions.

The records needed to fill that gap must be preserved. Through the Vietnam War, the Navy’s historical data principally took the form of written correspondence in varied formats. The advent of digital computing has vastly transformed record generation and retention, both of which pose notable challenges to records management.5 In a period of important fiscal and strategic decisions, the Department of Defense and the Navy must consider a cultural and institutional revival to collect and leverage data for potential catalytic effects on innovation, strategic planning, and warfighting advantages.

Gathering the Data

Several efforts currently exist to capture the Navy’s data. The lifecycle of records is governed by the Department of the Navy Records Management Program, which establishes all policies and procedures for records management. Under the Director of Navy Staff is NHHC, whose mission is to “collect, preserve, protect, present, and make relevant the artifacts, art, and documents that best capture the Navy’s history and heritage.”6 Naval Reserve Combat Documentation Detachment (NR NCDD) 206, established following Operation Desert Storm, assists NHHC personnel by providing uniformed teams for deployment to fleet units and other Navy commands to document and preserve the history of current naval operations during crisis response, wartime, and declared national emergencies. They are actively engaged in supporting NHHC’s mission objectives.7 Lastly, an essential tool for collecting the Navy’s historical data is Office of Chief of Naval Operations (OPNAV) Instruction 5750.12K governing the production of the annual Command Operations Report (COR).

First published on 8 November 1966, OPNAVINST 5750.12 governs creation of the COR, intended to ensure historical records are available for future analysis.8 As stated in the current version, the COR “is the only overall record of a command’s operations and achievements that is permanently retained” and provides “the raw material upon which future analysis of naval operations or individual unit operations will be based.”9 The document primarily consists of a chronology, narrative, and supporting documentation. As OPNAVINST 5750.12 evolved, emphasis shifted from gathering information on specific subjects relevant to warfighters and combat operations to becoming a tool to gather specific types of documents.10

Unfortunately, compliance is erratic and the instruction’s importance was ignored (or unknown) by commands. From 1966 to the present, the submission rate of CORs for units and commands has never reached 100 percent; for CY15 the submission rate stood at 63.5 percent. Submitted CORs are often unevenly written and composed. The causes for these shortfalls vary and are undefined. The culprits are likely operational tempo, personnel shortfalls, and/or concerns about information security. Perhaps commanders opted to err on the side of caution and avoid objectively documenting an unsuccessful operation, intra-service conflict, or inadequate leadership. Without foreseeing the potential impact and importance a COR may have on tomorrow’s Navy, responsibility for the report is often assigned as an additional duty for a junior officer juggling a myriad of responsibilities.

These data gaps have an adverse impact on present and future actions at both the individual and institutional level. For veterans, a gap in COR submissions may result in the denial of a benefits claim with the Department of Veteran’s Affairs, or in regard to awards or decorations with the Board for Correction of Naval Records.11 For OPNAV, Fleet Forces Command, Pacific Fleet, or numbered fleets, lost CORs diminish the raw data needed for quality analysis, leaving analysts to generate products which may fail to accurately account for critical variables. What is lost is critical contextual information, retention of which is invaluable. “Solid historical record-keeping and analysis would help enlarge decision makers’ perspectives on current issues,” writes historian and retired Navy Captain David Rosenberg.12 Without rigorous records, historians such as Rosenberg cannot write books and articles to help leaders like Secretary Mattis and warfighters sufficiently learn about previous military endeavors. Consequently, past mistakes will inevitably be repeated with potentially adverse outcomes.

Current COR generation is arguably more difficult than ever. The information revolution has led to the proliferation of raw data without the benefit of summation or prior analysis. PowerPoint slide decks, rather than correspondence or memoranda, are all that an author or veteran might possess on a given topic. Rather than gathering critical teletypewriter message traffic from an operation, the author of a COR might need to collect email correspondence from multiple personnel throughout a unit bearing an array of security classifications. Gathering information from digital discussion boards, section newsletters, and untold quantities of data could be a full-time job.

Furthermore, the follow-on process of creating a coherent narrative from the raw data is a laborious process for a professional historian, much less for a Sailor fulfilling an additional duty and unfamiliar with the task. During World War II, the usual authors of aviation command histories were squadron intelligence officers. They understood how the information collected could be used for everything from operations to force development to technical improvements. Coupled with a familiarity of preparing narrative analyses and summary papers, the resulting command histories proved cogent and comprehensive. By comparing old and contemporary CORs, it is obvious that commanders must assign the COR responsibility to qualified individuals with the appropriate education, experience, and skills.

Increasing the operational tempo of naval forces naturally increases the generation of data. However, with limited time and personnel to gather and generate the data, it must come as no surprise that records about the Navy’s involvement in Operations Enduring Freedom (OEF) and Iraqi Freedom (OIF) have been irretrievably lost, to incalculable impact. Valuable Navy operational records from OEF and OIF do exist, but the data belongs to the respective combatant commands and is currently inaccessible to Navy analysts and research specialists.

The Past is Prologue

No individual or organization is infallible—errors can be extremely costly, and for military organizations they lead to the loss of blood and treasure. The operational records generated in peace and wartime provide raw materials for historical analysis, which distill lessons learned and generate studies to educate uniformed personnel. Mistakes always happen, but historical analysis can prevent the repetition of old errors. Incomplete data yielding subpar analysis will affect the resultant knowledge products and undermine history’s influence on future decisions. For example, in 1906, Lieutenant Commander William S. Sims incorporated battle observations and gunnery data to challenge the conclusions of Captain Alfred T. Mahan regarding gunnery at the Battle of Tsushima and advocated convincingly for a future fleet design dominated by all-big-gun battleships, thereby ushering the Navy into the “Dreadnought era.”13 If the operational records of current efforts are being lost, are we not again jeopardizing future fleet designs?

Analysis of combat operations has proven instrumental in improving the warfighting abilities of the respective services. Combat provides the only hard evidence on the effectiveness of military doctrine and the integration of platforms and weapons. For example, the Battle of Tarawa (20-23 November 1943) tested the doctrine of amphibious assault against a fortified position. As historian Joseph Alexander details in his book Utmost Savagery, success in the amphibious invasion remained an “issue in doubt” for the Marines for the first thirty hours. The documentation and analysis of the battle prompted the Navy and Marine Corps to increase the amount of pre-invasion bombardment and to refine key aspects of their amphibious doctrine, among other changes. With evidence-turned-knowledge gleaned from Tarawa, the Navy and Marine Corps continued unabated in rolling back the Imperial Japanese Empire, assault by bloody assault.14

The Battle of Tarawa tested the doctrine of amphibious assault against a fortified position. The bloody fight and post-battle analysis enabled the Navy and Marine Corps to refine doctrine for successive amphibious operations in the Pacific War. (National Archives)

Similarly, the Vietnam War demonstrated how technology does not always triumph in an asymmetric clash of arms. In the skies over North Vietnam, American aircraft armed with sophisticated air-to-air missiles met cannon-firing MiG fighters. Neither the Air Force nor Navy enjoyed a high kill ratio, which at best favored them two-to-one until the cessation of Operation Rolling Thunder in November 1968. Disturbed by the combat results, CNO Admiral Tom Moorer tasked Captain Frank Ault to examine the Navy’s entire acquisition and employment process for air-to-air missile systems. After examining reams of available historical data, Ault’s May 1968 report recommended establishing a school to teach pilots the advanced fighter tactics of a seemingly bygone age of machine gun dogfights. This recommendation gave birth to the Navy Postgraduate Course in Fighter Weapons Tactics and Doctrine better known as TOPGUN. Using a curriculum developed by studying operational records, TOPGUN’s first graduates entered air combat over North Vietnam after the resumption of bombing in April 1972. When American air operations ceased in January 1973, the Navy enjoyed a kill ratio of six to one, due in large part to TOPGUN training in dogfighting and fighter tactics.15

Silhouettes of enemy MiGs downed in the Vietnam War by graduates of the Navy Postgraduate Course in Fighter Weapons Tactics and Doctrine—TOPGUN—serve as a reminder of the value of historical data towards offering solutions to operational problems. (U.S. Navy photo)

Carrier aviation’s successes in OEF and OIF came in part due to the lessons gleaned from Operation Desert Storm (ODS). With carrier doctrine designed for blue water sea control against the Soviet Navy, the force was not tailored for sustained combat projection onto land. In the waters of the Persian Gulf and Red Sea in 1990-1991, however, six carrier battle groups found themselves operating in a coalition environment. Despite the lofty hopes envisioned with the passage of the Goldwater-Nichols Act in 1986, naval aviation found itself unprepared for joint and coalition interoperability. From the lessons of ODS, the Navy modified its F-14s to carry the Air Force’s LANTIRN targeting system, began purchasing precision-guided munitions, and modified the carrier air wing composition to better support operations on land per joint recommendations. From Operation Allied Force in 1999 to the launch of OEF and OIF in 2001 and 2003, respectively, naval aviation flew substantial numbers of deep-strike missions, fully integrated into joint and combined air operations.16

An F-14D Tomcat from VF-213, 18 September 2005, equipped with an AAQ-14 LANTIRN pod on its starboard inboard pylon, a modernization grounded in lessons from Operation Desert Storm. (U.S. Navy photo)

The History You Save Will Be Your Own

In terms of historical records, today’s Navy is in the Digital Dark Age, a situation drastically accelerated within the past twenty years by the immense generation of digital-only records. It retains only limited data and the service is actively losing access to its recent history, knowledge purchased at considerable cost. Valuable Navy operational records from OEF and OIF do exist, but the data is unobtainable from the combatant commands. Although COR submissions in the first year of each conflict were higher than in peacetime, they thereafter fell below a fifty percent submission rate. In some cases, there are no records of warships assigned to carrier strike groups for multiple years. While some data was captured, such as electromagnetic spectrum or targeting track information, the records involving “who, what, where, when, why, and how” are lacking. NR NCDD 206, together with NHHC staff, conducts oral histories with Sailors to collect data that researchers can use to capture information not included with CORs. Oral histories, however, supplement but do not completely substitute for textual records.

What exactly is being lost? Why does this matter if weapon- and platform-related data is available? The intangibles of decision-making and the organizational culture are captured in data generated through emails, memoranda, and operational reports. For example, as the Navy evolves its doctrine and tactics, techniques, and procedures (TTP) to maximize the potential of the distributed lethality concept, issues of decentralized command and control must be addressed.17 The ability to draw upon historical data to inform TTPs, training systems, and cycles is paramount to prepare commanding officers and crews for potential challenges over the horizon and to close learning gaps. As retired Marine Lieutenant Colonel Frank Hoffman notes, the World War II submarine community drew extensively upon the after-action and lessons learned reports to improve TTPs and promulgate best practices to educate the entire force.18

Navy culture successfully adapted to close learning gaps in World War II, and it can adapt to escape the Digital Dark Age. In the 1920s and 1930s, budgetary and treaty restrictions limited fleet design but the Navy experimented, evaluated, and used its data to improve its platforms and TTPs. One notable example was the evolution of how ships processed information at sea, culminating in 1944 with the Combat Information Center, an integrated human-machine system which Captain Timothy Wolters documents in his book, Information at Sea, as an innovative example of decades of research and development informed by history.19

Action corner of the Combat Information Center (CIC) aboard light aircraft carrier Independence (CVL-22) in 1944. An innovation spurred by war and grounded in decades of improvements to communication at sea, the CIC provided an integrated human-machine system to process vast arrays of data in a real-time operational environment. (Naval History and Heritage Command)

Preserving critical historical data is the collective and legal responsibility of every Sailor and Department of Navy employee. Digitization poses challenges that cannot be met by only a small group of historians and archivists, a form of “distributed history.” If distributed lethality enables every ship to be a lion, digitization and computer-based tools enable every Sailor to take ownership of their unit’s accomplishments and play an active role in the generation of the COR. Command leadership must advocate for the COR rather than considering creation as merely an exercise in annual compliance. Responsibility and management of the annual COR must be a team effort. Include chief petty officers and junior enlisted and empower them to take an active role in collecting data and drafting the chronology and narrative. Not only must the COR be an objective, factual account but an inclusive report with contributions by officer and enlisted communities to ensure preservation of a thorough record of all actions, accomplishments, and key decisions.

Furthermore, data is generated continuously. A quality COR is rarely written following a frantic flurry of electronic messages requesting people forward files to the designated COR author. Assembling a dedicated COR team of officers and enlisted personnel to gather and organize records throughout the year will prove more beneficial. This team in turn can provide a valuable resource for an entire crew and commander, either to provide information for public relations, morale purposes, award nomination packets, or operational analysis.

Classified material poses an immediate concern when proposing this distributed history approach for COR generation. Such digital records, located on a variety of computer networks, rightfully pose challenges regarding operational security, either via aggregation or unauthorized access. Such concerns should not, however, jeopardize the overall effort. Generating classified CORs is encouraged and detailed in OPNAVINST 5750.12K; as thorough a narrative as possible is essential. Archivists at NHHC, trained to process and appropriately file classified material, can provide guidance to ensure the security and integrity of the data. When concerns over security result in a banal, unclassified COR, data about that unit’s activities is forever unavailable to the Navy for use in addressing future innovations, conflicts, or organizational changes, and the report’s utility to OPNAV, researchers, and veterans becomes essentially nil. With budgetary difficulties affecting the Navy, data—classified or not—serve as an intellectual, institutional investment for the future. In explaining to the Congress and the American people how and why the Navy is responsibly executing its budget for the national interest, availability and utilization of the data is paramount for the task.20

Conclusion

Transforming the Navy’s culture of collecting and preserving its historical data will be a long process. Digitization and the increasing volume of records will continue to pose challenges. These challenges, however, cannot be ignored any longer and require a unified front to ensure records are preserved and available for use. The Navy is not alone; its sister services experience similar problems in collecting data and using it to benefit current operations.21 In an era where reaction and decision times are rapidly diminished through advances in machine-to-machine and human-machine interactions, today’s data may help equip the warfighter with future kinetic or non-kinetic effects. As fleet design and tactics evolve to face new threats, the Navy can ill afford to ignore its past investments of blood and tax dollars. It must leverage its historical data to find solutions to current and future problems to ensure continued maritime superiority.

Dr. Frank A. Blazich, Jr. is a curator of modern military history at the Smithsonian Institution’s National Museum of American History. After receiving his doctorate in modern American history from The Ohio State University, he worked as a historian for Naval History and Heritage Command. Prior to joining the Smithsonian, he served as historian for Task Force Netted Navy.

Endnotes

1. Robert Benbow, Fred Ensminger, Peter Swartz, Scott Savitz, and Dan Stimpson, Renewal of Navy’s Riverine Capability: A Preliminary Examination of Past, Current and Future Capabilities (Alexandria, VA: CNA, March 2006), 104-21; Dave Nagle, “Riverine Force Marks One-Year Anniversary,” Navy Expeditionary Combat Command Public Affairs, 7 June 2007, http://www.navy.mil/submit/display.asp?story_id=29926; Matthew M. Burke, “Riverine Success in Iraq Shows Need for Naval Quick-Reaction Force,” Stars and Stripes, 29 October 2012, http://www.stripes.com/news/riverine-success-in-iraq-shows-need-for-naval-quick-reaction-force-1.195109.

2. Geoffrey Ingersoll, “’Too Busy to Read’ Is a Must-Read,” Business Insider, 9 May 2013, http://www.businessinsider.com/viral-james-mattis-email-reading-marines-2013-5.

3. Admiral John M. Richardson, A Design for Maintaining Maritime Superiority (Washington, DC: Department of the Navy, Office of the Chief of Naval Operations, January 2016), 1, 7.

4. Chief of Naval Operations, “Navy Professional Reading Program” http://www.navy.mil/ah_online/CNO-ReadingProgram/index.html (accessed 18 April 2017).

5. David Talbot, “The Fading Memory of the State: The National Archives Struggle to Save Endangered Electronic Records,” MIT Technology Review, 1 July 2005, https://www.technologyreview.com/s/404359/the-fading-memory-of-the-state/.

6. “Who We Are,” Naval History and Heritage Command, https://www.history.navy.mil/about-us/organization/who-we-are.html.

7. Office of the Chief of Naval Operations, OPNAV Instruction 1001.26C, “Management of Navy Reserve Component Support to the Office of the Chief of Naval Operations,” 7 February 2011, https://doni.daps.dla.mil/Directives/01000%20Military%20Personnel%20Support/01-01%20General%20Military%20Personnel%20Records/1001.26C.pdf.

8. Office of the Chief of Naval Operations, OPNAV Instruction 5750.12, “Command Histories,” 8 November 1966, Post-1946 Command File, Operational Archives, Naval History and Heritage Command, Washington Navy Yard, DC.

9. Office of the Chief of Naval Operations, OPNAV Instruction 5750.12K, “Annual Command Operations Report,” 21 May 2012, https://www.history.navy.mil/content/dam/nhhc/about-us/instructions-and-forms/command-operation-report/pdf/OPNAVINST%205750.12K%20-%20Signed%2021%20May%202012.pdf.

10. Based on a review of OPNAVINST 5750.12 through OPNAVINST 5750.12K, in the holdings of Naval History and Heritage Command, Washington Navy Yard, DC.

11. Eric Lockwood, “Make History: Submit your Command Operations Report,” Naval History and Heritage Command, 10 February 2016, http://www.navy.mil/submit/display.asp?story_id=93031.

12. David Alan Rosenberg, “Process: The Realities of Formulating Modern Naval Strategy,” in Mahan is Not Enough: The Proceedings of a Conference on the Works of Sir Julian Corbett and Admiral Sir Herbert Richmond, eds. James Goldrick and John B. Hattendorf (Newport, RI: Naval War College Press, 1993), 174.

13. William Sims, “The Inherent Tactical Qualities of All-Big-Gun, One-Caliber Battleships of High Speed, Large Displacement, and Gun-Power” U.S. Naval Institute Proceedings 32, no. 4 (December 1906): 1337-66.

14. Joseph H. Alexander, Utmost Savagery: The Three Days of Tarawa (Annapolis, MD: Naval Institute Press, 1995), xvi-xvii, 232-37.

15. Marshall L. Michell III, Clashes: Air Combat over North Vietnam, 1965-1972 (Annapolis, MD: Naval Institute Press, 1997), 185-88, 277-78; John Darrell Sherwood, Afterburner: Naval Aviators and the Vietnam War (New York: New York University Press, 2004), 219-21, 248.

16. Benjamin S. Lambeth, American Carrier Air Power at the Dawn of a New Century (Santa Monica, CA: RAND Corporation, 2005), 1-8, 100-01; Edward J. Marolda and Robert J. Schneller, Jr., Shield and Sword: The United States Navy and the Persian Gulf War (Washington, DC: Naval Historical Center, 1998), 369-75, 384-85.

17. Kit de Angelis and Jason Garfield, “Give Commanders the Authority,” U.S. Naval Institute Proceedings 142, no. 10 (October 2016): 18-21.

18. Frank G. Hoffman, “How We Bridge a Wartime ‘Learning Gap,’” U.S. Naval Institute Proceedings 142, no. 5 (May 2016): 22-29.

19. Timothy S. Wolters, Information at Sea: Shipboard Command and Control in the U.S. Navy, from Mobile Bay to Okinawa (Baltimore: John Hopkins University Press, 2013), 4-5, 204-21.

20. Prior to World War I, the Navy recognized the need to secure public support for its expansion plans. See George W. Baer, One Hundred Years of Sea Power: The U.S. Navy, 1890-1990 (Stanford, CA: Stanford University Press, 1993), 35-48, 54-63.

21. Francis J. H. Park, “A Time for Digital Trumpets: Emerging Changes in Military Historical Tradecraft,” Army History 20-16-2, no. 99 (Spring 2016): 29-36.

Featured Image: Sunrise aboard Battleship Missouri Memorial at Ford Island onboard Joint Base Pearl Harbor-Hickam. (U.S. Navy photo by Mass Communication Specialist 2nd Class Katarzyna Kobiljak)

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)