How the Us Must Respond to China And
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Not for Publication Until Released by the House Subcommittee on Defense Committee on Appropriations
NOT FOR PUBLICATION UNTIL RELEASED BY THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS STATEMENT OF VICE ADMIRAL LUKE M. McCOLLUM, U.S. NAVY CHIEF OF NAVY RESERVE BEFORE THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS FISCAL YEAR 2021 NATIONAL GUARD AND RESERVE March 3, 2020 NOT FOR PUBLICATION UNTIL RELEASED BY THE HOUSE SUBCOMMITTEE ON DEFENSE COMMITTEE ON APPROPRIATIONS Contents INTRODUCTION ............................................................................................................................................. 4 NAVY RESERVE FORCE ................................................................................................................................... 5 Commander, Navy Reserve Forces Command (CNRFC) ........................................................................... 5 Commander, Naval Air Forces Reserve (CNAFR) ...................................................................................... 5 Commander, Naval Information Force Reserve (CNIFR) .......................................................................... 6 Navy Expeditionary Combat Command (NECC) ........................................................................................ 7 PERSONNEL ................................................................................................................................................... 7 Civilian Skills .............................................................................................................................................. 7 -
The Chief Management Officer of the Department of Defense: an Assessment
DEFENSE BUSINESS BOARD Submitted to the Secretary of Defense The Chief Management Officer of the Department of Defense: An Assessment DBB FY 20-01 An assessment of the effectiveness, responsibilities, and authorities of the Chief Management Officer of the Department of Defense as required by §904 of the FY20 NDAA June 1, 2020 DBB FY20-01 CMO Assessment 1 Executive Summary Tasking and Task Force: The Fiscal Year (FY) 2020 National Defense Authorization Act (NDAA) (Public Law (Pub. L. 116-92) required the Secretary of Defense (SD) to conduct an independent assessment of the Chief Management Officer (CMO) with six specific areas to be evaluated. The Defense Business Board (DBB) was selected on February 3, 2020 to conduct the independent assessment, with Arnold Punaro and Atul Vashistha assigned to co-chair the effort. Two additional DBB board members comprised the task force: David Walker and David Van Slyke. These individuals more than meet the independence and competencies required by the NDAA. Approach: The DBB task force focused on the CMO office and the Department of Defense (DoD) business transformation activities since 2008 when the office was first established by the Congress as the Deputy Chief Management Officer (DCMO), and in 2018 when the Congress increased its statutory authority and elevated it to Executive Level (EX) II and the third ranking official in DoD. The taskforce reviewed all previous studies of DoD management and organizations going back twenty years and completed over ninety interviews, including current and former DoD, public and private sector leaders. The assessments of CMO effectiveness since 2008 are focused on the performance of the CMO as an organizational entity, and is not an appraisal of any administration or appointee. -
Clash of Steel a Closer Look at WWII Grand Strategy Simulation
Clash of Steel A Closer Look at WWII Grand Strategy Simulation Table of Contents Introduction Third Reich vs COS Ground Units Where's the Front? Getting Cutoff Strength, Morale, Efficiency, & Supply Air Units Naval Units Action Points Troop Quality (Efficiency) Ground Combat Weather Supply Railroads Mechanized Infantry Conquering Countries and Victory Points Economies Strategic Bombing Research Politics Grand Strategy Equations Combat Tables Versions Rule Book COS II Why Did I Write This? Introduction The designer of a wargame is confronted with two conflicting goals. One goal is to design a game that is fun to play. The other is to design a game which is reasonably accurate. A little too much of the former and one builds a “beer and pretzels” game; fast and fun at the expensive of realism. A design based on the later often finds its way into the “monster” game hall of fame; big and slow with lots of stats. It is indeed rare when a design emerges which nicely balances the two extremes. The end result is a game which is relatively fast and fun while also embodying solid realistic modeling. SSI's Clash of Steel (COS) is one such game. The purpose of this paper is to highlight some well-designed features of COS. On the surface, COS is a very simple and straight-forward game. However, under the surface one will find a magnificently designed and well thought-out model of WWII grand strategy. It is easy to confuse simplicity with a lack of realism. On the other hand, it is also easy to confuse complexity with accuracy. -
War at Sea: Nineteenth-Century Laws for Twenty-First
International Review of the Red Cross (2016), 98 (2), 419–447. War and security at sea doi:10.1017/S1816383117000418 War at sea: Nineteenth-century laws for twenty-first- century wars? Steven Haines* Steven Haines is Professor of Public International Law at the University of Greenwich and a retired British naval commander. He chaired the Editorial Board of the UK’s official Manual of the Law of Armed Conflict (2004) and co-authored its chapter on “Maritime Warfare”. He had previously written the Royal Navy’s maritime strategic doctrine (British Maritime Doctrine, 1999). Abstract While most law on the conduct of hostilities has been heavily scrutinized in recent years, the law dealing with armed conflict at sea has been largely ignored. This is not surprising. There have been few naval conflicts since 1945, and those that have occurred have been limited in scale; none has involved combat between major maritime powers. Nevertheless, navies have tripled in number since then, and today there are growing tensions between significant naval powers. There is a risk of conflict at sea. Conditions have changed since 1945, but the law has not developed in that time. Elements of it, especially that regulating economic warfare at sea, seem outdated and it is not clear that the law is well placed to regulate so- called “hybrid” warfare at sea. It seems timely to review the law, to confirm that which is appropriate and to develop that which is not. Perhaps a new edition of the San Remo Manual would be timely. Keywords: naval warfare, conduct of hostilities at sea, sea control, economic warfare, power projection, maritime hybrid warfare, San Remo Manual. -
Implications of the Tri-Service Maritime Strategy for America's
IMPLICATIONS OF THE TRI-SERVICE MARITIME STRATEGY FOR AMERICA’S NAVAL SERVICES MICHAEL SINCLAIR, RODRICK H. MCHATY, AND BLAKE HERZINGER MARCH 2021 EXECUTIVE SUMMARY On December 17, 2020 the U.S. Navy, Marine Corps, and Coast Guard (naval services) issued a new Tri-Service Maritime Strategy (TSMS).1 Entitled “Advantage at Sea,”2 the TSMS represents a significant update to modern U.S. maritime defense and security thinking, in large part, in recognition of the growing effect strategic competition, specifically with respect to China, will play in the coming years. The TSMS identifies three phases — day-to-day competition, conflict, and crisis — and calls for greater integration amongst the naval services to prevail across every phase.3 With respect to the Coast Guard, it includes specific recognition of the service’s unique authorities and capabilities as an important aspect of the defense enterprise, critical in the day-to-day competition phase to avoid further escalation into conflict and crisis. But important enterprise, departmental, and congressional considerations remain for the Coast Guard, especially regarding ensuring the close integration the TSMS calls for. For the Marine Corps, the intent is to demonstrate credible deterrence in the western Pacific by distributing lethal, survivable, and sustainable expeditionary sea-denial anti-ship units in the littorals in support of fleet and joint operations. And finally, the Navy finds itself as the ship-to- shore connector for the TSMS, with responsibility for knitting together the three naval services in new operating concepts and frameworks for cooperation while simultaneously confronting critical external threats and looming internal challenges. -
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress September 16, 2021 Congressional Research Service https://crsreports.congress.gov RL32665 Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress Summary The current and planned size and composition of the Navy, the annual rate of Navy ship procurement, the prospective affordability of the Navy’s shipbuilding plans, and the capacity of the U.S. shipbuilding industry to execute the Navy’s shipbuilding plans have been oversight matters for the congressional defense committees for many years. In December 2016, the Navy released a force-structure goal that calls for achieving and maintaining a fleet of 355 ships of certain types and numbers. The 355-ship goal was made U.S. policy by Section 1025 of the FY2018 National Defense Authorization Act (H.R. 2810/P.L. 115- 91 of December 12, 2017). The Navy and the Department of Defense (DOD) have been working since 2019 to develop a successor for the 355-ship force-level goal. The new goal is expected to introduce a new, more distributed fleet architecture featuring a smaller proportion of larger ships, a larger proportion of smaller ships, and a new third tier of large unmanned vehicles (UVs). On June 17, 2021, the Navy released a long-range Navy shipbuilding document that presents the Biden Administration’s emerging successor to the 355-ship force-level goal. The document calls for a Navy with a more distributed fleet architecture, including 321 to 372 manned ships and 77 to 140 large UVs. A September 2021 Congressional Budget Office (CBO) report estimates that the fleet envisioned in the document would cost an average of between $25.3 billion and $32.7 billion per year in constant FY2021 dollars to procure. -
American Naval Policy, Strategy, Plans and Operations in the Second Decade of the Twenty- First Century Peter M
American Naval Policy, Strategy, Plans and Operations in the Second Decade of the Twenty- first Century Peter M. Swartz January 2017 Select a caveat DISTRIBUTION STATEMENT A. Approved for public release: distribution unlimited. CNA’s Occasional Paper series is published by CNA, but the opinions expressed are those of the author(s) and do not necessarily reflect the views of CNA or the Department of the Navy. Distribution DISTRIBUTION STATEMENT A. Approved for public release: distribution unlimited. PUBLIC RELEASE. 1/31/2017 Other requests for this document shall be referred to CNA Document Center at [email protected]. Photography Credit: A SM-6 Dual I fired from USS John Paul Jones (DDG 53) during a Dec. 14, 2016 MDA BMD test. MDA Photo. Approved by: January 2017 Eric V. Thompson, Director Center for Strategic Studies This work was performed under Federal Government Contract No. N00014-16-D-5003. Copyright © 2017 CNA Abstract This paper provides a brief overview of U.S. Navy policy, strategy, plans and operations. It discusses some basic fundamentals and the Navy’s three major operational activities: peacetime engagement, crisis response, and wartime combat. It concludes with a general discussion of U.S. naval forces. It was originally written as a contribution to an international conference on maritime strategy and security, and originally published as a chapter in a Routledge handbook in 2015. The author is a longtime contributor to, advisor on, and observer of US Navy strategy and policy, and the paper represents his personal but well-informed views. The paper was written while the Navy (and Marine Corps and Coast Guard) were revising their tri- service strategy document A Cooperative Strategy for 21st Century Seapower, finally signed and published in March 2015, and includes suggestions made by the author to the drafters during that time. -
Philip Wilcocks CB DSC DL ‒ Onboarding Officers Super
Philip Wilcocks CB DSC DL – OnBoarding Officers Super NED Joining the Royal Navy in 1971, Philip Wilcocks graduated from the University of Wales in 1976 and assumed his first command of the minesweeper HMS STUBBINGTON in 1978. Qualifying as a Principal Warfare Officer in 1981, he served in the frigate HMS AMBUSCADE as Operations Officer, which included the Falklands conflict in 1982. Following his promotion to Commander, he assumed command of the destroyer HMS GLOUCESTER in 1990. The ‘Fighting G’ fought in Operations Desert Shield and Desert Storm when his ship destroyed 7 enemy warships and a Silkworm missile targeted against the battleship USS MISSOURI. He was subsequently awarded the Distinguished Service Cross for gallantry and sustained leadership under fire. In 1998, he assumed command of HMS LIVERPOOL as Captain 3rd Destroyer Squadron. While Director of Naval Operations, in 2000 he was the Crisis Director for UK Operations in support of the UN in Sierra Leone. In 2001, he formed and then commanded the Royal Navy’s largest training organisation the Maritime Warfare School responsible for a budget of £120M and a capital build programme of £30M. On promotion to Rear Admiral in 2004, he became Deputy Commander of Joint Operations at the UK’s Permanent Joint HQ; as well as operations in Iraq and Afghanistan, he was the Crisis Director for the UK response to the 2005 Tsunami disaster. In this appointment he had oversight of an annual budget of £540M and a £1.5Bn PFI contract. Following a short tour as Flag Officer Scotland, Northern England and Northern Ireland and Flag Officer Reserves, he became Chief of Staff to Commander-in-Chief, Fleet assuming responsibility for generating current and future UK maritime capabilities. -
CMPI 610 Negotiations Conclude, Implementation Already Underway
Volume 1 • ISSUE 2 october - december 2012 CMPI 610 Negotiations Conclude, Implementation Already Underway This article is part of a series describing the Civilian Marine Personnel Instruction (CMPI) 610 negotiations covering the hours of work and premium pay Instruction for CIVMARS working aboard Military Sealift Command (MSC) vessels. As noted previously, this Instruction does not impact CIVMAR base wages. The instruction covers only what CIVMARS earn when working during over- time, premium and penalty time aboard MSC vessels. The SIU and MSC recently completed negotiations over CMPI 610. The completion of negotiations marks the culmination of a roughly two-year process in which the two parties engaged in a series of negotiating ses- sions using the interest-based bargaining (IBB) method. Also participating in these negotiations were licensed and unlicensed CIVMARS who served as subject mat- ter experts. CIVMARS attended negotiations in person and also participated in the talks via conference call and written surveys. CIVMAR comments and suggestions throughout the negotiation process were extremely help- ful, bringing the most up-to-date shipboard experience to the attention of the negotiators. CIVMAR comments helped to frame the new work rules. Additionally, in Union representatives met with Seafarers aboard dozens of vessels to help introduce the updated CMPI Instruc- most of the bargaining sessions, the parties were assisted tion. Above, mariners on the USNS Robert E. Peary are pictured with SIU Government Services Division Repre- by several FMCS Mediators. This was especially helpful sentative Kate Hunt (front, holding booklet.) Below, the Peary (foreground) conducts an underway replenishment when the negotiations entered the most difficult phases. -
Additional Historic Information the Doolittle Raid (Hornet CV-8) Compiled and Written by Museum Historian Bob Fish
USS Hornet Sea, Air & Space Museum Additional Historic Information The Doolittle Raid (Hornet CV-8) Compiled and Written by Museum Historian Bob Fish AMERICA STRIKES BACK The Doolittle Raid of April 18, 1942 was the first U.S. air raid to strike the Japanese home islands during WWII. The mission is notable in that it was the only operation in which U.S. Army Air Forces bombers were launched from an aircraft carrier into combat. The raid demonstrated how vulnerable the Japanese home islands were to air attack just four months after their surprise attack on Pearl Harbor. While the damage inflicted was slight, the raid significantly boosted American morale while setting in motion a chain of Japanese military events that were disastrous for their long-term war effort. Planning & Preparation Immediately after the Pearl Harbor attack, President Roosevelt tasked senior U.S. military commanders with finding a suitable response to assuage the public outrage. Unfortunately, it turned out to be a difficult assignment. The Army Air Forces had no bases in Asia close enough to allow their bombers to attack Japan. At the same time, the Navy had no airplanes with the range and munitions capacity to do meaningful damage without risking the few ships left in the Pacific Fleet. In early January of 1942, Captain Francis Low1, a submariner on CNO Admiral Ernest King’s staff, visited Norfolk, VA to review the Navy’s newest aircraft carrier, USS Hornet CV-8. During this visit, he realized that Army medium-range bombers might be successfully launched from an aircraft carrier. -
The Jones Act to U.S
THE CONTRIBUTION OF THE JONES ACT TO U.S. SECURITY Dr. Daniel Goure Executive Summary The United States has always had a special rela- and flagged or operated under the laws of the tionship to water. It is a nation founded from the United States. sea. Its interior was explored and linked to the sea via mighty rivers and waterways that pen- The greatest danger to the role and function of etrate deep into the continent’s interior. Seaborne the United States as a seafaring nation is the commerce drove the American economy for two decline of its maritime industry and merchant centuries; even today that economy is dependent marine. Commercial shipyards have made sig- on the sea to carry virtually all the $3.5 trillion nificant investments to modernize, and turn out in international trade generated annually. Mil- high-quality vessels with advanced engineering. lions of Americans have made their livings from Today, hundreds of seagoing vessels from larger the seas and national waterways. The security of container ships to tankers and barges and world- the seas, part of the global commons, has been a class deep-ocean drilling platforms are built ev- central theme of this country’s military strategy ery year. The projects keep American shipyards since the days of the Barbary pirates. in operation, employing approximately 100,000 skilled workers. Moreover, tens of thousands of From Athens and Rome to Great Britain and merchant mariners are at work every day as a the United States, the great seafaring nations consequence of the Jones Act. As a result, the na- have built strong maritime industries, merchant tion retains the means to build and repair Navy marines and navies. -
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THE PHILADELPHIA PAPERS A Publication of the Foreign Policy Research Institute GREAT WAR AT SEA: REMEMBERING THE BATTLE OF JUTLAND by John H. Maurer May 2016 13 FOREIGN POLICY RESEARCH INSTITUTE THE PHILADELPHIA PAPERS, NO. 13 GREAT WAR AT SEA: REMEMBERING THE BATTLE OF JUTLAND BY JOHN H. MAURER MAY 2016 www.fpri.org 1 THE PHILADELPHIA PAPERS ABOUT THE FOREIGN POLICY RESEARCH INSTITUTE Founded in 1955 by Ambassador Robert Strausz-Hupé, FPRI is a non-partisan, non-profit organization devoted to bringing the insights of scholarship to bear on the development of policies that advance U.S. national interests. In the tradition of Strausz-Hupé, FPRI embraces history and geography to illuminate foreign policy challenges facing the United States. In 1990, FPRI established the Wachman Center, and subsequently the Butcher History Institute, to foster civic and international literacy in the community and in the classroom. ABOUT THE AUTHOR John H. Maurer is a Senior Fellow of the Foreign Policy Research Institute. He also serves as the Alfred Thayer Mahan Professor of Sea Power and Grand Strategy at the Naval War College in Newport, Rhode Island. The views expressed in this article are those of the author alone, and do not represent the settled policy of the Naval War College, the Department of the Navy, the Department of Defense, or the U.S. Government. Foreign Policy Research Institute 1528 Walnut Street, Suite 610 • Philadelphia, PA 19102-3684 Tel. 215-732-3774 • Fax 215-732-4401 FOREIGN POLICY RESEARCH INSTITUTE 2 Executive Summary This essay draws on Maurer’s talk at our history institute for teachers on America’s Entry into World War I, hosted and cosponsored by the First Division Museum at Cantigny in Wheaton, IL, April 9-10, 2016.