U.S. Fleet Forces Command Blog

Bold Alligator 2012 – It’s Game Time!

2012-01-25T10:11:00.000-05:00

Team,
With just a few days left before the start of the biggest East Coast amphibious exercise in our recent history, I’d like to give you a few final thoughts.

Over the last year I’ve spent a great deal of time working with my Marine counterpart LtGen Denny Hejlik, Commander, Marine Forces Command, to build a strong relationship based on trust – a relationship we both believe embodies the true spirit of our Navy – Marine Corps team. And for any complex military operation, particularly an amphibious operation, trust is the glue that holds it all together.

Amphibious operations are not just about the Navy supporting Marines -- or vice versa -- but both Naval services forming a single team that can also, when required, integrate with the joint and combined force. Although we’ve been engaged in extended ground conflicts for the last decade, we have not been relieved of our requirement to conduct expeditionary operations from the sea; this essential mission, one of our core capabilities, will not go away anytime soon. As President Obama stated in his 5 January 2012 Defense Strategic Review, “our military will be leaner, but the world must know the United States is going to maintain our military superiority with armed forces that are agile, flexible and ready for the full range of contingencies and threats.”

Executing these operations successfully, as we’ve done so many times in our history, will always, repeat always, rely first and foremost on our ability to operate and fight as a Navy-Marine team. We’ve fought alongside each other for over 236 years – from the first Navy-Marine landing at Nassau in 1776, to the many amphibious assaults during WWII to the game-changing landing at Inchon in 1950 – this operation is certainly not new for us; in fact, it’s at the very core of who we are as Sailors and Marines (One Team, One Fight!).

Now, as we execute this exercise over the coming weeks it’s very important that we make full use of this tremendous opportunity to learn and improve. Exercises are not simply a means to an end. We need to push the envelope in every way possible to identify our gaps and weaknesses and then feed the lessons we learn back into our doctrine and TTPs (establish a continuous cycle of improvement). This exercise is not about proving we are the best in the world at what we do (although that’s certainly true!), it’s about learning how we can be better.

We’ve had a lot of good discussions about BA12 on this blog (here, here, here, here) and it’s now time to bring it all together. I’m very proud of the hard work and dedication from the entire BA12 team to get us to this point and look forward to a very successful exercise. Plan, rehearse, execute, and LEARN!
All the best, JCHjr

Surface Navy Association (SNA) Symposium (2012)

2012-01-18T10:04:00.003-05:00

Team,
Last week, I had the privilege of speaking at the Surface Navy Association (SNA) National Symposium. This presentation was particularly important for me because I covered many topics (and issues) that I believe are central to our Navy now and in the future. Although the symposium is held for the Surface force, my remarks, and the lessons I discuss, are broad enough that I believe they apply to everyone – regardless of your community.
I encourage you to watch the video of my presentation or read the remarks and let me know what you think; your feedback is always welcomed and appreciated.

I also recommend you read my remarks from the 2010 symposium and watch the video of my remarks from last year‘s (2011) symposium as both messages are still very relevant today. All the best, JCHjr

Corrosion Control Assist Team (CCAT)

2012-01-09T08:24:00.000-05:00

Team,
On Tuesday, I visited USS WINSTON S. CHURCHILL (DDG 81) to observe the Corrosion Control Assist Team (CCAT) in action. The CCAT is a joint NAVSEA and Fleet initiative created to educate and assist Fleet Sailors in ship preservation and corrosion control. The team conducts training and brings expertise, tools and new technology to our ships during an intensive corrosion control and prevention visit.

My visit was led by BMC Anthony Pici and from the very beginning it was evident to me that his team has complete ownership (read: control) of the problem. BMC Pici has engaged the entire ship and created a “Damage Control-like” environment in which every member of the crew is responsible for some aspect of corrosion control and prevention, just like every member of the crew is expected to have fundamental DC skills. His Corrosion Control Tiger Team shares the knowledge, tactics and techniques they learned from the CCAT to ensure every Sailor on the ship is capable of contributing to the fight against corrosion. I was very encouraged by the work being done by BMC Pici and his team and look forward to a future update.

The retired BMCM who led the CCAT gave me a terrific walk-around pointing out the many things done in construction, material selection, etc that add significantly to every ship’s corrosion problems. There are many things we can do differently to help ourselves and our Sailors – we’re going to get after them.

In addition to my discussions with the crew of CHURCHILL, I received feedback from the crew of USS LABOON – another one of our ships whose crew benefited from the CCAT training. LABOON’s crew provided the following best practices that have been particularly useful in their fight against corrosion:

Created a 10-person Corrosion Control Division (CCD) in support of an initial Corrosion Control Assistance Team (CCAT) visit. Based on the success achieved, CCD became a permanent organization onboard.
CCD conducts topside preservation and attends training on corrosion control procedures; during inclement weather their focus shifts to fan rooms, castleways, bilges and interior spaces. CCD is responsible for managing the paint locker and corrosion control tool issue.
Members of CCD are volunteers and are "IA'd" from their division; they report permanently to CCD and have no PMS, DCPO, admin or other responsibilities with their former divisions. CCD personnel conduct preservation inport and underway and are in a duty free status during the period of their assignment.
A junior officer (LTJG, SWO qualified) provides day-to-day supervision and addresses admin responsibilities.
Length of assignment lasts approximately 3 months, at which time CCD personnel turn over with a trained replacement. Outgoing CCD personnel return to their former division to share and inculcate corrosion control best practices within their division.

The photos of CHURCHILL (provided below) illustrate why our corrosion control efforts are so important. Corrosion is one of our greatest challenges to operational readiness and significantly impacts our ability to achieve the expected service life of our ships. The good news is we’ve learned a lot over the years about how to effectively fight and control it. The bad news is there is work for us all in this fight and that certainly includes me (one team, one fight!).

During my visit to CHURCHILL, I asked BMC Pici what I needed to know that I didn’t know and what he needed me to do; after some hesitation, BMC Pici looked me in the eye and said he needed paint floats and that there weren’t any available. I was really stunned by BMC Pici’s answer. As I quickly reflected on my days in command (in Long Beach and Norfolk), paint floats were never an issue. What the hell happened? Well, I don’t know yet what happened, but I do know that Chief Pici was ABSOLUTELY RIGHT – we’re down to two (that’s right, two) paint floats at NAVSTA NORFOLK. I’m on it – RADM Dave Thomas, CNSL, and I are going to fix this as soon as we can.

I will also ensure the necessary scaffolding and staging are installed at the beginning of all CMAVs and CNO avails to give our Sailors access to hard-to-reach areas. I’ll do my part to give you the resources you need, but it’s going to take a consistent and steady effort from all hands on deck to win this fight.

Thanks again to the crews of USS WINSTON S. CHURCHILL and USS LABOON for taking the time to share their best practices and show us how they get it done every day.
All the best, JCHjr

War of 1812 Bicentennial Commemoration Update

2011-12-22T14:20:00.000-05:00

Team,
With the War of 1812 Bicentennial quickly approaching, I want to give you a brief update on our Navy’s commemoration program and then share a document with you I recently received from a member of my staff.

The War of 1812 Commemoration program is on track and we’re making good progress. The Naval History & Heritage Command (NHHC) did an excellent job building the commemoration program and putting all the pieces in place over the past two years to get us where we are today. Fleet Forces now has the lead (with NHHC support) and we’ll be executing a very robust program of events.

Our Navy has partnered with many cities and communities across the nation as well as national and international non-profit organizations such as Operation Sail (OpSail), the Navy League, the Naval Historical Foundation, and the International Council of Air Shows (ICAS), to commemorate our nation’s “second war of independence.” There will be celebrations in many cities across our nation with “Signature Events” in New York, Baltimore, Norfolk, New Orleans, Boston, Chicago, and Cleveland. The Signature Events are the largest of the planned events and will include aviation displays, aerial demonstration by our Navy’s Blue Angels and Leap Frogs (our Navy’s parachute team), participation from U.S. Navy, U.S. Coast Guard and foreign Naval ships, as well as some of the world’s largest and most impressive Tall Ships.

For those of you in the Hampton Roads area, our Norfolk commemoration will take place next June and there will be plenty to see and do. Virginia Beach will host the event’s air show with our Blue Angels on 2-3 June, and Norfolk and the Port of Hampton Roads will host our Navy and foreign military ships as well as the OpSail flotilla of Tall Ships from 6-12 June 2012 in conjunction with Norfolk’s annual Harborfest celebration. Our Navy has been working very closely with the region to coordinate these events and I’m certain you will not be disappointed.
You can stay up to date with all the War of 1812 events by checking the commemoration website at www.ourflagwasstillthere.org.

Finally, attached is a transcript of correspondence between Secretary of the Navy Paul Hamilton and Commodore John Rodgers (the first of many Naval officers from the famed Rodgers dynasty) shortly before the Congress declared war on Great Britain. The dialogue, particularly from Rodgers, gives a good sense of what they were thinking (strategically and tactically) at the onset of the war. Rodgers, the battle-hardened veteran of the First Barbary War, was of course supremely confident in our small Navy’s ability to outthink and defeat the much larger British Navy. In fact, despite the overwhelming odds against our Navy, our Sailors and Officers remained confident and determined to win throughout the entire war (and I truly believe that made the difference!). As I read the document, I realized not much has changed over the years; our Sailors today are just as confident, skilled, and have the same fighting spirit as the many who have served before us. All the best, JCHjr

Naval Civil Engineering Masterpiece – An Example For Us

2011-12-12T18:33:00.000-05:00

In the Pearl Harbor pumping station with
Captain John Polowczyk (CO, Fleet Logistics
Center PH), LCDR Angela Watson (Fuel Director),
and Mr. Scott Hedrick (Deputy Director of Fuel and
Facility Management at NAVSUP FLC Pearl Harbor)

Team,

Last week, while in Hawaii for an annual meeting with my Pacific Fleet counterpart Admiral Pat Walsh, I had the opportunity to visit the Red Hill Underground Fuel Storage Facility. As its name implies, "Red Hill" is an underground fuel storage facility buried deep in Red Hill overlooking Pearl Harbor.

Iniside Tank #19

One of our Navy’s great engineering feats, the Red Hill project was started in August 1940 as an effort to replace the above ground (and vulnerable to enemy attack) fuel storage tanks that were being used to supply our forces in the Pacific. Although the standard practice at the time was to bury fuel containers in shallow trenches, the huge amount of fuel we were storing in Pearl Harbor (a lot!) made this approach impractical. Our engineers went to the drawing board to come up with another solution. True to their reputation to make the impossible, possible, Navy civil engineers devised an ingenious plan to excavate 20 massive vertical storage tanks deep in the volcanic rock of Red Hill. The tanks were carved out of the volcanic rock 200 feet apart in two straight rows of ten, surrounded with concrete walls three to eight feet thick (depending on the location) and lined with steel walls. Each tank alone is 250 feet tall, 100 feet in diameter (large enough to hold a 20 story building) and holds 12.6 million gallons of fuel (roughly 300,000 barrels). Together, the 20 massive cylindrical tanks have a storage capacity of over 252 million gallons of fuel (enough fuel to power the entire U.S. for one third of a day).

A good shot of the “Howling Owl”

railway in the upper tunnel

Between the two rows of tanks are two tunnels (upper/lower) connected by an elevator. The upper tunnel is near the top of the tanks (yet still 450 feet below ground!) and contains a small railway nicknamed the “Howling Owl.” The lower tunnel is below the tanks and contains three fuel lines – a 32-inch diesel line, and 18-inch and 16-inch jet fuel lines – that lead to the pumping station in Pearl Harbor a few miles away. Once the fuel (diesel, JP-5 and JP-8 jet fuel) reaches the pumping station it is then sent over to fuel piers for our ships and shipped by trucks to other bases around the island to fuel our forces in the Pacific.

Despite the bombing of Pearl Harbor in December 1941, the project continued uninterrupted and was ultimately finished nine months ahead of schedule in September 1943. Aside from a few modernizations (the terminal is now automated) the structure itself today has changed very little from when it was originally completed.

The area leading from the pump

station into the lower tunnel

68 years ago our predecessors (Navy and industry!) showed us what innovation and ingenuity really meant. When faced with the great challenge of an impending war, they had a job to do, and they did it. And they created a structure the likes of the world had never seen. And in 1995, the American Society of Civil Engineers (ASCE) designated the Red Hill facility a civil engineering landmark which officially made her a monument and forever puts her in the same class as our nation’s other great engineering feats (Washington Monument, Hoover Dam, etc).

The Red hill project is just one more example of things we built or developed in our history, from our first six frigates (the CONSTITUTION and her sister ships) that gained the great victories in the War of 1812 to the Aegis Combat Systems and its ability to engage ballistic missiles, when faced with extraordinary challenges in uncertain times.

Our predecessors did not believe they were helpless victims of a budget process or circumstances beyond their control; indeed, they determined that it was their choices that drove their actions, and not just their circumstances.

Today, we must follow their example – we must recognize our generation’s “Red Hill” challenges and act on them. We are just as capable as the Sailors of any era in our history – we have the intelligence, drive and dedication to meet the challenges of our time, to ensure it is our actions that determine our future, not our current circumstances.

Read the story of Red Hill and you’ll understand what we can do.

All the best, JCHjr

*Click here to watch a very good video of the story of Red Hill.

The Red Hill Underground Fuel Storage Facility

was designated a national historic

civil engineering landmark in 1995.

“Trial by Fire”

2011-12-06T15:32:00.003-05:00

Team,
Attached (here) is an essay written by VADM Jim Stockdale USN (ret) from his book “Thoughts of a Philosophical Fighter Pilot” in which he shares the five qualities he believes are essential in leaders during turbulent and difficult times. Now, I understand there are a lot of leadership books out there, but VADM Stockdale’s views are particularly compelling because they were shaped by the seven years of “death and hopelessness” he endured as a prisoner of war in Vietnam. His story is one of great struggle and determination to lead and guide his fellow prisoners (he was the senior officer) under the most challenging conditions imaginable and stand by his convictions (he would rather die than submit) during the most perilous of times (read his bio here).
I want to share this essay with you because I believe (as I’ve said here many times) that the times are indeed changing and VADM Stockdale’s message concerning the essentials of leadership is just as relevant and important today as when he wrote it for us in 1985.
All the best, JCHjr

Holiday Reading Ideas

2011-11-30T16:21:00.001-05:00

Team, I hope all of you get a chance to regroup and recharge over the coming holidays because it looks like we've got a pretty sporty year ahead of us on just about every front you can imagine.

But it's certainly nothing we can't handle; after all, we've been there before in our Navy's history and have always managed to come through because of the enduring strength of our people and our understanding of the fundamentals of our profession.

So, as you prepare for the challenges ahead, I thought I'd offer up some possibilities for your holiday reading - the time when you get to "sharpen the saw" - from some of the books I've read in the past year and found to be particularly worthwhile; these books were inspiring, thought-provoking and very well-written. Here they are:

Pacific Crucible - Ian Toll

Neptune's Inferno - James D. Hornfischer

On China - Henry Kissinger

Monsoon - Robert Kaplan

Agents of Innovation - Thomas Kuehn

Good Strategy/Bad Strategy - Richard Rumelt

I'll group the first two together: Pacific Crucible by Ian Toll (author of Six Frigates) and Neptune's Inferno by James Hornfischer (author of Last Stand of the Tin Can Sailors).

Pacific Crucible sets the stage for the early war in the Pacific - how the Japanese developed the strategy that led to the very successful early attacks on Pearl Harbor and the Philippines in early December, 1941 and how that strategy led inexorably to the Battle of Midway. The fascinating part of the story for me was how our Navy learned from and responded to these early disasters and was in a position to strike the devastating blows at Midway in early June 1942.

James Hornfischer then picks up the story of the early war in the Pacific with a riveting account of the Solomon Islands campaign, our nation's first offensive campaign in WWII that began with the invasion of Guadalcanal by the Marines (the First Marine Division) and ended after seven very costly naval battles in and around Ironbottom Sound - the Marines hung on ashore and kept Henderson Field open and the Navy hung on at sea. By the end of November, 1942 the outcome could be seen - Guadalcanal would be held and the critical sea lines of communication to Australia would be maintained.

Again, it was a story of learning under fire and against great odds - not only would our Navy have to go to back to school on the tactics, techniques and procedures that would defeat the Japanese, but our Navy would have to learn what it meant to fight in a total war at sea and everyone, from our Admirals to our COs to our Sailors on the deckplates, had a great deal to learn.

Here are the publisher's notes for these two excellent books:

Neptune's Inferno - With The Last Stand of the Tin Can Sailors and Ship of Ghosts, James D. Hornfischer created essential and enduring narratives about America's World War II Navy, works of unique immediacy distinguished by rich portraits of ordinary men in extremis and exclusive new information. Now he does the same for the deadliest, most pivotal naval campaign of the Pacific war: Guadalcanal.

Neptune's Inferno is at once the most epic and the most intimate account ever written of the contest for control of the seaways of the Solomon Islands, America's first concerted offensive against the Imperial Japanese juggernaut and the true turning point of the Pacific conflict. This grim, protracted campaign has long been heralded as a Marine victory. Now, with his powerful portrait of the Navy's sacrifice-three sailors died at sea for every man lost ashore-Hornfischer tells for the first time the full story of the men who fought in destroyers, cruisers, and battleships in the narrow, deadly waters of "Ironbottom Sound." Here, in brilliant cinematic detail, are the seven major naval actions that began in August of 1942, a time when the war seemed unwinnable and America fought on a shoestring, with the outcome always in doubt. But at Guadalcanal the U.S. proved it had the implacable will to match the Imperial war machine blow for violent blow.

Working from new interviews with survivors, unpublished eyewitness accounts, and newly available documents, Hornfischer paints a vivid picture of the officers and enlisted men who took on the Japanese in America's hour of need: Vice Admiral William "Bull" Halsey, who took command of the faltering South Pacific Area from his aloof, overwhelmed predecessor and became a national hero; the brilliant Rear Admiral Norman Scott, who died even as he showed his command how to fight and win; Rear Admiral Daniel Callaghan, the folksy and genteel "Uncle Dan," lost in the strobe-lit chaos of his burning flagship; Rear Admiral Willis Lee, who took vengeance two nights later in a legendary showdown with the Japanese battleship Kirishima; the five Sullivan brothers, all killed in the shocking destruction of the Juneau; and many others, all vividly brought to life.

The first major work on this essential subject in almost two decades, Neptune's Inferno does what all great battle narratives do: It cuts through the smoke and fog to tell the gripping human stories behind the momentous events and critical decisions that altered the course of history and shaped so many lives. This is a thrilling achievement from a master historian at the very top of his game

Pacific Crucible - The planning, the strategy, the sacrifices and heroics-on both sides-illuminating the greatest naval war in history.

On the first Sunday in December 1941, an armada of Japanese warplanes appeared suddenly over Pearl Harbor, Hawaii, and devastated the U.S. Pacific Fleet. Six months later, in a sea fight north of the tiny atoll of Midway, four Japanese aircraft carriers were sent into the abyss. Pacific Crucible tells the epic tale of these first searing months of the Pacific war, when the U.S. Navy shook off the worst defeat in American military history and seized the strategic initiative.

Ian W. Toll's dramatic narrative encompasses both the high command and the "sailor's-eye" view from the lower deck. Relying predominantly on eyewitness accounts and primary sources, Pacific Crucible also spotlights recent scholarship that has revised our understanding of the conflict, including the Japanese decision to provoke a war that few in the country's highest circles thought they could win. The result is a page-turning history that does justice to the breadth and depth of a tremendous subject. 24 pages of black-and-white illustrations and 12 maps

On China

One of the great national security challenges for our nation, today and for the foreseeable future, is the nature of our relationship with China. Our shipmates in the Pacific Fleet live with this challenge every day as China's economic power and global influence continues to grow steadily. Along with China's economic clout, her military, and particularly her navy, is also growing steadily in both capacity and capability. But to what end?

No more important question exists for us and getting to an answer to that question is something all of us ought to be thinking about.

To help you think about the future of our relationship with China, I strongly recommend On China, by Henry Kissinger, the former National Security Affairs advisor to President Nixon and the former Secretary of State for both Presidents Nixon and Ford. As the National Security Affairs advisor, Dr Kissinger engineered the famous opening to China that culminated in President Nixon's historic trip 1972 trip to Beijing.

His book covers a great deal of history and does much to illuminate how China sees itself, a vision that drives how China sees its place in the world. The rise and emergence of China is a fascinating story that Dr Kissinger tells very well.

Here are the publisher's notes for On China:

In this sweeping and insightful history, Henry Kissinger turns for the first time at book-length to a country he has known intimately for decades, and whose modern relations with the West he helped shape. Drawing on historical records as well as his conversations with Chinese leaders over the past forty years, Kissinger examines how China has approached diplomacy, strategy, and negotiation throughout its history, and reflects on the consequences for the global balance of power in the 21st century.

Since no other country can claim a more powerful link to its ancient past and classical principles, any attempt to understand China's future world role must begin with an appreciation of its long history. For centuries, China rarely encountered other societies of comparable size and sophistication; it was the "Middle Kingdom," treating the peoples on its periphery as vassal states. At the same time, Chinese statesmen-facing threats of invasion from without, and the contests of competing factions within-developed a canon of strategic thought that prized the virtues of subtlety, patience, and indirection over feats of martial prowess.

In On China, Kissinger examines key episodes in Chinese foreign policy from the classical era to the present day, with a particular emphasis on the decades since the rise of Mao Zedong. He illuminates the inner workings of Chinese diplomacy during such pivotal events as the initial encounters between China and modern European powers, the formation and breakdown of the Sino-Soviet alliance, the Korean War, Richard Nixon's historic trip to Beijing, and three crises in the Taiwan Straits. Drawing on his extensive personal experience with four generation of Chinese leaders, he brings to life towering figures such as Mao, Zhou Enlai, and Deng Xiaoping, revealing how their different visions have shaped China's modern destiny.

With his singular vantage on U.S.-China relations, Kissinger traces the evolution of this fraught but crucial relationship over the past 60 years, following its dramatic course from estrangement to strategic partnership to economic interdependence, and toward an uncertain future. With a final chapter on the emerging superpower's 21st-century world role, On China provides an intimate historical perspective on Chinese foreign affairs from one of the premier statesmen of the 20th century.

Monsoon

Robert Kaplan has given us another terrific book that opens up the history and explains the importance of the Indian Ocean and the nation states that ring its littoral regions to the future security and economic well-being of the United States. For those of us who have spent a great deal of time plying the waters of the "IO", the NAG, the Arabian Gulf and the Red Sea, this book provides a very fresh look at a region that perhaps many of us thought we already knew pretty well.

Starting with Balkan Ghosts and on through to Hog Pilots, Blue Water Grunts: The American Military in the Air, at Sea and on the Ground, Kaplan has given us a series of books that focused on the global zones of conflicts from 1999-2010 and how our nation and our military forces have responded to the wide variety of challenges that have come out way during that time. He is an acute observer of the world and of us; we can learn much from him.

Here are the publisher's notes for Monsoon:

On the world maps common in America, the Western Hemisphere lies front and center, while the Indian Ocean region all but disappears. This convention reveals the geopolitical focus of the now-departed twentieth century, but in the twenty-first century that focus will fundamentally change. In this pivotal examination of the countries known as "Monsoon Asia"-which include India, Pakistan, China, Indonesia, Burma, Oman, Sri Lanka, Bangladesh, and Tanzania-bestselling author Robert D. Kaplan shows how crucial this dynamic area has become to American power. It is here that the fight for democracy, energy independence, and religious freedom will be lost or won, and it is here that American foreign policy must concentrate if the United States is to remain relevant in an ever-changing world. From the Horn of Africa to the Indonesian archipelago and beyond, Kaplan exposes the effects of population growth, climate change, and extremist politics on this unstable region, demonstrating why Americans can no longer afford to ignore this important area of the world.

Agents of Innovation

One of the things that has long fascinated me about our Navy's history is how, after World War I and throughout the Great Depression (1929-1940), at a time when our budgets were low and cut repeatedly, our ships were routinely manned at 50-75% and the nation has approximately zero interest in anything to do with its military, the Navy, along with the Marine Corps, managed the most productive period of strategic thought as well as tactical and operational innovation in its history. Think about it - the forces and operational foundations for the greatest trans-oceanic campaign in history, the war against Japan 1941-1945, were developed and evolved from 1920-1940. The Fleet logistics train and the concept of forward deployed maintenance, coordinated aircraft carrier operations, underway replenishment, the fundamentals of amphibious warfare - 2 classes of battleships, 5 classes of heavy and light cruisers, 4 classes of destroyers, the fleet submarine and the fighters, torpedo bombers and patrol planes that fought at Coral Sea and Midway - all came during the Depression. How did they do it?!

Agents of Innovation tells the story of how it was done and who did it. While the story alone is well worth the read, the lessons from this book that we can learn and apply to the situation we're in today are of staggering importance to us. Mark Twain said that history may never exactly repeat itself, but it sure can rhyme - I think we are in a period where what we face in terms of declining budgets and growing strategic challenges rhymes pretty well with what our predecessors faced in the 20s and 30s. We have much to learn from them.

Here are the publisher's notes on Agents of Innovation:

The author examines the influence of the General Board of the U.S. Navy as an agent of innovation in the years between the world wars. A formal body established by the secretary of the Navy, the General Board served as the organizational nexus for the interaction between fleet design and the naval limitations imposed on the Navy by treaty. Particularly important, Kuehn argues, was the Board's role in implementing the Washington Naval Treaty, which limited naval armaments after 1922. Kuehn explains that the leadership of the Navy at large and the General Board in particular felt themselves especially constrained by Article XIX of the Washington Naval Treaty, which implemented a status quo on naval fortifications in the western Pacific.

Good Strategy/Bad Strategy

This book is really a guide to thinking critically about strategy and can be applied to everyone in uniform who is responsible for some level of mission accomplishment wherever they may be stationed.

A good strategy is a specific and coherent response to - and approach for overcoming - the obstacles to progress on a given task or mission set of any magnitude.

Early in 1941, American military leaders began secret discussions with their British counterparts to hammer out the fundamentals of the strategy to defeat the Axis powers when America entered the war alongside the British. Despite not knowing when or how America's entry would take place, both Roosevelt and Churchill knew it was both inevitable and required for the ultimate defeat of Nazi Germany. The essence of the ultimate strategy was simple, yet profound - Germany First. That concept drove everything the Allies did from 1941-1945 despite the deep national anger and desire for revenge in the US that resulted from the Japanese attack on Pearl Harbor. President Roosevelt kept his gaze steady and his focus clear - Germany First.

President Roosevelt understood the true nature of the situation - Japan could not defeat the US, but Germany and to defeat Germany, Roosevelt needed to keep the Russians in the fight on the side of the allies. Thus, Germany First properly focused the allies and harnessed and applied the full weight of military power where it would have the most important effect - the essence of sound strategy. This strategy drove choices and enabled critical priorities to be determined. Deciding what not to do was as important as figuring out what had to be done.

Rumelt brings it all together for you; it's a great book.

Here are the publisher's notes on Good Strategy/Bad Strategy:

This is the long-awaited magnum opus from 'strategy's strategist'. Even though everyone is talking about it, there is no concept in business today more muddled than 'strategy'. Richard Rumelt, described by "McKinsey Quarterly" as 'a giant in the field of strategy' and 'strategy's strategist', tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy - such as confusing it with ambitions, visions or financial goals - by very practically showing that a good strategy focuses on the challenges a business faces, and providing an insightful new approach for overcoming them. His sharp analysis and his brilliant, bold style make his book stand out from its competitors (something that Rumelt himself says is crucial). Rumelt has always challenged dominant thinking, ever since, in 1972, he was the first person to uncover a statistical link between corporate strategy and profitability - and this is his long-awaited tour de force.

Centennial of Naval Aviation

2011-11-23T11:40:00.001-05:00

Team,
This year marks the 100th anniversary of Naval aviation. There have been many events (air shows, Fleet weeks, ceremonies, and expositions) over the past year across our nation to celebrate this historic milestone and showcase the talent, capabilities and contributions of Naval aviation over the years.

The first aircraft was launched at sea from the deck of the cruiser USS BIRMINGHAM (in Hampton Roads!) on 14 November 1910. This achievement would be topped a few months later on 18 January 2011, when, in partnership with the Navy, the cycle was completed as the first landing occurred aboard the USS PENNSYLVANIA in San Francisco Bay. Four months later, on 8 May 1911, Captain Washington I. Chambers, unofficially designated the first officer in charge of Naval aviation, issued requisitions for two Curtiss biplanes, and officially gave birth to Naval aviation.

Now, as with the rest of our Navy, Naval aviation is very rich in history and heritage and full of remarkable stories of men and women who pushed the aviation envelope and gave us the amazing force we have today. Our early aviators literally wrote the book on Naval aviation and paved the way for the rest of the world to follow. But as compelling as our history is, I find it even more interesting that the foundation of Naval aviation – tactics, aircraft and aircraft carriers – was built during one of the worst economic periods in the history of our nation. In fact, during the period of 1920-1940 our defense spending averaged just 1.99% of Gross Domestic Product (GDP) and was among the lowest of the 20th century. In comparison, we spent an average of 4.6% of GDP on defense over the last two decades…a period which includes the post-Cold war downsizing and the post-9/11 build-up.

Despite the hardships and low funding (by modern standards), after WWI and during the Depression we experienced one of our greatest periods of innovation in Naval aviation’s history. We commissioned our first aircraft carrier, USS LANGLEY (CV-1) in 1920 (we would have three by the end of the decade), developed a robust pilot training program to learn about instrument flight and dive-bombing tactics, and fielded the BT-1 (in 1935) which served as the basis for the Douglas SBD Dauntless (the aircraft that would later take out all four of the Japanese carriers at the Battle of Midway in 1942). Although our funding was low, each year we pushed ourselves and thought of new ways to overcome technological and tactical barriers.

When the Japanese attacked Pearl Harbor in 1941, there was no time to prepare; we went to war with what we had and just five months later fought the first ever carrier-to-carrier battle against the Japanese at the Battle of Coral Sea. This battle was fought completely in the air at sea and was the first naval engagement in which ships of the opposing forces were not within sight of each other (and never fired a direct shot). The Battle of Coral Sea marked a new era in Naval warfare, one in which Naval air power would play the decisive role in delivering our combat capability. Although Coral Sea was a tactical victory for the Japanese, it set the stage for the rest of the war in the Pacific. Our carriers would face off again the following month at Midway (where we achieved a decisive victory) and later in the Eastern Solomons, Santa Cruz Islands, and finally at the Battle of the Philippine Sea.

We’ve certainly come a long way since the Fleet experiments in the early 20th century and the great battles of World War II. We’ve evolved our technology and developed and employed capabilities in ways our early aviators never thought possible. And although we have again entered a period of great fiscal uncertainty, I truly do believe our best days for Naval aviation are ahead of us. Indeed, we have done some of our best work in Naval aviation in our times of greatest challenge.

This past year has been a great one for Naval aviation and I look forward to the upcoming year when we celebrate the 70th anniversary of the Battles of Coral Sea and Midway – two historic battles that laid the foundation for not only how we deploy and fight today, but how we THINK, INNOVATE and DELIVER when the stakes couldn’t be higher.
All the best, JCHjr

USMC Birthday Ball Remarks

2011-11-16T15:36:00.003-05:00

Note: Team, my ERB post from Monday generated a lot of interest and comments due to the importance of the topic. Although I am keeping to my regular drumbeat of posts (beginning with this one), I will definitely keep the ERB thread open to continue our discussion; I’ll check your comments regularly and do my best to respond to your questions and concerns.
All the best, JCHjr

Team,
Last week I had the great privilege of being the guest of honor at the II MEF Marine Corps Birthday Ball in Camp Lejeune, North Carolina (my remarks are here). This event was indeed truly memorable for me and I was greatly honored to participate. I was able to spend a terrific evening with the Marines at the very heart of the Marine Corps, Camp Lejeune.

I took advantage of my time in Camp Lajeune to meet with the 2D Marine Logistic Group (MLG) to receive a brief from the Bold Alligator logistics team and do some prep work for the upcoming exercise. I was particularly interested in this brief because logistics will be squarely at the center of nearly everything we do during Bold Alligator 2012.

The public debate on large-scale amphibious operations today tends to be focused on the relevance of the opposed landing ashore, but BA12 will be much more about demonstrating our uniquely Naval, rpt Naval, ability to establish a sea base and conduct and sustain a wide range of expeditionary operations from the sea. While we have this expeditionary sea-basing capability today (as the Navy-Marine Corps Team amply demonstrated during the Haiti earthquake relief operation in 2010), this exercise will be broader in nature and serve as an opportunity to test our ability to plan and execute these extensive operations with the forces we have today.

With all the anxiety over the inevitable cuts to our budget, there is no shortage of so-called “experts” predicting with great certainty the future of armed conflict for the next 20 years. In my experience, these predictions are generally 100% wrong almost 100% of the time and it is for this reason that we must stay focused on the missions that we must be able to execute today with the forces that we have today. This is what BA12 is all about.

Thanks again to LtGen Jay Paxton and the II MEF Marines for allowing me to participate in their Birthday Ball – it was indeed an honor for me to spend the evening with them and celebrate the 236th birthday of the United States Marine Corps.
All the best, Happy Birthday Marines and Semper Fidelis, JCHjr

Enlisted Retention Board (ERB)

2011-11-14T12:36:00.000-05:00

Team,
Over the past few years our Navy has experienced unprecedented reenlistment and retention rates. As a result, we have had to take specific actions to reduce and rebalance the number and types of Sailors we currently have serving on active duty to stay within our congressionally authorized end-strength limits. One of the methods used for this process was conducting an Enlisted Retention Board (ERB). The ERB convened in September to conduct an exhaustive review of the performance of roughly 16,000 Sailors across 31 overmanned ratings, and, from this number, select approximately 3,000 to be separated from the Navy. The ERB has since concluded, and those Sailors who were reviewed as part of Phase 1 (E4-E5) will be notified of their status starting today. Phase II (E6-E8) notifications will be made later this month.

My primary concern right now is making sure we do everything in our power to stay true to our responsibilities to these Sailors and their families and make their transition to civilian life as smooth as possible. To that end, our Navy will be offering additional services beyond the transition assistance programs typically available to all departing Sailors. Some of these benefits include pre-separation transition coaching, resume writing, job interview preparation and job search assistance. Furthermore, over the coming weeks at Fleet Forces we will be conducting a 2-day ERB workshop that will cover many of the important topics such as career planning, medical and financial information, and the GI Bill. It’s absolutely critical that we make sure our Sailors are aware of (and attend!) these workshops and all the other events and services our Navy has put together to assist with their transition.

The Navy Personnel Command (NPC) has created a web page with a wealth of information along with a very comprehensive (and very well done) Transition Handbook. I highly recommend our departing Sailors take the time to read through this handbook to ensure they are aware of the various benefits available to them (involuntary separation pay, medical benefits, relocation assistance, etc.) leading up to and upon separation from the Navy. Our staff CO, CMC and career counselor will also make sure this information is covered in great detail for each of our Sailors during the workshop and throughout their period of transition.

On a final note, I want to say that it’s never easy to see our Shipmates leave. I take great pride in having served with so many talented men and women who all volunteered to serve their nation. Although we cannot change the results of the ERB, we can very much control how we support our Sailors who will be separating. I ask that all of you who know someone being affected by this ERB reach out and offer your assistance. We all have knowledge, experience or even some contacts in the civilian world that can help our Shipmates make this transition. I can assure you my entire leadership team at Fleet Forces, starting with me, will remain engaged and fully supportive of these Sailors and their family members who will be leaving our Navy.
I continue to be honored and privileged beyond measure to lead this great team, and I thank you all for your service.
All the best, JCHjr

Admiral Donald - Remarks to the 2011 Naval Submarine League Symposium

2011-11-07T16:13:00.002-05:00

Team,
Admiral Donald (Director, Naval Reactors) recently delivered a very good speech at the 2011 Naval Submarine League Symposium that I think you'll benefit from reading. In his remarks, ADM Donald examines the lessons learned from three tragic and unique events to remind us of the importance of keeping the fundamentals of our profession firmly in place in everything we do. Although his remarks are to the Submarine community, the six principles he identifies to help us safeguard our technology from catastrophic events are applicable to every community as well as many of the complex issues we are addressing throughout our Navy today.
Download a copy of his remarks and give it a good read. All the best, JCHjr

USS MONTEREY (CG 61)

2011-11-04T11:55:00.001-04:00

Team,
USS MONTEREY (CG 61) returned on Tuesday from an eight month deployment to the Mediterranean as the first ship to execute Phase 1 of the European Phased Adaptive Approach (EPAA) – our nation’s plan for providing ballistic missile defense over Europe. MONTEREY’s deployment kicked off what will now be a continual deployment of Aegis BMD-capable ships in that region. This BMD mission is yet another great example of our Navy providing our unique capabilities to meet a critical need for our nation.

Throughout her deployment, MONTEREY participated in several multi-national military exercises, humanitarian efforts (with Project Handclasp), and hosted hundreds of multi-national dignitaries to build and strengthen relationships with our allies in the region. While this mission is not new for us, this particular deployment was the first in support of the EPAA and sets the bar high for future deployments.

In light of what I believe to be a successful deployment, I want to focus for a moment on what it takes to execute these types of missions. The Aegis BMD capability we have today is built upon a foundation of wholeness and excellence. Wholeness is the resources (manning, training, equipping and maintenance) and time needed to prepare a unit to deploy with confidence in their ability to accomplish their assigned mission. Excellence is adhering to the standards of technical rigor and professional performance in every aspect of our duties. We must first build and maintain a firm foundation of wholeness and excellence before we can deploy to execute the mission. A firm foundation means that our spares lockers are full, our systems perform to specifications, our ships are properly manned and maintained, and our Sailors are trained, confident and understand what’s expected of them.

Although we’ve been in this Aegis BMD game for quite some time, it’s taken our strongest effort to protect and reinforce this foundation. The great majority of the topics we’ve discussed on this blog – Practices of Successful Commands, surface improvement initiatives, AN/SPY-1 Radar improvement, changing our culture – all get at the very heart of what we all need to do every day to rebuild (where needed), reinforce and maintain the foundation.

I am very proud of what MONTEREY’s crew accomplished during their time on this deployment. The first of any type of mission is never an easy one, but the crew of MONTEREY was ready for this one and they stepped up and delivered in a very big way. Well done.
All the best, JCHjr

Our Sailors

2011-10-26T10:19:00.001-04:00

Team,

During my time in command of Fleet Forces, I’ve spent a lot of time visiting our Fleet units and talking here about the unique capabilities I’ve observed our Sailors bringing to the fight every day.

During Operation Unified Response, we saw firsthand what it truly means to be a ready force – from our initial response and through weekly updates to my personal observations while I was on station discussing all the great things our Sailors were doing to assist the Haitian people.

We got a good look at the USS TEMPEST, RIVGRU 1 and NECC, the extremely capable crew of USNS SACAGAWEA and observed our Seabees building an Elevated Causeway System; a capability that is unmatched by any Navy in the world.

I’ve checked in from CENTCOM while spending Thanksgiving with our Sailors in 2009 and 2010 (more photos here), paid a visit to our Sailors at JTF GTMO, and had the great privilege of spending time with a truly inspirational group of men and women at Brooke Medical Center in San Antonio, Texas.

We learned about the importance of flexibility with the HSC-22 Sea Knights, the rapid deployment capabilities of the Airborne Mine Countermeasures squadron HM-14, and got an up close and personal look at the E-2D, E-6B (TACAMO), and F/A-18 in action.

I released (and shared with you) a series of “Practices of Successful Commands (I, II, III, IV)” messages to emphasize the importance of programs that I believe have the greatest influence on our Sailors, their families, and our Navy.

We saw the “Mighty Memphis” off on her final patrol, welcomed USS PONCE home from hers and paid a visit to the very talented Sailors of USS THEODORE ROOSEVELT to observe all the hard work carried out during her RCOH to get her ready for the next 25 years of her operational life.

We talked about the battles of Leyte Gulf, Savo Island, USS CONSTITUTION vs. HMS GUERRIERE, and followed the truly remarkable voyage of the USS OREGON (BB 3).

When Secretary of Defense Gates announced the disestablishment of SECOND Fleet, our staffs put together the right plan and worked hard to bring the two organizations (USFF and C2F) together on schedule and with no impact to Fleet operations.

As the CNO’s Executive Agent for Individual Augmentees, I’ve consistently used your feedback, here and on the USFF Staff Page, to work to improve the service, processes and support we deliver to our IAs and their families.

As the CNO’s Executive Agent for Anti-Terrorism and Force Protection (ATFP), I released my SERIAL guidance to assess the effectiveness of our program and make the changes needed to make ATFP a permanent part of our culture.

Last October, DRRS-N officially replaced SORTS; we worked to put the program on a path to sustainment and updated you along the way. We discussed the concept of readiness and the importance of being a global Navy, talked about what it takes to keep the Fleet in the fight (then and now), the importance of investing in our ships and our people, and looked at the many initiatives we’re taking to improve maintenance and Surface force readiness.

We had many frank discussions about the importance of changing our culture to prioritize operational readiness (through technical excellence) and ensure that, although there are things we will do less, we must never do less well.

And finally, we honored the legacies of VADM Samuel Gravely, Corporal Jason Dunham, and BMCM Carl Brashear, and said goodbye to our shipmate, Chief Bob Feller.

All these things that we do every day – from the combat operations in Afghanistan to the largest humanitarian assistance and disaster relief effort ever supported by our Navy – would not be possible without our Sailors.

Our Sailors, dedicated professionals who always get the job done.

Our Sailors, held together by the common bonds of sacrifice, service and loyalty.

Our Sailors, the common element behind every success of our Navy.

Our Sailors, the heart and soul of our Navy.

I’ve never been more proud of the men and women I serve with today. Everything we do today always comes back to our Sailors, the true strength of our Navy and the real power of our platforms.
All the best, JCHjr

Visit to USS THEODORE ROOSEVELT (CVN 71), “The Big Stick”

2011-10-20T17:29:00.001-04:00

Aviation Machinist's Mate Airman (AW)

Adam Johnson and Aviation Electronics

Technician Airman (AW) Malachi Bassett

make repairs on a light fixture

Team,

This week I had the opportunity to visit USS THEODORE ROOSEVELT (CVN 71) at Huntington Ingalls Industries Newport News Shipyard where she is just over halfway through a Refueling Complex Overhaul (RCOH). The RCOH is a process conducted on our nuclear powered ships that involves replacing expended nuclear fuel with new fuel. The “Complex” moniker is due to all of the “other” significant work that is being completed in addition to the nuclear refueling– a complete change out of the mast, catapults, arresting gear, electronic systems, flight and hangar deck refurbishment, habitability improvements, and the list goes on. The entire ship is an industrial environment while she gets a complete mid-life overhaul that sets her up for the next 25 years of operations.

Sailors from Air Department's V-4

division work to finish various

upgrades on the first rehabilitated

berthing space. The berthing space

is one of 59 that have been upgraded

to provide Sailors a higher standard

of living.

Although a majority of the RCOH work is conducted by the shipyard, our TR Sailors are still tackling some big jobs. In addition to the standard habitability improvements, setting system conditions, retest following restoration, watchstanding and security, overall cleanliness, and training, our Sailors are responsible for removing/reinstalling insulation and painting the hangar bay overhead and bulkheads; painting 80% of ships spaces (including the two large mess decks); repairing or replacing 50,000 square feet of decking; rip out and rehab of 59 berthing spaces; rehab of all watertight and non-watertight doors and hatches; rehab of all ladders; cleaning all ships ventilation ducting; and tearing out 40 miles of obsolete cable ways.

Every area I visited – from the flight deck, hangar, propulsion plant and machinery spaces, to the enclosed operating space, reactor training room, and berthing areas – I encountered our Sailors and shipyard technicians fully engaged and hard at work.

Aviation Machinist Mate Airman
John Benfield needle guns a watertight
hatch to prepare the door for the
sandblast booth.

Now, I’ve talked at length about the complex missions our deployed Sailors execute around the world, around the clock, every day (conducting flight ops in support of combat operations, executing the BMD Mission, or conducting vital surveillance and intelligence operations). But it’s equally important to recognize that for every ship deployed forward, we have one back home conducting critical maintenance and training. In fact, we currently have 49 ships receiving some form of depot-level maintenance in our public and private shipyards. Each one of these carriers, ships, and submarines in deep maintenance are filled with hard-working Sailors who work long hours to execute the maintenance mission, and maintenance most certainly is a mission. Their duties may not be as exciting as carrying out operations at sea, but they still put in a full effort each and every day to bring their ships back to fighting condition. And while some of the other overhauls may not be as complex as TR’s, they are certainly just as important to the long term sustainment of our Fleet.

Electrician's Mate Third Class Alisa Barksdale

performs an operational test on an elevator

As I walked THEODORE ROOSEVELT and spent time with her crew, I was very pleased with what I saw and heard from our Sailors - a very straight-forward recognition of the challenges such a complex refueling and overhaul presents to all hands, but also a great sense of purpose and determination to bring the ship through the overhaul and get her back to sea where she belongs, ready to go. All the best, JCHjr

ABFAN Bey (sitting) and ABE1 Samson

(standing). ABE1 Samson is the

Air Department/V2 Division's Maintenance

Control Leading Petty Officer responsible

for tracking and execution of all planned

and corrective maintenance actions on

Aircraft Launch and Recovery Equipment

(ALRE)

AN/SPY-1 Materiel Readiness Improvement Program

2011-10-17T13:37:00.001-04:00

Team,
Last week VADM Rick Hunt, Commander, Naval Surface Forces, Pacific (CNSP) and RADM Dave Thomas, Commander, Naval Surface Forces, Atlantic (CNSL) released a combined message officially establishing the CNSP/CNSL AN/SPY-1 Materiel Readiness Improvement Program.
The actions in this program are very important steps toward improving the overall maintenance and performance of the Spy radar and Aegis weapons system. I’ve included the message here and encourage you to give it a read and let me know what you think.
All the best, JCHjr

What is Readiness?

2011-10-13T16:09:00.001-04:00

Team,
Readiness has been a very hot topic throughout my tour and I’d like to share some thoughts with you on this very important topic that is at the very core of all we do at USFF.

Our point of departure for this discussion must be the Sailing Directions recently promulgated by our Chief of Naval Operations, ADM Jon Greenert. If you haven’t yet read the CNO’s Sailing Directions, and read them carefully, you should because they are going to drive our approach to dealing with the very challenging times ahead.

Our CNO makes several central points: we must be ready to fight and win TODAY; we will continue to operate forward; and sustaining our force to fight and win in the future is one of our fundamental responsibilities. CNO’s guidance to us is clear and direct; our response to that guidance must be equally direct. For me, delivering ready forces today is JOB #1, followed in importance by sustaining today’s force to be ready tomorrow.

So let’s dive into this readiness issue a little deeper. My primary reference for what follows is my own experience in the past two years and a truly remarkable book titled “Military Readiness: Concepts, Choices and Consequences” by Richard K. Betts. I’ve summarized much of what Betts developed in his book around the three essential readiness questions he postulated – Readiness by When? Readiness for What? and Readiness of What?

Military readiness pertains to the relation between available time and needed capability. Readiness represents, essentially, the variance of deployable capability with mobilization and alertment time.

A nation, and its Navy, is militarily ready as long as the time needed to convert potential capability into the actual capability is not longer than the time between the decision to convert and the onset of conflict. Thus, readiness exists when there is a match between the military capability a nation could have, given enough time, the capability it needs to prevail in conflict, and the capability it does have whenever it suddenly needs it. Conversely, a nation proves not to be ready when a gap between its actual and potential capability causes a gap between the available supply of capability and the immediate demand for it.

Readiness then depends on the impact of time on two ratios: first, the relation between the supply of combat capability and the demand for it, and second, the relation between actual and potential capability.

The first ratio concerns requirements: the relative military power needed to fight successfully. The second ratio concerns conversion: the difference between forces available to fight immediately and those that can be made available after significant preparation. Neither ratio alone can determine readiness.

Below are the key questions that must be answered to have a coherent discussion regarding our readiness:

Readiness by WHEN? What can we assume about the time available to generate combat readiness for a particular mission or deployment?

Readiness for WHAT? How much potential capability is needed to accomplish the assigned mission or set of missions?

Readiness of WHAT? What are the time requirements for deploying the various elements of our overall combat capability?

For Navy, getting clear answers to those questions is a very complex process due to our current global strategic framework. With the end of the Cold War and the passage of the Goldwater-Nichols Act in 1987, our nation’s global strategy came to be expressed as very broad goals with primacy of place given to independent regional commanders, our geographic Combatant Commanders (CCDRs). Each CCDR developed plans and executed operations with the minimal required cooperation between them (except when operations occurred at regional boundaries). While this process made sense given the generally regional nature of security threats of the post-Soviet world, it had the (unintended?) consequence of separating the development of plans and execution of operations around the globe from the design, development, preparation, and apportionment of the necessary resources and capabilities required to support operations.

Under this system the CCDR is king – the “warfighter.” The CCDR assesses his theater based on the broad national military goals provided to him and then requests the forces and resources necessary to execute those plans. While there is global guidance for plans and resources (Guidance for Employment of the Force – GEF), in reality, force apportionment is developed by a negotiation among the CCDRs, the military services, the Joint Staff, and OSD leadership. CCDRs do not come to the table with resource constraints in mind, but with operational requirements to be filled. Six separate geographic plans and three separate functional plans register force requests first – that is, nine different sets of answers to the three essential questions: 1) Readiness by WHEN, 2) Readiness for WHAT, and 3) Readiness of WHAT. The global forces apportionment “bargaining” process referred to above generates a lowest common denominator solution that reflects a series of compromises between the services, the force providers, and the CCDRs (the force employers) that results in no COCOMs’ force request being fully met while potentially leaving each of the services over-extended…an inherently unsatisfactory situation.

Dealing with those different, and often competing, answers to the essential readiness questions is the job of the services, the force providers. The services not only man, train, and equip the force, but are also the principle “bill-payers” for the CCDR’s operations. Accordingly, the Navy must look beyond the needs of just one CCDR and ensure our deploying forces are relevant to the demands of multiple theaters in terms of the type of forces (Readiness of WHAT?), how they are postured (Readiness by WHEN?), and what they are trained to do (Readiness for WHAT?). The services are also responsible to look to the future in developing and fielding the capabilities necessary to answer the three essential readiness questions for as much as 20-25 years in the future, a very tall order indeed. Thus, a unitary assessment of needs based upon a clear sense of the nation’s strategic priorities is required.

While OIF and OEF certainly increased the demand for all forces from every service, the end of those operations do not promise a return to a more sustainable optempo, as our CNO stated in his Sailing Directions, “As ground forces draw down in the Middle East, the Navy will continue to deter aggression and reassure our partners – we will have the watch.”

For Navy to successfully stand the watch, to meet the great challenge of our times, we must be resourced to meet the tasks we have been given. Our Navy, in partnership with our primary Joint partner – the U.S. Marine Corps – will be expected to meet simultaneous demands to support multiple regional engagement plans, deal directly with small/mid-sized crises, and prepare for higher intensity conflicts in various regions of the globe. To do all that is now, and certainly will be in the future, expected of us requires a clear delineation of national military priorities so that we can develop coherent answers to the three essential readiness questions. We must then be given the required resources to turn those answers into the forces necessary to be ready to fight and win today while developing the ability to win tomorrow.

Strategic clarity in the determination of our current readiness requirements and the proper resourcing of those requirements will enable our Navy to answer the three essential readiness questions and deliver the force our nation needs today and will need tomorrow.
All the best, JCHjr

Military Sealift Command (MSC) – Our Navy’s “Other” Fleet

2011-10-04T13:41:00.003-04:00

Team,
I’ve talked at length here about all the missions our deployed Sailors are executing around the clock, around the world every day. There is absolutely no doubt in my mind that the quality of our Sailors and the superiority of our technology make our Navy today the greatest the world has ever known, but most of what they do would simply not be possible without one of our lesser known, but absolutely critical fleets – our Military Sealift Command (MSC).

Military Sealift Command (MSC) operates approximately 114 noncombatant ships that replenish U.S. Navy ships, conduct specialized missions, strategically preposition combat cargo at sea around the world and move military cargo and supplies used by our deployed forces and coalition partners. In addition to the 114 active ships, MSC has a Ready Reserve Force of about 50 additional ships owned and maintained in reduced operating status by the U.S. Maritime Administration that can be activated (and operationally controlled by MSC) in as little as four, five, 10 or 20 days.

MSC is organized around four mission areas:

Naval Fleet Auxiliary Force (NFAF)
NFAF ships directly support Navy combatants, enabling the fleet to stay at sea, on station and combat ready. NFAF ships replenish ships underway with food, fuel, spare parts and ammunition. In fiscal year 2010 alone, MSC delivered 8.0 million square feet of dry cargo and 2.7 billion gallons of fuel to our deployed units.

NFAF also operates our Navy's two hospital ships – USNS COMFORT AND USNS MERCY. COMFORT AND MERCY each contain 12 operating rooms and a 1,000-bed hospital facility. When called into action, they can get underway in five days with a crew of more than 60 civil service mariners and 1,200 military medical personnel. The distinctive white ships with the Red Cross prominently painted on the hull serve as a symbol of peace and health to the hundreds of thousands around the world who have received care from our medical personnel.

Special Mission
MSC's Special Mission ships provide a wide variety of highly specialized ocean-going platforms for missions that include oceanographic and coastal surveying, ocean surveillance, missile-tracking, cable-laying and repair and deep submergence recovery. Military and civilian scientists and technicians carry out the unique missions of these various ships, which are operated by MSC employees and contract mariners.

Prepositioning
MSC's Afloat Prepositioning Force allows U.S. military forces to deploy rapidly anywhere in the world to meet fast-breaking contingencies. These ships, strategically prepositioned around the globe, are loaded with equipment and supplies for the U.S. Marine Corps, Army, Air Force, Navy and Defense Logistics Agency.

Sealift
MSC operates Sealift ships that include government-owned and short- and long-term charter tankers and dry cargo ships that transport Department of Defense cargo during peacetime and war. During contingencies, MSC uses her surge sealift fleet, which can be rapidly loaded with equipment and supplies and deployed where needed.

MSC is unique in that it is a military command but all of its ships are crewed by Civilians (with some using small embarked military detachments). I’ve visited some of our MSC units in the past (e.g. see here for my USNS SACAGAWEA visit) and can tell you that I was extremely impressed with the knowledge of the Civilian crews – from the Captain on the bridge to the CHENG down below they are very skilled and complete professionals.

Just about every operation we carry out today is made possible by our MSC ships.
In the CENTCOM AOR today, our MSC ships keep our ships, submarines and aircraft replenished while our Sailors conduct combat operations in Afghanistan.

When our Navy was called upon to help the nation of Haiti after she had been struck by an 7.0 magnitude earthquake in early 2010, our medical teams embarked on USNS COMFORT saved thousands of lives, the maritime prepositioning ship USNS 1ST LT. JACK LUMMUS (T-AK-3011) showed that our LOTS capability was, in fact, a very real capability, and our Sailors turned GTMO into a logistics hub and used MSC ships to deliver critical supplies to our ships supporting the relief effort.

Whether replenishing our forces supporting combat operations over Afghanistan and Libya, participating in exercises in the Pacific, or delivering relief to tens of thousands of people affected by the earthquake in Haiti, our MSC ships can always be counted on to be there – on station and ready to support. The Navy’s Military Sealift Command makes our global Navy truly global and ensures we can sustain our Navy anywhere in the world for as long as necessary. All the best, JCHjr

USS PONCE (LPD 15) – “Proud Lion”

2011-09-27T13:47:00.002-04:00

Team,

Yesterday I paid a surprise visit to the USS PONCE, a tough-as-nails ship with an even tougher crew. PONCE is one of our Navy’s oldest active ships (commissioned in 1971) and had actually begun decommissioning preps before being recalled last year for one more deployment.

She got underway in August (of last year) and recently completed her 9-month deployment to the Indian Ocean and Mediterranean where she conducted maritime and theater security operations, which included no-notice tasking to support Operation ODYSSEY DAWN (Libya Ops).

There was certainly no shortage of challenges on this deployment (we talked about them here and here), but her crew pulled together as a team, stayed focused on their mission and executed without missing a beat.

With her final deployment in the history books, the “Proud Lion” will now (once again) begin her final journey to decommissioning. And while her last deployment was no “walk in the park,” I’m quite certain there could not have been a finer crew to get the job done, bring her home and carry on the proud legacy of all those who have served on PONCE before them.

I’m very glad I had the chance to walk this ship with the CO, get into the spaces with the CHENG and meet some really great “get ‘er done” Sailors.

Well done!

All the best, JCHjr

Anti-Terrorism Force Protection (ATFP) Update

2011-09-21T08:49:00.002-04:00

Team,
It’s been almost two years since I released my ATFP Serial guidance (as the CNO’s Executive Agent for Force Protection) in which I directed a series of annual drumbeat events to assess our readiness and capability to carry out the Force protection mission. Since then, we’ve conducted several large-scale, nationwide exercises (SOLID CURTAIN – CITADEL SHIELD), held ATFP conferences to determine how to overcome some of the broader challenges and strengthen our capability and have hosted a flag officer anti-terrorism summit (with the second one this week) to bring our Navy’s leadership together to ensure we’re aligned and working towards common goals.

With the anniversaries of the 9/11 terrorist attacks and the USS COLE bombing upon us, we have been acutely focused on maintaining an active and alert security posture. Recent events, such as USNORTHCOM’s order to shift to FPCON BRAVO over the Labor Day Weekend, have thoroughly tested our ability to execute our ATFP mission. I was extremely pleased with how rapidly we were able to execute and maintain (for over a week) the shift to a heightened security posture…we were over 98 percent complete in just 11 hours and 25 minutes. There is no doubt in my mind that our increased focus on ATFP is paying off; however, our enemy is highly innovative and adaptive and so we must keep leaning forward and ensure our watch standers, first responders and their backup teams are provided clear guidance, given the correct tools, and trained to high standards so that when required to thwart our enemy, they can do so – 24 hours a day, every day.

In addition to the recent operational events (no training beats live experience), our capstone ATFP exercise of the year – SOLD CURTAIN – CITADEL SHIELD (SC-CS) – is rapidly approaching. SC-CS12 is a complex, multi-level (annual) training exercise that affects every Navy installation, unit, activity and Sailor in the USNORTHCOM AOR. SOLID CURTAIN is a Command Post Exercise (CPX) conducted at the operational level exercising Navy Force Protection command and control and CITADEL SHIELD is Field Training Exercise (FTX) conducted at the tactical level that exercises ATFP tactics, techniques, and procedures. These exercises have become an important part of our ATFP program as they provide us with critical data on our ability to respond to a real-world event and carry out the ATFP mission.

I believe we’ve made steady progress aligning our resources, requirements and rhetoric over the past two years. We studied hard and learned a lot about our current capability (year 1), analyzed the results and developed the right plans to address our gaps (year 2) and now this next year will be the most important as we pull it all together and institutionalize – all the way from our Flag decks to our deck plates - the changes needed to strengthen our ATFP readiness and capability and make it a permanent part of our culture.
All the best, JCHjr

Bold Alligator 2012 Update

2011-09-14T10:59:00.001-04:00

Team,
We are making good progress in our planning and preparations for Bold Alligator 2012 (BA12) and are on track for execution in Jan-Feb 2012. As I described in my last update, BA12 is an exercise focused on our Navy-Marine amphibious mission, but is not limited to only our amphibious forces – an ESG-MEB landing is a Fleet operation that requires the full range of Fleet capabilities. Sea control and air superiority are absolutely critical to successfully carry out an amphibious landing in a hostile environment.
History has shown us time and again that these conditions must not only be attained in the littorals, but they must be maintained throughout the entire engagement. And while we would like to execute an amphibious landing as a sequential evolution – setting and maintaining conditions, followed by the ship-to-shore maneuver – we cannot count on our ability or the pace of operations to allow us to execute such an optimal plan – being able to rapidly and effectively respond to the operational situation is critical. Our adversaries today (including non-state actors) are capable of employing a range of hybrid (low and high tech) tactics to disrupt our missions and threaten our forces afloat. For this reason, we must be ready and stay ready to fight at sea as we are conducting the ship-to-objective movement.
In this vein, the participation of a full Carrier Strike Group (CSG) in this exercise, as well as other Navy strike, air superiority, and sea control capabilities, is vital to fully train the force to perform this large-scale, complex and demanding mission. It is imperative that our Naval forces understand the requirements of both sides of the equation. Navy-Marine Amphibious forces must understand how the CSG and other elements of the Fleet operate and accomplish their mission. Conversely, our non-Gator communities must understand how the amphibious task force and landing force plan and execute their operations, what support they require, and when they require it.
For those of you who have been working through the BA12 reading list I transmitted to the Fleet earlier this year, you’ve read about some of the common challenges we have faced when executing an amphibious operation. In fact, some of the most controversial tactical wartime decisions have historically surrounded the relationships between the Sea Control forces (primarily Aircraft Carrier Task Forces) and the Amphibious Force.

Fletcher, Turner, and Vandegrift at Guadalcanal Aug 1942
Spruance and Mitscher at the Marianas (Philippine Sea) Jun 1944
Halsey, MacArthur and Kinkaid at Leyte Gulf Oct 1944

These examples are just a few of the more prominent cases from our history that generate heated debate about the proper relationships and roles of Sea Control (Aircraft Carrier) and Power Projection (amphibious) forces when the situation drives choices between the two in terms of risk and mission priority.
More recently, the coordination problems between the three UK Task Force commanders in the 1982 Falklands conflict, the Carrier TF, the Amphibious TF and the Landing Force, reflect many of the same issues.
The Falklands conflict is well covered in the three “Core List” readings from my reading list; however, I also want to bring your attention to two other items from the list, both written by Col. Theodore Gatchel USMC (ret) a former instructor at the Naval War College. The first is his book, At the Water’s Edge; Defending against the Modern Amphibious Assault (USNI Press, 1996). In describing the difficulties of defending against amphibious assault in the 20th century, Gatchel makes it clear that successful defenses began at sea. He also highlights that amphibious operations have and can be conducted while a threat still exists at sea. We just need to be prepared for it.
Gatchel’s other entry I want to highlight is Eagles and Alligators; An Examination of the Command Relationships That Have Existed Between Aircraft Carrier and Amphibious Forces During Amphibious Operations (Naval War College, 1997). In a brief, yet comprehensive monograph, Gatchel provides all the “models” of how naval forces were organized to conduct amphibious operations, along with the examples and pros and cons of each approach. He poses five basic questions that we should consider as we organize the fleet for these operations:

What is the lowest level of command at which a single individual has control of all the forces required to accomplish the mission?
Is the accomplishment of the immediate amphibious mission the primary concern of the individual who controls all the assets need to accomplish the mission?
Is the commander responsible for the overall mission located where he can monitor the progress of the operation, first hand, and personally influence the outcome of the battle if necessary?
Does the Commander responsible for the overall mission have a staff capable of dealing with the complexities of both carrier operations and amphibious warfare?
Does the air control system in use allow carrier aircraft to support the landing adequately?

As I mentioned at the beginning of this post – an ESG-MEB landing is a Fleet operation that requires the full range of Fleet capabilities. I believe that everyone at Fleet Forces (HQ staff and subordinate commands), regardless of whether or not you are directly involved in the exercise, can benefit from taking the time to read one or more selections from the reading list. With the exercise just a few short months away, there is no better time than right now to be studying hard and applying what you know.
All the best, JCHjr

USFF / SECOND Fleet Merger – Final Update

2011-09-07T15:55:00.001-04:00

Team, at the end of this month, we will formally disestablish Second Fleet and officially commence operations as a merged and restructured USFF. Though physical consolidation and relocation efforts will continue well into 2012, I want to take a moment to acknowledge and recognize the extraordinary amount of work and due diligence that has underpinned the merge process to date. Commencing with the initial Red Team assessment in February and continuing throughout RDML Craig's assignment as my direct representative on all matters related to the consolidation, you have ably supported the effort to design and place in effect an organization that can span the tactical, operational and strategic - our unique battlespace.

Most impressively, you - both USFF and C2F - have done so while simultaneously meeting our primary mission of delivering combat-ready Fleet units to the Combatant Commanders.

The importance of "getting it right" cannot be overstated, as was demonstrated during Hurricane Irene. VADM Holloway and his superb team of professionals were proactive and fully engaged throughout all phases of the Fleet sortie, ensuring we protected the Fleet and then rapidly reconstituted in an orderly sequence, in order to continue our mission. The agility and speed of decision displayed by VADM Holloway and his staff must be fully embedded in the culture, processes and mindset of the consolidated organization so that we can deliver a commensurate level of service to the Fleet during future contingency events.

I firmly believe that we have a solid, well-thought plan that must now be fully and vigorously executed in the weeks ahead. As VADM Buss and his team continue to deep-dive into the various roles and responsibilities of N01 and CTF-20, I want to reiterate that your feedback and objective assessment is critically important to a successful merger. Without doubt there are still areas for improvement, and we have seams/gaps that must be addressed - this is why VADM Buss is conducting his own deep dives. If you see something that is not quite right, you need to say something, professionally and through the right channels. The Fleet depends on us to do this.

Again my thanks to each of you for the collective effort in this endeavor. This report to you, my team, will be the last of my routine bi-weekly consolidation updates; future updates will be provided as needed.
All the best, JCHjr

Practices of Successful Commands – Part Four

2011-08-30T16:01:00.001-04:00

Team,
Over the past two years, I’ve released a series of “Practices of Successful Commands” messages to emphasize the importance of properly executing those programs that have the greatest influence on our Sailors, their families, and thus our Navy.

I released Part One to get the word out about what I observed some of our commands were doing that enabled them to stand out so positively above the rest. In Part Two I highlighted and asked that you give a good “spin” to a few of the programs that I felt needed some extra attention to keep them on track. And Part Three was targeted at what I believe to be the foundation of mission success – Trust.

In keeping with this effort, I recently released a “Practices of Successful Commands – Part Four” to call attention to several foundational programs that I believe, due to their significant impact on the readiness and professionalism of our Sailors, should be a priority for every command.

Although implementation of these programs starts at the top (with me and my direct reports), I’m posting this message here because meeting our objectives requires a steadfast commitment by all hands. That is why I need all of you to make sure you complete the mandatory training and apply what you learn on and off the job. My guidance to you is particularly applicable for the Substance Abuse Prevention, Sexual Assault Prevention and Response, and Suicide Prevention programs. It defeats the purpose of the training if you are attending simply to get a “check in the box.” The training for these three programs not only reinforces the “do’s and don’ts,” but also serves as a reminder of the warning signs exhibited by those (friends, family, shipmates) at risk.

I encourage you to read the message, think about it, and most importantly, do your part by completing the training and bringing that training to life in your command. Never forget – we’re all in this together.
All the best, JCHjr

Memorial Service

2011-08-25T18:40:00.001-04:00

Team,
I was privileged and honored to attend today’s memorial service for the members of our Special Warfare Team who lost their lives in the helicopter crash in Afghanistan on 6 August 2011. The service was very well-attended with over 5,000 members of our Navy and greater Hampton Roads military community coming together to pay their respects to those who lost their lives and support the families they left behind.
As I think about the memorial service today and reflect on the sacrifice of our Sailors, I am reminded of a poem by Archibald MacLeish:

The young dead soldiers do not speak.
Nevertheless, they are heard in the still houses; who has not heard them?
They have a silence that speaks for them at night and when the clock counts.
They say: we were young. We have died. Remember us.
They say: we have done what we could but, until it is finished, it is not done.
They say: we have given our lives but, until it is finished, no one can know what our lives gave.
They say: our deaths are not ours: they are yours; they will mean what you make them.
They say: whether our lives and our deaths were for peace and a new hope, or for nothing, we cannot say; it is you who must say this.
We leave you our deaths. Give them their meaning.
We were young, they say. We have died; remember us.

It is for us, in what we do and how we live, to give meaning to their deaths, the deaths of those who are now forever young and forever silent. The deaths of those we remember today. We must hear their silence; a silence that echoes to us through the ages, from Valley Forge to Gettysburg, from Belleau Wood to Midway and Iwo Jima, from the Chosin Reservoir to Khe Sanh, and from Fallujah to Wardak province.

And when we hear these echoes, the silence of so many who gave so much; it is for us, the living, to give life and meaning to the words President Lincoln gave us at Gettysburg; words written when he listened to the terrible silence of the Union dead of that most terrible of all our wars:

It is rather for us to be here dedicated to the great task remaining before us - that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion - that we here highly resolve that these dead shall not have died in vain.

That we here highly resolve that these dead shall not have died in vain. No, time will not dim the glory of their deeds, but only time will tell if the lives we live prove us worthy of their deeds and of their deaths.
All the best, JCHjr

IA Update – Re-deployment Process Changes

2011-08-23T17:17:00.002-04:00

Team,
As the Executive Agent for Individual Augmentees, it is my job to support our Sailors and their families from the day they receive their orders to deploy until they return and reintegrate back into our Navy family. Inherent in my duties as the EA is the responsibility to continually improve the service we deliver to our Sailors to ensure they have a positive deployment experience.

I received feedback (see attachment) a few weeks ago from a LT who had a very troubling experience returning from his IA deployment to Iraq. After reading about his experience, I met with the new Commanding Officer of the Expeditionary Combat Readiness Center (ECRC), Captain Eric Jabs, to discuss our re-deployment process and the specific changes we need to make to ensure a smoother transition for our Sailors returning home from their IA tours in the CENTCOM AOR.

Below are the changes to the re-deployment process that I approved, starting at the beginning of the re-deployment process through the Sailor’s arrival at his or her NMPS destination.

Return Coordination
Starting from 60-45 days before departure, we now make initial reservations with our Sailors for their travel between the Warrior Transition Program (WTP) and their Navy Mobilization Processing Station (NMPS) location. While in WTP, we will gather additional information from Sailors on ground transportation and lodging requirements and provide that information directly to NMPS and ECRC. Each Sailor then receives a personalized instruction and information sheet to assist them with their trip home. We are also breaking the travel briefing into a smaller, more focused teams based on destination (Norfolk, San Diego, Gulfport, or Port Hueneme) IA order type (GSA, IAMM, OSA or RC Mob). The changes to the briefing process ensure our Sailors have a complete understanding of their specific plan prior to boarding their flight back home.

ECRC BWI Detachment
Over the next 30 days, we are establishing an ECRC liaison detachment in the Baltimore-Washington International (BWI) region that will serve two primary purposes: The first is to personally welcome our Sailors, face-to-face, shipmate-to-shipmate, when they step off the plane from theater. The second purpose is to make sure our Sailors have the necessary assistance with follow-on flights and transportation from their destination airport to berthing and then to the correct Navy Mobilization Processing Site (NMPS).

NMPS Destination
Streamlined transportation to Norfolk
For those Sailors flying to NMPS in Norfolk, we are changing to an airline that provides direct flights from BWI to Norfolk (ORF). This change will minimize the possibilities of delayed or cancelled connecting flights and reduce the overall transit time for Sailors.

Arrival assistance in Norfolk and San Diego
Upon arriving in Norfolk or San Diego, an ECRC representative will now be greeting Sailors at the airport to assist with logistical needs and provide transportation to berthing.

While Norfolk and San Diego will receive the immediate changes, I believe it is important to standardize our support across all NMPS locations. Accordingly, we will be implementing similar improvements at Gulfport and Port Hueneme.

Our Sailors, especially those serving in the unique capacity as an IA, should never be forced to manage a tough situation without help. When something is not right, I want to know about it so that we can take action and get it fixed as soon as possible. You can always reach me directly here on my blog or provide feedback through ECRC (toll free) at 1-877-364-4302.
All the best, JCHjr

USS CONSTITUTION vs. HMS GUERRIERE

2011-08-19T08:12:00.001-04:00

Team,
Today marks the 199th anniversary of the engagement between the frigates USS CONSTITUTION and HMS GUERRIERE.

On 2 August 1812, CONSTITUTION, under the command of a skillful and eager Navy Captain by the name of Isaac Hull, set out for a raiding cruise of British Merchant ships along the coast of Nova Scotia and Newfoundland before encountering the American privateer DECATUR whose Captain informed Hull that a British frigate could be found south of their position. Hull, itching for a fight, immediately fixed course for due south and went searching for the ship. The very next day at 1400 on 19 August, CONSTITUTION spotted a sail that turned out to be the HMS GUERRIERE.

Now, Hull was all too familiar with GUERRIERE. Just a month earlier and shortly after the outbreak of the war, CONSTITUTION was on her way to New York when she encountered a British squadron of five ships – a 64-gun ship of the line HMS AFRICA and four frigates, one of which was GUERRIERE. Clearly outnumbered, CONSTITUTION had no choice but to outmaneuver and outrun the British ships. Hull led the British ships on a three day chase and employed skillful tactics (such as towing and kedging) along the way to escape capture (thanks in large part to his First Lieutenant, Charles Morris)…but he was anything but content. The encounter left him eager for a fight, and this was his moment.

James Dacres, Captain of the GUERRIERE, was informed of CONSTITUTION’s pursuit and gave the order to drop sail to bring the Americans within firing range. CONSTITUTION was a much better built and equipped frigate but the British had a great tradition of ship-to-ship fighting at sea. Both crews were extremely confident in their abilities and their ships to fight and win this engagement.

At 1700, GUERRIERE commenced firing with her weather deck guns and then switched to her port broadsides, but all the shots either fell short or did little damage. The cannonballs struck but bounced off of CONSTITUTION’s 21-inch thick wooden hull, thus earning her the famous name “Old Ironsides” and vindicating Joshua Humphrey’s insistence on using the rarer and much more expensive southern live oak. CONSTITUTION returned fire during the first hour with her port guns, but also with little effect.

At 1800, precisely one hour after the first shots were fired, the ships maneuvered closer and within minutes they were within “pistol-shot” of each other. They furiously exchanged broadside shots until CONSTITUTION took out GUERRIERE’s mizzenmast and eliminated her ability to effectively maneuver. Hull took advantage of the situation and maneuvered around GUERRIERE’s bow to deliver two raking broadsides that took down her main yard. During the chaos of battle, the ships had maneuvered too closely and GUERRIERE’s bowsprit became entangled with CONSTITUTION’s mizzen rigging leaving the ships bound dangerously close to each another. Both ships prepared boarding parties as musket fire erupted from each side. Ironically, it was during this exchange that both ships took their greatest casualties. As the ships broke free from each other, GUERRIERE’s foremast and mainmast collapsed, and effectively left her dead in the water.

At 1900, as CONSTITUTION approached for round two, GUERRIERE fired a shot in the opposite direction to signal her desire to surrender and thus ended the first major naval engagement of the War of 1812.
Isaac Hull took GUERRIERE’s remaining crew of over 200 as prisoners, including her Captain, James Dacres. Ten impressed Americans were found among the GUERRIERE crew (impressments were one of the reasons we went to war with the British). Casualties onboard GUERRIERE were more than five times those on CONSTITUTION, even though CONSTITUTIONS crew was close to double in size. The next morning, when it was apparent that GUERRIERE was too damaged to be towed, she was burned and sunk. The victory over GUERRIERE gave a much-needed boost to American morale in the war. Although we were only two months into the war, we had already experienced setbacks with losses at Fort Mackinac, Fort Dearborn, and the surrender of Detroit (by General William Hull, who just happened to be the uncle of Isaac Hull). Despite the superior frigates of the U.S. Navy, it was the brilliant seamanship by her Captain and crew that brought victory to CONSTITUTION. There was a fighting spirit among her crew that was unmatched by the British navy.

This great single ship victory over what was considered the greatest strength of the much larger Royal Navy, along with the USS UNITED STATES’ capture of HMS MACEDONIAN and CONSTITUTION’s later victory over HMS JAVA, rocked the Royal Navy back on their heels, and demonstrated the superb fighting spirit of our Sailors and the superb fighting qualities of our ships.

All the best, JCHjr

USS CONSTITUTION fires a 21-gun salute

toward Fort Independence on

Castle Island during an underway to

celebrate the 213th launching

day anniversary of the ship.