“Operate
Forward” is one of the three tenets of CNO Greenert’s vision for the Navy. As such, it is a vital aspect of Navy organization
and forms a foundation for the fleet’s operation.
The
benefits of forward operation (meaning, overseas homeporting) include greater
presence, enhanced deterrence (related to greater presence), and faster crisis
response. These benefits seem logical
and likely though difficult to quantify and prove. In addition, the Navy also makes some dubious
claims about increased operational availability and underway time.
GAO,
however, has examined overseas homeporting and found some problems (1). They found that one of the major problem
areas associated with overseas homeporting is maintenance. Systemic fleetwide maintenance has been an
on-going, major problem for some years and a constant subject of posts on this
blog. Navy leaders have publicly
acknowledged maintenance problems, have conducted and published studies and
reports documenting the problems (the famous Balisle report, for example), and
have vowed to improve maintenance.
Sadly, maintenance has not improved and may be getting worse.
Now,
GAO has examined maintenance related to the practice of overseas homeporting
and found disturbing, though not unexpected, developments. Consider the following snippets from the GAO
report.
“GAO found that
casualty reports—incidents of degraded or out-of-service equipment—have doubled
over the past 5 years and that the material condition of overseas-homeported
ships has decreased slightly faster than that of U.S.- homeported ships …”
“GAO also found that
the high pace of operations the Navy uses for overseas-homeported ships limits
dedicated training and maintenance periods, which has resulted in difficulty
keeping crews fully trained and ships maintained.”
“GAO found that some
ships homeported overseas have had consistently deferred maintenance that has
resulted in long-term degraded material condition and increased maintenance
costs, and could shorten a ship’s service life.”
“Although the Navy’s
decision process for moving individual ships overseas identifies actions and
resources needed, it does not assess risks that such moves pose to costs,
readiness, or expected service lives of ships that the Navy can expect based on
its historical experience operating ships from overseas homeports.”
“Further, the Navy’s
high pace of operations for its overseas-homeported ships impacts crew training
and the material condition of these ships—overseas-homeported ships have had
lower material condition since 2012 and experienced a worsening trend in
overall ship readiness when compared to U.S.- homeported ships.”
“However, our analysis
shows that the primary reason for the greater number of deployed underway days
provided by overseas-homeported ships results from the Navy’s decision to
truncate training and maintenance periods on these ships in order to maximize
their operational availability.”
“Since the ships are in
permanent deployment status during their time homeported overseas, they do not
have designated ramp-up and ramp-down maintenance and training periods built
into their operational schedules”
“…annual per ship
operations and support costs for all ships homeported overseas are about 15
percent, or approximately $9 million, higher than for ships homeported in the
United States …”
“We found that high
operational tempo for ships homeported overseas limits crew training when
compared to ships homeported in the United States. … As a result, these crews
do not have all needed training and certifications. Over the course of this
review, we found that between 9 percent and 17 percent of the warfare
certifications for crews homeported in Japan had expired. Over three-quarters
of the expired certifications in January 2015, including air warfare and
electronic warfare, had been expired for 5 months or more.”
Thus,
we see that the consequences of overseas homeporting include worsened and
deferred maintenance, degraded material condition, reduced training, greater
costs, and increased wear.
Now,
is overseas homeporting a bad thing, in and of itself? No. If
implemented wisely, with sufficient maintenance and training and a recognition
of the increased costs, there is nothing inherently wrong with overseas
homeporting. However, to simply move a
ship overseas and then short its maintenance and training is idiotic and
replete with easily forseeable consequences.
What
do we learn from this other than the fact that the fleet continues to
degrade? Well, we learn that Navy
leadership continues to make poor decisions whose consequences are easily
foreseeable and preventable. The
consequences of reduced manning, deferred maintenance, and reduced training are
easily forecast. It is not a case of
hindsight providing wisdom. For example,
anyone can correctly anticipate that reduced maintenance will result in
degraded ships with shortened lifespans.
Despite the easily foreseen consequences, Navy leadership continues to
make one bad decision after another.
This is bad enough but the Navy then goes to Congress and begs for new
ships and aircraft after utterly failing to maintain the ones they have. This is a lesson most of us learn at age 8 or
so – take care of what you have before you ask for new things.
Navy
leaders, almost by definition, can’t be mentally deficient (stupid) and yet
they continue to make horrible decisions on a wide range of subjects. The group leadership mental deficiency is
truly baffling as is the absolute refusal to correct the problems in any meaningful
way once highlighted. Three hundred
ships may sound good on paper (setting aside the new practice of counting
non-combatant vessels!) but represent nothing but a hollow force unless cared for
and properly trained.
(1)Government
Accountability Office, “NAVY FORCE STRUCTURE: Sustainable Plan and Comprehensive
Assessment Needed to Mitigate Long-Term Risks to Ships Assigned to Overseas
Homeports”, GAO 15-329, May 2015