A Better Use for Spruance-Type Hulls
By Captain Robert Lang, U.S. Navy (Retired)
The Spruance (DD-963)-class destroyers were decommissioned well short of their 30-year projected service lives. They were not obsolete or worn out; they were just surplus. There were increasing
numbers of other Tomahawk-capable ships and no open-ocean submarine threat. The ships' large size and crews made them expensive. Once decommissioned, most of the Spruances were soon stricken. Of the 31 destroyers, most have now been sunk as targets. Some have been scrapped.
As of this writing, only two remain. The other Spruance-type hulls are the four ships of the Kidd (DDG-993) class, currently serving in the Republic of China Navy; and the 27 Ticonderoga (CG-47)-class Aegis cruisers. Five of the latter have been decommissioned, with one sunk as a target and two others so slated.
Save the Other Ships
There is a better use than target practice for the remaining ships. They are particularly attractive test ships for new combatant concepts and systems. For example, the ex-Paul F. Foster (formerly DD-964) is the self-defense-system test ship. The great need today for developing new warfare concepts for the 21st century Navy is obvious, as the Sea Fighter, High Speed Vessel, and Littoral Combat Ship programs demonstrate.
Capabilities for future combatants need to be explored. Experiments need to be performed, operations conducted, and analyses verified. For this we have test platforms and research ships, with plenty of other hulls in the inactive inventory. But the Spruance hulls are better suited for development, for these reasons:
- Because they are destroyer-size ships, Spruance hulls provide the speed, endurance, sea keeping, handling, ship motion and other characteristics of a destroyer, yielding empirical results not available from other ships The ex-Arthur W. Radford (formerly DD-968) was to be used as a test ship for the DDX (now DDG-1000) systems, a concept that I proposed in 1999.
- They are roomy and easily modified, having been designed with large space and weight reservations and for ease of major alteration. The destroyers easily accommodated the mid-life additions of larger helicopter facilities and vertical-launch systems. However, because the CG-47-class design took advantage of virtually all the space and weight reservations to fit the Aegis and guided-missile systems, future modifications to those ships would likely require removal of some equipment or structure.
- They are currently supportable. The CG-47-class support infrastructure exists and will for some time, thus ensuring repair parts and expertise availability for most of the hull, mechanical and electrical systems, and equipment. Creation of logistics support for new or different ship systems would not be necessary.
- The hulls provide ample facilities with relatively current equipment, including in aviation; command, control, and communications; sensors; and weapon systems.
- Their long endurance makes them capable of extended operations without refueling.
- Nearly any ship can drag a towed array, but someday new hull-mounted systems will require testing at sea. Quiet test ships will be necessary. The Spruance types are very quiet antisubmarine hulls.
- They have years of service life remaining, and they belong to the Navy. No purchase price or rental payments are required.
How to Get It Done
Recommissioning any of these ships is not reasonable, but operation as civilian-manned research ships, hence T-AGDDs, could be very efficient and have several advantages. The crew would be much smaller, with an attendant lower operating cost. The ships' machinery is designed to operate almost unmanned. Long periods away from home port would not be an issue.
Dedicated hulls provide increased availability for project operations. Historically, the Navy has used active ships for destroyer-size projects with obvious scheduling conflicts. Using T-AGDD ships would eliminate that problem. Additionally, they would be easy to stand down when not needed.
Finally, modifications would be less expensive than using active ships. Combatant standards would not be necessary. There would be no requirements to maintain combat capabilities or return ships to their original configurations after project operations.
Developmental Possibilities
The following ideas for using Spruance hulls are offered only to generate discussion. The concept is to use the spaces, speed, and endurance of these ships to project capabilities ahead of the main naval force, or to conduct independent operations. The multitude of smart personnel concerned with the future Fleet will surely hatch more pertinent and original ideas for projects for the ships.
A larger and stronger helo deck could land aircraft such as the H-53, V-22, AV-8B, or F-35B. A fast, high-endurance, remote "lily pad" could multiply the effectiveness of those aircraft. An even larger flight deck could provide at least three spots for the aircraft. The range of armed search-and-rescue or special-operations packages could be extended, and the aircraft kept close to the scene without regard for airborne tanker scheduling.
They could be used for a modern version of the World War II amphibious high-speed transport. The APDs were modified destroyer escorts that carried personnel and boats to support amphibious recon and underwater demolition teams. A modern version could carry not only the SEALs, but also their boats and other equipment, and even an expeditionary fighting vehicle or two. Naval gunfire support comes with the ship. A similar concept could be the first responder where riverine intervention was required. This could carry the initial force of craft and personnel, providing immediate command, control, and communication and logistic support.
They could also serve as test ships for LCS combat systems, which are arriving sooner than the ships; for the advanced gun system; and for the new ASW systems. Finally, the "air-capable Spruance" is a possibility. The 31st ship of the class, the Hayler (formerly DD-997), funded after the original 30, was conceived as having a much larger flight deck, similar to that of an escort carrier and carrying a significant number of helo/VSTOL aircraft. Various artists' conceptions can be found on the Internet. But the plan faded, and the Hayler was built as another destroyer. Yet the concept of small, limited-capability carriers has never died. An unmanned aerial vehicle/unmanned combat aerial vehicle carrier remains a possibility.
It is clear that better uses for these hulls abound. This is not a campaign for a new type of ship, just an invitation to imagine more effective uses of our limited resources. Ship construction funds would not be involved. Instead, R&D and testing and evaluation funding would be appropriate. Maybe there are no candidate projects that need to move forward right now. But if the ships are sunk, they won't be here when the right projects do present themselves. These ships need to come off the target list now. They can always become targets later.
Learn Early to Recognize Good Performers
Congratulations on earning your commission! Ahead lie a new career, a host of great opportunities, and a cadre of men and women who eagerly await your arrival. However, along with the challenges, adventures, and excitement, you will also be given a large amount of administrative, collateral, and duty section responsibilities. Combined with qualification requirements, all this can make it impossible to escape your desk.
Even though they are necessary functions of your role as an officer, these tasks will veer you off-course from your true passion: Leading your crew. But when you are finally able to log off your computer, you will most likely find your division already well-managed and gainfully employed. The executive officer's daily routine and the guidance of your senior enlisted members ensure that operations are well in hand. You may find yourself seeking other outlets for your enthusiasm and ideas; you may actually need to look for opportunities to lead.
Create a Meritocracy
It is easy to become discouraged as you struggle to see your role as more than pushing paperwork. But take courage! You will always have the opportunity and the responsibility to recognize the performance of Sailors, Marines, and guardians. It is up to you to communicate to them the value of the work they do. Nothing can replace walking among and working alongside the men and women with whom we serve, but you can take small, unobtrusive steps to create a culture of recognition-a meritocracy-that can motivate and guide shipmates.
This is far from the glamorous imagery often associated with leadership. But working behind the scenes to create a culture of recognition is an important leadership practice for junior officers.
Understand the Job Requirements
Your supervisors have expectations for your work group. You need to understand these and clearly explain your own expectations to the group. Show them an obvious path to earn the recognition they expect for their work. At the appropriate time, explain the reasons for which certain projects are being assigned. This way personnel can recognize the value of their contribution. Set your crew for success. Show them what a win looks like at your command.
Clarify the Path to Advancement
"Work hard and keep good notes for your next evaluation." This mantra is often recited when supervisors counsel junior members on the advancement process. While true, the slogan is myopic. It misses the opportunity to address the mechanics of the evaluation process. Provide clarity on nuts-and-bolts issues for promotion.
- What are the critical deadlines for qualification?
- What is the earliest date a new member can be eligible for advancement?
- Is time-in-service the only requirement?
- On average, how long does it take one to earn the qualification?
- Does the next level require schools at a training center? When does the next available course convene?
Ask such questions early and often. Teach what is expected, and reinforce it through written counseling sessions; the U.S. Coast Guard uses a systematic process called the Individual Development Plan. Keep your chain of command aware of your members' intentions for advancement. Highlight any procedural obstacles requiring senior-level attention. Be proactive in planning for the future. Grab the fire hose before it is energized.
Show Your Knowledge
Despite what you feel to be important, priorities result from whatever you accentuate. You can emphasize evaluations and advancement by printing annual submission schedules and posting them in an obvious spot such as your stateroom or office. Simple reminders like these remind everyone of their importance.
If your work group or division has a monthly or quarterly calendar, be sure to include the dates (and names) of the upcoming evaluation periods. Set realistic deadlines that allow proper routing through the chain of command. Know the full timeline for input, submission, review, and return. Chase down anomalies that hint at a misrouted or lost evaluation.
Find Opportunities
Do not be lulled into accepting the status quo. Beyond the benchmark award programs and standard evaluations, countless independent programs are available. Local communities, pro-military organizations such as the Navy League, and often-overlooked international awards are available tools for junior officers to recognize members of their work groups. The key is to be familiar with the opportunities.
At the very least, watch the message traffic for one annual cycle. As each award is solicited, print out the message. Even if you are not ready to nominate someone, keep a copy of the message in your file so you will never miss an opportunity to recognize a high performer.
Place People Well
The most obvious and efficient way to conduct business is to give the most challenging tasks to the best, most experienced personnel. But consider the potential of modifying this practice. You are the link between department heads and shop supervisors. You can schedule time to allow more junior members a chance to tackle more difficult assignments under the supervision of those who would normally complete those projects.
You can give senior enlisted who are considering joining the warrant officer ranks the opportunity to write an award or present reports to the department head. Projects may take longer, but members will have more occasions to excel and show their readiness for increased responsibility. They will be motivated by the challenge and the extra effort you put into providing the opportunity.
Enlist Help
Leadership need not be solitary. Engage the knowledge, judgment, and discretion of your peers. Confide in others when you are considering nominating someone for an award or an unusually high set of marks. Your own personal experiences and busy schedule may bias your perspective regarding a member's performance. Have a conversation with senior enlisted members who are not in your chain of command. Listen to murmuring on the mess deck. Be aware of perceptions outside your domain.
Should you opt to go forward with your plan, ask others to proofread your write-ups. The feedback they provide should not dwell solely on grammar. Reviewers should let you know how effective your message is. They should offer you insight from their own experiences in pursuing the same nomination, while also learning from you as you write and submit the paperwork.
Trust the System
Finally, be confident in the design and execution of your service's promotion and recognition systems. Do not second-guess clearly laid-out processes and add unnecessary obstacles or requirements. The decision of who is best, who is most worthy of promotion, and who is the ideal candidate belongs to the appropriate boards and committees. These are composed of professionals who are fully qualified to screen the candidates. We must trust them to discern the great from the good. Your role in this process is to provide worthy candidates with the appropriate nomination, set of marks or evaluation marks, or recognition. Let the system process what you provide.
A clear example occurs often with Sailor of the Quarter competitions. Every division is invited to nominate a member, but despite abundant opportunities, many junior officers do not pursue this avenue. When asked why he or she did not nominate a certain high performer in the division, the response is something like, "Sure she is a good performer, but there is probably someone better," or "He is good, but I don't think he is the best on the ship this quarter." How many great performers go unrecognized because overly critical supervisors over-think the nomination requirements?
Leading Sailors, Marines, and Guardians is satisfying and rewarding. It should be the highlight of your experience as a newly commissioned officer. Competing demands of rank and service prevent you from spending more time with those who serve alongside you, but your ability to lead extends far beyond daily interaction and face time. You can recognize members' accomplishments and elucidate the value of their work. If you can create a meritocracy, you will guide, motivate, and enable them to maximize their performance. Good luck on the voyage ahead!
Designing Web Use to Support Military Decisions
With its ease of use and speedy results, Google has become the global leader in search engines, including among Sailors and Marines. When a commercial search engine such as this provides search results, the user is in fact being offered a list of options, which can be considered a series of "micro-courses of action." Although this may seem innocuous, and most users are comfortable with it, the method comes with unintentional side effects. Over time, the simple process of using commercial search engines can have a major impact on all aspects of military operations.
Allowing Google to Choose
One limitation is the restricted access that the Department of Defense imposes on Google's main search product, for legitimate security reasons. Google optimizes its search capability by crawling the Web and storing popular pages in a cache, but the engine does not have access to all unclassified DOD Web sites. Even users who know how to limit searches to .mil sites are restricted from large chunks of DOD Web-based information.
Another problem with the Google method is its inability to provide truly military-centric results. For example, if a user searches for a topic that has few civilian equivalents, such as "60-mm mortar," military sites dominate the list of results. But if the search is for something with many civilian equivalents, such as "information management," pages of results will have to be reviewed before discovering useful military-centric links.
Even with the advanced options that allow users to narrow their searches, the information can be presented in a manner that does not facilitate easy discovery. Obviously, a Marine infantry battalion operations clerk and a submarine operations clerk would require their different versions of military-centric information. Considering the importance of getting information into the hands of junior service members, this Google type of search methodology becomes time-consuming if not downright counterproductive. It is in the best interest of the naval service to build a search engine and decision support tool specifically tailored for its purposes.
More Issues with Current Technology
Working in today's collaborative environment comes at a cost: effective participation requires users to understand the institutional structure of their organization. If users are looking for facts about the table of organization of the Marine Expeditionary Unit, they must know where in the Corps hierarchy to look. Is the information maintained by Headquarters, or the Combat Development Command, or somewhere else altogether? A lack of organizational basics can unintentionally raise barriers in an otherwise open and collaborative knowledge management system.
For example, senior knowledge workers, who are often major contributors to online workspaces, usually have a professional baseline of knowledge about the topic they are reviewing that their juniors do not have. Therefore the younger workers, who compose up to 80 percent of the force, are confronted with non-technical barriers to effectively participating.
Systems that fail to take into account the characteristics and needs of these members are inherently flawed. It is critically important to the Corps' combat effectiveness to ensure that they are increasingly empowered with the resources they need-including information management and decision support. Junior members cannot be an afterthought in the formulation of solutions.
The issue of accuracy is another critical matter. With multiple sources of similar information, currency is difficult to monitor and control. Furthermore, unverified, incomplete, or out-of-context information is too often lifted from one area and used in another. The problem is alleviated in systems where there is widespread transparency and lateral communication among contributors and consumers.
Addressing the Problems
The Marine Corps Warfighting Laboratory has created and is testing a Web-based, hybrid information-management and decision-support tool service called Corpspedia. Using the latest technologies, it provides guided access to wide-ranging service training and general knowledge. The object of Corpspedia is to facilitate discovery of quality information amid the-seemingly infinite amount available. This will be accomplished by two parallel functions.
Corpspedia will contain a searchable index of various Marine Corps topics. Each will serve as a node hyperlinked to other sites and information stores. Context cues will help users to determine the meaning of the available information, which will be presented in a design based on previously studied knowledge discovery behavior (text-search and click-flows). Working in parallel with that function, Corpspedia will be heavily instrumented. Users will be identified and associated with their Marine Corps Total Force System records. Every action (mouse click, search, comment) will be attributable to the user, tracked, and made available for analysis by Headquarters Marine Corps, the information contributor, and unit commanders.
This will address the ongoing issue of determining how to provide personnel with guided access to vetted knowledge. Those who contribute must be able to review feedback on discoverability of their content. The contributors will know, in quantifiable terms, how accessible their information is, in order to determine if their product is reaching the intended audience. This methodology has been proven in the private sector, where companies spend huge amounts of money to make their products appear high on a prospective client's list of search results. Knowledge contributors in Corpspedia have the same ability to market their product to prospective users.
A Workable Solution
Corpspedia is designed to be military-centric and provide users appropriate decision support. All users have guided access that enables them to explore supplemental resources. Additionally, the system needs to keep contributors informed regarding discoverability, as noted previously. This knowledge-management flexibility is essential for contributors, so that dynamic topics can be aggressively exploited while more mundane topics are also adequately maintained.
The Marine Corps Warfighting Laboratory's work on this innovative task has garnered wide support. If the experiment is successful, it will demonstrate a knowledge-management system fueled by user-behavior trends. It will facilitate easier discovery of information for users, particularly junior Marines. Decision makers will have better support when designating allocation of resources. Subsequent investigations of user information-discovery behavior and general knowledge management in the service will be aided. Trainers can refine methods to account for user preferences and thereby generate lessons that will be learned at a much faster rate.
Corpspedia will demonstrate the benefits that can be derived from a new approach to knowledge management and decision support-one that harnesses user behaviors to not only identify, but also predict information needs.