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Just as a reminder of what is going on at the front lines, former active duty helo pilot, USNA graduate, and - from 2007-10 a history teacher at Annapolis, J.A. Cauthen gives a front line view of much that we covered over the same timeframe from afar.
I highly encourage you to read the whole thing, but here are some highlights;
... expanding diversity in search of greater “fairness” actually institutionalizes a system of bias. Using diversity to manufacture demographic proportionality necessarily becomes insidious and counterproductive.
As a former history instructor at the Naval Academy (from 2007-2010), I witnessed the failings of the diversity initiative first hand. The poisonous atmosphere it created among midshipmen, faculty, and staff in non-academic and academic settings was detrimental to the cohesion of the institution. Unfortunately, once the diversity fetish is infused into an institution, it is nearly impossible to eradicate.
Changes made at the Academy in the name of diversity seemed harmless, if nonsensical, at first. For example, the Academy’s alma mater was revised to be gender-neutral by deleting the word “men” from two stanzas. (One wonders why students then are still called midshipmen.) That change was maddening even to some female alumni. But diversity demands ever-increasing action no matter how nonsensical.
This reckless search for the “correct” color and gender proportions manifested itself in one of the more callous examples I witnessed at the Naval Academy. The color guard, all male and mostly white, was invited to present the nation’s colors at the 2009 World Series in New York. At the last minute, the prospective color guard captain, a student of mine, was removed and replaced by a junior female member. According to the Washington Post, the motive for the change was to “make the service academy look more diverse before a national audience.”
Maybe it did, but the action was an affront to individual merit.
Diversity initiatives also tended to dilute academic expectations and standards. For instance, faculty members often had to refer midshipmen to the writing center for remedial instruction. Even with this resource, lecture and instructional time was sacrificed in order to teach basic essay writing to midshipmen. Basic writing is a skill you would assume nearly all college students (and especially those at the Naval Academy) would have learned in high school.
Bewildering as it may seem, some of my colleagues and I also had to devote a lecture period to library familiarization and usage. We discovered that many midshipmen had no idea how to navigate a library or access its resources. Fundamental reading, writing, and researching abilities should be assumed skills. When midshipmen arrived in class without those foundational skills, the academic environment suffered.
I remember well one prominent example of the problems associated with midshipmen who had been recruited and admitted under diversity initiatives.
This particular midshipman had a combined SAT score of 800: 450 math and 350 verbal. The midshipman’s reading comprehension and writing ability were well below the university level and likely below that of high school. Not surprisingly, this student struggled all semester.
The breaking point came with the submission of a plagiarized paper. The midshipman simply Googled “French Revolution,” copied and pasted in the first link’s content, and submitted it. I failed that individual in the course, documented the transgression, and forwarded the case to Honor Board for adjudication. But the midshipman was retained.
It seems that the nation’s highest levels of military leadership have succumbed to the false promise of diversity. How much of this is politically mandated? Admitting and graduating under- or unqualified midshipmen will eventually undermine the institution and the officer corps with potentially tragic consequences, but it resonates with the political elite because diversity has become an end unto itself.
Our nation’s civilian and military leadership evidently desire a more diverse military, one that better reflects demographic currents and those to come.
What they are overlooking is that military effectiveness is predicated on discipline, professionalism, and competence. Effective leadership is based on, among other qualities, trust, confidence, fairness, and competence. Everything else, including ethnicity and gender, is, or at least ought to be, irrelevant.
Winning wars, like winning in sports, requires the best talent, irrespective of race and gender. If our military is comprised of all white males or all Hispanic females because they merit the position, so be it. But to artificially construct a military based on a desired composition simply because it reflects the nation’s changing demographics or satisfies a political fetish is egregiously foolish.
No link to 'ole Sal, sadly. However, the WaPo article does link to CDRSalamander on the Color Guard story that was broke here, so we'll take the boobie prize.
As I continue to snivel, for the record, the use of "fetish" to address the obsession our institutions have with this Cultural Marxist concept was first brought in to common use in this blog a half-decade ago ... but I quibble. :) More and more, the truth is getting out, and these cancerous policies cannot stand the light and fresh air that they so very much need.
As I mentioned to a small cadre last week, this really should not see the light of day.
Whatever we do, we should not let Marine Corps officers read this ... as we would never hear the end of it.
Now, what kind of Salamanderesque attitude is that? I must be getting weak.
No, back to Vince Lombardi Salamander. Sunlight is the best medicine; things shouldn't be off limits just because it might create discomfort for some.
So ... navylive.dodlive.mil has been such a treasure trove of for the snark inclined as of late; it would be sad to let such glowing gems of leadership not to be gibbetted to the masses as examples of what not to do. We simply must do better.
I'll let you get their names from the link, but here is what we got for answers from the question; "How Do Junior Officers Inspire Innovation?"
BEHOLD!
A junior officer, or JO as we call them, are your typical new kids on the block. Even a seasoned JO has something to learn and discover about his or her leadership style. ... The willingness to try something new and think outside the box is a junior officer’s key to inspiring innovation. The impact this has on a Sailor, fellow officer, and/or entire crew can have lasting effects. Their ideas can spread throughout commands simply by word of mouth. Innovation and new ideas from a JO can be a breath of fresh air. A curious JO, who is constantly learning, will always try to think of something new.
...Working on the deck plates with Sailors on a daily basis is the greatest responsibility of a junior officer. Our position demands that we guide Sailors to their optimal potential, personally and professionally. Because we are on the deck plates, we see the flaws that “trickle down through the ranks.” While we are a Navy rooted in tradition, our finest resource is the diversity in which we are comprised.
...The role of the junior officer in the Surface Fleet has evolved over the years. The junior officers have become more of a bridge between officers and enlisted,...
...comparing what I do on Freedom to a junior officer’s role on a traditional CRUDES ship is like comparing apples and oranges.
On my cruiser, you wouldn’t find a single junior officer (including myself) helping to clean, move boxes from the pier to the ship, take down lifelines for a gunnery exercise, or even clean their own plate and flatware.
...When I help my Boatswain’s Mates move shackles from anchor windlass or my Operational Specialists write messages, not only am I helping accomplish a task to further the mission of the ship, I’m simultaneously building rapport and a stronger working relationship with my Sailors.
For the love of all that is holy, I need a drink.
Wait ... wait ... there is hope, and hope has a name.
There is one JO in this cluster that deserves to be mentioned by name. By name, as he gets a Salamander BZ and should give all hope that yes, our Navy still makes them right.
Very well played Lieutenant ... very well played.
I give you the Salamander JO of the Month; LT Austin Henne, USN, Main Propulsion Assistant on USS Freedom (LCS-1).
His answer made my week.
I recently attended a LCS PMS summit headed by Rear Adm. Gale The conference was focused on establishing clear informational objectives required prior to making a decision on the balance between LCS contractor preventative maintenance vs. ISEA based preventative maintenance. I was extremely impressed by the individuals representing SURFOR, NAVSEA, Lockheed Martin, NAVSES, LCS Squadron 1, and various entities.
While they expressed insight into their specialized fields, I quickly realized I was the only individual in the room who was currently serving on a LCS. When given the chance to speak, I made every effort to tell the story of the blue shirts on the deck plates who strive valiantly every single day to work hand-in-hand with contractors to ensure that LCS is a viable fleet asset to perform sustained operations at sea. However, the number of hours that ship force was spending on contractor maintenance was going largely undocumented. In short, the following week a request was made to ship force to document the man hours that ship force spent on contractor maintenance either tagging equipment out, operating machinery, or escorting personnel in secure spaces. I am very satisfied to know that the enormous effort that LCS Sailors are making are being more accurately documented.
Boom. It is all right there;
- Put the entire LCS cabal on report, they are a detached and abstractly focused group. In spite of the fact that LCS has been displacing water for years, they only have one serving person at the summit. All those very senior, very experienced, and very important people in one room .... and only one 1st-hand report among them. Gobsmacking.
- Blowing off the squishy question and instead giving an answer to the question you wish were asked.
- Speaking truth to power that their metrics and pretty PPT are garbage as maintenance hours are not reported correctly. The worse fears that those of us have had since the start of LCS's manning CONOPS are right there; contractor maintenance is not meeting the needs of the Fleet, and as a result, already overworked Sailors are having to do the work for them. By doing so, you effected positive change that will help HIS Sailors and HIS Navy.
- Speaking for HIS Sailors because they cannot speak for themselves. Putting himself out there for HIS Sailors, because that is what an officer does. Focused on the ability of HIS Sailors to do their assigned duties in support of HIS ship in the face of a support structure that is failing them. Ship, Shipmate, and then Self.
LT Henne; if you did this on purpose, BZ. If not, then even more of a BZ as you have the instincts of the best that we ask of our junior officers. Your peers that came first in the article should make sure and scroll down the page and ponder your entry.
Benchmark.
I never underestimate the Germans ... will they be able to make Sea Swap work where we failed?
Well ... can't fault their optimism;
On the F125 frigate, ... there will be eight crews for four frigates and crews will be changed every four months in theatre.
...
"In addition, to avoid an increase of overall personnel required, the ship's crew is limited to 120," Jedlicka adds.
Wow. Maybe you can. Perhaps only the very exacting Germans or Japanese could pull this off. I don't know, but it will be good to watch. Hey, they can pull off having bars on their warships without running aground hither-n-yon ... so why not?
BTW, the F-125 ain't no "frigate" - no, at 7,200 tons, well in to the modern destroyer category.
Forget about Sea Swap for a bit .... here are some real interesting concepts that need to be watched closely;
We have redundancy on board for the command post and the communications systems because it is essential to be able to communicate with everyone and have your internal procedures working," Jedlicka notes. "But we don't have redundancy for weaponry and sensors."
The F125 weapon system, too, is tailored to counter modern asymmetric threats. While the vessel will house long-range weapons such as a 127mm/64 lightweight naval gun, which can fire up to 35 rounds a minute and hit targets over 100km away, the majority of its weapons are ideal for much closer combat.
"This ship is not about using the most modern technology; the idea was to use what we have and focus more on close-in weapon systems and the protection of the ship," Jedlicka notes. "That's why you find lots of small gun calibres that give you a real advantage against small boats. These are perfect for the scenarios we have now in Africa with pirates."
But it's the four combat boats that will also be found onboard the F125 that Jedlicka is most excited about.
"This is a really new thing, which changes a lot," he emphasises. "If you have pirates in a small boat with hand-held weapons systems, they can inflict a lot of damage to a very expensive ship. So we decided that if we needed to investigate contacts, we should do so in a small ship."
...
The German Navy has therefore designed a small combat ship to carry out four roles: rescue and transport, boarding, escort and special forces use.
"You put a team of 16-20 highly trained personnel equipped with small weapons in these boats and you can fulfil your task without having an asymmetric threat to the frigate," Jedlicka explains.
Moreover, the F125 vessel is designed to support up to 50 members of the special forces, as well as their equipment onboard.
"This naval platform provides a unique facility to offer support in transport, logistics, communications and command facilities to special forces deployment," Jedlicka confirms.
That would explain its light AAW ability - and if I were the Germans I would be concerned that they have assumed away war at sea.
History doesn't like being ignored. Just a thought.
Hat tip Tom.
Because he knows I am such a fan of the SPS Principe de Asturias, Commander Luis Nardiz, Spanish Navy (CO of SPS VICTORIA (F-82) ), sent me a couple of pics from the farewell last week off of Cadiz. So sad to see her go so young.
Nice work by the Armada Española.
Interesting thing about Skipper Nardiz, his background is as a Harrier pilot. Interesting.
For the maritime wonks among us, it is another opportunity to ponder the relative size and utility of the Sea Control Ship, its replacement, the LHD Juan Carlos (L-61), ... and yes ... wait for it .... you'd be disappointed if I didn't bring it up ... but ...
THREE FRACKING OHP's THAT HAVE NOT BEEN CASTRATED!!!
Yes, I feel better.
Well ... ahem.
Hat tip to hewhoknowswhoheis.
This week's FbF will be largely stolen from Michelle Tan over at ArmyTimes who has done the best job I have read of putting the story right in the fewest words ... but considering the source, she won't mind.
This ain't just for the epic deployment stash either;
A former staff sergeant who helped repel one of the largest, most vicious battles against U.S. forces in Afghanistan will receive the Medal of Honor, the White House announced Friday.
Clinton L. Romesha, 31, will be the fourth living service member to receive the nation’s highest award for valor for actions in Afghanistan or Iraq.
At 5:58 a.m. Oct. 3, 2009, the enemy launched its attack from all four sides of the small COP, which was nestled in the bottom of a valley surrounded by towering mountains.
About 50 American, 20 Afghan and two Latvian soldiers were stationed at COP Keating, along with about a dozen Afghan Security Guards. Nearby, the 19 American and 10 Afghan soldiers at Observation Post Fritsche also came under heavy fire.
Firing a recoilless rifle, rocket-propelled grenades, mortars, machine guns and rifles, the enemy quickly wreaked havoc on the two positions.
In two minutes, the first U.S. soldier was killed as the enemy targeted the COP’s mortar pit and pinned down the soldiers at OP Fritsche, preventing them from providing supporting fire to COP Keating.
The Afghan troops and security guards reportedly quickly abandoned their posts, leaving the Americans and Latvians to fight alone.
During the first three hours of the battle, mortars hit the COP and OP every 15 seconds, and in less than an hour, the enemy swarmed the COP, breaching the Afghan army side of the compound. The enemy eventually set fire to the small outpost, destroying almost 70 percent of it.
Romesha and his fellow soldiers immediately fought back — and continued to fight for hours — as heavy enemy fire rained down on them from all directions.
According to the citation accompanying Romesha’s Medal of Honor, the staff sergeant moved under intense enemy fire to reconnoiter the battlefield and seek reinforcements from the barracks before returning to action with the support of an assistant gunner, who is identified in “The Outpost
” as Cpl. Justin Gregory.
Romesha “took out an enemy machine gun team and, while engaging a second, the generator he was using for cover was struck by a rocket-propelled grenade, inflicting him with shrapnel wounds,” according to the citation.
Undeterred by his injuries, Romesha continued to fight, and upon the arrival of another soldier to aid him and with the assistant gunner, Romesha again “rushed through the exposed avenue to assemble additional soldiers.”
Romesha then mobilized and led a five-man team and returned to the fight.
“With complete disregard for his own safety, Romesha continually exposed himself to heavy enemy fire as he moved confidently about the battlefield, engaging and destroying multiple enemy targets, including three Taliban fighters who had breached the combat outpost’s perimeter,” according to the citation.
As the enemy attacked the COP with even “greater ferocity, unleashing a barrage of rocket-propelled grenades and recoilless rifle rounds,” Romesha “identified the point of attack and directed air support to destroy over 30 enemy fighters.”
When he learned that other soldiers at a distant battle position were still alive, Romesha and his team provided covering fire, allowing three of their wounded comrades to reach the aid station, according to the citation.
Romesha and his team also moved 100 meters under “withering fire” to recover the bodies of their fallen comrades.
Romesha’s calm — and sense of humor — under fire is described in “The Outpost.”
During the battle, Romesha tries to rally Spc. Zach Koppes, who was pinned down in a Humvee.
As recounted in “The Outpost”:
Romesha ran up to the vehicle under enemy fire.
“This doesn’t look good,” Romesha said. “We’re all going to die.”
He laughed — he had a pretty dark sense of humor, Romesha. “You okay?”
Koppes looked at him. Bullets were ricocheting off the truck right next to him, but the staff sergeant just stood there looking back at Koppes, smiling the whole time.
Holy shit, he’s lost his mind, the specialist thought.
“Yeah, I’m good,” Koppes finally replied. “I still got this sniper behind me.”
“Okay, stay low and hang tight,” Romesha told him.
At that moment, the sniper shot at Romesha, who then ducked behind the Humvee and began playing peekaboo with the enemy, trying to draw him out so he could see exactly where he was firing from. He decided that the Taliban fighter was midway up on the Northface, so he fired the Dragunov [rifle] at the spot.
Then he turned and airily announced to Koppes, “All right, I’m going to head out.”
Romesha’s actions “throughout the day-long battle were critical in suppressing an enemy that had far greater numbers,” according to the citation accompanying his award. “His extraordinary efforts gave Bravo Troop the opportunity to regroup, reorganize and prepare for the counter-attack that allowed the troop to account for its personnel and secure Combat Outpost Keating.”
After the battle, COP Keating, which had been slated for months to close but had remained open because of continual delays, was shut down and destroyed.
Romesha, of Lake City, Calif., is married and has three children. He enlisted in the Army in September 1999 as an M1 armor crewman, and deployed to Kosovo and twice to Iraq before serving in Afghanistan.
Romesha left the Army in April 2011 and currently lives with his family in Minot, N.D., where he works as a field safety specialist for an oil field construction firm.
In addition to the Medal of Honor, Romesha’s awards and decorations include the Bronze Star, Purple Heart and Combat Action Badge.
I was going to take a pass on DivThu this week as, well, I tire of the topic.
That being said, one of my spies with the best eyes sent this along, and being that so perfectly hits so many of the "I told you so" spots - and VADM Dunaway sent it on THU - I feel, in a way, obliged.
So, we all know about the budget planning scrum going on right now.
"Mission Essential" eh? A little selective methinks. Scroll down and wait for it ... I think the Left-handed Lithuanian-American Lesbian Podiatrist of the Year Awardee will not be pleased.
-----Original Message-----
From: NAVAIR Commander
Sent: Thursday, January 17, 2013 13:48
Subject: UPDATE: Mission_Essential Travel, Hiring and Conferences
To all NAVAIR,
Yesterday, I released an all hands email on FY13 budget planning and impacts of a potential year-long Continuing Resolution. In response to your questions, I've asked NAVAIR Competency and PEO leadership to provide the following amplifying guidance, in accordance with Navy direction. We will do our best to keep you informed and respond to your questions as additional details become available.
VR,
VADM David Dunaway
//
* HIRING:
Consistent with Navy direction, OCHR has issued a hold on all new hiring actions and those hiring actions currently in process, pending Navy-level approval of Command hiring plans. These plans are due to Navy leadership by 25 January. In the meantime, we will execute hiring actions where an official job offer has been made in writing on or before 14 January 2013. Additional guidance will be provided to hiring managers when available.
* MISSION ESSENTIAL TRAVEL:
All non-mission essential travel and training should be minimized to the greatest degree possible. From now until 1 April, the first Flag/SES in the chain of command will determine whether travel is mission essential travel, based on the following "mission essential" categories. In these cases, only the absolute minimal number of attendees required to accomplish objectives should travel.
- Travel in direct support of critical warfighting and fleet operations (wartime operations, NATEC tech reps, FRC artisans repairing aircraft in the field)
- Travel which directly relates to Safety of Flight (mishap investigations, engineering investigations, etc.)
- Critical technical / milestone events to maintain program cost/schedule/performance (SETR events, government personnel required to witness formal test events, resolution of critical hardware and software technical issues, etc.)
- Command-directed support (contractual oversight, major weapon system negotiations, litigation, Command IG investigations, financial audits, etc.)
- Professional/statutory training driven by certification requirements (DAWIA certification, etc.)
- Military Personnel (selection board support, medical necessity)
- FMS-related travel
* CONFERENCES:
Below is the guidance for 2013 Conferences. Any exceptions or additions require Level 1 and AIR-00 review and approval.
- 43rd Annual Collaborative EW Symposium: Postponed until April 2013 or beyond
- NAVAIR Acquisition Symposium: Postponed until April 2013 or beyond
- International Aviation Logistics Improvement Team: Continue planning; only FMS-funded travel is authorized
- International Military Helo Conference: No Attendance
- Black Engineer of the Year Award Ceremony (BEYA): Follow CNO decision. If approved, attendance is limited to the absolute minimal number of individuals necessary to accomplish objectives.
- Propulsion Safety & Affordable Readiness P-SAR/Augmentor Design System Meeting: No Attendance
- National Society of Black Engineers (NSBE): Follow CNO decision. If approved, attendance is limited to the absolute minimal number of individuals necessary to accomplish objectives.
- Sea Air Space Expo: Follow CNO decision. If approved, attendance is limited to the absolute minimal number of individuals necessary to accomplish objectives.
