Navy Staff Officer's Guide Book Preview

NAVY STAFF OFFICER’S GUIDE

TITLES IN THE SERIES

The Bluejacket’s Manual

Career Compass

Chief Petty Officer’s Guide

The Citizen’s Guide to the Navy

Command at Sea

Developing the Naval Mind

Dictionary of Modern Strategy and Tactics

Dictionary of Naval Abbreviations

Dictionary of Naval Terms

Division Officer’s Guide

Dutton’s Nautical Navigation

Farwell’s Rules of the Nautical Road

Fighting the Fleet

Fleet Tactics and Naval Operations

General

Naval Tactics

International Law for Seagoing Officers

Naval Ceremonies, Customs, and Traditions

The Naval Institute Guide to Naval Writing

The Naval Officer’s Guide

Naval Officer’s Guide to the Pentagon

Naval Shiphandler’s Guide

NavCivGuide

Navy Staff Officer’s Guide

Newly Commissioned Naval Officer’s Guide

Operations Officer’s Guide

Petty Officer’s Guide

Principles of Naval Engineering

Principles of Naval Weapon Systems

The Professional Naval Officer: A Course to Steer By

Reef Points

A Sailor’s History of the U.S. Navy

Saltwater Leadership

Shiphandling Fundamentals for Littoral Combat Ships and the New Frigates

Surface Warfare Officer’s Department Head Guide

Watch Officer’s Guide

THE U.S. NAVAL INSTITUTE

Blue & Gold Professional Library

For more than 100 years, U.S. Navy professionals have counted on specialized books published by the Naval Institute Press to prepare them for their responsibilities as they advance in their careers and to serve as ready references and refreshers when needed. From the days of coal-fired battleships to the era of unmanned aerial vehicles and laser weaponry, such perennials as The Bluejacket’s Manual and Watch Officer’s Guide have guided generations of Sailors through the complex challenges of naval service. As these books are updated and new ones are added to the list, they will carry the distinctive mark of the Blue & Gold Professional Library series to remind and reassure their users that they have been prepared by naval professionals and meet the exacting standards that Sailors have long expected from the U.S. Naval Institute.

PRAISE FOR NAVY STAFF OFFICER’S GUIDE

“A beautifully written, well-organized, and up-to-date gold mine of vital data and wise advice. Particularly focused on the new naval era of fleetcentered operations. Will improve the quality of Navy staff work and decisions by Navy commanders, and empower officers new to a Navy staff to hit the ground running.”

—CAPT Peter M. Swartz, USN (Ret.), senior CNA strategy analyst and former Cold War U.S. Navy strategist

“An excellent read that would be very valuable for anyone reporting to a staff! Very readable with historical context that enlightens today’s staff constructs. Dale succinctly and accurately captures the essence of a Navy staff and provides experienced insights on how to succeed in your inevitable staff assignment.”

—VADM Phil Sawyer, USN (Ret.)

“Rielage’s book reminds me of working with him optimizing a large staff to take on the even larger challenge presented by PRC actions in the IndoAsia-Pacific. Reading his masterfully constructed book will serve you well working on and with staffs, inside as well as outside the Navy.”

ADM Scott H. Swift, USN (Ret.), former Commander, U.S. Pacific Fleet, and founder of The Swift Group LLC, national security consultancy

“A one-of-a-kind work capturing the essence and purpose of staffs supporting commanders across the gamut—from squadron, fleet, and combatant commands to the enterprise level and echelon one. Rielage deftly outlines the skill and art of effectively supporting ‘commander’s intent’ in an increasingly connected world.”

RADM Robert P. Girrier, USN (Ret.), Senior Fellow, CNA; president emeritus, Pacific Forum International; co-author, Fleet Tactics and Naval Operations, Third Edition

NAVY STAFF OFFICER’S GUIDE LEADING WITH IMPACT FROM SQUADRON TO OPNAV

CAPT DALE C. RIELAGE, USN (RET.)

Dedicated to the eight naval intelligence professionals on the staff of the Chief of Naval Operations who perished while on watch in the Pentagon, September 11, 2001.

CDR Dan Shanower, USN

LCDR Vince Tolbert, USN

LT Jonas Panik, USN

LT Darin Pontell, USN

Angela Houtz

Brady Howell

Gerard P. Moran

IT1 (SW) Julian Cooper, USNR

Introduction

So you have orders to a staff. Congratulations!

If you are like most U.S. Navy officers, you have an ambivalent view of staff duty. The culture of the U.S. Navy focuses on our operational forces. Sea duty is the touchstone of our professional identity. Our founding narrative centers on the six frigates commissioned in the 1790s. Led by captains such as Decatur, Bainbridge, and Preble, they sailed over the horizon, orders in hand, to represent and defend the new nation. Having defeated Barbary pirates and bested individual ships of the British Royal Navy—then the most powerful navy in the world—their names have been preserved and honored for more than two centuries. It is hard for us to imagine any of them answering to a staff.

Good Navy officers want to be at sea, and in as independent and responsible a role as possible.

Nonetheless, the way the U.S. Navy fights—the way it must fight to defend our nation—is impossible without the command and control provided by the naval staff structure. Military staffs are a relatively new invention, born of necessity in the face of the complexities of modern warfare. Our counterparts in the ground and air forces came to this realization generations ago and embraced both the need for and the requirements of staff work as an essential part of victory. Our Navy has had a more complicated relationship with its staffs. Even while advocating for more effective naval administration, RADM Alfred Thayer Mahan warned that “the habit of the arm-chair easily prevails over that of the quarter-deck; it is more comfortable.”1 The Navy has often dismissed the impact of its staffs even when they have gotten their challenging work nearly perfect. In that light, this book has two purposes.

The first is simply to convince you that what Navy staffs do matters— often profoundly—to our service and to our success at sea. The law that creates the U.S. Navy states that it exists “primarily for prompt and sustained combat . . . at sea.”2 Staffs do not fight, but they set the stage for the fight. The Navy that sails forth tomorrow will be the product of decades-old staff work; it will be trained to a standard established by a staff to execute tactics designed by a host of other specialized staffs, all to execute a plan conceived and written by yet another staff. Staffs might not win the fight, but bad staff work can lose it before the first shot is fired. To understand how good staff work happens, this book will walk through how we got to where we are, the reasons that our staffs exist as they do, the impact they have on our Navy, and how you as a Navy leader can use a staff to make meaningful and enduring change.

The second purpose of this volume is to arm you to function effectively within a staff. No competent naval officer would go to operational command without careful preparation. Indeed, any operational assignment will usually include formal schooling on the platform and its weapons and sensors, along with a hundred ways to teach the informal norms and expectations of the operational environment, even down to what sea stories are considered worth telling in our wardrooms, clubs, and ready rooms. But when was the last time you had shipmates together swapping staff stories? Staff duty uses a different set of tools, has its own formal and informal expectations, and offers unique opportunities, challenges, and pitfalls. Many officers arrive on staff with no idea of the tools at hand, but the best officers work to understand those tools before they report on board.

Along the way, the path will be marked with vignettes, or sea stories. Like buoys (or wrecks) on a chart, they serve to mark our course. They also remind us that some of our greatest naval leaders have made an impact serving in and leading staffs.

One of the reasons that a Navy Staff Officer’s Guide has not been attempted before is the complexity and diversity of Navy staffs. Consider the different experiences and needs of

• an unrestricted line lieutenant on a destroyer squadron (DESRON) staff, someone who is comparatively junior and learning to think beyond the needs of a single unit for the first time;

• a post-department-head lieutenant commander joining a numbered fleet staff and tasked with defining how the full range of maritime power fights at the operational level of war;

• the senior commander who has dodged staff duty, but who is now going to the Pentagon to join the Office of the Chief of Naval Operations (OPNAV) staff, and who is suddenly in the midst of shaping the Navy that will exist long after they have retired; and

• the captain arriving at a systems command, and who is expected to be the voice of the fleet to an audience of hundreds of systems developers and scientists.

While the mission of each of these staffs is different, there are common elements to how staff officers function and succeed. Effective coordination, clear communication, and an understanding of the commander and their mission remain central to the staff experience. That said, part of this volume will consider the unique elements of each type of Navy staff, which is an understanding that should be part of every officer’s tool kit.

Readers familiar with the U.S. Naval Institute’s Blue & Gold Professional Series, including such excellent works as Watch Officer’s Guide and Command at Sea, will find this volume to be slightly different. This book is not intended as a reference. Staffs excel at generating paperwork, and there are plenty of directives, instructions, and doctrine that cover the official details of each staff. This volume will be less formal and will focus on the best practices and hard-won experience of Navy officers tasked with turning these instructions into action for the service.

It is worth noting that service on joint staffs is also an essential part of how our Navy works. Since the passage of the Goldwater-Nicholas Department of Defense Reorganization Act of 1986, service on joint staffs has gone from career-limiting anomaly to a routine and important part of a Navy officer’s career progression. Much of this book should be useful to officers in joint assignments. That said, the joint world has a somewhat

different culture and is already served by a number of staff guides, both formal and informal. Several of these are found in the Further Reading list at the end of this book.

Whether your assignment represents an eagerly sought opportunity or a necessary step in your career progression, duty on a Navy staff can have a profound and positive impact on both you and the Navy. There is opportunity in staff work: opportunity for impact, for growth, for learning, and for personal success. When you do go back to the fleet, you will have a better understanding of the guidance and process that makes it go. Embrace it and make a difference for our Navy.

Let’s get under way.

What Is a Navy Staff?

Grouping Navy staffs together is a bit like describing mammals as a group. The category describes a breathtaking diversity of life, but also a diversity bound together by common elements.

At the most fundamental level, a Navy staff is an administrative structure designed to help a commander carry out the responsibilities of command that extend beyond a single unit. A staff has only two purposes—to inform the commander, and to exercise some element of the commander’s authority. Thus, the size and structure of any staff flows from the command responsibility entrusted to the commander.

While each staff was created and developed over years for a multitude of reasons, the structure of a staff should be guided by the basic principles stated in the “Standard Organization and Regulations of the U.S. Navy”: “The requirements for battle shall be the primary basis for unit organization.”1

The commander’s role in battle, directly or indirectly, must be the foundation of any staff. That role will then drive the basic characteristics of the staff: focus, placement, size, time horizon, and permanence.

Focus

Some staffs have direct line authority over combat operations. For these staffs, clear lines of authority, speed of decision, and tight communications are essential. Other staffs have direct authority over support functions, such as maintenance or basing. These staffs will focus on integration between support elements and combat forces, producing partnerships and liaison elements. Other staffs have direct authority only in a highly specialized

arena, such as the acquisition of a single complex weapons system. These staffs cultivate expert knowledge and apply it to decisions that will shape Navy forces for decades.

Sometimes, as will be discussed later, a staff will have a foot in several camps, directing both the operations and maintenance of a force. In these cases, the natural habit of naval commanders is to focus on current operations (COPS); their staff needs to ensure to the maximum extent possible that the commander addresses all aspects of their responsibilities.

Placement

Navy commanders love being at sea. The image of exercising command at sea is traditionally more glamorous and prized among seniors, and any exceptions, such as FADM Chester Nimitz, are rare. However, many Navy staff missions are best executed from shore, often in proximity to the other commanders and commands that share the mission or that impact the commander’s success. Later in this book we will talk at length about the benefit and challenges of exercising command from both environments.

Size

Staffs come in all sizes, from the Navy staff in the Pentagon to the staff of the smallest destroyer squadron (DESRON). Each will have a significantly different feel based on size, and yet all believe they are undermanned for their tasks.

Staff Growth

It is an iron-clad rule that staffs are under pressure to grow. This dynamic creates a classic case where rational individual decisions cumulate in an irrational outcome. The operating environment grows more complex, new missions are added, and any rational staff officer will seek help in the form of more hands on the rope. Usually, that perceived need produces no results. Once in a blue moon, however, it produces a new billet, a new office, or a new staff code. Over years, these results accumulate, and staffs grow larger.

Afloat staffs have the constraint of fitting onboard an afloat platform. While the Navy has shoehorned more and more staff members on its

flagships, there is usually recognition of some upper limit. Ashore, it is a different story.

Consider Third Fleet as an example. In World War II numbered fleets were created to plan and execute major combat operations. At the end of World War II, Third Fleet under ADM William “Bull” Halsey was, in the words of FADM Ernest J. King, “the greatest mass of sea power ever assembled.”2 Planning for the invasion of Japan contemplated more than three thousand vessels participating in the operation. At the time, the Third Fleet staff mustered fifty-six officers. Most of these were junior officers tasked with keeping the flag plot and manually coding and decoding the most sensitive messages, a task that naval regulations required be performed by a commissioned officer.

Today, Third Fleet operates from a complex of buildings on Point Loma, near San Diego, California. The staff supports the readiness and training of naval forces based on the West Coast, as well as commanding operations in the eastern Pacific and selected operations beyond. Its headquarters staff musters several hundred officers, Sailors, and civilians. Certainly, its scope of responsibility has changed, but the requirements of well less than two hundred ships in 2020 do not exceed by many times those of thousands of ships in combat in 1945.

Every staff officer should be familiar with Van Creveld’s Law: “Confronted with a task and having less information available than is needed to perform that task, an organization may react in either of two ways. . . . [It may] increase its information-processing capability [or] design the organization . . . to enable it to operate on the basis of less information. These approaches are exhaustive; no others are conceivable.”3

The challenge is that “the former approach will lead to a multiplication of communications channels (vertical, horizontal, or both) and to an increase in the size and complexity of the central directing organ [i.e.: the staff].”4 These staffs of ever-increasing complexity eventually fail under the friction of their own processes. In combat, they are defeated by a more agile enemy who manages uncertainty better and who makes faster, timelier decisions. In peacetime, they become the staid bureaucracy that prevents adaptation and impedes the commanders they are supposed to enable.

Later in this book, we will discuss the mechanisms by which Navy staffs assess their personnel needs and control growth. The overarching rule, however, should be to assume that the cumulative impact of decisions made with good intent have made any staff too large until proven otherwise.

Abraham Lincoln, 39

access. See security clearances

acquisitions: ASN RD&A, 250, 258, 259; intelligence support to, 159–60; OSBP and, 253; PEOs and, 259; SESs and, 124; SYSCOMs and, 257–58

action officers (AOs), 65, 79, 244

Activity Manpower Document (AMDs), 114

administrative control (ADCON), 168, 200

afloat staffs, 200–14; about, 200; amphibious squadron, 201–2; Blue Ridge, 205, 206, 209–10; carrier strike groups (CSGs), 202–3; COPS and, 165; CWC concept and, 210–13; destroyer squadron, 200–1; in early Navy, 9; expeditionary strike group (ESG), 202; information technology and, 70–71; intelligence support and, 157; MCA and, 219; MPSRONs, 203; NCIS and, 59; numbered fleets, 203; practicalities of CWC concept, 213–14; semi-afloat/ deployable staffs, 206–8; staff growth and, 6–7; staffing, 114; surge operations and, 34; uniqueness of, 204–5; working with flagships, 208–10

after action review (AAR), 195

air and missile defense commanders (AMDCs), 203

air defense-capable surface combatants, 203

air resources element coordinators (ARECs), 213

air tasking orders (ATOs), 171

air warfare commanders (AWCs), 212

aircraft carriers, 202, 210, 212, 257

amphibious ready groups (ARGs), 157

amphibious squadron (PHIBRON), 201–2

Anti-Deficiency Act, 62–63, 100

antisubmarine commanders (ASWCs), 213

areas of responsibility (AORs), 163, 217

ashore staffs, 6, 7, 9

Asiatic Squadron, 15, 16

assessments: after action reviews (AARs), 195; budget decision, 242; INSURV assessments, 235; intelligence support and, 154, 156, 157, 158; MOC assessments, 228–29; operational assessment, 184–85; OPNAV staff and, 236; PowerPoints and, 103; of readiness, 177–78

assets: commander control and, 25; CWC concept and, 213–14; integration of, 203, 213; intelligence operations and, 156, 157, 159; professional interpreters as, 138

Assistant Secretary of the Navy (Energy, Installations and Environment) (ASN EI&E), 250

Assistant Secretary of the Navy (Financial Management and Comptroller) (ASN FM&C), 250

Assistant Secretary of the Navy (Manpower and Reserve Affairs) (ASN M&RA), 250

Assistant Secretary of the Navy (Research, Development and Acquisition) (ASN RD&A), 250, 258, 259

Atlantic Fleet: FFC and, 217–18, 255; under King, 16; TYCOMs and, 255; WWI and, 14–15

audiovisual (AV) systems, 78 auditor general (AUDGEN), 252 authority: ADCON, 168; FITREPs and, 148–49; focus and, 5–6; foreign disclosure process and, 138–40

aviation squadrons, 157

B2C2WG (boards, bureaus, centers, cells, and working groups): briefing and reviewing of, 226–27; element characteristics of, 223, 225; structure types, 222

battle watch captains (BWCs), 166–67

battlespace awareness (term), 155

Beirut Marine Barracks Bombing, 21

Benson, William S., 13

Blue Ridge, 203, 205, 206, 209–10

Board of Navy Commissioners, 9–10

Bravo Zulu, 48, 95, 109, 267n2

brevity, 87, 108

briefings, 105–8

Bureau of Alcohol, Tobacco, & Firearms (ATF), 58

Bureau of Naval Personnel Instruction (BUPERSINST), 148

Bureau of Navigation, 18

Bureau of Ships, 19, 263

Bureau of Supplies and Accounts, 118

bureau system: B2C2WG, 222, 226–27; chiefs of, 13, 18; defined, 223; establishment of, 10; Martime Operations Center (MOC) and, 222; reorganization of, 10–11

Burke, Arleigh: on categorical statements, 80; on deputy commanders, 37–38; fighting instructions, 35; on intelligence and operations, 154; PAOs and, 53; on Pentagon, 244; Raborn and, 20; as staff officer, 261–63

business cards, 74, 82

career progression, 3–4, 146–51

carrier air wing commanders (CAGs), 212

carrier air wing (CVW), 203

carrier intelligence center (CVIC), 157

carrier strike groups (CSGs): after Cold War, 215; CSG commanders, 124–25, 210, 212, 213; CSG staff, 202–3, 212; CWC concept and, 200, 210–14; ESP staff and, 202; intelligence support and, 157; operational networks and, 162; Richardson on, 21; STWO course and, 67

casualty reports (CASREPs), 178

Central Adjudication Facility (DoDCAF), 68

Central Command, 217

chain of command: civilian personnel and, 119; distribution lists for, 66;

FITREPs and, 148–49; joint command and, 21; Pearl Harbor and, 179; PEOs and, 259; SYSCOMs and, 259 challenge coins, 126

change of operational control (CHOP), 168 chaplains, 60 Chesapeake, 9

chief information officer (CIO), 252

chief learning officer (CLO), 252

chief of legislative affairs (CLA), 251–52

chief of naval information (CHINFO), 251

Chief of Naval Operations (CNO): ADCON and, 235; Benson as, 13; Burke as, 263; CHINFO and, 251; CINCUS and, 15; CNO N09P and, 235; command relationships and, 24; as echelon one commander, 235; echelons of command and, 66, 216–17; establishment of, 13; flag aides of, 45; Fleet Problem exercise series and, 15; JAG and, 252; Joint Staffs (JSs) and, 234; maintenance and, 173; operational authority of, 19; OPNAV N00N and, 234–35; OPNAV N1 and, 236; OPNAV staff and, 236; OPNAV staff as, 233–34; Richardson as, 15, 21, 179; SYSCOM and, 258; Tailhook 91 scandal and, 254; VCNO and, 234; warfare enterprise and, 257

Chief of Naval Research (CNR), 252

Chief of Staff (CoS): about, 37–41; FITREPs and, 148, 149; KMOs and, 62; role of, 38–39; SESs as, 124; Staff Command Triad and, 37–38

China (PRC), People’s Republic of, 21 civilian personnel, 117–27; about, 117–18; on Board of Navy Commissioners, 9; chain of command and, 119–20; civilian protocol officers, 49; communication methods, 121–22; contract personnel, 125–26; documentation, 123–24; DUSN as civilian advisor, 251; evaluations, 120; executive directors (EDs), 40–41; grade levels, 119; key points for success with, 127; media and, 52; Naval Audit Service, 252; NCIS and, 59, 254; performance issues, 123–24; position descriptions (PDs), 120; recognition of, 122–23; SARCs and, 63; senior

leadership positions, 124; training and development, 122; work hours, 120–21 classification levels, 79, 101, 102 Coast Guard liaison officers, 64 Cold War era, 19–20, 215, 217, 263 collateral duty intelligence officers, 157 collateral training officers, 191 Columbia accident, 102–3 combat direction center (CDC), 210 combatant command (COCOM), 25, 167, 217 combatant command (CCMD): command relationships and, 167; NCCC and, 189; USAF and, 171, 230 combatant commander (CCDR): FCC designation and, 218; joint commands, 24, 167, 184, 217; JOPES and, 184; OPNAV and, 233; planning process and, 181, 182, 184; regular reports, 91; USTRANSCOM, 176

COMINCH (Commander in Chief), 16–17, 18. See also Commander in Chief, U.S. Fleet (CINCUS) command, naval air force Atlantic (COMNAVAIRLANT), 256 command, naval air force, U.S. Pacific Fleet (COMNAVAIRPAC), 256 command and control (C2): command post exercise (CPX) and, 194; commander control and, 25, 187; commanding information warfare, 231, 246; communication clarity and, 93; composite warfare commander (CWC) concept and, 210–11, 231; decentralization of, 16, 220; expeditionary strike group (ESG) and, 202; importance of, 1; Inouye Amendment and, 218; joint maritime operations and, 202, 210, 220, 246; Maritime Operations Centers (MOCs) and, 220–21, 231; Maritime Prepositioning Ships Squadrons (MPSRONs) and, 203, 219; semiafloat/deployable staffs and, 206; signal flags and, 9; Spanish-American War and, 11; USAF’s air operations center (AOC), 220–21; WWII controversies over, 14. See also Maritime Operation Centers (MOCs)

“Command and Control for Joint Maritime Operations,” 210 command master chief, 40

command post exercise (CPX), 194, 197 commander, naval information forces (NAVIFOR), 256, 257

commander, naval special warfare command (NSW), 256

commander, naval surface force Atlantic (COMNAVSURLANT), 256

commander, naval surface forces, U.S. Pacific fleet (COMNAVSURFPAC), 256

commander, navy expeditionary combat command (NECC), 256

commander, submarine force, Atlantic (COMSUBLANT), 256

commander, submarine force, U.S. Pacific fleet (COMSUBPAC), 256

commander, U.S. Fleet Forces Command (COMUSFLTFORCOM), 66, 227

commander, U.S. Naval Forces Central Command (COMUSNAVCENT), 217

commander, U.S. Naval Forces Southern Command (COMUSNAVSO), 217

commander, U.S. Pacific Fleet (COMPACFLT), 227

Commander in Chief, U.S. Fleet (CINCUS), 15, 16, 17

commander(s), 22–36; about, 22–23; chain of command and, 23–25; command responsibility of, 5; commander control, 25; commander’s business, 25–26, 35–36; communicating empowerment, 27; communication methods, 30–31; comptrollers and, 63; echelons of command and, 66; ethics and, 46–47; fighting instructions, 35–36; FITREPs and, 148; flag aides and, 45; influencers, 29; informal bosses and, 25; information flow, 33; information intake, 29–30; intelligence cycle and, 156; intelligence support and, 157; intelligence teams and, 160–62; JAG and, 57; learning opportunities, 30; lieutenant commanders, 49; military grade equivalents, 119; numbered fleet commanders (NFCs), 64; PAOs and, 52–55; personalities, 31–32; PIRs and, 156; planning process and, 183–84; SARCs and, 63–64; speechwriters and, 55–56; staff’s latitude, 26–27; time, 33–34; time management, 27–28; tone, 35

Commander’s Action Group (CAG), 50–51

commander’s critical information requirements (CCIR), 156 commanding officer of troops. See staff commanding officer communication methods, 83–110; about, 23, 28, 31, 83–84; afloat staffs and, 207; briefing, 105–8; data visualization, 102–5; directive authority and, 93–94; EAs and, 43; elevator pitch, 108–9; formal coordination, 98–99; handwritten notes, 109; memorandums and point papers, 96–97; MOUs and MOAs, 99–100; naval messages, 94–95; new assignments and, 70, 72, 73, 74; PowerPoint, 100–106; professional writing, 109–10; radio frequency (RF) spectrum, 207; regular reports, 91–92; security and, 74; selecting, 90, 95, 96; SOPs and, 129; SSICs, 97–98; tool choice, 95. See also email communication

communications, 186–90; about, 186–87; afloat staff, 190; communication systems plan, 189; communications COPS, 188; communications watch, 188–89; empowerment and, 27; flexibility of, 205; FCCs and, 190; horizontal channels of, 7; limits and risks of, 187–88; multiplication of channels of, 7; shore IT networks and, 190; shore staff, 190; staff COMMO, 190, 207–8; telegraph and, 12; vertical channels of, 7

Communications and Information Systems Center (CISC), 188

communications plans (COMPLANs), 188

communications security (COMSEC), 188

composite warfare commander (CWC) concept: afloat staffs and, 210–13; authority and, 26; DESRON and, 200; MOC concept and, 231; practicalities of, 213–14; tactical watchstanding courses and, 67

comptrollers, 62–63

concept development conference (CDC), 194

concept of operation plans (CONPLANS), 182

Congress: acquisitions and, 160; AntiDeficiency Act, 62–63; Chief of Legislative Affairs (CLA) and, 251–52; Chief of Naval Operations (CNO) position and, 13, 234; commanders and, 25; congressional liaisons, 52, 99; creation of Board of Inspection and Survey (INSURV), 235; creation of Board of Navy Commissioners by, 9; dealing with, 114–16; Defense Readiness Reporting System (DRRS), 178; headquarters reduction reforms by, 236; informal bosses in, 25; Inouye Amendment, 218; Naval Criminal Investigative Service (NCIS) and, 254; Office of the Chief of Naval Operations (OPNAV) and, 239; overseas contingency operations (OCO) and, 125; public affairs officers and, 52; reporting to, 179; Secretary of the Navy (SECNAV) position and, 249; Senate confirmations, 10; Status of Resources and Training Systems (SORTS) and, 177 Constitution, 9, 205, 233 construction, equipment, and repair bureau, 10 contact information, 74 continuity of operations planning (COOP), 206 contract personnel, 125–27

COPE tool, 55 counterintelligence coordinating authority (CICA), 59

crisis action planning (CAP), 181, 182 critical information requirements (CCIRs), 26 critical intelligence parameters (CIPs), 160 critical process spectrum management, 189

culinary specialist, 46 current operations (COPS) 6

daily intentions messages (DIM), 166 data visualization, 102–5

Defense Acquisition Workforce Improvement Act (DAWIA), 259 defense attaché offices, 134–35

Defense Intelligence Enterprise, 163

Defense Language Proficiency Test (DLPT), 137

Defense Logistics Agency (DLA), 176

defense organizational (command) climate, 26

Defense Readiness Reporting System (DRRS), 177–78

defense travel system (DTS), 72, 82

Department of Defense (DoD): acquisitions and, 88, 160, 259; Central Adjudication Facility (DoDCAF), 68; classified information categories, 140; COCOM acronyms and, 167; comptroller and, 62; comptrollers and, 62; contractors and, 125; creation of, 19; DAOs and, 134; defense attaché offices, 134–35; digital signatures, 85; DRRS and, 178; executive directors (EDs) and, 41; file sharing and, 104; foreign disclosure and, 139–40; informal bosses and, 25; liaison offices and, 135–36; OCO money, 125; OPNAV N3N5 and, 240, 243; PEOs and, 259; PPBE process and, 237; readiness reporting and, 177–78; security clearances, 68; Tailhook 91 scandal and, 253, 254

Department of Navy (DoN): CIO and, 252; CLA and, 251–52; DoN TRACKER, 75; DUSN and, 251; general counsels (GCs) and, 57; Naval Audit Service and, 252; Naval IG and, 252; NCIS and, 253, 254; OLA and, 114–16; OSBP and, 253; SAPs and, 253; Sexual Assault Prevention and Response Office (DoN SAPRO), 252

deploying staff, 8, 59

deputies, 37–41

Deputy Chief of Naval Operations (DCNO): FITREPs and, 148; Mitscher as, 262–63

Deputy Chief of Naval Operations for Information Warfare (OPNAV N2N6), 73, 228, 240, 243

deputy commanders, 37–39, 148

deputy executive assistants, 44

Deputy Under Secretary of the Navy (DUSN), 251

desk officers, 133–34

DESRON staffs: CSG and, 203; CSGs and, 203; experience and, 3; intelligence support and, 157; purpose of, 22; SAGs and TFs, 200–1; size of, 6, 201; STWO course and, 67; time horizon and, 6

destroyer squadrons (DESRONs): afloat staffs, 200–201; Burke and, 35, 261; intelligence support and, 157; support functions, 172; SUWCs and, 200, 212, 213, 261; training and, 191; training staff and, 192 direct support, 167–68

directive authority, 93–94

director, DoN Sexual Assault Prevention and Response Office (DoN SAPRO), 252

director, DoN Special Access Program Central Office (DoN-SAPCO), 253 director, Maritime Operations Center (MOC-D/DMOC), 165 director, maritime operations (DMO), 165 director, Naval Criminal Investigative Services (NCIS), 253 director, Naval Nuclear Propulsion Program (OPNAVE N00N), 234–35 director, Navy staff (DNS), 234 director, Office of Small Business Programs (OSBP), 253 discretion, 43, 90 documentation, 123–24

DoD Central Adjudication Facility (DoDCAF), 68 Dunn, Patrick, 245

echelons of command, 66, 216–17, 235, 256 elevator pitch, 108–9 email communication, 84–94; acknowledgments, 87; attachments, 88; brevity, 87; civilian personnel and, 124–25; closings, 85; CYA emails, 94; delegating access, 91; digital signatures, 85; directive authority and, 93–94; discipline, 88; discretion and, 90, 124–25; encryption, 85; FOIA and, 89; ghost emails (GEMs), 92–93; out-of-office messages, 85; personal email, 89–90; precautions, 85–86, 93; privileged communications, 90–91; regular reports, 91–92; responses, 87; rules for success, 86–87; security and, 84; selecting, 90, 95, 96; seniority of addresses in, 85; seventeen-line rule, 88; signature blocks, 74, 85; tear lines, 88; use of, 84; Washington Post test, 88–89

enlisted aides, 45, 46, 47 ethics, 46–47, 57

excepted service (GG) positions, 118 execute orders (EXORDs), 166 executive assistants (EAs), 42–44, 78, 92, 146, 149 executive directors (EDs), 37–41, 62, 124 Executive Level Operational Level of Warfare Course (ELOC), 67 exercise control group (ECG), 195 exercises, 193–97; assessment phase, 195; categories of, 194; design phase, 194; execution phase, 195; Fleet Problem exercise series and, 197–99; free play, 196; joint exercises, 194; life cycle of, 194–95; planning phase, 195; preparation phase, 195 expeditionary strike group (ESG): afloat staffs and, 202; C2 and, 202; command relationships, 256; STWO course and, 67

Federal Bureau of Investigation (FBI), 58 field training exercises (FTX), 194, 195, 196

Fifth Fleet, 19, 216, 217 fighting instructions, 35–36

final planning conference (FPC), 195 financial issues: comptrollers and, 62; flag aides and, 45; Inouye Amendment and, 218; overseas contingency operations (OCO) money, 125; staff officer assignments and, 71–72. See also acquisitions

fitness reports (FITREPs), 34, 148–51

Fitzgerald-McCain collision, 218–19

flag aides, 45, 48

flag officers: as CHINFO, 251; COPS and, 165; CSG and, 203; enlisted aides (EA) and, 47; ethics and, 46–47; flag aides and, 45; flag captains, 9; loops (aiguillettes) and, 42; military grade equivalents, 119; role of, 38–39; of Royal Navy, 9; speechwriters and, 55

flag rank, joint duty and, 20–21

flag secretary, 42, 47, 49

flag writer, 47–48, 49, 92

flagships: 9, 17, 206–7

Fleet Command Center (FCC), 165–70, 190, 220, 222, 223

fleet commands: about, 215; battle rhythm and, 225–26; echelons of command, 216–17; joint command roles, 229–30; maintenance and, 173; MOC

certification, 228–29; MOC future challenges, 230–32; MOC governance, 226–27; MOC standardization, 227–28; MOC-D/DMOC, 229; MOCs and, 219–25; OTE (organize, train, equip) functions, 215–16; readiness and, 178–79

Fleet Forces Command (FFC): as echelon two command, 66, 216; establishment of, 217–18, 255; fleet maintenance officers and, 173; fleet staff for, 217–18; Inouye Amendment and, 218; MCA and, 219; MOCs and, 221, 228; OFRP and, 219

fleet maintenance officers, 173

Fleet Marine Officer (FMO), 64

fleet master chief, 40 Fleet Problem 15, 196–99

fleet readiness training plan (FRTP), 191

fleet staff: echelons of command and, 216–17; maintenance and, 173; NCIS and, 59; permanence and, 8; time horizon and, 8

fleet training continuum (FTC), 191

fleet training office, 193

force master chief, 40

foreign area officers (FAOs), 133–34

foreign disclosure officers (FDOs), 139–40 foreign disclosure process, 138–41 foreign disclosure representatives (FDRs), 140

foreign liaison officers (LNOs), 141

foreign policy advisor (FPA), 136; special staff, 57–58

Foreign Service officers (FSOs), FPAs as, 57 formal coordination, 98–99

forward-deployed naval forces (FDNFs), 216, 218–19

Fourth Fleet, 216, 217 Fox, Gustavus, 10 fragmentary orders (FRAGOs), 166 free play, 196

Freedom of Information Act (FOIA), 89, 251

Friedman, Norman, 210 future operations (FOPS), 164–65, 170, 182 future plans (FUPLANS), 164–65, 182

Gates, Thomas S., 20

General Board of the Navy, 11 general counsels (GCs), 57, 251

general schedule (GS) positions, 118

German Imperial Navy, 161–62

Gerstner, Louis V., Jr., 193

ghost emails (GEMs), 92–93 gift giving, 142–45

Goldsborough, Charles W., 117

Goldwater-Nicholas Act of 1986, 3, 20–21

Gordon, Andrew, 188 government travel charge card (GTCC), 71, 82

Guam, 17, 168–69, 170, 203 guidance, 181

Halsey, William “Bull,” 7, 19 handwritten notes, 109 heritage speakers, 136–37

High Nines (OPNAV N9), 242–43, 255

Holloway, James, 144

hospitality, 46

human intelligence (HUMINT) collectors, 156

human resources offices (HROs), 123

immediate superior in command (ISIC), 113

Indianapolis, 168–70

individual development plans (IDPs), 122 informal bosses, 25

information: access formula, 68; CHINFO, 251; classified information categories, 140, 142. See also security; security clearances

information flow, 33, 34; KMOs and, 62; PAOs and, 54–55; tasking systems and, 74

information technology (IT) systems: CIO and, 252; contract personnel and, 125; email and, 84; logistics and, 176; ONI and, 163; staff officer assignments and, 70–71, 73–74

information warfare commanders (IWCs), 212

information warfare forces, 256, 257

initial planning conference (IPC), 195

inorganic assets, 157

Inouye Amendment, 218

institutional memory, 73, 82

integrity, 53, 87, 121, 178–79, 208, 252, 254

intelligence, 152–63; 9/11 attacks and, 245–46; about, 152; FOPS and, 155; intelligence cycle, 155–56; intelligence

networks, 162; intelligence operations, 156–59; intelligence teams, 157, 160–62; at operational level of war, 159; operational networks, 162–63; OPINTEL, 155; strategic and technical networks, 163; support to acquisitions, 159; support to operations, 154–56; tradecraft standards, 158; understanding uses of, 153–54 intelligence officers, 139–40, 154, 161–62 Intelligence Specialists, 154, 157, 209 international engagements, 128–36; international fleet reviews (IFRs), 132–33; key leader engagements (KLE), 129; multilateral engagements, 130–31; preparing for, 133–36; receptions and social events, 131–32; specialized staff talks, 130; staff talks, 130; subject matter expert exchanges (SMEEs), 130; watch-to-watch communications, 128–29

international fleet reviews (IFRs), 132–33

international partners, 128–45; about, 128, 168; foreign disclosure process, 138–41; gift-giving, 142–45; international engagements, 128–36; international fleet reviews (IFRs), 132–33; key leader engagements (KLE), 129; multilateral engagements, 130–31; receptions and social events, 131–32; specialized staff talks, 130; staff international representatives, 141–42; staff talks, 130; subject matter expert exchanges (SMEEs), 130; watch-to-watch communications, 128–29; working with interpreters, 136–38

international representations on staff, 141, 142

internet/intranet. See information technology (IT) systems

interpreters: dynamics of language interpretation and, 137; heritage speakers, 136–37; international engagements and, 129; professional interpreters, 138; working with, 136–38

interservice support agreements (ISSAs), 113

investigations: of accidents, 103, 193, 219; Anti-Deficiency Act and, 63; Beirut Marine Barracks Bombing, 21; CLA and, 251–52; emails and, 86; FOIA

and, 89; foreign disclosure process and, 139; JAG and, 57; Naval IG and, 252; NCIS and, 58–59, 253–54; NIS and, 254; OPNAV staff and, 236; safety officers and, 62; security clearances and, 68–69

Joint Chiefs of Staff, 24 joint combatant commander (CCDR), 24 joint commands: Beirut Marine Barracks Bombing, 21; command relationships and, 167, 202, 229–30, 235; fleet staffs and, 217–18; MOAs and, 100; OLA and, 116; Operation Eagle Claw, 20; Operation Urgent Fury, 20–21

joint force air component commander (JFACC), 171

joint intelligence center (JIC), 157

joint intelligence operations center (JIOC), 159

Joint Maritime Tactics Course (JMTC), 67 joint operation planning process (JOPP), 182

Joint Operations Planning and Execution System ) (JOPES), 184

Joint Requirements Oversight Council (JROC), 88

joint staffs, service on, 3

Joint Staffs (JSs), 3, 65, 194, 234

Joint Task Force (JTF), 24 judge advocate general (JAG): about, 252; challenge coins and, 126; GC and, 251; gift-giving and, 145; memorandums and, 100; NIS and, 254; special staff, 57; training and counsel of, 47

junior officers, 6, 7, 67, 157

key leader engagements (KLE), 129

Kimmel, Husband, 16, 17

King, Ernest J.: Atlantic Fleet under, 16; Burke and, 261; as CNO, 16; as COMINCH, 16; on flagships, 17; on Mayo, 35; numbered fleets and, 18–19; on sea power of Third Fleet, 7 knowledge management officers (KMOs), 62, 73

land attack cruise missiles (LACMs), 212 Langley, 199 latitude, given to staff, 26–27

Layton, Edward “Eddie,” 152–53

legal issues. See general counsel (GC); judge advocate general (JAG) liaison offices and officers, 5, 64, 135–36 lieutenant commanders, 49, 119, 157 limited duty officers (LDOs), 47 logistics, 15, 172–79

Logistics Readiness Center (LRC), 175–76 Long, John Davis, 11

MacArthur, Douglas, 19 Madison, James, 10 Mahan, Alfred Thayer, 1, 11 maintenance, 172–79; direct authority over, 5, 6; PMSs, 208; SYSCOMs and, 257–58; TYCOMs and, 258 maintenance, logistics, and readiness functions: about, 172; logistics, 173–76; maintenance, 172–73; readiness, 177–79; system integrity, 178–79 man, train and equip (MTE) funtions, 8, 247

manning control authority (MCA), 219 Marine Corps: ADCON and, 168; CMC of, 40; ESGs and, 202; FMOs, 64; intelligence spaces and, 245–46; JIOC and, 157, 159; Marine Corps Systems Command (MCSC), 258; NCIS and, 58; NMCI and, 70–71, 89, 190; OPNAV N8 and, 242; PHIBRONs and, 202; POM and, 238; SECNAV and, 248 Marine Corps Systems Command (MCSC), 258

Maritime Advanced Warfighting School, 180

maritime domain awareness (MDA), 130 Maritime Operation Centers (MOCs): about, 219–21; battle rhythm and, 225–26; certification, 228–29; commanding information warfare, 231; communications system support cell, 189; current MOCs, 221–25; directors, 165, 229; fleet commands, 230–32; fleet maneuver and, 231; governance, 226–27; intelligence support and, 162–63; joint commands, 229–30; maritime fires process, 230; MSOC and ELOC, 67; numbered fleets and, 203; planning for reduced communications, 231–32; standardization, 227–28; updating MOC standards, 232. See also B2C2WG

Maritime Operations at the Operational Level of War, 173

Maritime Operations Centers (MOCs), 215–32

maritime planning groups (MPGs), 165, 182

Maritime Prepositioning Ships Squadrons (MPSRONs), 203

Maritime Staff Operators Course (MSOC), 67

master scenario events list (MSEL), 195

Mayo, Henry T., 35

measures of effectiveness (MOEs), 185 measures of performance (MOPs), 185 media, 52–55

medical services, 10, 60, 61, 241

Mediterranean, 9, 216 meetings, 76–80

memorandums and point papers, 96–97 memorandums of agreement, 99–100, 113 memorandums of understanding (MOUs), 99–100, 113

mentoring, 151, 234

mid-planning conference (MPC), 195

Military Sealift Command (MSC), 203 mission essential tasks (METs), 194 Missions, Functions, and Tasks Statement, 112–13, 114

Mitscher, Marc, 261–63

Mount Whitney, 203, 205, 206

MSEL development conference (MDC), 195

MTE (man, train and equip) functions, 8, 247

multilateral engagements, 130–31

Mustin, Hank, 35 mutual support, 167–68

Napoleon, 12

National Nuclear Power Program, 249

National Nuclear Security Administration (NNSA), 235

NATO, 135, 136, 205, 210

Nautilus, 19

Naval Air Forces, 257

Naval Air Systems Command (NAVAIR), 172, 258

Naval Aviation Enterprise, 24

naval component commanders, 24

Naval Criminal Investigative Service, 58–59, 118. 253, 254

Naval Facilities Engineering Command (NAVFAC), 258

Naval Information Warfare Systems Command (NAVWAR), 258

Naval Inspector General (Naval IG), 252 naval intelligence, 152–53. See also intelligence

Naval Investigative Service (NIS), 254 naval messages, 94–95

Naval Nuclear Propulsion Program), 234–35

Naval Personnel Command, 219

Naval Research Laboratory, 252

Naval Sea Systems Command (NAVSEA), 172, 173, 235, 257–58

naval special warfare (NSW) liaison officer, 64

naval staff structure, 1

Naval Supply Systems Command (NAVSUP), 258

Naval War Board, 11

Naval War College, 11, 67, 180, 197

Navy Audit Service, 252

Navy Bureau of Supplies and Accounting, 118

Navy Communications Systems Coordination Center (NCCC), 188, 245–46

Navy Correspondence Manual, 84, 96

Navy Expeditionary Warfare, 256–57

Navy Meritorious Civilian Service Award, 122

Navy Office of Legislative Affairs (OLA), 114–16

Navy Planning, 182

Navy Special Warfare, 257

Navy staff(s), 5–21; basic characteristics of, 5–8; career management (progression) within, 146–51; command and control provided by, 1; common elements of, 3, 5; complexity and diversity of, 2–3; defined, 5; early Navy staffs, 8–11; emergence of professional staff, 11–16; functioning within, 2; for Global Navy, 16–21; importance of, 2, 4; joint staffs and, 3; purposes of, 5; sea duty and, 1; structure of, 5; view of, 1. See also staff commanding officer

Navy Tactical Data System (NTDS), 211

Navy-Marine Corps Intranet (NMCI), 70–71, 89, 190

New Jersey, 204 New York, 199

Nimitz, Chester: on flagships, 17, 207; naval intelligence and, 152, 153; Pacific Fleet staff and, 17–18; placement and, 6; Rickover and, 19

9/11 attacks, 61, 125, 158, 202 non-due course officers, 150–51 nuclear power, 19–20, 35, 168, 234–35, 249, 263.

numbered fleet commanders (NFCs), 64 numbered fleets: CoS role in, 39; creation of, 217; NFCs, 64; subordinate commanders in, 39

Office of Naval Intelligence (ONI), 11, 159, 163

Office of Naval Research, 252

Office of Personnel Management (OPM), 124

Office of the Chief of Naval Operations (OPNAV), 233–46; 9/11 attacks and, 245–46; about, 233, 244–45; ADCON relationships and, 235; assignment length, 234; budget and, 234; CNO and, 233–34; CNO N09P and, 235; command authority, 235–36; DCNOs (N-codes) and, 239–43; DNS and, 234; FFC and, 218; FITREPs and, 148; intelligence support and, 159–60; maintenance and, 173; major functions of, 236; mentoring, 234; OPNAV N00N, 234–35; OPNAV N1, 236; OPNAV N9 (High Nines), 242–43, 255; OPNAV watches, 243, 245–46; OTE functions and, 236; planning process and, 181; PPBE process and, 236–39, 244; resources on, 244–45; SARCs and, 63; traditional wisdom on, 233–34; VCNO and, 43, 234; warefare enterprise and, 257

Office of the Secretary of Defense (OSD), 236

Office of the Secretary of the Navy for Financial Management and Comptroller (OASN/FMC), 62 officer fitness reports (FITREPs), 123

officers in tactical command (OTCs): CWC concept and, 210, 211, 212; on flagships, 207–8; resources and, 214

one-on-one officers, 149–50

Operation Eagle Claw, 20

Operation Odyssey Dawn, 205 operation plans (OPLANs), 116, 182

Operation Urgent Fury, 20–21

operational and administrative control (ADCON): CINCUS under, 15, 24, 25 operational assessment, 184–85 operational control (OPCON): of CNO, 19; command relationships and, 24, 25, 167, 168; for Fleet Problem exercise series, 15; intelligence and, 159; numbered fleets and, 217 operational intelligence (OPINTEL), 155 operational level of war, 67, 159 operational orders (OPORDs), 166 operational planning teams (OPTs), 182, 158–59, 175 operational security (OPSEC), 74, 141 operational staff, 198 operations, 164–71; about, 164; air operations and fires planning, 171; COPS, 164–65, 170; direct line authority over, 5, 6; focus on, 1; FOPS, 164–65, 170; FUPLANS, 164–65; future operations, 170–71; intelligence support to, 154–56; logistics and, 175; operation watches and current operations, 165–70; operational law, 57; operational time, 164–65; OPTs, 158–59, 175; staff operation basics, 168–70

opposing forces (OPFORs), 196 optimized fleet response plan (OFRP), 219 orders, 81, 93–94 ordnance bureau, 10 original classification authority (OCA), 140

OTE (organize, train, equip) functions, 8, 25, 215, 216, 218, 233, 236, 247, 255 out-of-office messages, 85 overseas contingency operations (OCO) money, 125 overseas staff, 70

Pacific Fleet Intelligence Federation (PFIF), 159, 163

Pacific Fleet (PACFLT): Aquilino and, 39; commanding information warfare,

231; COMUSPACFLT, 227; executive directors (EDs) in, 40–41; FFC and, 218; fleet maintenance officers, 173; fleet staff of, 17–18, 217; Honea and, 39; intelligence and, 152–53; logistics and, 174; operational area of responsibility, 216; OTE focus of, 216; Pacific Fleet Fighting Instructions, 35; at Pearl Harbor, 16; PFIF and, 159, 163; PNAT and, 159; readiness and, 178–79; TYCOMs and, 255; WWI and, 15

Pacific Naval Aggressor Team (PNAT), 159

passports, 72, 82

pay grades, 119, 150, 151

Pearl Harbor, 15, 17–18, 178–79, 182–83

Pennsylvania, 17

personal email, 89–90

personal staff, 42–49; about, 42; deputy executive assistants, 44; enlisted aides, 46; ethics and, 46–47; executive assistants (EA), 42–44; flag aides, 45, 48; flag secretary, 47, 49; flag writer, 47–48, 49; protocol officer, 48–49

personalities of commanders, 27–28 personnel, 8, 111–16. See also civilian personnel

planned maintenance systems (PMSs), 208

plans and planning: about, 180–81; communications planning, 189; COOP, 206; exercises and, 195; JOPES, 184; logistics and, 175; operational assessment, 184–85; planning function, 181–83; planning process, 181; power of planning, 182–83; role of commander in, 183–84

political advisors (POLADs), 57. See also foreign policy advisor (FPA) position descriptions (PDs), 120

PowerPoint, 96, 100–106

precautions, 85–86

preplanned responses (PPRs), 189

President, 10, 24, 63

president, Board of Inspection and Survey (CNO N09P), 235

priority intelligence requirements (PIRs), 156

Privacy Act law, 251

professional exchange program officers (PEPs), 142 professional writing, 97, 109–10 program executive offices (PEOs), 259 protocol, 119, 124, 129, 136, 145 protocol officer, 42, 48–49, 144

Prussian army, 12 public affairs officers (PAOs), 52–55, 56, 144;

Pye, Williams S., 18

Raborn, William, 20

radio frequency (RF) spectrum, 207 read ahead material (RAH), 76 readiness, 172–79, 191

reception, staging, onward movement, and integration (RSOI) plans, 184

receptions and social events, 131–32

red teaming, 158–59

regular reports, 91–92

religious ministry teams (RMTs), 60

Required Operational Capability/ Projected Operational Environment (ROC/POE) documents, 114, 177 resources: CASREPs and, 178; overview, 111–16; TYCOMs and, 255

Richardson, James O., 15–16, 19, 21, 179 risk, 181 Rochefort, Joe, 153

Rodman, Hugh, 14

Roosevelt, Franklin D., 15

Roosevelt, Theodore, 11 Root, Elihu, 13

Royal Navy, 8–9, 14, 161–62, 185, 187–88 rules for success, 86–87

Rules of the Game (Gordon), 188

safety: ASN EI&E and, 250; fleet training range safety, 192; Naval Safety Center, 235; safety officers, 61–62

satellite communications (SATCOM), 188, 189

sea power: concentrating of, 15; joint warfare and, 21; of Third Fleet, 7

Second Fleet, 215, 216

Secretary of Defense, 24, 181

Secretary of the Navy (SECNAV) position, 247–54; about, 247; CHINFO and, 251; CNO and, 13, 248; Daniels in, 13; in early Navy, 9–10; functions of,

249–50; JAG and, 252; Lehman as, 248–49; Missions, Functions, and Tasks Statement and, 113; NCIS and, 59, 253–54; SARCs and, 63; as senior civilian position, 19; staff organization, 250–53

security: COMSEC, 188; EDs and, 41; emails and, 74, 84, 86; foreign disclosure process, 138–41; IT systems, 70–71, 73–74; meetings and, 76; personal protection, 59; PowerPoints and, 102; privileged communications, 90–91; security managers, 60; security violations, 139; special security officer (SSO), 60, 68–69

security clearances: requirements for, 81; staff officer assignments and, 68–70

security manager, 60

senior enlisted leader (SEL), 40

Senior Executive Services (SESs), 124

senior officers: Board of Navy Commissioners and, 9; career management (progression), 146; ethics and, 46–47; flag writers and, 47–48; fleet maintenance officers, 173; Fleet Problem exercise series and, 198; gift giving and, 142–45; intelligence support and, 157; personal aides and, 47; role of, 38–39; senior enlisted, 37–41

seniority of addresses, 85 sensitive compartmented information (SCI), 60, 68, 69

seventeen-line rule, 88

Seventh Fleet: as afloat numbered fleet, 203; MacArthur and, 19; operational area of responsibility, 216; OTE focus of, 216; PFIF and, 159; WESTPAC and, 218–19

sexual assault and response coordinators (SARCs), special staff, 63–64

Sexual Assault Prevention and Response Office (DoN SAPRO), DoN, 252

Sexual Assault Prevention and Response (SAPR) program, 63

ship’s signals exploitation space (SSES), 156–59

Shore Manpower Requirements

Determination (SMRD), 112–14

signature blocks, 74, 84, 85

Sims, William S., 14 Sixth Fleet, 203, 216 social events and receptions, 131–32

Sound Military Decision, 33 Southern Command, 217 sovereignty, 205 Spanish-American War, 11, 13 special access programs (SAPs), 253 special staff, 50–64; about, 50; chaplain, 60; Coast Guard liaison officers, 64; Commander’s Action Group (CAG), 50–51; comptroller, 62–63; Fleet Marine Officer (FMO), 64; foreign policy advisor (FPA), 57–58; judge advocate general (JAG), 57; knowledge management officer, 62; liaison officers, 64; Naval Criminal Investigative Service (NCIS), 58–59; naval special warfare (NSW) liaison officer, 64; public affairs officers (PAOs), 52–55; safety officer, 61–62; security manager, 60; sexual assault and response coordinators (SARCs), 63–64; special security officer (SSO), 60, 68–69; speechwriters, 55–56; surgeon/staff medical officer, 61 special warfare forces, 256 speechwriters, 55–56, 92–93 Spruance, Raymond, 19 Staff Command Triad, 37–41; about, 37; deputy commanders, 37–38. See also Chiefs of Staff; Deputies; Executive Directors; Senior Enlisted staff commanding officer, 111; dealing with Congress, 114–16; staffing, 112–14

staff communications officer (COMMO), 104, 129, 188, 190, 207–8, 231. See also Deputy Chief of Naval Operations for Information Warfare (OPNAV N2N6) staff counterintelligence officers (SCIOs), 59

staff international representatives, 141, 142

staff officer assignments: administrative process, 70–72; checklist for preparing and reporting aboard, 81–82; contact information, 74; echelons of command and, 66; IT systems, 70–71; meetings, 76–77; meetings skills, 78–80; obtain-

ing clearance, 68–70; operational level of war courses, 67; portfolios, 65–67, 72–74, 80–81; tactical watchstanding courses, 67; taking charge, 72–74; tasking systems and processes, 74–75 staff officers: career management (progression) of, 146–47; civilian personnel and, 119–20; fitness reports (FITREPs), 148–51; mentoring, 151; NCIS and, 59; OPNAV staff and, 234; Van Creveld’s Law and, 7. See also communication methods; staff officer assignments

staff system, 11, 12–13

Staff Tactical Watch Officer (STWO) Course, 67

staff talks, 130, 140

staffing: afloat staff, 114; determining, 112; shore staff, 112–14; staff growth, 6–8; staffing levels, 6

standard operating procedures (SOPs), 129

“Standard Organization and Regulations of the U.S. Navy,” 5

Standard Subject Identification Code (SSIC), communication methods and, 97–98

standards of training, 191, 193

State Department, 57, 58

Status of Resources and Training Systems (SORTS), 177

status-of-forces agreements (SOFAs), 113 strategic intelligence, 155

strike warfare commander (STWC), 212 subject matter expert exchanges (SMEEs), 130

submarine element coordinators, 213

submarine-launched ballistic missile (SLBM), 20, 263

submarines, 35, 203, 213, 256, 257

subordinates: BWCs and, 166–67; FITREPs and, 148–49; time and, 34 supply bureau, 10

support functions, 5, 25, 70–71, 167–68. See also maintenance

surface action groups (SAGs), 200

surface forces (SURFOR), 256, 257

surface warfare officers (SUWCs), 200, 202, 212, 213, 242, 261

surge operations, 34

surgeon/staff medical officer, 61 survivability, 205 Swift, Scott “Notso,” 27, 35, 44 systems commands (SYSCOMs), 159–60, 257–58,

table-top exercise (TTX), 194, 197 tactical control (TACON), 25, 167, 23, 212 Tactical Flag Command Center (TFCC), 200

Tactical Training Group Atlantic/Pacific, 67 tactical watchstanding courses, 67 tactical-level staff, time horizon and, 8 Tailhook 91 scandal, 253–54 task forces (TFs), 201–1

Tasking, Records and Consolidated Knowledge Enterprise Repository (DoN Tracker), 75 tasking systems and processes, 74–75, 82 technology: 9/11 attacks and, 246; afloat staffs and, 211; electronic systems, 257; KMOs and, 62; ONI and, 163; radio frequency (RF) spectrum, 207; time and, 33–34 TEDtalks, 107 temporary duties (TDYs), 114

Tenth Fleet, 16, 17, 19, 190, 215, 216, 221 Third Fleet, 7, 19, 159, 215–16 time, 33–34 timecards, 121 time horizon, 8 time phased force deployment data (TPFDD), 184 time zones, 79 tone, commanders and, 34, 35, 160–62, 234 training: Fleet Problem exercise series and, 197–99; requirements for, 81, 193; synthetic training, 192–93; training ranges, 192; training resources, 192, 193, 194, 196; training staff, 191, 192, 193; training standards, 191, 193; waivers, 193 training objectives workshop (TOW), 194 Truxton, Thomas, 9, 144 type commanders (TYCOMs): CASREPs and, 178; command relationships and, 24; intelligence support and, 159–60; maintenance and, 172–73; readiness and, 177; role of, 255–57; surge operations and, 34; training and, 191

Under Secretary of Defense for Personnel and Readiness, 178

Under Secretary of the Navy (UNSECNAV), 250

Undersea Warfare Enterprise (UWE), 257

U.S. Air Force, 171

U.S. Army, 13

U.S. Embassies, 20, 134, 135

U.S. Fleet Force (USFF). See Fleet Forces Command (FFC)

U.S. Naval Academy, 10

U.S. Naval Forces Japan (CNFJ), 216, 217

U.S. Naval Forces Korea (CNFK), 216, 217

U.S. Transportation Command (USTRANSCOM), 176

Van Creveld’s Law, 7 Vice Chief of Naval Operations (VCNO), 43, 234, 254

video teleconferences (VTCs), 79

Vietnam War, 20, 185

war courses, 67 war games, 196, 197

Warfare Integration Directorate (N9I), 243 Washington Post test, 88–89

watch-to-watch communications, 128–29 Western Pacific (WESTPAC), FDNF, 218–19

World War I: Chief of Naval Operations (CNO) position and, 13; coalition structure in, 13–14; Mayo and, 35; planning process and, 183; postwar downsizing, 15

World War II: flagships in, 209; fleet structure and, 217, 219; invasion of Japan, 7; King and, 35; logistics during, 174; OPCON and, 168–70; OPINTEL and, 155; planning process and, 182–83

ABOUT THE AUTHOR

CAPT Dale C. Rielage, USN (Ret.), is a former surface warfare and naval intelligence officer with eleven tours on Navy and Joint staffs afloat and ashore, including as an N-code director in two Maritime Operations Centers, and as special assistant to the Chief of Naval Operations. He is the author of dozens of articles on maritime and security issues and is the recipient of first prize in the 2017 U.S. Naval Institute General Essay Contest.

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The Naval Institute’s book-publishing program, begun in 1898 with basic guides to naval practices, has broadened its scope to include books of more general interest. Now the Naval Institute Press publishes about seventy titles each year, ranging from how-to books on boating and navigation to battle histories, biographies, ship and aircraft guides, and novels. Institute members receive significant discounts on the Press’ more than eight hundred books in print.

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