Akima’s Post

The organization is used to doing more with less, the Coast Guard has always been able to navigate around conventional budget shortfalls due to a lack of funding and general lack of awareness about the importance of the Coast Guard. But at an organizational level we are finally seeing what being underfunded and undermanned does, there comes a point where we cannot do more with less. We are overtaxing our mission ready units and personnel, which ultimately builds stress on operational frames and cutters and forces our crews to work harder to maintain them with dwindling supplies. We need change, we need modernization, we need better recruitment, we need better personnel management policies. This is all just to address the pitfalls we are facing and hasn’t even begun to address the social and culture issues going on in the service.

Every opportunity I've had to listen to ADM Kevin Lunday, the Vice Commandant of the USCG, I've learned a lot and my respect for the organization has increased. He's a focused, calm and eloquent leader, at a time when the USCG is massively challenged to meet its increasing commitments. A thread I've had going recently. We're a foundationally maritime nation, not at all committing the right level of resources to our maritime security and capacity. You don't have to get too far into this interview to realize the USCG is every bit a dimension of this strategic blindspot we seem to have. It's time to get back to fundamentals with our USCG – and fund it at reasonable levels. Brace yourself: 1. Sidelining ships, because we can't man them. 2. Routinely cannibalizing parts from platform to platform. 3. Barely meeting recruiting/retention targets – often missing them. 4. Ships not ready to meet operational commitments. 5. Broadly antiquated fleet. 6. A capital investment/procurement/modernization budget that is half of even minimum estimates of what's required. 7. O&M costs going up. 8. Coverage/presence requirements and expectations going up. 9. Increasing and dangerous challenges to maritime security, in and around the U.S./EZs, and globally, in areas where both state and non-state challengers contest maritime freedoms. ADM Lunday goes deeply into the definition of "maritime infrastructure" – with eye-opening reminders of all that that entails, and what the USCG's responsibilities are to work with the DoD, other USG agencies, and with allies and partners to secure and ensure international law and norms of behavior are protected and enforced in/around the maritime commons, as well as across all dimensions of maritime infrastructure. An interesting discussion about employing the USCG to potentially "finesse" escalating and increasingly volatile maritime disputes, for example in areas like the SCS, between PRC and the RP. The question postulated as a sort of "gray zone" application of U.S. power and influence, presumably in a less provocative posture (signaled by the USCG rather than the USN) - but potentially constructive and impacting just the same. We probably have a ways to go with that notion, and important on that sort of path to avoid hype or wishful thinking, as well as dangerous risk to a generally lesser-armed force, employed a long way from home. There is plenty that could go wrong with such an approach. Admiral Lunday deftly handled the question. An hour well spent this morning. Any avid Mahanian concerned about U.S. sustained investment in maritime capacity and dominance, just off of our shores, throughout our EZ, and well forward, where the U.S. is both a global maritime nation, and an island nation (Hawaii, Guam/Marianas, American Samoa, Puerto Rico, U.S. Virgin Islands, etc.) will find this discussion valuable. A fair amount of "speaking truth to power" throughout. Nicely done by Brookings and ADM Lunday!

Good insight, Jerry! Catching up with China on critical mineral supply chains will require continued financial support from the DPA Title III program for many years to come. Every time U.S. policy makers and DOD officials consider shrinking this program, they should remember China not only dominates these supply chains now, but they continue to ensure this trend continues by dramatically outpacing U.S. investments. The cost of investing now is far cheaper than the alternative.

In today’s era of strategic competition, there has been an upswing in maritime "gray zone” activities – actions involving nations who aren’t at war, but also not fully at peace posing hazards to freedom of navigation, national security, and world trade as a whole. These issues and others relating to maritime security will be explored during the annual Maritime Risk Symposium, which is coming to the Naval Postgraduate School (NPS) for the first time on June 11-13. Sponsored by the U.S. Coast Guard and the National Academy of Sciences (NAS) Transportation Research Board (TRB), the Maritime Risk Symposium has been organized within the broad context of the current U.S. Tri-Service Maritime Strategy (TSMS), published in late 2020 and signed by the Secretary of the Navy, the Chief of Naval Operations, the Commandant of the Marine Corps, and the Commandant of the Coast Guard. The symposium will feature keynote addresses and panels from leading national experts focused on cooperative efforts among the services, maritime domain awareness, policy imperatives and maritime cyber, among others. NPS is looking closely at the future of multi-service maritime efforts, including the U.S. Merchant Marine and NOAA. Together, we are building insights for achieving an enduring national strategy amid growing military threats to the U.S. maritime industry. Pursuit of these long-term challenges is driven by the Naval Warfare Studies Institute (NWSI) at NPS. Register and read more about the Maritime Risk Symposium in this article from MarineLink, co-authored by symposium co-chair and NPS Associate Professor Dr. Don Brutzman of the school’s Information Sciences Department. • More about the symposium: https://lnkd.in/g3yZmEYc US Navy | United States Marine Corps | U.S. Coast Guard | The National Academies of Sciences, Engineering, and Medicine #MRS2024 #maritimesecurity #education #research

What a treat to appear with Elaine McCusker, Tara Murphy Dougherty, and Jeff Decker in the latest War on the Rocks "In Brief" newsletter, where we each summarize our thoughts on United States Department of Defense National Defense Industrial Strategy #NDIS. My TL:DR - As a vision document, the NDIS makes important statements that need to be said out loud, such as: - After the "Last Supper," defense industrial base consolidation went too far. - Sub-tier contractors are in an especially precarious position and need attention. - We need new entrants into the defense industrial base, and we must lower the barriers to entry for non-traditional defense companies. The Department promises a classified implementation plan to fill in the details, but I think this is ill-advised. As I write in the newsletter: "Any implementation plan should be unclassified (with a classified annex, if necessary) because industrial policy is public policy. Transparency will accelerate implementation because industry players must see concrete action to match the vision. Until then, there is little incentive for companies or acquisition officials to change their behavior." I thought my fellow authors did a great job with their summaries...check them out! https://lnkd.in/enAiy3EA

🚀 Supporting the DoD’s Vision for Resilient and Ready Forces! 🚀 At O2X Human Performance, we’re proud to align with the United States Department of Defense Strategy for Resilient and Healthy Defense Communities. This strategy focuses on enhancing military readiness by improving the environments where service members live and work. 🏋️♂️🏃♀️ Our initiatives are designed to support commands and installations that are both fully equipped, or still modernizing, ensuring the warfighter receives the resources they need to stay mission-ready at all times: - Training & Education Workshops: Building resilience, mental strength, and physical readiness. We even offer workshops for spouses to support the entire military family.🧠💪🎯 - Integrated Specialist Programs: Placing O2X experts on-site to support human performance year-round. 👥🔧📅 - O2X Connect Virtual Resources: Delivering high-quality content and analytics virtually, ensuring consistent performance anytime, anywhere. 📱🌐📊 We’re honored to support the total force, improving mission readiness and performance optimization across the board—even in installations still undergoing updates. Read more about the DoD’s new strategy here: 🔗 https://lnkd.in/eRpSYGPW Learn more about our approach at O2X: https://lnkd.in/gYbV4yXB How is your team or command working to enhance readiness and performance? Let us know in the comments, and feel free to share! 💪👇 #HumanPerformance #WarfighterSupport #O2XHumanPerformance #DoD #Readiness #Resilience #MissionReady #MilitaryTraining #PerformanceOptimization #Navy #Army #AirForce #USMC #FlyNavy (Office of the Chief of Naval Operations, Commander Naval Surface Force Atlantic, Commander, Submarine Forces | Commander, Submarine Force Atlantic, Commander, Naval Air Force Atlantic, Commander, Navy Installations Command (CNIC) HQ, Commander, Naval Air Force, Pacific, U.S. Naval Surface Force, Naval Education and Training Command, Chief of Naval Air Training, United States Naval Academy, U.S. Naval Academy Alumni Association & Foundation, United States Military Academy at West Point, United States Air Force Academy, United States Air Force, US Army, U.S. Navy Reserve, Naval Air Station Oceana, Naval Station Norfolk, Naval Base Ventura County, Naval Submarine Base New London, Naval Base Coronado, Office of the Secretary of Defense, Office of the Under Secretary of Defense for Acquisition & Sustainment, U.S. Navy Supply Corps School) Gabriel Gomez // Adam La Reau // Paul McCullough // Eamonn Burke // Blake Brinkerhoff // Michael Lombardi // Collin Grigg

#MERCMonday | The power of #partnerships: Navy Region Southeast and The University of Georgia (UGA) signed an agreement to enhance the US Navy's installation environmental #resilience across the southeast. 🔌The Value. UGA's work on #energy-efficient infrastructure will help the Navy optimize its energy consumption, reduce its carbon footprint, and ensure that #criticalinfrastructure remains resilient. ⚡Why It Matters. "Integrating natural systems into our definition of infrastructure strengthens our operational resilience,” said Rear Admiral John Hewitt, Commander, Navy Region Southeast. 🤝What's More. This signed agreement, called an Intergovernmental Support Agreement, allows state and local public entities to partner with installations to receive, share, or provide installation support services, benefitting the installations and surrounding #communities. "We work better when we work together. We are proud to partner with UGA to address installation resilience," said Assistant Secretary of the Navy for Energy, Installations & Environment (ASN EI&E) and the Department’s Chief Sustainability Officer, Meredith Berger. Details. https://ow.ly/p6IS50TtU21

The United States has taken a significant step in strengthening its defense relationships in the Indo-Pacific region. Following extensive consultations with allies and partners, a Statement of Principles for Indo-Pacific Defense Industrial Base Collaboration was endorsed, aiming to enhance security and stability.   Introduction In a landmark move, the U.S. #collaborativedefenseactions #Defenseindustrialbase #defenseindustry #defenseinnovation #defenseintegration #defensepartnerships #defenseproduction #Regionalsecurity #Securitycooperation #thxnews

'The future of European defense and security' from McKinsey & Company 1. Since 1992, inventories of in-service military equipment have been reduced, in some categories falling by more than half, while modern platforms are substantially more capable and typically more costly than their 1992 equivalents. A direct comparison is hard, but the size of military force that can potentially be fielded or used as a factor of deterrence remains important, even with modern equipment. 2. The availability of major military platforms is lower than the specified target levels, meaning that the number of actual forces that can be fielded is lower than the headline inventory level suggests. 3. In-service systems have a large share of equipment belonging to a generation first introduced about 30, or even more, years ago. For example, in the case of land systems, around 50 percent of total systems in Europe started entering service before 1990; for land-based air systems, this figure is up to 80 percent. In the naval domain, around 40 percent of mine warfare and amphibious vessels, and approximately 50 percent of submarines, stem from equipment generations brought into service before 1990. In the air domain, this accounts for about 35 percent of air systems. 4. A fragmented procurement environment adds complexity to the underlying spending challenge. Further, acquisition decisions are made by individual nations sourcing from a mix of domestic, regional, and global suppliers, with additional specifications to meet local requirements. This increases the risk of inefficiencies and has led to increased diversity in weapons systems across Europe, which may pose challenges to interoperability, joint operations, training, and maintenance (Exhibit 2).

'The future of European defense and security' from McKinsey & Company 1. Since 1992, inventories of in-service military equipment have been reduced, in some categories falling by more than half, while modern platforms are substantially more capable and typically more costly than their 1992 equivalents. A direct comparison is hard, but the size of military force that can potentially be fielded or used as a factor of deterrence remains important, even with modern equipment. 2. The availability of major military platforms is lower than the specified target levels, meaning that the number of actual forces that can be fielded is lower than the headline inventory level suggests. 3. In-service systems have a large share of equipment belonging to a generation first introduced about 30, or even more, years ago. For example, in the case of land systems, around 50 percent of total systems in Europe started entering service before 1990; for land-based air systems, this figure is up to 80 percent. In the naval domain, around 40 percent of mine warfare and amphibious vessels, and approximately 50 percent of submarines, stem from equipment generations brought into service before 1990. In the air domain, this accounts for about 35 percent of air systems. 4. A fragmented procurement environment adds complexity to the underlying spending challenge. Further, acquisition decisions are made by individual nations sourcing from a mix of domestic, regional, and global suppliers, with additional specifications to meet local requirements. This increases the risk of inefficiencies and has led to increased diversity in weapons systems across Europe, which may pose challenges to interoperability, joint operations, training, and maintenance (Exhibit 2).