Women in NSW

 

What about the needs for global cultural engagement? Does that translate to a possible role for women within NSW?

The goal of Naval Special Warfare is to provide the premier special operations forces regardless of gender. It’s all about readiness and operational capability for us. Of the nearly 500 female sailors within the NSW community, many are working in operationally relevant jobs closer to the battlefield. Since 2007, NSW squadrons have deployed with female intelligence specialists, yeomen, legal specialists, builders, and information technicians in support of overseas contingency operations.

As USSOCOM continues to strengthen its alliances and shape its force for a global presence, it is also increasing its operational employment of females to meet a variety of cultural engagement requirements. In 2012, NSW deployed its first Cultural Engagement Team, providing deployed commanders with a multifaceted female team for a range of missions. The skills, qualities, and characteristics women possess have proven to be a tremendous enabler.

NSW will support opportunities for women to serve in roles that will lead to success on the battlefield, within the limits of the law.

 

Preservation of Force and Family

 

How do you balance operational requirements against preservation of force and family issues?

I firmly believe that if you do not take care of the latter, you won’t be able to accomplish the mission of the former. We will always work hard to meet our operational commitments – that is the reason we exist as a force – but I am also always mindful of my obligation to sustain this force and the care of our families. Adm. [William H.] McRaven [commander, U.S. Special Operations Command] and I are committed to keeping our OPTEMPO at a sustained, predictable level.

 

How do you balance both operational environment and family issues with career development needs?

As an operator, as a husband and father, and as a former detailer, this is an area that I can relate well to. I think that we have a very solid career progression plan for both our officers and enlisted that allows for periods in between high operational/high stress tours where they can take advantage of more time with their families and still train, go to school, serve on meaningful staff tours – and simply reset. I don’t consider that “down time” as some people call it; I think it is prep time for the next assignment and continued career progression. The fight that we are in is a marathon, and I don’t want to exhaust my force in mile six. The career plans we have in place – and that we continually monitor and adjust – will see us through the long run.

 

Have fiscal environment uncertainties affected NSW to date? How is NSW preparing for the future operational environment in light of the continuing uncertainties?

Needless to say, we are always mindful of fiscal restraints and limitations. But taking care of the force and families is a high priority and we have tremendous support from the Navy and SOCOM leadership. At this point, taking care of the force and families is a relatively inexpensive area, because we have many of our care providers and resources already in place who are providing our warriors and families great support. Predictability and continuity of care are major parts of resiliency, which drives me to keep these key resources in place.

This article was first published in The Year in Special Operations: 2013-2014 Edition.