CAPTAIN (RCN) Ret’d Kurt Salchert, PMPBeyond the Border Consulting Ltd.kurtrcn@gmail.com+1 778 679 6292

Regional Maritime Security Organizations

Round Table Meeting 2016

Panel 4: Build

Norfolk, VA

27 April 2016

2

Overview

• Scene Setter

• Defining “The Problem”

• Building a Cooperative Enterprise

• Panelist Perspectives

• Discussion and Questions

• Can linking MSRs in a cooperative Enterprise help to

evolve/improve their individual capabilities? What would be

the benefits of a cooperative Enterprise?

• What is the required trade-off for the shipping industry to lean

forward and cooperate with international efforts to improve

MSA? Do flag-states have any responsibility? Should they be

encouraged to more fully cooperate with international efforts

to improve MSA?

• Is there a risk to not adopting an Enterprise construct?

• What is the importance of inter-domain relationships (cyber,

space, air, land)?

• What would a workable maritime security Enterprise look like?

Panel Questions

3

• Maritime Security Regime (MSR) describes a group

of states and/or organizations acting together, with

an agreed upon framework of rules and procedures,

to ensure security within the Maritime Domain.

• Enterprise is a cooperative project undertaken by

stakeholders or a community of interest, especially

one that is important or difficult to achieve outside of

an enterprise construct, and that requires boldness

or energy.

Key Definitions

4

5

Source: http://qed.princeton.edu/index.php/User:Student/World_Transportation_Patterns

Complex Maritime Domain

5

Layers to the Collaboration Challenge

The Law PrivacyCharter/Constitution

JurisdictionIntelligence Oversight

Fragmented

direction and

guidance

Numerous and non-integrated visions, strategies, policies, plans and frameworks

(Transportation, Maritime Security, Supply Chain Security, Cyber, Information Sharing etc.)

Broken tools in

the tool kitPoorly Defined

“Requirements”

Outdated contact lists and websites

No common multi-security level collaboration tools

No common lexicon

Nothing ‘common’ about the COP

Disparate data exchange standards

Access to Critical Infrastructure data

Nothing ‘standard’ about SOPs

Whose plan?

Who leads?

Who supports?

What else?

Unilateral or Interagency?

Unilateral?

What authority?What is the desired outcome?

Can we share information?

Whose rules?

How do we communicate?

Who pays?

Is there a plan?

Whose jurisdiction?

No single, integrated Watch Lists

Freedom of Information

Is private sector involved?

Poor delegation of authorities

Flawed/Untested assumptionsExecutive participation and buy-in

6

7UNCLASSIFIED

MSOC(GL)

CANR

ANR

NATO &Partners

JTF(N)

CBP

AMOC

PACOM

NORAD

USNORTHCOM

CONR

CG PAC

MIFC

CG LANT

MIFC

USCG

NVMC

USCG

IRVMC

MARPAC

ADF C

JIATF-S

USCG

EPIC

MARLANTMSOC(W)

MSOC(E)

CFICC

NMIO

3rd FLT

PACFLT

CFINTCOM

Canadian Joint

Ops Command

SOUTHCOM

EUCOM

USCG

D-1

USCG

D-5USCG

D-7

USCG

D-14

USCG

D-11

USCG

D-13

USCG

D-17

USCG

D-8

Canadian IMSWG,

ASWG Committees

US Arctic Executive

Steering Committee

Embassy

USCG

D-9

ONI ICC

AFRICOM

Federal, State,

Local & Tribal

Government

GOC

ITAC

NCTC

TC

RCMP

NMCC

DHS NOC

DFO

CENTCOMCSEC

JIATF-W

NSA

Bi-National

Forums

NSS Interagency

Policy Committees

Private Sector

Stakeholders

USFF

Embassy

FBI

TSA

GMCC

NTC

DOT

NSA

CBSA

Federal, Provincial &

Local Government

CSIS

ICE

NJOIC

CBP

DNDO

DOE

STRATCOM

Diverse North American Stakeholders

Justice

CJOS COE

Academia

& Think Tanks

NRONGA

PM-ISE

PSC

Health

EC

CIC

CSA

DOS

GAC

International

Forums

AANDC

ONR

NRL

DRDC

OAS/IADBAsia-Pacific Partners

Arctic Stakeholders

7

Non-Military

Military

Fusion Centers

4

1

PACOM JIOC

MIFCPAC

Marine Security Operations Centre (MSOC) West, East and Great Lakes

EPIC

MIFCLANT

USSOUTHCOM (JIOC-SOUTH)

JIATF-SOUTH

USFJ

JIOC-K

Australian Maritime Information Fusion Centre (AMIFC), Canberra

NAVCENT

National Maritime Coordination Centre (NMCC), Trentham

JIOCEUR Analytic Center (JAC), Huntingdonshire

Joint Narcotics Analysis Centre (JNAC), London

FRONTEX – European Union

USAFRICOM (NAVAF)

Counter-Narcotics & Maritime Security Interagency Fusion Center (CMIC), Cape Verde

NATO Allied Maritime Command (CCMAR), Naples

Virtual – Regional Maritime Traffic Center (V-RMTC), Rome

Maritime Analysis & Operations Centre – Narcotics (MAOC-N) EMSA Maritime Support Services Operations Centre, Lisbon

Australian Maritime Security Operations Centre (AMSOC), Canberra

Information Fusion Centre, Singapore

ReCAAP, Singapore

IMB Piracy Reporting Centre, Kuala Lumpur

JIOC-TRANS

JIOC-CENT

JIATF-WEST

NATO Allied Maritime Command (MCC) &NATO Shipping Centre (NSC),

NorthwoodNational Maritime Information Centre (NMIC), Northwood

OMAOC, CINFOCOM, INTERPOL-WAPIS,

Abidjan

Maritime Safety Agency, Barcelona

National Maritime Safety Agency, Madrid

National Maritime & Rescue Center (Joint RCC), Den Helder

CGFMC, Paris

UKMTO, Dubai

MSCHOA, Northwood

MARLO MOC, Bahrain

COMCONTRAM

Panama LRIT Surveillance Center

MRCC Chile

SUCBAS, Baltic States

ADF-C

N2C2

AMOCUSFF MOC

Regional Fusion & Law Enforcement Centre For Safety & Security at Sea (REFLECS3)

Diverse Global Stakeholders

NMCC, Brunei

EUROSUR, Madrid

Maritime Trade Info Sharing Centre (MTISG-GOG), Accra

Indian Ocean Commission (IOC)

Mar. Sec Program of IAC against

Terrorism (CICTE)

ECOWAS, ECCAS, GGC, ICC, CREMAC,

CRESMAO

8

• M/V EXPLORER, struck iceberg and sunk, Antarctic (Nov 2007)

• Mumbai, terrorism from the sea (Dec 2008)

• M/V MAERSK ALABAMA, piracy, Somali Coast (Apr 2009)

• M/V ARCTIC SEA, hijacking, Atlantic (Aug 2009)

• M/V OCEAN LADY, illegal migrants, Victoria (Oct 2009)

• ROKS CHEONAN, torpedoed/sunk by N. Korea (Mar 2010)

• Deepwater Horizon, oil-rig explosion, Gulf Coast (Apr 2010)

• NP37 Russian research site evacuation, High Arctic (Jun 2010)

• M/V POLAR STAR, cruise ship grounding, Svalbard (Jun 2010)

• M/V SUN SEA, illegal migrants, Victoria (Aug 2010)

• M/V MOKAMI & NANNY, Arctic groundings (Aug & Sep 2010)

• M/V CLIPPER ADVENTURER, Arctic grounding (Aug 2010)

• M/V POLAR STAR, cruise ship grounding, Antarctic (Jan 2011)

• Fukushima earthquake/Tsunami (Mar 2011)

• M/V RENDA - USCGC HEALY, Nome resupply (Jan 2012)

• M/V COSTA CONCORDIA, grounding (Jan 2012)

• Shell Oil drilling debacle, Arctic (Summer 2012)

• M/V SNOW DRAGON, 1st PRC Arctic crossing (Sep 2012)

• Superstorm SANDY, global supply chain disruption (Nov 2012)

• M/V OB RIVER (LNG), 1st winter crossing of NSR (Dec 2012)

• USS GUARDIAN, grounding, Philippines (Jan 2013)

• M/V CARNIVAL TRIUMPH, high seas SAR (Feb 2013)

• Sabotage of internet submarine cables, Egypt (Mar 2013)

• Atmospheric CO2 surpasses 400ppm (May 2013)

The Call to Action

• M/Y WHITE ROSE, GPS Spoofing, Monaco (Jun 2013)

• Typhoon HAIYAN, global supply chain disruption (Nov 2013)

• Ukraine Crimea/Black Sea Crisis (Mar 2014 - present)

• Malaysian Airlines Flt 370 search (Mar 2014 - present)

• Ferry SEWOL Capsize/SAR, South Korea (Apr 2014)

• LALB labour dispute, global supply chain disruption (Mar 2015)

• Record high temperature, Antarctic (Mar 2015)

• Fukushima radiation detected, Eastern Pacific (Apr 2015)

• M/V EASTERN STAR capsize, Yangtze River (Jun 2015)

• ISIS-affiliated missile attack on Egyptian navy ship (Jul 2015)

• Russian violation of UN ban on N. Korean shipping (Mar 2016)

• Record low winter Arctic sea ice extent (Mar 2016)

• Drug Emergency (W-18 & Fentanyl), Canada (Apr 2016)

• First Submerged Missile Launch (SLBM), N. Korea (Apr 2016)

• Record drought and famine, Ethiopia (Developing)

• El Niño Southern Oscillation weather phenomena (Ongoing)

• Rising sea levels (Pine Island Glacier, Greenland, warm water

basal erosion of Antarctic ice shelves etc.) (Ongoing)

• Mediterranean migration crisis (Ongoing)

• South China Sea “wall of sand” (Ongoing)

• Ebola, MERS, Zika virus, & global pandemic risks (Ongoing)

• ISIL illicit exports to global oil market (Ongoing)

• Transnational Crime, Weapons Proliferation, Espionage,

Piracy, Cyber-threats, Pollution, Environmental Exploitation

(Daily)

9

“The Problem” circa 2012 to the Present

“In an increasingly inter-connected, inter-dependent

and rapidly changing globalized world, there

continues to be an absence of habitual and persistent

relationships between key stakeholders across the

Global Maritime Community of Interest which is

essential to enhancing Maritime Situational

Awareness”

10

Decomposing the Problem across “Interests”

To achieve a better understanding of the gaps, seams and

barriers to collaboration (and potential

solutions) through an examination

of stakeholder

interests

Allied &

multinational

sources

+

Industry &

academic

perspectives

+

Perspectives

from evil-doers

and non-state

actors

+

Decision-support

models and tools

Governance &

National InterestsPolitical

Military

Economic

Social

Infrastructure

Information

Diplomatic

Legal

Global Supply Chain

Business InterestsMarketing and sales

Flow and on-time delivery

Low inventories

Reverse logistics

Supply chain resilience

Business continuity

Return on investment

Reputation

Business Innovation and

Value Chain Interests Financing

Research and development

Design and prototype

Marketing and sales

Production, installation and maintenance

Continuous improvement

Return on investment

New and expanding markets

+ +

11

Gaps, Seams and Barriers

12

13

First Steps to Building an Enterprise Solution

1. Define (and share) stakeholder interests and decision-making

culture

2. Determine (and share) Critical Information Requirement

3. Adopt a repeatable “information exchange and triage” process

4. Apply scientific rigour to defining surveillance requirements

5. Adopt a common lexicon and data sharing standards

6. Seek to harmonize and simplify vessel/cargo/crew reporting

requirements and ruthlessly pursue Single Window Initiatives

7. Nominate a champion to guide development of a simple

“prototype” information management protocol

14

Define and Share Interests and

Decision-Making Culture

There is a need to understand the types of decisions which

could be made (and when) by various stakeholders to help

define the underlying layers of data, information and

knowledge which are required to support timely and well-

reasoned decisions

• Governance/Management

• Capacity Building

• Operational Response

• Business Continuity

• Supply Chain Management

• Business Innovation

• Information Management

What level of awareness is required to ensure timely warning of threats and vulnerabilities in order to

manage risk and achieve an effective response?---------------------------

Can we detect, issue warning and mitigate the threat before it assembles and departs point of origin? ---------------------------

When and where does collection, fusion and analysis need to be conducted? What is shared and with

whom do we share information and collaborate in order to preserve decision-advantage?---------------------------

What are the 2nd and 3rd order effects of decisions and actions (or inaction)?

Air Assets

Maritime Interest Item

Space Assets

Decision-Makers

1. Collect & Cue

4. Assess & Warn

6. Respond

Determine Security and Regulatory

Critical Information Requirements

3. Fuse, Analyze, Share & Collaborate

5. Plan & Coordinate

2. Detect & Track

15

OwnerFlag

Finance

Crew

Insurance

Charter

Manager

Cargo

Determine Business and Supply Chain

Critical Information Requirements

What level of awareness is required to ensure timely warning of market threats and opportunities in order

to achieve competitive advantage?---------------------------

When and where does collection, fusion and analysis need to be conducted and with whom do we share

information and collaborate in order to preserve competitive advantage and reputation?---------------------------

How do we compete globally under increasingly cumbersome global/national regulatory processes? ---------------------------

What are the 2nd and 3rd order effects of our decisions and actions (or inaction)? 16

Information Exchange and Triage Process

Encourage voluntary collaboration using a common

information exchange and triage process to nominate and

discuss Maritime Interest Items without complex technology.17

Source: MASS 2014 NORAD Presentation

www.maritimearcticsecurity.ca

Surveillance Requirements Planning

Poorly defined surveillance requirements drive stakeholders

to make poor acquisition decisions and employ resources in

an ineffective and inefficient manner while innovators and

manufacturers invest time and resources developing

capabilities which fail to satisfy “real” requirements.18

Surveillance Requirements Planning

Apply scientific operational research and prudent risk

management techniques to define “real” surveillance

requirements.

19

Protocols exist to make information discoverable and

accessible within a common trust and shared stewardship

environment.

Adopt a Common Lexicon and

Data Sharing Standards

20

Harmonize/Simplify Reporting Requirements

21

Incentivize collaboration by allowing traders to file

standardized information through a single entry point to fulfill

all import, export and transit-related regulatory requirements.

Select Ports and

Port States

Mandatory Pre-Arrival

Notification (Hours)

Suez Canal 96

Panama Canal 96

Canadian Ports 96

United States Ports 96

Australian Ports 96

New Zealand Ports 48

Singapore 24

China (mainland) 72

Hong Kong 24

Japanese Ports 24

Pusan, South Korea 48

Vostochniy, Russia 96

Tonga 72

Indian Ports 96

Rotterdam, NL 24

Bremerhaven, GE 24

Aarhus, DE 48

Gdansk, PO 48

Zeebrugge, BE 48

Southampton, UK 24

Ports in Cyprus 24

Tangier, Morocco 48

Dakar, Senegal 96

Mombassa, Kenya 24

South African Ports 96

Brazil Ports 24

Chile Ports 24

Peru Ports 72

Lázaro Cárdenas, MX 72

22

Nominate a Champion and Develop a Prototype

• Select 1st “MSR of the Month” and successors

• 1st MSR to lead bi-weekly telephone/email roll-calls

Focus on building/populating a simple prototype information

management protocol

Trial various lexicons

Trial various information exchange and triage processes

Trial NIEM/CISE data sharing standards

Seek efficiencies in regulatory and reporting processes

Record observations and participation levels

• Conduct monthly handovers of “MSR of the month”

• Create an “ad hoc” governance structure consisting of

semi-annual MSR “Stakeholder” Meetings followed by

an annual MSR “Executive” Roundtable to build

irreversible momentum

CAPTAIN (RCN) Ret’d Kurt Salchert, PMPBeyond the Border Consulting Ltd.11288 Chalet RoadNorth Saanich, BC V8L 5M1Canada

T +1 778 679 6292F +1 778 351 3106kurtrcn@gmail.com

Beyond the Border Consulting Ltd. is a globally-focused professional services firm specializing in

risk management, performance excellence and decision-support solutions

Regional Maritime Security Organizations

Round Table Meeting 2016