The authors evaluate the use of small ships in theater security cooperation (TSC). They provide the U.S. Navy with a concept of operation for small ships in TSC, necessary small ship characteristics, a survey of suitable ships, and recommendations for increasing the effectiveness of TSC operations conducted with a small vessel. The report concludes that, with a mothership, the PC-1 Cyclone Class would be fully capable for use in TSC.

The authors evaluate the use of small ships in theater security cooperation (TSC). They provide the U.S. Navy with a concept of operation for small ships in TSC, necessary small ship characteristics, a survey of suitable ships, and recommendations for increasing the effectiveness of TSC operations conducted with a small vessel. The report concludes that, with a mothership, the PC-1 Cyclone Class would be fully capable for use in TSC.

To offer security in the maritime domain, governments around the world need the capabilities to directly confront common threats like piracy, drug-trafficking, and illegal immigration. No single navy or nation can do this alone. Recognizing this new international security landscape, the former Chief of Naval Operations called for a collaborative international approach to maritime security, initially branded the "1,000-ship Navy." This concept envisions U.S. naval forces partnering with multinational, federal, state, local and private sector entities to ensure freedom of navigation, the flow of commerce, and the protection of ocean resources. This new book from the National Research Council examines the technical and operational implications of the "1,000-ship Navy," as they apply to four levels of cooperative efforts: U.S. Navy, Coast Guard, and merchant shipping only; U.S. naval and maritime assets with others in treaty alliances or analogous arrangements; U.S. naval and maritime assets with ad hoc coalitions; and U.S. naval and maritime assets with others than above who may now be friendly but could potentially be hostile, for special purposes such as deterrence of piracy or other criminal activity.

Since its creation in 1963, United States Southern Command has been led by 30 senior officers representing all four of the armed forces. None has undertaken his leadership responsibilities with the cultural sensitivity and creativity demonstrated by Admiral Jim Stavridis during his tenure in command. Breaking with tradition, Admiral Stavridis discarded the customary military model as he organized the Southern Command Headquarters. In its place he created an organization designed not to subdue adversaries, but instead to build durable and enduring partnerships with friends. His observation that it is the business of Southern Command to launch "ideas not missiles" into the command's area of responsibility gained strategic resonance throughout the Caribbean and Central and South America, and at the highest levels in Washington, DC.