Space and cyberspace have evolved as key operating domains that support cross-domain interoperability (Air Force Operating Concept, 7). The Joint Force Commander (JFC) will be able to achieve Air and Maritime cross-domain synergy by leveraging space and cyberspace capabilities to improve mission command. Space-based platforms support intelligence, surveillance and reconnaissance (ISR) assets that provide an accurate common operating picture that enhances situational awareness (SA). Enhanced SA improves a Staff’s ability to assess, plan, synchronize and coordinate the execution of the Commander’s intent. This fosters operational flexibility and initiative that results in centralized control and decentralized execution which are key aspects
According to Army ADP 6-0, mission command is the exercise of authority and direction by the commander, using mission orders to enable disciplined initiative within the commander’s intent, to empower agile and adaptive leaders in the conduct of unified land operations (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the
The Air Force Space Command (AFSPC) has been performing admirably in keeping the US space and cyberspace interests ahead of the rest of the world. In recent years, the Air Force’s interest in military space exploitation has been on the rise. The Air Force is currently in the process of upgrading the ground stations that control and communicate with orbiting satellites, as well as, creating a new generation of GPS satellites that “produce signals three times stronger than current system to be able to overcome electronic jamming.”1 Additionally, AFSPC is in the process of creating 39 cyber mission teams that will conduct defensive and offensive cyber operations involving space systems.2 Lastly, the Air Force controls the secretive X-37B Space Plane which is on its fourth mission. This program is classified and further substantiates the fact that the Air Force is much more involved in space than the average citizen may know.3 Separating into two forces now would significantly impede space advancement.4
Coordinate and de-conflict ASIs provided by the DISA EOC Pacific, Europe, CENTCOM, DISA CONUS Network Operations Center, DISA Services Directorate, DECCs, and the DCI.
- He directly enhanced battle space awareness by forming an interdisciplinary team in which he identified design criteria, user constraints such as operations and manpower requirements, and sustainment costs for the Electronic Harbor Security System and Enterprise Land Mobile Radio System for four waterfront bases. The design provisioned a netted reliable, robust, and protected intranet-of-things consisting of surface based smart sensors, cameras, thermal imagers, and video analytics equipment that transport essential data. This rapid delivery of information content impacted aggregate force protection and low-level surface intelligence collection which was used by area Commanders to maintain coherent maneuverability and coordinated actions to combat threats inherent in the Forward Deployed Naval Forces. Additionally, his team operated and maintained 50 information delivery systems providing
Annual Retiree Summit, Career Fair & MWR Showcase: FFSC Joint Forces Expeditionary Base Little Creek: FFSC Oceana’s representatives participated in the Annual Retiree Summit, Career Fair & MWR Showcase located at FFSC Joint Forces Expeditionary Base Little Creek. The FFSC Oceana representative duties consisted of escorting register employers and individuals to their assigned table, setting up a marketing resource table, and providing additional resources from their assigned center. The initial data assessment suggested the event was a success as 500+ military affiliated personnel attended the event and 200+ individuals received their annual flu shot. The event had 40 employers on-site, 8 Educational Institutions on site, and MWR presented
Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.
C3CEN/CT-C2 is unable to adequately recreate Sea Commander faults found in the National Security Cutter (NSC) fleet to provide quality support. In September of 2015, C3CEN/CT-C2 received only the Situational Awareness (SA) hardware equipment and software equivalence for the Sea Commander systems found on the NSCs, but missing the much needed Tactical equipment. This lack of equipment requires C3CEN/CT-C2 to simulate not only the peripherals attached to Sea Commander, but the inter-system data communicated between Tactical and SA systems. C3CEN/CT-C2 needs the Tactical equipment and peripheral simulators added to C3CEN’s Sea Commander SA equipment in the Sea Commander Lab in Portsmouth, VA.
The United States military is becoming more diverse. This includes its own ranks. Not only is there joint operations within the U.S. military’s own units and branches, but now it is a globalized world. The military must learn to work with other foreign forces and other government agencies. With this leaders must be able to work with all these entities. One way to do this is the use of Mission Command.
Commanders are facing a wide range of tasks, missions and operations ranging from low to high intensity situations that span the tactical and operational levels and also the battlespace is forever evolving. The ability of making effective and timely decisions the commanders needs a curtain degree of Situational Awareness (AS) at all levels in order to act quickly and decisively.
The Command Element (CE) serves as the brain center of the MAGTF. Its functions are naturally wide ranging. The CE is concerned with Command and Control (C2), Current Operations and Future Operations planning, rear area operations and security, supply and sustainment, as well as everything in between, across the entire range of military operations. However, just as the human brain cannot function effectively without a wide variety of optical, auditory, and tactile inputs, the CE is similarly restricted without all appropriate information. Perhaps no aspect of the CE is more important to the single-battle concept than the Intelligence, Surveillance, and Reconnaissance (ISR) assets. This is not to downplay the necessity or importance of the
Space and its’ operational capabilities are covered by Joint Publication (JP) 3-14. The formation of a Multinational Joint Task Force (MNJTF) headquarters is enhanced through SATCOM or satellite communication and Positioning Navigation and Timing (PNT). SATCOM allows the MNJTF to communicate with the HQ and partner units executing operations in the Joint Operational Area; PNT provides real-time visibility of forces maneuvering within the JOA enabling battle tracking from remote locations. Forces operating within the straight of Mallaca will receive information, surveillance, and reconnaissance (ISR) as well as gather information regarding the operational environment such as the terrain and weather before entering their assigned Areas of Operation.
The Navy has charged the Commander of a Littoral Combat Ship (LCS) with maintaining, training, and equipping his officers and sailors, and furthermore, ensuring that his subordinates are combat-ready and capable of winning wars, deterring aggression, and maintaining freedom of the seas. The Commander has Title 10 responsibilities inherent with command, such as taking all necessary and proper measures, under the laws, regulations, and customs of the naval service, to promote and safeguard the morale, the physical well-being, and the general welfare of the officers and enlisted persons under their command or charge. He has the implied tasks in addition to the aforementioned mission, the mission of the Navy. On a daily basis, he can potentially
During The Gulf War the public and operational witnessed the debut of unfathomably complicated battle equipment, sleek new aircraft employing stealth. Arthur C. Clarke also described the Operation Desert Storm as the world’s first space war, as none of the accomplishments of America’s new look military would have been possible without support from space. Twelve years later Operation Iraqi Freedom proved that the central role of space power could no longer be denied. America’s military had made the transition from a space-supported to a fully space-enabled force, with astonishing results. Indeed, the military successfully exercised most of its current space power functions, including space lift, command and control, rapid battle damage assessment,
As a company looking to do business with the Department of Defense, one must analyze quality attributes to functionality and efficiency. An organization will need to clearly define expectations and software requirements. Open-source software is strategically utilized throughout the Department of Defense. This software allows modification, enhancement, and redistribution by software users (Brien & Marakas, 2011). There is the ability to support an array of human resource functions. Customer training is decreased and allots to efficient overall implementation.
Air and Marine Operations (AMO) lacks the ability to evaluate and illustrate the interdependencies between Maritime Operations and Domain Awareness through the planning, preparing, executing, and assessing phases. Development of strategic, analytical tools for the maritime domain will support investment strategies for technology and maturing operational functionality in the pursuit of establishing a Maritime Domain Awareness Network. Furthermore, this development will enable informed decision-making at the strategic, operational, and tactical levels.