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Alaska Air Games 18 • Fleeting Chinese 43 • Alliance MAJIIC 52 OCTOBER 2011

Intelligence

A Holistic Approach AFCEA’S INTERNATIONAL JOURNAL • OCTOBER 2011 • $5.00

SEMAPHORE SERIES:

The Future of the Internet

SIGNAL

Asia-Pacific Region VOLUME 66, NUMBER 2

Charting a Challenging Course

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ASIA-PACIFIC REGION

18 Pacific Air Over Alaska A U.S. Air Force exercise gives regional allies a realistic taste of coalition air combat. By Robert K. Ackerman

OCTOBER 2011 / Volume 66, No. 2

20 –A Rich Market for Russian Hardware 26 Going Deep Down Under Australia prepares to advance its sub fleet through the biggest defense procurement in its history. By Rita Boland

Down Under Submergence

29 –In Defense of Collins 33 Small Island Has a Big Role

The Royal Australian Navy is embarking on a major defense force upgrade by modernizing its submarine fleet. The long-term effort seeks to equip the Pacific maritime nation with conventional undersea boats that can extend Australian naval power far away from littoral waters. page 26

36 Helping a Friend in Need

The military juggles distance, time zones and weather to benefit from Guam’s location as a forward base. By Max Cacas The U.S. military finds the right way to help following the Japanese earthquake and tsunami. INTERNATIONAL

43 China’s Phantom Fleet The Middle Kingdom has diverse maritime assets that make up a separate and distinct force. By James C. Bussert INTELLIGENCE

47 Honing Defense Intelligence A new strategy applies a holistic approach to supporting the customer.

52 NATO Works MAJIIC Again Nine NATO nations renew a push for greater cooperation on intelligence, surveillance and reconnaissance. By George I. Seffers

60 Brainwaves Boost Intelligence The U.S. Defense Department may be on the brink of harnessing brain signals for intelligence analysts. SEMAPHORE SERIES: THE FUTURE OF THE INTERNET

65 Internet Forecast Calls for Cloudy, Mobile Future Telecommunications leaders explain that the present is driving what will come as they identify several common trends.

SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



3



Alaska Air Games 18 • Fleeting Chinese 43 • Alliance MAJIIC 52

Intelligence

A Holistic Approach AFCEA’S INTERNATIONAL JOURNAL • OCTOBER 2011 • $5.00

SEMAPHORE SERIES:


Asia-Pacific Region Charting a Challenging Course

On the Cover The aircraft carrier USS John C. Stennis and the guided missile destroyer USS Pickney set sail in the Pacific Ocean on a distant deployment. Changing trends are shifting forces across that vast region. Cover design by SIGNAL Art Director Chris D’Elia based on U.S. Navy photography by MC2 Walter M. Wayman, USN.

Departments 6 8 10 12 14 17

Behind the Lines SIGNAL Today NewsNet Career Progressions InternetWorks President’s Commentary Jumping to Cloud Conclusion By Kent R. Schneider

69 Association Features 75

The Cyber Army of the Future By Rita Boland and Maryann Lawlor DISA Seeks Ideas, Innovation and Collaboration By Max Cacas

79 AFCEA Educational Activities AFCEA ROTC Experience Tours ... In Their Own Words

81 Association News 81 AFCEAN of the Month 85 International Chapter News 93 AFCEA Corporate Members 103 Advertiser Index 104 Incoming Don’t Put Good Intentions Ahead of a Good Plan By Capt. Joseph A. Grace Jr. USN (Ret.) SIGNAL (ISSN-0037-4938) (USPS 496-300) is published monthly by the Armed Forces Communications and Electronics Association at 4400 Fair Lakes Court, Fairfax, Virginia 22033-3899, (703) 631-6100. Toll-free (800) 336-4583. For direct-dial numbers to specific departments, see Association News. Subscription rate to nonmembers of AFCEA, 1 year (12 issues) $59. To foreign post offices, $82. Single copies: January, $50; all other issues, $5 each, plus postage. Domestic postage: $2.00 for the first issue (except January); $1.00 for each additional. For January, $6.00 postage. AFCEA membership dues: $35 per year, $20 of which is for a subscription to SIGNAL; student rate is $15, $7 of which is for subscription to SIGNAL. Periodicals postage paid at Fairfax, Virginia, and at additional mailing offices. Posted under Canadian Publication Agreement No. 40795527. GST No. 87364 3266 RT0001. Return undeliverable Canadian addresses to Circulation Department or DPGM, 4960-2 Walker Road, Windsor, ON N9A 6J3. POSTMASTER: Send address changes to SIGNAL Magazine, AFCEA, Service Center, 4400 Fair Lakes Court, Fairfax, Virginia 22033-3899. Authors are entirely responsible for opinions expressed in articles appearing in AFCEA publications, and these opinions are not to be construed as official or reflecting the views of the Armed Forces Communications and Electronics Association. The name SIGNAL® is registered in the U.S. Patent and Trademark Office. All rights reserved. Copyright 2011 by the Armed Forces Communications and Electronics Association. Copyright is not claimed in the portions of this work written by government employees within the scope of their employment. Reproduction in whole or in part prohibited except by permission of the publisher. The publisher assumes no responsibility for return of unsolicited manuscripts or art. When sending change of address, please list the old and the new address and allow 3 weeks for delivery of first copy. Microfilm copies of SIGNAL may be obtained from National Archive Publishing Company, www.napubco.com, 300 N. Zeeb Road, Ann Arbor, MI 48106. Article reprints can be purchased through the editorial department, [email protected]. _______

4

SIGNAL, OCTOBER 2011 | www.afcea.org/signal





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Behind the Lines AFCEA’s INTERNATIONAL JOURNAL

In this issue

“Warfighters are demanding … Our aim is to meet their training needs now.” —Billy D. Smith, chief, electronic combat training requirements for Red Flag at the Joint Pacific Alaska Range Complex page 18

More MAJIIC page 52

“Our customer set is not only people inside the five-sided building.” —Lt. Gen. Ronald L. Burgess Jr., USA, director of the Defense Intelligence Agency page 47

“It’s information at the speed of thought.”

The Pacific Challenge

W

esterners tend to have a myopic view of the world that focuses outward from the prime meridian. Yet, the part of the world that spans the largest segment of the globe and includes the most people is the Asia-Pacific region. Just two of its nations host one-third of the Earth’s population, and those two countries feature vibrant economies that are shifting the financial balance of power away from its traditional emphasis on Europe and North America. The region that spans an entire hemisphere comprises a diverse set of peoples with centuries of history and culture. As economies change, so do national interests; and with the end of the Cold War came uncertainties about the future of geopolitical relations. The dynamic changes affecting dozens of countries in the Asia-Pacific region complicate relationships among countries that are becoming ever more interdependent. Against this backdrop, established military and economic powers must chart a course into an unknown future. The United States is aware that it is as much a Pacific nation as an Atlantic one, and it is viewed by many throughout the region as a guarantor of peace and security. Yet, the world’s remaining superpower alone cannot determine the future of that region. The challenge will be to work with many different governments to exert a positive influence without losing that special relationship it has in the region. And, this challenge must be met without the luxury of knowing what lies ahead in this dynamic part of the world. Meeting this challenge just might be the requisite for success in the 21st century. Update: This month, SIGNAL Magazine was awarded the PRSA First Prize for Excellence in Technology Journalism, Trade/Technical/ Professional Publications for the August 2010 article “Army Plans Swat Teams of Mechanical Bugs.”

—Sonya Cork, vice president of the Defense Department sector of Verizon Federal page 65

6

Robert K. Ackerman Senior Director, Publications Editor in Chief

Chairman of the Board Natalie M. Givans President and Publisher Kent R. Schneider Vice President, Publications Associate Publisher Beverly Mowery Cooper [email protected] ____________ Senior Director, Publications Editor in Chief Robert K. Ackerman [email protected] ______________ Managing Editor Jim Sweeney [email protected] _____________ New Media Editor Helen Mosher [email protected] _____________ News Editor Rita Boland [email protected] ____________ Technology Editor George I. Seffers [email protected] ____________ Defense Editor Max Cacas [email protected] ____________ Associate Editor Beverly T. Schaeffer [email protected] ______________ Assistant Editor Rachel Eisenhower [email protected] _______________ Publications Assistant Christina Yanette [email protected] _____________ SIGNAL Art Director Chris D’Elia [email protected] ___________ Contributing Columnist Capt. Joseph A. Grace Jr., USN (Ret.) Editor at Large Clarence A. Robinson Jr. Contributing Editors Col. Alan D. Campen, USAF (Ret.) Michael A. Robinson Paul A. Strassmann Technical Adviser Dr. R. Norris Keeler Senior Director, Advertising Marsha Carpenter [email protected] ______________ Director, E-Newsletters and Directories Maryann Lawlor [email protected] ____________






Mission Essential Personnel recruits and deploys Intelligence Analysts worldwide for responsive, efficient, and reliable support to warfighters, defense planners, and national policy makers.

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SIGNAL Today SIGNAL Scape Overheard on our blog: “There is the dichotomy of change between technology and people: Technology is easy and fast; people, hard and slow. One does not substitute for another, and changing the approach with a technological solution is not solving the problem.” Read more: www.afcea.org/signal/ signalscape/?p=13525 _______________

@SIGNALMAG

Photo of the

Month

Petty Officer 3rd Class Travis Bloomer, USN, attempts to sweep water out of the hangar bay of the aircraft carrier USS John C. Stennis during a replenishment at sea in the Indian Ocean, Sept. 11, 2011. The John C. Stennis Carrier Strike Group is deployed to the western Pacific Ocean and the Arabian Gulf. Petty Officer Bloomer is an aviation boatswain’s mate.

SIGNAL Online www.afcea.org/signal ONLINE EXCLUSIVES New stories are posted throughout the month. Here are selected recent items from www.afcea.org/signal.

Testing Unmanned Technologies The U.S. Marine Corps Warfighting Laboratory is planning the biggest evaluation yet of its concept for networking unmanned platforms and controlling them with a Common Robotic Controller.

FCC Seeks to Measure Impact of VoIP Outages The federal agency responsible for oversight of the nation’s telecommunications is trying to adapt to changing technologies. These stories and more at http://www.afcea.org/signal/onlineexclusives.asp.

ON CYBER PATROL

Interact with SIGNAL in social spaces by following @signalmag on Twitter and facebook.com/SIGNAL.Magazine on Facebook.

What are the most vexing challenges for the Intelligence Community today? http://on.fb.me/nQmL4k

Being seen as service, not report Moving past legacy processes Massive amounts of data Ensuring information sharing Delivering intel to warfighters

35% 35% 18% 6% 6%

Additional Comments “Understanding of who is really who and where.”—Alan W. Silberberg, on Facebook “Antiquated business practices impeding collaboration for analysis of alternatives.”—Facebook poll submission “Establishing effective information management methodologies.” —Facebook poll submission

Are You Listening Out There?

Read more on this topic in our Intelligence focus section starting on page 47.

How many times do we need to be told to watch out for online scams and attachments from unknown sources? Or to use a spam filter and software that scan the contents of emails?

Join us on SIGNAL Scape, our blog, and Twitter and Facebook to participate in SIGNAL Today conversations.

8






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NewsNet MILITARY Air Force Communications Backbone In an ongoing effort to upgrade the Theater Deployable Communications system, the U.S. Air Force recently approved production of the Wireless Distribution Module (WDM), which extends deployed communications and information to remote users over greater distances. Theater Deployable Communications first was used in Kosovo, and many of its components are in need of replacement. The WDM system adds bandwidth while reducing the airlift and operational footprint and meets two diverse requirements with one product. Still, officials are searching for more ways to upgrade the communications backbone. Air Force Space Command, for example, is updating requirements documents to include such things as video teleconferencing. Upgrades for this year have focused on modernizing voice communications, but future plans include possible wireless enhancements to allow better communications in remote places, such as a desert environment. Information assurance also is a major focus area.

Fiber Optics Sharpen Harbor Security View Sensor technology first developed for nuclear submarines now is able to enhance port security in the United States. In recent tests, the underwater harbor security system detected attempted intrusions by small craft entering a protected area.

Known as Harbor Sentinel, the system is based on fiber optic sonar technology originally developed for the Navy’s Virginiaclass attack submarines. U.S. Seismic Systems Incorporated (USSI) of Chatsworth, California, a subsidiary of Acorn Energy Incorporated, developed Harbor Sentinel under contract with Pennsylvania State University’s Electro Optic Center and the Naval Surface Warfare Center (NSWC) in Crane, Indiana. Jim Andersen, USSI chief executive officer, maintains that Harbor Sentinel’s optical sensors and cabling are more reliable when submerged in the water than the electronic sensors and copper-wire cabling they replace. In addition to being more reliable, the USSI port security system will cost approximately 25 percent less than comparable electronic-based submerged systems, Anderson estimates. He adds that NSWC successfully tested Harbor Sentinel at Lake Erie, Pennsylvania, earlier this year and at Mission Bay in San Diego last year.

AEROSPACE Space for Liberty NASA has taken another step in its efforts to commercialize human space access with the selection of a prospective booster rocket. The space agency has entered into an agreement with a U.S. company to collaborate on the development of a launch system designed to carry spacecraft currently being built by private companies. The space agency has tapped the Liberty launch system proposed by Alliant Techsystems (ATK), Salt Lake City, to

Army Pushes Energy to Tactical Edge

A soldier in Afghanistan drinks clean water from a carbon water purification system provided by the U.S. Army’s Energy to the Edge program.

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A NEW U.S. ARMY INITIATIVE is delivering alternative and renewable energy to warfighters in remote locations while reducing dependency on diesel fuel. The Energy to the Edge program is a partnership between the Army’s Rapid Equipping Force (REF) and the Defense Technical Information Center’s Weapon Systems Technology Information Analysis Center. Energy to the Edge is an extension of the REF’s Net Zero effort, which meets both energy and water requirements at locations that are hard to reach with logistical aid. The program specifically focuses on procuring, assessing and deploying energy systems while reducing reliance on JP-8 diesel fuel for military vehicles and equipment. Fuel shipments are high-priority targets for adversaries in hostile areas such as Afghanistan. The REF selects energy solutions based on availability, deployment performance and Defense Department safety certification testing. These renewable and alternative systems include the Solar Stick 360 3-kilowatt hybrid energy system and Skybuilt’s Skycase portable power system, among others.






be a booster in the agency’s Commercial Crew Development Round 2 (CCDev-2) effort. Liberty originally was envisioned as a 300-foot-tall, heavy-lift launcher capable of placing 44,000 pounds into low earth orbit. It would use technology from the Ares I project, which is adapted from the space shuttle’s solid rocket boosters. Its second stage motor would be a liquid-fuel engine. Unlike other elements of the CCDev-2 effort (SIGNAL Magazine, March 2011, page 40), NASA’s agreement with ATK does not fund development. The space agency and the company will discuss system requirements, safety and certification plans, computational models of rocket stage performance and avionics architecture designs. The agreement also outlines key milestones, beginning with an initial system design review. In addition, NASA will provide feedback on its own human spaceflight expertise.

SCIENCE AND TECHNOLOGY A Great Stride Could Power Portable Electronics Research on the way humans walk soon could ease the weight burden for dismounted warfighters, first responders and gadget enthusiasts. Engineering scientists at the University of Wisconsin-Madison say a new technology called reverse electrowetting uses a micro-fluidic device embedded in footwear to convert the mechanical motion of the human foot into enough electrical energy to power portable devices such as laptops, cell phones and head-up displays. This “energy harvester” is capable of taking the energy produced during walking, normally lost as heat, and converting it into as much as 20 watts of useable electrical power, according to Dr. Tom Krupenkin and Dr. J. Ashley Carter. Krupenkin says he and Taylor have formed a company, InStep NanoPower, to develop a second-generation prototype and to work with major footwear manufacturers to commercialize their technology. Their original research was funded by a National Science Foundation Business Innovation Grant.

Nanotube Bundles Suggest a Powerful Future A supercapacitor made from solid-state, carbon-fiber nanotubes could power a new generation of devices in extreme conditions. These nanotube capacitors could find their way into flexible displays, bio-implants, an electric car body that serves as the vehicle’s battery, or a medical microrobot injected into a patient’s bloodstream. According to Dr. Robert Hauge, a Rice University chemist, nanotube-based supercapacitors have one advantage that existing comparable devices do not have: they do not depend on a liquid or gel electrolyte that breaks down in very hot or very cold conditions. Instead, a solid, dry nanoscale coat of oxide dielectric material provides quick bursts of power. “You have a fast discharge and charge cycle, still retaining the high supercapacitance, and it’s not sensitive to environment,” Hauge explains.

Officials with the Office of Naval Research display the recently built legs of a prototype robot designed to fight fires aboard ships.

Robot Sailor Shows Some Leg SCIENTISTS AT THE U.S. NAVY’S OFFICE of Naval Research have taken the first step toward developing a prototype humanoid robot designed to fight fires aboard ship—they have built the legs. Navy officials expect the system to reduce a ship’s vulnerability to damage and decrease recovery time while significantly reducing lifecycle costs. The system also is being designed to be smaller and lighter than other damage control systems and to reduce human risks. The Shipboard Autonomous Firefighting Robot (SAFFiR) program likely will take about two years to reach fruition, according to Navy officials. The system is designed to provide shipboard situational awareness and damage control capabilities. It would include smart sensors capable of detecting and alerting crewmembers to the presence of gases and incipient fires. It also likely would be teamed with micro-aircraft systems to provide rapid response and three-dimensional mapping of fire and damage. Capable of withstanding far more heat than human firefighters, the robots would aid their human counterparts through the use of advanced fire suppression technologies. Additionally, they would be equipped with human-robot interaction technologies, including gesture recognition and natural language dialogue to enhance interactions with human firefighters.




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Career Progressions Government Jeremy B. Bash has been assigned special assistant to the secretary and deputy secretary of defense, Office of the Secretary of Defense, Washington, D.C. Stephanie Paige Hinkle-Bowles has been assigned principal director, civilian personnel policy and director of work force issues and international programs, Office of the Undersecretary of Defense (Personnel and Readiness), Washington, D.C. Mark E. Krzysko has been assigned deputy director, Enterprise Information and Office of the Secretary of Defense Studies, Office of the Undersecretary of Defense (Acquisition, Technology and Logistics), Washington, D.C.

Military Brig. Gen. Brian J. Donahue, USA, has been assigned chief of staff, Defense Information Systems Agency, Fort Meade, Maryland. Rear Adm. Samuel J. Cox, USN, has been assigned director of intelligence, J-2, U.S. Cyber Command, Fort Meade, Maryland. Maj. Gen. Janet C. Wolfenbarger, USAF, has been nominated for appointment to the rank of lieutenant general and assignment as military deputy, Office of the Assistant Secretary of the Air Force for Acquisition, Pentagon, Washington, D.C. Maj. Gen. Charles T. Cleveland, USA, has been nominated for appointment to the rank of lieutenant general and assignment as commanding general, U.S. Army Special Operations Command, Fort Bragg, North Carolina. Lt. Gen. Charles H. Jacoby Jr., USA, has been nominated for appointment to

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the grade of general and assignment as commander, U.S. Northern Command/ commander, North American Aerospace Defense Command, Peterson Air Force Base, Colorado. Vice Adm. Michael A. LeFever, USN, has been assigned deputy director, Strategic Operational Planning, National Counterterrorism Center, Washington, D.C. Luke J. Schaub has been assigned chief, Wideband Satellite Communications Division, Military Satellite Communications Systems Directorate, Space and Missile Systems Center, Los Angeles Air Force Base, California. Rear Adm. Sean R. Filipowski, USN, has been assigned deputy director of operations, J-3, U.S. Cyber Command, Fort Meade, Maryland. Richard A. Davis has been appointed deputy for cyber operations/ director of operations (National Capital Region), U.S. Army Network Enterprise Technology Command/9th Signal Command, Fort Huachuca, Arizona. Col. Bradford J. Shwedo, USAF, has been selected for the rank of brigadier general and assigned director of intelligence, Headquarters Air Combat Command, Langley Air Force Base, Virginia. Capt. Dewolfe H. Miller III, USN, has been selected for promotion to rear admiral and assignment as director, intelligence, surveillance and reconnaissance capabilities, N-2/N6/F-2, Office of the Chief of Naval Operations, Washington, D.C. Capt. David M. Kriete, USN, has been selected for promotion to rear admiral and assignment as director, joint operations, N-3, U.S. Fleet Forces Command, Norfolk, Virginia.

Industry Dr. Ashok Kapoor has been appointed director of Silicon Valley Operations for APIC Corporation, Los Angeles. Cubic Defense Applications Incorporated, a business unit of Cubic Corporation, San Diego, has appointed David Eadie U.K. regional director for defense systems. QinetiQ North America, McLean, Virginia, has appointed Joseph Parsley vice president of business development for its engineering and life-cycle management business unit. Northrop Grumman Corporation, McLean, Virginia, has appointed Jim Kane vice president and program manager for the Virginia Information Technologies Agency program. General Dynamics, Falls Church, Virginia, has named Daniel G. Clare president of its Jet Aviation business unit. MaxID, Reston, Virginia, has appointed Bob Irwin chief executive officer. Mark Shockley has been appointed president of U.S. and Canada operations for Brightstar Corporation, Libertyville, Illinois. Clement “Clem” Greek has joined Kratos Defense and Security Solutions Incorporated, San Diego, as director of Army Aviation and Unmanned Aircraft Systems Initiatives for Kratos Technology and Training Solutions. John J. Garing has joined ViON Corporation, Washington, D.C., as a vice president. SRA International, Fairfax, Virginia, has appointed Dr. William L. Ballhaus chief executive officer.






____________

____________________





InternetWorks

P

redictions for the future of technology in the United States are dire if students fail to pursue science, technology, engineering and mathematics (STEM) degrees and careers. To help remedy this problem, many groups have launched programs in these areas, and they offer resources for teachers, community leaders, parents and youth through their websites.

NASA Education www.nasa.gov/audience/foreducators Science teachers can access resources on this page for space-related lessons. Materials are offered by grade from kindergarten all the way through higher education, and informal educational opportunities, projects and competitions geared toward children also are available. Moving beyond schools, NASA offers resources for community programs, museums and planetariums. In addition to helping educators, the site has a section dedicated to students that features games, project ideas and a picture dictionary.

MATHCOUNTS www.mathcounts.org For years, middle schools have used MATHCOUNTS clubs and competitions to encourage mathematical education. The website not only lists the information that teachers need to implement programs at their institutions, but it also offers a link to download a handbook for classroom or extracurricular activities. Each Monday, the site posts a Math Problem of the Week for students to answer. Previous problems and answers are recorded in an accessible archive. Visitors also can take advantage of the site to play games in the Math Arcade, or they can create an account to participate in the forum and connect with other math-minded students.

Reel Math Challenge www.reelmath.org A spinoff of traditional MATHCOUNTS, this new competition and its corresponding website feature a

DOTC STEM Education Office www.stemresource.org T h e U. S . D e p a r t m e n t o f Defens e Ordnance Technology Consortium (DOTC) STEM Education Office offers resources to help groups educate and provide career awareness to students from kindergarten through 12th grade. The goal is to increase the number of people selecting STEM careers while improving the overall technological competence of the U.S. population. Through the website, browsers can learn more about the DOTC’s philosophy, sponsors and lab locations. Educators also can request specific support through an online form or print special “Uncle Sam Wants You” posters with STEM-specific slogans.

video contest in which teams of four students create a video based on one of the problems in the 2011-2012 MATHCOUNTS school handbooks. The videos will be posted to the website, and members of the public will have a chance to vote for their favorites. Complete rules, explanations and tips are posted on the Reel Math site. The submission period opened on September 1. Teams looking for a little inspiration can check out the website to view featured math videos from YouTube.

Imagine Cup www.imaginecup.com STEM teachers and students looking to put their skills to use can start making a difference through Imagine Cup. The worldwide competition challenges students to find solutions to current real-world problems. Run by Microsoft, more than 358,000 students from 183 countries and regions participated in the 2011 event; registration now is open for 2012, which features the theme: Imagine a world where technology helps solve the toughest problems. Students can use their imaginations to create any technology solutions aligned with the theme. Imagine Cup 2012 also will feature the “Solve This” program through which

various organizations can submit issues they face. Competition participants can tackle those problems as part of their projects. In addition to registration and competition information, the website features forums through which students can interact. It also offers a variety of resources for students such as developer tools and development kits as well as training and career opportunities.

Try Engineering www.tryengineering.com The S may come first in STEM, but the E for engineering is just as important. At this site, students, teachers and parents can learn more about engineering careers and what makes them valuable. Students can search for opportunities to expand their education, search university degree programs and play engineering games as well as learn more about the different types of engineering disciplines and the lives of engineers. Teachers can access lesson plans appropriate for their classroom environment. These sites are not affiliated with AFCEA or SIGNAL Magazine, and we are not responsible for the content or quality of the products offered. When visiting new websites, please use proper Internet security procedures.

Visit SIGNAL Magazine’s home page at www.afcea.org/signal. • Our blog, SIGNAL Scape, is at www.afcea.org/signal/signalscape. Subscribe to SIGNAL Connections, AFCEA’s e-newsletter, at www.afcea.org/signalconnections. For corporate or individual membership, professional development and conference information, visit AFCEA’s home page at www.afcea.org.

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President’s Commentary

Jumping to Cloud Conclusions BY KENT R. SCHNEIDER

I

n a recent Op-Ed piece in the New York Times, Vivek Kundra, former federal chief information officer, made the point that in order to maximize effectiveness and efficiency in information technology (IT), the federal government and supporting industry need to leverage cloud technology and virtualization. I could not agree more that cloud and related technologies are essential assets for the government going forward to meet

growing requirements for productivity, efficiency, economy and security. In fact, the government, supported by industry, already is moving aggressively in that direction, motivated in part by the plan put in place by the White House through Kundra’s efforts in his former role. I do not agree that cloud technologies are the right answer for every government requirement. Room remains for legitimate debate on the applicability of cloud for the most sensitive data and applications. A need also exists for careful consideration of the cloud implementation in a given situation. Whether the right answer is the public cloud, a private implementation, a hybrid or no cloud requires study. These discussions are going on in government and industry. It should not be assumed that, because someone in government or industry challenges the use of cloud technology in a given situation, they are fighting the problem. In the same New York Times article, Kundra, now a fellow at Harvard University, alleges that industry, working together as an “IT cartel,” has, and continues to work against, government to perpetuate legacy and proprietary technologies. This is just wrong. I have been in the government information technology business for more than 40 years: in government, in industry and now in the nonprofit environment. My

experience is that industry has been trying for decades to promote commercial technologies and best commercial practices for use in government. Over the years, significant progress has been made and commercial technologies, supported by best-practice processes— including cloud—are in use widely across government. Industry best can meet government requirements and be most competitive by using such commercially available technologies. The government information technology industry is one of the most competitive in the world because of the number of players and the low barriers to entry. The term “cartel” implies some degree of collusion that does not exist in this market because even the largest companies are fiercely competitive. It is important to remember that requirements originate in government, not industry. The acquisition process works best when good communication takes place among government, industry and academia, so that requirements can be examined and the best solution is derived collaboratively. It is not productive to point fingers at government or industry and suggest that there is a conspiracy to inhibit progress. The information technology acquisition process is cumbersome, often sharing characteristics with acquisition of major weapons systems. This process often prevents effective communication

between government and industry, resulting in a poor understanding of requirements. Much effort has been applied through the years to improve the information technology acquisition process, and effort continues today. The focus of both government and industry should be to improve those processes and ensure effective, competitive acquisition of the right solutions to meet government needs, including cloud. A number of issues with respect to governance, data privacy, security and control must be addressed for the various classes of government data and applications. Legitimate concerns exist that Kundra seems to ignore in his New York Times article. Most in business would agree that cloud technologies offer important tools for government, but risk management is essential in planning and implementation. These issues can be addressed best by government and industry working together. Indiscriminate use of derogatory terms to describe the industry role is not useful. We all need to be working together to fix a broken information technology acquisition process and apply the best solutions to government requirements. These will include the cloud, but it would be naïve to believe that one technology will meet every requirement. Kundra seems to have forgotten some of the hard-learned lessons from Washington on his short trip to Cambridge. Commercial technologies, including cloud, are driven largely by the consumer community. Industry as a whole considers, but does not give priority to, government requirements. These requirements simply are not a large enough percentage of the market. The defense industrial base companies that Kundra accuses of conspiracy have for years adapted commercial technologies to meet uniquely government needs for scale, mobility, adaptability and security. Let’s at least get that part right.




17



ASIA-PACIFIC REGION

Pacific Air Over

ALASKA A U.S. Air Force exercise gives regional allies a realistic taste of coalition air combat.

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By Robert K. Ackerman

M

odern computer software, airborne combat simulation systems and a plethora of advanced Russian surface-to-air radar and missile hardware are melding air forces and ground-based air defense systems into a seamless air combat exercise that simulates ground and air combat. Friends are able to know immediately how their simulated fight against various foes is progressing, and after-action reviews can examine tactics and weapon performance in a multilevel security environment. Data that otherwise would take days or weeks to consolidate—if even possible—now contributes to a common picture that provides a multifaceted view of simulated air warfare over tens of thousands of square miles. Different nations are able to fly in coalition operations against the actual anti-aircraft hardware that they likely would face in a future conflict. Nations customize the airborne simulation systems for their types of aircraft. The key computer software that links their data into a single system is a commercial solution built around a military-developed training architecture. And much of ground-based anti-air technology is advanced Russian gear purchased openly from a former Soviet republic. The synergy among these elements is behind Red Flag-Alaska, the Pacific Air Forces (PACAF) exercise held in the Joint Pacific Alaska Range Complex (JPARC) several times throughout the year. U.S. Air Force personnel and their aircraft are joined by their counterparts from Pacific allies as well as by U.S. Army ground forces in an exercise that encompasses 67,000 square miles of airspace and 1.6 million acres of training land. All told, about 100 aircraft and up to 2,000 personnel take part in the endeavor over JPARC at Eielson Air Force Base near Fairbanks. Red Flag 11-2, held in July 2011, featured aircraft and support personnel from the United States, Australia, Japan and Singapore. They participated in coalition air operations over several days, and real-time data from all ground and air assets was consolidated to generate a single picture of the simulated combat. At the heart of this effort is a cross-domain solution that allows different platforms to exchange data at three levels of security. Complementing the secure links is an unclassified level that allows full exploitation by all coalition partners. This unclassified data can be seen and used by all participating nations during and after the exercise. That cross-domain solution is SimShield, developed by Raytheon Trusted Computer Solutions Incorporated, Herndon, Virginia. SimShield incorporates a Test and Training Enabling Architecture, or TENA, to enable a classified network and an unclassified enclave to be linked. TENA was

A U.S. Air Force F-16 takes off from Eielson Air Force Base in Alaska to participate in Red Flag 11-2, held this past July. The multiday exercise, which comprised air and land forces from four countries, generated air combat data that could be reviewed by all participants in real time.




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developed by the U.S. Joint Forces Command as part of the Joint National Training Capability to be a defensewide protocol that could reach back across generations of software. Billy D. Smith, the chief of electronic combat training requirements for Red Flag at JPARC, emphasizes the importance of SimShield and its TENA protocol. “SimShield is a good solution, and TENA allows the crossdomain solution with [unclassified U.S.] Army data,” he says. “TENA is the greatest thing that ever happened to us. We couldn’t be doing [what we are] today with all these systems—and we couldn’t have all the participants that we do—if it weren’t for TENA. “And, the [SimShield] cross-domain solution became the enabler for that,” Smith continues. “If I didn’t have that cross-domain solution, I couldn’t have taken my classified tracking source and combined it with my unclassified tracking source.” TENA largely is agnostic when it comes to other data systems. Even proprietary systems can work with TENA, which produces data in a common format. This way, classified air combat data from a U.S. Air Force fighter aircraft, data from a Japanese Air Self Defense Force anti-aircraft team and unclassified data from U.S. Army ground forces can be consolidated immediately. “We take everything from advanced threats that are real to systems that are basically low-fidelity emitters, but we have to tie them all in and do the training for all the participants at that level,” Smith says. What puts Red Flag at the forefront of air combat simu-

The Joint Pacific Alaska Range Complex (JPARC) is equipped with the latest former Soviet and Russian air defense systems, including the Flap Lid radar that serves as the fire control radar for the SA-10 anti-aircraft missile. In the background at right is the top of a Clam Shell radar, which detects low-flying aircraft and is networked with the Flap Lid to generate a comprehensive airspace picture.

A Rich Market for Russian Hardware

B

illy D. Smith, the chief of electronic combat training requirements for Red Flag at the Joint Pacific Alaska Range Complex (JPARC), is more than a software integrator. He is responsible for acquiring most of the advanced Russian surface-to-air combat gear that dots the range. These JPARC radars and missile systems are not aging holdovers from the Cold War. While some of them have their roots in that period, they all represent the latest systems that might be employed by an adversary in a coalition operation. Smith regularly journeys to Ukraine, where many of these systems still are manufactured. Under regular international export transactions, he buys them and ships them back to JPARC for installation and use. Lately, he has been purchasing them with service contracts so that he can add soft-

20

ware or hardware upgrades when they become available without having to negotiate new sales agreements. The list of Soviet- and Russiandesigned systems used at JPARC reads like a directory of surface-to-air defense systems. They include the SA-10/Flap Lid, the 2S6, the SA-8, the SA-6, the SA-11b, the SA-13 and the new SA-15b. Red Flag participants also train against early warning radars such as the Clam Shell, Tin Shield, Spoon Rest, Flat Face, Long Track and Thin Skin. Many of these systems work together to constitute complementary air defense. The SA-10 uses the Tin Shield radar, which can be a stand-alone system or an integrated one and serves as an early warning system. Data from this detection radar, which can track as many as 100 targets, is passed on to other radars such as the Flap Lid phased

array radar. This is the SA-10’s fire control radar, and it can track six targets and launch 12 missiles. The Clam Shell radar, which concentrates on low-flying targets, also feeds data into this network via the same control van as the Flap Lid, from which it also is controlled. The 2S6 is a tracked vehicle equipped with guns and missiles. Specializing in low-level combat, it can fire 5,000 rounds per minute at targets up to 2 miles away. Its missiles can engage aircraft 8 miles away at up to 8,000 feet above ground level. The SA-8 also is designed for low-altitude attacks. It carries four missiles and is an amphibious threat. While it can track aircraft while on the move, it must stop to fire its missiles. It can engage a target 6 miles away up to 16,500 feet above ground level. The SA-6, which made its debut in the 1973 Arab-Israeli war, features separate






ASIA-PACIFIC REGION flow for tracking and simulated weaplations is that all of its assets generate ons use. data that influences the exercise in real FORMER Air-to-air and ground-to-air combat time. The information generated by SOVIET/RUSSIAN are only two parts of a Red Flag. The the various airborne and ground platHARDWARE AT JPARC exercise also includes air-to-ground forms creates an active picture of the warfighting, with friendly pilots battlespace. Aircraft “destroyed” durSurfaceEarly rated on their ability to strike variing air combat are ordered out of the to-Air Warning ous ground targets as well as against active exercise, so they do not have any Weapons Radar ground-based anti-air threats. The effect on the remaining participants. Systems range features dozens of targets rangObservers viewing the unclassified 2S6 ing from airfields, submarine pens, display can see the red and blue airClam Shell SA-6 bridges, mock aircraft and anti-aircraft craft as they move throughout the batFlat Face SA-8 sites. Physical plants such as buildings tlespace. “Killed” aircraft are identiare subdivided into high-effect strike fied on the display, and some mission Long Track SA-10 areas for precision targeting. status and functions also are colorSpoon Rest SA-11b Red Flag now has its own in-house coded. The classified version provides Thin Skin aggressor force, which Smith notes much more detail than its unclassified SA-13 provides an advantage over previous root. It includes information on weapTin Shield SA-15b exercises. Prior to the establishment ons engaged as well as on weapons of this resident red force, pilots who effects. arrived for the exercise had to split Red Flag features three different air their time between red and blue force activities. This lesscombat maneuvering instrumentation (ACMI) systems ened the amount of effective training they would receive operating simultaneously. The P4BE provides aircraft as blue force pilots. Now, visiting pilots have twice as weapon data via an encrypted link to ground data sysmuch time training the way they would fight in coalition tems in real time. The Misawa-Osan-Kunsan-Kadena operations. Instrumentation Training System, or MOKKITS, supSmith estimates that 80 percent of the exercise’s electronports bilateral, joint and combined forces missions. And, ic warfare assets are government-developed. The battlefield many aircraft use newer P5 pods, which attach to AIM-9 commanders’ simulation system employs commercial or AMRAAM launch rails and provide continuous data

radar and missile vehicles. The newest version, which equips the JPARC range, can hit aircraft 13 miles away at an altitude of up to 50,000 feet. The range has two SA-11 units that it can place in different locations. It can fire its missiles on the move, and it can hit aircraft as far away as 30 miles up to an altitude of 82,000 feet. Its advanced radar allows it to fire three missiles at one target. The new short-range SA-15b is the latest addition to JPARC. Its advantage in air defense is its versatility: its operators can perform surveillance, command and control and target engagement. The system can track 48 aircraft, prioritize the 10 most important tracks, and then begin engagement—all within 8 seconds. Equipped with eight missiles, the SA-15b can fire at two different aircraft simultaneously. Its range is 7.5 miles up to 20,000 feet in altitude. While the transactions that acquired these systems may have been smooth, their incorporation into the range pro-

vided some hurdles. Smith notes that, not only did the gear and its labels require translation from Russian into English, the more modern made-inUkraine systems and their manuals required translation from Ukrainian into English. Other language and format barriers popped up, but they have been overcome, he states. —RKA

The new SA-15b is a highly capable short-range threat that can track 48 aircraft, prioritize the 10 most important tracks, and then begin engagement. This unit, as with other radar and missile systems on the JPARC range, is powered by an external source instead of its own internal power.




21



ASIA-PACIFIC REGION

“We take everything from advanced threats that are real to systems that are basically low-fidelity emitters, but we have to tie them all in and do the training for all the participants at that level.” —Billy D. Smith, chief of electronic combat training requirements for Red Flag at the Joint Pacific Alaska Range Complex (JPARC) off-the-shelf equipment. In some cases, commercial gear is adapted for unique uses on the range. One case involves the use of Stinger missile systems. Ground forces equipped with Stingers are an integral part of exercises involving air-to-ground attack. These forces do not actually fire the heat-seeking missiles, of course, but instead transmit data about targeting and firing into the Red Flag computer system. For Red Flag 11-2, ground-based Japanese Air Self Defense Force personnel used Stingers equipped with Droid cell phones atop the Stinger launch tubes. These smart phones provided the physical position of the manportable air defense missile (MANPAD) at launch along with video of the nonkinetic engagement. To let pilots know that they have been fired upon by a MANPAD, exercise personnel fire a conventional smoke missile into

Red Flag data can be displayed in an unclassified form so that personnel from all participating nations can view the same situational awareness imagery in real time.

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A Japan Air Self Defense Force crew (l) prepares to fire a simulated Stinger at an aircraft flying low in the valley in front of them. When a simulated Stinger launch is triggered, a smoke rocket is fired (above) to alert the target aircraft that it is under attack from a missile using a passive sensor. Note the Droid cell phone atop the Stinger tube.

the sky in the general direction of the aircraft under attack. The aircraft pilot then must engage countermeasures or evasive maneuvers to avoid being categorized as a casualty. The greatest ground threat that friendly pilots likely will face in future air combat will be equipment from the former Soviet Union. The range has a menu of up-to-date former Soviet and Russian radar and anti-aircraft systems, and many of these are designed to be linked during actual combat. Whether networked or operating stand-alone, these systems provide data to the Red Flag simulation center. The Russian gear ranges from the upgraded SA-6 to the newest SA-15b, as well as various detection and targeting radars (see box, page 20). Smith allows that the biggest challenge in pulling together Red Flag has involved security issues. Transitioning from a U.S.-only mission to a multinational operation entails meeting a host of security requirements. The information

assurance process also has been difficult, he offers, because it prevented the range from conducting the total training originally envisioned. Now, everyone can see all of the information that they are supposed to see, so that problem largely has been overcome. Red Flag established a classified laboratory offsite so that every piece of hardware brought to the range is tested before it is added to the active menu. In some cases, this might entail testing several systems simultaneously, even mixing classified and unclassified data. Smith notes that problems can arise when different radar and data systems track the same targets— or perhaps not all the same targets—and generate data that must be consolidated into a single picture. The Federal Aviation Administration solves this challenge by instituting the same data format among its many types of radars. Red Flag does not have that luxury, as it consolidates data from platforms as varied as Link 16, Mode 3 identification friend or foe (IFF) and ACMI pod systems, Smith notes. Other conflicts have arisen. Smith relates that when GPS jamming began, some code receivers would drop out while others did not. This was a problem largely with older electronics pods, and engineers still are working that problem. Data generated during Red Flag is transmitted by encrypted microwave or over optical fiber to the computers that consolidate and produce exercise information. Red Flag is able to run advanced threats against advanced aircraft because of encryption that protects the data and makes it supportable, Smith SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



23



ASIA-PACIFIC REGION reports. This is a relatively new development, and it is built around the Russian systems, he adds. “We want to make sure that, when we have real Russian assets, that we are protecting the capabilities that might be on the plane,” he allows. Those Russian assets have presented logistical challenges. Many of the Soviet-designed radars conflict with U.S. commercial bandwidth. Cell telephony in particular can For more images go to be affected during certain http://www.flickr.com/ conditions when the Russian photos/signal-magazine/ _______________ radars are operating. Smith sets/72157627539222355/ ________________ explains that engineers have digitized some of these systems to serve range needs, but as a result they can interrupt cellular communications when the radar points at a cell tower. To use the Russian radars in conflicted spectrum, the range has obtained permanent/intermittent or temporary permits from the Federal Communications Commission. Operators also endeavor to avoid situations that might cause interference with public airwaves, such as preventing the radars from beaming at cell towers. Some issues arise simply because of the different modes of operation native to each country. For example, during air combat simulations, U.S. Air Force pilots are permitted a minimum altitude that is higher than that of their Royal Australian Air Force (RAAF) counterparts. This presented an unexpected complication during Red Flag 11-2 for the Japanese Stinger crews perched on a hillside overlooking a valley that serves as a key air combat route. When the Australian pilots flew their aircraft in the valley, they flew lower than expected—but still

The control panel of a Clam Shell radar system used at the JPARC still bears Cyrillic letters as testimony to its Russian origins.

This SA-11 is equipped with nonfiring missiles for appearance on the range, but its radar actively tracks multiple targets and can simulate missile attacks on three aircraft simultaneously up to an altitude of 82,000 feet.

above their minimum. However, the Japanese Stinger crews were unable to engage the RAAF aircraft because the missiles were safed to prevent firing when pointed downward, and the RAAF aircraft were flying at an altitude that placed them below the Japanese ground personnel. However, when U.S. Air Force F-15s flew into the valley at their slightly higher altitude, the Japanese Stinger crews were able to engage them successfully. Despite its advanced nature, Red Flag still has some unrealized potential. In the future, planners hope to fully integrate the F-22 Raptor to the exercise. Currently, the F-22 must switch on its IFF when it is participating in exercises. Smith notes that this brings up fidelity issues because the aircraft’s IFF is not switched on during actual air combat. Red Flag experts are looking at some commercial technology developed for tactical activities for use in the F-22. Similarly, Smith offers that commercial or Air Force engineers may be working to adapt a P5 pod for installation in the F-22’s internal weapons stores. This would involve the pod using existing external antennas aboard the F-22, so no fundamental changes would be made to the aircraft. An external pod would severely reduce the aircraft’s stealth effects. A simpler fix is in store for kill notification. Currently, real-time kill removal of aircraft from the exercise is done by voice communication from the ground to the pilot. Engineers are working to enable that function to be performed through Link 16. Changes also are under consideration for the range’s physical plant. Planners are looking at building simulated tunnel complexes to replicate new military challenges. This will require an intelligence solution as part of air combat activities. “Warfighters are demanding, and they expect training ranges to be equipped with relevant threats to train against and reliable and flexible data recording and feedback systems in order to wring out every ounce of lessons learned in training before they are engaged in combat,” Smith declares. “Our aim is to meet their training needs now.” Photography by Robert K. Ackerman

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“This is a very bold change in Australia’s order of battle.”

Australia Defence Department

—Rear Adm. Rowan Moffitt, RAN, head of the Royal Australian Navy’s Future Submarines Program

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ASIA-PACIFIC REGION

GOING Australia prepares to advance its sub fleet through the biggest defense procurement in its history. BY RITA BOLAND

DEEP DOWN UNDER

THE AUSTRALIAN DEFENCE DEPARTMENT is in the midst of revolutionizing its submarine force with plans to replace its current fleet of six vessels with at least 12 new ones. This is the first submarine project for them in more than 20 years and mandates not only planning to build the new boats but also adjusting personnel to operate them. When complete, the project will enable the nation to protect its interests from both an economic and a security standpoint. Currently dubbed SEA 1000, or simply the future submarine, the program is scheduled to stretch over a long period of time, though no firm dates are set yet. Rear Adm. Rowan Moffitt, RAN, head of the Royal Australian Navy’s Future Submarines Program, says that moving forward there are several key questions that must be answered— How quickly does the government want the 12 submarines?; What submarine should be built?; and How much life is left in the country’s current Collins-class submarine force?—because the navy wants to keep them in service as long as possible. Adm. Moffitt explains that the new submarines must be delivered at a rate that the navy can absorb sensibly and likely will run over a period of at least 25 years—longer if more submarines are requested. The vessels will replace the aging Collins gradually. Because of the long timeline, program officials must be mindful that at the point when number 12 is ready, a replacement of the first hull may be necessary. What the government has made clear, Adm. Moffitt says, is that at least 12 new submarines will be obtained; they will run HMAS Collins (foreground) meets with HMAS Waller (l) and HMAS Rankin. The Royal Australian Navy plans to replace its six submarines, all Collins class, with 12 new future submarines over the course of several years.




27



Australia Defence Department

HMAS Collins prepares to berth at Fleet Base West. When the Australian Defence Department finishes with its procurement of new submarines, it will have a subsurface fleet larger than its destroyer and frigate force.

on conventional, not nuclear, power; and they will be assembled in South Australia, most likely in Adelaide where facilities and work force already exist. The admiral stresses the word assembled, because some components likely will be acquired from other places. The question of which submarine will be built raises a spectrum of possibilities ranging from creating a totally new design to buying a vessel off the shelf from another navy. Adm. Moffitt says some Australians are pushing to buy European boats. Though Europeans make good submarines, the vessels might not be the right fit for the island nation. European submarines generally are designed to go short distances. Australia’s distance from other countries, especially its allies the United States and United Kingdom, and its own huge size—coupled with the maritime nature of its region—mandate a boat that can travel a long, long way. Traveling from Perth on the west side of the continent to Sydney on the east is almost 1,800 nautical miles. To travel to the highestfidelity training available currently, Aus-

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tralia’s submarines cross 8,000 miles of ocean to Hawaii, unaccompanied. Adm. Moffitt says Australian submarines need to be able to travel 3,000 to 5,000 miles, remain on station for significant periods of time, return home and carry sufficient weapons for sea battle. “Let’s face it, people buy submarines for serious shooting wars,” he states. “They don’t buy them for trivial reasons. They’re too expensive and too difficult for that.” The new submarines must be able to carry out their missions even if a forward operating base is denied to them. These factors require them to have great range, which is decided by fuel consumption and storage space, and endurance, which is about food, water and how long people can stay in a submarine without going mad. The admiral says other nations do push their submarines for long distances, but not as a regular part of their concept of operations. “Australia is the only nation on Earth that routinely asks its conventional submarines to cross oceans,” he states. Because of this, Australia requires vessels of sig-

nificant size. At the time of their introduction, Collins submarines were the largest conventionally powered subsurface ships. Future Submarines Program personnel are in conversations with government to address the various questions. “This is a program which is likely to be the biggest industrial undertaking of an Australian government, a commonwealth government, in the nation’s history, so it needs to be approached in a sensible and measured way, not approached with haste,” Adm. Moffitt says. Australia’s Minister of Defence, Stephen Smith, has been in office for slightly more than a year, and in addition to his work on the new submarine procurement, he also announced a review of the maintenance of Collins-class vessels because of problems in the program. Adm. Moffitt explains that getting a grip on that issue is necessary before moving ahead. SEA 1000 not only is the largest defense procurement project in the nation’s history, but it also will alter the nature of its navy. “This is a very bold change in Australia’s order of battle,”






ASIA-PACIFIC REGION Adm. Moffitt says. “This is to double the size of our submarine force. This is to make our submarine force larger numerically than the destroyer and frigate force. There are not that many nations that have that balance. It is a major undertaking unquestionably, but it is one to which the navy has no choice but to commit wholeheartedly to achieve that objective.” Adm. Moffitt heads a staff of about 30 people from the navy, the Defence Materiel Organization, the Defence Science and Technology Organisation and the Capability Development Group. No private-industry partners are involved yet, but the office did engage RAND Corporation to perform a study about Australia’s industrial capabilities for the effort. One challenge the navy must address as the project moves forward involves staffing the vessels. Both the number of submarines and the number of crew members necessary per vessel will increase through the SEA 1000 project.

Currently, the navy only has approximately 500 submariners, though it has a need for about 650. Immediately prior to his current role, Adm. Moffitt conducted an examination of submarine work force sustainability to provide input to the chief of the navy about how to answer the problems confronting the uniformed force. “I came away from that review with really quite renewed confidence and enthusiasm because I think it’s well within [navy] capabilities to address all the issues causing us pain and grief,” he states. His study concluded that many of the issues are large, complex and interrelated, but all are capable of being under navy control. The admiral also references another review conducted by an independent consultancy about the same time as his own. He says it demonstrated that obtaining the necessary 1,500 submariners from a work force population of 13.5 million is not impossible and that Australians are interested in the career field. “It’s a matter of managing it prop-

IN RECENT YEARS, the Australian media and public have berated the nation’s Collins-class submarine program for its myriad troubles. Reports have stated that only one, or even none, of the six vessels is seaworthy. Earlier this year, Australian Defence Minister Stephen Smith ordered a review of the multibillion-dollar program because of its shortcomings. Andrew Davies of the Australian Strategic Policy Institute explains that, “Maintenance of the Collins fleet has been scandalously bad, and that has affected government confidence and made it harder for SEA 1000 [Australia’s future submarine effort], to get the attention it needs.” But despite negative publicity, Rear Adm. Rowan Moffitt, RAN, head of the Royal Australian Navy’s Future Submarines Program, believes some defense of the Collins is in order. He readily admits the existence of problems related to program management decisions that need to be fixed quickly. Technical issues also exist, but he states a balance needs to be found between those difficulties and the fleet’s successes. Workmanship and trade skills on the boats are good, he explains, and the Australian work force also is succeeding at solving problems inherited from overseas providers. The admiral believes misperceptions are driving some of the criticism. For one, people think that with six subma-

erly to get the end result, but it can be done,” Adm. Moffitt says. “I’m quite confident that my navy in my nation is very capable of doing that as long as it focuses on it and commits.” The government outlined its plans for the future submarine force in its 2009 white paper Defending Australia in the Asia Pacific Century: Force 2030. Defence Department officials have made clear that they foresee a need for a larger, more robust and more muscular navy to handle the security challenges it predicts for the region. Several advantages the new submarines offer are enhanced submarine warfare, better intelligence, surveillance and reconnaissance (ISR) capabilities, antisurface warfare and “possibly land strike in a region of the world which is fundamentally maritime in nature,” Adm. Moffitt says. In the white paper, the government points out several issues, including the increasing number of countries operating submarines in the area and a proliferation in the number of submarines

rines in the inventory, six should be at sea. “They’ll never all be at sea, and that was never the plan,” he explains. His frustrations are compounded by the fact that the vessels have performed many actions well and successfully in the past few years, but those are “not things we generally talk about because we can’t,” he says. Another item for consideration is the fact that the sixth submarine was commissioned in 2003, so the entire fleet has been together less than 10 years. “It’s not reasonable to expect immediate success and results,” Adm. Moffitt says, comparing the effort to the U.S. space shuttle program. “The other thing I think is very relevant about the Collins-class submarine is it’s the first military capability in our history for which we were the parent.” Though he says Australians are grateful for help the United States has provided, they cannot turn to enormous research and development resources on the vessels from large, educated, industrialized nations because that knowledge does not exist. To help mitigate the problem, Adm. Moffitt says, he tries to be very conscious of setting the right tone in his discussions with government. He adopts a policy of under-promising and over-delivering. Moving forward, he believes submarine officials must be clear-eyed and hard-headed, understanding plainly why they plan to take certain actions as well as the risks and alternatives. —RB

In Defense of Collins




29



ASIA-PACIFIC REGION overall. “A submarine is a very good way, if not the best way, particularly at range, to counter someone else’s submarines,” the admiral explains. They also are difficult, complex and expensive to counter, complicating military planning and options available to any future enemies. “We have no adversaries at present,” he shares. “This is the nation’s long-range insurance policy.” However, the significant potential for friction must be realized. India and China both are growing their submarine fleets and have tensions between them. Adm. Moffitt says there also could be issues related to South China Sea resources. Australia relies on these sea lanes for its export activities. Andrew Davies of the Australian Strategic Policy Institute has been following SEA 1000 closely and has received briefs from government and industry about the project. He states that submarines are potent sea denial platforms and constitute an asymmetric threat.

“For Australia, an island continent with a small population, both of those features are attractive,” he explains. “That’s especially true looking to the future where our traditional economic and technological advantages are going to be eroded.” The defense white paper states that, “The ability of some regional military forces to employ such systems will be enhanced by their acquisition of advanced communications, command, computing, ISR and electronic warfare systems. Over time, more regional militaries will be able to network a range of weapon systems and develop the operational proficiency to be able to do so in militarily effective ways.” Davies’ assessment of the white paper, which he says was confirmed through other means, identified China as the principal focus of the efforts and statements. Adm. Moffitt takes a different view. “Many say the white paper focused on China,” he says. “I don’t believe that’s true.” He believes the government’s writ-

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ings took in an array of likely developments that pose risks as well as the ways it wants to respond to them. Both men recognize that part of the submarine plan as laid out in the white paper is to enable more cooperation with the U.S. Navy. According to Adm. Moffitt, the Royal Australian Navy already is working with U.S. sailors on several submarine projects, and the government is clear about continuing to focus on interoperating with U.S. forces in the Asia Pacific. In fact, Australia does not predict engaging in actions in its region alone. The 12 conventional submarines will be of great significance to both the United States and Australia, Adm. Moffitt says, because given the stated U.S. plans for its subsurface vessels in the area, the Australian fleet would be one-third of the allied submarine force there. The admiral expects that the United States will offer assistance to his country as it moves forward on the submarines, but that because of the new nature of them, Australia also will have to become more self-sufficient. In addition, the time that has lapsed since the Collins build and the program’s troubles require program officials to move carefully. Responding to some critics who say Australia should abandon the Collins and stop pursuing any type of submarine-building program, he says, “That’s not my nation. My nation is more courageous than that.” Rather, as the project progresses, he expects the country to learn from experience and sail on to greater success.

WEB RESOURCES Defence White Paper 2009: www.defence.gov.au/whitepaper RAND’S Response to the Submarine Workforce Sustainability Review: www.defence.gov.au/ publications/Submarine _______________ Workforce Sustainability.pdf __________________ Collins-class submarines: www.navy.gov.au/Collins_Class Andrew Davies and Mark Thomson white paper April 2011: www.aspi.org.au/publications/ publication_details aspx? _________________ ContentID=291&pubtype=9 _________________






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ASIA-PACIFIC REGION

The military juggles distance, time zones, and weather to benefit from Guam’s location as a forward base.

Small Island Has a

BIG ROLE By Max Cacas

THE EXPANSION OF THE U.S. MILITARY PRESENCE in Guam is increasing the myriad challenges that U.S. forces face in that remote Pacific island. Guam’s location, time difference and tropical climate are significant factors as the U.S. military there grows in both size and importance. The 212-square-mile island is seven time zones and more than 3,800 miles from Hawaii, and it falls on the other side of the International Date Line. Guam is the largest and southernmost island of the Marianas Island chain, and as an unincorporated territory of the United States, it supports tactical needs in the region. “Since Guam is part of the United States, potential operations from here are not subject to foreign government approval or international agreements,” says Brig. Gen. John Doucette, USAF, 36th Wing commander, Andersen Air Force Base, Guam. “Additionally, as [it is]the westernmost part of the United States, Air Force aircraft, personnel and equipment from Andersen Air Force Base can rapidly deploy and respond as needed.” The island provides the U.S. military a forward base in the Eastern Asia and Western Pacific regions, but its distance from Hawaii and its tropical

An E-3 Sentry airborne warning and control system (AWACS) prepares to taxi out for takeoff in Guam. The AWACS aircraft, from the 552nd Air Control Wing at Tinker Air Force Base, Oklahoma, provides all-weather surveillance, command, control and communications.




33



Brig. Gen. John Doucette, USAF, 36th Wing commander, Andersen Air Force Base, addresses the audience during the Global Hawk arrival in September 2010. The Global Hawk’s mission is to provide a broad spectrum of intelligence, surveillance and reconnaissance collection capability to support joint combatant forces in worldwide peacetime, contingency and wartime operations. Global Hawk is operated by the 12th Reconnaissance Squadron, Beale Air Force Base, California.

climate create obstacles for logistic support, communication, personnel and equipment upkeep. Currently, both the U.S. Air Force and U.S. Navy have bases on Guam that are part of Joint Region Marianas. A relocation of some U.S. Marine elements from Okinawa, Japan, to the island is pending. The 36th Wing hosts deployed bomber and tanker units and also supports fighter unit deployments and largescale exercises. Past deployments have included B-1s, B-2s, B-52s, F-15Es, F-16s, F-22s, KC-10s and KC-135s. The number of personnel who deploy with these aircraft varies, but typically it ranges from 350 to 800 personnel at any time, Gen. Doucette relates. Andersen Air Force Base is one of two major military facilities located on Guam that operate jointly as part of Joint Region Marianas, the other being Naval Base Guam located on the southern tip of the island. Joint Region Marianas is a result of the 2005 Base Realignment and Closure (BRAC) commission, which mandated that co-located military facilities from different services operate in more of a joint manner where possible, even to the point of two or more services physically merging and sharing one single base. Gen. Doucette explains that as part of this effort, the Navy is responsible for all of Andersen’s installation support, such as facilities, vehicle and grounds maintenance; contracting; and law enforcement. Unique within the U.S. Defense Department, this support is executed by Andersen’s Air Force commander on behalf of the Navy. Andersen and Naval Base Guam cooperate closely on myriad installation support issues. The two facilities maintain different operational postures. “Andersen is a warfighting platform, akin to a Navy carrier strike group, and maintains readiness to conduct operations from and to the base on short notice,” Gen. Doucette explains. “Naval Base Guam is more of a logistic hub that is poised to provide crucial support to the U.S. Pacific Fleet and Defense Department forces operating from, serviced by or supplied through it, as well as for warfighters and their families stationed on Guam.” While both facilities maintain separate missions, both periodically conduct joint operations, such as Ander-

34

sen supporting a Navy helicopter sea combat squadron and a strike fighter Ready Aircrew Program for the Navy’s Carrier Air Wing-Five. Under the Joint Region Marianas construct, the Navy has become the supporting service for base-level communications. While several Air Force mission systems still are maintained under Air Force operational control, portions of land mobile radio, telephone operations and maintenance, cellular telephone and cable services have moved to the joint region program, reports Lt. Col. Freddie Rosas, USAF, commander of the 36th Communications Squadron at Andersen Air Force Base. While Andersen’s location puts Col. Rosas more than 14 hours away from headquarters, he says the distance is no deterrent to keeping communications both stateof-the-art and at peak preparedness. “We work hand-inhand with our Air Force higher headquarters,” the colonel explains. “The Defense Information Systems Agency, the Navy, and local communication commercial vendors to provide redundant commercial capability in order to avoid single points of failure.” Meteorological and logistical problems, according to Col. Rosas, are some of his biggest challenges in support-

A B-29 is shown in flight over Northwest Field, Guam in the 1940s. Records indicate this particular bomber was assigned to the 315th Bomb Wing, 501st Bomb Group. Northwest Field is the original name of the facility known today as Andersen Air Force Base.






ASIA-PACIFIC REGION ing Andersen’s communications/information technology. “The most significant [information technology] challenges that we face are corrosion control and the time it can sometimes take to ship equipment and spare parts to Guam. Having said that, our personnel mitigate these challenges with preventive maintenance, by maintaining sufficient spare parts and by maintaining redundant systems.” Gen. Doucette acknowledges that Andersen’s location in a remote and isolated part of the world puts it at what he calls “the end of attenuated lines of communication.” Nonetheless, the general says, his base has a long history of supporting large-scale military operations, dating back to B-29 bomber missions during World War II. The eventual relocation of U.S. military bases and personnel in Okinawa, Japan, to facilities in Guam is another ongoing work in progress for both of the big military facilities. In one case, a Marine air base is expected to relocate to Guam by 2014. “As the identified location for a Marine aviation combat element, Andersen’s role in this transition will be to facilitate that bed-down, and thereby support U.S. policy in the vital Asia-Pacific region,” Gen. Doucette explains. This move is still in question, however, as the United States and Japan tentatively have agreed to build a new Marine Corps Air Facility elsewhere in Okinawa, Not all military units and personnel will be relocating from Okinawa to other military installations worldwide, and the specifics of that relocation is a continuing process being discussed at the highest levels of the U.S. and Japanese governments, Gen. Doucette reports. As plans are finalized and initially announced for public study and community comment, they continue to change and adjust as needed. Local officials in Guam have voiced concern that they will not have the financial resources needed to improve local municipal infrastructure, such as roads, water and sewer systems, to accommodate the influx of military personnel linked to the base relocation from Okinawa. Work continues on addressing those needs from the Defense Department side, according to Gen. Doucette. “Any reallocation of forces or adjustment to the mission of Andersen Air Force Base and the 36th Wing is subject to the process described in the National Environmental Policy Act (NEPA). The NEPA process requires us to study, and possibly mitigate, the impact such changes will have on the local environment and community. The process includes solicitation of public comment, which factors into the ultimate decision on the action,” he points out. “The biggest challenge for Andersen Air Force Base is the same one seen by the rest of the Department of Defense, namely to balance current operations with future requirements to ensure the defense of the United States, maintain peace and stability throughout the region, and ensure U.S. taxpayer funds are used efficiently and wisely,” he emphasizes. Guam’s location also can present challenges for base personnel when it comes to returning to the continental United States for family leave, Gen. Doucette acknowledges. However, he shares, “Numerous opportunities exist

for personnel to travel throughout the Pacific at vastly discounted prices.“ The fact that Guam is a lush tropical island sometimes becomes a reason for individuals to reconsider their length of duty at Andersen. For example, Gen. Doucette proclaims, Guam has “some of the best scuba diving in the world and a wide range of other outdoor activities. Many of the personnel stationed on Guam specifically sought to be stationed here and often extend their tours to stay longer.” Since the mid-1940s, Andersen Air Force Base has served as the launch platform for countless U.S. military operations, including World War II, the Korean conflict, Vietnam and the Persian Gulf War. It also served as a base for relief operations when 21,000 people were evacuated in 1991 from Clark Air Force Base in the Philippines when the Mount Pinatubo volcano erupted that summer. WEB RESOURCES Andersen Air Force Base: www.andersen.af.mil/ Guam Online: www.guam-online.com/military/military.htm Commander Joint Region Marianas: www.cnic.navy.mil/marianas/index.htm

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A building stands surrounded by rubble in Wakuya, Miyagi, Japan, in March. Ships and aircraft from the USS Ronald Reagan Carrier Strike Group conducted search and rescue operations and resupply missions as directed in support of operation Tomodachi. Opposite page: Aerographer’s Mate 2nd Class John Nicola, USN (r), Naval Air Facility Misawa, assists a Japanese man during a cleanup effort in March at the fishing port in Misawa, Japan.

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ASIA-PACIFIC REGION

Helping a Friend

IN NEED

The U.S. military finds the right way to help following the Japanese quake and tsunami. THE LONGTIME, CLOSE RELATIONSHIP between the United States and Japan helped facilitate aid to the Asian nation stricken in March by the double blow of a powerful earthquake and a devastating tsunami. Whether it is airlifting supplies over the Berlin Wall or responding to the aftermath of the earthquake in Haiti, the U.S. military has a history of providing humanitarian aid in the wake of natural or manmade disasters. Never before has that secondary mission of the U.S. armed forces been put to the test

more than it was this past spring in operation Tomodachi, or “Friend.” On March 11, a 9.0-magnitude earthquake deep in the Pacific Ocean triggered one of the largest and most devastating tsunamis in recorded history. That tsunami hit the northeast coast of Japan, wiping out countless communities and triggering a near-disaster at a nuclear power plant affected by the flooding. Within hours of the initial reports of the Tohoku earthquake, the United States made what is being called “a very deliber-

BY MAX CACAS




37



Aviation Electrician Technician 1st Class Steven Stone, USN, assigned to Aircraft Intermediate Maintenance Department Misawa, removes fishing line from a tree at the Misawa fishing port in Aomori, Japan, in March.

ate decision to quietly offer assistance” to Japan in the aftermath of the disaster, according to Lt. Gen. John F. Goodman, USMC (Ret.), executive director of the Center for Excellence (COE) in Disaster Management and Humanitarian Assistance. Based at the Tripler Army Medical Center in Hawaii, the center is a Defense

Department organization dedicated to international disaster preparedness. It is a direct reporting unit of the U.S. Pacific Command. The idea, Gen. Goodman says, was not “to seek visibility,” but rather, “to provide what was needed in a way that was in harmony with the way that the Japanese were conducting their response.” The U.S. military’s low-profile approach to offering relief to the Japanese was for both cultural and diplomatic reasons, according to Gen. Goodman. The United States has an unusual relationship with Japan. Harkening back to the response to the Indonesian earthquake several years ago, Gen. Goodman says most U.S. efforts in that Pacific Rim nation were coordinated through the U.S. embassy.

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ASIA -PACIFIC REGION In Japan, however, the United States has not only an embassy, but also bases for the approximately 90,000 troops from all four military services that have been stationed there since the end of World War II. This, he explains, prompted the almost immediate dialogue over assistance in the hours after the earthquake. The presence of U.S. Forces Japan—as the U.S. military is known officially and collectively in that nation—and the regular relationship with the Japanese Self Defense Force (JSDF) also were factors, Gen. Goodman notes. Lt. Gen. John F. Goodman, “We have a treaty with Japan. USMC (Ret.), is executive This is one ally talking to another. director of the Center for That tight military arrangement, Excellence in Disaster he allows, helped smooth the path Management and to the post-disaster response. Humanitarian Assistance. “We exercise several times a year with Japan and its ministries. Those exercises are very formal and big. Those exercises actually allow us the ability to talk to one another. We know them; we know their organizations, and so it’s a natural dialogue between treaty allies.” The low-key approach to the U.S. response also is a reflection of the complicated, long-standing “love-hate” relationship the Japanese government and its people have over the presence of so many U.S. troops on its soil. On one hand, government officials openly support a Japanese-American security treaty, signed in the 1960s, that cements the alliance between the two nations. The arrangement saves Japan the cost of establishing its own military establishment, opposed by many pacifist Japanese who remember World War II. At the same time, public sentiment against U.S. troops runs high in some local communities surrounding U.S. military facilities. Nowhere is this more pronounced than in the southern Japanese island of Okinawa, where some U.S. military personnel have committed crimes against local citizens. This has prompted an agreement between both nations to close a Marine Corps air station by 2014. The United States also was supposed to relocate many of the Marines to Guam, but many still remain at the base on Okinawa. The impasse over the base prompted the resignation of the Japanese prime minister last year. Then, earlier this year, the United States and Japan agreed to relocate the Marine air facility to another location in Okinawa. For those reasons, Gen. Goodman explains, it was vital that while providing help, U.S. forces also would be seen as working with, and under the primary direction of, the JSDF and civilian officials. Gen. Goodman says that at the height of the U.S. military involvement, as many as 24,000 U.S. troops were involved in the humanitarian response to the quake and tsunami. The USS Ronald Reagan stationed itself off the

Japanese coast and became a landing and refueling stop for JSDF and U.S. Navy helicopters conducting rescue and relief operations. The Navy carrier had to reposition itself farther out to sea because of the fear of radiation from the tsunami-damaged Fukushima Dai-ichi nuclear power plant. The U.S. Air Force opened its bases to relief flights all over the island, and two Air Force planes were used to provide airborne monitoring of radiation escaping from the Fukushima plant. The U.S. Army, which has the smallest number of uniformed personnel located in Japan, helped distribute bottled water, blankets and other supplies to quake and tsunami victims. Within a month, a contingent of 280 U.S. Marines and Air Force personnel re-opened the flooddamaged airport at Sendai, the closest to the Fukushima plant, enabling larger shipments of relief supplies to be brought to survivors. Gen. Goodman says he sent three members of his own COE staff to Japan, not only to monitor and document the humanitarian effort by the military, but also to join U.S. forces in the effort first-hand. He characterizes as “extraordinary” the response of the Japanese military, led by its civilian government. The JSDF

___________

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tions technology. This occurred despite the fact that Japanese government officials have faced mounting criticism of the post-disaster response to the failure of the Fukushima nuclear power plant. Normally, the COE publishes a report on its findings in the wake of a huge U.S. military humanitarian effort like the response to the Japanese tsunami/quake. While the report is not yet out, Gen. Goodman says he and his staff already are integrating lessons learned into the work that his organization does to help other nations shore up their disaster response management. Some key lessons were learned from the Japan humanitarian relief effort, Gen. Goodman reports. “The first lesson is that the U.S. military was reminded that every disaster is different and unique.” The U.S. military must be prepared to adapt any of its broad range of uniquely expeditionary capabilities to support the developing challenges that occur during an unfolding disaster situation. The very different combination of events that occurred during the Japan disaster required the military to adapt multiple exclusively military capabilities quickly to support response requirements, he explains. “The second is that the military is one of a very few, if not the only, standing organizations that can quickly and effectively survey, measure and manage uncertain or complex nuclear, biological or chemical situations from land, sea and air. “The third is that the interface and coordination between military and civilian consequence management and emergency management organizations are significantly more difficult than anticipated. Improved coordination processes and procedures are required,” the general contends. Gen. Goodman and his staff spent the late summer on a globetrotIdeal for: ting goodwill mission, visiting sev• Aeromedical Evacuation eral regions to share those lessons learned and to assist in long-range • Blackhawk VIP Intercom earthquake and disaster prepared• Search and Rescue ness efforts. • Ground Support Operations During July and August, he and the COE staff traveled to Nepal, where they participated in a disaster management/disaster response workshop for both the Nepalese military and government. To help W W W. D AV I D C L A R K . C O M __________________ increase Nepal’s preparedness for a major earthquake, many of the

deployed more than 110,000 troops who were essential to the response effort. In addition, Gen. Goodman says that because of years of joint training with the Japanese military, “The United States was also effective in supporting Japanese efforts, so this was about as good as it gets.” He also points out that this response to the quake and tsunami effectively was led by civilian officials making the best use of the nation’s advanced communica-

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ASIA -PACIFIC REGION observations from both the Japanese and Haitian disasters were injected into the workshop. Following the trip to Nepal, Gen. Goodman traveled to Germany, where 22 European countries from the Balkans were meeting to discuss improving their civil and military earthquake preparedness postures. Japanese tsunami lessons were integrated into the COE’s presentations to this group as well. The final stop for the COE staff was the tiny Pacific island nation of Fiji. Not surprisingly, Gen. Goodman says, that nation is worried about a tsunami. “We’re now engaged with the Fijian government and their divisions and prefectures on helping them develop a civilian/ military disaster preparedness capability and mitigation plans for major tsunamis in the South Pacific region.” A U.S. Marine colonel from the U.S. Forces Japan staff and a Japanese Air Self Defense Force colonel from the Self Defense Force Joint Staff, both of whom had participated in the Japanese humanitarian response operations, were in Fiji talking about their efforts in earthquake and tsunami response, adding to the sharing of knowledge with that nation. The lessons learned from the U.S. response in Japan also are being shared in the United States. This information is being integrated into training modules that the

COE designs and conducts for combatant commanders from all four of the military services. Regarding the military relief effort in Japan, Gen. Goodman notes that the primary focus of U.S. forces will always be on the defense of the United States. However, he says, “Those skills that they practice and use for day-to-day operations are very, very adaptable to disaster response situations. The U.S. military participates in these operations because they are needed. Their ability to apply their skills and adapt them quickly has been shown now for years.” Gen. Goodman adds that the military also has training programs that help troops understand the nuances and challenges they will face when they go into that environment, as well as serving with people they are not accustomed to working with. The general says this also applies to colleagues such as Japanese military officials whom they are used to working with, but in other capacities.

WEB RESOURCE Center for Excellence in Disaster Management and Humanitarian Assistance: www.coe-dmha.org

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_______________ ______________


___________________




INTERNATIONAL

CHINA’S

T E E L F M O T PHAN verse The Middle Kingdom has di up a maritime assets that make separate and distinct force. BY JAMES C. BUSSERT THE PEOPLE’S REPUBLIC OF CHINA’S People’s Liberation Army Navy has three well-known fleets—the North Sea, East Sea and South Sea fleets. Yet, China boasts another large group of ships that serves the country’s naval objectives but is relatively unknown. The ships do not belong to any of the three designated fleets, but they carry out functions that include aggressive actions in international waters against a variety of other maritime entities, ranging from fishing fleets to military surveillance ships. OF A These Chinese ships comprise various paraTWO-PART military or “civilian” fleets that are controlled SERIES by Chinese military direction. Their stated missions can range from commercial fishing to maritime border patrol. But, under Chinese military control, this diverse collection of vessels constitutes a Fourth Fleet for the People’s Liberation Army Navy (PLAN). China has eight non-PLAN maritime agencies: the State Oceanographic Administration, the Marine Environmental Forecast Service, the Bureau of Fisheries, the Fisheries Law Enforcement Command, the Maritime Border Defense Force (MBDF), China Marine Surveillance (CMS), the China Coast Guard and the Maritime Safety Administration. Ships and boats from these agencies are joined by Chinese fishing vessels that do more than just provide food to dining tables. Many other seagoing nations have non-naval warship vessels and maritime bureaus that include coast guard, fishing boats and research vessels. However, the PLAN may be unique in using them aggressively against other nations’ ships in waters from the Sea of Japan to the South China Sea. The Chinese goal seems to be denying access by foreigners in times of crisis. Sending modern PLAN warships into disputed waters usually is too much escalation, and it assumes that the contesting nations do not want to start actual hostilities. For this reason, nonmilitary vessels can provide enforcement but at a lower profile level. A rare exception to this Chinese policy was when a PLAN Sovremennyy guided missile destroyer (DDG) was sent into the contested East China Sea Chunxiao gas field waters in January 2005. Seven months later, it was followed by a naval surface

Part I

A Chinese trawler plies the waves in waters off the coast of China. While ostensibly designed for fishing, these trawlers increasingly are carrying out government and military missions against foreign vessels in areas of interest to China.

action group comprising the Sovremennyy DDG 137, two Jianghu frigates, a Fuqing-class replenishment ship and the intelligence ship Dondiao. No Japanese vessels were present, and therefore no direct confrontation took place; but it was a bold political statement on China’s resolve. Generally, Chinese maritime protection vessels perform tasks that other nations reserve only for military warships. In a more recent but similar event, an unidentified Chinese patrol vessel cut a Vietnamese survey vessel’s cable inside Vietnam waters in May 2011. Since the founding of the PLAN in 1949, its waters to protect extended from littoral no farther than what is called the “first island chain” that approximates the 200 mile economic enforcement zone (EEZ) claimed by China in June 1998. Around 1990, China extended its waters to the “second island chain,” which expands China’s area of sea denial to foreign fishermen or warships. This doubled the area to control and monitor and included the entire South China Sea. It was formalized further on December 4, 2007, by the establishment a new Hainan province named Sansha, which included the disputed Paracel and SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



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Chinese Ships’ Electric Power Systems The relationship between ship size and diesel generator power in kilowatts (kW) is proportional. 6,000 tons .....................(3) 450 kW, 1350 kW total 4,900 tons .....................(2) 649 kW, 1300 kW total 3,200 tons .....................(3) 382 kW, 1146 kW total 1,150 tons .......................(2) 230 kW, 500 kW total 230-ton catamaran .........(2) 211 kW, 422 kW total

This Chinese map shows how China has extended its waters to reflect its perceived national interests as well as its seaborne capabilities. The red line represents China’s first island chain; and the blue, more distant, line is the country’s second island chain. The broken green line is the country’s South Sea U-shaped boundary line. The red line corresponds roughly to China’s claimed economic enforcement zone. China’s maritime area of interest later was extended to the second island chain, which reaches significantly into international and other nations’ waters.

Spratley islands. On May 16, 2009, China issued a ban on any other nation fishing in the South China Sea, and it promised enforcement. On July 30, 2010, China claimed “indisputable sovereignty” over islands in the South China Sea and surrounding waters. Examples of Chinese maritime protection clearly show that converting EEZ to Chinese sovereign waters is the role of the Fourth Fleet. On March 4, 2004, two Chinese Bureau of Fisheries vessels interfered with the U.S. Navy surveillance towed array sensor system (SURTASS) ship USNS Victorious in the Yellow Sea. On March 9, 2010, the SURTASS ship USNS Impeccable was threatened and harassed in the South China Sea by another Bureau of Fisheries ship, an intelligence ship, a State Oceanographic Administration ship and two trawlers. On occasion, Chinese trawlers have acted aggressively without the aid of official government vessels. In May 2003, Chinese fishing vessels bumped the USNS Bowditch (T-AGOS 62) within the 200-mile EEZ. Many of the high-

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profile confrontations with U.S. towed array auxiliaries and Japanese or Korean coast guard vessels have been by trawlers. In November 2010, the Chinese trawler Minjinyu 5179 rammed the 1,345-ton Japanese Coast Guard (JCG) vessel Yonakuni, and 45 minutes later it rammed the 180-ton JCG cutter Mizuki in disputed Diaoyu Island waters. Japanese patrol boats arrested the trawler’s captain for trial in Japan, but he later was released amid demands from Japan that China pay for damages to its coast guard vessels. In September 2010, a 63-ton Chinese trawler rammed a South Korean coast guard vessel so hard that the trawler sank. The same month, a large 300-ton Chinese trawler tried to cut the SURTASS cable on USNS Victorious in South China Seawaters 700 miles south of Hainan Island. Based on government or PLAN needs, these boats are not used for fishing but are integrated into a maritime militia that is directed and controlled by Chinese maritime authorities. Traditional fishermen do not ram foreign coast guard vessels or try to cut U.S. Navy towed surveillance array cables. Nearly 300,000 Chinese motorized fishing vessels are available for harassment duties. Several news reports exist of 200 to 300 Chinese trawlers fishing in Korean, Japanese or Philippine disputed waters trying to establish sovereignty. Trawlers represent the smaller element of the Fourth Fleet—small in size, but large in numbers. Other “civilian” government vessels can be much larger and may carry advanced electronics suites and even weapons systems. These craft can range from 150 tons to 5,000 tons, and they were constructed from the 1950s to 2011. For example, one new China Marine Surveillance 600-ton vessel, although not typical, is modern with spacious berthing and a luxurious boardroom. It is 66.5 meters long and 8.8 meters wide with a 4.5-meter draft, and it carries a crew of 45 and has a top speed of 23 knots. It is armed with a quad 14.5-millimeter machine gun on the bow. It has satellite navigation and satellite communications with INMARSAT-F receivers. Its radar is a Japanese CSJ1 display with two antennas, JMA 5320/7 and 5310/6. The generator is a German MTU16V4000M70 with an output of 2,320 kilowatts at 2,000 revolutions per minute. It has a U.S. ZF7550 marine transmission and electronic roll stabilizers. China has implemented modern technologies among its maritime fishery control vessel systems. Many of these






INTERNATIONAL support nontraditional civilian missions. For navigation, ships have Chinese-built Global Positioning System (GPS) satellite navigation from CHINAGPS Incorporated and CHINALBS Incorporated. The navigation radars on new cutters are Japan Radio Corporation JMA 5300 series with 10-kilowatt and 25-kilowatt antennas and 9410 megahertz frequency. A naval navigation radar, the RACAL RM-1290 with X and S-bands, has a range of 35 kilometers. The pedestal forward of a ship’s helicopter deck would support imported glide slope indicator or visual landing aid equipment. Communications suites can consist of R-series highfrequency (HF) radios. A 4-meter antenna has a range of 25 kilometers, and an 11-meter antenna offers a range of 40 kilometers. A possible ship-to-helicopter communication link is the imported OTE Alenia very high frequency (VHF) radio. INMARSAT-F satellite communication from Denmark comprises the “Sailor” VHF to HF series of systems. For shipboard weapons, the largest guns are the 57-millimeter, 75-caliber, Type 66 guns on the MBDF Shanghai II patrol craft with a maximum range of 12,000 meters and an effective range of 7,000 meters with a fire rate of 230 rounds per minute. Other guns include the 37-millimeter, 63-caliber twin Type 76/quad Type 74, on two ex-Jianghu frigates. These guns have a maximum range of 8,400 meters with an effective range of 4,500 meters. They fire 360 rounds per minute. In addition, twin 25-millimeter, 80-caliber Type 61 guns have an effective range of 2,500 meters and fire at 800 to 900 rounds per minute. The 14.5-millimeter, 93-caliber twin Type 58/quad Type 56 has an effective range of 2,000 meters/horizontal 1,000 meters, and it fires at 300 rounds per minute or 1,100 rounds per minute in short bursts. Although no fire control system is known, some Yuzheng vessels have an electro-optical tracker with a range exceeding 10 miles. These vessels usually are powered by two diesels of French or German design but built by Chinese diesel plants, such as Shaanxi, under license. Exceptions are 1,200-ton two-diesel/one-shaft or 1,100-ton one-diesel/one-shaft CMS vessels. The 3,000 ton CMS Haijian-83 is unique with its Danish ABB anzipod electric propulsion pod. The Maritime Safety Administration’s 3,000-ton and 1,500-ton Haixuns have 5,800-kilowatt and 3,700-kilowatt main engines respectively. Some 400-ton customs vessels have four diesel/ four shafts. The Chongqing Cummins Company produces KTA 38-ME 1,007-kilowatt propulsion and CP-CP170 160-kilowatt generators for trawlers. Next month: Part II examines the Fourth Fleet’s eight maritime agencies and their assets. James C. Bussert is employed at the Naval Surface Warfare Center, Dahlgren, Virginia, where he works on surface ship antisubmarine fire control systems. The opinions expressed in this article do not necessarily reflect the views of the U.S. Defense Department or the U.S. Navy.

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INTELLIGENCE

Honing Defense Intelligence A new strategy provides a holistic approach to supporting the customer. BY ROBERT K. ACKERMAN

THE U.S. DEFENSE INTELLIGENCE AGENCY is broadening its customer base as well as its capabilities in a new strategy aimed at all levels of potential users. This represents a change in both the nature of defense intelligence and the innovations looming in collection, analysis and dissemination. The agency historically has provided vital intelligence to commanders and other decision makers in the U.S. defense community. However, both technology and culture are extending the reach of intelligence further down the chain of command. Secure handheld multimedia communications systems, including smartphones, are allowing individual warfighters greater access to defense networks. The agency must be able to provide those new warfighting customers with the same quality of intelligence products that it provides to its higher-level customers without sacrificing its traditional effectiveness. The Defense Intelligence Agency (DIA) offers six core competencies: all-source analysis; human intelligence; counterintelligence; a worldwide secure information technology backbone; measurements and signatures intelligence, or MASINT, management; and the National Defense Intelligence College, which offers bachelor’s and master’s degree programs. Some of the agency’s intelligence functions are similar to those found in

A U.S. Army staff sergeant instructs others in the capabilities of the RQ-11B Raven unmanned aerial vehicle in Iraq. The increasing amount of diverse intelligence information, coupled with a growing customer base, has impelled the Defense Intelligence Agency to formulate a new strategy for intelligence collection, analysis and dissemination.




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As with any service- or product-oriented other parts of the U.S. intelligence community. defense organization, the customer is at the However, one element that sets the DIA apart heart of the DIA’s mission. However, as an intelis that it provides a defense perspective on its ligence organization, the DIA considers its intelligence subject matters. activities a two-way street. While the agency Lt. Gen. Ronald L. Burgess Jr., USA, is direcprimarily provides intelligence to its customers, tor of the DIA. He sums up the strategy as, it also receives vital intelligence data from them. “One team, one mission, one agency.” The key to In an interview with SIGNAL, Gen. Burgess achieving the goals of the strategy is to inculcate reiterates one of his favorite driving points: its approach to everyone throughout the agency. “Intelligence without communications is nothBecause the DIA comprises many different ing more than history.” Not only must the elements, it now finds it necessary to develop an DIA be able to deliver its intelligence informaenvironment in which the agency operates with tion to the customer, but it also must have the a single mindset. What Gen. Burgess describes means of retrieving information for insertion as “fiefdoms” emerged over years of activities back into the agency’s larger enterprise. And, that became more specialized with the passage Lt. Gen. Ronald L. Burgess Jr., the agency must achieve this goal amidst an of time. Now, with so many aspects of intelliUSA, is the director of the increasing amount of intelligence data and a gence gathering, processing and dissemination Defense Intelligence Agency. growing customer set. interrelated, the DIA must consolidate separate “While you start getting into massive quantielements in terms of operation and mission. ties of information, intelligence work at its very core has not “Over time, some customers would argue that the DIA in changed,” the general declares. “Intelligence still is sometimes an the past has been too Washington-centric—too focused on art, sometimes a science. The art and science of intelligence are the five-sided building,” the general allows. “Our customer sifting through all of that massive amount of data and picking set is bigger and broader than that. It is not only people out the two or three key pieces of information that you need to inside the five-sided building. There are other policy makers finish the picture, to make the analysis that you have to do.” in Washington, and in other parts of the globe, who need As always, the DIA’s top priority is support to the warfighter. a defense perspective. We are attempting to be the best of The agency’s second priority, according to Gen. Burgess, is overbreed for all of them.” seas contingency operations, particularly in providing informaThe new strategy defines four main goals: prevent stratetion on adversaries that would harm the United States. The third gic surprise and support contingency operations; strengthen priority is the agency’s traditional mission of providing strategic core mission capabilities; partner and innovate to gain warning for the country, whether as specific as a new foreign advantage; and optimize performance relevance. The DIA weapons system or as broad as a problem with a regime somedoes not operate in a vacuum. Gen. Burgess states that the where in the world. agency leverages the different capabilities available throughAbove all, the top concern facing the DIA director is the out the U.S. intelligence community. It is the DIA’s responsiunknown. In particular, the diverse threats to the homeland bility to fuse those capabilities and their results into a coorare troublesome. While lauding the work that the intelligence dinated product that is useful to its defense customer. community has been doing for years, Gen. Burgess allows that “there always are gaps and seams out there. I worry about what it is that I don’t know.” The biggest challenge confronting the DIA strategy will be whether the agency, with all its different mission sets and requirements, has the requisite resources to accomplish those missions, Gen. Burgess offers. To do that, it will leverage the capabilities and assets throughout the entire U.S. intelligence community. The DIA then will focus its assets on meeting the increasing demand for intelligence in the defense community. “In my 37 years of intelligence work, I have A U.S. Marine Corps sergeant meets with Afghan nationals while on a reconnaissance patrol in Sangin. Human intelligence (HUMINT) is playing an increasing role in defense intelligence as the information traffic between the DIA and the warfighter becomes more of a two-way street.

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INTELLIGENCE The agency also has a formalized evaluation process for not yet met a commander or a policy maker who has looked customer to rate products and services—both collection at me and said, ‘Stop giving me all that intelligence; I have and analysis. enough,’” Gen. Burgess declares. “I’m not sure that you can The key to consolidating that feedback is in the agency’s ever give the customer too much intelligence. There always is defense intelligence officers, or DIOs. “If you live by the the commander’s quest for certainty. Every policy maker, every [adage] that analysis drives collection, [then] analysis commander, every warfighter, wants as much information as ought to be driving everything we do in terms of support they can get. that we provide to our different customers,” Gen. Burgess “Our agency’s job is to provide that to the best of our ability,” posits. “That DIO, who has a focused mission set inside he continues. “The biggest challenge is going to be to continue to do that in the coming situation.” This strategy takes into account the current fiscal environment, the general notes. He says it aims to transcend whatever fiscal environment may gird the intelligence community because “it is about the mission we have been given.” .%=&RPPXQLFDWLRQVGHOLYHUVVSHFLDOL]HG With the DIA’s core competencies VXSSRUWWRSDUWQHUVVHUYLQJWKHJRYHUQPHQW identified in the strategy, the agency can decide which areas it must focus Product • Installation • Service on and which items it may need to defer. Ultimately, all intelligence community leaders must assume risk, Gen. • Stocking TAA compliant Cisco Burgess points out. Yet that is an everyTelePresence inventory day practice, so the community must (per availability on Cisco’s WPL) manage that risk. While this may be more difficult in a fiscally constrained • TS/SCI cleared installation services environment, the agency is well-positioned to adjust its priorities accord• 24/7 Cisco TelePresence ingly. The general emphasizes that he technical support sees nothing sinister about being asked to trim spending to realize efficiencies. The agency will keep its focus on the customer, he says. “Intelligence is a dynamic undertaking, and it always is evolving. There always is new data becoming available; there always is more analysis to be done; and how we stay linked to the customers is very important. The feedback they give is going to drive not only the col5HJLVWHUWRPHHW.%=ҋV lection that we do, but also will give us IHGHUDOWHDPDQG*6$ guidance and direction for the analytical products that we produce. SDUWQHUVDWWKHVKRZ “We need to be answering the quesZZZNE]FRPJRYFRPPDVS[ tions that are being posed to us [by the customer],” Gen. Burgess declares. EC America, Inc. “How we do all of that within this a subsidiary of enterprise probably is one of the hardFor more on KBZ federal est things that we have to do to make services, contact Jill Kavalsky, sure that we meet the myriad customer KBZ Director of Federal Channels, US sets we have.” [email protected] | 301.919.3364 Accordingly, customer input is at _______ the heart of ensuring that the new strategy is to work effectively. This begins with customer feedback, which often occurs in real time in the form of comments on products or © 2011 KBZ Communications, Inc. questions directed at DIA personnel.

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49



the analytical arena, is able to look holistically at the entire enterprise, look at the feedback coming in, and ensure that we are meeting the needs of our customers.” The DIA’s forward-deployed elements play a significant role in the feedback mission. The agency has more resources outside of the Washington, D.C., area than in the national capital region, the general reports, adding that this includes personnel in more than 140 U.S. embassies. In addition to helping customers onsite around the world, this provides the DIA with

_________________

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the ability to understand their requirements better—sometimes even before they understand them, he offers. Information technology is playing a major role in the changes affecting intelligence collection and dissemination, the general observes. Not only must the DIA have excellent situational awareness, but it also must help the policy maker understand the different nuances that underlie a situation. And, the intelligence must be predictive in assessing what might be about to occur. In today’s world, that decision cycle is very tight; and staying inside of that cycle is expected of intelligence professionals. “When you take that dynamic world that we live in that is changing so quickly—and add to it the technological advances that are occurring—it makes it even harder, whether from an information technology standpoint or from capabilities that other nation-states may have,” he says. “We need to be proactive instead of reactive.” With military networks extending further down toward the individual warfighter, the DIA is tasked with making intelligence available to that individual. “We must ensure that whatever information we have resident at any level inside the agency is available at any place on the globe that it needs to be to be relevant,” the general notes. These warfighter needs may be diverse. The broad range and huge amount of information available have led to one approach in which data is processed into information that then is pulled by each user as needed. This cafeteria approach is attractive because it allows the customer to suit the delivered intelligence as needed. However, without disparaging this approach, Gen. Burgess reiterates that the DIA must be able to provide a finished product that is pushed to the user. “I never have been a believer that people ought to have to figure out where to find information,” he declares. “Things are happening too quickly in this world, and as you get from the more operational down to the tactical level, you need to be pushing information.” In f or m at i on t e c h n o l o g y h a s spawned the newest arena of operations—cyberspace. Describing cyber as “the new frontier,” Gen. Burgess says that it is another DIA mission set, and its ways of dealing with it are going to expand. The new U.S. Cyber Command receives support from the DIA. And, because the DIA is an all-source






INTELLIGENCE analytical agency for the Defense Department, it takes advantage of the activities offered by other members of the intelligence community. The general explains that the DIA fuses all the information it obtains from those other organizations into an all-source product, which is just as important in the cyber world as it is on traditional combat domains. “Just as you are trying to gather data in the cyber domain, you still want to flavor it with human intelligence, imagery intelligence and other intelligence to make a fused all-source product,” he points out. The creation of the Cyber Command has allowed the DIA to take advantage of some of the strengths that the National Security Agency and other organizations bring to the intelligence community, Gen. Burgess offers. The Cyber Command also has allowed the DIA to focus in a way previously unavailable, he adds. “Clearly, cyber is an exploding area in terms of how the world is acting inside the cyber domain. It is an area that we are attempting to keep pace with as it changes,” he states. The DIA has not yet created its own cyber corps. However, a part of the agency’s analytical element focuses on cyber, and the DIA has begun to commit more resources into that domain, the general allows. From industry, the DIA needs innovation, Gen. Burgess

declares. High on the need list is a way to deal with the massive amounts of intelligence data that is increasing almost daily. That data must be correlated and then presented in a comprehensible way that facilitates customers’ exploiting it and moving it where appropriate. This could entail an innovative analytical framework or an information technology approach, he says. No intelligence organization can succeed without an effective work force, and Gen. Burgess lauds the capabilities of the DIA’s employees. In particular, the young employees entering the DIA are bringing new capabilities to the agency’s menu. While many of their information technology activities are restricted in a classified environment, they are introducing new ways of processing and applying intelligence. “It’s something that we as a community—and as a culture—are having to adapt to,” the general says. “This new work force is driving us to expand our horizons in ways that we might not have imagined, but it’s also bringing in great capabilities that we hadn’t thought of.”

WEB RESOURCE DIA Strategic Plan summary (unclassified): www.dia.mil/about/strategic-plan

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Nine NATO nations renew a push for greater cooperation on intelligence, surveillance and reconnaissance. BY GEORGE I. SEFFERS

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INTELLIGENCE

I

N 2016, finding critical battlefield data provided by another nation’s unmanned aircraft or other systems may be as easy as locating information now on the World Wide Web. NATO nations intend to save money and enhance combat effectiveness by putting intelligence, surveillance and reconnaissance at the warfighter’s fingertips. Despite recent progress in information sharing, NATO officials paint a grim picture of the availability of sensitive data today. Commanders often do not know which informationgathering systems might be available from other nations; some nations might be collecting data already gathered by another; and some countries are still reluctant to relinquish control over information. “Because of my time with the International Security Assistance Force, I can say there is no lack of assets. It’s just that nobody knows where the assets are. They just don’t know about all the different unmanned aerial vehicles they have from a coalition perspective. Individual nations know what they have, but there are air space management issues,” says Sean Midwood, deputy program manager for the Multi-sensor Aerospace-

ground Joint Intelligence, Surveillance and Reconnaissance Interoperability Coalition 2 (MAJIIC 2) project, NATO Consultation, Command and Control Agency (NC3A), Brussels, Belgium. MAJIIC 2 is the five-year follow-on effort to the original MAJIIC project, which also took five years and evolved from information-sharing work during NATO’s operations in Bosnia. The original MAJIIC succeeded in enabling NATO nations to share fullmotion video rapidly, which is essential for monitoring enemy activity. The follow-on project will further develop those technologies deployed in Afghanistan and apply them in a wider context such as countering piracy. It also will give participants better situational awareness and the capability to use the best assets for the mission. In February, nine nations vowed to improve sharing of expensive intelligence, surveillance and reconnaissance (ISR) assets, including unmanned aircraft. The countries involved in MAJIIC 2 are Canada, France, Germany, Italy, the Netherlands, Norway, Spain, the United Kingdom and the United States. It is largely financial concerns as well as combat effectiveness that drive the focus on cooperation,

according to Michal Olejarnik, a NC3A official. He explains that the nations are seeking smarter ways to accomplish the mission of gathering and disseminating ISR data and now are asking where all of the assets are, how to make better use of them and how to avoid duplication. Like its predecessor program, Midwood says, MAJIIC 2 works outside traditional NATO processes, so accomplishments are achieved more rapidly. “We’re moving fast, and we do not depend on NATO processes. We’ve agreed to host it and to be the technical managers, but the nations run the project. The national project officers that I deal with day in and day out are my bosses, and we just try to keep it coherent across the nine nations.” NATO officials say that the specific benefits of MAJIIC 2 will include improved mission effectiveness and the ability to do more with less by allowing commanders greater access to whatever ISR assets are most readily deployable—regardless of which nation owns them. Other benefits include lower investment costs through greater burden sharing; more operationally effective use of technology developed to support specific mission requirements; and risk reduction for future acquisitions

A Tiger Shark unmanned aerial vehicle returns from a mission supporting forces in theater. Under NATO’s Multi-sensor Aerospace-ground Joint Intelligence, Surveillance and Reconnaissance Interoperability Coalition 2 (MAJIIC 2) program, nine nations will continue to improve sharing of intelligence, surveillance and reconnaissance assets.




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INTELLIGENCE related to the NATO Network-Enabled Capability (NEC), the alliance’s networking and information infrastructure. Through the MAJIIC 2 project, the nine nations also intend to broaden the use of ISR systems to support civilian authorities in crisis management and other roles, such as border monitoring.

MAJIIC 2 is about more than just providing individual technologies—it also is about training and developing agreed-upon standard operating procedures; tactics, techniques and procedures; and concepts of operation. “In essence, what we want to do is to take everything we’ve done to date and move

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it to service-oriented architectures and fully realize the ambition of the NEC,” Midwood says. “NEC is network-centric warfare in NATO-speak—same goals, same objectives, everything shows up on the cloud or in the network as a service, and users don’t have to worry about everything else.” Olejarnik adds that network-centric operations are now more than just conceptual. “We’re actually starting to live the buzzwords. We can begin to say network-centric operations have arrived. These are concepts that for a long time were in text books and described by some as fantasy, but they’re now working. They’re not perfect, but I think it is also fair to say this will be a lasting legacy beyond Afghanistan.” MAJIIC 2 is designed to enhance existing capabilities in a multi-intelligence approach across communities of interest and to be scalable across the NEC infrastructure, Midwood adds. “Think about what we have now. There are a whole bunch of tools out there, and they’re all stand-alone tools. We made them interoperable through standards and testing and architectures, but it’s still not perfect. The fact that we are actually communicating across nine nations is a miracle in itself,” he says. “It sounds very trite—the right information to the right people at the right time—but we’re not very good at it. We’re getting better, and I think these multinational programs like MAJIIC are really demonstrating that information sharing is how coalitions and outfits like NATO get things done.” According to Matt Roper, NC3A’s ISR program manager, MAJIIC resulted in the NATO-funded, threestep program, Joint ISR (JISR). This was developed to expand the traditional role of ISR and current intelligence processes and procedures into a streamlined, seamless integration of operations and intelligence. It also is designed to maximize jointness in the ISR arena and to combine intelligence, operations and planning functions. The first step, which has been completed, took the technologies developed under MAJIIC into Afghanistan, allowing greater interoperability. Steps two and three will embed MAJIIC technologies and processes into the NATO enterprise so that MAJIIC’s results become






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INTELLIGENCE routine for future operations. In the former process, intelligence officials would enter a room and brief the commander first. Only after they were done were other leaders such as operations and planning officials allowed into the room to offer their own briefings. Other officials rarely were allowed to know what the intelligence officers knew. But according to Midwood, those metaphorical walls between functions are crumbling. “By 2016, the capabilities won’t be seen as intelligence. Warfighters will literally just reach out and grab the information. They will know it has been validated and won’t care where it came from. It will be collected and fused in a logical fashion and enriched by intelligence analysts at all levels. It will essentially be for ISR what the World Wide Web is for general information,” he predicts. NATO officials concede, howev-

Lt. Col. Rob Weaver, USAF, director of operations, 4th Expeditionary Reconnaissance Squadron, goes through a routine check of an instrument panel inside the cockpit of an MC-12W Liberty, at Bagram Airfield, Afghanistan. The MC-12W Liberty brings tactical intelligence, surveillance and reconnaissance to ground commanders in Afghanistan.

er, that reaching this state will not be easy, partly because the technology is so complex. NATO nations in Afghanistan, for example, are essentially operating on a network of NATO and nation-owned networks all woven together after the fact, in

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what is known overall as the Afghan Mission Network (AMN). The AMN is operational, and warfighters tout its many benefits, but much work still remains, especially with the middleware required for such critical applications as situational awareness

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INTELLIGENCE and command and control. James White, NC3A technical lead for International Security Assistance Force software integration, equates the AMN to banks undergoing a merger. The individual banks do not throw away their computers and start from scratch. Instead, over a period of time they apply

the software necessary to make their computers interoperable. “We have that same problem in NATO, but with militaries instead of banks,” White says. It is challenging enough, Roper adds, to connect the nations via telephone or e-mail. Sharing ISR data that for decades has been considered too

sensitive to reveal is even more difficult. In the past, he explains, some warfighters would hide behind the veil of technology, saying they would like to share information but did not have the capability to do so. That veil is continually less available. Midwood says, “Sometimes, we’re seen as heretics.” Many warfighters in Afghanistan now tout the benefits of MAJIIC technologies and procedures, but NATO officials reveal this was not always the case. The original MAJIIC program was ahead of its time. It met early resistance from warfighters, who were enamored of the technology but unsure how to use it. Roper reveals that “the technology outstripped the doctrine spectacularly. The arrival of the MAJIIC construct provided a level of operational utility that the vast majority of operational users were not able to embrace. When we first fielded MAJIIC for the International Security Assistance Force, they were just not ready for this level of sophistication or complexity. The advanced technological thinking behind MAJIIC was in many ways too far ahead of itself to deal with the hardcore pragmatism of having to fight a war in a very complex arena.” MAJIIC 2 project officials are working closely with industry and making it easy for nations to adopt technologies at their own pace while also giving themselves free reign to innovate. In some cases, they claim, NATO’s systems show more promise than those the individual nations are developing. Midwood concedes that advances have sometimes lagged as NATO became bogged down in delivering capabilities to the war zone, but with MAJIIC 2, creativity will come back. “MAJIIC is all about innovation,” he states. WEB RESOURCES

_________ _________

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Multi-sensor Aerospace-ground Joint Intelligence, Surveillance and Reconnaissance Interoperability Coalition: www.nato.int/docu/ update/2007/pdf/majic.pdf ________________ Multi-sensor Aerospace-ground Joint Intelligence, Surveillance and Reconnaissance Interoperability Coalition 2: www.nato.int/cps/en/ natolive/news_71562.htm ________________






_____________________


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INTELLIGENCE

Brainwaves

BOOST Intelligence The U.S. Defense Department may be on the brink of harnessing brain signals for intelligence analysts. RESEARCHERS

and final phase of research and development on the NIA working for the U.S. Defense program and turn it over to the National Geospatial-IntelDepartment are nearing completion of a six-year project ligence Agency (NGA) for potential fielding. The NGA designed to harness brainwaves for imagery analysis, is the transitional partner and has worked closely with significantly improving the speed and accuracy of idenDARPA from the beginning of the program. tifying critical information. The program The NGA will decide which prototypes, if any, By George I. Seff ers brings operational neurotechnology into will be fielded. That decision will come after the realm of imagery analysis via advances analysis of a competition, which was held last summer. in signal processing, human-computer interfaces and The analysis could take as much as six months, according groundbreaking neuroscience, with the goal of providto an NGA official. ing new tools to warfighters. The competition included three prototype systems Geospatial intelligence analysts face an enormous from Teledyne Technologies Incorporated, Thousand volume of imagery, especially in this age of advanced Oaks, California; Honeywell International, Morristown, satellite data collection. Only a fraction of the data New Jersey; and a team involving Columbia University collected can be processed and reviewed in a timely and Neuromatters LLC, both located in New York. manner, leaving work-weary analysts scurrying to The three prototypes were installed in a geospatial keep up with a task that is both time-consuming and analysis testbed owned by the NGA, and experitedious. However, by tapping into the brain’s electriments were conducted with image analysts. For cal signals, this project seeks to lighten the workload comparison, participants analyzed images using the and enable analysts to keep up better with the deluge traditional method as well. Todd Hughes, DARPA’s of incoming information. NIA program manager, likens the traditional process The Neurotechnology for Intelligence Analysts (NIA) of broad-area search to a dog owner searching for program is designed to record brain signals in an operapet photographs. “Imagine you have a stack of photional environment and process the signals in real time to tos on your hard drive, and you’re looking for phoselect images that need further review. The process sometos of your dog. You flip through all those photos day could apply to static, broad-area and video imagery. and pull out the ones of the dog and put those in a In the coming months, the Defense Advanced Research separate file,” Hughes says. Projects Agency (DARPA) expects to complete the third

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Except, of course, defense analysts are more likely to be searching for airplanes, tanks or ammunition stockpiles. “The way it’s done today is that an analyst will take an image of a big piece of real estate and zoom in and scroll across the terrain looking for different objects and then enter that into the record. That process takes a very long time, and it’s very intensive and, quite frankly, not very interesting,” Hughes explains. Intelligence agencies can speed up the process by breaking down a larger image into smaller, more manageable pieces known as chips. When an image with target data flashes before the eyes, the viewer’s brain will send out a signal within 300 milliseconds—before the analyst even consciously realizes the image contains something interesting. Sensors detect that brainwave response, known as P300, in an electroencephalography (EEG) cap, traditionally used in hospitals for monitoring brainwaves. “Instead of panning and scanning and scrolling across the landscape to look for particular objects, we’re creating a bunch of smaller images and then flashing them in front of image analysts,” Hughes says. “Every time one of those chips appears containing something an analyst is looking for, that P300 goes off, and that image is put into a smaller folder. We’re anticipating that this could at least double the rates at which an image analyst can research an area of terrain.” Doubling the image-processing rate would, of course, mean that an analyst could do twice the amount of work in the same amount of time, or the same amount of work in half the time. “Either way, it’s a significant improvement to that process, which is a very important task that image analysts have to perform,” Hughes says. The human brain continually generates various kinds of electrical signals or brainwaves that indicate

a person’s state of mind. Beta waves, for example, indicate an excited or stressed mind; alpha waves indicate a conscious but relaxed mind. Theta waves and delta waves indicate varying degrees of sleep. Alpha waves fi re away at the fastest rate—up to 40 times per second. The brain can transmit more than one kind of wave simultaneously, but usually one kind will dominate. An EEG works by picking up on the electrical signals and transmitting them to a machine that amplifies the signals. The brain also is adept at rapidly and accurately identifying numerous objects each day. It brilliantly hones in on important features of an image while disregarding irrelevant elements. Modern neuroscience techniques have decoded much of the biology behind this capability, and the field of visual neuroscience has grown to include a wide array of experimental and analytical techniques, according to NIA program documentation. The converging neurophysiology, sensor and signal processing advances indicate that the human visual system is a top-notch target detector whose signals can be harnessed for operational purposes. Analysts also must sometimes view images of the same geographical areas taken at various times and try to spot significant differences. Computer programs have seen limited success in identifying targets or changes in imagery, but so far, substantial investments by industry and the government have not developed technologies capable of keeping up with the demand for imagery analysis. For example, computer programs are not capable of the subtle analysis necessary to discern between a peaceful public gathering and a chaotic public protest. Computers may be improving their chess game, but humans so far have the advantage in




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INTELLIGENCE identifying critical intelligence data, and the NIA seeks to press that advantage further. The NIA began in 2005 building on P300 research performed by neuroscientists. “At DARPA, we decided to investigate how that might be applied to broad area search. P300 is one of the brain signals that has been more extensively studied, and it’s also easy to detect. One reason we are confident this will work is that P300 is strong and reliable in the presence of a recognized object,” Hughes adds. During phase two of the NIA program, 12 imagery analysts from the Defense Department conducted a test of the various NIA platforms against traditional search methods. The analysts searched imagery that ranged from 225 to 300 square kilometers for signs of surface-to-air missile sites and urban helipads. Using the NIA platform, they showed a minimum of 600 percent improvement, according to the documentation. Hughes says researchers will not know precisely how much is gained until the final tests are done and evaluated. The three teams involved took significantly different approaches. Teledyne paired brainwave monitoring with eye tracking. The resulting target-detection brain patterns were used to identify a variety of targets in multiple imagery types. The Columbia University team developed a system that allowed users to jump to regions of imagery most likely to contain targets based on the analysts’ brain signals during previous viewings. Honeywell’s phase two system fused data from the analysts’ brain responses and button presses with results being displayed as target probability maps overlaid on imagery, which the analysts used to verify targets. The NIA is a strategic-level program, but DARPA is exploring neuroscience for a broad array of uses, including

the control of robotic prostheses and enhancing training and tactical situational awareness. “One of the interesting concepts on the horizon is the interpretation of different kinds of signals for control interfaces. We’ve been looking at EEG signals as an indicator of motor skills,” Hughes says. He explains that DARPA envisions a device that will interpret neurosignals as a way of moving an avatar through a virtual environment, instead of using a controller, such as a joystick, a gamepad, or even a Kinect or similar device. “That, I think, has a number of potentially revolutionary applications to control virtual avatars but also to control virtual devices like robots, for example. That’s one area we’re investigating that I think has a lot of promise.” Another related program, the Cognitive Technology Threat Warning System, seeks to combine brainwaves with advanced optics technologies to provide soldiers with next-generation binoculars designed to improve threat detection and situational awareness. “We certainly envision much more tactical applications of neurotechnology,” Hughes says. RELATED ARTICLES: http://bit.ly/nYfcRQ • http://bit.ly/nWTbwP

WEB RESOURCES DARPA Defense Sciences Office: http://1.usa.gov/p5DsoK National Geospatial-Intelligence Agency: https://www1.nga.mil/Pages/Default.aspx ____________________________

A New Member Joins the Ranks AFCEA Introduces the Online Intelligence Directory Now, in addition to the online Source Book, Cybersecurity and Health IT directories, government procurement officials can search for organizations that specialize in tools that meet the intelligence community’s needs. Participation in all the online directories is FREE, and AFCEA membership is not required. TO INCLUDE YOUR COMPANY’S PROFILE IN THE ONLINE DIRECTORIES, go to the AFCEA directories page at http://www.afcea.org/directories. For assistance, contact Maryann Lawlor at [email protected] ______________ or (703) 631-6179. To become an AFCEA corporate member, contact Diane Dellen at [email protected] _____________ or (703) 631-6150.

DIRECTORY

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SEMAPHORE SERIES: THE FUTURE OF THE INTERNET

Internet Forecast Calls for Cloudy, Mobile Future Telecomm leaders explain that the present is driving what will come as they identify several common trends.

F

rom the first graphical user interface to high-definia cloud-first policy that they’re moving forward with,” he states, tion video streaming over handheld devices, comadding that it addresses both wireline and mobile services. puting has advanced exponentially during the last AT&T is creating a technology called the Mobile Enterprise 30 years. The groundwork built over three decades Application Platform (MEAP) that bases applications in the is spurring on a new generation of development cloud and helps leverage apps that customers want. As the dedicated to enhancing content for more company rolls out this cloud, security comes users at faster speeds. And though the up again, this time as the biggest concern current application space enables individfor government users. “Security has become uals or small groups with little capital to such a critical issue, and it does take up a become big players, two of Ma Bell’s titan lot of my mind share,” Harvey explains. As offspring are setting trends as well. the Internet and computing advance, the At AT&T, billions of dollars go toward company grapples with how to ensure securesearch and development each year. Like rity postures within networks to provide the many organizations, the company identiright protection for assets. “Security is of the fies cloud computing and mobility as key utmost importance to us,” Harvey states. features of the future Internet. Thomas In addition to developing and securHarvey, senior vice president of AT&T ing the cloud, Harvey is examining the Government Solutions, explains that secufuture of mobile technology. “When you rity is a serious consideration for those look at access to the Internet, it is definitely technologies from both a government and evolving,” he says, with mobility applicaa private-sector perspective. Ensuring the tions driving the change. As with the cloud, safety of the information and resources of mobile Internet can help the government his clients is one of his major focuses. meet its cost and efficiency goals, enabling “Today all your apps pretty much reside options such as telework. on your phone,” Harvey says. “As you conThe military has made a big push in By Rita Boland tinue to have more penetration of PDA recent years to equip personnel with devices and they have Internet access, it mobile devices. Harvey says the Defense provides additional opportunities for vulnerabilities. MovDepartment will continue to leverage mobility and digital ing those to a cloud really helps drive security.” Instead of applications in the future for both battlefield and in-garristoring data on tools that can be violated or lost, all the son situations. He believes that users will share common information remains protected in an online environment. platforms, but the technology they run will vary because of Harvey says that in the government realm, cloud is an the different needs of sets of users. especially big topic as agencies strive to save money, increase To help enable all the offerings of the future, AT&T efficiencies and advance green initiatives. “The government has is striving to ensure it can provide the necessary access





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to all the resources. “When you look at mobility, it’s truly about capacity and being able to support the broadband technologies and capabilities that our customers ... are looking for,” Harvey explains. Over the next few years, the company will invest billions to enhance the abilities of its network. It also will employ HSPA+ throughout the network. This standard enables downlinks of up to 84 megabits per second. Another technology of the future that is about to make its AT&T appearance is 4G LTE. The company will begin rolling out these services to a few markets soon with most deployment complete by the end of 2013. “Bandwidth is driving a lot of apps, and bandwidth is going to be needed to be a player in this field in the future,” Harvey states. Such mobility options will enable users to have key capabilities and functionalities at their fingertips for personal and professional uses. “I think mobility is about efficiency,” Harvey says. In the past, people had a broadband connection for the Internet, a phone and a device to watch films.

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Thomas Harvey, senior vice president of AT&T Government Solutions, believes cloud computing, mobile access and security concerns will be key drivers of the future Internet.

Now, all those services are available on one device that fits into a pocket. Harvey believes that mobility will drive innovation even further. One of the confusions with such forward thinking is the blurring lines between the current cutting-edge and the future. Harvey explains that most of what is upcoming already is taking shape. Cloud computing, enterprise, mobility—these encompass what is being done and what is to come. “Cloud is here today, and from the government perspective it’s going to expand in usage,” Harvey says. Not only will storage and computing needs move to the environment, but also software and Web hosting will transition. Because AT&T has a hand in so many aspects of communications including acting as an Internet service provider and mobile service provider, it has the ability to leverage strengths and people across the spectrum. Its experience with the public and private sector allows employees to identify common or unique problems. “One component is making sure you know your customer and where the market is going,” Harvey says. Though he believes standardization across the board “would be great,” custom solutions oftentimes are required, especially in government security. In June, Harvey’s business unit received Sonya Cork is the vice the authority to operate from the president of the Defense U.S. General Services AdministraDepartment sector of tion for implementation of ManVerizon Federal. She says aged Trusted IP Services (MTIPS) that future Internet connections will be faster, on the Networx contract vehicle. greener, more reliable MTIPS allows federal agencies to and more available. connect to the Internet through secure Internet protocol portals in complete compliance with the Office of Management and Budget’s Trusted Internet Connections. Even within the government, different organizations have different needs, but Harvey still stresses that finding standard procedures will benefit users moving forward. “When you can do that, it benefits everybody,” he says. Verizon, as with AT&T, offers a range of communications services to customers in the public and private sectors. Sonya Cork, the vice president of the Defense Department sector of Verizon Federal, says future Internet connections will be faster, greener, more reliable and more available. In the wired world, this translates to fiber optic technology such as the Verizon FIOS offering; in the mobile world it means the transition to LTE. Steve LeFrancois, the chief technology officer for Verizon Federal, echoes the need for speed and availability. He says, “Bigger on and off ramps are critical and






SEMAPHORE SERIES: THE FUTURE OF THE INTERNET

“It’s information at the speed of thought.“ —Sonya Cork, vice president of the Defense Department sector of Verizon Federal mobility may be the buzzword, LeFranhave to be available all the time.” LeFrancois says that “fiber is still a very imporcois explains that FIOS today is testing tant piece of the puzzle” because eventurates of 10 gigabits to residences and ally, all those mobile devices have to tie enterprises and that LTE could reach into a fixed infrastructure somewhere. 100-megabit download speeds. These Currently, apps, app stores and app large pipes will enable the content people development are hot technology, but will want to access soon. “By 2013, we LeFrancois believes they also will be the see 60 percent of all mobile data traffic future as they convert into network-based will be video,” he says. Join the Discussion! apps for enterprises. And more open To be a player in what it sees as the development platforms will arise that will upcoming Internet, Verizon has made Do you have ideas resemble what developers use to support signifi cant investments in several areas. about the future of the the enterprise today. Corks states, “Wireless and mobility are Internet and computing? Verizon is hoping to spur such sharing. really the next wave of how our lives Do you foresee the role In July, it opened the Verizon Innovation will change in the future.” In addition to your company will play? Center, which brings together large and spending money on those, the company small members of the LTE ecosystem to also invests in cloud computing and secuShare your insights create the next generation of connected rity. Cork says they will enable mobility on SIGNAL Scape: products. Though a major goal is to develsolutions to be more viable especially in www.afcea.org/signal/ op solutions that enhance Verizon’s 4G LTE the business world. The technology also signalscape/?p=13070 ________________ wireless network, it also involves a laborais creating and adapting to a mobile work tory space that enables developers to create force. As more digital natives become products that drive the overall growth of the technology. professionals, they expect to access data quickly from Pushing the cloud are a range of service capabilities and anywhere. “It’s information at the speed of thought,” Cork models. But LeFrancois believes the “biggest message for says. “That’s how they’re used to it. That’s life to them.” our government clients is you’ve got to start somewhere.” Warfighting’s Internet future also relies on mobility. The Whether they begin with major applications on their security might not be right yet to integrate smartphonebackbone or another option, the “only way you’re going to type platforms with mission combe able to drive efficiency in government is by embracing mand systems, but these devices some of these capabilities,” he adds. “augment what [troops’] mission Of course, any advancements also come with a potential command systems can give them for misuse, and LeFrancois says security challenges will contoday,” she states. As the Defense tinue to exist. Verizon is working to help customers monitor Department prepares to remain their technologies for threats better. “There’s always risk in relevant in the future, it is focusany enterprise, and this is just being able to mitigate it the ing on how to create an informamost efficient and cost-effective way,” he explains. tion advantage. Cork says that Verizon applies much of what it learns This demand for access and the internally with customers and vice versa, leveraging increased expectation of video knowledge across its many experiences. “They benefit for private and government users from investments we make in our own network,” she makes it difficult for hard core says. “We’re not creating silos customer by customer.” computing to keep up, resulting Steve LeFrancois serves Verizon pulls together its knowledge of transmission, the in more functions moving from as the chief technolcloud and more to create robust offerings. “Synergy is the a device to a network. LeFranogy officer for Verizon future,” Cork states. cois explains that pushing more Federal. He encourages apps into the cloud is important government organibecause it enables constant availzations to adopt the cloud as a way to WEB RESOURCES ability and pervasive connectivity. drive efficiencies. People want to take their mobile AT&T Government Solutions: www.corp.att.com/gov devices and continue computing Verizon Federal: www.verizonbusiness.com/ as they leave one place and arrive at a destination. But solutions/government/federal ____________________ what they should carry is only the display, not the actual information. He says that the right security and connecLTE Innovation Center: https://www.lte.vzw.com tions make these actions viable in the future. And though SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



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_____________________________________________________ _____________________________________________________





ASSOCIATION FEATURE

The Cyber Army of the Future Commanding generals from around the service and beyond discuss changes underway and the effects on personnel.

L

By Rita Boland and Maryann Lawlor

eaders of the U.S. Army’s cybercommunity have outlined plans for the network of 2020. Reductions in force, cuts to budgets and advances in technology all will play roles in shaping upcoming cyberoperations. The Army also is revolutionizing the way it approaches integration to the network, moving testing out of war zones and into exercises that simulate current battlefield conditions. These points were outlined during LandWarNet 2011, held in Tampa, Florida, in August. The Army wrapped up its first Network Integration Evaluation (NIE) in July. Held at Fort Bliss, Texas, and White Sands Missile Range, New Mexico, the event enabled programs of record and other technologies to be examined by a full Brigade Combat Team. Army and industry leaders talked excitedly about the NIE, touting it as a way to integrate technologies into the network more quickly and to receive rapid feedback from warfighters. Moving forward, the event will take place two times a year in April and October. Each will focus on certain capability sets based on which units will deploy during two-year time frames. Current projections will focus on 2013-2014 deployments; the Army will not procure the same technologies for those headed overseas later. “They’ll want something else,” explained Lt. Gen. Susan Lawrence, USA, chief information officer (CIO)/G-6 of the Army. The service branch will release requirements to which developers can respond if they want to participate. Gen. Lawrence also addressed upcoming personnel drawdowns. Current estimates call for reducing the number of contractors by 30 percent without any replacement by military or government employees. According to the Army’s current plan, only the officer corps would face reduction through means other than attrition; however, more drastic cut mandates could alter future decisions. To ensure soldiers still can access the connectivity and data they will require, leaders are examining new ways to approach modernizing the network because, Gen. Lawrence said, “The issue is ... we’ve not been at war when we tried to draw down our forces.” She outlined several actions planned to enhance services to soldiers through their networks. The first step toward the Army network of 2020 is an infrastructure that accepts a single identification—the Common Access Card—and brings soldiers directly to their desktops no matter where they are and allows access to necessary applications. The general identified several technologies she sees as key for the network in 2020, including optical infrastructure, voice over Internet protocol and video

streaming. Security also will continue to be critical, with the Army building it into every touch point. Switching from challenges to successes, Gen. Lawrence touted the Afghan Mission Network as a major game changer. Featuring qualities the Army is seeking across its connections, the network enables stateside units that are preparing to deploy to access all the latest operational information and intelligence. To provide cutting-edge technologies, the Army will have to re-evaluate its approach to procurement. “We can’t chase [the industry curve],” Gen. Lawrence said. “We’ll never get the funding. We have to just eliminate it.” The key to that, she added, is the common operating environment. The general emphasized that the Army no longer can turn the network upside down to accommodate new advances.

Lt. Gen. Susan Lawrence, USA, the chief information officer (CIO)/G-6 of the U.S. Army, tells listeners at LandWarNet 2011 about the network of 2020 and how budgets, personnel and technology will affect it. She also discusses the Army’s new plans for integrating technical advancements into the network.

Lt. Gen. Rhett Hernandez, USA, the commanding general of the U.S Army Cyber Command/2nd Army, also spoke of the future force, explaining his organization’s role in building the cyber Army of 2020. In addition to high-level activities, the command is growing its subordinate cyber brigade, which will serve as the operational arm of the Army’s cyber mission. During its 10-month existence, the command has started to develop a strategic plan for Army cyber 2020. Gen. Hernandez explained that cyber already has a role in all operations, and the Army is incorporating cyberoperations into military exercises and conducting a cyber assessment as part of the Network 2020 Strategic Plan. Moving forward, cyberspace must extend SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



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that advanced VTC technology is critiU.S. and allied mission-command capabilical so leaders can understand body lanties while denying the same to others. The guage and context. In addition, the admifuture also will involve an increased empharal stated needs for an enterprise cloud, a sis on the tactical edge. full-spectrum search engine and ironclad According to the general, nine years protection solutions. Adm. McRaven also from now the Army must integrate fullreferenced two other areas of importance spectrum cyber capabilities, ensure mission to his mission. “En route communicacommand and achieve cyber domain opertions are absolutely critical,” he stated, as ational freedom, which means the Army is interoperability between SOF and genwill operate in the cyber domain with the eral purpose forces. same level of freedom it now has in the land Teri Takai, the CIO of the U.S. Defense domain. “The future battlefield will be as Adm. William McRaven, USN, Department, elucidated the roles of her much defined by cyber as it is enabled by its commander, U.S. Special Operations agency as well, explaining that duties effects,” Gen. Hernandez said. Other necesCommand, adds a joint perspective include looking for efficiencies across the sary actions include operationalizing cyber, to the 2011 LandWarNet conference. department, leading the way for effective growing Army capacity and capabilities, He outlines the network used by spectrum allocation and working with and recruiting, developing and maintaining special operations forces and international partners to create standards. cyber professionals. explains what his organization needs in terms of cybertechnologies. Takai emphasized the need for an integratThe general outlined plans to create a ed look at technology across the military. world-class cyberoperations center that will A change Takai is working to address replicate cyberthreats as well as establish involves adding commercial devices into cybercenters to support mission control, the military network. “Network” is a tricky defend the network and extend capabiliterm; the department has more than 15,000 ties. “A key to success in this line of effort is of them along with more than 772 data adequate and rigorous leadership developcenters. In fiscal year 2012, the budget for ment,” he said, later adding, “People are the defense information technology exceeds centerpiece in all we do.” $38 billion. Takai said that within that budThe command is examining strategies to get there is room to obtain what the miliobtain the human capital it requires. This tary needs to complete its missions. involves examining industry initiatives for Other challenges include the explosion recruitment and retention as well as leverof available technologies, shrinking budgets aging talent across the active-duty miliand growing cyberthreats. Though many tary, National Guard, Army Reserve, civilview those as competing interests, Takai ian personnel and contractors. In addition, Lt. Gen. Rhett Hernandez, USA, the asserted that solutions can apply to them all. Gen. Hernandez referenced “green page” commanding general of the U.S Army Cyber Command/2nd Army, shares Data center consolidation, for example, can pilots. The efforts aim to create directories his vision for the cyber Army of 2020 improve efficiency and effectiveness. When of people and their skills. Initiated in other and how his command will play into it. discussing the cyberthreat, Takai pointed parts of the Army, Gen. Hernandez said More and more, capabilities will focus out three areas of concern: exploitation, he would like to find ways to leverage the on the cutting edge, but people—not disruption and destruction. By consolidatpages across Army cyber. technology—will be the key to success. ing and standardizing across the military, Adm. William McRaven, USN, comthe Defense Department can develop better mander, U.S. Special Operations Comstrategies to enhance security, Takai stated. Beyond the military mand, also shared his perspectives on his command and cyber. networks, major concerns include risks to the supply chain, To complete objectives successfully, special operations forces cyber attacks on the defense industrial base and critical infra(SOF) rely heavily on strong communications and operate their structure protection. own network, which has 54 garrison nodes, five strategic entry A major theme throughout Takai’s address and the entire points and 59,000 global users operating in about 70 counconference was the need for and migration to enterprise email. tries at any given time. Over the network each day, personnel Identification management, she said, provides the department exchange 321,000 emails, conduct 210 video teleconferences with an opportunity to give everyone an identity that links to (VTCs) and make more than 400,000 telephone calls. “[There necessary information. Takai said that enterprise email also is] a fairly robust enterprise network out there,” the admiral is important because it will drive forward other technologies said (SIGNAL Magazine, July 2011, page 51). attractive to the Defense Department, such as text, instant Adm. McRaven presented his communications needs, messaging and SharePoint. first listing a universal domain. He wants to tag information Mobile is another driving factor behind CIO efforts, and the instead of concentrating on the protocols of the devices passorganization is embarking on programs to ease the integration ing it. He also asked for improved reception, citing a need for of this capability into the force. One pilot will deliver paramclosed-caption-type capabilities in VTCs that would spell out eters on how to use and secure devices, but not which tools to what a speaker is saying in different languages. He explained

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ASSOCIATION FEATURE

During her LandWarNet address, Defense Department CIO Teri Takai emphasizes the need for an enterprise email system across the military. According to her, the capability will enable the department to link people to necessary information. It also will move forward other technologies, such as chat and instant messaging.

purchase. Another effort will examine how to put commercial devices onto classified networks. Lt. Gen. Carroll Pollett, USA, director, Defense Information Systems Agency (DISA), said that no matter what the network or the devices connecting to it, “At the end of the day, it’s all about effects.” Focusing his remarks on the enterprise, the general said that leaders and users will have several issues to address, including how to leverage the classified and unclassified domains to create a common operational picture.

The need for wartime information sharing is unlikely to diminish. “I think in the future we’re going to be in persistent conflict,” Gen. Pollett stated. Terrorism and the cyber domain have redefined persistent operations and what the military must do to have positive effects and to protect forces, he explained. Added to these challenges is the concern over resource constraints, which will force defense officials to gain efficiencies without compromising missions. “We no longer can afford to compete with each other,” the general said about the various military organizations. Saving money by reducing duplicate technologies will help the military fund resources necessary for the tactical edge. “The strategic world has collapsed inside the tactical world and we’re never going back,” Gen. Pollett explained. The tactical edge must inform the design of the network. In addition, the network needs capacity and diversity. The general said that diversity is more important to him because the connections have to have survivability. Converging enterprise service centers will help users reach information they need from anywhere in the world. DISA has placed 53 content delivery nodes around the world to move content forward. Gen. Pollett emphasized the need for

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ASSOCIATION FEATURE common standards so troops can access what they need. He encouraged information technology professionals to work on enabling identification, access-management and attributionbased capabilities. Other necessary technologies include joint search engines and video collaboration. Finding solutions often involves creativity. When the surge in Afghanistan took place, the theater was satellite communications-centric. The Army worked to outsource services to DISA, which put in place four terrestrial links. Before that, no terrestrial links existed, according to the general. In addition, DISA helped reposition commercial and military satellites to support operations. Gen. Pollett also praised the Afghan Mission Network, saying it can serve as a template for future environments. Turning his attention to enterprise email, he said leadership is working to address multiple directories, trying to protect identities and striving to implement standards. “This is going to redefine the way the department uses enterprise infrastructure in terms of what we do,” Gen. Pollett explained. Already more than 90,000 soldiers and 2,000 other troops have migrated to the enterprise. Three combatant commands, DISA and the Defense Logistics Agency are in the process of moving accounts to the enterprise email. One unsuspected statement during the conference had

little to do with either technology or the military. Officials announced that 2011 marked the final LandWarNet. It will be replaced with three regionally dispersed smaller events. Renamed TechNet Land Forces, the conferences will take place in Tucson in March, Tampa in July and Baltimore in August, focusing on security and network operations, joint and coalition issues, and cyber, respectively. Industry leaders who spoke during the conference focused on the need for partnerships, the advanced pace of technology and how the public and private sectors face many of the same problems. Photography courtesy of U.S. Army

WEB RESOURCES LandWarNet 2011: www.afcea.org/events/landwarnet/11 Network Integration Evaluation: www.bctmod.army.mil/nie_focus/index.html Army Chief Information Officer/G-6: http://ciog6.army.mil U.S. Army Cyber Command/2nd Army: www.arcyber.army.mil

AFCEA Small Business encompasses the activities of AFCEA International, the International Small Business Committee, and the AFCEA Chapters to enhance outreach to the small business community. Purpose: The AFCEA International Small Business Program is designed to strengthen the Association by enhancing benefits for our members. Value proposition for AFCEA Small Business members: The primary focus is on building value for AFCEA Small Business Corporate members. Small business programs, however, have the potential to serve all AFCEA stakeholders – government, industry (large & small), and individual members.

www.afcea.org/smallbusiness

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The following goals are designed to strengthen the value proposition for members: • Create an ethical forum where capable small businesses can increase visibility, identify teammates/partners and successfully compete for federal procurements; • Educate established small businesses to support development, growth, and success in the federal government market; • Prepare small businesses to approach government & large business in an efficient way; • Assist large businesses to facilitate subcontracting opportunities for small businesses; • Assist government agencies in identifying small businesses to meet their SB award goals.






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ASSOCIATION FEATURE

DISA Seeks Ideas, Innovation and Collaboration The U.S. military’s information technology agency seeks industry help amidst growing challenges and lean times ahead. BY MAX CACAS




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Photograph courtesy of DISA

F

or the leadership of the Defense Information Systems Agency, the opportunity to meet and greet with the contractors and companies that supply mission-critical applications and hardware is vital to their mission. That is why DISA has been holding its Customer and Industry Forum for the last several years. But this year’s conference saw the head of the Defense Department’s top information technology organization sprinting from one exhibit hall booth to another at a trade show saying, “I need ideas!” Lt. Gen. Carroll Pollett, USA, direcTeri Takai, chief information officer (CIO), U.S. Defense Department, leads a panel discussion tor of the Defense Information Systems with the CIOs of the four military services at the 2011 Defense Information Systems Agency Agency (DISA), did just that as the 2011 (DISA) Customer and Industry Forum. Participants include (l-r): Takai; Lt. Gen. William DISA Customer and Industry Forum Lord, USAF, Air Force chief of warfighting integration and CIO; Lt. Gen. Susan Lawrence, opened its Technology Showcase at USA, Army CIO/G-6; Vice Adm. Kendall Card, USN, deputy chief of naval operations for the Baltimore Convention Center in information dominance/director of naval intelligence; and Brig. Gen. Kevin Nally, USMC, August. The Technology Showcase was director, command, control, communications and computers/CIO of the Marine Corps. co-sponsored by AFCEA International. The general told reporters that he and In Iraq, about which Gen. Pollett discussed the transition to his senior staff used what he described as a “shotgun start” on Iraqi security forces taking over from departing U.S. troops, the their first tour of the exhibit area. “We just kind of worked the challenge has been one of providing network connectivity tranroom, in terms of telling industry that we were interested in sitioning from fiber/terrestrial to satellite-delivered broadband, what they were doing,” he said, in the areas of digital communisupporting not only U.S. military and civilian agencies such as cation technology. the State Department, but also other coalition partners. “I think I got through two rows” of exhibitors, Gen. Pollett Gen. Pollett said that escalating cyberattacks against both stated, adding, “I do think it’s important, if you’re going to take public and private networks this past spring made cyberspace the time to engage with people, to take the time to listen to the sixth operation that was handled by DISA and the newly them and hear what they have to say.” created U.S. Cyber Command. In a wide-ranging keynote speech opening the conference, He also noted initiatives that other military services have Gen. Pollett noted that in the past six months, the U.S. military started to explore better ways of using information technolhas found itself supporting as many as six simultaneous operaogy. The Army has been the lead service in moving military tions, each different in scope, each making different kinds of email away from individual servers situated at Army bases demands on the Pentagon’s information infrastructure, and worldwide to enterprise email located in the cloud. The each providing different lessons learned. Navy has been using Microsoft SharePoint to share informaDescribing the military response to the Japanese tsunami and tion more efficiently at its many ports globally in a model earthquake in March, for example, Gen. Pollett explained that dubbed enterprise service centers. The Air Force, he said, “capacity is not enough.” He discussed the ample bandwidth of is developing the service/application environment as a platnetwork connectivity available to U.S. forces, but allowed as to form, prompting a service-wide review of every software how they ultimately found themselves stymied by the extensive application. damage from the initial tsunami and the later quake. Returning to his entreaties to industry representatives in “If you don’t have the diversity [of technologies] to complethe audience, Gen. Pollett urged them to help him and the ment capacity, then you truly do not have resilience, and withDISA staff solve challenges in the areas of mission assurance, out resilience, you can’t assure survivability,” he stated.



ASSOCIATION FEATURE cyber readiness inspections, mobile operations and coalition information sharing. John Chambers, chief executive officer of Cisco Systems Incorporated, told conference attendees that, “Collaboration will be the productivity tool of the next decade.” Generally, it is tough to anticipate what challenges and opportunities will present themselves five years from now, he continued. Several years ago, for example, his company designed and built one of the first routers capable of handling one million telephone calls per second. In the first year, he said, they sold only seven, with many telecommunications industry experts wondering to what purpose a person would put such a device. Five years later, Chambers allowed, Cisco had sold more than 5,000 units. Today, Chambers said, he believes that much the same phenomenon is happening with other media. As a result, Cisco now is making routers that are capable of handling as many as 500 video feeds simultaneously. He said that because the trend is toward more and more video streaming to everything from individual desktop PCs to mobile devices, his firm now designs all of its products to be able to handle video in one form or another. Because all information is digital, every device now attached to the network—including popular new mobile devices—are network nodes, Chambers explained. In the near future, all such devices will have security built in, and also will take advantage of “intelligence in the network” to help secure the devices. And the new environment will be one in which “security is not an option.” As a result of improvements in both hardware and software, Chambers said he envisions improved security and reliability across the enterprise environment. Products, he said, need to be designed to work together and easily address business demands and at the same time be able to adapt to new technologies still on the drawing boards. He explained that he also considers cloud computing “the most network-centric architecture ever,” which will enable most, if not all, of the collaboration capabilities envisioned for the future. On the final day of the DISA conference, a panel of the CIOs from the four branches of the military provided industry representatives with a look at the challenges they face in providing enhanced digital technologies to the warfighter. Defense Department CIO Teri Takai began the panel by asking Lt. Gen. Susan Lawrence, USA, Army CIO/G-6, to offer an update on that service’s migration to enterprise email. The project was delayed this past spring as Army information technology dealt with unanticipated technical problems. Gen. Lawrence emphasized that the Army’s transition to enterprise email had nothing to do with email as an application, per se. Rather, she said, it is about “common identity management—so that I can take my CAC [Common Access Card] anywhere in the world, to any government computer, and the network will recognize me.” Gen. Lawrence also hinted that the next 24 months will be critical to the Army’s successfully completing the migration to enterprise email, and she added that other goals include addressing data storage as well as how that service branch collaborates

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with other branches to fight. She said the final goal, which she called enterprise collaboration services, is expected to launch this month. Gen. Lawrence noted that since March, the Army has moved more than 90,000 users to enterprise email. She explained that in the process of that migration, she and her staff uncovered a “dirty” network: “We found firewalls where there shouldn’t have been firewalls. We found software that couldn’t talk to other software. We’ve had to come in and bring in a team to just clean up the network.” At the time that she spoke at the conference, Gen. Lawrence said that if tests of the repaired network were successful, the Army immediately planned to return to its original goal of moving as many as 1,000 users per week to enterprise email. On the question of cloud computing, Lt. Gen. William Lord, USAF, Air Force chief of Warfighting Integration and CIO, said he would be happy to migrate some of his service’s missioncritical applications and data storage to what he called a deviceagnostic cloud. He added that could be a private cloud, hosted on military-owned servers; a public cloud, hosted on industryowned servers; or a hybrid cloud, hosted on a combination of private and military-owned server farms. Gen. Lawrence said that, on a related note, the key to successful cloud computing would be the successful development of a common operating environment—one that presents a consistent, but fully capable and fully secure computing environment to the end users no matter what kind of device they bring to the battlefield. Brig. Gen. Kevin Nally, USMC, director, command, control, communications and computers/CIO of the Marine Corps, insisted that any cloud-computing environment must be able to function in the most austere conditions in which Marines normally operate. Gen. Nally also generated some interesting dialogue when the conversation turned back to the seemingly innocuous subject of military email domain names. Both Gen. Lawrence and Vice Adm. Kendall Card, USN, deputy chief of naval operations for information dominance/director of naval intelligence, said it was best that all the services unite email addresses under the .mil Internet domain for efficiency and consistency. But both Gen. Lord and Gen. Nally insisted that their services, for reasons of pride and other considerations, would not stand for losing their “usmc.mil” or “us.af.mil” email addresses, at least not without some additional discussion. Gen. Nally noted that the self-perception of some Marines involved in information assurance changed when he began referring to what they do as cybersecurity; in some cases, he said, “They now refer to themselves as ‘cyberMarines,’” which drew a laugh from the crowd. And, making a pitch for more shared information technology services among the military branches, Gen. Lawrence related how two military services sharing one airfield in Italy inadvertently had laid separate fiber optic networks at the same field. Several weeks later, she said, yet an additional service proposed laying yet another separate fiber network around the same facility in Milan. “Stop the madness!” she quipped, adding, “In the future, we all need to say, who’s the EA [enterprise architect] on a network, and fall in.”






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AFCEA Educational Activities AFCEA ROTC Experience Tours … In Their Own Words U.S. Pacific Fleet, Pearl Harbor, Hawaii “Perhaps the biggest highlight in my tour was the midshipmen out-brief at the end of the week. My partner midshipman and I prepared a presentation on what we would take away from our experience for Adm. Pat Walsh, USN [commander, U.S. Pacific Fleet]. On the final day, we briefed Adm. Walsh and had a good discussion, just the three of us. It was empowering being able to express our opinions and share what we had learned with the four-star admiral. We were pleased to hear he was impressed by our take-aways. The entire tour was a life-changing and an eye-opening experience, which will be a highlight of my midshipman experience.” Navy Midshipman William J. Moore, Oregon State University, Corvallis, Oregon “I will certainly pursue a career in aviation as I planned before, but I now will try to incorporate more education, such as a master’s and/or Ph.D., in my plans to ensure I give the Navy the best return on investment it is making in my training and development.” Navy Midshipman William H. Bishop, Illinois Institute of Technology, Chicago

1st Armored Division, Fort Bliss, Texas “This experience has given me a whole new vision as to what it means to be both an officer and a Signal Corps officer. The day-to-day tasks and overall responsibilities of a Signal [Corps] officer are vital to the success of the overall mission, and I view this as a gratifying challenge to undertake. Additionally, the chance to view the capabilities of some of the most advanced signal technology that the Army employs was extremely exciting and motivating. Ultimately, my choice to serve in Signal Corps and my motivation to make the Army my career were strengthened by this tour.” Army Cadet Robert J. Ruiz, California State University, Fullerton, California

15th Wing (Air Force), Joint Base Pearl Harbor, Hickam, Hawaii “Before I came to Hickam, I didn’t fully understand the amount of responsibility that can be placed on a wing commander. I think, at times, the ROTC curricu-

AFCEA ROTC Experience Tours, underwritten by a grant from the Future Heroes Foundation, provide selected AFCEA ROTC scholarship winners with opportunities to observe serving military leaders first-hand. For the first time, ROTC students went to U.S. European Command: (l-r) Midshipman David A. Cox, Navy ROTC; Cadet Joseph B. Maxwell, Army ROTC; Adm. James G. Stavridis, USN, NATO Supreme Allied Commander, Europe; and Cadet Alexander C. Young, Air Force ROTC. Two Navy ROTC midshipmen went to U.S. Pacific Fleet: (l-r) Midshipman William H. Bishop, shown with Adm. Pat Walsh, USN, commander, U.S. Pacific Fleet, and Midshipman William J. Moore.

lum focuses too heavily on field training and not enough on what it takes to be an outstanding officer on active duty. I was given the opportunity this week to see many different leadership styles, and I plan on incorporating different aspects that I observed into my leadership style. From what I saw in Hawaii, it would seem that in order to be a great leader you have to be knowledgeable, have lots of energy, and be very fair. “I would tell future Experience Tour winners several things. First, be proud of your accomplishment as a scholarship winner. Tell people what a cool program you have been able to be a part of, informing them that only three AFROTC cadets were selected nationwide. Second, have meaningful questions prepared for each person you will be meeting with. Third, have a fun time while doing all of this. Don’t waste time in a new place doing things you have already done; be adventurous and get a feel for the place.” Air Force Cadet Joseph H. Lyons, Samford University, Birmingham, Alabama

U.S. European Command, Stuttgart, Germany “The major highlight of this tour was meeting with Adm. [James G.] Stavridis, USN [NATO Supreme Allied Commander, Europe], which was an extremely rare opportunity in which I learned a great deal about being one of the top officers in the military. Another highlight was our meeting with Rear Adm. [Charles

W.] Martoglio, USN [chief of staff, U.S. European Command], who spoke to us for over an hour and provided us with invaluable leadership advice and expertise. Finally, meeting with Brig. Gen. [Gregory L.] Brundidge, USAF [director/J-6, U.S. European Command], was also a wonderful experience as he too provided us with great insights and knowledge. On the nonmilitary side of the experience, a highlight was simply experiencing the German culture during the evenings. This was my first trip to Europe, and it was eye opening to me how different everything is over there compared to in the United States.” Air Force Cadet Alexander C. Young, North Carolina State University, Raleigh, North Carolina “Our supervisor, Capt. [Christopher G.] Wiley, USA, was fantastic. He represented his service well in knowledge, demeanor and physical fitness. He seemed well-respected by his peers, and his commanders also appeared to think highly of his performance. He was available any time we needed him and offered to spend time with us outside of the regimented day. It benefited my learning experience because Capt. Wiley was able to supplement the briefings and interviews that we had as well as provide a friendly connection to the atmosphere we were in.” Army Cadet Joseph B. Maxwell, Auburn University, Auburn, Alabama

For more information about AFCEA ROTC Experience Tours, visit www.afcea.org/education/scholarships/rotc/exptours.asp SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



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TechNet Asia-Pacific 2011 /PWFNCFSo t)POPMVMV )*

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Association News

New Corporate Members Listed below are the latest organizations to become corporate members of AFCEA International. A capabilities statement for each new member will be published in this issue or in the future. A complete list of corporate members is available online at www.afcea.org/membership/corporate. Advanced IT Concepts Inc. Chamtech Enterprises Inc. Cleared Solutions CMV Hoven GmbH Conscious Security Inc. Cyberstream Innovations Inc. Data Locker Inc. Defense Engineering Incorporated (DEI) Dept. Of Veterans Affairs Technology Acquisition Center DeviceLock Europe GmbH

Eutelsat Italia s.r.l. Gigamon Green Hat Handheld Harris IT Services Hassett Willis and Company IBH Ingenieurbüro für Hochbau GmbH Infodas GmbH Insignia Technology Services LLC Manage Mobility ManpowerGroup Public Sector Meritec

Oracle Deutschland B.V. & Co. KG Princetel Inc. Security University Shireen Inc. Skyline-ATS TAD PGS Inc. USCG Deployable Operations Group Wavefront Technologies Inc. West Anne Arundel County Chamber of Commerce Writers Research Group LLC

AFCEAN of the Month Celeste Gushee CANAVERAL CHAPTER CELESTE GUSHEE is a new business development manager for L-3 Communications, Engineering and Technical Services in Cape Canaveral, Florida. She also serves as vice president for programs for the Canaveral Chapter. Gushee takes action to move projects forward and to advance chapter objectives and outcomes. If there is no clear action officer for a requirement, she often volunteers or makes recommendations on how to proceed. Her commitment and positive attitude have helped make the board of directors and officers much more effective. In addition, Gushee has supported the chapter’s vice president for sponsors, vice president for membership and president on several projects over and above her own responsibilities. Prior to being named chapter vice president for programs, Gushee assisted the nominating committee and effectively recruited other members to serve as officers and directors for the chapter. Gushee organized the chapter’s installation banquet and continuously followed up to ensure the event’s success. She organized volunteer support for decorations, greeting, seating, speakers and cleanup. Gushee’s organizational abilities help the chapter accomplish a wide variety of activities in a timely and efficient manner. She manages all these chapter responsibilities while attending college. In recognition of her dedication to the chapter and the association, AFCEA proudly names Celeste Gushee AFCEAN of the Month.

AFCEA ONLINE AFCEA Home www.afcea.org SIGNAL Online www.afcea.org/signal SIGNAL Blog www.afcea.org/ signal/signalscape ___________ SIGNAL Connections www.afcea.org/ signalconnections ___________ CONTACT US AFCEA Main Number (703) 631-6100 Advertising (703) 631-6181 [email protected] _____________ AFCEA Canada [email protected] _________ AFCEA Europe 32 (2) 705-2731 [email protected] ___________ Customer Service Center (703) 631-6158 [email protected] ___________ Educational Foundation (703) 631-6147 [email protected] ______________ Exhibits (703) 631-6200 Intelligence (703) 631-6250 Member and Chapter Services [email protected] _________ Membership, Corporate (703) 631-6150 Membership, Individual (703) 631-6158 Professional Development Center (703) 631-6135 [email protected] _________ Programs (703) 631-6125 [email protected] __________ Promotion/Public Affairs (703) 631-6189 [email protected] __________ Scholarships and Awards [email protected] _____________ SIGNAL Connections (703) 631-6179 [email protected] ______________ SIGNAL Custom Reprints (703) 631-6192 SIGNAL Editorial (703) 631-6192 [email protected] __________ SIGNAL Subscriptions (703) 631-6158 [email protected] ___________ Source Book and Directories (703) 631-6179 [email protected] _____________ SIGNAL, OCTOBER 2011 | Official Publication of AFCEA



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Corporate Capability Statements The following new AFCEA corporate members have recently completed online capability listings. See the full profiles of these and other AFCEA corporate members in searchable form at www.afcea.org/sourcebook.

IBH INGENIEURBÜRO FÜR HOCHBAU GMBH Joseph-von-Fraunhofer-Str. 2 53501 Grafschaft-Ringen, Germany Web Home Page: www.ibh-gmbh.de Chief Executive Officer: Hartmut Buechner Business Focus: IBH provides investors with advice and support. The company supports businesses and investments in all areas, including answering questions about importing and exporting from Germany. IBH coordinates with all areas, industries, cities and government agencies. The company provides a German address for businesses. Products: IBH offers architect-planning services from the preliminary draft of the planning application to turnkey production of a project. The company will act as a partner in the decision process.

Make sure you receive SIGNAL Magazine every month.

Approximately 100 young leaders and cyber experts participate in the Bonn Chapter’s Cyberwar event in February.

Young AFCEAN Advisory Council Report

WITHIN EUROPE, AFCEA HAS NEARLY 30 CHAPTERS and 4,200 members spread across 22 countries. The Young AFCEAN presence in the seven different European regions is unique and dynamic. During the last few years, the chapters in Europe have worked to close the gaps in Young AFCEAN activities with help from the AFCEA Europe office and events such as the AFCEA Leadership Forum. The Bonn Chapter has a dedicated Young AFCEAN program led by Distinguished Young AFCEAN Jochen Reinhardt. The group of young professionals, business leaders and officers exchanges ideas and plans two events a year, including its social media event in February, where the German Department of Defense introduced its social media strategy for the first time publicly. The chapter in Stuttgart, Germany, made use of the AFCEA Educational Foundation ROTC Experience Tour, which served as part of the Summer Tech Expo. Currently, only two of the seven European regions have a regional Young AFCEAN representative to the Young AFCEAN Advisory Council. This results in many unique activities organized beyond the established Young AFCEAN structure. In Athens, Greece, Deree College students founded an AFCEA Student Club in 2009, which acts as a connection between the international student body and the wider field of business. The club is supported by the AFCEA Europe office and is not part of the regional Young AFCEAN structure. Young AFCEANs in Europe are not a homogeneous group. They range from university students to leaders at the director and executive levels. They include officers in the military from the U.S. commands in Europe as well as from the national armed forces. The challenge for the future is to foster collaboration and close the gaps in the Young AFCEAN programs.

Become a member of AFCEA International. See more member benefits and join today! www.afcea.org/membership Joining the AFCEA Educational Foundation’s ROTC Experience Tour at the Summer Tech Expo in Stuttgart, Germany, are (l-r) Capt. Christopher Wiley, USAF, an escort from the U.S. European Command/J-6; Cadet Alexander C. Young, Air Force ROTC, North Carolina State University; Midshipman David Allen Cox, Navy ROTC, Iowa State University; and Cadet Joseph B. Maxwell, Army ROTC, Auburn University.

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Jochen Reinhardt, a Distinguished Young AFCEAN and Young AFCEAN representative for the North Western European Region, opens the Bonn Chapter’s Cyberwar event in February.






Upcoming AFCEA International Events AFCEA Fall Intelligence Symposium “Intelligence Collection: An Investment Dilemma” October 12 – 13, 2011 in Chantilly, VA Sponsored by AFCEA International Classified TS/SI/TK http://fallintel.afcea.org

MILCOM 2011 “Networks...Attaining the Value” November 7 – 10, 2011 in Baltimore, MD Sponsored by AFCEA and the IEEE Communications Society www.milcom.org

No federal endorsement of the Armed Forces Communications Electronics Association International (AFCEA International) or any of its members is intended or implied.

NATO C3 Agency Industry Conference in conjunction with TechNet International 2011 October 19, 2011 in Heidelberg, Germany Sponsored by AFCEA Europe www.afceaeurope.org

USSTRATCOM Cyber and Space Symposium 2011 “Space and Cyber: New Challenges, New Opportunities” November 15 – 17, 2011, in Omaha, NE Co-sponsored by AFCEA International and the U.S. Strategic Command www.afcea.org/events/stratcom

TechNet International 2011 “Supporting NATO in the Next Decade” October 20 – 21, 2011 in Heidelberg, Germany Sponsored by AFCEA Europe www.afceaeurope.org

“America’s Military at the Crossroads: What’s Out and What’s In for 2012 and Beyond?” January 24 – 26, 2012 in San Diego, CA Co-sponsored by AFCEA International and the U.S. Naval Institute www.westconfexpo.org

TechNet Asia-Pacific 2011 “Pacific’s Evolving Landscape—The Challenges” November 1 – 3, 2011 in Honolulu, HI Co-sponsored by AFCEA International and AFCEA Hawaii www.afcea.org/events/asiapacific

NGA Industry Outreach Day 2012 “Meeting Geospatial Intelligence Needs In a BudgetConstrained Environment” February 14, 2012 in Chantilly, VA Sponsored by AFCEA International. A classified conference (Secret). http://intel.afcea.org

www.afcea.org/calendar Previous Page | Contents




AFCEA Professional Development Center Courses available at West 2012 will include:

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CompTIA Security+ (381)

Full course descriptions, instructor bios and registration at http://www.afcea.org/education January 24 – 26, 2012 San Diego Convention CenterÊU www.westconfexpo.org

AFCEA Educational Foundation Scholarships Cyber Scholarships

Intelligence Scholarships

With the generous support of Booz Allen Hamilton, CSC, Lockheed Martin, Powertek, SANS, Terremark, the AFCEA Cyber Committee, AFCEA International, and the AFCEA Educational Foundation, the following Cyberrelated scholarships are offered:

Co-sponsored by Terremark Worldwide, Inc., Mosaic, Inc., Computer Sciences Corporation, and Cobham, Inc., AFCEA Intelligence and the AFCEA Educational Foundation, scholarships will be awarded for students pursuing academic degrees in global security, intelligence studies and/or foreign languages.

Cyber Studies Scholarships Scholarships of $5,000 will be awarded to students majoring in a field directly related to the support of U.S. Cyber enterprises such as cyber security, cyber attack, computer science, information technology, digital forensics, or electronic engineering. An overall GPA of 3.0 is required. Deadline: November 1, 2011

Young AFCEAN Cyber Certification Scholarships Scholarships of of $1,000 will be awarded to Young AFCEANs (age 40 or under) who are currently pursuing a DOD 8570 Certification while employed by a small business. Deadline: November 1, 2011 Fred H. Rainbow Vice President & Executive Director AFCEA Educational Foundation [email protected] __________


Two $2,250 undergraduate scholarships and three $5,000 graduate-level scholarships will be awarded to students enrolled full time in an eligible field such as Global Security and Intelligence Studies (GSIS) or foreign language. Applicants must be U.S. citizens with a minimum overall GPA of 3.0 on a 4.0 scale. Distance-learning or online programs are eligible. Deadline: November 1, 2011

Scholarships for Afghanistan and Iraq War Veterans Co-sponsored by the AFCEA Northern Virginia Chapter and the AFCEA Educational Foundation, scholarships of $2,500 will be awarded to active-duty and honorably discharged U.S. military veterans of the Enduring Freedom or Iraqi Freedom operations who are actively pursuing an undergraduate degree in an eligible

major. Full or part-time students attending accredited two or four year schools in the United States in either traditional or distancelearning programs are eligible. Deadline: November 1, 2011

Scholarships for Disabled War Veterans Co-sponsored by Microsoft employees and the AFCEA Educational Foundation, scholarships of $2,500 are offered to active-duty service personnel, honorably discharged U.S. military veterans, reservists, and National Guard personnel who are disabled because of wounds received during service in Enduring Freedom-Afghanistan or Iraqi Freedom operations. Applicants must be actively pursuing an undergraduate degree in an eligible major. Full or part-time students attending accredited two or four year schools in the United States in either traditional or distance-learning programs are eligible. Deadline: November 1, 2011

Applications available at http://scholarships.afcea.org




INTERNATIONAL

CHAPTER

NEWS Edited by Rachel Eisenhower

EDITORIAL POLICY: Chapter News must be received by the 20th of the month two months prior to publication date.

NORTH CAROLINA—In August, Jerry Stidham (2nd from l), chapter president, joins recipients of the 2011 Science Teaching Tools award.

Atlanta Speaker Discusses Government Information Technology In July, the chapter hosted Dr. Steven Nichols, chief technology officer for the Georgia Technology Authority (GTA). Nichols discussed the elements of Georgia’s information technology engine. His organization supports 85 statewide agencies with 14 of those receiving fullspectrum support. During fiscal year 2010, Georgia’s operating budget was just over $17 billion. However, Nichols said, the information technology portion of that budget was approximately $220 million for infrastructure and $163 million for related projects. Yet the GTA managed more than 7,700 physical sites and nearly 35,000 annual users. In 2007, the state conducted an audit to determine the health of information technology operations in 14 agencies that represented 80 percent of the state’s technology expenditures. The results, he said, were not encouraging and prompted them to change course and outsource the bulk of the support going forward. Their network reliability improved to 99.9 percent up time, and their policies were aligned and standardized.

ATLANTA—Mitch Able (l), chapter president, thanks Dr. Steven Nichols, chief technology officer for the Georgia Technology Authority, following his speech at the July meeting.

North Carolina

Local STEM Teachers Honored In August, the chapter recognized recipients of its 2011 Science Teaching Tools scholarships. The awards ceremony and reception were held at the Fort Bragg Club in Fort Bragg, North Carolina. This year, the chapter gave more than $20,000 to 18 local schools to support science and technology education. Recipients included Benjamin Martin Elementary School, which was destroyed when a tornado struck Fayetteville, North Carolina, on April 16, 2011. At the awards presentation, T. Brock Winslow, vice chancellor of the North Carolina School of Science and Mathematics, provided the keynote address. Winslow stressed the need to foster interest in science and mathematics at the grass-roots level. One teacher receiving a grant remarked, “To have the ability to make science come alive for our students through your generous donation inspires us to do more, be more, for our students, and to continue to drive their excellence in math and science.”

NORTH CAROLINA— At the awards ceremony in August, T. Brock Winslow, vice chancellor of the North Carolina School of Science and Mathematics, discusses the continued need for programs such as the Science Teaching Tools scholarships.

Camp Pendleton Science and Engineering Students Honored In June, the chapter presented 11 local graduating high school seniors with $1,000 scholarships. The chapter works with school counselors from the Camp Pendleton and North San Diego

Chapter News Online

For extended articles and information on how your chapter can be published in SIGNAL, visit www.afcea.org/signal/chapternews




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communities to select a deserving senior from each high school. Each candidate must be pursuing a degree in either science or engineering at a four-year university. Chapter officers attended the award ceremonies to present the scholarships.

Canaveral Foundation Leader Focuses on School System Janice Kershaw, executive director, Brevard Schools Foundation, spoke during the chapter’s July meeting. She noted that the Brevard County school system is one of the largest in Florida with approximately 72,000 students in 86 schools. Of those students, she said, nearly 29,000 use the free lunch schedule. The graduation rate is 95.3 percent in the county versus 78 percent in the state. Last year, one student achieved first place in a nationwide biotechnology competition and fourth place worldwide. More than 40,000 students have gone through the NASA Kennedy Space Center rocketry course called “Space Week,” which encourages participants to follow technical careers. The Brevard Schools Foundation serves as an auxiliary fundraiser for classes and teachers, augmenting classroom supplies and coordinating awards to the schools. In addition, meeting attendees heard from four-time AFCEA Science Teaching Tools grant winner Randy Lyons on how much the chapter had assisted him in his robotics program.


Dayton-Wright Director Discusses Air Force Capabilities In July, the chapter welcomed Dr. Steven Butler as the luncheon speaker. Butler is executive director, U.S. Air Force Materiel Command (AFMC), Wright-Patterson Air Force Base, Ohio. He advises the AFMC commander in managing all aspects of the command’s mission to deliver war-winning capabilities, aircraft and weapon systems on time and on cost to U.S. warfighters. Nearly 74,000 people with the command manage $59 billion annually in research, development, test and evaluation. In addition, they provide the acquisition management services and logistics support required to develop, procure and sustain Air Force weapon systems.

Greater Omaha Chapter President Reflects on Goals Col. Dennis W. Lisherness, USAF, chapter president, addressed attendees at the June luncheon on the robustness of the chapter and the importance of outreach. He noted that building future generations of AFCEA depends on how the chapter presents its message. He touched on building more relevant chapter activities to ensure membership involvement. In parting, Col. Lisherness commented on the chapter having a very successful year.

CAMP PENDLETON—In June, Mark Witzel (r), chapter president, presents a $1,000 scholarship to Derek Bosman, High Tech High School, North San Diego County. CAMP PENDLETON— Marty Paulsen (l), chapter vice president for education, presents Travis Stansbery, San Clemente High School, with a $1,000 scholarship check in June.

CANAVERAL—July luncheon speakers Janice Kershaw, executive director of the Brevard Schools Foundation, and Randy Lyons, AFCEA Science Teaching Tools grant winner, hold up chapter mugs presented to them by the chapter. CANAVERAL— Art Glaab, master of ceremonies for the July meeting, joins Kershaw following her presentation.

M ISSION A SSURANCE FOR

A MERICA’S D EFENSE

FEATURED SPEAKERS INCLUDE: General William Shelton – Commander, AF Space Command LtGen Robert Schmidle Jr. (invited) – Deputy Commander, USCYBERCOM LT G Rhett Hernandez – Commander, US Army Cyber Command Lt Gen Larry James – Deputy Chief of Staff, ISR, HQ USAF Maj Gen Suzanne Vautrinot – Commander, 24th Air Force RDML William Kiser – Commandant, METC

EVENTS IN ADDITION TO THE CONFERENCE INCLUDE: • Cyber, Medical and ISR Mission Areas Showcased • Sponsorship/Exhibitor Opportunities • Operation Comfort Benefit Golf Tournament • Security Education Training Sessions • Career Fair • Business Acquisitions Day ___________

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DAYTON-WRIGHT—Receiving AFCEA Life Member certificates at the July meeting are (l-r) David Hart, Col. Michael Stinson, USAF, and Dan Curtis.






AFCEA BETHESDA CHAPTER

HEALTH IT DAY November 2, 2011 MAYFLOWER RENAISSANCE HOTEL, WASHINGTON, D.C. DAYTON-WRIGHT—Dr. Steven Butler, executive director, U.S. Air Force Materiel Command, receives a chapter certificate from Jackie Whittaker, chapter president, in July.

Premiere conference for the public sector health IT community featuring key stakeholders from: t HHS t VA t CDC t DHS t FDA t DoD OPENING KEYNOTE Roger W. Baker, Assistant Secretary of Information Technology, Department of Veterans Affairs

Roger W. Baker

DAYTON-WRIGHT—In July, Whittaker (r) presents the chapter’s Julie O’Brien Scholarship to Marie Hucke from Centerville High. The chapter established the scholarship in memory of a cherished member.

Mid-Morning Keynote Honorable Elizabeth (Beth) McGrath, Deputy Chief Management Officer and Performance Improvement Officer, Department of Defense

TO VIEW CONFERENCE AGENDA AND TO REGISTER, VISIT:

www.afceabethesda.org/HealthITDay

TECHNET–AERO 2011 LEADING TECHNOLOGY INTO THE FUTURE GREATER OMAHA—Dennis O’Connell (l), chapter vice president, and Col. Dennis W. Lisherness, USAF, chapter president, join together at the June meeting.

October 17-20, 2011 • Dayton Convention Center - Dayton, OH The Dayton-Wright Chapter of the Armed Forces Communications and Electronics Association (AFCEA) will host “TechNet–Aero 2011”, its annual conference and tradeshow the week of October 17-20, 2011 at the Dayton Convention Center, Dayton, Ohio. This annual event brings together more than 1200 military, government, and industry with innovative demonstrations of emerging technologies, insightful discussions and presentations by senior military, government and industry leadership, and educational opportunities in program management, acquisition, supply chain management, and more. Confirmed Speakers Include: Gen Donald J. Hoffman, Commander, Air Force Materiel Command, Wright-Patterson AFB OH • Lt Gen Larry O. Spencer, Director, Force Structure, Resources and Assessment, Joint Staff, the Pentagon, Washington, D.C. • Brig Gen (Sel) Daryl Hauck, Commander and Air Force PEO for ISR and Special Operations Forces • Mr. Joe Sciabica, SES, Executive Director, Air Force Research Laboratory, Wright-Patterson AFB, OH • Google Engineering Executive … and More!

GREATER OMAHA—Senior Master Sgt. Steven Schwerdtfeger, USAF (l), chapter secretary, and Staff Sgt. Jeremiah Bowen, USAF, chapter lead Young AFCEAN, ask a vendor questions during the chapter’s technology fair in June.

Don’t miss your chance to participate in… UAS Roundtable • Community Leadership Reception • Discovery & Innovation Range • Capstone Luncheon • Tradeshow • Professional Training • Business Seminars • Career Fair • Young AFCEAn Power Breakfast • Wednesday Evening Reception and Banquet and More! Visit www.afcea-technetaero.org for more information




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National Fall SBIR Conference New Orleans “Small Business Growth Through Technology: Innovate & Create” November 6th-9th, 2011 • www.SBIRLA.org The Louisiana Technology Council is excited to host the National Fall SBIR Conference in New Orleans. Supported by the Louisiana AFCEA Chapters, ArkLaTex and Silicon Bayou. We invite all AFCEA members to join us as we help present: “Small Business Growth Through Technology: Innovate & Create”

Conference Highlights: • Opening Networking Reception on the 6th • Additional Reception at the New Orleans BioInnovation Center • Nationally Recognized Key Note Speakers

Register today at www.SBIRLA.org Sponsorships Available - $499 until September 9th (there after $599)

Special Conference Hotel Rate of $139 Until October 16th

1215 Prytania Street, Suite 301, New Orleans, LA 70130 • (504) 304-2910 6867 Bluebonnet Blvd., Baton Rouge, LA 70810 • (225) 289-4559

SUNCOMM 2011 Presented by

AFCEA CANAVERAL

Communications Challenges and Changes on the Florida Spaceport November 2-4, 2011 • Hilton Oceanfront, Cocoa Beach, FL

Commercial Use of NASA-KSC and Cape Canaveral Panel moderator is vice president of Space Florida and includes senior technical staff from aerospace companies

Cyber Security and Cloud Computing Panel includes IT senior staff from SAIC, Boeing and other major corporations. For contacts, sponsorship and registration go to: www.canaveral-afcea.org/suncomm.html Proceeds will augment the Canaveral Chapter’s support of our Brevard County Schools 88

Hampton Roads Congressman Discusses Budget Challenges In August, Rep. Scott Rigell (R-VA), 2nd District of Virginia, addressed luncheon attendees on his experience as a freshman congressman during the recent budget challenges and how fiscal constraints impact the U.S. Defense Department. Kent R. Schneider, president and chief executive officer of AFCEA International, also presented an overview of AFCEA benefits for individuals and companies. Students from local Grassfield High School were recognized for their participation in their school’s Technology Academy Mentorship Program, where students spent time with local company officials learning how the organizations operated.

Hawaii Captain Describes Disaster Relief The chapter held its monthly awards luncheon in August at Fort Shafter. Capt. Bruce Loveless, USN, commander, Joint Intelligence Operations Center (JIOC), U.S. Pacific Command (PACOM), addressed the attendees. He discussed how the center creates timely, relevant and predictive all-source intelligence for military planners, warfighters and decision makers in the PACOM area of responsibility. The captain focused on the JIOC’s operation Tomodachi, which provided disaster relief to Japan following the tsunami in March. In addition, the chapter named Yuka Nagashima as its Senior Government Leader of the Month. Nelson Kanemoto, president and chief executive officer of Referentia Systems Incorporated, was honored as the chapter Executive of the Month, and Dale Aiello, senior account executive for Gartner, received the chapter’s AFCEAN of the Month Award for July. Banu Yousey, an engineer with the Defense Information Systems Agency-Pacific, was named Young AFCEAN of the Month, and Jandie Sabo from Waialua High School received the Student of the Month Award.

Northern Virginia Grants Promote Educational Efforts The chapter presented several grants in August. David Boyd accepted a $3,500 grant on behalf of the US STEM Foundation. The foundation offers science, technology, engineering and mathematics (STEM) activities to the community, allowing children, families and mentors to work together in mind-based activities. With this grant, the foundation will be able to train volunteer coaches, host multiple scrimmages/competitions, and provide basic equipment kits for the camps and teams. In addition, the chapter awarded $7,500 to Bonnie Idle on behalf of the Northern Virginia Community College (NVCC). The chapter awards two annual grants to the NVCC: one for $15,000 in the fall and one for






HAMPTON ROADS— Attendees at the August luncheon are (l-r) Capt. Erich Diehl, USN, 2nd Fleet; Steve Kelley, AFCEA Mid-Atlantic regional vice president; Teresa Duvall, chapter president; Kelley Williams, chapter Cyber Professional of the Month for August; Lt. Cmdr. Doug Vanderlip, USN, 2nd Fleet; and Kent R. Schneider, president and chief executive officer, AFCEA International.

HAMPTON ROADS—Rep. Scott Rigell (R-VA), 2nd District of Virginia, takes questions from chapter members during his speech at the August luncheon.

HAMPTON ROADS—In August, participants and sponsors from the Grassfield High School Technology Academy Mentorship Program are (l-r) David Roberts, SimIS; Duvall; Mitchell Halman, SimIS; Amie Beahm, Grassfield High School program director; Hunter Wallen, Apogee; Dasha Little, Apogee; Zachary Stefan, D.T. Read Steel; Bob Banach, D.T. Read Steel; and Patti Hamilton, chapter program coordinator.

HAWAII—In August, Capt. Bruce Loveless, USN, commander, Joint Intelligence Operations Center, U.S. Pacific Command, receives a token of appreciation from Cynthia Pacheco, chapter president.

NORTHERN VIRGINIA—Sam Jones (l), chapter president, presents a $3,500 grant to David Boyd on behalf of the US STEM Foundation in August. HAWAII—Pacheco presents Nelson Kanemoto with the chapter’s Executive of the Month Award in August. HAWAII— Joining together at the August meeting are (l-r) Kanemoto; Tara Anuskewicz; Jandie Sabo, chapter Student of the Month; Banu Yousey, chapter Young AFCEAN of the Month; and Dale Aiello, chapter AFCEAN of the Month.

NORTHERN VIRGINIA—In August, Jones presents a $7,500 grant to Bonnie Idle on behalf of the Northern Virginia Community College. The donation will support students in science, technology, engineering and mathematics fields.




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$7,500 in the spring. These grants provide opportunities for exceptional students to complete their educational goals, thus increasing the number of students successfully completing degrees in the STEM programs.

Event Highlights Warfighter Support In August, the chapter hosted the 4th Annual Warfighter Support IT Day at the Sheraton Premiere in Vienna, Virginia. The event theme was “Strengthening Warfighter Capabilities: The Art of the Possible.” More than 600 attendees gained insight from a cross-section of military and government leaders. Dr. Ronald Jost, deputy assistant secretary of defense for command, control, communications, space and spectrum, opened the event by discussing three areas: systems engineering, resource management and acquisition. Lt. Gen. Susan Lawrence, USA, chief information officer (CIO)/G-6, U.S. Army, kicked off her presentation with “The Network of 2020: Powering America’s Army.” Gen. Lawrence addressed a number of issues facing the Army and the Defense Department, including enterprise email, data center consolidation, a joint SharePoint


collaboration solution and others. Henry Sienkiewicz, CIO for the Defense Information Systems Agency (DISA), covered the agency’s Base Realignment and Closure process. To date, DISA has moved nearly 3,900 personnel and $37 million worth of equipment.

Chapter Reflects on Accomplishments In August, the chapter provided an overview of its accomplishments from 2010 to 2011. Over the past year, the chapter hosted 29 events with approximately 10,000 people in attendance. These events included monthly luncheons, small business breakfasts, the mentor-protégé dinner, career transition dinners, a golf tournament and two black tie events. It also included four IT Day events and the Executive Round Table, which featured all of the service chief information officers as speakers. In addition, the chapter awarded nearly $350,000 in scholarships and grants to George Mason University, Northern Virginia Community College, AFCEA International, Pathways, Veterans Scholarship Fund, the Adopt A School program, Science Teaching Tools grants, George Mason University Robotics, science fair awards and the STEM teacher scholarships.

Follow SIGNAL on Twitter! www.twitter.com/signalmag

NORTHERN VIRGINIA—At the 4th Annual Warfighter Support IT Day in August, Chuck Corjay (r), former chapter president, presents a token of appreciation to Dr. Ronald Jost, deputy assistant secretary of defense for command, control, communications, space and spectrum.

NORTHERN VIRGINIA—Lt. Gen. Susan Lawrence, USA, chief information officer/G-6, U.S. Army, addresses attendees at Warfighter Support IT Day in August.

Join us for a free training webinar

DOD Standards of Conduct: An Ethics Tutorial for Chapter Officers November 2, 2011 • 2:00 p.m. EDT

hosted by Steve Ritchey, vice president for intelligence, AFCEA International, with special guest Jeff Green, senior attorney, Standards of Conduct Office, Office of the General Counsel, Defense Department. Hear the answers to these questions and more!

• How much may you spend on a gift for a DOD speaker? • May DOD personnel serve in a management role in AFCEA? • When may a DOD organization provide AFCEA logistical support, including speakers? • What is a “co-sponsored” event? To register, visit: www.afcea.org/training For more information, contact: Susan Emert at (703) 631-6191 or e-mail [email protected] ____________

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Space and Cyber: New Challenges, New Opportunities

Featured Speakers Include:

Session Topics Include:

The Honorable Rick Sheehy Lieutenant Governor State of Nebraska

Gen C. Robert Kehler, USAF Commander U.S. Strategic Command

GEN Keith B. Alexander, USA Commander, U.S. Cyber Command Director, National Security Agency/ Central Security Service Lt Gen Michael J. Basla, USAF Vice Commander Air Force Space Command

• • • • • • • • • •

USSTRATCOM Perspective Integrating Cyber Capabilities into the Joint Fight Alternative Futures for Cyber and Space Internet-based Networking: Managing the Risk International Cyber Collaboration Space & Industry Cyber & Industry Space and Cyberspace Integration International Space CyberSpace: Pursuing Real-time Situational Awareness

Contact Us: Registration: [email protected]

________________________

Exhibits: [email protected] ___________________________ Program: [email protected] _____________ Sponsorship Opportunities: [email protected] ________________

Mr. Frank Rose Deputy Assistant Secretary of State for Space and Defense Policy U.S. Department of State Mr. Christopher Painter Coordinator for Cyber Issues U.S. Department of State

Co-sponsored by AFCEA International and the U.S. Strategic Command

Mr. David W. Thompson Chairman and Chief Executive Officer Orbital Sciences Corporation

www.afcea.org/events/stratcom Previous Page | Contents




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AFCEA Corporate Members SUSTAINING* A.M. Fadida Consulting Accenture Aerospace Corporation, The Agilent Technologies ARINC Inc. ARTEL Inc. AT&T Government Solutions ATS Corporation Avaya Government Solutions BAE Systems BBN Technologies Bechtel Systems & Infrastructure Inc. Black Box Network Services Boeing Company, The Booz Allen Hamilton BT Conferencing CA Technologies CACI Inc. Capgemini Government Solutions LLC Capital One Bank NA CGI

Cisco Systems Inc. CommScope CSC Dell Inc. DHS Systems LLC DRC Ericsson FiberLight LLC General Dynamics General Dynamics Information Technology (GDIT) Global Crossing GTSI Corp. Harris Corporation HP IBM Global Gov’t Industry Intelsat General Corporation ITT Jacobs Technology L-3 Communications Corporation L-3 STRATIS

LGS Lockheed Martin Corporation Lockheed Martin Information Technology ManTech International Corp. McAfee Inc. Microsoft Corporation MITRE Corporation, The Motorola-US Fed. Gov’t Market Div. NetApp Network Equipment Technologies Nokia Siemens Networks US LLC Northrop Grumman Corporation Nuance Communications Oracle Corporation Polycom PricewaterhouseCoopers LLP (PwC)

QinetiQ North America Qwest Government Services Inc. Raytheon Company Robbins-Gioia Inc. Rockwell Collins Science Applications International Corporation Serco Inc. SGI Inc. Siemens Enterprise Communications Group Sprint Federal SRA International Inc. STG Inc. TASC Telos Corporation Teradata Government Systems Thales Communications Inc. USAA Verizon Business Verizon Wireless

GROUP* 0cog Inc. 1105 Government Information Group 21st Century Technologies Inc. 3Di Technologies LLC 3e Technologies International (3eTI) 3M Italia S.p.A. 3PAR Government Systems Inc. 901D/SHOCKTECH A&J Manufacturing Company A.C.S.I. s.r.l. A10 Networks AA Solar Inc. AAE Systems Inc. AASKI Technology Abacus Solutions Group LLC Abacus Technology Corporation Able Communications Technology Corporation Able IT LLC Absolute Analysis Absolute Software Academia Da Forca AEREA Academia Militar Accelera Solutions Inc. Accenture P&PS-Defense Access Data Access Intelligence LLC Access Systems Inc. AccessAgility LLC Accusonic Voice Systems Accu-Tech Corporation Ace Info Solutions Inc. ACG Systems Inc. ACME Packet Inc. ACRA CONTROL ACS ACT IT-Consulting & Services AG ActioNet Inc. Active Spectrum Inc. Activu Corporation Acumentrics Corporation Adams Comm. & Eng. Tech. Inc. Adams Industries Inc. Addx Corporation

ADF Solutions Inc. ADGA Group Consultants Inc. Adobe Systems Inc. Advanced C4 Solutions Advanced Cable Connection Inc. Advanced Concepts Inc. Advanced Digital Logic Inc. Advanced Fusion Technologies LLC Advanced IT Concepts Inc. Advanced Programs Inc. Advanced Systems Development Inc. Advanced Technical Intelligence Center (ATIC) Advanced Test Equipment Rentals Advantage Consulting Inc. Advantech Wireless Broadband AED Stratecon LLC AEG Group Aequus Strategy Group Aeromaritime Systembau GmbH Aeronix AF Technology AB Affigent LLC AFIS and Biometrics Consulting Inc. AFL Telecommunications Aggregate Solutions Inc. Agile Communication Systems Agile Communications Inc. Agile Risk Mgmt dba F-Response Agilent Technologies Italia S.p.A. Ahrens Consulting Group, The AICOS AiNet Corporation AIPAS Air Tight Networks Akamai Technologies Akimeka LLC Alaska Communications Systems ALENIA Aeronautica S.p.A. Alenia SIA S.p.A.

Alico Systems Inc. Alion Science and Technology ALLCASES Alliance Micro Allied Associates International Allied Technology Group Inc. Allied Telesis Inc. AltaTek Altobridge Corporation ALTRAN Italia S.p.A. Altus Engineering Aluma Tower Company Inc. Alutiiq Amazon Web Services Ambit Group LLC American Engineering Corporation American Military University American Reliance/AMREL American Systems Corporation American Technology Solutions International Ameripack Inc. Amper Systems-catalyst@NEC Amphenol Fiber Systems International Inc. Amplifier Technology Limited AMX Corporation ANACAPA Micro Products Inc. Analysis Group LLC, The Analytical Consulting Group (ACG) LLC Analytical Graphics Inc. Analytical Services Inc. Anatech Electronics Inc. Anect a.s. Anixter Anne Arundel Economic Development Corporation Anonymizer Inc. Anritsu Company ANSER Antenna Products Corp. AOptix Technologies Apatoff Peters Ebersohl Apogee Solutions Inc. Appian Corporation Appistry Inc.

Apple Computer Inc. Applied Computing Technologies Inc. Applied Integrated Tech Inc. Applied Network Solution Applied Tactics Incorporated Appliedinfo Partners Inc. APRIVA Aqeri AB Aquilent Inc. AR Worldwide-Modular RF Araknos s.r.l. ARC Technology Solutions Archer Systems Inc. ArcSight Arena Technologies LLC Arete Associates Argus Systems Group Array Information Technology Arrowpoint Corporation ARS Products LLC Aruba Networks ASEG Inc. Aselsan a.s. ASG Federal Inc. Ashcroft Group, The ASI Government ASM Research Inc. Aspect Security Associated Industries Astor & Sanders Corporation Astro Systems Astron Wireless Technologies Inc. Asynchrony Solutions Inc. Athena Consulting Group LLC AtHoc Inc. Atlantic CommTech Corporation Atlascraft Development Atsec Information Security ATS-TELCOM PRAHA a.s. Attain LLC Audavi Corporation Audio Video Systems Inc. Audio Visual Co., The Augusta State University AURA s.r.o. Auriga Microwave

Aurora Systems Consulting Inc. AUSGAR Technologies Inc. AutoESL Automated Business Power Inc. Automation Equipment Services Group Inc. Autonomy Autoridade Nacional de Communicaoes (ANACOM) AvePoint AVet Inc. Aviation Week Avid Technology Professionals AVI-SPL Avocent Corporation AVUM Inc. Axiom Inc. Axios Networks Axway Federal AxxessConnect LLC Axzo Azbell Electronics B! S.p.A. B&D Consulting Inc. B.M.A. s.r.l. B3 Solutions LLC BAE Systems Inc. Support Solutions BAKO Systemintegration GmbH & Co. KG Ball Aerospace & Tech Corp. Bank of Guam Bantu Inc. Barker & Williamson Barling Bay LLC Barrett Communications USA LLC Bart & Associates Inc. Base2 Engineering LLC Battelle Memorial Institute Battle Resource Management Inc. BBG Inc. BCI Integrated Solutions BCMC LLC BCS Incorporated BD Consulting and Investigations Inc.

BDR Consulting BeaKen Systems & Technology Solutions Inc. BearingPoint GmbH Bechtle GmbH & Co. KG IT-Systemhaus Bonn/Koln BEEcube Inc. Belarc Inc. Belay Technologies Inc. BELDEN Bentley Government Berico Technologies LLC Best Value Technology Beyond20 BGS Beratungsgesellschaft Software Systemplanung AG BICSI BIDSPEED Binary Group Inc. Bingham Technical Solutions BioID GmbH Bird Technologies Group Bit9 Bivio Networks Inc. BlackBerry Bloomberg Blue Coat Systems Blue Heron Capital Blue Ridge Networks Inc. Blue River Information Technology Blue Tech BLUECARAT AG BlueCat Networks Bluemont Technology & Research Inc. BlueSpace BMC Software Incorporated BMK Consultants BMV-Contactless Multiplexing Boeing Canada Operations Boeing Co. Cyber & Information Systems, The Boeing I&SS Mission Systems Bogart Associates Inc. (BAI) Boldon James Bordersecurity.eu Innovation Center BV BOSH Global Services Bourntec Solutions Inc.

* List is current as of August 22, 2011. A complete list of AFCEA’s corporate members is available at www.afcea.org/membership.




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Registration now open Speakers Include:

www.milcom.org

GEN Ann E. Dunwoody, USA (Invited)

technical program | conference agenda

Commanding General U.S. Army Materiel Command

Lt Gen Michael Basla, USAF Vice Commander Air Force Space Command

LTG Susan S. Lawrence, USA Chief Information Officer/G-6 U.S. Army

Lt Gen Ellen M. Pawlikowski, USAF Commander Space and Missile Systems Center Air Force Space Command

Networks...Attaining the Value Technical Program Tracks:

Baltimore Convention Center

Track 1: Waveforms and Signal Processing Track 2: Network Protocols and Performance Track 3: Cyber Security and Network Operations Track 4: Middleware Services and Applications Track 5: Communications and Network Systems Track 6: Department of Defense Programs

Baltimore, MD Nov. 7–10, 2011 www.milcom.org

Proud to host MILCOM 2011 For more information on becoming an exhibitor, please contact: J. Spargo & Associates, Inc. at [email protected] ___________ or 703-631-6200




Bowhead Technical and Professional Services Boyden Global Executive Search Brandon Technology Consulting Inc. Braxton Technologies LLC BreakingPoint Systems Brede/Washington Inc. Bridges Consulting Inc. Britstan Technology Brocade Browning Consulting Group LLC BT Federal Inc. BT Global Services BTAS Inc. btconsult GmbH Buchanan & Edwards Bulgarian Industrial Eng & Mgmt Ltd./BIEM Business Intelligence Inc. Business Management Associates Inc. Business Security AB BWI Informationstechnik GmbH By Light Professional IT Services Inc. BYNET Data Communications Bulgaria EOOD C & S Antennas Inc. C2 Portfolio Inc. C2Kinetics LLC C3I Systems Corporation C4i C5i Federal Inc. Calhoun International CALIAN Camber Corporation Camber.com Cambridge International Systems Inc. Can See Fire Service T/A Fire Solutions Cannon Construction Inc. Cannon IV Inc. Canoga Perkins Corporation Canyon Consulting LLC Capone Communications Carahsoft Technology Corp. Caribou Thunder LLC Carpathia Carrillo Business Technologies Inc. CASE LLC Cases2Go Cask Technologies LLC Cassidian Cassidian Communications CATE s.r.l. Caton Communications Group Inc. CDO Technologies CD-Telematika a.s. CDW Government Inc. CE Science Inc. Celestar Corporation Cellcrypt Inc. Center for Innovative Technology Centric Labs Centuria Corporation Centurum Inc. Certes Networks CERTIX IT-Security GmbH Certon Inc. Cexec Incorporated CFN Consultants CGH Technologies Inc. Chamtech Enterprises Inc. Chantilly Solutions Group LLC Chelton Inc. Chenega Federal Systems Chenega Logistics LLC Chenega Technical Innovations Chenega Technology Services Corporation Chickasaw Nation Industries Inc. Christie Digital CIBER Federal Cigital Federal Inc. CIOG-Australia Cipher Tech Solutions Inc. Circadence Corp. Cirexx International Inc. CISCO Systems Cisco Systems Canada Co. CISCO Systems Italy s.r.l. CISCO Systems Portugal Lda Citizant Citrix Government Systems ClearanceJobs.com Clear-Com Intercom Systems ClearCube Technology Cleared Solutions


Clearshark Climatronics Corp. CMV Hoven GmbH CNIT CNSI Coact Incorporated Codan US Inc. COELIND s.r.l. Coffing Corporation, The Cogent Systems Colegio Militar Colibre Solutions LLC Collabraspace CoLogiQ Inc. Colorado Professional Resources LLC Colorado PTAC Comando C4 Difesa Comando Generale Dell’Arma Dei Carabinieri Comando Operacional Da Madeira Combitech AB Command & Control Environments Inc. Command-Control LLC (C2) Commercial Data Systems Inc. Communication Devices Inc. Communications & Power Industries (CPI) Communications Supply Corp. CommVault Compel Electronics S.p.A. Composite Software Inc. COMPQSOFT Inc. CompTIA Compulink Compunetix Inc. Computer Cabling of Georgia Inc. Computer Modules Inc. Computer Sciences Canada Inc. Computer World Services Corporation Comtech EF Data Corporation Comtech Mobile Datacom Concept Solutions LLC Concurrent Technologies Corp. CONET Business Consultants GmbH CONET Solutions GmbH Conference ConCepts Inc. Connected Logistics Conscious Security Inc. Consinto GmbH Consulting Services Inc. Consultis CONTACT! Corporation Continuum Legal Convergent Solutions Inc. CORE INFORMATICA Core Security Technologies Core Systems core180 Cornell Technical Services Cornet Technology Inc. Corning Cable Systems Corporate Office Properties Trust Corsec Security Inc. Council for Logistics Research Cox Business LLC CPS Professional Services LLC Cracom Engineering Tech Inc. Crane Aerospace & Electronics Creative Network Cabling Crestron Electronics Crewestone Technologies Inc. CRGT Inc. Criterion Systems Inc. Critical Software SA Critical Software Technologies Ltd. Cross Match Technologies Inc. Crystal Clear Technologies Inc. Crystal Group Inc. CS2 LLC CSC Deutschland Solutions GmbH CS-Solution Inc. CSSS.Net CTC Technologies Inc. CTGI CTI Resource Management Services Inc. Cubic Defense Applications Inc. Cutting Edge Cyber Academy Cyber Innovation Center Cyber-Ark Software Cyberspace Solutions LLC Cyberstream Innovations Inc. CYRUS Acquisition Technologies LLC D A E University Rome

D3M LLC DAGI-Marinha Dahl-Morrow International Daon Inc. D’Appolonia S.p.A. Dassault Systemes Italia s.r.l. Daston Corporation Data Computer Corp. of America Data Domain Inc. Data Locker Inc. Data Networks Corporation DatabaseVisions Inc. Datakey Electronics Dataline LLC Datron World Communications David Clark Company Inc. Dayton T. Brown Inc. DCO Distribution Decision Lens Decisive Analytics Corp. Deep-Secure Ltd. Defense Engineering Incorporated (DEI) Defense Integration Solutions Defense Protected Power Systems Defense Protected Power Systems LLC Defense Risk Insurance Defined Business Solutions Delan Associates Inc. Delcross Technologies Delex Systems Incorporated Dell Computer Dell S.p.A. Deloitte & Associados, SROC SA Deloitte Consultores SA Deloitte LLP DeLorme Publishing Company Inc. DELTA Resources Inc. Denim Group Denke Laboratories Inc. Deployable Data Solutions Dept. Of Veterans Affairs Technology Acquisition Center Dessau Inc. DEV Technology Group DeviceLock Europe GmbH Dexisive Inc. Dfuse Technologies Inc. DGAED/MDN DICSI/EMGFA Digi International Inc. DigiFlight Inc. Digital Management Inc. Digital Outfit Digital Prospectors Corp. Digital Sandbox DigitalBit s.r.l. Digitalglobe Inc. Diplomatic Language Services Direccao de Comunicacoes E Sistemas de Informacao Direccao De Electrotecnia-EMFA Direccao Geral da Autoridade Maritima Diskeeper Corporation Diverse Technologies Corporation Divine Imaging Inc. DKW Communications Inc. DMT System S.p.A. Domino s.r.l. Dougherty & Associates Inc. (DAI) DRS Tactical Systems Inc. DRS Technologies Inc. DRS Universal Power Systems DSA DSCI DT Search & Designs LLC DTECH LABS Dulles Case Center LLC Dynamic Global RDSS Dynamic Systems Inc. Dynamic Technology Group Inc. Dynamic Technology Systems Inc. DynCorp. International Dynetics Incorporated Dynology Corporation Dynosi Government Services E&E Enterprises Global Inc. E.TEL.s.r.l. Elettronica & Telecomunicazioni E2 Optics LLC E-9 Corporation EADS North America Easy Dynamics Eaton Corporation EchoStar Satellite Services LLC

ECS Composites e-DATA Corp. EDGE Professional Services EdgeAccess Inc. Edisoft SA Edwards Project Solutions eEye Digital Security EF Johnson Technologies Inc. Efiia Group, The eGlobalTech EIC Solutions Inc. Eiden Systems Corporation eIQnetworks Elbit Systems of America Elder Research Inc. Electro Wire Inc. Electromet Corporation Electron Progress AD Electronic Consulting Services (ECS) Inc. Electronic Engineering Systems Inc. Electronic Sys Technology Inc. Electronic Warfare Assoc. Inc. Electrosonic Inc. Elettronica S.p.A. ELEVI Associates LLC ELITAL Elite Vertical Elma Electronic Inc. EM & I EM Solutions PTY Ltd. Emcon Emanation Control Ltd. Emerson Network Power-Liebert EmeSec Incorporated EMS Defense & S.p.A.ce Systems EMSolutions Inc. Emtec Federal Emulex Corporation EMW Inc. Encompass Government Solutions Encore Global Enterprises Endgame Systems LLC Energy Technologies Inc. enGenius Consulting Group Inc. Engility Corporation Engineering & Computer Simulations Inc. (ECS) Engineering Services Network Inc. Engineering Solutions & Products Inc. (ESP) Enlightened Inc. EN-NET Services Ensco Inc. Enterprise Information Services Enterprise Risk Management Inc. Enterprise Solutions Realized Inc. EnterpriseDB Entrust Technologies Inc. Epoch Concepts LLC EPS Corporation EPSG Inc. Epsilon Systems Solutions Inc. Ericsson Telecomunicazioni S.p.A. Escola de Tecnologias Navais Escola Naval ESG GmbH ESRI ESRI Deutschland GmbH ESRI Italia S.p.A. ESRI Portugal-Sistemas e Informacao Geografica Lda ESRI Sverige AB ETI Engineering Inc. Ettus Research LLC Eurolink Systems Eurotech S.p.A. Eurotelecomunicazioni s.r.l. Eurotempest BV Eutelsat Italia s.r.l. Eutelsat Inc. Evanhoe & Associates Inc. Evans & Chambers Technology Everis Everis Italia S.p.A. Evertz EWA-Canada Ltd. Ex Nihilo Management LLC ExaGrid Systems Exceptional Software Strategies Inc. ExecuTech Strategic Consulting Executive Communications Inc. EXFO America Inc. Expert Consultants Inc. (ECI) Expert System S.P.A.

Extreme Networks Eyak Technology LLC F5 Networks FaceTime Communications FACTIS INNOVA Faculdade De Engenharia Da Universidade Do Porto Fairfax County Econ. Dev. Auth. Falcon Electric Inc. Farfield Systems Inc. Fast Lane Consulting & Training Inc. Fata Informatica s.r.l. FCN FEAC Institute Federal Custom Cable Federal Data Systems Inc. FEDITC LLC FEDMINE.US FedSources (Federal Sources Inc.) FedStore FedSys Inc. FedTech Services LLC FedTek FEDVAR FEI-Zyfer Inc. Femme Comp Inc. Fenes LLC FGI Executive Search FGM Inc. Fiber Sensys LLC FiberPlus Inc. Fidelis Security Systems FINMECCANICA S.P.A. FireEye Inc. First Source Inc. Five 9 Group Inc. Five Rivers Services LLC Floatograph Technologies LLC Fluke Networks Flyzik Group, The Foia Group Inc. Fondazione FORMIT Force 10 Networks Force 3 Inc. ForeScout Technologies Inc. Formula Strategy Group Fortify Software Fortinet Inc. Fortress Technologies Inc. Forum Communications International Four Star Associates Foxhole Technology Freedom Consulting Group LLC Freeport Technologies Frequentis Nachrichtentechnik FSIS Inc. Fujitsu Limited Fujitsu Network Communications Fulcrum IT Services Co. Future Skies Inc. Future Technologies LLC G&B Solutions Inc. Galaxie Defense Marketing Services Galileo Avionica S.p.A. Gallium Visual Systems Inc. Gammatech Computer Corporation Gannett Government Media Corp. GANTECH Inc. Gartner Inc. GATR Technologies Inc. GBS TEMPEST & Service GmbH GC&E Systems Group GE Intelligent Platforms Gemini Industries Incorporated General Atomics Aeronautical Systems Inc. General Cable Corp. Generic Systems Sweden AB Genova Technologies GeNUA mbH Geodecisions-a Division of Gannett Fleming GeoEye George Mason University Georgetown Consulting Georgia Tech Research Institute Germane Systems LC GET Engineering Corp. Getac Inc. Gigamon GiTy Group a.s. Glacier Technologies LLC Glenair Inc. Glimmerglass Global Broadband Solutions LLC

Global Consulting International Inc. (GCI) Global InfoTek Inc. Global Knowledge Global Resource Solutions Global Satellite USA Global Solar Energy Inc. Global Technology Resources Inc. Global Velocity Inc. GlobalSCAPE Globecomm Systems Inc. GMPCS Personal Communications GMSPAZIO s.r.l. GoAhead Software Google Inc. Gov Solutions Group GovConnection Inc. Government Advisors Inc. Government Contract Solutions Inc. Government Executive Media Group Government Technology Solutions GPS and Associates Inc. Grant Thornton LLP Graybar Electric Company Inc. Great Lakes Case & Cabinet Co. Greater Omaha Chamber of Commerce Green Hat Green Hills Software GSA, Federal Acquisition Service Guerra Kiviat Inc. Guident Technologies Inc. Hackworth Reprographics Inc. Hai Vision Network VIdeo Hal Communications Corp. Handheld Handysoft Hanson Professional Services Inc. Harris CapRock Harris IT Services Hassett Willis and Company HDT Engineered Technologies HeiTech Services Inc. Henkels & McCoy Inc. Hewlett-Packard Bulgaria Hewlett-Packard GmbH Hewlett-Packard S.R.O. High Performance Technologies Inc. Highlight Technologies Hiperwall Hi-Q Engineering Inc. Hitachi Cable Manchester Hitachi Data Systems GmbH HMS TECHNOLOGIES Inc. Holocom Networks HOLOEYE Systems Inc. Honeywell Technology Solutions Inc. Houlihan Lokey-ADG Group HP Communications Inc. HP Portugal LDA HQ SO in C(A) Hughes Hughes Network Systems Hypertronics Hypres Inc. I&C International Consulting s.r.l. Ian, Evan & Alexander Corp. IBH Ingenieurbüro für Hochbau GmbH IBISKA Telecom IBM Bulgaria Ltd. IBM Canada, Limited IBM Deutschland GmbH IBM Svenska AB ICES ICF International iCIO Inc. ICZ a.s. ID Technology Partners Idaho National Laboratory IDC IDG Europe AB iDirect Government Technologies IDV Solutions IEC Electronics Corp. IGD Security Ltd. iGov IHSEUSA LLc iKey Ltd. Illumination Works LLC. iLuMinA Solutions Inc. Imation IMC Networks IMEC Technologies Inc. immixGroup Inc. Impact Cases Inc.




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Registration for panels and exhibits is FREE! (Tickets required for breakfasts, luncheons, and evening events)

PACIFIC’S EVOLVING LANDSCAPE — THE CHALLENGES AFCEA’s 26th Annual Conference & Exposition

November 1 – 3, 2011 Honolulu, HI Sheraton Waikiki and Royal Hawaiian Hotels, Honolulu, HI Co-Sponsored by AFCEA International and AFCEA Hawaii www.afcea.org/events/asiapacific

Compelling Reasons To Attend TechNet Asia-Pacific 2011: 1. Hear expert speakers address the critical issues. 2. Get the insider’s perspective from key military commands. 3. Attend dynamic panel sessions. 4. Stay informed on IT developments in the Pacific. Panel sessions: • DoD CIO Panel: What Role Does the PACRIM AOR Play in the DoD’s IT Schema? • Social Networking Panel: How Can Information Sharing Exist within an Information Security Environment? • GIG 3.0 Panel: What does Integrating the Global Information Grid 3.0 Mean to Industry? • PACOM Panel: C2 for Cyberspace 2012: What is PACOM’s Vision?

Special Event: “ Welcome to Hawaii….An Evening at the Royal” Tuesday, November 1, 5:30 p.m. – 9:00 p.m. Experience a beautiful evening under the stars on the grounds of the Royal Hawaiian Hotel, known as the Pink Palace of the Pacific. Enjoy the sunset and your favorite cocktail in a relaxed outdoor oceanfront setting and feast on local Pacific/Asian dishes. The highlight of the evening is a special show called “Almost Paradise” – a musical journey spanning 7 decades! (ticket required – tickets can be purchased during the registration process)

Questions? Registration & Exhibits: Contact J. Spargo & Associates at 703-631-6200 Sponsorship Opportunites: Contact Gina McGovern at [email protected] _____________ or 703-631-6236 Other Questions: Contact Terry Rogers at ___________ [email protected] or 703-631-6238 or Pat Holmes at ___________ [email protected] or 703-631-6130

http://www.afcea.org/asiapacific Previous Page | Contents



IMPRES Technology Solutions INDRA-SISTEMAS PORTUGAL SA IndraSoft Inc. INDUS Corporation Indus Technology Inc. Industrial Medium Software Inc. Infinitive Federal LLC Info Management Resources Inc. (IMRI) Info Soft Systems Inc. Infoblox Infoblox Infodas GmbH Infonic InfoReliance Corp. Informatica Corporation Information Builders Inc. Information Innovators Inc. Information Technology Laboratory InfoStructures Inc. InfoTek Corporation InfoZen Inc. InfusionPoints Ingenium Corporation Ingersoll Consulting Information Solutions Inmarsat Inc. InnoDisk USA InnovaSystems International LLC Innovative Information Solutions Inc. Innovative Systems & Solutions Inc. Innovative Wireless Technologies Inovamais Insignia Technology Services LLC InSource Group, The Institute for Law & Public Policy at Cal U of PA Institute of Air Transport Institute of World Politics, The Instituto de Estudos Superiores Instituto Geografico Do Exercito Instituto Hidrografico Insyte LLC INTECON LLC Intecs S.p.A. Integral Consulting Services Inc. Integral Systems Inc. Integrated Microwave Technologies LLC Integrated Systems Improvement Services Inc. Integrated Systems Inc. INTEGRITYOne Partners INTELI Intellifed Corporation Intelligence & Security Academy LLC, The Intelligence Analysis Inc. IntelligenceCareers Inc. IntelliGenesis LLC Intelligent Automation Inc. Intelligent Decisions Intelligraphics Inc. Intellipower Inc. intelliSolutions Inc. Intepros Federal Interactive Systems & Business Consulting Intergraph Italia L.L.C Intergraph SG&I Deutschland GmbH Intermatica S.p.A. Intermec Technologies Corporation International Communications Group International Power Supply Ltd. International Surveillance Technology Inc. International Trade Canada Intervise Consultant Inc. INTRACOM Defense Electronics Inventive Electronics Inc. Invertix Corporation Invizion Inc. INX Inc. IonIdea Inc. IP Network Solutions IPKeys Technologies IPL Information Processing Ltd. IPTM IPWireless iRecognize LLC IRG Plotters & Printers Inc.


Iridium Communications Inc. Iron Bow Technologies Iron Mountain ISD Technologies AB Ishpi Information Technologies Inc. Isilon Systems ISIS R&D s.r.l. Isotec Corporation Istituto Superiore Mario Boella IT Cadre IT Coalition Inc. IT Solutions Partners LLC Italian MOD-Segredifesa ITG Inc. ITIC Corporation ITility LLC iTKO ITMC Solutions LLC ITP ELETTRONICA s.r.l. ITSM Academy ITT Defence Limited itWatch GmbH IVCi LLC IvySys Technologies IW Microwave Products Division IZ Technologies J. S.p.A.rgo Associates J.L. Okay Consulting J.O.T. Enterprises LLC JackBe Janes Capital Partners Janus Research Group Jayco mmi Inc. JB Management Inc. JC Technology Federal Inc. DBA Ace Computers JDSU Communications Test Jean Simpson Personnel Services Inc. Jelco Inc. Jenco Technologies Inc. Jeskell JHL Communication Technology GmbH JJR Solutions JK Defence & Security Products GmbH JT3 LLC JTSI Inc. Juniper Networks Juniper Networks UK Ltd. Jupiter Systems K.F. Maskell and Associates LLC K2Share LLC KABA s.r.l. Kaltman Creations LLC Kanguru Solutions KBZ Communications Inc. KDDI Corporation Keane Inc. Kearney & Company KEIT Ltd. Kell-Cumming Kelley Commercial Real Estate Inc. Kemp Technologies Inc. Kenjya Group Inc., The Kerrigan Media Int’l Inc. Keya Incorporated KeyLogic Systems Inc. Keys Systems s.r.l. KGS Ki LLC Kimball Consulting Inc. Kingston Technology Corp. Kinsey Technical Services KippsDeSanto & Co. Kitco Fiber Optics KLAS Telecom Inc. KMS Solutions LLC Knight Point Systems Knight Sky Consulting & Associates LLC Knowledge Advantage Inc. Knowledge Connections Inc. Knowledge Consulting Group Knowledge Continuity Consultants Knowledge Equity Partners Inc. Knowledge Quest Education Koehlke Components Inc. Kofax Inc. KONIAG SERVICES Inc. Konterra Realty LLC Kontron AG Kontron America Inc. Kratos Defense & Security Solutions KSJ & Associates L-3 Communication Systems-East L-3 Communications (GS&ES) L-3 Communications Nova Engineering Inc.

L-3 GCS L-3 Services Inc. STRATIS Division LA Consulting-Innovation Management Lancope LanTech Inc. Laser Satcom Layer 7 Technologies LDSS Corp. Leader Communications Inc. LeapFrog Solutions LedR Lee Technologies Services Inc. Leggett & Platt CVP Level 3 Communications Leviton Voice & Data Lewis & Fowler Liberty University LifeSize Lighthouse Technologies Inc. LightSquared Lind Electronics Inc. Linkbit Inc. LinQuest Corporation List Inc. LMG International LNO Inc. Lockheed Martin Global Inc. Locus Microwave Log.In-Servizi E Sistemi Avanzati Logic Instrument GmbH Logic Instrument USA Inc. Logica Deutschland GmbH & Co. KG Logica Sverige AB Logical Security LogicaTI Portugal SA LogLogic Lookingglass Cyber Solutions LOQUENDO S.p.A. Lore Systems Inc. LRAD Corporation LTI Datacomm LUCIAD LUCIAD INC. Lukos LLC Lunarline Inc. LUSIS-Equipamentos e Servicos Lda. Luxul Wireless Lyncole XIT Grounding LynuxWorks M & A Technology M & M Technical Service Inc. M Squared Strategies Inc. M.C.Dean Incorporated M.E. Wilson Company M2 Technology MacKenzie Comm Real Estate Svc LLC Macrolink Inc. Main Sail Manage Mobility Management Support Technology MANDEX Inc. Manpower of Dayton Inc. ManpowerGroup Public Sector ManTech International Corporation- SEAT Group Maplesoft Consulting MAR Inc. MARCTEL S.I.T. s.r.l. Marinha-Superintendencia Dos Servicos Mark Logic Corporation Marshall Communications Corp. Martello Defence Security Consultants Inc. Marway Power Systems Mary A. Rogers and Associates Marymont Group, The Master Key Consulting MAX Credit Union MAXAVISION TECHNOLOGIES Maxcell MaxID Corp. MaxVision LLC MBDA Italia S.p.A. McAfee MCC Corporation McCallie Associates Inc. McGard LLC McLane Advanced Technologies MCR Federal LLC MCS of Tampa Inc. M-Cubed Information Systems MDA MDN/Secretaria Geral MegaPhase LLC MEI Technologies Inc.

Mercury Computer Systems Meritec Merlin International Inc. Merrill Advisory Group Metastorm Inc. Meta-Systems Documentation Inc. Metrica Inc. Metropole Products Inc. MetroStar Systems Metters Incorporated MI Source MiCore Solutions Inc. Micro-Ant LLC MicroLink LLC MICROSEGUR-SISTEMAS DE SEGURANCA LDA Microsemi Corporation Microsoft Bulgaria Ltd. Microsoft s.r.l. Microsoft s.r.o. MicroStrategy Incorporated Microtech LLC Microwave Photonic Systems Inc. MIL Corporation, The MilDef AB Miltope Corporation Minerva Engineering Ministero Difesa-DGAT Mission Essential Personnel Mission1st Group MissionMobility Mitsubishi Electric Corp. MKS Software Inc. ML Consult Svc & Support GmbH Mobile Rugged Technologies Corp. Mobilisa Inc. Mobotix AG Mobotix Corp. Modis Modus Operandi Inc. Modus21 LLC Moog Components Group Moore Group, The Morgan Borszcz Consulting LLC MorganFranklin Corporation MorphoTrak Mosaic Inc. Mount Airey Group Inc. MSFT-Software Para Microcomputadores LDA MTN Government Services Multiconsult s.r.l. MultiLingual Solutions Multiverse Integrators Inc. Mutual Telecom Services Inc. (Subsidiary of Black Box Corporation) MWCO NACON Consulting LLC Nacre US Incorporated Namtek Corp. NASA SEWP Nasittuq Corporation Natelli Systems Inc. National Conference Center, The National Conference Services Inc. (NCSI) National Data Center Inc. National Instruments Italy s.r.l. National Science Center Inc. Natural SPI NC4 NCI Information Systems Inc. NCIM Groep NCS Technologies Inc. ND Sat Com GmbH ND Sat Com Inc. NES Associates Net Commerce Corporation Net Optics Inc. NetCentrics Corporation NETCOM Group NETCONN Solutions NetEffects-Govt. Services Div. Netezza Corporation Netforensics Inc. NetIQ Netscout Systems NetSecurity Corporation NETSOURCE LLC NetStar-1 Inc. NetWitness Network Critical Network Harbor Inc. Network Innovations Network Integrity Systems Inc. Neuro Logic Systems Inc. Nevion New Horizons Computer Learning Center Baltimore New Horizons Computer Learning Centers of Hawaii

New Horizons Telecom Inc. New World Case Inc. New World Solutions Inc. Newberry Group Inc., The Newtec America Inc. Next Century Corporation Next Tier Concepts Inc. NexTek Inc. Nexum Inc. Nexus NIITEK NJVC LLC Norbeck Technologies Inc. Noren Products Inc. Northrop Grumman Italia Nova Corporation Nova Datacom LLC Nova Electric Division of Tech Dynamics Inc. NOVA Southeastern University Novabase Consulting SA Novel Applications Novell Inc. Novonics Corporation NOWATRON Elektronik Spol. s.r.o. NSR Solutions Inc. NTT Data Corporation NuWaves Engineering NVIDIA OakTree Solutions Oasis Systems Incorporated Oberon Inc. ObjectFX Corporation Objective Interface Systems Inc. Oceus Networks Octagon Systems Office of Korea Defense Attache, The Offspring Solutions LLC Oklahoma State University Oldcastle Inc. Onix Networking Corporation OnPoint OnSite Intelligence Services Inc. Operational Research Consultants Inc. Optical Cable Corporation Optimal Enterprise Solutions Inc. Optimal Satcom Inc. Optivor Oracle America Inc. Oracle Canada ULC ORACLE Deutschland B.V. & Co. KG Oracle Italia s.r.l. Oracle Portugal ORBCOMM LLC Orbit Communication Systems Orbital Research Ltd. Ordine degli Ingegneri della ProvInc.ia di Roma-C Orion Systems Inc. OTO MELARA S.p.A. Overlook Systems Technologies Inc. Overwatch Systems OWL Computing Technologies Inc. Pacific Center for Advanced Technology Training Pacific Star Communications Pacific Wireless Communications LLC Packaging Strategies Inc. Packet Forensics LLC PacketStorm Communications Padova Technologies Inc. Palomar Products Panasonic Computer Solutions Company Panduit Corporation Pangia Technologies LLC Parabon Computation ParAccel Inc. Paradigm Solutions Corporation Paragon Communications Solutions Inc. Parsons Infrastructure & Technology Group Inc. Partnership for Defense Parvus Corporation Path Technologies Inc. Patriot Technologies PCI Strategic Management LLC PCTEL Inc. PD Inc. International PearlNet LLC Peerless Technologies Corporation Pelatron Inc. Pelican Products Inc.

Peregrine Technical Solutions LLC Perkins Technical Services Inc. Permuta Technologies PESA PESystems Incorporated PGi Pharad LLC Phillips Plastics Corporation Philotek Phirelight Security Solutions Inc. Phoenix Data Corporation Phoenix International Phoenix Technology Solutions PICMG Pikewerks Corporation Pinhol SA Pinto Basto Electrotecnia e Maquinas Lda Pioneer Energy Products LLC (DBA: PEPRO) Planar Systems Inc. Planet Associates Inc. Planned Systems International Plantronics Inc. Plath GmbH Plug-In Storage Systems Inc. PM Pundit LLC PMAT Podmilsak Group, The Pole/Zero Corporation Pollere Inc. PolyPhaser-Transtector Systems Poole & Associates Inc. Power Analytics Corporation Power Ten Inc. PowerFilm Solar Powertek Corporation Powerwave Technologies Inc. Praeses LLC Pragmatics Inc. Precise Systems Inc. Preferred Systems Solutions Preformed Line Products Company Premier Technical Services Presidio Networked Solutions Prevailance Inc. Prime Solutions Primescape Solutions Inc. PrInc.etel Inc. Procentrix Inc. Product Development Technologies (PDT) Professional Computing Resources Inc. Professional Products Inc. Professional Solutions LLC Progressive Computer Services Inc. Project and Program Management Solutions (PPMS) Project Remedies Inc. PROJECTXYZ Inc. Proofpoint Inc. PropNet-Proposal Solutions Network Inc. ProSync Technology Group LLC Proteus Technologies LLC ProvatoHR Inc. PROVEN Inc. PT PT Comunicacoes SA PTFS (Progressive Technology Federal Systems) Pyramid Systems Inc. QBE LLC dba Quality Business Engineering Qosmos Inc. Qualcomm Inc. Quantech Services Quantitative Software Management Inc. Quantrum LLC Quantum Quantum Dynamics Inc. Quantum Trace Quest Knight Enterprises LLC Quest Software Questiny Group Inc. Quintech Electronics and Communications Inc. Quintron Systems Inc. Q-Vio R W Walker Company Inc., The R1 S.p.A. R3 Government Solutions LLC R4 Incorporated RadiantBlue Technologies Inc. Radiophone Engineering Inc. Radiotechnika-Marketing Z.O.O. Radmor SA




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RADVISION RAIT88 s.r.l. RAM Laboratories Inc. Rave Computer Raytheon Applied Signal Technology Raytheon International Inc. Raytheon JPS Communications Inc. Raytheon Systems Limited Raytheon Trusted Computer Solutions Real-Time Innovations Recovery Point Systems Red Hat Red Rapids Red River REDCOM RedSeal Systems Inc. Referentia Systems Inc. Reliable System Services Corp. dba RSS ReliaQuest LLC Reliasource Inc. Renaissance Electronics Corp. Rendigs, Fry, Kiely & Dennis LLP Report Verlag GmbH Reservoir Labs Inc. REVEN.GE s.r.l. RGB Spectrum RGC Consulting Rheinmetall Italia S.p.A. Ricoh Americas Corporation Ridgeline Technology RightNow Technologies RightStar Systems RInc.on Research Corporation RISA Rising Edge Technologies Inc. RISO Inc. RIVA Networks Inc. Riverbed Technology Rivermatrix Technologies Inc. Riverside Research Institute Rividium Inc. RLM Communications Inc. RN Solutions Inc. RNB Technologies Inc. Roccomar Inc. Rockwell Collins Deutschland GmbH roda computer GmbH roda computer GmbH Rogers Rohde & Schwarz Rohde & Schwarz GmbH & Co. KG Communications Div. Rohde & Schwarz Italia S.p.A. Rohde & Schwarz Portugal Lda Rohde & Schwarz Praha s.r.o. Rohde & Schwarz Vertriebs-GmbH rola Security Solutions GmbH Rose Electronics Rote Consulting AB RPI Group Inc. RSR Company, The RTC Group RuggedCom Inc. S.T.T. s.r.l.-Servizi Telematici Telefonici S3LOG S4 Inc. Saab AB Saab International Deutschland GmbH Sabre Defense & Homeland Security Systems Sabre Systems Inc. Sabtech Industries Safari GmbH Safend SafeNet Inc. SAG Deutschland GmbH Sage Communications Sage Management SAP Deutschland AG & Co. KG SAP Italia S.p.A. Sapient SAS SAS Institute Inc. SAS Institute s.r.l. Satcom Direct Communications Inc. SatCom Global SatPhoneStore Sava Workforce Solutions Savantage Solutions Scalable Network Technologies Schnoor Industrieelektronik GmbH + Co. KG Science Applications Int’l Corp. (SAIC) Scientia Global Inc. SCOTTY Tele-Transport

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SDSU Research Foundation-CCAT SDV Solutions Inc. SE Solutions Inc. SE.PRO.TE.C. Sea Tel Inc. Seacoast Electric Company Inc. Sealevel Systems Inc. Seamless Technologies Inc. Sechan Electronics Inc. Sectra Communications AB Secunet-Security Networks AG Secure Communications Systems Incorporated Secure Consulting LLC dba Integrated Secure Secure Mission Solutions SecureComm Inc. SecureForce SecureInfo SecureSafe Solutions Security Engineered Machinery Security University Secusmart GmbH Secutor Systems LLC Secuway GmbH SEFIRA spol. s r.o. Segovia Inc. SEGREDIFESA VI REPARTO Segue Technologies Seidcon Inc. SELEX Communications GmbH Selex Communications S.p.A. Selex Elsag Selex Sistemi Integrati S.p.A. SELINT s.r.l. Sengex LLC Senior Systems Technology Inc. SenSage Inc. Sentek Global Sentrillion Sepaton Serco GmbH Vertrieb Serena Software GmbH Sericore Services and Solutions Group Servico de Estrangeiros e Fronteiras Servico De Informacao Estrategias De Defesa Servodata a.s. SES World Skies Sevatec Sevone Inc. SGSI (A Stratos Company) Shakespeare Co Shavlik Technologies Shephard Group, The Shireen Inc. Shunra SI Organization Inc., The SIE SIELTE S.p.A. Siemens IT Solutions and Services GmbH SIEMON Sierra Lobo Inc. Sierra Nevada Corporation Sigmatech Inc. Signal Mountain Networks Inc. Signamax Connectivity Systems SILICONDEV s.r.l. Siltec Sp. z o.o. Silynx Communications Inc. Simac Technik CR a.s. Simulyze Inc. SInc.lair Community College SINFIC SA SIPAL S.p.A. SitScape Inc. Skill s.r.o. SKY Perfect JSAT Corporation SkyBuilt Power Skyline Software Systems Skyline-ATS SkyNet Satellite Communications Skysoft Portugal Skyware Global Skyworks/Trans-Tech SMART Technologies Inc. SmartNet s.r.l. Smartronix Inc. SMS Data Products Group Inc. SMS Engineering s.r.l. SNR Systems LLC SNVC L.C. Soc. Com. Crocker Delaforce & Co. Lda SOCHE SODATSW s.r.o. Soft Concept Inc.

Soft Tech Consulting Inc. Softchoice Government Softek International Softmart Software AG Inc. Software Engineering Institute (SEI) Carnegie Mellon University Software Engineering Services Inc. Solar Winds Solers Inc. SOLUTE Consulting Solutions Technology Inc. Solutions Through Innovative Technologies Inc. Sotera Defense Solutions Inc. SOURCEfire Space Coast Communication Systems Inc. Space Engineering S.p.A. Space Software Italia S.p.A. Spacenet Government Services Spark Integration Technologies Inc. SPARTA Inc. dba Cobham Analytic Solutions Spartan Business & Technology Consulting Spatial Technologies LLC Spearpoint Associates LLC SpecPro-Inc. Spectra Logic Corporation Spectracom Corporation Spectrum Comm Inc. SPECTRUM Group, The Spectrum Mobile Inc. DBA Mobile Reach Software Company Spectrum Partners LLC Spectrum Systems Inc. Spider Agile Technology Spirent Federal Systems Inc. Splunk SPYRUS Inc. SQS Software Quality Systems AG SR Technologies Inc. SRC Computers LLC SRC Inc. SRI International Stancil Corporation Standard Technology Incorporated Star Point Corporation Star Strategies Group STARGATES Inc. Stark Aerospace Inc. Starling Advanced Communications Static Safe Products Company Inc. Stato Maggiore Marina Militare STE Servizi Tecnici per l’elettronica S.p.A. Stellar Services Stellar Solutions Inc. Sterling Computers Stone Computers AD Storage Strategies Inc. StorageHawk Stran Technologies Strategic Business System Inc. Strategic Operational Solutions Inc. Strategic Resources Inc. (SRI) Strategy and Management Services (SAMS) Inc. Strohmier Consulting LLC Structured Technology Solutions Inc. Studio Torta Suggs Group Inc. (SGI) Sumaria Systems Inc. Sunair Electronics Superior Communication Solutions Inc. Superior Communications Inc. Superior Essex Communications LP Superlative Technologies Inc. SuperTel Network Inc. SurCom International B.V. Survice Engineering Company Suss Consulting Inc. Sutherland Global Services Swish Data Corporation Sybase Inc. Sygnetics Inc. Symantec Corporation Symbio Technologies Symetrics Industries Inc. Symmetricom Synaptron s.r.l. Syncsort Inc.

Syndetics Inc. Synergy Asia Pacific Syntelligent Analytic Solutions LLC Synteras Syntergy Inc. Syntonics LLC Sypris Electronics System & Software Designers Inc. Systematic Software Engineering Inc. Systems Integration & Dev. Systems Made Simple Systems Technologies Inc. Systems Technology Forum Limited systerra computer GmbH SYZYGY Technologies Inc. Tachyon Inc. TACO Antenna Tactical Communications Corp. Tactical Communications Group Tactical Support Equipment Inc. TAD PGS Inc. TAG Tahoe RF Semiconductor Inc. Talley Inc. Tampa Microwave Tandent Vision Science Tangent Cable Systems Inc. Tangent Communications TAPE LLC tapestry technologies LLC Target Group Taurean Corp., The TCDI TCN shpk TE Connectivity TE Connectivity TE3MI Support Services LLC Team Office s.r.l. Tech Electronic Systems Tech Now Inc. TechConFed LLC TECHFOR-Istituto Mides s.r.l. TechGuard Security LLC Techman Services Inc. Technica Corporation Technical Innovation Technology Associates Int’l Technology Center Inc. Technology Forums Technology Partners Inc. Technology Science Corporation Technology Transfer Services Inc. TechTeam Government Solutions Inc. TECOM Industries Inc. Tecore Networks Tectia Inc. TEK Microsystems Inc. Tekever Desenvolvimento de Teksouth Corporation Inc. TEKsystems Inc. Tektronix Inc. Telcordia Technologies Inc. Teleanalys AB Telecom Business Solutions Ltd. Telecom Italia S.P.A Telecommunication Systems Inc. (TCS) Tele-Consultants Inc. Telefunken Racoms Telegenix Inc. TELEGRID Technologies Inc. Telelink Plc Telesat Canada Telespazio S.p.A. TeleTel Inc. TeliaSonera Network Sales AB SNS Teligy Tellabs Inc. Telsa S.p.A. Telsy Elettronica Telecomunicazioni S.p.A. Teltech Communications LLC TELUS Tempest Harding Incorporated Teracore Inc. Teracue AG TeraLogics LLC TerraEchos Inc. Terremark Worldwide Inc. TESAM Argentina SA TESLA akciova spolecnost TESSCO Technologies Tess-Com Italia s.r.l. TetraTech AMT TEVET LLC

Texas Memory Systems Inc. Thales Components Corporation Thales Deutschland GmbH Thales e-Security Ltd. Thales e-Security Inc. Thales Italia S.p.A.Communications Division Thales Security Solutions & Services SA Themis Computer Thermacore Inc. THESI Technologie s.r.l. Theta Systems Inc. Thinklogical LLC Thinkom Solutions Inc. Thomas & Herbert Consulting Thomas Jefferson Partnership for Economic Development Thrane & Thrane Thundercat Technology Thunderhead Inc. Thursby Software Systems Inc. TIBCO TIME VM AB Times Microwave Systems TITUS TKC Global Solutions LLC T-Mobile Toffler Associates Tonali S.p.A. TopVue Defense Inc. Totaltel Telecom Techniq. Ltd. Totus Solutions Tower Solutions TPT Technologies Inc. dba CMSTAT Trace Systems Inc. Tracewell Systems Inc. TracStar Systems Trak Microwave Corporation Transource Computers TransQuest Federal Systems Trans-Tel Central TrellisWare Technologies Inc. Tresys Technology TRICOM Research Inc. TRI-COR Industries Inc. Tridec Technologies LLC Trilogy USA Inc. Trimble Mobile Computing Trinity IT LLC Trinity Technology Group TriQuint Semiconductor Triune Software Inc. Truestone LLC Trusant Technologies Trusted Systems Inc. TSymmetry T-Systems International GmbH T-Tech Inc. Turning Technologies TurningPoint Global Solutions tw telecom TWD & Associates Inc. Twisted Pair Solutions Inc. twtelecom Holdings Inc. (Hawaii) U.S. International Inc. Ultimate Knowledge Institute UltiSat Ultra Electronics-DNE Technologies Ultra Electronics TCS Ultra Electronics-Criticom Ultralife Corporation UmeVoice Inc.-The Boom UMUC Unimasters Logistics PLC Unisys Federal Systems United Solutions & Services LLC United Support Solutions Inc. Universal Understanding Inc. Universidade da Beira Interior Up and Running Inc. Uplogix Inc. URS URS-AppTis US Expo & Convention Services US Tower Corporation USCG Deployable Operations Group USfalcon Inc. USmax Corporation USSecurenet UTI Systems SA VA Associates LLC Valador Valcom Consulting Group Inc. Valcom Manufacturing Group Inc. Valicore Technologies Valkyrie Enterprises LLC

Value Enterprise Solutions Inc. Van Cleve and Associates Inc. Van Dyke Technology Group Inc. Vangent Inc. VBrick Systems Inc. Vector Planning & Services Inc. Veeam Software Corporation Vega Consulting Services Ltd. Vello Systems. Inc. Venatore LLC Ventraq Corporation Venture Management Inc. Veris Group LLC Versant Corporation Versant GmbH Veteran Corps of America Veteran Enterprise Technology Services LLC Veteran Sales & Service Veterans Communication Services Inc. ViaSat Inc. Video Networks Inc. VidOvation-Moving Video Forward Vidyo Inc. Vigilant Services Corporation Viking Modular Solutions VIMAC Consultancy B.V. Vintage Pro Solutions LLC VION Corporation Virginia Beach Economic Development Department Virginia Tech Applied Research Corporation Viscount Systems Inc. Vision Solutions-Double Take Vision Technologies Inc. Vision-Box Vista Technical Services Visual Innovations Company Inc. VITROCISET Vizada VMD Systems Integrators Inc. VMI (Video Masters Inc.) VMWare Inc. Vocality Volt Telecom Group VSee VSS Monitoring VSTEP VT Group Inc. V-Tech Solutions Inc. VTI Vacuum Technologies Inc. Vykin Corporation Walker and Associates Inc. Wave Systems Corp. Wavefront Technologies Inc. Wavestream Corporation Web and Writing Solutions Co. Web Head Websense Inc. Webworld Technologies WeiTel West Anne Arundel County Chamber of Commerce WFS Defense Inc. Whiteboard Federal Technologies Corporation Whitlock Group, The Whitney, Bradley & Brown Inc. WiiKno Inc. WillCo Technologies Inc. Wilson Case Inc. Windmill International Inc. Windward IT Solutions Winsted Corporation WolfVision Inc. World IT Solutions World Wide Technology Inc. Worldwide Information Network Systems Writers Research Group LLC WTOP/WFED Radio Wyle Laboratories Xceedium X-COM Systems Xenotran Incorporated Xerox-NARS X-Feds Inc. xG Technology Xicom Technology Xirrus Inc. XSCIO AG XTAR LLC Yahya Technologies LLC Yashi Italia Yorktown Systems Group Inc. Z2 Technologies LLC Zarges Inc. Zel Technologies LLC Zelinger Associates Inc. ZeNETeX Zero Manufacturing Inc. ZiBiz Corporation





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99

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99-102

This index is printed as a complimentary service to our advertisers. While care is taken to ensure the accuracy of the listings, SIGNAL Magazine does not accept responsibility for omissions or errors.

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Incoming

Don’t Put Good Intentions Ahead of a Good Plan By Capt. Joseph A. Grace Jr., USN (Ret.)

N

o-cost pilot programs are tempting when there isn’t any money or when a team just doesn’t understand the contracting process. However, unless there is a transition plan for evaluation; a funding source and agreement to proceed upon completion; and a series of measurements to judge success, the pilot just becomes an interesting drill that ends up in the pile of good ideas

that are never executed. “Unfunded pilots are for people without a plan,” declares a senior government leader discussing the explosion of pilot programs in information technology. “Let’s run a pilot and see how it performs. Let’s do a test and see what happens. Why don’t you give us a few licenses, and we’ll see how they work within our system?” These are good ideas with good intentions; however, these efforts usually are not endorsed by the main leadership of an organization and generally are conducted outside the rules of governance and portfolio management. The reasons for running pilots usually are valid. The main machine of procurement or agile development is way too slow and cumbersome. The operators and people who do the work believe they need a particular technology to do their job. They either find the solution or it finds them, and they want it now. That doesn’t mean their selection of that product was the best choice or most advantageous direction for the government; however, the system just doesn’t respond that quickly. In addition, the ability to navigate through the myriad wickets of bureaucracy is not a welldeveloped skill set. To bring the technology into the system, the team will do anything, even fight to run a no-cost

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pilot. These words excite the vendor, but they often result in a protest over procurement, and rarely do they end in a successful venture. In no way am I condemning pilots as a method of purchase. Quite the contrary—they are essential. A pilot program that runs through the acquisition world is very different and, as required, the government pays for a product, service or process and the accompanying technology. Prior to running the pilot, the functional and acquisition teams are engaged; the funding is appropriated; and the path forward is well-defined. That does not mean that it will be a quick or rapid process, but usually a true route to purchase exists. For the vendor, the rules of engagement are well-explained, and the means of comparison hopefully are welldefined. This type of initiative can lead to the right product at the right time for the right purpose in the hands of the proper end user. Comparing the performance of two or more competing antenna technologies on the side of a Stryker vehicle or on the bridge of a ship makes perfect sense. Placing a tactical radio into the vehicle or aircraft that will be employing its technology is a great way to determine if interference, space, weight or operational concerns exist.

Seeing if the wireless technology truly will be secure and provide mobile access is a great strategy. A well-planned pilot makes perfect sense. Imagine asking someone else to purchase a car for your family based solely on the requirements you provide to that person. Perhaps you forget to list certain aspects, such as size, gas mileage, garage parking height or budget. You are not allowed to see the product beforehand; you are not involved in the test drive; you are not involved in the comparison; and ultimately, your perception and development of the requirements might be vastly different from those of the person buying your car. A soccer mom who thought she had defined her family’s requirements for a perfect minivan—if there is such an animal—would be shocked to receive a monster-truck version of a yellow school bus with no air conditioning, chosen by a source selection committee of single males. Both vehicles meet the requirements as defined, but the bus will not be the minivan she had in mind. A pilot or test drive is not a bad idea. The same holds true for any type of purchase of a service, an integration project or a product buy. The vendor should be required to prove that what it has presented actually works for the need that is being filled. Try before you buy isn’t a bad concept for any program; however, it is essential that you have a strategy for acquisition, a plan for comparison and a path to success. Just remember, unfunded pilots are just projects for people who don’t understand or don’t have an acquisition plan. Capt. Joseph A. Grace Jr., USN (Ret.), is the president and chief executive officer of Grace and Associates LLC and a former chief information officer for Navy Medicine. The views expressed are his own and not necessarily those of SIGNAL Magazine.

SIGNAL online We welcome your comments on this column at http://bit.ly/ insignal1011-01, ___________ or e-mail us at ________________ [email protected].






JOIN US FOR THIS FREE WEBINAR!

Meeting U.S. DoD Data Protection Requirements of Today and Tomorrow: Best Practices and Practical Solutions Thursday, October 13, 2011 • 12:00 pm - 1:00 pm EDT REGISTER TODAY — www.afcea.org/signal/webinar/default.asp The DoD is the world’s Sponsored by leading user of automated data processing systems. Sensitive but unclassified (SBU) data makes up the largest share of the total vulnerable data volume processed by the DoD. Employing complex networked infrastructures, vast quantities of this sensitive data are moved, stored and used by applications around the globe in order to execute day-to-day missions. Whether it is personnel or medical records, field logistics or payroll, the security of data in motion, at rest and in use is critical to mission success. Cryptography is an integral part of the data protection fabric, but can be challenging to deploy in the face of demand for greater efficiency, improved management and lower operational costs. And, with increasing volumes of data and key material that need to be protected, a growing regulatory environment and the increased adoption of cloud computing, selecting the right certified solutions for encryption and key management is a vital component in addressing security threats, demonstrating compliance and providing a strong and survivable infrastructure.

SIGNAL WebinaR series

MODERATOR: BOB ACKERMAN Editor in Chief, SIGNAL Magazine

SPEAKERS: JON OLTSIK Principal Analyst, Enterprise Strategy Group

In this webcast, Enterprise Security Group’s Jon Oltsik discusses critical aspects of data protection and key management in the DoD and will present trends being adopted to better manage the challenges they pose to decision makers. The use of network encryptors and hardware security modules (HSMs) to meet these challenges is then presented by Thales, focusing on how these specialized devices are used as part of a best practice approach to protect the confidentiality and integrity of sensitive data in motion, while securely managing the encryption and signing keys used by critical applications.

JOE WARREN Global Product Manager, Thales

JUAN ASENJO Senior Product Manager, Thales

WHO SHOULD ATTEND: • • • • •

Information security experts Encryption equipment evaluators Data center managers Compliance teams Anyone involved with protecting government networks

REGISTER TODAY: www.afcea.org/signal/webinar/default.asp Previous Page | Contents




The Harris AN/PRC-117G: now shipping with SRW.

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Signal: AFCE's International Journal

Signal 01: A Journal of International Political Graphics

International Journal of Diabetes Mellitus, December 2010

International Journal of Entrepreneurial Behaviour & Research

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SIGNAL ANALYSIS

Tahitian Journal

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Signal: AFCE's International Journal

Signal 01: A Journal of International Political Graphics

International Journal of Diabetes Mellitus, December 2010

International Journal of Entrepreneurial Behaviour & Research

Signal Red

Signal Red

Signal Transduction

Signal Red

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Signal Red

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Signal treatment and signal analysis in NMR

The Signal

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