The document summarizes insights from Network Integration Evaluation 14.1 and outlines plans for NIE 14.2 and its relationship to Bold Quest and a Joint Training Exercise. Key insights from NIE 14.1 include challenges with network management, air-ground integration, and dismounted force connectivity. NIE 14.2 will assess network situational awareness during force entry operations and accelerate integration of mission command capabilities on aviation and armored platforms. It will simplify and protect the network while improving command posts. NIE 14.2 objectives will be coordinated with related objectives for Bold Quest and the Joint Training Exercise to maximize integration and training opportunities.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
Gen Norty Schwartz, Chief of Staff of the U.S. Air Force, outlines five priorities for the Air Force: 1) Reinvigorating the nuclear enterprise by implementing recommendations from several reports on nuclear issues. 2) Partnering with joint and coalition forces to win current conflicts by enhancing air-ground integration and intelligence support. 3) Developing and caring for airmen by supporting wounded warriors and military families. 4) Modernizing organizations, training, and equipment for 21st century challenges. 5) Achieving acquisition excellence by improving the acquisition workforce and processes.
The document discusses the need for the US Army to invest in capabilities that will secure its competitive advantage in the future against emerging threats. It argues that the current path of investments is unlikely to sustain dominance beyond 2025 and presents alternative paths focusing more on innovation. Specifically, it recommends that the Army focus its science and technology efforts on developing more expeditionary, lethal, mobile and networked capabilities to remain overmatched against adversaries through 2040 and beyond.
The United States Army is shifting from an Army of execution to an Army of preparation. We will draw down operations in Afghanistan while our Soldiers remain deployed in more than 100 countries around the world to prevent conflict, deter aggression, and shape the operational environment. Army formations will continue to strengthen U.S. overseas partnerships and enhance regional security while remaining prepared at home to face the next natural disaster, and serve in whatever capacity our Nation requires. We will transition from adapting our capabilities with small off-the-shelf changes for the immediate conflict, and focus more on science and technology, to foster the innovations that will help the U.S. Army maintain its comparative advantage far into the future.
This infographic highlights insights and key data related to this transition, and reinforces the Army’s priorities for responding globally and engaging regionally with a scalable and ready modern Army.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
SSTRM - StrategicReviewGroup.ca - Visioning and Future Capabilities WorkshopPhil Carr
The document provides an overview of the Canadian Army's land capability development plans, including:
1. The Army of Tomorrow (AoT) initiative which aims to develop a balanced, medium-weight, high-tech force optimized for mid-intensity operations across the full spectrum of conflict by 2021.
2. The concept of Adaptive Dispersed Operations which will guide force employment for the AoT through networked, agile dispersion and aggregation of forces.
3. Preliminary discussions of Future Army 2040 which will further develop capabilities towards full integration and jointness by 2028 and beyond.
The document summarizes insights from Network Integration Evaluation 14.1 and outlines plans for NIE 14.2 and its relationship to Bold Quest and a Joint Training Exercise. Key insights from NIE 14.1 include challenges with network management, air-ground integration, and dismounted force connectivity. NIE 14.2 will assess network situational awareness during force entry operations and accelerate integration of mission command capabilities on aviation and armored platforms. It will simplify and protect the network while improving command posts. NIE 14.2 objectives will be coordinated with related objectives for Bold Quest and the Joint Training Exercise to maximize integration and training opportunities.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
Gen Norty Schwartz, Chief of Staff of the U.S. Air Force, outlines five priorities for the Air Force: 1) Reinvigorating the nuclear enterprise by implementing recommendations from several reports on nuclear issues. 2) Partnering with joint and coalition forces to win current conflicts by enhancing air-ground integration and intelligence support. 3) Developing and caring for airmen by supporting wounded warriors and military families. 4) Modernizing organizations, training, and equipment for 21st century challenges. 5) Achieving acquisition excellence by improving the acquisition workforce and processes.
The document discusses the need for the US Army to invest in capabilities that will secure its competitive advantage in the future against emerging threats. It argues that the current path of investments is unlikely to sustain dominance beyond 2025 and presents alternative paths focusing more on innovation. Specifically, it recommends that the Army focus its science and technology efforts on developing more expeditionary, lethal, mobile and networked capabilities to remain overmatched against adversaries through 2040 and beyond.
The United States Army is shifting from an Army of execution to an Army of preparation. We will draw down operations in Afghanistan while our Soldiers remain deployed in more than 100 countries around the world to prevent conflict, deter aggression, and shape the operational environment. Army formations will continue to strengthen U.S. overseas partnerships and enhance regional security while remaining prepared at home to face the next natural disaster, and serve in whatever capacity our Nation requires. We will transition from adapting our capabilities with small off-the-shelf changes for the immediate conflict, and focus more on science and technology, to foster the innovations that will help the U.S. Army maintain its comparative advantage far into the future.
This infographic highlights insights and key data related to this transition, and reinforces the Army’s priorities for responding globally and engaging regionally with a scalable and ready modern Army.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
SSTRM - StrategicReviewGroup.ca - Visioning and Future Capabilities WorkshopPhil Carr
The document provides an overview of the Canadian Army's land capability development plans, including:
1. The Army of Tomorrow (AoT) initiative which aims to develop a balanced, medium-weight, high-tech force optimized for mid-intensity operations across the full spectrum of conflict by 2021.
2. The concept of Adaptive Dispersed Operations which will guide force employment for the AoT through networked, agile dispersion and aggregation of forces.
3. Preliminary discussions of Future Army 2040 which will further develop capabilities towards full integration and jointness by 2028 and beyond.
The document discusses challenges with rapidly integrating new sensors for military use. It describes how sensors currently have different data formats and standards, making integration difficult. It proposes developing common preprocessing and postprocessing functions, as well as an open architecture algorithm repository, to allow automated integration and fusion of data from various sensors. This would help overcome issues around scalability and real-time performance when exploiting sensor data for military operations.
The Importance of Educating the Force on Cyberspace Operations: TechNet Augus...AFCEA International
August 25, 2015
Col. Stephen Elle, U.S. Army Cyber Center of Excellence & Fort Gordon
This discussion includes the new initiatives currently being designed such as the Future Leader Cyber Course, the Strategic Cyber Planners Course, and others. Additionally, the goal will be to ensure the materials prepared for the institutional and operational domain can also be used later for self-development.
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
The UK government published its National Infrastructure Plan for Skills in September 2015. This plan recognised the significant shortfall of skilled workforce that is required to deliver UK's planned infrastructure projects. As one of the key organisations affected by this skills shortage, Network Rail started to look at wider opportunities to recruit people into their organisation.
As part of this exercise, Network Rail began a process to recruit more effectively and widely from the ex-military community. Chris Ackerman (Programme Manager, Network Rail) explains that the process started by discussing with Officers' Association a way in which to skills map the military skills against those needed at Network Rail.
This presentation is from session three of the RUSI Defence Information Superiority Conference 2013, delivered by:
- Vice Admiral Al Richards
- Air Commodore Chris Jones
- Brigadier Mark Baines
- Air Commodore Mark Neal
http://www.rusi.org/events/past/ref:E5150473580C0C/
Rachel Adamick has over 6 years of experience in cyber security and computer networking. She has held positions as a Cyber Training Developer, Cyber Security Intelligence Analyst Trainer and Mentor for the U.S. Navy, Intrusion Set Analyst, and Network Information Exploitation Analyst. Her experience includes developing cyber security training courses, analyzing digital media and networks, and providing expertise to the U.S. Navy and other organizations. She has a high school diploma and military certifications including Net+ and Sec+.
ISR-Smarter Strategic Program - K2H_Rev2-PD-30minPedro De Jesus
This document discusses the importance of strategic programming for ISR (intelligence, surveillance, and reconnaissance) facilities. It notes that traditional facility programming methods are insufficient for ISR operations centers, which require human-centered design to support constantly evolving missions and technology. The document outlines an approach to strategic programming that involves assembling an interdisciplinary team, assessing facility needs, determining requirements, developing options to address gaps, and justifying funding to support the mission over the long term in a flexible, adaptable manner. The goal is to program facilities that enhance the human-centered ISR mission rather than constrain it.
The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope.
Future Armoured Vehicles Weapon Systems - Extended RealitiesAndy Fawkes
Presented at 4th Annual SMi Future Armoured Vehicles Weapon Systems Conference, London - 6 June 2019 - A Training & Simulation Perspective on VR, AR & Related Technologies in Armoured Warfare
The document summarizes remarks by LTG Michael A. Vane on connecting soldiers to technology in the 21st century. It discusses the need for soldiers and small units to be lethal, agile, expeditionary, interoperable, versatile, sustainable and affordable. Emerging soldier capabilities discussed include skills in electromagnetic spectrum, culture, language, problem solving, digital literacy and negotiation. The talk addresses how science and technology can enhance areas like training, mission command, countering IEDs, energy and power, and the human dimension.
August 25, 2015
COL Thomas A. Pugh, USA
Signal Commandant
U.S. Army Cyber Center of Excellence and Fort Gordon
This will provide an update from last year’s session of the US Army Signal School. The Signal Commandant will present the updated Signal School Lines of Effort and the current priorities and projects of the Signal School.
This is a synopsis of my presentation to the NATO C4ISR Conference in Bucharest on 26th March 2014. NATO is keen to learn the lessons from networked operations in the Afghan theater, and build these into their mission networking plans.
This presentation draws on IBM’s experience in defence projects, NATO concept developments and recent exercises, and puts forward our key learning points & recommendations.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
SDEF DoD Executive Outbrief AY18-19.pptxSarahLim97
This document provides information about the Secretary of Defense Executive Fellows program. It discusses how the program was established to help DoD gain insights from successful business practices. Fellows spend 11 months embedded at corporate sponsors like Google, Amazon, and Boeing. They learn strategies around areas like strategic planning, change management, and information technology. The document outlines lessons learned in areas such as acquisition, leadership, and management. Fellows intend to implement these lessons in their future DoD roles to help transform capabilities.
US military report on cyber guard use of National GuardDavid Sweigert
The document summarizes the findings of a Reserve Forces Policy Board task group on the Department of Defense's approach to using the National Guard and Reserve in the Cyber Mission Force. The task group found that USCYBERCOM, service cyber organizations, and the Joint Staff have made exceptional progress in developing training programs and guidance to field a fully operational Cyber Mission Force. However, initial plans did not embrace reserving integrating, and the task group makes several recommendations to better leverage reserve capabilities and experience.
Staff Ride Article in Fires Bulletin See Pages 6 & 7Patrick Boling
This document summarizes an article that discusses using William G. Robertson's pamphlet "The Staff Ride" as a tool to increase participant involvement in staff rides. It notes that Robertson emphasizes participant involvement is critical for staff ride success. It also summarizes the key sections of Robertson's pamphlet on the purpose and objectives, preliminary study phase, field study phase, integration phase, and sources used. The document concludes that providing this pamphlet to participants can help expand their understanding of why certain actions are taken in a staff ride and thus help maintain their involvement.
The document discusses platform stewardship from the perspective of the Heavy Air Lift SPO. It outlines how the concept of platform stewardship evolved from traditional contract management and weapon system integration. Platform stewardship is defined as optimizing the sustainment of a platform on an enduring basis to achieve operational requirements. This involves a shared responsibility between industry and the Commonwealth, with industry taking on more of a management and advisory role and the Commonwealth retaining ultimate decision-making authority and assurance responsibilities. The document also discusses challenges for both TLS contractors taking on platform stewardship roles and for the Commonwealth in establishing this new framework.
The document provides a summary of the US Army Rapid Equipping Force's (REF) Net-Zero to the Edge initiative to improve operational energy efficiency. Some key points:
- REF established the Energy to the Edge initiative in 2011 to address energy needs of tactical units operating in remote areas with limited logistical support. This later expanded to include water and waste challenges under Net-Zero to the Edge.
- Through spirals of identifying requirements, partnering with units, selecting and equipping solutions, and assessing impacts, REF has deployed hybrid and renewable energy systems as well as provided training to improve energy management.
- While technologies delivered a small percentage of total energy, the biggest impact came from advisors educating
Secretary Wynne on the Future of Coalition Airpower, 2030ICSA, LLC
Recently, Secretary Wynne did a companion interview with Second Line of Defense to his earlier piece on the future of airpower. This interview focused on the coalition aspect of the evolution of airpower. This briefing was the basis of that interview.
The document discusses challenges with rapidly integrating new sensors for military use. It describes how sensors currently have different data formats and standards, making integration difficult. It proposes developing common preprocessing and postprocessing functions, as well as an open architecture algorithm repository, to allow automated integration and fusion of data from various sensors. This would help overcome issues around scalability and real-time performance when exploiting sensor data for military operations.
The Importance of Educating the Force on Cyberspace Operations: TechNet Augus...AFCEA International
August 25, 2015
Col. Stephen Elle, U.S. Army Cyber Center of Excellence & Fort Gordon
This discussion includes the new initiatives currently being designed such as the Future Leader Cyber Course, the Strategic Cyber Planners Course, and others. Additionally, the goal will be to ensure the materials prepared for the institutional and operational domain can also be used later for self-development.
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
The UK government published its National Infrastructure Plan for Skills in September 2015. This plan recognised the significant shortfall of skilled workforce that is required to deliver UK's planned infrastructure projects. As one of the key organisations affected by this skills shortage, Network Rail started to look at wider opportunities to recruit people into their organisation.
As part of this exercise, Network Rail began a process to recruit more effectively and widely from the ex-military community. Chris Ackerman (Programme Manager, Network Rail) explains that the process started by discussing with Officers' Association a way in which to skills map the military skills against those needed at Network Rail.
This presentation is from session three of the RUSI Defence Information Superiority Conference 2013, delivered by:
- Vice Admiral Al Richards
- Air Commodore Chris Jones
- Brigadier Mark Baines
- Air Commodore Mark Neal
http://www.rusi.org/events/past/ref:E5150473580C0C/
Rachel Adamick has over 6 years of experience in cyber security and computer networking. She has held positions as a Cyber Training Developer, Cyber Security Intelligence Analyst Trainer and Mentor for the U.S. Navy, Intrusion Set Analyst, and Network Information Exploitation Analyst. Her experience includes developing cyber security training courses, analyzing digital media and networks, and providing expertise to the U.S. Navy and other organizations. She has a high school diploma and military certifications including Net+ and Sec+.
ISR-Smarter Strategic Program - K2H_Rev2-PD-30minPedro De Jesus
This document discusses the importance of strategic programming for ISR (intelligence, surveillance, and reconnaissance) facilities. It notes that traditional facility programming methods are insufficient for ISR operations centers, which require human-centered design to support constantly evolving missions and technology. The document outlines an approach to strategic programming that involves assembling an interdisciplinary team, assessing facility needs, determining requirements, developing options to address gaps, and justifying funding to support the mission over the long term in a flexible, adaptable manner. The goal is to program facilities that enhance the human-centered ISR mission rather than constrain it.
The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope.
Future Armoured Vehicles Weapon Systems - Extended RealitiesAndy Fawkes
Presented at 4th Annual SMi Future Armoured Vehicles Weapon Systems Conference, London - 6 June 2019 - A Training & Simulation Perspective on VR, AR & Related Technologies in Armoured Warfare
The document summarizes remarks by LTG Michael A. Vane on connecting soldiers to technology in the 21st century. It discusses the need for soldiers and small units to be lethal, agile, expeditionary, interoperable, versatile, sustainable and affordable. Emerging soldier capabilities discussed include skills in electromagnetic spectrum, culture, language, problem solving, digital literacy and negotiation. The talk addresses how science and technology can enhance areas like training, mission command, countering IEDs, energy and power, and the human dimension.
August 25, 2015
COL Thomas A. Pugh, USA
Signal Commandant
U.S. Army Cyber Center of Excellence and Fort Gordon
This will provide an update from last year’s session of the US Army Signal School. The Signal Commandant will present the updated Signal School Lines of Effort and the current priorities and projects of the Signal School.
This is a synopsis of my presentation to the NATO C4ISR Conference in Bucharest on 26th March 2014. NATO is keen to learn the lessons from networked operations in the Afghan theater, and build these into their mission networking plans.
This presentation draws on IBM’s experience in defence projects, NATO concept developments and recent exercises, and puts forward our key learning points & recommendations.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
SDEF DoD Executive Outbrief AY18-19.pptxSarahLim97
This document provides information about the Secretary of Defense Executive Fellows program. It discusses how the program was established to help DoD gain insights from successful business practices. Fellows spend 11 months embedded at corporate sponsors like Google, Amazon, and Boeing. They learn strategies around areas like strategic planning, change management, and information technology. The document outlines lessons learned in areas such as acquisition, leadership, and management. Fellows intend to implement these lessons in their future DoD roles to help transform capabilities.
US military report on cyber guard use of National GuardDavid Sweigert
The document summarizes the findings of a Reserve Forces Policy Board task group on the Department of Defense's approach to using the National Guard and Reserve in the Cyber Mission Force. The task group found that USCYBERCOM, service cyber organizations, and the Joint Staff have made exceptional progress in developing training programs and guidance to field a fully operational Cyber Mission Force. However, initial plans did not embrace reserving integrating, and the task group makes several recommendations to better leverage reserve capabilities and experience.
Staff Ride Article in Fires Bulletin See Pages 6 & 7Patrick Boling
This document summarizes an article that discusses using William G. Robertson's pamphlet "The Staff Ride" as a tool to increase participant involvement in staff rides. It notes that Robertson emphasizes participant involvement is critical for staff ride success. It also summarizes the key sections of Robertson's pamphlet on the purpose and objectives, preliminary study phase, field study phase, integration phase, and sources used. The document concludes that providing this pamphlet to participants can help expand their understanding of why certain actions are taken in a staff ride and thus help maintain their involvement.
The document discusses platform stewardship from the perspective of the Heavy Air Lift SPO. It outlines how the concept of platform stewardship evolved from traditional contract management and weapon system integration. Platform stewardship is defined as optimizing the sustainment of a platform on an enduring basis to achieve operational requirements. This involves a shared responsibility between industry and the Commonwealth, with industry taking on more of a management and advisory role and the Commonwealth retaining ultimate decision-making authority and assurance responsibilities. The document also discusses challenges for both TLS contractors taking on platform stewardship roles and for the Commonwealth in establishing this new framework.
The document provides a summary of the US Army Rapid Equipping Force's (REF) Net-Zero to the Edge initiative to improve operational energy efficiency. Some key points:
- REF established the Energy to the Edge initiative in 2011 to address energy needs of tactical units operating in remote areas with limited logistical support. This later expanded to include water and waste challenges under Net-Zero to the Edge.
- Through spirals of identifying requirements, partnering with units, selecting and equipping solutions, and assessing impacts, REF has deployed hybrid and renewable energy systems as well as provided training to improve energy management.
- While technologies delivered a small percentage of total energy, the biggest impact came from advisors educating
Secretary Wynne on the Future of Coalition Airpower, 2030ICSA, LLC
Recently, Secretary Wynne did a companion interview with Second Line of Defense to his earlier piece on the future of airpower. This interview focused on the coalition aspect of the evolution of airpower. This briefing was the basis of that interview.
Similar to AUSA 2014 - NIE Warrior's Corner 13OCT14 (20)
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Awaken new depths - World Ocean Day 2024, June 8th.
AUSA 2014 - NIE Warrior's Corner 13OCT14
1. 1
“Evolving Network Integrations Evaluation to Future Army Warfighting Assessments“ 13 October 2014
2. Victory Starts Here
“Evolving Network Integration Evaluation to Future Army Warfighting Assessments“
Purpose:
•Increase awareness of the Army Warfighting Assessments (AWA) as a key component of Force 2025 Maneuvers.
•Discuss relationship between NIEs and AWAs.
•Demonstrate that Army Warfighting Assessments (AWAs) are opportunities to assess Interoperability, Readiness and Modernization priorities.
•Identify how Industry partners will participate in and contribute to AWAs.
2
AWAs provide interim solutions to Army Warfighting Challenges!
2
3. 3
• Army Campaign Plan (ACP)
• DA Prioritizations
•Army Equipping Modernization Plan (AEMP)
•R&D and S&T Priorities
•Total Army Analysis (TAA)
•Long-Range Investment Requirements Analysis-(LIRA)
•Program Objective Memorandum (POM)
•Changes in Policy
•Experimentation and Learning Demands
•Input to Joint capability development programs
Army Warfighting Challenges First-order problems; framework for learning and collaboration
Intellectual and Physical Efforts Inform Capability Development
• Unified Quest
• Experimentation
• CNA/CBA
• NIE
• AEWE / AWA / REF/ AWG
• Exercises
• Lessons Learned
• Studies & Analysis
Army Concepts Grounded conceptual foundation for future force development
Mature Required Capabilities What Army forces must do
Army Concept Framework
Concepts to Capabilities - MACRO View
Force 2025 Maneuvers
Program Adjustment
DOTLMPF solutions
Divest/Invest
Implementation
Deliverables
Governance
Exploit Opportunity
React to Overmatch
Low Impact Decisions
Conditions For Consideration
4. Army Warfighting Challenges (AWFCs) are interim first order questions; the answers will improve the combat effectiveness of the current and future force.
1.Develop Situational Understanding
2.Shape the Security Environment
3.Provide Security Force Assistance
4.Adapt the Institutional Army
5.Counter WMD
6.Conduct Homeland Operations
7.Conduct Cyber Electromagnetic Operations and Maintain Communications
8.Enhance Training
9.Improve Soldier, Leader and Team Performance
10.Develop Leaders
11.Conduct Multi-Domain Reconnaissance
12.Conduct Entry Operations
13.Conduct Wide Area Security
14.Ensure Interoperability and Operate in JIIM Environment
15.Conduct Combined Arms Maneuver
16.Set the Theater, Sustain Operations, and Maintain Freedom of Movement
17.Deliver Offensive Fires
18.Deliver Defensive Fires
19.Exercise Mission Command
20.Develop Capable Formations
AWFCs will:
Focus concept and capability development
Allow the Army to integrate near-term, mid-term and long-term efforts
Enable sustained collaboration across the community of practice (DA Staff, TRADOC, AMC, and FORSCOM)
4
5. NIE / AWA: Concept to Capability
2015
2016
2017
2018
2019
2020
2022
2023
2021
2024
2025
2014
Current Fort Bliss Events
Army Warfighting Assessments (AWA)
Capabilities Integration Evaluation (CIE)
AOC Objectives
•Reorganize the Army and develop an expeditionary mindset to resolve crises
•Integrate the efforts of multiple partners to ensure capacity and interoperability
•Operate across multiple domains to allow the Joint Force freedom of maneuver and action
•Present our enemies with multiple dilemmas, limiting their options and avoiding strengths
Fort Bliss Events
NIE
•Integrated network across Army formations (IBCT, SBCT, ABCT, AVN)
•Simplify & protect network
•Transition from Army Battle Command System (ABCS) to the Common Operating Environment (COE)
•Joint/Multinational network and mission command interoperability
•Agile, expeditionary Command Posts (CPs)
NIE 5-Year Endstates
•1 per year
•Test and evaluation
•Network integration
•Capability set development
•Expand beyond the network
Army Warfighting Assessments
•1 per year (start FY 17)
•Assess new capabilities, design and doctrine
•Assess Joint/Multi-national Interoperability
•Increased Readiness
NIE
Establish Fort Bliss/White Sands Missile Range as the focal point for Army modernization and Joint & Multi-national interoperability
Proof of Concept exercises
Validate &Publish Doctrine
Validate & Change organizations
Validate & Field Capabilities
Refined Concepts
Refined Designs
Refined Capabilities
5
6. Brigade Modernization Command
Unclassified
NIE 16.1 Timeline
Advantages to Army
- Refine requirements
- Improve Engineering
- Soldier Feedback Early and Often
Advantages to Industry
- Soldier feedback to support R&D
- Demonstrate Capabilities to Senior Leaders
- Understanding the Direction of Army Modernization
- Solicitation
- Industry and government
Nov 14 – Aug 15
- Safety Releases
- NET
- Validation
- Capability Review Board
Resource Assessment
Prioritized Capabilities List
-Develop Prototypes
-Accreditation
- Execute AWA
Sep -Oct 15
- Report Developed - DOTLMPF recommendations - Insights - Lessons Learned
Dec 15
- Refine requirements
- Improve Prototype and Engineering
- Develop Acquisition Strategy
- Implement New designs
- Update Doctrine
Feb 16 and beyond
Initial Coordination: Mar – Oct 14
Aug - Sep 15
Nov – Dec 14
Nov 14
- Concept Development
- Designs
- Capabilities
Use NIE 16.1 to Validate AWA Process
Informed by NIE Process
6
7. NIE 16.1 / BQ Next Steps
Oct 14 TRADOC / ASA ALT Sources Sought & Tech memo
Dec 14 Capability Review Board (CRB)
Mar 15 Safety Release & Accreditation
May 15 New Equipment Field & Training (NEF/NET)
Sep 15 NIE 16.1 Execution
Nov 15 NIE 16.1 Recommendations Report
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9. Victory Starts Here
Common Characteristics:
Joint forcible entry ops
Live, virtual, constructive mix
JIIM participation
Hybrid threat with live cyber/EW
Coalition network
Leverages available resources
Exercise Concept / Enduring Objectives
AWAs are opportunities to maximize collective resources to assess JIIM Interoperability, Readiness and Modernization priorities.
AWA
• Assess new capabilities, organizations & doctrine
• Assess human dimension
• Refine & improve the network
• Assess LVC-IA & training innovations
• Refine requirements
• Identify DOTMLPF solutions to AWFCs
Bold Quest
MND Training Exercise
• Establish Mission partner environment
• JIIM interoperability
• Network
• C2 systems
• Joint fires, ISR, CAS
Focus: Interoperability
Focus: Readiness
Focus: Modernization & Force Development
• Exercise distributed Mission Command in JIIM environment
• Assess doctrinal interoperability
• Employ Joint / MN forces in realistic operational environment
• Live Cyber / EW Threat
• Live, Virtual, and Constructive Mix
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10. NIE 16.1 / BQ Key Take-aways
Joint and multinational interoperability, capability development and readiness/training are equally important priorities.
Promote and enhance an enduring partnership between Army, Joint Staff, Services, Multi-national partners and Industry to enhance interoperability, readiness and modernization.
Recognize Fort Bliss/WSMR as the principal venue for Army modernization and Joint & Multi-national interoperability.
Consider AWA as an equivalent for WFX.
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