September 17, 2020 | Information, Aerospace

The Air Force’s new information warfare command still has work before full integration

WASHINGTON — While the Air Force's new information warfare command has reached its full operational capability less than a year after it was created, leaders still have work to do to fully integrate its combined capabilities in a mature fashion.

That assessment comes from Brig. Gen. Bradley Pyburn, deputy commander of 16th Air Force, who on Tuesday laid out a three-pronged criteria — deconfliction, synchronization and integration — for assessing the command's maturity during a virtual event hosted by AFCEA's Alamo chapter.

The command combines what was previously known as 24th and 25th Air Force, placing cyber, intelligence, surveillance and reconnaissance, electronic warfare and weather capabilities under a single commander.

The first category Pyburn coined is deconfliction, which essentially means “do no harm.” Pyburn described the need to have situational awareness of the battlespace and understand what friendly and enemy forces are where, what authorities exist, what targets forces are looking at and what capabilities they have.

The second phase of maturity is synchronization, which involves aligning all the capabilities and actions in the battlespace. Pyburn said if the command adds activity A to activity B and C, it will end up with a greater result, because it can change the timing and tempo of how the effects are delivered for maximum impact.

Lastly, Pyburn described integration as the most mature aspect of where 16th Air Force currently is. This involves baking in planning, assessment, command and control, all the desperate effects and operations from the beginning. This is where the command really begins to break down all the stovepipes that previously existed with all these capabilities, a key reason for integrating and creating the new organization.

“From a maturity perspective, where do I think 16th Air Force is? We're probably somewhere between deconfliction and synchronization. We've got some examples of where we approach integration but I think it's healthy we understand where we're at today and where we want to go forward in the future,” Pyburn explained.

The command has created what Pyburn called a J9 to help with assessing maturity. The J9 would be plugged into real world events and exercises to help with those self assessments.

In a generic example, Pyburn outlined what full maturity integration would look like. A mission partner requests support, which could be in the form of air domain awareness, finding particular targets or threats or ISR assistance. 16th Air Force, in turn, would be able to link that request with other needs, either in the same geographic area or in other areas of operations, pioneering what its top officials describe as a “problem-centric approach,” which aims to look at the specific problems the commands they support are looking to solve and starting from there.

“[In] our problem centric approach, as we look to generate insights across all of our 16th Air Force capabilities, what we may find is that particular problem set is linked to other problem sets and we're able to focus on the root cause of the problem,” Pyburn said.

Based on a raft of authorities from cyberspace to intelligence collection as well as the relationships built through other communities and organizations, 16th Air Force can look at the root cause of a problem and build from there.

“We can build a community of interest, we can start to put mission partners together into [an] operational planning team and we can not only generate better insights against that root cause, we can start to look at how we can layer in effects at speed and at scale across all domains of warfare and give the options to the combatant commander and the mission partner as the authorities to go after that adversary,” Pyburn said.

Pyburn also offered insight into the command structure of 16th Air Force, which has his deputy commander job along with a vice commander role. That latter job, held by Brig. Gen. David Gaedecke — who previously served as the lead for the Air Force's year long electronic warfare study — does more of the traditional operational, test and evaluation functions.

In the deputy commander role, Pyburn said his job is similar to the director of operations. He comes up with the requirements in support of combatant commanders.

“Part of it is, I may think I know what I want, but if I don't see what the art of the possible is, it's really hard to know what I want, if that makes sense. It's a little bit of a chicken and egg,” he said.

https://www.c4isrnet.com/information-warfare/2020/09/16/the-air-forces-new-information-warfare-command-still-has-work-to-go-to-fully-integrate/

On the same subject

September 24, 2020 | Information,

AIA’s Fanning: Civil aviation’s nosedive endangers Pentagon supplies
Joe Gould WASHINGTON ― The Pentagon's shared supply chains with battered commercial aviation companies will suffer if Washington doesn't provide that sector with aid soon, the Aerospace Industries Association warned Wednesday. The trade group released its recovery plan for the broad aerospace and defense sector as Congress has begun a fierce Supreme Court replacement battle, shifting attention away from passing another stimulus package to defray the impact of the coronavirus pandemic. But AIA President and CEO Eric Fanning suggested some aviation companies have little time to wait. “If the commercial side doesn't get some relief, you are going to see companies in the supply chain go out of business, and that will impact the defense side,” Fanning said in a teleconference with reporters. “We're going to see bankruptcies, consolidation, closures in the supply chain, and she of them are single points of failure.” The defense subsector, declared essential at the pandemic's start, enjoys steady demand from the Pentagon, which has accelerated payments to prime contractors and directed stimulus funds toward its suppliers. However, sagging demand for commercial air travel will fuel a $100 billion revenue loss in the U.S. this year, Fanning said. AIA's analysis concluded another 220,0000 civil aviation jobs are at risk beyond 100,000 already lost. The study and its recommendations were prepared by Avascent, Boston Consulting Group, and McKinsey & Company, combined with input from AIA member companies. Beyond any federal aid, the civil aviation industry, the agency said, can highlight the steps it's taken to make air travel safer; increase communication between original equipment manufacturers, prime contractors, and suppliers, and support flexibility in the supply chain if private companies offer balance-sheet support and share inventory risk. The report called for stable Defense Department funding from Congress, but also said DoD can relieve stress on the industrial base by accelerating procurements of systems and services, with a focus on suppliers with notable commercial aerospace exposure. DoD can also keep making increased payments against ongoing contracts as they reach development and production milestones. AIA also continues to advocate for industry reimbursements for costs incurred during the COVID-19 pandemic, as authorized by Section 3610 of the CARES Act. Defense officials have said they need roughly $10 billion, and that without added funding from Congress, the Pentagon would have to dip into modernization and readiness funds. AIA's call comes a day after key House progressives, Reps. Marc Pocan and Barbara Lee, demanded an investigation and public hearings into the use of economic stimulus funding for defense contractors, calling it a “Pentagon misuse of COVID funds.” The Pentagon, which reported its intent to Congress in May, refuted that characterization. When asked, Fanning said it was important for the Pentagon to shore up previously identified supply chain weaknesses that the pandemic might exacerbate. “This money was put into contracts, so the war fighter is getting something for that,” Fanning said. “But I think the important thing is the critical nature of this industrial base, not just to the nation's economy, which is the health and safety of American's citizens writ large, but also to our nation's security.” A larger obstacle to winning further aid for the sector is that Congress has deadlocked over continued stimulus funding overall. AIA's report proposed that the government establish an investment fund that would send government-backed capital to civil aerospace suppliers; subsidize the airlines' major maintenance, repair, and overhaul visits, and continue to payroll assistance to support employees. Fanning told reporters that AIA found bipartisan backing for the idea of a payroll cost-share program, but there has been no legislative vehicle behind it. “The real problem is there's no bill,” Fanning said. “Congress hasn't been able to come together with the administration and itself to get a bill in place.” https://www.defensenews.com/congress/2020/09/23/aias-fanning-civil-aviations-nosedive-endangers-pentagon-supplies/
February 2, 2018 | Information, Land

Defence procurement - Land
The Major projects - Land directorate is responsible for acquisition related to several Department of National Defence projects, including the Medium support vehicle system project and the Tactical armoured patrol vehicle project. Medium support vehicle system Logistic vehicle modernization Tactical armoured patrol vehicle Medium support vehicle system A cornerstone of army transformation, the Medium support vehicle system project will replace the department of National Defence's existing Medium logistics vehicle wheeled with two new vehicles as follows: a quantity of up to 1,500 Standard Military Pattern trucks for operational units as well as logistics support for the life expectancy of the vehicle estimated at 20 years; and a quantity of 1,300 "Militarized" Commercial Off-The-Shelf trucks for Reserve training in Canada. The project will also acquire up to 300 trailers, up to 150 armour protection systems and up to 1,000 Special Equipment Vehicles (SEV) Shelters and associated Kitting. The kits consist of tailored workspaces such as medical units or command posts, which are fitted to the SEV Shelters. Once installed on a truck, they convert that vehicle into a specialized unit such as a dental clinic or an equipment repair facility. Logistic vehicle modernization The Logistic vehicle modernisation project seeks to acquire modern light and have logistice vehicle fleet capabilities. Project deliverables may include, but not be limited to, new vehicles, trailers, flat racks, specialized vehicle mounted modules, special containers and bulk material handling systems. The project is replacing two fleets: the Heavy logistic vehicle wheeled and the Logistic support vehicle wheeled, and two minor fleets: the Heavy engineer support vehicles generations 1 and 2. These trucks will be used to carry light and heavy cargo with various vehicle configurations and roles for domestic and expeditionary training and operations. These fleets of light and heavy logistics vehicles are in need of replacement due to their age and waning ability. Tactical armoured patrol vehicle On June 7, 2012, the Government of Canada awarded Textron Systems Canada Inc. (TSCI), contracts for 500 Tactical armoured patrol vehicles (TAPV), as well as logistics support for the life expectancy of the vehicle estimated at 25 years. TSCI was awarded the contracts after a comprehensive two-stage procurement process involving a Statement of Interest and Qualification phase as well as a Request for Proposal process in which four companies ultimately submitted proposals. Canada's Industrial and Regional Benefit policy was a mandatory element of the TAPV procurement, where TSCI is required to undertake business activity in Canada valued at 100 percent of the value of both TAPV contracts, thereby ensuring a dollar-for-dollar investment in the canadian economy. The TAPV is a wheeled combat vehicle that will fulfill a wide variety of roles including but not limited to reconnaissance and surveillance, security, command and control, cargo, and armored personnel carrier. It will have a high degree of tactical mobility and provide a very high degree of survivability to its crew. Armoured vehicles The Armoured vehicles projects directorate is responsible for the acquisition, integration and in-service support of Wheeled and tracked armoured vehicles. In addition, the Directorate is responsible for managing the procurement of the following projects under the Family of land combat vehicles (FLCV) program, which seeks to upgrade or replace the current fleet of land combat vehicles. The FLCV projects under the directorate responsibility consist of the Light armoured vehicle (LAV III) upgrade and the Force mobility enhancement (FME). Leopard 2 family of vehicles Wheeled light armoured vehicles support Project management office light armoured vehicles and light armoured vehicle III upgrade Light armoured vehicle – Reconnaissance surveillance system upgrade project Leopard 2 family of vehicles The Leopard 2 family of vehicles consists of the Tank replacement project and the Force mobility enhancement project. The Tank replacement project was established in 2007 to loan combat-ready Leopard 2 A6M tanks from Germany to support the operation in Afghanistan and to acquire 100 surplus modern Leopard 2 main battle tanks, from the Netherlands, to meet the operational and training needs of the department of National Defence. The total project value is estimated at $650M. Delivery of the Leopard 2 A4 training tank variant was completed in October 2014. The project also procures Leopard 2-based Armoured recovery vehicles (ARV) to support the Leopard 2 main battle tank fleets. Delivery of the first ARV was completed in November 2014. The last ARV is scheduled to be delivered in December 2015. The Force mobility enhancement project was established in 2009 for the acquisition of Leopard 2-based armoured engineering vehicles to support the Leopard 2 main battle tank fleets and to procure and integrate implements for the various Leopard 2 fleets, such as mine rollers, mine ploughs and dozer blades. The total project value is estimated at $376M. Initial delivery of the vehicles is expected in November 2015. Wheeled light armoured vehicles support Responsible for in-service support of the Canadian Forces fleets of Wheeled Light Armoured Vehicles (WLAV) consisting of 651 LAV III, 203 Coyote, 199 Bison and 75 RG-31. In-service support consists of spare part procurement, repair and overhaul, program management, fleet management and engineering support services. The Optimized Weapon System Support (OWSS) contract for the WLAV is the main procurement instrument, and covers the vast majority of the required support. A significant portion of OWSS for WLAVis sub-contracted. Separate government contracts exist to cover other needs associated with additional armoured protection and specialized armament. In-service support is also provided to other WLAV variants under separate contractual arrangements with their respective Original Equipment Manufacturers. Prime Contractor: General Dynamics Land Systems – Canada, London, Ontario. Project management office light armoured vehicles and light armoured vehicle III upgrade The Project management office (PMO) Light armoured vehicles (LAV) provides strategic procurement leadership, contract management and administration services to the department of National Defence for all LAV projects. It is now delivering the LAV III upgrade project. The LAV III upgrade project valued at $1.4B, will deliver mobility, protection and lethality upgrades on 550 LAV IIIs, with an option for an additional 60, over the next three years. Light armoured vehicle – Reconnaissance surveillance system upgrade project The PMO LAV is also responsible for developing and executing the procurement strategy, as well as for providing contract management, for the Department of National Defence's LRSS Upgrade project. This Project will modernize Land Force reconnaissance and surveillance capabilities. Modernization will be achieved through the acquisition of new sensor suites, vehicle and ground mounts, operator control stations and silent watch power supplies. These systems and equipment will collectively increase the performance of the LRSS and enhance the capacity to collect, process and disseminate information on the battlefield. The contracting office will be responsible for the overall management of this complex acquisition process, the timely delivery of procurement services, and to provide leadership, expertise and strategic level guidance in sourcing the LRSS from industry. https://www.tpsgc-pwgsc.gc.ca/app-acq/amd-dp/terre-land/index-eng.html
September 17, 2020 | Information, Other Defence

Defense Innovation Board Adopts AI Testing, Digital Workforce Recruitment Resolutions
Mila Jasper The Defense Innovation Board convened for its fall public meeting Tuesday and approved resolutions for two key federal technology issues in addition to broadening its work on space. The board, which is comprised of national security technology innovators, formed a new space subcommittee to support the Space Force and heard from Michael Kratsios, acting undersecretary of defense for research and engineering, and U.S. chief technology officer. But the need for better testing protocols for artificial intelligence systems and strategies the Defense Department could adopt in order to attract digital talent took center stage at the meeting. The board adopted resolutions after robust discussions for both issues. Challenges in AI Testing No proven methods for testing and evaluating nondeterministic AI systems—meaning less predictable, more adaptable AI systems—exist. Daniela Rus, a roboticist with the Massachusetts Institute of Technology, said it is critical to have strong procedures for testing, evaluation, verification, and validation, or TEV/V, of artificial intelligence in order to create enough confidence in the technology to deploy it. “The department has been articulating the importance of accelerating the deployment of these systems,” Rus said, citing DOD's adoption of the board's AI ethics principles. “We have seen a lot of efforts in developing AI accelerator programs that will take the latest and greatest advancements in AI from research organizations and map them into processes and procedures for the department. We hope to have these in place, but in order to get there we need to have rigorous, robust procedures for testing.” The main reason testing for these types of autonomous systems is so challenging is uncertainty. Board member Danny Hillis, a pioneer in parallel computing, said uncertainty comes in three directions: from the function, the inputs and the outputs. Hillis suggested the board should use these three areas of uncertainty to guide its thinking when it comes to providing recommendations for TEV/V. The resolution adopted by the board argues DOD must develop its own TEV/V solutions as soon as possible, rather than wait for external solutions, in order to be ready to deploy AI systems in the short term. The board's science and technology subcommittee hopes to have two reports—one for a backgrounder and another for recommendations—on TEV/V for AI by December of this year. “Without a strong push for education and training on this topic and a diverse range of testing programs at the developmental and operational levels, DoD will have difficulty assessing its current TEV/V processes and determining next steps to improve its AI TEV/V capability,” the resolution reads. Competing for Digital Talent Later in the meeting, the DIB turned its attention to workforce issues. Jennifer Pahlka, a founder of the U.S. Digital Service and Code For America, led the group's discussion on competing for digital talent. Pahlka said the coronavirus pandemic and remote work trends could help the department attract talent if it develops new strategies to help it compete with the private sector. “As private sector remote work trends are changing how employers compete for digital talent, DOD has the opportunity to take advantage of these trends and be more competitive for civilian talent in this new environment,” Pahlka said. DOD and the federal government in general struggles to fill talent gaps for several reasons, including long hiring timelines. A recent report by the Partnership for Public Service found the average hiring timeline for the federal workforce is 98 days, or more than twice the private sector average. The paper DIB released to accompany the discussion detailed five recommendations for what to do to attract digital talent. Overall, DOD should develop strategies to maintain a remote and distributed workforce even beyond the pandemic. Pahlka added that though the recommendations focus on attracting digital talent, she hopes the same principles outlined can be expanded across the workforce. In the past, common wisdom said the Pentagon couldn't do mass telework. Since the onset of the coronavirus pandemic, DOD had to adapt, and fast. Lisa Hershman, the chief management officer for the Defense Department, said in July the pandemic “shattered the myth” DOD couldn't support remote work. According to the DIB's report, DOD should now focus on expanding its IT infrastructure and make sure it has the tools it needs to maintain remote work as well as expand the agency's capabilities to do classified work remotely. The report also recommends DOD work on improvements to the remote hiring process, prioritize changing the agency's culture around remote work and “consider dedicated remote work pilot programs to recruit and fill critical civilian technical talent gaps at priority organizations.” “The subcommittee believes the DOD is really at an inflection point for talent management,” Pahlka said. Pahlka and three other members of the DIB including former Google CEO Eric Schmidt ended their terms on the board. Member terms last four years. https://www.nextgov.com/emerging-tech/2020/09/defense-innovation-board-adopts-ai-testing-digital-workforce-recruitment-resolutions

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