Monday, April 23, 2007

Space 100 - Air Force Preparing

The Future Space Professional Workforce

The Air Force Space Command space professional development initiative is moving forward to ensure the existence of a highly trained cadre of space professionals ready to meet with future challenges.  The space and missile operators and acquirers of tomorrow will be required to design and operate the most complicated and technologically advanced systems ever created with an unprecedented standard of expertise and reliability.  As the use of space becomes more prolific throughout the Department of Defense and national security agencies, the demand on the skills of space professionals in these organizations is ever-increasing.

At the beginning of the Air Force space professional development process is a course held at the Air Education and Training Command (AETC) campus at Vandenberg Air Force Base.  Space 100 is the first step in an evolving multi-phased training program, preparing officers and enlisted for their careers as highly trained space and missile acquirers and operators.  This process of acculturation into the space profession is the first step in becoming an accredited space professional, prepared for any challenge the future might bring.

As the visionary behind this new impetus of space professional development, General Lance W. Lord, Commander of Air Force Space Command has asked California Space Authority (CSA) to assist by having Matt Everingham CSA Research Analyst audit Space 100 as a new space professional.  The resulting input will assist in the continuing development of the Air Force's Space 100 course.  Through this creative collaboration, Space Command is contributing to the inter-organizational effort to ensure a positive workforce outlook for all sectors of space enterprise; commercial, civil and national security.

CSA is pleased to have been asked to participate in this opportunity to further the sense of community among all space professionals, contributing again to the Voice, Visibility, and competitive Edge of its members.

JOINT DOCTRINE STORY

Joint, and in many instances, multinational warfare is an American military tradition.
Numerous examples which characterize the jointness of warfighting, American style, fill the pages of our history from the Revolutionary War to the present. The defeat of Cornwallis's army at Yorktown was a combined American and French land campaign supported by the timely interdiction of British reinforcement efforts from the sea by French naval forces. In 1944, American, British and Canadian naval, air and land forces conducted the largest shore-to-shore amphibious operation in the annals of warfare, Operation Overlord. This invasion of Normandy was the death knell for the Third Reich. As part of what has proven to be a successful free world strategy to contain post-war communism, the Army, Navy and Marine Corps's execution of General MacArthur's masterful plan to turn the flank of the North Korean Army at Inchon is yet another example of joint warfare. More recently, our Armed Forces conducted Eldorado Canyon in Libya, Just Cause in Panama, and Desert Storm in the Persian Gulf. All were joint operations and all were highly successful.


 

In all of these examples, the aim was to coordinate the combat capabilities of the Services and allies or coalition partners to achieve the greatest possible military advantage.
This was accomplished through the creation and execution of plans which maximized the unique capabilities of each of the Services. The result was a synergistic force of significantly greater joint combat power than if each Service had been employed individually against the same enemy. Clearly, the idea of joint operations is a natural complement to the pragmatic, team oriented culture of the United States.Though the US Military has a rich and successful history of joint warfighting, emphasis on the formal development of joint doctrine is relatively new. Prior to 1986, no single individual or agency had overall responsibility for joint doctrine.


 

As a result, there was no established process for the identification of critical joint doctrine voids and there were no procedures for participation by the combatant commands in the development of joint doctrine.
There was also no single agency responsible for ensuring consistency between existing joint doctrine, Service doctrine, multi-Service doctrine and combined doctrine. The Goldwater, Nichols Department of Defense Reorganization Act of 1986 made the Chairman of the Joint Chiefs of Staff singularly responsible for "developing doctrine for the joint employment of the armed forces." In turn, this 1986 law generated directives which amplified these new joint doctrine responsibilities given to the Chairman. Figure 1 is a summary of the legislative and regulatory instruments which currently guide the joint doctrine development process. The magnitude and importance of these changes to regulatory requirements and their impact on warfighting doctrine cannot be overemphasized. Today, Service doctrine must be consistent with that joint doctrine established by the Chairman of the Joint Chiefs of Staff.

 



Figure 1.
Legislative and Regulatory Requirements Impacting Joint Doctrine

Additionally, joint doctrine is to provide the basis for doctrinal agreements with our allies.
Further, the combatant commands that actually employ forces on the battlefield now participate directly in the development of the operational doctrine that will guide the employment of those forces in combat. None of these requirements existed previously. A comparison of the previous methodology for developing joint doctrine and the current system is provided in Figure 2.


 

In order to carry out his new responsibilities under the 1986 DOD Reorganization Act, and to improve both interoperability and efficiency, the Chairman reorganized the Joint Staff in early 1987.
Pulling resources from throughout the Joint Staff, two new Directorates were formed and staff responsibilities were realigned. Responsibilities for joint plans, training, exercises, evaluation, education, interoperability and joint doctrine were brought together under a single Directorate, the Operational Plans and Interoperability Directorate, J-7. To specifically focus on managing the joint doctrine development process, a separate Joint Doctrine Division has been established within the J-7. The Joint Doctrine Division is the caretaker of the joint doctrine process and the primary spokesman on doctrinal issues for the combatant commands within the Pentagon.

JOINT DOCTRINE PROCESS

The development and revision of joint doctrine follows a prescribed process which insures full participation by the Services, the Joint Staff, and the combatant commands. Development and revision timelines have also been established, based on multiple years of experience using the established development and revision process.

STEP #1

Project Proposal

 Submitted by Services, CINCS, or Joint Staff to fill extant operational void

 J-7 validates requirement with Services and CINCs

 J-7 initiates Program Directives

STEP #2

Program Directive

 J-7 formally staffs with Services and CINCs

 Includes scope of project, references, milestones, and who will develop drafts

 J-7 releases Program Directive to Lead Agent. Lead Agent can be Service, CINC, or Joint Staff (JS) Directorate

STEP #3

Two Drafts

 Lead Agent selects Primary Review Authority (PRA) to develop the pub

 PRA develops two draft pubs

 PRA staffs each draft with CINCs, Services, and Joint Staff

STEP #4

CJCS Approval

 Lead Agent forwards proposed pub to Joint Staff

 Joint Staff takes responsibility for pub, makes required changes and prepares pub for coordination with Services and CINCs

 Joint Staff conducts formal staffing for approval as a Joint Publication

STEP #5

Assessments/Revision

 The CINCs receive the pub and begin to assess it during use

 18 to 24 months following publication, the Director, J-7 will solicit a written report from the combatant commands and Services on the utility and quality of each pub and the need for any urgent changes or earlier-than-scheduled revisions

 No later than 5 years after development, each pub is revised

DEVELOPMENT OF SPACE PROFESSIONALS

... the US must, over the next few years, develop a cadre of experienced, intensely knowledgeable people skilled in applying space to combat. We are talking about an entirely new breed of war fighters, who will ultimately transform the power and scope of warfighting in the same way airpower professionals have done in the last century.


 

-The Honorable Peter B. Teets

Former Acting Secretary of the Air Force,

Director of the National Reconnaissance Office,

and DOD Executive Agent for Space


 

    Developing Airmen is an Air Force core competency, and the development of a space professional cadre is recognized as an enabling capability for employing integrated space capabilities that support the full spectrum of military operations. Space professional training and education instill space-mindedness, make space capabilities universally understood, accepted, and exploitable by joint forces, and create military and civilian space leaders with a stronger foundation in space employment and a greater understanding of space capabilities.


 

SPACE TRAINING AND EVALUATION

    Space operators should be trained throughout their careers to integrate space across the range of military operations and during all phases of an operation. Continual training is crucial to maintain proficiency because space assets and their TTPs continually evolve. In concert with training, evaluation is key to identifying shortfalls and is a critical measure of training program effectiveness. Stringent standards of performance should be established to ensure space operators attain and maintain the high degree of proficiency required for mission success. Commanders at all levels should be involved with the training and evaluation of their personnel and should be confident they meet minimum standards before being certified mission ready.


 

    Following training common to all space professionals, space operators initially become specialists in a specific area or system. However, the diverse nature of space operations dictates that, over time, they should gain knowledge and understanding of the broad spectrum of space operations. As their careers progress, space operators should move beyond technical knowledge of their core specialty areas and gain a more operational-level focus of air and space power. Ultimately, the Air Force needs Airmen who are space professionals and can articulate how space operations integrate into, contribute to, and improve military operations.


 

EXERCISES

    Exercises are conducted to achieve training objectives. For training to best prepare participants for actual requirements, exercises should be planned and conducted to resemble real operations as closely as possible. Space forces are no exception and should be realistically exercised to the full extent possible, consistent with operational requirements. To improve readiness, space forces should participate as a full partner with air and information assets in large-scale exercises overseas and in the US. Joint exercises in overseas locations provide realistic training for in-theater and deployable Air Force forces, and also allow other Services and allied military forces to gain valuable experience in integrating space capabilities. When it is impossible to meet mission requirements and take part in an exercise, high fidelity simulators should be used to present the correct "space picture" to participants.


 


 

Integrated Air, Space, and Information Test Range

    There are several ranges and exercises that prepare Air Force forces for joint operations. As new space capabilities are developed, test ranges such as the space test and training range evaluate new capabilities prior to operational fielding. The development of an integrated test range for air, space, and information assets enables the Air Force to conduct enhanced testing, training, and exercises against potential adversary space force capabilities. It also integrates Air Force forces in an operational environment prior to real-world contingency operations. This training enhances the Air Force's ability to effectively integratecapabilities and produce the commander's desired effects.


 

EDUCATION

    Education broadens understanding of space's overall contribution to military operations and gives operators an appreciation of how their specific area of expertise impacts global and theater operations. Education is necessary to move space professionals beyond the tactical and technical focus of their day-to-day jobs and to assure the requisite level of technological skills necessary to sustain the space mission. Space education goes beyond individual service requirements and encompasses all organizations within the national security space environment.


 

Developmental Education (DE)

    DE provides broad education appropriate for different points in an Airman's career as a space professional. These programs provide a perspective on the role of space power in military operations through study of such subjects as Air Force and joint doctrine. An understanding of these areas is critical for Airmen to effectively employ space power within a joint and coalition environment. DE also provides the opportunity for all Airmen to learn about the application of space in military operations.


 

WARGAMES

    Wargames are used for educating personnel and testing of new concepts of employment and organization. Because the United States has yet to meet a "space peer" in conflict, wargames continue to be aprimary means of assessing the potential doctrinal implications of the use of space systems. Wargames generate insights into the current and future uses of space in warfighting. This venue allows the US to test potential actions used by adversaries to attack our space capabilities. An important element in wargames is to demonstrate unanticipated consequences involved with future space capabilities including vulnerabilities, policy, and force structure concerns. Space forces should be modeled in a realistic fashion consistent with other military forces.


 

RED TEAMING

    Red Teaming provides a capability to conduct vulnerability assessments used to prepare combat air forces, joint and allied forces for combat by providing challenging, realistic space threat replication, training, and feedback. Experiencing the tactics and capabilities adversaries may use against us will help ensure we maintain the space superiority we need to prevail in real world scenarios.


 

EXPERIMENTS

    Experiments are used for evaluating operational concepts and new technologies. Through experiments, the Air Force gains knowledge about future systems technology and processes, spiral development of developing technology and processes, and rapid transition of proven technology and processes to the warfighter. Experimentation is fundamentally different from exercises. Exercises involve training all personnel in established processes on fielded systems. Combatant commanders are encouraged to conduct experiments to test new operating concepts. However, because experiments are designed to be repeated, desired system and process knowledge is gained. However, lessons learned should not be overstated given the carefully orchestrated nature of experiments.

Friday, April 06, 2007

Rain, Friday

Today is Friday, when I feel the time's ticking out and my dream is still far away.

Recall my ambition.