Harnessing Information Technology for Navy Command and Control
By Vice Admiral Mark Edwards, U.S. Navy
Information technology is an enabling force for the CNO's top priorities: sustain combat readiness, build a Fleet for the future, and develop 21st-century leaders. These are challenging goals, and if the Navy is to achieve them, communication networks and other IT are essential. A year ago, the CNO realigned the OPNAV structure and established a three-star Deputy CNO for Communication Networks (N6). I am privileged to lead N6.
Our Mission
The N6 charter is to optimize Navy network and communications investments through centralized coordination of warfighting and support analysis/assessments, network capability development and integration, and development and resource programming for Joint and Navy planning. Serving as the Deputy Department of the Navy Chief Information Officer (Navy), the new N6 also coordinates net-centric policy so that Navy forces have an information advantage. This involves planning, governance, requirements integration, and investment direction.
Our Vision
We aim to provide secure, trusted, highly capable networks and IT-based services that allow Sailors to do their jobs effectively. The new N6 organization aligns with counterparts in the space, IT, command and control, and other domains within the Navy, other Services, and across the IT industry.
Trends
One of our first activities was to survey our new domain for technological, operational, social, and other trends that affect Navy Command, Control, Communications, and Computers (C4/IT). We identified five important features.
1. The millennial generation has high expectations for IT capabilities in the workplace. The afloat Navy is not measuring up, primarily due to bandwidth restrictions. Mobile users will always be disadvantaged compared with fixed users, but many of the Navy's smaller ships have less bandwidth than the average teenager's cell phone. To attract and retain IT-savvy Sailors of the current generation and "accelerate" their lives, as our recruiting posters advertise, we need to offer much better IT connectivity afloat. To deliver the command and control capability that the Navy needs, we must unlock the power of our tech-savvy people. We must give them the tools they need to collaborate and innovate.
2. Navy personnel end strength and vessel crew sizes are decreasing, thus making each Sailor's job bigger and more complex. The new breed of Sailor will be a hybrid: cross-trained and multi-skilled, able to perform across platforms and requirements. To be successful, hybrid Sailors will need advanced onboard tools and support systems, such as automated damage control and the ability to reach back to external organizations for support. Information technology-including better, faster, and more reliable connectivity-will be key.
3. The Navy IT cost trend is unaffordable, and we must reverse it. Equally important, the current architecture of proprietary, stove-piped IT systems does not promote rapid insertion of new capabilities. Thus warfighters are not getting the enhancements they need to accomplish their missions, which are increasingly complex. The commercial IT marketplace looks for better capabilities at lower cost, which it finds by harnessing the steady improvements in computer processing power. But Navy IT capabilities, such as the Global Command and Control System Maritime (GCCS-M) and Distributed Common Ground System Navy (DCGS-N), are increasingly expensive. This is because each new generation of applications must be integrated with dedicated proprietary computing and network infrastructure.
4. Our networks are under attack frequently. Without robust Information Assurance against the full spectrum of threats, net-centric capabilities could become an Achilles heel in operations against an adversary with strong information warfare capabilities. In addition to Computer Network Defense, Information Assurance includes ensuring the availability and reliability of networks as well as the integrity, authenticity, and confidentiality of the data being exchanged.
5. Navy networks have become mission-critical command and control systems. And yet they are not being treated as such, in terms of engineering, support, and training.
First Year Initiatives
We have addressed the above trends as follows.
1. Enhance bandwidth. Providing sufficient bandwidth (data throughput) to meet operational, support, Sea Warrior, and quality of life requirements is a core N6 responsibility. We invested more than $500 million in the 2008 Future Years Defense Plan to procure additional commercial satellite communications bandwidth for our smaller ships.
2. Consolidate shore networks and portals. The Navy-Marine Corps Intranet (NMCI) consolidated many legacy communication networks ashore, but hundreds of separately funded networks remained. We established a process to identify the remaining legacy networks and consolidate them into the existing enterprise network. We are doing the same with portals.
Because a consolidated network strategy is easier to protect, this provides greater security. It also saves money, because of the costs of duplicative infrastructure. This represents a radical shift in network operations, and to execute it, my staff and I are committed to exercising the governance role entrusted to us for overall network management. The pilot project for this effort has already identified $24-52 million in annual savings.
3. Field capability more rapidly. We created a process to expedite the fielding of mature technologies that meet urgent operational needs. It is modeled on the Tactical Exploitation of National Capabilities and Submarine Acoustic Rapid contractor offthe-shelf (COTS) Insertion programs. A recent example of this capability is the Expanded Maritime Interception Operations systems that provide a link between Navy ships and boarding teams in maritime interdiction operations. This technology now allows teams to maintain contact with the parent ship during the entire boarding and inspection process.
4. Lower procurement and operating costs. We have implemented Navy-wide procurement of selected software and services, using a Service Oriented Architecture approach to achieve cost savings, and we have taken steps to consolidate data centers and call centers. Together with an audit of prior telephone services billing, these efforts should save more than $300 million per year.
5. Govern. We promulgated a Navy Enterprise Architecture and Data Strategy (NEADS) Policy that assigns N6 as the Chief Architect of the Navy for IT and provides clear guidance for implementing the policy.
We accomplished a great deal in the past year, but most of the job remains. In the coming year, we will build on these initiatives and address new areas.
Future Plans
In the Fiscal Year 09 review of the Future Years Defense Plan, we are taking some money out of legacy system procurement and investing it in the Common Afloat Network Enterprise Services (CANES) initiative. Then we will port warfighting applications onto this common infrastructure using a data strategy that ensures interoperability, and repeat the process for manpower/personnel/training and business applications.
* Consolidate afloat networks and computing infrastructure. Warfighting applications need to be separated from legacy network and computing infrastructure, and a common set of services needs to be created for all applications through the use of Service Oriented Architecture.
* Establish requirements and program resources for the Next Generation Enterprise Network. This will do for ashore networks what CANES will do for networks afloat: provide a consolidated network and computing infrastructure and enterprise services accessed via a Service Oriented Architecture. A follow-on to NMCI, this next generation is expected to incorporate the remaining Navy enterprise networks, such as the Base-Level IT Infrastructure.
* Promote coalition interoperability. N6 has been designated the Navy lead for promoting situational awareness in the 1,000-ship navy concept and implementing the President's maritime security policy. Among the initiatives in this area are investments in coalition interoperability, including Internet Protocol over high-frequency circuits and a line of sight relay of satellite communications traffic to nearby ships (Subnet Relay).
* Establish Maritime Headquarters (MHQ) Maritime Operations Center (MOC). Through this concept, the Navy will exercise the full capability to plan and manage joint maritime activities at the operational level of war. MOC connectivity will enable effective reach back and reach forward.
The MHQ/MOC, along with coalition interoperability, will be an integral component of the Navy's efforts in Maritime Domain Awareness (MDA). Navy MOCs will have the ability to share information and collaborate effectively with interagency and international partners in building an accurate, usable MDA picture.
* Protect the network. We will invest in CANES afloat, the Next Generation Enterprise Network ashore, training, additional intrusion detection capabilities, and other measures to better protect our networks against information attack.
* Evolve Navy command and control. We will migrate GCCS-M to the CANES architecture and integrate it with the DISA-led Net-Enabled Command Capability, while at the same time shaping the evolution of the latter to ensure it meets Navy needs for C2 at both the operational and tactical levels of command.
* Implement net-centric data sharing. The NEADS policy will be implemented through a Navy IT Management Council. This will establish an architecture governance process. We will use the GCCS-M and DCGS-N programs as pilots to make the data strategy real-by demonstrating mission data sharing with a broad audience.
Other key objectives for this year include mitigating space system vulnerability, aligning science and technology investments with N6 long-term objectives, and establishing a process to conduct periodic IT readiness reviews of operational units.
The future plan is designed to work within expected funding for Navy C4/IT capabilities-but implementing it will not be easy. Our success depends on strong collaboration across the community and with our counterparts in the other services and agencies, the Joint Staff, and the Office of the secretary of Defense. Additionally, we must identify areas of savings and capture funds for our most critical needs. For this, improved governance and oversight will be essential.
Industry can offer pivotal help. Through our cooperative efforts, it can embrace Open Architecture and Service Oriented Architecture philosophies, develop technologies to enhance effective bandwidth, provide solutions to technical interoperability problems, and develop improved multi-level security solutions.
The challenge is great. I am encouraged by the growing recognition within the Navy, and among our industry partners, that practices are changing. Business cannot continue as it always has. In enabling warfighting, Navy information technology represents the best that American ingenuity has to offer.
Vice Admiral Edwards's command lours include USS Fletcher (00-992) and USS Chosln (CG-6S). In his first Flag lour he served as Commander, Logistics Group, Western Pacific Singapore/Task Force 73/ Task Force 712. He later served as Commander, Cruiser-Destroyer Group 5//Nimitz Battlegroup. Before his current N6 billet, his most recent assignments were Deputy Director tor Surface Warfare Division (N76B), Director for Surface Warfare Division (N76), Acting Deputy Chief of Naval Operations for Warfare Requirements and Programs (N6/N7), and Director, Warfare Integration /Senior National Representative (N8F).
Solving the Cross Bearing Triangle Mystery
By Master Chief Byron Franklin (SS), U.S. Navy (Retired)
Many quartermasters second class (QM2s) are piloting valuable older ships with the worst of gyroscopes and technical help; I was among them. Basic schools and reference books teach: "Three lines of position frequently form a small triangle instead of a pinpoint fix. Your ship's position is then considered to be in the center of the triangle." This is the procedure students commonly learn-but this method actually counteracts a good fix. It should be replaced with the easy-touse, proven, and logical Franklin Piloting, which I developed and which has been taught at Surface Warfare Officers School in Newport, Rhode Island.
Critical navigation choices and decisions should not be made based only on the latest electronics. Visual cross bearing was the method most often used before GPS, and most likely its backup. Today GPS is the primary fix method in restricted waters, but visual, radar, and other means must also be tapped. No one resource can be relied upon in all cases.
To compete with and support GPS, visual cross bearings must be accurate and as precise as possible. The Navy should routinely complete junior QMs' education by teaching them-and allowing them to practice, as shown in this article-the Franklin technique. Imagine the following scenario.
Fantasy?
"Are you getting good fixes, Navigator?" asks the captain.
"Yes, Captain," says the navigator, "our cross bearings are small triangles that are in the ball park of the nearby buoy. The quartermaster is placing the fix at the center of a small triangle. The only problem is the plot shows us straddling the buoy to starboard. Captain, for safety we should notify the Coast Guard to check if the buoy drifted out of its charted position."
"Don't bother the Coast Guard," comes the prompt reply. "I will report the buoy situation to the squadron. They'll take care of it."
This ship has just come out of yard overhaul, where the gyro system was adjusted with sun azimuths and a zero error was recorded in the azimuth log. The piloting team is seasoned. Everything is fine-except for some unknown problem with the triangle and fix position placed on the charted buoy.
Reality
The above situation actually occurred and was reported to the squadron. The squadron navigator and his QM, using the ship's chart and bearing book, explored the mystery of the triangle that straddled the buoy. They asked the following questions.
1. Did the ship have compass error that caused the triangle?
Yes, the ship compass was in error. The squadron team knew this because previous fixes on the chart had similar triangles, and the log stated the ship had passed the buoy to the starboard.
2. Why did the QM decide that the center of the triangle was the ship 's position and fix?
The QM decided in accordance with accepted practice as taught by piloting instructors in various schools, books and other publications.
3. Did the navigator and QM take all measures to reduce the triangle or find gyro error?
No, but they did follow the book and had no other known alternative.
4. Is there anything they could have done differently?
Yes, but they would have had to know the Franklin Piloting technique of solving the compass problem.
5. Did the ship hit the buoy as the charted fix showed?
No. The triangles clearly showed the distance that the ship passed the buoy to starboard.
There were clues to solve this problem, such as the triangles of previous fixes, radar, and seaman eye agreeing that the buoy was passed to starboard, but they were missed, due to inexperience and being satisfied with the triangles and placing the positions in their center, as is taught and is accepted practice.
A navigation range for a compass check (that is, two charted navigation aids with a known compass direction with which the ship was in line) would have solved the mystery, but the range is a rare opportunity.
Another accepted procedure is trial and error, a round of bearings of three charted objects. This fix is then plotted. If the line of position meets at a point fix, no error exists. If they form a triangle, one degree is added or subtracted (guessed) to each bearing and plotted until a small triangle or a point. The total correction applied is compass error.
But this is impractical and a waste of time. In hazardous water, regulations require a fix every three minutes. If there is no fix, the ship must come to all stop.
The Franklin Piloting Technique
Most of my 27 years as a quartermaster were spent at sea, where I navigated and taught the skills while thinking outside the box (for example, beyond the traditional cross bearing procedures). This is how I developed a technique that is predictable, simple, quick, more accurate, and that continually monitors compass error and correction.
I used this specialized knowledge for more than 30 years to solve such problems, as well as all compass/gyro problems on ships where I was a crew member. I was often called on to solve other ships' and submarines' compass and fixing problems, after they had reported trouble in transit of restricted waters. With a little practice, you too can solve the triangle mystery.
In my experience, the following conditions are always in place.
* Navigation aids (NAVAIDS) are accurately printed on the chart and easy to identify correctly.
* Trained bearing-takers can sight bearings of NAVAIDS with accuracy of 0.2 degrees or less, and they can call in a round of bearings a few seconds after the mark.
* A 1 degree compass error will produce a line of position (LOP) with its closest point of approach of approximately 1 to 60 ratios distance to a NAVAID. That is, close NAVAIDS LOPs pass the ship's compass at a closer distance than a far NAVAID LOP.
* LOP while facing each NAVAID from the fix or ship: LOP passes through the ship's compass if the error is O; to the right if the error is east; and to the left if the error is west. Most ships have some gyro or alignment error.
The Basic Approach: Use a mechanical approach to fix the ship's position, after which you can find and monitor gyro error both alongside a pier and under way. Take a round of bearings on three charted NAVAIDS consisting of two close bearings and one far. Any combination works, but one farther ensures increased accuracy.
1. Find the fix. The two close bearings with well-spread LOP intersection is the fix.
2. Find the error and monitor gyro error. The far NAVAID and its LOP is not part of the fix, but is called the indicator. It indicates information of fix accuracy and gyro error. If the indicator passes through the fix, the gyro is true and the gyro error is zero. There is no gyro error and no correction. If it misses the fix-forming a triangle-the gyro has error, and a correction is indicated.
A Mechanical Way to Find Error: Place yourself at the fix looking at the far NAVAID. If the indicator passes to your left hand, the error is west. To correct, you subtract error. If the indicator passes to the right hand, the error is east; to correct, you add (see Figure 1).
* Use the word read as a memory aid (right east add). This will allow you to ascertain at a glance whether the error is east or west-no more guessing.
* The number of degrees in error is the difference between the observed bearing called in (the indicator drawn on the chart) and the charted fix to far NAVAID. (This is a true bearing from the ship to the far NAVAID.) The correction, west (-) or east (+), and the number of degrees are now known and can be added to the observed bearing (called in) and plotted for a closed or no triangle fix. The drafting machine can be adjusted by adding the error. Log the error and watch the indicator for possible future error.
Learning How to Use Visual Cross Bearings: We need to stop teaching that the ship's position is placed in the center of the triangle: most often the ship is not, in fact, there. Instead, students must learn to place the fix at the intersection of the two closer NAVAIDS with well-spread angles. This fix is always closer to the ship than is the center of the triangle.
When observing NAVAIDS for visual fixes, use the same instrument (Alidade or bearing circle) for finding compass error and fixing the ship on the chart. Do not align the gyro using azimuth of the sun or other celestial bodies whenever NAVAIDS are available. The azimuth circle is often in error and cannot give the accuracy needed for fixing in restricted waters.
This technique should be taught in basic school. It takes no longer and imparts a skill that will need to be learned later anyway, for accuracy. Most important, students must practice. The maneuvering board and parallel ruler can provide experience. Setting up many different problems will prove the technique can solve compass errors and reduce triangles to an accurate fix, while students observe how each LOP of various distances and angles work in relation with one another. Each problem is worked using the same technique.
Maneuvering Board Exercise
1. Place the ship in the center of the board.
2. Place three NAVAIDS at various distances and on various bearing lines.
3. Write down the true bearings of each NAVAID.
4. Add or subtract (create an error) to put the same amount of error in each true bearing and call them observed bearings.
5. Plot the observed bearing on the maneuver board.
6. Observe the plot. see how the observed LOPs form near the ship.
7. Use the Franklin technique to find the fix (see Figure 1).
8. Find the compass error correction, west or east, and the amount. The correction should be near equal to the amount you used in Step 4 above-but the opposite sign.
9. Use the correction and re-plot.
10. Observe the plot in regard to the ship's position (M/center), the observed plot, and the corrected plot. Note that usually the ship is not in the triangle.
11. Repeat this exercise often to gain competence, insight, and experience in piloting.
The Franklin technique also works with the magnetic compass and radar bearings. The two contain large random errors, so the position fix greatly improves, but the indicator normally does not close the triangle as does the systematic gyro.
Master Chief Byron was a quartermaster for more than 27 years, 8 of those as a Master Chief mostly at sea. He developed many navigation techniques that are used today, including Franklin Piloting, Franklin Continuous Radar, and Special Radar. He was awarded the Navy Commendation Medal for aiding the Oceanographie Officer pertaining to Piloting, Radar Celestial and Radio Navigation. Publications in which his articles have appeared Include Journal of Navigation, Cruising World, Ocean Navigator, Sill, American Practical Navigator, and Radar Manual No. 1310.
Are You Ready for the Next Big One?
By Lieutenant Commanders Andrew Ehlers, Jeff Oakey, and Jay Wylie, U.S. Navy
If a terrorist attack were to occur at your duty station, what would you and your family do? What about the next Hurricane Katrina? Are you ready for the next tsunami, tornado, or earthquake? As Admiral Mike Müllen said in his CNO guidance for 2006, "Personal and family readiness are vital to combat readiness."
This means the physical, mental, and financial measures we take to prepare for events that will have major impacts on our lives. In the past, the level of personal and family readiness was a function of how close one's unit was to deployment-an event planned well in advance and executed for a set time frame. However, the threat of terrorism and the devastating impacts of natural events such as Katrina have highlighted the imperative for continuous readiness. The Fleet Response Plan's short-notice deployments and individual augmentation assignments add to this imperative.
The effects of rapidly occurring events will be mitigated if you, your command, and your family are prepared. Your readiness will expedite a return to normalcy and, ultimately, contribute to combat readiness. The keys are knowledge, planning, and communication. We cover them here first for commands, then families and others.
Commands
Knowledge
Know what the threat is. Assess the situation. Does your command lie in an area in which hurricanes, earthquakes, or other natural phenomena occur frequently? What is the terrorist threat condition? The latest intelligence? Identifying the threat will help determine what you need to plan for and which resources you need.
Review applicable instructions and guidance, early and often. There is little time to familiarize yourself with these documents during an actual crisis. At a minimum, be familiar with:
* NAVADMIN 177/06: Navy personnel accountability policy
* Joint federal travel regulations/joint travel regulations
* Applicable regional, installation, immediate superior-in-command, and senior officer present afloat instructions
* CNIC emergency management program manual (CNICINST 3440.17)
Know your people and their family members, and how to contact them. Accurate, updated contact information is essential to ensuring that your people can be notified and kept well informed during a catastrophic event. Alternate contact information such as a relative located outside of the geographic area is also beneficial, especially if communications are disrupted in the affected area. Make sure diary entries are current and accurate. Know who is permanently assigned or temporary additional duty (TAD) in your command, and which of your people are TAD to other commands.
Familiarize personnel with disaster management tools and their use. These include:
* The Disaster Muster Tool, which is Navy Personnel Command's BUPERS Online (BOL) Web site based mustering system.
* The Navy Family Accountability and Assessment System (NFAAS), https://navyfamily.navy.mil, where Navy families can report needs and receive help following a catastrophic event.
Planning
Have a command emergency management plan. In responding effectively to a catastrophic event, this is crucial. Your plan should include:
* Internal and external communications: procedures for passing information and direction to Sailors, civilian employees, and family members; requirements and procedures for reporting to higher authority; and alternate modes of communication if normal lines are unavailable
* Emergency response/essential support personnel: Who will stay behind in the event of an evacuation? Identify these personnel.
* Alternate command site (shore): Provide procedures for the establishment of one, preferably co-located with a safehaven site. This will allow for continuity of command and ready access to information during an evacuation.
* Evacuation procedures: Give specific directions for Sailors, civilian employees, and family members during an evacuation, including actions required when they arrive at the designated safe haven. Installation commanding officers will have selected various potential locations, so the plan should include procedures for each.
* Mustering procedures: Provide instructions for the muster, and for reporting its results. All commands, including tenant commands, are required to report via the installation commanding officer or regional commander. Family members are included in the Navy accountability policy and are part of your muster.
* Specifications for deploying commands: If the unit is deployed, procedures must be in place. This includes alternate procedures for providing information and direction to personnel or family members who remain behind.
Exercise your plan. Practice and conduct regular drills. You will be amazed at how quickly your recall bill can become out of date-and at the number of glitches you will discover as you go through your checklists. Critically talking through your plan will help dramatically to improve it.
Communication
Get the word out to your people! Ensure that all personnel are thoroughly familiar with their roles and responsibilities-including family members. Provide everyone with wallet-size cards containing alternate command site contact information, the Navy Personnel Command Emergency Call Center phone number (1-877-414-5358), and the BOL Disaster Muster Tool login procedure. The card should include instructions for accessing the NFAAS Web site so that personnel may report their needs in the aftermath of an event.
Brief key stakeholders. Liaise early with your alternate command site and safe haven. This can greatly ease the transition during an evacuation, and you will know what support is available at the site and in the area-invaluable information as you execute and revise your plan. Articulate your needs and intentions clearly.
Sailors, Civilian Employees, and Families
Knowledge
Use the resources available to you. Your command, your local Fleet and Family Support Center, and various other organizations have information and programs designed to help you plan for a catastrophic event. They have contact information, Web sites, publications, and evacuation checklists.
Planning
Have a plan. This will reduce stress and improve the chances that you and your family will escape danger and recover from a catastrophic event. Include the following elements:
* Specific places to go in case you have to evacuate. Your command should be able to provide you with potential safe havens for your area. Obtain maps and plan multiple routes to each location.
* A list of contact numbers, e-mail addresses, and Web sites to take with you in case you have to evacuate. Include family, friends, and the command ombudsman; mustering contacts including the command and the Navy Personnel Command Emergency Call Center and NFAAS Web site. Don't overlook important business contacts (insurance agents, financial institutions, and the like).
* A list of papers, documents, and information to take with you during an evacuation. Place them in a centralized location for easy transfer to a waterproof carrying container.
* A person and phone number outside the geographic area where family and friends can check in should you become separated.
Prepare an evacuation kit. In a plastic storage container, place food, water, clothing, and any high-value items that you will want to take with you. The Web site www.ready.gov provides excellent guidance on planning ahead for disasters. Make sure the items do not exceed the capacity of your vehicle.
Be ready to evacuate on short notice. Make sure your vehicle is in good working order, and have an emergency car kit. Keep a full tank of gas if you have prior warning of an impending event. If you do not have a vehicle, make alternate arrangements.
On a regular basis, copy your computer hard drive to a portable disk or thumb drive. Make at least one extra set of keys for your residence. Update your military record of family members and SGLI information.
Communication
Be certain that all family members know what to do in a catastrophic event. Make sure they are familiar with your plan and that they know who to contact if they become separated from you.
Disaster preparedness is a Navy-wide responsibility. Hurricanes Katrina and Rita focused attention on the need for personal and family readiness along the Gulf Coast-but every region, both at home and abroad, faces threat from catastrophes. Through knowledge, planning, and communication, you and all your people can be ready.
Lieutenant Commander Ehlers is executive officer of USS Kauffman (FFG-59). Previously he was an action officer on the staff of Task Force Navy Family, established following Hurricane Katrina to aid Navy families.
Lieutenant Commander Oakey is executive officer of Pre-Commissioning Unit Mesa Verde (LPD-19), under construction in Pascagoula, Mississippi.
Lieutenant Commander Wylie is executive officer of Pre-Commissioning Unit ATiW(DDG-IOO), also under construction in Pascagoula. Both Oakey and Wylie were living there when Hurricane Katrina struck.