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CHIPS Winter 2003 

1

Department of the Navy Chief Information Officer 

Mr. Dave Wennergren 

Space & Naval Warfare Systems Command 

Rear Admiral Kenneth D. Slaght 

Space & Naval Warfare Systems Center, Charleston 

Commanding Officer 

Captain Nancy L. Deitch 

Page 6 

“...the war on terrorism is just 

beginning ...” 

The Honorable Gordon R. England 

Secretary of the Navy 

Page 8 

“... Our goal is to make the Navy 

the employer of choice for our 

young men and women ...” 

Adm. Vern Clark 

Chief of Naval Operations 

Senior Editor 

Sharon Anderson 

Assistant Editor 

Nancy Reasor 

Web support by Bill Bunton and Tony Virata, DON-IT Umbrella 

Program. 

Page 12 

“... President Bush said that the 

success of the Pacific is essential 

to the entire world ...” 

Adm. Walter F. Doran 

Commander, U.S. Pacific Fleet 

CHIPS is sponsored by the Department of the Navy Chief Information 

Officer (DON CIO) and the DON IT Umbrella Program Office, Space and 

Naval Warfare Systems Center, San Diego, CA. 

CHIPS is published quarterly by the Space & Naval Warfare Systems 

Center, Charleston. USPS 757-910 Periodical postage paid at 

Norfolk, VA and at additional mailing office. POSTMASTER: Send 

changes to CHIPS, SSC Charleston, Norfolk Office, 9456 Fourth 

Ave., Norfolk, VA 23511-2130. 

Submit article ideas to CHIPS editors at chips@spawar.navy.mil. We 

reserve the right to make editorial changes. All articles printed in 

CHIPS become the sole property of the publisher. Reprint authorization 

will be granted at the publisher's discretion. 

Requests for distribution changes or for other assistance should 

be directed to Editor, CHIPS, SSC Charleston, 9456 Fourth Ave., 

Norfolk, VA 23511-2130, or call (757) 444-8704; DSN 564. E-mail 

address: chips@spawar.navy.mil; FAX (757) 445-2103; DSN 565. 

Web address: http://www.chips.navy.mil/. 

Disclaimer. The views and opinions contained in CHIPS are not 

necessarily those of the Department of Defense nor do they 

constitute endorsement or approval by the DON CIO, DON IT 

Umbrella Program Office or SPAWAR Systems Center, Charleston. 

The facts as presented in each article are verified insofar as possible, 

but the opinions are strictly those of the individual authors. 

Page 14 

“When President Theodore 

Roosevelt announced that the 

nation would ‘Speak softly and 

carry a big stick,’ the big stick he 

was referring to was the United 

States Navy ...” 

Vice Adm. Albert H. Konetzni, Jr. 

Deputy and Chief of Staff 

U.S. Atlantic Fleet 

Page 25 

“JITC’s relationship with the Navy 

spans nearly three decades.” 

Page 21 

“I think one of the cornerstone 

joint applications is the Global 

Command and Control System.” 

Diann L. McCoy 

DISA Principal Director for 

Applications Engineering 

2 

CHIPS Dedicated to Sharing Information*Technology*Experience

Volume XXI Issue I 

4 Editor’s Notebook 

By Sharon Anderson 

5 Embracing Change: 

Continuing Transformation 

By Dave Wennergren 

6 ... the war on terrorism is just beginning 

By the Honorable Gordon R. England 


8 Sea Power 21 

By Adm. Vern Clark, USN 

Chief of Naval Operations 

12 Uniting and Securing the Pacific 

Through Technology 

By Adm. Walter F. Doran, USN 

Commander, U.S. Pacific Fleet 

14 Talking with Vice Adm. Albert H. 

Konetzni, Jr., USN 

Deputy and Chief of Staff 

U.S. Atlantic Fleet 

15 Mine Warfare ... 

By Vice Adm. Albert H. Konetzni, Jr., USN 

20 U.S Navy and Air Force Hit 

Virtual Bull’s Eye 

21 Interview with Diann L. McCoy 

DISA Principal Director for 

Applications Engineering 

24 Revolution Comes to the Teddy Roosevelt 

Battle Group 

By JO2 Jd Walter, USN 

25 JITC Provides Essential Service to the Fleet 

By Chris Watson 

29 East Timor: A Case Study in 

C4 Communications 

By Col. Lyle M. Cross, USMC with Col. 

Randy P. Strong, USA, Lt. Col. Clinton D. 

Wadsworth, USMC and Dave Delaunay 

32 Restructuring Naval Education 

Navy Knowledge Management Portal 

By JO2 Jd Walter, USN 

Surface Combat Operations New Home 

By George Dunn 

33 Virtual Connecting Technology 

NAVAIR Response Center 

By Vicky Falcon 

34 CAP Launches New Web Site! 

35 A Brief History of Personal Computing Part III 

By Retired Major Dale J. Long, USAF 

38 Talking with Dinah Cohen 

Computer/Electronic Accommodations 

Program Director 

39 NAVAIR Connects with Army Special Forces 

By Renee Hatcher 

40 NASA Tests New Helmet Developed at NAVAIR 


41 Using Technology to Provide Better Support 

for the Federal Workforce 

By Sandra J. Smith 

43 Security Made Easier Using the NMCI, PKI 

and the CAC 

By Josephine Smidt and Rebecca Nielson 

44 The Navy’s Web-based Reverse/Forward Auction 

By Cmdr. Steve Dollase, SC, USN 

45 CAC Middleware 

By Tim Russell 

46 How Can I 

By the SPAWAR SCC Technology 

Training Center Norfolk 

48 Under The Contract 

By the DON-IT Umbrella Program 

CHIPS Winter 2003 3

Apr. 26, 2002, at a 

ceremony at the 

Pentagon’s Hall of 

Heroes, CNO Adm. Vern 

Clark presented the 

Purple Heart to Lt. 

Schaeffer for the 

injuries he sustained 

during the 9-11 attack. 

Director of the Army 

Staff Lt. Gen. Kevin 

Byrnes presented the 

Soldier’s Medal to Army Sgt. 1st Class Steve Workman for 

rescuing Schaeffer. Photo by PH1 Roseborough. 

Editor’s Notebook 

The photo top left is one of my favorites. I can’t think of a prettier 

site than a U.S. Navy ship with her proud crew standing topside 

— unless, of course, it is a Navy or Air Force F/A-18 Super Hornet 

with the sun glinting on her wings, or a speeding Coast Guard 

cutter, or a Marine standing watch, or an advancing Army 

battalion ... I think you get my point. In the months since 9-11, 

80,000 Americans have deployed in the fight against terrorism. 

Through these difficult months Combatant Commanders have 

repeatedly praised the bravery of military members across the 

Services. When questioned about the “toughness” of the 

younger generation of warfighters top military leadership and 

Combatant Commanders alike express pride and awe at the 

dedication and self-sacrifice of today’s servicemembers. They are 

eager to defend freedom — and embrace the latest in C2 and 

C4ISR innovations. In this issue we explore some of the new 

technologies that will arm our warfighters in the battle for 

freedom. 

At the USNI Warfare Exposition and Symposium, Oct. 2002, I had 

the privilege of briefly meeting retired Navy Lt. Kevin Schaeffer 

who sustained serious life threatening injuries and burns on 40 

percent of his body when the Navy Command Center where he 

worked exploded in a ball of fire after terrorists flew a hijacked 

airliner into the southwestern wedge of the Pentagon Sept. 11, 

2001. Meeting Lt. Schaeffer was a revelation for me. He said he 

doesn’t consider himself to be a hero, rather he says he is a 

survivor. Lt. Schaeffer said the real heroes today are U.S. 

servicemembers fighting the war on terrorism. 

Our heroes risk their lives 24x7, they aren’t faceless or nameless 

— they are our husbands, wives, brothers, sisters, children, 

neighbors, friends and fellow Americans. We must arm America’s 

best and bravest with the very latest in technology and warfare 

capability — they deserve nothing less. 

Sharon Anderson 

U.S. Marines assigned to 2nd Battalion, 2nd Marines, Echo 

Company, 24th Marine Expeditionary Unit (MEU) Special 

Operations Capable (SOC) disembark from an Amphibious 

Assault Vehicle (AAV) to conduct a live fire training 

exercise. Marines from the 24th MEU (SOC) are on a 

regularly scheduled deployment conducting exercises in 

the U.S. Central Command Area of Responsibility (AOR) in 

support of Operation Enduring Freedom. U.S. Navy photo 

by PH2 Michael Sandberg. 

U.S. Central Command Commander Army Gen. Tommy R. 

Franks speaks to Airmen, Soldiers, Sailors and Marines 

during a recent troop call. The general visited the base, 

which is supporting Operation Southern Watch, to thank the 

troops for their efforts in conducting the global war on 

terrorism and enforcing the Southern No-Fly Zone over Iraq. 

Photo by Senior Airman Nicole Bickford. 

4 


Department of the Navy, Chief Information Officer, Dave Wennergren 

Embracing Change: Continuing Transformation 

Change is inevitable. The work of a Chief Information Officer revolves around change, and 

those that lead change must be prepared to live it too. And so it is with great respect and 

admiration that we wish “fair winds and following seas” to Mr. Dan Porter who retired from 

Federal Service and stepped down as the Department of the Navy CIO on December 1. Over a 

four year period, Mr. Porter successfully led the most aggressive and transformational 

Information Management/Information Technology (IM/IT) agenda in the Federal Government. 

His tenure included the launching of numerous groundbreaking and innovative efforts, 

including the Navy Marine Corps Intranet, DON eBusiness Operations Office, the first online 

reverse auction in Federal Government history,DoD Common Access Card,Critical Infrastructure Protection,Knowledge Management 

and Legacy Applications rationalization. It’s not often that you find an individual that embodies the traits of a great leader, great 

teacher, great innovator, great mentor and great friend, but those of you who worked with Dan know that he has been all these 

things, and more, during his almost 30 years of service to the U. S. Navy and nation. 

But change in the IM/IT world is as inevitable as the change in seasons, and so it with a great deal of enthusiasm and excitement 

that I am proud to continue championing the Department’s outstanding IM/IT work to ensure a knowledge- and network-centric 

Navy and Marine Corps team. Our vision remains clear — to create and maintain: (1) an integrated, results-oriented Navy and 

Marine Corps team characterized by strategic leadership, shared goals, ubiquitous communication, and invisible technology, (2) an 

effective, flexible and sustainable DON enterprise-wide information and technology environment that delivers decisive capability 

to the Naval Warfighting Team, and (3) a knowledge-centric culture that fosters innovation and organizational learning, enabling 

the rapid and effective transition of interoperable solutions in support of our expeditionary warfighting and homeland security 

missions. 

Having served as one of the Department’s Deputy CIOs for the last four years, I’ve had the tremendous opportunity and great 

pleasure of working with — and continuing to work with — the most phenomenal group of information professionals: on the CIO 

staff, at the Navy and Marine Corps headquarters and throughout the entire Navy and Marine Corps team. I believe that the 

Department’s current IM/IT agenda and strategic plan is right on target: creating a seamless enterprise network; embracing 

knowledge management and eGovernment; rationalizing our legacy applications; moving our applications to the Web — accessed 

through an enterprise portal structure;establishing authoritative data sources and consolidating databases;providing career paths 

and growth opportunities for the IM/IT workforce; embracing new technologies, like wireless, to address the needs of our mobile 

workforce; providing tools to our people to help them implement these new strategies; championing Smart Cards and Public Key 

Infrastructure to increase security; and, aggressively focusing on Critical Infrastructure Protection as a part of our full dimensional 

protection strategy. 

The IM/IT world will continue to evolve. As we evolve with it, we must each keep an eye to the future and continue to ensure that 

the Navy-Marine Corps team remains agile and ready to embrace these new ideas and new technologies. Part of this evolution is 

the ongoing restructuring of IM/IT management in the Department, which will strengthen and align our efforts in several ways. 

First, it will establish a Navy Flag Officer and Marine Corps General Officer as Deputy Chief Information Officers for the Navy and 

Marine Corps. Formal reporting relationships will also be established between these Deputies and the Information Officers at our 

major commands to align the DON’s IM/IT vision and execution. “Centers of Excellence” across the Department will become 

management partners, working on specific tasks on behalf of the CIO. Finally, a DON IM/IT Implementation Plan will be developed. 

This detailed document will link the Department’s vision and strategy to actual implementation guidance that will serve as the 

basis for funding and approving IM/IT initiatives. 

It is a very exciting time,and the opportunities to improve the ways our Sailors,Marines and Civilians fight and work are tremendous. 

But it is a time of change, and we must all do our part to be change leaders. Choosing to change almost inevitably means choosing 

to accept some risks; but choosing not to change, in the midst of the digital revolution, almost certainly risks irrelevancy. I look 

forward to working with each of you as we continue our transformational efforts to ensure that we continue to have the greatest 

Navy and Marine Corps in the world. 

“Putting Information to Work for Our People.” 

CHIPS Winter 2003 5

The Honorable Gordon R. England 


“Never forget that our great nation is still 

threatened and eternal vigilance is still 

essential to preserve freedom. Never forget 

the sacrifices of heroes past and present.” 

Edited from Secretary England’s address to 

the USNI Warfare Exposition and Symposium, 

Virginia Beach, Va., Oct. 3, 2002. 

... As our nation approaches the first anniversary 

... of our first blows for freedom in 

the War on Terror ... and I’m not speaking 

of 9-11, but rather, Oct. 7 [2001] — it will 

be exactly a year since Capt. Dave Mercer, 

CAG, Carrier Air Wing Eight, launched off 

the deck of USS Enterprise to deliver the 

first strike against Taliban and al Qaeda positions 

in Afghanistan. Now,a year later,the 

terrorist camps have been destroyed, the 

terrorist networks disrupted, and the 

people of Afghanistan liberated ... but 

there are still many more battles to fight ... 

All manners of journalism will be a part of 

this fight. The military and journalists are 

partners in freedom. The military defends 

our freedom. Journalists maintain our freedom 

... by defending the truth ... 

September 11 is indelibly etched in the 

collective memory of America. Even as we 

wrestled with the internal feelings of shock, 

disbelief, fear, anger and overwhelming 

grief ...America was already responding to 

the attacks. In New York and at the Pentagon 

... police, firefighters, emergency service 

providers and ordinary citizens 

worked feverishly to rescue survivors and 

treat the wounded ... and, of course, as we 

... the war on terrorism is just 

beginning ... 

all know very well, heroic actions aboard 

United Flight 93 foiled the terrorists’ last 

planned attack on our nation’s capital. 

While it would be comforting to believe 

that this war is drawing to an end, it’s unfortunately 

closer to the beginning than to 

the end. This is still a time of testing for 

America ... and for freedom and liberty. 

In my lifetime,there have been three“isms” 

that threatened America. It took a World 

War to defeat the first ism, which America 

entered when I was four years old. That was 

the war to defeat fascism. We prevailed 

militarily and were ultimately victorious by 

establishing a new government in Germany 

and in Japan. 

In 1950, a few short years after defeating 

fascism,the nation found itself in war again 

in Korea. At that time,we did not know that 

the Korean War was merely the first bloody 

battle of a long war that would last until 

the wall came down — almost 40 years 

later — in Berlin in 1989. Korea was the 

beginning of the Cold War when the free 

nations of the world stood shoulder-toshoulder 

to stop communism, the second 

ism of my lifetime. It took a World War to 

defeat fascism and a Cold War to defeat 

communism. 

Now we are embarked on the war against 

terrorism,the third ism,and history has not 

yet recorded how this war will be characterized. 

We do know, however, that it will 

be a long war. It is also a war in which the 

United States and its allies must prevail 

because the consequences are so profound. 

For the first time in the history of 

mankind, a small number of people with 

weapons of mass destruction can wreak 

untold havoc in our cities and against our 

citizens ... against our allies ... and against 

freedom loving people around the world. 

Several months ago, I was at Pearl Harbor 

in Hawaii and visited the USS Arizona. I was 

also on board the USS Missouri. These 

ships rest side by side. The Arizona is symbolic 

of the beginning of World War II for 

America ...and the Missouri symbolic of the 

ending of that war. The peace treaty with 

Japan was signed on the deck of the Missouri. 

These two memorials provide a visual 

perspective of the beginning and end 

of a terrible war. Now visualize the tragedy 

in New York when the airliners crashed 

into the World Trade Centers ... the beginning 

of the war on terrorism. Now, try to 

visualize how this war will end. It certainly 

will not end with a peace treaty as it did 

on the USS Missouri at the end of World 

War II. Rather, it will require the military 

defeat of terrorism followed by a change 

of governments in countries that support 

terrorism. Ultimately that was what was required 

to defeat fascism and communism. 

... Who could have imagined how fascism 

and communism would have ultimately 

ended by December 1942 or July 1951 

The weapon that ended World War II was 

still embryonic in December of 1942, and 

certainly no one could have imagined in 

July 1951 that the Cold War was going to 

last another 38 years or that it would ultimately 

be won economically rather than 

militarily. 

I can tell you one year into this war that 

our Naval services, our Navy and Marines, 

have never been better prepared than they 

are today. All of our readiness accounts are 

fully funded, our equipment is ready, our 

morale is high, and we are ready to prosecute 

the President’s orders. This does not 

mean that these are comfortable times. 

Rather,as we continue our war against terrorism, 

we are also in the process of transforming 

our military ... and transforming 

the very way that the DoD manages its 

enterprise to be better prepared to protect 

and defend our nation as we face new future 

threats. This is not,however,a new role 

— our Naval forces have continuously 

changed to protect and defend our nation 

for the past 227 years. 

One year into this war, I do know that victory 

in the war against terrorism will be 

much broader than just military. It will take 

our military, economic and diplomatic 

strength to win, and it will also take the 

strength of our journalists ... I also find it of 

great personal interest that none of the 

countries associated with any of the three 

isms ... had or have a free press. Jefferson 

was certainly right when he uttered his 

now famous dictum,“Were it left to me to 

decide ... whether we should have a gov- 

6 


ernment without newspapers ... or newspapers without a government 

... I should not hesitate a moment ... to prefer the latter.” 

... To professionally challenge assumptions and conclusions and 

cause a measured and factual debate is beneficial and therefore 

encouraged. Dissent in the name of freedom is a virtue. 

I said this would likely be a long war and that means we will ask 

our sons and daughters, mothers and fathers, — members of our 

American families to shed blood and, when necessary, to make 

the ultimate sacrifice for freedom. That includes the press. Last 

year 51 journalists were killed around the globe. All of you ...play 

a critical role in maintaining public awareness ... and enhancing 

public understanding of our Navy’s daily action ... and the Navy’s 

role in protecting America. 

... I am reminded of the words President Bush spoke on his first 

visit to the Pentagon ... hours after the attack ... at 6:20 p.m. on 

September 12. The fires still burned in the Pentagon roofline ... 

the smell of smoke permeated the building ... and the sound of 

emergency sirens still pierced the air. Our military was on the 

highest alert. The Nation’s senior uniformed and civilian military 

leaders were in the room ... the Joint Chiefs of Staff ... my fellow 

Service Secretaries ... the Secretary of Defense and his Deputy. 

The President looked hard at each of us in turn and said ...“NEVER 

FORGET ...what happened yesterday ...never forget how you felt. 

I will never forget. The nation will go on because the nation has 

to go on ... people will need to get on with their lives ... but you 

and I can never forget, because we are charged by the American 

people to protect and defend our nation.” We owe it to our children 

and our grandchildren to create a world that is free of the 

scourge of terrorism ... we owe it to the memory of those who 

have fallen in the line of duty ... We must remember the fallen as 

they would have wanted to be remembered — living in freedom 

as Americans. And it is the challenge to all of us ... to ensure that 

Americans ... across time and across this great land ... never forget: 

Never forget that our great nation is still threatened and eternal 

vigilance is still essential to preserve freedom. Never forget 

the sacrifices of heroes past and present. Never forget what happened 

in New York City ...at the Pentagon ... and in the skies over 

Somerset County, Pennsylvania. Never forget that as comradesin-arms, 

our military and the press have a solemn duty to preserve 

liberty and freedom. 

God bless each and every one of you ... God bless our fallen heroes 

and their families ... and God bless the United States of America. 

Unveiled during a dedication ceremony held on the first anniversary 

of the Sept. 11, 2001, terrorist attacks, a memorial wall located near 

the Navy’s newly-reconstructed Navy Operations Center in the 

Pentagon honors those DON personnel who perished when the 

hijacked American Airlines Flight 77 crashed into the building. The 

Navy lost 42 of its personnel, active duty, retired, and employees in 

the Pentagon and four retired officers and a Navy employee aboard 

Flight 77. U.S. Navy photo by PHC Philomena Gorenflo. 

Editor’s Note: When President Bush signed the Homeland Security 

Bill into law Nov.25, he established a new cabinet-level department 

to ensure the safety of the American people. Before Bush signed the 

bill in a White House ceremony, he announced he will nominate 

former Pennsylvania Governor Tom Ridge to be the first Secretary 

of Homeland Security. He also said he will nominate Navy Secretary 

Gordon England to be deputy at the 170,000-worker agency. 

“The trust and confidence that President Bush has shown in selecting 

me to join Governor Tom Ridge in this important work for our 

nation is deeply appreciated,” said England, who has served as Secretary 

of the Navy since May 2001. “My only regret is that my time 

as Secretary has been too short; however, the naval services continue 

in the good hands of the Secretariat, Adm. Vern Clark, Gen. 

Jim Jones and all the other leaders of the Navy-Marine Corps Team. 

Our naval services are well positioned to carry on their long and 

great tradition of defending liberty and freedom around the world.” 

The new department will analyze threats,guard borders, coordinate 

national responses and focus the “full resources of the American 

government on the safety of its people,” Bush said. The bill is a response 

to the Sept.11 attacks in New York and Washington D.C. The 

idea is to place all federal agencies involved with homeland security 

under one umbrella. The few exceptions are the military, the 

Federal Bureau of Investigation and the Central Intelligence Agency. 

He said the Homeland Security Act is the “next logical step” in defending 

America. The act amalgamates 22 agencies into one department. 

“To succeed in their mission, leaders of the new department 

must change the culture of many diverse agencies, directing 

all of them toward the principal objective of protecting the American 

people,” Bush said. “The effort will take time and focus and 

steady resolve.” He said adjustments in the department will be 

needed, as this is the largest reorganization of the U.S. Government 

since the 1947 act that established the Defense Department. He 

said the new department would analyze information collected by 

U.S.intelligence agencies and match that against American vulnerabilities. 

The new agency will work with other agencies, the private 

sector, and state and local governments to harden America’s defenses 

against terror, Bush stated. 

The agency will focus on safeguarding the U.S. computer network, 

and defend against the growing threat of chemical, biological or 

nuclear assaults. The Department of Homeland Security will be one 

point of contact for state and local officials, and place security for 

all U.S. transportation systems under one roof. Bush noted the Department 

of Homeland Security will end duplication and overlapping 

responsibilities. 

As we go to press Secretary England is expected to continue as Secretary 

of the Navy until January 2003. 

CHIPS Winter 2003 7

By Adm.Vern Clark, Chief of Naval Operations 

Adm. Clark has written numerous articles and continues to speak about his vision for a fullynetworked 

joint warfighter embodied in the vision for Sea Power 21. CHIPS’ editors had the 

opportunity to talk with Adm. Clark and hear him speak about how Sea Power 21 will tie together the 

Naval, Joint and national information grid, at the USNI Warfare Exposition and Symposium,Virginia 

Beach, Va., Oct. 2, 2002. At a lively question and answer session, one young Sailor challenged the 

CNO doubting that the Navy’s transformation could be done — the CNO countered,“You just watch 

us, but we would rather have you join us.” Excerpts are taken from the CNO’s article for Proceedings 

Magazine (October 2002 Volume 128/10/1,196), “Sea Power 21— Projecting Decisive Joint 

Capabilities” and the admiral’s remarks at the symposium. At left: U. S. Navy photo by PH3 Yesenia 

Rosas. 

...The 21st century sets the stage for tremendous increases in 

Naval precision, reach, and connectivity, ushering in a new era of 

joint operational effectiveness. Innovative concepts and technologies 

will integrate sea, land, air, space and cyberspace to a 

greater extent than ever before. In this unified battlespace, the 

sea will provide a vast maneuver area from which to project direct 

and decisive power around the globe. Future Naval operations 

will use revolutionary information superiority and dispersed, 

networked force capabilities to deliver unprecedented offensive 

power, defensive assurance, and operational independence to 

Joint Force Commanders. Our Navy and its partners will dominate 

the continuum of warfare from the maritime domain — 

deterring forward in peacetime, responding to crises, and fighting 

and winning wars. By doing so, we will continue the evolution 

of U.S. Naval power from the blue-water, war-at-sea focus of 

the“Maritime Strategy”(1986), through the littoral emphasis of“. 

. . From the Sea” (1992) and “Forward . . . from the Sea” (1994), to a 

broadened strategy in which Naval forces are fully integrated into 

global joint operations against regional and transnational dangers. 

The events of 9-11,tragically illustrated that the promise of peace 

and security in the new century is fraught with profound dangers: 

nations poised for conflict in key regions, widely dispersed 

and well-funded terrorist and criminal organizations, and failed 

states that deliver only despair to their people. These dangers 

will produce frequent crises, often with little warning of timing, 

size, location or intensity. Associated threats will be varied and 

deadly, including weapons of mass destruction, conventional 

warfare, and widespread terrorism. Future enemies will attempt 

to deny us access to critical areas of the world, threaten vital 

friends and interests overseas, and even try to conduct further 

attacks against the American homeland. These threats will pose 

increasingly complex challenges to national security and future 

warfighting. 

Previous strategies addressed regional challenges. Today,we must 

think more broadly. Enhancing security in this dynamic environment 

requires us to expand our strategic focus to include both 

evolving regional challenges and transnational threats. This combination 

of traditional and emerging dangers means increased 

risk to our nation. To counter that risk, our Navy must expand its 

striking power, achieve information dominance, and develop 

transformational ways of fulfilling our enduring missions of sea 

control, power projection, strategic deterrence, strategic sealift, 

and forward presence. 

Three fundamental concepts lie at the heart of the Navy’s continued 

operational effectiveness: Sea Strike,Sea Shield and Sea Basing, 

illustrated in Figure 1. Sea Strike is the ability to project precise 

and persistent offensive power from the sea; Sea Shield extends 

defensive assurance throughout the world; and Sea Basing 

enhances operational independence and support for the joint 

force. These concepts build upon the solid foundation of the 

Navy-Marine Corps team, leverage U.S. asymmetric advantages, 

and strengthen joint combat effectiveness. 

We often cite asymmetric challenges when referring to enemy 

threats, virtually assuming such advantages belong only to our 

adversaries. Sea Power 21 is built on a foundation of American 

asymmetric strengths that are powerful and uniquely ours. 

Among others, these include the expanding power of computing,systems 

integration,a thriving industrial base,and the extraordinary 

capabilities of our people, whose innovative nature and 

desire to excel give us our greatest competitive advantage. 

Sea Strike,Sea Shield and Sea Basing will be enabled by ForceNet, 

an overarching effort to integrate warriors,sensors,networks,command 

and control, platforms, and weapons into a fully netted, 

combat force. We have been talking about network-centric warfare 

for a decade, and ForceNet will be the Navy’s plan to make it 

an operational reality. Supported by ForceNet, Sea Strike, Sea 

Shield and Sea Basing capabilities will be deployed by way of a 

Global Concept of Operations that widely distributes the firepower 

of the fleet, strengthens deterrence, improves crisis response, 

and positions us to win decisively in war. 

Projecting Decisive Combat Power 

Projecting decisive combat power has been critical to every commander 

who ever went into battle, and this will remain true in 

decades ahead. Sea Strike operations are how the 21st century 

Navy will exert direct, decisive, and sustained influence in joint 

campaigns. They will involve the dynamic application of persistent 

intelligence,surveillance,and reconnaissance;time-sensitive 

strike; ship-to-objective maneuver; information operations; and 

covert strike to deliver devastating power and accuracy in future 

campaigns. Information gathering and management are at the 

8 


heart of this revolution in striking power. Networked, long-dwell 

Naval sensors will be integrated with national and joint systems 

to penetrate all types of cover and weather, assembling vast 

amounts of information. Data provided by Navy assets — manned 

and unmanned — will be vital to establishing a comprehensive 

understanding of enemy military, economic, and political 

vulnerabilities. Rapid planning processes will then use this 

knowledge to tailor joint strike packages that deliver calibrated 

effects at precise times and places. 

... Information superiority and flexible strike options will result in 

time-sensitive targeting with far greater speed and accuracy. 

Military operations will become more complicated as advanced 

intelligence, surveillance, and reconnaissance products proliferate. 

Expanded situational awareness will put massed forces at 

risk,for both friends and adversaries. This will compress timelines 

and prompt greater use of dispersed, low-visibility forces. Countering 

such forces will demand speed, agility and streamlined information 

processing tied to precision attack. Sea Strike will meet 

that challenge. 

The importance of information operations will grow in the years 

ahead as high-technology weapons and systems become more 

widely available. Information operations will mature into a major 

warfare area, to include electronic warfare, psychological operations, 

computer network attack, computer network defense, 

operations security and military deception. Information operations 

will play a key role in controlling crisis escalation and preparing 

the battlefield for subsequent attack. This U.S. asymmetric 

[advantage] will be a critical part of Sea Strike. 

When we cannot achieve operational objectives from over the 

horizon, our Navy-Marine Corps team moves ashore. Using advanced 

vertical and horizontal envelopment techniques, fully 

netted ground forces will maneuver throughout the battlespace, 

employing speed and precision to generate combat power. Supported 

by sea bases, we will exploit superior situational awareness 

and coordinated fires to create shock, confusion and chaos 

in enemy ranks. Information superiority and networking will act 

as force multipliers, allowing agile ground units to produce the 

warfighting impact traditionally provided by far heavier forces, 

bringing expeditionary warfare to a new level of lethality and 

combat effectiveness. 

... Sea Strike operations will be fully integrated into joint campaigns,adding 

the unique independence,responsiveness,and onscene 

endurance of Naval forces to joint strike efforts. Combined 

sea-based and land-based striking power will produce devastating 

effects against enemy strategic,operational and tactical pressure 

points — resulting in rapid,decisive operations and the early 

termination of conflict. 

Sea Shield to Protect Our National Interests 

Traditionally, Naval defense has protected the unit, the fleet and 

the sea lines of communication. Tomorrow’s Navy will do much 

more. Sea Shield takes us beyond unit and task-force defense to 

provide the nation with sea-based theater and strategic defense. 

Sea Shield will protect our national interests with layered global 

defensive power based on control of the seas, forward presence 

and networked intelligence. It will use these strengths to enhance 

homeland defense,assure access to contested littorals and project 

defensive power deep inland. As with Sea Strike, the foundation 

Figure 1. Sea Power 21 

Sea Shield 

FORCENet 

Sea Basing 

Sea Strike 

of these integrated operations will be information superiority,total 

force networking,and an agile and flexible sea-based force. Homeland 

defense will be accomplished by a national effort that integrates 

forward-deployed Naval forces with the other military services,civil 

authorities,and intelligence and law-enforcement agencies. 

Working with the newly established Northern Command, 

we will identify, track, and intercept dangers long before they 

threaten our homeland ... 

Maritime patrol aircraft,ships,submarines and unmanned vehicles 

will provide comprehensive situational awareness to cue 

intercepting units. When sent to investigate a suspicious vessel, 

boarding parties will use advanced equipment to detect the 

presence of contraband by visual, chemical and radiological 

methods. Forward-deployed Naval forces will also protect the 

homeland by engaging inbound ballistic missiles in the boost or 

mid-course phase,when they are most vulnerable to interception. 

In addition,our nuclear-armed Trident ballistic missile submarine 

force will remain on silent patrol around the world, providing the 

ultimate measure of strategic deterrence. These highly survivable 

submarines are uniquely powerful assets for deterring aggressors 

who would contemplate using weapons of mass destruction. 

... In times of rising tension, prepositioned Naval units will sustain 

access for friendly forces and maritime trade by employing evolving 

expeditionary sensor grids and advanced deployable systems 

to locate and track enemy threats. Speed will be an ally as linked 

sensors,high-speed platforms,and improved kill vehicles consolidate 

area control, including the location and neutralization of 

mines via state-of-the-art technology on dedicated mine warfare 

platforms and battle group combatants. Mission-reconfigurable 

Littoral Combat Ships, manned and unmanned aviation assets, 

and submarines with unmanned underwater vehicles will gain 

and maintain the operational advantage,while sea-based aircraft 

and missiles deliver air dominance. The result will be combatready 

forces that are prepared to “climb into the ring” to achieve 

and sustain access before and during crises. 

A next-generation long-range surface-to-air Standard Missile, 

modernized E-2 Hawkeye radar and Cooperative Engagement 

Capability will combine to extend sea-based cruise missile defense 

far inland. This will reinforce the impact of sea-based ballistic 

missile defense and greatly expand the coverage of Naval area 

defense. These capabilities represent a broadened mission for 

our Navy that will lessen the defensive burden on land forces and 

increase sea-based influence over operations ashore. 

CHIPS Winter 2003 9

“... In the role of ForceNet chief engineer, we must think outside the boundaries of SPAWAR’s traditional product lines to build a 

truly robust architecture encompassing the integration of weapon, sensor and information grids ... It is an exciting time to be a 

part of the SPAWAR team. Our mission is critical, now more than ever, to the Navy and Nation during the war against terrorism. 

In the weeks and months to come, we must continue to focus on providing the blue prints for ForceNet ...” 

Rear Adm. Kenneth D. Slaght, COMSPAWAR, addressing SPAWAR employees, June 21, 2002 

Offensive and Defensive Independence 

... Sea Basing serves as the foundation from which offensive and 

defensive fires are projected — making Sea Strike and Sea Shield 

realities. As enemy access to weapons of mass destruction grows, 

and the availability of overseas bases declines, it is compelling 

both militarily and politically to reduce the vulnerability of U.S. 

forces through expanded use of secure, mobile, networked sea 

bases. Sea Basing capabilities will include providing Joint Force 

Commanders with global command and control extending integrated 

logistical support to other Services. Afloat positioning of 

these capabilities strengthens force protection and frees airliftsealift 

to support missions ashore. 

Netted and dispersed sea bases will consist of numerous platforms, 

including nuclear-powered aircraft carriers, multi-mission 

destroyers, submarines with Special Forces and maritime prepositioned 

ships, providing greatly expanded power to joint operations. 

Sea-based platforms will also enhance coalition-building 

efforts, sharing their information and combat effectiveness 

with other nations in times of crisis. 

Sea Basing accelerates expeditionary deployment and employment 

timelines by prepositioning vital equipment and supplies 

in-theater, preparing the United States to take swift and decisive 

action during crises. We intend to develop these capabilities to 

the fullest extent. Strategic sealift will be central to this effort. It 

remains a primary mission of the U.S. Navy and will be critical 

during any large conflict fought ashore. Moreover, we will build 

prepositioned ships with at-sea-accessible cargo, awaiting closure 

of troops by way of high-speed sealift and airlift. Joint operational 

flexibility will be greatly enhanced by employing prepositioned 

shipping that does not have to enter port to off-load. 

Twenty-first-century operations will require greater efficiencies 

through the development of joint logistical support ... 

ForceNet is the glue ... 

ForceNet is the “glue” that binds together Sea Strike, Sea Shield 

and Sea Basing. It is the operational construct and architectural 

framework for Naval warfare in the information age, integrating 

warriors,sensors, command and control, platforms, and weapons 

into a networked, distributed combat force. ForceNet will provide 

the architecture to increase substantially combat capabilities 

through aligned and integrated systems, functions, and missions. 

It will transform situational awareness, accelerate speed of 

decision and allow us to greatly distribute combat power. 

ForceNet will harness information for knowledge-based combat 

operations and force survivability and provide real-time enhanced 

collaborative planning among joint and coalition partners. 

Using a total system approach, ForceNet will shape the 

development of integrated capabilities. These include maritime 

information processing and command and control components 

that are fully interoperable with joint systems; intelligence, 

surveillance, and reconnaissance fusion capabilities to support 

rapid targeting and maneuver; open systems architecture for 

broad and affordable interoperability; and safeguards to ensure 

networks are reliable and survivable. ForceNet also emphasizes 

the human factor in the development of advanced technologies. 

This philosophy acknowledges that the warrior is a premier 

element of all operational systems. Today, ForceNet is moving 

from concept to reality. Initial efforts will focus on integrating 

existing networks, sensors and command and control systems. 

In the years ahead, it will enable the Naval service to employ a 

fully netted force, engage with distributed combat power, and 

command with increased awareness and speed as an integral part 

of the joint team. 

Global Concept of Operations 

Sea Power 21 will be implemented by a Global Concept of 

Operations that will provide our nation with widely dispersed 

combat power from platforms possessing unprecedented 

warfighting capabilities ... The Global Concept of Operations will 

disperse combat striking power by creating additional 

independent operational groups capable of responding 

simultaneously around the world. This increase of combat power 

is possible because technological advancements are dramatically 

transforming the capability of our ships, submarines and aircraft 

to act as power projection forces, netted together for expanded 

warfighting effect. 

... The Global Concept of Operations requires a fleet of approximately 

375 ships that will increase our striking power from today’s 

12 carrier battle groups, to 12 Carrier Strike Groups, 12 Expeditionary 

Strike Groups, and multiple missile-defense Surface Action 

Groups and guided-missile submarines. These groups will 

operate independently around the world to counter transnational 

threats and they will join together to form Expeditionary Strike 

Forces — the “gold standard” of Naval power — when engaged 

in regional conflict. 

Sea Trial, Sea Warrior and Sea Enterprise 

We are developing Sea Strike, Sea Shield and Sea Basing through 

a supporting triad of organizational processes: Sea Trial,Sea Warrior 

and Sea Enterprise — initiatives that will align and accelerate 

the development of enhanced warfighting capabilities for the 

fleet .... The Navy starts with the fleet, and Sea Trial will be fleetled. 

The Commander, U.S. Fleet Forces Command, will serve as 

Executive Agent for Sea Trial, with Second and Third Fleet commanders 

sponsoring the development of Sea Strike, Sea Shield 

and Sea Basing capabilities. These commanders will reach 

throughout the military and beyond to coordinate concept and 

technology development in support of future warfighting effectiveness. 

The Systems Commands and Program Executive Offices 

will be integral partners in this effort,bringing concepts to reality 

through technology innovation and the application of sound 

business principles. 

The Navy Warfare Development Command, reporting directly to 

the Commander, U.S. Fleet Forces Command, will coordinate Sea 

Trial. Working closely with the fleets, technology development 

10 CHIPS Dedicated to Sharing Information*Technology*Experience

centers and academic resources, the Navy Warfare Development 

Command will integrate wargaming, experimentation, and exercises 

to speed development of new concepts and technologies. 

They will do this by identifying candidates with the greatest potential 

to provide dramatic increases in warfighting capability. 

Embracing spiral development,these technologies and concepts 

will then be matured through targeted investment and guided 

through a process of rapid prototyping and fleet experimentation. 

“ ... I don’t need anymore R&D bills for the old Navy 

stovepipe — everything we build or buy — will be for 

a joint environment ...” 

... The Sea Warrior program implements our Navy’s commitment 

to the growth and development of our people. It will serve as the 

foundation of warfighting effectiveness by ensuring the right skills 

are in the right place at the right time. Led by the Chief of Naval 

Personnel and Commander, Naval Education and Training Command,Sea 

Warrior will develop naval professionals who are highly 

skilled, powerfully motivated, and optimally employed for mission 

success. 

Traditionally, our ships have relied on large crews to accomplish 

their missions. Today, our all-volunteer service is developing new 

combat capabilities and platforms that feature dramatic 

advancements in technology and reductions in crew size. The 

crews of modern warships are streamlined teams of operational, 

engineering and information technology experts who collectively 

operate some of the most complex systems in the world. As 

optimal manning policies and new platforms reduce crew size 

further,we will increasingly need Sailors who are highly educated 

and expertly trained. 

In July 2001,we established Task Force EXCEL (Excellence through 

our Commitment to Education and Learning) to begin a revolution 

in training that complements the revolution in technologies, 

systems, and platforms for tomorrow’s fleet. We are dedicated to 

improving our Sailors’ professional and personal development, 

leadership, military education, and performance. Task Force EX 

CEL will apply information-age methods to accelerate learning 

and improve proficiency, including advanced trainers and simulators,tailored 

skills training programs,improved mentoring techniques,and 

more effective performance measurement and counseling 

tools. 

... Central to Sea Warrior is Project SAIL (Sailor Advocacy through 

Interactive Leadership). Project SAIL is moving the Navy toward 

an interactive and incentivized distribution system that includes 

guaranteed schools for high-performing non-rated personnel, 

team detailing,Internet job listings,an information call center and 

expanded detailer outreach. These actions will put choice in the 

process for both gaining commands and Sailors, and it will empower 

our people to make more informed career decisions. Our 

goal is to create a Navy in which all Sailors — active and reserve, 

afloat and ashore — are optimally assessed,trained and assigned 

so that they can contribute their fullest to mission accomplishment. 

Among the critical challenges that we face today are finding and 

allocating resources to recapitalize the Navy. We must replace 

Cold War-era systems with significantly more capable sensors,networks, 

weapons, and platforms if we are to increase our ability to 

deter and defeat enemies. 

Sea Enterprise, led by the Vice Chief of Naval Operations, is key to 

this effort. Involving the Navy Headquarters, the Systems Commands 

and the Fleet,it seeks to improve organizational alignment, 

refine requirements, and reinvest savings to buy the platforms 

and systems needed to transform our Navy. Drawing on lessons 

from the business revolution,Sea Enterprise will reduce overhead, 

streamline processes, substitute technology for manpower and 

create incentives for positive change. Legacy systems and platforms 

no longer integral to mission accomplishment will be retired, 

and we will make our Navy’s business processes more efficient 

to achieve enhanced warfighting effectiveness in the most 

cost-effective manner. 

...It is also important that our leaders understand sound business 

practices so that we can provide the greatest return on the 

taxpayer’s investment. To meet this need, we are creating 

educational opportunities to teach our leaders about executive 

business management, finance and information technology. For 

example, the Center for Executive Education at the Naval 

Postgraduate School brings together rising flag officers and 

private industry decision-makers to discuss emerging business 

practices. We must also extend this understanding to the 

deckplates,so that our future leaders gain experience in a culture 

of strengthened productivity and continually measured 

effectiveness. 

Increased inter-service integration also holds great promise for 

achieving efficiencies. For example, the Navy and Marine Corps 

tactical aviation integration plan will save billions of dollars for 

both services, enhance our interoperability, and more fully integrate 

our people. Whether it is the U.S. Coast Guard’s Deepwater 

Integrated Systems Program, new munitions being developed 

with the U.S. Air Force, joint experiments with the U.S. Army on 

high-speed vessels,or a new combined intelligence structure with 

the U.S. Marine Corps, we will share technologies and systems 

whenever possible ...Savings captured by Sea Enterprise will play 

a critical role in the Navy’s transformation into a 21st-century force 

that delivers what truly matters: increased combat capability. 

“... Generation X, what is that ... All I can say is that 

the young people in the Navy today fighting in 

defense of freedom are the best. I am very proud of 

the job they are doing ...” 

Global Naval Power 

The 21st century is clearly characterized by dangerous uncertainty 

and conflict. In this unpredictable environment, military forces 

will be required to defeat a growing range of conventional and 

asymmetric threats. Sea Power 21 is our vision to align, organize, 

integrate, and transform our Navy to meet the challenges that lie 

ahead ... It is global in scope, fully joint in execution, and dedicated 

to transformation. It reinforces and expands concepts being 

pursued by the other Services — long-range strike; global 

intelligence,surveillance,and reconnaissance; expeditionary maneuver 

warfare; and light, agile ground forces — to generate 

maximum combat power from the joint team ... 

CHIPS Winter 2003 11

Edited from a brief given by 

Adm. Doran at TechNet Asia- 

Pacific 2002, November 2002. 

“Uniting and Securing the 

Pacific through Technology” 

is an appropriate theme, 

considering the vastness, 

diversity,and importance of 

the region. Earlier this year, 

while addressing the Diet in 

Tokyo, President Bush said 

that the success of the Pa- 

Adm. Walter F. Doran cific is essential to the entire 

Commander, U.S. Pacific Fleet world, and that he’s convinced 

“the 21st century will 

be the Pacific century.” That’s quite an endorsement ...and,it highlights 

for us that a stable, united, and secure Pacific is in our, and 

the world’s best interest. As the Pacific Fleet Commander, that is 

one of my primary tasks and I need the help of all of you to accomplish 

it. 

Another important responsibility that I have is to organize, train 

and equip our Naval Forces for the Pacific Commander, in carrying 

out that responsibility, I depend on you again ... because we 

equip our Sailors with the systems and technology that you develop 

so that they can accomplish the mission. I’ll discuss that 

mission and our current operations and touch upon the technology,developed 

by many of you,that enables Sailors to succeed ... 

then I’ll describe our vision and goals for the future ... of which 

you are an increasingly important part. 

We are a 310 ship Navy. Today, 161 of these ships are underway 

or away from their homeport, and of these, 115 are deployed ... 

more than half from the Pacific. The USS Abraham Lincoln is flying 

missions over Iraq enforcing the Southern No-Fly zone. The 

ships of her Battle Group are enforcing U.N.Sanctions against Iraq 

and hunting for terrorists on the high seas with our allies. The 

Belleau Wood Amphibious Ready Group is wrapping up her tour 

in the region supporting Operation Enduring Freedom and contingency 

operations,and is headed home via some well-deserved 

port visits. The USS Kitty Hawk, our forward-deployed carrier 

homeported inYokosuka,Japan,recently completed Carrier Qualifications 

with her air wing and is a “full-up round” after a brief 

respite and a much-needed maintenance period. The Forward 

Deployed Naval Force truly remains the “Tip of the Spear” in the 

Western Pacific. 

The Essex Amphibious Ready Group, also homeported in Japan, 

is ready for tasking and training hard. The Constellation Battle 

Group left San Diego almost three weeks ago en route to the war, 

and the Tarawa Amphibious Ready Group is in the final stages of 

their training. The Carl Vinson Battle Group is also training hard 

and will deploy soon. No surprises here. This is what we do, and 

we do it better than any Navy in history. None of us know what 

the future will hold — but the Pacific Fleet will be ready if called. 

This past year in support of the Global War on Terror, the Navy 

has deployed seven Carrier Battle Groups,five Amphibious Ready 

Groups, and more than 80,000 Sailors and Marines to Southwest 

Asia. Less than a month after September 11, our pilots were flying 

combat missions over 1,000 miles inland taking the fight to 

the Taliban and al Qaeda with a 70 percent bombing effectiveness 

rate. This is a tribute to our outstanding Airmen and hardworking 

Sailors, and to you — the technical community — who 

develop the tools that help us do our jobs better and more efficiently. 

Much has been said about our asymmetric scientific and technological 

advantage, and how we will use this advantage to continue 

to dominate the battlespace. Your work in the critical areas 

of communications,electronics,intelligence and information systems, 

is helping us win the war on terrorism,and will be critical as 

we continue the fight against a distributed, elusive and dangerous 

enemy. While we ARE winning, the war is far from over as 

demonstrated inYemen,Indonesia,the Philippines and elsewhere. 

Thanks to you, our Sailors on the frontline have some extraordinary 

tools to accomplish their mission. Communications systems 

are more automated and much more reliable. Radioman have 

been transformed into Information Technicians. They manage a 

myriad of communications and Link systems including SHF, EHF 

SATCOM MDR, Link 16, Satellite Link 16 and multiple forms of old 

reliable Link 11. 

In addition to being the first battle group to deploy the F/A-18 E/F 

and taking forward our Sea Swap initiative with USS Fletcher — 

the Abraham Lincoln Battle Group has brought the Joint Fires Network, 

a network-centric warfare system that enables real-time 

engagement of time critical targets. This capability will allow ships 

in a battle group to share real time targeting and intelligence data 

with each other, as well as with other warfighting assets in a joint 

or coalition task force. 

Area Air Defense Commander capabilities also accompanied 

Lincoln to the fight, and next year’s deployment of Nimitz Battle 

Group will introduce Cooperative Engagement Capability to the 

Pacific Fleet. Today, Collaboration at Sea and K-WEB are addressing 

the challenge that Naval Forces face in connecting a large 

group of worldwide users to a significant amount of information, 

in an environment of low bandwidth and intermittent connectivity. 

Collaboration at Sea and K-WEB are addressing these issues 

through the use of three important tools: a standardized 

operational Web site for non-real time collaboration, chat capability 

for real time collaboration, and customized Web site replication 

to mitigate bandwidth limitations. In the past,Battle Group 

Commanders’ fireside chats were conducted via a satellite command 

circuit — a Communications Officer’s nightmare! Today,in 

many cases, they are conducted via chat room. Warfare Commanders 

have separate chat rooms to help manage the war, as 

do operators to share expertise and experience. 

A Joint Task Force can now train via the Web ...In the Pacific Fleet, 

we have just demonstrated the value and efficiency of this innovative 

training tool. Sailors, Soldiers, Airmen and Marines, making 

up a standing Joint Task Force, can train through Web-based 

technology at their individual duty stations. Then, when called 

upon, can assemble as a JTF and carry out missions directed by 

12 


the Pacific Commander. This is truly transformational 

and has great potential for use, not 

only here, but in every theater. We are also 

pushing the bandwidth envelope. Photos of 

suspected oil smugglers or terrorists are relayed 

back from the front where their profiles 

can be compared in worldwide databases. 

Through Distance Support, ship technicians 

are reaching back to CONUS for help in 

troubleshooting and repairing casualties allowing 

ships to stay on station and minimize 

the expense of flying technicians to the theatre. 

There are many other examples. Advances 

in IT have taken the Navy into the 21st 

Century. We are breaking new ground with unmanned vehicles, 

shortening the timeline from sensor to shooter, and adding precision 

and lethality to our weapons. 

But, as we all know, advancement and innovation does not come 

without challenges. One such challenge is bandwidth. Our new 

Arleigh Burke Aegis Destroyers, even with a Dual Inmarsat capability, 

are limited to 64 kilo bits per second, and [they] have multiple 

antenna blind zones to manage. Bandwidth allocation and 

management — Fleet and Battle Group-wide — is still a challenge, 

as is interoperability with our coalition, and in some cases, 

joint partners. The Coalition Wide Area Network is a success and 

being used extensively during Operation Enduring Freedom as a 

critical communications link with our coalition partners. However, 

COWAN has many restrictions making information sharing 

across the coalition often very, very difficult. We must get this 

right. 

These are some of the nagging problems that Sailors work 

through daily. The future holds the solutions to these problems, 

because you will deliver them along with other advances and innovations 

not yet imagined. To achieve this goal — with your 

help and capability — we in uniform must share our vision of the 

future. I’m convinced the future is exciting for the U.S. Navy ... 

and while our focus remains unquestionably the Global War On 

Terrorism, we must plan and prepare for a dynamic and indeed 

an uncertain future. Today’s strategic environment is far less stable 

than the era of the Cold War where we had predominantly one 

competitor and adversary — the former Soviet Union. 

Today in the Pacific we face a multitude of threats from state and 

non-state actors magnified by the proliferation of weapons of 

mass destruction. To effectively deal with this destabilizing and 

dangerous threat, we must recapitalize our force, transform, and 

distribute our combat power. As defined by Adm.Clark,our CNO, 

Sea Power 21 is the blueprint for this change organized around 

three core operational concepts: Sea Strike (projecting precise, 

persistent, and decisive firepower globally from the sea), Sea 

Shield (projecting defensive power deep overland to protect our 

joint forces and ensure our access to the littoral), and Sea Basing 

(projecting operational independence for our joint forces from 

the sea). 

The glue that binds these concepts together is ForceNet ... a concept 

that is being developed by Vice Adm.Dick Mayo and his crew 

at the new Naval Network Warfare Command. ForceNet, when 

fully developed,will integrate our ships,sensors and weapons into 

a networked combat force. The first step toward ForceNet is, in 

USS Abraham Lincoln (CVN 72) 

Nov. 24, 2002 — EWS2 Sarah 

Lanoo operates a Naval Tactical 

Data System (NTDS) console in 

the Combat Direction Center 

(CDC) aboard USS Abraham 

Lincoln. The Abraham Lincoln is 

on a regularly scheduled 

deployment conducting combat 

operations in support of 

Operation Southern Watch. U.S. 

Navy photo by PH3 Patricia 

Totemeier. 

the near term, to network legacy systems and remove systems 

that can’t be networked. Sea Power 21 will be implemented by a 

Naval Global Concept of Operations that restructures our force 

and distributes our striking power. Tomorrow’s force will be made 

up of Carrier and Expeditionary Strike Groups, Missile Defense 

Surface Action Groups,the Cruise Missile Nuclear Submarine and 

a faster, more capable, and more versatile combat logistics force 

— all networked together. 

In fact,in the coming year, both the Pacific and Atlantic Fleets will 

use deployers to experiment with the Expeditionary Strike Group 

[ESG - an amphibious ship with embarked Marine Expeditionary 

Units,a cruiser,a destroyer,a frigate,an attack submarine and dedicated 

P-3 Orion surveillance aircraft] concept, it combines surface 

combatants and submarines with our Amphibious Ready 

Groups and gives us greater operational agility and offensive capability. 

The experiments look different on each coast ... In the 

Pacific we will add a Flag Officer in command with an operational 

staff ...this will give us an opportunity to compare and learn from 

two different approaches. We will also experiment with this concept 

early next year during Exercise Tandum Thrust. 

Sea Power 21 supporting initiatives already in development are: 

Sea Trial (a fleet-led effort to identify and transition promising 

capabilities to our ships through aggressive experimentation),Sea 

Warrior (an innovative training and detailing approach to ensure 

our Sailors are given the right skills, and are detailed commensurate 

with these skills at the right time),and Sea Enterprise (a badly 

needed streamlining of our resource and acquisition process). In 

the development of ForceNet, clearly there is a role for the technology 

community — your intellect,and experience,at every step 

of the transformation process to make Sea Power 21 a reality. It’s 

going to be a fast and exciting ride and we will take it together. I 

will go further to say that your role in this process is absolutely 

vital. You are the source of our asymmetric advantage and the 

ones who, year after year, deliver our Sailors the tools to keep our 

nation safe. 

Earlier this year,at the Argonne National Laboratory in Illinois,the 

President said, “In this new war, we will rely upon the genius and 

creativity of the American people. Our scientific community is serving 

on the front lines of this war, by developing new technologies 

that will make America safer.” He couldn’t be more right and this 

is the charge for each and every one of you. I hope that I have 

given you an adequate picture of where the Navy is, where we 

are going, and how much we appreciate and depend on your 

service. We all have a great challenge ahead of us, and I am confident 

that together we will meet those challenges. 


It is a great pleasure to be with you to discuss 

the state of the U.S. Navy ... I had the 

great pleasure of welcoming the USS 

Monitor’s turret home to Hampton Roads 

a few weeks ago. It was an impressive occasion. 

I think Monitor’s story has great 

lessons for Americans. 

In many ways USS Monitor symbolizes 

both the best and worst about America. In 

my view, America’s greatest quality is our 

innovative spirit. Our freedom, ideas and 

actions have produced the world’s greatest 

inventions and subsequently the greatest 

economy. At the same time,Americans 

have short memories. We, too quickly forget 

the sacrifices that have been made by 

so many to make this nation what it is today. 

USS Monitor was clearly the most innovative 

ship of her day — an iron ship,172-feet 

long with a 41-feet, 6-inch beam and two 

12-inch guns housed in a revolving turret. 

There are many first’s associated with the 

USS Monitor, she was the first ship to have 

a revolving turret, she was the first ship 

where the officers and crew had to live 

entirely below the waterline, she was the 

first ship credited with having below waterline 

flushing toilets. [But] most important 

was the crew. The crew — like all of 

our Sailors today — were strictly volunteers. 

Those young people valiantly fought the 

USS Virginia to a draw and ended Virginia’s 

unchallenged assault on the U.S.Fleet. But 

what too many people forget is that those 

men went down in a storm because Monitor 

wasn’t really ready for action. Our greatest 

weakness is that [our] memories are too 

short. USS Monitor was an innovative ship, 

but we could have done better. 

The fact is that the Monitor’s pumps were 

inadequate to keep her from sinking during 

stormy weather in December 1862. 

Talking with Vice Adm. Albert H. Konetzni, Jr., USN 

Deputy and Chief of Staff U.S. Atlantic Fleet 

“When President Theodore Roosevelt announced that the nation would ‘Speak softly 

and carry a big stick,’ the big stick he was referring to was the United States Navy ...” 

Edited from remarks given by Vice Adm. Konetzni at the USNI Warfare Exposition and Symposium, 

Oct. 2, 2002. 

The USS Monitor’s construction had been 

rushed because the U.S.Navy was too slow 

to embrace ironclads. In the end, Monitor 

sunk not from enemy fire, but from faulty 

systems and design. That is the message I 

want to bring to you today. We have a great 

country, capable of awesome Naval innovation. 

We have great young men and 

women, who will carry the day when the 

nation calls. If we ignore history we will allow 

our readiness to slip and our force 

structure to dwindle. Our young people 

are the ones who will suffer the consequences. 

Innovation, especially in America, is truly 

accelerating. Think of how the cellular telephone 

and personal computer have 

changed our lives. Technologies like the 

Global Positioning System and unmanned 

systems are changing the way we live and 

fight. I am convinced that these are just 

the tips of the technological iceberg of 

change. The question is: How do we capture 

these innovations and use them correctly 

to ensure that we are ready for the 

challenges ahead In my view, great innovations 

will only be successful if they are 

formed by knowledge of history. We have 

not always applied American ingenuity 

soon enough to make a difference. 

History is full of examples of [America] not 

being ready for the worst: World War II — 

after a devastating blow at Pearl Harbor,we 

sent our submarines to the fight with torpedoes 

that didn’t work; in Korea — our 

soldiers froze because they didn’t have 

warm clothing and we didn’t have the 

bridge forging machines that we needed. 

In Vietnam — we didn’t build the national 

and military resolve necessary to win. 

Unfortunately, the war on terrorism in 

some ways is no different. I could go on all 

day about the [problems] of the nineties ... 

as a result, our Navy had some real problems 

at the start of the war [on terrorism]. 

We didn’t have enough bombs to get the 

job done and were forced to borrow thousands 

from the U.S. Air Force. Years of neglect 

on maintaining the Fleet showed, as 

we had to pump millions of dollars into the 

USS John F. Kennedy to get her underway. 

The size of our Fleet is dwindling toward 

300 ships or lower — yet we don’t have the 

resources to build ships while at the same 

time maintain the ones we have. 

Our nation’s foreign policy with regard to 

terrorism was also rather naive. In hindsight,it 

is clear that our response to terrorism 

pre-9-11 was inadequate. If we had 

taken the time to understand history and 

our cultural differences with other people, 

we may have seen the signs of 9-11 on the 

horizon. Whether it was Lebanon, Khobar 

Towers, our embassies in Africa,or the USS 

Cole, our responses were piecemeal and 

ineffective ... 

History has told us that wars always result 

from miscalculation. We left the impression 

in the minds of the terrorists that we 

were weak and unwilling to risk going after 

them. We left the widespread idea that 

America would only lob a few rockets and 

then go home. How wrong they were ... 

...I don’t want you to get the impression 

that I am negative — quite the opposite. 

We are making real progress in this war. 

The Taliban that supported al Qaeda is no 

longer in power in Afghanistan. Almost 

2,000 terrorists and their supporters have 

been captured. President Bush is serious 

when he says that “We will not stop until 

we get them all.” Naval Forces are the 


difference-makers in this new war: ♦In the last year, six CVBGs 

Mine Warfare ... 

(Carrier Battle Groups) and seven ARGs (Amphibious Ready 

Groups) have sustained our Seals and Marines over 600 miles 

inland. ♦The USS Kitty Hawk (CV-63) deployed immediately to 

serve as a forward operating base for our special forces. ♦Carrier 

Aircraft have struck over 2,000 targets on missions that have 

sometimes lasted over 12 hours. ♦Our ships have launched over 

100 tomahawk missiles. ♦We have conducted over 200 

boardings in support of operations aimed at capturing fleeing 

terrorists. 

We are winning the war on terrorism mainly because of our wonderful 

people in the military. It comes as no surprise to me that 

our young people have performed so brilliantly. There has been 

a lot of talk about this generation or that generation,but let there 

be no doubt — this current generation is up to the challenge. I 

have vivid memories of meeting with a young Seal at the Portsmouth 

Naval Hospital. I can’t tell you his name, but his nickname 

is Turbo. Turbo went to some hellish places to take on al Qaeda. 

He gave his left leg for his country and some of his buddies gave 

their lives. You can be proud of your Navy’s performance during 

this war on terrorism. The simple fact is that we could not have 

executed the campaign in Afghanistan without our nation’s aircraft 

carriers and all the ships — and all the young people that 

support them. At the same time, however, we all know that the 

nation is not building enough ships and submarines to accomplish 

all we are being asked to do today and in the future. We 

need 8 to 10 [new ships] per year to sustain current force structure; 

we will build 5 in FY02. 

Our efforts in Afghanistan have proven the U.S. Navy is truly the 

key to success in 21st century warfare where we often will not 

have forward bases from which to operate. Our dilemma is that 

given our current resources, we can’t maintain a forward fleet, 

fight the war, maintain our ships at the right level of readiness, 

and build enough ships to have a future fleet that is adequate. 

First, we need to be more efficient — then we must argue for an 

appropriate bottom line. The nation needs to know the consequences 

for not maintaining and building an adequately sized 

fleet. So now, the problem that we as a nation face: Which vital 

missions do we ignore Which ships do we allow to rust at the 

pier Which world crisis do we neglect in order to respond to 

some other crisis, somewhere else We need to make the intellectual 

argument for fully funded depot level maintenance, and 

building the right number of ships and aircraft. In the end, the 

Congress and the public need to understand that maintaining 

the most capable Navy in the world is expensive. But it is still the 

best security investment for their dollar. 

I need your help in keeping the Navy at the forefront of the 

public’s mind. I ask you to read, speak, think and write about our 

Navy’s future. Start a debate. Try and answer some questions 

like: Do we need more ships,aircraft and submarines If so, why 

For what missions What should the future Fleet look like Do 

we have ship maintenance right or is more needed Are we on 

the right course with regard to attrition, retention and leadership 

How can we meet the threats of terrorism and weapons of 

mass destruction Is Asia going to explode How can we ensure 

it doesn’t In the end, it’s your Navy and decisions made without 

a healthy debate are always flawed. 

Edited from a brief given by Vice Adm.Konetzni, Jr., Deputy and Chief 

of Staff, U.S. Atlantic Fleet at the USNI Warfare Exposition and 

Symposium. Vice Adm. Konetzni invited the press to a dialogue on 

mine warfare to fully understand the scope of Naval requirements. 

Thanks to Rear Adm. Paul Ryan, Commander MINEWARCOM and Lt. 

j.g.Herlina Rojas,MINEWARCOM Public Affairs Officer,for their expert 

insight and comments regarding this article. 

Sea mines have been an historically important factor in naval warfare. 

Mines have caused major damage to naval ships, slowed or 

stopped commercial shipping, and forced the alteration of strategic 

and tactical plans. Fourteen U.S.Navy ships have been sunk 

or damaged by mines since World War II (see Figure 1), over three 

times the number damaged by air and missile attack. Today, advancing 

technology heightens the threat posed by mines, making 

them more difficult to detect, classify and neutralize. These 

experiences,plus the ready availability to potential adversaries of 

inexpensive sea mines (see Figure 2) have increased interest in 

mine warfare within the U.S.Navy. In 1995, the Chief of Naval Operations 

directed that mine warfare receive greater emphasis and 

become an integral capability of battle forces rather than remain 

the sole province of a dedicated force. 

Mine warfare (MIW) is comprised of both mining operations and 

mine countermeasures, and may be either offensive or defensive 

in nature. Mine countermeasures (MCM) incorporate much more 

than actual mine detection and neutralization. Key elements of 

MCM include: intelligence; reconnaissance and warning; development 

and exploitation of environmental databases; reduction 

of ships’ magnetic and acoustic signatures; and specialized training 

in mine warfare tactics. 

Successful integration of MIW capability into battle group units 

requires its promotion as a major warfare area, similar to the traditional 

air, surface and submarine specialties. Each of these warfare 

specialties has a“sponsor,”specific to the platform type,within 

the OPNAV requirements division (N7). In contrast, MIW, in which 

effective execution requires use of platforms from various warfare 

specialties, has a capabilities-based sponsor, Expeditionary 

Warfare (N75). Public law [10 USC 505] mandates this sponsorship. 

Careful consideration should be given to the appropriate 

sponsorship for Mine Warfare so that the benefits of capabilitiesbased 

sponsorship can be maintained while advancing the emphasis 

on Mine Warfare as a vital warfare competency. 

The development of MIW capability within the battle force is 

known as“mainstreaming.” Mainstreaming of MIW can and should 

be happening today, independent of the introduction of organic 

mine warfare capabilities into the battle force. Fielding a MCM 

capability organic to battle force units provides increased impetus 

to development of MIW expertise. At the same time, 

mainstreaming provides the professional foundation on which 

effective utilization of future organic assets will be built. However, 

mainstreaming, with its emphasis on development of capabilities 

within the battle force,may lead to the misconception that 

new organic mine countermeasures systems (OMCM) are 

replacements for existing dedicated platforms. This is not the case. 


USS COLE DDG-67 

TERRORIST 

ATTACK 

Mines Damage More U.S. Warships Since 1950 

KOREA 1950-52 

VIETNAM 1969-72 

ISRAEL 1967 

IRAN 1987-88 

IRAQ 1991 

USS STARK FFG-31 

MISSILE 

USS LIBERTY 

AGTR-5 

TORPEDO 

USS HIGBEE 

DDG-806 

USS LIBERTY 

AGTR-5 

AERIAL 

ATTACK 

Figure 1. 

A good way to view the distinction between organic and 

dedicated MIW resources is to classify them either as tactical or 

strategic assets. Organic MCM systems are tactical in nature. They 

are resident within the battle group, and are intended to provide 

the ability to detect mines and a limited minesweeping capability 

that permits “punching through” a minefield if necessary. 

Dedicated MCM systems are theater or strategic assets. They are 

intended to provide large area or long-term MCM capability. 

Mine Warfare Command (MINEWARCOM) demonstrated its capability 

during a ten day at sea training period in the Gulf of 

Mexico in October 2002 with Norfolk-based USS Kearsarge 

(LHD 3). USS Kearsarge, acting as a stand-in Mine Warfare Command 

ship, embarked airborne, surface and undersea MCM personnel 

and equipment from Naval Station (NS) Ingleside and 

Naval Air Station (NAS) Corpus Christi during this simulated wartime 

scenario. According to Rear Adm. Paul Ryan, Commander, 

Mine Warfare Command, mine warfare forces are expeditionary 

by design. Packing up and going where needed and when 

needed is how mine warfare was conducted prior to Desert Storm 

and prior to having a dedicated mine warfare command and support 

ship. “This exercise familiarized a new generation of mine 

warfare personnel with the details of embarking on a ship of opportunity,”said 

Ryan. 

During the exercise,MINEWARCOM used USS Kearsarge as a host 

ship and exercised all three legs of the MCM triad: airborne, surface 

and underwater MCM. A squadron of MH-53 minehunting 

helicopters from NAS Corpus Christi provided airborne MCM. Explosive 

ordnance disposal (EOD) units embarked on USS 

Kearsarge provided underwater MCM. Three NS Ingleside 

minehunter and minesweeper ships, USS Sentry (MCM 3), USS 

Scout (MCM 8) and USS Devastator (MCM 6), provided surface 

MCM. “We utilized USS Kearsarge the same way we utilized USS 

Inchon. We hunted for exercise mines,swept the mines once they 

were located, and used EOD personnel to neutralize designated 

mines,” added Ryan. When the exercise was completed, USS 

Kearsarge returned to Norfolk. 

Since the decommissioning of USS Inchon in June 2002,the Navy 

has been evaluating options for a permanent replacement. In 

October,the Navy’s Military Sealift Command awarded a $21 million 

one-year charter contract with renewable one-year options 

to Bollinger/Incat USA, L.L.C. for the leasing of a High Speed Ves- 

USS PRINCETON CG-59 

USS TRIPOLI LPH-10 

USS B. ROBERTS FFG-58 

USS WESTCHESTER COUNTY LST-1167 

USS BARTON DD-772 

USS MANSFIELD DD-728 

USS WALKE DD-723 

USS E.G. SMALL DDR-838 

USS BRUSH DD-745 

USS SARSI ATF-111 

USS PARTRIDGE AMS-31 

USS PLEDGE AM-277 

USS PIRATE AM-275 

USS MAGPIE AMS-25 

MINE 

What is the 

Threat 

•Cheap 

•Lethal 

•Asymmetric 

•Widely 

Proliferated 

275,000 Mines 

Worldwide 

Figure 2. 

sel (HSV). The ship will support U.S.Navy Mine Warfare Command 

and serve as a test platform for experiments with advanced hull 

and propulsion technology integrated with advanced communications 

technology. Currently, the HSV is slated to participate in 

three exercises from September to December 2003. These exercises 

include Atlantic Fleet Joint Task Force Exercise,Gulf of Mexico 

(GOMEX 04-1) Exercise and Pacific Fleet Joint Task Force Exercise. 

Top: EOD units embarked aboard USS Kearsarge (LHD 3) launch their 

RHIBs (Rigid Hull Inflatable Boats) from the ship’s well deck while 

three minesweepers from Naval Station Ingleside look on. Bottom: 

The Navy’s HSV-1X. (U.S. Navy photos.) 

Mine Countermeasures Ship (MCM/MHC) Reliability 

The need for U.S. Naval forces to maneuver and project power in 

the world’s littorals is increasing. Littorals are highly susceptible 

to extensive enemy mining. Current MCM force consists of 14 

MCMs with minesweeping (mechanical, magnetic and acoustic) 

and minehunting (detect,classify,identify,neutralize) capabilities, 

and 12 MHCs with mine hunting capabilities only. Dedicated MCM 

capability is required for deliberate, large-area mine clearance. 

Planned organic capabilities provide “See & Avoid” hunting and 


Near-Term Recommendations 

•With the decommissioning of Inchon, make MCS functions 

portable. 

•Plan to use “Large Deck of Opportunity.” 

•Exercise portable functions regularly. 

•Plan for a replacement MCS. 

•Re-engine MCM/MHCs with priority on MCMs (~ $100 million). 

-Consider intermediate maintenance contract for diesels. 

•Support long-range class modernization program. 

•Require frequent deployments to improve fleet engagement. 

Mid-Term Recommendations 

•Retain MH-53E until an adequate replacement is developed. 

•Upgrade MH-53E with “Organic” technologies. 

•Support “Organic” introduction plan. 

•Fund current dedicated MCM forces. 

•Upgrade dedicated MCM force with proven organic technology. 

•Fund phased acquisition of a standoff mining capability. 

•Fund development and phased acquisition of modern mine 

inventory. 

Long-Term Recommendations 

•Make unmanned sweeping systems a fleet requirement. 

•Demonstrate concept with current systems. 

-Ex:Unmanned Surface Vessel (USV) tows MK-106 Sled/SQS-20. 

•Consider MCS(X) options with emphasis on unmanned systems. 

Figure 3. Mine Warfare Study Outline 

“Punch Through Clearance” but are insufficient for sustained, 

large-scale mine clearance. MCM ships require upgrades to improve 

equipment reliability through their planned service life 

(~2022). C4I upgrades are required to maintain MCM/MHC effectiveness. 

Mine Warfare 

MIW is composed of both Mining and MCM. The proliferation of 

inexpensive, lethal sea mines makes MIW a critical war fighting 

capability. Combating mine threat requires an amalgam of surface, 

air and undersea capabilities. The variety of platforms and 

equipment involved makes assignment of the optimum OPNAV 

program sponsorship difficult. OPNAV program sponsorship must 

be properly aligned to ensure that maximum benefit is obtained 

from scarce resources. Capabilities-based rather than platformbased 

sponsorship may provide MIW with better representation. 

The future of MIW lies with emerging technologies,and will most 

likely include the use of unmanned,undersea vehicles (UUVs),remotely 

controlled sensor arrays and various other undersea platforms/weapons. 

The future vision of distributed sensor fields with 

embedded autonomous mines plus remotely controlled 

minefields will require extensive water space management. 

Organic Mine Countermeasures (OMCM) Capabilities 

A key requirement of Naval Studies Planning Group objectives is 

to develop mine detection and clearance capabilities organic to 

CV [carrier] battle groups (shown in Figure 4) permitting these 

forces to identify, avoid, or neutralize mines within operationally 

acceptable timelines and with acceptable levels of operational 

risk. On-scene MCM capabilities,through introduction of organic 

capabilities into all CVBGs, will be completed by 2012. Introduction 

of these capabilities to the first CVBG is planned for 2005. 

CVBGs are currently deployed with limited active MCM capabilities. 

MIW capabilities include intelligence collection and surveillance; 

notification of imminent mining; interdiction; post-interdiction 

intelligence evaluation and dissemination; and passive 

MCM (threat awareness and signature control). Embedded MIW 

capabilities are not being fully realized. Current C2F/C3F 

mainstreaming initiatives are focused on leveraging these embedded 

capabilities today. CVBGs today have no capability to 

detect or avoid mines (except for drifters or detecting minelayers 

and localizing the potential hazard area to avoid). The Kingfisher 

system (a funded software upgrade to the SQS-53 Sonar) 

may provide a mine avoidance capability, but will require a dedicated 

operator training program that does not exist today. 

The proliferation of inexpensive, lethal sea mines 

makes MIW a critical war fighting capability. 

Combating mine threat requires an amalgam of 

surface, air and undersea capabilities. 

Seven OMCM systems are currently under development and 

planned for battle group introduction. These systems are 

intended to instill an MCM capability “organic” to battle group 

forces. This capability will not be adequate to replace the 

dedicated MCM forces that currently exist. ♦The Long-term Mine 

Reconnaissance System (LMRS) is an autonomous UUV,launched 

and recovered from 688- and 744-class submarines, which 

provides clandestine mine reconnaissance (detection and limited 

classification) for advanced battle space preparation. A LMRS 

system on a host submarine would yield a total system area 

coverage of up to 400-650 square nautical miles. Engineering 

challenges include meeting mission reliability goals; achieving 

reliable launch and recovery;meeting ambitious reduced radiated 

noise goals; certifying an advanced high-density primary battery 

for submarine use; and developing effective computer-aided 

detection/classification algorithms. Nets, cables, nonmilitary 

shipping and other obstacles,or piracy of the unit can potentially 

cause premature mission abort. LMRS navigation accuracy 

remains a potential issue for contact reacquisition, identification 

and mine neutralization. ♦The Remote Mine-hunting System 

(RMS) includes a semiautonomous,semi-submersible vehicle that 

Figure 4. 

Organic Mine Warfare 

A Tactical Battle Group Asset 

Incorporates a mixture of low, medium and high risk 

options with a good anticipated rate of return 


tows mine reconnaissance sonar and is launched and recovered 

by surface ships. Engineering challenges include achieving 

desired high duty cycles and demonstrating reliable launch and 

recovery techniques even in high sea states. Nets, cables, 

nonmilitary shipping and other obstacles, or piracy of the unit 

can potentially cause premature mission abort. 

Five remaining MCM systems are airborne (AMCM) being developed 

primarily for the MH-60s with various launch dates between 

2003 and 2007. ♦The AN/AQS-20X, an evolution of current technology, 

is a towed mine hunting system that includes identification 

capability. A key engineering challenge includes enhanced 

CAD/CAC algorithms to achieve reduced false contact rates. ♦The 

Airborne Mine Neutralization System (AMNS) is an expendable, 

remotely operated, mine neutralization device compatible with 

both MH-60s and MH-53E. Deployment from MH-60s including 

associated munitions certification tests must be demonstrated. 

♦The Organic Airborne and Surface Influence Sweep (OASIS) is a 

combination magnetic/acoustic influence sweep towed system. 

It provides only OMCM influence sweep capability. Engineering 

challenges include ensuring the ability to survive shallow water 

detonations from various mines and achieving appropriate tow 

depths and speed to effectively sweep certain difficult shallow 

water bottom influence mines. Its 800 amp system provides 

roughly half the capability of the MK-105 sled. Significant depth 

and sweep limitations may prove inadequate for many areas. 

♦The Airborne Laser Mine Detection System (ALMDS) is an 

electro-optical-based mine reconnaissance system capable of 

rapid detection,localization,and classification of mines on or very 

near the sea surface (about 40-feet water depth, dependent on 

turbidity). Engineering challenges include achieving desired or 

acceptable false contact rates and achieving adequate depth coverage 

under likely conditions. ♦The Rapid Airborne Mine Clearance 

System (RAMICS) is a gun system designed to rapidly acquire, 

target and neutralize floating and near-surface moored 

mines. It is the least mature of the airborne MCM systems. Engineering 

challenges include establishing safe helicopter standoff 

distances from floating or very-near-surface mines,and establishing 

a gun and turret installation concept that minimizes the impact 

on the aircraft in terms of loads, recoil and flight dynamics. 

The Navy’s implementation plan for OMCM includes a mixture of 

low, medium and high-risk options with good anticipated rates 

of return. 

Mining Issues and Recommendations 

For a variety of reasons, the U.S. Navy risks a severely limited ability 

to conduct mining operations. Without high-level attention 

and funding now, this critical warfare requirement will be seriously 

degraded within the next five years. Current mine inventories 

are adequate to meet requirements for most scenarios, however 

the small size and advanced age of the stockpile limit operational 

flexibility. A standoff/high altitude mine delivery capability 

is necessary for mining to be a viable offensive capability. A 

conversion kit is needed for the existing MK-62, MK-63 and MK 

65 Quickstrike series mines. This is an unfunded requirement. A 

Tactical Decision Aid is necessary to restore a Fleet Level Minefield 

Planning capability. Currently all minefields must be planned by 

reachback. A replacement for the MK-56 intermediate depth 

moored mine is necessary to retain a mining response in the 150 

to 600 feet regime. The Submarine Launched Mobile Mine (SLMM) 

provides the only clandestine mining capability. This weapon is 

rapidly reaching end of service life and is not compatible with 

Virginia Class submarines. I-SLMM development was stopped 

when Australia backed out of a bilateral development agreement 

due to funding. I-SLMM would double the payload over SLMM (2 

mines vice 1), use the much more capable MK-48 torpedo, and 

provide a digital fire control capability/compatibility. The Navy’s 

core mining infrastructure has been reduced to 21 engineers and 

scientists, and we continue to lose this talent to other programs 

as funding continues to be reduced. Further reductions in infrastructure 

funding will soon eliminate our ability to develop replacement 

mines without a significant reinvestment in time and 

funding. 

Vision/Requirements 

The U.S. Naval Mine Warfare Plan (developed by Adm. Johnson/ 

Gen. Jones, 2000) states that sea mines remain a classic, low-cost 

force multiplier of increased importance during fleet downsizing 

and increased littoral operations. It states that the Navy is to“develop, 

procure, maintain, and deploy a modern family of sea 

mines,” with features that permit remote control of sea mines, 

standoff mining and full-water-depth mining. 

Current U.S. Naval mining capability is adequate to execute requirements 

of some scenarios. However, the inventory is composed 

of old mines, and mining capabilities are funded at near 

the minimum levels required to safely maintain the stockpile. 

Research and development for new mining capabilities is severely 

restricted. The Navy has no funded plans to acquire any new 

mines in the next 7 years. A low priority has been placed on mining 

attributed in part to lack of specific sponsorship within OPNAV. 

”Mines are weapons that contribute to control of the surface and 

undersea environment, but their delivery (with the exception of 

small numbers of SLMMs ) is accomplished entirely by air — with 

U.S. Air Force bombers being the primary platforms for high-volume 

delivery. Although mines have many of the characteristics 

of strike warfare weapons, the nominal Navy sponsor for mining 

is Expeditionary Warfare [N75],which is quite properly more concerned 

with MCM shortfalls.” (NSB report, 2001) 

Long-term solutions include use of innovative, emerging 

technologies for remote control of mines,distributed sensor fields, 

standoff deliveries,adaptation of new sensors for target influence 

(magnetic, acoustic, electric, pressure), miniaturization (easing 

delivery burdens), and the development of nonlethal mines to 

include devices for fouling propulsion, damaging electronic 

systems, etc. Recommendations include: The current war on 

terrorism suggests maintaining weapons stockpiles at levels 

greater than the minimum requirements; Modernize existing 

mine stocks with standoff/high altitude delivery capability;Retain 

the mining core infrastructure and begin development of a 

replacement for the MK-56 mine to preclude a gap in capability 

expected to develop by 2010; Add funding to develop a standoff 

mining capability. This might include production of I-SLMM or 

research and development on JDAM-ER type bomb conversion 

packages—or both; and Align functions within MIW community 

(OPNAV through COMINEWARCOM) to benefit the specific subset 

of mining operations in accordance with separate point paper 

on MIW Alignment. Realignment allows focus on operational 


Near-Term Mid-Term Long-Term 

Unmanned Systems Transform 

Mine Warfare and the MCS 

Smaller MCS 

•Portable MCS 

functions 

•MCM/MHC Reliability 

•Alignment 

•Organic Mine Warfare 

•AMCM Requirements 

•Mining 

Figure 5. 

Unmanned 

Systems 

mining requirements, which are currently barely met. 

Realignment also allows a forward-thinking vision of where we 

want to go —and encourages long-range planning for a phased 

program that addresses future needs. 

Maturing Technologies and Future Mine Clearance Systems 

The requirement for a large deck to support MH-53 helicopters 

for minesweeping is the largest cost driver in acquiring a dedicated 

MCS. Maturing technologies have the potential to dramatically 

alter our MIW capabilities in the next decade and transform 

the nature of future MCS. Programmed organic systems may 

greatly improve our mine hunting and neutralization capability. 

Employing AQS-20 sonar on an MH-60 helicopter, for instance, 

will be three times more effective than the current AQS-14 employed 

by the MH-53,even considering the substantial difference 

in range and endurance of the two helicopters. The AQS-20, 

coupled with the incorporation of the unmanned Remote Minehunting 

(RMS) and Long-term Mine Reconnaissance (LMRS) systems, 

offer a significant increase in mine hunting capabilities. 

These improvements mean that fewer airborne assets will be 

needed to accomplish the mine hunting mission both in the dedicated 

(theater) and organic (tactical) MIW forces. 

Unfortunately, mine hunting is not effective in sixty-percent of 

the littoral regions near potential adversaries. Sea access to these 

areas requires minesweeping. Currently, the MH-53 helicopter 

wedded to the MK-106 sled,or the MH-60s with the developmental 

OASIS system, are needed to meet OPLAN minesweeping requirements. 

AMCM sweeping capabilities require a large-deck 

design for MCS. Many of the same technologies that are driving 

the improvements in mine hunting could be leveraged in an effort 

to develop an unmanned minesweeping system. A desire to 

keep the man out of the minefield makes unmanned 

minesweeping systems an attractive option. 

Unmanned systems are the minesweepers and hunters of the 

future. Future MCS must incorporate emerging technologies. A 

focused technology effort is needed to incorporate unmanned 

systems into the MCS(X). Adequate study by appropriate technical 

authorities concluded that USVs have been shown to possess 

potential as effective low-observable MCM platforms, allowing 

mine hunting and minesweeping missions to be performed without 

a man onboard — eliminating the risk to personnel. It is time 

to press ahead with establishing fleet requirements for unmanned 

MCM systems that lead to programming decisions. Long-term 

HSV 

USV 

UUVs 

Recommendations: 

Make unmanned sweeping systems a fleet requirement 

Demonstrate Concept with current systems 

Consider MCS (X) Option with emphasis on UUVs 

Figure 6. 

recommendations include: Establish unmanned minesweeping 

systems as an emerging fleet requirement;Demonstrate the ability 

to launch MCM UUV/USV from HSV at the earliest opportunity;Leverage 

off the Spartan ACTD (Advanced Concept Technology 

Demonstration) if possible; Request that the MCS(X) working 

group explore options of using a combination of unmanned 

systems and a smaller helicopter detachment; and Establish a focused 

technology effort to incorporate unmanned minesweeping 

systems into future acquisition plans for a new MCS(X). A summary 

of near- to long-term strategies is shown in Figures 5 and 6. 

Conclusion 

The 2001 Quadrennial Defense Review (QDR) reaffirmed that“advanced 

mines could threaten the ability of U.S. Naval and Amphibious 

forces to operate in littoral waters” and are a likely 

method through which “future adversaries may have the means 

to render ineffective much of our current ability to project U.S. 

power overseas.” The U.S.Navy’s long history of difficulty in combating 

the mine threat culminated in the response to Iraqi mining 

efforts during the Gulf War. Despite a rudimentary and aged 

mining capability,Iraq severely damaged two ships and effectively 

deterred the United States from conducting planned amphibious 

operations into Kuwait. 

Our ability to combat modern sea mines depends upon an amalgam 

of capabilities including MCS, AMCM squadrons, EOD units 

and Marine Mammal Systems. A central lesson of the Gulf War is 

that a dedicated MCS,capable of directing all aspects of the multifaceted 

MIW campaign plan,is needed to bring the various MCM 

capabilities together, providing unity of effort in defeating the 

mine threat. At the same time, it is clear that a heavy lift helicopter 

is essential to accomplish the airborne minesweeping mission. 

This will remain the case until maturing unmanned vehicle 

technologies replace the need for airborne minesweeping. 

The future of MIW is clearly with unmanned systems; the Navy 

needs a focused effort to bring these technologies to maturity as 

they have the potential to transform the nature of MIW. Given 

the current state of technology, it is easy to envision a smaller, 

faster MCS that acts as a mother ship for a variety of unmanned 

systems that can rapidly move into theater and combat the mine 

threat without the presence of men in the minefield. 


U.S. Navy and Air Force Hit Virtual Bull’s Eye 

The Atlantic Fleet cruiser, USS 

Ticonderoga (CG 47), homeported 

in Pascagoula, Miss., USS Ticonderoga (CG 47) 

successfully demonstrated the 

Navy’s newest weapons system 

trainer while underway 

Nov. 14, 2002, in the Gulf of 

Mexico. The ship’s test comes 

on the heels of successful trials 

the day before by the U.S. 

Air Force’s 46th Test Wing, 

based at Eglin Air Force Base in 

Florida, which dropped eighteen, 

500-pound, non-exploding 

bombs from an A-10 aircraft. The Virtual At Sea Training system, 

or “VAST,” allows warfighters to hone their live-fire combat 

skills while operating at sea. 

Ticonderoga’s crew successfully engaged a computer-simulated 

target with explosive and nonexplosive ordnance shot from the 

ship’s MK 45,5-inch/54-caliber gun. While the rounds hit nothing 

but water — the demonstration was right on target. Initial indications 

suggest that the VAST system was able to successfully 

“score”precisely where the ordnance rounds actually landed — a 

significant milestone in ensuring effective at sea combat training. 

VAST is actually comprised of a system by which the ship’s 

crew or “spotter”sees a realistic presentation,for example,a landmass 

with the topography of a “real world” target, which corresponds 

to an area actually located over open ocean. During training 

exercises, the operator fires at the simulation of what they 

might expect to see in combat,while the ordnance actually lands 

within an array of buoys in the water. Exercise evaluators, monitoring 

the target practice on a computer screen, could be either 

onboard a ship or somewhere ashore. 

Developed by the Office of Naval Research and tested by the U.S. 

Atlantic Fleet, this virtual reality training is one example of the 

Navy’s efforts to keep its Sailors combat ready as weapons systems 

become increasingly advanced. In addition to programmable 

targets,VAST has another distinct advantage: It is portable. 

Ships can take the at-sea trainer — including the firing range — 

with them wherever they go. The portable“range” is made up of 

several buoys that form the target area. These buoys are actually 

placed into the water by the ship conducting the training, in this 

case by the crew of the Ticonderoga. 

Once the ship positions at the proper distance from the buoy field, 

it engages and shoots at the virtual target. The actual ordnance 

then falls into this buoy field, which in turn triangulates the point 

of impact. The IMPASS (Integrated Maritime Acoustic Scoring And 

Simulator) buoy system is equipped with Global Positioning System 

(GPS) sensors that enable the accurate triangulation of the 

rounds. For these initial demonstration trials, one computer provides 

feedback on accuracy while a second computer is used 

within the ship to help with the training. In the future, a satellite 

uplink will potentially allow over-the-horizon operations. 

As communications and satellite technology has advanced, the 

natural evolutionary development 

of weapons systems has advanced 

along with it. VAST is a logical next 

step in leveraging that technology 

to better train the crews of ships 

and aircraft that will ultimately deploy 

these weapons in battle. 

The Air Force’s 46th Test Wing used 

other existing systems to measure 

the effectiveness and accuracy of 

the VAST buoys during the exercise. 

The older systems have initially 

validated the emerging technology. 

“While the results are preliminary, the data looks promising. 

We’re encouraged by the capability this system brings to our testing 

efforts and to our pilots. It’s exciting to think that we’ll be 

able to use this portable system and convert these wide open 

spaces to valuable testing areas,” said Col. Dennis F. Sager, of Seattle,Wash.,who 

is the commanding officer of the 46th Test Wing. 

Another key advantage of VAST is its training versatility. Rather 

than continuously firing on a static, predictable bombing range, 

the presentation viewed by the warfighter can be manipulated 

to more closely resemble the type of terrain or target, which operators 

face in battle. 

As the system develops, planners hope to incorporate models 

closely resembling geographic areas of interest. While Navy officials 

are initially encouraged by these preliminary results, more 

testing is planned. Provided the concept continues to prove successful 

over the next six-month evaluation period,the Navy plans 

to invest in as many as 10 additional systems by the end of FY03. 

There are currently three in the Navy’s inventory being tested. 

Finally, VAST offers savings in time, logistical considerations and 

money when compared to live-fire ranges. Navy ships, for example, 

must typically travel hundreds of miles to practice Naval 

Gun Fire Support using live-fire ranges. This system shaves days 

off transiting to and from these ranges. These savings can then 

allow more time for crews to focus on other critical prerequisites 

to deploying,including other necessary training,as well as equipment 

maintenance and repair. 

While it offers distinct advantages over other training options, 

VAST is designed to supplement the available ranges used by the 

Navy,including ranges still required for coordinated battle group 

training. These types of innovations will continue to enhance the 

way Sailors train and prepare for combat. 

“This is exciting new technology and we’re encouraged with the 

results of joint Navy and Air Forces testing,” said Adm. Robert J. 

Natter, Commander, U.S. Atlantic Fleet. “VAST also provides tremendous 

flexibility in that we can train effectively wherever there 

is sufficient ocean space. 

VAST’s initial testing results are positive and we see clear potential 

for joint Navy, Marine Corps and Air Force use of this system. 

Ultimately, VAST will help us further enhance the combat readiness 

of our ships and aircraft.” 


Interview with Diann L. McCoy 

DISA Principal Director 

for Applications Engineering 

Diann L.McCoy is the Principal Director for Applications Engineering. She is responsible for engineering 

information systems to provide command and control, and combat support capabilities to the nation’s 

warfighter. She earned a Bachelor of Science degree in Mathematics from Wright State University in 

1974, and a Masters of Science degree in Logistics Management from the Air Force Institute of 

Technology in 1978. She was selected for her current position in September 2000. Her awards include 

the Presidential Distinguished Executive Rank Award, the Technology Award for Government 

Leadership, the DoD Distinguished Civilian Service Award, the Meritorious Civilian Service Award, the 

Presidential Rank of Meritorious Executive Award, and the Certified Professional Logistician from the 

Society of Logistics Engineers. 

CHIPS: When talking about Defense Transformation in terms of 

the asymmetric threat spectrum (denial of service, insertion of 

erroneous information that could cause loss of confidence in official 

networks/systems,seizure of a network/system for criminal/ 

terrorist purposes, malicious code, etc.) How is DISA responding 

Ms. McCoy: An asymmetrical threat can apply to more than just 

network attacks; it may apply to more than just the DoD critical 

infrastructure; the nation as a whole may be impacted,i.e., power 

plants, critical utilities, etc. While we engage in this type of security,our 

DISA focus is on the networks for DoD. In a general sense, 

DISA has the GNOSC, the Global Network Operations and Security 

Center. It isn’t under my direction but their responsibility is 

to look at the activities that are occurring on the network, assess 

them and respond appropriately. We do this in conjunction with 

the JTF-CNO,Joint Task Force-Computer Network Operations,U.S. 

Strategic Command. The JTF-CNO is led by Maj. Gen. James D. 

Bryan, U.S. Army, who is dual-hatted as the Vice Director of DISA 

and Commander of JTF-CNO. In Applications Engineering, we 

provide many of the capabilities and applications used to analyze 

the information,to identify trends or activities that could lead 

to potential denial of service on the network. We are engaged in 

developing tools and capabilities that will allow us to understand 

what activity may be occurring and producing methods that will 

allow us to respond. Everything DISA designs, builds and operates, 

incorporates required measures to protect against information 

warfare attacks. 

CHIPS: I’ve read comments from top DoD and DON leadership 

that there is concern from an information warfare perspective 

that there is potential for a terrorist/criminal threat that could 

bring down the whole DoD architecture. With all of DoD and federal 

agencies on high alert, do you think a threat of that nature is 

likely to occur — the worst-case scenario 

Ms. McCoy: No, I don’t believe so. One of the approaches we use 

to protect our environment is Defense in Depth, which means 

you have multiple layers of defense and diverse routing capability 

so if you lost an application or a communications capability, 

you still have access to other available capabilities — voice, data, 

Defense Red Switch Network, VTC, etc. The diversity and robustness 

in each of these networks or systems comprise the larger 

Defense Information Systems Network (DISN). You might have 

an isolated incident, but in terms of vulnerability of the entire 

system, I think that is highly unlikely. One of the reasons why we 

have the DISN is for its positive control and accountability —that’s 

why DISA manages the DISN. 

CHIPS: Do you mean if everything else fails we can always rely on 

the DISN 

Ms. McCoy: The DISN has successfully functioned through several 

major events that degraded Internet performance. More specifically, 

what I’m saying is because we have diverse routing and 

multiple paths, and the means to move information, either voice 

or data, we have redundancy so we don’t have to depend on a 

single way to communicate. Also the physical and electronic security 

is more robust than a typical network. In Applications Engineering, 

we provide some applications that allow us to monitor 

and analyze what is happening over the network. The Network 

Services organization actually designs and develops these 

networks with layers of Defense in Depth protection built in. 

CHIPS: Secretary Rumsfeld has stated numerous times that information 

technology is the enabler behind Defense transformation, 

but isn’t this a natural progression for military operations to rely 

on IT due to the technology advancements of the last 10 years, 

especially 

Ms. McCoy: The Secretary is looking not just at the technology 

per se, but the way it is employed in a joint environment to provide 

a quantum increase in capability to meet the operational 

goals of the transformation. What we do is leverage that technology 

to make it work in a warfighting environment. Given the IT 

capabilities we have today — we can do things differently; and 

our methods of operations are tied to the type of IT available. For 

example, we manage the Global Command and Control System, 

GCCS, which provides the common operational picture of the 

battlespace. It gives the warfighter a situational awareness of 

what is happening and through technology we get better information 

flow and, more timely information, which gives the decision 

makers a better opportunity to respond to whatever is happening. 

Technology enables us to get closer in time to what is 

happening in the battlespace, as well as having a greater awareness 

of what is in the battlespace, a greater awareness of what 

capabilities we might have to bring into that particular environment 

— and what the status is of those assets. 

CHIPS: Is there any one technology or system that is key to linking 

command and control for joint fighting capability 

Ms. McCoy: I think one of the cornerstone joint applications is 


the Global Command and Control System, and we are incorporating 

multiple technologies and applications in GCCS. The most 

important feature of these joint capabilities is they have to be 

secure and interoperable. On the application side, they have to 

be able to share data in a certain way so that data has the same 

meaning, and in a secure way so that it cannot be compromised. 

This is central to Secretary Rumsfeld’s joint command and control 

initiative — the key being joint and interoperable capability. 

This is what DISA is in the business of providing every day. 

CHIPS: One of the things Dr. Myers (Principal Director, Deputy 

Chief Information Officer,Department of Defense,CHIPS Summer 

2002,“Power to the Edge, the Transformation of the Global Information 

Grid,”www.chips.navy.mil/archives/02_Summer/authors/ 

index2_files/power_to_the_edge.htm) stated that is so important 

to Combatant Commanders is their confidence in the authenticity 

and timeliness of data. 

Ms. McCoy: What you are really talking about is the issue of latency 

and that is very important. One of the things we are focusing 

on with the GCCS is providing near real-time data, so decision-makers 

have the most current information and don’t have 

to gather and synthesize a lot of information. This lets warfighters 

shorten their decision-making cycle. Some of the tools and capabilities 

that we have today allow us to overlay information from 

various sources and fuse it together so the user has the most currently 

available information to act upon — that is very important. 

The other thing you asked about is the issue of data authenticity. 

We view both authenticity and data integrity as essential. 

We worry about these in every system we build and are also working 

on the DoD PKI as a key enabler to improve authentication 

and integrity in all DoD systems. 

CHIPS: Is DISA involved in the Homeland Defense Plan 

Ms. McCoy: DISA as an organization is involved in Homeland Defense 

from several different aspects. Most importantly we support 

the communications needs of other DoD organizations with 

a direct Homeland Defense role to include nation-to-nation leadership 

communications. We also directly provide and support 

Presidential communications. We do other things in all the different 

disciplines to include support of whatever type transport 

mechanisms are required. In particular,in my area of Applications 

Engineering we are working on an ACTD or Advanced Concept 

Technology Demonstration,to work with JFCOM initially and then 

with NORTHCOM — whomever has the Homeland Defense mission. 

We would take this Homeland Security ACTD and develop a 

common operational picture and situational awareness for that 

Combatant Commander. The point is to take some of the things 

that we have learned under command and control and, see how 

they can be used to support DoD’s role in Homeland Defense. 

CHIPS: I spoke with a Congressional Liaison, who has worked on 

security matters for the House Armed Forces Committee and she 

said that she is very impressed with the DoD response to Homeland 

Defense and the Sept.11 terrorist attacks. She indicated that 

federal agencies such as the FBI, FEMA, CIA, etc., could use the 

DoD model and that the national Homeland Defense strategy 

could also follow the DoD model. Is this feasible 

Ms. McCoy: In prior jobs that I have had I was involved in the 

larger federal community. I think where possible DoD is sharing 

its lessons learned from the kind of quick deployments we have 

to do. I found that in forums like the National Communications 

System other folks are willing to listen to our lessons learned. 

Through the Homeland Defense ACTD we have involvement from 

several other agencies. As you know there are many political issues 

in regard to Homeland Defense. In DoD we offer our experience 

and we found that we may have some things that work, but 

also we have things that may be different because the whole issue 

of Homeland Defense is a little bit different. There are different 

rules of engagement as to who has responsibility. So we can’t 

say these other organizations should just pick up everything we 

are doing and move with it, but we do offer our experience and 

capabilities for them to look at — perhaps as a way for them to 

move forward or begin. 

CHIPS: What role is DISA playing in the DoD transformation 

Ms. McCoy: In terms of DISA as an organization, we are playing in 

multiple forums. One of the biggest efforts we have is the GIG 

bandwidth expansion (GIG-BE). This will provide a robust network 

capability throughout the DoD environment. On the applications 

side, we are looking at the enablers of the “Power to the Edge” 

vision, the enablers to the transformation. We are involved directly 

in what we call the “right data strategy,” which means that 

we’ve changed the way we look at data and the way we provide 

data. We have begun to employ tools with XML to make it easy to 

share data across domains and we have designed and built a DoD 

XML registry to ensure that everyone in DoD who is using XML 

has access to existing naming standards (metadata tags) and can 

register new ones. We are also changing or updating our tools 

and capabilities so they are Web-enabled,making it easier for our 

customers to access applications and tools that can be used in 

different environments. A good example is the joint collaboration 

capability,such as the Defense Collaboration Tool Suite (DCTS) 

which we are providing to a wide range of users today worldwide, 

including Combatant Commanders. 

We are looking at methodologies and approaches for getting 

information out and having it available through a process we call 

content staging. In order to make the vision happen we have to 

figure out how to manage services in this net-centric environment. 

We are looking at what types of services are needed and how 

they should be managed. We call this Net-Centric Enterprise 

Services (NCES) — critical to the sustainment and technological 

evolution of the GIG. There are various places where these 

components are covered in detail as well as how they interact 

with each other. As an early pilot of these components, DISA will 

integrate Web-based intelligence services with emerging C3 

Enterprise Service to create a baseline C3I“electronic marketplace” 

on the SIPRNet that will enable mission planners to dynamically 

collaborate with the intelligence and combat support 

communities. An example of a managed service would be a Global 

Directory Service. So we have ongoing efforts to help with the 

transformational vision. All of these are geared to ensuring that 

we can provide interoperable capability down to the Joint Task 

Force Commander level and below — the guy on the battlefield 

— not just the people at headquarters. 

CHIPS: What services would be in Global Directory Services 

Ms. McCoy: A Global Directory Service could contain information 

as simple as a person’s name and e-mail address. As DoD 

information processing becomes ever more distributed, it could 


have information in terms of what types of capabilities, data 

services or databases are available or where they are staged. 

Directory Services is one of those capabilities that will increasingly 

become highly protected and more secure because it will contain 

information about what is available and perhaps even where it is 

located. 

CHIPS: When you talked about a user getting information and 

content staging, are you talking about the user’s ability to pull 

data rather than have it pushed at them 

Ms.McCoy: We are looking at the ability to do both because what 

we find is that in certain cases the user does not have the opportunity 

to go out and surf. The user needs to have certain pieces 

of information,which they can predefine,sent to them automatically. 

But we would have the capability to do either — a smart 

push or smart pull — or the user could surf the net. 

CHIPS: How do Web-enabling databases, information and processes, 

and process improvement for business and support functions 

help support the warfighter 

Ms. McCoy: There are a multitude of things that Web services will 

allow us to do. First it is easier for the user to get to the information. 

It provides the information to a broader set of users, who 

are able to get the information whenever they need it and in a 

faster method of delivery. By using Web technology you have 

the ability to do more of a real-time collaboration because everyone 

can pull up tailored information. You can update the information 

more frequently. It also allows us to take advantage of 

wireless capability,which is the wave of the future. Another thing 

that we tend to forget about it is that there can be a very good 

return on investment. When you go to the Web environment you 

can carry more of these services in the NCES. So you can reduce 

the number of servers, which reduces the number of system administrators 

that may be required to manage those types of services. 

You also have the ability to do more configuration management 

to ensure that the same type of capability is being used 

across the infrastructure. This is key to net-centric warfare. 

CHIPS: Do you have security concerns with using wireless technology 

in the Defense environment where security is our number 

one priority 

Ms. McCoy: You said it exactly; we do have concerns in how we 

employ wireless. We are looking at the security and coming up 

with approaches that will allow us to use wireless in a secure 

manner. We have turned these approaches into standards for 

deploying wireless as securely as currently possible. We are also 

working with industry to improve the security in commercial wireless 

products and they are responding to that. 

CHIPS: In a recent interview I did with Grady Booch, chief scientist 

for Rational, (CHIPS Magazine Fall 2002; www.chips.navy.mil/ 

archives/02_fall/index2_files/interview_with_grady_booch.htm) 

he commented that DoD does not fully exercise the influence 

they have in the marketplace in demanding secure technology 

products. He said that DoD shouldn’t have to spend additional 

money to build security into commercial products, rather industry 

should ensure security is built in at the front end. 

Ms. McCoy: When we moved to the Internet and the network 

environment the rules of security became different than when 

we were operating on a disconnected mainframe. I’m not sure 

anyone had a crystal ball on how security should be handled in a 

networked environment. This has really been a learning experience 

for industry as to what is needed in terms of security. I think 

we are demanding more of industry in terms of security. We are 

beginning to see the big companies, such as Microsoft, incorporate 

security as one of the key features of their products. We also 

have the NIAP (National Information Assurance Partnership) process 

that requires commercial products used in a certain way to 

be evaluated and certified. So I think we are getting there and 

vendors are responding. 

CHIPS: I was just reading about the DoD debate over open-source 

software. Many in DoD believe open-source is the wave of the 

future for many reasons. One of the chief reasons is that the code 

is visible so it is easier to detect vulnerabilities. 

Ms. McCoy: I think in some cases we really need to know the 

source code because it is the only way to know what is inside 

that code. There are some applications where that may become 

very important because of the way those applications are utilized 

and how they actually fit into the architecture. 

CHIPS: There seem to be so many initiatives across Defense,with 

the Services working toward interoperability for command and 

control systems. Is there a plan or method of determining which 

are the most important to integrate first 

Ms. McCoy: That is exactly what the Joint Staff, in conjunction 

with the OSD principals, are working right now. They have reviewed 

the interoperability issues and analyzed which ones 

should be worked first. They are working a plan as to how we are 

going to get to interoperability faster. We work closely with 

JFCOM through experimentation and events like Millennium 

Challenge 2002 to demonstrate interoperability. We are also looking 

at a process that allows us to demonstrate interoperability 

through the development phase before we get to the operations 

phase so that interoperability is built in and then maintained 

throughout the life cycle. In terms of what capabilities or 

interoperability problems are worked first, DISA responds to 

prioritization decisions made by the designated approval 

authority. 

In all these endeavors, we are working hard to 

provide capabilities that our customers want and 

use, and we ensure that we always keep in mind 

the users’ experience 

so we can make our products and services 

even better. 

CHIPS: Are there three top systems or programs that Defense is 

focusing on first for interoperability 

Ms. McCoy: I believe from a Web capability standpoint, we are 

looking at the GCCS family of systems — our GCCS program is 

part of that. They are focusing on what we call the C2 

transformation, which looks at getting command and control 

information down to the JTF Commander and below. Another 

high priority is to ensure that we have the bandwidth capability 

down to the tactical level — so bandwidth expansion is high on 

the list of priorities. 


CHIPS: In Dr. Myers’ article she talked about the locations (CO 

NUS/OCONUS) for the bandwidth expansion. Will the Fleet be 

able to share in this bandwidth expansion 

Ms. McCoy: This technology will support all warfighting. What 

we are talking about is ensuring that, as we transform and move 

to a net-centric environment,we have sufficient means and bandwidth 

to move the information wherever it’s needed. So it would 

be applicable to all. What we have to work is how we get that 

information to the tactical level, to a warfighter on a ship or even 

one who could potentially be on horseback, so to speak. 

CHIPS: Let’s talk about the work of Applications Engineering ... 

Ms. McCoy: The mission of the Applications Engineering Directorate 

is to provide responsive, secure and interoperable C2 and 

combat support capability for decision superiority to the President 

and Secretary of Defense, Combatant Commanders, Joint/ 

Combined task forces,Services,Department of Defense and non- 

DoD agencies. 

We provide a wide range of products, services and expertise. I 

already mentioned the Global Command and Control System 

which is DoD’s Joint and interoperable C2 system, and the Defense 

Collaboration Tool Suite. These are providing situational 

awareness, readiness, planning, deployment support, collaboration 

and other capabilities for Combatant Commanders,JTF Commanders 

and below — today. The Global Combat Support 

System’s (GCSS) Combatant Commander JTF (CC-JTF) capability 

is using portal technology with links to Service and Agency logistics 

and sustainment systems, to provide DoD users access to 

shared data, and applications, regardless of their location. 

Over the next few years we are transforming the successful Common 

Operating Environment (COE) to fit OSD’s Net-Centric Enterprise 

Services (NCES) concept. COE is currently used or planned 

to be used for/in 125 C2 systems and in support of GCCS, at 650 

locations worldwide on 10,000+ joint and coalition workstations. 

The net-centric capabilities we provide will support the Power to 

the Edge vision of having tailored, fused information and tools 

available on the net, effectively supporting users wherever they 

are and with the means available to them. 

In the Information Assurance area we are supporting “Defensein-Depth” 

with expertise, products and services such as PKI, network 

and communications security,plus guards for cross-domain 

(e.g., Unclassified to Secret) and coalition information exchange. 

In addition to the Homeland Defense ACTD, we are also involved 

in Multiple Battlespace Awareness, Active Network Intrusion Defense, 

Coalition Theater Logistics, and C4I for the Coalition Warrior 

ACTDs, just to name a few. These are providing adaptive decision 

support, planning, and execution and collaboration tools 

through experimentation, demonstrations and spiral development. 

Our partnering with the Combatant Commanders and the 

operational community is very important. We are also partnered 

with the Defense Logistics Agency to provide a variety of 

eBusiness applications and services for paperless contracting,secure 

business transactions, wide area work flow, and electronic 

document access. In all these endeavors, we are working hard to 

provide capabilities that our customers want and use, and we 

ensure that we always keep in mind the users’ experience so we 

can make our products and services even better. 

Revolution Comes to the 

Teddy Roosevelt Battle Group 

By JO2 Jd Walter, NPDC, Public Affairs Office 

The USS Theodore Roosevelt (CVN 71) Battle Group, including 

the USS Saipan (LHA 2) Amphibious Ready Group, is about to 

get underway without ever leaving port. Their new mission is 

to test and evaluate Revolution in Training initiatives designed 

to enhance the Navy’s mission readiness by providing Sailors 

with new tools and opportunities to develop both professionally 

and personally. Working with Task Force for Excellence 

through Commitment to Education and Learning (EXCEL), the 

battle group will implement and test the Sailor Continuum in 

an operational environment,as well as test incentives designed 

to increase performance and productivity. Additionally, the 

battle group will demonstrate the utility of a new learning 

management system, Navy Knowledge Online (NKO) that will 

track each Sailor’s accomplishments. 

“The innovations being touted by Task Force EXCEL are being 

driven by the Fleet and are for the Sailors. The acid test has to 

be at the waterfront. The Navy is bringing the Revolution in 

Training to Sailors, and it is happening now,” said Director of 

Surface Warfare Rear Adm. Harry Ulrich. “This is the best opportunity 

to put these ideas and programs to the test.” A working 

group consisting of executive officers (XO),command master 

chiefs (CMC) and other representatives from the Roosevelt 

battle group,Saipan ready group,Destroyer Squadron Two,and 

elements of Carrier Air Wing Eight (CVM 8) recently met in Norfolk, 

Va., to review and discuss the testing proposal. 

“The testing proposals have generated a lot of excitement and 

enthusiasm,” said Capt. Jamie Barnett, project leader for the 

beta test. “Private industry typically provides incentives for 

behaviors that enhance performance. That is what we will test 

within the battle group. We just need to work with the group 

to precisely define the tasks and how we will measure the outcomes.” 

The goal of this effort is directed at increasing job efficiency 

and productivity — more time for ship’s work by developing 

each Sailor professionally and personally. 

At sea aboard USS Theodore Roosevelt (CVN 71) Oct. 28, 2002, 

MM3 Ryan Karlin checks the results of the September 2002 

advancement exam for division personnel. U.S. Navy photo by 

PH3 Phillip Nickerson, Jr. 


By Chris Watson 

For many years, the Joint Interoperability Test Command 

(JITC) has directly contributed to the success of U.S. Navy 

fleet operations through the execution of complex test 

events and on-demand warfighter support efforts. From a technical 

standpoint, the Navy and other military services view JITC 

as the preeminent evaluator of systems interoperability. JITC is 

one of the key organizational elements of the Defense Information 

Systems Agency (DISA) Interoperability (IN) Directorate and 

serves as DISA’s developmental and operational test organization. 

As designated by the Joint Chiefs of Staff, JITC is also the authority 

that certifies that Department of Defense (DoD) Information 

Technology (IT) and National Security Systems (NSS) meet 

interoperability requirements for joint military operations. 

JITC facilities are strategically located at Fort Huachuca, Ariz., and 

Indian Head, Md. The diverse capabilities of each location allow 

the Services to have access to a dynamic environment for laboratory 

tests and on-site field evaluations. Navy organizations from 

coast to coast have benefited from JITC’s robust test environment 

and continue to leverage off of their vast resources and technical 

expertise. 

To understand JITC’s current relationship with the Navy,one must 

revisit the history of the organization and recognize how it has 

evolved over the past three decades. JITC’s relationship with the 

Navy spans back to the 1970s when the Joint Tactical Command, 

Control, and Communications Agency (JTC3A) Joint 

Interoperability Test Facility (JITF) established a partnership with 

the Navy Center for Tactical Systems Interoperability (NCTSI) for 

the interoperability testing of Tactical Digital Information Links 

(TADIL). In 1988, the Defense Communications Agency (DCA) 

absorbed the Tri-Service Tactical Communications (TRI-TAC) Joint 

Test Element (JTE) and the JTC3A JITF. DCA consolidated these 

organizations in 1989 to form the “JITC” in Fort Huachuca, Ariz. 

JITC’s primary mission was to provide interoperability compliance 

testing and certification. As the designated lead for DoD Command, 

Control, Communications and Intelligence 

(C3I) support, DCA tasked JITC to perform 

interoperability tests of various systems including 

High Frequency (HF) radio systems, Military Satellite 

Communications (MILSATCOM) systems, and 

the Worldwide Military Command and Control System 

(WWMCCS). On June 25, 1991, DCA was renamed 

“DISA” to reflect its expanded role in managing 

the Defense Information Infrastructure (DII), 

now known as the Global Information Grid (GIG). 

As a result, JITC’s responsibilities for ensuring joint 

interoperability of all military systems began to increase 

as well,causing the need for growth and expansion 

within the organization. 

In 1993, the Naval Computer and Telecommunications 

Command (NCTC) proposed an initiative to 

transfer the functions and resources of the Naval 

Telecommunications Systems Integration Center 

Above: JITC 

Headquarters, Fort 

Huachuca, Ariz. Right: 

JITC Washington 

Operations Division, 

Indian Head, Md. 

(NAVTELSYSIC) to JITC. Since 1976, the NAVTELSYSIC test facility 

had operated in Cheltenham, Md., and was the primary site for 

the Quality Assurance (QA) and Functional Certification testing 

of all Navy-messaging systems. DISA and the Chief of Naval Operations 

(CNO) agreed that the transfer of NAVTELSYSIC resources 

to JITC would improve both agencies’ ability to enhance operational 

fleet support. Thus, JITC’s East Coast arm, known as the 

Washington Operations Division, was established. In 1998, the 

Washington Operations Division moved its facility to the Naval 

Surface Warfare Center (NWSC) at Indian Head, Md., where they 

currently reside. Today, JITC’s East and West Coast divisions work 

closely to provide valuable test and exercise support to the Navy 

and the other Services. The JITC organization is currently divided 

into eight divisions and a liaison office, each having unique responsibilities, 

these are shown in the text box on the next page. 

JITC’s superior test methodologies and extensive expertise are 

shown by the many success stories reported by various Navy organizations. 

For example, the JITC JDEP (Joint Distributed Engineering 

Plant) Division’s TADIL Branch at Fort Huachuca continues 

to work closely with NCTSI detachments in Dahlgren,Va.;Dam 

Neck, Va.; and San Diego, Calif., for TADIL interoperability assessments 

and certification. JITC uses the Joint Interoperability Evaluation 

System (JIES) for TADIL-A/B/J testing and the Joint Operational 

C4I Assessment Tool (JOCAT) for operational assessment 

of tactical data links. With JITC’s assistance, the Navy has been 

able to identify and correct deficiencies pertaining to Link 11 

(TADIL-A) and Link 16 (TADIL-J) data exchange with AEGIS destroyers 

and E-2C aircraft. The Navy has also improved 

interoperability between their embarked forces and key allies, 

through TADIL tests conducted by JITC. 

The JITC Washington Operations Division also continues to be 

the operational tester of all Navy legacy and transitional messaging 

systems, both strategic and tactical. JITC has been directly 

involved in the testing, training, and implementation of Navy 

shore-based systems such 

as GateGuard, Personal 

Computer Message Terminal 

(PCMT), Manual Relay 

Center Modernization Program 

(MARCEMP), Multi- 

Level Mail Server (MMS), 


Nova,and the Message Conversion System 

(MCS). JITC’s consistent performance was 

demonstrated during the recent implementation 

of the Fleet Message Exchange/ 

Directory Update & Service Center (FMX/ 

DUSC),the replacement for the Naval Communications 

Processing and Routing System 

(NAVCOMPARS). JITC assisted the 

Space and Naval Warfare Systems Command 

(SPAWAR) in testing, troubleshooting, 

and bringing online this very intricate 

configuration at the three Naval Computer 

and Telecommunications Area Master Station 

(NCTAMS) locations under difficult 

conditions. Navy fleet systems such as the 

Common User Digital Information Exchange 

System (CUDIXS), Fleet SIPRNET 

Messaging (FSM) system, the Naval Modular 

Automated Communication Systems 

(NAVMACS - V2,V3,V5A and Version II), the 

Shipboard AN/SYQ-26 (V) Single Messaging 

Solution (SMS),and the Submarine AN/ 

SYQ-28 (V) SMS have also gone through 

rigorous test evolutions at the Indian Head 

facility. 

In the summer of 2002,Rear Adm.Kenneth 

D.Slaght,Commander SPAWAR,recognized 

the JITC Washington Operations Division 

for their outstanding contributions to fleet 

operations. Several JITC representatives 

received the SPAWAR “Lightning Bolt 

Award of Excellence” for their support of 

various mission-critical systems. 

JITC divisions at Indian Head and Fort 

Huachuca execute the developmental and 

operational testing of the Defense Message 

System (DMS) on behalf of the DISA 

DMS Program Management Office (PMO). 

The Navy is an important stakeholder in 

the overall DMS program and JITC works 

closely with selected Navy DMS operational 

sites for the successful collection of 

data during DMS OT events,leading to subsequent 

DMS fielding decisions. JITC is also 

responsible for the developmental testing 

of Navy-developed non-core DMS products 

such as the Defense Message Dissemination 

System (DMDS). The SPAWAR developer 

and PM rely heavily on JITC’s test 

processes and results, which ensure that 

fully operational DMDS software iterations 

are distributed to the field. Additionally, 

JITC validates unique Navy DMS strategic 

and tactical configurations and provides 

on-site training to Navy DMS Service Provider 

(DSP) sites. 

In the fall of 2002, the Navy Operational 

Test and Evaluation Force (OPTEVFOR) will 

The JITC Organization 

Plans, Policies and Warfighter Support Division (PPWFS) directly supports the Combatant 

Commanders,Services and Agencies by providing interoperability,operational and 

technical support during exercises, deployments and contingencies. Lead division for 

combined warfighting issues. Develops and executes the command’s strategic plan 

and establishes policies for testing and interoperability certification. 

Operational Test and Evaluation Division (OT&ED) provides independent operational 

test and evaluation (OT&E) and assessments of DISA programs to ensure that only operationally 

effective and suitable NSS/ITS systems are delivered to the warfighter. DISA 

programs include Global Command and Control System (GCCS), Defense Information 

System Network (DISN) and Defense Message System (DMS). Also serves as the Operational 

Test Agent (OTA) for the Defense Logistics Agency (DLA), Defense Finance and 

Accounting Service (DFAS) and High Performance Computing Modernization Program 

(HPCMP), among others. 

JITC Washington Operations Division (JWOD) provides NSS/ITS interoperability test, 

evaluation and certification support with a specific focus on Department of Defense 

Intelligence Information Systems (DODIIS), Navy Programs, DMS, DoD Health Affairs, 

Logistics, Information Assurance and the Joint Warfighter Interoperability Demonstration 

(JWID). 

Combat Support and Information Systems Division (CSISD) provides developmental 

and interoperability test, evaluation and certification support with a specific focus on 

combat support,combat service support and information systems. Conducts standards 

validation and conformance testing of IT systems. 

Networks, Transmission and Intelligence Division (NTID) provides NSS/ITS (National 

Security Systems/Information Technology Systems) interoperability test,evaluation and 

certification support to DoD and other federal Agencies. Programs/functional areas 

supported include the Global Information Grid, information security, networks, transmission 

systems,switches,radios of all types,wireless systems; and intelligence, surveillance 

and reconnaissance systems. Conducts and participates in joint and combined 

exercises such as the DoD Interoperability Communications Exercise (DICE), the Joint 

User Interoperability Communications Exercise (JUICE), Combined Endeavor and CID 

(Coalition Interoperability Demonstration) Borealis. 

Joint Distributed Engineering Plant Division (JDEPD) leads DoD planning,coordination 

and engineering teams developing the JDEP. Provides management and oversight of 

investment,coordination and general support functions. Oversees JDEP software/hardware 

development and maintenance. Provides JDEP capability repository, network/ 

simulation engineering,configuration management and infrastructure scheduling. Tests, 

evaluates and certifies command and control, and air and missile defense systems to 

interoperate with other Joint systems in accordance with tactical data link standards. 

Automated Systems and Test Support Division (AS&TSD) provides system engineering 

support in the design, development, installation, modernization and maintenance of 

JITC automated test and test support systems,traffic and message loading devices,and 

strategic and tactical equipment. Manages,operates and maintains JITC test beds,laboratories, 

test systems, COMSEC account and related equipment in support of NSS/ITS 

testing. Implements and manages network management programs for JITC. Provides 

logistics support for JITC. 

Resource Management Division prepares and implements business, contract, and personnel 

policies/guidelines. Manages the command’s fiscal and human resource programs. 

NCR Liaison Office provides support to JITC customers based in the National Capital 

Region (NCR). Liaison to DISA PMs and Directorates, Joint Staff, OSD-level boards and 

committees, Major Range & Test Facility Base (MRTFB) activities, T&E policy working 

groups, tiger teams, allied interoperability groups, Combatant Command/Service/ 

Agency activities. Represents DISA’s Central Test & Evaluation Investment Program 

(CTEIP) projects to OSD. 


JITC 

Advanced 

Technology 

Testbed 

(ATT) 

incorporates 

state-ofthe-art 

technologies 

such as 

Video 

Stream 

and Voiceover-IP. 

conduct an Operational Assessment (OA) of the Navy Marine 

Corps Intranet (NMCI). In conjunction with this OA,the JITC Combat 

Services and Information Systems Division will coordinate 

with OPTEVFOR to assess the joint information flow of selected 

Critical Joint Applications (CJA) to determine NMCI 

interoperability. The assessment will take place in an operational 

NMCI environment using JITC-developed test procedures. JITC 

will conduct its assessment at: Naval Air Systems Command, NAS 

Patuxent River, Md.; NAS Lemoore, Calif.; and Naval Air Facility 

Washington, Andrews Air Force Base, Md. When the assessment 

is completed, JITC will issue a “Status of Interoperability” letter, 

which will help the Navy thoroughly review their target NMCI 

implementation strategy and develop lessons learned. 

JITC’s Information Assurance (IA) team conducts code vulnerability 

assessments, penetration tests, commercial product testing, 

and security tool assessments. Testers also provide assistance 

during the DoD Information Technology Security Certification and 

Accreditation Process (DITSCAP), and the National Information 

Assurance Certification and Accreditation Process (NIACAP). The 

IA laboratory at the Indian Head facility employs four individual 

enclaves that are networked over a three-tier architecture. The 

IA lab can replicate almost any Navy operational environment, 

thus providing added realism when testing a system’s reaction 

to an unauthorized intrusion. IA assessments of the Common 

Access Card (CAC) have been conducted relevant to the Navy’s 

implementation of Public Key Infrastructure (PKI) tokens within 

the NMCI architecture. 

The JITC NTID Surveillance & Reconnaissance Branch has begun 

to work closely with the Navy regarding developmental testing 

of the Navy’s Vertical Takeoff and Landing Tactical Unmanned 

Aerial Vehicle (VTUAV). JITC became involved with this program 

early in the acquisition process,which will allow the Navy to mitigate 

much of the interoperability risks prior to future operational 

test events. JITC will soon work with the VTUAV Program Office 

to conduct interoperability assessments of the VTUAV at selected 

sites such as the Naval Weapons Center Detachment, China Lake, 

Calif. While conducting these assessments, JITC will determine 

the VTUAV’s ability to interoperate with numerous strategic and 

tactical C4I systems. 

To fulfill its interoperability mission, JITC has established laboratories 

and network connectivity to key DoD sites and employs 

state-of-the art technologies to replicate operational nodes. JITC’s 

Risk Mitigation Network employs central connectivity from Fort 

Huachuca to Navy and other DoD sites, and provides the capability 

to test systems in a distributed manner with minimal impact 

to operational networks. The Advanced Technology Testbed (ATT), 

located at Indian Head,enhances JITC’s current testing infrastructure. 

The ATT has positioned itself at the forefront of communication 

technology and keeps up with the latest communication innovations 

so JITC can mitigate the risk of introducing new technology 

within the DISN. The ATT includes modern communication 

technologies such as Gigabit Ethernet, Packet Over SONET 

(POS),Multi-Protocol Label Switching (MPLS),IP Telephony,Dense 

Wavelength Division Multiplexing and wireless LAN technology. 

JITC observed a transformation in the IT industry that warrants 

changes to test methods. Because of spiral development, the 

timeline for bringing a product to the field has been significantly 

reduced, which requires the tester to become involved early in 

the process. This demands a testing environment that can closely 

emulate a production setting with development features. For 

these reasons,the ATT employs a multi-vendor/multi-technology 

layout. Connectivity to the ATT will allow the Navy to take advantage 

of the lab’s many unique test capabilities. 

In the near future, the Navy and other services will also establish 

connectivity via the Joint Distributed Engineering Plant (JDEP) to 

conduct distributed test events. To a certain extent, the JDEP 

program (a diagram of the JDEP architecture is shown on the next 

page) was initiated based on the success of the Navy’s DEP. In 

accordance with Defense Planning Guidance, the JDEP program 

was established as a DoD-wide effort to link DoD and joint combat 

system engineering and test sites. It is designed to improve the 

interoperability of systems through rigorous testing and 

evaluation in a replicated battlefield environment. The DISA IN 

Directorate serves as the manager of the JDEP and oversees the 

execution of the program. The JITC JDEP Division serves as the 

JDEP Coordinator and is responsible for identifying candidate sites 

and federations, cataloging system and network capabilities, and 

defining the overall technical architecture. JDEP baseline sites 

include Navy activities such as NAVAIR Patuxent River, Md.; Naval 

Surface Warfare Center (NSWC) Dam Neck, Va.; SPAWARSYSCEN 

Charleston, S.C.; and SPAWARSYSCEN San Diego, Calif. JITC will 

work closely with these activities,as well as other DoD sites,during 

collaborative engineering team meetings and JDEP test events. 

JDEP strategies coincide with Joint Vision 2010 and 2020 

initiatives. JITC is poised to support the collaborative test 

opportunities and interoperable environment that JDEP offers to 

joint warfighters. 

JITC is well known for the exercise 

and operational contingency 

support they provide to 

Combatant Commanders 

worldwide. JITC supports seven 

to nine exercises each year in 

support of joint and combined 

interoperability initiatives aug- 

JITC testers perform analysis of 

the Submarine AN/SYQ-28(V) 

Single Messaging Solution 

(SMS) and other tactical 

systems. 


JDEP Joint Architecture 

menting combatant commander staffs with on-site technical support. 

JITC has supported exercises such as Combined Endeavor, 

Unified Endeavor, Foal Eagle and Roving Sands, as well as operational 

contingencies such as Desert Storm and Operation Enduring 

Freedom. 

The JITC NTID Networks and Integration Branch serves as the coordinator 

and test lead for the DICE on behalf of the Joint Forces 

Command (JFCOM). DICE represents a coast-to-coast joint service 

interoperability test that focuses on warfighting requirements. 

The DICE network is designed to emulate a JointTask Force 

(JTF) architecture. DICE distributed tests are accomplished in 

phases using JITC laboratory resources, assets from active units, 

and other DoD test facilities. The overall purpose of DICE is to 

assess new/improved DoD tactical and strategic switching systems,transmission 

systems and terminal devices,and certify these 

systems for joint interoperability. Naval ships such as the USS 

Mount Whitney, USS George Washington and USS Nassau have 

been active participants in past DICE events. 

The NTID Networks & Integration Branch also supports JUICE on 

behalf of JFCOM. JUICE allows the Services to evaluate deployable 

communication configurations and their interfaces to the GIG. 

Besides providing great training opportunities,this event affords 

the opportunity for the Navy and other Services to refine operational 

configurations, monitor the applicability of tool sets, and 

evaluate reporting procedures. JITC also provides 24-hour hot 

line support to Combatant Commanders and DoD personnel. For 

instance, if a Sailor needs technical assistance to restore a circuit, 

he/she may call 1-800-LET-JITC to receive troubleshooting information. 

If the JITC technical expert cannot provide the necessary 

assistance over the phone, it is likely that he/she will be dispatched 

to the Sailor’s location to resolve the problem. 

JITC developed the Joint Interoperability Tool (JIT) to further assist 

the warfighter. The JIT is a Web-based repository of information 

that is available via controlled access over the NIPRNET or 

directly over the SIPRNET. The JIT has a powerful search engine 

that permits users to access test reports, interoperability certification 

letters, reference manuals and valuable lessons learned. 

The JIT is constantly updated with new information, allowing the 

Services to obtain vital information that is always current. 

To ensure that warfighter objectives are satisfied, JITC must view 

its interaction with DoD services and agencies as a partnership. 

JITC works in tandem with some organizations by way of unspoken 

agreements or established written agreements. JITC recognizes 

the need to initiate“formal”partnerships with key Navy organizations 

in order to achieve joint interoperability goals. 

In May 2002, JITC Commander, Col. Terry Pricer, USAF, signed a 

Memorandum of Agreement (MOA) with several organizations, 

making JITC the newest member of the Chesapeake Regional 

Ranges Cooperative (CRRC). As a member of the CRRC, JITC will 

assist the Navy and the other Services in providing a streamlined 

T&E process for program managers and the acquisition community 

in the Chesapeake region and beyond. JITC will soon collaborate 

with CRRC partners (NAVAIR Atlantic Test Ranges (ATR), 

NAVSEA Combat Direction Systems Activity (CDSA),CINCLANTFLT, 

Aberdeen Test Center (ATC) and Fort A.P.Hill) for cooperative testing,assistance 

during Joint Task Force Exercises (JTFEX),and support 

of programs such as the Tactical Tomahawk. This partnership 

will demonstrate how collaborative testing and resource 

sharing will enhance military readiness, reduce costs, and support 

the RDT&E and interoperability requirements of DoD acquisition 

managers. 

In 2001, JITC and the SPAWAR CINC Interoperability Program Office 

(CIPO) began pursuing activities that would lead to closer 

relations with other DoD agencies responsible for joint 

interoperability. Both organizations determined that significant 

benefits could be gained by having a SPAWAR liaison on-site at 

JITC headquarters. In order to accomplish this, a JITC/SPAWAR 

CIPO Memorandum of 

Agreement (MOA) was 

staffed and signed in June 

2002. It defined organizational 

responsibilities and 

officer at the Fort 

JITC Commander Col. Terry Pricer, 

USAF, (right) Capt. John Melear, USN 

(center) sign the JITC/SPAWAR CIPO 

MOA,while JITC Deputy Commander, 

Mr. Denis Beaugureau looks on. 

established a CIPO liaison 

at the Fort Huachuca facility. 

This MOA strengthens 

the relationship between 

JITC and the Navy and encourages 

the sharing of information 

and resources. It 

is also seen as a way to enhance 

exercise coordination, 

offer SPAWAR direct 

access to the appropriate offices at JITC, provide an interface between 

the JITC testing community and SPAWAR Code 053, and 

enhance systems design prior to programmatic testing and 

implementation. 

Through a follow-on Memorandum of Understanding (MOU) 

signed in September 2002,JITC and SPAWAR officially established 

a partnership for facilitating DT,OT,and joint interoperability certification 

of the Navy’s IT and NSS infrastructure. Ultimately, JITC 

will improve its fleet support posture and further cultivate its relationship 

with the Navy, as the Navy’s acquisition, engineering, 

and operational communities fully understand and institute joint 

interoperability test processes, procedures and doctrine. 

Chris Watson is an Information Technology Systems Project Officer 

at the Joint Interoperability Test Command. 


East Timor: A Case Study in C4I Innovation 

By Col. Lyle M. Cross, USMC with Col. Randy P. Strong, USA, Lt. Col. Clinton D.Wadsworth, USMC and Dave Delaunay 

Introduction 

U.S. involvement in East Timor is a success story of peacemaking 

and country-rebuilding. The United States Pacific Command 

(USPACOM) and U.S. Forces continue to play a critical role in the 

international effort to assist the people of East Timor. East Timor 

is more than 5,600 miles from Hawaii and another 3,000 from 

locations in CONUS where many of the U.S. Forces that provided 

communications support were based. Timor is the Malay word 

for Orient; it is part of the Malay Archipelago, as shown in Figure 

1,and is the largest of the easternmost of the Lesser Sunda Islands. 

The population is 90 percent Roman Catholic, 4 percent Muslim 

and 3 percent Protestant. 

East Timor was a Portuguese colony for more than 400 years until 

1974, when Portugal sought to establish a provisional government 

and popular assembly to determine the future of East Timor. 

Civil war broke out between those who favored independence 

and those who advocated integration with Indonesia. Portugal 

withdrew when authorities were unable to maintain stability. Indonesia 

intervened militarily and integrated East Timor as its 27th 

province in 1976. The United Nations and the international community 

did not recognize this integration and both the U.N. Security 

Council and the General Assembly called for Indonesia’s 

withdrawal,but for nearly 20 years little action was taken. During 

this time the East Timorese lived under threat of death at the 

hands of the occupying Indonesian military. In June 1998, Indonesia,prompted 

by pressure from the U.N.General Assembly,proposed 

a limited autonomy for East Timor within Indonesia. The 

two governments entrusted the Secretary-General with organizing 

and conducting a“popular consultation”to ascertain whether 

the East Timorese people were in favor of special autonomy within 

the Republic of Indonesia. 

To carry out the consultation, the Security Council, by resolution 

1246 (1999) authorized the establishment of the United Nations 

Mission in East Timor (UNAMET) June 11, 1999. On voting day, 

August 30,1999,98 percent of registered voters went to the polls 

— 78 percent rejected the proposed autonomy in favor of full 

independence. Immediately following the announcement pro- 

Jakarta militia groups aided by Indonesian armed forces began a 

campaign of violence, looting and destruction. Many East 

Timorese were killed and as many as 500,000 were displaced from 

their homes. Indonesian authorities did not respond effectively 

to end the violence. The Secretary-General and Security Council 

undertook intense diplomatic efforts to press Indonesia into action. 

International pressure mounted. 

Finally,the U.N.Security Council voted unanimously Sept.14,1999, 

to authorize an Australian-led International Force East Timor 

(INTERFET) under Chapter 7 of the U.N. Charter. U.S. Forces, in 

support of OPERATION STABILISE (as the Australians called it), 

began deploying into Darwin. Brig. Gen. Castellaw, 3rd Marine 

Expeditionary Force on Okinawa, Commander of the U.S. Forces 

INTERFET (USFI) arrived Sept.17,followed by the USCINCPAC MSQ 

126 with 18 personnel Sept. 19. 

Darwin 

East Timor 

Hawaii 

5,619 miles 

Figure 1. 

Communications support provided by U.S. Forces played a pivotal 

role in the success of the U.N. mission in East Timor. The U.S. 

military’s mission was to provide communications and intelligence 

planners, as well as ships and helicopters to move troops 

and equipment. The tyranny of distance, that is a constant factor 

in planning in the Pacific theater, was a distinct disadvantage to 

finding a solution to restore peace and a stable independent government 

to East Timor. The one saving grace of the geographical 

circumstances was the proximity of Darwin to East Timor and its 

capital, Dili. Darwin was used as an intermediate staging base 

and the location of the Commander U.S. Forces INTERFET headquarters. 

Essential to the success of our mission was the transition 

from military to a commercial solution for communications 

support. 

The entire international force was comprised of more than 8,000 

military members from 15 different countries including approximately 

5,000 U.S. military, most of which were stationed offshore 

on ships. U.S. ground forces numbered about 300. At the height 

of the crisis, 40 different United Nations and humanitarian agencies 

were providing support. The timeline, shown below, illustrates 

significant events in East Timor’s quest for independence 

and coalition assistance. 

05 May 99 - Indonesia agrees to hold referendum in August 

11 Jun 99 - UNAMET is established 

30 Aug 99 - East Timorese reject autonomy via democratic election 

31 Aug 99 - Violence erupts for the next several days 

31 Aug 99 - USFI Liaison officers deploy to Brisbane 

11 Sep 99 - Planners deploy to Brisbane 

12 Sep 99 - Indonesian President requests international peacekeepers 

15 Sep 99 - U.N. Security Council authorizes INTERFET 

15 Sep 99 - Establishment of U.S. Forces INTERFET 

18 Sep 99 - U.S. Forces Darwin HQ established 

27 Sep 99 - COMUSF INTERFET Dili HQ established 

Feb 00 - U.N.Transitional Administration East Timor assumes responsibility 

for peacekeeping operation 

C4I Communications 

The area of operations presented many challenges for the communications 

units. Five-hundred miles separated Darwin (ISB) and 

Dili (FSB). When the first servicemembers arrived, East Timor lay 

in ruins, there was little infrastructure of any kind remaining in 


Figure 2. CINCPAC MSQ 

126 Fly Away Command 

Post. The MSQ-126 can 

deploy via (1) C17, (1) C5 

or (4) C130s. It can 

support a staff of 30 with 

the full range of DISN 

services. 

Dili or the outlying areas due to the looting 

and arson,which had occurred. Almost 

total destruction of the infrastructure included 

electrical and sewage disposal systems. 

Most of the buildings had been 

burned and/or gutted of fixtures. (Within 

weeks U.S. Forces began to see the city recover 

due to massive humanitarian assistance 

administered by numerous agencies.) 

Additionally,the mountainous geography 

of East Timor hampered line-of-sight 

communications between tactical forces. 

These factors dictated the deployment of 

U.S. military communications assets. From 

September 1999 through February 2000, 

U.S. Forces INTERFET met the highly dynamic 

C4 support requirements for peacekeeping 

and the subsequent humanitarian 

assistance operations effectively. 

This success was the result of effective 

planning and phasing of C4 forces. The 

CINCPAC MSQ (shown in Figure 2) is a 

USPACOM C4 asset designed for rapid 

deployment to provide DISN services for 

early entry forces. The MSQ-126 arrived in 

Darwin Sept. 19, and provided DSN, 

NIPRNET, SIPRNET, video, GCCS and 

AUTODIN messaging. The 31st Marine 

Expeditionary Unit’s JTF Enabler arrived in 

Dili Oct. 9, to support COMINTERFET, 

Australian Maj. Gen. Peter Cosgrove. 

Another early entry C4 capability, the 

Enabler package provided DSN, NIPRNET 

and SIPRNET. It departed on Oct. 23, after 

lead elements of Task Force Thunderbird 

(shown in Figure 3) arrived in Dili Oct. 20, 

to assume the mission for INTERFET. This 

task force, comprised of the 86th Signal 

Battalion, and elements of the 40th and 

504th Signal Battalions, all from Fort 

Huachuca, Ariz., provided the principle C4 

support promised to the U.N. effort. 

PACOM’s J6, Col. Randy Strong, USA, was 

assigned as the Commander, U.S. Forces 

East Timor. Five soldiers and one civilian 

contractor provided continuous support 

to INTERFET. 

Thirty-seven personnel provided Counterintelligence/Human 

Intelligence (CI/ 

HUMINT) support to INTERFET. This support 

capability,shown in Figure 4,provided 

threat information and counterintelligence 

operations, and ensured commanding officers 

had the information they needed to 

carry out operations throughout East 

Timor. The network configuration that was 

used is shown in Figure 5. The diagram represents 

the major pieces of the final architecture 

to support U.S. Forces. It reflects a 

robust configuration with redundant paths 

to the two key entry points within the Pacific 

theater. 

Transition from military to commercial 

communications moved quickly with the 

approval of a detailed transition plan on 

Oct. 30, 1999. By Jan. 1, 2000 the communications 

commercialization was completed. 

Of the 300 U.S. personnel employed 

at the height of the operation, 150 

of them were dedicated to the military C4 

mission. The commercialization allowed 

them to return to their home stations with 

their equipment, which included seven 

SHF satellite terminals, six telephone 

switches and three data hubs,as well as numerous 

line-of-sight multichannel radios. 

The impact on operational to strategic resources 

was also alleviated, as four standard 

tactical entry point (STEP) missions for 

Figure 3. These are the assets 

of Task Force Thunderbird. 

Additionally, the 11th Signal 

Brigade used four satellite 

terminals, several voice and 

data switches and numerous 

line-of-sight multichannel 

radio systems. 

Figure 4. Intelligence support was provided 

by CINCPAC Unit 205th MI and JICPAC. The 

Trojan Spirit provided links to all-source 

intelligence and Intelink-C. 

DISN services were terminated. The 

timeline used to move to a commercial 

communications solution is shown below. 

13 Oct 99 - Contract for Telstra let 

21 Oct 99 - COMUS INTERFET C4 “green” 

30 Oct 99 - C4 transition plan approved 

15 Nov 99 - Redeployment of C4 units 

15 Dec 99 - TF Thunderbird departs Dili 

1 Jan 00 - Commercialization complete 

26 Jan 00 -Transition of USFI to USGET 

1 Feb 00 - USFI disestablished 

USGET established 

Telstra, jointly owned by the Australian 

government and private industry,installed 

the “Big Pipe” pictured in Figure 6. It was 

used to extend commercial bandwidth 

into Dili from Australia. Through this 

means, USGET (United States Support 

Group East Timor) had access to both the 

SIPRNET and NIPRNET through Cisco routers 

and Type 1 encryption devices (NES). 

Ericson provided commercial satellite telephones, 

which were later replaced by 

Iridium. 

Using this capability COMUSINTERFET was 

provisioned with NIPRNET and SIPRNET 

service. Secure voice service was provided 

through the use of a public telephone exchange 

and encrypted using STU IIIs. Redundant 

secure voice services were added 

using Inmarsat and Iridium. Cellular telephones 

and hand-held radios were used 

for non-secure voice. As the mission 

transitioned from peacekeeping to humanitarian 

assistance, the commercial architecture 

changed as well. 

In addition to a substantial savings in resources, 

equipment and personnel, commercialization 

resulted in a responsive and 

scalable C4 solution. COMUSGET has 

changed locations four times since their 

establishment, but each time the services 


were easily reinstalled to meet mission requirements. 

Central Command used commercial 

satellite deployable KU earth terminal 

(DKET), and encryption devices to 

provide DISN service in austere environments. 

The commercialization of communications 

for East Timor served as a prototype 

for future DoD commercialization efforts. 

The international community’s assistance 

in East Timor has been one of the most successful 

peace enforcement and country-rebuilding 

missions in recent years. As the 

mission in East Timor continues to evolve, 

U.S. Forces have sent in different assets. 

U.S. Forces have been instrumental in delivering 

food and other supplies,engaging 

in community projects and transporting 

diplomatic and peacekeeping representatives 

to East Timor. 

Even though East Timor became an independent 

nation May 29, 2002, the work is 

certainly not over. The United Nations continues 

to maintain a presence in East Timor 

to ensure its security and stability. The successor 

mission,the United Nations Mission 

of Support in East Timor (UNMISET) is planning 

a gradual withdrawal of the territory 

and supports the East Timorese authorities 

to maintain democracy and justice, internal 

security and law enforcement,and border 

control. Humanitarian agencies continue 

to provide assistance as well. 

Col. Cross is the Chief, C4 Operations and 

Plans Divisions, USCINCPAC. 

Ft. Buckner 

Gateway 

Baucau 

93 

LTU 

Thai 

Brigade 

LTU 

Network Diagram 

85 

Darwin 

85 

Dili 

93 93 

COMIFET 

174 175 

COMUSF 

Waihiwa 

Gateway 

173 173 138 138 

APOE 

FCC-100 

FCC-100 

Figure 5. 

Figure 6. The “Big Pipe” used to extend the 

commercial bandwidth into Dili from Australia for 

USGET access to SIPRNET and NIPRNET using Cisco 

routers and Type 1 encryption devices (NES). This 

was the “longest pole” ever used in exit strategy, 

which combined the talents of the U.S. Joint Staff 

J6, 11th Signal Brigade Program, Telstra, Cisco and 

Ericson, and was certainly an example of capitalism 

working at its best. 

FCC-100 

FCC-100 

SPOE ASG LCSG 

Humanitarian and Civic Assistance 

The United States has an ongoing commitment to 

the newly formed East Timor nation. U.S. Navy 

personnel have completed numerous community 

service projects including painting of the August 

School in Feb. 2001. Aug. 2001, the Seabees with 

Naval Construction Battalion 5, U.S. Pacific Fleet, 

Calif., worked on the Bemos water treatment 

plant in the effort to rebuild the nation’s 

infrastructure. During this visit a local orphanage 

also benefited from structural improvements, 

and electrical and plumbing repairs. U.S. efforts 

have focused on assistance to improve basic 

health and social conditions, and the overall 

quality of life for the people of East Timor. 

Clockwise from top left to right: Dili, East Timor - Feb. 2001, a U.S. Navy corpsman assigned to USS Juneau takes a young 

girl’s temperature; Dec. 2001, U.S. Navy Seabees attached to the U.S. Support Group East Timor check an electrical panel at 

Bemos water treatment plant; Oct. 2002, a U.S. Navy doctor examines a patient as part of the Amphibious Ready Group’s 

medical support during a three-day rotation in East Timor; Apr. 2002, a service member teaches basic math skills to some 

children. 


Restructuring 

Naval Education 

By JO2 Jd Walter, NPDC, Public Affairs Office 

The Navy recently created the Naval Personnel 

Development Command (NPDC) to 

standardize and integrate the training processes 

and technology of its Learning Centers. 

NPDC evolved from the Task Force for 

Excellence through Commitment to Education 

and Learning (EXCEL) and its efforts 

to institutionalize the precepts of the 

Navy’s Revolution in Training. 

Currently, there are plans for 15 functional 

Learning Centers under NPDC with each 

being directly responsible for the end-toend 

development of learning tools and 

opportunities within a given occupational 

arena. By providing the formal connection 

between the Fleet and individual training, 

the Learning Centers will facilitate a relationship 

with Fleet representatives to identify 

human performance deficiencies,build 

and deliver solutions,and evaluate results. 

The Learning Centers comprise the core of 

the new organization. The centers will utilize 

the Sailor Continuum and Human Performance 

Systems Model to develop professional 

continuums and serve as the 

knowledge managers for all occupational 

fields and mission areas. Additionally, centers 

for leadership and professional development 

will be established to ensure the 

whole person development of Sailors. The 

Center for Naval Leadership in Norfolk,Va.; 

Center for Naval Intelligence at Dam Neck, 

Va.; and Centers for Naval Aviation Technical 

Training and Cryptology in Pensacola, 

Fla., all stood up on a provisional basis in 

September 2002. The remaining centers 

will be provisionally stood up in the near 

future. They will assume responsibility for 

the operations and functions of their core 

areas. Each center will have a Commanding 

Officer and the final organizational construct 

and manning will be determined billet 

by billet to best support mission needs. 

So,just as the Navy’s Revolution in Training 

steers toward the complete development 

of Sailors, it is likewise piloting the 

improvements to the Navy’s training organization, 

giving both Sailors and the Navy 

the tools to learn, grow, lead and excel. To 

learn more about this revolutionary structure,visit 

Navy Knowledge Online,at https:/ 

/www.nko.navy.mil 

Navy Knowledge 

Management Portal 

Navy education and training created a new 

way for Sailors to manage their careers via 

the Internet. Navy Knowledge Online 

(NKO), the knowledge management portal, 

gives Sailors instant access to all training 

and educational information related to 

their occupational field. 

Knowledge management is the gathering 

of organizational processes,systems,methodologies,visions 

and resources into a centralized 

location. For Sailors, the knowledge 

management portal will identify career 

paths, milestones, and educational 

tools and opportunities. For the Navy, this 

will result in greater operational efficiency 

and eliminate organizational redundancies. 

To develop the portal, the Navy 

teamed with Appian, a provider of largescale 

software solutions. “We wanted to 

provide every Sailor with a personalized 

gateway to the Navy’s knowledge base for 

all professional and personal development,” 

said Rear Adm. Kevin Moran, Commander 

Naval Personnel Development 

Command/Director, Task Force for Excellence 

through Commitment to Education 

and Learning. “We selected Appian based 

on their track record.” 

The faceplate of the portal will be individualized 

Web pages that Sailors can customize. 

This portable Web page will be assigned 

to Sailors during boot camp and 

will remain accessible throughout their 

Navy careers. The portal will give Sailors 

access to the most relevant and up-to-date 

career information as easy as point, click, 

and learn. To visit NKO go to https:// 

www.nko.navy.mil. To learn more about the 

development of the knowledge management 

portal, visit www.excel.navy.mil. 

Surface Combat Operations 

New Home 

By George Dunn, CSCS, Public Affairs 

The Navy’s surface combat systems community 

has a new home, courtesy of the 

Revolution in Training. The Center for Surface 

Combat Systems (CSCS) has been established 

in Dahlgren, Va., and will be responsible 

for training the commissioned 

and enlisted personnel who operate,maintain, 

and employ the various combat systems 

found on the Navy’s surface warships. 

Initially, CSCS is being staffed by Aegis 

Training and Readiness Center (ATRC) 

headquarters personnel, also located in 

Dahlgren,and key surface combat systems 

training activities’ personnel from around 

the Fleet. Capt. Paul Stanton, ATRC commanding 

officer, will be dual-hatted as 

CSCS commanding officer. ATRC, which 

trains Navy personnel in the operation, 

maintenance, and employment of the Aegis 

Combat System found aboard the 

Navy’s fleet of Aegis cruisers and destroyers, 

will be realigned and come under the 

auspices of the new command. Naval Sea 

Systems Command has overseen ATRC 

since its establishment in 1985. 

“ATRC has had tremendous success in 

training the Navy’s Aegis Combat Systems 

personnel,” said Commander, Naval Personnel 

Development Command, Rear 

Adm.Kevin Moran. “Their approach to,and 

experience with waterfront training,acquisition 

support, and weapons systems 

interoperability training provides a great 

model for future successes of the Center. 

By leveraging the Aegis training model,the 

Center is poised to create a more dynamic 

training environment for other surface 

combat systems personnel, and will play 

an important role in developing the CNO’s 

vision to revolutionize Navy training.” 

In addition to Aegis Fire Control Technician 

training and Aegis officer pipeline training, 

CSCS will train the Sonar Technician, 

Torpedoman, Gunner’s Mate, Operations 

Specialist,Fire Control Technician,Electronics 

Technician and Mineman ratings. For 

additional information on CSCS and the 

Revolution in Training visit https:// 

www.nko.navy.mil 

“The vision of the Revolution 

in Training is to increase 

Sailor proficiencies by 

providing the best training in 

the most efficient manner 

possible.” Chief of Naval 

Operations, Adm. Vern Clark 

said,“What we have now is a 

structure that advocates 

excellence not only in the 

individual, but also excellence 

in the management of 

training and education.” 


Virtual Connecting Technology Fall 2002, December 3-17, 

was engineered to arm the warfighter with 21st century 

Information Technology (IT). The CT staff provided loyal 

attendees and newcomers alike with an integrated avenue to 

keep abreast of emerging IT supporting the Navy’s role in homeland 

security. 

Visitors to Virtual CT at www.ct.navy.mil were informed and 

challenged with the latest in wireless technology,NMCI updates, 

the C4ISR vision, Knowledge Management, eBusiness, 

eCommerce, eLearning, Data Warehousing, professional development 

opportunities and much more. Our goal was to provide 

the warfighter, and those who support and direct the 

warfighter, with the most current IT resources needed to remain 

on the cutting edge of homeland defense. 

The Virtual Connecting Technology Fall 2002 event was FREE to 

all attendees and exhibitors! Those who participated had the 

opportunity to: 

♦Explore emerging products,Government and Industry visions, 

policies, and services that increase the effectiveness of the 

warfighter. 

♦Gain perspectives on topics affecting the future of IT and Information 

Management (IM) throughout the Department of the 

Navy, Department of Defense, Federal Government, Academia, 

and Industry. 

♦Explore the Virtual Exhibition and Presentation Halls using a 

variety of search functions. 

♦Forge new partnerships with IT/IM Leaders by creating an 

eBusiness Card to deposit with exhibitors and presenters. 

♦Send a Virtual eCard from the event to friends and colleagues. 

♦Leave the event with an understanding of who can be contacted 

to provide their organization with the services and products 

they need. 

Mark your calendar now for CT Spring 2003, May 20-22, planned 

for the Pavilion Convention Center Virginia Beach, Va., and CT 

Fall 2003, Nov. 18-20, planned for the Town and Country Resort 

Hotel and Convention Center, San Diego, Calif. 

Please visit our Web site at www.ct.navy.mil for more information. 

You may also contact the Connecting Technology staff via 

e-mail at conntech@spawar.navy.mil or call (757) 444-9967. 

Please join us as we support the 21st century warfighter through 

an exchange of IT ideas and innovations. 

Connecting Technology is sponsored by the 

DON Information Technology Umbrella Program 

Visit us at www.it-umbrella.navy.mil 

NAVAIR Response Center 

By Vicky Falcon, NAVAIR Public Affairs 

Onboard the deployed USS Boxer (LHD-4), AT1 Roger Rever was 

upgrading a computer processor on a CH-53D“Sea Stallion”helicopter 

as part of his job as a Quality Assurance Representative in 

the Aircraft Intermediate Maintenance Department onboard. The 

upgrade was part of an Avionics Change (AVC) ordered through 

a Navy Technical Directive for the AN/AAR-47 Missile Warning Set 

installed onboard. The AN/AAR-47 is a passive missile detection 

system that detects attacking missiles and provides an audio and 

visual approach sector warning to the crew. 

“While upgrading from a -3 model to a -4 model we discovered 

that one of the processors onboard had never been upgraded 

from the -2 version,” said Rever. “We suspected that we could 

update the -2 to a -4 through the incorporation of the current 

AVC,but we needed to be sure — after all,lives could be at stake!” 

Usually, Rever would find the Fleet Support Team (FST) for the 

item in question and contact them for direction. However, in this 

case he was unable to locate a contact for the AAR-47 system. 

Rever decided to take advantage of the Navy Distance Support 

infrastructure by submitting his request via an online form found 

at www.anchordesk.navy.mil/index.htm. The request was processed, 

given a tracking number, and forwarded to the NAVAIR 

Response Center (NRC) for action. Rever could also have reached 

the NRC by calling 877-41-TOUCH (press option 2),or by e-mailing 

fleetresponse@navair.navy.mil. 

The NRC coordinates and facilitates the resolution of Naval aviation-related 

questions and issues, assisting customers who have 

been unable to find answers via their appropriate chains of command. 

According to Fillip Behrman,program manager for the NRC, 

the center links customers with experts across the Naval Aviation 

community, ensuring the most current, comprehensive and accurate 

responses possible in a timely manner. Delays can often 

be reduced or avoided by utilizing the resources of the NRC. “Our 

warfighters have the right to expect timely, accurate answers to 

their questions — and that’s what we provide,” said Behrman. 

Rever was impressed with the efficient and timely response to 

his question. “I cannot speak highly enough about the outstanding 

job that these (people) do,” said Rever. “I have employed the 

NRC on several occasions and their performance has been nothing 

less than outstanding — even amazing.” 

As part of the Navy’s Distance Support program the NRC can support 

remotely located fleet, Federal Government agencies and 

contract customers. The NRC works around-the-clock across traditional 

organizational boundaries providing coordinated solutions 

to Naval aviation-related questions. For more information 

about the NAVAIR Response Center, authorized users can go to 

http://nrc.navair.navy.mil. 

NAVAIR provides seamless,integrated,advanced warfare technology 

through the efforts of a worldwide network of aviation technology 

experts. Services include: professional training; carrier 

launch and recovery; sensor data and precision targeting; realtime 

communications; aircraft and weapons development; and 

successful deployment and sustainment. NAVAIR provides matchless 

combat capabilities to the warfighter. For more information 

about NAVAIR, go to www.navair.navy.mil. 


CAP Launches 

New Web Site! 

The Department of Defense (DoD) 


Program (CAP) announced the activation 

of a new, user-friendly Web site, which 

provides information on assistive 

technology accommodations and related 

services for persons with disabilities 

within the DoD and other Federal 

agencies. The Web site, 

www.tricare.osd.mil/cap, showcases 

how individuals with disabilities may use 

accessible online tools to find information 

and accommodations to enhance 

job performance. 

“When users log on to the CAP Web site, 

they will see a new and improved layout 

designed to be more accommodating to 

our users,” said Dinah Cohen, CAP 

Director. “The CAP team worked to 

develop a site that allows customers, 

people with disabilities, and Federal 

managers to customize their personal 

search for program and contact information,”she 

added. 

The site features more resources — 

including an enhanced online accommodation 

process, a better assistive technology 

section, and an improved virtual CAP 

Technical Center (CAPTEC) tour — to 

assist individuals in selecting the most 

appropriate and reasonable accommodations. 

The Defense Department 

established CAP in 1990 to eliminate 

employment barriers for people with 

visual, hearing, dexterity and cognitive 

disabilities. Since its inception, CAP has 

funded and provided more than 30,000 

accommodation solutions for individuals 

with visual, hearing, dexterity, and 

cognitive disabilities within DoD and 

about 50 other Federal agencies. 

CAP SERVICES 

CAP is the Federal Government’s centrally-funded 

accommodations program. 

Much of CAP’s success lies in its ability to 

provide reasonable accommodations to 

employees quickly, easily, and in a cost 

efficient manner. CAP can assist your 

organization by: Purchasing assistive 

technology and services; Conducting 

needs assessments; 

Assisting in technology 

integration; Assistive 

technology training; 

Assisting in accommodations 

for work-related 

injuries; Supporting 

Telework participants 

with disabilities; and 

Conducting presentations 

on CAP services 

and other accessibility issues. 

THE TECHNOLOGY 

CAP pays for a wide variety of assistive 

technology, devices, and services for 

people with disabilities, CAP also provides 

training on the technology and 

purchases software upgrades. Frequently 

requested accommodations 

include: 

•Blind/Low Vision: Magnification systems, 

speech and Braille output systems, 

scanner/reader systems, Braille embossers, 

Closed Circuit Televisions (CCTVs), 

and Braille notetakers. 

•Deaf/Hard of Hearing: Teletypewriters 

(TTYs), PC-TTY modems, telephone 

amplifiers, assistive listening systems, and 

visual signaling devices. 

•Dexterity Disabilities: Alternative 

keyboards, alternative input devices, 

word prediction software, speech 

recognition systems, pointing devices, 

hands-free computer interface systems 

and keyguards. 

•Cognitive/Learning Disabilities: Talking 

dictionaries and scanner/reader systems. 

•Communication Disabilities: Electronic 

communication aids and speech output 

systems to augment communication. 

TECHNOLOGY EVALUATION CENTER 

The CAP Technology Evaluation Center 

(CAPTEC) is a facility dedicated to the 

evaluation and demonstration of 

assistive technology. It was established 

to assist employees and supervisors in 

choosing appropriate assistive technology 

to create work environments that 

are accessible to persons with disabilities. 

CAPTEC also hosts open houses designed 

to highlight particular advances 

in assistive technology. 

The CAP Staff conducts needs assessments 

to help identify the most appropriate 

solution to meet individual 

requirements. CAPTEC consists of 

computer workstations configured with a 

wide variety of assistive technology. 

People in the process of evaluating 

assistive technology who have questions 

about compatibility or functionality, or 

who need to compare several solutions, 

may visit CAPTEC to test and evaluate 

equipment. 

Since the release of the new Web site, 

activity has increased dramatically. Over 

400,000 hits were received in October 

2002 and CAP continues to experience 

daily activity increases. 

If you are interested in learning more 

about CAP services, disability accommodations, 

or other methods of impacting 

the recruitment, hiring, and retention of 

people with disabilities within the 

Federal Government, please visit the new 

CAP Web site! 

All services are available by 

visiting CAPTEC, located in the 

Pentagon, Room 2A259, or by 

contacting CAPTEC at 703-693 

5160 (V) or 703-693-6189 (TTY). 

Regular hours of operation are 

Monday - Thursday from 9:00 

a.m. to 3:00 p.m. or by 

appointment. Services are also 

available online at 

www.tricare.osd.mil/cap 


A Brief History 

of 

Personal Computing 

Part III 

By Retired Major Dale J. Long, USAF 

Welcome back to the third in a series of articles reviewing the 

history of personal computing. In the summer issue of CHIPS, we 

looked at the development of the modern personal computer. 

In the fall issue,we examined the evolution of personal computer 

(PC) operating systems and application software. In this issue, 

we will look at the technologies that tie our PCs together through 

networking. 

We tend to think of digital networking as a relatively new concept, 

but the roots of modern networking extend back over 150 

years. Many years before Charles Babbage created what is considered 

the first computer,his“Differential Engine,”the telegraph 

ushered in the age of digital communications in 1844 when 

Samuel Morse sent a message 37 miles from Washington D.C. to 

Baltimore using his new invention. While the telegraph is a long 

way from today’s computer networks, it was arguably the single 

most significant event in human communication since the development 

of language. For the first time in human history, we 

had a reliable method of communicating in real-time beyond lineof-sight. 

As long as you could connect two locations with wires, 

you could exchange information almost instantaneously without 

regard to distance. Much as modern data networks use 1s and 0s 

to encode and transfer information,Morse code was the language 

of the telegraph. Morse code is a binary-like system that uses 

dots and dashes in different combinations to represent letters 

and numbers. The big difference is, that while the telegraph operators 

of the mid-19th century could perhaps transmit four or 

five dots and dashes per second, computers now communicate 

at speeds of up to one billion 1s and 0s every second, which we 

refer to in digital shorthand as one gigabit or “1Gb.” 

Not long after Morse invented the telegraph,a Frenchman named 

Emile Baudot developed a typewriter-style telegraph machine 

that allowed users to key in their messages using the basic alphabet 

and print out received messages using automatic translators 

built into the machine. These early precursors to modern 

modems allowed virtually anyone to send and receive telegraph 

messages without having to understand the code used to transmit 

the message. However, Morse code did not lend itself well to 

automation due to the variable length of each character, so 

Baudot developed a more uniform code for his system. Baudot 

used a five-bit binary code to represent each character. As that 

only gave 32 possible characters (00000 to 11111 = 32), it wasn’t 

going to be enough to include all 26 letters and 10 digits. He 

solved this problem by adding two “shift characters” for figures 

and letters that performed in much the same way as a typewriter 

shift key. This gave him 62 combinations (not quite six-bit computing) 

for letters,figures and punctuation marks. Western Union, 

the most famous telegraph company in history, eventually replaced 

all of its Morse telegraph equipment with Baudot’s “teletypewriters.” 

In honor of Baudot’s pioneering contributions, the 

speed of serial communications is still measured today by measuring 

the“Baud rate.” 

However, despite being the dominant digital communications 

code for over a century, the Baudot five-bit code was not suited 

to 20th century computing. Computers, which were developed 

independently of the telegraph, needed the ability to discriminate 

between upper and lowercase letters. Baudot’s code only 

provided for uppercase letters. In response to the need for a new 

standard information exchange format,a group of American communications 

companies got together in the 1960s to devise a new 

code. Their new standard used seven bits that could represent 

128 characters. This new standard came to be known as the 

American Standard Code for Information Interchange (ASCII). 

ASCII was immediately accepted by virtually everyone in the communications 

world, with one notable exception: IBM. IBM decided 

to make its own standard,the Extended Binary Coded Decimal 

Interchange Code (EBCDIC). The IBM code used eight bits 

and could represent 256 characters. However, aside from IBM using 

it in their mid-range and mainframe computers,EBCDIC never 

really caught on. Once it became clear that IBM would not be 

able to force their proprietary standard on the rest of the world, 

they eventually adopted the ASCII code. However, as they still 

wanted the extra capabilities inherent in the 8-bit format, they 

“extended”ASCII by using an eighth bit so it could represent 256 

characters and called it “Extended ASCII.” Now that a common 

language for computer data had 

been invented,the stage was set for 

real computer networking to begin. 

Early Networking 

The origins of the Internet were distilled 

from the visions and work of 

computer visionaries of the 1960s. 

Three of the most influential were 

the Massachusetts Institute of Technology 

(MIT) trio of J.C.R. Licklider, 

Leonard Kleinrock and Lawrence 

Roberts. Licklider first proposed a global network of computers 

in 1962. Later that year he moved to the Advanced Research 

Projects Agency (ARPA) to head the work to develop it. Kleinrock 

developed the theory of packet switching, which would form the 

basis of Internet connections. Roberts confirmed Kleinrock’s 

theory in 1965 when he connected a Massachusetts computer 

with a California computer over dial-up telephone lines. However,while 

this demonstrated the feasibility of wide area networking, 

it also showed that the circuit switching technology available 

through a standard telephone line was not sufficient to support 

any large-scale networking. Shortly after this project,in 1966, 

Roberts began work at ARPA and developed the plan for what 

eventually became ARPANET. 


Finding True Believers 

When ARPA sent out a request for 

proposals to build the initial network 

of four Interface Message 

Processors (IMPs), many of the 

large computer and telecommunications 

organizations did not 

bother responding, because they 

thought the task was impossible. 

Turning ARPA’s networking theory 

into reality fell to another group of 

visionaries at a small company 

named BBN (Bolt, Beranek and Newman). We take much of the 

support activities that sustain the Internet for granted today, but 

BBN literally created most of them from scratch. They wrote code 

that would automatically reload crashed servers,pull packets into 

the machine, figure out how to route them, and send them on 

their way. They also developed a routing scheme that would automatically 

route data packets around troubled links in the network 

and update itself several times per second. BBN had to 

handle some stiff challenges, not the least of which was dealing 

with the timing and error-control problems associated with sending 

data over telephone lines. This was pretty cosmic stuff in an 

era where most engineers still carried a slide rule and the microprocessors 

that power modern CPUs had not been invented yet. 

The key to the design of ARPANET was the construction of an 

autonomous subnet, independent of the operation of any host 

computer. An IMP can take on one of two distinct roles: Host or 

“store-and-forward.” In any host-to-host connection, the IMPs at 

the respective host sites are the source and destination IMPs for 

that connection, and the IMPs in the network path between the 

host sites comprise the store-and-forward sub-network. The IMPs 

of the sub-network received packets, performed error control, 

determined the route and forwarded them to the next IMP in the 

network path. In addition to these tasks, the source IMP and destination 

IMP were responsible for end-to-end connection management 

and message processing procedures for the duration 

of the connection. These procedures included flow control, storage 

allocation, and message fragmentation and reassembly. 

There were many factors that affected the development of message 

processing requirements. First, there was some likelihood 

of delay in acknowledging packets due to finite bandwidth or 

differing bandwidth at the source or destination. This would result 

in packets arriving out of order, becoming duplicated if they 

weren’t acknowledged by the receiving host in time, or becoming 

just plain lost. Also, IMPs only had a limited amount of storage 

space, so they needed to pass packets on as quickly as possible. 

After spending months customizing software and systems, 

BBN eventually got the first two IMPs set up at the University of 

California at Los Angeles and Stanford. ARPANET was born on 

October 1, 1969, when the first characters were transmitted over 

the new network. The network quietly expanded to 13 sites by 

January 1971 and 23 by April 1972. 

Outside of BBN and a small group of researchers, ARPA, the network 

that would transform the world was virtually unknown until 

the International Conference on Computer Communication in 

Washington,D.C.,October 1972. The ARPANET was the only demonstration 

at the conference and conclusively proved the feasibility 

of packet switching networks. Though most of the world 

still did not know it,we had taken our 

first steps toward wiring the world for 

data. 

Ethernet 

The next big development in networking 

after ARPANET and packet 

switching was Ethernet, which is still 

the dominant network technology 

today. The roots of the modern 

Ethernet were planted in a 1973 

Xerox Corporation patent memo that 

described a new protocol for multiple computers communicating 

over a single cable. Originally intended to help design internal 

computer-to-computer communications within Xerox copiers 

and duplicators, Ethernet eventually became a global standard 

for interconnecting computers on local area networks. 

Ethernet was developed by Xerox at their Palo Alto Research Center 

(PARC) in California. In 1979, Digital Equipment Corporation 

and Intel joined forces with Xerox to standardize the Ethernet system. 

The first specification by the three companies, called the 

“Ethernet Blue Book” was released in 1980. Ethernet was originally 

a 10 megabit per second system (10Mbps = 10 million 1s 

and 0s per second). It used a large coaxial backbone cable running 

throughout the building, with smaller coax cables attached 

at short intervals (usually around six feet) to connect to the workstations. 

The large coax became known as “Thick Ethernet” or 

“10Base5.” The “10” refers to the speed, which in this case is 

10Mbps. “Base”means it is a base band system that uses all of its 

bandwidth for each transmission,as opposed to a broadband system 

that splits the bandwidth into separate channels to be used 

concurrently. The“5”refers to the systems maximum cable length, 

in this case 500 meters. In 1983, the Institute of Electrical and 

Electronic Engineers (IEEE) released the official Ethernet standard, 

IEEE 802.3. This second version is commonly known as Thin 

Ethernet or 10Base2 (10Mbps, base band, 200 meters). 

In 1985, the Computer Communications Industry Association 

(CCIA) asked the Electronics Industries Association (EIA) to develop 

a cabling standard which would define a generic telecommunications 

wiring system for commercial buildings to support 

a multi-product, multi-vendor environment. This would be a cabling 

system that would run all current and future networking 

systems over a common topology using a common media and 

common connectors. By 1987 several manufacturers had developed 

Ethernet equipment that could utilize twisted-pair cable, 

and in 1990 the IEEE released the 802.3I Ethernet standard 

10BaseT ( T refers to twisted-pair cable). In 1991 the EIA together 

with the Telecommunications Industry Association (TIA) published 

a standard for telecommunications cabling (EIA/TIA 568). 

It was based on Cat[egory] 3 Unshielded Twisted Pair cable (UTP), 

and was closely followed one month later by a Technical Systems 

Bulletin (TSB-36) which specified higher grades of UTP cable, Cat 

4 and Cat 5. Cat 4 specified data rates of up to 20MHz and Cat 5 

up to 100MHz, which at the time seemed like a lot of bandwidth. 

However,as George Carlin observed,“stuff accumulates to fill available 

space.” Given the exponential growth of networking tech 


nology, even Cat 5 is being pushed to its limits. The current state 

of the art is Cat 6, and Cat 7 is waiting in the wings. 

Despite being pronounced “about to be dead” several times in 

the last 15 years,Ethernet has successfully defended itself against 

all comers in the networking standards world, including LAN 

Token-Ring, Fiber Distributed Data Interface (FDDI) and 

Asynchronous Transfer Mode (ATM). You can tell who is winning 

simply by looking at the type of equipment people are buying. 

Network interface cards (NICs) and switches are generally 

replaced every two to three years. Since 1998, 90 percent of all 

NICs and switch ports shipped have been some flavor of Ethernet. 

Case closed, at least for now. 

There are two basic reasons Ethernet still rules. First, the invention 

and installation of fiber-optic cable,with its huge bandwidth 

potential,means you can use a“cheaper,dumber”technology like 

Ethernet as efficiently as“expensive, smart”technology like ATM. 

Without fiber optics, we would need all of the ATM horsepower 

to squeeze every last drop of data into the scarce bandwidth available 

on copper wire. With fiber, that bandwidth constraint has 

pretty much gone away. Also,Ethernet has been getting smarter 

in useful ways. Because Ethernet adapters can auto-sense 

10Mbps, 100Mbps and 1,000Mbps operations, it’s now possible 

to establish a tiered Ethernet network that supports all three 

speeds using the same standard. For example, a LAN may have a 

Gigabit Ethernet backbone and departmental servers that are 

connected by Fast Ethernet,and then connected to conventional 

10Mbps Ethernet switches and hubs that tie into desktops. Without 

that ability to automatically sense what speed your backbone 

is using, we might need to integrate three different network protocols 

to do the same thing Ethernet does on its own. There are 

other technologies and standards that I really wish we had time 

to review here, including FTP (file transfer protocol) and TCP/IP 

(Telecommunications Protocol/Internet Protocol,also developed 

at BBN). But the issue I’ve saved for last that incorporates both of 

those issues is the Big Kahuna of networking — e-mail. 

You’ve Got Mail! 

Seventeen years ago, when I first 

started fooling around with computers, 

the only people who had e-mail 

were the few thousand hardy souls 

who had access to ARPANET or large 

private or corporate systems like General 

Electric. Everything was in plain 

text and files were exchanged via FTP 

over Unix-based systems. Think about 

this: the Internet, with its millions of 

servers, and the World Wide Web, with its billions of pages, are all 

essentially the result of the human desire to communicate. I submit 

to the jury that e-mail, more so than any other single factor, is 

the application that is primarily responsible for the development 

of the modern Internet. Here is my case. E-mail first appeared in 

the 1960s when users on time-sharing systems wanted a way to 

leave messages for each other. These early e-mail systems were 

very simple. Mailboxes consisted of a text file, readable only by a 

single user, to which new messages were appended. There were 

no mail reader programs. Users had to scroll through the text file 

to the most current entries. If the reader didn’t edit out old material 

fairly frequently large mail files could become very long and 

hard to get through. These primordial e-mail systems were initially 

limited to the physical reach of the local system. 

ARPANET added“reach”to e-mail by connecting systems together. 

The first recorded case of e-mail traveling from one site to another 

occurred in 1972 when Ray Tomlinson, then an engineer at 

BBN,delivered an electronic message by copying it a across a network 

link connecting two DEC PDP-10s. Tomlinson,by the way, is 

also the person who decided to use the “@” symbol to separate 

the user from the host part of an e-mail address. E-mail caught 

on quickly. Less than a year later, 75 percent of the traffic on the 

ARPANET was e-mail. There were no protocols that specifically 

covered e-mail. Mail was sent via FTP, which had commands specific 

to mail transfer. Mail delivery and tracking information was 

included in the mail headers, but no defined mail header standards. 

Also, mail programs that disagreed over formats would 

often refuse to talk to one another. For example, Multics systems 

used the @ symbol as a“line kill”command. 

At the time of most of these events,TCP/IP, which eventually provided 

a standard exchange format for all networks, had not yet 

appeared on the scene. The ARPANET used Network Control Protocol 

(NCP) as its core network protocol,and was not able to communicate 

with any other packet network in existence at the time. 

Deliverance from the e-mail Tower of Babel first appeared in the 

form of “delivermail,” which was developed by Eric Allman and 

originally shipped with BSD (Berkeley Software Distribution) Unix 

versions 4.0 and 4.1 in 1979. Delivermail successfully handled e- 

mail using FTP over NCP and was soon incorporated into the 

ARPANET community. Delivermail eventually evolved into 

sendmail, which is arguably the most influential and important 

e-mail program developed to date. 

About the same time that e-mail was developing on ARPANET, 

Vint Cerf (Father of the World Wide Web) and Bob Kahn (from 

BBN) were working on a way to connect packet networks together. 

The results of their work would become the TCP/IP protocol,which 

defined standards for data exchange and communication between 

networks. ARPANET transitioned to TCP/IP in 1982, and 

the widespread implementation of TCP/IP paved the way for 

today’s standard for e-mail: Simple Mail Transfer Protocol (SMTP). 

In response to the development of SMTP, Allman evolved his 

delivermail program into sendmail, which extended the reach of 

e-mail beyond the ARPANET system and allowed users to communicate 

between all the various private packet networks that 

would eventually form what we now know as the Internet. The 

drive to communicate, coupled with the development of a universal 

system of point-to-point communications embodied in e- 

mail, are what brought the Internet together. 

Billions, perhaps trillions of dollars have been spent over the last 

150 years devising faster, more robust ways to allow people to 

set lunch dates,ask“whassup,”send sales pitches,and — squabble. 

E-mail further evolved in the 1990s with the introduction of more 

feature-laden mail programs, including Lotus ccMail and Notes, 

Microsoft Outlook, and various other programs. But other than 

adding the ability to transmit richer types of information (including, 

unfortunately, potentially hostile payloads), they have basically 

just extended the functionality originally codified by 

sendmail and SMTP. The final evidence in support of my belief in 

CHIPS Winter 2003 

37

e-mail’s pivotal role in the development of modern networking 

is this: current estimates from people who watch Internet traffic 

patterns say that the Internet will pass over 36 billion e-mails this 

year. That comes out to 114 e-mails to roughly a second, every 

second of the year. And that figure will only grow as more areas 

of the world gain access. 

Closing Words 

There are various opinions on what it takes to build a network, 

but one that caught my eye recently was offered by Van Macatee, 

an executive at Level 3 Communications,in the November 1,2002, 

issue of the Web magazine America’s Network: “Any schmuck can 

build a network.” I’m not sure how Macatee defines a schmuck,so 

I’ll offer a definition: a network schmuck is someone who knows 

what the technology can do and how to plug it in and turn it on, 

but not how the technology works or what effect it will have on 

the people connected to it. 

The Internet,is only relatively simple today because of the efforts 

of the pioneers in the field who had the vision to see the future, 

the skills and will to make it happen, and the wisdom to cooperate 

to achieve common goals. The development of the hardware, 

software,and transport protocols and technologies that make up 

modern networking are the products of many dedicated, intelligent,talented 

people whose efforts rival the building of the Pyramids 

and the Apollo space program as cooperative human endeavors. 

Schmucks did not build the Internet. Despite the probable 

difference in our salaries, I strongly disagree with Macatee’s 

assertion. Perhaps just about anyone can buy a network out of a 

box and just plug it in. But plugging in and turning on a network 

are not the same as building one. 

A modern parallel to the development of the Internet is the Navy’s 

NMCI project. The goal is similar: build a single extended network 

to serve the entire service in much the same way that the 

Internet now serves the world. The Navy has many of the same 

challenges in building the NMCI that faced the people who built 

the Internet: defining common standards, integrating technologies, 

and getting everyone to agree on the one right way to do 

certain things. The Navy is at a pivotal point. In building the NMCI 

you can,right now,shape the work environment of the entire Navy 

for decades to come. Please remember,though,that simply building 

a big network that adheres to a single set of technical standards 

is not the goal. NMCI will ultimately be judged on how it 

supports the Navy as an organization. What the world has done 

with the Internet, I believe can be done with NMCI. 

That’s all for now. In the next issue, we will conclude this serial 

history of personal computing with a look at the development of 

the World Wide Web and what it means to be part of today’s wired, 

interconnected world. Until then... 

Happy Networking! 

Long is a retired Air Force communications officer who has written 

for CHIPS since 1993. He holds a Master of Science degree in Information 

Resource Management from the Air Force Institute of Technology. 

He is the Telecommunications Manager for the Eastern Region 

of the U.S. Immigration & Naturalization Service. 

Talking with Dinah Cohen 


Program (CAP) Director 

CHIPS: Many people talk about the “digital divide” separating 

those with access to computers and the Internet to those 

who do not have access opportunities for financial reasons. 

But isn’t there another digital divide separating private 

citizens with disabilities from technology CAP does such a 

great job assisting DoD and Federal employees with disabilities 

to bridge the gap, but is there an agency to assist private 

citizens with disabilities who may be cut off from technology 

Ms. Cohen: The digital divide falls into two categories. The 

first, people who have access to a computer, but cannot 

access the information. I hope and think that Section 508 is 

reducing this divide by working with industry and Federal 

Government to ensure that electronic and information 

technology is accessible and usable by people with disabilities. 

For assisting people in obtaining access to a computer, I 

am aware of some bold actions regarding universal design 

and assistive technology/computer access that are part of 

President Bush’s New Freedom Initiative. You can see more 

on this issue at www. disabilityinfo.gov. 

Editor’s Note: The New Freedom Initiative was established to 

ensure that the more than 54 million Americans with 

disabilities learn and develop skills, find meaningful work, 

and realize the promises of the Americans with Disabilities 

Act. To achieve equality of opportunity, independent living, 

and economic self-sufficiency, this comprehensive plan 

promotes the full participation of people with disabilities in 

all aspects of American life. The Federal Web site, 

www.disabilityinfo.gov, provides resource information and 

links to agencies and programs designed to assist citizens 

with disabilities. Just a sampling of links follow. Comprehensive 

information about Federal job opportunities can be 

found at www.usajobs.opm.gov or call 1-478-757-3000/ 

TDD 1-478-744-2299. A free service of the Office of Disability 

Employment Policy (ODEP) of the U.S. Department of 

Labor, the Job Accommodation Network available at 

www.jan. wvu.edu or 1-800-526-7234 (V/TTY), provides 

information about job accommodations, the Americans with 

Disabilities Act (ADA), and the employability of people with 

disabilities. The RESNA Alternative Financing Technical 

Assistance Project (Agreement No. H224C000200) is funded 

by the National Institute on Disability and Rehabilitation 

Research (NIDRR) under Title III of the Assistive Technology 

Act of 1998. This Web site, www.resna.org/AFTAP/ 

index.html, was developed with grant funds and is designed 

to assist individuals in receiving loans to ensure they can 

access assistive technology. The information on these pages 

does not necessarily reflect the position of NIDRR/U.S. 

Department of Education or RESNA, and no official endorsement 

of the materials should be inferred. 



The Naval Air Systems Command F-14 

Program Office (PMA-241) sent one of 

its own to the front lines of the war in 

June 2002 to help improve the 

situational awareness of Army Green 

Berets on the ground. “The thrust of 

PMA-241 has always been to provide 

service to the fleet,” said Capt. Peter 

Williams, F-14 Program manager. “We 

have been the ultimate technology 

provider for the F-14 community, but 

when we can go beyond that and 

help our brethren in the Army, it’s an 

exceptional thing.” 

Kevin Morse, PMA-241’s deputy 

assistant program manager for 

logistics, and two contractor support 

personnel spent about three weeks in 

Afghanistan establishing connectivity 

between Army Special Forces and 

Navy tactical aircraft for the exchange of imagery and intelligence. 

NAVAIR loaned the Army four Fast Tactical Imagery (FTI) 

laptops, a technology developed by PMA-241, that can retrieve 

and send information in near real-time. 

The need for such a capability was identified by an F-14 aviator 

from Carrier Air Group 7 who was on a one-month assignment 

with the intelligence center at the Army Air Base in Bagram. He 

saw that the Special Forces group in the Kabul area were not 

getting imagery intelligence as quickly as they needed. He 

recognized the challenge and knew who could meet it. The 

original request for support came to PMA-241 May 20, and the 

program office had the Navy and Army exchanging images by 

June 22. 

“This is just one example of NAVAIR using its advanced 

warfighting capabilities to solve the problems of modern 

warfare,”Williams said. “Working hand-in-hand with the Army 

against al Qaeda forces, PMA-241 demonstrated the value of 

Kevin Morse, third from left, PMA-241’s deputy assistant 

program manager for logistics, joins U.S. Army Special 

Forces and Afghanistan coalition force members in 

Kabul. Morse went to Afghanistan in June to establish 

connectivity between Army Special Forces and Navy 

tactical aircraft. 

Kevin Morse, PMA-241’s deputy assistant program manager for 

logistics, gave his first briefing on Fast Tactical Imagery to the 

Green Berets in a bombed-out building similar to those shown 

here in Afghanistan. The wall was painted white and window 

openings were covered with boards to block the light so the 

presentation could be seen clearly. 

network centric warfare capability 

in a real-time theater of operations.” 

Morse left for Afghanistan on June 

12. He located the equipment, 

made the necessary connections, 

and trained the Army Green Berets 

on how to use FTI laptops to 

communicate with Navy F-14 

squadrons VF-143 and VF-11. “The 

special forces were not getting any 

near real-time imagery from tactical 

aircraft in the theater of operations,” 

Morse said. “FTI enabled the 

F-14 crews to transmit images to 

ground troops within two minutes.” 

This is a two-way communication 

system that lets ground troops 

send images back to the Tomcats. 

This capability is also compatible 

with the Army’s AH-64 Apache 

helicopter and FTI is expected to be used on the F/A-18E/F 

Super Hornet. “The Tomcat is mature, but it’s still leading the 

way with new technology and it’s setting the stage for the 

Super Hornet,”Williams said. “We are helping to establish 

requirements in the spiral development of the Super Hornet.” 

FTI was first used during operation Southern Watch in 1999. It 

allowed aircraft to launch from a carrier without a predetermined 

target, acquire a target, transmit imagery back to the 

ship and get permission to strike during flight. “This capability 

represents the highest standard in warfare technology,” 

Williams said. “Our mission is to enable absolute combat power 

through technologies that deliver matchless capabilities.” 

Meeting these high standards and delivering superior technology 

is no small feat, but doing it in a third world country during 

a war presents unique challenges. A former Army Ranger, 

Morse is no stranger to hazardous and primitive conditions, but 

what he experienced in Afghanistan was unlike anything he 

had ever seen. He spent three weeks living in a tent with camel 


NASA Tests New Helmet 

Developed at NAVAIR 

Kevin Morse, PMA-241’s deputy assistant 

program manager for logistics, and two 

contractor support personnel spent about 

three weeks in Afghanistan staying in tents 

like these at the Army Air Base in Bagram. 

spiders the size of a hand in temperatures 

exceeding 106 degrees at 5,000 

feet — where dust storms were a part of 

daily life. A harsh climate, however, was 

not the only challenge Morse faced. It 

took more than a week to locate the 

equipment after it arrived in Afghanistan 

and European electrical connectivity 

presented other problems. 

Morse overcame these obstacles and 

gave his first briefing on FTI to the Green 

Berets in a bombed-out building in 

Bagram. He used a projector to show the 

presentation on a wall the team painted 

white so that the slides could be seen. 

Windows were covered with boards to 

block the light. 

“It was a really bad place to be with 

a lot of people going through a lot 

of hardships,” Morse said. “But, it 

was very rewarding to know I was 

doing something in support of the 

war against terrorism.” 

“It was a really bad place to be with a lot 

of people going through a lot of hardships,” 

Morse said. “But, it was very 

rewarding to know I was doing something 

in support of the war against 

terrorism.” The Army will continue to use 

Navy assets to collect imagery. While 

Morse was in Afghanistan, PMA-241 sent 

contractor support personnel from 

Signal Corporation to Fort Bragg to 

provide FTI training for another Army 

division preparing to leave for Afghanistan. 

“The special forces were very grateful for 

the help we provided in performing their 

mission,” Morse said. “There was no 

separation between Navy and Army — 

we were just Americans working together.” 

A pilot at NASA’s Dryden Flight Research 

Center in Edwards, Calif., prepares for a 

flight test in an F/A-18 Hornet with the new 

two-part helmet concept developed by 

NAVAIR engineers in the Crew Systems 

Research and Engineering Competency 

Program. Photo courtesy of NASA. 


Engineers from NAVAIR’s Crew Systems Research and Engineering Competency Program 

(AIR-4.6), have developed a new helmet concept that they expect will enhance 

the stability and reliability of helmet mounted devices, ultimately improving the accuracy 

of information available to the aircrew on Navy and Marine Corps aircraft. 

In July, pilots began wearing the modular, two-part helmet prototype during limited 

flight testing in an F/A-18 Hornet at NASA’s Dryden Flight Research Center in Edwards, 

Calif. The helmet will be fully flight-qualified by the Navy before it can be transitioned 

to the warfighter through NAVAIR’s Aircrew Systems Program Office (PMA-202). Continually 

evolving operational requirements for the Navy and Marine Corps call for a 

variety of helmet-mounted devices. These technologies often pose significant challenges 

in terms of aircrew systems safety, 

comfort and acceptability. Dr. James 

Sheehy is leading NAVAIR’s Aircrew Systems 

Science and Technology Program 

effort to provide a stable platform to support 

the expanded range of helmetmounted 

devices. The two-part helmet 

concept, originated by the Gentex Corp., 

was adopted and further developed by 

the Navy to meet the specific requirements 

of the warfighter. “It is lightweight, 

comfortable and stable,” Sheehy said. 

“The helmet is easily adaptable to outer 

mission modules including the basic tactical 

outer helmet assembly recently 

flown in the F/A-18.” 

An F/A-18C Hornet assigned to Strike Force 

Squadron Two Five (VFA-25)— the“ Fist of the 

Fleet.” U.S. Navy photo by PHA Philip A. 

McDaniel. 

Advanced materials, new suspension techniques, and precision fitting enable the twopart 

helmet to outperform current helmet technology. The inner helmet assembly is 

“eye-referenced”which means it is individually fit to each pilot to ensure that his or her 

eye is always in the proper location for the outer modules. The outer helmet is a shell 

that can be tailor-made to fit various missions and can range from a plain helmet for 

impact protection to a high resolution helmet mounted display. The ability to split the 

protection between the inner and outer modules allows the helmet to cross platforms 

between rotary and fixed wing aircraft. 

“Providing the required tactical capability while preserving and advancing aircrew 

safety and protection is an extremely important objective,” Sheehy said. “As the ultimate 

technology provider to the warfighter, our mission is to enable absolute combat 

power through technologies that deliver matchless capabilities.” 


Using Technology to Provide Better 

Support for the Federal Workforce 

By Sandra J. Smith 

The world of e-Government is full of 

exciting possibilities for how the U.S. 

Government can improve its interactions 

with its citizens. Concepts like one-stop shopping, online town 

hall meetings for direct contact with officials, or “OurTown.Gov” 

(which helps local leaders to coordinate community services) give 

new meaning to the phrase“of the people, by the people, and for 

the people.” In the future, it seems almost inevitable that citizens 

and businesses will conduct more and more government interactions 

online. The transformations resulting from e-Government 

will continue to impact every facet of our lives, especially those 

of government employees. Training,recruitment,clearances,payroll, 

enterprise human resource system integration, and career 

planning are areas that are changing to provide better service 

and resources to government employees. 

The nearly ubiquitous nature of the Internet affords a tremendous 

opportunity for agencies and communities alike to leverage 

and transform their operational procedures and processes. 

One such community benefiting from the Internet is the Federal 

Human Resources (HR) Community. As the Internet and Webbased 

services continue to marshal efficiencies and improve organizational 

processes, government employees will become the 

beneficiaries of the transformational power of e-Government. 

The mandate of the President’s Management Agenda to strategically 

manage human capital has helped to serve as a catalyst 

for the HR Community to examine how they conduct business 

and highlights them as a model for other agencies as they pave 

inroads into e-Government. A few key HR-related e-Government 

initiatives (shown in Figure 1) being led by the Office of Personnel 

Management (OPM) currently underway are: 

e-Training 

The Government Online Learning Center or, GoLearn is a Government-wide 

resource that supports developmental opportunities 

of the Federal workforce through simplified and one-stop 

access to high quality e-Training products and services. The creation 

of this center is the first phase of the President’s Management 

Agenda e-Training Initiative and will continue to grow with 

the addition of products and services that meet the common 

needs of the workforce,including a competency-based individual 

career planning tool called the Information Technology (IT) 

Roadmap. The IT Roadmap will be a valuable tool for IT professionals 

and their managers to identify the right skills for optimal 

job performance and at the same time target professional development 

needed to obtain those skills. This site is designed as a 

virtual campus that houses free training courses and knowledge 

resources in each of its rooms. You can explore the center and all 

that GoLearn has to offer by going to www.golearn.gov. 

e-Clearance 

Security has taken on a greater significance since 9-11;now more 

than ever information security is crucial. The e-Clearance initia- 

tive will improve the processing of investigations for personnel 

who must have security clearances. The elimination of paperbased 

security applications will permit sharing of clearance information 

among other agencies, and accelerate the clearance 

process. The OPM e-Clearance project team expects the e-Government 

initiative to meet its next milestone early. 

Office of Management and Budget (OMB) Director, Mitchell E. 

Daniels Jr., recently sent a memo to agencies requiring them to 

automate their security clearance systems and transfer employee 

files to OPM’s Security/Suitability Investigations Index (SII) by Jan. 

3, 2003. The memo is the latest in a recent series of letters invoking 

OMB’s authorities under the Clinger-Cohen Act to prompt 

agencies to work together on e-Government initiatives. 

Recruitment One-Stop 

A significant challenge for government agencies is the difficulty 

in attracting and retaining skilled IT professionals. Despite the 

recent economic downturn, the private sector demand for IT 

workers — fueled by the Internet“gold rush”— continues to grow 

at a rate faster than the supply of newly educated IT professionals. 

In an attempt to simplify the government recruiting process 

and provide a one-stop approach to federal employment applications 

and job postings,OPM conducted a virtual IT fair for individuals 

interested in working in the Federal Government. The job 

fair was intended for positions in the GS-2210 IT Management 

Specialist series at the GS-7 through 13 grade levels. Approximately 

20 Federal agencies participated in this first of its kind 

event which was held in April 2002. The entire application and 

assessment process was administered via the Internet at 

www.usajobs.opm.gov. 

EHRI 

The goals of the e-Government Enterprise Human Resources Initiative 

(EHRI) are to provide timely and accurate access to human 

resources data and deliver accurate, current data on all Federal 

employees — active and separated. EHRI will eliminate the need 

for a paper employee record through the creation of an electronic 

Official Personnel Folder that will eliminate more than 100 multiple 

forms that are currently maintained for a minimum of 65 

years after employee separation. This initiative will enable the 

management of reporting benefits and electronic transfer of HR 

data throughout a Federal employee’s career life cycle. These enhancements 

will fundamentally change the way in which employees,managers, 

and HR officers retrieve and use Official Personnel 

Folder data for transaction processing, workforce reporting and 

analysis. The Department of Defense has funded the Modern Defense 

Civilian Personnel Data System (DCPDS) to achieve the 

majority of the EHRI goals, and will eventually be funded to develop 

an interface with the EHRI. 

The Modern DCPDS currently supports multiple HR applications 

and is designed to replace a number of information systems used 

today, throughout the Department, to manage civilian human 


Recruitment, Employment and Retirement Initiatives 

Application 

Recruitment 

One-Stop 

Clearance 

Information 

Recruitment 

Hire 

E-Clearance 

Agency HR 

Systems 

Employee 

Transfer 

Employee 

Transfer 

Data 

Initial OPF 

Data 

Employee Investigation 

EHRI 

Training 

History 

E-Training 

Employment 

Figure 1. 

Payroll 

Data 

OPF 

E-Payroll 

OPF 

Employee 

Development 

Pay 

Retire 

Rehire 

Course Catalog 

tion of professional development opportu 

nities. Professional development opportunities 

will come from a compendium of federal training sources 

that are directly linked to one or more specific competencies. The 

IT Roadmap will provide an integrated approach toward training 

and career development,identify competencies required for successful 

job performance, and be flexible enough to support a variety 

of IT career development planning strategies and 

customization. The tool will include feedback from employees 

on courses and provide a source of aggregate statistics for agency 

planning. The prototype of the tool was released early December 

2002 and initial operational capability is projected by spring 

2003. 

resources. The Modern DCPDS will move the Department away 

from multiple systems to a single information system for civilian 

employees. 

e-Payroll 

OPM has established a Standardization Action Team, with officials 

from various Departments. The team’s goal is to provide 

simple, easy-to-use, cost-effective, standardized, integrated HR/ 

Payroll services to support the mission and employees of the Federal 

Government. The team developed a modernization plan using 

agency and industry best practices to identify data fields 

needed for payroll processing. The group also is identifying the 

methods for making changes, whether legislatively or through 

the regulatory process. 

The Federal IT Roadmap 

Recognizing the criticality of a skilled IT workforce, the Federal 

Chief Information Officer Council (CIOC) engaged OPM in the development 

of the Information Technology Group, GS-2200. Under 

this standard, the GS-2210, Information Technology Management 

Specialist series with 10 parenthetical titles was developed. 

As a follow-on thrust, the Federal CIOC, Workforce and Human 

Capital for IT Committee, sponsored the IT Roadmap initiative as 

a means to engage and provide a developmental resource for 

the Federal IT Workforce. The IT Roadmap Team spent several 

months exploring best practices within private and public sector 

products and recommended a way ahead in developing such a 

tool. After extensive review, the Roadmap Team recommended 

adopting the Department of the Navy Chief Information Officer 

(DON CIO) Career Planning Tool as a best practice. 

The Committee adopted the recommendation and launched an 

effort to develop the IT Roadmap — a Federal career planning 

tool for current and prospective Federal IT employees. The tool is 

a Web-enabled, database-driven career planning tool that outlines 

general and technical competencies relevant to the various 

parenthetical titles (Policy & Planning; Information Security; Systems 

Analysis;Application Software;Operating Systems;Network 

Retirement 

System 

Modernization 

IT Roadmap 

Career Planning 

Retirement 

Services; Data Management; Internet; Systems 

Administration; and Customer Support) 

associated with the GS-2210, IT Management 

Specialist Series. 

The GS-2210 series is designed to cover all 

positions currently assigned to the Computer 

Specialist Series, GS-334, as well as 

positions classified in other series (e.g., the 

Telecommunications Series,GS-391,and the 

Miscellaneous Administrative and Program 

Series,GS-301),where IT knowledge is paramount. 

The tool will assist individuals in 

performing self-assessment of their proficiency 

in those competencies. Based on 

identified proficiency gaps,the IT Roadmap 

will assist users in developing career-long 

training and development plans to achieve 

their career goals. The career development 

plan will be derived from the user’s self-assessment 

of competencies and the selec 

A Winning Proposition 

An exciting future awaits the workforce of the future. Not only 

will systems and procedures be greatly enhanced by technology 

but the people who manage and implement those systems and 

procedures will be better equipped and more competent to do 

their jobs. President Bush has said that he will expand the use of 

the Internet to empower citizens by allowing them to request 

customized information from Washington when they need it,not 

just when Washington wants to give it to them. The President 

believes true reform involves not just giving people information, 

but giving citizens the freedom to act upon it. The DON CIO supports 

e-Government initiatives and believes they are winning 

propositions for using technology to gain efficiencies and provide 

better support for the DON and Federal Workforce of the 

future. 

To learn more about e-Government go to: 

www.gcn.com/egovernment 

www.golearn.gov 

www.egov.gov 

www. senate.gov 

Sandra J. Smith is the DON CIO Competency Management Team 

Leader. 


Security Made Easy 

with the NMCI, PKI, and the CAC 

By Josephine Smidt with Rebecca Nielsen 

You have heard of the Navy Marine Corps 

Intranet (NMCI), the Department of Defense 

(DoD) Public Key Infrastructure (PKI), 

and the Common Access Card (CAC). You 

may even have heard about Public Key Enabled 

(PKE) applications. Here at the Department 

of the Navy Chief Information 

Officer (DON CIO), these aren’t abstract 

concepts. They are woven into daily workplace 

activities,ensuring that DoD Defense 

in Depth information assurance requirements 

are met. One of the benefits of working 

in my office is that we test the technology 

that will be deployed to the DON community. 

This is both good and bad: we use 

all the cool, new technology, but we have 

to work out the bugs prior to deployment. 

I’ll explain how implementation of the new 

PKI technology has helped me do my job 

better as a member of the Information Assurance 

Team at DON CIO. The PKI provides 

digital certificates to subscribers — people 

and computer systems. Digital certificates 

and their associated keys are credentials, 

similar to photo identification. Unlike a 

photo ID, however, digital certificates can 

also be used for electronic signatures and 

encryption — assuring secure communications 

between users. By itself,PKI doesn’t 

do anything. However,the security services 

that PKI provides: authentication, data integrity, 

confidentiality, and non-repudiation 

(described in the text box above), 

transform time-consuming,insecure paper 

processes into streamlined, secure electronic 

systems. Applications like e-mail and 

the Defense Travel System (DTS), that are 

programmed to use digital certificates are 

PK Enabled. 

Like any credential, my digital certificates 

are only useful if I have them when I need 

them. So, I carry them with me on my CAC. 

The CAC contains a small chip (almost as 

powerful as the first personal computers) 

that not only contains my certificates and 

associated keys, but also the processing 

power to use the keys and to protect them 

The National Information Systems Security 

(Infosec) Glossary defines the following five 

security services. PKI provides all but 

authorization. 

•Authentication: Establish the validity of a 

transmission, message or originator. 

•Authorization: Access privileges granted to 

a user, program or process. 

•Confidentiality: Assurance that information 

is not disclosed to unauthorized persons, 

processes or devices. 

•Data Integrity: Data is unchanged from its 

source and has not been accidentally or 

maliciously modified, altered, or destroyed. 

•Non-Repudiation: Assurance the sender of 

data is provided with proof of delivery and the 

recipient is provided with proof of the sender’s 

identity, so neither can later deny having 

processed the data. 

from unauthorized disclosure. The CAC 

also has other technologies, including a 

photo (for visual identification),a magnetic 

stripe and a bar code. Since all of these are 

on the same card, I will soon only have to 

carry one card and remember one password 

— the one that tells the computer 

chip that I am the authorized user. There is 

an icon at the bottom of my screen that 

changes color when my CAC is being used 

to verify or authorize something. This is 

especially helpful, when your workstation 

seems to take longer than usual to do 

something, as the verification process 

sometimes takes a couple of seconds. 

I use my CAC and PKI on a daily basis. My 

office has recently been designated as classified, 

and as a result, we decided to test 

how easily the CAC can work with biometrics 

to enter the secure area. When I arrive 

in the morning, I swipe my CAC and put 

my thumb on the reader and the door 

opens. Right next to the reader that we 

currently use is one that we will be using 

in the not-too-distant future. This reader 

doesn’t require swiping,but reads my CAC 

from the chain around my neck as I press 

my finger. How cool is that 

Our office has not switched over to NMCI 

yet,but we have been using the CAC to log 

on to the network — the CAC contains our 

userid and password. Some personnel use 

PKI to log on by inserting the CAC into a 

card reader located on the side of their 

laptop and typing in the CAC Personal 

Identification Number (PIN). The chip on 

the card communicates with PKE Microsoft 

Windows 2000 to authenticate the identity 

certificate. Since the PIN is useless without 

the card, they don’t even have to 

change it every 90 days. We will all be using 

this method when we switch over to 

NMCI. 

I digitally sign each e-mail I send so that 

the recipient will know that the e-mail 

came from me, and that the contents have 

not changed since I sent it. The NMCI workstation 

comes with both Outlook and the 

middleware needed for Outlook to work 

with the CAC. All I have to know is the PIN. 

Someone who wants to send me an encrypted 

e-mail, either can retrieve my e- 

mail encryption certificate from the Global 

Address List or from a signed e-mail I have 

already sent. This certificate can encrypt 

information that is sensitive and should 

not be sent in a manner that allows anyone 

to read it. When I receive an encrypted 

e-mail, Outlook communicates with my 

CAC to decrypt the information. 

Since I used the CAC to log onto the workstation,if 

I have to step away from my desk, 

all I have to do is remove the CAC from the 

reader and my desktop is automatically 

locked so that no one else can access it. 

When I return, I put the card back into the 

reader and enter my PIN to return to where 

I left off. Since unattended workstations 

are not secure, and security is a primary 

concern, I really like this feature. Even if I 

forget to take my CAC out of the reader, 

my screen saver will kick in after fifteen 

minutes and I’ll need both my CAC and my 

PIN to return to the desktop (since I need 

the CAC to get into my office, I try not to 

forget and leave it in the reader). 


E-mail isn’t the only application that is PKE. 

I use PKI to submit travel requests and process 

travel claims using DTS. Once I have 

filled out my travel voucher, I digitally 

stamp it. This is the equivalent of digitally 

signing an e-mail, and I can’t do it without 

my CAC. I click on the button that says 

stamp, and the CAC and the PK Enabled 

DTS work together to verify who I am and 

to encrypt my authorization or voucher. 

Since the process is electronic,there are no 

paper forms to get lost and my reimbursement 

is sent directly to my bank account 

in about one week. 

When I am on travel or working from home, 

I can use my CAC and my NMCI laptop for 

remote access to the network. I log on just 

as I would at work with my CAC in the card 

reader and dial in. The communication 

between my workstation and the network 

remote access server validates my identity, 

verifies that I am permitted to access the 

network, and establishes an encrypted 

communication link — all based on my 

identity certificate. 

When I think about how many passwords 

I had to remember,how long it would take 

to get a travel authorization approved/reimbursed 

for travel expenses and, how it 

was not even possible to encrypt my e-mail 

outside of the SIPRnet, it hits me just how 

much this little card has simplified my daily 

work life. Not to mention how it will continue 

to influence my work in the future, 

with things like contact-less CACs (where I 

don’t swipe the CAC, but it is read from a 

distance); using my CAC to send signed 

e-mails with my Blackberry and,using a variety 

of applications from personnel management 

software to financial programs 

and not having to remember a different 

password for each. 

While technology is never a substitute for 

security awareness,the implementation of 

NMCI, PKI and the CAC show how implementation 

of robust security can make our 

jobs easier. It is definitely a very exciting 

time to be in the DON. 

Josephine Smidt is a Management Analyst 

on the DON CIO IA Team. 

The Navy’s Web-based 

Reverse/Forward Auction 

Sept. 5, 2002, NAVICP (Naval Inventory 

Control Point) conducted 

the Navy’s first online forward auctions. 

The two auctions ran in two phases, 

with each phase consisting of the sale of 

two damaged CH-53D helicopters and associated 

parts packages. Three firms registered 

to participate as bidders. The winning 

bidders are expected to refurbish the 

aircraft for commercial applications such 

as firefighting,a requirement that has generated 

significant demand for heavy lift 

aircraft in the past few years. The two contracts 

resulting from the auctions are valued 

at nearly $5 million. Naval Air Systems 

Command (NAVAIR) will receive the aircraft 

proceeds and NAVICP will retain the remaining 

proceeds to purchase similar helicopter 

parts. 

The forward auctions, leverage the latest 

commercial technology and are part of 

NAVICP’s innovative strategy to reduce U.S. 

Navy excess inventory, which consists of 

weapons system parts that the Navy might 

need later,but will most likely replace with 

state-of-the-art designs. The auctions also 

create a commercial marketplace for future 

sales. In fact,both of the winning bidders 

will have the option to buy additional 

CH-53D helicopters and parts within six 

months of contract award. This creative 

initiative allowed NAVICP to transform unusable 

assets that might otherwise deteriorate 

— into funding to support the next 

generation of weapons systems. 

The forward auctions are the latest success 

story in NAVICP’s Internet-based action 

program. In May 2000,NAVICP conducted 

the first Internet-based reverse auction in 

the Federal Government. The auction, 

which lasted 51 minutes, provided the 

competitive pricing mechanism for 

NAVICP to award a contract for aircraft 

ejection seat recovery sequencers (the 

“brains”of the ejection seats). The auction 

saved an estimated 28 percent from the 

historical price for recovery sequencers. 

NAVICP awarded the contract within an 

hour of the auction closing — a significant 

time savings. 

NAVICP conducted four additional auc- 

By Cmdr. Steve Dollase, SC, USN 

tions under the pilot reverse auction program, 

resulting in estimated savings of 21 

percent,or $14.8 million. Internet-based reverse 

auction technology allows online 

bidders to compete in real-time for contracts 

by lowering their price offers (or raising 

them in a forward auction) as they see 

other bids posted. Bidders are unable to 

identify competitors, only the current low 

bid is visible. The auctions are conducted 

in a secure, Web-based environment. Participants 

are screened in advance before 

granting access to the auctions to ensure 

that they are qualified sources for the items 

under consideration. This is particularly important 

with complex weapons systems. 

Auctions work best when there are three 

or more bidders, and when specifications 

permit easy comparison between products. 

Convinced of the power of the concept, 

NAVICP, with the sponsorship of its parent 

command,the Naval Supply Systems Command 

(NAVSUP), awarded two five-year, 

best-value contracts for auction services; 

one to Procuri for a self-service, desktop 

tool and the other to eBreviate for a fullservice 

tool. The eBreviate solution also offers 

market research services, helpful in 

determining suppliers for a particular requirement. 

In the first year, NAVICP contracts 

were used by NAVSUP activities and 

twelve other Federal Government agencies 

to conduct 43 auctions valued at over $144 

million with typical savings of 8 to 24 percent. 

The auction tools are available, free 

of charge,to Navy and Marine Corps activities, 

and to other Federal Government activities 

on a fee-for-service basis. 

The NAVSUP/NAVICP Reverse Auction 

Team earned a FY 2000 Department of the 

Navy Competition and Procurement Excellence 

Award for their success. NAVSUP/ 

NAVICP recently launched a Navy auction 

Web site at www.auctions.navy.mil. 

These tools are just one more way that the 

Navy and Marine Corps team can maximize 

resources and improve combat readiness. 

Cmdr. Steve Dollase is NAVICP’s Director of 

Acquisition Policy. 


CAC Middleware... 

Putting the CAC to Work 

for Information Security 

By Tim Russell 

As of July 2002, more than one million Department of Defense 

(DoD) users have been introduced to the Common Access Card 

(CAC) — the DoD’s new standard identification and benefits card 

that provides active duty and selected Reserve, civilian and contractor 

personnel with physical access to buildings and secure 

areas,and authentication for accessing computer networks. While 

the card represents the most tangible element of the CAC program 

and the part most visible to DoD personnel, the software 

that functions to support a user’s CAC card on PC workstations is 

an equally vital part of the equation, even though many users 

don’t realize it or might not even know it’s there. But without 

software, the CAC card can’t perform the secure logical access 

applications for which the card is intended. This August,Datakey 

was notified,along with three other vendors (Schlumberger,SSP- 

Litronic and Spyrus), that it had been selected as an approved 

supplier of middleware for the DoD CAC program. 

Working jointly under a partnership agreement with the National 

Institute of Standards and Technology (NIST) on behalf of DoD 

agencies,Datakey electronic memory key technology was revised 

and reengineered to develop a prototype secure token for computer 

workstation authentication in 1989. Based on this secure 

token, Datakey manufactured the first cryptographic Smart Card 

used for digital signatures in 1991. Former President Clinton used 

Datakey technology on two occasions while in office — to digitally 

sign an intergovernmental agreement with Ireland in 1998 

— and to sign the Electronic Signatures in Global and National 

Commerce Act (E-SIGN), legislation that took effect Oct. 1, 2000, 

making electronic signatures as legally valid as signatures on paper 

in the United States. 

Datakey began developing a version of software specifically engineered 

for the CAC program following the specification requirements,and 

implemented PKCS #11,MS-CAPI and the DoD-defined 

Basic Services Interface (BSI), allowing users to take advantage of 

any DoD CAC card to run their information security applications, 

including encrypted and digitally signed e-mail, VPN access and 

PC login applications. Beyond supporting all on-card cryptographic 

operations, Datakey CAC middleware also includes its 

supporting software library to perform a complete range of cryptographic 

operations in software. The middleware provides users 

with the utilities that are necessary to manage their Smart 

Card, including a PIN manager, the ability to view digital credentials, 

and the ability to register certificates within Microsoft environments. 

Datakey CAC middleware can also be field-enabled to 

support the full list of current Datakey Smart Card/token options, 

including all configurations of its Model 330 cryptographic Smart 

Card, for seamless integration with leading PKI and VPN products. 

Datakey also provides GSA-ready Smart Card technology for the 

Smart Access Common ID Card program. Government customers 

who have deployed Datakey Smart Card technology include: 

(1) The Department of State - 40,000 Diplomatic Security users 

will carry a Smart Card for facility access to DoS buildings and 

embassies and for secure network access. In addition to security, 

benefits include increased efficiencies and user productivity. Personnel 

can access corporate networks by using the same ID card 

that grants physical access to buildings. By using a single ID card 

for many applications and uses, the Department leverages its investment 

for the greatest possible return on investment. Old paper 

processes and applications can be securely transitioned online 

for time savings and 24x7 availability; (2) The Federal Deposit Insurance 

Corporation - 3,500 field agents and more than 7,000 internal 

users digitally sign/encrypt e-mail messages and documents, 

and access corporate facilities. FDIC field agents use an 

Electronic Travel Voucher (ETV) System application with Smart 

Cards and laptops for reimbursement of travel expenses. The electronic 

system interfaces with the National Finance Center (NFC). 

Previously, it took up to two months for field employees to be 

repaid, but by using Smart Cards it now takes two days for a direct 

deposit to an employee’s account. The paper reimbursement 

costs about $50 per transaction to process,whereas the new process 

costs less than $10. Since the FDIC processes 80,000 to 

100,000 vouchers every year, this results in savings of about $3.2 

to $4 million. Due to the success of the ETV pilot program, the 

FDIC has expanded the program to a fully operational, ongoing 

cryptographic Smart Card endeavour. Other customers using 

Smart Card technology include: the Department of Energy,Rocky 

Flats Environmental Technology Site, the Bureau of Labor Statistics 

and the Canadian Department of National Defence, which 

deployed 90,000 Smart Cards. 

As more and more DoD users (up to 4 million) receive the CAC 

card, the missing link is the software required to put the card to 

work in information security applications (secure network access, 

digitally signed and encrypted e-mail, etc.,). Datakey CAC 

middleware bridges that gap and enables a powerful, 

interoperable and CAC-compliant solution that works with any 

CAC-compliant Smart Card. Through Datakey’s contract with the 

government, any DoD organization can order Datakey 

middleware and begin taking full advantage of the CAC card. 

For more information on CAC Middleware contracts visit the DON IT 

Umbrella Web site at www.it-umbrella.navy.mil or the DoD ESI site 

at www.don-imit.navy.mil/esi. DoD organizations can order Enterprise 

Software Initiative (ESI) CAC Middleware directly from the DON 

Web site, ITEC-Direct, at www.itec-direct.navy.mil or by contacting a 

Datakey representative at 1-888-328-2539 or 1-301-261-9150 in 

Washington,D.C. 

Tim Russell is vice president and general manager of Datakey 

Inc. 


SPAWAR Systems Center Charleston Technology Training Center Norfolk is undergoing 

an exciting revitalization with a focus on arming the warfighter with 21st century 

technology. The transformation will result in the standup of SPAWAR Institute — 

delivering C4ISR training solutions. We are enthusiastically looking forward to meeting 

the training demands of the 21st century warrior and exceeding expectations for quality, 

service and professionalism. 

With opportunity comes change, the popular column,“How Can I” by the training team 

of SPAWAR Systems Center Charleston Technology Training Center Norfolk will be phased 

out. Through the years many Information Technology users have come to depend on 

the expert advice the training team has shared, but it is time to move in a fascinating 

new direction to meet the warfighter’s requirements with right on target C4ISR training. 

SPAWAR Institute will partner with Navy trainers and customers to bridge the gap 

between informal SPAWAR installation training and formal schoolhouse instruction. This 

nontraditional, integrated approach will provide timely and flexible C4ISR training to 

meet today’s shipboard requirements. 

Thanks to the following SPAWAR Systems Center Charleston Technology Training Center 

Norfolk instructors for their input: Alice Butler, Ronald Bailey, Katie Bierman, Gregory 

Browning, Colleen Jobe, Glynda Roffman and Muriel Taylor. Some of their most 

recent inquiries are listed below. If you would like further information or have questions, 

please call (757) 444-7976, DSN 564 or e-mail to forinfo@spawar.navy.mil. Visit 

their Web site at www.training.norfolk.navy.mil 

Microsoft Access 

QUESTION: Is there a way to create a shortcut on the desktop that will open Access, open a specific database and open a 

form 

ANSWER: Open the database. Use Tools ... Startup to set the opening form. Make a desktop shortcut to the Access database. When 

you click on the shortcut, Access will open the correct database and the selected form. 

QUESTION: What should you do when you set the database to open to a form and want to then gain access to the other 

objects in the database 

ANSWER: Hold the shift key while opening the database to bypass any start-up settings. 

Microsoft Outlook XP 

QUESTION: I lost the envelope that pops up when you get new mail. How do I get it back 

ANSWER: To restore the Envelope icon in your system tray follow the steps below. 

♦Start Outlook. 

♦Click the Tools menu, Select Options. 

♦On the Preferences Tab, Click E-mail Options. 

♦Click Advanced E-mail Options. 

♦Check to select the Show an envelope icon. 

Microsoft PowerPoint 

QUESTION: How can I change things that are the same color in a piece of clip art into a variety of different colors 

ANSWER: To get pieces of the clip art to each be a different color, double-click the piece of clip art - click “yes” to convert to a 

Microsoft Office drawing object (this will ungroup the image) - left click outside of the image to deselect it - double-click on any 

piece you would like to recolor - click the drop down list to change the fill color - regroup the image when you’re finished. 

In order to regroup, click on each part of the image using both the shift and control keys until all pieces of the image have been 

selected. Then, right click on the image and choose the Grouping option and then Group. 

*Tip* You can keep ungrouping and regrouping the image as often as you like to change the colors. 

CHIPS Winter 2003

SPAWAR 

Institute 

...C4ISR Training Solutions for the 21st Century Warfighter 

The SPAWAR Institute provides professional instructors in Integrated Battle Force, Advanced 

Systems Training, Network Essentials, Unix Operating Systems, Microsoft Systems Engineer, 

A+ Certified Professional and Network + Certified Professional. SPAWAR Institute provides 

Curriculum Development services including requirements validation,training objectives 

development, alignment with governing standards and directives, curriculum production and 

delivery, and metrics for evaluation and modification based on student feedback. SPAWAR 

Institute delivers eLearning tools such as Computer Based Training 

and Web-enabled modules for C4ISR systems. 

We can design customized training solutions for every requirement. 

SPAWAR Intitute Services 

Integrated Battleforce Training 

Advanced Systems Training 

Afloat Training Teams 

Curriculum Development 

eLearning Resources 

757.444.4945 

DSN 564.4945 

Located Near Our Fleet Customers 

on the Norfolk Naval Station

ViViD Contracts 

N68939-97-D-0040 

Contractor: Avaya Incorporated 

N68939-97-D-0041 

Contractor: General Dynamics 

ViViD provides digital switching systems, cable plant components, 

communications and telecommunications equipment 

and services required to engineer, maintain, operate and modernize 

base level and ships afloat information infrastructure. This 

includes pier side connectivity and afloat infrastructure with purchase, 

lease and lease-to-own options. Outsourcing is also available. 

Awarded to: 

Avaya Incorporated (N68939-97-D-0040); (888) VIVID4U 

or (888) 848-4348. Avaya also provides local access and local 

usage services. 

General Dynamics (N68939-97-D-0041); (888) 483-8831 

Modifications 

Latest contract modifications are available at http://www.itumbrella.navy.mil 

Ordering Information 

Ordering Expires: 

26 Jul 05 for all CLINs/SLINs 

26 Jul 07 for Support Services and Spare Parts 

Authorized users: DoD and U.S. Coast Guard 

Warranty: Four years after government acceptance. Exceptions 

are OEM equipment warranties on catalog items. 

Acquisition, Contracting & Technical Fee: Included 

in all CLINs/SCLINs 

Web Link 

http://www.it-umbrella.navy.mil/ 

TAC Solutions BPAs 

Listed Below 

TAC Solutions provides PCs, notebooks, workstations, servers, 

networking equipment, and all related equipment and services 

necessary to provide a completely integrated solution. BPAs 

have been awarded to the following: 

Compaq Federal, LLC (N68939-96-A-0005); (800) 727 

5472 

Control Concepts (N68939-97-A-0001); (800) 922-9259 

Dell (N68939-97-A-0011); (800) 727-1100, ext. 61973 

GTSI (N68939-96-A-0006); (800) 999-4874, ext. 2549 

Hewlett-Packard (N68939-97-A-0006); (301) 258-2063 

McBride and Associates, Inc. (N68939-96-A-0007); 

(800) 829-9409, ext. 7612 

SUN (N68939-97-A-0005); (800) 786-0404 

Ordering Expires: Indefinite with annual review for all 

BPAs. 

Authorized Users: DON, U.S. Coast Guard, DoD, and other 

federal agencies with prior approval. 

Warranty: IAW GSA Schedule. Additional warranty options available. 

Web Link 

http://www.it-umbrella.navy.mil/contract/tac-solutions/ 

tac-sol.html 

Enterprise Software Agreements 

Listed Below 

The Enterprise Software Initiative (ESI) is a Department of Defense (DoD) initiative 

to streamline the acquisition process and provide best-priced, standards-compliant 

information technology (IT). The ESI is a business discipline used to coordinate 

multiple IT investments and leverage the buying power of the government 

for commercial IT products and services. By consolidating IT requirements and 

negotiating Enterprise Agreements with software vendors, the DoD realizes significant 

Total Cost of Ownership (TCO) savings in IT acquisition and maintenance. 

The goal is to develop and implement a process to identify, acquire, distribute, 

and manage IT from the enterprise level. 

In September 2001, the ESI was approved as a “quick hit” initiative under the DoD 

Business Initiative Council (BIC). Under the BIC, the ESI will become the benchmark 

acquisition strategy for the licensing of commercial software and will extend 

a Software Asset Management Framework across the DoD. Additionally, the 

DAR Council has approved a final rule which will incorporate the ESI into the Defense 

Federal Acquisition Regulation Supplement (DFARS) Section 208.74. 

Authorized ESI users include all Defense components, U.S. Coast Guard, Intelligence 

Community, and Defense contractors when authorized by their contracting 

officer. For more information on the ESI or to obtain product information, visit 

the ESI Web site at http://www.don-imit.navy.mil/esi. 

ASAP (N00039-A-9002) for Novell products; and (N00104-02-A-ZE78) for 

Microsoft products; Small Business; (800) 883-7413 for Novell products and 

(800) 248-2727, ext. 5303 for Microsoft products 

GTSI (N00104-00-A-Q242) for JetForm products; and (N00104-02-A-ZE79) for 

Microsoft products; Small Business; (800) 999-GTSI 

Crunchy Technologies, Inc. (N00104-01-A-Q446) for PageScreamer 

Software (Section 508 Tool), Crunchy Professional Services and Training; Small 

Business Disadvantaged; (877) 379-9185 or (703) 469-2010 

CorpSoft, Inc. (N00104-01-A-Q506) for Adobe products; and (N00104-02-A 

ZE82) for Microsoft products; Call (800) 808-1944 for Adobe products and 

(800) 677-4009, ext. 5248 or (781) 440-1000 (OCONUS) for Microsoft products 

HiSoftware, DLT Solutions, Inc. (N00104-01-A-Q570) for HiSoftware 

Section 508 Tools; Small Business; (888) 223-7083 or (703) 708-9658 

SAP Public Sector and Education, Inc. (N00104-02-ZE77) for SAP 

software, installation, implementation technical support, maintenance and 

training services; (610) 661-5711 

Softchoice (Beyond.com) (N00104-02-A-ZE81) for Microsoft products; 

Small Business; (877) 804-4995, ext. 305 

COMPAQ (N00104-02-A-ZE80) for Microsoft products; (800) 535-2563 pin 

6246 or (317) 228-3424 (OCONUS) 

DELL (N00104-02-A-ZE83) for Microsoft products; (512) 723-7010 

Softmart (N00104-02-A-ZE84) for Microsoft products; (610) 518-4000, 

ext. 6492 

CDW-G (N00104-02-A-ZE85) for Microsoft products; (703) 726-5011 

Software House International (N00104-02-A-ZE86) for Microsoft 

products; Small Business Disadvantaged; (301) 294-9439 

Datakey (N00104-02-D-Q666) IDIQ Contract for CAC Middleware products; 

(301) 261-9150 

Litronic (N00104-02-D-Q667) IDIQ Contract for CAC Middleware products; 

(703) 905-9700 

Schlumberger (N00104-02-D-Q668) IDIQ Contract for CAC Middleware 

products; (410) 723-2428 

Spyrus (N00104-02-D-Q669) IDIQ Contract for CAC Middleware products; 

(408) 953-0700, ext. 155 

CHIPS Winter 2003



Microsoft products: 26 Jun 03 

Novell products: 31 Mar 07 

JetForm products: 23 Feb 03 

Crunchy products: 04 Jun 04 

Adobe products: 14 Aug 03 

HiSoftware products: 16 Aug 04 

CAC Middleware products: 06 Aug 05 

SAP products: Upon expiration of the GSA schedule 

Authorized Users: Adobe products, Microsoft products, Section 508 Tools, 

CAC Middleware and SAP: All DoD. For purposes of this agreement, DoD is defined 

as: all DoD Components and their employees, including Reserve Component 

(Guard and Reserve) and the U.S. Coast Guard mobilized or attached to DoD; 

other government employees assigned to and working with DoD; non-appropriated 

funds instrumentalities such as NAFI employees; Intelligence Community 

(IC) covered organizations to include all DoD Intel System member organizations 

and employees, but not the CIA nor other IC employees unless they are assigned 

to and working with DoD organizations; DoD contractors authorized in accordance 

with the FAR; and authorized Foreign Military Sales. 

JetForm: All DoD and U.S. Coast Guard (excluding Air Force and Army). 

Warranty: IAW GSA Schedule. Additional warranty and maintenance options 

available. Acquisition, Contracting and Technical fee included in all BLINS. 

Web Links 

ASAP Software Express 

http://www.it-umbrella.navy.mil/contract/msesa/asap/asap.html 

Government Technology Services, Inc. (GTSI) 

http://www.it-umbrella.navy.mil/contract/msesa/gtsi/gtsi.html 

CorpSoft, Inc. 

http://www.it-umbrella.navy.mil/contract/adobe/adobe.html 

Crunchy Technologies, Inc. 

http://www.it-umbrella.navy.mil/contract/508/crunchy/crunchy.html 

HiSoftware, DLT Solutions, Inc. 

http://www.it-umbrella.navy.mil/contract/508/dlt/dlt.html 

SAP 

http://www.it-umbrella.navy.mil/contract/enterprise/sap/sap.html 

Microsoft Products 

http://www.it-umbrella.navy.mil/contract/enterprise/microsoft/ms-ela.html 

Datakey, Inc. 

http://www.it-umbrella.navy.mil/contract/middleware-esa/datakey/index.html 

SSP-Litronic, Inc. 

http://www.it-umbrella.navy.mil/contract/middleware-esa/litronic/index.html 

Schlumberger 

http://www.it-umbrella.navy.mil/contract/middleware-esa/Schlumberger/ 

index.html 

Spyrus, Inc. 

http://www.it-umbrella.navy.mil/contract/middleware-esa/spyrus/index.html 

Navy Contract: 

N68939-97-A-0008 

Department of the Navy 

Enterprise Solutions BPA 

The Department of the Navy Enterprise Solutions (DON ES) BPA provide a wide 

range of technical services, specially structured to meet tactical requirements, 

including worldwide logistical support, integration and engineering services 

(including rugged solutions), hardware, software and network communications 

solutions. DON ES has one BPA. 

Computer Sciences Corporation (CSC) (N68939-97-A-0008); 

(619) 225-2412; Awarded 07 May 97; Ordering expires 31 Mar 06, with two oneyear 

options 

Authorized Users: All DoD. 

Web Link 

http://www.it-umbrella.navy.mil/contract/tac-don-es/csc/csc.html 

Information Technology Support Services 

BPAs 

Listed Below 

The Information Technology Support Services (ITSS) BPAs provide a wide range 

of IT support services such as networks,Web development, communications, training, 

systems engineering, integration, consultant services, programming, analysis 

and planning. ITSS has five BPAs. They have been awarded to: 

Booz Allen Hamilton Inc. (N68939-97-A-0014); (415) 281-4942; 

Awarded 02 Jul 97; Ordering expires 31 Mar 04 

Lockheed Martin (N68939-97-A-0017); (240) 725-5950; Awarded 01 Jul 97; 

Ordering expires 30 Jun 05, with two one-year options 

Northrop Grumman Information Technology 

(N68939-97-A-0018); (571) 203-6114; Awarded 01 Jul 97; 

Ordering expires 12 Feb 05, with two one-year options 

SAIC (N68939-97-A-0020); (703) 676-5096; Awarded 01 Jul 97; Ordering 

expires 30 Jun 05, with two one-year options 

TDS (Sm Business) (N00039-98-A-3008); (619) 224-1100; 

Awarded 15 Jul 98; Ordering expires 15 Jul 05, with two one-year options 

Authorized Users: All DoD, federal agencies, and U.S. Coast Guard. 

Web Link 

http://www.it-umbrella.navy.mil/contract/itss/itss.html 

Navy Contract: 

N00039-99-A-3193 

Networking Solutions BPA 

The Networking Solutions contract provides access to significant discounts on 

Cisco networking products and solutions. The items include a large variety of 

ATM and Ethernet switches, edge devices and software. This Networking BPA is 

primarily intended for equipment purchases. Customers requiring total solutions 

or significant integration services should consider placing their order(s) using the 

ViViD Contracts. A BPA has been awarded to: 

Federal Data Corporation (N00039-99-A-3193); (425) 793-3847 

Ordering Expires: Indefinite with annual review for BPA 

Authorized Users: DON, U.S. Coast Guard, DoD, and other federal 

agencies with prior approval. 

Warranty: IAW GSA schedule. Additional warranty and options available. 

Web Link 

http://www.it-umbrella.navy.mil/contract/net-solutions/fdc/fdc.html 

Research and Advisory BPAs 

Listed Below 

Research and Advisory Services BPAs provide unlimited access to telephone inquiry 

support, access to research via Web sites and analyst support for the number 

of users registered. In addition, the services provide independent advice on 

tactical and strategic IT decisions. Advisory services provide expert advice on a 

broad range of technical topics and specifically focus on industry and market 

trends. BPAs listed below. 

Gartner Group (N00104-03-A-ZE77); (703) 226-4815; Awarded Nov 02; 

one-year base period with three one-year options. 


Acquisition Solutions (N00104-99-A-Q150); (703) 378-3226; 

Awarded 14 Jan 00; one-year base period with three one-year options. 


Gartner Group: Nov 06 

Acquisition Solutions: Jan 04 

Authorized Users: 

Gartner Group: This Navy BPA is open for ordering by all of the DoD components 

and their employees, including Reserve Components (Guard and Reserve); the 

U.S. Coast Guard; other government employees assigned to and working with 

DoD; non-appropriated funds instrumentalities of the DoD; DoD contractors 

authorized in accordance with the FAR and authorized Foreign Military Sales (FMS). 

Acquisition Solutions: All DoD. For purposes of this agreement, DoD is defined 

as: all DoD Components and their employees, including Reserve Component 

(Guard and Reserve) and the U.S. Coast Guard mobilized or attached to DoD; other 

government employees assigned to and working with DoD; non-appropriated 

funds instrumentalities such as NAFI employees; Intelligence Community (IC) 

covered organizations to include all DoD Intel System member organizations and 

employees, but not the CIA nor other IC employees unless they are assigned to 

and working with DoD organizations; DoD contractors authorized in accordance 

with the FAR; and authorized Foreign Military Sales. 

Web Links 

From the DON IT Umbrella Program Web Site: 

Gartner Group 

http://www.it-umbrella.navy.mil/contract/r&a/gartner/gartner.html 

Acquisition Solutions 

http://www.acqsolinc.com 

TurboPrep Messaging Solution 

N00039-00-C-3112 

Contractor: Ice Communications 

TurboPrep software for generation, preparation, validation and formatting of 

messages has been purchased by the SPAWAR Program Office for the DON Enterprise. 

No additional cost to authorized users. Order issued to: 

Ice Communications, Inc. (N00039-00-C-3112 of Feb 00); Small Business; 

(703) 938-1465; Awarded Aug 00 


Ordering Expires: 14 Feb 03 

Authorized Users: All DON and U.S. Coast Guard 

Warranty: 3-year which includes software updates and upgrades. 

http://www.icecomm.com. 

Web Link 

SEWP III 

Listed Below 

NASA’s Scientific and Engineering Workstation Procurement III government-wide 

contracts provide Class 10 Computer Support Devices and Class 12 Security Systems 

and Tools. SEWP III is an indefinite delivery, indefinite quantity (IDIQ) type 

contract. Contracts have been awarded to the following: 

Hewlett-Packard (NAS5-01133) and (NAS5-01141); (781) 505-7676 

GTSI/SUN (NAS5-01134); (703) 502-2172 

IBM (NAS5-01135); (800) 426-2255 

Silicon Graphics Federal, Inc. (NAS5-01136) and (NAS5-01140); 

(301) 572-1980 

GMR/Cray (NAS5-01138); (703) 330-1199 

Compaq Federal, LLC (NAS5-01139); (301) 918-5360 

GTSI (NAS5-01142) and (NAS5-01146); (703) 502-2172 

Logicon FDC (NAS5-01143) and (NAS5-01147); (301) 446-3100 

UNISYS Corporation (NAS5-01144); (800) 398-8090 

Government Micro Resources (NAS5-01145); (703) 330-1199 

Ordering Expires: 30 Jul 06 (Contracts awarded for five years starting 

30 Jul 01.) 

Authorized Users: DON, U.S. Coast Guard, DoD, and other federal agencies. 

Warranty: 36-month extended warranty available 

Web Link 

http://www.it-umbrella.navy.mil/contract/sewp3/sewp3.htm 

The U.S. Army Small Computer Program 

(ASCP) Maxi-Mini 

and Database (MMAD) Program 

Listed Below 

The Maxi-Mini And Database (MMAD) Program is supported by two fully competed 

Indefinite Delivery/Indefinite Quantity (ID/IQ) contracts with IBM Global 

Services and GTSI Corporation. The MMAD Program is intended to be DoD’s follow-on 

to the Navy administered Supermini Program in fulfilling high and medium 

level IT product and service requirements. Like its predecessor, MMAD provides 

items to modernize, upgrade, refresh and consolidate current systems, as 

well as to establish new ones. 

Products include: 

64-bit Servers (RISC and Itanium): HP, IBM, Compaq 

64-bit RISC and NT Workstations: HP, Compaq 

Routers/Network: Cisco, 3COM 

Storage Systems: IBM, RMSI, Compaq, Dot Hill, System Upgrade, EMC 

Ancillaries include network hardware items, upgrades, peripherals and software. 

Services are geared toward providing solutions needed to effectively manage 

and support the complexities of agency or program system environments, to include: 

consultants, analysts, engineers, programmers, trainers and administrators. 

MMAD is designed to ensure the latest products and services are available in a 

flexible manner to meet the various requirements identified by DoD and other 

agencies. This flexibility includes special solution CLINs, technology insertion provisions, 

ODC (Other Direct Cost) provisions for ordering related non-contract items, 

and no dollar/ratio limitation for ordering services and hardware. 

Latest product additions include EMC and McData storage solutions, and Tivoli 

Storage Manager software. Both IBM and GTSI now provide HP, Cisco and EMC 

products and services with MMAD terms and conditions. 

Awarded to: 

GTSI Corporation (DAAB07-00-D-H251); (800) 999-GTSI 

IBM Global Services-Federal (DAAB07-00-D-H252); CONUS: 

(866) IBM-MMAD (1-866-426-6623) OCONUS: (703) 724-3660 (Collect) 


Ordering: Decentralized. Any federal contracting officer may issue delivery 

orders directly to the contractor. 


GTSI: 24 May 06 (includes three option periods) 

IBM: 19 Feb 06 (includes three option periods) 

CHIPS Winter 2003

Authorized Users: DoD and other federal agencies including FMS 

Warranty: 5 years or OEM options 

Delivery: 35 days from date of order (50 days during surge period, August 

and September) 

No separate acquisition, contracting and technical fees. 

Web Links 

GTSI 

http://pmscp.monmouth.army.mil/contracts/mmad_gtsi/mmad_gtsi.asp 

IBM 

http://pmscp.monmouth.army.mil/contracts/mmad_ibm/mmad_ibm.asp 

The U.S. Army 

Enterprise Software Initiative BPA 

DAAB15-99-A-1002 

As of February, 28, 2002, the Navy holds inventory of Oracle Database Enterprise 

Edition (9i and 9ias) perpetual licenses (either named-user, multi-server or 

processor), and additional options and tools (i.e., security options, partitioning, 

spatial, clustering, diagnostics management packs, Tuning Management Pack, 

Change Management Pack, Internet Application Server Enterprise, Internet 

Developer Suite, and Balanced Scorecard). Initial orders will include a warranty 

period of March 1 through May 31, 2002, and software support for the period 

June 1 through May 31, 2003. Placing orders early will result in the best deal for 

end users. Four (4) additional out years of Silver Technical Support and product 

update support have also been negotiated. 

The initial purchase price for end users is an average of a 64 percent discount off 

GSA prices and total package discounts (including out year technical support) 

average a 70 percent discount off GSA prices. Customers with small requirements 

can benefit from discounts normally reserved for customers with orders over $10 

million. These licenses can be distributed throughout the Navy. In accordance 

with the Federal Acquisition Regulations (FAR) and DoD policy, Navy customers 

who have selected Oracle to satisfy new requirements must purchase the “new” 

Oracle licenses from the inventory. 

This virtual inventory was established through the Department of the Navy Chief 

Information Officer (DON CIO) Enterprise Licensing Team and the Department of 

Defense Enterprise Software Initiative (DoD ESI). The DoD ESI is a joint initiative, 

which has been approved by the DoD Business Initiative Council (BIC). 

This inventory will be managed by the Department of the Navy Information 

Technology (DON IT) Umbrella Program Office at Space and Naval Warfare Systems 

Center, San Diego. 

For complete contract 

information go to the 

DON IT Umbrella Program 

Web site at: 

www.it-umbrella.navy.mil

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