Air Force Intercom 2004

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2 intercom February 2004

FEBRUARY 2004 VOLUME 45, NUMBER 2

THE JOURNAL OF THE AIR FORCE C4 COMMUNITY

Gen. John P. JumperAir Force Chief of Staff

Lt. Gen. Tom HobbinsDeputy Chief of Staff for

Warfighting Integration

Lt. Gen. Ronald E. KeysDeputy Chief of Staff for Air and

Space Operations

Ms. Susan A. ONealActing Deputy Chief of Staff for

Installations and Logistics

Maj. Gen. Charles E. Croom Jr.Director of C4ISR Infostructure

DCS for Warfighting Integration

Brig. Gen. (sel) Ronnie HawkinsDirector of Communications Operations

This funded Air Force magazine, published byHelmer Printing, N. 6402 790th St., Beldenville, Wisc.,

54003, is an authorized publication for members ofthe U.S. military services. Contents of the intercom

are not necessarily the official views of, or endorsed

by, the U.S. Government, the Department ofDefense, or the Department of the Air Force.

Editorial content is edited, prepared and provided

by the public affairs office of the Air ForceCommunications Agency.

EDITORIAL STAFF

Col. David J. KovachCommander, Air Force Communications Agency

Lori ManskeAFCA Chief of Public Affairs

Master Sgt. Karen PetittManaging Editor

Tech. Sgt. Jim VerchioEditor

Submitting to the intercom

Stories should be in Microsoft Word formatand should be no longer than 600 words.

Photographs should be at least 5x7 in size and300 dpi. Submit stories via e-mail to

[email protected].

Subscription requests

E-mail all mailing requests or address changes

to [email protected].

Comments to the staffComments, and letters to the editor, may be

e-mailed or sent via the postal service to

AFCA/PA, intercom, 203 W. Losey St., Room1200, Scott AFB, IL 62225-5222.

http://usaf.smartforce.com

This months cover, themed GlobalInformation Grid is designed by

Tech. Sgt. Jim Verchio, IntercomEditor.

4Fromthe Top: The GIG:Piecing it all togetherMaj. Gen. Charles E. Croom Jr.

6An evolution ininformationMr. John Gilligan

12Defending thenetworkTimothy Wilkins

4 From the Top: GIG: Piecing it all together

Maj. Gen. Charles E. Croom Jr.6 An evolution in information

Mr. John Gilligan

8 GIG-BE: USAFE extends capabil ityTech. Sgt. Paul Le Blanc

10 The changing face of network operations

Maj. Larry Cox11 SATCOM keeps comm open

2nd Lt. Jon Wilbur

12 Defending the network Mr. Timothy Wilkins

14 The enemy f rom within

Tech. Sgt. Orville Desjarlais Jr.

18 IT portfol io managementCol. Michael Crane

19 DODs Network Centric Data StrategyCapt. Kim Andersson

20 Dynamic Network Analysis team success

Mr. Anthony Pettiford22 Network Centric Operations

Mr. Paul Stone24 Then andNow: Col. Derrel L. Dempsey

Don Gasper

25 Time Machine:Tale of the towerOwen Hyams

26 Civilian Focus : Are your interviewing skills

making the grade?Mr. Steve Lewis

27 News Briefs : EMSEC symposium, Mid-America

TechNet conference; IM training; Automated

testing; Presidential VIP; Expeditionary Village;ECATS; Event Planning System; IT Lean

Reengineering; Bronze Star; and Comm

upgrade.30 Techno Gizmo: GATES: The Global Air

Transportation Execution System

11SATCOM keepscomm open2nd Lt. Jon Wilbur


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Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 3

JAGin a BoxFritz Mihelcic

AFCA Deputy

Chief Counsel

QQ

Letters to the editor

Send in your question to:[email protected]

or call DSN: 779-6060

Peaceful SATCOM

No. Peaceful Purposes hasbeen interpreted by the United

States since the late 1950s to

mean non-aggressive or non-hostile. It does not mean non-military, as the former Soviet

Union advocated. The 1996 U.S.National Space Policy allows theDefense Department to use thesesatellites in the pursuit of nationalsecurity and other goals. Followingthis reasoning, non-aggressive mil-itary use such as combat commu-nications support is still consid-ered a peaceful use of outer spaceand does not violate the treaty.This viewpoint has also beenadopted by the United Nations.

There is also a side issue ofwhether the military use of com-mercial satellites for combat sup-port makes these satellites lawfultargets under the Law of ArmedConflict. If they are consideredlawful targets, the cost of insuringthem may become prohibitive.This could drive a decision by thesatellite owners to protect their

investments by stopping militaryuse altogether. If you encounterthese issues, be sure to check with

your local JA as well.

AA

Does the use of commercial SATCOM

to support combat operations

violate the Peaceful Purposesprovision of the Outer Space

Treaty of 1967?

From the editorial desk

Day-in-the-Life showcases your work

BDUs for the CAPsI just read your tid-bit on Just For

Fun: What to do with your old BDUs.I'm hoping you can add a short follow-

up note in your next issue of whatcould be done in a serious way.There are about 60,000 members

of the Air Force Auxilliary (Civil AirPatrol) that have to continually pur-chase (if unable to beg, borrow orplead) for BDUs, especially field jacketsand other gear needed for missions.There are also thousands of cadetsaged 12 to 19 who need them as well.Although the Air Force attempts toissue blues, BDUs have never beenissued to our membersit has alwaysbeen a personal or parental expense.

Maybe you could suggest finding alocal unit or wing headquarters, theresone for each state. Often their logisticsofficers would be overjoyed to come to

you for collected BDUs.

Maj. Dave MullinsCivil Air Patrol, Youngstown AFRS

By Master Sgt. Karen PetittIntercom Managing Editor

Whether youre drawing a graphic at a multimedia shop, sorting mail at anAPO, troubleshooting the network, coaching a basketball team, or volunteering inthe community, we want to illustrate your efforts! Weve chosen March 12 as theday for you to capture your Life, from morning until night. All you have to do isgrab a camera and start taking pictures. Send us your photos with cutline infor-mation and photo credit, no smaller than 5x7 at 200 DPI by April 15 for inclusioninto the June magazine.

Day-in-the-life themes are usually popular, but can only be so if there are sub-missions. If youd like to submit a short story to explain the photo or give addi-tional details thatd be great, too. If youre not quite sure youre up to taking thephotos, just ask your VI shops to help you with this or contact your local PublicAffairs office as they may be able to offer suggestions or provide assistance. Itmight make a good photo page for your base newspaper as well as contributing tothe intercom.

And, as a reminder, the other themes can be found on our homepage, and ifyou have any questions, just call or e-mail. Happy picture taking!

Good showI wanted to take a minute and con-

gratulate the staff on the December2003 intercom and Combat Camera

Portfolio. I received both magazinesthis morning, and they are absolutelyoutstanding. These were, by far, thebest examples of military photojour-nalism Ive seen in my 19 years in thePublic Affairs career field.

Tech. Sgt. Brian OrbanMinot AFB, ND

Cant get enoughAfter seeing your magazine, I real-

ized I gotta get this every month!

Tech. Sgt. Jay VitelaLeague City, Texas

*Extra copies: The intercom staff isdetermining the need for additional

copies of the December issues CombatCamera portfolio. Please have all

requests into the staff by March 1.


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seams, the GIG must be thought of and transformed into atruly global, three-dimensional information processing net-

work by developing and integrating airborne and space-based platform networking and information transportcapacity. As we extend the IP-based, high-speed network toour airborne and space based platforms, this enables us toleverage the advantages of a fully networked force.

GIG-Bandwidth Expansion, GIG-Enterprise Services,Joint TacticalRadio System and Transformational Communications System areseveral IP-based transformational initiatives. The vision is toprovide diverse transmission paths and information servicesbetween our fixed and deployed operating locations. Thesecapabilities will allow the warfighter to exchange unprece-dented levels of information.

Important to an effective IP-based transport is adoptionof the new IPv6 addressing standards mandated by fiscal year2008. During the next few years, Air Force systems andapplications will require IPv6 capability that will give usneeded improvements in IP address space, mobile network-

ing, multicasting and end-to-end data security while meet-ing the requirement to network everything the warfighterneeds to make a timely decision.

Managing information itself is a capability and an emerg-ing domain that we must master. Our leader, Lt. Gen. TomHobbins, said, The issue is not moving data faster so muchas it is moving the right data to the right people to includeour coalition partners. Information flow needs to be honedto decision quality for the command chain. Future conflicts

will require the Air Force to employ capabilities that rapidlyprocess time-critical information driven by an architecturethat is street smart ... a commander doesnt want to be

spammed, he wants to be astonished and impressed.Were seeking to transform the Air Operations Center into

an intelligent display through the use of tools that integrateand distill vast amounts of information. Specifically, com-manders need consolidated information that is presentedrapidly via knowledge walls, visual displays or the variouscapabilities of the Air Force Global Command and Control

System. These displays will present not only a picture ofwhat is, but also a predictive picture of what might happennext in the battlespace.

A difficult first step to effective information management isagreeing on the data elements intended for use and their exact defi-

nitions. This problem must be solved if we can ever hope tofully interoperate among ourselves, our sister services andour coalition partners. Pivotal to our success in this area willbe our ability to maintain and control the integrity of theseuniversally applied data elements through the use of tech-nologies such as XML.

Network operations is the operational capability focused on

getting the right information to the right place at the righttime. Given the critical demands on our warrior net, it mustoperate at optimum performance, and it must guaranteeinformation delivery. We must continue to evolve training,doctrine, and tactics, techniques, and procedures, to keeppace with our technologically driven leaps in warfightingoperations and adversary threats.

The Global Information Grid can not happen without a highly

trained and motivated communications and information warrior

force. Todays airmen are the smartest and most technicallysavvy expeditionary communication warriors ever. With therapid, quantum level changes in information technology, our

current and future warriors must keep pace with the techno-logical and operational advancements in warfighting.Without responsive and effective schools for our networkoperators and maintainers, our ability to operate the GIG

will fall short of our goal to achieve the network centricwarfighting advantage.

General Hobbins and I are proud to lead and serve withsome of Americas finest sons and daughters. As contingencyafter contingency reveals, we salute your expeditionarymindset and warrior spirit. Because of this selfless service to ourgreat countrys interests around the globewe proudly provide the

reins of command to our great Air Force.


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By Mr. John GilliganAir Force Chief Information Officer

PENTAGON A quick after-action review for OperationIraqi Freedom found our soldiers and airmen were morepowerful and effective than ever before.

This effectiveness was seen in increased precision, speed,and lethality. Warfighters growing demands for decision-quality information are resulting in a move to recognizeinformation not just as an enabler for combat, but also as afundamental capability for supporting modern warfare.

As a capability, its being recognized that information should bemanaged similar to other capabilities provided by air or space or

munitions assets. This shift toward projecting information asa capability means that warfighters are focusing on howinformation and the supporting information technologyprograms that manage and manipulate information cancontribute to producing warfighting effects.

Information to be recognized as a capability must havethe following characteristics: be authoritative (able to berelied upon); be integrated to support dynamic decision-making; and be available where and when needed.

Within the Department of Defense and the Air Force we

have been working hard to support the objective of manag-ing information as a capability. The following is a briefdescription of the Air Forces strategy to provide the neces-sary foundation and processes to support information as a

warfighting and operations support capability.Our vision is seamless access

through a single global network or the Global Information Grid. Thisgrid interconnects all people involved with the military andsupport operations, as well as its platforms and facilities. The

objective is to populate the GIG with authoritative, relevantand sufficient information and deliver this decision-readyinformation across the entire spectrum of military opera-tions leveraging a large number of enterprise services that

will combine, transform and analyze this authoritative data.The GIG is built on the foundation of a consolidated communica-

tions and computing infrastructure and a common platform upon

which data and services are supported. These elements of theGIG are the necessary foundations and prerequisites to being

able to manage information as a capability.The target within the Air Force has been to manage our

network and computing infrastructure as an enterprise-wideconsolidated infrastructure with common architecture andconsistent levels of service. This consolidated infrastructure

provides common, centrally managed networking intercon-nectivity, core infrastructure services across the enterpriseand configuration controlled end user devices, includingdesktop computers and other devices such as Personal

Digital Assistants or even cockpit displays.

Base infrastructure consolidation is nearly complete due to theoutstanding efforts of our MAJCOM and base communications and

information teams. The next steps include ensuring consistent

standards across all bases, improving effectiveness and effi-ciency of the infrastructure by consolidating at MAJCOM orregional levels, and extending the consolidation efforts to the


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By Tech. Sgt. Paul Le BlancUSAFE Long Haul Communications

RAMSTEIN AIR BASE, Germany

The Department of Defense GIG-BEprogram charter is to interconnect keylocations around the world providingexpanded optical transport capabilities

well above those available today.

Five architectural tenets drive theprograms development. These tenetsare handling information once, postinginformation before processing, poolinguser data, using collaborative technolo-gies within the network, and finally,making the system reliable.

What were all about is building thistrusted, reliable network, said ArmyCol. Robert Horback, GIG-BE pro-gram manager. Our basic objectivesare increasing bandwidth to critical

Defense Department and intelligencecommunity customers and also provid-ing diversity within this network[which is] something we do not havetoday within many of our governmentnetworks.

These capabilities includeunprecedented bandwidth,

increased redundancy and survivabilitywhile significantly reducing provision-ing times across the GIG.

USAFE recognizes two challengesassociated with leveraging this capabili-ty and has launched the USAFETechnical Control Facility upgrade toanswer the call.

The first challenge is to extend these new

bandwidth capabilities from the service

delivery node to the customer. The currenton-base distribution network is notdesigned to accommodate activatingnew services on demand without sig-nificant equipment installation andprovisioning times.

The TCF upgrade will install theintermediate nodes and edge devicesneeded to allow expanding services byeither electronic provisioning of exist-ing capacity or installing a new card

into an existing system. These newnodes and edge devices will enablegreater flexibility for key customers, set-ting the standard for on-base transport.

The second challenge is that GIG-BE onlyimpacts a few, key locations. USAFEs

vision is to extend GIG-BE capabilitiesto all USAFE customer locations dur-

ing the next several years. The TCFupgrade will initially modernize 14locations from fiscal year 2004 throughfiscal year 2007 culminating with mod-ernizing smaller geographically sepa-rated units by the end of fiscal year2009.

In conjunction with the GIG-BEprogram, we are engaged in an aggres-

sive microwave radio upgrade program.This program is known as the DigitalEuropean Backbone or DEB.

The DEB provides military connec-tivity that is completely independent ofany commercial bandwidth. The cur-rent DEB equipment is mid-1980stechnology and USAFE is upgrading toa more robust and higher bandwidthcapable system across the Europeantheater.

Upon completion, DEB bandwidth

capability will increase almost sixtimes, from 26 Mbps to 155 Mbps.

By leveraging new capabilitiesoffered by the GIG-BE and DEBexpansion initiatives, USAFE remainsready to meet the communication

needs of todays warfighter. (Tech. Sgt. LarryBercel contributed to this article.)


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intercom February 2004 9Online http://public.afca.scott.af.mil/intercom.htm

GIG line(L to R) Senior Airman Kris

Hemberger, Airman 1st ClassGordon Lam and Staff Sgt. JuanLara install an antenna mast andcable on the new OperationsGroup building at a forward loca-tion. All three airmen are ground

radio technicians assigned to the379th ExpeditionaryCommunications Squadron.

Airman 1st Class Nichole Adamowicz /JCCC


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By Maj. Larry CoxU.S. Pacific Command

CAMP H.M. SMITH, Hawaii Todays joint warfightersrely on a variety of network-enabled capabilities to dominatethe battlespace.

Joint force commanders employ networked forces to con-duct distributed operations with a level of fidelity neverbefore known. To fully support this developing construct ofnetwork-centric warfare, Joint Vision 2020 demands contin-

ued evolution of the Global Information Grid, includingappropriate technology and organizational doctrine to sup-port networked joint forces.

New construct for NetOpsIn the face of growing reliance on network-centric war-

fare, the GIG must be optimized to provide dependable,flexible support for the full-range of military operations.

In the past, the GIG had been managed as a loose confed-eration of networks with no central authority. The mostrecent unified command plan changed all that, assigning

United States Strategic Command operational control of theGIG and the global NetOps mission.Soon thereafter, USSTRATCOM engaged other combat-

ant commanders to define organizational and operationalconstructs for responsive management of the GIG to meet

warfighter needs.The Joint Concept of Operations for Global Information

Grid Network Operations outlines this way ahead.

Global NetOpsEssentially, NetOps will be divided into a global mission

under the control of USSTRATCOM and regional missions

under the control of the regional combatant commanders.Within the global construct, USSTRATCOM will estab-lish Joint Task Force Global Network Operations to exe-cute its joint mission essential tasks of system and networkmanagement, information assurance and contentstaging/information dissemination management.

JTF-GNO will exercise operational control of the GIGfor NetOps issues, which are those issues that affect orpotentially affect availability, protection or delivery of infor-

mation for multiplecombatant com-mands, services oragencies.

JTF-GNO willimplement controlpractices to ensureGIG services arealways available to the warfighter. It will merge with theGlobal Network Operations and Security Center, the DoDComputer Emergency Response Team and the Global SAT-COM Support Center into a single entity called the GlobalNetOps Center. The GNC will be the technical implementa-tion arm of JTF-GNO and serve as the nerve center for glob-al NetOps.

Regional NetOpsFor regional NetOps issues, each regional combatant

command will establish a theater NetOps hierarchy.Regional NetOps will center on the Theater C4ISR ControlCenter, or TCCC. The TCCC is the organization through

which combatant commands maintain situational awarenessand exercise operational control over apportioned, allocatedand assigned system and network resources. Theseresources are collectively known as the Theater InformationGrid.

PACAF and NetOpsUnited States Pacific Command has taken a leading role

in the development of joint NetOps. The PACOM TCCCwas designated as lead for the TCCC and NetOps pilot pro-grams for both the Assistant Secretary of Defense for C3Iand the Joint Staff J6. The United States Pacific CommandNetwork Operations Concept of Operations, published in2001, provided one of the first true joint concepts forNetOps. The joint community is working hard to evolve itsNetOps concepts to better support network-centric warfare.With USSTRATCOM in command of the GIG and regionalcombatant commanders like USPACOM in control of theirTIGs, joint leadership of NetOps is focused on makingresponsive warfighter support a reality. (Maj. Jeff Smith and Mr.

Alexander Pura contributed to this article.)


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intercom February 2004 11

By 2nd Lt. Jon Wilbur755th Communications Squadron

OFFUTT AIR FORCE BASE, Neb. Ensuring reliablecommunications for the United States Strategic Commandand the 55th Wing in the event of a nuclear war is the job ofthe 755th Communications Squadron SatelliteCommunications Systems Flight.

The Satellite Communications Flight is the largest, fixedSATCOM facility in Air Combat Command. Its diversity

lies in the number of command authorities and agencies itsupports.

The SATCOM facility offers communications via twosatellite networks: the Defense Satellite CommunicationsSystem network and the Milstar network. The DSCS, whichis the primary system, supports the president, the Secretaryof Defense, the Joint Chiefs of Staff, the United StatesStrategic Command, the National Airborne OperationsCenter and the 55th Wing.

The DSCS facility has been the Department of Defensesprimary communications network for more than 25 years.

Using super High Frequency wavelengths and offering

anti-jam capabilities, the DSCS facility provides voice anddata hotline capabilities to command authorities.

This capability gives DSCS the ability to operate througha high altitude electromagnetic pulse caused by a nuclear

detonation. The DSCS facility consists of one heavy earthterminal, commonly referred to as the Eastern PacificSatellite terminal, and one medium earth terminal common-ly referred to as the Western Atlantic Satellite terminal. Eachterminal contains two spread spectrum multiple access sys-tems making it virtually impossible for foreign aggression tointerrupt their services.

Additionally, the DSCS facility houses two SingleChannel Transponder Injection Systems. Both systems are

used by United States Strategic Command for emergencyaction message dissemination to United States nuclearforces.

One of the most important missions the DSCS satelliteterminals support is the Integrated Tactical Warning/AttackAssessment network. Early warning data comes from theballistic missile warning system radar stations, the defensesupport program infrared satellites and also from the SolidState Phased Array Warning System facility known as PAVEPAWS.

PAVE is a program name for electronic systems, whilePAWS stands for Phased Array Warning System. Informationis passed to the Alternate Missile Warning Center where itscorrelated into an operational warning picture in real time,

which we then broadcast to agencies such as the NationalMilitary Command Center, United States StrategicCommand.

Staff Sgt. Benjamin Andera / 755th CS Staff Sgt. Stan Parker / 755th CS

Left: Senior Airmen Louis Vigil and Ronald Peterson work on the Spread Spectrum Multiple Access system.Right: DSCS personnel work on the AN/GSC-52 and AN/FSC-78.


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By Mr. Timothy WilkinsAir Force Information Warfare Center

LACKLAND AIR FORCE BASE, Texas The AirForce Information Warfare Center/DefensiveCounterinformation Division is the focal point for: ana-lyzing information operations vulnerabilities; exploringleading edge technologies; migrating information capa-bilities to the warfighter; and leading the way in protect-ing Air Force, Department of Defense and other govern-

ment agencies computer networks from hostile activi-ties.

The complexity of the Internet infrastructure of per-sonal computers and networks creates vulnerabilities

within the United States business, educational and mili-tary organizations worldwide.

These vulnerabilities provide opportunities for unau-thorized users to gain access to critical systems and sen-sitive information without the knowledge of either thelegitimate users or the system administrators. Theseunauthorized users can be either internal employees or

external hackers armed with the tools to disrupt anddestroy the victims networks. There are many advan-tages to having networked systems, such as informationflow, information collaboration and information shar-ing. The difficulty is these advantages can be renderedmoot by the inherent weaknesses of networked systemsand connectivity to networks via physical hardwires or

virtual wireless technologies. Consider that anIntegrated Air Defense System provides a unified pictureof air activity allowing commanders to make and exe-

cute instant decisions. Its critical these commanders beable to direct combat operations immediately and deci-sively. Consequently, the networks they use to dissemi-nate these decisions must be active, interoperable andsecure. An Integrated Network Defense System is theanswer to this need.

The warfare center is spearheading the developmentand fielding of an INDS that incorporates a ComputerNetwork Defense System, and in the future, systems thatprotect both Private Branch Exchange telecommunica-tions and wireless networks.

The Automated Security IncidentMeasurement sensor, which is deployed at

108 Air Force installations worldwide, is a

software product that enhances network

security by logging and analyzing network

traffic in order to identify suspicious activity.

It monitors network Transfer Control Protocol,

User Datagram Protocol and Internet Control

Message Protocol traffic, and uses numerous

techniques of intrusion detection for its

analysis. From May to December 2003, ASIM

sensors reported 7,785,105 real-time events.

The Common Intrusion DetectionDirector System, which is deployed at all

eight major commands and the Air

Force Computer Emergency

Response Team, is a dedi-

cated hardware and soft-

ware platform designed to

receive near real-time con -

nections data and associat-

ed transcripts from ASIM sensor hostmachines. It stores this data for later detailed

correlation and analysis by both human ana-

lysts and automated tools.

The Computer Security AssistanceProgram Database System is a centralized

enterprise-class database, analysis and

reporting system specifically developed to

support the Air Force CND mission and

designed to compliment the ASIM and CIDDS

intrusion detection and reporting tools.

The CDS serves as an advanced Air Force

decision support system that collects, stores,processes, analyzes and reports computer and

network information protection and intrusion

detection related information.

It contains centralized data retrieved

from the ASIM sensors and the CIDDS and

manually entered by analysts.

This data is stored and displayed for rapid

analysis and application of countermeasures,

and for detailed human correlation and pro-cessing.

To date, the CDS has tracked 150 inci-

dents within the Air Force, and has recorded

and provided more than 35,000 suspicious

event reports to the Joint Task Force-Global

Network Operations for global correlation

between the armed services.

The Information Warfare Visualization

tool , deployed to the MAJCOMs, AFCERT and

Air Force Network Operations and Security

Center, supports a worldwide global situation

awareness of Air Force networks and providesa viable 3D display that is viewed on a large

plasma screen display or personal computer

monitor.The CNDS provides analysts and com-

manders with the capability to protect and

defend Air Force networks, thus ensuring the

swift, secure flow of mission-critical informa-

tion.



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Hooked up

Senior Airman Antwone Prater,86th Communications Squadron,Visual Imagery IntrusionDetection Systems journeyman,performs telephone maintenancein a hardened aircraft shelter at

Ramstein Air Base, Germany.

Airman Steve Czyz / 786th CS


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W


By Tech. Sgt. Orville Desjarlais Jr.Airman Magazine

hile smoke still billowedfrom the World Trade Center

and the Pentagon after theSept. 11, 2001, terrorist attacks,Pentagon officials turned to the 84thRadar Evaluation Squadron to learnexactly what happened.

Within two hours, the unit fromHill AFB, Utah, had reviewed the radartrails of the four aircraft comman-deered by terrorists. Using software theunit developed, evaluators created

whats called a track of interest analysison each hijacked civilian aircraft. Theirsoftware eliminated the clutter of allother traffic flying above the UnitedStates that fateful day. Imagine lookingat the blips on the monitor of an airtraffic controller in Los Angeles, multi-plying those radar blips by 100thenzooming in on the flight path of a sin-

gle aircraft. Nobody else in theDepartment of Defense has that capa-bility.

The good news was the Hill unitcaptured the data on most of the flightsof all four aircraft and sent that infor-mation up the chain of command. Thebad news was they had lost sight ofUnited Airlines Flight 93 that crashedin western Pennsylvania. When thehijackers switched off the aircrafttransponders a radio signal thatallows air traffic controllers to trackeach aircraft the civilian airliners

were virtually invisible to the Federal

Aviation Administration.We could show the hijackers when

they were near the eastern coast, butthe hijacked planes went so far interiorthat we lost sight of them, said MasterSgt. Rob Freedman, a squadron super-intendent.

Before Sept. 11, the unit focusedattention on radars located around the

nations borders. Like wagons in a cir-cle, these sites were used to protectAmerica from outside threats. There

were many more radar sites in thecountrys interior, but they were onlybeing used by the FAA. After 9/11, thatall changed.

Our aerospace control and airdefense missions have traditionallybeen oriented to detect and identify allaircraft entering North American air-space, and, if necessary, interceptpotentially threatening inbound airtraffic, said Gen. Ralph Eberhart, com-mander of the North American

Aerospace Defense Command and theU.S. Northern Command. Hes also the84ths main customer. We are now alsofocused on threats originating withindomestic airspace, such as hijacked air-craft, the general said.

Immediately after the attack, the84th was determined to come up witha plan to help keep Americans safe. The

Following a 45-minute drive from Hill, radar technicians arrive at the Air Route Surveillance Radar.

The enemy within

Hill AFB provides

electronic security

blanket for America


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units idea was to optimize all the radarsites so the Air Force and FAA couldwork hand in hand in securing the sky.

There are two radars at every site.The FAA primarily uses beacon radar,

which captures aircraft transpondersignals. The other radar, known assearch radarthe one the Air Force isinterested in usingtransmits 4 mil-lion watts of power to beam signals 200miles in all directions. It reflects andcaptures radar signals off aircraft.Before Sept. 11, search radars were usedat sites in Americas interior, but onlyfed the FAA Air Traffic ControlCenters. The Air Force is now interest-ed in using this capability at all sites. Ifan aircrafts beacon is turned off, theAir Force can now use search radars tostill keep tabs on it.

However, these search radars are nottypically pointed at an optimal anglefor the Air Force mission, so the radarunit is sending teams of engineers,radar maintainers and civil engineers

across America to make adjustments.We evaluate the tilt of the FAA

radar, said Staff Sgt. John Dixon, an84th radar sensor evaluator. We deter-mine the optimal tilt and adjust itaccordingly. We work with the FAA toachieve the best radar picture possible.

This means not only ensuring theFAAs 50-year-old equipment is work-

ing properly, but also that after analysisand adjustments, the equipments per-formance improves by 10 to 20 percent.The team expects to have all the sitesoptimized by 2006.

The team also makes sure the datafrom each radar site is recorded. Its likehooking up a video cassette recorder toeach system. This will give thesquadron the capability to record andplay back radar data from any of theinterior sites and remotely monitoreach radars performance. The dataidentifies not only the specific aircraftinvolved, but also its altitude and loca-tion at any given moment.

We check out every little detail,from antenna to transmitters andreceivers, said Darrell McFarland, atechnical advisor and team chief. Webalance FAA and Air Force needs.

The radar sites are scattered acrossAmerica, and theyre located at thehighest points in the regions, usuallyatop remote mountains. Optimizing all

the radar sites means a lot of temporaryduty.

Tech. Sgt. Lanis Williams, a radarsystem evaluator, spends about 180days a year on such trips.

What we do is unique, Williamssaid. Its challenging to work on radarsthat were made in the 1950s. Its alsogood to be on a team that helps

America have a good defensive system.Once all radars are connected to a

recorder, 84th radar experts like MasterSgt. John Henderson can keep an eyeon possible threats over their sectors ofthe United States.

If someone reported they saw a

missile overhead, wed be able to detectit moments later, Henderson said. Heand two other team members are sta-tioned at McChord Air Force Base,Wash. Theyre responsible for analyzingdata gathered in the western sector,

which covers about half of the conti-nental United States. The unit has oper-ating locations in each of the airdefense sectors, including Alaska.

The threat of future terrorist attacksis real. They may come in the form of

another hijacked aircraft, a missilelaunched from a civilian ship or evenan unmanned remotely piloted heli-copter. The helicopter scenario wasactually detailed in a manual found inan al Qaeda safe house in Afghanistanin the early days of OperationEnduring Freedom.

Like everyone else, Tech. Sgt. KevinPowell watched in horror as aircraftplunged into the World Trade Centerand the Pentagon. Unlike everybody

else, the radar analysis chief could alsostudy a computer monitor to see whatwas being captured by radar. But theradar signals became more than justbright dots on a screen.

Once you get to the point whereyou can see past the process, past theblips on the screen, it was pretty sober-ing, Powell said. Looking at the TVand watching my monitor brought thehuman factor right to the front. I reallyfelt the impact. It made me feel sad toknow that my job is driven by tragedy.

Tech. Sgt. Carl DeWitt and Staff Sgt. James Furnish use an oscilliscope tomeasure sensitivity time codes on a receiver that evaluates the returnsignal strength and movement generated by the site's transmitter.

BOTTOM LINE

Comm teams work to ensure

radar sites are able to track

aircraft data as part of

Americas Homeland Defense.


18/32


By Col. Michael CraneDirector, Resources and Analysis

Air Force Chief Information Officer

PENTAGON In fiscal year 2003,the Air Force programmed approxi-mately 7 percent of its budget, almost$6 billion, into funding InformationTechnology that enables us to fightmore effectively and operate more effi-ciently. For fiscal year 2004, the

amount grew to around $6.5 billion,with much of that IT growth in warfighting systems.

This growth attracted Congressionalattention and required extra effort tominimize funding cuts. If we acknowl-edge that Air Force topline dollars areunlikely to increase dramatically andany large growth will be scrutinized,

then it becomes a matter of allocatingcurrent resources to the highest priori-ty requirements and being able todefend our dollars to Congress.

So, to win the dollars we must beable to clearly articulate the value ofeach IT investment, regardless ofappropriation.

To communicate the value of thedollars requested, we must be able to

show the linkage of investments to realimprovements in warfighting capabilityand more efficient and effective busi-ness practices. IT portfolio manage-ment is a critical tool in this allocationprocess.

The CIO community is implement-ing an IT portfolio managementprocess to improve oversight of invest-

ments and, more importantly, to driveinformed decisions on which programsto fund.

The first step in IT portfolio management

is to get better insight of IT initiatives across

the Air Force and ensure those initiatives

align with the Air Force strategy.

Senior Air Force leadership isexpecting the portfolio managementprocess to deliver a compelling case for

how theyre better able to accomplishthe Air Force mission after spendingthat much money. They expect AirForce people at all levels to continue toimprove our ability to deliver IT capa-bilities within current funding levels.

In a recent memo, senior leadersreconfirmed their commitment toimproving visibility and managementof IT resource allocation.

Their expectation is that major command

and functional communities will use IT port-

folio management processes to support

their fiscal year 2006 submissions. Thiscommitment is driven by the strongbelief that IT portfolio management

will enable MAJCOMs and functionalsto assess, prioritize and allocate fund-ing for IT, as well as to identify redun-dancies and opportunities forincreased efficiencies.

Additionally, portfolio managementhelps ensure IT investments are syn-chronized with the Air Force vision andpriorities, such as the Enterprise IT

services.During the upcoming year, the Air

Force CIO office will provide addition-al guidance and provide the Secretaryof the Air Force and the Air Force Chiefof Staff quarterly updates on ourprogress and an annual assessment ofthe overall Air Force IT portfolio.

Portfolio management

provides a defined, repeat-

able process for reviewing

investment proposals to assess

which projects are on track,which ones need help, and

which ones should be terminat-

ed. This visibility helps reduce

duplicate efforts and sift out

ones with questionable value.


19/32


By Capt. Kim AnderssonHQ USAF/XIWA

PENTAGON With the release ofthe Department of Defenses Net-Centric Data Strategy in May of 2003,and the creation of several data work-ing groups, the Department of Defenseis getting serious about data and infor-

mation management in a net-centricenvironment.This new strategy puts more empha-

sis on satisfying the requirements of theend-user, not just the techies.

The Network Centric EnterpriseServices program is part of the strategyand provides the infrastructure servic-es needed to combine leading-edgeconcepts of data and network manage-ment to make tactical and intelligencedata visible and accessible to warfight-ers, according to Priscilla Guthrie,DoDs deputy chief information officer.

The strategy defines a modifiedparadigm for data management withinthe department, and it expands thefocus to visibility and accessibility ofdata rather than just standardization. Italso recognizes the need for data to beusable for unanticipated users and

applications, as well as for those thathave been predefined. The strategyidentifies approaches that will improveflexibility in data exchange, supportinginteroperability between systems with-out requiring predefined, pair-wiseinterfaces between them. Informationportability will be improved throughthe use of metadata, which will permitloose coupling of systems and facilitatedata exchanges among systems andalso facilitate information discovery.This flexibility will be essential in themany-to-many exchanges of a net-cen-tric environment. While tightly engi-neered, predefined interfaces between

systems will continue to exist, theobjective in a net-centric environmentis to increase the potential for manyother systems to leverage the same data

without having to anticipate a new usein the development cycle.

PROVIDING GUIDANCE: The Air Forceis working diligently to implement theprinciples of the DoD Net-CentricData Strategy. The Air Force ChiefInformation Officer and Deputy Chiefof Staff for Warfighting Integration are

collaborating on an Air Force-wideinformation and data managementstrategy that will provide guidance tothe field on defining and setting upcommunities of interest and will estab-lish roles and responsibilities for AirForce data producers.

NEW TERM: A COI is a term todescribe collaborative groups of users

who must exchange information inpursuit of their shared goals, interests,missions or business processes and

who therefore must have a sharedvocabulary for the information theyexchange. A COI will establish thecommanders information manage-ment policy, define a shared informa-tion space, establish member roles withpublication and subscription authority,pick authoritative data sources anddefine IM prioritization for the COI.

ADAPT AND OVERCOME: People willneed to adapt to the new emphasis onthe end-user and the switch from aneed-to-know to a need-to-hide phi-

losophy when dealing with data andinformation visibility.

The strategy appears to entail largeamounts of up-front work, particularlyby the COIs and data producers who

will need to define vocabularies andcatalog data so that it is meaningfuland useful to the end-user. However,this is not all new work. Data producersare already doing some related tasksthat can be reorganized or reused in thestrategy.

Operators and technical staff willneed to work hand-in-hand to ensurethe success of the new strategy. Thecultural changes will not be easy, butthe rewards for the warfighter will be

well worth the effort.A policy memorandum implement-

ing this strategy is expected early thisyear.

DoD Network Centric Data Strategy

New focus puts emphasis

on satisfying the end-user

not just the techies

Ensuring data is visible, availableand usable when needed and where

needed to accelerate decision-making.

Tagging of all data with descriptivemetadata to enable discovery of data byusers.

Posting of all data to sharedspaces to provide access to all users

except when limited by security, pol-

icy or regulations.

Moving away from implementinginteroperability through point-to-point

interfaces to enabling the many-to-

many exchanges typical of a net-centric

data environment.

Introducing management of datawithin communities of interest rather

than attempting to standardize data

elements across the department.

The Network Centric Enterprise Servicesprogram is an integral part of the DoD

Net-Centric Data Strategy.

The key attributes of the strategy include:


20/32

20 intercom January 2004

AFCA team models, analyzes, executes reliable networksBy Mr. Anthony PettifordAir Force Communications Agency

SCOTT AIR FORCE BASE, Ill. High above theparched landscape, unseen and unheard below, Air ForceF-16s armed with high-tech communications, navigationand threat warning gear streak toward their objective atmore than 800 mph.

Preloaded with digitized terrain-following information,flight lead makes a minor course correction and releasesone, then another, Joint Direct Attack Munition precision-guided 2,000-pound bomb. Moments later, a second F-16follows suit.

Ten miles from their objective, the JDAMs three-axisinertial navigational system and global positioning systemtake over, electronically guiding the aircraft to their target:an Iraqi underground command post.

The four bombs hit their mark in rapid succession withdeadly accuracy, instantly catapulting tons of fragmentedconcrete, glass and steel into the air.

A few minutes later, a small unmanned Predator obser-vation aircraft flies over the scene, relaying real-time videoback to the Combined Air Operations Center to confirm

total destruction of the facility.Similar real-world scenarios were repeated with equal

success in Operation Iraqi Freedom. But how was this level

of precision and coordination made possible?The primary contributors were the data-driven technolo-

gies guiding delivery of the high-tech weaponry. Its also theresult of information warriors who skillfully controlled theintricate satellite and terrestrial communications lifelines,and the network routing and switching equipment respon-sible for delivering warfighting voice, video and data to thedesert, and ultimately putting the weapons on target.

Backing up the whole operation by providing qualitycontrol of integrated network data resources was the Air

Force Communications Agencys Dynamic NetworkAnalysis team.The DNA team gives Air Force warriors a full range of network

and systems analysis support over many functional and operational

areas. It contributes to architecture-based decisions that guide

engineering and implementation of networks to achieve informa-tion superiority, and it helps chart the course for a transformed net-

work-centric Air Force.

Lt. Gen. Tom. Hobbins, Air Force Deputy Chief of Stafffor Warfighting Integration,said, AFCA provides DynamicNetwork Analysis a performance analysis capability forterrestrial, airborne and space networks. (DNA) allows

OEF/OIF network integration, OPLAN communicationanalysis, war game network assessments and MAJCOMarchitecture planning. Here are some examples of theteams successes.


21/32


Operation Enduring FreedomDNA supported the Air Force Crisis

Action Team by modeling the area ofresponsibility network, generating traffic

and performing what-if analysis based onoperational scenarios.

The team directly affected several networkdesign decisions based on bandwidth availabili-ty, analyzed the impact of troop movements andforce structure changes on the networks capa-bility to provide critical information flow to the

warfighter, verified network response delays tothe user as a result of an applications architec-ture design, and provided multiple what-ifanalyses that addressed several contingencies.

Operation Iraqi FreedomAs beddown commenced for what was to become

Operation Iraqi Freedom , an AFCA DNA team deployedto the Southwest Asia Network Operation Security Center-Deployed, at Shaw AFB, S.C.

The team partnered with NOSC-D warriors to plan,analyze and execute a reliable, survivable and secure net-

work architecture for the OIF warfighter.The ability to model a dynamically changing network architec-

ture in near-real time, and to capture and import information flowinto the model, provided a zero risk decision environment for senior

Air Force leaders. The teams what-if analysis addressed

bandwidth requirements, network survivability and net-work response times due to application traffic insertion.

The team gave decision-makers network recommenda-tions for base stand-ups and beddowns.

Network survivability was a key concern with constantattention placed on analyzing network configurations toensure critical C4ISR information was always delivered tothe right place at the right time.

The work forged by AFCAs DNA team was so successfulthat the NOSC-D stood up a network analysis cell as part ofits daily operations. Bill Strickland, NOSC-D chief networkengineer, said the OEF contingency ended with no network

outages, due in large part to AFCAs DNA team.

War GamesAFCAs DNA team also provided the first-ever analysis

of future network architectures at Future Games 2001, anAir Force-sponsored war game, and now supports other

war games such as Global Engagement, Schriever andThors Hammer. During an exercise, the DNA team buildsmodels from the network architecture and provides band-

width analysis.Networks are configured based on a concept of opera-

tions that includes architectures, technologies and systemstypically five to 20 years in the future. The team providesanalysis results based on operational scenarios that depictthe games environment. This quick-turn analysis gives

war-game commanders an accurate picture of the impactfuture technologies, architectures and concepts of opera-tions will have on network-centric operations supporting

tomorrows battlefield.

Information superiority through net-centric

operations is an Air Force goal and AFCAs DNAteam is aiming high to achieve it.

Illustration by

Master Sgt. Karen Petitt


22/32


Mr. Stenbit is the assistant secretary of

defense for networks and informationintegration, and DOD's chief informa-tion officer.

The term network-centric warfarebroadly describes the combination oftactics, techniques and procedures that afully or even partially networked forcecan employ to create a decisive warfight-ing advantage.

NCW increases combat power bynetworking friendly forces to achieveshared situation awareness, increased

speed of command, high tempo of oper-ations, greater lethality, increased surviv-ability and a degree of self-synchroniza-tion.

Up through the mid-1970s, the (pri-

mary means) of command and control

and information exchange was the tele -phone, he said. I knew your phonenumber, and when I wanted to call you, Idid. In that kind of (system) youre stuckin place and youre stuck in time.Wherever you happened to be, if youmoved, the phone number didnt go

with you. If somebody called you andyou werent there, there wasnt even ananswering machine.

Since that time, Mr. Stenbit said DODnow has moved into what he likes to

refer to as the direct broadcast TV para-digm in which there are multiple chan-nels of information received simultane-ously among many places around the

world. He used the example of the spe-

cial forces soldier in Afghanistan, who,

while riding a horse with NorthernAlliance forces, was calling in air sup-port.

So what you had was a B-2 or B-52pilotwho didn't know this guy, didn'tknow his frequency, had no knowledgeof how that guy was operating gettingthe word he wanted a bomb, and (mak-ing it) happen, Mr. Stenbit said. Thatsan enormous change.

He refers to this type of operatingmode as Smart Pushthe ability to

gather data from a lot of sources, put ittogether and make decisions based onthe data.

He said Smart Push was used effec-tively in both Afghanistan and Iraq.

By Mr. Paul Stone American Forces Press Service

Within 10 years, U.S. forces around the world will enjoygreater combat effectiveness as a result of network-centric operations. Thatsa vision Mr. John Stenbit has pursued for the past two years, and its bad news for Americas enemies.

Primary means of communication

in the 70s.

DODs current paradigm of information.

Telephone

Direct Broadcast TV

DODs base of information in 10 years.

Internet

DOD plans to build a base networkconnecting 100 locations throughoutthe world, involving mostly major

headquarters, intelligence centers and

some support organizations.


23/32

intercom February 2004 23Online http://public.afca.scott.af.mil/intercom.htm

During a visit to Afghanistan, Mr.Stenbit said he got a first-hand look atSmart Push in action.

At one base, there were about 1,000people with a large area network, includ-ing about 10 satellite dishes all looking indifferent directions and taking data from

those broadcasts, putting it together, andthen working the problem of what thedata meant to what they were facing thatday.

In Iraq, Mr. Stenbit said the SmartPush concept was even more evident.

For example, the ability of theMarines and the Army and the Air Forceto all know something about the sametarget was no longer a question of whosesensor it was, because they all had thesame data, Mr. Stenbit said.

So the good news is we were free inspace, and able, with the same informa-tion, to attack from the north, the south,the east and the west. We were coming atthem from all directions, and thats not agood place to be. If you stood still you

were dead, and if you moved you weredead.

Mr. Stenbit said the goal now is to getfrom Smart Push to what he calls SmartPullthe ability to give warfighters thefreedom not to be locked into eithertime or space, so they can obtain the

information they need at the momentthey need it, regardless of where they are.

And that is where the concept ofNCW comes into play. He said itinvolves moving from the broadcast TVparadigm to the paradigm of theInternet.

Today, if you want all the informa-tion you need, you have to carry around10 satellite dishes and a thousand peopleto pull it all together, Mr. Stenbit said.What we have to do is go to the para-

digm of the Internet. If you do that, youerase both the barriers of time andspace.

He said this would allow warfighterson the battlefield to have the informationthey need, when they need it, and give

them the ability to tailor the informationto their own needs, instead of relying oncommand and control staffs to feedthem the information.

This, he said, is heart and soul ofNCW. However, the primary barrier toachieving the Internet paradigm is

bandwidth.We have to have an infrastructure of

communications which has enoughbandwidth in it to allow, for instance,three people to pull the same data at thesame time, because if youre going toSmart Pull, you need more communica-tions or it wont work. Then you need toput the data and applications on the net-

work, not in a way that's pre-alignedagainst a task, but much more openly, sothat its more like the Internet.

He said by the end of next year, DODplans to build a base network connect-ing 100 locations throughout the world,involving mostly major headquarters,intelligence centers and some supportorganizations.

The ability to gather data from a lot of sources, putit together and make decisions based on the data.

The ability to give warfighters the freedom not

to be locked into either time or space, so they canobtain the information they need at the moment

they need it, regardless of where they are.

Smart push

Smart pull


24/32


By Don GasperAFCA Staff Historian

A truly distinctive career is evidentwhen an Air Force-wide award isnamed for a blue suiter. However,typically the honoree has passed on bythe time this distinction occurs; livingto receive such recognition is all themore exceptional. One such livinglegend is retired Col. Derrel L.Dempsey, who during his 30-yearcareer greatly contributed to theadvancement of air traffic services in

various notable positions.

He significantly enhanced flightnavigation and safety even beyond theAir Force, and today he still goes aboveand beyond in helping others ... inessence, a caretaker of people.

Entering the Air Force in 1954 witha ROTC commission, he earned his

wings by 1955 and completed the AirTraffic Control Officer Course at theFederal Aviation AdministrationAcademy in Oklahoma City. Duringhis subsequent assignments as a pilot

and in air traffic services, he achievedcommand pilot status, accumulatingmore than 5,600 flying hours in a wide

variety of aircraft including trainers,fighters, and transports, as well as heli-copters. While in the Philippines as aflight commander with the 1867thFacility Checking Squadron (1967-1969), he logged more than 1,700

hours in the C-140, of which 1,000were combat-coded during deploy-

ments to Thailand and Vietnam, andhe earned the Distinguished FlyingCross.

Rising in responsibility to becomethe Air Force CommunicationsCommand deputy chief of staff for AirTraffic Services (1979-1984), hedeployed more than 600 combat-readyAir Force air traffic controllers to sup-port 75 FAA facilities during the 1981air traffic controller strike. In facingthis emergent and sizable challenge, hesaid, I affectionately called this myown private war [in being the] focalpoint for execution of orders from theAFCC commander and the Pentagon.The air traffic controllers deployed didan admirable job of providing the nec-essary services demanded by the avia -tion community in a time of nationalemergency.

After retiring from the Air Force in1984, he became a consultant for sever-al companies on ground/airborne airtraffic control and navigation support

systems. He provided guidance on

operational requirements and equip-ment specifications for development of

flat panel plasma radar display technol-ogy, mobile microwave landing sys-tems, a solid state instrument landingsystem, and other advancements in airtraffic technology. In 1996, in view ofhis legendary service and contributionsin the field, the United States Air ForceAir Traffic Control Manager of the YearAward was named after him.

The biggest lesson [I] learned wasthat if You take care of your people,they will take care of you! Management by walking around was aphilosophy that worked. Get outamong the professionals. You mustknow your people and their problemsand stand ready to support their train-ing and career development needs,solve personal problems, and becomeinvolved intimately in the daily workprocess as a team. This philosophy

worked during a troubled eratheCuban [Missile Crisis], Vietnam, andthe Cold War.

Colonel Dempseys post-Air Force

activities continue to take care of peo-ple on the homefront and in his com-munity in OFallon, Ill., (near ScottAFB). In 1996, he retired from con-sulting to become a full-time caregiverfor his wife, Gracie, due to advancedParkinson Disease. This year the cou-ple (along with their five children) cele-brated their 50th wedding anniversary.

Then Capt.

Dempsey (center)

with fellow 1866thFacility Checking

Squadron members

on the flightline at

Scott AFB, Ill., circa

1964.

Col. Derrel L. Dempsey

Colonel Dempsey is

now a full-time care-

giver for his wife, yet inhis spare time he likesto research his geneolo-

gy of Irish descent.

Management by walking

around was a philosophy

that worked. Get out

among the professionals.

You must know your peo-

ple and their [needs].

ThenandNow


25/32


Online http://public.afca.scott.af.mil/intercom.htm

y pal Frank and I turned 17 andenlisted in the Air Force on the buddy

plan Halloween night 1960. Frankwent to Germany to ride a hospitaltrain and my journey started at KeeslerAir Traffic Control school. Soon I wasoff to the 1st Mobile CommunicationsGroup in the Philippines.

One night while playing cards in theday room, I got orders to draw weaponsand report to the flightline where Isoon found myself with a machine gunand a seat on the Ambassadors flight toSaigon.

The mobile unit we were supposedto man in the Delta got sunk, so Ibecame a replacement for a mobiletower unit at Quang Ngai in the north-ern coastal region. There wasnt muchthere in 1963.

The tower was a tiny affair, barelybig enough for my 6-foot frame. Theradios were hardly adequate, but we didhave a direction finder, which along

with a good set of ears came in handyduring the rainy season. After a bout

with malaria, the 1st MOB put me backin Vietnam at Bien Hoa, which in 1964

was really starting to hop.As more jets entered the war, the

work load increased to a hectic pace.The Vietnamese had a hard time mix-ing the jets with the different types ofprop-driven aircraft, not to mentionhelicopters, and of course there were apair of U-2s that landed all frosted up.I guess I got pretty good at my job

because when my enlistment wasalmost up they told me I wasnt going

anywhere. On Halloween of 64 mybuddy Frank got discharged, and Idrew the midnight shift at Bien Hoatower.

We were just settling in when thefirst shells started landing on us. I guessthey were trying to knock our commu-nications out, and they did a prettygood job. One shell blew me halfwaydown to the next level where the radioand high voltage Nav-Aids wereknocked out of their cages and sparks

were flying all over. The rescue unittook a direct hit in their tent and killedthem all ... except one who managed toget in the tower with his machine gun.There were stacks of bombs that startedexploding as they were hit or set afirefrom the jet fuel. We were cut by the fly-ing glass of the windows, but we werealive and trying to function. I couldntget anyone on the radios until I over-heard an Air France talking to Saigon.The French pilot got the message

through. Soon I heard the sweetestradio message of my career from callsign Red Dragon

who told us tohang in there... they wereon the way withthe wholesquadron ofarmed Hueys.

Soon the call

came in they could see our flares andthen said, Where do you want it? It

took a minute to realize they were ask-ing where to fire.

I dont know how much good I did,but it was sure better than gettingpounded doing nothing. Soon somefighters arrived and a few of our A-1sgot off. The Hueys came down and weloaded our dead.

I stayed in Vietnamanother 4 1/2 months.They were picking glassout of me for weeks, and sometimes I

think theres still some in there. I didntknow it at the time but I was all donebeing an air traffic controller becausethe doctors determined I lost my depthperception.

The Air Force retrained me as aloadmaster, and I went back to Vietnamin 67-68 with the 310th AirCommandos and flew 1,144 sorties ina twin engine C-123. It was strange fly-ing into Quang Ngai and Bien Hoa,seeing the controllers in the tower and

thinking: That used to be me.I miss being an air traffic controller.

I was good at it and enjoyeddoing it, but I realize every

day how lucky I am tohave survived and

had the chance to have a lifeand a family, especially onHalloween. (Editors note:He earned a Bronze Star forhis actions that night.)

M

TimeMachine


26/32


CivilianFocus

By Mr. Steve LewisAir Force Personnel Center

At the Communications andInformation Career Program weobserve and participate in the inter-

view process on a regular basis.What we see and hear from select-

ing supervisors concerns us, which isthat too many registrants with out-standing records are not able to con-

vey their abilities during an interview.

If youre one of those registrantswho has done all the right things,yet just cant seem to get that elusivepromotion, perhaps you need toreview your interview strategy toincrease your competitiveness.

If you start studying for inter-views, you might even ace one.

Here are some simple, yet effec-tive, ideas to get you started on

your homework:

Seek out information. Between

the library, bookstore and internetthere is ample information availableon preparing for interviews. Here are

just a few Web sites to get you started:www.collegegrad.com/book

www.gradlink.edu.au/content/view/full/33

www.alec.co.uk/interview

www.job-interview.net

Practice speaking. If you areuncomfortable speaking in front of agroup (many interviews are panelinterviews), take a speech class, prac-

tice briefing, or join Toastmasters. Practice interviewing. Hold mock

interviews with family, friends or col-leagues; encourage feedback.

Keep your resume current. Updateyour resume every time you accom-plish something noteworthy.

Develop Qs and As. Typically,

every interview will include somequestions of a general nature such aswhat are your long term careergoals? or what do you consider yourstrengths? Develop answers now thatcan be modified for specific inter-

views later. You might actually learnsomething about yourself in theprocess.

Sign up for an interview class.Most bases offer classes to developinterview skills as part of the transi-

tion assistance program for retiringmilitary members. According toCharlotte Noll, Career FocusProgram Manager for the FamilySupport Center at Randolph AFBTexas, career civil servants areencouraged to attend so they canimprove their chances to succeed intheir Air Force careers.

Once you are contacted for aninterview, you may only have a few

days, a few hours or maybe evenjust a few minutes to prepare for aspecific interview. As time permits,consider refining your presenta-tion by doing the following: Familiarize yourself with the organ-

ization. Most organizations haveinformation available in either litera-ture or on the Web to include missionand organization structure.

Review job requirements. AirForce civilian jobs all have position

descriptions. Request one throughthe selecting supervisor or the careerprogram and review it to make sure

you are familiar with the job require-ments.

Update and review your resume.

Compare your resume to theduties of the position and try to cor-

relate your experience to the require-ments of the job. Develop brief exam-ples linking your skills and experi-ence to the position.

Develop specific Qs and As. Nowthat you know more about the posi-tion, try to anticipate specific job-related questions and develop poten-tial answers. Use your resume as astarting point to draw in your experi-ence.

Prepare for the interview forum. Ifthe position being filled is at a differ-ent geographical location, be pre-pared for a telephone interview.Provide the selecting supervisor agood duty phone number in a quietoffice that will provide you privacy.Ensure the phone is not busy at thetime the interview is to occur.

Finally, the day of your finalpresentation consider these hints: Dress appropriately.

Be punctual. Have resume ready.

Be positive, show enthusiasm.

Speak clearly and concisely.

Listen carefully before responding.

Formulate your response.

Organize thoughts logically.

Answer the complete question.

Demonstrate strategic thinking,i.e., mission impact.

Include appropriate examples thatrelate to the position, be specific.

Keep answers short, no more thantwo minutes.

If you want to ace that presenta-tion and increase your chances forpromotion to the next grade, youneed to do more than just show up toclass, you must do your homework!

INTERVIEWING SKILLS

ARE YOUR

MAKING THE GRADE?

An updated version of last months SCOPEChampion article is located online at http://public.afca.af.mil/Intercom/2004/JAN/civilianfocus.html


27/32


28/32


with speed and accuracy. Traditionally,

15 percent of all software errors are

found during regression testing. With

Automated Regression Testing, the

same process is used as AOT. ART can

be run at anytime without having tobring in and train testers from all over

the world to perform controlled tests.

This works well because the test plan

and scripts are automated.

Every time a computerized com-

mand and control system is corrected

with a patch, it is assumed that thepatch fixes problems without creating

new ones. The automated regression

test can ensure this. ART takes just a

few hours, and reports can be finished

within two hours after completion of

the test.

Automated testing is considered

by many as the most effective way toperform developmental, operational,

regression and performance testing. A

system is now in development to cre-

ate system monitoring 24 hours a day,

which will provide early warning and

identification of system problems.

(Dr. Jim OConnor, 96th CG)

Teamwork

EXPEDITIONARY VILLAGE: Members

of five Air National Guard Engineering

Installation Squadrons deployed to

Southwest Asia in support of Central

Command's efforts to establish a com-

munications backbone there.

This expeditionary village commu-

nications team is made up of people

from the 202nd EIS, Macon, Ga.; the

205th EIS, Oklahoma City, Okla.; the

212th EIS, Milford, Mass.; the 220th

EIS, Zanesville, Ohio; and the 272nd

EIS, LaPorte AGS, Texas.

The team is making use of its

combined civilian and military experi-

ence, as well as available materials to

install underground duct banks and

manholes and establish a communica-

tions system architecture for eventual

long-term use.

Working in three shifts of eight

hours, the team will complete the

work in three phases. The first is con-

struction using heavy equipment,

which is complete. The second involves

installing fiber optic, telephone and

coaxial cable into the network ducts.

Finally, the installation specialists will

splice the cables together, terminate

circuits at each building and test thecircuits for quality as a final phase of

installation.

We are making it happen, said

Master Sgt. David Kitsmiller, 220th EIS.

I am really impressed with the way

the cable and electronics technicians

have learned to operate this equip-

ment. In six weeks, they have installed

more than 3 1/2 miles of conduit and

moved more than 2,000 tons of soil.

(Maj. Timothy Kern, 379th ECS)

ToolsECATS: The Enterprise Corporate

Analysis - Time Saver provides an

interactive Web-based Knowledge

Exchange to upload and share infor -

mation, as well as research enterprise

projects, programs, work groups, poli-

cies to corporately resolve issues. Its a

comprehensive approach for bringing

AF communities together to effective-

ly exchange knowledge.

The tool is designed to help

when someone has been tasked

to staff a document for review

with members at several bases or

set up a work group to develop

new policies.

It can also be used to dissemi-

nate notices and information tocompanion functional offices

throughout a command, or if a com-

mander wants to know the status of a

project.

Its goal is to put the user in con-

trol. The system is available Air Force

wide, and program managers, work

group members and staff officers rely

on ECATS capabilities daily to resolve

issues like reviewing and developing

Air Force publications and directives,

sharing technical studies, analyzing

requirements for programs and broad-casting technical information.

All POCs, discussions, URL

resources and documents for a project

are available with a single URL link

that can be accessed anywhere on .milor .gov domains 24 hours a day. Visit

the ECATS Web site at https://ecats.

amc.af.mil/ecats/. ECATS is also

available on the Air Force Portal using

Reduced Sign-On. RSO consolidates alllogin information for compliant sys-

tems to streamline application

authentication into one login. See

https://www.my.af.mil.

For information, contact RichardJolly, AFCA/ITCM, at DSN 779-6711,

(618) 229-6711, or send an e-mail to

[email protected]. (Cheryl

Kampwerth, AFCA)

EVENT PLANNING SYSTEM: The AirForce Event Planning System is a Web-

based resource-scheduling tool allow-

ing event planners to systematically

search and schedule resources from

training centers around the globe.

Originally developed to be useful inplanning and scheduling Air Force

modeling and simulation events sup-

porting the Joint Synthetic

Battlespace, EPS has expanded beyondthat initial effort to support the

Distributed Mission Operations pro-

gram and Air Force participation in the

Joint National Training Capability.

The DMO program is a Chief of

Staff of the Air Force directed program

to model the operational planning

and execution cycle by integrating and

exploiting live, virtual and construc-

tive simulations. DMO ties command

and control and intelligence, surveil-

lance and reconnaissance to the

shooters and is the only training

venue that has actual warfighters in

the chain. EPS can manage all of

these assets, as well as integrate them

with facilities, equipment, communi-

cation links, and personnel to createan effective exercise plan to support

warfighter global training and mission

rehearsal requirements. EPS is online

and supporting large-scale training.

EPS is a powerful resource sched-

uler that allows you to schedule

resources at multiple levels of detail.

The current version is capable of

scheduling facilities, equipment,

meetings and personnel.

Check out the complete function-

ality of EPS by selecting this link -

https://www2.afams.af.mil/eps. Anon-line tutorial is available. For more

information, contact Cathy DiPlacido

at [email protected], or

(407) 208-5756. (Cathy DiPlacido,

AFAMS)

IT LEAN REENGINEERING: Early last

year, an Interoperability and

Supportability Steering Group, led by

David Tillotson, Director of Air Force

C4ISR Architecture and Assessment,

was launched to ensure Information

Technology systems were secure,

interoperable, sustainable, support-able and usable.

In addition, its mission was to

develop an integrated framework sys-

tem, an information-based collabora-

tive tool allowing program managers,developers and testers to share pro-

gram information throughout a sys-

tems life cycle. Part of the plan called

for capturing critical information earli-

Presidential VIPThanking Staff Sgt.

Kimberly Marshall forhelping keep Americasafe, Vice President Dick

Cheney stood in for thepresident as he made

phone calls to deployed

members around theworld on Thanksgiving,a big morale boost forthose who are away

from loved ones. Shes acomm troop assigned to

Air Education andTraining Command,Randolph AFB, Texas,

deployed since October.


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er and eliminating the serial or over-

lapping processes and redundant doc-

uments such as Certificates to Operate,

and C4I Support plans that slow down

the delivery of warfighting capabili-

ties.

In September, Tillotson joined

forces with John Gilligan, Air ForceChief Information Officer, other team

members and a transformation con-

sulting firm, to lead a cross-functional

team of IT acquisition process owners

through an intense three-day value

stream analysis. This was the first of

several planned rapid improvement

events designed to establish a base-

line, identify and eliminate waste, and

move toward developing a single, Air

Force IT acquisition process.

The effort is now called the Air

Force IT Lean Reengineering Initiative,and a team now watches over the

daily operations and progress of the

initiative, coordinating all associated

events Air Force-wide. Other events

have been held at AFCA at Scott AFB,

Ill., in December and the Standard

Systems Group at Maxwell AFB, Ala.

As the initiative evolves, process

owners and stakeholders agree the

project could easily take several

months, due to the unlimited oppor -

tunities for process improvement.

Given the speed at which tech-nology is advancing, it is critical that

this project be embraced as an Air

Force community effort, said Mr.

Gilligan.

As the level of participation and

understanding grows, the Air Force

seems to be enthusiastically welcom-

ing what I believe to be a critical step

in supplying new technology to the

warfighter while it is still new.

To learn more, visit the AF-CIO

website at http://www.cio.hq.af.mil,

and select IT initiatives, or go to theAF/XIW website at https://www.xi.

hq.af.mil/xiw/xiws/Lean_Reeng/.

For questions or input, contact Maj.

Arthur Garcia, DSN 588-7102/Comm

(703) 425-7102, Sondra Harrington,

DSN 425-6451/Comm (703) 588-6451,

or Capt. Lynne Bayley, DSN 664-1322

/Comm (703) 604-1322. (Capt. Lynne

Bayley, Office of the AFCIO)

Anti jammingAt the Satellite Control Facility Airmen 1st Class Benjamin Stolz and PhilCunningham work on a Secure Mobile Anti-Jam Reliable Tactical Terminal.This generator is an auxiliary power source for equipment that transmits

data through a satellite. The airmen are members of the 15thCommunications Squadron, Hickam AFB, Hawaii.

Kudos

BRONZE STAR: An Air Education and

Training Command Senior NCO at

Randolph AFB, Texas was awarded theBronze Star for his efforts in support

of Operation Iraqi Freedom.

Senior Master Sgt. Salvador

Orozpe, AETCs superintendent of

administrative communications, direc-torate of communications and infor-

mation, didnt want to sit and watch

the action in Iraq from afar. Sergeant

Orozpe used his secondary AFSC as an

8M mail manager to fill a postal

deployment in Kuwait to stand up theKuwait Mail Control Activity at the

Kuwait International Airport.

Sergeant Orozpe and his three-

person team arrived at a barebones

MCA, which they quickly began turn-ing into the busiest MCA in the world.

There wasnt any transportation,

communication, billeting and no one

in the area had any idea as to where

to set up this operation or who to talkto, said Sergeant Orozpe.

During the next six months,

Sergeant Orozpe built a team of 26 Air

Force, two Marines and 58 soldiers

that moved more than 35 million

pounds of incoming mail and six mil-lion pounds of outgoing mail. He also

helped increase daily charter flights

from two to 210, serving 50 destina-

tions worldwide.

Sergeant Orozpe focused on the300,000 troops he was serving. He

knew they relied on letters from home

to keep their morale high and to have

a little piece of home with them.

One person even showed me pic-tures of his daughters birthday party.

Thats the reason I loved what I was

doing, said Sergeant Orozpe. When I

wear this medal, I see the faces of my

folks handling that mountains of mail.They are the true representatives of

this medal. I am honored and will

wear it proudly.

UPDATED COMM: In 2003, the 212th

Engineering Installation Squadronfrom Milford, Mass., near Boston, trav-

eled to Otis ANG Base, Mass., off of the

coastline, beaches and quaint towns of

Nantucket Sound. Their mission wasto complete 2,034 hours of work for

an exercise that updated communica-tions for the 102nd Fighter Wing at

Otis.

With safety always in mind, the

exercise was unique in that squadronmembers, in unrelated job skills,

helped with the installation.

Information Management and

Supply personnel pulled mule tape

through ducts and manholes, whileothers helped complete projects

including a 12-mile installation of pull

tape (grounding) in conduits, fiber

optic cable runs, tests and inspections

of telephone grounds and more.

Its important that everyone inthe unit is aware of what is involved

with the other persons job. This creat-

ed good morale, said Lt. Col. Mark

Kelley, 212th commander. At a time

when we are looking at retaining ourpersonnel, what better way than to be

working as a unit. (Master Sgt.

Michael Perna, 212th EIS)

Mysti Cabasug / 15th CS


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Why GATES?GATES allows the Air Force to keep track of passengers

and cargo airlift. It is a fully integrated transportation sys-tem for Air Mobility Command and was developed and

implemented by AMC to automate cargo and passengerprocessing operations. GATES also supports management

of resources, provides logistical support information, gener-

ates standard and ad hoc reports, supports scheduling andforecasting, and provides message routing and delivery

service for virtually all airlift data. Its primary purpose is tosupport the AMC and Defense Transportation System mis-sion of rapid, global mobility and sustainment for America's

armed forces.

How it worksThe GATES network architecture consists of Aerial Port

Servers, Remote GATES servers and Deployable GATES

servers with the main central server at Scott AFB, Ill. GATESdata is widely used by transportation personnel and com-

manders at all levels.

GATES uses an open systems infrastructure based on a

distributed Sun architecture and a replicated Sybase rela-

tional database allowing new requirements to be easily

incorporated into the baseline application. Its worldwide

network consists of more than 100 sites. Aerial Port Servers

are the main hubs for the GATES network link, and 20 of

them are strategically located in sites around the world.

They interconnect in a mesh topology that allows for a

redundant, more robust, communication link back to theScott AFB GATES central server. These servers run on a

UNIX Sun platform with a SYBASE database.

Most APS locations host child sites called RGATES that

use their SYBASE database servers to replicate passenger

and cargo information back to GATES-C. RGATES servers

have the same functional software as APS except that they

run on a personal computer workstation platform that

makes it easier to use in a variety of operational environ-

ments not suited to the UNIX servers. The flexibility of

RGATES provides 100 percent APS mission support, identi-

cal to the GATES server locations, without requiring a com-

puter room environment or dedicated Non-Secure Internet

Protocol Router Network communications capability. If

NIPRNET fails, RGATES can be easily switched to replicate

using an analog phone line.

How is this system significant?This system provides the U.S. Transportation Command

Global Transportation Network with near real time passen-

ger and cargo data, as well as support to many other gov-

ernment and nongovernmental organizations. Its capabili-

ty was tested with Operation Enduring Freedom and, most

recently, Operation Iraqi Freedom.

TechnoGizmo

Global Air Transportation Execution System

Source: 1st Lt. Oscar Parra, 805th CSPTS/SCOT


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Documents

Air Force Intercom 2004