Monday, November 9, 2009

Separate "Standards and Conduct Board" Instruction Scrapped - Use the DRB process

MCPON West and his CPO Mess decided not to implement a separate "Standards and Conduct" board (SCB). West wants Chief Petty Officers to use the tools already available to them in the Disciplinary Review Board (DRB) process that they weren't using. West plans to put some structure to the current instruction.

MCPON West in the latest Navy Times - regarding implemention of Standards and Conduct Board.


"It (Standards and Conduct Board) was a highly successful pilot and the commands participating loved the process. In the end, we learned it is better to use what we learned to strengthen existing programs instead of putting new ones out there."

As a result, VADM Mark Ferguson, Chief of Naval Personnel (CNP) directed that the current instruction governing disciplinary review boards get a rewrite.


Earlier in 2009 - MCPON West.

"This is a Chief Petty Officer - driven initiative and it's putting the responsibility to develop Sailors exactly where it should be: in the Chief's Mess. Look for the Standards and Conduct Board instruction to hit the fleet later this summer and Navy-wide implementation soon after. Bottom line: the Standards/Conduct Board will replace the Disciplinary Review Board process and give the Mess the opportunity to weigh in on risky Sailor behavior before it gets to be a problem. Will this board take the place of NJP or Mast? Absolutely not. That’s not our call. I see this as a proactive vice reactive program to work with our Sailors early, identify potential issues and then resolve them prior to them becoming a factor in something bigger. It has been Fleet tested with very good results."


Bottom/Bottom Line: Commanding Officers do not want to codify CPO processes such as standards/conduct boards which undermine their UCMJ authority. You'll find sticky legal issues underlying CNP's decision to keep this in the DRB process.

Best and Fully Qualified

Mission success in any naval operation is dependent on skillful planning and proper timing. The skillful planning of a naval career is certainly no exception. While strong performance in tough jobs continues to be the cornerstone of success, certain professional goals should customarily be completed prior to selection/screening boards. Timing of these career goals remains a significant factor when considering the overall career picture.

The very nature of the job of a professional naval officer demands personal responsibility. Officers must take responsibility to review and update their service records to ensure they are complete and accurate. One obvious reason for this is to ensure that a selection board is provided with an accurate and up-to-date picture of past performance. In this manner, an officer optimizes their chances for promotion, while assisting the board in achieving its goal of selecting those officers who are “best and fully qualified.”

From NAVPERS 15627 - LDO/CWO Professional Guidebook

Sunday, November 8, 2009

Brief History of The Naval Security Group

The Naval Security Group traces its origins back to the first days of electromagnetic communications in the early part of the century. The history of naval cryptology has a long tradition of service to the Navy and the nation.

The Navy has been concerned with protecting its signals against unauthorized use since the Civil War. More dramatic developments in cryptology came after the advent of radio communications in the Navy about the turn of the century. Beginning almost with the first wireless transmission from a Navy ship in 1899, Sailors and Marines have been assigned duties in communications security and intelligence. They conducted numerous experiments in this new field of warfare during World War I and dedicated themselves to drawing appropriate lessons from this experience in the years following.

The Code and Signal section of the Naval Communications Service undertook some cryptologic duties when the United States entered the war in 1917. In July 1922, it was assigned the familiar organizational title OP-20-G, which was retained until after World War II. Between 1924 and 1935, the Naval cryptology service developed operationally, culminating in the formation of the Naval Security Group effective 11 March 1935. That date marks the first appearance of the word "Group" in the title of the Naval cryptology organization and is observed as the birth of the Naval Security Group.

A handful of officers and small cadre of enlisted personnel trained themselves during the interwar period in the specific skills and knowledge of Naval signals exploitation and security. These pioneers formed the nucleus of the Communications Intelligence Organization during World War II. At the height of the war, nearly 10,000 naval specialists participated in the world-wide activities of the Naval Security Group. Their contributions played a role in all major campaigns of the war.

After 1945, the Navy was reduced in size and the consolidation of functions became necessary. The Navy Cryptologic organization was renamed Communications Supplementary Activities in 1945 and the trend toward centralized control continued. Increasingly complex technology and more sophisticated equipment added new responsibilities and accelerated the movement toward career specialties in signal exploitation and security. In 1948, officer designators and enlisted ratings were established for cryptologic personnel. A closer alliance with Army and Air Force
cryptologists was formalized in 1949 with the establishment of the Armed Forces Security Agency. The title "Naval Security Group" was adopted in late 1950 and has remained the official name.

Naval Security Group personnel proved themselves in combat operations during the Korean conflict from 1950 through 1953. In 1952, the National Security Agency was created from the Armed Forces Security Agency, strengthening the bonds among service cryptologic elements. Experienced cryptologists who were veterans of both World War II and the Korean conflict continued to serve in the Naval Security Group throughout the decade of the 1950's. In 1956, the Naval Security Group Headquarters Activity was established, retaining the name until 1961 when it was redesignated the Naval Security Group Headquarters under the Director, Naval Security Group who assumed the title at the same time.

The eruption of hostilities in Southeast Asia and growing involvement of the United States Navy provided major impetus to the expansion of Naval signals exploitation and security in the 1960's. On 1 July 1968, the Naval Security Group Command was established under a flag officer. In March 1971, a reorganization within the Office of the Chief of Naval Operations formed the Signals Exploitation and Security Division; marking the separation of Cryptology from Communications for the first time in 50 years.

Until 2005 when CNSG was disestablished, the Commander, Naval Security Group Command was assigned additional duty in the Office of the Chief of Naval Operations as the Deputy Director of Naval Intelligence. A 1610 Flag Officer still performs these duties but he does not carry the title CNSG. The Naval Security Group Command and Naval cryptologists serving world-wide existed for the sole purpose of supporting Naval and national operations which provide for and ensure the defense of the United States. Those personnel are now integrated into Naval Network Warfare Command, the National Security Agency, Navy Information Operations Commands, various other shore units and the operating forces of the United States Navy.

Saturday, November 7, 2009

Command Excellence - One Fine Example


NIOD Groton provides cryptologic direct support systems installation, maintenance, and personnel augmentation support to U.S. Atlantic Fleet submarines.

In October 1959, the Naval Security Group designated its first Special Assistant for Naval Security Group matters and assigned him additional duty as Officer in Charge, Naval Security Group Detachment, Commander Submarine Force, U.S. Atlantic Fleet.

One year later, the Chief of Naval Operations designated that position as Officer in Charge, Naval Detachment and Director of Intelligence Special Security Officer for Deputy Commander Submarine Force, U.S. Atlantic Fleet.

In October 1972, the Detachment was designated Naval Security Group Detachment Groton under the command of Commander, Naval Security Group Command. The Detachment was commissioned a Naval Security Group Activity on 1 May 1980.

In October of 2005, the Detachment was designated a Navy Information Operations Detachment under the command of Navy Information Operations Command, Georgia.

In October of 2008, the Detachment was realigned under the command of Navy Information Operations Command, Norfolk. This realignment consolidated all East Coast Fleet Electronic Support (FES) installations and maintenance under a single command.

Lieutenant Commander Bernard T. O’Neill is the Officer in Charge of this fine group of Sailors. Sailors that he describes as "the finest Sailors in the Fleet."

Friday, November 6, 2009

An Information Warfare Icon Retires Today

In honor of

Captain Cynthia L. Widick, United States Navy

The Director, National Security Agency/Chief, Central Security Service
cordially invites you to attend
an award and retirement ceremony
on Friday, the sixth of November two thousand and nine
ten o’clock in the morning

Captain Widick began her military career as an Army linguist (Russian) in 1975. Among the great many things she has done: she has served at sea as the Commander, SEVENTH Fleet Cryptologist, was Commanding Officer of U.S. Naval Security Group Activity Naples, Italy and completed a staff tour at Commander, Naval Security Group Command in G10 - the training directorate.

CONGRATULATIONS SHIPMATE !!

Our former Chief of Naval Operations, Vern Clark, always liked to tell Sailors, “Go write our history”…well, Cindy did exactly that. And she wrote it quietly, with no fanfare as is her style.

Thursday, November 5, 2009

VADM James Bond Stockdale Inspirational Leadership Award Winners Recognized

Chief of Naval Operations Admiral Gary Roughead, middle, poses with recipients of the Vice Admiral James Bond Stockdale Inspirational Leadership Award: Captain William J. Parker and his wife, Chris, left, along with Commander Robert A. Baughman and his wife, Cathy, during a Nov. 3 ceremony held at the Pentagon Hall of Heroes.

VADM James Bond Stockdale Inspirational Leadership Award Winners - A League of Extraordinary Officers and Gentlemen

Click the link above for my article.

A short article and history of the winners - 29 years running.

Wednesday, November 4, 2009

Information Dominance Corps Responsibilities

From Captain Will Metts, Senior IWO detailer

N2/N6 is the community sponsor for the combined Information Dominance Corps communities (i.e., Intel, IP, IW and METOC Officer, Enlisted and Civilian (Para 6. b. of OPNAVINST 5300.12)), but each Community Leader retains his or her responsibility for individual communities (Para 6. e. of OPNAVINST 5300.12).

It is a subtle, but very important point to understand as the Corps evolves.


From the Chief of Naval Operations, Admiral Roughead

(Our plan) is to take our already very proficient and experienced operators and create with them and with others an “Information Dominance Corps.” Right now we have a lot of ratings, a lot of specialties within the Navy that in and of themselves are a bunch of different communities, a bunch of different structures if you will.

We will combine them into an Information Dominance Corps - it will include our Information Professionals, Information Warfare, Intelligence, Cryptology, Aerographer’s mates, IT [Information Systems Technicians] Professionals- they will all be combined into an Information Dominance Corps. And when you add that together, it will constitute about 44,000 Sailors in the United States Navy. They will retain their individual identities, but they will be managed as a corps, they will develop as a corps and they will fight as a corps.

Information Dominance - N2/N6 - COM10FLT

"Beginning today, the Navy no longer has an N2 or director for intelligence and an N6 director for command, control and communications. We now have a director for Information dominance. The reason it started today was the officer who was nominated for that position was just confirmed by the Senate on Thursday and as a former chief of legislative affairs, you never presume confirmation so we waited, but Jack Dorsett is off and running this morning with his fused organization that brings together information, intelligence, command and control, and in doing that we have also moved programs that have traditionally been the purview of what in the Navy we call the platform responders, the ships, the submarines and the airplanes, and we have now moved several of those programs out of the platform directorate, if you will, into the Director for Information Dominance, and unmanned systems fall into this new organization because the vehicle itself is nothing more than a node and it's the architecture and it's the information that is moving through those nodes that will give the war fighter the advantage in the future. So all of that has now been consolidated in there.

This is a significant move for the Navy to do this. We have also stood up a cyber fleet, the 10th Fleet, that will be the global operator of cyber, and how that feeds and fits and supports the unmanned will be evolving in the coming months, but those were the changes that we have made. You probably didn't expect me to quote Machiavelli at an unmanned systems lecture, but I have a little card on my desk that is a quote from Machiavelli and in it he says that, "Nothing is more difficult to take in hand, more perilous to conduct or more uncertain of its success than to take the lead in the introduction of a new order of things." But this is the right way, this is where we have to go, and it will make us much, much more effective."

Chief of Naval Operations, Admiral Gary Roughead at Brookings Institution on 2 November discussing Future Unmanned Naval Technologies

Tuesday, November 3, 2009

The Secret Code of the Officer Detailing Language

Detailers have a full set of sales pitches to smooth the process of getting you to the job they want you to take. Let us discuss a few of them. From RADM Winnifield's - Career Compass

"We need your expertise in the job."

In this pitch the detailer emphasizes your experience in a similar job and the need for it in a follow-on job. In this formulation you are a pro whose abilities are badly needed in the open billet. On the other hand, if you have never been in a similar assignment before, the detailer may pitch it by saying, "You need to broaden your area of expertise to become promotable or more assignable downstream."

"This job requires a high-performing officer."
This pitch is not only to your ego but also to get you into a billet that demands a high performer. The detailer is telling you that the placement officer will not accept just anybody to fill the open billet. The implication is that the billet is a plus in your career planning. But the detailer may also be telling you that you may be put in with a group of highly motivated individuals where the competition will be fierce (which is not all bad).

"This job calls for an officer in the grade of [the next highest rank]."
This pitch means that no qualified officer was available at the higher grade to fill the billet. You should ask why. Chances are that it is a less-desirable billet at that grade and that they had a hard time finding an officer to fill it. Therefore, the system has downshifted to fill it. This can be an opportunity, but it is just as likely that the billet has been misgraded.

"You were recommended (or asked for) to fill this billet."
This sales pitch is another appeal to your ego. Being asked for is nice, but is this a job that fits in with your progression to screening for command? How will it look to a promotion board? The people who asked for you or recommended you will not be identifiable to or known by the boards unless the billet is a high-visibility one (in which case there is no problem). A variant of this pitch is that you are among two or three nominees for the job-and the nominees are well known to you to be high performers.

"Your timing is great."

In this pitch the detailer knows you are coming up before a screening or promotion board (say in the next year) and that the job on offer will enhance your resume. In a variation of this pitch, the detailer will say that the boss is well known and that it would be in your interest to have a fitness report signed by that individual before the board meets. Another variation is that you will get to the command just before it deploys and hence will get valuable experience and a chance for a more impressive fitness report. There are many other variations of this game. It is like timing the stock market to buy or sell. You can get stung badly if you are wrong in the face of a fickle future. Remember: job first, timing second.

"You need more operational experience."

This statement may be true, but some operational experiences are better than others. To go to sea and be put on a deployable staff is helpful in one way, but if it delays assignment to a department head or command track billet, it is not as good as a ship or squadron billet.

"You have been selected for postgraduate instruction."

This may be just what you want. To be selected (meaning you made the cut) and to have an opportunity to earn a degree and to have some shore duty after an arduous sea tour can sound great. But be careful. Is that what you really want to do? Getting an advanced degree indicates one or two payback assignments are in your future. Are those payback tours likely to be in career-enhancing jobs?

"We need you back ashore."
The implication is that you have been at sea or in command long enough and that it is time to give others a chance. Never be talked into leaving a sea command early, no matter who wants you. You should leave command kicking and screaming. A year in command simply is not long enough to learn the business.

"This is a joint (or combined) billet."
Here the detailer will point out, if you do not already know it, that joint or combined duty is a prerequisite for selection to flag rank. But the type of billet (is it with the J-3 in the Joint Staff of the Joint Chiefs of Staff or in a small joint technical field activity?) and the timing (should you be at sea at this point?) are important factors. Keep your eye on your objective: qualifying for command. Your flag hurdles should take second in priority behind getting ready for command. That said, you would have a leg up in flag selection if you have already had your joint tour.

"You need the flight hours."

This ploy is normally used with aviators who are to be ordered to flying billets ashore. You may need the flight hours-or at least they would help you as you go up the ladder and strive to screen for squadron command. But a prior question is, why did you not get the needed hours in an earlier tour?

"You are going as an aide to the admiral."
Many years ago flag lieutenants were designated as staff communicators. These days flag lieutenants (at sea) and aides (ashore) are more the personal assistants than key members of the staff. They are seldom involved with the substance of the staff's business. Rarely would an admiral ask an aide's opinion on a major matter of substance in making a decision. Aide jobs can be good jobs, but not for the reasons you may think. You may think that you can do no wrong to be working directly for an admiral. You may think that the admiral may be able to help you with getting a plum follow-on assignment. This is wrong thinking, however. Moreover, your admiral almost surely will be long retired before that individual would have influence (if any) for the critical milestones for your career. My advice is to go into an aide tour with your eyes wide open. Filling the job does not mean you are one of the anointed; it is an interesting detour as you prepare yourself for command. If you have any control in the matter, do not stay in the job long. In a year you can learn most of what there is to learn.

"There are a lot of perks with the job."
You do not hear this as much today. In days past, a captain stationed in command overseas might have a number of perks: a personal auto and driver, special allowances, government quarters, household help-and even a personal aircraft and crew in some overseas assignments. Today the perks are more modest and in most cases limited to a few overseas jobs. It is axiomatic today that a good career job has terrible hours, family separation, no government quarters, some personal danger, a great deal of workplace pressure to produce, and often is located in a threatening neighborhood-or all of the above.

"This is a new (and important?) billet."
Billets are being established and disestablished daily. Just because the billet is new does not mean it is on the career main line. Many such billets are highly specialized, and their importance may be fad related. The Navy has fads as does any large organization. Special program billets can be very trendy and tricky, so buyer beware.

Monday, November 2, 2009

DEPUTY CHIEF OF NAVAL OPERATIONS FOR INFORMATION DOMINANCE (N2/N6) STAND-UP

Leadership,

FYSA (for your situational awareness). Formal establishment of N2/N6 represents a major transition in Navy's approach to Information Operations and serves as a bold statement of CNO's commitment to this emerging warfare area. As with any new initiative, there will be much to learn, and you will all have an opportunity to contribute.

Next on the agenda will be the formal establishment of CYBERFLEET/TENTH FLEET; exact date on hold pending confirmation of the Commander. Will keep you informed as the process continues.

We live in exciting times!

VR/WR and keep pressing,
HDS

VADM Denby Starling
Commander, Naval Network Warfare Command
in a 30 October 2009 e-mail to NNWC leadership