Happy Easter

I guess it is about time to fill you in on what is happening in Baghdad. As you probably read in this morning’s news or learned while watching your favorite, Sunday morning news show, there was an extended rocket/mortar attack in “IZ” or Green Zone as the media refers to it. About 0530 this morning there was a barrage of indirect fire for about 15 minutes. Indirect fire is what the analyst’s refer to the random rocket/mortar episode’s that harass coalition installations. We, here at Camp Victory, were not affected by a similar attack. Fortunately, it sounds like there was little to no casualties experienced for coalition forces.

Ironically enough, I was getting up at that time to attend the Easter Sunrise service on the grounds of the Al Faw Palace. The service was remarkable; not withstanding the stress experienced about 6 miles north of us in downtown Baghdad. The morning was beautiful with the sun rising above a cloud bank on the horizon. Just below is a picture of the palace. It is quite remarkable and massive.

The service included participation of 9 US Army, US Navy and Australian chaplains in total. The execution of the service was indicative of a military event, i.e. we were notified 5 minutes before the service began, 1 minute before the service began and after 59 seconds later-the service started. Approximately 200 attendees participated and it lasted about 45 minutes. This event is typical for how the command at the base brings a little bit of home and normalcy, to theater. Throughout the week, at the DFAC (i.e. chow hall) there were significant Easter decorations. All members of our office, received cards and/or care packages that contained candy, Easter baskets and other mementos that reminded us of home. The care packages and cards really make everyone feel good.

The week before we had a “Hail and Farewell” party that had a St. Patrick’s Day theme. Our office, the TF Troy (J8), had the responsibility for the decorations and MAJ Stamm’s wife, Marsha, sent boxes of decorations from home. The special event room at the DFAC looked like it had been dipped in green, it was great. To give you a feel for the work the J1 (Admin) and the J5(Resources, manning) have in support of the Task Force, there is estimated that over 2500 personnel movement actions will occur in support the next 15 months of TF Troy operations. At the “Hail and Farewell”, over 50 people were recognized for entering or departing the force. I was one of those 50. Another aspect of the experience here that really enables the personnel to work the hours and endure the conditions, was something MAJ Stamm recommended we do as an office.

After about 1900 this past Saturday, we left work and went to the other end of the base. It took us about 30 minutes of navigating the pothole infested roads to get to “North End Pizza”. Te picture of the road is shown below for your viewing pleasure. Potholes and speed bumps are the norm here at Camp Victory. 

Anyway, we grabbed at couple of pizzas, a six pack of diet cokes and alcohol-free Beck’s beer and went back to the office a watched a movie, “I Am Legend” with Will Smith. While the movie wasn’t uplifting-the whole pizza, coke/beer and movie montage was nice-very nice. The four of us, enjoyed, kicking back, relaxing and being entertained. Now it didn’t compete with the troops enjoyed in Kuwait the weekend before-a visit from Jessica Simpson, but it was fun nonetheless. Another part of home that has established a foothold at Camp Victory, is Remote Control Car and Monster Truck racing. The racetrack below, was built and is operated by soldiers, sailors, Marines and Airmen here at Camp Victory, As you can see by the picture, it is very impressive. Every Saturday night and/or Sunday afternoon, they race and there are plenty of spectators. There was a big event at the track last Sunday, but we were testing, so I didn’t get to go, but I will before I leave. Both my son Sam, and daughter, Katie would enjoy going to the track-but hopefully they won’t see this track anytime too soon.

I guess, I’ll sign off, I do plan to revert back to some acquisition discussions in my next entry so for those of you that aren’t as excited about that as me-congratulations, you probably have a more exciting life than I do. Also, I wanted to highlight the details of another fallen hero in support of our country and in direct support of OIF. Please remember, routinely, just like we all see in the daily editions of USA Today, our soldiers are paying the ultimate price all too frequently. So any effort, any way, those engaged in moving technology from the laboratory to the war fighter need to feel a sense of urgency. When we read about these individuals, they put a personal reflection on what direct impact YOU may have if we can field equipment and remove them from harms way to reducing their risk in executing their assigned mission.  Explosive Ordnance Disposal Technician First Class Luis A. Souffront, was known to his family and friends as Ariel. He loved to spend his spare time washing his truck, cleaning his boat or taking his boat out for spear fishing. One of Ariel’s cousins, Rosanna, said, “The water was his life and joining the Navy was his passion.” As a combat-support specialist, Petty Officer Souffront trained and fought shoulder-to-shoulder with SEAL team members. While the exact nature of his work and service in Iraq has been withheld, the respect that his fellow Sailors had for him is no secret. One SEAL team member that he served with explained Ariel’s place on the team, saying “explosive ordnance specialists play a critical role in special warfare missions.

They go through the same training that the SEALs do and then they work side-by-side with the SEALs in combat, assuming the same risk.” He concluded by saying, “While they may not wear the same patches and insignia, they are our brothers in arms on the battlefield.”

Progress

All is well. Science & Technology progress is being made from the CJTF Troy, J8 shop. The past seven days have gone by very fast. They have involved a lot of testing in support of the Counter-IED fight. Every night I sit in on the Commander’s Update Brief  (CUB) to COL Lutz, the Commander of TF Troy. Every night we hear of efforts made by the insurgents to disrupt, interfere and slow down the progress of bringing “the essentials” of everyday life to the Iraqi people and the coalition forces. However, every night we hear of heroes addressing the IED threat. I really would recommend to anyone interested in the C-IED issue to read a compilation of articles by Rick Atkinson, a Washington Post staff writer, who describes the effort by the U.S. military to combat IEDs used by insurgents in Afghanistan and Iraq. The longer I stay here, this compilation has more validity. The articles cover efforts from 2002 until the summer of 2007. In fact, COL Lutz is quoted in these articles as the Commander who stood up Task Force Troy in 2003. In my last submission, I focused on the requirements definition and technology assessment process. I highlighted the benefits of having accessibility to war fighters thereby rapidly understanding suitability and effectiveness notional solutions including highlighting technologies which demonstrate potential operational value. For this entry, I plan to focus on the nature, scope and pace of testing and evaluation (T&E) with respect to meeting the operational needs of addressing a rapidly, evolving threat that our military deals with on the daily basis.

Similar to traditional acquisition, the T&E process is intended to verify suitability and effectiveness of notional systems. However, the T&E execution pace is accelerated. These subject systems were developed by coalition partners, developed by U.S. federal agency laboratories and commands, academia or other organizations that develop prototypical hardware to address C-IED capability gaps. The most notable benefits of the T&E initiative here in-theater is the ability to test in a operationally reflective environment and the ability to test with operators that are familiar with the latest and highest priority threats. Also here at TF Troy (J8) we do have a senior U.S. Army scientist (Ph.D in computer science) who has operational qualifications in EOD, Infantry, Ranger and Airborne (i.e. not an inclusive list) specialties. This individual, like many professionals I have had the honor of serving with, is an invaluable asset in designing and executing an effective test.

After the test is designed, we have several locations within Camp Victory that are designated testing ranges. Also we can take prototypical hardware “beyond the wire” for evaluating the tools ability to meet EOD needs which includes the development of 1st generation Tactics, Techniques and Procedures. These ranges and operating areas affords the test the ability to replicate important aspects such as room to duplicate operational TT&P, use of operators or retired operators to give accurate and rapid suitability feedback, access to like physical environment such heat, temperature change, sand, soil type, and landscape.  The quantitative and qualitative results typically can validate previous DT&E results that were achieved by CONUS testing or if the item is a coalition product, then that data can be used in conjunction with in-theater testing to support acquisition decisions up the chain of command.

These decisions are either grounded in a previously approved Joint Urgent Operational Needs, a U.S. Army Operational Needs Statement, U.S. Navy Capability Development Document or similar DoD acquisition doctrine. The C-IED acquisition strategy is grounded in the JIEDDO organization, as I spoke of during my last submission to the blog. JIEDDO has the charter, responsibility and authority to lead the rapid fielding of equipment to meet urgent operational needs. This rapid fielding can and often does put hardware in the operator’s hands ahead of the traditional ACAT process or can expedite  the JUONS process. But ultimately, one of the four services iaw the Joint Service CREW and/or EOD Instruction can procure the subject hardware.

As I wrap this week’s submission up, the major take away(s) are: in-theater testing (i.e. due to accessibility to current operators and operating environment) supports rapid and operationally reflective evaluation of prototypical systems. The value of the testing in TF Troy is magnified due to the technical and operational knowledge, skills and abilities of the U.S. Army scientist with the J8 office. And finally the in-theater test results are and need to be compared to and correlated with previous DT&E results.

This week I will highlight another Operation Iraqi Freedom hero, Senior Airman William N. Newman. Senior Airman Newman, 23, of Kingston Springs, Tenn., died June 7, 2007 from an explosive south of Balad, Iraq. He was a 2001 high school graduate and was assigned to Hickam Air Force Base, Hawaii. He was a strong-headed, incredible guy who always thought of others before himself, and died trying to change the world. Newman had many interests, including break dancing, ultimate Frisbee and working out. His wife sent him Korean snack packages from home. Soyong Newman last spoke to her husband at noon the day before he was killed, “I would tell him now: ‘You’re a hero, my hero always.”

Fighting IEDs

Hope all is well in Shirlington, the weather is fairly agreeable here. The temperatures have been hovering around 80F to 90 F during the day and around 60F at night. The only negative is the occasional sand storm that occurs when the winds kick up around 30 knots or more. The visibility is then reduced to anywhere from 3-5 yards to 100 yards. As you probably read on Monday, we lost eight U.S. servicemen on Monday to IED events. Five lost their lives in one event in a market in downtown Baghdad when a man wearing a suicide bomber with an IED vest detonated himself in the mist of a group of servicemen. This is the type of event that is very sobering to hear about but it does drive home the importance of rapidly getting technology to the warfighter to minimize risk to personnel and to decrease the tactical timeline of accomplishing any given mission as assigned. I want to in this brief synopsis, explain the process used “forward,” i.e. in-theater, to address emerging operational needs.

I need to put this description in context. I’m describing a process that I have been exposed to for about 20 days. I’m still learning and will be able to give better insight into the specifics as I gain additional experience and exposure over the course of the next 100 days. However, because I am relatively naïve and unbiased to the methodology and pedigree, you will get a very upfront and honest interpretation. I also will refer to lists of activities that perform specifics functions, I want to emphasize that when I list organizations, please treat them as examples of appropriate candidates, not that the listing is comprehensive in nature. For clarification, this is my understanding of the “Road to Documenting a Requirement,” i.e. the sequence of steps typically followed to field equipment to meet a mission need.

Initially, the issue and/or capability gap is highlighted by an operator and/or someone in the chain of command. This could be from a platoon leader, company commander or other. I will give you an example of a notional operational need I’m referring to, such as the capability gap ranging from detecting or classifying objects of interest to assessing ways of improving logistic supportability of equipment or operational components. Such a need is verified through the conduct of basic research; this is conducted by the group I work for, TF Troy (J8). We will determine if this issue and/or capability gap has been addressed in the past. We will do this through cold calls to in-theater support agents such as the U.S. Army’s “Rapid Equipping Force” (i.e. the REF), the Army Test and Evaluation Command or some other comparable command. Obviously, one of the first organizations contacted is the Joint IED Defeat Organization. They are the focus of all DoD efforts to address the IED problem in support of OIF and OEF. Because the nature of the Counter-IED effort in-theater is more U.S. Army-centric, typically this level of investigative work is completed with a focus on Army-based commands.

Also at this time, commands in the “rear,” such as the Army Research Lab, Research, Development Evaluation Command (RDECOM), Naval EOD Technology Division, U.S. Marine Corp Systems Command, etc. This list is not intended to be comprehensive but is intended to show the extensive list of players in the C-IED arena.

If it appears that this issue and/or capability gap is real, then within CJTF Troy (J8) we conduct additional independent investigating through such tools as Internet surveys, contacting Applied Research and Physics laboratories and reviewing past internal CJTF Troy (J8) documents, briefs and general correspondence. At this time, we also can conduct additional interviews with past Battalion and/or Company commanders including Platoon leaders. This is one of the distinct advantages of being in theater. You have immediate access to a wide spectrum of operators. If subject issue and/or capability gap has a resolution that has been proven, we communicate that back to originator. If a resolution has not been identified then we will proceed to next step. If warranted, a basic form entitled the Technology Interest Assessment (TIA) is used to solicit operator opinion and gain consensus to verify that a capability gap/problem exists. This form or data collection mechanism is used to glean operator input from the Division level in the Iraq Theater of Operations (ITO). The TIA evolves as each Division’s input is received and ultimately consensus is achieved. If consensus can not be achieved or there is a consensus that the issue or capability gap does not warrant further effort, then we will terminate all efforts and communicate results back to the originating entity.

Additional investigation being conducted and TIA feedback is garnered to populate a Programmatic “Quad” chart which outlines the problem, a notional approach and system description, projected timeline and cost data. This subject “Quad” is used to socialize and gain chain of command consensus of the notional approach to addressing the capability gap-scope of effort projected to meet need. The “Quad” evolves, becomes mature and ultimately consensus is achieved. Again consensus can be achieved by visiting the leadership here in theater, i.e. Multi-National Force-Iraq, JIEDDO, and ultimately USCENTCOM. This survey of leadership, within the confines of the ITO, aides in rapidly developing and achieving leadership “buy-in.” However, even forward, my colleagues proclaim, this consensus building within the ranks of leadership can be time consuming and tedious at best.

Ultimately, one or two primary avenues are pursued; a Joint Urgent Operational Needs document is drafted with a goal per CJCSI 3470.01 of 15 July 2007, Rapid Validation and Resourcing of Joint Urgent Operational Needs of fielding hardware within 41 days from when the combatant commander makes their formal submit. Or the initial requirement can be meet through the JIEDDO where limited initial outfitting quantities of equipment can be procured and maintained. This accelerates the process but is very limited in scope.

Through the JUONS and/or the JIEDDO project funding process a in-theater or surrogate Operational Assessment is conducted to insure potential for operational effectiveness and suitability is quantitatively and qualitatively evaluated. The exit criteria for such assessments are usually agreed upon between the TF Troy (J8) and a fleet representative component such as ATEC, NAV EOD Fleet Liaison Office or some other similar type of office.  

Basically, the accelerated timeline is made possible by many aspects of the Accelerated Acquisition process such as a widely accepted capability gap, a focused war fighting group to evaluate prototypical systems and develop 1st generation requirements and notional Concepts of Operations (i.e. the TIA process and operator input), a leadership champion(s) and a focused Test and Evaluation effort that assesses potential for operational suitability and effectiveness against a well understood baseline.

Hope this helps. I will try to tweak my synopsis as I continue my assignment over the next 100 days, highlighting areas where I got it wrong and emphasizing areas that I can validate. As I sign off, I will highlight another Operation Iraqi Freedom hero who would give the ultimate price. On August 9, 2007, Marine Sgt. Michael E. Tayaotao, 27, of Sunnyvale, Calif., assigned to 7th Engineer Support Battalion, 1st Marine Logistics Group, I Marine Expeditionary Force, Camp Pendleton, Calif., died from wounds sustained while conducting combat operations in Anbar province, Iraq.
 
Sgt. Michael E. Tayaotao, 27, joined the Marines soon after he graduated from Fremont High School in Sunnyvale. He volunteered to return to Iraq for his third tour seven months ago and had hoped to return to resume his education and go fishing with friends. “He’s a great man, that’s all I can say,” said Tayaotao’s uncle, Felix Tayaotao, 45, of Sunnyvale. “He’s a straightforward and brave man. He did what he can for his country, for his people.”

Michael Tayaotao enjoyed shooting guns, camping and fishing, his uncle said. He joined the Marines within months of graduating from Fremont High, believing that it would be a profession, said his uncle, with whom he often stayed in Sunnyvale.