Information in Afghanistan Brig Nick Pope UK A

1. Information inAfghanistanBrig Nick Pope UK A

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3. 2006 - A Year of Transitions

4. Nature of ISAF Operations Transitional in Nature

5. Operational Environment

9. Nature of ISAF Operations Transitional in Nature Multi-Spectrum Effects Based Approach (lethal/non-lethal) Joint Air/Land Operations Information Operations Intelligence Led Offensive Operations

11. Nature of ISAF Operations Transitional in Nature Multi-Spectrum Effects Based Approach (lethal/non-lethal) Joint Air/Land Operations Information Operations Intelligence Led Offensive Operations Multi-Agency Coalition Forces and Air Component Government of Afghanistan Afghan Security Forces Non-Governmental Organisations International Community

13. Slide provides an indication of number and diversity of the bodies with which ISAF engaged with Clearly, not all had direct access to the network, but all needed access, in some degree, to the information on itSlide provides an indication of number and diversity of the bodies with which ISAF engaged with Clearly, not all had direct access to the network, but all needed access, in some degree, to the information on it

14. Information flow is not linear, nor constrained by levels of command NATO funding regulations constrain levels of procurement – one down – STANAG 5048 – these regulations are outdated and constrain the network’s capability [anecdote of the IC’s deliberations of funding of workstations when much of the cost was for the bearers] The requirement is for a single homogenous network, without gateways, with all users having sufficient bandwidthInformation flow is not linear, nor constrained by levels of command NATO funding regulations constrain levels of procurement – one down – STANAG 5048 – these regulations are outdated and constrain the network’s capability [anecdote of the IC’s deliberations of funding of workstations when much of the cost was for the bearers] The requirement is for a single homogenous network, without gateways, with all users having sufficient bandwidth

15. Information flow is not linear, nor constrained by levels of command NATO funding regulations constrain levels of procurement – one down – STANAG 5048 – these regulations are outdated and constrain the network’s capability [anecdote of the IC’s deliberations of funding of workstations when much of the cost was for the bearers] The requirement is for a single homogenous network, without gateways, with all users having sufficient bandwidthInformation flow is not linear, nor constrained by levels of command NATO funding regulations constrain levels of procurement – one down – STANAG 5048 – these regulations are outdated and constrain the network’s capability [anecdote of the IC’s deliberations of funding of workstations when much of the cost was for the bearers] The requirement is for a single homogenous network, without gateways, with all users having sufficient bandwidth

16. Nature of ISAF Operations Transitional in Nature Multi-Spectrum Effects Based Approach (lethal/non-lethal) Joint Air/Land Operations Information Operations Intelligence Led Offensive Operations Multi-Agency Coalition Forces and Air Component Government of Afghanistan Afghan Security Forces Non-Governmental Organisations International Community Multi-National

17. This is not a UK game

20. ISAF IX Approach to CIS Create a digitised C2 environment Improve quality, capacity and resilience of the networks Mitigate risk wherever possible and actively drive NATO CIS projects Establish a single C2 system before ISAF X Exploit opportunities to use AFG capabilities Guarantee ISAF IX success through deployment of UK resources to close NATO CIS capability gaps HQ ARRC had a long lead time to prepare for ISAF IX. Coming from a HQ with a background of digitisation and a constant drive to achieve Networked Enabled Capability, we recognised early that there was a need to digitize C2 processes in ISAF in order to improve operational tempo and decision making, to keep pace with our coalition partners and to provide an enhanced C2 environment for the staff with an appropriate range of tools and services to achieve information superiority Both before deployment and subsequently, we have analysed areas of weakness in the CIS provision, and sought improvements across the board in the key areas of quality, capacity and resilience. Where those weaknesses could not be readily solved, we have initiated mitigation plans to deliver improved capability, while relentlessly driving NATO to deliver on its projects through an integrated programmed approach. Our current priority is to remove reliance on separate networks and to create a homogenous C2 system to enable the composite ISAF X HQ to focus on its core business and not be distracted by split-system working. We have capitalised on local opportunities to use local AFG telecommunication companies to enrich our CIS provision, and we have unashamedly brought additional UK Framework Nation resources to guarantee our success at this critical juncture in NATO’s history HQ ARRC had a long lead time to prepare for ISAF IX. Coming from a HQ with a background of digitisation and a constant drive to achieve Networked Enabled Capability, we recognised early that there was a need to digitize C2 processes in ISAF in order to improve operational tempo and decision making, to keep pace with our coalition partners and to provide an enhanced C2 environment for the staff with an appropriate range of tools and services to achieve information superiority Both before deployment and subsequently, we have analysed areas of weakness in the CIS provision, and sought improvements across the board in the key areas of quality, capacity and resilience. Where those weaknesses could not be readily solved, we have initiated mitigation plans to deliver improved capability, while relentlessly driving NATO to deliver on its projects through an integrated programmed approach. Our current priority is to remove reliance on separate networks and to create a homogenous C2 system to enable the composite ISAF X HQ to focus on its core business and not be distracted by split-system working. We have capitalised on local opportunities to use local AFG telecommunication companies to enrich our CIS provision, and we have unashamedly brought additional UK Framework Nation resources to guarantee our success at this critical juncture in NATO’s history

21. Information Management Imposed HQ ARRC Electronic Working Practices as the IM model Influenced HQ ISAF, but not the subordinate HQs Underestimated: Requirement for common IM protocols Training and Education burden System management burden Scale of the task!

22. Functional Area Sub-Systems (FAS) NATO SECRET C2PC WISE JCHAT JOIIS Ibase ICC I2 Analyst WebTAS AIMS RFIMS CENTRIXS-GCTF C2PC IWS mIRC JADOC These are the applications that were added to the network to meet the change in operational tempo Collaborative working enabled through commercial applications – 80% solutions Complexity and project delivery will be mentioned later – this slide could be used as an example to both points These are the applications that were added to the network to meet the change in operational tempo Collaborative working enabled through commercial applications – 80% solutions Complexity and project delivery will be mentioned later – this slide could be used as an example to both points

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28. ISTAR in Abundance

29. UK Complexity!

30. Thoughts Get the communications network infrastructure right Initial investment is critical Capacity and Volume are the pre-requisites Apply network interoperability standards Accept (but understand better) the reality of the hierarchical, multi-node, multi-system, multi-network environment Existing C2IS/COTS applications can produce significant NEC capability Procurement and integration procedures must be sufficiently agile to exploit technical opportunities and keep pace with operational requirements. Cross Line of Development approach is essential – especially “Training and People”. Converts equipment into sustainable capability The human dimension remains paramount