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20 May 21. Future of Warfare, Strategy Will Dictate Special Ops Action. The future of warfare will dictate how special operations forces operate, Army Gen. Richard Clarke, the commander of U.S. Special Operations Command, said Tuesday.
Warfare “is going to be multi-domain, it’s going to be partnered. And it’s going to be contested in every step,” he told the Special Operations Forces Industry Conference in Tampa. “Our goal is to maintain a strategic advantage.”
Special operators will be in demand even as U.S. strategy moves to a world of near-peer competition with China and Russia, Clarke said.
Special operators shone in actions in Afghanistan, Iraq and Syria. They led the way onto Afghanistan in 2001 and will be among the last troops to leave the country at the end of the retrograde. Clarke, who served in the 82nd Airborne Division in 2002 and with the 1st Ranger Battalion in 2004 in Afghanistan, understands that world quite well. But times have changed.
“I think most of you understand the counterterrorism mission,” he said. “Competition, or as some refer to it as strategic competition, may be less familiar. In short, it’s winning without fighting. It’s taking actions below the level of combat.”
Strategic competition is different. There won’t be a victory parade at the end of a violent war like there was in New York at the end of World War II, he said. “Instead, our competition will endure and … it may be infinite because there’s no precise end; there is not necessarily a winner. Just nations seeking competitive advantages,” the general said. “And that advantage can ebb and flow.”
This has always been a part of the international system, but new tools and new technologies have given adversaries new avenues to compete. In the past, this competition played out on land, sea and air. Now it is contested in the cyberworld and space as well — extending the battlefield to infinity and beyond. And it is going to be contested in the information space as well, Clarke said.
Clarke said the contest in the information space will impact all domains of warfare. “To be clear, it is a battle in the cognitive space,” he said. “It takes place on the Internet, but not always. This is purely distinct from cyber from the ones and zeros in the [Colonial] pipeline attack. It is a cognitive space where we must prevail.”
He noted that when he first went to Afghanistan, roughly 95 percent of his time was spent on finding and killing or capturing enemy forces. “Today, if you visit our commanders in Iraq and Afghanistan, they’ll say that they focus 60 percent or more of their time on non-lethal effects in the information space,” he said.
All this requires that special operations forces commanders get the tools they need to decide and act more quickly. They also need the capabilities to more effectively interact with allies and partners and with local populations.
New technologies or new ways of using technologies will be key moving forward, he said. “How do we more effectively search through our mountains of data? that is across all classifications and all domains,” he asked. “How do I move data from [unclassified] to secret to top secret, with no problem, and so it is useful? How do we harness mission command of our forces, … but also combined operations with ours, so that we’re all seeing the same picture?”
Technology will be the answer to these questions and more not even thought of yet, he said.
Special Operations Command is reaching out to industry partners and experts in academia to solve these problems. Clarke is opening the command to specialists in these technologies and more to improve capabilities and build capacity.
He worries about Special Operations Command falling behind competitors. “We have to maintain the budget and the resources to continue moving forward,” Clarke said.
“As we go forward, we’re going to face different pressures tomorrow, different but I would argue even more vital to our national security,” he said. “Our threats have continued to evolve: Cyber threats, … Chinese activities globally, and Russian disinformation each and every day. Reorienting our momentum towards strategic competition, we must modernize with purpose.
“Even as these threats evolve, why am I still confident we’ll rise to this challenge? Because as I reflect back to Afghanistan and the changes we’ve made, we’ve done it before and we’ll do it again.” (Source: US DoD)
19 May 21. U.S. House Democrats offer resolution blocking $735m Israel weapons sale. Democratic U.S. lawmakers on Wednesday introduced a resolution seeking to block a $735m sale of precision-guided weapons to Israel, a symbolic response to conflict between Israel and Gaza’s ruling Hamas group.
Representatives Alexandria Ocasio-Cortez, Mark Pocan and Rashida Tlaib were lead sponsors of the measure, which has at least six other co-sponsors including some of the most left-leaning Democrats in the House.
They have been among lawmakers calling for a more concerted U.S. effort to stop the violence, including Israeli airstrikes that have killed dozens of civilians, most of them Palestinians in the besieged Gaza Strip.
Democratic President Joe Biden’s administration approved the potential sale of $735m in weapons to Israel earlier this year, and sent it to Congress for formal review on May 5, giving lawmakers 15 days to object under laws governing foreign weapons sales.
“At a time when so many, including President Biden, support a ceasefire, we should not be sending ‘direct attack’ weaponry to Prime Minister Netanyahu to prolong this violence,” Ocasio-Cortez said in a statement.
The resolution is unlikely to progress further in the House, where the office of Speaker Nancy Pelosi controls which legislation comes up for a vote. The chamber’s leaders have expressed support for the sale, with No. 2 Democrat Steny Hoyer telling reporters yesterday he backed it.
The sale of Joint Direct Attack Munitions, or JDAMs, made by Boeing Co (BA.N), was considered routine at the time, before the start earlier this month of the fiercest hostilities in the region in years.
Both Republicans and Democrats in Congress generally express strong support for Israel. The country has been the largest recipient of U.S. foreign assistance since World War Two, with Washington currently providing Israel some $3.8bn a year in military aid. (Source: Reuters)
17 May 21. SOCOM’s Armed Overwatch To Fly Grueling New Test. Each airplane will have five flights to prove its mettle, with an AFSOC pilot in the back seat for the final mission to observe the plane’s flight and handling characteristics.
Special Operations Command will spend five weeks this summer flying five different aircraft competing for its Armed Overwatch program, a high-profile attempt to build a small attack plane fleet for operations in austere environments.
The planes, all based on commercial designs that can be purchased relatively quickly, will focus on surveillance, bombing and close air support missions targeting groups in places where American special operations forces will continue to operate on small footprint missions.
James Smith, SOCOM’s acquisition chief, told reporters this afternoon the tests will be conducted at Eglin Air Force Base and consist of five different flights that will test everything from live fire exercises, to takeoffs and landings on unpaved runways, to their ability to send and receive full-motion video.
On May 17, SOCOM announced that it had awarded $19.2m worth of contracts to five companies to produce prototype aircraft for the program. The finalists are Leidos Inc., MAG Aerospace, Textron Aviation Defense, L-3 Communications Integrated Systems, and Sierra Nevada Corp.
The tests will run from June 14 through July 23.
SOCOM is looking for the companies to “demonstrate their hardware in their platforms in a realistic environment,” Smith said.
In addition to austere takeoff and landing, the command is looking at range and endurance, line of sight and beyond-line-of-sight communications, cockpit configuration, full motion video and autopilot capability. “Really, those will be evaluated over three flights,” Smith added. Of the five flights, the final mission will have an Air Force Special Operations Command pilot in the back seat to evaluate the plane while it’s in action.
Smith said he expects a decision to be made in the “near term,” but didn’t elaborate. “From an injury standpoint, we’ve been very, very consistent with the requirements in terms of takeoff and landing, range, weapons, communications etc. But [now] also let’s see if we actually have what you said you had, and demonstrate it.”
With tight budgets expected across the Pentagon in coming years, and special operations forces expected to play a key role in places like western and northern Africa, Somalia, Afghanistan, Syria and simmering hotspots in Asia, SOCOM has worried that it won’t always be able to count on the Air Force and Navy to supply jets to keep watch overhead.
The Air Force Special Operations Command has $101m in funding to buy the first five of a planned 75 planes in the 2021 budget. (Source: Breaking Defense.com)
19 May 21. Rapid Acquisition Benefits Special Operations, DOD Official Says. The Defense Department’s top priorities are defending the nation, taking care of its people and succeeding through teamwork. Each of these topline priorities touch everything that personnel do at DOD’s acquisition and sustainment office, said the official performing the duties of under secretary of defense for that organization.
Stacy A. Cummings provided keynote remarks today at the National Defense Industrial Association’s virtual 2021 Special Operations Forces Industry Conference.
“We need to be able to keep pace with advanced and persistent threats in today’s dynamic environment, and that depends on expanding the competitive space. For A&S, that means taking a hard look at our acquisition processes and portfolios to ensure we have the right balance and capabilities for the future,” she said.
Cummings discussed A&S’s adaptive acquisition framework in the context of the special operations mission.
“Often, the special ops forces require a much smaller procurement [quantity] of more nuanced and cutting-edge capability, and the ability for us to outpace our adversaries really is dependent upon agility in acquisition,” she said.
The traditional DOD acquisition system wasn’t set up for speed and agility to deliver capability to the warfighter, she noted.
A few years back, the department decided to transform acquisition policy from the ground up, she said. “Our goal was to deliver a defense acquisition system that provided flexibility for programs used to tailor their approaches, depending on the capability that they were tasked to acquire on behalf of the warfighter. We wanted to empower those program teams to think critically and apply common sense to decision making, something that I think that the Special Operations community acquisition community excels at.
“And then most importantly we wanted to accelerate delivery of timelines, so that we can get capability into the hands of the warfighter faster,” Cummings added.
At its core, the comprehensive redesign of the view DOD 5000 series of acquisition policies took one very large policy document and divided it into six clear distinct, separate pathways, called the adaptive acquisition framework, or AAF, she said.
Those pathways simplify policy, enable a tailored approach, empower program managers, facilitate data-driven analytics and manage risk, she said.
Feedback from the special operations community was critical to formulating this new AAF approach, she said. That community really embraced the middle tier of acquisition, which focuses on speed of delivery.
The middle tier of acquisition pathway is used to rapidly develop fieldable prototypes within an acquisition program to demonstrate new capabilities and/or to rapidly field production quantities of systems with proven technologies that require minimal development.
One of the department’s first middle tier pathway programs was the special operations forces combat diving program, she said. It is a free-diver heating and cooling system consisting of a mobile electric power system that uses high-efficiency heat pump technology to circulate heated or cooled water for the operators through a tube, suit or vest.
As a result, the operator gains the ability to sustain untethered long-duration exposure, she said. This was a great capability that the Special Operations community was looking to deploy, and the middle tier of acquisition pathway enabled the program team to develop and field prototypes within a month of the validated requirements.
In total there are 74 programs currently using the middle tier of acquisition, 59 of them are rapid prototyping and 15 are rapid building, she noted, adding that the department plans to expand it.
Cummings also noted that cyber secure software delivery at speed is high on the department’s priorities because of the evolving threats and disruptive technologies. She said the goal is to deliver software in a matter of days or weeks, not months or years. (Source: US DoD)
17 May 21. US Army defending end strength, prepares to spend USD35bn on weapons in FY 2022. Pentagon leaders are set to unveil details of the Defense Department’s USD715bn fiscal year (FY) 2022 budget request in the coming days but there are outstanding questions about whether the US Army should shrink its ranks to free up funds, according to Lieutenant General James Pasquarette, the deputy chief of staff in charge of programmes.
The three-star general spoke at this year’s annual McAleese conference on 13 May and highlighted some of the challenges and questions the army is facing in its quest to finalise next year’s spending request and plan out future years spending.
”Where’s the army getting pushed? Well, I would tell you that we’re having to defend … our end strength; That’s the one aspect that we’re having to explain,” Lt Gen Pasquarette told the audience.
In recent weeks, service leaders including Army Chief of Staff General James McConville and acting Army Secretary John Whitley have warned about pending cuts to the service’s budget, and Janes has reported that the service is facing a several billion dollar cut over the enacted FY 2021 budget. When it comes to active-duty troop levels, Gen McConville has also said that he is disappointed that end strength levels will likely be capped at the current 485,000 mark instead of increasing.
But even this flatline number could be at risk.
“Given the pace of activity … on the army today, bringing end strength down only has bad outcomes, we think for the nation and for our soldiers,” Lt Gen Pasquarette added. “That is, I think, the one place we’re getting push [back] and I know our leadership is very concerned about that.” (Source: Jane’s)
17 May 21. Biden administration approved $735m arms sale to Israel – sources. President Joe Biden’s administration approved the potential sale of $735m in precision-guided weapons to Israel, and congressional sources said on Monday that U.S. lawmakers were not expected to object to the deal despite violence between Israel and Palestinian militants.
Three congressional aides said Congress was officially notified of the intended commercial sale on May 5, as part of the regular review process before major foreign weapons sales agreements can go ahead.
The sale was first reported by the Washington Post.
Congress was informed of the planned sale in April, as part of the normal informal review process before of the formal notification on May 5. Under U.S. law, the formal notification opens up a 15-day window for Congress to object to the sale, which is not expected despite the ongoing violence.
The sale of Joint Direct Attack Munitions, or JDAMs, made by Boeing Co (BA.N), was considered routine at the time, before the start last week of the fiercest hostilities in the region in years.
There were no objections at the time by the Democratic and Republican leaders of the congressional foreign affairs committees that review such sales, aides said.
Asked for comment, a State Department spokesperson noted that the department is restricted under federal law and regulations from publicly commenting on or confirming details of licensing activity related to direct commercial sales like the JDAMs agreement.
“We remain deeply concerned about the current violence and are working towards achieving a sustainable calm,” the spokesperson said.
Strong support for Israel is a core value for both Democratic and Republican members of the U.S. Congress, despite calls from a few of the most progressive Democrats to take a tougher stance against the government of Israeli President Benjamin Netanyahu.
U.S. law allows Congress to object to weapons sales, but it is unlikely to do so in this case. Because Israel is among a handful of countries whose military deals are approved under an expedited process, the typical window for objecting will close before lawmakers can pass a resolution of disapproval, even if they were inclined to. (Source: Reuters)
13 May 21. Preparing the defense-industrial base for a post-pandemic work routine. The national headlines, industry events and casual conversations with colleagues reinforce the notion that we will return to the workplace as we left it in 2020. In the defense industry, we should not accept this as inevitable. The work paradigm has shifted, and we have an important opportunity to go forward, not backward. We must take advantage of what we have learned and of changing attitudes and perceptions of what the workplace of the future is.
The past 18 months have taught us that the defense workforce is adaptable, productive and collaborative in a virtual environment. We need to reflect on the successes we’ve achieved in quickly accelerating to telework by reframing the culture of the defense industry and resetting for the future of work.
For decades, the defense-industrial base has struggled to recruit and retain top technology talent that is the lifeblood of keeping America’s national security competitive. In January 2020, before offices across the United States were shuttered, the National Defense Industrial Association released “Vital Signs 2020: The Health and Readiness of the Defense Industrial Base” and gave industry a failing score — a “D” in defense industry production related to skilled labor, goods and services, and raw materials used to develop end products and services for the Department of Defense.
The talent challenges of the defense-industrial base are well documented and made even more complex by requirements to be on or near military installations.
The need for a skilled, ready defense workforce has never been greater. In light of the evolving geopolitics and China’s continued investment in STEM education as well as the evolution of its military-civil national security posture, now is the time to rethink how we can attract, develop and retain top talent in the industrial base.
We are poised to update our workplace norms in a post-pandemic world. We know our talent is eager for the opportunity to engage in hybrid work environments that provide flexibility for work-life balance and a chance to evolve workplace culture to retain the technology tools that have become ubiquitous to many teleworkers. In a recent Booz Allen Hamilton survey, 82 percent of our colleagues indicated a flexible work schedule is the most appealing aspect of the future of work.
Beyond our current workforce, a more flexible, virtual future for the industrial base allows us to envision a talent pool beyond traditional military hubs to create more capacity to pull in top STEM talent nationwide. We’ve seen firsthand the power of a distributed workforce during virtual technology demos, which save travel time and dollars.
Recent memos from the Air Force and Navy indicating that their workforce will be 50 percent work-from-home indefinitely provide a model for how the broader defense community can adopt progressive approaches that will provide greater flexibility to the workforce.
As leaders across industry and government begin to reset and reframe the future of work for the defense-industrial base, we would offer the following observations from our own experience and those we’ve heard from across industry:
First, leaders must model the way. Military, civilian and industry leaders must set the conditions for hybrid work, signaling to their workforce a priority on flexibility, engaging colleagues both in the office and in telework, and using in-person collaboration time more meaningfully.
On the topic of meaningful collaboration, leaders must reset how they use in-person engagement. In pre-pandemic days, cubes and offices near bases and installations were sometimes a stream of meetings better handled over emails. This status quo will no longer work; we need refreshed approaches to in-person collaboration.
Second, leaders have an important opportunity to balance collaboration between those in the office and those working virtually to create an inclusive environment and drive toward meetings with greater purpose and productivity.
Finally, there is not a one-size-fits-all answer. Classified spaces, laboratories and watch-center work will always require in-person elements. But consider how the government, the military and contractors at these facilities may be afforded more flexibility — whether through flexible work arrangements or compressed days. Given the transformational moment we are in, this may also be a time to consider and review what work must be conducted at classified facilities and what may be conducted remotely.
Now is the time. Leaders from industry and the Department of Defense must reset and reframe the future of work for the defense-industrial base. The ability to attract and retain the best and brightest talent in national security technology today and in the future depends on it. (Source: Defense News Early Bird/Defense News)
14 May 21. USAF Wants to Cut 421 Old Fighters, Buy 304 New Ones. The Air Force will ask Congress to retire 421 legacy aircraft through 2026, replacing them with just 304 new fighters, according to fiscal 2022 budget talking points obtained by Air Force Magazine. The savings derived from operating a smaller fleet will be put toward acquiring new systems such as the Next-Generation Air Dominance fighter later this decade, and a new Multi-Role fighter, called MR-X, in the 2030s.
“The information outlined in the talking points regarding future Air Force fighter force structure is pre-decisional,” said Brig. Gen. Patrick Ryder, an Air Force spokesperson. The document was not labeled as such, however. He declined further comment about potential future budget or resourcing decisions.
The 421 aircraft described in the talking points include a total phase-out of the aged F-15C/D fleet, numbering about 234 aircraft, by the end of fiscal 2026. The F-16 fleet would be reduced by 124 aircraft, mostly from what are called the “pre-block,” or oldest models, leaving a force of 812, also by the end of 2026. The A-10 attack plane would be reduced from 281 total aircraft to 218, for a reduction of 63 tails, but on a more aggressive timeline ending in fiscal 2023.
Over the future-years defense plan ending in fiscal ’26, the Air Force would also bring on 84 new F-15EX and 220 F-35A fighters, resulting in a net reduction of 117 jets over the five-year period. The downsizing would be the largest since the “CAF Redux,” or Combat Air Forces Reduction of the early 2010s, in which the USAF trimmed its fleet by about 250 airplanes.
Air Force leaders have been pushing for several years to be allowed to retire legacy systems in order to pay for new ones that will be more relevant to the future fight, particularly in the Indo-Pacific theater. Service officials in recent days have said they plan to start phasing out the fifth-generation F-22 in 2030, to be replaced by the classified NGAD family of systems, known to be at least one manned fighter and potentially several unmanned variants. Like the NGAD, the new MR-X would also be designed using new digital methodology to drastically reduce design, development and fielding timelines, while sharply reducing sustainment costs by baking in a short service life, with the expectation that successor aircraft will follow swiftly.
“To just keep pace with the threat would require an additional $6- to $7bn per year to modernize our current force projected into the future,” the USAF talking points say. “Even if affordable, this force falls well short of the capability required to counter a future peer threat.” The document goes on to argue that no technology can transform “our fourth-generation fighters into fifth-generation fighters, or fifth-generation fighters into NGAD.”
The paper also points out that legacy systems are becoming “significantly more expensive to sustain” and that the USAF fields one of the oldest fleets serving worldwide. The Air Force’s fleet averages 28.6 years, the document points out; by comparison, the Navy’s fleet averages 14.4 years; the Army’s aviation arm averages 15.3 years; the Royal Australian Air Force, 8.9 years, and the U.K. Royal Air Force, 16.5 years.
Lt. Gen. David S. Nahom, deputy chief of staff for plans and programs, said this week that the USAF’s operating and sustainment costs are “skyrocketing,” and increasing at double the rate of inflation, due to the age of the aircraft. He said 44 percent of the USAF’s fleet is operating beyond its planned service life. The F-16 was initially expected to serve until only about 2005.
The F-22 fleet of about 180 aircraft would remain intact through the FYDP, receiving continuing funds for sensor upgrades and to remain fully viable until it begins transitioning out of the force in 2030. According to the talking points, though, the F-22 “cannot be made competitive against the threat two decades from today.”
The NGAD “family of systems” represents “our ability to fight and win in the highly contested environment in the future,” the document says. The new methodology of developing the NGAD “at a pace future threats cannot match” will allow the Air Force to maintain its advantage.
Even so, however, the Air Force seems to have accepted that broad control of the air in a high-end conflict is no longer achievable. It is aiming, rather, for “temporary windows of superiority” in “highly-contested threat environments,” with “complementary capabilities” for the Joint force and U.S. allies. To achieve this, the USAF needs “full-spectrum survivability, high speed, advanced weapons, and extended ranges.”
To perform the “global strike” mission, the USAF adds to those characteristics “sufficient payload” and resilience achieved through “the use of human-machine teaming and a mix of manned and unmanned systems.”
The F-16 and A-10 fleets would also continue to receive funding for structural modifications and capability enhancements to keep them relevant until they fully retire.
The plan reflects the results of “extensive gaming and analysis using the most difficult problem (China) and the most difficult scenario (Taiwan) at the most difficult time (2035),” according to the document. “It is clear that the Air Force must change the future fighter force structure mix by changing investment priorities to provide the capability, capacity, and affordability required to meet a peer threat,” they said.
Chief of Staff Gen. Charles Q. Brown Jr. said May 12 the service must neck down from seven fighter types to “four plus-one,” the “one” being the A-10, in order to reduce the costs of maintaining so many logistics trains.
The A-10 is “very effective in current conflicts, but it is not viable in the long term,” according to the talking points. “Its lack of survivability in the evolving global threat environment and its singular capability set renders it ineffective in the needed role of affordable capacity.” The A-10 cannot perform the defensive counter air, suppression of enemy air defense, or homeland defense missions, the documents said. The service has tried to retire the A-10, unsuccessfully, several times, thwarted by enthusiasts who say it is an unmatched close air support machine.
However, the Air Force plans to prosecute the CAS mission in a different way, Lt. Gen. S. Clinton Hinote, deputy chief of staff for strategy, integration, and requirements, told Air Force Magazine on May 13. Hinote did not describe the new CAS concept but suggested it would involve unmanned aircraft.
Beyond the FYDP, and potentially into the 2030s, the Air Force expects about 600 “post block” F-16s—C/D models from Block 40 on—to remain in the force with with some upgrades, useful in both permissive and some competitive environments. The transition to the MR-X is expected “in the mid-30s.” This new airplane will be a “clean sheet” design, created by digital methods, and the “decision point” to launch the program is now expected to be “six to eight years away,” according to the document. The MR-X “must be able to affordably perform missions short of high-end warfare.” The F-35 could potentially fill this role, but only if its operating costs could be “brought significantly lower.”
The F-15E/X is described in the papers as “an outsized weapons truck,” useful for carrying standoff weapons in a contested theater or performing air superiority in less-contested airspace. Interestingly, while the Air Force has mentioned that the F-15EX could launch the hypersonic, air-to-surface AGM-183A Air-launched Rapid Response Weapon, or ARRW, the talking points say it can also carry an “outsize … air-to-air” weapon, as well. Presumably, this is a long-range weapon meant to counter China’s long-range PL-15 air-to-air missile, but the documents don’t say whether the weapon referenced is the AIM-260, a classified developmental air-to-air missile revealed two years ago.
The Air Force plans to buy 11 F-15EXs in 2022, followed by 14 in 2023 and 19 annually thereafter through the FYDP. If that ramp rate extends through the decade, the USAF would buy its 144th F-15EX in 2030. Contractual documents released last year show that the USAF has options to buy up to 200 F-15EXs.
Brown told a defense symposium this week that his tactical aircraft study, announced in February, is not meant to be a product delivered to Congress, but is an internal assessment of the right future fighter force mix, which will inform the fiscal 2022 budget request but would be implemented in the fiscal ’23 budget and Program Objective Memoranda.
The White House is expected to release its full budget May 27. The Biden administration released a “skinny” budget last month, which calls for $753bn for national security programs, including $715bn for the Department of Defense. (Source: Defense News Early Bird/Airforce Magazine)
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