Navy Information Dominance Corps Human Capital Strategy 2012-2017
IDC Human Capital Mission – Build and sustain an agile Total Force that acquires, exploits, and employs ID capabilities to achieve Navy mission requirements.
IDC Human Capital Vision – Attract, develop, and retain a cohort of highly trained and competent officers, enlisted, and civilian professionals who are fully integrated with the Navy’s combat forces, and delivering warfighting effects (including Cyber Warfare) to Naval and Joint forces across the full spectrum of military operations.
Developing and sustaining a viable and responsive Information Dominance Corps (IDC) requires a commitment to workforce planning and management processes, delivery of a Corps-wide learning continuum, and cultivation of an identifiable, inclusive Information Dominance culture and ethos. This Human Capital Strategy constitutes the first installment on that commitment and provides a structured, balanced and deliberate approach for ensuring the Navy’s IDC is qualified, ready and sustainable. It is framed on four strategic goals, each supported by a set of measurable objectives, which drive their implementation:
- Manage the Corps as a Total Force
- Develop a strategy for the effective utilization of all components of the Total Force, including a specific plan of action for the civilians across the IDC.
- Identify which ID human capital advantages are complementary to the overarching operational mission.
- Create and strengthen partnerships with centers of innovation and thought leadership within the Federal, Defense, and private sectors.
- Build Competencies through Training, Education, and Experience
- Validate IDC core competency framework and refresh the Community-specific competency models.
- Conduct competency-based training needs assessments.
- Conduct analyses to prioritize, resource, and sequence training development, modification, and repurposing efforts.
- Develop cross-functional ID career paths.
- Strategically Integrate and Align the IDC Workforce with Mission and Capability Requirements
- Define the mission requirement (duties and tasks).
- Translate mission requirements into capability requirements.
- Develop a resourcing strategy for the fulfillment of capability requirements (manpower).
- Create a Warfighting Culture (within Cyber Warfare Forces)
- Orient the total Navy workforce to the IDC mission and vision through a multi-mode, leadershipdelivered strategic communication initiative.
- Leverage kill chain concepts (integrated fires) to depict and communicate the process through which ID discipline contributes to the delivery of warfighting effects.
The Information Dominance Corps Human Capital Strategy reflects the essential value we place on people at the leading-edge of the Navy’s Information Dominance capability. It likewise reinforces the IDC’s commitment to creating an environment that capitalizes on talent, further develops expertise, advances professional careers, and promotes the fullest contribution to the ID mission. The Human Capital Strategy provides direction to the workforce and to the supporting Manpower, Personnel, Training & Education domain that ultimately drives the IDC as a profession. This strategy sets the IDC on a path towards success as information becomes a principal warfighting pillar in the Navy’s arsenal. The IDC’s success depends on agility, flexibility, and adaptability to deliver the right people with the right skills, at the right time and place, and at the best value. We are committed to leveraging the best
This IDC Human Capital Strategy supports the Navy Strategy for Achieving Information Dominance, additional related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; Navy Cyber Power 2020; the Naval Intelligence Strategy, 2013-2020; and, the 2013 Navy Space Strategy. Within this integrated framework, the Navy begins in earnest the process of marshaling its resources, galvanizing the workforce, and aligning Navy’s Information Dominance capabilities to fully enable the Navy’s primary tenet of Warfighting First.
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Navy Strategy for Achieving Information Dominance 2013-2017: Optimizing Navy’s Primacy in the Maritime and Information Domains.
Cosigned by Vice Admiral Card (Deputy Chief of Naval Operations for Information Dominance) and Vice Admiral Rogers (Commander Fleet Cyber Command; Commander Tenth Fleet) this strategy document lays out the Navy Strategy for Achieving Information Dominance.
First and foremost Information Dominance is defined as the operational advantage gained from fully integrating the Navy’s information functions, capabilities and resources to optimize decision making and maximize warfighting effects (cyber warfare).
The strategy focuses on the three fundamental Information Dominance capabilities of Assured Command and Control, Battlespace Awareness, and Integrated Fires, and sets forth the following major goals for the 2013–2017 timeframe:
- Strong and Secure Navy Command and Control;
- Assure communications paths through dynamic networking
- Manage and assure electromagnetic spectrum operation
- Build a resilient and assured C2 infrastructure that supports naval forces worldwide
- Persistent, Predictive Battlespace Awareness;
- Understand, forecast and exploit the physical maritime environment
- Manage sensor employment against prioritized intelligence requirements
- Know the adversary
- Integrate and leverage National, Joint and Coalition intelligence
- Integrated Combat Information;
- Assure C2 in all levels of conflict
- Incorporate Information Dominance-related capabilities into operational plans
- Integrate all-source information across kill chains
- Integrated Kinetic and Non-kinetic Fires;
- Advance electromagnetic capabilities
- Integrate Cyberspace operations (cyber warfare) with Fleet operations
- Information Dominance as a Warfighting Discipline.
- Incorporate Information Dominance into Navy warfighting doctrine and tactics
- Integrate Information Dominance tenets into Fleet operations
- Develop, manage, train and fully integrate the Information Dominance Corps (IDC)
In support of this Navy Strategy for Achieving Information Dominance, the related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; the Navy IDC Human Capital Strategy, 2012-2017; Navy Cyber Power 2020; the Naval Intelligence Strategy, 2013-2020; and, the 2013 Navy Space Strategy. Within this integrated framework, the Navy begins in earnest the process of marshaling its resources, galvanizing the workforce, and aligning Navy’s Information Dominance capabilities to fully enable the Navy’s primary tenet of Warfighting First.
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Incoming search terms:navy cyber power 2020, information dominance strategy
2012 was an interesting year. As the year began I was entering the second half of my Fellowship at Carnegie Mellon University. I played geobachelor daddy for a couple months to allow the spouse to accept a new job while I took care of the kids. In April, a shipmate was killed in Afghanistan. We even moved to a new location and I started another job (within the Navy).
- Put 12% of my base salary toward retirement.
- Maxed out annual IRA contribution.
- Purchased a home.
- Maintained Zero credit card debt; rearranged credit cards to maximize reward benefits.
- Enjoyed more time with my kids. As compared to 2011 when I was deployed.
- Ran two marathons. The Pittsburgh Marathon and the Marine Corps Marathon. Ran the latter to raise money for St. Judes (Charity).
- Started this Blog. I know, you’re jealous!
- Went on two big trips. I enjoyed attending CES for the first time and a solo trip home to visit family.
- Invested further in a grown-up wardrobe. Millenium Falcon diagram T-shirts only go so far…although these awesome Millenium Falcon Cufflinks might have to be a part of this new wardrobe.
- Read several books. Check out these great reads!
- Completed 5 academic classes. Through National Defense University, they were CIO 2.0 Roles and Responsibilities, Enterprise Information Security and Risk Management, Information Assurance and Critical Infrastructure Protection, Cyber Security for Information Leaders, and Measuring Results of Organizational Performance.
- Discovered how education is evolving! Do you know what MOOCs are?
- Completed my Fellowship Report.
I’m putting together my 2013 goals now to ensure I have much to strive for! What did you enjoy accomplishing? What are your goals this year?
[Inspired by GMBMFB]