Professional Knowledge Book 2023 - 2024

3. Details for the Pro-Exams and PCAs will be distributed no less than 2 weeks prior to the exam date. 4. Passing is 70%. 5. There are no-retakes for Pro-Quizzes. QUESTION TYPE GRADING CRITERIA MULTIPLE CHOICE CORRECT per the key – Full credit INCORRECT – No credit TRUE OR FALSE CORRECT per the key – Full credit INCORRECT – No credit MATCHING CORRECT per the key – Full credit Partial credit awarded to each correctly matched item in the list. FILL IN THE BLANK CORRECT per the key – Full credit INCORRECT – No credit LIST Each answer in the list should be correct per the key (i.e. verbatim). Credit awarded for each correct item in the list. LIST AND DESCRIBE Each answer in the list should be correct per the key (i.e. verbatim). Credit awarded for each correct item in the list. Incorrect, incomplete, or no description results in no credit for that item. STATE VERBATIM CORRECT per the key – Full credit INCORRECT – No credit STATE BRIEFLY CORRECT per the key – Full credit (does not need to be verbatim) Grader should assign credit based on the midshipman’s demonstrated understanding. 4 CHAPTER 1: USNA NOTABLE GRADUATES & FIRST LINK ASSIGNMENT I. USNA Notable Graduates The United States Naval Academy is an institution dedicated to producing officers of the highest caliber for the nation. We have been proud to help shape the lives of countless outstanding individuals. Below are just a few of the many USNA graduates who have emerged as leaders in both the military and civilian world. Chester W. Nimitz Class of 1905 Fleet Admiral/10th Chief of Naval Operations Profile Born in Fredericksburg, Texas, Nimitz graduated from the U.S. Naval Academy in 1905. He spent almost two decades in submarines, service punctuated by instruction in diesel engines, study at the Naval War College, and tours as executive officer of an oiler and a battleship. Nimitz then commanded heavy cruiser USS Augusta, flagship of the U.S. Pacific Fleet. In 1939, he was assigned as Chief of the Bureau of Navigation. Following the Japanese attack on Pearl Harbor on 7 December 1941, the Navy named Nimitz Commander in Chief, U.S. Pacific Fleet, and soon afterward Commander in Chief, Pacific Ocean Areas. In recognition of his superior leadership of naval forces during the victorious three-year Pacific campaign, in December 1944 Congress promoted him to fleet admiral. As Chief of Naval Operations at the dawn of the Cold War, Nimitz directed the forward deployment of naval forces to the Mediterranean and the Far East, worked to adapt the naval services to the joint requirements of the National Security Act of 1947, and promoted adoption of jet aircraft and other advanced technologies. In recognition of his accomplishments, the Navy named USS Nimitz (CVN-68), the first ship in a new class of nuclear- powered aircraft carriers, in his honor. Rear Admiral Alan B. Shepard, Jr. Class of 1945 NASA Astronaut/1st American in space Profile Alan B. Shepard was born November 18, 1923, in East Derry, New Hampshire and died on July 21, 1998. He attended primary and secondary schools in East Derry and Derry, New Hampshire; received a Bachelor of Science degree from the United States Naval Academy in 1944, an Honorary Master of Arts degree from Dartmouth College in 1962, and Honorary Doctorate of Science from Miami University (Oxford, Ohio) in 1971, and an Honorary Doctorate of Humanities from Franklin Pierce College in 1972. Graduated Naval Test Pilot School in 1951; Naval War College, Newport, Rhode Island in 1957. He was awarded the congressional Medal of Honor (Space), two NASA Distinguished Service Medals, the NASA Exceptional Service Medal, the Navy Astronaut Wings, the Navy Distinguished Service Medal, and the 5 Navy Distinguished Flying Cross. He was a recipient of the Langley Medal (highest award of the Smithsonian Institution) on May 5, 1964, the Lambert Trophy, the Kinchloe Trophy, the Cabot Award, the Collier Trophy, the City of New York Gold Medal (1971), and the achievement Award for 1971. Shepard was appointed by the President in July 1971 as a delegate to the 26th United Nations General Assembly and served through the entire assembly that lasted from September to December 1971. Rear Admiral Shepard was one of the Mercury astronauts named by NASA in April 1959, and he holds the distinction of being the first American to journey into space. On May 5, 1961, in the Freedom 7 spacecraft, he was launched by a Redstone vehicle on a ballistic trajectory suborbital flight--a flight that carried him to an altitude of 116 statute miles and to a landing point 302 statute miles down the Atlantic Missile Range. James Earl “Jimmy” Carter Class of 1947 39th President of the United States Profile James Earl (Jimmy) Carter, Jr., who in 1976 became the fifth consecutive President with prior Navy service, was born in Plains, Georgia on 1 October 1924. Graduating from Plains High School in 1941, he attended Georgia Southwestern College in Americus, Georgia. After a year there, Carter transferred to Georgia Institute of Technology to study mathematics for a year in order to qualify for the U.S. Naval Academy. In 1943, Carter received an appointment to the academy and became a member of the Class of 1947. After completing the accelerated wartime program, he graduated on 5 June 1946 with distinction and obtained his commission as ensign. After serving in positions such as radar officer, CIC officer, Training and Education Officer, he attended the U.S. Navy Submarine School, Submarine Base, New London, Connecticut from 14 June to 17 December 1948. Carter was honorably discharged on 9 October 1953 at Headquarters, Third Naval District in New York City. On 7 December 1961, he transferred to the retired reserve with the rank of Lieutenant at his own request. In 1962 he won election to the Georgia Senate, became Georgia’s 76th governor on January 12, 1971 and, on December 12, 1974, he announced his candidacy for president of the United States. He won his party’s nomination on the first ballot at the 1976 Democratic National Convention, and was elected president on November 2, 1976. Jimmy Carter served as president from January 20, 1977 to January 20, 1981. In 1982, he became University Distinguished Professor at Emory University in Atlanta, Georgia. On December 10, 2002, the Norwegian Nobel Committee awarded the Nobel Peace Prize for 2002 to Mr. Carter “for his decades of untiring effort to find peaceful solutions to international conflicts, to advance democracy and human rights, and to promote economic and social development”. In 2010, he published his 25th book, White House Diary. 6 Vice Admiral James B. Stockdale Class of 1947 Vietnam Prisoner of War/Congressional Medal of Honor Recipient Profile Vice Admiral Stockdale was born on December 23, 1923 in Abingdon, Illinois. After graduating from the Naval Academy in 1946, he attended flight training in Pensacola, FL and in 1954 was accepted to the Navy Test Pilot School where he served as an instructor for a brief time. Stockdale’s flying career took him west, and in 1962, he earned a Master’s Degree in International Relations from Stanford University. On September 9, 1965 while returning from a mission, his A-4 Skyhawk was hit by anti-aircraft fire. Stockdale ejected, breaking a bone in his back and badly dislocating his knee. Stockdale wound up in Hoa Lo Prison, the infamous “Hanoi Hilton”, where he spent the next seven years. Despite being kept in solitary confinement for four years, in leg irons for two years, physically tortured more than 15 times, denied medical care and malnourished, Stockdale organized a system of communication and developed a cohesive set of rules governing prisoner behavior. The spring of 1969, he was told that he was to be taken ‘downtown’ and paraded in front of foreign journalists. Stockdale slashed his scalp with a razor and beat himself in the face with a wooden stool knowing that his captors would not display a prisoner who was disfigured. Later, after discovering that some prisoners had died during torture, he slashed his wrists to demonstrate to his captors that he preferred death to submission. This act so convinced the Vietnamese of his determination to die rather than to cooperate that the Communists ceased the torture of American prisoners and gradually improved their treatment of POWs. He was released from prison in 1973. He was awarded the Congressional Medal of Honor by President Gerald Ford in 1976. He was one of the most highly decorated officers in the history of the Navy, wearing twenty-six personal combat decorations, including two Distinguished Flying Crosses, three Distinguished Service Medals, two Purple Hearts, and four Silver Star medals in addition to the Medal of Honor. He was the only three-star Admiral in the history of the Navy to wear both aviator wings and the Medal of Honor. After serving as the President of the Naval War College, Stockdale retired from the Navy in 1978. He published a number of books and articles and was awarded eleven honorary doctoral degrees. In 1992 he agreed to the request from H. Ross Perot to stand in as the vice-presidential candidate of the Reform Party. Upon his retirement in 1979, the Secretary of the Navy established the Vice Admiral Stockdale Award for the Inspirational Leadership presented annually in both the Pacific and Atlantic fleet. Vice Admiral Stockdale was a member of the Navy’s Carrier Hall of Fame and The National Aviation Hall of Fame, and he was an Honorary Fellow in the Society of Experimental Test Pilots. Vice Admiral Stockdale died on July 5th, 2005 and is buried at the United States Naval Academy Cemetery at Hospital Point. 7 H. Ross Perot Class of 1953 Entrepreneur/1992 Presidential Candidate Profile H. Ross Perot was born in 1930 in Texarkana, Texas. In 1957, he went to work for IBM as a salesman. He then founded Electronic Data Systems (EDS) in 1962, which he sold to General Motors in 1984. In 1979, he funded an operation during the Iran hostage crisis that resulted in the rescue of two of EDS employees. Concerned over the budget crisis, he ran for president as an independent with Vice Adm. James B. Stockdale in 1992. They won a fifth of the popular vote and finished third in the election. Following his defeat, he formed the Reform Party and ran as their presidential candidate in 1996, where he also came in third. John McCain Class of 1958 Vietnam Prisoner of War/United States Senator from Arizona Profile John Sidney McCain, III was born in Panama Canal Zone, August 29, 1936. He attended school in Alexandria, Va., and graduated from the United States Naval Academy in 1958. In 1973, he graduated from the National War College, Washington, D.C. He was a Pilot in the United States Navy from 1958 until 1981. From 1967 to 1973, he was a prisoner of war in Vietnam. He received numerous awards, including the Silver Star, Legion of Merit, Purple Heart, and Distinguished Flying Cross. He was elected as a Republican in 1982 to the Ninety-eighth Congress (Arizona), reelected to the Ninety-ninth Congress in 1984, and served from January 3, 1983, to January 3, 1987. He was elected to the United States Senate in 1986, reelected in 1992, 1998, 2004, 2010, and 2016. He served as the Chair of the Senate Armed Services Committee from January 2015 to August 2018. He pursued the Republican presidential nomination for 2000, and ran (unsuccessfully) for President of the United States as the Republican nominee in 2008. Senator John McCain died on September 2nd, 2018 and is buried at the United States Naval Academy Cemetery at Hospital Point. 8 Roger Staubach Class of 1965 1963 Heisman Trophy Winner/Professional Football Player Profile As a midshipman, Roger Staubach was the recipient of college football’s top honor, The Heisman Trophy. He is the second Midshipman to earn the trophy, after Joe Bellino, who won in 1960. Colorblind, Staubach graduated from the Naval Academy in 1965 and was the Academy’s first direct commission Supply Corps officer. He went on to serve four years of active duty service in the Navy, volunteering for one year of overseas duty in Vietnam. Staubach played 11 years of professional football with the Dallas Cowboys and led the Cowboys to two Super Bowl victories. He was elected into the Hall of Fame in 1985, his first year of eligibility. Outside of sports, in 1977 Staubach founded the Staubach Company; a commercial real estate firm that later merged with Jones Lang LaSalle Incorporated in 2008. He was CEO of Staubach Company for a number of years and following the merger became Executive Chairman, Americas. Roger Staubach was on the Board of Directors of the United Way of America and the Board of Advisors of the Children’s Scholarship Fund. He played an active part in the American Cancer Society Annual Children’s Luncheon, and other civic, charitable, and professional organizations. Honors bestowed on Roger include Office & Industrial Properties 1998 Executive of the Year, Commercial Property News Corporate Services Executive of the year in both 1999 & 2000, and was the NCAA 2000 ‘Teddy’ Roosevelt Award Winner. In November of 2018, President Trump awarded Roger Staubach with the Presidential Medal of Freedom. Major General Charles Bolden Class of 1968 NASA Astronaut Profile After graduating from the Naval Academy, Charles Bolden accepted a commission in the U.S. Marine Corps. As a naval aviator, he flew more than 100 sorties into North and South Vietnam, Laos, and Cambodia, in the A-6A Intruder. Following his return to the United States, Bolden graduated from the U.S. Naval Test Pilot School at Patuxent River, Maryland. Major General Bolden became an astronaut in 1981. He has served on four space flights including STS-31, during which the crew deployed the Hubble Space Telescope, and has logged over 680 hours in space. Bolden left NASA in 1994 and returned to active duty in the U.S. Marine Corps to become Deputy Commandant of Midshipmen at the U.S. Naval Academy. Major General Charles F. Bolden, Jr., then served as the Deputy Commander, U.S. Forces, Japan, Yokota Air Base, Japan. In 2003, he retired from the Marine Corps and in 2009 he became the administrator of NASA. 9 Captain Wendy Lawrence Class of 1981 NASA Astronaut Profile Wendy Lawrence was born July 2, 1959, in Jacksonville, Florida. She graduated from Fort Hunt High School, Alexandria, Virginia, in 1977 and received a Bachelor of Science degree in ocean engineering from U.S. Naval Academy in 1981. She also received a Master of Science degree in ocean engineering from Massachusetts Institute of Technology (MIT) and the Woods Hole Oceanographic Institution (WHOI) in 1988. She was awarded the Defense Superior Service Medal, the Defense Meritorious Service Medal, the NASA Space Flight Medal, the Navy Commendation Medal, and the Navy Achievement Medal. She was a recipient of the National Navy League’s Captain Winifred Collins Award for inspirational leadership (1986). Lawrence has more than 1,500 hours flight time in six different types of helicopters and has made more than 800 shipboard landings. While stationed at Helicopter Combat Support Squadron SIX (HC-6), she was one of the first two female Helicopter Pilots to make a long deployment to the Indian Ocean as part of a carrier battle group. In October 1990, Lawrence reported to the U.S. Naval Academy where she served as a physics instructor and the novice women’s crew coach. Selected by NASA in March 1992, Lawrence reported to the Johnson Space Center in August 1992. She completed one year of training and is qualified for flight assignment as a mission specialist. A veteran of four space flights, Lawrence has logged over 1,225 hours in space. Lawrence retired from NASA in June 2006. Admiral Michelle Howard Class of 1982 First female four-star in the U.S. Navy Profile Admiral Howard graduated from the United States Naval Academy in 1982 and from the Army’s Command and General Staff College in 1998, with a Masters in Military Arts and Sciences. Admiral Howard served on several ships to include USS Lexington (AVT 16) where she received the secretary of the Navy/Navy League Captain Winifred Collins award in May 1987. This award is given to one female officer a year for outstanding leadership. She took command of USS Rushmore (LSD 47) on March 12, 1999, becoming the first African American woman to command a ship in the U.S. Navy. She has been in several sea and shore assignments such as the first woman to serve as the Vice Chief of Naval Operations. Admiral Howard retired in December 2017. 10 David Robinson Class of 1987 1987 Naismith College Player of the Year/Professional Basketball Player Profile Recruited by Annapolis to play for the Academy’s basketball team, David Robinson went from being a 6’ 4” freshman who averaged just 7.6 points per game to a dominating 7’ 1” College Player of the Year as a senior. Selected by the San Antonio Spurs with the number one pick in the 1987 National Basketball Association (NBA) draft, the man known as ‘The Admiral’ put off his rookie season until the 1989-90 season due to his commitments to the Navy. This decision clearly had no adverse effect upon him, as he would go on to be named ‘Rookie of the Year.’ He was the first male basketball player to play on three U.S. basketball teams in the Olympic Games. In 2009, he was inducted into the NBA Hall of Fame along with Michael Jordan and John Stockton. In 1991, he visited the 5th grade class at Gates Elementary School in Texas. He challenged the 94 students of the class to finish high school, promising each of them a $2,000 scholarship if they did so. In 1998 when 50 of those students graduated, he presented each of them with an $8,000 scholarship. In 1997, he donated $5 million dollars to found the Carver Academy, which he continued to donate to in the following years. Due to his commitment to the community, the NBA renamed their Community Assist Award to be the David Robinson Plaque in 2003. LCDR Erik Kristensen Class of 1995 Navy SEAL Profile Erik Kristensen graduated with honors from the U.S. Naval Academy in 1995. He served first as a Surface Warfare Officer onboard USS Chandler (DDG-996) and as an Officer in Charge (OIC) of a Rigid Hull Inflatable Boat (RHIB) Detachment at Naval Special Warfare Boat Unit TWELVE (SBU-12). Kristensen subsequently taught at the Naval Academy and attended graduate school prior to transferring to Basic Underwater Demolition/SEAL (BUD/S). His first assignment as a SEAL was OIC of a Platoon at SEAL Team EIGHT. In March 2005, LCDR Kristensen deployed to Afghanistan as a Task Unit Commander for SEAL Team TEN to support the Global War on Terrorism. On June 28, 2005, he led a daring mission to rescue a four-man SEAL reconnaissance squad engaged in a fierce firefight with overwhelming Taliban forces in rugged 10,000-foot mountains. Kristensen, seven other SEALs, and eight Army ‘Nightstalkers’ died when their MH-47D Chinook helicopter was shot down by a rocket-propelled grenade. Eleven SEALs died that day. It was the biggest single loss of life for Naval Special Warfare since World War II. These SEALs embodied the Navy’s Core Values of Honor, Courage, and Commitment, and took care of their teammates to the last. Erik Kristensen and those who perished with him are remembered with the greatest respect and gratitude by his fellow SEALs, the Naval Academy, the Navy, and our nation. LCDR Erik Kristensen is buried at the United States Naval Academy Cemetery at Hospital Point. 11 II. USNA First Link Program (Commandant of Midshipmen Instruction 1771) Memorial Hall is the most sacred space at the Naval Academy. It is the “sanctuary of sanctuaries” where USNA remembers our honored dead and the unique contributions Naval Academy alumni have made to the nation. Listed in Memorial Hall are the names of over 2,600 graduates killed in action (KIA), missing in action (MIA), or killed in the conduct of military operations (Operational Losses). The names of these men and women, and the stories of their heroism, inspire future generations of leaders and represent the finest traditions of sacrifice and valor. As part of the First Link Program, codified in COMDTMIDNINST 1771, each Plebe at the Naval Academy is assigned a unique name from Memorial Hall. It is your responsibility to learn the details of your assigned hero. When you walk into Memorial Hall going forward, it will not be some abstract sense of sacrifice and overwhelming list of names. You will be able to walk to a specific class panel and name, and know their specific story that was assigned to you as your own “first link.” Detailed information for every name in Memorial Hall can be found at www.usnamemorialhall.org. Honor is not just a concept that involves doing the right thing and not lying, cheating, or stealing. Living a life of honor also means that you can walk into Memorial Hall in the future and pass the “Mem Hall Test”-knowing that you have conducted yourself as an officer in a way that honors the sacrifice of so many that went before you and gave “the last full measure of devotion.” One of your Company Honor Representatives will assign you a unique name from Memorial Hall this week as part of your professional development. More information is available from the Officer Representative for the First Link Program, CAPT Richardson in the Political Science Department (Building 105 office #224, 410-293-6851, drichar@usna.edu). FIRST LINK – ASSIGNED HERO FROM MEMORIAL HALL: NAME: _________________________________________________ USNA CLASS: ___________________________________________ 12 CHAPTER 2: U.S. NAVY PERSONNEL I. Unrestricted Line, Restricted Line, and Staff Corps Officers Unrestricted Line (URL) Officers serve in all warfare communities in the United States Navy and are eligible for command opportunities both at sea and ashore. These are the primary officer communities in the Navy: aviation, submarine, surface, SEALs and EOD. The United States Naval Academy is committed to graduating Unrestricted Line Officers, but each year exceptions are made that allow midshipmen to be assigned Restricted Line and Staff Corps. The URL warfare communities will be discussed in greater depth in future chapters. Restricted Line (RL) Officers provide highly specialized, technical services that directly support the missions of the United States Naval Service. Restricted Line officers are not generally eligible for command at sea; however, they may command auxiliary vessels and various shore activities. Restricted Line officers wear rank insignia identical to those of Unrestricted Line officers. Staff Corps (SC) Officers provide various highly specialized services necessary to naval installations, units, service members, and their families. Staff Corps officers may command auxiliary vessels and various shore activities, and may attain command within their own corps. Unlike Line Officers, Staff Corps officers wear their rank on the right collar, and their corps insignia device on the left collar. The corps insignia replaces the star worn by line officers on sleeves and shoulder boards. II. Information Warfare Community The Information Warfare Community brings together both URL and RL officers to meet their unique mission. Mission Gain a deep understanding of the inner workings of our adversaries, develop unmatched knowledge of the battlespace, provide our operating forces with sufficient over-match in wartime command and control, and project power through and across cyberspace. The focus of the IWC is: • Information Warfare • Kinetic and non-kinetic weapon/defense • Development and experimentation of manned and unmanned vehicles • Expansion of the electromagnetic maneuver warfare concept to include space and cyberspace in partnership with the fleet • Cybersecurity • The warfighting pillars: o Assured Command and Control (C2). assures secure and rapid sharing of information across all commands and most platforms o Battlespace Awareness. The IWC maintains awareness of the physical environment and threats posed by potential adversaries. o Integrated Fires. cyberspace operations, electronic warfare, and information operations that are used to deny, disrupt, defeat, or manipulate an adversary’s capabilities History The Information Warfare Community (IWC) was created in 2009, bringing together (restricted line) officers, enlisted, and civilian professionals who possess extensive skills in information-intensive fields. This corps of professionals receives extensive training, education, and work experience in information, cyberspace, intelligence, counterintelligence, human-derived information, networks, space, meteorological, and oceanographic disciplines. Members of the IWC continually develop and deliver warfighting capabilities in support of U.S. Navy, Joint and national warfighting requirements. Information as a warfighting discipline. Until 2009, the information-intensive communities of Meteorology and Oceanography (METOC), Cryptologic Warfare (CW), Information Professional (IP), and Intelligence (INTEL) were treated principally as individual enablers necessary to support the Navy’s traditional warfighting 13 pillars. Recognizing the enhanced combat power of fusing the Navy’s manpower, information and cyberspace capabilities, the Chief of Naval Operations consolidated these communities under the banner of Information Dominance and created a warfare pin. In 2010, the Navy created the Cyber Warfare Engineer (CWE) community in order to fill the gap of a uniformed officer corps dedicated to cyberspace capability development. In February of 2016, the Information Dominance Corps was redesignated the Information Warfare Community. In August of 2021, the Maritime Space Officer (MSO) community was created. The Navy’s aggregate information capability is now identified as a critical component of today’s modern warfighting enterprise, and serves as a potent asymmetric complement to its kinetic warfare capabilities, as well as an alternate means to achieve objectives. Information Warfare has been established as the Navy’s newest warfighting discipline in support of the Navy’s primary tenet of Warfighting First, and information itself has become a potent weapon Capabilities Intelligence (INTEL) The Naval Intelligence Community (IC) provides evaluated intelligence about an adversary’s capabilities, vulnerabilities, movement, trends, and intentions in support of planning and operations. Intelligence allows anticipation or prediction of future situations and circumstances and it informs decisions by illuminating the differences in available courses of action. One goal of naval intelligence is to reduce the risk to operations by identifying adversary capabilities, vulnerabilities, and intentions. It attempts to impart knowledge of the situation through the application of three basic intelligence functions that form the foundation of required analytical support to the commander: 1. Intelligence Preparation of the Battlespace (IPB) – Intelligence Preparation of the Battlespace (IPB), sometimes also referred to in Joint Doctrine, as Joint Intelligence Preparation of the Operating Environment (JIPOE), is the systematic and continuous analysis of the adversary, terrain, and weather in the assigned or potential battlespace. Its goals include understanding the adversary’s forces, doctrine, tactics, training, and probable courses of action, together with the physical and environmental characteristics of the target area. IPB identifies gaps in knowledge that require intelligence collection efforts. 2. Indications and Warning (I&W) – The goal of Indications and Warning (I&W) is to provide early warning of potential hostile action. To accomplish this goal, the analyst must be familiar with an adversary’s operational order of battle (i.e. inventory) and normal operating patterns. The intent of I&W is to prevent surprise and reduce risk through early detection of adversary actions that may threaten friendly forces. 3. Targeting – Targeting is a function of both intelligence and operations, in which an adversary’s critical vulnerabilities are identified for possible attack or disruption. For example, the destruction of a single enemy radar site can render multiple surface-to-air missile (SAM) sites useless. Targeteering, which is an intelligence function, identifies which weapons will achieve the desired effects on a specific target. Intelligence Specialist (IS) is the enlisted rating associated with INTEL Community. While all ISs have a common core of duties (assist in collection, processing, analysis and dissemination of intelligence products and reports; prepare and present intelligence briefs; assist in mission planning and debrief; assist in IPB; and safeguard classified materials 14 Levels of Intelligence 15 Intelligence Sources (i.e. the “-INTS”) Key Concept: Each “-INT” provides one source of information leading to all source analysis. Thus, intelligence is derived from all available sources, such as HUMINT, SIGINT, OSINT, and is combined into customized and relevant intelligence products supporting warfare commanders. 16 Cryptologic Warfare (CW) The Cryptologic Warfare Community provides the Commander with kinetic and non-kinetic means of achieving key objectives by affecting adversary and protecting friendly capabilities. This is achieved through the application of: • Cyberspace Operations (CO), categorized as: Offensive Cyberspace Operations (OCO) and Defensive Cyberspace Operations (DCO), and Department of Defense information network (DODIN) operations and defense. • Signals Intelligence (SIGINT) – The collection and analysis of electromagnetic signals from an adversary’s communication, radar, and weapons systems. • Electronic Warfare (EW) – Includes Electronic Attack (EA) which targets an adversary, Electronic Protection (EP) which protects friendly units, and Electronic Support (ES) which includes the detection of Indications and Warnings (I&W). Cryptologic Technicians (CT) are the enlisted Information Warfare Specialists of the Navy. Due to the highly technical and specialized nature of their jobs, the CT community is broken into various branches.: Meteorology/Oceanography (METOC) Both the terms ‘METOC’ and ‘OCEANO’ are used to refer to the Oceanography community that provides actionable information to include meteorological, climatological, oceanographic, and space environment observations, analyses, prognostic data or products and meteorological and oceanographic effects. The METOC Community has four Warfare Directorates that support the warfighter. • Undersea Warfare Directorate • Expeditionary Warfare • Weather Services Directorate – Supports several distinct operations including Fleet Operations, Maritime ship routing, and flight weather support. Aerographer’s Mate (AG) is the enlisted rating associated with the METOC community. AGs collect, measure, and analyze elements of the physical operating environment (land, sea, air, space). They prepare weather forecasts and weather briefs. They prepare and disseminate air space and water column analysis in support of operations. They predict how the physical environment impacts the performance of sensors and weapons systems. Cyber Warfare Engineer (CWE) The Cyber Warfare Engineers (CWE) are a corps of Officers that are highly trained in specialized areas of disruptive technologies, cyberspace capability development, and the full spectrum of cyberspace operations. They apply principles and techniques of: • Cyber operations • Computer science, and • Computer engineering. These principles and techniques are used to research, design, develop, test, and evaluate software and firmware for: • Cyberspace defense • Cyberspace exploitation, and • Cyberspace attack. Information Professional (IP) Information Professional (IP) officers operate, maintain, secure, plan, acquire, and integrate three network domains afloat and ashore. The domains are separated based on the classification of information being transmitted on them [ref. (6)]: • NIPRNET: Non-Classified Internet Protocol Routing Network, used for Unclassified information only 17 • SIPRNET: Secret Internet Protocol Routing Network, used for information up to and including information classified at the Secret level • JWICS: Joint Worldwide Intelligence Communications System, used for information up to and including Top Secret (TS) and Sensitive Compartmented Information (SCI). Information Systems Technician (IT) is the enlisted rating associated with the IP community. ITs manage communication operations and networks aboard Navy vessels, and play a vital role in everything from electronic mail systems to special intelligence and information warfare systems. There are two types of Information Systems Technicians depending on whether they serve on ships or submarines. Maritime Space Officer (MSO) Maritime Space Officers (MSOs) are the Navy’s space professionals uniquely qualified to integrate joint space capabilities into maritime plans and operations. MSOs leverage their skills, experience, and training in core positions in Fleet Maritime Operations Centers (MOCs), joint commands, the intelligence community, naval warfighting development centers, the Naval War College, and staff positions to support operations, as well as man, train, and equip functions. MSO’s are the Navy’s subject matter experts on space. Networks and Communication Radio Frequency (RF) Communications: Radio frequency is any electromagnetic wave frequencies ranging from 3kHz to 300Ghz. Radio waves can be used to transmit information, ranging from high frequency communications, very high frequency communications (VHF), to ultrahigh frequency communication (UHF). The type/frequency of RF communication that is used depends on the purpose of communication, distance and the strength of the transmitter. RF communications can experience harmful interference from both intentional and unintentional disturbances. Two types of harmful interferences include communications jamming and imitative communications deception. Communications jamming is the deliberate radiation, re-radiation, or reflection of electromagnetic signals with the object of impairing or denying the use of communications circuits by the enemy. This is accomplished by the transmission of electromagnetic signals to enemy receivers. Imitative communications deception is the introduction of fraudulent transmissions, in imitation of authentic transmissions, into enemy communications systems for the purpose of confusing or deceiving. Satellite Communications v. Terrestrial Network Infrastructure: Satellite communications utilize satellites in space or non-terrestrial transmitters to send information from one user to another. Terrestrial networks utilize terrestrial transmitters, or transmitters within the Earth’s atmosphere in order to send information. Terrestrial networks generally rely on cell towers whereas non-terrestrial systems utilize either exclusively non-terrestrial technology or a combination of both terrestrial and non-terrestrial devices. The advantages of using a satellite communication system is the increased access, redundancy, reduced latency and the versatility to have additional features that are not available with a traditional terrestrial network. Joint Intelligence Preparation of the Operating Environment Joint intelligence preparation of the operational environment (JIPOE) is the analytical process joint intelligence organizations use to produce intelligence assessments, estimates, and other intelligence products in support of the joint force commander’s (JFC’s) decision-making process. Throughout the document the term adversary may imply other relevant actors based on the threat or impact the relevant actors may have on joint operations. JIPOE is a continuous process that involves four major steps: (1) Define the operational environment (OE). (2) Describe the impact of the OE. (3) Evaluate the adversary and other relevant actors. (4) Determine the course of action (COA) for adversary and other relevant actors, particularly the most likely COA and the COA most dangerous to friendly forces and mission accomplishment. 18 JIPOE’s main focus is to provide predictive intelligence designed to help the JFC discern the adversary’s probable intent and most likely future COA. The JIPOE process identifies adversary and other relevant actor centers of gravity (COGs) and determines their capabilities to operate within the OE. JIPOE also helps the JFC gain information superiority by providing timely intelligence, focusing intelligence collection at the right time and place, and analyzing the evolving OE. By enhancing the JFC’s understanding of relevant aspects of the OE, JIPOE improves the JFC’s ability to understand, anticipate, and/or influence the decision making and associated behavior of relevant actors in a manner consistent with operational objectives. Of greatest significance, understanding relevant aspects of the OE enables the JFC to leverage aspects of the OE to achieve the objectives and attain the desired end states of the operation. Personnel and Insignia The IWC is made up of Meteorology and Oceanography Officers (METOC), Cryptologic Warfare Officers (CW), Cyber Warfare Engineers (CWE), Information Professional Officers (IP), Intelligence Officers (INTEL), and Maritime Space Officers (MSO). Below is a chart depicting the officer designators and associated enlisted ratings. Officer Information Warfare Officer (IWO) Meteorology/ Oceanography (METOC) Cryptologic Warfare (CW) Cyber Warfare Engineer (CWE) Information Professional (IP) Intelligence (INTEL) Maritime Space Officer (MSO) Enlisted Enlisted Information Warfare Specialist (IWS) Aerographer's Mate (AG) Cryptologic Technician (CT) Cryptologic Technician, Networks (CTN) Information Systems Technician (IT) Intelligence Specialist (IS) N/A Civilians/Other METOC Civilian Cryptologic Civilian Civilian Developer IT Civilian Intelligence Civilian Space Civilian 19 III. Restricted Line Communities Engineering Duty Officer: An Engineering Duty Officer (EDO) provides leadership in the acquisition, design, construction, life-cycle maintenance, and modernization of the Navy’s warfighting platforms in space, in the air, on land, and under the sea. The role of an EDO is to sustain combat readiness and build the future Fleet by using their operational experience and technical education, which is coupled with a strong understanding and application of Congressional budget processes and procedures. Some EDOs also have the opportunity to serve again on ships in particularly technically challenging positions such as Combat Systems Officer, Chief Engineer, or Reactor Officer on aircraft carriers and amphibious ships. Officers for this community from USNA are typically selected for EDO Option as part of surface or submarine service assignment, though some may transfer into the community later in their career. After completing their warfare qualification and required sea tours, they become EDOs, are sent to obtain a technical Master’s degree, receive additional business and acquisition training, and complete an Engineering Duty Qualification Program resulting in their Engineering Duty Qualification Insignia. One of the most famous EDOs include USNA Class of 1922 graduate Admiral Hyman G. Rickover (Father of the Nuclear Navy). Some EDOs are also selected to become salvage diving officers. In addition to serving traditional EDO roles, these officers may also be in charge of or provide technical direction to fleet salvage operations (harbor clearance, battle damage repair, etc.), deep ocean search and recovery, and major underwater ship repairs. Salvage divers complete all the standard EDO qualification requirements as well as attend the Joint Diving Officer course and additional salvage engineering training. Aerospace Engineering Duty Officer: AEDOs provide professional management and technical direction in the entire air weapon system acquisition process from design to production and later product improvements of naval aircraft, spacecraft, and weapons. AEDOs test and evaluate new aircraft, weapons systems, and weapons in various stages of development. Aerospace Maintenance Duty Officer: In addition to working in fleet maintenance organizations throughout the fleet, AMDOs are very much involved in all aspects of material acquisition and support as top-level Program Managers in NAVAIR and as Commanding Officers of the Naval Aviation Depots. In addition, AMDOs are involved in all aspects of material acquisition and support as top-level Program Managers in NAVAIR and as COs of the Naval Aviation Depots. Information Warfare Community: IWC is comprised of four communities: Information Professional (IP), Cryptologic Warfare (CW), Intelligence (INTEL), and Meteorology and Oceanography (METOC). USNA midshipmen who are physically qualified can be assigned directly to a small number of Cryptologic Warfare and Information Professional billets, as well as a SWO-Option in any of the four: SWO (IP), SWO (CW), SWO (INTEL), and SWO (METOC). Once SWO-Options qualify as a Surface Warfare Officer, are within six months of promotion to O-3, and have completed specified career milestones, they will be re-designated and transferred to their IWC Community. IWC is discussed in more in depth later in the chapter. Public Affairs Officer: The Public Affairs (PAO) community is responsible for ‘Telling the Navy Story.’ Navy Public Affairs comprise three functional areas: 1. Media Operations: PAOs work with media outlets to communicate with the American public. 2. Internal Communications: PAOs produce publications, briefings, and video news programs to communicate with Sailors, their families, reservists, retirees, and civilian employees. 3. Community relations: PAOs reach out to the American public through ‘hands-on’ programs like public tours, Congressional and VIP visits and embarks, speaking engagements, open houses, and special events. PAOs serve at sea, ashore, and in joint assignments, and are always deployed where Navy news is being made. All PAOs join the community through lateral transfer. Today there are about 190 officers in this community, the smallest in the Restricted Line. Human Resources: The Human Resources Community (120X) is charged with “delivering Human Resources expertise to define, recruit, develop, assign, and retain a highly-skilled workforce for the Navy Total Force 20 mission.” Its core competencies include Workforce Requirements; Training and Education Development; Personnel Management; and Recruiting. Foreign Area Officer: FAOs are the Navy’s maritime international engagement professionals, providing a unique combination of operational experience, cultural knowledge, and language expertise to the fleet. Directly supporting the National and Maritime Strategies, FAOs are force multipliers, forging critical global relationships through persistent and credible presence in 70 counties. IV. Staff Corps Communities There are five Navy Staff Corps communities: Medical, Supply, Civil Engineer, Judge Advocate General, and Chaplain. • Medical Community. All officers in the Medical, Medical Service, Dental, and Nurse Corps are licensed medical professionals and are organized under the Bureau of Medicine and Surgery. o Medical Corps: The Medical Corps consists of commissioned doctors who are responsible for maintaining the general health and medical readiness of personnel in the Navy and Marine Corps. They provide direct support to Navy and Marine Corps operational communities ashore, at sea, and on deployment. In addition, these physicians provide medical and administrative services for hospitals and clinics supporting active duty, retirees, and family members. o Medical Service Corps: This is the most highly diversified Corps within the Medical Community, and includes 2,700 officers who are specialists in clinical, scientific, and administrative health care fields. Health care scientists and clinical care specialists make up about 60 percent of the total Corps, serving in 31 different specialties including aerospace physiology, psychology, physical therapy, physician assistant, optometry, pharmacy, biochemistry, and radiation health, while health care administrators comprise the remaining 40 percent. o Dental Corps: Commissioned dentists provide dental services on shore and onboard large ships, such as aircraft carriers and amphibious ships. While on sea duty, a Dental Corps Officer is responsible for preventing and controlling dental disease, oral surgery, and supervising dental hygiene. On shore duty, dental officers may also provide a wide variety of specialty services such as orthodontics and implants. In addition, dental officers frequently advance their education through residency or expand their career paths by managing clinics or teaching. There are currently over 1,100 active duty Dental Corps Officers. o Nurse Corps: Established in 1908 by President Roosevelt, the Nurse Corps is composed of over 4,200 Active Duty and Reserve professional registered nurses from all specialties who provide quality healthcare worldwide to the active duty force, retirees, and beneficiaries, they care for many patients whose illnesses and injuries are no different from those found in civilian facilities. They also care for those who suffer from a variety of injuries and illnesses attained from the operational theater. Additionally, they are educators, researches, and executives in military medicine. • Supply Corps: The mission of Naval Systems Command and the Supply Corps is to conduct and enable supply chain, acquisition, operational logistics and Sailor & family care activities with our mission partners to generate readiness and sustain naval forces worldwide to prevent and decisively win wars. Supply Corps Officers handle the supply phases of the naval logistics. The broad responsibilities of the Supply Corps are closely related to those of many executive positions in private industry. The 3,500 Supply Officers are the business managers of the Navy and they are responsible for the supply support of the ships of the active fleet, operational units, and hundreds of naval shore installations. The most important responsibility of the Supply Corps is the worldwide, integrated Navy Supply System, which gets the Fleet what it needs, where and when it needs it. o The Supply Corps of the United States Navy traces its beginnings to February 23, 1795 when the nation’s first Purveyor of Public Supplies, Tench Francis, Jr., was appointed by President George Washington. The Supply Corps is one of the oldest staff corps in the U.S. Navy. The official motto of the Supply Corps is ‘Ready for Sea’ - reflecting the Supply Corps’ longstanding role in sustaining warfighting. o Supply Corps Officers are proficient in a variety of disciplines such as supply management and expeditionary logistics, inventory control, disbursement, financial management, contracting, 21 information systems, operations analysis, material and operational logistics, fuels management, food service, and physical distribution. o Supply Corps Purpose: To optimize the Naval Support Network to meet the Operational Readiness and Quality-of-Life Requirements of our Maritime Forces. o Supply Corps Mission: To deliver sustained global logistics and Quality-of-Life Support to the Navy and Joint Warfighter. o Operational Supply Departments are organized in the following manner: - Stock Control (S1) • Charged with executing the ships operating budget to include procurement of all shipboard repair parts, government purchase credit card transactions and financial services. - Food Service (S2) • Responsible for all culinary operations to include ordering, receiving, storage and preparation of meals. - Retail Services (S3) • Provides Quality of Life services such as laundry, ships store operations, vending machines and barbershop services. - Disbursing (S4) • Similar to the Disbursing Office here at USNA, shipboard office maintains the Navy Cash system onboard and holds physical US Currency for operations. o Primary enlisted ratings that support the mission of the supply corps are: - Culinary Specialist (CS): Culinary Specialists receive extensive training in culinary arts, hotel management and other areas within the hospitality industry. Culinary Specialists provide food service catering and hospitality services for Admirals, senior government executives, and within the White House Mess for the President of the United States. This rating is responsible for all aspects of the dining (shipboard mess decks) and shore duty living areas. Culinary Specialists work in the "heart of the ship," and are vital in maintaining high crew morale on ships, construction battalions and every shore base. - Logistics Specialists (LS): Logistics Specialist receive basic training in supply and postal related surface and aviation logistics functions. Logistics Specialists are responsible for providing exceptional customer service, operating financial accounting systems, managing inventories of repair parts and general supplies that support ships, squadrons and shore-based activities to include the Military Postal System. Advanced and technological training opportunities are available throughout your career development. - Retail Specialists (RS): Retail Services Specialists are responsible for managing and operating all shipboard retail and service activities. These include the ship's store, vending machines, coffee kiosks (CVN units only), barber shops and laundry operations. They play a large role in the morale of the ship. • Civil Engineer Corps: The U.S. Navy Civil Engineer Corps (CEC) was established in 1867 to build and maintain the naval shore establishment. Its officers are the Navy’s uniformed professional engineers and architects responsible for executing and managing the planning, design, construction, operation, and maintenance of the Navy’s shore infrastructure. CEC Officers work in one of three areas: construction contract management, public works, or the Seabees. The Seabees consist of highly skilled personnel, schooled in both construction and defensive combat. Seabees are responsible for a wide variety of military construction and humanitarian efforts in times of peace or war, to include: ▪ Constructing and repairing aircraft runways and parking aprons ▪ Constructing munitions storage areas and large-scale camp sites ▪ Erecting bridges and constructing roads ▪ Renovating schools, medical clinics, and municipal facilities ▪ Repairing piers and wharves, underwater and above 22 ▪ Constructing border outposts, expeditionary camps, community outreach centers, and medical clinics o Engineering functions are categories of related engineer capabilities and activities grouped together to help JFCs integrate, synchronize, and direct engineer operations. These functions fall into three basic groups—combat engineering, general engineering, and geospatial engineering. ▪ Combat Engineering consists of those engineer capabilities and activities that support the maneuver of land combat forces and requires close support to those forces. Combat engineering consists of three types of capabilities and activities: mobility, counter mobility, and survivability. Examples include combined arms breaching operations, gap crossing operations, and constructing and maintaining combat roads and trails; development of barriers, obstacles, and minefields; and construction of fighting and protective positions. ▪ General Engineering consists of those engineer capabilities and activities, other than combat engineering, that modify, maintain, or protect the physical environment. Examples include the construction, repair, and maintenance of infrastructure, Class III/V storage area requirements, LOCs, and bases; protection of natural and cultural resources; terrain modification and repair; and selected explosive hazard (EH) activities ▪ Geospatial Engineering consists of those engineer capabilities and activities that portray and refine data pertaining to the geographic location and characteristics of natural and constructed features and boundaries in order to provide engineering services to commanders and staffs. Examples include: terrain analysis, terrain visualization, digitized terrain products, nonstandard tailored map products, precision survey, geospatial data management, baseline survey data, identification of significant cultural sites and natural resources, facility support, and force bed down analysis. • Judge Advocate General Corps: The JAG corps was established in 1967 and is composed of lawyers who provide legal services to commands, service members, and their families. The Judge Advocate 23 General directs an organization of more than 730 judge advocates in addition to other enlisted and civilian personnel, and provides legal and policy advice to the Secretary of the Navy in all legal matters. • Chaplain Corps: The Chaplain Corps is the Staff Corps established within the Department of the Navy to provide for and manage the delivery of religious ministry by religious ministry professionals within the Department of the Navy and, as authorized, beyond, e.g. to the USCG. o Chaplains are Religious Ministry Professionals endorsed by Religious Organizations accredited with the Department of Defense, to serve in the military. Each chaplain is true to his/her religious tradition, there is no ‘generic’ religion or worship service, while at the same time respecting the beliefs of others and cooperating with chaplains of other religious traditions. Navy chaplains serve with the Navy, Marine Corps, Coast Guard, and Merchant Marines on ship and shore, in CONUS and OCONUS. The four core capabilities of a Navy chaplain are as follows: - To PROVIDE religious services, teaching, pastoral counseling, and ministry according to his/her faith tradition. - To FACILITATE the free exercise of worship and the provision of religious needs for those of other faith traditions. - To CARE for all, including those of the same faith tradition, other faith traditions, or no faith tradition at all. CARE entails treating all with dignity and respect. - To ADVISE the Command and leaders at all levels on issues of morale, morals, ethics, spiritual well-being, and emerging religious requirements. o Unique to the chaplain is that ONLY the chaplain has Absolute Confidentiality. The chaplain cannot reveal what has been communicated to her/him by Sailor, Marine, or authorized civilian without the permission of the person who communicated the information. Medical Corps Dental Corps Nurse Corps Medical Service Corps Civil Engineer Corps Chaplain Corps (Christian) Chaplain Corps (Jewish) Chaplain Corps (Muslim) Supply Corps Judge Advocate General’s Corps 24 V. The Limited Duty Officer and Chief Warrant Officer Programs The Limited Duty Officer and Chief Warrant Officer programs are two separate programs that provide the Navy with officer technical managers. Both programs provide the opportunity for outstanding senior enlisted personnel to compete for a commission without the need for a college degree. Combined, these two communities make up more than eleven percent of the officer corps. • Limited Duty Officers (LDOs): As officer technical managers of the Line or Staff Corps, LDOs progressively advance within broad technical fields related to their former enlisted ratings. They fill leadership and management positions at the Ensign through Captain level that require technical background and skills not attainable through normal development within other officer designators. LDOs serve as, but are not limited to serving as, division officers, department heads, OICs, XOs, and COs, ashore or afloat. LDOs wear identical rank structure to that of Unrestricted Line officers. • Navy Band Officers: Officers in the Navy Band are Limited Duty Officers who started their careers by enlisting in the Navy Band. Enlisted personnel must be at least an E-6 in order to apply. Upon commissioning, they are assigned to one of fourteen bands, and will rotate every two to three years. Senior billets are those with the Navy Band, Washington, and the U.S. Naval Academy Band. • Chief Warrant Officers (CWOs): Although intended primarily as technical specialists, CWOs may also serve as division officers, department heads, OICs, XO, and CO, ashore or afloat. Like Staff Corps officers, CWOs wear special insignia above the rank devices on their shoulder boards and sleeves to indicate their field of expertise. The ranks of CWO start at CWO2 and end at CWO5. Chief Warrant Officer Rank Structure of the United States Navy VI. Enlisted Sailors In preparation for PROTRAMID and 2/C cruise, it is important for you to understand more about the enlisted Sailors with whom you will be interact with. Enlisted Sailors in the modern Navy have a higher level of training and education than ever before. Many of our Sailors have acquired college credits and degrees either before entering the Navy or as a result of self-development. Today the Navy requires unprecedented technical proficiency and expertise in its enlisted Sailors. Officers are tasked with leading these motivated individuals and developing them into a cohesive team with mission accomplishment as the highest priority. Given the quality and diversity of these sailors, officers will find leading them both challenging and rewarding. The trust and professionalism shared between an officer and his or her Sailors starts with an appreciation and respect for the value of these individuals and a desire to know them beyond their productivity levels. Therefore, it is essential that officers learn about their Sailors, how they are trained, and how they advance. For all branches of the military, the initial enlistment requires an eight-year service obligation. The eight years is broken into active, reserve, and/or inactive reserve service. For example, the Master at Arms rating requires a four-year active obligation, and the remaining four years will be spent in the Individual Ready Reserve (IRR) status. While in the IRR status, you are under no obligation to attend Reserve drills but you could be called back to active duty if a national need arises. 25 VII. Paygrade, Rating, and Rates Every member of the Navy is either nonrated, rated, or a commissioned officer. Men and women who enlist in the Navy begin as nonrated personnel. A combination of experience and specialized training will allow them to move into a rated category and then advance through a number of levels. Rated personnel are called ‘petty officers.’ Nonrated and rated personnel together are referred to as ‘enlisted personnel.’ Paygrade Everyone in the Navy has a paygrade (E-1 to O-10). A paygrade defines a person’s relative standing in the Navy and, of course, determines how much money they are paid per month. A new enlisted recruit enters the Navy as an E-1, which is the first enlisted paygrade. The most senior officer is an O-10, Admiral. Enlisted personnel advance through their paygrades by taking advancement exams (E-4 though E-7) and having their records evaluated by a selection board (E-7 through E-9). Enlisted Ratings A rating is an occupational specialty in the Navy. In order to qualify for a rating, a Sailor must work their way through the general apprenticeship levels (E-1 through E-3) or attend a service school. Personnel in paygrades E-1 through E-3 can be considered either designated or non-designated. Non-designated personnel pick one of three available Professional Apprenticeship Career Track (PACT) programs: Airman, Seaman, or Fireman. A PACT Sailor seeking to advance into a specific rating is considered a ‘striker’ and is required to achieve a significant level of experience and training toward a particular rating to formally recognize as a ‘designated striker.’ Once designated a formal rating abbreviation is added to the general rate and paygrade (i.e., BMSA, YNSR, etc.) There are three categories of ratings: general, service, and emergency. • General ratings are occupations for paygrades E-4 through E-9. Each general rating has a distinctive badge. Examples are OS, GM, ET. • Service ratings are those general ratings that are subdivided into specific services. Examples are Gas- turbine systems Technician (GS), which is subdivided into GSE (electrical) and GSM (mechanical). • Emergency Ratings can be created in times of war or national emergency and are ratings not normally needed by the Navy. There are currently no emergency ratings active today. The following is a list of common ratings that you should know by name and abbreviation: AB (Aviation Boatswain’s Mate) HM (Hospital Corpsman) AT (Aviation Electronics Technician) IT (Information Systems Technician) AD (Aviation Machinist’s Mate) IS (Intelligence Specialist) AE (Aviation Electrician’s Mate) LN (Legalman) AO (Aviation Ordnanceman) LS (Logistics Specialist) AS (Aviation Support Equipment Technician) MA (Master-at-Arms) AW (Aviation Warfare Systems Operator) MC (Mass Communications Specialist) CS (Culinary Specialist) MM (Machinist’s Mate) CT (Cryptologic Technician) MU (Musician) DC (Damage Controlman) NC (Navy Counselor) EM (Electricians Mate) OS (Operations Specialist) EN (Engineman) QM (Quartermaster) ET (Electronics Technician) PS (Personnel Specialist) EOD (Explosive Ordnance Disposal Technician) SO (Special Warfare Operator) FC (Fire Controlman) ST (Sonar Technician) GM (Gunner’s Mate) YN (Yeoman) 26 Enlisted Rates Petty Officers are identified by a combination of letters and/or numbers that represent the individual’s paygrade and rating. This is known as an enlisted personnel’s rate. The first two or three letters represent the general or service rating; the number or letter(s) following indicate the paygrade. An enlisted person who identifies him/herself as BM2 Smith would be a Boatswain’s Mate Second Class. The ‘BM’ is the general service rating and the ‘2’ indicates the paygrade of an E-5. Examples: HM3 Hospital Corpsman Third Class (Petty Officer) LN2 Legalman Second Class (Petty Officer) OS1 Operations Specialist First Class (Petty Officer) LSC Chief Logistics Specialist CTTCS Senior Chief Cryptological Technician-Technical MMCM Master Chief Machinist Mate VIII. Enlisted Roles and Responsibilities Petty Officers In the Navy, E-4 to E-6 personnel are considered non-commissioned officers (NCOs), and are called Petty Officers. Petty Officers perform not only the duties of their specific career field but also lead junior enlisted personnel. They take responsibility for their subordinates, address grievances, inform the chain of command on matters pertaining to good order and discipline, and may even have to place personnel on report. The title Petty Officer comes from the French word petit meaning small. In medieval England, villages had several ‘petite’ or ‘petty’ officers who were subordinate to major officials. Thus, Petty Officers are assistants to senior officers. Chief Petty Officers In the Navy, E-7 to E-9 personnel are senior NCOs collectively known as the Chief’s Mess. In addition to leading their Enlisted Sailors, Chiefs are specifically tasked, in writing, with the duty of training Junior Officers (Ensign, Lieutenant Junior Grade (J.G.), Lieutenant, and Lieutenant Commander). They have separate berthing and dining facilities (where feasible), wear khaki uniforms similar in appearance to a commissioned officer’s, and perform separate duties from other enlisted Sailors. Advancement to Chief Petty Officer (E-7) or above requires selection by a promotion board comprised of Chief Petty Officers and presided by a Navy Captain. Beyond the normal examination score, a technical exam determines an E-6’s board eligibility. The proper form of address to a Chief Petty Officer is ‘Chief,’ ‘Senior Chief,’ or ‘Master Chief.’ Command Master Chief (CMC) After obtaining Master Chief Petty Officer, service members may choose to further their career by becoming a Command Master Chief Petty Officer (CMC). A CMC is considered to be the senior-most enlisted service member within a command, and is the special assistant to the Commanding Officer in all matters pertaining to the health, welfare, job satisfaction, morale, utilization, advancement and training of the command’s enlisted personnel. CMC insignia are similar to the insignia for Master Chief, except that the rating symbol is replaced by an inverted five- point star, reflecting a change in their rating. IX. Enlisted Uniform Insignia Enlisted personnel will wear rating badges or insignias on all uniforms with the exception of non-rated personnel when they wear utilities and coveralls. Insignias and badges with no rating specific markings will be worn on utilities or coverall for E-4 personnel and above. Personnel in paygrades E-7 through E-9 wear collar devices (i.e., gold anchors with USN and fouled chain). A Senior Chief will have one Silver Star above the anchor, and a Master Chief will have two silver stars. When wearing either the peacoat or outer jacket, rating badges or collar devices will be worn with the exception of non-rated personnel. An E-4 (Petty Officer Third Class) wears one chevron on their rating badge, an E-5 (Petty Officer Second Class) has two, and an E-6 (Petty Officer First Class) has three. The insignia shown below depict that a Boatswain’s Mate (BM). The crossed anchors below the ‘crow’ identify the individual as a BM on the rating badge. Notice the star in the place of the anchors on the insignia of the Master Chief Petty Officer of the Navy. The star shows the individual is a CMC. 27 Non-Commissioned Officer and Enlisted Rate Structure of the United States Navy Master Chief Petty Officer of the Navy Master Chief Petty Officer Senior Chief Petty Officer Chief Petty Officer Petty Officer First Class E-9 E-9 E-8 E-7 E-6 Petty Officer Second Class Petty Officer Third Class Seaman Seaman Apprentice Seaman Recruit E-5 E-4 E-3 E-2 E-1 No insignia Personnel in paygrades E-3 and below are identified by their diagonal stripes and the color assigned to their prospective community. General Apprenticeships Color of Stripes Seaman White on Black Background/Black on White Background Airman Green Stripes on Black or White Background Fireman Red Stripes on Black or White Background Hospital Corpsman White on Black Background/Black on White Background Constructionman Light Blue Stripes on Black or White Background X. Naval Enlisted Classification (NEC) Codes The Navy Enlisted Classification (NEC) system, of which the NEC coding system is a part of, supplements the enlisted rating structure in identifying personnel on active or inactive duty with special skills and billets in manpower authorizations that require these skills. NEC codes identify a non-rating wide skill, knowledge, aptitude, or qualification that must be documented to identify both people and billets for management purposes. For example, not all Boatswain’s Mates (BM) are qualified LCAC Loadmaster’s. They would go through the qualification process and earn the NEC BM-700B. This tells the detailer – the administrative personnel at Navy Personnel Command (NAVPERSCOM) in Millington, TN, who match individuals to specific assignments (billets) in the Navy- that this particular Sailor can be assigned an LCAC Loadmaster billet anywhere in the Navy. With few exceptions, NECs are assigned to personnel by the Enlisted Personnel Management Center (EPMAC) in New Orleans. There are five types of NEC codes: Entry Career Field, Rating Career Field, Special Career Field, Tracking, and Planning. XI. Service Schools For some ratings, graduation from a particular service school is necessary for advancement. Selection for a service school depends on the rate, time in service, current duty assignment, school quotas, and the operational schedule of the Sailor’s unit. The five types of enlisted service schools are: • Class A – Provides the basic technical knowledge required for job performance and further specialized training. A NEC may be awarded to identify the skill. • Class C – Advanced skills and techniques needed to perform a particular job are taught. A NEC may also be awarded to identify the level of skill. • Class E – Designated for professional education leading to an academic degree. 28 • Class F – Trains fleet personnel who are en route to, or are members of ships’ companies. Also provides individual training such as refresher, operator, maintenance, or technical training of less than 13 calendar days. A NEC is not awarded. • Class R – This is the basic school that provides initial training after enlistment, also known as ‘boot camp’ or ‘recruit training.’ It prepares the recruit for early adjustment to military life by teaching basic skills and knowledge about military subjects. Class R schooling for all recruits is conducted at Recruit Training Center, Great Lakes, IL. XII. Enlisted Advancement The Navy Advancement Center (N3 Department) is responsible for Navy-wide administration of the Navy Enlisted Advancement System. Advancement in the Navy means greater responsibility, increased pride, better pay, and more privileges. Advancements to Petty Officer in the Navy are made through centralized competition based on a Final Multiple Score (FMS) process with Sailor evaluations and a measure of rating knowledge as the primary elements. The general requirements for advancement are: • Recommendation by the Commanding Officer/OIC • Advancement to E-2 and E-3 is based on Time-In-Rate (TIR), 9 months in length, and performance. • Advancement to E-4 through E-9 is based on a combination of time in service, TIR, awards, performance (evaluations), and score on the annual/semi-annual exams held in March and September for E-4 through E- 6. For E-7 the advancement exam is held annually, in January (determines board eligibility). A selection board is convened in July and results are posted in early August. For E-8 and E-9, advancement is based on performance and board selection. • Be in proper path of advancement • Fulfill special requirements (citizenship, security, medical, ASVAB) for certain ratings. • Successfully complete Service School; if required • Meet all physical readiness/body fat standards per OPNAVINST 6110.1(series) • Eligibility documented in electronic service record entry • Career Waypoint-PACT (C-WAY) Approval • Complete Selectee Leadership Course The advancement-in-rate examination is a tool used, as part of the Final Multiple Score, to help rank qualified candidates on the basis of rating and professional military knowledge at the next higher rate. Sailors are ranked within their rating/paygrade, and the number of Sailors advanced is based on Navy needs. Typical Divisional Chain of Command 29 XIV. U.S. Navy Reserve Representing 20 percent of the total Navy force, the Navy Reserve plays a larger and more critical role than ever in the Navy's routine operations. Today the Navy Reserve is an important component of the Navy's balanced and affordable force. Every Navy officer should have a basic understanding of the organization and role the Navy Reserve plays in meeting peacetime commitments and wartime requirements. History of the Navy Reserve The U.S. Navy Reserve was officially established on 3 March 1915, although historians trace the advent of the Reserve to colonial days and the Revolutionary War. Predecessors of the citizen-sailors of today include the members of naval militias in Massachusetts (1888) and then New York, Pennsylvania, and Rhode Island (1889). In 1891 the Office of Naval Militia was established in the Navy Department. Six years later, sixteen states had naval militia whose personnel served with the Regular Navy during the Spanish-American War. The Division of Naval Affairs replaced the Office of Naval Militia in the Navy Department by 1914. During World War I, approximately 30,000 reserve officers and 300,000 reserve enlisted members served on active duty at sea and ashore. In the period between World War I and II, there were no Ready Reserve units as we know them today, and no reserve officers on extended active duty. Reserve officers trained during voluntary two-week active-duty tours on combatant ships or at shore stations. Just prior to World War II, some junior officers went on active duty following their graduation from NROTC, so that in the opening days of the war a few members of the Reserve were serving in fleet units. After Pearl Harbor, larger numbers of reservists helped man and command the Navy's ships, submarines, and aircraft; by the end of the war, four out of five Navy personnel were reservists. Many reservists remained in the Navy after the war, either on extended active duty as reservists or as members of the Regular Navy. Shortly after the end of the war, the Navy set up the framework for the modern-day Navy Reserve by establishing the Naval Air Reserve Training Command and the Naval Surface Reserve Training Command. During the Korean War, many reservists returned to active duty for the duration of the war. During the conflict in Vietnam, the President decided not to call up the Reserve, except for selected air and Seabee units, but to use the draft to obtain extra manpower. This decision resulted in the widespread perception that the Reserve had become largely irrelevant to the national defense. In the early 1970s, in response to a Reserve force that had fallen far behind the active forces in its training and equipment readiness, the "Total Force" concept was born. This plan recognized that the Navy Reserve was likely to be an important part of any response to a future national emergency; and that modern equipment and training were essential to ensure the Navy Reserve could rapidly and seamlessly integrate into the fleet. During the 1980s the Department of Defense introduced a "horizontal integration'' strategy, which assigned reservists to train with the active commands they would serve with in time of national emergency. During this period the Navy Reserve increased in size and received the most modern equipment, including F-14 Tomcat and F/A-18 Hornet aircraft, HH-60 Seahawk helicopters, and FFG7-class-guided missile frigates. Horizontal integration remains a key feature of today's Navy Reserve training and mobilization strategy. The first major test of the "Total Force'' concept came during the Desert Shield/ Desert Storm Operations of 1990- 91. A large-scale call-up of some 22,000 medical, logistics, Seabee, and other reserve personnel demonstrated that the reserve forces could indeed be rapidly mobilized and deployed in response to a crisis situation. Following the up September 2001 terrorist attacks, more than 20,000 Navy Reservists were mobilized to take part in Operations Noble Eagle (DoD support to homeland security), Enduring Freedom, and Iraqi Freedom. In 2005 Congress officially re-designated the Naval Reserve as the Navy Reserve. Components of the Reserve In 2010 the Navy Reserve consisted of approximately 690,000 personnel in three components: the Ready Reserve, which is the primary source of personnel for mobilization, the Standby Reserve, consisting of individuals who have a temporary disability or hardship and those who hold key defense related civilian jobs, and the Retired Reserve. 30 The majority of reservists are in the latter two components, which are at a lower level of readiness, and subject to being called for active duty only in the event of a declared war or other national emergency. Without the concurrence of Congress, the President may order members of the Ready Reserve to active-duty status during war or national emergency. All individuals obligated to serve in the Navy Reserve are initially assigned to the Ready Reserve, and most remain in the Ready Reserve for the remainder of their service obligation. There are three groups in the Ready Reserve: the Selected Reserve (SELRES), Full Time Support (FTS), and the Individual Ready Reserve (IRR). SELRES members hold valid mobilization billets and drill for pay. The First Call program provides an expedited mechanism to activate a small number of SELRES members with critical skills, such as crisis action team members, in the early stages of developing crises. SELRES members who elect to fill First Call billets can expect to report to their assigned duty stations within one to seven days of notification and serve on active-duty status in the training and administration of the Navy Reserve Force program. FTS members serve on active-duty status in the training and administration of the Navy Reserve Force program; the Canvasser Recruiter (CANREC) program includes FTS reservists temporarily recalled to active duty to serve as recruiters. The IRR includes members of the Voluntary Training Unit (VTU) and Active Status Pool (ASP). VTU members participate in monthly drills for which they receive retirement credit but are not paid. ASP members do not participate in monthly drills but may accrue retirement credits through correspondence courses. Drilling reservists, the IRR, and some standby reservists are considered to be on "active status:' This term, not to be confused with the term "active duty;' denotes personnel who are eligible to train (sometimes without pay) as well as to earn points toward retirement, and who may be considered for advancement or promotion. These are also the first reservists called to active duty upon mobilization. Conversely, reservists who are not on "active status" may not receive drill pay, earn retirement points, or be considered for promotion. Illustration of the relationships between the various categories of the Navy Reserve Mission and Organization of the Navy Reserve The mission of the Navy Reserve is to provide strategic depth and deliver the full range of operational capabilities to the Navy and Marine Corps team as well as to Joint forces. The Navy Reserve can provide a broad range of cost- effective, adaptable military capabilities and civilian skills to fulfill mission requirements. 31 The Navy Reserve is commanded by a vice admiral, with a subordinate rear admiral in charge of Navy Reserve Forces Command. Types of Navy Reserve assignments include aviation, engineering, information warfare, public affairs, intelligence, special operations, surface warfare, and logistics. Transfer to the Navy Reserve from Active Duty. Many officers who leave active duty elect to retain their commissions in the Navy Reserve. In fact, acceptance of a Reserve Commission is a prerequisite for acceptance of separation pay for officers who are involuntarily discharged prior to reaching retirement eligibility. Sources: 1. Enlisted Rating Insignia: http://www.navy.mil/navydata/navy_legacy_hr.asp?id=259 2. U.S. Navy Ranks and Rates: http://www.navy.mil/navydata/ranks/rankrate.html 3. Navy Enlisted Promotion Chart: http://usmilitary.about.com/od/navy/l/blpromchart.htm 4. Navy Advancement Center: https://www.mnp.navy.mil/group/navy-advancement-center/my-advancement CAC needed for access 5. Chief Petty Officer Heritage: https://www.history.navy.mil/browse-by-topic/communities/chief-petty- officers.html 6. The Bluejacket’s Manual 7. OPNAVINST 3120.32D (Standard Organization and Regulations Manual of the U.S. Navy) 8. The Watch Officer’s Guide 9. NAVEDTRA 14343 (Boatswain’s Mate) 10. NAVPERS 18068F, Navy Enlisted Occupational Standards, Volume I https://www.public.navy.mil/bupers-npc/reference/nec/NEOCSVol1/Pages/default.aspx 11. NKO: Supply Corps: 2013 - 2017 Strategic Plan, Commander’s Guidance 2014 12. NECC Fact Sheet for Seabees: http://www.necc.navy.mil/ 13. OPNAV Instruction 5300.12, October 2009, Establishing the Information Dominance Corps 14. Navy Strategy for Achieving Information Dominance, 2012 November 28 15. U.S. Navy Information Dominance Roadmap 2013-2028 16. The Bluejacket’s Manual, 24th ed. 17. NAVPERS 18068F, Navy Enlisted Occupational Standards, Volume I https://www.public.navy.mil/bupers-npc/reference/nec/NEOCSVol1/Pages/default.aspx 18. NWP 2-01, Intelligence Support to Naval Operations 19. NTTP 6-02, C4I Infrastructure 20. http://www.navair.navy.mil/ 21. NAVMETOCCOMINST 3140.1M, Meteorological and Oceanographic Support Manual 22. Joint Publication 2-01, Joint and National Intelligence Support to Military Operations 23. Joint Publication 3-13.1, Electronic Warfare 24. Joint Publication 3-05, Special Operations 25. Information Professional Officer Career Handbook 2014 26. Joint Publication 2-01.3, Joint Intelligence Preparation of the Operating Environment 27. Joint Publication 3-12 (R), Cyberspace Operations 28. NKO: Supply Corps: 2013 - 2017 Strategic Plan, Commander’s Guidance 2014 29. NECC Fact Sheet for Seabees: http://www.necc.navy.mil/ 32 CHAPTER 3: MISSION OF THE U.S. NAVY: TACTICS, OPERATIONS, STRATEGY, & THE JOINT ENVIRONMENT I. Mission The mission of the Navy is to maintain, train, and equip combat-ready naval forces capable of winning wars, deterring aggression, and maintaining freedom of the seas. II. Ethos We are the United States Navy, our Nation’s sea power – ready guardians of peace, victorious in war. We are professional Sailors and civilians – a diverse and agile force exemplifying the highest standards of service to our Nation, at home and abroad, at sea and ashore. Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success. We are a team, disciplined and well prepared, committed to mission accomplishment. We do not waver in our dedication and accountability to our Shipmates and families. We are patriots, forged by the Navy’s core values of Honor, Courage, and Commitment. In times of war and peace, our actions reflect our proud heritage and tradition. We defend our Nation and prevail in the face of adversity with strength, determination, and dignity. We are the United States Navy. III. The Chief of Naval Operation’s Vision The Chief of Naval Operations (CNO), Admiral Michael Gilday, has provided his guidance for the Navy with the publication of “A Design for Maintaining Maritime Superiority”. This document outlines his vision for the Navy. Mission One for every Sailor – active and reserve, uniformed and civilian – is the operational readiness of today’s Navy. Our nation expects a ready Navy – ready to fight today – and our commitment to the training, maintenance, and modernization that will also ensure a Navy ready for tomorrow. We will deliver this Navy. The Design identifies our Navy Core Attributes as: • Integrity: Our behaviors as individuals and as an organization align with our values as a profession. We actively strengthen each other’s resolve to act consistently with our values. As individuals, as teams, and as a Navy, our conduct must always be upright and honorable both in public and when nobody’s looking. • Accountability: Our behaviors as individuals and as an organization align with our values as a profession. We actively strengthen each other’s resolve to act consistently with our values. As individuals, as teams, and as a Navy, our conduct must always be upright and honorable both in public and when nobody’s looking. • Initative: On their own, everybody strives to be the best they can be – we give 100% when on the job. Our leaders take ownership and act to the limit of their authorities. We foster a questioning attitude and look at new ideas with an open mind. Our most junior teammate may have the best idea; we must be open to capturing that idea. • Toughness: We can take a hit and keep going, tapping all sources of strength and resilience: rigorous training for operations and combat, the fighting spirit of our people, and the steadfast support of our families. We don’t give up the ship. 33 Focus of Efforts Warfighting. A Navy that is ready to win across the full range of military operations in competition, crisis, and contingency by persistently operating forward with agility and flexibility in an all domain battlespace. Our Navy must be the best when the nation needs it the most. On a daily basis, our objective is to have our fleet sustainably manned, trained, equipped, and integrated into the Joint Force. Deployed forward, we will be ready to meet requirements directed by the Secretary of Defense, the tasking of Combatant Commanders, and be prepared to surge with the Joint Force in crisis. Our fleet will be a potent, formidable force that competes around the world every day, deterring those who would challenge us while reassuring our allies and partners. Joining with the Marine Corps, we will deliver decisive Integrated American Naval Power when called. Warfighters. A world-class naval force though recruitment, education, training, and retention of talented American men and women – a force that also empowers Navy families through the initiatives under the Navy Family Framework 3.0. Future Navy. A Navy fully prepared to fight and win. Our Navy will be equipped with the right capabilities and numbers to execute our operating concepts. In order to maintain the maritime competitive advantage envisioned in our fleet design, we will ensure the wholeness of combat capable and lethal forces maximizing the benefits of Distributed Maritime Operations, Expeditionary Advanced Base Operations, and Littoral Operations in a Contested Environment. We will develop and field affordable, lethal, numerous, and connected capabilities. We will use experimentation, exercises, and wargames to determine what is required to operate forward – firepower, capacity, command and control, and logistics; build the fleet to match; and train together until we achieve seamlessly integrated combat power across the naval and Joint Force. IV. Operational Mission Areas Navy ships, staffs, and reserve components are designed and/or organized to perform one or more mission areas. Mission areas define how the Navy executes naval warfare. Navy mission areas are continuously evolving as new weapons, sensors, and capabilities are introduced into the maritime domain. Listed below are the Navy’s operational mission areas. 1. AMPHIBIOUS WARFARE (AMW). Amphibious Warfare involves military operations launched from the sea by an amphibious force (AF), embarked in ships or craft with the primary purpose of introducing a landing force (LF) ashore to accomplish the assigned mission. An AF is an amphibious task force (ATF) and an LF together with other forces that are trained, organized, and equipped for amphibious operations. 2. ANTISUBMARINE WARFARE (ASW). Operations conducted with the intention of denying the enemy the effective use of submarines. 3. AIR WARFARE (AW). The detection, tracking, destruction, or neutralization of enemy air platforms and airborne weapons, whether launched by the enemy from air, surface, subsurface, or land platforms. 4. BALLISTIC MISSILE DEFENSE (BMD). All active and passive measures designed to detect, identify, track, and defeat attacking ballistic missiles (and entities), in both strategic and theater tactical roles, during any portion of their flight trajectory (boost, post-boost, midcourse, or terminal) or to nullify or reduce the effectiveness of such attack. 5. COMMAND, CONTROL, AND COMMUNICATIONS (CCC). Providing communications and related facilities for coordination and control of external forces, and control of own unit’s capabilities. 6. EXPEDITIONARY WARFARE (EXW). A military operation conducted by an armed force to accomplish a specific objective in a foreign country. Expeditionary Operations encompass the entire range of military operations, from foreign humanitarian assistance to forcible entry. The defining characteristic of expeditionary operations is the projection of force into a foreign setting. Includes Naval Special Warfare, Mine Warfare, Amphibious Warfare, Navy Expeditionary Combat, and Sea Basing. 7. INFORMATION OPERATIONS (IO). The integrated employment of the core capabilities of electronic warfare, computer network operations, psychological operations, military deception, and operations security, in concert with specified supporting and related capabilities, to influence, disrupt, corrupt, or usurp adversarial human and automated decision making while protecting our own. 8. INTELLIGENCE OPERATIONS (INT). The variety of intelligence and counterintelligence tasks that are carried out by various intelligence organizations and activities within the intelligence process. 34 Intelligence operations include planning and direction, collection, processing and exploitation, analysis and production, dissemination and integration, and evaluation and feedback. 9. MINE WARFARE (MIW). The strategic, operational, and tactical use of mines and mine countermeasures. Mine warfare is divided into two basic subdivisions: the laying of mines to degrade the enemy’s capabilities to wage land, air, and maritime warfare and the countering of enemy-laid mines to permit friendly maneuver or use of selected land or sea areas. 10. MOBILITY (MOB). A quality or capability of military forces that permits them to move from place to place while retaining the ability to fulfill their primary mission. 11. STRIKE WARFARE (STW). Naval operations to destroy or neutralize enemy targets ashore, including attacks against strategic or tactical targets, such as manufacturing facilities and operating bases, from which the enemy is capable of conducting or supporting air, surface, or subsurface operations against friendly forces. 12. SURFACE WARFARE (SUW). That portion of maritime warfare in which operations are conducted to destroy or neutralize enemy naval surface forces and merchant vessels. V. Strategic Mission National Security Strategy (NSS) In March 2021, President Biden’s Administration released an Interim National Security Strategy Guidance (INSSG) articulating three key priorities and several correlated tasks in the INSSG. Key Priorities • “Protect the security of the American people by defending against great powers, regional adversaries and transnational threats.” • “Expand economic prosperity and opportunity by redefining America’s economic interests, primarily by focusing on improving working families’ livelihoods and achieving an economic recovery grounded in equitable and inclusive growth.” • “Realize and defend the democratic values at the heart of the American way of life by reinvigorating American democracy, living up to our ideals and values for all Americans, and uniting the world’s Key INSSG Tasks • “Defend and nurture the underlying sources of American strength, including our people, our economy, our national defense, and our democracy at home;” • “Promote a distribution of power to deter and prevent adversaries from directly threatening the United States and our allies, inhibiting access to the global commons, or dominating key regions;” • “Lead and sustain a stable and open international system, underwritten by strong democratic alliances, partnerships, multilateral institutions, and rules;” and • “Invest in our national security workforce, institutions, and partnerships, inspire a new generation to public service, ensure our workforce represents the diversity of our country, and modernize our decision-making processes.” National Defense Strategy (NDS) In January 2018, the former Secretary of Defense, Secretary Mattis, published our National Defense Strategy. As the former Deputy Secretary, Pat Shanahan, explains, “The NDS builds upon the President’s National Security Strategy, and is the living framework that will drive DoD plans, organization, and activities.” It is the Department of Defense’s enduring mission to provide combat-credible military forces needed to deter war and protect the security of our nation. The central challenge to the US prosperity and security is the reemergence of long-term, strategic competition by what the NSS classifies as revisionist power. The SECDEF defines America’s long-term Strategic Approach which will require us to focus on our key values: • Be strategically predictable but operationally unpredictable • Integrate with U.S. interagency • Counter coercion and subversion • Foster a competitive mindset. 35 Navy Component of the NDS The Navy Component of the NDS is a classified document that serves as an implementation plan to the NSS and NDS. Released in summer 2018, the Navy strategy is an extension of the NDS that focuses the Navy on competition and deterring great-power conflict. It sets priorities, policies, and actions for the Navy. This, along with the Design for Maintainging Maritime Superiority, replaces the previous tri-service strategy, A Cooperative Strategy for the 21st Century: Forward, Engaged, Ready. VI. National Military Structure President of the United States (POTUS) The President of the United States serves as the Commander in Chief (CINC) of all U.S. military forces. The President is responsible to the citizens of the United States for maintaining a military that performs our nation’s security needs. Secretary of Defense (SECDEF) The Secretary of Defense is the principal defense policy adviser to the President and is responsible for the formulation and execution of general defense policy. Subordinate to the Secretary of Defense are the individual service secretaries, including t