The Network Enabled Capability initiative is looking at ways to ensure we keep up with the pace of technological change, and that the systems, technology and processes we have are the ones we need to accomplish our missions in an agile, resource efficient manner.
NZDF operates in a high stakes, high cost environment. IT has become such an integral part of what we do and how we do it that we simply cannot function without it.
Commanders need access to this IT infrastructure to do their jobs. Before taking action they need to know who is fit to deploy, what vehicles need servicing, what their ammunition levels are and when the next re-supply will arrive. Each aircraft’s full maintenance history is now only available online. And all this information needs to be easily, securely available at the right time and place. When deployed, Commanders need information capabilities that enable them to obtain decisive advantage in the battle space and realise the full potential of their people and equipment.
Additionally, technology keeps moving, and we need to ensure we have the systems and structures in place to keep up with new developments and innovations. Otherwise we risk being left behind. The NEC strategy has been developed by observing international best practice, with close study of the Australian Defence Force and US Military’s actions and initiatives in this field.
NEC is about the effective integration of sensors, decision makers, effectors, and support capabilities to obtain decisive military advantage.
CAPT Andy Watts, PDNEC, spoke to Air Force News about the developments within NEC.
‘Our NEC goals are derived from the NZDF’s Strategic Plan, so themes like agility and being a valued partner come through very strongly. Amongst other things, that means exploiting and sharing information with the same effectiveness as our coalition and multi-agency partners.
‘We have to ensure that when we work with other Defence Forces, and Australia is a key example, we are able to offer not only technical interoperability, but doctrine, tactics, and procedures that ensure our people can exploit NEC as effectively as our coalition partners.’
NEC is not just about communication links, computers and applications, and it’s much more than ‘geek speak’. It is about building the basis for intelligent, agile decision making.
People are the key to the success of this concept within NZDF. In fact, CAPT Watts says the term Network Enabled Capability was specifically chosen to reflect the central human element in networking, as opposed to Network Centric Warfare (adopted by the US and Australia), which indicates a more mechanical, machine centric view.
The NEC concept emphasises alignment; ensuring that different strands of development do not follow uneven trajectories. However, we need to create this alignment without also creating process obstructions or bottlenecks that hold up development; we need to encourage the vital, innovative work that is occurring in the three Services and in CIS Branch.
What is NEC?
- NEC stands for Network Enabled Capability, a programme dedicated to harnessing information-age technology to create networks of capability within NZDF.
- Basically, NEC aims to provide NZDF commanders with the information-age capability to allow them to do their jobs, whether that job is in the military or corporate domain. It’s about matching military and capability needs with technological opportunities.
How does NEC fit into NZDF?
- NEC is guided by the NZDF Strategic Plan 2007-2011, and the key strategic themes of Valued Partner, Agility, and Resource Efficiency.
- NEC is not just IT and computers, and it does not only affect CIS Branch; NEC is about using the most appropriate, up-to-date technology and integrating it throughout NZDF.
- NEC is closely linked to the Defence Transformation Programme. Resources and savings from the IT Change programme will be fed back into NEC initiatives wherever possible to help protect and enhance military capability. ‘The challenge is to encourage well informed, committed people who understand their own environments and capability needs to use their initiative to develop capability with a minimum of constraint by providing them with a common standards framework. This will develop capabilities that are interoperable, mutually supportive, and that contribute to the common vision.’