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Chapter 4
Fundamentals of
Army Air and Missile Defense Operations
This chapter describes the principles and fundamentals for the employment of the air defense combat function, and the integration of air and missile defense (AMD) capabilities into joint and combined arms operations.
Joint, Multinational, and Interagency Operations
4-1. The campaign is a joint and multinational series of battles. The services and national forces coordinate and synchronize their efforts to bring combat operations to a successful conclusion. The Army, through the air defense combat function, participates in joint counterair and theater missile defense operations. Moreover, the Army provides a wide spectrum of air defense-capable systems and forces
4-2. Combatant commanders seek the synergy inherent in joint operations by synchronizing the complementary combat capabilities of all the components and supporting commands into a unified effort. Participation in joint training exercises and understanding joint doctrine is a prerequisite to joint capability. Commanders must train leaders and units to operate as part of the joint team. Liaison is a vital part of this cohesiveness.
4-3. Forward area based ADA forces support collective security arrangements and operate as part of multinational formations. Additionally, ADA units enhance relationships with regional partners through combined exercises, continual contacts, and liaison.
4-4. ADA forces must be prepared to conduct a number of operations that integrate warfighting and stability and support operations. Robust liaison will facilitate understanding, coordination, and mission accomplishment.
Integration of Army Air defense Capabilities
4-5. The air defense capabilities of the US Army are best realized through the integration of its many combat functions and tactical units. Army ADA works in concert with joint and multinational air and missile defense forces.
4-6. ADA conducts operations as a total force of Active Component (AC), Reserve Component (RC), and civilians. ADA brigades are task-organized with a mix of active and reserve component battalions. Multi-component units, such as the army air and missile defense command (AAMDC), leverage the advantages of AC and RC personnel creating more capable and cost effective units. In a multi-component unit, AC soldiers perform the day to day and perishable skill duties. The AC soldiers are available to respond to immediate small-scale contingencies and pre-mobilization requirements. RC soldiers are integrated within the unit, train with the unit, and are available to fully man the unit in crisis situations. Planning for the integration of reserve components and civilians is essential to the successful conduct of ADA operations.
4-7. ADA has a wide mix of forces available to accomplish the mission. ADA units can be long range or short range, high or low altitude, and mobile or semi-mobile. Individual systems may have widely varying capabilities against different threat classes. The commander task organizes the force to defeat the threat and protect the force. The commander must also integrate the efforts of combat support and combat service support forces.
4-8. Components of combat power can be joined in multiple ways based upon METT-TC. These combinations change over time and may be different in deep, close, and rear operations. Balance and a wide choice of employment options are key to success. Denial of threat RSTA activities is essential to protect friendly forces and assets, and to maintain surprise and the freedom to maneuver.
4-9. As the military prefers to fight as a joint team, the Army prefers to fight as a combined arms team. ADA is part of the simultaneous application of the combat functions in every operation. These arms and services are integrated horizontally at each command level, normally battalion through corps, and vertically between command echelons. Combined arms teams strive to conduct fully integrated operations in the dimensions of time, space, purpose, and resources. Combined arms forces operate over increasingly large areas of the battlefield with less force density than in the past. Modern combined arms warfare puts added stress on maintaining dispersed and noncontiguous formations. The application of combined arms is complex and demanding. It requires detailed planning and violent execution by highly trained soldiers and units that have been thoroughly rehearsed.
4-10. At operational and tactical levels of war, freedom to maneuver is crucial to achieving superior combat power. Freedom to maneuver facilitates the ability of land and air forces to shape the battlefield, achieve advantage, set the terms for combat and future operations, and exploit success. Freedom to maneuver is the catalyst that permits land, air, and sea forces to reach their full destructive potential. Combined with the synergistic effect of synchronized surface and air operations, freedom to maneuver ultimately leads to success on the battlefield.
4-11. The ability of any unit at any echelon to maneuver freely on the battlefield centers around reliable logistical support and effective battle command. Friendly forces must anticipate enemy efforts to deny or disrupt freedom to maneuver. Enemy air power represents the most flexible, far-reaching, and destructive threat to friendly operations.
4-12. To retain the freedom to maneuver and to protect critical assets, the joint and multinational forces must not only prevent attacks but also destroy the enemy's ability to attack. The rapid destruction of the enemy's air capability enhances friendly force flexibility and contributes to early victory. Therefore, the counterair and theater missile defense forces must kill enemy air platforms and missiles at the earliest opportunity, consistent with the force's mission. The results are protection of the force from the immediate air threat and reduction of the air and missile threat to future operations.
4-13. All members of the combined arms team must contribute to air and missile defense to achieve success. ADA is the only Army force dedicated to execute air and missile defense operations. Other members of the combined arms team, supported by an accurate and timely air and missile defense early warning and intelligence capability, can support the ADA effort.
4-14. Field artillery units can attack theater missile (TM) launch sites, critical air operation support facilities, and enemy ground-based air defenses. Army aviation, with air combat capabilities, can engage enemy aircraft in self-defense or when the ground force commander determines the need to use aviation in an air defense role. Combined arms elements can also strike deep against air operations support facilities and enemy air defenses. Special operations forces can perform deep offensive and reconnaissance operations to cripple and disrupt missile and air operation facilities. Other combined arms units can use organic weapons in self-defense against selected air targets. Smoke units can conceal large areas or restrict contour flight approaches.
4-15. Combat arms, combat support, and combat service support branches participate in the air and missile defense mission directly or indirectly. Combat service support units provide the personnel and material to carry out the mission. Engineer units provide terrain analysis, fortification construction, and assistance in rapid displacement and emplacement of ADA units.
4-16. The US Army focuses on the counterair and theater missile defense missions from a different perspective than other services. Within the Army, each echelon of command views the focus of these missions differently. At echelons above corps, the focus tends toward theater-level counterair and TMD objectives. At division and below, the focus shifts increasingly toward providing freedom to maneuver by protecting the force. These perspectives relate directly to the different battlefield characteristics and requirements at each command level.
4-17. At theater level the commander must control the airspace to protect strategic forces and geopolitical assets, the loss of which would imperil the conduct of the campaign. Corps commanders exercise control over most of the ground forces in the theater. Objectives of air and missile defense at the corps level are protecting the force, providing freedom to maneuver, controlling the air environment, and destroying enemy air and missile power on the ground and in flight.
4-18. Because the division commander is primarily concerned with tactical-level operations, the requirement for divisional air defense focuses on protecting the force. The division must be free to maneuver to shape the battlefield and destroy the enemy.
4-19. Advances in electronics, communications, automation, surveillance, precision-guided weapons, and the exploitation of space-based capabilities have increased the lethality, range, accuracy, and reliability of ADA weapons. ADA can best use technology in future conflicts when it is integrated according to joint and Army doctrine.
4-20. Levels of war help commanders visualize a logical flow of operations, allocate resources, and assign tasks. Each level is defined by the outcome intended, not by the level of command or size of the unit. The levels of war apply to combat as well as stability and support operations.
4-21. Strategy involves the art and science of employing armed forces with instruments of national power to secure strategic goals. At the strategic level of war, the US, acting alone or as a member of a group of nations, uses national interests to determine a strategy to ensure an effective, responsive national power-projection capability. The National Command Authority and the Chairman of the Joint Chiefs of Staff translate strategy into military policy and requirements. These are the starting points for developing theater campaign plans.
4-22. Theater commanders participate in national, alliance, and coalition discussions as the theater military experts. They design the theater campaign plan so that it relates to both national strategies and operational activities. The theater campaign plan sets the desired end state and theater-strategic goals and is the basis for operational-level planning. Combatant and subordinate commanders usually plan and execute campaigns. Combatant commanders have strategic intents, concepts, and objectives.
4-23. National missile defense (NMD) is inherently a strategic operation. Satellite defense, depending on the expected outcome, may also be a strategic operation conducted by U.S. Space Command. Defense against air and missile attacks that originate outside the CINC's battlespace may be theater-strategic operations.
4-24. Defense of theater-strategic forces and geopolitical assets may also fall into the strategic level of war. Many stability and support operations are strategic-level. Since casualties may be a critical vulnerability that could impact on national resolve, ADA units are just as critical then as they are during war.
4-25. Echelons above corps (EAC) air defense commands such as the Army air and missile defense command (AAMDC) may participate in strategic or theater-strategic planning and execution. Depending on the nature of the operation, corps ADA brigades and divisional battalions may also become involved in strategic or theater-strategic planning and execution.
4-26. The focus at the operational level is on conducting joint or multinational operations and employing military forces to attain theater-strategic objectives in a theater of war and operational objectives in a theater of operations. This is achieved through the design, organization, and execution of subordinate operations and major operations. The operational level is the vital link between national and theater-strategic aims and the tactical employment of forces. Service component or subordinate joint commanders have operational intents, concepts, and objectives. No specific level of command is solely concerned with operational art. In its simplest form, operational art determines when, where, and for what purposes major forces will fight. It governs the deployment, commitment, withdrawal of forces, and sequencing of successive battles and major operations. Air and missile defense of military forces in a theater of war or operations is an operational-level task.
4-27. Army air and missile defense commands, EAC ADA brigades, and corps ADA brigades usually plan and execute at the operational level of war. In some situations, ADA battalions are employed to protect operational forces and assets.
4-28. War at the tactical level is concerned with the execution of battles and engagements. Activities at the tactical level focus on the ordered arrangement and maneuver of combat elements in relation to each other and the threat. Battles and engagements are planned and executed to accomplish military objectives. Tactics is battlefield problem solving that is usually rapid and dynamic in nature. ADA brigades and battalions conduct operations at the tactical level.
4-29. Planning is a continuous process that begins with the receipt of a mission and the commander's guidance, and continues concurrently with combat operations. Planning and fighting are often conducted concurrently. Planning is done as thoroughly as time allows. Successful planning requires an appreciation of the simultaneous nature of operations, awareness of the total mission, anticipation of future events, and an understanding of the operational framework and battlefield organization.
4-30. Multiple types of operations go on simultaneously throughout the commander's battlespace. A wide variety of combat and non-combat operations require synchronization to achieve designated objectives.
4-31. The combatant commander's single unifying campaign plan synchronizes actions taken at each level of war against the threat. The intent is to destroy or disrupt the enemy's key capabilities and functions and exploit the resulting advantage before the enemy can react. Commanders at all levels require vision to fight simultaneously and to respond to contingency requirements. Subordinate service and functional commanders prepare operations plans with supporting actions and operational and tactical objectives that embody the strategic objectives given in the CINC's campaign plan.
4-32. From receipt of the mission to its accomplishment, commanders at all levels consider everything that may affect their operation. Awareness is thinking beyond the current moment and throughout the dimensions of the commander's battlespace. By having total mission awareness, the commander thinks about immediate tasks to accomplish and about activities before and after the immediate tasks.
4-33. An effective fighting force requires teamwork that is based on individual trust and unit cohesion. In many cases of force-projection operations, deploying units will find themselves assigned to an organization that has not previously trained or worked with them. Additionally, many Army units may be operating in a joint, multinational, or interagency environment for the first time. Forging a team is one of the early challenges facing commanders. Team-building techniques should include commanders' meetings, leader reconnaissance, and liaison team exchanges.
4-34. Army planning requires a complete definition of the mission, expression of the commander's intent, development of a concept of operations and completion of commander and staff estimates, if time allows. These items form the basis for a plan or order and set the conditions for decisive victory. The initial plan establishes the commander's intent, concept of operations, and tasks for subordinate units. It allows the greatest possible latitude for subordinate leaders. It is flexible enough to permit leaders to seize opportunities consistent with the commander's intent. The plan sets the stage for future operations. The best mission orders are those that specify what the subordinate commanders are to do without directing them how they must do it.
4-35. Army commanders determine the best sequence of operations to set a tempo and shape the battlespace so that forces will reach the desired objective. Commanders consider a variety of factors that affect sequencing decisions. Force projection operations are complicated by a rapidly changing threat situation. The sequence of operations that commanders choose should be flexible enough to accommodate change.
4-36. The sequence of major operations or battles relates directly to the commander's decision on phasing. A phase represents a period during which a number of forces are involved in similar activities. A transition to another phase indicates a shift in emphasis. During planning, commanders establish conditions for moving into each phase. Actions by the enemy can determine conditions for phases. Combat service support (CSS) is crucial to phasing. Operational planners must consider establishing logistics bases, lines of communications, priorities for services and support, and protection of logistics. CSS is key to sequencing the major operations of a campaign; and air and missile defense is critical to protection of all CSS activities.
Branches and Sequels
4-37. No plan of operations survives intact after first contact with the enemy. The commander builds flexibility into the plan to preserve freedom of action under rapidly changing conditions. Branches and sequels directly relate to the concept of phasing. Their proper use can add flexibility to a campaign or operation plan.
4-38. Branches are contingency plans or options built into the basic plan for changing the disposition, orientation, or direction of movement, and for accepting or declining battle. They give commanders flexibility by anticipating enemy reactions that could alter the basic plan.
4-39. Sequels are subsequent operations based on the possible outcomes of the current operation. Executing a sequel will normally mean beginning another phase of the campaign. This is a continuous process during an operation so that the commander always has options.
4-40. Deception operations are designed to mislead enemy decision-makers by distorting, concealing, and falsifying friendly intentions, capabilities, and dispositions. The deception target is the enemy commander. The objective is to mislead the opposing military commander, which supports the goal of inducing the enemy to conduct activities that unwittingly serve friendly purposes.
4-41. Deception operations can be planned at all levels and must support the higher headquarters deception plan. In some cases, strategic and operational plans may include the employment of operational and tactical forces without their commanders being aware of the deception effort. Tactical deception may relate to smaller or more localized areas or forces where actions indirectly deceive the enemy as to exactly when, where, how, or who will accomplish the missions.
4-42. Many ADA units have unique and powerful signatures. Since ADA units are vital to force protection, they may be frequently deployed and employed in support of deception operations. Equally important, whenever possible ADA units should take actions that deceive threat RSTA as to their own locations and capabilities.
4-43. A rehearsal is the process of practicing a plan before actual execution. Rehearsing key combat actions allows participants to become familiar with the operation and to visualize the plan. Rehearsals assist units in orienting themselves to their environment and to other units during execution. Rehearsals provide an opportunity for subordinate leaders to analyze and understand the plan. Rehearsals also provide a forum to "proof" the plan, which validates its feasibility, logic, and adequacy of battle command measures. Rehearsals with combat units usually occur at the tactical level, while operational level headquarters can rehearse key aspects of a plan using command post exercises. Even if time does not permit a complete rehearsal with a full complement of troops and equipment, some form of rehearsal must take place with all key leaders.
4-44. ADA commanders and leaders must conduct some form of rehearsal with their units. They must also participate in the rehearsal of the supported units. Time management must be utilized to accomplish both tasks.
4-45. The use of weapons of mass destruction can have an enormous impact on the conduct of all operations. Not only does their sheer killing and destructive power redefine the tactical battlefield, but the strategic, operational, psychological, and political impacts of their use affect campaign designs. The effects of these weapons can cause large-scale shifts in tactical objectives, phases, and courses of action at all levels. Planning for the possibility of their use against friendly forces is critical to campaign design.
4-46. A swift end to the conflict will partially negate the opportunity to employ these weapons. Still, force protection is an imperative in this environment. Effective air and missile defense is crucial. Commanders implement defensive principles of avoidance, protection, and decontamination. Commanders also take offensive preventive measures such as raids, air attacks, and operations designed to locate and neutralize such weapons.
4-47. ADA units provide for the protection of the force and geopolitical assets from many forms of chemical or biological air or missile attack. In order to provide such protection, ADA soldiers must be prepared to survive, fight, and win under conditions produced by weapons of mass destruction.
operational FRAMEWORK and BATTLEFIELD organization
4-48. An operational framework helps commanders relate their forces to one another and to the enemy in time, space, resources, and purpose. This framework establishes an area of geopolitical and operational responsibility for the commander and provides a way to visualize how to employ forces against the enemy. To understand this framework is to understand the relationship among the area of operations (AO), battlespace, and the battlefield organization. Proper relationships allow for simultaneous operations and massing of effects against the enemy.
4-49. US joint doctrine establishes a framework wherein joint forces can apply combat power simultaneously throughout the land, sea, air, and space dimensions of the theater. US Army doctrine also prefers such a framework. Selecting choices to comply with that framework is the business of tactical- and operational-level commanders and staffs. See FM 100-5 for a detailed discussion of the operational framework and battlefield organization concepts.
4-50. The CINC achieves theater focus by structuring the theater through the application of operational art. Theater structure is a product of the CINC's strategic objective, forces allocated for the theater, strategy for employing the factors of mission, enemy, terrain and weather, troops, time available, and civil considerations (METT-TC), and the presence of alliance or coalition structures.
4-51. During stability and support operations commanders-in-chief can focus their efforts through the designation of an AO. If required, the AO may be further subdivided by delineating a joint operations area (JOA), joint zone (JZ), or joint special operations area (JSOA).
4-52. During war a commander-in-chief achieves focus through the designation of theaters-of-war (figure 4-1). Within that theater, single or multiple theaters of operation can be formed. Multiple theaters of operation are formed when there are multiple major threats. A JSOA can also be designated. The JSOA within the theater of war can overlap into the theater of operations.
4-53. A theater of war does not normally encompass the theater commander's entire area of responsibility (AOR). The theater commander may thus conduct combat operations within a theater of war and react to a separate contingency in a theater of operations or JSOA elsewhere in his AOR. The theater commander would continue normal peacetime activities throughout the remainder of the AOR.
4-54. Nation assistance and similar activities do not cease when higher levels of violence begin. The theater environment is often one of simultaneous activities across the full range of military operations.
4-55. The theater commander could also establish a combat zone (CZ) and communications zone (COMMZ). The CZ is an area required by combat forces to conduct operations. It normally extends forward from the corps rear boundary. The COMMZ constitutes the rear portion of a theater of operations, reaching back to the CONUS base or perhaps to another combatant commander's AOR. The COMMZ contains those theater organizations, lines of communications (LOC), and other agencies required to support forces in the field. The COMMZ includes air and seaports that support the flow of forces and material into the theater. It is usually contiguous to the CZ but may be separate and connected only by a thin LOC.
4-56. Battlefield success requires a combined arms effort that is well-integrated into joint and multinational operations. Weapons of increased complexity and lethality characterize the battlefield. The air battle is an integral part of the joint battle, and the US Army contributes to the air battle through air and missile defense operations.
4-57. Army doctrine describes the structure of modern warfare and recognizes its inherent three-dimensional nature. Synchronizing ground operations with air operations is the bedrock on which this doctrine is based.
4-58. The principal task of theater commanders and their subordinates is to plan and execute campaigns. The goal of campaigns is to achieve strategic military objectives through the concentration of superior strength against enemy vulnerabilities at the decisive time and place. Participating services work in concert toward common goals and synchronize their efforts.
The Campaign Plan
4-59. The theater campaign plan originates with broad, strategic guidance from the National Command Authority, Joint Chiefs of Staff, or multinational command authority. Based on this guidance, the JFC and staff complete an estimate of the situation, decide upon a course of action, and direct the preparation of the theater campaign plan.
4-60. A campaign plan reflects the JFC's translation of national and alliance or coalition strategies into a theater military strategy. The campaign plan expresses operational military objectives that support the theater strategy, and it defines those objectives in terms of desired results of combat operations. The campaign plan also expresses the commander's mission priorities and decisions regarding apportionment of the resources of component air, land, and sea forces. Through the theater campaign plan, the JFC states the intent and provides a blueprint for conducting the early phases of the campaign. The plan also provides a general concept for follow-on campaign operations and contains campaign sustainment guidance.
4-61. Component commanders assist in preparing theater campaign plans and develop mutually supporting and synchronized air, land, and sea operations plans. Their plans implement the theater commander's guidance as it affects the employment of their respective forces. The JFC ensures the supporting plans embody the theater campaign objectives and provide for maximum combat power at the right place and time. Synchronization and unity of effort are the principal benefits of the JFC's review and integration of the supporting operations plans into the theater campaign plan.
Roles of the Components in the Campaign
4-62. The US Army, Air Force, Navy, and Marine Corps, as well as multinational forces, support the theater campaign through interlocking missions and combat functions. The joint and multinational air forces contribute to the air operations. Through their participation in air interdiction, counterair, and close air support, the joint air forces directly support the theater commander's land operations. Due to the land, sea, and air capabilities of the Navy and Marine Corps, the JFC integrates them into all aspects of the theater campaign plan.
4-63. The Army's role in the theater campaign is also multidimensional and requires combined arms. The Army's combat functions directly support land operations and also support air operations. For example, the air defense combat function, for which ADA is both the proponent and principal contributor, is the Army's primary means to integrate Army contributions to joint counterair and theater missile defense operations. The campaign planning linkages depicts an example of integrated Army and Air Force support that is required to conduct the theater campaign (figure 4-2).
4-64. Army doctrine stresses the importance of the relationship between air and ground operations. The airspace of a theater is as important a dimension of ground operations as the terrain itself. To ensure maximum benefit from air operations, the theater commander may designate a joint force air component commander (JFACC). The JFACC is responsible for air operations planning, coordination, allocation, tasking, and execution of air operations.
Joint Air Operations
4-65. Normally, the forces under the JFACC's control perform the air operations combat missions concurrently. The missions are mutually supporting and include, but are not limited to, air interdiction (AI), close air support (CAS), counterair (CA), strategic attack, tactical surveillance and reconnaissance, tactical airlift, and support of maritime operations. Air operations influence all other combat operations. Air operations may be independent of land and sea activities and can achieve certain independent results. However, they normally combine with other combat operations to produce interrelated results that support the theater commander's objectives. Each element of the air operation is important to the successful completion of the theater campaign; but strategic attack, AI, CAS, and counterair components are the primary contributors to land operations. TMD attack operations do not ordinarily receive their own air apportionment category. Rather, TMD attack operations are a part of strategic attack and offensive counterair.
Counterair and Theater Missile Defense Operations
4-66. Airspace provides an added dimension to maneuver. Forces use the air environment for maneuver, delivery of fires, surveillance, reconnaissance, electronic warfare, battle command, and transportation. The commander who best exploits the full potential of airspace will more effectively exercise freedom to maneuver forces at the right place and time. Air superiority enables commanders to better optimize their tactical flexibility and their freedom to execute attacks to neutralize or destroy an enemy's potential to wage war. Counterair and theater missile defense operations protect friendly forces, enable friendly forces to use airspace, and deny use of airspace to the enemy. Thus, counterair and theater missile defense operations are an integral part of planning, fighting, and winning the campaign.
Operational Elements of Counterair and Theater Missile Defense
4-67. The operational elements of counterair operations are offensive counterair (OCA), and defensive counterair (DCA). The four operational elements of theater missile defense (TMD) are active missile defense, passive missile defense, attack operations, and TMD C4I.
General Requirements of Counterair and Defense Operations
4-68. Operations require coordination of each service's capabilities. A fully coordinated battle command system facilitates inter-service synchronization of activities. The proper mix and synchronization of surface-based and aerial platforms provide the commander with flexible and agile forces that complement each other and deny the enemy a preferred attack option. Similarly, flexible offensive forces must simultaneously engage the threat by performing attack, OCA, AI, SEAD, and CAS operations to degrade the enemy's capability to bring combat power to bear and to exploit every possible enemy weakness.
4-69. Contributions by Army assets, particularly ADA and FA, to the joint theater air and missile defense mission is important to overall air and ground operations. The Army air defense contribution to the counterair and theater missile defense operation is a major factor in providing ground-force commanders greater combat air power to achieve their objectives. Army contributions directly influence the JFC's apportionment of the total air effort. The JFC determines the allocation of capabilities and forces, made available by components, necessary to support his goals. The JFC normally apportions the available capabilities and forces for each of the mission areas of strategic attack, interdiction, CAS, counterair, and maritime support by percent, priority of effort, or weight of effort.
4-70. Attack operations may be factored into OCA, but can be accomplished in other mission areas such as interdiction. After joint and Army AMD forces have established air superiority, the JFC can reduce the apportionment of capabilities and forces to counterair. These assets can then be tasked in support of other air, sea, and ground operations.
4-71. Force projection is the military component of power projection. Force projection operations usually begin as a rapid response to a crisis somewhere in the world. Force projection operations challenge ADA leaders. Early critical decisions are required at every level in war and stability operations and support operations. ADA commanders will routinely be required to plan and execute multiple concurrent activities.
4-72. Projecting the force anywhere in the world is a joint mission and total Army mission that involves active and reserve component units, the mobilization base, and Department of the Army civilians. It includes the mobilization, deployment, and sustainment of the employed force; and the redeployment and demobilization of the force in preparation for future missions. ADA units should not expect to move smoothly from one stage to the next stage of force projection operations.
4-73. Force projection is a complex process in which each action affects many others. Deployed forces and lines of communications require protection. The intelligence community may only have general information about a contingency area. Host nation support may be unknown. Missions might change at any point. Despite the complexity of force-projection operations, ADA units must execute them successfully.
4-74. Credible, robust and lethal forces must be introduced early in force-projection operations. Sufficient combat power to resolve a crisis on favorable terms must be deployed. These forces must be interoperable and flexible to take into account unforeseen circumstances. The early entry air and missile defense force must possess the lethality to protect the force the moment it arrives in theater. Commanders cannot depend on having the time to build up lethal forces in a theater. An air and missile defense task force with enough assets and access to joint and multinational counterair, theater missile defense, and intelligence assets might even be able to deter the enemy from attacking critical functions such as battle command, logistics, and maneuver.
4-75. ADA commanders and units everywhere in the Army must expect to be alerted and deployed with little prior warning. If units have been assigned a region of focus, planning must begin long before alerting. Continuous force tracking (total asset visibility) and intelligence readiness are important elements of anticipation. Plans must be simple, deployment options redundant, and deployment flow sufficiently versatile to generate alternative options. Early deploying air and missile defense forces must have the combat capability to protect lodgments from the moment of arrival since hostilities can begin at any time.
4-76. Force tailoring is the process of determining the right mix and sequence of units. Crisis response ADA forces on quick alert may have little time to tailor forces. Their force packages should include sufficient combat power to sustain them for the short term. Tailoring includes force refinement, which is the continuous process of adjustment conducted by the supported and supporting commanders. The resulting force represents the best compromise between mission, optimum force, actual force available, time, lift available, and theater supportability. Initial and follow-on ADA reinforcement forces can then be tailored to meet the specific concerns of the long-term mission.
4-77. Commanders find they may need to substitute one type of ADA unit for another or to add ADA units that have never trained together. This places a premium on early and continuous teamwork that builds the cohesion that is essential for mission success. Units must standardize tactics, techniques, and procedures to enhance teamwork and total force integration. ADA commanders must select a force composition appropriate for the mission, build the team, and plan for simultaneous deployment and rapid employment of the ADA force.
4-78. The intelligence combat function must provide timely, relevant, accurate, and predictive all-source intelligence on threat capabilities and activities. The enemy's' mobility operations entering the theater include advanced conventional weaponry, WMDs, and various types of sea mines. Today's enemies possess the motives and means to interrupt the deployment of multinational forces and US forces. Ports of debarkation (PODs) are particularly attractive targets since they are likely to be bottlenecks where people and materiel pile up.
4-79. The following principles are critical to Intelligence and Electronic Warfare operations:
4-80. Intelligence must support the air defense commander during all phases of the decision-making process. During planning the commander at each level drives the intelligence effort. They initially drive intelligence through the identification of priority intelligence requirements (PIR). Each commander must broker subordinate commanders' intelligence requirements, after which, intelligence assets are tasked to meet those requirements.
4-81. Force-projection operations will challenge ADA battle command. Two or more phases may be conducted concurrently. The deployment phase may result in the physical separation of units in space and time. The enemy may attack unexpectedly before deployment is complete. Simplicity and the ability to adapt and adjust are key considerations. ADA commanders must adapt to the nature of the deployment flow and prepare plans that rapidly build combat power, provide protection of the force, and facilitate future operations.
4-82. ADA commanders must have robust battle command means during force projection. They must accurately track friendly forces and forecast their arrival in theater. Space-based systems can greatly facilitate the commander's near-real-time knowledge of unit status and other key assets, as well as connecting into joint and multinational counterair and theater missile defenses. Establishing adequate communications networks will require innovation. Communications must be secure, reliable, timely, and compatible with the mix of supporting, supported, and adjacent forces and services. ADA units must rapidly establish communications with other organizations and services in the operation.
4-83. Successful ADA force projection requires flexible and modular logistics. The nature of logistical projection depends on the factors of METT-TC. Force projection may require the development of forward support bases, intermediate staging bases, and lodgments in theater. Contracted logistics may provide some initial support. Direct contractor support may be provided to ADA units throughout the campaign. Split-based logistical operations (part in theater and part in the US) reduce the burden on the deployment flow and preclude unnecessary stock in theater. A split-based logistics concept relies on assured communications systems.
4-84. Realistic ADA mission training is important. Units build on home-station training by focusing on missions and conditions they expect to encounter during force projection operations. Although training begins at home stations, ADA units continue to train to standard and to rehearse following arrival in theater and throughout the conduct of operations as time, the threat, and other conditions permit. Units should regularly review soldier and equipment readiness and perform emergency deployment readiness exercises to ensure preparedness for deployment. Lessons learned should be passed up the chain of command, from unit to unit and from early deploying units to follow-on forces. Training continues after combat ceases.
4-85. Force-projection operations will almost always involve operations with other nations. Measures taken to achieve unity of effort and mutual trust greatly facilitate operations with host nations. Commanders and soldiers should be sensitive to cultural differences that may impact on operations.
4-86. Multinational counterair and missile defense requirements must be incorporated into the overall plan. Likewise, multinational capabilities must be maximized during operations.
4-87. The impact of the media on the conduct of air and missile defense operations is substantially greater today than in any previous era. Providing early and continuous access to the press throughout force projection enhances operations and strengthens public support. However, misuse of the media can endanger units; provide the enemy vital target, combat damage, and friendly force deployment data; and weaken public support. ADA commanders must take the presence of the media and its potential impacts into account during all phases of force projection operations.
4-88. At all stages of force-projection operations, commanders at all levels must consider issues related to the end of hostilities and the transition to peace. At every level, analysis of the objectives for the operation should always include consideration of the anticipated consequences of the war to help smooth the transition from active combat to post conflict operations.
4-89. Force projection is the military's ability to respond quickly and decisively to global requirements. It is fundamental to Army doctrine. The eight stages of force-projection operations follow a general sequence, although these stages often overlap in time and space. Activities of one stage will often blend with another.
4-90. ADA commanders should assume no set arrangement of events. They should be prepared to deal with many concurrent activities. They should conceptualize a logical flow through the stages but be prepared to make adjustments. The stages of force projection include the following:
Stage one -- MOBILIZATION
4-91. Current strategy places an enormous premium on the ability to rapidly generate the forces (units), manpower (individuals), and logistics support required to support the commander in achieving his mission. Mobilization is a phased, concurrent, and continuous process designed to rapidly expand and enhance the mission capability of the Army in support of a military response to crisis or natural disaster. The authority to order mobilization resides with the President and/or the Congress.
4-92. Mobilization includes five levels, which support mobilization for specific or limited contingencies up to the full mobilization necessary to support large, protracted wars. The mobilization flow for an RC unit consists of planning, alert, activities at home station, activities at mobilization station, and activities at the port of embarkation. ADA commanders anticipating augmentation by RC units or individuals must be involved in providing training guidance and mobilization planning during the planning and alert phases. During the remaining phases, commanders must be prepared to receive units and/or individuals, organize personnel, supplies, and materiel, certify the proficiency of individuals and units and deploy the units into theater.
4-93. ADA commanders must be involved in the mobilization process because of the current reliance on the RC. In nearly every contingency, RC units and individuals are relied upon to accomplish the mission. Details of the mobilization process are in FM 100-17.
stage two -- PREDEPLOYMENT ACTIVITY
4-94. Since all units are an integral part of the force-projection strategy, unit mission-essential task lists must reflect appropriate mobilization and deployment tasks. AC commanders anticipating augmentation by RC units should involve themselves in the RC unit's training program to insure that RC training is relevant to the AC unit's mission and training program. ADA unit training must emphasize all critical aspects of force projection.
4-95. Task organization is conducted based on the mission and resources available. The theater campaign plan will specify command, intelligence, logistics, and any multinational operations relationships, if known. The G2 or S2 must begin a detailed IPB as early as possible to support planning. Anticipatory logistics planning during this stage is key to successful execution of later stages. Operations security is critical during this stage. The combatant or joint force commander will establish the sequence in which Army units should deploy relative to the movement of forces of the other services. ADA commanders must prioritize deployment sequences consistent with METT-TC. ADA commanders use available time to complete training and certification as well as building team cohesion. For forward presence forces, it may be necessary to provide air defense force protection and counter-RSTA during this stage.
stage three -- DEPLOYMENT
4-96. ADA units are trained, structured, and postured for rapid deployment. Deployment planning tools, described in FM 55-65, allow commanders to adapt to rapidly changing circumstances. Lift assets are limited, but critical to the successful projection of the force. ADA commanders make every effort to integrate the capabilities of the host nation, joint and multinational forces, and forward presence forces with those of the deploying force. Commanders must balance the factors of METT-TC against available lift assets to determine the composition of the initial response force. Each crisis will have unique demands, causing commanders to balance requirements against lift. In deployment, commanders must maintain versatility and agility in force mix, their combat capability, sustainment, and lift, along with the need to forecast future events that call for decisions early in the deployment stage.
4-97. ADA commanders are responsible to provide forces protection during deployment. They must tailor the force to accomplish the mission against the threat developed during IPB. They may have to sacrifice mobility, redundant communications, and sustainability to bring in sufficient firepower to protect the force and designated assets during the initial phases of the deployment. Counter-RSTA will also be a significant part of the responsibilities of the ADA commanders, especially with respect to UAVs. Protection of joint air and missile defense priorities may outweigh defense of service priorities.
stage four -- ENTRY OPERATIONS
4-98. The requirements of entry operations will vary. Each operation will be different. Entry may be either opposed or unopposed. Forces are most vulnerable and the success of the operation at greatest risk during initial entry. This vulnerability is most acute when the enemy possesses weapons of mass destruction. Defensive and offensive operations to counter these weapons will affect ADA, Army, joint, and multinational planning. Protecting the entry force will be critical to the success of this phase of the operation.
4-99, Continuous intelligence support is critical. Entry force commanders will have in-flight intelligence during deployment and entry operations. Once on the ground, a deployable intelligence support element (DISE) will provide split-based intelligence operations by bringing together communications capabilities, automated intelligence fusion systems, and broadcast downlinks in a scalable, deployable package.
4-100. Even as entry operations are beginning, the commander shifts focus to building up capabilities in preparation for operations. Entry operations include rapid buildup and expansion that may require the following:
4-101. ADA forces provide the requisite force protection, in coordination with other joint and multinational air and missile defense elements. Early deployment of counter-missile and counter-RSTA ADA units is crucial to the success of entry operations. Even in an apparently benign entry operation, protection of the force remains a critical command consideration. Theater missile defense operations protect the lodgment, geopolitical assets, and debarking forces. Counter-RSTA operations deny the enemy targeting information, which is key to the enemy sustaining an effective air or missile attack. Units conducting counter-RSTA operations may need to be deployed away from the force to achieve early engagement. As the joint force expands the lodgment, ADA units continue to protect the force and geopolitical assets and deny threat RSTA throughout the AO. This is particularly critical to deceiving the enemy on the US intended course of action.
Reception, Staging, Onward-Movement and Integration
4-102. As forces enter the theater of operations they will undergo reception, staging, onward-movement, and integration (RSOI) processing. These terms are defined as follows:
4-103. Six imperatives must be achieved in order for units to successfully conduct RSOI operations. The six RSOI Imperatives are as follows:
4-104. RSOI requires home-station training to be successful and is imperative to effective force projection operations. RSOI is the means by which commanders shape and expedite force closure in the theater of operations. Effective, well-conceived RSOI operations greatly speed force closure; conversely, an ineffective RSOI delays force closure and compromises the CINC's ability to implement the concept of operations.
stage five -- decisive OPERATIONS
4-105. At some point in time, the joint force commander will decide to move against the enemy. The ground commander might reposition forces to facilitate the imminent start of combat. ADA units will be required to cover the force from the enemy while it moves. ADA units may be involved in deception operations related to repositioning the force.
4-106. Army commanders normally seek to engage threat forces simultaneously throughout the depth of the AO. The commander weights the main effort with sufficient, sustained combat power to win the decisive battles and allocates enough combat power to supporting efforts to ensure overall victory. Force agility, initiative, and synchronized operations throughout the width and depth of the battlefield characterizes ADA operations. Counter-RSTA and force protection remains crucial to the multinational, joint, and Army commanders' plans. Commanders conduct their operations with a sound logistical foundation integrated with their concept of combat operations. Countering helicopters increases in importance during the operations phase. Ensuring freedom to maneuver and minimizing casualties for the force are two of the primary objectives of air defense.
4-107. ADA commanders must use the same types of planning processes used by the supported force. This facilitates understanding and synchronization. Naturally the factors which go into the planning process for ADA units will be task organized to their mission and capabilities. ADA commanders use employment principles and guidelines to design air and missile defenses. When applying these principles and guidelines, planners must consider the tactical and technical capabilities of each weapon and sensor system as well as the relevant factors of METT-TC, IPB, and the air and missile defense priorities.
Air Defense Artillery Employment Principles
4-108. Commanders apply four principles when planning active air and missile defense operations. These principles are mass, mix, mobility, and integration.
4-109. Mass is the concentration of air and missile defense combat power. It is achieved by assigning enough firepower to successfully defend the force or the asset against air and missile attack or surveillance. To mass air and missile defense combat power, commanders may have to accept risks in other areas of the battlefield.
4-110. Mix is the employment of a combination of weapon and sensor systems to protect the force and assets from the threat. Mix offsets the limitations of one system with the capabilities of another and complicates the situation for the attacker. All joint and multinational arms resources are considered when applying this principle. Proper mix causes the enemy to adjust their tactics. Enemy tactics designed to defeat one system may make the enemy vulnerable to another friendly system.
4-111. Mobility is the capability to move from place to place while retaining the ability to perform the air defense mission. The mobility of air and missile defense resources must be equivalent to the mobility of the supported force. First priority for mobility should be planning moves that support accomplishment of the mission. Tactical situations may dictate additional moves to enhance survivability. Strategic mobility is essential to support force-projection operations.
4-112. Integration is the close coordination of effort and unity of action, which maximizes operational effectiveness. It is applicable, regardless of command relationships established. Active air and missile defense operations must be integrated into the supported commander's concept of the operation. The AD plan describes vertical and horizontal integration of air defense systems across the width and depth of the battlefield and includes integration with joint and multinational forces.
Air Defense Artillery Employment Guidelines
4-113. Planning and positioning ADA resources involves applying six employment guidelines. The guidelines are mutual support, overlapping fires, balanced fires, weighted coverage, early engagement, and defense in depth (figure 4-3).
4-114. Mutual support is achieved by positioning weapons so that the fires of one weapon can engage targets within the dead zone of the adjacent weapon system. For gun systems, this dead zone is usually small. For missile systems, the dead zone can be large and the need for mutual support is great. Mutual support can also be used to cover non-operational units or units at lower states of readiness.
4-115. Overlapping fires are achieved by positioning weapons so their engagement envelopes overlap. Because of the many altitudes from which the enemy can attack or conduct RSTA operations, the defense planner must apply mutual support or overlapping fires vertically and horizontally.
4-116. Balanced fires are achieved by positioning weapons to deliver an equal volume of fire in all directions. This may be necessary when air defense is used in an area where the terrain does not canalize the enemy, or when the air avenue of approach is not predictable.
4-117. Weighted coverage is achieved by combining and concentrating fires toward the most likely threat air avenues of approach or direction of attack. Based on the tactical situation, a commander may risk leaving one direction of attack unprotected or lightly protected to weight coverage toward another direction.
4-118. Early engagement is achieved by positioning sensors and weapons so they can engage the threat before ordnance release or target acquisition. Ideally, ADA should engage and destroy the enemy before it can fire on or acquire the defended asset or force.
4-119. Defense in depth is achieved by positioning sensors and weapons so the air threat will come under an increasing volume of fire as it approaches the protected asset or force. Defense in depth lowers the probability that the enemy will reach the defended asset or force.
Air and Missile Defense Priorities
4-120. The ADA commander considers METT-TC, IPB, and the supported commander's intent and concept of operations before recommending air and missile defense priorities. The ADA commander develops these priorities based on the factors of criticality, vulnerability, recuperability, and the threat. The ADA commander recommends these priorities to the supported commander for approval.
4-121. Criticality. Criticality is the degree to which an asset or force is essential to mission accomplishment. Determination of the criticality of an asset or force is made by assessing the impact on the conduct of the operation that would result from damage to the asset or force. The degree of criticality is based on whether damage to the asset or force prevents, seriously interferes with, or causes only limited interference with the execution of the plan.
4-122. Vulnerability. Vulnerability is the degree to which an asset or force is susceptible to surveillance and attack or to damage if attacked. When assessing vulnerability consideration should be given to the following factors about the asset or force:
4-123. Recuperability. Recuperability is the degree to which an asset or force can recover from inflicted damage in terms of time, equipment, and available manpower to continue its mission. The ADA commander considers the time to replace soldiers, equipment, or entire units, as well as whether a different element can perform the same mission. Assessment of geopolitical assets is provided by coordination with civil authorities.
4-124. Threat. The probability of an asset or force being targeted for surveillance or attack by enemy air must be assessed as part of the threat. The use of threat information to develop AD priorities is a reverse IPB process--what we expect enemy air to survey and attack, based on IPB. Targeting information provided by intelligence estimates, past enemy surveillance and attack methods, and threat doctrine is useful in evaluating air and missile defense priorities. To determine the relative importance of assets and forces, the ADA commander considers certain characteristics that make an asset or force a lucrative target for the enemy. In effect, this is reverse target value analysis.
Stage six -- POSTCONFLICT OR POSTCRISIS OPERATIONS
4-125. Deployed forces transition to a period of post-conflict operations after hostility has ceased or a truce is declared. This transition can occur in one part of a theater while combat operations are still underway in other parts. Post-conflict operations focus on restoring order, minimizing confusion following the operation, reestablishing host nation infrastructure, preparing forces for redeployment, and continuing a presence to allow other elements of national power to achieve the overall strategic aims. Post-conflict operations place demands on every level of command. ADA units may be called upon to conduct humanitarian assistance and population control. ADA personnel may be required to control prisoners, handle refugees, and perform other related humanitarian assistance and control activities.
4-126. However, the post-conflict stage may be interrupted by the resumption of hostilities. Thus, units must rapidly consolidate, reconstitute, train, and prepare to remain in theater should the fighting resume. During this time, force protection is vital to prevent isolated attacks. ADA forces concentrate on providing force security and preventing surprise, permitting unimpeded reconstitution and facilitating unopposed embarkation of forces that are no longer needed in theater. Air and missile defense forces may remain in theater after the end of hostilities to perform stability and support operations.
stage seven -- REDEPLOYMENT
4-127. The objective of this stage is to return to home station the forces that are no longer needed. Post-conflict requirements have a direct effect on the redeployment flow. Commanders contend with the same challenge as in deployment, which is balancing the factors of METT-TC against available lift assets. Forces not required for subsequent operations will return to home station and prepare for future missions.
4-128. Protection of the force during redeployment is as critical as during deployment or any other stage of the operation. While the most significant aerial attack capabilities may have been eliminated, air and missile defense forces must be prepared to counter desperation or retaliatory air and missile attacks.
4-129. Reconstitution activities can begin in theater prior to redeployment. They include rebuilding unit integrity and accounting for soldiers and equipment. If the force has been exposed to nuclear, chemical, or biological contaminants, reconstitution activities may include thorough decontamination of personnel and equipment. These activities continue after arrival at home station with the focus on the rebuilding of units back to pre-mobilization levels of readiness, regeneration of logistics stockpiles, and the accountability of mobilized equipment and supplies.
stage eight -- DEMOBILIZATION
4-130. Demobilization is the process by which units, individuals, and materiel transfer from active to a pre-mobilization posture. Although the overall focus is generally on units and individuals, the demobilization of logistics also requires significant resources. The unique requirements of RC soldiers (e.g., re-employment rights, etc.) and RC units demand the attention of the commander. Lessons learned must be captured before demobilization is completed.


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unhung 1
(Especially of a picture) not hanging or hung: unhung paintings
More example sentences
- The show coming down and the one going up were both really good, and the profusion of red dots, even on works as yet unhung, showed there are people about who value good work and are prepared to invest in it.
- Do you hide it with those unhung pieces of clothing?
- With a quarter of the room devoted to a children's learning area and the largest wall left unhung, proper thought has not been given to best use of limited space.
For editors and proofreaders
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unhung 2
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= trending

subset: commoncrawl


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quote: A democracy will continue to exist up until the time that voters discover that they can vote themselves generous gifts from the public treasury.
quote: The thing with the sub prime market is just that the sub prime market. They didn't have any money to spend any way that is why they were sub prime to begin with. All those defaulted properties still have value so the lenders aren't out much except the loss in property value from trying to move so much property at once.
quote: The housing market may not being doing so hot at the moment but the economy as a whole is not rotten. DailyTech even posted an article just last week about IT salaries being the highest they have been in years.
quote: the world is not as dependent on us as they used to be because we don't really manufacture anything.
quote: I also recommend Friedman. He makes the brains of socialist big-government people explode.
quote: So the main problem we have are the larger corporations going to China/India/Indonesia/etc to get cheap labor when they can use what they have on their own soil.
quote: Apple continues to cut prices in hopes of keeping sales alive, but the outlook is still far from rosy.
quote: After a rough fourth quarter, NAND manufacturers hoped to get a break and instead they got slammed by more band news, this time from Apple
quote: may be a reflection of the sagging of the U.S. economy, burdened by the U.S. sub-prime mortgage crisis, which has led many analysts to predict a rather dire consumer market for the year.


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IEA Director General Mark Littlewood discussed the cost of living crisis, claiming that though the problem is significant, we are currently pursuing the wrong solutions on welfare. This is evidenced by the lack of effective change in actually reducing food poverty in the UK despite the soaring welfare bill in the past forty years. He commented that by focusing on wages and income transfers, we are not looking at the proper solution, which is to tackle government policy that has increased the cost of living. Mark instead suggested the removal of planning restrictions which would increase the housing supply in the UK, reducing prices and increasing the amount of land that can be developed in the UK. Also he suggested the removal of the Common Agricultural Policy (CAP) and taxes by the government on energy and heatiing.
These suggestions would enable the money spent in the in welfare bill streches further by reducing the cost of living. Furthermore, he suggested greater targeting of this welfare, as currently sixty percent of people are net beneficiaries who do not necessarily need it, which fritters away government resources. He suggested this could be done through such policies such as removing the free bus pass from wealthy pensioners.
You can listen to the full programme here. Mark's segment begins at 1:23:30.


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Each year in Ocean City, when the crowds die down and the winter breeze sweeps off the ocean onto the vacant beach, something magical happens. As darkness rolls in and we witness the last breath of sun fade away until the morning light, Ocean City's Winterfest of Lights illuminates the town.
This year will be the 22nd installment of Winterfest of Lights, arguably one of Ocean City, Maryland's most popular events. From November 20th–January 4, 2015 people will brave the cold to witness the seemingly magical display of lights. There are over 1 million holiday lights that blend together to tell a story of holiday cheer. Each year it seems that this event gets bigger in one way or another. Whether it's more lights, or a new edition to the gift shop area, the event seems to expand almost as rapidly as the smiles upon the patrons' faces.
Winterfest of Lights is an event that everyone must experience at least once, if not more. Out-of-towners tell us how they come down just for Winterfest, and locals devote time each year to making sure they return to the annual festivities. It is a unique experience that has something for everyone to enjoy, especially the kids. Inside the heated, temporary building that houses the loading station you will find Yukon Comelius' gift shop filled with all sorts of festive goodies. However, it isn't the holiday trinkets that catch the children's eye, it is Santa Clause. Santa is also located inside the gift shop for all the kids to take a photograph with and let him know what they want his elves to make them for Christmas.
On those really cold nights you can stop by the drink and snack stand and grab some hot chocolate, hot apple cider, or some cookies and brownies. Because the journey is taken on one of Ocean City Boardwalk's trams, picking up some hot chocolate to keep the body warm is highly recommended. On that note, dressing in layers is suggested, as well as taking a blanket or two to sit on as the benches are made from metal and tend to be very cold.
If you're driving into Ocean City during Winterfest of Lights season, you will most likely notice the signs for the event. The illuminated signs that possess the Winterfest logo are very special to the Harrison Group. Ron Smith, a past employee for the Harrison Group, produced the logo that has represented, and continues to represent, the Winterfest of Lights. The above picture is the original artwork made here, in the same office that I type this blog post. It is the same artwork that hundreds of thousands of Winterfest attendants have laid their eyes. It is truly special that this artwork is still being used, and we at the Harrison Group want to thank Ron Smith for his masterful contribution.
Winterfest of Lights is one of those events that words just don't do it justice. It is something that you truly have to see to appreciate. If you find yourself in town November 20th–January 4th, head to Northside Park on 125th street and witness some true holiday magic. Admission is FREE for children 11 and under, and $5 for guests 12 and older. For more information go here: WINTERFEST OF LIGHTS
Well, i'm not really sure where Summer went and flew off to, but if you turn around, it's still visible in the rearview. It's not tailgating or drafting, but it's still there hanging on for what looks like a few more weeks hopefully. Right now it's honking at us and flashing it's lights trying to grab our attention. What's that you say summer of '14? It's Sunfest weekend!? Oh boy, hotdoggonit, it is Sunfest Weekend! Don't worry everyone, summer time fun is still ...read more
This upcoming Monday, is, THE BIG ONE. Before the sun begins to peak its rays above the horizon, before the rooster crows or the hound howls, and most likely, even before your first cup of coffee, anglers will have set out from Harbour Island, Ocean City on an adventure: An adventure for treasure. For these adventurers, like it has been for many years, the treasure they seek lies beneath the sea. But it is not gold or relics of old, it's the creatures that live within it. The White ...read more
Dickens Parlour Theatre in Millville, Del., has taken its acts to Ocean City, Maryland. Summer nights at the Holiday Inn on 67th Street will feature 'Dicken's On The Road,' a magic-comedy show for all ages. The shows are intimate, and not what one might expect, giving the audience plenty of chances to participate. "It's truly a wow factor that you're not expecting," Jason Gulshen (General Manager at the Holiday Inn) said following the first performance at the Holiday ...read more
Ahhh, love. 'Tis the season for it. Love is so very important in the world we live in. Without love, humanity simply would not exist, it is a fundamental part of being who we are and why we are here. Just the other day there was a big debate between Ken Ham and the ever popular Bill Nye the Science guy. They debated on the age old question/controversy of 'why are we here and where did we come from?' They both cordially argued their points and presented visual aids to support them but ...read more
All year we wait for the big day. For whatever the reason may be. Wishes and hopes and planning and shopping and tradition. Wishes that it be white, wishes to see loved ones, hopes that, even though we're late, we can still find a seat in church. Planning that Santa visits and we finally receive that go-cart that we've circled in the Sears & Roebuck catalogue since we were five. It truly is the most wonderful time of the year and Christmas receives all the attention that it ...read more
A wise man (Mr. Bob Dylan) once said, 'these times they are a changin.' Yet! Even in these a changin times there are a few rules that you can still count on. Such as; what goes up, must come down, all good things must come to an end, and, most importantly, people love photographs.
Indeed, the good that was our 2013 season is coming to an end and you can chalk it up as another great year for the Harrison Group and Ocean City, Maryland. With that said, we would like to thank all of ...read more
With a weather forecast that has this weekend in the 80's and showing next weekend to be sunny and mid 70's one could say that Ocean City, Maryland is experiencing quite the 'Indian Summer.' Simply the best way to describe it is 'ahhhh.' You would be surprised at the amount of opinions and message boards that discuss what an Indian Summer actually is, so to be clear, we here at the Harrison Group will be applying the Webster's Dictionary definition to our Fall season. A pleasant, ...read more
'That's cool.' or 'Hey man, cool.' or 'Whoa, over there, now that is wicked cool!' People recognize cool, and for different reasons. Cool can be applied to a wall paper pattern or even to a flying frog being hurled by a rocket (look up Wallops NASA Frog). Everyone is different, and so is their cool perception. Take for instance smart phones. Smart phone companies spend a ton of money making sure their gadget looks cool. You can't sit through a commercial break without seeing some ...read more
There is a very big, 17th century Spanish ship docked bayside on 3rd Street in Ocean City, Maryland. It is amazing. El Galeon Andalucia is her name and she is magnificent. 'Galleons' are Spanish trade ships built and used from 1500 to the mid 1700's. Consider the Andalucia a 'newer body style' to the boats Ferdinand Magellan used to first circumnavigate the planet. To describe it to someone that has not seen it is a little hard. She has six decks, 12 guns, 3 masts, seven sails, 170 ...read more
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The 25 Pieces to Get You Noticed by Photographers at Fashion Week
Call it street-style photographer bait.By Rebecca Ramsey
Call it street-style photographer bait.By Rebecca Ramsey
You'll be seeing a lot of these items in the next eight days.By Diana Tsui
Vasily Esmanov and Katya Bazilevskaya are covering style for the non-glamour scene.By Julie Ma
An apology to Jennifer Weiner for Egan's chick-lit dismissal: "The person who's criticizing should know what they're saying and whom they're criticizing. I was just vague on my facts."By Boris Kachka
Yeah, he cried.By Adam K. Raymond
Alan Grayson calls a female aide to Ben Bernanke a "K Street whore."By Dan Amira


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June 22, 2009
Sales Dish of the Day: RFPs
Filed under: Sales Dish of the Day
Responding to requests for proposals (RFPs) can be intimidating – but when you have advice from the experts, not so much: Don't be offended by being asked to bid – put yourself in the client's shoes. Respond in a way that educates your prospect about promo products. Give examples of case studies and what you've done in the past. Point out how you offer quality and service rather than just a lowball price.
– From Advantages magazine


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Issue No.01 - Jan. (1974 vol.7)
pp: 9-12
Arthur J. Collmeyer , Xerox Corporation
The May/June 1972 issue of COMPUTER was devoted to the subject of design automation. As with other technologies, the ensuing 18 months have provided ample opportunity for change — enough, in fact, to justify a sequel. Below, guest editor Art Collmeyer introduces this month's issue, which presents a collection of papers providing further insight into the construction and application of design automation systems.
Arthur J. Collmeyer, "Developments in design automation", Computer, vol.7, no. 1, pp. 9-12, Jan. 1974, doi:10.1109/MC.1974.6323435


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GRAND JUNCTION, Colo. (KKCO) - A new pilot program is fueling students' desire to learn science, technology, engineering and math.
"I think it's fun! I like it," says 5th grade student.
Math and science are cool! That's what New Emerson School and the John McConnell Math and Science Center are trying to teach students with hands on experiments.
"Two of them are probably lower jars," says 5th grade student.
This lesson is teaching 5th graders at New Emerson about birds of prey and adaptation. Focusing on the owl and trying to find what prey lives in its habitat, by dissecting owl pellets.
"We found a feather and some of those bones don't exactly fit the rodents," says 5th grade student.
While these experiments sound disgusting, "We found a third rat head," says 5th grade student. They are part of a bigger picture.
"If you look at them they're all so engaged and the hands on is really meaningful to them," says Waiola Horn, 5th grade teacher.
The STEM program which stands for Science, Technology, Engineering and Math is new to New Emerson's curriculum. It's a hands-on program that teaches kids K through 5th grade, how to apply their science studies to real life.
"We have free explore sessions, so they can find out what interests them and then we let the kids choose what they want to become an expert on in each area," says Horn.
Horn says STEM is a pilot program that's making math and science more exciting by targeting what kids want to learn.
"We just let them find their passion and so they keep engaged instead of saying you have to do this," says Horn.
Teresa Coons Executive Director for the math and science center says with school budget cuts and more of a focus on standardized testing, math and science education are taking a back seat.
"We're hoping to help revive that and help the kids understand the importance of having that kind of education in their everyday schedule," says Coons.
This re–focusing on science education is something New Emerson students absolutely don't mind.
"It's cool," says 5th grade student.
If you would like to get your kids more involved in math and science, the center has many programs coming up, including an after school engineering club.
For more information or to register, contact the John McConnell Math and Science Center of Western Colorado at (970) 254-1626.


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Exhumed: The Roseberys
It all began for the Roseberys at the Gatton Agricultural College in the early eighties - but that wasn't the band's first name.
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Ben Mullen, Patrick Gibbs and John Esdaile began playing together as young adults, but after a few band name changes - and dipping in and out of musical obscurity - have come back together to make music.
A lot has changed since the first iteration of the band 'Root Me Boot'; the band once played to merry students at the local tavern, now you'll find them playing at themed 50th birthday parties.
The Roseberys name comes from Rosebery Terrace where the band would practice more than 25 years ago.
The band say the love of music and mateship is what keeps them playing, without taking themselves too seriously.
Patrick Gibbs says there is a lot of music talent in Brisbane, but the band plan on shaking the foundations of the Kedron Wavell Services club on August 3.
"We used to have a great time at college but since that time we went our separate ways, had families and careers.
"Now we're back, and we've been writing songs."
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- Randb
- Rock
- Romantic Music
- Sacred Music
- Soul
- Soundtracks
- Strings
- World
- Music


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- Be a Maestro of the Pitch!
- Currently Unavailable
Become a maestro on the field with the power and control of this elite cleat from Nike! The CTR360 Maestri Elite SG is equipped with a carbon fiber outsole plate for greater speed when kick-starting the attack.
Each pair comes with a unique user-code that allows online access to Nike Soccer+, where you will find accuracy training drills and expert tuition provided by the coaching team at Juventus FC. The Nike Soccer+ digital experience also has a coaching session from Fernando Torres of Liverpool FC.
Synthetic KangaLite leather upper is lightweight and durable for unrelenting speed. Dampening pods enable an outstanding first touch for close ball control. Asymmetrical lacing enlarges the contact zone.
High-performance molded sockliner with Poron cushioning and a contoured heel.
Carbon fiber outsole with direct-injected bladed studs for traction on firm, natural surfaces. Carbon reinforced chassis engineered for exceptional energy return and strength.
WEIGHT: 8.8 oz.
NOTE: Boot comes in special Elite packaging and with a ventilated boot bag.
Juega como un maestro con el poder y control que te brindan los CTR360 Maestri Elite SG de Nike. Estos botines vienen equipados con una suela de fibra de vidrio para lograr mayor velocidad al atacar. Cada par viene con un código único el cual puedes usar p


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Hard Drive Size Options:
The HDE2424E-2T is a high powered digital video recorder from CNB which is capable of providing high recording capabilities within any surveillance application. The HDE2424E-2T digital video recorder comes equipped with an H.264 compression method, 8 channels of recording, a 2TB hard drive, as well as a space saving size. The HDE2424E-2T digital video recorder also offers fast and efficient operation, and comes complete with an easy setup process.
- Real-time Recording 240fps
- Dynamic Recoding Schedule Functions (Time, Motion, Alarm)
- Dual Independent Display
- Support AD Display mode
- Digital Zoom
- 8ch Audio Input / 1ch Output (Two-way Audio)
- Easy Control interface: Front Key board / Remote controller / USB Mouse
- Built in 2 SATA interface
- Text-in-Text feature for POS / ATM device
- Support DDNS server and Web server
- Support i-phone & Android viewer
Found a lower price? Complete this simple form:
See any errors on this page? Let us know.


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Feds Sue Deutsche Bank Over Mortgages
by Paul Springer
If you Googled "Deutsche Bank" this morning, only one item came up above the "Welcome to Deutsche Bank – Passion to Perform" link: a notice that the federal government is suing the bank for mortgage fraud.
The Manhattan U.S. Attorney's Office blasted the bank in a complaint filed Tuesday:
DeutscheBank and [subsidiary] MortgageIT repeatedly lied to be included in a government program to select mortgages for insurance by the Government. Once in that program, they recklessly selected mortgages that violated program rules in blatant disregard of whether mortgage borrowers could make mortgage payments.
In other words, Deutsche Bank allegedly behaved like any number of other banks that trafficked in liar loans in the build up to the subprime collapse.
The bank called the allegations "unreasonable and unfair," according to Bloomberg. Deutsche Bank has not yet filed a reply to the civil suit.
The suit alleges that the bank lied in order to issue Federal Housing Administration mortgages underwritten by Department of Housing and Urban Development guidelines, and that it did so in a way that left the government on the hook to guarantee loans that borrowers were unable to pay back.
HUD has had to pay off over $350 million in loans, the lawsuit says, and reliance on the False Claims Act allows the government to claim treble damages – making this a potential $1 billion liability for the bank.
According to the U.S. Attorney's account, the bank underwent astonishing gyrations to spurn underwriting guidelines and also ignored warnings from an outside auditor.
In the bigger picture, The Wall Street Journal suggests, the purported fraud was part of an industry-wide plan to issue smelly liar loans and repackage them in sweet-smelling derivatives:
During the housing boom, the German bank and other Wall Street firms bought lenders in order to feed their mortgage operations. Loans were pooled into mortgage bonds and sold to investors, a lucrative business at the time, but one that helped fuel the financial crisis and has come back to haunt the firms.
"MortgateIT took the only staff member dedicated to auditing FHA-insured mortgages, and reassigned him to increase productions instead," the lawsuit claims.
Warnings from an external auditor were also tossed in the circular file:
And when an outside auditor provided findings to MortgageIT revealing serious problems, those findings were literally stuffed in a closet and left unread and unopened.
MortgageIT did not verify borrower's employment or source of funds, according to the complaint.
By the end of 2007, the lawsuit claims, the one employee who was supposed to audit FHA mortgages was fully employed in loan production.
In the case of one particular underwriter, the U.S. Attorney alleges, the bank had information as early as 2004 that systematic underwriting of ineligible and fraudulent mortgages was taking place. But there was no system in place for oversight or management of defaults.
The U.S. Attorney claims that quality-control procedures would have prevented this one underwriter from submitting about 100 mortgages that cost the FHA millions of dollars.
And now, as the real estate market wallows in a sea of foreclosed properties, it is nearly impossible for even the most well-qualified borrower to obtain a walk-on-water loan to purchase a home.
Related posts:
- New Mortgage Rules: More Red Tape for BuyersThe federal government is bringing the hilarity by suggesting that, perhaps, banks should only make loans that lenders...
- BofA Settlement: Time to Strap on a Straddle?Bank of America has apparently pleased investors by agreeing to a $3 billion settlement with Freddie Mac and...
- The Feds Question Full Faith and CreditThe Federal Reserve is busy these days keeping interests at historical lows and with $600 billion in bonds...
- Bank of England Kicks FSA to CurbThe U.K.'s banking and investment regulator Financial Services Authority (FSA) is getting the boot, and starting in 2012...
- Insider Trading: Feds on the HuntWhile insider trading, at least the illegal variety (remember, there are two definitions), is a four-centuries-old practice, it's...
Short URL: http://www.traderdaily.com/?p=13079


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On Sat, 04 Nov 2006 12:13:09 -0600, Zello Yello wrote:
> SHARP ZAURUS - Backlit Keyboard?
> Better than IPAQ or PALM?
Depends on your wants in a PDA.
> How well does the SHARP ZAURUS synch with a Macintosh?
That depends what applications you want it to sync with. The Zaurus has a
simple Samba configuration on it, so you can easily trade files back and
> Which ones have a Backlit Keyboard?
None that I've ever seen.
> Does it work like a real computer, where I can download and install
> software from directly in the PDA, without having to synch it and
> install from a larger computer like in PALM?
Yes. The Zaurus PDAs are like small Linux laptops.
> What's the best PDA with a backlit keyboard, cursive handwriting
> software, and can synch with a Macintosh?
No PDA exists that meets that criteria.


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Game of Thrones is a site for the HBO-series based on George R.R. Martin's A Song of Ice and Fire.
New to the series? Read our spoiler-free review of A Game of Thrones.
Read our Privacy Policy.
Just two days away from Episode 3, titled "Lord Snow", and HBO has set out some excerpts from the epsiode to whet the appetite. First up is Jon Snow training at Castle Black with his future sworn brothers, followed by an excellent scene between Jaime and Eddard that has certain resonances for events at the end of Robert's Rebellion. Enjoy!
The Westeros network consists of several different sites, including a forum and a wiki, for all your A Song of Ice and Fire needs.


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Download 7 Layered Architectural BackdropsUpdated On April 14, 2016 | Category: Home » Architectural Resources
These Adobe Photoshop backdrops are not flattened, meaning to say you get to toy around with the various layers (sky, birds, human), they are layered photoshop templates and all you have to do is simply replace the existing building with yours. Architectural Perspective is a website that sell these ready made photoshop perspective backdrops.
For your info, these layered photoshop backdrops will further enhance your renderings by Autodesk 3D Max Studio, Sketchup, Rhino, ArchiCAD, Maya, MicroStation and many more. Do note that these 7 backdrops are scaled down, the original resolution is 5 times higher. Click on the images to download.
Click on image to download the .psd file
Click on image to download the .psd file
Click on image to download the .psd file
Click on image to download the .psd file
Click on image to download the .psd file
Click on image to download the .psd file
Click on image to download the .psd file
39 Comments
K..U. Abdul Latheef
Really fantastic informations given to the public who are interested in this field and it is very very helpful. I appreciate you all behind this greate job. Kindly request you post new techniques. and send me some palm trees and useful human textures.
Thanks and regards
K.U. Abdul Latheef
Graphic designer
I am new to the buisness and would apreciate a tutorial on how to do this. overall great work, thanks.
I am new to the buisness and would apreciate a tutorial on how to do this. overall great work, thanks.
Abdul Hakeem
Dear Mr.Calvin,
How are you. I am Abdul Hakeem. An Indian working Saudi Arabia
I downloaded this 3D perspective backdrop from your blog.
It is very nice . But due to the low image size it is not usable.
So can you please send it in a higher resolution.
And how can I can get other psd backdrop files like this. I heard it is available China.
Pls reply.
With thanks and regards
Abdul Hakeem
Dr. Render
You have to go and BUY them at http://www.architectural-perspective.com/
They are only free in low resolution.
so so so thank you for sharing…great work, love it…
hi friends……..
You sharing this
I'm new in architect design. So please send me some layered background (Backdrop)files in good quality image size.
Thanks so much for your kindness
Punel SR
Dr. Render
They are not free in high resolution. You can buy them at http://www.architectural-perspective.com/
(would you work for free in this line of business? no? neither will other people ;-)
can you send me a higher resolution of that psd image file and where you get all this info?
Dr. Render
They are copyrighted and owned by http://www.architectural-perspective.com/
You can buy them in high resolution at their web site.
Only low resolution is free, so when you find the right one that fits your project, go buy it in high resolution and support the creators.
I'm Dory from Lebanon , plz can u send me me some layered background , 10x a lot
can you send me link for 3dsmax plant library and and chair library link
with regards
I am egarly waiting for those psd files…pls upload some architetural backdrops file…i have one which is best to use
Thanks for such good info. I tried to open the psd file but it showed an error. Can you send me the psd file. Thnaks Again.
Dr. Render
It has no error when i open them, so try to download the file again. The file can get damaged in the download phase if your connection is bad.
Im an architecture student. Please could you send me the backdrops files, look extremely useful. Also any people, plant libraries would be greatly appreciated as am having trouble downloading them. Something to do with bandwidth exceeded. Many Thanks.
Im an architecture student. Please could you send me PSD file people & plant libraries. Thanks so much for your kindness
i want some 2d drawings of auto cadd so please send me some to my mail id
Architecht Tarek sakkal
very nice techniqe but how can I have a higher resolution psd photo ?
Tarek sakkal
Dr. Render
Yes, you can buy them at http://www.architectural-perspective.com/
Only low resolution is free.
can you send me link for 3dsmax plant library and and other library link
with regards
thanks for sharing this information.. can you send us a techninque how to apply lighting, spotlight, shadow and rendering.
Again thank you very much.
They recorded three separate versions of the single; the one recorded on X&Y was based on an early cut of the song. ,
layered photoshop psd file architectur
Please could you send me PSD file people & plant libraries. Thanks so much for your kindness
Thanks to high-content site
I'm architecture student and I use it
I'm 3d vizualizer. Pls send me good quality backdrop(psd). i have no backdrops.
could you send me good quality for this backdrop????pleasee
anil jadhav
iam student of architectur design please send me photoshop formet file of envorment sky plant road human,garden of aparment bunglow ,bush,flower,brids,or ready sceanse file of PSD please send me thise materieal .
Hello sir, i m 3d designer, can u send me plants,trees,sky&human.psd files.tnx
Hello. I am architect studient. Could you send me the files? I have tried download and i can´t. Thanks you very much.
Hi! I'm a second year interior design student from Malaysia.Your website is very informative and helpful.Keep up the good work and have a nice day :)
Hello. I am an Architecture Student and I am soo glad to find stuff like these online for free.. Thanks to you all.. :)
But I downloaded these files and I am not able to open them as an error message pops up saying the compressed folder is invalid..
I would be extremely grateful if someone could help me on how to solve this..Thanks..
Tengyuen Ngan
Hi Ayesha, I downloaded from the links and it appears to be fine. Maybe something is wrong with your WinZip? Try WInRAR.
Dr. Render
Try to download them on another internet connection. If you have low bandwith (cheap internet low speed) it can damage the file.
Maryam Bajalan
thaaaaaanku soo much :)
Thank you all for the share :)
Leave a Reply
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This is a transcription of this speech made for the convenience of readers and researchers. One draft of the speech exists in the John F. Kennedy Pre-Presidential Papers at the John F. Kennedy Library. It is apparently a release to the press of a transcription of his remarks.
Governor Williams, the next Governor, John Swainson, ladies and gentlemen; My friend and colleague, Senator McNamara; Friday night we campaigned in Portland, Maine, Saturday at noon we went to San Francisco, Saturday night we went to Alaska; tonight we are in Detroit. We did not make that trip for pleasure. We made it because we believe it is vitally important that the Democratic Party win this election. This country cannot afford, nor can the whole free world afford, four more years of a do-nothing Republican leadership. (Applause)
I am delighted to be here, to participate in the Labor Day ceremonies tomorrow. It is a great occasion. But I can assure you that if we are successful in the election in November that the vacation for this country will be over. (Applause)
JOHN F. KENNEDY PRESIDENTIAL LIBRARY AND MUSEUMColumbia Point, Boston MA 02125 (617) 514-1600


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On last night's The Gates, Brett kills a man and gets in trouble with an elder werewolf, who is also his football coach. The dramatic confrontation is incredibly cheesy, especially with Brett's ultimate consequence: getting kicked off the football team.
The badly dramatized encounters continue as Brett runs into Lexie and defies the pack hierarchy by "running" on his own without the alpha wolf. His dive into a bush and re-appearance as a wolf is the cherry on top.


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< Gallery MainClick on the image below to view printing options - framing, matting, standouts and more are available:
A thin layer of fog hugs the ground around a rural barn as the first glow of sunrise illuminates the sky above the Illinois prairies.This image is © Dan Robinson - Any and all usage requires a license agreement. Note: The visible watermarks you see on this image are for catalog purposes only - they are not present on final printed images or high-resolution downloads.
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