cocom involvement in the joint capabilities process november 4, 2003

JOINT DEFENSECAPABILITIES STUDYJOINT DEFENSECAPABILITIES STUDY

CoCom Involvement

in the

Joint Capabilities Process

November 4, 2003


2

What is the Right Balance?

ComponentsCoComs

HQ Staff

Needs Solutions

Decisions


3

Joint Capabilities Process

Strategy EnhancedPlanning Resourcing Execution

and Accountability

Identify and prioritize OPLAN shortfalls and capability needs

Develop Joint OperatingConcepts and metrics

Identify and prioritizejoint gaps and overlaps

Assess alternatives

Review joint programintegration

Review draft JPG

Participate in decision making

Assess whether capabilities being delivered areachieving desired effect

CoComs are Involved Throughout the Process

DefenseResourcing

Process

SECDEFStrategicPlanningGuidance

OperationalPlanning

EnterprisePlanning

CapabilitiesPlanning

Program

Execution&

PerformanceReporting

SECDEFJoint

ProgrammingGuidance


Provide input to top-down guidance

Define risk,priorities, and broad capabilityguidance

Review draft SPG

Key CoCom Participation

Increased CoCom Focus on Future Capability Needs


4

SPC meets periodically throughout the year – CoCom participation key:• Defense strategy• Risk tolerance• Department priorities – broad guidance for capabilities development • SPG/JPG review • Strategy feasibility – are the capabilities being acquired adequate?

Strategic Planning Council

Strategic PlanningCouncil (SPC)

• SecDef Chairs• Service Secretaries• USDs and JCS• CoCom Cdrs

Drives

Re

vie

ws Assesses

DefenseResourcing

Process


OperationalPlanning

EnterprisePlanning


ProgramExecution

&Performance

Reporting

ProgramExecution

&Performance

Reporting

SECDEFJoint

ProgrammingGuidance


SPG SPG

The SPG is produced as needed to communicate Defense strategy, top priorities, risk tolerance, and broad capability guidance. It is top-down and resource informed.

Validate compliancewith top-down guidance

(Draft) (Final)

SecDefDecision

Defense Strategy• Strategy construct(e.g., 1-4-2-1)• Key strategic goalsand objectives• Force size, posture,and response times• Link to National Strategy

Priorities and Risk• SecDef prioritiesfor the Department (includes metrics)• Risk tolerance bycategory, theater,and mission area

Capability Guidance• Major enterprise and warfighting needs, gaps, and overlaps • Broad guidance foreach capability category

Other Guidance• Studies list• Key assumptionson threats and opportunities• Broad resource constraints (TOAincrease/decrease and end strength)

SPG Development Process



Top-Down Process

Input:

Bottom-Up Process-Input:

Working

Groups

4

Ensure regional, functional, and key joint warfighting issues are addressed “up front” in strategic guidance

• Strategic Realities• Process Feedback• Member ideas

• SPC vectors• Process feedback• IPLs• Dept inputs


6

SLRG

MajorIssue

Refine needs, identify & assess solutions

Joint Capability Category 1






Joint Capability Category n

CoComs Services Agencies OSD Joint Staff IntegrationFunction

Dedicated AnalyticalSupport

Architectures and Concepts

Metrics andMethodologies

Tas

k a

nal

ysis

For Warfighting and Support Capabilities

DoD-wide, fiscally constrainedSet up DoD-wide trades

Tra

nsl

ate

Join

t s

olu

tio

ns

into

pro

gra

m g

uid

an

ce

Ide

nti

fy t

op

-le

vel

gap

s an

d e

xce

sses

• Threat Assessments

• Lessons learned

• Analysis ofwar plans

• Tech push• Experiments

Tas

k a

nal

ysis

Tas

k a

nal

ysis

Tas

k a

nal

ysis

Capabilities Development

Translates strategic guidance into joint capability needs, gaps, and overlaps; then considers a wide range of solutions that integrate warfighting and enterprise concerns.

• SPG• JCIDS Docs • New concepts• War plans analysis• IPL / JQRR• Major studies• Threat changes• Lessons learned• Tech Push• Experiments

DistinctViable

Alternatives

Evaluate alternative solutions to joint needs

Define joint needs

Capability Decision Process

• All stakeholders participate – OSD, JS, Components, CoComs• Transparent forum for capabilities deliberation – all views shared • Presents alternatives (vice a single recommendation) to leadership• Provides a standard vetting process for capabilities-related issues

- Capability needs, gaps, and overlaps- Study scenarios, assumptions, metrics, etc- Concepts and architectures

Capability Categories

Force Application

Protection

Command and Control

Battlespace Awareness

Logistics

Workforce

Infrastructure

CoComs Services Agencies OSD Joint Staff

Iden

tific

atio

n of

Joi

nt N

eed

s,G

aps,

an

d E

xce

sses

IntegrationFunction




Inte

grat

ion

of C

apab

ilitie

s pr

opos

als

Into

the

Def

ense

Pro

gram


Force Application

Protection

Command and Control


Logistics

Workforce

Infrastructure


Iden

tific

atio

n of

Joi

nt N

eed

s,G

aps,

an

d E

xce

sses

IntegrationFunction




Inte

grat

ion

of C

apab

ilitie

s pr

opos

als

Into

the

Def

ense

Pro

gram

SecDef/DepSecDef Chairs

SeniorDecision

Body

Identify Needs,Assess Trades/Solutions,

Present Alternatives

Review Alternatives,Provide Comments& Minority Opinions

Select Alternative

Major Inputs

AnalysisEngine

DefenseResourcing

Process

SECDEFJoint

ProgrammingGuidance


ProgramExecution

&Performance

Reporting

ProgramExecution

&Performance

Reporting

OperationalPlanning

EnterprisePlanning


Strategy EnhancedPlanning

Resourcing Executionand

Accountability

SECDEFDecision

Mid-LevelReviewBoard

6

CoComs reviewdecisions compiled in JPG

• SPG• JCIDS Docs • New concepts• War plans analysis• IPL / JQRR• Major studies• Threat changes• Lessons learned• Tech Push• Experiments

JPG Development Process

The JPG captures joint capabilities decisions made over the year in the Enhanced PlanningProcess and translates them into a contractof fiscally constrained programming guidance.

Capability decisions made throughout the year

Validate compliancewith the SPG

JPG(Draft)

JPG(Final)

SecDefDecision

Compliance w/SPG• Evaluate extent towhich JPG meetsobjectives specifiedin SPG• Describe reasonsfor differences (e.g.fact of life changes,execution feedback)

Directive Guidance• PDM-like directionfor selected jointcapability issues• SecDef special interest items• Maintains/correctsprior year decisions

Delegated Guidance• Contains metricsand measures of sufficiency for remainder of program• Rationalizes allguidance (directive and delegated) to ensure affordability

Fiscal Adequacy• Developed withComponents• Demonstrates thattop lines areadequate to executeall guidance—SPG (if any) and JPG

Organized byCapability Category

DefenseResourcing

Process

SECDEFJoint

ProgrammingGuidance


ProgramExecution

&Performance

Reporting

ProgramExecution

&Performance

Reporting

OperationalPlanning

EnterprisePlanning


StrategyEnhancedPlanning Resourcing Execution

andAccountability


7


Force Application

Protection

Command and Control


Logistics

Workforce

Infrastructure


Ide

ntif

ica

tion

of

Join

t N

eed

s,G

aps

, a

nd

Exc

ess

es

IntegrationFunction




Inte

gra

tion

of

Ca

pab

ilitie

s pr

opo

sals

Into

the

De

fen

se P

rogr

am


Force Application

Protection

Command and Control


Logistics

Workforce

Infrastructure


Ide

ntif

ica

tion

of

Join

t N

eed

s,G

aps

, a

nd

Exc

ess

es

IntegrationFunction




Inte

gra

tion

of

Ca

pab

ilitie

s pr

opo

sals

Into

the

De

fen

se P

rogr

am

SecDef/DepSecDef Chairs

SeniorDecision

Body

Identify Needs,Assess Trades/Solutions,

Present Alternatives

Review Alternatives,Provide Comments& Minority Opinions

SelectAlternative

AnalysisEngine

Mid-LevelReviewBoard

CoComs review JPG

Resourcing Process

Integrate directed,delegated programs

• Ensure compliance with JPG• Fact of life changes • Decisions via PDMs, PBDs, but no new major initiatives

DefenseResourcing

Process

SECDEFJoint

ProgrammingGuidance


ProgramExecution

&Performance

Reporting

ProgramExecution

&Performance

Reporting

OperationalPlanning

EnterprisePlanning



andAccountability

PublishJPG

Complete programs / budgets

Streamlined program /budget reviews

Finalize budget

Decisions from Enhanced Planning

President’sBudget

• Streamlined program/budget review• Common framework for managing resources information across

the Department. • Program and budget displays designed for DoD decision makers

and external audiences– Organized by capability categories

SECDEFDecision

8

CoComs review impact of “fact of life” changes

Performance Assessment Report Defense

ResourcingProcess

SECDEFJoint

ProgrammingGuidance


ProgramExecution

&Performance

Reporting

ProgramExecution

&Performance

Reporting

OperationalPlanning

EnterprisePlanning



andAccountability

Assessment of how well the Department met the guidance in the SPG and the JPG; tees up issues for the SPC to discuss as they consider the future.

Organized byCapability Category

Periodic Internal Management Review (internal assessment)

Annual Defense Report

Status of Delegated Capabilities

• Components report progress/problems meeting sufficiency goals in the current JPG.

Status of Directed Joint Capabilities

• Assessment of “big issues” ; topics staggered through the year.

Feasibility of the Strategy• Annually: Assessment of whether the

totality of current/planned capabilities is sufficient to execute the current strategy within risk tolerance.

• Identifies selected capabilities issues for SPC discussion.

Annual Performance Assessment Report (external report)

Summary Assessment•status by capability categories using balanced scorecard assessments.

Link to QDR and Strategic Goals

Describe links between capability categories and goals of the current SPG.

Summary of fiscal year end•

9

CoComs drive thisaspect of the reportAND


11

Strategy • Are members of the Strategic Planning Council (SPC) which meets several times per year to provide strategic focus, top priorities, risk tolerance, and broad capability guidance.• Submit capabilities-based IPLs to further shape the SPG.• Provide members to working groups that perform the bottom-up aspects of the SPG, ensuring SPC guidance is implemented.• Review the SPG prior to signature.

Enhanced Planning • Identify key capability change drivers such as lessons learned, experimentation, new concepts, threat changes, and IPL/JQRR items.• Shape how joint forces will be employed today by developing Operational Plans.• Shape how joint forces will be employed in the future by creating Joint Operating Concepts and associated metrics.• Define current and future joint needs.• Assess potential solutions to joint needs; participate in decision making.

Resourcing • Review Service POMs to determine impact of “fact of life” changes on their concerns

Execution and Accountability

• Provide the primary feedback mechanism on how well capabilities being acquired meet the needs of the Defense strategy.

What How

In Summary, CoComs:

cocom involvement in the joint capabilities process november 4, 2003

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