unclassified 1 united states united states joint forces command joint forces command command...
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United StatesUnited States Joint Forces CommandJoint Forces Command
Command OverviewCommand Overview
Tidewater AssociationTidewater Associationofof
Service ContractorsService Contractors(TASC)(TASC)
United StatesUnited States Joint Forces CommandJoint Forces Command
Command OverviewCommand Overview
Tidewater AssociationTidewater Associationofof
Service ContractorsService Contractors(TASC)(TASC)
Ron HighamRon HighamDeputy Chief of StaffDeputy Chief of Staff16 May 200716 May 2007
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The United States Joint Forces Command provides mission ready Joint Capable forces and supports the development and
integration of Joint, Interagency, and Multinational capabilities to meet the present and future operational needs
of the Joint Force.
Joint Forces Command Mission
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Who We Are
Building and strengthening joint culture and capabilities as a Building and strengthening joint culture and capabilities as a vital component to our nation’s current and future security vital component to our nation’s current and future security
15%
ReserveComponent
HQs USJFCOM Personnel
26%
22%
37%
Active Uniformed
Government Civilians Contractors
* Does not include facilities at Eglin AFB, MacDill AFB, FT Belvoir, FT Eustis, NSWC Dahlgren
USJFCOM Facilities *
31%
69%
Norfolk
Suffolk
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Joint Forces Command Components
563,000 Soldiers (RC)
198,000 Soldiers
7 Divisions28 BCTs/
2 Sep Brigades
FORSCOM
112,500 sailors (RC)
108,000 Sailors
6 CSGs5 ESGs
FFC
41,000 Marines (RC)
40,750 Marines
1 Division1 Wing1 FSSG
MARFORCOM
61,500 Airmen (RC)
89,700 Airmen
17 F/B/CompWings
ACC
1.1 Million Soldiers, Sailors, Airmen, and Marines
Over 80% of US based General Purpose Active and Reserve Forces
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Evolution of Joint Forces Command Atlantic Command
US Atlantic CommandCommands US-based forces
Joint Training & Integration of assigned forces
Joint Integration & Interoperability
Joint Experimentation
USACOM US Joint Forces Command
• leads Joint Deployment Process
• enhances Joint training
• establishes Joint requirements
Shift to a Functional Command
Joint C2 Capability Portfolio Manager Organize, Train, Equip JTF HQ
SUPREME ALLIED COMMAND, ATLANTIC(SACLANT)
SUPREME ALLIED COMMAND TRANSFORMATION
(SAC-T)June 19, 2003
Global Force MgrGlobal Force Provider
Dual-hatted: NATO Supreme Allied Commander Transformation
1993 1995 1997 1998 1999 2002 2003 2005 2006 2007
Individual AugmenteeResponsibility
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What We Do
Key Functions
Leading Joint Innovation & Experimentation • Lead for joint concept development and experimentation
Developing Joint Capability • Joint force integrator for Joint DOTMLPF capabilities to meet operational requirements
Training the Joint Force • Lead agent for the CJCS exercise program for joint and combined operations
Providing Joint Force Sourcing Solutions • Deploy trained and ready joint forces and provide operational and intelligence support in
response to COCOMs
Managing the Joint Command & Control (JC2) Capability Portfolio • Provide enterprise wide management to improve interoperability, minimize redundancies and
gaps, and maximize effectiveness for JC2
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A Dedicated Organization
PERSONNEL INTELLIGENCE OPERATIONSPLANS,
LOGISTICS & ENGINEERING
STRATEGY&
POLICY
COMMUNICATIONS
CommanderPolitical Advisor
DeputyCommander
J1 J2 J3/4 J5 J6
Chief of StaffCommandSergeant Major
2 SESRC
UniqueHeadquarters
Functions
STANDING JOINT FORCE
HEADQUARTERS CORE ELEMENT
SJFHQ
JOINT TRAINING
J7
REQUIREMENTS INTEGRATION
J8
JOINT INNOVATION &
EXPERIMENTATION
J9
JOINT CENTEROPERATIONAL
ANALYSIS
JCOA
1 SES 4 SESRCRC RC
STANDING JOINT FORCE
HEADQUARTERS CORE ELEMENT
SJFHQ
JOINT TRAINING
J7
REQUIREMENTS INTEGRATION
J8
JOINT INNOVATION &
EXPERIMENTATION
J9JCOA
RC
UniqueHeadquarters
Functions
Joint Deployment Training Center
Joint TransformationCommand- Intelligence
(JTC-I)
Joint Public AffairsSupport Element
(JPASE)
Joint PersonnelRecovery Agency
(JPRA)
Special OperationsCommand- JFCOM
(SOCJFCOM)
Joint CommunicationsSupport Element
(JCSE)
Joint WarfightingCenter(JWFC)
Joint SystemsIntegration Command
(JSIC)
Joint Warfare Analysis Center
(JWAC)
Joint Fires Integration& Interoperability Team
(JFIIT)
USJFCOM Enablers USJFCOM Enablers
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Transforming a Joint Force• Expand capacity
• Provide capability
• Promote integrated solutions
• Support joint, interagency, and multinational operations
Focus on the Joint Force CommanderDeconflicted
Coordinated
Integrated
Interdependent
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Nu
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F H
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arte
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JTF HQ Operational During fiscal year
New JTF HQ Formed During fiscal year
25
20
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10
5
20
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24
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Requirements for JTFHQ Increasing
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The Dimensions of Transformation
Organizational Design: The changes in an organization’s division of labor that may be needed to implement a desired course of action, in order to bring about desired effects.
Capabilities: Technological systems, hardware, or tools that may be required to execute a specified course of action.
Processes: The changes in steps, tasks, or procedures needed to implement concepts or apply capabilities.
Authorities: Changes in public laws or regulations that may be needed to provide authority, permission, or capabilities to war fighters.
Concepts: Structured approaches to expressing how a course of action might be accomplished for current or future war fighter problems.
Cultures: Understandings, beliefs and practices that define and shape operational decisions, organizational response or reaction to change.
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Our Focus … …Implications to USJFCOM
Goals
• Provide Focused Support to Win the War on Terror
• Deliver Trained, Capable and Interoperable Joint Forces
• Primary Joint Force Provider (Global Force Management)
• Develop Robust, Capable Joint Command and Control
• Lead Continuous Effort to Transform the Joint Force
• Establish Enhanced, Agile Business Processes
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Goal 6:Enhanced / Agile Business Processes
No. OPR Priority Name
101 J02R Command business processes support Commander’s Guidance
102 J00P Commander’s Guidance clearly understood by internal and external audiences
103 J5 Command Strategic Goals and Objectives drive enterprise-wide performance assessment model
104 J02HR A Command Human Capital Investment Strategy provides an optimal workforce
105 J6 Optimal use of IT across the Command (Establish IT Investment Strategy)
106 J02BM Command Support Services bought smartly
107 J44 Command Facilities Managed smartly
108 J02F Command-wide Financial Management
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Desired EffectCommander's priorities are reflected in USJFCOM program of work and understood by customers and resource sponsors.
Milestones & Decision Points1. Spring 07 Review2. Fall 07 Review3. Spring 08 Review4. Fall 08 Review
Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 101 – Program/Budget Review
Completion Date: September 07
Essential Tasks1. Generate POM Data2. Develop support documentation3. Generate BY project prioritization4. Allocation and apportionment 5. Assess ongoing project efforts6. Inform re-validation and re-
programming decisions
Significant Risks1. Multiple resource sponsors2. Program Management skills3. Financial Management
Regulations4. Manning
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Strategic Goal 6 - Enhanced / Agile Business Processes Objective 102 – Communication Strategy
Completion Date: January 07
Desired EffectsOur key audiences understand USJFCOM’s mission, joint capabilities and ability to supportCOCOM requirements
Essential Tasks1. Reach key audiences2. Craft messages3. Develop engagement plans
Milestones & Decision Points1. NOV 06: CDR’s Guidance2. DEC 06: Review of Communication strategy3. JAN 07: Execute strategy
Significant Risks1. Misaligned messages2. Fiscal support for critical programs
Desired EffectsKey audiences understand USJFCOM missions, joint capabilities and ability to support COCOM requirements
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Strategic Goal 6 - Enhanced / Agile Business Processes Objective 103 – Business Process Mgmt, Performance Mgmt
& Scorecarding Completion Date: June 07
Essential Tasks1. Develop BPM & BI methodology2. Develop BPM & BI process & software requirements
3. Integrate databases/data sources4. Pilot Pgm monitoring & refinement5. Launch BPM and BI6. Develop collaboration and coordination requirements
Desired Effects1. Established Enterprise Business Process Management Environment2. BI Scorecard in place providing real-time strategy alignment metrics3. Real-time performance metrics against objectives & goals on demand4. Established performance collaboration framework for command
Key Milestones1. BI requirements evaluation 2. Software acq., install, & testing3. Database integration (Feb 07)4. BPM IOC (Feb 07)5. Pilot Program (Feb-Apr 07)6. Collab. via Portal (Mar – Apr 07) 7. Program Re-evaluation (May 07)8. BI initiation across Cmd (Jun 07)
Significant Risks1. Implementation cost2. Staff non-participation3. Inadequate data available4. Database integration challenges5. Organizational acceptance6. Governance7. Resources and sustainment costs
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Essential Tasks1. Accurate requirements.2. Proper Mil / GS / Contr balance3. Best use of Reserves.4. Shape / develop GS Workforce5. NSPS conversion
Desired EffectsA common human capital investment strategy and plan achieves an optimal workforce mix as measured by capability, flexibility, sustainability, and cost
Milestones & Decision Points1. NSPS conversion 21 Jan 072. Establish PMRB Jan 073. NSPS Payout Jan 084. HR Analysis Jan 08
Significant Risks1. HR resources2. Contractor transparency3. Workforce cost and aging
Strategic Goal 6 - Enhanced / Agile Business Processes Objective 104 - Human Resource Management
Completion Date: January 08
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Essential Tasks1. Develop IT Master Plan
- “As Is” & “To Be” perspectives2. Identify gaps/seams & resources
required/available3. Establish CMD IT PfM policies & processes4. Stand up a CIO BMO & IT PMO
Desired EffectsAlign IT spending with goals
- Execute CIO Responsibilities -- IT Portfolio Management -- Total Cost of Ownership
Milestones & Decision Points1. IT PMO IOC - Dec 062. CIO BMO IOC - Feb 073. IT Master Plan (Draft) - Mar 074. PfM policies - Jun 075. IT Strategy IOC - Sep 07 6. IT Strategy FOC - Sep 08
Significant Risks1. Organizational acceptance &
commitment to change2. Governance3. Resources
Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 105 – Optimal Use of IT Across the Command
Completion Date: September 08
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Strategic Goal 6 – Enhanced / Agile Business ProcessesObjective 106 – Contracting
Completion Date: September 08
Essential Tasks1. Validate Current Portfolio2. I.D. Acq W/F Positions3. Educate / Train AWF4. Establish Reqmts Review Bd.5. Early Collaborative Acq Planning
Desired Effects1. Financial Stewardship2. Max Efficiency / Effectiveness3. Collaborative Reqmts Dev / Valid4. Minimal Acq Lead Time5. Max Competition Best Value
Milestones & Decision Points1. 15 Nov 06 - Portfolio Validation2. 04 May 07 – I.D. AWF Positions3. 01 Oct 07 – Reqmts Review Bd.4. 31 Dec08 – AWF educated, certs
Significant Risks1. Last minute, sole source culture2. Requirements flux3. Contractor Influence4. Many factors influencing
Acquisition Lead Time
5. End-user “end-arounds” CAMO
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Essential Tasks1. Facility Instruction2. Facility Master Plan Update and
Capital Investment Strategy3. Maintain Professional Proficiency
Desired EffectsUSJFCOM maintains quality facilities, furnishings, and other infrastructure that fully enablesthe staff to carry out its mission.
Milestones & Decision Points1. Jan 07 – Facility Instr. signed2. Mar 07 – Plan Updated3. Mar 07 – JDC Constr. Start 4. Dec 07 – HQ. Constr. Start5. Jun 07 – ID FY 08/09 budget6. FY 07 – Qtly GSA mtg.
Significant Risks1. Staff/Mission Re-alignments2. Constrained Budgets3. Engineering and Facilities4. Manning
Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 107 - Facility Master Plan
Completion Date: December 08
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Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 108 Financial Execution (J02F)
Completion date: October 07
Essential Tasks1. Align budget to POM; Validate
FOC level of effort2. Realign CY funds - approved
changes and CMD priorities3. Identify feeder system, deploy
dashboard to PMs
Desired Effects1. Align USJFCOM budgets and
execution with Command priorities
2. Timely information for PMs, decision makers, and external stakeholders
Milestones & Decision Points1. Mar 07 FY 07 Mid-year review2. Aug 07 FY 09 Budget3. Feb 07 Publish Fin. Mgt. policy4. Mar 07 Select feeder system5. Oct 07 Deploy dashboard
Significant Risks1. Manning 2. Funding transitions3. Financial constraints
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Broad Challenges…Strategic Improve management process to better support CDR Institutionalize BoD / TAG Establish enterprise-wide standards and transparency
Operational Address administrative / functional over-structure Refine cost-accounting structure (cost centers, profit centers) Implement LSS (for Service)
Tactical Enhance agility Maintain focus on “Opportunity Costs” Know when to quit (venture capital approach)