Transcript JFCOM Command Briefing

United States
Joint Forces Command
Command Overview
Tidewater Association
of
Service Contractors
(TASC)
Ron Higham
Deputy Chief of Staff
16 May 2007
UNCLASSIFIED
1
Joint Forces Command Mission
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.
2
UNCLASSIFIED
Who We Are
USJFCOM Facilities *
HQs USJFCOM Personnel
26%
37%
15%
Active
Uniformed
Reserve
Component
Government
Civilians
Contractors
31%
Norfolk
Suffolk
69%
22%
* Does not include facilities at Eglin AFB, MacDill AFB,
FT Belvoir, FT Eustis, NSWC Dahlgren
Building and strengthening joint culture and capabilities as a
vital component to our nation’s current and future security
3
UNCLASSIFIED
Joint Forces Command Components
1.1 Million Soldiers, Sailors, Airmen, and Marines
FFC
ACC
6 CSGs
5 ESGs
17 F/B/Comp
Wings
108,000 Sailors
89,700 Airmen
112,500 sailors
(RC)
61,500 Airmen
(RC)
FORSCOM
MARFORCOM
7 Divisions
28 BCTs/
2 Sep Brigades
1 Division
1 Wing
1 FSSG
40,750 Marines
41,000 Marines
(RC)
198,000 Soldiers
Over 80% of US based General Purpose
Active and Reserve Forces
563,000 Soldiers
(RC)
4
UNCLASSIFIED
Evolution of Joint Forces Command
Atlantic
Command
USACOM
US Joint Forces Command
• leads Joint Deployment Process
• enhances Joint training
• establishes Joint requirements
US Atlantic Command
Commands US-based
forces
Joint Integration &
Interoperability
Dual-hatted: NATO Supreme Allied
Commander Transformation
Individual Augmentee
Responsibility
1993 1995 1997 1998 1999 2002 2003 2005 2006 2007
Joint Experimentation
Joint Training &
Integration of assigned
forces
Global Force Mgr
Global Force Provider
Shift to a
Functional Command
Joint C2 Capability Portfolio Manager
Organize, Train, Equip JTF HQ
SUPREME ALLIED COMMAND,
ATLANTIC
(SACLANT)
UNCLASSIFIED
June 19, 2003
SUPREME ALLIED COMMAND
TRANSFORMATION
(SAC-T)
5
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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UNCLASSIFIED
A Dedicated Organization
Commander
Political
Advisor
Command
Sergeant Major
RC
2 SES
J1
J2
J3/4
PERSONNEL
INTELLIGENCE
OPERATIONS
PLANS,
LOGISTICS &
ENGINEERING
Joint Deployment
Training Center
Deputy
Commander
1 SES
J5
STRATEGY
&
POLICY
J6
J7
COMMUNICATIONS
JOINT
TRAINING
Joint Transformation
Command- Intelligence
(JTC-I)
Joint Public Affairs
Support Element
(JPASE)
RC
Special Operations
Command- JFCOM
(SOCJFCOM)
Joint Communications
Support Element
(JCSE)
Joint Personnel
Recovery Agency
(JPRA)
RC 4 SES
RC
SJFHQ
JCOA
STANDING JOINT JOINT CENTER
FORCE
OPERATIONAL
HEADQUARTERS
ANALYSIS
CORE ELEMENT
Joint Warfighting
Center
(JWFC)
Joint Systems
Integration Command
(JSIC)
USJFCOM Enablers
UNCLASSIFIED
Unique
Headquarters
Functions
Chief of Staff
J8
J9
REQUIREMENTS
JOINT
INTEGRATION INNOVATION &
EXPERIMENTATION
Joint Warfare
Analysis Center
(JWAC)
Joint Fires Integration
& Interoperability Team
(JFIIT)
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Transforming a Joint Force
• Expand capacity
• Provide capability
• Promote integrated solutions
• Support joint, interagency, and multinational
operations
Interdependent
Integrated
Coordinated
Focus on the Joint Force Commander
Deconflicted
8
UNCLASSIFIED
Requirements for JTFHQ Increasing
New JTF HQ Formed
During fiscal year
JTF HQ Operational
During fiscal year
20
15
24
24
23
22
10
19
16
11
10
10
7
7
6
5
2
UNCLASSIFIED
2006
2005
2004
2003
2002
2001
2
1
2007
5
2000
Number of JTF Headquarters
25
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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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UNCLASSIFIED
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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UNCLASSIFIED
Goal 6:
Enhanced / Agile Business Processes
No.
OPR
101
J02R
Command business processes support Commander’s
Guidance
102
J00P
Commander’s Guidance clearly understood by internal
and external audiences
103
J5
104
Command Strategic Goals and Objectives drive
enterprise-wide performance assessment model
J02HR A Command Human Capital Investment Strategy
provides an optimal workforce
105
106
Priority Name
J6
Optimal use of IT across the Command (Establish IT
Investment Strategy)
J02BM Command Support Services bought smartly
107
J44
108
J02F
UNCLASSIFIED
Command Facilities Managed smartly
Command-wide Financial Management
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Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 101 – Program/Budget Review
Completion Date: September 07
Desired Effect
Commander's priorities are
reflected in USJFCOM program of
work and understood by
customers and resource sponsors.
Essential Tasks
1. Generate POM Data
2. Develop support documentation
3. Generate BY project prioritization
4. Allocation and apportionment
5. Assess ongoing project efforts
6. Inform re-validation and reprogramming decisions
Milestones & Decision Points
1. Spring 07 Review
2. Fall 07 Review
3. Spring 08 Review
4. Fall 08 Review
Significant Risks
1. Multiple resource sponsors
2. Program Management skills
3. Financial Management
Regulations
4. Manning
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 102 – Communication Strategy
Completion Date: January 07
Desired
DesiredEffects
Effects
Key
understand
Our audiences
key audiences
understand
USJFCOM
missions,
joint
USJFCOM’s
mission,
joint
capabilities and ability to support
capabilities and ability to support
COCOM requirements
Essential Tasks
1. Reach key audiences
2. Craft messages
3. Develop engagement plans
Milestones & Decision Points
1. NOV 06: CDR’s Guidance
2. DEC 06: Review of
Communication strategy
3. JAN 07: Execute strategy
Significant Risks
1. Misaligned messages
2. Fiscal support for critical programs
COCOM requirements
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 103 – Business Process Mgmt, Performance Mgmt
& Scorecarding Completion Date: June 07
Desired Effects
1. Established Enterprise Business
Process Management Environment
2. BI Scorecard in place providing
real-time strategy alignment metrics
3. Real-time performance metrics
against objectives & goals on demand
4. Established performance
collaboration framework for command
Essential Tasks
1. Develop BPM & BI methodology
2. Develop BPM & BI process &
software requirements
3. Integrate databases/data sources
4. Pilot Pgm monitoring & refinement
5. Launch BPM and BI
6. Develop collaboration and
coordination requirements
Key Milestones
1. BI requirements evaluation
2. Software acq., install, & testing
3. 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 Risks
1. Implementation cost
2. Staff non-participation
3. Inadequate data available
4. Database integration challenges
5. Organizational acceptance
6. Governance
7. Resources and sustainment costs
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 104 - Human Resource Management
Completion Date: January 08
Desired Effects
A common human capital
investment strategy and plan
achieves an optimal workforce mix
as measured by capability, flexibility,
sustainability, and cost
Milestones & Decision Points
1. NSPS conversion 21 Jan 07
2. Establish PMRB Jan 07
3. NSPS Payout Jan 08
4. HR Analysis Jan 08
Essential Tasks
1. Accurate requirements.
2. Proper Mil / GS / Contr balance
3. Best use of Reserves.
4. Shape / develop GS Workforce
5. NSPS conversion
Significant Risks
1. HR resources
2. Contractor transparency
3. Workforce cost and aging
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 105 – Optimal Use of IT Across the Command
Completion Date: September 08
Desired Effects
Align IT spending with goals
- Execute CIO Responsibilities
-- IT Portfolio Management
-- Total Cost of Ownership
Essential Tasks
1. Develop IT Master Plan
- “As Is” & “To Be” perspectives
2. Identify gaps/seams & resources
required/available
3. Establish CMD IT PfM policies &
processes
4. Stand up a CIO BMO & IT PMO
Milestones & Decision Points
1. IT PMO IOC - Dec 06
2. CIO BMO IOC - Feb 07
3. IT Master Plan (Draft) - Mar 07
4. PfM policies - Jun 07
5. IT Strategy IOC - Sep 07
6. IT Strategy FOC - Sep 08
Significant Risks
1. Organizational acceptance &
commitment to change
2. Governance
3. Resources
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UNCLASSIFIED
Strategic Goal 6 – Enhanced / Agile Business Processes
Objective 106 – Contracting
Completion Date: September 08
Desired Effects
1. Financial Stewardship
2. Max Efficiency / Effectiveness
3. Collaborative Reqmts Dev / Valid
4. Minimal Acq Lead Time
5. Max Competition
Best Value
Essential Tasks
1. Validate Current Portfolio
2. I.D. Acq W/F Positions
3. Educate / Train AWF
4. Establish Reqmts Review Bd.
5. Early Collaborative Acq Planning
Milestones & Decision Points
1. 15 Nov 06 - Portfolio Validation
2. 04 May 07 – I.D. AWF Positions
3. 01 Oct 07 – Reqmts Review Bd.
4. 31 Dec08 – AWF educated, certs
Significant Risks
1. Last minute, sole source culture
2. Requirements flux
3. Contractor Influence
4. Many factors influencing
Acquisition Lead Time
5. End-user “end-arounds” CAMO
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 107 - Facility Master Plan
Completion Date: December 08
Desired Effects
USJFCOM maintains quality
facilities, furnishings, and other
infrastructure that fully enables
the staff to carry out its mission.
Essential Tasks
1. Facility Instruction
2. Facility Master Plan Update and
Capital Investment Strategy
3. Maintain Professional Proficiency
Milestones & Decision Points
1. Jan 07 – Facility Instr. signed
2. Mar 07 – Plan Updated
3. Mar 07 – JDC Constr. Start
4. Dec 07 – HQ. Constr. Start
5. Jun 07 – ID FY 08/09 budget
6. FY 07 – Qtly GSA mtg.
Significant Risks
1. Staff/Mission Re-alignments
2. Constrained Budgets
3. Engineering and Facilities
4. Manning
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UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 108 Financial Execution (J02F)
Completion date: October 07
Desired Effects
1. Align USJFCOM budgets and
execution with Command
priorities
2. Timely information for PMs,
decision makers, and external
stakeholders
Essential Tasks
1. Align budget to POM; Validate FOC
level of effort
2. Realign CY funds - approved
changes and CMD priorities
3. Identify feeder system, deploy
dashboard to PMs
Milestones & Decision Points
1. Mar 07 FY 07 Mid-year review
2. Aug 07 FY 09 Budget
3. Feb 07 Publish Fin. Mgt. policy
4. Mar 07 Select feeder system
5. Oct 07 Deploy dashboard
Significant Risks
1. Manning
2. Funding transitions
3. Financial constraints
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UNCLASSIFIED
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)
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UNCLASSIFIED