national strategy and policy

1. National Strategy and Policy Overview and Key References LtCol Brian Morgan PP&O (PLN) Jul 05 Bring in the UNAAF and any other unclass JSPS documents. Try to have them all hung on the class website.Bring in the UNAAF and any other unclass JSPS documents. Try to have them all hung on the class website.

3. The JSPS … “…is the primary formal means by which the Chairman of the Joint Chiefs of Staff, in coordination with the other members of the Joint Chiefs of Staff and the combatant commanders, carries out his statutory responsibilities .” “…is a flexible and interactive system intended to provide supporting military advice to the DOD PPBS [Planning, Programming, and Budgeting System] and strategic guidance for use in JOPES.” “…provides the means for the Chairman, in coordination with the other members of the Joint Chiefs of Staff and the combatant commanders, to review the national security environment and US national security objectives.” This is in review. It’ll incorporate Adaptive Planning (probably).This is in review. It’ll incorporate Adaptive Planning (probably).

4. JSCP Overview

5. This is a bit busier, but gives good detail on the purpose of each document. Put these two slides on the wall of your cube. Not many HQMC A.O.s understand, and none can remember the whole thing.This is a bit busier, but gives good detail on the purpose of each document. Put these two slides on the wall of your cube. Not many HQMC A.O.s understand, and none can remember the whole thing.

6. JSPS Products Fac Guide p. 31 TQ 12: Role of the CPAFac Guide p. 31 TQ 12: Role of the CPA

7. JSCP Interfaces

8. Chairman’s Program Assessment The CPA assesses how well strategic guidance and the POMs submitted by the military departments, USSOCOM, and defense agencies conform to national military defense priorities and strategic guidance. When appropriate, it may contain alternative recommendations and proposals to improve conformance with strategic guidance or the combatant commander’s priorities. TQ 12: Role of the CPA TQ 12: Role of the CPA

9. JPEC Definition Those headquarters, commands, and agencies involved in the training, preparation, movement, reception, employment, support, and sustainment of military forces assigned or committed to a theater of operations or objective area. It usually consists of the Joint Staff, Services, Service major commands (including the Service wholesale logistic commands), subunified commands, transportation component commands, joint task forces (as applicable), Defense Logistics Agency, and other Defense agencies (e.g., Defense Intelligence Agency) as may be appropriate to a given scenario. Also called JPEC. Joint Pub 1-02

10. JPEC Members

11. Unity of Effort Requires coordination among government departments and agencies within the executive branch, between the executive and legislative branches, with nongovernmental organizations (NGOs), international organizations (IOs), and among nations in any alliance or coalition. In the military we achieve unity of effort through command.

12. Unified Action A broad generic term referring to the wide scope of activities (including the synchronization and/or integration of the activities of governmental and nongovernmental agencies) taking place within unified commands, subordinate unified commands, or joint task forces (JTFs) under the overall direction of the commanders of those commands. Starts with unified direction. Unified direction normally is accomplished by establishing a joint force, assigning a mission or objective to the joint force commander (JFC), establishing command relationships, assigning and/or attaching appropriate forces to the joint force, and empowering the JFC with sufficient authority over the forces to accomplish the assigned mission. TQ 13: It synchronizes and/or integrates joint, special, supporting operations w/ the operations of gov’t agencies, NGOs and int’l organizations (ie; UN) to achieve UNITY OF EFFORT in the operational area.TQ 13: It synchronizes and/or integrates joint, special, supporting operations w/ the operations of gov’t agencies, NGOs and int’l organizations (ie; UN) to achieve UNITY OF EFFORT in the operational area.

13. UNAAF Joint Pub 0-2, Unified Action Armed Forces (UNAAF), describes the broad scope of activities within unified commands, subordinate unified commands, or joint task forces under the overall direction of their commanders. Pass around the UNAAF.Pass around the UNAAF.

14. Chain of Command and Control TQ 14: Read Fac Guide p. 34 to them. Make sure they understand the difference between assigned and unassigned. The UNAAF explains the terms used in the UCP. The UCP assigns specific, ongoing tasks, AOR, and command relationships. It is updated when required. The SECDEF’s Assignment of Forces For Combatant Cdr’s memo gives the CCDR the forces he has to play with day in and day out, without asking permission. It is updated annually (I believe).TQ 14: Read Fac Guide p. 34 to them. Make sure they understand the difference between assigned and unassigned. The UNAAF explains the terms used in the UCP. The UCP assigns specific, ongoing tasks, AOR, and command relationships. It is updated when required. The SECDEF’s Assignment of Forces For Combatant Cdr’s memo gives the CCDR the forces he has to play with day in and day out, without asking permission. It is updated annually (I believe).

15. Combatant Commands Commanders in the chain of command exercise authority (COCOM, OPCON, TACON, or a support command relationship) as prescribed by law or a superior commander over the military capability made available to them. Unless otherwise directed by the [President/SECDEF], COCOM is reserved for the commanders of the combatant commands. During deliberate planning, the majority of forces are apportioned to support the missions of more than one combatant commander. This requires combatant commanders that do not exercise COCOM over an apportioned force to continuously coordinate with the combatant commander that exercises COCOM in order to fully prepare for mission success.

16. Military Departments The Secretaries of the Military Departments are responsible for the administration and support of the Service forces assigned or attached to combatant commands. They fulfill their responsibilities by exercising ADCON through the commanders of the Service component commands assigned to combatant commands and through the Service Chiefs (as determined by the Secretaries) for forces not assigned to the combatant commands. The responsibilities and authority exercised by the Secretaries of the Military Departments are subject by law to the authority provided to the commanders of combatant commands in their exercise of COCOM.

17. Strategic Documents

18. Unified Command Plan Approved by the President and sets forth basic guidance to all unified combatant commanders. The UCP is a classified document that— Establishes the combatant commands. Identifies geographic areas of responsibility. Assigns primary tasks. Defines authority of the commanders. Establishes command relationships. Gives guidance on the exercise of combatant commands. TQ 15. Read Fac Guide p. 35 & 36.TQ 15. Read Fac Guide p. 35 & 36.

19. JROC and Joint Requirements

20. Joint Requirements Oversight Council The Defense Reorganization Act of 1986 established the CJCS’s responsibility to advise the SECDEF on requirements, programs, and budgets. CJCS does this by— Assessing military requirements for major acquisition programs. Advising the SECDEF on requirements prioritization. Providing programmatic advice to the SECDEF for the Defense Planning Guidance (DPG) via the Chairman’s Program Recommendations (CPR). Providing advice to the SECDEF on how well the Services’ POMs conform to strategic plans and the combatant commander’s priority requirements via the Chairman’s Program Assessment (CPA). Providing alternative program recommendations and budget proposals via the CPA.

21. JROC Roles and Mission Help the CJCS identify and assess the priority of joint military requirements (including existing systems and equipment) to meet the national military strategy. Help the CJCS study alternatives to any acquisition program that has been identified to meet military requirements by evaluating the cost, schedule, and performance criteria of the program and of the identified alternatives. As part of its mission to assist the Chairman in assigning joint priority among existing and future programs meeting valid requirements, ensure that the assignment of such priorities conforms to and reflects resource levels projected by the SECDEF through DPG.

22. PPBS Cycle

23. JROC Membership

24. JROC Organization

25. Joint Capabilities Board

26. JROC Briefing Sequence

27. JROC Responsibilities Help CJCS coordinate, among combatant commands, Service force providers, and other DOD components, the identification and assessment of joint requirements and priorities for current and future military capabilities, forces, programs, and resources, consistent with the NMS and the total resource levels projected by the SECDEF in the DPG and fiscal guidance. Help CJCS provide up-front guidance, oversight, and validation on complex requirements integration. Help CJCS develop and validate operational and mission area integrated architectures and operational concepts required by the NMS and to meet JV 2020 warfighting capabilities.  Help Vice CJCS, as the Vice Chairman of the Defense Acquisition Board (DAB), by reviewing and approving military need and joint interoperability requirements for potential ACAT I programs, JROC Special Interest programs, and Major Acquisition Information Systems. Help CJCS consider alternatives to any acquisition program identified to meet military requirements by evaluating performance, costs, and schedule of the acquisition program and of the identified alternatives. Assess the warfighting capabilities and deficiencies of combatant commands, and conduct other joint assessments of DOD programs, infrastructure, support functions, manpower, and/or quality-of-life matters as directed. TQ 16. refer to Fac Guide p. 38.TQ 16. refer to Fac Guide p. 38.

28. JROC Functions Determine and oversee the processes and methods to be used to identify, develop, assess, validate, and prioritize joint requirements. Determine the joint requirements necessary to achieve interoperability among joint, combined, and coalition forces. Review warfighting deficiencies that may necessitate Major Defense Acquisition Programs and validate that such deficiencies cannot be satisfied by nonmaterial means. Direct the review of all MNSs and ORDs and designate those that have joint interest and joint potential. Assist the CJCS prepare the CPR and CPA. Conduct program reviews between formal acquisition milestone phase decisions to ensure system performance meets original mission needs. Ensure Service-proposed capabilities, forces, programs, and budgets are linked to the NMS, DPG, JV 2020, Joint Operational Concepts/Architectures, and combatant command-identified requirements. Establish and oversee the supporting structures and processes necessary to accomplish the JROC’s assigned missions and responsibilities (e.g., Joint Requirements Board, Joint Requirements Panel). Provide oversight of the JWCA process. Meet with combatant commands to ensure current and future warfighting deficiencies and requirements are identified, well defined, and given emphasis in the establishment of joint requirements and programmatic priorities.

29. Joint Capabilities Integration and Development System The JCIDS, the Defense Acquisition System, and the Planning, Programming, Budgeting, and Execution (PPBE) process form DOD’s three principal decision support processes for transforming the military forces to support the NMS and the Defense Strategy. The procedures established in the JCIDS support CJCS and JROC in identifying, assessing and prioritizing joint military capability needs. Validated and approved JCIDS documents provide this advice and assessment.

30. JWCA versus JCIDS

31. JCIDS Process

32. Old Acquisition Documentsversus JCIDS Documents

33. JROC Review of CapabilitiesDocuments

34. Summary The JSPS and the JROC/JCIDS process—and all processes in between—are designed to make national strategy a reality. Knowledge of the JPEC helps to understand how military participants use a strategic plan to work through the various processes to achieve national strategic desires. Various documents (UNAAF, UCP, etc.) indicate how the military element of national power will be used to meet the strategic intent and goals of the national leadership. Following lessons on operational planning translates national security strategy into military objectives achievable through military actions.