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United States Joint Forces Command Command Overview Tidewater Association of Service Contractors (TASC)

United States Joint Forces Command Command Overview Tidewater Association of Service Contractors (TASC). Ron Higham Deputy Chief of Staff 16 May 2007.

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United States Joint Forces Command Command Overview Tidewater Association of Service Contractors (TASC)

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  1. United States Joint Forces Command Command Overview Tidewater Association of Service Contractors (TASC) Ron Higham Deputy Chief of Staff 16 May 2007

  2. 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

  3. HQs USJFCOM Personnel Active 26% Uniformed USJFCOM Facilities * 37% Government 31% Civilians Norfolk Contractors Reserve Component Suffolk 22% 15% 69% Who We Are • 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

  4. 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 198,000 Soldiers 41,000 Marines (RC) 563,000 Soldiers (RC) Joint Forces Command Components 1.1 Million Soldiers, Sailors, Airmen, and Marines Over 80% of US based General Purpose Active and Reserve Forces

  5. Dual-hatted: NATO Supreme Allied Commander Transformation Evolution of Joint Forces Command Atlantic Command US Atlantic Command Commands US-based forces • USACOM US Joint Forces Command • leads Joint Deployment Process • enhances Joint training • establishes Joint requirements Individual Augmentee Responsibility Joint Integration & Interoperability 1993 1995 1997 1998 1999 2002 2003 2005 2006 2007 Joint Experimentation Global Force Mgr Global Force Provider Joint Training & Integration of assigned forces Shift to a Functional Command Joint C2 Capability Portfolio Manager Organize, Train, Equip JTF HQ SUPREME ALLIED COMMAND TRANSFORMATION (SAC-T) SUPREME ALLIED COMMAND, ATLANTIC (SACLANT) June 19, 2003

  6. 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

  7. Commander Political Advisor Unique Headquarters Functions Unique Headquarters Functions RC RC RC RC Command Sergeant Major Deputy Commander Chief of Staff RC 1 SES 4 SES 2 SES J5 J1 J2 J6 J7 J7 JCOA JCOA J8 J8 J9 J9 J3/4 SJFHQ SJFHQ PERSONNEL INTELLIGENCE OPERATIONS PLANS, LOGISTICS & ENGINEERING STRATEGY & POLICY COMMUNICATIONS JOINT TRAINING JOINT TRAINING STANDING JOINT FORCE HEADQUARTERS CORE ELEMENT STANDING JOINT FORCE HEADQUARTERS CORE ELEMENT JOINT CENTER OPERATIONAL ANALYSIS REQUIREMENTS INTEGRATION REQUIREMENTS INTEGRATION JOINT INNOVATION & EXPERIMENTATION JOINT INNOVATION & EXPERIMENTATION Joint Deployment Training Center Joint Transformation Command- Intelligence (JTC-I) Joint Warfighting Center (JWFC) Joint Warfare Analysis Center (JWAC) Special Operations Command- JFCOM (SOCJFCOM) Joint Fires Integration & Interoperability Team (JFIIT) Joint Public Affairs Support Element (JPASE) Joint Communications Support Element (JCSE) Joint Personnel Recovery Agency (JPRA) Joint Systems Integration Command (JSIC) A Dedicated Organization USJFCOM Enablers

  8. Interdependent Integrated Coordinated Focus on the Joint Force Commander Deconflicted Transforming a Joint Force • Expand capacity • Provide capability • Promote integrated solutions • Support joint, interagency, and multinational operations

  9. New JTF HQ Formed During fiscal year JTF HQ Operational During fiscal year 2007 2006 2005 2004 Requirements for JTFHQ Increasing 25 20 15 10 5 24 24 23 22 19 16 Number of JTF Headquarters 11 10 10 7 7 6 5 2 2 1 2000 2001 2003 2002

  10. 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.

  11. 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

  12. Goal 6:Enhanced / Agile Business Processes

  13. 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 re-programming 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

  14. Strategic Goal 6 - Enhanced / Agile Business Processes Objective 102 – Communication Strategy Completion Date: January 07 Desired Effects Our key audiences understand USJFCOM’s mission, joint capabilities and ability to support COCOM requirements Desired Effects Key audiences understand USJFCOM missions, joint capabilities and ability to support COCOM requirements Essential Tasks 1. Reach key audiences 2. Craft messages 3. Develop engagement plans Significant Risks 1. Misaligned messages 2. Fiscal support for critical programs Milestones & Decision Points 1. NOV 06: CDR’s Guidance 2. DEC 06: Review of Communication strategy 3. JAN 07: Execute strategy

  15. Strategic Goal 6 - Enhanced / Agile Business Processes Objective 103 – Business Process Mgmt, Performance Mgmt & Scorecarding Completion Date: June 07 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 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 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 • Implementation cost • Staff non-participation • Inadequate data available • Database integration challenges • Organizational acceptance • Governance • Resources and sustainment costs

  16. 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 Essential Tasks 1. Accurate requirements. 2. Proper Mil / GS / Contr balance 3. Best use of Reserves. 4. Shape / develop GS Workforce 5. NSPS conversion • Milestones & Decision Points • 1. NSPS conversion 21 Jan 07 • 2. Establish PMRB Jan 07 • NSPS Payout Jan 08 • HR Analysis Jan 08 Significant Risks 1. HR resources 2. Contractor transparency 3. Workforce cost and aging

  17. 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

  18. 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 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 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

  19. 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 • Facility Instruction • Facility Master Plan Update and Capital Investment Strategy • 3. Maintain Professional Proficiency • Significant Risks • Staff/Mission Re-alignments • Constrained Budgets • Engineering and Facilities • Manning • Milestones & Decision Points • Jan 07 – Facility Instr. signed • Mar 07 – Plan Updated • Mar 07 – JDC Constr. Start • Dec 07 – HQ. Constr. Start • Jun 07 – ID FY 08/09 budget • FY 07 – Qtly GSA mtg.

  20. Strategic Goal 6 - Enhanced / Agile Business Processes Objective 108 Financial Execution (J02F) Completion date: October 07 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 • Desired Effects • 1. Align USJFCOM budgets and execution with Command priorities • 2. Timely information for PMs, decision makers, and external stakeholders Significant Risks 1. Manning 2. Funding transitions 3. Financial constraints 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

  21. 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) Broad Challenges…

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