Military Family Policy & Programs (MFPP) Offsite

1. Military Family Policy & Programs (MFPP) Offsite OUSD(P&R) Strategy, Efficiency, and Integration Perspective January 10, 2011 Version 5 PERSONNEL AND READINESS

2. Topics • Key components of USD(P&R) strategy • Call to Action • Stakeholders • Strengths, Weaknesses, Opportunities, and Threat (SWOT) assessment • Evolving culture • Priorities • Mission, vision, guiding principles • Portfolio of Initiatives - construct • Environmental Scan • Stakeholder views • P&R Leadership and Future Leader views of the future • Environmental scan • Organizational assessment update

3. Call to Action • External pressures require USD P&R to evolve: • Expense and strain of two wars on the All Volunteer Force • Complex and rapidly changing global security environment • Economic downturn • Human capital and workforce challenges • 906 Congressional statute • Federal bureaucracy Realign organization and improve business processes Set strategic direction Vision Buy-in Lead! Transform culture We must reconfirm our readiness through persuasion rather than force – by building relationships, establishing trust, and enhancing strategic communications

4. Stakeholders Customers, partners, and those affected by our operations and interested in our issues – we must partner and engage for increased success • Service members, families, civilian employees, veterans, and retirees • Secretary of Defense • Deputy Secretary of Defense • OGC/DA&M/WHS • P&R organization (including contractor support) • OSD/Services/Joint Staff/Defense Agencies/Field Activities • Government Agencies • Congress/Hill committees/Legislative Affairs • White House • Public/Media

5. USD (P&R) Assessment Strengths Weaknesses • Integration • Perception among stakeholders • Too many direct reports and key vacancies • Dedicated personnel • Depth of knowledge and information • Compelling mission Opportunities Threats • Strengthen stakeholder relationships • Leverage technology • Increase understanding of Service cultures • Communicate strategically and effectively • Increase fiscal responsibility • Economic and budget pressures • Sustaining the All Volunteer Force • Large span of control • Closely tied policy and operational functions

6. P&R’s evolving culture P&R’s culture should support Service men and women, their families, and civilian employees • Proactively meet the changing needs of stakeholders • Develop policies and programs based on an improved understanding of Service cultures • Build solutions that are based on data, driven by analysis and produce results • Embrace a mindset that focuses on continuous improvement • Facilitate change though persuasive communication, knowledge management and information sharing • Perpetuate an environment that encourages collaboration, team-work, and diverse thinking • Support a culture that encourages partnership and integration to improve the delivery of quality services

7. USD P&R Mission Priorities Support the current wars, while preparing for the next Sustain the Total Force and employ it in the most cost-effective manner possible Develop and manage the force – military and civilian. Take care of our Wounded Warriors Provide the best possible quality of life for families, through fiscal responsibility Validate and defend resource requirements. Address rising military healthcare and Total Force personnel costs through re-invention of systems, processes, and policies Develop tomorrow’s leaders

8. Strategy Set strategic direction and create an environment that stimulates strategic thinking and promotes organizational alignment

9. P&R Values R E A D I N E S S RELEVANCE EFFECTIVENESS AGILITY DIVERSITY INTEGRATION NATION EFFICIENCY SELFLESS SERVICE SOLUTIONS …IS OUR GUIDING PRINCIPLE

10. INITIATIVES SHOULD BE BROADLY DISTRIBUTED ACROSS LEVELS OF FAMILIARITY AND TIMING Familiarity Bubble size reflects impact of initiative • Familiar • Knowledge exists internally • Easily acquired knowledge • Involves execution risk 1 2 3 A broad range of initiatives spacing the grid is necessary to ensure both short-term upside and a long-term pipeline of opportunities 4 5 6 • Unfamiliar • Knowledge limited • Attempt small to mid-size investments • Uncertain • Possibility of success difficult to estimate • Can be overcome with passage of time • Attempt small initial investment to gain familiarity 7 8 9 1-2 years 2-4 years 4+ years Timeto Impact • Near-term objectives • Intermediate objectives • Long-term objectives

11. Stakeholder Interviews Stakeholders reiterated importance of Family Programs as a component of Readiness • There are readiness implications for family programs or programs related to our ability to recruit the military. • We have to do what is right by those who are willing to serve and their families - but what is the right balance? It is great that the pulse of the country is supportive of the military. From a cost standpoint, someone really does have to say there is a cost-benefit to this. This really is an affordability issue. • When the soldier gets broken, so does the family. We need the behavioral health professionals [and resilience building tools] to address the impact on the person and the family. • Partner with non-federal entities to make programs for families and members more robust • Care for families and not just talk about it—be in top ten of companies to work. • Consider the needs of reservists who are ready and willing to deploy along with Active Duty members. • We need to quit looking down stovepipes to solve problems. We need to put the power of P&R behind solving problems and be more directive rather than leaving the problems for the Services or others to solve. • Educational programs (including schools K-12) should be equitable regardless of location

12. Views from OUSD(P&R) Leaders and Future Leaders

13. Environmental Scan’s Family Policy Points of Interest

14. P&R Organizational Assessment Update Pre-Decisional • Designed “clean sheet” org around 4 ASDs, realigned missions/resources, and identified efficiencies • SecDef Efficiencies Task Force accepted new org and efficiencies, and applied additional cuts, but did not support OSD HQ growth/transfers • Result is efficient/effective organization, but “rainbow” org charts • Working with P&R principals, OGC & ODAM to clarify funding, control and rating lines of authority • SecDef announcement and RMD release also include other cuts • Convergence of parallel efficiency efforts and additional cuts • 10/10/10%, FEA/POM, CSE/GO/FO, other close hold ETF efforts, OMB • Also developing phased implementation plan to minimize impacts