CoCom Involvement in the Joint Capabilities Process

1. CoCom Involvementin the Joint Capabilities Process November 4, 2003

2. What is the Right Balance? Decisions HQ Staff CoComs Components Needs Solutions

3. Program Execution & Performance Reporting Joint Capabilities Process Enhanced Planning Execution and Accountability Strategy Resourcing Operational Planning SECDEF SECDEF Defense Strategic Capabilities Planning Joint Resourcing Planning Programming Process Guidance Guidance Enterprise Planning Key CoCom Participation CoComs are Involved Throughout the Process Provide input to top-down guidance Define risk, priorities, and broad capability guidance Review draft SPG Identify and prioritize OPLAN shortfalls and capability needs Develop Joint Operating Concepts and metrics Identify and prioritize joint gaps and overlaps Assess alternatives Review joint program integration Review draft JPG Participate in decision making Assess whether capabilities being delivered are achieving desired effect Increased CoCom Focus on Future Capability Needs

4. Strategic Planning Council • SecDef Chairs • Service Secretaries • USDs and JCS • CoCom Cdrs Strategic Planning Council (SPC) Drives Assesses Reviews • SPC meets periodically throughout the year – CoCom participation key: • Defense strategy • Risk tolerance • Department priorities – broad guidance for capabilities development • SPG/JPG review • Strategy feasibility – are the capabilities being acquired adequate?

5. SPG Development Process The SPG is produced as needed to communicate Defense strategy, top priorities, risk tolerance, and broad capability guidance. It is top-down and resource informed. Ensure regional, functional, and key joint warfighting issues are addressed “up front” in strategic guidance • Capability Guidance • Major enterprise • and warfighting • needs, gaps, and • overlaps • Broad guidance for • each capability • category • Other Guidance • Studies list • Key assumptions • on threats and opportunities • Broad resource constraints (TOA • increase/decrease and end strength) • Priorities and Risk • SecDef priorities • for the Department • (includes metrics) • Risk tolerance by • category, theater, • and mission area • Defense Strategy • Strategy construct • (e.g., 1-4-2-1) • Key strategic goals • and objectives • Force size, posture, • and response times • Link to National • Strategy Top - Down Process Input: Strategic Planning • Strategic Realities • Process Feedback • Member ideas Council (SPC) Strategic Planning (Final) Council (SPC) (Draft) Bottom-Up Process - Validate compliance with top-down guidance Input: SecDef Decision Working • SPC vectors • Process feedback • IPLs • Dept inputs Groups 4

6. Capabilities Development Translates strategic guidance into joint capability needs, gaps, and overlaps; then considers a wide range of solutions that integrate warfighting and enterprise concerns. Define joint needs • SPG • JCIDS Docs • New concepts • War plans analysis • IPL / JQRR • Major studies • Threat • changes • Lessons • learned • Tech Push • Experiments Distinct Viable Alternatives Evaluate alternative solutions to joint needs

7. Capability Decision Process • All stakeholders participate – OSD, JS, Components, CoComs • Transparent forum for capabilities deliberation – all views shared • Presents alternatives (vice a single recommendation) to leadership • Provides a standard vetting process for capabilities-related issues • Capability needs, gaps, and overlaps • Study scenarios, assumptions, metrics, etc • Concepts and architectures Identify Needs, Assess Trades/Solutions, Present Alternatives Review Alternatives, Provide Comments & Minority Opinions Major Inputs Select Alternative • SPG • JCIDS Docs • New concepts • War plans analysis • IPL / JQRR • Major studies • Threat changes • Lessons learned • Tech Push • Experiments Senior Decision Body Mid-Level Review Board SECDEFDecision Analysis Engine SecDef/DepSecDef Chairs CoComs review decisions compiled in JPG 6

8. JPG Development Process The JPG captures joint capabilities decisions made over the year in the Enhanced Planning Process and translates them into a contract of fiscally constrained programming guidance. Organized byCapability Category • Delegated Guidance • Contains metrics • and measures of • sufficiency for • remainder of program • Rationalizes all • guidance (directive • and delegated) to • ensure affordability • Fiscal Adequacy • Developed with • Components • Demonstrates that • top lines are • adequate to execute • all guidance—SPG • (if any) and JPG • Directive Guidance • PDM-like direction • for selected joint • capability issues • SecDef special • interest items • Maintains/corrects • prior year decisions • Compliance w/SPG • Evaluate extent to • which JPG meets • objectives specified • in SPG • Describe reasons • for differences (e.g.fact of life changes,execution feedback) Strategic Planning Council (SPC) (Final) (Draft) Validate compliance with the SPG SecDef Decision CoComs review JPG Capability decisions made throughout the year 7

9. Resourcing Process • Streamlined program/budget review • Common framework for managing resources information across the Department. • Program and budget displays designed for DoD decision makers and external audiences • Organized by capability categories CoComs review impact of “fact of life” changes Decisions from Enhanced Planning PublishJPG Complete programs / budgets Streamlined program /budget reviews Finalize budget SECDEFDecision • Ensure compliance with JPG • Fact of life changes • Decisions via PDMs, PBDs, but no new major initiatives Integrate directed,delegated programs President’s Budget 8

10. Performance Assessment Report Assessment of how well the Department met the Organized by guidance in the SPG and the JPG; tees up issues for Capability Category the SPC to discuss as they consider the future. Periodic Internal Management Review (internal assessment) Feasibility of the Strategy • Annually: Assessment of whether the Status of Delegated Status of Directed Joint totality of current/planned capabilities is Capabilities Capabilities sufficient to execute the current strategy • Components report • Assessment of “ big within risk tolerance. progress/problems issues ” ; topics staggered Identifies selected capabilities • meeting sufficiency through the year. issues for SPC discussion. goals in the current JPG. AND CoComs drive this aspect of the report Annual Performance Assessment Report (external report) Annual Summary Assessment Link to QDR and Strategic Defense Summary of fiscal year end Goals • Report status by capability Describe links between • categories using balanced capability categories and scorecard assessments. goals of the current SPG. 9

11. In Summary, CoComs: What How