Transforming the Maritime Domain

Transforming the Maritime Domain 1

MARITIME CAPABILITY DEVELOPMENT

23 May 2012

Commodore Chris Richards

ACOS Warfare

Navy Command Head Quarters

Transforming the Maritime Domain

RN Activity in 2012• Op HERRICK – 40 Cdo H17, Fleet Air Arm Helicopters, HQ

Augmentees

• Op KIPION – T45 and T23, Mine Countermeasure TG, Submarine and Support Ships and FAA Helicopters in the Gulf

• South Atlantic Patrol – T45 Destroyer, Tanker, Patrol Ship

• North Atlantic Patrol – Tanker and Helicopter with RN Disaster Relief Party and US LEDET

• UK Homeland Security – Op OLYMPIC, Frigates, Helicopters and Patrol Boats, RM Boat Group, IED and Diving Teams

• RFTG – Ld Cdo Group re-generated in Apr 12 with C2, shipping and associated key enablers. UK/Fr CJETF Ex Autumn 12


Chief of Naval Staff’s Direction

• The announcement that the MOD has managed to balance fully the budget ‘for the first time in a generation’ reflects a fundamental change in the way the money is managed with a focus on affordability, certainty and realism; rather than the aspiration, ambiguity and optimism – the ‘conspiracy of optimism’ that the Secretary of State refers to. This description of past practice is an accurate one and I fully support the intent to effectively reverse the way we do business – from optimistically planning to spend more than we have (over-programming) - to a cautious plan to fund the programme to achieve Future Force 2020 with unallocated provision held back (under-programming).


Navy High Level Command Structure


HMS QUEEN ELIZABETH Lower Block 02

HMS DEFENDER on Sea Trails


Land

Amphib

LLM CDT

Jt Fires

HQ

1&3XX

CRA

JALO

Air CmdArmy

Dir CS/DRA

JTEPS DTE

USN/USMC

JFC

DSF

Army

Dir CS

DSTLArmy HQ

Note 1

Army

Dir Cbt DE&S

IndustryNote 1

JFC

AirM

Air Cmd

MAA

RSTA

CIC

JHC

MWC

SurfM DSF

DSTL

DE&S

JFC

D Strat Proj DSTL

DSF

FIN MIL CAP

Complex Network of Relationships to Deliver Maritime Capabilities



Benefits and Risks of Cap Planning Disaggregation

• Greater agility in Capability Risk management

(particularly to address near term risk)

• Improved coherence across the Maritime Domain

• Capability Integration across all DLODs

• Better Requirement Setting to minimise costs to other LODs

• Increased ownership and accountability

• Drives more corporate behaviour within NCHQ

8


Defence Operating Model

Defence Secretary & Ministers

Head Office*

DE&S*

Air Command*

Army Command*

Navy Command*Defence Infrastructure

Defence BoardSofS, Min, PUS, CDS, DGFin, CDM, NEDs

Defence BusinessServices

Fo

rce E

lem

en

ts

Joint Forces

Command*

Enable Generate and

Develop

Operate

Strategic requirement

& budget

CDS directive

Requirement

& budget

Op

era

tion

s

Prime Minister

& National Security Council

Direct

Account

Ind

us

try

Syste

ms &

serv

ices

Acquire

Requirement

Proposed

solution

Operations

specific requirement

Joint training

requirement

Agree solution

& budget

Proposed

solution

PJHQDSF

Science & Technology

Within Joint ForcesCommand

Oth

er M

ilitary

Tas

ks*

* Denotes organisations involved in other Military Tasks

Tra

din

g F

un

ds

MDPGA

MAA/DSEA

Defence Secretary & Ministers

Head Office*

DE&S*

Air Command*

Army Command*

Navy Command*Defence Infrastructure

Defence BoardSofS, Min, PUS, CDS, DGFin, CDM, NEDs

Defence BusinessServices

Fo

rce E

lem

en

ts

Joint Forces

Command*

Enable Generate and

Develop

Operate

Strategic requirement

& budget

CDS directive

Requirement

& budget

Op

era

tion

s

Prime Minister

& National Security Council

Direct

Account

Ind

us

try

Syste

ms &

serv

ices

Acquire

Requirement

Proposed

solution

Operations

specific requirement

Joint training

requirement

Agree solution

& budget

Proposed

solution

PJHQDSF

Science & Technology

Within Joint ForcesCommand

Oth

er M

ilitary

Tas

ks*

* Denotes organisations involved in other Military Tasks

Tra

din

g F

un

ds

MDPGA

MAA/DSEA


De

fen

ce

Stra

teg

ic D

irec

tion

Develop the Maritime Force

Deliver Maritime Capability

Generate units & prepare for operations

Operate & sustain units

De

live

r Ma

ritime

& J

oin

t Effe

cts

NCHQ High Level Operating Model – Principal Functions (Blueprint)

Level 1 Outputs


DELIVER

CHANGE

DEVELOP

PLAN

GENERATE

ISCM FORCE GEN

OPERATE

OPS

ACNS (CAP)

ACNS (A&C)

ACNS (SPT)

CSAV CDT

SSM CDT

IS CDT

LLM CDT

AFSUP CDT

LOGS CDT

COMOPS

NA

VA

L B

AS

ES

AIR

STA

TIO

NS

BR

IGA

DE

NCHQ NORTHWOODOUT STATIONS

FE@R

FE@S

MAR

CAP

CMG

CPG

DE&S

Join

t/Mar W

arfa

re 1

* Role

3* OPS & CAPABILITY

1*

LOCATION

2*

PROCESS

Portfolio Office

P, T-LOD & other enablers

ACNS (SPT) DH

ACNS (A&C) DH

for QEC/Aviation

Maritime Capabilities Board


DEVELOP

• Maritime Concepts and Force Definition

• Input to Strategic Force Development

• Influence over Defence Strategy

• Vision & other future ‘statements’

• Maritime Capability Planning

• Capability Management Strategies

• Capability Management Plans – through life for In-service and Future

Capabilities (a single coherent plan (inc links to D Strat Proj & other FLCs)

• Genesis Options

• Maritime Capability Risk Management

• Based on Cap Audit and FLEET Risk processes

• Capability Delivery Mandates

• PCT bounded – handed over for Delivery

• Input into the Command Plan – Articulation of how FLEET meets its

Defence Final Outputs

Develop the Maritime Force


Predicted Maritime Portfolio


DELIVER

CHANGE

DEVELOP

PLAN

GENERATE

ISCM FORCE GEN

OPERATE

OPS

ACNS (CAP)

ACNS (A&C)

ACNS (SPT)

CSAV CDT

SSM CDT

IS CDT

LLM CDT

AFSUP CDT

LOGS CDT

COMOPS

NA

VA

L B

AS

ES

AIR

STA

TIO

NS

BR

IGA

DE


FE@R

FE@S

MAR

CAP

CMG

CPG

DE&S

Join

t/Mar W

arfa

re 1

* Role

3* OPS & CAPABILITY

1*

LOCATION

2*

PROCESS

Portfolio Office


ACNS (SPT) DH

ACNS (A&C) DH

for QEC/Aviation



DELIVER

• Delivery of Maritime Capability Change Programmes

• Nomination of SROs and formation of appropriate Programme and subordinate Project Boards (limited duration bodies that exist for the purpose of the change process and delivery of agreed benefits)

• Engagement in other FLC led Programme / Project Boards particularly those that are JFC sponsored

• Trading on a Pan DLOD basis

• Risks and Issues management

• Industrial Engagement

• Scrutiny and Approvals (Cat B, C, & D Projects)

Deliver Maritime Capability


GENERATE

• In-Service Capability Management (P3M BaU)• Planning and Resource Allocation (ESP(IS))

• Operating Policy

• Standards, Doctrinal procedures

• Pan-DLOD Integration

• Learning from Experience (feed risk process)

• Operating Duty Holder / Safety management process

• Availability Management

• Trials and Experimentation (optimise existing capabilities)

• Force Generation• Manage the Force Generation Process

• Operating and Operational Assurance

• Joint/Maritime Warfare 1* Role• Interaction with other Commands; CCRS; Joint Policy

Generate units & prepare for operations


Type 23 Frigate Capability Sustainment Programme

Wildcat

FASGW(L)

T23 PGMU

RT997 IRST

FLAADS(M)

Common Core Comms

Sonar 2050 ATR

MEWSS/UAT Spiral Dev

DAS-SS

NASAR

FASGW(H)


DELIVER

CHANGE

DEVELOP

PLAN

GENERATE

ISCM FORCE GEN

OPERATE

OPS

ACNS (CAP)

ACNS (A&C)

ACNS (SPT)

CSAV CDT

SSM CDT

IS CDT

LLM CDT

AFSUP CDT

LOGS CDT

COMOPS

NA

VA

L B

AS

ES

AIR

STA

TIO

NS

BR

IGA

DE


FE@R

FE@S

MAR

CAP

CMG

CPG

DE&S

Join

t/Mar W

arfa

re 1

* Role

3* OPS & CAPABILITY

1*

LOCATION

2*

PROCESS

Portfolio Office


ACNS (SPT) DH

ACNS (A&C) DH

for QEC/Aviation



Support

• Key Relationship with the DE&S

• Clear Management of ESP (In Service) Resources

• Long Term Contracts with key Industrial Partners

• Needs imagination to generate innovation

• Unique and enduring Global footprint places significant

demands on both DE&S and Industrial partners

• Implications of the Material Strategy key to future

relationships across the

Maritime Domain


Portfolio Office Functions

• Portfolio Build (prioritisation/analysis reporting) pan DLOD

• Centralised Resource Management

• Support Financial Planning

• H2A, Risk, Performance Management

• Scrutiny & Analysis

• Benefits Realisation

• Secretariat Support for Boards

• Centre of Excellence (people, skills, knowledge

management)


Summary

• Assessment and Design Complete, Internal Implementation July to Dec 12

• Maritime Capability Audit and Due Diligence Q3/12

• Staged transfer of Capability Sponsor’s Responsibilities up until FOC Apr 13

• Work continues to development the financial management and scrutiny processes to align to the Departments revised fiscal direction.

• The opportunity to trade across the Line of Development to close capability gaps, as opposed to an overly equipment focused programme will optimise scare resources with innovative means to deliver capability. Proof will be in the delivery of this ambition

Documents

Transforming the Maritime Domain