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United StatesUnited States Joint Forces CommandJoint Forces Command

Command OverviewCommand Overview

Tidewater AssociationTidewater Associationofof

Service ContractorsService Contractors(TASC)(TASC)

United StatesUnited States Joint Forces CommandJoint Forces Command

Command OverviewCommand Overview

Tidewater AssociationTidewater Associationofof

Service ContractorsService Contractors(TASC)(TASC)

Ron HighamRon HighamDeputy Chief of StaffDeputy Chief of Staff16 May 200716 May 2007

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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

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Who We Are

Building and strengthening joint culture and capabilities as a Building and strengthening joint culture and capabilities as a vital component to our nation’s current and future security vital component to our nation’s current and future security

15%

ReserveComponent

HQs USJFCOM Personnel

26%

22%

37%

Active Uniformed

Government Civilians Contractors

* Does not include facilities at Eglin AFB, MacDill AFB, FT Belvoir, FT Eustis, NSWC Dahlgren

USJFCOM Facilities *

31%

69%

Norfolk

Suffolk

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Joint Forces Command Components

563,000 Soldiers (RC)

198,000 Soldiers

7 Divisions28 BCTs/

2 Sep Brigades

FORSCOM

112,500 sailors (RC)

108,000 Sailors

6 CSGs5 ESGs

FFC

41,000 Marines (RC)

40,750 Marines

1 Division1 Wing1 FSSG

MARFORCOM

61,500 Airmen (RC)

89,700 Airmen

17 F/B/CompWings

ACC

1.1 Million Soldiers, Sailors, Airmen, and Marines

Over 80% of US based General Purpose Active and Reserve Forces

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Evolution of Joint Forces Command Atlantic Command

US Atlantic CommandCommands US-based forces

Joint Training & Integration of assigned forces

Joint Integration & Interoperability

Joint Experimentation

USACOM US Joint Forces Command

• leads Joint Deployment Process

• enhances Joint training

• establishes Joint requirements

Shift to a Functional Command

Joint C2 Capability Portfolio Manager Organize, Train, Equip JTF HQ

SUPREME ALLIED COMMAND, ATLANTIC(SACLANT)

SUPREME ALLIED COMMAND TRANSFORMATION

(SAC-T)June 19, 2003

Global Force MgrGlobal Force Provider

Dual-hatted: NATO Supreme Allied Commander Transformation

1993 1995 1997 1998 1999 2002 2003 2005 2006 2007

Individual AugmenteeResponsibility

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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

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A Dedicated Organization

PERSONNEL INTELLIGENCE OPERATIONSPLANS,

LOGISTICS & ENGINEERING

STRATEGY&

POLICY

COMMUNICATIONS

CommanderPolitical Advisor

DeputyCommander

J1 J2 J3/4 J5 J6

Chief of StaffCommandSergeant Major

2 SESRC

UniqueHeadquarters

Functions

STANDING JOINT FORCE

HEADQUARTERS CORE ELEMENT

SJFHQ

JOINT TRAINING

J7

REQUIREMENTS INTEGRATION

J8

JOINT INNOVATION &

EXPERIMENTATION

J9

JOINT CENTEROPERATIONAL

ANALYSIS

JCOA

1 SES 4 SESRCRC RC

STANDING JOINT FORCE

HEADQUARTERS CORE ELEMENT

SJFHQ

JOINT TRAINING

J7

REQUIREMENTS INTEGRATION

J8

JOINT INNOVATION &

EXPERIMENTATION

J9JCOA

RC

UniqueHeadquarters

Functions

Joint Deployment Training Center

Joint TransformationCommand- Intelligence

(JTC-I)

Joint Public AffairsSupport Element

(JPASE)

Joint PersonnelRecovery Agency

(JPRA)

Special OperationsCommand- JFCOM

(SOCJFCOM)

Joint CommunicationsSupport Element

(JCSE)

Joint WarfightingCenter(JWFC)

Joint SystemsIntegration Command

(JSIC)

Joint Warfare Analysis Center

(JWAC)

Joint Fires Integration& Interoperability Team

(JFIIT)

USJFCOM Enablers USJFCOM Enablers

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Transforming a Joint Force• Expand capacity

• Provide capability

• Promote integrated solutions

• Support joint, interagency, and multinational operations

Focus on the Joint Force CommanderDeconflicted

Coordinated

Integrated

Interdependent

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04

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10

2

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16

6

24

19

7

20

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20

01

20

02

20

03

Nu

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arte

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JTF HQ Operational During fiscal year

New JTF HQ Formed During fiscal year

25

20

15

10

5

20

05

24

5

20

06

Requirements for JTFHQ Increasing

23

7

22

2

20

07

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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.

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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

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Goal 6:Enhanced / Agile Business Processes

No. OPR Priority Name

101 J02R Command business processes support Commander’s Guidance

102 J00P Commander’s Guidance clearly understood by internal and external audiences

103 J5 Command Strategic Goals and Objectives drive enterprise-wide performance assessment model

104 J02HR A Command Human Capital Investment Strategy provides an optimal workforce

105 J6 Optimal use of IT across the Command (Establish IT Investment Strategy)

106 J02BM Command Support Services bought smartly

107 J44 Command Facilities Managed smartly

108 J02F Command-wide Financial Management

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Desired EffectCommander's priorities are reflected in USJFCOM program of work and understood by customers and resource sponsors.

Milestones & Decision Points1. Spring 07 Review2. Fall 07 Review3. Spring 08 Review4. Fall 08 Review

Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 101 – Program/Budget Review

Completion Date: September 07

Essential Tasks1. Generate POM Data2. Develop support documentation3. Generate BY project prioritization4. Allocation and apportionment 5. Assess ongoing project efforts6. Inform re-validation and re-

programming decisions

Significant Risks1. Multiple resource sponsors2. Program Management skills3. Financial Management

Regulations4. Manning

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Strategic Goal 6 - Enhanced / Agile Business Processes Objective 102 – Communication Strategy

Completion Date: January 07

Desired EffectsOur key audiences understand USJFCOM’s mission, joint capabilities and ability to supportCOCOM requirements

Essential Tasks1. Reach key audiences2. Craft messages3. Develop engagement plans

Milestones & Decision Points1. NOV 06: CDR’s Guidance2. DEC 06: Review of Communication strategy3. JAN 07: Execute strategy

Significant Risks1. Misaligned messages2. Fiscal support for critical programs

Desired EffectsKey audiences understand USJFCOM missions, joint capabilities and ability to support COCOM requirements

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Strategic Goal 6 - Enhanced / Agile Business Processes Objective 103 – Business Process Mgmt, Performance Mgmt

& Scorecarding Completion Date: June 07

Essential Tasks1. Develop BPM & BI methodology2. Develop BPM & BI process & software requirements

3. Integrate databases/data sources4. Pilot Pgm monitoring & refinement5. Launch BPM and BI6. Develop collaboration and coordination requirements

Desired Effects1. Established Enterprise Business Process Management Environment2. BI Scorecard in place providing real-time strategy alignment metrics3. Real-time performance metrics against objectives & goals on demand4. Established performance collaboration framework for command

Key Milestones1. BI requirements evaluation 2. Software acq., install, & testing3. 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 Risks1. Implementation cost2. Staff non-participation3. Inadequate data available4. Database integration challenges5. Organizational acceptance6. Governance7. Resources and sustainment costs

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Essential Tasks1. Accurate requirements.2. Proper Mil / GS / Contr balance3. Best use of Reserves.4. Shape / develop GS Workforce5. NSPS conversion

Desired EffectsA common human capital investment strategy and plan achieves an optimal workforce mix as measured by capability, flexibility, sustainability, and cost

Milestones & Decision Points1. NSPS conversion 21 Jan 072. Establish PMRB Jan 073. NSPS Payout Jan 084. HR Analysis Jan 08

Significant Risks1. HR resources2. Contractor transparency3. Workforce cost and aging

Strategic Goal 6 - Enhanced / Agile Business Processes Objective 104 - Human Resource Management

Completion Date: January 08

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Essential Tasks1. Develop IT Master Plan

- “As Is” & “To Be” perspectives2. Identify gaps/seams & resources

required/available3. Establish CMD IT PfM policies & processes4. Stand up a CIO BMO & IT PMO

Desired EffectsAlign IT spending with goals

- Execute CIO Responsibilities -- IT Portfolio Management -- Total Cost of Ownership

Milestones & Decision Points1. IT PMO IOC - Dec 062. CIO BMO IOC - Feb 073. IT Master Plan (Draft) - Mar 074. PfM policies - Jun 075. IT Strategy IOC - Sep 07 6. IT Strategy FOC - Sep 08

Significant Risks1. Organizational acceptance &

commitment to change2. Governance3. Resources

Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 105 – Optimal Use of IT Across the Command

Completion Date: September 08

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Strategic Goal 6 – Enhanced / Agile Business ProcessesObjective 106 – Contracting

Completion Date: September 08

Essential Tasks1. Validate Current Portfolio2. I.D. Acq W/F Positions3. Educate / Train AWF4. Establish Reqmts Review Bd.5. Early Collaborative Acq Planning

Desired Effects1. Financial Stewardship2. Max Efficiency / Effectiveness3. Collaborative Reqmts Dev / Valid4. Minimal Acq Lead Time5. Max Competition Best Value

Milestones & Decision Points1. 15 Nov 06 - Portfolio Validation2. 04 May 07 – I.D. AWF Positions3. 01 Oct 07 – Reqmts Review Bd.4. 31 Dec08 – AWF educated, certs

Significant Risks1. Last minute, sole source culture2. Requirements flux3. Contractor Influence4. Many factors influencing

Acquisition Lead Time

5. End-user “end-arounds” CAMO

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Essential Tasks1. Facility Instruction2. Facility Master Plan Update and

Capital Investment Strategy3. Maintain Professional Proficiency

Desired EffectsUSJFCOM maintains quality facilities, furnishings, and other infrastructure that fully enablesthe staff to carry out its mission.

Milestones & Decision Points1. Jan 07 – Facility Instr. signed2. Mar 07 – Plan Updated3. Mar 07 – JDC Constr. Start 4. Dec 07 – HQ. Constr. Start5. Jun 07 – ID FY 08/09 budget6. FY 07 – Qtly GSA mtg.

Significant Risks1. Staff/Mission Re-alignments2. Constrained Budgets3. Engineering and Facilities4. Manning

Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 107 - Facility Master Plan

Completion Date: December 08

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Strategic Goal 6 - Enhanced / Agile Business ProcessesObjective 108 Financial Execution (J02F)

Completion date: October 07

Essential Tasks1. Align budget to POM; Validate

FOC level of effort2. Realign CY funds - approved

changes and CMD priorities3. Identify feeder system, deploy

dashboard to PMs

Desired Effects1. Align USJFCOM budgets and

execution with Command priorities

2. Timely information for PMs, decision makers, and external stakeholders

Milestones & Decision Points1. Mar 07 FY 07 Mid-year review2. Aug 07 FY 09 Budget3. Feb 07 Publish Fin. Mgt. policy4. Mar 07 Select feeder system5. Oct 07 Deploy dashboard

Significant Risks1. Manning 2. Funding transitions3. Financial constraints

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Broad Challenges…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)