Program Strategy

1
Program Strategy
Shore Infrastructure Planning (SIP) Program

• Program Management

• Introductory Brief
• Dan Sloan, AICP
• Russ Cooper, PE
• April 20, 2006

2
The Macro Planning Environment

• Change drives workload for Base Development. The
  following initiatives drive a significant BD
  Planning workload
• NAV 2030
• Sea Power 21
• Integrated Global Presence and Basing Strategy
• Base Realignment and Closure (BRAC)
• Marine Corps I-2020
• Fleet Response Plan
• Sea Enterprise
• Stand-up and evolution of Command Navy
  Installations Command (CNIC)
• Development of Future Platforms
• Geo-political events
• Enterprise Board Of Directors (BODs)

• By the Year 2009, the Navy will have
  approximately 50 fewer combat sea frames, 25
  fewer air frames, 40 fewer sailors.

Navy Ashore Vision 2030, p. 3 9
FY 06 Base Development (BD) Business Line Plan,
p. 3
3
Goals of the SIP Program

• To provide the tools required for adjusting BD
  strategic approaches through a long term planning
  vision.
• Meet Navy needs to sustain or improve readiness
  at a reduced cost
• The benefits of such a program will allow
• A means of leveraging ROI to justify Navy funding
  requirements for planning
• Demonstrates that long term SIP planning is
  effective (metrics)
• Addressing New Navy Requirements
• Strategically
• Tactically

4
The Planning Hierarchy NAV 2030 (Nov 04)
2030
SIP
5
Benefits Top Down - Strategic Emphasis (First)

• Right Plan Client Mission Enabling
• Right capabilities - Best View of total system
• The Whole Thing is the Main Thing
• System perspectives enables creative solutions
• Ops Strategy starts at the top
• Wider view Greater Plan Impact per planning
  dollar
• Long view time to respond, develop manage
• Institutionalized direction
• coordinated, globally consistent
• Top level support to drive planning
• best practices
• Right Plans Right Cost
• Over 200 Billion in plant value
• Comparatively small, strategic investments
  major findings/recommendations to improve
  effectiveness and efficiency
• SF Footprint reductions

6
How SIP Analysis Helps Display Cost Savings -
Conceptual
Logistics Recapitalization (recent case study)
Increase Impact (SIP mission) Strategic planning
highest ROI Savings directly correlated to
investment Returns 101 to 501 order of magnitude
45
Sustainment Savings
40
NET GAINS
35
30
Productivity Savings
25
20
15
10
5
5
Phase I
10
15
Increased investment in SIP drives impact
Phase II
Phase III
Millions () Current Dollars
Sustainment and Productivity savings are two
types of savings identified in the Business Case
Analysis created for the Mid-Lant Logistics SIP
plan. The amounts displayed in the above graphic
are arbitrary and only for graphical purposes.
7
Investments to Implement Plans

• Plan Actions require Acquisition Strategies
• Use MILCON for focused development
• Planners will look for options to leverage
  underutilized assets and third party financing
• Enhance use Lease
• Public Private Venture
• Apply NAV 2030 GPs to redevelopment options
• Feeds Assets Management
• Other arrangements

8
Shaping the SIP Program

• SIP Program Priorities
• Investment direction specific plans to pursue
  when
• Consider future allocation needs based on
  historical allocations.
• Identify analyze future trends which may affect
  installation responsiveness.
• Provide Input to developing Top down strategies
• Bracket our Vision

9
SIP Planning Program is Multi-Year - Conceptual
Vision
Requirements
1
2
3
4
5
6
Past Planning Years
Out-Year Planning Years
08
06
10
12
14
16
18
04
20
22
24
26
28

• Planning Years 1 2
• The First two planning years are programmed and
  well understood.
• Planning Years 3 4
• Reasonable assumptions can be made as to the
  planning requirements of the second two planning
  years.
• Planning Years 5 6
• Some ideas as to the nature of planning
  objectives may be too far out to determine
  through immediate requirements. These years will
  be considered in relation to broader Navy
  objectives.

Current Fiscal Year
10
Program Overlaps With SIP

• Business Case Analysis (BCA)
• SIP Strategic Plan and BCA can be used together
  in order to demonstrate how long term planning
  can serve to save the Navy money over the longer
  term.
• Space Management
• Space Management and the SIP Strategic Plan will
  allow NAVFAC BD HQ to quickly and accurately
  respond to emerging planning requirements due to
  change of mission, base loading, or Navy policy.
• Integrated Logistics Support
• The SIP Strategic Plan helps to anticipate the
  requirements of numerous successive weapons
  systems by allocating resources appropriately and
  initiating planning activities in a timely
  manner.
• Assets Management
• Encroachment Management
• Enhanced Use Leasing
• AICUZ RAICUZ
• Environmental Planning

11
Next Steps for SIPs

• Develop CONOPs
• Develop Strategic Action Plan