JFCOM Command Briefing

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United States Joint Forces Command Command
Overview Tidewater Association of Service
Contractors (TASC)
Ron Higham Deputy Chief of Staff 16 May 2007
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Joint Forces Command Mission

• 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.

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Who We Are

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

Building and strengthening joint culture and
capabilities as a vital component to our nations
current and future security
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Joint Forces Command Components
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 Command Commands US-based
forces

• USACOM US Joint Forces Command
• leads Joint Deployment Process
• enhances Joint training
• establishes Joint requirements

Individual Augmentee Responsibility
Joint Integration Interoperability
1993 1995 1997 1998 1999 2002 2003 2005 2006
2007
Joint Experimentation
Global Force Mgr Global Force Provider
Joint Training Integration of assigned forces
Shift to a Functional Command
Joint C2 Capability Portfolio Manager Organize,
Train, Equip JTF HQ
SUPREME ALLIED COMMAND TRANSFORMATION (SAC-T)
SUPREME ALLIED COMMAND, ATLANTIC (SACLANT)
June 19, 2003
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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
USJFCOM Enablers
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Transforming a Joint Force

• Expand capacity
• Provide capability
• Promote integrated solutions
• Support joint, interagency, and multinational
  operations

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Requirements for JTFHQ Increasing
25 20 15 10 5
24
24
23
22
19
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Number of JTF Headquarters
11
10
10
7
7
6
5
2
2
1
2000
2001
2002
2003
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The Dimensions of Transformation
Organizational Design The changes in an
organizations 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. Auth
orities 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 6Enhanced / Agile Business Processes
No. OPR Priority Name
101 J02R Command business processes support Commanders Guidance
102 J00P Commanders 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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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 101 Program/Budget Review
Completion Date September 07
Desired Effect Commander's priorities are
reflected in USJFCOM program of work and
understood by customers and resource sponsors.
Essential Tasks 1. Generate POM Data 2. Develop
support documentation 3. Generate BY project
prioritization 4. Allocation and apportionment
5. Assess ongoing project efforts 6. Inform
re-validation and re-programming decisions
Milestones Decision Points 1. Spring 07
Review 2. Fall 07 Review 3. Spring 08 Review 4.
Fall 08 Review
Significant Risks 1. Multiple resource
sponsors 2. Program Management skills 3.
Financial Management Regulations 4. Manning
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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 102 Communication
Strategy Completion Date January 07
Desired Effects Our key audiences understand
USJFCOMs mission, joint capabilities and ability
to support COCOM requirements
Desired Effects Key audiences understand USJFCOM
missions, joint capabilities and ability to
support COCOM requirements
Essential Tasks 1. Reach key audiences 2. Craft
messages 3. Develop engagement plans
Significant Risks 1. Misaligned messages 2.
Fiscal support for critical programs
Milestones Decision Points 1. NOV 06 CDRs
Guidance 2. DEC 06 Review of Communication
strategy 3. JAN 07 Execute strategy
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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 103 Business Process Mgmt,
Performance Mgmt Scorecarding Completion
Date June 07
Essential Tasks 1. Develop BPM BI
methodology 2. Develop BPM BI process
software requirements 3. Integrate
databases/data sources 4. Pilot Pgm monitoring
refinement 5. Launch BPM and BI 6. Develop
collaboration and coordination requirements
Desired Effects 1. Established Enterprise
Business Process Management Environment 2. BI
Scorecard in place providing real-time strategy
alignment metrics 3. Real-time performance
metrics against objectives goals on demand 4.
Established performance collaboration framework
for command
Key Milestones 1. BI requirements evaluation 2.
Software acq., install, testing 3. 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 Risks
• Implementation cost
• Staff non-participation
• Inadequate data available
• Database integration challenges
• Organizational acceptance
• Governance
• Resources and sustainment costs

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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 104 - Human Resource
Management Completion Date January 08
Essential Tasks 1. Accurate requirements. 2.
Proper Mil / GS / Contr balance 3. Best use of
Reserves. 4. Shape / develop GS Workforce 5.
NSPS conversion
Desired Effects A common human capital investment
strategy and plan achieves an optimal workforce
mix as measured by capability, flexibility,
sustainability, and cost

• Milestones Decision Points
• 1. NSPS conversion 21 Jan 07
• 2. Establish PMRB Jan 07
• NSPS Payout Jan 08
• HR Analysis Jan 08

Significant Risks 1. HR resources 2. Contractor
transparency 3. Workforce cost and aging
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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 105 Optimal Use of IT
Across the Command Completion Date September 08
Essential Tasks 1. Develop IT Master Plan - As
Is To Be perspectives 2. Identify
gaps/seams resources required/available 3.
Establish CMD IT PfM policies processes 4.
Stand up a CIO BMO IT PMO
Desired Effects Align IT spending with goals -
Execute CIO Responsibilities -- IT Portfolio
Management -- Total Cost of Ownership
Milestones Decision Points 1. IT PMO IOC - Dec
06 2. CIO BMO IOC - Feb 07 3. IT Master Plan
(Draft) - Mar 07 4. PfM policies - Jun 07 5. IT
Strategy IOC - Sep 07 6. IT Strategy FOC - Sep
08
Significant Risks 1. Organizational acceptance
commitment to change 2. Governance 3. Resources
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Strategic Goal 6 Enhanced / Agile Business
Processes Objective 106 Contracting Completion
Date September 08
Essential Tasks 1. Validate Current Portfolio 2.
I.D. Acq W/F Positions 3. Educate / Train
AWF 4. Establish Reqmts Review Bd. 5. Early
Collaborative Acq Planning
Desired Effects 1. Financial Stewardship 2. Max
Efficiency / Effectiveness 3. Collaborative
Reqmts Dev / Valid 4. Minimal Acq Lead Time 5.
Max Competition Best Value
Significant Risks 1. Last minute, sole source
culture 2. Requirements flux 3. Contractor
Influence 4. Many factors influencing


Acquisition Lead
Time 5. End-user end-arounds CAMO
Milestones Decision Points 1. 15 Nov 06 -
Portfolio Validation 2. 04 May 07 I.D. AWF
Positions 3. 01 Oct 07 Reqmts Review Bd. 4.
31 Dec08 AWF educated, certs
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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 107 - Facility Master
Plan Completion Date December 08

• Essential Tasks
• Facility Instruction
• Facility Master Plan Update and Capital
  Investment Strategy
• 3. Maintain Professional Proficiency

Desired Effects USJFCOM maintains quality
facilities, furnishings, and other
infrastructure that fully enables the staff to
carry out its mission.

• Significant Risks
• Staff/Mission Re-alignments
• Constrained Budgets
• Engineering and Facilities
• Manning

• Milestones Decision Points
• Jan 07 Facility Instr. signed
• Mar 07 Plan Updated
• Mar 07 JDC Constr. Start
• Dec 07 HQ. Constr. Start
• Jun 07 ID FY 08/09 budget
• FY 07 Qtly GSA mtg.

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Strategic Goal 6 - Enhanced / Agile Business
Processes Objective 108 Financial Execution
(J02F) Completion date October 07
Essential Tasks 1. Align budget to POM Validate
FOC level of effort 2. Realign CY funds -
approved changes and CMD priorities 3. Identify
feeder system, deploy dashboard to PMs

• Desired Effects
• 1. Align USJFCOM budgets and execution with
  Command priorities
• 2. Timely information for PMs, decision makers,
  and external stakeholders

Significant Risks 1. Manning 2. Funding
transitions 3. Financial constraints
Milestones Decision Points 1. Mar 07 FY 07
Mid-year review 2. Aug 07 FY 09 Budget 3. Feb
07 Publish Fin. Mgt. policy 4. Mar 07 Select
feeder system 5. Oct 07 Deploy dashboard
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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)