USFF Commanders Guidance Brief to Senior Staff 17 Sep_FINAL

United States Fleet Forces Ready Fleet … Global Reach 2

Pre-Decisional – Draft Working Papers

Background

• This is my 2nd tour at FFC

• To prepare for this job, I asked myself four questions:

– Do we have our mission and CDR’s intent right?

– Are we organized correctly?

– Do we really understand the Theory of Readiness Production?

– Do we understand and actively manage our stakeholder relationships?

• What I firmly believe…

UNCLASSIFIED



SituationSuccess Factors

Improved Fleet wholeness

Defined Operational Availability (Ao)

Matured the Fleet Response Plan (FRP) and Fleet Training

Continuum (FTC)

Led the Individual Augmentee (IA) campaign plan

Led Navy’s Anti-Terrorism / Force Protection (AT/FP)

campaign plan

Merged with 2nd Fleet

Improved CPF/FFC Relationship … “Two Fleets, One Voice

Turned the corner on Fleet Maintenance issues

Improved Surface Ship Maintenance Assessment

GFM Process Improvement

Represents significant

progress since my

last tour…

UNCLASSIFIED



SituationBeliefs and Improvement

• We are on the right track … but we must accelerate improvement

– I do not want to be consumed by the results of inefficient staffing and organization

– I will focus on more important activities

• The Situation…

UNCLASSIFIED



SituationExternal Factors

Strategic / Operational•Continued shift of military strategy / resources to Asia•Winding down operations in Afghanistan•Mid-east instability (Syria, Iran, Egypt, Bahrain, etc.)•High demand for Navy forces globally •Resurgence of Russia, expanding influence of China•Relationship w/ Iran & N. Korea•Cyberspace challenges•Strategic Laydown changes

Financial•Impact of economy on defense spending - National priorities•Fiscal / Debt concerns impacting operations and Navy budget•Cost of ops increasing (e.g. fuel , manpower, maintenance)•Requirement to sustain current / purchase new platforms•Cost of evolving demand and need for new capabilities•International Economic Issues

Political / Cultural•Election Year Churn•Growing political gridlock in Washington, D.C. •Global Humanitarian Assistance/Disaster Response mission expectations•Domestic issues (economy, health care reform, unemployment, entitlements) •Potential for additional BRAC rounds

Management / Workforce•Impact of economy on recruiting / retention / workforce•Retention boards at all levels focused on “rightsizing”•Workforce demographic challenges (diversity, aging)•Individual Augmentee demand •Industrial Base•Civil Service facing Negative Rhetoric•Maintenance Performance •Logistics/Allowancing Performance

UNCLASSIFIED



Fiscal SituationDoD Budget

$75B

$478B

$224B

$404B

$299B

+80%

+80%

+537%

-26%

-53%

-34%

+108%

UNCLASSIFIED



MIL PERSONNEL, $47B

MIL PERSONNEL, $67B

MIL PERSONNEL, $35B

OPR & MAINT, $59B

OPR & MAINT, $82B

OPR & MAINT, $55B

PROCUREMENT, $44B

PROCUREMENT, $23B

PROCUREMENT, $37B

RDT&E, $17B

RDT&E, $9B

RDT&E, $26B

OTHER, $4B

OTHER, $4 B

OTHER, $1B

$0

$40

$80

$120

$160

$200

Department of Navy - $171B Department of Army - $185B Department of Air Force - $154B

Fiscal SituationFY13 DoD Budget

*Source: NATIONAL DEFENSE BUDGET ESTIMATES FOR FY 2013” (Green Book) from the Office of the Under Secretary of Defense (Comptroller) March 2012.

*Defense-wide includes activities Like DISA, DLA, OSD, DFAS, etc.

Army , $184 (30%)

Navy, $171 (27%)

Air Force, $154 (25%)

*Defense-wide, $111

(18%)

Service Percentage of Total DOD-Military

$620B

UNCLASSIFIED


United States Fleet Forces Ready Fleet … Global Reach

NavyBL $4.3B

NavyOCO $0.5B

Marine Corps OCO $0.4B

Marine CorpsBL $2.1B

BL $4.4BOCO $0.5B

BL $5.2B

OCO $1.3B

NECCBL $0.28B

NECCOCO $0.39B

OCO $1.24B

BL $2.28

Ship MaintShip Ops

$4.9B

Air Ops$7.3B

Combat Ops$4.2B

8

Fiscal SituationFY13 DON Budget

$156 Baseline

BSO 17 CNO/FMB

$0.6B

BSO 12 $1.2B

BSO 60 USFF

$11.0B

BSO 70 PACFLT$11.8B

BSO 19 NAVAIR

$3.3B

BSO 22 Naval

Personnel$2.0B

BSO 23 NAVSUP

$1.1B

BSO 24NAVSEA

$4.5B

BSO 39 SPAWAR

$1.9B

BSO 52CNIC

$7.1B

BSO 72$0.7B

Other BSOs

11,15,18,30,41$2.8B

APN(Aircraft Procurement,

Navy)$17B

DHA $3B

OMN&OMNR(Operation and

Maintenance, Navy and Reserves)

$49B

MPN & RPN (Navy Military Personnel,

AC & RC)$30B

OMMC&OMMCR (Marine CorpsOps and Maint)

$11B

MPMC & RPMC (Marine Corps Military Personnel, AC& RC),

$15B

PMC $3B

OPN$6B

WPN $3B

SCN(Shipbuilding and Conversion, Navy)

$12B

RDT&E (Research, Development,

Test, and Evaluation)$17B

Other$2B

DON $171BPB12 FY12 (CY$13) $172.8PB11 FY11 (CY$13) $185B

DON OMN & OMNR $49BPB12 FY12 (CY$13) $49BPB11 FY11 (CY$13) $50B

Fleet OMN & OMNR $22.8B PB12 FY12 (CY$13) $23.2BPB11 FY11 (CY$13) $23.9B

UNCLASSIFIED



Fiscal SituationDoN Potential Budget Across the FYDP

*Source of FYXX funding profiles: Programmers Budget Information System: POM 14 data tables.

FYXX potential funding based on percentage of impact to total DOD Budget of $55B automatic cut. Percentage then applied to each service for each fiscal year i.e.., DON FY13 % = 8.9%, DON FY14 % = 10.2%

$156B$149.8B

$141.5B $140.3B $141.3B $141.7B

$15.1B

$15.9B

$16.2B $16B $16B $16B

100

120

140

160

180

FY13 FY13 potential

FY14 FY14 potential

FY15 FY15 potential

FY16 FY16 potential

FY17 FY17 potential

FY18 FY18 potential

Sequestration/Automatic Cuts OCO Baseline$171B

$166B

$158B $156B $157B $158B

UNCLASSIFIED



SituationImpacts

• Dollars will be coming down … the new norm• Services have 5 levers to pull to maintain and build the future force

– End Strength– Manpower costs– Readiness– Modernization– Recapitalization

• 80% of the Fleet of 2020 we already own– That 80% must be ready to fight in 2020 = Readiness and Modernization = Whole

• Only constituent for Readiness and Modernization is the Fleet• Every dollar spent must improve Readiness and Modernization• Before spending that dollar:

– Must challenge and validate all previous assumptions– Must clearly identify the problem … root cause – Make recommendations to fix the root cause– Follow through and fix the root cause

UNCLASSIFIED



CNO Greenert on Warfighting First

“The Navy must be ready to fight and win today, while ensuring the ability to win tomorrow. This tenet (Warfighting First) is

exceptionally important as we address tensions in the Arabian Gulf, increase our focus on the Asia-Pacific, and support our partners and

allies around the world. Our warfighting investments directly support the missions outlined in the new defense strategic

guidance.”

Source: Excerpt from ADM Greenert’s Navigation Plan 2013-2017

UNCLASSIFIED



CNO’s Definition of Wholeness “pull this page out…”

• “Whole” Not Hollow Regardless of Force Size:– Necessary number of ships, aircraft and other forces (Battalions and Staff)* with

required capabilities to defeat the threat– Manned with qualified, motivated personnel – trained, proficient and confident.

Includes: simulators, live fire, operational/tactical level training– Properly maintained platforms that are capable of performing to design standard and

reaching expected service life– Tools, spares and repair parts to maintain material readiness– Appropriate ordnance to meet training and warfighting requirements– Shore infrastructure to support warfighting forces and our sailors/families

Source: Excerpt from CNO’s brief to Deputy’s Management Action Group (DMAG) on “Navy Readiness” given 10FEB12Note: * = added by FFC

• Grade the effectiveness of our current effort • Define the problem• Not just a Fleet problem … or solution• Must identify root causes• Develop a road map to remove the barriers

UNCLASSIFIED



How

• What I was taught, and what I have learned– Get Chain of Command and Commander’s Intent right … all else works out– Get your organization and processes right … you will get COC and Cdrs Intent right– Great commands know how to plan, execute and assess– Subordinates and staffs follow orders better than they read minds

• Commander’s Intent• Chain of Command• Organization and Process

UNCLASSIFIED



• Train, certify and provide combat-ready Navy forces to Combatant Commanders that are capable of conducting prompt, sustained naval, joint, and combined operations in support of U.S. national interests.

• Command and control subordinate Navy forces and shore activities during the planning and execution of assigned service functions in support of CNO.

• Provide operational planning and coordination support to Commander, U.S. Northern Command (CDR USNORTHCOM), Commander U.S. Element NORAD (CDR USELEMNORAD), and Commander, U.S. Strategic Command (CDR USSTRATCOM).

• Command and control subordinate forces during the planning and execution of joint missions as the Joint Forces Maritime Component Commander North (JFMCC-N) to CDR USNORTHCOM.

FFC Command Mission(Per FFC MF&T (OPNAVINST 5440.77B) Signed 25APR12)

Mission is Correct!

UNCLASSIFIED



Commander’s Intent

• Warfighting first, but hollowness is not an option

• To successfully execute our mission we must:

– Support and defend our homeland

– Send the forward deployed war fighters the most lethal Naval Forces possible

– Standardize Readiness processes

– Drive costs down … increase Readiness effectiveness

– Harness power of properly trained and aligned staffs

– Synchronize actions and messages to produce effects

– Hold Commanders and Leaders accountable for results

• I will hold myself accountable for the above

UNCLASSIFIED



Lines of Operations

• Fleet and Joint Operations- NORTHCOM: Defend the Homeland- NORTHCOM: Anti-Terrorism / Force Protection- NORTHCOM: Defense Support to Civil Authorities- STRATCOM- Operate the Fleet

• Warfighting & Readiness- Send to the forward deployed war fighters the most lethal Naval Forces

possible• Global Force Management

- Identify and schedule the most effective Naval Forces IRT SECDEFs tasking• Sailors, Civilians and their Families

- 20 year Sailors, Civilians and Families• Safety (underpins all of the above)

UNCLASSIFIED



LOOs Support Command Mission Must Validate mission

FFC Missions(Per FFC MF&T (OPNAVINST 5440.77B) Signed 25APR12)

Lines of Operation (LOO)

Fleet & Joint Operations

Warfighting &

ReadinessGlobal Force Management

Sailors, Civilians &

their Families

Safety (underpins

other LOOs)

Train, certify and provide combat-ready Navy forces to Combatant Commanders that are capable of conducting prompt, sustained naval, joint, and combined operations in support of U.S. national interests.

x x x x x

Command and control subordinate Navy forces and shore activities during the planning and execution of assigned service functions in support of CNO.

x x x

Provide operational planning and coordination support to Commander, U.S. Northern Command (CDR USNORTHCOM), Commander U.S. Element NORAD (CDR USELEMNORAD), and Commander, U.S. Strategic Command (CDR USSTRATCOM).

x x x x

Command and control subordinate forces during the planning and execution of joint missions as the Joint Forces Maritime Component Commander North (JFMCC-N) to CDR USNORTHCOM.

x x x x x

UNCLASSIFIED



Be Ready

LOOs Align with SECNAV / CNO

DON Objectives for FY12

and Beyond

Global Force Management

Warfighting and Readiness

Fleet and JointOperations

Sailors, Civilians and their Families

Safety(underpins all other LOOs)

FFC Lines of Operation

CNO’s Sailing Directions -

TenetsWarfighting First Operate Forward

Take Care of Our People

Maintain Warfighter Readiness in an Era of Reduced Budgets

Lead the Nation in Sustainable Energy

Promote Acquisition Excellence and Integrity

Dominate in Unmanned Systems

Drive Innovative Enterprise Transformation

UNCLASSIFIED



Commander’s Intent and Lines of Operations

• Commander’s Intent:– War fighting First, but hollowness is not an option – To successfully execute our mission we must:

• Support and defend our homeland • Send the forward deployed war fighters the most lethal Naval Forces possible• Standardize Readiness Processes• Drive costs down … Increase Readiness Effectiveness• Harness power of properly trained and aligned staffs • Synchronize actions and messages to produce effects• Hold Commanders and Leaders accountable for results

– I will hold myself accountable for the above

• Lines of Operations– Fleet & Joint Operations– Warfighting and Readiness– Global Force Management– Sailors, Civilians and their Families– Safety (underpins all of the above)

UNCLASSIFIED



Chain of Command

• Problem Statement– This C2 doesn’t work– Creates a second Commander

and second staff, within a single Command and single staff

• Confuses subordinates and staff• Does not provide synergy of

effort– De facto elimination of the

Deputy from most of the missions of the Command

– Not organized correctly to meet mission and intent

• Solution– Maritime Headquarters and

Maritime Operations Center

UNCLASSIFIED



Chain of Command

• Second Fleet is dead …

• Effective 1 October, CTF-20 dissolved

• FFC is the Commander, and only Commander … and …

• Command flows through the Deputy, VADM Howard

• VADM Howard and I have been together for over 3 years

– Both as one of my Commanders and key leader on my staff

– If I drop dead … She is in Command

– If I am unavailable … She is in Command

– She has my full trust and confidence

UNCLASSIFIED



Chain of Command

• FFC is both an Echelon II and III Command– My second Ech II/III command, plus a COS tour– Seen it done well, and not so well, made mistakes in both

• Risks … are at both ends of the spectrum– Command becomes to tactical … ignores the strategic and operational– Command becomes to strategic … ignores the tactical (Ech IV)

• FFC is ideally suited to do this well– MHQ focuses on Strategic to Operational– MOC focuses on Operational to Tactical– TYCOMs and CSGs focus on the Ech IV and below– Battle rhythm and effective communications ensures the correct balance

• Staff organization and Subordinate Chain of Command in a few slides– Need to understand our dominant line of operation

UNCLASSIFIED



Theory of the Battlespace

• Strategic and Operational Commanders must have a theory to fight their battlespace

– LOOs must support the theory of the battlespace

• Our battlespace is the production of Warriors and Readiness– Dominant LOO for FFC is Warfighting and Readiness

• We call our theory the “Readiness Kill Chain”• Defined correctly, the “Readiness Kill Chain” encompasses the entire Navy• You are either a:

– Producer– Consumer– Product– (at some point the Product is also a Producer)

We must understand AND influence ALL factors of Readiness Production… …

UNCLASSIFIED




• Problem Statement

– Inadequate understanding of the the production of Readiness which cause gaps in the

delivery of Readiness

– Results in negative impact to both production costs and warfighting effectiveness

• Solution

– Understand the production of Readiness

– Identify the key stakeholders … make them aware

– Organize for execution

– Follow-through

UNCLASSIFIED




• Strategic and Operational Commanders must have a theory to fight their battlespace

– LOOs must support the theory of the battlespace

• Our battlespace is the production of Warriors and Readiness– Dominant LOO for FFC is Warfighting and Readiness

• We call our theory the “Readiness Kill Chain”• Defined correctly, the “Readiness Kill Chain” encompasses the entire Navy• You are either a:

– Producer– Consumer– Product– (at some point the Product is also a Producer)

We must understand AND influence ALL factors of Readiness Production… …

X X

UNCLASSIFIED



Readiness Kill Chain

SurfaceAviation

Submarines

IDC

NECC

The Weapon System

Staffs

UNCLASSIFIED




SurfaceAviation

Submarines

IDC

NECC

The Weapon System

Staffs

FA-18E2C/D

HH-60

F-35

CVN

Aviation

AT-6T-45P-3 / P8

BAMS

F-35

Fire ScoutScan EagleUCLASSUCAS-D

Staffs

????????

UNCLASSIFIED




SurfaceAviation

Submarines

IDC

NECC

The Weapon System

Staffs

FA-18E2C/D

HH-60

F-35

CVN

Aviation

AT-6T-45P-3 / P8

BAMS

F-35


Staffs

????????

PERSONNEL

EQUIPMENT

SUPPLIES

TRAINING

ORDNANCE

ELEM

ENTS

OF

READ

INES

S

P3/P8

UNCLASSIFIED




SurfaceAviation

Submarines

NECC

IDC

The Weapon System

Staffs

FA-18E2C/D

HH-60

F-35

CVN

Aviation

AT-6T-45P-3 / P8

BAMS

F-35


Staffs

????????

PERSONNEL

EQUIPMENT

SUPPLIES

TRAINING

ORDNANCE

ELEM

ENTS

OF

READ

INES

S

P3/P8

First tour EnlistedSecond Tour Enlisted

Chief Petty Officer

First Tour Officer

Second Tour Officer

Personnel

XO / CO / Major CommandCiviliansContractors

UNCLASSIFIED



Readiness Kill ChainCommunity View

PERSONNEL

EQUIPMENT

SUPPLIES

TRAINING

ORDNANCE

ELEM

ENTS

OF

READ

INES

S

HQ Responsibility

SurfaceAviation

Submarines

NECC

IDC

The Weapon System

Staffs

UNCLASSIFIED



Readiness Kill ChainEchelon III/IV View

Plan

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO

PERSONNEL

EQUIPMENT

SUPPLIES

TRAINING

ORDNANCE

ELEM

ENTS

OF

READ

INES

S

HQ Responsibility

SurfaceAviation

Submarines

NECC

IDC

The Weapon System

Staffs

UNCLASSIFIED



Assess

Execute

Readiness Kill ChainEchelon III/IV View

Plan

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO

BASIC INTEGRATEDMAINT DEPLOY &SUSTAIN

FRTP

PERSONNEL

EQUIPMENT

SUPPLIES

TRAINING

ORDNANCE

ELEM

ENTS

OF

READ

INES

S

HQ Responsibility

SurfaceAviation

Submarines

NECC

IDC

The Weapon System

Staffs

UNCLASSIFIED



Assess

Execute

Readiness Kill ChainEchelon I/II View

Plan

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

ElementsPersonnelEquipmentSuppliesTrainingOrdnance

UNCLASSIFIED



Assess

Execute


Plan

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions

Synchronized training

Full Weapon System Ops


UNCLASSIFIED



Ends, Ways and Meansand the Readiness Kill Chain

• Ends– Defined as the strategic outcomes or end states desired

• Ways– Defined as the methods, tactics, and procedures, practices, and strategies to achieve the

ends• Means

– Defined as the resources required to achieve the ends, such as troops, weapons systems, money, political will, and time

• The model is really an equation that balances – What you want with what you are wiling and able to pay for it, or – What you can get for what you are willing and able to pay

Retired Major General Dennis Laich, AUS

UNCLASSIFIED



Assess

Execute


Plan

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions




UNCLASSIFIED



Assess

Ends

Readiness Kill ChainCNO / CPF / FFC View

Ways

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions



MeansPersonnelEquipmentSuppliesTrainingOrdnance

UNCLASSIFIED



Assess

Ends

Readiness Kill Chain‘As Is’ View

Ways

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions




SYSCOMs

CPF/FFC Responsibility

OPNAV

TYCOMTYCOMCSFTL/P / TYCOMTYCOMTYCOM

UNCLASSIFIED



Assess

Ends

Readiness Kill Chain‘Should Be’ View

Ways

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions




SYSCOMs

OPNAV

CPF / FFC / ECH 3/4/5 Responsibility

TYCOMTYCOMCSFTL/P / TYCOMTYCOMTYCOMECH III / IV ????????????Everyone is part of the Readiness Kill ChainEveryone needs to know their place and role in the Readiness Kill Chain

Means and Ways must support the Ends – our Employability / Depolyability model, the FRP

UNCLASSIFIED



Ends, Ways and Meansand the Readiness Kill Chain

• Ends– Defined as the strategic outcomes or end states desired

• Ways– Defined as the methods, tactics, and procedures, practices, and strategies to achieve the

ends• Means

– Defined as the resources required to achieve the ends, such as troops, weapons systems, money, political will, and time

• The model is really an equation that balances – What you want with what you are wiling and able to pay for it, or – What you can get for what you are willing and able to pay

Retired Major General Dennis Laich, AUS

“You get what you pay for” …. shortney

UNCLASSIFIED



Assess

Ends


Ways

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions




SYSCOMs

OPNAV

CPF / FFC Responsibility

TYCOMTYCOMCSFTL/P / TYCOMTYCOMTYCOMECH III / IV ????????????

FFC MHQ-LEADFFC Staff Organization FFC MOC-LEADMHQ Support


UNCLASSIFIED



Assess

Ends

Readiness Kill ChainFleet Forces Command Organization

Ways

RESOURCE/ POLICY

ASSESS/PROCURE

PRE-INTRO


FRTP

Surface

Aviation

Submarines

IDC

NECC

The Weapon System

Staffs

Common actions




SYSCOMs

OPNAV

CPF / FFC Responsibility FFC MHQ-LEADFFC Staff Organization FFC MOC-LEADMHQ Support

FFC

Lines ofOperations

Fleet and Joint Operations

Safety (underpins all other LOOs)

Global Force Management

Sailors, Civilians and their Families

Warfighting and Readiness


UNCLASSIFIED

New USFF Organization

WORKING DRAFTNOT FOR RELEASEDCUSFFC

Director, Maritime Operations(Integration of TYCOM / Ech III Functions < 6 months out)

Executive Director / Chief of

Staff

SupportingSupported

Operations(N04)

FLT Religious Programs

FLT Surgeon

FLT Installations & Environment (N45/46)

Comms & Info Systems (N6)

FLT Personnel Dev & Allocation (N1) EA for IA Mgmt EA for AT/FP

FLT MarineFLT Maintenance (N43)

FLT Ordnance & Supply (N41)

FLT Safety

Comptroller

CUSFFC

CTFs

Ech 3s

FLT Resource

Integration

FLT Strategy

& Analysis

FLT Readiness Integration

FLT Capabilities Reqs, Concepts & Exper (N8/N9) EA for Missile Defense

Headquarters(N03)

Director, Maritime Headquarters(Integration of Ech II Functions > 6 months out)

Judge Advocate General General Counsel Public Affairs Inspector

General

Special Assistants

Assistant Chief of Staff (ACOS)

Command Svcs. HQ Admin Facilities /

Security

ProtocolCJOS COE Chair, Nuc Prop

Examining BrdAfloat NWTI

Chief InspectorFLT CMC and

Staff CMC

Reserve Deputy, Maritime Ops(N04R)

Reserve Deputy, Maritime HQ (N03R)

Support

* *

*Requires direct access to COM

*

*

FLT & Joint Ops Director (N3/5)

FLT / Joint Training (N7)GFM (N04GFM)

Intel & IW (N2/39)

Force Protection (N04FP)

*


Current USFFC TF Alignment

Delegated “Service Authority” Per OPORD

CONUSREGCOMS

CONUSShore

Installations

“OPERATIONAL EMPLOYMENT” Per CNO *

CSLCNALCNSLNECCNCF

COMSCFMFLANTINSURVNWDCMETOC

NMCSTANDNAV CE

MHD LANTAREANSAWCCSFTLCSG2CSG8

CSG10CSG12ESG2

COMUSFLTFORCOM

ADCON Per SNDL

Ech III Cmds

ASSIGNED FORCES

CTF 20 / 183CTF 120 / 950

When Activated

CTGsCTFs

CTF 22 AMD – RotationalCTF 23 LOG – COMSEALOGLANTCTF 24 ASW – COMSUBLANTCTF 25 MIW – NMAWCCTF 26 EXP – COMEXPSTRKGRU 2CTF 27 SUW – COMPATRECONGRUCTF 28 STW – CSFTLCTF 29 LND – COMEXPSTRKGRU 2

CTG 20.1 – CSFTLCTG 20.2 – CSG 2CTG 20.4 – CSG 8CTG 20.5 – CSG10CTG 20.6 – CSG 12CTG 20.7 – COMPCRON 1CTG 20.8 – COMDESRON 14CTG 20.9 – COMEXPSTRKGRU 2CTG 20.11 – COMNAVAIRLANTCTG 20.12 – COMPATRECONGRUCTG 20.14 – COMEODGRU 2CTG 20.15 – COMCORIVGRU 2CTG 20.17 – COMFIRSTNCDCTG 20.18 – COMNAVELSGCTG 20.22 – 22 MEUCTG 20.23 – MCASTCTG 20.24 – 24 MEUCTG 20.26 – 26 MEU

Issues:1. CTF 20 HQ Alignment2. CTFs Mission 22-29 Alignment3. CTG Alignment To Operational

Service Authority

UNCLASSIFIED

UNCLASSIFIED

CNO CDR USNORTHCOM

JFMCC-N

MCE EAST

(CTF120)

MCE WEST(CPF)

FORCES (Selected

From CPF)

FORCES (Selected

From TF20 / 23 / 24)

MCEs and Forces do not exist day-to-day but are provided IAW standing CJCS MHD EXORD 171545Z OCT 11 , CJCS DSCA EXORD 191905Z Aug 11, or RFF.

OPCON

OPCON or TACON

SUPPORTING COMMAND

CTG 183.1 – Hampton RoadsCTG 183.2 – Mayport C4FCTG 183.5 – MSC LANTCTG 183.6 – K. Bay SUBGRU 10CTG 183.7 – New London SUBGRU 2CTG 183.8 – Naval Acft CNALCTG 183.9 – Earle MSC LANT

* CNO Washington DC 261950Z SEP 03, Commander Navy Installations (CNI) Implementation Guidance, and associated directives


TF 80 Fleet Operations• Task organize units IOT execute at-

sea and other operations conducted under Navy Service authority

• STKGRUs and TYCOMs have supported/supporting relationships by FRTP Phase

45

Proposed USFF TF AlignmentThe Central Idea

Fleet Operations

TF 80(CTF 883 / 950 / 955)

Joint Operations

TF 180

CTG 80.1 – CSFTLCTG 80.2 – CSG 2CTG 80.3 – CSG 8CTG 80.4 – CSG10CTG 80.5 – CSG 12CTG 80.6 – COMNECCCTG 80.7 – COMPCRON 1CTG 80.8 – COMDESRON 14CTG 80.9 – COMEXPSTRKGRU 2CTG 80.11 – COMNAVAIRLANTCTG 80.12 – COMPATRECONGRUCTG 80.14 – COMEODGRU 2CTG 80.15 – COMCORIVGRU 2CTG 80.17 – COMFIRSTNCD

Service Authority Joint Authority

TF 180 Joint Operations• Execute east coast Maritime

Command Element (MCE) functions as directed by CJFMCC-N

• TF 180 supported by applicable capabilities provided from Fleet Operations TFs:

JFMCC-NCTF 180

USFFCTF 80

(CTF 883 / 950/ 955)

TF 183 883 Emergency Sortie• Execute emergency sortie to

protect Fleet assets / capabilities

ADCON / Navy Service Authority / CNO-Directed Operational Employment of REGCOMs OPCON / TACON / TACON For FP

CTG 183.1 – Hampton RoadsCTG 183.2 – Mayport C4FCTG 183.5 – MSC LANTCTG 183.6 – Kings Bay SUBGRU 10CTG 183.7 – NLondon SUBGRU 2CTG 183.8 – Naval Acft CNALCTG 183.9 – Earle MSC LANT

Functional Mission TFs• Execute force-wide Fleet logistic

functions and provide capabilities for Joint contingency ops:

CTF 80 MHD – CUSFFCCTF 83 LOG – MSC LANTCTF 84 TASWC – CSLCTF 85 MIW – NMAWCCTF 86 DSCA – COMNECCCTF 87 RECON – CPRGCTF 89 HADR – ESG 2

UNCLASSIFIED

CTF 180 MHD - CUSFFCCTF 183 LOG – MSC LANTCTF 184 TASWC – CSLCTF 185 MIW – NMAWCCTF 186 DSCA – COMNECCCTF 187 RECON – CPRGCTF 189 HADR – ESG 2


“Delegated Service Authority” Per OPORD CONUS

REGCOMS

CONUSShore

Installations

“OPERATIONAL EMPLOYMENT” Per CNO

CSLCNALCNSLNECCNCF


NMCSTANDNAV CE


CSG10CSG12ESG2

ADCON Per SNDL

Ech III Cmds

ASSIGNED FORCES

CTGsCTFs

UNCLASSIFIED

UNCLASSIFIED

CNO CDR USNORTHCOM

JFMCC-N

MCE EAST

(CTF180)

MCE WEST(CPF)

OPCON

OPCON or TACON

SUPPORTING COMMANDER

Proposed USFF CTF AlignmentStep 1 – Re-Number TF20 to 80 series & Align to COMUSFF

COMUSFLTFORCOMCTF 80

(CTF 183 / 950 / 955)

DCOM


CTF 80 MHD – USFFCCTF 83 LOG – MSC LANTCTF 84 TASWC – CSLCTF 85 MIW – NMAWCCTF 86 DSCA – COMNECCCTF 87 RECON – CPRGCTF 89 HADR – ESG 2

Alignment Summary- All TFs aligned to CUSFFC- TF 20 re-numbered to TF 80- Four unused CTGs eliminated- Functional CTFs tailored to current

mission requirements- TF 183 unchanged during current hurricane season

CTG 183.1 – Hampton RoadsCTG 183.2 – Mayport C4FCTG 183.5 – MSC LANTCTG 183.6 – Kings Bay SUBGRU 10CTG 183.7 – NLondon SUBGRU 2CTG 183.8 – Naval Acft CNALCTG 183.9 – Earle MSC LANT

TYCOMS

Supported / Supporting Relationship Established By FRTP Phase

FORCES (Provided by CPF)

FORCES (Selected

From USFFC)




(CTF 183 / 950 / 955)

DCOM

47

Delegated Service Authority Per OPORD CONUS

REGCOMS

CONUSShore

Installations

CSLCNALCNSLNECCNCF


NMCSTANDNAV CE


CSG10CSG12ESG2

ADCON Per SNDL

Ech III Cmds

ASSIGNED FORCES

CTGsCTFs

UNCLASSIFIED

UNCLASSIFIED

CNO CDR USNORTHCOM

JFMCC-N

MCE EAST

(CTF180)

MCE WEST(CPF)

OPCON

OPCON or TACON


Proposed USFF CTF AlignmentStep 2A – Re-number TF 183 to 883



Alignment Summary- Previous changes continue- Re-number TF 183 to TF 883 after

completion of current hurricane season

CTF 883 – COMUSFFCTG 883.1 – Hampton RoadsCTG 883.2 – Mayport C4FCTG 883.5 – MSC LANTCTG 883.6 – Kings Bay SUBGRU 10CTG 883.7 – NLondon SUBGRU 2CTG 883.8 – Naval Acft CNALCTG 883.9 – Earle MSC LANT

TYCOMS


FORCES (Selected

From USFFC)

Supported / Supporting Relationship Established By FRTP Phase





(CTF 183 / 950 / 955)

DCOM

48


REGCOMS*Battlespace CDRs

CSLCNALCNSLNECCNCF


NMCSTANDNAV CE


CSG10CSG12ESG2

ADCON Per SNDL

Ech III Cmds

ASSIGNED FORCES

CTGsCTFs

UNCLASSIFIED

UNCLASSIFIED

CNO CDR USNORTHCOM

JFMCC-N

MCE EAST

(CTF180)

MCE WEST(CPF)

OPCON

OPCON or TACON


Proposed USFF CTF AlignmentStep 2B – Designate Regions as Battlespace CTFs

CTG 80.1 – CSFTLCTG 80.2 – CSG 2CTG 80.3 – CSG 8CTG 80.4 – CSG10CTG 80.5 – CSG 12CTG 80.6 – COMNECCCTG 80.7 – COMPCRON 1CTG 80.8 – COMDESRON 14CTG 80.9 – COMEXPSTRKGRU 2CTG 80.11 – COMNAVAIRLANTCTG 80.12 – COMPATRECONGRUCTG 80.14 – COMEODGRU 2CTG 80.15 – COMCORIVGRU 2\




- Incorporate REGCOMs as Regional Battlespace Commander s (ex. CTF SE Region; CTF NW Region)



FORCES (Selected

From USFFC)

CONUSShore

Installations

CTF NW Region - CNRNWCTF SW Region - CNRSWCTF MW Region - CNRMWCTF SE Region - CNRSECTF ML Region - CNRML

“OPERATIONAL EMPLOYMENT” Per CNO*

* CNO Washington DC 261950Z SEP 03 – Commander Navy Installations (CNI) Implementation Guidance, and associated directives




(CTF 183 / 950 / 955)

DCOM

49


REGCOMS*Battlespace CDRs

CSLCNALCNSLNECCNCF


NMCSTANDNAV CE


CSG10CSG12ESG2

ADCON Per SNDL

Ech III Cmds

ASSIGNED FORCES

CTGsCTFs

UNCLASSIFIED

CNO CDR USNORTHCOM

JFMCC-N

MCE EAST

(CTF180)

MCE WEST

(CTF110)

OPCON

OPCON or TACON


Proposed USFF CTF AlignmentStep 2C – Add Joint CTF 180 series

CTG 80.1 – CSFTLCTG 80.2 – CSG 2CTG 80.3 – CSG 8CTG 80.4 – CSG10CTG 80.5 – CSG 12CTG 80.6 – COMNECCCTG 80.7 – COMPCRON 1CTG 80.8 – COMDESRON 14CTG 80.9 – COMEXPSTRKGRU 2CTG 80.11 – COMNAVAIRLANTCTG 80.12 – COMPATRECONGRUCTG 80.14 – COMEODGRU 2CTG 80.15 – COMCORIVGRU 2




- Incorporate REGCOMs as Regional Battlespace Commander s (ex. CTF SE Region; CTF NW Region)

- Build on the service auth“mission” CTFs by incorporating joint contingency missions as CTFs18X series CTFs/



FORCES (Selected

From USFFC)

CTF 180 MHD - CUSFFCCTF 183 LOG – MSC LANTCTF 184 TASWC – CSLCTF 185 MIW – NMAWCCTF 186 DSCA – COMNECCCTF 187 RECON – CPRGCTF 189 HADR – ESG 2

CONUSShore

Installations

CTF NW Region - CNRNWCTF SW Region - CNRSWCTF MW Region - CNRMWCTF SE Region - CNRSECTF ML Region - CNRML



* CNO Washington DC 261950Z SEP 03 – Commander Navy Installations (CNI) Implementation Guidance, and associated directives



Strategic

Operational

Tactical

ExecutionBattle Rhythm

Assessment TeamContinuous Process

ImprovementRotate Lines of OperationAssesses Campaign Plans

(Weekly)

Future Ops>48 hrs - < 60 days

Detailed PlanningMOC Led, MHQ SME

supported(Weekly)

Current Ops< 48 hrsExecution

MOC Led, MHQ SME supported

(Daily)

As NecessarySMPT / OPGs

MHQ & MOC SMEs

As NecessaryCrisis Action Team

MOC Led, MHQ SME supt

Black = Permanent TeamsGrey = As Necessary Teams

MHQ only led Products

MOC led Products

Future Plans> 60 days – 3 yrsFormulate & DesignMHQ & MOC Leads

(Weekly)

Readiness Production

Understand Integrated Risks to Readiness

(Weekly)

Work in Progress

UNCLASSIFIED



Time Mon Tues Wed Thurs Fri

0730-0745 Current Ops Current Ops Current Ops(TYCOMs)

Current Ops Current Ops(CSG/ESG’s)

0745-0815 Morning Huddle Morning Huddle Morning Huddle Morning Huddle Morning Huddle

0815-0845

0845-0915 Readiness Production Future Plans Future Operations(ATFP Brief)

Assessments(One LOO per week)

0915-1000 MRRO Sync

1000-1100DSCA/HLD Cell (2M)

RPPM

1100-1200PT / LUNCH

1200-1300

1300-1400

1400-1500

FIEP (every month)1500-1600 NUCWEP (M) NORTHCOM VTC (AR)

1600-1700

UNCLASSIFIED



• Lead: Director Maritime Operations (DMO)

• When/Location: Daily / Battle Watch Floor

• LOO(s) Supported: All• Purpose: Focuses on < 48 hours, provides COM with Daily Assessment Brief, CNO

Interest webpage and collects operational input for Assessment Team.

• Input required from: CoS, DMHQ, Future Ops; PAO; Intel; METOC; BWC; RAWG

• Format: Information Meeting• Outcome/Process/Product: COP; 3 day Fleet Execution Schedule; N6 Maintenance;

RAWG Unit to Task

• Outcome Communication Tool: BWC emailed brief; FRAGORDS

• Feeds into: Morning Huddle and Assessments• Principal Attendees: COM, DCOM, COS, DMHQ, DivDirs as necessary, DCO broadcast

Current OpsUNCLASSIFIED





• LOO(s) Supported: All• Purpose: Focuses on <48 hours, provides COM with Daily Assessment Brief, CNO

Interest webpage and collects operational input for Assessment Team.• Input required from: CoS, DMHQ, Future Ops; PAO; Intel; METOC; BWC; RAWG;

TYCOM

• Format: Information Meeting• Outcome/Process/Product: COP; 3 day Fleet Execution Schedule; next 14 days

overview; N6 maintenance; RAWG Unit to Task; TYCOM slide


• Feeds into: Morning Huddle and Assessments• Principal Attendees: COM, DCOM, TYCOMs, COS, DMHQ, DivDirs as necessary, DCO

broadcast

Current Ops w/ TYCOMsUNCLASSIFIED





• LOO(s) Supported: All• Purpose: Focuses on <48 hours, provides COM with Daily Assessment Brief, CNO

Interest webpage and collects operational input for Assessment Team.• Input required from: CoS, DMHQ, Future Ops; PAO; Intel; METOC; BWC; RAWG;

CSG/ESG

• Format: Information Meeting

• Outcome/Process/Product: COP; 3 day Fleet Execution Schedule; next 14 days

overview; N6 maintenance; RAWG Unit to Task; CSG/ESG slide


• Feeds into: Morning Huddle and Assessments• Principal Attendees: COM, DCOM, CSGs, ESGs, COS, DMHQ, DivDirs as necessary,

DCO broadcast

Current Ops w/ CSGs&ESGsUNCLASSIFIED



Morning Huddle

• Lead: Chief of Staff (CoS)

• When/Location: Daily/NH-95 Conf Center

• LOO(s) Supported: All

• Purpose: Leadership alignment on CDR’s priorities. CDR informed on critical issues.

• Input required from: MOC Director (DMO)/MHQ Director (DMHQ) as necessary

• Format: Information/alignment; no slides required

• Outcome/Process/Product: Leadership alignment and priorities, COM guidance & intent

• Outcome Communication Tool: Commander’s Task List

• Feeds into: Readiness Prod., Future Plans, Future Ops, Current Ops, and Assessments

• Principal Attendees: COM, DCOM, DMO, DMHQ, DivDirs plus others – large group

UNCLASSIFIED



• Lead: Director Maritime Headquarters (DMHQ)

• When/Location: Weekly/FBR

• LOO(s) Supported:• Purpose: Provide situational awareness of issues impacting fleet readiness

– Initial – Manpower– Twice Annually – TYCOM deep dive; Jan/Jul – SUBLANT; Feb/Aug – SURFLANT; Mar/SEP – NECC; Apr/OCT – NAVCYBERFOR;

May/Nov – AIRLANT– Week 1 – Maintenance/Fleet Surgeon– Week 2 – Supply/Ordnance/Environmental– Week 3 – Manpower/Training/Fleet Chaplain– Week 4 – Capabilities and Requirements review/Experimentation and concepts review

• Input required from: N7, RAWG (N3/7 OTRC)

• Format: Information/Decision Meeting

• Outcome/Process/Product: List of readiness risks prioritized by “need to address in order to meet RFFs, etc.”

Email input to designated MHQ lead.

• Outcome Communication Tool: Approved Campaign plans, Prioritized effort

• Feeds into: Future Plans, MHQ Synch weekly• Principal Attendees: COM, DCOM, TYCOMs, Region Commander, CoS, DMO, DivDirs as necessary

Readiness ProductionUNCLASSIFIED



• Lead: Chief of Staff (CoS)

• When/Location: Weekly / FDCR

• LOO(s) Supported: All• Purpose: Synchronize and align staff on long term plans (e.g. events, products,

meetings, etc.)• Input required from: DMHQ and DMO (each provide 4 quarters schedules and IPR

information/decision briefs); ACOS provides OPNAV/EDMO inputs• Format: Decision Meeting

• Outcome/Process/Product: Integrated schedule and deliberate actions

• Outcome Communication Tool: COM’s engagement calendar (120 day)

• Feeds into: Future Ops, Current Ops and Assessments• Principal Attendees: COM, DCOM, TYCOMs, DMO, DMHQ, DivDirs as necessary, DCO

broadcast

Future PlansUNCLASSIFIED



• Lead: Director Maritime Operations (DMO)• When/Location: Weekly / FDCR• LOO(s) Supported:• Purpose: Detailed planning (>48 hours to <60 days), centralized execution

planning for Force Protection, Strike Cell and Tactical Cell (missions where FFC operates in the “tactical”). Synchronize upper command echelon planning cycle if appropriate, and link that effort with MOC planning processes. Executes the operational orientated plans assigned by the Future Plans team to the MOC and supported by the MHQ staff (e.g., N41, N43, etc.). Executes the MOC’s battle rhythm and provides the requisite support enabling the issuance and coordination of commander’s operational guidance.

• Input required from: Future Plans and MOC; RAWG• Format: Decision Meeting• Outcome/Process/Product: Deliberate action plans, CONOPS• Outcome Communication Tool: CONOPS Approval Summary; WARNORDS,

PLANORDS• Feeds into: Current Ops and Assessments• Principal Attendees: COM, DCOM, CoS, DMO, DivDirs as necessary, DCO broadcast

Future OperationsUNCLASSIFIED



• Lead: Director Maritime Headquarters (DMHQ)• When/Location: Weekly / FBR• LOO(s) Supported: All• Purpose: Assess Line of Operation campaign plans to manage execution and ensure

continuous process improvement. Collect or share best practices.– Week 1 - Warfighting and Readiness (Joint DMHQ and DMO)– Week 2 - Fleet and Joint Operations (DMO)– Week 3 - Global Force Management (Process-Focused – DMO)– Week 4 - Sailors, Civilians and their Families (DMHQ)– Week 5 - Safety (underpins other 4 Lines of Operation) (Joint DMHQ/DMO)– Week 6 - Process Improvement Assessments (Executive Director)

• Input required from: LOO Leads; RAWG• Format: Decision Meeting• Outcome/Process/Product: Email to MHQ designated lead with course direction• Outcome Communication Tool: Post results to Portal • Feeds into: Future Plans• Principal Attendees: COM, DCOM, DMO, DMHQ, DivDirs as necessary

AssessmentsUNCLASSIFIED



Time Mon Tues Wed Thurs Fri Sat/Sun

0730-0745 Current Ops Current Ops Current Ops Current Ops Current Ops Current Ops

0745-0800 Morning Huddle Morning Huddle Morning Huddle Morning Huddle Morning Huddle Morning Huddle

0800-0900 OPT OPT OPT OPT OPT OPT

CAT Turnover CAT Turnover CAT Turnover CAT Turnover CAT Turnover CAT Turnover

0900-1000 ROE WG (AR) ROE WG (AR) ROE WG (AR) ROE WG (AR) ROE WG (AR) ROE WG (AR)

CSWG (AR) CSWG (AR) CSWG (AR) CSWG (AR) CSWG (AR) CSWG (AR)

LWG (LRC) LWG (LRC) LWG (LRC) LWG (LRC) LWG (LRC) LWG (LRC)

NC CSAM NC CSAM NC CSAM NC CSAM NC CSAM NC CSAM

1000-1100

1100-1200 Ops Assess WG Ops Assess WG Ops Assess WG Ops Assess WG Ops Assess WG Ops Assess WG

Maritime Sync Maritime Sync Maritime Sync Maritime Sync Maritime Sync Maritime Sync

1200-1300 Threat WG (AR) Threat WG (AR) Threat WG (AR) Threat WG (AR) Threat WG (AR) Threat WG (AR)

1300-1400 NC CDR NC CDR NC CDR NC CDR NC CDR NC CDR

Log WG (LRC) Log WG (LRC) Log WG (LRC) Log WG (LRC) Log WG (LRC) Log WG (LRC)

1400-1500 NC CSSB NC CSSB NC CSSB NC CSSB NC CSSB NC CSSB

OPG (AR) OPG (AR) OPG (AR) OPG (AR) OPG (AR) OPG (AR)

NC FOC Sync NC FOC Sync NC FOC Sync NC FOC Sync NC FOC Sync NC FOC Sync

1500-1600 DRB (AR) DRB (AR) DRB (AR) DRB (AR) DRB (AR) DRB (AR)

1600-1700 Maritime Sync Maritime Sync Maritime Sync Maritime Sync Maritime Sync Maritime Sync

1700-1800 OPT OPT OPT OPT OPT OPT

1800-1900 NC CGM NC CGM NC CGM NC CGM NC CGM NC CGM

FLAG BR EventExecution

Crisis Battle Rhythm

UNCLASSIFIED



• Aero FAST Aerospace Warning & Control FAST • NC CCB NC CDR's Coordination Board

• CG LANT VTC USCG LANTAREA VTC • NC CSAM NC CDR's Situational Awareness Mtg

• CSWG Communications Strategy Working Group • NC CGM NC CDR's Guidance Meeting

• CUB Commander's Update Brief • NC FAB NC Focus Area Brief

• DRB Decision Review Board • NC FAR NC Focus Area Review

• DRRS/ERT DRSS-N & Executive Resources Team • NC FOC Sync NC Future Operations Center Sync

• FM Board Fleet Management Board • OPG Operational Planning Group

• JFCOM CSAB JFCOM CDR's Sit Awareness Brief • OPT Operational Planning Team

• LRC Logistics Readiness Center • R&RI Board Resources & Readiness Integration Board

• LWG Logistics Working Group • RAWG Readiness Assessment Working Group

• Martm FAST Maritime Warning & Control FAST • ROE WG Rules of Engagement Working Group

• MRRO Sync Management, Resources, Readiness & Operations Synch Meeting

• TCO FAST Transnational Criminal Org FAST

• N02 N43 Sync FFC N02 and N43 Sync Meeting • USFF PACFLT RR USFF & PACFLT Readiness and Requirement Staff Coordination Meeting

ExecutionBattle Rhythm Key

UNCLASSIFIED



Stakeholder Relationships – Problem Statement

• No single process owner for production of readiness

– No single entity to hold accountable

– Readiness Kill Chain (RKC) needs clear definition and refinement

• Distinguish between readiness practices that are working today versus areas for

readiness practice improvements

• Alignment and accountability for readiness

– Quality of WCOE varies, needs standardization and up echelon support resources

• Lead / Follow TYCOM behavior weakened and diluted

– Lead TYCOM should speak for that community



Stakeholder Relationships – Solutions

• Leverage Dual Chain of Commands…Speaking with One Voice• Designate FFC/CPF working group to define Readiness Kill Chain (RKC)

– “As Is and To Be” drill• Reestablish supported/supporting relationships among TYCOMs. Align approach to

readiness• Define up echelon alignment for lead TYCOMs• Define RKC relationship to OPNAV; echelon I supporting role to FFC• Determine best alignment of the Process Owner; Will require more than the current

FIEP• WCOE vision and alignment

– Blank sheet of paper approach– Draw from previous C3F study

• NFC Certification Alignment– Standard training certifications exist; FRTP cycles are defined; CSTFL/CSTFP roles should be

the same– CTF80/C3F manage training curriculum, propose changes as required to improve readiness;

approval rests with CPF & USFFC



Command and Control

• Supported / Supporting

– A support command authority relationship is established by a superior CDR between

subordinate CDRs when one organization should aid, protect, complement, or sustain

another force.

– Support may be exercised by CDRs at any echelon at or below the CCMD level.

– The establishing CDR is responsible for ensuring that both the supported and supporting

CDRs understand the degree of authority that the supported CDR is granted.

– The four categories of support that a CCDR may direct over assigned or attached forces are

general support, mutual support, direct support, and close support.



Command Relationships

• CPF and CFFC agree to:

– Codify TYCOM, C3F and WCOE supporting relationships to the Fleet Commanders for

making the Readiness Kill Chain whole.

• Lead -Follow TYCOM relationship, with Follow TYCOM Supporting to Lead TYCOM

– No delegation authority to spend $$$

• Full PACFLT / FFC codified coordination is mandatory

– Battle Rhythm with CPF ensures ‘Two Fleets, One Voice’ to OPNAV

• CPF / CFFC provide coordinated rudder to TYCOMs

– TYCOMs work with left side of the kill chain to make Readiness Kill Chain whole

• No change to established Fleet Commander Man, Train and Equip responsibilities &

authorities

– C3F continues to certify readiness for PACFLT deployers to the Fleet (CPF / CFFC) standard



Command Relationships (continued)

• Supporting Relationship codification recommendations to CNO:

– Assign supporting role for TYCOMS, C3F, NSAWC , NAMDC and NMAWC to CFFC

specifically for:

• Readiness Kill Chain wholeness

• Single standard for deployer training and warfighting capabilities across the Fleet

– Establish Echelon One supporting role to CFFC for Readiness Kill Chain wholeness

– CFFC supporting to CPF, CNE, C5F, C4F for capability standardization and

warfighting wholeness

– SecNav authorization to put SYSCOMs into a Supporting Relationship to CFFC for

making the Readiness Kill Chain whole in support of the warfighter



ExecutionRelationship with OPNAV

NECC

SURFOR

SUBFOR

AIRFOR

IDC

N95

N96

N97

N98

N2/N6

JointCPF / FFCGuidance & Principles

OPNAVProgram

Integration

SURFLANT

SUBPAC

AIRLANT

Joint CPF / FFC Assessment

Must Haves:

• Clear, Unambiguous and Timely Guidance Out

• Trust and Confidence in Products Going Up

• Communication, Coordination and Collaboration across the board

FIEP

FIEP

SUPPORTED SUPPORTING

UNCLASSIFIED



Balancing Priorities

OPNAV develops corporate strategic direction•Determines fiscal distribution across major accounts

• Defines and acquires future naval capabilities

FFC develops fleet operational innovation and implementation• Strong participation in warfighting requirements process• Identifies readiness requirements• Executes OPNAV approved fiscal and personnel resources

CNO is final arbiter in balancing

CPF / FFCRequirements &

Execution

OPNAVResourcing &

Recapitalization

CNO

UNCLASSIFIED



Execution“Two Fleets, One Voice” Works

• CPF/FFC staffs working together to develop integrated solutions

– Fleet Manning Strategy– Fleet Maintenance Campaign– Fleet Training policies and practices

• FIEP (Fleet Integration Executive Panel) providing integrated Fleet solutions to the CNO

– Adjudicate Fleet-wide issues as directed by the Fleet and Force Commanders to support mission effectiveness and Fleet Wholeness

– Develop the Annual Integrated Fleet Readiness Report

– Develop the CNO Monthly Readiness Report

• Sample of Products:

Single Readiness Report

FRP Operational Availability Defined

Active and Reserve FIT metrics

Fleet Introduction Program (FIP)

Green in 15

Quarterly Ordnance Look

Platforms without a Punch

OPLAN Execution

UNCLASSIFIED



Strategic Guidance and Campaign Planning

Major content includes:

• Situation (Strategic Landscape)– Facts and Planning Assumptions– Constraints, Restraints, and Risks

• Strategic Guidance and Organization– C2 and External Relationships– Internal Organization

• Operational Design– Description– End State

• Coordinating Instructions– Lines of Operation– Battle Rhythm

• Strategic Communications– Purpose– Key Stakeholders– Forums and Channels

• Campaign Assessments

Key Points

• Take ownership of role as chief advocate• Elevate importance of shaping preparation to

ensure successful execution• Codify “Supporting” and “Supported” roles• Five-year planning horizon (GFY13–GFY17)• Five Lines of Operation

– Fleet and Joint Operations– Warfighting and Readiness – Global Force Management– Sailors, Civilians, and Their Families– Safety

• Most LOOs will have a Campaign Plan– Situation (As-is Assessment)– Assumptions, Risks, Constraints, Restraints– Mission and Alignment– Objectives and Tasks– Performance Measures

• Each LOO will have a Two-Star/SES Lead

UNCLASSIFIED



MissionContinuous Process Improvement

• Summary– Validate mission and understand Commander’s Intent– Critically assess the organization– Implement improvement changes– Align and prioritize current and deliberate planning efforts– Assess progress over time

• Way ahead– Leadership brief– Lunch and briefs with CPF and the left side of the Readiness Kill Chain

UNCLASSIFIED



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USFF Commanders Guidance Brief to Senior Staff 17 Sep_FINAL

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