USFF Commanders Guidance Brief To Senior Staff 17 Sep - FINAL

Pre-Decisional Draft Working Papers
Background
UNCLASSIFIED
This is my 2nd tour at FFC To prepare for this job, I asked myself four questions:
Do we have our mission and CDRs 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
United States Fleet Forces
Ready Fleet Global Reach
Situation
Success Factors
Improved Fleet wholeness Defined Operational Availability (Ao) Matured the Fleet Response Plan (FRP) and Fleet Training Continuum (FTC)
UNCLASSIFIED
Led the Individual Augmentee (IA) campaign plan

Led Navys Anti-Terrorism / Force Protection (AT/FP) campaign plan Merged with 2nd Fleet
Represents significant progress since my last tour
Improved CPF/FFC Relationship Two Fleets, One Voice

Turned the corner on Fleet Maintenance issues Improved Surface Ship Maintenance Assessment GFM Process Improvement
3
Beliefs 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
Situation
UNCLASSIFIED
The Situation
Situation
UNCLASSIFIED
External Factors
Strategic / Operational
Continued shift of military strategy / resources to Asia Winding down operations in Afghanistan
Financial
Impact of economy on defense spending - National priorities Fiscal / Debt concerns impacting operations and Navy budget
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
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
Fiscal Situation
DoD Budget
UNCLASSIFIED
+108%
+80% +537%
$478B
+80%
$404B
-34%
$299B $224B $75B

-53% -26%
Fiscal Situation
FY13 DoD Budget
UNCLASSIFIED
Service Percentage of Total DOD-Military $620B

*Defensewide, $111 (18%)
$200
OTHER, $4 B
OTHER, $4B $160
RDT&E, $17B
RDT&E, $9B PROCUREMENT, $23B
OTHER, $1B
RDT&E, $26B
Air Force, $154 (25%)
Army , $184 (30%)
PROCUREMENT, $44B
$120
OPR & MAINT, $82B PROCUREMENT, $37B
Navy, $171 (27%)
$80
OPR & MAINT, $59B OPR & MAINT, $55B
*Defense-wide includes activities Like DISA, DLA, OSD, DFAS, etc.
$40
MIL PERSONNEL, $47B
MIL PERSONNEL, $67B MIL PERSONNEL, $35B
$0
Department of Navy - $171B
Department of Army - $185B Department of Air Force - $154B
*Source: NATIONAL DEFENSE BUDGET ESTIMATES FOR FY 2013 (Green Book) from the Office of the Under Secretary of Defense (Comptroller) March 2012.
Fiscal Situation
FY13 DON Budget
UNCLASSIFIED
Other $2B APN RDT&E (Research, Development, (Aircraft Procurement, Navy) Test, and Evaluation) $17B $17B SCN (Shipbuilding and Conversion, Navy) $12B WPN $3B
OPN $6B
BSO 72 $0.7B
DHA $3B
BSO 12 Other $1.2B BSOs 11,15,18, 30,41 BSO 17 $2.8B CNO/FMB $0.6B
NECC OCO $0.39B NECC BL $0.28B
BL $2.28 OCO $1.24B
Navy BL $4.3B
BSO 52 CNIC $7.1B
BSO 60 USFF $11.0B
Combat Ops $4.2B

OCO $1.3B
Air Ops $7.3B
Navy OCO $0.5B
PMC $3B MPMC & RPMC (Marine Corps Military Personnel, AC& RC), $15B
OMN&OMNR (Operation and Maintenance, Navy and Reserves) $49B
BSO 39 SPAWAR $1.9B
Marine Corps OCO $0.4B Marine Corps BL $2.1B
BSO 24 NAVSEA $4.5B
Ship Maint
BSO 22 Naval Personnel $2.0B
OMMC&OMMCR (Marine Corps Ops and Maint) $11B
MPN & RPN (Navy Military Personnel, AC & RC) $30B
BSO 23 NAVSUP $1.1B
BSO 70 PACFLT $11.8B

BSO 19 NAVAIR $3.3B
BL $5.2B
Ship Ops $4.9B

OCO $0.5B BL $4.4B
DON $171B
PB12 FY12 (CY$13) $172.8 PB11 FY11 (CY$13) $185B
$156 Baseline
DON OMN & OMNR $49B

PB12 FY12 (CY$13) $49B PB11 FY11 (CY$13) $50B
Fleet OMN & OMNR $22.8B

PB12 FY12 (CY$13) $23.2B PB11 FY11 (CY$13) $23.9B
DoN Potential Budget Across the FYDP

180
$171B
Fiscal Situation
UNCLASSIFIED
Sequestration/Automatic Cuts
OCO
Baseline
$166B
160 $15.1B $15.9B
$158B
$156B
$157B
$158B
$16.2B 140
$16B
$16B
$16B
$156B
120
$149.8B $141.5B $140.3B $141.3B $141.7B
100 FY13 FY13 potential FY14 FY14 potential FY15 FY15 potential FY16 FY16 potential FY17 FY17 potential FY18 FY18 potential
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%
*Source of FYXX funding profiles: Programmers Budget Information System: POM 14 data tables.
Situation
Impacts
Dollars will be coming down the new norm Services have 5 levers to pull to maintain and build the future force
UNCLASSIFIED
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
United States Fleet Forces Ready Fleet Global Reach
10
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 Greenerts Navigation Plan 2013-2017
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CNOs Definition of Wholeness pull this page out

Whole Not Hollow Regardless of Force Size:
UNCLASSIFIED
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 CNOs brief to Deputys Management Action Group (DMAG) on Navy Readiness given 10FEB12 Note: * = 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
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UNCLASSIFIED
How
What I was taught, and what I have learned
Get Chain of Command and Commanders 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
Commanders Intent Chain of Command Organization and Process
13
(Per FFC MF&T (OPNAVINST 5440.77B) Signed 25APR12)
FFC Command Mission
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. Mission is Correct!
14
UNCLASSIFIED
Commanders 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

15
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)

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LOOs Support Command Mission

Must Validate mission
UNCLASSIFIED
Lines of Operation (LOO) FFC Missions

(Per FFC MF&T (OPNAVINST 5440.77B) Signed 25APR12)
Fleet & Joint Operations
Warfighting & Readiness
Sailors, Global Force Civilians & Management 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 x x
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.
x x
x x
x x x
x
17
LOOs Align with SECNAV / CNO
UNCLASSIFIED
Promote Acquisition Excellence and Integrity
Take Care of Our People Maintain Warfighter Readiness in an Era of Reduced Budgets
Lead the Nation in Sustainable Energy
DON Objectives for FY12 and Beyond
Dominate in Unmanned Systems
Drive Innovative Enterprise Transformation
CNOs Sailing Directions Tenets
Warfighting First
Be Ready
Operate Forward
FFC Lines of Operation
Warfighting and Readiness
Sailors, Civilians and their Families
Global Force Management
Fleet and Joint Operations
Safety (underpins all other LOOs)
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UNCLASSIFIED
Commanders Intent and Lines of Operations

Commanders 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)
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UNCLASSIFIED
Chain of Command
Problem Statement
This C2 doesnt 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
20
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
21
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
22
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 United States Fleet Forces Ready Fleet Global Reach
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Problem Statement
UNCLASSIFIED
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
24
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 United States Fleet Forces Ready Fleet Global Reach
25
Readiness Kill Chain

The Weapon System Surface Aviation Submarines IDC NECC Staffs
UNCLASSIFIED
26

The Weapon System Surface Aviation Submarines IDC NECC Staffs Aviation FA-18 E2C/D HH-60 F-35 CVN AT-6 T-45 P-3 / P8 BAMS F-35 Fire Scout Scan Eagle UCLASS UCAS-D Staffs ????????
UNCLASSIFIED
27

The Weapon System Surface Aviation Submarines IDC NECC Staffs Aviation FA-18 E2C/D HH-60 F-35 CVN AT-6 T-45 P-3 / P8 BAMS F-35 Fire Scout Scan Eagle UCLASS UCAS-D Staffs ????????
UNCLASSIFIED
P3/P8
ELEMENTS OF READINESS
PERSONNEL
EQUIPMENT
SUPPLIES TRAINING ORDNANCE
28

The Weapon System Surface Aviation Submarines NECC IDC Staffs Aviation FA-18 E2C/D HH-60 F-35 CVN AT-6 T-45 P-3 / P8 BAMS F-35 Fire Scout Scan Eagle UCLASS UCAS-D Staffs ????????
UNCLASSIFIED
P3/P8 PERSONNEL Personnel First tour Enlisted Second Tour Enlisted Chief Petty Officer First Tour Officer Second Tour Officer XO / CO / Major Command Civilians Contractors
EQUIPMENT
SUPPLIES TRAINING ORDNANCE
29

Community View
The Weapon System Surface Aviation Submarines NECC IDC Staffs
UNCLASSIFIED
PERSONNEL EQUIPMENT SUPPLIES TRAINING ORDNANCE
HQ Responsibility
30

Echelon III/IV View
UNCLASSIFIED
Plan
RESOURCE / POLICY
ASSESS/ PROCURE
PREINTRO
HQ Responsibility
31

Echelon III/IV View
UNCLASSIFIED
Plan
RESOURCE / POLICY
ASSESS/ PROCURE
Execute
PREINTRO
Assess
FRTP
MAINT BASIC INTEGRATED DEPLOY & SUSTAIN
HQ Responsibility
32

Echelon I/II View
Elements
Personnel Equipment Supplies Training Ordnance
UNCLASSIFIED
Plan
RESOURCE / POLICY
ASSESS/ PROCURE
Execute
PREINTRO
Assess
FRTP
The Weapon System
Surface Aviation Submarines IDC NECC Staffs
33

Echelon I/II View
Elements
UNCLASSIFIED
Plan
RESOURCE / POLICY
ASSESS/ PROCURE
Execute
PREINTRO
Assess
FRTP
The Weapon System
Surface Aviation Submarines IDC NECC Staffs Common actions Synchronized training Full Weapon System Ops
34
Ends, Ways and Means and the Readiness Kill Chain

Ends
Defined as the strategic outcomes or end states desired
UNCLASSIFIED
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
35

Echelon I/II View
Elements
UNCLASSIFIED
Plan
RESOURCE / POLICY
ASSESS/ PROCURE
Execute
PREINTRO
Assess
FRTP
The Weapon System
36

CNO / CPF / FFC View
Means
UNCLASSIFIED
Ways
RESOURCE / POLICY
ASSESS/ PROCURE
Ends
PREINTRO
Assess
FRTP
The Weapon System
37

As Is View
Means
UNCLASSIFIED
Ways
RESOURCE / POLICY
ASSESS/ PROCURE
Ends
PREINTRO
Assess
FRTP
The Weapon System

OPNAV SYSCOMs CPF/FFC Responsibility
TYCOM TYCOM CSFTL/P / TYCOM TYCOM TYCOM
Common actions
Synchronized training
Full Weapon System Ops
38

Should Be View
Means
UNCLASSIFIED
Ways
RESOURCE / POLICY
ASSESS/ PROCURE
Ends
PREINTRO
Assess
FRTP
The Weapon System

OPNAV
Common actions
SYSCOMs CPF / FFC / ECH 3/4/5 Responsibility

?????? Everyone is part of the Readiness Kill Chain TYCOM TYCOM TYCOM ?????? TYCOM TYCOM CSFTL/P / Everyone 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
ECH III / IV
39
Ends, Ways and Means and the Readiness Kill Chain

Ends
Defined as the strategic outcomes or end states desired
UNCLASSIFIED
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
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UNCLASSIFIED

Means
Ways
RESOURCE / POLICY
ASSESS/ PROCURE
Ends
PREINTRO
Assess
FRTP
The Weapon System

OPNAV SYSCOMs CPF / FFC Responsibility
MHQ Support
Common actions
CPF / FFC Responsibility FFC Staff Organization

ECH III / IV
FFC MHQ-LEAD
?????? ?????? TYCOM TYCOM
FFC MOC-LEAD
CSFTL/P / TYCOM TYCOM TYCOM
41

Fleet Forces Command Organization
Means
Personnel Equipment Supplies Training Ordnance RESOURCE / POLICY
UNCLASSIFIED
Ways
ASSESS/ PROCURE PREINTRO
Ends
FRTP
Assess
The Weapon System
Surface
Aviation Submarines IDC NECC Staffs
OPNAV
SYSCOMs CPF / FFC Responsibility
MHQ Support
Common actions
CPF Staff Organization FFC / FFC Responsibility
FFC MHQ-LEAD
FFC MOC-LEAD
FFC Lines of Operations
Global Force Management Fleet and Joint Operations Warfighting and Readiness Sailors, Civilians and their Families Safety (underpins all other LOOs) Ready Fleet Global
Reach
42
New USFF Organization

CUSFFC
Executive Director / Chief of Staff
*Comptroller
DCUSFFC Support
Special Assistants
WORKING DRAFT NOT FOR RELEASE
*
FLT Resource Integration FLT Strategy & Analysis FLT Readiness Integration Assistant Chief of Staff (ACOS)
Command Svcs. HQ Admin Facilities / Security
Judge Advocate General CJOS COE
General Counsel
Public Affairs Afloat NWTI Chief Inspector
Inspector General
Protocol
Chair, Nuc Prop Examining Brd
FLT CMC and Staff CMC
*Requires direct access to COM

Director, Maritime Headquarters
(Integration of Ech II Functions > 6 months out)
Headquarters (N03) Reserve Deputy, Maritime HQ (N03R)
FLT Personnel Dev & Allocation (N1) EA for IA Mgmt EA for AT/FP FLT Capabilities Reqs, Concepts & Exper (N8/N9) EA for Missile Defense
Director, Maritime Operations

(Integration of TYCOM / Ech III Functions < 6 months out)
Operations (N04) Reserve Deputy, Maritime Ops (N04R)
Intel & IW (N2/39)
FLT & Joint Ops Director (N3/5)
FLT Maintenance (N43)
FLT Marine GFM (N04GFM) FLT / Joint Training (N7)
FLT Ordnance & Supply (N41)
FLT Safety
FLT Installations & Environment (N45/46)
FLT Religious Programs Force Protection (N04FP) FLT Surgeon
Comms & Info Systems (N6)
CTFs
Supporting
Ech 3s
Supported
UNCLASSIFIED
Current USFFC TF Alignment

SUPPORTING COMMAND
CNO
CDR USNORTHCOM
OPCON
CSL CNAL CNSL NECC NCF COMSC FMFLANT INSURV NWDC METOC NMC STANDNAV CE MHD LANTAREA NSAWC CSFTL CSG2 CSG8 CSG10 CSG12 ESG2
COMUSFLTFORCOM
ADCON Per SNDL
Delegated Service Authority Per OPORD
JFMCC-N
OPERATIONAL EMPLOYMENT Per CNO *
OPCON or TACON
Ech III Cmds
CTF 20 / 183
CTF 120 / 950 When Activated
CONUS REGCOMS
MCE WEST (CPF)
MCE EAST (CTF120)
ASSIGNED FORCES
CTF CTF CTF CTF CTF CTF CTF CTF
CTFs
22 AMD Rotational 23 LOG COMSEALOGLANT 24 ASW COMSUBLANT 25 MIW NMAWC 26 EXP COMEXPSTRKGRU 2 27 SUW COMPATRECONGRU 28 STW CSFTL 29 LND COMEXPSTRKGRU 2 Hampton Roads Mayport C4F MSC LANT K. Bay SUBGRU 10 New London SUBGRU 2 Naval Acft CNAL Earle MSC LANT
CTGs
Issues:
1. CTF 20 HQ Alignment 2. CTFs Mission 22-29 Alignment 3. CTG Alignment To Operational Service Authority
CTG 183.1 CTG 183.2 CTG 183.5 CTG 183.6 CTG 183.7 CTG 183.8 CTG 183.9
UNCLASSIFIED
CTG 20.1 CSFTL CTG 20.2 CSG 2 CTG 20.4 CSG 8 CTG 20.5 CSG10 MCEs and Forces do not exist CTG 20.6 CSG 12 day-to-day but are provided IAW CTG 20.7 COMPCRON 1 standing CJCS MHD EXORD CTG 20.8 COMDESRON 14 171545Z OCT 11 , CJCS DSCA CTG 20.9 COMEXPSTRKGRU 2 EXORD 191905Z Aug 11, or RFF. CTG 20.11 COMNAVAIRLANT CTG 20.12 COMPATRECONGRU CTG 20.14 COMEODGRU 2 CTG 20.15 COMCORIVGRU 2 CTG 20.17 COMFIRSTNCD CTG 20.18 COMNAVELSG CTG 20.22 22 MEU * CNO Washington DC 261950Z SEP 03, Commander CTG 20.23 MCAST Navy Installations (CNI) Implementation Guidance, and CTG 20.24 24 MEU associated directives CTG 20.26 26 MEU
CONUS Shore Installations
FORCES (Selected From CPF)
FORCES (Selected From TF20 / 23 / 24)
44
Proposed USFF TF Alignment

The Central Idea Service Authority
UNCLASSIFIED
Joint Authority
Joint Operations TF 180
Fleet Operations TF 80
(CTF 883 / 950 / 955)
USFF
CTF 80
(CTF 883 / 950/ 955)
JFMCC-N
CTF 180
ADCON / Navy Service Authority / CNO-Directed Operational Employment of REGCOMs
OPCON / TACON / TACON For FP
TF 80 Fleet Operations
Task organize units IOT execute atsea and other operations conducted under Navy Service authority STKGRUs and TYCOMs have supported/supporting relationships by FRTP Phase
CTG 80.1 CSFTL CTG 80.2 CSG 2 CTG 80.3 CSG 8 CTG 80.4 CSG10 CTG 80.5 CSG 12 CTG 80.6 COMNECC CTG 80.7 COMPCRON 1 CTG 80.8 COMDESRON 14 CTG 80.9 COMEXPSTRKGRU 2 CTG 80.11 COMNAVAIRLANT CTG 80.12 COMPATRECONGRU CTG 80.14 COMEODGRU 2 CTG 80.15 COMCORIVGRU 2 CTG 80.17 COMFIRSTNCD
Functional Mission TFs

Execute force-wide Fleet logistic functions and provide capabilities for Joint contingency ops:
CTF 80 MHD CUSFFC CTF 83 LOG MSC LANT CTF 84 TASWC CSL CTF 85 MIW NMAWC CTF 86 DSCA COMNECC CTF 87 RECON CPRG CTF 89 HADR ESG 2
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:
CTF 180 MHD - CUSFFC CTF 183 LOG MSC LANT CTF 184 TASWC CSL CTF 185 MIW NMAWC CTF 186 DSCA COMNECC CTF 187 RECON CPRG CTF 189 HADR ESG 2
TF 183 883 Emergency Sortie

Execute emergency sortie to protect Fleet assets / capabilities
CTG 183.1 CTG 183.2 CTG 183.5 CTG 183.6 CTG 183.7 CTG 183.8 CTG 183.9 Hampton Roads Mayport C4F MSC LANT Kings Bay SUBGRU 10 NLondon SUBGRU 2 Naval Acft CNAL Earle MSC LANT
45
Proposed USFF CTF Alignment

SUPPORTING COMMANDER
UNCLASSIFIED
Step 1 Re-Number TF20 to 80 series & Align to COMUSFF

CNO
CDR USNORTHCOM
OPCON
COMUSFLTFORCOM
CTF 80
(CTF 183 / 950 / 955)
JFMCC-N
OPCON or TACON
ADCON Per SNDL
DCOM
OPERATIONAL EMPLOYMENT Per CNO

MCE WEST (CPF) MCE EAST (CTF180)
Ech III Cmds
CONUS REGCOMS
ASSIGNED FORCES
CTFs
CTF 80 MHD USFFC CTF 83 LOG MSC LANT CTF 84 TASWC CSL CTF 85 MIW NMAWC CTF 86 DSCA COMNECC CTF 87 RECON CPRG CTF 89 HADR ESG 2 CTG 183.1 CTG 183.2 CTG 183.5 CTG 183.6 CTG 183.7 CTG 183.8 CTG 183.9
CTGs
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 80.1 CSFTL CTG 80.2 CSG 2 CTG 80.3 CSG 8 CTG 80.4 CSG10 CTG 80.5 CSG 12 CTG 80.6 COMNECC CTG 80.7 COMPCRON 1 CTG 80.8 COMDESRON 14 CTG 80.9 COMEXPSTRKGRU 2 Hampton Roads CTG 80.11 COMNAVAIRLANT Mayport C4F CTG 80.12 COMPATRECONGRU MSC LANT CTG 80.14 COMEODGRU 2 Kings Bay SUBGRU 10 CTG 80.15 COMCORIVGRU 2 NLondon SUBGRU 2 CTG 80.17 COMFIRSTNCD Naval Acft CNAL Earle MSC LANT
FORCES (Provided by CPF)
FORCES (Selected From USFFC)
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.
TYCOMS
Supported / Supporting Relationship Established By FRTP Phase
UNCLASSIFIED United States Fleet Forces
46

Step 2A Re-number TF 183 to 883
UNCLASSIFIED
CNO
CDR USNORTHCOM
OPCON
COMUSFLTFORCOM
CTF 80
(CTF 183 / 950 / 955)
JFMCC-N
OPCON or TACON
DCOM
ADCON Per SNDL

MCE WEST (CPF) MCE EAST (CTF180)
Ech III Cmds
CONUS REGCOMS
ASSIGNED FORCES
CTFs
CTF 80 MHD CUSFFC CTF 83 LOG MSC LANT CTF 84 TASWC CSL CTF 85 MIW NMAWC CTF 86 DSCA COMNECC CTF 87 RECON CPRG CTF 89 HADR ESG 2 CTF 883 COMUSFF CTG 883.1 Hampton Roads CTG 883.2 Mayport C4F CTG 883.5 MSC LANT CTG 883.6 Kings Bay SUBGRU 10 CTG 883.7 NLondon SUBGRU 2 CTG 883.8 Naval Acft CNAL CTG 883.9 Earle MSC LANT
CTGs
CTG 80.1 CSFTL CTG 80.2 CSG 2 CTG 80.3 CSG 8 CTG 80.4 CSG10 CTG 80.5 CSG 12 CTG 80.6 COMNECC CTG 80.7 COMPCRON 1 CTG 80.8 COMDESRON 14 CTG 80.9 COMEXPSTRKGRU 2 CTG 80.11 COMNAVAIRLANT CTG 80.12 COMPATRECONGRU CTG 80.14 COMEODGRU 2 CTG 80.15 COMCORIVGRU 2 CTG 80.17 COMFIRSTNCD
Alignment Summary - Previous changes continue - Re-number TF 183 to TF 883 after completion of current hurricane season
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.
TYCOMS
Supported / Supporting Relationship Established By FRTP Phase
47

UNCLASSIFIED
Step 2B Designate Regions as Battlespace CTFs

CNO
CDR USNORTHCOM
OPCON
COMUSFLTFORCOM
CTF 80
(CTF 183 / 950 / 955)
JFMCC-N
OPCON or TACON
DCOM
ADCON Per SNDL
OPERATIONAL EMPLOYMENT Per CNO*
Ech III Cmds
CONUS REGCOMS*
Battlespace CDRs CTF NW Region - CNRNW CTF SW Region - CNRSW CTF MW Region - CNRMW CTF SE Region - CNRSE CTF ML Region - CNRML
MCE WEST (CPF)
MCE EAST (CTF180)
ASSIGNED FORCES
CTFs
CTGs
Alignment Summary - Previous changes continue - Re-number TF 183 to TF 883 after completion of current hurricane season - Incorporate REGCOMs as Regional Battlespace Commander s (ex. CTF SE Region; CTF NW Region)
CTG 80.1 CSFTL CTF 80 MHD CUSFFC CTG 80.2 CSG 2 CTF 83 LOG MSC LANT CTG 80.3 CSG 8 CTF 84 TASWC CSL MCEs and Forces do not exist CTG 80.4 CSG10 CTF 85 MIW NMAWC day-to-day but are provided IAW CONUS CTG 80.5 CSG 12 CTF 86 DSCA COMNECC standing CJCS MHD EXORD Shore CTG 80.6 COMNECC CTF 87 RECON CPRG 171545Z OCT 11 , CJCS DSCA CTG 80.7 COMPCRON 1 Installations CTF 89 HADR ESG 2 EXORD 191905Z Aug 11, or RFF. CTG 80.8 COMDESRON 14 CTF 883 COMUSFF CTG 80.9 COMEXPSTRKGRU 2 CTG 883.1 Hampton Roads CTG 80.11 COMNAVAIRLANT CTG 883.2 Mayport C4F CTG 80.12 COMPATRECONGRU CTG 883.5 MSC LANT CTG 883.6 Kings Bay SUBGRU 10 CTG 80.14 COMEODGRU 2 CTG 883.7 NLondon SUBGRU 2 CTG 80.15 COMCORIVGRU 2\ CTG 883.8 Naval Acft CNAL CTG 883.9 Earle MSC LANT * CNO Washington DC 261950Z SEP 03 Commander Navy Installations (CNI) Implementation Guidance, and associated directives
48

Step 2C Add Joint CTF 180 series
UNCLASSIFIED
CNO
CDR USNORTHCOM
OPCON
COMUSFLTFORCOM
CTF 80
(CTF 183 / 950 / 955)
JFMCC-N
OPCON or TACON
DCOM
ADCON Per SNDL
Ech III Cmds
CONUS REGCOMS*
Battlespace CDRs CTF NW Region - CNRNW CTF SW Region - CNRSW CTF MW Region - CNRMW CTF SE Region - CNRSE CTF ML Region - CNRML
MCE WEST (CTF110)
MCE EAST (CTF180)
ASSIGNED FORCES
CTFs
CTF 80 MHD CUSFFC CTF 83 LOG MSC LANT CTF 84 TASWC CSL CTF 85 MIW NMAWC CTF 86 DSCA COMNECC CTF 87 RECON CPRG CTF 89 HADR ESG 2 CTF 883 COMUSFF CTG 883.1 Hampton Roads CTG 883.2 Mayport C4F CTG 883.5 MSC LANT CTG 883.6 Kings Bay SUBGRU 10 CTG 883.7 NLondon SUBGRU 2 CTG 883.8 Naval Acft CNAL CTG 883.9 Earle MSC LANT
CTGs
Alignment Summary - Previous changes continue - Re-number TF 183 to TF 883 after completion of current hurricane season - Incorporate REGCOMs as Regional Battlespace Commander s (ex. CTF SE Region; CTF NW Region) - Build on the service authmission CTFs by incorporating joint contingency missions as CTFs18X series CTFs/
CTG 80.1 CSFTL CTG 80.2 CSG 2 CTG 80.3 CSG 8 CONUS CTG 80.4 CSG10 CTG 80.5 CSG 12 Shore CTG 80.6 COMNECC Installations CTG 80.7 COMPCRON 1 CTG 80.8 COMDESRON 14 CTG 80.9 COMEXPSTRKGRU 2 CTG 80.11 COMNAVAIRLANT CTG 80.12 COMPATRECONGRU CTG 80.14 COMEODGRU 2 CTG 80.15 COMCORIVGRU 2
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. CTF 180 MHD - CUSFFC CTF 183 LOG MSC LANT CTF 184 TASWC CSL CTF 185 MIW NMAWC CTF 186 DSCA COMNECC CTF 187 RECON CPRG CTF 189 HADR ESG 2
* CNO Washington DC 261950Z SEP 03 Commander Navy Installations (CNI) Implementation Guidance, and associated directives
49
Work in Progress
Battle Rhythm
Readiness Production
Understand Integrated Risks to Readiness (Weekly)
Execution
Black = Permanent Teams Grey = As Necessary Teams
UNCLASSIFIED
Strategic
Future Plans > 60 days 3 yrs

Formulate & Design MHQ & MOC Leads (Weekly)
MHQ only led Products
Operational
As Necessary SMPT / OPGs MHQ & MOC SMEs
Future Ops >48 hrs - < 60 days

Detailed Planning MOC Led, MHQ SME supported (Weekly)
As Necessary Crisis Action Team MOC Led, MHQ SME supt
Tactical
Current Ops < 48 hrs

Execution MOC Led, MHQ SME supported (Daily)
Assessment Team
Continuous Process Improvement Rotate Lines of Operation Assesses Campaign Plans (Weekly)
50
CDRs Routine Battle Rhythm

Time 0730-0745 0745-0815 0815-0845 0845-0915 0915-1000 MRRO Sync Readiness Production Future Plans Future Operations (ATFP Brief) Assessments (One LOO per week) Mon Current Ops Morning Huddle Tues Current Ops Morning Huddle Wed Current Ops (TYCOMs) Morning Huddle Thurs Current Ops Morning Huddle Fri Current Ops (CSG/ESGs) Morning Huddle
Execution
UNCLASSIFIED
1000-1100
DSCA/HLD Cell (2M)

RPPM
1100-1200
PT / LUNCH
1200-1300
1300-1400 1400-1500
1500-1600 1600-1700
NUCWEP (M)
NORTHCOM VTC (AR)
FIEP (every month)
51
Current Ops
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
52
Current Ops w/ TYCOMs

Lead: Director Maritime Operations (DMO) When/Location: Daily / Battle Watch Floor LOO(s) Supported: All
UNCLASSIFIED
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
Outcome Communication Tool: BWC emailed brief; FRAGORDS

Feeds into: Morning Huddle and Assessments Principal Attendees: COM, DCOM, TYCOMs, COS, DMHQ, DivDirs as necessary, DCO broadcast
53
Current Ops w/ CSGs&ESGs

Lead: Director Maritime Operations (DMO)
UNCLASSIFIED
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; 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
Outcome Communication Tool: BWC emailed brief; FRAGORDS Feeds into: Morning Huddle and Assessments Principal Attendees: COM, DCOM, CSGs, ESGs, COS, DMHQ, DivDirs as necessary, DCO broadcast
54
Morning Huddle
Lead: Chief of Staff (CoS) When/Location: Daily/NH-95 Conf Center LOO(s) Supported: All
UNCLASSIFIED
Purpose: Leadership alignment on CDRs 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: Commanders 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
55
Readiness Production
Lead: Director Maritime Headquarters (DMHQ) When/Location: Weekly/FBR LOO(s) Supported: Purpose: Provide situational awareness of issues impacting fleet readiness

UNCLASSIFIED
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
56
Future Plans
Lead: Chief of Staff (CoS) When/Location: Weekly / FDCR
UNCLASSIFIED
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: COMs engagement calendar (120 day)
Feeds into: Future Ops, Current Ops and Assessments

Principal Attendees: COM, DCOM, TYCOMs, DMO, DMHQ, DivDirs as necessary, DCO broadcast
57
Future Operations

UNCLASSIFIED
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 MOCs battle rhythm and provides the requisite support enabling the issuance and coordination of commanders 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
58
Assessments

UNCLASSIFIED
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
59
Crisis Battle Rhythm

Time Mon Tues Wed Thurs Fri
Execution
UNCLASSIFIED
FLAG BR Event
Sat/Sun
0730-0745
0745-0800 0800-0900
Current Ops
Morning Huddle OPT CAT Turnover
Current Ops
Morning Huddle OPT CAT Turnover ROE WG (AR) CSWG (AR) LWG (LRC) NC CSAM
Current Ops
Current Ops
Current Ops
Current Ops
0900-1000
ROE WG (AR) CSWG (AR) LWG (LRC) NC CSAM
1000-1100 1100-1200 Ops Assess WG Maritime Sync 1200-1300 1300-1400 Threat WG (AR) NC CDR Log WG (LRC) 1400-1500 NC CSSB OPG (AR) NC FOC Sync 1500-1600 1600-1700 1700-1800 1800-1900 DRB (AR) Maritime Sync OPT NC CGM Ops Assess WG Maritime Sync Threat WG (AR) NC CDR Log WG (LRC) NC CSSB OPG (AR) NC FOC Sync DRB (AR) Maritime Sync OPT NC CGM Ops Assess WG Maritime Sync Threat WG (AR) NC CDR Log WG (LRC) NC CSSB OPG (AR) NC FOC Sync DRB (AR) Maritime Sync OPT NC CGM Ops Assess WG Maritime Sync Threat WG (AR) NC CDR Log WG (LRC) NC CSSB OPG (AR) NC FOC Sync DRB (AR) Maritime Sync OPT NC CGM Ops Assess WG Maritime Sync Threat WG (AR) NC CDR Log WG (LRC) NC CSSB OPG (AR) NC FOC Sync DRB (AR) Maritime Sync OPT NC CGM Ops Assess WG Maritime Sync Threat WG (AR) NC CDR Log WG (LRC) NC CSSB OPG (AR) NC FOC Sync DRB (AR) Maritime Sync OPT NC CGM
60
Battle Rhythm Key

Aero FAST CG LANT VTC CSWG CUB DRB DRRS/ERT FM Board JFCOM CSAB LRC LWG
Execution
NC CCB
UNCLASSIFIED
Aerospace Warning & Control FAST USCG LANTAREA VTC Communications Strategy Working Group Commander's Update Brief Decision Review Board DRSS-N & Executive Resources Team Fleet Management Board JFCOM CDR's Sit Awareness Brief Logistics Readiness Center Logistics Working Group Maritime Warning & Control FAST Management, Resources, Readiness & Operations Synch Meeting FFC N02 and N43 Sync Meeting
NC CDR's Coordination Board NC CDR's Situational Awareness Mtg NC CDR's Guidance Meeting NC Focus Area Brief NC Focus Area Review NC Future Operations Center Sync Operational Planning Group Operational Planning Team Resources & Readiness Integration Board Readiness Assessment Working Group Rules of Engagement Working Group Transnational Criminal Org FAST USFF & PACFLT Readiness and Requirement Staff Coordination Meeting
NC CSAM NC CGM NC FAB NC FAR NC FOC Sync OPG OPT R&RI Board RAWG
Martm FAST
MRRO Sync N02 N43 Sync
ROE WG
TCO FAST USFF PACFLT RR
61
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
62
Stakeholder Relationships Solutions

Leverage Dual Chain of CommandsSpeaking 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
63
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.
64
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
65
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
66
Relationship with OPNAV

FIEP
Joint CPF / FFC Assessment
Execution
UNCLASSIFIED
FIEP
NECC Joint CPF / FFC
Guidance & Principles
N95 SURFLANT SUBPAC AIRLANT N96 N97 N98 N2/N6

SUPPORTING
SURFOR SUBFOR AIRFOR IDC

SUPPORTED
OPNAV
Program Integration
Must Haves:
Clear, Unambiguous and Timely Guidance Out Trust and Confidence in Products Going Up Communication, Coordination and Collaboration across the board
67
Balancing Priorities
UNCLASSIFIED
CNO
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
68
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
Execution
UNCLASSIFIED
69
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
UNCLASSIFIED
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 (GFY13GFY17) 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
70
Continuous Process Improvement

Summary
Validate mission and understand Commanders Intent Critically assess the organization Implement improvement changes Align and prioritize current and deliberate planning efforts Assess progress over time
Mission
UNCLASSIFIED
Way ahead
Leadership brief Lunch and briefs with CPF and the left side of the Readiness Kill Chain
71
72

USFF Commanders Guidance Brief To Senior Staff 17 Sep - FINAL

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USFF Commanders Guidance Brief To Senior Staff 17 Sep - FINAL

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Pre-Decisional Draft Working Papers

Do we really understand the Theory of Readiness Production?

What I firmly believe

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

Led the Individual Augmentee (IA) campaign plan

Represents significant progress since my last tour

Improved CPF/FFC Relationship Two Fleets, One Voice

United States Fleet Forces

Pre-Decisional Draft Working Papers

Beliefs and Improvement

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

Mid-east instability (Syria, Iran, Egypt, Bahrain, etc.)

Cost of ops increasing (e.g. fuel , manpower, maintenance)

Individual Augmentee demand

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

$299B $224B $75B

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

Service Percentage of Total DOD-Military $620B

Army , $184 (30%)

Navy, $171 (27%)

OPR & MAINT, $59B OPR & MAINT, $55B

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

MIL PERSONNEL, $67B MIL PERSONNEL, $35B

Department of Navy - $171B

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

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

NECC OCO $0.39B NECC BL $0.28B

BL $2.28 OCO $1.24B

BSO 52 CNIC $7.1B

BSO 60 USFF $11.0B

Combat Ops $4.2B

Air Ops $7.3B

Navy OCO $0.5B

OMN&OMNR (Operation and Maintenance, Navy and Reserves) $49B

BSO 39 SPAWAR $1.9B

Marine Corps OCO $0.4B Marine Corps BL $2.1B

BSO 24 NAVSEA $4.5B

OMMC&OMMCR (Marine Corps Ops and Maint) $11B

MPN & RPN (Navy Military Personnel, AC & RC) $30B

BSO 23 NAVSUP $1.1B

BSO 70 PACFLT $11.8B

Ship Ops $4.9B

DON OMN & OMNR $49B

Fleet OMN & OMNR $22.8B

United States Fleet Forces

Ready Fleet Global Reach

Pre-Decisional Draft Working Papers

DoN Potential Budget Across the FYDP

$149.8B $141.5B $140.3B $141.3B $141.7B