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United States
Joint Forces Command
Command Overview

Tidewater Association
of

Service Contractors
(TASC)
Ron Higham
Deputy Chief of Staff
16 May 2007
1
UNCLASSIFIED
Joint Forces Command Mission
The United States Joint Forces Command provides mission ready
Joint Capable forces and supports the development and
integration of Joint, Interagency, and Multinational capabilities
to meet the present and future operational needs
of the Joint Force.

2
UNCLASSIFIED
Who We Are

HQs USJFCOM Personnel USJFCOM Facilities *

26% Active 31%
Uniformed Norfolk
Reserve
37% Component
Government
Civilians Suffolk
15% Contractors
69%

22%
* Does not include facilities at Eglin AFB, MacDill AFB,
FT Belvoir, FT Eustis, NSWC Dahlgren

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

3
UNCLASSIFIED
Joint Forces Command Components
1.1 Million Soldiers, Sailors, Airmen, and Marines

FFC
ACC
6 CSGs
5 ESGs 17 F/B/Comp
Wings
108,000 Sailors
89,700 Airmen
112,500 sailors
(RC) 61,500 Airmen
(RC)

MARFORCOM FORSCOM
7 Divisions
1 Division 28 BCTs/
1 Wing 2 Sep Brigades
1 FSSG
40,750 Marines 198,000 Soldiers

41,000 Marines 563,000 Soldiers
(RC) Over 80% of US based General Purpose (RC)
Active and Reserve Forces
4
UNCLASSIFIED
Evolution of Joint Forces Command
Atlantic USACOM US Joint Forces Command
Command • leads Joint Deployment Process
• enhances Joint training
• establishes Joint requirements
US Atlantic Command
Commands US-based Dual-hatted: NATO Supreme Allied
forces Commander Transformation Individual Augmentee
Joint Integration &
Responsibility
Interoperability

1993 1995 1997 1998 1999 2002 2003 2005 2006 2007
Joint Experimentation Global Force Mgr
Joint Training & Global Force Provider
Integration of assigned Shift to a
forces Functional Command
Joint C2 Capability Portfolio Manager
Organize, Train, Equip JTF HQ

SUPREME ALLIED COMMAND, SUPREME ALLIED COMMAND
ATLANTIC TRANSFORMATION
(SACLANT) June 19, 2003 (SAC-T) 5
UNCLASSIFIED
What We Do
Key Functions
 Leading Joint Innovation & Experimentation
• Lead for joint concept development and experimentation

 Developing Joint Capability
• Joint force integrator for Joint DOTMLPF capabilities to meet operational requirements

 Training the Joint Force
• Lead agent for the CJCS exercise program for joint and combined operations

 Providing Joint Force Sourcing Solutions
• Deploy trained and ready joint forces and provide operational and intelligence support in
response to COCOMs

 Managing the Joint Command & Control (JC2) Capability Portfolio
• Provide enterprise wide management to improve interoperability, minimize redundancies and
gaps, and maximize effectiveness for JC2

6
UNCLASSIFIED
A Dedicated Organization
Commander
Political
Advisor

Unique
Command Deputy Chief of Staff Headquarters
Sergeant Major Commander Functions

RC 1 SES RC RC RC 4 SES
2 SES

J1 J2 J3/4 J5 J6 J7 SJFHQ JCOA J8 J9

PERSONNEL INTELLIGENCE OPERATIONS STRATEGY COMMUNICATIONS JOINT STANDING JOINT JOINT CENTER REQUIREMENTS JOINT
PLANS, & TRAINING FORCE OPERATIONAL INTEGRATION INNOVATION &
LOGISTICS & POLICY HEADQUARTERS ANALYSIS EXPERIMENTATION
ENGINEERING CORE ELEMENT

Joint Transformation Special Operations Joint Warfighting Joint Warfare
Joint Deployment
Command- Intelligence Command- JFCOM Center Analysis Center
Training Center
(JTC-I) (SOCJFCOM) (JWFC) (JWAC)

Joint Public Affairs Joint Communications Joint Personnel Joint Systems Joint Fires Integration
Support Element Support Element Recovery Agency Integration Command & Interoperability Team
(JPASE) (JCSE) (JPRA) (JSIC) (JFIIT)

USJFCOM Enablers 7
UNCLASSIFIED
Transforming a Joint Force
• Expand capacity
• Provide capability
• Promote integrated solutions
• Support joint, interagency, and multinational
operations

Interdependent

Integrated

Coordinated

Focus on the Joint Force Commander
Deconflicted

8
UNCLASSIFIED
Requirements for JTFHQ Increasing
25
New JTF HQ Formed
During fiscal year

JTF HQ Operational
During fiscal year
20
Number of JTF Headquarters

15
24 24
23
22
10 19
16

11
10 10
5 6
7 7
5
2 2
1
2001
2000

2004
2003

2006
2002

2005

2007
9
UNCLASSIFIED
The Dimensions of Transformation
Organizational Design: The changes in an organization’s division of labor that
may be needed to implement a desired course of action, in order to bring about
desired effects.

Capabilities: Technological systems, hardware, or tools that may be required to
execute a specified course of action.

Processes: The changes in steps, tasks, or procedures needed to implement
concepts or apply capabilities.

Authorities: Changes in public laws or regulations that may be needed to provide
authority, permission, or capabilities to war fighters.

Concepts: Structured approaches to expressing how a course of action might be
accomplished for current or future war fighter problems.

Cultures: Understandings, beliefs and practices that define and shape operational
decisions, organizational response or reaction to change.

10
UNCLASSIFIED
Our Focus …
…Implications to USJFCOM

Goals
• Provide Focused Support to Win the War on Terror
• Deliver Trained, Capable and Interoperable Joint Forces
• Primary Joint Force Provider (Global Force Management)
• Develop Robust, Capable Joint Command and Control
• Lead Continuous Effort to Transform the Joint Force
• Establish Enhanced, Agile Business Processes

11
UNCLASSIFIED
Goal 6:
Enhanced / Agile Business Processes

No. OPR Priority Name

101 J02R Command business processes support Commander’s
Guidance
102 J00P Commander’s Guidance clearly understood by internal
and external audiences
103 J5 Command Strategic Goals and Objectives drive
enterprise-wide performance assessment model
104 J02HR A Command Human Capital Investment Strategy
provides an optimal workforce
105 J6 Optimal use of IT across the Command (Establish IT
Investment Strategy)
106 J02BM Command Support Services bought smartly
107 J44 Command Facilities Managed smartly
108 J02F Command-wide Financial Management 12
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 101 – Program/Budget Review
Completion Date: September 07

Desired Effect Essential Tasks
Commander's priorities are 1. Generate POM Data
reflected in USJFCOM program of 2. Develop support documentation
work and understood by 3. Generate BY project prioritization
customers and resource sponsors. 4. Allocation and apportionment
5. Assess ongoing project efforts
6. Inform re-validation and re-
programming decisions
Milestones & Decision Points Significant Risks
1. Spring 07 Review 1. Multiple resource sponsors
2. Fall 07 Review 2. Program Management skills
3. Spring 08 Review 3. Financial Management
4. Fall 08 Review Regulations
4. Manning

13
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 102 – Communication Strategy
Completion Date: January 07

Desired Effects
Desired Effects Essential Tasks
Key audiences understand
Our key audiences understand 1. Reach key audiences
USJFCOM missions, joint
USJFCOM’s mission, joint 2. Craft messages
capabilities and ability to support 3. Develop engagement plans
capabilities and ability to support
COCOM requirements
COCOM requirements

Milestones & Decision Points Significant Risks
1. NOV 06: CDR’s Guidance 1. Misaligned messages
2. DEC 06: Review of 2. Fiscal support for critical programs
Communication strategy
3. JAN 07: Execute strategy

14
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 103 – Business Process Mgmt, Performance Mgmt
& Scorecarding Completion Date: June 07

Desired Effects Essential Tasks
1. Established Enterprise Business 1. Develop BPM & BI methodology
Process Management Environment 2. Develop BPM & BI process &
2. BI Scorecard in place providing software requirements
real-time strategy alignment metrics 3. Integrate databases/data sources
3. Real-time performance metrics 4. Pilot Pgm monitoring & refinement
against objectives & goals on demand 5. Launch BPM and BI
4. Established performance 6. Develop collaboration and
collaboration framework for command coordination requirements
Key Milestones Significant Risks
1. BI requirements evaluation 1. Implementation cost
2. Software acq., install, & testing 2. Staff non-participation
3. Database integration (Feb 07) 3. Inadequate data available
4. BPM IOC (Feb 07)
5. Pilot Program (Feb-Apr 07) 4. Database integration challenges
6. Collab. via Portal (Mar – Apr 07) 5. Organizational acceptance
7. Program Re-evaluation (May 07) 6. Governance
8. BI initiation across Cmd (Jun 07) 7. Resources and sustainment costs

15
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 104 - Human Resource Management
Completion Date: January 08

Desired Effects Essential Tasks
A common human capital 1. Accurate requirements.
investment strategy and plan 2. Proper Mil / GS / Contr balance
achieves an optimal workforce mix 3. Best use of Reserves.
as measured by capability, flexibility, 4. Shape / develop GS Workforce
sustainability, and cost 5. NSPS conversion

Milestones & Decision Points Significant Risks
1. NSPS conversion 21 Jan 07 1. HR resources
2. Establish PMRB Jan 07 2. Contractor transparency
3. NSPS Payout Jan 08 3. Workforce cost and aging
4. HR Analysis Jan 08

16
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 105 – Optimal Use of IT Across the Command
Completion Date: September 08
Desired Effects Essential Tasks
Align IT spending with goals 1. Develop IT Master Plan
- Execute CIO Responsibilities - “As Is” & “To Be” perspectives
-- IT Portfolio Management 2. Identify gaps/seams & resources
-- Total Cost of Ownership required/available
3. Establish CMD IT PfM policies &
processes
4. Stand up a CIO BMO & IT PMO

Milestones & Decision Points Significant Risks
1. IT PMO IOC - Dec 06 1. Organizational acceptance &
2. CIO BMO IOC - Feb 07 commitment to change
3. IT Master Plan (Draft) - Mar 07 2. Governance
4. PfM policies - Jun 07 3. Resources
5. IT Strategy IOC - Sep 07
6. IT Strategy FOC - Sep 08

17
UNCLASSIFIED
Strategic Goal 6 – Enhanced / Agile Business Processes
Objective 106 – Contracting
Completion Date: September 08

Desired Effects Essential Tasks
1. Financial Stewardship 1. Validate Current Portfolio
2. Max Efficiency / Effectiveness 2. I.D. Acq W/F Positions
3. Collaborative Reqmts Dev / Valid 3. Educate / Train AWF
4. Minimal Acq Lead Time 4. Establish Reqmts Review Bd.
5. Max Competition Best Value 5. Early Collaborative Acq Planning

Milestones & Decision Points Significant Risks
1. 15 Nov 06 - Portfolio Validation 1. Last minute, sole source culture
2. 04 May 07 – I.D. AWF Positions 2. Requirements flux
3. 01 Oct 07 – Reqmts Review Bd. 3. Contractor Influence
4. 31 Dec08 – AWF educated, certs 4. Many factors influencing
Acquisition Lead Time
5. End-user “end-arounds” CAMO

18
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 107 - Facility Master Plan
Completion Date: December 08

Desired Effects Essential Tasks
USJFCOM maintains quality 1. Facility Instruction
facilities, furnishings, and other 2. Facility Master Plan Update and
infrastructure that fully enables Capital Investment Strategy
the staff to carry out its mission. 3. Maintain Professional Proficiency

Milestones & Decision Points Significant Risks
1. Jan 07 – Facility Instr. signed 1. Staff/Mission Re-alignments
2. Mar 07 – Plan Updated 2. Constrained Budgets
3. Mar 07 – JDC Constr. Start 3. Engineering and Facilities
4. Dec 07 – HQ. Constr. Start 4. Manning
5. Jun 07 – ID FY 08/09 budget
6. FY 07 – Qtly GSA mtg.

19
UNCLASSIFIED
Strategic Goal 6 - Enhanced / Agile Business Processes
Objective 108 Financial Execution (J02F)
Completion date: October 07

Desired Effects Essential Tasks
1. Align USJFCOM budgets and 1. Align budget to POM; Validate FOC
execution with Command level of effort
priorities 2. Realign CY funds - approved
2. Timely information for PMs, changes and CMD priorities
decision makers, and external 3. Identify feeder system, deploy
stakeholders dashboard to PMs

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

20
UNCLASSIFIED
Broad Challenges…
Strategic
 Improve management process to better support CDR
 Institutionalize BoD / TAG
 Establish enterprise-wide standards and transparency
Operational
 Address administrative / functional over-structure
 Refine cost-accounting structure (cost centers, profit centers)
 Implement LSS (for Service)
Tactical
 Enhance agility
 Maintain focus on “Opportunity Costs”
 Know when to quit (venture capital approach)
21
UNCLASSIFIED