"Purpose of the Annual Plan This Annual Plan serves"
Purpose of the 2008 Annual Plan This Annual Plan serves to outline the strategic priorities of U.S. Fleet Forces and to document the major supporting initiatives of the headquarters and assigned Echelon III commands. The Plan is divided into three major sections: The Overview section, for those unfamiliar with U.S. Fleet Forces, provides insight into the command's mission and organization and the foundation for our priorities. The Strategic Priorities section defines USFF priorities for 2008 and highlights significant initiatives and programs supporting those priorities. The final section provides an overview of focus areas of USFF Echelon III Commands in support of the Strategic Priorities. Table of Contents Overview ……………………………………............................................................ 3 Statement from the Commander, US Fleet Forces ……………………………. 3 USFF Missions, Functions and Tasks …………………………........................ 4 . Foundation for USFF Operations ……………………………………................... 6 Supporting the Maritime Strategy …………………………………….................. 7 Organizational Roles ……………………………………...................................... 8 Command Relationships ………………………………....................................... 9 Strategic Priorities ………………………………................................................ 10 Readiness Output …..……………………………................................................ 13 Enterprise Management/Alignment ………………………................................ 16 Execute Combatant Commander Demand ……………................................... 18 Capabilities and CONOPS ………………………............................................... 24 Workforce Character and Professionalism …………………........................... 26 Focus Areas Supporting USFF Priorities …………………........................ 28 USFF Force Providers ……..……………………............................................... 28 USFF Service Providers ……..……………………............................................ 37 Glossary ……………………………………............................................................ 43 2 Statement from the Commander United States Fleet Forces continues to fulfill a vital role in executing our nation’s commitment to security through a capable and ready Navy. Our mission encompasses four major areas of responsibility: 1) Generate ready Navy forces for global employment, anytime and anywhere. 2) Provide operational planning and support to Combatant Commanders, to include executing missions assigned by Commander, U.S. Northern Command, Commander U.S. Strategic Command, and Commander, U.S. Joint Forces Command. 3) Determine future and current needs of the Fleet, advise the CNO accordingly and develop the requisite concepts of operations. 4) Establish and implement Anti-Terrorism and Force Protection standards and policies. Within the context of these missions, U.S. Fleet Forces Command will direct and enable the safe and effective operation of Atlantic Fleet Forces, defend the homeland from maritime threats, conduct disaster relief and recovery and provide for defense support of civil authorities. A ready Fleet provides Navy Component Commanders the capability to establish global maritime superiority, and the ability to deploy ashore for a spectrum of missions, if and when needed. The foundation of a ready Fleet is the exceptional men and women of our Total Force -- the active, reserve and civilian corps. U.S. Fleet Forces will promote their growth and apply their diverse and vast talents to execute our mission and meet the maritime challenges imposed by an uncertain future. I believe we are on the right course. The 2008 Annual Plan refines rather than redefines the USFF Strategic Priorities. We are aligned with SECNAV objectives and CNO intentions. Further, this annual plan supports the strategic imperatives and develops the core capabilities of the Cooperative Strategy for 21st Century Seapower – our Maritime Strategy. Admiral Jonathan W. Greenert Commander, U.S. Fleet Forces 3 Picture USFF Missions, U.S. Fleet Forces Command Missions • Generate ready Navy forces for assignment to Combatant Commanders – Organize, man, train, and equip U.S. Atlantic Fleet and all Navy forces along with COMPACFLT Navy – Execute Fleet Response Plan (FRP) using Fleet Training Continuum Readiness – Navy Global Force Manager – Integrate and consolidate matters concerning execution of operations, readiness, training in development of Navy shore requirements – Lead the Fleet Readiness Enterprise Navy Warfighting • Articulate to CNO the integrated Fleet warfighting capabilities requirements Capability as coordinated with all Navy Component Commanders and develop Fleet Requirements Concepts of Operations (CONOPS) Joint Operational • Provide operational planning and support to Combatant Commanders (e.g., and Planning COCOM to JFCOM, supporting to NORTHCOM defense and STRATCOM) Support Navy Anti- • Perform duties as CNO Executive Agent for AT/FP Terrorism Force Protection (AT/FP) • Establish and implement AT/FP standards and policies for Navy units 4 Picture Functions and Tasks (MF&T) In collaboration with – Enterprise management of readiness, costs, and risks COMPACFLT, organize, man, – Serve as Fleet Manning Control Authority train, maintain, and equip – Support operational readiness in areas of fleet maintenance and training Navy Forces in support of – Develop and execute environmental programs CNO Integrate and articulate Fleet – Coordinate integration of PACFLT, NAVEUR, NAVCENT, and NAVSO war fighting, warfighting, readiness, and readiness, personnel and capability requirements to CNO to support Programming, Planning, Budgeting and Execution (PPBE) process personnel capability – Initiate/Enable Fleet transformation through operational concept dev. and experimentation requirements to CNO – Develop recommended global sourcing solutions for Combatant Commanders in coordination Serve as Navy Global Force with PACFLT, NAVEUR, NAVCENT, NAVSO and other Navy echelon II commands Manager – Develop integrated Navy global posture for assigned and attached forces incl. risk assessment – Provide oversight and input into the Joint Operation Planning and Execution System for time- phased force deployment data management in support of Combatant Commander force flow requirements Prepare forces for – Develop and execute the Fleet Response Plan (FRP) employment by Combatant – Develop CONOPS, doctrine and transformational concepts in support of Navy, joint, and Commanders coalition commanders – Serve as principal Navy authority for Navy network operations, mgmt. and operational doctrine – CONUS shore support to fleet (e.g. natural disaster response, CBRNE attack response, Defense Support of Civil Authorities (DSCA)) Provide planning and – Prepare operational orders, concepts of operation, functional and supporting plans and operational support to annexes to support assigned/supported Combatant Commanders assigned / supported – Identify and mitigate capability overmatches, gaps and seams in support to Combatant Combatant Commanders Commanders through participation in joint and service capability requirements processes – Support USJFCOM Joint Innovation and Experimentation – Control and execute operational AT mission for all CONUS Navy in support of Commander, USNORTHCOM. Determine and establish Force Protection Condition (FPCON) measures for navy forces throughout the CDR USNORTHCOM AOR – Provide Navy Support to DSCA, MHD, and NORTHCOM Theater Security Cooperation (TSC) – Provide Navy support to USSTRATCOM missions in the following areas: Deterrence, Global Strike, Space Operations, Integrated Missile Defense, Network Warfare/Network Operations/Global C2, ISR, Information Operations, and Combating WMD – Provide Navy Support to NSA for execution of Signals Intelligence (SIGINT) missions and preparation of Navy forces for SIGINT missions 5 Picture Foundation for USFF Operations These four strategic documents provide the foundation and context by which USFF will generate ready Navy forces, operate U.S. Atlantic Fleet and assigned forces and defend the Homeland in the maritime domain. A Cooperative Strategy for 21st Century Seapower provides our Maritime Strategy. This document represents the first time the maritime forces of the United States - the Navy, Marine Corps and Coast Guard - joined together to create a unified strategy that integrates sea power with other elements of national power, and those of our friends and allies. The CNO Guidance provides the CNO’s vision, intentions and expectations for implementing the Maritime Strategy and guarantees our dominance as the preeminent maritime power. The Navy Strategic Plan, which is currently being revised to fully synchronize with the Maritime Strategy, translates the Navy’s strategy into guidance for future Navy program development. The Naval Operations Concept, which is currently being revised to fully synchronize with the Maritime Strategy, describes how the Navy-Marine Corps team will fight. 6 Supporting the Maritime Strategy U.S. Navy’s Core Capabilities Maritime Security Humanitarian Sea Control Assistance / Forward Disaster Presence Response Power Deterrence Projection Additional Capabilities Counter- terrorism Theater Security Cooperation Expeditionary Security Homeland Warfare Cooperation Defense Integrated Air & Defense Support of Missile Defense Civil Authorities 7 Picture Organizational Roles USFF performs Joint and Interagency Assignments, supports Navy Component Commands and is comprised of two Operational Fleets, six Force Providers, and five Service Providers. • Joint and Interagency Assignments: USFF is the Navy Component Commander to USJFCOM and the supporting Navy Commander to USNORTHCOM and USSTRATCOM. In supporting USNORTHCOM, USFF is the Joint Force Maritime Component Commander North (JFMCC NORTH). Additionally, USFF is assigned as the supporting Navy Component Commander to the National Security Agency, providing services through Commander, Naval Network Warfare Command. • Navy Component Commands: USFF develops recommended global sourcing solutions to Combatant Commander requirements for general-purpose forces, ad hoc forces, and individual augmentees in coordination with the four Navy Component Commands-- PACFLT, NAVEUR, NAVCENT, and NAVSO--and other Navy Echelon II commands. • Operational Fleets: Commander, Second Fleet and Commander, Third Fleet are responsible for training integrated strike groups, developing concepts of operation (CONOPS) for current and near- term capabilities, and planning and operation of forces in support of USFF’s Maritime Homeland Defense mission. They also lead the Fleet Training Domain to manage the continuum of training -- individual to unit to force -- within USFF. • Force Providers: Force Commanders for surface, air, submarine, network warfare, and expeditionary combat forces report to USFF. They are responsible for manning, unit-level training and equipping; long-term wholeness of platforms; and leadership of their communities. Military Sealift Command (MSC) is responsible for operating Fleet support ships and executing Fleet combat logistics support functions. MSC retains direct responsibility to USTRANSCOM for DOD strategic sealift support. • Service Providers: In addition to the force providers, subordinate USFF commands also provide key support services: assessment and inspection, meteorology and oceanography, ordnance management, warfighting doctrine, and maintenance. 8 Command Relationships NORTHCOM NORTHCOM JFCOM STRATCOM STRATCOM CNO “Supporting” “COCOM” “Supporting” COMPACFLT NSA COMUSNAVEUR Navy CNIC “Supporting” USFF COMUSNAVCENT Component OPCON (CONUS) Commanders COMUSNAVSO ISIC + ADCON ISIC + ADCON (FRTP) Regional Commanders Second Third Operational Shore Installation Fleet Fleet Fleets Commanders ADCON (FRTP) ISIC + ADCON Surface Air Submarine Network Expeditionary Military Force Forces Forces Forces Warfare Combat Sealift Providers Command Command Command Command Command Command ADDU SURFLANT AIRLANT ISIC + ADCON RESFOR Board of Meteorology & Warfare Regional Regional Fleet Munitions Service Inspection Oceanography Doctrine Development Maintenance Maintenance Service Command Providers and Survey Command Command Centers Centers Providers 9 Strategic Priorities: SECNAV -> CNO -> USFF USFF’s priorities respond to, support and align with the Secretary of the Navy’s (SECNAV) Objectives and the Chief of Naval Operations (CNO) Intentions. USFF priorities also support the Navy Strategic Plan, Navy Operations Concept and our Maritime Strategy. Safeguard People Optimize SECNAV Provide USN/USMC Build N/MC Total Strengthen Objectives and Resources of 1st Rate Team GWOT Force for N/MC Team Naval Ethics Facilities Prosecution Tomorrow Workforce CNO Maintain Warfighting Develop and Support Intentions Build the Future Force Our Sailors and Readiness Civilians USFF Execute Enterprise Workforce Priorities Readiness Combatant Capabilities Management Character and Output Commander and CONOPS / Alignment Professionalism Demand 10 Accomplishments Toward 2007 Priorities Strategic Priority Highlights of 2007 Accomplishments • Generated the right readiness to meet the Navy’s commitments worldwide • Promulgated and implemented Fleet Response Plan (FRP) instruction Readiness • Improved IA Manpower Management responsibility Output • Implemented Ship-specific maintenance budgeting for years 1 and 2 • Established FTC towards standardized Navy-wide Fleet Training • Published USFF Missions, Functions and Tasks (MF&T) Enterprise • Issued USFF C2 Operations Order Management / Alignment • Established Performance-Based Agreement (PBA) guidelines • Achieved desired outcomes from Fleet Readiness Enterprise (FRE) • Supported development of new Maritime Strategy Execute • Leader of Navy’s focus on Operation Level of War (MHQ w/MOCs) Combatant • Improved performance as Navy’s Global Force Manager (general purpose Commander Forces, Ad Hoc, and IAs) Demand • Improved support to USJFCOM, USNORTHCOM and USSTRATCOM • Articulated Fleet warfighting-capability requirements resulting in sustained Capabilities / readiness resources for Fleet Operational Availability CONOPS • Completed Fleet CONOPS for MHQ w/MOC, Fleet Maritime Domain Awareness (MDA), Littoral Combat Ship (LCS), and others • Formalized Navy Preparedness Alliance supporting sailors and families Workforce • Implemented NSPS affecting 2,200 civilian employees fleet-wide Character and • Focused on Navy Core Values through Fleet Standards and Conduct Professionalism initiatives: reduced PRT failures (37%), PMV fatalities (38%), recreational off- duty fatalities (50%), and Class A safety mishaps (10%). 11 USFF 2008 Strategic Priorities and Intended Outcomes USFF refines rather than redefines strategic priorities in 2008 as they are essential to accomplish our mission. Missions Strategic Priority 2008 Intended Outcome Forces ready for employment by Combatant Commanders – manned, Navy Readiness trained and equipped through best practices and execution of the Readiness & Output Fleet Response Plan to deliver the right readiness, at the right cost, AT/FP at the right time. Fleet Commands aligned with CNO, USFF and Navy Component Commander missions, priorities and responsibilities and managed Enterprise Navy through best practices supporting informed decisions by Management / Readiness Commanders. A Fleet Readiness Enterprise that enables the Alignment Warfare Enterprises to measure and deliver the output necessary to meet Combatant Commander demands. Effective planning and execution of USFF component responsibilities Execute Joint Operational to JFCOM, STRATCOM and NORTHCOM; and collaboration with Combatant & Planning world wide Navy Component Commanders to deliver forward- Commander Support & AT/FP deployed and surge-capable forces, tailored to Combatant Demand Commander missions, tasks and timelines. Navy Warfighting Enhanced warfighting capabilities through effective Concept of Capabilities / Operations (CONOPS) and articulation of integrated authoritative Capability Fleet warfighting, readiness, and personnel capability requirements to CONOPS Requirements best meet needs of the Fleet. Achieve highest standards of behavior and professionalism among Workforce Navy Fleet sailors and civilian staff while developing a diverse and talented Character and Readiness workforce. Re-enforce command accountability, responsible conduct, Professionalism professional development, and safety afloat and ashore. 12 Priority 1: Readiness Output Deliver forces ready to meet Combatant Commander tasking USFF will provide forward-deployed and surge-capable maritime forces to meet Combatant Commander requests for capability in support of our Maritime Strategy. 2008 Major Initiatives 1. Fleet Response Plan (FRP) • Drive behavior change to adopt and implement FRP instruction and supporting Fleet • Standardize and align training procedures, techniques and Training Continuum (FTC) terminology across the FTC 2. Operational Risk • Continue focus on institutionalizing the ORM model throughout Fleet Management (ORM) 3. Maintenance • Institutionalize hull-by-hull requirements generation process for first two budget years • Drive shipyard performance to meet established cost, schedule and performance targets 4. Fleet Logistics Processes • Develop standard Military Sealift Command policy and processes in support of operational forces 5. Manning (FIT/FILL) • Establish FIT Entitlement (personnel skill set match) vs. time (FRP) 6. Navy Anti-Terrorism / Force • Coordinate with OPNAV to establish the Global Navy Security Force Protection (AT/FP) requirement and resources 7. Task Force Readiness • Define Fleet Readiness requirements in terms of COCOM demand (TFR) 8. Coordinate Navy support • Support USSTRATCOM and USNORTHCOM by ensuring assigned to Supported Combatant and supporting Navy commands ability to execute Combatant Commanders Commander assigned missions 13 Priority 1: Readiness Output Deliver forces ready to meet Combatant Commander tasking 2008 Major Initiatives continued 9. Fleet Ranges and • Fully implement Range Complex Support Team (RCST) to Environmental Impacts manage range sustainment policies and programs • Implement Navy’s Environmental Strategy to preserve ability to train at sea, while remaining good stewards of the environment • Prepare east coast sonar Environmental Impact Statement (EIS) and obtain Endangered Species Act and Marine Mammal Protection Act permitting by 23 Jan 09 • Prepare Basing and Range EISs in accordance with SECNAV approved timelines. 10. Shore Capabilities • Align shore investments with warfighting requirements and improve Sailor and family readiness. • Ensure port and airfield operations are sustained at a level to maximize required Fleet readiness at best cost 11. Decision Superiority • Execute the legacy network reduction plan • Support smooth transition to the Next Generation Navy networks 12. Global Force Management • Provide the Fleet input to Chief of Naval Personnel to optimally of Individual Augmentees balance Fleet readiness, distribution and inventory (IAs) 13. Active/Reserve Integration • Implement initiatives to institutionalize Reserve Component integration with the Active Component 14. Maritime Homeland • Coordinate with USNORTHCOM Component Commands, Defense / Homeland Interagencies and partner nations in training and exercises to Security enhance Maritime Homeland Defense / Homeland Security Operations 14 Fleet Response Plan (FRP) Operational Availability (Ao) Ao FRP = Ao Deployment + Ao Surge (30) + Ao Surge (90) Ao Life Cycle = Ao FRP + Ao Maintenance Plan CNO Ao Factors: Requirement validation - Readiness & force structure Readiness levels N43 – Force Structure (Risk) Model – Operations at GFM FRP Ao • Rotational & Request For Forces “required” – OPLAN Support $OMN budgeted – Employability / Deployability CNO 313 Ship – Enterprise Performance • Man, Train, Equip and Maintain Employ/Deploy throttle Navy CCDR / NCCs Expected demand CCDR / NCC Actual demand FRE Adjudicate (Risk) shortfalls FRP Ao (GFM / RFF) achieved Based on the demand signal, FRP Ao defines the forces required to meet the most stressing OPLAN, maintain global presence, defend the homeland, and train operational units. Warfare Enterprises will evaluate their ability to meet their respective demand signals (units deployed + surge units available in 30 days + surge units available within 90 days). The Navy maintenance strategy is designed to support current operations and life cycle readiness, thereby ensuring designed hull life is achieved while maximizing Ao. 15 Picture Priority 2: Enterprise Management/Alignment Mature the Fleet Readiness Enterprise to improve efficiency of our business model Using the enterprise behavior model, Fleet Readiness Enterprise (FRE) has the Fleet focused on meeting the Navy’s mission at best cost. The culture change permeates the thinking of Navy’s senior leaders with significant infusion to mid-level leaders and below. Ultimately, the behavior model allows the FRE, working with the Navy Enterprise and Providers, to free resources for developing more effective systems, both today and into tomorrow. 2008 Major Initiatives 1. Mature Fleet • Improve analytically-based readiness, capabilities and manpower assessments Readiness Enterprise to better inform budgeting and programming decisions (FRE) Management • Increase transparency in costs and budgeting information across enterprise • Increase efficiency and effectiveness in fleet maintenance and training • Develop, implement and assess Tier 1 & 2 Performance Agreements • Increase understanding of relationships between readiness metrics at unit / group level, operational availability and total force mission capabilities assessments 2. Formalize USFF • Ensure USFF Missions, Functions and Tasks (MF&T) are understood by supporting commands and USFF customers (Strategic Communications) Alignment Relationships • Align NAVEUR ordnance activities, CONUS activities and Regional Explosive Safety resources to Navy Munitions Command (NMC) • Align Naval Intelligence into NETWARCOM Force Command and Enterprise • Align Shore Providers with FRE to ensure necessary facilities and support are available to accomplish mission 3. Mature USFF • Ensure USFF Priorities are clearly articulated, widely understood, and aligned Alignment with CNO/SECNAV guidance and Combatant Commander demands • Support Fleet alignment with OPNAV Staff as they develop a Missions, Functions and Tasks • Secure USFF staff manpower to match USFF MF&T 4. Communication and • Effectively communicate USFF roles, responsibilities, authorities, priorities and Collaboration value proposition to OPNAV, NCCs and Echelon III commands • Work as a collaborative team to achieve USFF MF&T 16 Navy Navy Navy Enterprise Enterprise Enterprise Fleet Enterprise Value Chain Provider Provider Readiness Enterprise Fleet Readiness USFF Enterprise Enterprise Enterprise Navy Enterprise Navy is taking action to efficiently reduce each Enterprise’s total cost of doing business. Increasing efficiency using enterprise practices reduces the continued cost growth that threatens to erode the buying power needed to fund our Navy of today and the future. The Enterprise Value Chain is a high-level model of how the Navy Enterprise construct receives and shares inputs, adds value to these inputs through various collaborative processes and generates a finished product -- forces ready for tasking to Navy Component Commanders. CNO Navy Enterprise USFF/ CPF ExComm VCNO/RDA Fleet Single Fleet- Readiness Driven Metric: Providers Enterprise Type Commanders SYSCOMS C2F Ready Forces MPTE C3F for Tasking at Best Cost, Installations Warfare Enterprises Today and in the Other Providers Future Integrated COM USFF Navy Force Structure and Capabilities Development Readiness Resourcing Training Forces COMPACFLT Global Force Ready COMUSNAVEUR Man, Equip, Maintain Unit / Platform Training and Readiness Production Management for Processes and COMUSNAVCENT Infrastructure Risk Mitigation Tasking COMUSNAVSO 17 Priority 3: Execute Combatant Commander Picture Demand Support Combatant and Component Commanders USFF generates ready Navy forces, articulates warfare capability requirements and provides operational planning in support of all Combatant Commanders. 2008 Major Initiatives 1. Execute Maritime • Support OPNAV in the Maritime Strategy implementation Strategy • Work with OPNAV and NCCs to optimize global maritime influence and develop global maritime and interagency partnerships • Further Global Fleet Station and Humanitarian Assistance/Disaster Response readiness and execution • Continued support to Maritime Security Conference series • Initiate Annual Global Maritime Engagement Synchronization Conferences • Support Theater Security Cooperation Plans for Mexico and Canada 2. Develop Maritime • Commence accreditation for the IO MHQ w/MOCs Headquarters (MHQ) with • Provide effective Fleet governance for the MHQ w/MOC effort towards Navy Maritime Operations focus at the Operational Level of War Center (MOC) • Revise CONOPS and Joint Pub 3-32 (Command & Control for Joint Maritime Operations) • Support Joint and Navy Mission Essential Task List (JMETL / NMETL) development • Emphasize improved decision superiority to include effective MDA and intelligence/IO readiness (NNWC) 3. Global Force • Improve Process Improvement and collaboration with commands towards Management (GFM) of integration with IA assignments into main stream detailing (GWOT Support Individual Augmentees Assignments) (IAs) 4. Execute Maritime • Integrate USFF and Subordinate training plans with USNORTHCOM exercise Homeland Defense and program Homeland Security • Refine USFF Homeland Defense Standing EXORD based on lessons learned and changes to higher HQ orders and instructions • Enhance engagement with Canada and Mexico in support of homeland defense and theater security cooperation 18 Picture Maritime Headquarters (MHQ) with Maritime Operations Center (MOC) Commander, Second Fleet has the lead in developing the MHQ w/MOC concept. Maritime Headquarters organized functionally to execute Fleet management Combatant Commanders (Geographic) (Functional) (Service) functions as a Navy NORTH, SOUTH, CENT, EUR, PAC SOC, STRAT, JF, TRANS Component Commander (NCC) S S S S S Functional NCCs J E J E J E and operational functions as E J E J O R O O R O R and Principal HQs R R O I V I I Commander of a Joint Task V N I I N V N V I N V I I N I T C I T T FFC, SPECWAR, MSC, Force (CJTF) or as Joint Force C E T C C C T NNWC, Submarine CTFs E E E E Maritime Component 2nd 3rd 5th 6th 7th Commander (JFMCC) Fleet Fleet Fleet Fleet Fleet Navy Mar. Int. Ctr INTEL USCG Networked globally: Maritime Ops Centers linked to share Information Operations (IO) Maritime Domain USMC information and develop Common Operating Picture (COP) Awareness USA seamless Common Operating USAF Shared INFO / Databases Picture (COP) across theater Comm- boundaries ercial Coalition Coalition Coalition Coalition Coalition Other Gov. Agencies entities Standardized: structure, processes, manning, training, and equipping Linked to other Services, Agencies, coalition partners, Non-Governmental Organizations to enhance a key U.S. Result: Scalable and Adaptable goal of maintaining global Maritime • Applies to MHQs ashore, afloat, and distributed Domain Awareness (MDA) • Enhances Navy capability to command at the operational level of war 19 Support to USJFCOM Global Force Management and Joint Transformation U.S. Joint Forces Command (USJFCOM) is a functional command responsible for providing ready CONUS-based forces to geographic Combatant Commanders and joint transformation activities including training and doctrine, concept development and experimentation, and command and control. USFF is the Navy component command to USJFCOM. 2008 Major Initiatives 1. Global Force • Develop sourcing solutions for and provide support to Navy Individual Management (GFM) Augmentees (IA) and "in-lieu-of" (ILO) / Ad-Hoc units is support of Geographic Combatant Commanders • Upgrade USFF Global Force Management branch staff to match capabilities required per USFF Missions, Functions and Tasks • Provide adaptive force packages to support GWOT, Maritime Security and Humanitarian Civil Affairs • Provide Force Management, Future Challenges and Institutional risks in meeting Combatant Commander requirements • Pursue options for future decisions on C2 of JFCOM maritime forces 2. Joint Transformation • Joint training: Work with USJFCOM to certify major Fleet Training Support Exercise (JTFEX) as part of Joint National Training Capability (JNTC) • JTF HQ: Work with USJFCOM to maintain the training and certification of a Navy Numbered Fleet as a JTF-capable headquarters • Joint Concept Development & Experimentation (JCD&E): Coordinate with USJFCOM on JCD&E. USFF lead is Navy Warfare Development Command (NWDC) 20 Support to USNORTHCOM Maritime Homeland Defense and Defense Support of Civil Authorities U.S. Northern Command (USNORTHCOM) missions include Homeland Defense (HLD) and Defense Support of Civil Authorities (DSCA) in the NORTHCOM Area of Responsibility (AOR). Responsibility for Alaska is shared with PACOM. COMUSFLTFORCOM is the supporting Navy commander to USNORTHCOM and the Joint Force Maritime Component Commander North (JFMCC NORTH). 2008 Major Initiatives 1. Operational Command • Refine USFF C2 OPORD and incorporate USNORTHCOM and OPNAV and Control (C2) instructions towards improved Joint operational and planning support Execution 2. Maritime Homeland • Improve collaboration and coordination of MHD activities with Canada Defense and Mexico through development of Maritime Theater Security Cooperation plans • Refine Joint Force Maritime Component Commander (JFMCC) North standard operating procedures, tactics, techniques and procedures, and standing orders • Integrate USFF training and exercise program with USNORTHCOM, OPNAV, and USSTRATCOM • Establish a USFF Tailored MHQ w/MOC for execution of Service missions, functions and tasks and Joint requirements 3. Defense Support of • Refine USFF Standard Operating Procedures (SOPs), Tactics, Civil Authorities Techniques and Procedures (TTPs) and orders • Implement lessons learned from CONUS disaster response efforts and humanitarian assistance operations • Prepare for 2008 hurricane season • Support planning for response to potential large-scale health problems • Develop maritime plan in support of mass migration operations 21 Support to USSTRATCOM and Joint Functional Component Commanders U.S. Strategic Command (USSTRATCOM) missions include global deterrence, global strike (conventional and non-kinetic as well as nuclear), space operations, integrated missile defense, information operations, combating Weapons of Mass Destruction (WMD), network warfare, global ISR (intelligence, surveillance & reconnaissance), and global command and control. USFF is the supporting Navy commander to CDR USSTRATCOM. 2008 Major Initiatives 1. Operational C2 execution • Refine USFF C2 OPORD and incorporate USFF STRATCOM and OPNAV instructions towards improved Joint operational and planning support 2. Deliver Space and • Support USSTRATCOM development and employment of Space Cyberspace capabilities to and cyberspace capabilities support global operations 3. STRATCOM Operations • Improve day to day readiness and mission area execution of Navy’s SSBNs, Strategic Air Wing (TACAMO), and NETWARCOM capabilities 4. Integrated Air & Missile • Support USSTRATCOM in development of Global IAMD Defense (IAMD) capabilities; Advocate for key maritime IAMD capabilities 5. Integrate and synchronize • Support USSTRATCOM efforts to deter, prevent adversaries from DoD effects to Combat acquiring or using WMDs Weapons of Mass Destruction (CWMD) 22 Support to USSTRATCOM (continued) 2008 Major Initiatives for USSTRATCOM continued 6. Distributed C2 Node • Support USSTRATCOM in development of a maritime capability (DC2N) 7. Sea-based X-band radar • Facilitate efforts between Missile Defense Agency (MDA) and (SBX) transfer OPNAV to transition and transfer SBX to Navy 8. Joint exercise • Provide support for Global Storm, Global Thunder, Global participation Lightning planning to meet maritime training objectives • Integrate USFF training and exercise program with USNORTHCOM, USJFCOM and USSTRATCOM 9. Navy organizational • Support the decisive global kinetic and non-kinetic combat effects alignment through the integration of Navy-wide Sea Trial 21 expertise in support of USSTRATCOM JFCCs, Centers and JTFs 10. Global Influence • Publish Maritime Influence CONOPS for Fleet implementation and Operations execute USS GW Trans-Regional Influence Plan during POA-08 / Inter-Fleet Transfer 23 Picture Priority 4: Capabilities and CONOPS Develop Concepts of Operation and Capabilities USFF develops CONOPS and identifies future capability needs through a three-part structure: 1) Operational agents (C2F, C3F, NETWARCOM) address warfighting capabilities; 2) Platform agents (Force Commanders) address platform-related issues and 3) Collaboration with COMPACFLT and other Navy Component Commanders 2008 Major Initiatives 1. Fleet Readiness Enterprise • Improve coordination and representation of Fleet equities in OPNAV PPBE (FRE) Integration process, including integration of inputs from Navy Component Commanders, Fleet Operational Agents and Platform Agents 2. Navy Expeditionary Combat • Optimize NECC capability Command (NECC) Wholeness 3. Foreign Humanitarian • Provide a CONOPS for FHA/HCA planners and commanders Assistance/Humanitarian & Civic Assistance (FHA/HCA) 4. Other Fleet CONOPS • Develop/publish Fleet CONOPS addressing SBX Radar, Maritime Ballistic Missile Defense (Rev A), Global Fleet Station, MHQ w/MOC (Rev A), Maritime Domain Awareness (MDA) (Rev A), ForceNet, Sea Basing, Unmanned Aerial Sensor and Vertical Heavy Lift • Plan initiatives to support OPNAV and Fleet experimentation priorities within 5. Experimentation/Sea Trial the Navy Strategic Plan; execute experiments supporting high priority Fleet Plan for FY08 requirements (e.g., ASW, MHQ w/MOC, MDA) • Provide Fleet warfighting, readiness and manpower requirements to OPNAV 6. PPBE Integration and JCIDS through the POM-10 and JCIDS development processes Collaboration 7. Maritime Ballistic Missile • Establish and align Navy-wide MBMD training Defense (MBMD) 24 Maritime Ballistic Missile Defense (MBMD) The three phases of MBMD are: 1) Boost Defense Segment; 2) Midcourse Defense Segment and 3) Terminal Defense Segment. These segments feature integration of a myriad of sensors, weapons, and platforms with advanced C2, battle management and communication components. Sensors Defense Space Tracking Forward-Based Radar Midcourse Early Warning Support and Surveillance Sea-Based Radars With Adjunct Sensor X-Band Radar Radar Program System Boost Defense Terminal Defense Segment Midcourse Defense Segment Segment Airborne Laser Sea-Based Terminal Kinetic Energy Interceptor Aegis Ballistic Missile Defense / Standard Missile-3 Ground-Based Terminal Patriot Advanced Midcourse High Altitude Capability-3 Multiple Kill Vehicle Area Defense Command, Defense Control, Battle National Military U.S. Strategic U.S. Northern U.S. Pacific U.S. European U.S. Central Management & Command Center Command Command Command Command Command Communications 25 Picture Priority 5: Workforce Character and Professionalism Develop and Support Our People The Sailors, civilians, and contractors that work for us are our premier resource. We will reinforce standards of professionalism in the Fleet and we will recruit, develop, and retain a diverse, talented, and competency-based team aligned to USFF’s mission and goals. 2008 Major Initiatives 1. Strategy for Our People • Engage internal/external organizations to support the Navy’s “Strategy for Our People” strategic goals in competency management, career management, workforce management, organizational alignment, modeling and analysis 2. Navy Preparedness • Engage NPA to provide way ahead on IA/IA family support, Navy’s Alliance (NPA) disaster response, and routine deployments 3. Diversity • Develop and implement a phased Diversity Strategy for HQ 4. Fleet Standards and • Improve operational excellence and safety as indicated by 5% Conduct reduction in Class A mishaps • Reduce preventable Private Motor Vehicle fatalities by 10% • Reduce incidents of substance abuse, domestic violence, blue on blue, suicide • Reduce attrition due to physical readiness failures by 5% • Decrease attrition by 5% from FY07 • Attain set retention goals (Zone A -48%, Zone B-58%, Zone C-82%) 5. Workforce Development • Create and implement a training/developmental strategy and succession plan for HQ Flags/SES members • Increase opportunities for professional development and training that enables a high performing military and civilian workforce 26 Fleet Standards and Conduct USFF is taking action to implement Fleet Standards and Conduct Strategic Plans to ensure Fleet’s focus on our Navy’s Core Values and to maintain a positive environment for Sailors and their families for the following five focus areas. Standards and Conduct Initiatives Intended Outcome Pride and Drive appropriate Sailor behavior, uniform standards and off Professionalism duty attire standards Fleet-wide Operational Create and maintain an environment of operational Excellence excellence within our forces while keeping personnel safe and Safety and equipment ready Sailor Relations Develop and maintain an environment of professional courtesy, mutual respect and personal responsibility Substance Abuse Implement a combination of education and deterrence to Prevention reduce drug attrition by 10% and DUI/DWI’s by 10% Culture of Standardize fitness and wellness throughout the Fleet Fitness 27 USFF Force Providers USFF Operational Fleets integrate training of strike groups, develop mission/capabilities, and plan and execute operations. 3rd Fleet nd (Fleet Training only) 2 Fleet USFF Force Providers support unit level training, material readiness, platform wholeness and community leadership. Naval Surface Forces Naval Air Forces Submarine Forces Naval Network Expeditionary Combat Military Sealift Warfare Command Command Command 28 Second Fleet Picture Second Fleet has overall responsibility, in conjunction with Third Fleet, for integrated training (individual to unit to force) of carrier, expeditionary and other strike groups through their subordinate strike group training commands. In addition, they serve as Operational Agents in the USFF structure for developing Sea Strike and Sea Basing CONOPS and capability requirements, and they have planning and operational responsibilities in the USNORTHCOM area of responsibility (AOR). Focus Areas 1. Homeland Defense / • Review and revise C2F/Coast Guard Area Atlantic (CAA) / Joint Task Homeland Security Force-Atlantic (JTF-A) CONPLAN • Clarify subordinate roles and missions in Maritime Homeland Defense (MHD) execution • Integrate and operationalize Sector Command Center-Joint (SCC-J) / Joint Interagency Fusion Center (JIAFC) capabilities into C2F Theater Maritime Fusion Center (TMFC) 2. Training and Readiness of • Fleet Training Board of Directors (FTBoD) project delivery Assigned Forces • Maritime Ballistic Missile Defense (MBMD) Training in C2F AOR 3. Joint Task Force (JTF) • Advance and mature JTF capable HQ Capable HQ/Joint Force Maritime Component Commander 4. Future Force Development • Fleet wide introduction of MHQ w/MOC • Second Fleet transition to MHQ w/MOC construct • Sea Basing 5. Allied and Multinational • Develop 5 year strategic plan to collate allied participation in live and Maritime Partnerships Fleet Synthetic Training (FST) events. 6. Combined Joint Operations • Fully incorporate Combined Joint Operations from the Sea (CJOS) from the Sea Center of Center of Excellence (COE) in to US Sea Basing CONOP development Excellence (CJOS COE) Integration / Support www.secondfleet.navy.mil 29 Third Fleet Picture Third Fleet has overall responsibility, in conjunction with Second Fleet, for integrated training (individual to unit to force) of carrier, expeditionary and other strike groups through their subordinate strike group training commands. In addition, they serve as Operational Agent in the USFF structure for developing Sea Shield CONOPS and capability requirements, and they have planning and operational responsibilities in the USNORTHCOM area of responsibility (AOR). Focus Areas 1. Operationalize the • Be prepared to execute the OPLAN Command • Implement MHQ w/MOC at Third Fleet HQ • Improve Maritime Homeland Defense (MHD)/ Defense Support of Civil Authorities (DSCA) 2. Provide Ready Naval • Continuously advance integrated training to meet Forces evolving threats and operating environment • Expand Force Operating Posture implementation 3. Foster Global Maritime • Develop regional partnerships through RIMPAC Partnerships expansion / evolution • Develop coalition expertise and tactics 4. Drive Warfighting • Establish Warfare Centers of Excellence Capabilities • Continue Sea Shield development and mission area advocacy www.c3f.navy.mil 30 Naval Surface Forces Picture Naval Surface Forces has overall responsibility within USFF to man, train, equip, and maintain surface ships across the fleet to support military operations anywhere in the world. Focus Areas 1. Warships Ready for • CNSFL as Chief Readiness Officer is responsible for cost wise readiness Tasking force-wide - CLASSRONs (CR) bridge SWE-waterfront gap • Continuous Training (SHIPTRAIN) - increased Ao in support of FRP demand • Maintenance Continuous Improvement - MSMO efficiencies realized 2. Enterprise Maturity • Continue Enterprise maturity - manage to metrics • Continue building NAVSEA, Team Ships, & CR relationships • Develop/mature the Chief Financial Office organization - influence PPBE process • Formalize SURFOR Executive Director SES - billet filled & active 3. Fleet Modernization & • Introduce new capabilities to the Surface Force - LCS Fleet Assessment Recapitalization • Legacy class modernization - POM-10 includes SWE priorities 4. Relevant • Improve diversity of Surface Force, especially in leadership and technical Workforce/Leadership ratings - expanded force demographics Development • Leadership development - identify common leadership weaknesses early • Surface Warfare Community alignment with Acquisition Corps - selection boards identify candidates www.surfor.navy.mil 31 Naval Air Forces Picture Naval Air Forces support Combatant Commanders and the Fleet by providing combat-ready Naval Aviation forces which are fully trained, properly manned, interoperable, well maintained, and combat-sustainable Focus Areas 1. Leadership, Culture • Develop a Naval Aviation Strategic Communication plan & Communications • Reduce behavior related incidents 2. Readiness • Accept no additional FRP funding risk • Train all CVN’s to phase based standards • Reduce overall mishaps • Reduce RFT and M-Rating gaps to < 5% • Successfully execute CV-63 / CVN-73 transition 3. Total Force/People • Increase Zone A retention • Continue gender work and launch race/ethnicity spiral • Program sufficient manpower for transitioning aircraft communities 4. Pace the Threat • Re-capitalize while meeting GFM demand • Balance Naval Aviation Humanitarian Assistance/Disaster Relief CONOPS and capabilities with other Primary Mission Areas • Develop Naval tactical networks that meet War Fighter requirements 5. Life Cycle Costs • Apply Life Cycle Costs concepts/processes to legacy and future platforms 6. Financial • Implement consolidated CNAF Financial Management process Management • Execute within operating budgets www.cnap.navy.mil 32 Submarine Forces Submarine Forces has overall responsibility within USFF to man, train, equip, and maintain attack (SSN), ballistic-missile (SSBN), cruise-missile (SSGN) submarines, and integrated undersea systems. Focus Areas 1. Operational • Improve Enterprise alignment Excellence • Improve maintenance performance • LEAN the Fleet Readiness Training Plan (FRTP) process 2. Modern Future • Complete VA Class cost reduction efforts Force • Initiate research and development for follow-on sea-based strategic deterrent • VA Class and SSGN payload strategy and experimentation 3. Professional • Achieve the highest standards of professional development and behavior Development of among USE personnel Submarine • Attract, recruit and retain a diverse workforce Personnel • Proper USE manpower usage to ensure command and individual readiness www.sublant.navy.mil 33 Naval Network Warfare Command Naval Network Warfare Command mans, trains and equips units to conduct Network Operations, Space, Information Operations/SIGINT and Intelligence missions. NETWARCOM is the USFF N6 and Chief Information Officer to provide Information Management and Information Technology governance, an Operational Commander conducting Network Operations, Information Operations and Space Operations and the Functional Component Commander to U.S. STRATCOM for NETOPS, IO and Space. Focus Areas 1. Deliver NETOPS, IO, • Establish and sustain portfolio of NETWARCOM capabilities and services levels Intel & Space • Improve Information Assurance (IA) certification and accreditation process Capabilities • Continue Navy-wide mandated Cyber Asset Reduction & Security efforts to reduce legacy systems • Execute TYCOM role more effectively by improving readiness throughout the domain 2. Organizational • Realign Naval Intelligence into NETWARCOM TYCOM and the NNFE • Determine optimal operational alignment of Naval Intelligence to maximize Alignment of NNFE, support to Fleet commanders and Navy Component Commanders NNWC and Intel • Build foundation to identify and apply NNFE financial resources to balance current readiness and future capabilities at best value 3. Execute NETOPS, • Improve NETWARCOM Network Operations and increase IO & SIGINT IO/SIGINT & Space capabilities effects • Ensure Navy fully leverages and influences Space capabilities • Execute Maritime Operations Center operations 4. Implement NNWC • Execute Trident Warrior 08 to enhance coalition partnerships and interoperability Components of • Provide CONOPS that define overarching NETOPS, IO & SIGINT and Space FORCEnet standards, policies and governance • Develop Next Generation Network (NGEN) and CANES fleet requirements 5. Achieve Highest • Develop NETWARCOM workforce Workforce Character • Create domain climate that embraces diversity & Professional • Reaffirm Navy’s commitment to service ethics and Navy Core Values Standards www.netwarcom.navy.mil 34 Navy Expeditionary Combat Command Picture Navy Expeditionary Combat Command mans, trains, and equips units that conduct expeditionary missions ashore, in littorals and on rivers. Focus Areas 1. Readiness Output • Implement capabilities-based FRTP Model • Deliver standardized analytically-based Readiness Tools and Metrics • Standardize common supply, Table of Allowance, and maintenance processes policies 2. Enterprise • Institutionalize enterprise behavior across the enterprise Management/Alignment 3. Execute Combatant • Expand NECC Adaptive Force Packaging (AFP) staff concept to Commander Demand provide C2 and expertise to all Fleets/NCCs 4. Capabilities and CONOPS • Continue efforts to deliver emerging technologies • Identify synergies in demand, capability, and systems with NSW, USMC, USCG, and foreign partners 5. Workforce Character and • Establish and institutionalize the expeditionary community that Professionalism fosters warfighting effectiveness and diversity www.necc.navy.mil 35 Military Sealift Command Military Sealift Command is responsible for ocean transportation of equipment, fuel, supplies, and ammunition to sustain U.S. forces worldwide. MSC reports to USFF for management of Combat Logistics and other Fleet support forces, and is the sea transportation component of the U.S Transportation Command. Focus Areas 1. Readiness Output • Align deactivation schedule for T-AFS and T-AE class ships to reflect accelerated T-AKE delivery • Apply risk-based sparing and increase use of storeroom assets • Complete zero-based revision of shipboard manning for selected classes 2. Enterprise Management • Establish MSC enterprise charter • Improve cost visibility and forecasting • Continue to collaborate with the Surface Warfare Enterprise to share best business practices 3. Execute Combatant • Align MSC Fleet force protection requirements as they pertain to the Commander Demand “Buddy System” • Address emerging requirements including SBX and T-AH Deployments 4. Capabilities and CONOPS • Develop logistics CONOPS for Naval Fleet Auxiliary Force load • Increase awareness of Fleet operational practices on MSC cost drivers • Align force protection requirements and implement a risk versus cost force protection approach in CONUS 5. Workforce Character and • Expand use of intern and other civilian training programs to fill Professionalism vacancies, develop workforce and plan for future attrition • Update Civilian Mariner evaluation process and link to performance • Implement NSPS for non-excluded population www.msc.navy.mil 36 USFF Service Providers USFF Service Providers are responsible for providing high-quality systems and support matched to the requirements and priorities of the operating forces, while providing the necessary high return for America’s taxpayer investment Board of Inspection Navy Meteorology & Oceanography Navy Munitions and Survey (INSURV) Command (NMOC) Command (NMC) Navy Warfare Development Regional Maintenance Command (NWDC) Center (RMC) 37 Board of Inspection and Survey Picture Board of Inspection and Survey periodically examines naval vessels to determine fitness for further service. Focus Areas 1. Develop and Establish CNO • Develop Audit Principles for Navy that are similar in scope Policy and Procedures for and intent of ISO 9001 Trials, MIs, and Surveys of • Improve Inspection Process - Not simply a ship inspection, Ships and Service Craft but an audit of the maintenance process 2. Examine Vessels to Determine • Implement Material Inspection/Audit policy and procedures Material Readiness for • Corrosion Training and Certification Acceptance or Fitness for Further Service 3. Coordinate Achievement of • Implement a Common Material Assessment Process (MAP) Material Assessment Cross Functional Team (MACFT) Deliverables Inspecting AFFF Station AFFF Demonstration www.spawar.navy.mil/fleet/insurv 38 Naval Meteorology & Picture Oceanography Command Naval Meteorology & Oceanography Command is responsible for command and management of the Naval Oceanography Program, utilizing Meteorology and Oceanography, Geospatial Information & Services, Precise Time and Astrometry and Undersea Surveillance to leverage the environment to enable successful strategic, tactical and operational battlespace utilization. Focus Areas 1. Integrated Undersea • Alignment; Manpower, Personnel, Training & Education (MPT&E); leverage Surveillance System High Performance Computing / automation; leverage Performance Surface; (IUSS) Transformation T-AGS 66/Multi-mission ships 2. Managing Uncertainty • Develop and implement three tiers of Battlespace on Demand; develop methods to communicate effectively risk/uncertainty/opportunity in weather forecasts 3. Continued Focus on • Undersea Warfare (ASW/MIW); Expeditionary Warfare Warfighting (NSW/USMC/NECC); reemphasize safety; enable joint Precise Navigation and Time 4. Workforce Alignment/ • Enlisted Marine Science Education program and entry-level forecaster; 21st Century Marine Advanced Technology Education (partner w/ Office of Naval Workforce Research & Naval Postgraduate School; Lean Six Sigma/Automation; Explore alternate IUSS manning models; Ballard (stretch goal) IUSS Transformation: CNMOC’s primary goal in FY08 is to transform and realign IUSS and have it recognized as a premier and responsive Anti-Submarine Warfare and MHD capability. One initiative is to assess the capability of the T-AGS 60-class oceanographic survey ship (left) as surge TAGOS platforms (right). (U.S. Navy photos) www.navmetoccom.navy.mil 39 Navy Munitions Command Picture Navy Munitions Command functions as the Navy's center for ordnance management for shore stations worldwide by providing retail ammunition management, operating explosives ordnance storage, outloading, and transshipment facilities. Focus Areas 1. Support Warfighter • Establish single financial management control Readiness • Engage in MILCON planning in support of Fleet requirements • Institute a mobile workforce 2. Refine Organizational • Integrate mine assembly mission with Fleet Ordnance Support Structure and Alignment • Standardize Regional shore Explosives Safety Program Support (ESPS) • Complete Phase II implementation 3. Implement Plan for People • Cultivate commitment to highest standards of professionalism and conduct Fleet Ordnance Support Fleet Ordnance Support nmc.ahf.nmci.navy.mil 40 Navy Warfare Development Command Navy Warfare Development Command core functions include CONOPS and doctrine development, experimentation planning and execution, Navy Lessons Learned program management, modeling and simulation support for experiments and training, Navy integration with Joint experimentation, and focused analysis. Focus Areas 1. MHQ with MOC • Plan MHQ w/MOC Experimentation Campaign Plan (ECP for FY09-12) Development • Execute experimentation which supports doctrine development iso MHQ w/MOC capability at Operational Level of War (OLW) 2. Doctrine/CONOPS • Translate emerging Naval Operations Concept into Doctrine and Development CONOPS using new Maritime Strategy as a guideline • Continue to improve the doctrine / CONOPS development processes, including collection of feedback and usage data • Expand the CONOPS Community of Interest to all NCCs 3. Joint Concept, • Clarify OPNAV/USFF/NWDC engagement in JCD&E process Development & • Coordinate joint experimentation at the Operational Level of War (e.g. Experimentation (JCD&E) the MHQ w/MOC Experimentation Campaign Plan) and Engagement 4. Navy Continuous • Expand NCTE capability (additional 18 NCTE nodes). Deliver Navy Training Environment integrated BMD capability for AEGIS 3.6.1 Baseline (NCTE) www.nwdc.navy.mil 41 Regional Maintenance Centers Regional Maintenance Centers provide organizational, intermediate, and depot-level maintenance for ships, submarines, and aircraft carriers. Focus Areas 1. Cost Wise Management • Establish Performance Based Agreements (PBA) • Implement LEAN Program throughout RMCs • Standardize Maintenance Team processes • Contracts Governance 2. Workforce/ Organizational • Implement BRAC Law Alignment • Execute MILPERS Billet Reduction 3. Forward Deployed • Provide Maintenance in changing overseas Maintenance environment • Support forward deployed Carrier Crew prepare to hoist and install an APU Maintenance crew installing a Fin Stabilizer 42 Glossary AFFF Aqueous Film Forming Foam MACFT Material Assessment Cross Functional Team AFP Adaptive Force Packaging MAP Material Assessment Process AIRLANT Air Forces Atlantic MBMD Maritime Ballistic Missile Defense Ao Operational Availability MDA Missile Defense Agency ASW Anti-submarine Warfare MDA Maritime Domain Awareness AT/FP Anti-Terrorism / Force Protection MHD Maritime Homeland Defense BMD Ballistic Missile Defense MHQ Maritime Headquarters CAA Coast Guard Atlantic Area MIW Mine Warfare CANES Consolidated Afloat Networks and Enterprise MOC Maritime Operation Center Services MPT&E Manpower, Personnel, Training and Education CARS Cyber Asset Reduction & Security MSC Military Sealift Command CBRNE Chemical, Biological, Radiological, Nuclear, MSMO Modeling Simulation & Management Office and High Explosive NAVCENT Naval Central Command CCDR Combatant Commander NAVEUR Naval European Command CJOS Combined Joint Operations from the Sea NAVSO Naval Southern Command CJTF Commander, Joint Task Force NCC Navy Component Commander CNAF Commander, Naval Air Forces NCTE Navy Continuous Training Environment CNIC Commander, Naval Installations Command NE Navy Enterprise CNOG Chief of Naval Operations Guidance NECC Navy Expeditionary Combat Command CNSFL Commander, Naval Surface Forces Atlantic NETOPS Network Operations COCOM Combatant Command NETWARCOM Network Warfare Command COE Center of Excellence NFAF Naval Fleet Auxiliary Force COMPACFLT Commander, U.S. Pacific Fleet NGEN Next Generation CRMC Commander, Regional Maintenance Command NMC Navy Munitions Command DC2N Distributed Command & Control Node NMETL Navy Mission Essential Tasks List DRRS-N Defense Readiness Reporting System – Navy NMOC Navy Meteorology & Oceanography Command DSCA Defense Support of Civil Authorities NNFE Navy NETWAR/FORCEnet Enterprise ECP Experimentation Campaign Plan NNWC Naval Network Warfare Command FHA/HCA Foreign Humanitarian Assistance / NORTHCOM U.S. Northern Command Humanitarian and Civic Assistance NPA Navy Preparedness Alliance FRE Fleet Readiness Enterprise NSA National Security Agency FRP Fleet Response Plan NSPS National Security Personnel System FRTP Fleet Readiness Training Plan NSW Naval Special Warfare FST Fleet Synthetic Training NWDC Navy Warfare Development Command FTBoD Fleet Training Board of Directors OLW Operational Level of War GFM Global Force Management OPNAV Office of the Chief of Naval Operations IA Individual Augmentee ORM Operational Risk Management IA Information Assurance PNT Precise Navigation & Time IAMD Integrated Air & Missile Defense POM Program Objective Memorandum INSURV Board of Inspection and Survey PPBE Planning, Programming, Budgeting and Execution IO Information Operations RIMPAC Rim of the Pacific (Exercise) ISIC Immediate Superior in Command RESFOR Reserve Forces ISR Intelligence, Surveillance, Reconnaissance RMC Regional Maintenance Command IUSS Integrated Undersea Surveillance System SBX Sea-based X-band Radar JCD&E Joint Concept Development & Engagement SCC-J Sector Command Center-Joint JCIDS Joint Capabilities Integration and Development SECNAV Secretary of Navy System SES Senior Executive Service JFCC Joint Functional Component Command SIGINT Signal Intelligence JFCOM U.S. Joint Forces Command STRATCOM U.S. Strategic Command JFMCC Joint Force Maritime Component Commander SWE Surface Warfare Enterprise JIAFC Joint Interagency Fusion Center TMFC Theater Maritime Fusion Center JMETL Joint Mission Essential Task List TSC Theatre Security Cooperation JTF-A Joint Task Force-Atlantic TTP Tactics, Techniques and Procedures LCS Littoral Combat Ship WE Warfare Enterprise WMD Weapons of Mass Destruction 43 44 Add Version # and note that FFO and PAO are available for more info or additional copies of the AP