CoCom Involvement

in the

Joint Capabilities Process

November 4, 2003

Friday, June 1, 12

What is the Right Balance?

HQ Staff





Friday, June 1, 12

Joint Capabilities Process
Strategy Enhanced Planning
Operational Planning SECDEF Strategic Planning Guidance SECDEF Joint Programming Guidance


Execution and Accountability
Program Execution & Performance Reporting

Capabilities Planning

Defense Resourcing Process

Enterprise Planning

Key CoCom Participation

CoComs are Involved Throughout the Process Provide input to top-down guidance Define risk, priorities, and broad capability guidance Review draft SPG Identify and prioritize OPLAN shortfalls and capability needs Develop Joint Operating Concepts and metrics Identify and prioritize joint gaps and overlaps Assess alternatives Review joint program integration Review draft JPG Participate in decision making Assess whether capabilities being delivered are achieving desired effect

Increased CoCom Focus on Future Capability Needs 3
Friday, June 1, 12

Strategic Planning Council
Strategic Planning Council (SPC)
• SecDef Chairs • Service Secretaries • USDs and JCS • CoCom Cdrs



ive r






SPC meets periodically throughout the year – CoCom participation key: • Defense strategy • Risk tolerance • Department priorities – broad guidance for capabilities development • SPG/JPG review • Strategy feasibility – are the capabilities being acquired adequate?
Friday, June 1, 12


SPG Development Process
Ensure regional, functional, and key joint warfighting issues are addressed “up front” in strategic guidance

The SPG is produced as needed to communicate Defense strategy, top priorities, risk tolerance, and broad capability guidance. It is top-down and resource informed.
Capability Guidance • Major enterprise and warfighting needs, gaps, and overlaps • Broad guidance for each capability category Other Guidance • Studies list • Key assumptions on threats and opportunities • Broad resource constraints (TOA increase/decrease and end strength)

Defense Strategy • Strategy construct (e.g., 1-4-2-1) • Key strategic goals and objectives • Force size, posture, and response times • Link to National Strategy
Top-Down Process
Input: • Strategic Realities • Process Feedback • Member ideas

Priorities and Risk • SecDef priorities for the Department (includes metrics) • Risk tolerance by category, theater, and mission area

Strategic Planning Council (SPC)

Bottom-Up Process Input:

Working Groups

Strategic Planning Council (SPC)

(Final) SecDef Decision

• SPC vectors • Process feedback • IPLs • Dept inputs

Validate compliance with top-down guidance

Friday, June 1, 12

Capabilities Development
Translates strategic guidance into joint capability needs, gaps, and overlaps; then considers a wide range of solutions that integrate warfighting and enterprise concerns.
Define joint needs

• SPG • JCIDS Docs • New concepts • War plans analysis • IPL / JQRR • Major studies • Threat changes • Lessons learned • Tech Push • Experiments

Distinct Viable Alternatives
Evaluate alternative solutions to joint needs

Friday, June 1, 12

Capability Decision Process
• All stakeholders participate – OSD, JS, Components, CoComs • Transparent forum for capabilities deliberation – all views shared • Presents alternatives (vice a single recommendation) to leadership • Provides a standard vetting process for capabilities-related issues - Capability needs, gaps, and overlaps - Study scenarios, assumptions, metrics, etc - Concepts and architectures
Major Inputs
• SPG • JCIDS Docs • New concepts • War plans analysis • IPL / JQRR • Major studies • Threat changes • Lessons learned • Tech Push • Experiments

Identify Needs, Assess Trades/Solutions, Present Alternatives

Review Alternatives, Provide Comments & Minority Opinions Mid-Level Review Board

Select Alternative

Senior Decision Body SecDef/DepSecDef Chairs

SECDEF Decision

Analysis Engine

CoComs review decisions compiled in JPG

6 Friday, June 1, 12

JPG Development Process
Organized by Capability Category

The JPG captures joint capabilities decisions made over the year in the Enhanced Planning Process and translates them into a contract of fiscally constrained programming guidance.
Directive Guidance • PDM-like direction for selected joint capability issues • SecDef special interest items • Maintains/corrects prior year decisions Delegated Guidance • Contains metrics and measures of sufficiency for remainder of program • Rationalizes all guidance (directive and delegated) to ensure affordability Fiscal Adequacy • Developed with Components • Demonstrates that top lines are adequate to execute all guidance—SPG (if any) and JPG

Compliance w/SPG • Evaluate extent to which JPG meets objectives specified in SPG • Describe reasons for differences (e.g. fact of life changes, execution feedback)

(Draft) Capability decisions made throughout the year
Friday, June 1, 12

Strategic Planning Council (SPC) Validate compliance with the SPG

(Final) SecDef Decision

CoComs review JPG

Resourcing Process
• Streamlined program/budget review • Common framework for managing resources information across the Department. • Program and budget displays designed for DoD decision makers and external audiences – Organized by capability categories
Decisions from Enhanced Planning CoComs review impact of “fact of life” changes

Publish JPG

Complete programs / budgets

Streamlined program / budget reviews

Finalize budget
SECDEF Decision

Integrate directed, delegated programs

• Ensure compliance with JPG • Fact of life changes • Decisions via PDMs, PBDs, but no new major initiatives

President’s Budget

Friday, June 1, 12

Performance Assessment Report
Organized by Capability Category

Assessment of how well the Department met the guidance in the SPG and the JPG; tees up issues for the SPC to discuss as they consider the future.
Feasibility of the Strategy • Annually: Assessment of whether the totality of current/planned capabilities is sufficient to execute the current strategy within risk tolerance. • Identifies selected capabilities issues for SPC discussion.

Periodic Internal Management Review (internal assessment)
Status of Delegated Capabilities • Components report progress/problems meeting sufficiency goals in the current JPG. Status of Directed Joint Capabilities • Assessment of “ big issues” ; topics staggered through the year.

Summary Assessment • Summary of fiscal year end status by capability categories using balanced scorecard assessments.
Friday, June 1, 12

CoComs drive this aspect of the report

Annual Performance Assessment Report (external report)
Link to QDR and Strategic Goals • Describe links between capability categories and goals of the current SPG.

Annual Defense Report


In Summary, CoComs:

• Are members of the Strategic Planning Council (SPC) which meets several times per year to provide strategic focus, top priorities, risk tolerance, and broad capability guidance. • Submit capabilities-based IPLs to further shape the SPG. • Provide members to working groups that perform the bottom-up aspects of the SPG, ensuring SPC guidance is implemented.

Enhanced Planning

• Review the SPG prior to signature. • Identify key capability change drivers such as lessons learned, experimentation, new concepts, threat changes, and IPL/JQRR items. • Shape how joint forces will be employed today by developing Operational Plans. • Shape how joint forces will be employed in the future by creating Joint Operating Concepts and associated metrics. • Define current and future joint needs. • Assess potential solutions to joint needs; participate in decision making. • Review Service POMs to determine impact of “fact of life” changes on their concerns • Provide the primary feedback mechanism on how well capabilities being acquired meet the needs of the Defense strategy. 11

Resourcing Execution and Accountability
Friday, June 1, 12

Sign up to vote on this title
UsefulNot useful