1. CoCom Involvement in the Joint Capabilities Process November 4, 2003

2. 1 What is the Right Balance? ComponentsCoComs HQ Staff Needs Solutions Decisions

3. 2 Joint Capabilities Process Strategy Enhanced Planning Resourcing Execution and Accountability 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 CoComs are Involved Throughout the Process Defense Resourcing Process SECDEF Strategic Planning Guidance Operational Planning Enterprise Planning Capabilities Planning Program Execution & Performance Reporting SECDEF Joint Programming Guidance Provide input to top-down guidance Define risk, priorities, and broad capability guidance Review draft SPG Key CoCom Participation Increased CoCom Focus on Future Capability Needs

4. 3 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? Strategic Planning Council Strategic Planning Council (SPC) SecDef Chairs Service Secretaries USDs and JCS CoCom Cdrs Drives Reviews Assesses

5. 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. Validate compliance with top-down guidance (Draft) (Final) SecDef Decision 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 Priorities and Risk SecDef priorities for the Department (includes metrics) Risk tolerance by category, theater, and mission area 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) SPG Development Process Strategic Planning Council (SPC) Strategic Planning Council (SPC) Top-Down Process Input: Bottom-Up Process- Input: Working Groups 4 Ensure regional, functional, and key joint warfighting issues are addressed “up front” in strategic guidance Strategic Realities Process Feedback Member ideas SPC vectors Process feedback IPLs Dept inputs

6. 5 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. 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 Define joint needs

7. 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 SecDef/DepSecDef Chairs Senior Decision Body Identify Needs, Assess Trades/Solutions, Present Alternatives Review Alternatives, Provide Comments & Minority Opinions Select Alternative Major Inputs Analysis Engine SECDEF Decision Mid-Level Review Board 6 CoComs review decisions compiled in JPG SPG JCIDS Docs New concepts War plans analysis IPL / JQRR Major studies Threat changes Lessons learned Tech Push Experiments

8. JPG Development Process 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. Capability decisions made throughout the year Validate compliance with the SPG (Draft) (Final) SecDef Decision 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) 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 Organized by Capability Category Strategic Planning Council (SPC) 7 CoComs review JPG

9. Resourcing Process Integrate directed, delegated programs Ensure compliance with JPG Fact of life changes Decisions via PDMs, PBDs, but no new major initiatives Publish JPG Complete programs / budgets Streamlined program / budget reviews Finalize budget Decisions from Enhanced Planning President’s Budget 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 SECDEF Decision 8 CoComs review impact of “fact of life” changes

10. Performance Assessment Report 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. Organized by Capability Category Periodic Internal Management Review (internal assessment) Annual Defense Report 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. 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. Annual Performance Assessment Report (external report) Summary Assessment status by capability categories using balanced scorecard assessments. Link to QDR and Strategic Goals Describe links between capability categories and goals of the current SPG. Summary of fiscal year end 9 CoComs drive this aspect of the report AND

11. 10 Strategy 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. Review the SPG prior to signature. Enhanced Planning 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. Resourcing Review Service POMs to determine impact of “fact of life” changes on their concerns Execution and Accountability Provide the primary feedback mechanism on how well capabilities being acquired meet the needs of the Defense strategy. WhatHow In Summary, CoComs: