UNCLASSIFIED

UNCLASSIFIED

Combatant Commands Missions, Requirements and Resources

1

Workshop #37

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Combatant Commands Missions, Requirements and Resources

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Workshop #37

UNCLASSIFIED

UNCLASSIFIED

SERVICE CHIEFS

SECRETARY

OF

DEFENSE

CJCS

U.S.

SPECIAL OPERATIONS

COMMAND

U.S.

STRATEGIC

COMMAND

U.S.

TRANSPORTATION

COMMAND

U.S.

PACIFIC

COMMAND

U.S.

CENTRAL

COMMAND

U.S.

AFRICA

COMMAND

U.S.

NORTHERN

COMMAND

U.S.

SOUTHERN

COMMAND

U.S.

EUROPEAN

COMMAND

3

Unified Combatant Commands

US Special Operations Command

UNCLASSIFIED

UNCLASSIFIED

Resourcing

Special Operations

Mr. Fran MachinaActing Chief Financial Officer

The overall classification of this briefing is: UNCLASSIFIED

4

UNCLASSIFIED

UNCLASSIFIED

Agenda

• Mission

• Organization

• MFP-11 & SO-Peculiar

• Funding Levels

• Current Issues

5

UNCLASSIFIED

UNCLASSIFIED

Mission

Provide fully capable

Special Operations

Forces (SOF) to defend

the United States

& its interests

(Train & Equip)

Synchronize

planning of global

operations against

terrorist networks

6

UNCLASSIFIED

UNCLASSIFIED

United States Special Operations Command

(USSOCOM)

FT BRAGG, NC

SPECIAL FORCES

RANGERS

AVIATION

MISO

CIVIL AFFAIRS

JFK SPECIAL WARFARE CENTER

United States Army

Special Operations

Command

(USASOC)

Marine Corps

Special Operations

Command

(MARSOC)

Air Force

Special Operations

Command

(AFSOC)

Naval

Special

Warfare Command

(NAVSPECWARCOM)

Joint

Special

Operations Command

(JSOC)

NAB CORONADO, CA

SEAL TEAMS

SPECIAL BOAT TEAMS

SEAL DELIVERY VEHICLE TEAMS

NAVAL SPECIAL WARFARE CENTER

HURLBURT AFB, FL

AVIATION - FIXED WING& ROTARY WING

SPECIAL TACTICS

AIR FORCE SPECIAL OPERATIONS SCHOOL

FT BRAGG, NC

JOINT STANDING

DEVELOPMENT,

TRAINING

AND EXERCISES

CAMP LEJUENE, NC

MARINE SPECIALOPERATIONS COMPANIES

MARINE SPECIAL OPERATIONS

ADVISORY GROUP

MARINE SPECIAL OPERATIONS

SUPPORT GROUP

MARINE SPECIAL OPERATIONS

SCHOOL

TAMPA, FL

SOF EDUCATION

AND

STAFF TRAINING

Joint Special

Operations

University

(JSOU)

The SOF Team

7

UNCLASSIFIED

UNCLASSIFIED

USPACOM

USNORTHCOM

USSOUTHCOM

USAFRICOM

USEUCOM

USPACOM

USCENTCOM

SOCSOUTH

Homestead ARB

Florida

SOCAFRICA

Stuttgart

Germany

SOCEUR

Stuttgart

Germany

SOCCENT

MacDill AFB

Florida

SOCKOR

Camp Kim

Seoul

Korea

SOCPAC

Camp Smith

Hawaii

Theater Special Operations

Commands (TSOCs)

8

SOCNORTH

Peterson AFB

Colorado

UNCLASSIFIED

UNCLASSIFIED

Special Operations-Peculiar

(SO-Peculiar)

• SO-PECULIAR: Equipment, material, supplies, and services required for special operations mission support for which there is no broad conventional force requirement

• Includes standard items used by other DoD forces but modified for SOF

• Items initially designed for, or used by, SOF until adapted for use as Service-common by other DoD forces

• Items approved by CDRUSSOCOM as critically urgent for the immediate accomplishment of a special operations mission but not normally procured with MFP-11

9

UNCLASSIFIED

UNCLASSIFIED

MH-47G Chinook (54,000 lbs)New-build Nose/Cockpit Structure Rebuilt Airframe Structure (New

Elect. Wires/ Hydraulic Lines)

Improved Bilge Paint &Corrosion Protection

Standardized Engines

(T55-GA-714A)Enhanced Air

Transportability Pylons

Standardized Extended Range (Fat Tank) Configuration

Standard AircraftMax Gross Wt (54,000 lbs)

Common Missile Warning System(CMWS) w/Improved

Countermeasures Dispenser

Left Gunner Windows Modifications

Expanded Left-forward Gunner’s Window

Common Avionics Architecture System (CAAS) Cockpit New Electro-Optical Sensor

System (EOSS FLIR)

Suite of Integrated Radio Frequency Countermeasures (SIRFC)

Infrared Exhaust Suppressors (IES-47)

Rescue Hoist

AN/AVR-2B Laser Detection System

XM-216 Dark Flares

Multi-Mode Radar (MMR)

Aerial Refuel Probe

GREEN = Army Provided

PURPLE = SOF Unique

BROWN = SOF Driven-Tested / Army-Adopted

10

UNCLASSIFIED

UNCLASSIFIED

11

Army25.1%

Navy24.7%

Air Force28.6%

Marine Corps4%

USSOCOM1.8%

DW (Other)15.7%

USSOCOM TOA AS A PERCENT OF DOD

($B) FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16

USSOCOM 9.4 8.9 9.9 10.3 10.8 9.8 9.3 10.0 10.6

DOD 665.9 666.3 690.9 687.0 645.5 577.5 581.4 560.4 585.3

% of DOD 1.4% 1.3% 1.4% 1.5% 1.7% 1.7% 1.6% 1.8% 1.8%

Sources: FY08-14 DoD FY14 Green Book and USSOCOM annual budget requests; FY15 Enacted Appropriation; FY 2016 Defense Budget Overview (base and OCO)

USSOCOM Funding vs DoD

UNCLASSIFIED

UNCLASSIFIED

O&M $2,346 PROC $175

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O&M $2,495PROC $180RDT&E $11

O&M $2,346PROC $175

O&M $4,777 O&M $4,990 O&M $5,300

PROC $1,420 PROC $1,400

PROC $1,734 RDT&E $357

RDT&E $484

RDT&E $538

MILCON $383MILCON $400

MILCON $504

OCO $2,370OCO $2,687

OCO $2,521

O&M $2,313PROC $45

RDT&E $12

O&M $2,495PROC $180RDT&E $11

O&M $2,346PROC $175

FY14 Actuals$9,307

FY15 Enacted$9,960

FY16 PB$10,597

USSOCOM TOA by Appropriation

UNCLASSIFIED

UNCLASSIFIED

Current Issues

• Congressional Interest

• OCO

• Auditability

13

UNCLASSIFIED

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Combatant Commands Missions, Requirements and Resources

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Workshop #37

6/10/2015 CCJ7-TT/SIC17

UNCLASSIFIED

UNCLASSIFIED

Ms. Elaine McCusker

Director, Resources & Analysis (J8)

28 May 2015

U.S. Central CommandMissions, Requirements and Resources

18

Topics

• National Strategic Guidance

• Vision and Mission

• Strategic Environment

• Requirements and Resourcing

• Challenges

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National Strategic Guidance

• Pillars of U.S. Defense Strategy

– Protect the Homeland, Build Security Globally, Project Power and Win

Decisively

• National Security Interests

– Survival of the Nation

– Prevention of Catastrophic Attack

– Security of Global Economic System

– Security/Confidence/Reliability of Allies

– Protection of Americans Abroad

– Preservation and Extension of Universal Values

• Strategic Guidance – Central Region

– “The United States will continue to seek more innovative and flexible approaches to

meeting its enduring commitment to security the Middle East.” -QDR

– “The Department will continue to maintain a strong military posture in the Gulf region

– one that can respond swiftly to crises, deter aggression, and assure our allies,

while making sure that our military capabilities evolve to meet new threats.” -QDR

20

CENTCOM Vision and Mission

USCENTCOM Vision

Ready, engaged, and vigilant – effectively integrated with

other instruments of power, strengthening relationships with

partners, and supporting bi-lateral and multi-lateral collective

defense relationships to counter adversaries, improve

security, support enduring stability, and secure vital national

interests in the Central Region.

USCENTCOM Mission Statement

With national and international partners, USCENTCOM promotes cooperation

among nations, responds to crises, deters or defeats state and non-state

aggression, and supports development and, when necessary, reconstruction in

order to establish the conditions for regional security, stability and prosperity.

CENTCOM Theater Strategy –

Informs the Theater Campaign Plan

and interagency preparation of

Integrated Country Strategies

prepared by each Country Team

within the AOR. Strategic Approach –

Manage, Prevent, Shape

21

Tajikistan

Qatar

Kuwait

Kazakhstan

Uzbekistan Kyrgyzstan

Turkmenistan

Afghanistan

Pakistan

Iran

U.A.E.

Oman

Yemen

SaudiArabia

IraqJordan

EgyptBahrain

Lebanon

Syria

USCENTCOM Strategic EnvironmentApproved: 24 Feb 15

UNCLASSIFIED

UNCLASSIFIED

Confrontations

SituationsConflicts

ISRAELI-PALESTINIAN• Contentious, fuels sectarianism and

violence • Third intifada could spark wider conflict• Ongoing diplomatic efforts

PERCEPTIONS OF U.S. ENGAGEMENT• Competition to supplant U.S. influence• U.S. intervention fuels distrust, anger• Security cooperation with regional

partners in high demand

DRIVERS OF INSTABILITY• Political/economic grievances persist• Disenfranchisement, economic

uncertainty, and humanitarian crises• Stalled political transitions and

renewed autocracy• Ungoverned /Under-governed spaces

SUNNI-SHIA• Ideologues/politicians perpetuate an

“Us vs. Them” narrative• Local/religious affinities trump national

identities, secularism• VEOs, external actors exploit divisions

PAKISTAN-INDIA• Trust deficit between nuclear powers• Sporadic cross-border violence,

militancy persists

IRAN• Persistent nuclear ambitions• Growing ITN operational reach, malign

influence threatens U.S., allies, region

USCENTCOM’s strategic environment contains converging and compounding threats, instability, and violence as political transitions, civil wars, and aggressive VEOs threaten global security and stability.

IRAQ-SYRIA & GREATER LEVANT• IRQ: ISIL threatens GoI, regional stability• SYR: Grinding civil war, groups vie for power• JOR, LEB, TUR: Risk of spillover violence

AFGHANISTAN-PAKISTAN• AFG political transition fragile• AFG-PAK safe havens enable VEOs, OTOs and

threaten regional stability

YEMEN• Potential civil war portends state collapse/

fracture• AQAP safe haven; IRN support to Huthis• Turmoil threatens geostrategic choke point

22

GFMAssignment

ApportionmentAllocation

Requirements and Resourcing

Strategic Direction COCOM Strategic Plans

Strategic Assessment Planning & Programming

Mission

JROC FCB

QDR

TPP

TCP

CONPLANS

OPLANS

JSR

Force Review

CRA

UCP

GFMIG

GEF

JSCP

CJA

Global Force Management (GFM); Assignment - Apportionment - Allocation –

postures forces for current operations and future contingencies

DPG

Fiscal Years

2017 – 2021

Resource Requirements

Analytics & Metrics

Results - Reassess

POMPBR

POMPBR

JCB

Inform

23

Challenges

• Uncertainty

– Continuing Resolutions and Budget Control Act

– Budget Reductions

– GFM Reform and Future Force Structure

– COCOM/Service/Agency Roles

– Operational Timelines v. Budgeting Cycles

• OCO

– 45% of CENTCOM HQ is OCO funded

– 34% of our C4 enduring requirement is funded in OCO

– Permanent forward posture and presence are OCO-funded

– Contingency Authorities and Execution – two new Train and Equip

Efforts started in the last year

UNCLASSIFIED

UNCLASSIFIED

Combatant Commands Missions, Requirements and Resources

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Workshop #37

25

Together, we deliver.

OPR: TCJ5/4-SS Current as of 27 February 12

PDI- New Orleans28 May 2015

USTRANSCOM J8: Mr. James McGinleyOPR: USTRANSCOM/J8 25

National Security Strategy

Rebalancing Defense Efforts during a period of Fiscal Restraint

Protect the Homeland

Build Security Globally

Project Power and Win Decisively

Sustaining the World’s Finest Military

Smaller DoD with an agile Joint Force

Well-trained and fully equipped

More powerful role for Rapid Global Mobility forces

TRANSCOM- Global Distribution Synchronizer

Vision- The transportation and enabling capability provider of choice

Mission- USTRANSCOM provides full-spectrum global mobility solutions

and related enabling capabilities for supported COCOMs’ requirements in

peace and war

OPR: USTRANSCOM/J8

GLOBAL MISSION - DEPLOY, SUSTAIN, RETROGRADE

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USTRANSCOM Challenges

Readiness Levels USTRANSCOM depends on Service capabilities & fiscal

posture

TWCF provides flexibility to balance between customer O&M

funding, workload levels and sufficient cash reserves

DoD Global Mobility/Contingencies USTRANSCOM provides strategic flexibility

Requires partnership with commercial and organic providers

Controlling Costs Provide COCOMs with transportation cost options

Control TWCF operations and overhead consistent with

workload

OPR: USTRANSCOM/J8

GLOBAL MOBILITY READINESS

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USTRANSCOM Command Strategy

Preserve Readiness Capability

Established Readiness Driven Allocation Board to support component

organic and commercial readiness goals; revising Defense

Transportation Regulations; collaborating with industry

Achieve IT Management Excellence

Developed an Information Technology Roadmap to better align

systems/capabilities to our operational mission that support cost-based

multimodal transportation solutions

Align Resources & Processes for Mission Success

Created and matured a disciplined corporate governance process to

make resource decisions taking readiness and costs into account

Develop Customer-focused Professionals

Improved our professional development programs to focus on

COCOMs’ requirements and enhancing workforce capability

OPR: USTRANSCOM/J8

POSTURING FOR THE FUTURE

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USTRANSCOM Fiscal Responsibility

Working Capital Fund Cost Management Financial authority enables more efficient operations

Demands cost awareness and control

COCOMs Collaboration and Innovation Utilize multimodal transportation solutions

Provide operational cost-based decision support analysis

Simplify and standardize TWCF Rates

Distribution Process Owner Enterprise-wide readiness to optimize DoD supply chain

Unites stakeholders across DoD and other Federal agencies

Drives efficiencies through cost avoidances and savings

OPR: USTRANSCOM/J8

BALANCING REQUIREMENTS WITH FISCAL REALITY

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Combatant Commands Missions, Requirements and Resources

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Workshop #37

UNCLASSIFIED

UNCLASSIFIED

U.S. Southern Command

THE OVERALL CLASSIFICATION OF THIS BRIEF IS: UNCLASSIFIED

PDI

This is an informational briefing and the content is continuously changing. The charts are designed for discussion at time of presentation, not as stand-alone representation of official

USSOUTHCOM policies or positions.

SOUTHCOM Perspective28 May 2015

32

UNCLASSIFIED

UNCLASSIFIED

Supporting U.S. and Partner Nation

National Security Objectives

SOUTHCOM Priorities

Planning for Contingencies

Build Partner Capacity

CounteringTransnational

Organized Crime

Detainee Operations

9

Cooperation with domestic and international partners

Defend the Homeland

33

UNCLASSIFIED

UNCLASSIFIED

It’s helpful to understand COCOM idiosyncrasies

• COCOM – responsible for performance of

assigned missions; provide requirements to the

Services

• Services – provide trained/equipped units/people

to COCOMs; have acquisition authority

• COCOM funding comes primarily through a

Service (Combatant Command Support Agent

(CCSA))

• COCOMs have unique funding programs

• Every COCOM J8 is organized differently from

each other and the JS J834

UNCLASSIFIED

UNCLASSIFIED

Services &

SOCOM

Department of Defense

Department of the Army (Mostly O&M )

DASD-CN (Counternarcotics)

Department of State

$254

$267

$121

$67

Managed at DSCA

FMF $42

IMET $12

GPOI $5

T20 $8

Components & Executing Units

JIATF-S $59

AFSOUTH $13

NAVSOUTH $10

MARFORSOUTH $8

ARMYSOUTH $49

• Soto Cano AB $21

• JTF GTMO $94

• MILCON (GTMO) $24

GTMO Linguists $8

SOCSO $15

USGM (Garrison) $25

SC Portfolios

HQCC $70

C4I $66

CbT $36

TSC $24

GTMO INTEL (OCO) $30

INTEL (MIP) $24

INTEL (OCO) $2

CN (JSSROC) $2

CN (w/o JIATF-S) $143

Managed at OSD and Defense Agencies

INTEL – JIOC $24 INTEL - Other $25

OSD (AT&L) - S&T $2 DSCA - CTFP $3

OSD (P&R) - CE2 $33 DSCA - HAP $19

JS - ERC $1 NGB - SPP $4

JS - DOD Rewards $2 NGB/USAR ODT $8

$203

Services CN

NAVY $77 NGB $6

USAF $88 SOF $13

DOD $5 ARMY $12

USMC $2

35

We receive and oversee funding from various sources [FY15 ($M)]

UNCLASSIFIED

UNCLASSIFIED

The J8 is the principal advisor to the Commander on fiscal matters and resource advocacy

• Commander, J8, Comptroller, CCSA could all be

different Services

• Other important relationships

with CCSA

with components, JTFs, and sub-unified commands

with OSD, Defense Agencies, JS

with other Services and government agencies

with Defense committee staffers

36

UNCLASSIFIED

UNCLASSIFIED

BL: Our top issues reflect the constrained resource environment

• Lingering sequestration impacts

Force allocation

Contract reductions

• Completing transformation

Issues with contracting new services cut during the

transformation process

Managing appetite for additional manpower

Concerns over “less with less” vs “more with less”

• Led to the implementation of a new Requirements &

Resources Management Process to manage

requirements and apply resources

37

We’re working for a Win-Win business process solution!Sequestration comes = Win!; Sequestration doesn’t come = Win!

UNCLASSIFIED

UNCLASSIFIED

BL: We want SOUTHCOM to be the “best with less”

• We have to operate within a long-term, strategic context

A good idea ≠ a requirement

An emergent requirement ≠ an emergency

• We need to incentivize desired behaviors at planning and programming vice

at execution

Efficiencies gained in planning, not execution

• To garner efficiencies, you manage requirements to what is necessary and

at sufficient levels

Consideration only to valid, prioritized requirements

A valid requirement is resource agnostic

The Command uses DOTLmPF-PA* to determine the resource solution,

supported with analysis

Across all “means” (resources) - Forces (J3), people (J1), *authorities (CA)

and funding (J8)

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“Best with Less” begins and ends with managing requirements!

UNCLASSIFIED

UNCLASSIFIED

Requirements and ResourcesStrategy

Integrated Resource Management Processes

Corporate Oversight Boards

Matured Program Management Business Practices

Explicit Requirements Management

Ends (Why?)Objectives

Ways (How?)Lines of Effort

Means (What?)Resources and Processes

Efficient and Effective

Application of Resources

Value to the Mission

Periodic Assessments

Involved Leadership

Trained Program & Portfolio Managers

Trained Planning Staff

Doctrine: Program/Portfolio MGT, FM, AQN, JCIDS and JSPS

Defined Roles and Responsibilities

Defined Business Rules Established Terms of Reference (Lexicon)

Knowledge Management Systems Human Capital Development

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Manage Requirements, Apply Resources, and Mitigate Risks

UNCLASSIFIED

UNCLASSIFIED

Ideal* Program Management Business ModelTeam Members’ - Roles and Responsibilities

Requirements Management Resource Management

• Advises Corporate Oversight Boards Integrates into Command Processes

Ensures Governance

Optimizes Resources

• Leads Resource Management Integrates Across Programs

Plans & Programs Budgets

Oversees Financial/Procurement

Management

• Publishes Baseline Documents

• Advises IMO/Functional Lead

• Leads Requirements Management Establishes Program Objectives

Establishes Performance Parameters

Verifies, Validates and Prioritizes Requirements

Determines Gaps

• Assesses Program Outputs (Capabilities)

Program Team is the Program’s Point of Accountability – Delivers Capabilities

EfficiencyEffectiveness

Portfolio

ManagerProgram

Director

Program

Manager

Delivers Capabilities

40 Requirements Manager Process Leader

*Some Programs Vary

60 x HQs programs 6 x Portfolios

UNCLASSIFIED

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Combatant Commands Missions, Requirements and Resources

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Workshop #37