U.S. Department of Defense Strategic Plan | Fiscal Years 2015-2018 Version 1.0 The Department"s scope of responsibility includes overseeing, directing, and controlling the planning for and employment of global or theater-level military forces and the programs and operations essential to the defense mission. The DoD shall maintain and use armed forces to: * Support and defend the Constitution of the United States against all enemies, foreign and domestic. * Ensure, by timely and effective military action, the security of the United States, its possessions, and areas vital to its interest. * Uphold and advance the national policies and interests of the United States. CORE MISSION AREAS: * Provide a Stabilizing Presence * Operate Effectively in Cyberspace and Space * Defend the Homeland and Provide Support to Civil Authorities * Conduct Stability and Counterinsurgency Operations * Conduct Humanitarian, Disaster Relief, and Other Operations * Maintain a Safe, Secure, and Effective Nuclear Deterrent * Counter Terrorism and Irregular Warfare * Counter Weapons of Mass Destruction * Project Power Despite Anti-Access/Area Denial Challenges * Defeat and Deter Aggression U.S. Department of Defense DoD Organization_62345b92-28ab-467a-a019-18f0e0db8cd7 The Department of Defense (DoD) provides military forces needed to deter war and protect the security of the United States of America. The DoD provides the unified strategic direction of combatant forces, for operations under unified command, for the integration into an efficient team of land, naval, and air forces, and for a more effective, efficient, and economical administration of the nation’s defense. The DoD is the successor agency to the National Military establishment created by the National Security Act of 1947, (50 U.S.C. §401) and was established as an executive department of the United States Government by the National Security Act Amendments of 1949, with the Secretary of Defense as its head (5 U.S.C. §101). Joint Chiefs of Staff The Joint Chiefs of Staff and Chairman are responsible to the President and the Secretary of Defense for the functions assigned to them; the Chairman of the Joint Chiefs of Staff transmits the orders of the President or the Secretary to the Commanders of the Combatant Commands. U.S. Coast Guard Upon the declaration of war, if Congress so directs in the declaration or when the President directs, the U.S. Coast Guard becomes a special component of the Navy; otherwise, it is part of the Department of Homeland Security. National Guard Bureau National Guard Bureau is a DoD joint activity. Office of the Secretary of Defense (OSD) The OSD is the principal staff element of the Secretary of Defense in the exercise of policy development, planning, resource management, fiscal and program evaluation, oversight, interface and exchange with other U.S. Government departments and agencies, foreign governments, and international organizations. The OSD also performs oversight and management of the Defense Agencies and DoD Field Activities. Department of the Army Office of the Inspector General The DoD Office of Inspector General is an independent and objective unit within the Department that conducts and supervises audits and investigations relating to the Department’s programs and operations. U.S. Air Force Department of the Navy DoD Field Activities Military Personnel The DoD mission depends on our military and civilian personnel and equipment being in the right place, at the right time, with the right capabilities, and in the right quantities to protect our national interests. This has never been more important as America fights terrorists who plan and carry out attacks outside of the traditional boundaries of the battlefield. DoD Organizations ORGANIZATIONAL STRUCTURE -- The DoD is one of the nation's largest employers, with approximately 1.4 million Active Component, 836,000 Selected Reserve and 245,000 Individual Ready Reserve forces; and 735,000 appropriated and 126,000 non-appropriated civilian employees. Our military service members and civilians operate in every time zone and in every climate, and more than 450,000 of our employees serve overseas. As one of the nation's largest health-care providers, the DoD cares for almost 9.5 million beneficiaries. DoD executes a multibillion dollar global supply chain, manages a five million item inventory, and operates with a $500 billion dollar budget. The DoD’s real property infrastructure includes over 561,975 facilities (buildings and structures) located on 4,800 sites worldwide. These sites represent nearly 25 million acres; sized from the training ranges of nearly 3 million acres, such as Nellis Air Force Base, to single weather towers or navigational aids isolated on sites of less than one one-hundredth (0.01) of an acre. To protect the security of the United States, the Department operates approximately 5,285 aircraft and 293 ships. DoD Joint Staff DoD Combatant Commands Civilian Personnel Military Departments The Military Departments consist of the Departments of the Army, the Navy (of which the Marine Corps is a component), and the Air Force. Defense Agencies The Defense Agencies and DoD Field Activities provide, on a DoD-wide basis, a supply or service activity common to more than one Military Department or DoD headquarters function when it is more effective, economical, or efficient to do so. Ash Carter Secretary of Defense Deputy Secretary of Defense The Deputy Secretary, the second-highest ranking official in the DoD, is chief operating officer (COO) and chief management officer (CMO) delegated full power and authority to act for the Secretary on any and all matters for which the Secretary is authorized to act. President of the United States of America The President of the United States of America is the Commander-in-Chief of the Armed Forces and the vast amount of resources available for mission execution... Authority and control of the Armed Forces is executed through two chain of command branches: 1) the President, through the Secretary of Defense, to the Combatant Commanders (CCDRs) for missions and forces assigned to their commands and 2) the President through the Secretary of Defense to the Secretaries of the Military Departments for purposes other than operational direction of forces assigned to the combatant commands. Secretary of Defense The Secretary of Defense is the leader and chief executive officer (CEO) of the DoD, second only to the President in exercising authority, direction, and control over all defense forces for both operational and administrative purposes. DoD Chief Management Officer The DCMO is responsible for the development of the Department of Defense (DoD) Agency Strategic Plan, pursuant to the requirements outlined in both the Government Performance and Results Act Modernization Act of 2010 and section 904(d) of the National Defense Authorization Act for Fiscal Year 2008 (Public Law 110-181). As such, with the release of the 2015-2018 DoD Agency Strategic Plan (DoD ASP) the business operation strategies previously outlined in the Strategic Management Plan are superseded with this release. The 2015-2018 DoD ASP presents the Department’s enterprise strategic goals, objectives, and a performance management framework to evaluate effectiveness and make informed management decisions. Chairman of the Joint Chiefs of Staff The Chairman of the Joint Chiefs of Staff is the principal military advisor to the Secretary of Defense and the President. Vision_5e8052c0-e904-40b5-9643-85679471c1c0 To provide and support the military forces and capabilities needed to deter war and protect the security of our country. Mission_5e8052c0-e904-40b5-9643-85679471c1c0 Courage Duty Honor Ethics Integrity Loyalty Deterrence & Defense Defeat our Adversaries, Deter War, and Defend the Nation Goal_518f8a4f-1353-4907-bf1b-17ff30520194 1 The nation's ability to project power is inextricably tied to the DoD's ready and trained forces, the ability to move forces rapidly from place to place, and operate anywhere around the world. The DoD will retain and strengthen its power projection capabilities to deter conflict, and if deterrence fails, to win decisively against any aggressor, anywhere in the world. U.S. power projection goes beyond defeating threats and includes the readiness and capabilities to respond to a wide range of crises, partnering with civilian authorities, and supporting humanitarian relief efforts by aiding when and where the DoD is needed most. Cooperative involvement with U.S. interagency in stabilization activities strengthens overall deterrence and defense. Counterterrorism Board of Directors (CT BOD) Counterterrorism Partnerships Fund (CTPF) Department of Homeland Security (DHS) The DoD conducts planning and coordination activities, working with Department of Homeland Security (DHS), the Department of Health and Human Services (HHS), and other departments/agencies, aimed at enhancing the Department's preparedness to provide Defense Support to Civil Authorities (DSCA) during natural or man-made disasters in response to requests for support from a Primary Federal Agency. These activities help identify gaps or vulnerabilities in the government’s ability to implement the National Response Framework, which provides context for how response efforts relate to other parts of national preparedness. Counterterrorism Security Group (CSG) Congress Congress has provided legislative authorities and funding to enhance the Department's support to civil authorities. CBRN Response Enterprise (CRE) The DoD has created a domestic CBRN Response Enterprise (CRE), which integrates State commanded National Guard and Title 10 Federal forces manned, trained, and equipped to provide response to three simultaneous or one major Chemical, Biological, Nuclear or Radiological incidents. National Security Council The DoD is working with other Agencies through the National Security Council (NSC)-led Counterterrorism Security Group (CSG) and Counterterrorism Board of Directors (CT BOD) to develop counterterrorism partnership concepts that will guide efforts over the next two years towards building partnership capacity under the auspices of the Counterterrorism Partnerships Fund (CTPF), which was established by Congress in FY 2015, in response to the President's budget request. The DoD will consult with Congress on these partnership concepts once they are endorsed by the CSG and/or approved by the CT BOD National Guard Levant Yemen Department of Health and Human Services (HHS) Maghreb/Sahel Local Officials Civil Authorities unnamed group unnamed group State Officials unnamed group Federal Officials East Africa unnamed group Civil Authorities unnamed group Lake Chad Basin unnamed stakeholder Assistant Secretary of Defense Homeland Security Defense 50 U.S.C. §2313 assigns responsibility to Assistant Secretary of Defense Homeland Security Defense for the coordination of DoD assistance to Federal, State, and Local officials in responding to Chemical, Biological, Radiological, Nuclear and Explosives (CBRNE) threats and related materials, including assistance in identifying, neutralizing, dismantling, and disposing of CBRN weapons and related materials and technologies. Counterterrorism Partnerships Refocus counterterrorism efforts towards building partnership capacity while retaining robust capabilities for direct action. Objective_8de803e7-1448-4058-ad8d-81a8b2201c39 1 unnamed stakeholder Concepts Develop counterterrorism partnership concepts for the Levant, Yemen, East Africa, Maghreb/Sahel, and the Lake Chad Basin, and execute programs in support of these partnership concepts, to build partner capacity in countries and regions where violent extremist organizations pose a serious threat to U.S. national interests. Objective_e7540350-a077-4ac5-a951-eb8454b68cc4 2 Levant Yemen Lake Chad Basin East Africa Maghreb/Sahel Missile Defense Maintain a sufficient missile defense capability to protect the U.S. and establish partnerships with our friends and allies to support their efforts to provide defense from missile attacks. Objective_2072b178-4a94-4506-ab31-e1a6ba701ec1 3 unnamed group Civil Authorities Enhance the effectiveness of the Department's support to civil authorities. Objective_5da17567-f304-46ec-9dff-ebea1421f5d4 4 Civil Authorities Catastrophes Maintain a defense response enterprise that is capable and prepared to effectively support civil authorities in response to complex catastrophes. Objective_df5b1d53-60e5-4097-9203-60b4825d332d 5 unnamed group Vulnerabilities & Threats Remain vigilant regarding national vulnerabilities to known and emergent military threats posed by internal and external agents, and in concert with other federal departments and agencies, be prepared to execute Defense missions to disrupt, dismantle and defeat military threats. Objective_a4f58acb-1f79-4e7c-ac2d-dc384be4cfb4 6 unnamed group Evaluation Evolve and implement continuous evaluation. Objective_01404b95-221a-42c2-a113-99783707eecb 7 Conduct pilots and expand capability in order to perform continuous automated checks on 250,000 personnel by Q4FY16. unnamed group Insider Threat and Security Clearance Mitigate the inherent risks and vulnerabilities posed by personnel with trusted access to government information, facilities, systems and other personnel. Objective_2d2efa7e-e5ab-4800-934b-f7ab9995b333 8 See www.performance.gov. unnamed group Readiness Sustain a Ready Force to Meet Mission Needs Goal_698da292-a576-4625-825c-a2a044b13325 2 The national security challenges are not only numerous and geographically disparate, but many are unconventional. Reflecting this diverse range of challenges, the DoD will implement strategies to facilitate a focused shift in the types of conflict for which the military forces are prepared to execute. After years of protracted, expensive military engagements throughout the Middle East, the Joint Force is currently out of balance. The DoD will set the personnel and readiness conditions to find the most efficient Active and Reserve force mix that ensures acceptable risk in military capabilities and capacity. This is provided through policies that promote a seamlessly integrated Total Force supporting national security at home and abroad. The ideal Total Force will be an efficient mix of a viable operational Active Component and a Reserve Component that can provide strategic hedge, predictable operational support as well as surge times extended need. Both the Active and Reserve Components need access to installations and training lands to maintain their readiness in order for these components to be available when needed. Turmoil around the world continues, ranging from the threat presented by ISIL in Iraq to the potential of an Ebola pandemic. Despite the continued high operations tempo, the DoD remains committed to ensuring deployed forces around the globe are trained, equipped, and ready to perform their assigned missions. Finding proper balance between maintaining readiness, force structure sizing, modernization, and future threats remains an important component of the Department's mission and the highest priority of the Department's leadership. In order to ensure appropriate Congressional oversight and reporting, the DoD will continue measuring and reporting Readiness via the Quarterly Readiness Report to Congress (QRRC), a comprehensive analytical product which is classified to safeguard sensitive matters. unnamed organisation U.S. Army unnamed organisation U.S. Air Force U.S. Navy unnamed group Joint Force unnamed stakeholder Joint Force Rebalance the Joint Force for a broad spectrum of conflict. Objective_7fe14399-b3e8-49fa-8de0-4843fed6c044 1 Joint Force Forces Deliver, position, and sustain forces from any point of origin to any point of employment. Objective_b2670c97-e3cb-49be-b354-63733627b0bf 2 unnamed group Army DoD will maintain the Army's average customer wait time at or below 15 days. Objective_8ae735d7-be75-4def-85d1-33e213d96d81 3 U.S. Army Navy DoD will maintain the Navy's average customer wait time at or below 15 days. Objective_cf661e34-18e9-4111-97e6-4206f2b46e85 4 U.S. Navy Air Force DoD will maintain the Air Force's average customer wait time at or below 7.5 days. Objective_835b76c0-494f-436f-85fe-c84abe5f9520 5 U.S. Air Force Secondary Inventory By FY 2016, DoD will reduce and maintain the percentage of excess on-hand secondary inventory to eight percent of total on-hand secondary inventory. Objective_540c91ab-a8bc-41d4-b076-6d6c6c2a56f0 6 unnamed organisation Secondary Items By FY 2016, DoD will reduce and maintain the percentage of secondary item excess on-order inventory to four percent of total on-order secondary item inventory. Objective_d620c165-7a2b-4ee4-bf77-259b7f51e983 7 unnamed organisation Workforce Strengthen and Enhance the Health and Effectiveness of the Total Workforce Goal_4884d326-80e8-45b0-b1e8-33dd3ca81ea4 3 People are the DoD’s most valuable assets and critical to achieving all aspects of the DoD mission. Taking care of DoD Service members, their families, and civilian staff, especially during the ongoing drawdown after more than a decade of conflict and in this fiscal landscape, is a commitment that DoD continues to honor. DoD will make the most efficient use of the Total Force by targeting areas such as transition and strategic human capital planning to remain agile and responsive regardless of the current fiscal challenge and to enable resilience with our workforce. unnamed organisation Department of Veterans Affairs (VA) Department of Labor (DoL) unnamed organisation unnamed organisation Department of Veterans Affairs (VA) Defense Language Institute Department of Labor (DoL) VA unnamed organisation Defense Civilian Workforce The DoD will initiate efforts to reinvent the Defense civilian workforce everywhere bringing in highly skilled people; rewarding people and promoting on the basis of performance and talent; and thinking about ways to broaden experiences for military service members. DoD will be more flexible in order to recruit and retain quality people and to create choices that open up opportunities to infuse a new generation of young citizens to pursue a career in the DoD in career fields that are technical, competitive, and have greater educational requirements, such as cybersecurity, engineers and scientists, etc. Active Duty Service Members Active Duty Service Members Reserve Service Members Service Members Transitioning to Veteran Status Reserve Service Members Recovering Service Members unnamed group Separating Service Members Transitioning Service Members The DoD will focus on how to achieve lasting success for transitioning Service members both in preparing them for careers beyond the military and ensuring a smooth transition from active duty to veteran status. To effectively address these issues, DoD continues to implement policies and practices that focus on Readiness and supporting Service members and their families, as well as the civilian staff. unnamed group Veterans unnamed group Recovering Service Members unnamed group unnamed group Recovering Service Members Military Workforce unnamed group Civilian Workforce unnamed group DoD Workforce The DoD will go beyond optimization of the DoD total workforce mix to address critical support areas to allow Service members and civilians to better focus on mission; by addressing quality of life of military and civilian personnel and their families. Initiating efforts to provide and maintain quality housing for military members and their families through a combination of privatization and military construction. Separating Service Members Service members separating from Active Duty are prepared for the transition to civilian life. Objective_a3f220af-e593-4e61-b666-7d271d28424c 1 Separating Service Members Career Readiness By September 30, 2015, DoD will improve the career readiness of Service Members' transitioning to Veteran status. Objective_4d3aa10a-7e7c-4451-bea4-e99abbf52871 2 Veterans Transition Activities Ensure at least 85 percent of eligible Service Members complete new required transition activities prior to separation: pre-separation counseling, a Department of Labor (DoL) employment workshop, and Veterans Affairs' (VA) benefits briefings. Objective_b7eabb6f-72f7-4b1a-aa48-b378e74519d2 3 Department of Veterans Affairs (VA) Department of Labor (DoL) Career Readiness Standards Verify that at least 85 percent of separating service members meet newly-established Career Readiness Standards prior to separation. Objective_2deaeb35-35fd-4513-a8c1-8fb129a8dd4e 4 unnamed organisation Disability Evaluation Accelerate the transition of recovering Service Members into Veteran status by reducing disability evaluation processing time. Objective_422df8a9-4092-4aab-9a66-8a29a947760c 5 Recovering Service Members Recovery Plans Support the seamless transition of recovering Service Members by sharing active recovery plans with the VA. Objective_3d891afe-0aa9-4d47-8131-8ae3f593e0be 6 VA Recovering Service Members Career Readiness By September 30, 2017, DoD will improve the career readiness of Service Members transitioning to Veteran. Objective_b0d2e3db-5c0b-4d6d-8468-7c67c54512c6 7 Service Members Transitioning to Veteran Status Transition Activities Ensure at least 85% of eligible active duty Service Members and 85% of Reserve Service Members complete new required transition activities prior to separation: preseparation counseling, a Department of Labor (DoL) employment workshop, and Veterans Affairs' benefits briefings. Objective_a238b852-223a-4c37-885b-9863604ee3ef 8 Department of Labor (DoL) Department of Veterans Affairs (VA) Active Duty Service Members Reserve Service Members Career Readiness Standards Verify that at least 85% of eligible separating active duty Service Members and 85% of eligible separating Reserve Service Members meet newly established Career Readiness Standards prior to separation. Objective_fbba2660-68c4-4e52-8fa8-b6f01b089c56 9 Reserve Service Members Active Duty Service Members Disability Evaluation Accelerate the transition of recovering Service Members into Veteran status by reducing the disability evaluation processing time. Objective_8d451b77-f222-4a16-83cb-7eb0149a262e 10 Recovering Service Members Recovery Plans Support the seamless transition of recovering Service Members by sharing active recovery plans with the VA. Objective_3e59c829-98e6-4206-96de-facbebf40eb4 11 unnamed group Work Life Foster and encourage workforce initiatives that ensure employees are trained, engaged, and benefitting from a quality work life Objective_45e066b4-ee01-40fb-a848-1ee7f5f02331 12 unnamed group Foreign Language By the end of FY 2018, 66% of the students entering the Defense Language Institute Foreign Language Center Basic Course will have graduated. Objective_a7d75f6e-0690-4429-85d4-eb58d82f2b48 13 Defense Language Institute Family Housing The DoD will maintain at least 90% of worldwide government-owned Family Housing inventory at a facility condition index of 80% or more. Objective_88795d63-be1e-46eb-ba40-45f8d09732e5 14 unnamed organisation Unaccompanied Housing DoD will maintain at least 90% of the worldwide government-owned permanent party unaccompanied housing a facility condition index of 80% or more. Objective_57eeb427-8e7e-49af-8ef7-cf58059cbe71 15 unnamed organisation Facilities In FY 2015, DoD will fund facilities sustainment at a minimum of 80% of the Facilities Sustainment Model (FSM) requirement. Objective_f86fa40f-8e9b-48ee-90b1-80a95557fcf6 16 unnamed organisation Skills Ensure that we maintain a highly-skilled military and civilian workforce shaped for today's and tomorrow’s needs. Objective_54025d90-4c25-401f-9ff2-939fef77daf8 17 Military Workforce Civilian Workforce Acquisition Positions The DoD will increase the percent of acquisition positions filled with personnel meeting Levels II and III certification requirements from the previous fiscal year. Objective_c17b825a-ae98-4a3e-8f1c-ccab6a469119 18 unnamed group Civilian Hiring By the end of FY 2018, the Department will improve and maintain its timeline for all internal and external (direct hire authority, expedited hire authority, and delegated examining) civilian hiring actions at 80 days or less Objective_2dd5b1df-b80b-4eeb-88f8-5ccfb8964e31 19 unnamed group High School Graduation By the end of FY 2018, no less than 90% of non-prior service AC accessions will be Tier 1 High School Diploma Graduates (HSDG); no less than 60% of non- prior service AC accessions will be Category I-III; and no more than 4% of non-prior service AC accessions will be Category IV. Objective_d77899dc-c545-4d3c-bb34-54c2c79512c9 20 unnamed group Service Members and Veterans Mental Health Improve mental health outcomes for Service members, Veterans, and their Families. Objective_e33dc9a9-cd20-42fd-816a-0c80fadc0e0f 21 See www.performance.gov unnamed group People & Culture Innovate by unlocking the full potential of the workforce we have today and building the workforce we need for tomorrow. Objective_5923d96a-e501-4a55-9dbf-fcd7cce5671f 22 See www.performance.gov. unnamed group Capabilities Achieve Dominant Capabilities through Innovation and Technical Excellence Goal_b63b9db7-a618-44c0-b281-3a6bd7eaeb90 4 The nation's long-term security depends on whether the DoD can address today's crises while preparing for tomorrow's threats. Continued fiscal pressure reinforces the need for DoD to innovate to respond to long-term challenges. In order to overcome challenges to the DoD’s military superiority, the DoD must preserve those capabilities that give it a technological edge. At the same time, the DoD must prioritize investments that allow the nation to combat new technologies, national powers and non-state actors, as well as emerging asymmetric threats. The required speed of response is increasing every day, and processes and people must be in place to ensure continued technical superiority. Cyber Mission Force (CMF) United States Cyber Command Threats to the DoD's networks, national critical infrastructure, and U.S. companies and interests continue to evolve, so it is vital to adequately organize, train, and equip the Cyber Mission Force to counter the threat. The Department continues to support the maturation of United States Cyber Command as an operational command to fulfill the DoD's three cyber missions: 1. Defend DoD networks and systems. 2. Defend the United States against cyberspace attacks that have potential to result in significant consequences. 3. Provide full-spectrum cyber options to support contingency plans and military operations. Military Intelligence Program Cyber Mission Force (CMF) To counter the growing threat in Cyberspace, the DoD is building a Cyber Mission Force (CMF) to increase its capability and capacity to defend priority DoD networks and support joint warfighting requirements. Military Intelligence Program (MIP) Science and Technology (S&T) Program Information Systems Security Program (ISSP) U.S. Agencies To fulfill these missions, the DoD works closely with other U.S. Departments and agencies to support investigations of cyber-attacks, and protection of national critical infrastructure. To ensure the DoD can execute these missions, the DoD invests in the following priorities: * Building the Cyber Mission Force: The Services continue to present personnel to create 133 fully operational teams by the end of FY18. * Training the Cyber Mission Force: The Department is investing in innovative approaches to provide a virtual environment for cyber personnel to consistently train and mission rehearse across a wide range of threat environments. * Equipping the Cyber Mission Force: The DoD continues to invest in diverse tools, platforms, and infrastructure to be able to conduct all three of its core missions. Cybersecurity Personnel The DoD supports the cyber mission by recruiting and hiring qualified, clearable cybersecurity personnel able to meet target fill rates within the Military Intelligence Program (MIP) and Information Systems Security Program (ISSP). unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder Technological Superiority Preserve investments to maintain our decisive technological superiority. Objective_59247dfb-eaea-421a-9fe7-7e9b411ef447 1 unnamed stakeholder SM-3 Interceptors By FY 2017, the DoD will have delivered 297 SM-3 Interceptors (all variants) to counter aerial threats Objective_a36cd1e8-1bef-4cf4-9ed5-f2ed10b8d742 2 unnamed stakeholder Demonstrations Maintain a strong technical foundation within the Department's Science and Technology (S&T) Program by transitioning completed demonstration programs. Objective_a5512a36-f82c-4438-8579-8e806888f4f1 3 Science and Technology (S&T) Program Innovation Seek innovative approaches to improve cyber capability against growing threats. Objective_b393bb60-da17-4e85-9658-d32062336781 4 unnamed stakeholder Cybersecurity Improve awareness of security practices, vulnerabilities, and threats to the operating environment, by limiting access to only authorized users and implementing technologies and processes that reduce the risk from malicious activity. Objective_33d94422-8db2-4329-aa2a-dffa4a71475d 5 See www.performance.gov. unnamed stakeholder Contracts By FY 2016, the DoD will include in all new contracts, and as necessary modify contracts associated with critical programs and technology, the DFARS clause 252.204-7012 Safeguarding of Unclassified Controlled Technical Information (CTI). Objective_ce970b1d-2e1a-40d7-bb9e-b3026c4b7ebc 6 unnamed stakeholder Military Intelligence Build the Military Intelligence Program portion of the Cyber Mission Force (CMF) to improve cyber capability and defend against growing threats. Objective_55d59d9a-2b94-4f61-97b1-32df1167b4c6 7 Military Intelligence Program Cyber Mission Force (CMF) Acquisitions Improve acquisition processes from requirements definition to execution phase and through lifecycle enhancements, to acquire and sustain military-unique and commercial items. Objective_567bb1ff-6b00-4425-8ca3-30bb8615448a 8 unnamed stakeholder Cycle Time, Cost & Competition By September 30, 2015, DoD will improve its acquisition process by ensuring that the median cycle time for Major Defense Acquisition Programs (MDAPs) will not increase by more than 2 percent from the previous year; the average rate of acquisition cost growth for MDAPs will not exceed 3 percent from the previous year; the annual number of MDAP breaches--significant or critical cost overruns for reasons other than approved changes in quantity--will be zero; and DoD will increase the amount of contract obligations that are competitively awarded from 58 percent in FY 2014 to 59 percent in FY 2015. APG 4.3.1 (Continued): By September 30, 2015, DoD will improve its acquisition process by ensuring that the median cycle time for Major Defense Acquisition Programs (MDAPs) will not increase by more than 2 percent from the previous year; the average rate of acquisition Objective_70107d2d-32c8-41b5-9aa1-cbbfa1c27e3f 9 unnamed stakeholder MDAPs The DoD will improve its acquisition process by ensuring that the median growth in cycle time for Major Defense Acquisition Programs (MDAPs) will not increase by more than 15 percent from the Milestone B baseline; the average rate of quantity adjusted unit procurement cost growth for MDAPs will not exceed 6 percent from the previous year; the annual number of MDAP breaches--significant or critical cost overruns for reasons other than approved changes in quantity--will be zero; percent of acquisition positions filled with personnel meeting Levels II and III certification requirements (USD(AT&L)); and DoD will increase the amount of contract obligations that are competitively awarded from 58 percent in FY 2014 to 59 percent in FY 2015. Objective_3b0a6158-0ede-4800-95f9-29ada607a9a7 10 unnamed stakeholder Strategic Sourcing Expand the use of high-quality, high-value strategic sourcing solutions in order to improve the government’s buying power and reduce contract duplication across government. Objective_8f58e9da-6db5-4ea0-a9c7-4839c5e52dce 11 See www.performance.gov. unnamed stakeholder Capabilities Expand core capabilities in support of military interest. Objective_6642baa1-23ed-49ab-b4b5-b1a433dd64df 12 unnamed stakeholder STEM Education Improve science, technology, engineering, and mathematics (STEM) education by implementing the Federal STEM Education 5-Year Strategic Plan, announced in May 2013. Objective_847b10cc-e08a-4a1c-a2dc-76b10f40579c 13 See www.performance.gov. unnamed stakeholder Lab-to-Market Increase the economic impact of federally-funded research and development by accelerating and improving the transfer of new technologies from the laboratory to the commercial marketplace. Objective_9fbed28a-8403-4d1c-8c94-73adcbfb929d 14 See www.performance.gov. unnamed stakeholder JCRAS By the end of FY16, the DoD will achieve a deeper integration of the Joint Concept for Robotic and Autonomous Systems (JCRAS) in the future Joint Force. Objective_a0f1e4e8-e69f-4d17-b7d6-092661b3b806 15 unnamed stakeholder Reform Reform and Reshape the Defense Institution Goal_4bdeb1a8-1e53-4e3f-9f4d-3223285396c8 5 The DoD will continue to experience downward fiscal pressure, forcing detailed consideration of trades among operations and maintenance, readiness, procurement, and modernization expenditures. This pressure is coupled with the imperative to remain focused on actual mission outcomes, thus continued attention to controlling and reducing the cost of overhead and management structures is essential. Any reduction to these costs will allow the Department to continue to sustain investments in readiness and modernization activities while ensuring that the reductions don’t negatively impact these activities. Collaboration across the DoD will occur to reform the Defense institution in an effort to reduce complexity and dramatically lower the cost of back-office business areas, including human resources, procurement, logistics, service contracting, real estate and property management, health care, and financial management. Creating the internal management capacities and capabilities to address these challenges will not only reduce costs, but create a 21st century corporate office better suited to support and resource the warfighter of the future. Improving the processes that drive the Defense institution will help the DoD better understand the costs and risks associated with mission outcomes. Instilling a strong cost culture across the DoD is critical to enabling the Business Mission Area to deliver value to the warfighter. Knowing what it costs to deliver business capabilities will allow DoD leaders to assess the return on investment leading to improved decision making across the organization. Defense Intelligence Information Enterprise (DI2E) The Defense Intelligence Information Enterprise (DI2E) is the unifying construct among the DoD Joint Information Environment (JIE), the Intelligence Community Information Technology Enterprise (IC ITE), and the International Partner intelligence enterprises. The DoD will ensure seamless integration of intelligence information capabilities into both the JIE and the IC ITE by coordinating intelligence enterprise IT efforts across the DoD, IC, and with international partners across all security domains. This seamless integration requires the implementation of DI2E services within the mission architectures of MIP funded programs in the following areas: Identity and Access Management, Data Tagging, Content Discovery and Retrieval, Cross Domain, Domain Name Services, Time Synchronization, Collaboration Tools, Visualization Capabilities, Service Directory, and Cyber Security. Implemented DI2E services must conform to Technical Data Profile Package standards and specifications to ensure interoperability with DoD, IC, and International Partner enterprises. Intelligence Community Information Technology Enterprise (IC ITE) DoD Joint Information Environment (JIE) DoD Service Providers The DoD reporting entities and service providers' requirements focus on improving controls and processes to support information that is often used to manage the DoD, while continuing to work towards financial, information technology, and support documentation improvements. The DoD has expanded its priorities in support of readiness goals to include not only budgetary information and mission critical asset information, but also proprietary accounting data and information and valuation. DoD Financial Entities Improving audit readiness across the DoD's financial entities is a critical step in achieving sustained cost savings and improving business outcomes. A key component of the DoD's audit readiness goal is to validate the existence and accountability of "mission critical assets," such as real property, military equipment, general equipment, operating materials and supplies, and inventory balances. DoD Components The DoD's challenge is to synchronize the investment activities of all the DoD Components that manage the DoD intelligence data, information, and information technology (IT) services. unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder unnamed stakeholder Efficiencies & Effectiveness Achieve efficiencies and effectiveness to redirect resources to direct support of combat, combat support, and combat service support elements of the DoD. Objective_5693f3ac-a06f-460f-9cf3-1ae04f466df0 1 unnamed stakeholder IT Delivery Improve outcomes and customer satisfaction with federal services through smarter IT delivery and stronger agency accountability for success. Objective_2d8b5afb-07dd-4735-af71-8e720ae59567 2 See www.performance.gov. unnamed stakeholder Open Data Fuel entrepreneurship and innovation and improve government efficiency and effectiveness by unlocking the value of government data and adopting management approaches that promote interoperability and openness of this data. Objective_0f3d43f3-ddde-42bb-8f3d-d2bfb9b7e5fa 3 unnamed stakeholder Facilities By September 30, 2015, the DoD will improve its facility energy performance by: 1) reducing average facility energy intensity by 30 percent from the 2003 baseline of 117,334 BTUs per gross square foot, and 2) producing or procuring renewable energy equal to12 percent of its annual electric energy usage. Objective_3bee2043-11fe-4afd-bc82-6e5a9b93d2db 4 unnamed stakeholder Buildings By FY 2017, the DoD will reduce building energy intensity measured in British Thermal Units per gross square foot by 2.5%, relative to the FY 2015 baselines. To this goal, by FY 2016, the DoD will reduce building energy intensity measured in British Thermal Units per gross square foot by 2.5%, relative to the FY 2015 baselines. Objective_95103aac-ecb4-4e94-b977-488a082bd807 5 unnamed stakeholder Climate Change More than double Federal government consumption of electricity from renewable sources to 20% by FY 2020 and improve energy efficiency at Federal facilities including $4 billion in performance contracts by FY 2016 as part of the wider strategy to reduce the Federal Government's direct greenhouse gas emissions by 28% and indirect greenhouse gas emissions by 13% by FY 2020 (2008 baseline). Objective_17409cc3-ef2b-4952-b8c5-bdccaf287618 6 (Federal Actions) See www.performance.gov unnamed stakeholder Infrastructure & Permitting Modernize the Federal permitting and review process for major infrastructure projects to reduce uncertainty for project applicants, reduce the aggregate time it takes to conduct reviews and make permitting decisions by half, and produce measurably better environmental and community outcomes. Objective_c06d1749-3f31-45e6-9ae3-081fea5dfc7b 7 unnamed stakeholder Cost, Schedule & Performance By Q4FY 2016, ensure key capabilities meet cost, schedule, and performance requirements to protect and/or enhance defense intelligence capabilities in the areas of global coverage, Anti- Access/Area Denial (A2/AD) environments, counterterrorism, and counter proliferation. Objective_46725cab-441d-4641-94c8-e7cde8ecdb21 8 unnamed stakeholder Effectiveness, Efficiency & Security Achieve improved mission effectiveness, efficiency, and security across the DoD, IC, and with our international partners through seamless integration of intelligence information enterprise IT capabilities into both the Joint Information Environment (JIE) and the IC ITE. Objective_f964f52f-d654-4307-922e-df4caee57e68 9 By Q4FY2016 ensure 50% of services in the Defense Intelligence Information Enterprise (DI2E) conform to Technical Profile Package standards and specifications. unnamed stakeholder Shared Services Strategically expand high-quality, high value shared services to improve performance and efficiency throughout government. Objective_e4083cc2-ef82-4278-84ec-645e96454dc4 10 See www.performance.gov. unnamed stakeholder Audit Readiness Improve financial processes, controls, and information via audit readiness. Objective_03503c8e-e0ac-4f0b-a36d-0c8703ba1f63 11 unnamed stakeholder Mission Critical Assets By FY 2015, DoD will validate 83 percent of its mission critical assets for existence and completeness; validate audit readiness for 99 percent of the Funds Balance with Treasury (FBwT) for DoD components financed with General Funds; and validate audit readiness for all material Schedules of Budgetary Activity (SBA) for DoD components financed with General Funds. Objective_0b697c77-7317-45d7-a430-cd4b23cddee3 12 unnamed stakeholder Financial Statements The Department's financial statements will be audit ready by September 30, 2017. Objective_41d9066c-a0e7-4246-8037-d836e9e422d6 13 unnamed stakeholder Benchmarking Improve administrative efficiency and increase the adoption of effective management practices by establishing cost and quality benchmarks of mission-support operations and giving agency decision-makers better data to compare options, allocate resources, and improve processes. Objective_c4b37bcb-e9f6-4b82-932f-44f0e27297f6 14 Focus Areas: Contracting, Financial Management, Human Capital, Information Technology, and Real Property. See www.performance.gov. unnamed stakeholder Contracting Benchmark Contracting. Objective_895f3ad0-38ac-4fd6-89ca-0a588d5db76a 15 See www.performance.gov. unnamed stakeholder Valuation & Accountability Establish an enterprise framework for valuation and accountability of results, outcomes, cost, and risk. Objective_99f8a228-13f2-4af0-8bda-170c85125472 16 unnamed stakeholder Financial Management Benchmark Financial Management Objective_9277cc57-e724-4ca3-b301-cb1630ef4e65 17 See www.performance.gov. unnamed stakeholder Human Capital Benchmark Human Capital Objective_fb7fa52a-f855-4534-bf81-e1162bde3a75 18 See www.performance.gov. unnamed stakeholder IT Benchmark IT Objective_5f2417d2-b8d9-4439-8a5e-ada0c488d894 19 See www.performance.gov. unnamed stakeholder Real Property Benchmark Real Property Objective_2a5344c6-f300-4b29-bd40-5dc7f456c81d 20 See www.performance.gov. unnamed stakeholder StrategyPlan_5e8052c0-e904-40b5-9643-85679471c1c0 2015-05-04 2018-09-30 2025-12-24 https://www.stratnavapp.com/StratML/Part2/5e8052c0-e904-40b5-9643-85679471c1c0/Styled Submitter_5e8052c0-e904-40b5-9643-85679471c1c0 Owen Ambur