U.S. Department of Defense Strategic Plan | Fiscal Years 2015-2018 Version 1.0The 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 AggressionU.S. Department of Defense
DoD
Organization_62345b92-28ab-467a-a019-18f0e0db8cd7The 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 StaffThe 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 GuardUpon 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 BureauNational 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 ArmyOffice of the Inspector GeneralThe 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 ForceDepartment of the NavyDoD Field ActivitiesMilitary PersonnelThe 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 OrganizationsORGANIZATIONAL 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 StaffDoD Combatant CommandsCivilian PersonnelMilitary DepartmentsThe Military Departments consist of the Departments of the Army, the Navy (of which the Marine Corps is a component), and the Air Force.Defense AgenciesThe 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 CarterSecretary of DefenseDeputy Secretary of DefenseThe 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 AmericaThe 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 DefenseThe 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 OfficerThe 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 StaffThe Chairman of the Joint Chiefs of Staff is the principal military advisor to the Secretary of Defense and the President.Vision_5e8052c0-e904-40b5-9643-85679471c1c0To provide and support the military forces and capabilities needed to deter war and protect the security of our country.Mission_5e8052c0-e904-40b5-9643-85679471c1c0CourageDutyHonorEthicsIntegrityLoyaltyDeterrence & DefenseDefeat our Adversaries, Deter War, and Defend the NationGoal_518f8a4f-1353-4907-bf1b-17ff305201941The 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)CongressCongress 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 CouncilThe 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 BODNational GuardLevantYemenDepartment of Health and Human Services (HHS)Maghreb/SahelLocal OfficialsCivil Authoritiesunnamed generic groupunnamed generic groupState Officialsunnamed generic groupFederal OfficialsEast Africaunnamed generic groupCivil Authoritiesunnamed generic groupLake Chad Basinunnamed stakeholderAssistant Secretary of Defense Homeland Security Defense50 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 PartnershipsRefocus counterterrorism efforts towards building partnership capacity while retaining robust capabilities for direct action.Objective_8de803e7-1448-4058-ad8d-81a8b2201c391unnamed stakeholderConceptsDevelop 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-eb8454b68cc42LevantYemenLake Chad BasinEast AfricaMaghreb/SahelMissile DefenseMaintain 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-e1a6ba701ec13unnamed generic groupCivil AuthoritiesEnhance the effectiveness of the Department's support to civil authorities.Objective_5da17567-f304-46ec-9dff-ebea1421f5d44Civil AuthoritiesCatastrophesMaintain a defense response enterprise that is capable and prepared to effectively support civil authorities in response to complex catastrophes.Objective_df5b1d53-60e5-4097-9203-60b4825d332d5unnamed generic groupVulnerabilities & ThreatsRemain 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-dc384be4cfb46unnamed generic groupEvaluationEvolve and implement continuous evaluation.Objective_01404b95-221a-42c2-a113-99783707eecb7Conduct pilots and expand capability in order to perform continuous automated checks on 250,000 personnel by Q4FY16.unnamed generic groupInsider Threat and Security ClearanceMitigate the inherent risks and vulnerabilities posed by personnel with trusted access to government information, facilities, systems and other personnel.Objective_2d2efa7e-e5ab-4800-934b-f7ab9995b3338See www.performance.gov.unnamed generic groupReadinessSustain a Ready Force to Meet Mission NeedsGoal_698da292-a576-4625-825c-a2a044b133252The 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 organisationU.S. Armyunnamed organisationU.S. Air ForceU.S. Navyunnamed generic groupJoint Forceunnamed stakeholderJoint ForceRebalance the Joint Force for a broad spectrum of conflict.Objective_7fe14399-b3e8-49fa-8de0-4843fed6c0441Joint ForceForcesDeliver, position, and sustain forces from any point of origin to any point of employment.Objective_b2670c97-e3cb-49be-b354-63733627b0bf2unnamed generic groupArmyDoD will maintain the Army's average customer wait time at or below 15 days.Objective_8ae735d7-be75-4def-85d1-33e213d96d813U.S. ArmyNavyDoD will maintain the Navy's average customer wait time at or below 15 days.Objective_cf661e34-18e9-4111-97e6-4206f2b46e854U.S. NavyAir ForceDoD will maintain the Air Force's average customer wait time at or below 7.5 days.Objective_835b76c0-494f-436f-85fe-c84abe5f95205U.S. Air ForceSecondary InventoryBy 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-b076-6d6c6c2a56f06unnamed organisationSecondary ItemsBy 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-bf77-259b7f51e9837unnamed organisationWorkforceStrengthen and Enhance the Health and Effectiveness of the Total WorkforceGoal_4884d326-80e8-45b0-b1e8-33dd3ca81ea43People 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 organisationDepartment of Veterans Affairs (VA)Department of Labor (DoL)unnamed organisationunnamed organisationDepartment of Veterans Affairs (VA)Defense Language InstituteDepartment of Labor (DoL)VAunnamed organisationDefense Civilian WorkforceThe 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 MembersActive Duty Service MembersReserve Service MembersService Members Transitioning to Veteran StatusReserve Service MembersRecovering Service Membersunnamed generic groupSeparating Service MembersTransitioning Service MembersThe 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 generic groupVeteransunnamed generic groupRecovering Service Membersunnamed generic groupunnamed generic groupRecovering Service MembersMilitary Workforceunnamed generic groupCivilian Workforceunnamed generic groupDoD WorkforceThe 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 MembersService members separating from Active Duty are prepared for the transition to civilian life.Objective_a3f220af-e593-4e61-b666-7d271d28424c1Separating Service MembersCareer ReadinessBy September 30, 2015, DoD will improve the career readiness of Service Members' transitioning to Veteran status.Objective_4d3aa10a-7e7c-4451-bea4-e99abbf528712VeteransTransition ActivitiesEnsure 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-b378e74519d23Department of Veterans Affairs (VA)Department of Labor (DoL)Career Readiness StandardsVerify that at least 85 percent of separating service members meet newly-established Career Readiness Standards prior to separation.Objective_2deaeb35-35fd-4513-a8c1-8fb129a8dd4e4unnamed organisationDisability EvaluationAccelerate the transition of recovering Service Members into Veteran status by reducing disability evaluation processing time.Objective_422df8a9-4092-4aab-9a66-8a29a947760c5Recovering Service MembersRecovery PlansSupport the seamless transition of recovering Service Members by sharing active recovery plans with the VA.Objective_3d891afe-0aa9-4d47-8131-8ae3f593e0be6VARecovering Service MembersCareer ReadinessBy September 30, 2017, DoD will improve the career readiness of Service Members transitioning to Veteran.Objective_b0d2e3db-5c0b-4d6d-8468-7c67c54512c67Service Members Transitioning to Veteran StatusTransition ActivitiesEnsure 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-9863604ee3ef8Department of Labor (DoL)Department of Veterans Affairs (VA)Active Duty Service MembersReserve Service MembersCareer Readiness StandardsVerify 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-b6f01b089c569Reserve Service MembersActive Duty Service MembersDisability EvaluationAccelerate the transition of recovering Service Members into Veteran status by reducing the disability evaluation processing time.Objective_8d451b77-f222-4a16-83cb-7eb0149a262e10Recovering Service MembersRecovery PlansSupport the seamless transition of recovering Service Members by sharing active recovery plans with the VA.Objective_3e59c829-98e6-4206-96de-facbebf40eb411unnamed generic groupWork LifeFoster and encourage workforce initiatives that ensure employees are trained, engaged, and benefitting from a quality work lifeObjective_45e066b4-ee01-40fb-a848-1ee7f5f0233112unnamed generic groupForeign LanguageBy 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-eb58d82f2b4813Defense Language InstituteFamily HousingThe 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-ba40-45f8d09732e514unnamed organisationUnaccompanied HousingDoD 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-cf58059cbe7115unnamed organisationFacilitiesIn FY 2015, DoD will fund facilities sustainment at a minimum of 80% of the Facilities Sustainment Model (FSM) requirement.Objective_f86fa40f-8e9b-48ee-90b1-80a95557fcf616unnamed organisationSkillsEnsure that we maintain a highly-skilled military and civilian workforce shaped for today's and tomorrow’s needs.Objective_54025d90-4c25-401f-9ff2-939fef77daf817Military WorkforceCivilian WorkforceAcquisition PositionsThe 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-ccab6a46911918unnamed generic groupCivilian HiringBy 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 lessObjective_2dd5b1df-b80b-4eeb-88f8-5ccfb8964e3119unnamed generic groupHigh School GraduationBy 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-bb34-54c2c79512c920unnamed generic groupService Members and Veterans Mental HealthImprove mental health outcomes for Service members, Veterans, and their Families.Objective_e33dc9a9-cd20-42fd-816a-0c80fadc0e0f21See www.performance.govunnamed generic groupPeople & CultureInnovate by unlocking the full potential of the workforce we have today and building the workforce we need for tomorrow.Objective_5923d96a-e501-4a55-9dbf-fcd7cce5671f22See www.performance.gov.unnamed generic groupCapabilitiesAchieve Dominant Capabilities through Innovation and Technical ExcellenceGoal_b63b9db7-a618-44c0-b281-3a6bd7eaeb904The 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 CommandThreats 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 ProgramCyber 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) ProgramInformation Systems Security Program (ISSP)U.S. AgenciesTo 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 PersonnelThe 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 stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderTechnological SuperiorityPreserve investments to maintain our decisive technological superiority.Objective_59247dfb-eaea-421a-9fe7-7e9b411ef4471unnamed stakeholderSM-3 InterceptorsBy FY 2017, the DoD will have delivered 297 SM-3 Interceptors (all variants) to counter aerial threatsObjective_a36cd1e8-1bef-4cf4-9ed5-f2ed10b8d7422unnamed stakeholderDemonstrationsMaintain a strong technical foundation within the Department's Science and Technology (S&T) Program by transitioning completed demonstration programs.Objective_a5512a36-f82c-4438-8579-8e806888f4f13Science and Technology (S&T) ProgramInnovationSeek innovative approaches to improve cyber capability against growing threats.Objective_b393bb60-da17-4e85-9658-d320623367814unnamed stakeholderCybersecurityImprove 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-dffa4a71475d5See www.performance.gov.unnamed stakeholderContractsBy 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-b3026c4b7ebc6unnamed stakeholderMilitary IntelligenceBuild the Military Intelligence Program portion of the Cyber Mission Force (CMF) to improve cyber capability and defend against growing threats.Objective_55d59d9a-2b94-4f61-97b1-32df1167b4c67Military Intelligence ProgramCyber Mission Force (CMF)AcquisitionsImprove acquisition processes from requirements definition to execution phase and through lifecycle enhancements, to acquire and sustain military-unique and commercial items.Objective_567bb1ff-6b00-4425-8ca3-30bb8615448a8unnamed stakeholderCycle Time, Cost & CompetitionBy 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 acquisitionObjective_70107d2d-32c8-41b5-9aa1-cbbfa1c27e3f9unnamed stakeholderMDAPsThe 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-4800-95f9-29ada607a9a710unnamed stakeholderStrategic SourcingExpand 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-a9c7-4839c5e52dce11See www.performance.gov.unnamed stakeholderCapabilitiesExpand core capabilities in support of military interest.Objective_6642baa1-23ed-49ab-b4b5-b1a433dd64df12unnamed stakeholderSTEM EducationImprove 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-76b10f40579c13See www.performance.gov.unnamed stakeholderLab-to-MarketIncrease 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-8c94-73adcbfb929d14See www.performance.gov.unnamed stakeholderJCRASBy 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-b7d6-092661b3b80615unnamed stakeholderReformReform and Reshape the Defense InstitutionGoal_4bdeb1a8-1e53-4e3f-9f4d-3223285396c85The 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 ProvidersThe 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 EntitiesImproving 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 ComponentsThe 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 stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderunnamed stakeholderEfficiencies & EffectivenessAchieve 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-9cf3-1ae04f466df01unnamed stakeholderIT DeliveryImprove outcomes and customer satisfaction with federal services through smarter IT delivery and stronger agency accountability for success.Objective_2d8b5afb-07dd-4735-af71-8e720ae595672See www.performance.gov.unnamed stakeholderOpen DataFuel 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-d2bfb9b7e5fa3unnamed stakeholderFacilitiesBy 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-bc82-6e5a9b93d2db4unnamed stakeholderBuildingsBy 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-b977-488a082bd8075unnamed stakeholderClimate ChangeMore 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-bdccaf2876186(Federal Actions) See www.performance.govunnamed stakeholderInfrastructure & PermittingModernize 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_c06d1749-3f31-45e6-9ae3-081fea5dfc7b7unnamed stakeholderCost, Schedule & PerformanceBy 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-e7cde8ecdb218unnamed stakeholderEffectiveness, Efficiency & SecurityAchieve 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-df4caee57e689By Q4FY2016 ensure 50% of services in the Defense Intelligence Information Enterprise (DI2E) conform to Technical Profile Package standards and specifications.unnamed stakeholderShared ServicesStrategically expand high-quality, high value shared services to improve performance and efficiency throughout government.Objective_e4083cc2-ef82-4278-84ec-645e96454dc410See www.performance.gov.unnamed stakeholderAudit ReadinessImprove financial processes, controls, and information via audit readiness.Objective_03503c8e-e0ac-4f0b-a36d-0c8703ba1f6311unnamed stakeholderMission Critical AssetsBy 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-cd4b23cddee312unnamed stakeholderFinancial StatementsThe Department's financial statements will be audit ready by September 30, 2017.Objective_41d9066c-a0e7-4246-8037-d836e9e422d613unnamed stakeholderBenchmarkingImprove 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-44f0e27297f614Focus Areas: Contracting, Financial Management, Human Capital, Information Technology, and Real Property. See www.performance.gov.unnamed stakeholderContractingBenchmark Contracting.Objective_895f3ad0-38ac-4fd6-89ca-0a588d5db76a15See www.performance.gov.unnamed stakeholderValuation & AccountabilityEstablish an enterprise framework for valuation and accountability of results, outcomes, cost, and risk.Objective_99f8a228-13f2-4af0-8bda-170c8512547216unnamed stakeholderFinancial ManagementBenchmark Financial ManagementObjective_9277cc57-e724-4ca3-b301-cb1630ef4e6517See www.performance.gov.unnamed stakeholderHuman CapitalBenchmark Human CapitalObjective_fb7fa52a-f855-4534-bf81-e1162bde3a7518See www.performance.gov.unnamed stakeholderITBenchmark ITObjective_5f2417d2-b8d9-4439-8a5e-ada0c488d89419See www.performance.gov.unnamed stakeholderReal PropertyBenchmark Real PropertyObjective_2a5344c6-f300-4b29-bd40-5dc7f456c81d20See www.performance.gov.unnamed stakeholderStrategyPlan_5e8052c0-e904-40b5-9643-85679471c1c02015-05-042018-09-302021-11-06Submitter_5e8052c0-e904-40b5-9643-85679471c1c0OwenAmbur