JECC Campaign Plan

Transcription

1 An agile, adaptive capability integrator that meets joint force 2020 requirements by providing relevant, ready and responsive support for joint communications, planning and public affairs. JECC 2020 Campaign Plan Revised 29 November 2016

2 JOINT ENABLING CAPABILITIES COMMAND 9712 Virginia Ave, Bldg X-132 NORFOLK, VIRGINIA This Campaign Plan s purpose is to synchronize Joint Enabling Capabilities Command's (JECC) operations to stay relevant for the future and support USTRANSCOM s and other Combatant Command priorities and objectives. JECC conducts, synchronizes, and aligns its operations, activities, and functions to support emerging requirements from Combatant Commanders and USTRANSCOM major objectives. To accomplish these goals, JECC developed an overarching campaign plan that aligns core functions into four lines of effort: operate, innovate, train, and engage. The command is committed to providing dominant joint enabling capabilities to the warfighter and planning for and integrating those capabilities in support of Combatant Commanders, Joint Task Force capable headquarters, and other stakeholders identified in this plan. JECC is the Joint Force s premier proponent for ensuring Joint Force Headquarters can stand up rapidly and provide effective command and control for U.S. and coalition forces as they go into harm s way. JECC continues to develop a workforce of public servants and disciplined stewards of national resources as part of a value-based command caring for and serving active and reserve component Service members, DOD Civilians, and their Families. All JECC Service personnel are to read and internalize this campaign plan and supporting documentation. It provides direction for operationalizing the Command and the effective application of our resources. SAM C. BARRETT Brigadier General U.S. Air Force Commander [1]

3 1. Strategic Environment. (Complex Challenges) a. By consistently delivering a high-value product to the Joint Force, JECC is the DOD s principal source of rapidly deployable joint planning, public affairs, and communications professionals trained to enhance a Joint Force commander s capability to command and control joint operations. The Joint Force will operate in an increasingly complex and resourceconstrained environment executing missions across the full range of military operations that will expand the demand for joint enabling capabilities. Given these conditions, JECC must still quickly provide joint force commanders the optimal capabilities at the right time and place to ensure mission success. b. The draft National Military Strategy (2016); the Defense Strategic Guidance, Sustaining U.S. Global Leadership: Priorities for 21st Century Defense (2012); the new Defense Planning Guidance ( ), and the Integrated Planning (IP) Way Ahead (16 May 2016) provide guidance and priorities in support of U.S. national security objectives. The Chairman of the Joint Chiefs of Staff s Capstone Concept for Joint Operations: Joint Force 2020 establishes a vision for an agile force and suggests the attributes to ensure success in future crises. This vision reinforces the need for flexible joint command and control (C2) to enable the joint force to rapidly employ Service-provided capabilities within the context of globally integrated operations. Additionally, JECC, in support of USTRANSCOM s vision, will always maintain our ability to rapidly project forces anywhere on the globe at the time and place of our country s choosing. In order to do so, it will ensure we have the personnel, systems, and training to provide our unique enabling capabilities on behalf of the nation. c. The above-mentioned strategic guidance highlights global threats and calls upon the U.S. military to sustain its military advantage, evolve its capabilities, and do so amid a time of fiscal austerity. JECC is working with the JS J5 to align more closely with strategic guidance by [2]

4 codifying its capabilities in a new Joint Enabling Capabilities appendix to the Joint Strategic Campaign Plan (JSCP). The focus of this effort is to ensure that Combatant Commanders (CCDRs) have a clear understanding of the capabilities JECC can bring to bear to assist in rapid establishment of Joint Task Force Headquarters. Additionally, this Campaign Plan is nesting, to the greatest degree possible, under USTRANSCOM s strategic priorities and objectives. d. Challenges: For this five-year campaign plan, the greatest challenge is institutional uncertainty, fostered through parochial views, organizational resistance to joint collaboration, a zero-sum fiscal environment, and uncertainty in policy guidance. Some decisive points and tasks described later in this Campaign Plan are intended to act against this challenge. e. Opportunities/Critical Enablers: Capabilities required to maintain the Joint Enabling Capabilities Center of Gravity are: Deployers, Equipment, Advocacy, and Relevance. This plan s remaining decisive points and tasks, not oriented on the adversary COG, are intended to protect these critical factors. f. As DOD looks toward the future, JECC will likely have to take on an expanded role in how our Nation responds to emerging global events. We will continue to master joint C2 challenges spanning the spectrum of military operations from humanitarian assistance to highintensity combat operations. Above all, JECC will remain focused on supporting the Warfighter by delivering capabilities today, tomorrow, and the future. 2. Overview. (Synchronizing Efforts) a. Campaign Plan. This Campaign Plan s fundamental purpose is to outline how JECC will conduct, synchronize, and align its activities and functions to the accomplishment of tasks laid out by USTRANSCOM in USTCI 90-9 Roles and Functions. b. JECC Roles and Responsibilities. (1) Provide immediate, short-duration, support to assist Combatant Commanders in establishing, organizing, and operating joint force headquarters. (2) Provide rapid joint expeditionary communications capabilities across the full spectrum of joint force operations. [3]

5 (3) Provide rapidly deployable joint public affairs capability to immediately implement the joint force commander s communication strategy. (4) Provide rapidly deployable, tailored, joint planning capability to accelerate the formation and increase the effectiveness of joint force headquarters during emerging operations. c. All command functions and activities are centered on our four Lines of Effort (LOEs): (1) Operate: JECC delivers the right capabilities at the right time and place to meet global requirements; each capability package is tailored for specific mission requirements. (2) Innovate: Expanding a Joint Force Commander s (JFC) expeditionary C2 capability. Technical knowledge and understanding of mission-partner needs are used to rapidly adapt commercial and government off-the shelf Figure 1 equipment for better results. Innovation also encompasses training and operations, looking for better ways to ensure JECC can meet missionpartner needs. (3) Engage: Coordinate with Combatant Commands (CCMDs) and mission-partners to ensure JECC understands mission-partner requirements and predict future demand. Habitual relationships allow JECC to remain abreast of joint requirements, anticipate joint priorities, and provide support IAW integrated planning priorities in order to better align its capabilities to support JFCs. (4) Train: Training provides the readiness and necessary proficiency and expertise to accomplish the mission. JECC-specific training, along with participation in joint exercises, develops the requisite professional knowledge and experience to deliver superior support in response to emergent joint operations. JECC annual training guidance provides the goals, priorities, methods, and responsibilities for training all JECC personnel and subordinate units. [4]

6 d. Tenets of this Campaign Plan are: (1) To incorporate guidance from Higher Headquarters (HHQ) to ensure all requirements are met. (2) To focus, synchronize, and articulate the command's steady-state activities and functions as the expert joint C2 enabling capabilities provider. This tenet is nested within USTRANSCOM s vision to be the transportation and joint enabling capability provider of choice. (3) To identify and articulate The Core of what JECC is and what is provided to mission partners. (4) Identify opportunities and provide direction for JECC to ensure it remains relevant to mission partners. (5) Identify emerging joint requirements that may cause JECC internal rebalancing. (6) To coordinate the command's activities and functions in conjunction with the following organizations that share interest or responsibility in our functions or domains: Geographic Combatant Commands (GCC) USNORTHCOM, USSOUTHCOM, USAFRICOM, USEUCOM, USPACOM, USCENTCOM Functional Combatant Commands (FCC) USTRANSCOM, USSOCOM, USSTRATCOM/USCYBERCOM JTF Capable Service Component Headquarters HHQ USTRANSCOM and Joint Staff Department of State-Office of the Coordinator for Reconstruction and Stabilization (S/CRS) and USAID s Office of Military Affairs and Foreign Disaster Assistance (OFDA) Other Joint Enabling Capability providers Joint Task Force-Port Opening (JTF- PO), Joint Personnel Recovery Agency (JPRA), Joint Contingency Acquisition Support Office (JCASO), and many others* Program Offices Program Manager-Warfare (PMW) 790 [5]

7 3. Mission. JECC will provide decisive joint communications, planning, and public affairs support to the Joint Force that will meet the emerging requirements of the Combatant Commands and Joint Task Force capable headquarters. 4. Campaign Plan Concept. (Supporting the Warfighter) a. Commander's Intent. (1) Purpose: To facilitate rapid establishment and execution of JFHQs by providing rapid expeditionary joint operational planning, communications, and public affairs capabilities. (2) Method: The execution of this Campaign Plan will be through the use of annual operations orders (OPORDs), incrementally specifying annual tasks and assessments that enable the command to achieve its goals by JECC must posture for the full ROMO, an action that requires understanding and balancing max-effort against max-sustainability. Key tasks to reach the end-state of this campaign plan to include: Organize, man, train, and equip to support four JFHQs in order to meet DOD planning guidance. Evolve the toolkit of people, skills, and equipment to answer future missionpartner requirements and strategic trends. Participate in CCMD exercises and provide bridging solutions to mission-partner planning shortfalls to be better prepared to support emergent-crisis operations. (3) End State: An agile, adaptive JECC with the capacity to fulfill the Joint Force s emerging requirements by integrating relevant, ready, and responsive capabilities. (4) Risk: JECC will mitigate risk to responsiveness, agility, and resulting relevancy through engagements and deliberate planning left of crisis execution with traditional and new mission partners and stakeholders. *There are many unique joint capabilities available on an as-needed basis. [6]

8 JECC must also mitigate the risk of overextension by proactively managing capacity. b. JECC Commander s Vision. JECC is an agile, adaptive capability integrator that meets key Joint Force 2020 requirements for globally integrated operations (agile C2 cross-domain synergy and rapid aggregation), by providing ready, relevant, and responsive support for joint communications, planning, and public affairs. c. Strategic Framework (Supporting the USTRANSCOM Commander s Vision). JECC s Campaign Plan is designed to synchronize activities and functions with USTRANSCOM s major objectives. Figures 2 & 3 depict how JECC nests under USTRANSCOM s Command Strategy and Commander s Vision. d. Nesting JECC objectives under TRANSCOM major objectives. JECC capabilities primarily contribute to the following USTRANSCOM major objectives: (1) Priority 1: P1 (Ensure Today s Readiness Advocate for Tomorrow s Capabilities) Major Objective 1: MO1 (Champion USTRANSCOM equities in Service funding for Total Force personnel, platforms, and readiness). (2) Priority 3: P3 (Evolve for Tomorrow) Figure 2 Major Objective 3: MO3 (Evolve USTRANSCOM and Component C2 capability: Develop Command-wide C2 capabilities to address challenges of the future joint operating environment). JECC will support this priority by boosting Defensive Cyber Operations capabilities that enable C4ISR Mission Assurance from the battlefield s austere edge to the central DOD domain. [7]

9 Figure 3 e. Defining The Core. JECC executes a number of roles and functions in the joint environment and is prepared to support the full ROMO. It has service members across the globe supporting mission partners (e.g. Combatant Commander C2 requirements, crisis action planning, deliberate planning, public affairs support, and other emerging requirements). Concurrently, JECC remains engaged with stakeholders that also support the warfighter downrange. However, as JECC performs its mission, key tenet #3, (identify and articulate The Core of what JECC is and what is provided to mission partners), must be on the forefront. In the current environment of fiscal austerity and competing demands for JECC s limited capacity, the command must recognize and understand this key tenet. f. The Next Five Years. Over the course of this campaign, a major focus for JECC is to ensure it maintains the ability to execute high-end demand requirements to accelerate establishment of Joint Task Force Headquarters (JTF-HQ) during Major Combat Operations (MCO). The challenge for JECC is to remain dedicated to this goal while still executing the dayto-day activities to fulfill lower-demand warfighter requests. At least two opportunities over the next five years will facilitate the ability to meet high-end demand requirements. This forms JECC Course of Action (COA) narrative: (1) JFHQ Way-Ahead. JECC subordinate elements will proactively manage capacity of their respective contributions to the deployable JFHQ package IOT to balance resources. They have identified their shortfalls during JFHQ operational gap analysis for deployable capabilities. [8]

10 However, two factors affect the way ahead for the JFHQ. First, there are negative perceptions toward growth, which nearly eliminates the possibility for JECC to fill these JFHQ capability gaps. Second, JECC has the ability to influence what the JFHQ enabling package will ultimately look like. As a result, the JFHQ deployable package will need to be right-sized to best meet CCDR requirements while also acknowledging the current environment of austerity. Figure 4 below depicts JECC Core, establishing the full ROMO from deliberate planning support to major combat operations, and what it provides for each scenario. Note that this framework is descriptive rather than prescriptive. JECC support can always be tailored to specific missionpartner requirements. The support packages below can be used together or as pieces (i.e., modular). Figure 4 (2) JECC Association with Operational Plans (OPLANS). JECC, in accordance with Global Force Management Implementation Guidance (GFMIG), has been allocated to the GRF. [9]

11 JECC has refrained from, with very limited exceptions, including itself in CCMD OPLANs, particularly regarding insertion into the Time Phased Force Deployment Data (TPFDD) databases; the former rationale was that inclusion in TPFDDs will restrict JECC s flexibility and responsiveness to the GRF. However, JECC CDR has established two mitigating factors to limit significant restrictions: JECC inclusion in OPLANs, and their associated TPFDDs, will be limited to only those Level IV OPLANs specified in the 2016 National Military Strategy. JECC forces will only be apportioned into TPFDDs. This ensures our forces are available for execution but not locked in to the same degree as if allocated. The exception is JCSE, which has been allocated in some plans. Other benefits include JECC's increased relevance to CCMDs, allowing us to better define our "Core" and providing a predictable baseline for JECC involvement in MCO. NOTE: In addition to the broad narrative prescribed above, there is a complementary progression of decisive points, decision points and tasks along the four LOEs. Through common understanding of JECC and "Institutional Uncertainty" Centers of Gravity (COG), they drive the command toward achieving its desired effects, related objectives, and, ultimately, the desired end state. A further breakdown of decisive points is provided on Page 10, presenting a Plan of Action & Milestone (POAM) over the course of this Campaign Plan. [10]

12 Figure 5 [11]

13 Fiscal Year FY 16 FY 17 FY 18 FY 19 Decisive Points Training events and schools updated to meet emerging requirements (Operations) JECC services consistently requested by CCMDs (Operations) Joint Training School prioritize JECC students (Engagements, Training) JECC priority for joint military education that requires service allocation (Engagements, Training) CCMD advocacy for JECC (Engagements) HASC/SASC supports JECC funding (Innovations) Congressional advocacy for JECC (Engagements) Training events and schools updated to meet emerging requirements (Operations) JECC services consistently requested by CCMDs (Operations) JECC innovations interoperable with service capability development (Innovations, Engagement) Partnership with JS J7 defined (Innovations, Engagement) Billets/JDAL updated to meet emerging requirements (Innovations) JCSE accepts responsibility for 3 x DJC2 cores (Operations) CJCS/OSD recognizes JECC as global joint enabling capabilities integrator (Engagements) Training events and schools updated to meet emerging requirements (Operations) JECC services consistently requested by CCMDs (Operations) HASC/SASC supports JECC funding (Innovations) Services buy in to support JECC capabilities (Engagements) JCSE JFHQs capability available for mission-partner support (Operations, Innovations) Joint Doctrine of joint enabling capabilities published (Innovation, Engagements) Training events and schools updated to meet emerging requirements (Operations) JECC services consistently requested by CCMDs (Operations) [12]

14 FY 20 Training events and schools updated to meet emerging requirements (Operations) JECC services consistently requested by CCMDs (Operations) HASC/SASC supports JECC funding (Innovations) JECC Billets/JDAL authorized and filled (Operations, Training) Figure 6 (3) JECC Commander s Critical Information Requirements (CCIR) & Decision Points. Over the next five years, there is the potential for refinements to this Campaign Plan. These changes will be executed through the annual JECC OPORD or branch plans. There are a number of decision points for JECC Commander, some of which are one-time decisions, and others that are executed at least annually as follows: Yearly Decision Points: FY Engagement Plan, Annual Training Plan, and Annual Campaign Plan review. Single-Event Decision Points: Branch Plan required for invalid assumption, unanticipated resource changes (time, budget, manpower, & equipment), and revision to the 4 x JFHQ construct. In order for JECC staff and subordinate commands to best support the Commander s decisionmaking process, the following CCIRs have been identified for monitoring and evaluation: Friendly Forces Information Requirements (FFIR) o Any High-Value (HV) adds/deletions to engagement plan? o Indications of loss of support for MRX from mission partner? o Significant change to JECC s guiding strategic documents? o Indications of billet cuts or increases? o Indications from RFIs that invalidate assumptions? o Mission partner(s) indicate demand-signal change? Priority Intelligence Requirements (PIR) o Indications of unanticipated resource change? o Negative actions from HV stakeholders/mission-partners [13]

15 g. Tasks to Subordinate Units & Staff. Tasks to execute this Campaign Plan will be provided in JECC annual OPORD. i. Coordinating Instructions. (1) This JECC 2020 Campaign Plan supersedes JECC Strategy. (2) Recommend other US Government Agencies for engagement to JECC HQ based on operations, exercises, training, or other venues. (3) Maintain an understanding of CCMD requirements. (4) All JECC personnel refer to JECC Communication Strategy for talking points, themes and messages, and general public-release information. (5) All JECC subordinate units and J-codes will participate with the Deployment Working Group (DWG), Strategic Engagement Working Group (SEWG), and JECC 2020 Campaign Plan assessment as needed. 5. Assessing the Campaign Plan. (Ensuring Synchronization and Enabling Decisions) a. A key component of the Commander s Decision Cycle is assessment. This step determines the results of actions taken to achieve mission objectives and identifies potential recommendations to the Commander for future operations and plans. b. There are three elements of assessment that provide the Commander with critical information to inform guidance for future plans: (1) First is to determine where the command is along the path to achieving effects and associated objectives using measures of effectiveness (MOEs). This assessment is driven by data-based feedback. (2) The second element provides context to, the (so what?), of the initial assessment. In this deeper analysis, the collected data is examined to identify why (or why not) a particular effect is being achieved. It could be that the prescribed actions were not completed, completed [14]

16 incorrectly, or that new or additional actions are required. Alternatively, the assessment metrics themselves may need to be reconsidered. (3) The third element of assessment provides recommendations. This deliverable, shaped by the two preceding assessment elements, identifies What s next? recommendations and informs follow-on Commander s planning guidance. c. Assessment for JECC 2020 plan will occur quarterly and be briefed to JECC Commander no later than the first month of the each quarter. Figures 7 thru 11 on the next two pages provide the assessment linkage from Measures of Effectiveness (MOE) and effects to JECC objectives. Each objective is color-coded, and those effects applicable to more than one objective are multicolored for the appropriate objective it supports. JECC annual OPORD will provide the MOE indicators (MOEI). The MOEI will show, either qualitatively or quantitatively, our progress in each MOE. Each objective is color-coded and those effects applicable to more than one objective are multicolored for the appropriate objective it supports. (1) Objective 1 Assessment. [15]

17 Figure 7 (2) Objective 2 Assessment. Figure 8 [16]

18 (3) Objective 3 Assessment. Figure 9 (4) Objective 4 Assessment. Figure 10 (5) Objective 5 Assessment. [17]

19 Figure Strategic Engagement & Communication. (What We Say and Do) a. Communication Strategy: JECC conducts operations, training, and engagements with, and communication to, stakeholders to ensure mission-partners and stakeholders understand JECC capacities to integrate relevant, ready, and responsive joint communicators, planning and public affairs support to emergent Joint Force requirements. [18]

20 Figure 12 JECC s engagement strategy supports USTRANSCOM s strategic objectives and the command's core tasks. Engagement activities and supporting communications are synchronized across the command, through the Strategic Engagement Working Group (SEWG), to support the GCCs, FCCs, JTF-capable HQs and other government organizations & agencies. The command will execute a focused and synchronized strategic engagement plan that informs our key stakeholders about the capabilities JECC provides to our nation's Warfighters. Activities include but are not limited to exercise support, deployments, and Mil-to-Mil engagements. All JECC personnel must be able to deliver the elevator speech. 7. Administration & Logistics. JECC relies on gaining commands to satisfy the support requirements of an MTP or JFHQ package upon its arrival in the area of operations. This [19]

21 includes (as needed) transportation, command-and-control connectivity (secure/non-secure voice and data), billeting, messing, administrative support and supplies, force protection, health services, a classified working environment, and ammunition/weapons storage. 8. Command & Control. The points of contact for this Campaign Plan are: Mr. Chuck Bradbury, JECC J/58 Director, at , raymond.c.bradbury.civ@mail.mil LTC David Zelkowitz, JECC Deputy J5/8, at , david.m.zelkowitz.mil@mail.mil 9. Summary. (JECC 2020: Complying with Strategic Guidance, Flexibility for the Future) JECC s Campaign Plan outlines how JECC will conduct, synchronize, and align its activities and functions in order to attain applicable USTRANSCOM priorities and major objectives. This plan will be executed yearly through an annual OPORD that will account for evaluation of decisive points, decision points, and changes in strategic guidance. It will also capture the specified and implied tasks to subordinate commands. The key takeaway for this Campaign Plan is to understand JECC requirement to execute high-end demand requirements resulting from establishment of JTF-HQ during MCO while still executing the day-to-day activities necessary to fill lower-demand mission partner requests. Over the next five years, there are two ways JECC will get there: 1) identification of our core and the subsequent right-sizing of the JFHQ enabling packages; 2) inclusion in certain CCMD OPLANs. [20]