COVID-19 Guidance and Resources 2020: Updated July 28, 2020
Update to the previously published Department of the Navy Business Operations Plan for fiscal years 2020-2022.
Sec. Modly outlines the strategy for how the Department of the Navy will achieve the goals set forth in Education for Seapower.
The DON's Information Superiority Vision outlines the Secretary's vision to modernize so that the right information can be delivered to the right Sailor or Marine at the right time to defeat high-paced and evolving threats.
SECNAV Stem to Stern Comprehensive Review aims to find $40 billion in savings across the FY 2022-2026 Future Years Defense Program.
Comprehensive review of Department of the Navy Uniformed Legal Communities from SECNAV Executive Review Panel, Dec. 9, 2019.
Secretary of the Navy, Year 3 strategic vision, goals, and implementation guidance FY2020-2023
This document, signed by Secretary of Defense Mark Esper and all three military service secretaries, outlines the Department of Defense's commitment to residents of military housing and their rights as tenants.
This Arctic Strategic Outlook describes the United States Navy's strategic approach to protect U.S. national interests and promote stability in the Arctic. As an arctic and maritime nation, U.S. economic and security interests require the Navy to work closely with U.S. interagency and foreign maritime partners to safeguard access and exploitation of Arctic resources.
The Department of Defense's enduring mission is to provide combat-credible military forces needed to deter war and protect the security of our nation. Should deterrence fail, the Joint Force is prepared to win. Reinforcing America's traditional tools of diplomacy, the Department provides military options to ensure the President and our diplomats negotiate from a position of strength.
On January 27, 2017, President Donald Trump directed Secretary of Defense James Mattis to initiate a new Nuclear Posture Review (NPR). The President made clear that his first priority is to protect the United States, allies, and partners. He also emphasized both the long-term goal of eliminating nuclear weapons and the requirement that the United States have modern, flexible, and resilient nuclear capabilities that are safe and secure until such a time as nuclear weapons can prudently be eliminated from the world.
The National Strategy for the Arctic Region sets forth the United States Government's strategic priorities for the Arctic region. This strategy is intended to position the United States to respond effectively to challenges and emerging opportunities arising from significant increases in Arctic activity due to the diminishment of sea ice and the emergence of a new Arctic environment.
The National Fleet Plan identifies U.S. Navy and U.S. Coast Guard authorities, methods, and measurements to avoid redundancies and achieve economies of scale. It improves operational effectiveness and provides a mechanism to enhance integration and resource development.
The Maritime Security Cooperation Policy renews our focus on preventing war, operating forward in new and flexible ways, and being postured to prevail should conflict arise.
In a memorandum released Feb. 12, 2019, Secretary of the Navy Richard V. Spencer outlines the Department of the Navy's new focus on education.
The Education for Seapower (E4S) study was a clean-sheet review of naval learning and focused on flagship institutions like the U.S. Naval Academy, Naval Postgraduate School, and Naval and Marine War Colleges, along with a fresh look at the relationships with civilian academic institutions and corporate learning structures. The study team developed a series of observations and recommendations for continuous learning throughout the naval services.
Chief of Naval Operations Adm. John Richardson released 'A Design for Maintaining Maritime Superiority, Version 2.0,' Dec. 17, 2018. This update ensures the Navy's alignment with the most current strategic guidance, assesses the progress made since Version 1.0, and validates the initial design's characterization of the strategic environment.
In this document, we outline how our Navy will develop leaders who demonstrate operational excellence, strong character, and resilience through community at every level of seniority. The specifics of leader development will be shaped by community leaders to be consistent with this Framework, but the fundamental concepts discussed in this Framework apply to the entire Navy Team. Read it, talk about it, and put it to use.
Responding to global challenges under the leadership of the CNO and guided by the precepts of our "Design for Maintaining Maritime Superiority" the U.S. Naval Surface Force has developed its "Surface Force Strategy" which describes the return to sea control and implementation of Distributed Lethality.
After two tragic, fatal collisions and other near misses at sea, the Readiness Reform and Oversight Council's (RROC) mandate was clear: make our Navy a safer and more combat-effective force that places the safety, readiness and training of our people first. While our work is far from complete, the following report highlights progress made and areas demanding our greatest focus to ensure success.
The 2017 Navy Program Guide describes the platforms, payloads, systems and technologies already fielded, and those being developed.
The United States is an Arctic nation1 through the state of Alaska and its surrounding territorial and Exclusive Economic Zone waters located in and around the Arctic Circle. The United States Navy, as the maritime component of the Department of Defense, has global leadership responsibilities to provide ready forces for current operations and contingency response that include the Arctic Ocean.
As Arctic ice recedes and maritime activity increases, the Coast Guard must be prepared to administer and inform national objectives over the long-term. The United States is an Arctic nation, and the Coast Guard supports numerous experienced and capable partners in the region. The aim of this strategy is to ensure safe, secure, and environmentally responsible maritime activity in the Arctic. This strategy establishes objectives to meet this aim and support national policy.
QDR seeks to adapt, reshape, and rebalance our military to prepare for the strategic challenges and opportunities we face in the years ahead.
DON strategy to treat innovation beyond just about buying a new platform or weapon system; by changing the way we think, challenging outdated assumptions, and removing bureaucratic processes that prevent great ideas from becoming reality. Innovation, and ultimately the success of the naval mission, is based on three fundamental things: People, Information, and Ideas.
The Naval Research and Development Framework outlines processes for speeding new technologies from basic research into finished products, and into Sailor or Marine hands.
The NRE Addendum to the Naval Research and Development Framework includes additional detail about how the priorities in the Framework correlate to research subtopics. It further details how each of the Office of Naval Research's (ONR) six Integrated Research Portfolios (IRPs) address the priorities for their respective naval domain customers.
The "Naval Aviation Vision, 2016-2025" presents a unified U.S. Navy and Marine Corps roadmap to deliver the current readiness and future capability required of Naval Aviation in support of national strategy. This document provides a discussion of how Naval Aviation leadership intends to support "A Cooperative Strategy for 21st Century Seapower," and is aligned to the Chief of Naval Operations' guidance, "A Design for Maintaining Maritime Superiority," and the Commandant of the Marine Corps' "FRAGO 01/2016: Advance to Contact." The vision is anchored on a three-pronged approach of readiness, capability and capacity, and spans all aviation-related platforms and weapons.
The release of this strategic plan marks the five-year anniversary of Navy Fleet Cyber Command/TENTH Fleet. The deliberate design and standup of this command came at a good time in history. That standup reflected Navy's prescient appreciation for a necessary confluence of critical mission sets.
The Navy's community leader for Cryptology and Cyber Warfare released a new vision titled, "Navy Cryptologic & Cyber Warfare Community Vision" which serves as an aligning narrative for the community.
Report is in response to your request to conduct an independent Cybersecurity Readiness Review following the loss of significant amounts of Department of the Navy data. Attached are the findings of that review along with specific recommendations for your consideration as you determine the way ahead for the nation's Navy.
Experts review the Department of the Navy's cybersecurity posture. This group teamed with current operational military and civilian experts to compare Navy's cybersecurity governance structures against best practices from both government and industry for alignment of authority, accountability, and responsibility.
Report to Congress on the annual long-range plan for construction of naval vessels for fiscal year 2020 prepared by the Office of the Chief of Naval Operations.
Our Navy cannot build the framework for leadership development without first "Laying the Keel." As our future enlisted leaders proceed from the stern to the bow over the course of their careers, making each milestone, they are building the backbone of our future Navy that is enduring and deeply connected to the heritage of those that have gone before us.
Acting Secretary of the Navy Thomas Modly outlines his three broad priorities for leadership up and down the chain of command.
Remarks by the Hon. Thomas B. Mondly, during the Christening of USS John F. Kennedy, Newport News, Va.
Remarks by Thomas B. Modly Acting Secretary of the Navy Hampton Roads Chamber of Commerce, Hampton Roads, VA December 10, 2019
15 Days to slow the spread as outlined by the White House and CDC.
This document contains the official biographies of the leadership for USNS Mercy and USNS Comfort as of 2020.
Frequently asked questions about USNS Mercy.
This guidance is broadly applicable to deployable units and key enabling commands. It does not restrict Fleet, Type, or Operational Commanders from expanding, or when appropriate waiving, measures to address their units' specific circumstance while meeting our overall mission.
Strategy for maintaining cleanliness and providing quarantine spaces on Navy vessels and installations
To mitigate spread of the COVID-19 virus once discovered within a command, deployable units shall adhere to the following guidance and consider incorporating it into their standing afloat CBRN instruction. This guidance does not restrict Fleet, TYCOM, and Operational Commanders from issuing more specific guidance to units within their respective areas of responsibility.
VCNO Framework for Sailors preparing to deploy during COVID-19 pandemic.
Frequently asked questions about USNS Comfort deployment to New York City.
This comprehensive document includes Q&As on personal protective equipment, the definition of emergency essential/key personnel, emergency paid sick leave and more, updated as of April 24, 2020.
Guidelines and form for reporting symptoms, diagnosis of personnel who have been exposed to the novel coronavirus.
Guidelines based on transmission-based precautions, to aid in determining when Sailors and others may return to work; includes clarifications on policy for staying home from work, restriction of movement (ROM), quarantine, and isolation.
For commanders preparing for deployment and addressing influenza-like illness symptoms of a crew member.
The guide shows what telework capabilities exist across the Navy for military and civilian personnel.