United States Navy: Chief of Naval Operations - Top Five Priorities, 2003 Report on
Graphic titled CNO Top Five Priorities
Status of Top 5 Priorities for 2003

Last year, I asked each of you to tackle our Top Five priorities in new ways to "Be Ready;" to protect our nation, bases, ships and Sailors; to achieve the efficiencies needed to buy more ships and aircraft; to accelerate Sea Power 21 capabilities; and to streamline and align the manpower and skills mix. The performance of our Navy was most impressive; success was attained in every one of these areas.

The following is a specific list of our Navy's extraordinary accomplishments in 2003:

I. MANPOWER

blue dot Sea Warrior. The right skills, in the right place, at the right time.
  • Accelerated Sea Warrior (SW)
    • Demonstrated 4 of 5 SW components: Career Management Systems (CMS), Growth & Development (5 Vector Model (5VM)), Mission Performance System (CFFC), and SeaPrint (NAVSYSCOM)
    • Introduced the 5VM pilot programs for active and reserve AG, MS, and IT ratings.
  • Created web-based career management pilot program.
  • Adjusted the skill mix in the Fleet to improve fleet readiness using the Perform to Serve (Retrain to Retain) and the Selective Reenlistment Bonus (SRB) programs.
    • SRB - adjusted in June of 03 to target NECs vice ratings.
    • Perform to Serve - fully implemented for CREO 3, Zone A.
  • Expanded the Team Detailer Outreach program. Contacted 99.8% of commands with Team Detailing procedures.
  • Continued to align the Fleet on personnel development issues: Established Strategic Communications Office, Signal Flags and 1-800 number; Conducted Career Decision Fairs; Expanded Navy Career Counselor training.
    • Refined the Command Master Chief selection and assignment process through one CMC board with worldwide assignability.
    • Completed OCS Attrition Study Group - CNETC implemented process improvements based on study group recommendations.

blue dot We must continue to mentor our Sailors
  • Created a taskforce to study performance appraisal systems. Currently piloting PeopleSoft e-Performance, an electronic appraisal and counseling system, at Navy Personnel Command (NPC), RESFORCOM, CNATT and USS LAKE ERIE.
  • Continued to create a mentoring culture in our Navy through multiple approaches.
    • Mentoring Handbook and other information regarding mentorship is now available on the Navy Knowledge Online website (www.nko.navy.mil )
    • All members of CPF were assigned a mentor.
    • SPAWAR conducted a Master Chief Symposium and published a mentoring instruction
    • OJAG incorporated mentoring into their Strategic Plan
    • NAVSUP instituted individual development plans and corporate training programs

blue dot We must recruit and retain the right people
  • Met Navy recruiting goals for 26 consecutive months.
  • Balanced the Perform to Serve initiatives and attrition goals. Reduced total attrition by 10% (Zone A -8%, Zone B-19%, Zone C-44%).
  • Grew our Top 6 by meeting our reenlistment goals for 2003.
    • Zone A +5.7% to 61.7%
    • Zone B +3.3% to 76.3%
    • Zone C +2.1% to 88.1%
  • Increased number of high school graduate recruits to 94.2%, up 2.3% from FY02 levels.
  • Increased percentage of recruits with college experience from 5.6% in FY02 to 7.8% in FY03.
  • Reviewed policy on High Year Tenure (HYT) order to optimally shape our force.
    • Revised E-6 HYT from 22 to 20 years (effective 30 Sep 03)
    • Revised E-4 HYT from 10 to 8 years (effective 31 Aug 03)

blue dot Diversity. We will value our unique backgrounds, traditions, and experiences.
  • Developed the Navy Diversity Strategic Framework, Diversity message, and communications plan.
  • Completed an assessment of diversity trends and opportunities in the Navy and identified issues will be addressed by Strategic Framework.
  • Minority officer contracts increased 27% in FY03
  • Minority applications at the US Naval Academy have increased by 26.5% over the last three years.
  • Minority Sailor applications for the Seaman to Admiral program increased 15% over FY02 applications.
II. CURRENT READINESS

blue dot We must continue to improve fleet readiness.
  • Developed the Fleet Response Plan (FRP), and the supporting Integrated Readiness Capability Assessment (IRCA), that will enable us to surge 50% more combat power on short notice to deal with future unforeseen global contingencies.
  • Reduced enlisted at-sea gaps from approximately 4,000 in FY02 to 2,000 in FY03 and maintained C-2 manning status for all deploying units at least six months prior to deployment.
  • Installed the TYCOM Readiness Management System (automated system that provides essential, up to date, training readiness data) as the common readiness database in support of the joint Global Command and Control System.
  • Continued the effort to reduce class "A" mishaps throughout the Navy.
    • 44 mishaps in FY03 (29 aviation, 6 afloat, 9 ashore) this is a 10% reduction from FY02 numbers and the 2nd lowest number in the last five years.
    • New safety initiatives include an INSURV (Inspection and Survey) waterfront workshop, Aviation and Surface Culture Workshops, and Naval Air Force's Operational Risk Management and Fundamentals Campaign
  • Began to implement a plan that adjusts the reserve billet structure and mission areas in order to support Sea Power 21
  • Established Naval Reserve FORCECOM (subsumed reserve TYCOM staffs)
    • Implemented web-based New Order Writing System (NOWS)
    • Business case studies for each Naval Reserve capability will determine best AC/RC mix.
  • Fleet Manning and Optimal Manning experiments concluded with positive results. Initiatives are being implemented in the Fleet with estimated savings of $52M per year. Additionally, expanded Sea Swap to 4 DD and 3 DDG crews.

blue dot We must sustain the war against terrorism
  • Standardized Fleet-wide deferred maintenance reporting procedures, validated actual costs of deferred maintenance, and reduced the ship depot maintenance backlog by 74% ($418M 9/02 $110 9/03)
  • Increased Engine Reliability Fix (ERF) program funding in PR-05 to increase time on wing 30-50% and developed plans to reduce aviation depot-level repair cost growth by improving aircraft reliability.
  • SHIPMAIN process neared completion to increase efficiency in ship maintenance planning and execution.
    • Ship maintenance teams being established in all ports
    • Depot Master Specification Catalogue to be established in early 2004
    • Modernization process changes to be implemented in FY04
    • Figure of Merit for use in assessing priority of work items in development
    • SHIPMAIN Process Integration Team (PIT) developed and is currently reviewing metrics
    • Consolidated Puget Sound Naval Shipyard and the Intermediate Maintenance Activity Northwest under Commander PSNS and CFFC Regional Maintenance center. PSNS
  • Included SOF interoperability, inter-agency coordination, Carrier Strike Group/Expeditionary Strike Group (SCG/ESG) tactical requirements and global MIO/LIO training within the Inter-Deployment Training Cycle (IDTC).

blue dot We must provide for homeland security and force protection
  • Promulgated a CFFC notice C3300 to establish a standard security footprint and establish standard use of force protection personnel in CONUS and overseas. Incorporated the content of this notice into CFFC's Antiterrorism/Force Protection instruction.
  • Increased the number of Master At Arms (MA) designated personnel to 7,164 increase of 56% from 2002 (4600).
  • Developed relationships with federal law enforcement, Treasury/Customs, Justice/FBI, Department of Homeland Security/Coast Guard, CIA, NORTHCOM, JFCOM, CFFC to improve Maritime Domain Awareness (MDA) collection, analysis, production, and dissemination.
  • CFFC developed guidance and established a template for the acquisition of promising ATFP technologies. Naval Air Station North Island (NASNI) is performing operational testing of these technologies.
  • Delivered enhanced medical surveillance, detection, and protection capabilities.
    • 4 Forward Deployable Preventive Medicine Units stood up (3 deployed for OIF)
    • Deployed presumptive biological agent testing to all ships
    • Developed web-based Chemical, Biological, Radiological, Nuclear, or High-Yield Explosives (CBRNE) training.

blue dot OIF/OEF Current Readiness Accomplishments
  • 7 aircraft carriers and 9 big deck amphibious ships were among the 164 U.S. Navy ships to deploy worldwide
  • The Military Sealift Command sailed and chartered more than 210 ships and moved 94% of the nation's joint and combined capability to the fight
  • Deployed 3 Fleet Hospitals, a Hospital Ship, 3 Forward Deployed Preventive Medicine Units, and 3,477 medical personnel and developed a 10 bed Expeditionary Medical Facility for rapid deployment

III. FUTURE READINESS

blue dot Sea Power 21
  • Implemented Naval Capability Package organization that supports Sea Power 21.
    • Developed and implemented metrics to identify, prioritize, invest in, and track progress of programs that contribute to MCPs.
  • Developed common campaign Blue CONOPs in 2009/2012/2020 timeframes that will serve as a basis for Mission Capabilities Package analysis.
  • Partnered with the USMC and developed the Naval Operating Concept for Joint Operations. Signed by the CNO and CMC on 24 Apr 03.

blue dot Sea Strike. Projecting precise and persistent offensive power.
  • Developed Information Operations (IO) as a major warfare area. Continuing to define IO requirements, coordinating with other Services and the Department of Defense.
    • Transferred Navy Computer Incident Response Team (NAVCIRT) to Navy Component Task Force - Computer Network Defense (NCTF-CND)
    • Attached Navy Psychological Operation (PSYOP) liaison officer to Army's 4th Psychological Operations Group
    • Staffing Navy Offensive Computer Network Operations Planning Group
    • Completed Navy Information Warfare Staff Officer pilot course.
    • Deployed enhanced IO capabilities with CONSTELLATION CSG and ESG-1
    • Incorporating IO into Junior Military Officer (JMO) Curriculum and War Games
  • Deployed the PELELIU ESG in August 03. ESG IDTC, CONOPs, and staff training established.
  • Incorporated SOF interoperability into the IDTC via the Joint Task Force Exercise (JTFEX)
  • Completed the Sea Strike and FORCEnet Naval Capabilities Packages (NCP)
  • Partnered with USMC to participate in Fires and Maneuver MCP, Ship to Objective Maneuver (STOM) analysis, Sea Basing war game and Joint Forcible Entry Operations (JFEO) study.

blue dot Sea Shield. Projecting global defensive assurance.
  • Developed a strategy to improve ASW
    • Task Force ASW was completed and briefed to CFFC
    • Established Fleet ASW Command
    • Standing up ASW Force Improvement Development Team as part of Sea Trial, aligning Office of Naval Research (ONR) Littoral ASW Future Naval Capabilities (FNC).
  • Developed ASW, MIW, and LCS CONOPs in order to enhance sea and littoral capabilities.
  • Accelerated work with the Missile Defense Agency (MDA) to deploy initial sea-based ballistic missile defense
    • Surveillance and Tracking DDG deployments 01 OCT 04
    • Delivery of engagement capability to Lake Erie 1st QTR FY05
  • Provided resource recommendations to support Northern Command, enhance Maritime Intercept Operations (MIO), and increase maritime domain awareness.
    • COMNUSNAVNORTHFLT EAST/WEST operational
    • LANT/PAC Shipping Control Centers activated
    • Memorandum of agreement signed between CFFC/CPF and USCG Atlantic/Pacific

blue dot Sea Basing. Projecting joint operational independence
  • Developed a 30-year shipbuilding plan to support Global CONOPs implementation.
  • Awarded 3 preliminary design contracts for LCS Flight 0, leading to 1st LCS in 2005
  • Advanced Deployable System (ADS), UAV, and Remote Mine-hunting System (RMS), 11-meter boat, and H-60 mission packages selected.
  • Successfully completed Giant Shadow in Jan 03 to investigate SSGN modular payloads (large diameter UUV, tactical UAV, and Chem-Bio sample analysis lab).
    • Established objectives for follow-on Level of Effort (LOE) - Silent Hammer (June 04)
  • Generated surface combatant employment concept and procurement plan to integrate a fully netted and dispersed naval force.

blue dot FORCEnet. Integrating the power of warriors, sensors, weapons, networks, and platforms
  • Drafted a FORCEnet Campaign Plan defining the architecture and performance standards for implementing FORCEnet.
  • Installed CENTRIX (Combined Enterprise Regional Information Exchange) on all FY03 battle group ships in order to maximize aircraft carrier capabilities for
  • command and control, information distribution, and logistics support for Navy, Joint, and Special Operations Forces. IT-21 Next Generation Network installed on TEDDY ROOSEVELT Battle Group.
  • Completed a FORCEnet Common Operational Tactical Picture (COTP) Naval Capability Package.

blue dot Sea Trial. Accelerating enhanced capabilities to the fleet through innovation and experimentation.
  • CFFC published Sea Trial Instruction and Concept and Doctrine Development and Experimentation Plan.
  • Aligned ONR Future Naval Capabilities with Sea Power 21
  • Established a Navy and Marine Corps Flag-level Technology Oversight Group.
  • PB04 Research Development Test & Evaluation (RDT&E) funding: $11.7B (03), $12.4B (04), $2.2B/yr (FYDP)
  • PR05 RDT&E funding for FY05,06,07,08, and 09 respectively: $14.8B, $14.9B, $13.2B, $12.2B, $10.9B

blue dot Sea Enterprise. Resourcing tomorrow's fleet.
  • Established Sea Enterprise Board of Directors to reform business operations.
  • Validated $36B in FYDP savings embedded in the Navy Program of Record
  • Identified an additional $12B in efficiency initiatives for PR-05
  • Created web-based tool to share best business practices on the Flag-SES webpage.
  • Proposed and implemented numerous innovative ways to reduce the acquisition and program life-cycle costs of weapon systems.
    • Funded F404, T-56, T700, and J52 integrated engine budget
    • Established Performance Based Logistics (PBL) for F404 engine with industry for forecasting, obsolescence, a configuration management, and repair processes. In first 3 months, system backorders reduced by 29% and 85% met availability metric.
    • Multi-year procurement, Multi-ship/Multi-option, and 2-phased acquisition strategies
    • Independent Cost Assessments for PR05/POM06 Acquisition Category (ACAT) I/II programs
    • One Nuclear Shipyard management team to forecast/assign all nuclear maintenance across 4 public/2 private shipyards
  • Developed and implemented a revised Planning, Programming, and Budgeting System (PPBS) pilot program
  • Developed a plan to implement the virtual SYSCOM concept to streamline activities, achieve efficiencies, and improve interoperability between the material commands.
    • Memorandum of agreement signed between Navy, USMC and SECNAV
    • Developed draft roadmap to jointly procure radio hardware across SYSCOMs and potential across the services
    • Pursuing web-based management of ACAT Programs.
  • Identified 121 "skunk works" initiatives in Echelon II commands leading to $1.75B (FYDP) in efficiencies related to organizational streamlining, technology insertion, and divestment of non-core functions.

IV. QUALITY OF SERVICE

blue dot We will speed the revolution in training
  • Accelerated the implementation of Task Force EXCEL
  • Invested in design/infrastructure of the Integrated Learning Environment, enhancements to Navy Knowledge On-Line (NKO), and integration of the Five Vector Model (5VM)
  • Established a new organizational structure with a single resource sponsor (N00T) for individual training and education.
  • Established Director of Navy Training and Education (N00T), Naval Education and Training Command (NETC), Human Performance Center (HPC), Naval Personnel Development Command (NPDC), Naval Service Training Command (NSTC), 14 Learning Centers and 3 Training Support centers.
  • Formalized (and in process of implementing) Professional Military Education (PME) continuum for both officer corps and enlisted force.

blue dot We will continue to invest in our Sailors
  • PR05 budget:
    • Funded achievement of Homeport Ashore, moving all single sea duty Sailors to Bachelor Quarters, by FY08.
    • Funded the elimination of community heads by FY07
    • Funded the achievement of 1+1 Bachelor Housing Standard by 2013
  • Improved drug abuse prevention and training awareness. FY03 YTD testing increased (1,143,388 in FY03 vs. 1,093,036 in FY02) while positive samples have decreased (7,408 in FY03 vs. 9,363 in FY02).
  • CPF achieved a 29 percent decrease in Sailors testing positive with a corresponding 4 percent increase in drug testing.
  • On track to reduce average BAH out of pocket expenses to zero by FY05: FY03-7.5%, FY04 - 3.5%, and FY05-0%.
  • Established worldwide accreditation standards for Fleet and Family Support Centers, accreditation hand book, draft instruction, and accredited 71 sites in FY03.
  • Established partnerships with private industry to provide mobile career opportunities and enhance the Spouse Employment Assistance Program:
    • 2,250 applications from partnership with ADECCO (worldwide employment agency)
    • Began pilot of executive level employment services with Ajilon (global leader in specialized recruiting and consulting solutions) for spouses with at least a four- year degree.
  • Activated a 24 hour, 7 days a week Navy Casualty Communications Cell for Operation Iraqi Freedom.
  • Promoted Quality of Life programs to dependent families reducing dependent attrition by 50% (16.4% 8.3%)
  • CPF eliminated 2,755 inadequate family homes in FY-03 and will eliminate 12,138 total between FY00-FY07.

V. ALIGNMENT

blue dot We will better align for joint warfare.
  • Conducted warfighter talks with USMC and USAF, discussing key issues of joint warfare including command and control, operations, platforms, and weapons systems. These talks will be followed with similar talks with the Coast Guard and Army.
  • Completed plan for Expeditionary Strike Group (ESG) Command Arrangement. Additionally, CFFC and the Center for Naval Analysis will analyze models and results from the PELELIU ('03) and WASP ('04) deployments.
  • Developed a plan to establish the Missile Defense Strike Group (MDSG) to include deployment approach, ship selection, CONOPs draft, and Navy's role in Global Missile Defense.
  • Fully implemented the Training Resource Strategy (TRS). The ENTERPRISE Carrier Strike Group (CSG) was the first strike group to complete the entire EDTC using TRS before deploying combat ready.

blue dot We will continue Fleet and organizational alignment.
  • Established Commander, Navy Installations Command (CNIC) on 01 October 2003 with responsibilities for the operation, administration, and support of U.S. Navy installations worldwide. Divested 8 claimants of installation functions, reducing infrastructure management layers, and regionalizing services.
  • Approved an additional 21 officer and 3 enlisted billets for CFFC in support of CFFC's expanded mission. Additionally, 42 civilian billets are awaiting approval.
  • Established a standing Expeditionary Strike Group (ESG) in Japan with Forward Deployed Naval Forces.
  • Standardized the ESG and CSG terminology.
  • Introduced Knowledge Sharing and Training of Command Master Chiefs (CMCs) concept at the worldwide CMC/COB Conference. Created enterprise-wide Collaborative Center of Excellence on a Navy Knowledge Online portal to coordinate efforts in a virtual environment.
  • Re-organized Bureau of Medicine and Surgery to align like functions, improve support, and eliminate redundancy.

VI. ACCELERATING OUR ADVANTAGES IN 2004

These tremendous accomplishments for 2003 would not have been possible without your outstanding leadership and commitment to making our great Navy better everyday. But winning organizations never rest. Your leadership will be called upon again in 2004 as we work together to accelerate our advantages readiness, advanced technology, the maritime domain, and most of all, the genius of our people.

Reviewed: 1 August 2009