U.S.U.S. Navy Objectives For 2004
Objectives For 2004
Administrative Message R 232120Z JAN 04 FM
SECNAV Washington DC to ALNAV UNCLAS //N01420// ALNAV 008/04. By the
Honorable Gordon R. England, Secretary of the Navy.
Source: Navy Office of Information, Washington D.C., January 2004.
1. The CNO,
CMC, and I congratulate each of you on the significant accomplishments of 2003.
Together, the Navy and Marine Corps team have fought two wars, made considerable
strides in the Global War on Terrorism, and developed and implemented strategies
that will guarantee an unbeatable naval force in the decades to come. In his
recent State of the Union Address, the President stated "...and the men and
women of the American military -- they have taken the hardest duty. We've seen
their skill and their courage in armored charges and midnight raids, and lonely
hours on faithful watch. We have seen the joy when they return, and felt the
sorrow when one is lost. I've had the honor of meeting our servicemen and women
at many posts, from the deck of a carrier in the Pacific to a mess hall in
Baghdad. Many of our troops are listening tonight. And i want you and your
families to know: America is proud of you! And my administration, and this
Congress, will give you the resources you need to fight and win the war on
terror". Like the President, the CNO, CMC, and I are extremely proud of you. The
value you provide to our country is immeasurable. While the President and the
Congress ensure the armed services are adequately funded, it is our
responsibility to ensure that we make the most with the resources we have.
2. As we
begin the new year, it is essential that the leadership throughout the Navy and
Marine Corps fully understand and work toward accomplishment of our priority
objectives for 2004. This is not intended to be a comprehensive list of all that
needs to be accomplished this year. It does, however, reflect our joint
consensus on those objectives that we personally intend to manage and track to
assure that the objectives are met.
objectives for 2004:
to support the global war on terrorism through naval combat forces that are
capable and relevant to the mission assigned by the combatant commander.
and support the required forces for OIF and OEF.
Incorporate OEF and OIF lessons learned during current operations and in POM 06
Optimize DON intelligence capabilities and ensure integration with DoD-wide
Participate in public fora to emphasize the role of naval forces in the GWOT.
streamline and protect the work force for the future.
Continue to provide for the growth and development of our Sailors and Marines by
sustaining our quality of service/quality of life programs including training,
compensation and promotional opportunities, health care, housing, and reasonable
operational and personnel tempo.
implement the National Security Personnel System (NSPS) in DON.
Transform naval military personnel force by creating modern human resource
systems to achieve the objectives of Sea Power 21 and Marine Corps Strategy 21.
mishaps to be on target for a 50 per cent reduction FY02 to FY05.
c. Create a
more responsive and integrated Reserve Component (RC).
the 21st century Reserve Force structure.
Determine active component/reserve component force structure and mix that
supports the Fleet Response Plan (FRP), flexible deployment concept and global
CONOPs and new Navy missions such as Anti Terrorism/Force Protection (AT/FP).
Implement redesign of naval reserve to:
Establish common training and readiness standards for regular and reserve forces
reserve access to current equipment and tactics
Optimize command and headquarters relationships between regular and reserve
major emphasis on system survivability in POM 06.
development of Sea Shield, assess and program to reduce risk in survivability of
naval systems, platforms, units, and critical infrastructure from both
conventional and asymmetric threats.
the Department for Base Realignment and Closure (BRAC) 2005. Establish policy
imperatives to effectively support the Navy and Marine Corps 20-year Force
Structure Plan and align our shore infrastructure to support this vision.
policies to guide Department analysis of BRAC candidates through the DoD joint
process, and determine a framework for aligning post-BRAC capabilities in
support of future operating forces and concepts.
operational naval national missile defense capabilities.
organizations and processes to ensure service collaboration on key joint
concepts and capabilities and to accelerate force transformation.
up a sea basing joint concept development office.
a joint tactical air weapons office.
policies and procedures to facilitate "joint basing."
h. Take a
leadership role in shaping DoD and joint staff enhanced planning process.
Prioritize and align service participation in the business management
modernization program, joint capabilities integration and development system,
the Aldridge study and Under Secretary Wynne's analytical agenda efforts.
the planning and resourcing activities to create a better business structure by
focusing more executive time on planning, vice resourcing.
executive financial management tools to better support executive planning and
decision-making along with the financial accounting improvements needed to
obtain a clean audit.
an enterprise-wide system of performance measures fed by Echelon II level
metrics that enables effective DON management and provides linkage to the
Quadrennial Defense Review (QDR) risk areas and the President's management
in concert with DoD and Congress, a financing strategy for shipbuilding that
articulates requirements, matches them with platforms, and aligns resources with
those commitments. Explore options that differentiate these major capital
investments from other costs.
k. Work with
Congress and appropriate agencies to ensure needed training and readiness of
naval forces are not impaired by encroachments and restrictions such as urban
sprawl and local environmental regulation. Ensure effective consideration of
national defense factors in amendments to environmental laws, especially
reauthorization of the Marine Mammal Protection Act (MMPA).
closely with Congress and regulatory agencies to ensure proposed reauthorization
of MMPA is consistent with national defense needs.
Implement a robust, integrated program to assess the potential impacts of naval
activities on protected marine animal species.
Complete fleet guidance, environmental documentation, and mitigation actions for
all routine unit training evolutions and major exercises in FY04.
maintenance management to support surge requirements of the Fleet Response Plan
a strategy to support the "one shipyard" concept within the industrial base.
Establish mission funding at all shipyards.
DON and coast guard roles, missions, and homeland security relationships both in
CONUS and non-CONUS theaters of operation.
Synchronize and align information technology (IT) programs and investments/NMCI.
Identify and execute the near term application and server management decisions
to capitalize on NMCI as an enterprise IT system.
the enterprise framework and initially deploy an Enterprise Resource Program (ERP)
to manage our supply chain and to enhance and modernize our business management
4. We look
forward to receiving progress reports on each of these objectives and working as
a team to accomplish the best possible results. We commend each and every one of
you on your commitment to achieving the maximum effectiveness with the greatest
efficiency. Please ensure this message receives widest dissemination and is
posted as required reading. Thanks for all your help.
by the Honorable Gordon R. England, Secretary of the Navy.