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N <p class=MsoNormal style='text-align:justify'><st1:country-region><st1:place><span lang=EN-GB>U.S.</span></st1:place></st1:country-region><span lang=EN-GB>U.S. Navy Objectives For 2004

 

U.S. Navy 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.

 

3. DON objectives for 2004:

 

a. Continue to support the global war on terrorism through naval combat forces that are capable and relevant to the mission assigned by the combatant commander.

 (1) Provide and support the required forces for OIF and OEF.

 (2) Incorporate OEF and OIF lessons learned during current operations and in POM 06 investment decisions.

 (3) Optimize DON intelligence capabilities and ensure integration with DoD-wide intelligence efforts.

 (4) Participate in public fora to emphasize the role of naval forces in the GWOT.

 

b. Shape, streamline and protect the work force for the future.

 (1) 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.

 (2) Broadly implement the National Security Personnel System (NSPS) in DON.

 (3) Transform naval military personnel force by creating modern human resource systems to achieve the objectives of Sea Power 21 and Marine Corps Strategy 21.

 (4) Reduce mishaps to be on target for a 50 per cent reduction FY02 to FY05.

 

c. Create a more responsive and integrated Reserve Component (RC).

 (1) Define the 21st century Reserve Force structure.

 (2) 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).

 (3) Implement redesign of naval reserve to:

 (a) Establish common training and readiness standards for regular and reserve forces

 (b) Improve reserve access to current equipment and tactics

 (c) Optimize command and headquarters relationships between regular and reserve forces.

 

d. Continue major emphasis on system survivability in POM 06.

In the 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.

 

e. Posture 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.

Establish 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.

 

f. Deploy operational naval national missile defense capabilities.

 

g. Align organizations and processes to ensure service collaboration on key joint concepts and capabilities and to accelerate force transformation.

 (1) Stand up a sea basing joint concept development office.

 (2) Develop a joint tactical air weapons office.

 (3) Revise policies and procedures to facilitate "joint basing."

 

h. Take a leadership role in shaping DoD and joint staff enhanced planning process.

 (1) 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.

 (2) Balance the planning and resourcing activities to create a better business structure by focusing more executive time on planning, vice resourcing.

 (3) Develop executive financial management tools to better support executive planning and decision-making along with the financial accounting improvements needed to obtain a clean audit.

 

i. Develop 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 agenda.

 

j. Develop, 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).

 (1) Work closely with Congress and regulatory agencies to ensure proposed reauthorization of MMPA is consistent with national defense needs.

 (2) Implement a robust, integrated program to assess the potential impacts of naval activities on protected marine animal species.

 (3) Complete fleet guidance, environmental documentation, and mitigation actions for all routine unit training evolutions and major exercises in FY04.

 

l. Adapt maintenance management to support surge requirements of the Fleet Response Plan (FRP).

 (1) Develop a strategy to support the "one shipyard" concept within the industrial base.

 (2) Establish mission funding at all shipyards.

 

m. Clarify DON and coast guard roles, missions, and homeland security relationships both in CONUS and non-CONUS theaters of operation.

 

n. 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.

 

o. Create the enterprise framework and initially deploy an Enterprise Resource Program (ERP) to manage our supply chain and to enhance and modernize our business management process.

 

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.

 

5. Released by the Honorable Gordon R. England, Secretary of the Navy.

 

 -USN-


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Directeur de la publication : Joël-François Dumont
Comité de rédaction : Jacques de Lestapis, Hugues Dumont, François de Vries (Bruxelles), Hans-Ulrich Helfer (Suisse), Michael Hellerforth (Allemagne).
Comité militaire : VAE Guy Labouérie (†), GAA François Mermet (2S), CF Patrice Théry (Asie).

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