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Navy Information Dominance Corps Human Capital Strategy 2012-2017

navy-informatino-dominance-human-capital-strategyIDC Human Capital Mission – Build and sustain an agile Total Force that acquires, exploits, and employs ID capabilities to achieve Navy mission requirements.

IDC Human Capital Vision – Attract, develop, and retain a cohort of highly trained and competent officers, enlisted, and civilian professionals who are fully integrated with the Navy’s combat forces, and delivering warfighting effects (including Cyber Warfare) to Naval and Joint forces across the full spectrum of military operations.

Developing and sustaining a viable and responsive Information Dominance Corps (IDC) requires a commitment to workforce planning and management processes, delivery of a Corps-wide learning continuum, and cultivation of an identifiable, inclusive Information Dominance culture and ethos. This Human Capital Strategy constitutes the first installment on that commitment and provides a structured, balanced and deliberate approach for ensuring the Navy’s IDC is qualified, ready and sustainable. It is framed on four strategic goals, each supported by a set of measurable objectives, which drive their implementation:

  • Manage the Corps as a Total Force
    1. Develop a strategy for the effective utilization of all components of the Total Force, including a specific plan of action for the civilians across the IDC.
    2. Identify which ID human capital advantages are complementary to the overarching operational mission.
    3. Create and strengthen partnerships with centers of innovation and thought leadership within the Federal, Defense, and private sectors.
  • Build Competencies through Training, Education, and Experience
    1. Validate IDC core competency framework and refresh the Community-specific competency models.
    2. Conduct competency-based training needs assessments.
    3. Conduct analyses to prioritize, resource, and sequence training development, modification, and repurposing efforts.
    4. Develop cross-functional ID career paths.
  • Strategically Integrate and Align the IDC Workforce with Mission and Capability Requirements
    1. Define the mission requirement (duties and tasks).
    2. Translate mission requirements into capability requirements.
    3. Develop a resourcing strategy for the fulfillment of capability requirements (manpower).
    1. Orient the total Navy workforce to the IDC mission and vision through a multi-mode, leadershipdelivered strategic communication initiative.
    2. Leverage kill chain concepts (integrated fires) to depict and communicate the process through which ID discipline contributes to the delivery of warfighting effects.

The Information Dominance Corps Human Capital Strategy reflects the essential value we place on people at the leading-edge of the Navy’s Information Dominance capability. It likewise reinforces the IDC’s commitment to creating an environment that capitalizes on talent, further develops expertise, advances professional careers, and promotes the fullest contribution to the ID mission. The Human Capital Strategy provides direction to the workforce and to the supporting Manpower, Personnel, Training & Education domain that ultimately drives the IDC as a profession. This strategy sets the IDC on a path towards success as information becomes a principal warfighting pillar in the Navy’s arsenal. The IDC’s success depends on agility, flexibility, and adaptability to deliver the right people with the right skills, at the right time and place, and at the best value. We are committed to leveraging the best

This IDC Human Capital Strategy supports the Navy Strategy for Achieving Information Dominance, additional related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; Navy Cyber Power 2020; the Naval Intelligence Strategy, 2013-2020; and, the 2013 Navy Space Strategy. Within this integrated framework, the Navy begins in earnest the process of marshaling its resources, galvanizing the workforce, and aligning Navy’s Information Dominance capabilities to fully enable the Navy’s primary tenet of Warfighting First.

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Right off the bat if you can’t tell that the Defense Information Systems Agency, or DISA, is going mobile you should probably be in another line of work (there are 11 Apple iPads pictured on the cover page).

Leveraging the CJCS’s direction to focus on continuing to create Joint Force 2020 and with  the relatively new leadership in Lieutenant General Ronnie Hawkins Jr., USAF, DISA intends to focus initially on the following areas:

  • Global Defense Posture – While maintaining DISA’s focus on the current fight in Afghanistan and their ongoing engagement efforts in Europe and Africa, they will adjust their operations to accommodate the Department’s shifts in global defensive posture towards the Asia-Pacific region. DISA will lead the development and operation of a layered, fault-tolerant enterprise information environment consisting of rapidly deployable components that allow for contingency operations in a full range of conflict.
  • Cyber Command and Control (C2) – DISA will posture the Agency in concert with U.S. Cyber Command to expand Defensive Cyber Operations (DCO) and DoD Global Information Grid Operations (DGO) mission support through evolving and innovative initiatives.
  • Nuclear Command, Control, and Communications (NC3) – DISA will focus attention on developing and enhancing enterprise solutions in support of national leadership and nuclear command and control.
  • Joint Information Environment (JIE) – DISA will be the lead for the JIE Technical Synchronization Office (JTSO). They will enable a consolidated, collaborative, and secure JIE enabling end-to-end information sharing and interdependent enterprise services across the Department.
  • DoD Cloud Services – DISA will enable rapid provisioning of services for the Department as the DoD Cloud Services Broker, and they will converge components of the enterprise for a more efficient and affordable architecture through consolidation of data centers, NetOps centers, and migration to cloud computing.
  • Mobility – DISA will promote rapid delivery, scaling, and utilization of secure mobile capability leveraging commercial mobile technology to enable an agile deployment environment for new and innovative applications to support evolving Warfighter requirements.
  • Acquisition Agility – DISA will employ an acquisition strategy that reduces procurement cycle times and accelerates delivery of critical capabilities. Incremental development, preplanned product improvement, and agile development will be key in our acquisition strategy.
  • DISA First – DISA will serve as DoD’s early adopter for new enterprise capabilities. This will allow us to validate the capability meets the stated requirements, identify and resolve any issues with the capability, and demonstrate the operational viability of the capability

disa-strategic-shiftsDISA’s Vision: Information superiority in defense of our Nation.

DISA’s Mission: DISA, a Combat Support Agency, provides, operates, and assures command and control, information sharing capabilities, and a globally accessible enterprise information infrastructure in direct support  to joint Warfighters, National level leaders, and other mission and coalition partners across the full spectrum of operations.

DISA Strategic Goal’s 2013 – 2018:

  1. Evolve the Joint Information Environment. Evolve a consolidated, collaborative, and secure joint information environment, enabling end to end information sharing and interdependent enterprise services across the Department that are seamless, interoperable, efficient, and responsive to joint and coalition Warfighter requirements.
  2. Provide Joint Command and Control (JC2) and Leadership Support. Engineer, provide, and enhance command and control (C2) and mission partner information sharing capabilities to enable decision makers with the ability to exercise authority and direction over assigned and attached forces and resources while rapidly and effectively sharing information across the strategic, operational, and tactical spectrum of operations. DISA will lead the development and evolution of JC2 capabilities used to plan and execute the full range of joint, interagency, and multinational military operations.
  3. Operate and Assure the Enterprise. Provide adaptive and innovative cyber/network command and control (C2) to enable responsive operations and defense of a joint and coalition enterprise information environment in a contested or degraded cyber battlespace ensuring information superiority in defense of our Nation across the full spectrum of military operations. Evolve our cyber and network operations capabilities to function under dynamic conditions responding to increasing Warfighter information requirements, increased demand for operational efficiencies, and shifts in the global defense posture. DISA must actualize a resilient and responsive operational structure with advanced technology, synchronized processes and procedures, and a highly-trained workforce that is prepared to consistently and rapidly adapt to changing circumstances and respond to crisis and contingency requirements around the world, on demand.
  4. Optimize Department Investments. Enable the Department to maximize use of its resources by providing cost efficient capabilities; an effective and defensible infrastructure; and standardized support services, business processes, and policies that enable the rapid infusion of technology into the enterprise.
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