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CNO Position Report 2012
As stated in “Navigation Plan 2013-2017,” this is the CNO’s Position Report for 2012.  It describes the U.S. Navy’s progress toward the vision identified in the CNO’s Sailing Directions. The CNO Sailing Directions are sound and remain the  foundation for planning and decision making. Similar to what the USN does at sea (for example, the Eight O’ Clock Report), this Position Report “takes a fix” on where the Nay is today and identifies “course and speed” changes to keep it on track and counter the effects of “set and drift” – emerging challenges that will tend to take the USN off track.

The main points are aligned with the CNO’s Tenets from his Sailing Directions.

Warfighting First - We will develop strategies and capabilities to command the sea and project power. As described in our Air-Sea Battle Concept we will enhance enduring U.S. advantages and create new ones to overcome threats to our freedom of action and exploit our adversaries’ vulnerabilities.

  • We will continue developing, fielding and integrating unmanned air vehicles into air wings including X-47B UCAS-D and UCLASS.
  • We will sustain our undersea dominance by implementing a networked approach including aircraft, subs, off-board sensors, communications and unmanned vehicles.
  • We will accelerate fielding of procedures and systems to make the electromagnetic spectrum and cyberspace a primary warfighting domain.
  • With the other sea services we will revise our maritime strategy, “A Cooperative Strategy for 21st Century Seapower”, to address the challenges and threats facing us in the near future.
  • We will develop concepts to guide future amphibious operations, building on the ongoing “Single Naval Battle” effort with the Marine Corps.
  • We will describe “How We Fight” in detail with a book-length project to educate the force and guide future doctrine and operational concepts.

Operate Forward - We will ensure the ability of our forces to sustainably operate forward at the maritime crossroads with relevant warfighting capability.

  • We will reconcile our global responsibilities for presence with the need for reasonable individual tempo and sustainable training and maintenance plans.”
  • We will deploy USS FREEDOM to Singapore in early 2013 and complete work to homeport the first two destroyers in Rota, Spain in 2014.
  • We will station three additional patrol craft in Bahrain with rotating crews and permanently homeport in Bahrain the crews of four minesweepers, complemented by new minesweeping systems that expand their capability.

Be Ready - We will continue to focus on the proficiency and confidence of today’s fleet with today’s systems and weapons, while addressing factors that detract from safety and readiness.

  • We will monitor and sustain the “Health of the Force;” in particular we will restore tracking of individual operational tempo (ITEMPO) alongside other measurements.
  • We will develop and implement strategies to attack sexual assault and suicide.
  • We will raise the number of Sailors at sea and address fleet manning “fit” deficiencies in an enduring way.
  • We will implement a comprehensive plan of action to integrate LCS-class ships into the fleet, led by an “LCS Council.”

We have already seen movement on this position report with the deployment to the Western Pacific of the USS FREEDOM; much work remains in the area of sexual assault and suicide.

[CNO's Position Report]

 

 

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Navy Cyber Power 2020 (NCP 2020)

navy-cyber-power-2020Navy Cyber Power 2020 identifies distinct qualities the Navy must possess to succeed, and introduces methods to build a relevant and extremely capable Navy Cyber warfighting force for the future. This strategy examines cyberspace operations from multiple vectors, and considers challenges and influencing factors beyond traditional operational aspects. The way we acquire systems, train cyber professionals, and choose technologies to meet our requirements directly impacts our ability to deliver credible capabilities to deter or contain conflict, and fight and win wars. Implementation and sustainment of this strategy will operationalize cyberspace with capabilities that span all warfighting domains and provide superior awareness and control when and where we need it. Executing this strategy will be hard work and will take a concerted effort at all echelons.

Navy Vision for Cyberspace Operations - The vision to achieve Navy Cyber Power 2020, is that Navy cyberspace operations provide Navy and Joint commanders with an operational advantage by:

  • Assuring access to cyberspace and confident Command and Control (C2)
  • Preventing strategic surprise in cyberspace
  • Delivering decisive cyber effects

The focus areas and their desired End-States of Navy Cyber Power 2020 are:

  • Integrated Operations -Fully integrate Navy cyberspace operations in support of achieving Joint Force objectives.
    1. Define Cyber Information Needs
    2. Evolve Doctrine and OPLANS
    3. Routinely Exercise and Assess
  • Optimized Cyber Workforce - Drive Navy and Joint cyberspace operations with an effectively recruited, trained, and positioned workforce.
    1. Provide an Adaptive Navy Force Model
    2. Change the Culture
    3. Strengthen Navy Cyber Knowledge
  • Technology Innovation - Leverage industry, academia, and Joint partners to rapidly update Navy cyberspace capabilities to stay ahead of the threat.
    1. Deliver Cyber Situational Awareness (SA)
    2. Lead Joint Cyber Modeling, Simulation, and Analysis
    3. Pilot New Technology
  • PPBE & Acquisition Reform - Enhance cyber budgeting and acquisition to meet the Navy’s cyber operational needs.
    1. Integrate Cyber Requirements
    2. Integrate Cyber funding Across Navy budget
    3. Advance Acquisition to pace Industry

The Secretary of Defense’s strategic guidance (DSG) highlights the critical role cyberspace operations play in the success of the Joint Force across all mission areas; the documents below focus on the Cyber Warfare aspect of the DSG. The Nation’s success in the maritime domain depends upon our ability to project power and prevail in cyberspace. Navy Cyber Power 2020 strategic initiatives provide the ways and means to achieve and sustain the Navy’s advantage in cyberspace.

We will issue a supporting roadmap detailing lead and support organizations for each strategic initiative and the major actions necessary to accomplish them. However, as cyberspace evolves the Navy’s leadership will periodically assess the strategy of Navy Cyber Power 2020, to ensure it effectively guides the Navy’s efforts to maintain an operational advantage in cyberspace. Furthermore, the Navy will institute a comprehensive set of strategic performance measures to track the Navy’s progress and ensure that our actions are having the desired effect. When necessary, we will adjust course to respond to, if not anticipate, change that continues apace. Our success in cyberspace requires an “all hands” effort, from the Pentagon to the deck plate.

Navy Cyber Power 2020 supports the Navy Strategy for Achieving Information Dominanceadditional related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; the Navy IDC Human Capital Strategy, 2012-2017; 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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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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