1. RDML John Roberti Deputy Director Joint Strategic Planning
Greeting
The Overall Classification of the Briefing is UNCLASSIFIED
APEX: 9 March 2011

2. Agenda Strategy Interagency decision-making process
Strategic Planning System
Strategy Drives Processes
National Strategic Guidance
DoD Guidance and Policy
Assessments
Strategy timeline

3. Strategy
Strategy – (DoD) A prudent idea or set of ideas for employing the instruments of… power in a synchronized and integrated fashion to achieve… objectives.
Strategy based upon long term objectives and environment
Elements of Strategy:
Ends – What will be accomplished (Objectives)
Ways – How it will be accomplished / (Lines of Operation / CONOPs)
Means – Resources required to the achieve ends
Prioritizes / Focuses Resource Allocation
Identifies Risk (Acceptable / Unacceptable)
Links / Mutually Supports
Do not mean to be overly simplistic, but I put this up here to set the tone
This is war college 101 stuff, but as we have developed strategic processes to do these basic things, it has become very convoluted as you will see in the next few slides.

4. President’s Chief of Staff National Security Advisor
National Security Council (NSC)
Principal forum for consideration & integration of national security policy issues requiring Presidential determination
Members
Invited to attend every NSC mtg:
President’s Counsel
Deputy Nat’l Security advisor
Statutory Advisors
CJCS
DNI
Statutory (1947 NSA)
US Rep to UN
Treasury
Homeland Security
President
Vice President
Secretary of State
Secretary of Defense
Secretary of Energy
Attorney General
President’s Chief of Staff
National Security Advisor
National Security Council facilitates the coordination between US gov’t agencies with a role in national security affairs.
The complex challenges of today resulted in an expansion of membership to the NSC beyond the original four members of 1947.
The “interagency” is a term used loosely to define other executive departments and agencies.
National security directives and policy is set by the President through this body. Remember, they make recommendations, the President makes decisions and then its up to each individual agency and department to execute those decisions IAW the law.
(13 Feb 09)
PPD-1
Economic issues include:
Commerce
US Trade Rep
Asst to Pres for Economic Policy
Chair, Council of Economic Advisors
Homeland Security/CT issues include:
Asst to Pres for Homeland Security & CT
Science & Tech issues include:
Director of Office of Science & Technology
Other executive depts/agencies/senior officials as appropriate

5. NSC Committees
Senior interagency forum for national security policy issues
Principals
Committee (PC)
Recommends actions to the PC and reviews/monitors work of NSC interagency process (IPCs)
Chair: NSA
Sec State
Sec Treasury
Sec Defense
Attorney General
Sec Energy
Sec DHS
Director OMB
US Rep to UN
Pres. Chief of Staff
DNI
CJCS
Deputies
Committee (DC)
Main day-to-day fora for interagency coord of national security
policy
Chair: Deputy NSA
DepSec State
DepSec Treasury
DepSec Defense
Dep Attorney General
DepSec Energy
DepSec DHS
DepDirector OMB
Dep US Rep to UN
Dep DNI
Vice CJCS
Asst to VP for NSA
Interagency Policy
Committees (IPC)
Chairs: NSC Senior directors
Established at direction of DC
Convene on regular basis
Replace policy coordination committees (PCCs)
Not permanent / standing bodies
National Security Council facilitates the coordination between US gov’t agencies with a role in national security affairs.
The “interagency” is a term used loosely to define other executive departments and agencies.
The crush of important issues that go before the NSC dictate the need for smaller working groups to develop policy alternatives to be considered by the NSC.
At any one time there are dozens of these committees working issues across the government on Nat’l Security Policy.
Sub - IPCs
Invited to attend every PC:
President’s Counsel
Deputy Nat’l Security advisor
Chair: NSC directors
Action officer level working groups supporting IPCs
Country directors
Desk officers
* Others similar to PC as appropriate
* Others similar to NSC as appropriate

6. National, DoD, Joint Strategic Planning Systems
National Security Strategy – National Priorities
POTUS
SECDEF
CJCS
LEGEND
COCOM / SERVICE
National
Strategies
National Defense Strategy/QDR – Department Guidance
National Military Strategy – Strategic Direction
Employ the Force
Manage the Force
Develop the Force
Unified Command Plan – Combatant Command Missions & Responsibilities
Strategic Planning
Documents
Guidance for Employment of the Force* –
DoD Planning Guidance & Priorities
Defense Planning and Programming Guidance –
Priorities & Risk for the Future Force
GFMIG
GFMAP
Joint Strategic Capabilities Plan –
CJCS Direction for Planning/Apportionment
Operational & Regional Strategies & Plans
- Theater Strategies – Derived from UCP Missions & Responsibilities
- Global / Theater Campaign Plans – Focus on Global / Theater End States
-- Contingency Plans - Detailed Branches / Sequels to Campaign Plans
- Campaign Support Plans – Priorities/tasks to support COCOM TCPs
Force Development Products
Service / SOCOM Plans
DoD Analytic Agenda
CJCS Program Assessment –
Appraisal of Programs & Budgets
Comprehensive Joint Assessment – Integrated Global/Regional ends-ways-means-risk analysis
CJCS Risk Assessment –
Military & Strategic Risk Assessment
Joint Strategy Review
– Environment & Implications
CJCS Program Recommendations
(Capabilities / Programs / Budgets)
Feedback Mechanisms
* POTUS & SECDEF Document

7. National Security Strategy (NSS)
Title 50 U.S.C. Sec (a)(1) The President shall transmit to Congress each year a comprehensive report on the national security strategy of the United States
Shall be transmitted on the date the President submits his budget to Congress
Shall be completed no later than 150 days after a new President takes office.
Shall include a comprehensive description/discussion of the following
Worldwide interests, goals, objectives that are vital to the U.S.
Foreign policy, worldwide commitments, national defense capabilities of the U.S. necessary to deter aggression and to implement the NSS
Short & Long-term uses of the pol, econ, mil, other elements of national power to protect/promote vital interests/goals/objectives
Adequacy of the capabilities of the U.S. to carry out the NSS, including an evaluation of the balance among elements of national power
Enduring National Interests
The security of the U.S., its citizens, and U.S. allies and partners
A strong, innovative, and growing U.S. economy in an open international economic system that promotes opportunity and prosperity
Respect for universal values at home and around the world
An international order advanced by U.S. leadership that promotes peace, security, and opportunity through stronger cooperation to meet global challenges
“We must pursue a strategy of national renewal and global leadership.”

8. National Defense Strategy (NDS)
Title 10 U.S.C. 118 requires Secretary of Defense to conduct a quadrennial defense review and develop a defense strategy with a force structure and program capable of executing the strategy at low to moderate risk. Informed by NSS. Informs NMS, GEF and GDF
NDS Objectives
Defend the Homeland
Win the Long War
Promote Security
Deter Conflict
Win Our Nation’s Wars
The formal strategic direction documents for National Security are under review.
The last national security strategy was published in 2006 in the Second Bush Administration.
By statute, the new administration has 150 days to publish a new National Security Strategy .
The Obama Administration indicated that it wanted to complete several policy reviews, mandated by congress, such as the QDR, BMDR, NPR, SPR prior to completing a new NSS.
We expect the NSS to be completed in Jan and are working alongside OSD to provide inputs to the NSC on the contents of the document
In the meantime, we have a unique circumstance of having a sitting SECDEF that signed out the past NDS, and therefore consider it the clearest expression of strategic guidance that informs the DoD’s strategic direction.
"If I could describe the new NDS in one word, it would be "balance," balance between the range of capabilities to prevail in persistent asymmetric or irregular conflict, and sustaining our conventional and strategic force superiority as a hedge against rising powers.”

9. Quadrennial Defense Review (QDR)
Title 10 U.S.C. 118 requires SecDef to conduct a comprehensive review of defense strategy, force structure/infrastructure, force modernization plans, budget plan, and other elements of defense program and policies
In consultation with CJCS, SecDef must determine US defense strategy and defense program for the next 20 years, and assess the nature and magnitude of the political, strategic and military risk associated with executing the strategy.
Independent CJCS requirements: assessment of the QDR, assessment of risk, and assessment and recommendations on roles and missions
QDR will use 2008 NDS as strategic point of departure
Four Defense Objectives (Ends):
Prevail in Today’s Wars
Prevent and Deter Conflict
Prepare to Defeat Adversaries and Succeed in a Wide Range of Contingencies
Preserve and Enhance the All-Volunteer Force
The QDR assumes the strategic direction of the 2008 NDS is a baseline going forward.
It addresses the most likely threats, and will provide a force sizing and shaping construct for the services to utilize for future force planning
So far the main elements of the force planning and sizing construct are:
Prevail in Today’s Wars
Prevent and Deter Conflict
Prepare for a Wide Range of Contingencies
Preserve and enhance the force
We expect the QDR report to be released early next year either in conjunction with or shortly after the National Security Strategy and the President’s FY 11 budget.
“The United States needs a broad portfolio of military capabilities with maximum versatility across the widest possible spectrum of conflict.”

10. National Military Strategy (NMS)
Title 10 U.S.C. requires delineation of a national military strategy consistent with: (i) the most recent National Security Strategy prescribed by the President; (ii) the most recent annual report of the SECDEF to the President and Congress; and the most recent QDR conducted by the SECDEF. Informed by NSS, QDR, NDS, and CRA. Informs JSCP and provides CRA framework.
2011 NMS was signed on 8 Feb 11

11. Guidance for Employment of the Force (GEF)
Title 10, Sec 113(g):
“The SecDef…shall provide…written policy guidance
on…the priorities of military missions.”
“The SecDef…after consultation with CJCS, shall provide
the Chairman written policy guidance for preparation and
review of contingency plans.”
Articulates planning requirements and priorities
Provides strategic context, endstates, and key partners
Lists policy guidance for force allocation and posture
Merged the CPG and SCG into a near term strategic guidance document
Status:
POTUS approved, SecDef signed in May 2008
4 star chop completed 6 AUG; comments being adjudicated
Once approved by SecDef, GEF goes to POTUS for approval
OSD required to provide policy guidance (not planning guidance)

12. Joint Strategic Capabilities Plan (JSCP)
Title 10, Sec 153(a): Subject to the authority…of
POTUS and SecDef, the CJCS is responsible for:
“Preparing strategic plans...”
“Providing for the preparation and review of contingency
plans which conforms to policy guidance from POTUS
and SecDef.”
Implements GEF by formally tasking planning
requirements and plan levels
Articulates all planning tasks and guidance
Provides CCDRs seam and coordination guidance
Lists force apportionment guidance and posture
Status:
CJCS last signed in May 2008
GOFO comments being adjudicated
4 star draft must wait for a final GEF
CHAIRMAN OF THE JOINT CHIEFS OF STAFF INSTRUCTION G
JOINT STRATEGIC CAPABILITIES PLAN
FY 2008
JS required to prepare & review plans which conform to OSD policy

13. Proposed Changes in UCP 2010
Unified Command Plan (UCP)
Title 10, U.S.C 161 directs CJCS to periodically review (every two years or more) the missions, responsibilities (including geographic boundaries), and force structure of each combatant command; and recommend to the President any changes to missions, responsibilities, and force structures as may be necessary.
Status:
President signed in December 2008
OSD coordination for
draft UCP 2010 ongoing
Proposed Changes in UCP 2010
AOR lines around the Arctic redrawn
NORTHCOM given responsibility for advocating for Arctic capabilities
Alaska Crosshatching removed
TRANSCOM named the DOD synchronizer for global distribution
STRATCOM’s role as CWMD synchronizer clarified
JFCOM disestablishment acknowledged
As we are upon the 1st anniversary of the stand up of AFRICOM, the major addition in the UCP released in 2008, we are already starting to review process for the 2010 UCP.
Again, an interesting challenge that we face as a government, and often criticized is the UCP is not shared among the entire government or other National Security players. For instance, the State Department is organized differently than the way we draw the map.
Therefore not only do 21st Century challenges like terrorism, organized crime and WMD proliferators take advantage of the seems in our own Command Plan, they can exploit the seems in the way our government operates.
The NSC has expressed a desire to address this problem in the upcoming revision to the 2010 UCP.

14. Global force Management Implementation Guidance
Global Force Management Implementation Guidance (GFMIG)
Global force Management
Implementation Guidance FY
Discussion:
Tool used to integrate force assignment, apportionment, and allocation processes in support of the National Defense Strategy and Joint Force requirements
SecDef Assigns forces to CCDRs to meet UCP missions and responsibilities
SecDef Allocates forces to meet current operational requirements
CJCS Apportions forces to CCDRs for planning
JS prepares and SecDef approves the GFMIG
Section I: GFM Overview (J8)
Section II: Assignment of Forces (“Forces For”) (J-8)
Section III: Allocation of Forces (J3)
Section IV: Apportionment of Forces (J8)(CJCS approves)
Status:
Document updated biannually. SecDef signed in 2010; Next major update scheduled for FY2012
An output of the Strategic planning process is the annual GFM guidance based upon the GEF priorities.
Signed by the SECDEF, it gets at the nuts and bolts of forces COCOM have assigned to be able to execute Theater Campaign Plans.
J3 runs the GFM processes for the Joint Staff. J5 monitors and provides advice on risk processes as necessary.

15. Defense Planning & Programming Guidance (DPPG)
Formerly the Guidance for Development of the Force (GDF)
Establishes DoD’s force development and resource priorities needed to meet future contingencies
Consolidates and integrates force development planning priorities into a single overarching document and replaces guidance previously promulgated through the Strategic Planning Guidance, Transformation Planning Guidance, Global Defense Posture, and Science and Technology priorities
Provides SECDEF guidance to inform development of the POM
Informed by the QDR (NDS) and NMS
Status:
FY12-16 DPPG signed by SecDef on 16 July 2010
While the NDS provides high level discussion of Ends, Ways, Means and Risk the detailed strategic guidance is found in classified guidance.
The GDF, released in June 2008, provides the detailed planning guidance to the departments and services to meet the strategic goals of the NDS

16. Chairman’s Risk Assessment (CRA)
Title 10 U.S.C 153 requires annual CJCS assessment of strategic & military risks associated with executing National Military Strategy (NMS)
If Chairman’s risk assessment is significant or greater, the Secretary shall include with the report…the Secretary’s plan for mitigating the risk.
CRA informed by Comprehensive Joint Assessment (CJA) survey from COCOMs/Svc Chiefs, Joint Combat Capability Assessments (JCCA), Global Force Management (GFM), and Joint Strategy Review (JSR)
A major input to the strategic planning process is the assessment of risk.
J5 plays a key role in monitoring, surveying and preparing the risk assessment for the CJCS and Service Chiefs to review and approve.
This year is a Bi-annual review of the National Military Strategy and Risk Assessment.

17. Joint Strategy Review (JSR)
The Joint Strategy Review (JSR) is the Joint Staff process that supports the Chairman’s statutory assessment, advisory, and directive activities. Every two years it produces a formal report focused on the long-term strategic environment. It does this by performing the following tasks:
Assesses the overall strategic environment over time (20 yrs)
Key conditions, trends, & variables (Political, Military, Economic, Social, Information, etc)
Strategic Challenges for U.S. Interests (WMD, Instability, Powerful States, etc)
Derives national security implications
Derives supporting national military implications and objectives
Provides draft military strategy recommendations/options
Findings inform most directly the Chairman’s Risk Assessment (CRA) / Biennial NMS Review – NMS Development.
In “off years”, the JSR Process incorporates numerous data sources to update shared understanding of the strategic environment. Additionally the J5 conducts targeted independent studies on items of interest. These annual studies act as a “refresh cycle” for the formal report.
The Director, Strategic Plans & Policy (J5) oversees the development of the formal report
The Joint Strategy Review Process. The JSR process is designed to provide a comprehensive and cogent analytical framework that enables exploration of areas of interest in depth while supporting preparation of a variety of CJCS products to include strategic documents, directives, instructions, or memoranda.
The JSR report is intended to inform CJCS advice to national leadership on the strategic and military implications of the emerging security environment. Coordinated by the J-5 on a biennial basis or as required basis and informed by the latest JSR process, the JSR report provides an assessment of the strategic implications of the strategic environment for national, defense, and military strategies. This assessment drives recommendations for strategic realignments to include adjustments in the management of risk. Though the JSR process is conducted annually following receipt of CJA data, a JSR study to produce a JSR report will normally only be completed during odd years. The formal JSR report can be scoped to focus on specific areas to include NMS preparation, QDR preparation, CRA preparation, strategic environment review, or preparation for transition to a new administration.
The JSR is intended to inform advice development, enrich and refine existing products and processes being accomplished within the Joint Staff Directorates (J-Dirs), and serve as a reference for follow-on Joint Staff activities.

18. Strategic Planning Schedule FY10 - FY13
Year #2 Fiscal Year 10
Year #3 Fiscal Year 11
Year #4 Fiscal Year 12
Year #1 Fiscal Year 13
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
2011
2012
2013
2010
Elect- ion
UCP
UCP
NSS
AFG
NSS PB PB PB PB
QDR
11-15
12-16
13-17
QR&M
QR&M
14-18
QDR
QDR F Y D P F Y D P F Y D P
NDS ? F Y D P
DPPG
DPPG
DPPG
DPPG
GEF
GEF
FY11 GFMAP
FY 12 GFMAP
FY13 GFMAP
FY14 GFMAP
GFMIG
GFMIG CG
New CJCS
NMS
QDR Prep
QR&M CG
NMS CG
NMS
JSCP
JSCP
CJA
CJA
CJA
CJA
JSR 10
JSR 11
JSR 12
Biennial JCD&E
Review
This is the four year overview with major strategic planning components represented.
One item different from the others is whether there will be a stand-alone NDS similar to the 2008 NDS (assumption is that there will be a new SecDef in FY11 – may want his/her own strategy document)
CPA
CRA
CPR
CPA
CRA
CPR
CPA
CRA
CPR
CPA
CRA
CPR
JCD&E S&R
JCD&E CPLAN
JCD&E S&R
JCD&E CPLAN
JCD&E S&R
JCD&E CPLAN
JCD&E S&R
JCD&E CPLAN
Service Plans
POM Build
POM
POM Build
POM
POM Build
POM
POM Build
POM
12-16
13-17
14-18
15-19
Service
CoCom
IPL
IPL
IPL
IPL
NORTHCOM
SOUTHCOM
CENTCOM
AFRICOM
PACOM
EUCOM
TCPs
Strategic Planning Schedule FY10 - FY13

19. Existing process & documents provide strategic direction
Take-Aways
Interagency decision-making process is both deliberative (ideal) & dynamic (reality)
Existing process & documents provide strategic direction
Its been a pleasure, I know I’ve talked processes and outputs/documents mainly, but these are key take aways.
I’m Happy to take any questions.

20. Questions?