The document outlines the Department of Defense's strategy for military transformation, emphasizing adaptive war planning and training to prepare forces for rapidly changing threats. The Joint Assessment Enabling Capability (JAEC) will systematically assess and enhance joint force readiness through performance evaluations and continuous improvement initiatives. It asserts that a successful transformation requires innovation in concepts, capabilities, and organizational structures to maintain a competitive military advantage in the 21st century.

1. Guiding and Measuring TRANSFORMATION in the Department of Defense The Mission of the Joint Assessment Enabling Capability (JAEC) Office of the Secretary of Defense Don Johnson JAEC Director February 2004

2. “ The dramatic transformation of America’s strategic environment has had a major impact on our military forces, and demands an equally dramatic transformation in how we prepare the forces for combat and non-combat operations. Emphasis has shifted from deliberate to adaptive war planning, and from permanent organizations and large hierarchies to smaller, highly-distributed joint and combined forces and standing joint task forces that integrate service capabilities at the lowest levels. To transform the total force and meet combatant commanders’ needs in this new environment, we need to transform the way we conduct training. Training must now prepare the force to learn, improvise, and adapt to constantly changing threats in addition to executing doctrine to standards.” What is Transformation ? - T2 Implementation Plan Executive Summary -

3. Military Transformation Vision for the Department of Defense The Department defines “ transformation” as: “ a process that shapes the changing nature of military competition and cooperation through new combinations of concepts, capabilities, people, and organizations that exploit our nation’s advantages and protect against our asymmetric vulnerabilities to sustain our strategic position, which helps underpin peace and stability in the world.” “ At its core, our transformation strategy is a strategy for large-scale innovation.”

4. Military transformation will enable the U.S. Armed Forces to achieve broad and sustained competitive advantage in the 21st century. It comprises those activities that anticipate and create the future by coevolving concepts, processes, organizations, and technologies to produce new sources of military power. The transformation of our armed forces will dramatically increase our strategic and operational responsiveness, speed, reach, and effectiveness, making our forces increasingly precise, lethal, tailorable, agile, survivable, and more easily sustainable. Military Transformation Vision for the Department of Defense

5. What is JAEC ? SPA T2 JAEC 100 % ~ 3.5% ~ 1% Strategic Performance Assessment Training Transformation Joint Assessment And Enabling Capability ~ ~

6. Joint Assessment Enabling Capability OUSD P&R and JCS J7 Roles and Responsibilities JAEC Program Oversight Develop Performance Assessment Architecture Develop Joint Performance Measures T2 Performance Assessments Tracking Joint Education, Training & Experience Link Training to Readiness Capture and Share Joint Lessons Learned Enhance and fully implement the Joint Training System Guidance and Policy (RTPP)

7. What is JAEC ? CONCEPT “ The Joint Assessment and Enabling Capability will ensure systematic assessment of Training Transformation plans, programs, and investments throughout the Department; and continuous improvement of joint force readiness . It will also provide essential enabling tools and processes to support and guide the rapid spiral development of the Joint Knowledge Development and Distribution Capability and the Joint National Training Capability. This capability will provide an assessment process to measure the degree to which training improves joint force readiness, both individually and collectively. ” Anticipating, Evaluating, and Guiding Development

8. Will JAEC assess readiness? “ Future joint force training readiness reporting through the Defense Readiness Reporting System will be based on the process established in the Joint Training System. The Joint Assessment and Enabling Capability will be used to provide more robust reporting in terms of doctrine, organization, training, materiel, leadership, personnel, and facilities. Such reporting will include two levels of spiral development—a basic level for predictable requirements, and a second level to assess individual and unit trainability and adaptability for unforeseen exigencies.” unit commanders do readiness assessments - NO -

10. So what does JAEC Assess? dinosaurs ruled the earth for a very long time Innovation … Not on my watch !

11. Assessment Options Lagging Indicators Leading Indicators Current Situation historians & critics daily management guiding change What happened in the past? What were the results? What worked well? What didn’t work well? What was the outcome? What did we learn? What will happen in the future? What should we change? How can we change? What should we change to? What are our strategic goals? What outcomes do we need? What’s happening now? What are the details? Where are the problems? Status of resources? Schedule & milestones? What happens tomorrow?

12. JAEC Strategic Assessment Method based on proven theory and practice rather than measuring activities Methodology 1. An organization must first know its Goal and the necessary conditions for achievement. Then it must identify the constraints, that are limiting the level of achievement of that goal. Implement continuous process improvements

13. What are T2 Performance Goals? Criterion Are they tied to Transformation Strategy? Do they focus on strategic performance outcomes? Are they leading indicators? Do they enable innovation & process improvements? Will they anticipate and guide T2 developments? Are they about technical solutions & infrastructure? Do they focus on milestones and budgets? Are they focused primarily on near-term outputs? Are they lagging (rear-view mirror) indicators? Do they reinforce inertia and incremental progress? or

14. Setting Measurable Goals - based on T2 I Plan - The Secretary has a saying “ you can only manage what you can measure ,” and that’s what JAEC is all about . Dr. Paul Mayberry Focused on COCOM needs All Forces Joint Educated and Trained New Joint Operation Capabilities Dynamic Mission Planning and Rehearsal Continuous Readiness Improvements

15. Performance Outcomes Successively Build and Guide T2 All Forces Joint Educated and Trained Throughput Enable Innovation and development of new Joint Operational Capabilities Innovation Dynamic Mission Planning and Rehearsal Transparency

16. Example of “Throughput” 11.2% 0 90% 45.4% Total COCOM staff positions Only 482 out of 4287 Critical COCOM staff positions Only 184 out of 405 T2 Throughput Baseline Percent of COCOM Staffs Joint Trained or Educated Data Source – DMDC as of December 2003 (-- data currency and institutional reporting is an issue) Alignment of T2 Throughput with actual COCOM personnel “fills” is critical to achieving our Goal Subsequent steps in Throughput Metrics: assess knowledge and skill match-up and timeliness 0 100 % 90% 5000 0 90% 10000 Total Staff Total Units 100 % JNTC Throughput Metrics JKDDC Throughput Metrics Notional Notional 0 90% 0 100 % 90% 5000 0 90% 10000 Total Staff Total Units 100 %

17. Example of “Innovation” Digital Close Air Support: Decisive Defeat of OPFOR Warfighting Impact: Two OFOR Battalions rendered combat ineffective Close Air Support decisively engages OPFOR Exercise “restarted” to enable Blue Ground Force to engage OPFOR 2 Ship F-16 w/Litening II + SADL + GBU-12 D/TOC UAV A/OA-10 w/ SADL + AGM-65D 2 Ship F-16 w/Litening II + SADL+ AGM-65D Source: US Army Division Capstone Exercise - Phase I (March-April 2001) Same Lessons Learned many times – Slow impacts on Joint DOTMTLP AARs review Lessons Learned in hours – but wide-scale distribution on new insights are lacking

18. Example of “Transparency” Services cue up in deployment lanes Units and staffs participate in mission planning and rehearsals Share common operational picture with real “joint context” Mission Specific Training and Rehearsal 120 – 90 – 60 – 30 Start with COCOM Mission - move forward with increased granularity Mission Execution SOF implementing very fast Mission Planning / Rehearsal Processes – Global “Reach-Forward” Yet most of our Planning, Education and Training tools and processes are still Industrial Age Opportunity to integrate T2 into Adaptive Planning Tools and Processes in early Design Phase Core Education and Training

19. Identifying “constraints” that limit achievement of goals Industrial age – Deliberate Planning Tools and Processes Assess results Then update Doctrine RCC Requirements Develop Training Plans Execute Training Multiyear Process

20. How should it work? Concept for net-centric operation adaptive planning and mission rehearsal continuously identifying specific manpower personnel - knowledge & skill requirements rapid mission rehearsal Continuously identify and filling gaps in existing inventory RCC mission planning and COA Sense and respond logistics continuous assessment & refinement Real time ISR

21. Performance Assessment Architecture Concept T2 Vector Assessments COCOM Alignment Service Alignment Force Transformation Alignment (via a Collaborative Network) T2 Integration Assessments Policy integration Program and process integration Information systems integration (performed by JAEC Office) T2 Training Value Assessments Joint Trained / Educated Staffs & Units Staffs & Units Trained / Educated on the right JMET Responsiveness to COCOM requirements changes (JMOs provide input to JAEC)

22. T2 Balanced Scorecard Initial Structure COCOM Satisfaction Training Integration Assessment T2 Strategic Goals tied to the SSPG and Strategic Performance Assessment “ The Balanced Scorecard for Risk Management is a central element of the Defense Strategy. It gives DoD leaders a disciplined way of measuring near and mid-term defense outputs, in critical areas, against longer-term strategic Defense goals.” Dr. David Chu Transformation Vector Assessment Training Value Assessment

23. What are the constraints? that are limiting the level of achievement of those goals - How to establish continuous process improvement? that overcomes organizational and cultural resistance - - Who are the to key stakeholders? that will provide insights & inputs to T2 performance assessment - - How to assess and guide “Throughput”? all forces educated and trained prior to and during deployment - - How to assess and guide “Innovation”? adaptable and agile – learning on the fly and creating new JOC’ - - How to assess and guide “Transparency”? that will provide insights & inputs to T2 performance assessment? - - Discussion