DoD STRATEGIC

MANAGEMENT
PLAN

Fiscal Years
2022 - 2026
The estimated cost of this report or study for the Department of Defense is approximately $274,000 in Fiscal
Years 2022 - 2023. This includes $26,000 in expenses and $248,000 in DoD labor.
Generated on 2023Mar06 RefID: 8-62AEBB2

Cover image: An aerial of the Washington Monument and the Lincoln Memorial, Washington, D.C.,
May 12, 2021. (DOD photo by U.S. Air Force Staff Sgt. Brittany A. Chase)
A Letter from the Deputy Secretary of Defense
I am pleased to present the Department of Defense’s (DoD) Strategic Management Plan for Fiscal Years 2022 – 2026. This Plan serves as the blueprint on
how we will advance our National Defense Strategy in the present and in the years ahead and demonstrates the Department’s continued commitment to
transparency and accountability.
The Department has taken significant steps to innovate our systems, modernize our enterprise, and attract and retain the talent we need to win the future,
and it is imperative that we continue to align our resources with our evolving defense needs. This means that we must ensure that we can secure the right
technology and expand our concepts and capabilities to build enduring advantages over our global competitors.
Data is key to all of these efforts.
I am proud that the SMP is the result of a collaborative effort led by dedicated senior leaders from across the Department who have been encouraged to use
performance data to drive decision-making and measure progress. Accelerating the Department’s transformation into a data-centric organization requires
dedicated leaders who are empowered with the resources and authority to shape key investment decisions and the ability to recruit and develop a world-
class data workforce.
As stated in my May 5, 2021 “Creating Data Advantage” memorandum, data is essential to preserving military advantage, supporting our people, and
serving the public. I remain committed to working with our leaders on completing this organizational transformation, and working together across the entire
Department to ensure that we are capable and ready to overcome any national security challenge now and in the future.

The Honorable Kathleen H. Hicks

Deputy Secretary of Defense

The Honorable Kathleen Hicks, Deputy Secretary of Defense, speaks with a Chief
Warrant Officer 3 during her visit to Project Convergence 22, October 17, Camp
FY 2022-2026 DoD Strategic Management Plan 3
Pendleton, California. Warrant Officers from multiple fields are lending subject matter
expertise and heightened knowledge of industry capabilities and best practices to
inform and iteratively shape future force prototypes.
Table of Contents
A LETTER FROM THE DEPUTY SECRETARY OF DEFENSE........................................................................................ 3

OVERVIEW OF THE DEPARTMENT OF DEFENSE...................................................................................................... 6

Mission Statement....................................................................................................................................................................... 6
Scope, Resources, and Functions................................................................................................................................................. 6
Organizational Structure............................................................................................................................................................... 7
DoD Governance........................................................................................................................................................................ 10

THE FISCAL YEAR 2022 NATIONAL DEFENSE STRATEGY...................................................................................... 12

THE FISCAL YEAR 2022 – 2026 STRATEGIC MANAGEMENT PLAN....................................................................... 13

Scope and Purpose.................................................................................................................................................................... 13
Alignment with the President’s Management Agenda and Cross-Agency Priority Goals................................................................ 14
Agency Priority Goals................................................................................................................................................................. 14
The Performance Improvement Officer........................................................................................................................................ 18
Performance Management Framework........................................................................................................................................ 18

THE FISCAL YEAR 2024 ANNUAL PERFORMANCE PLAN...................................................................................... 20

Introduction to the Fiscal Year 2024 Annual Performance Plan................................................................................................... 20
A Letter from the DoD Performance Improvement Officer............................................................................................................ 21
Strategic Management Framework.............................................................................................................................................. 22

4 FY 2022-2026 DoD Strategic Management Plan

 Strategic Priority 1: Transform the Foundation of the Future Force.............................................................................................. 23
Strategic Priority 2: Make the Right Technology Investments....................................................................................................... 28
Strategic Priority 3: Strengthen Resiliency and Adaptability of Our Defense Ecosystem............................................................... 33
Strategic Priority 4: Take Care of our People and Cultivate the Workforce We Need..................................................................... 47
Strategic Priority 5: Address Institutional Management Priorities................................................................................................. 58

THE FISCAL YEAR 2022 ANNUAL PERFORMANCE REPORT.................................................................................. 65

FY 2022 Achievements Aligned to FY 2023 Annual Performance Plan........................................................................................ 66
GOAL 1 - Making the Right Technology Investments and Transforming the Future Force.......................................................................................................................................... 67
GOAL 2 - Strengthen Resilience and Adaptability of Our Defense Ecosystem............................................................................................................................................................76
GOAL 3- Taking Care of Our People and Cultivating the Workforce We Need............................................................................................................................................................ 87
GOAL 4 - Address Institutional Management Priorities..............................................................................................................................................................................................97

FY 2022 Performance Progress Update.................................................................................................................................... 104

FY 2022 Achievements Aligned to SecDef Priorities.................................................................................................................. 107
DEFEND THE NATION...............................................................................................................................................................................................................................................107
TAKE CARE OF OUR PEOPLE.....................................................................................................................................................................................................................................114
SUCCEED THROUGH TEAMWORK............................................................................................................................................................................................................................ 121

ACRONYMS AND ABBREVIATIONS..................................................................................................................... 127

ACKNOWLEDGMENTS........................................................................................................................................ 132

FY 2022-2026 DoD Strategic Management Plan 5

Overview of the Department of Defense
MISSION STATEMENT SCOPE, RESOURCES, AND FUNCTIONS
The Department is one (1) of the Nation’s largest employers, with
approximately 1.3 million personnel in the active component, nearly
TO PROVIDE THE MILITARY FORCES NEEDED TO 800,000 personnel in the National Guard and Reserve forces, and
approximately 770,000 civilian employees. DoD Military Service
DETER WAR AND PROTECT THE NATION’S SECURITY members and civilians operate globally in all domains, including air,
land, sea, space, and cyberspace. In carrying out the Department’s
mission, Military Service members operate approximately 19,700
The Department of Defense’s (the Department or DoD) enduring aircrafts and 290 Battle Force ships.
mission is to provide the military forces to deter war and ensure the The scope of the DoD’s mission ranges from humanitarian assistance
Nation’s security. The Department will continue to provide combat- to nuclear deterrence and everything in between. From special
credible military forces that are capable of defending against operations and counterterrorism to space operations; from urban
aggression that undermines the security of both the United States combat to counter-mine warfare; from global positioning, navigation,
(U.S.) and its Allies. and timing (PNT) to amphibious operations over the shore, most often,
these missions are conducted jointly with forces and capabilities from
across the armed forces in various combinations. Support functions are
diverse, including a $33-billion medical system, with 65 major hospitals
and over 800 clinics; an overseas dependent school system; a grocery
chain; and four (4) national intelligence agencies. Most of the DoD’s
major Components, 27 out of 45, are Defense-wide Agencies or Field
Activities organized around support functions previously existing within
each of the armed services and later consolidated for greater efficiency.
Examples include logistics, contract management, finance and accounting,
commissaries, non-combat medical support, and many others.

Marine Corps 155 mm M777 towed howitzers are staged

on the flightline before being loaded onto an Air Force
Secretary of Defense Lloyd J. Austin III conducts a press briefing at the Pentagon, October 27, 2022. C-17 Globemaster III aircraft at March Air Reserve Base,
CA., April 22, 2022. The howitzers are included in U.S.
and allied efforts to identify and provide Ukraine with
additional capabilities.

6 FY 2022-2026 DoD Strategic Management Plan

ORGANIZATIONAL STRUCTURE
Department of Defense
The Secretary of Defense (SecDef) is the Principal Assistant and Advisor to the President in all matters relating to the Department and exercises authority,
direction, and control over the DoD in accordance with Title 10, United States Code (U.S.C.), section 113(b) (10 U.S.C. §113(b)). Pursuant to 10 U.S.C. §111,
the Department is composed of the Office of the Secretary of Defense (OSD); the Military Departments; the Joint Chiefs of Staff (JCS) and the Joint Staff (JS);
the Combatant Commands (CCMDs); the Defense Agencies and DoD Field Activities (DAFAs); and other activities and organizations established by law, the
President, and/or the SecDef.

DEPARTMENT OF DEFENSE

SECRETARY OF DEFENSE
The overall organization of DoD is established in
OFFICE OF THE INSPECTOR GENERAL OF THE
law in 10 U.S.C. §111 and in DoD Policy in
DEPARTMENT OF DEFENSE
DoDD 5100.01

OFFICE OF THE SECRETARY

DEPARTMENT OF THE NAVY DEPARTMENT OF THE ARMY DEPARTMENT OF THE AIR FORCE JOINT CHIEFS OF STAFF
OF DEFENSE
DEPUTY SECRETARY CHAIRMAN OF THE JOINT
SECRETARY OF THE NAVY SECRETARY OF THE ARMY SECRETARY OF THE AIR FORCE
OF DEFENSE CHIEFS OF STAFF

OFFICE OF OFFICE OF HEADQUARTERS OFFICE OF OFFICE OF OFFICE OF

THE NATIONAL THE JOINT CHIEFS
THE CHIEF THE MARINE CORPS THE THE THE CHIEF
PRINCIPAL STAFF ASSISTANTS SECRETARY GUARD THE SECRETARY
OF NAVAL SECRETARY ARMY STAFF AIR STAFF OF SPACE
OPERATIONS OF THE NAVY OF THE BUREAU** OF THE AIR OPERATIONS
ARMY FORCE

THE
THE THE THE THE THE
NAVY MARINE CORPS ARMY AIR FORCE SPACE FORCE JOINT
STAFF

DEFENSE AGENCIES (19) DoD FIELD ACTIVITIES (8) UNIFIED COMBATANT COMMANDS (11)
Defense Advanced Research Projects Agency Defense Media Activity U.S. Africa Command
Defense Commissary Agency Defense Technical Information Center U.S. Central Command
Defense Contract Audit Agency Defense Technology Security Administration U.S. Cyber Command
Defense Contract Management Agency * DoD Education Activity U.S. European Command
Defense Counterintelligence and Security Agency DoD Human Resources Activity U.S. Indo-Pacific Command
Defense Finance and Accounting Service DoD Test Resource Management Center U.S. Northern Command
Defense Health Agency * Office of Local Defense Community Cooperation U.S. Southern Command
Defense Information Systems Agency * Washington Headquarters Services U.S. Space Command
Defense Intelligence Agency * U.S. Special Operations Command
Defense Legal Services Agency U.S. Strategic Command
Defense Logistics Agency * U.S. Transportation Command
Defense POW/MIA Accounting Agency
Defense Security Cooperation Agency
Defense Threat Reduction Agency *
KEY
MAJOR DoD COMPONENTS
Missile Defense Agency * Defense Agency designated as a Combat Support Agency (CSA) pursuant to 10 U.S.C. §193. (45 TOTAL)
National Geospatial-Intelligence Agency
National Reconnaissance Office ** The Secretaries of the Army and Air Force exercise authority, direction, and control over the National Guard Bureau on matters SENIOR LEADER
National Security Agency/Central Security Service * pertaining to the responsibilities of that Secretary under law or DoD policy.
Pentagon Force Protection Agency MILITARY SERVICE

Figure 1. Department of Defense Organizational Structure

FY 2022-2026 DoD Strategic Management Plan 7

Office of the Secretary of Defense • Assistants to the Secretary of Defense (ATSDs);

The OSD’s function is to assist the SecDef in carrying out his duties and • Chief Digital and Artificial Intelligence Officer (CDAO);
responsibilities as prescribed by law. The OSD is composed of: • Director, Administration and Management (DA&M);
• The Deputy Secretary of Defense (DepSecDef); • Director, Net Assessment; and
• Under Secretaries of Defense (USDs) and Deputy Under • Other such offices and officials that may be established by law or
Secretaries of Defense (DUSDs); the SecDef.
• General Counsel of the DoD (GC DoD); The OSD Principal Staff Assistants (PSAs) are responsible for the
• Director, Cost Assessment and Program Evaluation (DCAPE); oversight and formulation of defense strategy, policy, and resource
allocation, as well as for managing the DAFAs under their respective
• Inspector General of the DoD (IG DoD);
purviews.
• Director, Operational Test and Evaluation (DOT&E);
Figure 2 below provides an overview of the organizational structure of
• Chief Information Officer of the DoD (DoD CIO); the OSD PSAs.
• Assistant Secretaries of Defense (ASDs);
SECRETARY OF DEFENSE
(Est. 1947)

DEPUTY SECRETARY OF DEFENSE

Chief Operating Officer
(Est. 1949)

USD (Research & USD (Acquisition & USD (Comptroller)/ USD (Personnel & USD (Intelligence & USD (Policy)
Engineering) Sustainment) Chief Financial Officer Readiness) Security)

(Est. 1977) (Est. 1986) (Est. 1990) (Est. 1993) (Est. 2002) (Est. 1977)

Director, Cost Inspector General, ASD (Special

General Counsel, Director, Operational Test Chief Information Officer,
Assessment and Program ASD (Legislative Affairs) Operations & Low
DoD DoD * and Evaluation DoD
Evaluation Intensity Conflict) **
(Est. 1953) (Est. 1973) (Est. 1982) (Est. 1983) (Est. 2002) (Est. 1949) (Est. 1986)

ATSD (Privacy, Civil Chief Digital and

ATSD (Public Affairs) Director, Administration Director, Net Assessment
Non-PAS Liberties, and Artificial Intelligence
*** & Management *** ***
PSAs *** Transparency) *** Officer ***
(Est. 1948) (Est. 2021) (Est. 2022) (Est. 1948) (Est. 1973)

* Although the IG DoD is statutorily part of OSD and for most purposes is under the general supervision of the SecDef, the Office of the IG DoD (OIG) functions as an independent and objective unit of the DoD.
** The ASD(SO/LIC) is under the USD(P), but is in the administrative chain of command over United States Special Operations Command (USSOCOM) and reports directly to the Secretary of Defense for those specific matters.
*** All positions shown are Presidentially-appointed Senate Confirmed (PAS) except those with ***, which are SES POSITIONS.

Figure 2. Office of the Secretary of Defense Principal Staff Assistants

8 FY 2022-2026 DoD Strategic Management Plan

Defense Agencies and DoD Field Activities
The DAFAs are established as DoD Components by law, the President, or the SecDef to provide a supply or service activity common to more than one (1)
Military Department when it is more effective, economical, or efficient to do so on a Department-wide basis. Although DAFAs fulfill similar functions, Defense
Agencies are typically larger, provide a broader scope of supplies and services, and directly support the CCMDs as designated Combat Support Agencies.
Each of the 19 Defense Agencies and eight (8) DoD Field Activities operate under the authority, direction, and control of the SecDef through an OSD PSA.
Figure 3 below provides an overview of the organizational structure of the Defense Agencies and DoD Field Activities, and notes those agencies required by law.

DEPARTMENT OF DEFENSE

SECRETARY OF DEFENSE

USD(R&E) USD(A&S) USD(P) USD(C) USD(P&R) USD(I&S) DA&M

Defense Advanced Research Defense Contract Management Defense Security Cooperation Defense Contract Audit Agency Defense Commissary Agency Defense Intelligence Agency * Pentagon Force Protection
Projects Agency Agency * Agency Agency
(Est. 1958) (Est. 2000) (Est. 1971) (Est. 1965) (Est. 1990) (Est. 1961) (Est. 2002)

Missile Defense Agency Defense Logistics Agency * Defense POW/MIA Accounting Defense Finance & Accounting Defense Health Agency * Defense Counter-Intelligence & Washington HQ Services
Agency Service Security Agency
(Est. 1984) (Est. 1961) (Est. 2015) (Est. 1990) (Est. 1958) (Est. 1972) (Est. 1977)

Defense Technical Defense Threat Reduction Defense Technology Security DoD Education Activity National Geospatial-Intelligence DoD CIO
Information Center Agency * Administration Agency *, **
(Est. 2004) (Est. 1998) (Est. 2001) (Est. 1992) (Est. 1996)

Defense Information Systems

General Counsel Agency *
of the DoD ATSD(PA)
DoD Test Resource Office of Local Defense DoD Human Resources Activity National Security Agency/ (Est. 1960)
Management Center ** Community Cooperation ** Central Security Service *
(Est. 2004) (Est. 1978) (Est. 1996) (Est. 1952)
Defense Legal Defense Media
Services Agency Activity
(Est. 1981) (Est. 2008)
KEY
National Reconnaissance Office
Defense Agency
* Eight Defense Agencies designated as Combat Support Agencies, pursuant to 10 USC §193, with joint
oversight by the Chairman of the Joint Chiefs of Staff. (Est. 1961) DoD Field Activity
** Required by Law

Figure 3. Defense Agencies and DoD Field Activities

FY 2022-2026 DoD Strategic Management Plan 9

DOD GOVERNANCE priorities. The Large Group provides advice and assistance to the
SecDef on the strategic direction and ongoing operations of the
The DoD governance is codified in DoD Directive (DoDD), 5105.79 Department.
“Senior Governance Framework.”
• The SecDef China Brief, established in 2021, is the primary
A Senior Governance Forum is defined as a forum chaired by the forum for the SecDef to review and oversee China-related
SecDef or the DepSecDef to deliberate and resolve issues and policies, operations, and intelligence.
recommendations for SecDef/DepSecDef consideration.
• The Deputy’s Management Action Group (DMAG) is chaired by
The following are defined as Senior Governance Forums at the the DepSecDef and co-chaired by the Vice Chairman of the
Department: Joint Chiefs of Staff. The DMAG is the Department’s principal
• The Senior Leadership Council (SLC) is chaired by the SecDef governance forum for management actions affecting the
and co-chaired by the Chairman of the Joint Chiefs of Staff defense enterprise, including resource management; planning,
(CJCS). The SLC generally meets twice a year to address broad, programming, budgeting, and execution; and strategic and policy
cross-cutting issues affecting OSD, the Military Departments, guidance.
the CCMDs, and other federal agencies, as applicable. The • The Deputy’s Workforce Council (DWC), chaired by the
SLC provides advice and assistance on strategic issues to the DepSecDef, was established in 2021 to address a range
SecDef. of workforce matters. Specifically, the DWC addresses the
• The SecDef’s Large Group is chaired by and meets at the Department’s people management, personnel policy, and total
discretion of the SecDef to address DoD issues and high-level force requirements.

Deputy Secretary of Defense Kathleen H. Hicks speaks to members of the Defense Business Board at the Pentagon in Washington, D.C., November 9, 2022.

10 FY 2022-2026 DoD Strategic Management Plan

Supporting Tier Governance Forums consist of both discretionary and and integration body for matters associated with management,
statutory forums, generally chaired by an OSD PSA, that vet issues defense reform, performance management and improvement,
before advancing to a Senior Governance Forum for consideration, as defense business systems, enterprise risk management,
necessary. and oversight of related resourcing decisions. It oversees
coordination of DoD business planning and reporting to align
The Defense Business Council, as described below, is a Supporting Tier
business operation plans, resources, performance, and risks to
Governance Forum that drives the actions and decisions related to the
enable more effective, secure, and efficient business operations
Strategic Management Plan (SMP).
for the Department.
• The Defense Business Council (DBC) is tri-chaired by the USD
Figure 4 below provides an overview of the governance structure within
Comptroller (USD)(C))/Chief Financial Officer (CFO), the DA&M,
the DoD that supports the senior leader decision support framework.
and the DoD CIO. The DBC is the Department’s governance

DOD SENIOR LEADER DECISION SUPPORT FRAMEWORK

“TIERS OF GOVERNANCE”

OPERATIONS/ADVICE
POLICY/PRIORITIES

SECRETARY SENIOR
SECDEF CHINA LARGE LEADERSHIP

MILITARY
CIVILIAN

BRIEF GROUP OF DEFENSE COUNCIL

SecDef SecDef
SecDef

*Joint Requirements
Oversight Council
Deputy’s Workforce Council JCS TANK* VCJCS
DepSecDef/VCJCS Deputy's Management CJCS Operations Deputies
Action Group DJS
DepSecDef/VCJCS
Strategic Seminar Series
CJCS

CHINA BRIEF EXCOM WMG *DBC ERMG GPEC

DAB USD(P), DJS DA&M, USD(C), DOD CIO RMG *CONLC3S USD(P), CJCS *PNT OVERSIGHT
USD(A&S) USD(P&R) DCAPE, USD(C) USD(A&S), VCJCS USD(P&R), DJS
COUNCIL
*NWC DHRB DSSG ISG EW EXCOM USD(A&S), VCJCS
USD(A&S), DOE USD(P&R) CDAO COUNCIL USD(P) DSOC IBC USD(A&S), VCJCS
MHSER CDAO USD(P&R) USD(A&S) USD(R&E)
USD(P&R) LRP C3LB
ASD(LA) DMI EXCOM AWG CWG *SOPOC DOD CIO, USD(A&S),
*DISIC DoD CIO, JS J6, CYBERCOM USD(P), DCAPE, JS, CDAO ASD(SOLIC) GFMB USD(R&E), J6
MDEB USD(I&S) SECDEF SA RSMG DJ8
CYBER COUNCIL USD(R&E)
DEPSECDEF
CIVILIAN/MILITARY FORUMS DASD(RUE)
* Statutory Forum

Figure 4. DoD Senior Leader Decision Support Framework.

Note: The acronyms associated with the DoD Senior Leader Decision Support Framework are defined in Acronyms and Abbreviations.

FY 2022-2026 DoD Strategic Management Plan 11

The Fiscal Year 2022 National Defense Strategy
The Fiscal Year (FY) 2022 National Defense Strategy (NDS) articulates robust deterrence in the face of Russian aggression. The Department
a vision and direction for the DoD focused on addressing the national will also remain capable of managing other persistent threats, including
security imperatives of our time. For more than seven (7) decades, those from North Korea, Iran, and violent extremist organizations.
American vision and leadership have been pillars for international Changes in global climate and other dangerous transboundary threats
peace and prosperity. As we face dramatic geopolitical, technological, are transforming the context in which the Department operates. We will
economic, and environmental changes, a strong, principled, and adapt to these challenges, which increasingly places pressure on the
adaptive U.S. military remains central to 21st century leadership. The Joint Force and the systems that support it.
Department stands, as always, ready to meet challenges and seize
opportunities with the confidence, creativity, and commitment that has Recognizing growing kinetic and non-kinetic threats to the United
long characterized our military and the democracy that it serves. For States’ homeland from our strategic competitors, the Department will
the first time, the Department conducted its strategic reviews in a fully take necessary actions to increase resilience – our ability to withstand,
integrated way – incorporating the Nuclear Posture Review and Missile fight through, and recover quickly from disruption. Mutually beneficial
Defense Review in the NDS – ensuring tight linkages between our alliances and partnerships are an enduring strength for the United
strategy and our resources. States and are critical to achieving our objectives, as the unified
response to Russia’s further invasion of Ukraine has demonstrated. To
Consistent with the 2022 National Security Strategy, the NDS sets address this “call to action,” the Department will incorporate Ally and
out how the DoD will contribute to advancing and safeguarding vital Partner perspectives, competencies, and advantages at every stage of
U.S. national interests – protecting the American people, expanding defense planning.
America’s prosperity, and realizing and defending the values at the
heart of the American way of life. The Military Departments will man, train, and equip our forces –
linking our operational concepts and capabilities to achieve strategic
To meet challenges and seize opportunities, the 2022 NDS priorities objectives. This requires a Joint Force that is lethal, resilient,
are: sustainable, survivable, agile, and responsive.
• Defending the homeland, paced to the growing multi-domain
threat posed by the People’s Republic of China (PRC)
• Deterring strategic attacks against the United States, Allies, and
partners
• Deterring aggression, while being prepared to prevail in conflict
when necessary, prioritizing the PRC challenge in the Indo-
Pacific, then the Russia challenge in Europe
• Building a resilient Joint Force and defense ecosystem
The Department will act urgently to sustain and strengthen deterrence,
with the PRC as our most consequential strategic competitor and the
pacing challenge for the Department. Russia poses acute threats,
as illustrated by its brutal and unprovoked invasion of Ukraine. The Two Air National Guard F-15C Eagles fly during Operation Noble Defender
over the Caribbean Sea near Puerto Rico, June 29, 2022.
Department will relentlessly continue to collaborate with our North
Atlantic Treaty Organization (NATO) Allies and Partners to reinforce

12 FY 2022-2026 DoD Strategic Management Plan

The Fiscal Year 2022 – 2026 Strategic Management Plan
SCOPE AND PURPOSE
To advance the goals outlined in the NDS, particularly, to shore up the
foundations for integrated deterrence and campaigning, the Department
is moving urgently to build enduring advantages across the defense
ecosystem – the DoD, Defense Industrial Base (DIB), inter-agency, and
array of private-sector and academic enterprises – that spur innovation
and support the systems upon which our military depends. This involves
an innovative approach to meet emerging strategic demands – through
swift modernization, more resilient and agile support systems for
the Department in the face of any and all threats, and cultivating our
talented workforce with the skills, character, and diversity our Nation
needs in order to overcome today’s national security challenges.
The Department’s Strategic Management Plan (SMP) for Fiscal Years
2022 – 2026 articulates the SecDef’s strategic management priorities,
consistent with the NDS, with an emphasis on building enduring
advantages. It presents the strategic management objectives the Soldiers fire an Army M142 high mobility artillery rocket system during Nordic Strike at Vidsel Test Range, Sweden, September 27,
2022. The exercise focuses on soldiers’ ability to integrate long-range precision fires rapidly with partner nations.
DoD plans to accomplish by providing a framework for describing
general and long-term goals, what actions the Department will take
manual processes. The strategic objectives and performance goals
to realize those goals, and how the DoD will address challenges and
within the SMP are the result of a collaborative effort that involved
risks that may hinder achieving results. The SMP meets statutory
numerous working group sessions with subject matter experts from
requirements pursuant to the Government Performance and Results
across the Department. The implementation of the strategic goals,
Act of 1993 (GPRA), GPRA Modernization Act of 2010 (GPRAMA), and
objectives, and associated performance metrics are monitored through
Office of Management and Budget (OMB) Circular No. A-11, requiring
Advancing Analytics (Advana) – the authoritative enterprise data
federal agencies to develop and submit an Agency Strategic Plan in
management and analytics platform for the Department, with inputs
concurrence with the President’s budget request.
from all DoD Components.
In addition to the SMP, each year the Department communicates its
The DBC serves as the principal supporting tier of governance for
commitment to strategic planning and performance management by
discussing and making decisions on defense management and
publishing an Annual Performance Plan (APP) and Annual Performance
performance improvement issues and measuring progress towards
Report (APR). The APP complements the SMP’s longer-term planning
NDS implementation. The DBC provides DoD principals the opportunity
outlook by linking its strategic goals and objectives to more short-term,
for periodic reviews to monitor progress in the implementation of
operational performance goals, measures, and targets for the upcoming
their functional priorities vis-à-vis SMP priorities and to support
fiscal year. The APR consolidates prior year performance results
Department-wide consideration of opportunities and roadblocks
across all DoD Components and communicates overall implementation
to ensure successful realization of strategic goals. The DBC also
progress against the SMP.
evaluates select functional metrics, known as Business Health Metrics
In preparing this edition of the SMP, the Department has steered away (BHMs), that provide a comprehensive view of the “health” of enterprise
from its traditional methodology of a large number of data calls and management operations within the DoD.

FY 2022-2026 DoD Strategic Management Plan 13

ALIGNMENT WITH THE PRESIDENT’S MANAGEMENT As co-lead for Priority One (1): Workforce, the DepSecDef leverages the
DWC and the considerable expertise of the Department to partner with
AGENDA AND CROSS-AGENCY PRIORITY GOALS other federal agencies in strengthening and empowering the Federal
The President’s Management Agenda (PMA)1 establishes the workforce. Each PMA priority is supported by multiple cross-agency
Administration’s top priorities for improving how the Federal Government priority (CAP) goals. DoD co-leads one (1) CAP goal in support of Priority
operates and performs. Through the PMA, cross-agency teams work One (1) and supports additional CAP goals across all priorities. Per the
together to advance efforts across government organizations to GPRAMA requirement to address CAP goals in the SMP, APP, and APR,
overcome the most pressing management challenges facing the Federal please refer to www.Performance.gov for more detailed information on
workforce and the people and communities they serve. To deliver whole DoD’s contributions to those goals and progress, where applicable.
of government solutions that strengthen our capacity to meet the needs
of all Americans, the PMA for the Biden-Harris Administration focuses AGENCY PRIORITY GOALS
on advancing the following three (3) priorities:
The strategic objectives and performance goals in the SMP reflect
1. Strengthening and Empowering the Federal Workforce the Department’s longer-term goals and Component priorities, which
2. Delivering Excellent, Equitable, and Secure Federal Services and align with the NDS. Additionally, the Department has specific Agency
Customer Experience Priority Goals (APGs) to accomplish within two (2) years. These goals
are different than other performance goals under a strategic objective,
3. Managing the Business of Government
because they are intended to highlight priority policy and management
areas where agency leaders want to achieve near-term performance
advancement through focused senior leadership attention.
A senior leader within the Department is assigned to each APG and
responsible for updating the DBC on a quarterly basis to ensure that all

President Joe Biden, Vice President Kamala Harris, Secretary of Defense Lloyd J. Austin III and Army Maj. Gen. Omar J. Jones
IV, commanding general of Joint Force Headquarters National Capital Region and the U.S. Army Military District of Washington,
participate in a Memorial Day wreath-laying ceremony at Arlington National Cemetery, Va., May 31, 2021.

Deputy Secretary of Defense Kathleen Hicks speaks with F-22 Pilot U.S. Air Force Lt. Col. Paul Lopez at Joint Base Pearl Harbor-
Hickam, Hawaii, December 15, 2021. Many islands in the Indo-Pacific region, such as Guam, Hawaii and Kwajalein have virtually
1
https://www,performance.gov/pma no local fossil fuel resources, the deputy secretary said at the Worldwide Logistics Symposium, March 8, 2022.

14 FY 2022-2026 DoD Strategic Management Plan

organization levels are focused on achieving the success of the goals,
and ensuring sufficient time, resources, and attention are allotted to
address problems or opportunities.
The three (3) DoD-level APGs for FY 2022 – 2023, their respective
lead, and associated strategic objective are listed in the table below.
Progress against these goals is updated quarterly and accessible via
dedicated OMB2 and DoD3 websites.

AGENCY PRIORITY GOAL AGENCY PRIORITY GOAL ASSOCIATED STRATEGIC

(FY 2022-2023) LEAD OBJECTIVE
Ensure Supply Chain Resilience Assistant Secretary of Shape a 21st century
Defense (ASD) for Industrial Defense Industrial Base
Base Policy (DIB)
Reduce Climate Impacts to DoD Deputy Assistant Secretary Enhance the DoD's ability
Installations of Defense (DASD) for to combat 21st century
Environment and Energy climate, energy, and Ohio-class ballistic-missile submarine USS West Virginia conducts a port visit at U.S. Navy Support Facility, Diego Garcia during a
Resilience (E&ER) environmental challenges scheduled patrol, October 25, 2022

Shape an Appropriately Skilled Deputy Assistant Secretary Cultivate Talent Management understand supply chain risks and to work internally, as well as with the
and Ready Future Workforce: of Defense (DASD) for Civilian interagency, international, and industry Partners, to align standards,
Improve Recruitment and Personnel Policy build domestic capacity, and safeguard markets.
Retention of the Civilian
Workforce In response to Executive Order (E.O.) 14017, the Department published
the “Securing Defense-Critical Supply Chains” report on February
Detailed descriptions for each of the APGs for FY 2022-2023 are below. 24, 2022. The report identified five (5) defense-critical sectors and
Key metrics that will be used to achieve these goals and track progress corresponding recommendations. The Department will catalogue supply
are included in the FY 2024 APP. chain analytic tools to improve visibility and begin building metrics and
identifying data collection requirements to track the implementation of
Agency Priority Goal: Ensure Supply Chain Resilience. the recommendations in E.O. 14017 report, “Securing Defense-Critical
Supply Chains.”
APG Lead: ASD(Industrial Base Policy)
To build resilient supply chains that are able to recover from
The DoD requires healthy, resilient, diverse, and secure supply chains
disruptions, the ASD(Industrial Base Policy) will work to:
to ensure the development and sustainment of capabilities critical
to national security and to build enduring Joint Force advantages. • Reduce dependence on adversarial foreign sources for defense-
Revitalizing supply chains in the DIB will require the DoD to better critical industries,
• Expand cooperation with partners to address challenges to key
2
www.performance.gov defense supply chains,
3
https://dam.defense.gov/Performance/

FY 2022-2026 DoD Strategic Management Plan 15

 • Increase visibility into DoD supply chains and potential or To achieve this level of success, the DASD(E&ER) will improve and
existing supply chain, challenges, and expand assessments of the effects of extreme weather and climate
• Provide DoD leaders with guides to understand the strategic change to produce actionable information on military installation
implications of supply chain risks. vulnerabilities through executing the following actionable steps:
• Produce updated actionable climate exposure information in
Agency Priority Goal: Reduce Climate Impacts to DoD Installations. the DoD Climate Assessment Tool (DCAT) to support climate-
APG Lead: DASD(Environment & Energy Resilience) informed decision-making for enduring installations, test and
training areas, and CCMD theaters, for any point on global land
The Department is moving towards a more comprehensive approach
surface,
to all-hazards planning that will integrate climate, energy, and water
resilience into planning and implementation – together with a climate • Accelerate Black Start Exercises by the Military Departments at
resilience strategy that encompasses climate adaptation, mitigation, priority installations to identify actual, real-world vulnerabilities
and sustainable operations. The DoD aims to increase all-hazard and improvements necessary to ensure energy resilience for
resilience of natural and built infrastructure critical to defense critical missions,
operations and national security through making improvements to • Produce updated policy and technical guidance to guide
climate-informed decision making, investment prioritization, and installation climate resilience planning and implementation, and
business processes. In addition, the DASD for Environment and Energy
• Complete all baseline installation resilience plans to integrate
Resilience (DASD(E&ER)) will ensure the effectiveness of natural and
information from energy, climate, water, and other relevant
built infrastructure critical to defense operations and national security
resilience analyses to comprehensively identify and prioritize
to improve all-hazards resilience of military installations.
solutions to all-hazard risks at priority installations.

A Nebraska Army National Guardsman descends from a helicopter during flood response efforts near Columbus, Neb., March 14,
2019. The Nebraska Guard provided multiple helicopters and crews to help transport people and pets identified as stranded or Florida National Guardsmen transport families through flooded roads during Hurricane Ian relief efforts in Arcadia, Fla.,
isolated due to historic flooding. October 3, 2022.

16 FY 2022-2026 DoD Strategic Management Plan

Agency Priority Goal: Shape an Appropriately Skilled and Ready will have increased satisfaction with both the hiring processes and the
candidate pool to recruit and retain to perform their complex missions.
Future Workforce: Improve Recruitment and Retention of the Civilian
Workforce. To achieve this level of success, the DASD for Civilian Personnel Policy
APG Lead: DASD(Civilian Personnel Policy) will take the following actionable steps by September 2023:

The Department’s ability to deliver relevant and timely talent is critical • Continue to promote the DoD Civilian Employer brand and
to building enduring, competitive advantages and achieving national diverse career opportunities to drive top talent to seek DoD jobs,
security objectives. We must be positioned to compete for and win • Leverage a combination of recruiting, branding, and marketing
top talent. and quickly meet demands for skilled and experienced outcomes, specifically to attract the attention of highly sought-
employees. Meeting this need depends on the capability to efficiently after talent and competencies relevant to innovation; digital;
and effectively recruit, hire, and retain high performing employees. and Science, Technology, Engineering, and Mathematic (STEM)
missions,
In addition to reviewing and improving the end-to-end hiring process for
both applicant and employer, DoD will use a combination of marketing • Maximize the usage of direct hiring authorities for covered
and branding, modernized assessments tools, and streamlined hiring positions to expedite the identification and onboarding of highly
to effectively meet requirements for quality, timeliness, and retention. skilled candidates, while also reducing duration of the hiring
The DASD for Civilian Personnel Policy will increase the use of DoD- process,
specific hiring authorities and flexibilities, the number and types of • Develop and deploy valid and reliable technical assessments
engagements with potential candidates through virtual and in-person to ensure the proficiency of critical skills to meet DoD mission
career fairs to attract higher quality candidates seeking employment needs,
opportunities with the Department. In turn, managers and supervisors
• Improve hiring manager satisfaction incrementally, and
• Streamline hiring processes and deploying relevant training and
resources to significantly reduce overall time to hire.

A retired Air Force Senior Master Sergeant and a Air Force Master Sergeant speak with a business representative during the June 4
Hiring Heroes Career Fair in the Spates Community Center.
Chemical engineers at Naval Air Station Patuxent River in Maryland conduct research to ensure non-petroleum based fuels are
guaranteed to perform as good or even better than petroleum fuels in jets or ships.

FY 2022-2026 DoD Strategic Management Plan 17

THE PERFORMANCE IMPROVEMENT OFFICER • Collaborates with senior DoD leaders, Heads of DoD
Components, and OSD PSAs to ensure the Department seeks
A statutory requirement for a DoD Performance Improvement Officer out and exploits opportunities for greater effectiveness and
(PIO) was established in the Government Performance and Results efficiency;
Modernization Act (GPRAMA) of 2010 (Public Law 111-352). Section
1124(a) of Title 31, U.S.C, as amended by Section 9 of GPRAMA, • Prioritizes appropriately amongst competing business enterprise
directs that “the head of each agency, in consultation with the Chief investment, management, and reform initiatives; and
Operating Officer (COO), shall designate a senior executive of the • Prudently implements change to facilitate mission success.
agency as the agency Performance Improvement Officer.”
PERFORMANCE MANAGEMENT FRAMEWORK
Functions and Responsibilities of the Performance Improvement
To achieve the objectives outlined in this SMP, the DepSecDef and PIO
Officer
engage with senior leaders across the DoD within a Department-wide
The DepSecDef, as COO, has designated the DA&M as the management framework geared towards promoting and evaluating
Department’s PIO. Serving in the role of PIO and in partnership with enhanced management processes, systems, and practices. The SMP
other senior DoD leaders, the DA&M is responsible for the following provides the DepSecDef and PIO with effective levers to identify,
activities: oversee, and report on a series of tangible and measurable activities
• Advises and assists the SecDef and DepSecDef to ensure that ensuring diligence in the Department’s management of resources
the mission and goals of the Department are achieved through assigned to those priorities. The implementation of each strategic
strategic and performance planning measurement and analysis, objective in the SMP is in the purview of one (1) or more of the OSD
regular data-driven assessments of progress, and use of data PSAs who are delegated SecDef authority to carry out their assigned
analytics and performance metrics to improve results achieved; responsibilities and functional areas.

• Oversees the preparation and implementation of the DoD’s SMP,

APP, and APR;
• Supports the SecDef, DepSecDef, DBC, Office of the Secretary
of Defense (OSD) Principal Staff Assistants (PSAs), and Heads of
Components in data-driven progress reviews towards the delivery
of strategic goals and objectives as outlined in the SMP and APP;
• Advises and assists the SecDef, DepSecDef, and the DBC in
data-driven reviews of the Department’s progress towards NDS
implementation, in coordination with the USD for Policy (USD(P)),
DCAPE, and the CDAO;
• Coordinates with the USD for Personnel and Readiness
(USD(P&R)), as appropriate, on how performance measures are
used in personnel appraisals and assessments;
Dana Weinstein, associate dean of graduate education for the college of engineering at Purdue University, and also a professor
of electrical and computer engineering, talks with Deputy Defense Secretary Kathleen H. Hicks, August 18, 2022, at Purdue
University in Indiana.

18 FY 2022-2026 DoD Strategic Management Plan

 that drive improved performance. To enable the shift to a data-driven
approach for performance management, the CDAO, in partnership
with the PIO and USD(P), designed an executive analytics capability in
Advana, called Pulse, that uses metrics informed by authoritative data
to give DoD senior leaders a strategic view of how DoD is performing
against its top priorities. Pulse refers to both the integrated data and
analytics layer for performance management in Advana, as well as the
governance structure for overseeing progress and escalating risks.
The Pulse applications support the DepSecDef’s vision to transform
DoD into a data-driven organization, to ensure alignment of
performance improvement activities with SecDef priorities, and to foster
better decision-making around performance. This initiative empowers
DoD Components to draw deeper insights from data, drive more
A Marine Corps data systems administrator with Headquarters Battalion, 23rd Marine Regiment, monitors network traffic and
efficient processes and procedures, and enable proactive performance
activity on Fort Pickett, Virginia., Feb. 6, 2022. tracking and monitoring. With the increased visibility of authoritative
data, DoD also has better insight into ongoing reform efforts to address
DATA-DRIVEN PERFORMANCE MANAGEMENT identified areas of underperformance.
The Department is committed to using performance data and metrics to Through the Pulse framework, DoD aims to:
drive decision-making and accountability for achieving outcomes. In the
May 5, 2021, memorandum “Creating Data Advantage,” the DepSecDef • Develop and integrate data-informed, outcome-based metrics
outlined a plan to transform the Department into a data-driven to show how DoD is performing against SecDef/DepSecDef
organization. Advana was designated as the Department’s primary strategic priorities.
enterprise authoritative data management and analytics platform. • Enable the SecDef/DepSecDef to proactively monitor how DoD is
Under the leadership of the CDAO, the Advana team continues to performing and be notified if there are areas where they need to
connect to the vast number of enterprise data systems enabling the engage.
Department to have the ability to analyze and provide consolidated • Ensure performance improvement efforts across DoD align to
data to DoD leadership. The continuous absorption of data into SecDef/DepSecDef top strategic priorities and performance
Advana and the implementation of transformative initiatives to goals/objectives.
improve data access and quality enable the Department to establish a Pulse is a collaborative effort across the DoD that will evolve and
foundation for information sharing and optimize enterprise functions, mature over time. As DoD Components increasingly use Pulse in day-
such as information technology (IT), portfolio management, financial to-day management decisions, the quality of the data and the maturity
management, and capture of lost buying power. of available measures will increase. By using Pulse in management
discussions at the highest levels, DoD will be able to translate core
PULSE business objectives into measurable outcomes that change behaviors
The DoD is committed to using data and analytics to track progress and improve overall performance.
on strategic priorities in an outcome-driven, metrics-based manner

FY 2022-2026 DoD Strategic Management Plan 19

ANNUAL
Students at the U.S. Air Force Academy throw their caps in the air during
the Air Force Academy graduation in Colorado Springs, CO., May 26, 2021.
Shortly after the graduation event, the U.S. Air Force Air Demonstration
Squadron “Thunderbirds” performed a fly-over.

PERFORMANCE
PLAN Fiscal Year
2024
The DoD Annual Performance Plan (APP) for Fiscal Year (FY) 2024 presents specific performance goals
and measures for FY 2023. The APP builds on the Strategic Management Plan (SMP) for FY 2022 –
2026 by defining specific performance goals and measures along with targets to ensure successful
implementation of the SMP.
The Department’s APP for FY 2024 was prepared in compliance with the Government Performance
and Results Modernization Act of 2010, Pub. L. 111-352, under guidance from the U.S. Office
of Management and Budget (OMB) Circular No. A-11 (Published August 2022), “Preparation,
Submission, and Execution of the Budget.”
Leaders at all levels throughout the Department are responsible for meeting the
performance goals and measures set out in the APP that relate to their functional areas.
Additionally, the APP performance goals and measures are used to inform critical
elements of Senior Executive Service (SES) and Senior Leader performance plans,
empowering leaders to focus on achieving measurable outcomes in alignment with the
National Defense Strategy (NDS) and the assignment of budgetary resources.
To ensure the quality of the performance data provided for performance
management and assessment, the Performance Improvement Officer (PIO)
requires written attestation from goal owners verifying that (1) all performance
information is complete, accurate, and reliable, and (2) the data is verified
and validated, along with readily available supporting documentation of the
procedures performed on the data, as needed. Using the APP goals and
measures in this manner and holding those accountable for ownership of
their respective goals and performance data quality helps ensure that DoD
leaders remain focused on achieving measurable outcomes aligned with
the mission strategy as laid out in the SMP.
20 FY 2024 Annual Performance Plan
A Letter from the Performance Improvement Officer
As the Performance Improvement Officer for the Department of Defense, it is an honor and privilege to present the DoD Strategic Management Plan for
Fiscal Years 2022 – 2026. The strategic priorities and objectives, coupled with the performance goals and measures outlined in the Fiscal Year 2024 Annual
Performance Plan, sets forth the Department’s roadmap to define data-driven goals with achievable outcomes to ensure successful realization of strategic
goals and effectively manage the entire breadth of the DoD’s budgetary resources in alignment with the 2022 National Defense Strategy.
The Department has a keen interest in creating an environment that utilizes the power of enterprise data to provide performance insights and inform
decision-making. To accelerate the Department’s enterprise data edge, preparation of the SMP is shifting away from a traditional methodology of data calls
and manual processes towards greater focus on the quality of performance data and results used for performance management and assessment, and
capturing updated data in more automated tools such as Pulse. As the DoD PIO, I am committed to empower our leadership to focus on transformative
initiatives that will improve data access and quality and help track, measure, and report on progress. Through a collaborative series of meetings,
working group sessions inclusive of leaders across the Department met to refine the strategic objectives, goals, and measures provided in this Strategic
Management Plan. A continuous integration of data-driven metrics, enterprise risk management, the performance improvement framework, and improved
visibility into Department-wide functional metrics, will pave the way towards a comprehensive view of enterprise management operations within the DoD.
The FY 2024 APP includes specific targets to regularly measure progress towards SMP implementation in the near term, while the FY 2022
Annual Performance Report consolidates prior fiscal year performance results across all DoD Components. The SMP for FY 2022 - 2026
focuses on five (5) strategic priorities.
1. Transform the Foundation of the Future Force
2. Make the Right Technology Investments
3. Strengthen Resiliency and Adaptability of Our Defense Ecosystem
4. Take Care of Our People and Cultivate the Workforce We Need
5. Address Institutional Management Priorities
Together with the Deputy Secretary of Defense, I am committed to work closely with our senior leadership and ensure they
are equipped with the resources to monitor and report on tangible and measurable activities and drive decision-making and
accountability for achieving outcomes.

The Honorable Michael B. Donley

Department of Defense Performance Improvement Officer

FY 2024 Annual Performance Plan 21

Strategic Management Framework
The strategic priorities and objectives, coupled with the performance goals and measures outlined in the FY 2024 APP describe how the Department intends
to achieve its goals and priorities and succeed through teamwork with our Allies and partners.
The strategic management framework as defined in the FY 2022 - 2026 SMP is presented below. Each Strategic Priority (SP) is tied to one (1) or more
Strategic Objectives (SO), which are tied to a Performance Goal (PG) or Agency Priority Goal (APG).

1 1 21 21 32 1 32 43 2 43 54 3 54 54 5 5

Strategic Priority 1 Strategic Priority 2 Strategic Priority 3 Strategic Priority 4 Strategic Priority 5
Transform the Make the Right Strengthen Resiliency Take Care of Our People Address Institutional
Foundation of the Technology Investments and Adaptability of Our and Cultivate the Management Priorities
Future Force Defense Ecosystem Workforce We Need

Strategic Objectives Strategic Objectives Strategic Objectives Strategic Objectives Strategic Objectives

1.1 - Drive competitive advantage by 2.1 - Build a strong foundation for future 3.1 - Shape a 21st century Defense 4.1 - Cultivate Talent Management* 5.1 - Accelerate the path to an unmodified
acquiring effective capabilities to deter and, science and technology through modernized Industrial Base (DIB)* audit opinion
if necessary, defeat pacing threats laboratories and test facilities 4.2 - Change the culture
3.2 - Reduce operation and sustainment 5.2 - Optimize budget to execution and
1.2 - Modernize and sustain the nuclear 2.2 - Collaborate with public/private costs to maximize readiness 4.3 - Promote the health, wellbeing, and foster a high integrity funds control
deterrent and protect against chemical and sector partners in support of innovative, safety of the force and families environment
biological threats interoperable solutions 3.3 - Enhance the DoD's ability to
combat 21st century climate, energy, and 5.3 - Modernize DoD Business Systems
1.3 - Deliver and optimize the Department’s 2.3 - Leverage technology innovation to environmental challenges*
enterprise, information, and technology build enduring performance advantage 5.4 - Accelerate the adoption of trusted data
infrastructure to drive mission effectiveness 3.4 - Enhance the DoD's cybersecurity and analytics across the Department
posture

3.5 - Increase the resiliency of C3

capabilities

3.6 - Engage in co-development, research,

testing, and evaluation with Allies and
partners

*Indicates a Strategic Objective tied to an Agency Priority Goal.

22 FY 2024 Annual Performance Plan

 A US Army Major is earning her Doctor of Philosophy in nuclear science and
engineering at the Massachusetts Institute of Technology. The Major, a nuclear
and countering weapons of mass destruction officer, conducts research to
optimize a detection system for use in emerging nuclear fuel cycles as part
of her Ph.D. program.

1 2 3 4 5

Strategic Priority 1
Transform the
Foundation of the
Future Force
Building enduring advantages across the enterprise requires
overhauling the Department’s force development, design, and
business management practices. Our current system is too slow and
too focused on acquiring systems not designed to address the most
critical challenges. This orientation leaves little incentive to design
open systems than can rapidly incorporate cutting-edge technologies,
creating longer term challenges with obsolescence, interoperability,
and cost effectiveness. The Department is transitioning to processes
and systems that instead reward rapid experimentation, acquisition,
and fielding. We will align requirements and undertake a campaign
of learning to identify the most promising concepts, incorporating
emerging technologies in the commercial and military sectors for
solving our key operational challenges. These efforts will ensure the
Department can sustain and strengthen deterrence and investments
that build enduring advantages.

FY 2024 Annual Performance Plan 23

 1 Strategic
2 Priority
3 1 4 5
Transform the Foundation of the Future Force

STRATEGIC OBJECTIVE 1.1 - DRIVE COMPETITIVE ADVANTAGE BY ACQUIRING EFFECTIVE CAPABILITIES TO DETER
AND, IF NECESSARY, DEFEAT PACING THREATS.
Strategic Objective Lead: Office of the Under Secretary of Defense for Acquisition & Sustainment (OUSD(A&S))
To pace the threat and secure our military advantage in a rapidly evolving security environment, the OUSD(A&S) will lead the Department in adopting a
systems- and portfolio-based framework that aligns strategic decision-making for capabilities to the mission areas required for integrated deterrence. A
holistic approach to enterprise acquisition and sustainment is necessary, one that leverages data as a strategic asset to maximize capability delivery and
availability to the warfighter.

Performance Goal 1.1.1 - Evolve and Align Enterprise Acquisition Processes (e.g., Requirements and Funding) to Deliver Effective Capabilities
to the Warfighter. Lead: OUSD(A&S)
Fundamental business processes in requirements (Joint Capabilities Integration and Development System), resourcing (Planning, Programming, Budgeting,
and Execution [PPBE]), and acquisition management (Defense Acquisition System) must evolve and better align to identify and fill critical capability gaps
faster, as well as to transition emerging technology at scale. OUSD(A&S) will drive integration across the Department to redefine programmatic success
beyond the cost, schedule, and performance parameters and ensure the rapid fielding of the right technologies and product support at speed throughout the
life cycle.
The OUSD(A&S) will deliver more effective capabilities to the warfighter by updating the governing directive for portfolio management; conducting mission-
focused acquisition portfolio and program reviews; driving continued implementation of the Adaptive Acquisition Framework (AAF); and ensuring key Research
and Development (R&D) or nontraditional capabilities are, when ready, adopted by Services in a timely and effective transition to fielding and sustainment.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 1.1.1.1 - Execute Competitive Advantage Pathfinders (CAP) to identify Select mission areas for second and third CAP tranches, Assess outcomes of first three (3) CAP tranches to
opportunities to accelerate capability delivery and inform process reform and execute 120-day sprints accordingly determine requirement for future pathfinders; as
N/A
appropriate, repeat process of selecting mission areas
and executing CAP sprints
PM 1.1.1.2 - Develop metrics to support lessons learned from the CAP initiative Develop visualization tool for CAP in Advancing Analytics Rollout CAPs lessons learned to broader acquisition
N/A
and inform enterprise reform across the defense decision support systems (Advana) workforce
PM 1.1.1.3 - Portfolio/Program Reviews: Conduct mission-focused Integrated Conduct 18 Integrated Acquisition Portfolio Reviews. Conduct 18 Integrated Acquisition Portfolio Reviews.
Acquisition Portfolio Reviews, as well as Defense Acquisition Boards and In- Conduct bi-annual Defense Acquisition Boards/In- Conduct bi-annual Defense Acquisition Boards/In- TBD
Process Reviews for critical programs in the Major Capability Acquisition pathway Progress Reviews for ACAT 1D programs Progress Reviews for ACAT 1D programs
PM 1.1.1.4 - Adaptive Acquisition Framework (AAF): Drive increased Military Where appropriate for the capability being acquired, Where appropriate for the capability being acquired,
service use of the AAF to include the software acquisition and middle tier increase # of programs using the MTA and software increase # of programs using the MTA and software TBD
pathways as well as hybrid approaches acquisition pathways acquisition pathways
PM 1.1.1.5 - Mission Engineering: Complete development and analysis of Indo- Identify next priority theater and complete development Identify next priority theater and complete development
TBD
Pacific Command (INDOPACOM) mission threads and analysis of associated mission threads and analysis of associated mission threads

24 FY 2024 Annual Performance Plan

 1 Strategic
2 Priority
3 1 4 5
Transform the Foundation of the Future Force

STRATEGIC OBJECTIVE 1.2 - MODERNIZE AND SUSTAIN THE NUCLEAR DETERRENT AND PROTECT AGAINST
CHEMICAL AND BIOLOGICAL THREATS.
Strategic Objective Lead: Office of the Under Secretary of Defense for Acquisition & Sustainment (OUSD(A&S))
To ensure that the U.S. nuclear deterrent remains safe, secure, reliable, and effective, the OUSD(A&S) will continue guiding and directing the highly complex
and interdependent set of nuclear modernization and sustainment programs. As growing chemical and biological threats emerge and converge, we will
similarly reform approaches to surveillance, detection, preparedness, and response, as well as advance development of revolutionary defense capabilities.

Performance Goal 1.2.1 - Ensure Complete Destruction Campaign for U.S. Chemical Weapons Stockpile by the Chemical Weapons
Convention Commitment Deadline of Sept 30, 2023, but not Later Than the Congressionally Mandated Deadline of December 31, 2023, and
Begin Transition to Closeout Operations at Pueblo, Colorado, and Blue Grass, Kentucky. Lead: OUSD(A&S)
After destruction of the stockpile, closure of the Chemical Weapons Destruction facilities is a two (2) phase multi-year effort, ensuring the Assembled
Chemical Weapons Alternative (ACWA) program completes closure of the destruction facilities in Pueblo, CO, and Blue Grass, KY, safely and environmentally-
compliant to include the decommissioning, decontamination, and demolition as agreed upon by the Army and the State; in addition to closeout of all
contracts and environmental permits.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 1.2.1.1 - Complete destruction of 100% of the chemical agent declared in the Complete destruction of 100% of the chemical
U.S. chemical weapons stockpile agent declared in the U.S. chemical weapons N/A N/A
stockpile
PM 1.2.1.2 - Begin closure of the Colorado main destruction facility Begin closure of the Colorado main plant
N/A N/A
destruction facility
PM 1.2.1.3 - Complete destruction of chemical surety materials and secondary Complete destruction of chemical surety materials
N/A N/A
waste and secondary waste
PM 1.2.1.4 - End treaty verification N/A End treaty verification N/A
PM 1.2.1.5 - Begin the close-out of the Chemical Stockpile Emergency Preparedness Begin the close-out of the Chemical Stockpile
N/A TBD
Program Emergency Preparedness Program
PM 1.2.1.6 - Begin closure of Kentucky destruction facilities and continue closure of Begin closure of Kentucky Main Plant and continue Begin closure of remaining Kentucky
the remaining Colorado destruction facilities N/A closure of the remaining Colorado destruction destruction facilities
facilities

FY 2024 Annual Performance Plan 25

 1 Strategic
2 Priority
3 1 4 5
Transform the Foundation of the Future Force

STRATEGIC OBJECTIVE 1.3 - DELIVER AND OPTIMIZE THE DEPARTMENT’S ENTERPRISE, INFORMATION, AND
TECHNOLOGY INFRASTRUCTURE TO DRIVE EFFICIENCIES.
Strategic Objective Lead: Chief Information Officer for the DoD (DoD CIO)
Delivering Information Technology (IT) capabilities with greater efficiency and performance requires the Department to reform the way it operates. In
particular, the Department must accelerate the evaluation and implementation of suitable industry best current practices and proven technologies. The
Department must also improve oversight of IT spending. The objectives in this goal include shifting to an enterprise-wide operations and defense model,
promoting modern software practices, and establishing enterprise-wide modern compute and storage capabilities.

Performance Goal 1.3.1 - Modernize and Consolidate DoD Networks and Services. Lead: DoD CIO
The 4th Estate Network Optimization (4ENO) is a bold, aggressive IT reform activity designed to transform the way DoD delivers IT by creating a better digital
enterprise. The goal of 4ENO is to reduce the DoD network footprint to one (1) per domain (NIPR and SIPR), converge desktop functions to an enterprise
capability, enable global access, reduce barriers for joint information sharing, and provide consistent end user capabilities for the workforce. As a first step,
4ENO optimizes DAFA networks and service desks under the Defense Information Systems Agency (DISA), as the single service provider (SSP), to improve
visibility of cybersecurity vulnerabilities, reduce operating expenses, and create a consistent end user experience. The 4ENO transformation will allow each
DAFA to focus on their core mission and give the single service provider role to DISA, whose primary mission is the fulcrum for this unifying technology effort.
4ENO is programmed as multi-year effort executed with close collaboration from each of the 13 DAFAs to determine common-use IT to migrate to the single
service provider and the mission use IT to remain under the control of the DAFA. Common use IT is defined as the ubiquitous IT effort at 4th Estate Agencies/
Activities spanning enterprise services, asset management, cyber security, network services, and IT operations. Mission use IT are those distinct and unique
IT services that enable a given DAFA to accomplish its mission.
The 4th Estate Cloud and Data Center Optimization IT reform initiative was established in 2018 to migrate DAFA applications/systems to more optimal
hosting environments, enable the closure of vulnerable data centers, and facilitate the transition to a cloud-enabled future. Cloud and Data Center
Optimization accelerates the overarching DoD Data Center Optimization Initiative (DCOI) and continues the aggressive advancement of data center
optimization across the DoD.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 1.3.1.1 - IT Network and Service Optimization – Complete 4th Estate DoD Network 3 DAFAs begin migration to the SSP 2 DAFAs begin migration to the SSP 2 DAFAs begin migration to the SSP
(DoDNET) Assessment, Migration Plans, and Phase I migration
PM 1.3.1.2 - Cloud & Data Center Optimization – Migrate DAFA applications/systems to 812 of 923 813 of 923 923 of 923
optimal hosting environments (affects 14 DAFAs, 923 apps/systems, and 61 data centers) (88%) (88%) (100%)

26 FY 2024 Annual Performance Plan

 1 Strategic
2 Priority
3 1 4 5
Transform the Foundation of the Future Force

Performance Goal 1.3.2 - Adopt Modern Software Practices. Lead: DoD CIO
The Military Departments and DISA will make the investments necessary to ensure that 55 percent of new custom software development efforts and 10
percent of all systems utilizing custom software development use modern software methodologies like Agile/Lean/Development, Security, and Operations
(DevSecOps) by FY 2025. This requirement will be measured using the “Custom Software Development” and “DevSecOps Approach” flags in the DoD IT
Portfolio Repository (DITPR) coupled with investment data captured in the DoD IT Investment Portal/Select and Native Programming Data Input Systems
for IT (DITIP/SNaP-IT.) The metrics in the table below outline the expected percentage per FY. This includes software systems using DevSecOps platforms
such as the Air Force’s Platform One, Army’s Code Repository and Tools Environment (CReATE), or the Navy’s Overmatch Software Armory. Custom software
development is defined as software that is developed for a specific organization or user. It is not commercial-off-the-shelf software or existing free software.
Custom software-related investments will be self-reported and reviewed at the Digital Modernization Infrastructure Executive Committee (DMI EXCOM).

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 1.3.2.1 - % of new custom software development systems using DevSecOps 35% 45% 55%
PM 1.3.2.2 - % of all custom software development systems using DevSecOps 5% 7% 10%

Performance Goal 1.3.3 - Accelerate Cloud Adoption. Lead: DoD CIO

DoD Components shall maximize the use of cloud hosting and minimize the need for DoD owned and operated fixed data centers to the maximum extent
possible. Cloud-related investments include any investment identified as a cloud computing investment which addresses infrastructure-as-a-service (IaaS),
platform-as-a-service (PaaS), and software-as-a-service (SaaS). Cloud-related investments should target the approved DoD Enterprise Cloud Environment
contracts such as, but not limited to, the Army’s c-Army, the Air Force’s CloudOne, DISA’s Stratus, the DoD Joint Warfighting Cloud Capability, and the
Intelligence Community’s (IC’s) Commercial Cloud Enterprise for defense intelligence and intelligence-related activities. In addition, Military Departments and
DISA will conduct customer experience surveys of DECE environments to foster efficiency, accessibility, and privacy.
Results will be analyzed for trends and reported annually. DoD Components shall perform cloud smart system rationalization, as defined in DoD and Federal
digital modernization strategies1 2, in order to increase cloud services (e.g., IaaS, PaaS, and SaaS) with the goal of modernizing IT capabilities, and reducing
technical debt, while continuing to make hardware investments where necessary to enable modern software development practices. This requirement will be
measured in accordance with the metrics in the table below, outlining the number (#) of system reported in DITPR that are capable of being hosted in a cloud
environment with expected percentage(%) of system migration within the Chief Information Officer for the DoD (DoD CIO) Information Technology/Cyberspace
Activities Budget per FY. Cloud-related investments will be self-reported and reviewed at the DMI EXCOM.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 1.3.3.1 - # of Systems/% of Systems Modernized and Cloud Ready #/30% #/40% #/50%
PM 1.3.3.2 - # of Systems/% of Systems Migrated to Cloud #/10% #/20% #/40%

1
https://dodcio.defense.gov/Portals/0/Documents/Library/SoftwareModStrat.pdf
2
https://cloud.cio.gov/strategy/

FY 2024 Annual Performance Plan 27

1 2 3 4 5

Strategic Priority 2
Make the Right
Technology
Investments
To maintain the U.S. military’s technological advantage, the
Department continues to champion research, science, technology,
engineering, and innovation. The Department will support the
innovation ecosystem, both at home and in expanded partnerships
with our Allies and partners. Innovation has always been a strength
of the United States, and the Department will harness that innovation
by focusing development resources on unique capabilities needed
by the military and will quickly adopt the best commercial dual use
technologies. The DoD will develop and prototype critical technologies
and conduct continuous campaigns of joint experimentation to
improve those technologies and deliver capabilities to the warfighter.

NASA’s Space Launch System rocket carried the Orion spacecraft on

the Artemis I flight test from Launch Complex 39B at the Kennedy
Space Center in Florida, November 16, 2022. Defense Logistics Agency
Energy supplied the uncrewed Orion capsule with 438 pounds of high
purity hydrazine, 6,245 pounds of Monomethyl Hydrazine and 10,670
pounds of Nitrogen Tetroxide Mon-3 grade propellants.

28 FY 2024 Annual Performance Plan

1 2 Strategic
3 Priority
4 2 5
Make the Right Technology Investments

STRATEGIC OBJECTIVE 2.1 - BUILD A STRONG FOUNDATION FOR FUTURE SCIENCE AND TECHNOLOGY THROUGH
MODERNIZED LABORATORIES AND TEST FACILITIES.
Strategic Objective Lead: Office of the Under Secretary of Defense for Research & Engineering (OUSD(R&E))
The technology dominance of tomorrow relies on the scientific investments of today. We will continue to invest in our laboratories and test ranges to solve
problems now and in the future. We must ensure our current laboratories, ranges, and test facilities support cutting edge technology advancement. We must
ensure we are efficient and collaborative and will break down barriers to success through policies that encourage innovation and risk taking.

Performance Goal 2.1.1 - Improve Laboratory and Testing Infrastructure. Lead: OUSD(R&E)
Ensuring we can conduct the R&D required for today’s science is crucial. Equally important is thinking ahead to make sure our workforce, laboratories,
ranges, and test facilities are ready to support the innovation of tomorrow. We must have the appropriate infrastructure, workforce, and policy to counter
threats and exploit opportunities now and in the future.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 2.1.1.1 - % increase in lab modernization 1% 2% 2%
Ensure continued investments in critical testing Ensure continued investments in critical testing
PM 2.1.1.2 - % increase in testing infrastructure modernization Conduct a review of current test infrastructure
infrastructure are prioritized infrastructure are prioritized
• Medical Waste Incinerator Building, Fort Detrick, MD
PM 2.1.1.3 - Examples of ongoing investments N/A N/A
• General Purpose Engineering Lab, Huntsville, AL

FY 2024 Annual Performance Plan 29

1 2 Strategic
3 Priority
4 2 5
Make the Right Technology Investments

STRATEGIC OBJECTIVE 2.2 - COLLABORATE WITH PUBLIC/PRIVATE SECTOR PARTNERS IN SUPPORT OF

INNOVATIVE, INTEROPERABLE SOLUTIONS.
Strategic Objective Lead: Office of the Under Secretary of Defense for Research & Engineering (OUSD(R&E))
R&D funding and expertise in most technical fields are readily available worldwide, aligned primarily with civilian commercial endeavors. As a direct
consequence, the DoD cannot assume any inherent technical superiority based on technology availability. Rather, we must work hard to ensure that our
warfighters always have the superior capabilities in any fight. A necessary part of the effort is to work closely with U.S. idea generators – the universities and
colleges, the large and small businesses, and all elements of the Federal Government.

Performance Goal 2.2.1 - Incentivize Academia Partnerships. Lead: OUSD(R&E)

Universities and colleges are wellsprings of new science and technology, producing groundbreaking insights and capabilities, while educating and training
the people who power the American innovation engine. Academic institutions draw support from many sources, including multiple federal sources. The
Department must work to ensure that it continues to be a sought-after partner and collaborator. Financial support, close working relationships, and
opportunities to help address hard national security problems are necessary elements of a successful strategy.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 2.2.1.1 - % increase in academic partnerships, to include grants, awards, and
2% 2% 2%
Cooperative Research and Development Agreements (CRADAs)

30 FY 2024 Annual Performance Plan

1 2 Strategic
3 Priority
4 2 5
Make the Right Technology Investments

STRATEGIC OBJECTIVE 2.3 - LEVERAGE TECHNOLOGY INNOVATION TO BUILD ENDURING PERFORMANCE

ADVANTAGE.
Strategic Objective Lead: Office of the Under Secretary of Defense for Research & Engineering (OUSD(R&E))
Science and Technology (S&T) are worldwide pursuits, generally aimed at civilian needs. Many of the resulting technical innovations have dual use defense
applications. Likewise, S&T that is driven by national security needs may also transition into civilian sectors. The “endless frontier” afforded by S&T requires
that the Department prioritizes its resources to ensure the warfighter always has superior capabilities. This work must include informed and targeted
investments in critical technologies, mission-driven prototyping, and evaluation of promising new technologies and products.

Performance Goal 2.3.1 - Foster the Development of Leap Ahead Capabilities by Investing in Critical Technology Areas (CTAs).
Lead: OUSD(R&E)
In FY 2022, the Under Secretary of Defense for Research and Engineering and Chief Technology Officer (USD(R&E)/CTO) increased the number of CTAs to
14. It is imperative that the R&D activities of the DoD are pursuing every technological opportunity to ensure the enduring advantage for the warfighters.
Warfighting advantage has many guises including: sensors to reliably detect the enemy at greater distances, lightweight effective chem-bio protection,
communications that work through jamming and are not detectable, and inexpensive capable satellites and the means to rapidly replenish them. The
Department’s technical interests are therefore broad, and the leap-ahead capabilities could as well come from unexpected as planned technologies.
Identifying and investing in CTAs is required, as is continuously scouting for emerging high-priority opportunities.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 2.3.1.1 - Enumerate funding for science, and for • Quantum: $25M • Quantum: $75M • Quantum $100M
technology maturation in CTAs • Future G: $25M • Future G: $45M • Future G: $60M
• Biotechnology is funded in Army Program Element (PE) • Biotechnology is funded in Army PE • Biotechnology is funded in Army PE
PM 2.3.1.2 - Examples of science achievements and • Quantum: Prototype demonstration of quantum clocks • Quantum: Demonstration of quantum sensors and • Quantum: Low-Small Size Weight and Power (SWaP),
Technology Readiness Level advances and sensors clocks in operational environment low cost quantum sensor and clocks for new and
• Biotechnology: Demonstrate biomanufacturing of high- • Future G: Create software defined radios that can easily sustainable warfighter capabilities
performance fuels incorporate advanced waveforms for electronic warfare • Future G: Develop advanced networking protocols and
• Advance the maturation of five (5) technologies into hardening and cyber protection encryption technologies for ubiquitous, small, low-power
capabilities for the warfighter • Biotechnology: Demonstrate biomanufacturing of military devices
energetic precursors • Biotechnology: Demonstrate point of need production of
• Advance the maturation of five (5) technologies into bioderived energetics and fuels
capabilities for the warfighter • Advance the maturation of five (5) technologies into
capabilities for the warfighter
PM 2.3.1.3 - Review investments in critical technologies
and decide if the investment will continue or the dollars will 1 1 1
be moved to other technologies
PM 2.3.1.4 - Examples of changes to the set of CTAs (i.e., Conduct a strategic review of CTAs Conduct a strategic review of CTAs Conduct a strategic review of CTAs
modify, drop, add)

FY 2024 Annual Performance Plan 31

1 2 Strategic
3 Priority
4 2 5
Make the Right Technology Investments

Performance Goal 2.3.2 - Leverage Prototyping and Experimentation for Joint Warfighting Capabilities. Lead: OUSD(R&E)
The Department’s S&T investments are underpinned by early-stage basic research. Payoff for this research may not be evident for years, but it is critical
to ensure our enduring technological advantage in the decades ahead. Time and again, the Department has demonstrated the connection between basic
research investments and transformational military capabilities – developing advanced technologies that not only ensure our national security, but have
important commercial applications that provide economic advantage to the American industry and workers. Allies and partners also have unique capabilities
that can be leveraged in these activities including expertise, testing facilities, and technologies.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 2.3.2.1 - Describe experiments aimed at Define and manage a campaign of experiments framed Define and manage a campaign of experiments framed Define and manage a campaign of experiments framed on
joint warfighting capabilities on Defense Planning Scenarios that execute in three (3) on Defense Planning Scenarios that execute in three (3) Defense Planning Scenarios that execute in three (3) exercises
exercises exercises
PM 2.3.2.2 - Describe multinational experiments Conduct three (3) technology demonstrations experiments Conduct three (3) technology demonstrations experiments Execute first large- scale multinational experiment
with Allies and partners with Allies and partners
PM 2.3.2.3 - Examples of prototyping actions Implement a measurement mechanism to track transition Access to State-of-the-Art Microelectronics will be Access to State-of-the-Art Microelectronics will move into
and the impact of projects deemed effective via experimentation, and the available for prototype DoD design activities commercial production
associated mission performance improvements

Performance Goal 2.3.3 - Increase the Adoption of Innovative Commercial Technologies That Align to Mission Objectives. Lead: OUSD(R&E)
The Department has long recognized that innovative commercial civilian technologies can play a substantial role in supporting our nation’s security. These
include the widest range of technologies, such as the inexpensive launch to Low Earth Orbit, messenger ribonucleic acid (mRNA) vaccines against emerging
viral threats, leading edge U.S-built drones, and software tools that support worldwide supply logistics in adverse conditions. The Department continuously
seeks opportunities to adopt trusted commercial civilian technologies to address important national security challenges. This includes an emphasis on
nurturing the larger innovation ecosystem, bringing in more small businesses, and other “non-traditional” methods (i.e., have not worked with the DoD or
even government before).

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 2.3.3.1 - % increase in DoD adoption of heretofore commercial technologies 5% 10% TBD
PM 2.3.3.2 - # of Examples of adoptions of commercial technologies by DoD 5 10 15

32 FY 2024 Annual Performance Plan

2 3 4 5

Strategic Priority 3
Strengthen Resiliency
and Adaptability of Our
Defense Ecosystem
The Department will strengthen our Defense Industrial Base (DIB)
to ensure that we produce and sustain the full range of capabilities
needed to give U.S. allied and partner forces a competitive
advantage. We will bolster support for our unparalleled network of
research institutions, both university-affiliated and federally funded
research and development centers, as well as small businesses
and innovative technology firms. The Department will act urgently to
better support advanced manufacturing processes to increase our
ability to reconstitute the Joint Force in a major conflict. Industry
plays a key role in both the effort to strengthen the defense
ecosystem and to project military force: our industry Partners provide
critical transportation capability and the global networks we need
to meet day-to-day warfighting requirements. The Department’s
approach will be eminently proactive, developing vibrant relationships Air Force personnel load Humvees onto
a Boeing 747 at Joint Base Charleston,
with commercial Partners in order to create sufficient military S.C., October 16, 2022.
capacity to satisfy wartime demands at acceptable risk levels.

FY 2024 Annual Performance Plan 33

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.1 - SHAPE A 21ST CENTURY DEFENSE INDUSTRIAL BASE (DIB).
Strategic Objective Lead: Office of the Under Secretary of Defense for Acquisition & Sustainment (OUSD(A&S))
A resilient DIB is a critical element of U.S. power, which preserves and extends U.S. military dominance. The DoD’s approach to strengthening the DIB brings
an enterprise-wide view of the threats and vulnerabilities that could jeopardize warfighter advantages and uses a comprehensive approach to mitigate those
threats and vulnerabilities. The Department’s efforts will focus on renewing an enduring source of U.S. strength by shaping the DIB to meet 21st century
challenges.

Agency Priority Goal 3.1.1 - Ensure Supply Chain Resilience. Lead: ASD(Industrial Base Policy)
The DoD requires healthy, resilient, diverse, and secure supply chains to ensure the development and sustainment of capabilities critical to national
security. Revitalizing supply chains in the DIB will require the DoD to better understand supply chain risks and to work internally, as well as with interagency,
international, and industry Partners, to align standards, build domestic capacity, and safeguard markets.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.1.1.1 - Complete an evaluation of analytical tools used to improve enterprise-level supply chain visibility Q4 complete N/A N/A
PM 3.1.1.2 - Compile guidebook to identify supply chain risk and strategic implications Q4 complete N/A N/A
PM 3.1.1.3 - Develop and publish a strategy on supply chain resilience that can be used across DoD Q4 complete N/A N/A
PM 3.1.1.4 - Complete evaluation of data sources to build metrics for five (5) priority supply chains N/A Q2 Complete N/A
PM 3.1.1.5 - Identify meaningful supply chain resilience metrics. Test metrics to determine if the metric
N/A Q4 complete N/A
provides useful insight to senior leaders
PM 3.1.1.6 - Implementation of DoD’s Small Business Strategy Q1 Beginning Q4 Complete Ongoing

Performance Goal 3.1.2 - Provide Effective Logistics Information Technology and Access to Supply Chain Illumination Tools. Lead: OUSD(A&S)
It is critical to fully understand the Defense supply chain using a system of systems approach with an effective logistics information technology (Log IT)
strategy that can leverage the full range of commercial capabilities, as well as internally developed government solutions. Currently there is no single tool
capable of fully illuminating the entirety of our broad and complex supply chain ecosystem.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.1.2.1 - Log IT systems comply with performance and Establish performance targets for Log IT systems in partnership Baseline data under development. Specific targets will
auditability requirements with DoD CIO and CFO to comply with policy and auditability be developed TBD
requirements

34 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.2 - REDUCE OPERATION AND SUSTAINMENT COSTS TO MAXIMIZE READINESS.
Strategic Objective Lead: Office of the Under Secretary of Defense for Acquisition & Sustainment (OUSD(A&S))
Warfighting capability depends upon globally responsive, sustainable, and cost-effective logistics and materiel readiness. The OUSD(A&S) will provide
critical capabilities around the globe to support defense operations and deliver cost-effective weapon systems readiness throughout the service life of a
wide range of sophisticated and integrated weapons systems by ensuring sustainment attributes are included in capabilities’ designs. Continuous focus on
four (4) core mission areas will leverage scarce resources and optimize talent within the enterprise to deliver the vision of “Military Operations Empowered
Through Logistics.” Integrated and outcome-based performance measures will drive progress toward required capabilities and operational outcomes. Using
the existing governance framework, all stakeholders in the DoD logistics enterprise can coalesce around the planning and decision process to innovate,
modernize, and improve performance.

Performance Goal 3.2.1 - Deliver Sustainable Logistics to Support DoD Mission Requirements. Lead: OUSD(A&S)
In line with Executive Order (E.O.) 14057, “Catalyzing Clean Energy Industries and Jobs Through Federal Sustainability,” the DoD is revitalizing its
sustainability efforts by pursuing a clean and zero-emission light-duty vehicle fleet. The DoD will work with Component Fleet Managers to ensure the
Department meets year-by-year Zero-Emission Vehicle (ZEV) transition goals and targets set by the President. The DoD is solidifying plans to reach 100%
zero-emission light-duty vehicle acquisitions by 2027 aligning ZEV acquisition with Electric Vehicle Support Equipment (EVSE) availability. However, Original
Equipment Manufacturer (OEM) vehicle supply chain variability at this time does not allow the DoD to be able to set a reliable acquisition targets for FY 2023
or FY 2024.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.2.1.1 - % of Light Duty Vehicles (lease/buy) measured (No Year by Year target*) (No Year by Year target*)
against Service Program Objective Memorandum (POM) % of Light Duty Vehicle acquisitions are ZEVs by 2027 per % of Light Duty Vehicle acquisitions are ZEVs by 2027 per TBD
requirement to meet E.O. 14057 E.O. 14057 E.O. 14057
*OEM vehicle supply chain variability does not allow DoD to be able to set a reliable target for FY 2023 or 2024.

FY 2024 Annual Performance Plan 35

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.2.2 - Deliver Cost Effective Materiel Readiness to Meet the DoD’s Warfighting Capability and Capacity. Lead: OUSD(A&S)
The Organic Industrial Base (OIB) is the nation’s readiness and war-sustaining insurance policy. In a growing number of instances, the OIB activities are the
sole repair or manufacturing capability available to support core weapon systems. Our OIB infrastructure and facilities are World War II era and in many cases
the depot equipment is outdated. This has impacted cycle times, depot efficiency, and capacity. We are implementing Section 359 of the FY 2020 National
Defense Authorization Act (NDAA) to improve the Military Department’s depot performance and infrastructure modernization. This will ensure depots have the
requisite capacity and capability to support the Department’s materiel readiness availability goals of current and future weapon systems.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.2.2.1 - % Covered Depots meeting Performance-to- 1. Covered Depot P2P 100% P2P targets
Plan (P2P) targets and Covered Depot Facility Condition 1a. The Department’s goal over the next five (5) years is for each
Building Condition Index (BCI) meeting 86-100% covered depot to meet its individual schedule performance target
100% P2P targets N/A
Two (2) of the five (5) Section 359 reporting elements 2. Covered Depot Facility Condition
Both metrics need to be met for goal to be achieved 2a. The condition of each covered depot infrastructure (composite
rating) is rated using the BCI

Performance Goal 3.2.3 - Enable Effective, Affordable, and Sustainable Warfighting Capability. Lead: OUSD(A&S)
Product support and sustainment planning occurs throughout a weapon system’s life cycle. Cost savings, typically realized in sustainment, are greatly
impacted by decisions made early in a systems development. It is therefore critically important to have current and up-to-date policy and guidance that
highlights product support processes and strategies which must be assessed during system design and initial acquisition and fielding. The guidebooks
referenced will be used by Program Managers, Product Support Managers, their support staffs, and others in acquisition and sustainment organizations as
they develop and implement product support strategies for new programs, major modifications to legacy programs, or as they re-validate and re-engineer
product support strategies for existing fielded systems.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.2.3.1 - Provide the DoD enterprise with policy, • Publish Independent Logistics Assessment Guidebook by • Publish Product Support Business Case Analysis
processes, and guidance that foster effective product March 2023 Guidebook by March 2024
support planning, execution, and training • Publish Performance Based Logistics Guidebook by • Publish Operating and Support Cost Management
September 2023 Guidebook by September 2024
• Publish updated Logistics Functional Community • Maintain 85% or higher currency of policy covering
Competencies by December 2023 product support competencies as it relates to Guidebooks,
TBD
• Maintain 85% or higher currency of policy covering strategies, and plans published for access by the
product support competencies as it relates to acquisition and logistics communities
Guidebooks, strategies, and plans published for access • Complete 100% of Product Support issuances and
by the acquisition and logistics communities guidance documents aligned to DoD Issuance (DoDI)
5000.91 and AAF identified in the metric calculation by the
end of Calendar Year (CY) 2024

36 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.3 - ENHANCE THE DOD’S ABILITY TO COMBAT 21ST CENTURY CLIMATE, ENERGY, AND
ENVIRONMENTAL CHALLENGES.
Strategic Objective Lead: Office of the Under Secretary of Defense for Acquisition & Sustainment (OUSD(A&S))
The Department must take bold steps to accelerate adaptation to reduce the adverse impacts of climate change. These adaptation efforts must align with
our strategic objectives and mission requirements, ensuring that our military can deter aggression and defend the nation under all conditions. We must
understand adaptation requirements, new policies and guidance, improved construction codes and standards, tools to assess and evaluate climate exposure
at installations, and a requirement for comprehensive installation master planning.

Agency Priority Goal 3.3.1 - Reduce Climate Impacts to DoD Installations. Lead: DASD(Environment & Energy Resilience)
The Department will improve and expand assessments of the effects of extreme weather events and climate change to produce actionable information on
military installation vulnerability. This will support climate-informed decision making, investment prioritization, and business processes to increase all-hazard
resilience of natural and built infrastructure critical to defense operations and national security.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.3.1.1 - % major installations in the DoD Climate 80% 100% 100%
Assessment Tool (DCAT) (out of 204 total) (complete any new installations added to latest Base (complete any new installations added to latest Base
Structure Report) Structure Report)
PM 3.3.1.2 - # policy and technical guidance updates Two (2) policies and 12 policies and
TBD
published two (2) technical guidance documents updated four (4) technical guidance documents updated
PM 3.3.1.3 - % major installations with integrated installation 80% 100% 100%
resilience plans (out of 204 total) (complete any new installations added to latest Base (complete any new installations added to latest Base
Structure Report) Structure Report)

FY 2024 Annual Performance Plan 37

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.3.2 - Fortify and Reduce Risks to DoD Installations From Extreme Weather Events Through Adaption, Mitigation, and
Resilience. Lead: OUSD(A&S)
The OUSD(A&S) will implement tools to improve decision-making, adapt our business processes, and make specific investments in resilience. We will
accelerate the Climate Resilience research area within the DoD Strategic Environmental Research and Development Program (SERDP) and the Environmental
Security Technology Certification (ESTCP) program. We will strengthen the DoD Climate Assessment Tool (DCAT) by updating authoritative projected climate
information, expand its application to all major installations, and transition to a secure environment to conduct installation climate vulnerability assessments.
The Department will reinforce its efforts to meet the Nation’s warfighting needs under increasingly extreme environmental conditions, and integrate climate
requirements into operations, planning, and business and decision-making processes. In July 2021, the Readiness and Environmental Protection Integration
(REPI) program identified three (3) strategic goals to guide future resilience activities and project outcomes, including increasing the number of REPI
resilience projects, increasing the percentage of REPI funding allocated towards resilience projects, and prioritizing REPI resilience projects based on climate
change vulnerabilities.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.3.2.1 - % Major international installations in DCAT 80% 100% 100%
(out of 40 in latest Base Structure Report total) (complete any new installations added to latest Base (complete any new installations added to latest
Structure Report) Base Structure Report)
PM 3.3.2.2 - % Mission Assurance Priority List (MAPL) installations where 100% 100% 100%
climate assessments have been conducted (84 in latest Base Structure Report) (complete any new installations added to latest Base (complete any new installations added to latest
Structure Report) Base Structure Report)
PM 3.3.2.3 - % of overall Readiness and Environmental Protection
21% 27% 31%
Integration (REPI) projects that are resilience focused
PM 3.3.2.4 - % of overall REPI funding allocated to resilience-focused
35% 40% 45%
projects
PM 3.3.2.5 - % REPI resilience projects with high climate exposure risk 72% 74% 75%

38 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.3.3 - Address Past DoD Per- and Polyfluoroalkyl Substances (PFAS) Releases Under Federal Cleanup Law and Find and
Implement Alternatives to the Use of Aqueous Film Forming Foam (AFFF). Lead: OUSD(A&S)
The Department is identifying and addressing per- and polyfluoroalkyl substances (PFAS) releases under the Comprehensive Environmental Response
Compensation and Liability Act (CERCLA) and performing preliminary assessments/site inspections (PA/SIs) at installations where the DoD may have used
or released PFAS. These PA/SIs are being performed at 705 installations (to include Base Realignment and Closure and Guard locations), and these targets
reflect congressional timeline requirements for completion.
The Department is implementing a comprehensive, methodical process to evaluate and determine the most appropriate and feasible alternatives (such
as alternative foams, water, or floor drains) to replace fluorinated aqueous film forming foam (AFFF) in shore-based facilities and mobile assets. The
Department will ensure that the phase out of AFFF meets congressional deadlines, preserves mission capability, and protects the safety of our force and the
environment.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.3.3.1 - % preliminary assessments/site inspections (PA/SI) conducted at 80% 100% 100%
required installations
PM 3.3.3.2 - % Transitions from aqueous film forming foam (AFFF) to AFFF alternatives
N/A 25% 55%
completed at required installations

Performance Goal 3.3.4 - Deliver Forward-Looking, Sustainable Energy Solutions to Address Emerging Power Requirements in Defense.
Lead: OUSD(A&S)
The OUSD(A&S) will oversee the use of tools to inform sustainable energy solutions to address risks to critical missions and maximize solutions that improve
installation energy resilience. We will support the execution of black start exercises and ensure the use of structured, rigorous evaluations of critical energy
requirements, risks, and mitigations by completing installation energy plans (IEP). IEPs identify gaps in energy resilience, as a basis for energy project
planning and prioritization. The Department will continue to invest in microgrid projects to improve our energy resilience posture using programs such as
the Energy Resilience and Conservation Investment Program to fund the construction of microgrids and backup power solutions, strategically closing known
energy resilience gaps. To the degree feasible, these microgrids will rely on carbon pollution-free electricity (CFE) technology such as advanced geothermal
and small modular nuclear reactors. These investments are part of a broad shift to CFE for all purchased electricity. Along with electrification of buildings and
non-tactical vehicles, these investments will both increase the resilience of installations and accelerate the nation’s transition to a decarbonized grid.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.3.4.1 - % installation energy plans (IEP) completed 75% 85% 95%
PM 3.3.4.2 - % MAPL installations with energy resilient microgrid planning and design
10% 20% 30%
completed
PM 3.3.4.3 - # Black Start Exercises by Military Service per year 15 15 15
PM 3.3.4.4 - % MAPL installations that have conducted Black Start exercises 10% 15% 20%

FY 2024 Annual Performance Plan 39

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.4 - ENHANCE THE DOD’S CYBERSECURITY POSTURE.

Strategic Objective Lead: Chief Information Officer for the DoD (DoD CIO)
The scope, pace, and sophistication of malicious cyberspace activity continues to rise globally. Growing dependence on the cyberspace domain for
nearly every essential civilian and military function makes this an urgent issue that must be addressed. The DoD overmatch in conventional and strategic
weaponry may be overcome through sophisticated attacks within cyberspace, supply chain exploitation across the acquisition and sustainment lifecycle,
and intelligence operations targeting insiders with access. The Department must adopt a “Cyber First, Cyber Always” mindset and be prepared to defend
DoD systems in a contested cyberspace. Every network, system, application, and enterprise service must be secure by design, with cybersecurity managed
throughout the acquisition lifecycle. The Department will maintain system confidentiality, integrity, and availability by defending against avenues of attack
used by sophisticated adversaries and with a highly trained and motivated workforce.

Performance Goal 3.4.1 - Drive the implementation of Zero Trust. Lead: DoD CIO
The Zero Trust Portfolio Management Office (ZT PfMO) was established Q2 FY 2022 within DoD CIO. The ZT PfMO is the central authority within the DoD
to issue Zero Trust (ZT) policy and guidance within DoD. The ZT PfMO’s strategic policy and guidance is driven by federal laws and mandates from the
Legislative and Executive Branches, including the following E.O. 14028, Executive Order on Improving the Nation’s Cybersecurity, M-22-09, Moving the U.S.
Government Toward Zero Trust Cybersecurity Principles, National Defense Authorization Act (NDAA) FY 2022 1511 and 1528.
The ZT PfMO is tasked with leading and coordinating ZT implementation activities across the Department. The ZT PfMO will provide enterprise level policy,
guidance, and support to the DoD Components as they implement ZT plans in compliance with the DoD ZT Strategy and ZT Implementation Roadmap. The
ZT PfMO will support the Department’s budgetary needs to achieve a successful ZT deployment. The ZT PfMO will champion continuing maturation of the
DoD ZT Reference Architecture (ZTRA) and influence key technologies and capabilities required to deploy a fully operational ZT environment within the DoD
Information Network (DoDIN).

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

95%
100%
PM 3.4.1.1 - Establish ZT PfMO (100% staffing requirements met by end of FY N/A
(PfMO fully operational)
2023, PfMO mostly entirely operational)

40 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.4.2 - Expand and Enhance Opportunities to Recruit, Retain, Upskill, and Diversify Our Cyber Workforce. Lead: DoD CIO
The DoD CIO has assisted DoD Services and Components in updating their manpower and personnel systems by configuring fields to allow for the
assignment of DoD Cyber Workforce Framework (DCWF) work role codes and the assignment of those codes to personnel and billet records. This enables
better tracking of the DoD cyberspace workforce (to include those engaged in cybersecurity operations) and gives DoD leadership more accurate data to
inform decisions regarding cyberspace talent management and workforce needs. Updating enterprise systems of record can take a long time because of
extensive coordination efforts and approvals needed in addition to issuing new business practices for assigning work role codes. The DoD CIO continues to
coordinate with the Services and Components as challenges arise.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.4.2.1 - Complete the DoD-wide classification of cyber positions in Personnel Systems Civilian (CIV) Positions = 100% Personnel Systems Civilian (CIV) Positions = 100%
accordance with the DoD Cyber Workforce Framework (DCWF) Manpower System - CIV Positions = 100% Manpower System - CIV Positions = 100%
TBD
Personnel Systems – Military (MIL) Positions= 80% Personnel Systems – Military (MIL) Positions= 100%
Manpower System - MIL = 90% Manpower System - MIL = 100%

FY 2024 Annual Performance Plan 41

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.5 - INCREASE THE RESILIENCY OF C3 CAPABILITIES.

Strategic Objective Lead: Chief Information Officer for the DoD (DoD CIO)
Command, Control, and Communications (C3) systems’ capabilities support effective joint and multinational operations in support of the National Defense
Strategy (NDS). C3-enabling capabilities are comprised of information integration and decision-support services, systems, processes, and related
communications transport infrastructure that enable the exercise of authority and direction over assigned and attached forces. These capabilities enable
commanders and decision makers to evaluate rapidly, select, and execute effective courses of action to accomplish the mission. The FY 2023 objectives
focus on ensuring resilient, accurate position, navigation, and timing (PNT) information and the ability to operate effectively in the electromagnetic spectrum.

Performance Goal 3.5.1 - Field Modern Position, Navigation, and Timing (PNT). Lead: DoD CIO
Acknowledging rapidly escalating threats to timing and PNT, the Critical Time Dissemination (CTD) program launched in a FY 2012 Resource Management
Decision to alleviate vulnerabilities associated with sole-source dependence on the Global Positioning System (GPS). CTD is designed to provide
uninterrupted, assured, precise, synchronized timing to mission critical systems at selected DoD locations to enable continued seamless operation in all
threat environments. Technologically advanced Modular Open Source Architecture (MOSA) compliant Defense Regional Clock (DRC) suites are designed to
prevent the loss of necessary timing signals to DoD critical mission systems due to degradation/spoofing/loss of any external distributive time dissemination
means (i.e. GPS, Two Way Satellite Time Transfer, Network Time Protocol, fiber optic, radio frequency [RF]). Initial installations of all planned suites initial
operational capability (IOC) are targeted for completion no later than FY 2023.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.5.1.1 - Fielding of Military GPS user equipment on lead Technical requirements Verification of the Aviation and
platforms Maritime receiver card GRAM-Standard Electronic Module-
Begin fielding M-­code to Army Mounted Assured PNT
Form (GRAM-S/M) complete TBD
System (MAPS)
Next generation Operational Control Segment (OCX) ready for
transition to full M-Code capability
PM 3.5.1.2 - Installation of Defense Regional Clocks (DRC) Operational configuration changes will be made to ensure
the final sites are installed and operational to complete IOC completed TBD
initial operational capability (IOC)

42 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.5.2 - Modernize and Bolster Transport (Space and Terrestrial) and Data Link Capabilities. Lead: DoD CIO
The DoD CIO, in partnership with the U.S. Space Command, U.S. Space Force (USSF), and the other Combatant Commands (CCMDs) and Services, continues
to track modernization of Satellite Communications (SATCOM) capabilities in support of the warfighter and specifically in support of Joint All Domain
Command and Control (JADC2). The Department is modernizing its ultra-high frequency capability to the Mobile User Objective System and the DoD CIO is
tracking compliance with modernization targets in Advana.
Additionally, the DoD CIO has authored the Enterprise SATCOM Management and Control (ESC-MC) Reference Architecture and its associated Implementation
Plan and is working with SATCOM stakeholders to establish the metrics in Advana for tracking the seven (7) ESC-MC capability upgrades. ESC-MC will
provide the Department with the capability to “Fight SATCOM” in line with the Chief of Space Operations vision for SATCOM. Finally, the DoD CIO has worked
with the Office of Cost Assessment and Program Evaluation (CAPE) on implementing the recommendations of the SATCOM Gateway Optimization and
Resiliency (GOaR) Study as a foundational capability in support of JADC2. Those recommendations are protected to be funded as part of Program Decision
Memorandum (PDM) II and are projected to begin in FY 2024.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.5.2.1 - Program for the fielding of satellite and ground Quarterly Service Updates via Advana to Command Control Quarterly Service Updates via Advana to Command Quarterly Service Updates via Advana to Command
architectures to enable narrowband SATCOM operational gap Communications Leadership Board (C3LB) on meeting 70% Control Communications Leadership Board (C3LB) on Control Communications Leadership Board (C3LB)
compliance by 2026 meeting 70% compliance by 2026 on meeting 70% compliance by 2026
PM 3.5.2.2 - Implement Enterprise Satellite Management and Establish ESC-MC governance and establish ESC-MC USSF Review ESC-MC Capability Upgrade progress USSF Review ESC-MC Capability Upgrade progress
Control Capability (ESC-MC) Upgrades Implementation Plan metrics in Advana during April and October timeframes during April and October timeframes
PM 3.5.2.3 - Implement SATCOM Gateway Optimization and DoD CIO Awaiting PDM II for Execution in FY 2024. Establish USSF and DISA IE begin execution of GOaR Review GOaR implementation progress during
Resiliency (GOaR) recommendations GOaR performance measures in Advana in anticipation of FY Recommendations assuming Program Decision January and July SATCOM Synchronization and
2024 start Memorandum (PDM) II funding was received Integration Work Shop (SSIWS)

FY 2024 Annual Performance Plan 43

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.5.3 - Enable spectrum sharing. Lead: DoD CIO

In partnership with the National Spectrum Consortium (NSC), the DoD established the Partnering to Advance Trusted and Holistic Spectrum Solutions
(PATHSS) Task Group (TG). The goal is to identify the realm of the possible with regard to sharing solutions to inform policy and processes, and create
a replicable approach for addressing future spectrum sharing scenarios. Sharing spectrum inherently increases resiliency in the DoD’s C3 systems by
sustaining access to spectrum, providing spectrum optionality, and maintaining maneuverability within the spectrum. The PATHSS TG has 198 government
and industry members and 76 companies, including representatives of the Federal Communications Commission, National Telecommunications and
Information Administration, wireless carriers, technology developers, trade associations, and academia. PATHSS-Classified (PATHSS-C) industry members
include 45 NSC participants. This work is vectored toward what the DoD and industry can do collaboratively to create a win-win within high demand spectrum
bands (3 GHz) to cohabitate in the same spectrum without causing unintentional interference.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.5.3.1 - Partner with Industry and across the U.S. Draft and submit to the Secretary of Commerce 3.1-3.45 GHz 3.1 – 3.45 GHz auction meets the spectrum sharing
Government to ensure that future spectrum actions focus on Feasibility Assessment Report that includes Secretary of Defense requirements of the Feasibility Assessment Report
TBD
spectrum sharing (SecDef) certification that sharing would not impact primary
mission of military users

44 FY 2024 Annual Performance Plan

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 3.6 - ENGAGE IN CO-DEVELOPMENT, RESEARCH, TESTING, AND EVALUATION WITH ALLIES
AND PARTNERS.
Strategic Objective Lead: Office of the Under Secretary of Defense for Research & Engineering (OUSD(R&E))
The OUSD(R&E) will collaborate across a broad spectrum to maintain the United States’ technical superiority. We will partner with nations that are aligned
with our principles to jointly develop and deploy technology. At home, we will leverage the advantages of a democratic society and seek to engage with the
incredible diversity available in the U.S.

Performance Goal 3.6.1 - Increase Collaboration to Maintain Technological Superiority. Lead: OUSD(R&E)
Partners across the Federal Government (e.g., National Science Foundation; National Institute of Standards and Technology; National Institutes of Health;
Intelligence Advanced Research Projects Activity; Department of Energy National Laboratories) have much to contribute. U.S. commercial organizations often
have shared interests and significant technical capabilities and expertise. Governments in allied and partner nations have unique capabilities including
expertise, testing facilities, and technologies. The Department seeks out valuable collaborations.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.6.1.1 - Examples of new Research, Development, • Collaboration with NIST Technology, Innovation and Partnerships • Increase collaboration with UK (Stocktake) on • New collaboration with UK (Stocktake) on Human
Testing, and Evaluation (RDT&E) activities with, program on Quantum technology Autonomous Systems, Biotechnology, Integrated Performance and Augmentation and with The Five Eyes
(a) non-DoD U.S. Government (USG) agencies • Continue to work with the Department of Homeland Security, Network Systems-of-Systems Alliance (FVEYs) on Grey Zone/Subthreshold (Stocktake/
(b) U.S. commercial Partners Department of Treasury, Department of Justice, and Department • DoD/National Aeronautics and Space Tactical Command and Control Procedures [TCCP])
(c) non-U.S. governments of Transportation Administration (NASA) Reusable Hypersonic • Tri-lateral RDT&E projects within AUKUS framework
• Close collaboration with the intelligence community and Technology Maturation Program
Geospatial data collection and research at National Geospatial-
Intelligence Agency; Australia, United Kingdom, United States
(AUKUS)
• Study of utility of commercial technologies to accelerate DoD
hypersonic flight testing
• Partnership with the United Kingdom (UK) Defense Science and
Technology Laboratory to develop opportunities to collaborate
on CTAs

FY 2024 Annual Performance Plan 45

2 3 Strategic
4 Priority
5 3
Strengthen Resiliency and Adaptability of Our Defense Ecosystem

Performance Goal 3.6.2 - Increase Experimentation. Lead: OUSD(R&E)

The Department places substantial value in experimentation. This includes joint experimentation of warfighting capabilities in operationally realistic
conditions, through laboratory work to achieve in-depth understanding of specific physics. Allied and partner nations, U.S. companies, and other federal
agencies often have unique structures, tools and expertise for important experiments that would be costly or delayed if the DoD were to execute alone.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 3.6.2.1 - Examples of new experiments with, • Identify one (1) project with the IC and execute in FY 2024 • Execute one (1) project with the IC • Execute direct commercial project proposal
(a) non-DoD USG agencies • Implement direct commercial project proposal solicitation • Expand to Israel, Australia, South Korea in relevant • Conduct projects with Allies and Partners
(b) U.S. commercial Partners and execute in FY 2025 CTAs
(c) non-U.S. governments • Communicate experimentation program to Allies and
Partners; first projects included in FY 2025

Performance Goal 3.6.3 - Ensure Critical Technology Area (CTA) Roadmaps Show Division of Responsibilities with Allies and Partners.
Lead: OUSD(R&E)
The DoD places significant value on its R&D partnerships with Allies and partners, particularly in those technology areas that have already been deemed
critical. The DoD ensures that there is a shared understanding of technology readiness levels, investments, and that all participants have an explicit,
documented understanding of roles and responsibilities.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 25 TARGET

PM 3.6.3.1 - All activities (including experiments) with Allies 50% of all effective adoption and defense-specific CTA 100% of all effective adoption and defense-specific CTA 100% of all effective adoption and defense-specific
and partners explicitly document the agreed division of roadmaps show division of responsibilities roadmaps show division of responsibilities CTA roadmaps show division of responsibilities
responsibilities

46 FY 2024 Annual Performance Plan

3 4 5

Strategic Priority 4
Take Care of our People
and Cultivate the
Workforce We Need
The Department must continue to focus on attracting, recruiting,
retaining, and training its workforce to ensure the Total Force has the
right tools to both meet and keep pace with the ever-evolving threats
to our Nation. This includes personnel systems and analytics that will
provide the best data to support workforce forecasting and development.
Enhancing readiness through a diverse and inclusive Total Force will
foster innovation and collaboration and enable the Force to best
represent the population it is dedicated to protecting. Focusing on
readiness will also require the Department to protect the health, safety,
and welfare of the Force by ensuring a safe and supportive environment
for all, preventing problematic behaviors, supporting victims, and
holding offenders appropriately accountable. In particular, we must
strive to counter behaviors – such as sexual assault/harassment, and
participation in extremist activities – that erode our force readiness.
Finally, the Department recognizes the crucial role family members play
in sustaining the Total Force and will work to address their needs.
Graduates of Strong Beginnings, an Army pre-K
In line with DoD leadership’s priority to innovate and modernize the program promoting academic readiness and
Department, we will continue to modernize our healthcare capabilities. resiliency, perform a song and dance during their
graduation at the Presidio of Monterey Child
An integrated and transformed Military Health System, with a state of the Development Center in California, June 3, 2022.
art electronic health record, will achieve the Quadruple Aim for the Total
Force and military families: improved readiness, better health, better
care, and lower cost.
FY 2024 Annual Performance Plan 47
3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

STRATEGIC OBJECTIVE 4.1 - CULTIVATE TALENT MANAGEMENT.

Strategic Objective Lead: Office of the Under Secretary of Defense for Personnel & Readiness (OUSD(P&R))
The DoD Workforce: Military — Active, Reserve, and National Guard — and Civilian personnel are the foundation of the Department and constitute its most
valued asset. As such, DoD personnel must have the full support of the Nation to ensure the DoD successfully accomplishes the foundational mission
of defending the United States. That means the DoD must have the right manpower and human capital resources in the right places, at the right time, at
the right levels, and with the right skills to provide for the Nation’s defense, while simultaneously being good stewards of taxpayers’ dollars. Recruiting,
developing, and retaining a highly skilled military and civilian workforce of diverse talent is essential for warfighting success. The budget submission is
designed to strengthen our ability to achieve a Total Force reflective of the vast diversity and talents of our Nation, and ensure the Department is prepared
to provide the forces needed to deter war and keep the Nation secure. We must invest in human capital initiatives to compete for, hire, develop, and retain
highly skilled experts in the ever-changing talent acquisition landscape.

Agency Priority Goal 4.1.1 - Shape an Appropriately Skilled and Ready Future Workforce: Improve Recruitment and Retention of the Civilian
Workforce. Lead: DASD(Civilian Personnel Policy)
The DoD must maintain a resilient and highly-skilled civilian workforce capable of advancing the Department’s readiness and competitive advantage to deter
conflict in any domain. The DoD’s civilian workforce is vital to implementing strategies and priorities to ensure the Department succeeds in achieving national
security objectives. The DoD is working to improve civilian hiring by establishing and monitoring Component-level Hiring Improvement Initiative (HII) Action
Plans and fostering ongoing collaboration to accomplish the objective of improving the efficiency and effectiveness of civilian hiring.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.1.1.1 - DoD Direct Hire Authority (DHA) Hire Rate 100% 100% 100%
PM 4.1.1.2 - DoD Use of Hiring Assessments 100% 100% 100%
PM 4.1.1.3 - DoD Hiring Manager Satisfaction Scores 80% Increase Increase
PM 4.1.1.4 - DoD Average Time-to-Hire (T2H) 65 days 65 days 30-45 days
PM 4.1.1.5 - Office of Management and Budget-General Services Administration (OMB-
Increase Increase Increase
GSA) Mission Support Satisfaction Results - Human Capital

48 FY 2024 Annual Performance Plan

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.1.2 - Recruit From the Breadth and Depth of America. Lead: OUSD(P&R)
The DoD is in a competition for talent. Changes in the market labor force and population demographics, and the increasing need to be more technical,
flexible, and innovative to stay ahead of competitors and adversaries, greatly impact the DoD’s ability to recruit and retain the civilian personnel workforce it
needs for the 21st century. The Department will maintain its high standards and is committed to helping those who desire to serve to meet and exceed the
standards. We will continue to invest in recruiting and retaining the talented men and women who make up our All-Volunteer Force.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.1.2.1 - Military End Strength +/- 3% of end strength authorized by NDAA +/- 3% of end strength authorized by NDAA +/- 3% of end strength authorized by NDAA
PM 4.1.2.2 - Demographic Representation: DoD Workforce For Individuals with Disabilities (IWD): 12% For IWD: 12% For IWD: 12%
For Individuals with Targeted Disabilities (IWTD): 2% For IWTD: 2% For IWTD: 2%
Otherwise, DoD does not set representation targets Otherwise, DoD does not set representation targets Otherwise, DoD does not set representation targets
PM 4.1.2.3 - Demographic Representation: Military Workforce Increased representation of racial/ethnic minorities and Increased representation of racial/ethnic minorities Increased representation of racial/ethnic minorities and
women in underrepresented career fields and/or fewer and women in underrepresented career fields and/or women in underrepresented career fields and/or fewer
underrepresented career fields from previous year fewer underrepresented career fields from previous year underrepresented career fields from previous year

Performance Goal 4.1.3 - Eliminate Perceived Barriers for Advancement. Lead: OUSD(P&R)
A myriad of contemporary policy changes has encouraged racial/ethnic minorities, including immigrants, to consider Military Service. While these endeavors
have substantially diversified the entry pipelines, racial/ethnic minority and female representation remains low at senior leadership levels. The DoD developed
the DoD Diversity, Equity, Inclusion, and Accessibility (DEIA) Strategic Plan for FY 2022-2023 as required by E.O. 14035, “Diversity, Equity, Inclusion, and
Accessibility in the Federal Workforce” (June 25, 2021), which outlines five (5) goals and 13 objectives for advancing DEIA in the workforce and removing
barriers to DEIA in the workplace. These goals and objectives seek to strengthen DEIA efforts and address barriers or areas of improvement that were
identified via DoD-internal self-assessments. Broadly, the goals cover the four (4) DEIA pillars, with a specific focus on joint warfighter capability and
organizational culture. The goals are:
• Diversity: Enhanced Global Joint Warfighter Capability to Address Emerging Security Challenges
• Diversity: Culture of Organizational Resiliency
• Equity: Expansion of Equity and Equality
• Inclusion: Workforce Inclusivity
• Accessibility: Commitment to Accessibility.
The DoD will continue to identify and propose solutions to perceived barriers through its ongoing DEIA strategic planning and related efforts.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.1.3.1 - Demographic Representation: Promotion/Retention Increased representation of members of Increased representation of members of Increased representation of members of
underrepresented populations in pools of talent eligible underrepresented populations in pools of talent eligible underrepresented populations in pools of talent
for promotion to senior leadership positions from the for promotion to senior leadership positions from the eligible for promotion to senior leadership positions
previous year previous year from the previous year

FY 2024 Annual Performance Plan 49

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.1.4 - Provide Our Service Members and Civilian Employees Relevant Education and Training to Promote Development
and Engagement. Lead: OUSD(P&R)
People drive the core of the Department’s readiness to meet its assigned missions and represent our greatest asymmetric advantage over our competitors.
Training and education are two (2) of the pillars for developing our Service members to ensure they are prepared to address the nation’s security
challenges in today’s complex global environment. Training governance is essential to mitigating existing readiness risk and building a ready, combat-
credible force. Developing DoD-wide oversight over training capabilities through the newly chartered Military Training Executive Steering Group (MTESG) will
drive implementation of the Joint Operational Training Infrastructure (JOTI) strategy to ensure U.S. training capabilities meet the requirements of the NDS.
Implementation of outcomes-based military education ensures that we are preparing our leaders with the competencies, knowledge, skills, and abilities they
will require to successfully perform in various roles at various levels of responsibility. Improving education governance and capturing learner data will support
talent and workforce management. Improving the fidelity of the demand signal of requirements that military education programs should strive to meet and
recasting their curricula and assessment methodologies will improve the efficacy of their programs and enterprise.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.1.4.1 - Establishment of governance of the DoD-wide Two (2) Assistant Secretaries of Defense (ASDs) or Two (2) ASDs or above-level governance forums Two (2) ASDs or above-level governance forums
training enterprise above-level governance forums
PM 4.1.4.2 - Implementation of goals and initiatives Progress toward policy coordinated with USD(A&S) Progress toward policy and doctrine that enable the Joint Staff (JS) and Services establish and develop
identified by the JOTI to oversee implementation of training capabilities for Joint Force to establish standards and objectives for Mission Essential Tasks for training and Knowledge
major defense acquisition programs (MDAPs) and major education and training in contested cyberspace for Skills & Abilities for education to operate in a contested
automated information systems both Cyber Operations (Cyber Op) Forces and Non- cyberspace environment
Cyber Op Forces
PM 4.1.4.3 - Tracking implementation of Outcomes-based Use the NDS and Military Education Institution (MEI) Establish educational methods for student achievement Establish the desired outcomes for graduates upon
Military Education mission statements to develop outcomes that can be of outcomes at the institutional and program levels completing the program
applied to the cognitive, affective, and psychomotor
learning domains

Performance Goal 4.1.5 - Build A Strong STEM Foundation for Future Science and Technology Through a Strong, Talented Workforce.
Lead: OUSD(R&E)
Creating, building, operating, and maintaining advanced technological warfighting capabilities requires significant numbers of highly trained STEM personnel.
The Department of Defense and other government organizations face substantial pressure for STEM talent from the private sector, which generally does not
directly support national security needs. At the same time, DoD, the DIB, and more generally in STEM education and training, there is a wealth of talent that
is underrepresented, specifically women and minorities. The DoD must step up, in partnership with other federal organizations, to ensure the STEM talent will
always be there to ensure the enduring technological advantage for the warfighter.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.1.5.1 - % Increase in advanced training via STEM awardees, fellowships,
2% 2% 2%
and degree-granting programs

50 FY 2024 Annual Performance Plan

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

STRATEGIC OBJECTIVE 4.2 - CHANGE THE CULTURE.

Strategic Objective Lead: Office of the Under Secretary of Defense for Personnel & Readiness (OUSD(P&R))
The DoD will foster and further develop a model workplace and environment that preserves and enhances dignity and respect for all DoD personnel through
comprehensive efforts to: (1) enhance diversity, equity, inclusion, and accessibility; (2) combat problematic behaviors such as sexual assault, harassment,
discrimination, and extremism; and (3) ensure appropriate accountability of leaders to meet our high expectations.

Performance Goal 4.2.1 - Build a Climate of Dignity and Respect. Lead: OUSD(P&R)
The DoD DEIA Strategic Plan prioritizes advancing a safe workplace and establishes a goal of developing a Safe Workplace Framework. The intent of this goal
is to foster and maintain a dignified and healthy workplace environment across the DoD by minimizing risks to the physical, mental, and emotional well-being
of the workforce. This goal and its associated objectives seek to build upon other DoD prevention and response efforts and to further synchronize and ensure
a safe work environment across the Department, where all members are treated with dignity and respect.
Collectively, the goal and objectives ensure consistent and comprehensive safe workplace policies are in place, educational resources are updated and
disseminated, the availability of support services is effectively communicated to the workforce, and initiatives are implemented to reduce the stigma of
reporting incidents and the fear of retaliation. This section of the DEIA Strategic Plan was informed by one (1) of the plan’s underlying principles: the DoD
institutes a model workplace and environment that furthers safety and prevention polices, programs, and practices, preventing and addressing all forms of
workforce harassment, sexual assault, discrimination, or retaliation.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.2.1.1 - % of Prevention Workforce Billets that have been filled 25% 40% 60%
PM 4.2.1.2 - % Onboarded prevention workforce that has been trained/credentialed 25% 40% 60%
PM 4.2.1.3 - Year to year % decrease in risk factors and increases in protective factors Decrease in % of DoD personnel experiencing Decrease in % of DoD personnel experiencing Decrease in % of DoD personnel experiencing
on the Defense Organizational Climate Survey (DEOCS) workplace constructs risk and increase in personnel experiencing risk and increase in personnel experiencing risk and increase in personnel experiencing
protective factors 2022-2023 protective factors 2023-2024 protective factors 2024-2025
PM 4.2.1.4 - % Satisfied with Overall Military way of life (Status of Force Survey) % Increase from previous Status of Forces % Increase from previous Status of Forces % Increase from previous Status of Forces
Survey Survey Survey

FY 2024 Annual Performance Plan 51

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.2.2 - Prevent Sexual Assault and Sexual Harassment. Lead: OUSD(P&R)
The DoD is creating a specialized prevention workforce staffed with personnel with expertise in preventing not just sexual assault, but other harmful
behaviors including harassment, suicide, domestic abuse, and child abuse. The Department has laid the foundation for this workforce by developing
education requirements, a tiered credentialing system, and a prevention workforce model for the Services. In turn, the Services are aiming to hire over
2,000 prevention personnel through FY 2027. This monumental effort will fundamentally change our ability to build healthy command climates, help service
members in need, and stop harmful behaviors like sexual assault before they occur.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.2.2.1 - Reduce climate factors that contribute to sexual assault and harassment Sustained reduction in the presence of sexually Sustained reduction in the presence of sexually Sustained reduction in the presence of sexually
across the Force harassing behaviors harassing behaviors harassing behaviors

Performance Goal 4.2.3 - Inculcate DEIA Principles Across All DoD Efforts. Lead: OUSD(P&R)
DEIA has impacts on both the Department’s workforce and its mission, and therefore it should be examined beyond the traditional human resources lens by
which it historically has been viewed. Since 2009, multiple comprehensive, deliberate efforts have produced recommendations that collectively help guide
the Department in institutionalizing DEIA across the enterprise, such as the Military Leadership Diversity Commission (MLDC) Final Report (2011), the DoD
Board on Diversity and Inclusion Final Report (2020), and the DEIA Risk Report (2023). Additionally, during 2022-2023, the DoD 2040 Task Force conducted
a DEIA Document Analysis to recommend integration of DEIA elements into key DoD documents that directly inform how the Department perceives the
security environment, the future, and the organization’s roles and missions. This will help institutionalize the advancement of DEIA and the value of diversity
to the Department’s mission.
To help gauge how well DEIA principles are inculcated across the DoD, the Department will measure the percentage of DEIA recommendations that are fully
implemented out of those that are approved by DoD senior leadership from the MLDC Final Report, the DoD Board on Diversity and Inclusion Final Report,
the DEIA Risk Report, and other approved sources. Additionally, the DoD will track the total number, and the associated percentage of change to that number
over time, of DoD guiding documents that are updated to incorporate DEIA principles and values.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.2.3.1 - Total #, %, and type of identified DoD guiding documents that have been updated
to incorporate DEIA principles and values based on OUSD(P&R) recommendations. Recommend
TBD TBD TBD
starting with # and type in first reporting since line of effort document list requires further vetting
beyond the D2T.
PM 4.2.3.2 - % of DEIA recommendations approved by DoD senior leadership in the DEIA Risk
TBD TBD TBD
Report, 2020 D&I Board, MLDC and other approved sources that have been implemented

52 FY 2024 Annual Performance Plan

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.2.4 - Prevent and Appropriately Respond to Extremist Behavior. Lead: OUSD(P&R)
The Department continues to combat extremism by: (1) providing training concerning the changes in DoD Issuance (DODI) 1325.06 to ensure that prohibited
extremist activities are consistently defined and understood throughout the Department; (2) strengthening Insider Threat Programs and the Direct Awareness
Campaign to promote the use of the Insider Threat program to report concerning activities; and (3) providing training and instruction to both military and
civilian personnel so that they can recognize prohibited extremist activity and respond accordingly.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.2.4.1 - Reduce climate factors that contribute to extremism across Sustained reduction in the presence of extremist Sustained reduction in the presence of extremist Sustained reduction in the presence of extremist
the Force behaviors behaviors behaviors

FY 2024 Annual Performance Plan 53

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

STRATEGIC OBJECTIVE 4.3 - PROMOTE THE HEALTH, WELLBEING AND SAFETY OF THE FORCE AND FAMILIES.
Strategic Objective Lead: Office of the Under Secretary of Defense for Personnel & Readiness (OUSD(P&R))
and Acquisition & Sustainment (OUSD(A&S))
The Department will keep faith with military members and their families by continuing to provide military family assistance through programs that include
childcare, youth development and school liaisons, support for family members with special needs, relocation assistance, non-medical counseling, Morale,
Welfare, and Recreation, and other military family support programs. The Department strives to build and sustain an agile system to support the resilience of
members and families of the military community where they live and work.

Performance Goal 4.3.1 - Create a Culture of Safety Across the Department. Lead: OUSD(P&R)
Service members and DoD civilians trust the Department to protect them from preventable mishaps and occupational illnesses and injuries. It is essential to
emphasize the safety and preservation of our personnel and strategic assets, target specific areas for action, utilize data to make informed decisions, and
change the culture from reactive to proactive. The Department cannot afford to maintain the “status quo” to reach a goal of zero fatalities from preventable
mishaps.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.1.1 - Progress Towards Zero - Fatal non-combat mishaps Continued progress towards zero compared to Continued progress towards zero compared to Continued progress towards zero compared to
the prior five (5)-year average and the prior FY the prior five (5)-year average and the prior FY the prior five (5)-year average and the prior FY
PM 4.3.1.2 - Reduction in lost workdays - Civilian and service member workforce Continued progress towards zero compared to Continued progress towards zero compared to Continued progress towards zero compared to
occupational injuries and illnesses the prior five (5)-year average and the prior FY the prior five (5)-year average and the prior FY the prior five (5)-year average and the prior FY

Performance Goal 4.3.2 - Take Care of Our Families. Lead: OUSD(P&R)

The Department of Defense remains focused and committed on taking care of our people. Our people are our greatest strength and the foundation of our
military readiness and national security. Military service presents unique challenges for Service members and their families. One (1) of these challenges is
access to childcare. The Department must continue to ensure that this essential need is met and continue to provide options for affordable, quality, and
licensed childcare.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.2.1 - Unmet childcare need for installations identified as having the greatest unmet need Decrease unmet childcare need by 5% from Decrease unmet childcare need by 4.5% Decrease unmet childcare need by 4% from
FY 2022 Target from FY 2023 Target FY 2024 Target
PM 4.3.2.2 - Utilization rate of installation Child Development Centers identified as having the 80% Utilization Rate 87% Utilization Rate 95% Utilization Rate
greatest unmet childcare need

54 FY 2024 Annual Performance Plan

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.3.3 - Offer Quality Schooling/Education for DoD Dependents. Lead: OUSD(P&R)
The Department of Defense Education Activity (DoDEA), as one (1) of only two (2) federally-operated school systems, is responsible for planning, directing,
coordinating, and managing pre-kindergarten through 12th grade educational programs, and related services, on behalf of the DoD. The DoDEA is globally
positioned, operating 160 accredited schools in eight (8) districts located in 11 foreign countries, seven (7) states, Guam, and Puerto Rico. The DoDEA
instructional program provides a comprehensive College and Career Ready Curriculum that is dedicated to attaining high student achievement. The DoDEA
measures student progress with multiple criterion-referenced assessments aligned to the curriculum. All DoDEA school districts are accredited by Cognia
(formerly AdvancED), which provides each district with an independent evaluation.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.3.1 - Student performance on national assessments Maintain the DoDEA’s position as a top performing Maintain the DoDEA’s position as a top performing Maintain the DoDEA’s position as a top performing
school jurisdiction in the National Assessment of school jurisdiction in the NAEP scores in reading and school jurisdiction in the NAEP scores in reading and
Educational Progress (NAEP) scores in reading and mathematics for grades 4 and 8 mathematics for grades 4 and 8
mathematics for grades 4 and 8
PM 4.3.3.2 - Access to and performance in challenging courses Advanced Placement participation and performance. Advanced Placement participation and performance. Advanced Placement participation and performance.
Increasing participation rates in rigorous coursework Increase participation rate to 39%. Increase participation rate to 41%.
(such as AP) has been shown by national research to
increase the likelihood of college enrollment or pursuit
of a higher need career. Increase participation rate
to 37%.
PM 4.3.3.3 - Support for Social and Emotional Learning 1. Develop a systemic Multi-tiered System of Support 1. Develop a systemic MTSS framework and 1. Develop a systemic MTSS framework and
(MTSS) framework and implementation plan that implementation plan that provides (1) clear implementation plan that provides (1)
provides (1) clear expectations; (2) robust supports; expectations; (2) robust supports; (3) improvement- clear expectations; (2) robust supports; (3)
(3) improvement-focused monitoring systems; and focused monitoring systems; and (4) shared improvement-focused monitoring systems; and (4)
(4) shared accountability accountability shared accountability
2. Develop MTSS-focused data dashboard that 2. Develop MTSS-focused data dashboard that includes 2. Develop MTSS-focused data dashboard
includes key research-based academic, behavioral, key research-based academic, behavioral, and SEL that includes key research-based academic,
and social emotional learning (SEL) data points data points behavioral, and SEL data points

Performance Goal 4.3.4 - Offer High-Quality Career Services and Improve Credentialing Opportunities for Family Members. Lead: OUSD(P&R)
The DoD is committed to ensuring that our family members have every opportunity to advance their careers while supporting their service member. Interstate
licensure compacts support military families by allowing military spouses with a professional license to PCS between member states without having to get a
new license and immediately get to work after settling into their new military home. As states implement Section 705A of the Servicemembers Civil Relief Act
(SCRA), “Portability of Professional Licenses of Servicemembers and their Spouses,” the Defense State Liaison Office (DSLO) will continue to educate states
regarding best practices for adopting occupational licensure compacts as an efficient means to meet the requirements of the new law and will continue to
work with the Council of State Governments as they review applications for additional occupations to consider for future licensing compacts.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.4.1 - Military spouses are able to receive a license in a new state within 30 days 35 states (based upon DSLO strategic plan 39 states (based upon DSLO strategic plan 41 states (based upon DSLO strategic plan
with minimal paperwork accompanying the application for 2022) for 2022) for 2022)
PM 4.3.4.2 - # of Compacts approved 16 states approve six (6) or more compacts 18 states approve nine (9) or more compacts 20 states approve 10 or more compacts

FY 2024 Annual Performance Plan 55

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.3.5 - Medical Care Facilities That Have Rolled out MHS EHR System on Time, on Budget, and as Expected.
Lead: OUSD(P&R)
The Military Health Systems (MHS) has undertaken one (1) of the most complex implementations of an electronic health record (EHR). The replacement of
six legacy systems with one (1) comprehensive EHR at over 145 Military Treatment Facilities (MTFs) is a logistical challenge considering that every MTF must
continue to deliver high quality care. Our measures reflect our accountability for excellence in execution.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.5.1 - % of MTFs with MHS GENESIS 80% 100% 100%
PM 4.3.5.2 - (Interoperability) # of civilian facilities that automatically give data to
15% 25% 90%
MHS GENESIS

Performance Goal 4.3.6 - Provide Access to Quality Care Wherever Our Service Members and Families are Stationed. Lead: OUSD(P&R)
We are proud of our track record and recent improvements, but there is always more to accomplish. We continue to advance health care that is safe, timely,
effective, efficient, equitable, and patient and family-centered. Our goal is to improve, maintain, and restore the health of the fighting force as well as all
entrusted to our care. Doing so reduces the frequency of visits to our military hospitals and clinics by keeping the people we serve healthy.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.6.1 - % of transformation milestones achieved on time for initial operating
80% 100% 100%
capability (IOC) and full operating capability (FOC)
PM 4.3.6.2 - % Satisfaction with Healthcare (Health Care Survey of DoD Beneficiaries
73% 73% 73%
(HCSDB)/ Consumer Assessment of Healthcare Providers and Systems (CAHPS) Surveys))

Performance Goal 4.3.7 - Promote the Mental and Physical Well-Being of Our People. Lead: OUSD(P&R)
We are making the transformation from an emphasis on health care to health and well-being by encouraging healthy behaviors, increasing health resilience,
and decreasing the likelihood of illness through focused prevention. Doing so reduces the frequency of visits to our military hospitals and clinics by keeping
the people we serve physically and mentally healthy.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.7.1 - Self-Reported Mental Health HCSDB 91% 91% 91%
PM 4.3.7.2 - Health Care Effectiveness Data and Information Set (HEDIS) (7 day follow
64.5% 64.5% 64.5%
up after hospitalization)

56 FY 2024 Annual Performance Plan

3 4 Strategic
5 Priority 4
Take Care of our People and Cultivate the Workforce We Need

Performance Goal 4.3.8 - Ensure safe, quality, and well-maintained on-base housing that provides a positive living experience for Service
members and their families. Lead: OUSD(A&S)
The Department recognizes that the environment where service members and their families live impacts their quality of life, their ability to do their jobs,
and the Department’s ability to recruit and retain the force. The Department must ensure that our military members and their families have access to safe,
quality homes and a positive living experience. Under the overall leadership and direction of the Assistant Secretary of Defense for Energy, Installations,
and Environment (ASD(EI&E)), the DoD official designated as the Department’s Chief Housing Officer, the Department has significantly enhanced the Military
Housing Privatization Initiative (MHPI) program and the DoD’s oversight of the private sector companies that own, operate, and maintain the MHPI housing
projects, as well as the DoD’s oversight of government-owned and government-controlled housing to include conditions in unaccompanied housing. The
Department remains committed to implementing reforms that increase the safety, quality, and habitability of the DoD’s privatized, government-owned, and
government-controlled housing and to providing continued enhanced oversight of the DoD’s housing portfolio, to include the performance and long-term
financial viability of the MHPI program and projects.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 4.3.8.1 - % Completion of one-time condition inspections of privatized family and
25% 75% 100%
unaccompanied housing and government-owned/controlled family housing
PM 4.3.8.2 - % Of MHPI projects with trailing 12-month debt service coverage ratios > 1.25 85% 88% 90%
PM 4.3.8.3 - % Population of government owned/controlled and MHPI housing inventories in
90% 100% 100%
the DoD enterprise Military Housing (eMH) database

FY 2024 Annual Performance Plan 57

 Marines with Marine Corps Forces Cyberspace Command
observe computer operations in the cyber operations center
at Fort Meade, Md., February 5, 2020.

4 5

Strategic Priority 5
Address Institutional
Management Priorities

Building enduring advantages also requires the Department to

focus on standardization and simplification to enable productivity,
trustworthiness, security, and innovation in DoD’s management
practice. Through Department-level and Federal Agency-wide
priority efforts to address institutional priorities, challenges, and
risks, we will improve force readiness, deliver greater impact
through innovation, and increase the effectiveness and efficiency
of the Department’s day-to-day operations. The SMP captures key
Department-wide initiatives - such as achievement of an unmodified
audit opinion - to tackle existing challenges, streamline business
processes, and secure and rationalize defense business systems
When the DoD achieves audit, we will operate in a secure
environment in which financial data and reporting integrity are
the norm, providing confidence in the data used for decision-
making across the Department. This happens through continued
diligence in our audit remediation efforts, which continue to foster
an environment that features fewer more capable and secure
systems, better data, a proficient analytical workforce, and improved
transparency that enables faster insights for mission support.

58 FY 2024 Annual Performance Plan

4 5 Strategic Priority 5
Address Institutional Management Priorities

STRATEGIC OBJECTIVE 5.1 - ACCELERATE THE PATH TO AN UNMODIFIED AUDIT OPINION.

Strategic Objective Lead: Office of the Under Secretary of Defense Comptroller (OUSD(C))/Chief Financial Officer (CFO)
Build workforce proficiency to correct problems and improve our financial results by mitigating material weaknesses (MWs) and achieving an unmodified audit
opinion through the pursuit of excellence in all financial execution activities. Specifically—we seek a lean, secure, and compliant operations and systems
environment in which financial data and reporting integrity are the norm. This provides confidence to Congress and the American taxpayers that we are using
our resources appropriately.

Performance Goal 5.1.1 - Increase the Number of Favorable (Unmodified or Qualified) DoD Financial Statement Audit Opinions.
Lead: OUSD(C)/CFO
The Department continues to address long-standing areas of MWs and recommit efforts by refining the Department’s audit priorities to better align
remediation resources to areas of expected audit results in FY 2022. To help guide the process of addressing these priority areas, senior leaders across
the Department will continue to leverage audit roadmaps, the governance process, and working groups to foster accountability toward finding solutions
to common barriers for each component under standalone audit that received a disclaimer of opinion. The Department uses these audit roadmaps to
align material weakness remediation strategies across the Department, identify timelines, prioritize focus areas, and ensure progress and resources are
monitored.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.1.1.1 - Total # of favorable (unmodified or qualified) financial statement audit
12 14 15
opinions
PM 5.1.1.2 - # of component material weaknesses (MWs) downgraded 29 25 34

Performance Goal 5.1.2 - Utilize Advana for Fund Balance With Treasury Reconciliations. Lead: OUSD(C)/CFO
Fund Balance with Treasury (FBwT) represents the aggregate amount of the Department’s available budget spending authority available to pay current
liabilities and finance future authorized purchases. Ensuring the department has an accurate accounting of our available budget spending authority is critical
for DoD to reach its auditability objective and to provide confidence to Congress and the American taxpayers that the Department is leveraging resources
appropriately. To address a long-standing MWs regarding FBwT, the Department is leveraging Advancing Analytics (Advana), the Department’s single
authoritative enterprise data analytics platform to standardize the FBwT reconciliation process across the Department with the goal of having 100 percent of
DoD financial reporting entities on boarded and leveraging the tool by FY 2025.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.1.2.1 - % of Fund Balance with Treasury (FBwT) Entities on Advana/total Entities 75% 95% 100%

FY 2024 Annual Performance Plan 59

4 5 Strategic Priority 5
Address Institutional Management Priorities

STRATEGIC OBJECTIVE 5.2 - OPTIMIZE BUDGET TO EXECUTION AND FOSTER A HIGH INTEGRITY FUNDS CONTROL
ENVIRONMENT.
Strategic Objective Lead: Office of the Under Secretary of Defense Comptroller (OUSD(C))/Chief Financial Officer (CFO)
Using standard processes and compliant systems provide fiscal control over assets, including the dissemination of funds, the tracking of budget execution,
and the realignment of funds. Specifically – we must track and report on where our money is spent to ensure that it is utilized correctly to meet the mission
requirements. Working with Congress, improve the steps to budget and execute funds by reducing outdated regulations and policies, ensuring data integrity,
increasing automation, and streamlining our standard system capabilities, so financial managers have total funds visibility and can resource defense mission
capabilities faster and with agility. Specifically – the DoD needs to be able to use every dollar budgeted in the best way possible to accomplish the national
security mission.
Performance Goal 5.2.1 - Increase Visibility Into Execution Against Disaster and Emergency Response Funding by Implementing a Capability
to Track Rapid Response. Lead: OUSD(C)/CFO
The financial management community is responsible for the process of requesting, justifying, and obtaining the required funding to ensure mission
success, as well as executing our budget with fidelity. With that responsibility comes the crucial need to be responsive to both planned missions and
emergencies as they unfold, all while maintaining legal, ethical, and accountable stewardship of those funds. When an emergency occurs, the DoD must
have a standard, agile, and automated process, capability, and the necessary data on hand to respond rapidly while effectively being able to track progress
against the response, including execution of funds. This data tracking and delivery capability that exists is provided through Advana, the Department’s single
authoritative enterprise data analytics platform for mission and business decision advantage.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.2.1.1 - % implementation of emergency funding tracking complete 50% 75% 100%

60 FY 2024 Annual Performance Plan

4 5 Strategic Priority 5
Address Institutional Management Priorities

Performance Goal 5.2.2 - Increase Control Over Our Enacted Budget Execution by Developing Spend Plans Using a Standard Methodology.
Lead: OUSD(C)/CFO
The DoD budget professionals do an incredible job securing an annual budget that supports our national defense objectives. However, the steps and
technology used to monitor and evaluate the execution of the appropriated resources remain inefficient. Simplifying and automating the spend plan data
collection and the execution performance evaluation processes will reduce ongoing workforce strain while ensuring risk mitigation, controls, and transparency
of the execution as well as the accuracy of the future budget requests. Standard spend plans are now visible in Advana to better manage resources in real
time and ensure scarce funding is going to mission priorities.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.2.2.1 - % spend plan variance +/- 3% +/- 3% +/-3%
PM 5.2.2.2 - % reporting entities on boarded to Advana spend plan tool 100% 100% 100%

Performance Goal 5.2.3 - With the Exception of Exempted Transactions, Process Intragovernmental Reimbursable Transactions Using the
Department of the Treasury G-Invoicing Application (or User Interface Method for Non-DoD Partners). Lead: OUSD(C)/CFO
The DoD is committed to implementing G-Invoicing to meet the Department of Treasury’s mandate to process intergovernmental transactions using
G-Invoicing for new orders by October 2022. This will improve the DoD’s audit posture by improving supporting documentation (general terms and condition
agreements) and reduce journal vouchers related to supported and unsupported intergovernmental transaction eliminations.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.2.3.1 - % target systems integrated with G-Invoicing for new orders 58% 83% 92%

FY 2024 Annual Performance Plan 61

4 5 Strategic Priority 5
Address Institutional Management Priorities

STRATEGIC OBJECTIVE 5.3 - MODERNIZE DOD BUSINESS SYSTEMS.

Strategic Objective Lead: Chief Information Officer for the Department of Defense (DoD CIO)
Through an enterprise perspective, the DoD should manage business systems as a strategic asset and deploy efforts to modernize, integrate, and optimize
the business systems portfolio. These efforts should aim to achieve a secure, auditable, and cost-effective portfolio while promoting enterprise solutions,
next generation business capabilities, and alignment to commercial best practices. The Office of the DoD CIO, as the Business Mission Area lead for
Defense Business Systems (DBS) will transform and lead DoD Business Systems Portfolio Management (PfM) efforts to rationalize the DBS portfolio, reduce
technical debt, and enhance mission effectiveness.

Performance Goal 5.3.1 - Modernize and Rationalize DoD Business Systems. Lead: DoD CIO
DBS must enable streamlined processes for faster response to mission and provide business data for more holistic decision-making. This requires an
integrated, streamlined process coupled with technology and based on data that allows for an enterprise approach. Through an enterprise perspective, DoD
should manage DBS as a strategic asset and deploy efforts to modernize, integrate, and optimize the DBS portfolio. These efforts should aim to achieve
a secure, auditable, and cost-effective portfolio while promoting enterprise solutions, next generation business capabilities, and alignment to commercial
best practices. The goal is that the Defense Business Systems portfolio will transform and lead DoD Business Systems PfM efforts to rationalize the DBS
portfolio, reduce technical debt, and enhance mission effectiveness.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.3.1.1 - % of Business Systems decommissioned/retired or rehost/migrate on
100% 100% 100%
schedule per planned DoD Information Technology Portfolio Repository (DITPR) date(s)

Performance Goal 5.3.2 - Decrease the Number of Legacy, Financial Statement Audit-Relevant Business Systems. Lead: OUSD(C)/CFO
The findings of completed DoD audits to date are clear and consistent. The Department has been struggling to become auditable due to the number of
financial systems the Department executes in, as well as the lack of support provided in the legacy systems making audit a challenge. There is a direct
correlation between auditability and business support functions. In particular, the 400+ financial systems and the processes/data sets they support directly
impacts the ability to support the Department’s Universe of Transactions. The bottom line is the fewer legacy systems we retain, and the more we rely on
compliant enterprise business capabilities, the better we can ensure the quality, security, and auditability of those systems, and the faster we can progress
towards a consolidated audit opinion. The DoD is committed to this aggressive simplification and standardization of the financial systems enterprise to
enable operational effectiveness, auditability, security, and affordability.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.3.2.1 - # of legacy systems shut down 11 7 14

62 FY 2024 Annual Performance Plan

4 5 Strategic Priority 5
Address Institutional Management Priorities

STRATEGIC OBJECTIVE 5.4 - ACCELERATE THE ADOPTION OF TRUSTED DATA AND ANALYTICS ACROSS THE
DEPARTMENT.
Strategic Objective Lead: Chief Digital and Artificial Intelligence Office (CDAO)
The Department of Defense’s Chief Digital and Artificial Intelligence Office (CDAO) is the senior official responsible for the acceleration and adoption of data,
analytics, and Artificial Intelligence (AI) to generate decision advantage across the Department, from the boardroom to the battlefield.
As a critical first step, the CDAO is focused on building a strong foundation of high quality, authoritative data that can be utilized to better inform decision-
making at all echelons of the Department. Part of building this foundation is ensuring the Department has the necessary people, platforms, and processes
needed to continuously provide business leaders and warfighters with agile solutions.

Performance Goal 5.4.1 - Provide Timely, Relevant, and Highest Quality Analytic Decision-Making Support to Improve DoD Outcomes.
Lead: CDAO
A key objective for the CDAO is to enhance the Department’s enterprise analytical capabilities, promote sustainability/scalability through advanced analytics,
and do-so with user-friendly, customer centric design. By creating analytic resources that can be dynamically updated, maintained, and tailored to decision-
makers at both senior leadership and tactical levels is how the Department will best succeed in leveraging data as a strategic asset to change and inform
behaviors.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.4.1.1 - % Senior governance meetings leveraging descriptive, predictive, and/or 50% 75% 100%
prescriptive analytics to drive courses of action

FY 2024 Annual Performance Plan 63

4 5 Strategic Priority 5
Address Institutional Management Priorities

Performance Goal 5.4.2 - Improve Data Quality by Making Data Visible, Accessible, Understandable, Linked, Trusted, Interoperable, and
Secure (VAULTIS) in Support of DoD Priorities. Lead: CDAO
In the past few years, the DoD has made considerable progress towards building the Department’s data foundation. On one side, this foundation has
enabled the ability to quickly access and connect to data needed for the Department to respond aggressively to crisis, while on the other side has allowed us
to identify leading and lagging indicators of the performance of core Department functions through Business Health. Overall, users have markedly increased
their capability of understanding where data is located and if it is available, and a centralized data catalog has been created on Advana, driven by manual and
semi-automated collection and aggregation of prioritized data across the DoD enterprise.
However, many of our current successes are only a fraction of the way toward full realization of the value of access to authoritative, high quality and secure
data across the DoD enterprise. The CDAO has defined initial metrics to begin to measure how well DoD is progressing on identifying use cases for priority
data needs and making those use cases available to individuals holding standard CACs, the completeness of data sources as proxy for the extent to which
people can trust the data, the open-source architecture usage to understand how easily data can be exchanged across systems, and the ubiquity of access
management services.

PERFORMANCE MEASURES FY 2023 TARGET FY 2024 TARGET FY 2025 TARGET

PM 5.4.2.1 - % Prioritized use cases accessible with standard CAC reader 70% 90% 100%
PM 5.4.2.2 - % Prioritized use cases linked to source systems 65% 75% 85%
PM 5.4.2.3 - % Prioritized data sources meeting targeted completion rate 60% 70% 80%
PM 5.4.2.4 - % Prioritized use cases using open-source architecture 50% 60% 75%
PM 5.4.2.5 - % Prioritized use cases with appropriate encryption 60% 80% 95%

64 FY 2024 Annual Performance Plan

 ANNUAL
PERFORMANCE
REPORT Fiscal Year
2022
The Fiscal Year (FY) 2022 Annual Performance Report (APR) provides an assessment
of how the Department of Defense’s (the Department or DoD) FY 2022 performance
measures and results align to its mission and functions, as well as detailed
performance-related information to the President, the Congress, and the American
people. The APR also provides information on the Department’s priority goals and
other Department-wide management initiatives.
The Department’s FY 2022 APR was prepared in compliance with the Government
Performance and Results Modernization Act of 2010, Pub. L. 111-352, under guidance
from the U.S. Office of Management and Budget (OMB) Circular No. A-11 (Published
August 2022), Preparation, Submission, and Execution of the Budget.

Air Force pararescue forces from the 48th rescue squadron work to recover mock-
astronauts from a SpaceX Orion capsule during a validation exercise. The exercise
was meant to validate the joint-capability of Navy helicopter squadrons and Air Force
Guardian Angel Pararescue forces in their shared mission to recover astronauts at sea.

FY 2022 Annual Performance Report 65

FY 2022 Achievements Aligned to FY 2023 Annual Performance Plan
The FY 2022 APR highlights the Department’s progress toward achieving its Strategic Objectives (SOs) and Performance Goals (PGs) highlighted in the
Fiscal Years 2022 – 2026 Strategic Management Plan (SMP).

1 21 321 4321 432 43 4

Strategic Goal 1 Strategic Goal 2 Strategic Goal 3 Strategic Goal 4

Making the Right Strengthen Resilience Taking Care of Our Address Institutional
Technology Investments and Adaptability of Our People and Cultivating Management Priorities
and Transforming the Defense Ecosystem the Workforce We Need
Future Force
Strategic Objectives Strategic Objectives Strategic Objectives Strategic Objectives

1.1 - Build a strong foundation for future 2.1 - Shape a 21st century Defense 3.1 - Grow our talent to shape an 4.1 - Deliver excellent, equitable, and secure
science and technology by investing in the Industrial Base (DIB)* appropriately skilled, resilient, and ready DoD services and customer experiences
Department’s workforce, laboratory, and future workforce*
2.2 - Deliver sustainable logistics to support 4.2 - Establish the Chief Digital and Artificial
testing infrastructure
DoD 3.2 - Build a safe and supportive Intelligence Office to accelerate the
1.2 - Invest in the Department’s critical environment for the Total Workforce Department’s adoption of data, analytics, and
2.3 - Fortify and protect DoD installations
technology areas to build an enduring artificial intelligence (AI)
through adaptation, mitigation, and 3.3 - Address the needs of families
advantage for the U.S. Military
resilience* 4.3 - Optimize budget to execution
3.4 - Mitigate COVID-19
1.3 - Drive competitive advantage through
2.4 - Enhance cybersecurity 4.4 - Foster a high integrity funds control
capability delivery 3.5 - Increase the effectiveness of defense
environment
2.5 - Work in partnership with our Nation, healthcare
1.4 - Modernize and sustain the nuclear
our Allies, and our Partners 4.5 - Accelerate the path to an unmodified
deterrent and protect against chemical and
audit opinion
biological threats 2.6 - Increase the resiliency of C3
capabilities 4.6 - Optimize a secure systems environment
1.5 - Optimize to improve capabilities and
drive efficiencies
* Indicates a strategic objective tied to an Agency Priority Goal.

Figure 1. FY 2022-2026 SMP Strategic Goals and Objectives

66 FY 2022 Annual Performance Report

 Strategic Goal 1
1 2 3 4
Making the Right Technology Investments and Transforming the Future Force

STRATEGIC OBJECTIVE 1.1 - BUILD A STRONG FOUNDATION FOR FUTURE SCIENCE AND TECHNOLOGY BY INVESTING IN THE
DEPARTMENT’S WORKFORCE, LABORATORY, AND TESTING INFRASTRUCTURE. LEAD: OUSD(R&E)
STRATEGIC OBJECTIVE OVERVIEW:
The technology dominance of tomorrow relies on the scientific investments of today. The DoD will continue to invest in our talent, laboratories, and test ranges to solve problems
now and in the future.
We must ensure our current laboratories, ranges, and test facilities support cutting edge technology advancement. We must ensure we are efficient and collaborative and will break
down barriers to success through policies that encourage innovation and risk taking.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The OUSD(R&E) has made noteworthy progress on all areas by either meeting or exceeding targets. OUSD(R&E) action to realize results or improvements in ultimate outcomes
represent a significant improvement in national welfare. The organization provided more funding and opportunities to underserved populations, took concrete steps to improve S&T,
Testing and Evaluation (T&E), laboratory infrastructure, and better resources for technology development. These investments in workforce improvements helped ensure the DoD’s
ability to attract and retain the best and brightest S&T talent and strengthened its S&T partnerships, resulting in new technologies available to the warfighter. One (1) example is
the Tactical High-speed Offensive Ramjet for Extended Range (THOR-ER) program, which recently completed a ramjet vehicle test1.

PERFORMANCE GOAL 1.1.1 - INVEST IN TECHNOLOGY INFRASTRUCTURE AND DEVELOP TECHNOLOGY POLICIES
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.1.1.1: Development and publication of engineering Develop updates to policy and guidebooks • One (1) T&E policy updated and T&E Guidebook published
standards and provide training on those standards • Four (4) Engineering policies updated, one (1) additional
policy being updated
• Four (4) Engineering guides updated
• A new Human Systems Integration (HSI) Body of Knowledge in
N/A
HSI Community of Practice
• A new Digital Engineering (DE) Body of Knowledge published
• A DE Body of Knowledge Governance Board established
• Created a new Early Manufacturing and Quality Engineering
Guide
PM 1.1.1.2: Ensure a robust infrastructure for DoD labs
Review of Service FY 2024 budgets Complete N/A
and ranges
PM 1.1.1.3: Cultivate robust labs and ranges workforce ($$ Provides guidance, oversight and advocates through the Investments made in cultivating a robust S&T workforce include:
of awarded Scholarships and numbers of new Scholars, Acquisition and DoD Functional Community constructs a) $32 million invested in Vannevar Bush Faculty Fellowships
other metrics) and the Laboratory University Collaboration Initiative (LUCI)
N/A
b) $89 million invested in SMART Scholarships
c) $14 million (including a $10 million Congressional addition)
invested in Minerva Research Initiative studies

1
https://www.defense.gov/News/Releases/Release/Article/3180755/tactical-high-speed-offensive-ramjet-for-extended-range-thor-er-team-completes/

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PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS

PM 1.1.1.4: Cultivate a robust S&T workforce (example Establish a DoD Manufacturing and Defense Industrial Office of the Secretary of Defense Manufacturing Technology
Vannevar Bush Faculty Fellowship, Historically Black Colleges Base (DIB) Education and Workforce Development Education and Workforce Development in partnership with
and Universities (HBCU)/Minority Institutions (MI) outreach)) working group Department of Defense Manufacturing Innovation Institutes N/A
established educational programs addressing defense workforce
and manufacturing challenges
PM 1.1.1.5: Conduct annual assessments of workforce, Completed in Sec 217 FY 2021 Report to Congress OUSD(R&E) completed the required FY 2021 National Defense
infrastructure, and industrial base capabilities and capacity Authorization Act (NDAA) annual assessments of workforces, N/A
to support the Critical Technology Area (CTA) roadmaps infrastructure, and industrial base for each CTA
PM 1.1.1.6: Development and dissemination of technology Provide Secure Cyber Resilient Engineering training Complete
N/A
protection guidance and best practices and provide training materials to Defense Acquisition University (DAU)

FY 2022 PERFORMANCE PROGRESS UPDATE:

• From across the OUSD(R&E) enterprise in collaboration with the other Office of the Secretary of Defense (OSD) PSAs, the Services, and other stakeholders, enhanced
governing documents for Information Operations, Test & Evaluation of Cyberspace Effects, and Enabling Capabilities, knowledge repositories such as DoD’s Digital Engineering
Body of Knowledge. Defense Acquisition University coursework for the acquisition workforce provided training materials spanning T&E, security modernization, cyber resiliency,
and technology protections.
• OUSD(R&E) FY 2024 Military Department budgets for laboratory infrastructure were reviewed at senior-level forums including the Innovation Steering Group.
» The OUSD(R&E) strives to cultivate robust science, technology, laboratory, and test range workforces. The OUSD(R&E) Basic Research Office pledged $135 million in
educational scholarships, grants, and Fellowships to universities. For example, Vannevar Bush Faculty Fellowship is a five-year (5-year) commitment to pursue cutting-edge
fundamental research projects at $3M per fellow.
» The OUSD(R&E) invested $7 million in Central Laboratory Investment Program (CLIP) funding to DoD laboratories to enhance capabilities.

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STRATEGIC OBJECTIVE 1.2 - INVEST IN THE DEPARTMENT’S CRITICAL TECHNOLOGY AREAS (CTA) TO BUILD AN ENDURING
ADVANTAGE FOR THE U.S. MILITARY. LEAD: OUSD(R&E)

STRATEGIC OBJECTIVE OVERVIEW:

The OUSD(R&E) leads the development and implementation of the Department’s S&T strategy that identifies Critical Technology Areas (CTAs) to invest in to ensure the United
States can deter threats and maintain its competitive advantage.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The OUSD(R&E) achieved and exceeded targets for SO 1.2. Under Secretary for Research and Engineering, Heidi Shyu, published her Technology Vision for an Era of Competition2
on February 1, 2022. This strategic document set forth her technology strategy pillars of Mission Focus, Foundation Building, and Succeeding Through Teamwork. The strategic
vision for technological innovations at the Department, along with messaging from Congress, public statements, and key stakeholders in support of the Defense Industrial Base
(DIB), sparked the need for an organizational realignment that would drive the DoD in a more unified direction to prioritize CTAs. This alignment enables CTA Principal Directors
to collaborate with community stakeholders through developing roadmaps and facilitate and deliver vital technological innovations to warfighters. In early 2023, the OUSD(R&E)
will provide Congress the National Defense Science and Technology Strategy. This strategy details how the DoD plans to invest in S&T to strengthen mission capabilities and
implement the National Defense Strategy (NDS).
Establishment of a new operational framework provides Services and Combatant Commands (CCMDs) multi-domain operational mission critical prototypes and experiments
injected into operational exercises. Rapid Defense Experimentation Reserve and the Accelerate the Procurement and Fielding of Innovative Technologies (APFIT) program form the
basis of this new operational framework. Valiant Shield 2022 (VS22) demonstrated prototype solutions to address time-sensitive targets to accelerate fielding to joint domain
warfighting operational pathways.

PERFORMANCE GOAL 1.2.1 - ALIGN TECHNOLOGY TO MISSION OBJECTIVES AND INCORPORATE TECHNOLOGY INTELLIGENCE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.2.1.1: Identify CTAs relevant to the NDS and the Publish DoD Technology Strategy Complete
Department’s joint warfighting gaps. Provide strategic N/A
guidance to ensure capability development
PM 1.2.1.2: Enable joint experiments and prototyping to close Northern Edge 21 would establish a realistic operational Complete Accomplished at Indo-Pacific Command
identified gaps warfighter venue with innovative prototype capabilities (INDOPACOM) Exercise Valiant Shield 2022
to capture tactics, techniques, and procedures, employ N/A
command, control, and demonstrate joint interoperability
with a focus on multi-component operations
PM 1.2.1.3: Develop CTA roadmaps and disseminate across Update all roadmaps and disseminate across Department Office of Strategic Intelligence and Analysis (OSI&A)
Department each year 60 days after FY 2023 President’s Budget release conducted 13 formal engagements between OUSD(R&E) N/A
and the IC

FY 2022 PERFORMANCE PROGRESS UPDATE:

• VS22 involved an experiment with OUSD(R&E) integrating 19 DoD prototypes to capture tactics, techniques, and procedures, and foster rapid technology transition. The
OUSD(R&E) further developed and executed a multi-component architecture to ensure interoperability during joint VS22 experimentation. The OUSD(R&E) performed operational
analysis on a live fire kill chain and command and control capabilities.

2
https://www.cto.mil/usdre-strat-vision-critical-tech-areas/

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STRATEGIC OBJECTIVE 1.3 - DRIVE COMPETITIVE ADVANTAGE THROUGH CAPABILITY DELIVERY. LEAD: OUSD(A&S)
STRATEGIC OBJECTIVE OVERVIEW:
To pace the threat and secure our military advantage in a rapidly evolving security environment, OUSD(A&S) will lead the Department in adopting a systems- and portfolio-based
framework that aligns strategic decision-making for capabilities to the mission areas required for integrated deterrence. OUSD(A&S) will also lead the articulation of a holistic
approach to enterprise acquisition and sustainment is necessary — one (1) that leverages data as a strategic asset to maximize capability delivery and availability to the
warfighter.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The USD(A&S) has fulfilled the objective to provide the community with resources, pathways, training, policies, and investments to assist with securing our military advantage.
Competitive Advantage Pathfinders (CAPs) transition emerging technology across the “valley of death” pathfinders within two (2) years to deliver capability. Integrated Acquisition
Portfolio Reviews (IAPRs) strengthen synchronization of warfighting concepts, technologies, requirements, and program execution, fostering collaboration across the DoD to deliver
integrated suites of capabilities that are collectively. OUSD(A&S) supports all of its portfolios to include Major Defense Acquisition Programs (MDAPs): Ballistic Missile Defense
System, Chemical Demilitarization–Assembled Chemical Weapons Alternatives (ACWA), F-35 Lightning II Joint Strike Fighter, Sentinel (Ground Based Strategic Deterrent), Long-
Range Stand Off Weapon, National Security Space Launch, Next-Generation Operational Control System; COLUMBIA Class Submarinex, VC-25B Presidential Aircraft, and Integrated
Air and Missile Defense.

PERFORMANCE GOAL 1.3.1 - EVOLVE AND ALIGN ENTERPRISE ACQUISITION PROCESS (E.G., REQUIREMENTS AND FUNDING) TO DELIVER EFFECTIVE CAPABILITIES
FOR THE WARFIGHTER
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.3.1.1: Execute CAPs to identify opportunities to accelerate Complete initial tranche of three (3) 120-day CAP sprints in Tranche one (1) CAP sprints complete; pathfinders in
capability deliver and inform process reform priority mission areas: Long- Range Fires; Counter- Command, execution for completion.
Control, Communications, Computers, Cyber, Intelligence, N/A
Surveillance, Reconnaissance, and Targeting(C-C5ISRT); and
Joint All-Domain Command and Control (JADC2)
PM 1.3.1.2: Develop metrics to support lessons learned from the Finalize scorecard to measure effectiveness of pathfinders. On track
CAP initiative and inform enterprise reform across the defense Identify key metrics to support lessons learned for accelerating N/A
decision support systems capability delivery
PM 1.3.1.3: Governing Directive: Complete re- write of DoD Complete rewrite of DoDD 7045.20 On track. Rewritten DoDD in formal coordination for
N/A
Directive (DoDD) 7045.20, Capability Portfolio Management finalization.
PM 1.3.1.4: Portfolio/Program Reviews: Conduct mission- Conduct 18 Integrated Acquisition Portfolio Reviews. Executed 7 IAPRs; conducted DABs/IPRs biannually for
focused Integrated Acquisition Portfolio Reviews, as well as Conduct bi- annual Defense Acquisition Boards/In- Progress ACAT-1D programs.
N/A
Defense Acquisition Boards and In- Process Reviews for critical Reviews for acquisition category (ACAT) 1D programs
programs in the Major Capability Acquisition pathway
PM 1.3.1.5: Adaptive Acquisition Framework (AAF): Drive Refine data metrics for new AAF pathways. Continue AAF On track. Data standard promulgation memos issued for
increased service use of the AAF to include the software outreach with acquisition professionals all six pathways and RAND metrics study completed.
N/A
acquisition and middle tier pathways as well as hybrid
approaches
PM 1.3.1.6: Mission Engineering: Complete development and Complete development and analysis of INDOPACOM mission On track. INDOPACOM Anti-Surface Warfare (ASuW)
analysis of INDOPACOM mission threads threads mission thread developed and continuing to model N/A
additional priority mission threads.

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FY 2022 PERFORMANCE PROGRESS UPDATE:

• The fielding and sustainment of capabilities intrinsically linked to requirements generation through the Joint Capabilities Integration and Development System process, and
resourcing through Planning, Programming, Budgeting, and Execution (PPBE). By better integrating these distinct, yet interdependent, processes, the DoD can more effectively
transition emerging technology across the “valley of death.” A&S launched the CAPs initiative to demonstrate challenges and solutions across our Defense Decision Support
Systems. CAPs are aimed to:
1. Increase transparency and accountability for key stakeholders;
2. Effective transition of new technology, including those from commercial sources; and
3. Rapid and continuous integrated joint capabilities demonstrated through mission threads and kill-chains based on feedback from experiments and operations.
• In FY 2022, the Department completed CAPs sprint and six (6) pathfinder programs across the Services in priority mission areas. These programs are now executing their
pathfinders within two (2) years to deliver capability and inform scalable reforms.
• USD(A&S) scorecard developed to accelerate capability delivery within CAPs programs capturing data on sprint projects and for project closure.
• DoD Directive (DoDD) 7045.20, Capability Portfolio Management, establishes policy and assigns responsibilities for the use of capability portfolio management to advise
senior leaders on capability investment. The DoDD first published in 2008, now updated for alignment with current DoD-wide approaches to capability portfolio management.
• Integrated Acquisition Portfolio Reviews (IAPRs) were executed in the following portfolios: Space, Nuclear, Sustainment, Chemical and Biological Defense, Cyberspace, and
Electronic Warfare.
• The Adaptive Acquisition Framework (AAF) empowers program teams to apply tailored approaches to DoD acquisition. Data standard promulgation memos for all six (6)
acquisition pathways were issued to establish common data frameworks to promote data visibility and DoD-wide analysis. RAND proposed metrics for each of the AAF pathways
as a result of a completed study.
• Community outreach to introduce the new policies and associated frameworks of the AAF is facilitated on a learning hub, which provides acquisition professionals access to
published guidebooks and business practices in key functional areas.
• The acquisition enterprise is centering its resources, ingenuity, and expertise on the critical linkages enabling the warfighter to complete the kill-chain using Mission
Engineering. In collaboration with Military Services, Agencies, and Joint Staff (JS), A&S developed an Anti-Surface Warfare (ASuW) mission thread aligning with relevant mission
engineering threads to analyze joint capabilities and gaps.

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STRATEGIC OBJECTIVE 1.4 - MODERNIZE AND SUSTAIN THE NUCLEAR DETERRENT AND PROTECT AGAINST CHEMICAL AND
BIOLOGICAL THREATS. LEAD: OUSD(A&S)
STRATEGIC OBJECTIVE OVERVIEW:
To ensure that the U.S. nuclear deterrent remains safe, secure, reliable, and effective, OUSD(A&S) will continue guiding and directing the highly complex and interdependent set of
nuclear modernization and sustainment programs. As growing chemical and biological threats emerge and converge, we will similarly reform approaches to surveillance, detection,
preparedness, and response, as well as advance development of revolutionary defense capabilities.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The USD(A&S) has met the objective for nuclear modernization and sustainment. As of September 30, 2022, the United States has destroyed 98.4% or 30,109 of the 30,610 U.S.
tons of chemical agent in the U.S. chemical weapons stockpile, which was declared under the Chemical Weapons Convention. Several working groups, policies, and governance
bodies across the acquisition and sustainment portfolio have been stood up to provide plans for nuclear and chemical and biological defense that will meet future needs.

PERFORMANCE GOAL 1.4.1 - ENSURE A SAFE, SECURE, RELIABLE, AND EFFECTIVE NUCLEAR DETERRENT AND MODERNIZE THE TOTAL FORCE AGAINST EMERGING
CHEMICAL AND BIOLOGICAL THREATS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.4.1.1: In partnership with the Department of Energy’s
National Nuclear Security Administration (DOE/NNSA),
implement a plan for the U.S. nuclear weapons stockpile and
N/A On track FY 2021 plan, not informed by new constraints
infrastructure that meets requirements, creates a balanced
and flexible stockpile, and ensures a resilient nuclear weapons
production infrastructure
PM 1.4.1.2: In partnership with the DOE/NNSA, develop
and execute an integrated risk and opportunity management N/A On track N/A
framework for the nuclear deterrent
PM 1.4.1.3: Conduct annual Nuclear IAPRs Held NC3 IAPR in Feb 2022; Delivery system IAPR planned
On track Held inaugural Nuclear IAPR in April 2021
for Q3 FY22
PM 1.4.1.4: Support nuclear test and evaluation facility and USD(A&S) supported annual USD(R&E)/
resource annual review Test Resource Management Center (TRMC)-led
N/A On track review. Final briefing provided to USD(A&S) and
USD(R&E) in August 2021 to support President’s
Budget Request (PBR)23 issue cycle
PM 1.4.1.5: Establish a Reentry Vehicle Aero Shell Working
Group and provide recommendations to USD(A&S) and N/A On track N/A
USD(R&E)
PM 1.4.1.6: Shift investments to mitigate Joint Force capability
gaps in order to address emerging chemical and biological USD(A&S) supported investment review to determine Joint
On track N/A
threats; conduct an annual review of program alignment to Force gaps in alignment with the published NDS
priority goals to align with the NDS
PM 1.4.1.7: Align research and development, and test and
evaluation, investments for emerging biological threats to the Establish baseline of investments aligned to the NBS On track N/A
National Biodefense Strategy (NBS)

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PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS

PM 1.4.1.8: Complete the Biodefense Posture Review (BPR) and Deliver BPR findings and report
publish the results USD(A&S) supported Biodefense Integrated Acquisition On track N/A
Portfolio Review
PM 1.4.1.9: Establish reformed governance framework of the
chemical and biological defense portfolio to align program with
New governance memo signed by USD(A&S) On track N/A
cross-Department coordination and promote integrated, cohesive
approach to emerging chemical and biological threats
PM 1.4.1.10: Complete destruction campaign for US. Chemical Exceeded the FY 2022 metric with the destruction
Weapons Stockpile by the treaty commitment deadline of Complete destruction of 98% of the chemical agent declared of 98.4% of the declared chemical agent in the U.S.
N/A
September 30, 2023 and begin transition to operations close- in the U.S. chemical weapons stockpile chemical weapons stockpile
out at Pueblo, Colorado and Blue Grass, Kentucky

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The joint DoD/Department of Energy (DOE) Nuclear Weapons Council (NWC) oversees the DoD-DOE/National Nuclear Security Administration (NNSA) implementation of current
plans to modernize the stockpile nuclear weapons production infrastructure. The NWC established a senior-level Requirements and Capacity Working Group for integrated
assessment of policy guidance, production infrastructure constraints, stockpile priorities, and enterprise-wide risks to develop a new 25-year plan for a balanced and flexible
stockpile.
• The Secretary of Defense (SecDef) established an executive forum to oversee the health and welfare of the Nuclear Enterprise and the Office of the Assistant Secretary of
Defense for Nuclear, Chemical, and Biological Defense Programs/Nuclear Matters (OASD(NCB/NM)) is on track to establish a risk and opportunity framework for the nuclear
enterprise.
• The Reentry Vehicle Aero Shell Working Group (AWG) in partnership with USD(R&E) established to integrate planning for future reentry body S&T and industrial base
investments.
• The Chemical and Biodefense Portfolio (CBDP) revised its governance and resourcing processes to integrate PPBE process, align service identified capability gaps, and the
NDS. This “demand signal” process will continue refinement over the next year, strengthening its structural process and linkages with the CBDP’s PPBE and acquisition
processes.
• Biodefense resources for the CBDP to strengthen and enhance response and preparedness activities increased to $1.2B across the Future Years Defense Program (FYDP)
($304M in FY 2024) to support the Department’s implementation of the goals and objectives identified in the National Biodefense Strategy (NBS).
• Inaugural Biodefense Posture Review (BPR) developed reform initiatives and FY 2024-2028 resourcing request to posture the Department to address biological threats,
whether naturally occurring, accidental, or deliberate, that may impact execution of the NDS.
• The USD(A&S) provided “Guidance for Governance of the Department of Defense Chemical and Biological Defense Program,” endorsing a new governance framework construct
of the CBDP. This framework supports the overall integration, coordination, and oversight of the PPBE supporting CBDP research, development, testing, and evaluation (RDT&E)
and procurement activities.

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STRATEGIC OBJECTIVE 1.5 - OPTIMIZE TO IMPROVE CAPABILITIES AND DRIVE EFFICIENCIES. LEAD: DOD CIO
STRATEGIC OBJECTIVE OVERVIEW:
Delivering Information Technology (IT) capabilities with greater efficiency and performance requires the Department to reform the way it operates. In particular, the evaluation and
implementation of suitable industry best current practices and proven technologies must be greatly accelerated, and oversight of IT spending must be improved. The objectives in
this goal include shifting to an enterprise-wide operations and defense model, promoting modern software practices, and establishing enterprise-wide modern compute and storage
capabilities.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The DoD delivered more efficient, enterprise-wide IT capabilities through network consolidation efforts, cloud adoption, and right-sizing the data center inventory. The Department
made significant investment into cloud computing along with progress toward cloud migration and data center closures. Stratus, a DoD private Cloud capability established in
May 2022, provided a hybrid cloud solution to mission partners. In February 2022, the Deputy Secretary of Defense (DepSecDef) signed out the DoD Software Modernization
Strategy3, with Cloud as the foundational tenet, which set a path for technology and process transformation that will enable the delivery of resilient software capability at the speed
of relevance. Since its publication, the Department continued to monitor and track progress against the strategy through the DoD Software Modernization Senior Steering Group
including publication of development, security, and operations (DevSecOps) guidance to facilitate the adoption of modern software practices. DoD Components increased adoption
of modern software methodologies like Agile, Lead, and DevSecOps. The strategy also reflects the Department’s shift to accelerate the adoption to a multi-cloud environment.
JWCC is an acquisition vehicle designed for the mission owner to rapidly acquire commercial cloud services and capabilities directly from the JWCC commercial cloud service
providers. JWCC will provide enterprise cloud capabilities at all three classification levels, from the headquarters to the tactical edge.

PERFORMANCE GOAL 1.5.1 - MODERNIZE AND CONSOLIDATE DOD NETWORKS AND SERVICES
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.5.1.1: IT Network and Service Optimization – Complete 4th Estate DoD Network 4 DAFAs (30%) begin migration to the Single 1 of 13 (8%) of DAFAs began migration
2 of 13 (15%) DAFAs began migration in FY 2021
(DoDNET) Assessment, Migration Plans, and Phase I migration Service Provider (SSP) in FY 2022
PM 1.5.1.2: IT Network and Service Optimization – Transition 13 DAFA organizations to 5 of 13 (31%) of DAFAs completed 13 (100%) DAFAs initiated migration to the GSC. 2
13 DAFAs initiate transition to the GSC
a Global Service Center (GSC) migration to the GSC Tier 1 Helpdesk DAFAs completed migration to the GSC
PM 1.5.1.3: Cloud and Data Center Optimization – Migrate DAFA applications /
systems to optimal hosting environments (affects 14 DAFAs, 923 apps/systems, and 795 of 923 (87%) 762 of 923 (83%) 676 of 923 (73%)
61 data centers)

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The 4th Estate Network Optimization (4ENO) initiative is enabling the Department to shift from disparate delivery of IT services to an enterprise model led by DISA’s Single
Service Provider (SSP). To date, three (3) out of the 14 DAFAs have completed their migrations to the DoD Network (DoDNET) and the DISA SSP. While the 4ENO effort did not
meet its FY 2022 schedule target to initiate migration of four (4) DAFAs, these four (4) DAFAs did achieve the significant milestone of signing agreements with DISA and are
now set to begin the migration efforts. Progress against 4ENO metrics is tracked through the Digital Modernization Dashboard.
• All 13 DAFAs participating in 4ENO have successfully migrated to the Customer Interaction Center which is the first step to onboarding to the Global Service Desk (GSD) which
is the helpdesk for the SSP/DoDNET. Of these DAFAs, five (5) have successfully completed their migration to the GSD Tier 1 Helpdesk.
• Through the DoD Cloud and Data Center Optimization initiative, 4th Estate applications/systems from 13 organizations are migrating to more optimal hosting environments
and vulnerable legacy data centers are optimizing or closing to facilitate the transition to a secure cloud enabled environment. Strong collaboration between the DoD Chief
Information Officer (CIO), 4th Estate, and industry Partners, enabled over 762 systems to decommission or migrate to cloud environments and the closure of 49 legacy data
centers as of October 2022. The effort is also on track to meet its objectives to complete 57 of 61 (93%) data center closures and 795 of 923 (86%) system migrations/
decommissions by Q2 FY23. Four (4) DAFAs received extensions for their migration to FY 2024 or FY 2025 in order to overcome the challenges with delay due to milCloud 2.0
sunsetting as well as some unexpected re-engineering requirements. Progress against Cloud and Data Center metrics are tracked through the Digital Modernization Dashboard.
3
https://media.defense.gov/2022/Feb/03/2002932833/-1/-1/1/DEPARTMENT-OF-DEFENSE-SOFTWARE-MODERNIZATION-STRATEGY.PDF

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PERFORMANCE GOAL 1.5.2 - PROMOTE INTEGRATED DOD SOFTWARE MODERNIZATION PRACTICES

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.5.2.1: % of new custom software development systems
5% 22% N/A
using DevSecOps
PM 1.5.2.2: % of all custom software development systems
5% 21% N/A
using DevSecOps

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The DoD is currently meeting goals established for new custom software development efforts and for all systems utilizing custom software development and is on track
to meet the FY 2025 target of 55% for new custom software development efforts and 10% for systems utilizing custom software development. Progress against software
modernization metrics are tracked through the Software Modernization Dashboard in Advancing Analytics (Advana).

PERFORMANCE GOAL 1.5.3 - ESTABLISH A DOD ENTERPRISE CLOUD ENVIRONMENT

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULTS
PM 1.5.3.1: % Year-Over-Year growth of cloud investments 23% (all of FY 2022) 1% N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Significant investment and meaningful progress toward cloud migration has been made. While a number of DoD Components did not meet the target for cloud-related
investment as specified, subsequent analysis and coordination with the DoD Components demonstrated that the metric year-over-year increase in cloud-related investment
was an inadequate measure of real progress. This target was more challenging for DoD Components that invested early or were more efficient in their transition to cloud
infrastructure. Measuring DoD Components by evidence of progress toward cloud adoption (both made and projected) reflected that the fundamental goal of “accelerate[ing]
adoption of cloud-based digital infrastructure” is being met, albeit with some challenges that will continue to be worked. The DoD plans to modify the cloud metric in future
years to focus on maximizing use of cloud hosting and minimizing the need for DoD-owned and operated fixed data centers.

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Strengthen Resilience and Adaptability of Our Defense Ecosystem

STRATEGIC OBJECTIVE 2.1 - SHAPE A 21ST CENTURY DEFENSE INDUSTRIAL BASE (DIB). LEAD: OUSD(A&S)
STRATEGIC OBJECTIVE OVERVIEW:
A resilient DIB is a critical element of U.S. power, which preserves and extends U.S. military dominance. The DoD’s approach to strengthening the DIB brings an enterprise-
wide view of the threats and vulnerabilities that could jeopardize warfighter advantages and uses a comprehensive approach to mitigate those threats and vulnerabilities. The
Department’s efforts will focus on renewing an enduring source of U.S. strength by shaping the DIB to meet 21st century challenges.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

In order to understand and shape the 21st century DIB, the USD(A&S) was successful at developing a community of interest, named the Supply Chain Working Group (SCRWG),
to identify tools for supply chain risk assessment. The SCRWG developed an industrial base risk management taxonomy as a comprehensive plan for awareness, training, and
communication resources for the DoD workforce. Working efforts to update policies and directives are currently underway to ensure successful implementation.

AGENCY PRIORITY GOAL 2.1.1 - ENSURE SUPPLY CHAIN RESILIENCE

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.1.1.1: Complete an evaluation of analytical tools used to improve Conduct Request for Information across the Supply Chain RFI Complete, 58 unique tool sets identified
enterprise-level supply chain visibility Resilience Working Group (SCRWG) stakeholders to identify N/A
analytical tools currently in use for supply chain analysis
PM 2.1.1.2: Compile guidebook to identify supply chain risk and strategic Facilitate SCRWG meetings to share and document supply 21 SCRWG meetings involving 25 stakeholders;
implications chain risks and activities to inform guidebook; Bring on Institute for Defense Analyses (IDA) on contract
N/A
independent third party (Federally Funded Research and to develop guidebook
Development Center [FFRDC]) to develop guidebook
PM 2.1.1.3: Develop and publish a strategy on supply chain resilience that Publish DoD supply chain resiliency report in response to Securing Defense-Critical Supply Chains Report
can be used across the DoD E.O.14017; Develop draft Supply Chain Resiliency DoDD Published February 2022; Draft Supply Chain N/A
Resiliency DoDD developed
PM 2.1.1.4: Complete evaluation of data sources to build metrics for five (5) Baseline five (5) priority supply chains; Develop preliminary Report published in February 2022 baselines
N/A
priority supply chains metrics to measure; Report FY 2022 actions resiliency of five (5) priority areas
PM 2.1.1.5: Identify meaningful supply chain resilience metrics. Test metrics Build resiliency taxonomy; Establish Working Group to Resilience taxonomy complete and validated
N/A
to determine if the metric provides useful insight to senior leaders develop metrics with stakeholders; Working group established

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The capability of enterprise-level Industrial Base risk management and supply chain visibility captured analytic tools for illumination, risk analysis, risk monitoring, anomaly
detection, and/or business information gathering. These new methodologies and tools facilitated broadened communications with partners in effort to use the tools effectively
to address key challenges with defense supply chains and supply chain resiliency.
• The Supply Chain Resilience Guidebook includes a compilation of existing programs, policies, regulations, authorities, and other tools, both internal and external to the
Department, which are applicable to the DIB supply chain analysis, risk assessment, and lessons learned.
• The DIB Supply Chain Resiliency Strategy addresses the appropriate ways to include “industrial base risk” as part of contract and acquisition language alongside “cost,
schedule, and performance.” Integrating supply chain risk into the acquisition decision process enables the responsibility of supply chain resiliency to be shared between
Industry and the Department.
• In February 2022, the Securing Defense-Critical Supply Chains report was released as an action plan developed in response to Executive Order (E.O.) 14017. This report
baselines the resiliency of five (5) critical sectors and addresses actions taken toward achieving desired resiliency outcomes. Supply Chain Resiliency DoDD was drafted
to establish policy and assign responsibilities for supply chain risk management activities that address systemic barriers currently limiting supply chain visibility, resiliency
assessments, and effective mitigation actions.

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• The supply chain resiliency taxonomy defined by the SCRWG clarified terminology and areas of interest within supply chain resiliency efforts. This taxonomy was incorporated
into the Department’s Supply Chain Risk Management Draft Taxonomy Version 1.0 published in November 2022. It was developed for universal use across supply chain efforts
to facilitate communication of risk information across the Department. Many DoD Components are currently using the Taxonomy to assess and categorize risks, to include
incorporating the taxonomy into IT systems, databases, programs, policies, and processes. Twelve major risk categories were defined to frame major pillars of supply chain
resilience.

PERFORMANCE GOAL 2.1.2 - OPTIMIZE THE ORGANIC AND COMMERCIAL MANUFACTURING AND REPAIR CONTINUUM
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.1.2.1: To measure the health and performance of the Organic Establish DoD Logistics and Mission Support Tier 3 OIB Tier 3 health metrics enable the DepSecDef to measure
Industrial Base (OIB), develop and track five (5) Advana Tier 3 Health Metrics in response to and support of DoD Data the effectiveness and efficiency of the OIB in maintaining
metrics focused on OIB capability and capacity; trend analysis is Strategy/Executive Data Analytics Map (DoD Data Strategy our Departments warfighter materiel requirements.
N/A
under development and, once formally conveyed and approved by Map). In addition, identify authoritative data identification Five (5) OIB Health metrics were established by the
the USD(A&S), results will be provided sources and create OIB Health Metric views in Advana. DoD to accurately reflect the capability/capacity of the
Departments OIB covered depots.
PM 2.1.2.2: Within the DIB, five (5) Tier 3 metrics are under Establish DoD Logistics and Mission Support Tier 3 OIB Groups in charge of each sector’s metrics have been
development that measure the health and capacity of five (5) Health Metrics in response to and support of DoD Data established, with appropriate points of contact outlined.
critical supply chain areas identified to improve resilience: kinetic Strategy/Executive Data Analytics Map (DoD Data Strategy Metrics development has begun and is ongoing. N/A
capabilities, energy storage and batteries, microelectronics, Map). In addition, identify authoritative data identification
castings and forgings, and strategic and critical materials sources and create OIB Health Metric views in Advana.

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Five (5) Organic Industrial Base (OIB) Health metrics established by the DoD to accurately reflect the capability and capacity of the Departments OIB covered depots. Core
Requirements & Projected Sustaining Workloads - Section 2464 of title 10 U.S. Code (Core logistics capabilities), Covered Depot Performance to Plan, Covered Depot Cost,
Covered Depot Facility Condition, and Covered Depot Equipment Condition. Corresponding targets were captured during the establishment of these sustainment metrics.

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STRATEGIC OBJECTIVE 2.2 - DELIVER SUSTAINABLE LOGISTICS TO SUPPORT DOD. LEAD: OUSD(A&S)
STRATEGIC OBJECTIVE OVERVIEW:
Warfighting capability depends upon globally responsive, sustainable, and cost-effective logistics and materiel readiness. The OUSD(A&S) will provide critical capabilities around
the globe to support defense operations and deliver cost effective weapon systems readiness throughout the service life of a wide range of sophisticated and integrated weapons
systems by ensuring sustainment attributes are included in capabilities’ designs. Continuous focus on four (4) core mission areas will leverage scarce resources and optimize
talent within the enterprise to deliver the vision of “Military Operations Empowered Through Logistics.” Integrated and outcome-based performance measures will drive progress
toward required capabilities and operational outcomes. Using the existing governance framework, all stakeholders in the DoD logistics enterprise can coalesce around the planning
and decision process to innovate, modernize, and improve performance.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

Core Requirements & Projected Sustaining Workloads - Section 2464 of title 10 U.S. Code (Core logistics capabilities) requires the DoD to have a ready and controlled source of
core logistics capability including depot level repair capabilities and biennial reporting mandates. Section 2464 also requires the DoD designate weapon systems necessary to the
execution of strategic and contingency plans. A Biennial Core Report identifies core logistics capabilities and quantifies the associated workloads required for sustainment. This
Biennial Core Report includes the Military Services identification of core logistics capability requirements and workloads by weapon system category and identifies core workload
shortfalls.

PERFORMANCE GOAL 2.2.1 - MILITARY OPERATIONS EMPOWERED THROUGH LOGISTICS

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.2.1.1: Reporting progress toward goal achievement on a quarterly basis Finalize development of Line of Effort metrics and
On Track N/A
in a more meaningful manner to show positive, negative, or neutral trends implementation structure

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The USD(A&S) Sustainment (S) Logistics & Materiel Readiness Strategic Plan identifies major goals, priorities, and aligns to four (4) core mission areas leveraging resources
and optimizing logistics enterprise talent to deliver the vision of military operations empowered through logistics. This plan will be updated annually implementing and
monitoring the outcomes of this plan and completed progress reviews.
• Identified authoritative data sources used by the Services and Agencies to develop current supply chain inputs and metrics and started continuous reporting of those items
within Advana.
• Published the DoD’s Enterprise Asset Visibility Strategy focused on standardization, automation and process innovation, and a new DoD Manual (DoDM) 4245.15,
“Management of Diminishing Manufacturing and Material Shortages” supporting management of obsolete items and items experiencing a critical reduction in the
manufacturing industrial base.
• Integrated the Maintenance and Availability Data Warehouse into Advana to enable Artificial Intelligence (AI) readiness goals IAW the National Security Commission on AI;
ASD(S) partnered with ASD for Acquisition to build a Sustainment database that is linked with acquisition programs tracking critical sustainment metrics (Materiel/Operational
Availability, Reliability, and Operating and Support [O&S] costs) for all in-service covered weapon systems in the same lexicon/terminology, supporting Acquisition and
Sustainment IAPRs.
• Standardized the Department’s weapon systems materiel availability reporting metrics, requirements, and procedure implementation of the business health metrics within the
Logistics and Materiel Readiness Focus Area. Supply Chain Ops, Industrial Base, Installations, and Energy & Environment codify 80% of our Key Performance Indicator goals in
Advana. OASD(S) issued direction to the Military Departments and Defense Agencies for the creation of a DoD-wide coordinated and prioritized sustainment capabilities gap list.

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STRATEGIC OBJECTIVE 2.3 - FORTIFY AND PROTECT DOD INSTALLATIONS THROUGH ADAPTATION, MITIGATION, AND RESILIENCE.
LEAD: OUSD(A&S)
STRATEGIC OBJECTIVE OVERVIEW:
Mission readiness relies on installation resilience. Threats from determined attackers — either cyber or kinetic — and climate risk must be tackled to ensure DoD can operate
under contested or changing conditions, preserve operational capability, and enhance the natural and man-made systems essential to the Department’s success. The OUSD(A&S)
will expand installation assessments, exercises, and data sets to enhance decision-making, establish investment priorities, and improve business processes. These efforts
will strengthen climate informed decision-making, increase the resilience of natural and built infrastructure, and enhance adaptation and resilience through collaboration. The
OUSD(A&S) will also ensure the delivery of high quality, affordable DoD housing, to improve the quality of life for military personnel and their families.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The USD(A&S) has conducted Installation Energy Plans (IEPs) across the Department. Installations are being reported by Military Component and exceeded targets for FY 2022.
Resilient energy designs are being implemented via microgrids and investment based on assessments are being implemented. The Department has conducted several energy
back-up exercises, also known as Black Start across several DoD installations.

PERFORMANCE GOAL 2.3.1 - ENSURE INSTALLATION ENERGY RESILIENCE

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.3.1.1: Complete IEPs in CONUS/Alaska/Hawaii 37% 51% N/A
PM 2.3.1.2: Begin planning and design for energy resilient micro-grids at mission 5% 5% (4 of 87 installations) N/A
assurance priority installations
PM 2.3.1.3: Conduct five (5) Black Start Exercises per Service per year (15 total) 15 15 N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The Department continues to ensure the use of structured, rigorous evaluations of critical energy requirements, risks, and mitigations by completing IEPs for all installations.
IEPs drive a more integrated and systematic approach to energy management through informed energy planning and support a more holistic energy plan with input from all
stakeholders. IEPs are intended to integrate installation- and higher-level strategic guidance, plans and policies into a practical roadmap that can guide an installation to
improve the energy resilience posture of the critical missions that it supports.
• The ODASD(E&ER) tracks IEP completion quarterly for all DoD installations tracking Mission Assurance priority installations, “top-consumers” (installations in the top 75%
of energy consumption). As of this report, 215 IEPs have been completed for installations in the CONUS, Hawaii, and Alaska, representing a 51% completion rate (exceeding
the FY 2022 target of 37%), and for “top consumers” across the DoD, 55 (or 69%) of IEPs have been completed. As of FY 2022, 67 IEPs have been completed for Mission
Assurance priority installations in CONUS, Hawaii, and Alaska, representing a 79% completion rate.
• Microgrids are a key component to installation energy resilience for the DoD. The Department updated policy regarding energy resilience metrics and continue to favor on-site
generation with clean energy technologies. The Department is tackling its own carbon footprint as we close our installation energy resilience gaps.
• The DoD continues to invest in microgrid projects to improve our energy resilience posture in the event of disruptions from cyber-attacks or other events that impact the
availability of energy from infrastructure that supports our installations. The OSD has placed an emphasis on prioritizing energy project investments, including microgrids, at
installations on the Mission Assurance list of priority installations. Microgrid design adaptations at six (or 7%) of the installations on the Mission Assurance list, exceeding the
goal for FY 2022.
• Black Start Exercises are installation energy exercises determine the ability of the backup systems to start independently, transfer the loads, and carry those loads until energy
from off the installation is restored. In FY 2022 conducted 15 black start exercises at military installations to address energy resilience gaps and support critical missions.

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PERFORMANCE GOAL 2.3.2 - MITIGATE ENVIRONMENTAL AND CLIMATE THREATS TO PAST, CURRENT, AND FUTURE INSTALLATIONS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.3.2.1: Conduct climate assessments at mission assurance priority Complete assessment of approximately 5% of MAPL Completed 15% (13 MAPL installations in FY 2022)
N/A
list (MAPL) installations installations
PM 2.3.2.2: Complete Per- and polyfluoroalkyl substances (PFAS) 65% 53% N/A
preliminary assessments/site inspections at 700 DoD installations and
National Guard facilities

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Using the 2022 DoD Climate Adaptation Plan Progress Report, the Department is actively integrating climate requirements into operations, planning, and business and
decision-making processes. The ODASD(E&ER) is actively supporting the Defense Threat Reduction Agency (DTRA) to incorporate climate change outputs into All Hazard Threat
Assessments for MAPLs. Over the course of FY 2022, the ODASD(E&ER) assisted in developing climate screening-level exposure assessments informed by the DoD Climate
Assessment Tool (DCAT).
• Climate assessments were conducted at 13 MAPL installations at the request of DTRA. This represents 15% of the MAPL installations. ODASD(E&ER).
• The Department is committed to addressing our PFAS releases under the federal cleanup law, and protecting the health of our personnel, their families, and the communities
in which we serve. The PFAS Task Force, established in 2019, provides strategic leadership and direction and ensure a coordinated, aggressive, and holistic approach to
DoD-wide efforts to address PFAS. DoD is addressing it’s PFAS releases under the Comprehensive Environmental Response Compensation and Liability Act (CERCLA) and
performing or has completed Preliminary Assessments/Site Inspections (or PA/SIs) at 705 installations where DoD may have used or released PFAS. Of those, we have
completed over half as of September 30, 2022, but additional work will be necessary at some locations based on EPA’s updated regional screening values. This could affect
DoD’s progress to meet the established target. As of the end of September, DoD was performing remedial investigations (RI) that address PFAS at 251 installations. While
the CERCLA process takes time, it allows for quick short-term actions, which DoD has used to address off-base drinking water with PFOS and PFOA, from DoD activities,
above 70 parts per trillion at 53 installations. DoD has obligated $2.0B through FY2022 to conduct PFAS-related drinking water mitigation, investigations, and cleanup on its
installations, as well as in nearby communities.

AGENCY PRIORITY GOAL 2.3.3 - REDUCE CLIMATE IMPACTS TO DOD INSTALLATIONS

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.3.3.1: % Major installations in DCAT No Target for FY 2022; FY 2023 target is 100% 81% N/A
PM 2.3.3.2: % Strategy complete and coordinated No Target for FY 2022: FY 2024 target is 50% N/A N/A
PM 2.3.3.3: % Updates published No Target for FY 2022; FY 2023 target is updating DoD N/A N/A
Issuance (DoDI) 4165.70
PM 2.3.3.4: % Complete at major installations No Target for FY 2022; FY 2024 target is 100% N/A N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The ODASD(E&ER) strengthened the DCAT by expanding screening-level climate exposure application to all major U.S. domestic installations and related sites to support
comprehensive installation resilience planning. The locations within the tool increased from 157 to 1,932 in CONUS, Alaska, and Hawaii during FY 2022. Updated DCAT to
include all major international installations and related sites.
• The ODASD(E&ER) has completed approximately 81% of this target and on track to reach 100% of all major installations in FY 2023.
• Installation Resilience Plans (IRP) ODASD(E&ER) is on track to complete 43 total (50%) of MAPL installation IRPs in FY 2024.
• The ODASD(E&ER) identified 14 issuances requiring updates and four (4) technical documents to guide installation climate resilience planning and implementation. The Office
of the Assistant Secretary of Defense of Energy, Installations, and Environment (OASD(EI&E)) released Directive Type Memorandum 2022-003: Flood Hazard Area Management
for DOD Installations, which reflects the recent re-establishment of the Federal Flood Risk Management Standards.
• Each IRP will include a baseline risk assessment performed to identify risks and threats to military installation resilience that exist at the time of the development of the plan,
ODASD(E&ER) is on track to complete the 204 total target for FY 2023.

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STRATEGIC OBJECTIVE 2.4 - ENHANCE CYBERSECURITY. LEAD: DOD CIO

STRATEGIC OBJECTIVE OVERVIEW:
The scope, pace, and sophistication of malicious cyberspace activity continues to rise globally. Growing dependence on the cyberspace domain for nearly every essential civilian
and military function makes this an urgent issue that must be addressed. The DoD overmatch in conventional and strategic weaponry may be overcome through sophisticated
attacks within cyberspace, supply chain exploitation across the acquisition and sustainment lifecycle, and intelligence operations targeting insiders with access. The Department
must adopt a “Cyber First, Cyber Always” mindset and be prepared to defend DoD systems in a contested cyberspace. Every network, system, application and enterprise service
must be secure by design, with cybersecurity managed throughout the acquisition lifecycle. The Department will maintain system confidentiality, integrity, and availability by
defending against avenues of attack used by sophisticated adversaries and with a highly trained and motivated workforce.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The DoD CIO has assisted DoD Services and Components in updating their manpower and personnel systems by configuring fields to allow for the assignment of Defense Cyber
Workforce Framework (DCWF) work role codes and the assignment of those codes to personnel and billet records. This enables better tracking of the DoD cyberspace workforce
(to include those engaged in cybersecurity operations) and gives DoD leadership more accurate data to inform decisions regarding cyberspace talent management and workforce
needs. Updating enterprise systems of record can take a long time because of extensive coordination efforts and approvals needed in addition to issuing new business practices
for assigning work role codes. DoD CIO continues to coordinate with the Services and Components as challenges arise.

PERFORMANCE GOAL 2.4.1 - DRIVE THE IMPLEMENTATION OF ZERO TRUST

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.4.1.1: Establish the Zero Trust Portfolio Management Office (ZT PfMO) 55% 100% N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

The Zero Trust Portfolio Management Office (ZT PfMO) was established Q2 FY22 within DoD CIO. The ZT PfMO is the central authority within the DoD to issue Zero Trust (ZT)
policy and guidance within DoD. The ZT PfMO’s strategic policy and guidance is driven by federal laws and mandates from the Legislative and Executive Branches, including the
following E.O. 14028, Executive Order on Improving the Nation’s Cybersecurity, M-22-0, Moving the U.S. Government Toward Zero Trust Cybersecurity Principles, National Defense
Authorization Act (NDAA) FY 2022 1511 and 1528.
The ZT PfMO is tasked with leading and coordinating ZT implementation activities across the Department. The ZT PfMO will provide enterprise level policy, guidance, and support to
the DoD Components as they implement ZT plans in compliance with the DoD ZT strategy and ZT implementation roadmap. The ZT PfMO will support the Department’s budgetary
needs to achieve a successful ZT deployment. The ZT PfMO will champion continuing maturation of the DoD ZT RA and influence key technologies and capabilities required to
deploy a fully operational ZT environment within the DoD Information Network (DoDIN).
During FY 2022, the ZT PfMO achieved the following tasks:
• Publicly released the DoD Zero Trust Reference Architecture (ZTRA) V2.0 and delivered the initial DoD plan to implement ZTRA in response to E.O. 14028, “Improving Nation’s
Cybersecurity”.
• Received DoD CIO signature on the DoD ZT Strategy and Implementation Roadmap on October 27, 2022, and publicly released on November 22, 2022.
• Developed a curriculum to train the ZT workforce in ZT awareness, foundation, executive, and practitioner courses.
• Conducted the second DoD CIO ZT Architecture Data Call.
• Received funding for ZT from FY 2023 Program Objective Memorandum (POM).
• Held two (2) ZT technical exchange meetings with DoD and other federal agencies.
• Conducted meetings with Industry Experts on how and what ZT capabilities they provide to create a ZT architecture.

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PERFORMANCE GOAL 2.4.2 - EXPAND AND ENHANCE OPPORTUNITIES TO RECRUIT, RETAIN, UPSKILL, AND DIVERSIFY OUR CYBER WORKFORCE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.4.2.1: Complete the DoD-wide classification of cyber positions in Personnel Systems – Civilian (CIV) Positions = 100% Personnel Systems - CIV Positions = 100%
accordance with the DoD Cyber Workforce Framework Manpower System - CIV Positions = 80% Manpower System - CIV Positions = 100%
N/A
Personnel Systems – Military (MIL) Positions = 40% Personnel Systems - MIL Positions = 50%
Manpower System - MIL Positions = 50% Manpower System - MIL Positions = 80%

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Personnel and Manpower Systems – Civilian (CIV) Positions (100%)
• DCWF work role fields are configured and codes are assigned in service owned manpower systems and the Defense Civilian Personnel Data System (DCPDS). DCPDS is the
authoritative civilian personnel system utilized by the entire Department of Defense (4th Estate and all Services).
• Personnel Systems – Military (MIL) Positions (50%)
• Navy and Marine Corps have configured their military personnel systems and coded their military billets. The Air Force has not configured or coded their personnel in their
system. Army has configured their systems and has assigned work role codes to 15% of the personnel within their system. DoD CIO is working closely with both services on
solutions by end of 2023.
• Manpower System – MIL Positions (80%)
• Air Force, Navy, and Marine Corps have coded their military billets in an appropriately configured manpower system. Army has appropriately configured its systems and has
assigned work role codes to 15% of the positions in those systems. DoD CIO is working closely with the Army on solutions by end of 2023.
Identification of positions and assigning work role codes to CIV and MIL personnel is the responsibility of the services and 4th Estate and is a continuous effort.

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STRATEGIC OBJECTIVE 2.5 - WORK IN PARTNERSHIP WITH OUR NATION, OUR ALLIES, AND OUR PARTNERS. LEAD: OUSD(R&E)
STRATEGIC OBJECTIVE OVERVIEW:
The OUSD(R&E) collaborates across a broad spectrum to maintain the United States’ technical superiority. We partner with nations that are aligned with our principles to jointly
develop and deploy technology. At home, we will leverage the advantages of a democratic society and seek to engage with the incredible diversity available in the United States.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The OUSD(R&E) made new partnerships and forged new relationships to ensure success of this strategic objective. In partnership with our Nation, our Allies, and Partners, the
Office of Strategic Intelligence & Analysis (OSI&A) employed a rigorous, transparent, and repeatable methodology to characterizing our competitive advantage relative to strategic
competitors within each CTA.
The OUSD(R&E) has leadership equities in longstanding S&T consortiums with our Allies and partners. Through these opportunities, USD(R&E) shared national expertise to
advance the science, methodologies, and tools of horizon scanning and technology foresight to identify emerging technologies with national security implications and build a
common understanding of the technology landscape of the future operating environment.
PERFORMANCE GOAL 2.5.1 - COLLABORATE WITH DIVERSE PARTNERS AND FOCUS EFFORTS ON ISSUES UNIQUE TO NATIONAL DEFENSE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.5.1.1: Maximize the capabilities of FFRDCs and university affiliated research Joint FFRDC/UARC special projects (Leap-Ahead hypersonic
Complete N/A
centers (UARCs) to address issues at the national level concepts)
PM 2.5.1.2: Leverage industry to maintain the Department’s technological advantage Incorporate commercial tech into at least one (1) military
Complete N/A
exercise
PM 2.5.1.3: Expand international outreach to strengthen our network of Allies and Conduct high level engagement activities or exploratory
Complete N/A
partners discussions
PM 2.5.1.4: Partner with public sector institutions to increases partnerships with Strengthen partnerships with HBCUs/MIs through the FY 2022
Historically Black Colleges and Universities (HBCUs) and other Minority Institutions Multidisciplinary University Research Initiatives (MURI) topic
Complete N/A
(MIs) solicitation. Services are requested to propose two (2) topics for
partnering with HBCUs/MIs

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The OUSD(R&E) completed 14 joint special studies with Federally Funded Research and Development Center (FFRDC) and university affiliated research center (UARC) Partners
for the CTAs.
• The OUSD(R&E) has leadership equities in longstanding S&T consortiums with our partners and Allies. The USD(R&E) leverages these opportunities to share expertise to
cooperate and advance science, methodologies, tools, and technologies, including identifying emerging capabilities with national security implication, and building a shared
technology landscape for the future operating environment. The US-UK Stocktake4 is the primary S&T bilateral relationship between the United States and the United Kingdom.
The Stocktake Principals focus to align strategic interests including technology protections. The Technical Cooperation Program (TTCP) is a five (5) nation defense strategy
alignment and innovation cooperation including participation from Australia, Canada, New Zealand, the United Kingdom, and the United States.
• The OUSD(R&E) worked to create new and expand existing research partnerships with Historically Black Colleges and Universities (HBCUs) and Minority Serving Institutions
(MSIs) through the HBCU/MI Program. Currently three (3) affiliated research centers at HBCUs, including Howard University, the University of the District of Columbia, and
Morgan State University focusing projects related to AI and machine learning, 5G cellular networks, and chatbots. HBCU/MI Summer Research Program and STEM preparation
programs are available to undergraduate and graduate students at MSIs focusing on underrepresented scientists and engineers to pursue a career within the DOD. New
Centers of Excellence have been established to build capacity and enhance education opportunities. Office of the Secretary of Defense Manufacturing Technology (OSD
ManTech) Education and Workforce Development in partnership with DoD Manufacturing Innovation Institutes (MIIs) continued their heritage of developing and implementing
educational curricula to address issues identified by the community.
4
https://rt.cto.mil/

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STRATEGIC OBJECTIVE 2.6 - INCREASE THE RESILIENCY OF C3 CAPABILITIES. LEAD: DOD CIO
STRATEGIC OBJECTIVE OVERVIEW:
Command, control, and communications (C3) systems’ capabilities support effective joint and multinational operations in support of the NDS. C3-enabling capabilities are
comprised of information integration and decision-support services, systems, processes, and related communications transport infrastructure that enable the exercise of authority
and direction over assigned and attached forces. These capabilities enable commanders and decision makers to rapidly evaluate, select, and execute effective courses of action to
accomplish the mission. The FY 2023 objectives focus on ensuring resilient, accurate position, navigation, and timing (PNT) information and the ability to operate effectively in the
electromagnetic spectrum.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

FY 2022 target goals for M-code fielding on ground and munition were met.
FY 2023 target goals are expected to be met even with delays in completing M-code aviation and maritime receivers; however, continuing delays in making M-code capable Aviation
certified Embedded GPS Inertial (EGI) boxes for aviation platform programs won’t be available before FY 2024.
There are also concerns with delays in Operational Control Segment (OCX) delivery to accomplish a transition to operations by April 2023. Mitigating delays in availability aviation/
maritime hardware and OCX delivery continues being a focus area in the PNT OC and PNT Executive Management Board.
In partnership with the National Spectrum Consortium (NSC), DoD established the Partnering to Advance Trusted and Holistic Spectrum Solutions (PATHSS) Task Group (TG). The
goal is to identify the realm of the possible with regard to sharing solutions to inform policy and processes, and create a replicable approach for addressing future spectrum sharing
scenarios. Sharing spectrum inherently increases resiliency in DoD’s C3 systems by sustaining access to spectrum, providing spectrum optionality, and maintaining maneuverability
within the spectrum. The PATHSS TG has 198 government and industry members and 76 companies, including representatives of the Federal Communications Commission,
National Telecommunications and Information Administration, wireless carriers, technology developers, trade associations and academia. PATHSS-Classified (PATHSS-C) industry
members include 45 NSC participants. This work is vectored toward what the DoD and industry can do collaboratively to create a win-win within high demand spectrum bands (3
GHz) to cohabitate in the same spectrum without causing unintentional interference.

PERFORMANCE GOAL 2.6.1 - FIELD MODERN POSITION, NAVIGATION, AND TIMING (PNT)
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.6.1.1: Fielding of Military GPS user equipment on lead platforms U.S. Marine Corps (USMC) JLTV and U.S. Army The current status on the Military GPS user equipment
Stryker Lead Platform Field User Evaluation fielding on lead platforms performance measure is:
Complete - Marines JLTV and Army Stryker-completed Q4 FY21 N/A
-Aviation and Maritime receiver card Technical Requirements
Verification expected by April 2023
PM 2.6.1.2: Installation of Defense Regional Clocks (DRC) Install/calibrate the remaining sites to Contract actions for installation of timing suites at the
complete initial operational capability (IOC) remaining sites has been completed. DISA has targeted
N/A
(93%) the remaining DRCs for installation prior to the end of this
calendar year, to reach 100% installed

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FY 2022 PERFORMANCE PROGRESS UPDATE:

FY 2022 Target goals for M-code fielding on ground and munition weapon systems fielding requirements have been met.
• FY 2023 target goals are expected to be met by April 2023 even with delays in completing Military GPS User Equipment (MGUE) Increment 1 aviation and maritime receiver
form factors; however, continuing delays in making M-code capable Aviation certified EGI boxes for aviation platform programs won’t be available before FY 2024. Air Force B-2
lead platform is projected to complete Q2 FY24 and the Navy DDG lead platform is projected Q2 FY25.
• The current Operational Control Segment supports M-code Early Use. The GPS Control Segment OCX program is required for a full M-code capability. There are concerns with
delays in Operational Control Segment (OCX) delivery along with delays in Tech Order and crew training required to accomplish a transition to operations by April 2023.
• Mitigating these delays continues being a focus area in the PNT OC and PNT EMB. The Deputy’s Management Action Group (DMAG) vetted a Council recommendation to
perform acquisition oversight on M-code modernization into the Service programs equipping the Joint Force. The availability of and integration risks and delays associated
with the M-code receivers also places a further emphasis on moving forward with modular, open-source architectures (MOSAs) to provide resilient PNT capabilities. The PNT
Enterprise OC and EMB are currently carefully examining option paths to field MGUE Increment 1 in aviation and maritime systems while also accelerating the MOSA strategy.
DRC modernization will continue with technical refresh and technology upgrades/modifications.

PERFORMANCE GOAL 2.6.2 - MODERNIZE AND BOLSTER TRANSPORT (SPACE AND TERRESTRIAL) AND DATA LINK CAPABILITIES
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.6.2.1: Programming/fielding DoD Satellite Communications • Complete DoD SATCOM Terminal Reference • SATCOM Terminal Reference Architecture approved
(SATCOM) ground and user terminal capabilities aligned to the Space Architecture by the Digital Modernization Infrastructure Executive
Force Space Data Transport future force design. • Publish Enterprise SATCOM Management and Control Committee (DMI EXCOM) in June 2022
Implementation Plan (ESC-MC I-Plan) • ESC-MC I-Plan out for Principal-level signature as of
• Publish the SATCOM Gateway Optimization and 30 Sep 2022
Resiliency (GOaR) Study to identify ground segment • SATCOM GOaR Study signed/published in August N/A
modernization requirements 2022
• Provide ground and terminal baseline for the • Narrowband Analysis of Alternatives (NB AoA) Ground
Narrowband Analysis of Alternatives (AoA) segment baseline in progress
• Provide broadband/breadth SATCOM Terminal • Draft CPG issued 27 September 2022
modernization capability programming guidance (CPG)

FY 2022 PERFORMANCE PROGRESS UPDATE:

The Terminal Reference Architecture is DoD’s first architecture using model-based systems engineering; speeds the development of Satellite Communications (SATCOM) terminals
and ensures compliance with standards.
The Enterprise SATCOM Management and Control (ESC-MC) I-Plan assigns actions to DoD Components/CCMDs to improve SATCOM situational awareness, data management, and
automated resource allocation to enable fighting SATCOM as an enterprise.
The GOaR Study provided 17 initiatives to modernize and improve transport capability for the SATCOM ground segment both for existing systems and for the future force design; it
was a key input to the CAPE-led Command and Control (C2) Focus Program Decision Memorandum (PDM) study.
The Narrowband Analysis of Alternatives (NB AoA) is pending kick-off as soon as CAPE releases the study guidance. This study will recommend future architecture/cost for
narrowband SATCOM capabilities beyond the Mobile User Objective System.
The Terminal modernization Capability programing Guidance provides the Components 2025-2028 programming guidance for achieving initial operational capability (IOC) for a user
terminal segment capable of consuming space-based data transport designed by the Space Force.

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PERFORMANCE GOAL 2.6.3 - ENABLE SPECTRUM SHARING

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 2.6.3.1: Partner with industry and across the U.S. Government to Create a collaborative forum whereby DoD, federal, and
ensure that future spectrum auctions focus on spectrum sharing non-federal stakeholders can exchange sensitive and
100% Complete and on-going N/A
proprietary information regarding spectrum sharing in the
3.1-3.45 GHz band

FY 2022 PERFORMANCE PROGRESS UPDATE:

In May 2022, the Honorable John Sherman, DoD CIO, testified before the House Armed Services Committee that vacating the 3.1-3.45 GHz band for exclusive non-federal use is
not possible without “significantly” impacting military missions. Moving incumbent military capabilities to other spectrum bands would take decades, at costs in the upper tens of
billions of dollars. All Military Departments employ critical operational capabilities in this band, including air, land, and maritime-based combat radars.
In an unprecedented effort, in partnership with the NSC, the DoD established the PATHSS TG to foster trust among DoD, Federal, and non-federal stakeholders. As one (1) of the
first PATHSS initiatives, the DoD leveraged the technical expertise of industry and academia to support its study of the 3.1-3.45 GHz band required by the Infrastructure Investment
and Jobs Act (IIJA). DoD CIO is leading the 3.1-34.5 GHz study, also called Emerging Mid-Band Radar Spectrum Sharing (EMBRSS), to fulfill the legislative mandates of the IIJA and
to identify feasible spectrum-sharing options that protect incumbent DoD missions in the band. PATHSS provides the forum required to develop a shared understanding of varying
technology and policy needs amongst DoD, Federal, and non-federal stakeholders.
By sharing sensitive and proprietary information securely, defense and non-federal stakeholders can conceive of and build cases, design network architectures, and determine
techniques to share valuable airwaves. The process provides the appropriate controls to allow representative across a range of non-federal stakeholders to access sensitive DoD
information and for the DoD to gain insight into proprietary commercial strategies.
The PATHSS forum has created the shared awareness necessary for meaningful discussion and well-informed future business cases to ultimately advance the public interest.
The PATHSS-C subgroup is designed for sharing classified information with companies of all sizes, as well as academia. Because many small companies and institutions do not
maintain security clearances for their employees, the DoD worked to sponsor interim clearances to facilitate participation from a broader range of stakeholders. In PATHSS-C,
the DoD is able to present information previously unavailable to non-federal stakeholders and create a more common understanding of de-confliction challenges. PATHSS
developed several spectrum-sharing frameworks that are being analyzed by the DoD, and will be provided in the DoD’s report to the Department of Commerce required by the
IIJA. PATHSS consists of 198 members from across the Federal Government and 76 companies, including representatives of the Federal Communications Commission, National
Telecommunications and Information Administration, wireless carriers, technology developers, trade associations, and academia. PATHSS-C non-federal members include 45 NSC
participants. Members of the group represent a wide cross-section of wireless industry stakeholders interested in access to the band, including telecom service providers and
equipment manufacturers; cable service providers; military equipment manufacturers; spectrum-dependent service providers; academia; and non-governmental organizations.
Since its inception in November 2021, PATHSS has convened on twelve occasions. In June 2022, the PATHSS Task Group proposed sharing use cases for consideration by DoD’s
3.1-3.45 GHz study team. PATHSS collaboration will continue to provide technical input and subject matter expertise throughout the study.

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STRATEGIC OBJECTIVE 3.1 - GROW OUR TALENT TO SHAPE AN APPROPRIATELY SKILLED, RESILIENT, AND FUTURE READY
WORKFORCE. LEAD: OUSD(P&R)
STRATEGIC OBJECTIVE OVERVIEW:
The DoD Workforce: Military — Active, Reserve, and National Guard — and Civilian personnel are the foundation of the Department and constitute its most valued asset. As such,
DoD personnel must have the full support of the Nation to ensure the DoD successfully accomplishes the foundational mission of defending the United States. That means DoD
must have the right manpower and human capital resources in the right places, at the right time, at the right levels, and with the right skills to provide for the Nation’s defense,
while simultaneously being good stewards of taxpayers’ dollars. Recruiting, developing, and retaining a highly skilled military and civilian workforce of diverse talent is essential
for warfighting success. In complement with each other, the budget submission and the SMP are designed to strengthen our ability to achieve a Total Force reflective of the vast
diversity and talents of our Nation, and ensure the Department is prepared to provide the forces needed to deter war and keep the Nation secure. We must invest in human capital
initiatives to compete for, hire, develop, and retain highly skilled experts in the ever-changing talent acquisition landscape.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The DoD has assertively addressed recruiting challenges through increased use of Direct Hire Authorities (DHA) whenever possible for top, diverse talent in critical work roles. The
DoD has seen improvement in its recruitment posture by actively engaging in outreach activities that expand the targeted talent pool to include candidates who might not have
otherwise known about DoD employment opportunities. This active posture has been enhanced by the expansion of DoD civilian employment brand awareness and marketing
efforts through social media and the Defense Civilian Careers (DCC) website. Results show that this marketing strategy helps to speed up recruitment activities, thereby positively
reducing time-to-hire (TTH).

AGENCY PRIORITY GOAL 3.1.1 - IMPROVE RECRUITMENT AND RETENTION OF THE CIVILIAN WORKFORCE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.1.1.1: PM 3.1.1.1: DoD DHA Hire Rate 100% 83% N/A
PM 3.1.1.2: DoD Use of Hiring Assessments 100% N/A N/A
PM 3.1.1.3: DoD Hiring Manager Satisfaction Scores 75% 74% N/A
PM 3.1.1.4: DoD Average Time-to-Hire (T2H) 67 Days 81 Days N/A
PM 3.1.1.5: Office of Management and Budget-General Services
Administration (OMB-GSA) Mission Support Satisfaction Increase 4.65 N/A
Results - Human Capital

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FY 2022 PERFORMANCE PROGRESS UPDATE:

• The DoD’s utilization of DHAs for hiring actions is increasing over time. In FY 2022 DHA usage accounted for 53 percent of hiring as compared to 27 percent in FY 2018. DHA
hiring authorities have proven to be one (1) of the fastest recruitment sources for DoD Components (as well as Schedule A, disabled veteran and military spouse), as TTH for
DHA actions are significantly less than compared to time-to-hire using traditional hiring authorities. Components continue to work hiring improvement action plans to improve
progress on DHA and TTH.
• DHA use has also accelerated with institutionalizing virtual career fairs to outreach for top talent in critical work roles and positions such as Cyber, STEM, Engineering,
Contracting, Medical and Public Health (specifically focused on sexual/workplace/family violence prevention).
• The Department continues to support opportunities to expand DHA utilization within its authority and where critical needs exists. Recent examples include:
• On September 30, 2022, the USD(P&R) signed an extension of the DHA for additional healthcare occupational series based on their continued designation as critical need
occupations.
• On September 16, 2022, the USD(P&R) issued a memorandum to approve temporary direct hire authority for positions designated as DoD Prevention Workforce Positions. This
DHA will facilitate the DoD’s efforts to expeditiously recruit the required talent into this newly created workforce.
• The DoD is also pursuing increased utilization of hiring assessments to improve the quality of candidates for DoD positions. The DoD also recently procured a contract for the
next several years (September 23, 2022-2025) to support Components in the development of an enterprise-level strategic framework. This framework will include guidance,
tools and processes to assess and acquire top talent as well as defining and establishing required baseline metrics.
• To further complement work in skills-based hiring efforts, DoD launched a pilot to implement ePortfolio reviews as a candidate assessment tool for certain technical positions
in keeping with section 247 of FY 2021 NDAA.
• Progress made on these actions, as well as other related efforts, contributes overall to DoD’s steadiness in hiring manager satisfaction in the increased ranking for the Human
Capital Office of Management and Budget-General Services Administration (OMB-GSA) Customer Satisfaction Survey (CSS). The CSS assesses satisfaction with the quality of
support and solutions received by hiring managers from DoD’s Human Capital functional staff during the last 12 months on a 7-point scale.

PERFORMANCE GOAL 3.1.2 - ENHANCE RECRUITMENT AND SUSTAINMENT OF THE TOTAL FORCE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.1.2.1: % Military End Strength +/- 3% of end strength authorized by NDAA +/- 3% +/- 1%

FY 2022 PERFORMANCE PROGRESS UPDATE:

All Active Components of the Services were within +/-3% with the exception of Army (-4%).

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PERFORMANCE GOAL 3.1.3 - SHAPE TRAINING AND EDUCATION FOR EMERGING SKILLSETS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.1.3.1: Governance of the DoD training and education One (1) ASD or above-level governance forum ASD Readiness & Director, JS co-signed Military In 2021, training governance was accomplished
enterprise Training Executive Steering Group charter, established through the GO/FO/SES-level Military Training
on September 13, 2022 Capabilities Group
PM 3.1.3.2: Tracking implementation of Joint Operational Training Identify shortfalls in electronic warfare threat emulation EW Study-In Progress Initiated JOTI implementation after 2020 publication
Infrastructure (JOTI) strategy goals and initiatives in training. 5th Gen aircraft--JITC funding identified in PBR 24 by identifying priority initiatives including EW, 5G, and
Identify shortfalls in live, synthetic, interoperable training air combat.
capability - for 5th Gen aircraft.
SecDef directs the creation of an action plan to address
gaps in DoD’s ability to operate in contested cyberspace
PM 3.1.3.3: Tracking implementation of Outcomes Based Military Establish and codify policy, assigned responsibility and Completed - DoD published DoD Instruction 1322.35, USD(P&R) drafted and coordinated the DoDI
Education procedures for organizing, managing, and implementing Volume 1, "Military Education" 1322.35, Vol. 1
military education programs

FY 2022 PERFORMANCE PROGRESS UPDATE:

The purpose of the Military Training Executive Steering Group (MTESG) is to assist member organizations carrying out their respective areas of responsibilities. The MTESG’s goal is
to ensure the Department and its Components quickly develop and execute realistic, joint, interoperable, and multi-domain training capabilities to meet threats from peer and near-
peer adversaries in a contested environment. As the Department of Defense’s senior military training forum, and consistent with principal authorities, the MTESG meets to develop
and make recommendations for Department leadership concerning DoD military training activities and Joint Operational Training Infrastructure (JOTI) Strategy implementation.
The MTESG accelerates progress on fielding joint training capabilities through recommendations to the DMAG for decisions regarding the allocation of resources and formulation
of policy. All authorities reside with the individual MTESG member organizations in their assigned areas of responsibility within the Department. MTESG focus areas include live,
virtual, and constructive environments; advanced air combat training; electromagnetic warfare and electromagnetic spectrum training; cyber and information operations training;
training communications modernization; joint interoperability training; and training in a competitive space environment.

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STRATEGIC OBJECTIVE 3.2 - BUILD A SAFE AND SUPPORTIVE ENVIRONMENT FOR THE TOTAL WORKFORCE. LEAD: OUSD(P&R)
STRATEGIC OBJECTIVE OVERVIEW:
The DoD will foster and further develop workplace environments that preserve and enhance dignity and respect for all DoD personnel through comprehensive efforts to: (1)
enhance diversity, equity, inclusion, and accessibility (DEIA); (2) combat problematic behaviors such as sexual assault, harassment, discrimination, and extremism; and (3) ensure
appropriate accountability of leaders to meet our high expectations.
The DoD must promote a culture that represents our core military and advances military readiness, through comprehensive actions that support DEIA and an environment free from
extremist behavior. The evolving nature of combat and warfare requires that DoD capitalize on the strategic strength of the Nation — its dynamic diversity to effectively support
current and future warfighting missions. Challenges in building a diverse workforce must be holistically addressed through strategic, systemic intervention and must support the
DoD mission; global talent must be matched to global security challenges.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The DoD developed the DoD DEIA Strategic Plan for Fiscal Years 2022-2023, which outlines five (5) goals and 13 objectives for advancing DEIA in the workforce, removing barriers
to DEIA in the workplace, and combating problematic behaviors. These goals and objectives seek to strengthen DEIA efforts and address areas of improvement that were identified
via DoD-internal self-assessments. Broadly, the goals cover the four (4) DEIA pillars, focusing on organizational culture, equity, inclusivity, and accessibility.
The DoD DEIA Strategic Plan includes one (1) goal focused on workplace safety and harassment prevention and response: Develop Safe Workplace Framework. The intent of this
goal is to foster and maintain a dignified and healthy workplace environment across DoD by minimizing risks to the physical, mental, and emotional well-being of the workforce.
This goal and its associated objectives seek to build upon other DoD prevention and response efforts and to further synchronize and ensure a safe work environment across the
Department.
In accordance with recommendations from the Independent Review Commission on Sexual Assault in the Military, DoD has made progress in improving data collection and
reporting to better reflect the experiences of service members whose marginal identities may place them at higher risk for sexual harassment and sexual assault in the military.
In March 2022, only 12 of 28 Components had issued EEOC-compliant civilian anti-harassment policies to comply with GAO recommendations and EEOC requirements. On March
24, 2022, ODEI kicked off a partnership with EEOC to provide technical assistance to the remaining Components to address their non-compliant policies. As of the end of Calendar
Year 2022, all Components have met EEOC-compliant civilian anti-harassment policies, which will provide efficient processes to the civilian workforce and leaders to combat
problematic behaviors.
PERFORMANCE GOAL 3.2.1 - BUILD DIVERSITY, EQUITY, INCLUSION, AND ACCESSIBILITY
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.2.1.1: Demographic Representation: DoD Workforce For Individuals with Disabilities (IWD): 12% IWD: 13% IWD: 12.7%
For Individuals with Targeted Disabilities (IWTD): 2% IWTD: 2.5% IWTD: 2.5%
Otherwise, DoD does not set representation
PM 3.2.1.2: Demographic Representation: Accessions Accession of underrepresented groups in DoD increased Racial/Ethnic Minorities: 46.4% Racial/Ethnic Minorities: 44.2%
from previous year Women: 22.9% Women: 20%
PM 3.2.1.3: Demographic Representation: Promotion/Retention Increasing promotion/retention of members of Racial/Ethnic Minority Promotions: 43.4% Racial/Ethnic Minority Promotions: 42.2%
underrepresented populations from the previous year Female Promotions: 19.1% Female Promotions: 19.5%
Racial/Ethnic Minority Separations: 38.7% Racial/Ethnic Minority Separations: 40.5%
Female Separations: 21% Female Separations: 18.8%

FY 2022 PERFORMANCE PROGRESS UPDATE:

Data was pulled from the Disability Compliance Dashboard and Total Force Demographics Dashboard in Advana. The data in Advana represents data received from the Defense
Manpower Data Center (DMDC) as provided by a monthly data refresh. There was a recent delay affecting data to DMDC, which has been resolved. To maintain standardization and
uniformity with other reporting, Advana is the preferable method for retrieving DEIA data.

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PERFORMANCE GOAL 3.2.2 - REDUCE SEXUAL ASSAULT, SELF-HARM, HARASSMENT, AND EXTREMISM ACROSS THE FORCE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.2.2.1: Reduce climate factors that contribute to sexual Sustained reduction in the presence of sexually In FY 2021 8.4% of active duty (AD) women No comparable survey conducted
assault, harassment, and extremism across the Force harassing and extremist behaviors (approximately 19,300 service members) and 1.5% of
AD men (approximately 16,600 service members)
PM 3.2.2.2: Increase lethal means safety safe storage behavior Sustained increase in lethal means safety behavior 89% always keep firearm locked; 3 3% never keep
firearm locked
69% never keep firearm loaded; 20% always keep
firearm loaded
68% keep ammunition away from the firearm; 35%
keep with firearm N/A
83% would use a firearm safe if it were provided for a
reduced rate
58% purchased the personal firearm at an off-
installation firearm shop, 32% from a retailer, and 29%
from an on-installation firearm shop

FY 2022 PERFORMANCE PROGRESS UPDATE:

Data are from the 2021 Workplace and Gender Relations Survey (2021 WGR) administered between December 2021 and March of 2022. The WGR surveys provide the DoD with
generalizable statistics regarding sexual assault and sexual harassment in the military and climate factors that contribute to risk. Estimates for unwanted sexual contact could
not be scientifically compared to prior years’ results because of a change in metric. However, indicators of an unhealthy military climate trended upward in FY 2021 for active duty
(AD) members. Compared to 2018, women and men were significantly more likely to experience workplace hostility, to perceive lower levels of responsibility for prevention and
intervention, and to perceive their leaders as less committed to bystander intervention. In FY 2021, the estimated prevalence of gender discrimination also significantly increased
for AD women but slightly decreased for men.
As reported in the FY 2021 Annual Report on Sexual Assault in the Military:
• In FY 2021, 8.4% of AD women (approximately 19,300 service members) and 1.5% of AD men (approximately 16,600 service members) indicated experiencing at least one (1)
incident of unwanted sexual contact in the year prior to being surveyed. Statistical comparisons to prior years was not possible.
• In FY 2021, an estimated 29% of AD women (approximately 65,500 service members) and 7% of AD men (approximately 70,000 service members) experienced sexual
harassment in the year prior to being surveyed. The estimate for women reflects a significant increase since 2018 (when an estimated 24% of women experienced past year
sexual harassment). The estimate for men in 2021 was comparable to 2018.

CHANGED PERFORMANCE MEASURE:

The NDAA FY 2011, section 1062, prohibits the Department from issuing any requirement that collects or records any information related to the acquisition, possession,
ownership, carrying, or other use of a privately-owned firearms and ammunition for service members or DoD civilians unless they are located on a military installation; or any other
property that is owned or operated by the DoD. The Department has submitted a legislative proposal to lift this requirement and the Suicide Prevention and Response Independent
Review Committee may include as one (1) of the recommendations. Due to the limitation of the law, P&R only has a small amount of data through the Quick Compass Survey of
Active Duty Members (QCAM), which examined service member attitudes and behaviors around firearm storage, as well as beliefs about firearms and suicide risk in CY 2020. The
QCAM was only offered to service members who live on-installation due to NDAA limitations; thus, this subset of results are not generalizable to the full military population. Based
on this very limited one-time study with self-reported behavior from the QCAM, P&R found that:
• 10% of service members living on-installation reported having personal firearm(s) at their on-installation residence
• Average number of firearms: 2.42

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STRATEGIC OBJECTIVE 3.3 - ADDRESS THE NEEDS OF FAMILIES. LEAD: OUSD(P&R)

STRATEGIC OBJECTIVE OVERVIEW:
The Department will keep faith with military members and their families by continuing to provide military family assistance through programs that include childcare, youth
development and school liaisons, support for family members with special needs, relocation assistance, non-medical counseling, Morale, Warfare, and Recreation, and other
military family support programs. The Department strives to build and sustain an agile system to support the resilience of members and families of the military community where
they live and work.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The Department continues to address the critical requirement for childcare across the Force. The Department launched a rapid expansion effort of the My Childcare in Your
Neighborhood- PLUS (MCCYN-PLUS) program increasing the pool of providers eligible to receive fee assistance on behalf of military families. Additionally, the Department increased
the community-based fee assistance provider rate cap from $1,500 to $1,700 per child/per month. Furthermore, the Department is expanding the In-Home Childcare pilot to offer
childcare fee assistance to service members who utilize in-home childcare providers (such as nannies) to additional locations throughout CONUS.
To address staffing shortages, the Department implemented a mandatory childcare fee discount for children of direct-care staff in military childcare programs. Additionally, the
Department activated a task force in August 2022 to review and provide recommendations for modernizing the Child Development Program (CDP) staff pay grades, facility staffing
standards, recruitment and retention initiatives, and employment transferability across all Services.

PERFORMANCE GOAL 3.3.1 - CHILDCARE

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.3.1.1: Unmet childcare need for installations identified as Decrease unmet childcare need by 0.5% from Q3 FY22 Total unmet childcare need decreased by approximately Total unmet childcare need decreased by
having the greatest unmet need (Approximately 75 children). Contingent on continued 2% between Q4 FY21 and Q4 FY22 approximately 12% in FY 2021
recovery from COVID-19 pandemic and return to normal
operations
PM 3.3.1.2: Utilization rate of installation Child Development 78% Utilization Rate – Contingent on continued Utilization rate at end of Q4 FY22 was 64% Utilization rate at the end of FY 2021 was 69%
Centers identified as having the greatest unmet childcare need recovery from COVID-19 pandemic and return to normal
operations

FY 2022 PERFORMANCE PROGRESS UPDATE:

The Department is experiencing staffing shortfalls similar to the experience of local community childcare programs. Without sufficient staff, the Department cannot reduce unmet
need.

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PERFORMANCE GOAL 3.3.2 - IMPROVE CREDENTIALING OPPORTUNITIES FOR FAMILY MEMBERS

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.3.2.1: Military spouses are able to receive a license in a new 33 states (based upon Defense-State Liaison Office 33 states provide a military spouse an occupational 28 states provided a military spouse an occupational
state within 30 days with minimal paperwork accompanying the (DSLO) strategic plan for FY 2022)) license within 30 days with minimal paperwork license within 30 days with minimal paperwork
application
PM 3.3.2.2: State has approved 50% of compacts in 2022, 50% 27 states approve four (4) or more compacts 29 states have passed four (4) or more occupational 20 states had passed four (4) or more occupational
of compacts in 2023, 50% of compacts in 2024, and 60% of licensure compacts licensure compacts; however, over all 43 additional
compacts in 2025, and 70% of compacts in 2026 compacts were passed in 2021

FY 2022 PERFORMANCE PROGRESS UPDATE:

The Department continues to make progress in assisting military spouses with occupational licensure pathways to reduce time and costs. However, the metric and data suggest
that those states that are compact favorable continue to adopt additional compacts and those that are compact resistant are not moving or are moving slowly toward the 50%
metric. The compact resistant states require a dedication of additional resources to collect and perform a more sophisticated data analysis and resources to address union and
political based opposition. The compacts are not specific to military personnel and apply to all licensed providers so in many cases the military support alone is not sufficient to
combat organized opposition.

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STRATEGIC OBJECTIVE 3.4 - MITIGATE COVID-19. LEAD: OUSD(P&R)

STRATEGIC OBJECTIVE OVERVIEW:
The Department has acted boldly and quickly to support the Federal Government’s fight against the COVID-19 pandemic and will continue to work with domestic and international
Partners to protect the Nation from potential novel and deadly viruses of the future.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

Implementation of state-of-the-art public health measures (e.g., vaccinations, social distancing, and use of masks) has greatly reduced the incidence of COVID-19 in the Joint Force
and the DoD workforce.

PERFORMANCE GOAL 3.4.1 - MAINTAIN FORCE READINESS IN THE FACE OF COVID-19 (SERVICE MEMBERS, RESERVE COMPONENTS, DOD CIVILIAN EMPLOYEES,
CONTRACTORS)
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
97.2% are fully vaccinated and
PM 3.4.1.1: Active Duty (AD) personnel vaccinated AD – 100% N/A
98.1% have at least one (1) dose
PM 3.4.1.2: All personnel types - absolute number and rate of 95.3% are fully vaccinated
90% N/A
vaccination 96.5% have at least one (1) dose

FY 2022 PERFORMANCE PROGRESS UPDATE:

The target for vaccination was nearly met and target for rate of vaccination for all personnel types was exceeded.

PERFORMANCE GOAL 3.4.2 - SET POLICY AND OBJECTIVES FOR IMPLEMENTING POST-COVID-19 LESSONS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.4.2.1: % of lessons learned with implementation plan
0% 0% 0%
including required policy change (if necessary)
PM 3.4.2.2: % of lessons learned with required policy issued,
0% 0% 0%
including measures of effectiveness

FY 2022 PERFORMANCE PROGRESS UPDATE:

The COVID-19 After Action Report with lessons learned was received by the Office of the Assistant Secretary of Defense for Health Affairs (OASD(HA)) in December 2022. The ASD
will determine how to proceed with validated recommendations from the report.

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STRATEGIC OBJECTIVE 3.5 - INCREASE THE EFFECTIVENESS OF DEFENSE HEALTHCARE. LEAD: OUSD(P&R)
STRATEGIC OBJECTIVE OVERVIEW:
The integrated Military Health System (MHS) delivers world class, innovative healthcare for the Total Force and families at home and abroad. Enabled by a new Electronic Health
Record (EHR), a global network of healthcare partner organizations, and more centralized management and administration of military hospitals and clinics, the MHS ensures that
those in uniform are medically ready to provide the highest quality care anywhere, anytime, and improves the health of all those entrusted to our care.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The transition of Military Treatment Facilities to the authority, direction, and control of the Defense Health Agency is essentially complete. Satisfaction with healthcare is below
targets; this may be related to transition of the system, implementation of the electronic health record, COVID-19, or a combination of several factors. As we achieve stability in
operations and familiarity with the EHR we expect that patient satisfaction with healthcare will improve.

PERFORMANCE GOAL 3.5.1 - IMPLEMENT HEALTHCARE TRANSFORMATION EFFORTS

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.5.1.1: % of transformation milestones achieved on time for Initial
65% 90% + 80%+
Operating Capability (IOC) and Full Operating Capability (FOC)
PM 3.5.1.2: Satisfaction with Healthcare (Health Care Survey of DoD
Beneficiaries (HCSDB)/Consumer Assessment of Healthcare Providers and 73% 66% 62%
Systems (CAHPS) Surveys))

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Percent of transformation milestones achieved: The vast majority of 702 Milestones have been met. All of the milestones in the following lines of effort are closed out: 0)
External Stakeholders, 1) Headquarters, 2) Direct Reporting Markets, 3) Small Market and Stand Alone Military Treatments Facility (MTF) Organization. The DHAR-E and DHAR-IP
have been established. A few milestones remain in the RePPs process (as of October 18, 2022).
• Satisfaction with Healthcare: The DoD uses the methodology and exact question that is part of the Consumer Assessment of Healthcare Providers and Systems (CAHPS)
Survey to enable comparison with a National Benchmark. Military Treatment Facilities score lower than the median score in the National Benchmark. The DASD Clinical
Programs is leading an analysis of performance, which will result in an improvement plan for FY 2023.

PERFORMANCE GOAL 3.5.2 - IMPROVE ELECTRONIC HEALTH RECORDS

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.5.2.1: % of Military Treatment Facilities with MHS GENESIS 50% 67% Complete 37%
PM 3.5.2.2: (Interoperability) # of civilian facilities that automatically give
5% 67% N/A
data to MHS GENESIS

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Currently 92 MTFs are complete with 127,000 provisioned MHS GENESIS Users and 5.1M of 9.6M Beneficiaries Served (as of September 22, 2022).
• Currently, the MHS has Health Information Exchange connections with approximately 67% of all US Hospitals; that number is anticipated to rise to ~95%+ of US healthcare
systems once the Care quality network is onboarded sometime later this year (previously briefed out as projected for November 2022).

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PERFORMANCE GOAL 3.5.3 - IMPROVE MENTAL HEALTH SERVICES

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 3.5.3.1: Self-Reported Mental Health (Health Care Survey of Department
91% 80% N/A
of Defense Beneficiaries (HCSDB))
PM 3.5.3.2: Health Care Effectiveness Data and Information Set (HEDIS) (7
64.5% 65% 76%
day follow up after hospitalization)

FY 2022 PERFORMANCE PROGRESS UPDATE:

• This item is from the Health Care Survey of DoD Beneficiaries. Self-reported Mental Health is a question from the Health Related Quality of Life Survey (percent who indicated
“good, very good, or excellent” on the item “would you say that in general your mental or emotional health is excellent, very good, good, fair or poor?”). We have observed a
significant decline in the subjective mental health of all DoD beneficiaries correlated with the COVID pandemic. We are now investigating opportunities to address issues and
reverse this trend.
• Outpatient follow-up after mental health hospitalization provides an opportunity to assess a patient’s transition to the home or work environment is supported and that gains
made during hospitalization are not lost. This measure provides the MHS with mental health follow-up after hospitalization databased on the National Committee for Quality
Assurance (NCQA) Health Care Effectiveness Data and Information Set’s (HEDIS) nationally recognized methodology. We have exceeded the National Benchmark (median of
health systems reporting HEDIS scores).

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STRATEGIC OBJECTIVE 4.1 - DELIVER EXCELLENT, EQUITABLE AND SECURE SERVICES AND CUSTOMER EXPERIENCES.
LEAD: OUSD(P&R)
STRATEGIC OBJECTIVE OVERVIEW:
Analyze and monitor personnel data and systems to identify vulnerabilities, decrease fraudulent activity, and improve our cybersecurity capabilities. Enhance our personnel data
analytics capabilities to improve our outreach and recruitment efforts, more quickly respond to climate survey data, and focus the DoD’s program and policy evaluation efforts.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

As detailed in the performance progress update for each goal, several of the performance measures for this objective are meeting or exceeding targets. Where this is not the case,
incremental improvements have been achieved and additional actions for FY 2023 are detailed in the below progress updates.

PERFORMANCE GOAL 4.1.1 - RATIONALIZE, MODERNIZE, AND ENHANCE SECURITY OF PERSONNEL-FOCUSED DATA AND SYSTEMS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.1.1.1: # of fraud cases reported to DMDC Customer Contact Center 2650 833 2588
PM 4.1.1.2: # of security breaches 0 0 0
PM4.1.1.3: % Cybersecurity monitoring tools 95.5% 78.2% 50%

FY 2022 PERFORMANCE PROGRESS UPDATE:

• The result amount represents the number of callers that suspect potential fraud because they were locked out of their DS Logon (DSL) due to no fault of their own or noticed
irregular or suspicious behavior on their accounts. The DMDC Customer Contact Center receives calls from DSL users and direct the cases to the VA or DSL team to research
and determine if actual fraudulent activity has occurred. Some lock-outs are found to be users who have not been able to provide accurate Personally Identifiable Information
or acted suspiciously when answering verification questions.
• DMDC Cyber is measuring the effectiveness of our cyber defense and respond activities for our environments by the number of security breaches and responses by the cyber
incident response team. A large number would indicate that our cyber protections are weak and our environments would not sustain a low-moderate level cyber attack. A large
number would also indicate an evaluation of cyber resources are needed. This is one (1) indicator of measurement for cybersecurity.
• Department of Defense Human Resources Activity (DHRA) is meeting the 89% coverage target for Host Based Security System (HBSS), Assured Compliance Assessment
Solution (ACAS), and Tanium but is not meeting this target for logging (average for various log types is approximately 70%). This number is also adversely affected by non-
persistent connectivity for Real-Time Automated Personnel Identification System Clients and DMDC Mobile Workstations. DHRA is working a get-well plan for applications
hosted on dispersed networks that impacting DHRA’s ability to deploy and implement enterprise cyber tools and controls.

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PERFORMANCE GOAL 4.1.2 - ENHANCE EVIDENCE-BASED DECISION MAKING THROUGH ROBUST PERSONNEL ANALYTICS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.1.2.1: Ad Recall 30% N/A 30%
PM 4.1.2.2: Timeliness of results for unit commanders 95% 95% 95%
PM 4.1.2.3: Data Governance dataset processing 6 Daily Files - 8 hours avg. Daily Files - Unavailable
Monthly Files - 48 hours avg. Monthly Files – Unavailable
Weighted avg. - 16 hours across all files Weighted average - 24 hours across all files
PM 4.1.2.4: Availability of survey/focus group results 95% 95% 95%

FY 2022 PERFORMANCE PROGRESS UPDATE:

• Based on data from October 2021 - September 2022, 47.32% of influencers recalled seeing a joint influencer advertisement in support of military recruiting. Q4 FY22 will not
be available until January 2023.
• The system is running as designed and without interruption. DEOCS reports are available within the system for unit commanders within 72 hours after the survey closes.
• Approximately 80% of files are daily files and 20% are monthly files. The weighted average processing duration is:
= (80% * 8 hours) + (20% * 48 hours)
= (6.4 hours) + (9.6 hours)
• Survey and focus group results are being provided to policy offices and other DoD stakeholders as designed and without interruption.

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STRATEGIC OBJECTIVE 4.2 - ESTABLISH CHIEF DIGITAL AND ARTIFICIAL INTELLIGENCE OFFICE TO ACCELERATE DEPARTMENT’S
ADOPTION OF DATA, ANALYTICS, AND ARTIFICIAL INTELLIGENCE. LEAD: CDAO
STRATEGIC OBJECTIVE OVERVIEW:
The Chief Digital and Artificial Intelligence Officer (CDAO) will consolidate and merge several digital organizations in the 4th Estate and exert a leadership role in accelerating the
Department’s efforts to adopt data, analytics, and AI. This strategic objective codifies the Department’s intent to establish a PSA for this task, consolidate relevant functions, and
establish appropriate chartering directives.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The CDAO achieved full operational capability (FOC) on June 1, 2022.

PERFORMANCE GOAL 4.2.1 - CHARTERING DIRECTIVE FOR CDAO

PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.2.1.1: Chartering Directive and governance structure for CDAO Governance structure established DepSecDef was briefed and approved
the CDAO governance structure in May N/A
2022

FY 2022 PERFORMANCE PROGRESS UPDATE:

As the lead-up to FOC unfolded, CDAO staff began working with the Director of Administration and Management (DA&M) to draft a Chartering Directive that would formally establish
the CDAO’s roles and responsibilities as well as relationships with DoD Components. CDAO staff have been informally coordinating with staff from other Components to ensure
that the relationships between them are described accurately and written in a way that promotes effective partnerships and accelerates necessary modernization activities. These
discussions are meant to make the formal coordination process proceed in a more timely and collaborative manner, leading to DepSecDef’s signature soon after coordination is
complete. While an unsigned charter does not preclude the CDAO from carrying out its mission, the document will provide clarifying guidance on key authorities and responsibilities
related to data, analytics, and AI, in an effort to steer the Department toward a modernization-focused posture.

CHANGED PERFORMANCE MEASURE:

The CDAO is in the process of changing Performance Goals and Measures to reflect measurement of accelerating the adoption of data, analytics, and AI in the Department.

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STRATEGIC OBJECTIVE 4.3 - OPTIMIZE BUDGET TO EXECUTION. LEAD: OUSD(C)

STRATEGIC OBJECTIVE OVERVIEW:
Working with Congress, improve the steps to budget and execute funds by reducing outdated regulations and policies, ensuring data integrity, increasing automation, and
streamlining our standard system capabilities, so financial managers have total funds visibility and can resource defense mission capabilities faster and with agility. Specifically –
the DoD needs to be able to use every dollar budgeted in the best way possible to accomplish the national security mission.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The Department is making progress towards meeting its goal to have an emergency funding tracking capability fully implemented by the end of FY 2025. In FY 2022, decisions were
solidified on the tools that would be leveraged to support this capability in Advana; as a result, 14% of the capability was developed and implemented.

PERFORMANCE GOAL 4.3.1 - INCREASE VISIBILITY INTO EXECUTION AGAINST DISASTER AND EMERGENCY RESPONSE FUNDING BY IMPLEMENTING A CAPABILITY
TO TRACK RAPID RESPONSE
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.3.1.1: % Implementation of emergency funding tracking complete 50% 14% N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

Decision change regarding the DoD’s reporting tool to track ‘contingency mission funding’ affected the FY 2022 implementation rate. Subject to availability of resources, the DoD
anticipates all future contingency missions will be reported through Advana by the end of FY 2025 and is on target to reach FY 2023’s 50% goal.

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STRATEGIC OBJECTIVE 4.4 - FOSTER A HIGH INTEGRITY FUNDS CONTROL ENVIRONMENT. LEAD: OUSD(C)
STRATEGIC OBJECTIVE OVERVIEW:
Using standard processes and compliant systems provide fiscal control over assets, including the dissemination of funds, the tracking of budget execution, and the realignment of
funds. Specifically – we must track and report on where our money is spent to ensure that it is utilized correctly to meet the mission requirements. Advana is an essential lens to
accomplish that.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

In an effort to simplify and automate traditional PPBE operations, spend plans are now visible in Advana to ensure risk mitigation, controls, transparency, and oversight of our
budget. This visibility allows real time management of resources and allows leadership to identify significant variances that may provide opportunities for resource realignment. In
addition, the Defense-wide agencies completed on-boarding efforts to the Advana Spend Plan capability and subsequently submitted FY 2023 Continuing Resolution spend plans
through the Advana Spend Plan Module.

PERFORMANCE GOAL 4.4.1 - INCREASE CONTROL OVER OUR ENACTED BUDGET EXECUTION BY DEVELOPING SPEND PLANS USING A STANDARD METHODOLOGY
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.4.1.1: Spend plan variance +/-3% 0.35% N/A
PM 4.4.1.2: % Reporting entities on boarded to Advana spend plan tool 0% 68% N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

• In FY 2022, a goal was set that execution should align to spend plans within a 3% variance. Within Operations & Maintenance accounts, the DoD’s overall execution was within
0.35% of spend plan expectations in August 2022.
• The DoD will continue to make progress in FY 2023 with all components’ full utilization of Advana Spend Plan Module by year end.

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STRATEGIC OBJECTIVE 4.5 - ACCELERATE THE PATH TO AN UNMODIFIED AUDIT OPINION. LEAD: OUSD(C)
STRATEGIC OBJECTIVE OVERVIEW:
Build workforce proficiency to correct problems and improve our financial results by mitigating material weaknesses and achieving an unmodified audit opinion through the pursuit
of excellence in all financial execution activities. Specifically—we seek a lean, secure compliant operations and systems environment in which financial data and reporting integrity
are the norm, providing confidence to Congress and the American taxpayers that we are using our resources appropriately.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

Achieving the Department’s audit goals will require the continued investment of resources and focus of senior Comptroller leadership in partnership with A&S and the DoD CIO.
While there is much work remaining, and some of our most complex problems still lay before us, the audit has been a catalyst for business reform across the Department,
resulting in greater financial integrity, increased transparency, and ultimately, a better-supported warfighter.

PERFORMANCE GOAL 4.5.1 - INCREASE THE NUMBER OF FAVORABLE (UNMODIFIED OR QUALIFIED) DOD FINANCIAL STATEMENT AUDIT OPINIONS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.5.1.1: # of favorable (unmodified or qualified) financial statement audit opinions 11 10* 10
Nine (9) clean (unmodified) and one (1) Nine (9) clean (unmodified) and one (1)
qualified (modified) opinions qualified (modified) opinions
PM 4.5.1.2: # of component Material Weaknesses (MWs) downgraded 7 4 6
*Final FY 2022 results are still pending. The 10 reported represents DoD’s anticipated final result for FY 2022. See below for more information.

FY 2022 PERFORMANCE PROGRESS UPDATE:

The fifth annual Department-wide financial statement audit resulted in a disclaimer of opinion, however significant progress was achieved. As of December 5, 2022, a total of eight
(8) Components received favorable FY 2022 financial statement audit opinions, with seven (7) of those Components receiving unmodified opinions and one (1) receiving a qualified
opinion. Opinions for the Office of Inspector General and the Defense Information Systems Agency Working Capital Fund are pending as this report is being drafted, however it
is anticipated they will come in with favorable opinions, similar to opinions they received in FY 2021. The U.S. Marine Corps (USMC) two (2)-year audit cycle will be completed in
November 2023 and will not be reporting this year. The remaining Components received disclaimers of opinion.
In FY 2022, DoD Components downgraded or closed an additional four (4) material weaknesses (MWs): 1) Air Force Working Capital Fund closed an Oversight and Minoring
of Internal Control MW; 2) Defense Health Program closed a General Equipment MW; 3) National Security Agency closed a Financial Reporting MW; and 4) Navy General Fund
downgraded a Environmental and Disposal Liabilities Property, Plant, and Equipment MW.

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STRATEGIC OBJECTIVE 4.6 - OPTIMIZE A SECURE SYSTEMS ENVIRONMENT. LEAD: OUSD(C)

STRATEGIC OBJECTIVE OVERVIEW:
Business systems are critical enablers for the efficient, effective, and accountable execution of taxpayer dollars in support of the DoD mission. We will retire legacy systems and
accelerate optimization of modern enterprise solutions by partnering across business processes and leveraging proven commercial and federal capabilities.

STRATEGIC OBJECTIVE PROGRESS UPDATE:

The DoD must simplify and secure our defense business system environment to achieve our auditability goals. As part of that effort, we are focused on reducing the number of
systems in the environment and ensuring the systems that remain are compliant with critical financial management, internal control, and security requirements.

PERFORMANCE GOAL 4.6.1 - DECREASE THE NUMBER OF LEGACY, FINANCIAL STATEMENT AUDIT-RELEVANT BUSINESS SYSTEMS
PERFORMANCE MEASURES FY 2022 TARGET FY 2022 RESULT PRIOR YEAR RESULT
PM 4.6.1.1: # of legacy systems shut down 10 18 N/A

FY 2022 PERFORMANCE PROGRESS UPDATE:

The Department retired 18 audit-relevant relevant systems in FY 2022, while 1) developing an initial Enterprise Financial Management (FM) IT Roadmap and 2) conducting a FY
2022 system review focused on our more critical systems and assessing their degree of compliance with Federal Financial Management Improvement Act (FFMIA) and DoD’s
Standard Financial Information Structure (SFIS). The results of these efforts to date have resulted in greater visibility and management of the portfolio, allowed for smarter system
investment decisions, and will set the foundation for continued system migrations and retirements. While there is still much work to be done in this area, the Department is on
track to retire another 33 defense business systems in the next four (4) fiscal years.
A portion of the success in system retirements in FY 2022 was also due to efforts to improve portfolio data and ensure system owners completed all the necessary steps to
formally ‘retire’ their system(s) in authoritative DoD data repositories.

FY 2022 Annual Performance Report 103

FY 2022 Performance Progress Update
DEPARTMENT OF THE ARMY formations more capable of integrating with our sister Military Services
and with our Allies and partners around the globe. Our theater
The Army exists to fight and win our Nation’s wars by providing CCMDs armies, corps, and divisions will gain the personnel, organizations,
with trained and ready forces capable of dominating in the land domain and equipment needed to disrupt and defeat peer adversaries on the
as part of the Joint Force with Allies and partners. Today we are moving future battlefield. These organizational investments will be multiplied
toward the Army of 2030, executing the largest transformation in the by leveraging advances in data-analytics to improve the speed and
last 40 years placing ourselves on a more sustainable strategic path. accuracy of our leader decision-making.
This will ensure we maintain the capability, capacity, and credibility
to deter adversaries, campaign effectively, respond to crises, and, if As we make these organizational changes, the Army of 2030 must also
deterrence fails, to respond and win decisively. equip its forces with new and different capabilities. We are working
closely with industry to develop advanced equipment that incorporates
To make sure we remain the dominant land force on the battlefields of cutting edge technologies. We are testing and experimenting with
2030, the Army is adopting new operational concepts, reorganizing our these new technologies – not by ourselves, but with our sister
forces, and developing new capabilities to maintain superiority over any Military Services and industry Partners – during events like Project
future adversary. To continue to dominate the land domain, the Army of Convergence. For some of these capabilities, we are beginning low
2030 needs to do the following: rates of initial production.
• See and sense more, farther, and more persistently at every Our generational investments to prepare for the future fight are
echelon than our enemies sustainable, maintaining readiness, and transforming at a pace
• Concentrate highly lethal, low signature combat forces rapidly informed by the available resources. This will require balance between
from dispersed locations to overwhelm adversaries at a time and the pace of modernization versus maintaining the ability to respond to
place of our choosing crises, while taking care of our people.
• Deliver precise, longer-range fires as part of the Joint Force to
strike deep targets and massing enemy forces
• Protect our forces from air, missile, and drone attacks
• Communicate rapidly and reliably and share data not just with
ourselves, but with our sister Military Services, and coalition
Partners
• Sustain the fight across contested terrain for both short, sharp
operations as well as for protracted conflict
We are transforming our force structure and evolving how we fight to
prepare for the challenge of large-scale combat operations, strengthen
deterrence in the Indo-Pacific, and to be ready if deterrence fails.
After two (2) decades of counterinsurgency and counterterrorism
operations in Iraq and Afghanistan, focused on brigade and below
operations, the Army is shifting its organizational focus to larger Army paratroopers descend onto the Frida Drop Zone, Pordenone, Italy, Nov. 16, 2022.

104 FY 2022 Annual Performance Report

DEPARTMENT OF THE NAVY DEPARTMENT OF THE AIR FORCE
The Secretary of the Navy, Chief of Naval Operations (CNO) and In FY 2022, the Department of the Air Force
Commandant of the Marine Corps (CMC) seamlessly integrate strategy, (DAF) celebrated the 75th anniversary of the
requirements, and resources to deliver world-class warfighting capability United States Air Force (USAF) and the 2nd
to the Navy-Marine Corps team. The CNO’s Navigation Plan (NAVPLAN) anniversary of the United States Space Force
2022, derives the Navy’s plan to build, maintain, train, and equip a (USSF). The Department of the Air Force’s
dominant Naval force through strengthened strategic partnership, Guardians and Total Force Airmen execute
conflict deterrence, and if required, assistance in the nation’s wars. the National Defense Strategy (NDS) to
The CNO’s NAVPLAN 2022 is aligned to Secretary of the Navy Carlos defend the homeland, deter strategic attacks
Del Toro’s Strategic Guidance, the 2022 NDS, and the SMP. The Marine and aggression, and ensure U.S. military
Corps’ Force Design 2030 to modernize the expeditionary posture advantage in air and space.
of the Marine Corps, in conjunction with the CNO’s NAVPLAN 2022, To ensure the DAF’s alignment with the NDS, Secretary of the Air
will expand the Department of the Navy’s (DON) fleet capabilities Force Frank Kendall implemented seven operational imperatives to
for distributed maritime operations during an era of Great Power ensure NDS alignment in DAF efforts to deter conflict, meet the pacing
competition. challenge, and project power against an acute threat. These operational
Secretary Del Toro’s three (3) enduring priorities are: imperatives included defining a resilient space order of battle,
operationalizing the Advanced Battle Management System (ABMS)
• Maintaining maritime dominance in defense of our nation,
programs, acquiring ground and air moving target indication capabilities
• Empowering our people, and at scale, defining the Next Generation Air Dominance family of systems,
• Strengthening strategic partnerships. providing resilient forward basing, defining the B-21 family of systems,
and ensuring the DAF’s ability to mobilize and transition to war against
a peer competitor.
During FY 2022, seven (7) teams, co-led by operational and capability
experts, identified operational gaps and solutions for each of these
imperatives. These teams generated prioritized, cost-effective
recommendations that formed the core of the DAF’s FY 2024 Program
Objective Memorandum (POM). Highlights include space data transport

“The heart of our mission is to deter aggression. We don’t want

to fight wars—we want to prevent them— and the way you prevent
conflicts is to convince the other side that you have the will to
resist and the capability to defeat aggression.”
Secretary of the Navy Carlos Del Toro takes a photo with Sailors on the flight deck of the Nimitz-class aircraft carrier USS Carl
Vinson (CVN 70) in San Diego, May 4, 2022. Del Toro is visiting San Diego to meet with Sailors and Marines at various commands
to include Carl Vinson, the amphibious assault ship USS Makin Island (LHD 8), Helicopter Sea Combat Squadron (HSC) 3, Secretary of the Air Force Frank Kendall
Helicopter Maritime Strike Squadron (HSM) 41 and Fleet Logistics Multi-Mission Squadron (VRM) 50.

FY 2022 Annual Performance Report 105

to connect the joint force; resilient, adaptable distributed air battle OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR
management capability; new tactical space sensing; an uncrewed
collaborative combat aircraft; base hardening and support to agile
INTELLIGENCE & SECURITY (OUSD(I&S))
combat operations; and more resilient cyber defenses. The operational To advance the Department’s priorities, the Defense Intelligence
imperatives represent a successful new model for analytically based Enterprise (DIE) and Defense Intelligence Security Enterprise (DSE) have
capability development to drive DAF modernization to address the focused their efforts on various initiatives that are aimed to deliver an
pacing challenge. information and decision advantage over the pacing threat, to include
The seven operational imperatives are enduring but iterative and maintaining a hedge against acute, persistent, and transboundary and
adaptable. Additional imperatives, including electronic warfare, cyber, transnational challenges; develop a skilled and diverse workforce; and
and munitions—and others—might be added as the DAF continues to strengthen and leverage intelligence links information-sharing with
assess the capabilities it will need to deter or win a fight with a peer Allies and Partners.
competitor. As the threat landscape changes, so must the capability Orchestrating enterprise-wide efforts to building mission-assured
development and investment strategy. architectures, to include those of our intelligence and security Partners
The successful implementation of the operational imperatives will and Allies, constructing systems capable of processing large volumes
require the DAF to partner closely with industry. Industry will have a of data in various environments, and ensuring the resiliency of our
critical role in finding solutions and compressing the often decades-long existing systems while modernizing future communication architectures
development timeline. The DAF will also coordinate closely with its allies requires coordinating and collaborating with a broad set of partners.
and partners to ensure the capabilities delivered are interoperable. Identifying and eliminating policy and technological barriers to allow
Finally, it will be the positive attitudes, drive, and commitment of the for the development of interoperable systems, intelligence sharing,
men and women serving as Airmen, Guardians, and civilians of the DAF disrupting persistent threats, and enabling Allie and Partner capabilities
who will enable the operational imperatives to manifest as warfighting will achieve a greater level of combined effects. The DIE and DSE
capabilities and enable the DAF to keep pace with the challenges. continues to overcome these barriers and strives to stay ahead of
increasingly persistent threats while shifting security, collection, and
analytic posture toward the pacing challenges.

A B-21 Raider was unveiled during a ceremony in Palmdale, Calif., December 2, 2022. Designed to operate in tomorrow’s high-end
threat environment, the B-21 will play a critical role in ensuring America’s enduring airpower capability.

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FY 2022 Achievements Aligned to SecDef Priorities
“We will forge ahead building the Army of 2030 so that we are
SECDEF PRIORITY ONE ready for the stark realities of the future battlefield, and we will
DEFEND THE NATION look beyond 2030 to start preparing today for what lies ahead in
2040.” – October 10, 2022, Association of the United States Army
Annual Meeting
DEPARTMENT OF THE ARMY Secretary of the Army Christine Wormuth
Project Convergence (PC) establishes an experimental venue for the
Services, CCMDs, and Allies to inform Joint warfighting methods and
interoperability and address Combatant Command requirements. PC Navy’s Project Overmatch and the Air Force’s ABMS. Participants in
2022 aimed to develop an integrated operational network architecture this year’s Project Convergence event included all Military Services, the
to achieve a baseline for Joint All Domain Command and Control United Kingdom, and Australia. Army hosted a combined joint board of
(JADC2), including a Mission Partner Network, enabling a joint Common directors comprised of three-star leads governs PC and approved six
Operating Picture and integrated Fires Control Network. By design, PC primary learning objectives for PC 22:
allows joint and combined forces to incorporate concepts, technologies, 1. Establish an Integrated Air and Missile Defense network
and lessons from their service-specific experimentation such as the 2. Employ Combined Joint Force (CJF) to defeat anti-access and
area denial defenses
3. Conduct deliberate joint and combined operations to achieve
positions of relative advantage
4. Establish a resilient and responsive Mission Partner Network
5. Sustain joint forces through predictive logistics in distributed and
contested environments
6. Determine authorities/policies required to fight cohesively as a
CJF
PC 2022 centered on two (2) experimental pathways spanning multiple
locations separated by thousands of miles to simulate the distances
involved in large-scale combat operations and the complexities of
distributed operations. The first pathway was conceptual – identifying
how Joint and multinational forces operating in a Combined Joint Task
Force could execute Joint warfighting methods. The second pathway
was technical – demonstrating that joint forces and multinational
Partners could connect their command, control, communications,
A U.S. Army Soldier assigned to the 82nd Airborne Division trains with the Integrated Vision Augmentation System (IVAS), October computers, cyber, intelligence, surveillance, and reconnaissance and
14, 2022 during Project Convergence 22 (PC22) experimentation at Camp Talega, California. U.S. Army Photo by PVT Nolan Brewer
advanced technologies (C5ISRT). Analysis is ongoing as to whether

FY 2022 Annual Performance Report 107

 and maritime environment. The second scenario included operations
in a land dominant environment based on Joint warfighting methods,
massed effects across domains for a specific time and location to
extend the Combined Joint Task Force operational reach deep into the
threat’s area of operations, while also testing sustainment across a
distributed and highly contested area of operations.
PC 2022 experimented to capture network architectures and
configurations to enable the codification of network requirements
to inform JADC2. Digitally capturing the network architecture and
configurations that proved successful (transport and application layers)
along with the authorities to operate will be of great value to CCMDs.
From a defensive oversight perspective, PC 2022 codified defensive
cyber employment for both monitoring and protection.
As a joint and combined experimentation venue, PC explores how
integrated capabilities across partners can be employed to achieve
operational advantage. As such, PC provides a venue to consolidate
Australian Army Soldiers, assigned to the 2nd Health Battalion work with Health Assessment Lite Operations (HALO) software at and augment service-specific experimentation. It provides necessary
Fort Irwin on October 30, 2022 during Project Convergence 22.
risk reduction identifying capabilities required for technology
the sensor to processor to C2 node to shooter connections achieved a acceleration, funding, and attention. Collaboration across PC and other
baseline JADC2 architecture that established an integrated Fire Control elements in the DoD (Military Services, CCMDs, JS, and OSD) and our
Network for offensive and defensive fires and Common Operating Allies and partners are critical to design, test, and deliver cutting-edge
Picture as the combined Joint Task Force conducted all-domain capabilities needed to overmatch peer adversaries.
operations in two (2) distinct scenarios.
In addition to the two (2) operational scenarios demonstrated, PC
DEPARTMENT OF THE NAVY
2022 included a technology gateway event designed to integrate
industry innovation with ongoing S&T investments. Assessments
Maintaining maritime dominance in defense of our nation
in PC 2022 focused on emerging technologies in four (4) areas: The foundation of the Navy-Marine Corps team are the men and women
information advantage, joint fires, JADC2, and joint contested logistics. who proudly serve the DON as its Sailors, Marines, and Civilians.
Technologies demonstrated promise of enhancing capabilities for joint Secretary Del Toro understands the challenges facing the Total Force
operations leading to formal service-industry collaboration and further and the opportunities DON leaders have to overcome them, posturing
experimentation, research, applied technology development, and our service men and women for success in future conflicts.
participation in the next PC joint exercise. 1) Expand forward presence
Underpinned by national military planning guidance, PC 2022 scenarios The DON maintained a high-tempo of ship deployments around the
centered on peer adversaries. One (1) scenario replicated maritime world, including the Indo-Pacific (INDOPACOM) Area of Responsibility
challenges, employed an Integrated Fire Control Network for defensive (AOR). The DON forward-deployed F-35B and F-35C Squadrons, which
and offensive fires, and required contested logistics in a distributed

108 FY 2022 Annual Performance Report

 The Marine Corps (USMC) established the first Marine Littoral
“Maximizing the Navy and Marine Corps maritime dominance in an Regiment, a new unit designed to maneuver and persist inside a
era of strategic competition will define the Department’s mission contested maritime environment with the primary mission of conducting
for the next several years. Our global economy, and the self- sea denial operations. The USMC’s investments into the CMC’s Force
Vision 2030 will deliver the capabilities and capacity needed to meet
determination of free nations everywhere, especially in the Indo-
Secretary Austin’s strategic objectives as outlined in the 2022 NDS,
Pacific, depends on sea power.” with a focus on distributed maritime and littoral operations in contested
environments, with a particular focus on the INDOPACOM AOR.
Secretary of the Navy Carlos Del Toro
2) Enhance warfighting readiness
The DON developed and fielded unmanned systems to reduce
increased integrated deterrence and response capabilities. The Navy
operational risk, mitigate threats, and create operational advantage.
also finalized preparations for the first deployment of the USS Gerald
Platforms such as the Extra Large Unmanned Underwater Vehicle, Large
R. Ford (CVN 78) in the Atlantic AOR with the U.S. 2nd Fleet and eight
Unmanned Surface Vessel, MQ-4C Triton, and MQ-25 Stingray support
(8) participating nations, including 9,000 personnel, 20 ships, and 60
integrated deterrence and strengthen warfighting readiness. In addition
aircraft.
to expanding the use of unmanned systems, the DON divested itself
of legacy capability and capacity not aligned to the future threat and
reallocated savings into warfighting investment priorities.
The USMC established the Marine Innovation Unit within the Reserve
Component to complement the work of the Marine Corps Warfighting
Laboratory by accelerating advanced technology development,
integrating research in multiple advanced disciplines into force design
and related efforts.

The U.S. Navy’s only forward-deployed aircraft carrier, USS Ronald Reagan (CVN 76), and Republic of Korea (ROK) Navy ships
ROKS Munmu the Great (DDH 976) and ROKS Gangwon (FFG 815) steam in formation in waters east of the Korean Peninsula.
The Ronald Reagan Carrier Strike Group (CSG) is participating with the ROK Navy in Maritime Counter Special Operations
Exercise (MCSOFEX) to strengthen interoperability and training. The U.S. routinely conducts CSG operations in the waters
around the ROK to exercise maritime maneuvers, strengthen the U.S.-ROK alliance, and improve regional security.

FY 2022 Annual Performance Report 109

 issuing updated guidance and successfully decommissioning two (2)
legacy general ledger systems.
To better understand the DON’s IT infrastructure, the DON utilized the
Jupiter/Advana platform and its associated applications to transform
the DON’s ability to leverage quality data from across numerous
business processes and systems to inform strategic decision making.
4) Combat climate change
The DON released a comprehensive climate strategy entitled “Climate
Action 2030,” which establishes a goal of net-zero greenhouse gas
emissions by 2050, while becoming a more capable, agile, and lethal
fighting force. To implement Climate Action 2030, the DON created
a Climate Change Working Group, to actively engage organizations
across the enterprise on climate change topics including the planning,
programming, and budgeting impacts to public health, and energy and
A Saildrone Explorer Devil Ray T-38 unmanned surface vessel, the littoral combat ship USS Sioux City (LCS 11) and the U.S. Coast water resilience initiatives.
Guard cutter USCGC Baranof (WPB 1318) are underway in the Arabian Gulf, June 26, 2022. U.S. naval forces regularly operate
across the Middle East region to help ensure security and stability. The DON also hosted a first-of-its-kind Climate Tabletop Exercise at
Marine Barracks Washington to examine the impacts that climate
3) Innovate and modernize change has on mission, readiness, and warfighting capacity.

With data quality as a driver, the DON continued to develop a scalable

enterprise Governance, Risk, and Compliance (eGRC) technology
DEPARTMENT OF THE AIR FORCE
platform in FY 2022. The eGRC tool streamlines the DON’s integrated The USAF and the USSF continue to enhance global security by
risk management (IRM) assessments and data calls and supports amplifying deterrence and increasing the lethality of our joint and
continual monitoring of the DON’s strategic risk environment by making coalition forces, critical to integrated deterrence. The USAF participated
data, dashboards, and analytics readily available to governance bodies in the ninth iteration of exercise Valiant Shield in the INDOPACOM
and decision makers. theater, a biennial U.S. Joint Forces Field Training Exercise focused
on integration between U.S. forces conducting joint operations at
In FY 2022, the DON developed its annual Risk Profile, which prioritized
sea, in the air, on land, and in cyberspace. This biennial exercise
the most significant risks in achieving the DON’s strategic objectives
operationalizes integrated deterrence with combined efforts across
and assisted DON leaders in identifying appropriate mitigations for
all warfighting domains and the spectrum of conflict with participation
addressing significant risks and opportunities.
from Air Combat Command, Pacific Air Forces, Air National Guard, Air
The DON continued investing in robotic process automation to Force Reserve Command, U.S. Navy, U.S. Marine Corps, and private
automate DON financial operational tasks to enable staff to focus their sector organizations. Valiant Shield provided a venue to test current
energy and time on high-value analytical tasks. To date, 142 bots are and new technologies and platforms, including the successful landing
deployed resulting in the redirection of approximately 100,000 annual and departure of an MQ-9 unmanned aerial vehicle and using current
labor hours to value-added analytics with more than 61 bots currently capabilities to make the MQ-9 agile and mission relevant by proving
being developed. The DON also simplified its general ledger system by

110 FY 2022 Annual Performance Report

 “Our Nation’s nuclear deterrent force, two legs of which is operated
by Airmen, has quietly provided a strategic security shield for
decades. All that time, the Department of the Air Force has kept
the watch; always vigilant and ready. The name Sentinel recognizes
the mindset that thousands of Airmen, past and present, have
brought to the deterrence mission, and will serve as a reminder for
those who operate, secure, and maintain this system in the future
about the discipline and responsibility their duty entails.”

Secretary of the Air Force Frank Kendall

the MQ-9’s ability to fit into the Agile Combat Employment concept of
employment in theater. Notional image of a SBIRS Missile Warning Satellite built on the new, more resilient LM 2100 Combat Bus™ (illustration by
Lockheed Martin)
The USSF Guardians participated in Black Skies, an electromagnetic
warfare exercise that trains the force in a realistic threat scenario. launches were directly supported at the Eastern Range and Western
Black Skies is the first of a series of exercises that will build the Range, hastening the benefits of space-based capabilities for defense,
readiness of operating in this new war-fighting domain and benefit the civil, and commercial purposes.
entire Department by giving us a more holistic view of the Joint Forces’
In FY 2022, Space Operations Command accepted Space Based
readiness. All of this will help us effectively present integrated combat
Infrared System (SBIRS) Geosynchronous satellite 5 as operationally
capability into space operations, intelligence and cyber all nested
capable and presented it to US Space Command for operational
together.
use. Since SBIRS GEO-5 launched in May 2021, experts from Space
The DAF’s new weapon system, the Ground Based Strategic Deterrent Systems Command and Space Operations Command’s Delta 4
named Sentinel, modernizes the intercontinental ballistic missile leg of completed checks to ensure the nation’s newest and most-capable
the Nation’s nuclear triad. The Sentinel will not just be a new missile, missile warning satellite was ready to be added to the United States’
but a fully integrated launch, flight and infrastructure system with missile warning and missile defense architecture. The addition of
modern command and control features. It will backstop our Nation’s SBIRS GEO-5 to the fleet of spacecraft will improve the nation’s
integrated deterrence and provide the bedrock for a stable international missile warning, missile defense, battlespace awareness and technical
order for our Allies and partners. The USSF aligned DoD narrowband, intelligence capabilities.
wideband, and protected satellite communications under control of
The X-37B Orbital Test Vehicle-6 (OTV-6), USSF’s unmanned, reusable
the Service. The transfer from Army and Navy units to the USSF marks
spaceplane, successfully deorbited and landed at NASA’s Kennedy
the first time all DoD military satellite communication functions have
Space Center Shuttle Landing Facility in November 2022. OTV-6
been consolidated under a single military service. Additionally, over 71

FY 2022 Annual Performance Report 111

 OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR
INTELLIGENCE & SECURITY (OUSD(I&S))
Provide the Department with actionable information and
decision advantage.
The OUSD(I&S) continues to posture the DIE and DSE to provide
actionable information and data on the nation’s strategic priorities.
The DIE is continuously expanding its collection and analysis to deliver
critical intelligence in support of a range of Defense operations and
across all domains. As the DIE continues to operate in contested
environments, it remains agile and operates at scale and speed across
multiple domains and in a direct, deterrent engagement with pacing
threats.

X-37B orbital test vehicle concludes sixth successful mission

expanded the number of experiments that can be hosted during a

mission and highlights the Space Force’s focus on collaboration in
space exploration and expanding low-cost access to space for partners,
within and outside of the DAF.
The USSF also established Space components at INDOPACOM,
CENTCOM, and USFK.
Finally, the DAF published its first Climate Action Plan5 in October 2022
to identify objectives and key results that ensure it maintains the ability
to operate under a changing climate, preserves or improves mission
capability, protects our assets and people, and contributes toward
Hon. Ronald S. Moultrie and US EUCOM J2 Major General Brown speak at the NATO Military Intelligence Chiefs Conference – “US
enhancing climate change mitigation. EUCOM is critical to leading & promoting security and stability not only in Europe, but globally.”

5
https://www.safie.hq.af.mil/Programs/Climate/

112 FY 2022 Annual Performance Report

In support of the DIE’s expansion and implementation of cross-domain of continuous vetting procedures. Furthermore, the DSE and the Office
multi-intelligence collection, analysis, and dissemination solutions, the of Personnel Management (OPM) determined timelines and actions to
DIE and DSE continue to prepare, posture, and expand its intelligence achieve FOC of National Background Investigative System (NBIS) and to
support to ensure warfighters and Defense decision-makers have finalize the decommissioning of the disparate and legacy background
actionable information and a decision advantage over the nation’s investigation systems on OPM networks.
pacing threats. In order to face the challenges posed by pacing In FY 2022, the OUSD(I&S) led various efforts to ensure that the
threats in the digital age, the USD(I&S) signed a digital transformation Department has a security framework to face the dynamic challenges in
campaign plan, called Project Herald, to lower technological barriers to today’s technologically driven environment. This past year, OUSD(I&S)
entry, work more closely with partners, bring AI capabilities at scale, led cross-OSD efforts to identify the need for the Department to
and dynamically create capabilities to support the Joint Force through designate a PSA for Law Enforcement to oversee and integrate DoD­
the delivery of a digital foundation. The OUSD(I&S) is examining the wide LE activities. Additionally, formulated a comprehensive research
value of the legacy systems operating today to reduce duplication of strategy to reimagine polygraph and biometric technologies for
effort across the community. Additionally, the OUSD(I&S) established credibility assessments. The strategy includes a study to examine
the All-Domain Anomaly Resolution Office to synchronize efforts across the Department’s current application of and objectives for the use of
the Department and with other USG agencies to detect, identify, and polygraph and biometrics. In addition to studying current applications,
attribute objects in, on, or near military installations, operating areas, the OUSD(I&S) will work with the National Center for Credibility
and other areas of interest. This includes anomalous, unidentified Assessment and other Department-stakeholders to evaluate application
space, airborne, submerged, and trans-medium objects. of credibility assessment tools during personnel vetting, insider threat
Finally, the OUSD(I&S), in coordination with the DoD Chief Information mitigation and DIE vetting processes, with the objective of developing a
Office and Intelligence Community Chief Information Office, pursued model for testing and bringing online new technologies and applications
efforts to transform existing information and technology services into to address capability gaps and drive process innovations and
enterprise offerings that form the digital foundation across the DIE. In efficiencies.
FY 2022, a National Lab assessment of the Combat Support Agencies’
Cloud Environments was initiated to support efforts to establish a
Digital Foundation that will begin delivery in FY 2023.

Elevate security awareness and counterintelligence to the

maximum extent across the Department.
The DIE and DSE continued to improve abilities to identify, deter,
disrupt, and exploit persistent foreign intelligence and insider threats
to the Department and the DIB by driving advancements in personnel
vetting efforts and implementing mitigation measures to vulnerabilities.
Additionally, the DSE enrolled all cleared DoD personnel (approximately
3.6M) in the Trusted Workforce initiative, to include full implementation

FY 2022 Annual Performance Report 113

 SECDEF PRIORITY TWO
TAKE CARE OF OUR
PEOPLE
DEPARTMENT OF THE ARMY
The Army People Strategy describes the mission and vision for how
the Army will modernize its approach to acquire, develop, employ, and
retain the diversity of Soldier and Civilian talent required in achieving
Army readiness and remain the most lethal and capable land force in
the world. In 2022, the Army People Strategy’s implementation plans
were aligned to support the Secretary of the Army’s objectives to
become a more data-driven Army. The alignment and approach built
positive command climates, reduced harmful behaviors, and adapted
A military spouse has her resume reviewed by a certified career counselor with Army Community Service Employment Readiness
the way we recruit and retain talent. By mid-September 2022, the Army Program at the MilSpo Career Expo September 15. The job seekers came to the expo to connect with employers; have their
people enterprise had started or completed 85% of the Army People resumes reviewed; get professional headshots for their online presence; and gain tips and tools from various breakout sessions -
all designed to help them navigate the job search process.
Strategy’s 398 milestones representing work from 91 people tasks
that positively impacted the way the Army markets, recruits, trains/
We added a third effort to achieve institutionalizing Army Talent
educates, credentials, employs, retains, and transitions Soldier and
Management functions within the Army Staff, acknowledging the broad
Civilian talent.
impact of talent management in the people space and incorporating
various efforts to sustain ongoing initiatives into the future. Our last
“We are building a twenty-first century, data-driven personnel effort modernizes and sustains the Army Workforce and addresses
management system to transform how we develop and manage the specific strategic drivers in the people space, such as recruiting,
talent that is the bedrock of our military advantage.” – October 10, training Arctic and Cyber warriors, and balancing the force structure for
2022, Association of the United States Army Annual Meeting

Secretary of the Army Christine Wormuth “We’re in a war for talent right now, so I would say people are more
important than ever. And when I talk about people, I don’t talk
The Care for Soldiers, Civilians, and Families effort within the Military about ‘Soldiers First.’ I talk about ‘People First,’ because they are
Implementation Plan focuses on programs and initiatives that improve what makes our Army the greatest army in the world.” – October
quality of life, build positive command climates, reduce harmful 12, 2022, Association of the United States Army Annual Meeting.
behaviors, and delivers installations and services. The Competing
for and Managing effort encompasses the four (4) core Army People Chief of Staff of the Army General James McConville
Strategy lines of effort (Acquire, Develop, Employ, and Retain Talent).

114 FY 2022 Annual Performance Report

the future while also identifying the need for specific attention in people retention of its civilian workforce, Secretary Del Toro is fully committed
Science and Technology expenditures. to prioritizing the needs of the DON’s Sailors, Marines, and Civilians.
The Civilian Implementation Plan efforts focus on evolving Enterprise 1) Eliminate harmful behaviors
Talent Management Services, establishing and resourcing a In FY 2022, the DON renamed the Sexual Assault Prevention and
comprehensive supervisor development and certification program, Response Office to the Office of Force Resiliency (OFR). The change
providing career opportunity paths to Civilians, and strengthening the reflected the expanded role the DON took in the implementation and
culture of employee engagement. Our civilian plan introduces leveraging oversight of DON-wide sexual assault and harassment prevention
People Analytics, emphasizing the use of technology and data analytics and response efforts. In addition to its focus on sexual assault and
to support talent management decisions. Leveraging technology and harassment prevention and response, the OFR advocates for survivor-
data as a cross-cutting objective will focus on the Army’s human centered policies and promotes resilience and suicide prevention
resources IT infrastructure and ensure a single, authoritative source of through its integrated programs, policies, leadership development, and
data for making talent management decisions. oversight activities.

DEPARTMENT OF THE NAVY

“Our Nation is confronting increasing and more varied threats to
Empowering our People national security. To remain the preeminent naval force in the world,
From ensuring the DON meets its recruiting requirements for the Navy the DON must make strategic investments in our naval education
and Marine Corps, including its reserve force, to the recruitment and
that develop our Sailors and Marines throughout their careers.”

Secretary of the Navy Carlos Del Toro

The DON also implemented impactful policy changes, including the

creation of an Office of the Special Trial Counsel in the Navy and Marine
Corps, improved sexual harassment investigations, and created the
“Safe-to-Report” and “No Wrong Door” policies to ensure that victims
and survivors are empowered and that they receive the right care.
2) Leverage Naval education as a critical warfighting enabler
The DON emphasized the need to prepare Sailors and Marines for the
fight ahead by modernizing naval education institutions and establishing
the U.S. Naval Community College (USNCC). The USNCC provides
personnel with additional opportunities to obtain naval-relevant
education that will enable them to be successful both in and out of
uniform. Secretary Del Toro also established the Naval Education Task
Sailors man the rails during a sea and anchor evolution aboard the Arleigh Burke-class guided-missile destroyer USS Roosevelt Force to review the Department’s Naval University System.
(DDG 80) as the ship departs Naval Station Rota, September 27, 2022.

FY 2022 Annual Performance Report 115

 “Force readiness and resilience begin and end with our people.”

Secretary of the Navy Carlos Del Toro

As it matures, the DON DEI model will result in transformative and

meaningful improvement to policy, talent management, operational
capabilities, and culture.
The Navy’s Recruiting Outreach and Diversity unit created an
ambassador program consisting of 19 active-duty officers and
reservists to build stronger relationships with students, faculty,
administration, and alumni at HBCUs.
The USMC also transformed processes and systems that support the
Marine Corps’ Force Design 2030, creating a more resilient, agile, and
innovative military/civilian team.
Chief of Naval Operations Adm. Mike Gilday meets with Sailors during lunch at Naval Air Station Lemoore. Gilday traveled to
Nevada and California, September 8-13, to meet and speak with Sailors and Navy leaders.

The DON launched the Advanced Education Voucher (AEV) program

to support high performing AD Navy chiefs, senior chiefs, and master
chiefs, by providing them with financial assistance to complete post-
secondary, Navy-relevant master’s degrees through off-duty education.
For FY 2023, AEV participants will receive funds for tuition, books, and
related fees for completion of their master’s degree with funding limits
set at a maximum of $20,000 per fiscal year for up to 24 months from
the date of signing a letter of acceptance, with a total program cost
capped at $40,000.
The DON executed the USMC’s 21st Century Learning initiatives
to change the training and education continuum to an information
age model supporting a highly trained and educated force to build
competitive advantages over strategic competitors.
3) Cultivate talent and teamwork
Under Secretary of the Navy Erik K. Raven, left, speaks with Chief Operations Specialist Doni Bridges aboard the amphibious
The DON demonstrated its ongoing commitment to advancing Diversity, assault ship USS Essex (LHD 2) during Los Angeles Fleet Week, May 24, 2022. Los Angeles Fleet Week is an opportunity for the
American public to meet their Navy, Marine Corps and Coast Guard teams and experience America’s sea services. During fleet
Equity, and Inclusion (DEI) by developing two (2) innovative tools, the week, service members participate in various community service events, showcase capabilities and equipment to the community,
Underrepresentation Framework and DEI Maturity Model to examine and enjoy the hospitality of Los Angeles and its surrounding areas.

underrepresentation and the efficacy of DEI capability, DON-wide.

116 FY 2022 Annual Performance Report

4) Take care of our people a focus on evaluating the safety management and performance of the
Navy and Marine Corps.
Secretary Del Toro led several initiatives in FY 2022 to improve the
mental, emotional, and financial state of our service members and their
families. DEPARTMENT OF THE AIR FORCE
First, in the DON’s budget request to Congress, the DON included a 4.6 The DAF continues to prioritize taking care of its people by building
percent increase in pay to help meet the needs of its Sailors, Marines, resiliency and readiness across the force. The Department is building
and their families. a more equitable environment between active duty and reserve
components with efforts such as implementing the Reserve Component
The DON enhanced training, education, and awareness efforts for Maternity Leave (RCML) policy based on authority from the MOMS Act.
Sailors and Marines to build critical resilience skills, support, and The RCML brings the Air Reserve Components (ARC) in line with active-
create pathways to proactively seek help, and have visibility to critical duty policy by authorizing ARC members who give birth while in a part-
resources – including counseling and other support to mitigate stress time status the equivalent of allowing up to 90 days of paid maternity
and improve command climate. leave. The DAF continues to strengthen its diversity and inclusion
The DON took additional action to prevent suicides by launching a efforts, leveraging innovation and immersive learning technology to
suicide prevention campaign in FY 2022, comprising of 10 significant develop and deploy the Leading Inclusively Virtual Experience (L.I.V.E.)
courses of action, each with monthly milestones running through Program. The program allows participants to gain an appreciation
September 2023. and understanding of others’ lived experiences and identify personal
blind spots that may result from their individual perspectives and
The DON continued to address the challenges of affordability and
perceptions. The course helps to create an inclusive culture where all
availability of housing for service members through temporary increases
Airmen and Guardians can serve as their authentic selves and foster a
in the Basic Allowance for Housing and extension of the Temporary
sense of belonging.
Lodging Expense.
On April 12, 2022 at Louisiana State University of Shreveport, the
DON leaders continue to work within the Department on the
Air Force Global Strike Command (AFGSC) hosted the 2022 AFGSC
important issue of hiring and retaining CDP staff, CDP staffing is
critical to maximizing on-base childcare. For off-base childcare, the
DON continued to collaborate with the Office of the Under Secretary
of Defense for Personnel and Readiness (OUSD(P&R)) to expand “I am excited about our culture of inclusion that embraces diversity
Military Child Care in Your Neighborhood (MCCYN) and MCCYN-PLUS within AFGSC– not just gender, ethnicity, or race … also diversity
programs aligning military childcare standards to offer more quality of authenticity, thought, experience, knowledge and backgrounds.
childcare options for DON families. In FY 2022, the DON also increased Through events like this, we celebrate our people – they are
secondary caregiver leave from 14 days to 21 days.
the foundation of every system, mission and sortie across our
The DON made continued progress toward enterprise-wide command.” - 2022 AFGSC Women’s Leadership Symposium.
standardization for the Exceptional Family Member Program (EFMP).
The DON also elevated the Naval Safety Center to the Naval Safety General Anthony J. Cotton
Command as part of the CNO’s “Get Real, Get Better,” campaign, with Air Force Global Strike Command and Commander

FY 2022 Annual Performance Report 117

 Women’s Leadership Symposium. The event, which was held on April 12
-13, offered a hybrid format that allowed for more than 300 Airmen from
across the Department to participate in the event. The symposium’s
mission was to promote a community of inclusion across AFGSC.
Speakers highlighted the value of authenticity and encouraged leaders
to enable all personnel to bring their authentic selves to the mission.
In addition, the DAF has published updated policy and procedures
providing Sexual Assault Prevention and Response (SAPR) services to
sexual harassment victims as well as Restricted Reporting, ahead of
the OSD timeline. Additionally, military members who experience sexual
harassment may choose to elect an Unrestricted or Restricted Report
with the SAPR program to receive victim advocacy services, such as
crisis intervention, safety assessments and counseling referrals, and
may also file a separate Military equal Opportunity complaint process
through the Equal Opportunity office.
Gen. Anthony Cotton, Air Force Global Strike Command commander, Under Secretary of the Air Force Gina Ortiz Jones pose for a The DAF Inspector General recently completed an investigation focused
picture with AFGSC command staff.
on areas where resources and investigations could be improved to

1st Lieutenant Jessica Thompson poses with classmates from her Officer
Training School, during her graduation ceremony September 30, 2022.

118 FY 2022 Annual Performance Report

establish trust with victims, particularly in the early stages of reporting OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR
and law enforcement investigations. Instilling confidence of Airmen,
Guardians, and their dependents is critical to the efficacy of our
INTELLIGENCE & SECURITY (OUSD(I&S))
prevention and accountability efforts. Identify, Recruit, Train, and Retain Through Enhanced Mobility,
There are important initiatives underway to further improve the DAF a Workforce Capable of Supporting the Department’s I&S
response to incidents of domestic violence, and all Airmen and Requirements.
Guardians are being encouraged to take advantage of and share widely The skills, requirements, processes, and demands of serving in the
the services currently available. The DAF is currently piloting co-location DIE and DSE are among the most stringent in the Department with
of support services for survivors of domestic violence, sexual assault, almost all work and communications occurring within secure operating
and sexual harassment at seven installations. The “Connect to Care” environments. In FY 2022, the DIE and DSE removed policy and
initiative is in direct response to our interpersonal violence report process barriers, sought new partnerships, enabled new processes
published last year, as well as recommendations by the Independent such as Trusted Workforce 2.0, and shaped organizational culture
Review Commission on Sexual Assault in the Military. Initial feedback to advance the Department’s efforts. This included driving critical
has been positive, demonstrating better experiences of survivors as improvements in DEI across the workforce. The DIE and DSE developed
they navigate their reporting options and support services. recruiting and training initiatives to better develop the knowledge,
Last year, as mandated by Congress, we also established the skills, adaptability, and resilience of the workforce; provide expanded
independent Office of Special Trial Counsel to exercise exclusive career opportunities; and promoted an inclusive culture across the
authority over the investigation and prosecution of covered offenses enterprises. The OUSD(I&S) strove to posture the workforce, across the
such as sexual assault, domestic violence, child abuse, and rape. The
creation of this office aims to improve the investigation and prosecution
of these crimes. The Office will reach full operating capability by
December 2023.
Another milestone demonstrating the DAF’s focus on people occurred
on September 30, 2022, when the first USSF cyber officer was
commissioned through Officer Training School’s Direct Commission
Program.
In FY 2022, the Direct Commission Program aims to accession top
talent directly from industry with a focus on Space Force cyber needs.
To fill this need, the USSF hosted the Cyber Constructive Service Credit
(CSC) Board in May 2022, which called for applications from civilian
cyber professionals to become Space Force cyber officers.
Now-1st Lieutenant Jessica Thompson was one of six cyber
professionals offered a commission out of 358 CSC applicants. She
was able to commission to a higher rank and grade through the CSC Hon. Ronald S. Moultrie enjoyed an informative discussion at Wallops Island to view countdown preparations for the RockSat-X
2022 launch with Mr. Dennis Andrucyk, Director, NASA Goddard Flight Center, Mr. Dave Pierce, Director NASA Wallops Facility, and
program based on her advanced cyber degree, skills and experience, Dr. Chris Scolese, Director National Reconnaissance Office, and over 50 brilliant students from six colleges and universities who
which are considered critical by the USSF. had experiments on the rocket.

FY 2022 Annual Performance Report 119

Defense intelligence and security enterprises, to meet mission priorities With the focus of driving improvements in Diversity, Equity,
and future challenges. and Inclusion throughout the Defense intelligence and security
communities, the DIE and DSE engaged in various initiatives promoting
Supporting the Department’s workforce initiatives, the DIE and
an inclusive culture across the workforce. The National Air and
DSE created public-private partnerships with local high schools and
Space Intelligence Center launched ‘Courageous Conversations’, a
universities focused attracting and recruiting specialized skills various
panel discussion series, focused on building trust and deepen unit
competitive talent pools. This effort included the National Geospatial-
cohesion and engage in meaningful dialogue on sensitive topics
Intelligence Agency collaborating with Hanis-Stowe State University to
across the workforce. Additionally, the DIA hosted an IT accessibility
coordinate development of the next generation of STEM educators,
symposium to discuss accessibility efforts, strategies, best practices,
and established a summer internship program that attracted more
and recommendations for IT accessibility compliance across the
than 500 applicants for the 2023 summer program. And as part of
enterprises. The OUSD(I&S) collaborated across the DIE and DSE to
enhancing partnerships in this effort, the OUSD(I&S), the Office of the
implement further improvements to provide information and decision
Director of National Intelligence (ODNI) and the OPM, implemented a
advantage through new emerging technologies, partnerships, and a
new Talent Acquisition Suite aimed to integrate the DoD and Intelligence
more competitive talent pool.
Community (IC) talent pool, which enabled targeted outreach, enhanced
tracking of applicants, and streamlined recruiting efforts. This included
an “Industry Day” event to engage private industry on opportunities
for partnership and talent exchange, as well as support in matching
potential applicants to IC and DIE staffing opportunities.

120 FY 2022 Annual Performance Report

 SECDEF PRIORITY THREE
SUCCEED THROUGH
TEAMWORK
DEPARTMENT OF THE ARMY
The U.S. Army has led the Department of Defense’s response to
Russia’s February 2022 unprovoked invasion of Ukraine with U.S. Army
units in Europe deploying to four (4) nations along the North Atlantic
Treaty Organization’s (NATO’s) eastern flank as an immediate response
to Russian aggression. The Army established the V Corps Forward
Command Post in Poland and announced the permanent stationing
of additional units in Germany and Italy. Additionally, the Army rapidly
deployed rotational forces to the Baltic countries to strengthen NATO’s
enhanced forward posture. President Biden announced these force
Polish soldiers assigned to the 21st Rifle Brigade and U.S. Paratroopers assigned to 3rd Brigade Combat Team, 82nd Airborne
posture changes at the end of the NATO Summit in Madrid in June, Division wait to load a CH-47 Chinook helicopter during a multi-national training event in Nowa Deba, Poland, February 25, 2022.
2022.
The U.S. Army has provided numerous systems to Ukraine through
the Presidential Drawdown Authority to enable long range fires,
mobility, and lethality. U.S. Army systems of record will provide long-
term improvements to Ukraine’s defensive capabilities. With the most
recent Ukraine Security Assistance Initiative package, the U.S. Army
will have committed approximately $4.1 billion in assistance through
the delivery of High Mobility Artillery Rocket Systems (HIMARS), Guided
Multiple Launch Rocket Systems, protected mobility systems, light and
medium tactical vehicles, secure radios, and tactical equipment. Other
equipment the U.S. Army has provided includes Stinger Missiles, Javelin
Missiles, National Advanced Surface to Air Missile Systems (NASAMS),
M777 Howitzers, 155 mm ammunition, AN/TPQ-36 counterbattery
radars, Sentinel air defense radars, M113 armored personnel carriers,
and Armored High Mobility Multipurpose Wheeled Vehicles (HMMWVs).
The U.S. Army has a total of five (5) Foreign Military Sales (FMS)
cases with Ukraine totaling $215 million since FY 2020. The FY
The first of 2,000 Soldiers arrive in Europe following the Pentagon’s announcement of additional forces moving from the United 2020 FMS cases were Javelin systems and Barret sniper rifles. FY
States to Europe in support of our NATO allies.

FY 2022 Annual Performance Report 121

2021 FMS cases focused on small arms such as Daniel Defense These initiatives include:
MK18 rifles, M134 machine guns, and precision shoulder rocket • Performance to Plan (P2P) – a driver-based performance
launchers. In FY 2022, FMS focuses on MaxxPro mine-resistant armor management approach using advanced analytics to support
protection vehicles, MaxxPro ambulance vehicles, M1117 Armored data-driven decision making by DON leaders.
Security Vehicles, and various non-standard indirect fire munitions.
The materials provided through the FMS cases and the Presidential • Get Real, Get Better – CNO-led initiative for DON leaders to
drawdowns has given Ukraine a clear advantage in combatting Russia’s consistently assess themselves and self-correct to create a
aggression. culture of learning and continuous improvement.
• NAVPLAN Implementation Framework (NIF) – brings
The U.S. Army has played a leading role in the U.S. Government’s
accountability, focus, and alignment to Navy efforts to accelerate
response to Russia’s invasion of Ukraine. Through expanded U.S. Army
warfighting advantage. The NIF consists of 18 objectives in four
force posture in Europe and the introduction of advanced weapon
(4) areas: readiness, capabilities, capacity, and Sailors.
systems for Ukraine’s employment on the battlefield, the U.S. Army has
demonstrated the United States’ commitment to preserving democracy • Learning to Action Board (L2AB) – tests whether recommended
in Europe. actions and corrective measures remain in effect over time.
2) Modernize business systems to enhance performance and
DEPARTMENT OF THE NAVY affordability
The DON continued its business systems modernization to achieve
Strengthening strategic partnerships
tangible savings, worked to become more effective and efficient in
Secretary Del Toro views maritime cooperation with Partner Navies as execution of affordable management of the Secretary’s priorities, and
a key to countering aggression from competitors, preserving security, maintained a culture that encourages innovation, solves problems, and
and protecting sea lanes for global economic prosperity. The Secretary achieves results to maximize warfighting readiness.
also values the opportunity for the DON to build relationships internally
We continued to identify and assess redundant systems and
amongst Navy and USMC stakeholders and to integrate partnerships
applications to ensure decisions are made to sunset or rationalize
among AD, reservists, civilians, for an effective Total Force.
unneeded, obsolete, unproductive, insecure, and un-auditable IT
systems and applications are realized.
“Building the future capability we need to compete globally while The Jupiter IT data enterprise and analytics platform was established
taking care of our Sailors, Marines and military personnel requires a to support the DON, and for conducting analyses of readiness, IT
fully integrated Navy and Marine Corps team.” infrastructure, financial investments, acquisition platform testing, and
performance management.
Secretary of the Navy Carlos Del Toro 3) Strengthen alliances and partnerships
Secretary Del Toro advanced multiple initiatives to improve partner
and ally lethality and interoperability through six international trips
1) Build trust and collaboration to Northeast Asia, Europe, Southeast Asia, and Oceania, and South
In FY 2022, the DON implemented IRM and is leveraging existing and Central America. At home and abroad, he conducted more than
operational risk management initiatives to inform its IRM approach.

122 FY 2022 Annual Performance Report

 HMS Queen Elizabeth to conduct F-35B Joint Strike Fighter operations.
The Navy also operated alongside NATO Allies during exercise Baltic
Operations (BALTOPS), demonstrating alliance resolve when faced with
the unprovoked Russian invasion of Ukraine. 14 NATO Allies, two (2)
NATO partner nations, Finland and Sweden, and more than 45 ships,
75 aircraft, and approximately 7,000 personnel participated in BALTOPS
22.
The Navy hosted a total of 26 nations during the 28th iteration of
the Rim of the Pacific (RIMPAC) exercise in Hawaii, which focused on
participating nations serving together as capable, adaptive partners.
A total of 38 warships, three (3) submarines, more than 30 unmanned
systems including four (4) unmanned Navy surface vessels (Nomad,
Ranger, Sea Hawk, and Sea Hunter), approximately 170 aircraft, and
more than 25,000 military personnel were involved.

An MV-22B Osprey tiltrotor aircraft from the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262, lands on the flight
deck of the forward-deployed amphibious assault ship USS America (LHA 6), during flight operations in the East China Sea,
September 17, 2022. America, lead ship of the America Amphibious Ready Group, is operating in the 7th Fleet area of operations
Chief of Naval Operations (CNO) Adm. Mike Gilday meets with Commandant of the Marine Corps Gen. David Berger and Royal Navy
to enhance interoperability with allies and partners and serve as a ready-response force to defend peace and stability in the
First Sea Lord and Chief of Naval Staff Adm. Sir Ben Key for a strategic dialogue at the Pentagon, October 20, 2022. During the
Indo-Pacific region.
dialogue the leaders discussed maritime strategies, warfighting concepts, and future force design.

55 engagements with Allies and Partners meeting approximately 200

senior foreign representatives.
The CNO met with international chiefs of navies from around the world,
including the nations of Australia, Belgium, Chile, France, Germany,
India, Indonesia, Israel, Italy, Japan, Netherlands, Romania, Spain, the
United Kingdom, and Uruguay.
The DON also established an enhanced trilateral security partnership
between Australia, the United Kingdom, and the U.S., to assist
Australia with establishing a conventionally armed, nuclear powered
submarine capability.
The Navy conducted trilateral carrier operations in the Mediterranean
Sea between the USS Harry S. Truman Carrier Strike Group (CSG),
French carrier Charles de Gaulle’s Task Force 473, and Italian carrier
Cavour. Command of the USS Harry S. Truman CSG passed from the
Navy’s 6th Fleet to NATO, marking a significant command and control
event and projecting power at sea in the face of Russian aggression.
The USMC made an historic deployment aboard the United Kingdom’s

FY 2022 Annual Performance Report 123

DEPARTMENT OF THE AIR FORCE
“The partnership opportunity we’re announcing today will create a
The DAF partnerships strengthen our ability to defend the nation and
major contributor to the Space and Air Forces’ rapidly advancing
deter conventional and strategic conflict. The DAF continues to work
with our partners to understand the environment, to find the threat,
tactical autonomy program and it will strengthen collaboration
share information, and employ air power. The DAF has taken strides to between the Department of the Air Force and the outstanding talent
enhance its partnerships with other Services, with academia, industry, in our nation’s Historically Black Colleges and Universities.”
as well as our allies and partner nations. The creation of the Inter-
Pacific Air Forces Academy delivers professional military education and Secretary of the Air Force Frank Kendall
collaboration with more than 10 Allied and partner nations, sharing
ideas, strengthening our relationships, and enhancing a free and open
sharing, and mutually supporting operations in that theater. The second
Indo-Pacific.
wargame series, Plan Blue 22, executed by RAND Corp., brought
The USSF formalized its University Consortium, a network of together senior leaders from multiple Services and Allies in the Pacific,
universities and Technology Institutes to address the Service’s most including Japan, to advance our air forces’ thinking about strategic and
challenging problems. The USSF welcomed Howard University to its operational partnerships and imperatives in the event of a future high-
University Partnership Program during a virtual ceremony on April 11,
2022. The USSF, together with the Vice Chief of Space Operations
(VCSO) General Thompson and Howard University Provost and Chief
Academic Officer Dr. Anthony K. Wutoh, signed a memorandum of
understanding from their respective locations at the Pentagon and the
Howard University campus in Washington, D.C. Howard University is
a producer of world-class science and engineering talent, particularly
among the African American community. The DAF established a
research partnership to create the first Historically Black Colleges and
Universities (HBCU)-led University Affiliated Research Center (UARC)
and the first DAF UARC. The USSF is joining academic institutions in
building a network for a variety of strengths and opportunities.
In addition, the DAF concluded 20 International Armaments Cooperation
agreements with 11 international partners, spanning 18 Research
and Development technology areas. The Chief of Staff of the Air Force
hosted the International Air Chief Conference bringing together 49 air
chiefs from every continent except Antarctica. Two significant wargame
series also supported the Department’s efforts to join forces with its
allies and partners. The first wargame series, Global Engagement 21,
explored future operational challenges in defending Northern Europe in Air Force Chief of Staff Gen. CQ Brown, Jr., welcomed air chiefs from 49 air forces for a U.S. Air Force-hosted International Air
Chiefs Conference in Washington, D.C. September 15-17, 2022.
a game including key Allies plus Scandinavian partners. The exercise
yielded key lessons about agile combat force employment, information

124 FY 2022 Annual Performance Report

 end conflict. The DAF continues to strengthen its international space
partnerships, including supporting both the SBIRS GEO-6 mission and
the launch of SpaceX’s South Korean lunar mission within 13 hours—a
2-in-24-hour feat not accomplished since 1955.
Finally, the DAF also partnered with other U.S. Government (USG)
agencies to support the American people in FY 2022. On May 22,
2022, under the direction of President Biden and in coordination with
U.S. Department of Agriculture and the Department of Health and
Human Services, a USAF C-17 Globemaster III kicked off Operation
Fly Formula. The flight from Ramstein Air Base to Indianapolis, Indiana
contained 132 pallets of baby formula to help address the pandemic-
related supply shortage in the U.S. The 78,000 pounds of infant
formula provided nourishment to fill half a million baby bottles.

OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR

Airmen from the 721st Aerial Port Squadron load a pallet of infant formula onto a C-17 Globemaster lll at Ramstein AB, Germany,
May 22, 2022, as part Operation Fly Formula.
INTELLIGENCE & SECURITY (OUSD(I&S))
Operationalize Defense Intelligence and Security Partnerships
Across the Department, U.S. Government, Private Sector,
Academia, and International Allies and Partners.
In FY 2022, the DIE and DSE continued efforts towards transforming
A SpaceX Falcon 9 rocket carrying South Korea’s Korea Pathfinder Lunar
Orbiter spacecraft, also known as Danuri, launches from Cape Canaveral and enhancing partnerships across the Department, U.S. Government,
Space Force Station on August 4, 2022.
private sector, industry, and academia. This included exploring new
partnerships, both international and commercial, and developed

FY 2022 Annual Performance Report 125

 strategic priorities. The DIE’s expanded intelligence sharing with Allies
and partners provided a more complete picture of opportunities and
challenges facing the nation. Public-private partnerships, to include
the defense research community-produced intellectual capital fuels
continuous innovation for the Department.
In support of operationalizing partnerships across the DIE and DSE,
the OUSD(I&S) has partnered with the OUSD(P&R) and the IC to elevate
critical language skills that the nation needs to decipher and understand
the intent of our nation’s adversaries and provide the necessary
indications and warnings allowing the Department’s response to be
effective and immediate. This strategic imperative seeks to enable the
Department and partners to demonstrate the synergies and the force
multiplying effects of integrated intelligence efforts.
To ensure partnerships are being leveraged and optimized to the fullest
extent, the OUSD(I&S) continues to transform defense intelligence
and security partnerships into a dynamic policy and mission enabler
by demonstrating the synergies and the force multiplying effects of
intelligence and security across the Department. In May 2022, the
OUSD(I&S) oversaw and supported planning of an engagement strategy,
Honorable Ronald S. Moultrie attended the Defense Intelligence Board & the Allied Systems for Geospatial Intelligence Senior
Management Council at Naval Postgraduate School Monterey to strengthen US long-standing partnerships with FVEY Nations &
through the I&S DIE Partnership Sync Board, to enhance the alignment of
address areas of mutual interest. DIE partnership priorities to the NDS. Additionally, the OUSD(I&S) seeks
to ensure that external relationships and partnerships with industry,
defense intelligence and security partnerships with Allies and partners academia, the private sector, the interagency, and Allies are horizontally
into dynamic policy and mission enablers, oriented around achieving aligned to deliver optimal effect for the Department and nation.
shared outcomes. The Department has entered a new era of intelligence
sharing. Operating models that are being adapted and improved to ensure
collaborative initiatives across the DIE and DSE are helping reduce
seams and enabling effective partnership campaigning. Implementation
of governance processes helped align intelligence partnerships with

126 FY 2022 Annual Performance Report

Appendix – Acronyms and Abbreviations
4ENO 4th Estate Network Optimization C5ISRT Command, Control, Communications, Computers, Cyber,
AAF Adaptive Acquisition Framework Intelligence, Surveillance, Reconnaissance, and Targeting
ABMS Advanced Battle Management System C-C5ISRT Counter-Command, Control, Communications, Computers, Cyber,
ACAS Assured Compliance Assessment Solution Intelligence, Surveillance, Reconnaissance, and Targeting

ACAT Acquisition Category CAHPS Consumer Assessment of Healthcare Providers and Systems

ACWA Assembled Chemical Weapons Alternative CBDP Chemical and Biodefense Portfolio

AD Active Duty CCMD Combatant Command

Advana Advancing Analytics CDAO Chief Digital and Artificial Intelligence Officer

AEV Advanced Education Voucher CDP Child Development Program

AFFF Aqueous Film Forming Foam CERCLA Comprehensive Environmental Response Compensation and
Liability Act
AFGSC Air Force Global Strike Command
CFE Carbon Pollution-Free Electricity
AI Artificial Intelligence
CIV Civilian
AOR Area of Responsibility
CJCS Chairman of the Joint Chiefs of Staff
APFIT Accelerate the Procurement and Fielding of Innovative
Technologies CLIP Central Laboratory Investment Program

APG Agency Priority Goal CMC Commandant of the Marine Corps

APP Annual Performance Plan CNO Chief of Naval Operations

APR Annual Performance Report COCOM Combatant Command

ARC Air Reserve Components COMSATCOM Commercial Satellite Command

Army PE Army Program Element CONLC3S Council on the Oversight of the National Leadership Command,
Control, and Communications System
ASD Assistant Secretary of Defense
CONUS Continental United States
ASuW Anti-Surface Warfare
COO Chief Operating Officer
ATSD Assistant to the Secretary of Defense
CRADA Cooperative Research and Development Agreements
AWG Aero Shell Working Group
CReATE Code Repository and Tools Environment
BAH Basic Allowance for Housing
CSG Carrier Strike Group
BALTOPS Baltic Operations
CSS Customer Satisfaction Survey
BCI Building Condition Index
CTA Critical Technology Area
BHM Business Health Metrics
CTD Critical Time Dissemination
BPR Biodefense Posture Review
CTO Chief Technology Officer
C3 Command, Control, and Communications
CWG Climate Working Group
C3LB Command, Control, and Communications Leadership Board
CY Calendar Year

Appendix - Acronyms and Abbreviations 127

Cyber Ops Cyber Operations DMDC Defense Manpower Data Center
CYBERCOM Cyber Command DMI EXCOM Digital Modernization Infrastructure Executive Committee
DCAPE Director, Cost Assessment and Program Evaluation DoD Department of Defense
D,JAIC Director, Joint Artificial Intelligence Center DoD CIO Chief Information Officer of the Department of Defense
DA&M Director of Administration and Management DODD Department of Defense Directive
DAB Defense Acquisition Board DoDEA Department of Defense Education Activity
DAFA Defense Agencies and DoD Field Activities DoDI Department of Defense Instruction
DASD(RUE) Deputy Assistant Secretary of Defense for Russia, Ukraine, and DoDIN Department of Defense Information Network
Eurasia DoDM Department of Defense Manual
DAU Defense Acquisition University DoDNET Department of Defense Network
DBS Defense Business System DON Department of the Navy
DCAT DoD Climate Assessment Tool DOT&E Director of Operational Test and Evaluation
DCC Defense Civilian Careers DRC Defense Regional Clock
DCOI DoD Data Center Optimization Initiative DSE Defense Security Enterprise
DCPDS Defense Civilian Personnel Data System DSL DS-Logon
DCWF DoD Cyber Workforce Framework DSLO Defense State Liaison Office
DEI Diversity, Equity, and Inclusion DSOC Defense Safety Oversight Council
DEIA Diversity, Equity, Inclusion, and Accessibility DSSG Defense Strategy Steering Group
DepSecDef Deputy Secretary of Defense DTRA Defense Threat Reduction Agency
DevSecOps Development, Security, and Operations DWC Deputy’s Workforce Council
DHA Direct Hire Authority E.O. Executive Order
DHRA Department of Defense Human Resources Activity EFMP Exceptional Family Member Program
DHRB Defense Human Resources Board EGI Embedded GPS Inertial (?)
DIB Defense Industrial Base eGRC enterprise Government, Risk, and Compliance
DIE Defense Intelligence Enterprise EHR Electronic Health Record
DISA Defense Information Systems Agency EMBRSS Emerging Mid-Band Radar Spectrum Sharing
DISIC Defense Intelligence and Security Integration Council eMH enterprise Military Housing
DITIP DoD IT Investment Portal ERMG Executive Readiness Management Group
DITPR DoD Information Technology Portfolio Repository ESC-MC Enterprise SATCOM Management and Control
DJ8 Director, Force Structure, Resources, and Assessment J8 ESTCP Environmental Security Technology Certification
DJS Director, Joint Staff EVSE Electric Vehicle Support Equipment
DMAG Deputy’s Management Action Group EW EXCOM Electronic Warfare Executive Committee

128 Appendix - Acronyms and Abbreviations

FBwT Fund Balance with Treasury IIJA Infrastructure Investment and Jobs Act
FFMIA Federal Financial Management Improvement Act INDOPACOM Indo-Pacific Command
FFRDC Federally Funded Research and Development Center INDPACOM Indo-Pacific
FMS Foreign Military Service IOC Initial Operational Capability
FOC Full Operational Capability IRM Integrated Risk Management
FVEY The Five Eyes Alliance IRP Installation Resilience Plan
FYDP Future Years Defense Program IT Information Technology
GC DoD General Counsel of the Department of Defense IWD Individuals with Disabilities
GFMB Global Force Management Board IWTD Individuals with Targeted Disabilities
GOaR Gateway Optimization and Resiliency J6 Command, Control, Communications, & Computers/Cyber
GPEC Global Posture Executive Committee JADC2 Joint All-Domain Command and Control
GPRA Government Performance and Results Act of 1993 JCS Joint Chiefs of Staff
GPS Global Positioning System JOTI Joint Operational Training Infrastructure
GRAM-S/M GPS Receiver Application Module-Standard Electronic Module-E/ JS Joint Staff
Modernized JS J6 Joint Staff, Command, Control, Communications, & Computers/
GSA General Services Administration Cyber
GSC Global Service Center L.I.V.E Leading Inclusively Virtual Experience
GSD Global Service Desk Log IT Logistics Information Technology
HBCU Historically Black Colleges and Universities LUCI Laboratory University Collaboration Initiative
HBSS Host Based Security System MAPL Mission Assurance Priority List
HCSDB Health Care Suvey of DoD Beneficiaries MAPS Mounted Assured PNT System
HEDIS Health Care Effectiveness Data and Information Set MCCYN-PLUS My Childcare in Your Neighborhood - PLUS
HII Hiring Improvement Initiative MCCYN Military Care in Your Neighborhood
HIMARS High Mobility Artillery Rocket System MDAP Major Defense Acquisition Program
HMMWV Armored High Mobility Multipurpose Wheeled Vehicles MEI Military Education Institution
HSI Human Systems Integration MGUE Military GPS User Equipment
IaaS Infrastructure-as-a-service MHPI Military Housing Privatization Initiative
IAPR Integrated Acquisition Portfolio Reviews MHS Military Health System
IBC Industrial Base Council MI Minority Institutions
IDA Institute for Defense Analyses MII Manufacturing Innovation Institute
IEP Installation Energy Plan MIL Military
IG DoD Inspector General of the Department of Defense MLDC Military Leadership Diversity Commission

Appendix - Acronyms and Abbreviations 129

MOMS Mothers of Military Service Leave PaaS Platform-as-a-service
MOSA Modular Open Systems Approach PATHSS Partnering to Advance Trusted and Holistic Spectrum Solutions
mRNA messenger ribonucleic acid PATHSS-C Partnering to Advance Trusted and Holistic Spectrum Solutions -
MSI Minority Serving Institution Classified
MTA Middle Tier of Acquisition PATHSS-TG Partnering to Advance Trusted and Holistic Spectrum Solutions
MTESG Military Training Executive Steering Group Task Group

MTF Military Treatment Facility PC Project Convergence

MURI Multidisciplinary University Research Initiative PDM Program Decision Memorandum

MW Material Weakness PE Program Element

NASAMS National Advanced Surface to Air Missile System PFAS Polyfluoroalkyl Substances

NATO North Atlantic Treaty Organization PfM Portfolio Management

NAVPLAN Navigation Plan PG Performance Goal

NBIS National Background Investigative System PIO Performance Improvement Officer

NBS National Biodefense Strategy PMA President’s Management Agenda

NCQA National Committee for Quality Assurance PNT Position, Navigation, and Timing

NDAA National Defense Authorization Act POM Program Objective Memorandum

NDS National Defense Strategy PPBE Planning, Programming, Budgeting, and Execution

NIF NAVPLAN Implementation Framework PRC People’s Republic of China

NIPR Non-classified Internet Protocol Router PSA Principal Staff Assistant

NSC National Spectrum Consortium QCAM Quick Compass Survey of Active Duty Members

NWC Nuclear Weapons Council R&D Research and Development

OCX Operational Control Segment RCML Reserve Component Maternity Leave

ODASD(E&ER) Office of the Deputy Assistant Secretary of Defense for RDT&E Research, Development, Test and Evaluation
Environment, Energy, and Resilience REPI Readiness and Environmental Protection Integration
OEM Original Equipment Manufacturer RF Radio Frequency
OFR Office of Force Resiliency RIMPAC Rim of the Pacific
OIB Organic Industrial Base RMG Resource Management Group
OPM Office of Personnel Management RSMG Russia Strategy Management Group
OSD Office of the Secretary of Defense SA Senior Advisor
OSI&A Office of Strategic Intelligence and Analysis SaaS Software-as-a-service
P2P Performance-to-Plan SAPR Sexual Assault Prevention and Response
PA/SI Preliminary Assessment/Site Inspection SATCOM Satellite Communications

130 Appendix - Acronyms and Abbreviations

SBIRS Space-Based Infrared Systems TG Task Group
SCRWG Supply Chain Resilience Working Group THOR-ER Tactical High-speed Offensive Ramjet for Extended Range
SecDef Secretary of Defense TTCP The Technical Cooperation Program
SERDP Strategic Environmental Research and Development Program TTH Time-to-Hire (Check vs T2H)
SES Senior Executive Service UARC University Affiliated Research Center
SFIS Standard Financial Information Structure U.S. United States
SIPR Secret Internet Protocol Router USAF United States Air Force
SLC Senior Leadership Council U.S.C. United States Code
SMP Strategic Management Plan USD Under Secretary of Defense
SNAP-IT Select and Native Programming Data Input Systems for IT USG United States Government
SO Strategic Objective USMC United StatesMarine Corps
SOF Special Operations Forces USNCC United States Naval Community College
SOPOC Special Operations Policy and Oversight Council USSF United States Space Force
SP Strategic Priority VCJCS Vice Chairman of the Joint Chiefs of Staff
SSIWS SATCOM Synchronization and Integration Work Shop VS22 Valiant Shield 2022
SSP Single Service Provider WMG Workforce Management Group
STEM Science, Technology, Engineering, and Mathematics ZEV Zero-Emission Vehicle
SWaP Size, Weight, and Power ZT Zero Trust
T&E Test and Evaluation ZT PfMO Zero Trust Portfolio Management Office
T2H Time-to-Hire ZTRA Zero Trust Reference Architecture
TCCP Tactical Command and Control Procedures

Appendix - Acronyms and Abbreviations 131

NOTES
Acknowledgments
This report was prepared with the energies and talents of many employees across the Department of Defense. To these individuals, the Office of the
Performance Improvement Officer offers its sincerest thanks and acknowledgment. In particular, we would like to recognize the following individuals for their
contributions:

Office of the Under Secretary of Defense for Acquisition and Sustainment

Ms. Delna J. Clark

Office of the Under Secretary of Defense (Comptroller)/Chief Financial Officer

Ms. Erica Thomas

Office of the Under Secretary of Defense for Personnel and Readiness

Mr. Thomas Hessel

Office of the Under Secretary of Defense for Intelligence and Security

Dr. Mireille Aprahamian

Chief Information Officer of the DoD

Mr. Johnny Burton

Department of the Army

Mr. James Vizzard

Department of the Navy

Mr. Kevin Roberts
Ms. Mackenzie Wells Drescher

Department of the Air Force

Mr. Joe Puckett

Office of the Director of Administration and Management

Ms. Nicolle Yoder Mr. James Schwartz
Ms. Meron Laiketsion Mr. Jeffrey Eanes
Ms. Danielle Franklin Ms. Amy Bruins
 We are interested in your feedback.
Please send your comments to:
osd.pentagon.odam.mbx.dod-deputy-performance-improvement-officer@mail.mil

This document is published online at: http://dam.defense.gov/Performance