transformational tool; and establish eligibility of DoD Nonappropriated Fund employees for long-term care insurance.

None of the scheduled 35 FY2004 tasks, 7 FY2005 tasks, or 4 FY2006 tasks have been completed, and no tasks have yet been scheduled for FY 2007 tasks and FY2008.

V&V Methodology. Data on the completion of scheduled HR Strategic Plan measures are provided by the Civilian Personnel Management Service, Systems Innovation Division (CPMS-SID) in the form of a quarterly report on HR Strategic Plan Performance Measures. This report provides detailed information on the scheduled completion date and accomplishment of individual measures associated with each strategic objective. Documentation on accomplishment of each measure is compiled and maintained by CPMS-SID.

Performance Results for FY2002. The FY2002 goal of 90 percent completion of FY2002 measures was met when 26 of the 29 measures were completed. FY2002 tasks not completed remain FY2002 tasks. Action will be reported separately and will not appear as FY2003 tasks. Through June 2003, 2 additional FY2002 tasks and 32 of the 41 FY2003 tasks have been completed.

с

Develop training transformation (T2) implementation plan by April 2003.
Complete near-term tasks in the T2 strategic plan by October 2003.

Obtain joint certification and accreditation of National Training Center (NTC) by October 2003. 2004 tasks:

Establish a Joint National Training Capability (JNTC) Joint Management Office by April 2004.
JNTC reaches IOC by October 2004.

Initial capability to train U.S. forces prior to deployment to theater.
Initial capability to train U.S. forces while deployed in theater.

Metric Description. The Department's vision for training transformation (T2) is to provide dynamic, capabilities-based training for DoD in support of national security requirements across the full spectrum of Service, joint, interagency, intergovernmental, and multinational operations. The Defense Program Guidance tasked the Under Secretary of Defense for Personnel and Readiness—USD(P&R)—with coordinating requirements, developing plans, and overseeing T2. For this metric, several critical tasks and milestone events are identified to track near-term progress in achieving T2 goals. These metrics are contained in the Deputy Secretary of Defense approved Training Transformation Implementation Plan (10 June 2003). Those tasks and proposed timelines for implementation will be tracked after their development.

V&V Method. The USD(P&R) has responsibility for overseeing and reporting the status of the T2 effort and has established several forums to assist in reviewing, coordinating, and approving plans, programs, and resource decision documents. The joint Integrated Process Team (action officer level), chaired by the Readiness and Training Office, will regularly review the status of T2 tasks and provide input to the Deputy Under Secretary of Defense for Readiness.

Performance Results for FY2002. The Department is actively engaged in executing the requirements and resources approved by the Secretary of Defense in the Training Transformation Implementation Plan and its associated Resource Program Plan. During FY2003, the Congress approved an Omnibus Reprogramming Action to provide the additional resources considered critical to implement T2 tasks and support the initial establishment of the Joint National Training Capability. The FY2004 President's Budget request reflects $179.7 million in FY2004 for the Department to continue to implement the approved goals and milestones for this important initiative.

The resources that have been reprogrammed in FY2003 and budgeted for in FY2004 for transforming DoD trainng have given the program an excellent start. Steps to achieve Initial Operating Capability (IOC) for the Joint National Training Capability in October 2004 are well underway.

Performance Metric: Military Human Resource Strategic (HRS)

* Plan was nol developed until FY2002; therefore, no historical data are available.

Metric Description. The Military HRS Plan includes contains 40 tasks and establishes the legislative and policy priorities for the next several years. Of the 40 tasks, 16 are to be completed using in-house resources and 24 by contractor support. Examples of tasks are as follows:

• Access enlisted personnel in the right skill, with the right education and aptitude, and meet accession targets

♦ Ensure the force is manned with the right number of officers with appropriate skills, and meet accession targetsPublish and inform members of non-monetary incentives; review lateral entry for applicability to Military ServicesStudy sabbatical programs for Service members

• Conduct a demonstration study on an "up-and-stay" personnel program.

This metric will track the number of tasks completed compared to the 40 tasks in the overall plan. Following the completion of all of the tasks, measures of effectiveness will be developed, and new metrics will be developed and be task dependent.

V&V Method. Task completion is tracked monthly during progress updates with the Deputy Assistant Secretary of Defense for Military Personnel Policy. As the number of task completions is reported, the overall task matrix will be documented and will serve as verification and as an official record for completed tasks.

Performance Results for FY2002. Targets established for FY2002 were limited because the plan was developed late in the year. As a result, funding for research and studies was inadequate to begin most of the projects or projects were funded near the end of the fiscal year. Only one inhouse task was completed in FY2002. The other task expected to be completed was extended by the contractor and is expected to be completed in early FY2003. Most of the 16 in-house tasks are programmed to be completed in FY2003. Although some of the remaining contractor studies may be completed in FY2004, most will not be completed until FY2005.

Performance Metric: Improving Joint Quarterly Readiness Review. (JORR)

b Objective of releasing new CJCS instructions was met.

"On track" defined as all Combatant Commanders reporting against joint mission essential tasks
(JMETs) and all combatant commanders and combat support agencies (CSAs) reporting impact of
aggregated deficiencies by April 2003.

"On track" is defined as all CSAs reporting against JMETS by the end of FY2004.

Metric Description. The Joint Quarterly Readiness Review (JQRR) provides a current, macrolevel assessment of the military's readiness to execute the national defense strategy as determined by the combatant commands, Services, and combat support agencies (CSAs). The JQRR process includes an assessment of near-term operational risk that provides insights into broader risk.

The process identifies specific deficiencies that impact the ability of the combatant commander, Service, or CSA to execute or support current operations or specific operational or contingency plans. The deficiencies are based on approved strategic documents or requirements. Currently, there are no known models to assess operational risk. JQRR uses staff analysis to assess the impact of deficiencies on operational risk.

V&V Method. FY2003 goals are to improve readiness and risk assessments by implementing the following procedures:

♦ Transition combatant commanders to report the impact of readiness deficiencies against their joint mission essential tasks (JMETs). Achievement of this goal provides mission significance to identified deficiencies. This allows determination of the strategic context of the deficiencies (deficiency has national, theater, or operational impact).

• A minimally effective program is defined as a targeted number of functional and geographic combatant commanders (three or four) reporting against JMETs in a specific assessment.

Success is defined as all combatant commanders reporting against JMETS by the end of the fiscal year.

♦ Incorporate regional and functional risk assessments for current operations and projected operations over the next 12 months against a selected potential conflict in one of the four critical regions as specified in the national defense strategy. Attainment of this goal will provide greater understanding of broader risk.

A minimally effective program is defined as targeted functional and geographic combatant commanders (three or four) reporting the impact of aggregated deficiencies on achieving their strategic end states by April 2003. CSAs (one to

four) whose support has significant readiness implications in a specific scenario would report the impact of aggregated deficiencies on strategic end states.

· Success is defined as all combatant commanders and all CSAs reporting the impact of aggregated deficiencies on achieving their strategic end states by April 2003.

FY2004 goals include improving readiness and risk assessments by transitioning the CSAs to report against JMETs.

♦ CSAs are currently tasked to develop JMETs that describe their ability to support operating forces in the event of war or threat to national security in FY2003.

♦ When CSA JMETs are finalized, CSAs will transition to assessing the impact of deficiencies on their JMETS in the JQRR.

A minimally effective program is defined as a targeted number of CSAs (three or four) reporting against JMETs in a specific assessment.

• Success is defined as all CSAs reporting against JMETs by the end of the fiscal year.

Performance Results for FY2002. FY2002 goals included revamping the process to place readiness concerns in strategic context and to include, in risk assessments, the perspectives of combatant commanders and CSAs. FY2002 goals were achieved with the October 16, 2002 release of a new chairman's instruction that implements the desired changes.