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NAVY INTERNATIONAL PROGRAMS OFFICE
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Plans and Programs Integration
Aligning Resources Within the Greater Strategic Context

Navy will continue to accelerate our efforts and more quickly and effectively leverage the partnership advantage which is achieved when we align efforts and share objectives and goals. When RDML Morley reported to Navy IPO, he established a method to align resources and efforts through a model known as an Alignment Roadmap.

Admiral Morley visited Her Majesty Ship (HMS) Queen Elizabeth aircraft carrier, the largest warship ever built for the Royal Navy of the United Kingdom, during the US-UK.Executive Oversight Council engagement

Brian Krupien Image

Through the roadmap we draw from various sources to determine how best to employ our tools within the greater strategic context. Specifically, we will align with the theater strategies and objectives of our Combatant Commander and supporting Fleet Commanders. This entails our Return on Engagement (ROE) efforts. They are the primary supported element. The majority of our maritime effects will come via the Fleet Commander’s objectives aligned within their respective Combatant Command. However, given the fact that Navy IPO is responsible for SC products that support many foreign Armies and Air Forces in addition to Navies, we must maintain a broader scan beyond the maritime in order to derive context and priorities in these cases as well.

The Roadmap includes consideration of a metric we call Return on Investment (ROI). As we manage SC programs, we must always seek ways to reduce costs for the DoN, DoD, USG and our international partners. Within the context of the Industrial Base, we seek cost synergies with shared production efforts, long term capability investment partners, and other business related priorities and benefits. We strive for ways to reduce unit costs and seek other ways to offset DON procurement or sustainment costs, such as through cost avoidance through combined spares procurement, dual sourcing, cooperative development (including spiral items), mitigation of known and future obsolescence issues, sustaining engineering or production line sustainment. Our key partners for ROI are the Program Executive Offices, Program Offices and industry partners.


Snapshot of Navy IPO’s alignment efforts

Snapshot of Navy IPO's Strategic Guidiance

The roadmap, maintained by Navy IPO and shared across the enterprise, refreshes every month based on the results of two key information exchanges – the International Requirements Boards (IRB) and Capabilities Development Boards (CDB). 

The IRB is a recurring information exchange with each of our regional Fleet staffs. In this forum, the SC community within the Navy and Headquarters Marine Corps review the regional SC engagement priorities, address assess progress on specific programs, determine coordinated resource priorities moving forward, and adjust where necessary.  The second information exchange forum is the CDB; a recurring SC forum focused on reducing or eliminating execution challenges within each of our SYSCOMs in support of the roadmap objectives. A coordinated, aligned approach assists the workforce in prioritizing finite resources that support fleet commander objectives. CDBs enable the SC enterprise to address specific execution progress, challenges, constraints, and priorities to improve timeliness and effectiveness of getting articles and services to our partners. Together, these forums are serving to align efforts, adjust fires where necessary when activities do not result in supporting the objectives, and improve execution.

Snapshot of Navy IPO’s EDA transfer process

We will continue to use our SC resources to apply our highest priority on continuously striving to be a better ally to our current partners – making new partners – and being the partner of choice. These objectives require positive and continuous action, laser like focus on Alignment of SC priorities, timely execution, and a “Yes-if” attitude. To be a better partner we must continue our Full-Spectrum approach – aiding in these endeavors with the levers that we offer and then execute these levers at SPEED and SCALE.
The total U.S. and international stakeholder engagements for CY18 include: (30) travel engagements where RDML Morley continually improves our relationships with our international partners; attended seven (7) tradeshows; attended Sea Air Space where 139 delegates from thirty-two (32) countries were present and RDML Morley moderated the International Head of Navy panel; met with twenty-seven (27) U.S. industry reps with the intent to further Navy IPO objectives and discuss matters of mutual interest. To learn more about Navy IPO or to inquire about jobs and internships, please visit our websit at http://www.nipo.navy.mil.

Additionally, Navy IPO aligns interoperable USN materiel and training solutions to include the transferring of Excess Defense Articles (EDA); EDAs are DoD and U.S. Coast Guard-owned articles no longer needed and declared excess by the U.S. Armed Forces.  The excess equipment may be offered at reduced or no cost to eligible foreign recipients on an “as is, where is” basis in support of U.S. national security and foreign policy objectives. Navy IPO is responsible for coordinating all EDA transactions with Security Assistance Organizations (SAOs) at U.S. embassies, individual armed services, and the Defense Security Cooperation Agency (DSCA).

            Admiral Morley, left, with Admiral Calderon of Spain, center, and Admiral Nykvist of Sweden, right, during Sea Air Space – Head of Navy Panel image