A Cooperative Strategy for 21st Century Seapower:

“The sea is a vast maneuver space, where the presence of maritime forces can be adjusted as 

conditions dictate to enable flexible approaches to escalation, de-escalation and deterrence of 

conflicts. The speed, flexibility, agility and scalability of maritime forces provide joint or 

combined force commanders a range of options for responding to crises.” 

 - ADM Thad W. Allen, Commandant of the United States Coast Guard 

 - GEN James T. Conway, Commandant of the Marine Corps 

 - ADM Gary Roughead, Chief of Naval Operations

A Cooperative Strategy for 21st Century Seapower: 

“The sea is a vast maneuver space, where the presence of maritime forces can be 

adjusted as conditions dictate to enable flexible approaches to escalation, de-escalation 

and deterrence of conflicts. The speed, flexibility, agility and scalability of maritime 

forces provide joint or combined force commanders a range of options for responding to crises.”

- ADM Thad W. Allen, Commandant of the United States Coast Guard

- GEN James T. Conway, Commandant of the Marine Corps 

- ADM Gary Roughead, Chief of Naval Operations

LINKS TO ADDIT

NAE site - 

IONAL INFORMATION 

http://www.cnaf.navy.mil/nae/

Current Readiness site - http://www.cnaf.navy.mil/navriip/

Enterprise AIRSpeed site - http://www.cnaf.navy.mil/airspeed/

All photos for this document are official U.S. Navy photos

Approved for public release; distribution is unlimited December 2007 
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

i

Table of Contents 

SECTION 1 - INTRODUCTION 

Leadership Intent 1 

Vision and Mission 3 

Enterprise Principles 4 

SECTION 2 — STRATEGIC OBJECTIVES AND INITIATIVES 

Strategic Objectives and Initiatives 5 

Objective 1: Leadership, Culture and Communication 7 

Objective 2: Readiness 9 

Objective 3: People 10 

Objective 4: Deter and Defeat the Threat 11 

Objective 5: Life Cycle Costs 13 

SECTION 3 — LEADERSHIP COMMITMENT AND CALL TO ACTION 15

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

15

This strategic plan articulates the preeminent objectives the Naval Aviation Enterprise must 

rategic document annually in the context of Naval, Defense, and 

National Security policies. The contents will be updated as needed to ensure continued 

le, well 

Section 3

Leadership Commitment and 

Call to Action 

accomplish in order to fulfill our vision of efficiently delivering the right force with the right 

readiness at the right time...today and in the future. It is incumbent upon every member of the 

Naval Aviation community to become familiar with this strategy because each of us makes 

decisions every day that affect readiness. Knowing the objectives and initiatives detailed here 

provide each of us the ability to make more informed decisions about our respective areas of 

operation.

The NAE leaders will review this st

embodiment of our mission to support Combatant Commanders and the Fleet by providing 

combat-ready Naval Aviation forces which are fully trained, properly manned, interoperab

maintained, and combat-sustainable. We will implement the NAE Strategic Plan with a resolve to 

match our warfighter ethos.

No army is defeated by a plan (strategy); proper and focused execution of a 

plan determines the victor and vanquished.

- Sun Tsu
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

1

Section 1

Introduction

Leadership Intent 

) includes over 200,000 people, 3,800 

.

s

ty

Naval Aviation Vision — January 2008

Naval Aviation is an 

essential and vital element 

of our National Security 

Strategy. The Navy and 

Marine Corps team provides 

this nation with a capability 

to operate from the seas, 

unencumbered by host 

nation restrictions, to deter 

or defeat forces threatening 

to our national interests. We

well-suited to provide a formidable presence, with the ability to conduct 

expeditionary operations and sea-based lethal power projection with “same day 

service.” The Navy and Marine Corps are the nation’s first responders and Naval 

Aviation serves as its centerpiece. 

The Naval Aviation Enterprise (NAE

 are a combat force that is powerful and uniquely 

aircraft, 11 aircraft carriers, and executes a budget in excess of $40 billion

Focusing these resources to provide our country with the warfighting readines

necessary and expected to meet national policy and priorities is the responsibili

of the NAE leadership. It is an obligation that demands a vision and strategic 

plan well beyond the execution year.

The Naval Aviation vision is captured in 

t

the

and provides a roadmap for strategic thought and fiscal priorities through 2030.

The execution of that vision requires enterprise collaboration which is addressed 

in this strategic plan. The NAE Strategic Plan provides strategic objectives and 

initiatives to guide our actions and decisions to provide a Naval Aviation to mee

the Fleet Response Plan and other global operational requirements in 2015. It is 

the framework by which we address strategic gaps identified in the near term, on 

the horizon, and in between. Carrier inventory, airframe capacity, weapons 

system lethality, funding support for legacy platforms, affordability of future 

capabilities, and our work force are strategic challenges facing the NAE. This

strategic plan is an enduring document, to be reviewed annually and serves as 

basis for execution aimed at overcoming these challenges.

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

14

5.1 Develop a strategic view of Naval Aviation affordability from a long range 

perspective, specifically looking beyond the FYDP 

Key to managing affordability is to develop strategies that focus beyond the FYDP. The development and 

execution of these strategies will focus on program decision-making which supports management of 

Operations and Support costs. Clear understanding of the future environment, and effective resource 

allocation on both current and future readiness, will ensure programmatic and budget decisions align to 

optimal affordability. We will carefully manage changes to approved reliability and maintainability key 

performance parameters for weapons systems, and the specifications that result from those parameters. 

5.2 Develop and implement an integrated planning process to assess and manage 

a balanced risk approach to Naval Aviation resource and investment decisionmaking

As weapons systems are developed, it will be necessary for the NAE to understand the risk in identification 

and deployment of capabilities by platform, and to manage that risk in alignment with identified 

requirements. The NAE will employ strategic financial management processes to enable effective 

investments of resources, and cost transparency will be developed for all NAE accounts. Budgets and models 

will be aligned to outputs (products). 

5.3 Focus on ensuring long-term affordable sustainment strategies for Naval 

Aviation systems through innovative acquisition strategies, increased 

reliability, and execution of process efficiencies for operations and support 

functions

The development of processes that provide both sustainment and manpower stakeholders early visibility and 

input into capability and programmatic changes that have downstream impacts on life cycle costs is a major 

element of this initiative. Also important to this initiative is application of process efficiencies and logistics 

and engineering expertise to improved reliability. Finally, continuation and expansion of existing continuous 

process improvement activities will support life cycle costs reduction. 

5.4 Align NAE cost oversight activities with Department of Navy processes and 

procedures to ensure accurate, consistent, and transparent financial 

information to support improved decision making 

The NAE will develop financial reporting processes that provide clear oversight of the NAE budget and 

execution activities to support Enterprise decision-making for execution year and execution year plus one.

This will include a clear process for managing NAE fiscal requirements and overall management of financial 

risks. The NAE will also develop and implement a financial management system that provides the accuracy, 

consistency, and granularity necessary to allow it to generate the required readiness with the resources 

entrusted to it. 

5.5 Provide enterprise financial support through analysis and reporting 

The NAE will effectively manage its total cost structure as a holistic enterprise within existing policies and 

aligned to Enterprise goals and objectives. The NAE will develop a method to address unfunded 

requirements and identify financial “risk watch items,” and to ensure cost oversight efforts are closely 

integrated with Budget Submitting Officers and Type Commander comptrollers alike (e.g., Council of 

Comptrollers). The NAE will identify and track “cost avoidance” from continuous cost improvement efforts 

and propose redistribution opportunities to meet Enterprise priorities while maintaining a tracking 

mechanism.
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

2

The strategic plan for the NAE focuses on delivering readiness; attracting and 

developing the finest Sailors, Marines, and career civilians; defining requirements 

artners;

 this strategic plan. Naval Aviation faces significant challenges 

on the fields of fire and from fiscal realities. Be clear on this: We will deliver 

n

r. USN 

The difficulty of preparing for future challenges has been striking the proper 

balance between building capabilities to support traditional and irregular 

warfare demands while transforming a blue water navy into one that can 

operate, fight and win in blue, green and

to deter and defeat the threat; managing total life cycle costs to afford future 

requirements; practicing sound financial management and stewardship to support 

current readiness and future capabilities; maintaining the most effective 

architecture and governance for the NAE; communicating this plan from the 

deckplate to senior leadership within the NAE as well as to our external p

and fostering a culture that draws on enterprise behavior to accomplish our 

collective goals. 

We will deliver on

combat readiness to meet the National Security Strategy and we will 

cooperatively address the fiscal challenges. It is our duty, and this strategic pla

provides our map to successfully fulfill our duty.

V

Commander, Naval Air Forces 

ADM Thomas J. Kilcline, J

LtGen George Trautman III, USMC 

eputy Commandant for Aviation 

ADM David J. Venlet, USN 

ommander, Naval Air Systems Command 

D

V

C

brown waters, and expanding the 

lethality and reach of the Marine Corps ... Naval forces are uniquely balanced 

to address these diverse strategic challenges with the capability and capacity 

to rapidly project power anywhere in the world. We must continue to invest in 

this capability.

- The Honorable Donald C. Winter

The difficulty of preparing for future challenges has been striking the proper 

balance between building capabilities to support traditional and irregular 

warfare demands while transforming a blue water navy into one that can 

operate, fight and win in blue, green and brown waters, and expanding the 

lethality and reach of the Marine Corps ... Naval forces are uniquely balanced 

to address these diverse strategic challenges with the capability and capacity 

to rapidly project power anywhere in the world. We must continue to invest in 

this capability.

- The Honorable Donald C. Winter

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

13

4.3 Execute Research, Development, Test, and Evaluation (RDT&E) and 

acquisition programs on schedule, on cost, and at the required level of 

iation

The NAE will respond to joint capability guidance to assure that weapon systems are continually evolved to 

e

sets across all readiness 

resource areas 

will

performance

The NAE Future Capability Cross Functional Team will assess, prioritize, initiate, align and facilitate av

future capabilities process improvement across the requirements, budgetary, acquisition, and contractor 

communities.

While seeking to maintain our combat edge, we will invest in RDT&E programs that have a sound 

technological basis and well-defined metrics for success. We will maintain the distinction between research 

phases and acquisition phases and adhere to DoD guidance on Technology Readiness Levels before 

approval of acquisition programs to enter System Development and Demonstration (Milestone B). 

respond to future threats and maintain battle field dominance. The top cost drivers for acquisition will b

understood and the risks managed to achieve the objectives of on cost and on schedule delivery of the right 

capability, at the right time, at the right place. 

4.4 Deliberately manage transitions from legacy to new as

Under the framework provided by Navy Aviation Plan 2030 and the Marine Aviation Plan, we 

synchronize future capabilities with current readiness. The NAE will deliver required future warfighting 

capabilities to Sailors and Marines on cost and with reduced schedule overruns, and seek to minimize total

life cycle cost while achieving best value. 

As we bring Naval Aviation’s new capabilities on line, individual mission area roadmaps will allow us to 

coordinate platform transitions effectively to ensure manpower and sustainment funding levels are aligned to

platform transition milestones. 

STRATEGIC OBJECTIVE 5: LIFE CYCLE COSTS 

AE

ng legacy platforms, affording new 

capabilities, and shaping the workforce. 

It is a strategic imperative that the NAE manage total 

costs, to include current and future total ownership 

costs. With reduced budgets likely in future years, 

there will be significant pressure to sustain legacy 

platforms while affording the new capabilities 

required to deter and defeat the threat. A strategic 

financial management view will enable the ability 

to understand and manage affordability, while 

balancing risk and meeting operational 

requirements.

The budgetary realities of our 

country inform us that our shopping 

list is finite and therefore we must 

prioritize jointly and carefully. We 

owe it to our country, Sailors and 

Marines to be stewards of 

exceptional vision and conscience.

- RADM Matt Moffit

Employ strategic financial management processes to manage the N

total life cycle costs of sustaini

The budgetary realities of our 

country inform us that our shopping 

list is finite and therefore we must 

prioritize jointly and carefully. We 

owe it to our country, Sailors and 

Marines to be stewards of 

exceptional vision and conscience.

- RADM Matt Moffit
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

Vision and Mission 

The Naval Aviation Enterprise vision, developed in 2004, continues to provide 

guidance to the Enterprise. 

Vision Statement 

Efficiently deliver the right force 

with the right readiness at the right time... 

today and in the future. 

Mission Statement 

 Support Combatant Commanders and the Fleet 

by providing combat-ready Naval Aviation 

forces which are fully trained, properly 

manned, interoperable, well maintained, 

and combat-sustainable. 

Photo Illustration by Melissa Johnson 

3

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

12

4.1 Implement robust requirements definition and capabilities prioritization 

processes

Naval Aviation has always provided the Joint Force Commander with a rapid-response force around the 

globe, with forces trained, ready and equipped for any mission. To maintain this advantage, we will 

continue to solidify our linkages to the Joint Capability Areas and provide Combatant Commanders with 

forces that will deter and defeat threat capabilities in any theater. As defined by the Navy Aviation Plan 2030 

and the Marine Aviation Plan, we will apply a spiral development process to acquire platforms and systems 

that allows discrete and necessary technological advances in order to maintain our technological edge. We 

will employ processes that avoid “requirements creep” and focus our resources where they can generate the 

greatest effect. Additionally, we will continue to focus on operational requirements that serve the warfighter 

and better manage lower tier specification requirements to maximize return on investment and meet cost, 

schedule and performance goals. 

Prioritization processes will be performed within the construct of the Program Objective Memorandum 

(POM) / Program Review (PR) system and by using the N88 Program Readiness Review process and the N88 

Portfolio Management Decision Support System (formerly Portfolio Management Tool). These systems, 

processes and tools will ensure that the decisions to balance requirements, capabilities, budgeting, and 

acquisition yield the most cost effective delivery of warfighting capability.

4.2 Leverage Science and Technology (S&T) resources to identify technologies 

that improve Naval Aviation capabilities to counter future threats

In order to maintain our technological edge, nurture new technology development, and take advantage of 

the latest technology, we will continue to mature partnerships with Office of Naval Research (ONR), Defense 

Advanced Research Projects Agency, and other government and industry research and development 

organizations. We will continue to focus on technologies designed to increase combat power (e.g., ONR’s

Future Naval Capability and OSD’s Joint Concept Technology Development). We will pursue technologies 

that lower sustainment costs, reduce manpower requirements, and enhance the safety of our Sailors and 

Marines. In addition to pursuing improved versions of “what is,” we will continue to seek transformational 

technologies with the potential to enhance Naval Aviation’s future capability.

The process will include S&T objectives developed jointly by the warfighters and technologists, roadmaps to 

guide investment strategy, proposal management, and project execution with a priority on transition of 

technologies to warfighting capability.
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

4

Enterprise Principles

os

e face as we execute our responsibility to man, train, equip, and 

aintain the best aviation warfighters in the world. This enterprise behavior is a commitment to 

r to allow respectful dialogue and make joint decisions that place 

ahead of individual community or self interests. We commit 

ourselves to these principles. 

• Consistent ns vice 

independent action will 

• Establish and maintain process discipline. The process of developing readiness 

by a single functional organization; it takes dedicated and 

• Utili sis

facili

operates mation

about all facets of the NAE so we can make decisions leading to the best outcomes 

for Naval A le levels 

in the organization and are available in the level of detail relevant to the user.

• Ensure full and consistent transparency of data, information, and activities. Full

disclosure, sharing of information and joint actions allow leaders at all levels to 

make better decisions for the NAE. 

• Establish and maintain accountability for actions and results. This is essential to all 

organizations, but is particularly important to the NAE. Full commitment and 

accountability go hand-in-hand. 

• Apply an integrated governance structure. An effective governance, architecture 

and integration process is adaptable to opportunities, inclusive, and well-suited to 

work across boundaries and seams to sustain current and future readiness. 

• Life Cycle Costs perspective. It is a strategic imperative that the NAE manage 

current and future total life cycle costs. A strategic financial management view 

provides the ability to understand and manage affordability, while balancing risk 

and meeting operational requirements. 

Working within the enterprise construct brings our collective combat leadership and warrior eth

to bear on the difficult problems w

m

openly share information in orde

the interests of Naval Aviation 

ly apply cross-functional process thinking. Joint decisio

lead to superior outcomes.

cannot be accomplished 

coordinated efforts from many organizations to accomplish the goal. 

ze a set of consistent, integrated, and hierarchical metrics. Fact-based analy

tates superior performance. Consistency means everyone in the Enterprise

with the same information. Integrated means we operate with infor

viation. Hierarchical means the metrics are developed at multip

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

11

3.1 Deliver a properly shaped and competency focused NAE Total Force 

The NAE will align Department of the Navy Manpower recruiting, training, education, and distribution 

processes with the NAE Total Force demand signal in order to optimally prepare and deliver warfighters in 

the right numbers, with the right training, at the right time, at the right place. We will work closely with the 

Manpower, Personnel, Training and Education (MPT&E) and Manpower and Reserve Affairs (M&RA) to 

transform the processes and systems that support, train, and assign our people. 

3.2 Develop, maintain and enhance a technically-capable workforce (quality vice 

numerical size) matched to address current and future demand

As aircraft and related combat systems continue to become more technologically sophisticated, producing 

Naval Aviation readiness will require an increasingly technically-capable Total Force. It is critical that NAE 

trains and delivers Sailors, Marines, and civilians with the required skills, on time, and at entitlement. 

3.3 Become an employer of choice in the 

marketplace now and in the future 

To successfully recruit in the increasingly competitive 

marketplace for personnel, the NAE must expand its 

Total Force demographics and develop a more diverse 

leadership cadre for tomorrow’s Navy and Marine Corps. 

It is critical to recruit the best talent to ensure Naval 

Aviation maintains the highest levels of readiness. 

Becoming an employer of choice means providing 

challenging assignments and a quality of life second to 

none. The NAE will build mechanisms into the 

accession, training, education, assignment, promotion, 

and selection processes that will allow every Sailor and 

Marine to achieve their full potential and warfighter 

readiness requirements.

STRATEGIC OBJECTIVE 4: DETER AND DEFEAT THE THREAT 

Ensure weapons system capabilities evolve to deter and defeat the 

threat by prioritizing capabilities, defining requirements, and 

efficiently acquiring Naval Aviation assets that satisfy our nation’s 

warfighting and security needs.

Naval Aviation has a long history of “pushing the 

envelope.” This is equally true in the combat 

environment and in technology development. Our 

strategy relies on technological superiority; our 

Sailors and Marines depend on continued 

deployment of new weapons system capability to 

counter evolving threats. We will deliver 

responsive, agile, and scalable systems that deliver 

combat capability and sustainment capacity to the 

warfighter, providing them the ability to win in any 

threat environment.

Combat-ready forces are about more 

than what we have in today’s

inventory. It is about what we need 

when today’s junior officers are 

tomorrow’s operational commanders.

— RADM Al Myers

Combat-ready forces are about more 

than what we have in today’s

inventory. It is about what we need 

when today’s junior officers are 

tomorrow’s operational commanders.

— RADM Al Myers
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

5

Section 2

Strategic Objectives and Initiatives 

Naval Aviation was born of extraordinary 

innovation in warfighting. It presented a new 

capability unimagined 20 years prior to its 

mployment. The vision for 

We will provide combat-ready forces 

e Naval Aviation 

as to bring a uniquely sea-based aviation 

ional Security 

t gy. We will provide the ready forces to meet the Fleet Response Plan and global operational 

must

e

Acquisition

hieving

w

warfighting force to bear where it could not 

previously go and to defeat our nation’s foes. 

This vision endures today and its execution is carefully articulated in the strategic objectives and 

initiatives detailed here in the Naval Aviation Enterprise Strategic Plan. The NAE is committed to 

delivering combat-ready Navy and Marine Corps aviation forces to execute our Nat

S rate

requirements through 2015.

As our requirements evolve, we continue to ask more of our existing weapons systems and 

platforms even as we innovatively develop follow-on systems and constantly push the leading edge

of technology for the next generation. This presents a challenge as we must extend the service life 

of our legacy platforms to meet our operational requirements. Strategic decisions made today 

ensure Naval Aviation remains the premier force to support the maritime strategy of the future. Our 

warfighting mission and purpose call us to develop and employ weapons that deter and defeat th

threat. This includes ensuring the size and reach of Naval Aviation warfighting assets and our 

future aircraft carrier force is considered today and in every fiscal decision we make. 

unctional and transparent decisions by the NAE. 

lead time for next generation platforms and carriers makes this an especially critical consideration 

in our decisions about future capability. Finally, there is a fiscal element to closing these strategic 

gaps. In our environment of limited resources, affording these legacy platforms as well as the

attendant workforce requires informed, cross-f

We will continue to position Naval Aviation as the force of choice for the Commander-in-Chief 

and the Combatant Commanders. The following five strategic objectives are the map to ac

the Naval Aviation Vision.

to support our operational concepts 

now through 2015 and beyond.

— VADM Tom Kilcline

We will provide combat-ready forces 

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

10

2.3 Adapt current readiness models to meet requirements of DRRS 

Current readiness models are based on Status of Resources and Training System (SORTS) rules that categorize 

readiness into Primary Mission Areas. The Defense Readiness Reporting System (DRRS) categorizes readiness 

by capability. Current readiness models will be adapted to accurately measure a unit’s ability to perform by 

capability. The NAE will adapt current readiness models to meet the requirements of DRRS and Total Force 

Integrated Readiness Measurement (TFIRM) while maintaining the linkage between readiness and demand. 

2.4 Achieve 100 percent integration of aviation units into the NAE 

In fiscal year (FY) 2007, approximately 65 percent of Naval Aviation units were reporting readiness and key 

metrics to the NAE. These included Navy Warfighter units (active and reserve components) and Training 

Command (CNATRA). To manage all Naval Aviation units and their attendant resources more effectively, the 

NAE will broaden boundaries to include all Navy, Marine Corps, and test and evaluation platforms to 

effectively and efficiently produce required readiness.

2.5 Develop forecast for readiness resource requirements and capabilities across 

the FYDP 

Readiness is achieved through training events that require specific resources to meet operational 

requirements. A linkage from output to metric to budget model is required to effectively budget and operate 

the Enterprise. Given global operational requirements, the resources required to produce Units Ready for 

Tasking and Core Competent Units are derived from NAE standards. Given the forecasted requirements and 

standards, the NAE will determine the level of resources required and understand the impact of resource 

shortfalls.

Metrics are the keystone to understanding the effects of resource shortfalls and to assessing risk. The 

information resident in the key metrics must be accurate to understand the implications of resource shortfalls 

and their impact to overall readiness. Models are used during the PPBE process to program and budget for 

the resources required to support readiness.

STRATEGIC OBJECTIVE 3: PEOPLE 

Deliver and retain a diverse mix of Sailors and Marines, government 

civilians, and contractors with the right technical and leadership skills 

to achieve the warfighting capability and capacity that the Navy and 

Marine Corps require from the NAE 

People are the strength and character of Naval Aviation. 

Sailors and Marines take our high-tech weapons systems 

into combat. These systems are only valuable when 

wielded by a well-trained force in the right numbers at 

the right time and place. Equally as important are the 

civilians and contractors that contribute to developing, 

fielding and maintaining that equipment. Recruiting, 

training, motivating, and retaining an excellent 

workforce is essential to success in executing the 

National Security Strategy.

Naval Aviation success or failure will 

be decided by the talents and 

character of our people. We’d better 

recruit, train and retain the right 

leaders at every level. It’s our future.

- RDML Mark Guadagnini

Naval Aviation success or failure will 

be decided by the talents and 

character of our people. We’d better 

recruit, train and retain the right 

leaders at every level. It’s our future.

- RDML Mark Guadagnini
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

9

STRATEGIC OBJECTIVE 2: READINESS 

upport Combatant Commanders and the Fleet by 

quirements to PESTO resources

Readiness is achieved by executing defined training events that employ specific resources to meet 

operational requirements. Understanding the linkage between the product of readiness and the resource 

inputs — People, Equipment, Sustainment, Training 

and Ordnance (PESTO) — and their associated costs, 

is a critical component upon which enterprise 

decision-making is founded. Metrics are essential to 

understanding the relationship between readiness and 

resources. Metrics provide the means to identify 

performance gaps and to measure gap closure as 

processes are improved, barriers are removed, and/or 

resources are added or realigned. The information 

represented by the key metrics must be accurate in 

order to understand the effects of processes and 

resources and their impact on readiness. The NAE 

leadership will use these tools to make fact-based 

decisions that efficiently produce the right readiness 

at the right time. 

2.2 Produce prescribed levels of 

warfighting readiness to meet 100 

percent of global operational 

requirements

ber required 

are those that 

hip

Deliver combat-ready Navy and Marine Corps aviation forces that 

execute our National Security Strategy 

The mission of the Naval Aviation Enterprise is to 

s

providing combat-ready, Naval Aviation forces 

which are properly manned, fully trained, well- combat-ready and respond to our 

maintained, inter-operable, and combatsustainable. Fulfilling this mission means efficiently 

delivering the right readiness to meet global 

operational requirements. The Enterprise will 

become an organization that makes holistic 

decisions that support readiness and manage cost.

positioned to deliver on that 

responsibility.

- RADM Bill Goodw

2.1 Link warfighting readiness re

The NAE generates USN Units Ready for Tasking and USMC Core Competent Units in the num

to fulfill global operational requirements. Units Ready for Tasking and Core Competent Units 

have been appropriately prepared with PESTO according to NAE published standards. The NAE leaders

will work within the Enterprise and with the Providers to ensure that PESTO pillars are resourced to meet 

standards of performance.

At the end of the day, our job is to be 

nation’s call. The NAE is uniquely 

in

At the end of the day, our job is to be 

combat-ready and respond to our 

nation’s call. The NAE is uniquely 

in

positioned to deliver on that 

responsibility.

- RADM Bill Goodw

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

6

Strategic Objectives

1. Leadership, Culture and Communication 

Develop a culture of enterprise behavior that supports warfighting readiness across a 

continuum of stakeholders and partners to build and sustain a responsive and 

effective warfighting force. Employ strategic communications to inform and align the 

NAE in action and policy. 

2. Readiness 

Deliver combat-ready Navy and Marine Corps aviation forces that execute our 

National Security Strategy. 

3. People 

Deliver and retain a diverse mix of Sailors and Marines, government civilians, and 

contractors with the right technical and leadership skills to achieve the warfighting 

capability and capacity that the Navy and Marine Corps require from the NAE. 

4. Deter and Defeat the Threat 

Ensure weapons system capabilities evolve to deter and defeat the threat by defining 

requirements, prioritizing capabilities, and efficiently acquiring Naval Aviation assets 

that satisfy our nation’s warfighting and security needs. 

5. Life Cycle Costs 

Employ strategic financial management processes to manage NAE total life cycle 

costs for sustaining legacy platforms, affording new capabilities, and shaping the 

required workforce. 
NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

8

1.3 Shape the internal and external environment to incentivize desired ent

behavior

erprise

Successful leaders establish clear goals and create environments where people can succeed. The NAE has a 

rship

.4 Foster ownership of, and accountability for, effective communications at all 

ization’s success. For the NAE, it is exponentially 

enterprise and because of the sheer size and 

een member commands and within each 

g, consensus and compliance. Senior NAE 

ommands and now commit to developing 

ship in all NAE communications efforts. 

ic

diences

ions

long-standing position that enterprise values and beliefs start at the top. From the beginning, NAE leade

has worked to shape an innovative environment to encourage enterprise behavior to support our goals and 

objectives. We will develop incentive and recognition programs designed to motivate everyone in the NAE 

to achieve the desired warfighting results through application of the enterprise behavior model. We will also 

remove barriers to effectiveness and efficiency, which can act as demotivators to achieving results. 

1

levels of Naval Aviation leadership.

Effective communication is an essential part of every organ

more important because of the collaborative nature of any 

complexity of the NAE. This makes the communication betw

command the key vehicle by which to obtain understandin

leaders already serve as champions within their respective c

diverse communication initiatives and enlisting junior leader

1.5 Construct and implement a robust strategic communications plan 

To ensure that the Enterprise continues to mature and develop, the NAE leaders will employ a strateg

communications plan. The strategic communications plan will address both external and internal au

using a variety of target-audience-appropriate channels. The plan will include senior leader engagement, 

recurring and ad hoc publications, and the full transparency and understanding of performance expectat

and associated metrics. The NAE leadership will act as champions of enterprise behavior, and include 

Enterprise messages in appropriate communication mediums.

NAVAL AVIATION ENTERPRISE STRATEGIC PLAN 2008-2015

7

STRATEGIC OBJECTIVE 1: LEADERSHIP, CULTURE AND 

COMMUNICATION

Dev

read ld and 

sust

communications to inform and align the NAE in action and policy. 

g force behind behavior, values, 

succe

fully the willingness 

by leadership and all members of the force to 

challenge the status quo. Just as critical is the 

alignment by all stakeholders to readiness 

standards. Recognizing the need to institutionalize 

these enterprise activities and behaviors, the NAE has set an explicit course designed to drive 

readiness and fiscal stewardship through all levels and across the diverse stakeholders in the 

Enterprise. Our goal is to establish enterprise thinking as an enduring principle in the continuum of 

future changes of command. The tools the NAE will employ in this endeavor include executive 

example, recognition, training, communication, and codification of the Enterprise architecture. 

As the senior leadership team, the Board of Directors accepts the responsibility to forge an 

enterprise environment where people are encouraged to identify barriers to effectiveness and 

efficiency and are recognized for their commitment to readiness and fiscal stewardship in order to 

efficiently deliver the right force, with the right readiness, and at the right time.

decision-making by fact (metrics), and accountability for outcomes and behaviors. Leaders in the NAE are 

living by these principles and for them to endure, to be consistent, and to be readily shared with new people 

and organizations joining the Naval Aviation environment, policy codification is required. The codification 

will take the form of instructions and/or other policy documents that support and enhance enterprise 

1.2 D

e

Cultur areer civilian, and in the tenure of 

our contractors. It is expressed and reinforced throughout all experiences directly involving or even

erving our country. The Navy and Marine Corps have a long tradition of 

educa

positional responsibilities. We recognize the need to include enterprise culture fundamentals in all types of 

training. We, therefore, set as a goal the creation of an enterprise training program and the inclusion of 

enterprise thinking within existing training and education curricula, or through the creation of tailored 

ainin or education events where a formal curriculum does not exist. 

elop a culture of enterprise behavior that supports warfighting 

iness across a continuum of stakeholders and partners to bui

ain a responsive and effective warfighting force. Employ strategic 

Culture is the drivin

and beliefs in an organization. Fundamental to the 

ss of shifting Naval Aviation culture to one of 

realized enterprise behavior is

We are a nation at war. As leader

1.1 Codify key elements of enterprise behavior as policy for NAE stakeholders 

The NAE was founded on critical principles of process formulation, transparency of activities and results, 

behavior.

evelop a coherent and comprehensive approach to integrating enterprise 

ducation into the training continuum

al identification begins early in the career of each Sailor, Marine, c

remotely linked to our lives s

preparing men and women for their military responsibilities through carefully designed training and 

tion programs. In the civilian workforce, training and education have also supported specific 

tr g

s 

and full share Enterprise partners, we 

must sustain the warfighting ethos that 

wins our nation's wars.

- LtGen George Trautman

We are a nation at war. As leader

and full share Enterprise partners,

s 

 we 

must sustain the warfighting ethos that 

wins our nation's wars.

- LtGen George Trautman