NAVY RESERVE STRATEGIC ADVANTAGE TASKING MESSAGE ONE

[Tony]

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SUBJ/NAVY RESERVE STRATEGIC ADVANTAGE TASKING MESSAGE ONE// REF/A/MSG/
ALNAVRESFOR/172022ZMAY22//
REF/B/DOC/CNO/AMERICAS WARFIGHTING NAVY//
REF/C/DOC/CNO/CNO NAVPLAN 2024//
REF/D/BRIEFING/CNR/NRSA CONCEPTS FOR SAB DEVELOPMENT//
NARR/REF A IS ALNAVRESFOR 025/20 NAVY RESERVE FIGHTING INSTRUCTIONS 2020. REF B
IS THE CHIEF OF NAVAL OPERATIONS' AMERICA'S WARFIGHTING NAVY. REF C IS THE CHIEF
OF NAVAL OPERATIONS' NAVIGATION PLAN (NAVPLAN) 2024. REF D IS THE CHIEF OF NAVY
RESERVE'S, NAVY RESERVE STRATEGIC ADVANTAGE CONCEPTS AND PROJECT
FRAMEWORK BRIEF.// POC/CAPT Dante Terronez/OPNAV N0955/703-614-4384/
dante.r.terronez.mil(at)us.navy.mil.//
RMKS/1. The Navy Reserve Force is the Strategic Advantage of the
world's most powerful navy. We are prepared to mobilize a
world-wide deployable Force within 30 days, delivering depth at
scale, trained and ready to contribute to the fight. We are focused
on CNO's two strategic ends: (1) readiness for the possibility of
conflict with the People's Republic of China and (2) enhancing the
Navy's long-term advantage. Navy Reserve Strategic Advantage (NRSA) establishes my strategic
initiatives and formalizes the force-wide
tasking we will accomplish to sustain our Navy's warfighting
preeminence.
NRSA supersedes reference (a), Navy Reserve
Fighting Instructions, and builds on CNO's strategic direction in references (b) and (c). Reference (b),
America's Warfighting Navy, articulates CNO's priorities: Warfighting, Warfighters, and the Foundation
that supports them. Building on these priorities, the Navy Reserve will POSTURE for Warfighting,
STRENGTHEN our Warfighters, and ACCELERATE refining the Foundation to ready ourselves for both
near-term conflict and long-term advantage. My NRSA priorities, POSTURE, STRENGTHEN, and
ACCELERATE, are the strategic initiatives that will guide our e orts.
I establish the NRSA Strategic Advisory Board (SAB) to lead the strategic initiatives under the following
leadership.
3.a. SAB Chair: RADM Doug Sasse
3.a.1. POSTURE Strategic Initiative lead: RDML Marcus Lockard
3.a.2. STRENGTHEN Strategic Initiative lead: RDML Dave Barnes
3.a.3. ACCELERATE Strategic Initiative lead: RDML Jeff Jurgemeyer
I task the SAB with curating and maturing ideas that support
the strategic initiatives and their desired e ects
(following below). Additionally, the Board will coordinate with the
O ice of the Chief of Navy Reserve (OCNR) sta (echelon I), sta
of Commander, Navy Reserve Force (CNRF) (echelon II), echelon III sta s, and the National Navy
Reserve Policy Board to plan and implement NRSA initiatives. RADM Ste en, Deputy Commander,
Navy Reserve Force, will lead CNRF coordination with the SAB and implementation steps, upon my
approval of the various strategic concepts. CAPT Dante Terronez (OPNAV N0955 Branch Head) is the
Executive Secretary (ES) for the NRSA projects. The ES will track NRSA projects and progress, liaise
with the SAB and CNRF, coordinate CNR's updates with the responsible o ices, and map project work
with respect to CNR's intent and guidance to the SAB.
I task the SAB to coordinate with appropriate stakeholders,
gather data, and develop recommended courses of action (COAs) for each of the desired strategic
effects described in section 5 below.
The SAB will utilize the following additional guidance:
4.a. For each desired strategic e ect, provide the following analysis and recommendations:
4.a.1. Define the organizational benefits, increase in warfighting readiness (in terms of mobilization
readiness, mission readiness, or both), pros, and cons, assuming full implementation.
4.a.1.a. Define impediments and their impacts on full implementation. Assess the degree to which
impediments can be overcome by engagement at the echelon I or II levels. Describe the anticipated
echelon I or II engagement actions required to overcome the impediments.
4.a.1.b. To the extent the Board assesses that full implementation is not likely, define the possible
level of implementation, given
the expected impediments. Concurrent with the anticipated level of implementation, define the
benefits, increase in warfighting readiness, pros, and cons, associated with that amount of
implementation.
4.a.2. Define the anticipated funding required to implement, along with return on investment (cost
e ectiveness per measurable unit of warfighting readiness increase). Provide funding estimates
across the anticipated timeline of implementation (fiscal year, FYDP, or two-FYDP time span).
Assess the level of e ectiveness or increase in warfighting readiness achieved, given the anticipated
investment. 4.a.3. Assess executability, in terms of cost, timeline, and feasibility.
4.a.4. Guided by the information above and recommended course of action, assess the desirability of
implementing.
4.a.5. Develop proposed Measures of E ectiveness (MOEs) and Measures of Performance (MOPs)
for each task.
b. Use the desired strategic e ects and potential implementation methods listed in reference (d) as
starting points and guides for COA development. Specifically, the implementation methods are
provided as possible transformative actions that could achieve the strategic e ects. However, these
are neither prescriptive nor directive. The SAB has wide latitude to explore various options and to
propose alternate desired strategic e ects. The Board should explore the methods described in ref
(d), but may deviate, once informed of the pros, cons, benefits, and return on investment of each.
NRSA strategic initiatives and desired strategic effects.
5.a. POSTURE strategic initiative. The POSTURE team will devise and deliver capabilities that
enhance and accelerate the ability to activate the Navy Reserve Force for contingencies and crises.
5.a.1. Mobilization (MOB) Imperative: The Navy can activate the entire Navy Reserve Force within
30 days, including all processes conducted by external stakeholders.
5.a.2. Navy Reserve Centers (NRCs) as MOB Readiness Centers: NRCs are specialized exclusively
in MOB readiness, with mission readiness hosted entirely at Centers of Excellence (COEs).
5.a.3. Coordinated Navy-Civilian Medical and Dental Portability: Selected Reservists (SELRES)
maximize medical/dental readiness through combination of coordinated civilian and uniformed
readiness options.
5.a.4. Improved Warfighting Readiness: (1) Mobilization readiness
is tiered by readiness requirements, according to MOB billet, location, physical tasking, and access
to medical and dental services at the mission site, and (2) Mission readiness is
streamlined from Fleet requirements to training accomplishment, tracking, funding, exercising, and
certifying for warfighting.
5.b. STRENGTHEN strategic initiative. The STRENGTHEN team will build consistency, quality, and
incentivization into TAR and SELRES
career paths to increase warfighting readiness.
5.b.1. Enhance the Drilling Experience: The Force breaks down barriers to participation, incorporates
career incentives, and simplifies administrative requirements.
5.b.2. Career Specialization: Reserve Sailors are more experienced
in specific competencies.
5.b.3. Professional Development: Leadership skills are developed and enhanced throughout a
Sailor's career.
5.b.4. Training and Administration of the Reserve (TAR) Career Milestones: TAR career path and
detailing incentivizes and
facilitates achieving career milestones.
b.5. NRC Commanding O icer (CO) / O icer-in-Charge (OIC) Lead-Follow Relationships: Large NRC
COs oversee operations of smaller NRCs.
5.c. ACCELERATE strategic initiative. The ACCELERATE team will plan, coordinate, and implement
initiatives that maximize Navy Reserve Force utilization across the Navy Total Force and Joint Force.
5.c.1. Units of Action: The Navy Reserve Force is organized into units of action that are employable in
steady-state operations and in a high-end conflict, mobilization scenario.
5.c.2. Centers of Excellence (COEs) and Enterprises: Enterprises are warfighting communities that are
organized within COEs for training and mission readiness.
5.c.3. Cloud-Based/Integrated Applications: All administrative functionality is online in the cloud and
integrated across all Navy and Navy Reserve systems for maximum e ectiveness.
NRSA Tasking Message ONE Timeline. I direct the SAB to provide updates according to the following
timeline:
6.a. In Progress Review (IPR) 1 no later than the week of 24 March 2025.
6.a.1. The SAB will brief its assessment of the desired strategic
e ects and potential methods from ref (d), proposed alternatives, and plan of action and milestones
(POA&M) for the remainder of the NRSA Tasking Message ONE project. The output of this IPR will be
my approval of the proposed desired strategic effects and potential methods for further development,
as well as the proposed project POA&M.
6.b. IPR 2 no later than the week of 20 May 2025.
b.1. The SAB will brief its progress on COA development for the
approved desired strategic e ects and potential methods, and
update progress toward project completion.
6.c. NRSA Tasking Message ONE final brief, including decision
points, no later than the week of 15 July 2025.
6.c.1. The SAB will brief out COAs and final recommendations for
each of the approved desired strategic e ects and potential
methods. Each recommendation will be supported by the assessment considerations in section 4.a.
The NRSA vision, project, and action items will drive
consequential and transformative change during my tenure. This
initiative is about warfighting readiness, with a bias toward
improvements that make us a more ready and lethal Force by 2027.
While we maintain an eye toward gaining long-term advantage, the
Navy Reserve Force will accelerate all e orts to augment the Navy
Total Force in a high-end conflict within the next two years. The
SAB will coordinate all NRSA actions with urgency and partner with
OCNR, CNRF, and echelon III sta s to socialize status throughout
the project.
Released by VADM N.S. Lacore, Chief of Navy Reserve.//
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