NAVY RESERVE FISCAL YEAR 2024 (FY-24) ADAPTIVE MOBILIZATION (AM) OPERATIONAL PLANNING TEAM (OPT) AND TABLE TOP EXERCISE (TTX) PLANNING ORDER

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RTTUZYUW RHOIAAA0032 2582151-UUUU--RHSSSUU.
ZNR UUUUU
R 152151Z SEP 23 MID120000443752U
FM COMNAVRESFOR NORFOLK VA
TO NAVRESFOR
CNO WASHINGTON DC
COMUSFLTFORCOM NORFOLK VA
BUMED FALLS CHURCH VA
COMNAVPERSCOM MILLINGTON TN
COMNAVAIRFORES SAN DIEGO CA
COMNAVIFORES FORT WORTH TX
COMNECC LITTLE CREEK VA
COMNAVSPECWARGRU ELEVEN
ECRC NORFOLK VA
TSC NORFOLK VA
INFO CNO WASHINGTON DC
CHINFO WASHINGTON DC
COMPACFLT PEARL HARBOR HI
COMNAVRESFOR NORFOLK VA
COMNAVRESFORCOM NORFOLK VA
COMNECCPAC PEARL HARBOR HI
CNIC WASHINGTON DC
NAVPAYPERS SUPPORT CTR MILLINGTON TN
RLSO SW SAN DIEGO CA
RLSO MID-ATLANTIC NORFOLK VA
RLSO SE JACKSONVILLE FL
COMNAVELSG WILLIAMSBURG VA
MESG ONE
MESG TWO
NAVCONSTGRU ONE PORT HUENEME CA
NAVCONSTGRU TWO GULFPORT MS
SEAL TEAM SEVENTEEN
SEAL TEAM EIGHTEEN
VAQRON TWO ZERO NINE
MSRON ELEVEN
NMCB EIGHTEEN
REDCOM FORT WORTH TX
REDCOM NORFOLK VA
REDCOM EVERETT WA
COMNAVLEGSVCCOM WASHINGTON DC
NAVMEDFORPAC SAN DIEGO CA
NAVMEDFORLANT PORTSMOUTH VA
CBC GULFPORT MS
BRDENCLINIC GULFPORT MS
NAVMEDREADTRNUNIT GULFPORT MS
JNTEXPBASE LITTLE CREEK FORT STORY VA
NAVBASE SAN DIEGO CA
NAVBASE VENTURA CTY PT MUGU CA
REDCOM SAN DIEGO CA
REDCOM JACKSONVILLE FL
REDCOM GREAT LAKES IL
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PASS TO OFFICE CODES:
TO CNO WASHINGTON DC//N093/N095/N1/N3N5//
ALNAVRESFOR 023/23
MSGID/GENADMIN/COMNAVRESFOR NORFOLK VA/N3/SEP//
SUBJ/NAVY RESERVE FISCAL YEAR 2024 (FY-24) ADAPTIVE MOBILIZATION
(AM) OPERATIONAL PLANNING TEAM (OPT) AND TABLE TOP EXERCISE (TTX)
PLANNING ORDER//
REF/A/MSG/CNO WASHINGTON DC/261859ZJAN22//
REF/B/DOC/OPNAV/17AUG18//
REF/C/DOC/COMNAVRESFORINST/23AUG22//
REF/D/DOC/CJCS/01DEC20//
REF/E/DOC/CNO WASHINGTON DC/MAY21//
NARR/REF A IS NAVADMIN 013/22, ADAPTIVE MOBILIZATION. REF B IS
OPNAVINST 3060.7C, NAVY MANPOWER AUGMENTATION GUIDE. REF C IS
COMNAVRESFORINST 3060.7E, NAVY RESERVE MOBILIZATION/DEMOBILIZATION
PROCEDURES. REF D IS JOINT PUBLICATION 5-0, JOINT PLANNING. REF E
IS NAVY WARFARE PUBLICTION 5-01, NAVY PLANNING.//
RMKS/1. SITUATION. Over the last two years of implementing adaptive
mobilization (AM) to fulfill steady state activation requirements,
we have identified barriers to the execution of the mass activation
capabilities of AM.
2. BACKGROUND.
 2.A In September 2021 a new construct for mobilization named
adaptive mobilization (AM) was conceptually approved by the Chief of
Naval Personnel (CNP) and the Chief of Navy Reserve (CNR). AM was
designed to satisfy both steady-state and mass activation
requirements and encompasses all processes of distributed
activation (DA), distributed mobilization (DM), distributed
de-mobilization (DDM), and distributed deactivation (DDA). The AM
construct was codified by the Navy via reference (a).
 2.B Over the past two years significant efforts to distribute
mobilization processing have been underway. The most notable result
of these efforts is the Navy's expansion from a single Navy
Mobilization Processing Site (NMPS) processing the majority of
mobilizing selected reservists (SELRES) to now 15 NMPSs distributed
across the continental United States, conducting mobilization
processing. The establishment of multiple NMPSs has also resulted in
increased mobilization processing throughput capacity and provided
redundancy to the Navy's ability to mobilize SELRES Sailors for
steady-state requirements. The NMPS expansion to support
steady-state mobilization requirements has also served to inform the
systems, processes, and instructions that must be implemented to
enable the successful execution of mass activation.
 2.C Some of these mass activation enablers have already been
identified such as; global force management (GFM) sourcing systems
and procedures (OPNAV/USFF/CNRF), orders writing (PERS),
mobilization screening checklists (OPNAV/PERS/BUMED/CNRF),
mobilization travel-by-DTS (OPNAV/PERS/CNRF), medical
clearance (BUMED), activation processing (NPPSC/CNRF), and
mobilization processing (CNRF).
 2.D Most of the above named enablers are being actively worked and
efforts are currently underway to ensure policy documents and
instructions are aligned and updated. The actions prescribed in this
PLANORD will ensure alignment of these efforts utilizing the
processes outlined in reference (d) and reference (e) to:
 i. Ensure a common understanding of the situation.
 ii. Develop potential courses of action.
 iii. Aid Commanders in their respective decision cycles.
 iv. Create written plans and orders to ensure the ability
 to mass activate at scale.
3. SCHEDULE.
 3.A. FY-24 AM Mission Analysis and Course of Action Development.
 3.A.i. CNRF will coordinate and stand up an operational planning
team (OPT) in order to execute the mission analysis and course of
action (COA) development phases of the Navy planning process on or
about 23-26 October 2023. This OPT will be held in-person in
Norfolk, VA and will include members, by invitation, from all
Echelon I/II/III stakeholders as well as various lower echelon
commands.
 3.A.ii. The OPT will utilize processes of reference (d) and
reference (e) to validate and update all assumptions of previous
mission analyses performed and to develop potential courses of
action to identify barriers to the enablement of mass activation.
 3.B. FY-24 AM COA Analysis and Wargaming
 3.B.i. CNRF will coordinate and stand up an OPT in order to
execute the COA analysis and wargaming phases of the Navy planning
process on or about 13-15 November 2023. This OPT phase will be
conducted as a table top exercise (TTX) and will be held in-person
in Norfolk, VA and will include members, by invitation, from all
Echelon I/II/III stakeholders as well as various lower echelon
commands.
 3.B.ii. The TTX will utilize processes of reference (d) and
reference (e) to test and evaluate potential courses of action
developed during the preceeding OPT.
4. TASKS
 4.A. Commander, Navy Reserve Force (CNRF) will plan, coordinate,
and execute, the events described in paragraph 3.
 4.B. All supporting commanders will participate in these events
via the attendance and participation of their invited subject matter
experts (SMEs).
 4.C. For these events, objectives include the following tasks:
 4.C.1. Review previous mass activation plans including mission
 and intent, purpose, externally imposed limitations, and
 facts and assumptions.
 4.C.2. Validate/update previous facts and assumptions, staff
 estimates, risk assessments, and decision tools.
 4.C.3. Identify resource shortfalls.
 4.C.4. Identify needed authorities.
 4.C.5. Identify new enablers for the successful execution of
 mass activation.
 4.C.6 Prioritize resource shortfalls and new enablers to enable
 Commanders' decision making.
 4.C.7 Establish the necessary conditions for future directive
 development.
5. ADMINISTRATION AND LOGISTICS. This directive does not appropriate
funds. Conduct events on a not-to-interfere basis with real-world
operations and mobilizations.
6. COMMAND AND CONTROL
 6.A. Supported Command
 6.A.1. Commander, Navy Reserve Force
 6.B. Supporting Commands
 6.B.1. Commander, United States Fleet Forces Command
 6.B.2. Commander, Bureau of Medicine and Surgery
 6.B.3. Commander, Navy Personnel Command
 6.B.4. Commander, Navy Reserve Forces Command
 6.B.5. Commander, Navy Air Force Reserve
 6.B.6. Commander, Naval Information Force Reserve
 6.B.7. Commander, Navy Expeditionary Combat Command
 6.B.8. Commander, Naval Special Warfare Group 11
 6.B.9. Navy Reserve Augment Units
7. POINTS OF CONTACT
 7.A. CAPT Christian Parilla, CNRF N3,
christian.r.parilla.mil(at)us.navy.mil//
 7.B. CDR Andrew Alvarado, CNRF N36,
lacmob(at)us.navy.mil//
8. Released by RADM M.J. Steffen, Deputy Commander, Navy Reserve
Force.//
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