Current Readiness CFT
The Naval Aviation Enterprise (NAE) is a partnership of fleet and provider stakeholders who use enterprise principles and tenets to advance and sustain Naval Aviation warfighting capabilities at an affordable cost today and in the future.
The Current Readiness Cross Functional Team (CFT) supports Naval Aviation and the NAE by applying these enterprise principles and tenets to improve the delivery of combat ready forces to meet current and future operational requirements at an optimal Operating and Support (O&S) cost. Readiness has multiple meanings to multiple people. “Measured” readiness as defined in service doctrine, however, has only one meaning -- it is the ability to accomplish “measured” readiness for people, equipment, supply, training, and ordnance at the right time and right cost that we must strive to accomplish. Under the Defense Readiness Reporting System, this readiness is “measured” against the standard of a Major Combat Operation (MCO). But not all units need to be “MCO ready” all the time. Instead, each unit needs to be optimally progressing along a “glideslope” so that will it to be “MCO ready” exactly when it needs to be. In the Current Readiness CFT, we assess the progress of units along this “glideslope” and identify and resolve barriers keeping units from being on “glideslope”. The Current Readiness CFT is focused, therefore, on achieving Units Ready for Tasking in the Navy and Core Competent Units in the Marine Corps as defined by “measured readiness” at the right time and at an optimal O&S cost.
This is accomplished through:
- Optimizing readiness stakeholder engagement. Effective engagement of critical readiness stakeholders is essential to the successful delivery of combat-ready forces at an affordable cost.
- Defining/understanding the relationship between readiness, people-equipment-supply-training-ordnance resource requirements, provider processes, and O&S costs. Aligning readiness output to resource inputs, understanding provider processes that produce these resources, and linking processes to the associated O&S costs enables Navy and Marine Corps aviation commands to meet and sustain readiness requirements at an affordable cost.
- Eliminating readiness gaps and reducing O&S Costs. Developing and driving improved processes to identify, validate and eliminate gaps in the ability to produce prescribed levels of warfighting readiness and cost is critical to delivering warfighting capability at an affordable cost.
- Transitioning from legacy to new weapons systems at optimal O&S cost. Transitions require close coordination across all readiness stakeholders to ensure legacy platforms remain viable until the new capability is fully delivered, and that the new platform is sustainable from date of delivery.
Understanding the linkage between the product of readiness and the resource inputs (personnel, equipment, sustainment, training and ordnance) and their associated costs is the critical component upon which enterprise decision-making is founded. Every member of our Enterprise has a role in contributing to this support. As simple examples:
- For operators, it can mean executing the Flying Hour Program in a fiscally responsible manner.
- For maintenance and supply chain personnel, it can mean harvesting efficiencies to balance and align maintenance activities and related logistics infrastructure through continuous process improvement tools.
- For resource sponsors, it means providing the appropriate funding to support operational demand while recapitalizing the force.
- For manpower, personnel, training, and education personnel, it means efficiently providing the right person at the right time with the right qualification to support accomplishment of the operational mission.
The Current Readiness cross-functional team is co-led by Commander, Naval Air Force Atlantic (CNAL) and the lead of the Marine Aviation Executive Readiness Board who is currently Deputy, Marine Forces Command.
The Current Readiness CFT has several sub-teams. Click here to learn more.
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