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Naval Aviation Enterprise “One Vision, One Team”

Current Readiness Team

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 Team 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. On the Current Readiness Team, we assess the progress of units along this “glideslope” and identify and resolve barriers keeping units from being on “glideslope”. The Current Readiness Team 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 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.

Sub-Teams

The Current Readiness Team has several sub-teams.

Marine Aviation Executive Readiness Board

Established in July 2007, the Marine Aviation Executive Review Board (MAERB) is the conduit by which Marine Aviation integrates with the Naval Aviation Enterprise and Current Readiness CFT. The board provides an improved approach to managing integrated readiness for Marine Aviation by linking opportunities and focusing improvement initiatives to overall mission requirements. The MAERB governs development of Marine Aviation readiness goals and metrics and assesses and shapes performance.

Readiness, Standards and Policy Team

The Readiness, Standards and Policy Team is responsible for managing aircraft standards and the governing documents for the CR CFT.

USN Metrics Configuration Control Board

The USN Metrics Configuration Control Board (MCCB) is comprised of members from each Current Readiness sub-team and respresentatives from the IRMT, TF CFT, and USMC Metrics Configuration Control Board. The USN MCCB reviews metrics change requests, develops and maintains relevant current readiness metrics through periodic evaluation of existing metrics and processes, and identifies requirements for new metrics linked to new or existing processes.

USMC Metrics Configuration Control Board

The USMC Metrics Configuration Control Board serves as the clearinghouse to the Readiness Leadership Team (RLT) by systematically reviewing all metrics to ensure effective incorporation into the Marine Aviation current readiness program.

Readiness Leadership Team

The RLT serves as a support and advisory organization for the MAERB and Type/Model/Series (T/M/S) Teams and as the primary driver for implementation of the Marine Aviation Current Readiness program.

Type/Model/Series Teams

Type/Training Wing Commanders and Marine Air Group Commanding Officers are designated as T/M/S Leads and are responsible for managing their T/M/S Teams. Responsibilities include assessing readiness, goals achievement tracking and performance, value chain management (people, money, and stuff) to deliver cost-wise forces to the Fleet, and address action items to enhance effectiveness and efficiency in areas identified for improvement.

Carrier Readiness Team

The Carrier Readiness Team (CRT) is responsible for enabling NAE leaders to define and achieve aircraft carrier readiness standards and efficiently deliver them at the right time today and in the future, with definable risk. The CRT aims to efficiently achieve the readiness required of the nation's aircraft carrier fleet and drive results with integrated metrics to enable informed resourcing decisions. The CRT has two components: the Life Cycle Management Group, and the Training & People Readiness Team. These components provide a framework to influence behavior and use a holistic approach to deliver aircraft carrier readiness by ensuring that the right peolpe are in the right positions, the crew is fully trained for the mission, and the equipment necessary for the mission is fully operational.

Air Launched Weapons Team

The Air Launched Weapons Team is responsible for coordinating assessment of air-launched weapons readiness, managing the NAE's air-launched weapons value chain (people, money, and stuff), identifying barriers to the delivery of cost-wise ready weapons and related systems to the fleet, and incorporating all air-launched weapons into the metrics reporting tools.

Engineering, Maintenance and Supply Chain Management

The Engineering, Maintenance and Supply Chain Management Team (EM&SCM) is responsible for sustaining the work of facilitating the results of Continuous Process Improvement to tackle end-to-end maintenance and supply chain processes. The focus is on efficiencies in all Integrated Logistics Support processes, with optimal reliability, cost, and cycle time criteria to meet established aircraft readiness entitlements. EM&SCM recommends policy changes and implements common, result-driven operational, logistics, maintenance manpower, and cost metrics as they apply to the NAE processes under their purview.

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