executive agency rapid improvement team executive briefing l.
Skip this Video
Loading SlideShow in 5 Seconds..
Executive Agency Rapid Improvement Team Executive Briefing PowerPoint Presentation
Download Presentation
Executive Agency Rapid Improvement Team Executive Briefing

Loading in 2 Seconds...

play fullscreen
1 / 18

Executive Agency Rapid Improvement Team Executive Briefing - PowerPoint PPT Presentation

  • Uploaded on

Executive Agency Rapid Improvement Team Executive Briefing. Report on Findings and Recommendations May 18, 2001. Agenda. Background and Charter Review Summary Findings Proposed Model for Improving Executive Agent “Return on Assignment” Rapid Implementation Plan

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Executive Agency Rapid Improvement Team Executive Briefing' - brandee

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
executive agency rapid improvement team executive briefing

Executive Agency Rapid Improvement TeamExecutive Briefing

Report on Findings and RecommendationsMay 18, 2001

  • Background and Charter Review
  • Summary Findings
  • Proposed Model for Improving Executive Agent “Return on Assignment”
  • Rapid Implementation Plan
  • Executive Support Required
why this executive agent rit
Why This Executive Agent RIT?
  • Sharing and leveraging resources across all boundaries has become a strategic imperative for DoD.
  • Use of Executive Agents can reduce unnecessary redundancy and achieve global consistency.
  • Increasingly complex mission requirements coupled with the absence of a clear, DoD-wide policy and process deployment have exposed the need forreinvention of the Executive Agent role.
  • Promote Jointness across DoD Components
executive agent rit goal
Executive Agent RIT Goal

Review the current Executive Agent assignment process, roles, and responsibilities and develop recommendations to significantly improve the reliability and consistency of executive agent performance, in order to:

  • Increase end-user satisfaction
  • Eliminate redundancy
  • Reduce cost of commodities/services
  • Increase cooperation and coordination across boundaries
executive agent rit charter specific deliverables
Executive Agent RIT CharterSpecific Deliverables
  • Updated definition of the Executive Agent role, responsibilities and relationships.
  • Criteria for designating new Executive Agents and validating existing ones.
  • A roadmap for executing EA responsibilities and determining standards of performance for Executive Agents over their life-cycle.
  • Recommendations for specific Executive Agent assignments to be tested in upcoming FLOW exercises.
executive agent rit participation
Executive Sponsors

LTG John M. McDuffie

MG Daniel G. Mongeon

Mr. Louis A. Kratz

Ms.Mary Margaret Evans

Executive Agent RIT Participation


COL Bob Klass

CDR Mike McPeak


OSD, CINC and Service

Representatives, Defense

Agencies, and Joint Staff

summary findings
Summary Findings
  • Across DoD there is considerable agreement on the need to “reinvent” the Executive Agent role to better serve the defense environment of today, and in the future.
  • The starting point for improvement is the establishment of a DoD policy that clearly distinguishes the unique, unduplicable role of Executive Agents as DoD’s primary resource for fulfilling defined support missions.

Summary Findings (cont.)

To assure credibility and integrity, all Executive Agent assignments must be made based on a rigorous business case analysis.

Once designated, Executive Agents must perform against a standard balanced scorecard, whose goals are tailored to defined Executive Agent mission responsibilities.


Summary Findings (cont.)

The increased complexity and rapid pace of change in the military operational environment calls for the installation of a disciplined, end-to-end process to guide Executive Agent performance to the highest level possible across their life-cycle.

To ensure the consistent application of theend-to-end Executive Agent process, clear oversight accountability and authority must be assigned to an OSD level EA process owner.

proposed executive agent definition
Proposed Executive Agent Definition

A DoD Component assigned by the Secretary of Defense or Deputy Secretary of Defense to provide defined levels of support for either operational or administrative missions that involve two or more organizations.

This assignment is non-transferable and remains in effect until revoked.

The exact nature and scope of authority delegated must be stated in the document designating the Executive Agent.

criteria for executive agent assignment
Criteria for Executive Agent Assignment

All Executive Agent assignments must be based on a rigorous business case analysis that demonstrates the potential for delivering better performance through improved efficiency or effectiveness, or both.

EFFICIENCY is defined as:

Common tasks where economies of scale in providing goods/ services can only be accomplished through assignment of a single point of responsibility and authority.

EVERYONE can do it,But only one can coordinate and deliver it better than everyone doing it alone.

EFFECTIVENESS is defined as:

Common tasks where capability to perform mission critical requirements cannot be duplicated without great expense and/or risk.

EVERYONE needs it,But one can do it for all at the level of performance required.


Executive Agent Balanced Scorecard

All Executive Agents will be accountable for achieving stated, agreed upon goals tailored to their specific mission needs on seven performance areas.

Goal Metric

Goal Metric

End-user surveyrating actualperformance vs.expectations

5. Single pointof contact forallcommunication

End-user surveyrating actualperformance vs.expectations

  • End-usersatisfaction

6. Provision ofcontinuous,sustainable andglobal supportas required

Robustness ofplans and facilities as rated by end-user

  • Dollar savingsfrom economiesof scale

Performanceagainst baselineunit costs

  • Responsivenessto changes inend-usermission required

End-user surveyrating actualperformance vs.expectations

7. Ability toanticipateneeds and matchwith optimalresource response

Actual end-usermissionaccomplishment scored vs targets.

  • Reduction insupport footprint

Performanceagainst baselinefootprint

disciplined end to end executive agent process
Disciplined End-to-End Executive Agent Process

Step 1

Step 2

Step 3

Step 4

Identify andevaluateEA opportunities

PerformBusiness Case


Make the Decisionto Assign orDecline

Communicate theDecision andEducate on the


Reevaluate or seek other options

Step 5

Step 6

Step 7

Step 8

Resource the EAand Prepare toExecute

Execute theEAAssignment

Conduct FormalPeriodic EAPerformanceEvaluations

Make the Decisionto Reassignor Divest

Restart the process as appropriate

A Roadmap for ensuring a high return on everyExecutive Agent Assignment

cross functional process involvements

Secretary of Defense

EA Process Owner

Makes final decisionsto assign and divest

Oversees end-to-end


Funding Authority

Ensures timelybudget allocation



Legal Authority

Support policy,contract compliancewithout hinderingperformance

End User

Provides accuraterequirements, timelyfeedback, cooperativeproblem-solving


Performs to levelscontracted, continuouslyseek improvement

Cross-functional Process Involvements

Subject Matter Expert

Brings forward EAopportunities andassists in businesscase analysis

model for improving executive agent performance
Model for Improving Executive Agent Performance

Clear, value-addedand unchallenged

ConsensusDefinition andSelection Criteria

Standard goalcategories andmetrics


Defined rolesand rules ofengagement

Disciplined End-to-Endprocess

Resources,systemsand expertise

Supporting Infrastructure

rapid implementation plan establish four action teams
Rapid Implementation Plan(Establish Four Action Teams)

Team 1 - Develop required policy documents.

Team 2 - Validate proposed EA process, roles and responsibilities in FLOW.

Team 3 - Develop a communications plan to secure “buy in” from all key stakeholders.

Team 4 - Design supporting process tools (e.g. templates for business case analysis, etc.), and identify potential new EA assignments with a projection of expected benefits.

executive action requested
Executive Action Requested

The Executive Sponsors:

  • Work together to identify the Executive Agency process owner which will:
    • Guide the new EA policy and process to SECDEF
    • Provide oversight of the end-to-end executive agent process
  • Approve the action plan.
  • Assure funding to launch and support four action teams to execute the rapid implementation plan.
    • Action Items 1,3,4,- CMC funded
    • Action item 2 – FLOW/AI Pillar resourced

J4 takes the lead on communicating the case for change to the CINCs and Services.

proposed logistics designated eas for flow
Proposed Logistics Designated EAs for FLOW
  • Barrier / Construction Material - Navy
  • Medical Supplies - DLA
  • Bulk Fuel - DLA
  • Rations to include Bottled Water - DLA
  • Ground Transportation in Theatre - Army
  • Water - Army