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Operational Contract Support Joint Concept (OCS JC) OMI Demonstration with USPACOM 20 March 2014 PowerPoint Presentation
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OCS Mission Integrator (OMI) Demonstration. Working Draft. Operational Contract Support Joint Concept (OCS JC) OMI Demonstration with USPACOM 20 March 2014. COL Mike Hoskin JS J4 OCSSD (703) 571-9803. Purpose.

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Operational Contract Support Joint Concept (OCS JC) OMI Demonstration with USPACOM 20 March 2014


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    1. OCS Mission Integrator (OMI) Demonstration Working Draft Operational Contract Support Joint Concept (OCS JC) OMI Demonstration with USPACOM 20 March 2014 COL Mike Hoskin JS J4 OCSSD (703) 571-9803

    2. Purpose Provide overview of the Operational Contract Support Mission Integrator (OMI) Demonstration with USPACOM and relevance to current and future DOTMLPF-P Capability Force Development

    3. Agenda • What is OCS? • What is an OMI? • OMI Demo objectives • Demo Staffing and Technical Support • OMI Demo CONOPS • Stakeholder Benefits • Rough Order of Magnitude • Transition Plan • OCS Relevant to the Total Force • OCS Joint Concept Roadmap to 2020 • Key Takeaways • Way Ahead

    4. What is OCS? Operational Contract Support The process of planning for and obtaining supplies, services, and construction from commercial sources in support of joint operations along with the associated contract support integration, contracting support and contractor management functions. . Contract Support Integration (CSI) Contracting Support (CS) Contractor Management (CM) The coordination and synchronization of contracted support executed in a designated operational area in support of the joint force. The coordination of contingency contracts and the execution of contracting authority to legally bind non-DoD resources in support of DoD operational requirements. The oversight and integration of contractor personnel and associated equipment providing support to the joint force in a designated operational area. • Plan Contract Support Integration • Validate/Prioritize requirements • Perform OCS knowledge management • Collaborate in boards, centers, cells and working groups • Conduct assessments and provide recommendations • Plan & organize for Contracting Support • Coordinate common contracting actions • Translate requirements into contract documents • Develop contracts • Award & administer contracts • Closeout contracts • Plan Contractor Management • Prepare for contractor deployment • Deploy/Redeploy contractors • Manage contractors • Sustain contractors

    5. What is an OMI? • Centerpiece solution of the OCS Joint Concept to operationalize OCS • Plans contract integration, oversees contractor management, coordinates • requirements determination, and assesses contracted support effectiveness • Does not write contracts • Nexus for command and contracting authorities • Integrator for contracted support across staffs, joint functions, components • and supporting commands/agencies • Enduring (not ad hoc), scalable cell (or center) to lead OCS efforts • Current Ops , Future Ops, Future Plans • Phases 0 – V • Theater Security Cooperation • Exercises and training • Synchronizes OCS efforts within CDRs decision cycle and battle rhythm • Capable of split based ops OCS responsiveness and accountability optimizes Total Force capabilities and contributes to freedom of action

    6. OMI Demo Objectives • Establish warfighting enabling capability at USPACOM now • Fill current gap • Plan and integrate OCS into operations and training • Improve acquisition processes through training and continuous improvement in the qualifications and experience of: • Acquisition workforce • Non-acquisition personnel charged with contract integration and contractor management • Inform current and future OCS force development • Transition concept solutions to warfighter • Assess and validate JF 2020 DOTMLPF-P capabilities outlined in the OCS Joint Concept OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

    7. USPACOM OMI DEMONSTRATION STAFFING PACOM J4 OCS Div Chief OCS Operations/Training Analysis/ Automation OCS Plans 7

    8. JS J4 OCSSD Technical Support to OMI Demo OCSSD Div Chief • JS J4 OCSSD Functions • OMI/OCSJX Integration w/ OCS Action Plan/JF2020 • Reach Back expertise/matrix to J46 • JOPEC Initial (TBD in ‘14) & follow on custom version • OCSJX-15 Planning and Execution Integration • Assist in POA&M/Org/plans • JMR Refinement from OMI inputs • Assess OMI POA&M, metrics of success, report • O/T in approx. 1 exercise per year • DOTMLPF-P force development capabilities • Assumptions • Contract go –ahead NLT June 2014 • COL Gillum at J54 thru early-summer ‘15 • USPACOM is lead CCMD for OCSJX-15 • Potential larger JX-15/16 to include joint log • Leverage all ongoing OCSSD tasks & expertise • Maximum use of TELECONF/DCO-Class/Unclass Training Support Planning Support 8

    9. Phase 0 (Part A) • Aug ‘13 – Feb ‘14 • Shaping & Planning • CONOPS • Secure DAWDF funding Phase I –Jun ‘14- May’15 Training intensive phase Detailed POAM Develop SOPs , establish working relations across PACOM Staff, components, CSA Plan and complete OCS JX 15 30% CONPLANS to DODI 3020.41 Standards OCS DOTMLPF-P assessments in annual report Phase II - Jun ‘15 – May ‘16 • OMI Proficient in essential capabilities and tasks • Successful integration into USPACOM B2C2WG • 80% CONPLANS to DODI 3020.41 Standards • OCSJX 16 participation • Integrated into CCMD exercises • Talisman Sabre & UFG • Assess JDAL and POM actions • Inform OCS DOTMLPF-P force development Phase III –Jun ‘16 – May ‘17 100% CONPLANS to DODI 3020.41 Standards JDAL billets and POM actions complete Transition from contractor demo to enduring cell Capable of forward deployment Expandable from cell to a center Measureable improvements to contracted support responsiveness and accountability Off the shelf OMI benchmark products Informs other OCS force development efforts OMI Demo CONOPS Phase 0 (Part B) • Dec ‘13 – Feb ‘14 • Finalize PWS, requirements, & RFP • Develop Acquisition Strategy • Transition Agreement • Award Contract(s) • Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP, contract(s) let • Success = OMI participates in OCSJX 15 and achieves OCSIC FOC • Success = OMI FOC, participates in OCSJX 16, fully integrated into USPACOM staff structure and exercises Success = OCS interdependent capability of USPACOM; OMI enduring capability

    10. Stakeholder Benefits– What’s in it for us? Joint Staff DoD • Supports Joint Force 2020 vision • Transition concept solutions to warfighter • OCS laboratory informs OCS DOTMLPF-P force development processes • OCS integrated into CCMD exercises • Facilitates cultural shift on how the joint force views contracted support • Improves acquisition training for both acquisition work force as well as non-acquisition personnel • Acquisition personnel in operational positions • Consistent with DOD Total Force management • Common processes increasing efficiency and effectiveness • Institutionalized OCS processes across OSD, JCS and Services Combant Commands/JTF Services • Provides warfighter enabling capability to components • Improves OCS processes, contracting • integration and contractor management • Improves OCS responsiveness and accountability • Rapidly integrates contracted support capabilities • Maintains Service responsibility for contracting • OCS integrated across warfightingfunctions • Provides joint warfighter enabling capability • Spans current operations, future operations, and future planning • Nexus of command and contracting authorities • OCS integrated across B2C2WGs • Complete plans IAW GEF and JSCP standards • Increase capabilities and freedom of action WIN, WIN for current and future OCS

    11. Rough Order of Magnitude (ROM) Current force and Joint Force 2020 Investment

    12. OCS Joint Concept Implementation Plan JF 2020 OIF/OEF OCS Action Plan JROCM 112-11 OCS Joint Concept JROCM 159-13 JP 4-10 EAs / Joint Proponents Strategic Guidance Theater Contracting Capability Human Capital OCS Readiness NDAA Rqmts OMI The Impetus

    13. OCS Relevant to the Total Force OMI operationalizes OCS by integrating contracted support capabilities as part of the Total Force to support current military operations and Joint Force 2020 • Chairman’s Key Themes: • Achieve our National Objectives in our Current Conflicts • Develop Joint Force 2020 • Renew Our Commitment to the Profession of Arms • Keep Faith with our Military Family Joint Force 2020

    14. OCS Joint Concept Roadmap To 2020 • Supporting JF 2020 • OCS Joint Concept Implementation Transform OCS • Joint Concept Transition Complete • Building OCS Capability & Capacity • Improved Planning Capability & Capacity • Annual Joint Exercise / Extensive Service Participation • OCS Presented Within All JPME Courses • OCS ICD Gaps Closed • OCS COP Established • CCMD OCS Integration Cells Established • OCS Executive Agents/Joint Proponents Sustain OCS • OCS Mission Integrator Pilot and OCSJX-15 • Updated JP 4-10 OCS Published Focus Manpower Readiness Training • OCSJX-14 Conducted • Combine Action Plan with OCS Joint Concept Implementation Plan • OCS Joint Concept Approved by FCB/JCB/JROC JROCM 159-13 • JOPEC Pilot Course Conducted • 2013 • 2015 • 2016 • 2020 • 2014 Today

    15. Key Takeaways • Win, win for: USPACOM, JS Title 10 Responsibilities& Services • OMI demo informs current and future OCS force development efforts • DAWDF funding demonstration for three (3) years • Supports acquisition training and expertise • Three-year demonstration period due to complete cycle time for planning, staffing and coordination • ROM of $8.5M is an investment in JF 2020 • ROI through savings or cost avoidance and reduced waste, fraud and abuse • Transition Agreement is the charter • Signatory partners ID success criteria and track • CONOPS is an Appendix • Linked with OCSJX 15 -17 and CCMD Exercises • Effective use of travel and exercise funds • Spirals into CCMD exercises • Strategic Messaging Opportunities • Real world enabling capability now • OCS fully interdependent capability of JF 2020 • OMI operationalizes OCS for CCMDs now, and for JF 2020 in the future • Contracted support integrated into military operations and exercises • Optimizes Total Force capabilities • Facilitates culture shift how the DOD views, plans and accounts for contracted support

    16. Way Ahead • Conduct acquisition process, start demo NLT 1 June • Finalize Transition Agreement with stakeholders • Develop plans, actions and milestones • Validate OMI tasks, organization and processes • Inform JF 2020 DOTMLPF-P force development • Conduct training and information sharing with OMI members • Plan and execute OCS JX 15 • Strategic messaging campaign • Implement and document the model OCS program for Joint Force 2020

    17. Comments? Guidance

    18. Back Ups

    19. OMI Demo Strategic Comms • Purpose: Provide updates among OMI demo stakeholders and to targeted • audiences on OMI demo progress, OCS JX, OCS JC (?) • keep OCS fresh in their minds/thoughts (not conflict with OCS FCIB info) • Frequency: Quarterly or semiannually • Start July 2014 • Stakeholders: JS J4, USPACOM and DPAP • Others: Army G-4 and ALT-IO, USAF A-4 & ACQ, USARPAC G-4, PACAF A-4, • NAVPAC N-4, MARFORPAC LOG, SCOs, ECC, HCAs, ALT-IO, DLA, GCCs, • HASC, etc….. • Newsletter format - page front & back • Lead - OCSSD (Brandon, Rachel & Laura);

    20. Transition Agreement • Project Charter for governance, continuity, purpose and deliverables • Documents stakeholder roles and responsibilities • Defines status reporting frequency and process • Outlines resources, processes and limitations • Describes stakeholder actions for disposition of deliverables, outcomes and results • OMI Demo CONOPS as a supporting appendix • Basis for detailed plans, actions and milestones • Designates stakeholder Action Officers

    21. OMI Positions Chief of Operational Contract Support Education: M.S., M.A., or MBA degree. Basic Experience: Typically has 20 years of experience in DoD acquisition policies and procedures associated with use of contractors supporting deployed military operations. Accredited expert and technical authority in generating new procurement concepts and formulating procurement policies and advising senior leaders. PROGRAM MANAGER Education: M.S., M.A., or MBA degree. Basic Experience: Typically has more than 10 years of experience in managing large, complex multi-disciplinary projects in a task order environment. SENIOR LOGISTICS STRATEGIST Education: M.S., M.A., or MBA degree. General Experience: Typically has 13 or more years of experience in providing strategic planning across various functional areas for the Federal Government. Prefer SAMS, JAWS, SAASS, or SAW graduate. JUNIOR LOGISTICS STRATEGIST Education: B.A., B.S. or M.S., M.A., MBA degree General Experience: Typically has 8 or more years of experience in logistics and supply chain management. If candidate has B.A. or B.S. degree, 12 years direct experience in the logistics field is desired with 6 years’ experience planning for major plans or orders. SENIOR ACQUISITION SUBJECT MATTER EXPERT Education: B.A. or B.S. degree. General Experience: 12 or more years of experience in the field of acquisition. JUNIOR ACQUISITION SUBJECT MATTER EXPERT Education: B.A. or B.S. degree. General Experience: 8 or more years of experience in the field of acquisition. OPERATIONS RESEARCH SYSTEM ANALYSIS (ORSA) STATISTICIAN Education: A bachelor's or postgraduate degree General Experience: 3 – 6 yrs Operations Research System Analysis (ORSA) and Test and Evaluation (T&E) Statistician experience required. Must have knowledge of analytical, mathematical, and /or statistical theories, principles, and practices to plan, coordinate, and execute segments of complex studies. Could Be Back up slide And notes pages for Org slide

    22. OMI Demo Phase 0 Note: Depending on audience, back up slide or notes pages to Quad slide • Part A- Shaping and Planning (August – February 2013) • Draft CONOPS & roles-responsibilities for USPACOM, J4 and DPAP, • Secure DAWDF Funding (DASD-DPAP) • Part B-Acquisition (March 2013 – May 2014) • Develop Overall acquisition strategy • Finalize PWS and RFP • Coordinate Transition Agreement and CONOPS Success = CONOPS drafted and funds MIPR’dfrom DPAP • Success = Award contract(s) for PACOM (6 FTEs) and J4 (1.4 FTEs) and Signed Transition Agreementand approved CONOPS

    23. OMI Demo Phase I Note: Depending on audience, back up slide or notes pages to Quad slide • Complete OCSJX 15 and Full Operational Capability of OCSIC* • PoP: June 2014 – May 2015 • Complete OCSJX 15 and achieve FOC for OCSIC • Considerable Training & Travel Requirements: cASM& JOPEC for USPACOM KTRs • Develop detailed action plan and internal SOPs • Familiarity with PACOM AOR & establish relationships across staff and components • 30% CONPLANS to DODI 3020.41 Standards • Joint Concept DOTLMLPF-P assessments in annual report • Success = OMI participates in OCSJX 15 and achieves OCSIC Full Operational Capability * OCSIC Full Operations Capability = OMI Initial Operations Capability

    24. OMI Demo Phase II Note: Depending on audience, back up slide or notes pages to Quad slide • OMI Full Operational Capability (FOC) and OCSJX-16 • PoP: June 2015 – May 2016 • Transition from OCSIC to OMI • OMI demonstrates proficiency in essential capabilities and tasks • OMI integrated into USPACOM B2C2WG structure • OMI’s involvement in OCSJX-16 milestone decision after OCSJX-15 • 80% CONPLANS to DODI 3020.41 Standards • Assess JDAL billets and POM actions to sustain/resource OMI • Joint Concept DOTLMLPF-P assessments in annual report • Success = OMI FOC, participates in OCSJX 16 and has become fully integrated into USPACOM staff structure

    25. OMI Demo Phase III Note: Depending on audience, back up slide or notes pages to Quad slide • OMI validation and transition to enduring capability • PoP: June 2016 – May 2017 • OMI is FOC • 100% CONPLANS to DODI 3020.41 Standards • JDAL billets and POM actions complete • Transition from contractor demo to enduring cell • Capable of forward deployment • Develop contingency plan to expand from cell to a center • Measureable improvements to contracted support responsiveness and accountability • OMI & OCS fully integrated into PACOM exercises • Joint Concept DOTLMLPF-P assessments in Final report • OMI off the shelf products as benchmarks across DOD Success = OCS fully operationalized across USPACOM and complete assessments for OCS DOTMLPF-P force development

    26. OMI JS J4 Positions PROJECT MANAGER Education: M.S., M.A., or MBA degree. A Project Manager requires a Master’s degree in a technical or management discipline with 12 years’ experience (OR a Bachelor’s degree in a technical or management discipline with 14 years’ experience OR 18 years’ experience with no degree) to include managing or supervising multiple small to medium sized complex projects. PLANNING SUPPORT Senior Specialist Education: M.S., M.A., or MBA degree. A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. TRAINING SUPPORT Senior Specialist Education: B.A., B.S. or M.S., M.A., MBA degree A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. OMI INTEGRATION AND TRANSFORMATION Senior Specialist Education: M.S., M.A., or MBA degree . A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. Knowledge and experience in joint concept development and transition implementation planning and execution is desirable. Could Be Back up slide And notes pages for Org slide

    27. Purpose: Addresses current OCS capability gaps to plan and integrate OCS into operations, training and to increase leadership awareness Improve acquisition processes through training and continuous improvement in the qualifications and experience of acquisition workforce and non-acquisition personnel Informs OCS DOTMLPF-P capability force development to make OCS more responsive and accountable for JF 2020 ROM: Year 1, FYs 14-15 - $2,854,218 Year 2, FYs 15-16 - $2,863,412 Year 3, FYs 16-17 - $2,775,490 Total - $8,493,120 Partners: JS J4 OCSSD – Concept Sponsor USPACOM (J46) – OMI Transition Agent DASD (DPAP) – Resource Sponsor Scope: Address how CCMDS (USPACOM), joint task forces (JTFs), Service components, and subordinate commands can better integrate future OCS capabilities to achieve desired operational effects in the 2020-2030 timeframe. Required OCS capabilities span the range of military operations from the strategic to the operational and tactical levels, and through all phases of operations (0-V). OCS spans Joint Functions OCS Mission Integrator (OMI) Demonstration OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

    28. OCS Demo Success Measures • Validation, refinement and assessment of accomplishing 10 OMI tasks to a high level • % completion of CONPLANs/OPLANs • Annex Ws • Quality assessment and completeness as per JS Review as • per GEF & JSCP • Input to base plans • Improved J-code annexes and appendices • Published, standardized and rehearsed OCS related boards • Establish automated process • Cost reductions, avoidance or mitigation in support: • Exercises • Operations • Theater Security Cooperation • # formal engagements with Service Industry and Military to increase understanding • Feedback on value to operators and industry • Number and type of OCS observations, insights and lessons learned (OILs) • Resolved within PACOM • Provide input and requirements for OCS DOTMLPF-P capability development Work in progress

    29. OCS Demo Success Measures • Annual Surveys of leadership, primary and specialty staff to assess: • awareness of OCS • value of OCS to their respective area or joint function • Trust and confidence level in contracted support • Routine military engagement • Large scale combat operations • Security operations • Relief and reconstruction • Measureable increase/decrease informs culture change effectiveness • Number of training opportunities, professional development classes and other • Training venues to promote OCS knowledge and awareness • PACOM • Components • Others • Participation in CCMD exercises • Number and complexity of OCS MSELs, themes or storylines • Number and type articles published • PACOM • Professional journals Work in progress

    30. OMI Deliverables Work in progress requiring all stakeholder deliverables

    31. Transition Implementation Plan (TIP) Warfighter Solutions & Force Development Transition Plan Concept Doctrine Organization Training Materiel Leadership & Education Personnel Idea JROCM 148-11 Assigned JS J4 to lead OCS JC Development JROCM 159-13 Assigned JS J4 as lead for planning implementation

    32. Joint Force Development The Armed Forces of the United States employs the joint development process to transform how it organizes and trains the Joint Force to execute worldwide missions to meet emerging challenges. Joint Force development prepares individual members and units of the Armed Forces to field a Joint Force that integrates service capabilities in order to execute assigned missions. Joint Force development is a knowledge-based and integrated enterprise encompassing joint doctrine, joint education, joint training, joint lessons learned, and joint concept development and assessment. Once validated and approved, concepts and solutions are actively transitioned via the force development process in order to institutionalize the solutions. JP 1

    33. DRAFT JS J4 OCS Strategic Goals OCSJX-15 • Enhance Acquisition & Operational Community Interaction to Fill Known OCS Gaps • Sustain and facilitate an annual forum to increase synchronization within the OCS Community of Interest and Practice. • Increase senior leader awareness of OCS significance, challenges & capabilities. • Sustain a Joint OCS Exercise Strategy • Mature a framework for a stand-alone joint OCS exercise.(to include the Joint Training Program Process (CJCSI/M 3500 series, Joint Doctrine, JOPEC, & Joint Academics) • Integrate training objectives from OCJSX into GCC and Service Component joint exercises. • Develop and refine the capability to rapidly and accurately generate, coordinate, de-confict, and prioritize acquisition-ready requirements packages. • In the context of joint force systems, processes, and a warfighting scenario, plan, integrate, and execute OCS as part of joint, interagency, and multinational operations. • Establish, refine, and report OCS readiness based upon GCC JMETs and Service METs in DRRS. • Transition JF 2020 OCS Joint Concept Solutions to the Joint Warfighter • Initiate validation of the OCS Mission Integrator concept as a warfighting enabling capability in CCMDs. • Inform current and future OCS DOTMLPF-P capability requirements emphasizing automation tools. • Facilitate culture change on how the joint force values contracted effort and plans and accounts for contractors as part of the Total Force. DRAFT OCSJX-15 Purpose: Mature Joint Force OCS capabilities and develop shelf-ready OCS products

    34. Deep Dive Back Ups OMI ROM

    35. OMI Demo Travel Update as per Exercise and Training schedules during POAM build

    36. OMI KTR ROM, 1st Year

    37. OMI KTR ROM, 2d Year

    38. OMI KTR ROM, 3d Year

    39. OMI JS Tech SPT ROM, 1st Year

    40. OMI JS Tech SPT ROM, 2d Year

    41. OMI JS Tech SPT ROM, 3d Year

    42. GS 15 for 3 Years

    43. Back Ups OCS JC Solution Elements & OCSSD Products

    44. OCS Joint Concept Solution Framework

    45. JF 2020 needs the OCS Mission Integrator to optimize contracted support. Contractors on the Battlefield…costly and like herding cats— if not planned, integrated into operations and managed

    46. OCS Mission Integrator (OMI) • Centerpiece solution of the OCS Joint Concept to operationalize OCS • Plans contract integration, oversees contractor management, coordinates • requirements determination, and assesses contracted support effectiveness • Does not write contracts • Nexus for command and contracting authorities • Integrator for contracted support across staffs, joint functions, components • and supporting commands/agencies • Enduring (not ad hoc), scalable cell (or center) to lead OCS efforts • Current Ops • Future Ops • Future Plans • Phases 0 - V • Synchronizes OCS efforts within CDRs decision cycle and battle rhythm • Capable of split based ops OCS responsiveness and accountability optimizes Total Force capabilities and contributes to freedom of action

    47. OCS Joint Proponents • Coordinate OCS DOTMLPF-P capability development • Identify requirements for respective capability area(s) • Recommendations and priorities for resources to OSD and Svcs • Establish common elements & standards • Synchronize activities within OCS COI • - Standardize OCS training and education • - “Voices of the Operator” … Shares in OCS Governance with Joint Staff and OSD AT&L • Operationally informed; does not conduct OCS operations • Member of OCS governance • Possible Areas: Materiel, Personnel, Training, Engagement w/Industry and Lessons Learned OCS JPs coordinate to Institutionalize OCS

    48. Networked OCS • OCS networked with operations and business processes • Common data architecture connects OCS processes, systems and tools • Leverages emerging/existing networks of the day…distributed and secure • Makes OCS and contracting information available for planning and decision support (Knowledge management) • Facilitates collaboration-within CCMD/JTF Staff and between joint forces, components, JLEnt, USG, and service industry partners • Network hosts emerging e-business tools of the Contingency Business Environment • Projects OCS-related/theater contracting data to a Common Operational Picture (COP) OCS and contingency contracting data networked with operational and business processes to optimize and assess contracted support to operations

    49. OCS Training • “Train as we fight” • Enabler that binds all other solution elements together • Integration of OCS into joint training and joint exercises • Live, virtual, and constructive training to accurately replicate myriad complexities of OCS mission • OCS training builds foundation of proficiency of staffs & individuals executing OCS mission • Emphasis on OCS UJTL Database • Contributes to Mission Essential Task List development • Record training in readiness reporting Routine OCS training and exercise will achieve effective and efficient management of OCS support in the contingency environment.

    50. Personnel • Requires an OCS Human Capital Strategy • Develop corps of OCS Professionals (Mil & Civ) • Not a career field • Multi-disciplinary skills (Log, acq, ops, PM, ORSA, Eng) • Assess merits of creating OCS specialty • High Demand-Low Density • Develop core competencies • Professional accreditation (JSO-like) • Tied to completed training and years/level of experience • Multiple Levels of certification • Continuous learning (professional development units) • Skill identifier(s) • Consider OCS Center of Excellence Develop certified OCS professionals to make OCS consistent with other Tier II Logistics Capabilities