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  1. OCS Mission Integrator (OMI) Demonstration Working Draft OCS Joint Concept OMI Demonstration with USPACOM 26 August 2014 Joint Force 2020 Brandon Cholek, CTR JS J4 OCSSD (757) 933-6010

  2. Agenda • Background • Joint Concepts • Baseline Assessment Report (BAR) • Project Framework • OCS JC Solution Evolution • Transition Implementation • OMI Demonstration • CONOPS • Ideas for Measurements/metrics • OMI vs OCSIC • Review Effects, Capabilities, Tasks spreadsheets • OMI • OMI Related

  3. Purpose Provide OCS Joint Concept background information leading to the development and approval of the concept and subsequent implementation, including the OMI demonstration If you are going to propose pursuing a new capability, plan on a fight. Think through who will be opposed and why, and formulate a good defense. Do not underestimate the ability of the bureaucracy to make a good idea so painful that even its originator is relieved to see it die. CBA User’s Guide

  4. Joint Concepts • Joint concepts describe how the joint force is expected to conduct operational-level joint functions, activities and operations within a military campaign in the future • Written to solve compelling real world challenges, current or envisioned • Directed by DoD, tasked by CJCS, or requested by the Combatant Commands or Services • Foundational documents that are intended to guide all dimensions of force development • Developed in concert with training, doctrine, and lessons learned to accelerate joint operational maturity current or future real-world challenge that is compelling…existing doctrinal approaches deemed nonexistent, incomplete or inadequate RESEARCH WRITE leader-centric and idea-focused Reflects DoD vision Through formal experimentation, practical experience, analysis, & professional debate EVALUATE TRANSITION Validated DOTMLPF and Policy recommendations

  5. Current and Future OCS Efforts Transformation: 8-20 Year View Reformation:1-7 Year View Joint Concept for Logistics: Appendix H: OCS OCS CONOPS/CBA OCS ICD Experiment Initiate OCS JC Proposal JCIDS Process Gaps POM’d &Satisfied 2020-2030 Develop OCS JC DCRs Ongoing efforts & OCS Action Plan Institutionalizes OCS Transition JF 2020 FY12 FY08-10 FY11 FY13 FY14 FY15 FY16 FY17 FY18 OCS JC Operationalizes OCS for JF 2020

  6. Operational Contract Support Joint Concept Scope Military Need Joint Force 2020 needs OCS to be as responsive and reliable as military forces. The OCS challenge will be to enable the JFC to rapidly and seamlessly achieve joint operational effects while firmly affixing accountability of contracted resources. • Applicable to CCMDs, JTFs and CSA • Across the range of military operations • All phases of operations • Spans all joint functions • 2020-2030 timeframe • DoD focused, initially Many iterations……8 months Central Idea/Approach OPR and Justification Contracted support for military operations will be a fully interdependent capability of JF 2020. OCS will enable Total Force partners, including contractors, to rapidly integrate into JF 2020 operations, share resources, and to create capabilities. The interdependencies inherent in JF 2020 will require a cultural shift where joint commanders possess a greater understanding of the effects, responsiveness, management, and accountability associated with contracted support. • OPR: Joint Staff, J4, 571.256.1003 • Justification: • 2012 Defense Strategic Guidance • 2011 National Military Strategy • JROCM 148-11, 08 Nov 2011 • 24 Jan 2011 SecDef OCS Memo • Capstone Concept for Joint Operations JF 2020 • Joint Concept for Logistics • Lessons learned from OIF and OEF

  7. OCS JC BAR, v0.1 – v0.3 • Initially, two person effort for 30 days • Iterative process, 180 days • Start the dialogue • Promote common understanding: • warfighter problem • as is processes • capability requirements • gaps/shortcomings • potential solutions • Basis for experimentation

  8. Indicators of the Problem Dr. Gansler Report, 2007 Commission on Wartime Contracting, 2011 Joint Concept For Logistics 2010 Defense Science Board Report, 2005 Estimated $31B - $61B lost to waste, fraud, and abuse • OCS policy, doctrine and processes are immature and must rapidly evolve and respond to warfighter demands Defense acquisition is: encumbered … top-heavy, risk-averse, too much bureaucracy, highly centralized The Services apply the FAR differently… varying contracting thresholds

  9. Shaping OCS JC Transformational Ideas Commission on Wartime Contracting Center for Strategic and International Studies Defense Science Board Defense Science Board Elevate and expand the authority of military officials responsible for contingency contracting on the Joint Staff, the combatant commanders’ staffs, and in the military services Grant limited acquisition and contracting authority to the GCC where joint capability needs are not being met with Service centric processes, the Secretary must turn to joint processes and entities for their realization CCDRshave operational Requirements; must drive DoD resource allocation ; Build capacity in CCDRs to enable a stronger role in resource allocation “institutionalize the changes necessary to influence a cultural shift in how we view, account, and plan for contracted….support in the contingency environment.” Sec Def

  10. The Operational Challenge • To protect U.S. national interests, the Joint Force will need to succeed in: • CT and IW • Deter and Defeat Aggression • Project Power Despite A2/AD • Counter WMD • Operate Effectively in Cyberspace and Space • Maintain a Safe, Secure, and Effective Nuclear Deterrent • Defend the Homeland and Provide Support to Civil Authorities • Provide a Stabilizing Presence • Conduct Stability and COIN • Conduct HA, DR, Other Operations • Maintain a ready and capable force, even as we reduce our overall capacity • The Operational Challenge How will future joint forces with constrained resources protect U.S. national interests against increasingly capable enemies in an uncertain, complex, rapidly changing, and increasingly transparent world?

  11. Future Operating Environment Blueprint for the Joint Force in 2020 • Fiscal Constraints • Reduced Uniformed • Capacity • Technology Advances • Rapid Pace • Agility • Integrate partners • capabilities • Joint Interoperability/ • Interdependence

  12. CCJO: JF2020 Solution Central Idea Globally integrated operations: A globally postured Joint Force quickly combines capabilities with itself and mission partners across domains, echelons, geographic boundaries, and organizational affiliations. These networks of forces and partners form, evolve, dissolve, and reform in different arrangements in time and space with significantly greater fluidity than today’s Joint Force. Key Elements • Mission command • Seize, retain, and exploit the initiative • Global agility • Partnering • Flexibility in establishing Joint Forces • Cross-domain synergy • Use of flexible, small-footprint capabilities • Increasingly discriminate to minimize unintended consequences 23 Select Implications for Joint Force 2020 • Command and Control • Intelligence • Fires • Movement and Maneuver • Protection • Sustainment • Partnership Strategies

  13. Emerging OCS Themes for JF 2020 • OCS is a critical enabling capability for JF 2020 • Requires resources from Total Force partners, including contractors • Increase Responsiveness and Accountability of contracted support • Guide future DOTMLPF-P OCS capability development • Solution must be multi-dimensional • No one “Silver Bullet” • Focus on Unity of Effort … respect Service’s Title 10 • Maintain separation of contracting and command authorities • Repurpose/reorganize existing OCS capabilities • Leverage existing, new or emerging tools & systems of record where they exist Contracted Support is a fully interdependent JF 2020 capability

  14. 2013 - OCS JC Project Framework* Oct/Nov/Dec Apr/May/Jun Jan/Feb/Mar Jul/Aug/Sep Concept Development V0.9 V0.7 LOG FCB, JROC, VCJCS OCS FCIB V0.3 Workshop # 3 V0.5 V0.1 V1.0 CRM 2 Evaluation LOE Table Top CRM 1 JSAP GO/FO JSAP Analysis LOE Report LOE Analysis Analysis Transition Solutions FYs 14 - 16 Transition Plan *2012 -- year for concept development See slides 42 – 52….iterations Draft Plan Experiment Writing Workshop ConceptVersion Legend Major Brief Data Collection Analysis Plan JSAP Adjudication Comment Review Matrix Final Report Hot Wash Hot Wash Red Team

  15. Approved OCS Solution Framework 18 Months and 10 iterations for the Solution framework Institutionalize OCS across the DOTMLPF-P force development processes to optimize contracted support for Joint Force 2020 Joint Force 2020

  16. JF 2020 OCS • Requirements to institutionalize OCS across the DoD include: • DoD-wide OCS Joint Proponent(s) to lead DOTMLPF-P capability development • Education to promote a cultural shift on how JF 2020 views, plans and accounts for contracted support • Multi-disciplinary military and civilian personnel with specialized OCS training and experience • OCS integrated across joint functions and into doctrine • Embed OCS in Joint, Service, live and virtual training • Total Force partners networked with innovative OCS tools, data and processes • Requirements to operationalize OCS in the field include: • Enduring, scalable OCS Mission Integrator (OMI) at Geographic Combatant Commands to lead OCS coordination • Rapidly deployable, trained and ready contracting organizations or capabilities, along with improved authorities and processes to conduct theater contingency contracting.

  17. OCS Joint Concept Transition 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 Approved Concept and assigned JS J4 to lead implementation JROCM 060-14 Approved Transition Plan

  18. OCS Joint Concept Implementation JF 2020 OIF/OEF OCS Joint Concept JROCM 159-13 JROCM 060-14 OCS Action Plan JROCM 112-11 JP 4-10 Joint Proponent Strategic Guidance Theater Contracting Capability Human Capital OCS Readiness NDAA Rqmts OMI The Impetus

  19. OCS JC Solution Pathways Principal Staff Assistant Joint Proponents - OCS FCIB - DODD/I - OCS Governance Service CSA OMI Pilot w/ PACOM - DAWDF - SOPs - Handbook OCS Action Plan OCSJX 14, 15 UJTs DRRS Doctrine Portfolio Mngt OCSC (Army) JOPEC Manpower Study DAWDF Additional Skill ID(s) Multi-disciplinary Specialty Human Cap Strtgy Certifications • - TBC • - CAD • KOs contingency focused • Manage risk; not at risk • - Reach back • - Training • - CCMDs ID Reqs for LSC & JTSCC • in PLANS – demand signal OCS COP OCS KM JCIDS Materiel CDD/CPD CBE Business and Ops Requirements Data elements Culture Change NDAA 2013 OCS CDG J/PME OCS Learning Framework

  20. So What – The OMI Operationalizes OCS OMI operationalizes OCS by integrating Contracted Support (part of the Total Force) capabilities with military operations • 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

  21. 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

  22. OMI Demo Purpose • 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 future OCS force development • Transition concept solution 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

  23. 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 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 for contracting • integration and contractor management • Improves OCS responsiveness and accountability • Rapidly integrates contracted support capabilities • Nexus for contracting and command authorities • Maintains Service responsibility for contracting • OCS integrated across warfightingfunctions • Provides joint warfighter enabling capability • Spans current operations, future operations, and future planning • OCS integrated across B2C2WGs • Complete plans IAW DODI 3020.41 standards • Increase capabilities and freedom of action WIN, WIN for current and future OCS

  24. Phase 0 (Part A) • Aug – Nov ‘13 • Shaping, Planning & Transition Agreement • Secure DAWDF funding • Draft Approved Transition Agreement Phase I – Lead OCSJX 15 & OCSIC FOC Jun ‘14- May ’15 Detailed POAM; Training intensive phase Develop internal SOPs / establish working relations across PACOM Staff Successfully complete OCS JX 15 30% CONPLANS to DODI 3020.41 Standards Phase II - OMI FOC, Talisman Sabre, OCSJX 16 Jun ‘15 – May ‘16 OMI Proficient in essential capabilities and tasks Successful integration into USPACOM B2C2WG 80% CONPLANS to DODI 3020.41 Standards Consider JDAL and POM actions Phase III – OMI validation, PACOM Exercise, OCSJX 17 and enduring capability • Jun ‘16 – May ‘17 • Enduring OMI • 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 • 100% CONPLANS to DODI 3020.41 Standards • Results inform other OCS force development efforts See back up Slides 57 – 60 OMI Demo CONOPS Phase 0 (Part B) • Dec ‘13 – May ‘14 • Finalize PWS, requirements, & RFP • Develop Acquisition Strategy • Let 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 participates in OCSJX 16, fully integrated into USPACOM staff structure and exercises Success = OCS interdependent capability of USPACOM; OMI enduring capability

  25. Transition Agreement • Project Charter for continuity for demo for three years • Documents principle stakeholder roles and responsibilities • Translates JCD&E results into the appropriate DOTMLPF pathway to implementation • Defines status reporting process and procedures • Details products to be delivered • Stipulates the follow on actions that the sponsor or stakeholders will take with the products from the project team • OMI Demo CONOPS as a supporting appendix

  26. Stakeholder Responsibilities JS J4 USPACOM J4 • Concept Implementation Lead • Resource coordinator for DAWDF • Track J4 costs and consolidated total • costs • Provide concept, planning, technical, and training SME support • Incorporate OMI demo in OCS Strat • Coms • Incorporate OMI products to advance/ inform OCS DOTMLPF-P force development • Develop and Maintain POAM • Reconcile planned costs and forecast future travel and labor costs • OCSJX 15 host CCMD • Establish OCSIC in year 1 and transitions to OMI in year 2 • Annual Report assessing progress • Measureable criteria to gauge progress • Host semi-annual management reviews • Assess OMI and OMI related effects, capabilities & tasks (spreadsheet) • Special emphasis areas of materiel and personnel (manpower) • Share OMI SOPs, tools, products, etc…, to be basis for shelf ready products Not all inconclusive

  27. USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE Status of GS Term OMI Chief TBD Div Chief Knowledge Mngt (Analysis/ Automation) Operations/Training/ Exercises DRAFT Plans 27

  28. JS J4 OCSSD Support to OMI STAFFING ESTIMATE OCSSD Div Chief Current/projected transformation Workload not supportable, see slide 59 • JS J4 OCSSD Functions • OMI/OCSJX Integration w/ Action Plan/JF2020 • Reach Back expertise/matrix to J46 (see colors) • JOPEC Initial & 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 • Assumptions • Contract go –start June 2014 • COL Gillum on board thru Sept ’14 and replaced (COL Lanier) • USPACOM is lead CCMD for OCSJX-15 • Potential larger scope JX-15/16 to include joint log • Leverage all ongoing OCSSD tasks & expertise • Separate contracts (or task orders) for OCSSD and USPACOM • Maximum use of TELECONF/DCO-Class/Unclass Training/ Concept Support Planning Support 28

  29. OCS Demo Key Outcomes • OMI Organization • OCSIC Organization(s)—varying echelons • Position Descriptions • Required/desired skills, training, experience • TCP and OPLANS complete • Internal SOPs (within OMI) • External SOPs with customers, GCC staff, components, CSAs, Interorganizational • Annual report of progress, accomplishment and challenges • JLLIS input on OCS OILs • Exercises, operations, TSC • Special Emphasis on Materiel – automation and tool requirements– Knowledge Mngt • How to Conduct Assessment of OCS effectiveness in operational environment • Risk Mitigation measures • Feedback on OCS planning and training • Assessment/refinement of OMI and OMI related Effects, Capabilities and Tasks • Off the shelf product/guide to establish an OMI/OCSIC • Real world examples of cost avoidance and decreased W,F, A • Examples of increases accountability and responsiveness (ops, exercises, plans) Work in progress End of Demo – Is USPACOM willing to establish an enduring OMI?

  30. Potential Measures Ideas Contractor Management Contract Integration • JRRB process improvements • Speed, efficiency of requirements generation and • determinations • Detailed, complete Annex Ws, aOEs, Estimates • Id requirements redundancies and inefficiencies • Measure/assess contracted support operational • effectiveness • Assessment collection plan developed and executed • Effective integration into B2C2WG • OCS Knowledge Mngt & COP processes in place • # and range of membership participants • Improved visibility/accountability of contractors • Component CORs identified and trained • # incidents attributable to contracted support • Integration of OCS automation tools • Effective Contractor Management Plans promulgated • Assessments of contractor involvement in OPS, exercises Work in progress – ideas for PACOM J46 Other Contracting Support • Increased OCS awareness (vertical and horizontal) • OCS Strat Comms – get our message out there • Positive/Negative press for OCS • Leadership support • Recognition of contractors as part of Total Force • OCS integrated into CCMD and Component Exercises • # trained JOPEC and 3c personnel • DRRS OCS reporting and trends • Enduring OMI/OCSIC vs ad hoc • Increased CDRs options and freedom of action • OILS in JLLIS • Actions to resolve OCS challenges • Requests and frequency for OCS training • Service Industry Interactions • Speed (responsiveness) of contracting in operations • Visibility, data base of contract related data • Improved contract closeouts • Reduced incidents of W, F, A • Id cost avoidance and savings • Effective relationships with contracting orgs • Improved knowledge/awareness of contracting capabilities • limitations • Effective JCSB involvement

  31. OMI APAN Collaboration Site • SharePoint Knowledge Mngt collaboration site established in May 14 • Unclass, restricted membership • Location / Name: https://wss.apan.org/s/omi • Only 5 members now……… • Repository of OCS Joint Concept development and OMI products • V0.1 Concept • Baseline Assessment Review • Info papers, briefs, etc… • OMI CONOPS and Transition Agreement • Brandon current Group Owner • Transition to OMI ownership …if want to maintain J46 Decision to Maintain

  32. Key Takeaways • Win, win, win for: JS Title 10 Responsibilities, Services & USPACOM • OMI demo informs current and future OCS force development efforts • Initial commitment for 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 less than $8.5 M is an investment in JF 2020 • ROI through savings and/or cost avoidance and reduce 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

  33. Common OCS Tasks – OMI vs OCSIC

  34. Common OCS Tasks – OMI vs OCSIC

  35. Common OCS Tasks – OMI vs OCSIC

  36. OMI Essential Capabilities Transition to E, C, T Spreadsheets OCS 1.0—OCS Mission Integrator Effect: OCS Mission Integrator is an enduring, scalable capability at Combatant Command and select Service Components responsible for operationalizing OCS throughout the area of responsibility. Coordinates OCS activities with the staff, Service Components, combat support agencies, interagency partners, nongovernmental organizations operating, and service industry representatives. OMI Capabilities: OCS 1.0-001. Able to lead OCS planning and execution to integrate contracting and contractor management into joint operations. OCS 1.0-002. Able to developand manage command policies and procedures to validate and prioritize requirements determination for contracted support. OCS 1.0-003. Able to serve as the JRRB secretariat, participate in contract related boards and other boards, bureaus, cells, centers and working groups. OCS 1.0-004. Able to advise command and staff on OCS benefits, risks and mitigating strategies for employment of contracted support. OCS 1.0-005. Able to conduct OCS operational assessments to measure effectiveness of contracted support in fulfilling operational objectives. OCS 1.0-006. Able to project OCS information to the common operational picture and to inform the command’s knowledge management system. OCS 1.0-007. Able to deploy an OMI core element forward into the operational area to support contingency operations when required. OCS 1.0-008. Able to integrate OCS into CCMD and Service Component training. OCS 1.0-009. Able to collect and enter OCS related observations, insights and lessons learned into JLLIS. OCS 1.0-010. Able to facilitate command engagement with regional service industry providers.

  37. Comments? Guidance

  38. Back Ups

  39. Joint Concept Development—Draft CJCSM 3010 JCD&E GO/FO Approval JCB Brief / JROC Approval Nov. 8, 2011 LOE/ Experi-mentation v.0.5 JSAP Staffing JROC Approval v.0.9 JCB Approval Brief Once approved for development, a concept proposal follows the development process of OPSDEPS Reviews, Experimentation, Red Teaming, and GO/FO Staffing, culminating in a final review by the JCS Tank and signature by the Chairman.

  40. Baseline Assessment Methodology

  41. CBA User’s Guide Thoughts Page 59. In any case, introducing a transformational capability will meet with considerable resistance, as they are by their nature at odds with the status quo. For example, the introduction of mechanized ground forces made horse cavalry irrelevant, but the members of that community did not give up their existence without a fight. If you uncover a fundamental weakness that a game-changing capability could solve, you will face reflexive and ferocious opposition from whatever horse cavalry is threatened by your proposals, as well as (justifiable) skepticism from everyone else. So, if you are going to propose a pursuing such a capability, plan on a fight. Think through who will be opposed and why, and formulate a good defense. Do not underestimate the ability of the bureaucracy to make a good idea so painful that even its originator is relieved to see it die.

  42. Concept Developer Participants Enforcers. Monitor your concept and report to their organizations if it appears the CBA supports or refutes any of their organizations’ equities Saboteurs. Directed to slow down your concept so that it doesn’t interfere with initiatives being promoted by their organizations Zealots. Waging personal campaigns to cure certain areas they believe to be defective in DoD, and view your concept as a means to those ends Bloviators. Provide long philosophical speeches that may or may not make any sense, but prevent your meetings from accomplishing anything Potted Plants. Attending meetings because their organization has no idea what else to do with them Conspiracy Theorists. Convinced that your assessment is a cover story for a secret plot to destroy their interests War profiteers. Attend your meetings to as a means to generate work for their organizations Evaders. Directed to ensure that your concept doesn’t result in additional work for their organizations Professionals. Forthright and competent individuals who want to get you relevant information and useful advice that will help you succeed. Capabilities-Based Assessment (CBA) User’s Guide Version 3, March 2009

  43. OCS Joint Concept ProposalAs-Is Process As-Is NATO Comptroller US Govt OSD/ DPAP OSD/ CAPE Svc 8’s Services JFC Financial & Resource Management Contracting Authority (HCA) MN IA

  44. OCS Joint Concept Proposal:As-Is vs. To-Be To-Be As-Is JFC Unified Sourcing Entity Financial & Resource Management Contracting Authority (HCA) MN IA Unity of Effort via Unity of Command

  45. As Is Business Processes Silos Performance Measure Governance Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Fiscal Law, PBF, Accounting Resource MNGT DoD FMR DoD 7000 Fund Requirements Services/Components COCOM JFC Agencies Requiring Activity Title X Mission DFARS DoDD 5000 Systems Theater/Contingency Contracting External Contract Contractor PWS, SOW, SPOT, UCMJ, GFS, Contract Timelines Contract Development 2-15 Weeks Contract Execution/ Administration Requirements Determination 4- 25 Weeks Profit Close Out

  46. Unified Sourcing Entity What USE does: Integrates and Synchronizes all process: Planning OCS & FM for all Phases Requirements determination Prioritization Contracting/acquisition Funding and Resource Mngt Construction Contract Management Contract Closeout Reconciliation of Resources expended with measured effects Accountability Assess Effects of OCS and FM Measurements: $ spent $ spent on specific lines of effort $ spent for contractors $ spent in geographic area $ spent over time Money Trail Forecast spend plan Finance Mission Effects Success Resource MNGT Unified Sourcing Entity JFC Requiring Activity What Use Provides JFC: Single OCS and FM POC Common Priorities and Purpose Common Operating Picture Align contracting, resource management with operations Single Sourcing Entity Ability to measure effects Unity of Effort through Unity of Command Accountability of Resources expended Decreased WFA Contracting Contractor

  47. To Be Effects Based OCS DRAFT Governance Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Unified Sourcing Entity Fiscal Law, PBF, Accounting Resource MNGT DoD FMR DoD 7000 Fund Requirements JFC Services/Components COCOM JFC Agencies Requiring Activity Title 10 Mission Effects/ Success DFARS DoDD 5000 Systems Theater/Contingency Contracting External Contract Contractor PWS, SOW, SPOT, UCMJ, GFS, Profit Contract Timelines Contract Development 2-15 Weeks Contract Execution/ Administration Requirements Determination 4- 25 Weeks Close Out

  48. To Be Effects Based OCS Process Governance Performance Measure Vendor Payment, Money Trail, EFT, Currency Funds Accountable Finance Fund Requirements Fiscal Law, PBF, Accounting Resource MNGT DoD FMR DoD 7000 Unified Sourcing Entity Service Components GCC JFC Agencies/Other Requiring Activity Title 10 Mission Effects Success Systems Theater/Contingency Contracting DFARS DoDD 5000 Contract External PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Profit Supplies & Services Contract Timelines Faster Contract Development 2-15 Weeks Contract Execution/ Administration Requirements Determination 4- 25 Weeks Close Out

  49. Synchronizing Processes with Mission Governance Ungrouped Performance Measure Vendor Payment, Money Trail, EFT, Currency Funds Accountable Finance Fund Requirements Fiscal Law, PBF, Accounting Resource MNGT DoD FMR DoD 7000 Unified Sourcing Entity JFC Service Components GCC JFC Agencies/Other Requiring Activity Title 10 Mission Effects Success Systems Theater/Contingency Contracting DFARS DoDD 5000 Contract External PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Profit Supplies & Services Contract Timelines Faster Contract Development 2-15 Weeks Contract Execution/ Administration Requirements Determination 4- 25 Weeks Close Out

  50. General Mission Oversight As Is OCS & Contracting Process JARB/ARB JFC/ ARFOR Contract Management Acquisition Ready Requirement Packet development & approval Requiring Activity Award Fee Board COR Monitoring COR Acceptance Funding Resource Manager/ G-8 Legal Finance Spt Tm OCS Team Members Payment Contracting Officer Invoice Solicitation, Source Selection, Award Close out C Contractor Performance / Deliveries Contractor Planning Initial In-theater “Delivered Support” Synchronized with “Mission Task” Required steps Army GTA Situational dependent steps