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OMI Demonstration with USPACOM

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1 OMI Demonstration with USPACOM
OCS Mission Integrator (OMI) Demonstration Working Draft Joint Force 2020 OCS Joint Concept OMI Demonstration with USPACOM 26 August 2014 Brandon Cholek, CTR JS J4 OCSSD (757) As of Aug 14

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 As of Aug 14 2 2

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 As of Aug 14

4 Joint Concepts TRANSITION RESEARCH WRITE EVALUATE
12/19/2011 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 Joint concept development is leader-centric and idea-focused; requires senior leader involvement to ensure joint concepts reflect the DoD vision. The basic criterion for a new concept is the diagnosed existence of a current or future real-world challenge that is compelling, for which existing doctrinal approaches are deemed nonexistent, incomplete or inadequate. Concepts will be clearly distinguishable from current doctrine—not rehashing doctrine, but proposing an alternative to existing doctrine. Concepts will be subjected to validation through a variety of methods including formal experimentation, practical experience, analysis, and professional debate. If validated, concepts will be transitioned (expeditiously??) to doctrine. Joint concepts are grounded in history, supplemented by current lessons learned, and focused on the future. leader-centric and idea-focused Reflects DoD vision Through formal experimentation, practical experience, analysis, & professional debate EVALUATE TRANSITION Validated DOTMLPF and Policy recommendations As of Aug 14

5 Current and Future OCS Efforts
OCS ICD OCS CONOPS/CBA Gaps POM’d &Satisfied Reformation: 1-7 Year View Ongoing efforts & OCS Action Plan Institutionalizes OCS Transformation: 8-20 Year View Joint Concept for Logistics: Appendix H: OCS Initiate OCS JC Proposal Experiment JCIDS Process Reform the improvement or amendment of what is wrong, corrupt, unsatisfactory, etc.: social reform; spelling reform. to change to a better state, form, etc.; improve by alteration, substitution, abolition, etc. The focus of the current and near term Service and Joint OCS efforts are to implement cross spectrum DOTLMPF-P changes and improvements that will result in institutionalizing OCS across the DoD enterprise. Our supposition is that these much needed efforts, and mandated by Congress, will result in incremental changes that will improve the OCS processes, but fundamentally will not drastically change the way, shape or functions of how OCS is accomplished today and will not be responsive enough for delivering INTEGRATED contracted supplies and services, as well as effects to the JF 2020. Transformation and concept development on the other hand, guides change by motivating experimentation and exploring new operating methods and capabilities, eventually resulting in changes in DOTMLPF and policy. Concepts are written to solve compelling, real-world challenges, current or envisioned, for which existing doctrinal approaches and joint capabilities are deemed nonexistent, incomplete, or inadequate. The OCS JC seeks to operationalize OCS --- delivering supplies and services as well as achieving operational effects in the future operating environment. Transform 1. to change in form, appearance, or structure; metamorphose. 2. to change in condition, nature, or character; convert. 3. to undergo a change in form, appearance, or character; become transformed. Develop OCS JC DCRs Transition JF 2020 FY08-10 FY11 FY13 FY14 FY15 FY16 FY17 FY18 FY12 OCS JC Operationalizes OCS for JF 2020 As of Aug 14

6 Operational Contract Support Joint Concept Many iterations……8 months
Military Need Scope 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 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 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. The military need statement was refined over a period of several months by the transformation working group and was approved in JROCM , sign in November of last year. Need: To address the challenge of OCS, we need to be able to rapidly integrate the capabilities of contracted partners to support globally integrated operations. Contributing to this challenge is to bridge the separate, and distinct authorities – operational command and contracting. OCS for JF 2020 must be able to integrate and synchronize operational and contracting authorities, simplify and streamline complex contracting processes at the speed of operations, improve the requirements determination process, and ultimately increase accountability and responsiveness of the contracting efforts. Scope: see bullets Central Idea: Our vision is for contracted support become a fully interdependent capability for JF Recognizing that contractors are part of the Total Force, contractors bring enormous resources and capabilities, as well as challenges, that our leaders will have to become comfortable with on a routine basis. We will not conduct military operations without contracted support, to some degree. To achieve this vision will require a cultural shift on we plan, view and account for contracted support. OPR: Joint Staff, J4, Justification: 2012 Defense Strategic Guidance 2011 National Military Strategy JROCM , 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 As of Aug 14

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 As of Aug 14

8 Indicators of the Problem
12/19/2011 Indicators of the Problem Defense Science Board Report, 2005 Defense acquisition is: encumbered … top-heavy, risk-averse, too much bureaucracy, highly centralized The Services apply the FAR differently… varying contracting thresholds Dr. Gansler Report, 2007 Joint Concept For Logistics 2010 Commission on Wartime Contracting, 2011 Estimated $31B - $61B lost to waste, fraud, and abuse Numerous reports, studies and investigations attest to the gaps cited in these indicators of the problem…….. The collective findings and recommendations of the investigations revealed cumbersome acquisition processes and a lack of trained and experienced contracting and non-acquisition personnel, necessary to properly plan for, oversee and execute contracts effectively and efficiently in an expeditionary environment. Poor planning, lack of management, misunderstood contracting processes, and inadequate oversight combined to undermine the effectiveness of contracting in the operational areas and raised question over DoD’s stewardship of taxpayers’ dollars. (BAR v3) OCS policy, doctrine and processes are immature and must rapidly evolve and respond to warfighter demands As of Aug 14

9 Shaping OCS JC Transformational Ideas
12/19/2011 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 SECDEF Memo “The time is now–while the lessons learned from recent operations are fresh–to institutionalize the changes necessary to influence a cultural shift in how we view, account, and plan for contracted….support in the contingency environment.” - Robert Gates, Secretary of Defense SecDef Memo, 24 January 2011 Recent experience and hard lessons learned from more than a decade of continuous combat operations indicate the effects of contracting and the money trail infused into the joint operational area are as important as the supplies and services contractors provide. Such effects are non-kinetic and may apply during all six phases of operations and involve non-DoD organizations as well other partners. Early in the central Idea development stage of the concept the team explored several transformational approaches to link contracting, budget and command authorities under the GCC. While some of this proved too sensitive a Title X issue, the team looks at other aspects that could produce transformational change without infringing on Title X. While OCS is primarily a joint concern, the contracting and budget/finance functions and authorities reside with the Services and the Agencies. Based on our research, we found several transformative ideas that helped shape our concept development efforts. Among these ideas include: DSB Joint Task Force Report ”Enabling Joint Force Capabilities “ Only the Combatant Commands have operational requirements, and their near- and long-term requirements must drive DoD resource allocation and acquisition decisions and policies. Recommended building capacities in the COCOMs to enable a stronger role in resource allocation. DSB Report Improvements to Services Contracting, recommended granting limited acquisition and contracting authority to the GCC. In addition to these reports, we incorporated ideas from Capstone Concept for Joint Operations, The Joint Logistics Concept and other concepts, Lessons Learned, as well other studies and think pieces advocating transformational approaches for addressing the future JF 2020 challenges. COWC Final Report, Transforming Wartime Contracting, recommended 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 CSIS Beyond Goldwater Reports where joint capability needs are not being met with Service centric processes, the Secretary must turn to joint processes and entities for their realization. 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 CCDRs have 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 As of Aug 14

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
12/19/2011 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 Capstone Concept for Joint Operations. “Characterized by increasing uncertainty, rapid change, profound complexity, and persistent conflict” As of Aug 14

12 23 Select Implications for Joint Force 2020
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 As of Aug 14 12 12

13 Contracted Support is a fully interdependent JF 2020 capability
12/19/2011 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 As the team worked to hone the Concept's central idea we reached consensus that the it had to recognize that the OCS solution had to establish OCS as critical capability for JF 202, solution elements would cover the broader DOTMLPF spectrum to solve the challenges exposed form 11 years of combat in the CENTCOM AOR . Command authorities and Title 10 had to be considered throughout but challenging Title 10 was not necessary. Where possible given predicted cost constraints, leveraging existing capabilities including information technology tools, systems or influence development of new tools and systems to deliver the capabilities envisioned in the concept was important. Ultimately the impact of our central idea’s solution would be to fully integrate and optimize the capabilities enabled by OCS to enable JF 2020 to achieve its operation objectives in the perceived future security environment. Develop enduring, scalable OCS Lead Entity Achieve more responsive, accelerated, and integrated OCS Enable unity of effort for the JFC’s across full range of military operations Fuses OCS, financial capabilities (contract related), and special programs (Commander Emergency Response Programs (CERP) like) Fully integrate and synchronize OCS with current joint operations. Optimizes enabling capabilities of OCS & FM for JFC to effectively and efficiently source contracted services, supplies, and minor construction Achieve greater mission focus and increased accountability OCS integrated into the Common Operational Picture Fully integrated sourcing system, with greater self-synchronization and precision Establish effective measures & standards w/ increased flexibility and the appropriate authorities Track, measure, and report contracted support dollars, and operational effects at all stages of planning and execution Leverage Existing Capabilities Contracted Support is a fully interdependent JF 2020 capability As of Aug 14

14 *2012 -- year for concept development See slides 42 – 52….iterations
OCS JC Project Framework* Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep Concept Development Transition Analysis Evaluation V0.5 V0.7 V0.9 Workshop # 3 GO/FO JSAP LOE Report CRM 1 V1.0 CRM 2 OCS FCIB LOG FCB, JROC, VCJCS Draft Plan Hot Wash Solutions FYs Oct/Nov/Dec V0.1 V0.3 Table Top Brandon Four lines of effort are required to develop a concept and to ultimately transition solutions to the warfighter. A concept in and of itself without transition partners and agents to implement solutions is just another good idea Starting from the Top line, the concept development milestones follow the outlined in the Joint Concept development manual, generally about a year, depending on how mature the idea is and level of support and participation…….. Our concept was an extremely immature idea that originally….. * year for concept development See slides 42 – 52….iterations Legend ConceptVersion Major Brief JSAP Red Team Data Collection Analysis Plan Writing Workshop Final Report Hot Wash Experiment Adjudication Comment Review Matrix As of Aug 14

15 18 Months and 10 iterations for the Solution framework
Approved OCS Solution Framework 18 Months and 10 iterations for the Solution framework Joint Force 2020 The JS J4 is excited about this opportunity to partner with USPACOM and DPAP to conduct this demonstration to transition a conceptual solution to the warfighter in an operational setting. The recently approved OCS Joint Concept posits a full spectrum DOTMLPF solution framework to make contracted support more responsive and accountable to Joint Force 2020 The OCS Mission Integrator is the centerpiece of that framework to operationalize OCS for the joint warfighter Institutionalize OCS across the DOTMLPF-P force development processes to optimize contracted support for Joint Force 2020 As of Aug 14

16 12/19/2011 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. As of Aug 14

17 OCS Joint Concept Transition
Warfighter Solutions & Force Development Transition Plan Concept Doctrine Organization Training Materiel Leadership & Education Personnel Idea Concepts solve compelling present and future military problems the joint force will face in the future security environment. Ultimately, validated solutions must be transitioned to the warfighter and institutionalized across the DOTMLPF capabilities spectrum. This demonstration transitions one of the OCS JC main ideas, the OCS Mission Integrator, or the OMI, to USPACOM to provide a warfighting enabling capability to better plan, integrate and manage contracted support. US PACOM has partnered with the JS J4 to develop and conduct experimentation on the joint concept and now wants to exercise the OMI in an operational environment. The OMI’s contributions will increase contracted support responsiveness and accountability, while increasing the commander’s range of capabilities from the Total Force and affording the joint force greater freedom of action. JROCM Assigned JS J4 to lead OCS JC Development JROCM Approved Concept and assigned JS J4 to lead implementation JROCM Approved Transition Plan As of Aug 14 17 17

18 The Impetus OCS Joint Concept Implementation JF 2020 OIF/OEF
As of Sep 13 OCS Joint Concept Implementation JF 2020 OIF/OEF OCS Action Plan JROCM OCS Joint Concept JROCM JROCM JP 4-10 Strategic Guidance Joint Proponent Theater Contracting Capability OCS Readiness Human Capital NDAA Rqmts OMI The OMI is just one of the capabilities we are attempting to realize across the DOTMLPF capability force development spectrum. The development of the OCS Joint Concept greatly benefitted from numerous DoD initiatives to improve OCS capabilities based on lessons learned in Iraq and Afghanistan, and from mandated congressional actions. It was always our position in developing the OCS concept that we would leverage these initiatives to resolve long standing OCS challenges as a bridge to address OCS in the future security environment. Most notably of these current actions is the OCS Action plan that addresses the 10 most critical gaps identified in the 2011 OCS Capabilities Based Analysis . We have partnered with the OCS Community of Practice to build a bridge to synergize current and future OCS efforts to ensure we meet the requirements for JF 2020. ACTION Plan informed by: NDAAs , 37 GAO Reports, Commission on Wartime Contracting, OCS ICD (JROCM ), Gansler Report, Defense Science Board Reports, Congressional Research Service Reports OCS JC shaped by: Capstone Concept for Joint Operations, OCS Joint Concept (JROCM ), National Military Strategy, Defense Strategic Guidance, Joint Concept for Logistics, JROCM , Lessons Learned from OIF/OEF Combined Acton Plan: Managed by OCS Community of Interest via FCIB. OCS Joint Concept: OCS Mission Integrator, Joint Proponent, Manpower, Theater Contracting Capability Education and Training: Learning Framework (JPME, JOPEC, JKO Online, Joint Exercises); Chairman High Interest Training Issue Planning Factors: Create top 27 contracted services and primary LOGCAP services. Integrate into JOPES, CSOR, and cASM Knowledge Management: OCS Requirements validation and OCS COP The Impetus As of Aug 14

19 OCS JC Solution Pathways
Joint Proponents Principal Staff Assistant - OCS FCIB - DODD/I - OCS Governance Service CSA OMI Pilot w/ PACOM - DAWDF - SOPs - Handbook DOTmLPF-P DCRs as per JCIDS Manual, 19 Jan 12 & 22 Jun ch. OMI Pilot Program Partner – USPACOM? CONOPs & Handbook Designate OCS EA as DOTmLPF-P capability developer Requirements determination Materiel Requirements Champion Resourcing with Services and OSD Doctrine portfolio management LOE artifacts into OCS Lines of effort Training Exercises Leadership Education OCS Human Capital Strategy OCS Specialty (multi-discipline) Multi-tier certification OCS Action Plan Manpower Study DAWDF Additional Skill ID(s) Multi-disciplinary Specialty Human Cap Strtgy Certifications Culture Change NDAA 2013 OCS CDG J/PME OCS Learning Framework - TBC - CAD KOs contingency focused Manage risk; not at risk - Reach back - Training - CCMDs ID Reqs for LSC & JTSCC in PLANS – demand signal OCSJX 14, 15 UJTs DRRS Doctrine Portfolio Mngt OCSC (Army) JOPEC OCS COP OCS KM JCIDS Materiel CDD/CPD CBE Business and Ops Requirements Data elements As of Aug 14

20 So What – The OMI Operationalizes OCS
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 OMI operationalizes OCS by integrating Contracted Support (part of the Total Force) capabilities with military operations Joint Force 2020 Strategic Defense Guidance and the Chairman’s vision for Joint Force 2020 make it clear that the future joint force must remain the most capable force in the world, despite constrained resources. The central idea of Joint Force 2020 is a globally postured Joint Force that 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 a d reform in different arrangements in time and space with significantly fluidity than today’s force. The Operational Contract Support Joint Concept posits a holistic, full spectrum DOTMLPF holistic vision for how contracted support from our mission partners in the Total Force, which include contactors, can be rapidly and effectively integrated into military operations. The OMI as one part of the solution outlined in the Joint Concept, provides the CCMD, joint task force, or Service Component the enduring capability to plan manage and integrate the capabilities of our contracted partners which will result increasing overall capabilities and affording the commander greater freedom of action. This demonstration of the OMI as envisioned in the OCS JC will operationalize OCS to the extent required for JF This time is now to make this investment to build capability for the future. As of Aug 14

21 Contractors on the Battlefield…costly and like herding cats—
JF 2020 needs the OCS Mission Integrator to optimize contracted support. Herding contractors of the battlefield proved to be as challenging as herding cats. Our forces were not adequately trained or resourced to oversee the scale and complexity for effectively integrating contracting and managing contractors. Clearly we need a plan to do better to support JF 2020. Numerous reports, studies and investigations attest to the gaps cited in these indicators of the problem……..next slide Contractors on the Battlefield…costly and like herding cats— if not planned, integrated into operations and managed As of Mar 14

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 As of Aug 14 22 22

23 Stakeholder Benefits– What’s in it for us
As of Sep 13 Stakeholder Benefits– What’s in it for us DoD Joint Staff 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 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 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 warfighting functions Provides joint warfighter enabling capability Spans current operations, future operations, and future planning OCS integrated across B2C2WGs Complete plans IAW DODI standards Increase capabilities and freedom of action BLUF The Demonstration will contribute to Operationalizing OCS for PACOM now, other CCMDs in the near future and for JF 2020 in the future. For DOD, the Demo is consistent with the mandate to improve trainining and the acquisition workforce through training and greater depth of experience. OMI will include acquisition professionals and interaction with contracting organizations and users. This demonstration will contribute to fully integrating contracted support as a force multiplier, much more so than we do today. For the Joint Staff, This concept supports the Capstone Concept for Joint Operations (CCJO) whereby Joint Force elements, globally postured, combine quickly with each other and mission partners to integrate capabilities fluidly across domains, echelons, geographic boundaries and organizational affiliations. Integrating OCS into exercises facilitates integration of Total Force partner capabilities into military operations. Interaction with USPACOM will be critical for informing ongoing OCS training, leadership and education, exercises and planning of lines of effort spanning the force development processes. The holistic OCS vision outlined in the concept will facilitate the cultural shift on how the joint force views, plans and accounts for contracted support. CCMDs and JTF, Support PACOM as the DoD’s main effort for the future, recognizes this opportunity to test this new capability solution element in a real-world, operational setting within their unique and dynamic AOR. The OMI demonstration allows PACOM to achieve synergy across the staff within the headquarters, and to create unity of effort with subordinate commands and supporting agencies. For the first time, they can effectively plan and manage OCS efforts spanning the overlapping timeframes of current operations, future operations, and future planning. For the services it provides a capability to plan and rapidly integrate the capabilities of contracted partners (part of Total Force) resulting in increased responsiveness accountability. For this particular demonstration it is envisioned two of the OMI planners to work directly with the Service Components to ensure habitual, synergistic OCS with the CCMD. WIN, WIN for current and future OCS As of Aug 14

24 OMI Demo CONOPS See back up Slides 57 – 60 Phase 0 (Part A)
Aug – Nov ‘13 Shaping, Planning & Transition Agreement Secure DAWDF funding Draft Approved Transition Agreement Phase 0 (Part B) Dec ‘13 – May ‘14 Finalize PWS, requirements, & RFP Develop Acquisition Strategy Let Contract(s) 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 Standards 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 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 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 Standards Results inform other OCS force development efforts Phase 0 (before contract performance period; two parts: A & B. Part A is planning and shaping the demonstration. The CONOPS will be finalized, PWS and cost estimates prepared and commitment for DAWDF funding secured. Critical to this phase is to complete a signed Transition Agreement identifying the scope, success criteria and the roles and responsibilities of each of the three major stakeholders. Part B. This phase will be a three-month acquisition effort to permit a 1 March start-up. Phase I is the startup phase for establishing the OMI capability at USPACOM, culminating with the successful completion of OCSJX 15. Intensive training period to enable the new cell develop their internal SOPs and processes to familiarize them with USPACOM’s AOR and establish effective relationships with the staff, components and other supporting agencies. The OMI staff will prepare OCS plans and annexes for CONPLANS consistent with DODI Phases II signifies the transition from the OSCIC (NEW JP 4-10)capability to the more capable, OMI as described in the OCS JC. The OMI must demonstrate proficiency in the essential capabilities and supporting tasks outlined in the concept and be viewed as value added by the CCMD for integrating contracted support, as part of the Total Force, into the CCMD’s concept of operations. The OMI participates in both OCS JX 16 and into PACOM major exercise schedule Phase III concludes the demo when the OMI contracted team is transitioned into an enduring PACOM capability, completed a full cycle of OPLAN/CONPLAN development, participated in multiple OCS JXs and other PACOM exercises, and potentially supported or participated in actual operations. The OMI also will be capable of forward deploying a small forward element into a JOA to support a JTF in either an exercise or actual operation(s). Additionally USPACOM will determine the manpower requirements and methodology to transition the OMI from a “cell” to a larger “center” when mission requirements dictate. The end result is PACOM leaders, staff elements, contracting organizations and units recognize the OMI’s capabilities to increase contracted support responsiveness and accountability. Thus, OCS is a fully interdependent capability of the CCDM. 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 The purpose of the Transition Agreement is to serve as a charter amongst the project stakeholders to identify commitments, end states, roles and responsibilities, success criteria, and funding. The JS J4 will lead this effort to draft and staff the document, with the expectation each stakeholder will designate an action officer to coordinate actions throughout the three year demonstration period. As of Aug 14

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 As of Aug 14

27 Operations/Training/
USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE # Phase 1 thru 5 Staffing Model--CCMD Phase 0 thru 5 OMI Demonstration Staffing Additions 01 06/GS OCS Div Chief PACOM fill from existing military staff 02 05 /GS Plans Branch Chf (ASI3C) Demonstration Staff (KTR) 03 04/GS Dep Plans Br Chf (ASI3C) Demonstration Staff (KTR)¹ 04 04/GS Plans Off (51C/1102/KO Qual) JCASO Equivalent Fill 05 E-7 Plans NCO (ASI3C) 06 05/GS Ops Br Chf (ASI3C) 07 04 Ops Off 08 03 Ops Off (ASI3C) 09 E-8 Ops NCO (ASI3C) Not needed for demonstration 10 LNO (to Ops or LOG) (ASI3C) 11 04 /GS Analyst w/ PMO trng 12 CW1 or E-6 Network Operator (OCS Sys) 13 E-7 Data Mngr (OCS Sys) TOTAL KTR ADD for OMI Demonstration Staff 6 KTRS Added Div Chief Status of GS Term OMI Chief TBD Plans Operations/Training/ Exercises Knowledge Mngt (Analysis/ Automation) DRAFT As of Aug 14 27

28 JS J4 OCSSD Support to OMI STAFFING ESTIMATE
# Position Person FTE Est² (years 1 & 3) FTE Est² (year 2) Trips/Yr¹ 01 06 OCSSD Div Chief JS J4 OCSSD fill from existing military staff 10% 2 02 Project Mgt Clark Driscoll 20% 30% 03 Planning Support Lew Sigmon 04 Training Support Courtney Turner 05 OMI Integration & Transformation Brandon Cholek 80% 100% 3 Total 1.4 KTR FTEs 1.9 KTR FTEs OCSSD Div Chief Planning Support Training/ Concept Support 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 As of Aug 14 28

29 End of Demo – Is USPACOM willing to establish an enduring OMI?
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? As of Aug 14

30 Work in progress – ideas for PACOM J46
Potential Measures Ideas Contract Integration Contractor Management 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 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 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 As of Aug 14

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 As of Aug 14

32 As of Sep 13 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 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 The OMI demo will have immediate and future benefits. In the near term, the OMI will enable USPACOM to plan and integrate OCS capabilities from all its ToTal Force partners into military operations. Integrating OCS across the join functions and spanning all operational phases increases the joint force's capabilities and freedom of action. DoD and the JOINT force will benefit by expanding OCS and acquisition training into stand alone OCS as well as major CCMD exercises. The observations, insights and lessons garnered in the exercises, and highly probable -- actual operations, will inform and shape requirements for future DOTMLPF force development processes that will facilitate how the Joint Force 2020 views, plans and accounts for contract support. By investing now into the OMI demo, we are investing in the future to realize OCS as an interdependent capability of JF 2020. As of Aug 14

33 Common OCS Tasks – OMI vs OCSIC
Lead OCS planning and integration across staff, steady state, theater campaign plans, operations and exercises Primarily phase 0, IV, V All phases and participates in current ops, future ops and future plans across the joint functions; reach capability to components Provide OCS-related advice to CDR and Staff Reactive, limited bandwidth, ad hoc arrangement; planners not part of CCMD Proactive, established relationships and processes, trust and confidence; integrated into battle rhythm and CDRs decision cycle OCS related policies & guidance coordinated, documented and executed Complex, large ops will consume limited cell personnel; reach back to JCASO and DPAP, PS Focus area/duty for one of the OMI staff Establish and maintain OCS COP No personnel qualified to conduct data mining and analysis PM, ORSA and IT skills to collect, analyze and integrate essential data elements from authoritative sources for holistic solutions to complex problems; provide input to KM and ops COP (the real COP) Establish and run OCS working Groups; participate in B2C2WGs Limited participation, Separate plans and ops sections to participate and lead B2C2WGs Coordinate interorganizational OCS matters Needs augmentation Coordinate Theater Business Clearance and Contract Administration Delegation Plan/coordinate preapproved authorities and processes by focus area/duty for one of the OMI staff As of Aug 14

34 Common OCS Tasks – OMI vs OCSIC
Secretariat and participate in OCS related boards Full time position during ops at expense of planning, ops, Secretariat and participate in OCS related boards; implement automated and virtual forums; conducts independent analysis of requirements for consistency to CDR intent, priorities of effort and support and makes recommendations to board. Examines opportunities and efficiencies for theater-wide/JOA common goods and services Conduct OCS Analysis of the operational environment and provide input to the J2 JIPOE Conducted ad hoc Maintains OCS aOE and Estimate Core competency Conduct OCS training with staff and components Limited bandwidth Has bandwidth to develop relationships with components to conduct common OCS training to pursue common OCS processes Conduct analysis during planning and ops for establishing or changing theater contracting organization structure Defers to supporting contracting organizations Ensures contracted capabilities, constraints, and risks are adequately integrated into plans and ops Limited B2C2WG participation; needs augmentation Trained in risk assessments and mitigation measures and part of CDRs assessment WG Monitor OCS, contracting, and corresponding financial mngt (FM) functions with joint ops Needs augmentation Has ORSA, PM, and IT skills sets to collect and analyze data and coordinate with FM as required. As of Aug 14

35 Common OCS Tasks – OMI vs OCSIC
Monitor OCS, contracting, and corresponding financial mngt (FM) functions with joint ops Needs augmentation Has ORSA, PM, and IT skills sets to collect and analyze data and coordinate with FM as required. Able to conduct OCS operational assessments to measure effectiveness of contracted support Need augmentation and training Focus area for Ops and analysis sections working as part of the CDRs assessment WG; develops metrics and corresponding collection plan Monitor trends in contracting, unintended consequences, and complexity of contracts being awarded relative to operations Dependent on contracting org and limited collection gathering Ops and analysis sections trained in multi-source collection from ops and contracting units and staffs Able to deploy an OMI (OCS-like capability) core element forward into operational area to support contingencies and exercises Dependent on JCASO MST OMI capable of split based ops and expanding from cell to center for large scale, complex ops Ensures OCS capabilities and processes are integrated into joint training and exercises Challenge to get complex, well thought out themes and storylines into initial planning conferences; often comes at expense of planning Training and exercises integral part of OMI functions and consistent with reinforcing train as we fight As of Aug 14

36 Transition to E, C, T Spreadsheets
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 Able to lead OCS planning and execution to integrate contracting and contractor management into joint operations. OCS Able to develop and manage command policies and procedures to validate and prioritize requirements determination for contracted support. OCS Able to serve as the JRRB secretariat, participate in contract related boards and other boards, bureaus, cells, centers and working groups. OCS Able to advise command and staff on OCS benefits, risks and mitigating strategies for employment of contracted support. OCS Able to conduct OCS operational assessments to measure effectiveness of contracted support in fulfilling operational objectives. OCS Able to project OCS information to the common operational picture and to inform the command’s knowledge management system. OCS Able to deploy an OMI core element forward into the operational area to support contingency operations when required. OCS Able to integrate OCS into CCMD and Service Component training. OCS Able to collect and enter OCS related observations, insights and lessons learned into JLLIS. OCS Able to facilitate command engagement with regional service industry providers. As of Aug 14

37 Comments? Guidance Brandon As of Aug 14

38 Back Ups As of Aug 14

39 Joint Concept Development—Draft CJCSM 3010
12/19/2011 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 v.0.9 JCB Approval Brief JROC Approval 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. As of Aug 14

40 Baseline Assessment Methodology
As of Aug 14

41 CBA User’s Guide Thoughts
Page 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. As of Aug 14

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 As of Jan 12

43 OCS Joint Concept Proposal As-Is Process
NATO Comptroller US Govt OSD/ DPAP OSD/ CAPE Svc 8’s Services JFC Financial & Resource Management Contracting Authority (HCA) MN IA As of Aug 14

44 As-Is OCS Joint Concept Proposal: As-Is vs. To-Be
JFC Unified Sourcing Entity Financial & Resource Management Contracting Authority (HCA) MN IA Unity of Effort via Unity of Command As of Aug 14

45 As Is Business Processes Silos
Performance Measure Governance Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting 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 Requirements Determination 4- 25 Weeks Development 2-15 Weeks Execution/ Administration Close Out Profit As of Aug 14

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 Unified Sourcing Entity Finance Contracting Contractor Resource MNGT Requiring Activity Mission Effects Success JFC 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 As of Aug 14

47 DRAFT To Be Effects Based OCS Finance Resource MNGT Unified Sourcing
Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Governance Requiring Activity Mission Effects/ Success Services/Components COCOM JFC Agencies Title 10 Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Unified Sourcing Entity Theater/Contingency Contracting Contract Systems External DFARS DoDD 5000 Contractor Profit PWS, SOW, SPOT, UCMJ, GFS, Contract Timelines Requirements Determination 4- 25 Weeks Development 2-15 Weeks Execution/ Administration Close Out As of Aug 14

48 To Be Effects Based OCS Process
Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Performance Measure Governance Requiring Activity Mission Effects Success Service Components GCC JFC Agencies/Other Title 10 Profit Contractor PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Supplies & Services Theater/Contingency Contracting Contract Systems External DFARS DoDD 5000 Unified Sourcing Entity Contract Timelines Requirements Determination 4- 25 Weeks Development 2-15 Weeks Execution/ Administration Close Out Faster As of Aug 14

49 JFC Synchronizing Processes with Mission Unified Sourcing Entity
Performance Measure Governance Requiring Activity Mission Effects Success Service Components GCC JFC Agencies/Other Title 10 Unified Sourcing Entity Ungrouped Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Fund Requirements Resource MNGT DoD FMR DoD 7000 Fiscal Law, PBF, Accounting JFC Systems Theater/Contingency Contracting DFARS DoDD 5000 Contract External PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Profit Supplies & Services Contract Timelines Requirements Determination 4- 25 Weeks Development 2-15 Weeks Execution/ Administration Close Out Faster As of Aug 14

50 As Is OCS & Contracting Process
General Mission Oversight C Requiring Activity Resource Manager/ G-8 Finance Spt Tm Contracting Officer Contractor Solicitation, Source Selection, Award Invoice Close out COR Monitoring Performance / Deliveries Acceptance Payment “Delivered Support” Synchronized with “Mission Task” Planning Initial In-theater Award Fee Board JFC/ ARFOR JARB/ARB Required steps Situational dependent steps Contract Management Legal OCS Team Members Funding Acquisition Ready Requirement Packet development & approval Contracting support is a teaming effort. Requiring activities (BCTs, Div, Corps, sustainment commands, etc.) are not just customers, they have a very important, and sometimes quite challenging, role to play as part of the contingency acquisition team. As with other sophisticated tools, contracting will help achieve the desired end only if employed with careful planning and coordination of effort. Key to the success is understanding the level of effort of the acquisition team and the time required – this chart should make sense to you by the end of the course. Army GTA As of Aug 14

51 OCS JC Solution OCS Mission Integrator …for JF 2020 Optimized OCS …
Supporting Elements DFARS Optimized OCS … DoD-wide OCS Executive Agent OCS Mission Integrator Theater Contingency Contracting Tom Refer to LOE brief or v0.3 EXSUM or Info paper for script Broad DOTMLPF-p Solution Implications Not a pure “Organizational and Materiel” solution Central Idea composed of: OCS Mission Integrator Executive Agent Theater Contingency Contracting Four Supporting Elements Networked OCS Leadership and Education Personnel Training …for JF 2020 Personnel Management Leader Development Training Network As of Aug 14

52 OCS JC Tiered Framework
12/19/2011 OCS JC Tiered Framework DoD-wide OCS Executive Agent Network Assurance/ Risk Mngt Enable JFC JFC GCC OCS Mission Integrator JF 2020 Enable JFC Theater Contracting and Organization Construct As of Aug 14

53 To Be Effects Based OCS Process
Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Performance Measure Governance Requiring Activity Mission Effects Success Service Components GCC JFC Agencies/Other Title 10 Profit Contractor PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Supplies & Services Theater/Contingency Contracting Contract Systems External DFARS DoDD 5000 Unified Sourcing Entity Contract Timelines Requirements Determination 4- 25 Weeks Development 2-15 Weeks Execution/ Administration Close Out Faster As of Aug 14

54 OCS Lead Entity DoD IA / MN NGO / PVO Unity of Effort
12/19/2011 OCS Lead Entity DoD IA / MN NGO / PVO Unity of Effort Coordinate and Collaborate Awareness and Visibility Deconflict FM/ RM OCS/ Contracting C2/OPS/Intel OCS Lead Entity Integrate and Synchronize As of Aug 14 54 54

55 As of Aug 14

56 OCS Joint Proponent Assessment Milestones
Form Assessment Team, Develop POAM, and Research, Component Capability, Competency Roles, Respon-sibilities & Authorities. Courses of Action, Component Socialization Analysis, CoA Selection, Component Willingness, Governance, JSAP Draft Implementation Plan, Recommendations, JSAP OCS FCIB Final Implement JUN JUL AUG SEP OCT NOV DEC JAN FEB -SEP Form Workgroup Assessment Objectives POAM Workshop 1, 2 Jun V0.1 Outline Workshop 2, 8 Jul Component OCS Capability Research V0.3 Workshop 3, 31 Jul Component Socialization Analysis Eval Criteria JP vs JPs resolution JP Roles, Respon- sibilities, Authorities FCIB Brf, 26 Aug Workshop 4, 17 Sep OCS Governance PSA Roles, Respon- sibilities, Authorities Component Willing- ness Assessment Recommendations DODD/I options Workshop 5, 23 Oct FCIB Brf, Nov ___ Assessment v.5 Develop Draft Implement Plan Workshop 6, 9 Dec Assessment v.7 (JSAP) Assessment v0.9 (JSAP) FCIB Brf, Feb Assessment v1.0 Develop Implementation Workshop 7, 11 Feb OCS Action Plan As of Aug 14

57 As of Aug 14

58 OCS Mission Integrator (OMI) Demonstration
As of Sep 13 OCS Mission Integrator (OMI) Demonstration 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 $2,854,218 Year 2, FYs $2,863,412 Year 3, FYs $2,775,490 Total - $8,493,120 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 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 Partners: JS J4 OCSSD – Concept Sponsor USPACOM (J46) – OMI Transition Agent DASD (DPAP) – Resource Sponsor This demonstration has multiple purposes by fulfilling OCS capability gaps for today’s force while paving the way for future OCS capabilities to support Joint Force 2020. Current ICD Gaps addressed: The DoD and joint force lack sufficient ability to leverage the full potential of OCS because of insufficient awareness and appreciation for the significance and complexity of OCS. (#1) The DoD and joint force lack the ability to fully integrate OCS into capability and task planning, operational assessments, force development, training and education, readiness reporting, lessons learned, and continuous process improvement. (#2) The Joint Force lacks sufficient leadership oversight and awareness to address risk, opportunities, resources, communications, transitions, improvements, and intercontingency issues associated with OCS. (#6) Transitions the conceptual idea of the OMI to a warfighting enabling capability to increase contracted support responsiveness and accountability to the joint warfighter. Second, this demonstration contributes to the DOD’s mandate to improve acquisition through training and continuous improvement in the qualifications and experience of both the acquisition workforce as well as non-acquisition personnel. Approximately $8M will be required to conduct the 3-year demonstration. This includes paying 6 contractors for the OMI, 1.4 to 1.9 FTE (year 2 only) technical support from the JS J4 and all travel. Note: $127K increase over orig. ROM estimate due to YR 2 decoupling OCSJX-16 lead with demo Key to this demo, is DPAP’s assessment that this demonstration increases training and experience of the acquisition workforce to justify committing Defense Acquisition Workforce Development Funds (DAWDF). Linking this demonstration with the OCS JX exercises can generate travel and exercise savings and cost avoidance And greatly enhances integrating OCS into CCMD exercises From the stakeholders perspectives, the Demonstration: Improves acquisition and non-acquisition work force training and experience Supports Joint Force 2020 vision Facilitates cultural shift on how the joint force views contracted support Provides warfighter enabling capability by integrating OCS across the joint functions spanning current operations, future operations, and future planning The end result of the demonstration is to show how the OMI as described in the OCS JC contributes to operationalizing OCS as a fully interdependent capability for JF 2020 FYSA …..Interdependence The purposeful reliance by one Service on another Service’s capabilities to maximize complementary and reinforcing effects of both; the degree of interdependence varying with specific circumstances. (JP 1) OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020 As of Aug 14

59 OMI Demo Phase 0 Part A- Shaping and Planning (August – November 2013)
Finalize CONOPS & roles-responsibilities for USPACOM, J4 and DPAP, Secure DAWDF Funding (DASD-DPAP) Draft and coordinate Transition Agreement Part B- Acquisition (December 2013 – May 2014) Develop Overall acquisition strategy Finalize PWS and RFP Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP Phase 0 is broken down into two parts: A & B. Part A is heavy on planning and shaping the demonstration. The CONOPS will be finalized, PWS and cost estimates prepared and commitment for DAWDF funding secured. Critical to this phase is to complete a signed Transition Agreement identifying the scope, success criteria and the roles and responsibilities of each of the three major stakeholders. Part B. This phase will be a three-month acquisition effort to determine the optimal contracting vehicle(s) to ensure contracts are awarded in time to permit a 1 March start-up. Success = Award two contracts: 1 each for PACOM (6 FTEs) and J (1.4 FTEs) GS 14/15 Term OMI Chief TBD As of Aug 14

60 OMI Demo Phase I Complete OCSJX 15 and Full Operational Capability of OCSIC PoP: June 2014 – May 2015 Complete OCSJX 15 and achieve FOC for OCS IC 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 Successfully complete OCSJX 15 and achieve FOC for OMI 30% CONPLANS to DODI Standards Phase I is the startup phase for establishing the OMI capability at USPACOM, culminating with the successful completion of OCSJX 15. USPACOM’s J46 will coordinate the OMI’s individual and collective training to ensure the new cell develops their internal SOPs and processes to familiarize them with USPACOM’s AOR and establish effective relationships with the staff, components and other supporting agencies. The OMI staff will prepare supporting OCS plans and annexes for CONPLANS consistent with DODI The JS J4 is in a supportive intermediary role to assist USPACOM by allocating spaces for the JOPEC and providing learning materials, planning tools and sharing of information accumulated over the last two years of concept development. DPAP will monitor the progress and annually assess whether the results of the demonstration are consistent with its goal to increase acquisition training and continuous improvement in the qualifications and experience set of the acquisition workforce. Success is achieved when the contractors are declared full operational capability (FOC) for an OCSIC as described in JP 4-10 and the JOPEC at the conclusion of the OCSJX-15. For the purpose of the demonstration, full operational capability (FOC) of the OCSIC equates to initial operational capability (IOC) of the OMI. Success = OMI participates in OCSJX 15 and achieves OCSIC Full Operational Capability As of Aug 14

61 OMI Demo Phase II OMI Full Operational Capability (FOC) and OCSJX-16
PoP: June 2015 – May 2016 Transition from OCSIC to OMI OMI able to demonstrate proficiency in essential capabilities and tasks Successfully integrated into USPACOM B2C2WG structure OMI’s involvement in OCSJX-16 milestone decision after OCSJX-15 80% CONPLANS to DODI Standards Start JDAL billets and POM actions to sustain/resource OMI Phases II signifies the transition from the OSCIC capability to the more capable, OMI as described in the OCS JC. The OMI must demonstrate proficiency in the essential capabilities and supporting tasks outlined in the concept and be viewed as value added by the CCMD for integrating contracted support, as part of the Total Force, into the CCMD’s concept of operations. USPACOM J46 will assess the proficiency of the OMI and its members, and measure the utility of the OMI’s contributions based upon meeting the action plan milestones. The OMI will complete its transition to FOC after completion of OCS JX 16 and will have demonstrated the OMI’s planning proficiency and interaction with contracting organizations and the CCMD’s staff in demanding simulated environments/conditions. Continued training, education and participation in Boards, Bureaus , Cells, centers and working groups (B2C2WGs) will increase the effectiveness of the OMI while expanding OCS knowledge across the command. It will be critical during this phase for USPACOM to begin the process to POM for and justify the manpower requirements to permanently staff the OMI following the demonstration. T his includes establishing the joint duty billets. The JS J4 OCSSD will monitor progress of the OMI transition and review observations to determine applicability and impact upon ongoing OCS DOTMLP force development efforts, such as the OCS Action Plan and OCS automation. DPAP will monitor the progress and monitor annual reports to assess whether the results of the demonstration are consistent with its mandate to increase acquisition training and continuous improvement in the qualifications and experience set of the acquisition workforce. Successful completion of phase II will have the OMI as an integral part of USPACOM’s B2C2WG structure, participated in OCS JX 16, and made significant contributions towards increasing OCS planning, contracting integration and contractor management into routine planning and operations Success = OMI FOC, participates in OCSJX 16 and has become fully integrated into USPACOM staff structure As of Aug 14

62 Success = OCS fully operationalized across USPACOM
OMI Demo Phase III OMI validation and transition to enduring capability PoP: June 2016 – May 2017 OMI is FOC 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 100% CONPLANS to DODI Standards OMI & OCS fully integrated into PACOM exercises Results inform other OCS force development efforts At the end of the demonstration the OMI contractor team will have transitioned to an enduring PACOM funded activity, completed a full cycle of OPLAN/CONPLAN development, participated in multiple OCS JXs and other PACOM exercises, and potentially supported or participated in actual operations, resulting in making measurable contributions across the CCMD such that leaders, staff elements, contracting organizations and units appreciate the OMI’s capabilities to increase contracted support responsiveness and accountability. The OMI also will be capable of forward deploying a small forward element into a JOA to support a JTF in either an exercise or actual operation(s). Additionally USPACOM will determine the manpower requirements and methodology to transition the OMI from a “cell” to a larger “center” when mission requirements dictate. JS J4, The J4will reevaluate the OMI essential capabilities and tasks developed during the original concept development effort and make changes accordingly to the OCS JC Transition Implementation Plan to shape requirement development for current and projected force development efforts across the DOTMLP spectrum and/or submit change requests. Based on the demonstration, The OCSSD will continue to identify OCS requirements and make factually based recommendations to advocate DOTMLPF solutions that fully operationalize OCS for JF 2020. DPAP will review OMI progress reports submitted over the duration of the program to assess if training and acquisition force development objectives were achieved. This determination will be useful as other CCMDs consider to POM for their own OMI cells and for developing resourcing strategies to develop DOD-wide OCS and acquisition capabilities across the joint force. Success of this phase and the demonstration ultimately will be determined by USPACOM’s assessment of whether the OMI achieved greater responsiveness and accountability of contracted support for the CCMD. Success = OCS fully operationalized across USPACOM As of Aug 14

63 OMI Demo ICW OCSJX-15 Will:
As of Sep 13 OCS OMI Demo and OCSJX-15 OMI Demo ICW OCSJX-15 Will: Improve the acquisition and non-acquisition workforce training and experience Aid in USPACOM’s effort to operationalize OCS Transition idea of the OCS OMI to an enabling capability Address OCS capability gaps to plan and integrate OCS into operations Exercise key aspects of an OCS Mission Integrator as part of the OCSJX-15 in a USPACOM scenario As of Aug 14

64 OMI KTR Positions 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 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 General Experience: 8 or more years of experience in the field of acquisition. SENIOR INFORMATION TECHNOLOGY SPECIALIST Education: A bachelor's or postgraduate degree General Experience: 6 years of experience performing the foregoing functions. At least 3 years of the foregoing total experience shall have been as a team leader or supervisor. As of Aug 14

65 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 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 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. As of Aug 14

66 Revised OCS Joint Concept POAM FY 12
12/19/2011 Revised OCS Joint Concept POAM FY 12 Key Events Oct 2011 Staff TOR to establish COI; Draft BAR (v.1); Establish Writing Team; Nov Writing Workshop 1; Distro BAR (v.1), JROCM OCS Planners Conf Dec Prospectus Refinement, Central Idea Development, BAR (v.2) Jan 2012 Interview & Roundtable Plan, Staff BAR v.2, Start Central Idea Development Feb Adjudicate CRM BAR v.2, DJ4 AZ Check, Workshop 2 (Outline v0.1), JS J7 JCW ` Coordination, Prep BAR v.3 Mar SME Coord, OCS LDRS Conf; Solutions development, Distro BAR v.3 Key Events APR SME interviews, Concept Outline v0.2, BAR & Central Idea Conf May SME Interviews, Draft experimentation design and analytical framework Jun Exp. Design & Analytical framework; Scenario(s) Development, Data collection and analysis plan, Traceability Matrix, IPC Event 1, Workshop 3 Jul MPC Event 1, Workshop 4, Draft v0.2 Aug FPC Event 1, Socialize Concept Sep Event 1, Red Team Prep, Event 1 Analysis, Concept revision (v0.3) Completed Working * Experiment and analytical framework lines of effort estimate; currently not yet resourced OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Event 1 IPC Event 1 MPC Event 1 FPC Event 1 TOR Prospectus Refine BAR v.2 BAR v.3 BAR & Central Idea Conf BAR v.1 Experiment Design & Analytical Framework Event 1 Analysis OCS Conf Concept Outline Concept Revision JROCM 148-11 WS 1 WS 2 Central & Support Ideas WS 3 WS 4 Roundtable OCS Conf Socialize Concept SME Interview Plan Coord. Interviews Conduct Interviews Prospectus Initial Concept Development – v0.1 v0.2 v0.3 As of Aug 14

67 Revised OCS Joint Concept POAM FY 13
12/19/2011 Revised OCS Joint Concept POAM FY 13 Key Events Oct 2012 RED Team, Revise v.3, Revise Exp & Analytical Framework, Experiment Scenario(s) Development, Transition Implementation Plan (TIP), Nov Event 2 Conf, LOG FCB Brief, Informal v.4 staffing Dec Event 2 FPC, CBA Study Plan Jan 2013 Event 2, Analysis, Experiment Quick Look Feb Experiment Report, Prep v0.5 for JSAP Mar JSAP v0.5 and CRM adjudications Apr JSAP v0.7 and CRM adjudications May Final CRM Conference Jun JCB Brief, OPS DEP Brief v0.9 Jul Tank Brief Aug CJCS Decision Sep Archive, Transition Completed Working * Experiment and analytical framework lines of effort estimate; currently not yet resourced OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Revise Experiment Design & Analytical Framework Event 2 PC Event 2 FPC Event 2 Exp. Report CJCS Decision JCB Approval JSAP Staffing (v.0.5) JSAP Staffing (v.0.7) Final CRM Conf Transition Log FCB IPR Sr Ldr Forum Tank Brief OPS DEP Brief Red Team 1 Archive CBA Study Plan Transition Plan v 1.0 v0.3 V0.4 V0.5 V0.7 V0.9 As of Aug 14


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