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UNCLASS Joint Force 2020 As of 231400 Aug 14 1 Brandon Cholek, CTR JS J4 OCSSD (757) 933-6010 OCS Mission Integrator (OMI) Demonstration.

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Presentation on theme: "UNCLASS Joint Force 2020 As of 231400 Aug 14 1 Brandon Cholek, CTR JS J4 OCSSD (757) 933-6010 OCS Mission Integrator (OMI) Demonstration."— Presentation transcript:

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2 UNCLASS Joint Force 2020 As of Aug 14 1 Brandon Cholek, CTR JS J4 OCSSD (757) OCS Mission Integrator (OMI) Demonstration

3 UNCLASSAgenda 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

4 UNCLASS As of Aug 14 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

5 UNCLASS As of Aug 14 4 RESEARCH WRITE EVALUATE TRANSITION 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 Validated DOTMLPF and Policy recommendations current or future real-world challenge that is compelling…existing doctrinal approaches deemed nonexistent, incomplete or inadequate Through formal experimentation, practical experience, analysis, & professional debate leader-centric and idea-focused Reflects DoD vision Joint Concepts

6 UNCLASS Current and Future OCS Efforts FY08-10FY11FY13FY14FY15FY16FY17FY18 FY12 OCS ICD OCS CONOPS/ CBA Gaps POM’d &Satisfied Reformation Reformation: 1-7 Year View Ongoing efforts & OCS Action Plan Institutionalizes OCS Transformation Transformation: 8-20 Year View Experim en t Develop OCS JC JCIDS Process Joint Concept for Logistics: Appendix H: OCS Initiate OCS JC Proposal DCRs OCS JC Operationalizes OCS for JF 2020 As of Aug 14 Transition 5 JF2020

7 UNCLASS Military Need Scope OPR and JustificationCentral Idea/Approach 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. 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. OPR: Joint Staff, J4, Justification: 2012 Defense Strategic Guidance 2011 National Military Strategy JROCM , 08 Nov Jan 2011 SecDef OCS Memo Capstone Concept for Joint Operations JF 2020 Joint Concept for Logistics Lessons learned from OIF and OEF Operational Contract Support Joint Concept 6 Applicable to CCMDs, JTFs and CSA Across the range of military operations All phases of operations Spans all joint functions timeframe DoD focused, initially As of Aug 14

8 UNCLASS 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

9 UNCLASS Indicators of the Problem The Services apply the FAR differently… varying contracting thresholds Dr. Gansler Report, 2007 Commission on Wartime Contracting, 2011 Estimated $31B - $61B lost to waste, fraud, and abuse Defense Science Board Report, 2005 Defense acquisition is: encumbered … top-heavy, risk-averse, too much bureaucracy, highly centralized Joint Concept For Logistics 2010 OCS policy, doctrine and processes are immature and must rapidly evolve and respond to warfighter demands As of Aug 14 8

10 UNCLASS Shaping OCS JC Transformational Ideas Grant limited acquisition and contracting authority to the GCC 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 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 Commission on Wartime Contracting Defense Science Board Center for Strategic and International Studies “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 9 As of Aug 14

11 UNCLASS 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? 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

12 UNCLASS 11 Blueprint for the Joint Force in 2020 Fiscal Constraints Reduced Uniformed Capacity Technology Advances Rapid Pace Agility Integrate partners capabilities Joint Interoperability/ Interdependence Future Operating Environment As of Aug 14

13 UNCLASS 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. 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 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 23 Select Implications for Joint Force 2020 Command and Control Intelligence Fires Movement and Maneuver Protection Sustainment Partnership Strategies As of Aug 14 12

14 UNCLASS 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 of Aug 14 Emerging OCS Themes for JF Contracted Support is a fully interdependent JF 2020 capability

15 UNCLASS OCS JC Project Framework* Legend Concept Version Major Brief JSAP Red Team Data Collection Analysis Plan Writing Workshop Final Report Hot Wash Experiment Adjudication Comment Review Matrix 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 JSAP CRM 1 V1.0 CRM 2 OCS FCIB LOG FCB, JROC, VCJCS Draft Plan LOE Hot Wash Transition Solutions FYs LOE Analysis Oct/Nov/Dec V0.1 V0.3 Table Top Analysis As of Aug 14 14

16 UNCLASS 15 Approved OCS Solution Framework Joint Force 2020 As of Aug 14

17 UNCLASS As of Aug 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. JF 2020 OCS

18 UNCLASS OCS Joint Concept Transition As of Aug 14 JROCM Assigned JS J4 to lead OCS JC Development JROCM Approved Concept and assigned JS J4 to lead implementation implementation JROCM Approved Transition Plan Warfighter Solutions & ForceDevelopment Doctrine Organization Training Materiel Leadership & Education Personnel 17 TransitionPlan

19 OCS Joint Concept Implementation JF 2020 OIF/OEF The Impetus OCS Action Plan JROCM OCS Joint Concept Human Capital JP 4-10 Strategic Guidance OMI Joint Proponent Theater Contracting Capability NDAA RqmtsOCS Readiness 18 As of Aug 14 JROCM JROCM

20 OCS JC Solution Pathways OMI Pilot w/ PACOM - DAWDF - SOPs - Handbook 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 Manpower Study DAWDF Additional Skill ID(s) Multi-disciplinary Specialty Human Cap Strtgy Certifications Joint Proponents Principal Staff Assistant - OCS FCIB - DODD/I - OCS Governance Service CSA As of Aug OCS Action Plan

21 UNCLASS As of Aug 14 So What – The OMI Operationalizes OCS 20 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 OMI operationalizes OCS by integrating Contracted Support (part of the Total Force) capabilities with military operations

22 UNCLASS 21 JF 2020 needs the OCS Mission Integrator to optimize contracted support. As of Mar 14 Contractors on the Battlefield…costly and like herding cats— if not planned, integrated into operations and managed Contractors on the Battlefield…costly and like herding cats— if not planned, integrated into operations and managed

23 UNCLASS 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 As of Aug OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

24 UNCLASS As of Aug WIN, WIN for current and future OCS Stakeholder Benefits– What’s in it for us 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 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 DoD Joint Staff ServicesCombant Commands/JTF 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

25 UNCLASS 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 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 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 OMI Demo CONOPS Phase 0 (Part B) Dec ‘13 – May ‘14 Finalize PWS, requirements, & RFP Develop Acquisition Strategy Let Contract(s) 24 Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP, contract(s) let Success = OCS interdependent capability of USPACOM; OMI enduring capability Success = OMI participates in OCSJX 16, fully integrated into USPACOM staff structure and exercises Success = OMI participates in OCSJX 15 and achieves OCSIC FOC

26 UNCLASS As of Aug 14 Transition Agreement 25 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

27 UNCLASS As of Aug Stakeholder Responsibilities JS J4USPACOM 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

28 UNCLASS # Phase 1 thru 5 Staffing Model--CCMD Phase 0 thru 5 OMI Demonstration Staffing Additions 0106/GS OCS Div ChiefPACOM fill from existing military staff /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 05E-7 Plans NCO (ASI3C) Demonstration Staff (KTR)¹ 0605/GS Ops Br Chf (ASI3C) PACOM fill from existing military staff Ops Off (51C/1102/KO Qual) Demonstration Staff (KTR)¹ 0803 Ops Off (ASI3C) JCASO Equivalent Fill 09E-8 Ops NCO (ASI3C) Not needed for demonstration 10LNO (to Ops or LOG) (ASI3C) Demonstration Staff (KTR)¹ /GS Analyst w/ PMO trng Demonstration Staff (KTR) 12 CW1 or E-6 Network Operator (OCS Sys) Not needed for demonstration 13E-7 Data Mngr (OCS Sys)Not needed for demonstration TOTAL KTR ADD for OMIDemonstration Staff 6 KTRS Added ¹Temporarily assign as planners to Service Components or contracting organizations (CSB or A7K) as necessary Plans Operations/ Training/ Exercises Knowledge Mngt (Analysis/ Automation) Div Chief USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE As of Aug 14 27

29 UNCLASS #PositionPerson FTE Est² (years 1 & 3) FTE Est² (year 2) Trips/ Yr¹ OCSSD Div Chief JS J4 OCSSD fill from existing military staff 10% Project MgtClark Driscoll20%30% Planning SupportLew Sigmon20%30% Training SupportCourtney Turner20%30% OMI Integration & Transformation Brandon Cholek80%100%3 Total 1.4 KTR FTEs 1.9 KTR FTEs 1.4 KTR FTEs ¹Add 1 additional trip in year #1 ²Increase by 5-15% for year #2 Planning Support Training/ Concept Support OCSSD Div Chief JS J4 OCSSD Support to OMI STAFFING ESTIMATE 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 Current/projected transformation Workload not supportable, see slide 59

30 UNCLASS As of Aug 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)

31 UNCLASS As of Aug Potential Measures Ideas Contract Integration Other Contracting Support Contractor Management 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 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 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

32 UNCLASS As of Aug 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

33 UNCLASS Key Takeaways 32 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 o Supports acquisition training and expertise o Three-year demonstration period due to complete cycle time for planning, staffing and coordination o ROM of less than $8.5 M is an investment in JF 2020 o ROI through savings and/or cost avoidance and reduce waste, fraud and abuse Transition Agreement is the charter o Signatory partners ID success criteria and track o CONOPS is an Appendix Linked with OCSJX and CCMD Exercises Effective use of travel and exercise funds Spirals into CCMD exercises Strategic Messaging Opportunities o Real world enabling capability now o 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 As of Aug 14

34 33 OCSICOMI Lead OCS planning and integration across staff, steady state, theater campaign plans, operations and exercises Primarily phase 0, IV, VAll 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 StaffReactive, 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 COPNo 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 mattersNeeds augmentationFocus area/duty for one of the OMI staff Coordinate Theater Business Clearance and Contract Administration Delegation Needs augmentationPlan/coordinate preapproved authorities and processes by focus area/duty for one of the OMI staff Common OCS Tasks – OMI vs OCSIC As of Aug 14

35 34 OCSICOMI Secretariat and participate in OCS related boardsFull 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 hocMaintains OCS aOE and Estimate Core competency Conduct OCS training with staff and componentsLimited bandwidthHas 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 augmentationHas ORSA, PM, and IT skills sets to collect and analyze data and coordinate with FM as required. As of Aug 14 Common OCS Tasks – OMI vs OCSIC

36 35 OCSICOMI Monitor OCS, contracting, and corresponding financial mngt (FM) functions with joint ops Needs augmentationHas 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 Common OCS Tasks – OMI vs OCSIC

37 UNCLASS 36 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. OMI Essential Capabilities As of Aug 14

38 UNCLASSComments?Guidance As of Aug 14 37

39 UNCLASS Back Ups As of Aug 14 38

40 UNCLASS Joint Concept Development—Draft CJCSM 3010 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. LOE/ Experi- mentation v.0.5 JSAP Staffing JCB Brief / JROC Approval Nov. 8, 2011 JCD&E GO/FO Approval v.0.9 JCB Approval Brief JROC Approval 39 As of Aug 14

41 UNCLASS As of Aug Baseline Assessment Methodology

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

43 UNCLASS As of Jan 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. Concept Developer Participants Capabilities-Based Assessment (CBA) User’s Guide Version 3, March 2009

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

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

46 UNCLASS Vendor Payment, Money Trail, EFT, Currency Finance Performance Measure Funds Accountable Governance Theater/Contingency Contracting Contract Systems External DFARS DoDD 5000 Contract Timelines Requirements Determination Weeks Contract Development 2-15 Weeks Contract Execution/ Administration Close Out Profit Contractor PWS, SOW, SPOT, UCMJ, GFS, Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Requiring Activity Mission Services/Components COCOM JFC Agencies Title X As Is Business Processes Silos As of Aug 14 45

47 UNCLASS As of Aug UnifiedSourcingEntity 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 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 MissionEffectsSuccess Finance Contracting Contractor Resource MNGT Requiring Activity JFC

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

49 UNCLASS Contract Timelines Requirements Determination Weeks Contract Development 2-15 Weeks Contract Execution/ Administration Close Out To Be Effects Based OCS Process As of Aug Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Performance Measure GovernanceRequiring 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 Faster UnifiedSourcingEntity

50 UNCLASS Contract Timelines Requirements Determination Weeks Contract Development 2-15 Weeks Contract Execution/ Administration Close Out Synchronizing Processes with Mission As of Aug 14 Faster UnifiedSourcingEntity Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Performance Measure GovernanceRequiring 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 JFC 49 Ungrouped

51 UNCLASS 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 COR 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 Contractor As Is OCS & Contracting Process Army GTA 50 As of Aug 14

52 UNCLASS OCS JC Solution OCS Mission Integrator Theater Contingency Contracting DoD-wide OCS Executive Agent DFARS As of Aug 14 Personnel Management Optimized OCS … …for JF 2020 JF 2020 Leader Development Training Network 51

53 UNCLASS Assurance/ Risk Mngt Network Enable JFC JFC GCC OCS Mission Integrator JF2020 DoD-wide OCS Executive Agent Theater Contracting and Organization Construct OCS JC Tiered Framework As of Aug 14 52

54 UNCLASS Contract Timelines Requirements Determination Weeks Contract Development 2-15 Weeks Contract Execution/ Administration Close Out To Be Effects Based OCS Process As of Aug Faster UnifiedSourcingEntity Resource MNGT Fund Requirements DoD FMR DoD 7000 Fiscal Law, PBF, Accounting Vendor Payment, Money Trail, EFT, Currency Finance Funds Accountable Performance Measure GovernanceRequiring 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 JFC

55 UNCLASS 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 OCSLeadEntity Integrate and Synchronize As of Aug 14 54

56 UNCLASS As of Aug 14 55

57 UNCLASS As of Aug JUNJULAUGSEPOCTNOVDECJAN FEB - SEP  Component Socialization  Analysis  Eval Criteria  JP vs JPs resolution  JP Roles, Respon- sibilities, Authorities  FCIB Brf, 26 Aug  Workshop 4, 17 Sep  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  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 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 OCS Joint Proponent Assessment Milestones Roles, Respon- sibilities & Authorities. Courses of Action, Component Socialization Form Assessment Team, Develop POAM, and Research, Component Capability, Competency Analysis, CoA Selection, Component Willingness, Governance, JSAP OCS FCIB Final Implement Draft Implementation Plan, Recommendations, JSAP

58 UNCLASS As of Aug 14 57

59 UNCLASS 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 Partners: JS J4 OCSSD – Concept Sponsor USPACOM (J46) – OMI Transition Agent DASD (DPAP) – Resource Sponsor Scope: Address how CCMDS (USPACOM), joint task forces (JTFs), Service components, and subordinate commands can better integrate future OCS capabilities to achieve desired operational effects in the 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 As of Aug 14 OCS Mission Integrator (OMI) Demonstration 58 OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

60 UNCLASS As of Aug 14 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 59 Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP Success = Award two contracts: 1 each for PACOM (6 FTEs) and J4 (1.4 FTEs)

61 UNCLASS As of Aug 14 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 60 Success = OMI participates in OCSJX 15 and achieves OCSIC Full Operational Capability

62 UNCLASS As of Aug 14 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 61 Success = OMI FOC, participates in OCSJX 16 and has become fully integrated into USPACOM staff structure

63 UNCLASS As of Aug 14 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 62 Success = OCS fully operationalized across USPACOM

64 UNCLASS 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 OCS OMI Demo and OCSJX As of Aug 14

65 UNCLASS As of Aug PROGRAM MANAGER Education: M.S., M.A., or MBA degree. Basic Experience: Typically has more than 10 years of experience in managing large, complex multi-disciplinary projects in a task order environment. SENIOR LOGISTICS STRATEGIST Education: M.S., M.A., or MBA degree. General Experience: Typically has 13 or more years of experience in providing strategic planning across various functional areas for the Federal Government. Prefer SAMS, JAWS, SAASS, or SAW graduate. JUNIOR LOGISTICS STRATEGIST Education: B.A., B.S. or M.S., M.A., MBA degree General Experience: Typically has 8 or more years of experience in logistics and supply chain management. If candidate has B.A. or B.S. degree, 12 years direct experience in the logistics field is desired with 6 years’ experience planning for major plans or orders. SENIOR ACQUISITION SUBJECT MATTER EXPERT Education: B.A. or B.S. degree. General Experience: 12 or more years of experience in the field of acquisition. JUNIOR ACQUISITION SUBJECT MATTER EXPERT Education: B.A. or B.S. degree. General Experience: 8 or more years of experience in the field of acquisition. 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. OMI KTR Positions

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

67 UNCLASS Revised OCS Joint Concept POAM FY 12 Key Events Oct 2011Staff TOR to establish COI; Draft BAR (v.1); Establish Writing Team; NovWriting Workshop 1; Distro BAR (v.1), JROCM OCS Planners Conf DecProspectus Refinement, Central Idea Development, BAR (v.2) Jan 2012Interview & Roundtable Plan, Staff BAR v.2, Start Central Idea Development FebAdjudicate CRM BAR v.2, DJ4 AZ Check, Workshop 2 (Outline v0.1), JS J7 JCW ` Coordination, Prep BAR v.3 MarSME Coord, OCS LDRS Conf; Solutions development, Distro BAR v.3 Key Events APRSME interviews, Concept Outline v0.2, BAR & Central Idea Conf MaySME 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 AugFPC Event 1, Socialize Concept SepEvent 1, Red Team Prep, Event 1 Analysis, Concept revision (v0.3) OCTNOV Initial Concept Development – v0.1v0.3 DECJANFEBMARAPRJUNMAYJUL Event 1 IPC AUG BAR & Central Idea Conf TOR SEP Event 1 MPC BAR v.2 Concept Outline WS 3 SME Interview Plan WS 4 66 * Experiment and analytical framework lines of effort estimate; currently not yet resourced As of Aug 14 Prospectusv0.2 BAR v.3 Conduct Interviews Central & Support Ideas Experiment Design & Analytical Framework Event 1 FPC Event 1 OCS Conf Socialize Concept WS 2 Coord. Interviews Round table WS 1 Prosp ectus Refine JROCM BAR v.1 Completed Working Event 1 Analysis Concept Revision

68 UNCLASS Revised OCS Joint Concept POAM FY 13 Key Events Oct 2012RED Team, Revise v.3, Revise Exp & Analytical Framework, Experiment Scenario(s) Development, Transition Implementation Plan (TIP), NovEvent 2 Conf, LOG FCB Brief, Informal v.4 staffing DecEvent 2 FPC, CBA Study Plan Jan 2013Event 2, Analysis, Experiment Quick Look FebExperiment Report, Prep v0.5 for JSAP MarJSAP v0.5 and CRM adjudications AprJSAP v0.7 and CRM adjudications MayFinal CRM Conference Jun JCB Brief, OPS DEP Brief v0.9 Jul Tank Brief AugCJCS Decision SepArchive, Transition NOV V0.5 DECJANFEBMARAPRJUNMAYJULAUGSEP As of Aug 14 V0.4 Log FCB IPR JCB Approval JSAP Staffing (v.0.5) Sr Ldr Forum JSAP Staffing (v.0.7) Final CRM Conf Tank Brief Event 2 PC Event 2 FPC Event 2 CBA Study Plan Exp. Report OPS DEP Brief CJCS Decision Archive Transition V0.7 v 1.0 V OCT Red Team 1 Revise Experiment Design & Analytical Framework v0.3 Completed Working * Experiment and analytical framework lines of effort estimate; currently not yet resourced Transition Plan


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