UNCLASS OCS Mission Integrator (OMI) Demonstration Joint Force 2020 As of 231400 Aug 14 Brandon Cholek, CTR JS J4 OCSSD 1 (757) 933-6010 UNCLASS 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 231400 Aug 14 2 UNCLASS 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 231400 Aug 14 3 UNCLASS 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 RESEARCH current or future real-world challenge that is compelling…existing doctrinal approaches deemed nonexistent, incomplete or inadequate WRITE EVALUATE TRANSITION leader-centric and idea-focused Reflects DoD vision Through formal experimentation, practical experience, analysis, & professional debate Validated DOTMLPF and Policy recommendations 4 UNCLASS Current and Future OCS Efforts Reformation: 1-7 Year View OCS CONOPS/ CBA OCS ICD Gaps POM’d &Satisfied Ongoing efforts & OCS Action Plan Institutionalizes OCS Transformation: 8-20 Year View Joint Concept for Logistics: Appendix H: OCS FY08-10 Initiate OCS JC Proposal FY11 Experim ent Develop OCS JC FY12 FY13 JCIDS Process 2020-2030 DCRs Transition FY14 FY15 FY16 OCS JC Operationalizes OCS for JF 2020 As of 231400 Aug 14 FY17 JF FY18 2020 5 UNCLASS Operational Contract Support Joint Concept Military Need Joint Force 2020 needs OCS to be as responsive and reliable as military forces. The OCS challenge will be to enable the JFC to rapidly and seamlessly achieve joint operational effects while firmly affixing accountability of contracted resources. Central Idea/Approach Contracted support for military operations will be a fully interdependent capability of JF 2020. OCS will enable Total Force partners, including contractors, to rapidly integrate into JF 2020 operations, share resources, and to create capabilities. The interdependencies inherent in JF 2020 will require a cultural shift where joint commanders possess a greater understanding of the effects, responsiveness, management, and accountability associated with contracted support. As of 231400 Aug 14 Scope • Applicable to CCMDs, JTFs and CSA • Across the range of military operations • All phases of operations • Spans all joint functions • 2020-2030 timeframe • DoD focused, initially OPR and Justification OPR: Joint Staff, J4, 571.256.1003 Justification: • 2012 Defense Strategic Guidance • 2011 National Military Strategy • JROCM 148-11, 08 Nov 2011 • 24 Jan 2011 SecDef OCS Memo • Capstone Concept for Joint Operations JF 2020 • Joint Concept for Logistics • Lessons learned from OIF and OEF 6 UNCLASS 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 231400 Aug 14 7 UNCLASS Indicators of the Problem Defense Science Board Report, 2005 Defense acquisition is: encumbered … top-heavy, risk-averse, too much bureaucracy, highly centralized As of 231400 Aug 14 Dr. Gansler Report, 2007 The Services apply the FAR differently… varying contracting thresholds Joint Concept For Logistics 2010 Commission on Wartime Contracting, 2011 OCS policy, doctrine and processes are immature and must rapidly evolve and respond to warfighter demands Estimated $31B - $61B lost to waste, fraud, and abuse 8 UNCLASS Shaping OCS JC Transformational Ideas 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 Defense Science Board Grant limited acquisition and contracting authority to the GCC Commission on Wartime Contracting where joint capability needs are not being met with Service centric processes, the Secretary must turn to joint processes and entities for their realization Center for Strategic and International Studies 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 As of 231400 Augplan 14 for contracted….support in the contingency environment.” Sec Def 9 UNCLASS 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? UNCLASS 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 As of 231400 Aug 14 11 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. 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 As of 231400 Aug 14 23 Select Implications for Joint Force 2020 • Command and Control • Intelligence • Fires • Movement and Maneuver • Protection • Sustainment • Partnership Strategies 12 UNCLASS Emerging OCS Themes for JF 2020 • • • • • OCS is a critical enabling capability for JF 2020 Requires resources from Total Force partners, including contractors Increase Responsiveness and Accountability of contracted support Guide future DOTMLPF-P OCS capability development Solution must be multi-dimensional – No one “Silver Bullet” • • • • Focus on Unity of Effort … respect Service’s Title 10 Maintain separation of contracting and command authorities Repurpose/reorganize existing OCS capabilities Leverage existing, new or emerging tools & systems of record where they exist Contracted Support is a fully interdependent JF 2020 capability As of 231400 Aug 14 13 UNCLASS 2013 - OCS JC Project Framework* Oct/Nov/Dec Concept Development Apr/May/Jun Jan/Feb/Mar OCS V0.5 FCIB V0.3 V0.1 Workshop #3 Evaluation Table Top LOE V0.7 Hot Wash JSAP CRM 1 Jul/Aug/Sep V0.9 LOG V1.0 FCB, JROC, CRM 2 VCJCS GO/FO JSAP Analysis Analysis LOE LOE Analysis Report Transition Draft Plan Concept Version Legend Major Brief As of 231400 Aug 14 Writing Workshop JSAP Adjudication Comment Review Matrix Red Team Hot Wash Data Collection Analysis Plan Plan Transition Solutions FYs 14 - 16 Experiment Final Report 14 UNCLASS Approved OCS Solution Framework Joint Force 2020 15 As of 231400 Aug 14 UNCLASS 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 231400 Aug 14 16 UNCLASS OCS Joint Concept Transition Transition Plan Warfighter Solutions & Force Development Doctrine Organization Training Materiel Leadership & Education Personnel As of 231400 Aug 14 JROCM 148-11 Assigned JS J4 to lead OCS JC Development JROCM 159-13 Approved Concept and assigned JS J4 to lead implementation JROCM 060-14 Approved Transition Plan OCS Joint Concept Implementation JF 2020 OIF/OEF Theater Contracting Capability Joint Proponent Human Capital OCS Readiness NDAA Rqmts Strategic Guidance JP 4-10 OMI 159-13 OCS Joint Concept JROCM JROCM 060-14 OCS Action Plan JROCM 112-11 The Impetus As of 231400 Aug 14 18 OCS JC Solution Pathways Joint Proponents Service CSA Principal Staff - OCS FCIB Assistant - DODD/I - OCS Governance OMI Pilot w/ PACOM - DAWDF - SOPs - Handbook OCS Action Plan Manpower Study DAWDF Additional Skill ID(s) Multi-disciplinary Specialty Human Cap Strtgy Certifications As of 231400 Aug 14 Culture Change NDAA 2013 OCS CDG J/PME OCS Learning Framework 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 - TBC - CAD - KOs contingency focused - Manage risk; not at risk - Reach back - Training - CCMDs ID Reqs for LSC & JTSCC in PLANS – demand signal 19 UNCLASS 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 As of 231400 Aug 14 Joint Force 2020 20 UNCLASS JF 2020 needs the OCS Mission Integrator to optimize contracted support. Contractors on the Battlefield…costly and like herding cats— if not planned, integrated into operations and managed As of 131600 Mar 14 21 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 OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020 As of 231400 Aug 14 22 UNCLASS Stakeholder Benefits– What’s in it for us Joint Staff DoD • Improves acquisition training for both acquisition work force as well as non-acquisition personnel Acquisition personnel in operational positions Consistent with DOD Total Force management Common processes increasing efficiency and effectiveness Institutionalized OCS processes across OSD, JCS and Services • • • • • • • • • Combant Commands/JTF Services • • • • • • Provides joint warfighter enabling capability Spans current operations, future operations, and future planning OCS integrated across B2C2WGs Complete plans IAW DODI 3020.41 standards Increase capabilities and freedom of action 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 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 WIN, WIN for current and future OCS As of 231400 Aug 14 23 UNCLASS OMI Demo CONOPS Phase 0 (Part A) Phase 0 (Part B) • Aug – Nov ‘13 • Dec ‘13 – May ‘14 • Shaping, Planning & • Finalize PWS, Transition Agreement requirements, & RFP • Secure DAWDF funding • Develop Acquisition • Draft Approved Strategy Transition Agreement • Let Contract(s) Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP, contract(s) let Phase II - OMI FOC, Talisman Sabre, OCSJX 16 • Jun ‘15 – May ‘16 • OMI Proficient in essential capabilities and tasks • Successful integration into USPACOM B2C2WG • 80% CONPLANS to DODI 3020.41 Standards • Consider JDAL and POM actions Success = OMI participates in OCSJX 16, fully integrated into USPACOM staff structure and exercises Phase I – Lead OCSJX 15 & OCSIC FOC • Jun ‘14- May ’15 • Detailed POAM; Training intensive phase • Develop internal SOPs / establish working relations across PACOM Staff • Successfully complete OCS JX 15 • 30% CONPLANS to DODI 3020.41 Standards Success = OMI participates in OCSJX 15 and achieves OCSIC FOC Phase III – OMI validation, PACOM Exercise, OCSJX 17 and enduring capability • Jun ‘16 – May ‘17 • Enduring OMI –JDAL billets and POM actions complete –Transition from contractor demo to enduring cell –Capable of forward deployment –Expandable from cell to a center –Measureable improvements to contracted support responsiveness and accountability – 100% CONPLANS to DODI 3020.41 Standards –Results inform other OCS force development efforts Success = OCS interdependent capability of USPACOM; OMI enduring capability 24 UNCLASS 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 As of 231400 Aug 14 25 UNCLASS Stakeholder Responsibilities JS 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 USPACOM J4 • • • • • • • • • As of 231400 Aug 14 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 26 UNCLASS USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE Div Chief # 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 03 Plans Operations/ Training/ Exercises Knowledge Mngt (Analysis/ Automation) As of 231400 Aug 14 05 /GS Plans Branch Chf (ASI3C) 04/GS Dep Plans Br Chf (ASI3C) Demonstration Staff (KTR) Demonstration Staff (KTR)¹ 04 04/GS Plans Off (51C/1102/KO Qual) JCASO Equivalent Fill 05 E-7 Plans NCO (ASI3C) Demonstration Staff (KTR)¹ 06 05/GS Ops Br Chf (ASI3C) PACOM fill from existing military staff 07 04 Ops Off (51C/1102/KO Qual) Demonstration Staff (KTR)¹ 08 03 Ops Off (ASI3C) JCASO Equivalent Fill 09 E-8 Ops NCO (ASI3C) Not needed for demonstration 10 LNO (to Ops or LOG) (ASI3C) Demonstration Staff (KTR)¹ 11 04 /GS Analyst w/ PMO trng Demonstration Staff (KTR) 12 CW1 or E-6 Network Operator (OCS Sys) Not needed for demonstration 13 E-7 Data Mngr (OCS Sys) Not needed for demonstration TOTAL KTR ADD for OMI Demonstration Staff 6 KTRS Added ¹Temporarily assign as planners to Service Components or contracting organizations (CSB or A7K) as necessary 27 UNCLASS JS J4 OCSSD Support to OMI STAFFING ESTIMATE OCSSD Div Chief Planning Support Training/ Concept Support # Position Person FTE Est² (years 1 & 3) FTE Est² (year 2) 0 1 06 OCSSD Div Chief JS J4 OCSSD fill from existing military staff 10% 10% 2 0 2 Project Mgt Clark Driscoll 20% 30% 2 0 3 Planning Support Lew Sigmon 20% 30% 2 0 4 Training Support Courtney Turner 20% 30% 2 0 5 OMI Integration & Transformation Brandon Cholek 80% 100% 3 1.4 KTR FTEs 1.9 KTR FTEs 1.4 KTR FTEs Total Current/projected transformation Workload not supportable, see slide 59 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 231400 Aug 14 ¹Add 1 additional trip in year #1 ²Increase by 5-15% for year #2 Trips/ Yr¹ 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 28 UNCLASS 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) As of 231400 Aug 14 29 UNCLASS Potential Measures Ideas Contractor Management Contract Integration • JRRB process improvements • Speed, efficiency of requirements generation and determinations • Detailed, complete Annex Ws, aOEs, Estimates • Id requirements redundancies and inefficiencies • Measure/assess contracted support operational effectiveness • Assessment collection plan developed and executed • Effective integration into B2C2WG • OCS Knowledge Mngt & COP processes in place • # and range of membership participants 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 As of 231400 Aug 14 • • • • • • 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 Other • 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 30 UNCLASS 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 As of 231400 Aug 14 31 UNCLASS 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 o o o 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 o ROI through savings and/or cost avoidance and reduce waste, fraud and abuse • Transition Agreement is the charter o o Signatory partners ID success criteria and track CONOPS is an Appendix • Linked with OCSJX 15 -17 and CCMD Exercises • • Effective use of travel and exercise funds Spirals into CCMD exercises • Strategic Messaging Opportunities o o 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 As of 231400 Aug 14 32 Common OCS Tasks – OMI vs OCSIC OCSIC OMI 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 Focus area/duty for one of the OMI staff Coordinate Theater Business Clearance and Contract Administration Delegation Needs augmentation Plan/coordinate preapproved authorities and processes by focus area/duty for one of the OMI staff As of 231400 Aug 14 33 Common OCS Tasks – OMI vs OCSIC OCSIC OMI 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 231400 Aug 14 34 Common OCS Tasks – OMI vs OCSIC OCSIC OMI 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 231400 Aug 14 35 UNCLASS OMI Essential Capabilities OCS 1.0—OCS Mission Integrator Effect: OCS Mission Integrator is an enduring, scalable capability at Combatant Command and select Service Components responsible for operationalizing OCS throughout the area of responsibility. Coordinates OCS activities with the staff, Service Components, combat support agencies, interagency partners, nongovernmental organizations operating, and service industry representatives. OMI Capabilities: OCS 1.0-001. Able to lead OCS planning and execution to integrate contracting and contractor management into joint operations. OCS 1.0-002. Able to develop and manage command policies and procedures to validate and prioritize requirements determination for contracted support. OCS 1.0-003. Able to serve as the JRRB secretariat, participate in contract related boards and other boards, bureaus, cells, centers and working groups. OCS 1.0-004. Able to advise command and staff on OCS benefits, risks and mitigating strategies for employment of contracted support. OCS 1.0-005. Able to conduct OCS operational assessments to measure effectiveness of contracted support in fulfilling operational objectives. OCS 1.0-006. Able to project OCS information to the common operational picture and to inform the command’s knowledge management system. OCS 1.0-007. Able to deploy an OMI core element forward into the operational area to support contingency operations when required. OCS 1.0-008. Able to integrate OCS into CCMD and Service Component training. OCS 1.0-009. Able to collect and enter OCS related observations, insights and lessons learned into JLLIS. OCS 1.0-010. Able to facilitate command engagement with regional service industry providers. As of 231400 Aug 14 36 UNCLASS Comments? Guidance As of 231400 Aug 14 37 UNCLASS Back Ups As of 231400 Aug 14 38 UNCLASS Joint Concept Development—Draft CJCSM 3010 JCD&E GO/FO Approval LOE/ Experimentation v.0.9 JCB Approval Brief JCB Brief / JROC Approval Nov. 8, 2011 v.0.5 JSAP Staffing 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 231400 Aug 14 39 UNCLASS Baseline Assessment Methodology Operational Contract Support Joint Concept Insights, Assumptions, constraints deductions & opportunities OCS ICD Satisfied Literature review Existing Authorities & Current Ops OCS: Transformational Gaps Decompose OCS/FM/RM: Baseline Processes Problem Statement & Central Idea Inform Baseline Assessment Review As of 231400 Aug 14 40 UNCLASS CBA User’s Guide Thoughts Page 59. In any case, introducing a transformational capability will meet with considerable resistance, as they are by their nature at odds with the status quo. For example, the introduction of mechanized ground forces made horse cavalry irrelevant, but the members of that community did not give up their existence without a fight. If you uncover a fundamental weakness that a game-changing capability could solve, you will face reflexive and ferocious opposition from whatever horse cavalry is threatened by your proposals, as well as (justifiable) skepticism from everyone else. So, if you are going to propose a pursuing such a capability, plan on a fight. Think through who will be opposed and why, and formulate a good defense. Do not underestimate the ability of the bureaucracy to make a good idea so painful that even its originator is relieved to see it die. As of 231400 Aug 14 41 UNCLASS 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. As of 091600 Jan 12 Capabilities-Based Assessment (CBA) User’s Guide Version 3, March 2009 42 OCS Joint Concept Proposal As-Is Process UNCLASS As-Is Comptroller Svc 8’s NATO US Govt OSD/ DPAP OSD/ CAPE Services JFC Financial & Resource Management As of 231400 Aug 14 Contracting Authority (HCA) MN IA 43 UNCLASS OCS Joint Concept Proposal: As-Is vs. To-Be As-Is Comptroller Svc 8’s To-Be NATO US Govt Services CAPE JFC JFC IA MN Financial & Resource Management Contracting Authorities Unified Sourcing Entity Financial & Resource Management Contracting Authority (HCA) MN IA Unity of Effort via Unity of Command As of 231400 Aug 14 44 UNCLASS As Is Business Processes Silos Performance Measure Governance Finance Vendor Payment, Money Trail, EFT, Currency Funds Accountable Resource MNGT Fiscal Law, PBF, Accounting DoD FMR DoD 7000 Fund Requirements Services/Components COCOM JFC Agencies Requiring Activity Title X Contracting DFARS DoDD 5000 Mission Systems Theater/Contingency External Contract Contractor Contract Timelines As of 231400 Aug 14 PWS, SOW, SPOT, UCMJ, GFS, Requirements Determination 4- 25 Weeks 45 Contract Development 2-15 Weeks Contract Execution/ Administration Close Out Profit UNCLASS Unified Sourcing Entity Finance Resource MNGT Requiring Activity Contracting Contractor 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 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 46 As of 231400 Aug 14 Mission Effects Success UNCLASS To Be Effects Based OCS Governance Vendor Payment, Money Trail, EFT, Currency Finance Resource MNGT Funds Accountable Fiscal Law, PBF, Accounting DoD FMR DoD 7000 Fund Requirements Requiring Activity Title 10 Contracting JFC Services/Components Unified COCOM Sourcing JFC Entity Agencies DFARS DoDD 5000 Mission Effects/ Success Systems Theater/Contingency External Contract Contractor Contract Timelines As of 231400 Aug 14 PWS, SOW, SPOT, UCMJ, GFS, Requirements Determination 4- 25 Weeks 47 Contract Development 2-15 Weeks Profit Contract Execution/ Administration Close Out To Be Effects Based OCS Process UNCLASS Governance Performance Measure Vendor Payment, Money Trail, EFT, Currency Finance Resource MNGT DoD FMR DoD 7000 Service Components GCC JFC Agencies/Other Systems Title 10 DFARS DoDD 5000 Unified Sourcing Entity Theater/Contingency Supplies & Services Profit As of 231400 Aug 14 Contract External PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Contract Timelines Fund Requirements Fiscal Law, PBF, Accounting Requiring Activity Contracting Funds Accountable Requirements Determination 4- 25 Weeks 48 Contract Development Faster 2-15 Weeks Contract Execution/ Administration Close Out Mission Effects Success UNCLASS Synchronizing Processes with Mission Governance Ungrouped Vendor Payment, Money Trail, EFT, Currency Finance Resource MNGT DoD FMR DoD 7000 Funds Accountable Service Components GCC JFC Agencies/Other Systems Title 10 DFARS DoDD 5000 Theater/Contingency Contract External Supplies & Services Profit As of 231400 Aug 14 JFC Unified Sourcing Entity PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Contract Timelines Fund Requirements Fiscal Law, PBF, Accounting Requiring Activity Contracting Performance Measure Requirements Determination 4- 25 Weeks 49 Contract Development Faster 2-15 Weeks Contract Execution/ Administration Close Out Mission Effects Success UNCLASS As Is OCS & Contracting Process JFC/ ARFOR Acquisition Ready Requirement Packet development & approval Requiring Activity OCS Team Members General Mission Oversight JARB/ARB Contract Management COR Monitoring COR Acceptance Award Fee Board Funding Resource Manager/ G-8 Legal Payment Finance Spt Tm Contracting Officer Invoice Solicitation, Source Selection, Award C Contractor Contractor Performance / Deliveries Planning Initial In-theater 50 As of 231400 Aug 14 Close out “Delivered Support” Synchronized with “Mission Task” Required steps Situational dependent steps Army GTA UNCLASS OCS JC Solution DFARS Optimized OCS … OCS Mission Integrator …for JF 2020 Personnel Management As of 231400 Aug 14 Leader Development Training Network 51 UNCLASS OCS JC Tiered Framework DoD-wide OCS Executive Agent JF 2020 GCC OCS Mission Integrator JFC Theater Contracting and Organization Construct 52 As of 231400 Aug 14 To Be Effects Based OCS Process UNCLASS Governance Performance Measure Vendor Payment, Money Trail, EFT, Currency Finance Resource MNGT DoD FMR DoD 7000 Service Components GCC JFC Agencies/Other Systems Title 10 DFARS DoDD 5000 Theater/Contingency Contract External Supplies & Services Profit As of 231400 Aug 14 JFC Unified Sourcing Entity PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited) Contractor Contract Timelines Fund Requirements Fiscal Law, PBF, Accounting Requiring Activity Contracting Funds Accountable Requirements Determination 4- 25 Weeks 53 Contract Development Faster 2-15 Weeks Contract Execution/ Administration Close Out Mission Effects Success UNCLASS OCS Lead Entity Deconflict Unity of Effort FM/ RM OCS/ Contracting OCS Lead Entity C2/OPS/Intel DoD IA / MN NGO / PVO As of 231400 Aug 14 Integrate and Synchronize Coordinate and Collaborate Awareness and Visibility 54 UNCLASS As of 231400 Aug 14 55 UNCLASS OCS Joint Proponent Assessment Milestones Form Assessment Team, Develop POAM, and Research, Component Capability, Competency JUN JUL 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 As of 231400 Aug 14 Roles, Responsibilities & Authorities. Courses of Action, Component Socialization AUG SEP Component Socialization Analysis Eval Criteria JP vs JPs resolution JP Roles, Responsibilities, Authorities FCIB Brf, 26 Aug Workshop 4, 17 Sep Analysis, CoA Selection, Component Willingness, Governance, JSAP OCT NOV OCS Governance PSA Roles, Responsibilities, Authorities Component Willingness Assessment Recommendations DODD/I options Workshop 5, 23 Oct FCIB Brf, Nov ___ Assessment v.5 Draft Implementation Plan, Recommendations, JSAP DEC JAN Develop Draft Implement Plan Workshop 6, 9 Dec Assessment v.7 (JSAP) Assessment v0.9 (JSAP) OCS FCIB Final Implement FEB SEP FCIB Brf, Feb Assessment v1.0 Develop Implementation Workshop 7, 11 Feb OCS Action Plan 56 UNCLASS As of 231400 Aug 14 57 UNCLASS 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: • • • • Scope: • Partners: • JS J4 OCSSD – Concept Sponsor • USPACOM (J46) – OMI Transition Agent • DASD (DPAP) – Resource Sponsor Year 1, FYs 14-15 - $2,854,218 Year 2, FYs 15-16 - $2,863,412 Year 3, FYs 16-17 - $2,775,490 Total - $8,493,120 • • Address how CCMDS (USPACOM), joint task forces (JTFs), Service components, and subordinate commands can better integrate future OCS capabilities to achieve desired operational effects in the 2020-2030 timeframe. Required OCS capabilities span the range of military operations from the strategic to the operational and tactical levels, and through all phases of operations (0-V). OCS spans Joint Functions OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020 As of 231400 Aug 14 58 UNCLASS 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 Success = Approved CONOPS, Signed Transition Agreement, and funds MIPR’d from DPAP • Part B- Acquisition (December 2013 – May 2014) • Develop Overall acquisition strategy • Finalize PWS and RFP Success = Award two contracts: 1 each for PACOM (6 FTEs) and J4 (1.4 FTEs) As of 231400 Aug 14 59 UNCLASS 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 3020.41 Standards Success = OMI participates in OCSJX 15 and achieves OCSIC Full Operational Capability As of 231400 Aug 14 60 UNCLASS 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 3020.41 Standards • Start JDAL billets and POM actions to sustain/resource OMI Success = OMI FOC, participates in OCSJX 16 and has become fully integrated into USPACOM staff structure As of 231400 Aug 14 61 UNCLASS 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 3020.41 Standards • OMI & OCS fully integrated into PACOM exercises • Results inform other OCS force development efforts Success = OCS fully operationalized across USPACOM As of 231400 Aug 14 62 UNCLASS 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 231400 Aug 14 63 UNCLASS 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 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. As of 231400 Aug 14 64 UNCLASS OMI JS J4 Positions PROJECT MANAGER Education: M.S., M.A., or MBA degree. A Project Manager requires a Master’s degree in a technical or management discipline with 12 years’ experience (OR a Bachelor’s degree in a technical or management discipline with 14 years’ experience OR 18 years’ experience with no degree) to include managing or supervising multiple small to medium sized complex projects. PLANNING SUPPORT SENIOR SPECIALIST Education: M.S., M.A., or MBA degree. A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. TRAINING SUPPORT SENIOR SPECIALIST Education: B.A., B.S. or M.S., M.A., MBA degree A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. OMI INTEGRATION AND TRANSFORMATION SENIOR SPECIALIST Education: M.S., M.A., or MBA degree . A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic Services experience. Knowledge and experience in joint concept development and transition implementation planning and execution is desirable. As of 231400 Aug 14 65 UNCLASS Revised OCS Joint Concept POAM FY 12 Key Events Key Events • Oct 2011 Staff TOR to establish COI; Draft BAR (v.1); Establish Writing Team; • APR SME interviews, Concept Outline v0.2, BAR & Central Idea Conf • Nov Writing Workshop 1; Distro BAR (v.1), JROCM 148-11 OCS Planners Conf • May SME Interviews, Draft experimentation design and analytical framework • Dec Prospectus Refinement, Central Idea Development, BAR (v.2) • Jun • Jan 2012 Interview & Roundtable Plan, Staff BAR v.2, Start Central Idea Development 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) • 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 Completed OCT Working NOV TOR Prosp ectus Refine BAR v.1 DEC * Experiment and analytical framework lines of effort estimate; currently not yet resourced JAN FEB BAR v.2 WS 1 OCS Conf Prospectus As of 231400 Aug 14 APR BAR v.3 Concept Outline JROCM 148-11 MAR WS 2 SME Interview Plan OCS Conf MAY JUL Event 1 IPC BAR & Central Idea Conf Event 1 MPC Experiment Design & Analytical Framework Central & Support Ideas Coord. Interviews JUN WS 3 Initial Concept Development – v0.1 v0.2 Event 1 FPC SEP Event 1 Event 1 Analysis WS 4 Round table Conduct Interviews AUG Concept Revision Socialize Concept v0.3 66 UNCLASS 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), •Mar JSAP v0.5 and CRM adjudications • Apr JSAP v0.7 and CRM adjudications • May Final CRM Conference • Nov Event 2 Conf, LOG FCB Brief, Informal v.4 staffing • Jun JCB Brief, OPS DEP Brief v0.9 • Jul Tank Brief • Dec Event 2 FPC, CBA Study Plan • Aug CJCS Decision •Jan 2013 Event 2, Analysis, Experiment Quick Look • Sep Archive, Transition •Feb Experiment Report, Prep v0.5 for JSAP Completed OCT Revise Experiment Design & Analytical Framework Working NOV DEC Event 2 PC Event 2 FPC Log FCB IPR Red Team 1 * Experiment and analytical framework lines of effort estimate; currently not yet resourced JAN FEB Event 2 Exp. Report Sr Ldr Forum MAR JSAP Staffing (v.0.5) APR JSAP Staffing (v.0.7) CBA Study Plan MAY Final CRM Conf JUN JCB Approval OPS DEP Brief JUL AUG SEP CJCS Decision Tank Brief Transition Archive Transition Plan v0.3 V0.4 V0.5 V0.7 V0.9 v 1.0 67 As of 231400 Aug 14
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