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Joint Force 2020

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OCS Joint ConceptOMI Demonstration with USPACOM

26 August 2014 1

Working Draft

Brandon Cholek, CTRJS J4 OCSSD(757) 933-6010

OCS Mission Integrator (OMI) Demonstration

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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

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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

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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-focusedReflects DoD vision

Joint Concepts

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Current and Future OCS Efforts

FY08-10 FY11 FY13 FY14 FY15 FY16 FY17 FY18FY12

OCS ICD

OCS CONOPS/

CBAGaps POM’d &Satisfied

Reformation: 1-7 Year View

Ongoing efforts & OCS Action Plan Institutionalizes OCS

Transformation: 8-20 Year View

Experiment

Develop OCS JC

2020-2030JCIDS

Process

Joint Concept

for Logistics:Appendix H:

OCS

Initiate OCS JC

Proposal DCRs

OCS JC Operationalizes OCS for JF 2020 As of 231400 Aug 14

Transition

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JF 2020

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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 2020. OCS will enable Total Force partners, including contractors, to rapidly integrate into JF 2020 operations, share resources, and to create capabilities. The interdependencies inherent in JF 2020 will require a cultural shift where joint commanders possess a greater understanding of the effects, responsiveness, management, and accountability associated with contracted support.

OPR: Joint Staff, J4, 571.256.1003Justification:• 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

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 • 2020-2030 timeframe• DoD focused, initially

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Many iterations……8 months

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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

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Indicators of the Problem

The Services applythe FAR differently…varying contracting thresholds

Dr. GanslerReport, 2007

Commission onWartime

Contracting, 2011

Estimated $31B - $61Blost to waste, fraud, and abuse

DefenseScience BoardReport, 2005

Defense acquisition is:encumbered …top-heavy, risk-averse,too much bureaucracy,highly centralized

Joint ConceptFor Logistics

2010

OCS policy, doctrine and processes are immature and must rapidly evolve and respond to warfighter demands

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Shaping OCS JC Transformational Ideas

Grant limited acquisition and contracting authorityto 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 BoardDefense 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 9As of 231400 Aug 14

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The Operational Challenge

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

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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

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CCJO: JF2020 Solution

Central IdeaGlobally integrated operations: A globally postured Joint Force quickly combines capabilities with itself and mission partners across domains, echelons, geographic boundaries, and organizational affiliations. These networks of forces and partners form, evolve, dissolve, and reform in different arrangements in time and space with significantly greater fluidity than today’s Joint Force.

Key Elements• Mission command• Seize, retain, and exploit the initiative• Global agility• Partnering• Flexibility in establishing Joint Forces• Cross-domain synergy• Use of flexible, small-footprint capabilities• Increasingly discriminate to minimize

unintended consequences

23 Select Implications for Joint Force 2020• Command and Control• Intelligence• Fires• Movement and Maneuver• Protection• Sustainment• Partnership Strategies

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• 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

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Emerging OCS Themes for JF 2020

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Contracted Support is a fully interdependent JF 2020 capability

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2013 - OCS JC Project Framework*

Legend

ConceptVersion

MajorBrief

JSAPRedTeam

Data CollectionAnalysis Plan

WritingWorkshop

FinalReport

HotWash

Experiment

AdjudicationComment Review Matrix

Jan/Feb/Mar Apr/May/Jun Jul/Aug/SepConcept

Development

Transition

Analysis

Evaluation

V0.5 V0.7 V0.9Workshop # 3

GO/FOJSAP

LOEReport

JSAP CRM 1

V1.0

CRM 2

OCS FCIB

LOG FCB,

JROC, VCJCS

DraftPlan

Plan

LOE

HotWash

Transition SolutionsFYs 14 - 16

LOEAnalysis

Oct/Nov/Dec

V0.1 V0.3

TableTop

Analysis

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*2012 -- year for concept development See slides 42 – 52….iterations

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Institutionalize OCS across the DOTMLPF-P force development processes to optimize contracted support for Joint Force 2020

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Approved OCS Solution Framework

Joint Force 2020

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18 Months and 10 iterations for the Solution framework

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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

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Concept

OCS Joint Concept Transition

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Idea

JROCM 148-11 Assigned JS J4 to lead OCS JC DevelopmentJROCM 159-13 Approved Concept and assigned JS J4 to lead implementationJROCM 060-14 Approved Transition Plan

WarfighterSolutions &

Force Development

DoctrineOrganization

TrainingMateriel

Leadership & EducationPersonnel

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TransitionPlan

OCS Joint Concept Implementation

JF 2020OIF/OEF

The Impetus

OCS Action Plan JROCM 112-11 OCS Joint Concept

Hu

ma

n C

ap

ital

JP 4

-10

Str

ateg

ic G

uid

anc

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OM

I

Join

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rop

on

ent

Th

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on

trac

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Cap

abili

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ND

AA

Rq

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OC

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ead

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JROCM 159-13JROCM 060-14

OCS JC Solution Pathways

OMI Pilot w/ PACOM

- DAWDF- SOPs- Handbook

Culture ChangeNDAA 2013OCS CDGJ/PMEOCS 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, 15UJTsDRRSDoctrine Portfolio MngtOCSC (Army)JOPEC

OCS COPOCS KMJCIDS MaterielCDD/CPDCBEBusiness and OpsRequirementsData elements

Manpower StudyDAWDFAdditional Skill ID(s)Multi-disciplinary SpecialtyHuman Cap StrtgyCertifications

Joint Proponents

Principal Staff Assistant

- OCS FCIB- DODD/I- OCS Governance

ServiceCSA

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OCS Action Plan

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So What – The OMI Operationalizes OCS

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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 integratingContracted Support (part of the Total Force) capabilities with military operations

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JF 2020 needs the OCS Mission Integrator to optimize contracted support.

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Contractors on the Battlefield…costly and like herding cats—if not planned, integrated into operations and managed

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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

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OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

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As of 231400 Aug 14 23WIN, 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 3020.41 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

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Phase 0 (Part A)• Aug – Nov ‘13• Shaping, Planning & Transition Agreement

• Secure DAWDF funding• Draft Approved Transition Agreement

Phase I – Lead OCSJX 15 & OCSIC FOC• Jun ‘14- May ’15• Detailed POAM; Training intensive phase• Develop internal SOPs / establish working relations across PACOM Staff

• Successfully complete OCS JX 15• 30% CONPLANS to DODI 3020.41 Standards

Phase II - OMI FOC, Talisman Sabre, OCSJX 16 • Jun ‘15 – May ‘16• OMI Proficient in essential capabilities and tasks

• Successful integration into USPACOM B2C2WG

• 80% CONPLANS to DODI 3020.41 Standards• Consider JDAL and POM actions

Phase III – OMI validation, PACOM Exercise, OCSJX 17 and enduring capability

• Jun ‘16 – May ‘17• Enduring OMI

–JDAL billets and POM actions complete–Transition from contractor demo to enduring cell –Capable of forward deployment–Expandable from cell to a center –Measureable improvements to contracted support

responsiveness and accountability– 100% CONPLANS to DODI 3020.41 Standards–Results inform other OCS force development efforts

OMI Demo CONOPS

Phase 0 (Part B)• Dec ‘13 – May ‘14• Finalize PWS, requirements, & RFP

• Develop Acquisition Strategy

• Let Contract(s)

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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

See back up Slides 57 – 60

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Transition Agreement

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• 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

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Stakeholder Responsibilities

JS J4 USPACOM J4

• Concept Implementation Lead• Resource coordinator for DAWDF• Track J4 costs and consolidated total costs • Provide concept, planning, technical, and

training SME support• Incorporate OMI demo in OCS Strat Coms• Incorporate OMI products to advance/

inform OCS DOTMLPF-P force development

• Develop and Maintain POAM• Reconcile planned costs and forecast

future travel and labor costs • OCSJX 15 host CCMD• Establish OCSIC in year 1 and transitions

to OMI in year 2 • Annual Report assessing progress

• Measureable criteria to gauge progress

• Host semi-annual management reviews• Assess OMI and OMI related effects,

capabilities & tasks (spreadsheet)• Special emphasis areas of materiel and

personnel (manpower)• Share OMI SOPs, tools, products, etc…, to

be basis for shelf ready products

Not all inconclusive

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# Phase 1 thru 5 Staffing Model--CCMD

Phase 0 thru 5 OMI Demonstration Staffing Additions

01 06/GS OCS Div Chief PACOM fill from existing military staff

02 05 /GS Plans Branch Chf (ASI3C) Demonstration Staff (KTR)

03 04/GS Dep Plans Br Chf (ASI3C) Demonstration Staff (KTR)¹

04 04/GS Plans Off(51C/1102/KO Qual) JCASO Equivalent Fill

05 E-7 Plans NCO (ASI3C) 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

Plans

Operations/Training/

Exercises

Knowledge Mngt(Analysis/Automation)

Div Chief

DRAFT

USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE

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Status of GS

Term OMI

Chief TBD

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# Position PersonFTE Est² (years 1 & 3)

FTE Est² (year 2) Trips/

Yr¹

01 06 OCSSD Div Chief

JS J4 OCSSD fill from existing military staff

10% 10% 2

02 Project Mgt Clark Driscoll 20% 30% 2

03 Planning Support Lew Sigmon 20% 30% 2

04 Training Support Courtney Turner 20% 30% 2

05

OMI Integration & Transformation Brandon Cholek 80% 100% 3

Total1.4 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

OCSSDDiv 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

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Current/projected transformationWorkload not supportable, see slide 59

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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)

End of Demo – Is USPACOM willing to establish an enduring OMI?

Work in progress

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Potential Measures Ideas

Work in progress – ideas for PACOM J46

Contract Integration

OtherContracting 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

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OMI APAN Collaboration Site

• SharePoint Knowledge Mngt collaboration site established in May 14• Unclass, restricted membership• Location / Name: https://wss.apan.org/s/omi• Only 5 members now………

• Repository of OCS Joint Concept development and OMI products• V0.1 Concept• Baseline Assessment Review• Info papers, briefs, etc…• OMI CONOPS and Transition Agreement

• Brandon current Group Owner• Transition to OMI ownership …if want to maintain

J46 Decision to Maintain

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Key Takeaways

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• 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) yearso Supports acquisition training and expertiseo Three-year demonstration period due to complete cycle time for planning, staffing and coordinationo 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 tracko 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 Opportunitieso Real world enabling capability nowo 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

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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

Common OCS Tasks – OMI vs OCSIC

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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 EstimateCore 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.

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Common OCS Tasks – OMI vs OCSIC

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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

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Common OCS Tasks – OMI vs OCSIC

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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.

OMI Essential Capabilities

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Transition to E, C, T Spreadsheets

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Comments?

Guidance

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Back Ups

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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

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Insights, deductions & opportunities

OCS ICD Satisfied

Problem Statement & Central Idea

OCS: Transformational

Gaps

OCS/FM/RM: Baseline Processes

Existing Authorities & Current Ops

Inform Baseline Assessment Review

Operational Contract Support Joint Concept

Assumptions, constraints

Literature review

Decompose

Baseline Assessment Methodology

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 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 ofmechanized ground forces made horse cavalry irrelevant, but the members of that communitydid not give up their existence without a fight. If you uncover a fundamental weakness that agame-changing capability could solve, you will face reflexive and ferocious opposition fromwhatever horse cavalry is threatened by your proposals, as well as (justifiable) skepticism fromeveryone else. So, if you are going to propose a pursuing such a capability, plan on a fight. Think through whowill be opposed and why, and formulate a good defense. Do not underestimate the ability of thebureaucracy to make a good idea so painful that even its originator is relieved to see it die.

CBA User’s Guide Thoughts

As of 231400 Aug 14

UNCLASS

As of 091600 Jan 1242

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 theirorganizations

Professionals. Forthright and competent individuals who want to get you relevant information anduseful advice that will help you succeed.

Concept Developer Participants

Capabilities-Based Assessment (CBA) User’s GuideVersion 3, March 2009

UNCLASSOCS Joint Concept ProposalAs-Is Process

As-Is

JFC

Financial & Resource

Management

Contracting Authority

(HCA)MN IA

Comptroller

Svc 8’sOSD/ CAPE

Services

NATOUS GovtOSD/

DPAP

As of 231400 Aug 1443

UNCLASSOCS 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 MN IA

As-Is

JFC

Financial & Resource

Management

Contracting Authorities

MN

IA

Comptroller

Svc 8’sCAPE Services

NATOUS Govt

As of 231400 Aug 1444

UNCLASS

Vendor Payment, Money Trail, EFT, Currency Finance

Performance Measure

Funds Accountable

Governance

Theater/ContingencyContracting

Contract

Systems

External

DFARSDoDD 5000

ContractTimelines

Requirements Determination4- 25 Weeks

Contract Development2-15 Weeks

Contract Execution/

AdministrationClose Out Profit

Contractor PWS, SOW, SPOT, UCMJ, GFS,

Resource MNGT

Fund RequirementsDoD FMRDoD 7000

Fiscal Law, PBF, Accounting

Requiring Activity

Mission

Services/ComponentsCOCOMJFCAgenciesTitle X

As Is Business Processes Silos

As of 231400 Aug 14 45

UNCLASS

As of 231400 Aug 14 46

Unified Sourcing

Entity

Unified Sourcing EntityWhat USE does:Integrates and Synchronizes all process:

Planning OCS & FM for all PhasesRequirements determinationPrioritizationContracting/acquisitionFunding and Resource MngtConstructionContract ManagementContract CloseoutReconciliation of Resources expended with measured effectsAccountabilityAssess Effects of OCS and FMMeasurements: $ spent

$ spent on specific lines of effort $ spent for contractors

$ spent in geographic area $ spent over time

Money TrailForecast spend plan

What Use Provides JFC:Single OCS and FM POC

Common Priorities and PurposeCommon Operating PictureAlign contracting, resource management with operationsSingle Sourcing EntityAbility to measure effectsUnity of Effort through Unity of CommandAccountability of Resources expendedDecreased WFA

Mission EffectsSuccess

Finance

Contracting

Contractor

Resource MNGT

Requiring Activity

JFC

UNCLASS

ContractTimelines

Requirements Determination4- 25 Weeks

Contract Development2-15 Weeks

Contract Execution/

AdministrationClose Out

Vendor Payment, Money Trail, EFT, Currency Finance

Funds Accountable

Theater/ContingencyContracting

Contract

Systems

External

DFARSDoDD 5000

Contractor ProfitPWS, SOW, SPOT, UCMJ, GFS,

Resource MNGT

Fund RequirementsDoD FMRDoD 7000

Fiscal Law, PBF, Accounting

To Be Effects Based OCS

Governance

Requiring Activity

MissionEffects/Success

Services/ComponentsCOCOMJFCAgenciesTitle 10

JFCUnified Sourcing

Entity

DRAFT

As of 231400 Aug 14 47

UNCLASS

ContractTimelines

Requirements Determination4- 25 Weeks

Contract Development2-15 Weeks

Contract Execution/

AdministrationClose Out

To Be Effects Based OCS Process

As of 231400 Aug 14 48

Resource MNGT

FundRequirementsDoD FMR

DoD 7000Fiscal Law, PBF, Accounting

Vendor Payment, Money Trail, EFT, Currency

Finance Funds Accountable

Performance Measure

Governance

Requiring Activity

Mission EffectsSuccess

Service ComponentsGCCJFCAgencies/OtherTitle 10

Profit

Contractor PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited)

Supplies &Services

Theater/ContingencyContracting Contract

Systems

External

DFARSDoDD 5000

Faster

Unified Sourcing

Entity

UNCLASS

ContractTimelines

Requirements Determination4- 25 Weeks

Contract Development2-15 Weeks

Contract Execution/

AdministrationClose Out

Synchronizing Processes with Mission

As of 231400 Aug 14

Faster

Unified Sourcing

Entity

Resource MNGT

FundRequirementsDoD FMR

DoD 7000Fiscal Law, PBF, Accounting

Vendor Payment, Money Trail, EFT, Currency

Finance Funds Accountable

Performance Measure

Governance

Requiring Activity

Mission EffectsSuccess

Service ComponentsGCCJFCAgencies/OtherTitle 10

Profit

Contractor PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited)

Supplies &Services

Theater/ContingencyContracting Contract

Systems

External

DFARSDoDD 5000

JFC

49

Ungrouped

UNCLASS

General Mission Oversight

C

RequiringActivity

Resource Manager/

G-8

FinanceSpt Tm

ContractingOfficer

Contractor

Solicitation, Source Selection, Award

Invoice Close out

CORMonitoring

Performance / Deliveries

CORAcceptance

Payment

“Delivered Support”Synchronized with

“Mission Task”

PlanningInitial In-theater

Award Fee Board

JFC/ARFOR JARB/ARB

Required steps

Situational dependent steps

Contract Management

Legal

OC

S T

eam

Mem

bers

Funding

Acquisition Ready Requirement Packet

development & approval

Contractor

As Is OCS & Contracting Process

Army GTA 50As of 231400 Aug 14

UNCLASS

OCS JC Solution

OCS Mission Integrator

Theater Contingency Contracting

DoD-wide OCS Executive Agent

DFARS

As of 231400 Aug 14

PersonnelManagement

Optimized OCS …

…for JF 2020

Supporting Elements

Leader Development

Training Network

51

UNCLASS

Ass

uran

ce/

Ris

k M

ngt

Net

wor

k

Enable JFC

Enable JFC

JFC

GCC OCS Mission Integrator

JF 2020

DoD-wide OCS Executive Agent

Theater Contracting and Organization Construct

OCS JC Tiered Framework

As of 231400 Aug 14 52

UNCLASS

ContractTimelines

Requirements Determination4- 25 Weeks

Contract Development2-15 Weeks

Contract Execution/

AdministrationClose Out

To Be Effects Based OCS Process

As of 231400 Aug 14 53

Faster

Unified Sourcing

Entity

Resource MNGT

FundRequirementsDoD FMR

DoD 7000Fiscal Law, PBF, Accounting

Vendor Payment, Money Trail, EFT, Currency

Finance Funds Accountable

Performance Measure

Governance

Requiring Activity

Mission EffectsSuccess

Service ComponentsGCCJFCAgencies/OtherTitle 10

Profit

Contractor PWS/SOW, RUF, SPOT, GFS, UCMJ (Limited)

Supplies &Services

Theater/ContingencyContracting Contract

Systems

External

DFARSDoDD 5000

JFC

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

Integrateand

Synchronize

As of 231400 Aug 1454

UNCLASS

As of 231400 Aug 1455

UNCLASS

As of 231400 Aug 14 56

JUN JUL AUG SEP OCT NOV DEC JAN 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,

ComponentSocialization

Form Assessment Team, Develop

POAM, and Research,

Component Capability,

Competency

Analysis, CoA Selection,

ComponentWillingness,Governance,

JSAP

OCS FCIB Final

Implement

Draft Implementation

Plan,

Recommendations,

JSAP

UNCLASS

As of 231400 Aug 1457

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 14-15 - $2,854,218 • Year 2, FYs 15-16 - $2,863,412• Year 3, FYs 16-17 - $2,775,490 • Total - $8,493,120

Partners:

• JS J4 OCSSD – Concept Sponsor

• USPACOM (J46) – OMI Transition Agent

• DASD (DPAP) – Resource Sponsor

Scope:

• Address how CCMDS (USPACOM), joint task forces (JTFs), Service components, and

subordinate commands can better integrate future OCS capabilities to achieve desired

operational effects in the 2020-2030 timeframe. • Required OCS capabilities span the range of

military operations from the strategic to the operational and tactical levels, and through all

phases of operations (0-V). • OCS spans Joint Functions

As of 231400 Aug 14

OCS Mission Integrator (OMI) Demonstration

58

OCS laboratory in an operational environment to make OCS more responsive and accountable for JF 2020

UNCLASS

As of 231400 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) GS 14/15 Term OMI Chief TBD

UNCLASS

As of 231400 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 3020.41 Standards

60

Success = OMI participates in OCSJX 15 and achieves OCSIC Full Operational Capability

UNCLASS

As of 231400 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 3020.41 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

UNCLASS

As of 231400 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 3020.41 Standards• OMI & OCS fully integrated into PACOM exercises• Results inform other OCS force development efforts

62

Success = OCS fully operationalized across USPACOM

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-15

63As of 231400 Aug 14

UNCLASS

As of 231400 Aug 14 64

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

UNCLASS

As of 231400 Aug 14 65

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 SPECIALISTEducation: 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 SPECIALISTEducation: 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

UNCLASS

Revised OCS Joint Concept POAM FY 12Key Events

• Oct 2011 Staff TOR to establish COI; Draft BAR (v.1); Establish Writing Team;

• Nov Writing Workshop 1; Distro BAR (v.1), JROCM 148-11 OCS Planners Conf

• Dec Prospectus Refinement, Central Idea Development, BAR (v.2)

• Jan 2012 Interview & Roundtable Plan, Staff BAR v.2, Start Central Idea Development

• Feb Adjudicate CRM BAR v.2, DJ4 AZ Check, Workshop 2 (Outline v0.1), JS J7 JCW ` Coordination, Prep BAR v.3

• Mar SME Coord, OCS LDRS Conf; Solutions development, Distro BAR v.3

Key Events• APR SME interviews, Concept Outline v0.2, BAR &

Central Idea Conf

• May SME Interviews, Draft experimentation design and analytical framework

• Jun Exp. Design & Analytical framework; Scenario(s) Development, Data collection and analysis plan, Traceability Matrix, IPC Event 1, Workshop 3

• Jul MPC Event 1, Workshop 4, Draft v0.2

• Aug FPC Event 1, Socialize Concept

• Sep Event 1, Red Team Prep, Event 1 Analysis, Concept revision (v0.3)

OCT NOV

Initial Concept Development – v0.1 v0.3

DEC JAN FEB MAR APR JUNMAY JUL

Event 1 IPC

AUG

BAR & Central

Idea Conf

TOR

SEP

Event 1 MPC

BAR v.2

ConceptOutline

WS 3

SME Interview Plan

WS 4

66

* Experiment and analytical framework lines of effort estimate; currently not yet resourced

As of 231400 Aug 14

Prospectus v0.2

BAR v.3

Conduct Interviews

Central & Support Ideas

Experiment Design & Analytical Framework

Event 1 FPC

Event 1

OCS Conf

OCS Conf

Socialize Concept

WS 2

Coord. Interviews

Roundtable

WS 1

Prospectus Refine

JROCM148-11

BAR v.1

Completed Working

Event 1 Analysis

Concept Revision

UNCLASS

Revised OCS Joint Concept POAM FY 13Key Events

• Oct 2012 RED Team, Revise v.3, Revise Exp & Analytical Framework, Experiment Scenario(s) Development, Transition Implementation Plan (TIP),

• Nov Event 2 Conf, LOG FCB Brief, Informal v.4 staffing

• Dec Event 2 FPC, CBA Study Plan

•Jan 2013 Event 2, Analysis, Experiment Quick Look

•Feb Experiment Report, Prep v0.5 for JSAP

•Mar JSAP v0.5 and CRM adjudications

• Apr JSAP v0.7 and CRM adjudications

• May Final CRM Conference

• Jun JCB Brief, OPS DEP Brief v0.9

• Jul Tank Brief

• Aug CJCS Decision

• Sep Archive, Transition

NOV

V0.5

DEC JAN FEB MAR APR JUNMAY JUL AUG SEP

As of 231400 Aug 14

V0.4

Log FCB IPR

JCB ApprovalJSAP

Staffing (v.0.5)

Sr LdrForum

JSAP Staffing (v.0.7)

Final CRM Conf

TankBrief

Event 2 PC

Event 2 FPC

Event 2

CBA Study Plan

Exp. Report

OPS DEPBrief

CJCS Decision

Archive

Transition

V0.7 v 1.0V0.9

67

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