j4 executive agency rit executive briefing reinventing the department of defense executive agent...

J4 Executive Agency RITExecutive Briefing

ReinventingThe Department of Defense Executive Agent

Policy and ProcessReport on RIT Findings and Recommendations

May 10, 2001

ForwardForward

“We must move from a perception of Executive Agents as merely one among many to a shared recognition and acceptance of Executive Agents as the First Among Equals”

AgendaAgenda

I. RIT Charter

II. Why reinvent the Executive Agent program?

III. What needs to change?

IV. Keys to success

V. Proposed model for achieving a breakthrough for Executive Agent performance

VI. Implementation strategy

RIT CharterRIT Charter

Reinvent the Executive Agent paradigm in order to: Significantly improve end-user satisfaction Eliminate redundancy where it makes sense Reduce costs of supply Improve cooperation and teamwork across the

process

RIT CharterRIT Charter

Develop recommendations for:

1. Criteria and process for designating new executive agents and validating existing ones

2. Definition of roles and responsibilities across the end-to-end executive agency process

3. Create Executive Agency Policy Directive

4. Redefinition of terms and establishment of a clear, common vocabulary

5. Assessment of existing and “to be” Executive Agent assignments

Why Reinvent the Executive Agent Program?Why Reinvent the Executive Agent Program?

Joint coalition warfare requirements Shift in Operations and missions…more humanitarian efforts Pressure to reduce non-combat support in theatre Greater reliance on outside contractors and fewer contractors available Budget reductions Changes in doctrine (increasing influence of CINCs..Goldwater-Nichols Act) Reduced infrastructure demanding more reliance on EA designations New Administration Parochialism reduced across Services Decreasing inventories and adoption of new supply chain technologies CINC and Services awareness of this issue Increasing roles of Defense Agencies as potential EAs Increased mandate for cross service integration* Effective Executive Agents are critical to ensuring National Military Strategy

objectives are met now and well into the 21st Century

What Are the Problems That Prompt What Are the Problems That Prompt the Need for Change?the Need for Change?

Lack of a central organization Lack of effective review process

Lack of linkage between defense planning and EA process

Lack of an accessible, comprehensive list of EA assignments in a central location

Lack of DoD policy, responsibilities and guidance

Lack of a roadmap to create EA assignments

Lack of a clear operational definition of EA (Duties and Responsibilities)

Lack of authority to assign and measure EA effectiveness

Lack of a clear funding policy to include joint budgeting process

Lack of a process to educate all stakeholders of EA process

CINCs have Authority and Services have responsibility and funding for resources

Keys to Making a Executive Agency Keys to Making a Executive Agency EffectiveEffective

Mechanism for coordinating and assessing requirements

Clear statement of requirements and responsibilities Flexibility to respond to changing conditions Meaningful EA performance measures and the

mechanism to provide feedback and ensure performance improvement

Full resources to the Executive Agents Inclusion of suppliers in operations plans and

process planning

Model for Executive Agent Model for Executive Agent EffectivenessEffectiveness

Consensus Mission

Disciplined End to End Process

Balanced Scorecard

Supporting Infrastructure

Clear and distinguishable definition for Executive Agents

Standard performance requirements tailored to each EA mission

Documented steps; defined roles and responsibilities; and clear Decision Authority

Resources, systems and sub- processes aligned and integrated to support EA execution

Executive Agent DefinitionExecutive Agent Definition

A DoD component assigned a function by the Secretary of Defense to provide defined levels of support for either operational or administrative missions that involves two or more organizations. This assignment is non-transferable and remains in effect until revoked. The exact nature and scope of authority delegated must be stated in the document designating the EA.

Executive Agent MissionExecutive Agent Mission

To provide defined levels of support for both operational and administrative missions that involve two or more organizations where efficiency and or effectiveness gains must be achieved

Criteria for Executive Agent Criteria for Executive Agent AssignmentAssignment

Efficiency is defined as: Common tasks where economies of scale in

providing goods/services can only be accomplished through assignment of single point responsibility and authority.

Everyone can do it, but only one can coordinate and deliver more efficiently than everyone doing it alone”.


Effectiveness is defined as : Common tasks where capability to perform

mission critical requirements, can not be duplicated without great expense and or risk.

“Everyone needs it but only one can do it at the level of performance required”.


EA assignments are designated based on rigorous business case analysis

EA assignments must demonstrate the ability to deliver levels of value to all stakeholders above the current baseline

Executive Agent AuthorityExecutive Agent Authority

Executive Agents are chartered only by signature of the Secretary of Defense or Deputy Secretary of Defense

Executive Agents are provided with “First Among Equals” status, authority and funding within their assigned support mission

In any situation where a lead agent assignment and EA assignment overlap, the EA is the dominant authority. The lead agent will make all necessary effort to work with the EA to avoid any conflicts or redundancies in the execution of the mission

Executive Agent ScorecardExecutive Agent Scorecard

Goal

1. End user satisfaction

2. Realization of dollar savings through economies of scale

3. Responsiveness to end-user mission requirement changes

4. Reduction in support footprint in end-users theater of operations

Metric

1. Performance against agreed upon plans

2. Performance against baseline unit costs

3. Performance on exercises

4. Performance against baseline

All Executive Agents are accountable for achieving the following goals tailored to their missions:

Executive Agent ScorecardExecutive Agent Scorecard

Goal

5. Single point of contact for communication of needs and problems by end-user

6. Provision of continuous, sustainable, and global support as required by end-user

7. Development of plans to anticipate end-user needs and matching resources

Metric

5. First call response

6. Y/N

7. Performance against plan and target mission capable rates; % of requirements planned for; top box scoring against agreed upon standards

Executive Agent Process StakeholdersExecutive Agent Process Stakeholders

Executive Authority

EA process Owner

Providers

Legal Authority

Executive Agent Candidates/Designates

Funding Authorities

End Users

Subject Matter Experts

Executive Agent Process Roles and Executive Agent Process Roles and ResponsibilitiesResponsibilities

Subject Matter Experts

Develop proposals for Executive Agents

Principal Staff Assistants

Provide input for business case decisions

Service executive agent representatives

Participate in EA proposal and business case decision

External consultants

Role Key Responsibilities Who Plays This Role?

Executive Agent Process Roles and Executive Agent Process Roles and Responsibilities (cont)Responsibilities (cont)

End-user Communicate needs and requirements throughout all phases of the EA process

CINCs

Provide “balanced” feedback on EA performance

Service executive agent representatives

Cooperate and collaborate with EA on problem resolution and performance improvement strategies



Executive Agent Candidate Designees

Provide accurate, timely input on capabilities to EA process owner for proposal and business case development

Any DoD component and Service executive agent representatives

Upon assignment, coordinate and collaborate with support providers, end-users, funding authorities and other support resources to develop clear and comprehensive resource and execution plans

During assignment execution, gather end-user satisfaction feedback, conduct periodic provider reviews and cooperate with formal evaluations performed by the EA process owner


Executive Agent Process Core Roles Executive Agent Process Core Roles and Responsibilities (cont)and Responsibilities (cont)Role Key Responsibilities Who Plays This Role?

Providers Provide accurate and timely input of capabilities to EA to assist in accurate performance planning

Any DoD component, other Gov’t agencies, coalition partners, and commercial firms

During assignment execution, gather end-user satisfaction data, gather end-user satisfaction feedback, participate with EA in periodic performance reviews and cooperate with formal evaluation performed by the EA process owner


EA Process Owner Facilitate effective and timely decisions on EA assignments/decommission proposals

Executive Agent program office

Provide support to EAs in preparation and support of their defined mission

Coordinate periodic evaluation of EA performance. Facilitate conflicts resolution between EAs, end- user, providers etc.



Funding Authority Provide input and support for EA proposal and business case analysis.

DoD comptroller

PA& E office

Upon EA assignment, work with the EA to prepare budget and secure funds.

During EA assignment, assist in resolving funding problems and issues



Legal Provide input and support for EA proposal and business case analysis.

DoD counsel

Provide support and review during the EA execution-planning phase.



Executive Authority

Make final decision on EA assignment based on recommendation forwarded by the EA process owner.

Secretary of Defense

Deputy Secretary of Defense

Make final decision on EA funding proposal

Make final decisions on EA decommission based on recommendation forwarded by the EA process owner.


Executive Agent ProcessExecutive Agent Process

Step 4

Communicate the decision and educate on impact

Step 3

Make the decision to assign or not assign

Step 2

Create the business case

Step 1

Identify and Validate the need

An end-to-end roadmap for effective assignment, execution and evaluation of Executive Agents

Step 8

Decision to re-assess or divest

Step 7

Conduct formal EA performance evaluations

Step 6

Execute the EA assignment

Step 5

Resource and prepare to execute

Executive Agent Process Core RolesExecutive Agent Process Core Roles

Step One: Identify and validate the need

Purpose of These Step: Provide transparent, disciplined and efficient process for

bringing forward and qualifying proposals.

Keys to Success: Use of templates for EA proposal document

Output: EA proposal approved for business case analysis

Target Cycle Time: 45 days

Executive Agent Process Core Roles Executive Agent Process Core Roles (cont)(cont)

Step Two: Create the business casePurpose of This Step:

Provide a thorough data based cost-benefit analysis of the EA proposal.

Keys to Success: Use of a template EA business case document Assign of a cross-discipline business case analysis team

that can provide a timely and objective analysis. Access to provider and End-user performance data.

Output: A completed business case forwarded to the EA process

owner for decision coordination.

Target Cycle Time: 90 days.


Step Three: Make the decision to assign/not assign

Purpose of This Step: Make a timely”consulted”final decision on Executive Agent

assignment.

Keys to Success: Use of a template decision process to expedite necessary

reviews prior to Secretary of Defense decision.

Output: A clear “go/no go decision on EA assignment Signed policy directive from Secretary of Defense giving EA

authority to execute its mission.



Step Four: Communicate the decision and educate on Impact

Purpose of the Step: Ensure all parties impacted by and/ or in the EA assignment are

fully aware of the EA mission, authority and responsibility and the impact and implications for action

Keys to Success: Global education on the EA process prior to EA process

assignment Web based knowledge sharing and education portal

Output: EA assignment and implications are understood by all

impacted/involved parties.



Step Five: Resource and Planning Purpose of the Step:

Effective joint communication and planning between the Executive Agent, End users, Providers and funding sources to ensure effective and timely execution of EA mission

Keys to Success: Use of a templated EA execution plan document

Output: EA, End users and support providers are fully prepared to

execute the EA mission.



Step Six: Execute the EA assignment

Purpose of the Step: Execute the EA assignment in a manner that achieve all

goals specified on the balanced scorecard for the EA

Keys to Success: Process for periodic EA performance review Process for fairly resolving EA, End user, supplier conflicts

Output: End user requirements consistently met and

efficiency/effectiveness goals achieved.

Target Cycle Time: Situational


Step Seven: Conduct Formal Performance Evaluations

Purpose of the Step: Perform an objective, rigorous analysis of EA performance

against The EA balanced scorecard

Keys to Success: Use of template EA evaluation process

Output: Objective assessment of EA performance and

recommendations for action forwarded to the EA process owner action



Step Eight: Make the decision to Reassign or Divest

Purpose of the Step: Make a timely and analytically based decision to continue

or terminate an EA assignment

Keys to Success: Documented, transparent decision process.

Output: Decision to “Recommission” or “Decommission” an existing

EA


Barriers to ImplementationBarriers to Implementation

Political and cultural Resistance to change--What’s in it for me to support a new EA approach?

Lack of Dollars and Cents case for action No policy or Executive Champion to push the

proposal forward Getting data for business case analysis Lack of marketing plan poor promulgation Process as designed will dilute Other DoD processes will dilute this

Action Strategy for Rapid EA Program Action Strategy for Rapid EA Program ImplementationImplementation

Strategy 1: Accelerate development of all policy “backbone” required to prepare for signature of the recommended EA program

Strategy 2: Accelerate validation of the new EA process with “live” EA opportunities and develop all tools and guidance required for effective implementation

Action Strategy for Rapid EA Program Action Strategy for Rapid EA Program ImplementationImplementation

Strategy 3: Accelerate the “buy-in” to the new EA program by effective ; marketing of the case for action, key program feature and benefits

Strategy 4: Accelerate the development of a pro forma set of new EA assignments with a projection of benefits

Action Campaign Infrastructure Action Campaign Infrastructure

EA Executive Sponsors

EA Policy Backbone

Action Team

EA Pro Forma

Benefits Team

EA Marketing Team

EA Process Validation

Team

Action Campaign TimelinesAction Campaign Timelines

What Who When

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