J4 Executive Agency RIT Executive Briefing

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J4 Executive Agency RITExecutive Briefing

• ReinventingThe Department of Defense Executive
  AgentPolicy and ProcessReport on RIT Findings
  and Recommendations
• May 10, 2001

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Forward

• 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

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Agenda

• RIT Charter
• Why reinvent the Executive Agent program?
• What needs to change?
• Keys to success
• Proposed model for achieving a breakthrough for
  Executive Agent performance
• Implementation strategy

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RIT 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

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RIT Charter

• Develop recommendations for
• Criteria and process for designating new
  executive agents and validating existing ones
• Definition of roles and responsibilities across
  the end-to-end executive agency process
• Create Executive Agency Policy Directive
• Redefinition of terms and establishment of a
  clear, common vocabulary
• Assessment of existing and to be Executive
  Agent assignments

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Why Reinvent the Executive Agent Program?

• Joint coalition warfare requirements
• Shift in Operations and missionsmore
  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

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What Are the Problems That Prompt 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

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Keys to Making a Executive Agency Effective

• 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

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Model for Executive Agent Effectiveness
Clear and distinguishable definition for
Executive Agents
Consensus Mission
Standard performance requirements tailored to
each EA mission
Balanced Scorecard
Documented steps defined roles and
responsibilities and clear Decision Authority
Disciplined End to End Process
Resources, systems and sub- processes aligned and
integrated to support EA execution
Supporting Infrastructure
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Executive 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.

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Executive 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

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Criteria for Executive Agent Assignment

• 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.

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Criteria for Executive Agent Assignment

• 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.

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Criteria for Executive Agent Assignment

• 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

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Executive 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

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

• Goal
• End user satisfaction
• Realization of dollar savings through economies
  of scale
• Responsiveness to end-user mission requirement
  changes
• Reduction in support footprint in end-users
  theater of operations

• Metric
• Performance against agreed upon plans
• Performance against baseline unit costs
• Performance on exercises
• Performance against baseline

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Executive Agent Scorecard

• Goal
• Single point of contact for communication of
  needs and problems by end-user
• Provision of continuous, sustainable, and global
  support as required by end-user
• Development of plans to anticipate end-user needs
  and matching resources

• Metric
• First call response
• Y/N
• Performance against plan and target mission
  capable rates of requirements planned for top
  box scoring against agreed upon standards

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Executive Agent Process Stakeholders
Executive Authority
Providers
Subject Matter Experts
Legal Authority
Funding Authorities
EA process Owner
Executive Agent Candidates/Designates
End Users
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Executive Agent Process Roles and Responsibilities
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Core Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive Agent Process Roles and
Responsibilities (cont)
Role Key Responsibilities
Who Plays This Role?
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Executive 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
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
An end-to-end roadmap for effective assignment,
execution and evaluation of Executive Agents
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Executive 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

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Executive Agent Process Core Roles (cont)

• Step Two Create the business case
• Purpose 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.

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Executive Agent Process Core Roles (cont)

• Step Three Make the decision to assign/not
  assign
• Purpose of This Step
• Make a timelyconsultedfinal 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.
• Target Cycle Time
• 90 days

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Executive Agent Process Core Roles (cont)

• 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.
• Target Cycle Time
• 90 days

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Executive Agent Process Core Roles (cont)

• 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.
• Target Cycle Time
• 90 days

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Executive Agent Process Core Roles (cont)

• 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

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Executive Agent Process Core Roles (cont)

• 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
• Target Cycle Time
• 30 days

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Executive Agent Process Core Roles (cont)

• 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
• Target Cycle Time
• 60 days

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Barriers to Implementation

• Political and cultural Resistance to
  change--Whats 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

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Action Strategy for Rapid EA Program
Implementation

• 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

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Action Strategy for Rapid EA Program
Implementation

• 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

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Action Campaign Infrastructure
EA Executive Sponsors
EA Pro Forma Benefits Team
EA Policy Backbone Action Team
EA Marketing Team
EA Process Validation Team
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Action Campaign Timelines
What Who When