J 4 Executive Agency RIT Executive Briefing Reinventing The Department of Defense Executive Agent Policy and Process Report on RIT Findings and Recommendations May 10, 2001
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” 3/19/2018
Agenda I. III. IV. V. 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 VI. Implementation strategy 3/19/2018
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 3/19/2018
RIT 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 3/19/2018
Why Reinvent the Executive Agent Program? § § § § * 3/19/2018 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 21 st Century
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 Do. D 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 3/19/2018
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 3/19/2018
Model for Executive Agent Effectiveness Consensus Mission Clear and distinguishable definition for Executive Agents Balanced Scorecard Standard performance requirements tailored to each EA mission Disciplined End to End Process Documented steps; defined roles and responsibilities; and clear Decision Authority Supporting Infrastructure 3/19/2018 Resources, systems and sub - processes aligned and integrated to support EA execution
Executive Agent Definition A Do. D 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. 3/19/2018
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 3/19/2018
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”. 3/19/2018
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”. 3/19/2018
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 3/19/2018
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 3/19/2018
Executive Agent Scorecard All Executive Agents are accountable for achieving the following goals tailored to their missions: Goal 1. End user satisfaction 2. Realization of dollar savings through economies of scale 3. Responsiveness to enduser mission requirement changes 4. Reduction in support footprint in end-users theater of operations 3/19/2018 Metric 1. Performance against agreed upon plans 2. Performance against baseline unit costs 3. Performance on exercises 4. Performance against baseline
Executive 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 enduser 7. Development of plans to anticipate end-user needs and matching resources 3/19/2018 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 Stakeholders Providers Legal Authority Executive Agent Candidates/Designates 3/19/2018 Executive Authority EA process Owner Subject Matter Experts Funding Authorities End Users
Executive Agent Process Roles and Responsibilities Role Who Plays This Role? 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 3/19/2018 Key Responsibilities External consultants
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Who Plays This Role? 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 3/19/2018
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Executive Agent Provide accurate, timely input Candidate Designees on capabilities to EA process owner for proposal and business case development 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 3/19/2018 Who Plays This Role? Any Do. D component and Service executive agent representatives
Executive Agent Process Core Roles 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 Do. D component, other Gov’t agencies, coalition partners, and commercial firms During assignment execution, gather enduser 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 3/19/2018
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Who Plays This Role? EA Process Owner Facilitate effective and Executive Agent program timely decisions on EA office assignments/decommis sion proposals Provide support to EAs in preparation and support of their defined mission Coordinate periodic evaluation of EA performance. Facilitate conflicts resolution between EAs, enduser, providers etc. 3/19/2018
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Funding Authority Provide input and Do. D comptroller support for EA proposal PA& E office and business case analysis. Upon EA assignment, work with the EA to prepare budget and secure funds. During EA assignment, assist in resolving funding problems and issues 3/19/2018 Who Plays This Role?
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Legal Provide input and Do. D counsel support for EA proposal and business case analysis. Provide support and review during the EA execution-planning phase. 3/19/2018 Who Plays This Role?
Executive Agent Process Roles and Responsibilities (cont) Role Key Responsibilities Executive Authority Make final decision on EA assignment based on recommendation forwarded by the EA process owner. Make final decision on EA funding proposal Make final decisions on EA decommission based on recommendation forwarded by the EA process owner. 3/19/2018 Who Plays This Role? Secretary of Defense Deputy Secretary of Defense
Executive Agent Process Step 1 Identify and Validate the need Step 2 Create the business case Step 3 Make the decision to assign or not assign Step 4 Communicate the decision and educate on impact Step 5 Resource and prepare to execute Step 6 Execute the EA assignment Step 7 Conduct formal EA performance evaluations Step 8 Decision to reassess or divest An end-to-end roadmap for effective assignment, execution and evaluation of Executive Agents 3/19/2018
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 3/19/2018
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. 3/19/2018
Executive Agent Process Core Roles (cont) 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. Target Cycle Time: § 90 days 3/19/2018
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 3/19/2018
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 3/19/2018
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 3/19/2018
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 3/19/2018
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 3/19/2018
Barriers 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 § § 3/19/2018 Getting data for business case analysis Lack of marketing plan poor promulgation Process as designed will dilute Other Do. D processes will dilute this
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 3/19/2018
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 3/19/2018
Action Campaign Infrastructure EA Executive Sponsors EA Policy Backbone Action Team 3/19/2018 EA Process Validation Team EA Marketing Team EA Pro Forma Benefits Team
Action Campaign Timelines What 3/19/2018 Who When
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