Air Force Installation Contracting Agency. Flight Plan

Transcription

1 Air Force Installation Contracting Agency Flight Plan

2 Commander s Intent I intend AFICA to become a unified team of networked critical thinkers in Operational Acquisition tenaciously pursuing excellence, innovation, agility and effective mission solutions worldwide...in peace and in war! Pursue Excellence: We must not compromise our credibility or standards of expertise in our primary roles whether that is contracting, program management, financial management, technical oversight, quality assurance or enabler supporting roles. Mentoring and inspiring at every level and across every function is critical to our success. From a baseline of credibility and excellence, we must become proactive students of the missions we support. The innovations we lead will come from the combination of our functional expertise within a strong mission context. Demand Urgency: I reject the notion that we can t execute our mission areas with agility and discipline at the same time we will use all the authorities available, document everything clearly yet concisely, and stay organized and auditable. With mutual trust and respect, we will hold each other and our mission partners accountable to maintain a sense of urgency across the spectrum of operational acquisition while also seeking to identify and remove non-value added barriers to agility over time. Stay Results-Focused: We must become a tenacious learning organization, constantly focused on improving results over time. We must think-plan-act early to need, minimize time to results, and review and record results repeatedly. We must share lessons learned across the networked team. We will seek to maximize the mission capability return on investment without sacrificing excellence, ethics or our core values. Build Resilience: We will become a team of teams who are personally and professionally resilient to overcome unpredictable challenges and are ready to exploit opportunities requiring the full team. We will embrace data-driven, risk-informed adaptability at every level with our eyes fixed on results. We will actively seek to maximize trust, information sharing, and teamwork across our networked enterprise. Show Respect: All of the above depends upon a fundamental belief that we all have value and deserve respect. When disagreements occur, we will treat each other and our partners with respect and help each other succeed no matter who gets the credit. 3

3 AFICA Mission: Deliver optimal warfighting capabilities through agile and innovative solutions AFICA Vision: One global team transforming acquisition innovation into warfighting capability Table of Contents Purpose... 7 AFICA s Overarching Goal... 7 Air Force Strategic Guidance... 8 AFICA s Four Mission Areas... 9 MAJCOM Support... 9 Mission Execution Enterprise Sourcing Expeditionary Operations AFICA s Key Enabler: High-Performing Work Place Conclusion

4 Purpose The purpose of this Flight Plan is to provide a strategic framework that will shape the future of AFICA. It firmly sets our priorities, provides focus for our energy and resources, strengthens our operations, and ensures our people and other stakeholders are provided a roadmap as they work toward common goals; all while fulfilling the AFICA mission, vision, and overarching goal. Ultimately, this plan will establish our culture by solidifying expectations and providing clear direction; in turn promoting a healthy working dynamic and an environment of success. AFICA s Overarching Goal The future of AFICA is based primarily on efficiency, innovation, and success. To ensure these standards are met, established as commonplace, and consistently reinforced, we in AFICA have determined that our overarching goal is to: Drive cost effectiveness into the capabilities we provide and reduce costs by $1B over the next 5 years. We are undertaking a comprehensive effort to reduce overhead costs, increase efficiencies, eliminate redundant activities, and improve management effectiveness and business processes. -SecAF Key Talking Points, FY15 Q1 7

5 Air Force Strategic Guidance The Air Force exists to ensure we have the ability to always provide responsive and effective Global Vigilance, Global Reach, and Global Power. As a globally-responsive force, the Air Force must always be ready to deliver these effects in peacetime and war; measuring its ability to respond in minutes and hours, not weeks or months. The Air Force does this through unparalleled execution of its five core missions: Air and Space Superiority... Freedom From Attack & the Freedom to Attack Intelligence, Surveillance, and Reconnaissance (ISR)... Eyes & Ears on Adversaries Rapid Global Mobility... Delivery on Demand Global Strike... Any Target, Any Time Command and Control... Total Flexibility The pace of change has increased substantially since the Air Force s beginning; in the last two decades it has accelerated even more dramatically. This trend is expected to be the norm, with the pace of change increasing for years to come. Those who are unable to adapt will clearly be vulnerable in this volatile environment; however, for those who can become more agile, an enduring advantage will be created. To meet the challenge in the future, the Air Force strategy identifies two strategic imperatives and five strategic vectors as follows: Strategic Imperatives --Agility: Meant to capture the attributes of flexibility, adaptability, and responsiveness. --Inclusiveness: Harnessing every possible resource to ensure the world s greatest Air Force. Strategic Vectors --Provide effective 21st Century Deterrence: Maintaining a credible, robust strategic deterrent remains the Air Force s number one priority. --Maintain a robust and flexible global integrated ISR capability: ISR is the foundation upon which every joint, interagency, and coalition operation achieves success. --Ensure a full-spectrum capable, high-end focused force: We must be able to fly, fight, and win across the spectrum of conflict, especially in contested environments. --Pursue a multi-domain approach to our five core missions: We now conduct some of our core missions in, through, and from space and cyberspace. --Continue the pursuit of game-changing technologies: Maintaining the technological advantage of our airpower in terms of speed, range, flexibility, and precision. Source: America s Air Force: A Call to the Future, July 2014 ( The Air Force s ability to continue to adapt and respond faster than our potential adversaries is the greatest challenge we face over the next 30 years. -CSAF, June

6 AFICA s Four Mission Areas MAJCOM Support AFICA is a team of acquisition professionals, globally postured to provide acquisition support and multi-faceted expertise to various MAJCOMs, including AFIMSC; through Operating Locations (OLs), Specialized Contracting Squadrons (SCONS) and Enterprise Sourcing Squadrons (ESS). Support includes, yet is not limited to, the following: Providing leadership to MAJCOMs and AFIMSC on all Acquisition-related equities Harmonize requirements with processes Propose commercial solutions to operational requirements Track acquisition trends and historical data to leverage/align all AF requirements Providing functional oversight of MAJCOM acquisitions Serving as contracting subject matter experts (SMEs), on behalf of the MAJCOM Serving as the MAJCOM focal point and voice on their Competition Advocacy program Integrating Better Buying Power 3.0 tenants into the acquisition processes Leading the Air Force Small Business (SB) program Facilitating Annual Health Assessments in conjunction with the MAJCOM Services Advocate (and AFIMSC Advocate if appointed) Supporting the MAJCOM Services Advocate in execution of AFPEO/CM s services programs Results-Oriented Goals MS1 Reduce MIPR Fees by $1.5M (based on $785M spend) MS2 Employ processes to decrease bridge contracts by 25% (both in dollars and actions) 9

7 Mission Execution AFICA s Four Mission Areas Mission Execution is the process of turning a requirement for a good or service, not provided organically, into contract vehicles that provide the AF with best value solutions in performing its mission and sustaining its installations. Activities associated with Mission Execution include, but are not limited to, the following: Acquisition Planning: Arming requirement owners and contracting activities with acquisition strategy advice; providing assistance with market research; and coordinating (and occasionally) approving MAJCOM Requirements Approval Documents (RAD). Pre-Award: Conducting Business and Contract Clearance for designated actions (as mandated by the Contracting authority flow); providing source selection training; and providing pricing support during the pre-award phase of an acquisition. Post-Award: Monitoring performance in order to provide useful information for future acquisitions; ensuring Contracting Officer Representatives (CORs) are adequately trained to provide value added information; and driving participation in the Contractor Performance Assessment Rating (CPAR) tool. Administrative: Providing HAF policy guidance and interpretation; assisting with manpower issues; maintaining and advocating for contracting business systems; conducting Staff Assistance Visits (SAVs); coordinating augmentees for IG inspections; and maintaining the Government Purchase Card (GPC) program. Taking Care of People: Providing targeted and demand-driven training; maintaining and promoting career development through mentorship; conducting the contract warrant training program; and administering recognition and awards programs. Whether commodities, services, or infrastructure, nearly three quarters of AF operations are dependent on contract performance - Mission Execution touches every Airman and getting it right is critical. AFICA s business leaders implement the best business decisions through comprehensive data analysis, methodical acquisition planning, adherence to acquisition laws and regulations, developing sound contracting processes and meaningful contract oversight. Results-Oriented Goals ME1 Improve Acquisition Excellence by 10% within 1 year of initial assessment as measured on the TEAM-Dashboard 10

8 Enterprise Sourcing AFICA s Four Mission Areas AFICA applies strategic sourcing concepts and processes at the local, regional, and enterprise level with the goal to reduce costs and improve mission effectiveness. The ultimate objective is to mirror best in class costs, by utilizing the levers of rate, process, and demand. We achieve rate savings, or reaching a better price, by increasing competition through the crafting of innovative acquisition strategies and applying our business acumen that is derived by market research and experience. We instill process savings within our practices by eliminating waste and redundancies; in turn promoting an efficient working environment that emphasizes an innovative approach to how we conduct business. We accomplish demand savings by shaping our requirements to acquire better deals. This includes standardizing requirements, reducing consumption and cost drivers, or adopting industry best practices and standards based on market research. By emphasizing the AF 7-Step Strategic Sourcing process, AFICA utilizes a structured yet tailorable process to develop and execute sourcing solutions that can be used by all contracting personnel at any level. It is a comprehensive, data driven process that takes a holistic approach to reducing costs, not just on awarding a large leveraged contract to get a better price. Results-Oriented Goals ES1 Drive cost effectiveness into the capabilities we provide and reduce costs by $1B over the next 5 years ES2 Achieve Level 2 process maturity in enterprise sourcing by Oct 2017; Stretch Goal Achieve Level 3 process maturity in enterprise sourcing by Oct 2021 ES3 Institutionalize enterprise sourcing throughout operational acquisition and functional requirements owners at all levels by Oct

9 Expeditionary Operations AFICA s Four Mission Areas The Expeditionary Operations Mission Area is defined as all aspects of using contracting and enabling operational contract support (OCS) to achieve operational and strategic objectives. OCS is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of Joint Operations across the full range of military operations (to include contingencies, humanitarian assistance, disaster relief, peace keeping operations, and local emergencies). The Expeditionary Operations Mission Area strives to ensure our workforce and processes are resourced and fully integrated in current operations and planning through all phases of operations as depicted in Joint Publication 5-0. OCS encompasses all of the following support functions: Contract Support Integration: Coordinating and synchronizing contracted support execution in a designated operational area, in support of the Joint Force. Contracting Support: Executing contracting authority and coordinating contract actions in support of Joint Operations. Contractor Management: Overseeing and integrating contractor personnel and associated equipment in a designated operational area, in support of the Joint Force. OCS is a powerful force multiplier that can be used to create effects in every phase of Joint Operations. Proper OCS synchronization will enable commanders to leverage contract support and create desired OCS-related effects, to achieve operational and strategic objectives. 12

10 AFICA s Four Mission Areas The Expeditionary Operations Mission Area is broken into the following three overarching categories: 1) Contingency Contracting Officer (CCO) Capabilities: All personnel should be well-versed in OCS concepts and ready to execute the full range of military missions (bare-base, buildup, sustainment, redeployment). We will provide support through the following activities: Formal training Informal training CCO/OCS specific exercises Area of Responsibility Familiarization Standardized/Tailored CCO Fly-Away Kits 2) OCS Effects: The multiple effects of OCS should be fully integrated into the Joint Operations Planning Process. 1 st order effects of contract performance cover a broad spectrum: logistics support, security, training for host nation police/governance, ISR in contested environments, etc. However, a key component of planning for the use of OCS in any phase of operations is anticipating and planning for 2 nd and 3 rd order effects that result from the 1 st order outcomes of contract performance. 3) Contracting Command and Control: Our Readiness Cell will ensure integration into the Geographic Combatant Command (GCC)/Service Component Joint Operations Planning Process. By formulating standardized products and procedures, we enable rapid mobilization of the range of Theater Support Contracting Organizational Options. From a Lead Service for Contracting Coordination (LSCC), to Lead Service for Contracting (LSC), to Joint Theater Support Contracting Command (JTSCC) to support Joint Operations. Results-Oriented Goals EO1 Achieve FOC to establish positive contracting command & control globally within 72 hours of notification EO2 Expand and strengthen networked influence across the full spectrum of expeditionary operations to integrate OCS across the AF enterprise 13

11 AFICA s Key Enabler: High-Performing Work Place It is imperative for AFICA leadership, on every level, to instill strong foundations of trust within the workplace in order to consistently promote AFICA s key enabler of a highperformance workplace. According to Patrick Lencioni, author of the award-winning book, The Five Dysfunctions of a Team ; of the 5 critical components for establishing a highly functional team or organization, a solid foundation of trust is of the utmost importance. A lack of trust prevents a team from true commitment, accountability, and results. In a high-performance workplace, teams produce quality products and services using creativity and innovative techniques. They tend to collaborate more effectively than other organizations. For in these environments, people trust one another, feel empowered to make changes and experience high levels of job satisfaction. Employees with high morale miss work less frequently and function more productively and cost-effectively. AFICA leaders must perform the following actions to establish an effective team: Set clear goals Maintain open communication Value creativity and diversity Engage, Empower, and recognize employees Foster collaboration Results-Oriented Goals HW1 Enhance Unit Health by reducing risk by 2% a year as reflected by the TEAM Dashboard assessment HW2 Enhance and promote AFICA s Climate by achieving a 5% increase in favorable responses each year (2016 is baseline) HW3 Enhance Workforce Development by providing career feedback to 100% of AFICA personnel HW4- Advance strategic communication by increasing internal and external reach by 5% a year to drive desired behaviors, innovation, participation, and recognition 14

12 Conclusion As business leaders, we must use the framework provided by the Commander s Intent, to respond quickly, communicate freely, and make decisions without layers of bureaucracy as we fulfill our four mission areas. We must remain focused on agility, innovation, and producing results as a cohesive team. Armed with the strategic framework and clear direction this Flight Plan provides, AFICA will pave the way for smarter operations and business practices within the Air Force. Execution: It is the responsibility of all AFICA leaders to absorb the contents of this Flight Plan as common knowledge and promote it within the workforce in accordance with the AFICA Strategic Communications plan. Leadership should be able to thoroughly explain the content and principles within this Flight Plan. It is also recommended that the Operational Contracting community be familiar with the contents of this Flight Plan, understand it, and execute the mission accordingly. Both the Flight Plan and Strategic Communications Plan should be readily available and easily accessed electronically and in hard copy. 15

13 Warfighter Acquisition Innovation, Excellence, Victory! 16