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Executive Agency RITExecutive Briefing ReinventingThe
Department of Defense Executive AgentPolicy and ProcessReport 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”
,
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 ,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 ,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 ,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 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 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 ,
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
,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.
,Executive Agent Mission To provide defined levels of support for both o
- published: 01 Jun 2016
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