Configuración tentativa del concepto de persona en “El género en disputa”

Recruitment and assignment of qualified LNO candidates are critical to the success of the COCOM/DCMA information sharing process since the LNO serves as the DCMA focal point for planning and execution of deliberate and crisis action planning at both the Joint Staff and COCOM. The research indicates that for effective and efficient planning and coordination, it is imperative that LNOs are assigned to the Joint Staff and all UCCs. The ideal situation would be to assign a senior (O-5 or O-6) military member

and a senior civilian (GS-14 or GS-15) with a broad knowledge of DCMA’s services and capabilities to each position; however, in today’s resource constrained world that is not probable. In these circumstances, a civilian LNO might be the more ideal candidate since corporate knowledge would not be lost every few years when the military member rotates.

In addition to a broad knowledge of the Agency, candidates should complete at least Phase I of the Joint Professional Military Education (JPME) requirements and be willing to pursue JPME Phase II training as it becomes available. LNO responsibilities for two or more geographically dispersed COCOMs should be minimized especially if one or more of those commands are actively engaged in a contingency operation, military operation other than war (MOOTW) or Global War On Terrorism (GWOT). For example, one LNO should not be assigned to U.S. CENTCOM and SOCOM even though they are co-located since each command is actively engaged in separate, current operations.

Based on the research each LNO should be familiar with both of DCMA’s MAs and be prepared to educate each COCOM with regards to the Agency’s services, capabilities, and core competencies. The LNO must facilitate information sharing and act as the focal point for deliberate and crisis action planning, exercise planning and execution. Additionally, the LNO should assist in the Joint Strategic Planning System (JSPS) process and development of the Joint Strategic Capabilities Plan (JSCP), OPLANs and CONPLANs. Finally, LNOs need to be prepared to leverage DCMA’s capabilities to meet the COCOMs needs by providing “Reach Back” into the industrial base for capability and capacity assessments, acquisition life cycle support, especially supply chain interventions to expedite/facilitate delivery and shipment and contingency contracting management support including IRT and tailored CCAS team site support.

2. Initial Response Team

DCMA’s IRT reaction to contingency contracting opportunities is impressive considering the consistently late notification of impending operations. This process can be improved dramatically once the assigned LNOs establish and nurture the COCOM/DCMA relationship. This information sharing will lead to more timely

notifications, which should feed back into the mission planning cycle and the IRT processes.

Working around current resource constraints, DCMA needs to develop a cadre of qualified military acquisition professionals, DAWIA Level II certified in the contracting, property, and quality and production career fields. As part of the IRT, this cadre should have the knowledge, experience and skills needed to provide effective initial CCAS support.

3. Mission Planning

The research shows that it is difficult for DCMA to plan for their CCAS mission. It is difficult to know when a mission will arise and how long it will last. Yet based on past experiences and lessons learned, it is possible to project what core competencies will be required. Based on the unique characteristics of each contingency contracting operation, DCMA can tailor the specific core competencies required to support the contingency. As previously proposed, the Limitre Personnel Assignment Model (LPAM) will allow DCMA to rapidly review different scenarios and estimate resource needs.

4. Entry and Exit Criteria

While the proposed language the LNOs is offering the COCOMs for inclusion in the Appendix of their Logistics Annex represents a good initial effort, the research shows that DCMA should delay having this language incorporated until differences can be resolved with their customers. For the most part, the research indicates the entry criterion are acceptable to their COCOM customers; however, there is significant resistance against the proposed calendar-driven exit criteria, especially to the one-year time limit requirement.

DCMA CCAS on-going support in the Balkans spans nearly a decade, and DCMA is already well into their third year in Afghanistan and second year in Iraq. Contingency contract management operations cannot be held hostage to a one-year moratorium for CCAS support. Straightforward, honest dialogue needs to be opened with the Joint Staff, the COCOMs and Service Components. These exit criteria must be thoroughly discussed and agreed upon. Whatever language is eventually agreed upon

should be incorporated in JP 4-07. In the interim, the research group recommends that paragraph “A” of DCMA’s proposed exit criteria be deleted in its entirety and replaced with the following:

A. Each year on the anniversary of the declared contingency, or an earlier mutually agreed upon date, key stakeholders will participate in a collaborative summit to determine the extent of DCMA’s contingency contract management support that will be required in the coming 12 months to support the Combatant Commander’s tactical, operational and strategic goals. Future requirements will be based on current capabilities already available in theater, the phase of the operation, dependence on CAP contracts and national directives and objectives.

While the proposed exit criteria are calendar driven, the review process described above needs to be capability/capacity driven, especially in the dynamic contingency environment. Performance metrics need to be developed that would enable key stakeholders (Joint Staff J4, Combatant Commander, COCOM J4 Staff, Service Components, LOGCAP and AFCAP contractors, and DCMA) to focus this periodic decision-based review on established capability and capacity, which are in turn linked to available resources. In this manner, the continued need for DCMA’s presence could be determined with the Joint Staff’s, Combatant Commander’s and Services’ buy-in. In addition, this capability/capacity driven decision process would enable the team to develop time-phased plans for DCMA’s disengagement and transferring contract management to permanent garrison party, area support group, host nation or other identified responsible party.