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Department of Defense and the DoD Chemical Biological Defense Program

Moving Towards Transformation

BG Patricia L. Nilo

Acting Deputy Assistant to the Secretary of Defense for Chemical and Biological Defense

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Discussion OutlineDiscussion Outline

DoD Transformation Efforts– 2001 Quadrennial Defense Review (QDR)

Transformation Tenets– Acquisition Decision Support Systems in Transition– Transformation of CBDP Management/Organizations– Planning, Programming, Budgeting & Execution in

Transformation

CB Defense Program Budget Update – FY04 PB

CB Force Protection Initiatives

Summation

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The Need for TransformationThe Need for Transformation

“The United States will … transform America’s national security institutions to meet the challenges and opportunities of the twenty-first century.”

President George W. Bush,September 2002

“The Department currently is pursuing transformational business and planning practices such as adaptive planning, a more entrepreneurial, future-oriented capabilities- based resource allocation process, accelerated acquisition cycles built on spiral development, out-put based management, and a reformed analytic support agenda.”

Secretary of Defense Donald Rumsfeld,Transformation Planning Guidance April 2003

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Shift basis of defense planning from a “threat-based” model to a “capabilities-based” model for the future:

Capabilities based model:– Focuses more on how an adversary might fight rather

than specifically whom the adversary might be or where a war might occur

– Identify capabilities required to deter and defeat adversaries who will rely on surprise, deception, and asymmetric warfare to achieve objectives

– Maintain our military advantages in key areas while we develop new areas of military advantage and deny asymmetric advantages to adversaries

Quadrennial Defense ReviewQuadrennial Defense ReviewTransformation TenetsTransformation Tenets

A Capability-Based Approach

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Quadrennial Defense ReviewQuadrennial Defense Review4-2-1 Planning Construct- Paradigm Shift4-2-1 Planning Construct- Paradigm Shift

Need for portfolio of capabilities robust across spectrum of possible force requirements

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New defense strategy identifies 6 key operational goals for deterring conflict and conducting military operations

DoD investment resources must be focused on these goals– Protect bases of operation at home and abroad and defeat the

threat of CBRNE weapons– Assure information systems in the face of attack and conduct

effective information operations– Project and sustain U.S. forces in distant anti-access and area-

denial environments– Deny enemies sanctuary by providing persistent surveillance,

tracking, and rapid engagement– Enhance the capability and survivability of space systems– Leverage information technology and innovative concepts to

develop interoperable Joint C4ISR

Quadrennial Defense ReviewQuadrennial Defense ReviewTransformation InitiativesTransformation Initiatives

Goals represent the operational focus for efforts to transform our Forces

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Acquisition Decision Support SystemsAcquisition Decision Support SystemsIn Transformation In Transformation

Defense Acquisition

System

Joint CapabilitiesIntegration &Development

System (JCIDS)

VCJCS/ServiceChief Oversight

Milestone DecisionAuthority (MDA)

Oversight

Planning, Programming,

Budgeting & Execution Process (PPBE)DEPSECDEF

Oversight

Revolutionary

Evolutionary

Emerging

CJCS 3170.01C24 June 03

MID 913 PPBS to PPBE22 May 03

DoD 5000 Series12 May 03 Revision

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Acquisition Decision Support SystemsAcquisition Decision Support SystemsIn Transformation In Transformation

Defense Acquisition

System

Joint CapabilitiesIntegration &Development

System (JCIDS)

VCJCS/ServiceChief Oversight

Milestone DecisionAuthority (MDA)

Oversight

Planning, Programming,

Budgeting & Execution Process (PPBE)DEPSECDEF

Oversight

CBDPRequirements and

Acquisition Process Transforming

JROJPEO

DTRA (S&T)

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DoD Leadership’s IntentFor DoD 5000 Revision

Revised Policy Objectives• Encourage innovation and flexibility

• Permit greater judgment in the employment of acquisition principles

• Focus on outcomes vice process

• Empower PM’s to use the system vice being hampered by over-regulation

“….create an acquisition policy environment that fosters efficiency, flexibility, creativity, and innovation.”

DEPSECDEF Paul Wolfowitz, 30 Oct 2002

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The Aftermath of 9-11The Aftermath of 9-11

• Asymmetric methods are no longer a threat, but a reality

Awareness

of Threa

t Soars

Awareness

of Threa

t Soars

• The entire spectrum of CB matters has received increased emphasis from the Administration, Congress, News Media, and the Public

• Warfighting spectrum has expanded to homeland security

• Emphasizes importance of coordinated USG program to counter WMD proliferation

CBDP TRANSFORMING

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Transformation – CBDPTransformation – CBDPHistorical PerspectivesHistorical Perspectives

1993 – National Defense Authorization Act of 1994 mandates a Joint CBDP (PL 103-160, Section 1703)

July 1994 – Joint Service Agreement (JSA) signed 9 Sep 02 – JROC approves Joint Requirements Office for

Chemical, Biological, Radiological and Nuclear Defense (JRO-CBRND) under J-8

19 Sep 02 – USD(AT&L) issues Acquisition Decision Memorandum– Directed significant changes to CBDP Management and lays out

primary responsibilities of new management structure 22 Apr 03 – USD(AT&L) signs Implementation Plan

– Supercedes 1994 JSA– Establishes detailed management duties for requirements, tech

base, advanced development, and oversight.– Creates OIPT for issue resolution.

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Formerly

JSMG

Formerly

JSMG

Under Secretary of Defense (Acquisition, Technology, and Logistics)

Assistant to the Secretary of Defense(Nuclear, Chemical, and Biological Defense Programs)

Deputy Assistant to the Secretary of Defense(Chemical and Biological Defense)

Army Acquisition Executive

Joint Program Executive OfficerChemical and Biological Defense

Director, DTRA

Joint Requirements OfficeCBRN Defense

Director, J -8

Chairman,Joint Chiefs of Staff

Director, Defense Threat Reduction Agency (DTRA)

(Chemical and Biological Defense)

-

Oversight

Under Secretary of Defense (Acquisition, Technology, and Logistics)

Assistant to the Secretary of Defense(Nuclear, Chemical, and Biological Defense Programs)

Deputy Assistant to the Secretary of Defense(Chemical and Biological Defense)

Army Acquisition Executive

Joint Program Executive OfficerChemical and Biological Defense

Director, DTRA

Joint Requirements OfficeCBRN Defense

Director, J -8

Chairman,Joint Chiefs of Staff

Director, Defense Threat Reduction Agency (DTRA)

(Chemical and Biological Defense)

-

Oversight

CBDP Management & Oversight StructureCBDP Management & Oversight Structure

Based on 22 April 2003 CBDP Implementation Plan

SCIENCE &TECHNOLOGY

SCIENCE &TECHNOLOGY

ADVANCED DEVELOPMENT &ACQUISITION

ADVANCED DEVELOPMENT &ACQUISITION

REQUIREMENTSREQUIREMENTS OVERSIGHTOVERSIGHT

Formerly JSIGFormerly JSIG

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New Organization - RequirementsNew Organization - Requirements

Joint Requirements

Office - CBRND

JROC

OSD

Army Executive AgentCJCS

SERVICES

Combatant Commanders

POMRecommendation

Requirements

Guidance

Requirements Validation

POMRecommendation

Acquisition

Input

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New Organization - AcquisitionNew Organization - Acquisition

AT&L

CB PMs Transition

DTRA

Tech Base

Programs

JPEO

CBD

Requirements Input

DAECBD OIPT

ATSD(NCB) - ChairServices

OSD StaffJoint Staff

Oversight

AAE

Coordination

Milestone Decision Authority (Sentinel Systems)

Day to Day Management (MDA for non-Sentinel Systems)

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Acquisition OrganizationsAcquisition Organizations

USD(AT&L)– Milestone Decision Authority for key selected CBD Sentinel systems– Delegates MDA responsibility for all but Sentinel Systems to

Secretary of the Army– Sentinel Systems are those programs, that because of their cost,

complexity, and/or criticality, provide a representative picture of the overall health of the CBDP.

– Approves recommended POM for submission to SECDEF

Assistant to the Secretary of Defense for Nuclear and Chemical and Biological Defense Programs (ATSD(NCB))– Overall coordination/integration of medical and non-medical CBDP– Chairs permanent CBD OIPT– Oversight of funds allocation for Defense-Wide CBDP accounts– Develop CBDP POM Strategy Guidance– Review SECARMY recommended POM and make

recommendations to USD(AT&L)– Conduct program oversight activities– Develop, publish CBDP Annual Report to Congress

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Joint Program Executive Office for Chemical and Biological Defense (JPEO-CBD)– Army TDA organization, reporting to ASA(ALT)– Responsible for all Advanced Development and Procurement – Multi-service Program Managers for capability areas– Delegated MDA responsibility for non-Sentinel Systems– Exercise year of execution re-programming authority for

assigned programs– Life cycle oversight

Defense Threat Reduction Agency (DTRA)– Manage and integrate Science and Technology Programs– Exercise year of execution re-programming authority for S&T

programs– Manage and integrate CB ACTDs– Provide funds management functions under the oversight of

ATSD(NCB)

Acquisition Organization (con’t)Acquisition Organization (con’t)

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Program Analysis and IntegrationProgram Analysis and Integration

Program Analysis and Integration Office (PAIO)– Executes “Army as Executive Agent” functions, under the

operational direction of Army G8– Provide independent analysis functions– Integrate planning, programming, and budgeting functions

across funding lines and executing organizations– Support JRO-CBRN POM build– Support SECARMY review and submission of POM– Develop RDA Plan– Lead development of BES/PB efforts and documents– Mid-year execution reviews

– Analyze and develop programmatic impacts/options for ATSD(NCB)

– Provide primary support to ATSD(NCB) for development of Annual Report to Congress, POM Strategy Guidance and responses to audit reports and Congressional inquiries

– Maintain programming, planning, and budgeting database

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Acquisition Decision Support SystemsAcquisition Decision Support SystemsIn Transformation In Transformation

Defense Acquisition

System

Joint CapabilitiesIntegration &Development

System (JCIDS)

VCJCS/ServiceChief Oversight

Milestone DecisionAuthority (MDA)

Oversight

Planning, Programming,

Budgeting & Execution Process (PPBE)DEPSECDEF

Oversight

CBDPRequirements and

Acquisition Process Transforming

JROJPEO

DTRA (S&T)

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FY 2004-2009FY 2004-2009 Defense Planning Guidance (DPG) Defense Planning Guidance (DPG)

“The Department’s current planning, programming, budgeting and acquisition systems are rigid, unresponsive and ill-suited for a dynamic and uncertain security environment.

DoD needs to streamline and integrate PPBS and the major acquisition and requirements processes with particular attention paid to those areas where technological change occurs most rapidly.”

Tasked the Senior Executive Council to provide a systematic approach for replacing these processes

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Year 1 (Review and Refinement):Early National Security Strategy (NSS)Off-year DPG as required (at discretion of SECDEF)Limited Changes to Baseline Program

Year 2 (Formalize the Agenda):Quadrennial Defense Review (QDR) – Aligned with PB submission in second year of an administrationFiscal Guidance IssuedOn-year DPG (implementing QDR)POM/BES Submissions

Year 3 (Execution of Guidance):Off-year DPG as required (at discretion of SECDEF)Limited Changes to Baseline Program

Year 4 (Ensuring the Legacy):Fiscal Guidance IssuedOn-year DPG (refining alignment of strategy and programs)Program Objective Memorandum (POM)/Budget Estimate Submission (BES) Submissions

New Process- Defense Planning Corresponding to New Process- Defense Planning Corresponding to Four-Year Presidential TermsFour-Year Presidential Terms

Two Year POM/BES

Cycle

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Planning, Programming, BudgetingPlanning, Programming, Budgeting and Execution and Execution

Primary Resource Management System for DoD:

– Articulates strategy

– Identifies size, structure and equipment for military forces

– Sets programming priorities

– Allocates resources

– Evaluates actual output against planned performance and adjusts resources as appropriate

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Planning, Programming, Budgeting and Planning, Programming, Budgeting and Execution PhasesExecution Phases

Planning – Assess capabilities / review threat– Develop resource informed guidance

Programming – Turn guidance into achievable, affordable packages– Six-year program (Future Years Defense Program)

Budgeting – Assess for efficient funds execution – Scrub budget years– Prepare defensible budget

Execution Review (incorporated in program/budget review)– Develop performance metrics– Assess actual output against planned performance– Adjust resources to achieve desired performance goals

CB Defense Program Budget Update

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Chemical/Biological Defense Primary Program FocusChemical/Biological Defense Primary Program Focus

Provides Chemical and Biological Defensive Equipment to the WARFIGHTER

RDT&E, and Procurement Funds ONLY

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Fiscal Year

Do

llars

in M

illio

ns

First PL 103-160 Consolidated POM submitted

DoD CB Defense ProgramDoD CB Defense ProgramHistorical Perspective- Funding – FY04Historical Perspective- Funding – FY04

0

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

90 91 92 93 94 95 96 97 98 99 00 01 02 03 04

Total

RDT&E

Procurement

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DoD Chemical/Biological Defense ProgramDoD Chemical/Biological Defense Program FY2004 PB ($M) FY2004 PB ($M) withwith Congressional Adjustments Congressional Adjustments

Funding By Budget Activity

RDT&E = $599.0 $684.1Procurement = $505.7 $555.6Total = $1104.7 $1,239.7

Procurement (45.8%) $505.7(44.8%) $555.6

Mgmt Support (3.5%) $39.4(3.6%) $44.8

SDD (13.4%) $148.1(11.5%) $142.8

ACD&P (14.7%) $162.1(10.7%) $132.8

Adv Tech Dev (9.4%) $103.7

(12.8%) $158.2

Applied Research (9.6%) $106.5 (12.4%) $153.5

Basic Research (3.2%) $35.8 (4.2%) $51.9

Advanced Development(31.6%) $349.6(25.8%) $320.4

Science & Tech Base(22.3%) $246.0(29.4%) $363.6

Operational Sys Dev(0.3%) $3.4(0.0%) $0.0

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Support to the WarfighterSupport to the Warfighter

Making Progress in Research, Development and Acquisition:

However more progress needed:– Organizational/Managerial Transformation

– Training Readiness

– Joint Concepts/Doctrine

– Senior Service/Combatant Commanders Awareness

$$ Dollars Will Not Solve Everything

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CB Installation Protection InitiativeCB Installation Protection Initiative

The CB Installation/Force Protection Program (CBIFPP) provides:

$76.6M for a CBIFPP capability on 15 CONUS installations in FY04 Prioritizes 200 installations for FY04-09 (185 CONUS, 15

OCONUS) Integrates established AT/FP capabilities through CBRNE

CONOPS and Standards

Adds or enhances installation CBRN defense capabilities in Sense Shape Shield Sustain

Initially leverages off-the-shelf capabilities

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CBDP- Emerging Directions/ChallengesCBDP- Emerging Directions/Challenges

Threat remains diverse, dispersed, and unpredictable

Capability based approach for CBRND Planning– In lieu of previous validated specific threats– Focuses on CBRN capabilities an adversary might employ

Primary focus must remain support of the warfighter

CBDP CBRND

Use of new CBRND Joint Operational Concept Parlance:– Sense; Shape; Shield; Sustain

Acceleration of CBRND technology

Emphasis on Installation Force Protection; interoperability with emergency responders

Homeland Security- Evolving roles/missions for DoD/CBRNDP

Interagency cooperation on vaccine development and deployment

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The Chemical & Biological ThreatThe Chemical & Biological Threat

It’s not a matter of if,it’s now.