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resolving combatant commander validated IWNs and for providing a single point of contact and accountability on the OSD staff for tracking the timeliness of actions (pp. 1- 4).

The JRAC process applies only to joint needs that are outside the scope of existing DoD 5000 Series and previously discussed Service processes. It is intended to complement, rather than replace or compete with, any existing Service or joint process. As with the others, the JRAC process has limits and can only be used to field ACAT II, III, or IV programs (p. 2).

Middleton (2006) conducted a thorough review of the JRAC process by providing its detailed history, a breakdown of the cell members, and a recent case example in which the process was used to meet a JUONS. He analyzed the process from the perspective of 10 value centers. His analysis determined the JRAC process is value added in several areas. First, it holds powerful budgetary options and an ability to access all colors of

money.6 Second, eliminating several

the process is handled directly layers of bureaucracy. Third, the

by senior level officials, process provides portfolio

thereby balance

that reduces Service overlap. closely with overarching DoD

Fourth, strategies

it provides an acquisition strategy that aligns such as JCIDS and COTS procurement. Fifth, it

provides impartiality since funding follows the focus based on the JRAC’s involvement only process acknowledges the evolving nature of war

solution.

Sixth, the process provides

with rapid

acquisitions.

Finally, the

as it shows

the DoD can

adapt quickly

and provide of lifecycle resourcing,

needed capabilities rapidly. He found the process non-value added in terms costs given the lack of analysis on long-term maintenance, training and and based on the lack of a mechanism to incorporate feedback from the

warfighter. In terms of acquisition speed, he establishes deadlines for immediate warfighter value added in that it sets no limit or goal for limits or goals (Middleton, 2006, pp. 57-59).

found the process value added in that it need validation and solution but is non- fielding nor any penalty for not meeting

6 “Color of Money” is a term commonly used within DoD to identify appropriations by type (e.g.,

Operations and Maintenance, Procurement, RDT&E, Military Personnel Expenses, and Military Construction). Once Congress appropriates funds into these separate accounts, money cannot be transferred between accounts without being re-appropriated (Jones & McAffery, 2008, pp. 350-351).

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