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Human Capital Needs for the Department of Defense Operational Contract Support Planning and Integration Workforce

Core Content

This report examines the human capital needs for the Operational Contract Support (OCS) Planning and Integration (P&I) workforce within the U.S. Department of Defense (DoD). It highlights the critical role of OCS in modern military operations and the challenges in integrating contractors into the total force. The study was commissioned by the Joint Staff Logistics Directorate (J4) to assess staffing and training requirements for OCS P&I functions across the defense enterprise.

Main Objectives

1. Map the population of core OCS P&I personnel across the total force and develop position descriptions (PDs) for these roles.
2. Define training requirements for both core and non-core OCS P&I personnel.
3. Estimate staffing needs for core OCS P&I personnel at key DoD organizations.

Key Findings

• The OCS P&I workforce includes military, civilian, and contractor personnel with backgrounds in contracting, acquisition, logistics, and program management.
• A gap analysis identified 58 gaps across DoD organizations, particularly in OCS planning, analysis, and management, with GCCs and service headquarters showing the most significant deficiencies.
• Understaffing and lack of training are major contributors to these gaps.
• Training is essential to address knowledge and skill deficiencies in OCS P&I, and the Joint OCS Learning Framework provides a holistic approach to training development.

Gaps in Practice

• Doctrinal tasks are not always being executed in practice.
• Training for OCS P&I is limited, especially for core personnel, with few professional military education courses covering OCS.
• OCS planning and execution are often handled in an ad hoc manner, without a centralized strategy or structure.

Recommended Training Models

1. Institutionalized Training Model:

   • Offers basic OCS P&I training at the initial entry level of military personnel.
   • Provides advanced training as personnel progress in their careers.
   • Integrates OCS P&I into professional military education (PME) to ensure core and non-core personnel are trained.

2. Expeditionary Training Model:

   • Utilizes mobile training teams to reach a large number of personnel.
   • Includes a one-week course for non-core personnel and a "train-the-trainer" course for core personnel.
   • Features senior leader courses focused on reducing fraud, waste, and abuse in contracting.
   • Incorporates online courses to address specific training needs.

Potential Workforce Models

Six recommended position types were identified, reflecting both current OCS P&I activities and doctrinal requirements not being met:

1. OCS Manager/Senior OCS Integrator
2. OCS Planner/Integrator
3. OCS Analyst
4. OCS Trainer
5. OCS Knowledge Management Specialist
6. OCS Policy Development Specialist

An OCS Generalist position was also proposed, combining the key aspects of the above roles to increase flexibility under resource constraints.

Five potential strategies for DoD’s OCS human capital approach were outlined:

1. Steady State: Maintains current ad hoc staffing and training, but does not meet doctrinal requirements.
2. Fully Integrated: Institutionalizes OCS P&I across the force, including moving JCASO to the Joint Enabling Capabilities Command.
3. OCS Specialization: Creates unique OCS occupational codes and career fields, but requires significant investment and leadership support.
4. Hybrid Approach: Combines a skill identifier with targeted training, increasing the visibility and attractiveness of OCS P&I roles.
5. Hybrid Approach that Maintains JCASO: Retains JCASO but introduces a skill identifier and tiered training to enhance integration and capability.

Key Recommendations

• DoD should align current staffing levels with the staffing estimates in this report to ensure OCS P&I responsibilities are met.
• Training should be expanded, particularly for core personnel, using the Joint OCS Learning Framework.
• Institutionalization of OCS P&I is necessary for long-term readiness and compliance with legislative mandates.
• Alternative workforce models should be considered to address staffing and training gaps, with a focus on flexibility and resource efficiency.

Conclusion

The report underscores the importance of a comprehensive human capital strategy for OCS P&I to ensure readiness, availability, and effectiveness of operational contract support. It recommends a shift from ad hoc staffing and training toward institutionalized and integrated models to meet the evolving needs of the DoD in the context of contractor reliance and operational flexibility.