Roles of the Executive Branch and Congress

Describe the roles (as they pertain to the acquisition community) of the President, Office of the Secretary of Defense (OSD), Joint Chiefs of Staff (JCS), Secretary of the Air Force (SAF), the Air Staff (HQ USAF), Program Executive Officers (PEO), Program Managers (PM)

Describe the roles (as they pertain to the acquisition community) of the President, Office of the Secretary of Defense (OSD), Joint Chiefs of Staff (JCS), Secretary of the Air Force (SAF), the Air Staff (HQ USAF), Program Executive Officers (PEO), Program Managers (PM)

1.) President

2.) Office of the Secretary of Defense (OSD)

3.) Joint Chiefs of Staff (JCS)

4.) Secretary of the Air Force (SAF)

5.) Air Staff (HQ USAF)

6.) Program Executive Officers (PEO)

7.) Program Managers (PM)

President

Creates the National Security Strategy, National Defense Strategy, and the President’s Budget

Office of the Secretary of Defense (OSD)

Develops DoD policies, oversees the DAS, and prepares the annual defense budget

Oversees the Office of the Under Secretary of Defense for Acquisition and Sustainment [OUSD (A&S)]

Office of the Under Secretary of Defense for Acquisition and Sustainment [OUSD (A&S)]

Consists of the Defense Acquisitions Executive, who oversees all DoD acquisition programs

Joint Chiefs of Staff (JCS)

Military advisors to the POTUS, approves requirements as part of JCIDS, and oversees the JROC

Secretary of the Air Force (SecAF)

Provides policy and direction on acquisition

Oversees SAF/AQ, SAF/SQ, SAE, CAE

Assistance Secretary of the Air Force for Acquisitions (SAF/AQ)

The MDA for ACAT I programs and oversees various programs

Assistance Secretary of the Air Force for Space Acquisition and Integration (SAF/SQ)

Provide advice on space systems and programs

Air Staff (HQ USAF)

Consists of the CSAF, CSO, PEM

Advocates for service requirements and provide guidance to acquisition programs

Program Executive Officers (PEO)

Responsible for the overall execution of programs in their portfolio

Manage the triple constraint for their portfolio

Program Managers (PM)

Manage triple constraint of individual programs

Describe the overall purposes of the Air Force Materiel Command (AFMC), and Space Systems Command (SSC), Air Force Life Cycle Management Center (AFLCMC), Air Force Sustainment Center (AFSC), Air Force Test Center (AFTC), Air Force Nuclear Weapon Center (AFNWC), Air Force Research Lab (AFRL), and Air Force Installation and Mission Support Center (AFIMSC)

1.) Air Force Materiel Command (AFMC)

2.) Space Systems Command (SSC)

3.) Air Force Life Cycle Management Center (AFLCMC)

4.) Air Force Sustainment Center (AFSC)

5.) Air Force Test Center (AFTC)

6.) Air Force Nuclear Weapon Center (AFNWC)

7.) Air Force Research Lab (AFRL)

8.) Air Force Installation and Mission Support Center (AFIMSC)

Air Force Materiel Command (AFMC)

The primary command for the acquisition of non-space systems

Space Systems Command (SSC)

Responsible for the acquisition of space systems

Air Force Life Cycle Management Center (AFLCMC)

Acquire and support weapon systems from cradle to grave

Oversees foreign military sales

Air Force Sustainment Center (AFSC)

Provide operations support through depot maintenance and supply chain management

Air Force Test Center (AFTC)

Performs DT&E

Air Force Nuclear Weapon Center (AFNWC)

Ensure safe, secure, and effective nuclear capabilities

Air Force Research Lab (AFRL)

Advance combat capabilities through the discovery and development of leading technologies

Air Force Installation and Mission Support Center (AFIMSC)

Support Air Force wide base installation and expeditionary combat support activities

Describe program reporting and acquisition categories (ACATs)

1.) Program Reporting

2.) Acquisition Categories (ACATs)

Program Reporting

The timely assessment and communication of information to define, manage, and monitor a program

Acquisition Categories (ACATs)

Categories that indicate the level of MDA oversight

Determined by program’s dollar amount or MDA interest

3 Acquisition Categories (ACATs)

1.) ACAT I - $525M+ on RDT&E, $3.065B+ on procurement, or be indicated as special interest by MDA

2.) ACAT II - $200M+ on RDT&E, $920M+ on procurement, or be indicated as special interest by MDA

3.) ACAT III - All other programs

Identify the purpose of an Acquisition Decision Memorandum (ADM) and Acquisition Program Baseline (APB)

1.) Acquisition Decision Memorandum (ADM)

2.) Acquisition Program Baseline (APB)

Acquisition Decision Memorandum (ADM)

An official record of a milestone or decision point

May include directions prior to proceeding further

Acquisition Program Baseline (APB)

A binding agreement between the PM and senior leadership of a program’s cost, schedule, and performance baselines

Describe program deviation

Any of the following violations of an APB:

• KPP threshold not met

• Schedule threshold is not met

• Cost threshold is not met

• Revised cost estimate shows threshold will not be met

Describe the role of the Budget Committees

Establish revenue targets and outlay ceilings by studying the effects of budget and legislation

Describe the role of the Armed Services Committees (ASC)

Passes the National Defense Authorization Act (NDAA) to authorizes new program starts and set funding ceilings

Describe the role of the Appropriation Committees (AC)

Passes annual appropriations acts to assign funds to programs

Congressional Staff

Permanent, non-partisan staff members that advise committees by gathering information, drafting legislation, and providing corporate knowledge

Describe the role of the Government Accountability Office (GAO) and Congressional Budget Office (CBO)

1.) Government Accountability Office (GAO)

2.) Congressional Budget Office (CBO)

Government Accountability Office (GAO)

Congressional watchdog that examines how government agencies utilize funds and reports issues to committees

Congressional Budget Office (CBO)

Provides budget policy and national priority advice to Congress by:

• Monitoring the economy and forecasting the impact of laws

• Improving the flow of budget information to Congress

• Analyzing the cost and effects of alternative budget choices