Model offers MICC leaders capability, capacity insight
December 29, 2011
FORT SAM HOUSTON, Texas -- Senior decision makers with the Mission and Installation Contracting Command here will soon have a new planning tool that allows them to better gauge their effectiveness in executing the acquisitions mission.
The Capacity and Capability Model, or CAP2, provides a methodology to measure the capacity and capability of MICC mission contracting centers, mission contracting offices and installation contraction offices throughout the nation to perform their missions for customers.
"Developed by a cross-functional team of contracting, financial and personnel experts, the CAP2 was designed to support the MICC's transformation and delegated authority to regional mission contracting centers," said Pat Hogston, the director of MICC Contract Support, Plans and Operations.
MICC officials restructured its contracting centers and installation contracting offices under seven regional MCCs in 2011 to improve customer service and workload distribution while establishing a more effective span of control that contributes to the standardization of procedures and processes.
The CAP2 Model is scheduled for fielding to MCC directors in early 2012, following a 100 percent data validation screening involving MICC contracting offices.
The capacity and capability components of the CAP2 Model take a deliberate approach matching necessary manpower and skills.
Capacity takes into consideration whether MICC contracting offices have the resources available to sustain the contracting activity level required to meet customer demands for acquisition services. It is supported by a MICC internal manpower model, which is fashioned after the U.S. Army Training and Doctrine Command manpower model. The MICC model is based on process-oriented, statistically based studies of a variety of contracting actions commonly performed by contracting offices. The MICC internal manpower model goes beyond the TRADOC studies by accounting for recent changes in the resource intensity required for multimillion dollar task and delivery orders, as well as contract administration efforts.
Capability measures the MICC contracting activities' ability to perform the mission relative to personnel qualifications, certifications, skill attributes and experience. It also captures statistics necessary for succession planning and other management considerations.
"While other contracting metrics and manpower models are available, one aspect that distinguishes the CAP2 is the side-by-side view of resources needed and qualitative measures reflecting the ability of existing resources to perform the mission," said Alix Gayton, the chief of the workload assessment and management branch for the MICC CSPO Plans and Programs Division.
She added that MICC leaders will continue to use situational information regarding varied mission sets among the different units served. With the assistance of the CAP2, decision makers will be able to baseline functions and assess norms across their respective families of work.
The capacity and capability components roll up into a dashboard presentation offering MICC leaders at all levels an opportunity and risk assessment snapshot by area of responsibility.
Headquartered at Fort Sam Houston, the MICC is made up of seven regional mission contracting centers, nine mission contracting offices and 27 installation contracting offices throughout the country. In fiscal 2011, the command executed more than 63,000 contract actions worth almost $7 billion.
The MICC is responsible for planning, integrating, awarding and administering contracts in support of Army commands, direct reporting units, U.S. Army North and other organizations to provide the best value for the mission, Soldiers and their families. Contracting professionals at the MICC's subordinate units work with installation leadership throughout the generating force, or institutional Army, to translate their requirements into contracted materiel and services. The institutional Army prepares, trains, educates and supports the operational Army, which is made up of deployed forces.