Department of Defense Explosives Safety Board DDESB Transformation

1.  Department of DefenseExplosives Safety Board (DDESB) Transformation

2. 2 Content Explosives Safety History Mission Pillars Transformation & Changes How Does the DDESB�s Transformation Affect the Services? Conclusions

3. 3 Explosives Safety 10 JUL 1926 � Lake Denmark, NJ 21 killed 52 injuries Lightning strike on dunnage 17 July 1944 � Port Chicago, CA (Concord) 4,606 tons of ammunition 4.2 M pounds Net Explosive Weight 325 killed, 392 injured Damage zone � 46 miles

4. 4 Explosives Safety (cont) 11 July 1991 � Doha, Kuwait Uploaded vehicle parking area FAASV heater fire 4 Abram tanks 7 M109 Howitzers 7 FAASVs 4 AVLBs 40 smaller vehicles (HMMWVs, CUCVs) 50 injuries 3 killed during cleanup $40M and loss in readiness

5. 5 Explosives Safety (cont) Between 2000 � 2005 $72.3M losses 131 non-combat fatalities Effective ESM Program Joint operating forces accomplish mission yet prevent losses Enhances operational effectiveness SECDEF Goal FY08 is 75% accident reduction Reduces number of military munitions accidents Eliminates costs, saves lives, and minimizes environmental impacts Bottom Line Maximizes force protection Preserves strategic, operational, and tactical assets All must be proactively engaged in Explosives Safety

6. 6 DDESB History Congressionally mandated in 1928 Based on 1926 Lake Denmark incident Joint Board of Officers appointed Prevent endangerment to life/property from ammunition storage DoDIG recommended changes in 2003 Develop DoD ESM strategic plan Establish & oversee comprehensive DoD ESM Restructure DDESB to independent, objective full time body Update directive (DoDD 6055.9)

7. 7 DDESB Mission Mission � to develop, implement, & maintain Effective DoD Explosives safety management program (ESMP) Purpose of ESMP Reduce probability and consequences of mishaps Involving DoD military munitions Other encumbering explosives Protect people, property, and the environment Sustain operational capabilities and readiness

8. 8 DDESB Pillars Establish DoD ESM requirements and technical criteria Oversee Components� ESM programs Provide Technical expertise to Components & strategic partners Advise OSD, Component leadership, & others ESMP progress/challenges annually

9. 9 What is Transformation? What Is Transformation? Transformation within the Department of Defense is an effort that requires the active participation of all major components of the organization. The Department describes transformation as: A process that shapes the changing nature of military competition and cooperation through new combinations of concepts, capabilities, people and organizations that exploit our nation�s advantages and protect against our asymmetric vulnerabilities to sustain our strategic position, which helps underpin peace and stability in the world. (Transformation Planning Guidance, April 2003, p. 3) First and foremost, transformation is a continuing process. It does not have an end point. Transformation anticipates and creates the future and deals with the co-evolution of concepts, processes, organizations, and technology. Profound change in any one of these areas necessitates change in all. Transformation creates new competitive areas and competencies and identifies, leverages, or creates new underlying principles for the way things are done. Transformation also identifies and leverages new sources of power. The overall objective of these changes is to sustain U.S. competitive advantage in warfare. Military transformation is about changing the culture of the U.S. Armed Forces. Therefore, transformational activity must facilitate a culture of change and innovation in order to maintain competitive advantage in the information age. That culture must foster leadership, education, processes, organizations, values, and attitudes that encourage and reward meaningful innovation. Individually and institutionally, holding on to the past is a result of the natural need to define order in the midst of instability. Individuals and institutions tend to follow what they know and do best because past success becomes the safest predictor of survival in the face of uncertainty. What Is Transformation? Transformation within the Department of Defense is an effort that requires the active participation of all major components of the organization. The Department describes transformation as: A process that shapes the changing nature of military competition and cooperation through new combinations of concepts, capabilities, people and organizations that exploit our nation�s advantages and protect against our asymmetric vulnerabilities to sustain our strategic position, which helps underpin peace and stability in the world. (Transformation Planning Guidance, April 2003, p. 3) First and foremost, transformation is a continuing process. It does not have an end point. Transformation anticipates and creates the future and deals with the co-evolution of concepts, processes, organizations, and technology. Profound change in any one of these areas necessitates change in all. Transformation creates new competitive areas and competencies and identifies, leverages, or creates new underlying principles for the way things are done. Transformation also identifies and leverages new sources of power. The overall objective of these changes is to sustain U.S. competitive advantage in warfare. Military transformation is about changing the culture of the U.S. Armed Forces. Therefore, transformational activity must facilitate a culture of change and innovation in order to maintain competitive advantage in the information age. That culture must foster leadership, education, processes, organizations, values, and attitudes that encourage and reward meaningful innovation. Individually and institutionally, holding on to the past is a result of the natural need to define order in the midst of instability. Individuals and institutions tend to follow what they know and do best because past success becomes the safest predictor of survival in the face of uncertainty.

10. 10 Transformation & Changes

11. 11 Transformation & Changes

12. 12 Explosives Safety Management & the DDESB DoDD 6055.9E DEPSECDEF re-issued 19 Aug 2005 Defines ESM and continues the DDESB Authorizes DUSD (I&E) to issue DoD 6055.9-STD Shifts DDESB focus Installation level survey activity to programmatic review authority DDESB continues limited/focused surveys Primarily Component-level HQ ESMP reviews Assist Components COCOMs use DDESB expertise � �grow� ESMP Need to integrate explosives safety into operational culture DDESB to support COCOMs as requested/required War planning evaluation/assistance In theater technical support/storage plan assistance

13. 13 Consistent with peacetime, contingency, or wartime operational requirements and corresponding DoD military munitions requirements, it is DoD policy to: 4.1. Provide the maximum possible protection to people and property from the potential damaging effects of DoD military munitions (explosive and chemical) minimum safety standards. 4.2. Comply with reference (c) and, when outside the United States, comply with host nation, multinational, or U.S. explosives safety standards, whichever are more stringent unless standards applicability is mandated by international agreement. 4.3. Develop quantitative risk-based explosives safety assessment tools and criteria and utilize such as decision-making aids when appropriate. 4.4. Minimize exposures consistent with safe and efficient operations (i.e., expose the minimum number of people for the minimum time to the minimum amount of explosives or chemical agents). Explosives Safety Management & the DDESB DoDD 6055.9E - POLICY

14. 14 Explosives Safety Management & the DDESB DoDD 6055.9E � POLICY continued 4.5. Enhance readiness and mission capability by providing for ESM considerations throughout the military munitions life-cycle. 4.6. Implement and maintain effective ESM programs within the DoD Components. 4.7. Prohibit the disposal (e.g., burying, dumping) of DoD military munitions on land or in water except when specifically authorized by the Head of the DoD Component concerned or his or her designee. 4.8. Give precedence to ESM principles and requirements that provide for immediate protection of people and property while complying with applicable environmental regulations. 4.9. Conduct appropriate munitions response actions on real property that are known or suspected to contain munitions and explosives of concern, according to appropriate environmental law�

15. 15 Transformation & Changes

16. 16 Transformation & Changes

17. 17 DDESB Board Organization

18. 18 DDESB Organizational Changes

19. 19 DDESB Organization

20. 20 DDESB Organizational Changes

21. 21 DDESB Strategic Plan Strategic goals 1. Capitalize DDESB Human Infrastructure 2. Transform to effectively support the DoD Mission 3. Optimize Explosives Safety Management Processes DDESB draft strategic plan consists of: 3 strategic goals 13 Supporting objectives 57 Implementing actions Each action assigned �

22. 22 DDESB Strategic Plan Breakdown

23. 23 DDESB Strategic Goals, Objectives, Implementing Actions, & Measures

24. 24 DDESB Strategic Plan

25. 25 DDESB Process Reengineering DDESB actively engaged in DoD�s Business Transformation BT aligns transformation priorities to a set of "business value-added measures" to ensure investments are articulated and measured against tangible business value to the Department DDESB (via BPR) Phase I Concentrates on Explosives Safety Site Plan BPR Methodology Developed draft with DDESB staff Developed using and supported by DDESB 6055.9-STD Addresses one finding of 2003 Inspector General (IG) Report Validated at DDESB Board Business Meeting Board Service representatives / alternates in attendance Service safety center technical representatives in attendance The Defense Business Systems Management Committee (DBSMC), the Investment Review Boards (IRBs) and the Components will use several transformation tools to make system investment decisions and transition to the Department's future information infrastructure that will provide flexible and responsive business and financial support. These tools include the ETP, the BEA and a systems compliance checklist. The ETP and BEA are linked. Specific objects within the BEA are associated with the transformation efforts of the Department as outlined in the ETP. The architecture objects linked to the ETP are: Business Capabilities, Operational Activities, System Entities (Systems/Initiatives), and System Functions. The ETP gives the Department a comprehensive management tool for business modernization, with measurable plans, schedules, and budgets. The ETP is guided by a focused and adaptable Business Enterprise Architecture. The current defense transformation planning products are as follows: September 2006 Enterprise Transition Plan The BEA is the enterprise architecture for the DoD information infrastructure, and includes processes, data, data standards, business rules, operating requirements, and information exchanges. This framework is provided through a set of integrated DoD Architecture Framework (DoDAF) products, including Operational, Technical Standards, System, and All View products. The BEA defines, from a technical perspective, the Department�s business transformation priorities, the business capabilities required to support those priorities, and the combinations of systems and initiatives that enable these capabilities. The suite of BEA products is as follows: Business Enterprise Architecture (BEA) 4.0 The Defense Business Systems Management Committee (DBSMC), the Investment Review Boards (IRBs) and the Components will use several transformation tools to make system investment decisions and transition to the Department's future information infrastructure that will provide flexible and responsive business and financial support. These tools include the ETP, the BEA and a systems compliance checklist. The ETP and BEA are linked. Specific objects within the BEA are associated with the transformation efforts of the Department as outlined in the ETP. The architecture objects linked to the ETP are: Business Capabilities, Operational Activities, System Entities (Systems/Initiatives), and System Functions. The ETP gives the Department a comprehensive management tool for business modernization, with measurable plans, schedules, and budgets. The ETP is guided by a focused and adaptable Business Enterprise Architecture. The current defense transformation planning products are as follows: September 2006 Enterprise Transition Plan The BEA is the enterprise architecture for the DoD information infrastructure, and includes processes, data, data standards, business rules, operating requirements, and information exchanges. This framework is provided through a set of integrated DoD Architecture Framework (DoDAF) products, including Operational, Technical Standards, System, and All View products. The BEA defines, from a technical perspective, the Department�s business transformation priorities, the business capabilities required to support those priorities, and the combinations of systems and initiatives that enable these capabilities. The suite of BEA products is as follows: Business Enterprise Architecture (BEA) 4.0

26. 26 BEA 4.0 � Activity Model (A0)

27. 27 ESOH Process Model

28. 28 I&E Logical Data Model Integration

29. 29 DDESB Logical Data Model Data Elements The draft model includes 442 data elements 211 data elements are shared with other Business Enterprise Architecture (BEA) Core Business Mission Areas Remaining 231 data elements are necessary to support DDESB business requirements Shared data elements include The data elements that provide the linkage between DDESB and the Real Property asset records The Real Property Accountability data elements for facility characteristics and location information The Material Visibility data elements for inventoried explosives and munitions The Personnel Visibility data elements for organization and people roles in explosives safety site plans

30. 30 Explosives Safety Management Program(ESMP) BPR Timeline

31. 31 BPR Next Steps

32. 32 DDESB BPR - Phase 2 Develop Explosives Safety Management Program in Coordination with Services� Explosives Safety Board Members and Subject Matter Experts Visit Services� to understand explosives safety programs Develop baseline for corporate explosives safety program Provide avenues for knowledge flow between Services More areas TBD as DDESB works with the Services and scope is locked in

35. 35 WEB PAGE

36. 36 DDESB Organizational Changes & Modernization DDESB Annual Report None issued in recent past Next annual report will identify changes and future direction Future reports will be �state of the union� type-message addressing overall health of the explosives safety community DDESB Resources Prior to 2008 POM cycle, no significant changes in O&M or TDA for almost 20 years Increased both to complete mission TDA increases effective 2006, O&M increases effective 2008

37. 37 Transformation & Changes

38. 38 Transformation & Changes

39. 39 Transformation & Changes

40. 40 Transformation & Changes

41. 41 Transformation & Changes

42. 42 Transformation & Changes COCOMs need to create ESMPs Services may need to modify ESMPs Integrates ES throughout DoD culture Planning Operations Training All environments DDESB to develop follow on DoD Instruction Define ESM program details Expand on policy in DoDD 6055.9E

43. 43 How Does the DDESB�s Transformation Affect the Services? Short Term Resource Implications Provide Key Personnel (SME) to DDESB Working Group whose purpose is to identify ESMP elements Provide Key Personnel (SME) to follow-on DDESB Working Groups to define program elements, requirements, & processes for ESMP Both Working Groups� efforts will result in ESMP DoDI Mid & Long Term Resource Implications Modify Service policies, regulations, etc. to comply ESMP Modify existing Service evaluation process to comply with ESMP (Resources � e.g. FTE, Travel)

44. 44 Conclusions

45. 45 Conclusions

46. 46 Questions?

47. 47 Contact Information

48. 48 BACKUP SLIDE

49. 49