The U.S. Army strongly supports the NPR principle of Cutting Red Tape. As an institution it has come to realize that effective, entrepreneurial organizations cast aside red tape, shifting from systems in which people are accountable solely for following rules to systems in which they are accountable primarily for achieving results. They streamline their budget, personnel, and procurement systems; liberating subordinate elements to focus their missions. They reorient their management systems to prevent problems rather than simply punish those who make mistakes. They strip away layers of regulation that stifle innovation and ease restrictions on those activities that depend upon them for funding.

Throughout the past year, many Army elements conducted organizational self-assessments in order to identify and eliminate sources of bureaucratic waste and inefficiency. The success stories that follow in this section highlight some of the achievements made in cutting through this red tape.

AMC Cuts Red Tape Throughout the Command

Throughout the organization, U.S. Army Materiel Command (AMC) has eliminated many unnecessary regulatory burdens and non-value-added processes. The following section outlines several of these initiatives.

Simplifying the Capabilities Requirement Process (CAPR)

The U.S. Army Aviation and Missile Command (AMCOM) Corporate Information Center (CIC) has streamlined and improved the Capabilities Requirement Process (CAPR). By redefining what Information Technology (IT) is required, the approval process and necessary documents were reengineered.

The result has been an immediate reduction of approval processing by approximately 60 percent compared to last year, while maintaining the integrity of the IT acquisition process. The process changes focused on two critical areas. These are workplace Commercial-off-the-Shelf (COTS) systems and software and simplifying the CAPR document

The first effort uses a single, yearly approval for each government credit card holder, an approved list of types of IT, and specific guidance available on a website. This permits organizations to acquire common COTS IT as outlined by the website, using the single yearly approval. This eliminates submitting approvals for each small dollar requirement that may be needed during the year. The guidance, management, and the government credit card process provide the necessary oversight to ensure accountability and an audit trail.

The second effort streamlined the multi-page capabilities requirement (CAPR) into a "user friendly" document. The streamlined document is based upon yes or no replies to key life cycle management questions, which normally provides information technology (IT) managers with enough information to make an approval decision. Attaching acquisition documentation to the approval document is no longer required. It is maintained by the requester and forwarded with the acquisition package. This reduces the size of the approval package the CIC handles and the incidental loss of any documentation.

Mandatory Formal Records Management Program Review Discontinued

In response to customer suggestions, the Corporate Information Center (CIC), U. S. Army Aviation and Missile Command (AMCOM), Redstone Arsenal, discontinued its policy of mandatory formal records management program reviews.

Historically, this procedure was conducted every 3 years for customers to assist organizations with the maintenance and proper disposition of vital Army records. However, customers often perceived them as "inspections" which could result in "passing" or "failing" ratings. The old process placed more attention on "preparing for inspections" than on "maintaining complete and accurate records".

CIC replaced this mandatory review process with voluntary self-inspections, and customers who choose to request CIC’s assistance with an on-site review are no longer "graded". The CIC Records Management staff is now perceived as a partner who provides valuable expertise in support of customers’ efforts to preserve and maintain important information and electronic records. Improving the methods and procedures in this case also significantly improved customer relations and enhances CIC’s culture.

TEC Provides Internet Based and Automated System for Security Information and Support

The U. S. Army Test and Evaluation Command (TEC) developed an "Internet based" automated system that delivers security information and support to the workforce via their desktop personal computer. Utilizing an existing Automated Information System (AIS) infrastructure, TEC designed and implemented an installation wide informational Website available to the Yuma Proving Ground workforce.

This website includes a variety of security and intelligence support documentation, and completely automated training materials that fulfil annual security training requirements. This is accomplished without the employee ever leaving his desk or work area.

Automation of the security training offers each employee the opportunity to complete mandatory training at a time convenient to his or her work schedule. The training can be accomplished in less than two hours. This is a 3 hour time saving over previous years. Expected cost avoidance in labor dollars exceed $320K annually.

The U.S. Army Soldier and Biological Chemical Command, Soldier Systems Center (SBCCOM-SSC) was selected as a pilot site to develop a prototype approach for paperless contracting for the Army.

The paperless pilot program works side by side with industry, Government agencies, and customers to ensure a seamless workplace with electronic contracting capability. This will minimize the cost impact for all major commands as they too implement electronic commerce.

The costs associated with developing paperless contracting are considerable. For example, four specialists were hired to prepare the web pages. A cost benefit analysis was performed at the outset of the EC/EDI program to justify expenditures.

The long-term plan is to integrate the electronic contracting capability approach in full deployment of paperless contracting to Army Materiel Command subordinate organizations. Thus far we have posted requirements on the Internet; solicitations and awards are on either FACNET or other EDI facility; a functional web site has been established; all data is delivered electronically, and electronic signature capability is in place.

The U.S. Army Soldier and Biological Chemical Command, Soldier Systems Command (SBCCOM-SSC) is the preparing activity for 645 military specifications as well as responsible for development of new and innovative performance-based standards. Of the 645 military specifications (MILSPECS), SBCCOM-SSC has redesigned 337 as performance standards and cancelled 249. The remaining MILSPECs are being redesigned as performance standards.

The conversion to performance based standards will provide better contract results through clearer requirements and less deliverable data which saves money on each acquisition. The savings on this initiative are in reduced future costs of acquisitions and in better understanding by the contractor of the Command’s requirements.

The U.S. Army Corps of Engineers Eliminates Barriers

The U.S. Army Corps of Engineers (USACE) provided the following examples of how it is increasing support by eliminating restrictions.

The U.S. Army Engineering and Support Center, Huntsville, Alabama, has developed an innovative operation and maintenance (O&M) multi-year contract for O&M projects. This process costs approximately 2.5 to 3 percent of the construction cost to execute. For this dollar amount, the customer receives a turnkey product. The Center has awarded multiple indefinite delivery, indefinite quantity contracts throughout the U.S. and Puerto Rico. These centrally managed contracts cut red tape by taking full advantage of more efficient contracting procedures and by awarding the whole project at once instead of bit-by-bit. The customer provides a short scope of work and contractors respond with a "work plan" of necessary requirements rather than a full-blown design. Contracts are thus awarded for O&M projects in 30 to 45 days instead of the 8 to 12 months that it normally takes for this type of work.

Engineers at the Huntsville Center are empowered to provide customers with single point-of-contact service for each project from conception to completion of construction. Such an arrangement leads to clear and immediate communication among the installation, the contractor, and Huntsville. Problems are solved within hours rather than days, weeks, or months.

Another initiative involves streamlining the medical facilities contract award process for O&M work. The Huntsville Center developed a remediation contract for its customers in the U. S. Army Medical Command.

Using this contract the contractor only needs to provide a work plan instead of a full design, a process similar to what the commercial sector uses. Savings and improved service to the customer are achieved in the following ways:

USACE, New York District's Breach Contingency Plan Cuts Red Tape and Protects Long Island Shore

In implementing its novel Breach Contingency Plan (BCP), the New York District cut the red tape involved in responding to the imminent breach of a barrier island protecting the Long Island shore. The BCP streamlines the procedure for delegating responsibility and authority to the non-Federal sponsor (New York State) and accelerates the contracting process, thereby slashing Corps reaction time from up to 12 months to just 10 days. This system seals barrier island breaches not only faster but also more cheaply.

Under the old 12-month-process, the Corps acted only if asked by the governor of New York after a declaration of emergency signified that all state resources were exhausted. The Corps would then prepare a report justifying federal participation in emergency work and would forward it to Corps Headquarters for review and approval. The Corps would next prepare plans and specifications and would negotiate a Project Cooperation Agreement (PCA) with the state. Finally, the Corps would advertise and award a construction contract.

Under the BCP, the Corps carries out an up-front analysis of potential breach locations, an economic evaluation, and a complete environmental assessment. This information is used in preparing a fact sheet which declares the existence of an emergency and provides site-specific details, including condition, location, and a proposed solution. In an emergency, the accelerated contracting process can be implemented in a week. The PCA then delegates the District to act with the State in funding the emergency action. Both the Corps and New York State are comfortable with their new roles: New York tackles normal over-wash conditions, and the Corps picks up the emergency response.

Next Section - Getting Back to Basics >>

[Table of Contents] [Chapter 1] [Chapter 2] [Chapter 3] [Chapter 4] [Chapter 5] [Annexes]

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Last revision: 18 Aug 2008