Multi-Agency Planning & Analysis for National Security

1. Bureau of Customs & Border Protection US Coast Guard Bureau of Immigration & CustomsEnforcement Transportation Security Administration Bureau of Immigration and Citizenship Services SLSDC Labor Unions USPS Trade Comm. Civil Air Patrol State Agencies Forest Service USN SSA Carriers USAF Port Auth. DOL Nat. Guard FSIS USDA TMO DOD Public Health CDC DLA FDA USACE NIST NRC Multi - Agency Planning Framework Ken Hoffman Tom Pawlowski June 3, 2004 v1.1 Int’l Orgs. BIS FCC Foreign Authorities DOE NOAA DOS FMCSA NMFS Embassies& Consulates DOC FAA NHTSA FRA USMS Courts MARAD FEMA DOT DOJ USSS BOP OFAC FinCEN RSPA FBI Legend/DHS Activity DOI EOIR ATF DEA IRS BLM IntelligenceCommunity FWS Other US Law Enforcement EPIC EPA NPS

2. Problem The Multi-Agency Environment • Deals with emerging national problems of high priority • Security of international trade, passenger, and financial flows • Health coverage and care • Joint missions • Is more complex with very high risk • Requires continuous interaction and coordination across agencies • Mission activities, organizations, strategies, processes, information, systems, applications, and data • Architectures of participating agencies vary in detail and structure Opportunity: Enterprise Architectures (EA) are seriously underutilized; How can they be used to support Multi-Agency Planning and Analysis?

3. Approach • Focus on Mission Operations with Distinct Patterns • Repetitive services, Ad hoc proactive & responsive,..... • Apply Activity-Based methods to mission/business definition • Relate Managed Services and Components to business Activities • Mission-Centric Architecture • Integrates segments of Agency/Bureau Architectures • Defines necessary content of Agency/Bureau Architectures • Supports and empowers OMB-FEA Reference Models • Provides Web Services for planning & analysis • XML access to sources, HLA integration of Activity models • Executable Architecture for Performance Analysis • Couple Architecture with Dynamic Simulation of Mission/Business Operations • Do architectures have sufficient information for modeling? • Readiness Model • Supplements GAO EA Criteria with Interoperability measures • Addresses Organizational, Services, Data, and infrastructure levels

4. Repetitive Mission End-to-End Activities; Cargo & Passengers Track Passengers and Cargo and relate to Money flows Multi-Agency Program Office Command and Control Center (e.g., CEE) Board Aircraft CAPPS Inspect Cargo: CBP Issue Visa: State DHS/OIE Track: Aircraft Container Ships VLCC Depart Re-enter CBP • Mission Activities • Support Activities • Financial Services • HR • Payroll • Facilities Services • IT Services • Supply Chain Services Identify Carriers FAA, USCG Traffic Event Police FBI DHS Other Register at School Target & Inspect CBP • Added Descriptors • Routine Clearance • 747 Entry Activity Model Linked Activity Models for End-to-End Performance Analysis

5. Ad Hoc Mission – Vigilant Sentry • Agencies: • USCG • CBP • HHS/CDC • Army NG • State of FL

6. Activities Services Data Technology Activities Services Data Technology Activities Services Data Technology Mission-Centric Architecture • Integrates critical features of participating agency/Bureau architectures • Supports a Multi-Agency Mission Program Office (or equivalent) Mission-Centric Architecture • Mission Program Office • Manages mission activities with strong accountability (Performance Management) • Integrates support functions • - Business Services (e.g., HR and Financial) • - IT Infrastructure and Services Mission Activities Services Data Technology Extract Mission-Centric Architecture Details Identify Gaps - Activities - Services & Comp. - Data - Infrastructure • Applies to management of: • Operations Planning • Modernization Agency/Bureau Architectures • Agency/Bureau Responsibilities • Manage assigned activities • Provide support functions & • Managed Services • Modernization projects • Agency/Bureau Responsibilities • Manage assigned activities • Provide support functions & • Managed Services • Modernization projects • Agency/Bureau Responsibilities • Manage assigned activities • Provide support functions & • Managed Services • Modernization projects • Governance Model • Employ Reference Models • Concentrate mission control in Multi-Agency environment • Provide virtualized support services by participating agencies

7. Planner’s Workbench

8. Findings to Date • Enterprise Architectures can be a valuable resource for planning • The “Genomic Code of the Enterprise” • The Multi-Agency Modernization environment adds significant complexities • Requires more specific detail in Architectures and much more precise and uniform definitions of: • Activities; mission and support • Business Services (e.g. Managed Services, e-gov) • Information Services (e.g. Web Services) • Requires strong analytic capabilities • Dynamic executable capabilities greatly expand the role of Enterprise Architectures • Beyond CPIC, to • Strategic Planning, • Operations Planning, COOP, and • Performance Management If the Architecture is of no help in modeling mission performance, it is unlikely to support the real thing!