Breakthrough Program Results, Leadership Strategies &

Organizational Transformation to Drive Acquisition Success Over the Next

Decade

ColonelDarbyMcNulty,PMIntegratedPersonnelandPaySystem-Army

Mr.JoeThele,ChiefTechnologyOfficer-DMDCMr.JohnTenaglia,HeadofContractingActivity-DHA

Mr.TerryRaney,PhD,SVPCACIModerator-SharonO’MalleyBurg

COL Darby McNulty, Project Manager, IPPS-A

2017 Alamo AFCEA Chapter Event 16 November 2017

4

Army G-1 Leadership Priorities 1. Readiness

• Man the Force • Sexual Harassment/Assault Response and Prevention • Ready and Resilient • Integrated Disability Evaluation System • Diversity

2. Future Army • Recruiting and Accessions • Force of the Future – Talent Management • Soldier 2020

3. Take Care of the Troops • Soldier for Life

• Integrated Personnel and Pay System - Army

39th Chief of Staff of the Army Top Priorities

1.Readiness 2.Future Army 3.Take Care of the Troops

Army Priorities

System Framework

5

6

Timeline

7

Wherewearetoday:❑ 199HR/PaySystems&over650interface

anddataexchangesbetweeninternalandexternalsystems

❑ NotfullyInformationAssurance(IA)orcybercompliant

❑ Over5,500hoursofsystemdowntimeinlegacysystems

❑ Lackofdataandprocessstandardizationacrosscomponents-leadingtoinefficiency,deviationsanderrors

❑ IMCOMaloneworksbetween2,500to5,000deviationspermonth

Current System Environment

8

IPPS-AwilltransformthewaySoldiers,Commanders,andHRProfessionalsaccessHR/Paydata

Human Resource System Transformation

Industrial Age HR Environment

TODAY

1940’s – 1960’s

• Paper-Centric • Sneaker-Ware • Manual Processes • Documentation Required • Examples: DA Form 4187 DA Form 31

Future HR Environment

Soldiers • Self-service with future

mobile capabilities – 24/7 access

• View full personnel record

• Self-initiate and monitor Human Resources actions

HR Professionals • Access to Soldier

information regardless of domain

• Single point of data entry • Single system for

processing pay actions • Visibility regardless of

Component (AC, ARNG, USAR)

Leaders / Commanders • Access to Soldier information • Single source solution for approvals • Email notification for pending actions • Visibility of Knowledge, Skills and Behaviors in order to

optimize Army Readiness

IPPS-AwillbeEverybody’sSystem

Defense Manpower Data Center Overview

Presented by: Joseph Thele

Chief Technology Officer, DMDC 16 Nov 2017

2

What is DMDC? A solution provider for all things people (enterprise)

Why us? • We have the Person Data Repository (PDR) and Local

Population Databases • We know the data

What makes us stand out? • We care about the people, their benefits, and their data • We deliver quality products on time and at lower cost than

most because we are highly leveraged • We are passionate about our customers’ business and making

them successful • We continuously innovate

3

DMDC Organizational Structure

DHRA

AGlobalOrganizationOfficeLocations • DoD Center, Monterey, CA • Metro Washington, DC • Boyers, PA • Germany • South Korea • Fort Knox, KY

Personnel• 362 DoD Civilians• 1450+ Contractors• 1 Military • 10 Service Component Liaisons

Director Defense Human

Resources Activity

Under Secretary of Defense(Personnel & Readiness)

Michael Sorrento

Director

Mark Breckenridge

Deputy

Budget• Direct: $371,256,000 • Reimbursables: $111,400,000

4

5

Data RepositoriesDMDC data includes the Person Data Repository (PDR),

Local Population Databases and several flat files

• Personal service employees, visitors, and delivery vendors at military bases • Contract personnel in Afghanistan and Iraq• Persons evacuated during crisis

The PDR holds information on 50 million people

• Wounded, ill and injured• Disabled American Veterans• DoD and Non-DoD Civilians• Contractors & Non-Appropriated

Funded

• 7 Uniformed Services• Retirees• Medal of Honor• Reserve Officer Training

Corps (ROTC)

• Foreign Military• Family Members• Veterans• Patients

Local Population Databases hold an additional 2 million people

The PDR includes:

6

Conceptual Data Model

7

The Persistent Question

“How do we leverage what we already have to enhance capability in such a way that the value offered is greater than the

costs incurred?”

8

CustomersWho receives DMDC’s products and services?

CIOABACCAC

Identity for DoD Enterprise Services Mobility

SIPR token IA Workforce

AT&LPurchase Card

Contracts/GrantsSPOT

Acquisitionworkforce

USD(I)JPAS/DISS

IMESAMirador

Security workforceSWFTNBIS

IC

Joint StaffGFM-DI support

Joint Duty AssignmentsCOCOM Personnel Data

JPERSTATNTS

Uniformed Services (7)(including retirees/family members)

Benefits (letters/call center)ID cards/RAPIDS

Data

P&RID cards

Transition AssistancePersonnel Accountability

Benefits: • MHS• Tricare• SGLI• Education• Commissary • Exchange

Funeral HonorsSCRA/MLA

ASVABDLPT

Personnel SurveysDTS/DFS Modernization

DCPASEPAT

Law Enforcement Physical Security system

Labor and Employee Relations Case ManagementVietnam Veterans Memorial

Personnel ResearchExecutive Talent Management

HSPD-12FMTS

Panograph Civilian Personnel HR

Staffing and Recruitment

TSA Pre-check

VA Benefits

Data sharing DS-Logon (self service)

Identity e-Benefits

SGLI Dual Comp

DD214

HHS ACA/MEC

Medicare data sharing State benefits data sharing

Labor Data Sharing Occupational

Matches DD214

IRS, Census Bureau, SSA Data

Data matching

Comptroller, OMB, CBO, Congress, RAND, CNA, IDA, PA, Public (FOIA/Privacy) Data requests

OPM Civilian Employee Personnel Data (eOPF)

Benefits Data Wage Grade Salary Data

DFAS Civilian Personnel Pay-

Related Data

DOL Defense Injury and Unemployment Compensation

Civilian Data

State/Territories DD214 DPRIS

9

How can you help us?Partnership and Teaming

Challenges

•StrengtheningCyberSecurity

•DataCenterConsolidation

•MigratingtoaCommonUserFramework

•Processstandardization

Value added by collaborating with industry partners to work toward implementing industry best practices, interoperable capabilities and innovative solutions

•SoftwareLicenseManagement

•SystemModernization

•MigratingofftheMainframe

“ProfessionalEngagement–Collaboration,Innovation,andIntegration”

JohnM.Tenaglia

HeadoftheContractingActivity,DefenseHealthAgencyNovember16,2017

MissionandVision

Mission: Provide the MHS with superior procurement solutions at the best value to positively influence the patients experience, health, and readiness of those entrusted to our care.

Vision: The preferred and trusted choice for procurement solutions

Strengthening Alliances and

▪ Identifying duplicative contracts and creating enterprise contract vehicles ▪ IT hardware and software enterprise licensing agreements (reducing

over 400 contracts down to 100)▪ Medical Q-Coded Services awarded

▪ Replacing single-use solutions with flexible/configurable enterprise solutions ▪ Partnering with the Services and their MTFs in managing requirements ▪ Leveraging acquisition/procurement support from USAMRAA, DISA, Army

MEDCOM, NAVMEDLOGCOM and SPAWAR, Air Force AFICA and , and GSA to meet our growing acquisition needs across the MHS

PharmacyPrograms Facilities

TRICAREHealthPlan Acquisition

HealthInformationTechnology

Research,Development&Acquisition

Budget&ResourceManagement PublicHealth

MedicalLogistics EducationandTraining

EnterpriseSupportActivities(ESA)DHASupportingReadiness

∎ ForceProvider:“Allin”–regardlessofService;responsivetoCOCOMneeds

∎ TrainingPlatform:MedicalEducationandTrainingCenter(METC)ensurewetraintothesamestandard;advanceexternalcertification(EMT,PT,etc)

∎ MedicalLogistics:Standardized,interoperablesurgicalequipmentsetsforwarandpeacetime

∎ HealthInformationTechnology:Commoninfrastructure,commonsystems,commoncybersecurity

∎ FamilyReadiness:EnsuringacomprehensiveintegratedTRICAREbenefitbackhome

2017ReverseIndustryDayTopics

22

1)ComprehensiveITResourceTrackingontheMEDCOI 5)TelehealthSolutions

2)MedicalDeviceIntegrationandManagementatMTFs 6)CyberGovernance

3)CloudServiceStrategies 7)AggregatedDataAnalyticsandArtificialIntelligence(AI)

4)TransformationofEnterpriseProcesses

IndustryPartnerNetwork

The “Pipeline”

Awareness Lead Generation

Incubation Active Prospects

(Conversion)

Pending Deals Closed Deals

DHA Commitment to Small Business

Build on recent success, continue engagement to promote awareness of DHA forecasted requirements, and interacting at regional events to include:

❑ ProcurementTechnicalAssistanceCenter(PTAC)IndustryDayforWOSB/HUBZone/SDVOSBon30NOV

❑ UTSAPTAC-ProcurementTechnicalCentersmallbusinessevents,Co-hostingoutreacheventswithotherorganizationsincentralTexas,theBexarCountySmallBusiness&EntrepreneurshipDepartmenteventon6DEC

 

THE SECTION 809 PANELBold. Simple. Effective.

Terry Raney Section 809 Commissioner

Alamo AFCEA Chapter Event 16 November 2017

IntroductiontotheSection809Panel

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Disclaimer

The thoughts and statements expressed during this presentation are considered “off the record” information.

If you would like to make an attribution or “on record” statement, please contact Section 809 Panel Public Affairs at shayne.martin@dau.mil.

Section 809 is not subject to FACA, per Section 809 of the FY16 NDAA.

BOLD.

SIMPLE.

EFFECTIVE.

IntroductiontotheSection809Panel

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Mission of the Section 809 Panel

Section 809 of FY2016 NDAA directed SECDEF to establish an independent advisory panel on streamlining and simplifying acquisition regulations to:

(1) Review the acquisition regulations applicable to the DOD with a view toward streamlining and improving the efficiency and effectiveness of the defense acquisition process and maintaining defense technology advantage; and

(2) Make any recommendations for the amendment or repeal of such regulations that the panel considers necessary, to a) establish and administer appropriate buyer and seller relationships in the

procurement system; b) improve the functioning of the acquisition system; c) ensure the continuing financial and ethical integrity of defense procurement

programs; d) protect the best interests of the Department of Defense; and e) eliminate any regulations that are unnecessary for the purposes described above.

BOLD.

SIMPLE.

EFFECTIVE.

IntroductiontotheSection809Panel

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Section 809 Deliverables

▪ Provide regular updates to SECDEF

▪ Interim Reports: – The Panel shall submit Interim Reports not later than 6 and 18 months after the date of the

enactment of this Act;– SECDEF shall submit a report to or brief the congressional defense committees on the interim

findings of the 809 panel with respect to the elements set forth.

▪ Panel Report: No more than 2 years after being established, the Panel shall submit to SECDEF a final report, including: – A history of each current acquisition regulation and a recommendation as to whether the

regulation and related law (if applicable) should be retained, modified, or repealed; and – such additional recommendations for legislation as the panel considers appropriate.

BOLD.

SIMPLE.

EFFECTIVE.

IntroductiontotheSection809Panel

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Commissioners

Michael Madsen, Executive Director

BOLD.

SIMPLE.

EFFECTIVE.

IntroductiontotheSection809Panel

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What Has Industry Been Saying?

▪ Reduce Time From Requirement to Award

▪ Raise Threshold Levels/Delegate Approvals

▪ Need Budget Stability and Predictability

▪ Educate the Government Acquisition Work Force on Business

▪ Put Commercial Back in FAR Part 12

▪ Streamline MDAP Processes

▪ Resolve Cost Accounting Standards Issues

▪ Reform the Culture of Compliance vs Performance

▪ Encourage/Reward Risk Taking

▪ Repeal Sourcing Restrictions – Socio Economic Constraints

▪ Use Appropriate Contract Type and Realistic Acquisition Plans

▪ Reduce or Eliminate Barriers to Entry for New Competitors

BOLD.

SIMPLE.

EFFECTIVE.

IntroductiontotheSection809Panel

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BOLD.

SIMPLE.

EFFECTIVE.

How does the system slow you down? What regulations do more harm than good?

What statutes have seen their time come & go?

Help us identify the 50 WORST regulations, laws, & policies that frustrate you & must go.

Visit: https://section809panel.org/50worst/

How Can You Help? Be Proactive!!

IntroductiontotheSection809Panel

32

How You Can Help!

▪ Website

www.section809panel.org/recommendations ▪ Twitter

Send your ideas to @Section809Panel

▪ LinkedIn

www.linkedin.com/company/section-809-panel ▪ Become a Social Media Partner

Contact shayne.martin@dau.mil

BOLD.

SIMPLE.

EFFECTIVE.