Strategic Cost Reduction

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1 Strategic Cost Reduction American Society of Military Comptrollers May 29, 2014

2 Agenda Cost Assessment and Program Evaluation Budget Uncertainty Efficiencies History Specific Efficiency Examples 2

3 Cost Assessment and Program Evaluation Established in 1961 by Secretary McNamara to analyze nearly every aspect of the DoD budget Provide accurate, objective analysis to the Secretary and Deputy Secretary Weapons Systems Acquisition Reform Act (WSARA) of 2009 created current CAPE Conduct Independent Cost Estimates (ICEs) Perform Analyses of Alternatives (AoAs) Conduct trade-off analyses to better inform decisions 3

4 Budget Uncertainty FOUO // Pre-decisional $132B Difference (FY15-FY20) What will we do FY16 and out? FOUO // Pre-decisional 4

5 Long-Term Budget The BCA and sequester cut $50B / year through FY23 How to pay the bills? In the out-years thoughtful reductions, with time to adjust as needed cut the force In the near-years many fewer options FY15 FY19 Force Structure Modernization Compensation Efficiencies Other If we don t save money in efficiencies, it comes out of the forces and modernization and readiness 5

6 DoD Approaches to Industry Examples Re-evaluated 280 projects removed 141 projects DoD: Canceled MILCON projects and procurement programs Consolidated call centers achieving 25% in cost savings DoD: Joint Information Environment (JIE) discussed later Built a shared Services platform for back office functions DoD: Single Defense Travel System, Service accounting ERPs Reduce real estate footprint via more automation DoD: BRAC; proportional cuts to infrastructure Savings forthcoming Bogies will they happen? How to motivate Senior leadership buy-in for initiatives with low fuss-to-fun factors... 6

7 History of Efficiencies 2010 Gates Efficiencies ($150B over FYDP) Incentivize participation by allowing Services to keep their savings Eliminate a Combatant Command, a Defense Agency, and a SECDEF Direct Report Reduce contractor services, advertising/recruiting/retention, and facility sustainment 2011 More Disciplined Use of Resources ($60B) Expand efforts from 2010, but harder to find low hanging fruit Expand definition to capture more initiatives (program delays/cancellations) 2012 Initiatives ($35B) Even harder Comptroller and Deputy Chief Management Officer continue thorough tracking of all the initiatives to ensure we re getting the savings Services report continued good progress 7

8 Efficiency Examples Reduce, restructure forces Reduce, restructure programs Reduce End Strength Promote Multi-Year Procurements Eliminate management headquarters staffs Restructure acquisition strategies Improve spare parts inventory Reduce service support contractors Realign procurement profiles for Navy Reduce incentive pays aircraft and destroyers Re-phase CVN overhauls Reduce, consolidate operations and sustainment Reduce advertising/recruiting/retention Reduce weapons systems sustainment Reduce facility sustainment at bases Eliminate two regional installation commands Reduce communications infrastructure Consolidate Pause in MILCON Reduce on-hand inventories and repairables Reduce leased vehicle fleet Reduce/consolidate IT Restructure, cancel missile defense programs Cancel underperforming programs Delay new helos 8

9 Savings This Cycle DoD identified $94B in potential FYDP savings help pay sequestration More Disciplined Use of Resources (MDUR) ($38B) Reductions across all Defense-wide agencies and field activities Switching to more web-based training solutions Increasing use of VTC vice travel Reducing supplies/materials procurement and printing costs New Contracting Efficiencies ($30B) Army proportional to force reductions AF specific programs Navy service contracts in R&D, knowledge-based, and communications Weapons Programs and MILCON: terminate, restructure, delay ($14B) Not really an efficiency? Manpower and Headquarters Reductions ($13B) 20% HQ reduction SECDEF directed Civilian personnel cuts proportional to military cuts 9

10 Joint Information Environment (JIE) Description: DoD-wide effort to improve computer network interoperability and security and reduce cost Consolidate data centers, security stacks, and network operations centers Promote Joint enterprise services and software licenses (e.g., services) Goals, metrics, target savings Cost model based on commercial practices - majority of savings is in manpower Measure consolidations (e.g., # data centers closed, # network operations centers closed) Challenges Hesitancy to give up Service authority Up-front investment costs Unclear final goals Business cases don t always support enterprise approach No "as-is" cost fidelity; No "to-be" cost fidelity Overcoming challenges Resolving JIE governance, leadership disagreements Reviewing JIE cost Clarifying JIE architecture where do we want to end up? 10

11 Defense Agencies Initiative Description: Single IT tool for financial auditability of Defense Agencies Enterprise Resource Program (ERP) to be installed at all agencies Driven by effort to achieve financial auditability by FY17 Goals, metrics, target savings Improve performance to meet audit goals may not have to be cost effective Retire 3 legacy financial systems Recover 90% of investment costs Challenges Installing ERP at sites that may already be audit ready decreases ROI; increases workload Agencies lack standardized processes; working with multiple current tools, software Lack of authority to sunset legacy systems lack of agreement Business process re-engineering lagging Overcoming challenges Phasing deployments to prioritize agencies that are not currently audit-ready Improving business process re-engineering could increase manpower savings 11

12 Navy Efficiencies Description: Aggressive Navy initiative spanning multiple accounts ($20B across FYDP) Meet topline cuts while preserving force structure, modernization, and readiness Cuts to research and development, knowledge-based services, and communication contracts; rigorous implementation of better buying power initiatives Goals, metrics, target savings Contractor Services Reductions to R&D, knowledge-based, and communications service contracts ($15B across FYDP) Better Buying Power Challenge to almost all procurement and R&D programs ($4B) Challenges Reductions/challenges applied ahead of plans to actually achieve the savings Specific impact to particular programs hard to assess Risks to program delivery date, overall program execution Overcoming challenges Continuous engagement with senior leadership to stick to plan Navy Contract Courts enforce compliance programs must justify funding changes 12

13 Better Buying Power Description: Implement a series of best practices to strengthen DoD s acquisition buying power Examples: affordability caps, increase use of Fixed Price Incentive contracts, eliminate industry requirements where costs outweigh benefits, improve requirements definition/prevent requirements creep, and establish stronger professional qualification requirements for acquisition specialties Goals, metrics, target savings Control costs throughout the acquisition lifecycle Eliminate unproductive processes and bureaucracy Promote effective competition Improve professionalism of the acquisition workforce Challenges Need to get buy-in throughout the acquisition community Instilling new culture is a difficult, long-term task Overcoming challenges Strong leadership from ATL; buy-in from Service acquisition leaders Continuous program manager engagement; require discussion at all decision points 13

14 Compensation Description: A complete look at compensation to ensure DoD meets the needs of the force in a constrained fiscal environment. Slow growth in basic pay and housing allowance increases no pay cuts Consolidate TRICARE medical programs Reduce commissary subsidy Target savings: Potential for $11.9B savings during FY15-19 Challenges Congress regularly opposes most compensation reductions Service and veterans organizations really oppose reductions Retirement Commission still working provides excuse to delay action Failure to enact proposals creates a must-pay bill gets bigger every year Overcoming challenges Some success with Congress in recent years (1% pay raise, medical caps) Continued topline pressure increases need for change others see this 14

15 Summary Continued fiscal pressure means DoD must continue to find and implement efficiencies 15

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