Defense Travel Management Office

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1 Travel System Modernization Update GovTravels 2018 Department of Defense

2 Agenda Defense Travel Management Office DoD Travel System Pilot Lessons Learned Cross Functional Team Travel (CFT-T) Modernization Acquisition Strategy Defense Travel System User Experience/User Interface (UX/UI) Demonstration 2

3 DoD Travel System Pilot 3

4 DoD Travel System Pilot Tested the viability of using a vendor managed COTS product for travel reservations and expense management more in line with best business practices Assessed how well a COTS-based solution is able to support current DoD travel requirements as well as assess the solution s capability to quickly and cost effectively implement future changes to policy and business processes Leveraged the Department s Title 37 pilot authority for Defense Travel Pilots to enable a streamlined ruleset based on industry best practices Employed an agile development methodology Pilot ended November 2017 Documented lessons learned that ultimately informed the work of the CFT-Travel and resulting acquisition strategy 4

5 Pilot Lessons Learned Cybersecurity is critical to capability realization and enduring security for sustained mission effectiveness The DoD requirement to support CAC login necessitated custom development work Managing travel across two systems simultaneously required custom development and increased the complexity for travel budget managers Integrating a travel system with DoD s multiple financial/accounting systems is a major challenge for a COTS implementation Government fiscal law and the requirement to obligate funds pretrip is another challenge to a COTS travel solution Many of the configuration challenges of the COTS can be attributed to DoD s multiple per diem rate structure for Meals & Incidental Expenses (M&IE) Government owned Defense Lodging System (DLS) properties are not available in the Global Distributions Systems would require integration via API 5

6 Pilot Lessons Learned (Continued) Defense Travel Management Office The pilot s limited scope did not allow the ability to test the capability to meet the sheer size of the defense travel enterprise Must overcome the tendency to recreate legacy functionality and processes Policy-based requirements must be defined within the context of available options Effective implementation requires a clear empowered decisionmaker with a risk management framework that, Allows for certain levels of risk that are historically not tolerated in DoD systems, and Supported by a strong, responsive governance structure that ensures executive level awareness of evolving travel requirements and enables evidence based decision-making at the appropriate executive levels Small wins should be delivered waiting for something that does everything will ultimately deliver nothing 6

7 Cross-Functional Team for Travel (CFT-T) 7

8 Establishment of the CFT-Travel Defense Travel Management Office February 17, 2017 the SecDef tasked the Deputy Chief Management Officer and Chief Information Officer to identify enterprise-wide lines of business and lead cross functional teams to deliver improved effectiveness and efficiencies Aligns to the National Defense Strategy The Deputy Secretary Established the Cross-Functional Team to Improve Travel in June 2, 2017 to: Review existing policy, service delivery approaches, and technology to modernize travel within the DoD Leverage and utilize past Components' recommendations on the Defense Travel System and identify potential areas of efficiency while preserving or improving overall mission performance outcomes Joint Leadership: DCMO, USD (P&R), and the DoD CIO 8

9 Expected Outcomes Defense Travel Management Office Purpose: Improve travel performance outcomes to streamline and optimize the processes, mechanisms, and approaches to execute Temporary Duty (TDY) travel for DoD civilian and military Service members. Initial phase will: Reduce process and workflow complexity Ensure audit readiness requirements are understood and missing controls are identified and addressed Improve customer satisfaction Reduce cost Align to commercial/industry best practices Deliverables: Simplified policy An evaluation of alternative technical solutions An acquisition strategy 9 FOR OFFICIAL Office USE of ONLY the Under // Pre-Decisional Secretary of Defense // Acquisition (Personnel Sensitive 9 and Readiness)

10 How We Travel Today Defense Travel Management Office Travel requests and reservations are created and managed in the Defense Travel System (DTS) and supported by Travel Management Companies (TMCs) who provide ticketing and other travel services DTS and TMCs integrate with one of the Global Distribution Systems (GDSs) to create and update Passenger Name Records (PNRs) Today the Department procures its travel system (DTS) and travel services (TMCs) separately Cost Imbalance System Services Traveler expenses and reimbursements are initiated through DTS and paid to the traveler through interfaces with DoD financial systems 10

11 How We Travel Tomorrow A secure, efficient, and effective end-to-end travel solution that includes Travel Management Company (TMC) services supported by travel and expense management technology. Procured together as one travel capability, it will: Book travel, manage travel related expenses, and initiate travel-related financial transactions Reduce overhead costs for travel transactions and lower the overall travel cost per trip by empowering travelers to make travel decisions that benefit their organizations Minimize customization of systems by aligning travel policies with standard industry practice without negatively affecting usability, auditability, compliance or security Provide real-time access to data and analytics Enhanced Travel Capability 11

12 Modernization Acquisition Strategy 12

13 BCAC Framework Business Capability Acquisition Capability (BCAC) Framework DoDI We are here Industry Day Held 12 October 13 13

14 14 The Approach Defense Travel Management Office Acquire a travel-as-a-service, commercial-off the shelf capability to replace the government owned and maintained legacy Defense Travel System (DTS) Deliver the capability rapidly and incrementally to support Business Travel, Training Travel, Medical Travel, Leave Travel, and Deployment Travel for DoD uniformed and civilian personnel Utilize DoD s Other Transaction (OT) Authority in an open competition for a prototype solution with a streamlined proposal and award process Aligns with the National Defense Strategy that directs reforming DoD for greater performance and affordability by streamlining rapid, iterative approaches to capability development

15 Expectations Defense Travel Management Office Cybersecurity (DoD -? - Commercial) Financial system integration Reduced process and workflow complexity Steady-state cost effectiveness of total a travel capability that includes technology + services Reduced costs for travel transactions Reduced overall cost per trip by empowering travelers to make travel decisions that benefit their organizations Reduced overhead costs by minimizing customization while leveraging the flexible configuration of a modern Commercial-off-the-Shelf, Software as a Service travel and expense system Real time access to data DoD must and will continue to work to align travel policy with standard industry practice to maximum extent possible 15

16 What is an Other Transaction Agreement? An Other Transaction Agreement (OTA) is an acquisition instrument which allows agencies to enter into transactions other than standard Government contracts, grants and cooperative agreements OTAs are not subject to the Federal Acquisition Regulation (FAR), DoD FAR Supplement (DFARS) and many other statutes and regulations associated with Federal Government contracting OTAs provide an additional tool that Congress has authorized to help Government program managers accomplish their missions Legal Framework: Other Transaction Agreement for Prototype Projects, Section 815 of the National Defense Authorization Act for FY 2016, 10 USC 2371b 16

17 Advantages of OTA s OTA s broaden the technology base by reaching innovators not readily available to the DoD Prototype Projects under $50M competitively awarded within ~90 days Project awards cannot be protested Offers seamless transition from prototype through production Open to large and small businesses Offers flexibility in treatment of Intellectual Property Promotes public/private collaboration Accepts all colors of funding Allows Government program managers to maintain full project control 17

18 Next Steps/Timeline Defense Travel Management Office Action Date Fed Biz Opps (FBO) Notice 5 Mar 18 Request for White Papers (RWP) 8 Mar 18 White Paper Responses Due 22 Mar 18 Selected vendor demonstrations 9-11 May 18 Target date for OT Agreement award 28 June 18 18

19 Defense Travel System User Experience/User Interface (UX/UI) Demonstration Defense Travel Management Office 19

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