DCMA s Transition to Fort Lee

Transcription

1 DCMA s Transition to Fort Lee Presented By: Pam Sutton Deputy, BRAC Program Management Office Revision 1, 3/18/2010 March 24, 2010

2 Agenda DCMA -- Who we are and what We Do BRAC Planning Applying BRAC Lessons Learned DCMA Forward DCMA s Future HQs -- BLDG DCMA s BRAC Challenge Summary

3 Our Mission We provide Contract Administration Services to the Department of Defense Acquisition Enterprise and its partners to ensure delivery of quality products and services to the warfighter; on time and on cost. 3

4 Worldwide Acquisition Impact Worldwide Operations Span of Control - ~10,000 civilian professionals -- ACOs, PI, QA, Engr, Prop locations - 47 major field commands - $1.1B budget authority - $117M reimbursable w/fms - Combat Support Agency Scope of Work - $2,247B Face Value of Contracts - 18,541 Contractors - 324,451 Contracts - $204B Unliquidated Obligations - ACAT 1 and 2 programs - Flight Operations (1,150 Aircraft/yr) - $112B Gov t property in plant - $8B Progress Payments - $19B Performance Based Payments 4

5 Adding Value to the Acquisition Enterprise 5 Provide Customer Focused Contract Management Services Right Item = Quality Right Time = On-Time Delivery Right Price = Value for Money Combat Support Military Operations Readiness of Fielded Systems Modernization of Military Equipment Industrial Surge During Conflict Workforce Demographics as of September 2008 GS-1910 (26%) (Quality Assurance ) GS-1102 (19%) (Contracts & Pricing) GS-1101 (14%) (Gen l Business) GS-0800 (3%) (Engineering) GS-1150 (5%) (Industrial Specialist) Occupational series widely distributed (33%) Quality Assurance Core Processes The Big Rocks Delivery and Schedule Management Earned Value Management Engineering Support Software Acquisition Management Acquisition Planning Support Services Property & Plant Clearance Contracting Contract Safety Transportation

6 Insights across the Defense Industrial Base JSF Team - US Manufacturing Locations Major Systems Lift Fan - Rolls Royce Allison RIUs - Smiths Aerospace VMC- BAE Systems Controls MFD - Rockwell Collins (Kaiser) HOTAS - Essex EPGS - Hamilton Sundstrand Canopy Actuator - MPC ICP- LMTS Anti Ice - Goodrich CNI -Components Rockwell Collins Alt Engine - GE ICP- LM Owego LGS- Goodrich EHAS- Moog Ext. Lighting - LSI Gun System General Dynamics EW/CM- BAE IEWS Landing Aid Antennas - EDO Driveshaft - Goodrich RF Cables- Times Microwave HMD - VSI Engine - Pratt & Whitney Stores & Rel Sys- EDO 6 TRS- McCormick Selph Edges- LM Aero- Palmdale Rudder Pedal Pacific Scientific Transparency ATK Center Fuse - NG AME - Marvin LEFD, Wing Fold - Moog Raytheon -GPS Fuel System- Parker Aerospace CNI Northrop Grumman RS PTMS - Honeywell Raytheon Weapons Supply Chain Honeywell/Cat Alliance CNI Apertures Ball Final Assy, Fwd Fuse, Wing - LM Aero-Ft Worth HPGS - Eaton Boeing - Weapons CNI -Components SCI ICP Components -Raytheon Systems NDB-MTI INS -Honeywell T&S - LMIS ICP Panel- L3 Comm TDE -Smiths Aerospace Radar, EO-DAS-NG ES EW/CM components- NG ADS Avionics Specialties, Inc. Forebody Test Sled Articles Advanced Technologies LEFAS- Curtiss Wright Fire Protection - Kidde Radome- General Dynamics Marion EOTS -LM Missiles & Fire Control Harris - Common Components

7 Combat Support -A Mission in Transition- DCMA I/A MISSION: DCMA Iraq/Afghanistan performs theater wide contingency contract administration services in support of two Theaters of war throughout the countries of Iraq, Kuwait, Qatar, and Afghanistan. Iraq Kuwait Qatar Afghanistan 7

8 The Budget is almost all People Costs - There isn t much Flexibility - Most of the Agency budget is direct labor dollars and labor related Other services include: IT, ISSA contracts (e.g. DFAS, CHRA bills), and Disability Comp FY2010 Budget Authority By Accounts $1,202.1M = Direct & Reimb Authority $1058.7M = Appropriated funds $143M = Reimbursable Authority 8

9 Impact of Resource Constraints Resource Concerns Growing More Visible One of the concerns that I have that we -- where we bear a mutual responsibility is that from 1990 to the present, the Defense Contract Management Agency was reduced from 24,000 people to about 9,000 people. Secretary Gates during HASC Hearing, February 6, 2008 One of my Top priorities is to fix DCMA staffing Since fiscal year 1990, DCMA s civilian workforce has been reduced 59 percent. Honorable John Young AT&L Off-site June 13, 2008 Gansler Comission Report October 31,

10 Compounding the Problem Workforce Demographics 24.4% - Retirement Eligible 57.6 % - Total Eligible w/vera Average Age = 51.5 Average Service = 20.5 Optional Retirement Early (VERA) Retirement VSIP (Both) Age Total 1, ,909 2,161 1,391 1, Total 1, ,484 1,940 1, ,234 Retirement eligible rate increased 1.6% over the past year 10 4th Qtr FY08

11 Addressing DCMA s Resource Challenges OSD and Congress have recognized that continuous reductions have severely impacted DCMA s ability to perform contract oversight and have come forward in support of our resourcing issues. They have provided: Uptick in our Fiscal Guidance Support for our POM issues Acquisition Workforce Development Funding (Section 852) Strong support for our overseas contingency efforts 11

12 Fixing the Staffing Issues - a work still in progress Sources of Funds for FY10 Uses of Funds Traditional O & M ~ 8,660 $1,058.7M Maintain Current Workforce Reimbursable Authority ~ 874 $143M Maintain Current Workforce Supplemental Funding ~ 250 EEs + 19 Volunteers OCO Mission Section 852 (Still in Negotiation) ~ 688 (ES) in FY10 ~ 2900 by FY15 Addressing the Degradation of the Acquisition Workforce (our share of the planned growth)

13 BRAC 2005 Law BRAC 2005 Law applies to DCMA positions duty stationed at Alexandria, VA DCMA Headquarters DCMA International Division DCMA Special Programs Division These positions must relocate to Fort Lee, VA not later than September 15, 2011.

14 BRAC Planning DCMA Applied BRAC Lessons Learned from Other Activities TRADOC CASCOM AMC DISA DFAS Fort Lee Garrison

15 Examples of Lessons Learned EMPLOYEES: Operate from the assumption this is a significant change management effort impacting DCMA employees, their families, and our customers Use phased movement approach. Posture that a large percentage of the population will not move with the workload. Extensive hiring is required in the Fort Lee area well in advance of September 15, BRAC MANAGEMENT: Use existing DCMA organizations and processes versus creating a large BRAC Program Management Office BRAC PLANNING: Establish baseline project plans and review the plans often (Facilities, IT, Movement, and Budget/Spend Plans)

16 DCMA Forward Building Capacity: 625 Move In July 2011 BLDG 4, DSCR, Richmond, VA Capacity: 46 Shared with DCMA Southern Virginia (12 ) Federal Building, Richmond, VA Capacity: Planned to be available April 2010 Rivers Bend East Technical Center, Chester, VA Capacity: DCMA s Center of Gravity in the Fort Lee area BLDG 10501, Fort Lee, VA Capacity: 9 Supports BRAC PMO, ITCSO, and Facilities Service Center Representatives LMR Building, Prince George, VA Capacity:60 Vacated February Facility will be renovated and become the DCMA Learning Center

17 DCMA s BRAC Challenge Maintain An Experienced and Capable Workforce Assumptions: An estimated 25% of personnel will relocate to Fort Lee. There will be a loss of critical knowledge, skills and abilities during BRAC transition. Many people in senior leadership and key positions will leave the Agency. DCMA s HR Transition Planning Addresses The Challenge

18 Summary Extensive use of BRAC Lessons Learned DCMA already has a presence in the Fort Lee area DCMA has strategies in place to support the transition to Fort Lee DCMA is looking forward to being part of the Fort Lee Community

19 Redefining DCMA Vision We are DoD s leading experts in Quality Assurance: Cost, Schedule, and Supply Chain Predictability and Contract Administration: enabling our partners to achieve contract objectives. 19