“DCMA`s Transition to Fort Lee”

“DCMA’s Transition to Fort Lee”
Presented By:
Pam Sutton
Deputy, BRAC Program Management Office
Revision 1, 3/18/2010
March 24, 2010
Agenda
• DCMA -- “Who we are and what We Do”
• BRAC Planning
• Applying “BRAC Lessons Learned”
• “DCMA Forward”
• DCMA’s Future HQs -- BLDG 10500
• DCMA’s “BRAC Challenge”
• Summary
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.
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Worldwide Acquisition Impact
Worldwide Operations
Scope of Work
Span of Control
- ~10,000 civilian professionals
-- ACOs, PI, QA, Engr, Prop
- 800+ locations
- 47 major field commands
- $1.1B budget authority
- $117M reimbursable w/FMS
- Combat Support Agency
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- $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
Adding Value to the
Acquisition Enterprise
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
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%)
as of September
2008
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Core Processes
“The Big Rocks”
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Quality Assurance
Delivery and Schedule Management
Earned Value Management
Engineering Support
Software Acquisition Management
Acquisition Planning Support Services
Property & Plant Clearance
Contracting
Contract Safety
Transportation
Insights across the Defense Industrial Base
JSF Team - US Manufacturing Locations – Major Systems
VMC- BAE Systems Controls
Lift Fan - Rolls Royce Allison RIUs - Smiths Aerospace
EPGS - Hamilton Sundstrand
HOTAS - Essex
Alt Engine - GE
Canopy Actuator - MPC
ICP- LMTS
Anti Ice - Goodrich
Gun System –
General Dynamics
ICP- LM Owego
LGS- Goodrich
CNI -Components Rockwell
Collins
EW/CM- BAE IEWS
Landing Aid Antennas EDO
Driveshaft
- Goodrich
EHAS- Moog
Ext. Lighting - LSI
MFD
- Rockwell
Collins (Kaiser)
RF Cables- Times
Microwave
Engine Pratt & Whitney
Stores & Rel Sys- EDO
HMD
- VSI
TRSMcCormick Selph
ICP Panel- L3 Comm
EdgesLM Aero- Palmdale
TDE -Smiths Aerospace
Radar, EO-DAS-NG ES
Rudder Pedal
Pacific Scientific
EW/CM components- NG
ADS – Avionics Specialties, Inc.
Transparency
ATK
Forebody Test Sled Articles – Advanced
Technologies
Center Fuse - NG
LEFAS- Curtiss Wright
Fire Protection - Kidde
AME - Marvin
LEFD, Wing Fold
- Moog
PTMS
- Honeywell
Raytheon -GPS
RadomeGeneral Dynamics Marion
Supply Chain – Honeywell/Cat
Alliance
Fuel SystemParker Aerospace
CNI Apertures– Ball
CNI –Northrop Grumman RS
Raytheon –
Weapons
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Final Assy, Fwd Fuse, Wing
- LM Aero-Ft Worth
HPGS
- Eaton
NDB-MTI
Boeing Weapons
EOTS
-LM Missiles & Fire Control
INS
-Honeywell
CNI -Components SCI
ICP Components
-Raytheon Systems
Harris
- Common Components
T&S
- LMIS
Combat Support
-A Mission in TransitionDCMA 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
Afghanistan
Kuwait
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Qatar
The Budget is almost all People Costs
- There isn’t much Flexibility -
Other services include: IT, ISSA
contracts (e.g. DFAS, CHRA bills),
and Disability Comp
Most of the Agency budget is direct
labor dollars and labor related
FY2010 Budget Authority By Accounts
$1,202.1M = Direct & Reimb Authority
$1058.7M = Appropriated funds
$143M = Reimbursable Authority
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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.”
Gansler Comission Report
October 31, 2007
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Honorable John Young
AT&L Off-site June 13, 2008
Compounding the Problem
Workforce Demographics
24.4% - Retirement Eligible
57.6 % - Total Eligible w/Vera
Optional Retirement
Early (VERA) Retirement
Average Age = 51.5
Average Service = 20.5
VSIP (Both)
Total
Age
1,059
731
1,909
2,161
1,391
1,078
905
Total
1,142
927
380
743
2,484
1,940
1,272
282
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3
9,234
Retirement eligible rate increased 1.6% over the past year
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4th Qtr FY08
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
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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)
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.”
BRAC Planning
DCMA Applied BRAC “Lessons Learned”
from Other Activities
 TRADOC
 CASCOM
 AMC
 DISA
 DFAS
 Fort Lee Garrison
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,
2011.
•
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)
“DCMA Forward”
Building 10500
Capacity: 625
Move In July 2011
Federal Building, Richmond, VA
Capacity: 40-70
Planned to be available April 2010
Rivers Bend East Technical Center, Chester, VA
•Capacity: 210-230
•DCMA’s “Center of Gravity” in the Fort Lee area
BLDG 4, DSCR, Richmond, VA
•Capacity: 46
•Shared with DCMA Southern Virginia (12 )
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 2010. Facility will be renovated and become the DCMA Learning Center
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
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
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.
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