I’m excited to give you an update on the agency’s Business Capabilties Framework.
In the past eighteen months, we have revised how DCMA governs and handles decisions at the strategic level.
We’re doing better at capturing the agency’s return on investment, and reporting monthly on the product deliveries that DCMA supports.
Our Business Capability Framework is divided into three categories of capabilities: primary, integrating, and enabling.
The first category, the primary groups, focus on administering our customers’ existing and future contracts.
As we administer nearly 338,000 contracts, we not only ensure delivery of products critical to our warfighters,
but we also gather valuable information relative to contractor costs, quality and performance.
The second category of our framework, the integrating groups, use the information from the primary capabilities to help our customers
and the Department’s stakeholders analyze and use that data to not only predict current contractor success measures,
but to take lessons learned and write better contracts in the future.
The third category of our framework, the enabling groups, provide support to our workforce
so we all can do our jobs efficiently and effectively.
This new framework is helping our agency standardize and streamline all of our instructions and manuals.
Each capability will separate policy from procedure, ensuring we understand both why and how we do things.
And, that everyone around the agency follows the same guidelines.
Our capability model has reinvigorated a multi- functional, integrated approach to how we operate,
so we can best continue to provide service to our customers.
Many employees from around the agency have joined together to serve on capability boards.
In a moment you’ll hear from one of them, Jacqueline Meadows,
who is a contracts and cost price supervisor from DCMA Lockheed Martin Dallas, and she’ll tell you more about her contributions.
She’ll also highlight that we’ve got a talented workforce dedicated to doing its part in the acquistion process-
providing contract administration and technical oversight, and quality assurance.
Through our capability boards we'll ensure we continue to be an asset to the Department of Defense
and America’s warfighters for many years to come.
Won’t you become part of the process?
I’m on the Contract Maintenance Capability Board as an action officer for the Contract Modification Action Manual.
There’s gaps that get identified through the milestones that we’ve gone through in process mapping out our instructions that exist,
and those gaps are communicated with the other capability groups to emphasize what may be missing out of a particular manual
or instruction that is in existence now.
And, capturing those things within the right capabilities, so that when the to-be manuals are written, they’re written encompassing all of the
aspects of what we do multifunctionally.
Because the framework is set up to be multifunctional, we need quality assurance, we need industrial specialists, we need engineering,
we need contracting, we need IT, we need our security folks.
Every aspect of every function within the agency, even our OIG folks, we want them to be a part of this.
As we’re rewriting the manuals it’s important to have their feedback and their perspective on what could be missing.
As we decompose the original instructions as the way they were written we had to go through an identify gaps that were there.
And this brings us, you know, to a point to where how do we fill those gaps?
And what information needs to be in those gaps?
So that we have a better product that we’re working to, when those manuals are published.
We’re able to prioritize by streamlining the processes, what is important to the customer?
What provides the value at DoD?
Showing our return on investment.
And we’re able to actually demonstrate the employee’s contribution to that.
And there’s an interconnectedness all the way from the employee through our regions in a tiered process
through... up to the central regions and eastern regions and western regions, and then to headquarters.
I think I’d like to challenge, you know, employees to get engaged, you know, at their level and ask the questions,
“So how do I fit in with this paradigm shift, within the capabilities?”
And, "how is this impacting what I do, and who do I impact when I perform my tasks on a day-to-day basis?"
In a multifunctional environment you’re going to impact all those folks around you:
your QARs, your ISs, your engineers, your supervisors, the folks that you work with directly and then those indirectly that may be at
other offices within DCMA, and ultimately your customer.
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