FY 2018-FY 2022 National Defense Business Operations Plan: Appendix A - FY19 DoD Annual Performance PlanPerformance Action Plans Appendix A consists of the performance action plans for the three strategic goals outlined in the DoD Fiscal Years 2018 - 2022 National Defense Business Operations Plan, both unclassified and classified. Each appendix provides detailed information for monitoring, and reporting the Department’s progress towards each strategic goal, objective, and performance goal. Additionally, where appropriate, the performance action plan addresses actions the Department is taking in regards to requirements set out in the NDAAs for FY2017 and FY2018, as well as recommendations offered by the DoD Inspector General and/or the Government Accountability Office. The content in Appendix A constitutes the FY 2019 Agency Performance Plan, which covers year of execution (FY 2018), as well as proposed measures and targets for FY 2019-2020 (Note: these performance goals and measures were finalized before the end of calendar year 2017). The Department will update to reflect subsequent guidance and direction and include in as part of the FY2020 Annual Performance Plan. The Department monitors performance goals (PG) that contribute to achieving strategic goals (SG) and strategic objectives (SO). DoD PG information is integrated into Appendix. Quarterly results of DoD PGs are provided to the CMO, who serves as the DoD Performance Improvement Officer, with results reviewed at the appropriate governance forums. DoD Priority Goals are near-term customer or efficiency focused improvements that advance long-term, outcome-focused strategic goals and objectives. Priority Goal leaders update DoD governance bodies on a quarterly basis and ensure that all organization levels are focused on the goals, ensuring sufficient time, resources, and attention are allotted to address problems or opportunities. DoD Priority Goal information is integrated into Appendix A of this document. Quarterly results of DoD Priority Goals are also available at www.performance.gov.U.S. Department of DefenseDoD_5e8dcfdc-5d6a-11df-839d-400e7a64ea2aOffice of Management and BudgetIn partnership with the Office of Management and Budget and other Federal departments and agencies, DoD contributes to Cross Agency Priority (CAP) goals. Goal status and progress information is accessible on www.performance.gov. OMB is currently in the processes of creating new CAP goals. Once established, DoD will contribute to and report on applicable CAP goals.Under Secretary of Defense for Acquisition, Technology and LogisticsUSD(AT&L) Under Secretary of Defense Comptroller/Chief Financial OfficerUSD(C)/CFOUnder Secretary of Defense for IntelligenceUSD(I)Under Secretary of Defense for PolicyUSD(P)Under Secretary of Defense for Personnel and ReadinessUSD(P&R)Under Secretary of Defense for Acquisition, Technology and Logistics(USD(R&E))Deputy Assistant Secretary of Defense (Civilian Personnel Policy)DASD(CPP)Chief Management OfficerCMODeputy Chief Management OfficerDCMO _ac7af598-7139-11e9-97b8-c3acb89d818fTo outline DoD's national defense business operations goals and objectives for Fiscal Years 2018 - 2022_ac7af7d2-7139-11e9-97b8-c3acb89d818fReadinessRebuild Military Readiness as We Build a More Lethal Joint Force_ac7af908-7139-11e9-97b8-c3acb89d818f1RestorationRestore Military Readiness to Build a More Lethal Force_ac7afa02-7139-11e9-97b8-c3acb89d818f1.1Measurement & AssessementImprove the Department's ability to measure, assess, and understand readiness_ac7afae8-7139-11e9-97b8-c3acb89d818fDoD Priority Goal 1.1.1USD(P&R)Priority Goal LeaderReportingBy the end of FY18, reform Automated Defense Readiness Reporting to increase the functionality, integrity and utility_ac7afbce-7139-11e9-97b8-c3acb89d818fPG 1.1.2USD(P&R)PG LeaderResourcesImprove Linkage Between Resources and Readiness_ac7afcaa-7139-11e9-97b8-c3acb89d818fPG 1.1.3USD(P&R)PG LeaderTradespeopleImprove Tradespeople Credentialing_ac7aff0c-7139-11e9-97b8-c3acb89d818fPG 1.1.4TradespeopleUSD(P&R)PG LeaderMishapsImprove understanding of root causes of Class A mishaps and implications to readiness recovery._ac7afff2-7139-11e9-97b8-c3acb89d818fPG 1.1.5USD(P&R)PG LeaderRecapitalization, Innovation & ModernizationLay the foundation for future readiness through recapitalization, innovation, and modernization._ac7b00ce-7139-11e9-97b8-c3acb89d818f1.2Under Secretary of Defense for Acquisition, Technology and LogisticsSO Leader: (USD(R&E))F-35Significantly improve the F-35 Joint Strike Fighter Program execution_ac7b01f0-7139-11e9-97b8-c3acb89d818fPG 1.2.1R&EPG LeaderNuclear EnterpriseEnsure Nuclear Enterprise is enabled._ac7b02fe-7139-11e9-97b8-c3acb89d818fPG 1.2.2R&EPG LeaderS&TFocus S&T efforts to mature critical technology domains. _ac7b03f8-7139-11e9-97b8-c3acb89d818fPG 1.2.3R&EPG Leader CybersecurityImprove cybersecurity._ac7b04e8-7139-11e9-97b8-c3acb89d818fPG 1.3.1DoD CIOPG LeaderImprove adoption of security practices, and reduce exposure to vulnerabilities and threats to the operating environment, by limiting access to only authorized users and implementing technologies and processes that reduce the risk from malicious activity.Regional SecurityImplement Joint Regional Security Stack (JRSS) capabilities. _ac7b06c8-7139-11e9-97b8-c3acb89d818fPG 1.3.2DoD CIOPG LeaderThe JRSS capabilities include modernizing the Department’s information transport capabilities through installation of high throughput Multiprotocol Label Switching (MPLS) routers and fiber optic links; enhanced network security stacks; management of the enhanced network stacks; and a comprehensive analytics capability that synchronizes defensive cyber operations across the DoD Information Network (DoDIN). The JRSS effort is driving dramatic changes to IT networking and security across the DoDIN. It collapses disparate security solutions and complex duplicative networking connections into a dynamic, flexible, and upgradeable future DoD IT environment by the end of FY19.DIB CS ActivitiesExpand and refine DIB CS activities, both mandatory and voluntary, to better protect DoD unclassified information residing on or transiting DIB information networks or systems._ac7b07ae-7139-11e9-97b8-c3acb89d818fPG 1.3.3DoD CIOPG LeaderIntelligence, Counterintelligence & SecurityEnsure the best intelligence, counterintelligence, and security support to DoD Operations._ac7b08b2-7139-11e9-97b8-c3acb89d818f1.4OUSD(I)SO LeaderVettingPersonnel Vetting Reform._ac7b09c0-7139-11e9-97b8-c3acb89d818fPG 1.4.1OUSD(I)PG LeaderAlignmentDSE Organizational Alignment Reform _ac7b0aba-7139-11e9-97b8-c3acb89d818fPG 1.4.2OUSD(I)PG LeaderCyber ForceCyber Mission Force_ac7b0bbe-7139-11e9-97b8-c3acb89d818fPG 1.4.3OUSD(I)PG LeaderIntelligenceIntelligence Production._ac7b0cb8-7139-11e9-97b8-c3acb89d818fPG 1.4.4OUSD(I)PG LeaderCapabilitiesProtect/enhance defense intelligence capabilities._ac7b0db2-7139-11e9-97b8-c3acb89d818fPG 1.4.5OUSD(I)PG LeaderIT CapabilitiesIntegration of intelligence info enterprise IT capabilities into JIE/ICITE._ac7b0ede-7139-11e9-97b8-c3acb89d818fPG 1.4.6OUSD(I)PG LeaderRecruitment & RetentionImplement initiatives to recruit and retain the best Total Force to bolster capabilities and readiness._ac7b0fe2-7139-11e9-97b8-c3acb89d818f1.5USD(P&R)SO LeaderTalent & CapabilitiesEnsure the Total Force mix of military, government civilian, and contracted support provides the best talent and capabilities at the right cost for each set of requirements_ac7b10e6-7139-11e9-97b8-c3acb89d818fPG 1.5.1DirectorPG LeaderTFM&RSPG LeaderOASD(M&RA)PG LeaderOUSD(P&R)PG LeaderCivilian WorkforceImprove recruitment and retention of the civilian workforce._ac7b11fe-7139-11e9-97b8-c3acb89d818fPG 1.5.2OUSDPG LeaderP&R (DASD(CPP))PG LeaderAll-Volunteer ForceEnhance recruitment and sustainment of the All-Volunteer Force (AVF)._ac7b1302-7139-11e9-97b8-c3acb89d818fPG 1.5.3Chief of StaffPG LeaderOUSD(P&R)PG LeaderDiversity & InclusionEnsure implementation of organizational initiatives to promote diversity and inclusion._ac7b1406-7139-11e9-97b8-c3acb89d818fPG 1.5.4Chief of StaffPG LeaderOUSD(PR)PG LeaderAlliances & PartnershipsStrengthen Our Alliances & Attract New Partnerships_ac7b1528-7139-11e9-97b8-c3acb89d818f2Security CooperationReform the Security Cooperation Enterprise_ac7b1640-7139-11e9-97b8-c3acb89d818f2.1OUSD(P)SO LeaderThe Department understands its role in and contribution to our national security. We are part of an interagency team working with the State Department and other stakeholders to build international cooperation through bilateral, regional, and broader relationships toward mutually beneficial strategic and operational outcomes. The Department’s contribution to strengthening alliances and partnerships consists of a wide range of programs and activities designed to improve security and foster interoperability and preparedness, both in terms of capability and capacity. These programs include foreign military sales, foreign military funding, exercises and training events, military-to-military exchanges, and partnering to develop key technological capabilities. We will ensure that these programs and activities are calibrated and coordinated so that the Department fully and appropriately contributes to the achievement of our broader national security objectives. This effort includes assessing and reforming our security cooperation organizations and structures, our workforce, and our processes.WorkforceDevelop a certified DoD Security Cooperation workforce with the training, experience and resources necessary to meet mission requirements._ac7b1744-7139-11e9-97b8-c3acb89d818fPG 2.1.1DSCAPG LeaderAlignmentDevelop coordinated Policy that aligns Security Cooperation with global strategic priorities._ac7b1870-7139-11e9-97b8-c3acb89d818fPG 2.1.2USD(P)PG LeaderProcesses & AuthoritiesDevelop and implement responsive and innovative processes and authorities._ac7b1992-7139-11e9-97b8-c3acb89d818fPG 2.1.3DSCAPG LeaderCapabilitiesProvide full-spectrum capability including defense systems, enablers, personnel, strategy/doctrine/ plans, and institutional support to our partners._ac7b1aa0-7139-11e9-97b8-c3acb89d818fPG 2.1.4USD(P)PG LeaderPerformance & AffordabilityReform the Department's Business Practices for Greater Performance and Affordability._ac7b1bd6-7139-11e9-97b8-c3acb89d818f3Shared ServicesImprove and strengthen business operations through a move to DoD-enterprise or shared services; reduce administrative and regulatory burden._ac7b1cf8-7139-11e9-97b8-c3acb89d818f3.1CMOSO LeaderDCAPESO LeaderIT InfrastructureFundamentally transform how the Department delivers a secure, stable, and resilient IT infrastructure in support of Warfighter lethality._ac7b1e10-7139-11e9-97b8-c3acb89d818fPG 3.1.1ITPG LeaderBusiness Systems Reform LeaderPG LeaderExploit enterprise IT as a force multiplier. Improve the efficiency of business operations and ensure the Warfighter uncompromised, undenied information at mission speed.Services ContractsReview requirements for services contracts for continued need, redundancy and effectiveness of contract structures and conditions._ac7b1f6e-7139-11e9-97b8-c3acb89d818fPG 3.1.2CMOPG LeaderCommodity ProcurementsReview commodity procurements across the DoD and interagency to identify opportunities to leverage increased buying power by consolidated cross-Federal procurement purchases._ac7b2090-7139-11e9-97b8-c3acb89d818fPG 3.1.3Logistics and Supply Chain Reform LeaderPG LeaderBy 2021, initiate whole of government sourcing: subsistence (food items), clothing & textiles, and medical supplies.Distribution NetworkStreamline and optimize DOD distribution network._ac7b21bc-7139-11e9-97b8-c3acb89d818fPG 3.1.4Logistics and Supply Chain Reform LeaderPG LeaderLeverage Pareto of distribution activity to remove unnecessary warehouses and distribution centers.Community ServicesProvide necessary community services at reduced cost to the DoD by moving to either shared services or outsourced support models._ac7b22fc-7139-11e9-97b8-c3acb89d818fPG 3.1.5Community Services Reform LeaderPG LeaderCMOPG LeaderFocus areas include: commissary and exchanges; lodging; DoD schools; child care; other community and family support activitiesRegulatory BurdenReduce Regulatory Burden by eliminating unnecessary Federal Rules (E.O. 13771) _ac7b257c-7139-11e9-97b8-c3acb89d818fDoD Priority Goal 3.1.6CMOPriority Goal Leader Performance Goal or Overview: On January 30, 2017 and February 24, 2017, the President issued two Executive Orders on regulatory reform – Executive Order 13771 “Reducing Regulation and Controlling Regulatory Costs,” and Executive Order 13777 “Enforcing the Regulatory Reform Agenda.” To implement DoD’s regulatory reform agenda, DoD established a Regulatory Reform Task Force and is reviewing DoD’s 716 regulations in the Code of Federal Regulations to identify regulations for repeal, replacement, or modification with the goal to reduce the regulatory burden on the American people. This review will also streamline DoD’s regulatory process and promote agency accountability of our regulations.Real PropertyReform Real Property Management. _ac7b26c6-7139-11e9-97b8-c3acb89d818fPG 3.1.7Real Property Reform LeadPG LeaderInitiatives being considered by this reform team include: * Real Property Management Reform * Leased Space Consolidation and Reduction * Lease Process Standardization * Targeted Contract Consolidation * Contract Efficiency Assessment * Increase third party partnership opportunities * Increase utilization of spaceMedical CareProvide direct medical care to support the readiness of the field force and the readiness of the mission-focused medical force. _ac7b2810-7139-11e9-97b8-c3acb89d818fPG 3.1.8Health Care Reform LeaderPG LeaderCMOPG LeaderEnsure the cost-effective delivery of the military health benefit to military members, retirees, and their families.Shared ServicesIncrease shared service delivery of medical benefits between DoD and Department of Veterans Affairs._ac7b2946-7139-11e9-97b8-c3acb89d818fPG 3.1.9Department of Veterans AffairsUSD(P&R)PG LeaderChief of StaffPG LeaderOn August 15, 2017, the Deputy Secretary of Defense (DepSecDef) met with the Secretary of Veterans Affairs (VA) to discuss a shared goal of expanding DoD/VA resource sharing in order to enhance the services we provide to Service members and Veterans. As a result, the DepSecDef directed that we work with VA to assess the viability of expanding and enhancing DoD and VA collaboration in a number of areas. With readiness as our top priority, DoD seeks to increase the volume and complexity of VA patients seen in our system. Concurrently, the services that DoD provides could improve the VA’s access to timely, quality care. Expansion of key resource sharing initiatives may lead to significant cost savings and retention of providers and warfighters. OSD collaborates with VA and the Military Departments to identify potential opportunities between VA and DoD that promote and facilitate the efficient use of limited federal health care resources. This may also result in reducing reliance on private sector, fee-based care.Supplier Self ServiceSignificantly improve vendor invoice payments in timeliness, accuracy, and interest penalty payments by enabling use of the General Fund Enterprise Business System (GFEBS)._ac7b2a7c-7139-11e9-97b8-c3acb89d818fPG 3.1.10HQDA ASA FM/CMOPG LeaderTemporary Duty TravelImprove the Temporary Duty travel experience with better customer service at reduced cost._ac7b2bda-7139-11e9-97b8-c3acb89d818fPG 3.1.11ITPG LeaderBusiness Systems Reform LeadPG LeaderCivilian Personnel DataConsolidate/Improve the Defense Civilian Personnel Data System (DCPDS)._ac7b2d88-7139-11e9-97b8-c3acb89d818fPG 3.1.12ITPG LeaderBusiness Systems Reform LeadPG LeaderExport LicensingBy FY 2022, create a Single Export Licensing Agency._ac7b2edc-7139-11e9-97b8-c3acb89d818fPG 3.1.13OUSD(P)PG Leader: /Defense Technical Security AdministrationDefense Technical Security AdministrationPG LeaderDepartment of CommerceNote: this is an interagency effort, consolidation will involve Departments of Commerce, State, and Energy. Department of StateDepartment of EnergyWhite House Interagency Expert Control Reform CommitteeReform effort may be incorporated into proceedings of the White House Interagency Expert Control Reform Committee (ECRC). Acquisition ReformImplement Acquisition Reform by simplifying, delivering faster and reducing costs of product and service procurement across DoD._ac7b303a-7139-11e9-97b8-c3acb89d818fPG 3.1.14A&SPG LeaderPay ProcessBy FY22, streamline the military pay process to increase accuracy and speed of payroll to military members, while reducing cost of service._ac7b3184-7139-11e9-97b8-c3acb89d818fPG 3.1.15TBDPG LeaderOrganizational StructuresOptimize organizational structures._ac7b32c4-7139-11e9-97b8-c3acb89d818f3.2CMOSO LeaderOUSDImplement Restructure of legacy OUSD Acquisition, Technology and Logistic (AT&L) Organization._ac7b344a-7139-11e9-97b8-c3acb89d818fPG 3.2.1USD(A&S)PG LeaderUSD(R&E)PG LeaderDCMOImplement restructure of DCMO into the CMO._ac7b359e-7139-11e9-97b8-c3acb89d818fPG 3.2.2CMOPG LeaderHeadquartersComplete major headquarters reductions consistent with legislation._ac7b36f2-7139-11e9-97b8-c3acb89d818fPG 3.2.3CMOPG LeaderBudget & Financial InformationUndergo audit, and improve the quality of budgetary and financial information that is most valuable in managing the DoD._ac7b386e-7139-11e9-97b8-c3acb89d818f3.3USD(C)/CFOSO LeaderAudit & RemediationBegin audit and remediate findings towards achieving a positive audit opinion for the DoD._ac7b39b8-7139-11e9-97b8-c3acb89d818fDoD Priority Goal 3.3.1USD(C)/CFOPriority Goal LeaderCost ManagementEstablish a DoD enterprise cost management information framework that will allow the Department to find more cost effective ways of managing the various lines of business. _ac7b3b0c-7139-11e9-97b8-c3acb89d818fPG 3.3.2USD(C)/CFOPG LeaderCMOPG LeaderFinancial Management WorkforceSustain a professional Certified Financial Management workforce _ac7b3c92-7139-11e9-97b8-c3acb89d818fPG 3.3.3USD(C)/CFOPG Leader2018-10-012019-09-302019-05-07https://cmo.defense.gov/Portals/47/Documents/Publications/NBDOP/TAB%20B%20FY18-22%20NDBOP%20Appendices.pdf?ver=2018-05-25-131454-683OwenAmburOwen.Ambur@verizon.net