WEBVTT

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I’m excited to give you an update on the 
agency’s Business Capabilties Framework.

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In the past eighteen months, we have revised 
how DCMA governs and handles decisions at 
the strategic level.

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We’re doing better at capturing the agency’s 
return on investment, and reporting monthly on 
the product deliveries that DCMA supports.

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Our Business Capability Framework is divided 
into three categories of capabilities: primary, 
integrating, and enabling.

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The first category, the primary groups, focus on 
administering our customers’ existing and future 
contracts.

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As we administer nearly 338,000 contracts, we 
not only ensure delivery of products critical to 
our warfighters,

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but we also gather valuable information relative 
to contractor costs, quality and performance.

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The  second category of our framework, the 
integrating groups, use the information from the 
primary capabilities to help our customers

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and the Department’s stakeholders analyze and use that data to not only predict current contractor success measures,

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but to take lessons learned and write better 
contracts in the future.

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The third category of our framework, the 
enabling groups, provide support to our 
workforce

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so we all can do our jobs efficiently and 
effectively.

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This new framework is helping our agency 
standardize and streamline all of our instructions 
and manuals.

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Each capability will separate policy from procedure, ensuring  we understand both why and how we do things.

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And, that everyone around the agency follows the same guidelines.

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Our capability model has reinvigorated a multi-
functional, integrated approach to how we 
operate,

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so we can best continue to provide service to 
our customers.

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Many employees from around the agency have joined together to serve on capability boards.

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In a moment  you’ll hear from one of them, 
Jacqueline Meadows,

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who is a contracts and cost price supervisor 
from DCMA Lockheed Martin Dallas, and she’ll 
tell you more about her contributions.

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She’ll also highlight that we’ve got a talented 
workforce dedicated to doing its part in the 
acquistion process-

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providing contract administration and technical 
oversight, and quality assurance.

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Through our capability boards we'll ensure  we 
continue to be an asset to the Department of 
Defense

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and America’s warfighters for many years to 
come.

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Won’t you become part of the process?

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I’m on the Contract Maintenance Capability Board as an action officer for the Contract Modification Action Manual.

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There’s gaps that get identified through the 
milestones that we’ve gone through in process 
mapping out our instructions that exist,

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and those gaps are communicated with the 
other capability groups to emphasize what may 
be missing out of a particular manual

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or instruction that is in existence now.

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And, capturing those things within the right 
capabilities, so that when the to-be manuals are 
written, they’re written encompassing all of the

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aspects of what we do multifunctionally.

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Because the framework is set up to be 
multifunctional, we need quality assurance, we 
need industrial specialists, we need engineering,

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we need contracting, we need IT, we need our 
security folks.

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Every aspect of every function within the agency, 
even our OIG folks, we want them to be a part of 
this.

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As we’re rewriting the manuals it’s important to 
have their feedback and their perspective on 
what could be missing.

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As we decompose the original instructions as 
the way they were written we had to go through 
an identify gaps that were there.

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And this brings us, you know, to a point to where how do we fill those gaps?

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And what information needs to be in those 
gaps?

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So that we have a better product that we’re working to, when those manuals are published.

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We’re able to prioritize by streamlining the 
processes, what is important to the customer?

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What provides the value at DoD?

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Showing our return on investment.

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And we’re able to actually demonstrate the 
employee’s contribution to that.

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And there’s an interconnectedness all the way 
from the employee through our regions in a 
tiered process

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through... up to the central regions and eastern regions and western regions, and then to headquarters.

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I think I’d like to challenge, you know, employees to get engaged, you know, at their level and ask the questions,

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“So how do I fit in with this paradigm shift, within 
the capabilities?”

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And, "how is this impacting what I do, and who do I impact when I perform my tasks on a day-to-day basis?"

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In a multifunctional environment you’re going to 
impact all those folks around you:

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your QARs, your ISs, your engineers, your supervisors, the folks that you work with directly and then those indirectly that may be at

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other offices within DCMA, and ultimately your 
customer.

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