Medical Expense and Performance Reporting System Conference August 28, 2007 The Defense Medical Human Resources System - internet (DMHRSi) Ver Aug 2007

Resources Information Technology Program Office 1 Introduction What is DMHRSi Decision to Use COTS Purpose of DMHRSi Key Capabilities Stakeholders and Responsibilities Benefits and Limitations Concept of Operations Deployment Next Steps Conclusion Agenda

Resources Information Technology Program Office 2 DOD Enterprise Transition Plan Business transformation requires focused activities to change policies, train people, shift attitudes, align performance with rewards and recognition, hold people accountable, and develop leaders who are focused on transformation, rather than on maintaining the status quo. Quote

Resources Information Technology Program Office 3 A web based multi-service Human Resource (HR) solution for the Military Health System (MHS) utilizing a commercial off-the-shelf (COTS) Oracle product configured to Service specifications Oracle Discoverer Oracle Self Service Oracle Project Administration (LCA) Oracle Learning Management Oracle Human Resource Management System Oracle 10g Database The Oracle 11i e-Business Suite What is DMHRSi?

Resources Information Technology Program Office 4 COTS ERP Benefits –Best industry business practices represented –Significant research & development costs are avoided –Continual product improvement –Generally faster deployment/fielding to the user –Reduction in training costs –Supports improved decision making at the enterprise level COTS ERP Costs –DoD has to adapt to the prescribed best business practices as much as possible – change management –Enterprise COTS applications are characterized by higher levels of complexity and cultural change –Minimize customization and work-arounds –Enterprise systems ≠ less data entry 1.A COTS strategy has its own inherent risks and costs 2.Enterprise Resource Planning (ERP) tools impose unique demands 3.Managing expectations is a critical task! Decision to Use COTS

Resources Information Technology Program Office 5 Provide a single, integrated, Joint medical HR management system encompassing facets of personnel management critical to the MHS’ ability to enhance quality services and support theater operations Provide visibility of all personnel working within MHS activities Provide standardized/centralized Joint medical HR information Promote accurate Joint data collection and reporting Provide standardized labor cost analysis across the MHS Provide essential medical personnel readiness information “Enable the MHS to manage medical human resources across the enterprise” Supports GAO Report:“Tri-Service strategy needed to Justify Medical Resources for Readiness and Peacetime Care” Purpose of DMHRSi

Resources Information Technology Program Office 6 Manpower HR E & T Readiness LCA Where Are They? How much do they cost? Who is deployable? Who is trained? Who Are They? PolicyPolicyPolicyPolicy Directives Sponsorship Functional Experts Leadership Provides complete medical personnel asset visibility Who is in DMHRSi?

Resources Information Technology Program Office 7 Manpower Increase visibility of human resource needs and allocation Match medical personnel with relevant positions Personnel Streamline business processes such as check-in and check-out procedures Provide instant visibility of assignment Standardize HR functions across service Education & Training Centralize education and training data and resources Enable online registration and approval of courses Labor Cost Assignment Enable precise recording of labor hours Facilitate accurate reporting of costs accrued and resource utilization Readiness Reduce time to collect readiness status information Verify training requirements and completed activities Facilitate rapid identification of deployable personnel Application Functionality

Resources Information Technology Program Office 8 Office of the Assistant Secretary of Defense (Health Affairs) Service DMHRSi Project Teams TMA Leadership And Service Surgeons Generals Sites HRSC Policy/Guidance/ Requirements RITPO Technical Solution Provider Chartered Sub Committee MDA Project Office Development Sustainment Deployment Configuration Feedback Application Utilization Service Level Policy/ Guidance/ Requirements SMEs Stakeholders Involvement

Resources Information Technology Program Office 9 Provides Tri-Service personnel visibility at all organizational levels for decision making –Provides for horizontal and vertical integration –Provides visibility of all personnel working within medical activities –Centralized data Standardizes HR information throughout the MHS enterprise –Standardized processes –Savings on training –Provides for a global training record Establishes interdependency among MHS enterprise HR related functions –The space, the face, the cost reunited –Establishes conducive environment for re-engineering –Supports Unified medical structure or business group consolidation DMHRSi Benefits

Resources Information Technology Program Office 10 Assists Leadership –Improves accountability –Allow for greater command and control –Can minimize “low density” or “single-point administrative support” negative impacts. –Provides for space-to-face accountability –Can accommodate Borrowed Labor Promotes accurate data collection and reporting –Accountability of supervisors –Actual hours worked (vs. “Crazy 8s”) –Reconciliation with civilian pay hours –Tracks dual component personnel Provides for greater accuracy thru self-service actions DMHRSi Benefits

Resources Information Technology Program Office 11 Un-used potential –COTS product offers much more HR functionality than is currently being used –Can accommodate Cradle-to-Grave management Serves as a cornerstone for other key resource systems DMHRSi interoperability –Reduces dual entry and duplicative processes –Interfaces Greater flexibility with new technology Bi-directional to internal and external systems Uni-directional interfaces DMHRSi Benefits

Resources Information Technology Program Office 12 Application is not readily intuitive in the military environment (without change management) –Steep learning curve past training phase Start-up is labor intensive at the site and user level Learning continues until culture changes –May require additional resources until Business Process Re-engineering realized Dependency on “Source” systems –Service-level systems –Multi-service systems Defined configuration process –Requires the input of more stakeholders –Change must be vetted through more channels DMHRSi Limitations

Resources Information Technology Program Office 13 Web-based product –Inaccessible if there are internet/network outages –Infrastructure dependent Requires Tri-Service functional community involvement and guidance –Requires strong identification of Tri-service requirements –Change management and BPR at the site level –Requires use of all modules to realize full potential Unused potential –Ability to take advantage of some functionality may be outside of medical community control DMHRSi Limitations

Resources Information Technology Program Office 14 Will be deployed to all Defense Health Program (DHP) funded activities –All Hospitals, Medical Clinics, Dental Facilities, Veterinary Activities and HQ Components –Over 600 sites worldwide Replaces three Service legacy systems –Army: Uniform Chart of Accounts Personnel Utilization System (UCAPERS) –Navy: Standard Personnel Management System II (SPMS II) –Air Force: Personnel Subsystem of the DoD Expense Assignment System (EAS III) Approximately 170,000 DMHRSi Users –Users are assigned permissions based upon roles and responsibilities –All active duty, reserve, civil service, contractor, and volunteers “Capability to replace local and/or stovepipe databases, spreadsheets, and paper records located within the MHS’ medical, dental and veterinary activities and other organizations” Concept of Operations

Deployment: What to expect?

Resources Information Technology Program Office 16 Deployment Strategy Pre-implementation process coordination On-Site training –Initial Training Super users Self-Service users –Just-in-Time support On-site assistance for MEPRS end-of-month processes Discoverer Plus small group training for selected personnel Sustainment transition –RITPO provides web based training modules using MHS Learn –On-line help system - Tutor Processes –Service level sustainment plans are a must

Resources Information Technology Program Office 17 RITPO and the Services each have responsibilities to ensure successful deployment of DMHRSi: RITPO Responsibilities Manages day-to-day DMHRSi implementation activities Establishes, in conjunction with services, deployment timelines, plans and resource requirements Coordinates with Service functional and technical representatives Integrates multi-Service business rules and Policies for DMHRSi Communicates Project Status Service Responsibilities Controls and manages change management efforts Provides oversight to project management team Serves as a central point of communications for Service Develops, in conjunction with Functionals, multi- Service business rules and policies Provides support and guidance to MTF during deployment Supports the implementation contractor in planning for deployment Assists in coordinating pre-implementation conferences Participates in technical and functional work groups Responsibilities

Resources Information Technology Program Office 18 RMC/ Site Project Manager Officer Labor Cost Labor CostAccounting Functional Functional Education and Training Functional Veterinary Coordinator Site Application Administrator Dental Coordinator Readiness Functional ManpowerFunctional HumanResources Functional Functional Team responsibilities include: Coordinates all implementation tasks required of site personnel Ensures local data is made available to allow implementation contractor to validate, setup and load data Supports training –Sets up Education and Training Module –Assigns classrooms Establishes and sets up Labor Cost Accounting Projects and Tasks Validates data load through DMHRSi application Reports to leadership on operation, utilization and system satisfaction Site project team includes representation for satellite sites Each site provides a team whose members actively participate in the implementation of DMHRSi: Command Level of Effort Site Implementation Team (Recommendation)

Resources Information Technology Program Office 19

Resources Information Technology Program Office 20 Number of DMHRSi Deployed Sites i.e., 179 Total Sites

Resources Information Technology Program Office 21 We’re in this together Deployment Contractor

Resources Information Technology Program Office 22 Next Steps Move toward Full Operating Capability Sustainment and future development Establish baseline Work approved POM requirements Work “change requests” listing to greatest extent possible Prepare for “Fusion” Need for Joint Operational Environment –MHS DMHRSi Joint Operating Procedures –Analytics Coordinate with DIMHRS

Resources Information Technology Program Office 23 DMHRSi standardizes management and readiness reporting of human resource assets within the MHS enterprise COTS strategy incorporates industry Human Resources best practices into the MHS Provides total multi-Service personnel asset visibility for improved decision making Success will depend upon leadership, change management and transformation Conclusion

Information Brief to the AUSA Conference Contact Information Joint Medical Information Systems (JMIS) Program Executive Officer: Mr. Robert Foster, SES Human Resources Solution Directorate Director: LTC Ric Edwards, USA Office Phone: or or DMHRSi/MHS Learn/EWPD/ROCS Resources Information Technology Program Office (RITPO) Program Manager: Colonel Cathy Erickson, USAF DMHRSi Implementation Lead: Mr. James Greenwood Office Phone:

Information Brief to the AUSA Conference Questions