InstructionsInstructions for Completing and Submitting this Workbook:The purpose of this Briefing Template is to provide defense organizations with instructions and required format to prepare and present the Organizational Execution Plan (OEP) Brief for submission. This template is a critical part of the DBS Investment Management Process Guidance, specifically the Organizational Execution Plan Briefing Elements section (found in 2.2). Examples are shown in blue italics, and are for illustration only.Submit the completed OEP Brief via signed e-mail to IRB.Support.Staff@osd.mil no later than 14 June 2013.When submitting, please name the attached filed using the following naming convention: Component name_chapter name_OEP_submission date. For example, Army_FM_OEP_14062013 (Note: Chapter name is not applicable for ODOs because they submit one combined OEP briefing)Use only the allowed values for submitting organization acronym and chapter name in the "OEPs and Chapters" tabAll monetary values are in Millions format. Enter monetary values out to three decimal places. Do not include dollar signs or "M" for millions.

Please also provide the following information below:Name of Submitting Organization Chapter name (MilDeps and USD(AT&L) onlyDITPR Sub-Organization (for DAU use only)

Submission Date

Portfolio IntroductionInstructions:Introduce the portfolio from a business operations perspective.

Example: Financial Management Domains mission is to formulate, submit, and defend the Army budget to Congress; oversee appropriated resources; provide financial information to leaders; and provide transparent reporting to Congress on the use of appropriated resources. Our IT funding request will have a focus on collapsing similar capabilities into enterprise solutions.

Business OperationsInstructions:Business OperationsPopulate the list with your portfolios Business Operations, the major business process(es), functions, activities, and outcomes supported by DBS in this OEP. Provide the associated Business Cost ($M) of each business operation, if known.

Special Instructions for Other Defense Organizations (ODOs): Describe all major business processes the ODO supports across all functional areas and their associated business costs.

Major Cost DriversPopulate the list with your portfolios key cost drivers of the business operations. Cost drivers are factors that drive the cost of a particular activity or the unit of an activity that causes the change of an activity cost. OEP ComponentBusiness AreaDITPR Sub-Organization (For DAU use only)NAF (Y or N)Business OperationsBusiness Operations Cost ($M)

Cost Driver

AccomplishmentsInstructions: For DBS with Development and Modernization (Dev/Mod) funding certified in FY14 or FY13, or even with substantial Current Services funding, enter specific improvements in business operations and cost savings resulting from successful DBS programs expected to be achieved by the end of FY 2014. In this type of entry, populate the Business Result column and enter 2014 in the Fiscal Year column.o Dev/Mod is also referred to as development/modernization/enhancement. Per the DoD Financial Management Regulation Volume 2B, Chapter 18, these funds are used for: Any change or modification to an existing Information System, program, and/or investment that results in improved capability or performance of the baseline activity. Improved capability or performance achieved as a by-product of the replacement of broken IT equipment to continue an operation at the current service levels is not categorized as Dev/Mod. Dev/Mod includes: (1) program costs for new applications and infrastructure capabilities that are planned or under development; (2) any change or modification to existing applications and infrastructure capabilities which is intended to result in improved capability or performance of the activity. These changes include (a) all modifications to existing operational software (other than corrective software maintenance); and (b) expansion of existing capabilities to new users; (3) changes mandated by the Congress or the Office of the Secretary of Defense; (4) personnel costs for Project Management.)

Enter the expected significant business results/outcomes bound by a measurable benefit that are expected to be realized in FY15. In this type of entry, populate the Business Result column and enter 2015 in the Fiscal Year column. (NOTE: These are results that may be reported in the 2015 Report to Congress on Defense Business Operations). OEP ComponentBusiness AreaDITPR Sub-Organization (For DAU use only)NAF (Y or N)Business ResultFiscal Year

Risk and ChallengesInstructions: Enter risks or challenges that inhibit your portfolios ability to reach its desired end state (i.e. risks/challenges to cost, schedule, or performance).

o Risks/Challenges may include Business Enterprise Architecture (BEA) and Business Process Reengineering (BPR) compliance matters, such as use of mandatory standards or enterprise systems stated in Functional Strategies, or a lack of needed standards or enterprise systems.o If applicable, address risks and challenges to integration into the BEA, as per title 10 U.S.C. 2222(e)(1). o Do not include risks applicable to the entire Department, such as sequestration.

For each entry, fill out the columns for Risk Area, Risk/Challenge, and Risk Mitigation.

Example:o Risk Area: Legacy systems migrationo Risk/Challenge: Failure to retire 22 systems at $38.8M in FY14-18 if integrated planning capabilities are not fundedo Risk Mitigation: Secure funding and continue BPROEP ComponentBusiness AreaDITPR Sub-Organization (For DAU use only)NAF (Y or N)Risk AreaRisk/ChallengeRisk Mitigation

Component GoalsInstructions:Organization Specific Outcomes in OEP Business Area: In this section you will identify any organization specific outcomes (goals) not in a Functional Strategy that are applicable to your OEP. Enter Business Outcomes that align to your OEP and associated initiaive(s) and measure(s.) o Performance measures are used to assess to the expected benefits of the goal/objective. They are a forward-looking application to project investment outcomes.o For each Functional Strategy Business Outcome entered, complete the following columns:o ROM Cost (M)o ROM Cost Known: Enter Y/N if cost to be incurred to meet the OEP Business Outcome are known.o BPR Needed: Enter Y/N if BPR needs to be conducted to meet the OEP Business Outcome.o Is IT Involved: Enter Y/N if IT is involved in meeting the OEP Business Outcomeo Enter the Implementation Date of when the benefits are expected to be realized.o Enter the Value Type of the performance measure.

OEP ComponentBusiness AreaDITPR Sub-Organization (For DAU use only)NAF (Y or N)Organization Business OutcomeMeasure(s) ROM Cost Known?ROM Cost ($M)BPR Needed?Is IT Involved? Implementation DateValue Type

OEP Business Outcome (from above)Initiative(s)Initiative Measure(s)Implementation Date

InitiativesFiscal Year 2015 InitiativesInitiative TitleInitiative TitleAcq/Log FY14-I03: Implement and enforce affordability based constraints on program acquisition and sustainment costsAcq/Log FY14-I04: Provide incentives to industry to drive down DoD procurement and life-cycle costs.Acq/Log FY14-I07: Increase the use of competition to control costs of goods and services.Acq/Log FY14-I09: Improve the productivity of each Components Acquisition SystemAcq/Log Increase, by one percentage point annually, the amount of contract obligations that are competitively awarded Codify relevant positions in human resource databasesCollect cost and determine costsCorporate Management Information SystemDD Form 254 DatabaseDefense Information Systems for SecurityDevelop a DSE focused Issue PaperDevelop Defense Security Enterprise ArchitectureDevelop framework for cost data collectionDevelop methodology for defense security positionsDoD Central Adjudication Facility ConsolidationElectronic Fingerprints MandateEstablish competency standardsEstablish methodology to assess security riskFederal Investigative StandardsHSPD 12 Compliant Physical Access Control SystemIdentify Management Enterprise Services ArchitectureIdentify unifying human capital governance structureQuantify critical risksQuantify riskRefine Issue Paper & insert securitySecurity LexiconUse of Personal Identity Verification of Federal Employees and ContractorsComply with Business Rules from DoD IEAComply with Cyber Security requirementsComply with DISRComply with Information Management requirementsPlan for mobile enablementUse Designated DoD Enterprise ServicesUse DoD Enterprise IT InfrastructureBusiness Analytics (BA)Cash Reporting (Top Priority)Cost ManagementDelinquent DebtDirect Treasury Disbursing (Top Priority)FIAR (Top Priority)Funds Distribution (FD) (Top Priority)Intragovernmental (IGT)/IPP (Top Priority)SFIS/SLOA (Top Priority)Shared ServicesStandard PPBEStandard Transaction Broker (STB) (Top Priority)Sub-Allotment Execution (Top Priority)TransparencyTreasury Systems Roll-out (Top Priority)USSGL (Top Priority)1.1 Total Force Structure Visibility1.2 Personnel Data Policy Synchronization1.3 Professional Linguist Production1.4 Enterprise Civilian Talent Management1.5 Military Virtual Accession1.6 Joint Officer Management (JOM)2.1 Integration of Personnel and Pay2.2 Travel Transformation/Travel Policy Compliance Program2.3 Voting Assistance2.4 Civilian Case Management3.1 Veteran Transition4.1 Match personnel, infrastructure, and funding to current missions, future missions, and population demand4.2 Deliver more comprehensive primary care and integrated health services using advanced patient-centered medical homes4.3 Create enhanced value in military medical markets using an integrated approach specified in five-year business performance plans4.4 Promote more effective and efficient health care operations through enhanced enterprise-wide shared services4.5 Sexual Assault Prevention and ResponseChemical Management Enterprise Information IntegrationDefense Installation Spatial Data InfrastructureEnterprise Energy Information ManagementEnvironmental Liability Recognition, Valuation and Reporting RequirementsReal Property Acceptance RequirementsReal Property Construction in Progress RequirementsReal Property Inventory RequirementsInstructions: Using the drop down available in each cell, place an "x" to associate an investment (rows - below) to an initiative (columns - right)Functional StrategyFunctional StrategyAcquisition and Logistics Functional Strategy FY15 (Acquisition)Acquisition and Logistics Functional Strategy FY15 (Acquisition)Acquisition and Logistics Functional Strategy FY15 (Acquisition)Acquisition and Logistics Functional Strategy FY15 (Acquisition)Acquisition and Logistics Functional Strategy FY15 (Acquisition)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Defense Security Enterprise Functional Strategy (Defense Security Enterprise)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Enterprise IT Infrastructure Functional Strategy FY15 (Enterprise IT Infrastructure)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Financial Management Functional Strategy (Financial Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Human Resources Management Functional Strategy (Human Resources Management)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)Installations and Environment Functional Strategy (Installations & Environment)I_Ref_IDI_Ref_ID17438728174387181743871917438731174883841748790417487920174879081748791617487913174879021748790517487903174879061748791917487909174879111748790017487918174879141748791517487901174879121748790717487899174879171748791017438741174467161743879017446718174387891743873917438738174480881744808117448095174480821744807917448097174480981744809417448096174536361745363217448080174536311745364017453661174480931745679917456867174569551745699517457053174572071745759917457625174590601745906917459091174868291748685517486863174868701748687817448084174480851744808617448087174480891744809017448083AcronymAcronymCMISDD254DISSCAFe-FingerprintsFISPACSIMESAFIPS 201GWAFIAREFD/NGRMSIGTSLOAJOMCMEIIDISDIEEIMELRV&RRRPARRPCIPRRPIRDescriptionDescription(Acquisition) Implement and enforce affordability based constraints on program acquisition and sustainment costs(Contracting) Provide incentives to industry to drive down DoD procurement and life-cycle costs. Please note FY14 title, "Provide incentives to industry to drive down costs."(Contracting) Increase the use of competition to control costs of goods and services. Please note the FY14 title, "Increase the use of competition."(Acquisition) Improve the productivity of each Components Acquisition System. Please note FY 14 title, "Improve performance of each Components Acquisition System."Increase, by one percentage point annually all contract obligations that are competitively awardedCodify all relevant positions in the appropriate human resource databasesCollect cost data and determine total costs of DoD security functionsExisting Security Incident Reporting module within OSCAR is being transitioned to DISA CMIS for UD reportingAT&L has some DD254-related elements already handled electronically and DSS is now reaching out to AT&L at a functional level to get a better understanding of what AT&L has done, which may lessen the actions that DSS must take to develop & deploy a DD254 databaseDISS portal will allow for reuse of IT services across DoD Enterprise, communication w/ external interfaces, integrated CATS & JVS interfaces in each application template, ad hoc reporting capabilities and a comprehensive business analytics functionDevelop a DSE focused Issue Paper for CAPE reviewDevelop and launch the Defense Security Enterprise ArchitectureDevelop framework for cost data collection- Physical- Personnel- Information- Operations- TrainingDevelop and execute a methodology for identifying and documenting defense security positionsDirects complete consolidation of all personnel security adjudicative functions, resources and assets and entails all components moving to the same case management software.DoD shall transition to electronic capture and submission of fingerprint images in support of all background investigations. This transition will support goals established by IRTPA and the implementation of HSPD-12Establish minimum competency standards for defense security professionalsEstablish a DoD enterprise methodology to assess and predict security riskEstablished investigative requirements for security, suitability, HSPD-12, and public trust and continuing evaluation for the cleared populationAll PACS are required to be federally interoperable, to include reading the chip technologies and to authenticate the certificates on the Federal PIV card per the FIPS 201 and HSPD 12. OMB issued passback language in 2010 prohibiting the maintenance and sustainment funding for all non HSPD 12 compliant electronic PACS as well as any access related RDT&E funding beyond FY 2012. DoD is required to track and report on legacy and HSPD 12 compliant systems IAW the Federal Information Security Management Act and OMB HSPD 12 Implementation Guidance.AT&L is the proponent for Defense Property Accountability and we are working with them to incorporate Physical Security Equipment, which includes PACS in the Defense Property Accountability System currently in operation.IMESA will vet the identities of personnel authorized access to a DoD installation against DoD, Federal, State and local authoritative data sources. It will enable PACS to rapidly, electronically and securely authenticate approved physical access credentials against authoritative databases, and support access enrollment, authorization processes and secure information sharing throughout DoD and authorized Federal agenciesIdentify a unifying human capital governance structureQuantify most critical risks in order to focus initiatives on priority areasQuantify most critical risks in order to focus initiatives on priority areasRefine Issue Paper & insert security into the Oct-Nov 2013 PDM for the next POM cycleDoD and ODNI joint sponsorship of Security Lexicon Working Group. Based upon approval of the final security terms and definitions derived from this effort, DoD codify these definitions in an USD(I) memorandum and update DoD policies as appropriate. Definitions will be codified for IC in ICS 700-1Federal Information Processing Standards Publication of the National Institute of Standards and Technology (NIST) is one of the official series of publications relating to standards and guidelines adopted and promulgated under the provisions of the Federal Information Security Management Act (FISMA) of 2002; FIPS 201 establishes standards for the Identification Cards, which supports the HSPD 12 implementation requirement for federal interoperability as all logical and physical access systems must be able to use the cards to facilitate access to information and facilities. DoD is required to use FIPS 201 compliant Federal PIVs for both physical and logical access worldwide.Comply with Business Rules from the DoD Information Enterprise Architecture (DoD IEA). For example:

-DSDR 01 - Authoritative data assets, services, and applications shall be accessible to all authorized users in the Department of Defense, and accessible except where limited by law, policy, security classification, or operational necessity

- DSDR 02 - All authoritative data producers and capability providers shall describe, advertise, and make their data assets and capabilities available as services on the GIG

- DSDR 03 - All authoritative data assets and capabilities shall be advertised in a manner that enables them to be searchable from an enterprise discovery solutionComply with Cyber Security requirements, maintaining status in DITPR

1. FISMA (DIACAP or new RMF); !! Top Priority !!

2. HBSS

3. Public Key enable all DBS; !! Top Priority !!Comply with the DoD IT Standards and Profile Registry (DISR)Comply with Information Management requirements, maintaining status in DITPR

1. Personally Identifiable Information (PII); !! Top Priority !!

2. Records Management; !! Top Priority !!

3. Collect or create information in a way that supports downstream information processing and dissemination per the Federal Open Data Policy (M-13-13 of May 9, 2013)Systems with large numbers of potential mobile users should plan for mobile enablement by the end of FY18. Systems being modernized or new starts should plan for mobile enablement where appropriate.Use Designated DoD Enterprise Services, including the use of DoD enterprise identity management and enterprise directory services when available.Use DoD Enterprise IT Infrastructure for processing, storage and transport including externally provided cloud services available through the DoD Enterprise Cloud Service Broker)

- Migrate from system-specific IT infrastructure to Enterprise IT infrastructure at the first opportunity (e.g., with appropriate business case in conjunction with a technology refresh or contract expiration)

- Comply with all DoD infrastructure requirements on stand-alone/program-specific infrastructure prior to migration to Enterprise IT Infrastructure

- A DBS with a requirement that cannot be satisfied by using DoD Enterprise IT Infrastructure must obtain connection approvals following the GIG waiver or Core Data Center exception processEnhance access to timely data/information with Business Analytics Tools. In FY14 this is called Business Intelligence ToolsImprove Accountability with Daily Cash Reporting. In FY14 this FS Initiative scope was: Daily Cash Reporting. In FY15 Government-wide Accounting (GWA) is now an 'Initiative Group' that encompasses FM initiatives directed at achieving the outcome of Government-wide Accounting, including the new initiative to support Cash Reporting.

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing GoalsProvide framework process for capturing the cost of during business operations, to support effective Cost Management.

Defining Enterprise Cost Management Framework to enable standard/common cost data element to capture cost of business.Increase the pursuit of public debt collection with strengthen delinquent debt management. In FY14 this FS Initiative is called Delinquent Debt Management. Reference: http://dcmo.defense.gov/products-and-services/enterprise-delinquent-debt-management/index.htmlReduce transaction cost and improve accountability with Direct Treasury Disbursing.

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing Goals

** Initiative heavily enables Auditability & Strengthens Financial Controls or Maximize ERPs as Key EnablerAchieve Financial Improvement and Audit Readiness (FIAR). Reference: http://comptroller.defense.gov/fiar.aspx

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing GoalsProvide visibility, auditability, and traceability to appropriated funds through Fund Distribution (FD). In FY14 this was called Enterprise Funds Distribution/Next Generation Resource Management System (EFD/NGRMS). The FD initiative and the new Sub-Allotment initiative are components of achieving Enterprise PPBE and will be conducted in coordination with the Standard PPBE initiative

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing Goals

** Initiative heavily enables Auditability & Strengthens Financial Controls or Maximize ERPs as Key EnablerIntragovernmental Transactions (IGT) -- Standardize and streamline intragovernmental transfers process

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing GoalsSFIS ensures a uniform system of reporting through SFIS compliance. Additional capability to bridge Legacy to Target interoperability. The Departments Standard Line of Accounting (SLOA), a subset of SFIS, improves interoperability and audit readiness. SLOA applies to all business systems that execute funding from the point of a Purchase Request to the point of disbursement. Reference: http://dcmo.defense.gov/products-and-services/standard-financial-information-structure

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing Goals

** Initiative heavily enables Auditability & Strengthens Financial Controls or Maximize ERPs as Key EnablerConsolidate duplicative FM Core/Target system capabilities under Shared ServicesStandardize the enterprise PPBE process and ensure visibility, auditability, and traceability. In FY14 this was called Enterprise Funds Distribution/Next Generation Resource Management System (EFD/NGRMS). NGRMS is now the Standard PPBE initiative to reflect a broader objective and ensure an enterprise process focus as a basis for system/technologyStreamline business processes and systems by implementing a Standard Transaction Broker (STB); translation, routing, and validation capabilities underway.

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing GoalsProvide Funds Visibility across the Enterprise for Sub-Allotment Execution Reporting. New in FY15.

The FD initiative and the new Sub-Allotment initiative are components of achieving Enterprise PPBE and will be conducted in coordination with the Standard PPBE initiative

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing Goals

** Initiative heavily enables Auditability & Strengthens Financial Controls or Maximize ERPs as Key EnablerComply with FFATA / DATA Act requirements by providing accurate data to USAspending.gov.

New initiative to ensure compliance with new FFATA / DATA ActSupport the Central Accounting Reporting System (CARS) and Government-wide Treasury Account Symbol (GTAS) roll-outs throughout DoD. Reference: https://www.fms.treas.gov/cars/index.html

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing GoalsGenerate reliable financial statements based on USSGL Compliance and Validation. In FY14 SFIS was combined with USSGL for the Initiative SFIS/USSGL Compliance and Validation. SFIS and USSGL are split into individual initiatives, with increased emphasis on posting logic. In FY15 USSGL is standalone and SFIS is combined with SLOA. Reference: http://dcmo.defense.gov/products-and-services/standard-financial-information-structure

* Initiative directly relates to Audit Readiness, Daily FBWT/Cash Balancing Goals

** Initiative heavily enables Auditability & Strengthens Financial Controls or Maximize ERPs as Key EnablerThis initiative improves the accuracy and availability of authoritative chemical data and will ultimately reduce chemical-related risks throughout the DoD supply chain.This initiative is leveraging spatial information across I&Es business mission areas to better manage global installations and bases. Using the Global Information Grid (GIG), DISDI develops standards and policy to enable the sharing and interoperability of high-quality geospatial data at all levels of installation management.This initiative will lead to a state-of-the-art, mission-driven, enterprise-wide energy information management system that can provide real-time information on energy consumption and cost at various levels of aggregation, including the individual building, the installation, the geographic region, and the Military Department to help the DoD achieve its energy management goals.Environmental Liabilities Recognition, Valuation, and Reporting Requirements (ELRV&RR) initiative supports the Environmental Liabilities Identification and Valuation Enterprise capability, which in turn supports the Real Property Accountability BEP. This includes data capture, inventory recording, integration with core financial systems and linkage to asset records. DoD environmental liability estimates are not auditable and have been identified by GAO as a material weakness. DoD efforts have traditionally focused on updating the required inventories, improving data quality and record keeping, and providing clear OSD financial and program guidance. However, the long term solution to achieving a favorable environmental liabilities audit is to re-engineer the environmental liabilities recognition, valuation, and reporting business process and then integrate financial and program IT systems to produce auditable and complete data.RPAR provides uniform and consistent processes, data elements and metadata required for the acceptance of real property through any acquisition method into the DoD inventory.RPCIPR provides uniform and consistent processes, data elements and metadata required for the creation, addition, and relief of costs associated with Construction and Capital Improvement activities of real property assets (buildings, structures and linear structures). This standardization allows addressing the sources of the deficiencies to enable accounting for the full cost of the asset, traceability, and visibility over construction costs. The RPUID links the design and construction costs accumulated in the CIP account to a specific real property asset enabling timely recording and capitalization of the asset and eliminating duplicate or erroneous reporting.These requirements provide the foundation for achieving real property accountability by standardizing data, systems, and processes.IdIdAcq/Log FY14-I03Acq/Log FY14-I04Acq/Log FY14-I06Acq/Log FY14-I091.11.31.41.51.62.12.32.43.14.24.34.4Rough Order of Magnitude (ROMRough Order of Magnitude (ROM$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00$xxx.00~$15M across POM 15-19, based on Service estimatesROM Cost will be low This information is obtained through routine report requestROM Cost will be low This information is obtained through routine report requestPreliminary estimates, based on Defense Manpower Data Center (DMDC) research concerning costs for a JOM business optimization effort with an IT system enabler:

Low: $8M, Expected: $11M, High: $14M6240 hours/.757M of system support and maintenance.$6.3MProcess ImprovementProcess ImprovementXXXXXXXXXXXXXXXXXXMandatory Standard(s)Mandatory Standard(s)XXXXXXXXXXXXXXXXXXXXXXXXXXMandatory System(s)Mandatory System(s)XXXXXXXXXXXXXInterface(s)Interface(s)XInitiative type if other thanInitiative type if other thanLeverage TechnologyComplianceLeverage TechnologyComplianceSponsoring OrganizationSponsoring OrganizationAcqLogAcqLogAcqLogAcqLogDSEDSEDSEDSEDSEDSEDSEDSEDSEDSEDSEFMFMDTMOI&EI&EI&EI&EI&EI&EI&EEnd YearEnd Year2018DITIPDITPRDoD Investment Technology Investment PortalDoD Information Technology Portfolio RepositoryRef IDUIIBINInvestment AcronymDITPR IDSystem AcronymInvestment TitleInvestment OwnerInvestment Segment OwnerSNaP-IT Mission AreaSystem NameSystem ComponentBusiness FunctionDITPR Mission AreaDBS1007-000000001116354EARENTERPRISE ARCHITECTURE REPOSITORYNAVYEIEMAN2007-0000000022MOCAS MID-TIER8682MOCAS MID-TIERMECHANIZATION OF CONTRACT ADMINISTRATIVE SERVICESDFASAcquisitionBMAMECHANIZATION OF CONTRACT ADMINISTRATIVE SERVICESDFASFinancial ManagementBMAY3007-0000000044CeTARS724CETARSCORPORATE ENTERPRISE TRAINING ACTIVITY RESOURCE SYSNAVYHuman Resource ManagementBMACORPORATE ENTERPRISE TRAINING ACTIVITY RESOURCE SYSTEMNAVYHuman Resources ManagementBMAY4007-000000009916879JIE IAP LABJOINT INFORMATION ENVIRONMENT INTERNET ACCESS POINT LABDISAEIEMAN5007-00000001010ONE PAY29ONE PAYONE PAYDFASFinancial ManagementBMAONE PAYDFASFinancial ManagementBMAY6007-00000001111CELLCELLULAR PHONESNAVYDoD IT InfrastructureEIEMA8007-00000001515AFPOA Network Infrastructure13345AFPC-Thin ClientAFPOA Network InfrastructureUSAFDoD IT InfrastructureEIEMAThin ClientUSAFEIEMAN11007-00000001515AFPOA Network Infrastructure14025AFPOA Network EnclaveAFPOA Network InfrastructureUSAFDoD IT InfrastructureEIEMAAFPOA Network EnclaveUSAFEIEMAN12007-00000001515AFPOA Network Infrastructure16276AFPOA T&DEAFPOA Network InfrastructureUSAFDoD IT 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