The BTA: Advancing Defense Business Transformation Presented by: David M. Fisher

1. The BTA: Advancing Defense Business TransformationPresented by:David M. Fisher Welcome and introduction (speaker credentials and role at BTA) The Department of Defense is facing many challenges in this new century. The way we do business � which has been many organizations acting as standalone entities � is no longer effective or efficient. The QDR emphasized that defense business operations must be �agile, flexible, and horizontally integrated to sustain our Nation�s preeminent military power within constrained resource limits.� This presentation highlights how defense business operations are transforming to meet these needs and explains the role of the Business Transformation Agency in spearheading the transition. [QDR = Quadrennial Defense Review] Welcome and introduction (speaker credentials and role at BTA) The Department of Defense is facing many challenges in this new century. The way we do business � which has been many organizations acting as standalone entities � is no longer effective or efficient. The QDR emphasized that defense business operations must be �agile, flexible, and horizontally integrated to sustain our Nation�s preeminent military power within constrained resource limits.� This presentation highlights how defense business operations are transforming to meet these needs and explains the role of the Business Transformation Agency in spearheading the transition. [QDR = Quadrennial Defense Review]

2. 2 At the heart of transformation has been a realignment of end-to-end business operations to support the modern warfighter and to ensure accountability to the American people. Our warfighters are adapting rapidly to a broadening military role that spans combat operations, homeland defense missions, and humanitarian efforts. Likewise, the defense business enterprise must be configured for speed, agility, mobility, and precision in everything we do. Although progress is being made, outdated business processes still prevent us from responding with speed and agility. Stovepiped systems block the sharing of information across boundaries that could save a life. In today�s networked and global environment, warfighters rely on seamless support. And it�s the job of the defense business enterprise to close any gaps in the seams.At the heart of transformation has been a realignment of end-to-end business operations to support the modern warfighter and to ensure accountability to the American people. Our warfighters are adapting rapidly to a broadening military role that spans combat operations, homeland defense missions, and humanitarian efforts. Likewise, the defense business enterprise must be configured for speed, agility, mobility, and precision in everything we do. Although progress is being made, outdated business processes still prevent us from responding with speed and agility. Stovepiped systems block the sharing of information across boundaries that could save a life. In today�s networked and global environment, warfighters rely on seamless support. And it�s the job of the defense business enterprise to close any gaps in the seams.

3. 3 BTA�s Six S�s of Success At the heart of transformation has been a realignment of end-to-end business operations to support the modern warfighter and to ensure accountability to the American people. Our warfighters are adapting rapidly to a broadening military role that spans combat operations, homeland defense missions, and humanitarian efforts. Likewise, the defense business enterprise must be configured for speed, agility, mobility, and precision in everything we do. Although progress is being made, outdated business processes still prevent us from responding with speed and agility. Stovepiped systems block the sharing of information across boundaries that could save a life. In today�s networked and global environment, warfighters rely on seamless support. And it�s the job of the defense business enterprise to close any gaps in the seams.At the heart of transformation has been a realignment of end-to-end business operations to support the modern warfighter and to ensure accountability to the American people. Our warfighters are adapting rapidly to a broadening military role that spans combat operations, homeland defense missions, and humanitarian efforts. Likewise, the defense business enterprise must be configured for speed, agility, mobility, and precision in everything we do. Although progress is being made, outdated business processes still prevent us from responding with speed and agility. Stovepiped systems block the sharing of information across boundaries that could save a life. In today�s networked and global environment, warfighters rely on seamless support. And it�s the job of the defense business enterprise to close any gaps in the seams.

4. 4 BTA Established to Advance Defense Business Transformation

5. 5 Enterprise Governance and Organizational Alignment

6. 6 Approach to Business Transformation

7. 7 A Closer Look: Management The first element of BTA�s approach focuses on management and governance. The BTA is employing several governance models to implement, manage, and measure end-to-end business improvements. The first of these is the Five-step Transformation Process. This process lays out a baseline systematic sequence for achieving DoD�s business transformation by implementing technology, process, and organizational change. The five-step process is used at both the Enterprise level and Component level to guide what outcomes we want to achieve and how we reengineer our processes, systems, and data to get there. This five-step process is detailed in the Business Transformation Guidance published by the BTA. Intersecting with the five-step process is the Business Capability Lifecycle, or BCL. The BCL is an important new development because until now fielding large-scale business systems was governed by the same process used to acquire complex weapon systems, like the Joint Strike Fighter. The BCL is uniquely tailored to acquiring large-scale business systems within DoD that leverage Commercial Off-the-Shelf software. The BCL provides the much-needed weapon systems acquisition equivalent to buy and integrate business systems. As such, the BCL accelerates capability delivery with less risk. A key element of the BCL is the Enterprise Risk Assessment Methodology, or ERAM, which we�ll look at more closely in a minute. Finally, the BTA oversees and supports the Investment Review Board and Defense Business Systems Management Committee (IRB/DBSMC) governance structure, which is led by the DEPSECDEF. The IRB/DBSMC is the single integrated decision-making structure that provides lifecycle oversight and authority for business systems acquisition. The IRB/DBSMC structure ensures that all business system activities within OSD and Components support one or more strategic objectives. These interdependent processes provide an enterprise approach to managing business transformation within the unique DoD environment.The first element of BTA�s approach focuses on management and governance. The BTA is employing several governance models to implement, manage, and measure end-to-end business improvements. The first of these is the Five-step Transformation Process. This process lays out a baseline systematic sequence for achieving DoD�s business transformation by implementing technology, process, and organizational change. The five-step process is used at both the Enterprise level and Component level to guide what outcomes we want to achieve and how we reengineer our processes, systems, and data to get there. This five-step process is detailed in the Business Transformation Guidance published by the BTA. Intersecting with the five-step process is the Business Capability Lifecycle, or BCL. The BCL is an important new development because until now fielding large-scale business systems was governed by the same process used to acquire complex weapon systems, like the Joint Strike Fighter. The BCL is uniquely tailored to acquiring large-scale business systems within DoD that leverage Commercial Off-the-Shelf software. The BCL provides the much-needed weapon systems acquisition equivalent to buy and integrate business systems. As such, the BCL accelerates capability delivery with less risk. A key element of the BCL is the Enterprise Risk Assessment Methodology, or ERAM, which we�ll look at more closely in a minute. Finally, the BTA oversees and supports the Investment Review Board and Defense Business Systems Management Committee (IRB/DBSMC) governance structure, which is led by the DEPSECDEF. The IRB/DBSMC is the single integrated decision-making structure that provides lifecycle oversight and authority for business systems acquisition. The IRB/DBSMC structure ensures that all business system activities within OSD and Components support one or more strategic objectives. These interdependent processes provide an enterprise approach to managing business transformation within the unique DoD environment.

8. 8 Example: Tiered Accountability

9. 9 A Closer Look: Alignment As successful companies know, strategic alignment begins with a customer-driven vision. Our strategic intent is embodied in these objectives. Our customers are warfighters, OSD, the Executive Office of the President, suppliers, and federal partners. The Department has identified a core set of Business Enterprise Priorities, or BEPs, derived from these objectives. The BEPs are those areas that will bring the most dramatic and immediate capability improvements to the DoD�s Core Business Missions. Each BEP takes into account the critical warfighter and business requirements that cut across multiple functional units to achieve optimal results. For example, DoD must comply with over 145,000 federal financial requirements. The Financial Visibility BEP is driving the cross-functional capabilities needed to satisfy these federal mandates plus make reliable financial information accessible. This BEP doesn�t just serve the financial community, but also the logistics, personnel, medical, acquisition, and budget communities. The BEPs� prioritized requirements and their associated process and information changes are embodied in the Business Enterprise Architecture (BEA). As such, the BEA guides the evolution of DoD business capabilities enterprise-wide and explains what DoD must do to achieve interoperable business processes. The BEA provides context and relevance to the BEPs by embodying applicable laws, regulations, policies, standards, and frameworks imposed by internal and external sources. The BEA is not complete without describing how we will transition to the target business capabilities. That�s covered by the accompanying Enterprise Transition Plan, or ETP. The ETP is the roadmap that provides integrated schedules, metrics, and resources that guide the incremental releases of target solutions to achieve the business capabilities. The users of the BEA and ETP are the business Investment Review Boards, or IRBs; the Department�s CIOs who manage IT portfolios; Component PEOs; program managers; and functional specialists. The BEA and ETP are transforming how DoD-level investments in business systems are managed. Now, integrated IRBs representing the Core Business Missions of DoD hold frequent and informed discussions about business priorities and proposed IT solutions based on a common set of principles, rules, and constraints that have been mutually established as part of the BEA and ETP process. The BTA employs these three tools � the BEA, ETP, and IRBs � to consistently guide transformation aligned to strategic business priorities. As successful companies know, strategic alignment begins with a customer-driven vision. Our strategic intent is embodied in these objectives. Our customers are warfighters, OSD, the Executive Office of the President, suppliers, and federal partners. The Department has identified a core set of Business Enterprise Priorities, or BEPs, derived from these objectives. The BEPs are those areas that will bring the most dramatic and immediate capability improvements to the DoD�s Core Business Missions. Each BEP takes into account the critical warfighter and business requirements that cut across multiple functional units to achieve optimal results. For example, DoD must comply with over 145,000 federal financial requirements. The Financial Visibility BEP is driving the cross-functional capabilities needed to satisfy these federal mandates plus make reliable financial information accessible. This BEP doesn�t just serve the financial community, but also the logistics, personnel, medical, acquisition, and budget communities. The BEPs� prioritized requirements and their associated process and information changes are embodied in the Business Enterprise Architecture (BEA). As such, the BEA guides the evolution of DoD business capabilities enterprise-wide and explains what DoD must do to achieve interoperable business processes. The BEA provides context and relevance to the BEPs by embodying applicable laws, regulations, policies, standards, and frameworks imposed by internal and external sources. The BEA is not complete without describing how we will transition to the target business capabilities. That�s covered by the accompanying Enterprise Transition Plan, or ETP. The ETP is the roadmap that provides integrated schedules, metrics, and resources that guide the incremental releases of target solutions to achieve the business capabilities. The users of the BEA and ETP are the business Investment Review Boards, or IRBs; the Department�s CIOs who manage IT portfolios; Component PEOs; program managers; and functional specialists. The BEA and ETP are transforming how DoD-level investments in business systems are managed. Now, integrated IRBs representing the Core Business Missions of DoD hold frequent and informed discussions about business priorities and proposed IT solutions based on a common set of principles, rules, and constraints that have been mutually established as part of the BEA and ETP process. The BTA employs these three tools � the BEA, ETP, and IRBs � to consistently guide transformation aligned to strategic business priorities.

10. 10 End-to-End Business Mission

11. 11 A Closer Look: Delivery Now let�s turn our attention to the Delivery part of BTA�s approach. While alignment ensures strategic intent drives business modernization, delivery builds IT solutions to enable end-to-end capabilities. Solutions comprise these four �building blocks�: Business Engagement Portal � A portal is a composite web-based application that pulls sources of information into one place. For example, the FedBizOpps.gov portal is the single government point-of-entry for Federal procurement opportunities over $25,000. Through this one portal, vendors seeking Federal markets can search, monitor, and retrieve opportunities solicited by the entire Federal contracting community. Portals connect to other business systems to provide an integrated view of content, but there is no business process integration. Transaction Processing � Transactional systems are used to manage a given business process� daily operations. For example, a procure-to-pay business process involves many interdependent operations that are performed on a database and linked together automatically as a single, indivisible transaction. Examples of transactional systems within the BTA portfolio include DIMHRS, DTS, DAI, WAWF, and SPS. Enterprise Resource Planning (ERP) software also falls into this category. There are 12 ERPs in the DoD: two at the corporate level and 10 at the Component level. The BTA is working with the Services and Defense Agencies to define common interfaces between Component ERPs and enterprise-level systems. The goal is to ensure the integrated capabilities of commercially packaged ERPs are leveraged to their fullest extent. Business Visibility � Hand-in-hand with end-to-end process transformation is information transformation. The BEPs, shown here, are driving better business information visibility at the Enterprise level of DoD by using technologies to automatically aggregate and compile data for online analytics, reporting, and business decision making. For example, the OSD Executive Dashboard fuses data from select DoD-wide financial systems to provide visibility into daily status of budget execution, financial operations, major financial improvement initiatives, and the Global War on Terror. The OSD Dashboard is enabled by the Business Enterprise Information Services (BEIS) application, which uses data integration and warehousing technologies. Reference/Master Data � The foundation to aggregating data and achieving information visibility is consistent use of data standards. The BTA has been working collaboratively with DoD Components to establish standard data definitions and business rules. These standards are opening the door to authoritative master data sources for use by other DoD-wide systems. For example, the Standard Financial Information Structure, or SFIS, is a common business language for DoD-wide transactions. The SFIS standard is enabling the BEIS corporate data repository, which is the source of business intelligence for the OSD Executive Dashboard, plus standards-based financial statement generation according to U.S. Treasury requirements. Another example of enterprise data standards include the Real Property Unique Identifier Registry (RPUIR) that provides an authoritative source for unique identification of DoD real property sites and assets. The BEA defines the technology blueprint of how these four building blocks will be used to deliver the enterprise set of business capabilities. Now let�s turn our attention to the Delivery part of BTA�s approach. While alignment ensures strategic intent drives business modernization, delivery builds IT solutions to enable end-to-end capabilities. Solutions comprise these four �building blocks�: Business Engagement Portal � A portal is a composite web-based application that pulls sources of information into one place. For example, the FedBizOpps.gov portal is the single government point-of-entry for Federal procurement opportunities over $25,000. Through this one portal, vendors seeking Federal markets can search, monitor, and retrieve opportunities solicited by the entire Federal contracting community. Portals connect to other business systems to provide an integrated view of content, but there is no business process integration. Transaction Processing � Transactional systems are used to manage a given business process� daily operations. For example, a procure-to-pay business process involves many interdependent operations that are performed on a database and linked together automatically as a single, indivisible transaction. Examples of transactional systems within the BTA portfolio include DIMHRS, DTS, DAI, WAWF, and SPS. Enterprise Resource Planning (ERP) software also falls into this category. There are 12 ERPs in the DoD: two at the corporate level and 10 at the Component level. The BTA is working with the Services and Defense Agencies to define common interfaces between Component ERPs and enterprise-level systems. The goal is to ensure the integrated capabilities of commercially packaged ERPs are leveraged to their fullest extent. Business Visibility � Hand-in-hand with end-to-end process transformation is information transformation. The BEPs, shown here, are driving better business information visibility at the Enterprise level of DoD by using technologies to automatically aggregate and compile data for online analytics, reporting, and business decision making. For example, the OSD Executive Dashboard fuses data from select DoD-wide financial systems to provide visibility into daily status of budget execution, financial operations, major financial improvement initiatives, and the Global War on Terror. The OSD Dashboard is enabled by the Business Enterprise Information Services (BEIS) application, which uses data integration and warehousing technologies. Reference/Master Data � The foundation to aggregating data and achieving information visibility is consistent use of data standards. The BTA has been working collaboratively with DoD Components to establish standard data definitions and business rules. These standards are opening the door to authoritative master data sources for use by other DoD-wide systems. For example, the Standard Financial Information Structure, or SFIS, is a common business language for DoD-wide transactions. The SFIS standard is enabling the BEIS corporate data repository, which is the source of business intelligence for the OSD Executive Dashboard, plus standards-based financial statement generation according to U.S. Treasury requirements. Another example of enterprise data standards include the Real Property Unique Identifier Registry (RPUIR) that provides an authoritative source for unique identification of DoD real property sites and assets. The BEA defines the technology blueprint of how these four building blocks will be used to deliver the enterprise set of business capabilities.

12. 12 DBSAE Portfolio PEO Sourcing Integrated Acquisition Environment (IAE)� Central Contractor Registration (CCR) Contractor Performance Assessment and Reporting System (CPARS) Excluded Parties List System (EPLS) Electronic Subcontract Reporting System (eSRS) Federal Business Opportunities (FedBizOps) Federal Technical Data Solutions (FedTeDs) Federal Procurement Data System � Next Generation (FPDS�NG) Federal Agency Registration (FedReg) Online Representations and Certifications Application (ORCA) Past Performance Information Retrieval System (PPIRS) Wage Determinations On-Line (WDOL) Acquisition Spend Analysis Service (ASAS) Capital Asset Management System - Military Equipment (CAMS-ME) DoD Electronic Mall (DoD EMALL) Electronic Document Access (EDA) Federal Voters Assistance Program (FVAP) Global Exchange (GEX) Item Unique Identification (IUID) Synchronized Predeployment and Operational Tracker (SPOT) Standard Procurement System (SPS) Wide Area Workflow (WAWF)

13. 13 Organization Chart

14. 14 FY 09 Focus Areas Transform the Department�s: Approach to large scale business system solution design, acquisition, implementation and deployment Approach to business from one centered around functions to one centered around end-to-end processes Capabilities for enterprise-level information visibility and system interoperability Approach to business process and system support to the warfighter community (both in theater and at the COCOM level)

15. 15 How Can You Get Involved? Tap BTA speakers for your event or organization Consider career opportunities at BTA Submit questions, ideas, and comments Frequently visit the defense businesstransformation web sites

16. 16 Defense Business Transformation Web Sites The Business Transformation Agency web site is the authoritative source for all agency-related information. Specific information on the agency�s mission, vision, directorates, functions and latest news can be found here. All of the BTA�s products, tools and resources can be found on the Defense Business Transformation website. The ETP, BEA as well as educational information related to transformation and key defense milestones are at your fingertips. The website is a great resource for industry, gov't and the military. Get the latest information on activities related to the Task Force to Improve Business Stability Operations -- Iraq at www.defenselink.mil/tfbso. Some of the key transformation tools the BTA produces are being used in Iraq and this website contains the most up-to-date information on what happening there. Each year the BTA co-sponsors the Defense Business Agility Forum. This website will have any information related to that event including topics, speakers and registration details. The Business Transformation Agency web site is the authoritative source for all agency-related information. Specific information on the agency�s mission, vision, directorates, functions and latest news can be found here. All of the BTA�s products, tools and resources can be found on the Defense Business Transformation website. The ETP, BEA as well as educational information related to transformation and key defense milestones are at your fingertips. The website is a great resource for industry, gov't and the military. Get the latest information on activities related to the Task Force to Improve Business Stability Operations -- Iraq at www.defenselink.mil/tfbso. Some of the key transformation tools the BTA produces are being used in Iraq and this website contains the most up-to-date information on what happening there. Each year the BTA co-sponsors the Defense Business Agility Forum. This website will have any information related to that event including topics, speakers and registration details.

17. 17 For Those We Serve! Defense business transformation is a complex subject, so I thank you for your kind attention. Hopefully this brief presentation has helped you understand the massive changes taking place in the Department and the BTA�s role. We recognize that transformation is a long-term effort, and we are committed to achieving business improvements every six months in support of brave soldiers, sailors, airmen, and Marines. Won�t you join us? I�d be happy to take any questions. Defense business transformation is a complex subject, so I thank you for your kind attention. Hopefully this brief presentation has helped you understand the massive changes taking place in the Department and the BTA�s role. We recognize that transformation is a long-term effort, and we are committed to achieving business improvements every six months in support of brave soldiers, sailors, airmen, and Marines. Won�t you join us? I�d be happy to take any questions.

18. 18 Backup Slides

19. 19 Results for Warfighters Selected Highlights: Improved CONUS Replacement Center (CRC) business processes to more efficiently support deploymentof personnel in theatre Working with Army FINCOM to apply�lean� practices to help streamlineprocess for OIF/OEF CommercialVendor Services (CVS) Sponsoring economic roundtablediscussions and web site tosupport business and stability operations in Iraq The next three slides highlight a few ways that the BTA is helping advance business transformation. These slides are organized by the customers we serve, beginning first and foremost with the warfighter. In the first example, the CRC at Fort Benning, Georgia receives replacement soldiers and civilians and also provides theater-specific equipment. The CRC accounts for and reports the status of replacements; coordinates equipping, transportation and training; and stages personnel for movement to a theater of operations. The BTA is working with the CRC to help accelerate the processing cycle time from when replacements report to the CRC and arrive at the port of embarkation. Earlier you saw an example of the enterprise-wide solution Wide Area Workflow.� The BTA is working with the 13th Finance Group in Kuwait and DFAS to extend this solution to theater.� Several months ago, the U.S. Army Finance Command approached BTA to help streamline the process of vendor payments in theater because of the huge burden on the deployed force to manually process vendor payments, reconcile accounts, and manually transfer contract data.� The BTA responded by sending a team of supply chain management experts to Kuwait to work alongside two DFAS teams and the soldiers of the 13th Finance Group.� The team determined that WAWF had immediate application to in-theater vendor payments, and will start incrementally deploying WAWF functionality for Army in-theater financial operations in October 2007.� This is a terrific example of business process alignment to the warfighter in action. In June 06, the DEPSECDEF tasked the BTA to standup a Task Force to Improve Business and Stability Operations in Iraq. The Task Force is evaluating DoD business enterprise processes and associated systems in Iraq that affect contracting, logistics, funds distribution, and financial management for alignment to theater commanders� goals for reconstruction and economic development. Supporting the Task Force�s work, the BTA is also conducting economic roundtable discussions with in-theater commanders to help craft economic development plans for local regions. A web site for commanders to �reach back� to BTA for guidance, resources, and additional information is also being developed as part of this process. The next three slides highlight a few ways that the BTA is helping advance business transformation. These slides are organized by the customers we serve, beginning first and foremost with the warfighter. In the first example, the CRC at Fort Benning, Georgia receives replacement soldiers and civilians and also provides theater-specific equipment. The CRC accounts for and reports the status of replacements; coordinates equipping, transportation and training; and stages personnel for movement to a theater of operations. The BTA is working with the CRC to help accelerate the processing cycle time from when replacements report to the CRC and arrive at the port of embarkation. Earlier you saw an example of the enterprise-wide solution Wide Area Workflow.� The BTA is working with the 13th Finance Group in Kuwait and DFAS to extend this solution to theater.� Several months ago, the U.S. Army Finance Command approached BTA to help streamline the process of vendor payments in theater because of the huge burden on the deployed force to manually process vendor payments, reconcile accounts, and manually transfer contract data.� The BTA responded by sending a team of supply chain management experts to Kuwait to work alongside two DFAS teams and the soldiers of the 13th Finance Group.� The team determined that WAWF had immediate application to in-theater vendor payments, and will start incrementally deploying WAWF functionality for Army in-theater financial operations in October 2007.� This is a terrific example of business process alignment to the warfighter in action. In June 06, the DEPSECDEF tasked the BTA to standup a Task Force to Improve Business and Stability Operations in Iraq. The Task Force is evaluating DoD business enterprise processes and associated systems in Iraq that affect contracting, logistics, funds distribution, and financial management for alignment to theater commanders� goals for reconstruction and economic development. Supporting the Task Force�s work, the BTA is also conducting economic roundtable discussions with in-theater commanders to help craft economic development plans for local regions. A web site for commanders to �reach back� to BTA for guidance, resources, and additional information is also being developed as part of this process.

20. 20 Results for Decision Makers Selected Highlights: Updated DoD Comptroller dashboardwith business intelligence for cost ofwar reporting and special interest areas Fielded secure, online Interim Voting Assistance System (IVAS) in 22 days in response to Congressional mandate Produced standardized real propertysite information using common dataand business rules Corporate financial management by dashboard is a new capability at DoD and is being made possible by rolling up information from over 33 legacy accounting and financial systems. The DoD Comptroller dashboard provides up-to-date information on the daily status of funds as well as a financial view of the global war on terror and other contingency operations such as humanitarian relief. The BTA is providing the OSD Comptroller office with the capability to compare budget availability to actual execution data at Appropriation and Component levels. The BTA fielded a secure Online Voter Assistance Program � in only 22 days � to allow Americans located overseas to participate in the election process. With IVAS, no longer will deployed service members or overseas personnel have to rely solely on the mail system to request their absentee ballots. Instead, the entire process of registering, ordering and receiving a ballot has been made available to Americans anywhere, anytime. Nearly 100 counties across the United States have signed up to use the secure program, with many more in process. The worldwide installation assets and resources under DoD management are immense: 30 million acres, nearly 600,000 individual facilities and more than $40 billion in annual expenditures. Providing visibility to real property data across the enterprise will allow decision makers to know which real property assets are available, where they are located, and their condition. The BTA is developing the Real Property Unique Identifier Registry system for unique identification of all DoD sites and assets. For the first time ever, the Department is able to produce standardized real property information using a common data structure and business rules. Corporate financial management by dashboard is a new capability at DoD and is being made possible by rolling up information from over 33 legacy accounting and financial systems. The DoD Comptroller dashboard provides up-to-date information on the daily status of funds as well as a financial view of the global war on terror and other contingency operations such as humanitarian relief. The BTA is providing the OSD Comptroller office with the capability to compare budget availability to actual execution data at Appropriation and Component levels. The BTA fielded a secure Online Voter Assistance Program � in only 22 days � to allow Americans located overseas to participate in the election process. With IVAS, no longer will deployed service members or overseas personnel have to rely solely on the mail system to request their absentee ballots. Instead, the entire process of registering, ordering and receiving a ballot has been made available to Americans anywhere, anytime. Nearly 100 counties across the United States have signed up to use the secure program, with many more in process. The worldwide installation assets and resources under DoD management are immense: 30 million acres, nearly 600,000 individual facilities and more than $40 billion in annual expenditures. Providing visibility to real property data across the enterprise will allow decision makers to know which real property assets are available, where they are located, and their condition. The BTA is developing the Real Property Unique Identifier Registry system for unique identification of all DoD sites and assets. For the first time ever, the Department is able to produce standardized real property information using a common data structure and business rules.

21. 21 Results for Taxpayers Selected Highlights: Implemented a Tax ID Number (TIN) for the federal government�s Central Contractor Registry (CCR) as part of joint effortbetween DoD, GSA, and IRS to improvedata integrity for tax reporting and reduceopportunities for fraud by vendors Provide Congress, GAO, and OMB withelectronic access to SelectedAcquisition Report information Established enterprise-wide effort tomodernize Congressional tracking/electronicfunds flow between DoD and U.S. Treasury The Central Contractor Registration (CCR) database is the primary source for all current and potential entities seeking contracts or business opportunities with the federal government. The CCR currently contains data on 427,528 active vendor registrations, and DoD manages the centralized system on behalf of the federal government. The DoD has improved the Tax Identification Number (TIN) validation process, which has resulted in two major benefits: Reduced financial reporting errors between U.S. Treasury and other government agencies An automated capability to collect delinquent federal tax revenue from vendors more efficiently. The TIN matching process is a joint effort between the DoD, General Services Administration (GSA), and the IRS. Another example of how BTA is providing information transparency to taxpayers is in the area of acquisition visibility. For the first time in its history, DoD is using a standard desktop web-based system to deliver Selected Acquisition Report to federal oversight authorities. The Defense Acquisition Management Information Retrieval system provides cost, schedule, and technical status details on major defense acquisition programs along with analysis capabilities. These reports are prepared annual in conjunction with the President�s budget. The Enterprise Funds Distribution effort, also under BTA oversight, will provide full visibility of appropriated funds distributed throughout the DoD. The EFD effort modernizes 16 different funds distribution systems into a single, standardized capability. The Standard Financial Information Structure and the BEIS we mentioned earlier are key ingredients to full visibility of appropriated funds as they pass through various levels of the DoD enterprise and to the U.S. Treasury.The Central Contractor Registration (CCR) database is the primary source for all current and potential entities seeking contracts or business opportunities with the federal government. The CCR currently contains data on 427,528 active vendor registrations, and DoD manages the centralized system on behalf of the federal government. The DoD has improved the Tax Identification Number (TIN) validation process, which has resulted in two major benefits: Reduced financial reporting errors between U.S. Treasury and other government agencies An automated capability to collect delinquent federal tax revenue from vendors more efficiently. The TIN matching process is a joint effort between the DoD, General Services Administration (GSA), and the IRS. Another example of how BTA is providing information transparency to taxpayers is in the area of acquisition visibility. For the first time in its history, DoD is using a standard desktop web-based system to deliver Selected Acquisition Report to federal oversight authorities. The Defense Acquisition Management Information Retrieval system provides cost, schedule, and technical status details on major defense acquisition programs along with analysis capabilities. These reports are prepared annual in conjunction with the President�s budget. The Enterprise Funds Distribution effort, also under BTA oversight, will provide full visibility of appropriated funds distributed throughout the DoD. The EFD effort modernizes 16 different funds distribution systems into a single, standardized capability. The Standard Financial Information Structure and the BEIS we mentioned earlier are key ingredients to full visibility of appropriated funds as they pass through various levels of the DoD enterprise and to the U.S. Treasury.