Human Capital Information & TheDefense Medical Human Resources

System – internet (DMHRSi)

Information Manager

Human Capital Portfolio of Systems

Agenda

• Leadership, Governance, and the need for Human Resources Information

• DMHRSi – Past

• DMHRSi – Present

• DMHRSi – Future & Next Steps

MORE THAN JUST TIMECARDS…IT IS ABOUT THE INFORMATION!

Information Governance

Small Group

Super Integrating Council (SIC)

Work GroupsWork Groups Work GroupsWork Groups

Portfolio Management Boards (MB)

CPMB

Clinical Portfolio

CIOMBChief Information

Office

FHPMBForce Health Protection

BPMB

Business Portfolio

Key concept: The Business Portfolio Management Board (BPMB) directly supports the Integration councils and the senior most level of Health Affairs decision-making.

ST

RA

TE

GIC

DIR

EC

TIO

N

Strategic Direction

Portfolio, Capital Planning, Investment

Leadership Needs for Human Resources Information

Active Duty

ContractorsCivilians

Volunteers

Other Federal Employees (PHS, VA)

Manpower Personnel

Education &

Training

Readiness

Labor Cost Accounting

Where

Are

They?

How much do they cost?

Who is deployable? W

ho is

trai

ned?

Who Are They?

OOrrggaanniizzaattiioonn

DoctrineDoctrine

Training

Training

Mat

erie

l Sol

utio

n

Mat

erie

l Sol

utio

n

PersonnelPersonnel

Reserves & Guard

USUHS

DMHRSi – Past

• Need for Human Capital Information identified in the Persian Gulf War, GAO, and Congressional Interest

• Web-based, Commercial Off the Shelf (COTS)

• Deployed to All Hospitals, Medical, Dental & Vet Clinics as of 30 Sep 2009

• $168M Total Lifecycle Costs since 1998

• 600 sites, 170,000 users for $11M/year

• Agile Implementation for Development

• Eliminated historic Backlog of System Change Requests

• Regular updates released every 60 days

• #17 - DMHRSi ranked 17 of 21 MHS Data Systems, by percentage of “Users Satisfied”

• What can be done?

DMHRSi – Present

Information Needs of MTFs

• Consolidation of HR functions – No duplicate data entry!

• Eliminate stand alone systems and redundant HR data bases

• Standardized labor cost assignment across the MHS

• Cost of medical readiness

• Reduce In-/Out-Processing times

• Visibility for personnel of their own HR information (Self-Service)

• Instant access to HR information on personnel

• Visibility of projected gains/losses and sponsor information

• Visibility of staffing levels (authorized vs assigned)

• Query for all personnel types (Active Duty, Civilian Contract, Reserve)

Information Needs of MTFs (continued)

• Track historical training (Joint Commission requirement)

• Up-To-Date visibility of training available (at MTF or across the MHS)

• Request/Sign-up for training electronically vs paper

• Supervisors Schedule training for projected gains prior to arrival

• Single data base for all training received

• Service systems and MHS Learn interface with DMHRSi

• Instant access to readiness posture of personnel

• Visibility of HR data

• Tracks readiness equipment/clothing issue; medical/administrative requirements

• Single source for National Provider Identifier (NPI)

The Value of DMHRSi

Meets most of the Information Needs at the MTFs; Some of the Information Needs at the Service level; but Little of the

Information Needs at the Enterprise level

•DMHRSi not fully utilized:

• Army using “Line” systems for E&T and Readiness

• AF using its own systems for E&T and Readiness

• TMA/USUHS not using DMHRSi; mandated transition to eJMAPS

• No MHS Enterprise view of data

• However,

• JTF CapMed dependent on DMHRSi to manage complicated HR/Manpower/LCA functions

• Navy fully utilizing and benefitting at MTF and Service levels

DMHRSi – Future

• Automation of manual interfaces via Informatica

• Eliminated 22 of 28 Complex Customizations

• Upgrade to R12 – newest software version

• DMHRSi Data Fidelity Reporting (DiDFR)

• MHS HR / Business Intelligence Solution

•Ongoing efforts to configure system to support Tri-Service MTFs – Labor Cost Assignment

• Continue to Learn and Use the COTS’ functionality

DONE!(Sep 2011)

DONE!(July 2012)

The Way Ahead

• DMHRSi funded through FYDP (sustainment only)

• System performance metrics being developed

• Measure the “value” of HR Data Info to the MHS

• Customer vs. Stakeholder Satisfaction

• Standardization of business rules

• IM/IT Guiding Principles

• Learn more about COTS – Eliminate Customizations!

• eLearning and Competency Management

• Talent Management & Workforce Planning

MHS IM/IT Guiding Principles

1. Joint First, Common Architecture

2. Adopt, Buy, Create

3. Transparent and Accountable Management

4. Driven by Strategy

5. Speed to Market

6. Requirements Drive Solutions

Approved by SMMAC on 30 Nov 11

Questions??

Back-Up

Examples of Available Data/Reports

• Alpha Rosters by MTF or work center• Roster by person type• Roster by skill type• Roster by Occupation Code• Rosters with home address and

phone• All positions and who is filling them• All empty positions• Roster of all personnel with a

specialty (i.e. mental Health)• Deployed Personnel• All supervisors and who they

supervise• All positions by organization• List of critical employee dates• List of people by pay grade• List of Org/Group mismatch

• All positions with more than one person assigned

• All personnel who require a NPI number and if it is entered

• LCA records on Orgs• All timecard approvers by Group• Status of all timecards• Hours reported by MEPRS Code and

work assignment• All training history• Training history by individual course• HR errors that effect EAS files• Skill Type/suffix to Occ Code

mismatch• All loaned personnel• All borrowed personnel• Roster of all dual component

personnel