Defense Travel Management Office Strategic Plan FY2017-2021

Version 4 October 2019

Defense Travel Management Office

Business Operations Plan

FY 2017 – FY 2021

D

EFENSE

T

RAVEL

MANAGEMENT OFFICE

Defense Travel Management Office, FY 2017 – FY 2021 Business Operations Plan, v4 10/2019

Defense Travel Management Office

Revision History

Revision

Number

Revision Date

Nature of Revision

Approved By

1.0

2/28/2017

Original Release

Director, DTMO

2.0

10/20/2017

Conducted annual strategic

review; added Appendix A

Director, DTMO

3.0

8/31/2018

Conducted annual strategic

review; aligned plan with the

National Defense Business

Operations Plan and the DHRA

Business Operations Plan; added

Appendix B

Director, DTMO

4.0

9/30/2019

Conducted annual strategic

review; added Appendix C

Director, DTMO

Defense Travel Management Office, FY 2017 – FY 2021 Business Operations Plan, v4 10/2019

Defense Travel Management Office

Forward

Effectively managing and reforming a $9 billion Defense Travel Enterprise demands effective strategy

development and execution. The success of the Defense Travel Management (DTMO) is rooted in our

adherence to strategic management processes and an integrated management model that combines

strategy, operations, policy, governance, programs, and systems to manage the enterprise.

The creation of DTMO in 2006 provided the Department its first enterprise view of travel management.

DTMO spent its early years organizing and staffing; consolidating services, contracts, and program

management; and establishing itself as the focal point for travel management in the Department of

Defense (DoD). In 2011 we began focusing on reforming the now recognized Defense Travel Enterprise.

From the implementation of travel efficiencies and the merger of the Joint Federal Travel Regulations

(JFTR) and Joint Travel Regulations (JTR), to the launch of our lodging and travel system pilots, we have

made strides to reform. But there is much more for us to do.

Working together with our stakeholders, partners, and customers we must continue to simplify our

travel policy and improve our business processes to maximize travel policy understanding for our

travelers. We must ensure that we fully understand our customers’ needs and adopt industry leading

technology and best practices to improve the delivery of travel services. We must maximize visibility

into DoD travel spend to better understand supplier and traveler behavior, so we can better leverage

the strategic sourcing of our travel services.

This five-year business operations plan is our blueprint to more fully realize our vision of a reformed

travel enterprise. It is a dynamic document that we will review and revise annually with feedback from

our stakeholders, partners, and customers. It is a strategy that we will execute by embracing a business

operations approach to the DoD travel enterprise, implementing performance-based management as a

driving force for continuous improvement and a results-oriented culture. We are in the business of

travel and I intend to operate from that perspective, focused on the greatest return on investment of

taxpayer dollars. We will rely on data to enable evidence based decision-making. Analysis of Defense

Travel Enterprise data empowers us to better understand travel spend, inform policy formulation,

increase policy compliance, develop program recommendations, strategically source travel services,

address customer needs, and ultimately identify cost savings and efficiencies. Analytical rigor enhances

the confidence in decisions and recommendations. The creation of business intelligence to generate

return on investment for the Department and the taxpayers underlies our strategy.

I will champion these strategic goals and objectives to meet the needs and exceed the expectations of

our customers. I am honored to lead the dedicated staff of DTMO in the execution of this business

operations plan and our quest to improving travel across the Department.

William R. Mansell, Jr.

Director

Defense Travel Management Office

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Defense Travel Management Office

Table of Contents

Introduction ............................................................................................ 1

DTMO At-A-Glance .................................................................................. 2

Products and Services ............................................................................. 2

Enterprise Management ......................................................................... 5

Customers, Stakeholders, and Partners .................................................. 5

Governance ............................................................................................. 6

Stakeholder Engagement ........................................................................ 7

Customer & Stakeholder Values ............................................................. 9

DTMO Guiding Principles ........................................................................ 9

DTMO Business Operations Plan ........................................................... 10

Strategic Alignment .................................................................................................................. 10

Mission ...................................................................................................................................... 11

Vision ......................................................................................................................................... 11

Strategic Goals, Objectives, and Initiatives ........................................... 11

Strategic Goal: Maximize Travel Policy Understanding ........................................................... 11

Strategic Objective: Simplify travel policy through simple, clear, and concise policies ........... 11

Strategic Objective: Improve DoD travel processes to reduce confusion for travelers and

travel administrators ................................................................................................................ 12

Strategic Goal: Improve Delivery of Travel Services................................................................. 12

Strategic Objective: Understand and respond to customer needs .......................................... 12

Strategic Objective: Leverage industry leading technology solutions ...................................... 13

Strategic Objective: Improve travel programs and program management ............................. 13

Strategic Goal: Optimize Cost Effective Travel......................................................................... 14

Strategic Objective: Maximize visibility into DoD travel spend to better understand supplier

and traveler behavior ................................................................................................................ 14

Strategic Objective: Adopt industry best practices to leverage strategic sourcing opportunities

................................................................................................................................................... 15

Appendix A: FY 2018 Business Operations Plan Update........................ 18

Appendix B: FY 2019 Business Operations Plan Update ........................ 20

Appendix C: FY 2020 Business Operations Plan Update ........................ 22

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Introduction

DTMO is the single focal point for commercial travel within DoD, managing an $9.2 billion travel

enterprise. When established in 2006, DTMO focused on consolidating and improving disparate, stove-

piped travel programs and services. Through this consolidation, the Department standardized

management practices, leveraged economies of scale, reduced administrative and program costs, and

began working toward a common set of goals. By 2011, DTMO began shifting the focus to explore travel

and allowance reform opportunities to streamline processes, simplify rules, leverage current

technologies, and reduce the overall cost of travel without impairing DoD’s mission. Our

accomplishments over the last five year plan made travel policy less onerous and produced strategic

initiatives that have provided significant savings and return on investment. Highlights include:

• Implemented and expanded the Integrated Lodging Program Pilot designed to assist the

Department in determining the best approach for providing quality government (DoD) and

commercial lodging with the goal of achieving reduced rates, better services, and greater safety

and security for the traveler.

• Established the DoD Travel Policy Compliance Program to comply with Congressional mandates

including the Improper Payments Elimination and Recovery Act. This initiative helps ensure

travel claims do not exceed reasonable or actual expenses and minimizes inaccurate,

unauthorized, overstated, inflated, or duplicate travel claims.

• Implemented travel and transportation allowance initiatives that simplified, standardized and/or

provided cost savings while ensuring that travelers are compensated for necessary expenses

incurred in the performance of their duties.

• Merged the Joint Federal Travel Regulations (JFTR) and Joint Travel Regulations (JTR) into one

JTR that eliminated redundancy between military and civilian travelers and reducing the total

number of pages from 2,318 to 1,634. This single set of consolidated travel regulations was the

first step in further simplifying DoD travel policy. Today plain language experts are rewriting the

JTR with the ultimate goal of further reducing its size by simplifying business rules and

computations, standardizing allowances for military and civilian travelers, eliminating additional

redundancy and reducing confusion for travelers and Authorizing Officials.

• Published DoD Instruction 5154.31, a concise multi-volume issuance for commercial travel

programs to reduce the quantity, diversity, and dispersion of policy and guidance. Volumes

include: Commercial Travel Management; General Travel Provisions; Defense Travel System;

Per Diem Travel and Transportation Allowance Committee (PDTATAC); Government Travel

Charge Card (GTCC); Uniformed Housing and Station Allowances; and Commercial Surface

Travel.

• Established the Travel Certificate Program, a knowledge, skill and assessment-based

professional development program to validate the capabilities of personnel who manage travel

for DoD. This program created a framework for successful travel program management by

establishing a standard set of knowledge and skills competencies for key travel positions;

increases performance abilities by using hands-on methods to learn skills; assists the

Department’s financial management and audit readiness by validating and strengthening

essential travel knowledge; and identifies opportunities for continuous learning on travel

regulations and travel system functions.

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As DTMO continues down its path of travel and allowance reform, this business operations plan for FY

2017-2021 remains focused on our customers—DoD travelers and those that help manage the multi-

billion dollar Defense Travel Enterprise. We are committed to improving the delivery of travel services

and providing a positive customer experience; maximizing policy understanding and compliance;

maximizing control and visibility into travel spend; improving the cost-effectiveness across the Defense

Travel Enterprise; and providing duty of care to our Service Members and civilian employees within the

Department of Defense.

DTMO At-A-Glance

DTMO is effectively managing and reforming the Defense Travel

Enterprise through its unique integrated management model

that combines strategy, operations, policy, governance,

programs and systems in order to reduce the cost of travel. This

approach requires customer input and relies on a data science

capability to drive evidence based decision-making to improve

programs, modernize technology, strategically source travel

services, and drive down costs for travel. This integrated

approach is applied to all five of our functional program areas:

• Travel Policy and Implementation

• Commercial Travel Management

• Functional Oversight of the Defense Travel System (DTS)

• Travel Card Program Management

• Customer Support and Training

Products and Services

In support of these program areas, DTMO provides its customers with the following products and

services.

Travel Policy and Implementation

• Per Diem Travel and Transportation Allowance Committee (PDTATAC) Support – Provides

support to the PDTATAC staff by developing, administering, and maintaining uniform travel and

transportation, station, and housing allowance regulations.

• JTR and JTR Change Management – Sets, reviews and updates travel, transportation and

allowance policy in the JTR.

• Travel Policy Compliance Program Management – Manages and maintains the DoD Travel

Policy Compliance Program to include the Travel Policy Compliance Tool. Manages application

development, performs data analysis, and provides customer support and outreach.

• Department of Defense Instruction (DoDI) Management – Drafts and reviews Department of

Defense Instructions to include DoDI 5154.31”Commercial Travel Management.”

• JTR field support services – Answers regulatory questions from the field.

• Civilian Board of Contract Appeals and Defense Office of Hearings and Appeals Request

Management – Provides historical regulatory documents/information per Civilian Board of

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Contract Appeals for civilian employees, and Defense Office of Hearings and Appeals for the

Uniformed Services requests necessary to adjudicate a claimant case against the Federal

Government.

Commercial Travel Management

• Travel Management Company (TMC) Services Procurement and Program Management –

Acquires and manages TMC services for DoD, providing cost efficient commercial travel support

that affords travelers uninterrupted travel services and the ability to meet their mission.

• US Government Rental Car/Truck Programs Management – Provides special rental benefits and

reduced rates to all federal government employees traveling on official business. The programs

are designed to meet the needs of the federal traveler, and provide quality rentals at over

10,000 rental locations.

• Recruit Travel and Assistance Services – Provides 24/7/365 assistance to new recruits in all

Military Departments, including the U.S. Coast Guard. Provides lodging, transportation, meals,

medical support and guidance, and emergency support for recruits while they are enroute to

their basic training locations.

• Military Bus Program Management – Provides safe, secure, reliable and cost-effective ground

transportation services for DoD personnel on official duty that consistently meets DoD

standards of service. Over 500 carriers participate in the program, offering ground

transportation to individual and group DoD passengers, that includes military movement

solicitations for military exercises, contingencies, evacuations, and national emergencies/natural

disasters, as well as recruit travel.

• Passenger Surface Inspection Management – Assesses a bus company’s operational capability

and verifies a carrier’s compliance with commercial bus laws/standards to ensure equipment

used to transport DoD personnel is safe and secure. The program helps maintain a core base of

qualified carriers through extensive pre-qualification and periodic inspection process that

includes stringent safety and security reviews, verification of a carrier’s knowledge of

regulations and equipment safety, ongoing unscheduled onsite facility and equipment

inspections every two years or as required, as well as roadside inspections during transportation

operation.

• Group Travel Services – Manages group moves for Military Service members in support of

military exercises, annual training, deployments and redeployments, and emergency

evacuations.

• Commercial Air Management – Serves as the DoD interface for GSA's City Pair Program (CPP);

manages Premium Class Travel and unused tickets, and implements the use of restricted

airfares.

• Integrated Lodging Program Pilot Management – Manages the Integrated Lodging Program

Pilot to assist the Department in determining the best approach for providing quality

government (DoD), privatized and commercial lodging with the goal of achieving reduced rates,

better services, and greater safety and security for the traveler.

• Preferred Dining Program Pilot – Manages the Preferred Dining Program Pilot, a corporate style

program enabling travelers to dine at participating restaurants. Objectives include maximizing

rebates and inclusion of restaurants where DoD travelers currently dine; creating incentive for

travelers to use the program (loyalty program); and increase the use of the Government Travel

Charge Card.

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Functional Oversight of the Defense Travel System

• Functional Requirements Analysis and Management of the Defense Travel System (DTS) –

Oversees and facilitates the change management process for DTS functional requirements in

coordination with the Program Management Office (PMO)-DTS.

• DTS Sustainment Management – Determines any necessary enhancements to DTS; reviews and

provides concurrence on system level requirements and design; coordinates consensus on new

requirements for DTS through the DoD Components; obtains approval and prioritization from

the Defense Travel Improvement Board; coordinates the implementation schedule with PMO-

DTS and conducts testing prior to implementation.

• Defense Travel System Regulations Management – Establishes and maintains the Defense

Travel System Regulations that define the responsibilities of DTS users by user role, types of

official travel documents created in DTS, financial aspects of DTS, and minimum required

training for each user role.

Government Travel Charge Card Management

• Government Travel Charge Card (GTCC) Regulations Management – Establishes DoD-specific

policy to implement Public Law 105-264, 107-314, 112-194 and others as applicable through the

DoD Government Travel Charge Card Regulations.

• GSA Smart Pay Task Order Management – Develops requirements for and ensures compliance

with the DoD-Tailored Task Order for the GSA SmartPay Master Contract.

• Component Program Management (CPM) Support – Serves as CPM for Defense Agencies by

assisting with program oversight; providing direction to Agency Program Coordinators (APCs);

ensuring Individually Billed Accounts (IBAs) and Centrally Billed Accounts (CBAs) are approved,

and credit limits are established and maintained; monitoring card utilization; and maintaining

component organization structure.

• Training Development and Oversight – Ensures required training resources are provided; both

DoD developed resources as well as training resources provided by the Travel Card Vendor.

• DTS CBA Reconciliation Support – assists the Services/Agencies with implementation of the DTS

CBA Reconciliation Module and reconciling charges made to CBAs in DTS.

Customer Support and Training

• Travel Assistance Center (24/7 Help Desk Support) – Provides 24/7/365 enhanced customer

support to well over one million DoD travelers annually. The TAC assists DoD travelers across

the spectrum of DoD travel, including DTS, GTCC, commercial travel programs, and travel policy.

The TAC offers support via telephone, electronic mail and automated web based tools to

effectively communicate and assist travelers before, during, and after trips.

• DoD Travel Training and Reference Materials – Provides development and delivery of over 250

comprehensive training resources to include web-based training; distance learning and online

demonstrations; instructor resources; reference materials and Frequently Asked Questions; and

management of the DoD Travel Certificate Program. Travel Explorer (TraX) provides a

centralized source for online training as well online access to the Travel Assistance Center and to

other trip tools and useful information.

• Outreach and Travel Support – Provides direct communication and outreach to HQ-Level travel

managers and stakeholders in support of DoD travel programs and systems; facilitates DTS

sustainment initiatives and change management processes.

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• Customer/Stakeholder Surveys – Deploys DoD travel program area customer satisfaction

surveys to better assess and improve the overall traveler experience.

Enterprise Management

DTMO performs cross-functional enterprise management functions that support the overall

organization. These functions drive evidence based decision-making, assess progress, and effectively

communicate with customers and key stakeholders. Enterprise management functions include:

• Strategic Planning – Sets the overall strategic direction and develops and executes the strategy

for the Defense Travel Enterprise.

• Enterprise Performance Management – An ongoing process of establishing strategic objectives;

measuring and monitoring performance, analyzing performance data to create business

intelligence; and leveraging those insights to drive accountability, management decisions,

reporting, compliance, resource allocation, risk management, and continuous improvement.

• Data Analytics – Conducts rigorous analytical studies with a standardized approach to assist

program managers and process owners with identifying problems or opportunities for program

improvement; includes the application of scientific methods to improve the effectiveness and

efficiency of operations, decisions, and management via means such as analyzing data, creating

and testing statistical models, interpreting information, and proposing innovative approaches.

• Strategic Communications – Develops and executes comprehensive communications plans and

develops and updates communications products and marketing materials for strategic

initiatives, projects, and programs. This includes responding to legislative issues and public

affairs issues relating to the Defense Travel Enterprise.

This Enterprise Management approach is intrinsic to DTMO’s integrated management model that drives

evidence based decisions, assesses program progress, and effectively communicates with customers and

key stakeholders.

Customers, Stakeholders, and Partners

Customers

Stakeholders

Partners

• Services and Defense

Agencies

• Travel Managers

• Travel Administrators

• DoD Travelers

• Federal Travelers

• Spouses/Families

• Uniformed Service Members

• Public

• Other Federal Agencies

• Veterans

• Commercial Travel Industry

• Media

• Congress

• Oversight (DoD Inspector

General (DoDIG); U.S.

Government Accountability

Office (GAO))

• Office of Management & Budget

(OMB)

• General Services Administration

(GSA) – Office of Gov-wide policy

• Governance Boards

• Taxpayers

• Defense Finance and Accounting

Service

• Defense Manpower Data Center

• Department of State

• DoD Services/Agencies

• Commercial Travel Vendors

• DTMO Support Contractors

• National Defense Transportation

Association

• Senior Travel Official Council

• United States Digital

Service/Defense Digital Service

• Transportation Security

Administration

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• DoD Leadership (Comptroller;

Deputy Chief Management

Officer; Chief Information

Officer, Acquisition, Technology

and Logistics)

• Unions

• Veterans Service Organizations

• Civilian Board of Contract

Appeals/Defense Office of

Hearings and Appeals

• Non-Governmental

Organizations

• GSA Program Support

(FedRooms, City Pair Program,

Per Diem, SmartPay)

• US Transportation Command

• United States Military Entrance

Processing Command

• Department of Transportation

DTMO values its wide range of customers, stakeholders and partners. Their input informs our strategy

and ensures our success. Our customers desire easy-to-use modernized travel solutions, simple travel

rules, and fair and equitable travel and station/housing allowances. Our stakeholders require cost

effective solutions and improved processes and programs with the ability to fairly compensate members

and still meet mission requirements. Developing strong relationships with our partners is necessary to

improve travel services, achieve better buying power, and improve spend management. DTMO

considers these diverse needs and develops products, delivers services, and tailors messages according

to those needs.

Governance

DTMO coordinates and engages with Travel and Allowance Governance boards to oversee the

management of the Defense Travel Enterprise, providing the DTMO with strategic guidance in the

performance of its mission. This governance framework is under review. Current governance bodies

include:

• Defense Travel Steering Committee – The Defense Travel Steering Committee (DTSC) is chaired

by the Director, DTMO and is an O-8 or equivalent level body. The DTSC sets strategic direction

and provides oversight. Permanent Principals include: Department of the Army; Department of

the Navy; Department of the Air Force; Acquisition, Technology & Logistics; Defense Finance &

Accounting Service; Defense Information Systems Agency; Defense Logistics Agency; and the

United States Transportation Command. The DTSC serves as a governing body for appeals

submitted by Defense Travel Improvement Board (DTIB) members and provides oversight of

DTIB activities. The final decision authority is the Director, DTMO.

• Defense Travel Improvement Board – The DTIB has authority for managing changes to current

and future travel requirements. It is chaired by DTMO and is an O-6/GS-15 level body. The

permanent Principals include: Military Departments; United States Marine Corps; Under

Secretary of Defense for Acquisition, Technology, and Logistics; Defense Information System

Agency; Defense Logistics Agency; Defense Finance Accounting Service; and United States

Transportation Command. Advisory members are the Per Diem, Travel, and Transportation

Allowance Committee and the Program Management Office - Defense Travel System. The chair

retains final decision authority.

• Per Diem Travel and Transportation Allowance Committee – The Per Diem Travel and

Transportation Allowance Committee (PDTATAC) is composed of senior executive and flag

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officers from the three Military Departments, U.S. Coast Guard, Public Health Service, and the

National Oceanic and Atmospheric Administration Corps (NOAA). Its permanent chair is the

Deputy Assistant Secretary of Defense for Military Personnel Policy (DASD/MPP). Committee

business is usually conducted electronically and through advisory panel representatives.

Members include: a Deputy Assistant Secretary from each of the Military Departments; the

Director of NOAA; the Commandant of the Coast Guard (USCG); the Surgeon General of the

Public Health Service (USPHS).

• Military Advisory Panel – The Military Advisory Panel (MAP) includes representatives from the

seven uniformed services and invited guests. It meets every two weeks, and generates and

evaluates issues pertaining to per diem, travel and transportation allowances, housing

allowances, and cost of living allowances.

• Civilian Advisory Panel – The Civilian Advisory Panel (CAP) meets monthly and includes

representatives from the DoD Components, and invited guests. It generates and evaluates issues

pertaining to per diem, travel and transportation allowances for DoD civilian employees.

Stakeholder Engagement

An effective strategy depends largely on effective stakeholder engagement. We will only achieve our

strategic goals and objectives through the creation of shared values that require continuous,

constructive relationships with our government and industry stakeholders. These relationships within

both Government and the travel industry enable the exchange of ideas for a more effective travel

enterprise. DTMO engages with the following government and industry forums:

Defense Lodging Council

The Defense Lodging Council (DLC) serves to facilitate efforts to move toward an enterprise-wide

lodging strategy that includes integrating the capability to book military lodging through DTS, forming a

centrally led commercial lodging network and monitoring progress towards meeting the Department’s

lodging vision and objectives, and ultimately reducing overall travel costs. This council is co-chaired by

DTMO and Military Community & Family Policy and its membership is comprised of Service

representatives at the GS-14-15/O-5/O-6 level.

Passenger Services Advisory Group

The Passenger Services Advisory Group (PSAG) serves to maintain awareness among the Services and

OSD of military passenger service secretarial initiatives, priorities, and responsibilities. Additionally, the

PSAG leverages related initiatives and similar functional areas of responsibility such as managing costs

and quality of life issues. Participation enhances each passenger service organization and improves

coordination with agencies related to military and civilian passenger policy areas. The group

incorporates new developments while fostering an environment of accountable performance standards

to meet passenger travel initiative development in both government and commercial travel service

areas. PSAG is comprised of Government representatives from each of the Services. DTMO participates

as an advisory member.

Component Program Managers

DoD Government Travel Charge Card (GTCC) Component Program Managers (CPMs) have overall

management responsibility for their respective GTCC programs. At a minimum, CPMs ensure: proper

establishment and execution/maintenance of their Component's Program; that adequate travel card

training is provided; GTCC policies for the Department and the Component are enforced; delinquencies

are minimized; and that travel card program benefits are maximized. CPMs proactively network with

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their counterparts in other Components, and other DoD business lines to address mutual areas of

concern and to share ideas and solutions to solving common business challenges.

Office of Management and Budget - Category Management Leadership Council (CMLC)

Chaired by OMB’s Administrator, Office of Federal Procurement Policy, the CMLC is comprised of agency

acquisition, information technology, financial, and other senior agency leadership and serves as the

primary governing body for category management. Category management creates common categories

of products and services across Federal agencies and allows the Federal Government to buy smarter and

more like a single enterprise. The CMLC approves the government-wide category structure and

governance, and advises on category strategies and initiatives. The CMLC also provides direction on how

the Government should prioritize its efforts to reduce redundancy and leverage buying power. In

addition, the CMLC will support the approval and execution of category strategic plans and review and

monitor category performance. The CMLC approved dividing the federal marketplace into ten super

categories of commonly purchased items, including Travel and Lodging.

Senior Travel Official Council

The Senior Travel Official Council (STOC) serves as the principal interagency council responsible for

creating a forum for collaboration and opportunity identification to better align government-wide

strategies; promoting efficient and effective spending; influencing measurable outcomes; informing

stakeholders and generating support for the business of travel; and professionalizing the role of the

government travel manager. It is co-chaired by the General Services Administration (GSA) and DTMO.

General Services Administration (GSA)

DTMO engages with GSA Travel Programs and the Office of Government-wide Policy to discuss program

and policy solutions that are advantageous to DoD and the federal government. DTMO also participates

in GSA established forums to discuss and exchange ideas with other federal agencies on government-

wide travel policies, regulations and programs to drive the future direction of travel programs.

National Defense Transportation Association

The National Defense Transportation Association (NDTA) is a non-political, non-profit educational

association of government, military, and industry professionals dedicated to fostering a strong and

efficient global transportation and distribution system in support of national security. NDTA

promotes exchange on current matters of transportation, travel, distribution, logistics and security,

allowing for knowledge sharing in a non-partisan, fair, and objective environment. Over 9,000 members

around the world participate, and are able to discuss critical issues openly in a professional

atmosphere consistent with the principles of government ethics and without commercial trade

constraints. Results are shared with various interested parties. NDTA is a tax exempt organization,

fully recognized federally by the Internal Revenue Service.

Global Business Travel Association

The Global Business Travel Association (GBTA) is the premier business travel and meetings organization.

Collectively, GBTA’s 5,000-plus members manage over $340 billion of global business travel and

meetings expenditures annually. GBTA provides its network of 21,000 business and government travel

and meetings managers, as well as travel service providers, with networking events, news, education &

professional development, research, and advocacy.

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Customer & Stakeholder Values

Customer and stakeholder values play an important role in the strategic planning process. They serve as

a guide in implementing solutions that enable mission accomplishment. The values of our customers

and stakeholders include:

• Choice – Travel services that provide choice and flexibility.

• Reliability and consistency – Travel and station/housing allowances related services that are

delivered reliably and consistently over time.

• Simplicity – Simple, easy-to-use travel policies and solutions that support mission achievement.

• User Friendly Technology – Modernized, easy-to-use technology that embeds improved

processes and simplified policies.

• Responsiveness – Responsive to customer feedback and requirements and remains responsive

to changing needs and market trends.

• Equity and fairness – Travel allowances that are fair and equitable.

• Accurate and timely reimbursement – Travel payments that are accurate and processed in a

timely fashion.

• Accurate and timely information – Accurate, understandable and timely information relating to

travel services.

• Accountability and transparency – Travel policy and technology systems support the stated

desire for increased transparency and accountability across the federal government.

• Cost effectiveness - Travel related costs represent a significant investment for DoD. DTMO

customers and stakeholders expect a return on their investment.

DTMO Guiding Principles

DTMO organizational values serve as the foundation in every action taken and every decision made

impacting the Defense Travel Enterprise. These values underlie our work, and help to determine which

strategies we will employ to realize our mission. Our values are reflected in the following DTMO guiding

principles:

• Duty of care – Travel services that provide the traveler safety and security, quality

accommodations, financial protections and conveniences.

• Fair Compensation – Fairly compensate Service members and civilian employees for travel while

meeting mission requirements.

• Evidence Based Decision Making – Using accurate and timely data to more effectively source

travel services, ensure quality service delivery from vendors, improve travel programs and

processes, and reduce the overall cost of travel.

• Customer-focused – Deliver quality services and choice and provide a positive customer

experience.

• Do No Harm – Manage the efficiency and effectiveness of the Defense Travel Enterprise without

harming the Service member or traveler.

• Simple Travel Solutions – Simplifying the travel process is a key element of travel reform.

Complex rules and processes must be streamlined and mission outcome must drive decisions.

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DTMO Business Operations Plan

DTMO regularly develops, publishes, and

implements a five-year business operations plan

designed to guide our efforts. This plan continues

the progress of travel reform initiatives of the

previous five years that coincided with, and was

in response to, Congressional and Executive

mandates to reduce the costs of travel.

These mandates included:

• National Defense Authorization Acts

(NDAA) for FY 2010 and FY 2012

providing increased authorities to reform

and simplify travel, including pilot

authority

• NDAA FY 2015 providing more specific

pilot authority for the DoD Integrated

Lodging Program Pilot

• Office of Management and Budget (OMB) Memorandum M-12-12, Promoting Efficient Spending

to Support Agency Operations to reduce travel by 30%

• OMB M-13-02, Improving Acquisition through Strategic Sourcing.

Strategic Alignment

The DTMO Business Operations Plan aligns with the National Defense Business Operations Plan for Fiscal

Years 2018-2022. It supports Strategic Goal 3: Reform the Department’s business practices for greater

performance and affordability. It further aligns to the DoD Strategic Objective 3.1: Improve and

strengthen business operation through a move to DoD-enterprise or shared services; reduce

administrative and regulatory burden.

In addition, DTMO is operationally and administratively aligned to the Defense Human Resources

Activity (DHRA) to work as a single, unified organization in accomplishing a diverse mission set that

supports the war fighter. DTMO is an integral component of DHRA with a strategy fully aligned with the

DHRA Business Operations Plan. Supporting the plan’s first goal, “Drive business transformation

through data driven analysis and rationalization of Human Resources requirements and solutions,” is the

strategic initiative to “Reform travel by streamlining processes, simplifying policies, improving

compliance, leveraging current technologies, and reducing costs.” DTMO’s strategy and business

operations are in synch with DHRA’s priorities to:

• Operate as an enterprise; be a lean nimble organization improving continually

• Be a financially auditable organization

• Accomplish assigned missions through the implementation of repeatable processes and reliance

on fact-based decision-making

• Achieve minimum 1% efficiency per year over the Future Year Defense Program (FYDP) to invest

in unfunded requirements

• Ensure sustained security posture through the delivery of all services and missions

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• Be a trusted enterprise provider to ensure continuation of crucial services and protection of

human resources information

Mission

DTMO’s mission is grounded in the DoD Management Initiative Decision (MID) that resulted in the

establishment of DTMO in February 2006. MID 921 directed the Department to provide an integrated

travel management approach within DoD and authorized DTMO to serve as the “single face” to the

travel industry for information exchanges with the government. The DTMO mission as stated is to:

Vision

DTMO’s continued charge is to rethink the way we do business, identify industry best practices, and

develop innovative solutions to meet mission requirements. Our focus is

on achieving measurable

results that demonstrate value for our customers and generate a return on investment for the

Department and the taxpayers. Focused on our customers, the DTMO vision is:

Strategic Goals, Objectives, and Initiatives

DTMO’s strategic goals are high-level end outcomes necessary to achieve its vision and reflect our

continued commitment to travel and allowance reform. DTMO’s strategic objectives are intermediate

outcomes that are aligned to our strategic goals. Strategic initiatives translate strategy into operational

terms, representing “how” the strategic objective will be accomplished. They are specific projects

ensuring progress is made in accomplishing each strategic objective over a period of time. Below is

DTMO’s strategy.

Strategic Goal: Maximize Travel Policy Understanding

DTMO will develop simple, comprehensive, and easily-understood travel policies and regulations. Clear

and concise policies must facilitate the creation of simple, easy-to-use travel solutions that drive high

compliance.

Strategic Objective: Simplify travel policy through simple, clear, and concise policies

Travel policy will be reduced and simplified to eliminate redundancies and reduce confusion for

travelers and Authorizing Officials.

Serve as the single focal point for commercial travel within the Department of

Defense. Establish strategic direction, set policy, and centrally manage

commercial travel programs.

A Defense Travel Enterprise that incorporates government and industry best

practices to meet the needs and exceed the expectations of our customers.

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Strategic Initiative: Rewrite the Joint Travel Regulations (JTR)

Improve usability and enhance policy compliance by rewriting the JTR in clear, concise and simple

language. Rewriting the JTR is a result of our overall policy simplification effort designed to standardize

and/or simplify travel policy and allowances, and/or provide cost savings opportunities. The end result is

simplified travel rules and a JTR that is easy to comprehend, facilitates travel management technology

solutions, and enables an optimum compliance platform. The overall policy simplification effort is a high

visibility initiative sponsored by the Office of the Under Secretary of Defense for Personnel and

Readiness with involvement from the United States Digital Service and the Defense Digital Service.

Strategic Initiative: Explore the issuance of the Government Travel Charge Card (IBA) to all travelers,

assessing the current usage policy and its enforcement

Explore whether all DoD employees with a travel requirement should be required to apply for (and use)

the Government Travel Charge Card (GTCC). DTMO will assess compliance of the current policy and

determine benefits, challenges, costs and risks of expanding the policy.

Strategic Objective: Improve DoD travel processes to reduce confusion for travelers and travel

administrators

Technology holds great promise in helping to maximize policy understanding and make travel less

confusing for our travelers, administrators, and travel managers. To facilitate industry leading

technology solutions requires the Department to examine not only its travel policies, but also the

business processes used to implement them.

Strategic Initiative: Identify process reengineering opportunities from the DoD Travel System Pilot

Identify process reengineering opportunities as a result of the DoD Travel System Pilot. The pilot is

testing the viability of using a Commercial-off-the-Shelf, Software as a Service (COTS/SaaS) product for

travel reservations and expense management. DTMO will identify DoD inherent processes (e.g.,

financial) requiring reengineering to better fit commercially available products and provide cost savings

to the Department.

Strategic Initiative: Expand and improve the DoD Travel Policy Compliance Program

Expand and improve the DoD Travel Policy Compliance Program by automating current manual

processes and implementing additional queries in order to reduce travel improper payments and

improve usability for DoD Components.

Strategic Goal: Improve Delivery of Travel Services

DTMO will pursue innovative ways to enhance the customer travel experience by providing user-

friendly, value-added travel products and services to DoD travel customers and stakeholders.

Strategic Objective: Understand and respond to customer needs

DTMO will continue to understand and respond to customer and stakeholder needs by improving

customer and stakeholder engagement through the implementation of improved processes and tools.

Strategic Initiative: Assess and strengthen Defense travel governance & stakeholder engagement

DTMO has not reexamined its governance structure and operating model since the establishment of

DTMO in 2006. Much has changed since then. This initiative will look to strengthen our governance

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framework and develop an updated governance operating model to more effectively provide strategic

guidance for the Defense Travel Enterprise. DTMO will also assess its stakeholder engagement to

develop and execute a refreshed stakeholder engagement strategy to complement the revised

governance operating model.

Strategic Initiative: Complete enterprise-wide collection and analysis of travel program customer

satisfaction surveys

To better assess and improve the overall traveler experience, this initiative will complete the

deployment of DoD travel program area customer satisfaction surveys for air, lodging, rental car, TMC

services, and the Government Travel Charge Card. These surveys will provide insight into the gap

between product/service delivery and customer expectations, facilitating an understanding of what

drives customer satisfaction. This will further enable informed enterprise decision-making to more

effectively source travel services, ensure quality service delivery from vendors, and improve travel

programs and processes.

Strategic Objective: Leverage industry leading technology solutions

Today’s travelers are more technically savvy and want tools that mirror those they use in their personal

lives. Suppliers are partnering and changing the way they do business. Since the Department depends

on industry for its travel-related products and services, DTMO must more quickly adapt industry leading

technology. Technology is changing rapidly, providing alternatives to traditional travel that may be

more cost effective.

Strategic Initiative: Assess the results of the DoD Travel System Pilot to make recommendations on the

feasibility for procuring and implementing a Commercial-off-the-shelf/Software as a Service solution

DoD-wide

The Department has been piloting a COTS/SaaS travel product to assess its feasibility for DoD travel.

This initiative will employ a mix of system metrics, user feedback, cost analysis, and narrative analysis to

assess its progress and report the results to Congress.

Strategic Initiative: Redesign the DTMO website using US Web Design Standards to enhance mobile

access and enable an effective social media strategy

While the current DTMO website provides comprehensive and useful information, it has not been

redesigned since 2009. The current site is not mobile friendly and inhibits an effective social media

strategy. This initiative will redesign the website using US Web Design Standards, the government’s very

own set of common User Interface components and visual styles for websites. It’s a resource designed

with the assistance of the U.S. Digital Service to make things easier for government designers and

developers, while raising the bar on what our web users can expect from their digital experience.

Strategic Objective: Improve travel programs and program management

When managing billions of dollars of travel spend, the smallest management improvement may yield

millions of dollars in savings. DTMO program managers continuously seek to improve the management

of travel and travel-related services. The result is not only potential savings, but improved customer

service and increased stakeholder value.

Strategic Initiative: Develop and implement a strategy to improve the DoD Recruit Assistance Program

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DTMO will assess the current DoD Recruit Assistance Program and identify both program and process

improvements to more effectively assist DoD recruits. Improvements will integrate improved lodging

and dining processes with better negotiated rates, improved GTCC controls for centrally billed accounts,

and enhanced data and performance management capabilities.

Strategic Initiative: Expand the Travel Certificate Program to include additional travel

management/administration roles

DTMO will look to expand its successful Travel Certificate Program by evaluating the feasibility of

developing certificates for additional travel roles beyond the DTS Authorizing Official and Defense Travel

Administrator. This program provides a framework for successful travel program management,

increases performance ability using hands-on developmental validation, and provides opportunities for

continuous learning on travel regulations, system updates, and enterprise partnerships. This continuous

validation of performance capabilities promotes improvement in the Department's travel and financial

program management with a focus on optimal processes to support the traveler and decreasing

improper payments.

Strategic Initiative: Develop the SmartPay 3 requirements and Plan of Action & Milestones to improve

GTCC program management

Improve GTCC program management by developing DoD unique requirements for the SmartPay3 DoD

tailored task order and a Plan of Action & Milestones for implementation. This initiative will provide

value to cardholders and Agency Program Coordinators through the use of more innovative card

products and tools with which to manage the program and will maximize rebates the Department

receives. SmartPay3 is scheduled to begin in November 2018.

Strategic Goal: Optimize Cost Effective Travel

DTMO will continue to examine and track travel expenditures and program costs, and implement

process efficiencies to achieve cost savings.

Strategic Objective: Maximize visibility into DoD travel spend to better understand supplier and

traveler behavior

DTMO will continue to consolidate and enhance the quality of travel data providing the capability to

develop and leverage the business intelligence required to produce greater efficiency and effectiveness

across the Defense Travel Enterprise. Business intelligence is crucial for negotiating contracts with

commercial travel vendors to ensure the greatest value for the Department and the taxpayers.

Strategic Initiative: Leverage program area Super Users to expand the deployment of DTMO’s data

visualization and dashboard application in support of Defense Travel Enterprise Performance

Management

Expand usage of DTMO’s data visualization and dashboard application, Tableau, by increasing the

amount of super users and providing enhanced training enabling program managers to better manage

commercial travel programs. This approach takes advantage of Tableau best practices and will serve as

a force multiplier to further expand analytics across the organization and Defense Travel Enterprise.

Strategic Initiative: Institute a quarterly Defense Travel Enterprise Performance review

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This initiative will result in the incremental deployment of Tableau dashboards for key performance

indicators to assess the overall health of the Defense Travel Enterprise. The incremental approach will

begin with internal reporting and then expand to customized reports for key stakeholders.

Strategic Initiative: Integrate new sources of Government and commercially available travel data into

DTMO’s Commercial Travel Information Management (CTIM) operational and business intelligence

platform

Integrate additional government and commercially available data sources into CTIM providing a more

holistic view of DoD travel spend to determine opportunities for program improvement or expansion.

Strategic Objective: Adopt industry best practices to leverage strategic sourcing opportunities

Throughout DoD, the mandate is to more fully employ the management philosophy of strategic sourcing

as a means to better meet DoD’s requirements while generating savings for the Department. This

includes the procurement of travel and travel-related services. DTMO will continue to expand its use of

strategic sourcing, working with our partners to create value for our customers and stakeholders.

Strategic Initiative: Expand and formally institutionalize the DoD Integrated Lodging Program

Expand the number of locations and properties under the Integrated Lodging Program Pilot, increasing

the availability of Commercial (DoD Preferred), Government (DoD Lodging) and Public-Private Venture

Lodging to DoD employees on official travel. In addition, DTMO will work with our stakeholders to

transition and formally institutionalize the pilot as a DoD program. This will further provide quality

lodging with reduced rates, better services, and greater safety and security for DoD travelers into the

future.

Strategic Initiative: Conduct a Dining Program Pilot

Conduct a corporate style Preferred Dining Program enabling travelers to dine at participating

restaurants, thereby generating rebates for DoD. This initiative will provide a managed approach to

dining estimated to yield 3 to 7 percent in rebates based on dining spend for DoD. It will create

incentives for travelers to use the Dining Program through a loyalty program and as a result, increase

usage of the GTCC generating both dining and increased GTCC rebates. This pilot will be conducted

under Title 37 U.S.C. 454.

Strategic Initiative: Develop an acquisition strategy for Travel Management Company (TMC) services

that supports DoD Travel System Modernization

DTMO made huge strides in consolidating the Department’s multitude of TMC services contracts to a

manageable number. This initiative will take a more forward-leading approach to developing an

acquisition strategy that is both cost effective and will meet DoD’s future TMC support requirements as

we transition to a next generation travel system.

Strategic Initiative: Expand and manage the use of restricted air fares

While the JTR authorizes the use of restricted air fares, DoD has not optimized their use to maximize

savings. This initiative will look to expand and more effectively manage the use of restricted fares

through technology, TMC support contracts, policy, training, communications, and enhanced oversight.

Increasing the use of restricted fares can provide additional cost savings to the Department.

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Measuring Success

DTMO uses performance-based management to improve strategic decision making. Performance

management is a set of integrated processes which measure the efficiency and effectiveness of the

enterprise and act as a driving force for continuous improvement. This approach allows DTMO to:

• Achieve strategic performance objectives through a disciplined, structured approach

• Provide credible, decision-ready business intelligence to leadership

• Provide an analytic mechanism for linking performance and resource allocations

• Provide a mechanism for accurately reporting performance to senior leadership and

stakeholders

• Provide an excellent framework for accountability

To track progress and assess performance of travel programs and key initiatives, DTMO is developing

measures and supporting dashboards that in turn, provide credible, decision-ready business intelligence

to leadership to assist in enhancing accountability, management decisions, reporting, compliance,

resource allocation, and risk management. Strategic initiatives to further advance this capability are

prominent in this five-year business operations plan.

DTMO conducts analytical studies using Defense Travel Enterprise data to better understand travel

spend, develop program recommendations, inform policy formulation, and identify cost

savings/efficiencies. These studies assists program managers with the end-to-end problem solving

process and provide analytical rigor which enhance the confidence in decisions and recommendations.

In addition to enabling DTMO to increase cost effectiveness across the Defense Travel Enterprise,

maximize visibility into travel spend, and improve program management; benefits include:

• Increased accountability and transparency of expenditure of DoD travel funds

• Audit compliance with established policies

• Enhanced consistency in the quality of supplier products and services

• Ability to drive strategic sourcing decisions and mandate usage of preferred vendors, approved

booking, expensing, and payment methods

• Increased visibility into customer behaviors and preferences to drive future requirements

Information is vital to the management of the Defense Travel Enterprise. DTMO’s CTIM tool is integral

to the performance management system. CTIM integrates performance data and optimizes

performance reporting. It enhances DTMO’s analytic capabilities, enabling a more comprehensive

understanding of DoD travel processes and the development of business intelligence to reduce overall

travel costs.

No picture of what the government is accomplishing with the taxpayers’ money can be complete

without adequate program cost and performance information. DTMO will present its stakeholders with

the most salient information that reports the health of the enterprise.

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Summary

We are pleased to publish DTMO’s Business Operations Plan for FY 2017-2021 outlining our mission,

vision and strategy. This plan provides DTMO with a clear path to achieve our three strategic goals to:

maximize travel policy understanding, improve delivery of travel services; and optimize cost effective

travel. Our performance management framework will help us evaluate our effectiveness and better

inform our management decisions for the $9.2 billion Defense Travel Enterprise. DTMO is positioned to

continue to reform travel over the next five years.

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Appendix A: FY 2018 Business Operations Plan Update

DTMO leadership conducts annual strategic reviews to validate goals, objectives and strategic initiatives

and assess performance against milestone targets. Below is the output from the strategic review

reflecting DTMO’s updated Business Operations Plan for FY 2018.

Strategic Goal 1 - Maximize Travel Policy Understanding

Strategic Objectives

Strategic Initiatives

Simplify travel policy

through simple, clear, and

concise policies

•

Review and implement simplified policy changes for Temporary Duty

Travel to support the CFT—Travel acquisition strategy

• Assess the current Government Travel Charge Card usage policy and its

enforcement

Improve DoD travel

processes to reduce

confusion for travelers and

travel administrators

• Identify process reengineering opportunities from the DoD Travel System

Pilot to support the CFT—Travel acquisition strategy

• Expand and improve the Travel Policy Compliance Program

Strategic Goal 2 - Improve the Delivery of Travel Services

Strategic Objectives

Strategic Initiatives

Understand and respond to

customer needs

•

Assess and strengthen Defense travel governance & stakeholder

engagement

• Complete enterprise-wide collection and analysis of travel program

customer satisfaction surveys

• Develop a comprehensive communications plan and the associated

business processes for communicating with DoD travelers, Authorizing

Officials, and travel system administrators

Leverage industry leading

technology solutions

•

Provide functional oversight and support to implement the CFT-Travel

vision to modernize DoD travel

• Redesign the DTMO website using US Web Design Standards to enhance

mobile access and enable an effective social media strategy

Improve travel programs

and program management

• Develop & implement a strategy to improve the DoD Recruit Assistance

Program

• Expand the Travel Certificate Program to include additional travel

management/administration roles

• Implement the SmartPay 3 Plan of Action & Milestones to improve

Government Travel Charge Card program management

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Strategic Goal 3 – Optimize Cost Effective Travel

Strategic Objectives

Strategic Initiatives

Maximize visibility into

DoD travel spend to better

understand supplier and

traveler behavior

•

Leverage program area Super Users to expand the deployment of

DTMO’s data visualization and dashboard application in support of

Defense Travel Enterprise Performance Management

• Institute a quarterly Defense Travel Enterprise Performance review

• Integrate new sources of Government and commercially available travel

data into DTMO’s Commercial Travel Information Management

operational and business intelligence platform

Adopt industry best

practices to leverage

strategic sourcing

opportunities

•

Expand and formally institutionalize the DoD Integrated Lodging Program

• Conduct a Dining Program Pilot

• Develop an acquisition strategy for TMC services that supports DoD

Travel System Modernization

• Expand and manage the use of restricted air fares

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Appendix B: FY 2019 Business Operations Plan Update

DTMO leadership conducts annual strategic reviews to validate goals, objectives and strategic initiatives

and assess performance against milestone targets. Below is the output from the strategic review

reflecting DTMO’s updated Business Operations Plan for FY 2019.

Strategic Goal 1 - Maximize Travel Policy Understanding

Strategic Objectives

Strategic Initiatives

Simplify travel policy through

simple, clear, and concise policies

• Review and implement simplified policy changes for Temporary

Duty Travel to support Defense Travel Modernization

• Assess the current Government Travel Charge Card usage policy

and its enforcement

Improve DoD travel processes to

reduce confusion for travelers

and travel administrators

• Expand and improve the Travel Policy Compliance Program

Strategic Goal 2 - Improve the Delivery of Travel Services

Strategic Objectives

Strategic Initiatives

Understand and respond to

customer needs

• Assess and strengthen Defense travel governance & stakeholder

engagement

• Complete enterprise-wide collection and analysis of travel program

customer satisfaction surveys

• Develop a comprehensive communications plan and the associated

business processes for communicating with DoD travelers,

Authorizing Officials, and travel system administrators

Leverage industry leading

technology solutions

• Provide functional oversight to support Defense Travel

Modernization

• Redesign the DTMO website using US Web Design Standards to

enhance mobile access and enable an effective social media

strategy

• Plan and conduct a SmartPay 3 pilot using Virtual Card Accounts

for travel

Improve travel programs and

program management

•

Develop & implement a strategy to improve the DoD Recruit

Assistance Program

• Implement the SmartPay 3 Plan of Action & Milestones to improve

Government Travel Charge Card program management

• Expand and improve the Military Bus Program

• Establish an Innovation Lab to explore/test new ideas in a practical,

actionable way as a means to creatively solve problems

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Strategic Goal 3 – Optimize Cost Effective Travel

Strategic Objectives

Strategic Initiatives

Maximize visibility into DoD

travel spend to better

understand supplier and traveler

behavior

• Leverage program area Super Users to expand the deployment of

DTMO’s data visualization and dashboard application in support of

Defense Travel Enterprise Performance Management

• Institute a quarterly Defense Travel Enterprise Performance review

• Integrate new sources of Government and commercially available

travel data into DTMO’s Commercial Travel Information

Management operational and business intelligence platform

Adopt industry best practices to

leverage strategic sourcing

opportunities

• Expand and formally institutionalize the DoD Integrated Lodging

Program

• Conduct a Dining Program Pilot

• Develop an acquisition and implementation strategy for TMC

services

• Expand and manage the use of restricted air fares

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Appendix C: FY 2020 Business Operations Plan Update

DTMO leadership conducts annual strategic reviews to validate goals, objectives and strategic initiatives

and assess performance against milestone targets. Below is the output from the strategic review

reflecting DTMO’s updated Business Operations Plan for FY 2020.

Strategic Goal 1 - Maximize Travel Policy Understanding

Strategic Objectives

Current Strategic Initiatives

Simplify travel policy

through simple, clear, and

concise policies

• Review and implement simplified policy changes for Temporary

Duty Travel to support Defense Travel Modernization

Improve DoD travel

processes to reduce

confusion for travelers and

travel administrators

• Expand and improve the Travel Policy Compliance Program

Strategic Goal 2 - Improve the Delivery of Travel Services

Strategic Objectives

Strategic Initiatives

Understand and respond

to customer needs

•

Complete enterprise-wide collection and analysis of travel

program customer satisfaction surveys

• Develop a stakeholder engagement strategy supported by a

comprehensive communications plan that outlines key business

processes for engaging and communicating with stakeholders.

This will include a focused branding strategy for travel programs

and travel modernization efforts.

Leverage industry leading

technology solutions

• Provide functional and implementation support for Defense

Travel Modernization

• Redesign the DTMO website using US Web Design Standards to

enhance mobile access and enable an effective social media

strategy

• Plan and conduct a SmartPay 3 pilot using Virtual Card Accounts

for travel

• Identify commercial technology to understand and enhance the

customer experience for the traveler

• Develop requirements to establish an interoperability platform

that enhances communication and streamlines processes with

industry partners and other key stakeholders

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Defense Travel Management Office 23

Improve travel programs

and program management

•

Expand and improve the Military Bus Program

• Establish an Innovation Lab to explore/test new ideas in a

practical, actionable way as a means to creatively solve problems

• Establish a Train-the-Trainer Program in support of Defense Travel

Modernization

Strategic Goal 3 – Optimize Cost Effective Travel

Strategic Objectives

Strategic Initiatives

Maximize visibility into

DoD travel spend to better

understand supplier and

traveler behavior

•

Institute a quarterly Defense Travel Enterprise Performance

review

• Conduct market research and analysis to create the data strategy

and design the infrastructure to support a modernized travel

enterprise

Adopt industry best

practices to leverage

strategic sourcing

opportunities

•

Expand and formally institutionalize the DoD Integrated Lodging

Program

• Conduct a Dining Program Pilot

• Develop an acquisition and implementation strategy for TMC

services

• Expand and manage the use of restricted air fares