Case Studies

Transforming Business at NMLC

Tell us a little about your project and role at the Naval Medical Logistics Command. 

I provide functional, technical, and systematic support for the Wide Area Workflow (WAWF) eBusiness suite at the Naval Medical Logistics Command (NMLC). Our team helps vendors with registration and invoice submission, and we grant access to Government personnel for acceptance and certification of invoices. We also provide training based on Navy Medicine requirements and processes.

How do you feel like UCS has encouraged and fostered your career? 

I very much enjoy working with everyone at UCS. The other three employees that I work directly with have a combined total of 34 years with the company, which I feel speaks volumes about both UCS and the loyalty of its employees.

How have you modeled “intelligence at work” for your client?

WAWF – now called Invoice, Receipt, Acceptance, and Property Transfer (iRAPT) – was implemented as a way to improve the DoD invoicing process. These improvements were made to increase document visibility for vendors and Government personnel, decrease paper invoices, and reduce interest penalties across the DoD.

Over the past 13 years, UCS has assisted the Navy with the implementation of WAWF such that 97% of all Navy Bureau of Medicine and Surgery (BUMED) invoices are being processed via WAWF/iRAPT. Since implementation of WAWF/iRAPT, interest penalties paid have dramatically decreased each year – saving the Navy significant time, money, and resources.

Going Green with NAVFAC

What do you anticipate when you walk into work every morning? 

I oversee daily operations at the Naval Facilities Engineering Command (NAVFAC) Information Technology Center (NITC). Specifically, I work at the NAVFAC Application Services Provider (NASP) division of the data center. I am the first one to review overnight work and plan for the day ahead for both my contracting team and the civilian team. I’m responsible for making sure our 250+ official deliverables – and over 100 unofficial deliverables – are submitted on time each month.

How has your work helped the client achieve their mission? 

When the UCS team first started work at NITC, the Government was grappling with big budget cuts, large turnover rates, and the Defense Base Realignment and Closure (BRAC) Commission. Today, the Navy uses our team as an example of what data centers should look like. We take pride in our efforts to “go green,” and we’re the only team to have a quick 30-minute response time to service requests – and a 15-minute response time after hours.

What’s the most rewarding aspect of working on your contract and at UCS? 

The most rewarding aspect is continuing to serve my country. I was in the Navy and honorably discharged with a service-connected disability. I have been a proud member of Disabled American Veterans (DAV) and the American Legion since my discharge, and have been working on the same base for over 28 years. It is great to know that what I do on a daily basis keeps the warfighters and our country safe.

Working for UCS has been a breath of fresh air for me and my crew. Our previous employer was much more focused on the money, and not the well-being of the team members or the customer. This job and the work that we do has been so much easier now that everyone is rowing in the same direction!

Strategic Planning at BUMED

Give us a glimpse into a “day in the life” of the UCS team at the Navy Bureau of Medicine and Surgery.

A typical day for me consists of helping my team of subject matter experts and analysts facilitate and coordinate change management, project management, and process improvement strategies to support Military Health System (MHS) governance reform. On a daily basis, the Government looks to our team to support the Navy Bureau of Medicine and Surgery (BUMED) in managing their relationships with the Army, Air Force, and Defense Health Agency (DHA) by instituting standard governance oversight processes that manage and mitigate potential risks to Navy Medicine’s operational requirements.

What’s it like to work on a UCS team?

The work environment is very challenging and fast-paced. Our team embraces this  type of environment – we constantly adapt and collaborate so we can provide the strategic advice and direction BUMED needs to navigate the complexities and uncertainties of MHS governance. In fact, we’re commonly referred to as “the Dream Team” because of how well we perform.

How has your team’s work tangibly helped our client? 

When the DHA was established in March 2012, our team recommended conducting a four-phase Risk Analysis Model that determined the impact of DHA’s formation on Navy Medicine strategic priorities. Specifically, our assessment questions evaluated the potential risk to BUMED’s goals of readiness, jointness, and value against the risk elements of people, resources, authority, and politics.

Through this process, we identified 75 risks and made 21 recommendations for the Navy’s military treatment facilities and operational forces. As the risks we identified began to unfold, our assessment helped Navy Medicine to prepare proactive mitigation strategies and adapt to environmental changes without compromising their overarching mission.

Improving Patient Care with LIMDU SMART

What type of work do you do for the U.S. Navy? 

I manage the design, development, testing, and implementation of IT systems for the U.S. Navy. Right now, we’re working on implementing the Limited Duty Sailor and Marine Readiness Tracker (LIMDU SMART) – a tool we developed at UCS to track Sailors and Marines placed on medically restricted duty. We built our solution with automated workflows that incorporate seamless integration with multiple Military Health System (MHS) systems so Navy leadership can have easy, at-a-glance visibility into patient care and all Sailors’ and Marines’ eligibility to deploy.

How has your work helped the client achieve their mission? 

When our team first started, the Navy was operating on paper-based and antiquated systems that limited data visibility. Once we finish system implementation over the next 12 months, the LIMDU SMART solution will revolutionize the Navy’s visibility into patient care and deployability. For the first time in its history, the Navy will have complete visibility of its force strength. LIMDU SMART’s business intelligence capabilities will also enhance medical practices across the enterprise by helping physicians track patient recovery times, identify best practices for treatment, and disseminate lessons learned across the MHS.

What’s the most rewarding aspect of working on your project and at UCS? 

On a daily basis, I work with motivated, driven, and exceptionally talented Service members. I get to see firsthand how the work we do not only supports those individuals, but also the Navy’s broader wounded, ill, and injured population. I am also privileged to work with an equally gifted group of professionals at UCS, both on my team and throughout the company. I enjoy the opportunity to support their professional development and love watching them take ownership of their roles to bring about mission success.