The Contract Map. Every Live DHA Medical Vehicle, Which Side of the Reform It Sits On, and the One Authority Gap About to Strand Production Money.

Public-record sourced. Independent analysis. Not a recommendation, not vendor advocacy, not capture material. Built for federal BD, capture, and proposal leaders working DHA medical IT and services.

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Founding Members,

The public issue makes the argument. This is the operating manual, and it is longer this week because the underlying intelligence got deeper. Five parts. The money, by account. The full PEO DHMS contract map, sorted by what the reorg does to each vehicle. The requirements gate and the ranked list that decides what gets funded. The transition gap you can get paid to fill. And the 60-day sequence against the real windows. If you are mid-capture, read Part 2 first.

Part 1. Follow the Money

The FY2027 MHS request is $45.7 billion, a 5% increase. It splits into three pieces, and which one your revenue rides on now matters more than it ever has.

Combat and Operational Medicine Program (COMP), 0130D, $20.3B. The warfighting account. Direct care at the MTFs, the in-house clinical workforce, simulation, medical logistics, operational-medicine devices, and the medical RDT&E that survived the cut. Both materiel portfolios, PAE Medical Products and PAE Medical Services, live here. The framing is the point: military medicine now sits in the warfighting account alongside ships and aircraft, not in a benefits line.

Private Sector Care Program (PSCP), 0146D, $22.2B. The managed-care account. TRICARE purchased care, civilian networks, claims, and the readiness partnerships that run through civilian systems, including the Kaiser model and its successors. Up from $20.77B when it was buried in the old program. The largest single growing target in the request.

Medical construction, $3.2B. Facilities and MILCON.

The split exists to keep purchased-care growth from hollowing out the MTFs. COMP and PSCP will now be defended, recompeted, and cut as separate decisions. Know your account before you build a plan, because the two will not move together again. Support the MTFs and the in-house workforce, you are in COMP. Support TRICARE networks, claims, and civilian partnerships, you are in PSCP.

Part 2. The Owners, and the PEO DHMS Contract Map

This is the richest live picture in the restructuring, and it is the one place the reorg opens a gap you can either fill or fall into. PEO DHMS runs MHS GENESIS, JOMIS, and the EIDS data work. It did not fold into a portfolio. It reports to USD(A&S), outside the DHA acquisition chain. Every action below sits under that authority.

Who owns which door. Names route authority, and a vendor who knocks on the wrong one loses a quarter. The bench is provisional until the July FOC charters publish, so confirm a seat before you invest a relationship in it.

• DHA Director: VADM Darin Via.
• Component Acquisition Executive (CAE): RDML Ivonne Arena, with Brett Scheideman as principal deputy.
• PAE Medical Products: Caitlyn Felkoski. Materiel, drugs, devices, blood, diagnostics, simulation.
• PAE Medical Services: Madeleine Friedman. Clinical service lines, managed care, staffing, readiness support.
• PAE Medical Digital Solutions: no named owner yet. The portfolio is not chartered until FOC and the name is still unsettled. Until July, digital and software route through PEO DHMS and the Office of Warfighter Health Advantage.
• PEO DHMS: James Perkins. GENESIS, JOMIS, EIDS. Reports to USD(A&S), outside the PAE chain.
• DHA R&D: MG Paula Lodi.
• DHA contracting activity (DHACA): James Watkins.
• Requirements gate: the Joint Staff Surgeon, MG Clinton Murray, owns the MedOpsDeps list that feeds resourcing (Part 3).

Start with a distinction most trackers miss. PEO DHMS runs two separate Commercial Solutions Openings, not one. CSO #1 is the OTA prototype series (HT0038-25-S-C001, 10 USC 4022, open through July 1, 2026). CSO #2 is the innovation series (HT003826SC001, 10 USC 3458 fixed-price commercial, open through January 28, 2027). The difference bites at protest time: OTA awards under CSO #1 sit largely outside GAO bid-protest jurisdiction, while the section 3458 follow-ons under CSO #2 carry broader protest exposure. Standing turns on the specific instrument and timing. Know which vehicle your prototype rides before you plan a protest or have to defend against one.

Vehicle	Solicitation	Status	What the reorg does to it
CSO #1, OTA series (master)	HT0038-25-S-C001	open through July 1, 2026	PEO DHMS owns it; new AOIs can still drop before it closes; follow-on production via 4022(f)(2)
AOI 2, Deployed Personnel Healthcare Documentation	HT0038259E001	awarded T6 Health Systems, $219.7M OTA, Nov 2025, through 2030 (ULTRA platform)	Executed and intact; production expansion governed by 4022(f)(2)
AOI 3, Ambient Dictation	HT0038-25-X-0003	Oracle Health, prototype awarded (Sept 2025); award not yet public	DHA's ambient pathway, not the VA 36C vehicle; production follow-on needs a PAE not chartered until July
AOI 1a, Data Product Management	HT0038-25-S-C001	awards not yet public	AWS GovCloud, DevSecOps, data governance; follow-on lands under the digital PAE
AOI 4, EIDS Data Applications	HT0038-26-X-0004	proposals due Dec 12, 2025; in evaluation	EIDS PMO authority intact; production follow-on under the digital PAE
CSO #2, IPR series	HT003826SC001	open through Jan 28, 2027	Three open actions in evaluation: IPR-01 DHMSM tech transformation (Feb 19), IPR-02 enterprise strategy/governance (Feb 23), IPR-03 enterprise architecture roadmap (April 16)
HCDS EHR follow-on (GENESIS)	HT003826X0000	RFI posted; RFP not issued; responses due Aug 30, 2026; competition no earlier than 2028	Leidos bridge ($1.131B + $263.3M transition) in place; competition routes Perkins to USD(A&S), not the CAE
Deployment Solutions IDIQ, ~$300M	HT003826RE001	proposals due April 21, 2026 (final extension); award pending	PEO DHMS issued; challenge-scenario first factor, no price evaluation
STR Zero Day, Leidos sole source	HT003826FE006	awarded $8.07M, May 7, 2026	Sole-source J&A; PEO DHMS authority intact
DMIX/DISS recompete	DHACA task (number unverified)	awarded ManTech, $34.77M	Executed; cite the value, not a solicitation number, until matched on USASpending
Market Intelligence Support	HT003826CE001	awarded Swingtide, ~$745K, Jan 2026	Executed
VA Ambient Scribe Enterprise IDIQ (do not confuse)	36C10B26R0006	VA-led, ~$775.7M ceiling; proposals due April 6, 2026; multi-award pending	NOT a DHA vehicle; DHA participates via task orders; the DHA ambient pathway is AOI 3 above

Three things that map decides for you.

The production co-sign gap is the live risk. Any prototype OTA that produces a follow-on production transaction under 10 USC 4022(f)(2) needs the portfolio's PAE to sign. For digital and software that PAE is Medical Digital Solutions, which does not formally exist until Full Operating Capability in July. Until then, production authority runs through the acting deputy CAE and PEO DHMS directly. Oracle Health's AOI 3 ambient prototype is the live test. If production was meant to follow the prototype quickly, the official who signs that production transaction is not chartered until July. If you are a sub, a partner, or a competitor watching that award, ask in writing which authority signs the production deal and on what date.

HCDS is a faster lane than it looks. Because PEO DHMS answers to USD(A&S), the eventual GENESIS competition does not need DHA acquisition-executive approval to proceed. The chain runs Perkins to the Under Secretary. For capture, your relationship map goes to PEO DHMS contracting leadership, not through RDML Arena's office. Do not build a FY27 business case on it, though. The competition cannot release until cloud migration finishes, no earlier than 2028, and Leidos holds the bridge until then.

The CSO is still open. HT0038-25-S-C001 runs through July 1, 2026. Any AOI not yet awarded can still see an award or a no-cost extension before the vehicle closes. If you have a data-product or digital-health play, the door has weeks left, not months.

Pre-reorg awards are binding and performance continues. The T6 award, the ManTech recompete, the Swingtide contract, all intact. The open risk lives entirely in the follow-on production pathway.

Positioning on the GENESIS follow-on: there is no prime to team with. The biggest single shift in the HCDS strategy is structural. PEO DHMS is dropping the prime systems integrator model that every large federal EHR buy has used. The government keeps integration authority in-house, and a Technical Integration contractor does the engineering without controlling the other vendors or holding a financial stake in any solution it integrates. That changes the whole play. Bid a lane, not a prime teaming slot.

The lanes, as laid out in the posted industry-day materials:

Tier 1, government-led and contractor-supported. Technical Integration owns architecture, the Rhapsody interface engine, ATO and cybersecurity oversight across all vendors, and release coordination. Product Management owns lifecycle, defects, and the roadmap. Human-Centered Design owns UX, workflow, and adoption, a lane that exists because GAO documented military clinicians rating GENESIS below the system it replaced. If you win Technical Integration, note the conflict rule: you cannot also hold a financial interest in a solution you integrate.

Tier 2, solutions, on direct FAR contracts. Best of Suite is Oracle Health: Millennium, the GENESIS core, plus the data-intelligence and patient-portal pieces. Best of Breed is the specialty layer, with Philips, Amwell, Henry Schein Dentrix, and Solventum named so far and more to come. If you are a clinical-application vendor, this is your lane, and it is contracted directly rather than through a prime.

Tier 3, services. Deployment runs as a multiple-award contract, with an RFP anticipated in the same spring 2026 window as the deployment IDIQ above. End user support covers training, enablement, and change management. Tier 1 and 2 help desk stays with DHA's global service center, so do not chase it as a new lane.

The move for capture is direct: pick the lane that fits, price it fixed where you can, since fixed-price is now the default, and map your past performance to that lane's scope rather than to a whole-system integration story that no longer has a buyer.

Part 3. The Requirements Gate, and How to Score Against It

For operational medicine, nothing reaches the budget without clearing MedOpsDeps. The Joint Staff Surgeon's office asked every combatant command for its top 10 operational medical requirements, collected 90, removed 44 already in the acquisition system, and ranked the remaining 46. Read the top 10 for FY28-32 as a buy list.

1. EUCOM, combatant command trauma system assessment teams
2. NORTHCOM, force structure for the integrated TPFDD under CONPLAN 3402
3. CENTCOM, global equipping posture for aeromedical evacuation and critical-care air transport
4. INDOPACOM, MTF staffing to 100% (2025 NDAA Section 735)
5. INDOPACOM, theater blood distribution and blood-sharing agreements (Japan, Korea, Taiwan, Australia) (tie)
6. SOUTHCOM, JTF-Bravo clinic construction (tie)
7. NORTHCOM, ICMOP integration cell for interagency synchronization (tie)
8. SOUTHCOM, two validated but unfunded medical-planner positions (tie)
9. SOCOM, synchronize joint medical training within SOF
10. INDOPACOM, trauma certification at Okinawa, Yokosuka, and Guam

Blood, trauma systems, evacuation, and MTF staffing are where the validated demand sits. If your offering maps to a named line on that list, you are selling into a problem the joint staff already ranked, not pitching one you have to talk them into.

Which commands to align with shows in the performance data. SOUTHCOM placed 100% of its submissions in the top 46. TRANSCOM and STRATCOM hit 80%. INDOPACOM put the most absolute requirements in the top 46, six of ten. EUCOM submitted once at the top and outscored everyone. CYBERCOM submitted nothing.

Then score yourself against the rubric. It runs five weighted dimensions and totals 100. Below 60 is a requirements-story problem, not a feature problem.

Joint Medical Estimate, 40%. Optimize Skill (40), Information Share (30), Burden Share (20), Max RDT&E (10), None (0). Heaviest weight in the rubric, and Optimize Skill carries 16 of the 46 prioritized requirements. If your program does not enable one of those outcomes, it scores zero on 40% of the total.

Joint Operations Planning, 20%. Logistics (40), Force Protection (25), Battlespace Awareness (20), Force Application (5), Force Development (5), C4/Cyber (5), None (0). Most medical vendors default to Force Protection. Logistics scores nearly double. Map to medical logistics first if you can defend it.

Combatant Command, 15%. NORTHCOM and SOUTHCOM (40), INDOPACOM (30), CENTCOM and EUCOM (15), AFRICOM (10), Functional Commands (5). Homeland and hemispheric defense lead. An INDOPACOM-only pitch caps at 4.5 points here.

Combatant Command Risk, 15%. High (40), Significant (30), Moderate (20), Low (10). You do not set the level. Write your problem statement against the high-risk scenarios the command already named in its integrated priority list.

National Defense Strategy, 10%. LOE1 defend the homeland (40), LOE2 deter China (30), LOE3 burden share (20), LOE4 industrial base (10), None (0). Map to LOE1 or LOE2.

Above 75 goes into a topic request now; sixty to 75 is next cycle's prep. Below 60, fix the requirements story before the deck. And remember the public issue's caution: the JME's 40% weight means whoever shapes the Joint Medical Estimate upstream shapes your score before you submit. Know who that is in your portfolio. For the FY29-33 cycle the aperture widens: the Services and DHA join the combatant commands as submitters, so the field gets more crowded next round.

Part 4. The Transition Gap Is a Contract You Can Win

The third layer of the rock problem, the handoff from DHA development to a Service for fielding and sustainment, is wide open, and the budget exhibits prove it. Two capabilities show the shape of it.

The TBI blood assay cleared the FDA, reached full-rate production in May 2025, and will not transition to sustainment until FY28. It runs on an i-STAT Alinity device, different from the i-STAT 1 already in the field. The force is sustaining two parallel device chains at once. The cartridges started with a six-month shelf life; a DHA-funded study extended the usable window, but the logistics tail is real. Field-portable ultrasound is further out: Milestone C this year, transition to sustainment not until FY30. A non-networked commercial device fighting a military refresh cycle.

The reason the gap stays open is that the agreement defining the handoff is still a draft. PM OPMED on the DHA side leads acquisition oversight, lifecycle management, and budget justification. PM Soldier Medical Devices on the Army side owns operational test support, fielding, training, and sustainment. CECOM's logistics center handles depot support. None of those functions has a defined contract vehicle for the transition work itself.

That is the opening. Medical-device logistics, transition-to-sustainment planning, and DLA sustainment contracting are services DHA needs now and has not yet put on contract. Position before the MOA locks the roles and the rates, because once it does, the work routes to whoever already holds the relationship.

Part 5. The 60-Day Sequence

The FY29-33 MedOpsDeps cycle is the next gate, and the FOC charters land in July 2026. Reading this Friday, the clock is running.

Week 1. Run your three best programs through the Part 3 rubric. Cut the lowest. Cross-check each survivor against Part 1: is it standing on COMP or PSCP, and is that account growing or shrinking.

Week 2. Write a one-page topic request per survivor, mapped to a named line on the Part 3 top-10 list. EUCOM trauma teams, NORTHCOM TPFDD structure, CENTCOM evacuation equipping, INDOPACOM blood and staffing lead the stack.

Week 3. Identify your portfolio and its owner. Medical Products, Caitlyn Felkoski, for materiel, drugs, devices. Medical Services, Madeleine Friedman, for clinical service lines, staffing, readiness support. Digital and software route to Medical Digital Solutions, which has no named owner and is not chartered until July, so send digital-health work to the Office of Warfighter Health Advantage and PEO DHMS in parallel and write to both.

Week 4. If you hold a PEO DHMS prototype OTA, send the production-authority question from Part 2 in writing now. Get the answer before FOC, not after.

Weeks 5 to 6. Turn each topic request into a Capability Trade Council read-ahead. Name the two or three non-statutory standards actually blocking you and ask for those waivers specifically.

Weeks 7 to 8. Build a competitive prototype pitch on the Walter Reed and Kaiser Permanente template, or model it on the $300M deployment IDIQ challenge-scenario structure. Be in front of portfolio leadership the week the July charters publish with something signable.

Let's roll.

Mary
Mission Meets Tech

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