Financial Management amp Procurement Services FMPS Business Process Reengineering BPR April 24 201 9 CAPT Brett Millican Spring 2019 PDT Chesapeake Virginia Commandant Priority Reengineered business processes and procedures will reduce the administrative burden on field units ID: 770034
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Financial Management & Procurement Services (FMPS) Business Process Reengineering (BPR) April 24, 2019CAPT Brett Millican Spring 2019 PDT Chesapeake, Virginia
Commandant Priority “Re-engineered business processes and procedures will reduce the administrative burden on field units, achieve economies of scale, and ensure enduring audit compliance through improved internal controls and accountability of resources.”COMMANDANT’S STRATEGIC INTENT 2015 - 2019
Program OverviewFinancial Management and Procurement Services (FMPS) modernization will shift the Coast Guard away from customized processes and workarounds to standard processes that will result in 1) compliance and 2) effective operational support.Business Process Reengineering (BPR) Team (Norfolk, VA, and our Field Liaisons) Implement regionalized financial management, procurement, and property support for field units Move de-centralized programs to the CG Business Model and Product Line principles Maximize opportunities for Strategic Sourcing Improve effectiveness, efficiency, stewardship of resources Data Strategy Team Plan the migration of financial, procurement, and asset data to the new service Move the CG to project based accounting and new accounting classification structure Meet DATA Act requirements Develop key interfaces: e-Travel, CG-LIMS, Direct Access, MISLE Financial Management Service Improvement Initiative (FMSII) Financial and Procurement Desktop (FPD) non-compliant, unsustainable, inefficient Acquire integrated financial, procurement, and asset management system as a service
4Way Forward – Implementation FY18 FY19 FY20 Q1 Q2 Q3 Q4 Q1 Q2 Q3Q4Q1ONDJFMAMJJASONDJFMAMJJASOND BPR Rollout District 8 District 7 District 14 District 1 District 17 D5 Retrofit D13 Retrofit = BPR “go live” NLT Dates FMSII Go-Live (Oct 2020) Value Stream Mapping – Alignment of Property/P&C/FM - Intersections SLA/FW = completion date (tbd for VSM - updated after VSA meeting for VSM) As of 10 Sep 2018
Framework - Catalog of ServicesRedefines how services are requested/provided:Financial Management Property/Asset Management Procurement and ContractingContingency Support
Regional Support Teams (RSTs)6 Functional Service Lines Financial Management (FM) Budget Accounting Property/Asset Management Procurement & Contracting (P&C) Staffed by Comptrollers, CWOs (F&S), SKs, SFCOs & Civilian Counterparts f rom units having personnel primarily performing duties in one of the 3 service lines
Service Level Agreement (SLA)Supported Units (SU)Funds Ownership Determine & Communicate needRegional Support Team (RST)Management Execution
BPR BenefitsReorganize the FMPS workforce into Regional Support Teams for optimal efficiency, workload balancing & mentoring/pro-dev Reduce the admin burden on non-FMPS professionalsDevelop Process GuidesEstablish Subject Matter Experts across the three Service Lines Promote CG Common Core use Prepare the service through training and education for the implementation of FMSII/FSMS in OCT 2020. Duty SK Contingencies/ICSChallenges/changes:75/25 split; unit identityRotating E-6 and belowBPR does not fix everything that many want to see changedReservistsOther units – Area units, Training Centers, etc 8
Questions?9
Back-up Slides10
BPR Operational Success - Executed D9 | Hurricane Irma & Hurricane Maria 29SEP17 – Closeout: RST surged to release $587k from D7’s obligations (within 1 hour & remotely from D9). (Result = Funds immediately available for operational execution .) SEP-OCT17 – Contingency Response: RST utilized for CBLs, Fuel Card Assist & to Issue, Obligate, & De-obligate Travel TONOs. (Result = Increased logistic response.)Pending Approval – OCT17: RST utilized to relieve IMT purchase burden. Entire Detroit Micro Purchase Team, Remote Assist (Result = Faster Goods/Services Delivered.)11
BPR Operational Success D9 | Hurricane Irma & Hurricane Maria OCT17 – Contingency Response Property: RPSO+ surged to Puerto Rico for 100% Cap & GPP Accountability. Utilize RPSO authority ($50k), BPR Standardized Processes & RST Staff Remotely. (Result = Relieve Operational Units from Property Admin Burden. ) OCT17 – Contingency Response Finance: RST Staff postured to reconcile $20M in Hurricane Travel Obligations and Purchases remotely from D9 . (Result = Relieve Operational Units from Financial Admin Burden .)OCT17 – Post Contingency Response Procurement: RST Staff standing by for post IMT watch procurement assist. (Result = Relieve Operational units from “procurement catch-up” burden & return to normal operations.)12
Course of Actions Presented to Leadership Council Oct 2017 *#1 (Base)Billets Shift to DCMS (Base) PAL*Recommended in accordance with current charter* #2 (Hybrid) Billets for Reconciliation & Property Shift to DCMS (Base) PAL P& C centralized w/in Sector/AirSta #3 (Unit) Billets Remain on Unit PAL Reflects current BPR Operations but following D9/D11 model #4 (pre-BPR) Return to pre-BPR State PAL changes done via district-by-district/RST OMR Billets will start as detached duty billets remaining at current unit reporting to Base RST pending further analysis Not all SK billets are impacted (No change for SKs working in shipping and receiving, mailroom & AirSta parts management.PAL changes done for reconciliation & property functions only BPR SABs allocated to Lead Bases as RPSOs P&C functions are regionally centralized at Sector, AirSta, and Base COA 2A: Position Backfills No PAL changes Team is a “virtual” one, blended of SKs from District, DCMS, and FORCECOM units Many SKs have FMPS & non-FMPS bosses in separate locations COA 3A: Source Bases (~ 30 billets) – recommended by Sector/Base COs Undo all BPR efforts to date and disband BPR team Focus on new system and associated preps