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Financial Management & Procurement Services (FMPS ) Business Process Reengineering (BPR)

Financial Management & Procurement Services (FMPS ) Business Process Reengineering (BPR). Spring 2019 PDT Chesapeake, Virginia. April 24, 201 9 CAPT Brett Millican. Commandant Priority.

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Financial Management & Procurement Services (FMPS ) Business Process Reengineering (BPR)

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  1. Financial Management &Procurement Services (FMPS) Business Process Reengineering (BPR) Spring 2019 PDT Chesapeake, Virginia April 24, 2019CAPT Brett Millican

  2. 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

  3. Program Overview • Financial 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

  4. Value Stream Mapping – Alignment of Property/P&C/FM - Intersections Way Forward – Implementation SLA/FW District 17 District 7 District 8 District 14 D5 Retrofit D13 Retrofit District 1 As of 10 Sep 2018 BPR Rollout FMSII Go-Live (Oct 2020) = completion date (tbd for VSM - updated after VSA meeting for VSM) = BPR “go live” NLT Dates

  5. Framework - Catalog of Services • Redefines how services are requested/provided: • Financial Management • Property/AssetManagement • Procurement and Contracting • Contingency Support

  6. Property/Asset Management Procurement & Contracting (P&C) Functional Service Lines Financial Management (FM) Regional Support Teams (RSTs) Budget Accounting Staffed by Comptrollers, CWOs (F&S), SKs, SFCOs & Civilian Counterparts from units having personnel primarily performing duties in one of the 3 service lines

  7. Service Level Agreement (SLA) • Supported Units (SU) • Funds Ownership • Determine & Communicate need • Regional Support Team (RST) • Management • Execution

  8. BPR Benefits • Reorganize the FMPS workforce into Regional Support Teams for optimal efficiency, workload balancing & mentoring/pro-dev • Reduce the admin burden on non-FMPS professionals • Develop Process Guides • Establish 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/ICS • Challenges/changes: • 75/25 split; unit identity • Rotating E-6 and below • BPR does not fix everything that many want to see changed • Reservists • Other units – Area units, Training Centers, etc

  9. Questions?

  10. Back-up Slides

  11. 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.) BPR Operational Success - Executed

  12. D9 | Hurricane Irma & Hurricane Maria BPR Operational Success 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.)

  13. Course of Actions Presented to Leadership Council Oct 2017

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