Program and Financial Management Leadership Alignment Meetings

1. People Change Process Change Technology Change Program and Financial Management Leadership Alignment Meetings Commerce Business Environment Convergence for Implementation The beginning of an evolution Linking Procurement, Program and Finance

2. Terms and acronyms System definitions • ORSI: Acronym for “Obligation and Requisition Standard Interface” that connects technology to deliver a procurement and financial processing electronic support environment. • TIBCO: The formal name for the ORSI middle ware (software) • CFS: Acronym for “Commerce Financial System” • C.Request: The web-based requisitioning system • CSTARS: Acronym for “Commerce Standard Acquisition and Report Systems”, the current client-server acquisition production system • CSPS: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census

3. Terms and acronyms (con’t.) Process and role definitions • Go-live: The ORSI cutover date when all systems will be connected operationally. • Deployment: ORSI preparation activities and launch which include the Go-live date. • CD435: the printed commerce form titled “Procurement Request” that is eliminated with ORSI deployment • Requisitioner: A person who historically prepared CD435s • Reviewer/Approver: A person who historically checked and okayed prepared CD435s. • Business Broker: The Procurement representative who works with Program Mangers and Acquisition Teams. • Cross-servicing: The use of another bureau’s Procurement Office and acquisition processing systems and services.

4. C.Request CFS ORSI BPR & Data Standardization CSTARS Agenda ORSI technology with common business processes and standardized data take the acquisition business to the next level. • The big picture • What are the changes? • Why these changes? • Your direct benefits • How are your Requisitioners impacted? • How are your Reviewers/Approvers impacted? • How does working with the Procurement Office change? • Get ready for October 16th • How you can help the transition • Key dates and events

5. The big picture: Commerce Business Environment (CBE) timeline Go-live 1999 2000 2001 2002 2003 2004 2005 ....... 2/06 3/06 4/06 5/06 6/06 7/06 8/06 9/06 10/06 11/06 12/06 ................ and beyond CBE Business Case Developed and Approved Market Research Web Solutions Purchase Web-based Contract Mgmt. Solution Implement Web-based Solution Procurement Action Team Formed Enterprise Pilot Approved Purchase and Implement Web-based Content Management Software CSTARS Business Case and Program Managers Plan Developed and Approved Product Management Support Pilot Evaluation Completed C.Request Training Product Management Support CSTARS Users Group Support Systems Solutions Team Support CBE Users Group Support Design, Program & Test ORSI Program Interface with Web-based Solution NIST Proof of Concept Financial Interface Complete Financial Interface Planning Complete Design, Program & Test 8 ARs ORSI deployed ORSI Maintenance ORSI Maintenance ORSI Deployment Readiness Activities Purchase Web-based Requisition System Change Management, Organizational Alignment & Communication Plan BPR & Data Standards for Requisitioning Web-based Solution Training FPDS-NG (CSTARS) Training BPR & Data Standards for Contract Award & Contract Administration Data Warehouse Planning Completed Enterprise Acquisition Reporting System (EARS) Built DW versus FPDS-NG Analysis Implement Common Practice using Model Office Enterprise Acquisition Reporting System (EARS) Build II & III CBS Server Consolidation Integrated Acquisition Environment Initiated Integrated Acquisition Environment Deployed (CCR, FPDS-NG, WDOL, ORCA, EPLS, eSRS, FedReg, FedTeDS) Additional Integrated Acquisition Environment Systems Deployed (PPIRS, FBO, etc.) IT Security Planning and Documentation, Capital Planning & Governance 6 bureaus with procurement authority 9 procurement systems • Include all acquisition mgt. functions and processes • Single acquisition, Web-based, “portal-like” solution • Serves the acquisition stakeholder community 5 bureaus with procurement authority 2 procurement systems  Standard business practices  Lower purchasing costs  Leverage technology investments “Business Brokers for Program Success”

6. What are the changes? Program Managers Program • Web-based C.Request requisition processing • Standardized data across all bureaus • Common business processes and practices • Electronic: • Validation of ACCS in CFS • Routing for requisition review & approvals • Requisition approvals • Attached supporting documents • Submission to Procurement offices • Notifications, status checks and updates Procurement and Finance • CSTARS and CFS enhanced features • Electronic data transfer with C.Request • Obligate funds electronically • Standardized data across all bureaus • Common business processes and practices for awarding and administering contracts ORSI Finance Procurement Offices

7. Why these changes? It’s simple -- Fewer resources, increasing acquisition workloads, and shrinking budgets combine with legislative pressure and your demands for higher quality, faster acquisition services. These changes will deliver: • Streamlined acquisition processing. Get to contract award faster! • Enable strategic sourcing to get better quality at lower prices • Enable performance and contract management metrics • Enable proper contract time & delivery management • Lower transaction costs • Decrease acquisition processing clerical work • Increase capacity of Procurement representatives to work in partnership, as Business Brokers, with Program Managers to: • Improve Acquisition planning • Reduce requisition “rework”

8. Program Manager benefits • Increases speed of requisition processing • Reduces paper processing • Electronic selection and instantaneous routing • Supporting documents assembled and attached electronically • Electronic approvals for certifying and approving officials • Electronic requisition “submit” to Procurement Office • Eliminates rework and increases requisition accuracy • Reduces double keying of requisition and obligation document data • Increases financial accuracy and cleaner data • Increases early involvement by Procurement to support planning • Eliminates invalid ACCS codes • Improves FAR and CAR compliance through common business processes • Increases ability to manage requisition process • Near real-time status action tracking from desk top • Automated and consistent feedback and updates from Procurement Office • Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data warehouse reports

9. Finance benefits • Brings Procurement Offices in line with previous ACCS structure and values defined by Finance • Increases accuracy and completeness of reports drawn from the Commerce Business System (CBS) data warehouse • Gives Finance greater control in the Budget and Resource Allocation process • Standardized values position organization for future Commitment Accounting efforts.

10. The electronic requisition process 3. Electronically routes requisition for internal approvals and funding • Requisitioner enters requisition data into C.Request Budget Liaison 2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing Program Management Budget/Finance 4. The requisition proceeds electronically, as needed, for external approvals Legal CIO 5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked. 6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office

11. What is the difference between processing requisitions today vs. after ORSI Go-live?

12. Requisitioner roles and responsibilities • Requisitioners must use C.Request on all FY07 requisitions • Customers, NOT Procurement, must complete all requisitions • Paper CD435s will not be accepted by the Procurement office • Supporting documents should be attached and submitted electronically with the requisition • Orders against existing contracts can be processed as well • Requisitioners will speak this standard language • A C. Request customer requisition becomes a CSTARS purchase request. • A requisition package is the C.Request requisition plus all supporting documents assembled electronically. • The ACCS is the“Accounting Classifications Code Structure”, the financial codes found on the old CD435. • To confirm that the ACCS codes are valid within CFS, Requisitioners “Commit” in C.Request. • To send the requisition package to the Procurement Office after it is approved (and the ACCS is validated), Requisitioners will “Submit” in C.Request. Note:Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.

13. Requisition Reviewer/Approver impacts • Reviewers/approvers must use C.Request • Receive the requisition package electronically • C.Request reviewer/approver inboxes contain the work to be done • Messages to “go look” in the C.Request in-box arrive via bureau email account • Reviewers/approvers selection lists are maintained in C.Request • User profiles contain contact and requisition default information • Back-ups can be assigned to cover for vacations and other absences • Reviewers/approvers are selected by Requisitioners • Routing can be linear, simultaneous or a combination • Names can be selected individually or in predefined groups • Reviewer/approver completion status is tracked automatically • No more paper lost on someone’s desk for days • No more “I didn’t get a copy” • Reviewers/approvers must attend C.Request training • Before they are allowed to use C.Request review/approval function. It’s a challenge to change old habits, especially reliance on paper processing!

14. Procurement as your Partner, the “Business Broker” Traditional Procurement involvement Requisition Development/ Requirements Definition Strategy/ Acquisition Planning & Budgeting Solicitation & Contract Award Strategic Contract Sourcing Performance Acquisition Management Strategy The Program Managers Life Cycle Refreshing the Business Broker role • Your Business Broker is the Procurement representative who works with Program Managers and Acquisition Teams • For example, Business Brokers help plan complex acquisitions before the development of the requisitions. • Key features: • A full member of the Acquisition Team • No more “Berlin wall” between the organizations • Creates a win-win situation for everyone!

15. Why partner with Procurement for acquisition planning? You want: • Less requisition rework after submission to Procurement because of planning errors, not following regulations, or missing information • Minimized administrative costs and maximized contract cost avoidance • Increased consistency and quality of acquisition plans across your program offices • Informed decision-making by exploring all alternatives and best practices before proceeding

16. Business Broker role – why now? • ORSI technology enables • Easier, more consistent communications, information access and sharing • Frees Procurement staff from clerical work • Program Managers have found this role delivers promised benefits, especially on large complex acquisitions • A new common planning process provides a guide to this partnership relationship and work. • There is increasing need to consolidate small acquisitions through joint analysis and planning creates strategic sourcing opportunities for increasing savings and quality.

17. What your Procurement representative Business Broker will do for you • Meet with you, at least periodically, to • Understand and anticipate your acquisition needs and budget constraints/opportunities • Identify potential “unanticipated” situations that may require emergency actions • Acquire the right solution at the right time to solve the problem • Advise you on contracting vehicle alternatives • Increase options before you move develop the requisition • Coach your people in how to write requirements • Give you flexibility and the greatest competitive opportunity for the best value • Create performance-based services requirements • Help with complex acquisition needs, • Create acquisition milestone plans that are realistic and achievable • Conduct early market research to increase or target your solution options • Help you consolidate many small acquisitionsinto larger contracts • Take advantage of strategic sourcing opportunities • Save you money and deliver a better value • Mitigate frustrations with solid communications and act responsively • You and your Procurement representative are on the ‘’same page’ before they receive the requisition • Work collaboratively to get you the best value and solution.

18. Your role in the Business Broker partnership • Reach out to your Procurement representative. • Don’t wait for them to come to you • Involve them early in your acquisition planning • Don’t just throw a requisition over the wall • Accept your Procurement representative as your agent in the marketplace • For your complex acquisitions, • Form an Acquisition Team early, making your Procurement representative, an active, full team member from the start • Use the BPR & Data Standardization common processes as your guide for managing the acquisition process. • Once you have a contract, ask your Procurement representative to facilitate a contract kick-off meeting and together develop a work plan with the contractor, especially when: • There are multiple tasks and people involved • There are performance standards that must be met • There is more than one deliverable during the performance period • Schedule is critical • The CO thinks it’s important to contract success

19. Get ready for ORSI Go-live! • Identify those who can help with training and post go-live support on-the-job • Requisitioners especially good at helping others (super users) • Schedule them for “train-the-trainer” course • Get end user training completed • Both Requisitioners and Reviewers/approvers must be scheduled for training • Work with your bureau C.Request system administrator • Load user profiles with complete information • Establish a process for maintaining user profiles • Develop default Reviewer/approver group lists • Start communicating with your program and project managers • Use this presentation content in discussions with managers • We have communications packages for Requisitioner Supervisors and Requisitioners • Start working with your Procurement representatives in acquisition planning • Schedule a meeting to discuss your next annual acquisition requirements • Reward those who jump on board, perform well, reinforce processes, and help others

20. ORSI information contacts and resources • Please contact your bureau ORSI implementation coordinator for training schedules and communications support • Census – Peter Sefton (douglas.p.sefton@census.gov) • NOAA – John Abbott (john.j.abbott@noaa.gov) • OS - Crystal Davis (cdavis2@doc.gov) • NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov) • ORSI Communications Support Team or ORSI Communications Support. • Tom Cochran (tcochran@doc.gov) • Jerry Rorstrom Lee (jrorstrom@doc.gov) • Dorine Andrews (dandrews@rwd.com) • Web site http://oamweb.osec.doc.gov, click-on ORSI Information(available October 1, 2006).

21. How can you help the transition? Immediate acceptors – love any kind of innovation. These people are willing to put up with problems and inconvenience. Early adopters – will change as soon as they see personal advantage to advance their position (become a “star”) and make work easier, even if it takes some learning. However, they can’t deal with bugs and other start-up problems. Late adopters – will change when they see it takes less effort to change than to resist. These are the people who create work arounds until it’s obvious that it is easier to change. Skeptics– will change when everyone else has changed and they can no longer afford to be left out. It will affect their performance reviews, plain and simple. Hard core resistors – will change only when the consequences of not changing are very much more significant than changing (e.g., job loss). Some may even choose not to change. LEGEND Propensity to Accept Neutral or Mixed Propensity to Reject

22. How will people react? Stage 4: Acceptance and Commitment Stage 1: Denial They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.” People become excited about the possibilities and the future. They begin working together to accomplish the change vision. “This won’t last. It won’t work.” People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things. Stage 2: Resistance Stage 3: Bargaining After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?” People want to make the change work-on their terms, but don’t have clear answers. “This is too complicated to learn.” People feel frustrated, angry, or fearful about the change. They feel they have lost control of their work. Performance deteriorates.

23. How can you help people? Stage 4: Reinforce Acceptance and Commitment • Acknowledge successful past • Describe the pain and consequences of not changing • Sell the problem, not the solution • Link need for change to the future • Fully inform, repeatedly, to make change inevitable Stage 1: Get Past Denial • Acknowledge hard work • Reward new behavior • Reaffirm vision and how people have built on that vision • Acknowledge what is left behind • Develop long term goals, plans & measures • Provide on-going information sessions, Q & A mechanisms • Integrate technology & processes into daily lives Stage 3: Support Exploration, not bargaining Stage 2: Overcome Resistance • Get people engaged in ways to solve problems through the solution • Keep sharing information about what you know and don’t know • Encourage debate, dissent • Don’t deny people’s feelings • Give people control where you can (e.g., training dates) • Create forums for discussion • Give people freedom & direction to explore • Give permission to find ways to use the solution, test out options, and build action plans • Encourage risk taking, team work and collaboration • Make room for other’s ideas • Set short term goals and measure achievement • Share information about what you know and don’t know • Publicize success stories

24. ORSI information contacts and resources • Please contact your bureau ORSI implementation coordinator for training schedules and communications support • Census – Peter Sefton (douglas.p.sefton@census.gov) • NOAA – John Abbott (john.j.abbott@noaa.gov) • OS - Crystal Davis (cdavis2@doc.gov) • NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov) • ORSI Communications Support Team or ORSI Communications Support. • Tom Cochran (tcochran@doc.gov) • Jerry Rorstrom Lee (jrorstrom@doc.gov) • Dorine Andrews (dandrews@rwd.com) • Web site http://oamweb.osec.doc.gov, click-on ORSI Information(available October 1, 2006).

25. Thank you! Let’s work together to create an environment where change is welcomed, not resisted!