Modernizing Financial Management and Procurement Services for Improved Efficiency

The Financial Management and Procurement Services (FMPS) initiative aims to re-engineer business processes, reduce administrative burdens, achieve economies of scale, and ensure audit compliance. By modernizing processes and implementing Strategic Sourcing, the Coast Guard seeks to enhance operational support and stewardship of resources. Key focuses include regionalized support, data migration, and implementing new systems for improved effectiveness and sustainability.

• FMPS Initiative
• Business Process Reengineering
• Modernization
• Efficiency Improvement
• Audit Compliance

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

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 Financial Management and Procurement Services

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 Financial Management and Procurement Services

4. Way Forward Implementation As of 10 Sep 2018 FY18 FY19 FY20 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 O N D J F M A M J J A S O N D J F M A M J J A S O N D Value Stream Mapping Alignment of Property/P&C/FM - Intersections SLA/FW District 1 BPR Rollout D5 Retrofit District 7 District 8 D13 Retrofit FMSII Go-Live (Oct 2020) District 17 District 14 = BPR go live NLT Dates = completion date (tbd for VSM - updated after VSA meeting for VSM) 4 Financial Management and Procurement Services

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

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

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

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 8 Financial Management and Procurement Services

9. Questions? 9 Financial Management and Procurement Services

10. Back-up Slides 10 Financial Management and Procurement Services

11. 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 Financial Management and Procurement Services

12. 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 Financial Management and Procurement Services

13. Course of Actions Presented to Leadership Council Oct 2017 *#1 (Base) #2 (Hybrid) #3 (Unit) #4 (pre-BPR) Return to pre-BPR State Billets Shift to DCMS (Base) PAL *Recommended in accordance with current charter* Billets for Reconciliation & Property Shift to DCMS (Base) PAL P& C centralized w/in Sector/AirSta Billets Remain on Unit PAL Reflects current BPR Operations but following D9/D11 model PAL changes done via district-by-district/RST OMR No PAL changes Undo all BPR efforts to date and disband BPR team PAL changes done for reconciliation & property functions only Team is a virtual one, blended of SKs from District, DCMS, and FORCECOM units Billets will start as detached duty billets remaining at current unit reporting to Base RST pending further analysis BPR SABs allocated to Lead Bases as RPSOs Focus on new system and associated preps Many SKs have FMPS & non- FMPS bosses in separate locations P&C functions are regionally centralized at Sector, AirSta, and Base Not all SK billets are impacted (No change for SKs working in shipping and receiving, mailroom & AirSta parts management. COA 3A: Source Bases (~ 30 billets) recommended by Sector/Base COs COA 2A: Position Backfills Financial Management and Procurement Services