Leading Resource Management In The Southwest Asia Theater ...€¦ · Workforce/Talent Management &...

3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245

Presented by: MG Thomas HorlanderUS Army Financial Manager & Comptroller

THE OVERALL CLASSIFICATION OF THIS BRIEFING IS UNCLASSIFIED

Leading Resource ManagementIn

The Southwest Asia Theater of Operations

American Society of Military ComptrollersNational Capitol Region Professional Development Institute

Washington, D.C. 13 March 2014

mailto:[email protected]


Leading Resource Management InThe Southwest Asia Theater of Operations

Purpose:To provide the ASMC NCR PDI an executive presentation on key

stewardship/resourcing lessons learn for DoD financial management

professionals in a theater of operation.

Agenda: Arrows for Your Quiver.

•What do our leaders want from us?

•Where should we focus our efforts?

•Senior Leader or Strategic Leader?

•Achieving Fiscal Sustainability

•Stewardship Programs

•Big Rocks

•Stay Connected

Questions/Discussion

2UNCLASSIFIED




3

1. Tie Funding Program to Strategic Objectives2. Develop Accurate Funding Requirements3. Optimize Use of Available Funding Sources4. Attain Enduring Funding Sources5. Optimize Purchasing Power6. Achieve Full Transparency / Auditability7. Integrate Business Systems8. Maximize Flexibility9. Make it Easy for Leaders10.Ensure Compliance

What do our Leaders want from us?

“Excellent Stewardship of Command’s Resources!”

UNCLASSIFIED




4

1. Requirements Generation / Validation

2. Program & Budget

3. Planning & Operations

4. Cost Management & Efficiencies

5. Business Enterprise Organization, Architecture and Integration

6. Financial Operations

7. Big Cost Drivers

8. Future Operations: Support Strategic Objectives

9. Strategic Communications

10. Workforce/Talent Management & Professional Development

G8 Lines of Effort

UNCLASSIFIED




5

US FISCAL AUTHORITIES:US Constitution, US Code, National Defense Authorization Act (NDAA), US Appropriation Acts, Presidential Decision Memorandums (PDMs), etc…

INTER-AGENCY, DOD and SERVICES PLANS, POLICIES & PROGRAMS (i.e. the Army Plan (TAP), the Army Campaign Plan (ACP), Army Acquisition Plan (AAP), Army Military Construction (MILCON) Plan, etc…)

US NATIONAL SECURITY STRATEGIES & GUIDANCE: National Security Strategy (NSS), National Defense Strategy (NDS), National Military Strategy (NMS), Quadrennial Defense Review (QDR), Unified Command Plans (UCP), Regional Plans, etc…

STRATEGICRESOURCING

TRIAD

SOURCE: MG Thomas A. Horlander

Senior Leader or Strategic Leader

•KNOW THE PLAN•KNOW THE PLACE•KNOW THE PEOPLE•KNOW THE PURPOSE

UNCLASSIFIED




6

Achieving Fiscal Sustainability In An Era Of Persistent Conflict?

1. Make & Enforce Balanced Decisions2. Is this the best way or the easiest way to do the job?3. Am I properly tasked organized and structured for the mission?4. Are we developing the right skill sets?5. What “should” this capability cost?6. Am I focused on the right things?7. Do our current processes enable us to make decisions about the

right things and then make the right decisions?8. We’ve always done it this way! – Are we stuck in the past?9. Follow through.10. Strategic Communications

UNCLASSIFIED




SWA Theater Stewardship Programs:

“Res

ourc

ing

Am

eric

a’s

War

figh

ter”

Theater Requirements, Contracts and Execution Reconciliation Program

Vendor Pay Timeliness, Cash off the Battlefield

General Fund Enterprise Business System

Cost Analysis

Theater Requirements Generation Tool

Lean Six Sigma

Qtrly PBACs, TMFR, Talent Management & OPDs

Coalition Acquisition Review Board – Requirements Validation CARB

Fiscal TRIAD

UNCLASSIFIED 7




BIG ROCKS

1. GFEBS FIELDING2. FUNDING LEVEL CHANGES3. OIF EOM / USF-I CLOSE-OUT4. AFGHANISTAN RETROGRADE OPNS5. ARCENT vs 3A vs CFLCC – SPARTAN SHIELD & REGIONAL ENGAGEMENT

STAY CONNECTED

1. OSD(C)2. DFAS3. CENTCOM4. SERVICE (US ARMY): ASA-FMC, ASA-ALT, Army Material Command, Army Contracting Command, HQDA G4, HQDA G8(DPAE), …

UNCLASSIFIED 8




9

Take Aways

STEWARDSHIP IS LEADERSHIP!

1. Know what matters2. You are an Operator!!3. Organize Your Efforts4. Be more than a great Resource/Financial Manager; Be a

Strategic Leader5. Develop a “Sustainable” Resourcing Program6. Use Stewardship Programs to Achieve Fiscal Sustainability7. Remember – somebody at home is worried about you.

UNCLASSIFIED




10

DISCUSSION/QUESTIONS

UNCLASSIFIED




11

GFEBS is the US Army’s new business management system that empowers users

and leaders to be cost managers, have seamless connectivity with other US Army

business systems and achieve a level of accountability over its fiscal resources

that ensure it is auditable and in compliance with federal law. USARCENT

deployed GFEBS to manage its base funding program on 01 April 2012 with the

remainder of the command and SWA theater formations “going live” on 01 July

2012.

GENERAL FUND ENTERPRISE BUSINESS SYSTEM

KEY BENEFITS / SIGNIFICANT IMPROVEMENTS:

• Empowers Commander to Make cost-informed decisions• Integrated End to End Procure to Pay Process• Minimizes operator input• Real Time Financial Information• Cost Management• Integrates with other Army SAP systems• Achieve auditability NLT EOY FY14

UNCLASSIFIED




12

GFEBS CONCEPT OF OPERATIONS

• 9 Major Business Hubs: CONUS X 4, Kuwait, 2-Qatar, Bagram and Kandahar

• Hybrid Go-Live Approach: SF, LOGCAP, STRATLIFT Live on 1 July; NSF incremental

implementation over time; CERP (Go-Live Late)

• Theater GFEBS Fusion Cell (TGFC): Comprised of Soldiers & Civilians from all apexes of

the Fiscal Triad; single source of full spectrum expertise; operational problem

solving/resolution

• On-Site Support (OSS): Assist the end-user and resolve non-system error problems

AfghanistanKuwait

Qatar

Major Business HubStorefront

LEGEND

UNCLASSIFIED




13

• Phase 0:

• Conduct Theater GFEBS Senior Leader Summit

• Conduct individual and collective training culminating in a theater MRX

• Test System

• Publish Governing Documents (OPORDs, Operating Manual, etc…)

• Establish and Mature Theater GFEBS Fusion Cell (TGFC)

• Phase 1: 1 Jul 12

• All KU and QA units will fully implement GFEBS

• Strategic Lift and Stock Fund – transition to GFEBS, managed by ARCENT

• USFOR-A – All direct charges/MIPRs and recurring new service contracts in GFEBS

• Phase 2: 1 Oct 12

• All Phase 1 Activities

• Commodity Contracts in GFEBS

• ACSA Payables in GFEBS

• Phase 3: 1 Oct 13

• All Phase 1 & 2 Activities

• One time service contracts l OCO Funded Civilian Expeditionary Work force (CEW)• CERP l Afghanistan Security Forces Funds (ASFF)

FY12 1st-3rd Qtrs FY14FY13FY12 4th Qtr

PHASE 0 PHASE 1 PHASE 2 PHASE 3

GENERAL FUND ENTERPRISE BUSINESS SYSTEM

GFEBS CONCEPT OF DEPLOYMENT

UNCLASSIFIED




Theater Requirements, Contracting and Execution Reconciliation

Comprehensive, Automated

Information Management

Structured Review Process• Monthly Action Officer Review

• Quarterly Contract Review Board

•Chaired by a General Officer

Key Leader

Involvement

• TRCER OPORD published in APR 12

• TRCER Installed on leaders’ desktops

•Contract Management Support Officers

(CMSO) appointed in each staff section

• 3 HQ USARCENT chaired

QCRBs

UNCLASSIFIED 14




Theater Requirements, Contracting and Execution Reconciliation

COSTS BENEFITS

CURRENT STATUS WAY AHEAD

Efficient Battle Hand-off

3 Quarterly Contract Review Boards – Leadership Visibility

• Operations, Sustainment, Staff Augmentation

HQ Staff - De-scoped three contracts - $40M savings

Key Leader oversight of respective programs

USARCENT service contracts populated

Conducted 2 of 3 QCRBs

• QCRB-A (Staff Augmentation) - Pending

Continue to capture/refine subordinate and OPCON contracts

Automated e-mail notification for CARB status

Publishing Concept of Deployment in Afghanistan

• DoD Enterprise-wide plan

Continual refinement of data and inculcating the

program into the Theater-wide business processes

Manpower 1 CMSO per staff section

3 Full-time G8 personnel support both TRCER and TRGT

Time Monthly action officer review

Quarterly Contract Review Boards (QCRB) -Total of 6 hrs/qtr

Money

TRCER developers funded from OSD-directed contract for

theater-wide business systems

UNCLASSIFIED 15




SharePoint-based tool developed by PEO C3T’s

Tactical Mission Command

Single tool for the SWA theater to capture emerging

requirements

Checklists and templates guide the requestor through

requirement documentation and justification

Battle-tested for 12+ months on Kandahar Air Field by

local J4, J8, RCC

Theater-wide training/implementation July-Aug 2012

Individual Requirement Views

Subcomponent of TRCER that

automates requirements

generation / validation and

provides theater-wide visibility

Theater Requirements Generation Tool

UNCLASSIFIED 16




Theater Requirements Generation ToolCOSTS BENEFITS

CURRENT STATUS WAY AHEAD

Time

Electronic staffing of requirement packages

Electronic RFI between voting and non-voting members

Efficiency

Dynamic staffing automatically routes IAW CARB policy

Visibility of package status throughout staffing process

Accuracy

Ensures complete requirements packet from the start

USFOR-A J6 and SWA Cyber Center establishing

domain trust between USFOR-A and USARCENT

USFOR-A and USARCENT developing TRGT FRAGOs

for their respective AORs

Installation/testing at USFOR-A – initial phase

Tactical Mission Command publishing user/admin guides

Developing training strategy

Domain trust anticipated by end of June between Kuwait

and Afghanistan

Train-the-trainer begins in July

Initial ARB/JARB/CARB packets processed in July

Theater-wide implementation in August

Manpower 3 Full-time G8 personnel support both TRCER and TRGT

Tactical Mission Command – 4 personnel

DCMO/EBO – 3 personnel

Money

No additional funding required

Time Start-up Implementation

UNCLASSIFIED 17




18

THEATER FISCAL TRIAD

THEATER FISCAL TRIAD (TFT): Comprised of the Senior Leaders from the Resource Management/Comptroller (USARCENT), Contracting (C-JTSCC ) and Financial Operations (Financial Management Center and DFAS) communities, the TFT meets weekly to address key resourcing issues. ISO the OIF/OND EOM financial closeout operations, the TFT convened a senior level WG to conduct and oversee the post OND activities of all organizations having equities in the business processes. This has helped ensure the proper closing of USF-I’s business operations.

UNCLASSIFIED




19

USF-I Business CloseoutA B C

D

(B + C=D)E F G

H

(F+ G=H)

ORGANIZATION

ACTIVE

(LINES)

AS OF

1 DEC 11

ACTIVITY

(LINES)

BALANC

E

(LINES)

31 MAR

GOALS

(LINES)

ACTIVE

($)

AS OF

1 DEC 11

ACTIVITY

($)

BALANCE

($)

SHAW AFB 708 -381 327 500 $291M -$108M $183M

KUWAIT/QATAR 2,290 -1,234 1,056 700 $1.70B -$660M $1.04B

USF-I CONTRACTS

FY 07-08 Shaw AFB. FY 09-12 worked in Kuwait

OPEN LINES IN ENTITLEMENT SYSTEMS

FOR USF-I CONTRACTS

A B CD

(B + C=D)

ORGANIZATIONACTIVE

AS OF 1 DEC 11ACTIVITY BALANCE

31

MAR

GOAL

SCO- I/Q 3,755 -1,647 2,108 1,350

ROCK ISLAND Iraq 85,390 -31,733 53,657

A B C DE

(C+D=E)

ORGANIZATION DESCRIPTIONON HAND AS

OF 1 DEC 11ACTIVITY BALANCE

DFAS CAPS-W 3,670 -1,419 2,251

9th FMCOContracts

FY 7-11 7,960

DASA-FO has approved

request to waive audit

requirements. Documents

will be shipped to National

Records Center. 9th FMCO

Contracts

FY 3-66,687

FiscalTriad

RM

Contracting Finance

Rock Island DFAS

Kuwait

UNLIQUIDATED OBLIGATIONS (ULOS) WITHIN STANFINS:

UNCLASSIFIED




20

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

USARCENTShaw AFB

USARCENTTheater

Rock Island C.C. (FFP)

Qatar

DFAS ROME

Nat’l Archives: Dayton

Nat’l Archives: ATL

Nat’l Archives: DC

EDA (E)

CEDMS (E)

File Type Requirement: Contracting: Disbursing :

Location

(All files transferred to Rock Island Contracting Command: March 2012)

USF-I Fiscal Reconciliation: Document Control Matrix

UNCLASSIFIED




21

SWA Theater Lean Six Sigma Program

BAF/KAF Retro Sort

• BAF & KAF Retro Sort Yards Share Best Practices and Lessons Learned to Improve

•Standard Operating Procedure; Virtual Warehouse set up; Internal Layout & Reporting

• BAF Producing 23 TEUs a day for shipment (45 SBDE CW3 Taylor leading the effort)

• Working with USFOR-A and Sierra Depot to ensure “right” things getting sent back

KAF Throughput

• Focused on Call Forward to Materiel In-Gated

Process

• JSC-A, 401st AFSB, and 45 SBDE collaboration

• Working with NATO Leadership to get buy in and build sustainable process

UNCLASSIFIED




22

SWA Theater Lean Six Sigma Program

Kuwait

NDN Route

PAK GLOC

Multimodal Routes

Theater Retrograde Modeling

• ARCENT/USFOR-A model for Retrograde Ops

• What-If Analysis based on Actual RIP/TOA Data

• Forward Looking based on Historical Data

Removal of Inactive DoDAACs

• Identified > 5700 TEUs static/inactive DoDAACs

• Collaborative effort with ARCENT G4 & SDDC

• Disposition Instructions Under Development

UNCLASSIFIED




23

SWA Theater Cost Analysis Team

COST WARRIORS: In FY09, USARCENT in coordination with DASA-CE initiated a theater wide cost analysis effort focused on identifying cost avoidances and savings. These efforts focused on several areas where large expenditures provided opportunities to identify avoidances and savings. Areas included: Requirements Revision, Foreign Excess Personal Property (FEPP), Found on Installation (FOI) Property, Redistribution, Base Life Support, Stock Fund Reconciliation, and Joint Accounting Reviews. Since its establishment, the COST WARRIORS team has identified billions of dollars in avoidances and savings across the SWA theater, enabling leaders to make cost-informed better resourcing decisions.

COST BENEFITS BY TYPE

$1,180.0 21%

$1,068.3 19%

$849.9 15%

$572.9 10%

$30.3 0%

$1,211.4 21%

$189.9 3%

$633.8 11%

FY12 Cost Avoidance/Savings ($M) by Type

Requirements Revisions

Foreign Excess Personal Property (FEPP)

Found on Installation (FOI) Property

Redistribution

Base Life Support

Stock Fund Reconciliation (Current/Prior Yrs)

Joint Accounting Reviews (Current/Prior Yrs)

Lean Six Sigma

PICK CHART

UNCLASSIFIED




1. Organize

2. Resource

3. Leader’s Program

4. Portfolio Management

5. Focus Where?

6. Institutionalize

7. Integrate into Processes & Measure

8. Train & Educate

9. Leverage Material Solution

Stewardship: A Key to Successful Army Operations

UNCLASSIFIED 24




Individual

Organization Institution

Personnel Decision TRIAD

WorkForce Development: Leaders Responsibility

1. Every Briefing is a Training Lesson

2. Every Conference Room is a Classroom

3. Every Professional wants to grow…

4. Be an expert on training

5. You are a Mentor; what kind of mentor are you?

UNCLASSIFIED 25




End State Characteristics – What Our Leaders Want

1. Tie Resourcing Program(s) to Strategic Objectives2. Develop Accurate Resourcing Requirements ($, Manpower, etc…)3. Optimize Use of Available Resources4. Attain Enduring Base Funding Sources5. Optimize Purchasing Power (Stewardship) 6. Achieve Full Transparency / Auditability7. Fully Integrate ERP Business Systems8. Maximize Flexibility and Adaptability9. Manage the Army’s FM enterprise through sound policy formulation10. Ensure Compliance11. Ensure Workforce Development / Talent Management12. Workforce Structure/Capability Commensurate with Mission

Requirements (right-sizing, grading)

An Army (FM Military and Civilian) Workforce that can:

UNCLASSIFIED 26




Goals and Objectives of TF FM Optimization1. Organize for Auditability

2. Leverage the Army’s new ERP material solution

3. Optimize Workforce - Military and Civilian

4. ReOrganize Horizontally and Vertically

5. Leverage Garrison Workload to train skill sets of Deployable Formations

6. Minimize Redundant Capabilities

7. Right-Size the Workforce (include grade plating & job series):

8. Develop Training and Certification Strategy based on Optimal Solution

9. Reduce cost of FM operations; reduce hierarchy architecture; reduce

geographical locations

10. Achieve efficiencies thereby reducing cost of US Army FM operations by $200M

annuallyUNCLASSIFIED 27


Leading Resource Management In The Southwest Asia Theater ...€¦ · Workforce/Talent Management &...

Documents

Transcript of Leading Resource Management In The Southwest Asia Theater ...€¦ · Workforce/Talent Management &...