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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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!”
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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), …
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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.
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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DISCUSSION/QUESTIONS
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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• 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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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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
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
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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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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?
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3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
3/14/2014 9:03 AMMG Thomas A. Horlander / [email protected] / COMM 703.614.5245
Leading Resource Management InThe Southwest Asia Theater of Operations
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
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