ALCOAST 039/21 - FEB 2021 FINANCIAL MANAGEMENT AND PROCUREMENT SERVICES MODERNIZATION – UPDATE 4

R 021754Z FEB 21
FM COMDT COGARD WASHINGTON DC
TO ALCOAST

UNCLAS
ALCOAST 039/21
SSIC 7000
SUBJ:  FINANCIAL MANAGEMENT AND PROCUREMENT SERVICES MODERNIZATION
– UPDATE 4
A. COMDT COGARD WASHINGTON DC 181022 MAR 20/ALCOAST 089/20
1. This ALCOAST provides an update and status of FMPS Business
Process Reengineering (BPR) implementation. FMPS BPR is an ongoing
Coast Guard (CG) transformation initiative to prepare for financial
management, procurement and contracting, and property management
business processes. A phased BPR approach is being used to prepare
FMPS professionals and the CG workforce for the upcoming migration
to the new DHS financial management system - Financial System
Modernization Solution (FSMS) – which is scheduled to go-live
CG-wide in Q1 of FY22. All units are categorized into three
separate tiers for FMPS BPR implementation. Organizational
support constructs vary between the three tiers; however, each
tier adheres to consistent service delivery, standard business
processes, segregation of duties, and BPR Framework. Transitioning
the CG workforce for FSMS and introducing the new line of
accounting and common appropriation structure in FY22 are
the nexus for finalizing the FMPS BPR implementation in FY21.
2. BPR Tier 1 Status.
   a. As of May 2019, all Tier 1 units (Districts, Air Stations,
Bases, Sectors and their subunits) were successfully transitioned
to the standardized BPR framework. These units were organized into
nine Regional Support Teams (RSTs), operating under the approved
Service Level Agreement (SLA) v2.0 for three service lines (Finance,
Property & Procurement Contracting). The BPR Framework for Tier 1
units maintains alignment with FSMS internal control requirements
(Segregation of Duties) and prepares units now for future roles
and responsibilities. Deviation from this standardized Framework
increases enterprise risk for FSMS implementation challenges.
   b. The FMPS BPR Norfolk Team and nine Field Liaison Officers
(FLOs) are available to provide consultation on BPR business
processes and field level concerns.
3. BPR Tier 2 Status.
   a. Tier 2 units consist of LANT/PACAREA, Area shore units,
District Cutters (WLB/WLM), and FORCECOM and its subunits.
Tier 1 BPR implementation informed Tier 2 and Tier 3 (major
cutters and all remaining shore units) planning. Support services
for District Cutters (WLB/WLM) are being evaluated during Tier 2
planning efforts and processes will be standardized during the
Tier 3 transition efforts.
   b. Tier 2 units officially kicked off their transition in
October 2020. Areas and FORCECOM are finalizing two separate
Area Support Teams (ASTs), LANT AST and PAC AST, and a FORCECOM
Support Team (FST), closely aligning their business processes
and service level agreements.
4. BPR Tier 3 Status.
   a. Tier 3 units include major cutters and all remaining
shore units. The FMPS BPR Team will work directly with these
units, along with CGHQ, LANT/PAC and other key stakeholders,
to adapt to the standard business processes, discuss FSMS roles
and responsibilities, and ensure access to CG Common Core tools
in preparation for FSMS implementation on 01 October 2021.
   b. Many Tier 3 units have started to adopt FMPS BPR standard
business processes, identify staffing issues/solutions to comply
with segregation of duties, and use the CG Common Core in
preparation for FSMS. All remaining Tier 3 units are expected
to kick off their transition in early 2021. Preliminary planning
for the CGHQ Support Team, major cutters, and the Property Service
line for Service centers has begun and the FMPS BPR Team continues
to work closely with all remaining units prior to FSMS go-live.
5. FMPS User Enhancements through Automation. Some key FMPS
improvements to workforce tools include the integration of
the new form CG-1501 and the addition of digital signatures
to the PR Tracker. An auto-generated form CG-1501 will replace
the offline DHS-1501, streamlining the data entry process.
PR Tracker 4.1 will still require information to be inputted
to complete the PR process and capture essential performance
metrics. Utilizing this data entry, the tracker will prepare
the automated form CG-1501 for practitioners and allow digital
signatures for approval. Additionally, COMDT (CG-844) Personal
Property Accountability Division is updating their Action Tracker
workforce tool to build additional metrics to analyze Property
Administer (PA) central performance, allow electronic online
signatures, and automate future business processes to accommodate
FSMS and develop an online electronic form CG-4506 connected
with other trackers and business lines.
6. More Information concerning FMPS BPR Key Updates, Resources,
Documents, Working Groups, Training Modules and a list of your
units BPR Transition Status can be found on the Coast Guard
Common Core at: https://cg.portal.uscg.mil/communities/cgcc/
SitePages/FMPS_HOMEPAGE.aspx. 
7. POCs.
   a. CAPT William Arritt, FMPS Deputy Director, 202-372-4674,
Email: William.L.Arritt@uscg.mil
   b. CDR Evangeline Gormley, FMPS BPR, 757-628-4470,
Email: Evangeline.R.Gormley@uscg.mil
8. RDML Mark Fedor, Assistant Commandant for Resources and CFO
(CG-8), sends.
9. Internet release is authorized.