ALCOAST 377/22 - OCT 2022 FSMS INCIDENT MANAGEMENT TEAM STATUS UPDATE

R 051325Z OCT 22 MID200080303705U
FM COMDT COGARD WASHINGTON DC
TO ALCOAST
BT
UNCLAS
ALCOAST 377/22
SSIC 7000
SUBJ: FSMS INCIDENT MANAGEMENT TEAM STATUS UPDATE
A. COMDT COGARD WASHINGTON DC 171711Z FEB 22/ALCOAST 059/22
B. COMDT COGARD WASHINGTON DC 222100Z MAR 22/ALCOAST 096/22
1. BACKGROUND: On 17 DEC 2021, the Coast Guard transitioned to
the Financial Systems Modernization Solution (FSMS) per
REFs (A) and (B). Issues related to data migration, systems
interfaces, and overall system functionality resulted in
significant impacts in the Coast Guard's ability to procure and
contract supplies and services and manage funds, thereby
adversely impacting our operations, mission support, and our
people. On 14 MAR 2022, the Commandant stood up the FSMS
Transition Incident Command (IC) to lead and integrate efforts to
develop and implement solutions to the challenges related to FSMS
transition.
2. INITIAL OBJECTIVES. The FSMS Transition IC established the
following objectives that have guided efforts over the past six
months:
a. Pay our people - eliminate the backlog of member
payments(e.g., PPM, TDY, PCS, etc.) and streamline the process
for future payments;
b. Pay our bills - clear the past-due invoice backlog;
c. Improve FSMS performance;
d. Facilitate execution of FY22 funding; and
e. Integrate and enhance communications to the workforce as well
as our external stakeholders and partners.
3. PROGRESS. Key accomplishments as of the end of September
include:
a. 8,000+ backlogged member payments, including PCS, PPM, TLA,
TDY, and Auxiliary claims have been paid. Business processes
and/or alternative procedures were implemented to enable our
workforce to sustain paying member claims.
b. The aged invoice backlog (greater than 30 days old) has been
reduced from over 27,500 to less than 1,200 invoices. Key
processes such as the High Risk Vendor Payment Team and the
FSMS Commanding Officer's Overdue Invoice Report will continue
until the backlog is fully resolved and critical invoice processing
procedures (e.g, matching and receipting) are improved.
c. System performance has been measured primarily by system
operational availability and system response time. Operational
availability improved to an average of approximately 98.9%
during the fourth quarter compared to an average of
approximately 92.3% during the third quarter of this fiscal
year. System response time has improved since early in the
fiscal year. The percent of user actions that respond in less
than five seconds has averaged approximately 84% in September
2022 compared approximately 74% in the June 2022, moving
closer to the system requirement that 95% of user actions
respond in less than five seconds. We have improved business
processes and reduced transaction volume to improve system
performance, streamline processes and decrease burden on field
units. Examples of recent accomplishments include use of bulk
obligations for purchase card transactions, centralizing high
volume/low dollar obligations such as utilities and
transportation, and use of robotic process automation for
efficient processing of select repetitive manual
transactions..
d. The IC has worked in close partnership with COMDT (CG-83) and
stakeholders to facilitate execution of FY22 appropriations,
reconciling $1.5B in FSMS/General Ledger inconsistencies. The
execution of FY 22 appropriations is expected to be consistent
with typical execution parameters.
e. The IC leveraged weekly reports, including reportable metrics
to inform Coast Guard leadership, stakeholders, and users to
ensure clear and consistent understanding of the Coast Guard's
efforts to improve FSMS. Best practices included weekly
briefings to Area Deputies and Principal Stakeholders, weekly
e-mail updates to Area Deputies with a broad distribution
including major commands and the Gold Badge community, and bi-
weekly Town Halls with the user community.
4. NEXT STEPS. While we have made considerable progress with
system performance, process improvements, data reconciliation,
and backlog processing compared to January 2022, we have not yet
attained stability with FSMS technologies, standardized business
processes, and tools to further increase user proficiency.
Therefore, the FSMS Transition Incident Command will continue to
operate through at least 31 March 2023, and CAPT Erich Klein has
been designated as the Incident Commander.
5. FY23 OBJECTIVES: The following objectives will guide efforts
over the next six months:
a. Continue to monitor processing time for CG member payments;
identify and resolve gaps in business processes and interface
functionality.
b. Continue to monitor and resolve factors preventing timely
invoice payments.
c. Transition the FSMS Assistance Support Team (FAST) end user
resource to Service Now (SNOW) Tier 0 as help desk entry point
for all FSMS service ticket requests.
d. Develop a strategy to address business process workarounds
implemented during the early stages of FSMS use.
e. Establish and monitor Centralized Obligation Group to obligate
recurring charges including utilities, GSA leases, GSA
vehicles, and FEDEX to enable efficient payment of related
invoices.
f. Evaluate completeness of FSMS reports effectiveness; identify
and resolve gaps in reports capability which impact enterprise
and unit management of funds and transactions.
g. Continue to monitor system performance and work with DHS Joint
Program Management Office to implement system enhancements and
improvements.
h. Improve efficiency and effectiveness of purchase card expense
matching.
i. Improve reimbursable transaction processing including
implementation of the Treasury G-Invoicing system early in
FY23 and intergovernmental payment and collection transaction
processing with focus on timely end-user receipting and
improved obligation attributes.
j. Maintain and enhance communications website containing FSMS
announcement, resources, and job aids.
k. Develop interim metrics and reports, data analytics
capabilities, and dashboard capabilities for leaders to
monitor enterprise and unit financial health.
l. Develop and communicate formal training development
capabilities and interim training tools and opportunities.
m. Develop a plan to guide transition of Incident Command and
surge resources to organic organizational components later in
FY23.
6. POINTS OF CONTACT. CAPT Erich Klein, FSMS Transition Incident
Commander, (202) 372-3652, Erich.F.Klein@uscg.mil; CAPT Will
Arritt, FSMS Transition Deputy Incident Commander, (202) 372-
4674, William.L.Arritt@uscg.mil
7. Mr. Craig Bennett, Assistant Commandant for Resources (CG-8),
sends.
8. Internet release is authorized.