Slide 13/24/2016
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• Financial Management Systems Update
• Army Cost Management & Financial Transparency
– Mr. Michael Ramsey, DASA-Cost and Economics
• Army Audit Readiness Overview
NCR PDI 2016: Simplify FM for Mission and Audit
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NCR PDI 2016: Simplify FM for Mission and Audit
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FY17 Army Topline [Base ($123.1B) + OCO for Base Purposes ($2.0B) = $125.1B]
$116.8 $117.3
$120.5 $121.1
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
$ B
Base Funding Program
BBA Relief - OCO for Base Transfer BBA Relief - Base BCA Levels
FY12-15 Actuals FY16 Enacted FY17 PB FYDP
FY17 PB Request
FY14: $3.1B OCO for Base Reqs FY15: $.85B OCO for Base Reqs; $.3B Readiness Adds
FY16: $2.2B OCO for Base Reqs; $.5B Readiness Adds FY17: $1.2B OCO for Base Reqs; $.8B Emergent Reqs
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MILPERS, $55.3
OCO, $18.7
$148.1B
Sustainment, $5.2, 5%
MILPERS, $55.3, 55%
Civ Pay, $15.8,16%
Current Readiness: 80%
“Readiness is our #1 priority, there will be no other #1” – 39th CSA 5
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Force Reductions
HQ Reductions
of 2025 and Beyond
= . . . efficient and
Across the Army Enterprise”
Decision Making
End State Integrated, effective and efficient end-to- end FM enterprise operation, optimized to provide necessary resources to meet the Army’s missions with proper stewardship and accountability of resources, while providing accurate and timely financial information and analysis for actionable decision making.
L in
e o
f e
ff o
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System-Army (IPPS-A)
• Fielding ~ 2020 • Provide military pay capability • Source of pay transactions • GFEBS interface for GF posting
• Fully deployed • Enables some GF Procure-to- Pay and Asset Accounting processes
• GFEBS Interface for GF posting
• Increment 1 fully deployed • Consolidates Army General
Fund (GF) data for management, reporting and audit
• Worldwide by 2017 • Source of supply, maintenance and property book transactions
• Leverages GFEBS template • GFEBS Interfaces for GF execution
• Beginning development • Secure capabilities • GFEBS Interface
Financial Management Systems
– Implemented initiatives to reduce IDOC failures
– Implemented new reporting
support timelines
– Beginning global blueprint and fit/gap workshops
– Will begin conceptual design workshops with GFEBS to
ensure an end-to-end financial design
– Impacts on GFEBS
o Release 4: Personnel Pay (Go-Live in FY20)
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3/24/2016
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statements for ‘Secret collateral data and below’ General Funds
Option not exercised with original System Integrator (SI)
Conducting analysis and assessment to validate business
process architecture, implementation strategy, and contracting
approach
– In coordination with commands
– For new SI -- to achieve understand quickly and to reduce risk
– Including:
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on --
– Integrated Resource Management (IRM)
• Enhanced Financial Integration (EFI)
o Strengthen FM standards across Army enterprise
o Maximize information management & data analytics technology
o Improve operational efficiencies across FM and real property
business operations
process reengineering
– Status: currently drafting EFI problem statement for OSD
approval 3/24/2016
AFMIS
– Replace Business Warehouse Accelerator (becoming
obsolete)
(SAN)
• Actions
Technology Enterprise System and Services (ALTESS) by
mid Apr ’16
153/24/2016
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Questions?
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– Mr. Michael Ramsey, DASA-Cost and Economics (Acting)
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organization and/or commodity
Readiness) are typically not tracked
• The General Fund Enterprise Business System (GFEBS)
provides unprecedented capability to better determine
Army costs
informed decision making 18
Making
Rework
Progress
• Addressing Financial Processes – LSS/CPI
(AFBRT)
Opportunity
Integrated Cost Management requires several enablers being addressed through FPA and
LSS initiatives
Program using Objectives, Measures and Resources out for 5 years
Planning to set Goals and End States over 10 years
Execute CY
J-
Book
to Achieve Readiness Objectives
Measures of Effectiveness (MOE)
& owners of MOP
GFEBS
Anchors MOPs
READINE SS
WEAPON SYSTEM
ti o
Army Cost Framework
CM
PLAN
• Stewardship of nation’s resources
• Cost informed decision making
Performance Metrics)
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• The Army’s Current Status
• Management of Corrective Actions
• Closing Thoughts
resources
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The value of this audit is being seen in many areas to include:
Our Continued Progress is
Time is of the essence to meet audit ready goals!!!
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audit
– 18,400 auditor requests
– Invaluable feedback for improvements
– Internal Controls/Standard Business Processes
Overview & Update
Service Providers, and Commands
— Memo from Sec Army and CSA
— Monthly Army Audit Committee
root cause analysis
plans
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train them
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system to system reconciliations;
document resolution of error
supported
Financial Report as a tool to
support correct pay and
well as Audit Readiness
There is significant value in moving into an audit regimen
Until audit opinions become routine, sustained emphasis is
required from:
feeder systems
Oversight organizations
Professionally trained workforce
For the Army, we have to remember this is an ongoing
requirement and will feel like a marathon on a day-to-day
basis 3131
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