Written by FMPS-I Team
The Coast Guard currently relies on unsupportable procurement, accounting, and asset management systems, including the Core Accounting System, as well as outdated and inefficient business processes.
In order to achieve excellence in mission support and ensure proper stewardship of assets, the Coast Guard is undertaking a broad initiative to modernize its procurement, financial, and asset management information technology systems and re-engineer its business processes to enhance efficiencies and optimize effectiveness.
“As leaders and operators we need to welcome and embrace change,” said Master Chief Chris Lombard, Officer-in-Charge, Cutter Cochito. “We need to stop looking at the support component in the Coast Guard as support and start looking at them as partners in operations and this is the first step in that process,” he added.
The Coast Guard will acquire new accounting, procurement, and asset management software as a service from a Federal Shared Service Provider or FSSP. Unlike previous system upgrades where the Coast Guard relied upon customization of the software to accommodate existing business processes, the acquisition of software as a service from a FSSP will result in a federally compliant commercial off-the-shelf product without customization. The new service will provide greater transparency of Coast Guard resources while adhering to laws and regulations requiring performance-based results. In order to maximize the benefits of the new service, the Coast Guard will modernize its processes to align with those required by the new system.
The first step in this process was chartering the Financial Management and Procurement Services Integration Team or FMPS I-Team. The mission of this team is to integrate and manage three distinct efforts related to FMPS modernization:
- Financial Management Service Improvement Initiative
- Data Strategy
- Business Process Re-engineering
Of the three distinct efforts, Business Process Re-engineering will have the most significant impact on field units. In 2012, the BPR initiative was chartered by the Deputy Commandant for Mission Support and the Assistant Commandant for Resources to design a financial management and procurement business model to integrate standard federal government financial and procurement processes with the mission support business model.
The FMPS-I Team has been charged to solicit and listen to the feedback, comments, and concerns from field commanders, operators, and support personnel. To ensure mission support is optimized for operational success, our re-engineered business processes will directly reflect this input.
“We all have a very important job to do to get the mission completed,” said Lombard. “Under the FMPS, we can now focus on those jobs and truly become Masters in Craft.”