1. In Tune with Army Financial Management General Fund Enterprise Business System Update Army Day 2 June 2010

2. In Tune with Army Financial Management 1 What is the General Fund Enterprise Business System? Accounting system that– Complies with statutory and regularity requirements for funds control and accounting Includes real property and other asset data for accountability Management information system that – Records financial and various other transactions in a single system Provides visibility of transactions in real time across the Army Decision support system that – Provides full cost data Provides comparative, trend and other analytic data Enables well- informed decisions to leverage available resources and to improve program and budget decisions GFEBS is an …

3. In Tune with Army Financial Management 2 GFEBS Complements Objectives Of Secretary of Army And Chief of Staff a. Support the Accomplishment of Our Strategic Objectives in Iraq and Afghanistan b. Continue Efforts to Restore Balance c. Sustain Soldiers, Civilians and Families d. Establish an Integrated Management System for Army Business Operations “Effective stewardship requires an integrated management system for the Army’s business operations... It also requires an information architecture that provides decision makers with timely and accurate information… With these systems in place, we can generate the most capable and ready Army at the best value for our country.” e. Implement the Army Leadership Strategy f. Refine the Army of the 21 st Century Memorandum, from Secretary of the Army and Chief of Staff, Jan 15, 2010, Subject: Calendar Year (CY) 2010 Objectives

4. In Tune with Army Financial Management 3 Where We Are and … Where We Are Going GFEBS Solution  Involves maintaining many systems  Requires many costly interfaces  Requires entering data in several systems  Inhibits efficient sharing of data  Impedes producing comprehensive and accurate decision data  Hinders responding timely to questions  Requires time-consuming and costly reconciliations Current Situation System View (SV) 1  Implements a single web-based system  Standardizes processes Army-wide  Implements standard data structures  Records transactions in real-time and provides real-time access to data  Integrates financial and non-financial/ performance data from functional areas  Applies commercial-off-the-shelf (COTS) Enterprise Resource Planning (ERP)  Complies with DoD’s Business Enterprise Architecture (BEA) SAP

5. In Tune with Army Financial Management 4 General Fund Enterprise Business System Overview Transactions in… As of 31 Dec 2009 GFEBS will process a million transactions a day and … GFEBS will process a million transactions a day and … Army Reserve Army National Guard Active Army Reports and analyses … provide essential data to transform the Army to a cost culture

6. In Tune with Army Financial Management 5 Project Status (As of May 2010) Received Milestone B approval – 14 Mar 08 Successful Release 1.2 “Go live” – 1 Oct 2008  Fort Jackson South Carolina and 7 other locations Favorable Operational Test Agency Limited User Test assessment – 12 Dec 08 Successful Release 1.3 “Go live” – 1 April 2009  Forts Stewart, Benning and related organizations Successful Milestone C Decision Authority – 30 May 2009 Successful Release 1.4 “Go live” – 10 Oct 2009 Successful Release 1.4 “Go live” – 1 Jan 2010  MEDCOM Fort Benning and related organizations Successful Wave 2 “Go live” – 1 Apr 2010 organizations  Organizations at 9 Forts plus other organizations Successful Release 1.4.1 “Go live” – 19 Apr 2010 GFEBS software release delivery and Wave deployment are on schedule GFEBS software release delivery and Wave deployment are on schedule Approximately 1,400 Users Approximately 250 Users Approximately 3,700 Users Approximately 120 Users

7. In Tune with Army Financial Management 6 GFEBS Currently Has A Sizeable Footprint Allotment ($ in millions) Note: As of 4 May 2010 IMCOM$ 2,616 TRADOC$ 426 FORSCOM$ 391 Accessions Command$ 320 MEDCOM$ 273 NETCOM$ 48 USARNG$ 20 HQDA$ 477 TOTAL$ 4,570 16 Fund Centers 10 Fund Centers 7 Fund Centers 5 Fund Centers 10 Fund Centers 4 Fund Centers 2 Fund Centers 1 Fund Center

8. In Tune with Army Financial Management 7 System Performance 2.69 billion obligated to-date 99.7% successful obligation rate 99.6% successful disbursement rate for over $1.6 billion ~1.4 million transactions (~ 234 million steps) processed successfully 311,833 with Funds Control Module (FCM) with 98.9% success rate 29,851 DTS Travel Voucher transactions with 96.9% success rate 57,812 DTS Travel Authorization transactions (821) - 99% success rate 7,360 PRs created 99% success rate $0 Negative Unliquidated Obligation (NULO) at 2009 year end with only $7.4M Unmatched Disbursement (UMD) FY 2010 available to process transactions at 12:01 AM on 1 October As of 3 May 2010 0 Standard Procurement System (SPS) IDOCs at year end, i.e., no contract interface errors Less than 10 second average response time for ~99% of on- line transaction processing 99+% system availability & ~98% interface success rate Operational with ~5,000 users at 55 organizations 1055 of 1114 (94.7%) of FFMIA requirements successfully demonstrated Eighteen fiscal months and six fiscal quarters successfully closed FY 2009 year end -- proprietary and budgetary accounts balanced

9. In Tune with Army Financial Management 8 Implementing Change Is Not Easy - - Change Management Is Important Wave 1 experience: End Users had difficulty with change management and training Improvements –Implemented Tiger Teams –Provided On-site support –Created Functional Forum –Improved training material –Improved visibility of endorsement –Greatly increased command activity –Created Readiness Team –Add online collaboration tool (Direct Connect Online) Future improvements −Continue to improve training materials −Incorporate lessons learned As of 1 Apr 2010 Users require time to adjust to new system, new business processes, and new data structures During this time, performance initially declines Change Management (communications, training, and deployment) can reduce both the depth and the duration of the dip

10. In Tune with Army Financial Management 9 Lessons Learned And Key Actions Taken Using chain of command to inform and actively engage all levels of the Army in the deployment process Lengthened deployment timeline to 15 months for each “Wave” Created a GFEBS “Deployment and Transformation” Team Developed an integrated management schedule for deployment with activities of the program office and gaining organizations Implemented “Power User Program” Improved and proactively managing End User role assignment process Redesigning and revising End User training materials Revised way we engage organizations to collect and prepare data Successful implementation requires actions by both the program office and the gaining organizations Successful implementation requires actions by both the program office and the gaining organizations

11. In Tune with Army Financial Management 10 Actions For Smooth And Successful Implementation -- Roles Learn what activities each role can perform and then assign all the roles you need to perform your mission Get and review lessons learned from Early Waves  The tasks an end user can perform in GFEBS are governed by roles assigned and training certified  Therefore supervisors must assign all necessary roles to each user on time to support adequate scheduling of courses  Supervisors must get employees to end user training prior to “go live”  Field Comment: “More work could be done explaining the roles. The deployment team tells folks 7-10 roles per budget analyst … often need more”

12. In Tune with Army Financial Management 11 Actions For Smooth And Successful Implementation -- GRC Learn how to use Governance, Risk, and Compliance (GRC) software  GRC is a web-based application for managing end user role assignments and security  Field Comment: GRC role assignment software is “Greatest improvement since the Wave 1 transition. It lets the field fix its own issues.”

13. In Tune with Army Financial Management 12 Actions For Smooth And Successful Implementation – Interfaces Coordinate with GFEBS to make sure that interfaces you need are identified, tested and working when you Go-Live with GFEBS  Data structures need to be compatible for effective data transfers (e.g FCM, ATAAPS)  Interfaces need to be tested (e.g. SPS)  GFEBS and legacy systems owners need to work together  Field Comment: “Wave 2 received much more help in updating interfacing systems prior to conversion. Though much more could be done here.”

14. In Tune with Army Financial Management 13 Actions For Smooth And Successful Implementation – Power Users Capitalize on your Power Users  They are the primary GFEBS functional experts in your organization with classroom and ‘sandbox’ experience  They can relate GFEBS processes to your current business practices  Field Comment: “Power User participation in Instructor Lead Training courses was a terrific help”

15. In Tune with Army Financial Management 14 Actions For Smooth And Successful Implementation – IMS and Reporting Review list of preparation tasks in the Integrated Management Schedule (IMS) and report on progress in the Site Readiness Scorecard  IMS provides a list of tasks through time, based on prior deployments, to walk new organizations to implementation  Site Readiness Scorecard involves monthly reporting on progress from each new organization through their chain-of-command  Field Comment: “This will provide you with information on whether you are generally on schedule or need help.”

16. In Tune with Army Financial Management 15 Actions For Smooth And Successful Implementation – Deployment Team Know how to find and use the GFEBS Deployment Teams that are on-site at and after “Go Live”  Teams include GFEBS project personnel and individuals from organizations that previously went live  They are on-site for up to several months post Go-Live  Field Comment: “GFEBS Deployment Teams…are much more familiar with Army processes and have become a great help during deployment vs. just helping enter a help ticket. They also know who to call to get things fixed. Great improvement.”

17. In Tune with Army Financial Management 16 Go to next slide NOTE: Army-wide distribution and status of funds Example of What You Can Get From GFEBS Economic Recovery Act—Funds Status

18. In Tune with Army Financial Management 17 From prior slide NOTE: Projects and status of funds Army-wide Example of What You Can Get From GFEBS Economic Recovery Act—Projects

19. In Tune with Army Financial Management 18 From prior slide NOTE: Projects and status of funds by location Example of What You Can Get From GFEBS Economic Recovery Act—By Organization

20. In Tune with Army Financial Management 19 NOTE: Drill-down to project details and status Example of What You Can Get From GFEBS Economic Recovery Act—Project Detail

21. In Tune with Army Financial Management 20 NOTE: Drill-down to origination Example of What You Can Get From GFEBS Economic Recovery Act—Origination

22. In Tune with Army Financial Management 21 NOTE: Drill-down in project Example of What You Can Get From GFEBS Economic Recovery Act—Work Breakdown

23. In Tune with Army Financial Management 22 GFEBS Is Transforming the Army  GFEBS is coming to you  Army-wide implementation by 2 nd Quarter FY1012  The GFEBS system is performing well  Change is difficult -- we need everyone’s support  We are always looking, listening, learning and trying to improve the process  Good and detailed planning leads to smoother and more successful operations -- you should begin your planning now! GFEBS will transform financial management and management practices across the Army GFEBS will transform financial management and management practices across the Army