THE INDUSTRIAL BASE
As an example, Day elaborated on the process to track pharmacy orders. “In STARS-FL, I could probably go back, but I would need to pull in other people and other systems to see where phar- macy placed an order. Now, in the single GFEBS system, you can see exactly how much aspirin was ordered, how much it cost, who placed the order and when it was delivered.”
LESSONS LEARNED GFEBS changes and simplifies busi- ness processes for Navy Medicine, from payroll to the way goods and services are procured subject to a real-time check of available funds. BUMED is now in full compliance with congressional and DOD requirements, and it meets the critical milestones for financial statement audit- ability. As with all organizations on the GFEBS platform, senior leaders can now focus on critical analysis instead of data entry and reconciliation.
“Collaboration between the numerous organizations involved with the deploy- ment has been critical to the successful fielding of GFEBS,” said Wardell. “Te Health Affairs-led stakeholder council brought senior leaders from all organiza- tions together monthly to review progress, challenges and solutions.” In addition, weekly deployment meetings and system focus groups prepared other stakeholders and educated the BUMED community. But as with any major change, there have been a few challenges along the way.
“Was the GFEBS changeover smooth for Navy Medicine? Yes and no,” said Day. “Te soft launch was good because at the time, we had minimal funds until the third quarter,” which meant there were only a few options for documents to be processed. “It was nice to be dealing with a small universe of a few documents in case we had issues. But we felt that we were
ON THE ROAD AGAIN
Sailors and civilians assigned to Naval Medical Center San Diego attend a Bureau of Medicine and Surgery roadshow that brought the Army’s GFEBS rollout team to San Diego to provide training on the new system, which will be implemented at the hospital. (U.S. Navy photo by Petty Officer 3rd Class Harley Sarmiento)
ready to go full bore on day one in the full system. If we had been overwhelmed with a lot of transactions, it might have made things more difficult in the beginning, but in the long run, it might’ve put us farther ahead in the learning curve.”
CONCLUSION In addition to Navy BUMED, GFEBS is now being used at Walter Reed National Military Medical Center, National Capital Region Medical Directorate, the Defense Health Agency and the Uniformed Services University of the Health Sciences, as well as more than 30 other organiza- tions. Other branches of the military will likely transition to GFEBS in the future as part of DOD’s ongoing effort to modern- ize and streamline its enterprise resource planning systems.
Te example provided by the Army-Navy partnership, accomplishing this complex transition a full year ahead of schedule,
serves as a model for those yet to make the leap. Teamwork is the new legacy.
For more information, go to https://
www.eis.army.mil/programs/g febs or
https://www.milsuite.mil/book/ groups/gfebs.
PAUL “PABLO” MCKELLIPS provides strategic communication support at PEO EIS for Credence Management Solutions. He served as a global outreach officer in Baqubah, Iraq (2006-2007); NATO’s public affairs trainer to the Afghan National Army’s 203rd Corps in Paktia, Afghanistan (2010-2011); press secretary at the Federal Emergency Management strategic
Agency; communication support Army’s Chief to Information Officer/G-6.
A veteran of the U.S. Air Force, he has an M.A. in international relations from the University of Memphis and a B.A. in journalism from Oral Roberts University.
and the
https://asc.ar my.mil
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