# Presentation: 132740

## Workforce, Labor, and Travel Process

**Report to Code C Management Team**
**December 15, 2004**

## Membership

- Ken Ledbetter (Executive Sponsor)
- Chase Bradshaw
- Diane Selby
- Ed Tindle
- Fran Jonasson
- John Ulman
- Lulu Xiong
- Marjorie Domen
- Shiva Rad-Garcia
- Wing Trang
- Yu-Tsuan Ku
- Herb Finger (Facilitator)

## Workforce, Labor, & Travel Process(Three-Year Cycle)

- Phase 0
- (Pre Pre-POP)

- Phase 1
- (Pre-POP)

- Phase 2
- (POP)

- Phase 3
- (Pass Back Update)

- Budget Formulation

- Setup

- Startup &
- CR Period

- Normal Ops

- Reporting
- (Monthly)

- Adjustments
- (Quarterly)

- Year End

- Budget Execution

- Congress decides

## Budget Formulation

## Phase 0

- Negotiations
- between
- Orgs and P/P

- October / November

- Preparing the Call

- A

- B

- P/P = Programs and Projects
- PRLS = Project Requirements Library System

- P/P develop
- preliminary
- PRD

- Final Project
- Requirements
- Document

- Agreement
- on Staffing
- Assignments

- Possibly use PRLS

## Phase 1

- Center
- Institutional
- Reviews

- December / March
- Milestones

- Labor Rates

- Plan
- (for Center)

- Inputs

- Outputs

- HQ
- Institutional
- Reviews
- (every 3 years)

- Orgs and P/P
- populate  WIMS

- Extract
- WIMS Data
- to ABS

- Other
- Calls

- Workforce Planning
- Office / Team needs
- to be established
- w/ HR & RMO

- Ames
- Budget
- System

- F&RS ASP
- Square Feet
- by WBS

- IT ASP
- DOSWF
- by WBS

- SERV M/E
- Projected Biz
- by WBS

- A

- B

- C

- D

- Reimbursable
- Plan

- P/P = Programs and Projects
- ABS = Ames Budget System
- WIMS = Workforce Integrated
-               Management System

## Phase 2

- March / June
- Milestones

- Supplemental
- Formats
- (Labor / Travel)

- Plan
- (for Center)

- Inputs

- Outputs

- Phase 1
- Plan

- Center Mgmt
- Reviews
- and Decisions
- (includes P/P)

- “Czar” decides
- final distributions

- Passbacks
- from HQ

- C

- D

- E

- P/P = Programs and Projects

- Check for negative
- procurement and
- insufficient FTE
- or WYE dollars

- RMO creates
- submission
- draft

- RMO adjusts
- submission
- and outputs
- from ABS

- Correction of
- rounding errors

- RMO Analyst
- validates
- NBS

- RMO adjusts
- ABS

- Fund Center
- POC determines
- where changes
- occur

- P/P
- develop
- reclamas

- incl. P/P

## Phase 3

- July / September
- Milestones

- OMB
-  Submission
- to Congress

- Outputs

- React to
- Each
- Submit @ HQ

- E

- Adjust
- Plan to New
- Guideline

## Budget Execution

## Setup

**FC POC**

**FIN. MGMT.**

**RMO**

**Projects**

**Perf. Orgs**

- Inform Staff
- on deleted WBSs

- WebTADS Update
- Delete Old WBSs

- RMO Update
- GTT
- w/ Workforce Plan

- Field Update
- Workforce
- in WIMS

- Review and
- Validate
- Transition Pool

- Determine Prelim
- Appropriations
- Split for
- Leave & Fringe

- RMO calls for
- Phasing Plan
- CR Rqmts
- & Travel

- Fund Center
- POC distribute
- to Projects

- Projects
- request info from
- Performing Orgs

- Performing Orgs
- complete Phasing
- Plan
- send to Projects

- Projects
- consolidate
- and send to
- Fund Center POC

- Fund Centers
- consolidate
- and send to
- RMO

- RMO creates
- Phasing Plan
- CR Plan
- Travel GL

- Plans and
- Guidelines
- Distributed

- Plans and
- Guidelines
- Distributed

- Plans and
- Guidelines
- Distributed

- Each G&A Directorate
- given 1 appropriation
- to charge labor.
- Ctr Reserves and
- Investments used as
- appropriation balancer

- GTT = Guideline Tracking Tool

- September

## Startup / CR Ops

- October / November

- RMO informs
- CFO & Ctr. Mgmt
-  of deficiencies

- Funds
- Arrive @ Center
- in SAP

- Identify
- Prior Year Funds
- Availability for
- Labor and Travel

- Prior Year funds to be
- used for Labor & Travel
- in October

- 13 months one year only

- RMO Ops
- checks SAP
- for new budget
- (daily)

- RMO informs
- FC POC

## Normal Operations

- (48 hrs?)

- Labor 100% funded
- by June 1 or at
- 75% of guideline
- whichever comes first

**Normal Operations**

- Process Labor
- Files in SAP

- November / September
- Milestones

- Outputs

- Monthly & Quarterly
- Reports

- Create
- Account Code
- for Travel Manager

- Inform Staff
- on new WBSs
- & Account
- Codes

- WebTADS Update
- New WBSs

- P/P Managers
- inform Performing
- Orgs of Available
- Budget

- Funds
- Arrive @ Center
- in SAP

- RMO Budget
- Analyst
- advised of Funds
- coming to Center

- Monthly & Quarterly
- Adjustments

- Expiring Funds
- tracked

- P/P = Programs and Projects

- Replace temp
- WBSs in WIMS

- Prior Pay Period
- Adjustments in
- WebTADS
- by Staff

## Reports

- P/P = Programs and Projects

## Adjustments

- Update
- Direct vs.
- Indirect

- Quarterly

- Update
- Phasing
- Plan
- (semi annual)

- Inform
- Cognizant
- Analyst(s)

- Budget
- Transfer
- Requests
- (Pool & Travel only)

- Monthly

- Assessment
- Cycle

## Year End

- September / October
- Milestones

- P/P
- Performance
- Report

- Outputs

- Clean Up

- Verify
- Sufficient
- Carryover $
- for Labor & Travel

- Financial
- Statement

- HR
- Reports

- Total
- Travel

- Obligate
- Expiring $

- Q4 Realignment

- P/P = Programs and Projects

## Recommendations

## Recommendation #1

- Recommendation
- Workforce Planning Team (matrixed) needs to be established
- Meets throughout the year
- Membership - RMO, HR, one program rep
- Origin of Requirement
- Center
- What it accomplishes
- Coordinated effort for workforce call
- Ensures both HR and RMO requirements are met
- Focal point to reduce extra calls for workforce data
- Impacts (Risks)
- Another committee, more meetings for a few individuals (aka workload)
- Whose action
- RMO, HR, Code C, IRB

## Recommendation #2

- Recommendation
- Labor should be 100% funded by June 1 or at 75% of guideline (whichever occurs first)
- Origin of Requirement
- Center
- What it accomplishes
- Labor is fully funded
- No year end rush to find labor dollars
- Impacts (Risks)
- Some programs may not have any funding by June 1 and their labor dollars will have to paid by someone (transition pool? -- negative effect on G&A rate)
- Whose action
- RMO, Code C, IRB

## Recommendation #3

- Recommendation
- Retain Labor Pool
- Origin of Requirement
- HQ
- What it accomplishes
- Provides flexibility to make payroll
- Particularly during a Continuing Resolution
- Helps fill the gap when programs are funded later in the year
- Solves HQ problem of having to send $$$ in _all_ programs during CR
- Impacts (Risks)
- More tracking needed to ensure that all programs pay their fair share
- During continuing resolution, some programs will pay the salary for other programs thereby reducing their procurement and travel dollars
- Whose action
- Tom to HQ

## Recommendation #4

- Recommendation
- Charge Labor and Travel to prior year in October
- Origin of Requirement
- Center
- What it accomplishes
- Dollars would be available (on October 1) for Labor and Travel
- Don’t have to wait for Continuing Resolution dollars to show up
- Impacts (Risks)
- First year would have to cover 13 months
- Some may not be able to afford
- If not agreed to/understood by HQ, our funds will be at risk
- Whose action
- Code C, IRB, Tom advocate at HQ

## Recommendation #5

- Recommendation
- Guideline Tracking Tool needs to be updated quarterly
- Travel, Procurement, and (as needed) Labor
- Origin of Requirement
- Center
- What it accomplishes
- Make the tool an accurate and viable tool for projects
- Projects will not overspend
- Impacts (Risks)
- Added workload during the year which needs to be planned
- Whose action
- RMO, Financial Management

## Recommendation #6

- Recommendation
- Adjustment of the labor pool based on actuals needs to be kept as a priority (quarterly at least)
- Origin of Requirement
- Center
- What it accomplishes
- Ensures all P/P are appropriately contributing their labor expenses
- Adjustments can be done while dollars are available
- Projects (or DSP labor, for example) will not be in the hole
- Reduces year end panic
- Impacts (Risks)
- Added workload during the year which needs to be planned
- Whose action
- RMO, Financial Management

## Recommendation #7

- Recommendation
- Labor and FTE budgeted at the Fund Center level (or whatever level it is received at the Center)
- Actuals will be collected at a lower level
- Origin of Requirement
- Center
- What it accomplishes
- A lot less labor intensive
- Easier to deal with negatives (fewer would occur)
- Impacts (Risks)
- Pushes burden to Programs if they want to track at a lower level
- Whose action
- Code C, IRB

## Recommendation #8

- Recommendation
- Implement LaRC tools Program/Project Requirements Library System (PRLS) and Complement Allocation Planning System (CAPS) for ‘08 budget cycle
- Replace manual Program Requirements Document (PRD)
- Origin of Requirement
- Center
- What it accomplishes
- More structured, standardized, and documented source of data to support negotiated workforce planning with Programs/Projects and Orgs
- Gives full picture of project requirements
- Impacts (Risks)
- Change in process -- Training
- Workload for P/P to fill out PRDs
- Does it fully replace the manual PRDs?
- Potential costs for buying an additional module from Langley
- Whose action
- Code C, IRB, APMC

## Recommendation #9

- Recommendation
- For budgeting, have WIMS retain On-Board FTE/WYE information; ABS contains authorized WF
- Authorized is less than on-board right now
- Origin of Requirement
- Center
- What it accomplishes
- Enable “trim down” in proper location
- Names removed in ABS
- Provide WF Analyst the ability to properly size and “reserve” labor dollars at the beginning of the year
- Projects will still have to pay their “on-board” bill
- Impacts (Risks)
- WIMS will reflect actuals and will, therefore, be less useful for HQ requests for budget type information
- May still need a 918”ish” call
- Whose action
- Code C, HR

## Recommendation #10

- Recommendation
- HQ needs to provide a consistent and coordinated set of guidelines coming to the Center
- Guidelines come individually from program offices to programs/projects at the Center (which are derived from the Project Request Documents and Project Plans)
- Center guidelines come from Code B
- The _sum_ of the individual guidelines (1) may not match the total from Code B (2)
- Origin of Requirement
- HQ
- What it accomplishes
- An matching of the agreements between individual programs at their sponsors and between Ames and HQ
- Provides support to programs/projects to meet their negotiated objectives
- Impacts (Risks)
- Changing a paradigm at HQ is a major challenge
- Whose action
- Tom and Scott to HQ

## Recommendation #11

- Recommendation
- Develop a process for Sub-Authorized labor and detailee labor charges
- Origin of Requirement
- HQ
- What it accomplishes
- Eliminates “bogus” assignment of labor (during planning) to account for local personnel working on projects for other Centers (during BF)
- Reduces workload and stress of “finding” a project to assign labor to (during BF)
- Enables Civil Servants who are detailed to other Centers to be able to charge to proper projects (during BE)
- Impacts (Risks)
- Getting consistency throughout the Agency (particular between MDs)
- Whose action
- Tom to HQ

## No Brainer Recommendations

- Each G&A Directorate should be given 1 appropriation to charge labor
- Center Reserves used as appropriation balancer
- Travel planning should be done as a Rate/FTE
- 3 rates - Direct, G&A, Pool
- Mod needed in new ABS tool
- WebTADS needs to be configured to handle prior year funding
- Needed if we go to prior year funding in October
- WebTADS needs simpler process for prior adjustments after CR
- Center needs to be educated regarding the move from Headcount to FTE
- All transfers into / out of Labor need to be routed through the Labor Analyst in RMO
- Single POC is needed for each Fund Center

## Issues

- Without labor pool, Continuing Resolution dollars must come to Center in all programs at the beginning of the year or some borrowing scheme developed and put into place
- Project A Ends - Project B Starts
- But in CR - Where do I charge (w/ or w/o Labor Pool)
- Planning by Orgs vs Planning by Programs
- Reimbursable labor needs to be executed more efficiently
- We need to have integrated non-operating data in ABS

## Issues (cont.)

- Transition pool needs to be included in Budget Formulation
- What happens to their square feet?
- WIMS reporting problems
- Ames has so many WBSs that we exceed Excel’s limits
- HQ still acting as if R&PM FS41 still exists
- ***With complement less than projected on-board, process is extremely complicated
- WIMS process is not clear