The Office of the Chief Financial Officer (OCFO) has completed development of a 5-year strategic plan to clarify the office’s role and set priorities. Campus partners highlighted procurement as a critical area for improvement, prompting a closer look at Georgetown’s complex “Procure-to-Pay” (P2P) process.
During fall 2024, the OCFO conducted extensive “listening and learning” sessions to document the current state of P2P standards and benchmark industry best practices. In spring and summer 2025, the focus shifted to assessing findings, analyzing opportunities, and taking action. This work included reviewing recommendations and gathering feedback to inform implementation planning.
We are now preparing for the transition to a center-led P2P model. Under this model, strategic decisions on policy, processes, and tools will be set centrally, while campus-level finance teams, with clearly defined roles and responsibilities, will handle transactional work. After completing the foundational implementation work, broader organizational changes will begin in early 2026.
These updates are designed to strengthen customer service, simplify processes, improve training and information sharing, and generate cost savings.
January 2026 P2P Implementation Update
February 3rd, 2026
As we continue to advance the Procure-to-Pay (P2P) review and implementation efforts, we have expanded the project scope to include additional workstreams and timeline updates. Below is a detailed…
December 2025 P2P Implementation Update
December 16th, 2025
As part of the ongoing Procure-to-Pay (P2P) process review, a timeline outlining the working groups’ objectives and key milestones has been developed. The working groups are currently targeting…
September 2025 Procure-to-Pay Project Update
September 25th, 2025
Final Update – September 2025 Project Timeframe: August 2024 – September 2025, OCFO & BDOG P2P Project Conclusion & Next Steps Key Recommendations & Changes: After significant…
The current phase of work centers on developing updated policies, systems, training programs, and a clearly defined organizational structure. A series of advisory committees and working groups — each with distinct roles and responsibilities — will guide this effort to ensure it reflects the insights of the staff most directly impacted. Members represent a range of campus perspectives, serve as liaisons to their departments, and support consistent two-way communication throughout the process.
