Improving dod s inter intra governmental financial reporting
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IMPROVING DOD’S INTER/INTRA-GOVERNMENTAL FINANCIAL REPORTING. Phase 1 – Campaign Plan To Improve The End-to-end Process For Reimbursable Activity. Does your agency transact with DoD?. Section 1. Introduction and Issue Identification. Introduction.

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IMPROVING DOD’S INTER/INTRA-GOVERNMENTAL FINANCIAL REPORTING

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Improving dod s inter intra governmental financial reporting

IMPROVING DOD’S INTER/INTRA-GOVERNMENTAL FINANCIAL REPORTING

Phase 1 – Campaign Plan To Improve The End-to-end Process For Reimbursable Activity


Improving dod s inter intra governmental financial reporting

Does your agency transact with DoD?


Introduction and issue identification

Section 1

Introduction and Issue Identification


Introduction

Introduction

The U.S. Department of Defense (DoD) is one of the largest and most complex organizations in the world.


Introduction1

Introduction

$558 billion

in net cost of operations

$2.179 trillion

in assets

Source: U.S. Department of Defense Agency Financial Report for FY 2013 (pages 65-66)


Introduction2

Introduction

Source: U.S. Government Accounting Office, High-Risk Series: An Update, GAO-12-283 (February 2013)


Introduction3

Introduction

One of the key material weaknesses is DoD’s inability to reconcile inter/intra-governmental (IGT) activity and balances.


Igt is also known as

IGT is also known as…

Military Interdepartmental Purchase Requests (MIPRs)

Reimbursables

Buy/Sell Transactions

Interagency Agreements


Why is igt a material weakness

Why is IGT a material weakness?

X

Servicing

Agency

Requesting

Agency

Goods and/or

services

Out of balance


Why is igt a material weakness1

Why is IGT a material weakness?

IncompatibleSystems

Decentralized

Worldwide

Lack of Standards

High Volumes


Solutions to the material weakness

Solutions to the Material Weakness

Financial

Management

Systems

Data Standards

Reporting


What is the scope of the issue

What is the scope of the issue?

In 4th quarter FY 2013, DoD’s IGT imbalances with civilian agencies alone were over $10 billion.


Why is it important to solve the issue

Why is it important to solve the issue?

“A major reason for the disclaimer is the government’s inability to adequately account for and reconcile intra-governmental transactions between departments and agencies. This reform activity supports effective financial management through the achievement of a clean audit opinion; the elimination of material weaknesses; and the production of timely, accurate financial information to help guide decision-making.”

Office of Management and Budget, Executive Office of the President

Source: Federal Financial Management 2009


Dod challenges and requirements

DoD Challenges and Requirements


Improving dod s inter intra governmental financial reporting

What is your agency’s top challenge with IGT?


Dod strategic direction and policy

Section 2

DoD STRATEGIC DIRECTION AND POLICY


Areas of focus

Areas of Focus

Data Requirements

Standards & Policy

Metrics

Change Management

To tackle this significant material weakness issue and bring about an enterprise wide change, DoD worked with the Treasury Department and OMB in these four areas.


Key strategic goals

Key Strategic Goals

  • Improve visibility by using a central repository for all transactional information.

  • Reduce intra-governmental imbalances by using a “clearing house” or hub to share accounting information with trading partners.

  • Reduce reconciliation and elimination efforts by associating all related transactions.

  • Reduce chargebacks by establishing a clear agreement at each stage in the life cycle prior to settlement.


Invoice processing platform

Invoice Processing Platform

To enable the reimbursable IGT process reengineering effort, DoD is adopting the IPP, an automated electronic invoicing shared service that enables federal agencies to manage reimbursables more efficiently with their trading partners.


Project charter and august 5 2013 memo

Project Charter and August 5, 2013 Memo

During the spring of 2013, DoD developed a project charter outlining proposed project governance, project management, strategies and controls that team members could use during the IPP IGT implementation.

On August 5, 2013, DoD issued a memorandum announcing its partnership with the Treasury Department to implement IPP as DoD’s core system to manage all inter- and intra-governmental reimbursable transactions and documentation.


Lessons learned and enablers to success

Section 3

LESSONS LEARNED AND ENABLERS TO SUCCESS


Communication and documentation

Communication and Documentation

Trading partners must communicate and document they are in agreement before settlement takes place

Servicing

Agency

Requesting

Agency

Goods and/or

services


Chargebacks and reconciliation

Chargebacks and Reconciliation

IPP will help trading partners communicate and document they are in agreement before settlement takes place

Reduced disputes and chargebacks

Less time on reconciliation


Key enablers to success

Key Enablers to Success


Interagency agreement iaa

Interagency Agreement (IAA)

  • The IAA is a standard paper form for conducting buy/sell transactions between Federal trading partners

  • The IAA was developed to

    • Define the data structures required to effectively process intragovernmental buy/sell transactions

    • Provide agencies with an interim solution until the process could be automated

    • Lay the foundation for the automation of the standard processes and data


One form with two parts

One Form with Two Parts

  • General Terms and Conditions (GT&C) - 7600A

    • Captures partnership/relationship between parties

    • Identifies trading partners entering into agreement, authorities, agreement action, period, and type

  • Order Requirements and Funding Information (Order) - 7600B

    • Reduces effort as GT&C information is captured once and used with many orders

    • Contains specific information on products/services being exchanged, funding and accounting information, bona fide need, funding, shipping, authorization, points of contact, etc.


Interagency agreement iaa part a

Interagency Agreement (IAA) Part A


Interagency agreement iaa part a1

Interagency Agreement (IAA) Part A


Interagency agreement iaa part b

Interagency Agreement (IAA) Part B


Interagency agreement iaa part b1

Interagency Agreement (IAA) Part B


Interagency agreement iaa part b2

Interagency Agreement (IAA) Part B


To be environment

To-Be Environment


Next actions

Section 4

NEXT actions


Ipp governance board

IPP Governance Board


Collaboration with acquisition committee for e government ace

Collaboration with Acquisition Committee for E-Government (ACE)


Timeline

Timeline

Phase 3

completed(implementationapproach/plan

for USMC)

2014-Apr

Official program kick-off held

2014-Jan

Phase 1

completed

(project initiation/discovery)2013-May

Strategic planningsession held

2013-Nov

2014-Jun

Wave 1.2 initiated;

Release 3.2deployed

(includes

PO upload)

2013-Aug

OUSD(C) memo

issued

2013-Dec

Collaborative

Agency Working

Group (CAWG) meeting held; Release 3.1 deployed

(includes invoice download/upload,

PO download, notifications)

2014-Apr

Phase 2 completed (requirements identification

and fit-gap

analysis)

2012

IPP IGTproof-of-conceptconducted


Dod igt functional strategy

DoD IGT Functional Strategy


Questions

Questions?


Thank you

Thank you

Mary L. Kemp is Deputy Director and senior accountant in the Business Integration Office, Office of the Under Secretary of Defense (Comptroller). She has 30+ years of service as an auditor, budget analyst, accountant, and systems analyst with Department of the Army, Defense Finance and Accounting Service and OUSD(C). She is a past president of ASMC’s CNY Leatherstocking Chapter, a Lean 6 Sigma Green Belt, Certified Defense Financial Manager, and DoD Financial Management Level 3 certified. She is currently pursuing her Master's Degree at National Defense University.


Thank you1

Thank you

Michael Bolin is a veteran of the United States Army (Active Duty), having served ten years. He worked for JP Morgan Chase for one year and has been with Department of Treasury’s Bureau of the Fiscal Service for eight years. Mr. Bolin served as the EagleCash Program Manager, leading the roll out of the system to numerous deployed areas overseas. He currently heads Treasury’s IPP Intra-governmental deployment effort as the Program Manager, working closely with DoD. He has a Bachelor’s degree in business from Villanova University and is finishing an MBA/MPP from the University of Maryland College Park. Mr. Bolin also holds a PMP certification.


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