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Achieving Transparency in the 24 Hour News Cycle . Ron Berry August 14, 2011. Achieving transparency in the era of the 24 hour news cycle. In the current climate of the 24 hour news-cycle , a small mistake in reporting erodes public trust and casts doubt upon transparency.

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slide2

Achieving transparency in the era of the 24 hour news cycle

In the current climate of the 24 hour

news-cycle, a small mistake in

reporting erodes public trust and

casts doubt upon transparency.

Information needed to support

transparency is typically decentralized

and stored in an array of systems managed

by various business units – thus accurate reporting relies upon effective integration of data.

Achieving Transparency in the 24 Hour News Cycle—2—August 14, 2011

slide3

Transparency by Legislation

The Federal Funding Accountability and Transparency Act of 2006

(S. 2590), enacted in 2006 requires the full disclosure to the public of all entities receiving federal funds.

The website USAspending.gov created in December 2007 as a result of this act, is maintained by the Office Of Management and Budget.

Achieving Transparency in the 24 Hour News Cycle—3—August 14, 2011

slide4

Transparency through the Net

The ability to look at performance across agencies in greater detail is key to building public trustand supporting transparency.

  • Number of payments by state
  • Number of contracts by Zip code
  • Number of constituents served by Congressional District

Achieving Transparency in the 24 Hour News Cycle—4—August 14, 2011

slide5

Veterans Affairs – Case Study

  • 300,000 person cabinet level department
  • Three semi-autonomous administrations
  • Aging mainframe based centralized General Leger Accounting system
  • Decentralized accountingtransactional accounting sub-systems
  • Early stages of Data Governance
  • Limited Master Data Management
  • Data Warehouses, though mature focused on programmatic reporting and analytics

Achieving Transparency in the 24 Hour News Cycle—5—August 14, 2011

slide6

Veterans Affairs – Case Study

VBA's mission is to provide benefits and services to veterans and their families in a responsive, timely and compassionate manner in recognition of their service to the Nation. 57+ billion in annual benefit payments

Department of Veterans Affairs

Veterans Benefits Administration

National Cemetery Administration

Veterans Health Administration

  • Compensation & pension
  • Loan guaranty
  • Vocational rehabilitation & employment
  • Education
  • Insurance

Achieving Transparency in the 24 Hour News Cycle—6—August 14, 2011

slide7

Veterans Affairs – Case Study

Reporting Challenges

  • Ability to consistently report benefits payment information
  • Ability to identify and count distinct beneficiaries
  • Ability to address data quality in an environment going through major system transformations
  • Ability to integrate data managed through the cloud
  • Ability to understand common data (I.e., Common Terminology)

Achieving Transparency in the 24 Hour News Cycle—7—August 14, 2011

slide8

The data warehouse to the rescue

  • Developed monthly detailed benefit level extracts
  • Integrated data with state, zip-code and other demographic information

Solution did not address consistency of reporting

Achieving Transparency in the 24 Hour News Cycle—8—August 14, 2011

slide9

Data Governance, the missing link

  • VA has expedited the implementation of a department-wide Data Governance program and Master Data Management initiative intended to:
  • Establish organizational bodies to address enterprise information
  • Formalize business rules and decision rights (how we "decide how to decide")
  • Make individuals accountable for shared data that may be used externally
  • Provide monitoring, controls, and other enforcement methods
  • Foster meta-data development to improve the shared understanding of data
  • Formalize and measure data quality
  • Consistently identify constituents through an Identify resolution solution

Achieving Transparency in the 24 Hour News Cycle—9—August 14, 2011

slide10

How it is being implemented

TRIGGER EXAMPLES

3

1

  • Business Process Improvement Project
  • Modernization Blueprint Project
  • Info Exchange Project
  • E-Gov Project
  • Formally conduct cross-functionalreview, and
  • Adopt proposed data standards
  • Formal Review period: 3 weeks

Review business references and artifacts with Principal Data Stewards(s)

4

2

  • Resolve comments with Principal Data Steward(s)
  • Resolution period: 2 weeks

KEY Points

  • Collect, Identify, Design, and Document data requirements.
  • Perform business and technical stewardship coordination
  • Develop, and Submit Data Submission Package with concurrence of Principal Data Steward
  • Standardizing/ adopting data that is shared or exchanged.
  • Not always a single implementation of a standard

5

Implement adopted data standards

slide11

Lessons Learned

  • Without data governance and MDM, there is high risk that data may be inadvertently released
  • No two governance and stewardship programs are the same – each is unique
  • Adopt as many of the best practices as possible
  • The best approaches to governance and MDM maintains the enterprise focus while implementing iteratively

MasterDataManagement

Achieving Transparency in the 24 Hour News Cycle—11—August 14, 2011

slide12

Relevance to NASA

  • Similarly challenged financial reporting processes
  • Data warehouse programs currently programmatically focused
  • The complexity of this organization creates risks for inadvertent mistakes in external reporting
  • Opportunity to target data governance initiative towards external regulatory compliance

Achieving Transparency in the 24 Hour News Cycle—12—August 14, 2011

slide13

About Me

Currently employed with Grant Thornton, LLP, Global Public Sector (GPS) serving as a director managing large data warehouse projects. Twenty eight years of expertise in information technology, providing programming, enterprise architecture, project management, and product support to large financial services organizations, Government Sponsored Entities (GSE), telecommunications companies, and public sector clients.

Prior to joining Grant Thornton, served as a Director at Oracle. Prior to Oracle, managed Enterprise Architecture Planning for Fannie Mae.

Currently supporting a large data warehouse at the Department Of Veterans Affairs participating in the implementation of an agency-wide Data Governance program.

Achieving Transparency in the 24 Hour News Cycle—13—August 14, 2011

slide14

Questions

THANK YOU

Ron Berry, Director

Grant Thornton, LLP, Global Public Sector

333 John Carlyle Street

Alexandria, VA 22304

Tel: (703) 637-3012

E-mail: Ron.Berry@us.gt.com