bureau for management partners’ day
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Bureau for Management Partners’ Day. July 22, 2014. Did you know that the Bureau for Management…. Is the largest bureau at USAID Provides the financial, technological, space, and business support for our global operations in over 80 countries - PowerPoint PPT PresentationTRANSCRIPT
Bureau for ManagementPartners’ Day
July 22, 2014
Did you know that the Bureau for Management…Is the largest bureau at USAID
Provides the financial, technological, space, and business support for our global operations in over 80 countries
Employs personnel who carry out the following statutory responsibilities:• Chief Financial Officer• Chief Information Officer• Chief Acquisition Officer• Senior Real Property Officer• Freedom of Information Act Officer• Chief Information Security Officer• Chief Sustainability Officer• Performance Improvement Officer• Regulatory Policy Officer
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• Managed Agency operations during the shutdown.• Obligated more than $12 billion in acquisition and assistance,
through more than 14,000 transactions.• Strengthened USAID’s financial management, securing a clean
audit report on the Agency’s financial statements.• Become more transparent than ever, publicly sharing data and
financial information in usable ways.• Adopted more mobile technologies, ensuring greater mobility
and continuity of operations.• Launched new Intranet website to compliment the new Internet.• Redoubled efforts to transform Agency business processes.
Notable Successes:In the last year, M Bureau has
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Assistant Administrator(AA/M)
Deputy Assistant Administrators (3)
Office of Management Policy, Budget &
Performance(M/MPBP)
Office ofManagement Services
(M/MS)
Office of Acquisition & Assistance
(M/OAA)
Office of the Chief Financial Officer
(M/CFO)
Office of theChief Information
Officer (M/CIO)
Office of the DirectorDirector
Deputy Director
Office of the DirectorDirector
Office of the DirectorDirector
Deputy Director, ACTSDeputy Director, Operations
Deputy Director, Foreign Ops
Office of the Chief Financial Officer
CFODeputy CFO, HQ
Deputy CFO, Overseas
Office of the Chief Information Officer
CIODeputy CIO
Divisions• Administrative
Management • Budget• Policy• Performance
Divisions• Overseas Management• HQ Management• Travel & Transportation• Information & Records
Divisions• Compliance • ACTS: Cost, Audit &
Support; Evaluation; Policy; Professional Development & Training
• Operations: E3; Food Security; Global Health; Regional & Management; Special Initiatives & Development Partners
• Transportation
Divisions• Audit, Performance &
Compliance• Central Accounting &
Reporting • Cash Mgmt. & Payment• Financial Systems• Washington Financial
Services• IPR• Payroll
Divisions• Information
Assurance• IT Operations• IT Service Delivery• Information & Process
Management• Planning &
Administration
• Reducing our FOIA request backlog and continuing to improve Agency records management in an increasingly electronic environment
• Achieving more efficient use of Washington space• Strategically managing our overseas footprint to provide effective
program oversight, even in insecure environments• Implementing a FISMA corrective action plan and continuing to
improve information security• Deploying IT systems to increase Agency productivity and efficiency• Sustaining a clean audit opinion on Agency financial statements• Institutionalizing M Bureau’s efforts to use, strengthen, and partner
with local actors in strategic, purposeful, and cost-effective ways
Looking Forward: PrioritiesM/MS, M/CIO, M/CFO
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• Strategic alignment of operations with the Agency Mission and JSP• Streamlined Reporting and Opening Agency Data to the Public• Strategically managing Agency OE budget in the context of declining
resources• Deploying myUSAID.gov, our Intranet Modernization Initiative• Improving Past Performance assessment report rates• Reducing PALT (Procurement Administrative Lead Time)• Supporting A&A process reform• Continuing to deliver results on core operations while supporting
Agency initiatives
Looking Forward: PrioritiesM/AA, M/MPBP, and M/OAA
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1. A policy focused on sustainable development
outcomes
2. A new operational model that positions the United States to be a more effective partner and to
leverage our leadership
3. A modern architecture that harnesses development
capabilities spread across government in support of
common objectives.
USAID Procurement Reform
Stakeholder Collaboration and Audience Engagement
A Secure Diplomatic and Development Platform
A. Deliver results on a meaningful scale through a strengthened USAID
B. Promote sustainable development through high-impact partnerships
C. Identify and scale up innovative, breakthrough solutions to intractable
development problems
Objective 1 (IT): All USAID employees
have access to secure, mobile
technologies and a modern intranet
solution
Objective 2 (Budget): OE Budgets are
aligned and assessed quarterly
Objective 3 (Space): Washington-based staff have modern,
functional and secure work space
Objective 4 (Procurement):
USAID's procurement (A&A)
process is streamlined
Objective 5 (S&T Inn. Part.) - Innovative
procurement mechanisms and
tools enable institute operations
Presidential Policy Directive on Global Development (PPD 6) The President’s approach to global development outlines:
Joint Strategic Plan Strategic Goal 5: Modernize the Way We Do Diplomacy and Development
USAID Forward
M Bureau Objectives
5. USAID is a strategically managed and operationally
efficient and effective development partner
4. Use the Transformative Power of Science, Technology, Innovation and Partnerships to Deliver more Effective, Cost-
Efficient Results in Global Development
3. Cleaner Energy for More Inclusive,
Sustainable Growth
2. Global Health - Ending Preventable Maternal &
Child Deaths and Creating an AIDS Free Generation
1. Poverty and Hunger reduced by 20 percent in Feed the Future Focus
Countries' Zones of Influence
USAID Corporate Objectives
Strategy Alignment : Management and Operations National Security Strategy identifies Development as one of the three pillars of national security and outlines:
The use of inclusive interagency processes to achieve integration of our efforts to implement
and monitor operations, policies and strategies.
Providing appropriate authorities and mechanisms to implement and coordinate assistance programs and grow the civilian
capacity required to assist government on a diverse set of issues.
M Bureau Office Presentations
Bureau for Management Office of Management Policy,
Budget and Performance(M/MPBP)
Partners’ DayJuly 22, 2014
• Mission: To serve as the Agency’s lead advisory office in support of management and operations by providing analytical expertise to modernize operational policy, budget, performance and business operations.
• Vision: To strive for operational excellence that strengthens and improves the Agency’s programming and business processes.
M/MPBP Mission & Vision
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M/MPBP – Primary Responsibilities
• Manages the Agency’s operating expense (OE) budget; • Is responsible for Agency-wide management policy and
performance functions; • Responds to Congressional inquiries and concerns on
management issues and ensures compliance with related legislative directives; and
• Prepares senior Agency officials to testify before Congress about management issues.
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• Delivering Management Excellence and Operational Efficiencies with Exceptional Quality
• Constrained budget environment• Increased Demand for Specialized Skills• High Volume of Incoming Projects and Initiatives• Data Volume and Quality
• Hiring and Retaining Qualified Personnel with the Right Skill Mix• Implementing & Maintaining Operational Changes
M/MPBP Challenges
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Did you know that M/MPBP…• Formulates and executes the Agency’s operational budget of over $1.3
billion annually?• Oversees the hiring of over 300 direct hire personnel in the bureau?• Houses the Agency’s Deputy Performance Improvement Officer and
coordinates implementation of the President's Management Agenda at USAID?
• Coordinates the submission of over 100 statutory reports on an annual basis?
• Provides the quality control check for all corporate data?• Uses cutting edge technology to collaborate with partners inside and
outside the agency, tell the Agency's story and make our data available to the public.
• Is constantly innovating to improve the Agency operational policies and practices?
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Contacts
• Angela McNerney, Office Director – [email protected]• Colleen Allen, Deputy Office Director – [email protected]
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Bureau for ManagementOffice of the Chief Financial
Officer (M/CFO)
Partners’ DayJuly 22, 2014
M/CFO Mission
• Mission: To establish and maintain sound financial management practices that advance USAID's mission, goals and objectives through the timely collection and dissemination of accurate financial information, advisory, and analytical services. This is achieved by using a diverse workforce, innovative technologies, value-added business processes and the application of Federal financial standards.
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M/CFO Vision
• Vision: To establish business processes enabling the worldwide CFO organization to be a value-added provider of financial information and services to our customers, partners and stakeholders by:– Strengthening organizational competencies to effectively
and efficiently manage business processes and information while focusing on fiscal integrity and internal controls
– Leveraging the combined strengths of our knowledge, leadership, and commitment to developing individuals
– Communicating strategies and messages to meet the needs of our customers, partners and stakeholders
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M/CFO 2014 Priorities
• Sustain financial management and Local Solutions training for the Agency and the M Bureau
• Further institutionalize Local Solutions G2G support through integrating LS budget allocations, finalizing ADS 220 policy, revising and conforming LS training to revised policy, and filling LS vacant positions and training new employees
• Update ADS policies, standardize business practices, develop tools and leverage intranet to disseminate and store information
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M/CFO Challenges• Leadership Transition
• Balancing resources with existing and emerging reporting requirements and requests
• Remain effective and adapt to the evolving IT environment
• Increase customized financial info and data requests
• Continuous alignment of workforce analytical skills to meet customer needs and complex accounting requirements
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Contacts
• Reginald Mitchell, Chief Financial Officer – [email protected]• Kent Kuyumjian, Deputy Chief Financial Officer, Headquarters –
[email protected]• Morgan Brady, Acting Deputy Chief Financial Officer, Overseas –
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Bureau for ManagementOffice of the Chief Information
Officer (M/CIO)
Partners’ DayJuly 22, 2014
M/CIO Mission
• Mission: The Office of the Chief Information Officer (M/CIO) is responsible for information resources management that includes maintaining modern, secure and user-friendly technology for USAID bureaus and missions.
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M/CIO 2014 Priorities: • Information security improvements:
• IT governance processes & policies• Security of our missions• Security architecture
• Cloud-based social intranet platform:• Connect, collaborate, and locate info & resources• Investigating potential of partner collaboration
• IT Operations:• Service delivery process & tools• Enterprise Reporting• Technology adoption
• OMB Initiatives: • “Smart Cards”, Internet Protocol, optimized data center, mobile
applications, open data23
M/CIO Innovations
• On the leading edge of cloud implementation in USG• Access from anywhere - virtual desktops• Social Intranet platform• Single sign-on • Agile Development methodology
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Implications for Partners:
• We look to you to know and follow USG and Agency privacy requirements as required by law
• Each of us – employees and partners alike – are required to follow all the same information security requirements and protect the Agency’s information
• When any new Agency system is proposed, M/CIO must be involved in the earliest stages for review
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Did you know that M/CIO…
• The USAID IT enterprise has grown 25%+ in the last 5 years• We have and manage:
• 50 FISMA-reportable systems• Protect against 1,000s of information attacks daily• 52 centrally managed systems• 260 databases• 15%+ of spending on cloud technologies in FY14, jumping
to 26%+ in FY15• 56,500+ service tickets every month• Wireless networks at 19 missions
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Bureau for ManagementOffice of Management Services
(M/MS)
Partners’ DayJuly 22, 2014
• Mission: We are first and foremost a customer service office. Our principle customers are USAID staff, operating units and other USG colleagues in missions abroad. We also respond to the general public’s requests for information. We partner with other USG and private companies to provide quality customer service.
M/MS Mission
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M/MS – Primary Responsibilities
• Manages domestic and overseas facilities and vehicle fleets• Manages the Agency’s mail and printing services• Manages the Agency’s travel, transportation and storage (household
effects for Foreign Service Officers) and transit benefit programs• Manages Emergency Preparedness and Response and Occupational
Safety and Health programs• Implements the Agency’s world-wide records management program• Manages the Agency’s Freedom of Information Act (FOIA) program• Manages recruitment, training, assignments and support of Agency
Foreign Service Executive Officers • Coordinates USAID’s contributions to shared administrative support
services at embassies
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M/MS Priorities and Innovations
• Achieving greater efficiencies, effectiveness, and responsiveness in our service delivery
• Using IT tools to improve service delivery (e.g., travel, space management, information management)
• Consolidate operations with (space and some administrative services) with the Department of State at embassies
• Contribute to implementing USG open data policy to provide greater transparency and public access
• Achieve more efficient use of allocated space in Washington, DC through renovation and creative furniture solutions
• Generate cost savings by reducing storage of physical records and assets.
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Did you know that M/MS…• Manages properties throughout the world totaling $3B, and
786,259 sq. ft. of property in the Washington Metropolitan area?• Manages transit benefits for an estimated 1800 employees?• Responds to an estimated 500 Freedom of Information Act
requests annually?• Reviewed 12,141 pages of records in response to FOIA
requests in FY 2013?• Manages the disposition of an estimated 10M pages of records
annually, including the transfer of permanent records to the National Archives and Records Administration annually?
• Manages over 12,000 international and domestic travel transactions per year and processes nearly a thousand passport applications and visa transactions per year?
• Produces an estimated 200 publications (900,000 pages) annually in our in-house print shop? 32
Bureau for Management Office of Acquisition and
Assistance (M/OAA)
Partners’ DayJuly 22, 2014
• Mission: To create, award and administer projects to end extreme poverty and promote resilient, democratic societies while advancing our security and prosperity. We also aim to award packages that attract effective development partners
• Vision: To achieve value for money through well-designed and administered Acquisition & Assistance awards.
M/OAA Mission & Vision
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Award Cost Efficiency Study (ACES)
• Gift from Bill and Melinda Gates Foundation, USAID worked with a team of experts from the Oliver Wyman consulting firm to conduct the study
• A comprehensive initiative to analyze program designs, cost structures, and the Acquisition & Assistance (A&A) award process
• Made recommendations to help increase impacts and/or reduce costs without compromising the quality of USAID programs
• The study has been completed, recommendations have been issued to improve the efficiency of the award process and we have developed an implementation plan
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• Ten cross cutting recommendations were made:– Choice of Instrument (COI) - Working group established to
revise policies and guidance by end of the calendar year. – Improved management of awards – Delegation of sub-
awards and travel approvals under assistance to AORs– Improved access to timely information – New A&A Planning
tool being launched in the fall to improve data quality and content for various features including the Business Forecast
– Streamlining A&A Process – Developing business case for a fully electronic end-to-end award management system; (e.g, electronic proposals & evaluations, and post award admin)
Award Cost Efficiency Study (ACES)
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Implementation of Uniform Requirements (OMB Super-circular)
• June 26 USAID forwarded its draft implementation of the OMB’s Uniform Administrative Requirements, Cost Principles and Audit Requirements (“Uniform Requirements”) to OMB for review. The Agency intends to codify the Uniform Requirements at a new Code of Federal Regulations part: 2 CFR Part 700
• The new regulation improves on current policy by:– Eliminating duplicative and conflicting guidance;– Focusing on performance over compliance for
accountability;– Encouraging efficient use of information technology and
shared services;– Providing for consistent and transparent treatment of costs; 38
– Limiting allowable costs to make the best use of Federal resources;
– Setting standard business processes using data definitions;– Encouraging non-Federal entities to have family-friendly policies;– Strengthening oversight; and– Targeting audit requirements on risk of waste, fraud, and abuse
• Upon implementation, the new regulation will supersede, for USAID, OMB Circulars A-21, A-87, A-110, and A-122, Circulars A-89, A-102, and A-133; the guidance in Circular A-50 on Single Audit Act follow-up; and USAID’s 22CFR Part 226
Implementation of Uniform Requirements (OMB Super-circular)
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• USAID’s implementation of the Uniform Requirements intends to include amendments to retain useful or necessary policy which has been already published in 22 CFR Part 226. This includes:
• Requirements concerning the use of metric system of measurement• Contracting with Small and minority businesses, women’s enterprises,
and labor surplus area firms• The ability to suspend or terminate awards in the national interest,
administrative procedures regarding disputes and appeals and appeals
• USAID’s marking and branding policy – Looking forward to partner suggestions received during the rule
making process with final rule projected for year end
Implementation of Uniform Requirements (OMB Super-circular)
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Choice of Instrument (COI)
• ADS Chapter 201 on “Planning” underscores the critical importance of COI decisions:– “During the project design process, one of the most critical
choices the project design team must make is selecting the optimal mix of implementing mechanisms”
• ACES makes 10 process improvement recommendations to support increasing the “Value-for-Money” that USAID receives through A&A awards– “Select the most appropriate Instrument (i.e. Acquisition or
Assistance)”is one of the 10 ACES recommendations
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• The ACES consultants recommended that USAID:– Update and clarify its instrument selection guidance, as the
current federal-wide guidance does not provide clear guidance for USAID context
• To accomplish this, a multi-disciplinary team with M/OAA, GC, PPL, and other representatives will examine the ADS chapters relevant to COI:– ADS 201 Planning– ADS 300 on Agency A&A Planning– ADS 304 on Selecting between A&A implementing instruments
Choice of Instrument (COI)
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• These chapters and related guidance, templates and training will be updated and harmonized to:– Clarify roles and responsibilities of Project Design Teams
and Contracting Officers– Address recent developments such as new case law on the
use of intermediaries– Standardize practices and documentation to achieve greater
consistency across the Agency, both in Washington DC and the field
Choice of Instrument (COI)
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• Monthly meetings with major Bureaus on A&A planning and tracking PALT, especially on large requirements
• Incorporated lessons learned – early and continued engagement, PALTs signed off with M/OAA and Bureau leadership, weekly meetings on major requirements, sequestering tech panels, concurrent cost/technical reviews, and improved templates/guidance.
• Enhanced our system (GLAAS) to ensure more efficient and greater compliance with tracking PALTs.
• We realize a number of legacy procurements have continued to have lengthy PALTs, but lessons learned have been more fully incorporated in our more recent efforts such as Global Health Supply Chain.
Procurement Administrative Lead Time (PALT)
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Contacts
• Aman S. Djahanbani, Office Director – [email protected]• Mark Walther, Deputy Director – [email protected]• Deb Broderick, Deputy Director – [email protected]• Sunil Xavier, Deputy Director – [email protected]
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