shared services: the federal government and dod...
TRANSCRIPT
Workshop #47
Shared Services:
The Federal Government and
DoD Direction
June 2, 2017
San Diego, CA
ASMC PDI 2017
Rowan MirandaCFO Advisory Services Practice Lead
Accenture Federal Services
2
Overview
3
Overview of the Panel
Current State of Federal Shared Services
o Service Focus to Cost/Customer Experience Focus
o Shared Services vs. Shared Systems
o Challenges faced by Early Movers to Shared Services
Shared Services in Civilian Agencies vs. DOD
Role of Commercial Investment to Accelerate Shared Services
Lora MuchmoreDirector – Office of the Undersecretary of Defense (Comptroller)
Business Integration
4
Ms. Muchmore is a Shared Services SME With
Experience in Both Industry and Government
• Lora H. Muchmore, Director Office of
the Under Secretary of Defense
(Comptroller) Business Integration
• Currently the alternative
representative to the Federal Shared
Services Group
• Twenty year Federal career, primarily
focusing on business transformation
• Five year industry experience
includes working on a large firm’s
administrative shared services effort
5
Business Unit
Business Unit
Shared Services
Business Unit
Define the scope of what to deliver
Understand the outcome you are trying to achieve
Understand the customer’s needs
Measure, measure, and measure
• Metrics should be simple
• Tied to outcomes
Continuous process improvement
• Metrics / analysis identifies areas for improvement
Location of shared services becomes increasingly less important
A Series of Critical Success Factors Have
Been Identified from Past Experience
6
When Establishing Shared Services, There
Are Some Key Points of View to Consider
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Start with activities that are truly common
Government needs to adopt standard processes
Don’t forget to keep your focus on the true customer
Tone from the top
Mark RoseComptroller – U.S. Coast Guard
8
USCG Current Services
9
Currently customized COTS - integrated financial, procurement, and asset
management system – over 17,000 users/99.7% availability
Automated User Account Management & Customer Service
Mature Configuration Control / Change Request Process
Provide accounting; cash, payables and receivables management; and asset and
financial reporting services:
USCG/TSA/DNDO (TRIO)
Appropriation ~ $15 Billion
Financial Transactions > 56 Million
Cash ~ $12 Billion
Payments ~ 1.2 Million - $8 Billion
Receivables ~ 30,000 - $5 Billion
Improper Payment Rate < 0.04%
PP&E - $22 Billion
CIP - $2 Billion
DHS “TRIO” Background
10
USCG Alternative Analysis – January 2012
USCG SSP versus In-house Decision – November 2012
USCG Business Case Analysis – July 2013
Discovery Process - “Go/No-Go” – August 2014
Treasury Approval – August 2014
Inter Agency Agreement – August 2014
Conference Room Pilot – January 2015
DNDO Migrate – Financials/Projects – November 2015
DNDO Migrate – Procurement – March 2016
USCG Configuration – January/February 2016
USCG Interfaces Commence (17) – February – April 2016
TSA Re-Planning & Delay Decision to October 2017 – June 2016
USCG Re-Planning Tiger Team – June – October 2016
Contingency Plan Working Group – January-March 2017
Unable to Service USCG Notification – February 2017
TSA Second Delay Decision – March 2017
Domestic Nuclear Detection Office
Risks
11
• FSSP Capacity/Experience
(Software/Hardware, CM, UAM, Training,
Cost/Schedule/Performance Metrics)
• Cost Efficiency Drivers
• Customer Service Focus
• Project Governance
Lessons Learned
12
• Functionality – Software
vs. Service
• RICE-W
• Customer Service
• User Account Management
• Business Process/System
Expertise
• Configuration Control
• Change
Management/Training
• Roles/Responsibilities
Rosie TinsleyDirector – Strategy, Policy & Requirements
Defense Finance and Accounting Service (DFAS)
13
DFAS Footprint
14
Note: DoD Base Budget and OCO Funds Only
Magnitude of Operations
15
Business Impact
Our Service Provider Focus
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Support customers in achieving and sustaining
favorable financial statement audits• Audit strategies, accounting principles, and internal
control toolsets
• Effective business and system internal controls
Modernize processes and technologies that
achieve cost efficiencies • Integrated solutions
• Standard business processes and common
technology platforms
Continued productivity and customer service
improvements as a competitive shared service
provider• First class customer service
• Performance metrics and reporting
Continued focus on our people; provide the
foundations and tools needed to work and
collaborate effectively• Prioritization of technology skills
• Culture and environment of collaboration
Q & A
17