SAVANTAGE FINANCIAL SERVICES, INC. v. THE UNITED STATES, CAFC No.
2009-5076, February 22, 2010.
Pre-award bid protest. DHS procurement. The court affirms the COFC decision which found it logical that defendant would want to ensure its success by seeking a fully integrated system, both on the basis of its own experiences and those of other agencies and departments. The court agrees "with the trial court that DHS has a rational basis for requiring an integrated financial, acquisition, and asset management system that is currently fully operational within the federal government... " ".....Therefore, we reject Savantage's contention that DHS's requirements constitute a pretextual cover for demanding an Oracle-based system. Because we agree with the trial court that DHS has a rational basis for requiring an integrated financial, acquisition, and asset management system that is currently fully operational within the federal government, we uphold the judgment of the Court of Federal Claims".
http://www.cafc.uscourts.gov/opinions/09-5076.pdf
Tuesday, February 23, 2010
Monday, February 15, 2010
Friday, February 12, 2010
U.S. Coast Guard Seeks Director of Financial Operations/Comptroller
Job Title: Director of Financial Operations/Comptroller
Department: Department Of Homeland Security
Agency: U.S. Coast Guard
Job Announcement Number: CG-SES-10-02
SALARY RANGE:
119,554.00 - 179,700.00 USD /year
OPEN PERIOD:
Thursday, February 04, 2010 to Friday, March 05, 2010
SERIES & GRADE:
ES-0510-00/00
POSITION INFORMATION:
Full-Time Permanent
DUTY LOCATIONS:
1 vacancy - Washington, DC
WHO MAY BE CONSIDERED:
Applications will be accepted from all US citizens.
JOB SUMMARY:
The Director of Financial Operations/Comptroller reports to the Deputy Chief Financial Officer in the Resources Directorate of the U.S. Coast Guard (USCG). The Director of Financial Operations/Comptroller is responsible for overseeing all financial management, accounting, and financial reporting functions; directs, manages, and provides policy guidance and oversight for the USCG's financial management organization including both federal and trust funds; oversees the integration of accounting, and financial management systems within the Coast Guard, including financial reporting, and internal controls; and monitors the financial execution of the budget of the USCG in relation to actual obligations, unliquidated obligations, and expenditures.
Individuals may contact Tenika Jefferson at 202.475.5320 or by email at Tenika.M.Jefferson@uscg.mil for any questions about the position.
View the full job listing
Department: Department Of Homeland Security
Agency: U.S. Coast Guard
Job Announcement Number: CG-SES-10-02
SALARY RANGE:
119,554.00 - 179,700.00 USD /year
OPEN PERIOD:
Thursday, February 04, 2010 to Friday, March 05, 2010
SERIES & GRADE:
ES-0510-00/00
POSITION INFORMATION:
Full-Time Permanent
DUTY LOCATIONS:
1 vacancy - Washington, DC
WHO MAY BE CONSIDERED:
Applications will be accepted from all US citizens.
JOB SUMMARY:
The Director of Financial Operations/Comptroller reports to the Deputy Chief Financial Officer in the Resources Directorate of the U.S. Coast Guard (USCG). The Director of Financial Operations/Comptroller is responsible for overseeing all financial management, accounting, and financial reporting functions; directs, manages, and provides policy guidance and oversight for the USCG's financial management organization including both federal and trust funds; oversees the integration of accounting, and financial management systems within the Coast Guard, including financial reporting, and internal controls; and monitors the financial execution of the budget of the USCG in relation to actual obligations, unliquidated obligations, and expenditures.
Individuals may contact Tenika Jefferson at 202.475.5320 or by email at Tenika.M.Jefferson@uscg.mil for any questions about the position.
View the full job listing
Forging New Paths to Improved Government Accountability Headlines Upcoming Government Financial Management Conference
ALEXANDRIA, Va. - (Business Wire) Dynamic speakers will share valuable insights on improving government financial management at the Association of Government Accountants’ (AGA’s) Eighth Annual National Leadership Conference. The conference, set for Feb. 18-19, will be held at the International Trade Center - The Ronald Reagan Building, in Washington, D.C.
The NLC features an impressive line-up of dynamic speakers that will share best practices, leadership secrets, and the knowledge governments need to become more effective. Join us to hear from the top financial management leaders and industry experts discuss fraud prevention, performance management and issues relating to the Recovery Act.
To review information about this conference visit www.agacgfm.org/nlc. If you would like to obtain press credentials to attend this conference, please contact Jennifer I. Curtin, MPA, at 410.430.1785, or at jcurtin@agacgfm.org.
AGA is the premier Association in advancing government accountability. We support the careers and professional development of government financial professionals working in federal, state and local governments as well as the private sector and academia. Founded in 1950, AGA has a long history as a thought leader for the government accountability profession. Through education, research, publications, certification and conferences, AGA promotes transparency and accountability in government. http://www.agacgfm.org/
Read More...
The NLC features an impressive line-up of dynamic speakers that will share best practices, leadership secrets, and the knowledge governments need to become more effective. Join us to hear from the top financial management leaders and industry experts discuss fraud prevention, performance management and issues relating to the Recovery Act.
To review information about this conference visit www.agacgfm.org/nlc. If you would like to obtain press credentials to attend this conference, please contact Jennifer I. Curtin, MPA, at 410.430.1785, or at jcurtin@agacgfm.org.
AGA is the premier Association in advancing government accountability. We support the careers and professional development of government financial professionals working in federal, state and local governments as well as the private sector and academia. Founded in 1950, AGA has a long history as a thought leader for the government accountability profession. Through education, research, publications, certification and conferences, AGA promotes transparency and accountability in government. http://www.agacgfm.org/
Read More...
Thursday, February 04, 2010
OMB finally details broad management doctrine
The Obama administration details its broad management approach in the fiscal 2011 budget request, focusing on three typical areas: outcomes, communication and best practices.
But it's the way the Office of Management and Budget plans to meet these three goals says a lot about where agencies are heading over the next three years.
OMB last summer asked agencies to choose 3-to-8 high performance, high priority goals. In the budget request, the White House lists those agency objectives.
Now the administration is taking it one step farther by requiring bureaus to detail similar high-priority goals that align with their department's broader objectives. All of these program measures will be placed on a Federal Performance Portal. The portal also will link to the growing number of cross-agency dashboards-cybersecurity, improper payments, procurement, research and development, federal workforce and information technology.
Robert Tobias, the director of the Key Executive Leadership programs at the American University in Washington, says OMB is asking for a clearer definition of outcome measures and holding all levels accountable for achieving them.
Robert Shea, who ran the President's Management Agenda for the Bush administration and now is director in Grant Thornton's global public sector, says the Obama administration's approach forces agencies to figure out where they really need to improve and accelerate performance in those areas.
The administration also wants to create problem solving networks. Using Web 2.0 tools, the Performance Improvement Council (PIC) will coordinate groups to solve similar governmentwide problems. The PIC also will look to private sector, academia and non-government organizations for help in solving issues.
Shea adds that relying on the PIC will help bring agencies with similar problems together.
The administration also plans to fund some of the performance improvement efforts. OMB has allocated $100 million for 17 agencies to pay for evaluations of programs or training staff to do the evaluations.
The experts say while $100 million is not a lot of money, it does show how serious the administration is taking this effort.
-Jason Miller, FederalNewsRadio.com
READ MORE...
But it's the way the Office of Management and Budget plans to meet these three goals says a lot about where agencies are heading over the next three years.
OMB last summer asked agencies to choose 3-to-8 high performance, high priority goals. In the budget request, the White House lists those agency objectives.
Now the administration is taking it one step farther by requiring bureaus to detail similar high-priority goals that align with their department's broader objectives. All of these program measures will be placed on a Federal Performance Portal. The portal also will link to the growing number of cross-agency dashboards-cybersecurity, improper payments, procurement, research and development, federal workforce and information technology.
Robert Tobias, the director of the Key Executive Leadership programs at the American University in Washington, says OMB is asking for a clearer definition of outcome measures and holding all levels accountable for achieving them.
Robert Shea, who ran the President's Management Agenda for the Bush administration and now is director in Grant Thornton's global public sector, says the Obama administration's approach forces agencies to figure out where they really need to improve and accelerate performance in those areas.
The administration also wants to create problem solving networks. Using Web 2.0 tools, the Performance Improvement Council (PIC) will coordinate groups to solve similar governmentwide problems. The PIC also will look to private sector, academia and non-government organizations for help in solving issues.
Shea adds that relying on the PIC will help bring agencies with similar problems together.
The administration also plans to fund some of the performance improvement efforts. OMB has allocated $100 million for 17 agencies to pay for evaluations of programs or training staff to do the evaluations.
The experts say while $100 million is not a lot of money, it does show how serious the administration is taking this effort.
-Jason Miller, FederalNewsRadio.com
READ MORE...
Wednesday, February 03, 2010
OMB finally details broad management doctrine
The Obama administration details its broad management approach in the fiscal 2011 budget request, focusing on three typical areas: outcomes, communication and best practices.
But it's the way the Office of Management and Budget plans to meet these three goals says a lot about where agencies are heading over the next three years.
"The whole performance management approach described the budget lays out a promising and more aggressive approach to performance management in the sense that it is more coherent and comprehensive than the past administration," says Jonathan Breul, executive director for the IBM Center for the Business of Government and a former OMB official. "We know when leaders focus on a few priority goals, we see tremendous performance improvements. That is what they are doing with the high performance goals."
OMB last summer asked agencies to choose 3-to-8 high performance, high priority goals. In the budget request, the White House lists those agency objectives.
Now the administration is taking it one step farther by requiring bureaus to detail similar high-priority goals that align with their department's broader objectives. All of these program measures will be placed on a Federal Performance Portal. The portal also will link to the growing number of cross-agency dashboards-cybersecurity, improper payments, procurement, research and development, federal workforce and information technology.
Breul says this approach will help motivate employees.
"Unlike the previous administration that had ratings and scores and were taking assessments and grades, this administration will shift subtly, but importantly, to focus on improvement and progress," he says. "How programs and policies are doing over time can be a great employee motivator. There is a lot to be encouraged here."
Breul is not alone in his assessment.
Robert Tobias, the director of the Key Executive Leadership programs at the American University in Washington, says OMB is asking for a clearer definition of outcome measures and holding all levels accountable for achieving them.
He adds that many times the focus is on creating public policy, but not seeing it fully implemented.
"This is a focus on implementation," he says. "Secretaries of the departments will be asked about and challenged to meet performance objectives like never before."
Robert Shea, who ran the President's Management Agenda for the Bush administration and now is director in Grant Thornton's global public sector, says the Obama administration's approach forces agencies to figure out where they really need to improve and accelerate performance in those areas.
"Their approach is built on the Comstat models seen at state and local governments and a little in the federal government," he says. "This is where they analyze data and discuss the outcomes with those who are accountable. Their approach shows real promise in the way they have constructed things. They could see short term improvements, which are necessary to get people to continue moving forward."
The administration also wants to create problem solving networks. Using Web 2.0 tools, the Performance Improvement Council (PIC) will coordinate groups to solve similar governmentwide problems. The PIC also will look to private sector, academia and non-government organizations for help in solving issues.
Shea adds that relying on the PIC will help bring agencies with similar problems together.
"This is consistent with whole initiative where they are bending over backwards to make sure these requirements actually fit the need or use for the agency," Shea says.
The administration also plans to fund some of the performance improvement efforts. OMB has allocated $100 million for 17 agencies to pay for evaluations of programs or training staff to do the evaluations.
The experts say while $100 million is not a lot of money, it does show how serious the administration is taking this effort.
-Jason Miller, FederalNewsRadio.com
READ MORE or LISTEN HERE...
But it's the way the Office of Management and Budget plans to meet these three goals says a lot about where agencies are heading over the next three years.
"The whole performance management approach described the budget lays out a promising and more aggressive approach to performance management in the sense that it is more coherent and comprehensive than the past administration," says Jonathan Breul, executive director for the IBM Center for the Business of Government and a former OMB official. "We know when leaders focus on a few priority goals, we see tremendous performance improvements. That is what they are doing with the high performance goals."
OMB last summer asked agencies to choose 3-to-8 high performance, high priority goals. In the budget request, the White House lists those agency objectives.
Now the administration is taking it one step farther by requiring bureaus to detail similar high-priority goals that align with their department's broader objectives. All of these program measures will be placed on a Federal Performance Portal. The portal also will link to the growing number of cross-agency dashboards-cybersecurity, improper payments, procurement, research and development, federal workforce and information technology.
Breul says this approach will help motivate employees.
"Unlike the previous administration that had ratings and scores and were taking assessments and grades, this administration will shift subtly, but importantly, to focus on improvement and progress," he says. "How programs and policies are doing over time can be a great employee motivator. There is a lot to be encouraged here."
Breul is not alone in his assessment.
Robert Tobias, the director of the Key Executive Leadership programs at the American University in Washington, says OMB is asking for a clearer definition of outcome measures and holding all levels accountable for achieving them.
He adds that many times the focus is on creating public policy, but not seeing it fully implemented.
"This is a focus on implementation," he says. "Secretaries of the departments will be asked about and challenged to meet performance objectives like never before."
Robert Shea, who ran the President's Management Agenda for the Bush administration and now is director in Grant Thornton's global public sector, says the Obama administration's approach forces agencies to figure out where they really need to improve and accelerate performance in those areas.
"Their approach is built on the Comstat models seen at state and local governments and a little in the federal government," he says. "This is where they analyze data and discuss the outcomes with those who are accountable. Their approach shows real promise in the way they have constructed things. They could see short term improvements, which are necessary to get people to continue moving forward."
The administration also wants to create problem solving networks. Using Web 2.0 tools, the Performance Improvement Council (PIC) will coordinate groups to solve similar governmentwide problems. The PIC also will look to private sector, academia and non-government organizations for help in solving issues.
Shea adds that relying on the PIC will help bring agencies with similar problems together.
"This is consistent with whole initiative where they are bending over backwards to make sure these requirements actually fit the need or use for the agency," Shea says.
The administration also plans to fund some of the performance improvement efforts. OMB has allocated $100 million for 17 agencies to pay for evaluations of programs or training staff to do the evaluations.
The experts say while $100 million is not a lot of money, it does show how serious the administration is taking this effort.
-Jason Miller, FederalNewsRadio.com
READ MORE or LISTEN HERE...
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