GAO: Many federal financial books are so sloppy they can’t be audited

The Government Accountability Office says many federal agencies’ financial books are in such bad shape that they cannot be audited.

In a report released last week, the GAO said material weaknesses in accounting procedures “hamper the federal government’s ability to reliably report a significant portion of its assets, liabilities, costs and other related information.”

The GAO said its report on the U.S. government’s consolidated financial statements for fiscal years 2015 and 2016 “underscores that much work remains to improve federal financial management.” The agency couldn’t even express an opinion on the balance sheets because of the weak financial reporting.

GAO noted that 34 percent of the federal government’s reported assets and 18 percent of its reported net cost relate to federal entities that were unable to issue audited financial statements, were unable to receive audit opinions on the complete set of financial statements or received a disclaimer of opinion on their statements.

The GAO called out the Department of Health and Human Services and Department of Defense, in particular, for weak internal controls.

The agency also took a shot at the Department of the Treasury and the Office of Management and Budget, noting that some of the “numerous recommendations” GAO made to those agencies in previous years to address internal control deficiencies remain unaddressed. The secretary of the Treasury and director of OMB are required to annually submit financial statements for the U.S. government, audited by the GAO, to the president and Congress.

-Johnny Kampis, Watchdog.org
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US Treasury Publishes the Financial Report of the United States Government - 2016

The annual Financial Report of the U.S. Government provides to the public a comprehensive overview of the Government's current financial position, as well as critical insight into our long term fiscal outlook.

The Citizen’s Guide to the Fiscal Year 2016 Financial Report of the U.S. Government (Financial Report) summarizes the U.S. Government’s current financial position and condition, and discusses key financial topics, including fiscal sustainability. This Guide and the Financial Report are produced by the U.S. Department of the Treasury in coordination with the Office of Management and Budget (OMB) of the Executive Office of the President. The Secretary of the Treasury, Director of OMB, and Comptroller General of the United States at the Government Accountability Office believe that the information discussed in this Guide is important to all Americans.

Find the Report here....

FY2015 US Federal Financial Statement Audit Due Monday

The audited financial statements of the 24 CFO Act agencies and participating federal organizations & commissions are due to be published on Monday November 16, 2015.

The following urls provide starting points to locate the publications.

http://www.performance.gov/
http://www.gao.gov/key_issues/federal_financial_accountability/issue_summary
http://www.treasury.gov/about/budget-performance/annual-performance-plan/Pages/default.aspx
@FedCFO



  

DHS faces stiff acquisition, IT management challenges, IG says

The Department of Homeland Security is facing major challenges ensuring employee accountability, streamlining acquisitions and managing its IT projects, according to an annual report released Nov. 18 by the DHS inspector general.

The IG received over 29,000 complaints against DHS employees and opened more than 1,000 investigations — achieving 300 convictions and affecting 100 personnel action. DHS must quickly recognize poor performers and illegal acts and move to stop them, the IG said.

The agency also struggles with delivering its acquisitions on time and on budget with the right capabilities, according to the report. While DHS has made some efforts to better manage its acquisitions it needs to continually improve and assess its efforts, the IG said.

DHS should also work on other management issues, including:

• Financial management: While the agency was able to obtain a clean financial audit for the second year in a row, it required considerable manual effort by the agency to overcome flaws in its financial IT systems, according to the IG. The agency needs to strengthen its financial management programs to eliminate these issues and make it easier to produce a clean audit.

• Grants management: Most of the challenges in grant management rest with the Federal Emergency Management Administration, which did not properly spend and document about 23 percent of disaster-assistance grants.

• Operations integration: The IG identified projects and programs shared between agencies that had weak levels of oversight, and that the agency does not have adequate systems to centrally track some of these shared programs. DHS spent more than $35.3 million on a fleet of cars shared between components that were underused, the IG said.

DHS agreed with many of the IG findings and said that many of the issues are being addressed by the agency-wide effort to coordinate and combine a diverse set of legacy agencies into one cohesive unit. The “Unity of Effort” initiative is building important bridges in DHS’ planning, programming and budgeting processes, according to Jim Crumpacker, the director of the departmental IG liaison office.

-Andy Medici, FederalTimes.com
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GAO released the revised Green Book, standards to help agencies achieve goals and safeguard resources

Internal control helps an entity run its operations efficiently and effectively, report reliable information about its operations, and comply with applicable laws and regulations. The Standards for Internal Control in the Federal Government, known as the "Green Book," sets the standards for an effective internal control system for federal agencies.

2014 Green Book Overview 

2014 Green Book

Outdated DHS Financial Systems May Be Inhibiting Internal IT Controls, OIG Audit Says

In recent years, said a new Department of Homeland Security (DHS) Office of Inspector General (OIG) IT management report for the Fiscal Year 2013 DHS financial statement audit, “DHS’s financial system functionality may be inhibiting the agency’s ability to implement and maintain internal controls, notably IT applications controls supporting financial data processing and reporting at some components.”

“At most components,” OIG report, “the financial systems have not been substantially updated since being inherited from legacy agencies several years ago. Therefore, in FY 2013, we continued to evaluate and consider the impact of financial system functionality over financial reporting.”

In FY 2013, a total of 103 findings were issued, of which approximately 69 percent are repeated from last year.

According to the audit, approximately 35 percent of repeat findings were for IT deficiencies that management represented were corrected during FY 2013. The new findings in FY 2013 resulted both from additional IT systems and business processes within the scope of the audit this year and from control deficiencies identified in areas which were effective in previous years, and were noted at all DHS components.

Customs and Border Protection (CBP) and the Federal Law Enforcement Training Center (FLETC) had the greatest number of new findings.

OIG reported that “many key DHS financial systems are not compliant with the financial management systems requirements of the Federal Financial Management Improvement Act of 1996 and Office of Management and Budget (OMB) Circular Number A-127, Financial Management Systems, revised. DHS financial system functionality limitations add substantially to the department’s challenges of addressing systemic internal control weaknesses and limit the department’s ability to leverage IT systems to effectively and efficiently process and report financial data.”

With respect to DHS and its components’ financial systems’ IT controls, the audit “noted certain matters in the areas of security management, access controls, configuration management, segregation of duties and contingency planning.”

During the audit, “certain matters involving financial reporting internal controls (comments not related to IT) and other operational matters, including certain deficiencies in internal control” were discovered that are considered “to be significant deficiencies and material weaknesses,” and were communicated in writing to management and those charged with governance in KPMG’s Independent Auditors’ Report and in a separate letter to the Office of Inspector General and the DHS Chief Financial Officer.

-Anthony Kimery, HStoday.us
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Air Force's progress raises DoD's confidence toward audit readiness

Air Force officials say the service is making up the most ground of any of the military services as part of the push to finally get the Defense Department to successfully close its financial books.

But government auditors say this entire Pentagon effort is at risk because of shortcomings in the services' technology systems.

Jamie Morin, the assistant secretary of the Air Force for financial management and comptroller, said he is more optimistic than ever before because the service put money and people behind the problem.

Morin said during a hearing Tuesday before the Senate Homeland Security and Governmental Affairs Committee that there is an increased likelihood that the Air Force will meet the 2017 deadline to have its financial statements fully auditable and the September deadline of being able to assert audit readiness for its schedule of budgetary activity.

This is a major change since last October when Morin told Senate Armed Services Committee members that the Air Force would struggle to meet the 2014 deadline, and 2017 wasn't going to be any easier.

But over the last six months, the Air Force has accomplished specific tasks one- by-one to meet the congressionally mandated deadlines.

Each of the services and DoD on the whole remain at different points in the process to achieve audit readiness. DoD is the only federal department that can't successfully account for its spending to meet third-party auditors requirements. The Marines Corps in fiscal 2012 received an unqualified opinion on its schedule of budgetary activity (SBA) — the first DoD service ever to receive that result.

Robert Hale, the out-going DoD comptroller, said he expects the Marines Corps to earn the same result for 2013.

While each of the services is at different points, the one common major challenge the Army, Navy, Air Force and the Office of the Secretary of Defense all face is updating and integrating their technology software, specifically the enterprise resources planning (ERP) systems, to meet the audit readiness requirements.

Take the Air Force as one example. It's still using a system from 1968.

Morin said the Defense Enterprise Accounting Management System (DEAMS), is under development to replace that 40-year-old system.

He said the service received a positive assessment from the Air Force Operational Test and Evaluation Center on DEAMS as currently deployed at more than six bases.

The Air Force plans to complete DEAMS deployment to all Air Mobility Command in the next couple of weeks and then more bases by Oct. 1. Morin said the Air Force also is on track to complete deployment Air Force-wide before the full financial statement audits begin.

The Army, on the other hand, is in better shape.

Robert Speer, the Army's acting assistant secretary for financial management and comptroller, said the general fund enterprise business system (GFEBs) is used by 53,000 service members and civilians at 200 locations worldwide.

Sen. Tom Coburn (R-Okla.), the ranking member of the committee, said in no uncertain terms if the ERPs don't work, this effort is in real trouble. Coburn has asked both the IG and GAO to continue looking at DoD's ERP efforts.

-Jason Miller, FederalNewsRadio.com
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Federal watchdog says SEC security issues put financial data at risk

A congressional watchdog has tasked the U.S. Securities and Exchange Commission (SEC) with addressing a number of security weaknesses impacting its system.

On Thursday, the U.S. Government Accountability Office (GAO) released a report (PDF) detailing the issues, which included SEC not encrypting sensitive data, properly identifying and authenticating users, or securely configuring a vital financial system, leaving it vulnerable to attack.

According to the 25-page report, “the information security weaknesses existed, in part, because SEC did not effectively oversee and manage the implementation of information security controls during the migration of this key financial system to a new location."

The watchdog said that SEC did not adequately oversee a contractor it hired to migrate its systems to a different data center last June.

As a result of SEC's need to improve security controls, GAO determined that the agency – which regulates the securities market, including exchanges, brokers, dealers and investment firms – had a “significant deficiency in internal control over financial reporting for fiscal year 2013.”

-Danielle Walker, SCmagazine.com
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Watchdog: Government Still Has Big Financial Management Problems

The usefulness of the government’s consolidated financial statements, though improved in recent years, remains hampered by “material weaknesses,” primarily at the departments of Defense and Health and Human Services, that prevent auditors from rendering an audit opinion, the Government Accountability Office reported.

In its mandatory audit of the government’s fiscal 2013 and fiscal 2012 consolidated financial statements released Thursday, the congressional watchdog pointed to three issues affecting the government’s estimate of its assets, liabilities and costs that urgently need improvement. They include “serious financial management problems” at the Defense Department; a governmentwide inability to adequately account for and reconcile intragovernmental activity and balances between federal entities; and an “ineffective process” for preparing the consolidated financial statements.

GAO noted that the Pentagon accounts for about 33 percent of the government’s total assets and about 16 percent of fiscal 2013 spending, but the agency has been given a “disclaimer of opinion” on its consolidated financial statements. Similarly, uncertainties in the growth rate of Medicare and Social Security, which account for 68.8 percent of the value of future expenditures in excess of future revenue, are responsible for HHS’ disclaimer of opinion.

Further crimping the government’s broader ability to get a grip on finances is an inability to determine the full extent of improper payments and actions to prevent them; unresolved information security control deficiencies; and effective management of tax collection activities, GAO said.

-Charles S. Clark, GovExec.com
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Viewpoint: A meaningful management agenda for CFOs

The Association of Government Accountants and Grant Thornton recently released their annual Federal Chief Financial Officer Survey. It explains how President Obama challenged his Cabinet to develop a new management agenda. This would entail a new CFO management agenda, part of which is suggested in the survey. Actually, the CFOs are in a position and capable of fulfilling a more meaningful management agenda.

First, however, one matter should be addressed. The survey states that “transparency and accountability are key elements in the Administration’s management agenda.” It then states that few program managers see value in audits. I would add that probably a few financial managers do not see value in financial audits. This is a real contradiction due, in part, to the fact that, based on their experience, many CFOs do not appreciate the importance of audited financial statements.

In every sector but the federal government, audited financial statements have been accepted as the norm. They are taken as a given, expressly to demonstrate accountability and the existence of reliable financial data. One could argue that financial audits in government are even more important because governments are spending money taken involuntarily from others. It is time to stop the debate about the value of audited financial statements. Clean audit opinions represent the basic blocking and tackling necessary for effective organizations.

The survey also says: “Effective program performance is an agency’s very reason for being, so this remains at the heart of the New CFO Management Agenda” and “More often than not, federal CFOs are charged with overseeing the entire performance management of the agency as a way to ensure that the organization’s results are measured and maximized.” But it also says that “almost two-thirds of CFOs interviewed do not believe that the recently passed Government Performance and Results Act (GPRA) Modernization Act has had an impact on their agency.” This dichotomy signifies what the CFO management agenda should be.

Many CFOs also have the performance improvement portfolio. Even if the CFO does not have the performance improvement officer designation, he or she can be a catalyst for advancement of sound performance management activities. As CFOs quoted in the survey stated: “Program offices pay more attention when it comes directly from the CFO, who controls the budget” and “CFOs can validate costs and cost savings.”

The first CFO Council, established in 1992 by the CFO Act, developed a vision for CFOs. It believed the CFO position should focus on more than processing financial transactions and assuring compliance. It postulated that better CFOs would be advisers to senior management; establish partnerships with program managers; and be major players in improving the management of resources. At the risk of generalizing, this expanded role is no longer universally fulfilled.

I propose that the CFO management agenda entail giving CFOs a proactive role in determining, improving and assuring program performance. Doing so would not require more time, only a change in perspective and approach. The Government Performance and Results Act, as amended, already requires the detail work of defining performance measures, determining and reporting performance results, and using performance information to drive performance improvement.

Therefore, CFOs should move beyond a silo whose primary objectives are reducing administrative costs and processing data that assure auditable financial statements. The CFO management agenda should involve CFOs in:

■ Working with their agency’s program managers to establish meaningful outcome and output measures for all programs.

■ Establishing and maintaining the systems that enable performance data to be collected for all measures.

■ Using the data to drive performance improvement, i.e., the already-defined role for the PIO.

■ Complementing the use of Performance.gov to demonstrate accountability for performance results with the use of Agency Financial Reports/Performance and Accountability Reports to show the relationship between performance results and the financial resources expended to achieve those results.

There is another element that should be included in the CFO management agenda. The ability to continue to deliver services in the face of shrinking budgets will require that programs be as cost-effective as possible.

Many CFOs have the budget development function in their agencies. As budget officers, they should demand that program managers specify the costs of producing the outputs for each program in order that preference can be given to the most cost-effective alternatives. I suspect that many program managers cannot provide that information. Hence, another element for the agenda is that CFOs, as the accounting officers, should build the cost accounting systems with which those costs can be ascertained and the budget officers’ requests be met.

None of these pieces for a new CFO management agenda are short-term. Nor will they furnish the low-hanging fruit that makes for good press releases. But they are the kind of CFO management agenda items that can produce major, meaningful and long-lasting results.

-Hal Steinberg, FederalTimes.com
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Hal Steinberg is technical director for the Association of Government Accountants’ Certificate of Excellence in Accountability Reporting program. He previously was acting controller and deputy controller of the Office of Federal Financial Management and associate director for management in the Office of Management and Budget.

From 500 to 70, OMB reduces number of financial system requirements

The Office of Management and Budget actually canceled a financial management circular earlier this month.

Circular A-127 no longer governs agency financial management systems. Instead, OMB rolled a small set of these old requirements into the new Appendix D of Circular A- 123 back in September.

OMB said Appendix D went into effect Oct. 1 and therefore rescinded all previously issued versions of Circular A-127 from Dec. 19, 1984; July 23, 1993; June 10, 1999; Dec. 1, 2004; and Jan. 9, 2009.

Norman Dong, the acting controller at OMB, said the goal of the rescission of A- 127 and the new Appendix D is to improve the quality, utility and the reliability of federal financial information.

The new guidance features only 70 requirements that OMB hopes will drive agencies toward outcomes such as reporting timely financial data or eliminating waste, fraud and abuse.

Dong said Appendix D now focuses on ways agencies can gauge how well they are in meeting the requirements of the Federal Financial Management Improvement Act (FFMIA), such as the number of and nature of material weaknesses and audit opinion from the inspector general or third party analysis. Formerly A-127, and now Appendix D, help agencies implement FFMIA.

Another major change with Appendix D is the focus on shared services. OMB has strongly encouraged agencies to move to federal shared service providers for financial management when appropriate, but some of the requirements under A-123 made it more difficult.

Dong said one example of this change in approach to financial management happened when a service provider and customer agency initially had discussions about hosting the system and identified more than 700 gaps between how the customer and provider were doing business. But, he said, when they shifted the conversation away from how they were doing business and focused on what needs to be achieved, the number of differences dropped dramatically.

OMB eventually will fold Appendix D into the rewrite of Circular A-123, governing the internal controls of agency financial management.

Dong said the goal is to rationalize and harmonize OMB's guidance on federal financial management. He said it's important to make sure the requirements are reasonable and rationale.

OMB announced in February it would lead an effort to do the first major grants policy rewrite in years.

Dong said OMB will release the A-123 update in the coming months. He said OMB is conferring with agencies on a number of different aspects of the rewrite, including the improper payments requirements.

In addition to the A-123 update, OMB released a new bulletin on Oct. 21, giving agencies an updated set of minimum standards for their financial audits.

OMB made 26 changes to the 67-page document around areas such as reporting, written representation from management and the scope of the audit.

-Jason Miller, FederalNewsRadio.com
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AGA's Financial Management Standards Board (FMSB) Seeks Input on New Reporting Framework

FMSB seeks input on the development of a new reporting framework targeting executive and legislative decision-makers. 

Comments due by December 1st.

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Morin paints challenging way ahead for Air Force's audit readiness

The Air Force is facing an ever increasing likelihood that it will not get its financial house in order by the first congressionally-mandated 2014 deadline.

By the end of this fiscal year, all of the Defense Department must be able to develop an auditable statement of budgetary resources.

But Jamie Morin, the Air Force's outgoing comptroller and President Barack Obama's nominee to be DoD's second director of the Cost Assessment and Program Evaluation (CAPE) office, told lawmakers Thursday the service would struggle to meet the 2014 deadline.

Morin said meeting the financial auditability deadlines remains an important priority for DoD and there has been real progress made over the last few years.

The Air Force's struggles are not new. Morin told lawmakers in 2011 that the Air Force's systems were among the biggest roadblocks it faces.

Lawmakers also pressed Jo Ann Rooney, the President's nominee to be the undersecretary of the Navy, on the service's ability to meet the congressional financial mandates.

Rooney said she didn't have details about the Navy's status in part because of the fiscal uncertainty that hasn't let the service hire skilled workers and plan accordingly.

Sen. John McCain (R-Ariz.) told Rooney to go back and figure out where the Navy stands on meeting the legal deadlines. He said if she doesn't know the answer, she isn't qualified to hold the undersecretary job.

With the first deadline now less than a year away, lawmakers will pay close attention to DoD's progress, and want consequences should they miss the 2017 deadline to have an auditable financial statement.

Several members of the Armed Services Committee co-sponsor the Audit the Pentagon Act of 2013, introduced by Sens. Tom Coburn (R-Okla.) and Joe Manchin (D-W.Va.). The bill states that if DoD fails to obtain a clean audit opinion by 2018, the military services would be barred from spending money to fund new major acquisition programs beyond what's known as "milestone B" — in essence, the actual engineering and manufacturing of new systems.

-Jason Miller, FederalNewsRadio.com
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Bill puts contract spending on the hook if Pentagon misses audit deadline

New legislation introduced by Sens. Tom Coburn (R-Okla.) and Joe Manchin (D-W.Va.) aims to push the Pentagon toward being ready for a full financial audit by restricting spending on major weapons programs if DoD fails to get its books in order.

Coburn, who has introduced similar legislation in the past, said a full financial audit will help DoD better prioritize funding.

"This summer the Pentagon canceled important training and furloughed thousands of civilian personnel while it continued to waste billions on non-defense spending that had nothing to do with its core mission," he said in a statement. "A full and complete audit is the only way the department will be able to make better decisions about how it uses valuable taxpayer dollars."

Under the Audit the Pentagon Act of 2013, if DoD fails to obtain a clean audit opinion by 2018, the military services would be barred from spending money to fund new major acquisition programs beyond what's known as "milestone B" — in essence, the actual engineering and manufacturing of new systems.

In addition, the bill would prohibit DoD from purchasing off-the-shelf IT systems if they would take more than three years to install. The bill would require DoD to include terms in its contracts allowing for the termination of IT system contracts that aren't delivered on schedule.

Congress has mandated DoD pass a full financial audit by the end of fiscal 2017. Meanwhile, DoD leadership has set an interim deadline to provide auditable Statement of Budgetary Resources — a full accounting of money flowing in and out of the Pentagon — by the end of 2014.

-Jack Moore, FederalNewsRadio.com
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Experts discuss DoD's challenges in reaching a clean audit

2013 represents 18 years on the High Risk List for the Defense Department. DoD has a 2017 deadline for a clean audit, but it's also required to make interim progress by 2014.

On this week's edition of Pentagon Solutions, Francis discusses whether the Pentagon will meet those deadlines and the challenges it has in meeting them.

Francis' guests today include:

• Al Tucker, former deputy chief financial officer at the Department of Defense; former deputy assistant inspector general for audit in the Office of the Inspector General at the Department of Defense, and former executive director of the American Society of Military Comptrollers
• Asif Khan, director of financial management and assurance at the Government Accountability Office

-FederalNewsRadio.com
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Does a bad audit really affect agency operations?

Year after year, the Government Accountability Office looks at the federal balance sheet and the bottom line is always fuzzy. We know that's not good, but does it really hurt agency operations?

Federal News Radio's Tom Temin and Emily Kopp asked that question to Bob Dacey, the chief accountant at the Government Accountability Office. The interview is part of Federal News Radio's special report, Rise of the Money People — financial management moves front and center as agencies make final assault on wasted billions".

-FederalNewsRadio.com
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From islands to log cabins, agencies struggle to offload excess property

Efforts to offload unused property from the federal books got a boost last month when a team of developers working with the Four Seasons hotel chain submitted the winning $19.5 million bidto purchase the massive Georgetown West Heating Plant from the government.

The Art Deco brick behemoth, near the swanky Georgetown waterfront in Northwest Washington, D.C., had long been a poster child for the difficulties the federal government faces in disposing of excess properties. Despite being mostly vacant for the past decade, the building stood there continuing to rack up $3.5 million in annual upkeep.

The process of disposing of properties that have outlasted their usefulness to the government continues to vex agencies.

Three years ago, President Barack Obama called on civilian agencies to reduce total real-estate costsby $3 billion, a goal they handily surpassed.

But the majority of agency savings resulted not from property disposal but from more small-bore improvements, such as space-management and sustainability initiatives. Of the $3.5 billion agencies reported in real-property savings at the end of 2012, just $984 million came from actually disposing of some of the 14,000 excess properties the government owns.

As part of the special report, Rise of the Money People, Federal News Radio examines why the government has struggled with real-property management and the reform efforts on the table that could help make a difference.

The government owns some 889,000 buildings and structures, according to fiscal 2010 data — the last year for which complete information is available.

More than 15 percent (or 14,000) of those buildings is considered excess, costing the government $190 million each year to operate and maintain, according to administration estimates. Another 71,000 properties are deemed underused, such as half-empty office buildings or warehouses.

The government's inventory of excess buildings and structures spans everything from everyday office buildings in Washington, D.C., and historic log cabins in the Pacific Northwest to manmade caves and even islands.

High-quality data is key to effective financial management. But when it comes to real-property data — such as knowing the location, condition and occupancy rates for buildings owned by the government — it's hard to come by.



-Jack Moore, FederalNewsRadio.com
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GAO Cannot Audit Federal Government, Cites Department Of Defense Problems

WASHINGTON -- The Government Accountability Office said Thursday that it could not complete an audit of the federal government, pointing to serious problems with the Department of Defense.

Along with the Pentagon, the GAO cited the Department of Homeland Security as having problems so significant that it was impossible for investigators to audit it. The DHS got a qualified audit for fiscal year 2012, and is seeking an unqualified audit for 2013.

The report released by the GAO on Friday indicates serious accounting problems at two of the largest government agencies: the Pentagon and the Department of Homeland Security. The Department of Defense has a net cost of $799.1 billion to the federal budget, while the Department of Homeland Security has a net cost of $48.7 billion.

"The U.S. Government Accountability Office (GAO) cannot render an opinion on the 2012 consolidated financial statements of the federal government because of widespread material internal control weaknesses, significant uncertainties, and other limitations," the agency said. "As was the case in 2011, the main obstacles to a GAO opinion on the accrual-based consolidated financial statements were: Serious financial management problems at the Department of Defense (DOD) that made its financial statements unauditable. The federal government’s inability to adequately account for and reconcile intragovernmental activity and balances between federal agencies. The federal government’s ineffective process for preparing the consolidated financial statements."

In the report, the GAO also said that the federal government could not reconcile transfers between federal agencies and had an ineffective process for preparing financial statements.

The report lists the Department of Defense as having the third-largest cost to the federal government, at 21 percent. That value is slightly behind the costs of the Department of Health and Human Services and the Social Security Administration, which both have high costs because they run the large social insurance programs Medicare and Social Security.

- Luke Johnson, Ryan Grim, HuffingtonPost.com
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Senate votes to require DHS clean audit by 2013

The Homeland Security Department would be required to conduct and pass a full financial audit under a bill unanimously approved by the Senate on Wednesday.

Sens. Tom Carper (D-Del.), Scott Brown (R-Mass.) and Ron Johnson (R-Wis.) — all three high-ranking members of a Senate subcommittee on federal financial management — introduced the  Department of Homeland Security Audit Requirement Target (DART) Act late last year. The DART Act requires the agency, long characterized by the Government Accountability Office as being at high-risk for waste and abuse, to reach a clean audit opinion by 2013.

"Clean, auditable financial statements can provide the roadmap we need to identify potential savings, avoid waste and fraud, and move towards a culture of thrift," Carper, the subcommittee's chairman, said in a statement. "This bill requires some very important, but straightforward steps that will ensure the Department of Homeland Security can pass a financial audit."

The agency announced earlier this month it is audit-ready and "has made an attempt to pass a full-scope audit," according to Carper, but has yet to actually do so.

The bill also requires the agency's chief financial officer to submit to Congress a plan to modernize the agency's financial systems, which will be evaluated by the comptroller general.

A companion bill was introduced in the House by Rep. Todd Platts (R-Penn.) last summer but remains stuck in committee.

Meanwhile, earlier this week, the House passed a somewhat related measure, the DHS Accountability Act, which sets up an advisory commission to making recommend improvements in the efficiency and effectiveness of DHS management.

-Jack Moore, FederalNewsRadio.com
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Homeland Security achieves new level in auditability

The Homeland Security Department’s decade-long struggle to integrate components and achieve clean books passed a major milestone with the release this month of DHS’ annual financial report, officials told Government Executive. For the first time, the department was given a “qualified audit opinion,” having submitted five statements of financial management for review.

The key area of improvement was auditing of general property, plant and equipment management, particularly in its Coast Guard organization, officials said.

Undersecretary for Management Rafael Borras praised DHS Chief Financial Officer Peggy Sherry for her “in-depth risk assessment of the issues,” and for working “closely with our component agencies to create mitigation plans” and for meeting “regularly with component CFOs to ensure adherence to the established milestones and remediation plans.” Other partners included DHS’ Office of the Chief Procurement Officer and the Office of the Chief Readiness Support Officer.

When the department was stood up in 2003, auditors faced 30 significant deficiency conditions, of which 18 were material weaknesses, Sherry explained, so progress required work with the Homeland Security’s Office of Inspector General, Congress, the Office of Management and Budget and GAO to implement the 2004 DHS Financial Accountability Act.

When the 2011 audit produced qualified opinions in two areas, Secretary Janet Napolitano pushed for execution of a “deeper dive” into all five statements in 2012. With billions in property for the whole department spread nationwide, Sherry added, it took major collaboration to audit them all at the same time.

“The full-scope audit opinion,” Sherry said, “is confirmation of DHS’ ongoing commitment to instituting sound financial practices to safeguard taxpayer dollars. We’ve provided reasonable assurance that internal controls over financial reporting as required by law are effective. With the exceptions of a few areas, we have good business practices in place to ensure our financial statements are accurate.”

DHS’ progress in general management reforms drew praise a year ago from Comptroller Danny Werfel, but its audit issues remain on the Government Accountability Office’s high-risk list.

-Charles S. Clark, GovExec.com
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