Brodi Fontenot, currently a Transportation Department official, has received a presidential nomination to serve as the Treasury Department‘s next chief financial officer, the White House announced Thursday.
Fontenot’s roles at DOT include assistant secretary for administration, chief human capital officer and senior sustainability officer.
He joined that agency in 2009 as deputy assistant secretary of management and budget after serving on the Senate Budget Committee’s staff for three years.
Between 2001 and 2006, he worked as a Government Accountability Office analyst and helped the agency with budgeting, disaster assistance and housing matters.
He holds a master of public administration degree from the University of North Carolina and a bachelor’s degree from the University of Houston.
-Mary-Louise Hoffman, ExecutiveGov.com
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Showing posts with label Human Capital. Show all posts
Showing posts with label Human Capital. Show all posts
Friday, August 01, 2014
Friday, February 03, 2012
OMB personnel changes are on the way
Changes are coming to the top ranks of the Office of Management and Budget just as the agency prepares to release President Obama’s proposed fiscal 2013 federal budget on Feb. 13.
With OMB Director Jacob J. Lew moving across the street to serve as White House chief of staff and Jeffrey D. Zients sliding into the acting director role, other staffers will be asked to pick up elements of Zients’s previously broad portfolio as deputy director for management.
Danny Werfel, who serves as OMB controller and head of the Office of Federal Financial Management, will also coordinate the administration’s work on financial management, government contracting, information technology, personnel policy and performance management, according to OMB spokeswoman Moira Mack.
-Ed O'Keefe, WashingtonPost.com
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With OMB Director Jacob J. Lew moving across the street to serve as White House chief of staff and Jeffrey D. Zients sliding into the acting director role, other staffers will be asked to pick up elements of Zients’s previously broad portfolio as deputy director for management.
Danny Werfel, who serves as OMB controller and head of the Office of Federal Financial Management, will also coordinate the administration’s work on financial management, government contracting, information technology, personnel policy and performance management, according to OMB spokeswoman Moira Mack.
-Ed O'Keefe, WashingtonPost.com
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Thursday, July 23, 2009
Academy urges major management reform at Energy
While the Obama administration is counting on the Energy Department to play a key role in addressing a host of national priorities, including energy independence and economic recovery, a new study by the National Academy of Public Administration raises serious questions about the department's ability to manage existing responsibilities.
In a highly critical report released on Tuesday, the expert panel conducting the study found that the department's mission-support functions, including human resources, contracting and financial management, need urgent attention from Energy Secretary Steven Chu.
The panel was especially critical of staff in the Office of the Chief Human Capital Officer, citing poor leadership, inadequate customer support and a lack of strategic vision.
The panel also found significant problems in contracting and financial management, but said the department had made important strides in addressing them over the course of the study, which began in early 2008.
In terms of financial management, the panel noted that the Office of the Chief Financial Officer had developed a more strategic approach to guiding operations than either the human resources or contracting offices. But the department is unique among federal agencies in that it allots appropriated funds to field office managers and field financial officers rather than the assistant secretaries that Congress, the Energy secretary and the public hold accountable for achieving program results.
The panel recommended that Energy change its budget process by distributing appropriated funds to program assistant secretaries and holding those executives responsible for allocating resources to the field.
NAPA conducted the study at the request of the House and Senate Energy and Water Development Appropriations Subcommittees, whose members were concerned about Energy's ability to adequately perform key management functions.
-Katherine McIntire Peters, GovExec.com
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In a highly critical report released on Tuesday, the expert panel conducting the study found that the department's mission-support functions, including human resources, contracting and financial management, need urgent attention from Energy Secretary Steven Chu.
The panel was especially critical of staff in the Office of the Chief Human Capital Officer, citing poor leadership, inadequate customer support and a lack of strategic vision.
The panel also found significant problems in contracting and financial management, but said the department had made important strides in addressing them over the course of the study, which began in early 2008.
In terms of financial management, the panel noted that the Office of the Chief Financial Officer had developed a more strategic approach to guiding operations than either the human resources or contracting offices. But the department is unique among federal agencies in that it allots appropriated funds to field office managers and field financial officers rather than the assistant secretaries that Congress, the Energy secretary and the public hold accountable for achieving program results.
The panel recommended that Energy change its budget process by distributing appropriated funds to program assistant secretaries and holding those executives responsible for allocating resources to the field.
NAPA conducted the study at the request of the House and Senate Energy and Water Development Appropriations Subcommittees, whose members were concerned about Energy's ability to adequately perform key management functions.
-Katherine McIntire Peters, GovExec.com
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Friday, May 16, 2008
Agencies should improve financial management workforce planning, report finds
Technological and demographic changes are driving a major shift in the federal financial management workforce, and agencies must do a better job preparing for future needs, according to a study conducted by the Association of Government Accountants and Management Concepts, a Washington-based professional services firm.
The report, "21st Century Federal Financial Managers: A New Mix of Skills and Educational Levels?" said technology has reduced reliance on manual processes and remaining positions require a better-educated workforce.
Specifically, the report cites increasing demand for people able to provide analysis that supports executive decision-making. The need stems from new reporting requirements from the Office of Management and Budget and pressure from lawmakers to provide program outcomes and measures. "All three major federal financial management positions -- accountant, budget analyst, and management and financial analyst --require analytical and decision-support competencies," the report noted.
While agencies are conducting workforce planning, most are failing to identify competency gaps and develop strategies to make sure they have enough people with the right skills -- and they won't be able to count on recent college graduates filling the gap. The study found that schools generally are not teaching basic federal budgeting, accounting and program concepts, and college graduates often lack understanding of federal appropriations law and the government's accounting and budget process.
-Katherine McIntire Peters, GovExec.com
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The report, "21st Century Federal Financial Managers: A New Mix of Skills and Educational Levels?" said technology has reduced reliance on manual processes and remaining positions require a better-educated workforce.
Specifically, the report cites increasing demand for people able to provide analysis that supports executive decision-making. The need stems from new reporting requirements from the Office of Management and Budget and pressure from lawmakers to provide program outcomes and measures. "All three major federal financial management positions -- accountant, budget analyst, and management and financial analyst --require analytical and decision-support competencies," the report noted.
While agencies are conducting workforce planning, most are failing to identify competency gaps and develop strategies to make sure they have enough people with the right skills -- and they won't be able to count on recent college graduates filling the gap. The study found that schools generally are not teaching basic federal budgeting, accounting and program concepts, and college graduates often lack understanding of federal appropriations law and the government's accounting and budget process.
-Katherine McIntire Peters, GovExec.com
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Monday, June 04, 2007
Personnel issues top concern for DOD financial execs
Workload pressures, aging workforce pose major challenges
Personnel issues represent the dominant concern among Defense Department financial executives, a new study found.
DOD financial executives listed workload pressures from the global war on terror and an aging workforce as overarching challenges, according to a survey released June 1 by the American Society of Military Comptrollers and Grant Thornton LLP.
Executives also said that the Defense financial community lacks clear road maps to guide professional development — despite an abundance of training programs.
Of far less concern for executives in the study were adjusting to new financial information systems and audits. On the whole, executives reported success in implementing new systems.
The survey results are based on in-person interviews with 41 executives and online interviews with 606 ASMC members. Fifty-seven percent represented the four uniformed services, 24 percent worked for the Defense Finance and Accounting Service and 19 percent were from other DOD organizations.
The survey is anticipated to be published on the Grant Thornton website on June 4th on the Global Public Sector Publications page.
-Richard Walker, FCW.com
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Personnel issues represent the dominant concern among Defense Department financial executives, a new study found.
DOD financial executives listed workload pressures from the global war on terror and an aging workforce as overarching challenges, according to a survey released June 1 by the American Society of Military Comptrollers and Grant Thornton LLP.
Executives also said that the Defense financial community lacks clear road maps to guide professional development — despite an abundance of training programs.
Of far less concern for executives in the study were adjusting to new financial information systems and audits. On the whole, executives reported success in implementing new systems.
The survey results are based on in-person interviews with 41 executives and online interviews with 606 ASMC members. Fifty-seven percent represented the four uniformed services, 24 percent worked for the Defense Finance and Accounting Service and 19 percent were from other DOD organizations.
The survey is anticipated to be published on the Grant Thornton website on June 4th on the Global Public Sector Publications page.
-Richard Walker, FCW.com
READ MORE...
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