The Nuclear Regulatory Commission is taking their financial management system to a private cloud.
NRC awarded CGI Federal a $21.3 million contract to transition the Financial Accounting and Integrated Management Information System/Core Financial System from a federally-hosted environment to the company's Momentum Community Cloud infrastructure. NRC has been using CGI's Momentum system through the Interior Department's National Business Center.
The move to cloud is part of NRC's IT overhaul. Darren Ash, the agency chief information officer, said during an interview last June that improving the agency's technology capabilities was a major priority.
Financial management systems and other back-office systems are among the next areas the Office of Management and Budget wants agencies to consider moving to cloud providers. Former Federal CIO Vivek Kundra said in June agencies had more than 500 financial management and 500 human resources systems and moving them to the cloud could save hundreds of millions.
Additionally, current federal CIO Steven VanRoekel is pushing shared services and has a draft strategy out for public comment.
-Jason Miller, FederalNewsRadio.com
READ MORE...
Showing posts with label NRC. Show all posts
Showing posts with label NRC. Show all posts
Friday, February 10, 2012
Thursday, June 09, 2011
Four agencies must move to new FM systems
Four agencies must move to a new financial management shared service provider or to a new software system altogether.
The Interior Department's National Business Center will stop supporting CGI's Momentum financial management software. The Nuclear Regulatory Commission (NRC), the Federal Labor Relations Board (FLRB) and the National Transportation Safety Board (NTSB) must make a decision in the near future.
The Equal Employment Opportunity Commission already decided to move to Oracle Federal Financials hosted by a third party vendor.
OMB named NBC as one of four federal shared service providers for financial management in 2005. The other three providers are the Treasury Department Bureau of the Public Debt's Administrative Resource Center, the General Services Administration and the Transportation Department.
Jackson said 15 agency customers are using the other financial management system, Oracle Federal Financials. NBC has hosted Momentum since 2008.
Along with EEOC, NTSB is evaluating a move to Oracle as well, Jackson said.
FLRB and NRC are undecided on how they will proceed.
The three customers that still need to make a decision have several options, including moving to another shared service provider who hosts Momentum, whether government or third party or staying with NBC and transition to Oracle.
Jackson said all the employees supporting Momentum will be absorbed into NBC to work on the Oracle system or on other service offerings outside of financial management.
-Jason Miller, FederalNewsRadio.com
READ MORE...
The Interior Department's National Business Center will stop supporting CGI's Momentum financial management software. The Nuclear Regulatory Commission (NRC), the Federal Labor Relations Board (FLRB) and the National Transportation Safety Board (NTSB) must make a decision in the near future.
The Equal Employment Opportunity Commission already decided to move to Oracle Federal Financials hosted by a third party vendor.
OMB named NBC as one of four federal shared service providers for financial management in 2005. The other three providers are the Treasury Department Bureau of the Public Debt's Administrative Resource Center, the General Services Administration and the Transportation Department.
Jackson said 15 agency customers are using the other financial management system, Oracle Federal Financials. NBC has hosted Momentum since 2008.
Along with EEOC, NTSB is evaluating a move to Oracle as well, Jackson said.
FLRB and NRC are undecided on how they will proceed.
The three customers that still need to make a decision have several options, including moving to another shared service provider who hosts Momentum, whether government or third party or staying with NBC and transition to Oracle.
Jackson said all the employees supporting Momentum will be absorbed into NBC to work on the Oracle system or on other service offerings outside of financial management.
-Jason Miller, FederalNewsRadio.com
READ MORE...
Friday, July 25, 2008
Agencies urged to make better use of performance measures
The number of federal managers who measure program performance has increased over the past decade, but managers are not using the results to inform their decisions any more than they have in the past, a Government Accountability Office official told lawmakers on Thursday.
GAO credited agencies and the Office of Management and Budget with making program planning and measurement "slowly, yet increasingly" part of the government's culture. Bernice Steinhardt, GAO director of strategic issues, told members of a Senate Homeland Security and Governmental Affairs subcommittee that she has observed a transformation in the government's ability to manage for results.
This progress provides a solid foundation for improving government programs, Steinhardt said, but she added that the value of measures in and of themselves is limited.
"Unless federal managers use performance data to make management decisions and to inform policy-makers, the benefit of collecting performance information cannot be realized and real improvement in management and program results are less likely to be achieved," Steinhardt stated in her report (GAO-08-1026T).
A number of witnesses shared best practices for the use of performance information. Gov. Martin O'Malley, D-Md., touted the CitiStat and StateStat programs, which identify problems such as crime spots and Chesapeake Bay pollution and target resources toward addressing them. The success of these programs, O'Malley said, has hinged on four tenets: timely, accurate information shared by all; rapid deployment of resources; effective tactics and strategies; and relentless follow-up and assessment.
Representatives from the Nuclear Regulatory Commission, NASA and the Veterans Affairs Department also spoke about their relative success in using performance measures.
Steinhardt said GAO will issue a second report stemming from the survey of managers. It will examine which agencies are putting performance information to the best use and how certain agencies could improve.
-Elizabeth Newell, GovExec.com
READ MORE...
GAO credited agencies and the Office of Management and Budget with making program planning and measurement "slowly, yet increasingly" part of the government's culture. Bernice Steinhardt, GAO director of strategic issues, told members of a Senate Homeland Security and Governmental Affairs subcommittee that she has observed a transformation in the government's ability to manage for results.
This progress provides a solid foundation for improving government programs, Steinhardt said, but she added that the value of measures in and of themselves is limited.
"Unless federal managers use performance data to make management decisions and to inform policy-makers, the benefit of collecting performance information cannot be realized and real improvement in management and program results are less likely to be achieved," Steinhardt stated in her report (GAO-08-1026T).
A number of witnesses shared best practices for the use of performance information. Gov. Martin O'Malley, D-Md., touted the CitiStat and StateStat programs, which identify problems such as crime spots and Chesapeake Bay pollution and target resources toward addressing them. The success of these programs, O'Malley said, has hinged on four tenets: timely, accurate information shared by all; rapid deployment of resources; effective tactics and strategies; and relentless follow-up and assessment.
Representatives from the Nuclear Regulatory Commission, NASA and the Veterans Affairs Department also spoke about their relative success in using performance measures.
Steinhardt said GAO will issue a second report stemming from the survey of managers. It will examine which agencies are putting performance information to the best use and how certain agencies could improve.
-Elizabeth Newell, GovExec.com
READ MORE...
Friday, March 07, 2008
Nuclear Regulatory Commission Puts CFO on Leave
The U.S. Nuclear Regulatory Commission has placed its CFO, William McCabe, on leave for a number of weeks. McCabe was tapped as the reactor-licensing commission's finance chief last June after a five-year stint at the Department of Education that included service as the department's acting finance chief.
An NRC spokeswoman, who said she didn't know the reason for the move and that the commission hadn't issued a press release on the departure, told CFO.com Friday that McCabe "wouldn't be back for a couple of weeks." A person who picked up his phone at the commission confirmed he had left.
READ MORE...
An NRC spokeswoman, who said she didn't know the reason for the move and that the commission hadn't issued a press release on the departure, told CFO.com Friday that McCabe "wouldn't be back for a couple of weeks." A person who picked up his phone at the commission confirmed he had left.
READ MORE...
Tuesday, September 25, 2007
Financial chiefs make progress on audits, improper payments
In 1991, a year after Congress passed the Chief Financial Officers Act requiring agencies to exercise better financial controls and provide accurate and timely financial data that could be reviewed by independent auditors, only one of the 24 agencies covered by the law was able to receive a clean bill of financial health -- the General Services Administration. Now, 19 departments and independent agencies have received clean audits for the past two years.
To Linda Combs, that's incredible progress. She should know. Combs served in numerous financial management positions across the federal government, beginning with the Reagan administration and ending last month, when she retired after two years as comptroller at the Office of Management and Budget.
Today, 12 agencies have achieved that standard, according to OMB. "CFOs have taken a lot of responsibility for helping their business units to use financial data in better ways. What I like to say about the CFO Act is that it took CFOs from the backroom to the boardroom. I think [Comptroller General] David Walker first said that, but I've adopted that quote because it's so descriptive of what happened," Combs says.
Progress hasn't come easily. Only in the last two years have most agencies been able to meet the 45-day reporting requirement for providing financial statements at the close of the fiscal year -- and many of those reports were filed only after Herculean manual efforts by employees working overtime to meet the deadline.
Progress has been labor intensive, but it's also been measurable. In an area of particular importance to taxpayers, OMB estimates that improper payments declined to $36.3 billion for programs that reported $45.1 billion in 2004. While that's still a lot of money paid out incorrectly, it's an improvement, relatively speaking.
Timothy Hill, director of the Office of Financial Management and chief financial officer at the Centers for Medicare and Medicaid Services, told the House Budget Committee in July that CMS executes four parallel strategies to reduce error rates: prevention of improper payments, early detection of errors, coordination with outside entities to identify fraud, and enforcement.
This year, CMS estimates that Medicare contractors will process well over 1 billion claims from providers, physicians and suppliers for items and services covered by the program. Last year, Medicare outlays were nearly $382 billion.
Another area of notable progress across federal agencies has been real property management. Two years ago, the government had no centralized inventory of its real property -- no reliable data reflecting the operation and maintenance costs of federal facilities, where facilities were located, what condition they were in, whether they were critical to agencies' missions. In 2005, OMB launched an effort to create such an inventory. In the process, it disposed of $4.5 billion in excess property.
Chief financial officers at every agency share a common purpose. They all are responsible for ensuring that agencies comply with accounting and reporting laws, and they play key roles in strategic planning. But their function can vary significantly from agency to agency. When William M. McCabe was acting chief financial officer at the Education Department, his attention was on the business of making loans and issuing grants.
"The primary focus was an outflow of cash," he says. Now he is chief financial officer at the Nuclear Regulatory Commission, an agency that bills for a lot of the services it performs for its mission of ensuring safety and security at civilian nuclear power plants. "The focus has a more commercial bent -- billing for services, recovering that money," he says.
For many CFOs, including McCabe, improving finance and accounting systems has required greater cooperation with other chief executives, especially chief information officers. "I work very closely with our new CIO, Darren Ash," says McCabe. "We're working on many fronts together, looking at investments as a portfolio other than a single stovepipe, system by system. We want to make sure we're spending money wisely and not redundantly."
The Nuclear Regulatory Commission formed a capital planning and investment control process, chaired by the CIO, to make sure investments in technology are tied to the budget and planning process. "It becomes more and more critical the larger we get. It comes down to managing this growth," McCabe says.
It was a similar level of cooperation between CIO and CFO that led the Homeland Security Department last year to cancel its financial management modernization program known as eMerge, after investing more than $52 million -- but well before spending an estimated $229 million on the system.
Homeland Security, which was formed from the merger of 22 agencies in 2003, inherited dozens of separate financial systems that were unable to share data across the department, creating a host of problems with functions ranging from paying employees accurately to processing travel vouchers. The eMerge program was intended to integrate finance, accounting, procurement and asset management systems, but it ran into technical challenges and the department cut its losses, said David L. Norquist, Homeland Security's chief financial officer, at a Senate hearing in June.
Homeland Security is migrating agencies to one of two finance and accounting systems adopted by the Customs and Border Protection directorate and the Transportation Security Administration. "When you review the different systems the department has, these two agency solutions stand out. They use core accounting applications that are also used by other large federal agencies with unqualified audit opinions," said Norquist.
Rather than buy a new departmentwide system, Homeland Security plans to migrate nearly all agencies to either the TSA system or the CBP system by 2011. At that point, the department plans to choose one of the two to meet all its financial management needs.
When it comes to financial management, the Defense Department remains the elephant in the room. With an operating budget that dwarfs all other agencies combined, finance and accounting systems there are hugely complicated, and most weren't designed to provide data in the way agencies are now required to provide it.
By focusing on material weaknesses that are problems across the department, Defense is making measurable progress, according to a senior official at OMB: "They have very specific action plans associated with strengthening controls around the inventory and valuation of those different items, and they've made measurable progress in improving the readiness of those audit areas."
This year, in a first for any large component of the Defense Department, the Army Corps of Engineers is going through an outside audit. The audit, which was being conducted "off cycle," according OMB, was not yet complete at press time, "but the fact that they were ready to do an audit and have gone through 97 percent of the process at this point -- and things look like they went very well -- is tremendous progress," the OMB official says. Another major entity at Defense -- the Marine Corps -- is nearly ready to face outside auditors as well.
-Katherine McIntire Peters, GovExec.com
READ MORE...
To Linda Combs, that's incredible progress. She should know. Combs served in numerous financial management positions across the federal government, beginning with the Reagan administration and ending last month, when she retired after two years as comptroller at the Office of Management and Budget.
Today, 12 agencies have achieved that standard, according to OMB. "CFOs have taken a lot of responsibility for helping their business units to use financial data in better ways. What I like to say about the CFO Act is that it took CFOs from the backroom to the boardroom. I think [Comptroller General] David Walker first said that, but I've adopted that quote because it's so descriptive of what happened," Combs says.
Progress hasn't come easily. Only in the last two years have most agencies been able to meet the 45-day reporting requirement for providing financial statements at the close of the fiscal year -- and many of those reports were filed only after Herculean manual efforts by employees working overtime to meet the deadline.
Progress has been labor intensive, but it's also been measurable. In an area of particular importance to taxpayers, OMB estimates that improper payments declined to $36.3 billion for programs that reported $45.1 billion in 2004. While that's still a lot of money paid out incorrectly, it's an improvement, relatively speaking.
Timothy Hill, director of the Office of Financial Management and chief financial officer at the Centers for Medicare and Medicaid Services, told the House Budget Committee in July that CMS executes four parallel strategies to reduce error rates: prevention of improper payments, early detection of errors, coordination with outside entities to identify fraud, and enforcement.
This year, CMS estimates that Medicare contractors will process well over 1 billion claims from providers, physicians and suppliers for items and services covered by the program. Last year, Medicare outlays were nearly $382 billion.
Another area of notable progress across federal agencies has been real property management. Two years ago, the government had no centralized inventory of its real property -- no reliable data reflecting the operation and maintenance costs of federal facilities, where facilities were located, what condition they were in, whether they were critical to agencies' missions. In 2005, OMB launched an effort to create such an inventory. In the process, it disposed of $4.5 billion in excess property.
Chief financial officers at every agency share a common purpose. They all are responsible for ensuring that agencies comply with accounting and reporting laws, and they play key roles in strategic planning. But their function can vary significantly from agency to agency. When William M. McCabe was acting chief financial officer at the Education Department, his attention was on the business of making loans and issuing grants.
"The primary focus was an outflow of cash," he says. Now he is chief financial officer at the Nuclear Regulatory Commission, an agency that bills for a lot of the services it performs for its mission of ensuring safety and security at civilian nuclear power plants. "The focus has a more commercial bent -- billing for services, recovering that money," he says.
For many CFOs, including McCabe, improving finance and accounting systems has required greater cooperation with other chief executives, especially chief information officers. "I work very closely with our new CIO, Darren Ash," says McCabe. "We're working on many fronts together, looking at investments as a portfolio other than a single stovepipe, system by system. We want to make sure we're spending money wisely and not redundantly."
The Nuclear Regulatory Commission formed a capital planning and investment control process, chaired by the CIO, to make sure investments in technology are tied to the budget and planning process. "It becomes more and more critical the larger we get. It comes down to managing this growth," McCabe says.
It was a similar level of cooperation between CIO and CFO that led the Homeland Security Department last year to cancel its financial management modernization program known as eMerge, after investing more than $52 million -- but well before spending an estimated $229 million on the system.
Homeland Security, which was formed from the merger of 22 agencies in 2003, inherited dozens of separate financial systems that were unable to share data across the department, creating a host of problems with functions ranging from paying employees accurately to processing travel vouchers. The eMerge program was intended to integrate finance, accounting, procurement and asset management systems, but it ran into technical challenges and the department cut its losses, said David L. Norquist, Homeland Security's chief financial officer, at a Senate hearing in June.
Homeland Security is migrating agencies to one of two finance and accounting systems adopted by the Customs and Border Protection directorate and the Transportation Security Administration. "When you review the different systems the department has, these two agency solutions stand out. They use core accounting applications that are also used by other large federal agencies with unqualified audit opinions," said Norquist.
Rather than buy a new departmentwide system, Homeland Security plans to migrate nearly all agencies to either the TSA system or the CBP system by 2011. At that point, the department plans to choose one of the two to meet all its financial management needs.
When it comes to financial management, the Defense Department remains the elephant in the room. With an operating budget that dwarfs all other agencies combined, finance and accounting systems there are hugely complicated, and most weren't designed to provide data in the way agencies are now required to provide it.
By focusing on material weaknesses that are problems across the department, Defense is making measurable progress, according to a senior official at OMB: "They have very specific action plans associated with strengthening controls around the inventory and valuation of those different items, and they've made measurable progress in improving the readiness of those audit areas."
This year, in a first for any large component of the Defense Department, the Army Corps of Engineers is going through an outside audit. The audit, which was being conducted "off cycle," according OMB, was not yet complete at press time, "but the fact that they were ready to do an audit and have gone through 97 percent of the process at this point -- and things look like they went very well -- is tremendous progress," the OMB official says. Another major entity at Defense -- the Marine Corps -- is nearly ready to face outside auditors as well.
-Katherine McIntire Peters, GovExec.com
READ MORE...
Thursday, June 21, 2007
NRC Names William McCabe Chief Financial Officer
The Nuclear Regulatory Commission today announced the selection of William M. McCabe as Chief Financial Officer.
McCabe brings more than 28 years of experience in financial management. He has directed domestic and international corporate operations, financial system design and architecture of business operating solutions and public service financial management. Prior to his selection, McCabe served the Department of Education as Chief of Staff and Senior Advisor, and Acting Chief Financial Officer and key advisor to senior management since 2002.
McCabe received his Bachelor of Science, specializing in Finance and Economics, from the University of Maryland, College Park. He received his Master of Business Administration, specializing in Finance and Investments, from George Washington University, Washington, DC.
McCabe will assume his duties on Monday, June 25, 2007.
READ MORE...
McCabe brings more than 28 years of experience in financial management. He has directed domestic and international corporate operations, financial system design and architecture of business operating solutions and public service financial management. Prior to his selection, McCabe served the Department of Education as Chief of Staff and Senior Advisor, and Acting Chief Financial Officer and key advisor to senior management since 2002.
McCabe received his Bachelor of Science, specializing in Finance and Economics, from the University of Maryland, College Park. He received his Master of Business Administration, specializing in Finance and Investments, from George Washington University, Washington, DC.
McCabe will assume his duties on Monday, June 25, 2007.
READ MORE...
Friday, May 18, 2007
Upcoming Events - May 23, 2007
The Association of Government Accountants (AGA)
Dinner and awards ceremony in honor of eleven federal agencies that have been awarded the 2007 Certificate of Excellence in Accountability Reporting.
The recipients include: the Commodity Futures Trading Commission; the Housing and Urban Development Department; the Interior Department; the General Services Administration; the Government Accountability Office; the Nuclear Regulatory Commission; the Patent and Trademark Office; the Securities and Exchange Commission; the Small Business Administration; and the Social Security Administration.
[Note: There will be a media availability following the event.]
Participants: Clay Johnson III, deputy director for management at the Office of Management and Budget; U.S. Comptroller General David Walker of the Government Accountability Office; Linda Combs, comptroller of the Office of Management and Budget; and Redmond Van Danker, executive director of the AGA
Location: National Press Club, 14th and F Sts., NW, 13th Floor, Washington, D.C.. 6 p.m. (May 23, 2007)
Contact: Jennifer Curtis, 703-562-0770, jcurtin@agacgfm.org; [http://www.agacgfm.org]
Federal Accounting Standards
Federal Accounting Standards Advisory Board (FAR. Page 39318)
Meeting to discuss their conceptual framework, social insurance, application of the liability definition, the federal entity, natural resources, inter-entity costs, technical agenda, and any other topics as needed. May 23-24.
Location: Government Accountability Office, 441 G St., NW, room 7C13, Washington, D.C..
9 a.m. (May 23, 2007)
Contact: Wendy Comes, 202-512-7350
Dinner and awards ceremony in honor of eleven federal agencies that have been awarded the 2007 Certificate of Excellence in Accountability Reporting.
The recipients include: the Commodity Futures Trading Commission; the Housing and Urban Development Department; the Interior Department; the General Services Administration; the Government Accountability Office; the Nuclear Regulatory Commission; the Patent and Trademark Office; the Securities and Exchange Commission; the Small Business Administration; and the Social Security Administration.
[Note: There will be a media availability following the event.]
Participants: Clay Johnson III, deputy director for management at the Office of Management and Budget; U.S. Comptroller General David Walker of the Government Accountability Office; Linda Combs, comptroller of the Office of Management and Budget; and Redmond Van Danker, executive director of the AGA
Location: National Press Club, 14th and F Sts., NW, 13th Floor, Washington, D.C.. 6 p.m. (May 23, 2007)
Contact: Jennifer Curtis, 703-562-0770, jcurtin@agacgfm.org; [http://www.agacgfm.org]
Federal Accounting Standards
Federal Accounting Standards Advisory Board (FAR. Page 39318)
Meeting to discuss their conceptual framework, social insurance, application of the liability definition, the federal entity, natural resources, inter-entity costs, technical agenda, and any other topics as needed. May 23-24.
Location: Government Accountability Office, 441 G St., NW, room 7C13, Washington, D.C..
9 a.m. (May 23, 2007)
Contact: Wendy Comes, 202-512-7350
Monday, May 14, 2007
Unprecedented Eleven Federal Agencies to Receive AGA's Prestigious CEAR Award
AGA is pleased to recognize the outstanding Fiscal Year 2006 performance and accountability reporting efforts of the following federal agencies, which are the recipients of the Certificate of Excellence in Accountability Reporting (CEAR):
READ MORE...
- U.S. Commodity Futures Trading Commission (1)
- U.S. Department of Housing and Urban Development (1)
- U.S. Department of the Interior (7)
- U.S. Department of Labor (7)
- U.S. General Services Administration (3)
- U.S. Government Accountability Office (6)
- U.S. Nuclear Regulatory Commission (6)
- U.S. Patent and Trademark Office (5)
- U.S. Securities and Exchange Commission (1)
- U.S. Small Business Administration (1)
- U.S. Social Security Administration (9)
*The number in parenthesis after each agency indicates the number of years, including this year, that the agency has received the award.
READ MORE...
Friday, April 20, 2007
OMB reports progress in IT management
A new Office of Management and Budget report gives agencies positive marks for making strong business cases for information technology projects, but identifies an increasing number of high-risk initiatives.
The report shows that the number of IT business cases on the OMB management watch list dropped from 346 as of December 31, 2006, to 183 as of March 31, 2007.
Business cases for IT investments end up on the list if OMB officials find one or more weaknesses. The plans -- required under the 1996 Clinger-Cohen Act -- are then targeted for follow-up so that potential problems can be corrected before the project begins.
Plans are dropped from the list once agencies demonstrate through additional documentation and information on planning that they have addressed the problems.
Meanwhile, the number of projects on a separate "high risk" list jumped from 477 to 549 during the first quarter of 2007 (from Dec. 31, 2006, to March 31, 2007). According to OMB, the high-risk designations have increased because agencies are doing a better job of overseeing projects.
Placements on the high risk list, established by OMB in August 2005, are determined by projects' complexity or level of importance. The 549 initiatives on the list represent about $12.9 billion in projected IT spending for fiscal 2008. OMB has decided they need attention from "the highest level of agency management," but in a statement, noted they are not necessarily at risk for failure.
- Daniel Pulliam, GovExec.com
Notable Projects Included on the Watch List:
USDA
Human Resources Line of Business: Service Center
Farm Program Modernization (MIDAS)
ED
Grants Administration Payment System (GAPS)
Travel Management System (TMS)
Contracts and Purchasing Support System (CPSS)
Budget Formulation and Execution Line of Business
Federal Student Aid Financial Management System (FSA FMS)
HHS
HHS Consolidated Acquisition System
DHS
DHS - Financial Management Transformation (2008)
FEMA -Integrated Financial Management Information System (IFMIS) (2008)
DOL
OCFO - DOL Labor Executive Accountability Program
DOT
DOTXX071: DOT eGrants Consolidation
Treasury
Financial Analysis & Reporting System (FARS) Applications -Major
Debt Management Accounting System (DMAS)
Oracle e-Business Suite
Travel Reimbursement and Accounting System
Financial Management Information System (FMIS)
Integrated Financial System/CORE Financial System (IFS)
OCC ENTERPRISE SYSTEMS
VA
VA-Wide e-Travel Solution-2008
Financial & Logistics Integrated Technology Enterprise (FLITE)-2008
Financial Management System (FMS)-2008
Payroll/HR Systems-2008
Capital Asset Management System-2008
NASA
NASA Integrated Enterprise Management - Core Financial
NASA Integrated Enterprise Management - Integrated Asset Management
NRC
Budget Formulation Application (BFA)
License Fee Billing System Replacement (Fees System Replacement)
Human Resources Management System (HRMS)
License Fee Billing System (Fees System)
Cost Accounting System (CAS)
OPM
Human Resources Line of Business (HR LOB)
READ MORE...
The report shows that the number of IT business cases on the OMB management watch list dropped from 346 as of December 31, 2006, to 183 as of March 31, 2007.
Business cases for IT investments end up on the list if OMB officials find one or more weaknesses. The plans -- required under the 1996 Clinger-Cohen Act -- are then targeted for follow-up so that potential problems can be corrected before the project begins.
Plans are dropped from the list once agencies demonstrate through additional documentation and information on planning that they have addressed the problems.
Meanwhile, the number of projects on a separate "high risk" list jumped from 477 to 549 during the first quarter of 2007 (from Dec. 31, 2006, to March 31, 2007). According to OMB, the high-risk designations have increased because agencies are doing a better job of overseeing projects.
Placements on the high risk list, established by OMB in August 2005, are determined by projects' complexity or level of importance. The 549 initiatives on the list represent about $12.9 billion in projected IT spending for fiscal 2008. OMB has decided they need attention from "the highest level of agency management," but in a statement, noted they are not necessarily at risk for failure.
- Daniel Pulliam, GovExec.com
Notable Projects Included on the Watch List:
USDA
Human Resources Line of Business: Service Center
Farm Program Modernization (MIDAS)
ED
Grants Administration Payment System (GAPS)
Travel Management System (TMS)
Contracts and Purchasing Support System (CPSS)
Budget Formulation and Execution Line of Business
Federal Student Aid Financial Management System (FSA FMS)
HHS
HHS Consolidated Acquisition System
DHS
DHS - Financial Management Transformation (2008)
FEMA -Integrated Financial Management Information System (IFMIS) (2008)
DOL
OCFO - DOL Labor Executive Accountability Program
DOT
DOTXX071: DOT eGrants Consolidation
Treasury
Financial Analysis & Reporting System (FARS) Applications -Major
Debt Management Accounting System (DMAS)
Oracle e-Business Suite
Travel Reimbursement and Accounting System
Financial Management Information System (FMIS)
Integrated Financial System/CORE Financial System (IFS)
OCC ENTERPRISE SYSTEMS
VA
VA-Wide e-Travel Solution-2008
Financial & Logistics Integrated Technology Enterprise (FLITE)-2008
Financial Management System (FMS)-2008
Payroll/HR Systems-2008
Capital Asset Management System-2008
NASA
NASA Integrated Enterprise Management - Core Financial
NASA Integrated Enterprise Management - Integrated Asset Management
NRC
Budget Formulation Application (BFA)
License Fee Billing System Replacement (Fees System Replacement)
Human Resources Management System (HRMS)
License Fee Billing System (Fees System)
Cost Accounting System (CAS)
OPM
Human Resources Line of Business (HR LOB)
READ MORE...
Monday, November 20, 2006
USNRC seeks Sr. Systems Accountant for Rockville, Maryland.
Senior staff member and lead advisor to management during analysis of business processes and development of financial IT systems.
Bachelor's Accounting or related w/exp. in operation, development, and management of automated financial system.
Apply. Ref. #OCFO/DFM-2007-0001.
Deadline: 12/11/06. EOE-M/F/D/V. U.S. citizenship.
Bachelor's Accounting or related w/exp. in operation, development, and management of automated financial system.
Apply. Ref. #OCFO/DFM-2007-0001.
Deadline: 12/11/06. EOE-M/F/D/V. U.S. citizenship.
Thursday, August 31, 2006
NRC is Seeking Options for Shared Service Center Support
A recent request for information issued by the Nuclear Regulatory Commission intends to elicit responses from public and private shared service providers regarding the NRC's options for financial and administrative systems and hosting support outsourcing.
The NRC currently uses a Federal shared service provider (SSP) as the information technology (IT) host and provider of the NRC's core financial system, the Federal Financial System (FFS). This SSP has over 30 years experience successfully servicing administrative systems for over 150 Federal government agencies. FFS is the centerpiece of the NRC financial systems architecture. FFS is a mainframe-based legacy system that the NRC implemented in October 1992 to perform the core financial function for the NRC. Although implemented by the NRC in 1992, FFS was developed more than 20 years ago and is now nearing the end of its extended life cycle. In addition to FFS, the same Federal SSP currently hosts the NRC payroll and human resources system and the NRC e-Travel System. Moreover, the supporting infrastructure including communications links, interfaces, continuity planning, and security are well-established and shared by these applications.
The Federal SSP notified all customer agencies in a March 30, 2006, letter, that the corporate owner of FFS, CGI-AMS, has advised the SSP that FFS is no longer compliant with Federal standards for financial management systems and that they have discontinued any upgrades or enhancements to this system. Therefore, the SSP further advised that they will no longer provide services on FFS effective with the beginning of FY 2011, starting on October 1, 2010. As a result, the NRC must replace its legacy core financial system, FFS, with a modern solution. The NRC is planning to target an implementation date of October 1, 2009. Thus, the NRC is conducting market research to survey the availability of capable hosts, from the commercial and public sectors, of financial systems applications and the specific core financial applications they offer. We are also researching the capability of these same hosts to host Federal payroll, time and labor (T&L), human resources, eTravel, and acquisition/ procurement systems.
The NRC currently uses a Federal shared service provider (SSP) as the information technology (IT) host and provider of the NRC's core financial system, the Federal Financial System (FFS). This SSP has over 30 years experience successfully servicing administrative systems for over 150 Federal government agencies. FFS is the centerpiece of the NRC financial systems architecture. FFS is a mainframe-based legacy system that the NRC implemented in October 1992 to perform the core financial function for the NRC. Although implemented by the NRC in 1992, FFS was developed more than 20 years ago and is now nearing the end of its extended life cycle. In addition to FFS, the same Federal SSP currently hosts the NRC payroll and human resources system and the NRC e-Travel System. Moreover, the supporting infrastructure including communications links, interfaces, continuity planning, and security are well-established and shared by these applications.
The Federal SSP notified all customer agencies in a March 30, 2006, letter, that the corporate owner of FFS, CGI-AMS, has advised the SSP that FFS is no longer compliant with Federal standards for financial management systems and that they have discontinued any upgrades or enhancements to this system. Therefore, the SSP further advised that they will no longer provide services on FFS effective with the beginning of FY 2011, starting on October 1, 2010. As a result, the NRC must replace its legacy core financial system, FFS, with a modern solution. The NRC is planning to target an implementation date of October 1, 2009. Thus, the NRC is conducting market research to survey the availability of capable hosts, from the commercial and public sectors, of financial systems applications and the specific core financial applications they offer. We are also researching the capability of these same hosts to host Federal payroll, time and labor (T&L), human resources, eTravel, and acquisition/ procurement systems.
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