Exam 3, Section 1 Part 3 Acquisition Flashcards

1
Q

How is an acquisition defined?

A

Pervasive government function, performed to some extent by all departments and agencies at all the both of the government

Broader than procurement

Acquisitions starts with determining what is needed to be procured and runs all the way through monitoring of procured goods or services, and contract close out

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2
Q

What is procurement?

A

The act of making the purchase

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3
Q

What are some of the products and services that may be procured through the acquisition function?

A
  • capital and infrastructure assets (police stations, fire houses, roads)
  • Defense materials (war planes, submarines, missile systems)
  • Mobile capital assets (garbage trucks, school buses)
  • repair parts and supplies for capital assets
  • cleaning services for buildings and repair services
  • food served in school, hospital
  • transportation for school children or elderly
  • IT support services (maintaining email or Internet)
  • Social services (foster caring, homeless food and shelter)
  • professional services (audit, legal, engineering)
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4
Q

What is the objective acquisition?

A

Get the right product or service at the right price, the right quantity, at the right time, to the right place

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5
Q

What’s the best way to focus on the acquisition, objective, and the processes, strategies, and internal controls, needed to accomplish it?

A

To consider the risks inherent to the acquisition function

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6
Q

What are some major risks government face in buying any product or service?

A
  • Buy more or less than is needed
  • Buying products or services a significantly greater or lesser quantity than what is needed
  • not being able to obtain the goods or services at the time they are needed
  • paying prices higher than necessary
  • not specify what needs to be acquired, leading to costly changes and design or scope of the product/service after the contract is awarded
  • failure of the wire to deliver a product/service in the quantity quality and time stated in a contract
  • unreasonably admin costs in relation to the size of the purchases
  • corruption phase of the procurement process
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7
Q

What does establishing requirements start with?

A

The development of a procurement plan

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8
Q

When should a procurement plan be developed? (Time of year)

A

At the beginning of the fiscal year

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9
Q

What should a procurement plan include?

A
  • Identify types of goods/services needed
  • The amounts needed
  • timing of those needs

Consolidating of other entities with similar requirements should be considered to interest more vendors, and bring the price down

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10
Q

What do clear and precise requirements help?

A

They avoid the following risks:
- risk of obtaining products that are more or less than the government needs and/or wants
- risk that suppliers do not have sufficient quantities at the expected time or anytime

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11
Q

How should the requirements be stated?

A

In terms of performance expectations, rather than how the product is to be made, or the service delivered

Holding a vendor accountable for the results delivered by a product/service is far more important than being able to hold him accountable for whether or not, he followed a specific process

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12
Q

Should requirements be broad or specific?

What does selecting this type help with?

A

Requirements should be established in a manner that allows abroad potential vendor base as possible

Broad avoids limits on sources, products, services such as “Buy America” the vendor must maintain a facility within the state, or vendors must be above or below certain size

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13
Q

What are some other considerations of requirements?

A

Some government entities have adopted or maybe required to meet target (some as high as 35%) for certain types of vendors, such as a woman owned or veteran owned business and small business (a.k.a. set aside award goals)

Compatibility requirements and constraints, when establishing specifications should also be considered

Requirements for items, specified in an acquisition plan might need to consider the future availability of compatible parts, as well as the need to be compatible with existing equipment

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14
Q

Where is other considerations during the establishment of requirements that help keep cost down?

A
  • requirements to be written in such a way satisfy user without favoring specific product or suppliers. Excessive detail an effect of limiting competition as well as increasing costs
  • Requirements support buildings and equipment consideration cost of operating the buildings and equipment (build to reduce the number of operating personnel, maintenance, replacement cost)
  • alternate designs
  • Avoid bells and whistles are not necessary and thereby increase cost
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15
Q

What is one of the most important considerations about changing requirements?

A

Once the requirements for established, they may be frozen or locked

Nothing drives quicker than changing requirements.

Changing requirements also let’s vendors off the hook for both the quality and timeliness of the delivered product.

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16
Q

What is often a major contributor to a problem in acquisitions regarding requirements?

A

Lack of user involvement

Having the users sign off on the requirement is one to fix the specifications as well as establish accountability

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17
Q

What is the standardization committee? When is it established?

A

Broadly representative committee of all potential users, establish requirements and user needs and procurement cost down by reducing purchases of different items that accomplish the same basic purpose

Established, when two or more related entities may have similar needs, but desire to establish their requirements, slightly different in order to reflect the different products, even though one or the other product will perform just as well

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18
Q

In the federal government, who is designated to handle the various phases of the acquisition process?

A

A formally certified/warranted contracting officer

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19
Q

In smaller governments, who is designated to handle the various phases of the acquisition process?

A

Purchasing department or division

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20
Q

What are the advantages of having a contracting officer or purchasing department/division responsible for procurement?

A

Governments interest are better protected

Potential for complex of interest and favoritism is eliminated

Contracting officer continues to rely on program officials to provide technical advice and support Though

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21
Q

What services been increasingly contracted with for for profit and nonprofit entities?

A

Traditionally performed by government Such as:
- Streetlight maintenance services
- Public works departments
- Service in elementary and secondary school
- Trash removal
- Social services
- IT Experts for maintenance and expertise

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22
Q

What is the four basic phases of the acquisition process?

A
  1. Establishing specifications.
  2. Soliciting supply sources.
  3. Awarding contracts.
  4. Monitoring contractor performance.
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23
Q

What are some names used for using services outside the government?

A
  • Outsourcing
  • Competitive sourcing
  • Privatization
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24
Q

What should be done before the make or buy decision?

A

Perform a complete and fully documented feasibility study and cost analysis

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25
Q

What should be done when performing the cost analysis for making or buying a product or service? What costs should be considered?

A

Care needs to be taken with overhead costs

Switching from using government personnel to contractor personnel to obtain a service may result in only a negligible reduction in central and departmental overhead cost

Only cost that can be avoided, should be factored into the decision

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26
Q

What must be considered when administrative cost during the make or buy decision making?

A

Switching into a contractor doesn’t necessarily reduce the cost of supervision and could create additional administrative cost of a type not incurred when government personnel are used

This happens because contractor performance needs to be monitored and complaints need followed up on

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27
Q

What other factors should be considered during the feasibility and cost analysis study for make or by decision?

A

Behavioral issues, expertise, available, security issues, quality of service

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28
Q

What does competition increase and promote?

A

Competition increases the likelihood that the government will get the best available price and promotes fairness in contracting with the business community

Competition is both a significant procurement strategy and internal control component

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29
Q

What does FAR part 6.101 discuss about competition?

A
  • with certain limited exceptions, contracting officers shall promote and provide for full and open competition in soliciting offers and awarding government contracts
    -Full and open competition means all responsible sources are permitted to eat
  • It recognizes the acquisitions from a sole source may be necessary in certain circumstances
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30
Q

What are New York states purchasing laws related to the legal requirements for competition?

A
  • Objective of procurement is the facilitate each state agencies mission, while protecting the interest of the state, and its taxpayers and promoting fairness and contracting with the business community
  • All contracts for public purchase contracts over specified amounts must be awarded to the lowest responsible bidder furnishing the required security after advertisement for sealed bids
  • Document process is required for soliciting bids, proposals, or other offers
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31
Q

What should the government do to get the best price and deal fairly with potential suppliers?

A

Conduct abroad solicitation of potential suppliers, and seek the maximum (within reason) number of bids or proposals

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32
Q

What are two ways in which suppliers are solicited and obtain competition?

A
  • Invitation for bid (IFB)/invitation to bid (ITB)
  • Request for proposal (RFP)
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33
Q

What is an invitation for bid/invitation to bid?

A

A formal process in which a contract is awarded based primarily on price

evaluate proposals largely based on price

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34
Q

What are the ways in which potential suppliers must be solicited?

A
  • Government laws and regulations frequently require that IFB or RFP be advertised in a specific government publications, government, Internet, sites, regularly, read, newspapers, and trade publications (example procurement of 25,000 or more on fedbizopps.gov)
  • organizations and individuals on Bitter list prepare the list of previous suppliers, previous fitters, trade publications, sourced notices, and other sources can be contacted and advised of the opportunity
  • Information obtained from other government governments about suppliers that have been used to fulfill similar requirements can be a source
  • Trade associations can be advised and asked to notify their members
  • small solicitations/less than $25,000 can be made through phone calls to potential vendors but they need to be thoroughly documented
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35
Q

What is a request for qualifications (RFQ)?

A

Used to prequalify vendors, based on such factors, as the level of their experience, to perform particular types of service; the background/education/certifications of employed staff; their previous work; and financial capacity
This process typically enables the government to limit number proposals. It Hass to evaluate plus expedites the review process process.

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36
Q

What is the selection procedures when proposals are solicited through ITBs?

A

Formal process

Sealed bids are date stamped on receipt, kept under lock and key until opening time, and then opened in public, announced, and recorded

Contract is awarded to the responsible bidder who submits the lowest price

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37
Q

What is the selection procedures when proposals are solicited through RFPs?

A

Less restrictive process

Potential contractors may be asked to describe in their proposals the approach they expect to take, and performing the requested service; their previous experience performing this kind of service; entities for whom they perform the service; and the classification, specific names, and relevant experience of personnel available to perform the service

Depending on the circumstances, proposing entities may also be asked to describe their production capabilities to ensure they can meet the delivery requirements and financial resources

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38
Q

What are the requirements for emergency or soul source procurements to avoid the risk of favoritism and overpricing?

A
  • Maintaining a list of prequalified contractors
  • seeking proposals within a specified number of days after the emergency
  • preparation of a cost estimate by the reasonable government agency
  • Receiving proposals from more than one contractor
  • Documentation of the process and supervisory approval, which can include a written justification of the emergency
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39
Q

What are some possible situations in which aborting the work to a social source, with or, without a proposal, is the only feasible way to proceed?

A
  • only one reasonable source
  • Unusual or compelling urgency, such as the need for radios in the golf war
  • Specific legislation, such as to overhaul naval vessels in a named shipyard
  • The purposes of industrial mobilization or expert services
  • International agreement
  • National security
  • Public interest
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40
Q

What are the 7 most common situations when using simplified procedures?

A
  1. Common supply and equipment items
  2. Small purchases.
  3. Prequalifying vendors.
  4. Buying from statewide and federal contracts.
  5. Blanket purchase agreements.
  6. Small purchase procedures.
  7. Credit cards.
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41
Q

What is an example of buying from statewide in federal contracts?

A

Entering into a statewide contract for common items of supply and equipment, allowing local governments to take advantage of bulk purchase discounts by issuing purchase orders against the contracts.

State and local governments are also loud and do purchase items from the federal governments, general service administration, catalog

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42
Q

How are blanket purchase agreements used?

A

Individual governments or agencies may enter into both contracts for specific items that are available for specific period of time. Components, may then issue purchase orders against the contract to meet their specific needs.

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43
Q

What are small business procedures?

A

Laws or regulations may define specific dollar amounts, up to $10,000, as representing small purchases. Agencies are permitted to use the simplified procedures, such as obtaining three telephone bids to acquire, needed, goods or services.

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44
Q

How are credit cards used for simplified procedures?

A

Credit cards can be authorized for used to acquire and pay for goods and services up to specified amounts. This enables the government or agency to write one check to settle one invoice rather than many checks to settle many invoices. Also, assuming the credit card users enter the appropriate information of the time of purchase, thanks processing the credit cards can be askedto provide machine readable records, identifying the various ledger accounts to what the purchases should be charged

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45
Q

What should all purchases regardless, if they were made through purchase order or formal contract, include in the written document?

A
  • goods or services ordered
  • Delivery dates
  • Payment terms
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46
Q

When is the purchase order used versus a contract?

A

Purchase order for smaller, procurements and contract for larger procurement

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47
Q

What are some examples of items appropriate for addressing in contracts?

A
  • Criteria performance will be addressed against and payments will be made for certain service type contract
  • personnel, either by classification or name to be assigned on certain service type contracts
  • Approvals required for replacing name personnel on service type contracts
  • Labor law, to which contractors must adhere
  • Warrant guardian Layton defecate, found in equipment, such as a mass transit equipment
  • Required insurance coverage for construction contract
  • Penalties for late delivery of products or late completion of construction
  • Allowable and allowable cost for contracts and change orders
  • Retain terms or construction contract
  • Access to contractor records
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48
Q

What is the most desirable contract type?

A

One that is specific as to the goods or services to be delivered and the price

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49
Q

What are the two types of contracts to procure goods and services?

A
  1. Fixed price contracts.
  2. Cost reimbursement contracts.
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50
Q

What are fixed price contracts?

A

Contracts in which prices are not subject to adjustment, regardless of the contractors cost experience

If there are no changes in the scope of the contract, the contractor is expected to deliver the quantities and quality specified in the contract

Some permit contractors to deliver quantities more than the called for in the contract (example up to 5% more) at the same unit Price specified in the contract. Adjustments to fix Price contracts may also be made for authorized change orders which change the contract scope.

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51
Q

Why are fixed price contracts advantageous to both the government and the contractor?

A

The government knows at the time and enters into the contract, precisely what it will pay for the goods and services

The contractor has an incentive to control class because it knows it will be able to retain whatever profit it makes

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52
Q

Who has contract risk and fixed Price contracts?

A

Contractor

The contractor may cut corners by delivering a lesser quantity or quantity than what was ordered to increase profits. To reduce this risk, the procuring agency must make certain through the inspection process that it receives what was defined in the contract specifications.

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53
Q

When are fixed price contracts generally used?

A

For items that can be identified with a high degree of specificity, but only if the contractor believes the risk will be sufficiently manageable to bid a fixed price

Example: laptop, computers, furniture, and four services

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54
Q

What are cost reimbursement contracts? who typically uses them?

A

Contracts that provide for payment of allowable cost incurred to the extent specified in the contract

Frequently used by the DOD for weapons systems and NASA for space exploration equipment

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55
Q

What are the different types of cost reimbursement contracts?

A
  • cost plus a fixed fee
  • cost plus an incentive fee
  • Cost with no fee
  • Cost sharing contracts
  • Time and materials contracts
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56
Q

What is the cost plus a fixed fee contract?

A

The contractor receives allowable cost plus a fixed amount of fee specified in the contract

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57
Q

What is a cost plus an incentive fee contract?

A

The contractor receives, allowable costs, plus a fee that varies inversely with the amount of cost incurred

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58
Q

What is a cost with no fee contract?

A

Contractor is reimbursable for only allowable costs.

This type of contract is often used when contracting with not for profit, entities, colleges, and universities and contracting for research and development

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59
Q

What are cost sharing contracts?

A

The contractor and the government share the cost, and the contractor receives no fee

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60
Q

What are material contracts? Why are they risky?

A

The contractor receives flat rates (covering costs and profit) per hour per day per labor plus the cost of materials.

This type of contract is a particular risky for the government because the contractor has no incentive to keep the number of hours worked to a minimum

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61
Q

When are cost reimbursement contracts preferable?

A

When the manner of meeting the requirement makes it difficult to establish a price without excessive provision for contingencies.

The contractor has less incentive to control cost so cost reimbursement contracts tend to be more expensive than fixed price contracts

The government can change the requirements without receiving much resistance. The contractor is paid the cost incurred for accommodating the change. There’s less incentive for the government to think through and established precise specifications in advance.

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62
Q

When should cost reimbursement contracts be used?

A

Limited to situations in which the uncertainties prevent contractors from estimating cost precisely in advance.

There are used in situations in which vendors have the ability to estimate precise cost in advance, unless are willing to accept a fixed price contract

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63
Q

What phase is the greatest risk in the acquisition process?

A

Performance phase

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64
Q

What are some risks in the contractor performance phase?

A
  • Contractor may not deliver the goods/services within the time frame specified in the contract
  • contractor may deliver a lesser quantity of goods than specified in the contract
  • Quality problems may emerge after goods are delivered and accepted (latent defects)
  • contractor may occur cost in a cost reimbursement contract that are significantly greater than what was anticipated when the contract was signed
  • Agency may request changes in the scope of the contract or the contractor may encounter problems unforeseen in the specifications leading to the need for costly change orders
  • Contractors may inadvertently or deliberately submit, excessive bills
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65
Q

Where is the monitoring for quantity delivered specified?

A

Inspection for performance of quantities, delivered to the amount, specified in the purchase, order or contract is a fundamental internal control when procuring goods

The likelihood of careful and accurate count of the quantities received will be increased if the receiving department are given copies of the purchase order or contracts, only after the amount ordered have been removed from the document

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66
Q

What is a control that might be used to ensure the contractors provide their appropriate quality of goods or service specified in the contract?

A

Quality assurance surveillance plans (QASP) that commits the government inspection in accordance with identified milestones and/or checkpoint

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67
Q

What are the steps to assuring expected quality?

A
  1. Writing contracts with clear performance specifications.
  2. Monitoring and inspecting.
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68
Q

What are the risks for billing?

A
  • Overbilling the amount received
  • Overpayment in relation to the contract Price
  • duplicate billings 
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69
Q

What are cost over runs and how can they be prevented?

A

Cost an excess of the contract price caused by overruns. Most common with construction contracts, systems, installations, development of new military weapon systems. Caused by unanticipated circumstances.

Prevent by making sure the requirements are completely in explicitly thought through before the IFB, or RFP is written, and are clearly specified in the contract contract. The agency sign off on the requirements to ensure the specifications are complete, accurate, and precisely stated. Can’t be changed unless approved by high-level agency personnel.

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70
Q

What are the different types of government property?

A
  • Real property
  • Personal property
  • Inventory
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71
Q

What is real property?

A

Leased or owned property that includes land, land, rights, and anything attached to the land (except natural resources), buildings, and infrastructures

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72
Q

What does personal property include?

A

Equipment, furniture and fixtures, supplies, and IT assets, such as hardware and software

Intellectual property (intangible assets) including copyrights, patents, financial assets, such as stocks and bonds

Can be low value (laptops, phones, firearms) but require same level of accountability as real and other personal property

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73
Q

What is inventory?

A

A tangible personal property that is held for sale, or in the process of production for sale, or to be consumed to the production of goods for sale, or in the provision of services for a fee

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74
Q

How much property is on the government balance sheet?

A

Plant property in equipment is almost $900 billion

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75
Q

What property data would be entered into a property information system when property is acquired and appropriately updated throughout the properties life?

A
  • description of the item, including its type and use
  • Legal interest (owned or leased)
  • Identifiable characteristics such as manufacture, model number, and serial number
  • acquisition date
  • Acquisition cost
  • Replacement value
  • Location
  • Status indicator, such as active, inactive, idle, retired
  • Condition
  • Accountability (who is responsible for the item)
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76
Q

What additional data should be recorded for assets acquired through grant funds as part of the grant program whether federal or other?

A
  • the program under which the asset was acquired
  • The portion of the assets cost paid for by the grant or sponsor
  • Any continuing obligations or restrictions regarding the storage and/or use of the asset
  • Any residual interest conditions or restrictions concerning disposal of the asset?
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77
Q

What is the federal real property profile (FRPP) and who is it maintained by?

A

-System where federal agencies are required, annually, to submit data on the real property
- It’s a single, comprehensive, and descriptive database of all real property under the custody and control of all executive branch agencies
- It’s maintained by GSA

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78
Q

What do organizations do to increase data integrity and ensure all assets are accounted for?

A

Conduct, periodic, physical inventories, particularly for those items recorded in the financial records, or that are deemed sensitive (firearms, laptops)

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79
Q

What is done during a physical inventory?

A

Workers locate the items and reconcile and update the inventory records

Missing items should be notated accordingly in the records

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80
Q

 what can property management systems be used for?

A
  • to identify opportunities for better uses of existing property
  • these opportunities may be based on current utilization rates of a property, proximity of other entities with similar missions, potential for space configurations to increase current utilization, or an assessment on how best to deliver the government service through alternate means (telework, hoteling)
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81
Q

What are safeguarding procedures dependent on?

A

The safeguarding process would differ, depending on whether the property is real property (land, or buildings) or personal property (equipment)

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82
Q

How is real property protected?

A
  • erecting fences, and/or hiring security guards (to prevent unauthorized individuals from entering the property and/or causing damage; extra care is necessary for property in which terrace would have special interest, such as water treatment plants, and electrical facilities)
  • protect against fires by ensuring proper materials, are used in the construction; installing smoke detectors/fire alarms/sprinklers and maintaining fire extinguishers
  • Mitigating/preventing threats, such as weather, flood and earthquakes
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83
Q

How is personal property protected?

A
  • Stored in locked facilities to prevent theft (authorization is required for a removal, removal/additions is recorded, transactions promptly posted to the asset or inventory records)
    -construct facility to prevent damage such as flood
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84
Q

What is required for asset maintenance on financial statement records?

A

Certain accounting standards required that governments disclose how they maintain their assets so citizens can be better informed concerning their governments, asset management

Organizations should record an analyze the performance of the maintenance work, and it’s related cost

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85
Q

What is Heritage property?

A

Assets that are not used to support the provision of goods or services

They are held because of their historical, natural, cultural, educational, or artistic significance in the resultants importance of retaining them for enjoyment of current future generations

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86
Q

What are some examples of heritage property?

A
  • The White House
  • US capital building
  • Lincoln Memorial
  • National archives
  • Library of Congress
  • The US Constitution
  • The first edition of a Mark Twain novel
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87
Q

How is heritage property recorded on the financial statement?

A

They cannot be easily replaced, and not comparable in today’s prices were values

No, dollar amount is reported in the financial statement for these properties, instead, their existence is disclosed in a footnote to the financial statements

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88
Q

When is property determined disposable or removable

A

The decision to dispose or move property from service is straightforward if the property is no longer serviceable or worth fixing

Example: a city vehicle is damaged in an accident and not possible to repair so it’s disposed

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89
Q

What is the OMB criteria that agencies can use when deciding whether to dispose or remove property that is still serviceable, but not used to capacity?

A
  1. Whether the property is needed to carry out a critical mission.
  2. The extent to which the property is utilized.
  3. The condition of the property.
  4. The cost to operate the property.
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90
Q

What should be factored into the consideration of whether property can be used for an alternate purpose?

A
  • Managers should consider other possible uses and whether it would be economical to adapt the building for a different uses
  • If renovations or construction would not be economical, or the building will not be serviceable in a new role, it should be disposed of
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91
Q

What can the government do if it wants to replace an asset?

A

Trade it in for a newer or better product

Often occurs with vehicles (firetrucks, emergency vehicles)

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92
Q

What must be done if an organization attempts to ascertain if another government entity can use the property?

A

Federal law requires that an agency that is planning dispose of property must coordinate with GSA to first determine if another federal agency or state or local government could use the property

States follow similar processes

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93
Q

What are some requirements for the disposal of grant funded property?

A
  • some grant agreements stipulate that unneeded property is given to another grant program
  • Grant agreements frequently require that a grantee disposing a grant funded property prior to the end of a grant give the grantor right of first refusal
  • Agreement also state that Grant funded property, at the end of the grant term Reverts to the grantor
    */local government have fiduciary responsibility to comply with agreements and disposed property in accordance with provisions to prevent legal litigation and liability
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94
Q

How much inventory and related properties does the government maintain?

A

300 billion

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95
Q

Why does the government maintain inventory?

A
  • consume such things as books, writing materials, other items held by elementary and secondary school systems; surgical supplies, bed linens, and drugs, held by hospitals
  • Repair infrastructure, such as roadways, water mains, sewer pipes, subway, and railroad tracks
  • Replace components of various items of equipment or repair the equipment, such as garbage trucks, firetrucks, and military hardware
  • Sell to other units within the government or other government typically through state/local government, internal service, funds and federal agency, public enterprise and intra-governmental revolving funds
  • Maintain stockpiles of strategic, critical materials for reasons of national defense, possible emergencies or conservation
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96
Q

What is inventory refer to as?

A
  • Operating materials
  • Supplies and items of equipment consumed in the normal course of operations
  • Repair and replacement parts
  • Inventory held for sale in internal service and revolving funds
  • Other items of supply held for various reasons
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97
Q

What are the major risks that governments need to maintain and manage inventory?

A
  • not having sufficient quantities of materials, repair and replacement parts, or supplies on hand to meet demand, which would adversely affect program performance
  • having excess amounts of materials, repair and replacement, parts, or supplies on hand, which would needlessly increase the cost of holding inventory
  • Losses due to peril ation, spoilage, deterioration, opulence
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98
Q

What must governments balance with inventory?

A

The need for certainty, and need management flexibility and fulfilling their responsibilities

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99
Q

What are the risks of storing inventory?

A

Inventory ties up funds that might be productively used elsewhere

Inventory requires storage facilities, which run the risk that they might be stolen, spoil, or become obsolete

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100
Q

What has been done to reduce inventory carrying costs?

A

Making arrangements with suppliers for delivery materials just in time to meet production needs

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101
Q

What is the risk of using just in time delivery?

A

Materials might not arrive just in time

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102
Q

What can be used to mitigate risks associated with just in time?

A

An effective inventory management system

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103
Q

What are the two components of an effective inventory management system?

A
  1. Supply control.
  2. Inventory control.
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104
Q

What do the basic and advanced supply control systems do?

A
  • Basic: determine which items to stock, how much to have on hand, went to order them, and how much to order
  • Advanced: carefully plan and coordinate with customers to see if new items are needed and/or if needed for existing items are likely to increase or decrease from previous periods
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105
Q

What are the elements of inventory control?

A
  • receiving and inspecting the items ordered
  • Establishing accountability for the items
  • Safeguarding them against deterioration, breakage, proliferation
  • Keeping track of the inventory whether loaned out, undergoing repair, sold, placed in production or used
  • Periodic physical count of inventory and comparison of the physical count with inventory records
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106
Q

What can’t inventory management be done without doing?

A
  • it can’t be done without keeping perpetual inventory records to record receipts and issuance
  • can’t be done without making careful determinations of when, and how much to order
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107
Q

What do larger organizations need to stock different items and handle larger dollar amounts of inventory on hand?

A
  • they need a more sophisticated system for determining when, and how much to buy
  • they need an inventory IT system that keeps track of not only the quantities on hand, but also matters such as condition, time on the shelves, customer demand
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108
Q

What should an inventory information system be able to do?

A
  • keep track of items on hand and their condition, time on the shelves, customer demand
  • issue report for monitoring and managing inventory that are appropriate for the type of inventory and purposes for which it is held
  • Integrated with the financial management system
  • entry to record the physical edition of an item to the inventory should automatically update the financial value of the inventory plus triggered the need to pay the vendor
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109
Q

What is the basic objective of supply control?

A

To meet customer requirements for supplies, materials, and repair or replacement parts in a timely and cost-effective manner

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110
Q

What is the first step in supply control?

A

Meeting customer needs is planning and coordinating with the customers, so that supply managers will know what they need, when they are likely to need it, and how much they will need

For supply managers, this is part of the strategic planning, and budgeting processes

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111
Q

What type of questions does planning and coordinating raise?

A
  • are you likely to need the same amount that you needed last year or you need more or less because the program is increasing or decreasing?
  • Will you be buying new items of equipment this year or next year so that some supply items will no longer be needed?
  • are some items critical to your needs that you should flag them as must have, and never out items?
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112
Q

What is the re-order point?

A
  • The first element of supply control
  • Knowing when to place orders for additional supplies to avoid running out of stock or accumulating too much stock
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113
Q

What does the re-order point take into account?

A
  • usage
  • The amount of time it takes to place and receive an order
  • A reasonable level of stock to keep on hand for contingencies, such as a possibility of defective items in the supply, on hand, a spike, and demand or uncertain delivery
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114
Q

What other factors should be taken into account when re-ordering?

A

The possibility that suppliers plan to announce a price increase or close the plant for vacation

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115
Q

What influences how much to order?

A
  • The cost of the item
  • Usage of the item
  • Administrative costs (the cost of ordering the materials and the cost of carrying the materials in inventory)
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116
Q

What are two types of administrative costs

A
  • The cost of ordering the materials
  • The cost of carrying the materials in inventory
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117
Q

What is included in ordering costs?

A

The cost of purchasing items and handling the delivery

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118
Q

What costs are incurred when caring items in inventory?

A
  • Storage space
  • Alternative uses (interest forgone) of the funds used to buy the inventory
  • The cost of potential theft, damage, deterioration, obsolete of the inventory
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119
Q

What are the opposing effects of administrative costs?

A
  • placing a greater number of orders increases the ordering costs, but decreases the carrying cost because less storage space is needed
  • Placing fewer, but larger orders reduces ordering costs, but increases carrying costs (and may increased theft, damage, deterioration, obsolete)
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120
Q

What is the economic order quantity (EOQ)?

A

The formula, the determines the optimum quantity to order by trading off the ordering cost against the carrying cost

121
Q

What is the EOQ formula?

A

EOQ = square root of 2DS/CI

D is the annual demand for the item
S is the cost of each order expressed in dollars
C is the unit cost of the item ordered
I is the cost of carrying the item in inventory, expressed as a percent of the unit cost of the item ordered

122
Q

What are four key factors that could increase or decrease the quantities determined by the EOQ formula?

A
  1. Packaging; The item may be sold in lots of 100.
  2. Volume discounts the supplier might offer a significant discount for purchase lots over 500.
  3. Supplier might be contemplating a design in the government wants to continue using the older model.
  4. Risk of product uncertainty.
123
Q

What is involved in receiving and inspecting?

A
  • processing items received (incl returns)
  • inspecting items received to ensure the match what was ordered in type, quantity, condition, and quality
  • receive clerks should not be told how much their supposed to receive
  • enter items into inventory and enter values into the financial records, plus notice the accounting function to process invoife
124
Q

What physical controls should be established over items placed into inventory?

A
  • placed where readily accessible
  • place newer items behind older items
  • inventory information system should identify the location of items so inventory quickly found
  • tag some items to identify ownership or security
125
Q

What is tracking?

A

The movement and related tracking of inventory from one location to another to ensure visibility and avoid loss due to misplaced or expired shelf life or theft

126
Q

What are some ways that inventory is disposed of?

A
  • Sold
  • Placed into production
  • Used in operations
  • Placed into repair
127
Q

Where is inventory that is sold recorded in the financial records?

A

Recorded in the sales register

128
Q

How is inventory that is placed into production recorded in the financial records?

A

The cost of goods produced should be adjusted to help determine an appropriate price to charge for the finished goods

129
Q

How is inventory that is placed into production recorded in the financial records?

A

This could require an adjustment to expenditures to reflect the use of the budget

130
Q

How is inventory that is placed into repair recorded in the financial records?

A

The status of the repairs should be tracked. The estimated and actual cost of the repair should be recorded, in part to determine prices to charge customers.

131
Q

Why is inventory that is loaned recorded in the financial records?

A

Such information will help to ensure that loan inventory is returned in a timely manner, and in the appropriate condition

132
Q

What should an inventory information system that is recording the movements of inventory include?

A

A mechanism to identify whether amounts on hand are low, and if a re-order should be placed

133
Q

What are the most common methods for valuing inventory?

A
  1. First in first out (FIFO)
  2. Last in first out (LIFO)
  3. Average cost (not permitted by the government)
134
Q

What are some ways that missing acquiring, storing, and issuing inventory can occur?

A
  • collusion between the purchasing employee and a supplier, resulting in non-delivery
  • Materials may be stolen, deteriorate, break, or become obsolete
  • can be made in selecting materials for issuance and in recording receipts and issuances
135
Q

What can good internal control systems help do with inventory?

A

Prevent losses, but if they do occur, detect them in a timely manner

136
Q

What are some internal controls that should be considered for inventories?

A
  • Policy and procedure manuals
  • Separation of duties
  • Ensuring inspection accuracy
  • Storage
  • Safeguarding
  • Physical verification
137
Q

What do inventory policies and procedure manuals do?

A
  • policy and procedures manuals detail the specific procedures the employees must follow regarding each of the supply and inventory control activities
  • manuals provide clearcut assignments of responsibilities and for required supervisory and managerial approvals for certain activities
138
Q

What do separation of duties help in inventory and what is an example of them?

A
  • no one person is in position to commit a wrongdoing and then covered up
  • To avoid collusion with suppliers, purchasing personnel should not be in a position to receive and inspect the deliveries
  • when supplies received, inventory handlers should not have access to the accounting records because they would be in a position to steal supplies and cover it up by making accounting entries
139
Q

What should be done for physical verification of inventories? How often should they be done?

A
  • Inventories should be physically counted periodically, but no less than annually and compared with the perpetual inventory records
  • it helps ensure other internal controls, such as appropriate safeguarding, storage, and other procedures are effective
  • It should include counting supplies on hand and verification of inventory by location and type, observing, and recording changes in the condition of the inventory, and determining surplus and obsolete stock
140
Q

What should be done before accounting write up or write down of inventory is made?

A

The dollar amount of the overages, shortages, obsolete and deteriorated inventories identified by the physical count, should be reviewed and approved by management

Depending on the size and nature of the inventory adjustment, investigation may be made into the causes of the write-down

141
Q

What are some factors about ongoing monitor amp performance reporting for the inventory management function?

A
  • The type of report differs, depending on the purpose for which the inventory is maintained
  • some reports are prepared weekly or monthly or annually
142
Q

What should the report present for out of stock instances?

A

A report, presenting the ratio of the number of out of stock. Instances to the total request for supply items, could be calculated and use to monitor the extent to which the supply activity is stocking the desired items on hand. Conversely, a calculation could be made of the percentage of orders met by the inventory in stock.

143
Q

What does Dollar amount of unfilled orders show?

A

The magnitude of business lost by the activity

144
Q

What are some reports that can be prepared for supply activities?

A
  • out of stock instances
  • dollar amount of unfilled orders
  • Inactive, excess and obsolete stock
  • Inventory differences ratio
  • Inventory turnover ratio
145
Q

What does inactive, excess, and obsolete stock show?

A
  • A potential weakness in the inventory and ordering processes
  • technological changes

The items not moving within a reasonable time, should be identified and reported showing the dollar value of those items. The reason for the slow or lack of movement, should be determined and appropriate actions taken.

146
Q

What is the inventory differences ratio? What does it show?

A
  • The differences between shortages and overages compared with the perpetual inventory records
  • the total dollar value of both overages and shortages can be compared with a dollar value of the inventory to arrive at the ratio
  • they indicate weaknesses in inventory management, including poly breakage and spoilage and poor recordkeeping
147
Q

What does the inventory turnover ratio show? How is it calculated?

A
  • an overall measure of how quickly the inventory is moving through the system during a specific period of time
  • calculated by dividing the dollar amount of the supplies issued during a period by the average dollar amount of inventory in that period
  • A low turnover indicates there may be a large dollar amount of inactive items in the system
148
Q

What is the ideal inventory turnover?

A

It depends on the items being sold

It should be high for food and low for furniture and equipment

149
Q

What are some reports for manufacturing activities?

A
  • days of supply on hand
  • Breakage and spoilage
150
Q

What are pilferage reports important for?

A

Important for a retail activity

Retail activities engaged in the sale of food would be interested in spoilage

151
Q

What do budget versus actual reports track?

A

They track the use of the appropriations would provide that information to the agency, enable it to plan for funding shortages or overages

152
Q

What is the definition of a financial management system?

A
  • An organized and coordinated set of methods or procedures (most common)

Or
- Condition of harmonious Orderly interaction

153
Q

What is a way to think about financial management system? What is included in it?

A
  • people, processes, technology to capture, classify, summarize, and report data in a meaningful manner, support business decisions
  • It includes hardware, system and application, software, personnel, procedures, data, and reporting functions
154
Q

What has OMB done about federal financial management systems?

A

Slowly reduce the number of federal management systems throughout gov by pushing each agency to adopt a single, integrated financial system that meets prescribed government wide functional and technical standards— moving them away to one of a set of limited number of shared service centers that provides payroll and accounting services for several agencies

155
Q

What are the core components of the government financial management system?

A
  • Maintaining the entities chart of accounts
  • Accounting for entities basic financial transactions
  • Monitoring budget execution
  • Managing financial assets, especially cash
  • Processing accounts payable
  • Maintaining financial controls
  • Reporting on entities financial position and results
156
Q

What additional functions management system be tasked with?

A
  • Budget formulation
  • Payroll
  • Travel
  • fixed assets
  • Grants and other federal assistance
  • Direct loans
  • Loan Guarantees
  • Insurance
  • Cost accounting
  • Performance measurement
157
Q

How can information be presented to managers and stakeholders, so they understand it immediately?

A

When is displayed and easy to understand, formats highlight the most important matters and it is available for real time analysis and decision-making, considerable attention is given to visualization and related matters

158
Q

What is data visualization?

A

Creation and study of the visual presentation of data, meaning the information has been structured in some schematic form, including attributes, or variables for the unit of information

159
Q

What is the goal of data visualization?

A

Communicate information clearly effectively through geographical means

It does not mean that the information needs to look boring to be a functional or extremely sophisticated to look catching

To convey ideas effectively, both aesthetic form and functionality need to go hand in hand, providing insights into complex data by by communicating its key asievyd in a more intuitive way

160
Q

What is data acquisition?

A

Sampling real world facts, and figures to generate data that can be manipulated by a computer

161
Q

What is data analysis?

A

The process of studying and summarizing data with the intent to extract useful information and develop conclusions

162
Q

What is data governance?

A

Encompasses the people, processes and technology required to create a consistent, enterprise wide view of an organization‘s data

163
Q

What is data management?

A

Comprises all the disciplines related to managing data as a valuable resource

164
Q

What is data mining?

A

The process of sorting through large amounts of data and picking out relevant information

165
Q

What is data transformation?

A

The process of automation and transformation of both Realtime and off-line data form one format to another

166
Q

What do data dashboards do?

A

Give signs or indicators about an organization, letting the user know whether and when something is working correctly or when something is wrong

167
Q

What is the ideal data dashboard?

A

And easy to read, often single page, real time, user interface, showing a geographical presentation of the current status (snapshot) historical trends of an organizations, key performance indicators

168
Q

Why are dashboards designed to do?

A
  • provide instantaneous and informed decision-making at a glance
  • Display summaries, dating, Lennox, graphics, and gauges with colors of similar to traffic lights
169
Q

What did the latest data dashboard provide?

A
  • Digital
  • Rely standalone software applications for web browser based applications
  • Give me a real time be capable of being massaged
170
Q

What are the elements do a good dashboard?

A
  1. Simple, communicates easily.
  2. Specific and measurable metrics.
  3. Minimum distractions.
  4. Provides Human visual perception to present information.
171
Q

What are the different purposes dashboards can be configured for?

A
  1. Strategic.
  2. Analytical.
  3. Operational.
  4. Informational.
172
Q

Why are static dashboards?

A
  • snapshots of data (weekly, daily, monthly, quarterly) that are not constantly changing from one moment to the next
  • Measurement of performance and forecast, therefore, supporting top level managers by providing a quick overview makers to monitor the organizations health and opportunities
173
Q

What are analytical dashboards?

A

More content, comparison, and history, along with subtler performance evaluators

Typically permit interactions with the data, such as drilling down into the underlying
details

174
Q

What are operational dashboards?

A

Permit monitoring of activities and events are constantly changing in my required attention and response at a moments notice

175
Q

What are informational dashboards?

A

Enabling an organization, to fulfill its responsibility to be accountable and transparent for activities, and the monies it spends

176
Q

What are the benefits of digital dashboards?

A
  • Total and instant visibility of all systems
  • Visual presentation of performing measure
  • Quick identification, data outliers, and correlation
  • ability to more easily identify negative trends
  • Ability to more easily identify and determine the magnitude of efficiencies and inefficiencies
  • Ability to quickly generate detailed reports showing the new trends
  • ability to save time compared to running multiple reports
  • Ability to make more informed decisions based on collected business intelligence
177
Q

What are some examples of why a government financial management system might need updated?

A
  • an existing system may rely on computing technology, or software is no longer supported by the vendor
  • The organization about grown. It’s existing systems either volume of transactions or number or type of activities.
  • New requirements may be imposed on the organization that may require different processes or information
  • The organization may include the newer applications will be more cost-effective than older ones
178
Q

What are the two techniques they can add benefit any financial management system upgrade/replacement?

A
  1. Business process re-engineering.
  2. Enterprise resource planning
179
Q

Why are business process re-engineering result in substantial cost, lengthy, delays in planned employment, and a short fall and planned functionalities and efficiencies?

A
  • The agencies do not redesign their business processes first
  • They resist significant change the way they have always operated
  • They do not consider the impact on federal systems that must work in harmony with the core accounting systems
  • They do not redesign the federal systems without fully considering the implications to the accounting system
  • Funding be an issue if it’s not available to a project- are on the fence about funding, the upgrade or replacement project
180
Q

What is business process re-engineering?

A
  • Rethinking and redesigning business processes
  • eliminating functions/or removing components support requirements that are no longer valid
  • The organization defines its business processes
  • The process decomposed across the place into specific activities; meters are defined, eliminated, and some processes may be added to better serve customers and markets
  • Business or logically stream
  • Identify activities performed by humans and sees which ones can be replaced by technology
181
Q

What are business processes?

A

Procedures covered how resources are used to create, products, and services in the deeds of the customers and markets

182
Q

What are enterprise resource planning (ERP) systems?

A
  • They use common database structures maintained by database management system, to share the information and resources across the entire enterprise
  • integration information flow between all functions and manages connections to outside stakeholders
  • Facilitates error, free transactions and processing and enter once, use many data management approach
183
Q

What is a downside to ERP?

A
  • Lack of flexibility
  • Government, procurement processes and other aspects of implementing systems and government, they can be extremely time-consuming, costly, and risky to implement
184
Q

Why are large government disease doing today to implement financial management systems?

A

Buying commercial off the shelf (COTS) products, companies, such as Oracle, S, CGI, and other

185
Q

What are the advantages/disadvantages for using an existing system already in the agency?

A
  • Simplest and safest approach
  • Available without lengthy delay
  • Cost has already been occurred
  • It’s known to work
  • People are familiar with it
  • Disadvantage: May not fulfill all the needs fully or exactly
186
Q

What is cross servicing?

A

Acquiring the data processing services from another agency, particularly when the services are obtained from another government entity or shared service

(call outsourcing when the entity is non-government)

187
Q

What agencies have been designated federal shared service providers (FSSP) provide the county and financial management system services, two other agencies on fee for service basis?

A
  • department of agriculture, national finance center (NFC)
  • Department of treasuries financial service administrative resource center (ARC)
  • Department of the interiors, integrated business center (IBC)
  • Department of transportation enterprise service center (ESC)
188
Q

What are the benefits of using government shared service providers, and external processors?

A

-Not having to employee, developmental and operational staff
- hardware and software remain current as technology changes

189
Q

What are the two variations (types) of developing a new system?

A
  1. Commercial off shelf software
  2. Custom designed software.
190
Q

What is commercial of the shelf software?

A

Software developed specifically applicable to state and local government accounting, and do federal accounting companies in the private sector developed 

191
Q

Why are two important things to know about COTS systems

A
  1. No product will exactly meet all of the agencies requirements.
  2. Only at the agency is committed to revising the way financial information is processed within the agency, in order to take maximum advantage of the systems capabilities, and commercial best practices
192
Q

What are the downsides of modifying COTS packages?

A
  1. Cost
  2. Vendors not provide maintenance for software, they did not produce
  3. Subsequent software releases will need to be modified.
193
Q

Why are custom design software typically not selected?

A
  • contract process is time-consuming and software can be absolute by the time it’s awarded
  • program does not have knowledge of government accounting, which can lead delays in additional cost
  • Reimbursement contracts often and changes drive up cost
  • numerous approvals are required in the government environment the drugs out of the time needed to finish project thus increasing the cost
194
Q

What are the typical phases in the implementation process?

A
  • requirements validation and review
  • capabilities review
  • System configuration and testing
  • Development of system extensions or interfaces (components needed that aren’t supported by COTS product)
  • Coding
  • Testing and debugging
  • Implementation (data conversion and training)
  • Post implementation review
195
Q

Who should be involved in the implementation of a COTS system?

A
  • Users (financial management staff) of the new system should participate in a product review, so they can fully understand how their functions will be addressed in the new system
  • The new system will be turned over to them as a turnkey operation, so they must participate in the implementation effort
  • technicians/implementers
  • Agencies, IT department
196
Q

What are the defined series of steps in a successful system implementation process?

A

System Development Life Cycle (SDLC)

197
Q

What should requirements validation entail?

A
  • Identifying the agencies requirements
  • Reviewing the capabilities of the software and configuration options to support those requirements
  • Confirming the capabilities of the system to meet the requirements
198
Q

What should validating requirements Focus on?

A

Functions the system must perform, inputs it can receive, and the outputs it must produce— not the processes

199
Q

What should the capabilities review step entail?

A
  • reviewing capabilities of the COTS product
  • how the system will work (the kind of data. It will support, a statement in broad terms of how the processes work, what controls can be configured within the system, and the types of reports that can be generated.
  • Should reflect the capabilities that were defined in leveraged in the procurement process for the product
200
Q

What does configuring the software to the needs of of the users mean?

A

selecting the desired features, including:
- Business rules
- Process flows
- Input forms
- Possibly adding screen layouts
- Report formats, frequency, and distributions
- Required documentation

201
Q

What coding should be done to COTS systems?

A

Coding should be minimized, because the capabilities of the CO TS product is robust

Some CO TS code will have to be modified in order for that new system to meet the users needs

202
Q

What is the first steps in implementation/data conversion?

A
  1. Data conversion is the cleanup of old, inactive balances, and the conversion of data from old formats to new.
  2. Account cleanup requires the research in analysis of all accounts that do not have activity for a specified period of time to see if they need to be discontinued/written in accordance with predetermined policy
  3. Remaining accounts need transferred to another another account
    3., non-valid accounts should not be carried into the new system
203
Q

What is the data cleanup and conversion process?

A

A labor, intensive, time-consuming task

If the new system requires additional data attributes, it is likely that these attributes will need to be researched and inputted manually

204
Q

What is the second step in implementation?

A

Ensuring users understand the new system in are able to operate it

205
Q

What is the last step of a financial management system implementation?

A

Post implementation review which enables the users and implementers to review the work they did, and how they did it, what worked well, and what could be improved

206
Q

What is the most important change management practice?

A

Including all affected parties in the decision process from the very beginning, and keeping all parties informed on a regular basis throughout the implementation

207
Q

What is the benefit of keeping parties involved at the beginning and throughout the change management process?

A
  1. People buying to change when they participate. (The decision-maker doesn’t need to except input, but should consider it, and explain why not accepted)
  2. people who actually perform the work, usually no more about the Work and the intricacies of the processes, then do managers. Listening to these people, avoid costly mistakes and redos down the line.
208
Q

What does OPM’s workforce planning model do?

A

Assist federal agencies in making an assessment of what skills are required in the new environment and the number of people with those skills and how the organization is going to get to that point

** Not all OPM model components are appropriate to all organizations, but can be a useful checklist when an organization contemplating a significant change in financial management process

209
Q

When is project management methodology used?

A

For all, but the smallest upgrade/replacement projects

210
Q

When is EVM used?

A
  • used as a methodology for monitoring both financial and project performance
  • EVM is required for projects meeting to find criteria
211
Q

What must an agency have to use EVM?

A
  • Organization (activities that defined the scope of the effort and assign responsibilities for the operation of an EVM system)
  • Planning and budget (activities that plan and schedule the budget and authorize the work)
  • Accounting (activities that accumulate the cost of the work materials needed to complete the project)
  • Analysis (activities that compare the budget of work, performed work, and actual costs; analyze the variances; develop estimates of final costs)
  • Revisions and data maintenance (activities, that incorporate internal and external changes to the scheduled, budgeted, authorized work)
212
Q

What is a runaway system?

A

System or costs are far more than planned, or are completed far later than scheduled or both

In worst circumstances, the system that appears to not be able to perform as expected is scrapped or replaced by another system

213
Q

What are some red flags that can indicate whether our systems implementation is likely to become a runaway system?

A
  • unclear requirements
  • Lack of clear methodology
  • Too big— mega, enterprise resource systems
  • Too much complexity
  • Insufficient resources
  • Lack of standardization
  • Too long of a timeline without milestones
  • Insufficient management support
  • Insufficient user involvement
  • Too many change request
  • Delayed/canceled progress reports
  • Staff turnover, especially key persons, without reasons
214
Q

What is the verification and validation element to systems implementation projects?

A

The process of continually monitoring and verifying that the system contains all of the processes and outputs that are expected of it, and validates that the computations, and therefore the outputs and reports are accurate and correct

215
Q

Who is in charge of the verification and validation process for small entities with small applications? Who is in charge of it for large projects with complex product implementation with additional software development?

A

Small entities: financial managers perform (a.k.a. the sponsor of the project and responsible for the systems outputs)

Large entities: hiring a third-party with expertise in the field of verification, and validation is not uncommon (this is referred to you as an independent verification, and validation or IV&V)

216
Q

What does valid data mean?

A

Data that is reasonably complete and accurate, meets their intended purposes, and are not subject to inappropriate alteration

217
Q

What is reliable data referred to?

A

It refers to the extent the recorded data reflects the actual underlying information and are clear and well defined enough to yield similar results in similar analysis

218
Q

What is completeness of data refer to?

A

The extent that all relevant records are present in the fields of each record are populated appropriately

219
Q

When assuring data is valid, reliable, and complete what stewardship responsibilities should be assigned?

A
  • Data definition
  • Data creation and capture
  • Data usage
  • Data assurance
220
Q

What is the data definition responsibility?

A

An individual or group should be responsible for what date requirements and characteristics will be contained within the system

221
Q

What is the data creation and capture responsibility?

A

An individual or group should be responsible for defining how data will be collected in the records and reports

222
Q

What is the data usage responsibility?

A

An individual or group should be responsible for ensuring the data are being used in line with its definitions, or that the definitions are changed to reflect the users needs through feedback to the data definition function

223
Q

What is the data assurance responsibility?

A

An individual or group should be responsible for a testing to data integrity through feedback to the data creation and capture function

224
Q

What are the concerns that should be addressed by the data stewards?

A
  • Data collection synchronization
  • Reduced data redundancy
  • Flexibility
  • Data availability
    -, Data accessibility
  • Data integrity
225
Q

What is data collection synchronization?

A

How data collected cycles are timed and cut off dates and times set so that necessary data feeds between systems can occur

226
Q

What is reduced data redundancy?

A

Eliminating multiple occurrences of the same data. This is best accomplished by entering the data as the point where the transaction is initiated.

227
Q

What is flexibility?

A

Ensuring the data collected by the system have enough inherent flexibility so the system can adopt to change overtime to meet new information requirements and adopt new financial performance reporting measurements

228
Q

What is data availability?

A

Managing the data that needs to be transferred or exchanged between systems

229
Q

What is data accessibility?

A

Ensuring that only authorized users can access the data

230
Q

What is data integrity?

A

Quality, timeliness, and reliability of data in the system

231
Q

What are some general controls to ensure the financial management systems Aubrey as intended, and therefore the data processed and generated by the systems are reliable?

A
  • establishing a sound control environment that ensures the proper and supportive tone at the top, recognizing the value of effective controls
  • change management procedures and controls to ensure changes business meet requirements and our authorized
  • Source code/document version control procedures for integrity
  • Software development life cycle standards to ensure modifications are effectively managed
  • policies, standards and processes that limit access based on need
  • Instant management policies and procedures
  • problem, management policies, and procedures for root causes
  • Technical support policies and procedures
  • Hardware/software configuration, installation, testing, management, standards, policies, and procedures
  • Physical security controls
  • Disaster, recovery/back up and recovery procedures
232
Q

What are application controls?

A

The controls that hopefully will assure the complete and accurate processing of data, from input through output, and may help ensure the privacy and security data transmitted between applications

These control is very based on the purpose of the specific application. Many can be fully automated.

233
Q

What are some examples of application controls?

A
  • identification controls to ensure all users are uniquely and irrefutably identified
  • authorization controls
  • Input controls that ensure the integrity of data fed the upstream sources into the application system
  • validity checks scans for duplicate records
  • Completeness checks
  • Reasonable checks
  • Comparing relationships between data elements
  • Authorization controls
  • Forensic controls
234
Q

What are identification controls?

A

Controls to ensure all users are uniquely and irrefutably identified

235
Q

What are authorization controls?

A

Controls the insure only approved users have access to the application system. This can be accomplished by requiring the addition of check some numbers at the end of the and identification.

236
Q

What are input controls?

A

Controls the ensure the integrity of the data fed from upstream sources into the application system

237
Q

What are validity checks?

A

Ensure only valid data are input or processed. This would include scans to identify duplicate records.

238
Q

What are completeness checks?

A

Checks that ensure all records were processed from initiation to completion. This would be nothing more than separately, identifying the number of files transmitted in a batch transmission of data.

239
Q

What are reasonable checks?

A

Test for values outside a designated range, dates outside, valid time. Or in an illogical sequence, and extremely high values associated with a certain geographical location.

240
Q

What is an example of comparing relationship between data elements?

A

Comparing tax withholdings to salary costs

241
Q

What are authentication controls?

A

Provide an authentication mechanism in the application system

242
Q

What are forensic controls?

A

Insured data are scientifically in mathematically correct based on inputs and outputs

243
Q

What does section 4 of the federal managers financial integrity act require?

A

The head of each agency to assure the president and Congress annually that the agencies, financial systems meet the act objectives

244
Q

What does the federal financial management improvement act require?

A

That each CFO act agencies, financial management systems, comply with the federal, financial management systems, requirements, applicable accounting standards, and the US standard general ledger at the transaction level

** auditors must review for compliance with the act in report if they determine that the systems do not comply with the requirements

245
Q

What does assuring continuity of operations (COOP) financial management systems require?

A

They require a written contingency plan that provides the guidance for backing up and restoring the system after a disruption or failure

246
Q

What is the purpose of a COOP plan?

A

To insurance essential operations can continue without interruption or be promptly restored with sensitive data protection

247
Q

How often should the COOP be updated?

A

It should be updated and tested frequently and include other information, such as Contacts, resources, and file descriptions

248
Q

What are some elements of a COOP plan?

A
  • required response to events or conditions of varying, duration and severity. They would activate the recovery plan.
  • List of personnel contact in an emergency
  • Complete an up-to-date, logical networking diagram
  • Current configuration information for all components
  • Essential functions, and supporting information systems
  • Personal list for authorized physical and fiber access to system
  • Roles and responsibilities of responders
  • Delegation of authority
  • Procedures for operating the system in manual mode with all external electronic connections served until secure conditions can be stored
  • Processes and procedures for back up in secure storage of information
    in operable, communication, procedures, and support personnel
249
Q

When should the COO plan be communicated?

A

It should be communicated to the potentially effective staff, updated to reflect the current operations and regular tested through drills and practice sessions

250
Q

What is cloud computing?

A

Computing services that can be delivered over the internet, on demand, or from a remote location, rather than residing on one’s desktop, laptop, mobile device or organization’s servers

251
Q

What can cloud computing include?

A
  • grid computing
  • utility computing
  • on-demand computing
252
Q

What are the benefits of to cloud computing?

A
  • rapid scalability and deployment capabilities
  • decreased maintenance/upgrade needs and costs
  • improved resource utilization- elasticity, flexibility, efficiencies
  • improved economies of scale
    Improved collaboration capabilities
  • ability to engage in usage-based pricing. Making it a variable expense not a fixed capital cost with high turnover
  • reduced agency IT infrastructure needs—both upfront and support cost
  • capacity for on demand infrastructure and computational power footprint
  • built in redundancies and failover capabilities
  • improved disaster recovery capabilities
253
Q

What are the three primary servie models for cloud computing?

A
  1. Software as a service
  2. Platform as a service
  3. Infrastructure as a service
254
Q

What is the “software as a service” cloud computing model?

A
  • customer uses a providers applications that are run on a cloud infrastructure
  • applications accessible from various client devices through either a thin client (web browser) or program interface
  • consumer does not manage or controlled underlying cloud, infrastructure, including the network network, service, operating systems, storage, individual application capabilities
255
Q

What is the “ platform as a service” cloud computing model?

A
  • consumer can deploy the cloud infrastructure consumer created acquired application (created using programming, languages, libraries, services, and tools) supporting the provider
  • consumer does not manage or control the underline, cloud, infrastructure, including network, servers, operating systems, or storage
  • consumer has control over deployed applications, and possibly configuration settings for the application hosted environment
256
Q

What is the “ infrastructure as a service” cloud computing model?

A

-provided to the consumer is to provision processing, storage, networks, and other fundamental computing resources, where the consumer is able to deploy and run arbitrary software (Which can include operating systems and applications)
- consumer does not manage or control under lying cloud infrastructure, but it has control over operating systems, storage, and deployment applications— possibly limited control of selecting network components (firewalls)

257
Q

What are the four deployment methods for cloud computing?

A
  1. Private cloud.
  2. Community cloud.
  3. Public cloud
  4. Hybrid cloud.
258
Q

What is a private cloud?

A
  • Cloud infrastructure that is provision for exclusive use by a single organization, comprising multiple consumers (business)
  • Maybe owned, managed and operated by the organization, a third-party or a combination of them
  • May exist on or off premises
259
Q

What is a community cloud?

A
  • cloud, infrastructure provision for exclusive use by specific community of consumers from organizations that have shared concerns (policy and compliance considerations)
  • May be owned, managed, operated by one or more organizations in the community, a third-party or a combination
  • May exist on or off premises
260
Q

What is the public cloud?

A
  • Cloud infrastructure is provision for open use by the general public
  • Maybe owned, managed, and operated by a business, academic, or government organization, or a combination
  • Exist on the premises of the cloud provider
261
Q

What is a hybrid cloud?

A
  • infrastructure discomposed of two or more distinct cloud infrastructures (private, community, public) that remain unique entities are bound together by standardized or propriety. Technology that enables data and application portability (cloud, bursting balancing between clouds
262
Q

When did high-performing organization, start to standardize, streamline, simplify, and provide basic functions, supporting accounting, acquisition, payroll, travel management, and grants management to other agencies, internal and external to their departments?

A

Mid to late 1990s

263
Q

What did outsourcing of management of their financial and other business systems allow agencies to do?

A

Reduce time spent on transaction processing and other routine operations. This enable them to focus on higher value, added activities, such as financial and data analysis, identification of root causes of improper payments, and identifying performance outcomes for funds expended

264
Q

What did state and local governments do vs federal for reducing the number of individuals and expensive system development and integration efforts to save time, money, and redundant labor?

A
  • state/local: developed initiatives to work collaboratively across agencies to develop common shared platforms
  • federal: shared services
265
Q

What are some names that have been used to describe consolidated service efforts?

A
  • Lines of business (LOB)
  • centers for excellence (COE)
  • shared service providers (SSP)
  • quality service management organization (QSMP)
266
Q

What is the categories and services that are offered by federal shared service providers?

A
  1. Platform Support
  2. Financial Management
  3. Procurement
  4. HR
  5. Travel
  6. Other
267
Q

What do platform support services offer?

A
  • Oracle
  • SAP
  • Momentum
  • Great Plains it other software platform
  • PRISM
  • E-Gov Travel Services (ETS)
268
Q

What do financial management services offer?

A
  • financial management
  • budget processing
  • AP
  • AR
  • debt collections
  • receivable reporting
  • purchase and fleet card
  • payroll accounting
  • cash accounting
  • reporting
  • more advanced can include budget analysis, payroll projections, budget formulation and performance management
269
Q

What do procurement services offer?

A
  • acquisition services
  • contract administration
  • purchase and fleet card administration
  • FAR compliance
270
Q

What do HR services offer?

A
  • staff acquisition
  • payroll
  • processing and personnel records
  • employee benefits
  • workers compensation
  • personnel security
  • HR help desk and reporting
271
Q

What do travel services offer?

A
  • E-gov travel service
  • help desk and advisory
  • travel card administration
  • travel payments and relocations services
  • expense management
272
Q

What do other services offered?

A
  • asset management
  • fleet management
  • case and eligibility management
  • project management
  • call centers
273
Q

What are several factors that need to be taken into consideration when reviewing options for moving to a shared services provider?

A
  • opportunities for improvement
  • funding sources and/or fee structure for the SSP
  • objective analysis of current situation
274
Q

What are some opportunities for improvement?

A
  • potential cost savings and economies of scale
  • redundancies (storage, data recovery provisions)
  • improved service delivery- highly skilled and trained support staff
  • desire for collaboration with another org
  • innovation— include robotic process automation, advanced analytics, AI
  • improved security
  • improved disaster recovery and back up procedures
  • enforcement of stands and policies
  • improved controls
  • ability to renew focus on core competencies
275
Q

What could finding sources and/or fee structure for the SSP include?

A
  • direct appropriations
  • charge back models
  • working capital funds of franchise funds
  • allocation based on headcount/or budget
  • user fees
  • potential see money availability
  • public-private partnerships, such as those established by NASA Share service Center
276
Q

What is some objective analysis of current situations?

A
  • current system/S no longer meet the needs of department/agency meeting needs
  • Software no longer supported by vendor
  • Software maintenance staff in short supply
  • not enough staff to do work
  • Inability to support current systems
277
Q

What are some potential barriers to moving to shared service provider?

A
  • cost to move, not enough money to move to a new provider
    -Loss of control
  • Staff resistance to change, impacts to staff
  • Current/old processes not well documented
  • Lack of internal relationship or champion for the effort
  • SSP options available in finding a good fit
  • SSP Governance and rules engagement
  • SSP service level reliability/track record
  • Integration with IT enterprise, cloud, security
  • Will a smaller agency have their priorities, acknowledged or priority be given to a larger agency requirement
278
Q

How much cost savings/cost avoidance has shared services resulted between FY 2002 and 2015?

A

$1 billion

279
Q

What are some challenges to shared services?

A
  • Limited oversight
  • Demand uncertainty among providers
  • Limited choices for customers
280
Q

What will the service management offices and task order review boards help with?

A

Work with agencies to adopt standards for common management act activities

281
Q

What are agencies to primary choices in modernizing their business systems?

A
  1. Initiate a procurement process to replace a legacy system.
  2. Review the services and capabilities available from external shared service providers and decide to acquire their services
282
Q

What are external shared service providers?

A

Those departments/agencies provide services to organizations outside of their own

Example: USDA provides accounting system and services support for the GSA

283
Q

With external services, agencies must decide whether they seek to use what?

A
  • The providers system and technology
  • The providers system and support services such as AP and AR, acquisition services, etc.
284
Q

What is a lift and shift?

A

When staff and systems are moved from their current financial system, and relocated to the shared service

285
Q

What are internal shared service providers?

A
  • Those larger chances that decided to consolidate, standardize and streamline financial, and other business processes within their own department, and leverage service center approach to providing system hosting
  • Includes providing security services and technology upgrades and applying economies of scale for continued service improvements. It can be realized throughout the organization.
286
Q

What does the NASA shared services center provide?

A
  • Mission support services to save money, improve service, quality, and help NASA fulfill its mission
  • performs over 60 business activities for NASA centers and financial management, HR, IT, procurement and business support services
  • AP, AR, travel, and fund balance services to the treasury department for each of the NASA centers and headquarters
  • services for conference reporting, location, services, and support for the agency travel and fleet card programs
287
Q

What is the integrative enterprise management program (IEMP)?

A

An SAP based financial and integrated system

NASA implemented it in the early 2000s to replace center-based, outdated legacy of financial systems to standardize and streamline financial processes

288
Q

What is the robotic process automation (RPA)?

A

NSSC, intelligent, automated servicing team, uses it to automate processes like running transactions, manipulating data, and communicating with other digital systems

The software/bots mimics human interaction with computers, free up employees time for more complex and higher value tasks

289
Q

What are the action items for guiding the journey to an SSP that was published in the government financial management journal in the summer of 2013?

A
  1. Benchmark current performance.
  2. Identify your pain points.
  3. Assess standardization.
  4. Streamline and re-engineer on the front end.
  5. Develop business cases.
  6. Establish a governance framework.
  7. Incorporate change management.
  8. Develop relationships.
  9. Clean up the data
  10. Leadership.
290
Q

When did the joint financial management improvement program is she with a framework for federal financial management systems, supported by the federal financial management system requirements (FFMSR) document issued? What did it do?

A
  • 1995
  • Identified standard business requirements for various feeder systems and the core accounting system
291
Q

What did President Bush’s 2001 initiatives of 24 government initiatives and e-payroll, e-travel, E-grants and enterprise HR require?

A

Required agencies to outsource their payroll and travel systems to one of the approved shared service providers

292
Q

What did the June 2010 OMB memoranda (M-10-26) do?

A

Halted all new procurement for financial system projects and required review of financial systems for ongoing implementation with more than 20 million in planned spending

293
Q

when was OMB’s united shared services management (USSM) established with GSA? What was intended to do?

A
  • October 2015
  • To enable the delivery of high-quality, high value shared services to improve performance and efficiency throughout the federal government
  • It’s mission was to transform the way government has businesses internally to improve the way the government serves American public
294
Q

What did the May 2016 O MB memorandum 16-11 do?

A
  • designed to improve administrative functions through shared services
  • Focuses on providing quality administrative services and increasing customer satisfaction; reducing and containing cost; establishing a simple, transparent and equitable cost distribution system
295
Q

What did the March 2018 president management agenda (PMA) focus on?

A
  • IT modernization
  • Data
  • workforce
  • It also includes across agency priority goal on sharing quality services that sets policy for government wide implementation of shared services
296
Q

What did the modernizing government technology act of 2017 authorize?

A

It authorized the creation of working capital funds in federal agencies and established a technology moderation fund at the government, wide level to support investments to modernize legacy technology, enhance cyber security. These funds may also be used to support shared service investments.

297
Q

What did April 2019 O MB memorandum 19-16 “ centralized mission support capabilities for the federal government” do?

A

Set policy for creating and managing centralized administrative services under the leadership of quality service management offices (QSMO) and direct agencies to initiate strategic workforce planning to manage potential workforce implications

298
Q

What are some of today’s FSSP that provide financial and accounting, payroll, HR and acquisition services to the federal government?

A
  • department of agriculture, national finance center (NFC)
  • Department of defense, financial and accounting services (DFAS)
  • Department of the interior interior of business center (IBC)
  • Department of treasury bureau of fiscal service administrative resource center (ARC)
  • Department of transportation enterprise service center (ES C)