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D2 P4 DFAS Accounting Update Bonta

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Published on October 30, 2007

Author: Churchill

Source: authorstream.com

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DoD Component FY 2007 Mid-Year Financial Reporting Conference :  DoD Component FY 2007 Mid-Year Financial Reporting Conference Mr. Steve Bonta Director, DFAS Indianapolis March 8, 2007 Agenda:  Agenda DFAS Transformation / BRAC Impact Initiatives Slide3:  VISION: Transforming Today To Be The Trusted Financial Partner For Tomorrow’s Warfighter Transformation Vision Why Are We Transforming:  Why Are We Transforming Current Environment Manual processes and non-standard internal controls Numerous barriers to achieving unqualified audit opinion Stressed and disparate systems containing static financial data Evolve in accordance with Department objectives Execute Agency strategic goals Manage more complex programs to respond to increased demands Improve processes and realize new efficiencies Transformation far exceeds BRAC Includes multiple agency initiatives Organizational Realignment High Performing Organizations NSPS Electronic Commerce Systems Implementation BRAC facilitates DFAS Transformation Slide5:  Transformation Blueprint Current DFAS Versus The Future:  Current DFAS Versus The Future Current 30 sites 14,000 employees Transaction oriented Skill based Management directed Process-oriented Leadership succession plans GS system Time-based pay Reactive culture Stove-piped information flow Future 10 sites <10,000 employees Consultative (business intelligence) Competency based Self-directed Results-oriented Cascading succession plans NSPS Performance-based pay Proactive culture One-DFAS information flow What Does BRAC Mean For DFAS:  What Does BRAC Mean For DFAS Reduced Staffing Meet BRAC staffing floors Reduced Overhead Fewer locations Reduced Footprint Use existing excess capacity Continued business process improvements thru Transformation Where are we going - How will we operate (CONOPS):  Where are we going - How will we operate (CONOPS) Implement the High Performing Organization Align mission work by Functional Areas Increase Electronic Processing Standardize DOD work processes and policies Shift from focusing on processing of data to providing financial analysis and information Maintain and enhance partnership between DFAS and Clients/Customers during transformation Examples Of Transformation Initiative Portfolios:  Examples Of Transformation Initiative Portfolios Centers of Excellence Acquisition at Columbus Transportation WCF at Limestone Classified at Indianapolis Out of Service Debt at Indianapolis Medical at Rome Special Operations at Rome High Performing Organizations Accounting Mission Areas Disbursing Mission Area Contact Centers Finance Mission Areas Support Areas eCommerce Wide Area Work Flow PowerTrack myPay Use DTS Participation Purchase Card Base Realignment and Closure From 26 to 5 Primary Sites Workload Migration DFAS BRAC 2005:  DFAS BRAC 2005 Indicates site scheduled for closure in fiscal year Indicates site scheduled for realignment in fiscal year Indicates site closed Sites Closed as of January 31, 2007 Lexington, Oakland, San Bernardino, Seaside, San Antonio, Lawton, Norfolk FY2009 End State - Operations Highlights:  Retired and Annuitant Pay Garnishments Center of Excellence Columbus Centers of Excellence Indianapolis Center of Excellence Limestone Centers of Excellence Rome Centers of Excellence Cleveland Acquisition Accounting including Contract Pay Transportation Working Capital Fund Accounting Medical Accounting FY2009 End State - Operations Highlights Security Assistance Accounting Out of Service Debt Special Ops Accounting NOTES: 1. Redundant capability for Travel will reside in Columbus until DTS is fully implemented 2. Arlington Liaison, Bratenahl, Red River Army Depot and OCONUS locations also continue mission operations 3. Departmental Reporting was previously known as Departmental Accounting DFAS Indianapolis BRAC Workload:  FY 2009 FY 2008 FY 2007 FY 2006 DFAS Indianapolis BRAC Workload DFAS-Indianapolis Conclusions:  Conclusions Transformation is the continuation of a customer focused change process that started in 1991 with creation of the Defense Finance and Accounting Service The Base Realignment and Closure Commission provided an opportunity to leverage change We are working together with our customers We’ve achieved a lot; and more opportunities exist Initiatives :  Initiatives High Performing Organization (HPO) Enterprise Resource Planning (ERP) DDRS-B Fund Balance with Treasury (FBWT) - Deficiency Rate TI 97 Defense Agencies & Reconciliation of Fund Balance with Treasury Defense Agencies Initiative (DAI) General Fund Enterprise System (GFEBS):  General Fund Enterprise System (GFEBS) What is GFEBS Why it’s needed Implementation guiding principles Standardize business processes Don’t customize COTS Leverage best business practices Scope US Standard General Ledger Funds management Cost management Accounts payable Accounts Receivable Property, plant & equipment Financial reporting Benefits FFMIA compliance Better financial decision making Reduced cost of finance footprint Capability to account for cost of assets and conducting business Financial, cost, & asset visibility Defense Enterprise Accounting and Management System (DEAMS) :  Defense Enterprise Accounting and Management System (DEAMS) DEAMS: Will provide an integrated accounting and finance solution that will support reengineering of the funds management process providing an enterprise level view of financial data to decision makers supporting USTRANSCOM and Air Force commands as well as provide a single source of authoritative data for accounting information utilizing Standard Financial Information Structure. DFAS support of DEAMS For all components relating to core financial processes Blueprinting - Requirement definition - Interfaces -Testing – Training and Implementation Strategies Accomplishments to Date: Spiral 1 and 2 System Integrator Contract Award - February 2006 Approved Accelerated Acquisition Strategy – October 2006 Functional and Technical Design Review – December 2006 Final Systems Requirement Review – January 2007 Key Milestones: Increment 1, Spiral 1 Test Readiness Review – February 2007 Increment 1, Spiral 1 Operational Assessment Readiness Review – April 2007 Increment 1, Spiral 1 Operational Assessment / Fielding Decision – May 2007 Increment 2, Milestone A Approval – September 2007 Navy Enterprise Resource Planning (ERP) :  Navy Enterprise Resource Planning (ERP) Navy ERP Program: Will provide a standard set of tools to Navy organizations to facilitate business process reengineering and provide interoperable data for acquisition, financial, and logistics operations. Navy ERP will be a major component of the Navy’s Global COMBAT Support System Family of Systems and provide a critical link between operating forces and the Navy’s support echelons. DFAS Support of Navy ERP: Full Time On Site Support Team Lead – Strategic Business Management/Business Integration Divisions Coordinate Requirements Across DFAS Network Advise/Consult on Project Development / Subject Matter Experts Data Clean-Up / Conversion Validation Compliance Assessment / Participant in Go/No Go Testing Accomplishments to Date: Blueprinting Completed / Cycle 2 Testing Completed (Processes & Interfaces) Mock Conversions Underway Key Milestones: Cycle 1 Testing - Cycle 2 Testing - Cycle 3 Testing User Acceptance Testing - User Training - Operational Readiness Review Defense Departmental Reporting Systems-B:  Defense Departmental Reporting Systems-B What Is DDRS-B? DDRS-B is a Department wide initiative Standardized System that will produce Departmental Level Budget Execution Reports Requires USSGL Formatted Data Being Implemented at Each DFAS Central Site Scheduled Implementation for Army General Funds – Indianapolis April 2007 (prepared in May 2007) Implementation Being Managed within Indianapolis by the Project Manager in the Accounting Systems Directorate End User - Departmental Accounting Directorate Status Closed FY 06 in DCD and DDRS-B Parallel processing for February 2007 reports Implement for Army in May for April 2007 reports Future Implement for Army Work Capital Fund Fund Balance with Treasury (FBWT) Deficiency Rate:  Fund Balance with Treasury (FBWT) Deficiency Rate OSD Metric Measures (Absolute) Aged Unmatched Disbursements Aged Intransits Aged Suspense Aged Deposits in Transit Unsupported Disbursements Unsupported Collections Emphasis on reduction of Unsupported Disbursements and Collections for TI97 October 2005 Balance $5.2B December 2006 Balance $1.7B Goal to reach FBWT Deficiency Rate of 2% by September 2007. TI 97/Defense Agencies & Reconciliation of Fund Balance with Treasury :  TI 97/Defense Agencies & Reconciliation of Fund Balance with Treasury Definition & Scope The weakness relates to TI 97/Defense Agencies detailed reconciliations of Fund Balance with Treasury. Status Milestones are generally completed. Some ongoing work to drive down remaining unsupported and undistributed amounts. Validation planned for 2nd Quarter FY 2007 Defense Agencies Initiative:  Defense Agencies Initiative Defense Agencies Initiative (DAI). Defense Threat Reduction Agency (DTRA) Missile Defense Agency (MDA) Defense Advanced Research Projects Agency (DARPA) 1 WAAS (WHS Allotment Accounting System) Implementation 2007 Point Of Contact :  Point Of Contact Indianapolis Operations Site Director: Steve Bonta Army Client Executive Comm: 317-510-2133 steve.bonta@dfas.mil Deputy Director : Audrey Eckhart Indianapolis Operations Comm: 317-510-2133 audrey.eckhart@dfas.mil Director of Finance: Tom Roberts Indianapolis Operations Comm: 317-510-2133 tom.roberts@dfas.mil Director of Accounting: Michele Gomez Indianapolis Operations Comm: 317-510-3895 michele.gomez@dfas.mil CE Web page: https://dfas4dod.dfas.mil/centers/dfasin/cesg/ Slide25:  DFAS Your Financial Partner @ Work

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