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MANAGEMENT’S DISCUSSION AND ANALYSIS

SCORECARD ON THE PRESIDENT’S MANAGEANAGEMENT AGENDA

The original President’s Management Agenda was comprised of five government-wide and nine-agency specific goals to improvement federal management and deliver result to the American public. In the original baseline scorecard, the Department of Transportation received a score of red for human capital, competitive sourcing, financial management, and e-government. We received a yellow for budget and performance integration, now called Performance Improvement.

In the last six years the Department has made significant progress and ends FY 2008 with three green and four yellow scores across seven initiatives. For more information on activities in FY 2008, please see the Organizational Excellence chapter in the Performance Report.

These scoring indicators relate to the Department’s “Status” score that reflects a collection of results in each initiative, usually in the form of “percentage complete” or other indicator of the current state. Scores for “Progress” are also provided that reflect accomplishment of recent actions and lead in to very near-term plans for continued improvement.

KEY
Green
A green score indicates full success in achieving the elements of the initiative
Yellow
A yellow score indicates substantial success in achieving the elements of the initiative
Red
A red score indicate that insufficient success has been achieved against the elements of the initiative

More information about the President’s Management Agenda can be found on the White House Office of Management and Budget website at http://www.whitehouse.gov/omb/budintegration/pma_index.html.

FY 2008
Status		 PRESIDENT’S MANAGEMENT AGENDA INITIATIVES FY 2008
Progress
Green HUMAN CAPITAL INITIATIVE Green
Develop a Department-wide human capital workforce strategy to address future workforce gaps, eliminate skill gaps in critical occupations, develop performance-based incentives for the workforce, ensure citizen-centered, delayered, and mission-focused organizations; strengthen leadership skills, and ensure a robust leadership pipeline; improve the measurement and evaluation of human capital strategies; and integrate e-Government and Competitive Sourcing strategies.
Green COMMERCIAL SERVICES MANAGEMENT Green
Improve the consistency for defining commercial and inherently governmental inventories across the Department. Identified competable activities, provided strategic direction for competitive sourcing and human capital initiatives, and developed and shared high-quality intellectual capital within the Department and other agencies.
Yellow IMPROVED FINANCIAL MANAGEMENT Green
Develop financial management systems capable of producing more timely and accurate information, and maintain a record of unqualified opinions on our financial statements.
Yellow ELECTRONIC GOVERNMENT Green
To better justify and track costs and performance of information technology projects, as well as participate in government-wide initiatives that automate and simplify how the public deals with the government and reduce redundancies and increase efficiencies across government-wide.
Green PERFORMANCE IMPROVEMENT Green
To better integrate budget and performance functions by integrating respective staff work; developing plans and budget with outcome goals, output targets, and resources requested in the context of past results; charging full budgetary costs of programs; and documenting program effectiveness.
Yellow ELIMINATING IMPROPER PAYMENTS Green
Develop financial management systems capable of producing more timely and accurate information, and eliminating improper payments to DOT vendors/customers.
Green REAL PROPERTY Green
Use sound real property management of real property resources for diverse transportation missions, maintaining the quality of real property assets managed, and disposing of assets that are no longer required.

Other Management Information, Initiative, and Issues

DOT’S FINANCIAL MANAGEMENT BUSINESS TRANSFORMATATION INITIATATIVE

The Financial Management Business Transformation (FMBT) is a multi year initiative that is sponsored by the Office of Financial Management (B-30). The FMBT is planned, executed and managed as a collaborative effort across the Department’s financial management community in order to achieve the goals set collectively by the financial management community in 2007. The FMBT was launched in response to multiple drivers both internal and external to the Department. Currently, many of the Operating Administrations (OAs) use multiple and redundant reports and reporting tools to communicate similar financial information, resulting in an inability to share the right information with the right people at the right time in the most cost effective manner. Additionally, many OAs use different, OA-specific guidelines to conduct similar accounting transactions. As a result, the Department is unable to take full advantage of the economies of scale available through the consolidated accounting operations at the Enterprise Service Center (ESC) and the significant improvements in functionality that will result with our next application (Oracle) upgrade. Furthermore, each OA has a different Accounting Code Structure which is not aligned with OMB’s new, required Common Government Accounting Code, and we are currently unable to roll up financial information Department-wide. Finally, the Department is still cleaning up data from the first conversion to Oracle, and a data clean-up and conversion strategy are required before moving to the next Oracle platform.

During FY 2007, B-30, in partnership with ESC and the Departmental financial community, embarked on an initiative to standardize DOT business processes, develop and define requirements for future financial management system upgrades and establish a strategic plan to standardize the DOT financial management business model in accordance with OMB’s Lines of Business Initiatives. The focus areas of the FMBT Program fall into five main categories, and each area has several goals:

  1. Reporting and Information Sharing
    1. Achieve a fully integrated reporting environment and design an Oracle/Delphi/OA common reporting inventory
    2. Enable Department-wide roll-up of cost and performance data and improve data quality and integrity
    3. Design future systems to most effectively support internal and external customers’ requirements
    4. Develop a shared reporting solution and tools to exchange data/information with common internal and external systems
    5. Refine our interface strategy by defining rules that eliminate redundancies and maximize integration
    6. Successfully respond to current and proposed OA, OMB, Treasury, and other internal/external reporting requirements
  2. Business Process Reengineering
    1. Reengineer business systems and processes across the Department in order to take full advantage of future system functionality and achieve economies of scale with consolidated accounting services
    2. In partnership with the DOT Office of Procurement, implement a fully integrated procurement solution
    3. Develop formal policies to support optimal communication with all stakeholders of financial management information across the Department
    4. Develop a formal process to guide decisions and future investments
  3. Data Management
    1. Develop and implement a Department-wide Accounting Code Structure (ACS) that is aligned with OMB’s Common Government Accounting Code
    2. Develop and execute data clean-up plan across all OAs
    3. Develop and execute data conversion plan across all OAs
    4. Develop and implement a Department-wide future data management strategy
  4. Current System Set-Up
    1. Prepare to convert and manage the transition from the current system set-up (Oracle 11.5.10) to Oracle Financial release 12iFSIO effectively
    2. Refine the release management process
    3. Refine the system change request (SCR) process
    4. Understand Delphi’s role in the Department’s Enterprise Architecture (EA)
    5. Develop and implement an archiving and purging strategy for Delphi and any future system
    6. Successfully respond to current and proposed security requirements
  5. Future System Set-Up
    1. Develop and manage an overarching implementation strategy for future systems that incorporates FMBT decisions and includes training and communications plans
    2. Analyze hardware requirements for the transition period to future systems and recommending a hardware solution for the future state
    3. Successfully respond to current and proposed security requirements for future systems and ensuring compliance

In 2007, the CFOs from each DOT OA agreed to come together as a single decision-making body to develop and implement a single set of requirements for the Department’s new financial system. Since this time, stakeholders across the Departmental financial, procurement and IT community have shown unanimous support for this initiative, by participating in visioning conferences and decision-making forums. The end result of FY 2007 was the signing of charter documents for the FMBT governance structure and workgroups and the establishment of the Business Transformation Team (BTT), the group responsible for the day-to-day management of the FMBT.

In FY 2008, the BTT focused on establishing a governance structure by which this program will be managed; chartering five workgroups responsible for accomplishing each of the five goals listed above; and established a Business Transformation Team (BTT) responsible for managing and coordinating the daily progress of the transformation initiatives.

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