A Newsletter for Government Financial Managers Winter 1997 Vol.8. No.4. A special tribute toMr. Charles A. Bowsher, Franklin Raines Congressman Stephen Horn former Cornptroller General wvill be made at Director, Office of Management and Budget Chairman, Subcommittee on Government the JFMJP Conference Management, Information, and Technology JEMIP 26th Annual Conference TFinancial he Joint Financial Management Improvement Program will sponsor its 26th Annual Management Conference on Tuesday, March 18, 1997. This year's theme is Shaping FinancialManagement for the 21st Century. The keynote speakers are Congressman Stephen Horn, Chairman, Subcommittee on Government Management, Information, and Technology, and Franklin Raines, Director, Office of Management and Budget. James Hinchman, Acting Comptroller General of the United States will also make brief remarks. A plenary session on The Future of Federal Financial Management will be led by Cora Beebe, Office of Thrift Supervision, featuring G. Edward DeSeve, Office of Management and Budget; Gene Dodaro, General Accounting Office; and Gerald Murphy, Department of the Treasury. The luncheon session is highlighted with the presentation of the Donald L. ____________ Scantlebury Memorial Awards for distinguished leadership in financial management in the Insidethis Issue public sector. Integrating Performnance Measurement Concurrent panels to be held in the morning session are: into the Budget Process.3 AImplementing Cost Accounting in the Federal Government Auditing Peformance Measures . B Success Stories on Using Financial Statements A. News.13 Resolving Issues with Audited Financial Statements Perspective on Government Peformance The afternoon concurrent panel sessions include: tResults and Act . . . . . . . . . 15 * Financial Management Systems: A New Strategy Hlds-Risk Report Seieslfrom GAO.a.m. 15 *The Rapidly Changing World of Electronic Procurement and Payment CnFranchising, Cross-Servicing, and Outsourcing: What Works? The site of the Conference is the Crystal Gateway Marriott Hotel, 1700 Jefferson Davis Highway, Arlington, Virginia. For additional information on the program and registration, see pages 6 - 7 of this issue of the JFMIP News. o 69(~A'~29P o JFMIP NEWS Winter 1997 Senior Federal Financial Officials Retire JFMIP Executive he federal financial management Treasurer of the United States, Bureau of Director Retires community will miss some colleagues Government Financial Operations, Office of that recently retired from the federal the Secretary, and the Bureau of Alcohol, irginia B. Robinson retired on government. They include: Tobacco and Firearms. Prior to joining the F brgua 1.1997o r ears of Treasury Department, Mr. Blackmer was a AdFebruary 1, 1997, after 34 years of TreasuryDepartmen, Mr. Blaa V Federal service. She was the Executive * L. Paul Blackmer, Jr., Chief Financial supervisory auditor with the U.S. General Director of the Joint Financial Management Officer, Bureau of Engraving and Accounting Office. Improvement Program since January 1988. Printing, Department of the Treasury John C. Martin retired after 25 years of As JFMIP Executive Director, many govern- * Clyde G. McShan, H, Deputy Chief federal service. As the Inspector General of mentwide projects were completed in the Financial Officer, Department of the Environmental Protection Agency areas of human resources development, (EPA) since October 26, 1983, he was financial systems requirements, and most Commerce responsible for the supervision of a recently, travel management improvements * John C. Martin, Inspector General, nationwide staff of auditors and in the federal government. Ms. Robinson Environmental Protection Agency investigators whose job is to prevent and was very active on U.S. Chief Financial detect fraud, waste, abuse; and promote Officers Council committees on human * Matthew G. Schwienteck, Associate economy efficiency, and effectiveness in the resources, cost accounting, and legislation, Commissioner for Financial Policy programs and operations of EPA. Mr. as well as with the Federal Financial and Operations, Social Security Ad- Martin initiated a program of internal audits Managers Council, and other organizations' ministration and special reviews resulting in dramatic activities. Under her leadership at JFMIP, costs savings and improvements in the the organization disseminated good financial * James M. Taylor, Chief Financial Offi- delivery of environmental programs. Prior management practices and policies not only cer, and Executive Director for Opera- to coming to EPA, Mr. Martin served as the through JFMIP publications, but also tion, Nuclear Regulatory Assistant Inspector General for electronically through FinanceNet on the Commission. Investigations at the Department of World Wide Web. Housing and Urban Development. In 1981 L. Paul Blackmer, Jr. was the Associate he supervised a special task force Mrs. Robinson is an outstanding speaker Director (Chief investigating public corruption and and was asked frequently to make presentations Financial Officer) government fraud. He began his federal on various financial management topics. of the Bureau of service in 1971 as a special agent and then as She is a proponent of continuing Engraving and a supervisory special agent in the Federal professional education for financial Printing (BEP), Bureau of Investigation. management personnel in the federal Department of the government, and, under her leadership, the Treasury since After 30 years of federal service, Clyde JFMIP and CFO Human Resources 1991. As the CFO G. McShan, II retired from the federal Committee developed a framework of core of BEP, Mr. / government. He was the Deputy Chief competencies for financial management Blackmer was Financial Officer and Director for Financial personnel in the federal government. responsible for the Management, Department of Commerce. financial He was responsible for financial management Prior to JFMIP, Ms. Robinson was the management and L. Paul Blacbner Jr and accounting activities throughout the Associate Director, Accounting and accounting Department including the development of Financial Management Division, at the U.S. activities an integrated financial management system. General Accounting Office. She also held throughout the Prior to that, Mr. McShan was the Director, managerial or accounting positions at the bureau. His U.S. Department of Agriculture's National Department of Energy, Department of leadership led to Finance Center (NFC) in New Orleans, Commerce, and the Department of the major improvements to the bureau's Louisiana from 1981 until 1993. Under his Navy. financial management system. Prior to that leadership, the NFC became a recognized The JFMIP and federal financial he served in various managerial positions at m an d federal missncia the BEP and other bureaus in the Treasury Continued onpag 12. management community will miss her Department, including the Office of the tremendously and convey to her and her family best wishes for the future. o 2 Winter 1997 JFMIP NEWS Integrating Performance Measurement Inspectors General into the Budget Process Auditor Training he Government Performance and * Giving managers authority to set and Inst it ut e * Results Act (GPRA) Implementation meet goals. Committee of the Chief Financial Manager's accountability . for e Inspectors General Auditor Officers Council has been focusing on performance against goals. Training Institute, sponsored by the integrating performance measurement with Trainin Incit onsority t the budget process. A report, Integrating In using performance measures to assist E residencts Council on Integrity & Performance Measurement into the Budget budget formulation, the agency must make Efficlency (oC i), provides a broad Process, was issued January 21, 1997. This decisions on alternative resource levels. The Institute has provided training to over report is a user guide to multiple ideas and best practices in connecting resources with Organizational factors may complicate 5,000 people since it was founded in 1990. results. Examples of how eight entities (the the issues as the Office of the Chief Departments of Agriculture, Defense, Financial Officer and Office of Budget may To enable the Institute to be most Health and Human Services, Housing and be separate. In addition, some executives responsive to the needs of the Federal audit Urban Development, Transportation, the may be skeptical of future use of community, the PCIE recently authorized Treasury, and Veterans Affairs and the performance information in budget the InstitutC to create Curriculum Advisory Social Security Administration) reported decisions made by the Office of Groups (CAG). They are charged with the their approaches to integrating performance Management and Budget and Congress. responsibility of providing advice on measures in their fiscal year 1998 budget curriculum content to the Institute's Director. requests are included in this report. Short- and long-term factors may Three CAGs, dealing with financial, EDP, dominate, as budget is concerned with the and analytical methodologies, respectively, are The first part of the report is a short-term whereas GPRA covers the total now functional. More than 20 Federal audit guidebook on how to integrate performance program and is concerned both with short- organizations are represented on these CAGs. measurement into the budget process. The and long-term. The status of an integration task depends on setting strategic organization's movement toward cost Each of the groups are considerig such direction, developing performanse measures accounting may be problematic, causing issues as who are the ideal recipients of kee otesrtgcdirection, dvlpnpe formanemaulatin difficulty to quantify incremental changes Institute training; what specific skills and buydgets thatstintegicdraectper ,formance ing with accuracy. An organization also needs abilities should be taught; and, when is the bumeaustan resograte performance to consider funding options as a best time in an auditor's career to provide measues resorce an rquest, andconsequence of program goals not having the various types of training. The Institute assessing results, been met. is very appreciative of the efforts of each * . ^. ~~~~~~~~~~~~~~~~member of the CAGs. The second part of the report discusses InfruaigprfracCesrs challenges which organizations may formulating performance measures, The EDP CAG is the first ofthe three encounter in linking program activities to goals are that they be high level and aThEDCAistefrtotetre rescoultsnthes challenge inogram aclude: io manageable number. Some research may be groups to make recommendations for res r ofese camienges inci ute needed to determine their actual program specific training programs. All four of their Fear of committing the organization to benefit or effect. recommendations were accepted by the goals for which outcomes are Institute's Board of Directors and, the influenced by factors beyond the Presentation formats still are being training programs will be available in the organization's control. established for use within agencies, to next few months. * Lack of a thorough understanding of OMB, and to Congress. Moreover, the the relationship between resources, organization faces limits on the making of The first of the 4 programs, titled "How outputs, and outcomes. changes to account structures for budgets, to Use IDEA Software," gives auditors a strategic plans, and results. thorough understanding of this powerful * Environment where outcome results are software package providing them an derived from multiple agency programs The report will be available on alternative automated method to analyze or state/local government activities. FinanceNet. o data. It will be conducted initially on May * Environment where the length of time 13-14, 1997, at the Institute's Fort Belvoir, needed to achieve program results is Virginia location. This "hands-on" training longer than the reporting time frame. Continued on page 11. 3 JFMIP NEWS Winter 1997 Auditing Performance Mea sures performed to verify controls were operating properly. Testing was done primarily over OIG, in cooperation\ the controls at DOL's national office for with the Office he Department of Labor's Office of the summarizing the data from the region and of Job Corps, Ins p-ector General has been auditing field offices into performance measures. For linked audited the annual financial statements a small number of selected measures, data financial prepared by the DOL since fiscal year 1986. accuracy was tested at the field offices. statements OIG began auditing the performance With increasing attention to rogram with auditing the program's performance information included in the financial outcomes, DOL's OIG expande the audit measures. The reports provide clear and statements in fiscal year 1992. The audit of focus to help DOL's agencies structure reliable information for program evaluation; performance information was undertaken performance measures which addressed they also provide significant advantages over because of the increasing demand forut prora urposes and intended outcomes. previously available information about complete and reliable information about programquentlotes and intscopewauexpande federal programs including: how well federal programs achieve their Consequently, the audit scope was expanded e ments of program results and mission. Recent legislation and executive to include a comparison between the *thei keyt aelem eentseoprograesutshand action have concentrated attention on reported measures and the agency's mission their costs are presented together, hangionghae oncentratederal gverntont ostatement, goals, and intended outcomes * the data is arranged in a manner that cherangi tay, . theffedrsa governmnto based upon the program's authorizing facilitates analysis and comparison operates. Major enorts are underway to legislation. DOL's programs are currently between centers, contractors, and change management of federal orgamzations in the process of revising their performance regions, and and programs, moving away from budget- measures to reflect achievement of intended driven systems toward performance-driven outcomes. statement data have been audited to systems. These efforts are directed at verify accuracy and agreement with changing managers' focus away from inputs The OIG plans to work with program source documents. (dollars and FTEs) and outputs (products management and staff to develop The statements reflect the results the completed) to outcomes; i.e., the external methodologies for merging financial impact upon groups benefitting from the information with performance measures. program achieved and how much each result programs. This includes identifying direct costs cosrmthetaxpayers. By highlighting associated with reported measures, performance differences of regions, useful OMB has issued Bulletin No. 97-01 developing a methodologyto allocate information is supplied for program which prescribes requirements as to the indirect costs to reported measures, and managers and both good and poor form and content of agency financial identifying a format (program results contractor/center performances are statements. The performance measures statements) for presentation ofperformance identified. The Job Corps has attributed presented in the overview should relate to measures linked with financial data. This many program changes to analyses the purposes and goals of programs and be initiative is consistent with the Statement of stemming from the OIG's cost reports consistent with measures previously Federal Financial Accounting Standard No. Further, in a cooperative effort with the included in budget documents and other 4, Managerial CostAccounting Concepts and Office of Job Corps, the OIG surveyed best materials related to implementation of the Standardsfor the Federal Government. practices currently used at high performing Government Performance and Results Act. centers. These were defined as those The GIG has performed this type of prcieposeansytmthtava Initially, the OIG's audit of performance audit for DOL's Job Corps program. The positive effect on operating efficiency or information was focused on determining Job Corps is an employment and training positive The prating efficied whether the management control program offering, in a residential setting, a performance. The process identified environment and structure were adequate to wide range of services designed to assist practices that helped improve the students' ensure the reliability of reported numbers. economically disadvantaged, unemployed, opportunities for success. It was found that, Interviews were conducted to gain an and out-of-school youth ages 16-24. Since by having these key practices in place, a understanding of the management controls. 1989, the OIG has developed and audited center was most likely to be effectively Risk assessments were performed over the cost-based program results statements of the accomplishing the Job Corps mission. controls in place to determine the reliability Job Corps program. For further information, call Mike of the controls. Limited testing was McFadden, DOL OIG, (202) 219-5906. c 4 Wintcr 1997 JFMIP NEWS Evaluating FY 1995 Accountability Reports T he Chief Financial Officers Council's Reports Streamlining Project Team Evaluations of the six pilot agency reports were solicited from interested * Providing the most pertinent program and financial performance measures that evaluated the results of six agencies stakeholders. The evaluations indicate that tie to strategic/programs goals. that developed pilot Accountability Reports future Accountability Reports should: for FY 1995. The agencies include: * Focus on linking * Placing the most relevant pertinent * General Services Administration performance data to support data or * National Aeronautics and Space the program and agency contact Administration agency goals; points in the * Nuclear Regulatory Commission * Include expected Supplemental Section of the * Social Security Administration performance report. * Department of the Treasury standards relative to the goals; *Providing a 1-2 * Department of Veterans Affairs * Explain, if page section on These six agencies were allowed to performance Program integrate pertinent material from five standards were not Highight". u previously issued reports into one report met, the actions to Highlights up that is user friendly, minimizes technical be taken tofront language, and contains the most important ie take; summarizing and useful information about their financial performance; the most and program performance. The five * Include trend data; pertinent performance information. previously issued reports are the Federal Managers' Financial Integrity Act Report, * Minimize technical language, with a * Working with the auditors to include a the Chief Financial Officers Act Annual preference for simple, easy to read brief, non-technical summary of the Report, management's Report on Final reports; agency's financial condition, including Actions required by the Inspector General integration .Imrove of other staruto an explanation of any audit Act, Civil Monetary Penalty and Prompt po rt g qualifications and auditor's opinion. Payment Act reports, and available reportig requirements with the information on agency performance program performance information; and The Accountability Reports can be compared with its stated goals and * Explain the significance of the auditors' found electronically on agency websites. objectives, in preparation"for d d A limited number of the evaluation reports t .as implementation of theqovernment ~~~~~~~~findingss i and opinion in lay terms... a o are available by contacting Lorraine Green, Performance and Results Act. The project team also recommended that (202) 273-5516. o The project team chaired by Frank agencies need to place special emphasis in Sullivan, Deputy Chief Financial Officer, the FY 1996 Accountability Report on: Department of Veterans Affairs, concluded * Timeliness that the FY 1995 Accountability Reports * Integrating statutory reports require- successfully presented a comprehensive ments picture of each pilot agency's programs, but further improvements are needed. * Providing strategic/program goals within each program or operation and the goals should be tied to the agency's budget submission. 5 Congressman Stephen Horn Franklin Raines Director; Office of Management and Budget Tuesday, March 18, 1997 Crystal Gateway Marriott Hotel The Future of Federal Financial Management Arlington, Va. Led by: Cora Beebe, Chief Financial Officer, Office of Thrift Supervision G. Edward DeSeve, Controller, Office of Federal Financial Management, Office of Management and A Special Tribute to Budget CalsA Gene L. Dodaro, Assistant Comptroller General, Charles A. Bowsher Accounting and Information Management, General former Comptroller General Accounting Office of the United States Gerald Murphy, Fiscal Assistant Secretary, Department of the Treasury Implementing Cost Accounting in the Financial Management Systems-- A New Federal Government Strategy Led by: Norwood (Woody) Jackson, Deputy Controller, Led by: Alvin Tucker, Deputy Chief Financial Officer, Office of Federal Financial Management, Office of Department of Defense Management and Budget R. Schuyler Lesher, Deputy Chief Financial Officer; Jeffrey Steinhoff, Director, Planning and Reporting, Department of the Interior Accounting and Information Management Division, James K. McCann, Vice President, Information Services, General Accounting Office Northrop Grumman Frank Sullivan, Deputy Chief Financial OfficerN Department of Veterans Affairs The Rapidly Changing World of Electronic Success Stories on Using Financial Statements Procurement and Payment Led by: Vincette Goerl, Chief Financial Officer; U.S. Led by: Bettsy Lane, Director; Cash Management Customs Service Directorate, FinancialManagement Service, Department of Dale W. Sopper, Acting Deputy Commissioner for the Treasury Finance, Assessment and Management, Social Security Dennis Fischer, Chief Financial Officer; General Services Administration Administration Arnold G. Holz, Chief Financial Officer; National Gary Glickman, President, Phoenix Planning and Aeronautics and Space Administration Evalution, Ltd. Resolving Issues with Audited Financial Franchising, Cross-Servicing, and Statements Outsourcing: What Works? Led by: Cornelius (Neil) Tierney, George Washington Led by: Clyde McShan, Vice President, CDSI University Richard Ferris, Associate Directorfor Investigations, Thomas Bloom, Inspector General, Department of Office of Personnel Management Education Ernest Hardaway, Senior Vice President, Federal Irwin (Ted) David, Acting Chief Financial Officer; U.S. Occupational Health Service Department ofAgriculture Edwin A. Verburg, Associate Administrator for Administration, Federal Aviation Administration Registration Information CPE Credit Attendance at this conference can be approved under the This conference qualifies for 7.2 hours of continuing Government Employees' Training Act. Training authorizations profesional education credit. should be submitted no later than March 12, 1997. Early submissions are recommended. Submissions made after Payment Information March 12 will be accepted, but registrant may have to The cost for the conference is $100. Individuals with a register at the conference site. sponsoring agency should submit an approved training authorization or purchase order. The purchase order should Registration at the hotel will begin at 7 a.m. and the program include a complete mailing address, phone number and will begin at 8 a.m. billing address for each participant. Accommodations You also may submit a registration form and a check payable A small block of rooms is available at the hotel for the to the USDA Graduate School. VISA, MasterCard, Diners Club government rate. Please call the Crystal Gateway Marriott and American Express are accepted. All authorizations, Reservation Desk at (703) 920-3230 by February 20, and checks and registrations should be sent to: indicate that you are with the JFMIP Conference. JFMIP Conference Cancellation Policy USDA Graduate School, Room 142(IH) Cancellations must be in writing and received by March 12, 600 Maryland Avenue S.W., 1997, or a billing will be made. Substitutions will be Washington, DC 20024-2520 accepted. All registrations will be accepted unless otherwise notified. No confirmations will be sent. For further information about registration, contact Debbie Herway, (202) 401-9193 or Isabelle Howes, (202) 401-9138, or fax (202) 401-7304. Please Print Name (as you want it to appear on your badge) Title DepartmenVOrganization Office (eg: Bureau or Administration) Address Roon/Suite City State Zip Office Phone ( ) Fax( Please not any special accommodations you need (e.g. dietary, sign language interpretation). Be specific. Please indicate means of payment. (Vendor is USDA Graduate School). _ Purchase order/training authorization attached. (Please include four copies of your authorization form). _ Check (Payable to USDA Graduate School) _ Please charge my 0 VISA 0 MasterCard 0 Diners Club 0 American Express Credit Card Number Expiration Date Name of card-holder Mail to: JFMIP Conference, USDA Graduate School, Room 142 (IH), 600 Maryland Ave., S.W., Washington, DC 20024-2520 Fax: (202) 401-7304 JFMJP NEWS Wintcr 1997 information access by both the qualified opinion on its FY 1995 financial Reen gineering the government and the private sector, statements, Customs is working to resolve Fed era Fede Payments rall Payme nts * Electronic access to needed Electronicinformation, the problems identified from these risk assessments and hopes to get a clean opinion information, on its FY 1996 financial statements. Process . Cross-servicing for agency program and administrative support, After the audits of Customs' FY 1994 * Payee profiles will be developed, and and 1995 statements, Customs had initiated The Department of the Treasury's meetings with operational, financial and *Financial Management Service (FMS) *Customer service organizations will be audit staffs, which were facilitated by an T set out a vision of the federal created as a one-stop shop for payment independent public accounting firm. An government's financial infrastructure for the information for payes. analysis was done to assess Customs' ability 21st century in a report, Reengineering the The next step in the process is to to compile each line item on the financial Federal Payments Process: Concept Operiew designate an Implementation Team whose statement and whether each item was (September 1996). The report was role is to develop the financial business case auditable. Because cash is regularly developed under the leadership of FMS, but for the concept, further delineate the details reconciled, cash balance shown in the had government customers on its advisory of the vision, determine the funding require- general ledger is easily obtainable and easy board and steering committee. More details ments, establish the roles and responsibilities to audit; in risk assessment, therefore, cash are available in a companion report, under the new concept, develop an balance ranks low with regard to Reen~gineeinng the Federal Payments Process: implementation plan with key milestones compilation and low with regard to any Assessment and Design. This document and a project time schedule, and manage the problems in auditing the amount shown on provides guidance for the team that will be transition to the future process. o the Statement of Financial Position. chosen to implement the vision. An example of higher risk for Customs A customer-emphasized payments was the compilation of an auditable number process redesign concept has centered on the for drawback payments (these are refunds of complete business process, especially the previously paid duties on exported goods management of all payment related data. U S Customs that are imported into the country); such The vision is a fully integrated, electronic * compilation initially was precluded as government payment process with linked, standardized data that are accessible and Service Uses Risk Customs then lacked an ability to relate a payment made to the specific entry; risk convenient to its customers and A 4 assessment early on identified the problem. ssessm en F. t to . - stakeholders. Risk assessments also assisted in prioritizing U | corrections of review weaknesses and in The goals of payments process concept implementation will be to: Improve nan cIal resource allocations issues. *improve customer service, S ta te me nts The Customs/Treasury OIG experiences showed that where risk assessment is * reduce government operating costs, and partnership between the auditee and * provide opportunities to agencies to or the past 2 years, the U.S. Customs auditor, the process works and should be a redirect resources to mission-related fnctions. FTreasury Service, and the Department of the Office of Inspector General (OIG) have worked together to assess regular part of an agency's capability to compile and issue auditable financial statements. The concept, once implemented, whether data needed for Custom's financial provides a number of new features to the statements was available and auditable. Copies of the Risk Assessment are federal government's payment process. These assessments assisted both parties with available by contacting Thomas Diaforli, These are: the preparation of the financial statements Director, Accounting Services Division, * Standardized data among all for the Office of Chief Financial Officer, and U.S. Customs Service on (317) 298-1220. 3 government entities, the assessment of controls underlying 0 Governmentwide data files that will Customs' financial management information have integrated databases capabilities to for OIG. As a result of these efforts, the support common ftinctions, allowing preparation of the fiscal year 1996 financial for efficient cross servicing and secured statements was done in a more efficient manner. Although Customs receive a 8 Winter 1997 JFMIP NEWS Corps of Engineers' Financial Management System The Army Corps of Engineers has worked out and encompassed a dozen transaction-driven general ledger updates capability as a component of State's financial system. prototype development concepts into CEFMS, the Corps of Engineers' Financial a fourth-generation relational database Strictly from the Corps' view, it Management System. Design concepts that is table driven estimates that CEFMS's inherent to the system were structured to for flexibility combined savings and cost identify work, resources, and accounts. source code avoidances will equal $200 Within that framework, functional processes demonstrated in use million over its 10-year life identify and record funds, commit funds, to be transportable to cycle. This return comes obligate funds, expend and disburse funds, other mainframe from the finance and manage assets and facility accounts, process systems. accounting functions alone, labor and payroll, prepare bills and collect and it is further estimated funds, and provide information for decisions CEFMS works in that other productivity and reports. relationship with other savings and cost avoidances Corps' systems for real A to be realized from The Corps states that CEFMS is the first estate management, operations using CEFMS government-owned/developed financial program/project will match management system that fully integrates management, and finance/accountingsavings. business processes and supports the resident management. management of all types of work and funds. CEFMS interchanges to Within DOD, the The system provides managers in all non-Corps' systems including the Defense Department of the Army Major Automated ftmctional areas with accurate, timely, and Civilian Personnel Data System, the Information Systems Review Council relevant financial information. Its features Integrated Army Travel System, the cleared CEFMS at the start of 1996 for the include: Program Budget Accounting System, the start of full-scale deployment. An earlier * single source data entry in compliance Standard Army Automated Contracting review was done by Treasury in which the with the Corps' standard data dictionary System, and the Defense Civilian Personnel Financial Management Service's Center for System. Applied Financial Management analyzed * electronic signature capability that CEFMS in comparison to systems on the enhances fiscal integrity and internal Although the CEFMS system specifically General Services Administration's financial control at the same time as its replaces was designed, developed, tested, and management system schedule. The study widespread use of paper forms [In implemented for Army Corps of Engineers recommendation was that the Corps of approving the electronic signature users and customers, CEFMS-by its Engineers continue development and capability (November 19, 1996), the design-offers value-added flexibility. Its deployment of the CEFMS system. General Accounting Office stated "we code structures may be adapted to non- have concluded that the electronic Corps' users. The Departments of the Army For more information, contact Charlie signatures generated by this system and Air Force are implementing strategies to Glenn, U.S. Army Corps of Engineers, provide at least the same quality of use CEFMS for general fund accounting; (202) 761-1938. o evidence as the handwritten signatures the Defense Transportation Command will they are designed to replace. Principles adapt it for its revolving fund type business; applied in the development and the Defense Finance and Accounting Service implementation of the (electronic (DFAS) also will refine CEFMS to address signature system) can be used in any mission requirements. Subparts of CEFMS number of applications to provide are finding usefulness to other departments; authenticity and data integrity for example, the Department of State is capabilities."] using the Corps' electronic signature * real-time funds control 9 JFMIP NEWS Winter 1997 mismanagement. The program covers both * Reviewed OMB Circular A-1 30, "Best practices" in administrative and programmatic Appendix III and updated its System cia i Fi nan operations. Some activities initiated in 1996 Deeacap tcbinclude: Security Handbook which provides policy and procedures regarding use of OKDeveloped A * a tactical plan to combat ,Mv, anag eme nt fraud that contains 29 sub-initiatives automated information resources. that address fraud prevention and * Issued specifications/edits for the 7th detection, referral and investigation, consecutive year to help employers A gencies were requested last fall to enforcement and management accurately prepare and correct wage AM submit their "best practices" in information/control. reports on paper forms with guidance 5F-Mfinancial management. JFMIP is also provided for filing by magnetic highlighting some examples of the * Streamlined its financial systems review media. This approach focuses on submissions in this newsletter and will program required by the Federal preventative measures to help ensure publish all best practices submissions on Managers' Financial Integrity Act accurate reporting, including edits on FinanceNet in the near future. (FMFIA) in response to NPR screen data before wage reports are initiatives. Following two consecutive produced. The guidelines have FinancialManagement System Reporting 3-year review cycles of systems, the eliminated reconciliation of cycle has been changed to 5 years which discrepancies between SSA and IRS The Library of Congress (LOC) includes a limited review by the system wage data. The guidelines will be made implemented the Federal Financial System manager and a detailed review by an available on Internet this year. for fiscal year 1995, including its Reports independent contractor. Staff hours Management System (RMS). The RMS expended were reduced by about 3,300 For further information, contact Ken provides distributed reporting to over 300 hours during the first 5-year review Goodman at (410) 965-0981. users in various locations. The users no cycle. longer are required to wait for the * Developed the 9th annual report on Travel Management accounting office to distribute reports but internal control that describes the S they can select from a menu of over 20 prga oeiiaefadwseThe',Gcncral theycan0program to eliminate fraud, waste, Services initiated a number Administration of initiatives to improve reports. abuse and management inefficiency and travel management. These initiatives are: certifies with reasonable assurance RMS provides security by report team compie with requiremence and by data. Access to data is restricted by comphance with requirements. A. Eliminate pre-trip obligation of all travel division code and budget organizational * Controlled and responded to all third and allow offices to issue the type of travel code. LOC's report teams include budget, party findings (U.S. General orders that best suit their particular needs - spending, payroll, external reporting, Accounting Office, SSA's Office of annual, quarterly, or trip-by-trip. accounting, and disbursing. Users can enter Inspector General, etc.), tracked the B. Allow a flat 75% of M&IE on all partial report parameters (e.g., fiscal year, fund, implementation of all audit findings and days for trips of two or more days, under budget object code, etc.), submit reports, coordinated corrective action. the Lodgings Plus method of and view, print, or download reports. Many * Managed a comprehensive program to reimbursement. of the reports are designed to allow the user review all agency programmatic systems to specify sort criteria and to select either to ensure compliance with established C. Develop a GSA's "preferred properties detail or summary report formats. LOC has accounting principles and management list," comprised of hotels from existing found that distributed reporting is a major control standards. Efforts were directed Federal hotel programs that utilize improvement in financial management. toward developing accounting negotiated lodging rates/amenities requirements, reviewing functional packages. All preferred properties agree to LOC continues to enhance existing requirements documents, participating bill the lodging component only, directly to reports and add new reports. For further on inter-component workgroups and GSA. These properties are promoted information, contact Jamie L. McCullough performing validation activities within GSA but participation by the at (202)707-4160. associated with the modernization of traveler is voluntary. Benefits include lower programmatic systems. daily rates and reduced transportation costs Financial Mana~gement Controls * Conducted On-site Security Control in many cases in addition to other benefits. The Social Security Administration and Audit Reviews by SSA Regional D. Contract with one Travel Management (SSA) has instituted a Management Control Security Officer staffs in the regional Center to service all GSA travelers Program (MCP) to safeguard assets and offices and Integrity Staffs in the Continued on pag IL deter/detect fraud, abuse, waste, and program service centers. 10 Winter 1997 JFMIP NEWS IG Institute Best Practices I nternet continuedfromn page 3. continuedfrom page 10. will be delivered in a small group setting nationwide. Benefits are that the TMC will allowing every student to personally issue American Express traveler checks on experiment with the software. location, promote and book hotel and rental car reservations under GSA's direct The other three recommended training billing agreement programs. Airline tickets programs, now in various stages of develop- will be charged to a centralized American ment, are (1) methods and techniques for Express account, thereby eliminating this using the Internet and World Wide Web as large dollar item from the traveler voucher IGNet and FinanceNet effective and efficient auditing tools; (2) the and simplifying the vouchering process. fundamentals of information systems auditing, One TMC contractor reduces the The home pages for IGNet and which includes learning skills to review and administrative burden of managing the FinanceNet have been revised, with evaluate controls and apply traditional TMC program, provides for reliable and improved appearances and utility. The standards in the EDP environment; and, (3) consistent reconciliation of accounts and home pages are reached at: COBIT, a total control concept relating to management reporting, and ensures information and related technology that can consistent TMC travel policy nationwide at Http://www.sbaonline.sba.gov/ignet/ig.html be incorporated into audits. GSA. http://www.financenet.gov/ The members of the EDP CAG were: E. Issue AMEX card to anyone who travels. * John Lainhart IV, Inspector General, Benefits include permitting the traveler to U.S. House of Representatives obtain a travel advance at his/her Transportation's Office of the Chief * John Dye, Small Business convenience, streamlining travel functions Financial Officer established a world wide Administration, OIG and maximizing government funds, web home page which is reached at: T F O contributing to the goal of achieving a * Terrn Fazio-Hamilton, Office of paperless travel process in addition to other http://ostpxweb.dot.gov/budget/index.htm Personnel Management, OIG benefits. FinancialManagement Service, D Chris Hendricks, Department of F. Negotiate direct billing agreements with Finartmncial ofnagc theTreasury t Defens, . car rental companies. Benefits include no Department of the Treasurty * David Kent, formerly with the state or local taxes, rental is eliminated from The FMS home page has moved from Department of Transportation, OIG the voucher and simplifies the vouchering the Fedworld to a Department of the * Joseph Lawson, Department of process, and utilizes existing government Treasury server. Its new address is: Treasury, OIG car rental program terms and conditions. http://www.fms.treas.gov/ * J. Mickey McDermott, General G. Link travel reimbursement to time and Accounting Office attendance process to process travel For specific information, use addresses as electronically. GSA is developing a indicated below: The Institute welcomes any suggestions simplified electronic voucher process to be from managers of audit organizations, EDP incorporated into the time and attendance Treasury Approved Sureties: experts, and front-line auditors for any other process because the voucher process will be suggestions for training programs. If you simplified with only a few expense items to http:H/www.fms.trcas.gov/c570.htmI wish to share any of your ideas and/or appear on the voucher. The other travel Monthly Treasury Statement: suggestions, please send them to: expense items will be processed through Curriculum Advisory Group - EDP such means as direct billing of large items http://www.fms.treas.gov/mts/mts.html The Inspectors General AuditorTraining Instituit such as air, hotel, and rental car charges, P. 0. Box 518 use of the American Express card for Treasury Financial Manual: Fort Belvoir, VA 22060-0518 issuing advances, and use of the Sprint http://www.fms.treas.gov/tfm/tfmintro.html FAX (703) 805-4503 Card for telephone expenses. Any questions regarding current or planned For further information, contact Paul Treasury Bulletin: Institute training programs should be directed Taylor at (202) 501-0070. http://www.fis.treas.gov/bulletiritbissues.hnl to Ms. Gale Moore, Registrar, at the above address. She can be reached by phone at (703) 805-4501. The Institute's E-mail Continuedonpage 12. address on the Internet is: firstname.lastname@example.org u JEMIP NEWS Wintcr 1997 Best Practices Retirements con tinuedfrom page I1. continuedfrom page 2. Training and Education leader in providing systems accountant, Accounting Officer, financial Director of Finance and Deputy Chief The Patent and Trademark Office has management Financial Officer responsible for the reengineered its process for requesting, services to the formulation, presentation and execution of approving and tracking training requests. Federal sector. He SSA's budget. The new process is intended to create a joined NFC in paperless work environment, streamline and 1972 and held James Taylor decentralize the training process, and link to several managerial retired after 44 the central training database, Registrar. positions before years of federal being appointed ~~~~service. As the The new process incorporates advanced Executive Director technology and a streamlined workflow. A Dirctor. Mr.a hidsG c~a for Operations at unique, electronic training form was M~a ea i Federal service in the U.S. Nuclear implemented in Procurement Desktop to 195a nadtrRegulatory handle all types of training (external, i9h5 Uaass Commissionthe internal, group and individual) and to wt SAsCmisoh iernable electroupanic certindicaio forandpaymOffice of the Inspector General. was the chief staff enableforelectronic payment atcertification official of NRC the program office level. Procurement Matthew G. Schwienteck, Associate that managed the Desktop, a client-server system, supports Commissioner for Financial Policy and day to day health JamesM. Taylor every phase in the Federal Acquisition Operations, Social Security Administration, and saftey mission process and includes a real time, online retired after 33 years of federal service. As and operations of interface to the Federal Financial System. It the Associate Commissioner, he was the agency. As the performs electronic routing and interface responsible for the Agency's financial CFO, he oversaw all accounting, budgeting with the central accounting system, and an accounting, and other financial management activities of interface was developed to Registrar. The payment and the agency. Mr. Taylor joined the NRC in request is electronically routed for approvals reporting May 1980 and since then served in several and fund obligation in FFS. This expedites operations; managerial positions of increasing the certification for payment and eliminates oversaw the responsibilities. Prior to joining NRC, he the paper certification process (the SF-182 development of worked at the Department of Energy and is no longer required) and the need to enter financial served 20 years as an engineering duty training records manually into Registrar. management officer in the U.S. Navy Nuclear Power The new process has empowered systems and their Program. program offices with a better tracking itgrainwt FI n h eea iaca mechanism for their training funds because the Agency's M P ament fmun iyexend our best programmatic and maaeetcmuit xedorbs they now have the responsibility of administrative wishes to them. o registering, obligating, and certifying their Matthew G. Schwienteck training requests. The new training form processes; and also allows program offices to use the bank developed and card to pay for the training, and it aids the executed policies program offices in tracking their training and procedures for systems security, internal expenditures. controls, and financial management. Mr. Schwienteck began his Federal career in For more information, contact Mr. W.B. 1963, as a defense contract auditor for the Erwin at (703) 305-8051. o Department of Defense. Since joining SSA in 1966, he has held positions of successively higher levels of responsibilities, including internal auditor, supervisory financial management analyst, supervisory 12 Winter 1997 JFMIP NEWS has been filled by Phil Calder as the new Accounting for Selected Assets and Liabilities, FASAB News GAO representative. which requires accrual of unpaid expenses at the end of the fiscal year for which payment On January 17, both Marty Ives is expected during the following fiscal year, Elmtner Staats Leaves (representing the state and local government including accrued entitlement benefits In January, Elmer Staats, Chairman of perspective) and Neil Tierney (representing payable. The Board discussed diverse the FASAB Board since its inception in the private sector accounting perspective) characteristics of social insurance programs. October 1990, completed his term as the left their respective seats. Replacing them, The Board also discussed special disclosures first chairman of the Board. During his respectively, are Dr. Linda Blessing and for social insurance. Also, the Board agreed tenure, Mr. Staats guided the Board in the Don Chapin. that the social insurance "money's worth" development of the "due process" estimates that were proposed disclosures in procedures of the Board, helping ensure that Executive Director Change the stewardship exposure draft are simplistic the accounting concepts and standards Ron Young retired as Executive Director and should be dropped. Other points of proposed by the Board would be subject to of the FASAB staff on September 30, 1996. agreement were that no additional liability comment and input by all interested federal Wendy Comes, who was named as the (beyond "due and payable" amount) would and non-federal financial managers. These Wnendy Comes, whecor was namedofcaslth be on the balance sheet, cashflow procedures have helped garner support for appointedrasthecpermanent xecutilvey projections, use of a iability-type number the new accounting and reporting principles apone stepraetEeuieand other statistics. It is expected that this and standards developed by the Board, thus Director. will be a high priority project. helping ensure a smoother transition to a unifed opproch feera accuntng ad unified approach to federal accounting and Eposure Draft:Discussion and Analysis Management's Accounting for the Cost of Capital reporting. At the January meeting the Board Under Chairman Staats' guidance the The Board has approved an exposure discussed the comments received on the Board developed, obtained principals' draft of a proposed Statement of Federal Accounting for the Cost of Capital by Federal approval for, and issued two concepts Financial Accounting Concepts, Management's Entities. In total, comments were received documents, a core set of accounting Discussion andAnalysis. Concepts in the from 40 respondents. About half of the standards and principles, managerial cost statement are based on existing guidance comments were generally supportive of the accounting concepts and standards, and a from the SEC, AICPA, and other sources cost of capital accounting. Most focused on reporting model that puts more emphasis on but have been tailored for the unique the basic issue of whether accounting for the the costs of federal operations and circumstances of federal reporting entities. cost of capital is feasible. During the programs. The draft statement suggests that a general January meeting discussion, most Board purpose federal financial report should members emphasized the potential David Moss becomes new Chairman include management's discussion and importance of the cost of capital analysis (MD&A) of the financial information to the financial management of The principals of the FASAB have statements. The discussion and analysis the federal government, and expressed their appointed David Mosso as the successor to should summarize and explain the desire to continue with the project. Elmer Staats as Chairman, effective January information in the financial statements that However, because of the conflicting 1997. From 1985 to the present, Mr. Mosso addresses the objectives of federal financial responses, Board members felt the need to worked for the Financial Accounting reporting. The statement also points out develop some pilot studies to develop facts Standards Board (FASB), first as a Board that MD&A should present a description of to show what types of activities and for member, then for two years as Vice the entity and its programs, operating what purposes cost of capital information Chairman of the Board, and for the last environment, and operations. could be used. eight years as Assistant Director of Research The exposure draft has been posted on and Technical Activities, where he oversaw The ere dr hasbe page, or Publi-t* fftdrafn i Io i the FASB major accounting projects which anyone wishing to gain access to it. concepts and standards lead to statements of financial accounting aone wsi todan aces toat c s t standards. Comments are requested no later than May The Board has released FASAB Report 18, 1997. No. 1, Federal FinancialAccounting Concepts Other Board Membership Changes . . and Standards-An Overview. It summarizes Social insurance the concepts and standards that comprise Donald Chapin on September 30 left his At the January meeting of the Board, generally accepted accounting principles for Board seat as the GAO representative, as he members began a project on social the federal government and also relates the simultaneously retired from GAO. His seat insurance. Currently, social insurance significance ofeach concept and standard. programs are covered by Standard No. 1, Continued on page 15. 13 JFMIP NEWS Wintcr 1997 The Legislative Emphasis on Performance Management ChiefFinancial Officers Act of 1990 initiate program performance reform with a included in Public law 104-208, "Omnibus series of pilot projects in setting program Consolidated Appropriations Act," signed The CFO Act (findings and purposes goals, measuring program performance into law on September 30, 1996. With section) states current financial reporting against those goals, and reporting publicly intent to "build upon and complement the practices of the Federal Government do not on their progress; improve Federal program Chief Financial Officers Act of 1990 (Public accurately disclose the current and probable effectiveness and public accountability by Law 101-576; 104 Stat. 2838), the future cost of operating and investment promoting a new focus on results, service Government Performance and Results Act decisions, including the future need for cash quality, and customer satisfaction; help of 1993 (Public Law 103-62; 107 Stat. Or other resources, do not permit adequate Federal managers improve service delivery, 285) and the Government Management comparison of actual costs among executive by requiring that they plan for meeting Reform Act of 1994 (Public Law 103-356; agencies, and do not provide the timely program objectives and by providing them 108 Stat. 340)," the CFO Act agencies, this information required for efficient with information about program results and new Act imposes the requirement for the management of programs. service quality; improve congressional agency to: The CFO Act (authority and functions decisionmaking by providing more objective "an of agency Chief Financial Officers section) information on achieving statutory implaement andem mhaitai finncly states an agency Chief Financial Officer shall objectives, and on the relative effectiveness musantagemenith systems th natncmply develop and maintain an integrated agency and efficiency of Federal programs and sanatilywth Fedueafnanial, accounting, and financial management spending; and improve internal mngmn ytm eurmns system, including financial reporting system, reporting and financial including and management of the Federal Government. applicable ~the UnitedFederal accounting standards, States Government Standard and internal controls, which provides for (i) GPRA establishes requirements for General Ledger at the transaction level." complete, reliable, consistent, and timely strategic plans, annual performance plans information which is prepared on a uniform and reports, managerial accountability and Further, for CFO Act agency financial basis and which is responsive to the financial f statements, this new law requires the auditor information needs of agency management; flexibility, pilot projects, and training, to "report whether the agency financial (ii) the development and reporting of cost The GovennwntMana ement o17nAtt management systems comply" with the information; (iii) the integration of accounting of 1994 requirement. For noncompliance, the and budgeting information; and (iv) the auditor prepares a report to which the systematic measurement of performance. This Act states in part (financial agency must respond with a remedial plan. statements of agencies section) the head of According to the Act, "A remediation plan The Government Performance and Results each executive agency subject to this shall bring the agency's financial Act of 1993 requirement shall prepare and submit to the management systems into substantial Director of the Office of Management and compliance no later than 3 years..." or under The Government Performance and Budget an audited financial statement for a time table arranged between the agency Results Act (GPRA) states (findings and the preceding fiscal year, covering all and OMB. purposes section) federal managers are accounts and associated activities of each seriously~ ~ serously disadvantaged ~ theirte n ~effrt inoiae their ~ toc to~~acout diandtae efforts office, bureau, and activity of the agency. Managerial CostAccounting Concepts and effectiveness, because of insufficient The Act states each audited financial Standards (SFFAS No. 4) articulation of program goals and statement of an executive agency under this FASAB recommended and 0MB articulationofrogrmatn goas p rand section shall reflect (in part) results of aprv recommended anting inadequate information on program operations of those offices, bureaus, and approved in July 1995 this accounting performance; and congressional activities. The Act also requires standard on managerial cost accounting. policymaking, spending decisions and actves.TeAt alreqes The standard addresses the requirement for program oversight are seriously Section) an annual governmentwide financial cost accounting, responsibility segments, ful handicapped by insufficient attention to statement beginning for FY 1997 that cost, inter-entity costs, and costing program performance and results. contains in part results of operations of the methodology. JFMIP is currently containsi part results ofoprationsofthe developing an exposure draft on cost GPRA states (purposes section) the executive branch. accounting system requirements, and the purpose of the Act is to improve the CFO Council Cost Work Group is confidence of the American people in the Federal FinancialManagement proceeding with a study of the capability of the Federal Government, by ImprovementAct of 1996 implementation of the cost accounting systematically holding Federal agencies The Federal Financial Management standard. accountable for achieving program results; Improvement Act(FFMIA) of 1996 was 14 Winter 1997 JFMIP NEWS Perspective on Government High-risk report Performance and Results Act series from GAO F ranklin Raines, Director, Office of Management and Budget, addressed a standards, improve account structures to minimize reconciling, and transform work he General Accounting Office began in 1990 a special effort to review and FGPRA Symposium held October 7-8, from clerical to analytical and service. 9report on the federal program areas its 1996, and jointly sponsored by the Chief The public must be shown that the work identified as high risk because of ResuceianOffPcrA Cocleumeaon government can deliver services. Program vulnerabilities to waste, fraud, abuse, and Committees and the Joint Financial managers are a focus for information. The mismanagement. Following the 1990 focus, Management Improvement Program. Mr quality of information provided to them GAO first in 1992 and subsequently in Raines indicated that the utility of depends on our implementation and use of 1995 reported on the status of efforts to performance performanes management machi ement is that Sthartin ofigas. it standards, to all users,general ledgerrequisite and systems accountsfor common improve GAO hasthose areas. released In February its third series of1997, reports promotes achievement of goals. Starting financial and knowledge workers. providing the current status of designated out, agencies consider their missions; recent hg-ikaes experience has demonstrated that agencies Mr. Raines recalled what happened high-risk areas. lacking clear concepts of mission can get when the Government Finance Officers GAO's High Risk Series reports are eliminated. In followup to flows of Association (GFOA) began for state and available in both ASCII text and PDF file resources, they ask why resources are being local governments its Certificate of formats from Internet world wide web site consumed. They seek timely, accurate, and Achievement in Financial Management http/wgog T he rort numbe usefujl financial information usefu finacial and nformtion adequate nd adquate Reotn rgrrzpopin Reporting program, optto prompting competition http://Wwww gao.gov/ are: and title designations The report number systems to process and report that for such recognition and attaining a status information. From unified systems, where continued annual receipt became a GAO/HR--97--1: Overview everyone should have the same data; standard for its recipients. Analogous to GAO/HR--97--2: Quick Reference Guide program managers should get at least such practice, Mr. Raines indicated that monthly financial reports. from the start of his being OMB Director, GAO/HR--97--3: Defense Financial he will insist that each and every budget Management Now and in the future, government review meeting he attends must deal with agencies must do more with less. Agencies management as well as budget issues. a GAO/HR--97--4: Defense Contract must measure the results of their programs, Management and they must seek improvements. Where GAO/HR--97--5: Defense Inventory Fannie Mae, for example, formerly used a Management regional office structure to purchase housing canuedfrpge 13.Ma loans, a restructuring of the system to bring GAO/HR--97--6: Defense Weapon the function in-house realized substantial The Board intends the report to be a toot to Systems Acquisition benefits. educate users of financial reports including GAO/HR--97--7: Defense Infrastructure At OMB, Mr. Raines will use strategic Congress, agency and program managers, plans to supersede traditional budget and citizens. It is posted on FinanceNet. GAO/HR--97--8: IRS Management submissions. The balanced budget by 2002 GAO/HR--97--9: Information Management foresees continued constrained resources. Training on FASAB standards Both appropriations and accountability will GAO/HR--97--10: Medicare be performance-measure driven. A strategic FASAB has completed its "core" set of GAO1R--97--l1: Student Financial Aid sense-knowledge of mission, objectives, accounting standards that provides the and where and how to use resources to get basics of what is to be called Generally GAO/HR--97--12: Department of Housing results-will characterize successful Accepted Accounting Principles for the and Urban Development management. Mr. Raines stated that federal government. To meet the need for OMB's Resource Management Offices will training on these standards, staff members GAO/HR--97--13: Department ofEnergy help department and agencies focus on the d GPRA approach, strategic plans using developed a 1-day and then a 2-day seminar Contract Management performance measures will be considered for addressing the highlights of the concepts GAO/HR--97--14: Superfund Program Munding, and justifications must tie in to the and standards. For further information, call Management o plans. The ideas are to work smarter, use Dick Tingley, (202) 512-7361. o 15 JFMIP wishes to acknowledge and thank the following contributors to this issue: Thomas Diaforli Customs WB. Erwin Patent & Trademark * Charlie Glenn Corps of Engineers This quarterly newsletter is published by the Joint Ken Goodman SSA Financial Management Improvement Program to Bena Klugel Treasury/FMS promote sharing and dissemination of current Jamie McCullough LOC financial management information, activities, and Mike McFadden DOL OIG practices. Suggestions and article Gale Moore IG Institute submissions may be sent to JFMIP News, or faxed to Paul Taylor GSA (202) 512-9593, telephone (202) 512-9201. Dick Tingley FASAB Publications Manager Frank Kramer Publications Specialist: Bruce WKletz US General Accounting Office First Class Mail ____________________ Postage & Fees Paid GAO 441 G Strect NW Permit No. G 100 Room 3111 Washington, DC 20548-0001 Official Business Penalty for Private Use $300 Shaping FinancialManagement for the 21st Centuty The JFMIP 26th Annual Conference will be held on March 18, 1997, at the Crystal Gateway Marriott Hotel
JFMIP News: A Newsletter for Government Financial Managers, Winter 1997, Vol. 8. No. 4
Published by the Government Accountability Office on 1997-01-01.
Below is a raw (and likely hideous) rendition of the original report. (PDF)