Real Property Portfolio Optimization

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Real Property Portfolio Optimization"

Transcription

1 Real Property Portfolio Optimization Improving and Modernizing Management of the Federal Real Property Portfolio to Optimize Space, Financial Resources and Energy Impact

2

3 Contents 4 The Regulatory Environment for Real Property Management 6 Real Property Challenges and Solutions 8 Federal Real Property Optimization Maturity Model 10 Case Studies Backcover Contacts Real Property Portfolio Optimization Federal Management Solutions Offering 3

4 PwC has long assisted federal agencies in managing their real property portfolios to comply with reporting and management requirements for the real property assets, energy usage, workforce support and other relevant factors. We have helped agencies mature their processes in order to make informed decisions on use and allocation of real property. That information includes complete inventory of buildings, structures and land, with necessary detail on size, use, useful life, condition, and various aspects of construction and energy use. Facility managers, financial officers and agency heads need to understand key information about this significant set of assets in order to make most efficient use of the portfolio they have, use or inhabit. PwC is the partner to help federal agencies manage their real property portfolios. The Regulatory Environment for Real Property Management > The Federal government has identified the need for more effective real property management, as it recognizes the significant financial resources invested in these assets. President Barack Obama issued the Presidential Memorandum, Disposing of Unneeded Federal Real Estate - Increasing Sales Proceeds, Cutting Operating Costs, and Improving Energy Efficiency in June The Memorandum directs agencies to accelerate efforts to eliminate excess properties and identify other cost-savings opportunities through increased efficiency in utilization, space, consolidation, and cost avoidance measures such as telework. The Memorandum also requires agencies to identify real property cost reduction opportunities that yield at least $3 billion in federal cost savings by the end of FY These cost savings are expected to result from reduced operating, maintenance, and energy expenses from disposals or other consolidation efforts. Federal real property management appeared as an issue on the GAO High Risk List in Prior to this, the government had also made various attempts to improve federal asset management of its extensive holdings. The House Government Reform Committee passed H.R. 2548, the Federal Property Asset Management Reform Act of 2003, though it never became law as the Congressional Budget Office (CBO) expressed concerns over the Act s financial burden. In February 2004, President George W. Bush issued Executive Order (EO) 13327, Federal Real Property Asset Management, which borrowed several key provisions from H.R Real Property Portfolio Optimization Federal Management Solutions Offering

5 Figure 1: Real Property Regulatory Environment through 2010 and mandated that executive branch departments and agencies improve their real property asset management. EO instructed agencies to promote efficient and economical use of real property, increase agency accountability and management attention to real property reform, and establish clear real property goals and objectives. Major provisions of EO included the following: (1) creation of the Senior Real Property Officer position at major landholding agencies, (2) the development and implementation of agency asset management plans, and (3) the creation of the Federal Real Property Council (FRPC) which issues annual real property reporting guidelines. Agencies are to use their asset management plans and other data collected with respect to inventory and performance to determine the extent to which their real property holdings are lacking, sufficient, or in excess to carry out their respective missions. President Bush issued EO 13423, Strengthening Federal Environmental, Energy, and Transportation Management in January 2007, which directed federal agencies to conduct their environmental, transportation, and energy-related activities under the law in support of their respective missions in an environmentally, economically, and fiscally sound, integrated, continuously efficient, and sustainable manner. Recognizing the interdependency of effective real property asset management and the reduction of greenhouse gas emissions, President Obama issued EO 13514, Federal Leadership in Environmental, Energy, and Economic Performance in October EO expanded on energy reduction requirements in EO and included provisions for managing existing buildings to reduce energy, water, and materials consumption in an effort to improve sustainability. In fall 2010, the House of Representatives Republican staff of the Committee on Transportation and Infrastructure released a report on opportunities for cost savings associated with real property assets within many transportation focused agencies. This type of activity signals an interest in the incoming Congress on these issues as well. The actions of the last two administrations and Congress express the need for improvement in Federal real property asset management. This collection of regulations and guidance places significantly increased demands on federal agencies to dispose of excess real estate, make more efficient use of existing assets, eliminate ineffective lease arrangements, explore innovative approaches to space management, and reduce annual operating costs of existing assets with a focus on environmental responsibility and sustainability. Satisfying these demands poses a number of challenges, and PwC s experience in providing real property solutions can help federal agencies achieve success in meeting them. Real Property Portfolio Optimization Federal Management Solutions Offering 5

6 Past attempts at reducing the Federal Government s civilian real property assets produced small savings and had a minor impact on the condition and performance of mission-critical properties. These efforts were not sufficiently comprehensive in disposing of excess real estate and did not emphasize making more efficient use of existing assets. - President Obama, Memorandum -- Disposing of Unneeded Federal Real Estate, June 10, 2010 Figure 2: Federal Real Property Optimization Maturity Model 6 Real Property Portfolio Optimization Federal Management Solutions Offering

7 Real Property Challenges and Solutions > The requirements stemming from the Presidential Directives and OMB guidance present Federal agencies with resource and cost challenges, reporting challenges, and implementation challenges. Each agency has its own agency specific issues and challenges depending on the complexity of the real property portfolio, the maturity of its real property management practices and the overall control environment as it relates to real property management. Challenges may relate to the following: Identifying excess and creating opportunities for disposal Restructuring the budget or funding priorities to accomplish disposals Identifying, prioritizing and gaining funding for deferred maintenance and/or major construction to improve overall safety, efficiency and usability Greening specific to energy efficiency and other environmentally sound aspects of real property assets Right-sizing the portfolio to fit usage, taking into account personnel factors such as telework Having a comprehensive, data-rich inventory that allows managers to make decisions Having policies, processes and controls in place to effectively manage the risk involved with the valuation, maintenance and use of the portfolio The extent to which an agency is in a position to address these challenges will depend on its responses to these fundamental questions: Has the agency determined its real property asset needs, based on current and future mission and workforce? Does the agency have the proper processes, procedures, controls and systems in place for collecting sufficient, timely, complete, and accurate real property data in accordance with the requirements? Has the agency committed adequate resources to meet current goals, properly monitor performance, and drive continuous improvement for effective real property management? Has the agency calculated its carbon footprint as it relates to real property? Does the agency have the information necessary to make trade-off or planning decisions on cost saving measures? PwC has created a federal real property optimization maturity model, shown in Figure 2 (to the left). This model illustrates how agencies with a mature, or optimized approach are those where asset management business goals and objectives are established, tracked and reported regularly to senior leadership. These agencies make business decisions based on current asset data, and they can quickly take actions such as identifying like kind exchanges, implementing cost reduction measures in alignment with strategic plans, and making relocation decisions. These agencies have a 5-10 year space management plan, a deferred maintenance budget program and a riskbased real property management plan. Real Property Portfolio Optimization Federal Management Solutions Offering 7

8 Federal Real Property Optimization Maturity Model > PwC has several clients whom we have helped mature their processes towards optimization. For these clients, PwC brings to bear a total solution that facilitates mature real property portfolio management. The stages of the maturity model are shown below, with a sample of key activities that PwC helps agencies with each stage, depending on an agency s needs: Initiate Real Property Portfolio Management Define Asset Inventory and Subcomponents Assess Inventory Initiate Real Property Sustainability Initiatives Allocate indirect costs Assess Construction Allowance Inducement Assess Organizational Structure Define Requirements Assess Human Capital Implications Assess Technology Define Real Property Portfolio Management Create Real Property Inventory Data Model Remediate Financial Audit Issues (if applicable) Calculate Carbon Footprint Create / Refine Performance Metrics and FRPP Submission Define Technology Requirements 8 Real Property Portfolio Optimization Federal Management Solutions Offering

9 Measure Real Property Portfolio Management Calculate and Implement Capitalization Procedures Implement Space Management Implement Lease Management Develop Business Cases Implement Facility Management Incorporate into A-123 Process and Leverage Results Create Policies and Procedures for Managing Sustainability of Real Property and Incorporate Them into the Organization s Activities Implement Maintenance Management Define Asset Level Performance Implement / Modify Technology Integrate Real Property Portfolio Management Integrate Real Property Policy Review Implement Real Property Cost Savings Plan Integrate Energy-Efficiency / Carbon Emission Data into Management Decision-Making Assess and Manage Risk Integrate Performance Tracking Optimize Real Property Portfolio Management Use Standard Operation Procedures (SOPs) Implement Cost Reduction Strategies and Align Facility Management with Strategic Plans Act on Disposal, Relocation and Consolidation Plans Fully Leverage Technology for Reporting and Decision-Making Throughout this process, we bring the following experience: We help agencies create reporting and performance measurements to allow agencies to plan strategically, reduce costs, and prudently invest for efficient operations in a properly conditioned and efficiently utilized portfolio that supports the mission. Managing performance measurements allows agencies to drive positive results and sustain excellence. Our strategic planning and capital projects experience allow us to help agencies make informed decisions about their real property holdings and encourage alignment between real property and mission goals. We design sound, repeatable and risk-based processes for identifying and collecting required data such that the data are reliable and useful for reporting. We have globally-recognized expertise in calculating carbon footprint and analyzing real property energy usage metrics, and helping organizations act on that data to improve energy efficiency. We have data management solutions that allow our clients to consolidate data from multiple systems onto a shared platform for ease of reporting and decision making We have financial management experience to assist agencies in properly valuing, reporting, and planning related to real property, and to help align clients policies and procedures with sound financial management. Our facility management capabilities help facility managers identify and prioritize projects related to upkeep, maintenance, energy efficiency and facility use. Real Property Portfolio Optimization Federal Management Solutions Offering 9

10 Case Studies Following are just a few examples of how PwC collaborated with agencies in addressing real property management challenges. Department of Defense (DoD) Department of Transportation (DOT), Federal Aviation Administration (FAA) PwC supported the development of both strategic and operational documents that directed the transformation of the real property information management processes. The transformation consisted of developing data generation processes to cost effectively model selected assets, develop visual reporting dashboards to manage at the right costs, condition, and size and support disposal decision making. Key Accomplishments: Developed the Real Property Asset Management Plan, Three-Year Timeline, and System Framework documents Conducted analyses to identify common areas for measurable performance improvement and recommend assets for disposal Developed an automated real property performance dashboard Defined requirements and established a business case for the consolidation, integration, and replacement of DoT s real property systems As a result of this common effort, DoT was recognized by the Federal Real Property Council (FRPC) as one of the top five Federal agencies in disposal of real property assets. PwC provided Real Property and Property, Plant & Equipment management expertise to formulate DoD Real Property Policy and Procedures and integrate Real Property accountability and valuation procedures with the DoD Financial Management Regulations. Key Accomplishments: Provided financial management and real property subject matter experience to develop and recommend changes to DoD Financial Management Regulations and Federal Acquisition Regulations Supported DoD s pilot programs compliance assessment with Real Property Inventory Requirements and other initiatives Supported real property requirements and initiatives of the President s Management Agenda, Federal Real Property Council, and Office of Management and Budget Assessed Real Property accountability and valuation for the U.S. Army Corps of Engineers Financial Statement Audit Assisted DoD to determine baseline values for real property historical costs and provide for accountability and compliance. Identified weaknesses in human capital, knowledge management, and compliance with real property management policies and procedures PwC successfully supported DoD s Defense Business Transformation process to standardize and streamline business processes, and correct financial management weaknesses. 10 Real Property Portfolio Optimization Federal Management Solutions Offering

11 U.S. Department of the Interior (Interior), U.S. Fish & Wildlife Service (FWS) The PwC team assisted with conducting on-site inspections, collecting pertinent real property asset data and digital photographs, estimating repair and system replacement costs, field verifying or developing floor and roof plans, and uploading the data for selected properties into the NPS Facility Management Software System (FMSS). Key Accomplishments: Developed a comprehensive Five-Year Space Management Plan to help the Service efficiently and effectively manage asset life-cycles Developed the Real Property Financial Management Handbook to drive accurate financial management and reporting of real property assets Identified trends, underlying root causes attributable to significant asset valuation variances The Five-Year Space Management Plan was completed ahead of schedule and received formal recognition from the Department for the quality of the plan. The effort was recognized by stakeholders from multiple programs for the progress made in managing financial information for real property assets, and for the establishment of internal controls to encourage better valuation of assets. Department of the Interior, National Park Service (NPS) PwC helped with analyzing the existing improvement assessments and assisted in developing management tools and guidance for use in determining changes to assessment valuations in the field. Key Accomplishments: Performed comprehensive facility condition assessments on critical assets including calculation of replacement values Created cost estimates for reinvestment to improve assets to right condition Recommended a technology solution to programmatically manage and align real property asset inventory data throughout NPS As a result of these efforts, NPS received a complete data set of facility condition assessments, cost projections for improving asset conditions and accurate replacement values. Further, PwC assisted NPS in identifying areas of needed improvement in compliance with current regulations, potential alternatives, and understanding risks associated with proposed changes. General Services Administration (GSA), Public Buildings Service GSA is implementing innovative, green solutions in federal buildings through the American Recovery and Reinvestment Act funding, and by striving to become a zero environmental footprint (ZEF) organization. The Recovery Act granted GSA $4.5B to help convert federal buildings into high-performance green buildings (HPGB). The GSA Recovery program management office (PMO) faced challenges in defining a streamlined process to track HPGB project information for reports, assess project status towards sustainable design, and create a structure for managing strategic information to encourage collaborative progress towards GSA s sustainability goals. PwC developed an IT based solution to consolidate project data while facilitating a management process that engages multiple stakeholders to collaborate and provide input into the design and construction of all Recovery projects nationwide. The PwC team worked with experts in architecture, engineering, and construction management to define performance benchmarks for sustainable projects to adhere to GSA s guidelines and minimum performance criteria (MPC). Key Accomplishments: Created a tool that serves as one of GSA s primary tools to track and report on progress toward its Recovery Act goals by collecting performance metrics, project status data, and compliance with MPCs. Provided valuable information for reporting to external stakeholders such as GAO, OMB, Congressional Offices, and the White House and numerous internal stakeholders. The Recovery PMO is able to field a range of questions about the nature and progress of Recovery work, satisfying the higher threshold for transparency and accountability within GSA s Recovery Program. Allowed the Recovery PMO to project how the portfolio will benefit from implementing sustainable design (in energy efficiency, renewable energy production, waste diversion, and cost reductions). Established a multi-user process for the Recovery PMO to review individual projects design elements and encourage compliance with the MPCs. This process mitigates project risks and allows the PMO to influence and guide project decision-making towards sustainable design goals Real Property Portfolio Optimization Federal Management Solutions Offering 11

12 For more information about PwC s ongoing support of Federal agencies in increasing the cost-effectiveness and energy efficiency of their real property, in maturing real property portfolio management processes, and in seeking and finding the right information to effectively manage assets, please contact us: 2011 PwC. All rights reserved. PwC and PwC US refers to PricewaterhouseCoopers LLP, a Delaware limited liability partnership, which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.

Real property solutions for Federal agencies*

Real property solutions for Federal agencies* Real property solutions for Federal agencies* *connectedthinking For further information, please contact: Department of Homeland Security W. McKay (Mac) Henderson w.mckay.henderson@us.pwc.com 703.918.1282

More information

Government-wide Real Property Management. April 15, 2015

Government-wide Real Property Management. April 15, 2015 Government-wide Real Property Management April 15, 2015 Roadmap for Today s Discussion (1) History of Real Property Management (1) Historic Executive Branch Actions: EO 13327 Civilian Property Realignment

More information

ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT

ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT President s Management Agenda Federal Real Property Asset Management Initiative February 2006 Table of Contents Introduction...1 Background...1

More information

GSA s Asset Management

GSA s Asset Management STATEMENT OF MR. MICHAEL GELBER DEPUTY COMMISSIONER, PUBLIC BUILDINGS SERVICE U.S. GENERAL SERVICES ADMINISTRATION BEFORE THE HOUSE COMMITTEE ON OVERSIGHT AND GOVERNMENT REFORM SUBCOMMITTEE ON GOVERNMENT

More information

U.S. Nuclear Regulatory Commission

U.S. Nuclear Regulatory Commission U.S. Nuclear Regulatory Commission 2011 Data Center Consolidation Plan and Progress Report Version 2.0 September 30, 2011 Enclosure Contents 1 Introduction... 2 2 Agency Goals for Data Center Consolidation...

More information

Implementing Instructions - Sustainable Locations for Federal Facilities

Implementing Instructions - Sustainable Locations for Federal Facilities Implementing Instructions - Sustainable Locations for Federal Facilities Page 1 Background On October 5, 2009, President Obama signed Executive Order (E.O.) 13514, Federal Leadership in Environmental,

More information

First Release of Federal GHG Inventory: Key Observations

First Release of Federal GHG Inventory: Key Observations Introduction White Paper : Key Observations Daniel Waller & Evan Fago Project Performance Corporation and Eastern Research Group, Inc. June 2011 On October 5, 2009, President Obama signed Executive Order

More information

1.4 PUE The New Mandate for Federal Data Center Energy Efficiency. Strategic Sustainability Performance Plan (SSPP)

1.4 PUE The New Mandate for Federal Data Center Energy Efficiency. Strategic Sustainability Performance Plan (SSPP) 1.4 PUE The New Mandate for Federal Data Center Energy Efficiency Strategic Sustainability Performance Plan (SSPP) Outline What are the Requirements? What are the Challenges? Resources & Tools Summary

More information

Executive Order #13327 for Real Property Asset Management. Eric Teicholz, Cara Noferi, Graham Thomas

Executive Order #13327 for Real Property Asset Management. Eric Teicholz, Cara Noferi, Graham Thomas IFMA Journal Article Nov/Dec Project Management Issue Executive Order #13327 for Real Property Asset Management Eric Teicholz, Cara Noferi, Graham Thomas Word Count:1915 Federal Government Real Property

More information

Federal Real Property Asset Management

Federal Real Property Asset Management Federal Real Property Asset Management National Strategy for Real Property Federal Real Property Association April 21, 2015 Agenda GSA and the National Strategy for the Efficient Use of Real Property (National

More information

M ANAGEMENT I NTEGRATION G OAL. Achieve organizational and management excellence

M ANAGEMENT I NTEGRATION G OAL. Achieve organizational and management excellence M ANAGEMENT I NTEGRATION G OAL Achieve organizational and management excellence 71 MANAGEMENT INTEGRATION STRATEGIC GOAL Management Integration Goal Achieve organizational and management excellence The

More information

V. FLEET MANAGEMENT AT THE SMITHSONIAN: USING NEW TOOLS TO ADVANCE SUSTAINABILITY AND EFFICIENCY *

V. FLEET MANAGEMENT AT THE SMITHSONIAN: USING NEW TOOLS TO ADVANCE SUSTAINABILITY AND EFFICIENCY * V. FLEET MANAGEMENT AT THE SMITHSONIAN: USING NEW TOOLS TO ADVANCE SUSTAINABILITY AND EFFICIENCY * OVERVIEW The Smithsonian Institution operates a widely diverse fleet of 1,500 vehicles to support its

More information

Transforming Work at GSA: Smart Occupancy + Smart Building

Transforming Work at GSA: Smart Occupancy + Smart Building Transforming Work at GSA: Smart Occupancy + Smart Building Success of Smart Occupancy + Smart Buildings at US General Services Administration July 2013 2013 AgilQuest Corporation agilquest.com/gsa-smart-occupancy

More information

GSA Green Initiatives. NEBB Annual Conference October 22, 2011

GSA Green Initiatives. NEBB Annual Conference October 22, 2011 GSA Green Initiatives NEBB Annual Conference October 22, 2011 Washington, DC Kinga Porst Overview Background on GSA Energy Mandates American Recovery and Reinvestment Act What GSA is doing Resources Background

More information

Statement. Mr. Paul A. Brinkley Deputy Under Secretary of Defense for Business Transformation. Before

Statement. Mr. Paul A. Brinkley Deputy Under Secretary of Defense for Business Transformation. Before Statement of Mr. Paul A. Brinkley Deputy Under Secretary of Defense for Business Transformation Before THE UNITED STATES SENATE ARMED SERVICES COMMITTEE (SUBCOMMITTEE ON READINESS AND MANAGEMENT SUPPORT)

More information

Executive Office of the President. Office of Management and Budget. Fiscal Year 2015 Budget

Executive Office of the President. Office of Management and Budget. Fiscal Year 2015 Budget Fiscal Year 2015 Budget Mission Statement and Background The (OMB) assists the President in the development and execution of his policies and programs and in meeting certain requirements in law such as

More information

May 11,2012 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPART. Promoting Efficient Spending to Support Agency Operations

May 11,2012 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPART. Promoting Efficient Spending to Support Agency Operations EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D. C. 20503 May 11,2012 M-12-12 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPART NTS AND AGENCIES FROM: JEFFREY D. ZIENT( " (\ ACTING

More information

Table of Contents PERFORMANCE REVIEWS STRATEGIC REVIEWS

Table of Contents PERFORMANCE REVIEWS STRATEGIC REVIEWS SECTION 270 PERFORMANCE AND STRATEGIC REVIEWS Table of Contents 270.1 To which agencies does this section apply? 270.2 What is the purpose of this section? PERFORMANCE REVIEWS 270.3 What is the purpose

More information

Move beyond compliance Create a comprehensive pipeline safety program

Move beyond compliance Create a comprehensive pipeline safety program Move beyond compliance Create a comprehensive pipeline safety program Table of conte nts A complex operating environment demands a fresh approach 2 Case Study: A working example of the Six Dimensions 8

More information

STATEMENT OF. Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration

STATEMENT OF. Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration STATEMENT OF Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration BEFORE THE HOUSE COMMITTEE ON OVERSIGHT AND GOVERNMENT REFORM

More information

U.S. GENERAL SERVICES ADMINISTRATION STRATEGIC PLAN

U.S. GENERAL SERVICES ADMINISTRATION STRATEGIC PLAN U.S. GENERAL SERVICES ADMINISTRATION STRATEGIC PLAN Fiscal Year 2014 2018 STRATEGIC PLAN Fiscal Year (FY) 2014 2018 CONTENTS Agency Information... 1 Overview... 1 Mission, Vision and Goals... 1 GSA Priorities...

More information

IV. SHIFT TO THE CLOUD: ACHIEVING EFFICIENCY THROUGH CLOUD COMPUTING AND DATA CENTER CONSOLIDATION *

IV. SHIFT TO THE CLOUD: ACHIEVING EFFICIENCY THROUGH CLOUD COMPUTING AND DATA CENTER CONSOLIDATION * IV. SHIFT TO THE CLOUD: ACHIEVING EFFICIENCY THROUGH CLOUD COMPUTING AND DATA CENTER CONSOLIDATION * OVERVIEW The federal government is the world s largest consumer of information technology (IT), spending

More information

UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL

UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL AUDIT SERVICES June 30, 2016 Control Number ED-OIG/A04O0014 James W. Runcie Chief Operating Officer Federal Student Aid U.S. Department

More information

2. Electric power transmission systems including upgrading and reconductoring projects.

2. Electric power transmission systems including upgrading and reconductoring projects. PSRP Name: Innovative Technology Loan Guarantee Program PSRP Lead Program Office and/or Laboratory/Site Office: Loan Guarantee Program Office (LGPO) PSRP Lead Manager: Douglas Schultz Phone: 202-586-8336

More information

Governmentwide Transportation Management Study

Governmentwide Transportation Management Study January 2010 Governmentwide Transportation Management Study SUMMARY OF FINDINGS AND RECOMMENDATIONS DRAFT Management Consultants Where Innovation Operates Agenda Project overview Executive summary Agency

More information

Division of Human Resources. Strategic Plan For a Culture of Excellence

Division of Human Resources. Strategic Plan For a Culture of Excellence Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC

More information

UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT MANUAL TRANSMITTAL SHEET

UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT MANUAL TRANSMITTAL SHEET Form 1221-2 (June 1969) UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT Release: 1-1718 Date: MANUAL TRANSMITTAL SHEET Subject 1265 Information Technology Investment Management (ITIM)

More information

GAO DATA CENTER CONSOLIDATION. Strengthened Oversight Needed to Achieve Cost Savings Goal. Report to Congressional Requesters

GAO DATA CENTER CONSOLIDATION. Strengthened Oversight Needed to Achieve Cost Savings Goal. Report to Congressional Requesters GAO United States Government Accountability Office Report to Congressional Requesters April 2013 DATA CENTER CONSOLIDATION Strengthened Oversight Needed to Achieve Cost Savings Goal GAO-13-378 April 2013

More information

Five-Year Strategic Plan

Five-Year Strategic Plan U.S. Department of Education Office of Inspector General Five-Year Strategic Plan Fiscal Years 2014 2018 Promoting the efficiency, effectiveness, and integrity of the Department s programs and operations

More information

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1 CR_2215 Attachment 1 Financial Services FINANCIAL SERVICES & UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN Acting Branch Manager: Stacey Padbury Table of Contents INTRODUCTION Our

More information

REAL PROPERTY MANAGEMENT: Applying Best Practices Can Improve Real Property Inventory Management Information

REAL PROPERTY MANAGEMENT: Applying Best Practices Can Improve Real Property Inventory Management Information REAL PROPERTY MANAGEMENT: Applying Best Practices Can Improve Real Property Inventory Management Information Report No. OIG-A-2013-015 June 12, 2013 NATIONAL RAILROAD PASSENGER CORPORATION The Inspector

More information

MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES

MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES FROM: SUBJECT: Peter R. Orszag Director Managing the Multi-Sector Workforce Federal agencies use both federal employees and private sector contractors

More information

Federal Building Metering Guidance

Federal Building Metering Guidance Federal Building Metering Guidance (per 42 U.S.C. 8253(e), Metering of Energy Use) November 2014 Update United States Department of Energy 1 Washington, DC 20585 I. Background The U.S. Department of Energy

More information

Report via OMB s Integrated Data Collection (IDC), https://community.max.gov/x/lhtgjw 10

Report via OMB s Integrated Data Collection (IDC), https://community.max.gov/x/lhtgjw 10 EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 June 2, 2016 M-16-12 MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES FROM: Anne E. Rung United States Chief

More information

Transit Asset Management MBTA Initiatives

Transit Asset Management MBTA Initiatives Transit Asset Management MBTA Initiatives Standing Committee on Audit and Finance March 3, 2015 1 Agenda TAM overview MAP 21 requirements MBTA TAM initiatives: Asset Management Plan Decision Support Tool

More information

Reducing the Federal Office Footprint Low Cost / High Impact Design NEOCON 2014

Reducing the Federal Office Footprint Low Cost / High Impact Design NEOCON 2014 Reducing the Federal Office Footprint Low Cost / High Impact Design NEOCON 2014 About GSA 2 About GSA 1,576 government owned buildings totaling 182 million s.f. $71.1 billion in owned value 7,435 leased

More information

3.06. Infrastructure Asset Management at Colleges. Chapter 3 Section. Background. Ministry of Training, Colleges and Universities

3.06. Infrastructure Asset Management at Colleges. Chapter 3 Section. Background. Ministry of Training, Colleges and Universities Chapter 3 Section 3.06 Ministry of Training, Colleges and Universities Infrastructure Asset Management at Colleges Chapter 3 VFM Section 3.06 Background The Ministry of Training, Colleges and Universities

More information

Status of Enterprise Resource Planning Systems Cost, Schedule, and Management Actions Taken to Address Prior Recommendations

Status of Enterprise Resource Planning Systems Cost, Schedule, and Management Actions Taken to Address Prior Recommendations Report No. DODIG-2013-111 I nspec tor Ge ne ral Department of Defense AUGUST 1, 2013 Status of Enterprise Resource Planning Systems Cost, Schedule, and Management Actions Taken to Address Prior s I N T

More information

TESTIMONY OF STEVE COOPER DEPARTMENT OF COMMERCE CHIEF INFORMATION OFFICER BEFORE THE SUBCOMMITTEES ON

TESTIMONY OF STEVE COOPER DEPARTMENT OF COMMERCE CHIEF INFORMATION OFFICER BEFORE THE SUBCOMMITTEES ON TESTIMONY OF STEVE COOPER DEPARTMENT OF COMMERCE CHIEF INFORMATION OFFICER BEFORE THE SUBCOMMITTEES ON INFORMATION TECHNOLOGY AND ON GOVERNMENT OPERATIONS OF THE COMMITTEE ON OVERSIGHT AND GOVERNMENT REFORM

More information

U.S. Department of the Treasury. Treasury IT Performance Measures Guide

U.S. Department of the Treasury. Treasury IT Performance Measures Guide U.S. Department of the Treasury Treasury IT Performance Measures Guide Office of the Chief Information Officer (OCIO) Enterprise Architecture Program June 2007 Revision History June 13, 2007 (Version 1.1)

More information

NASA REAL PROPERTY ASSET MANAGEMENT PLAN

NASA REAL PROPERTY ASSET MANAGEMENT PLAN National Aeronautics and Space Administration NASA REAL PROPERTY ASSET MANAGEMENT PLAN An Implementation Plan for Improved Asset Management www.nasa.gov January 2008 A Renewed Spirit of Discovery: The

More information

Department of the Interior Site-Specific Asset Business Plan (ABP) Model Format Guidance

Department of the Interior Site-Specific Asset Business Plan (ABP) Model Format Guidance I. Purpose The Site-Specific Asset Business Plan (ABP) model format provided in this guidance is to aid the bureaus asset managers in structuring the requirements of the ABP that best support the Bureau

More information

December 8, 2011. Security Authorization of Information Systems in Cloud Computing Environments

December 8, 2011. Security Authorization of Information Systems in Cloud Computing Environments December 8, 2011 MEMORANDUM FOR CHIEF INFORMATION OFFICERS FROM: SUBJECT: Steven VanRoekel Federal Chief Information Officer Security Authorization of Information Systems in Cloud Computing Environments

More information

FEDERAL DATA CENTER CONSOLIDATION TASK FORCE CHARTER

FEDERAL DATA CENTER CONSOLIDATION TASK FORCE CHARTER FEDERAL DATA CENTER CONSOLIDATION TASK FORCE CHARTER PURPOSE The charter establishes the Data Center Consolidation Task Force (Task Force) and consigns that Task Force work in support of the Federal Data

More information

Data Center Consolidation Task Force DATA CENTER CONSOLIDATION TASK FORCE CHARTER

Data Center Consolidation Task Force DATA CENTER CONSOLIDATION TASK FORCE CHARTER DATA CENTER CONSOLIDATION TASK FORCE CHARTER VERSION 1.3 -- 5/25/2011 Data Center Consolidation Task Forc Purpose... Scope... Governance...4 Rolesand Responsibilities...4 Members...4 OTHERPARTICIPANTS

More information

Achieving Excellence in Capital Asset Management through Project Portfolio Management

Achieving Excellence in Capital Asset Management through Project Portfolio Management Achieving Excellence in Capital Asset Management through Project Portfolio Management Dr. Nicole L. Oxley, CEO, Oxley Enterprises, Inc. Angela Rahman, Senior Consultant, Oxley Enterprises, Inc. Introduction

More information

DOD BUSINESS SYSTEMS MODERNIZATION. Additional Action Needed to Achieve Intended Outcomes

DOD BUSINESS SYSTEMS MODERNIZATION. Additional Action Needed to Achieve Intended Outcomes United States Government Accountability Office Report to Congressional Committees July 2015 DOD BUSINESS SYSTEMS MODERNIZATION Additional Action Needed to Achieve Intended Outcomes GAO-15-627 July 2015

More information

Simplifying the audit through innovation

Simplifying the audit through innovation Simplifying the audit through innovation Simplifying the audit through innovation New performance Smoother workflows and stronger collaboration New clarity Consistent execution and greater visibility New

More information

GAO MAJOR AUTOMATED INFORMATION SYSTEMS. Selected Defense Programs Need to Implement Key Acquisition Practices

GAO MAJOR AUTOMATED INFORMATION SYSTEMS. Selected Defense Programs Need to Implement Key Acquisition Practices GAO United States Government Accountability Office Report to Congressional Addressees March 2013 MAJOR AUTOMATED INFORMATION SYSTEMS Selected Defense Programs Need to Implement Key Acquisition Practices

More information

Chief Financial Officer Functional Leadership Plan

Chief Financial Officer Functional Leadership Plan Chief Financial Officer Functional Leadership Plan The Functional Leadership Plan of the Office of the Chief Financial Officer (CFO) for the National Aeronautics and Space Administration (NASA) addresses

More information

COMPREHENSIVE ASSET MANAGEMENT STRATEGY

COMPREHENSIVE ASSET MANAGEMENT STRATEGY COMPREHENSIVE ASSET MANAGEMENT STRATEGY APPROVED BY SENIOR MANAGEMENT COMMITTEE ON AUGUST 23, 2012 (TO BE FINALIZED AFTER APPROVAL OF CAM POLICY BY COUNCIL) August 2012 Contents CONTENTS EXECUTIVE SUMMARY

More information

Transforming the Marketplace: Simplifying Federal Procurement to Improve Performance, Drive Innovation, and Increase Savings

Transforming the Marketplace: Simplifying Federal Procurement to Improve Performance, Drive Innovation, and Increase Savings EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 OFFICE OF FEDERAL PROCUREMENT POLICY December 4, 2014 MEMORANDUM FOR CHIEF ACQUISITION OFFICERS SENIOR PROCUREMENT

More information

OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C May 7, 2014

OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C May 7, 2014 EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 DEPUTY DIRECTOR FOR MANAGEMENT May 7, 2014 M-14-08 MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES

More information

Migrating and consolidating even the simplest of data

Migrating and consolidating even the simplest of data CALIBRE An Employee-Owned Management and Technology Services Company 6354 Walker Lane, Suite 300, Metro Park Alexandria, Virginia 22310-3252 USA p. 703.797.8500 or 1.888.CALIBRE international p. 011.1.888.CALIBRE

More information

STATEMENT OF WILLIAM TOTH JR. GENERAL SERVICES ADMINISTRATION DIRECTOR, OFFICE OF VEHICLE MANAGEMENT SUBCOMMITTEE ON GOVERNMENT OPERATIONS BEFORE THE

STATEMENT OF WILLIAM TOTH JR. GENERAL SERVICES ADMINISTRATION DIRECTOR, OFFICE OF VEHICLE MANAGEMENT SUBCOMMITTEE ON GOVERNMENT OPERATIONS BEFORE THE STATEMENT OF WILLIAM TOTH JR. GENERAL SERVICES ADMINISTRATION DIRECTOR, OFFICE OF VEHICLE MANAGEMENT SUBCOMMITTEE ON GOVERNMENT OPERATIONS BEFORE THE COMMITTEE ON OVERSIGHT AND GOVERNMENT REFORM UNITED

More information

Office of Budget and Financial Planning

Office of Budget and Financial Planning The Office of Budget and Financial Planning (OBFP) is a professional service organization for financial planning and resource allocation and management. Our mission is to deliver value-added planning and

More information

Federal Data Center Consolidation Initiative

Federal Data Center Consolidation Initiative Federal Data Center Consolidation Initiative 2011 Data Center Consolidation Plan & Progress Report (date) 1 Introduction... 2 2 Agency Goals for Data Center Consolidation... 2 3 Implementing Shared Services/Multi-tenancy...

More information

The transformation of IT Risk Management. kpmg.com

The transformation of IT Risk Management. kpmg.com The transformation of IT Risk Management kpmg.com The transformation of IT Risk Management The role of IT Risk Management Scope of IT risk management Examples of IT risk areas of focus How KPMG can help

More information

Written Testimony. Mark Kneidinger. Director, Federal Network Resilience. Office of Cybersecurity and Communications

Written Testimony. Mark Kneidinger. Director, Federal Network Resilience. Office of Cybersecurity and Communications Written Testimony of Mark Kneidinger Director, Federal Network Resilience Office of Cybersecurity and Communications U.S. Department of Homeland Security Before the U.S. House of Representatives Committee

More information

Information Technology Strategic Plan 2014-2017

Information Technology Strategic Plan 2014-2017 Information Technology Strategic Plan 2014-2017 Leveraging information technology to create a competitive advantage for UW-Green Bay Approved December 2013 (Effective January 2014 December 2017) Contents

More information

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies

More information

Commonwealth of Virginia Information Technology Transformation Initiative

Commonwealth of Virginia Information Technology Transformation Initiative Title of Nomination: COMMONWEALTH OF VIRGINIA INFORMATION TECHNOLOGY TRANSFORMATION INITIATIVE Project/System Manager: GEORGE NEWSTROM Title: SECRETARY OF TECHNOLOGY Agency: OFFICE OF THE GOVERNOR Department:

More information

International Colloquium on Financial Management for National Governments Measuring Performance through Benchmarking and Shared Services

International Colloquium on Financial Management for National Governments Measuring Performance through Benchmarking and Shared Services International Colloquium on Financial Management for National Governments Measuring Performance through Benchmarking and Shared Services September 16, 2015 1 The President s Management Agenda Four Key

More information

EMBARGOED UNTIL 6:00AM ET, WEDNESDAY, May 14, 2014. THE WHITE HOUSE Office of the Press Secretary EMBARGOED UNTIL 6:00AM ET, WEDNESDAY, May 14, 2014

EMBARGOED UNTIL 6:00AM ET, WEDNESDAY, May 14, 2014. THE WHITE HOUSE Office of the Press Secretary EMBARGOED UNTIL 6:00AM ET, WEDNESDAY, May 14, 2014 THE WHITE HOUSE Office of the Press Secretary EMBARGOED UNTIL 6:00AM ET, WEDNESDAY, May 14, 2014 FACT SHEET Building a 21 st Century Infrastructure: Modernizing Infrastructure Permitting Building a 21

More information

U.S. Health and Human Services. Fleet Management Plan. February 17 2012

U.S. Health and Human Services. Fleet Management Plan. February 17 2012 U.S. Health and Human Services Fleet Management Plan February 17 2012 U.S. Health and Human Services 5600 Fishers Lane Rockville, MD 20857 1.0 INTRODUCTION The Department of Health and Human Services (HHS)

More information

The Interagency Security Committee and Security Standards for Federal Buildings

The Interagency Security Committee and Security Standards for Federal Buildings Order Code RS22121 Updated November 23, 2007 The Interagency Security Committee and Security Standards for Federal Buildings Summary Stephanie Smith Analyst in American National Government Government and

More information

IT GOVERNANCE WITH ROBERT GOODSELL, MANAGING DIRECTOR JOE BRUTSCHE, DIRECTOR

IT GOVERNANCE WITH ROBERT GOODSELL, MANAGING DIRECTOR JOE BRUTSCHE, DIRECTOR IT GOVERNANCE WITH ROBERT GOODSELL, MANAGING DIRECTOR JOE BRUTSCHE, DIRECTOR PwC April 4, 2013 Agenda The challenge IT Governance defined IT Governance components Next steps Questions THE CHALLENGE The

More information

STATEMENT OF. Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration

STATEMENT OF. Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration STATEMENT OF Dr. David McClure Associate Administrator Office of Citizen Services and Innovative Technologies General Services Administration BEFORE THE HOUSE COMMITTEE ON HOMELAND SECURITY SUBCOMMITTEE

More information

Energy Management Solutions for a Better and Greener Government

Energy Management Solutions for a Better and Greener Government Energy Management Solutions for a Better and Greener Government Better Facilities. Better Environments. Better Performance. From energy efficient buildings and green technology to new procurement processes

More information

GAO ELECTRONIC GOVERNMENT ACT. Agencies Have Implemented Most Provisions, but Key Areas of Attention Remain

GAO ELECTRONIC GOVERNMENT ACT. Agencies Have Implemented Most Provisions, but Key Areas of Attention Remain GAO United States Government Accountability Office Report to the Committee on Homeland Security and Governmental Affairs, U.S. Senate September 2012 ELECTRONIC GOVERNMENT ACT Agencies Have Implemented

More information

White Paper on Warehouse Asset Management Best Practices

White Paper on Warehouse Asset Management Best Practices White Paper on Warehouse Asset Management Best Practices Authored by the General Services Administration Office of Government-wide Policy Introduction Warehouses are a significant part of the Federal Government

More information

THE COMMERCIAL VEHICLE INFORMATION SYSTEMS AND NETWORKS AND GRANTS WORKFORCE PLAN REPORT TO CONGRESS

THE COMMERCIAL VEHICLE INFORMATION SYSTEMS AND NETWORKS AND GRANTS WORKFORCE PLAN REPORT TO CONGRESS THE COMMERCIAL VEHICLE INFORMATION SYSTEMS AND NETWORKS AND GRANTS WORKFORCE PLAN REPORT TO CONGRESS Pursuant to Section 32605 of the Moving Ahead for Progress in the 21 st Century Act (P.L. 112-141) June

More information

UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT MANUAL TRANSMITTAL SHEET. 1283 Data Administration and Management (Public)

UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT MANUAL TRANSMITTAL SHEET. 1283 Data Administration and Management (Public) Form 1221-2 (June 1969) Subject UNITED STATES DEPARTMENT OF THE INTERIOR BUREAU OF LAND MANAGEMENT MANUAL TRANSMITTAL SHEET 1283 Data Administration and Management (Public) Release 1-1742 Date 7/10/2012

More information

chieving organizational and management excellence

chieving organizational and management excellence M Aa Nn Aa Gg Ee Mm Ee Nn T t I Nn tt ee gg rr aa tt ii oo n N G Oo Aa L l * P e r f o r m a n c e S e c t i o n M a n a g e m e n t I n t e g r a t i o n G o a l Achieve organizational and management

More information

GAO INFORMATION TECHNOLOGY DASHBOARD. Opportunities Exist to Improve Transparency and Oversight of Investment Risk at Select Agencies

GAO INFORMATION TECHNOLOGY DASHBOARD. Opportunities Exist to Improve Transparency and Oversight of Investment Risk at Select Agencies GAO United States Government Accountability Office Report to Congressional Requesters October 2012 INFORMATION TECHNOLOGY DASHBOARD Opportunities Exist to Improve Transparency and Oversight of Investment

More information

Company size matters: Perspectives on IT Governance

Company size matters: Perspectives on IT Governance www.pwc.com/ca/technology-consulting Company size matters: Perspectives on IT Governance versus large Canadian organizations and IT Governance PwC conducted research for the 4th edition of the IT Governance

More information

The Value of Vulnerability Management*

The Value of Vulnerability Management* The Value of Vulnerability Management* *ISACA/IIA Dallas Presented by: Robert Buchheit, Director Advisory Practice, Dallas Ricky Allen, Manager Advisory Practice, Houston *connectedthinking PwC Agenda

More information

Integrated Workforce Planning A Facilitation Guide for Office Directors. Office of the Chief Human Capital Officer

Integrated Workforce Planning A Facilitation Guide for Office Directors. Office of the Chief Human Capital Officer Integrated Workforce Planning A Facilitation Guide for Office Directors Office of the Chief Human Capital Officer 1 Table of Contents Executive Summary 1 I. Identifying the Strategic Direction 2 II. Aligning

More information

VOLUME 1, CHAPTER 3: FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT OF 1996 COMPLIANCE, EVALUATION, AND REPORTING SUMMARY OF MAJOR CHANGES

VOLUME 1, CHAPTER 3: FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT OF 1996 COMPLIANCE, EVALUATION, AND REPORTING SUMMARY OF MAJOR CHANGES VOLUME 1, CHAPTER 3: FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT OF 1996 COMPLIANCE, EVALUATION, AND REPORTING SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are

More information

CREATING A 21 ST CENTURY GOVERNMENT

CREATING A 21 ST CENTURY GOVERNMENT CREATING A 21 ST CENTURY GOVERNMENT Under the President s direction, the Administration is working to deliver a 21 st Century Government that is more effective, efficient, and supportive of economic growth.

More information

FY 2012 Service Contract Inventory Analysis. Office of Procurement, Consumer Financial Protection Bureau (CFPB) 1700 G Street NW, Washington DC

FY 2012 Service Contract Inventory Analysis. Office of Procurement, Consumer Financial Protection Bureau (CFPB) 1700 G Street NW, Washington DC FY 2012 Service Contract Inventory Analysis Office of Procurement, Consumer Financial Protection Bureau (CFPB) 1700 G Street NW, Washington DC 1 CONSUMER FINANCIAL PROTECTION BUREAU FY 2012 SERVICE CONTRACT

More information

INFORMATION TECHNOLOGY REFORM

INFORMATION TECHNOLOGY REFORM United States Government Accountability Office Report to Congressional Requesters September 2015 INFORMATION TECHNOLOGY REFORM Billions of Dollars in Savings Have Been Realized, but Agencies Need to Complete

More information

Human Resources Management. Portfolio Management Concept of Operations

Human Resources Management. Portfolio Management Concept of Operations Human Resources Management Portfolio Management Concept of Operations September 30, 2012 Table of Contents 1.0 Overview... 2 1.1 Background... 2 1.2 Purpose... 2 1.3 Organization of This Document... 2

More information

FEDERAL VEHICLE FLEETS. Adopting Leading Practices Could Improve Management

FEDERAL VEHICLE FLEETS. Adopting Leading Practices Could Improve Management United States Government Accountability Office Report to the Ranking Member, Committee on the Budget, United States Senate July 2013 FEDERAL VEHICLE FLEETS Adopting Leading Practices Could Improve Management

More information

www.pwc.com SAP Training Are your people adequately trained to maximize your

www.pwc.com SAP Training Are your people adequately trained to maximize your www.pwc.com SAP Training Are your people adequately trained to maximize your return from SAP? Understand the challenges your organization has with SAP Background Organizations are investing significant

More information

RSA ARCHER AUDIT MANAGEMENT

RSA ARCHER AUDIT MANAGEMENT RSA ARCHER AUDIT MANAGEMENT Solution Overview INRODUCTION AT A GLANCE Align audit plans with your organization s risk profile and business objectives Manage audit planning, prioritization, staffing, procedures

More information

U.S. Office of Personnel Management. Actions to Strengthen Cybersecurity and Protect Critical IT Systems

U.S. Office of Personnel Management. Actions to Strengthen Cybersecurity and Protect Critical IT Systems U.S. Office of Personnel Management Actions to Strengthen Cybersecurity and Protect Critical IT Systems June 2015 1 I. Introduction The recent intrusions into U.S. Office of Personnel Management (OPM)

More information

CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs. FEDeRAL. Roadmap

CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs. FEDeRAL. Roadmap CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs FEDeRAL Roadmap CHCO This Federal Roadmap was developed as a cooperative effort by the Partnership for Public Service, Federal Management Partners, Inc., and members

More information

Can Energy Management Deliver Real Savings?

Can Energy Management Deliver Real Savings? Can Energy Management Deliver Real Savings? Garrett Forsythe, Global Solutions Architect DuPont Sustainable Solutions September 28, 2011 Copyright 2010 DuPont. All rights reserved. The DuPont Oval Logo,

More information

MAJOR AUTOMATED INFORMATION SYSTEMS. Selected Defense Programs Need to Implement Key Acquisition Practices

MAJOR AUTOMATED INFORMATION SYSTEMS. Selected Defense Programs Need to Implement Key Acquisition Practices United States Government Accountability Office Report to Congressional Committees March 2014 MAJOR AUTOMATED INFORMATION SYSTEMS Selected Defense Programs Need to Implement Key Acquisition Practices GAO-14-309

More information

MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES

MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES M-XX-XX MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES FROM: Anne E. Rung, United States Chief Acquisition Officer Tony Scott, United States Chief Information Officer SUBJECT: Category Management

More information

Solutions. Master Data Governance Model and the Mechanism

Solutions. Master Data Governance Model and the Mechanism Solutions Master Data Governance Model and the Mechanism Executive summary Organizations worldwide are rapidly adopting various Master Data Management (MDM) solutions to address and overcome business issues

More information

December 8, 2009 MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES

December 8, 2009 MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 THE DIRECTOR M-10-06 December 8, 2009 MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES FROM: SUBJECT:

More information

AUDIT REPORT. The Department of Energy's Management of Cloud Computing Activities

AUDIT REPORT. The Department of Energy's Management of Cloud Computing Activities U.S. Department of Energy Office of Inspector General Office of Audits and Inspections AUDIT REPORT The Department of Energy's Management of Cloud Computing Activities DOE/IG-0918 September 2014 Department

More information

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION Significant Additional Real Estate Cost Savings August 27, 2012 Reference Number: 2012-10-100 This report has cleared the Treasury Inspector General for

More information

www.pwc.com Navigating the next generation of cloud ERP Insurance

www.pwc.com Navigating the next generation of cloud ERP Insurance www.pwc.com Navigating the next generation of cloud ERP Insurance Agenda 1. Cloud computing 2. Cloud and the future of financial management 3. Insurance trends 4. Cloud readiness Summary 2 If you are currently

More information

The Virtuous Cycle A Framework for Strategic Energy Management. Executive Overview

The Virtuous Cycle A Framework for Strategic Energy Management. Executive Overview The Virtuous Cycle A Framework for Strategic Energy Management Executive Overview Contents Why use a strategic energy management framework? Understanding the Virtuous Cycle Considering best practices Implementing

More information

THE STATUS OF ENTERPRISE ARCHITECTURE AND INFORMATION TECHNOLOGY INVESTMENT MANAGEMENT IN THE DEPARTMENT OF JUSTICE

THE STATUS OF ENTERPRISE ARCHITECTURE AND INFORMATION TECHNOLOGY INVESTMENT MANAGEMENT IN THE DEPARTMENT OF JUSTICE THE STATUS OF ENTERPRISE ARCHITECTURE AND INFORMATION TECHNOLOGY INVESTMENT MANAGEMENT IN THE DEPARTMENT OF JUSTICE U.S. Department of Justice Office of the Inspector General Audit Division Audit Report

More information

May1,2015 ADS OF DEPARTMENTS AND AGENCIES

May1,2015 ADS OF DEPARTMENTS AND AGENCIES EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASH I NGTON, D. C. 20503 T HE DIRECT OR May1,2015 M-15-11 ADS OF DEPARTMENTS AND AGENCIES FROM: SUBJECT: Fiscal Year 2017 Budget Guidance

More information

U.S. Postal Service Fiscal Year 2014 Fleet Alternative Fuel Vehicle Program Report February 15, 2015

U.S. Postal Service Fiscal Year 2014 Fleet Alternative Fuel Vehicle Program Report February 15, 2015 U.S. Postal Service Fiscal Year 2014 Fleet Alternative Fuel Vehicle Program Report February 15, 2015 This report presents data on alternative fuel vehicles (AFVs) acquired by the United States Postal Service,

More information