Goal 5: Create a 21st century approach to government by improving efficiency, effectiveness, and customer interaction

Transcription

1 Goal 5: Create a 21st century approach to government by improving efficiency, effectiveness, and customer interaction STRATEGIC OBJECTIVE 5.3: Promote efficient use of resources through shared services, strategic sourcing, streamlined business processes, and accountability Treasury will continue to focus on achieving cost savings for the American people, modernizing operations, and increasing productivity by governing strategically, working smarter, and leveraging technology. Increasing the use of shared services and better leveraging strategic sourcing plays a big role in working smarter and governing strategically. Treasury s shared services first approach has enabled us to manage across organizational boundaries, which has helped improve operational effectiveness and coordination across the Department. We aim to expand shared information technology platforms to decrease cost per capita and increase the efficiency and effectiveness of commodity functions. STRATEGIES: Promote the use of shared services throughout the federal government, particularly in administrative areas such as financial management and human capital Push strategic sourcing and procurement reform across Treasury and the federal government Standardize and consolidate systems for management functions including governance of major investments, Interagency Agreements, and human resources (HR) systems to promote Treasury efficiency and cost savings Create incentives for employees and organizations to identify and improve processes Create a continuous improvement culture by generating leadership support, creating continuous improvement organizational leadership, and providing skills training EXECUTIVE SUMMARY Treasury s future success, both immediate and long term, depends on sustaining and developing the resources required to achieve the Department s mission. These critical resources include finances, physical assets, technology, and most importantly, people. In the FY strategic plan, Treasury committed to capitalizing on 21st century advances in knowledge, methods, and technology to manage resources as effectively and efficiently as possible, creating the best value for all constituents. During FY 2015, Treasury advanced several leading management practices. Treasury continued the workforce planning effort that began in FY 2014 and will focus next on the cybersecurity workforce. Treasury also established the Office of Risk Management, headed by the Chief Risk Officer, and Treasury s Deputy Secretary established the Treasury Risk Management Committee, which she co-chairs with the Chief Risk Officer, and introduced a more robust risk discussion in Treasury s organizational performance reviews for leaders from different areas to surface potential risks and identify effective mitigation actions. 1

2 PERFORMANCE GOAL INFORMATION This budget activity includes offices that are responsible for the internal management and policy of the Department: the Office of the Assistant Secretary for Management, the Office of the Chief Information Officer; the Office of Privacy, Transparency, and Records; the Office of the Procurement Executive; the Office of Chief Human Capital Officer; the Office of Emergency Programs; the Office of the Deputy Chief Financial Officer; and the Office of the Deputy Assistant Secretary for Management and Budget. This office supports the following strategic objective for Strategic Goal #5, to create a 21stcentury approach to government by improving efficiency, effectiveness, and customer interaction. Objective 5.3: Promote efficient use of resources through shared services, strategic sourcing, streamlined business processes, and accountability. Description of Performance: For FY 2015, the Department received its sixteenth consecutive unmodified audit opinion on its Treasury-wide financial statements. Overall, the Department has made strong progress in enhancing its internal control environment, and remains committed to ensuring high standards of integrity and transparency in reporting its financial performance. Management s performance metrics are: Treasury-wide Footprint (Square Footage): This goal measures the total square footage occupied by Treasury s owned and leased buildings. To reduce the Department s real property footprint and maximize the use of existing real property assets, the Department maximized space utilization by undertaking space realignments, consolidations, and through improved work station standards. Treasury-wide Percentage of Discounts and Savings Achieved Through Strategically Sourced Contracts: This goal measures the percentage of dollars saved as a result of aggregating requirements and leveraging spend against strategically sourced vehicles. Through the use of category management in federal contracting Treasury seeks to save the federal government money through smarter purchasing and getting the best price for the taxpayer. This program highlights efforts by Treasury to maximize the utility of the taxpayer dollar and achieve more efficiency with fewer resources. Treasury s most recent successes are in the areas of wireless and numerous Federal Strategic Sourcing Initiative (FSSI) initiatives. In FY 2015, Treasury s managed contracts achieved an estimated 15 percent discount savings off the GSA FSSI wireless contract prices, resulting in a discount savings of approximately $2.4 million. In FY 2015, Treasury mandated the use of four FSSI contract vehicles (Domestic Delivery Service, Office Supplies, Janitorial/Sanitation Supplies and Maintenance/Repair/Operations Supplies); Treasury s FY 2015 total savings, were $8 million, or approximately 26 percent off of the GSA schedule prices. Treasury will seek to build on these gains in the IT hardware and software areas in future years. 2

3 Treasury-wide Management and Programs Budget Activity Performance Plan Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Actual Actual Actual Actual Actual Actual Target Target Target Treasury-wide Footprint (Square Footage) Key: DISC Discontinued 37,088 37,596 37,998 37,320 36,411 35,439 36,031 35,551 34,477 PERFORMANCE GOAL INFORMATION FOR THE TREASURY FRANCHISE FUND S (TFF) Shared Services Programs (SSP) SSP supports the goals of shared services by offering administrative and information technology services on a competitive basis, as well as delivering outstanding customer service. The Shared Services Division (SSD) evaluates and examines any new franchise services that may be added to the TFF before they are presented to the SSC for consideration. TFF supports Treasury s Strategic Objective number 5.3, to promote efficient use of resources through shared services, strategic sourcing, streamlined business processes, and accountability, by providing reliable, consistent, and cost-effective administrative support services. The service providers under the SSP are organizational components of the Assistant Secretary for Management and Chief Financial Officer (ASM/CFO) within the Departmental Offices (DO). The SSP provides services within the following program categories: Enterprise Business Solutions (EBS) Provides support through HR Connect, which is Treasury s enterprise Human Capital system. HR Connect is a Human Resources Line of Business shared service provider supporting 23 Treasury Bureaus and offices as well as 11 non-treasury agencies. The EBS provides full lifecycle HR processing such as recruiting, personnel actions, payroll, and new employee processing. HR Connect provides functionality that is interoperable and scalable, and enables customers to meet their Human Capital strategic goals. Additionally, through its Enterprise Data Management team, EBS provides data architecture and integration services that currently support Workforce Analytics (available through HR Connect) and Data N Analytics (DNA, available through desktop visualization tools). Infrastructure Operations Provides management of all telecommunications programs within the Office of the Chief Information Officer (OCIO). Infrastructure Operations provides strategic direction to telecommunications programs, ensures that costs are managed according to best practices, and reduces costs where possible. Cybersecurity Provides Critical Infrastructure Protection and Information Security services and supports the direct protection of designated Treasury critical infrastructure/key resources against terrorist activity. Cybersecurity also supports the protection (confidentiality, integrity, and availability) of the Department s systems and the information they process. Cybersecurity also coordinates the Department s overall activities to implement the Federal Information Security Management Act of IT Strategy & Technology Management Develops an IT Strategy and Transition Plan to meet Treasury s mission requirements and strategic goals. The Performance Measurement and Governance program collaborates with Bureaus and partners with Capital Planning and Investment Control to ensure the management of IT portfolios aligns with IT transition plans. 3

4 Additional Programs o Financial System Integration Develops and maintains the Financial Analysis and Reporting System (FARS). o Office of Civil Rights and Diversity Provides a service to process complaints under the Equal Employment Opportunity Program (mandated by 29 CFR 1614). o Office of Emergency Preparedness Ensures continuity of the Treasury Department s essential functions during disasters and administers emergency mitigation, preparedness, response, and recovery activities. o Office of Small and Disadvantaged Business Utilization Advises and aids the Bureaus on small business policies and initiatives. o Treasury Operations Excellence Provides Lean Six Sigma training and other services to help Treasury and other federal agencies use entrusted resources more effectively and efficiently. o Privacy, Transparency, and Records Provides assistance to Treasury customers to collect, protect, retain, preserve, disclose, and provide access to Treasury s information resources pursuant to U.S. laws. o Printing and Graphics Provides printing services to Treasury customers and assists customers in planning and designing printed publications. o Treasury Executive Institute Provides continuous growth and learning opportunities for executives, executive development candidates, and senior managers. Promotes marketplace of ideas by exposing executives to the best practices in leadership models. o Pass-through Programs Pass-through payments that support government-wide initiatives. Description of Performance: Customer Satisfaction with Financial Planning Staff Survey Results The Shared Services Division (SSD) established a customer satisfaction measure starting in FY Results reflect the percentage of customers that rate their communication experience with the SSD Financial Planning staff as either Good or Excellent on a 5-point scale. The FY 2015 target was 60 percent, and actual results were 69 percent. However, the number of customers taking the survey increased from 19 in FY 2014 to 26 in FY The SSD will continue to push towards a higher score on this measure through more customer outreach on billing, pricing, financial management and the performance of each of the SSPs. ECM/Web Solutions Response time to resolve ECM and Web Solutions non-critical issues/helpdesk tickets is targeted to be within business days. HR Connect: Customer Satisfaction Annual Survey Results EBS continues to improve and strives to maintain the level of customer satisfaction for HR Connect as customer expectations are rising. To improve the user experience, EBS has been working for several years on InCompass, an HR portal. The FY 2011 results are not directly comparable to those from later years as the data collection methodology changed between FY 2011 and FY No surveys were administered for FY 2009 and FY 2010 due to a system platform upgrade. HR Connect: Employee Update Files Transmission of employee update files were made to the specified external benefit provider within established timeframes. EBS continues to improve and stay in its acceptable range, which is relatively wide due to the limited number of transmitted files. EBS s targets are consistent with the targets used use for quarterly 4

5 Capital Planning and Investment Control process and the Office of Personnel Management reporting for HR Connect. HR Connect: Number of Tickets Escalated to Tier 3 EBS continues to maintain its current target levels. This target is based on implementing process improvements in the Design Documents and Quality Assurance environments. Shared Services Programs (SSP) Performance Plan Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Customer Satisfaction with Financial Planning Staff % ECM/Web Solutions Response Time to Resolve ECM and Web Solutions Non-Critical Issues/Help Desk Tickets within Business Days HR Connect Customer Satisfaction % HR Connect Employee Update Files- Transmission of Employee Update Files Made to the Specified External Benefit Provider Within Established Timeframes HR Connect Number of Tickets Escalated to Tier 3 Key: DISC - Discontinued Actual Actual Actual Actual Actual Actual Target Target Target N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Administrative Services ARC s administrative services activity supports OMB s and the Department of the Treasury s shared services concept, which furthers good government by standardizing the administrative financial systems and processes required to operate federal organizations. Value is provided through cost sharing opportunities in systems capital investments as well as reduced operating costs by providing consolidated, high quality, value added services. ARC has three important roles within Treasury: OMB designated FSSP for the Financial Management Line of Business. Support organization for Treasury's Human Resources Line of Business. Designated provider for the Budget Formulation and Execution Line of Business. These lines of business provide administrative support functions with a focus on financial management, procurement, travel, and human resources. The program's success is evidenced by the increasing demand for services. Description of Performance: Administrative Services proposes to discontinue the performance measure, Procurement Savings Negotiated, and create a new measure, Timely Contract Issuance. Administrative Services also measures indirect costs as a percentage of total costs. This provides TFF management with a measure that encourages efficiency in administrative 5

6 operations and helps to ensure services are provided at the lowest possible cost. TFF will continue to pursue customer growth and evaluate indirect cost expenditures to maintain actual performance at or below the established target. Administrative Services created 10 new operational metrics in FY 2014 for each service line. These measures provide actual performance of each service line in isolation rather than as a blended organizational measure. Administrative Services will continue to pursue customer growth, seek business process improvements, and evaluate direct and indirect cost expenditures to manage performance. Administrative Services Performance Plan Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Direct Cost as a Percentage of Award Dollars Direct Cost per AP Transaction Direct Cost per FTE in Core HR Services Direct Cost per System User - Oracle Direct Cost per Travel Voucher First Call Resolution - Oracle % Hiring Timeliness % Indirect Cost Admin Services % Procurement Savings Negotiated % Timely Contract Issuance Travel Voucher Payments Timeliness % Unqualified Audit Opinions % Key: DISC - Discontinued Actual Actual Actual Actual Actual Actual Target Target Target N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A , , ,050.0 N/A N/A N/A N/A 18, , , , ,300.0 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A DISC DISC N/A N/A N/A N/A N/A N/A N/a N/A N/A N/A N/A N/A N/A N/A N/A Information Technology Services The Information Technology Services Activity provides shared services to a variety of federal customers, both internal and external to Treasury. Value is provided through IT infrastructure consolidation and standardized IT service delivery in a modern, technically innovative, and secure environment. Customers avoid costly, long-term development projects when they take advantage of TFF s shared services and environments. Services include information systems security, hosting, and software engineering. Additionally, end-user support and professional services are provided to the Fiscal Service and TFF. 6

7 TFF, designated by the OMB as a Shared Service Center for Information Systems Security Line of Business, provides agencies with proven Security Assessment and Authorization and Continuous Monitoring services. TFF, authorized by the Department, is one of two Treasury trusted internet connection providers and hosts Treasury s public domain name system. TFF delivers information security support to other federal agencies, while improving quality, accelerating delivery, and reducing customer costs. Secure hosting services are provided for production, contingency, and development/test regions. TFF has critical supporting roles in the Public Key Infrastructure (PKI) Shared Service Provider designation of the Department of the Treasury. TFF's PKI and directory experience makes endto-end identity management solutions available to customers. Rapid Application Development techniques and a demonstrated ability to integrate commercially available solutions combine to provide high quality software engineering services at a competitive price. Effective in FY 2017, TFF will expand its use of Information Technology Services performance measures to better track each of its business lines by discontinuing its current metric and establishing the following new measures: 1) Fiscal IT Hosting Percentage of time service is operational (uptime excluding planned maintenance) 2) Percentage of Annual Testing/Annual Assessment to standard. 3) Percentage of capital investment projects with improved rating (red to yellow/green or yellow to green) on the IT Dashboard within 90 days. 4) Percentage of POA&M's Scheduled for Closure in Last 30 Days Closed Early or On Time. 5) Number of engagements in strategic sourcing or Service Provider or other shared services opportunity. Information Technology Services Performance Plan Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Fiscal IT Hosting - Percentage of Time Service is Operational (Up Time Excluding Planned Maint.) Actual Actual Actual Actual Actual Actual Target Target Target N/A N/A N/A N/A N/A N/A N/A N/A 99.0 Indirect Cost IT Services % N/A N/A N/A Number of Engagements in Strategic Sourcing or "Service Provider" or Other Shared Services Opportunity Percentage of Annual Testing/Annual Assessment to Standard Percentage of Capital Investment Projects with Improved Rating (Red to Yellow/Green or Yellow to Green) on the IT Dashboard within 90 Days N/A N/A N/A N/A N/A N/A N/A N/A 2.0 N/A N/A N/A N/A N/A N/A N/A N/A 90.0 N/A N/A N/A N/A N/A N/A N/A N/A

8 Percentage of POA&Ms Scheduled for Closure in Last 30 Days - Closed Early or On Time Key: DISC - Discontinued N/A N/A N/A N/A N/A N/A N/A N/A