ASN (FM&C) Goals & Metrics Wendy Kunc, SES, DASN-Cost Analysis (NCCA) Kyle Fugate, DASN-Finance...

ASN (FM&C) Goals & MetricsASN (FM&C) Goals & Metrics

Wendy Kunc, SES, Wendy Kunc, SES, DASN-Cost Analysis (NCCA)DASN-Cost Analysis (NCCA)

Kyle Fugate, Kyle Fugate, DASN-Finance (FMO)DASN-Finance (FMO)

Kevin Richards, Kevin Richards, DASN-Budget (FMB)DASN-Budget (FMB)

Dick Reed, Dick Reed, Special Assistant for Human Capital (FMH)Special Assistant for Human Capital (FMH)

Cost Analysis Long Term Goals & MetricsCost Analysis Long Term Goals & Metrics

Goals for DON Cost Community:Goals for DON Cost Community:

• Provide timely, comprehensive, and defensible cost information toProvide timely, comprehensive, and defensible cost information to decision makersdecision makers

– Improve Cost Estimating ProcessesImprove Cost Estimating Processes– Establish and publish DON Cost Estimating Best Practices and StandardsEstablish and publish DON Cost Estimating Best Practices and Standards– Educate leadership on what the results of risk and uncertainty analyses representsEducate leadership on what the results of risk and uncertainty analyses represents– Establish cost estimating performance measuresEstablish cost estimating performance measures– Maintain timeliness of estimates while executing additional directed process stepsMaintain timeliness of estimates while executing additional directed process steps

• Provide cost support to all programsProvide cost support to all programs (ACAT I-IV, ACAT IA, pre-MDAP, etc.)(ACAT I-IV, ACAT IA, pre-MDAP, etc.)

• Improve quality and availability of cost dataImprove quality and availability of cost data

• Grow professional, trained workforce aligned to missionGrow professional, trained workforce aligned to mission – Reinvigorate use of DON intern and associates programsReinvigorate use of DON intern and associates programs– Promote educational and leadership opportunitiesPromote educational and leadership opportunities– Establish metrics to assess skills of cost analystsEstablish metrics to assess skills of cost analysts



FrequencyFrequency

MonthlMonthlyy QuarterlyQuarterly Semi-AnnuallySemi-Annually AnnuallyAnnually

Time in Advance of Milestone Decision When Cost Community is Notified of Time in Advance of Milestone Decision When Cost Community is Notified of Analytical Requirement - target 5 monthsAnalytical Requirement - target 5 months

Service Cost Positions Completed this Period Service Cost Positions Completed this Period

Percent of Service Cost Positions Signed One Week Prior to Decision Review - Percent of Service Cost Positions Signed One Week Prior to Decision Review - target 85%target 85%

Service Cost Positions In Process this Period Service Cost Positions In Process this Period

Percent of Acquisition/Pre-acquisition Programs Where Cost Support Provided Percent of Acquisition/Pre-acquisition Programs Where Cost Support Provided by DON Cost Organization - target 65%by DON Cost Organization - target 65%

Percent of Programs that Obtained Independent Reviews of Technical Percent of Programs that Obtained Independent Reviews of Technical Baseline and Programmatic Assumptions - target 50%Baseline and Programmatic Assumptions - target 50%

Percent of Senior Cost Analysts that have Obtained Either DAWIA or SCEA Percent of Senior Cost Analysts that have Obtained Either DAWIA or SCEA Certification in Cost Estimating - target 50%Certification in Cost Estimating - target 50% Percent of Analysts' Time for Individual Estimate Spent on Data Collection, Percent of Analysts' Time for Individual Estimate Spent on Data Collection, Normalization, Validation - target 30%Normalization, Validation - target 30% Number of Active Naval VAMOSC Users (users who have obtained/renewed Number of Active Naval VAMOSC Users (users who have obtained/renewed account within past year)account within past year)

Number of Users Trained on OSCAM Naval Suite or Air ModelNumber of Users Trained on OSCAM Naval Suite or Air Model

FY10 Cost Community MetricsFY10 Cost Community Metrics


1)1) Improve DON Financial Operations Improve DON Financial Operations Efficiency; Efficiency;

2)2) Improve Internal Controls Over Financial Improve Internal Controls Over Financial Reporting (ICOFR); Reporting (ICOFR);

3)3) Standardize DON Financial PracticesStandardize DON Financial Practices

1)1) Improve DON Financial Operations Improve DON Financial Operations Efficiency; Efficiency;

2)2) Improve Internal Controls Over Financial Improve Internal Controls Over Financial Reporting (ICOFR); Reporting (ICOFR);

3)3) Standardize DON Financial PracticesStandardize DON Financial Practices

FMO Goals & MetricsFMO Goals & Metrics


FMO Goals & MetricsFMO Goals & MetricsMonthly Quarterly

1 Improve DON Financial Operations Efficiency1.a Pay People and Vendors Timely and Accurately1.a.1 Military Pay Timeliness √1.a.2 Civilian Pay Timeliness √1.a.3 Improper Payments - Payroll √1.a.4 Commercial Invoice Backlog √1.a.5 Travel Card Delinquencies - CBAs √1.a.6 Travel Card Delinquencies - IBAs √1.a.7 Purchase Card Delinquencies √1.a.8 Interest Payment Penalties √1.b E-Commerce - (Contract Invoices & Receiving Reports) √1.c Abnormal Balances1.c.1 Abnormal SF-133 Balances √1.c.2 Abnormal AR-1002 Unobligated Balances √1.c.3 Appropriations with Negative Balances √1.c.4 Deposit Accounts with Negative Balances √1.d Accounting Index1.d.1 Clearing Accounts - Overaged Balances √1.d.2 Clearing Accounts - Within Timeframe Balances √1.d.3 Intransit - Overaged Collections and Disbursements √1.d.4 Unsupported Accounting Entries √1.e Accounts Receivable1.e.1 Delinquent Outside DoD Intergovernmental A/R √1.e.2 Delinquent Within DoD Intergovernmental A/R √1.e.3 Delinquent Public A/R √2 Improve Internal Controls Over Financial Reporting2.a Significant SBR and E&C Activities Completed √2.b Internal Control Scorecard Update √2.c Problem Disbursements2.c.1 Overaged UMDs √2.c.2 Within Timeframe UMDs √2.c.3 Overaged NULOs √2.c.4 Within Timeframe NULOs √2.d Correcting Entry J ournal Vouchers √3 Standardize DON Financial Practices3.a Significant Activities Completed √3.b Metrics by Specific Practice Under Development - Reporting to Begin J uly 2010 √

FREQUENCYGoal # FMO METRI C


Goal 1: Improve DON Financial OperationsGoal 1: Improve DON Financial Operations EfficiencyEfficiency

• 1A: 1A: Pay People and Vendors Timely and AccuratelyPay People and Vendors Timely and AccuratelyMetric:Metric: To process over 97% of Mil Pay and 99% of CivPay transactions in a To process over 97% of Mil Pay and 99% of CivPay transactions in a timely manner. Have a commercial invoice backlog of 2% or less.timely manner. Have a commercial invoice backlog of 2% or less.

• 1B: Abnormal Balances1B: Abnormal BalancesMetric:Metric: To reduce by 65% or more of the FYE 2009 AB1002 balances - all To reduce by 65% or more of the FYE 2009 AB1002 balances - all abnormal balances greater than 2 months old.abnormal balances greater than 2 months old.

• 1C: Accounting Index1C: Accounting IndexMetric:Metric: To have $0 over-aged in clearing account balances. To have $0 over-aged in clearing account balances.

• 1D: Accounts Receivable1D: Accounts ReceivableMetric:Metric: To have 9% or less in delinquent public AR’s greater than 30 days To have 9% or less in delinquent public AR’s greater than 30 days delinquent.delinquent.

Goal 1: Improve DON Financial OperationsGoal 1: Improve DON Financial Operations EfficiencyEfficiency

• 1A: 1A: Pay People and Vendors Timely and AccuratelyPay People and Vendors Timely and AccuratelyMetric:Metric: To process over 97% of Mil Pay and 99% of CivPay transactions in a To process over 97% of Mil Pay and 99% of CivPay transactions in a timely manner. Have a commercial invoice backlog of 2% or less.timely manner. Have a commercial invoice backlog of 2% or less.

• 1B: Abnormal Balances1B: Abnormal BalancesMetric:Metric: To reduce by 65% or more of the FYE 2009 AB1002 balances - all To reduce by 65% or more of the FYE 2009 AB1002 balances - all abnormal balances greater than 2 months old.abnormal balances greater than 2 months old.

• 1C: Accounting Index1C: Accounting IndexMetric:Metric: To have $0 over-aged in clearing account balances. To have $0 over-aged in clearing account balances.

• 1D: Accounts Receivable1D: Accounts ReceivableMetric:Metric: To have 9% or less in delinquent public AR’s greater than 30 days To have 9% or less in delinquent public AR’s greater than 30 days delinquent.delinquent.

FMO Goals & MetricsFMO Goals & Metrics


FMO Goals & MetricsFMO Goals & MetricsGoal 2: Improve Internal Controls OverGoal 2: Improve Internal Controls Over

Financial Reporting (ICOFR)Financial Reporting (ICOFR)

• 2A: 2A: Significant SBR and E&C Activities CompletedSignificant SBR and E&C Activities CompletedMetric:Metric: Percentage of segments asserted audit ready for the SBR or E&C audit readiness plans with the goal of achieving overall audit readiness by the target date.

• 2B: Internal Control Scorecard Update2B: Internal Control Scorecard UpdateMetric:Metric: Percentage of DON internal controls tested and effective at each Command with the goal of achieving an overall effective control environment for each segment.

• 2C: Problem Disbursements2C: Problem DisbursementsMetric:Metric: To have $0 over-aged UMDs and NULOS greater than 120 days oldTo have $0 over-aged UMDs and NULOS greater than 120 days old

Goal 2: Improve Internal Controls OverGoal 2: Improve Internal Controls Over Financial Reporting (ICOFR)Financial Reporting (ICOFR)

• 2A: 2A: Significant SBR and E&C Activities CompletedSignificant SBR and E&C Activities CompletedMetric:Metric: Percentage of segments asserted audit ready for the SBR or E&C audit readiness plans with the goal of achieving overall audit readiness by the target date.

• 2B: Internal Control Scorecard Update2B: Internal Control Scorecard UpdateMetric:Metric: Percentage of DON internal controls tested and effective at each Command with the goal of achieving an overall effective control environment for each segment.

• 2C: Problem Disbursements2C: Problem DisbursementsMetric:Metric: To have $0 over-aged UMDs and NULOS greater than 120 days oldTo have $0 over-aged UMDs and NULOS greater than 120 days old


FMO Goals & MetricsFMO Goals & MetricsGoal 3: Standardize Financial PracticesGoal 3: Standardize Financial Practices

• 3A: During the Standardization process - capture:3A: During the Standardization process - capture:Metric:Metric: Number of processes reviewed Number of processes reviewedMetric:Metric: Number of methods within each process that can be eliminated Number of methods within each process that can be eliminatedMetric:Metric: Number of best practices identified Number of best practices identified

• 3B: Once the Standard processes are identified – capture:3B: Once the Standard processes are identified – capture:Metric:Metric: Number of commands that have adopted the practices Number of commands that have adopted the practicesMetric:Metric: Measurable efficiencies obtained by using the processes (i.e. time Measurable efficiencies obtained by using the processes (i.e. time

saved or costs saved)saved or costs saved)

Goal 1: Develop processes to work withinGoal 1: Develop processes to work within

DoD’s concurrent programming andDoD’s concurrent programming and

budgeting systembudgeting system

• 1A: Ensure documented process and capability to rapidly1A: Ensure documented process and capability to rapidly

develop a defendable budgetdevelop a defendable budgetMetric:Metric: Annually; Execute timely Pricing Validation Teams (PVTs) Annually; Execute timely Pricing Validation Teams (PVTs)

Metric:Metric: Per PPBES cycle; Measure churn within a cycle Per PPBES cycle; Measure churn within a cycle

Metric:Metric: Annually; Streamline budget process Annually; Streamline budget process

• 1B: Receive and submit budgets on time1B: Receive and submit budgets on timeMetricMetric: Per Budget cycle; BSO goal: 95% of key information on time: Per Budget cycle; BSO goal: 95% of key information on time

MetricMetric: Per Budget cycle; FMB goal: 100% on time: Per Budget cycle; FMB goal: 100% on time


FMB Goals & MetricsFMB Goals & Metrics

Goal 2: Monitor Execution to Efficiently UseGoal 2: Monitor Execution to Efficiently Use DON ResourcesDON Resources

• 2A: Timely utilization of DON resources2A: Timely utilization of DON resourcesMetric:Metric: Monthly; Review of obligations posted on OSD Monthly; Review of obligations posted on OSD dashboarddashboardMetric:Metric: Quarterly; Review of FEI and CEI status by BSO Quarterly; Review of FEI and CEI status by BSO

• 2B: Minimize number and overdue Anti-deficiency Act2B: Minimize number and overdue Anti-deficiency Act violationsviolations

Metric:Metric: Monthly; Process actions through DON within established OSD Monthly; Process actions through DON within established OSD metricsmetricsMetric:Metric: Semi-annually; Update and monitor the status of fiscal law Semi-annually; Update and monitor the status of fiscal law training of all DON fund control personneltraining of all DON fund control personnel

FMB Goals & MetricsFMB Goals & MetricsASN (FM&C) Goals & MetricsASN (FM&C) Goals & Metrics

Goal 1: Ensure the FM workforce is properlyGoal 1: Ensure the FM workforce is properly sizedsized

• 1A: Maintain the workforce; no reductions except for justified1A: Maintain the workforce; no reductions except for justified efficienciesefficiencies

Metric:Metric: Quarterly; Review DCPDS on board status by job series Quarterly; Review DCPDS on board status by job series

• 1B: Retain FM development employees after graduation1B: Retain FM development employees after graduationMetric:Metric: Quarterly; Achieve 65% retention rate in DOD five years after Quarterly; Achieve 65% retention rate in DOD five years after graduationgraduation


FMH Goals & MetricsFMH Goals & Metrics

Goal 2: Foster Career DevelopmentGoal 2: Foster Career Development

• 2A: Provide training opportunities to workforce2A: Provide training opportunities to workforceMetric:Metric: Semi-annually; Maintain number of participants in centrally funded Semi-annually; Maintain number of participants in centrally funded programs from prior fiscal yearprograms from prior fiscal year

Metric:Metric: Quarterly; Review BSO training provided to FM staff during a fiscal Quarterly; Review BSO training provided to FM staff during a fiscal year, by series, by career roadmap categories (entry, journey, expert)year, by series, by career roadmap categories (entry, journey, expert)

• 2B: Provide career development/enhancement opportunities2B: Provide career development/enhancement opportunitiesMetric:Metric: Semi-annually; Ensure existing opportunities fully utilized and Semi-annually; Ensure existing opportunities fully utilized and provide one new opportunity within the next yearprovide one new opportunity within the next year

• 2C: Increase percentage of workforce with professional2C: Increase percentage of workforce with professional certificationscertifications

Metric:Metric: Monthly; Strive for a 3% increase in professional certifications Monthly; Strive for a 3% increase in professional certifications

FMH Goals & MetricsFMH Goals & MetricsASN (FM&C) Goals & MetricsASN (FM&C) Goals & Metrics

Goal 3: Promote communication venues withGoal 3: Promote communication venues with

the FM workforcethe FM workforce

Metric:Metric: Semi-annually; Increase communication among workforce Semi-annually; Increase communication among workforce


FMH Goals & MetricsFMH Goals & Metrics


Wendy Kunc, SES, Wendy Kunc, SES, DASN-Cost Analysis (NCCA)DASN-Cost Analysis (NCCA)

Kyle Fugate, Kyle Fugate, DASN-Finance (FMO)DASN-Finance (FMO)

Kevin Richards, Kevin Richards, DASN-Budget (FMB)DASN-Budget (FMB)

Dick Reed, Dick Reed, Special Assistant for Human Capital (FMH)Special Assistant for Human Capital (FMH)


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ASN (FM&C) Goals & Metrics Wendy Kunc, SES, DASN-Cost Analysis (NCCA) Kyle Fugate, DASN-Finance...

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