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Future of Financial Management Transparency and Intelligent DataTM
Marcel JemioActing Director, Division of Enterprise Architecture,
Bureau of the Fiscal Service
Marisa SchmaderProgram Manager, Treasury Data Initiative,
Bureau of the Fiscal Service
Agenda• Current State• Treasury Broad Vision• Vision Specific to Transparency & Intelligent DataTM
• Next Steps
LEAD. TRANSFORM. DELIVER
Transparency Necessary but not New….
LEAD. TRANSFORM. DELIVER
"We might hope to see the finances of the Union as clear and intelligible as a merchant's books, so that every member of Congress and every man of any mind in the Union should be able to comprehend them, to investigate abuses, and consequently to control them.”
--Thomas Jefferson, 1802
Current State of Transparency
Challenges/Opportunities
• Spending data on USAspending.gov does not reconcile to agency reported financial data, so data quality is questioned
• Standards do not exist in all cases & guidance is not consistently applied
• Usability, look and feel of the USAspending.gov website is not optimal
LEAD. TRANSFORM. DELIVER
Treasury Broad Vision
LEAD. TRANSFORM. DELIVER
Provide reliable, timely, and secure Intelligent DataTM for the
purpose of promoting transparency, facilitating better decision making, and improving
operational efficiency
Treasury Vision and Transparency
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Transparency – Why Now?• The Department of Treasury will assume responsibility for
operating and improving USASpending.gov, as outlined in the Budget of the United States Government for Fiscal Year 2014.
• Opportunity to leverage Treasury's role as the authoritative source of government-wide financial information in order to provide the public with the highest quality and most complete information.
• Attention from Congress, GAO, special interest groups, and the public
• Newly proposed legislative requirements, i.e. the Digital Accountability and Transparency Act (DATA Act)
LEAD. TRANSFORM. DELIVER
Purpose of Proposed DATA Act• To expand the Federal Funding
Accountability and Transparency Act (FFATA) of 2006
• Provide open and available sources of data allowing for innovative analytics – E.g., Platform-independent
computer-readable formats• Provide searchable government-wide
spending data
LEAD. TRANSFORM. DELIVER
• Simplify reporting for entities receiving Federal funds• Improve quality of USAspending.gov data
Proposed Treasury Solutions to Improving Transparency
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Improve the Quality of Financial Data
Source financial data from Agency financial systems of
record and validate it against authoritative data.
Improve the Usability of the Website
Gather feedback on how to improve the website and leverage success of other federal & state websites
CHALLENGE
SOLUTION
Proposed Treasury Solutions to Improving Transparency
LEAD. TRANSFORM. DELIVER
CHALLENGE
SOLUTION
Address Proposed DATA Act Requirements
Support Current & Potential Future
Transparency Needs
Link expenditure and award data, provide a searchable website, improve data quality, define data standards, and
provide Intelligent DataTM in open source formats that allow for innovative
analysis.
• Publish reports from the Payments Information Repository (PIR) as an initial step to increase transparency and awareness of Federal spending.• Leverage vast amounts of financial
information at the Fiscal Service, follow open data policies, and utilize open source technology.
Treasury Data Approach Illustration
LEAD. TRANSFORM. DELIVER
Transparency Information
Financial Systems
Subsidiary Systems
Financial Data• TAS• USSGL (i.e., Obligations &
Outlays)• Award ID• Object Class Code• Sub-Object Class Code, etc.
Non-Financial Data • Award• Location• Contract Start/End• Contract Type• Award ID• Contract Value, etc.
AWARD ID
Treasury Vision and Intelligent DataTM
LEAD. TRANSFORM. DELIVER
Example of Intelligent DataTM
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Example of Intelligent DataTM
LEAD. TRANSFORM. DELIVER
Example of Intelligent DataTM
LEAD. TRANSFORM. DELIVER
Founded "Total Quality Management"15
Value of the Barcode• Improves internal operations (i.e. operational analytics)– Ranging from pricing to checkout scanning to inventory
and assortment management
• Automatic transmission of POS data – Has been instrumental in reducing inventory, shortening
lead times, and increasing profitability.
• Low cost of data collection as compared to Radio Frequency Identification (RFID)
• Extensible with mobile technology – Anything with a barcode can now be "scanned" using
smartphones
LEAD. TRANSFORM. DELIVER
Lessons from the Barcode• Standardizing the data
spurred innovation
• One standard mapped a million ways across many languages
• Systems were built around the data, not the other way around
• Open industry standard, not proprietary
LEAD. TRANSFORM. DELIVER
Background
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Constant translation is necessary to understand both content and context
Content and context are communicated through a single common language
Intelligent DataTM is…..• Content + Context + Quality
– Value of a data element plus what the value means in context– Single definition for identification
• An "apple" is an "apple"
• Interoperability– Alignment with global industry standard– Integrated data and business rules logic
• Holistic view of the data, not the system– Enables good, quality data to be pervasive throughout the information
supply chain
• “Common Language Open Standard" – Just like the barcode example, this is high value because it ensures the
data is interoperable, interconnected, and in alignment with global industry standards.
LEAD. TRANSFORM. DELIVER
Intelligent DataTM Shift
LEAD. TRANSFORM. DELIVER
Shift Thinking From…• Proprietary to Open • Complex to Simple• High Cost to Low Cost• System Focus to Data Focus• Disconnected to Interconnected
Next Steps
Transparency & Intelligent DataTM
• Complete a feasibility study on the Treasury Data Approach focusing on Shared Service Providers (SSPs)
• Create an open forum comprised of cross agency and industry participants who will focus on developing metadata standards in-line with industry standards to provide open, available, and Intelligent Data sources.
LEAD. TRANSFORM. DELIVER
