Workshop #47

Shared Services:

The Federal Government and

DoD Direction

June 2, 2017

San Diego, CA

ASMC PDI 2017

Rowan MirandaCFO Advisory Services Practice Lead

Accenture Federal Services

2

Overview

3

Overview of the Panel

Current State of Federal Shared Services

o Service Focus to Cost/Customer Experience Focus

o Shared Services vs. Shared Systems

o Challenges faced by Early Movers to Shared Services

Shared Services in Civilian Agencies vs. DOD

Role of Commercial Investment to Accelerate Shared Services

Lora MuchmoreDirector – Office of the Undersecretary of Defense (Comptroller)

Business Integration

4

Ms. Muchmore is a Shared Services SME With

Experience in Both Industry and Government

• Lora H. Muchmore, Director Office of

the Under Secretary of Defense

(Comptroller) Business Integration

• Currently the alternative

representative to the Federal Shared

Services Group

• Twenty year Federal career, primarily

focusing on business transformation

• Five year industry experience

includes working on a large firm’s

administrative shared services effort

5

Business Unit

Business Unit

Shared Services

Business Unit

Define the scope of what to deliver

Understand the outcome you are trying to achieve

Understand the customer’s needs

Measure, measure, and measure

• Metrics should be simple

• Tied to outcomes

Continuous process improvement

• Metrics / analysis identifies areas for improvement

Location of shared services becomes increasingly less important

A Series of Critical Success Factors Have

Been Identified from Past Experience

6

When Establishing Shared Services, There

Are Some Key Points of View to Consider

7

Start with activities that are truly common

Government needs to adopt standard processes

Don’t forget to keep your focus on the true customer

Tone from the top

Mark RoseComptroller – U.S. Coast Guard

8

USCG Current Services

9

Currently customized COTS - integrated financial, procurement, and asset

management system – over 17,000 users/99.7% availability

Automated User Account Management & Customer Service

Mature Configuration Control / Change Request Process

Provide accounting; cash, payables and receivables management; and asset and

financial reporting services:

USCG/TSA/DNDO (TRIO)

Appropriation ~ $15 Billion

Financial Transactions > 56 Million

Cash ~ $12 Billion

Payments ~ 1.2 Million - $8 Billion

Receivables ~ 30,000 - $5 Billion

Improper Payment Rate < 0.04%

PP&E - $22 Billion

CIP - $2 Billion

DHS “TRIO” Background

10

USCG Alternative Analysis – January 2012

USCG SSP versus In-house Decision – November 2012

USCG Business Case Analysis – July 2013

Discovery Process - “Go/No-Go” – August 2014

Treasury Approval – August 2014

Inter Agency Agreement – August 2014

Conference Room Pilot – January 2015

DNDO Migrate – Financials/Projects – November 2015

DNDO Migrate – Procurement – March 2016

USCG Configuration – January/February 2016

USCG Interfaces Commence (17) – February – April 2016

TSA Re-Planning & Delay Decision to October 2017 – June 2016

USCG Re-Planning Tiger Team – June – October 2016

Contingency Plan Working Group – January-March 2017

Unable to Service USCG Notification – February 2017

TSA Second Delay Decision – March 2017

Domestic Nuclear Detection Office

Risks

11

• FSSP Capacity/Experience

(Software/Hardware, CM, UAM, Training,

Cost/Schedule/Performance Metrics)

• Cost Efficiency Drivers

• Customer Service Focus

• Project Governance

Lessons Learned

12

• Functionality – Software

vs. Service

• RICE-W

• Customer Service

• User Account Management

• Business Process/System

Expertise

• Configuration Control

• Change

Management/Training

• Roles/Responsibilities

Rosie TinsleyDirector – Strategy, Policy & Requirements

Defense Finance and Accounting Service (DFAS)

13

DFAS Footprint

14

Note: DoD Base Budget and OCO Funds Only

Magnitude of Operations

15

Business Impact

Our Service Provider Focus

16

Support customers in achieving and sustaining

favorable financial statement audits• Audit strategies, accounting principles, and internal

control toolsets

• Effective business and system internal controls

Modernize processes and technologies that

achieve cost efficiencies • Integrated solutions

• Standard business processes and common

technology platforms

Continued productivity and customer service

improvements as a competitive shared service

provider• First class customer service

• Performance metrics and reporting

Continued focus on our people; provide the

foundations and tools needed to work and

collaborate effectively• Prioritization of technology skills

• Culture and environment of collaboration

Q & A

17