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Jo int Fina ncial M a nag e m e nt Im p rove m nt P ro g ra m
A Newsletter for Government Financial Managers
CONTENTS
The Executive Branch
Management Scorecard .......... 1
New O0MB Controller
- Mark WEverson................ 1
AJointPerspective............... 2
CFO Council Update ............. 3
Improving Information Security
in the Federal Government ...... 3
Public and Private Sector
Organization's Strategies to
Manage Improper Payment..... 4
New Staff at]F MIP - Vince
Pizzgno and WayneMiller ..... 4
Financial Management Profile
- Bill Campbell................. 5
JFM1P 31stAnnual Conference
- Getting to Green the
President's Management
Agenda .............................. 6
FASAB Update ..................8
Payroll ProcessingMemo .......... 9
IG ProgressReport Focuses
Attention on Segnificant
Management Challenges ...... 10
Non-Income Tax Revenue System
Requirements is Underway .... 12
e-10overnment - 23 Initiatives on
QuicksilverProject............. 12
JFMIP Updates Core Financial
Systems Requirements............ 16
Evposure Draft onAcquisition
System Requirements Issued... 17
FederalAgenciesHonored for
Excellence inAccountability
Reporting ........................... 19
Winter 2002, Vol. 13. No. 4.
The Executive Branch Management
Scorecard
n August 2001, President George W Bush All good managers know that what gets measured
issued The President's Management Agenda gets done. On October 30, OMB Director Mitch
*. ' Daniels' memorandum to the heads of executive
which sets forth his principles and priorities dan s and toehe hea of tie
in reforming Federal government. The departments and agencies, Idmplementation of the
guiding principles for the President's reform President's Management Agenda and Presentation of
agenda is that Federal t FYd200
government should be Budget
citizen-centered Request,
rather than gt/MPr formalized the
bureaucracy centered; gmethod that will
bueacrc cetrd,0' be used to
results oriented; and market 0 busd
based to actively seek momtor agency
advantages of enhanced 00 0 progress in achieving
innovation, efficiency and 0 the President's
effectiveness Management Agenda.
achieved through 0 That memo transmitted
competition. The the Executive Branch
plan includes five D r Management Scorecard,
government wide which was developed in
goals and nine consultation with the President's
agency specific goals Management Council.
ageny secifc galsThe scorecard identifies the
to improve federal management s corer intifies the
and deliver results important to standards for success in achieving the
the American people. The five five cross cutting goals. It employs a
govenmentwide goals are: strategic simple grading system: green for
management of human capital; competitive success, yellow for mixed results, and red .ffor
sourcing; improved financial performance; unsatisfactory. Agencies will be graded along'-two
expanded electronic government; and budget and dimensions: (1) current status against standards for
performance integration. success and (2) progress in implementing initiatives
Continued on Page 9
New OMB Controller
Mark W Everson is the Controller of the Office of Federal
Financial Management within the Office of Management
and Budget. One of the statutory offices of OMB, the
Office of Federal Financial Management provides overall direction
and leadership to the executive branch on financial management
matters. The sphere of influence of OFFM and the Controller is
limited to financial management but extends to all its elements:
human, systems, processes, and policies. This portfolio is significant
in its own right but is also a central component of the overall
management responsibilities of OMB.
Prior to joining the Bush Administration in August 2001, Mr.
Everson served as Group Vice President - Finance of SC International
Services, Inc., a $2.2 billion privately owned, Dallas, Texas, based,
food services company with leading market positions in both airline
catering and home meal solutions. For ten years, from 1988 until
Continued on Page 10
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