Interior Business Center Customer Day - April 28, 2021 INTERIORBUSINESS CENTER | U.S. DEPARTMENT OF THE INTERIOR - IBC Customer Central
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Interior Business Center
Customer Day
April 28, 2021
DOI.GOV/IBC
I N T E R I O R B U S I N E S S C E N T E R | U. S . D E PA RT M E N T O F T H E I N T E R I O R
Welcome
Zoom Chat monitored by FMD staff
Please mute your audio/phone during
presentations
Short Q&A after each presentation
Wrap Up Q&A at the end of the day
Two 10-minutes breaks
1-hour lunch break
DOI.GOV/IBC 2
Morning Session
Agenda
9:00 Meeting Starts
9:15 Welcome Bill Apgar
9:30 Opening Remarks Byron Adkins, IBC Director
9:45 FMD Updates W. “Baze” Bazemore, FMD Associate Director
10:15 Treasury QSMO Update Bena Kluegel, Program Manager
10:45 BREAK (10 minutes)
10:55 Video “Meet the Team” – Accounting Operations
11:00 Accounting Operations
Robotics Process Automation (includes demo) Matt Schallenberg
Intelligent Optical Character Recognition (IOCR) Matt Schallenberg
Pay.gov Matt Schallenberg
Virtual Employee Network (VEN) & 1164 Matt Schallenberg
Payment Processing
12:30 LUNCH BREAK (1 hour)
3
Afternoon Session
Agenda
1:30 Meeting Resumes
1:35 Video “Meet the Team” – Accounting Operations /Administrative Support
1:40 Functional Support and Technical Services and Solutions
Data Universal Numbering System (DUNS) to Todd Adler
Unique Entity Identifier (UEI) Transition
Contract Life Cycle Management (CLM) – Matt Mariam
Enterprise Command Center (ECC)
G-Invoicing John Maye
2:40 Video “Meet the Team” – Functional Support / Technical Services & Solutions
2:45 BREAK (10 minutes)
2:55 Customer Engagement
Information Delivery/Customer Communications Bill Apgar/W. “Baze” Bazemore
Customer Satisfaction Bill Apgar
Online Resources Bill Apgar
3:30 Q&A and Wrap Up FMD Management
4
Opening Remarks
Byron Adkins, IBC Director
DOI.GOV/IBC 5
FMD Update
Wendell “Baze” Bazemore, FMD Associate Director
Partnering with our customers to achieve
exceptional financial management solutions.
DOI.GOV/IBC 6
FMD Update
Strengthening partnerships
with our customers
Maintain momentum
on CLM Improvements
Workforce Development
Customer
Focus
Partnering with QSMO
Reducing Costs
Expanding FMD
Services and Solutions
DOI.GOV/IBC 7
IBC Customer Day
Financial Management Quality Service Management Office
Bena Kluegel & Reed Waller, FM QSMO
April 28, 2021
Guiding Principles and Shared Goals for the Future
Guiding Principles
• Focus on customer experience
• Maximize the strategic value of data
• Deliver progress using agile processes
Shared Goals
• Standardize processes and data
• Reduce operation and maintenance costs
• Modernize and automate processes Treasury Strategic Vision:
The Future of Financial Management
• Improve customer satisfaction
Page 9 LEAD ∙ TRANSFORM ∙ DELIVER
A New Approach to Financial Management
In the Future State, the FM QSMO acts as the broker between agencies and
commercial and federal solutions. Solutions are centrally coordinated, standards are
embedded in solutions and there is a unified effort to achieve goals.
Page 10 LEAD ∙ TRANSFORM ∙ DELIVERWhat is Different Now?
The FM QSMO will…
1. Create a marketplace that is customer-centric rather than provider-centric
2. Design the marketplace with customer input
3. Facilitate access to marketplace with choice and flexibility - not a single provider
4. Offer government-wide contract vehicles with quality, standards-based solutions and
services
5. Ensure marketplace solutions:
• Quickly adopt emerging government-wide standards
• Advance shared goals
• Encourage innovation and commercial competition
6. Transition agency solutions to modern cloud platforms and SaaS solutions
7. Lead long-term strategic planning for agency adoption of standards-based solutions
Page 11 LEAD ∙ TRANSFORM ∙ DELIVERFocusing on Customer Experience
Engage Customer What we want to understand
• Human-Centered Customer • Needs
Standards
Experience Sessions Test Empathize • Perspective
• Working Groups • Plans
• Validating • Pain Points
• Financial Management • Use of Marketplace
Capability Framework • Customer Personas and
• Marketplace Offerings Journeys
Focus on Customer
Prototype Define
Engage Industry What we will design
• Provider Capabilities • Services Catalog
• Best Practices • Marketplace Capabilities
• Optimize Products • Financial Management
• Leverage Innovation Capability Framework
Ideate
• Operating Model for Agency
Adoption
• Performance Measures
Page 12 LEAD ∙ TRANSFORM ∙ DELIVERImplementation Plan
Implementation
FM QSMO will work
Marketplace with agencies to support
Available Marketplace use and
moves to Core FS
Solution Design FM QSMO Marketplace
solutions are available to
• Core FS Validation
FM QSMO and • M3 Planning
agencies to use or to begin • Marketplace
stakeholders will design migration planning
the Marketplace Performance
• Core FS Monitoring
• Core FS • FM Services & Solutions
Specifications
Analysis • Operating Model
FM QSMO will engage with • Acquisition Activities
stakeholders to understand
needs and software capabilities
• System Profiles
• Service Catalog
• Government-wide Adoption Roadmap
• Acquisition Plan
• FSSP & Agency Plans
Page 13 LEAD ∙ TRANSFORM ∙ DELIVERSupporting FSSPs and Agencies
FSSPs: Joint Business Cases
As part of its designation and according to guidance from OMB, existing federal financial management shared services
providers (FSSPs) were required to work with Treasury to identify a longer-term path to modernization and develop plans to
be approved by the agency’s Deputy Secretary, coordinated with the QSMO, and submitted to OMB. Interior’s IBC and
Treasury’s ARC both have developed plans to continue as providers in the FM QSMO Marketplace and be early adopters of
the Marketplace Core FS.
Agencies: Modernization Efforts
The FM QSMO is supporting current agency efforts to modernize legacy core financial systems and address critical needs.
This includes ensuring that FM standards are embedded in the new solutions.
Financial Systems Modernization (FSM) Program New Core Financial Management System
Establishing an Enterprise Financial Management System Procured O&M support for legacy core FS and
(EFiMS) multi-award contract vehicle for Financial business processing support for accounting
Management Software and an Enterprise Financial operations.
Systems Integrator (EFSI).
Business Application Solution (BAS) Project Modernization Initiatives
Awarded contract to implement an integrated solution Launched projects to 1) migrate legacy core FS,
suite across the department in a cloud-hosted the Consolidated Business Information System
environment. (CBIS) to DOT’s Enterprise Service Center
(ESC) and 2) modernize trust fund accounting
with Treasury’s ARC.
Page 14 LEAD ∙ TRANSFORM ∙ DELIVERLearning about the Financial System Landscape
• Last Fiscal Year, the FM QSMO issued a data call in partnership with OMB via the CFO and Small Agency Council to collect data on financial
systems.
• Results showed that most small agencies leveraged FSSPs while most CFO Act agencies (with some exceptions) had one or more financial
systems.
• We worked with agencies to update the financial system profile data in January 2021 and plan to keep the data current to inform adoption of
the Marketplace Core FS.
• The financial system profiles capture the following data points for each installation:
FS Provider Mixed Systems by Agency
FS Product Name Sensitivity Levels for FM Data
FS Product Version Hosting Environment
FS Product De-support Date Hosting Provider
Agency De-Support Date Financial System User Count
Government-Wide Statistics:
• 56 installations are owned and operated by agencies (not inclusive of DOD)
• 50% of the installations will require a significant modernization by 2025
• 61% are hosted on-premise by agencies
Page 15 LEAD ∙ TRANSFORM ∙ DELIVERLooking Ahead
Treasury continues partnering with IBC as well as other federal providers, agencies and
commercial providers to help build the FM QSMO Marketplace.
Agencies/FSSPs Industry
• Share how the FM QSMO Marketplace can • FM QSMO Industry Day event planned for
best support agency financial system May 18th
modernization planning activities • A 2nd Request for Information is targeted to
• Contact us to help you connect with other be issued early this summer to solicit
agencies to share insights and lessons additional feedback from industry partners
learned and stakeholders
• Look for opportunities to learn more about
FM QSMO activities at financial
management community events (AGA,
GFMC, ACT-IAC)
Email the FM QSMO mailbox at FMQSMO@fiscal.treasury.gov
Visit us at www.fiscal.treasury.gov/fmqsmo
Consult our OMB MAX collaborative site: Financial Management Quality Service Management Office (FM QSMO)
Page 16 LEAD ∙ TRANSFORM ∙ DELIVERCoffee Break
BACK IN
10:00
DOI.GOV/IBC 17Meet the Team Video
Accounting Operations
DOI.GOV/IBC 18Accounting Operations
DOI.GOV/IBC 19Robotics Process Automation Update
1 year ago, Today
Team of trained federal employees Fully trained in current software,
on RPA standing up UIPath team and
increasing production
2 RPA processes are in Production
11 processes in production
Starting work on RPA processes
outside of IBC Working both internal IBC processes
and with external client processes
DOI.GOV/IBC 20Robotics Automation Process
Used for multi-application, rules-based processes, such
as invoice processing.
Bots are programmed to replicate repetitive human
tasks using recorders and easy programming language.
Process Robotics can automate rules-based work
without compromising underlying IT infrastructure.
RPA processing time is much faster, accurate,
consistent, and reliable compared to manual process
approaches. Bots work 24/7 without interruption.
DOI.GOV/IBC 21IBC Bots in Production
With the developed automations, IBC is saving over 5,000 hours of manual work on an annual basis
Bot logs into Oracle Bot inputs the invoice
RPA software Federal Financials (OFF) into OFF and validates
checks a shared and finds the matching Generates reports the entry for the
email inbox for relevant Purchase Order (PO) entry in PDF, Excel, certifying officer to
work for processing based on invoice data and text files review/approve
Performs payment Stores files in appropriate Bot matches the invoice Bot uploads
matching shared drive and with the appropriate the invoice PDF
One Drive locations PO line from OFF into OFF
DOI.GOV/IBC 22As of February 2021
RPA Production Summary
Estimated Hours
Bot Description Customer/Organization Saved (Annually)
MCC ‘My Biz Ops’ Invoices Millennium Challenge Corporation 1,400
MCC Monthly Commitment &
Millennium Challenge Corporation 756
Disbursement Report (MCDR) Payments
DO IPAC Activity Log DOI Departmental Offices 175
FWS IPAC Activity Log Fish & Wildlife Service 520
FWS Payment Matching Report Fish & Wildlife Service 1,040
PCS Government Bill of Lading
IBC’s Permanent Change of Station section 953
(GBL) Excel Input
IPAC Interface-OFF IBC/Oracle Federal Financials Clients 100
Treasury Confirmations-OFF IBC/Oracle Federal Financials Clients 390
DOI.GOV/IBC 23IBC RPA Services
Implementation and O&M Support
$22,500
Average cost
IBC charges per
With IBC’s Process Automation Branch fully
automation
staffed, IBC can produce annually an average of
16 automations
Typical process design/development/
testing takes 3-4 months before implementing
into production
IBC’s Process Automation Branch works in teams
of 2 to create automations - can work 3
automations simultaneously with current staff
The average cost for O&M Support per automation
(covers system changes & break/fix support)
charged by IBC is $5,000
DOI.GOV/IBC 24Benefits of RPA
Net Savings
$122,020 net savings realized per year
$1,527,252 net saving realized cumulatively in 3 years
Cost Avoidance
$482,020 saved per year
$2,892,121 saved cumulatively in 3 years
FTE Time
5.1 FTEs saved per year
30.8 FTEs saved cumulatively in 3 years
Manual Processing Time
10,672 hours saved per year
Year 1 Year 2 Year 3
64,032 hours saved cumulatively in 3 years
DOI.GOV/IBC 25Processing Time Saved
Hours per Year and Cumulative after 3 Years
YEAR 1 YEAR 2 YEAR 3
Per Year 10,672 21,344 32,016
* Processing
Time Cumulative 10,672 32,016 64,032
Per Year 5.1 10.3 15.4
** FTE Time
Cumulative 5.1 15,4 30.8 Cumulative
Per Year $482,020 $964,040 $1,446,060
Cost Per Year
Avoidance Cumulative $482,020 $1,446,060 $2,892,121
* Assuming average process is performed by GS-11 Step 1 in Denver, CO, with a 33% benefit rate Year 1 Year 2 Year 3
** Assuming 2,080 productive hours per year
DOI.GOV/IBC 26RPA Demo FWS Investment DOI.GOV/IBC 27
What is IOCR
Intelligent Optical Character
Recognition (IOCR) automatically No need to scan and input data
reads, extracts and delivers into the system of record.
undigitized data.
Self Learning, can learn based on a
Able to handle multiple variations confidence interval common
in forms and invoices. errors or common phases based
on volume.
Contains integration between
Oracle and SAP, feeding data into
Can also read handwriting.
the financial system without need
for manually loading.
DOI.GOV/IBC 28Why IOCR for Government?
Allows organizations for Able to digest large Increased process
move from “data volumes of pages even not efficiency and resource
gatherers” to “data users” in standard format optimization
No need to change forms
or invoices, software will User interface to see what
Software can self learn
learn the date elements is being scanned and
and be taught
and where they are on the processed
page
DOI.GOV/IBC 29IBC & IOCR
IBC Acquisition of IOCR
IBC sees ABBYY FlexiCapture
Purchased May 2020
applicability for
IOCR within Acquisition of Cloud
Hosting by June 2021
accounting
Production
operations deployment first
services quarter FY 22
DOI.GOV/IBC 30Pay.gov
Paperless Check Processing Initiative
Goal is elimination of
Went Live February 1, 2021
processing of paper checks
IBC receives a relatively small Access through Pay.gov website to
quantity of paper checks make payments
Must have a devoted collections Ability to pay with credit cards
officer that cannot have many
Received only positive feedback
other duties
from users on ease and speed of
Risk of not receiving through the making payments
mail
Increase efficiency of collections
processing
DOI.GOV/IBC 31IBC & Automation of OF1164 Process
IBC utilizes the Virtual IBC is leveraging this existing
Employee Network (VEN, functionality for OF1164s
formerly known as VERN) for (Claims for Reimbursement
most client PCS voucher for Expenditures on Official
submissions Business)
Online, employee-initiated voucher Building this functionality with
submission Relocation Management Worldwide
PIV Card signatures ensure integrity (RMW) for the Bureau of Land
of documents Management (BLM) as the pilot
program
Workflow of vouchers/receipts to
supervisor, IBC for final payment BLM has approximately 4,000
1164 payments processed on an
Visibility to employee throughout
annual basis
process of voucher status/approvals
DOI.GOV/IBC 32Overview of OF1164 Process in VEN
Employee (using PIV Card/single sign Next step in workflow is the budget After budget office signs, OF1164
on) logs into VEN to initiate OF1164 office approval package goes to IBC Vendor Payments
VEN will ask employee a series of questions to Budget is required to enter the line of IBC validates proper documentation, correct
populate OF1164 accounting and PIV sign $ amounts, etc. at the technician and
certifying officer level within VEN (PIV
Type of expense (local travel, tuition This step can be optional, but BLM wants Signatures)
reimbursement, professional liability budget office to take responsibility for LOA
insurance reimbursement, etc. show up in Once full payment package has been
the dropdown of common expenses) reviewed/approved by IBC, the OF1164 is
complete
Based on expense type chosen, questions
are dynamic & tailored to each type of
expense from there
Attach receipts, PIV sign OF1164, and submit
to supervisor (start of workflow)
Supervisor reviews and either signs (via PIV)
or sends back to employee
DOI.GOV/IBC 33Overview of OF1164 Process in VEN (cont.)
Went Live January 2021
Working on adding additional forms
such as SF-182 to expand VEN
capabilities
Demos available upon request
Continue to explore use RPA software Replaces an offline, paper (in most cases)
to enhance features such has file upload process with increased integrity (PIV
into financial systems signatures), transparency from the
employee perspective, as well as
automation and trackable workflow
DOI.GOV/IBC 34Accounting Operations
DOI.GOV/IBC 35Lunch Break
BACK IN
60:00
DOI.GOV/IBC 36Afternoon Session
Agenda
1:30 Meeting Resumes
1:35 Video “Meet the Team” – Accounting Operations /Administrative Support
1:40 Functional Support and Technical Services and Solutions
Data Universal Numbering System (DUNS) to Todd Adler
Unique Entity Identifier (UEI) Transition
Contract Life Cycle Management (CLM) – Matt Mariam
Enterprise Command Center (ECC)
G-Invoicing John Maye
2:40 Video “Meet the Team” – Functional Support / Technical Services & Solutions
2:45 BREAK (10 minutes)
2:55 Customer Engagement
Information Delivery/Customer Communications Bill Apgar/W. “Baze” Bazemore
Customer Satisfaction Bill Apgar
Online Resources Bill Apgar
3:30 Q&A and Wrap Up FMD Management
37Meet the Team Video
Accounting Operations & Administrative Support
DOI.GOV/IBC 38Functional Support
Technical Services and Solutions
DOI.GOV/IBC 39OFF Projects Timeline
Oracle Projects and Initiatives in the Pipeline
FY 2021 FY 2022 FY 2023 FY 2023+
OFF Cloud Migration Assessment DOI OCIO Data Center Migration G-Invoicing Implementation – New Upgrade OBIEE 12c to Oracle
Orders (Oct 2022) Analytics Server (OAS)
ECC Implementation w/ pilot OFF File Transfer Server Refresh
Agency (May 2021) Potential New Client OFF G-Invoicing Implementation – In
OFF Single Sign On (SSO) Implementation (Oct 2022) Flight Orders (Oct 2023)
Implementation
OFF E-Business Suite 12.2.x
FRTIB OFF-PRISM Implementation Upgrade
(Nov 2021)
UEI Implementation (DUNS
replacement) (Apr 2022)
Potential New Client OFF
Implementation (July 2022)
Mandates or Existing Commitments
Dates Are Subject to Change
DOI.GOV/IBC 40Technical Initiatives
Oracle Projects and Initiatives in the Pipeline
FY 2021 FY 2022 FY 2022
Cloud Migration Replace OFF File Transfer OFF Single Sign On (SSO)
Assessment Server (a.k.a. Black-Box) Implementation
Discover and assess Replace current aging SPARC Implement SSO using Oracle
current OFF and iQMIS server with an x86 server on Access Manager for OFF and
infrastructure Linux platform OBIEE/OAS
Identify operational and security Migration of DOI Data Center
requirements and dependencies from Denver, Colorado, to
Albuquerque, New Mexico
Evaluate cost and identify
migration options
DOI.GOV/IBC 41Unique Entity Identifier
UEI to replace DUNS
GSA plans to discontinue issuing Data Universal Numbering System (DUNS) for SAM
vendors by April 2022
It will transition to using a Unique Entity Identifier (UEI) in place of the DUNS
The transition period to comply is from October 2021 through April 2022
Oracle plans to provide a patch for UEI in July 2021
IBC will need to assess the impact of the patch on OFF and existing interface
Thorough testing will need to be performed
IBC expects the OFF changes to be implemented toward the end of the required
time frame –April 1, 2022
DOI.GOV/IBC 42Contract Life Cycle Management
Enterprise Command Center (ECC) for CLM
June through August through October through
May 15, 2021
September 2021 October 2021 December 2021
Limited Resolution of Development Full deployment
Introduction outstanding of training
into Production issues for desired documentation
Environment functionality and videos
Project Milestones
Actionable indicators Consumer-like search and filters
Guided navigation Search across organizations
New Features
Interactive visualizations Instant search results
Charts Tag clouds
DOI.GOV/IBC 43ECC for CLM DOI.GOV/IBC 44
ECC for CLM DOI.GOV/IBC 45
ECC for CLM DOI.GOV/IBC 46
ECC for CLM DOI.GOV/IBC 47
CLM & UEI
DOI.GOV/IBC 48G-Invoicing Implementation
DOI.GOV/IBC 49What is G-Invoicing?
G-Invoicing allows Federal Program Agencies to conduct intragovernmental buy/sell
transactions and facilitate the exchange of information between trading partners to…
Negotiate agreements or General Terms and
Conditions (GT&C)
Broker orders
Exchange performance information
Validate settlement requests through IPAC
DOI.GOV/IBC 50G-Invoicing Implementation Update
High-level Overview Proposed Interface Key Factors Current Status
of OFF/G-Invoicing Solution Options Considered For of G-Invoicing
Integration (Servicing Agency) Interface Solution Implementation
(Servicing Agency) (Key Milestones)
Oracle Projects
IBC Custom Solution
Manual Entry
DOI.GOV/IBC 51OFF/G-Invoicing Integration
General Terms & Conditions (GT&C) High-level Overview General Terms & Conditions (GT&C)
REQUESTING AGENCY SERVICING AGENCY
(Buyer) (Seller)
Oracle provided patches supporting Oracle continues its development to
OFF/G-Invoicing integration (deployed support OFF/G-Invoicing integration
into the SPE2 environment for testing)
Final solution available during FY 2021
Q3. IBC will evaluate feasibility and the
Oracle prerequisites aligned Interface Interface other 2 options to determine which
with IBC’s OFF modules: solution to implement
G-Invoicing solution requires G-invoicing
EBS 12.2.7 or above
Implementation of CLM or Core
System IBC
Oracle Oracle
prerequisites prerequisite not
Core Purchasing are mandatory Purchasing considering aligned with IBC’s aligned with IBC’s
ECC v.5 or above CLM options:
OFF modules: OFF modules:
The implementation of Buyer PRISM Oracle
Work Centre is mandatory Projects G-Invoicing Implementation
IBC Custom solution requires of Oracle Projects
Orders Solution EBS 12.2.7 or
IBC G-Invoicing Implementation Team Costing and Billing
Performance above
Manual is mandatory
engaged with Unison to consider their ECC v.5 or above
solution for PRISM IPAC Settlement Entry/RPA
DOI.GOV/IBC 52Factors Considered for Interface Solution
There are several key factors we are taking into consideration pertaining to the OFF/G-Invoicing interface solution.
AUDITABILITY TIMELINESS ACCURACY RISK/IMPACT COST
The proposed The proposed The proposed Proposed solution’s Cost considerations
solution is expected solution is expected solution is expected impact to the IBC for implementation
to provide a to provide near real to provide assurance OFF offering activities such as
processing audit trail time transaction that detail GT&C, development, testing,
at the detail GT&C, processing to ensure Order and training, licensing,
Order and OFF and G-Invoicing Performance and operations &
Performance level are in-synch transactions are maintenance after
correctly represented go-live
in G-Invoicing and
OFF
DOI.GOV/IBC 53Status of Vendor Proposed Interface Solutions
Oracle Proposed Solution – particularly Servicing Agency Unison’s development of its PRISM G-Invoicing
requiring Oracle Projects interface solution is currently in progress
Oracle’s development and release of its OFF/G-Invoicing
interface solution is being accomplished in 3 Phases: Requirements gathering efforts are ongoing
CY 2021 Q1 CY 2021 Q2 CY 2021 Q3
Unison’s solution is estimated to be made
Phase 1 Phase 2 Phase 3 available early CY 2022
Supporting Supporting Orders Supporting Order
organizational modifications, and closure,
model configuration Performance Performance
and pull/push Management and Accounting, Seller
actions for GT&C Accounting impacts facilitated Orders,
and Order and IPAC
transactions for Settlement Related
both the Requesting Enhancements
and Servicing
agency
IBC’s implementation team obtained
patches for the Requesting Agency
solution in early FY 2021 Q2 and
deployed these into the IBC G-Invoicing
development/sandbox for testing
DOI.GOV/IBC 54IBC Implementation Status Update Interface Design/
Development
Requirements Interface
Enrollment in
G-Invoicing QA System Gap Analysis Review implementation
Establish Customer
as-is GT&C, Orders, Testing Go-Live
Performance, and IPAC New Orders with
Agency QA System IDs Customer User
Configure IBC OFF/ settlement processes a POP begin
Test IBC/G-Invoicing Training
G-Invoicing Develop to-be 10/1/22 or later
Development QA Connectivity Evaluate interface Customer Agency
processes
Environment solution options production readiness
CY 2022
Oct-Dec Jan-Mar Apr-Jun TBD TBD
October
Go-Live
In-Flight Orders
with a POP extending
Implementation beyond 9/30/2023
activities under
consideration
CY 2023
TBD October
DOI.GOV/IBC 55U.S Treasury G-Invoicing System Update
Release 4.1 (January 2021)
Agencies will be able to view the Org Structure from the GT&C.
Seller Facilitated Orders (SFO) functionality 100% Quarterly Agency Implementation Plans
Initial Accessibility Functionality (508 Compliance) submitted by IBC on time
Out of 578 Entities implementing G-Invoicing:
Release 4.2 (June 2021) 1 Entity in production environment
Organizational model development underway for Release 4.2
292 Entities awaiting on-boarding/enrollment in
to align the application with the new organization model
QA environment
presented to your customer agency POCs during workshops
IBC facilitated in April & May 2020 285 Entities established in QA environment
Update the User Interface for 508 compliance by ensuring all
Including all FMD customer agencies
actionable elements are keyboard accessible, and by ensuring
form fields were properly labeled to improve interoperability
with assistive technologies
DOI.GOV/IBC 56G-Invoicing
DOI.GOV/IBC 57Meet the Team Video
Functional Support & Technical Services and Solutions
DOI.GOV/IBC 58Coffee Break
BACK IN
10:00
DOI.GOV/IBC 59Customer Engagement
DOI.GOV/IBC 60Information Delivery
Customer Communications
Monthly User Group
Customer Support
Meetings
Center (CSC):
Project Working Groups
1-720-673-9958
Brown Bag Sessions
Customer
Specific Topic &
Special Issue
Focus Staff Email
FM Outreach Mailbox
Customer Bulletins
IBC Staff Visits
Customer Central
CFO Level Meetings
Website
System Accountants
DOI.GOV/IBC 61IBC Customer Central
IBC Customer Central offers a single-entry
point to streamline online customer support
IBC.DOI.GOV
Open access to non- Restricted access
sensitive information, via firewall to
making it more protect sensitive
discoverable and content, such as
reachable for customers the SSAE Audit
and employees from all Reports and
offices, bureaus and similar
agencies IBC supports. documents.
DOI.GOV/IBC 62Customer Satisfaction Survey
Achieving Meaningful Data
Complete the survey electronically
Offer constructive criticism and
suggestions for improvement
Allow us to contact you – to ensure
we understand your comments
To better serve you, we are seeking
100% response rate
DOI.GOV/IBC 63May 2020 Customer Satisfaction Results
90 90 90 90 90 90 90
84
75
10 10 10 16 10 25 10 10 10
Satisfied with how Satisfied with Satisfied with Satisfied with IBC's Satisfied with Satisfied with Satisfied with IBC’s Satisfied with OVERALL satisfied
IBC PARTNERS EFFECTIVENESS of TIMELINESS of COMMUNICATION overall QUALITY of VALUE received KNOWLEDGE and COURTEOUS AND with IBC as their
develop solutions problem resolution problem resolution of relevant the financial for the price EXPERTISE in PROFESSIONAL financial
that meet agency’s provided provided information management federal financial CONDUCT of IBC management
financial system system and service management staff shared service
needs provider
Satisfied Unsatisfied
DOI.GOV/IBC 64May 2019 Customer Satisfaction Results
94
85 85 88
79 79 79 76 79
15 21 21 21 15 24 21 6 12
Satisfied with how Satisfied with Satisfied with Satisfied with IBC's Satisfied with Satisfied with Satisfied with IBC’s Satisfied with OVERALL satisfied
IBC PARTNERS EFFECTIVENESS of TIMELINESS of COMMUNICATION overall QUALITY of VALUE received KNOWLEDGE and COURTEOUS AND with IBC as their
develop solutions problem resolution problem resolution of relevant the financial for the price EXPERTISE in PROFESSIONAL financial
that meet agency’s provided provided information management federal financial CONDUCT of IBC management
financial system system and service management staff shared service
needs provider
Satisfied Unsatisfied
DOI.GOV/IBC 65Online Resources
Bookmark and Share
https://ibc.doi.gov
Or contact us by email at
https://ibc.doi.gov/FMD
ibc_fmoutreach@ibc.doi.gov
https://ibc.doi.gov/FMD/financial-systems
DOI.GOV/IBC 66FMD Organizational Chart
Associate Director
Wendell “Baze” Bazemore
Deputy Associate Director
Brent Stevenson
Executive Administrative Officer
Leslie Booth
Technical Services and Functional Support Project Management Indirect Cost Services Accounting Operations Administrative Support
Solutions Division Division Office Division Services Division Division
Neelima Narra Meredith Day Scott Ryman Craig Wills Matt Schallenberg Bill Apgar
Application & Database Vendor Payments
Procure to Pay Branch Negotiation Branch I Internal Control & Audit
Administration Branch Branch
John Maye Doris Jensen Liaison Office
Vacant Karen Moore
System Administration Acquisition Support General Accounting
Negotiation Branch II Information Assurance
Branch Branch Branch
Mark Stout Office
Vacant Matt Mariam Deborah Hamm
Financial Support and Incurred Cost Fiscal Services
Program Support Office
Reporting Branch Audit Branch Branch
Debbie Cochran
Todd Adler Kimberly Holt Lake Gardner
Process Automation
eTravel Section Customer Communication
Branch
Vacant Outreach
Tony Gonzalez
Quarters Section Charge Card
Last updated 3/28/2021
DOI.GOV/IBC 67FMD Contact Information
Associate Director – Wendell Bazemore 703-668-6969 Indirect Cost Services Division – Craig Wills 916-930-3828
Negotiation Branch I - Doris Jensen 916-930-3829
Deputy Associate Director – Brent Stevenson 303-969-5416
Negotiation Branch II - Mark Stout 916-930-3830
Executive Administrative Officer – Leslie Booth 703-668-6948
Acquisition Audit Services Branch - Kimberly Holt 916-930-3833
Technical Services and Solutions Division – Neelima Narra 703-668-6953 Accounting Operations Services Division – Matt Schallenberg 303-969-7274
Vendor Payments Branch - Karen Moore 303-969-5770
Application & Database Administration Branch - Vacant
General Accounting Branch - Deborah Hamm 303-969-5412
System Administration Branch - Vacant
Fiscal Services Branch - Lake Gardner 303-969-5322
Functional Support Division – Meredith Day 703-668-6978 Process Automation Branch - Tony Gonzalez 303-969-5435
Quarters Section 303-969-5696
Procure to Pay Branch - John Maye 703-668 6961
Administrative Support Division – Bill Apgar 303-969-7199
Acquisition Support Branch - Matt Mariam 703-668 6962
Internal Control & Audit Liaison Office 303-969-5764
Financial Support and Reporting Branch - Todd Adler 303-969-5789 Information Assurance Office 703-969-7199
Program Support Office - Debbie Cochran 303-969-7459
eTravel - Vacant
Customer Communication Outreach Section 303-969-7199
Project Management Office – Scott Ryman 703-668-1240 Charge Card 303-969-5768
DOI.GOV/IBC 68Wrap Up
DOI.GOV/IBC 69You can also read
