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Congressional Justifications for 1998 Budget EstimatesBudget Activity 10: Chief Financial Officer
|
Workload Indicator | 1996 | 1997 | 1998 |
---|---|---|---|
Invoices | 80,000 | 40,000 b/ | ... |
Reservations/Obligations | 27,000 | 27,000 | 24,000 |
Disbursement documents processed | 9,000 | 9,000 | 9,000 b/ |
Collection documents processed | 77,000 | 77,000 | 37,000 b/ |
Excess Rental Income Collections | 108,000 | 108,000 | 54,000 b/ |
Debt Collections | 400 | 400 | 200 b/ |
Automated Clearing House Reports | 14,000 | 14,000 | 7,000 b/ |
Reconciliations processed | 6,744 | 6,744 | 3,400 b/ |
Cash Reconciliation analyses | 780 | 790 | 400 b/ |
Note histories processed | 200 | ... | ... |
Funding documents processed | 4,691 | 4,691 | 2,300 b/ |
Receivables processed | 5,131 | 5,141 | 2,600 b/ |
Cash documents processed | 26,205 | 28,055 | 14,000 b/ |
Residual receipts reviewed/billed a/ | 1,500 | ... | ... |
Internal reports processed | 3,512 | 3,605 | 3,700 |
Financial reports (Treasury) prepared | 3,400 | 3,400 | 3,400 |
Field: Accounting documents processed | 1,021,270 | 940,000 | 901,000 c/ |
Prompt Pay documents processed | 6,039 | 6,000 | 6,000 |
Suspense items processed | 530 | 500 | 500 |
Workload elements for the Audit Resolution and Management Control operations in the Field are quantified in the following table:
1996 | 1997 | 1998 | |
---|---|---|---|
Recommendations closed | 1,054 | 1,100 | 1,100 |
Material Weaknesses completed | 6 | ... | ... |
Material Weaknesses verified as corrected | 0 | 6 | 4 |
Travel
The table below identifies travel requirements unique to this activity
|
Actual 1996 |
Budget Estimate |
Estimate 1997 |
Current Estimate 1998 |
Increase
+ Decrease - 1998 vs 1997 |
---|---|---|---|---|---|
(Dollars
in Thousands)
|
|||||
Travel: Headquarters |
$60 | $87 | $60 | $60 | ... |
Field | 37 | 46 | 30 | 30 | ... |
Total | 97 | 133 | 90 | 90 | ... |
Travel funding for this activity is required to fully carry out CFO responsibilities for improving Departmental financial management. CFO travel will focus attention on program delivery operations at the Field Office level and will provide oversight and review for: asset and credit management; debt collection; resolution of audit findings and internal control weaknesses; and test and establish internal controls.
A major initiative of the Office of the CFO is to establish financial management skills and expertise in the field through the Offices of the Field Comptroller. The approved reorganization of the Office of the CFO on May 14, 1995, allows for the Deputy CFO for Accounting to provide policy direction, review and coordination of the fiscal and accounting responsibilities of the Department and, with the assistance of the ten Field Accounting Divisions, provide the accounting services for all administrative activities of the Department and for all operating programs, except for those administered by Government National Mortgage Association and FHA activities including mortgage insurance accounting. The CFO will maintain strong working relationships with field financial management executives by sponsoring semi-annual financial management conferences for the Field Comptrollers and the Field Accounting Directors. The CFO will also require expending travel funds due to the planned downsizing and restructuring of its Field component.
Contracts
|
Actual 1996 |
Budget Estimate 1997 |
Estimate 1997 |
Current Estimate 1998 |
Increase
+ Decrease - 1998 vs 1997 |
---|---|---|---|---|---|
|
|||||
Management Studies | $162 | $340 | $50 | $150 | $100 |
Technical
Services
|
201 | 510 | 200 | 310 | 110 |
Total | 363 | 850 | 250 | 460 | 210 |
Management Studies. The continued development and implementation of an exemplary system of program internal controls, material weakness verification reviews, integration of financial management information systems, and development of handbooks and directives on financial policy including the use of audited consolidated financial statements, reporting on cash and credit management, and credit reform guidelines will be accomplished through contract services.
Technical Services. These funds are for specialized technical support within the CFO. For example, Technical Services funds will be used to support the following:
Line of Credit Control System (LOCCS), which is a computerized cash management and disbursement system developed for the Department to assist the CFO in planning, accounting, and evaluating HUD disbursement within specific program areas;National Science Foundation (NSF), in which the Department has a Memorandum of Agreement (MOA) authorizing fiscal year payments for FinanceNet Services that support the independent public Internet network established by the Vice President's National Performance Review and operated by the NSF as the electronic document clearing house of the Joint Financial Management Improvement Program;
Department of Justice (DOJ), in which the Department has a Reimbursable Agreement (RA), provides the CFO with data preparation and microfilm services for accounting records on several Departmental programs;
Professional Software Consortium, Inc., provides the CFO with an annual maintenance agreement and software upgrade(s) for the Civilian PCS Program for the Department's National Relocation Center; and
PAJ Business Staffing, provides temporary clerical support for the CFO's Deputy Chief Financial Officer for Finance where there is a vacant secretarial position.