Department of the Navy DON Business Transformation Update

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Department of the Navy DON Business Transformation Update “The Role of OMB A-123, Appendix

Department of the Navy DON Business Transformation Update “The Role of OMB A-123, Appendix A (Federal Version of Sarbanes-Oxley)” Presented to: ASMC Washington Chapter 11 October 2006

Accounting irregularities in the private sector led Congress to tighten reporting requirements for businesses.

Accounting irregularities in the private sector led Congress to tighten reporting requirements for businesses. OMB Circular A-123 (Appendix A) establishes comparable Internal Controls reporting for the federal sector. FIAR, FIP, and Managers’ Internal Control Program are all integrated. – Sarbanes-Oxley (SOX) Act of 2002 and FMFIA/OMB A-123 - Enron, World. Com, and Tyco accounting scandals resulted in a decline of public trust - Public should also have trust in how their government is using taxpayer dollars - Both Acts require management (CEOs, CFOs, Secretaries) to certify, or attest to the effectiveness of internal control over financial reporting. However, SOX prescribes criminal penalties. – Relationship to the Do. D - Do. D Component Heads must provide certification to OSD that controls are effective - Reported separately in the Annual Statement of Assurance (SOA), under the purview of FMFIA Over Financial Reporting - Implementation is integrated into the FIAR effort – Relationship to DON Financial Improvement Program (FIP) - Serves as the “validation” process of the FIP - Provides sustainment of FIP efforts - Implementation of OMB A-123, Appendix A is integrated into DON FIP effort 1

A clean audit on private sector financial statements is mandatory and ingrained; it reflects

A clean audit on private sector financial statements is mandatory and ingrained; it reflects highquality financial information and organizational credibility. Consider that: – In the private sector, achieving an unqualified or “clean” opinion is considered normal business – but with some recent problems (e. g. , Enron) – If DON were a Fortune 500 Company, we would be #5, just above General Electric – Do. D is the most significant Cabinet-level Department without an acceptable audit opinion – We apply rigor and discipline to operational missions (e. g. , nuclear power, flight safety, etc. ). Why not be as thoughtful, methodical, and accurate in financial management? 2

Business process transformation recognizes the need for an enterprise-wide, integrated effort, aligning DON with

Business process transformation recognizes the need for an enterprise-wide, integrated effort, aligning DON with the President’s Management Agenda, Do. D Business Transformation, and Congressional intent. Do. D Business Enterprise Architecture (Do. D Financial Improvement and Audit Readiness (FIAR)) Current Environment (Stove-piped) Human Resources Materials Mgmt Supply Mgmt Program Mgmt Financial Mgmt DON Business Transformation Future Environment (Integrated) DON Financial Improvement Program People (NSPS) Processes (Lean Six Sigma) Internal Controls (MICP/A-123) Systems (Navy ERP) Human Resources Supply Management Program Management Enterprise Transition Plan Materials Management Financial Management Data/Stds (SFIS) Systems (FAM) 3

The Department’s Business Transformation Program will continually mature as Do. D’s Enterprise Transition Plan

The Department’s Business Transformation Program will continually mature as Do. D’s Enterprise Transition Plan is executed. DON Business Transformation Council Oversight As-Is Environment Existing Processes Discovery & Correction Non-standard Controls Legacy Systems Audit Disclaimers Transition Plan Business Process Transformation “To-Be” Environment Best Practices A-123 Certified Controls N-ERP BTA/BEA Unqualified Audits Opinions 4

To summarize, DON’s Financial Improvement Program (DON FIP) integrates several initiatives advancing business processes,

To summarize, DON’s Financial Improvement Program (DON FIP) integrates several initiatives advancing business processes, systems, and people. Key Success Factors: – Business rules and documentation – Sound systems environment – Ready access to audit trails and audit evidence – A paradigm shift – management takes ownership of the financial integrity of its processes – Human Capital Processes supported by a performance-based culture – Implementation, testing, and certification of Internal Controls over Financial Reporting (required by OMB A-123, Appendix A) 5

FIP Focus Areas Appendix A FIAR The methodical trail to an audit opinion prescribed

FIP Focus Areas Appendix A FIAR The methodical trail to an audit opinion prescribed by the FIAR process incorporates continual testing of controls, as A-123 Appendix A calls for. Focus Areas are at different stages along the audit continuum; Investments and Debt are the Focus Areas most advanced. FIAR/A-123/FIP are all inter-related. Discovery & Correction Validation Flowchart Risks Controls Real Property Military Equipment Accounts Payable Accounts Receivable Inventory and OM&S Test Controls Assertion Assessment Audit Statement of Assurance Environmental Liabilities FECA Liability Fund Balance with Treasury Appropriations Received Investments Debt 6

DON FIP Validation Approach Aligns with A-123 Financial Reporting Requirements DON Processes Established by

DON FIP Validation Approach Aligns with A-123 Financial Reporting Requirements DON Processes Established by Authoritative Guidance Analyze Risks Assess Controls Document Findings = = A-123 Certification in SOA / Audit Readiness Corrective Action Continuous Monitoring Risk/Control Point Process Improvement & Standardization 7

To conclude: Internal Controls Over Financial Reporting (A-123, Appendix A) involves all business managers--

To conclude: Internal Controls Over Financial Reporting (A-123, Appendix A) involves all business managers-- not just financial managers. Keys to Do. D/DON Success: - Awareness - Relevance - Execution 8