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US Department of Education Principal Office Functional Statements
Office of the Chief Financial Officer

Functional Statements > Office of the Chief Financial Officer

SECTIONS

I. MISSION AND RESPONSIBILITIES

II. ORGANIZATION

III. ORDER OF SUCCESSION

IV. FUNCTIONS AND RESPONSIBILITIES OF OCFO COMPONENTS

V. PRIMARY DELEGATIONS OF AUTHORITY

I. MISSION AND RESPONSIBILITIES

The Office of the Chief Financial Officer is headed by a senior official, appointed by the President and confirmed by the Senate, serving as the Chief Financial Officer.

The Chief Financial Officer serves as the principal advisor to the Secretary and Senior Officials on all matters related to financial management, financial management systems, financial control and accounting, cooperative agreements and acquisition management and related training. The Office performs the following functions:

  • Oversees all financial management activities related to the programs and operations of the Department.
  • Prepares a variety of reports for the agency’s senior leadership integrating key financial information with major Department policy activities and performance objectives.
  • Oversees credit management issues and trends relative to student financial assistance programs and makes recommendations and develops alternative strategies based on sound principles of credit and financial management.
  • Develops, manages, and provides policy guidance and oversight of the Department's fiscal management activities and operations. Provides leadership and direction in the areas of internal control and assessment, financial management training, post audit activities, debt collection, and indirect cost determination.
  • Prepares and transmits reports on Chief Financial Officer functions to the Secretary, the Congress, and OMB.
  • Fulfills the responsibilities of the Chief Acquisition Officer.
  • Develops, manages, and provides regulatory, policy, and procedural guidance and oversight to the Department’s acquisition system and completes acquisition management reporting requirements.
  • Establishes and maintains requirements for acquisition workforce development and career management.
  • Manages the Department's contracts and purchasing activities.
  • Coordinates the implementation of ED Regulations for the Protection of Human Subjects in extramural and intramural research projects.

II. ORGANIZATION

The Office of the Chief Financial Officer (OCFO) is under the supervision of the Chief Financial Officer, who reports to the Secretary and Under Secretary.

Organization Chart

III. ORDER OF SUCCESSION

In the event that the Chief Financial Officer dies, resigns or is otherwise unable to perform the functions and duties of the office, and the office is thereby deemed to be vacant, the Deputy Chief Financial Officer for Financial Management shall temporarily perform the functions and duties of the office in an acting capacity.

In instances where the office is not vacant, but the Chief Financial Officer is absent, the following officials, in the order shown, shall perform the functions and duties of the office:

  • Deputy Chief Financial Officer for Financial Management
  • Deputy Chief Financial Officer for Management and Operations
  • Director, Financial Management Operations

IV. FUNCTIONS AND RESPONSIBILITIES OF OCFO COMPONENTS

  • IMMEDIATE OFFICE OF THE CHIEF FINANCIAL OFFICER

The Immediate Office of the Chief Financial Officer provides overall direction, coordination, and leadership to the following elements:

Financial Improvement Operations;
Financial Management Operations;
Contract and Acquisitions Management; and
Enterprise Procurement Initiatives
In addition, the Immediate Office oversees the activities of the Executive Office.

Executive Office

Within the Office of the Chief Financial Officer, the Executive Office is responsible for: establishing procurement priorities and schedules; coordinating all procurement activities; processing accounts payable for purchase and delivery orders; formulating and executing administrative, central ADP, and central telecommunications budgets; managing human and financial resources; developing internal administrative policies and procedures; directing and coordinating policy reviews of regulations, legislative documents, GAO reports; computer-based information systems; management analysis and correspondence control.

In performing its responsibilities, the Staff:

  • Serves as the principal liaison between OCFO's functional elements, providing guidance within OCFO governing procurement activities that support the Department's Education Central Automated Processing System (EDCAPS). The Staff functions as the primary source of administrative information within OCFO regarding procurement policies and procedures.
  • Manages procurement activities within OCFO, coordinating the preparation of procurement documents and the completion of required clearances; maintaining accurate records of individual activities; and paying invoices received from vendors.
  • Plans, formulates, and presents the personnel ceiling request and annual budgets for the Program Administration, central ADP, and central telecommunications accounts for all OCFO units and develops the annual fiscal spending and operating plans for these accounts.
  • Certifies funds availability and approves all expenditures and obligations for OCFO administrative and program accounts, ensuring compliance with the Anti-Deficiency Act. Maintains personnel ceiling control and performs all financial execution functions including analysis of monthly obligation document reports, status of funds reports, and the planned versus actual expenditure reports.
  • Operates OCFO's personnel management system including recruitments, promotions, employee development, performance appraisals, awards, and security investigations. Develops or reviews OCFO position descriptions and functional statements. Serves as liaison and coordinates performance appraisals and incentive award recommendations to assure adherence to budgetary constraints and departmental policies, directives, and regulations; and ensures their timely completion.
  • Serves as the Principal Office's EEO representative, acting as a liaison between OCFO and EEO.
  • Manages the functions of the correspondence control unit, assigning documents to appropriate OCFO staff for review and clearance. Assists the Office's major elements in the preparation and production of OCFO reports, submissions, documents, and testimony; and reviews drafts and final versions of these materials.
  • Coordinates and monitors the receipt and distribution of grant applications to Principal Offices.
  • Designs, plans, and executes OCFO office automation activities, ADP equipment acquisitions, and the relevant application of all aspects of Department ADP Security program; recommends the most efficient approach in terms of configuration, security, and capacity for OCFO's present and future needs.
  • Serves as OCFO's Contracting Officer, ADP Security Representative, Personnel Security Representative, Freedom of Information Officer, and Records Management Representative.
  • Provides all administrative and facilities management services for OCFO employees including space planning, payroll liaison, property inventory control, travel, training, supplies, and health and safety.
  • Also serves as the Executive Office for the Office of the Chief Information Officer.

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  • FINANCIAL IMPROVEMENT OPERATIONS

Financial Improvement Operations (FIO) provides leadership and direction in the areas of internal control assessment, financial management training, post audit activities and indirect cost determination.

In carrying out its responsibilities, FIO:

  • Develops and implements Departmental policies related to audit follow-up
  • Oversees the Department's audit resolution operations.
  • Resolves discretionary grant audits and various formula grant audits for the Department.
  • Negotiates indirect cost rates on behalf of the Federal Government for all State Education Agencies and other entities in which the Department holds a predominate financial interest.
  • Develops and implements indirect cost policy.
  • Coordinates non-FSA improper payment risk assessment.
  • Designs and implements internal audit initiatives to reduce risks in the Department’s lines of business
  • Develops and directs the Department's implementation of the requirements for the Federal Managers' Financial Integrity Act of 1982 and OMB Circular A-123, Internal Control Systems

FIO's Director reports to the Deputy CFO for Management and Operations. The Director provides overall leadership and coordination to the immediate office staff of FIO and to the following components:

Post Audit Group;
Indirect Cost Group; and
Internal Control and Operations Group

Post Audit Group

The Post Audit Group is responsible for policy development, implementation and oversight for the Department's response to the Inspector General Act of 1988 (P.L. 100-504), the Single Audit Act of 1984, and related OMB requirements under 2 CFR 200. The office also resolves discretionary grant audit findings and various formula grant audit findings. PAG leads the Department's triage activities.

In carrying out its responsibilities, PAG:

  • Oversees revisions to the Handbook for the Post Audit Process and development of Department external audit policy.
  • Resolves discretionary and various formula grant audit findings and prepares Program Determination Letters (PDLs) and Audit Clearance Documents (ACDs).
  • Processes single audits of state and local governments and non-profit organizations.
  • Analyzes, reports, and forecasts non-recoverable funds related to audit resolution due to statute of limitations.
  • Coordinates Department-wide external audit resolution and oversees closure of audits.
  • Provides technical advice and training to external and internal customers on external audit follow-up responsibilities.
  • Serves as the Department's liaison with OMB on fulfilling agency responsibilities under the Single Audit Act.

Indirect Cost Group

The Indirect Cost Group is responsible for developing, implementing and managing the Department’s indirect cost policy in accordance with OMB guidance under 2 CFR 200.
In carrying out its responsibilities, the Group:

  • Negotiates and establishes indirect cost rates on behalf of the Federal Government for all State Education Agencies; and negotiates and establishes indirect cost rates for other State agencies where the Department holds a predominant financial interest.
  • Negotiates and establishes indirect cost rates on behalf of the Federal Government for nonprofits and commercial firms where the Department holds a predominant financial interest.
  • Negotiates and settles liabilities resulting from excessive indirect cost reimbursement, resolves audits on indirect cost issues, and administers any related appeals.
  • Provides technical advice to external and internal customers on cost allocation issues under grants and contracts.
  • Serves as the Department's liaison with OMB on fulfilling the cognizant agency responsibilities for cost policy and oversight.
  • Oversees the program where States may receive delegations of authority to administer indirect cost oversight for their Local Education Agencies.
  • Develops and implements indirect cost policy.

Internal Control and Operations Group

The Internal Control and Operations Group is responsible for providing assurance that the Department is in compliance with numerous legislative and regulatory requirements that promote and support effective financial management and financial control. The Staff focuses on providing leadership in conducting internal control reviews, risk assessments, monitoring, performance analysis, and internal controls training.

In performing its responsibilities, the Staff:

  • Designs and implements internal audit initiatives to reduce risks in the Department’s lines of business. Ensure that the initiatives address all relevant legislative and regulatory requirements that promote and support effective internal control and financial management.
  • Develops and directs the Department’s implementation of the requirements for the Improper Payments Information Act of 2002; provides assistance to Principal Offices by reviewing and identifying programs and activities that may be susceptible to significant improper payments, developing estimates of improper payments, conducting data analyses to support efforts to reduce improper payments, and developing and monitoring the timely completion of corrective actions.
  • Develops and implements Department-wide financial management and internal control training.
  • Develops and directs the Department's implementation of the requirements for the Federal Managers' Financial Integrity Act of 1982 and OMB Circular A-123, Internal Control Systems
  • Develops policy and provides oversight for the Department’s internal control and audit follow-up activities.
  • Serves as the focal point for management policies and procedures related to internal audits issued by the Office of the Inspector General and the Government Accountability Office audits.
  • Oversees the resolution and closure of internal audits.
  • Tracks and reports on the status of audit follow-up activities, including preparation and publication of the Department's Semiannual Report to Congress on Audit Follow-up.
  • Manages the enhancement and maintenance of the agency’s Audit Accountability and Resolution Tracking System (AARTS), including updates to the Users’ Manual.

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  • FINANCIAL MANAGEMENT OPERATIONS

Financial Management Operations (FMO) is responsible for processing, reconciling, evaluating, and reporting all agency financial transactions; certifying financial transactions, producing internal financial management reports and analyses; preparing the Department’s monthly, quarterly, and annual financial statements and related notes and schedules; and coordinating the external audit of the agency’s financial statements.  The office is charged with ensuring the accuracy and timeliness of all agency financial data; making timely and appropriate adjustments to the financial reports and statements; establishing and maintaining financial management policies and procedures; assessing risks and identifying and evaluating financial management controls; monitoring financial management systems; and ensuring the Department’s compliance with applicable laws and regulations.  FMO directs cash management activities within the agency and manages the Department’s accounts payable and accounts receivable portfolios.  The organization is the Department’s principal liaison to the U.S. Government Accountability Office (GAO), the U.S. Department of Treasury (Treasury), the Office of Management and Budget (OMB), and other regulatory and legislative entities in matters related to the agency’s financial accountability and required financial reporting; in this regard, FMO reviews and coordinates directives, other requirements, and initiatives from these organizations. 
The Director, FMO, reports to the Deputy CFO and provides overall leadership. In addition, the FMO Deputy Director provides day-to-day oversight and coordination to the immediate office staff of FMO and the five groups listed below.

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The FMO Immediate Office:

  • Supports Director, Deputy Director, and FMO senior staff by providing executive level support, technical advice, and expert guidance on Government-wide and Department-wide initiatives.
  • Reviews Government-wide regulations and develops policy and procedural recommendations.
  • Coordinates the Department’s response to external requests and initiatives from OMB, GAO, Congress, Treasury, and other entities.
  • Assists with business process analysis and reengineering.
  • Provides office management and administrative support.
  • Manages human capital and contract management support for FMO.
  • Coordinates FMO special projects by providing project management support.
Cash & Business Financial Management Services Group

The Cash & Business Financial Management Services Group is responsible for Departmental cash reporting and reconciliation of loan, grant and administrative program activities. The group is also responsible for the reconciliation of the Department’s various payment sub systems. In addition, the group collects, analyzes, and distributes grant award data, financial reports, and other financial and performance data to support policy development and inform management decisions affecting the Department’s discretionary and formula grant programs and other administrative payments.
In carrying out its responsibilities, the Group:

  • Reconciles the G5 payment system to the general ledger and documents and resolves discrepancies and submits them to FMO management.
  • Prepares the FMS 224 Reports to the Treasury that report disbursement, receipt, and collection transactions according to appropriation, fund, and receipt account.
  • Reconciles the travel system, contracting system, and payroll system to the general ledger and documents and resolves discrepancies and submits them to FMO management.
  • Produces internal management reports and promotes improvements in financial management operational performance by all Principal Offices and Executive Officers.
  • Produces vendor and recipient payment history reports and develops metrics to highlight unusual activity for further analysis.
  • Coordinates the Cash Management Improvement Act of 1990 within the Department and with Treasury to ensure efficiency, and equity in the exchange of funds and more timely use of funds and return of interest between the Federal Government and states.
  • Maintains the Fund Balance with Treasury (FBWT) reconciliation and produces monitoring reports.
  • Manages completion and distribution of discretionary grant award status and other performance reports to inform management decision-making.
Accounts Receivable & Bank Management Group

The Accounts Receivable & Bank Management Group is responsible for managing administrative accounts receivables and processing recipient bank change requests consistent with sound internal controls.  The group is also responsible for ensuring that supporting documentation is filed in a timely manner and that records management requirements and archiving protocols are observed.  In addition, the group shall adhere to reporting, reconciliation, and discrepancy resolution due dates based on FMO management approved deadlines.
In carrying out its responsibilities, the Group:

  • Manages the Department’s administrative receivable and promissory note portfolios.
  • Establishes accounts receivables and coordinates with Program Offices on proof-of-debt requirements in support thereof.
  • Applies receipts on administrative receivables and promissory notes.
  • Processes monthly allowance and other accounts receivable-related accruals.
  • Reconciles accounts receivable trial balances (FMSS sub-ledger) and Nortridge Loan System promissory notes to the general ledger; researches, documents, and resolves discrepancies.
  • Researches and resolves miscellaneous receipt revenue/contra-revenue activity.
  • Coordinates with financial representatives from educational institutions to negotiate debt repayment terms, refers delinquent debts to private debt collection contractors/Treasury, and writes off uncollectible debts.
  • Coordinates with Program Offices and OGC on reimbursement funding and offsetting of delinquent debts.
  • Maintains the G5 Banking Financial Information System (BFIS) for financial institution recipient depositor account information, ensuring that all recipient payments can be processed electronically through ACH or FEDWIRE.
  • Ensures that each request for an update in banking information is fully documented, controlled, properly stored, and accessible upon request.
General Ledger Group

The General Ledger Group is responsible for all loan, grant, and administrative program accounting activities – including ensuring the accuracy of accounting adjustments and estimates included in the Department’s financial statements. In addition, the Group assists in the preparation/coordination of all official loan program financial reports with Federal Student Aid (FSA) and Budget Service to be submitted to Treasury, OMB, and other government agencies; ensures that all needed high level loan account reconciliations are being performed; assists in the production of related financial reports to Treasury, OMB, and other government agencies; and prepares budgetary/proprietary reports for all appropriations.  The Group also performs Departmental account reconciliations and ensures that proper accounting policies and procedures are established and implemented throughout the Department.
In carrying out its responsibilities, the Group:

  • Maintains official accounting records of all funds; prepares trial balances and fluctuation analyses for these funds, and researches and resolves variances; and supports preparation of all official financial reports for the Department’s appropriations – including required adjustments and estimates included therein.
  • Maintains official summary accounting records of all loan funds.
  • Interfaces with FSA and Budget Service staff on all loan accounting matters.
  • Collaborates on high level loan fluctuation analyses of the loan trial balances, and in conjunction with FSA and Budget Service, researches and resolves variances.
  • Assists in the preparation and analysis of FMS 224 Reports to Treasury that report disbursement, receipt, and collection transactions according to appropriation, fund, and receipt account.
  • Prepares and analyzes the quarterly cohort analysis in conjunction with FSA and Budget Service.
  • Prepares the monthly Credit Reform Report Package for distribution to Department managers.
  • Advises operating grant and administrative program managers and their system staffs in maintaining accounting subsystem records.

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Data Integrity & Financial Controls Group

The Data Integrity & Financial Controls Group is responsible for managing processes and controls related to Department payments and other financial management data and managing activities pertaining to compliance with OMB Circular A-123, Appendix A. In addition, the group also manages organizational policies and procedures related to financial management operations and supports organizational data analytics processes. The Group is also responsible for administering payments associated with the agency’s purchase card program and managing accounts payable processes. Further, the group is responsible for using analytic tools and methods to ensure Department compliance with Prompt Payment Act requirements and to help estimate, prevent, detect, and recover improper payments.

In carrying out its responsibilities, the Group:

  • Manages the Department’s administrative payment process.
  • Manages the IPAC process – ensuring accurate and timely application of interagency funds to proper funds, ensures that all unmatched transactions are classified according to trading partner code, and acts as liaison between the Department and other agency trading partners for IPAC payments.
  • Coordinates the Prompt Payment Act requirements to ensure timely payments to vendors.
  • Manages the payment integrity application and analyzes results, including coordinating with program offices and OCIO to determine if an improper payment is about to occur or has occurred.
  • Coordinates improper payment reporting.
  • Reconciles Accounts Payable Trial Balances (APTB sub-ledger) to the general ledger and performs analysis of payable proprietary/budgetary relationships by fund/sector.  Discrepancies are researched, documented and resolved.
  • Manages the purchase card reconciliation and payment function, ensuring accurate and timely payments to the Department’s purchase card vendor and excellent customer service to the Department’s cardholders.
  • Generates Open Purchase Order reports in AP_PO system and reviews reports for missing trading partner codes, misclassified government vendors, and anomalies.
  • Manages the Department’s A-123, Appendix A processes.
  • Performs quantitative analysis of financial statements and qualitative risk assessment of business processes and reports findings to relevant stakeholders.
  • Identifies and develops key financial performance metrics.
  • Develops and maintains documentation of business processes.
  • Develops and maintains policies and procedures related to financial management operations.
  • Develops and implements organizational data analytics processes to promote the use of best practices in collecting, organizing and analyzing large sets of data.
  • Applies information-technology based data management and analytics to solve complex business problems.
  • Oversees FMO data management activities.
Accountability & Financial Reporting Group

The Accountability & Financial Reporting Group is responsible for preparing the Department’s financial statements and Agency Financial Report and producing other statutory and ad-hoc financial reports. The Group is also responsible for managing the intragovernmental accounting function. In addition, the Group coordinates the annual financial statement audit, including oversight of the annual Prepared-by-Client (PBC) process.
In carrying out its responsibilities, the Group:

  • Produces the Department’s and FSA’s monthly, quarterly, and annual financial statements, and footnotes – when applicable.
  • Prepares and publishes the Department’s Agency Financial Report in compliance with applicable OMB requirements.
  • Maintains the Governmentwide Treasury Account Symbol Adjusted Trial Balance System (GTAS) reporting process.
  • Prepares the annual special-purpose financial statements and accompanying notes contained in the special-purpose closing package, which is used by Treasury in the preparation of the Financial Report of the U.S. Government.
  • Prepares ad-hoc financial reports to inform stakeholder decision-making.
  • Manages intragovernmental accounting function, including submission of corresponding reports to Treasury, and coordinates with trading partners to resolve differences in amounts reported.
  • Coordinates the external audit of the Department’s annual financial statements and provides related guidance, counsel, and support to the Department’s senior management; manages the submission of PBC items; and serves as liaison between the Office of the Inspector General (OIG), the Department’s external auditor, Budget Service, FSA, and other stakeholders regarding audit and assurance related issues.
  • Coordinates tracking of financial statement audit Notices of Findings and Recommendations (NFR) issued by Department’s external auditor.
  • Manages contract supporting financial statement preparation.

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  • CONTRACTS AND ACQUISITIONS MANAGEMENT

Contracts and Acquisitions Management (CAM) is responsible for the solicitation, award, administration, and closeout of all contracts and other acquisition instruments for the Department including the ten Regional Offices, but excluding FSA. The office’s mission is to proactively lead the acquisition process, planning, negotiating, awarding and administering contracts, advancing the Department’s mission to serve America’s students.

In carrying out its responsibilities, the Immediate Office:

  • Supports ED’s socioeconomic goals through advocacy for appropriate use of small business prime and sub-contracting authorities, within applicable Federal and Departmental laws, regulations, guidelines and procedures.
  • Advocates for adequate competition in procurements throughout the Department.

The Director, CAM, reports to the Deputy CFO for Management and Operations. The Director is responsible for the overall management of the CAM’s procurement functions and provides leadership and coordination to the immediate office staff and to the following components:

Program Contracts Group;
Operations Contracts Group; 
Education Science Contracts Group; 
Performance and Logistics Group.

Program Contracts Group/ Operations Contracts Group/ Education Science Contracts Group

Each of the Contracting Groups provides contracting and acquisition support to designated client offices.

In carrying out its responsibilities, each group:

  • Develops acquisition plans in conjunction with program offices and advises clients on the preparation of requirement descriptions (statements of work), contractor performance measures, evaluation criteria and other aspects of the procurement process.
  • Prepares and issues acquisition solicitations, reviews incoming proposals and bids for conformity with requirements, and advises program offices in the evaluation of these materials.
  • Negotiates with offerors, performs pre-award reviews as necessary to assess the technical and business management capacity of offerors, makes source selection decisions, and awards contracts and other acquisition instruments and debriefs offerors.
  • Administers acquisition instruments including monitoring, providing assistance, reviewing and accepting interim and final deliverables and reports, reviewing and approving payments, assessing overall contract performance, reviewing and approving modifications, executing terminations as necessary, and closing out contracts.

Performance and Logistics Group

The Performance and Logistics Group provides support internally to the Director of CAM and other CAM staff, and externally to the Department’s principal offices.  In carrying out its duties, the Group:

  • Administers the Department-wide Acquisition Planning Process.
  • Coordinates the certification programs for the Department’s Acquisition Professionals (i.e. contracting officers, Contracting officer’s representatives, and project managers).
  • Prepares, publishes, and controls ED guides, handbooks, brochures, internet web site content and other materials governing CAM’s acquisition processes.
  • Administers the Department's Government purchase card program.
  • Coordinates the agency’s electronic commerce activities.
  • Reviews CAM solicitations and pre-award contract documents for compliance with the Federal Acquisition Regulation (FAR) and other applicable regulations and statutes.
  • Conducts internal reviews of CAM’s acquisition activities.
  • Maintains the electronic contract data requirements for agency automated management systems and preparing internal and external procurement performance reports.
  • Administers contract closeout activities.
  • Develops, recommends, establishes, implements, and maintains acquisition policies, regulations, procedures, and procurement performance measures for CAM, consistent with applicable Federal and Departmental laws, regulations, guidelines and procedures.
  • Provides guidance to CAM on acquisition-related policies issued by the Office of Federal Procurement Policy (OFPP), General Services Administration, Office of Management and Budget, and other authorities.

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  • ENTERPRISE PROCUREMENT INITIATIVES

Enterprise Procurement Initiatives (EPI) fosters acquisition excellence throughout the Department through policy development, oversight, and stakeholder engagement in support of the functions of the Senior Procurement Executive (SPE) and Chief Acquisition Officer (CAO).

The Director of Enterprise Procurement Initiatives reports to the Deputy CFO for Management and Operations and supports the Department’s SPE with the oversight and management of the Department’s procurement system.

In carrying out these responsibilities, the Director, EPI, provides leadership and coordination to the following two groups:

Advocacy and Policy Group

In carrying out its responsibilities, the Advocacy and Policy Group:

  • Develops and coordinates acquisition policies, regulations, procedures, and procurement performance measures for the Department, including FSA, consistent with applicable Federal and Departmental laws, regulations, guidelines and procedures.
  • Develops and disseminates guidance to the Department on acquisition-related policies and decisions issued by the Office of Federal Procurement Policy (OFPP), General Services Administration, Office of Management and Budget (OMB), Government Accountability Office (GAO), and other authorities.
  • Performs Acquisition Career Management functions including oversight of Federal Acquisition Certification programs and development of Department-wide policies implementing certification programs and other workforce programs.
  • Reviews and consults with the SPE, CAO, and Heads of the Contracting Activities regarding complex procurement matters, including reviewing documents for SPE and CAO approval or concurrence.
  • Coordinates the Department’s response to external requests and initiatives from OMB, GAO, Congress, and other entities.
  • Advocates, communicates, and develops partnerships with internal and external stakeholders, collaboratively resolves inquiries, and identifies potential solutions to systemic issues limiting the effectiveness of the acquisition function in the Department.

Accountability and Analysis Group

In carrying out its responsibilities, the Accountability and Analysis Group:

  • Performs of internal reviews of agency acquisition activities and coordinates of external reviews.
  • Manages the Department’s strategic sourcing and competitive sourcing programs.
  • Evaluates the acquisition activities and acquisition programs of the Department on the basis of applicable performance measurements.
  • Provides data analysis and reporting to internal and external stakeholders, including annual data quality certification and coordination.
  • Participates in Government-wide councils, workgroups, and initiatives to represent the Department’s interests and advance acquisition improvement throughout Government.

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Last Modified: 06/01/2018