Behind everything the Public Sector Practice does, is a considered and in-depth point of view. Read the most recent publications from some of our most experienced professionals.
Building a Customer-Centric Shared Service
In pursuing customer-centricity, Federal Shared Service Providers (FSSPs) are different than commercial enterprises in that the primary focus may not actually be happy customers. Federal customers are unique as they cannot easily switch FSSPs once on-boarded. Learning as much as possible about customers and how they interact with an FSSP’s services to make the overall operation and use of available technology more efficient is the primary objective. FSSPs want to transport what they know about one customer to the others in an efficient manner, and learn to anticipate customers’ needs before they state them, to save time and effort in operations - which in so doing, will also yield greater customer satisfaction.
Agile Defense: Sustainable Cost Reduction on the Path to Greater Agility
Throughout history, great powers have been challenged to balance strategies and capabilities against available resources. From the Roman Empire to today, nations have felt the tug of resource limitations as they’ve sought to fashion comprehensive security strategies. Those powers agile enough to adapt to the evolving security environment, while successfully leading change and managing precious resources, inevitably were sustained and have prevailed. Those powers that were hide bound and unadaptable often over-reached their resources and were doomed to decline and ultimately to irrelevance.
Credit Reform Accounting: Navigating the Complexities of Federal Credit Programs
The Federal government has over 130 direct loan or loan guarantee programs across 16 agencies that are subject to complex credit reform requirements. Over the last 10 years, the amount spent on federal credit programs has more than doubled, and, as such, there has been an increased emphasis on the proper implementation of FCRA.
Financial Management Solutions: Addressing Initiatives through Value Driven Performance
PwC’s Public Sector Practice supports clients in managing cost-effective and value-driven financial operations. We offer a broad network of professionals with deep federal financial management experience and technical proficiency. Within our own teams and with our clients, we work collaboratively and are open and direct. Our networks, experience, industry knowledge, and business understanding distinguish the way we work. PwC is ready to help you thrive in this complex and dynamic business environment.
Intragovernmental Accounting Transactions: A Practical Approach to Sustainable Reconciliation
The new Treasury Financial Manual requires additional intragovernmental transactions (IGTs) analysis and reporting. PwC has extensive experience in designing processes to address complex challenges, such as unreconciled IGTs. Our approach focuses on identifying root causes of IGT differences and supporting our clients in putting corrective actions in place to eliminate those differences. We support our clients not only in identifying and resolving differences, but also by having a system in place to circumvent differences from the beginning. The PwC approach helps move clients from an Initial Operating Capability through a Sustainable Process and finally into an Optimized State.
Shared Services: Addressing risks and achieving intended outcomes
Federal agencies are challenged with cost effective system implementations and shared service migrations that are expected to efficiently deliver strategic and tactical benefits without compromising the integrity of the existing environment or violating compliance requirements. Successful delivery of shared services can significantly impact an organization’s efficiency and reputation. With such high risks, management can benefit from gaining comfort that their implementations will achieve their intended results. PwC can help you manage these risks and deliver a successful project.
Public sector sustainable cost reduction
A government that "works" is one that operates as a good steward of taxpayer funds, invests in programs and organizations that have public impact, and discontinues programs and organizations that do not provide value. With increasing pressure to reduce costs due to the ballooning Federal deficit, and to invest in programs that stimulate an apprehensive economy, policymakers require unprecedented accountability for Federal performance. Disciplined cost management is critical in achieving this transparency and accountability.
Real property portfolio optimization
Operating in a secure, efficient physical environment is essential to completing agency missions, housing a motivated workforce, and managing changing priorities. This paper explores how we help Federal agencies to identify and overcome key challenges to efficient and economical management of their real property asset portfolios and to comply with Federal real property guidelines.
The waves of change in Federal human capital management
It has never been more essential for federal agencies to staff the right people in the right positions — and to retain them and their valuable knowledge. Now, more than ever, the ability to perform vital missions relies on a human capital management system that is decisive, responsive, accountable, and agile. Human capital management is a major business priority for federal agencies. Waves of recent change have had an impact on the federal workforce and the way human capital is managed.
Insights and Trends:
Current Portfolio, Programme, and Project Management Practices
With increased scrutiny over budgets and “doing more with less,” efficiency and effectiveness are key factors of successful organizations. The data from the 2012 edition of the survey to help identify correlations between Project Management (PM) and organizational success within five key performance indicators (delivering projects on time, within budget, to scope, to quality standards, and with the intended business benefits). In the 2012 survey, the third of its' nature, PwC continued our analysis to determine the current state of PM maturity and the characteristics of higher-performing projects. The survey also set out to find out more about current trends and best practices in PM. We evaluated what was working well, and where areas for improvement were needed within the PM discipline.
The CRO Agenda: Articulating the Value of Enterprise Risk Management
With a rise in uncertainty and an increasingly complex government mission, effective risk management has become critical to the success of federal agencies.
The CRO Agenda: The Role of the Federal Chief Risk Officer
The role of a Chief Risk Officer (CRO) has gained renewed interest within the federal government. A CRO can empower the agency to identify events that could negatively or positively impact the agency’s ability to meet its mission and objectives and to effectively manage the negative events, risks, while reaping the full benefits of the positive events, opportunities. In order to do this, the role must be established and implemented properly. PwC can help.
Connecting Your Strategy to Operations: Is Risk Really Getting in the Way
Risk seems inescapable in today’s complex world. As complexity has increased – new regulations, evolving operations, massive IT systems – so too has transparency. Risks – and the failure to manage them – are more visible than ever. In the Federal government, this visibility has required that agencies evolve compliance programs that once quietly operated in the back office to more front and center program integrity efforts under the watchful eye of Chief Risk Officers (CROs).
Enterprise Risk Management Solutions
Enterprise Risk Management (ERM) is a comprehensive, systematic approach for helping all organizations, regardless of size or mission, to identify events and measure, prioritize, and respond to the risks challenging its most critical objectives and related projects, initiatives, and day-to-day operating practices. ERM is not limited to one event, circumstance, or function. It is a dynamic, collaborative process that unfolds over time and permeates every aspect of an organization’s mission, goals, resources, and operations. It involves individuals at every level and requires applying a portfolio view of risk across the entire organization. By embedding risk management techniques into day-to-day operations, your organization can be better equipped to identify events affecting its goals and to manage risks in ways that are consistent with your risk appetite.
The Data Act: A Revolution in Government Technology
The DATA Act amends and augments FFATA in order to increase accountability, transparency, accessibility, quality, and standardization in federal spending data. Under the law, each federal agency will report financial and payment information in accordance with government-wide financial data standards, developed and issued by Treasury and OMB. The wide array of reports and data compilations related to spending that currently exist – financial management, payments, budget actions, procurements, grants, and assistance – can be standardized and streamlined.
Enhancing Federal Cybersecurity through Continuous Monitoring
Federal agencies have increasingly complex requirements placed upon them to report performance metrics and other data to OMB, Congress, and other stakeholders. At the same time, the multitude of disparate information system present in many agencies make obtaining visibility into an agency’s performance complex and time consuming. PwC assists clients in meeting these challenges by bringing in-depth knowledge of key business processes and a flexible reporting platform that enables Federal agencies to rapidly stand up reporting tools to meet constantly changing performance reporting requirements.
Agile defense: Re-defining defense organizations as agile enterprises
Familiar combat tactics combined with new threats requires defense organizations to become agile, which will demand strong leadership to successfully implement such strategic changes to defense operations.
Continuous monitoring strategy planning
Information systems and the environments in which they reside are inherently dynamic and are constantly changing. These changes are driven by many factors, including the organization’s mission, user requirements, technological advancements, and maintenance needs. Security risks continually evolve and challenge federal agencies to look for ways to proactively identify, evaluate, and manage system risks.
Developing an enterprise FISMA transition plan
Taking a strategic approach to planning and implementation is required in order to achieve a successful information security program. Since the enactment of FISMA in 2002, most Federal agencies have taken a tactical approach to measuring progress against a scorecard.
Developing a scalable and sustainable FISMA compliance program
The Federal Information Security Management Act (FISMA) was established in 2002 to guide Federal agencies in developing and assessing their information security programs. Annually, each agency must report FISMA compliance for information systems supporting their operations, including systems managed by third-parties. The Office of Management and Budget (OMB) issues guidance, on an annual basis, in the form of a questionnaire for both the agency Chief Information Officer (CIO) and Inspector General (IG) to report FISMA compliance.
Federal Government Environmental Stewardship
Implementation of E.O. 13514 requires agencies to integrate sustainability goals with their mission and strategic planning practices. Each agency is charged with developing a Strategic Sustainability Performance Plan that prioritizes the agency’s actions toward the Executive Order goals.
Federal Real Estate & Sustainability
Examining relationships among the sustainability components shows that many of the inputs and outputs are directly affected by real estate operations and management, making facility managers and other property stakeholders critical players in effecting change.
Architecting for unpredictability: Interactive data
Interactive data is data that has been digitally ‘tagged’, giving it a structure and context, much like a bar code defines the attributes of a specific product. Digital ‘tags’ enable data to be shared without the need for integrated systems. It doesn’t change the data; it simply adds structure, so a variety of users can use it to meet their own information needs. Interactive data makes it easier and cheaper to use data for whatever the need.
IT Security Services
In a globally connected world, technology brings new opportunities to collaborate and conduct business like never before. However, this increased connectivity can also leave organizations vulnerable to a host of new and unique threats. Federal agencies in particular must secure critical infrastructure, comply with regulations, and both protect and share sensitive information. With no room for system error, agencies require absolute certainty regarding the confidentiality, integrity, and availability of their information. PwC has the experience to meet the information-security needs of the federal government.
Pursuing IT Value: Meeting mission critical needs with the right IT investment
Government agencies have spent heavily to improve their technology capabilities but have much to do and question how to get more value for the current level of spending. Only a very small fraction of money is spent ensuring that organizations maximize their investment. Government agencies should look at their culture, their decision-making apparatus, and their “business of IT ecosystem” in order to achieve full IT value. Improving an organization’s ability to plan, capture, and retain IT value may require slow improvements in the IT value ecosystem, as there may be no more highly leveraged way to increase IT value.
IT Optimization: Navigating Fiscal Austerity
The Federal Government faces a situation similar to that of the private sector in the early 2000s. Many corporations experienced rapid growth in the late 1990s. Companies spent tens of millions of dollars on ERP, CRM, and other enterprise IT systems. As the below graphic illustrates, large enterprise systems grew corporate expense budgets at an unprecedented rate in the form of support, maintenance, enhancement, operations, and amortization. The late 1990’s technology and dot com busts, multiple downturns, and a recession caused industry to change their spending habits and drive cost out of their baseline. Some succeeded, many failed, and a few went bankrupt.