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Financial Management Service

Financial Management Service. Introduction. Dana Strecker Bureau of Public Debt/ARC Project Manager, Accounting Services Division Partnering with Financial Management Service and Federal Reserve Bank of Boston. p. 2. Agenda. IPP Review IPP Team IPP’s Workflow Implementation strategy

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Financial Management Service

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  1. Financial Management Service

  2. Introduction • Dana Strecker • Bureau of Public Debt/ARC • Project Manager, Accounting Services Division • Partnering with Financial Management Service and Federal Reserve Bank of Boston p. 2

  3. Agenda • IPP Review • IPP Team • IPP’s Workflow • Implementation strategy • Planning for IPP

  4. Why IPP? • Workflow application will increase efficiency and improve communication during the invoice approval process • Best practice to use available government systems • Partnership with FMS • IPP allows users from vendor/agency/ARC to see and use the full history of the transaction

  5. HowDoes the IPP Benefit Agencies? Streamline processes and eliminate time- consuming inefficiencies • Improves document flows through automation • Provides a new channel for electronic presentment of invoices, reducing expenses associated with paper and postage • Reduces late payments; increases discount opportunities • Minimizes time spent responding to payment-related email and phone inquiries through vendor self-help over the Web

  6. A Web-based payment information service made available to Federal agencies and their suppliers by the Treasury’s Financial Management Service (FMS) A free service for government agencies and our suppliers Internet Payment Platform Is

  7. Implementation Costs • Free service from FMS • No licensing fees or required client software • Implementation and ongoing administrative processes • IT and subject matter experts (ARC) • Communication and security software/hardware (ARC) • Documenting business processes (joint effort)

  8. A centralized purchase order, invoice, and payment portal in the Order-to-Pay process for agencies and their suppliers A modular platform, not “One Size Fits All” Internet Payment Platform Is

  9. IPP Modules • IPP is implemented in a modular fashion • Choose modules that will be most helpful • Leverage existing Agency investments in financial systems • Opportunity for incremental transformation • Select services appropriate to an Agency’s needs: • Payment and adjustment reporting • Purchase order • Invoice • Invoice routing for on-line approval (Workflow)

  10. A means to aggregate suppliers across multiple Government agencies– deploy a vendor once to transact with all participating agencies Interfaces with all major financial systems via file exchange Internet Payment Platform Is

  11. Internet Payment Platform Is NOT • A replacement for an agency procurement or core financial system • A new payment or certification process • A replacement for Central Contractor Registration (CCR)

  12. IPP Information Flow Overview Agency Purchasing IPP Purchase Orders (w/updates) 1 Invoices 4 Agency A/P 5 Invoice Status 6 Payment Request Payment Information 7 Workflow Treasury Regional Operations Payment Information 8 ACH Web Display Workflow 9 Vendor’s Bank * 2 POs Invoices, Acks & ASNs 10 3 Account Reconciliation Vendor (A/R System) Vendor (Invoicing System) Vendor (Ordering System) • ACK is purchase order acknowledgement by Supplier • ASN is an advanced shipping notice *

  13. IPP Team Treasury Web Application Infrastructure (TWAI): • Is a shared user environment • Provides hosting environment available 24/7 (except maintenance window) • Provides technical operations • Provides data security • Provides users provisioning - Username and Password for login

  14. IPP Team Agency and Supplier customer service support available through the FRBB • M-F (except Bank holidays) 8:00 am to 6:00 pm, EST • FRBB dedicated team • Programmers and analysts • Help desk • Implementation support

  15. PAID Migrated to IPP - October 2008 Payment Advice Internet Delivery (PAID) services now offered by IPP: • The IPP uploads payment information for registered suppliers and sends email notifications • Future agencies that implement the IPP benefit from reduced vendor enrollment efforts • Opportunity for IPP-PAID vendors to transact with IPP agencies to send and receive electronic invoices and POs

  16. IPP’s Workflow Defined Workflow is highly configurable and therefore very flexible and powerful Controls the movement of documents Assignment is based on order and invoice data Different types of invoices Invoice – PO (referencing) Invoice – Non-PO (non-referencing) Agency-entered (self-service) p. 16

  17. Workflow Defined Typical workflow allows: Email notification Approval (multiple levels possible) Rejection Automated delegation Reassignment Automated escalation (after email reminder) And controls whether (and when) the document is passed to the agency’s core financial system. p. 17

  18. Workflow Defined - Levels User User User User User User User User User Escalation Escalation Escalation User User User - Multiple levels of delegation or manual reassignment - 2 Levels of Escalation - Multiple levels of Approval User User User User User User User User User To Oracle User User User Escalation User Escalation User Escalation User User User User Rejection Approval Routing Rules For tasks Approval Approval User User User User User User User User User User User User User Delegation User User p. 18

  19. Implementation strategy Phase I - Intra-governmental pilot • BEP is disbursing agency • ARC is collector • Opportunity to experience functionality that our vendors will use • Opportunity to provide feedback on possible use for intra-gov transactions

  20. Implementation strategy Phase II – Pilot agencies • Three customers who are representative of increasingly complex processes • Recruit a few pilot vendors • Work with vendors, COTRs and ARC personnel to identify and document best practices and lessons learned • Recruit more vendors for pilot agencies • Self-service for remaining vendors

  21. Implementation strategy Phase III – All customers • Schedule remaining customers • Recruit a few pilot vendors • Provide training to COTRs and ARC personnel • Continue to refine best practices and benefit from lessons learned • Recruit more vendors • Self-service for remaining vendors

  22. Planning for IPP Think about these questions • Would you would like to be early or late in our schedule? • Who will be our primary contact in your organization? • Do you want to make changes in your approval process – number of approvals required or how escalation works, for instance?

  23. Planning for IPP Vendor selection for pilot and beyond Vendors already registered in IPP Smaller companies COTRs who handle change well Most complex routing p. 23

  24. Thank You For more information visit www.ipp.gov Please forward questions and comments to: Dana Strecker,BPD Project Manager (304) 480-8460 Dana.Strecker@bpd.treas.gov

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