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• W239642959 abstract "The Chief Financial Officers (CFO) Act of 1990, the Government Per formance and Results Act (GPRA) of 1994, the Government Management Reform Act (GMRA), the Information Technology Management Reform Act of 1996 (Clinger-Cohen Act) and the budget constraints of the last several years have put the spotlight on federal government management. However, too often the spotlight is on the finance official-the CFO s the manager of federal activities. It is the theme of this article that the true of the federal government are the individuals responsible for establishing policy and delivering government programs. Consider the following scenario. A group of finance officials is discussing a management topic, such as cost accounting. The officials arrive at a conclusion, a decision, a plan of action. Then someone says, We really should discuss this with program officials and get their buy-in. Everyone agrees and so they discuss their conclusions with selected program officials. Guess what happens next? When the finance officials talk to their program counterparts they often find relatively little interest by the program officials unless it directly affects their day-to-day operations. Even then, the attitude is often Well, you accountants figure it out and let me know the answer. Without the willingness of the program official to truly get involved in a issue, whatever it is, finance officials leave frustrated that they can't communicate with their program counterparts. They wonder why they can't get the program interested in matters, which the perceive to be vitally important to program delivery. The attitude seems to be that the financial managers (accountants) will take care of all those financial things, while the program administer their programs, helping their constituents and serving the taxpayers. It helps if the program official is included in the discussion of finances at the beginning of a program. However, the result is often the same. The finance officers are also frustrated that while budget officials frequently participate in policy and program decisions, most often the officials are left out of such matters. The traditional and historical paradigm in the federal government is that accountants, and those who with them, are the financial managers in government. As managers, they process transactions, oversee internal controls and hopefully provide some information. Since these activities are being computerized, the number of (accountants) can be reduced-or so goes the traditional dogma. The people who do the real work of government are the policy and program officials who make loans, perform research, inspect food products, etc. There is, however, growing recognition that lines of demarcation are not so clear. Program officials are also frustrated. They are frustrated that they do not have sufficient money, people, information and other resources to provide service to their constituents. Mostly, they do not have information, analysis, projections and evaluations to make the numerous money-oriented decisions they face. This has been dramatically demonstrated as budgets are being squeezed, programs are being eliminated and personnel are being reduced. One policy official recently told the author that he could stretch his agency's budget by 25 percent if he had better information. More and more often, program officials raise questions relating to the costs of programs and services, availability of funds, aging of receivables, costs of opening and closing offices, and many, many issues. Unfortunately, too often the information is not available. There is an increasing recognition that program management and management are inextricably intertwined, particularly when management is defined broadly. …" @default.
• W239642959 created "2016-06-24" @default.
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• W239642959 date "1997-01-01" @default.
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• W239642959 title "The True Financial Managers in the Federal Government" @default.
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