(classical music)
-: Welcome to the fifth session of IGT Day.
We had a 9 a.m. session, 10 a.m., G-Invoicing at 11.
Yes, I like this lady already.
Then we had a one o'clock session just now.
Wes performed on performance
and stole most of Bill's thunder.
That's okay.
Then we have this one, so how many have been
to all five sessions?
We are really committed to this thing.
I don't know why you had to see my ugly face
three times, so that's not good.
All right, so we're gonna talk about getting to know you,
learning about your G-Invoicing trading partners,
and more specifically
with agency implementation planes as well.
That's why we ask you for those,
it's to get that information.
With me is Keith Jarboe, who most of you have probably met.
He's gonna present on G-Invoicing
for a very, very long time.
Not very, very, I shouldn't say it that way.
-: It's pretty long.
-: All right, so our learning objectives for this session,
we're gonna gain an understanding
of agency implementation plans.
We're gonna learn how to find trading partner information
and leverage it for your successful implementation,
and then lastly, Keith will go over
learn how to gain access to some working groups we have
and some educational resources that we have to offer.
Agency implementation plans, it shouldn't be a surprise.
We've covered this a couple times already.
In September of 2018, TFM Bulletin 2018-10 came out.
That established a mandate for G-Invoicing
being June 30, 2021.
It also established the Agency Implementation Plans
are due May 31, 2019.
So that came out in September.
Then we decided to update that.
We had, it's not a shutdown,
it's a personal lapse in funding for some of us.
It wasn't a complete shutdown.
We came out with TFM Bulletin 4700,
or TFM Chapter 4700 in May of this past year,
and that moved the Agency Implementation Plans
to June 28, 2019.
We extended the date out there for you.
We're nice people, extended out because of that.
Also in that, though, what we've hit on before,
that TFM establishes the mandate information.
It has your Agency Implementation Plans
and it also has a lot of really good information
about G-Invoicing, on GT&Cs and orders
and some of the accrual processes and policies
that we have in place right now.
So what's in these plans?
We're asking you to do this big initiative.
We just want to make sure you had a plan to implement it,
in its simplistic form.
We have a template on our website that we provide.
It has a Word document that had a template,
and we had an Excel.
In the Word document you had the bullets to the right.
You had five parts.
You had an executive summary, you had background,
planning and preparation, implementation,
monitoring and reporting,
and then we had Attachment A as well out there for you guys.
We did three webinars.
Alex Abshire, the smooth voice
of G-Invoicing program gave those.
We did two webinars in which Alex walked you
through the plans and told you kind of what we expected,
and then in March we had ARC give a demo
of what their plan was gonna look like
and provide a draft to you guys.
We did those three webinars, we provided templates to try
to help you guys along.
Now, the Attachment A portion of that,
we're reading through all the Word stuff right now.
A lot of good feedback in that.
The Attachment A part we're gonna talk about
a little bit later.
That was the Excel part,
where we ask you to identify timelines
of when you're gonna implement GT&C,
when you're gonna implement orders,
when you're gonna implement performance, for example.
Those were some things we hit on on that.
The results have been really, really good for us.
We did the webinars, we did a lot of outreach,
so we had our top 13.
All of them submitted their plans.
Some are saying, what's top 13?
I've heard of the 24 CFO Act agencies,
I know about the 40 significant agencies,
what's this top 13 you speak of?
We're gonna talk about that here in just a second.
Significant entities, these are the 40 agencies
that get score cards.
We had over 80% so far respond, with 33 out of 40 have
submitted their plans.
If you have not submitted your plans,
your score cards gotta reflect that at your end,
so third quarter, Leah Delbaugh earlier today
talked about how we're gonna know,
yeah we got your plan or no we didn't, third quarter,
then come year end it's a yes/no question.
There's seven of you that haven't.
I'm not gonna call them out by name.
If you don't know if you're one of those people,
I have them, and also the boss lady here, Jaime Saling,
is gonna be reaching out to you as well
in the very near future, asking where your plans are.
June 28 was almost two months ago, so if you're not in now,
we talked about levels of communication with Leah.
You're not meeting level one even,
you're not responding right now.
In those plans, we've gotten a lot of great feedback.
I want to thank all of you guys
who have submitted your plans.
These plans, as expected,
had a lot of really good data in there.
It provided a road map for some of you
of when you're gonna implement.
You guys have identified some challenges,
some ask that you want the Treasury to enhance our product.
So far, going through those plans,
we're still analyzing some of those results.
We have some preliminary results
that we're gonna go over here in a second,
but a lot of good feedback.
I want to thank those of you who have done that.
Top 13 data strategy, using data, leveraging data.
Jaime Saling talked about on the FR
with the 40 significant agencies.
It makes up over 99% of the FR,
hence why they're significant.
In GTAS and IPAC, we're able to leverage
those two pieces of information,
'cause I know G-Invoicing's tough to implement.
I get it, and it's tough
for each one of your agencies to do that.
Try to think about what we're trying to do here at Treasury,
implementing this across 150 plus agencies.
Think about the difficulties we have with that,
and the resource constraints that we have.
We have some general and broad outreach
that Keith will talk about later
that everybody can plug into,
but we knew from Treasury's standpoint,
if we want this thing to be successful,
we gotta identify some high priority targets
that are gonna help us be successful.
What we did to do that, on the left hand side
you see some GTAS data,
and then on the right hand side, it's IPAC,
so the GTAS data we used is from FY 18
and we used your balances,
and those RCs that are buy/sell 22, 23, 24, right?
As you can see there,
DoD is the elephant in the room, right?
74% of all GTAS balances is DoD.
They're number one, so we use that
and we have those values down to the left.
You have GSA, DHS, HHS, all big players as well.
On the right hand side, we looked at the amount in GTAS.
Now we're looking at volume in IPAC.
We leveraged some of our IPAC metrics and analytics,
and that's where we came up with the IPAC volume
on the right hand side.
DoD again, well over 50% of the IPAC volume.
You see GSA pop into double digits there,
they're the other big player in the room.
If we get these target 13 agencies
implementing in G-Invoicing, just these 13,
we'll have over 92% of all balances from GTAS
and IPAC volume.
If these 13 folks are successful,
we're gonna have 92% of all buy/sell in G-Invoicing.
I'm guessing if DoD and GSA implement,
a lot of you are gonna have to implement, right?
G-Invoicing's a two-way street.
That's kind of the purpose of some of this session.
It takes two of you to make this agreement
and orders and performance and everything work,
so if you want GSA and DoD to pay you after the mandate,
they're gonna say get in the sandbox with us in G-Invoicing.
That's using data for us in a meaningful way.
So we got those plans tentatively,
and here's some high level items
that we've identified so far.
I think Keith has touched on these before.
We know you have vendor dependencies.
We're doing our system development.
You're relying on CGI Momentum, Oracle, SAP
all to develop a solution for you.
We get that.
We talked earlier today about how our executives
have reached out to these vendors
and had handshake meetings trying to get their timelines out
and the vendors had been compliant.
You're seeing that they're putting out their timelines
and giving you a way to be compliant by June of 2021.
Now Scope and everything like that,
a lot of details in that.
I know there's upgrades maybe after that date,
but they gotta be compliant
or give you a way to be compliant.
Another thing we heard is trading partner alignment.
Doesn't take a genius to figure out
if I'm ready to do G-Invoicing but my trading partner isn't,
we're not gonna get anything done.
We heard a lot about trading partner alignment,
and we're gonna talk about that a little bit more.
A third item there, the transition of in-process activity,
in-process, in flight,
so what am I doing about my open orders?
If you read the mandate,
the mandate says as of June 30, 2021
it's not just new agreements.
It's anything that has a period of performance
beyond that date as well.
There's gonna be a conversion of old agreements.
We've heard that's gonna be a challenge,
so we're working with our counterparts in FRB,
trying to provide you some resources and tools
on how to help you along with that process,
and we know there's concerns around that
and our management's looking at that
and seeing if there's any relief we can do for that
in terms of tools, resources, mandate, et cetera.
Accounting treatment is another common complaint.
If somebody had to guess, what do you think
the number one cause of buy/sell differences is?
You think it's accruals?
Accruals, yeah, by a long shot.
Accounting treatment, the problem we have is with accruals,
and buy/sell, if cash is moving,
that's pretty straightforward.
I've given you cash,
we have an expense revenue situation, right?
The tough part is communicating the accrual information.
We understand that in the session at three o'clock.
It's been plugged for the twelfth time today, Brian,
so if you're in this room, right after this session
we're gonna talk about the accounting
with the G-Invoicing program guy.
Process standardization, that's another item that came up,
and this is kind of a broad topic
because there's several things in process standardization
that I'm capturing there.
One is we've got worries
about being compliant with the FIDs.
These are my data standards I use now,
this is what you're gonna require, how do I get there?
Another item in that is pay per base forms.
For some reason, we're still printing 7600 As and Bs
by paper and signing them,
so how does that work in G-Invoicing,
that you're going to an automated broker?
Another item that was on there that's in that,
we heard some hey, my process now with my auditors work.
In this new process, how is that gonna work?
G-Invoicing, you hear the term a system of record.
Is it a system of record?
We're making you do your GT&C in G-Invoicing.
Then you're gonna pull that down in your systems.
We're not a system of record, but what we are doing,
Jaime can kick me if I'm wrong,
but by the go-live date we plan on having an SSAE 18 done
to give your auditors some assurance in our system
and what it's capable of.
The last piece of process standardization
is just your business process.
What I'm doing now works, why are you making me change
type of deal, right?
We're making you change 'cause what we're doing right now
government-wide is not working.
Then we got some business process issues
with how you do business now as far as on orders,
like when Alex presented at 11.
Right now in G-Invoicing,
on orders, it's only buyer-initiated.
Should Treasury be looking at seller-initiated orders?
We heard that throughout a few different plans, right?
We are looking at that.
We're considering that.
We're participating with GSA tomorrow at rent day.
We're gonna be talking about that very subject.
They're gonna be talking with their customers
about what that would look like.
I will say on seller-initiated orders though,
that's gotta be almost an all-or-nothing approach.
What I mean by that is GSA can't have rent customers,
some of them initiate themselves, some of them GSA does.
How is GSA supposed to distinguish in that?
Either we're all gonna do it or none of us are gonna do it
type of deal.
Doesn't it make sense for a thing like rent
to be seller-initiated, or shared services or GPO,
Government Printing Office, and some of the things they do?
With process standardization, again,
we're giving you a pretty big outline
of what we're expecting in our standard process here.
This is an overview.
You guys I'm sure have heard about this,
especially those of you who have been in all five sessions.
The GT&C, that's your own agreement
between you and your trading partner.
You both have gotta agree to that.
Then you're gonna have orders,
which is the accounting terms and when funds get obligated.
Then performance, that's the exchange of goods and services.
One thing I read in the plans
which I thought was interesting
is we don't have performance now.
What is this performance?
We have a GT&C, we have a 7600A, we have a 7600B,
I don't have performance.
You do have performance, you're just not documenting it.
We don't have an official documentation
in a centralized location that says hey,
I delivered this to you.
That's part of the solution here, though.
We're gonna give you that.
You're doing it now,
and now we're just gonna communicate it across.
Then IPAC, the fund settlement stage.
I think one of the biggest advantages,
with G-Invoicing, you don't have to do these big bulk files
for IPAC anymore for buy/sell.
We're gonna do it for you.
Instead of having to load these Excel files
and all that stuff, once you go and do
a performance transaction, we're gonna do that,
and I think that's an increased efficiency,
and all the communication is, as well.
We talk about G-Invoicing in a lot of ways.
We talk about driving down IGT differences,
but I really think we're missing the boat
on another big, big benefit of this,
and that is efficiencies for the agencies.
How many of you right now get an IPAC,
you have no clue what it's for?
Quite a few hands up, quite a few hands up.
How much time do you waste
tracking down what order that's to?
A lot, right?
You're tracking that down.
Your accountants are trying to track down at your end
beyond reconciliations trying to tie things out.
If you think about G-Invoicing
on the time it's gonna save you
by having this common broker,
by having an automated solution,
there's real benefit cost-wise in this.
It's not just an IGT thing.
I know we pitched that,
but I think when G-Invoicing is implemented,
your staff, the amount of time they spend
chasing down approvals, chasing down reconciliations,
figuring out what this IPAC's for, is gonna greatly reduce.
We're gonna spend our time more effectively on other items.
I think that's a big sell that sometimes gets missed.
Going back to one concern, trading partner,
when's my trading partner gotta be in?
You may be sitting there thinking,
where's my trading partner, where's he at?
I can't do anything until he gets in here.
♪ Hold on I'm coming ♪
Chris: Does anybody know who that is?
♪ Hold on I'm coming ♪
-: Sam and Dave, yes.
They're coming, trust me.
They're gonna come.
They're gonna be there in the system with you.
We're gonna do some agreements,
we're gonna do some orders together.
I like to walk back here
just to make sure you're awake sometimes,
just to make sure everybody's paying attention.
You're all in, you're all in, I like it.
Hey, you need your trading partner.
GT&C and orders, it requires both of you to agree to it.
There's two approvals at the GT&C level,
and two at the orders level,
so you have to be there with each other.
G-Invoicing is designed to facilitate today's problems
of lack of communication and concurrence.
You've heard Leah talk about, you've heard Keith,
you've heard all of us talk about communication
and what Feds has gotta do as far as
getting us talking the same language,
making sure when we talk to each other
that we're having effective communication.
How many people have heard my bear story on this?
Just a couple, okay.
Here's a good example, then.
When I was a little guy, and I'm from West Virginia.
That's where I live now.
I played basketball.
Believe it or not, I wasn't very good.
(audience laughing)
Short fat guys I guess, unless you're Charles Barkley,
it doesn't seem to work on the basketball court,
for me, at least.
But there were several games we had to go to.
We were on these two lane country roads
trying to find these places, and in the middle of nowhere.
So I'm on a trip with my mom.
I was in fourth or fifth grade at this point
trying to find this game.
We keep going and driving and driving.
It's nighttime out and we finally run into a gas station.
My mom says, hey, let's run in here
and see if we're going the right way.
So, we go in there, and the cashier, a nice guy,
a very nice guy, of course from West Virginia,
everybody's nice.
That's why it's almost heaven.
We go in there and he says oh,
you guys are on the right track.
He said, you gotta keep going.
You're gonna cross this bridge.
You're gonna go a little bit,
the road's gonna bear to the left.
You're gonna go up a hill, and once you go up that hill
it's really tough to see this road.
You gotta start looking to your right,
and it's called Eagle's Drive.
Once you see that Eagle's Drive, you're gonna be good.
Okay, so I'm sitting there thinking, all right,
get back in the car with mom.
We go a little bit, we go across a bridge,
bear to the left, up a hill, look for Eagle's Drive.
We get in there, go a little bit, cross a bridge.
Boom, that's down.
The road turns a little bit to the left,
we start going up a hill, and my mom notices
I keep looking to the left.
She's looking to the right.
She says, hey Chris, we need to look to the right.
You know what we're looking for?
I said yeah, Eagle's Drive is gonna be to the right.
I got it.
So we keep going a little bit more.
I keep looking to the left and she's looking to the right.
She said Chris, look to the right for that drive.
I go, yeah, I got it, mom.
I'm on top of it.
Finally she keeps noticing I'm doing it.
She said, Chris, why are you not looking to the right?
I said mom, I still haven't seen a bear to the left.
(audience laughing)
I don't know what we're looking for.
We haven't seen the black bear, we're still going.
My mom's a teacher, and she's a very understanding lady,
very patient lady.
So she doesn't even call me out on it, right?
She just goes, my poor, special boy.
She goes, I saw that bear a couple miles back.
Let's look for that road now.
So right there when you're with your trading partner,
he said bear to the left,
so I'm looking for a bear to the left.
That's not what he meant.
So the FIDS is gonna give us that.
If we say FOB destination, FOB source,
if we say capitalized asset indicator,
we have the FIDS out there to give you a definition.
If that cashier would have told me
what bear to the left meant,
we might have saved some time on that trip.
Using data strategically.
This is kind of my audience participation piece of this.
Do you know who your top trading partners are?
Anybody from DoD here?
Who do you think DoD's top trading partners are?
Audience Member: GSA.
Chris: Really good, really good.
Who do you think's number one on that list?
Audience Member: GSA.
-: DoD, GSA's two, really good guess.
DoD, when you're implementing G-Invoicing,
we ask you who your top trading partners are
and everybody automatically assumes my trading partner
is not in there, so what am I gonna do?
Is GSA in there or not?
But what we found out is the majority of the time
most of your buy/sell activity is with yourself.
If you just get your own house in order,
you're gonna be sitting in a pretty good spot.
DoD's in a unique situation.
94% of their activity is with themself, 94%.
What that means is that the $780 billion in GTAS,
if DoD implemented by themselves, 500 billion would be in.
500 billion of that 780 billion would be in there.
Bob, for GSA, who's your top trading partners?
Bob: DoD. -: DoD.
(audience laughing)
DoD is number one for Bob, that's true.
Anybody else want to guess?
Anybody from DHS here?
We got one, two?
Did you guys see the data analytics slide?
You guys were number three.
We need more people here, this isn't acceptable.
Who do you think DHS' top trading partner is in buy/sell?
Audience Member: DoD and GSA.
-: You got number one and number three.
DoD is one, GSA is three, who do you think is two?
Audience Member: Ourselves.
-: Yourselves, yourselves.
Even somebody like DHS, if you get yourself implemented,
it's usually like a third of your activities in there.
Before you go around saying my trading partner's not in,
get yourself in and you'll have all your buy/sell,
a good head start there.
All right, where's my thing at?
When will they be ready?
Okay, we're gonna help you answer that question.
I don't expect you to know that question.
We're gonna help you with a tool.
We made you do these agency implementation plans, right?
They're not sitting in a pile beside Keith
and he's just flipping through them when he wants to.
We're doing stuff with those plans,
especially the Attachment As.
We've communicated that throughout.
We're gonna take these plans, turn them into a dashboard,
that way you can see who your trading partner is.
That way, GSA knows when DoD's coming in.
That way, DHS knows when DoD and GSA are coming in.
In this dashboard, it's gonna probably be FR Entity level
and then by ALC, with tentative timelines.
You guys are the first people to see this draft dashboard,
so you're part of a select few.
You can really see it from the back, can't you?
Look how bad this is.
This is pretty bad.
Okay, I'll try to explain it then, how about that?
At the top, when you go in, what we're picturing
is there's gonna be a filter.
In this case, and this isn't real data,
so nobody get alarmed yet.
Or maybe it is.
GSA will go in, filter it ourselves.
On the left hand side, you'll have an agency name
with your top trading partners.
That's why I know this isn't real data,
that's not your top trading partners.
These are just people, not that they're not important.
Everybody's important, everybody gets a trophy.
On the left hand side you'll see the agency.
In the next column, you're gonna see the ALCs.
It doesn't help Bob at GSA to know
hey, DoD's my top trading partner.
You know how big DoD is, how many ALCs they have?
You're gonna need to know when those ALCs are going live,
when those business lines are going live.
We had the ALC information right there,
so Department of Energy in this example.
Here's some ALCs.
And what we're gonna have in the columns beside
is what that agency has communicated to us
hey, this is when we're going live in G-Invoicing.
In this example, I don't like some of these dates,
they're after the mandate, aren't they?
(audience laughing)
Unacceptable, unacceptable.
Let's say Department of Energy for this example right here.
Here's a good task.
They're saying 5/31 of 2021, May 31,
they're gonna be in GT&C land with this ALC.
5/31/2021, they're gonna be doing orders as well.
This screen wasn't big enough for performance,
so it's cut off there.
That's what you're gonna get from this tool,
is that information where you're gonna be able to see
your top trading partners, you're gonna be able to see
the ALCs that you're doing business with,
and you're gonna be able to see when they're going in.
So we're gonna provide that to you.
Also what we're looking to do, where's Alex?
OMB Max, right?
So, on the OMB Max, we're gonna have an OMB Max page.
On that, how many are familiar
with our trading partner directory we had in there?
This guy's on top of it right here.
If you're not, it'll be on there,
but also what we're looking to do
is post the plans of the 40 significant entities on there.
That way, you'll be able to see those on there
if you want in more detail,
'cause this is gonna give you some start dates and stuff,
but if you're GSA and you have,
well, I wouldn't read all the DoD,
I wouldn't read DoD's whole plan if I didn't have to,
'cause it's pretty big, but I guess I have to.
I'm excited to, it's a wonderful opportunity.
I enjoyed it.
It'll give GSA, if Bob wanted to go in there
and see what DoD is doing, we could do that.
That's how we're gonna get you guys
talking more with each other.
That's the goal.
There's lots of ways to do that.
Keith's gonna go over some of our engagement groups
that you can be part of to facilitate that communication.
-: How do I make this thing go forward, Chris?
The button on the right, or page down.
All right, hello, everybody.
Yes, we want you to be engaged.
Hopefully you've heard that enough today.
Can everybody hear me?
I feel like this mic, whoa, it's working.
All right, I'm being loud enough.
Maybe I'll just tab down.
I'm not gonna work the room,
I've worked you enough this morning, right?
Okay, so just paging down looks like it works,
except somebody put some spinning graphics in here for me.
I'm just gonna spin 'em all up
and then I'm just gonna talk to you.
I feel like Vanna White.
Wait, that's Wheel of Fortune that spins.
Engagement, Onboarding team,
I wanted to maybe just spend a couple minutes.
We didn't get into details on this morning.
We had a lot of material we had to cover
in kind of talking about ways we wanted to get you engaged,
but I wanted to maybe peel this back a little bit
and give you some perspective as to what goes on
back at Fiscal Service and with our FRB team
as far as the support model that you're gonna see from us
as you go through this effort.
Many of you I know are engaged in this,
so this should ring true.
You'll be able to nod that yeah, this is how it's worked.
I was trying to think of something humorous or whatever.
Chris has been pretty funny here today.
It's afternoon, I wanted to be
a little lighthearted about things.
The three bullets here, but the best I could come up with
is these are groups that are gonna engage with
at different levels in your organization
and support you in different ways,
so the top one is our engagement and outreach
and support group at Fiscal.
That's what I'm part of.
We're kind of the in your space group, right?
We come in, we deal with your executives,
deal with your leadership,
make sure that they're comfortable with what we're doing
from a Fiscal Service perspective.
We certainly can peel off into those rooms
and have those sleeves-up discussions as I call it,
the working session meetings and things of that nature,
but really, we're handling those big things
that Relationship Management, the palm-pressing,
to making sure that we're giving your organization
what you need from the prospective
of Fiscal Service support.
That middle group there,
that's our Fed Reserve Bank AIT team.
That's an embedded group within our G-Invoicing program team
that hopefully to you is seamless.
What we like to look at, to you as a universal team
that's really seamless.
The fact of our email address
as being a little bit different in terms of extensions,
that should not mean anything.
You should get equal service, top to bottom,
left to right from us.
That team, most of the people that are engaged on that
in terms of, this is what I call the in-your-face group.
The top level in your space, these guys get in there,
right in with your teams and your working groups,
that cross-cutting team that I said is key for you to build.
They're in there on a very frequent basis,
working with those teams, really digging into the meat
of what your buy/sell process and activity looks like.
They are comprised primarily at this point
of Fed Reserve Bank AIT resources
that are embedded within our team.
They're our business partners in this,
they handle our development, our support,
our testing, production support,
and if you're familiar with anything that we've done
in Fiscal Service regarding any system
over the past 20 years at least,
it's been somehow hooked in with that model,
so hopefully that has been well supported to you
and hopefully seamless.
A top group that deals with your executives,
that middle group, really getting in,
digging in in the trenches, really walking through,
making sure that we understand
the challenges of your business process,
helping you in terms of that education stuff
that I talked about this morning, getting your training,
getting your demos, getting your account set up.
That access model piece, there were a lot of questions
about access modeling here in the session just before lunch.
That's a very critical piece.
We didn't really bring a presentation to talk about that.
That's something that really gets pretty deep
and can really drive a lot of questions,
so by design we did not incorporate that
as its own standalone session
in the path of discussions today.
That access model, that permissions model,
that reference data that you create,
that's really where a lot of the magic
will be happening in G-Invoicing.
It's really what is controlling
how things get to certain people
and how you can control what is and/or is not
happening to you in terms of the buy/sell space.
So that old adage of IPAC being the wild west,
anybody can IPAC anybody,
it's that whole piece in our system
that really helps to control that in G-Invoicing,
and that's where our AIT crew, your dedicated resource,
is gonna help you navigate through and set that up,
so a lot of stuff happening in that middle section.
Again, we're taking information out of that,
myself and others on the engagement outboard side.
We're getting the good news out of that,
maybe the bad news in some cases,
and we're keeping your executives happy
through the CFO councils and meetings at that level.
Down at the bottom, that's the I got your back group.
That's Chris and some of the ITRB folks
that are in our core fiscal accounting area.
They're helping with driving the policies
and the accounting logic
and the things that you're gonna see
in the presentation after this one.
That's the support model, the foundation that makes sure
that what we're doing works from an accounting perspective,
it works from a policy perspective.
These three things, that's what's going on
behind the scenes to drive this, just in terms of support.
This does not include everything that's going on
from our development team.
Bill and some of the other folks that you saw
in that last meeting, all of the people that are working
to actually create the solution,
to help create the FIDS to implement it,
all of that technical stuff that goes on.
That's a whole other slide that we could put together.
I didn't bring it today 'cause we just wanted to talk
about your direct support,
but that's going on in the background, too.
So hopefully that's a little more clear to you now.
It's not just me and Chris running around
yelling into microphones at folks.
There are an army of storm troopers,
if you think about my earlier presentation,
in the background that are working in your favor,
and they're not out to get you.
I had this slide this morning.
You saw this, hopefully, anybody not in the session
this morning that didn't see this?
No hands, so I don't have to spend a lot of time.
These two groups, absolutely important.
If you're not involved in one and/or both of them,
you're missing out.
That top one is huge for the technical, the functional,
the FIDS creation side of it,
and that bottom one, the FMSC,
that's everything that wraps around
your vendor and system side of the world,
and that's where you had that direct avenue
into those key resources at those groups
to get the information to them that they need,
as well as to learn firsthand from them what they're doing,
what they're up to, what their model looks like.
I can tell you that we have spent
just an incredible amount of time over the past year
plugged into these subgroups of the FMSC
working alongside the agency reps in those groups
to help drive what the solutions
from the vendor side are gonna look like.
Certainly understand not everybody's happy
with the timelines, the approach, the models,
the cost in some cases that are there,
but I can assure you that those guys
are doing their absolute best
to try and put forth the best solution they can
in the most cost efficient and timely manner that they can.
This again, is not easy.
It's a lot of work, it's a lot of change
to what's out there in terms of their offering,
but they are working hard, so definitely make sure
you're plugged into one of these two, if not both.
There's no harm in just dialing in
and just listening when we have these calls.
Most of them are virtual in some aspect,
so it's not a big investment in terms of having to travel
and actually be in a session there.
A couple of other things related to our team.
We didn't really go through these
in any other sessions today.
I think they've kind of been mentioned
alongside some of the other bulletin comments
in the presentations,
but we've got a lot of things that we do
in terms of the program.
Definitely, our website's
got the bulk of the information there.
We've got newsletters that go out,
we do webinars, we do training.
Things like this, a lot of conferences.
We get asked quite frequently to come to agencies
to speak at their conferences.
Fiscal Services isn't the only one
that puts on a financial management conference every year.
We just covered one for USDA a couple weeks ago.
We go around and hit the big ticket conferences
as best we can.
We try and engage at those big ticket items
as much as we can, but while those are great,
we canvas a lot of folks at those.
It doesn't get very intimate, right?
It's not that sleeves-up approach
that many of us like to do,
so as you develop that cross cutting team
that I stressed this morning that's important
as part of one of our steps in our playbook,
we certainly invite you to, you have an AIT rep of course,
but invite Fiscal Service, invite your vendor,
invite some of your trading partners into those.
We certainly want to support them as much as we can.
We're limited, we've got a limited team,
so as we navigate through
and get a little closer to mandate,
it's gonna get a little more busy for us
to support some of those, but we do the best we can
to make sure that we're there, provide support,
and at least can take back information as needed
to make sure we're bringing it back home
and taking it through the team as needed.
The website's there.
I think all these other things have been kind of discussed.
The program guide's gonna get hit pretty heavily here
in the next session.
We do office hours on the program.
You have to register for those through our website
as well as the webinars.
We've got really good computer-based training,
so earlier today you saw a demo in here.
It may have been a little tough to see,
given the way this room is configured,
but there are some CVDs online
that you can actually navigate through at your own pace.
It gives you a taste of how the system works and functions.
You always have to remember, you have to understand
where your organization is.
DoD, for example, I know the gentleman here
has raised his hand a few times.
Outside of entry of GT&C through the user interface
that we've developed, which is required for everyone,
G-Invoicing fingertips will never touch our system
from a UI perspective.
They will be purely system-based
within their own ERP offerings,
so CVT is geared now towards looking at what you're gonna do
from a user interface perspective,
which is good to get a flavor and a good taste of it
to understand how it's gonna work,
and if you're a smaller organization
and that's the path you're gonna choose,
then there's definitely some value there.
I encourage you to sort of temper that
with what you're seeing from your ERP provider
and/or your internal systems development folks
to understand what your longterm vision
and your approach to this is gonna look like.
That's extremely important.
I think that might be it.
I think we've got our contact information,
which you've probably seen 100 times today.
I certainly encourage you to reach out
to any of us as needed.
I think you've seen all of us speak today in some capacity
on the pieces of the puzzle here
that we sort of claim is our area of expertise,
but we do sort of cross over on the program,
making sure that if we get a question in
we get you to the right person
and the right information as soon as we can.
Chris, I think that was it on terms of the deck.
I don't know if we wanted to take some questions.
You stole their mic.
I see that, it's a good approach.
It's really a good approach.
Keep this up guys, make him run back and forth a few times.
This is good for him.
Audience Member: I called in, tried to call in
a couple times to the meeting and didn't always get in.
-: To the ITWG?
Audience Member: Right.
-: All right, you want me to take that one?
I'll just take the negative hit on that.
First off, that is absolutely not the fault
of anybody in this room or anyone from our program.
Our internal technical side of our organization
chose to jump off of our old, what was it, Avaya?
And go to, what are we on now?
Chris: Skype. -: Skype, yeah.
We jumped over to Skype,
so we went from being able to support
hundreds and hundreds of dial-ins with no issues
down to, I think we maxed out at 100 the first time,
which clearly is not gonna work.
-: 200 is what it's limited to right now.
We are working that.
We realized that not only just, it's a Fiscal Service issue
across CRT, USRIC and ITWG,
and Terry Majors is helping us resolve that.
It's not her fault.
(audience member speaking faintly)
She's the fixer in our division.
So we're gonna hope to have it corrected by September.
If we don't, we're just gonna have to go back to back
or schedule more than one, so we'll give it to one
and then just give it again right after.
Our folks will have to do it twice,
but we want to get you guys the information.
-: Yeah, and I would add to that
that this is by no means the right answer,
but it is an option,
and it's one that we would definitely encourage.
We encourage you all to put together
that cross-cutting team, and I would strongly suggest
that if you have put that together
or are in the process of doing that,
make sure you join that team as a call.
Clearly, that's gonna be hopefully one dial-in
versus everybody back at their desk kind of listening.
I know that's a challenge with teleworking remote locations
and all that, but try your best to come together
as your collective team so you can mute us
and kick around ideas or yell at us
and make fun of us on mute
and limit some lines, so that's fun, too.
-: Can you talk about the role of the shared service provider
and their clients in this process?
-: You want to take that?
-: Sorry, go ahead?
All the shared service providers have been plugged in,
and I will use ARC as an example.
ARC has been very, very plugged in, as you can imagine.
They are less than a block away from me,
so they definitely have some questions
when we're doing stuff.
Shared service providers are working with your vendors,
just like we are, in their systems,
trying to develop a solution to implement G-Invoicing.
If you have a shared service provider,
I would encourage you to reach out to them.
If you're not sure who the contact is,
email us and we'll give you the contact.
Hopefully if we have it on record for that service provider,
and you can see where they're at
and what their implementation plans are.
Now, in some of that, there's some working groups,
some of these shared service providers
I think have working groups with their customers,
so they're reaching out to their customers
and giving them periodic updates,
so we'll get that to you if you have a specific
shared service provider in mind.
-: Yeah, and I can also add there that through the FMSC,
two of those subgroups are actually co-chaired
or chaired by members from a shared service provider,
so the SAP group is shared by the DOI-IBC
shared service provider,
and then at the Oracle side
we've got ESC from transportation
that's actually playing a key role in that
and leading that subgroup
in conjunction with Treasury's ARC,
so it's interesting to see how the shared service provider
stepped up and actually played a pretty significant role
in some of those subgroups and are leading those,
so there's definitely an avenue
to get into working with them there.
Couple of other hands I see.
-: In relation to that, I had a question.
On the dashboard I saw dates, but are there POCs?
So for instance, our agency,
our SMEEs aren't the ones that are running
the G-Invoicing implementation.
We stood up the project team, so who do we reach out to
when we want to reach out to our trading partners?
-: We did ask for POCs as part of the income.
That was just an example of some of the data
that's gonna be in the metrics that we'll have out there,
as far as information.
The analytics that were run through
will have POC contact point information there
that was conveyed through the information
that came in on the plans.
-: We have lots of information that we're digesting
with those plans, and POCs is in there,
so we'll have that information either publicly facing,
or you might have to reach out to us.
We'll probably have to put that with Alex if it's POCs.
So we'll have that information available to folks.
Questions?
-: Hi, at my agency, the Federal Highway Administration,
we deal a lot with all the other agencies
through the current child allocation accounts.
We have funding that we receive from other agencies
to help do work, and we have expenses
with other Federal Trading partners
that we do while we're doing the work,
not directly with the part that gave us the money,
so we have issues, not issues,
but we have transactions in that nature and vice versa.
We also give money to other agencies that do work for us
that also have to share their trading partner
by the SGL that they're using
for expenses and things like that.
The way that we share that data currently
is through an Excel file.
There's no way for us to share the data,
the specific transactions, from our accounting system
to, say for instance DoD, so we share our data with them
and give them our monthly transactions when we're the child.
We share that with them so they can report it
on their statements, and we share with them
the trading partners that we use,
but they're not always reported that way
because of a system limitation.
I was just curious to know,
have you all looked at the trading partners
from the parent-child allocation reporting perspective?
Because I deal with those a lot and have a bunch of issues,
and I don't think it's that big of an issue
as far as materiality, but there is an issue there.
-: Okay, so parent-child, we have talked about some,
but as you said, the materiality of it is not
real high in the $780 billion landscape.
So I gotta admit, I'll just need more information there,
because this isn't exactly the same,
but sometimes for example in assisted acquisitions,
there's two parts to that transaction.
There's you, the buyer and the seller
are negotiating the service, right?
And then one agency is paying the non-Fed folks
to do the work and then delivering the product to you,
so in that situation, which I don't think
is exactly like what you're describing actually,
but in that situation,
the agreement between the buyer and the seller
would be in there.
The non-Fed piece is not.
The parent-child, I'd have to get more information on that
and exactly what those agreements look like,
to be honest with you.
Unless Wes or Alex, you have anything more on that?
Come see us after.
Son of a gun.
(audience laughing)
-: Hi, I'm from the Revenue Division of Customs.
Our IPAC's kind of small, however,
most of our workload is we're collecting revenue
for other people and IPAC-ing it to them,
or they're collecting and IPAC-ing to us.
It's not the buy/sell relationship.
I was wondering if we're expected to use this,
or is there something else?
-: Why do you think you're not
in the buy/sell relationship there?
I'd be curious on that.
What I mean by that, based on your accounting entries,
when we talk buy/sell,
I know there's a little bit of confusion
because of instances like that.
If you look in 4700, Appendix 3,
you look at our buy/sell subcategory, right?
I think it's 22, 23 and 24.
Leah, tell me if I'm wrong, wherever you're at.
Those are the RCs, and if you have
a 6100 and 5200 relationship, it's gonna be in there.
That agreement will be in there.
That's buy/sell for us.
It's important to think about
not only the reimbursement work,
which is what we're capturing,
but when you think about the accounting transactions
and the subcategories, when we say buy/sell,
it's anything that lands in that sphere.
Any other questions, are we out of time?
Does anybody know?
I don't know how many more sprints I could do.
That's a sprint for me, by the way.
That's as fast as I go now.
Any more questions?
-: Before we do cut out of here,
I just want to remind everybody and to echo what Chris said,
and I think a lot of people
have said it this morning already,
we do extremely gracious for the work
that you put into your implementation plans
and submitted to us.
You heard a little bit more about the fact
that you're gonna be seeing some info on your scorecards
pretty soon, related to the fact that you did submit one.
I'm looking down here to Jaime
to make sure that I'm getting this right,
but I believe we're gonna be scoring
not only the initial SIM,
but also the quarterly updates as well.
So please do not forget that quarterly updates
are due to us now.
Definitely don't want to see you just copy, paste,
change the date, send it to us.
It would be great if we knew what was different.
You certainly could do that,
but we really want you to spend
a little bit of time each quarter,
maybe re-analyzing some of that stuff,
giving us a few more pieces of information,
refining some things, let us know what changed,
maybe a couple more questions come in to us,
that kind of stuff.
Yes?
Audience Member: Speaking about quarterly updates,
do you know the format that those should take,
or are they just updated Attachment As
that you're expecting?
-: That's a good question.
I don't know if we've necessarily
put the answer to that yet.
-: Definitely your Attachment As, there's a change in there,
but also with these quarterly updates,
we need negative responses, too, and that's pretty simple.
Your quarterly update says hey, nothing's changed,
we're still on target, we're still going forward.
Carol's telling me I have to stop.
I can't take any more questions, but I would.
We're gonna put that in the 4700.
The one we do in October/November
is gonna have a lot more information
around the quarterly updates.
We gotta get out of here though.
I know you guys want to go to your next session,
which you should stay seated,
because you should be coming to this one, right?
Thank you, guys.
(classical music)