Grants Systems Streamlining & Consolidation: Aligning with the GMLOB 2007 NGMA Conference 26 April 2007

Introductions Judith Turner TCG Senior Project Manager, Grants SME 202-742-8470 / [email_address] Dave Cassidy TCG Vice President, Grants SME 202-742-8471 / [email_address]

Judith Turner

TCG Senior Project Manager, Grants SME

202-742-8470 / [email_address]

Dave Cassidy

TCG Vice President, Grants SME

202-742-8471 / [email_address]

Agenda Why Streamline Grants Processes? Drivers

Why Streamline Grants Processes?

Drivers

Why Streamline Grants Processes?

Major Business Drivers Accommodate a broad portfolio of grant programs into one or a few solutions Consolidate investments Understand and consolidate grants business processes Insight into the grants enterprise from a high level Minimize functional overlap and redundant data Migrate from legacy systems; consolidate disparate systems Mitigate risks associated with upcoming retirement cycles Improve customer satisfaction

Accommodate a broad portfolio of grant programs into one or a few solutions

Consolidate investments

Understand and consolidate grants business processes

Insight into the grants enterprise from a high level

Minimize functional overlap and redundant data

Migrate from legacy systems; consolidate disparate systems

Mitigate risks associated with upcoming retirement cycles

Improve customer satisfaction

EA and Grants Systems Align all projects to Lines-of-Business, and/or Cross-Cutting Segments Evolve OMB 300 Business Cases to include alignment statements; strategic investment theme Optimize business processes with continuous, complimentary investment in reengineering and organization development Federal Transition Framework (FTF) Develop grants segment architecture to dig into the whole enterprise

Align all projects to Lines-of-Business, and/or Cross-Cutting Segments

Evolve OMB 300 Business Cases to include alignment statements; strategic investment theme

Optimize business processes with continuous, complimentary investment in reengineering and organization development

Federal Transition Framework (FTF)

Develop grants segment architecture to dig into the whole enterprise

Major Technical Drivers Use enterprise class technologies (J2EE, SOA) Use structured development methodologies (e.g. Rational Unified Process) Promote sharing of functional components Grants management is an enterprise activity Leverage functionality for other enterprise activities, e.g. financial management Enable business process flexibility and optimization Align with the Federal Enterprise Architecture

Use enterprise class technologies (J2EE, SOA)

Use structured development methodologies (e.g. Rational Unified Process)

Promote sharing of functional components

Grants management is an enterprise activity

Leverage functionality for other enterprise activities, e.g. financial management

Enable business process flexibility and optimization

Align with the Federal Enterprise Architecture

Government-wide Drivers Grants Management Line of Business (GMLOB) Grants.gov Federal Enterprise Architecture Segment architecture Federal Funding Accountability and Transparency Act (FFATA)

Grants Management Line of Business (GMLOB)

Grants.gov

Federal Enterprise Architecture

Segment architecture

Federal Funding Accountability and Transparency Act (FFATA)

Government-wide Drivers (1) OMB GM Line of Business (GMLOB) initiative Recommends segmentation of grants line of business into cross-agency service centers “ No ‘silver bullet’ for an end-to-end business and/or technical solution for Grants management emerged” Suggested “Operating Model evolves modularity and commonality” “ Feasible, valuable, affords quick wins, and accommodates decentralized and evolving technological support” 10 year timeframe for the common solution 3 centers selected; others coming….soon? GMLOB landscape is not fully developed Lack of definition leads to lack of action Stalls grants systems development government-wide Opportunity for other agencies to propose own COE’s at a later time?

OMB GM Line of Business (GMLOB) initiative

Recommends segmentation of grants line of business into cross-agency service centers

“ No ‘silver bullet’ for an end-to-end business and/or technical solution for Grants management emerged”

Suggested “Operating Model evolves modularity and commonality”

“ Feasible, valuable, affords quick wins, and accommodates decentralized and evolving technological support”

10 year timeframe for the common solution

3 centers selected; others coming….soon?

GMLOB landscape is not fully developed

Lack of definition leads to lack of action

Stalls grants systems development government-wide

Opportunity for other agencies to propose own COE’s at a later time?

Government-wide Drivers (2) Grants.gov A single portal for grant applications Future functionality for grant review, award, reporting, and closeout Most agencies integrate through a system-to-system interface Grants.gov funded by “round-robin” and fee-for-service models Reduced funding for duplicative systems Economically advantageous to take advantage of Grants.gov’s available functionality Provides modules of functionality; instantiates a ‘federated’ architecture approach

Grants.gov

A single portal for grant applications

Future functionality for grant review, award, reporting, and closeout

Most agencies integrate through a system-to-system interface

Grants.gov funded by “round-robin” and fee-for-service models

Reduced funding for duplicative systems

Economically advantageous to take advantage of Grants.gov’s available functionality

Provides modules of functionality; instantiates a ‘federated’ architecture approach

Government-wide Drivers (3) Federal Enterprise Architecture Federal grants organized into three major categories: Federal Financial Assistance Transfers to State and Local Governments Credit and Insurance Most agencies do business with more than one recipient/type of market Federal Transition Framework A single information source for government-wide IT policy objectives and cross-agency initiatives, including OMB-sponsored initiatives – Grants Management Line of Business Shared services – Grants.gov A simple structure to organize and publish existing information Segment architecture Grants is a ‘segment’ that gives a good view across the enterprise

Federal Enterprise Architecture

Federal grants organized into three major categories:

Federal Financial Assistance

Transfers to State and Local Governments

Credit and Insurance

Most agencies do business with more than one recipient/type of market

Federal Transition Framework

A single information source for government-wide IT policy objectives and cross-agency initiatives, including

OMB-sponsored initiatives – Grants Management Line of Business

Shared services – Grants.gov

A simple structure to organize and publish existing information

Segment architecture

Grants is a ‘segment’ that gives a good view across the enterprise

Government-wide Drivers (4) FFATA Requires OMB to establish a “searchable database” of grant and contract awards by January 2008 Subgrants/subcontracts to come later CBO estimate for FFATA implementation: $18 million Possible implementation approaches: TAGGS FAADS or FPDS-NG redesigns Use FedSpending.org by OMB Watch as a basis Federated database

FFATA

Requires OMB to establish a “searchable database” of grant and contract awards by January 2008

Subgrants/subcontracts to come later

CBO estimate for FFATA implementation: $18 million

Possible implementation approaches:

TAGGS

FAADS or FPDS-NG redesigns

Use FedSpending.org by OMB Watch as a basis

Federated database

Common problems with current GMS The grants enterprise serves multiple masters: Congress, OMB, and the agency Senior management lacks sufficient visibility into the grants enterprise The conflicting pressures have led to stovepiped systems and processes While decentralization has served departments well to this point, the changing federal environment requires more central control Grants managers require too much training to use systems today; tomorrow a new generation of grants managers will only exacerbate that need

The grants enterprise serves multiple masters: Congress, OMB, and the agency

Senior management lacks sufficient visibility into the grants enterprise

The conflicting pressures have led to stovepiped systems and processes

While decentralization has served departments well to this point, the changing federal environment requires more central control

Grants managers require too much training to use systems today; tomorrow a new generation of grants managers will only exacerbate that need