The Vision for Improving Federal Financial Management

EDITOR'S NOTE: The following article is an excerpt from Mr. Mazur's Keynote Address given at the RCA Professional Development Conference in Dallas, Texas, June 22. Being here at the Professional Development Conference is an excellent opportunity for sharing my thoughts and philosophy toward improving financial at all levels of government--federal, state and local. It is also an important opportunity to convey OMB's current plans for implementing the Chief Financial Officers (CFO) Act, and for addressing financial issues. Perhaps most importantly, I can share some of the work that has been going on within the federal financial community, and to applaud the tremendous efforts of state and local governments in strengthening their financial management. REQUESTING FEEDBACK However, if the truth were known, I would much rather be part of the audience today. After six months at my responsibilities, I have reaffirmed what I have always believed in principle, and that is whatever I have to say only means something when you, who are out there, are successful in bringing about true change and measurable improvement. And, so, I need to hear from you. Since such role reversal is not feasible, I will instead share with you some of the questions that I would pose as member of the audience. 1. First, to borrow former Mayor Koch phrase. are we doing? our message reaching you? If the answer to the latter is No, then we have problem. If you don't know the direction that you are being called upon to take, how are you ever going to know whether you are getting there? 2. What kind of help do you need? Certainly, I know something about your staffing and your finding needs. What I am interested in, however, is what would you like to see changed in the way things are done, organizationally, to make your job easier. Is our oversight effective? What are the impediments, or conditions, that the years of history and practice have put in place that you would never have in place, if you could wave magic wand? If I don't know the answer to this question, I might suggest the wrong policy, or steer you in the wrong direction. 3. Does the Administration, Congress and others who have some say over your agency, or entity have common view, or vision, as to where your financial practices should go? If not, then things can get pretty confusing, can't they? 4. When was the last time someone told you that you did job, and that your accomplishments had positive effect on your agency? To me, there is nothing like success to foster additional achievement. For most people, it is exciting to get something done, something that you know in your heart and mind is important for the operation you serve. What I am saying with these four questions is that there needs to be feedback, from all levels of the organization, channeled up through your leaders to me and to my colleagues at OMB, especially those in the Office of Federal Financial Management. DEFINING GOOD FINANCIAL MANAGEMENT I want to share my philosophy about improving financial management. OMB's policy in that regard and some of the things we hope to see occur over the next few years. I guess my philosophy begins with question. How can you move, for example, something so large and complex as the federal government, with its so many less than adequate parts? Is it by trying to solve every known problem? I don't think so. Just looking at the extent of actions plans under the Federal Financial Manager's Integrity Act (FMFIA), and audit correction plans, makes it easy to understand that senior oversight cannot function at task by task level. Or, even at times, at project by project level. Where I think the answer lies is in defining metaphor for progress, a picture that is worth thousand words--a bottom line! I firmly believe the greatest strides in improving financial will come about if government, at every level, has in hand clear definition of what good financial management means. …