WHAT IS THE PURPOSE OF THE DCFO ORGANIZATION DESIGN EFFORT?

• To identify opportunities to eliminate existing redundancies and create a more efficient organization
• To align the organization with reengineered business processes associated with the implementation of CAMS
• To facilitate the organization’s mission and overall strategy of achieving operational excellence and providing superior customer service

WHAT INPUTS WERE UTILIZED TO DETERMINE THE TO-BE DCFO ORGANIZATION STRUCTURE?

The CAMS Implementation Team worked collaboratively with the DCFO to analyze the following inputs and develop the To-Be DCFO organization structure:

• DCFO Business Objectives/Guiding Principles: DCFO’s strategic intent of Operational Excellence and Customer Alignment.



• As-Is Organization Structure: The CAMS Implementation Team documented and analyzed the As-Is DCFO organization structure and roles.



• To-Be Processes: To-Be processes were analyzed to identify projected impacts to As-Is role profiles, corresponding changes in skill requirements, and opportunities to increase decision support and customer service tasks.



• DCFO Customer Input: Focus groups were conducted to solicit input from customers regarding the current level of service provided by the DCFO and identify opportunities for incorporating or modifying current services, processes, and organization or group structures.



• DCFO Management and Employee Input: DCFO personnel were asked to consider As-Is processes, group structures, and management styles to identify key strengths, opportunities for efficiency gains, and specific areas in which tasks should be reallocated.



• Best Practices: Finance Best Practices were reviewed to assess how public/private cross-servicing finance organizations are structured to provide high-quality customer service and operate most efficiently.

WHAT WILL BE THE TO-BE DCFO ORGANIZATION STRUCTURE?

Upon completion of the implementation of the To-Be organization structure, the DCFO will follow a shared-services model; whereby groups are structured by function and all customers share the services of each group. The Financial Policy and Compliance group will focus on implementing shared services principles (e.g., establishing service level agreements, customer service programs, etc). The chart below shows the To-Be DCFO organization structure.

WHAT ARE THE IMPACTS OF IMPLEMENTING A SHARED SERVICES MODEL WITHIN THE DCFO?

• Groups will be organized by function (i.e., Receivables, Accounts Payable) rather than customer group (i.e., NIST, Customer Bureaus), and all customers will share the services of each group.



• The level of service provided will be consistent across customer groups due to standardized processes.



• The Financial Policy and Operations Divisions will be merged into a single Finance Division.



• FSG and the NIST finance groups will be merged within the Finance Division.



• The Accounts Receivable and Reimbursable Agreement functions will be combined in the Receivables group.



• In contrast to the current model where Customer Bureau personnel contact their Bureau Accountants with all questions/requests, all customers will contact the functional groups directly following the implementation of the To-Be structure.



• Help-desks will be established by function (e.g., AP, Travel). See the ‘Who to Call’ Fact Sheet for more information on these help desks.



• The Financial Policy and Compliance group will work with customers to implement Service Management programs (e.g. establish Service Level Agreements (SLAs), monitor the services provided by the DCFO and perform proactive customer service diagnostics, etc.).



• The Financial Policy and Compliance group will work with each DCFO group to report and analyze organization-wide performance metrics.