Also, it must be included in a nonprofit’s audited financial statements. (1) Provides comprehensive IT service management (operations and maintenance) for Department-wide financial systems, including UFMS, CFRS, FBIS, and other business systems, and ensures the applications are secure, reliable, and available;
(2) Coordinates and executes the activities and processes required to deliver and manage services at agreed levels to business users and customers;
(3) Manages the technology that is used to deliver and support services; and
(4) Manages activities to resolve security vulnerabilities and audit findings identified within the managed systems. (1) Implements the Improper Payments Information Act of 2002, the Improper Payments Elimination and Recovery Act of 2010, the Improper Payments Elimination and Recovery Improvement Act of 2012, and improper payment related Executive Orders and other regulatory requirements;
(2) Provides analysis of high risk programs and coordinates error rate measurements and CAPs for high risk programs;
(3) Coordinates efforts among OPDIVs to recapture improper payments;
(4) Identifies and shares best practices on addressing improper payments with HHS leadership;
(5) Coordinates implementation of the “Do Not Pay” initiative at HHS;
(6) Prepares reports and briefings, and makes recommendations to senior HHS leadership, OPDIVs, OMB and other stakeholders on improper payment initiatives; and
(7) Leads other activities that support improving payment accuracy. (1) Provides leadership for the HHS CFO community;
(2) Leads strategic planning for the HHS CFO community and the Office of Finance;
(3) Serves as the liaison with internal and external stakeholders regarding financial management matters;
(4) Provides operational support for the OF;
(5) Leads workforce development initiatives for the OF;
(6) Advises the ASFR/CFO regarding financial management matters affecting the Department; and
(7) Leads other activities that enhance OF’s management and operations. The OSDBU manages the development and implementation of appropriate outreach programs aimed at heightening the awareness of the small business community to the contracting opportunities available within HHS.
(8) Leads other activities that enhance HHS implementation and integration of ERM into business operations. (1) Oversees the preparation and submission of consolidated financial statements for the Department in accordance with OMB and Treasury requirements;
(2) Serves as the principal liaison with the Office of the Inspector General (OIG) in planning the annual financial statement audit strategy under the CFO Act, as amended. The Office of Grants and Acquisition Policy and Accountability (OGAPA) provides Department-wide leadership and management in the areas of grants and acquisition management through policy development, data systems operations and analysis, performance measurement, oversight and workforce training, development, and certification.
Official actions include, establishing, abolishing, transferring, consolidating, revising the functions of, changing the title of, or realigning one or more organizational entities. Hostilities around Al-Amal Hospital are risking the facility becoming non-functional, functional statement as ambulances and injured patients reportedly cannot access the facility. WHO is extremely concerned about reports of Al-Kheir Hospital, a small NGO-run hospital with around 30 beds, facing military incursions and several health workers being detained.
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- In southern Gaza, which used to have 12 hospitals, only 7 remain partially functional.
- Organizations that are considered voluntary health and welfare organizations are required to present this information in a statement of functional expenses in the financial statements.
Additionally, two Ministry of Health primary healthcare centers in northern Gaza are partially functional but lack essential supplies, including syringes and vaccines needed for routine immunization. WHO and partners completed another high-risk mission on Monday to resupply fuel to the Al-Shifa Hospital in northern Gaza, where hundreds of thousands of people remain cut off from aid. Across the Gaza Strip, the few remaining hospitals find themselves in ever more dire circumstances, with hostilities often preventing access for patients and supplies, and health workers managing on little rest and scarce supplies. The Office of Finance (OF) is headed by the Deputy Assistant Secretary for Finance (DASF), who is also the Deputy Chief Financial Officer and reports to the Assistant Secretary for Financial Resources and Chief Financial Officer (CFO). The mission of the Office of Finance is to provide financial accountability and enhance program integrity through leadership, oversight, collaboration, and innovation. Reorganization Management – The NIH Reorganization Management Program maintains the official organizational structure and functions for the NIH.
The Functional Statement for the Office of the Assistant Secretary for Financial Resources describes the official roles and responsibilities of the office.
(1) Develops policies for Department-wide financial management systems including core financial systems and the financial portion of the mixed systems;
(2) Oversees compliance with Federal and Departmental policies and procedures for financial systems, including compliance with the Federal Financial Management Improvement Act of 1996 (FFMIA) and Section 4 of the Federal Managers’ Financial Integrity Act (FMFIA);
(3) Oversees development, maintenance, and execution of corrective action plans for Department-wide financial systems to remediate security vulnerabilities and audit findings;
(4) Collaborates with the HHS Office of the Chief Information Officer (OCIO) and ensures that financial systems security controls are comprehensive, effective, and efficient; and
(5) Provides oversight of the security controls environment for OF-managed financial systems. The AICPA encourages those organizations that are not voluntary health and welfare organizations that receive at least 30% of their total support from contributions to include a schedule of functional expenses as part of their financial statements. Other organizations may also include a schedule but are not required. A statement of functional expenses is used to show how expenses are incurred for each functional area of a nonprofit entity. Functional areas typically include programs, fundraising, and management and administration.
Information provided in a schedule of functional expenses would most likely benefit the readers of your financial statements, as it provides additional detail on how your organization uses its resources. In addition, the IRS requires all 501(c)(3) and 501(c)(4) to report expenses by both function and nature (basically a schedule of functional expenses) on the annual Form 990. Reporting this information in your organization’s financial statements will make it easier to prepare your 990. One of the financial statements issued by a nonprofit organization which reports expenses according to both function and nature. These are only partially functioning, without enough specialized medical staff to manage the volume and range of injuries, nor sufficient medicines and medical supplies, fuel, clean water, or food for patients or staff.
Government Accountability Office (GAO), other Federal agencies, and Congress in the area of grants (to include mandatory and discretionary grants administration and electronic grants systems) and acquisition management. (1) Oversees the design, preparation, and submission of financial management reports for the Department, as required by legislation, regulation, OMB, Treasury, GAO, and Congressional requests;
(2) Provides review and analysis of financial management reports for senior management, OMB, Treasury, GAO, Congress, and other stakeholders;
(3) Reviews and interprets OMB, GAO, Treasury, GAO, and FASAB guidance related to financial management reporting requirements or data requests that are in addition to the consolidated financial statements;
(4) Provides guidance, advice and assistance to OPDIVs and STAFFDIVs on new reporting requirements and related fiscal matters; and
(5) Serves as principal advisor to the DASF regarding new required financial management reports, and related OMB and Treasury transparency initiatives. (1) Performs the planning, design, development, and implementation of Department-wide financial systems, including UFMS, CFRS and FBIS;
(2) Coordinates activities to enhance the Department-wide financial systems environment;
(3) Collaborates with other business domains to integrate mixed financial systems;
(4) Identifies and plans for the integration of new technologies and programs into the financial systems environment, based on analysis of industry trends, best practices, and current/future business requirements; and
(5) Administers a data governance program, including supporting the implementation of Department-wide financial definitions and data structures.
OGAPA fosters collaboration, innovation, and accountability in the administration and management of the grants and acquisition functions throughout the Department. In addition to facilitating Departmental implementation of and compliance with existing grants and acquisition laws and regulations, OGAPA provides Departmental and government-wide leadership on implementation of https://adprun.net/ the Federal Financial Accountability and Transparency Act (FFATA) for grant and acquisition activities. OGAPA is the organizational location for Grants.gov, which provides a Government- wide electronic portal for citizens to “Find” and “Apply” for Federal grant opportunities. OGAPA represents the Department in dealing with the Office of Management and Budget (OMB), U.S.
(1) Oversees the Department-wide financial systems, including the three major core accounting systems (the Healthcare Integrated General Ledger Accounting System (HIGLAS) at the Centers for Medicare & Medicaid Services (CMS), National Institutes of Health Business System (NBS), and the Unified Financial Management System (UFMS) for the rest of the Department), the Consolidated Financial Reporting System (CFRS), and the Financial Business Intelligence System (FBIS);
(2) Establishes, facilitates, and supports a governance framework for Department-wide financial management;
(3) Provides project management and strategic communications support for financial systems and programs;
(4) Reports financial system program and project performance (progress, milestones, risks, etc.) to HHS financial management leadership and customers on a periodic basis; and
(5) Maintains and analyzes service level metrics for provided services. (1) Provides oversight of all aspects of the Department-wide financial systems and coordinates with executive-level stakeholders to execute the financial systems strategy;
(2) Supports and coordinates the other OFSPO divisions in management of designated functions and responsibilities;
(3) Develops strategic plans to manage, enhance and support the Department-wide financial systems environment;
(4) Serves as the liaison with internal and external stakeholders regarding financial systems;
(5) Advises the DASF regarding financial systems matters affecting the Department. All nonprofit organizations are required to report information about expenses by their functional classification on their financial statements in either the statement of activities or in the notes to the financial statements. Organizations that are considered voluntary health and welfare organizations are required to present this information in a statement of functional expenses in the financial statements. The statement of functional expenses presents an organization’s expenses by both nature and function. (1) Prepares and manages the budget for OF-managed financial systems;
(2) Manages the IT portfolio and investment functions throughout the Capital Planning & Investment Control Lifecycle (CPIC) for OF-managed financial systems;
(3) Establishes and manages acquisition vehicles for Department-wide financial systems, including contract management and program monitoring; and,
(4) Ensures that services are aligned with changing business needs and improvements are made to processes, IT services, and IT infrastructure.
This presentation appears as a matrix, where each functional area is listed across the top row of the report, and the expense types are listed down the left side. The statement of functional expenses is considered an ancillary report that can be added to the primary set of financial statements. Thus, it is not necessary (unless demanded by a recipient of the financial statements), but can contain useful information.
All delegations and re-delegations of authority made to officials and employees of affected organizational components will continue in them or their successors pending further re-delegation, provided they are consistent with this reorganization. To find out other requirements of the new nonprofit standard, see our previous post, Nonprofit Financial Statement Changes. If you wish to reuse any or all of this article please use the link below which will take you to the Copyright Clearance Center’s RightsLink service. You will be able to get a quick price and instant permission to reuse the content in many different ways. Health staff are reported to be digging graves on hospital grounds due to the large numbers of deaths anticipated and the need to manage dead bodies.