The federal shared services landscape is at a turning point. To efficiently optimize operations, new strategies to implement shared services delivery models must be evaluated.
Government & Public Sector
Building a better working world
Government leaders today are under extraordinary pressure to do more with existing, or fewer, resources. Sequestration, reduced tax revenues, soaring deficits and a deepening national debt are driving a focus on aligning resources where they can achieve the best outcomes. At the same time, there is demand for visibility and transparency in the use of those resources.
The US Government & Public Sector practice of Ernst & Young LLP combines private sector leading practice with an understanding of the public sector’s diverse needs, focused on delivering improved public services. We respond to your specific issues by bringing together highly skilled professionals across Advisory, Assurance, Tax and Transaction Advisory Services.
This integrated approach facilitates multidimensional support and flexibility at the Federal, State, and Local levels. Our heritage is based on providing objective, fact-based insights, and our broad portfolio of services is aimed at driving relevant, tangible results.
We believe integration fosters innovation. Unprecedented challenges require support that is connected, responsive, and insightful. We are ready to help you build a better working world.
- Managing enterprise risk
Interest in enterprise risk management (ERM) is growing fast among federal agencies, as well as State and Local governments. A number of them have appointed a chief risk officer to manage their ERM efforts. Government entities are starting to focus on enterprise solutions to manage risks that impact strategic and tactical objectives and use of resources.
Along with this, a number of agencies are looking to translate the concept of ERM past the abstract framework into practical solutions that will ultimately support risk enabled performance.
There is a need for more risk intelligent management of agencies so that future opportunities and threats to the agency’s performance are recognized and addressed timely and appropriately.
The EY Government and Public Sector Enterprise Risk Management team offers a proven methodology and approach to help agencies leverage their investments in complying with Office of Management and Budget Circular A-123 Appendix A and other requirements by identifying and replacing isolated initiatives and remediation fixes with a holistic approach to integrating internal controls, compliance and risk management initiatives under an ERM framework.
- A-123 & ERM: Connecting the pieces to drive better outcomes
- OMB Circular A-123 — ERM requirements
- Learn more about out Government and Public Sector ERM services
- Turning risk into results: How leading companies use risk management to fuel better performance
- From Enterprise Risk Management to Risk-Enabled Performance – a Conversation with Leaders
- New EY book reveals realities facing the next President-elect’s transition team
After Americans leave the ballot box in less than six months’ time, the incoming presidential administration will be faced with filling hundreds of key political appointments across the Federal Government.
To understand the challenges and opportunities involved in this process, Paul Lawrence, a leader in the Federal Government Consulting Practice of Ernst & Young LLP and Mark A. Abramson, President of Leadership Inc., present the findings of a seven-year study examining the full life-cycle of top political appointees in the Obama administration, charting their nomination and confirmation process all the way to their last days in office.
- Implementing category management in the federal government
Federal agencies are facing increasing pressure to reduce costs in the wake of ever-decreasing budgets. At the same time, these agencies are being asked to maintain and, in many instances, increase their level of service and responsibility. To avoid making unilateral cuts, federal agencies must look strategically at their portfolio of expenditures to determine the best levers to help reduce spending without sacrificing service. One lever is to take a more holistic look at the process of managing and procuring goods and services through the use of category management and strategic sourcing.
US Government & Public Sector Federal Leader
US Government & Public Sector Cyber Security Leader
US Government & Public Sector Assurance Leader
Debra Cammer Hines
US Government & Public Sector Advisory Leader
US Government & Public Sector TAS Leader
US Government & Public Sector Tax Leader
US Government & Public Sector Tax Leader
US Government & Public Sector Transaction Advisory Services Leader
Connect with us
Stay connected with us through social media, email alerts or webcasts.
How to build a world that works better for citizens and government.
A better business world: How EY can help
We’re making it our purpose to help build a better working world - starting with yours. Learn more about our services.