The EY Government CFO Agenda

Our framework equips CFOs to magnify the impact of resources and to seek answers to critical questions.

In today’s dynamic landscape, public sector CFOs and finance leaders are tasked with far more than yesterday’s reporting and compliance roles. Increasingly complex funding environments; constraints on resources; and the need for finance to play an ever more integrated role in strategic planning are realigning finance functions to support mission strategy rather than regulatory compliance alone. As this transformation continues, Ernst & Young LLP (EY US) clients are seeking answers to critical questions to support this shift. They include:

On adapting to change: How can I see to it that my forecasts remain agile and responsive to rapidly evolving conditions? How can I effectively use variance analysis to inform operational decision-making?
On enhancing financial communication: How can we communicate complex financial needs and performance more clearly and concisely? How can we convey information in a format that is most useful to our stakeholders?
On optimizing resources: How can I boost the effectiveness of my existing resources (both financial and personnel) for better outcomes?

Introducing the EY Fiscal Strategy Diagnostic Framework

EY US helps government and public sector organizations build and improve their foundational financial elements to address these critical components:

Anticipate future financial conditions strategically.

Align capital plans to long-term financial forecast and needs
Communicate long-term budget needs to appropriators
Educate stakeholders on funding requirements and the impacts of shifting revenue sources
Establish liquidity and effective cash flow management.

Monitor performance – using actual/forecast variance to improve decision-making across the organization
Contingency planning and scenario analysis
Establish that the most up-to-date data available is driving forecasts
Accurately assess costs for upcoming projects.

Swiftly capture cost changes and inflation impacts and adjusting forecasts to reflect them
Provide up-to date inputs to financial planning
Adopt processes to provide complete and thorough estimates
Optimize workforce planning and enhance reporting accuracy.

Refine the “operations-to-finance feedback loop” – how does the organization both use financial projections to inform its operational decisions and incorporate feedback from operations to improve its financial forecasts?
Define roles/responsibilities
Leverage data for informed decision-making.

Identify sources and inputs to improve forecast quality and accuracy
Drive informed decision-making
Develop robust budgets aligned with organizational goals.

Align budget appropriations to current project and operational needs
Maintain sufficient budget authority to cover near-term needs and commence projects on schedule

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The Team

Bill Malczyk

Senior Managing Director, Turnaround and Restructuring Strategy, EY Turnaround Management Services LLC

Extensive experience in turnaround and restructuring. Married, with two children. Free time activities: family time, traveling, cycling and Brazilian Ju Jitsu.

Chicago, IL, United States

Evan Burgstahler

Senior Director, Strategy & Transactions, EY-Parthenon, Ernst & Young LLP

Advising clients on their most complex financial issues. Financial forecasting, liquidity management, scenario analysis – providing insights to answer the most complex questions objectively.

Chicago, IL, United States

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.