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Office of the Assistant Secretary for Financial Resources Functional Statement

 
 

Office of the Assistant Secretary for Financial Resources Functional Statement

The Functional Statement for the Office of the Assistant Secretary for Financial Resources describes the official roles and responsibilities of the office. 
Approvals:

  1. The Assistant Secretary for Administration and Management (ASAM) on 2/28/2003 and published in 68 FR 11555-62 on 3/11/2003; 
  2. The ASAM on 7/28/2003 and published in 68 FR 57695-96 on 10/06/2003; 
  3. The ASAM on 4/1/2005 and published in 70 FR 17690-91 on 4/7/2005; 
  4. The ASAM on 7/18/2005 and published in 70 FR 42321-24 on 7/22/2005; 
  5. The Secretary on 6/30/2006 and published in 71 FR 38884-88 on 7/10/2006; 
  6. The ASAM on 1/10/2007 and published in 72 FR 2282-83 dated 1/18/2007; 
  7. The ASAM on 9/18/2007 and published in 72 FR 56074, 10/2/2007;
  8. The Acting Secretary on 3/12/2009 and published in 74 FR 18238-39 on 4/21/2009;
  9. The ASAM on 7/30/2009 and published in 74 FR 39325-27 on 8/6/2009;
  10. The Secretary on 11/1/2009 and published in 74 FR 57679-82 on 11/9/2009;
  11. The ASA on 03/30/2011 and published in 76 FR 19774-75 on 04/08/2011;
  12. The ASA on 11/2/2011 and published in 76 FR 69741-42 on 11/8/2011; and
  13. The ASA on 3/22/2012 and published in 77 FR 19666-67 on 4/2/2012.

Links to Office Sections:


Office of the Assistant Secretary for Financial Resources (OASFR)

Section AM.00 Mission. The mission of the Assistant Secretary for Financial Resources (ASFR) is to advise the Secretary on all aspects of budget, grants, financial management and acquisition and to provide for the direction of these activities throughout HHS. The ASFR also coordinates HHS' implementation and reporting regarding the American Recovery and Reinvestment Act (Recovery Act).
Section AM.10 Organization. The Assistant Secretary for Financial Resources has several formal and informal roles, including Chief Financial Officer (CFO), Chief Acquisition Officer, HHS audit follow-up official, and lead official for budget and grants. The Assistant Secretary is a close advisor to the Secretary on policy issues. The ASFR accomplishes its work through its component offices:

  • Immediate Office of the Assistant Secretary (AM).
  • Office of Budget (AML).
  • Office of Executive Program Information (AMW)
  • Office of Finance (AMS).
  • Office of Grants and Acquisition Policy and Accountability (AMT).

Section AM.20 Functions.

  1. Immediate Office of the Assistant Secretary for Financial Resources / Chief Financial Officer (AM). Provides executive direction to ASFR components. The Assistant Secretary for ASFR is the principal adviser to the Secretary on all aspects of budgetary and financial management and information technology. By delegation from the Secretary, the ASFR/CFO exercises full Department-wide authority of the Secretary in the assigned areas of responsibility to include all responsibilities provided by the Chief Financial Officers Act of 1990. This includes the approval of the job descriptions and skill requirements, and the selection of Operating Division (OPDIV) CFOs as well as participation with the OPDIV Head in the annual performance plan/evaluation of the OPDIV CFO. In addition, the Assistant Secretary for ASFR/CFO provides Department-wide policy guidance on the qualifications, recruitment, performance, training, and retention of all financial management personnel.
  2. Office of Budget (AML).  The Office of Budget is headed by a Deputy Assistant Secretary for Budget.
  3. Office of Finance (AMS). The Office of Finance is headed by the Deputy Assistant Secretary for Finance who is also the Deputy Chief Financial Officer.
  4. Office of Grants and Acquisition Policy and Accountability (AMT). The Office of Grants and Acquisition Policy and Accountability is headed by the Deputy Assistant Secretary for Grants and Acquisition Policy and Accountability.
  5. Office of Executive Program Information (AMW). The Office of of Executive Program Information is headed by the Deputy Assistant Secretary for Executive Program Information.

Go to Section:


Chapter AML, Office of Budget

Section AML.00 Mission. The Office of Budget provides advice and support to the Secretary and the Assistant Secretary for Financial Resources on matters pertaining to: formulation of the HHS and President's budgets, management of program assessment and performance reporting, presentation of budgets and reconciliation legislation to OMB and the Congress, and resolution of issues arising from the execution of final appropriations.

Section AML.10 Organization.   The Office of Budget is headed by the Deputy Assistant Secretary for Budget who reports to the Assistant Secretary for Financial Resources/Chief Financial Officer and includes the following:

  • Division of Discretionary Programs (AML1).
  • Division of Health Benefits and Income Support (AML3).
  • Division of Budget Policy, Execution and Management AML4).
  • Division of the Office of the Secretary Budget (AML5).

Section AML.20 Functions.

1.  Division of Discretionary Programs (AML1): The Division of Discretionary Programs:

  1. Provides analytical services and assistance to the Secretary, the Assistant Secretary for Financial Resources (ASFR), and HHS Operating Division (OPDIV) Heads in their budgetary management of the Department's principal discretionary programs, including science and health services programsadministered by the Public Health Service components; and social service programs of the Administration for Children and Families and the Administration on Aging.
  2. Reviews budgets and related requests for resources, and analyzes plans and proposals for new or alternative legislation.
  3. Analyzes proposed regulations, reorganizations, or program initiatives to determine their policy, resource and management implications.
  4. Proposes recommendations on draft regulations, proposed legislation and reorganization proposals.
  5. Proposes budget options and policy initiatives as necessary to achieve program objectives established by the Secretary.
  6. Assists in the development of strategies for the presentation of the budget to the Office of Management and Budget (OMB) and the Congress, and develops materials for key Departmental officials who testify at hearings before these bodies.
  7. Provides guidance to OPDIVs in the formulation of their budgets.
  8. Conducts special reviews and analyses to examine assigned OPDIV program operations and management effectiveness.
  9. Assists in the development of performance plans, reports, and program assessments under the Government Performance and Results Act.
  10. Assists in the presentation of the Department's budget to the public by developing material for use of Departmental officials, and reviews press statements and other public documents for consistency with approved budgets and plans.

2.  Division of Health Benefits and Income Support (AML3). The Division:

  1. Provides analytical services and assistance to the Secretary, the ASFR, and the Department OPDIV Heads in the budgetary management of the Department's principal entitlement programs including Medicare, Medicaid, Family Support Payments and other entitlements in support of children and families.
  2. Reviews budget and related requests for resources; analyzes plans and proposals for new legislation, regulations, or program initiatives to determine their resource, policy, and management implications; proposes recommendations for the Deputy Assistant Secretary for Budget on budget requests, draft regulations, proposed legislation, and reorganization proposals.
  3. Assists the Secretary, the ASFR and the OPDIV heads in evaluating programs and budgetary proposals by developing reliable cost projections for legislative and planning proposals, and ensuring that proposals are consistent with approved plans and policies.
  4. Coordinates the preparation of budget estimates and forecasts of resources required to support the programs and operations of the Department.
  5. Reviews reprogramming requests and recommends appropriate action to the Deputy Assistant Secretary for Budget.
  6. Provides guidance in budget formulation for the appropriate OPDIV.
  7. Conducts special management reviews and analyses, and develops management options to ensure efficient and effective program operations and to encourage management improvements.
  8. Proposes budget options and policy initiatives as necessary to achieve program objectives established by the Secretary.
  9. Assists in the development of strategies for presentation of the budget to the Office of Management and Budget and the Congress and develops materials for key Department officials who testify at hearings before these bodies.
  10. Assists in the development of performance plans, reports, and program assessments under the Government Performance and Results Act.
  11. Manages the overall allocation of Health Care Fraud and Abuse Control (HCFAC) funds.

3. Division of Budget Policy, Execution and Review (AML4). The Division of Budget Policy, Execution and Review (DBPER):

  1. Directs the formulation and presentation of the HHS budget by developing and promulgating to the OPDIVs and others the policies, procedures, guidance, and schedules for preparing budget submissions.
  2. Coordinates the presentation of the Department's budget and performance plan to Congress, including preparation and submission of justifications, reports, significant items, and crosscutting materials; preparation of the Secretary's testimony before the Appropriations Committees; and coordination of transcripts, questions for the record, and other hearing materials.
  3. Provides advice and analysis to support Department-wide budget decision-making.
  4. Maintains active communication with Department budget officers with regard to budget events and activities with OMB, GAO, Congress and other parties.
  5. Manages a computerized budget information system reflecting data on a HHS-wide basis and coordinates OPDIV input into the system.
  6. Provides direct staff support to the Secretary in preparation for appropriation hearings and other budget related presentations and briefings.
  7. Actively communicates with the Budget and Appropriations Committees in the Congress and provides intelligence and analyses of budget decisions to senior HHS staff and the OPDIVs.
  8. Coordinates preparation of guidelines governing reprogrammings, transfers between accounts, and other crosscutting funding methods; provides recommendations and staff support in managing and processing crosscutting funding proposals.
  9. Analyzes and prepares reports on HHS performance in managing Full Time Equivalent (FTE) levels and in implementing FTE policy, and provides expert advice on Department-wide staffing.
  10. Provides leadership and direction in the Department-wide review, analysis and appraisal of financial elements of program execution and the development and execution of policies related to efficient allocation, expenditure and control of funds.
  11. Coordinates and tracks outlay projections: (1) To assist OMB in the continuing effort to monitor spending and to thereby improve the management of the Government's overall cash and debt operations; and (2) in support of formulation of the budget, including the maintenance of HHS ceiling controls and the development of outlay estimates shown in the President's Budget for controllable programs.
  12. Promulgates Departmental spending policies, especially in the event of Continuing Resolutions and possible suspension of operations due to the failure of the Congress to enact appropriations on time, and works with agency budget officers and the OMB in formulating agency funding plans.
  13. Maintains a system of Department-wide budget execution, including the management and control of the apportionment of funds in accordance with the requirements of the Anti-Deficiency Act and OMB regulations; and requests and monitors the receipt of Treasury warrants.
  14. Serves as principal staff advisor to the ASFR on all matters involving budget execution.
  15. Acts as liaison on behalf of HHS with OMB, the Treasury Department, the Congressional Budget Office, and other agencies on matters involving budget execution.
  16. Responsible for the development and maintenance of a system of financial information which involves the collection, organization, and maintenance of financial data in electronic form as well as the development of reporting mechanisms for making the financial information useful and available for decision making.
  17. Represents the Department in government-wide activities to implement the development and implementation of performance measures and budget-related performance planning policies, requirements and processes. Manages program performance assessment activities.
  18. Provides special management review services for selected activities.

4. Division of the Office of the Secretary Budget (AML5). The Division of the Office of the Secretary Budget DOSB):

  1. Reviews and analyzes the budgets of the Staff Divisions (STAFFDIVS) funded by the General Departmental Management (GDM), Office of Inspector General (OIG) and Office for Civil Rights (OCR) appropriations. Prepares special analyses of these budgets for use in decision-making, particularly for evaluating capacity and determining if alternative approaches are feasible. Monitors Congressional appropriations hearings in which the GDM STAFFDIVS, OIG and OCR are participants.
  2. Works closely with OASAM in planning and formulating the GDM budget justification for presentation to the Secretary, Office of Management and Budget (OMB) and the Congress.
  3. Reviews budgets and related requests for resources, and analyzes plans and proposals for new or alternative legislation.
  4. Analyzes proposed regulations, reorganizations, or program initiatives to determine their policy, resource and management implications.
  5. Proposes recommendations on draft regulations, proposed legislation and reorganization proposals.
  6. Proposes budget options and policy initiatives as necessary to achieve program objectives established by the Secretary.
  7. Assists in the development of strategies for the presentation of the budget to the OMB and the Congress, and develops materials for key Departmental officials who testify at hearings before these bodies.
  8. Provides guidance to STAFFDIVs in the formulation of their budgets.
  9. Conducts special reviews and analyses to examine assigned STAFFDIV program operations and management effectiveness.
  10. Provides staff assistance to the Secretary, the ASFR, the Service and Supply Funds (SSF) Board of Directors, OPDIV Budget Officers and STAFFDIV Heads in the budgetary and financial management of the SSF.
  11. Provides for budget policy management and financial integrity of the SSF in the provision of Departmental common use administrative services.
  12. Assists in the planning and preparation of the SSF budget for presentation to the SSF Board, the OMB, and Congress.
  13. Provides budget policy and technical support to the Program Support Center Director (and other activity managers) on all SSF activities.
  14. Directs and provides technical guidance to SSF activity managers in preparing annual budgets.
  15. Directs and provides technical guidance to SSF accountants in preparing annual financial statements. Assists in the planning and preparation of these statements for presentation to the SSF Board, auditors, and the Office of Management and Budget.
  16. Establishes Department policy in receiving and responding to Inspector General reports and audits.
  17. Prepares apportionment requests for the SSF.

Go to Section:


Office of Finance

Section AMS.00 Mission.  The Office of Finance advises and supports the Secretary and the Assistant Secretary for Financial Resources/CFO on all aspects of financial activities across the Department.

Section AMS.10 Organization. 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 ASFR/Chief Financial Officer (CFO). The Office includes the following:

  • Immediate Office (AMS)
  • Office of Financial Policy and Reporting (AMS1)
  • Office of Program Management and Systems Policy (AMS2)
  • Office of Program Integrity Coordination (AMS3)

Section AMS.20 Functions

1. Immediate Office (AMS). The Immediate Office is responsible for support and coordination of the Office of Finance components in their management of the areas listed under section AMS.00 Mission above, especially for ensuring compliance with the Departmental reporting requirements of the Federal Managers' Financial Integrity Act (FMFIA) as Departmental FMFIA Coordinator. In addition, the Immediate Office recommends ASFR/CFO approval of the job description and skill requirements for OPDIV CFOs, advises the ASFR/CFO on the selection of OPDIV CFOs; and advises the ASFR/CFO regarding the annual performance plan/evaluation of each OPDIV CFO. The office also provides guidance on the qualifications, recruitment, training and retention of all financial management personnel.

2.Office of Financial Policy and Reporting (AMS1). The Office of Financial Policy and Reporting (OFPR) consists of:

  • Division of Financial Management Policy (AMS11)
  • Division of Financial Statements and Audits (AMS12)

a. Division of Financial Management Policy (AMS11). The Division of Financial Management Policy (DFMP):

(1) Ensures that proper internal controls are implemented and maintained under OMB Circular A-123, Management's Responsibility for Internal Control;
(2) Coordinates with the OPDIVs in the preparation of the corrective action plan (CAP), which is submitted quarterly to OMB and reflects the material weaknesses and reportable conditions from the annual CFO audit and the Federal Managers' Financial Integrity Act (FMFIA) report;
(3) Develops Department-wide policies, procedures, and standards for financial management areas including cash management, credit management, debt management, payment and disbursement activities and functions, and promulgates these and related government-wide financial management requirements through the Departmental Accounting Manual system; 
(4) Establishes a financial management planning process for the development of strategic and tactical plans, and provides guidance and financial management indicators that enable the ASFR/CFO to evaluate the financial management programs and activities of the Department; 
(5) Provides support to the OPDIV CFOs for financial planning and improvement initiatives; 
(6) Serves as principal staff advisor on financial management policy matters to the Office of Finance; 
(7) Maintains liaison with OMB, the Treasury, the GSA and other agencies on financial management policy matters; 
(8) Prepares, analyzes, coordinates and assesses financial data reflecting financial, accounting and performance information of the Departmental financial activities; 
(9) Recommends policy and maintains a system for tracking and improving cash and credit management and debt collection performance throughout the Department; 
(10) Prepares the annual HHS report on CFO activities as guided by the DASF/Deputy CFO.

b. Division of Financial Statements and Audits (AMS12): The Division of Financial Statements and Audits:

(1) Oversees the preparation and submission of quarterly and annual consolidated financial statements for the Departments;
(2) Acts as the principal contact with the OIG in planning the annual financial statement audit strategy under the CFO Act and the 1994 amendments under the Government Management Reform Act (GMRA);
(3) Reviews and interprets OMB, GAO, Treasury and Federal Accounting Standards Board (FASAB) guidance related to government wide accounting policy and standards and develops the Department's policy for implementation of these requirements and assures that policies and procedures are in accordance with internal control and reporting standards of financial management activities;
(4) Develops uniform business rules, data standards and accounting policy and procedures in support of new financial system implementations. Ensures the development of ongoing accounting policy that further supports the consistent development and implementation of these systems; 
(5) Provides advice and assistance to OPDIVs and STAFFDIVs on financial accounting and related fiscal matters, and advises the DASF on such matters as they relate to financial system implementations; 
(6) Maintains liaison with OMB, the Treasury, and other agencies on accounting, financial policy and fiscal matters; 
(7) Maintains the Departmental Accounting Manual (DAM) which is the official accounting standard for recording and reporting accounting transactions; (8) Provides advice and assistance to OPDIVs and STAFFDIVs on financial accounting and related fiscal matters, government-wide accounting standards and serves as principal advisor to the DASF as it relates to financial statement preparation, audit and financial reporting.

3.Office of Program Management and Systems Policy (AMS2). The Office of Program Management and Systems Policy (OPMSP) has the following components:

  • Program Management Office (AMS21)
  • Division of Systems Policy and Audit Resolution (AMS22)

a. Program Management Office (AMS21): The Program Management Office (PMO) is responsible for overseeing the design and implementation of enterprise financial management systems, with a current priority on the unified financial management system (UFMS) consistent with the Secretary's June 2001 directive. The system consists of two major components: the Healthcare Integrated General Ledger Accounting System (HIGLAS) at the Centers for Medicare & Medicaid Services (CMS) and a system for the rest of the Department. The office's responsibilities include: 

(1) Serving as a focal point for 

(a) overseeing the design, development, and implementation of the UFMS and the development of life-cycle and budgetary plans; 

(b) monitoring the milestones and schedules as well as budget expenditures; and 

(c) the mediation and coordination of activities throughout all levels of HHS; 

(2) Ensuring that the UFMS complies with applicable Federal accounting concepts and standards, as well as HHS accounting policies and procedures; 

(3) Ensuring that business requirements are met, the future direction of the initiative is consistent with HHS planning, and the status of the project is appropriately communicated to internal and external organizations; 

(4) Overseeing a comprehensive program of change management that includes addressing Departmental communication, training plans and human resource issues; 

(5) Coordinating with workgroups to maximize the input from the cross-functional areas of HHS into the implementation process; and 

(6) Overseeing risk management plans to ensure that risks to the program are identified and effective mitigation strategies developed.

b. Division of Systems Policy and Audit Resolution (AMS22). The Division is responsible for overseeing the financial systems policy, payment integrity and audit resolution functions: 

(1) The financial system policy function oversees Department-wide financial systems policy development and implementation for HHS financial and mixed financial systems for adherence to government-wide and Departmental financial systems policy and standards; oversees the Department's compliance with the Federal Financial Management Improvement Act of 1996 and Section 4 of the Federal Managers' Financial Integrity Act; and helps ensure the financial accountability for these systems in conjunction with the HHS Office of Chief Information Officer. This includes the following functions: 

(a) Develops Department-wide policies and standards for financial and mixed financial systems; 
(b) Provides advice and serves as the focal point with OMB, Treasury and other Federal control agencies on financial systems compliance matters; 
(c) Provides for the establishment of Department-wide financial definitions and data structures;
(d) Provides for the administration of a data integrity and quality control program to ensure compliance with applicable Federal directives, Departmental financial systems policy and automated financial data exchange requirements; 
(e) Manages the Capital Planning Investment Control (CPIC) process and the OMB Exhibit 300 business case development and review process for IT systems including financial management systems throughout HHS in support of the Department's Information Technology Investment Review Board (ITIRB); 
(f) Oversees and monitors existing Department-wide and component accounting and financial management systems; 
(g) Advises the DASF on financial systems related matters in collaboration with the Office of Financial Policy and Reporting; and 

(2) (Deleted, 4/8/2011) 

(3) The audit resolution function provides leadership in resolving crosscutting audit findings. It performs the following functions: 

(a) Reviews and resolves audit findings pertaining to monetary and/ or systemic findings of grantee and contractor organizations affecting the programs of more than one Operating or Staff Division or Federal agencies. Conducts or arranges for additional reviews as needed; 
(b) Coordinates, where necessary, with other affected Federal agencies to establish a uniform Federal position on the actions needed to be taken and negotiates resolution on behalf of all Federal Departments and agencies; 
(c) Makes recommendations to the Secretary, the ASFR and other officials on safeguards or other actions against a grantee or contractor, where the organization is unwilling or unable to correct serious deficiencies in a timely manner as deemed necessary; 
(d) Provides technical assistance to grantees, contractors, and other Operating and Staff Divisions related to the resolution of findings contained in audits of HHS awardees and financial management of grants and contracts; 
(e) Establishes and monitors policy regarding audit issuance, follow-up and resolution for the Department in support of the function of the HHS audit follow-up official as required by OMB Circular A-50; 
(f) Oversees the submission of required grantee audit reports; 
(g) Coordinates status of final action on OS audits with the ASFR Office of Budget; and
(h) Prepares the Management Report on Final Action for the Department's annual Performance and Accountability Report.

(4) Office of Program Integrity Coordination (AMS3).The Office of Program Integrity Coordination serves as the central point for coordinating program integrity issues across the Department. The Office coordinates program integrity related activities and projects and supports Department-wide communication and exchange of program integrity information. The office is responsible for overseeing: program integrity assessments, including development of strategies and implementation plans to increase program integrity; establishment of metrics; ongoing program integrity monitoring; reviews of particular programs with program integrity concerns and payment accuracy improvement activities.

The Office of Program Integrity Coordination (OPIC) consists of the following components:

  • Division of Program Integrity Assessment and Improvement (AMS31).
  • Division of Outreach, Communications, and Training (AMS32).
  • Division of Payment Accuracy Improvement (AMS33).

a. Division of Program Integrity Assessment and Improvement (AMS31):The Division’s responsibilities include: Developing tools and guidance regarding program integrity; Providing technical assistance and direction to Operating and Staff Divisions on implementing program integrity improvements; Identifying and utilizing innovative tools that increase program integrity across the Department; and other activities that advance program integrity.

b. Division of Outreach, Communications, and Training (AMS32): The Division’s responsibilities include: Providing support for the Secretary’s Council on Program Integrity, the Program Integrity Coordinating Council, Program Integrity response teams, and other program integrity groups; Coordinating program integrity related communications internally and working closely with Assistant Secretary for Public Affairs and Divisions on the preparation of public statements and communications related to program integrity; Developing and/or providing program integrity related training materials; and other activities that advance the communication, training and public relations aspects of program integrity.

c. Division of Payment Accuracy Improvement (AMS33):The Division’s responsibilities include: Implementing the Improper Payment Elimination and Recovery Act of 2010 and related executive order and improper payment guidance across the Department; Providing analyses of high risk programs and coordinating error rate measurements and improvements for high risk programs; and other activities that support improving payment accuracy.

(5). Delegation of Authority. Pending further redelegation, directives or orders made by the Secretary or ASFR, all delegations and redelegations of authority made to officials and employees of affected organizational components will continue in them or their successors pending further redelegations, provided they are consistent with this reorganization.


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Office of Grants and Acquisition Policy and Accountability (AMT)

Section AMT.00 Mission. 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. 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 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. 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.

Section AMT.10 Organization. OGAPA is headed by a Deputy Assistant Secretary for Grants and Acquisition Policy and Accountability who reports to the Assistant Secretary for Financial Resources. The Deputy Assistant Secretary also serves as the Department’s Suspension and Debarment Official. OGAPA consists of the following components:

  • Immediate Office of Grants and Acquisition Policy and Accountability (AMT).
  • Division of Grants (AMT1).
  • Division of Acquisition (AMT2).
  • Office of Small & Disadvantaged Business Utilization (AMT3).

Section AMT.20 Functions.

1. Immediate Office of Grants and Acquisition Policy and Accountability (AMT). The Immediate Office of Grants and Acquisition Policy and Accountability consists of the Deputy Assistant Secretary and support staff who assist in the management and administration of the Office's functions, and facilitate and coordinate OGAPAwide initiatives and activities on behalf of the grants, acquisition and small business communities, including Suspension and Debarment related activities.

2. Division of Grants (AMT1). The Division of Grants is headed by an Associate Deputy Assistant Secretary who serves as the Department’s Senior Grants Executive and the Division Director. The Division Director provides leadership, guidance, and oversight to constituent organizations, and coordinates long and short-range planning for HHS’ grants management policies, practices, systems and workforce. This Division provides technical assistance to the Department’s OPDIVs and STAFFDIVs, evaluates effectiveness of the grants programs and processes; develops pertinent HHS-wide regulatory guidance, policies, and performance standards; maintains and reports Departmental grant/financial assistance award information; and conducts special Departmental initiatives related to grants. It also serves as the focal point for coordinating ASFR’s response to cross-cutting Freedom of Information Act (FOIA) requests, audits, reports and suspension and debarment activities related to grants.

The Division provides input for coordinated Department positions on proposed legislation and Government regulations specific to grant-related matters. The Division also manages activities associated with the training, development, and certification of—and strategic planning for—the Department’s grants management workforce. In its role as managing partner of Grants.gov, the Division engages with grant-making agencies within and external to HHS, grantees, and the Office of Management and Budget.

3. Division of Acquisition (AMT2). The Division of Acquisition is headed by an Associate Deputy Assistant Secretary, who serves as the Department’s Senior Procurement Executive and the Division Director. The Division Director provides leadership, guidance, and oversight to constituent organizations, and coordinates long and short-range planning for HHS’ acquisition practices, systems and workforce. This Division provides technical assistance to the Department’s OPDIVs and STAFFDIVs; evaluates effectiveness of the acquisition programs and processes; develops pertinent HHS-wide regulatory guidance, policies, and performance standards; maintains Departmental contract award information; and conducts special Departmental initiatives related to acquisition. It also serves as the focal point for coordinating ASFR’s response to cross-cutting Freedom of Information Act (FOIA) requests, audits, reports, and suspension and debarment activities related to acquisition. The Division provides input for coordinated Department positions on proposed legislation and Government regulations specific to acquisitionrelated matters. The Division also manages activities associated with the training, development, and certification of—and strategic planning for—the Department’s acquisition workforce.

4. Office of Small & Disadvantaged Business Utilization (AMT3). The Office of Small & Disadvantaged Business Utilization (OSDBU) is headed by a Director who reports directly to the Deputy Secretary and is administratively supported by OGAPA. The OSDBU fosters the use of small business as Federal contractors pursuant to Public Law 95–507 and has responsibility within the Department for policy, plans, and oversight to execute the functions under Sections 8 & 15 of the Small Business Act. The OSDBU provides leadership, policy, guidance and supervision, as well as coordinating short- and long-range strategic planning to assure that small business vendors have a fair opportunity to compete for and receive business with the Department.

The Office also provides technical assistance to the Department’s OPDIVs and STAFFDIVs; reviews and evaluates planned procurements to ensure that small businesses are given thorough consideration; evaluates effectiveness of the small business programs and processes; develops pertinent HHS-wide policies, guidance, and performance standards; maintains Departmental small business reports; and conducts special Departmental initiatives related to small and socioeconomic business concerns.

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. The OSDBU provides input for coordinated Department positions on proposed legislation and Government regulations on matters affecting cognizant small socioeconomic business programs. It also serves as the focal point for coordinating ASFR’s response to cross-cutting Freedom of Information Act (FOIA) requests, audits, and activities related to small business related efforts and programs.


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