New York State Office of the State Comptroller
Overview
The New York State Office of the State Comptroller, an NCCRS member since April 2013, is a state agency dedicated to promote accountability, improve performance, and build public trust in all levels of New York State government through independent review, analysis and oversight of state and local fiscal affairs by effectively performing critical services with the highest levels of ethics and integrity in partnership with all branches of government. The New York State Office of the State Comptroller's Future Forward Internship Academy provides the opportunity for full-time college students to gain authentic government experience through a variety of comprehensive hands-on academic programs. Students have unique opportunities to gain college credit recommendations by participating in the Program's academic component, while working in an atmosphere that promotes high standards of integrity and ethics.
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Source of Official Student Records
Descriptions and credit recommendations for all evaluated learning experiences
Upon successful completion of the course, students will be able to: define what the Yellow Book is, why it was developed, its purpose, and how it is used at the Office of the New York State Comptroller; outline how the Division of State Government Accountability has implemented the Yellow Book requirements; explain the role of the Comptroller’s Office as an auditor; define, explain, and complete the three major types of audits and appropriately apply the audit planning process by conducting an audit alongside an audit team; explain the role of strategic planning; discuss the agency’s budget process; define business analysis and its role in developing organizational strategies; and define internal controls and risk mitigation; and orally present the final project.
450 hours (12 weeks).
September 2018 - Present.
Upon successful completion of the course, students will be able to: explain the role of the Business Analyst (BA) in an organization; explain the BA’s role in conducting strategic analysis from the user’s perspective; identify stakeholders; create a communication plan to ensure stakeholders are engaged in the process; describe various modeling techniques and apply any one of these techniques to a business process analysis; articulate the skills necessary to help business units create a business case document that communicates with various stakeholders for successful completion of initiative; explain the role of strategic planning in an organization; discuss the agency’s budget process; define business analysis and its role in developing organizational strategies; define internal controls and risk mitigation; and orally present the final project.Students gain and utilize knowledge of business analysis with practical applicability within the Office of the New York State Comptroller in a variety of capacities.
This course provides an academic focus on the core knowledge areas of business analysis, which are a collection of logically (but not sequentially) related tasks that describe specific activities which accomplish the purpose of their associated knowledge area. rom initial idea to closeout. Students actively participate in exercises to gain a better understanding of how business analysis enables change in an organization by defining needs and recommending solutions that deliver value to stakeholders. Instruction is provided through the use of the Guide to the Business Analysis Body of Knowledge (BABOK Guide), the globally recognized standard for the practice of business analysis. During each class, students utilize business analysis techniques to document requirements and business rules which will then be tied back to the business process allowing for improvement opportunities. Some of these techniques include: Scope modelling, stakeholder analysis, process modelling, and data modelling; these deliverables are required with each session. At the conclusion of 12 weeks, students develop a full business requirements document (BRD) to be used as part of this work. Other topics include, fraud awareness, internal controls, financial reporting, the Agency’s budget process, introduction to project management, NYS procurement, and the NYS budgeting process.
In the upper division baccalaureate degree category, up to 13 semester hours as an onsite supervised internship or field experience in Business Analysis, other appropriate academic departments, or as a general elective (9/18).
- Formerly Business Management and Accounting (Track II)
Upon successful completion of the course, students will be able to: explain the practice of solving business problems in a variety of situations and appropriately apply required skills necessary to manage a business; compare and contrast state and local government finance; explain and apply the principles of tax policy and tax analysis and the fiscal policy choices that New York and other states make in their respective budgets; outline the complexity of the process that occurs to collect, analyze, and report information from a variety of sources in the timely assurance of the State’s GAAP (Generally Accepted Accounting Principles) Financial statements; identify and explain the characteristics that distinguish governmental and not-for-profit entities from for-profit entities; identify the authoritative bodies responsible for setting financial reporting standards for state and local governments, the federal government, and not-for-profit organizations; explain the minimum requirements for general purpose external financial reporting for state and local governments and how they relate to comprehensive annual financial reports; identify and describe the required financial statements for the federal government and not-for-profit organizations; explain the role of strategic planning; discuss the agency’s budget process; define business analysis and its role in developing organizational strategies; define internal controls and risk mitigation; and orally present the final project.
Upon successful completion of the course, students will be able to: discuss the roles and activities of an agency’s Human Resource Management function (HRM); explain how effective management of Human Resources (HR) can contribute to a company’s business strategy; provide examples of how a strategic approach to HRM may proactively provide a competitive advantage through its human resources; articulate considerations that go into making informed decisions about how to create and link jobs; define how the NYS civil service process and its rules governing State agencies impacts an agency’s ability to implement employment-at-will policies; training and employee development; explain approaches to performance management and how to retain high-performing employees; explain the design and administration of programs that recognize employee contributions; explain the link between employee benefits and organizational competition; a describe what is meant by collective bargaining and labor relations; explain the role of agency strategic planning; discuss the agency’s budget process; define business analysis and its role in developing organizational strategies; define internal controls and risk mitigation; and orally present the final project.
This internship program offers students opportunities to gain the knowledge, skills and abilities to recognize the various core business functions of Human Resources Management, including labor relations and the role of training in continuous learning and its competitive advantage. Students discuss learning management systems; HR planning and recruitment; and job classification in public employment and methods for selection with particular emphasis in the area of positions governed by the New York State Department of Civil Service. Students learn about employee engagement programs; emerging leaders programs; and company succession by immersing themselves within the core business functions of Human Resources and Administration through hands-on professional experience.
Upon successful completion of the course, students will be able to: identify a predominant approach to project management and the skills that require further development; develop compelling concept proposals and charters; outline the leadership styles needed to effectively develop a project team; assist in nurturing a vision; influence stakeholders; manage conflict; motivate teams; manage project constraints on resources, time and requirements; articulate methods for developing realistic estimates and baselines for project success; develop and apply skills for creating strategies that help ensure timely completion of projects; identify methods for effectively applying baselines and executing management plans to control and produce desired results; integrate and apply newly acquired project management knowledge and techniques to create a smooth transition to project closeout; explain the role of strategic planning; discuss the agency’s budget process; define business analysis and its role in developing organizational strategies; define internal controls and risk mitigation; and orally present the final project.
