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Is the financial management workforce positioned to achieve DOD's financial improvement goals? : hearing before the Panel on Defense Financial Management and Auditability Reform of the Committee on Armed Services, House of Representatives, One Hundred Twelfth Congress, first session, hearing held October 6, 2011.
Since the first financial statement audit was attempted at a major DoD component over 20 years ago, auditors have continued to report significant weaknesses in DoD's ability to provide timely, reliable, consistent, and accurate info. for mgmt. analysis, decision-making, and reporting. In 2005, the Financial Improve. and Audit Readiness (FIAR) Directorate was established in DoD to manage financial improvement efforts and to integrate those efforts with transformation activities across the dept. This report analyzes this plan to identify any areas where improvements are needed to enhance the plan's effectiveness as a mgmt. tool for reporting on DoD's efforts to identify and resolve its financial mgmt. weaknesses and achieve financial statement auditability.
Recent audits of the fiscal year 1998 financial statements for DOD and the individual military services, performed by the DOD Inspector General (IG) and the service audit agencies, and our report on the U.S. government's financial statements have highlighted many critical DOD financial management problems. These problems not only hamper the department's ability to produce timely and accurate financial management information, but also significantly impair efforts to improve the economy and efficiency of its operations. Key areas of concern relate to ineffective asset control and accountability, which affects DOD's visibility over weapons systems and inventory, and unreliable cost and budget information, which affects DOD's ability to effectively measure performance, reduce costs, and maintain adequate funds control.
As highlighted in our February 1997 high-risk series report, ' one of the greatest challenges to improving financial management throughout the Department of Defense (DOD) is establishing a well-qualified, professional financial management workforce. Our objective in a series of assignments is to provide information on qualifications, such as formal education, training, and professional certifications, and professional work experience of personnel serving in key financial management positions in DOD. Due to concerns on the part of DOD officials regarding the completeness of personnel databases and personnel files, we are obtaining this information from biographies and/or profile instruments provided by each manager. This is the fourth of our planned reports on the qualifications and experience of DOD'S financial management workforce. It contains information we obtained on key financial managers in the Department of the Navy. We have already issued reports on key financial managers within the Office of the Under Secretary of Defense (Comptroller) and the Departments of the Air Force and Army. Also, we plan to issue a report on the Defense Finance and Accounting Service. As agreed with DOD officials, our reviews are confined to key financial management positions. These positions most often include comptrollers, deputy comptrollers, and budget officers at major commands and installations. These reports can help Defense agencies in shaping their plans to enhance the qualifications and work experience, such as formal education and training, of their financial management workforce, as necessary. In addition, the reports provide baseline information that can be helpful in monitoring progress.
This is a print on demand edition of a hard to find publication. As one of the largest and most complex organizations in the world, the DoD faces many challenges in resolving its pervasive and long-standing financial mgmt. and related business operations and systems problems. DoD is required by various statutes to: (1) improve its financial mgmt. processes, controls, and systems to ensure that complete, reliable, consistent, and timely info. is prepared and responsive to the financial info. needs of agency mgmt. and oversight bodies; and (2) produce audited financial statements. This statement provides a perspective on DoD's current efforts to address its financial mgmt. weaknesses and achieve auditability, including the status of its Enterprise Resource Planning system implementations. Charts and tables.
As highlighted in our February 1997 high-risk series report, ' one of the greatest challenges to improving financial management throughout the Department of Defense (DOD) is establishing a well-qualified, professional financial management workforce. Our objective in a series of assignments is to provide information on qualifications, such as formal education, training, and professional certifications, and professional work experience of personnel serving in key financial management positions in DOD. Due to concerns on the part of DOD officials regarding the completeness of personnel databases and personnel files, we are obtaining this information from biographies and/or profile instruments provided by each manager. This is the fourth of our planned reports on the qualifications and experience of DOD'S financial management workforce. It contains information we obtained on key financial managers in the Department of the Navy. We have already issued reports on key financial managers within the Office of the Under Secretary of Defense (Comptroller) and the Departments of the Air Force and Army. Also, we plan to issue a report on the Defense Finance and Accounting Service. As agreed with DOD officials, our reviews are confined to key financial management positions. These positions most often include comptrollers, deputy comptrollers, and budget officers at major commands and installations. These reports can help Defense agencies in shaping their plans to enhance the qualifications and work experience, such as formal education and training, of their financial management workforce, as necessary. In addition, the reports provide baseline information that can be helpful in monitoring progress.