Detailed Federal Managers - Comptroller

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Department of Defense Agency Financial Report 2008 financial information. For process solutions, the plan addresses known major deficiencies and captures work done or to be done by large Defense components in assessing their weaknesses and developing necessary plans for overcoming those weaknesses. The Department uses an incremental approach in implementing Appendix A of the OMB Circular No. A-123, which is congruent with the focus areas of the FIAR Plan. The Department will continue to align its focus areas of the Appendix A effort to be congruent with the FIAR Plan in an effort to maximize resources. Training and Education The Department’s managers and senior leadership understand that training and education are crucial to the successful execution of the internal management control program and the Check It Campaign. The Office of USD(C) conducted training for over 1,300 DoD personnel at numerous workshops. The workshops were held at various locations throughout the Department, including the American Forces in Baghdad, Iraq. In addition, the DoD conducted a Department-wide training conference attended by more than 260 representatives at the National Defense University in Fort McNair, DC. Types of Material Weaknesses The management-identified weaknesses required by the Federal Managers’ Financial Integrity Act (FMFIA) and OMB Circular No. A-123 fall into three categories: 1. FMFIA Section 2 Financial Reporting Material Weaknesses (See Table 2a): Weaknesses identified as materially affecting the Department’s financial reporting identified under the oversight of the DoD Senior Assessment Team during the limited assessment of internal controls over financial reporting. The Department is using an incremental approach to comply with the OMB Circular No. A-123, Appendix A, which in FY 2008 included assessments conducted in: fund balance with Treasury; investments; military equipment; real property; Medicare Eligible Retiree Health Care Fund; Federal SECTION 3 Other Accompanying Information FMFIA-3 Employees Compensation Act Liabilities; environmental liabilities; appropriations received; accounts receivable; inventory; accounts payable; operating materials and supplies; other assets, other liabilities; general property and equipment for the Defense organizations only; compilation of financial reports; and internal use software for the intelligence community only. 2. FMFIA Section 2 Overall (Non-Financial) Operations Material Weaknesses (See Table 2b): Weaknesses materially affecting internal management controls usually affect more than one DoD component for all functions except for weaknesses associated with financial reporting or financial systems. 3. FMFIA Section 4 Financial System Nonconformance Weaknesses (see Table 2c): Material weakness(es) in the financial system conformance with government-wide requirements such as the Federal Financial Management Improvement Act as prescribed by OMB Circular No. A-127. The Department is reporting one weakness that covers the wide range of pervasive problems identified with financial system nonconformance.
Department of Defense Agency Financial Report 2008 Table 1. Most Improved Processes Process Improvement By Whom Result Improved processes to prevent excess supplies Army Saved $6.4 million in FY 2007 Decreased out-of-service debt that was Navy Corrected discrepancies and collected erroneously credited to the United $20.8 million for military personnel and States Treasury’s miscellaneous $1.4 million for reserve personnel during receipt account FY 2007 Improved efficiency of pharmacy production Air Force Saved $3.5 million in FY 2007 Achieved better management of Air Force Saved $250 thousand from 2004 to 2008; training hours, and more efficient and doubled the number of trained air traffic effective training of air traffic controllers controllers, increased controller certifications achieved from 29 to 170, and decreased failures to pass by 40 percent Improved controls over small arms in- Marine Corps Recovered 194 weapons and saved transit systems to prevent loss or theft while getting them to warfighters $1.4 million during FY 2008 Improved amphibious assault vehicle Marine Corps During FY 2008, reduced cycle time by depot production line 25 percent, reduced cost below budgeted baseline, reduced overtime by 50 percent, and improved quality targets on rework Improved the process and reduced the Joint Staff During FY 2008, reduced time to issue time to issue common access cards cards from 12 to 3 days, and saved $8 thousand per process Created accounting cells augmented Multi National Security Freed up $831 million for critical items for by the Defense Finance and Transition Command - Iraqi Security Forces during FY 2007 Accounting Service to improve deobligating and decommiting of funding on contracts Iraq Provided greater oversight, and Joint Special Operations Achieved 100 percent accountability of improved disbursing and cash Forces Command $10 million without a loss or overage of management procedures funds in FY 2007 Improved ability to project national United States Saved $1.9 billion from FY 2004 to security capabilities, enhancing world- Transportation FY 2008; these savings accrued to the wide troop movement and sustenance, patient movement, strategic refueling, and supply management Command Global War on Terror Improved teamwork and efficiencies by United States Northern Saved $3 million in FY 2007 providing augmentation teams of financial management experts for the Defense Support of Civil Authorities Financial Management Process Command Improved automated capability to United States Special Saved $54 thousand each year in FYs 2007 maintain control of clearances and access, which helps ensure continued security of most sensitive data Operations Command and 2008 Improved information assurance United States European Increased by 40 percent the number of competency Command personnel receiving information assurance certifications during FY 2008 Developed a new automated and Defense Finance and Reduced delinquent receivables by $2.6 standardized method to help reconcile Accounting Service billion in FY 2007, saving $125 thousand in ending balances labor costs per year Increased timeliness of payments due Defense Finance and Improved timelines of document processing to our Nation’s wounded warriors Accounting Service by increasing the percentage processed within 15 days of receipt from 34 percent to 95 percent SECTION 3 Other Accompanying Information FMFIA-4
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Detailed Federal Managers - Comptroller

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