department of defense agency financial report fiscal year 2012

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Department of Defense Agency Financial Report for FY 2012 Financial Management Workforce Improvement Initiative The Department has initiated a Strategic Human Capital Plan process to ensure it meets DoD-wide civilian financial management workforce and lifecycle management needs. This multi-year effort, which is being applied across the Department’s financial management civilian community, involves analysis of both manpower and position requirements. In FY 2012, the Department established enterprise-wide, financial management competencies applicable to each financial management occupation. Based on these competencies, the Department has started action to implement a DoD Financial Management (FM) Certification Program to assist the FM workforce in meeting future needs and requirements. Goals of the Certification Program are to: • Advance the professionalism of DoD’s FM workforce • Strengthen public confidence in the Department’s financial management • Improve skills and knowledge in audit readiness and decision support • Leverage the benefits derived from implementing the Department’s Enterprise Resource Planning systems • Encourage career broadening and leadership training • Establish a standard DoD FM body of knowledge The new certification program will identify a required certification level (1, 2 or 3) for 34 A U.S. pararescue crew hovers in an HH-60G Pave Hawk helicopter as part of a maritime personnel recovery exercise annual competition in Key West, Florida. U.S. Air Force photo by Tech. Sgt. Michael Fuller each civilian and military financial management position and within each certification level, a minimum number of training course hours will be required. The training is targeted to financial management technical competencies, DoD leadership competencies, and specific topics, such as audit readiness, fiscal law, and ethics. In addition to the training, a minimum number of years of financial management experience will be required for each certification level. Upon obtaining certification, a minimum level of continuing education credits will be required every two years. The Department introduced pilot versions of this program for several Components this year, with large-scale implementation planned to begin in 2013. Management’s Discussion and Analysis
Department of Defense Agency Financial Report for FY 2012 DISCIPLINED USE OF RESOURCES In the FY 2012 budget submission, the Department proposed more than $150 billion in streamlining and efficiency goals for FYs 2012 – 2016, and we continue to monitor progress in implementing these changes. On May 15, 2012, Secretary Panetta recommitted the Department and its leadership to an effort initiated by his predecessor to look unsparingly at the DoD organization and its operations to establish more efficient, effective, and cost-conscious ways of doing business. Secretary Panetta emphasized that maintaining this focus is more important than ever, given the current fiscal environment, and he directed the Department to eliminate lower-priority programs, streamline support activities, and instill a culture of savings and accountability. The Department continues to find further savings associated with streamlining overhead and headquarters, business practices and support activities. The Department is committed to aggressively seek ways to be more efficient, reduce costs, and U.S. Marines conduct a battlefield zero on Camp Leatherneck in Afghanistan's Helmand province. be excellent stewards of taxpayer dollars while maintaining the ability to perform its mission. In FY 2012, the Department projected an estimated savings of $19.8 billion. Examples of a few of the FY 2012 efficiencies follow: • Navy Cuts Costs by Consolidating Wireless Contracts. The Navy saved an estimated $10 million by consolidating numerous contracts with major carriers of wireless services, which enabled better pricing and “minute pooling.” • Air Force Aircraft Uses Less Fuel. The Air Force implemented and is implementing sixteen fuel saving initiatives that saved an estimated $45 million. For example, the Air Force is using commercial flight planning software to make real-time flight adjustments (airspeed, altitude) to save fuel. The Air Force also is reducing fuel reserves, consistent with safety and mission performance, in order to cut weight and save fuel. • Army Recruiting. The Army saved an estimated $764 million by restructuring its recruiting and retention efforts in order to capitalize on the current and projected economic environments. 35 U.S. Marine Corps photo by Sgt. Keonaona Paulo Management’s Discussion and Analysis
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