FMSOC BLOCK 1

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ACS Applications at OCONUS, CONUS and Home Station
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NO Distinction between them. It creates, deploys and sustains U.S. Military power anywhere at any time
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ACS Master Effects
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Measurable conditions resulting from the dynamic application of capabilities through a prescribed process. Desired effect is the product we provide to the COMAFFOR
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SIX ACS Master Process
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1. Readying the force. 2. Preparing the battlespace. 3. Positioning the force 4. Employing the force. 5. Sustaining the force 6. Recovering the force.
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ACS Master Process
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To Produce the desired affect necessary to create, operate and sustain globally responsive air and space forces.
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Eight ACS CApabilities
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1. Create Forces 2. ACS Command and Control 3. Establish operating location 4. Posture responsive forces 5. Protect forces 6. Generate the mission 7. Support the mission 8. Sustain the mission.
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Master CApabilities
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A Combination of capabilities that can be assessed or measured in peace and war, in garrison and deployed, for their contribution to desired operational effect.
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Functional Capabilities
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Heavily dependent on integration the 23 combat support functions areas make vital contributions to US AF operational mission capability. AF combat support capabilities are fundamental to the success of employing air and space power.
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Functional areas of ACS
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Functional capabilities; master capabilities; master process; master effect
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ACS relationship with ECS
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ECS is a subset of ACS that responds quickly and is highly mobile, technologically superior, robust, flexible, and fully integrated with operations.
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Defining Attributes to ACS
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Agility; reliability; integration; responsiveness
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What is Agile Combat Support (ACS)
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The ability to create, protect, and sustain air and space forces across the full range of military operations
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Who is responsible for FM (RM & FO) within theater
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Theater Army G8
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Funding Source
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632 Agreements (DoS Funds); international Military Education and Training (IMET); Reimbursable authority; Section 7 of the United Nations Participation Act; other DoS Funds
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Pre-Deployment DoS Tasks
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Review Status of Force Agreements; Determine any currency restrictions imposed to prevent disruption; negotiate and liason with banking industry of the host nation to establish local depository accounts.
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FM Support to COMAFFOR
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Big picture items in support of the COMAFFOR include serving as the technical advisor for all financial issues as well as the liaison with numerous other function areas.
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Where does FM fit in Air Force Forces
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Assigned to special staff under COMAFFOR at the installation level, FM usually works directly with the site commander.
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Combatant Commands (COCOM)
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Provide a strategic direction for the AOR and direct the operations of the air, land and naval forces supporting it.
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COCOM 6 locations`
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Central Command; Northern Comand; Southern Command; European Command; Pacific Command; Africa Command
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RE-Deployment
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Recovering the wing deployed forces. Home station commander provides agile combat support by assisting in re-integration of returning deployed forces.
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Who is the last to leave the re-deployment area
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FM NCO and contingency contract officer are last to leave the closed deployment site.
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Operate the Airbase (Sustainment)
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Mission support forces needed to achieve full operating capability.
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Generate the Mission
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Creates desired military effects as requested by the Combatant Commander. Conducts operations within 36 hours of arrival and embedded sustainment for 30 days.
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Establish the Airbase
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Contains limited forces to establish an initial operating capability.
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Command and Control (C2)
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Capabilities to establish deployed Wing Command and Control structure to include an initial MXG, MSG, OG and MDG.
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Open the Airbase
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Provides capabilities to open an air base regardless of the follow on mission or aircraft type.
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Force Module (5) overlapping missions
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Open the Airbase; Establish the Airbase; Operate the Airbase; Command and Control (C2); Generate the mission.
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Employing Resources
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AF Deploys personnel based on FM Module. Their accompanying supplies and required non-unit re-supply and personnel necessary to sustain forces for a minimum of 30 days.
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Home Station Offices still input what type of transactions while deployed
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Travel Accrual payments; Family Separation Allowance; Hardship Duty Pay Location; Hostile Fire Pay – Immediate Danger Pay; Combat Zone Tax Exclusion.
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Support to deployed forces start
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Personnel deployment functions or the mobility processing line.
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Mobility Training
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Life cycle begins at Basic Military Training. 2 hours per month should be conducted.
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ART, SORTS and DRRS similarities are
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All report on personnel, training and equipment condition. All report on readiness.
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Defense Readiness and Reporting Sytem (DRRS)
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Establish a mission-focused, capabilities based, common framework that provides the COCOM military services, Joint Chief of Staff, and other DoD users a data-driven environment and tools in which to evaluate in near real-time, the readiness and capability of US Armed Forces to carry out assignments
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What are the (3) purposed of SORTS
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Provide data critical to crisis planning; provides for deliberate or peace planning process; used by Chief of Staff and subordinate Commanders in assessing their effectiveness in meeting the responsibility to organize, train and equip forces for the COCOM.
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Status of Resources and Training System (SORTS)
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Controlled by CJCS. Single automated reporting system with DoD as centralized registry of all operations unit of the US Armed Forces.
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AEF UTC Reporting Tool (ART)
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Focuses on readiness reporting at the UTC level and provides HQ ASAF and MAJCOM Staff readiness information to employ and manage AEF operations. This system is located on the SIPRNET.
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Pre-Deployment
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Home Station Commander is responsible for ensuring personnel and equipment are ready to deploy.
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Unit Deployment Manager (UDM)
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Is a key individual for deployment preperations
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How is unit readiness measured?
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SORTS and DRRS
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How is UTC Readiness measured?
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ART
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Stage of Deployment
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Pre-Deployment; Deployment; RE-Deployment
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What are the (7) UTCs for FM
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Officer UTC – XFFA3 – Comproller; XFFA4 – FM Officer; Enlisted UTC – XFFA1 – Cashier/customer Service/Paying Agent; XFFA2 – FM NCO; XFFA7 – Budge Technician; XFFA9 – FM Superintendent and XFFAG – Comptroller Logistic Kit (LOGDET) contains supplies and equipment to establish FM Functions for 30 days.
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To support Finanical Analysis and Financial Services AF FM assigns forces and equipment to
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Unit Type Code (UTC)
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What is a UTC
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A potential capability focused on accomplishment of a specific missions that the military services provides
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Financial Services provides at the deployed location
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Provides necessary pay and disbursing support needed by deployed personnel
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Financial Analysis provides at the deployed location
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Provides a function similar to that provided at the home station but may use different rules and procedures on the operations supported.
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FM provides (2) core functions in a deployed environment
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Financial Analysis and Financial Services
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Your challenge in the deployed environment is to
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Provide funding and financial services support to produce the Commander’s desired effect in term of quality, quantity, and timeliness.
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FM leaders must be involved in all aspects of planning and engaged in all phases of the combat support process which are
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Preparing, protecting, positioning, employing, sustaining and recovering the deployment process
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AEF Planning
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Advance preparation for deployment is the key to succeed.
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AEF 24 month life cycle has how many phases
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4 distinct phases
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AEF Phase I
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First 14 month normal training includes UTC Tasks, routine deployment exercises and other training 2 hours monthly
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AEF Phase II
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60 day prior to deployment prepare for specific deployment for which you have been tasked
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AEF Phase III
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Following training deploy 6 month-1 year
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AEF Phase IV
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Stand Down period to recover
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(3) main principles of Contingency Operations Air Expeditionary Force (AEF)
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Predictability; equability; transperency
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(4) Mentoring Approaches
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Supervisory mentoring; Informal mentoring; Formal mentoring and Self-mentoring
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Mentee essential factors for partnership
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Respect; trust; partnership building; self esteem and time
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Mentee Characteristics
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Be focused on development; embrace change; be a risk taker; be eager and open to learn; be a team player; be patient; have a positive attitude
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Mentee Role
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Gauge; Learner; Student and Follower
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Mentee Role – Gauge
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how interactive the mentoring partnership will be by establishing the amount of dependence and guidance he or she needs.
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Mentee Role – Learner
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Acts as a sponge
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Mentee Role – Student
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Expand current knowledge
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Mentee Role – Follower
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Path to being a highly effective leader is by learning how to be a highly effective follower.
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(6) steps of the formal mentor process
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STEP 6 – End the Partnership STEP 5 – Evaulate Partnership STEP 4 – Perform Appropriate Roles STEP 3 – Establish Guidelines STEP 2 – Identify a mentor STEP 1 – Evaluate Charachteristics
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How long is the mentorship program
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Recommended One year. “No fault termination clause”can be used by either partner at any time, for any reason.
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How often should mentor and mentee meet
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at least 60-90 mintues per month
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SAF/FM Mentorship Program
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A key strategy to identify and invest in emerging leadership talent insuring successful attainment on the new level of execution as a strategic partner
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How often does FMDT meet
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Once per year
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Financial Management Development Team Purpose
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To provide oversight of Officer (LTCol – Below) and AF Civilian personnel (GS15 – Below) professional development by optimizing the AF personnel decision process to ensure we invest education, training and experiences.
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Financial Mangement Development Team (FMDT) Mission
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Provide the direction and oversight to develop future AF FM leaders to include both Military members and Civilian employees – through timely, deliberate, and appropriate education, training and experiences at the tactical, operational and strategic level.
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Civilian Career Paths
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Initial; journeyman; expert
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Civilian Career Path – Initial
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Establish and Build your technical profeciency
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Civilian Career Path – Journeyman
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Build depth of expertise and begin to seek opportunities to build greater breadth
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Civilian Career Path – Expert
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Developing and implementing strategic approaches to drive FM strategies and to lead organizations.
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Officer Staff Phase (16-20 Years)
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requires officers to acquire and to hone their leadership and management skills as wing comptrollers and squadron commanders. Officers should also increase staff skills as a Secretariat or Air Staff action officer, Departmental or MAJCOM branch, or division chief. Qualified officers will be considered for assignment to key Financial Management and Comptroller positions. Officers need to complete Senior Developmental Education (SDE), e.g., Air War College, Army War College, Naval War College, National War College and Industrial College of the Armed Forces by correspondence, seminar, or in-residence.
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Defense Financial Management Course (DFMC)
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Bridges the gap between technical functions and broad financial management and leadership. Designed to develop critical thinking, analytical, leadership and conflict resolution skill sets.
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Officer Advanced Development Phase (11-15 Years)
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Financial Management and Comptroller officers should work on gaining experience at different levels of command including Secretariat, Departmental, MAJCOM, and base. Officers should seek squadron commander jobs at base level comptroller organizations, staff level, or joint duty assignments. Officers need to complete Intermediate Developmental Education (IDE), e.g., Air Command and Staff College, Army Command and Staff College, etc., by correspondence, seminar, or in-residence.
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Officer Intermediate Development Phase (4-10 Years)
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Officers should continue to hone their technical expertise. Officers also need to enhance their leadership and management skills and gain a broader perspective of the Air Force mission. Officers need to complete SOS by correspondence or in resident; Financial Management Staff Officer Course (FMSOC) and acquire any advance specialized skills and technical training required in their respective specialty.
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Officer initial Phase (0-3 Years)
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Complete their initial Financial Management and Comptroller specialty training and duty assignment in their respective specialty. Officers will receive initial training in the Basic Financial Management Officer Course (BFMOC). Officers may be placed in charge of a Financial Services operation at base level. They may also be placed as an analyst in a Financial Management Analysis office or in a Systems Program Office (SPO).
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Field Grade Officer, intermediate education comes in many forms
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Intermediate Development Education (ACSC) Certified Defense Financial Manager Defense FM & Comptroller School Acquisition Certification (Level II) Senior Development Education Acquisition Certification (Level III)
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CGO, your basic developmental education, both functional and military, should include all of the following.
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Basic FM Officer Course Primary Development Education (Squadron Officer School) FM Officer Contingency Course Acquisition Certification (Level I) FM Staff Officer Course Master’s Degree
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Professional Military Education Purpose
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To train experts in aerospace power to provide an understanding and appreciation of Joint Service Operations
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Professional Career Development Phases
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Initial Intermediate Advanced Staff
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(3) basic Officer Career Paths
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O&M Financial Analysis; Acquisition Cost and Financial Analysis; Financial Services
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What are the ways to achieve CPEs
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Functional and Technical training; Academic courses at institutions of higher education; Distance Learning; Participation in or presentation at Professional Organizations; Publications of books, articles or course material.
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Goals of CPE
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Maintain currency in technical and functional specialty; keep abreast of DoD and AF policies and programs; Stay current on management principles and practices used in public and private sectors.
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Certified Defense Financial Manager (CDFM)
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Only test based; 4 modules: Defense resource management; budget and cost; accounting and finance; acquistion
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How often do you have to renew your CDFM
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Every 2 years – 80 CPE credits
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How many CPEs will you receive if you pass the CDFM test
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40 CPE credits
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Certifications available for financial managers to pursue.
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Certified Public Accountant, the Certified Cost Analyst, Certified Internal Auditor, and the Certified Government Financial Manager and the Certified Defense Financial Manager (CDFM) and many more.
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What is Breadth
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Broaden your professional development as you acquire expertise, knowledge and skills
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Breadth of experience will
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Assist you in developing Air Force and joint leadership capabilities. Generally, the time to broaden your development is during the middle stages of your career after you developed your job proficiency and depth.
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What is Depth
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Provide you with a foundation for effective leadership.
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How is Depth gained
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Over time and honed by your job experiences and assignments. Education will provide you with the fundamentals. However, you need to reinforce the academic tools with on-the-job training and varied experiences, including expeditionary field experiences if you are military.
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Occupational Skill Sets
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FM competency model defines the knowledge, skills, and abilities required of the FM professional, and it makes up the second half of the AF force
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What are the Occupational Skill Sets
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Decision Support. It is the ability to analyze relevant information and strategies to provide decision makers with insightful resource and financial recommendations. Developing People. It is the ability to promote the development and performance of others with the right blend of understanding, coaching, teaching, and support. Strategic Orientation. It is the ability to understand a vast array of information, anticipate needs, and make effective decisions and actions that meet important goals. Risk Management. This is the ability to identify and control financial risk for the organization. Collaborating and Influencing. It is the ability to identify problems, gather the proper information, and use the appropriate analysis to create sound recommendations. Driving Processes for Results. It is the ability to identify and effectively manage the people and processes that produce results. Leading Change. This is the ability to identify relevant improvements and mobilize people to implement them. Leading Teams. It is the ability to help groups work together successfully, driving results through commitment, motivation, and communication. Communication. This is the ability to use a variety of different ways of communicating to successfully inform, influence, and persuade others in the organization
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Strategic Level Development
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Assists in developing the skills to form accurate frames of references…….. Operational assignments; Institutional Education; Self Development; Mentoring and Exercises and Wargames
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Tactical Level Commanders, Supervisors, Educators and Trainers should follow the following guidelines
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Hone and enhance AF cultural Awareness; Reinforce core values through exemplification; Integrate competency and expertise into Air and Space Operations; Hone Joint and Coalition Understanding; Expand expertise through mentoring.
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Operational Level – Force Development
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Broaden understanding of integrated expertise….. Developmental Education; Professional Continuing Education; Advanced Academic Degree; Education with Industry; Fellowship; Specialty school/advance training.
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Tactical Level – Force Development Education/Training
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Fundamental Education; Specialty training; continuation training; leadership training.
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Strategic Level – Force Developoment Education/Training
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Airmen combine highly developed occupational and enduring competencies to apply broad professional leadership capabilities. They develop a deep understanding of Air Force missions and how operational capabilities and Airmen are integrated to achieve synergistic results and desired effects
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Definition of Force Development Education/Training
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A series of experiences and challenges, combined with education and training opportunities that are directed at producing Airmen who possess the requisite skills, knowledge, experience, and motivation to lead and execute the full spectrum of Air Force missions.
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Levels of Force Developoment
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Tactical; operational; Strategic
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Force Development – Tactal
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Master Primary Skills and develop experiences in applying skills
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Force Development – Operational
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Able to understand broader AF perspective. Transition from being a specialist to understanding AF integration.
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Force Development – Strategic
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Combine Highly developed occupational and enduring competencies. Develop a deep understanding of AF missions
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(15) Guidelines for creativity sessions
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Rule 1 – Necessity Rule 2 – Be positive Rule 3 – Get the Data Rule 4 – Change your perception Rule 5 – Think in sequence Rule 6 – Tolerate ambiguity Rule 7 – Persevere Rule 8 – Eliminate Distraction Rule 9 – Do not go after one answer Rule 10 – Verbalize Rule 11 – Take notes Rule 12- Take a breather Rule 13 – Iterate Rule 14 – Quite Rule 15 – Do not follow rules
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Barrier to critical thinking
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1. No fun being wrong 2. Justify everything 3. I was right, so I can’t be wrong 4. Produce 5. Over management 6. Its not worth it
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(10) elements of critical thinking
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1. Purpose 2. Questions 3. Information 4. Concept 5. Assumption 6. Inference 7. Point of View 8. Implications 9. Innovation 10. Big Picture Thinking
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Creative Thinking
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(1) an intensive discussion to solve problems or generate ideas, and (2) a type of group discussion process in which members of the group are encouraged to generate as many imaginative and creative ideas as possible within a short period of time.
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Critical Thinking
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The mental process of actively and skillfully conceptualizing, applying, synthesizing and evaluating information to reach an answer or conclusion
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Critical Thinking combines
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Rational logic, intuition, creativity and practical common sense
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Qualitative Skills
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Are the What, Where and When
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Qualitative Skills include
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AF Value, Airmanship, Leadership, Decision making, Communication Skills, Relationship Building, Problem Solving, Influencing and negotiating, financial management/fiscal law
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Quantitative Skills
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Are the Why and how
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Quantitative skills include
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Basic Economics; Forecasting/trend analysis; statistics; risk management and analysis;six sigma, Lean; Project Management; Cost/Economics analysis; Earned Value Management; Sensitivity Analysis
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Air Force Values
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integrity, excellence, service
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Airmanship
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professional military education, advanced education, understand the AF and unit mission/priorities
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Leadership
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your 15,000 lb weapon….the key determinant of success
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Decision Making
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understand how to do it better…analysis of alternatives….building consensus
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Communication Skills
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a force multiplier in “selling” your advice and recommendations; public speaking, graphic presentations, decision grid/matrix
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Relationship Building
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personal relationships/networking are your allies
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Problem Solving
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know how to stay on target…get results…be a part of the solution
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Influencing and Negotiating
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stakeholder consensus aids problem-solving
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Financial Management/Fiscal Law
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be a technical expert and train your team to be the same
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Basic Economics
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knowledge of economic policy, principles, and practices
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Forecasting/Trend Analysis
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predictive assessments (not historical reporting)
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Statistics
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understand and apply basic statistical concepts (mean, mode, deviations, probabilities)
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Risk Management and Analysis
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risk assessment and mitigation; assessment of failures and their consequences
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Six Sigma, LEAN
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productivity and quality improvements
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Project Management
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tools for developing, scheduling, coordinating, and managing projects and resources
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Cost/Economic Analysis
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time value of money, present value concepts, quantifying tangible and intangible benefits, capital budgeting
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Earned Value Management
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quantify progress on projects…metrics
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Sensitivity Analysis
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assess risk and consequences as conditions change…budgeting
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(8) steps of the decision making model
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1. Issue Identification 2. Analysis 3. Develop Alternatives 4. Evaluation of Alternatives 5. Recommendation 6. Decision 7. Implementation 8. Continuous Evaluation
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Step 1: Issue Identification
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Define the problem. THE most important part of Decision Support Provides structure to the problem Ensures the decision maker and the decision support team are working toward the same objective Sets the stage for success or failure
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Step 2: Analysis
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Looking at potential causes of the problem. Attempt to further understand the issue Break the issue down into subordinate parts Identify external factors, influencers and their relationships Diversity in the analytical team helps expand the analysis Need to recognize time available for analysis
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Step 3: Development of Alternatives
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Identify alternative approaches to resolve the problem. Some alternatives will be obvious while other may be difficult to identify Ask the right questions will help in the development of alternatives Consider how alternatives will impact stakeholders involved Develop a list of decision criteria to frame your alternatives
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Step 4: Evaluation of Alternatives
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Evaluate the proposed alternatives. Select an approach to resolve the problem. Establish evaluation criteria prior to alternative development
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Step 5: Recommendation
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Alternatives are evaluated and supported; the quality of your support reflected in your recommendations will give you credibility for your efforts. Reflect objectivity – Give insight to the analysis of all relevant stakeholders involved. Reflect a consensus of the participants involved Are effectively communicated and presented o KISS principle
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Step 6: Decision
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Decision made by decision makers impact everyone under their command Your recommendation is very important to solving problems/issues Proposed solutions will be compared to find the best fit for the problem Result-oriented questions;
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Step 7: Implementation
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Implement the plan. No guarantee a good decision made will create the anticipated good results Solution cannot be deemed good or bad unless is it implemented Key components of the implementation plan
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Step 8: Continuous Evaluation
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Continuously evaluate to verify if the problem has been resolved or not Evaluation can reveal lessons learned which can help future implementation Evaluation can help determine the value of the outcome Document outcome Evaluate whether implemented decision achieved the anticipated outcome
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Decision Making Difinition
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1. The study of identifying and choosing alternatives based on value and preferences of the decision maker. 2. Process of sufficiently reducing uncertainty and doubt about alternatives to allow a recommendation choice to be made from among them.
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(4) Decision Support Reasons
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1. Taxpayer dollars pay for the defense of US 2. Our nations security environment demands we succeed. 3. WE must provide value as a trusted advisor to Commander 4. Resources are constrained, so we have to make tough choices.
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Meaning of Decision Support
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Enabling Commanders to make informed decisions which optimize resources and mission effectiveness
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AF Mission
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The mission of the United States Air Force is to deliver sovereign options for the defense of the USA and its global interests -to fly and fight in air, space and cyberspace.
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Governing Authorities and Guidance
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The Air Force is required by law to have a Financial Management Strategic Plan. In accordance with Title 10, United States Code (U.S.C.), Part D, Section 8022C: The Assistant Secretary shall maintain a five-year plan describing the activities the Department of the Air Force proposes to conduct over the next five fiscal years to improve financial management. Such plan shall be revised annually.
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Progress and Monitoring Success
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An effective process for monitoring progress will keep the work of the strategic initiative teams on track but should not be inflexible and bureaucratic. It will be measured in two ways: Regular reporting and through internal FM Semi-Annual executive sessions.
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Sponsorship and Leadership
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FM Strategic plan is co sponsored by the Assistant Secretary of Air Force (FM and Comptroller) and senior FM leaders.
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Strategic Plan Management – Governance
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Is a structure created and used by senior leaders to provide a comprehensive framework for managing an organization. One of the principal tasks of governance is Enterprise-wide communication of the direction the organization is heading. The governance process for the Air Force FM Strategic Plan includes setting strategic objectives, establishing and monitoring key relationships, managing and monitoring progress through comprehensive metrics, reporting results, and maintaining communications among all who are impacted by the Strategic Plan.
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Governance is effective when there is the following.
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Clear accountability; clarity of purpose; transparency and openness to resolve issues; effective stewardship
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What are the 16 critical metrics that SAF/FM reports
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1. Vendor Pay Interest Penalty (IAPS) 2. Contract Pay Interest Penalty (MOCAS) 3. Lost Discounts 4. Negative Unliquidated Obligations (NULO) 5. Unmatched Disbursements (UMD) – 6. Government Travel Card 7. Travel Voucher Payment Timeliness 8. Milpay problem cases over 45 days old 9. O&M Execution 10. MILPERS Execution 11. Working Capital Fund (WCF) Cash – 12. DEAMS AF 13. FM Business Process Improvement initiative impact on processes and cost 14. Anti-deficiency Act (ADA) Case Status 15. Financial Improvement Plan (FIP)/Financial Improvement and Audit Readiness (FIAR) Initiative Status 16. GAO, DoD IG, AFAA Audit Finding Status
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Vendor Pay Interest Penalty (IAPS)
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Prompt Payment Act interest penalty per million disbursed
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Contract Pay Interest Penalty (MOCAS)
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Prompt Payment Act interest penalty per million disbursed
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Lost Discounts
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Percent of available discounts lost
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Negative Unliquidated Obligations (NULO)
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Disbursement recorded in accounting system and matched to an obligation, but the amount of disbursement is greater than the amount of the recorded obligation. The amount of disbursement in excess of the obligation is recorded as a NULO. Achieve appropriate ending balance.
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Unmatched Disbursements (UMD) –
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Disbursement recorded in the accounting system but not matched to an obligation, achieve appropriate ending balance.
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Government Travel Card
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Percent of total amounts over 60 days delinquent
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Travel Voucher Payment Timeliness
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Percent of Travel Vouchers paid within 10 business days of receipt and percent of Travel Vouchers paid within 30 calendar days of receipt
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Milpay problem cases over 45 days old
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Percent of military pay problem cases open over 45 days
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O&M Execution
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Actual Monthly Obligations versus Phased Plan
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MILPERS Execution
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Actual Monthly Obligations versus Phased Plan
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Working Capital Fund (WCF) Cash
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Available cash versus 7-10 day cash standard
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DEAMS AF
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Functionality and Implementation Status
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Measurement is the process of
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evaluating performance relative to a designated goal. Can be qualitative (involving non-numerical data and analysis) or quantitative (involving numerical data and analysis).
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Performance metrics are measurements of
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progress toward goals and are typically defined quantitatively.
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Applying metrics is
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a fair, objective, and consistent method for revealing strengths and weaknesses in performance, response time, and decision-making.
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Metrics help define
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accountability, identify accomplishments, and raise awareness.
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Metrics help ensure each effort is
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actionable, measurable, and has a mechanism for managing implementation.
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Air Force Cost Analysis Agency (AFCAA) mission is to
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support the Air Force Secretariat by conducting independent component cost analyses, special cost reviews, and cost analysis research and development.
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Air Force Financial Systems Office (AFFSO) mission is
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To leverage technology to develop, deliver, and sustain reliable automated financial management and information systems through their life-cycle”
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AFFSO Vision
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is one team, one vision – provide full spectrum, state-of-the- art, systems support capabilities critical to meeting financial services and decision support by providing timely and reliable financial management information”
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AFFSO’s goals are
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Develop, deploy, and sustain certified systems in-accordance-with Air Force needs and customer-defined requirements Provide customers with world-class support and systems training Support AFSO21 initiatives Reduce cost structure and gain efficiency.
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Air Force Accounting and Finance Office (AFAFO) supports
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the Assistant Secretary of the Air Force for Financial Management with oversight and management of Air Force accounting and finance activities.
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AFAFO directs directly to
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Deputy Assistant Secretary of the Air Force for Financial Operations (SAF/FMP).
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AFAFO charter includes
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Developing policy for and providing oversight of operations at Air Force Financial Services and Financial Management Offices Analyzing financial operations Developing Air Force accounting and financial services directives Managing the banking program on AF installations as well as the Government Travel Card and Government Purchase Card programs Operating the Financial Management Quality Assurance Program Ensuring effective internal controls are in place.
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Combatant Command (COCOM)
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From an FM perspective, it is important that we support the COCOMs with either funding or personnel, enabling the COCOM to effectively carry out their mission
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There are 9 COCOMs
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US Africa Command US Central Command US European Command US Northern Command US Pacific Command US Southern Command US Special Operations Command US Strategic Command US Transportation Command
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Air Force Audit Agency (AFAA) mission
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to provide all levels of Air Force management with independent, objective, and quality audit services to include (1) reviewing and promoting economy, effectiveness, and efficiency of operations, (2) evaluating programs and activities and assisting management in achieving intended results, (3) assessing and improving Air Force fiduciary stewardship and the accuracy of financial reporting.
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Defense Finance and Accounting Services (DFAS).
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performs departmental-level accounting for the entire Department of Defense. DFAS was established by the Under Secretary of Defense (Comptroller) to provide standardization throughout all military services
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DFAS Mission
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is to provide responsive, professional finance and accounting services for all branches of the military.
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DFAS is also known as
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“DoD Accounting Firm”.
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Air Force Financial Management Center of Expertise (AF FM CoE).
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provides expert, on-demand, specialized financial analysis for decision support to Air Force installations and MAJCOMs.
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The CoE’s mission is three-fold
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1. Provide clear, unbiased analysis to financial management customers at the Base and MAJCOM level 2. Provide expert on-the-job training (OJT) to financial managers to enrich their ability to provide analytical support on critical resource allocation decisions 3. Provide timely, on-call analytical support to Base/MAJCOM comptrollers on unique or complex financial analysis projects
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The CoE Delivers
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clear, unbiased analysis and decision support to commanders and other Financial Management customers, allowing Air Force leadership at all levels to clearly understand the financial impact of decision alternatives and make fully defendable resource decisions.
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Air Force Financial Services Center (AFFSC).
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represents one of the largest financial management transformation initiatives in Air Force history. The center centralizes most travel pay processing. Personnel within the central processing center are responsible for processing high-volume travel pay documents.
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Air Force Aid Society (AFAS) and American Red Cross (ARC)
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Sometimes a customer will seek a partial payment to meet an emergency situation, and a unit commander or First Sergeant will call upon FMF personnel for assistance. If FMF is unable to meet the customer’s financial needs, customers may be referred to the AFAS or the ARC.
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Public Affairs (PA).
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builds and maintains support for the AF through effective communication. They are the focal point for interaction with the public. PA serves as the advisor for commanders in areas of public interaction and command information.
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Security Forces Squadron (SFS).
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provides day-to-day installation security, confinement program management, military working dog management, and Anti-Terrorism/Force Protection (AT/FP) management. They administer all security training programs to include combat arms, resource protection, and crime prevention training.
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Office of Special Investigation (OSI).
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your assistance will be called upon in cases of fraudulent claims or other suspicious activity.
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Civilian Personnel Office (CPO).
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Financial services personnel often deal with the MPF who supports military personnel and generates/processes transactions that affect military pay, such as promotions, demotions, reenlistments, and changes to a creditable service date. It is important to maintain a working relationship to clear military pay cases submitted in the Case Management System (CMS).
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Communication Squadron (CS).
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Manages the command and control network for the installation leadership. Command and control is absolutely vital to commanders in executing their mission and managing the vast operations across a typical AF base. The CS manages the network control center, provides network management, supports small computers, maintains the telecommunications-messaging center, and manages the installation information protection program. They also manage the base telephone system and provide visual information and publishing services (including forms management).
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Civil Engineering Squadron (CES).
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operates with a large budget and primarily spends their resources on the base infrastructure. They repair roads, fix broken water lines, build sidewalks, and maintain facilities including air conditioning and heating systems, plumbing, water treatment, etc. CES also maintains runways for aircraft, provides snow removal, maintains the base grounds, provides permanent party housing, operates the fire department and fire suppression systems, provides explosive ordnance disposal, and is the environmental/hazardous waste expert on the installation ensuring compliance with environmental laws. The financial analysts in FMA should spend a lot of time fully understanding the CES activities and how/why they spend their resources.
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Staff Judge Advocate (JA).
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advises wing and subordinate commanders on military justice and disciplinary matters. The JA prosecutes courts-martials and represents the government in administrative separation hearings. The JA provides personal legal assistance and legal advice to military investigative agencies. He/she represents the AF interests in environmental and civilian labor matters and advises on contract and fiscal law issues.
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Resource Advisor (RA).
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Provides their commander with decision support for financial matters for their unit.
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primary duties of an RA
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Monitor and help prepare estimates for resources Help develop obligation and expense targets Monitor the use of resources in daily operations Provide Resource Management System (RMS) training to cost center managers Represent the Responsibility Center (RC) manager in the Financial Working Group Serve as the primary point of contact with comptroller personnel and other RAs on resource management matters pertaining to their responsibility center Know the details of the organization’s cost, program, and fiscal requirements; understand the relationship between output and cost Understand the use of management reports produced by the accounting system for operations and the materiel management system Interpret these management reports and recommend necessary management actions to the RC or CC manager
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Contracting Squadron (CONS).
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provides acquisition planning and business advice, leads market research, performs solicitation, awards contracts, and administers contracts.
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Financial Services Flight (FMF).
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Includes Customer Service and Customer Support functions. Customer Service provides pay and travel counter service for all personnel. They perform in- and out-processing for PCS, separations, and retirements including travel claims. They manage the debt programs, dependency determinations, and recertification of entitlements.
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Financial Management Analysis Flight (FMA).
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Plans, develops, and presents all budget and fund requirements for the installation to the MAJCOM or other higher headquarters. Responsibilities for financial analysis encompass economic analysis and execution of appropriated Air Force funds, including applicability and propriety of fund usage, to ensure their most effective use in support of Air Force programs and priorities.
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FMA is responsible for
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supervising the development, justification, and execution of the base financial execution plan and operating budget. Prepares staff studies to show prime mission areas or make recommendations for wing-wide projects or responsibilities.
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Computer Support Administrator (CSA).
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installs, configures, administers, and provides for the maintenance of squadron computer systems and equipment.
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Quality Assurance (QA).
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develops and maintains a viable Quality Assurance Program (QAP) for squadron operations. This includes performing quality review inspections, developing internal review checklists, and ensuring squadron internal controls are in place and working.
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Non-Appropriated Funds Financial Analysis (NAFFA).
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provides financial management oversight and analysis of Morale, Welfare, Recreation, and Services (MWRS) programs and activities on the base. They also support the Installation Commander, the Comptroller, and MWRS management. Assists the comptroller with the responsibility of ensuring Non-Appropriated Funds (NAF) are properly executed and accounted for. The Force Support Squadron actually manages the funds on a dayto-day basis, but past discrepancies in operations have levied oversight to the Base Comptroller.
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First Sergeant
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is the focal point for all readiness, health, morale, welfare, and quality of life issues within the organization. They advise the commander on a wide range of topics including the morale, discipline, mentoring, well-being, recognition, and the professional development of enlisted Airmen. The First Sergeant ensures the enlisted force understands the commander’s policies, goals, and objectives. They also conduct quality force reviews on all enlisted performance reports, decoration recommendations and other personnel actions.
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Comptroller Superintendent
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the highest-ranking enlisted member. Has a tremendous influence on the FM organization through his or her position in Comptroller Management. The duties will vary depending on the size of the organization, but generally centered on those programs such as recognition, training, and fostering good communication in the unit. Although the Superintendent works for the Comptroller, he/she is a valuable resource for advice and counsel to flight chiefs, section heads, and others in the management process.
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Comptroller Management
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include oversight to unit training, management of unit authorizations, and management of personnel and additional duties. Depending on the location and size of the organization, may include a Superintendent and First Sergeant.
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Comptroller (FM)/Commander (CC).
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The highest-ranking officer or civilian in a base-level FM organization. As the chief financial manager and advisor, he or she reports directly to the wing or installation commander
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Comptroller (FM)/Commander (CC) carries out
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his responsibilities through the Comptroller Management, Non-Appropriated Funds Financial Analysis (NAFFA), Quality Assurance (QA), Computer Support Administrator (CSA), Financial Management Analysis Flight (FMA), and Financial Services Flight (FMF/FSO), and staff. The comptroller is “dual-hatted”, having the added responsibility of being the Squadron Commander (CPTS/CC) for the Comptroller Squadron.
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Wing Staff Agencies (WSA).
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functions report directly to the wing commander or a director of staff. Wing staff agencies include Safety (SE), Historian (HO), Staff Judge Advocate (JA), Command Post (CP), Chaplain (HC), Plans and Programs (XP), Military Equal Opportunity (MEO), Inspector General (IG), Public Affairs (PA), and the Comptroller Squadron (FM).
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Medical Group (MDG).
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takes care of the health of Airmen and their families
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Mission Support Group (MSG).
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provides logistics readiness, contracting, personnel services, installation security, communications and engineering support, and Airman and family support services.
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Maintenance Group (MXG).
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supports the primary mission with weapon system maintenance.
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Operations Group (OG).
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Operates primary mission equipment. It consists of (on flying wings those are flying squadrons) and an operations support squadron.
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Wing.
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Responsible for and has authority over the installation. As a result, Has final decision authority on how the installation resources are spent
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what are the four groups and one staff agency under the wing
answer

OG, MXG, MSG, MDG, WSA
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Major Commands (MAJCOM)
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major subdivisions of the Air Force. They are directly subordinate to Headquarters U.S. Air Force
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The Comptroller (FM) at MAJCOM Headquarters provides
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financial analysis and services, including budget development and execution, cost and economic analysis, pay and travel services, and liaison with the Defense Finance and Accounting Services (DFAS).
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what are the 10 MAJCOMS
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Air Combat Command Air Education and Training Command Air Force Global Strike Command Air Force Materiel Command Air Force Reserve Command Air Force Space Command Air Force Special Operations Command Air Mobility Command Pacific Air Forces Unites States Air Forces in Europe
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SAF/FME – Directorate of Executive Services, Communications, and Workforce Development
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Has a dual purpose of supporting both the entire FM community and Air Staff proper. Support to the entire FM community is directed at career field management, education and training, and warplanning. For the Air Staff, support is in the form of resource and personnel management and executive services
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SAF/FME has three departments
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SAF/FMEO ….. Executive Service and Operations SAF/FMEP …… Personnel Support SAF/FMEW …. Workforce Development
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SAF/FMP – Financial Operations mission is to
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deliver world-class Financial Services to Warfighters and decision makers through operational excellence, integration, and continuous improvement of our people, processes, and systems.
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SAF/FMP has six directorates.
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SAF/FMPC ….. Financial Services SAF/FMPA ….. Accounting and Financial Operations Secretary of the Air Force/Financial Management SAF/FMPS …… Systems Innovation and Integration SAF/AFAFO … Air Force Accounting and Finance Office SAF/AFFSC …. Air Force Financial Services Center SAF/AFFSO …. Financial Systems Operations
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SAF/FMC – Cost and Economics mission is
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to provide expert cost, economic, and financial decision support to the Air Force, DoD, and Congress, thereby, enhancing Air Force warfighting capabilities and maximizing available resources.
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SAF/FMC has three directorates.
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SAF/AFCAA… Air Force Cost Analysis Agency SAF/COE …….. Financial Management Center of Expertise SAF/FMCE ….. Directorate of Economics and Business Management
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SAF/FMB – Budget mission is to
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obtain funding to support the Air Force mission by translating program requirements into approved budgets, to provide budget execution, and to support resource allocation with systems, policy, oversight, and advice.
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SAF/FMB has five directorates.
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SAF/FMBI …… Directorate of Budget Investment SAF/FMBL ….. Budget and Appropriations Liaison SAF/FMBM …. Directorate of Budget Management and Execution SAF/FMBO ….. Directorate of Budget Operations SAF/FMBP ….. Budget Programs
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SAF/FM is composed
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of four sub-organizations
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What are the SAF/FM four sub-organizations
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SAF/FMB – Budget SAF/FMC – Cost SAF/FMP – Operations SAF/FME – Executive Services
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Secretary of the Air Force/Financial Management (SAF/FM).
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Is appointed by the President and approved by the Senate. Directly responsible to the Secretary of the Air Force and has an advisory responsibility to the U.S. Air Force Chief of Staff. Is also referred to as the Assistant Secretary of the AF for Financial Management and Comptroller, and leads the AF Financial Management and Comptroller. This individual serves as the Air Force’s Chief Financial Officer and principal advisor to the Secretary of the Air Force on all financial matters.
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SAF/FM is principally responsible for
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exercising the comptroller and financial management functions of the AF, which include preparation of the AF budget, directing cost and economic analysis programs, and oversight of accounting and finance operations, systems, and reporting.
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AF Secretariat level, there are many different positions including the following.
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1) Administrative Assistant (SAF/AA) 2) Auditor General (SAF/AG) 3) General Counsel (SAF/GC) 4) International Affairs (SAF/IA) 5) Space Policy (SAF/SP) 6) Installations (SAF/IE) 7) Environment and Logistics 8) Legislative Liaison (SAF/LL) 9) Manpower and Reserve Affairs (SAF/MR) 10) Public Affairs (SAF/PA) 11) Small Business Programs (SAF/SB) 12) Information Dominance and Chief Information Officer (SAF/CIO) 13) Financial Management (SAF/FM)
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Under Secretary of Defense (Comptroller) (USD(C))
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Under the authority, direction, and control of the Secretary of Defense, is the principal advisor and assistant to the Secretary and Deputy Secretary of Defense on budgetary and fiscal matters (including financial management, accounting policy and systems, budget formulation and execution, and contract audit administration and organization), DoD program analysis and evaluation, and general management improvement programs. In addition, is the Chief Financial Officer of the Department of Defense.
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The USD(C) also supervises and directs
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(1) the formulation and presentation of Defense budgets, (2) the interactions with Congress on budgetary and fiscal matters, and (3) the execution and control of approved budgets.
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The USD(C) establishes and supervises the execution of uniform DoD policies, principles, and procedures for the following.
answer

Budget formulation and execution; financial management programs and systems; accounting and disbursing systems; cash and credit management; debt collection; financial progress and statistical reporting; and technical, organization, and administrative matters related to contract audit Relationships with financial institutions, including those operating on DoD installations in the United States and overseas International financial matters, including the adequacy of international financial agreements Education, training, and career development of comptroller and financial management personnel Access to DoD budgetary material and other records by the General Accountability Office (GAO)
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Department of Defense (DoD)
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All functions and its component agencies perform under the authority, direction, and control of the Secretary of Defense
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DoD is composed of
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Office of the Secretary of Defense (OSD), Military Departments, Chairman of the Joint Chiefs of Staff (CJCS), Combatant Commands, Inspector General of the Department of Defense, Defense Agencies, and such other offices, agencies, activities, and commands established or designated either by law, the President, or the Secretary of Defense.
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Understanding the organizational structure and interaction of the Air Force and the Financial Management community is the
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key to being an effective financial manager
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Financial Management community is organized.
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Department of Defense (DoD), Secretary of the Air Force/Financial Management (SAF/FM), Major Commands (MAJCOM), Wing/Base, other base organization, and outside agencies.
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The SAF/FM Strategic Plan outlines
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how financial managers will work to achieve Air Force’s priorities and goals by identifying and defining our goals and objectives. It will take combined efforts from all of our organizational partners across the AF to be successful.
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Air Force 5 priorities
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1. Continue to strengthen AF Nuclear enterprise 2. Partner with Joint and Coalition team to win today’s fight 3. Develop and care for Airmen and their families 4. Modernize or Air Force and Space Investments, organizations, and training 5. Re capture acquisition excellence
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Financial Management Goals and Objectives
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Take an enterprise perspective because they align with Air Force priorities and goals. Creates similar linkages internally by aligning its goals with the FM vision and mission. Objectives that support and describe the strategies used to achieve each FM goal
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Financial Management Mission
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“Serve with integrity as the commander’s trusted financial advisor by providing high-quality support to decision makers on budgetary, financial, cost, and economic issues while continuously improving the quality, efficiency, and customer-focus of Air Force financial services and operations”
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Financial Management Vision
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“Maximize the combat effectiveness achieved with each dollar of taxpayer resources through continuous improvement in resource allocation, analysis, financial services, and execution”
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President’s Management Agenda (PMA).
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The President’s vision for government reform is guided by three principles. Government should be (1) citizen-centered and not bureaucracy-centered, (2) results oriented and market-based, and (3) actively promoting innovation through competition.
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PMA identifies five broad government-wide initiatives
answer

1. Strategic management of human capital 2. Competitive sourcing 3. Improved financial performance 4. Expanded electronic government 5. Budget and performance integration
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The SAF/FM Strategic Plan
answer

outlines how financial managers across the Air Force will work to achieve both the Air Force’s top priorities and our internal improvement goals. The Plan focuses on improving transparency in operations, developing and empowering our workforce and enhancing FM’s cost estimation and program control capabilities.
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Foster Air Force Smart Operations Across the Total Air Force
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More efficient processes result in the deliberate and systematic elimination of unnecessary surplus and lowvalue activities. At every level, Air Force Smart Operations for the 21st Century (AFSO21) is about a visible commitment to sustaining our competitive advantages in air, space, and cyberspace.
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Implement Open, Transparent Business Practices and Achieve a Clean Audit
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We must appreciate that all organizations at all levels have responsibilities to execute efficient, business-like operations. We must develop processes that take advantage of shared information; make decisions based on timely, accurate, reliable data; and conserve resources by improving processes.
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Improve the Total Force Quality of Life
answer

work diligently to improve the quality of the lives of the Airmen and those of their families, so our Airmen can focus on continuing the extraordinary service to the nation.
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Develop Joint and Battle Ready Trained Airmen
answer

We will lead by example and sharpen our entire force by equipping Airmen with combat skills required for all types of operations and locations, better preparing them to meet the demands of more frequent and longer deployments to support the Nation’s challenges and threats.
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Provide Persistent Situation Awareness.
answer

achieve persistent situation awareness to provide commanders the knowledge-enabled decision making capabilities necessary to ensure freedom from attack, freedom to maneuver, and freedom to attack in every type of operation.
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Sustain Air, Space, and Cyberspace Capabilities
answer

preserving and expanding our existing competitive advantages as we move towards a smaller but more capable force that is even more expeditionary, deployable, and effects-based than today.
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Foster Mutual Respect and Integrity
answer

provide each Airman a firm foundation as we rise to meet the challenges and threats of the future
question

The Air Force established seven goals to help guide us into the mindset of sustaining the Air Forces’ global mission.
answer

1. Foster Mutual Respect and Integrity 2. Sustain Air, Space, and Cyberspace Capabilities. 3. Provide Persistent Situation Awareness 4. Develop Joint and Battle Ready Trained Airmen 5. Improve the Total Force Quality of Life. 6. Implement Open, Transparent Business Practices and Achieve a Clean Audit 7. Foster Air Force Smart Operations Across the Total Air Force
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Air Force Strategy is about choices
answer

Have to do with organizing, training, and equipping our air, space, and cyberspace forces.
question

(5) specific Air Force Priorities
answer

1. Continue to Strengthen the Air Force Nuclear Enterprise. 2. Partner With the Joint and Coalition Team to Win Today’s Fight 3. Develop and Care for Airmen and Their Families 4. Modernize Our Air and Space Inventories, Organizations, and Training 5, Recapture Acquisition Excellence
question

Strengthen the Air Force Nuclear Enterprise
answer

As Bedrock of strategic deterrence and stability. Must be properly sustained and funded.
question

Partner with Joint and Coalition team to win today’s fight
answer

Air Force must continue to build partnerships with other Air Forces to bolster international cooperation, sustain power, global forces for stability and ensure access to global commons
question

Develop and care for Airmen and their families
answer

Airman’s deployment is also a families deployment. Af must attract, recruit, train, educate, and retain Airman capable of adapting to changing missions.
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Modernize our Air and Space Inventories, organizations and training
answer

Air Force has retired legacy aircraft and restructuring space program to allow reinvestment in other pressing mission areas.
question

Recapture Acquisition Excellence
answer

Bolster our acquisition and technology workforce and improve oversight on critical programs.
question

Occupational Skill Set
answer

complement an individual’s technical competencies and personal attributes and enable senior FM leaders to fulfill the SAF/FM mission of providing high-quality support to decision makers
question

Where and how often does the Development Team meet?
answer

Once per year and Randolph AFB

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