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Author: William H. Andersen Publisher: ISBN: Category : Languages : en Pages : 33
Book Description
Defense Management Report Decision (DMRD) 910 significantly changed the Army's Finance Corps structure. This study examines Finance Corps history and lessons learned that highlight DNRD 910's shortcomings. It argues that as a result of DMRD 910, there is no Department of the Army (DA) level finance structure to develop, review, and coordinate Joint Chiefs of Staff deliberate and crisis action plans; no structure to provide direct assistance and guidance to 0-6 level finance commanders; and in the event of a major regional contingency, no structure that could deploy and direct overall Army finance operations in the theater of war. This study recommends that the Assistant Secretary of the Army for Financial Management and Comptroller take action to elevate the United States Army Finance Command to assume these additional responsibilities.
Author: William H. Andersen Publisher: ISBN: Category : Languages : en Pages : 33
Book Description
Defense Management Report Decision (DMRD) 910 significantly changed the Army's Finance Corps structure. This study examines Finance Corps history and lessons learned that highlight DNRD 910's shortcomings. It argues that as a result of DMRD 910, there is no Department of the Army (DA) level finance structure to develop, review, and coordinate Joint Chiefs of Staff deliberate and crisis action plans; no structure to provide direct assistance and guidance to 0-6 level finance commanders; and in the event of a major regional contingency, no structure that could deploy and direct overall Army finance operations in the theater of war. This study recommends that the Assistant Secretary of the Army for Financial Management and Comptroller take action to elevate the United States Army Finance Command to assume these additional responsibilities.
Author: William H. Andersen Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
Defense Management Report Decision (DMRD) 910 significantly changed the Army's Finance Corps structure. This study examines Finance Corps history and lessons learned that highlight DNRD 910's shortcomings. It argues that as a result of DMRD 910, there is no Department of the Army (DA) level finance structure to develop, review, and coordinate Joint Chiefs of Staff deliberate and crisis action plans; no structure to provide direct assistance and guidance to 0-6 level finance commanders; and in the event of a major regional contingency, no structure that could deploy and direct overall Army finance operations in the theater of war. This study recommends that the Assistant Secretary of the Army for Financial Management and Comptroller take action to elevate the United States Army Finance Command to assume these additional responsibilities.
Author: Morgan F. Denny Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
This paper is about the Finance Corps and its future. It chronicles recent significant events, both positive and negative, that have had an impact on the corps. The Finance Corps is the smallest basic branch of the Army and, like the Army, getting smaller. The Defense Finance and Accounting Service (DFAS), formed in January 1991, is in the process of standardizing and centralizing all DOD financial operations. As of 1 October 1992, DFAS will absorb (capitalize) a significant portion of the civilians and military working in Army finance offices. The impact of DFAS initiatives, TOE/TDA finance force structure analysis, and finance battlefield operational requirements are essential elements of this paper. Future alternatives are discussed including the possibility of a Resource Management Corps by combining the Finance Corps and Comptroller functional area. The battlefield mission for finance support to soldiers and commanders will continue to exist. Strong leadership, finance force structure changes, and significant improvements in policy, procedures, and communications are essential to support future contingency operations. Final conclusion is that the present Finance Corps must adapt to being smaller, perhaps merging into a Resource Management Corps, and existing within the new DFAS framework by maintaining its TOE structure with Finance Groups and Finance Support Commands.
Author: Morgan F. Denny Publisher: ISBN: Category : Languages : en Pages : 63
Book Description
This paper is about the Finance Corps and its future. It chronicles recent significant events, both positive and negative, that have had an impact on the corps. The Finance Corps is the smallest basic branch of the Army and, like the Army, getting smaller. The Defense Finance and Accounting Service (DFAS), formed in January 1991, is in the process of standardizing and centralizing all DOD financial operations. As of 1 October 1992, DFAS will absorb (capitalize) a significant portion of the civilians and military working in Army finance offices. The impact of DFAS initiatives, TOE/TDA finance force structure analysis, and finance battlefield operational requirements are essential elements of this paper. Future alternatives are discussed including the possibility of a Resource Management Corps by combining the Finance Corps and Comptroller functional area. The battlefield mission for finance support to soldiers and commanders will continue to exist. Strong leadership, finance force structure changes, and significant improvements in policy, procedures, and communications are essential to support future contingency operations. Final conclusion is that the present Finance Corps must adapt to being smaller, perhaps merging into a Resource Management Corps, and existing within the new DFAS framework by maintaining its TOE structure with Finance Groups and Finance Support Commands.
Author: Leo M. Impavido Publisher: ISBN: Category : Languages : en Pages : 21
Book Description
It has been a common presumption over the last generation that the United States Army Finance Corps is going away. Part of this presumption is due to the misperception that the Defense Integrated Military Human Resource System (DIMHRS) will make the Finance Corps obsolete. The Finance Corps, as well as the broader financial management (FM) community, remains relevant, primarily because of its proven value to an Army at war, and its demonstrated relevance in support of commanders, units, and warriors of all Services. However, significant problems exist -- the latest effort at transforming the Finance Corps, called Financial Management Redesign (FMR), eliminated all financial management commands at battalion level and higher, leaving in its wake an operational void. This paper will explain why the US Army Finance Corps and the financial management (FM) mission have survived and thrived to this day, why DIMHRS does not foretell the death of the Army Finance Corps, and how FM Redesign has been a failure. The paper also provides recommendations on how to restructure the financial management force in order to greatly improve financial management support to the Army and our Soldiers.
Author: Ronald C. Mixan Publisher: ISBN: Category : Languages : en Pages : 24
Book Description
The Finance Corps is at the crossroads of its existence. Recently, the Commandant of the Finance Corps published two memoranda that provide the concept and details of the latest approved Financial Management Redesign (FMR). The FMR recognizes and incorporates resource management as an integral part of deployable financial management while identifying procurement operations in support of sustaining forces as a priority. The FMR provides a deliberate transformation that expands force structure and the scope of operations without consideration to organizational changes in other activities or the technological advances in information available to alter internal processes. This paper proposes an alternative that accelerates the transformation by focusing on financial support provided to active duty division and brigade-level combat teams, and separate brigade-level units. It includes a review of recent facts and history; discusses the current operational environment; and establishes valid criteria to compare and analyze both the FMR and the alternative. Finally, this paper will demonstrate that the Finance Corps must drastically change its organizational structure by eliminating battalion and detachment commands while divesting rudimentary data entry and distribution tasks if it is to truly transform.
Author: William H. Andersen
Author: William H. Andersen
Author: William H. Andersen
Author: Morgan F. Denny
Author: Morgan F. Denny
Author: Leo M. Impavido
Author: 
Author: United States. Federal Accounting Standards Advisory Board
Author: Ronald C. Mixan
Author: John B. Wilson
Author: United States. Joint Chiefs of Staff