During my time in the private sector implementing enterprise resource plans (ERPs), conducting audits, and leading audit response teams, I ran across a useful model called the Unconscious Competence Change Management model. [...]we could function at a highly effective level with minimal effort. [...]that we realized the old ways of doing business won't work, it's thanks to the likes of the DEAMS Customer Support Division, the DEAMS Users' Forum, and the DEAMS Outreach Portal Site, that we can begin to share tools and techniques to operate effectively in our new environment.
[...]many of the military assigned there were still wearing suits directly off the rack (including me). [...]we communicate with Air Force leadership to help shape how our service thinks and engages. [...]in my view most importantly, we must develop enduring relationships.
Epply discusses the financial management functions of the USAF's Air Force Center for Environmental Excellence (AFCEE). AFCEE's financial functions are in the Financial Management and Mission Support Directorate.
After spending three years away from mainstream FM operations, this summer I found myself at the doorstep of HQ Air Mobility Command (AMC) preparing to lead the Financial Management Directorate, where in short order I was reintroduced to FIAR. To meet these requirements, the DoD has established time-phased FIAR goals: * 30 September 2014, for the General Fund Statement of Budgetary Resources (SBR) * 30 June 2016, for existence and completeness of mission critical assets (ships, aircraft, ground vehicles, real property, operating materials and supplies, inventory, etc.) * 30 September 2017, for all DoD financial statements And with such an all-encompassing effort, the DoD has developed a four-wave approach to achieve FIAR goals.
Are you aware of the following recent policy changes?: - Funds Distribution and Reimbursement Spending Authority * Air Force (AF) Form 1269 Request for Load or Change in Fund Targets * Field-level end-of-month reconciliation of Air Force Manual (A FM) to General Accounting and Financial System-Base Level (GAFS-BL) * Intermediary Funding Point * Standard construct for Funding Document Numbers: https://afkm.wpafb.af.mil/DocView.asp?DoclD=l 1038380 - Miscellaneous Obligation Reimbursement Documents (MORDS) Recording anticipated orders usina a MORD in the accounting system, which creates a budgetary resource, without a valid customer order is non-compliant and mUSt Cease: https://afkm.wpafb.af.mil/DocView.asp?DoclD=12205246 - Certifying Officials shall not authorize a negative MORD unless they have applied for and received permission in writing from Deputy Assistant Secretary financial Operations (SAF/FMP) (Air Force Accounting and Finance Office (AFAFO)): https://afkm.wpafb.af.mil/DocView.asp?DoclD=231000 - Accounts Receivable - updated guidance to resolve conflict with MORD policy.
The Air Force Accounting and Finance Office (AFAFO) implements, and in many cases develops, policy which governs activities in installation-level Financial Services Offices (FSOs) and the accounting functions of FM A. The AFAFO ensures the field offices, both the FSO and the accounting area, are informed of policy, and have their questions answered when there are issues or areas which require clarification. Regulations, AFIs, Air Force pamphlets, policy guidance, and business rules are published and put in place to ensure that operations are conducted in accordance with public law; that the financial managers across the Air Force have rules to follow to ensure activities are accomplished in support of law and policy; that there is a reference point to ensure that everyone is implementing the rules the same way; and that there is guidance so that every individual knows what to do.
There are eight institutional competencies: * EMBODIES AIRMAN CULTURE - Ethical leadership; Warrior ethos; Develop self; Followership * COMMUNICATING - Speaking and writing; Active listening * LEADING PEOPLE - Develop and inspire others; Take care of people; Diversity * FOSTERING COLLABORATIVE RELATIONSHIPS - Build teams and coalitions; Negotiating * EMPLOYING MILITARY CAPABILITIES - Operational and strategic art; Unit, Air Force, joint, and coalition capabilities; Non-adversarial crisis response * ENTERPRISE PERSPECTIVE - Enterprise structure and relationships; Government organization and processes; Global, regional, and cultural awareness; Strategic communication * STRATEGIC THINKING - Vision; Decision making; Adaptability * MANAGING ORGANIZATIONS AND RESOURCES -Resource stewardship; Change management; Continuous improvement Institutional competencies are the building blocks that form the foundation of your career development. For formal training, a broad variety of classroom-based courses are held at the FM Learning Center, the Defense Financial Management & Comptroller School, and the Air Force Institute of Technology.
First is the time and funding allowed per individual, and second is the amount of tasks that must be done during that time. [...]ask that same person to get a Certified Defense Financial Manager (CDFM) certification that doesn't translate directly to extra pay on either the corporate, civilian, or military side, and the motivation is typically gone. Just when we all thought there couldn't possibly be more training to fit into the five-pound bag, along comes the new DoD Financial Management Certification Program.
...] the experience of managing multi-million dollar budgets, providing decision support to senior leaders, and effectively managing a diverse workforce are competencies of today's Air Force finance officer, and are desired traits in the corporate world. Though CFOs are providing valuable strategic input, business executives I spoke with still rank financial integrity and expertise as top priorities for a CFO. MEASURING SUCCESS After speaking to several financial executives I found industry success is measured by three factors: short-term results, market indicators, and long-term capability.