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PDI 2010 – Army Service Day

0800-0915   Opening Ceremonies
0915-0930   Break
0930-0940   Opening Service Day Remarks
0940-1025   Awards Ceremony
1025-1130   The Way Ahead in Army Financial Management
1130-1145   Break
1145-1330   Luncheon Session
1330-1345   Break
1345-1445   Workshops

1. GFEBS Update and Demo
Kristyn Jones

Project Update, lessons learned for the field, demo of improved business processes, short update on federation.

2. Business Processes & Army Financial Statements
Jim Watkins

Every business transaction in the Army has an associated financial impact. The combined policies, systems and procedures that comprise Army business processes are examined during an audit on Army financial statements. The Army Financial Improvement Plan (FIP) is the roadmap for the Army's audit readiness preparation. The Army FIP contains the business process improvements required to obtain audit assertion and drive improvements across the organization to provide Army leaders with the information needed to fulfill the Army's mission. While an unqualified audit opinion is the expected outcome of executing the Army FIP, the greater goal is improving the way the Army conducts its daily business and making it a more effective organization, maximizing its resources.

3. Professional Development of the Army FM Workforce
PO & Financial Management School

The three pillars of developing adaptive and innovative leaders and warriors are Experience, Training, and Education.

4. Detecting & Prosecuting Fraud
Benny Piccolo

Explains the auditor's role in identifying and prosecuting fraud, how the auditors interact with the investigators and prosecutors. Sample case study. The prevention of fraud is the responsibility of all Army personnel, not just those that are involved in implementing and overseeing the internal controls that have been put in place.

5. Cost Awareness of Financial Operations in Theater
Steve Bagby
MG Phil McGhee
COL Troy Clay

Implementation of four Strategic Theater Financial Management Initiatives include deploying the Army's Financial Management & Contracting Systems, creating a Theater cost culture, determining the cost of war and through efficiencies reduce Theater costs and last, facilitate the rewrite of FM doctrine to incorporate "Money as a Weapon System" in counterinsurgency operations. These initiatives, systems and processes are designed by OSD, Army and DFAS and are provided the resources to further build confidence, credibility, and trust in the Department's and our ability to be exceptional stewards of Army resources.

6. Managing Your Budget in a Declining Economy
COL C.A. Cruse
Todd Nethery

Discusses the challenges of building and executing budgets under environmental fiscal pressure. Will include "Managing the Army's Budget: Where Requirements meet Reality" and "Adaptive Budgeting". Review practical ways for Resource Managers to stretch fiscal resources to cover emerging requirements. Will benefit anyone who faces the challenge of building, then adapting the plan to meet current demands.

1500-1600 – Workshops (repeated)
    
1. GFEBS Update and Demo
Kristyn Jones

Project Update, lessons learned for the field, demo of improved business processes, short update on federation.

2. Business Processes & Army Financial Statements
Jim Watkins

Every business transaction in the Army has an associated financial impact. The combined policies, systems and procedures that comprise Army business processes are examined during an audit on Army financial statements. The Army Financial Improvement Plan (FIP) is the roadmap for the Army's audit readiness preparation. The Army FIP contains the business process improvements required to obtain audit assertion and drive improvements across the organization to provide Army leaders with the information needed to fulfill the Army's mission. While an unqualified audit opinion is the expected outcome of executing the Army FIP, the greater goal is improving the way the Army conducts its daily business and making it a more effective organization, maximizing its resources.

3. Professional Development of the Army FM Workforce
PO & Financial Management School

The three pillars of developing adaptive and innovative leaders and warriors are Experience, Training, and Education.

4. Detecting & Prosecuting Fraud
Benny Piccolo

Explains the auditor's role in identifying and prosecuting fraud, how the auditors interact with the investigators and prosecutors. Sample case study. The prevention of fraud is the responsibility of all Army personnel, not just those that are involved in implementing and overseeing the internal controls that have been put in place.

5. Cost Awareness of Financial Operations in Theater
Steve Bagby
MG Phil McGhee
COL Troy Clay

Implementation of four Strategic Theater Financial Management Initiatives include deploying the Army's Financial Management & Contracting Systems, creating a Theater cost culture, determining the cost of war and through efficiencies reduce Theater costs and last, facilitate the rewrite of FM doctrine to incorporate "Money as a Weapon System" in counterinsurgency operations. These initiatives, systems and processes are designed by OSD, Army and DFAS and are provided the resources to further build confidence, credibility, and trust in the Department's and our ability to be exceptional stewards of Army resources.

6. Managing Your Budget in a Declining Economy
COL C.A. Cruse
Todd Nethery

Discusses the challenges of building and executing budgets under environmental fiscal pressure. Will include "Managing the Army's Budget: Where Requirements meet Reality" and "Adaptive Budgeting". Review practical ways for Resource Managers to stretch fiscal resources to cover emerging requirements. Will benefit anyone who faces the challenge of building, then adapting the plan to meet current demands.
 

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