FINANCE CORPS

1
FINANCE CORPS FORCE DESIGN UPDATE
BRIEFING Financial Management Redesign (FMR)
2
Purpose
To provide information on the redesign and
restructure of all SRC-14 TOEs
3
Shared Vision
ASA(FMC) MilDep for Budget Chief of the Finance
Corps
Provide a structure within the Combat
Service Support Battlefield Operating System that
will furnish enhanced financial management
support (finance operations and resource
management) across the operating spectrum in a
joint environment. Support will come from
properly sized deployed and non-deployed elements
with reach capabilities, providing financial
management support on the battlefield that equals
or exceeds the support provided on a fixed
military installation..
4
FMR Assumptions

• Implementation of Defense Integrated Human
  Resource Management System (DIMHRS) will transfer
  many Military Pay Input functions from Finance
  to input at the originating source.
• Battlefield procurement (contracting) will
  continue to increase as the logistical support
  footprint is reduced.
• Financial Management Tactical Platform (FMTP)
  will receive continued funding approval until
  fielding is finalized.

5
FMR Concept
INITIAL STEP

• Integrate FI and RM functions on SRC 14 TOE
• Staff operational force design through FDU
  process
• Identify and organize one FM Command for early
  implementation
• Implement Enlisted MOCS Proposal

INTERIM STEP

• Develop and revise doctrine
• Refine Processes and Training Strategy
• Verify Impact and Results

OBJECTIVE PHASE

• Establish Objective Force Integrated Concept Team
• Evaluate Additional Consolidation across FM
  community
• Develop organization prototype

6
Financial Management Unit Mission
The Financial Management (FM) mission is to
analyze the commanders tasks and priorities, and
to identify the financial resource requirements
which will enable the commander to accomplish his
mission. Financial managers acquire, program,
budget, allocate, distribute and control funds,
and provide timely procurement and contracting
support banking and currency support, EPW pay
support, U.S. and non-U.S. pay support,
accounting and cost capturing support, and
financial advice.
7
FMR Objectives

• Provide tactical commanders Financial
  Management capabilities through a single
  responsible authority
• Creates deployable Resource Management teams at
  Division, Corps, and Theater echelons
• Document GCSS-A Financial Management Tactical
  Platform (FMTP) on SRC-14 TOE as the FM
  Transformation enabler.
• - FMTP creates the framework for CFO compliance
• - Units can achieve IOC without FMTP but
  internal control capability is stressed -
  Cannot achieve FOC without FMTP given limited
  personnel in the proposed design
• - POM FY04-09 adequately addresses funding
• Reduce structure and right-size FM units
• - Eliminate the Finance Groups (all components)
• - Reduce the number of Battalion HHDs and
  Detachments required for the MCO
• Recognize and document Information Technology /
  Information Assurance Army wide initiatives

8
Force Structure Impacts Major Combat Operations
Simultaneity Stack
TAA 09 MCO 2 CORPS with 5 1/3 Div 1 Corps
with 3 1/3 DIV
Homeland Security (HLS)
Homeland
TAA 09 MCO 2 CORPS with 5 1/3 Div 1 Corps
with 3 1/3 DIV
Security
Project
Project
Deter Aggression (DA)
Man
Man
Deter
Deter
FS impact due to change in concept / design and
nature of MCO
Rotate Base
Aggression
Aggression
Major Combat Operations (MCO)
Refit
Major
Refit
Equip
Equip
Combat
Operations
Organize
Organize
Small Scale Contingencies (SSC) Non-Critical
Regions
Small Scale
Sustain
Sustain
-
critical regions)
Strategic
Strategic Reserve (SR)
Reserve
Restore
Restore
Train
Train
Transformation
Generating Forces
New allocation rules directly impact force
structure requirements within MCO portion of
simultaneity stack. Help inform METT-TC
decisions in HLS, DA, SSC, SR. Homeland
Security, Deter Aggression, Small Scale
Contingency, Strategic Reserve, Army Support to
Other Services not used for comparisons.
9
Personnel Recap (MCO ONLY)
UPDATED 11 Dec 02
Potentially paid for by TDA to TOE conversions of
Comp TDA positions
FDD computation of FS impacts in terms of
personnel recap adding comparison of TAA 11
projected MCO
10
Rules of Allocation
BN HHD ROA Changed to 130K During TAA-11
Current Rules Finance Command 1 Per
ASCC/Theater Finance Group 1 Per TSC and 1 Per
Corps Finance Battalion 1 HHD per 24,000 USA
Population Finance Detachment 1 per 6,000 USA
Population Proposed Rules Financial Management
Command 1 Per ASCC/Theater Finance Group
Eliminate Financial Management Battalion 1 HHD
per Division, 1 per Corps, 2 per ASCC/Theater
(for non-div elements) Financial Management
Detachment 4 per Div, 2 per CSG(F), 3 per
CSG(R), 2 per Corp, 1 per ASG, TRANSCOM,
ENCOM FM Cmd Comptroller team 1 per Corps and 1
per FM Command Division Comptroller team 1 per
Division
11
Proposed Financial Management Detachment
Current Size - 21
DETACHMENT HQ
Command Control BDE Liaison Officer
O3 44A00 COMMANDER E7 44C40 DET SGT
1/0/1
FMST
DISB
2 Mobile FMSTs Total 0/0/12
0/0/5
FMST
1/0/3
E6(2) 44C30 SR FIN ANL E5(2) 44C20 FIN
ANALYST E4(4) 44C10 FIN TECH E3(4) 44C10 FIN
CLK
E5 44C20 FIN ANALYST E4(2) 44C10 FIN
TECH E3(2) 44C10 FIN CLK
O2 44A00 DISB OFF E7 44C40 DISB MGR E5 44C20
DISB TECH E4 44C10 DISB CLK
Procurement Support Advise Commanders
Staff Limited U.S. Pay Support Non-U.S. Pay
Support EPW Pay Support
Procurement Support Advise Commanders
Staff Limited U.S. Pay Support Non-U.S. Pay
Support EPW Pay Support
Disbursing Spt Agent Support Cash
Control Accounts Payable
12
Current Finance Detachment TOE
O3 44A Commander E7 73C40 Det Sgt E4
73D10 Acct Tech
E5 73C20 Pay Analyst E4(2) 73C10 Pay
Tech E3 73C10 Pay Clk
E7 73C40 Pay Mgr E6 73C30 Section Leader
E5 73C20 Pay Analyst E4(2) 73C10 Pay
Tech E3 73C10 Pay Clk
E5 73C20 Pay Analyst E4 73C10 Pay Tech E4
73D10 Vend Svc Tech E3 73C10 Pay Clk
E5 73C20 Pay Analyst E4 73C10 Pay Tech E4
73D10 Vend Svc Tech E3 73D10 Vend Svc Clk
13
FM Detachment Equipment
DETACHMENT HQ
1/0/1
FMST
DISB
2 Mobile FMSTs Total 0/0/12
0/0/5
FMST
1/0/3
14
Proposed Financial Management Battalion
O/W/E
Command Control
Policy Guidance Audit/Analysis
5/0/23 28
O5 44/45A00 CDR O4 44/45A00 XO E9 00Z50
CSM
BATTALION
Current Size - 30
Int Cont
E7 44C40 FIN MANAGER E6(2) 44C30 SR FIN
ANALYST
HQ
0/0/3
2/0/1
DISB
S1/4
S6
HHD
S2/3
1/0/3
0/0/2
1/0/6
0/0/4
1/0/4
O3 44A00 OPNS OFFICER E8 44C50 FIN OPS
ADVISOR E6 74D30 CHEM NCO E6 44C30 FIN
ANALYST E4 44C10 FIN CLERK
E4 74B10 AUTOM SPC E3 74B10 AUTOM TECH
O2 44A00 DISB OFFICER E7 44C40 DISB
MANAGER E4 44C10 DISB TECH E3 44C10 DISB CLK
E6 75H30 PERS SVC NCO E6 92Y30 SUPPLY NCO E4
75B10 SIDPERS CLK E4 27D10 LEGAL CLK
O3 44A00 CDR E8 44C5M 1SG E5 63B20 MOTOR
NCO E4 63B10 MECHANIC E4 92Y10 SUPPLY CLRK E3
92Y10 ARMORER E3 92G10 COOK
Automation Support
Disbursing Spt Agent Support Detachment Funding
Statement of Account Accounts Payable
Admin Support Logistical Spt
Operations Security Planning Training
Command Control
Division Comptroller Team Separate SRC
Advise Cdr Staff Budget Mgmt Policy
Guidance Manage Allotted Funds Accounting
Records Cost Capturing Managerial Accounting
O4 45A00 COMPTROLLER O3 45A00 BUDGET
OFFICER E7 44C40 FIN MANAGER E6(2) 44C30
SR FIN ANALYST E4(2) 44C10 BUDGET CLERK
15
Current Finance Battalion TOE
O5 44A Commander E9 00Z50 CSM E4 71D10
Legal Spc E4 71L10 Admin Spc E3 71L10 Admin
Clk
E7 73C40 Int Cont Mgr E6 73C30 Sr Int Cont
Analyst
O2 44A Disb Off E7 73C40 Disb
Mgr E5 73D20 Acct Analyst E4 73D10
Acct Tech E4(2) 73C10 Disb Tech E4 73C10
Pay Tech E3 73C10 Disb Clk
E8 73Z5M First Sergeant E5 92Y20 Supply Sgt E5
75B20 Per Admin Sgt E4 63B10 Lt Whl
Mechanic E4 75B10 Per Admin Spc E3 92Y10
Armorer E3 92G10 Cook
O4 44A Ops Off E8 73Z50 Fin Ops
Advisor E6 54B30 NBC NCO E6 73C30 Sr Fin
Ops Analyst
E7 73C40 Pay Mgr E6(2) 73C30 Sr Disb
Analyst E6 73D30 Sr Ven Svcs Analyst
16
FM Battalion Equipment
Division Comptroller Team-Separate SRC
BATTALION
HQ
2/0/1
2/0/5
IC
0/0/3
S2/3
DISB
S1/4
S6
HHD
0/0/4
1/0/4
0/0/2
1/0/3
1/0/6
17
Division Comptroller Team
DIVISION COMPTROLLER TEAM
NEW SRC
O/W/E 2/0/5 7
O4 45A00 COMPTROLLER O3 45A00 BUDGET
OFFICER E7 44C40 FIN MANAGER E6(2) 44C30
SR FIN ANALYST E4(2) 44C10 BUDGET CLERK
Advise Cdr Staff Budget Mgmt Policy
Guidance Manage Allotted Funds Accounting
Records Cost Capturing Managerial Accounting
18
Finance Group Current TOE
O6 44A Commander O5 44A Dep
Commander E9 00Z50 CSM
E8 73Z50 Fin Insp NCO E7(2) 73C40 Int Cont
Sr NCO E6 73D40 Int Cont NCO
O3 44A S-1 E7 75H40 Personnel Sgt E5 71D20
Legal NCO E4 71L10 Admin Spc E3 71L10 Admin
Clk
O4 44A Pay Exam Officer
E8 73Z5M First Sergeant E5 92Y20 Supply
Sgt E4 31U10 Sig Info Svc Spc E4 63B10 Lt Whl
Mechanic E4 75B10 Per Admin Spc E3 92G10 Cook
O4 44A S2/3 O3 44A Plans Off E9
73Z50 Fin Ops NCO E8 54B50 Chemical OPS
NCO E7 73C40 Pay Ops Sr NCO E6 73C30 Pay
Ops NCO E4 96B10 Intel Spc E4 71L10
Administrative Spc
O3 44A S-4 E7 92Y40 Supply NCO E5 92Y20
Supply Sgt
O3 44A Disb Off E7 73C40 Disb SR
NCO E6 73C30 Funding NCO E5 73C20
Disb Sgt E5 73D20 Acct Sgt E4 73C10
Cashier E4(2) 73C10 Disb SpcE4 73D10
Acct Spc E3(2) 73C10 Disb Clk E3 73D10
Acct Clk
ELIMINATE
E7 73D40 Acct Sr Ops NCO E5(2) 73D20 Comm
Vend Svc Sgts E4(2) 73D10 Comm Vend Svc Spcs
E6 73C30 Sr Fgn Natl Pay NCO E5 73C20 Fgn Natl
Pay Sgt
E6(2) 73C30 Travel Supvs E5(4) 73C20 Travel
Sgts E4(7) 73C10 Travel Spcs E3(4) 73C10 Travel
Clks
19
Proposed Financial Management Command
O7 00B00 COMMANDER O6 44/45A00 DEPUTY
CDR O2 01A00 AIDE E9 00Z00 CSM E5 71L20
ADM ASI Remark code 99 - During
peacetime, personnel fill may be at next lower
grade
COMMAND
Command Control
GROUP
3/0/2
O3 44A00 COMMANDER E8 44C5M 1SG E4 63B10
MECHANIC E5 92Y20 SUPPLY SGT E3 92G10 COOK
HHC
Command Control
O3 44A00 FUNDING OFFICER E7 44C40 DISB
MANAGER E6 44C30 SR DISB ANALYST E5 44C20
DISB ANALYST E4 44C10 DISB TECH E3 44C10 DISB
CLERK
Central Funding Agent Support Disbursing SPT For
EAD
1/0/4
CENTRAL FUNDING 1/0/5
O5 44A00 FM OFFICER O4 45A00 POLICY
OFFICER E8 44C50 SR FIN MGT ADVISOR E7(2)
44C40 FIN MGT MGR E6(2) 44C30 SR FIN MGT
ANALYST
Policy Procedures
POLICY 2/0/5
O4 44A00 OPNS OFFICER O3 44A00 PLANS
OFFICER E9 44C50 FIN OPS ADVISOR E7 74D40 NBC
NCO E7 44C40 FIN MGT MGR E6 44C30 SR PAY
ANLYST E4 96B10 INTEL SPC
Operations/Security Training Plans
S2/3
2/0/5
PPBES Records Reporting NAF
O4 44A00 FM OFFICER E8 44C50 SR FIN
MGT ADVISOR E7(2) 44C40 FIN MGT MGR E6(2)
44C30 SR FIN MGT ANALYST
ACCOUNTING 1/0/5
S4
O4 01A04 LOG OFFICER E7 92Y40 SUPPLY SR
NCO E5 92Y20 SUPPLY NCO E5 63B20 MOTOR SGT
Logistical Support
1/0/3
O3 53A00 AUTOM OFFICER E6 74B30 AUTOM SGT E4
31U10 SIGNAL SPC E4 74B10 AUTOM SPC E3 74B10
AUTOM SPC
Automation Support
S6
O4 45A00 FM OFFICER E8 44C50 SR FIN
MGT ADVISOR E7(2) 44C40 FIN MGT MGR E6(3)
44C30 SR FIN MGT ANALYST
Policy Guidance Audit/Analysis
INT CTRL 1/0/6
1/0/4
Advise Cdr Staff Budget Mgmt Policy
Guidance Manage Allotted Funds Accounting
Records Cost Capturing Managerial
Accounting Joint/HNS Multinational
FM Command Comptroller Team Separate SRC
O/W/E
O6 45A00 COMPTROLLER O5 45A00 DEP
COMPTROLLER O3(2) 45A00 BUDGET OFFICER E8
44C50 BUDGET MGR E7 44C30 SR BUDG
ANALYST E5(2) 44C20 BUDG ANALYST E4(2) 44C10
BUDG TECH E3(2) 44C10 BUDG CLERK
14/0/42 56
Comptroller
4/0/8
Current Size - 87
20
Current Finance Command TOE
07 00B00 Commander 06 44A Dep Cdr 02 01A
Aide-de-Camp E9 00Z50 CSM E5 71L20 Exec
Admin Asst E5 71L20 Admin Sgt E5 88M20
Chauffeur
03 44A Int Review Off E9 73Z50 Sr Fin
Insp NCO E7 73C40 Int Cont Sr NCO E6 73D30
Int Cont NCO
O3 44A Commander E8 73Z5M First
Sergeant E5 92Y20 Supply Sgt E4 63B10 LT WHL
Mechanic E4 75B10 Per Admin Spec E4 92Y10
Armorer E3 92G10 Cook
O5 44A Ch, Fin Acct Div O4 44A
Ch, Policy Fin Svcs O3 44A
Accounting Off O3 44A Fin Acct Off O3
44A NAF Acct Off E8 73Z50 Fin Ops
NCO E7 73C40 Fin Sr NCO E7 73D40 Comm
Accts Sr NCO E6 73C30 Pay Ops NCO E6
73D30 Disb NCO E5 73C20 Fgn Natl Pay SGT
O4 41A S-1 O4 90A S-4 E8 92Y50 Sr
Supply SGT E7 71D40 Sr Legal NCO E7 75H40
Personnel SGT E4 71L10 Admin SPC E3 92Y10
Supply SPC
O4 44A Chief
O5 44A S2/3 O4 44A Operations Off E9
73Z50 Sr Fin Ops NCO E7 54B40 NBC Staff
NCO E7 73C40 Pay Ops Sr NCO E6 73C30 Pay
Ops NCO E4 96B10 Intel SPC
Cent. Funding
Com Accts
1/0/4/5
1/0/10/11
O3 44A Chief E7 73D40 Comm Vend
Svc Sr NCO E6 73D30 Comm Vend Svc NCO E5(2)
73D20 Comm Vend Svc Sgt E4(3) 73D10 Comm Vend
Svc Spc E3(3) 73D10 Comm Vend Svc Clk
E6(2) 73C30 Travel Supvs E5(3) 73C20 Travel
Sgts E4(6) 73C10 Travel Spcs E3(6) 73C10
Travel Clks
O3 44A Disb Off E7 73C40 Disb Sr
NCO E5 73D20 Acct Sgt E4 73D10 Acct
Spc E4(2) 73C10 Disb SpcE3(2) 73C10 Disb Clerk
E6 73C30 Sr Fgn Natl Pay NCO E5 73C20 Fgn Natl
Pay Sgt
O3 44A Fund Off E7 73C40 Fund SR NCO E5
73C20 Disb Sgt E4 73C10 Disb SpcE4 73D10
Acct Spc
21
FM Command Equipment
22
FM Command Comptroller Team
NEW SRC
FM COMMAND COMPTROLLER TEAM
RM TEAM
O/W/E 4/0/8 12
Advise Cdr Staff Budget Mgmt Policy
Guidance Manage Allotted Funds Accounting
Records Cost Capturing Managerial
Accounting Joint/HNS Multinational
O6 45A00 COMPTROLLER O5 45A00 DEP
COMPTROLLER O3(2) 45A00 BUDGET OFFICER E8
44C50 BUDGET MGR E7 44C30 SR BUDG
ANALYST E5(2) 44C20 BUDG ANALYST E4(2) 44C10
BUDG TECH E3(2) 44C10 BUDG CLERK
23
DOCTRINE Moderate - Revise and update Army and
Joint publications, including FM 14-100,
Financial Management Operations. Revision is
expected to begin in FY03. ORGANIZATION Signifi
cant - FINCOMs are redesigned to reflect new
mission/functions, Finance Groups are
eliminated, and Battalions and Detachments are
redesigned to reflect changes in missions and
functions. Elimination of Finance Groups
represents a loss of two 06 Commands from the AC,
and four from the RC (3 USAR, 1 ARNG). In
order to achieve expected reductions,
workloads must be shifted to both the FM Command
and the FM BNs Allocation rules, currently
under review, are expected to reduce the number
of battalions and detachments required across all
components. We must be extremely cautious in
the transition to prevent disruptions in mission
and degradation of service. TRAINING Moderate
- Familiarizes BC 44 and FA 45 officers to the
complementing core competencies of the two
specialties. School training for 73C/D enlisted
personnel is already being updated to reflect
consolidation into 44C. The first Advanced
Individual Training course is scheduled for
October 2004 (FY05). The Reserve Component
will begin conversion in October 2005 (FY06).
24
MATERIAL (1) SRC-14 impact will be minimal.
Shifting of several line items from one echelon
to another within SRC-14 TOEs is expected. This
force design also recognizes efforts to
document GCSS-A (Financial Management Tactical
Platform) on FM TOEs. Fielding of FMTP
(prototype model) began in Aug '02 and will
continue through FY07. FM units that activate
prior to receiving FMTP will have an initial
operating capability that is limited in
automation support, stressing the units
internal control capability however, the short
term level of risk to FM units is acceptable.
As units receive FMTP and receive training on
its use, they will reach full operating
capability and have framework for CFO
compliance. Units cannot achieve full operating
capability without FMTP given limited personnel
in the proposed design. (2) Impact for
Army is moderate. This redesign creates a
requirement for an additional 11 HMMWVs, but
also yields a savings of 19 LMTVs for
redistribution across the force. This
estimate considers MCO forces only. LEADERSHIP
Moderate - FMR integrates Branch Code 44
(Finance) and Functional Area EDUCATION 45 (FA
45 Comptroller) core capabilities into one
organization. Either skill set can command the
FMR Battalion or FMR Command.
25
PERSONNEL Moderate Consolidation of enlisted
Finance MOSs was documented effective FY04 and
is expected to continue through the objective
force. This redesign does not alter current
statistics related to personnel or accessions
matters. Elimination of Finance Groups and
reduction of Finance Battalions decreases
overall senior NCO requirements. Changes in
allocation rules reduce the current structure
and generate a net personnel savings for the
Army. However, in order to provide battlefield
resource management capability, overall
savings is underestimated in this package because
FA 45 positions currently documented on TDAs
have not been considered in the baseline.
FACILITIES Minimal - Overall reduction in
number of facilities due to the reduction in
structure (all six Finance Groups are
eliminated and the number of Finance Battalions
is reduced).
26
Officer Personnel Recap
FM DET/BN/COMMAND SRCs
FM COMPTROLLER SRC
27
Finance Enlisted Personnel Recap
FM FINANCE SRC
COMBINED SRC TOTALS
FM COMPTROLLER SRC
28
Low Density Enlisted Personnel Recap
29
Personnel Recap
30
FA 45As on MTOEs COMPO 1
ASCC MTOE availability Dependent upon Commanders
discretion Total documented 140 REQ / 42
AUTH COMPO 1 only
ASCC UIC COMPO 1 REQ COMPO 1 AUTH HHC
Third US Army WATGAA 34 24 HHC Seventh
Army WATLAA 34 10 HHC Eighth Army WNDEAA
8 3 HHC US Army Pacific ASCC WNCRAA 30 3 HHC
US Army South WNAGAA 34 2 ASCC
Totals 140 42 OTHER UNITS UIC COMPO
1 REQ COMPO 1 AUTH HQ US Army Southern
Europe WJHEAA 1 1 HHC 24th Infantry Division
(Mech) WAG9AA 3 3 HHC 7th Infantry Division
(Light) WAKUAA 0 3 160th Aviation Group HHC
(SP) WDSTAA 1 1 3rd BN 160th Aviation
Group(SP) WC3JAA 1 1 75th Ranger Regiment
HHC(SP) WDDDAA 1 1 5th Signal Command HHC
(G6) WG86AA 3 0 9th CS HHC TSC
(P1) WNBQAA 1 1 21st CS HHC TSC
(E1) WNBSAA 2 2 377th CS HHC TSC
(AR) WNDUAA 1 1 Other Unit Totals 14 14
Totals 154 56 Source FY04 WebTAADS
extracts provided by USAFMSA
POTENTIAL BILLPAYER
31
FA 45As on AUG TDAs COMPO 1
Corps UIC Location REQ AUTH I
Corp FCWAT399 Ft. Lewis 1 1 III
Corp FCWAT499 Ft. Hood 3 2 V
Corp E5WAT699 Heidelberg 4
3 XVIII Airborne Corp FCWAUK99 Ft. Bragg
1 1 Total 9 7 Division
UIC Location REQ AUTH 2nd Infantry
Division P8WAH499 Korea 2 2 1st
Infantry Division (Mech) E5WAMH99 Wuerzburg
2 2 3rd Infantry Division
(Mech) FCWAQJ99 Ft. Stewart 3 3 3rd
Infantry Division (Mech) FCWAR499 Ft. Stewart
2 1 4th Infantry Division
(Mech) FCWNBB99 Ft. Hood 2 2 24th
Infantry Division (Mech) FCWAG999 Ft. Riley
1 1 7th Infantry Division
(Light) FCWAKU99 Ft. Carson 2 2 25th
Infantry Division (Light) P1WALX99 Schoefield
Barracks 1 0 10 Mountain Division
(Light) FCWGKE99 Ft. Drum 1 2 1st
Cavalry Division FCWNCH99 Ft. Hood 2
2 1st Armored Division E5WAPB99 Bad Kreuznach
2 2 82nd Airborne Division FCWAA699 Ft.
Bragg 2 2 101st Airborne
Division FCWAB199 Ft. Campbell 3
3 Total 25 24 COSCOM
UIC Location REQ AUTH 13th COSCOM FCWNBT99 Ft.
Hood 4 1 3rd COSCOM E5WBG099 Wiesba
den 1 1 Total 5 2 AUG
TDA TOTALS 39 33 Source FY04
WebTAADS extracts provided by USAFMSA
POTENTIAL BILLPAYER
32
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
33
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
34
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
35
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
36
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
37
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
38
FA 45As on MTOEs COMPO 1
POTENTIAL BILLPAYER
39
FA 45As on AUG TDAs COMPO 1
POTENTIAL BILLPAYER
40
FA 45As on AUG TDAs COMPO 1
POTENTIAL BILLPAYER
41
FA 45As on AUG TDAs COMPO 1
POTENTIAL BILLPAYER
42
FA 45As on AUG TDAs COMPO 1
POTENTIAL BILLPAYER
43
Equipment Recap
HMMWV
11 X 36K 396K
LMTV
-19 X 115K 2.185M
44
Alternatives -Comptroller Team Designs
Course of Action (COA) 1 Cellular SRC normally
assigned to FMC/FM Bn

• ADVANTAGES
• -SRC-14 TOE facilitates implementation
• Promotes professional development all levels
• Represents doctrine and lessons learned during
  recent contingency operations
• One focal point for FM
• Efficient transitioning from garrison to
  contingency operation
• Seamless technical chain and force packaging

DISADVANTAGES -Changes RM assignment and
relationship with Div and/or Corps HHC
45
Alternatives -Comptroller Team Designs
Course of Action (COA) 2 Cellular SRC normally
assigned to ASCC/Corps/Div

• ADVANTAGES
• Retains current C2 posture
• Business as usual for RM

DISADVANTAGES -Breaks technical
chain -Precludes single FM focal point for
Commanders -Presents standardization challenges
in FM theater policy and operations -Does not
represent FM Doctrine -Does not support FM
Objective Force vision
46
Alternatives -Comptroller Team Designs
Course of Action (COA) 3 Cellular SRC organic
to ASCC/Corps/Div

• ADVANTAGES
• Retains current C2 posture
• Business as usual for RM

DISADVANTAGES -Breaks technical
chain -Precludes single FM focal point for
Commanders -Presents standardization challenges
in FM theater policy and operations -Does not
represent FM Doctrine -Does not achieve Objective
Force vision
47
Alternatives -Comptroller Team Designs
Course of Action (COA) 4 Organic to FMC/FM Bn

• ADVANTAGE
• SRC-14 TOE facilitates implementation
• -Promotes professional development all levels
• -Represents doctrine and lessons learned during
  recent contingency operations
• -One focal point for FM
• -Efficient transitioning from garrison to
  contingency operation
• -Seamless technical chain and force packaging
• -Enhances Objective Force development

DISADVANTAGES -Limits flexibility in support
operations (if you need more than one, force
packaging becomes an issue) -FMC/FM Bn positions
would need to be changed to recognize separation
of duties -inflates comptroller battlefield
requirements
48
Alternatives -Comptroller Team Designs
Course of Action (COA) 5 Cellular SRC normally
assigned to FMC/BN Bn for MCO based on METT-TC
can be assigned or attached to supported
unit (ASCC, Corps, Div)

• DISADVANTAGES
• Can limit integration of core competencies and
  flexibility of a single voice for all Financial
  Management support and missions
• Does not represent Financial management doctrine
• Inhibits standardization of capability to
  support full spectrum operations
• Segments functional and technical relationships
  and synergism of a single voice for financial
  management.

• ADVANTAGES
• Provides commander flexibility to directly
  assign and control comptroller operations

49
Recommendation
Recommend Approval of Financial Management
Redesign Concept With Comptroller Team COA 1
50
Request for field input
Request field insight on how the commanders
position for the Financial Management Battalion
should be coded - Branch 44 or Career Field
45. Please submit response in below format as
part of field staffing.
Issue Coding of FM Battalion Commander
Position Discussion Recommendation
51
Request for field input
Request field insight to be considered as
proponent guidance to PERSCOM regarding on how
the commanders position for the Financial
Management Command should be filled - Branch 44
or Career Field 45. The proposed design
recognizes a requirement for an O7 FM Commander
at Theater level. That position will carry
remark code 99 allowing personnel fill at next
lower level during peacetime. Please submit
response in below format as part of field
staffing.
Issue Filling of Commanders position at next
lower grade during peacetime Discussion
Recommendation
52
BACK-UP SLIDES
53
FM Functions
EPW Enemy Prisoners of War SRP Soldier
Readiness Processing DSSN Disbursing Station
Symbol Number NEO Noncombatant Evacuation
Operations FMTP Financial Management Tactical
Platform
54
FM Functions
55
What FMR does

• Supports transformation initiatives
• Provides the warfighter a modular and
  tailorable FM
• package
• Aligns officer and enlisted career management
  fields
• (44)
• Retains FA 45 within the interim force
  composition
• Reduces CSS footprint

Financial management will change to support a
transformed Army--- relevant today and tomorrow.
56
Proposed Rules of Allocation Breakdown (FMR MCO
Only)
57
Background

• 1996, ASA (FMC) DIRECTED
• GO board of directors Joint BC 44/ FA 45
  working group
• Develop Financial Management career field to
  meet army needs

• Finance School
• Tasked to develop evaluate several models
• 1996-1999 Concepts Evaluated
• Combining BC44 FA45
• Joint model
• DFAS-based
• Marine model
• Logistics-based
• SSB/SSG Concept

58
Background
1999-2000 FIRM Concept Combine BC44
FA45 Reorganize TOE positions only 2000-2001
FIRM Concept Combine BC44 FA45 Reorganize
all SRC 14 TOE Corps and below
focus 2001-2002 Financial Management Redesign
(FMR) Concept Reorganize TOE for increased
support to tactical Cdr
Corps and below focus
59
The Road Ahead

• Implement Interim Phase provisionally for Corps
  level units and below
• Develop concept of support for the Objective
  Force
• Support continued process and system redesigns
  led by the ASA FMC, DFAS, and J-Staff

60
Current Finance Group TOE
O6 44A Commander O5 44A Dep
Commander E9 00Z50 CSM
E7(2) 73C40 Int Cont Mgr E6(2) 73C30 Int Cont
Analyst
O3 44A S-1 E7 75H40 Personnel Sgt E5 71D20
Legal NCO E4 71L10 Admin Spc E3 71L10 Admin
Clk
O4 44A Pay Exam Officer
E8 73Z5M First Sergeant E5 92Y20 Supply
Sgt E4 31U10 Sig Info Svc Spc E4 63B10 Lt Whl
Mechanic E4 75B10 Per Admin Spc E3 92G10 Cook
O4 44A S2/3 O3 44A Plans Off E9
73Z50 Sr Fin Ops Advisor E8 54B50 Chemical
OPS NCO E7 73C40 Fin Ops Mgr E6 73C30 Sr
Fin Ops Analyst E4 96B10 Intel Analyst E4
71L10 Administrative Spc
O3 44A S-4 E7 92Y40 Supply NCO E5 92Y20
Supply Sgt
O3 44A Disb Off E7 73C40 Disb
Mgr E6 73C30 Sr Funding Analyst E5
73C20 Disb Analyst E5 73D20 Acct
Analyst E4 73D10 Acct Tech E4(2) 73C10
Disb Tech E4 73C10 Pay Tech E3(2) 73C10
Disb Clk E3 73D10 Acct Clk
E7 73D40 Accts Mgr E5 73D20 Vend Svc
Analyst E4 73D10 Vend Svc Tech E3(2) 73D10
Vend Svc Clk
E6 73C30 Sr Fgn Pay Analyst E5 73C20 Fgn Pay
Analyst
E6(2) 73C30 Section Leader E5(3) 73C20 Travel
Analyst E4(6) 73C10 Travel Tech E3(6) 73C10
Travel Clks