Transforming the Department of Defense financial management: a strategy for change : hearing before the Subcommittee on National Security, Veterans Affairs, and International Relations of the Committee on Government Reform, House of Representatives, One Hundred Seventh Congress, second session, June 4, 2002U.S. Government Printing Office, 2003 - 145 páginas |
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Términos y frases comunes
$26 billion Accounting Office accounting system acquisition appropriate budget scenarios business operations business practices business processes business systems Chairman challenges Christopher Shays committee Comptroller CONGRESS THE LIBRARY contractor cultural decision-making decisions defense budget Defense Department Department of Defense department's financial management DoD financial management DOD's dollars Dov Zakheim effective efforts enterprise architecture financial information financial management improvement financial management problems financial management reform financial management systems financial statements fiscal force Fourth Generation Warfare Friedman funds future FYDP goals going implement incentives information systems internal investments issues JONAS KUCINICH KUTZ LANZILLOTTA leadership LIBRARY OF CONGRESS LIEBERMAN military services modernization options Pentagon performance planners PPBS priorities private sector production requirements Secretary of Defense Secretary Rumsfeld SHAYS Slide spending SPINNEY strategy subcommittee Thank things threats TIERNEY transformation U.S. General Accounting war on terrorism
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Página 69 - DOD faces financial management problems that are pervasive, complex, long-standing, and deeply rooted in virtually all business operations throughout the department.
Página 79 - Cultural resistance to change, military service parochialism, and stovepiped operations have all contributed significantly to the failure of previous attempts to implement broad-based management reforms at DOD. The department has acknowledged that it confronts decades-old problems deeply grounded in the bureaucratic history and operating practices of a complex, multifaceted organization and that many of these practices were developed piecemeal and evolved to accommodate different organizations, each...
Página 79 - ... performance goals. It is imperative that major improvement initiatives have the direct, active support and involvement of the Secretary and Deputy Secretary of Defense to ensure that daily activities throughout the department remain focused on achieving shared, agencywide outcomes and success.
Página 78 - ... responsibility of the agency Chief Financial Officer (CFO) to establish the mission and vision for the agency's future financial management and to direct, manage, and provide oversight of financial management operations. However, at DOD, the Comptroller — who is by statute the department's...
Página 69 - Previous administrations over the past several decades have tried to address these problems in various ways but have largely been unsuccessful. In this regard, on September 10, 2001, Secretary of Defense Rumsfeld announced a broad initiative intended to "transform the way the department works and what it works on" which he estimated could save 5 percent of DOD's budget — or an estimated $15 to $18 billion annually.
Página 95 - ... as the active interest and involvement of the defense appropriations and authorization committees, will continue to be key to effectively achieving and sustaining DOD's financial management and related business process reform milestones and goals. In conclusion, we support Secretary Rumsfeld's vision for transforming the department's financial and business related operations. The continued leadership and support of the Secretary and other DOD top executives will be essential to successfully change...
Página 73 - DOD's financial management deficiencies adversely affect the department's ability to control costs, ensure basic accountability, anticipate future costs and claims on the budget, measure performance, maintain funds control, prevent fraud, and address pressing management issues.
Página 96 - Mr. Chairman, this concludes my statement. I would be pleased to answer any questions you or other members of the subcommittee may have at this time. CONTACTS AND ACKNOWLEDGMENTS For further information about this testimony, please contact Gregory D. Kutz at (202) 512-9095 or kutzg@gao.gov, Randolph Kite at (202) 512-3439 or hiter@gao.gov, or Evelyn Logue at (202) 512-3881.