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Army Financial Management & Comptroller
Assistant Secretary of the Army for Financial Management and Comptroller (ASA (FM&C))
Directorates and Offices
Mission And Vision
Army Civilian Pay Rates
HQDA Rate Board
DFAS Manual 7097.01
DFAS-IN Manual 37-100
DFAS Policy Memorandums
DFAS-IN STANFINS SOPs
Army Management Structure Guide
Army Business Rules for DTS
Army Finance and Comptroller School
Air Force Budget Materials
Appropriations for the Current and Historical Fiscal Years
Army Regulation 1-1 (PDF)
Army Regulation 5-1 (PDF)
Commanders' Emergency Response Program (PDF)
Congressional Budget Office
Defense Wide Budget Documentation
DFAS Blue Book
DoD Budget Execution
DoD Budget Request
Financial Management Operations FM 1-06 (PDF)
Glossary of Terms Used in Federal Budget Process (PDF)
Legislative Activities at the New Congress.gov
Legislative Process Overview
Navy Budget Materials
Office of Management and Budget
Under Secretary for Defense (Comptroller) Budget Materials (Green Book)
O&S Cost Web
MICP (CAC Required)
Army Career Tracker
Army Management Staff College
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DoD FM LMS
Hatch Act Poster (PDF)
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Whistleblower Retaliation Poster (PDF)
RPA Mil Suite
Final SUS Trifold (PDF)
Job Aid for Vendors (PDF)
Vendor Training For Goods (PDF)
Vendor Training - Value Based (PDF)
Army Financial Report (AFR)
What is Army Financial Reform?
The U.S. Army is focused on reforming the Department’s financial practices to improve performance and to optimize its purchasing power. Army financial reform consists of two “pillars” - auditability and financial stewardship. The law requires the Army to produce auditable financial statements and account for the money it spends, and the property and equipment it manages.
What are the current and past efforts of the Army?
To continue progress in Financial Reform, the Army is aggressively developing a culture that expects auditable records at every level. The Army has a responsibility to maximize its resources, operate transparently, and execute its budget, according to the law and the intent of Congress. As expected, the results of the FY2018 audit produced a benchmark to begin measuring progress for future audits. The Army is taking steps, such as implementing strong internal controls, to remediate findings ahead of the FY2019 audit. On Dec. 14, 2017, the secretary of the Army directed the establishment of the Command Accountability and Execution Review (CAER)Program. The establishment of the CAER program is considered as a milestone for financial reform.
What continued effort does the Army have planned?
In developing the FY2020 budget ($182B), Army leaders reviewed all programs and projects,aligning them with the National DefenseStrategy (NDS) and Army priorities. The NDS explains how the U.S. competes, deters, and defeats the nation’s adversaries. The results validated Army programs, synchronized resourcing, and reinvested savings in programs which focused on financial reform and auditability. The Army is also reinforcing a “cultural change” to its leaders. Financial Stewardship will continue to be a command responsibility. Leaders and commanders, at all levels, will be held responsible for the management and performance of their budgets.
Why is this important to the Army?
The Army has a responsibility to maximize its resources, operate transparently and execute its budget, according to law and policy. Congress penalizes the Army for losing buying power by cutting funds from its appropriations. The Army is committed to optimizing purchasing power by efficient budget execution through financial reform. It is important theAmerican people have confidence in the Army’s management of every taxpayer dollar it receives. The Army must continue to demonstrate its people and processes can be trusted. Stretching every dollar to capture its full valueto have increased readiness and lethality across the force is essential to America’s ability to safeguard its vital national security interests around the globe today and in the future.