AFSC focus: Financial Management Directorate Published June 28, 2013 By Mike W. Ray Tinker Public Affairs TINKER AIR FORCE BASE, Okla. -- Because of the reorganization of the Air Force Materiel Command last year, the Financial Management Directorate in the Air Force Sustainment Center has an opportunity to drive standardization. FM's processes are "largely mandated by law," so there's limited room for maneuvering, said Jose R. Aragon, Financial Management director and comptroller of the AFSC. Nevertheless, "Within the 5-Center Construct we can look at standardizing how each of the three Air Logistics Complexes does financial analysis in predicting future rates, net operating revenues and break-event points," he said. "Previously, each center did its own thing, with different requirements and different systems. However, we cannot and should not run three different FM systems. Fortunately, that all filters through the AFSC now." The FM directorate provides financial management and technical advisory services to all AFSC directorates and subordinate organizations executing AFSC resources across three AFSC bases (Tinker, Robins and Hill). By standardizing, "We can start predicting with more fidelity the cash flow we will need throughout the year, the workload we can handle and whether we have the right capability," Mr. Aragon asserted. "We want to do a better job of predicting funding requirements and cash flow. Can we do more with the same amount of money, or can we do the same amount of work with less funding? Can we surge the workforce is requirements increase? And if so, how much will a surge cost us?" FM personnel in the AFSC work closely with logisticians and supply chain managers to ultimately ensure that aircraft and jet engines are available and ready when needed by the warfighter, Mr. Aragon said. His goal is to "implement cost-effective measures across the depots (at Tinker, Hill and Robins), to do more with less money but still satisfy the operational commands' requirements for weapons systems readiness." Buying, modifying, repairing and maintaining weapons "all cost money," Mr. Aragon noted. "Even storage of parts costs us money." Consequently, sequestration -- deep federal budget cuts -- is being felt in FM. Across the AFMC many senior analysts assemble regularly to "talk about the impacts and where funding can be cut," Mr. Aragon said. "Some things are must-haves, while other things are being pushed into FY2014." So, instituting a culture of cost-effectiveness is at the forefront of AFSC goals. According to Mr. Aragon, FM has more than 500 employees in the three depots. The Financial Management Directorates at Tinker, Robins and Hill have a total of 145 financial employees; each of the three Air Base Wings in the AFSC has a comptroller squadron of about 50 to 60 employees who handle day-to-day accounting processes for the wings; the three depot complexes have about 120 personnel involved in financial operations; and 70 FM personnel are embedded in the 448th Supply Chain Management Wing. Employees in the FM Directorate are highly trained. Those working in the acquisition field must be certified in acquisition and financial management. Also, not mandated by law but highly encouraged by the Defense Department FM community is the Certified Defense Financial Manager educational program and certification. "It's like having a CPA's license for an accountant," Mr. Aragon said. In addition, a new DOD FM certification program recently unveiled by the DOD Comptroller features specific financial management courses in auditing, budget, finance and cost. It has already been implemented in the Army, and the Air Force will begin the new program in 2014, Mr. Aragon said.