Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
- Federal Tech Talk
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
Shows & Panels
DoD audits will take years of attention
Friday - 7/29/2011, 2:13pm EDT
By Jared Serbu
Federal News Radio
Getting the Pentagon to the point where it can finally pass a financial audit will take sustained commitment to the issue over the next several years—a commitment his predecessors had not always shown, the Defense Department's chief financial officer told lawmakers Thursday.
Robert Hale, the Pentagon's CFO and comptroller, told a special panel assembled to examine DoD's progress toward audit readiness that there is a focus and commitment to the issue among the department leadership that has not existed in the past. But if DoD is to achieve the goal of auditable statements by September 30, 2017, Congress needs to do whatever it can to make sure future CFOs pay as much attention to the issue as he does, he said.
"Perhaps my biggest concern is sustained commitment to this over time. That really depends," Hale told the House Armed Services Committee's defense financial management and auditability reform panel at its inaugural hearing.
"We've got it right now. I care about this. But frankly, the people that sit in my chair have generally been budget junkies. It's important that we have somebody that's my successor who knows something about audits and cares about the audits. I won't be able to do anything about that, and I urge you to do what you can. Sustained leadership over a couple of administrations will be required to make this happen."
DoD is working toward 2017 with its Financial Improvement Audit Readiness plan, first published in 2006 and updated in May. It lays out specific areas of DoD that financial managers want to archive to clean audit opinions over the coming years.
Hale said there are some parts of the department, including the Army Corps of Engineers, the Defense Finance Accounting Service and the Defense Contract Audit Agency that are already capable of achieving clean audits. Getting any of the military services to that point though will take a lot more work.
"To pass an audit, an organization has got to have systems and processes that record financial results of business events in a consistent and reliable manner," he said. "Our processes and systems don't always meet that standard. Many of the systems are old, and they don't record information in the level of detail that's required for an audit. Our processes are sometimes variable across commands and sometimes even across bases. These issues are especially challenging for us, because DoD's enormous size and geographical dispersion mean we just can't rely on manual solutions or workarounds as many agencies have been able to do."
It's not that DoD doesn't know where it's spending its money, said Elizabeth McGrath, DoD's deputy chief management officer. It's that granular information on how much individual programs and procedures cost on a day-to-day basis is hard to track, given the department's current systems and practices.
"The enterprise resource planning systems are being designed so we can capture that cost information, so we can do forecasting for maintenance and sustainment of those systems," McGrath said. "We're thorough the development of our business enterprise architecture, and we're developing financial information standards along with logistics-based standards so that at the end of the day we can aggregate that data and have cost information."
Hale said the department is able to come up with what he believes are fairly reliable cost estimates for its programs. It just isn't terribly easy.
"Take the Joint Strike Fighter as an example. If you want its operating cost, you're going to have to look at our personnel information, you're going to have to look at our day-to-day operation and maintenance costs, you're going to have to look at spare parts, and those are all in separate appropriations," he said. "If you wanted that now, you could not punch a button and get it. You would have to have a team of experienced analysts go in and do a study. Yes, I can get something that would help a commander make a decision, but it would take a long time, and it will require specialized expertise from contractors and others. And there's no audit to verify the data."
Officials say there are plenty of problems with DoD as an enterprise that are keeping the Pentagon from getting clean audits. They're trying to address those issues with stronger governance through McGrath's office. But as far as the individual military services go, DoD is starting with the Marine Corps. Hale said the Navy and Marines are ahead of the other services in terms of dedicating money and resources to improving their financial information. They're hoping to use the Marines as a "beachhead," and export some of the lessons they learn to the other services.