Headquarter, Department of the Army RESOURCE MANAGEMENT "2005 - Serving Today's Army for a Better Tomorrow"

Located on 8th Floor, Zachary Taylor Building, 2530 Jefferson Davis Hwy, Arlington VA 
Phone: 703-602-2388 / DSN 332-2388

• Background
• Vision
• Program and Budget Roles and Responsibilities
• Program Analysis and Fund Control Branch  
• Budget Execution Branch  
• Family Process
• Major Annual PBD Milestones

Background

Headquarters, Department of the Army (HQDA) provides program and budget guidance (PBG) to its Major Army Commands (MACOMs) and field activities several times during the Fiscal Year (FY). This guidance tells the MACOMs and field activities the resources they should expect to receive to accomplish the missions they are assigned. Prior to the start of the FY, HQDA publishes PBG based on the President's Budget Request. This guidance tells the commands and field activities the funding the Army has requested for them to execute their missions.

The FY begins on 1 October. At that time, the Army distributes funds and the authority to incur obligations to its MACOMs and field activities which allows them to begin operations. If the appropriations legislation has been signed by the President, the distribution is based on the legislation. If the appropriations bill is not signed at the start of the FY, the Army begins operations with funding based on a temporary congressional action known as a Continuing Resolution Authority (CRA). This CRA authorizes spending for essential functions to keep the affected departments operating until the final funding decisions are made. During the FY there is a continuing requirement to distribute, withdraw, and reallocate funds. The Army accomplishes funding distribution to its installations and activities through organizational units known as Operating Agencies.

Resource Services - Washington (RS-W) is designated as Operating Agency 22 (OA22). Organizationally, RS-W is under the Office of the Administrative Assistant to the Secretary of the Army. As an Operating Agency, OA22 is responsible for providing resource management support for over two hundred activities which perform a variety of readiness and operations support functions for Headquarters, Department of the Army. Support includes critical Army-wide centrally managed programs in addition to sustainment operations of HQDA activities to include the Secretariat, Army Staff and many Staff Support and Field Operating Agencies (SSAs and FOAs) as well as Joint and DoD activities for which the Army has administrative or executive agent responsibilities.

Program and Budget Division (PBD) has the mission to manage all aspects of the programming, budgeting and budget execution functions for resources appropriated to OA22. PBD is organized into two branches - the Program Analysis and Fund Control Branch and Budget Execution Branch.

Program and Budget Division Vision

• The Program and Budget Division is acknowledged as a customer-oriented organization characterized by a positive attitude dedicated to high-quality team performance.
• The Division is focused on its customers while ensuring achievement of its goals and performance objectives.
• All personnel demonstrate professionalism, initiative, mutual trust and personal integrity to develop professional skills and ensure continuous performance improvement.

Program and Budget Roles and Responsibilities

Programming:

• Developing out-year requirements for all OA22 programs
• Providing data to support justification for requested resources
• Interface with Army Functional panels as needed to accomplish programming activities

Budgeting:

• Allocation of appropriated funds among funded organizations
• Establishing tracking mechanisms for management of fiscal entities
• Assigning funding amounts to budget line items based on input from individual customer organizations
• Managing execution of centralized customer organization budgets
• Oversight and tracking functions for decentralized organizations

Program Analysis and Fund Control Branch

Program Analysis and Fund Control Roles and Responsibilities:

Review, Analysis and Control:

• Controls and monitors distribution of funds to activities
• Receives funding documents via PBAS for various appropriations
• Issues funding program and allocations to resourced activities
• Production of charts and presentation materials for RSG and RBs
• Ad hoc reports and functional reviews and analysis

Programs and Formulation:

• Programming functions for out-years
• Interface with PEGs/MDEP/FM, etc
• Receipt and distribution of funding guidance for out-years
• Focal point for preparation of Command Budget Estimate (CBE) and POM
• Maintain JDRS Masterfile

Budget Execution Branch

Budget Execution Roles and Responsibilities:

• Budget execution functions and travel functions
• Oversight of decentralized activities serviced by RS-W
• Perform budget functions for centralized activities (fund certification, analysis, reconciliation, fund control)
• Direct customer interface
• Receipt and analysis / reconciliation of financial reports (STANFINS, DCAS, DARTS, etc)
• Coordination with other components of RS-W
• Certification of travel orders
• Analysis of travel regulations and all financial regulations

OA22 Budget and Family Process:

• The OA22 budget is broken down into three categories: Army Centrally Managed Accounts (CMAs) and Open Allotments; High Visibility Programs or special senior leader directed missions or programs; and General Operational accounts. Examples of programs in each category include, but are not limited to:

• Opens / CMAs: Second Destination Transportation (SDT), Disposition of Remains, Claims, and APO Mail
• High Visibility Programs: Environmental Programs, Health Risk Assessment, Army Broadcast Service, JCS Exercises, and CPO Regionalization.
• General Operations: Civilian pay, benefits/awards, travel, supplies, and contracts.

• There are 25 families in OA22, they are ACSIM, AG, ASA(CW), ASA(FM&C), ASA(IL&E), ASA(M&RA), ASA(RD&A), DACH, DCSINT, DCSLOG, DCSOPS, DCSPER, DISC4, IG, TSG, JAG, OCE, OCLL, OCPA, OCSA, OGC, OSA/OUSA, DUSA-IA, SAAA, and SADBU. The SSAs and FOAs that are functionally aligned with a family are organized under that family principal.

• Family Concept and Information Flow:

• Background. In FY95 the family concept was implemented in OA22 which granted the family principals and resource managers more flexibility in the budgetary process with their functionally aligned agencies; as well as having more participation in the OA22 budgetary process as members of the Working and Senior PBACs. That year, the OA22 families participated in virtually every funding decision involving OA22, this process involved numerous meetings of the Working and Senior PBACs and was a very time consuming process. In FY96 the process was streamlined with the goal of producing an effective budgetary process and maximizing the direct office to office staff action coordination to minimize the need for formal meetings. Also, the names of the Working and Senior PBACS were changed to Resource Support Group (RSG) and Resource Board (RB) respectively.
• After three years, this concept has had a positive impact on operations in OA22. Families have been empowered with the budgetary decisions in OA22 and the lines of communication have greatly improved. There is a noticeable increase in familiarity with the various agencies / programs in OA22. The number of UFRs from individual activities have been significantly reduced due to prioritization of UFRs by the family principal.
• Throughout the FY, OA22 will announce and facilitate meetings of the Resource Support Group (RSG). The RSG is co-chaired by the Director of Management and the Deputy Administrative Assistant and attended by representatives of all OA22 families, typically the Family POC. The objective of the RSG is to develop strategy, prioritize resource issues, and advise senior leadership on the most efficient, effective use of available resources to best support the different missions and functions of the 200-plus HQDA/FOA activities.
• If needed during the FY, OA22 will announce and facilitate meetings of the Resource Board (RB). The RB is the OA22 executive level major decision arena and is co-chaired by the Director of the Army Staff and the Administrative Assistant and attended by the family principal or designated family representative. The goal is to promote advocacy and decisive issue resolution.

• Family Process and Responsibility. The primary budgetary role of the family is to be the account manager. Funding guidance is issued from OA22 directly to the activities in the form of a Funding Authorization Document (FAD) and the family is provided a roll up or summary of their activities' funding guidance. The family principal (or designated representative) has the option and the flexibility to cross level and shift funds within the family in coordination with RS-W, PBD. The family principal designates an individual as the Family POC to keep them informed on budgetary issues. This family POC is a decision making representative empowered with the authority to speak and vote for the family; has the resource or operational management expertise level to facilitate constructive productivity; and keeps the family principal informed in the budgetary process. Some other typical responsibilities of the family POC include, but are not limited to:

• Possess familiarity with each division / agencies' missions, to include Army-wide issues, and be aware of the total funding for family members.
• Manage civilian pay (OA22's goal is to fully fund payroll by authorized workyears).
• Including and working through agencies to keep them informed of the budgetary process. One way to accomplish this is to conduct "family" PBACs / RSGs or meetings.
• Collecting, organizing, prioritizing, and submitting to OA22, as a family, all their activities' UFRs.
• If the family is the functional proponent for an Army Open Allotment or CMA, then the family has the responsibility for policy review through close coordination between OA22 and the Army Budget Office.
• Brief and obtain the family principal's vote for requests to OA22's Crisis Response Fund.
• Review and be familiar with the families POM and Obligation Plan submissions.

• OA22 Budget Execution Analysts and Program Analysis and Fund Control Analysts are organized, to the extent possible, by families and are familiar with each activity within the family. There should be a close working relationship between the Family POC and the analyst.

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Major Annual PBD Milestones