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

DEPARTMENT OF THE ARMY

OFFICE OF THE ADMINISTRATIVE ASSISTANT TO THE SECRETARY

105 ARMY PENTAGON

WASHINGTON DC 20310-0105

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JDRS-PBD 22 MAY 98

RSG MEMO 98-02

MEMORANDUM FOR PRINCIPAL DEPUTIES OF HEADQUARTERS,

DEPARTMENT OF THE ARMY

SUBJECT: HQDA Resource Support Group (RSG) Meeting Minutes

1. The HQDA Operating Agency 22 (OA22) RSG meeting convened on 15 May 98. The RSG was co-chaired by Ms. Sandy Riley, Deputy Administrative Assistant to the Secretary of the Army and COL Jones, Director of Management.

2. Ms. Sharon Weaver, Chief, Program Budget Division (PBD), Ms Joan Wilson, Chief, Management and Manpower Division (MMD), and Mr. Robert Jaworski, Director, Resource Services - Washington, were the briefers. Mr. Jaworski welcomed the RSG members with a review of the Family Concept of resource management and the importance of internal Family communication and coordination with OA22. He also indicated that the funding situation in FY98 will be representative of all POM years. COL Jones reminded the members that decisions made by the RSG about what to fund and not to fund are directive in nature and must be followed. The Agenda included:

A. Fy98 Budget Execution:

1. HQDA Opens/CMAs (Slide 3): The HQDA open allotments and centrally managed accounts are executed at DFAS Indianapolis. Notes from table: The DFAS bill includes a $39.7M 4^th quarter withhold. SDT NON-AAFES also includes $7.5M withhold. MTMC line shows a $7.9M shortfall. JAG Claims has a potential bill of over $10M for German environmental claims. This claim was not expected until FY99 and beyond but may require payment in FY98.

2. HQDA High Visibility (Slide4): As of this presentation, the percent-obligated column would be 50% in a perfect world with consistent monthly execution. Each Family represented identified programs listed on this chart. These programs are not, however, exempt from taxes. Contract execution and seasonal requirements account for much of the deviations from the 50% midyear goal. The ACSIM Barracks Renewal UFR of $17.5M and the Memorial Day/ 4 July $400K are pending leadership reserve approval. OA22 also loaned the ABO $2M from the MTSA and expect repayment during 3^rd qtr.

3. HQDA/FOA Operational Accounts (Slide 5): The civilian pay line on this table generated much discussion. Ms. Weaver indicated that the FY98 "required" line is probably overstated due to pending hiring actions that may not happen in FY98. She expects that during July an updated status will result in a downward estimate of pay requirements. A review of Family workyear execution is at Annex IV.

Ms. Billington pointed out that her activity, ASA M&RA, has already executed over 60% of pay. COL Jones pointed out that civilian pay was indicated as fully funded during the December RSG. Ms. Billington claimed that the average salary was not adequate to fully fund her organization. Mr. Jaworski highlighted the fact that OA22 has 1/3 of the ARMY AMHA. He also pointed out that a vote in the PBC or the Council of Colonels to "fair share" the AMHA reduction intensifies the reduction in OA22. COL Murry asked if temporary employees were creating the payroll UFR. Mr. Jaworski did not believe temporary employees were creating the problem. Mr. Jaworski said that some small families and activities must divert pay to cover GENOPS missions. COL Murray asked if the principle officials of the RSG were being briefed about the difficult trade-off between GENOPS and CIVPAY.

Ms. Billington suggested that the RSG develop a strategy to address the decision making bodies (CoC, PBC, ARB) during the POM and the Funding Letter process. Mr. Jaworski suggested that the best strategy is that the RSG representatives take the message to their principle officials. He also asked for any suggestions about a strategy that would get this message out.

Ms. Weaver pointed out that Families and their activities must continue to execute for only mission critical, must do actions in the GEN OPS area. She pointed out that Annex II contains a review of the TDY status through March 98 for each Family principal. Noted on the review was the fact that RS-I is no longer executing the Military Training Open Allotment (MTOA) and that Chief of Chaplains, the DCSPER, the JAG and Military Personnel Center under the SAAA are now executing training requirements as the Military Training Specific Allotment (MTSA). Additional execution issues included that ASA (IL&E) and ASA (M&RA) had only received ACTEDS funds for the first two quarters of FY98, OCLL funding issue has been fixed in the FY00-05 POM and their FY98 issue is being worked, OSA executed $500K for Sexual Harassment Task Force in FY97, but does not have that expense in FY98, and difference in DUSA-IA execution for FY97 and the FY98 funding is due to FY97 being the start-up year for the organization. Ms. Weaver pointed out the difference between FY98 required and FY98 Annual Funding Program of $151.8M and that this Unfinanced Requirement in no way has a chance of being funded. She additionally directed the RSG members to Annex III that contains the FY98 Obligation Plan versus Execution by Family. This information includes OPENS & CMAs, High Vis. Programs and HQDA/FOA Operational Accounts.

B. OA22 FY98 OMA Midyear Review:

1. (Slide 7): This slide comments on the general outcome of the midyear review. The last comment is the most important one. Activities must continue to carefully review and reconcile all accounts each month. This is crucial due to the problems encountered with our accounting support at DNO-IN and becomes very important during the yearend closeout process. In addition, analysts must continually review pay estimates and be able to revise those requirements at the end the 3^rd quarter.

C. Review FY98 OA22 UFR Strategy:

1. (Slide 8): Ms. Weaver referred to the following highlights from Annex I (UFR list): The total of all automation UFRs is about $80M(category F). Total CIVPAY (category c) is about $9M. The RSG was asked to approve the UFR strategy. Questions arose about what percentage would be paid back. Mr. Jaworski offered to replace the percentage payback with an automation strategy.

As opposed to paying a percentage to each agency Mr. Jaworski offered to fund automation UFRs with any excess funds. The excess is what remains after payment of the leadership directed bills, the valid CIVPAY claims and repayment of loans from various programs. The RSG was asked to approve this strategy. The following concerns were raised: COL Murray wanted to know the approximate magnitude of the top three bullets on slide 8. Mr. Jaworski estimated the total at around $10M. MAJ Hannah (OCSA) expressed concern that the FOAs and SSAs would not receive consideration in this process. Ms. Billington asked that the IMCEN prioritize the automation requirements for all families. This would include all Family FOAs and SSAs. The IMCEN representative agreed to this requirement. With the above items addressed, an overwhelming majority of the RSG members present voted to approve the "automation" strategy.

D. Other FY98 Issues:

1. (Slide 9): The Electronic fund transfer for all travel reimbursements for 100% of the DOD effective 1 January 1999. The personnel turnover and training issues create much of the problem currently being experienced by DFAS customers. An example is the travel section that processes TDY vouchers. One hundred percent turnover occurs every fourteen months in this section. DFAS is forced to hire only temporary employees. In many cases these temporary employees have no prior finance or budget experience. OA22 conducts a weekly telephone conference with the leadership in DNO-IN. If activities have problems that need to be brought to the attention of the DFAS leadership, pass the details through your OA22 budget analyst. As the summer turnover begins it is important that RSG representatives include RSG information in the changeover process. Ms. Weaver would like to meet your replacement and will help with an OA22 orientation briefing. The RS-W Website is offered as another resource. Ms. Weaver additionally mentioned the services performed by DSS-W Contracting Services and noted an information package was available for pick-up after the briefing on the contracting and logistics support.

E. Manpower Issues:

1. (Slide 10): Ms. Weaver introduced Ms. Joan Wilson to address manpower issues. Ms. Wilson noted that manpower execution is at Annex IV. Some activities are resourced through several categories, so to find total execution the various components of OMA direct, reimbursable and other appropriations must be added together. We are in the process of developing a Website for reporting your monthly on-board strength. Additionally, OA22 will test the new TAADSR system. This will be a more user-friendly system and will provide the capability for your organizations to enter their own TDA documents. We will retain final approval authority and act as Systems Administrator.

TDA's were submitted to USAFMSA on the 30th of April. We submitted what you provided to us. ODCSOPS is running the Automatic Transaction Update System compares. However, we understand that TDA publication may be delayed from the historic mid-June timeframe. We will keep you posted regarding these developments.

In addition, some of you may already have had contact with the Manpower Analysis Agency regarding coding "inherently governmental" functions on the TDA. USAMAA is working with functional proponents to identify Army-wide the functions and associated positions that are considered core or non-core. Core manpower requirements are those which can only be performed by the military or civilian federal workforce due to combat requirements, unique knowledge & skill requirements, national security, management authority, expertise and control. Non-core manpower requirements consist of reimbursable support from other governmental entities, private contractors, military and civilian manpower subject to competition. The resulting TDA's can be linked to support the Commercial Activity Inventory.

F. POM Issues:

1. (Slide 11): This table highlights OA22 POM issues through POM File 4.0 and shows a range of impact between FY00 and FY05. Mr. Jaworski pointed out that the POM funding is subject to congressional and Army reduction during the funding letter process. Actual funding received for these missions may be less than shown in subsequent POM Files or Funding Letters are received.

G. Defense Civilian Payroll System (DCPS):

1. (Slide 12): Annex IV contains the details about the new DCPS rules, and new reports that will soon be available. Ms. Weaver pointed out that the new rules make monthly reviews of compensatory reports by supervisors more important than ever. Supervisors must ensure personnel take their compensatory time earned to prevent payments, which may increase the civilian pay unfinanced requirements in some activities. Mr. Jaworski explained that the DCPS system would go on line soon. This will make the job of Timekeepers more important, because some of the checks and balances will be removed by the on-line system.

H. Summary

1. (Slide 13): Ms. Weaver thanked the RSG for fostering a good working relationship between OA22 and the families. The Director of Network Operations at (DNO)-IN will continue to have an impact on our mission and budget analysts in all activities must be diligent in reconciling their accounts. Ms. Weaver reminded the RSG that they had approved the UFR strategy as published above and closed the meeting. The next RSG, if needed, is tentatively scheduled for mid-July 98.

ROBERT L. JAWORSKI

Director

Resource Services-Washington

CF:

OAA/DM