1. LTC Paula Barfield-Hughes Director, Total Force Integrator

2. Total Force Integration
“Our Nation is critically dependent on the Army to keep it safe and secure. Today, that means the Army must jointly fight and win. We must never forget that we are fighting an enemy whose fundamental objective is to destroy our Nation’s way of life. Your service is essential to protecting our way of life, and our Nation greatly values the sacrifices you are making.” Francis J. Harvey, Former Secretary of the Army

3. Discussion Topics Shaping the Army of 2020-2040
Strategic Goals Alignment
FM “Game Changers”
FM Structure Breakdown
Total Army Policy
Headquarters, DA
USAR Overview
Key Stakeholders
Who We Are
RC Career Progression
Professional Development
RC Home Station Training
FM Branch Points of Contact
To Support and Serve

4. Shaping the Army of 2020-2040 The Structural Transition
Strategy
Capabilities
Structure
Organization
Modernization
NATIONAL SECURITY
STRATEGY
Capstone Concept for
Joint Operations
The Human Transition
The Army Profession
Doctrine 2015
Army Learning Model
The
Squad
Leader
Development
Army Capstone Concept
Training
Experience
Education
Leader Development
ADP 3-0
Unified Land
Operations
ADRP 3-0
And Beyond

5. FM “Game Changers” “Game Changers”:
1991: DMRD 910 consolidates Accounting and Finance Operations
– Establishment of DFAS
2009 U.S. Army FM
School – Sustainment Training Proponent for GFEBS
2003 – 2010
DIMHRS
Development
2010 IPPS-A
Replaces DIMHRS
Ready Financial Auditability
FM Center and FM Company replace FM Brigades and Bns
General Fund Enterprise Business System fielding begins - full implementation by Jan 2012
2012 GFEBS
Fielding Complete
2012 FM / HR Sus
Bde, STB Cmds
2003
2005
2006
2007
2008
FM 1-06 “FM
Operations” Approved Dec 10
2011
2012
2014
2015
2017
BCT S8 Force Design Update submitted
Audit Readiness
FM Optimization
FM 1-06 “FM
Operations” Approved Sep 06
“Game Changers”:
DFAS capitalization of accounting and finance operations, 1991
•DIMHRS – system failure left Mil Pay mission in FM. IPPS-A fielding (MilPay AC/RC Pay Piece – 1st, Qtr, FY 19).
•GFEBS – Enterprise solution that will standardize financial systems across all Compos, and provide a Cost Management capability. The new system drives a need for cost accounting
Elimination of the FM Bde and BN unit structure and alignment of FM units (SRC 14) under the Sustainment Warfighting Function and C2 of Sustainment Units
Merger of Branch
Merger of Branch
Code (BC) 44A
The Mission Support Element (MSE), established in 2005 is a non-deployable TDA organization created to provide administrative control and Title 10 support to FORSCOM units– Completed in FY 09
Code (BC) 44A
(Finance Officers)
(Finance Officers)
and Functional Area
and Functional
FA 45A
Area FA 45A
(Comptrollers) into
(Comptrollers) into
BC 36A – 1 Oct 08,
BC 36A – 1 Oct 08,
CMF 36B – 1 Oct 09
CMF 36B – 1 Oct 09
expertise to capitalize on the capability.

6. FM Structure Breakdown
FM =½ of 1% of the
Army Structure
64% of
Structure in
the RC

7. What is Total Army Policy
What is it?
Milestone in Army's history-Integrates Army's AC & RC components and represents the realization of the Total Force Concept.
Signed by Secretary of the Army, John McHugh on Sept 4, 2012
Why is this important to the Army?
Align the Army with Secretary of Defense Directive , which requires the military services to manage their reserve components as an operational force.
Establishes policy for the integration of the Army's active component and reserve components as a Total Force.
The Army's active and reserve components are vital to fulfilling national military needs and help ensure the nation benefits from the experiences gained in the last decade of war.
What has (or will) the Army done? Executing Total Army Analysis, annual force structure assessments
- Integrating AC & RC component forces into same units. - Establish uniform procedures and processes for validating predeployment readiness of AC & RC units and Soldiers. - Streamlining voluntary and involuntary call to active duty of RC personnel and units - Ensuring the Army's equipping strategy promotes procurement programs and equipping processes - Developing and implementing an integrated personnel management and pay system
- Establishing personnel policies that facilitate opportunities for Soldiers to move between AC & RC component
assignments throughout their careers. - Ensuring standards for qualification and professional development be the same for AC & RC personnel.
DoD (07JAN15)
DoD Directive (19OCT08)
Army Directive (04SEP12)
“Each organization’s senior leader is responsible and accountable for maintaining and executing Total Force Integration

8. HQ, Department of the Army
SECRETARY
OF THE ARMY
Deputy Under Secretary
of the Army (IA)
Administrative Assistant
Deputy Under Secretary
of the Army (OR)
UNDER SECRETARY OF THE ARMY
Assistant Secretary
(Acquisition, Logistics
and Technology)
Assistant Secretary
(Financial Management
and Comptroller)
Assistant Secretary
(Civil Works)
Assistant Secretary
(Installations and
Environment)
Assistant Secretary
(Manpower and
Reserve Affairs)
General Counsel
Director of Information
Systems for C4
The
Inspector General
The
Auditor General
Chief of
Legislative Liaison
Chief of
Public Affairs
Director of Office
Small & Disadvantaged
Business Utilization
CHIEF OF STAFF
Assistant
Vice
Chief of Staff
VICE CHIEF OF STAFF
Director of the Army Staff
Deputy Chief of Staff
for
Intelligence
Deputy Chief of Staff
for
Logistics
Deputy Chief of Staff
for
Operations & Plans
Deputy Chief of Staff
for
Personnel
Assistant Chief of Staff
for
Installation Management
Chief of
Engineers
The
Surgeon
General
Chief
National Guard
Bureau
Chief
Army Reserve
The
Judge Advocate
General
Chief of
Chaplains

9. The United States Army Reserve
FORSCOM
CAR
Ft. Belvoir, VA
USARC
Ft. Bragg, NC

10. The National Guard Bureau
President
SEC Defense
Governors
SEC Army
SEC Air Force
Chief of Staff
Chief of Staff
Chief, NGB
Adjutants
General
Director,
ARNG
Director,
ANG
ARNG
Units
ANG
Units
Air National Guard
Air National Guard

11. Key Stakeholders
FMSUs & G8s

12. Total Force Integration
Mission
Vision
Lead RC integration by ensuring the Army Reserve’s FM community is trained and certified to assist the sustainment commanders’ in meeting their Financial Management requirements.
Empowering Reserve Soldiers with the decisive edge by providing the highest levels of Financial Management training.
64% of
FM Structure in RC
Organization Chart
Priorities
Who will approve the STRATCOM Plan?
Current Status
Category
AUTH
ASG
Military 7
DAC
CME
TOTAL

13. Executive Officer (XO)
TFI Structure
TFI Director
PMO Rep
HRC
TFI NCOIC
RC Units
MAJ/O4
Instructor
Special Projects
MAJ/04
HS Tng/Unit Readiness
Strategic Engagement
Strategic Planning
MSG/E8
Museum
Quality Assurance
Executive Officer (XO)
SSI CDID
Category
AUTH
ASG
Military 7
DAC
CME
TOTAL

14. RC Career Progression Things to Consider
Focus on potential 3-5 years out (promotions, command, school & assignments)
Convey to your Senior Rater your potential for key positions/command for key boards
RC Officers can receive credit for ILE by attending the resident Marine Corps, Navy or Air Force CGSC and the Western Hemisphere Institute for Security Cooperation (taught in Spanish)
ROTC APMS (Assistant Professor of Military Science) CPT / MAJ / LTC
Ensure your ORB is correct/updated
Your photo should be at least 6 months current
Verify that all of your supporting documents are in your iPERMS file
Ensure your awards and decorations represented in your photo, ORB and OMPF all are in sync.

15. ARMY RESERVE and ARMY NATIONAL GUARD
RC APL Selection Board
ARMY RESERVE (ONLY)
TO CPT: NOV 2015 BOARD DOR 1 AUG JAN 14
NOV 2016 BOARD DOR 1 AUG JAN 15
NOV 2017 BOARD DOR 1 AUG JAN 16
ARMY RESERVE and ARMY NATIONAL GUARD
TO MAJ: MAR BOARD DOR 1 SEP AUG 09
MAR BOARD DOR 1 SEP AUG 10
MAR BOARD DOR 1 SEP AUG 11
TO LTC: JAN 2015 BOARD DOR 1 APR MAR 10
JAN 2016 BOARD DOR 1 APR MAR 11
JAN 2017 BOARD DOR 1 APR MAR 12
TO COL: JAN 2015 BOARD DOR 1 JAN DEC 10
JAN 2016 BOARD DOR 1 JAN DEC 11
JAN 2017 BOARD DOR 1 JAN DEC 12

16. Comptroller Proponency Tng Opportunities
Course Name
Location
Grade Requirements
Course Duration
Army Comptroller Course (ACC)
Syracuse, NY
CPT & above
4 weeks
Defense Comptrollership Program -
CPT & MAJ
14 months
Financial Management 101 (FM 101)
11 days
Executive Comptroller Course (ECC)
MAJ & above
3.5 weeks
Senior Resource Managers Course (SRMC)
Maxwell AFB, AL
LTC & above
4.5 days
Defense Financial Management Course (DFMC)
Defense Decision Support Course (DDSC)
5 days

17. Training Opportunities
Accounts Payable Administration Course – Fort Jackson, SC Distributed Learning
Disbursing Operations – Fort Jackson, SC Distributed Learning
Planning, Programming, Budgeting & Execution Course (PPBES) Distributed Learning or 2 weeks
Resource Management Budget Course (RMBC) Distributed Learning
Resource Management Tactical Course (RMTC) Distributed Learning
Principles of Cost Analysis & Management (PCAM) – Fort Jackson, SC 3 weeks
Intermediate Cost Accounting & Management (ICAM) – Fort Jackson, SC 3 weeks
Deployed Operations Resource Management Course (DORMC) – Fort Jackson, SC 2 weeks
GFEBS Cost Management – Fort Jackson, SC weeks
GFEBS Financials – Fort Jackson, SC weeks
Certified Defense Financial Management (CDFM) – Online [3 modules / 3 exams] yr Certification
(The American Society of Military Comptrollers)
Cost Management Certificate Course – Naval Postgraduate School Monterey, CA 4 weeks

18. 36A/B Opportunities
AC is looking for CPTs and MAJs – Academic Disciplines: Science, Technology, Engineering and Math. (Re: MILPER Message : Call to Active Duty (CAD) Regular Army Program)
CPTs can apply to go AGR. Go to HRC website / Fill out application / must have completed a Captains Career Course.
USAR: Check with HRC – Reserve (
ARNG: Two programs – State or Federal
- For state check with your State
- For federal check with SGM Pretlow: If applying for Reserve Program, must have a conditional release from
The Adjutant General (TAG).
Deployment/Tour Opportunities:
USAR: > “Continuum of Service” > “IRR/SELRES Tours” > “Current Tour/Training Opportunities Less than 179 days” > “Commissioned Officers”
TOUR OF DUTY:
ARNG: GKO > “Army Guard” > “G3” > “Readiness Division (NGBARR)” > Current Ops 18

19. FM Certification Concept https://fmonline.ousdc.osd.mil/
DoD FM Certification Program
In 2011 Senior DoD FM Ldrs initiated efforts to develop an FM Certification Program
National Defense Auth Act (Public Law ) authorized implementation of the FM Certification Program
DoD Instructions is the FM Certification Policy dated 20 November 2013
Develop FM and decision support skills
Auditable financial statements (Units/Organizations audit ready)
Improve processes, internal controls and systems supporting information used to manage resources
Establishes a framework to guide Army FM professional development and to adapt to future requirements
Encourages career broadening and leadership
FM Certification Concept
Applicable to Civilians and Military in the FM Workforce
FM positions that perform, supervise or manage work of a fiscal, financial management, accounting, auditing, cost and/or budgetary related work
Based on 17 FM & 3 Leadership DoD Competencies and mandatory courses (Fiscal Law, Ethics & Audit Readiness)
Certification Tracked on DoD LMS (System of Record)
Certification Levels will be depicted under Section X of ORB/ERB
No Grandfather—no incumbent FM members receive certification automatically
Implemented 1 July 2014
Background
Purpose
To learn more about the FM Certification Program, please visit the following website (CAC enabled):
Certifications are coursed based
Requires Continuing Education Training (CET) to maintain certification:
Level 1: 40 CET hours
Level 2: 60 CET hours
Level 3: 80 CET hours
Certification Levels
Officer
Enlisted
Civilians 1
O1 - O2
E1 - E4
GS1 – GS8 2
O3 – O4
E5 - E6
GS9 – GS13 3
O5 & Above
E7 - E9
GS14 & Above

20. DoD FM Certification

21. DoD FM Certification Info

22. FINANCIAL MANAGEMENT WARFIGHTER TRAINING SUPPORT PACKAGES (WTSPs)
RC Unit Sustainment Training
- HOME STATION -
FINANCIAL MANAGEMENT WARFIGHTER TRAINING SUPPORT PACKAGES (WTSPs)
The FM WTSPs provide FM units with training materials to conduct collective training within a garrison or local field environment on the FM collective tasks.
Packages contain all necessary training materials to prepare FM units to accomplish their FM mission.
Need AKO Username and Password or Login via your CAC.
Will need access to the SSI SharePoint.
If you do not have access to the SSI SHAREPOINT, a pop-up will notify you of what to do.
SSI SharePoint access should be granted within 24-hrs.
The WTSPs are available in the Army Training Network (ATN) at (click on: Product > Collective Training > Warfighter Training Support Package (WF TSP)).

23. Warfighter Training Support Packages (WTSPs)
Conduct Disbursing Operations
Conduct Commercial Vendor Services
Conduct Internal Control Operations
Plan Financial Support for Theater Operations
Establish Theater Financial Support
Conduct Resource Management Operations
Perform Automated Financial Operations
Provide Technical Guidance to FM Elements
Execute Management Internal Control
Provide Funding Support to Financial Elements
Plan Theater RM Operations
Conduct Finance Operations
Manage FM Operations (SPO)

24. Reserve Component Training
Annual Training (AT)
TPU/DIMA or M-day requirement of two weeks per year
Inactive Duty Training (IDT)
TPU or M-Day requirement of two days per month
(4 battle assemblies per month x 12 = 48 annual battle assemblies --- equivalent to 24/8 hour days per year)
Active Duty Training (ADT)
Active Duty to attend schools with no limitation on number of days
Active Duty for Operational Support (ADOS)
Active Duty to conduct special projects for an organization
Active Guard and Reserve (AGR)
Full time Active Duty to support the Reserve Component (organize, administer, recruit, instruct, and train)

25. FM Training Access (Websites)
FM Training Portal:
FMS milSuite Page:
Soldier Support Institute (SSI) Learning Resource Center (LRC):
CASCOM Sustainment Unit One Stop (SUOS):
Theater FMSC milSuite Page:
Soldier Support Institute (SSI) Learning Resource Center (LRC) (access to FMS Course Material and Warfighter Training Support Packages):
Army Training Network (ATN) Collective Training (alternate access to WTSPs):

26. FM Branch Points of Contact
Branch Chief and AC Field Grade Assignment Officer:
LTC Michael Greenberg,
(DSN: )
AGR Assignment Officer (2LT thru LTC):
MAJ Michele White,
(DSN: )
AC Company Grade Assignment Officer:
CPT Joy Robinson,
(DSN: )
TPU Assignment Officer (2LT thru LTC)
CPT Bonita Harris, or
IRR/IMA Management Officer
CPT DeMoulh Dudley,
(DSN: )
HR Specialist AC/AGR
Ms. Alissa Walton,
(DSN: )

27. Questions
“If we begin at the end and look backwards, we can clearly see the path we need to take”
“If we start at the beginning and attempt to look forward the trees will block the path we need to take”
#2. Begin with the End in Mind

28. Meeting Recap/Adjourn
Financial Management School
Provide trained, ready, and agile military and civilian leaders; develop integrated concepts, doctrine, organization, training and material across the spectrum of Financial Management (FM) in support of America's Armed Forces in war and peace.
Meeting Recap/Adjourn
Thank You!

29. Backup Slides Timeframe: 25 minutes ACTOF: John Cox/Facilitator (PW)
BLUF:
Talking Point(s):
Suggest that all points be posed as questions and do not make any decisions during the discussion.
Remind everyone that we are brainstorming and we are actively monitoring the PERD box for anyone that would like to submit a question through that platform.
Reference Source:
Capture all key points and questions for parking lot for adjudication and discussion with Matt and John.
Backup Slides

31. Sometimes wearing a different hat is good… Gives you a new perspective

32. According to Dilbert . . . Purpose
Share advise from Dilbert on knowledge transfer
Recommended Time
Key Points
Knowledge transfer should be an integral part of any project
Work hand-in-hand and overtime strive to reduce reliance or dependence on your co-worker, contractor, etc.
Questions to answer:

33. Critical Success Factors (con’t.)
Focus on the Stakeholders – THE WHO
Involve users throughout (start to finish)
Focus on culture/change-orientation
Effective communications and training before, during and after implementation!
Purpose
To identify the critical success factors when implementing an ERP solution.
Recommended Time
Key Points
Understand who your stakeholders are and involve them throughout the implementation.
Communication is critical
The stakeholders are part of your path to success
Questions to Ask

34. Financial Management Training Division
Mission
Vision
Provide current and relevant resident, mobile, and distributed learning (dL) training and education for Financial Management (FM) Soldiers and Civilians at the initial entry and mid-grade levels to meet Army readiness requirements in support of America’s Armed Forces in war and peace.
Forge sequential, progressive learning culture that develops world class leaders who are the “school solution.”
Priorities
Ensure Soldiers are trained and ready
Create sequential, progressive, and dynamic “building block” training solution
Functional Course Review
Instructor Professional Development
Organization Chart
Who will approve the STRATCOM Plan?
Current Status
Category
AUTH
ASG
Military 7
DAC
CME
TOTAL

35. FMS TFI is…
…the FMS’s integrator empowering RC Soldiers with the decisive edge
Timeframe: 2 minutes
ACTOF: Patrecia Williams
BLUF: Conduct meeting recap/due outs/pending parking lot questions.
Remind them that the meeting notes from the meeting with be provided ASAP
Next Meeting Date-
****************BREAK******************
Timeframe: 5 minutes
ACTOF: Matt
BLUF:
Talking Point(s):
Reinforce the sense of urgency
Leadership and personal commitment
WIIFM
Thank them in advance for their efforts, energy, and support~
Reference Source:

36. LTC Barfield-Hughes
(803) or DSN:

37. U.S. Army Financial Management School

38. Backup Slides

39. Financial Management Officer Lifecycle Development & Utilization Model
Years
¦ ¦ ¦ ¦ ¦
Rank LT
CPT
MAJ
LTC
COL
Professional Military Education
BOLC
CCC FMTC
ILE
SSC
Additional Training
Fiscal Law
Account Payable Admin Course dL
CERP dL
PCAM
Contracting Officers Representative dL
Disbursing Ops Course dL
RM Budget Course dL
JCS Internship
Army Comptroller Course
RM Tactical Course dL
ICAM
Deployed Operations Resource Management Course
Banking Officer Course
PPBES
Support Operations Course
Defense Comptrollership Program
Training With Industry
Executive Comptroller Course
Army Congressional Fellowship
Defense Financial Management Course
Security Assistance Course
EDFMT
Defense Decision Support Course
Cost Management Certificate Course
Arroyo Center Fellowship
Senior RM Course
CFO Academy
Developmental
&
Utilization Assignments
Key Developmental Assignments
Disbursing Officer
FM Detachment
FM Company
FM Detachment CDR
Company CDR (01A)
FM Company Cdr
Deputy Division G8
SBDE FM SPO
Separate BDE/ESC G8
Bn XO
Transition Team Member
Division / 2-Star CMD G8
BN CMD
Deputy Director, FMC
ASCC G8 XO/Deputy & Budget/CONOPS Director
ABO XO, PPBC XO, Deputy Chief Current Ops
Corps G8
3-Star CMD G8
Director, FMC
ASCC/ACOM G8
Brigade CMD
Broadening Experience
BN/BDE Staff
G8 Budget/Program Analyst
Service School Instructor
BN/BDE/DIV/Corps/ASCC Staff
Tng/Cmbt Dev Officer
FM Company XO
FM Company Disbursing Officer
FM SPO Plans Officer
Banking Officer
STB Operations Officer
Tng/Cbt Dev Officer
FMC/Corps/ASCC/ACOM/DA /Joint Staff
ASCC/ACOM Budget Analyst
Brigade XO (01A)
ACOM/OSD/DA/Joint Staff
Program Budget Officer
FMC Disbursing Officer
Deputy Corps G8 *
ASCC/DA/ACOM/Joint * Budget Officer
FMS Director of Training
FMCOM OST Director
Deputy Commander, SSI
Director, Capabilities Dev & Integration Directorate, SSI
NGB/OCAR Comptroller/G8
Director, PPBE Integration
CDR, USAFMCOM
CMDT, FM School
Self Development : Certification; Physical Fitness; Cultural Awareness Training;
Language Proficiency Training; Graduate Degree; Post Graduate Degree 39

40. USAR FM (AGR) O4 / O5 Positions
O4 POSITION LOCATIONS
LOCATION
# Pos by Loc
% of Pos by Loc
NCR (FT BELVOIR/DC) 7
13%
FT BRAGG 6
11% GA 5 9%
FT SHAFTER, HI LA
FT KNOX 4 8% CA IL 3 6% MD WI 2 4% TX
STUGARDT, GE 1 2%
FT DIX
BIRMINGHAM, AL
VICKSBURG, MS
PINELLAS PARK, FL
FT JACKSON
SALT LAKE CITY
Grand Total 53
100%
O5 POSITION LOCATIONS
LOCATION
# Pos by Loc
% of PARA
NCR (FT BELVOIR/DC) 26
59%
FT BRAGG 10
23%
FT KNOX 2 5% FL
PETERSON AFB 1 2%
MORROW, GA
FT SHAFTER, HI
FT JACKSON
Grand Total 44
100.00%

41. ARNG vs. USAR Citizen Soldiers 358,200 Authorized End Strength
State (Title 32) & Federal (Title 10)
State Governor has C2 (not NGB)
Federalized by the President/Congress
Combat Arms units
State Benefits
Citizen Soldiers
205,000 Authorized End Strength
Federal (Title 10 Force)
OCAR has C2
State emergencies only if Federal order
No Combat Arms units
(exception 100th Battalion, 442nd Infantry Regiment Ft. Shafter, HI) 41

42. AC FM UNITS ENDSTATE (FY16)
Korea
Germany
Italy
106th FMSU
176th FMSU
Ft Lewis
33d FMSU
230TH FMSU
101st FMSU
Ft Drum
9th FMSU
82d FMSU
Ft Carson
Ft Riley
4TH FMSU
Ft Campbell
Ft Bragg
15th FMSU
24th FMSU
Ft Bliss
Ft Wainwright
Ft Stewart
Ft Hood
Ft Richardson
125th FMSU
Legend
Division
Brigade (BCT)
STRYKER BCT
FMS Center
Illustrated above: 3 FMSC, 11 FMSU, 34 FMSD 1
*FMSU – Financial Management Support Unit
*FMSD – Financial Management Support Detachment
Schofield Barracks

43. USAR Regional Support Commands
TPU: 50,664
Fulltime Support:
AGR: 3602
CIV:
TPU: 45,643
FTS:
AGR: 2573
CIV:
88th RSC Fort McCoy, WI
Utah
Colorado
South Dakota
North Dakota
Montana
Wyoming
Minnesota
Wisconsin
Ohio
Illinois
Indiana
Michigan
Maine
Washington VT NH MA CT RI
Idaho
New York
Oregon
Kansas
Nebraska
Iowa
Missouri
Pennsylvania NJ MD
99th RSC Fort Dix, NJ
California
Nevada
Arizona
New Mexico
Texas
Oklahoma
Arkansas DE DC
West Virginia
Virginia
Kentucky
Tennessee
North Carolina
South
Carolina
Mississippi
Alabama
Georgia
Florida
Louisiana
63rd RSC Moffett Field, CA
81st RSC Fort Jackson, SC
TPU: 33,881
FTS:
AGR: 2206
CIV:
TPU: 46,387
FTS:
AGR: 2490
CIV: