Field Manual FM 1-06 Financial Management Operations April 2014
This manual, Field Manual FM 1-06 Financial Management Operations April 2014, replaces the core functions of resource management (RM) and finance operations (FO) as terms. Financial Management integrates these core functions under one term.
Army Financial Management is comprehensive in scope, from developing and analyzing funding requirements, distributing available funds, executing and maintaining controls and auditable records, and producing internal management and external accounting reports. This involves establishing a responsive and realistic requirements process, and inculcating a cost culture that incentivizes good stewardship. The key system enabler for accomplishing Army FM is the General Fund Enterprise Business System (GFEBS).
GFEBS is the Army�s integrated financial management system for funds distribution, execution and reporting. The system provides real-time visibility of transactions as well as historical data to enable better analyses and to make better informed decisions. GFEBS complies with statutory and regulatory requirements, enforces internal controls and is the Army�s centerpiece for achieving unqualified financial audit opinions. GFEBS is an Enterprise Resource Planning (ERP) system, and like all ERPs, results in the integration of related data, as well as changes to business processes.
The FM mission includes support to stability operations such as providing FM support to host nation banking institutions, developing economic assessments for a theater of operations, and coordinating with unified action partners to implement the United States instrument of economic power. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations.
Field manual 1-06 makes numerous changes from the first version and now contains eight chapters, in which the financial management core competencies are described to reflect the broad reach of FM operations throughout the Army. These five core competencies are Fund the Force, Banking and Disbursing, Accounting Support and Cost Management, Pay Support and Management Internal Controls.
Chapter 1 discusses financial management mission, principles, and its core competencies. It describes the tactical, operational, and strategic level support and the organization responsibilities and relationships with unified action partners. The chapter articulates the different financial management staff elements and the organization structure including SRC-14 details.
Chapter 2 provides an overview of core competency; fund the force. Appropriations and authorization process is described to include the different applicable legislative key terms, statues and laws.
Chapter 3 discusses the core competency banking and disbursing. A description of all aspects of banking support and disbursing support, to include the close relationship between the two is explained in the various sections of the chapter.
Chapter 4 provides information about pay support as a core competency in relation to both active duty and reserve component pay.
Chapter 5 contains information on accounting support and cost management as core competencies. It describes the stages of transactions at the strategic, operational, and tactical levels of accounting support. It also describes the cost management process and its importance during every operation.
Chapter 6 covers the operational art and planning and all aspects of the military decision making process in concern to financial management operations.
Chapter 7 describes the management internal controls as a core competency and the responsibilities inherited during financial management operations.
Chapter 8 discusses the information management aspects of financial management operations. It gives a description of the different automation systems in support of the mission.
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Army Financial Management is comprehensive in scope, from developing and analyzing funding requirements, distributing available funds, executing and maintaining controls and auditable records, and producing internal management and external accounting reports. This involves establishing a responsive and realistic requirements process, and inculcating a cost culture that incentivizes good stewardship. The key system enabler for accomplishing Army FM is the General Fund Enterprise Business System (GFEBS).
GFEBS is the Army�s integrated financial management system for funds distribution, execution and reporting. The system provides real-time visibility of transactions as well as historical data to enable better analyses and to make better informed decisions. GFEBS complies with statutory and regulatory requirements, enforces internal controls and is the Army�s centerpiece for achieving unqualified financial audit opinions. GFEBS is an Enterprise Resource Planning (ERP) system, and like all ERPs, results in the integration of related data, as well as changes to business processes.
The FM mission includes support to stability operations such as providing FM support to host nation banking institutions, developing economic assessments for a theater of operations, and coordinating with unified action partners to implement the United States instrument of economic power. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations.
Field manual 1-06 makes numerous changes from the first version and now contains eight chapters, in which the financial management core competencies are described to reflect the broad reach of FM operations throughout the Army. These five core competencies are Fund the Force, Banking and Disbursing, Accounting Support and Cost Management, Pay Support and Management Internal Controls.
Chapter 1 discusses financial management mission, principles, and its core competencies. It describes the tactical, operational, and strategic level support and the organization responsibilities and relationships with unified action partners. The chapter articulates the different financial management staff elements and the organization structure including SRC-14 details.
Chapter 2 provides an overview of core competency; fund the force. Appropriations and authorization process is described to include the different applicable legislative key terms, statues and laws.
Chapter 3 discusses the core competency banking and disbursing. A description of all aspects of banking support and disbursing support, to include the close relationship between the two is explained in the various sections of the chapter.
Chapter 4 provides information about pay support as a core competency in relation to both active duty and reserve component pay.
Chapter 5 contains information on accounting support and cost management as core competencies. It describes the stages of transactions at the strategic, operational, and tactical levels of accounting support. It also describes the cost management process and its importance during every operation.
Chapter 6 covers the operational art and planning and all aspects of the military decision making process in concern to financial management operations.
Chapter 7 describes the management internal controls as a core competency and the responsibilities inherited during financial management operations.
Chapter 8 discusses the information management aspects of financial management operations. It gives a description of the different automation systems in support of the mission.
Field Manual FM 1-06 Financial Management Operations April 2014
This manual, Field Manual FM 1-06 Financial Management Operations April 2014, replaces the core functions of resource management (RM) and finance operations (FO) as terms. Financial Management integrates these core functions under one term.
Army Financial Management is comprehensive in scope, from developing and analyzing funding requirements, distributing available funds, executing and maintaining controls and auditable records, and producing internal management and external accounting reports. This involves establishing a responsive and realistic requirements process, and inculcating a cost culture that incentivizes good stewardship. The key system enabler for accomplishing Army FM is the General Fund Enterprise Business System (GFEBS).
GFEBS is the Army�s integrated financial management system for funds distribution, execution and reporting. The system provides real-time visibility of transactions as well as historical data to enable better analyses and to make better informed decisions. GFEBS complies with statutory and regulatory requirements, enforces internal controls and is the Army�s centerpiece for achieving unqualified financial audit opinions. GFEBS is an Enterprise Resource Planning (ERP) system, and like all ERPs, results in the integration of related data, as well as changes to business processes.
The FM mission includes support to stability operations such as providing FM support to host nation banking institutions, developing economic assessments for a theater of operations, and coordinating with unified action partners to implement the United States instrument of economic power. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations.
Field manual 1-06 makes numerous changes from the first version and now contains eight chapters, in which the financial management core competencies are described to reflect the broad reach of FM operations throughout the Army. These five core competencies are Fund the Force, Banking and Disbursing, Accounting Support and Cost Management, Pay Support and Management Internal Controls.
Chapter 1 discusses financial management mission, principles, and its core competencies. It describes the tactical, operational, and strategic level support and the organization responsibilities and relationships with unified action partners. The chapter articulates the different financial management staff elements and the organization structure including SRC-14 details.
Chapter 2 provides an overview of core competency; fund the force. Appropriations and authorization process is described to include the different applicable legislative key terms, statues and laws.
Chapter 3 discusses the core competency banking and disbursing. A description of all aspects of banking support and disbursing support, to include the close relationship between the two is explained in the various sections of the chapter.
Chapter 4 provides information about pay support as a core competency in relation to both active duty and reserve component pay.
Chapter 5 contains information on accounting support and cost management as core competencies. It describes the stages of transactions at the strategic, operational, and tactical levels of accounting support. It also describes the cost management process and its importance during every operation.
Chapter 6 covers the operational art and planning and all aspects of the military decision making process in concern to financial management operations.
Chapter 7 describes the management internal controls as a core competency and the responsibilities inherited during financial management operations.
Chapter 8 discusses the information management aspects of financial management operations. It gives a description of the different automation systems in support of the mission.
Army Financial Management is comprehensive in scope, from developing and analyzing funding requirements, distributing available funds, executing and maintaining controls and auditable records, and producing internal management and external accounting reports. This involves establishing a responsive and realistic requirements process, and inculcating a cost culture that incentivizes good stewardship. The key system enabler for accomplishing Army FM is the General Fund Enterprise Business System (GFEBS).
GFEBS is the Army�s integrated financial management system for funds distribution, execution and reporting. The system provides real-time visibility of transactions as well as historical data to enable better analyses and to make better informed decisions. GFEBS complies with statutory and regulatory requirements, enforces internal controls and is the Army�s centerpiece for achieving unqualified financial audit opinions. GFEBS is an Enterprise Resource Planning (ERP) system, and like all ERPs, results in the integration of related data, as well as changes to business processes.
The FM mission includes support to stability operations such as providing FM support to host nation banking institutions, developing economic assessments for a theater of operations, and coordinating with unified action partners to implement the United States instrument of economic power. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations.
Field manual 1-06 makes numerous changes from the first version and now contains eight chapters, in which the financial management core competencies are described to reflect the broad reach of FM operations throughout the Army. These five core competencies are Fund the Force, Banking and Disbursing, Accounting Support and Cost Management, Pay Support and Management Internal Controls.
Chapter 1 discusses financial management mission, principles, and its core competencies. It describes the tactical, operational, and strategic level support and the organization responsibilities and relationships with unified action partners. The chapter articulates the different financial management staff elements and the organization structure including SRC-14 details.
Chapter 2 provides an overview of core competency; fund the force. Appropriations and authorization process is described to include the different applicable legislative key terms, statues and laws.
Chapter 3 discusses the core competency banking and disbursing. A description of all aspects of banking support and disbursing support, to include the close relationship between the two is explained in the various sections of the chapter.
Chapter 4 provides information about pay support as a core competency in relation to both active duty and reserve component pay.
Chapter 5 contains information on accounting support and cost management as core competencies. It describes the stages of transactions at the strategic, operational, and tactical levels of accounting support. It also describes the cost management process and its importance during every operation.
Chapter 6 covers the operational art and planning and all aspects of the military decision making process in concern to financial management operations.
Chapter 7 describes the management internal controls as a core competency and the responsibilities inherited during financial management operations.
Chapter 8 discusses the information management aspects of financial management operations. It gives a description of the different automation systems in support of the mission.
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Field Manual FM 1-06 Financial Management Operations April 2014
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Product Details
| BN ID: | 2940149290406 |
|---|---|
| Publisher: | eBook Formating Team |
| Publication date: | 04/26/2014 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 199 |
| File size: | 357 KB |
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