Financial managers: becoming strategic force multipliers

Air Force Journal of Logistics,  Summer, 2005  by James F. Martin,  Steven R. Jones

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Introduction

Financial Managers ... strategic partners recognized as the ultimate source for financial and management information; a world-class team providing high-quality, customer-focused decision support and financial services.

--Michael Montelongo, Assistant Secretary of the Air Force (Financial Management and Comptroller)

The Secretary of the Air Force for Financial Management and Comptroller (SAF/FM) defines the role of financial managers and states sound financial management is at the core of Air Force transformation and needed for all successful organizations. Financial managers can become force multipliers by providing accurate and reliable decision support and financial services for all wing organizations. In today's environment where requirements exceed resources and funds decentralization has empowered wing commanders to make tough resource allocation decisions, comptrollers must develop the strategic leadership skills necessary to see through the eyes of the commander. With group and squadron commanders working in functional stovepipes, comptrollers must be able to see across the full spectrum of operations to balance resources against the wing's requirements. To meet the needs of the wing, comptrollers need to establish strategic partnerships with the wing commander and senior staff in a team effort to leverage available resources to maximize operations.

To establish a strategic partnership with the wing commander and senior staff, comptrollers must earn a seat at the strategic table by establishing credibility at the tactical and operational levels. Comptrollers can accomplish this by building high-powered teams focused on providing first-class customer service and support to the wing populace and commanders. To be successful, one must understand the objectives outlined in the SAF/FM vision and strategic plan, as well as the leadership skills needed to operate in a senior leadership position. Understanding the strategic vision and leadership skills necessary to succeed will help comptrollers focus on matching resources and services to the wing's highest capability requirements. While providing expert advice to the wing commander is critical to becoming a force multiplier to the commander, it will require the entire efforts of the comptroller squadron to ensure effective execution. Therefore, building a strong tactical foundation--based on people, performance, and results--is critical to meeting the operational requirements of the wing.

Comptrollers must be able to balance resources and requirements across all functional areas, ensuring each organization has enough resources to be successful. The partnerships established with other commanders and their organizations help determine funding priorities and services. Executing the strategic leadership skills to operate in this environment will help wing comptrollers develop the eyes of the commander and transform financial managers into force multipliers for all wing operations.

Why is this important? Over the last decade, the US military has gone through many changes. The end of the Cold War brought about a peace dividend in the form of reduced budgets and manpower. Although the 1997 Quadrennial Defense Review (QDR) focused on winning two simultaneous regional conflicts such as Iraq and North Korea, a force that had drawn down 40 percent was asked to perform 45 contingency operations from 1990 to 1997 compared to 16 during the entire Cold War period. (1) The increased operations tempo placed great stress on the people, equipment, and infrastructure. Although the top-line Air Force budget has increased in recent years, the events of 11 September have increased demands to fight the War on Terrorism and meet a wide range of worldwide threats. (2) The competition for national resources will require strategic leaders to match limited defense funding against the right capabilities at the right time.

Because of the terrorist attacks of 11 September 2001, the US military faces an environment of rapid change requiring capabilities for a wide range of missions. It is important that the military transform to maintain its superiority of air and space capabilities. Air Force Transformation Flight Plan-Fiscal Year (FY) 2003-2007 seeks to determine future requirements for the Air Force while fighting the War on Terrorism and adapting to the numerous worldwide threats. To match resources to the real-world threat scenarios, transformation is mandatory, and efforts are underway to transform the planning, programming, budgeting, requirements, and acquisition processes. (3)

In the 2003 QDR Report, the Secretary of Defense stated we must transform our military from a threat-based strategy to one that focuses on capabilities. (4) We must leverage our limited resources and manpower to meet the demands of the increased operations tempo. Transformation Flight Plan-FY03-07 states, "America's airmen often are sent in harm's way to provide national security and international stability. We owe it to our airmen to provide them with the best resources and tools available to accomplish their vital mission--we want to win the next conflict with a score of 100-0." (5) According to the Secretary of the Air Force, "Superb financial management is the lifeblood of a dynamic world-class enterprise." (6) "Without resources, a vision is just an illusion," states former wing commander and current Deputy Assistant Secretary of the Air Force (Budget). (7) The message is simple--the importance of matching limited resources against our nation's highest defense priorities is now more important than ever, and financial managers will play a key role as force multipliers.