Annual awards program.

Individual Achievement Award

An ongoing awards program presented annually to individuals who have been nominated for outstanding accomplishment within one of the functional fields of Comptrollership. Areas for recognition are Accounting and Finance; Analysis and Evaluation; Auditing; Budgeting; Comptroller/Deputy Comptroller; Education, Training and Career Development; Manpower Management; Resource Management; and Intern/Trainee.

Team Achievement Award

This award is presented to teams of four to fourteen individuals, within or across comptroller disciplines. Criteria include impact on the way the organization, DoD financial community, U.S. Coast Guard, National Guard, or Reserve establishment operates. The award category recognizes outstanding team performance, accomplishments, adoption of study results, outcome or savings, and excellence in the advancement of military comptrollership.

Essay Contest

Three awards are presented for outstanding essays on a specified topic. The winning essays are published in the Armed Forces Comptroller magazine. The topic for the 2002-2003 annual program was "What Is the Role of Change Management in the Military Financial Management Community?"

Editorial Award

This award is presented to the authors of the best articles published in the four issues of the Armed Forces Comptroller magazine in the year preceding the National PDI.

Research Award

This award recognizes individual or team efforts resulting in a specific written product that encapsulates the research effort, finding, and recommendations. Awards are given to reports deemed to be significant or singularly outstanding.

Members' Continuing Education Program

Grants are provided to members of ASMC to aid in financing their academic endeavors.

Scholarship Program

Monetary scholarships are presented to graduating high school seniors who have demonstrated outstanding leadership skills and academic achievements.

National President's Awards

Each year, the National President of ASMC recognizes individuals who have made significant contributions to the Society and/or the military comptrollership field.

Chapter Competition

This award program is designed to encourage chapter programming that fulfills the mission of the Society. Chapters compete in their size category and are awarded points in eleven different fields of programming. Areas of competition for which chapters obtain points include membership, manuscripts, educational activities, monthly meetings, awards programming, newsletters, sponsorship of new chapters, publicity, research, community service, and reporting.

Membership Growth

Three awards are given to chapters that achieve substantial percentage or actual membership growth. All chapters with membership growth are eligible. In addition, a Recruiter of the Year is chosen in each chapter size category.

Community Service

This program rewards a chapter's sustained effort in service to its community. Chapters must complete a minimum of one year of continuous voluntary service or demonstrate leadership in organizing, implementing, and/or administering a continuous voluntary service program.

Corporate Member

This award recognizes a corporate member for outstanding contributions made to a local chapter and the national organization in the furtherance of the goals of the chapter and the Society. Nominee must have been a corporate member for at least two consecutive years.

Chapter Leadership

This award is designed to recognize outstanding members who have demonstrated their commitment to the advancement of the Society at the chapter level.

Newsletter Competition

Awards are presented for the chapter newsletters that best foster internal chapter communication and professionalism. Awards are based on content and quality of presentation.

Five Star Competition

This award is presented to any chapter that sets a standard of effort for well-rounded chapter performance. The chapter must report throughout the year in areas of administration, meetings, and newsletters. The competition is divided into two categories, Distinguished and Meritorious, with different requirements for each.

Accounting and Finance

Major Command Headquarters or Higher Distinguished

SMSgt Christine A. Hogue, Hickam AFB, HI

A natural leader, SMSgt Hogue was hand-picked to become the lead Financial Services Office (FSO) at Eielson Air Force Base following a complete change in leadership. As the FSO, SMSgt Hogue took immediate steps to improve squadron morale and turn it into one of the "best" service units on base. Customer-focused, she streamlined the wing debt process, renewed and established key working relationships with operations and service sectors, and quickly resolved several issues affecting morale and customer service standards. At PACAF, SMSgt Hogue was assigned to investigate an ANG pay fraud case. She identified a systemic, AF-wide weakness, and took quick, decisive actions to stop potential fraud. As the FMFF branch chief, she authored a change to the JFTR that created a special temporary lodging allowance to be paid to members severely affected by natural disasters, and provided new tools to reduce government travel card delinquent accounts by 20 percent. Dedicated to personnel support issues, SMSgt Hogue strove to provide quality service to commands under PACAF, convincing DFAS to begin development of a replacement system for its Korean Local National Payroll System and spearheading an effort to acquire the additional ATM machines for isolated bases.

Meritorious

TSgt Scott J. White, Wright-Patterson AFB, OH

TSgt White's leadership, hard work, and dedication make him a powerhouse in financial management. He is a trusted advisor for the Bank of America government travel card program encompassing 15 bases and 63,000 individual accounts. As the manager for this high visibility program, TSgt White reduced delinquencies to 2.56 percent, besting the Air Force goal of 4.5 percent and achieving the lowest delinquency percentage in AFMC. Extremely proactive, he drove huge improvements in the Centrally Billed Account travel card process. Efforts reduced late penalties by $1.2 million and reduced delinquent accounts by 88 percent. The AFMC lead in travel pay policy for 110,000 personnel with a $64 million annual budget, he implemented the Defense Travel System. Throughout the transition to the new system, TSgt White worked closely with the civilian union and monitored progress on essential communication links and transportation issues. His efforts allowed him to impact mission and personnel, providing a paperless customer-friendly travel system. Impact player TSgt White is forward thinking and dedicated to customers and improving financial processes.

Unit Under a Major Command Distinguished

Mr. Dellis Southerd, DFAS Japan

Mr. Southerd is responsible for the oversight of $5 billion in multiple appropriations for four military services. He expertly led the Air Force, Army, Navy, and Marine accounting branches to achieve a "green" rating on all OSD/ DFAS AQIS. In just one year, he reduced outstanding travel obligations from $10.2 million to $1.7 million and delinquent accounts receivable from $7 million to $600,000. Mr. Southerd transformed branches from functional to customer support lines, implemented SABRS, GAFS, DCAS, IPAC, and DCMS enhancements at the local level and led the charge to improve results on the DFAS Organizational Assessment Survey. As a result of all his efforts, Mr. Southerd's accounting division improved in 17 categories in 2002 OAS and exceeded the DFAS average score in 15 categories, a truly remarkable accomplishment.

Meritorious

Captain David L. Peeler, Jr., Arnold AFB, TN

A respected and sought-after innovator and solution generator, Capt. Peeler resurrected a defunct cost accounting function, improving stewardship and allowing Arnold Engineering Development Center (AEDC) to return to the practice of referencing applicable regulations, policies, and statues. With a mounting $45 million unit backlog, Capt. Peeler devised a schedule and ground rules to complete economic analyses on 16 projects and clear the backlog. Dedicated to process improvement, he was responsible for the automation of military and civilian time and attendance records, eliminating daily time entry requirements and saving an estimated 2,583 hours annually. A customer service advocate, he conquered a six-month billing backlog, identified $2 million in potential billing errors, and took action to avoid adverse reimbursement or customer accounts processing. To ensure the unit was not faced with future backlogs, Capt. Peeler designed and implemented manual reconciliation procedures to ensure that all non-DoD and commercial customer billings contained accurate data.

Meritorious

LTC Jerry W. Christensen, DFAS Indianapolis, Indianapolis, IN

LTC Christensen had a profound, positive impact on the customer service Defense Military Pay Offices (DMPOs) provided to the DFAS customer client base. A driving force behind a multitude of initiatives aimed at reducing fraudulent payments and improving the satisfaction of DFAS customers, he reinstated and implemented a military pay and entitlement verification program throughout the DMPO network. This network resulted in DMPOs identifying over $3.3 million in overpayments. Seeking to improve the level of military pay support to retail customers, LTC Christensen developed, implemented, and distributed the Field Service Operational Review Checklist. This checklist quickly became the standard for all Army Military Pay Office Site Visits, ensuring that necessary systems and processes were in place to sustain and improve customer service. To assist Finance Battalion commanders in validating the level of military pay support they provided to retail customers, LTC Christensen developed and implemented the Customer Service Support Matrix (CSSM). While only in its infancy, the CSSM tool has proven to be a valuable way to measure accurate and timely pay at the DPMO level. Major Christensen's knowledge of both military pay and the military pay system has ensured that any commander who has customers with military pay problems will receive timely and accurate resolution to their problems.

Meritorious

CWO Kenneth J. Longo, USCG Finance Center, Chesapeake, VA

CWO Longo is responsible for the integrity of all production databases and enhancements of Large Unit Financial Systems (LUFS), the Coast Guard's major single integrated accounting and procurement system consisting of thousands of users and an even larger number of accounts. As the program manager for LUFS, CWO Longo spearheaded an initiative to relocate the system and its databases to one location, eliminating redundancies in personnel, hardware, and software support. After consolidating the four databases, CWO Longo initiated a move to merge the separate systems into one consolidated production database. This merger streamlined system maintenance, made it easier to track system performance, and allows technicians to quickly identify and rectify potential system problems. Throughout this project, CWO Longo maintained continuous communications with the entire Coast Guard financial management community, adjusted system configuration to meet legacy system needs, and interacted with operational units to troubleshoot problems and find answers quickly. This flawless transition allowed the Coast Guard Finance Center to provide world-class support in the face of an increased tempo of operations.

Analysis and Evaluation

Major Command Headquarters or Higher Distinguished

Major Charles H. Lunati, Army Pentagon, Washington, DC

While assigned to the Program Analysis and Evaluation Directorate, Major Lunati developed, on his own initiative, the PBD checkbook system to link words and data. Because of Major Lunati's initiative, PA&E has for the first time an internal Web-based PBD coordination system that translates signed or coordinating PBD impacts to Army Total Obligation Authority and programs and query data by appropriation, Army BIN, PBD numbers, or any combination. This system reduces transcription error, combines several internal PA&E business practices that occur simultaneously: PBD EXSUM generation by points of contact, several different matrices of PBD impacts, leadership queries, and coordination with the Army Budget Office and other offices as needed. He prepared user manuals and taught users, administrators, and the Army Leadership on uses of the system. He is planning on new applications for the next POM cycle.

Meritorious

Captain David N. Hanten, 934 Air Wing, Minnesota-St. Paul ARS, MN

Captain Hanten directed implementation of the AVFUEL Decentralization Program. He developed the AVFUEL process guide for use by field personnel throughout the command. He developed a system to improve accuracy of the AVFUEL program, reducing duplicate obligations and bills and placing critical O&M funds in the hands of our warfighters. He developed an AVFUEL training program, manuals, course slides and a website to support the training program. He kept the section on schedule with various cost and economic analysis tasks of dozens of projects for the FY04 POM, improved accuracy of cost analysis for the next POM cycle, limited repetitive errorprone functions to reduce time spent by analysts on each POM initiative. He developed reserve-unique personnel cost factors for inclusion in AFI 65-503.

Meritorious

Captain Charles S. Tapp II, Air Force Cost Analysis Agency, Arlington, VA

Captain Tapp's insights impart tremendous value on key AF programs such as unique cost issues associated with software development and joint programs. Captain Tapp successfully evaluated high-cost/high-risk items for the $1.2 billion National Air and Space Model, the future "flagship" simulation program for warfighters training across all phases of operations for all types of missions and reviewed the AF portion of DoD'S Joint Simulation System. His analytic techniques have become the benchmarks for incorporating complex risks into realistic cost estimates for all components of this joint system. He led the software cost estimate for TRANSCOM's global Transportation Network system, creating a complete mode to transform the C2 mission requirements for planning and controlling all DoD transportation management operations. He was the lead analyst on the LCCE for Joint Tactical Radio System.

Unit Under a Major Command Distinguished

Mr. Craig R. Shanske, Aeronautical Systems Center, Wright-Patterson AFB, OH

Mr. Shanske is the lead senior analyst responsible for preparing the baseline Business Case Analysis (BCA) for the Air Force's current KC-135E tanker fleet and became lead analyst for the entire KC-767A BCA. The AF had never encountered a $308 billion lease/purchase program and had no experience or tools to quantify commercial leasing for a major program. Through his initiative and perseverance, he directed development of complex comprehensive estimating models and processes to efficiently complete the BCA. He proactively identified BCA issues to management and developed the Air Force program that was workable within OSD, OMB, and Congressional constraints. He identified, quantified, and defended estimates on commercial liability, insurance, and financing standards and risk considerations, construction financing, residual values, all within government fiscal and legal constraints. He also provided vital analyses on other key efforts, such as the F-22 and C-17 programs.

Meritorious

Ms. Beth A. Clinkenbeard, US Army Communications-Electronics Command, Fort Monmouth, NJ

Ms. Clinkenbeard was a core member who successfully developed the command's Strategic Readiness System and the supporting Balanced Scorecard System. She studied references to these concepts and the Army leadership's policies and implementing guidance to guide the participation of the command's leadership and the "buy-in" of subordinate activities. From the working level through the highest levels of the command, she developed a working relationship that brought together the strategic objectives and metrics to ensure success. She developed the spreadsheet that could be easily and quickly discussed by each of the senior leaders and with the Commanding General. Through her efforts, when the DCG briefed higher HQ, they were lauded for providing relevant and objective mission and vision metrics that captured the Command's many unique activities and missions.

Meritorious

Mr. Randy P. Henderson, DFAS Charleston, Charleston, SC

Mr. Henderson performed cost benefit analyses of contractor-supported telephone systems that were experiencing many problems due to insufficiently capacity. The resulting decrease in productivity and numerous customer complaints were impacting employees. Mr. Henderson worked diligently, researching the problems and developing proposed solutions that resulted in improved communications within the offices and with external customers. Through his efforts DFAS obtained great improvements with minimal costs. Further, he helped reduce annual operating costs through analysis of the components of the system to determine those that were needed or that could be eliminated. His efforts convinced a contractor to give DFAS a 15 percent discount that saves over $41,000 per year.

Auditing

Major Command Headquarters or Higher Distinguished

Mr. James T. Dotson, internal Review and Audit Compliance Office, Europe During FY 2002, Mr. Dotson exceeded performance standards by supervising up to 9 senior auditors and completing 11 audit assignments. For example, his review of the Extended Air Defense Task Force involved the validation of a tri-national budget (U.S., Germany, and the Netherlands) in which much of the supporting documentation for the budget was in a foreign language and the business and accounting practices were not necessarily those used in the U.S. Mr. Dotson's review of the Master Integrated Priority Listing will result in $40.0 million that the MACOM can put towards higher priorities. The MACOM command group much appreciated his findings and requested that another audit be performed in FY 2003. In addition, his audit of Basic Allowance for Housing (BAH) identified military members receiving BAH while occupying government family housing. Erroneous payments totaling $1.5 million were avoided by developing an automated comparison of records maintained by finance battalions and the respective installation family housing offices to efficiently quantify the amount of unauthorized BAH. This process significantly reduced the time and effort required to accomplish this internal control.

Meritorious

Mr. Arthur L. Scott, Naval Audit Service, Washington, DC

Mr. Scott was the Project Manager on the Audit of Non-Acquisition Programs --his first as project manager with the NAS. This audit focused on the new and former administration's strategic goal of delivering science and technology programs to the warfighter faster and cheaper. The audit showed that DON's policies, plans, and management approach in this area, and its plan to spend about $9 billion for these programs from FY 2000 through FY 2005, created unnecessarily high program and financial risks for the Department. The audit brought attention to critical issues and led to major changes in DON acquisition policy. After agreeing with the recommendations, the DON terminated three non-acquisition programs and transitioned five others to formal acquisition programs that will receive significant senior management oversight. The terminations produced $376 million in realized cost avoidance for DON.

Meritorious

Ms. Janet B. Sembach, Air Force Audit Agency, Wright-Patterson AFB, OH

Ms. Sembach is a senior audit manager within the Air Force Audit Agency, Acquisition and Logistics Directorate. Ms. Sembach planned and directed the independent evaluation of the Saudi Arabia Peach Sun IX program, the largest Air Force Foreign Military Sales (FMS) program, valued at over $9 billion. She identified critical operational and management internal control weaknesses that resulted in recommended actions that corrected over $168 million in procurement and related reimbursement deficiencies. Her efforts identified over $81 million in program funds used to purchase unauthorized aircraft equipment items not agreed to by the Saudi government. Ms. Sembach identified and made recommendations on 1,013 Peach Sun IX program recoupment actions, estimated at over $31 million, some of which were over 2 years late.

Unit Under a Major Command Distinguished

Mr. Aubrey R. Chitsey, Air Force Audit Agency, Tinker AFB, OK

Mr. Chitsey's audit of the KC-135 engine replacement planning process identified a potential excess of 246 CFM-56 jet engines for use in the KC-135 re-engine program, thereby saving almost $1 billion. He found engine requirements were overstated because of outmoded spare engine basing practices, overstated engine removal rates, and excess spare engine on-hand inventories. By adopting commercial practices for spare engine basing and updating engine removal rates to reflect actual experience, 38 CFM-56 engines were identified to replace TF-33 engines on older KC-135 aircraft, reducing engine replacement requirements by $161.2 million. Also by using idle uninstalled engines in depot maintenance facilities as available replacement engines, engine reliability was increased, as well as potentially saving the cost of buying 208 engines worth $876.5 million.

Meritorious

Ms. Jacqueline T. Woolshlager, Ms. Tammie S. Johnson, and Ms. Samantha J. Vereen, Air Force Audit Agency, Eglin AFB, FL

Ms. Woolshlager's, Ms. Johnson's and Ms. Vereen's exceptional efforts and innovative ideas during an audit of utilities payment procedures at Eglin AFB culminated in local process improvements resulting in savings exceeding $800,000. The Base Civil Engineer requested them to review the timeliness of utility payments and to develop strategies for avoiding late fees. Their review disclosed $6.8 million in late utility payments in FY 2001. The team developed a strategy of using the Government Purchase Card to pay for contracted utilities. Their strategy will eliminate potential late fees and interest associated with over $6 million in late payments and Eglin would receive over $134,000 annually in bank rebates. Furthermore, their creative approach to utilities payments was expanded to an Air Force Audit Agency-wide evaluation. To date, the evaluations have yielded potential savings of almost $6 million throughout the Air Force.

Meritorious

Ms. Diane T. Kampwerth, Midwest Area Audit Office, Scott AFB, IL

During 2002, Ms. Kampwerth was the auditor in charge on 8 audits that resulted in $37 million in potential monetary benefits agreed to by management. She provided quality reports with significant audit results while maintaining customer focus and satisfaction. Two examples of her leadership are the audits of obligations and of travel. The audit team reviewed an open document listing that had over $279 million in outstanding obligations. Using statistical sampling techniques, they identified 622 obligations valued at over $124 million and 16 negative obligations valued at over $1.3 million worthy of review. Of these, the audit identified 173 invalid and unsupported obligations valued at $37 million. During an audit of travel administration, Ms. Kampwerth provided the comptroller with training on the use of computer-assisted audit tools and techniques to improve the Wing oversight for several aspects of travel administration such as identifying cardholders no longer on the base manpower listing and identifying questionable merchant codes.

Budgeting

Major Command Headquarters or Higher Distinguished

Ms. Patricia A. Carey, HQ Air Combat Command, Langley AFB, VA

Ms. Carey led a blistering pace following the 9/11 Operations Enduring Freedom and Noble Eagle. She fought for $1.6 billion, converting dollars to bombs on target. She led the funding efforts that facilitated the Air Force response to Taliban/al Qaeda aggression and aided the flawless execution of 11,000 combat sorties against 4,600 targets in Afghanistan, allowing deployed commanders to focus on the fight. She untangled convoluted cost-of-war support, resulting in the payment of $395 million for Air Reserve Component Total Force bills. Ms. Carey led the largest year-end payoff in a decade by obtaining $174 million in cold cash, paying for Air Combat Command's top 30 critical priorities. Ms. Carey presided over one of the busiest years of mission transfers ever when Air Force Command and Control, Intelligence, Surveillance, and Reconnaissance Center moved to AF/XI, and Lajes and Keflavik moved to United States Air Force Europe, calculated at $460 million needed to ensure unabated operations. Ms. Carey's flawless and seamless execution ensured that warfighters never missed a beat.

Meritorious

Mr. Michael C. Mehrman, Air Force Space Command, Peterson AFB, CO

Mr. Mehrman led the Air Force Space Command assumption of space program responsibilities from the Air Force Materiel Command, including complete transfer actions and standup of investment management functions. Mr. Mehrman led the efforts of DFAS, HQ AFMC/ FM, SMC/FM, and HQ AFSPC/FM to complete the FY 2002 transfer of over $5 billion in FY 2002 funding and $25 billion in prior year funds on over 1,000 contracts. He orchestrated the transfer of ICBM and MILSATCOM Terminal funds from AFMC to AFSPC and led the first-ever Space Program Management Review (PMR) at HQ AFSPC. Wide attendance and praise from HQ AFSPC General Officers led to the decision to host PMRs annually. His professional accomplishments made him the right person for the most challenging jobs. He was handpicked by HQ AFSPC/FM to lead financial activities for Operationally Responsive Spacelift and quickly sorted out potential funding vulnerabilities and asserted necessary financial controls. Mr. Mehrman led the AFSPC tasking and response for "Cost of War" investment needs, resulting in an unprecedented $30 million allocation to OSD.

Unit Under a Major Command Distinguished

Ms. Mary Hansen, Headquarters, Third U.S. Army, Fort McPherson, GA

Ms. Hansen consistently provided dynamic leadership, allowing 67 resource management personnel at Third Army Headquarters and the forward teams in eight separate locations throughout Southwest Asia to maintain mission focus and execution flexibility in meeting critical resource requirements. She personally trained more than 60 resource managers and followed up by authoring the Third Army Resource Manager's Handbook. Ms. Hansen expertly developed and successfully defended the FY 2002 Operation Desert Shift budget of $153 million and the FY 2002 Operation Enduring Freedom budget of $1.5 billion. The Defense Finance and Accounting Service joint reviews rated her execution of these budgets as outstanding nine times.

Meritorious

Staff Sergeant William R. Fortier, White House Communications Agency, Washington, DC

Staff Sergeant Fortier led funding actions for the Agency's $57 million operations and maintenance budget amid the largest reorganization in the Agency's history, including funding changes associated to the post 9-11 actions for Presidential protective measures. Seeking greater responsibility, he volunteered to track time-sensitive, highly visible $24 million Defense Emergency Relief Funds (DERF). He brilliantly led the flawless execution of the five most critical Agency budget accounts totaling more than $31 million.

Meritorious

Master Sergeant Michelle A. Belmont, 57th Component Maintenance Squadron, Nellis AFB, NV

Master Sergeant Belmont superbly managed Nellis AFB's largest complex maintenance budget worth $66 million, encompassing Operations and Maintenance, F/A-22 and OPTEMPO dollars. She saved thousands in benchstock non-flying and flying-hour charges by coordinating unique "round-robin" Thunderbird and F-119 trainer engine shipments between three bases and eliminating $10,000 in annual TDYs. She resolved 35 fraudulent Government Travel Card charges in three weeks and maintained a .05 percent delinquency rate for over 250 assigned personnel. Master Sergeant Belmont is a proven leader. She rallied Team Nellis to assist in the American Diabetes Association Bicycle Race, set up the course for 300 cyclists, and raised $100,000 to aid in finding the cure for diabetes.

Meritorious

Mr. Steve P. Marvich, USAG Raven Rock, Fort Detrick, MD

Mr. Marvich led the planning and execution of the $24.5 million budget for the Headquarters United States Army Garrison at Raven Rock, Alternate Joint Communication Center--Site R. He programmed, received, and obligated over $12 million and managed 32 reimbursable accounts. In addition he managed contracts, supplies, and budgets for the Joint Staff's National Military Command Center-Site R, and the Presidential Weather Support unit. Mr. Marvich saved more than $700,000 in reserve unit costs by working closely with senior leadership responsible for the wartime mission. Mr. Marvich proactively executed an excess of $2.3 million in end-of-year expenditures that other major commands were not prepared to spend. He led the procurement of $75,000 for the Contingency Operations Division and of $215,000 worth of critical security equipment for the global war on terrorism.

Comptroller/ Deputy Comptroller

Major Command Headquarters or Higher Distinguished

Major David R. Zorzi, Joint Staff (J-8), Pentagon, Washington, DC

Major Zorzi accomplished significant achievements in the area of financial management. He was the comptroller and commander for a 9-nation coalition in support of Operation Enduring Freedom in the fight against international and global terrorism. While deployed to Manas, Kyrgystan, he led the financial network of coalition forces, created flawless international support agreements between the U.S. government and each coalition partner, and established the first DoD bank account in the former Soviet Union. He also improved the harsh field conditions of the base by financing culture tours for airmen/soldiers otherwise restricted to the base. Major Zorzi possesses the unusual combination of vision, strong financial expertise, keen program insight, leadership, and management to fulfill successfully the responsibilities associated with this essential position.

Unit Under a Major Command Distinguished

Mr. Paul A. Beliveau, Marine Corps Air Base, Cherry Point, NC

Mr. Beliveau was responsible for the innovative polices and procedures that lead to the change that brought the government travel card delinquency rate to zero percent for all four Marine Corps Air Bases East (MCABE) commands. He also was responsible for developing the procedures to allow the electronic certification of purchase cards to be held as a payment method. These procedures resulted in savings of $52,000, based on a reduction of over 400 DFAS payments per month. Additionally, an Interest Process Action Team was created to improve business practices. Interest penalties were reduced by 19 percent in FY 2002, and actions are being taken to meet or exceed the 40 percent FY 2003 interest penalty reduction goals. Mr. Beliveau also created a structured budget review process for identifying unfunded requirements throughout the year. This process resulted in improved justification for midyear deficiencies, allowing MCABE a competitive edge in securing limited resources at the Command level. His intense knowledge, motivation, and high initiative have taught the Marine Corps to work smarter, not harder.

Meritorious

Commander Michael F. Leonard, USCG Engineering Logistics Center, Baltimore, MD

Commander Leonard led the development of 20 or so key measurements that act as "dashboard indicators" summarizing the Engineering Logistics Center's (ELC's) performance to a 95 percent confidence level. Commander Leonard was the vanguard for revising the Procurement Acquisition Lead Time measure, complete with trend lines and upper and lower control limits. This new measure enabled individuals to identify poor acquisition trends and correct them immediately. As a result, the customer complaints were significantly reduced. He also was instrumental in achieving a "clean audit opinion "from the Department of Transportation's Inspector General. Commander Leonard also achieved great success in transferring the bill payment functions from the Coast Guard Yard to the Coast Guard Finance Center (FINCEN). This initiative took over 1.5 years to plan and will take another year to fully implement because of its complexity and costs. By giving FINCEN personnel remote access to the ELC computer system, commercial bill payment processes transferred on November 1, 2002. The Coast Guard is expected to save five billets, increase the discounts taken for prompt payments, and decrease late payment penalties.

Meritorious

Captain Christopher S. Moeller, Marine Security Guard Battalion, Quantico, VA

Captain Moeller was selected as the first comptroller for the Marine Security Guard (MSG) Battalion (State Department). In this capacity, he was in charge of the financial support of 131 MSG Detachments and 8 Regional Company headquarters in 119 countries around the world. Besides the problems of budgeting in dollars and executing in the 110 local currencies, there were problems in accounting for these funds. Captain Moeller instituted new procedures and internal controls to properly account for the funds being expended. Since the Department of State had no centralized accounting system to determine the status of funds at each embassy, Captain Moeller devised an obligation rate reporting system. This system brought increased attention to the status of the Detachment's funding level, drastically decreasing the amount of money unspent and unobligated in FY 2002. Captain Moeller's efforts have led to the direct savings of over $6 million in the budget. In addition, his education efforts are beginning to pay dividends, with post officials starting to report accurate numbers and turning in excess funds in a timely manner, reducing unspent funding from $545,000 to $40,000 in FY 2002.

Meritorious

Ms. Bonnie J. Stephenson, NAS Key West, Key West, FL

Ms. Stephenson's work reflected her keen insight of financial management polices and procedures and was characterized by commitment, exceptional financial expertise, and effective leadership. She was the comptroller, Naval Base, Guantanamo Bay, Cuba, during the pre-deployment, deployment, and operations of Joint Task Force 160 (JTF-160). Her outstanding efforts resulted in the proper identification, review, and refinement of over $101 million in funding requirements for detainee and base support operations. Her detailed and comprehensive research and constant staff coordination efforts resulted in timely mission funding that reduced the impact of funding requirements on readiness and prevented shortfalls from compromising JTF 160's mission. As a result of her timely posting of obligations and the validation of unliquidated obligations orders, she was able to identify over $10.5 million in savings/offsets. These resources were used to fund previously identified funding requirements so that cash flow challenges supporting JTF-160 operations were greatly minimized for the funding executive agent.

Meritorious

Ms. Anne E. Tedrick, Air Force Flight Test Center, Edwards AFB, CA

Ms. Tedrick's efforts are marked by her excellent foresight and uncommon leadership to ensure that the Air Force's Flight Test Center (AFFTC) resources met program requirements. She was responsible for a direct and earned budget of approximately $900 million spanning across multiple operating activities and appropriations. She led and orchestrated a diverse team of professionals with intense planning to produce a flawless and well-coordinated fiscal year closeout. Because of her efforts, she was able to execute $21 million within a short time frame when additional funding was released within the last week of the fiscal year. Her efforts will be evidenced in a wide range of improvements for homeland defense equipment, critical infrastructure facility projects, and IT infrastructure. Ms. Tedrick is also totally committed to the professional development of the financial management civilian workforce. She established the framework and created a Financial Management Civilian Workforce Career Path Master Plan including a career path model and gap analysis that are being institutionalized base-wide and will benefit the AFFTC for many years to come.

Contractor Support

Major Command Headquarters or Higher Distinguished

Mr. Weldon R. Smith, HQ Air Education and Training Command, Randolph AFB, TX

Mr. Smith is a senior network analyst with Anteon Corporation. He manages the TDY-to-School Management Information System; converted existing Microsoft Access/VBA coded processes to more robust Microsoft SQL Server application, resulting in transparent migration and eliminating down time for 25 users; established new processes to capture pre-existing travel obligations for refinement and inclusion in year-end estimates; and devised new tracking programs enabling AETC to save $1.3M on misuse of fund cites. Mr. Smith has created highly visible information, which is consolidated at the Air Staff and is then briefed to Congress.

Meritorious

Mr. Anthony B. Mills, Bearing Point, Scott AFB, IL

Mr. Mills is recognized for his efforts in improving the Defense Information Systems Networks Programs. His efforts improved the process and resulted in identifying, recognizing, and billing over $7.8 million in previously unrecorded revenue for the program. He devised a process used to conduct the revenue assurance analysis. He further devised an automated tool to track revenue assurance workload and documented the process to accomplish the reconciliation on an ongoing basis. Mr. Mills also created business process flow charts and worked with the team to develop supporting documentation for each program's business process. The revenue assurance and cost analysis effort resulted in a review of 2,702 Telecommunication Service Orders and recognized over $7.8 million in previously unbilled revenue, as well as 303 Telecommunication Service Orders to correct erroneous costs of $1.8 million.

Unit Under a Major Command Distinguished

Mr. Richard Grant, Kadena AB, Japan Mr. Grant's accomplishments resulted in the 18th CPTS earning an Outstanding in PACAF's 2002 UCI, and for the 18th CPTS earning PACAF's Financial Management and Comptroller Organization of the Year. He organized the first PACAF Financial System Administrator; he expanded PACAF's Paperless Organization System; he automated the DEPCON System; he developed a computer training lab; he assisted the base Telephone Billing Section by developing software that reduced an administrative step from three days to two minutes.

Meritorious

Mr. Douglas J. Yurcik, Arnold AFB, TN

Mr. Yurcik's spearheaded the timely installation, software update, training, and deployment of the Automated Business Service System (ABSS) at Arnold AFB. Mr. Yurcik coordinated all support during the renovation of the Financial Services office and was recognized by the AEDC. He was the finance POC for upgrade of all AEDC computer operating systems; was SA for IATS; was AEDC POC for installation of CRIS; designed, built, and fielded the AEDC finance web page; was the key to the Finance Services Office interface with the base IT support and DISA.

Intern/Trainee

Major Command Headquarters or Higher Distinguished

Ms. Sara Laurich, US Army Medical Command, Fort Sam Houston, TX Ms. Laurich's efforts in auditing short-falls in the Training Enabler program, a key readiness driver, had an effect on budgeting at the highest levels of Army leadership. Her initiative and ability to quickly learn new skills served her well during her time in the Budget division, where she tackled funding for the global war on terrorism. Her study on value-added contributions of field activities provided a sound basis for a new method of funds distribution. Ms. Laurich made further contribution by developing and executing a new Director of Resource Management training program. After having her prototype approved, she coordinated disseminating the training to all FORSCOM Directors of Resource Management. This involved coordinating trips to many sites amid competing priorities. Through her initiative, perseverance, and skill, Ms. Laurich has proven herself to be head and shoulders above the Intern community.

Meritorious

Ms. Debbie Marios, US Army Audit Agency, Alexandria, VA

Ms. Marios was instrumental in the success of two Army-wide audits. She took the lead in the audit of station missioning by identifying problems with methods used by US Army Recruiting Command to recruit enlisted personnel. She was able to solidify a solution after analyzing the results of a survey that she administered to all of Recruiting Command's 1,806 stations. Her efforts increased the productivity of 7,400 recruiters and allowed 41 personnel to return to warfighting roles. On an audit of worker's compensation, the survey conducted by Ms. Marios was instrumental in the decision to realign the program to make it more cost-effective.

Meritorious

2Lt Larry G. Buycks, Jr., HQ Air Intelligence Agency, San Antonio, TX

2Lt Buycks distinguished himself through numerous successes in the Financial Management section while at the same time completing 534 hours of training and participating on the Honor Guard. He identified thousands of dollars in unfounded requirements and realigned more than $300,000 to priority activities. His attention to detail ensured proper coding of JCS contingency expenses. 2Lt Buycks exercised his strong leadership abilities while in charge of the office for three weeks, processing transactions and completing a major tasker to SAF/FM. 2Lt Buycks has become an invaluable resource in daily mission execution.

Unit Under a Major Command Distinguished

1Lt Stephanie R. Bean, Reconnaissance SPO, Wright-Patterson AFB, OH

1Lt Bean distinguished herself by taking full responsibility for the Imaging and Targeting and Theater Airborne Reconnaissance System budgets, totaling over $250 million. She then deployed to Seeb, Oman, in support of AEF3/4 for Operation Enduring Freedom/Southern Watch. Her outstanding leadership skills were readily apparent as her team swept the Wing Staff awards and were recognized by the CENTAF FM as the best in the area of operations.

Meritorious

Ms. Katherine J. Poulis, Brooks AFB, TX

Ms. Poulis distinguished herself through her eye for detail and dedication to excellence. She assumed responsibility for the $7 million Fee For Service program during the lead supervisor's absence and ensured 100 percent accuracy in financial obligations. She worked directly with DFAS to ensure that supporting vendors were paid accurately, overseeing the disbursement of over $300,000. She mastered the Automated Business Service System, ensuring Travel Order certification took place within 12 hours.

Meritorious

Ms. Carey L. Newton, Southern Division Naval Facilities Engineering Command, Charleston, SC

During the past year, Ms. Newton's ability to plan and organize has had a positive impact upon the Southern Division's mission. She was responsible for a consummately professional analysis that earned the Division an additional $4 million in design and construction work. Her diligence once again paid off as she recouped $8 million on behalf of Southern Division repayment to the US Treasury Judgment Fund.

Education Training and Career Development

Major Command Headquarters or Higher Distinguished

Ms. Kathy G. Bell, US Army Audit Agency, Alexandria, VA

Ms. Bell distinguished herself by redesigning the Auditor Training Program, affecting 600 Army auditors and 800 Internal Review auditors. The new course of instruction is based on 41 core competencies and includes classroom as well as on the job training. Her process meticulously outlines the specific tasks and learning objectives for auditors from entry--to journey-level grades.

Unit Under a Major Command Distinguished

SGM Ryen G. Berghammer, US Army Finance School, Fort Jackson, SC

SGM Berghammer distinguished himself by redesigning the Army Financial Management Military Occupational Specialties to fit the needs of the Army's transformation. Moreover, SGM Berghammer was able to accomplish this task without additional resource drains from higher headquarters. His accomplishments will have a positive effect upon the Finance Corps and the Army as a whole as more soldiers are made available by reducing transient, trainees, holdees and students and making the grade structure and career path for finance soldiers clearer.

Meritorious

Ms. Cleo A. Keighley, ASC Policy/ Training, Wright-Patterson AFB, OH

Ms. Keighley distinguished herself by designing a program manager boot camp that trained over 250 individuals at all grade levels. She recognized and filled a hole in the FM mid-level curriculum, training managers in case-study analysis that increased the awareness of cost, budget, and program execution. Her continual training on policy changes created a more educated and self-sufficient workforce. She is widely sought throughout the Air Force for her expertise and has made significant strides pushing financial managers away from "bookkeeping" and towards professional analysis.

Meritorious

Ms. Rosemary B. Gribbin, Naval Undersea Warfare Center Division, Newport, RI

Ms. Gribbin authored the Financial Management Tutorial, a web-based interactive program that seeks to prevent cases of fraud, waste, and abuse. Her regular contributions to the Division's newsletter keep financial management issues in the spotlight and educate employees who do not have financial backgrounds. Ms. Gribbin plays a vital role in improving the Division's progressive work environment and is an active participant in the Division's mentoring program.

Meritorious

Ms. Rufina B. Dekat, Air Force Audit Agency, Brooks City-Base, TX

Ms. Dekat's enthusiastic approach to her role as course director has been vital in providing students with the most current facts and principles in financial management. Her curriculum injects Activity-Based Costing methods into organizational strategic planning to ensure that budgeting is directly linked with mission execution. She undertook hours of extensive research in Earned Value Management and the DoD acquisition process to educate her students in how to evaluate contractor costs and schedule performance.

Resource Management

Major Command Headquarters or Higher Distinguished

COL Kevin J. Kerns, U.S. Army Forces Command, Fort McPherson, GA

As the Budget Officer of the U.S. Army Forces Command (FORSCOM), COL Kerns created and maintained an environment of cooperation and partnership with HQDA and subordinate installations, directly resulting in outstanding resource support for deployment and training. COL Kerns provided recommendations and alternatives to "finance" the war on terrorism from existing resources until supplemental funding was obtained. He identified funds and manpower that had not previously been considered as viable options. COL Kerns quickly eliminated marginally relevant factors and focused on information pertinent to solving particular resource issues. This $500 million effort was extremely complex and involved a large span of control among all FORSCOM installations. His analytical and interpersonal/communications skills provided thoughtful, comprehensive courses of action and enabled him to quickly gain consensus with an inclusive approach to resource management.

Meritorious

Mr. Robert N. Ferland and Ms. Roxanne M. Ludwig, HQ Air Force Communications Agency, Scott AFB, IL

Mr. Ferland and Ms. Ludwig were key contributors to the AFCA Comptroller Financial Support Branch's successful mission execution of the Air Force's Central Design Activities program for Automated Information Systems (AIS). Their efforts resulted in saving the Air Force over $400K by individually tailoring the Service Level Agreement (SLA) structure appropriate to the AIS being supported and enforcing performance accountability via the Standard Systems Group. Program-specific tasks and execution time lines/costs were established in the respective time and materials SLAs that allowed recoupment of unexecuted scarce resources for reapplication to other mission needs.

Meritorious

Gunnery Sergeant Michael E. Conlen, 2d Marine Division, Camp LeJeune, NC

As comptroller chief for the 2d Marine Division, Gunnery Sergeant Conlen implemented a comprehensive training program consisting of annual fiscal inspections coupled with institution of semi-annual fiscal training. This proactive approach, coupled with his personal efforts in coordinating the processing of various financial reports and monitoring individual unit budget execution, directly influenced the success of the Division's FY 2002 closeout and continues to ensure that the Division realizes the maximum potential benefit from its budget. Gunnery Sergeant Conlen was also directly responsible for facilitating the smooth transition and integration of activated Reserve units from O&MMCR funding to O&MMC funding. This effort required the resolution of multiple interface problems between supply and budgeting systems.

Unit Under a Major Command Distinguished

SFC Stephen M. Borin, DFAS Japan

Sergeant First Class Borin teamed with Army Special Forces in the fight against terrorism in support of Operation Enduring Freedom, Philippines. He implemented operating procedures and trained 66 deploying paying agents in funds disbursing and fiscal liabilities. He deployed to the island of Basilian (where rebels were holding U.S. hostages) to refit funds and oversee funding operations, and ensured that the mission to train Filipino soldiers fight Muslim extremists was not hindered because of a lack of bullets or beans. At DFAS Japan, he orchestrated the processing of 11,000 multiple service disbursement vouchers totaling $172 million. Timely payments eliminate interest payments and saved $5,000 to support other missions. Teaming with Vendor Pay, he helped improve processes and reduced interest per million from $25.70 to $1.56. Under his leadership, staff productivity increased. Operational restructuring led to a saved 1.2 million yen in labor funding without decreased service.

Meritorious

Mr. Ruben E. Chapa, 311th Human Systems Wing, Brooks AFB, TX

Mr. Chapa is the Wing and Installation Commander's "Change Agent." As lead financial analyst for the Congressional mandated Brooks City Base initiative to lower base operating costs, he developed all economic analyses (EA). His initial EA sufficiency review projected a potential 35 percent reduction in total base operating costs and resulted in Congressional legislation approval. His professional analysis showed the way to $8 million to $10 million in BOS savings and directly led to the conveyance of real property to the city with leaseback by the Air Force. He developed an Air Force cost and savings model in partnership with SAIC to project program baseline savings. His valuable cost and price analysis enabled both the Air Force and San Antonio negotiating teams to avoid conflict and to focus on contiguous issues.

Meritorious

Ms. Kathy S. Moss, Marine Corps Air Station Cherry Point, NC

Because of the initiative and expertise of Ms. Moss, her activity was the first Marine Corps command to electronically certify Citidirect credit cards used as a payment method. This resulted in a reduction of interest penalties ($54,000 annually) and improved payment/business practices. Ms. Moss also chairs an Interest Process Action Team for Marine Corps Air Base East, which resulted in other process improvements contributing to a 19 percent reduction in interest charges in FY 2002. These processes included working with the Contracting Officer for open purchase contracts and large project orders to ensure that expenses were posted when items were received. These improved business practices increased internal management controls to ensure that obligations and expenses were posted promptly and reduced abnormal balances that result when payments are processed before the accounts payable were posted. She was deeply involved in the reviewing of current practices, evaluating individual workload, and looking at new and improving procedures based on industry standards. Ms. Moss, through detailed process analysis and her ability to think "outside the box," was able to help streamline processes, ensuring the maximum utilization of valuable resources: personnel, time, and money.

Team Achievement

Distinguished

Foreign Military Sales--Technology Order IPT, Mr. Cameron L. Baumgartner (team leader), HQ Air Force Materiel 

Command, Wright-Patterson AFB, OH This Foreign Military Sales (FMS) team provided a much-needed modernization of the pricing methodology for FMS technology orders to ensure fair, accurate, and timely distribution of costs to both FMS customers and the Air Force Materiel Command centers. The team, lead by Mr. Baumgartner, was composed of personnel from the Air Force Materiel Command, the Air Force Security Assistance Center, and the Defense Finance and Accounting Service--Denver. As a result of the team's efforts, Materiel Command centers are now better able to track billable costs; financial transactions related to FMS have been reduced from over 100,000 down to 200 per year; and the need for multiple information technology systems has been eliminated. Not only has there been a significant cost avoidance in per-transaction costs with DFAS, but also the methodology modernization has provided almost $6 million in immediate savings and has reduced personnel requirements. Air Force personnel are now able to focus on providing quality service to customers rather than on thousands of accounting transactions. The revised process also allows FMS countries to better monitor their case funding and their technology order requirements.

Meritorious

NETCOM Transition Team--Mr. Larry McKenzie (team leader), HQ US Army NETCOM/9th Army Signal Command, Ft. Huachuca, AZ

The NETCOM Transition Team led the way in transforming the Army Signal Command into the U.S. Army Network Technology Command/9th Army Signal Command. This effort involved a massive and complex review of resources, manpower requirements and spaces, painstaking detailed work, and innovative problem solving. The team, led by Mr. McKenzie, was composed of members from the HQ Army Signal Command and the G8 and G3 staffs. They supported a two-phase effort to first stand up four Regional Chief Information Officer staffs and then transform existing units at Fort Huachuca into a modern and an innovative new organization. The Transition Team developed the streamlined, customer-oriented, enterprise-level "infostructure" through extensive negotiations and coordination with other major commands, careful preparatory work, and analysis to ensure maximum use of every manpower space. Analysis of approximately 12,000 manpower spaces was required; each space and the associated funding were as carefully documented as databases were adjusted to match the new organization. Through the efforts of the Transition Team, the Army is now postured to meet the information technology needs of the future.

Meritorious

595 Strike Team, Ms. Valerie Muck (team leader), Air Force Audit Agency, Wright-Patterson AFB, OH

The 595 Strike Team was instrumental in effecting changes that will greatly improve the overall programming and budgeting processes associated with A-76 studies. The team was composed of representatives from the Air Force Audit Agency and the Budget Operations and Competitive Sourcing and Privatization Directorates at Wright-Patterson AFB, Ohio. The members provided the needed balance of analytical skills, functional expertise, and database knowledge to perform a well-balanced and comprehensive review. Under the leadership of Ms. Valerie Muck, the team assessed the accuracy of financial and manpower data affecting element of expenditure/ investment code 595 for the Pacific Air Forces (PACAF) and the Air Mobility Command (AMC). They also evaluated the programming and budgeting processes associated with actions affecting these accounts. As a result of the 595 Strike Team's in-depth analysis, the Air Force was able to align funds with valid 595 account requirements. Changes that resulted from their efforts enable the Service to better evaluate financial requirements associated with A-76 studies.

Corporate Members of the Year

Distinguished

American Management Systems, Inc. (AMS)

Meritorious

Tecolote Eisenhower National Bank

Chapter Competition

Distinguished

Washington Ozark

Buckeye Music City

Meritorious

Alamo City Cochise

Kansas City Green Tree

Newsletter

Distinguished

Washington Middle Georgia

Cleveland Crystal Coast

Meritorious

National Guard Gulf Coast

Southern Maryland Coastal Georgia

Community Service

Alamo City Aloha Amigo Aviation Blue Angel Bluegrass Buckeye Central NY Leatherstocking Central Texas Charlestowne Chesapeake Coastal Georgia Crown of Maine Crystal Coast Evergreen Fort Campbell Fort Knox Fort Meade Forty-Niner Gateway Greater Atlanta Greater Omaha Hampton Roads High Desert

Indianapolis Jersey Devil Kansas City Middle Georgia Montgomery Monterey Mount Vernon Music City NRO Ozark Panama City Picatinny Pioneer Potomac Redstone/Huntsville Rock Island San Diego Sandhills Southern Maryland Tri-State Washington West Point White Sands Wiregrass 

Membership Awards

Established Chapter Absolute Growth Washington

Established Chapter Percent Growth (Tie) Royal White Sands

New Chapter Growth Southern Maryland

Recruiters of the Year

A-1   Sheila M. Tyree, Indianapolis
A     Joan M. Deem, Heidelberg
B     Laura Beth Slickers,
      Rheinland Pfalz
C     SGM Scott A. Brady, Monterey

Essay Contest

1st Place   Charles Marsh
2nd Place   Maureen C. Hazelton
3rd Place   Jerry Harbison

Chapter Leadership

A-1   Regina Torosian, Aloha
A     Vanessa Sweet, Tri-State
B     Nancy Lingo, Rio Grande
C     Herbert Carter, White Sand

President's Awards

Angelo Frank Arcari
Charles Culkin
Geraldine Manning
Catherine Santana

Five Star Recognition

Alamo City Aloha Amigo Aviation Blue Angel Bluegrass Buckeye Central Florida Central Missouri Central NY Leatherstocking Central Texas Charlestowne Chesapeake Cleveland Coastal Georgia Cochise Crystal Coast Evergreen Fort Campbell Fort Knox Fort Meade Forty-Niner Gateway Greater Atlanta Greater Jacksonville Greater Omaha Green Tree Gulf Coast Hampton Roads High Desert

Kansas City Land of Lincoln Jersey Devil Los Angeles Middle Georgia Mile High Monterey Montgomery Music City National Guard NRO Ozark Rheinland Pfalz Picatinny Pikes Peak Potomac Red River Redstone/Huntsville Rio Grande Rock Island San Diego Sandhills Southern Maryland Southside Virginia Space Coast Tampa Bay Washington West Point Western Maryland White Sands Wiregrass

Editorial John Di Genio