ARMY AL&T
NEED TO KNOW: AN ARMY ACQUISITION BUDGET FAQ
Q: What are the key character- istics of a sound justification document?
A: A sound justification document clearly explains the source of the requirement,
the schedule for
meeting the requirement, the funds necessary to meet the require- ment and the strategy to obligate and execute the requested fund- ing. Further, a sound justification will clearly address any changes in requirements, schedule and funding from the previous year’s justification.
Q: I have a question about the budget, the budget process, or a year of execution bill needed to get DA approval for reprogramming already appropriated money. Who should I contact?
A: It is best to always start with your PEO’s business management office and work with them to contact your budget and execution analyst
appropriate approval for responses as rapidly as possible, because if a staffer is calling directly, that means they are actively considering a mark, an addition or decrement to the requested funding, and they will not wait long for a response.
Q. In terms of building professional relationships, are there certain people in the Pentagon and on Capitol Hill who I will be working with on budget issues on a regular basis as a PM?
A: On a regular basis, PMs should maintain contact with the following people and organizations:
•DASA PPR: budget and execution analyst and financial synchroniza- tion officer.
in
the Office of the Deputy Assistant Secretary for Plans, Programs and Resources (DASA PPR). The analyst assigned to your PEO’s portfolio will be able to address your question directly, or research and coordinate a response across the Army Staff and Secretariat. Your best point of contact in the Office of the DASA PPR is Karen Walker, director of financial operations, at
karen.a.walker.civ@
mail.mil.
Q. I am a product manager for a PEO. Can my staff and I expect to hear directly from congressio- nal staffers about details of my program, or do their questions all go to someone in ASA(ALT)?
A: It is possible for program offices to hear directly from staffers. It is imperative that program manag- ers (PMs) develop and receive
•Office of the Deputy for Acquisi- tion Systems Management: your program’s Department of Army systems coordinator.
•G-8 Force Development Director- ate: Staff synchronization officer.
•Army Budget Office: appropriation sponsors.
With regard to Capitol Hill, PMs should always work through their command and/or ASA(ALT) Congres- sional Affairs.
Q. Is there any recommended read- ing on the budget process?
A: Defense Acquisition University offers online classes that are easily accessible to the Army Acquisition Workforce. Also, the book “How the Army Runs: A Senior Leader Refer- ence Handbook,” is available in print and digitally.
—ARMY AL&T and DASA PPR STAFF
the
As such, they are attuned to the budget process, the G-8 for the program objec- tive memorandum process, and G-3 and G-8 for requirements, and are intimately familiar with the who, what, why, when, where and how of spending requests.
Te focus of the DASA PPR, by contrast, is more strategic in terms of under- standing the Army’s message and how a program ties into the overarching Army strategy or the Army plan.
In addition to the DASCs leading the briefings, program managers at the O-6, or colonel, level may participate in the DASC parades, along with representa- tives of the G-8, the Army Budget Office and now the cross-functional teams of Army Futures Command.
“Te thing that makes DASC parades successful is explaining changes proac- tively and being consistent year to year,” said Miller, a former DASC. “Te DASCs who run into problems are the ones who try to gloss over changes” from a previ- ous justification for the same program.
“So identify that change in the justifica- tion document, explain that change and tell them why this is in the best interest of the Army and of the taxpayer to make that change.”
“Transparency is key, trust is key,” said Maj. Jeffrey Sacks, a former DASC and currently a financial synchronization officer. “Tose are probably the biggest things that [members of Congress] look for, and clarity as well. Once you lose trust and try to hide money and are not forthcoming, it can snowball into a really negative thing.” Yu added, “It’s not really just trying to hide. It’s [that] if we do a poor job of explaining change or explaining why something increased or why something decreased, then it looks
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