SAF/FMFA

Audit: Assist the United States Air Force (USAF) in their 2017 Financial Improvement and Audit Readiness (FIAR) Initiative, in areas as required, specifically the Civilian Pay, Travel (Permanent Change of Station & Temporary Duty), Reimbursable Budget Authority and Execution (RBA&E), Mechanization of Contract Administration Services (MOCAS), and Vendor Pay Assessable Units. Assist with internal and external formal briefings, such as: Bi-weekly activity reports and Assessable Unit presentations for the Major Commands in advance of the process walk-throughs by the Independent Auditors. Communication: Assist Leadership with financial management policies and procedures, interpretation of Federal guidance and regulations, and guidance to Agency management on strategic issues. Act as liaison between various independent auditors and the process owners at the major commands and service providers to facilitate an understanding of the process, to include support of the Air Force by USSOCOM, USTRANSCOM, and the Air Force Surgeon General independent auditors. Leadership/Management: Manage and supervise up to 10 team members in assigned tasks and activities, preparing assertion packages, review of work product and final deliverable(s) for quality and compliance with professional standards. Remediation: Coordinate preparation of corrective action plans (CAP), tracking and briefing status to leadership. Assist with closure memos, ensuring the supporting documentation is available for remediation testing. Assist Air Force with the Office of Management and Budget (OMB) A-123 program as it relates to the Air Forces’ efforts. This includes the process cycle memorandums, process flow charts, controls, key supporting documentation (KSDs), test of designs (ToD), test of effectiveness (ToE), and risk analysis for MOCAS, Vendor Pay, Reimbursements Budget and Authority Execution, Civilian Payroll and Travel Temporary Duty.

AUDIT: Provide the Defense Logistics Agency (DLA) assistance toward their 2015 DLA Financial Improvement and Audit Readiness (FIAR) Initiative, participating in enterprise-wide audit readiness support for General Equipment, from acquisition to disposal of asset moving toward achieving improved financial information. QUALITY ASSURANCE: Manage daily activities, reviewing work products for completeness and compliance with applicable regulations, i.e., Evidential Matter Matrix, Financial Risk Objectives, Monitoring Procedures, etc. Provide analysis and interpretation of financial data, providing feedback for process improvements derived from testing results. POLICY / PROCEDURES: Responsible for oversight and maintenance in the review and revision of the process cycle memorandum and the end-to-end state manuals documenting the process, responsibilities, internal controls, and risks, specifically in relation to General Equipment from acquisition to retirement. Responsible for splitting the current General Equipment end-to-end manual into two separate volumes for submission to Defense Logistics Agency, Task Management Tool (TMT) section for approval and issuance. REMEDIATION: Facilitate in the design, implementation and management of accounting, audit corrective actions and process improvements. Assist in the creation of process training materials to instruct those responsible of identified deficiencies, internal control implementation and corrective actions to be taken to improve the effectiveness of the process.

PROGRAM MANAGEMENT: Managed business operations of assigned segments, assisting the Department of Defense Financial Improvement and Audit Readiness (FIAR) Plan and the Marine Corps Financial Improvement Program (FIP) in execution of the Schedule of Budgetary Activity (SBA) Audit. Achieved audit opinion for FY 2012 SBA, providing timely reviews, responses and support for over 2K audit samples. Supervised and reviewed work, interacting with client and team members in daily functions and managerial staff meetings. COMMUNICATION: Liaison between Marine Corps Leadership, independent auditors, Department of Defense Inspector General, and the Government Accountability Office (GAO) providing knowledge and skills as needed for the SBA Audit. Developed and sustained a solid relationship with client. AUDIT: Provide direction, training and leadership to external auditors. Provided audit readiness and sustainment support reviewing documentation from outlying commands, consolidated for key activities: obligations, expenses, payments, military and civilian payroll, collections, and contract financing payments. Supported in-depth walk-throughs of processes and procedures with auditors and senior leadership, ensuring the Commands are providing timely, accurate, and reliable information, retaining documentation as required.REMEDIATION: As part of a work team, participated in tracking, consolidating, and preparing corrective action plans (CAP), briefing status to leadership. Worked with multiple parties in different commands and locations, consolidating opinions for the CAP. The external auditors where provided documentation for the CAPs to be remediated for closure. POLICY / PROCEDURES: Provided financial and analytical knowledge and analysis support in drafting and/or recommending policy, guidance, and operating procedures based on interpretation of audit documentation and results. Worked to improve business processes and internal controls across the organization.

Experience with multiple Systems: International Treasury Services, CashLink, Over The Counter Channel Application, Deployable Disbursing System (DDS), Marine Corps Total Force System (MCTFS), Standard Accounting & Budget Reporting System (SABRS), Web Salts, Navy Marine Cash, and Electronic Document Access (EDA)Prepared Disbursing Pacific Region's Statements of Accountability through verification and supervision of payment and reporting totaling over $23 million and over 2 billion in foreign currency from 10 different countries. Mentored, trained and supervised internal processes and procedures within Fiscal operations, improving efficiency and effectiveness, shown in an accuracy score increase of 12 percent, significantly contributing to the overall Disbursing Pacific Region score of 96 percent, highest recorded in three years conducted by the Marine Corps Administrative Analysis Team (MCAAT).Communicated results from day-to-day operations, deployments, exercises, and contingencies to Executive Staff through spreadsheets and report analysis created with MS Excel, Word, and Power Point. Provided counsel and recommendations to Disbursing Executives on processes and procedures.Corresponded with Staff Administrators in planning and organization of deployment exercises and garrison training in order to complete the mission, managing over 90 military personnel on professional and personal issues.

AUDIT / ANALYSIS: Performed compliance, financial, and performance audits of Marine Corps Non-Appropriated Fund (NAF) Instrumentalities, working independently and objectively. Supervised and performed internal audits of records, procedures, and internal control systems of assigned organizational and functional activities using detailed knowledge and understanding of applicable accounting laws, policies, and regulations. Surveyed assigned process areas to determine the nature of operations and the adequacy of the system controls to achieve established objectives for use in improving business processes. Reviewed and analyzed the lifecycle of budgets for the assigned operating organizations, to assist in planning the scope and the audit program. Conducted interviews with appropriate personnel, accumulated, verified and analyzed available financial data; observed actual practices and evaluated functional operational techniques. BUDGET / ANALYSIS: Reviewed and analyzed the lifecycle budgets for the assigned operating organizations, aiding in the development of audit scope and programs, conducted research and survey work, documenting work performed for financial, performance, and compliance audits with MCNAFAS communicating those results, recommendations, and monetary amounts identified in the presentations. COMMUNICATION: Leadership was provided an informed, objective opinion identifying existing or potential problem areas for improvement. Prepared audit working papers detailing the findings, recommendations, and monetary benefits, assisting in the presentation of the results to local management personnel.

MANAGEMENT: Facilitated in selling merchandise; preparing daily activity reports; supervision of personnel, funds, property, and merchandise; as well as conducted inventories. Initiated and conducted interviews, hiring of personnel, performance appraisals, disciplinary actions, and incentive awards. Provided direct service and support for local and deployed customers; to include setting up and managing tactical Field Exchanges and other MCCS support services.ANALYSIS/BUDGET: Developed cost estimates for long-range multi-year acquisitions for the Theater and Seven Day Store internal programs and improvement of external structure. Assessed monthly budgets with actual costs and performance in order to modify amounts allocated in future categories to improve efficiency. Reviewed obligations and performance documentation, initiating a rewrite of the current price change policy between Commercial Vendors and Marine Corps Community Services establishments ensuring proper receipt, billing, and submission of payment. Provided vital information in the recovery of over $125,000 in Non-Appropriated Fund revenue to MCCS by identifying inconsistencies through an internal review of direct, indirect contracts and invoicing received for payment and retained supporting documentation. Reviewed and analyzed the activity’s financial statements, identifying potential funding issues and recommending alternative courses of action. OPERATIONS: Provided briefs to MCCS Staff Leaders in regards to future operating budgets. Created standard operating procedure manuals that were not resident within the following areas: MCCS Theater, Direct Delivery Contracts process, and the Operations Section, while in charge of each area for following leadership and subordinates to use in daily operations. Internal audits were conducted to ensure a smooth operation, compliance to regulations, and efficient operations for outlaying facilities.