Financial Management
- Overview: Financial Management
- Budget Process Overview
- PPBE Process Overview
- Appropriation Categories
- Financial Management Laws
- DoD Instruction 7000.14-R
 
- 31 U.S.C. 1301 - Application
- Advance Payments (AP)
- Advanced Procurement/Funding
- Aircraft Procurement Appropriations
- Affordability
- Allocated Cost
- Ammunition Procurement
- Appropriation Categories
- Authorizations & Appropriations
- Budget Activity (BA)
- Budget Execution
- Budget Process Overview
- Budgeting Cycle
- Common Accounting Definitions
- Component Cost Position (CCP)
- Contract Finance Payments
- Contractor Cost Data Reporting (CCDR)
- Cost Analysis Requirements Description (CARD)
- Cost As an Independent Variable
- Cost Assessment & Prog Evaluation
- Cost Estimating Methods
- Cost and Software Data Reporting
- DD Form 250
- Defense Working Capital Funds
- Disposal Cost
- DoD Instruction 7000.14-R
- DoD Component Cost Estimate
- Expense/Investment Threshold
- Financial Management Laws
- Financial Management Questions
- Full Funding
- Funded Delivery Period
- Incremental Funding Policy
- Independent Cost Estimate (ICE)
- Investment Cost
- Life-Cycle Cost Estimate
- Line of Accounting (LOA)
- Manpower Estimate
- Military Interdepartmental Purchase Request (MIPR)
- Operating and Support Cost
- Operations & Maintenance Appropriations
- OSD Execution Benchmarks
- OSD Office of Cost Assessment
- Research & Development Appropriations
- Research & Development Cost
- Sources of DoD Budget Information
- Total Ownership Cost
- Types of Funds
 
 
Financial Management OSD Benchmark Execution
OSD Execution Benchmarks
 

OSD analysts expect to see at least 80% of Procurement funds obligated by the end of the first year of execution of those funds. For RDT&E appropriations, they expect expenditures of at least 55% of the amount appropriated by the end of the first year of execution. [1]  
These benchmarks are derived from historical information in the official accounting records. Thus, common delays inherent in the accounting process are automatically accounted for in these benchmarks, and will not generally be accepted as an explanation of why the program appears to be lagging in its funds execution. 

However, if the program can present credible evidence that unusual delays or errors have occurred in the processing of its obligations or expenditures (such as postings to the wrong fund cites), this will often be accepted and considered by the analyst in making recommendations for the program.  

Programs that over several years consistently execute their funds at rates below the benchmarks will find it very difficult to defend themselves against funding adjustments.


AcqTips:
   


AcqLinks and References:
- [1] Website: DAU - Program Execution: Evaluating Budget Execution

 

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