why is DOD buying ERPs without deliverables for ensuring these systems can pass an audit?

Secretary Hale and Ms. McGrath, please provide a rough order of magnitude of how much could be saved--in terms of dollars and personnel--by this approach vis-a-vis DFAS?

Why is DOD not focusing on the balance sheet so we can improve the quality of data captured on what we are buying?

Ms. McGrath, what examples can you offer where you have actually validated this compliance, as opposed to, say, just taking someone's word for it through unchecked self-assertions?

please provide a list of those systems, especially the ones that are required to be used by OSD across DOD, that represent the most significant stumbling blocks to audit readiness and explain exactly what the plan is to overcome this…

What has the Air Force learned from the Marine Corps' success and how have those lessons been incorporated?

As the DCMO, you are leading the transformation of business operations across DOD.

We are interested in the idea that we can reduce the DFAS footprint and direct any savings realized into both increased capability for our military and, possibly, debt reduction.

Secretary Hale, this sounds simple; why is it that none of the Services--the Departments of the Army, Navy, or Air Force--can do that simple task yet?

How can DOD cite the implementation of this ERP as a success given this reality?

But, they have all been moved to fiscal year 2012. Please explain why.

Is it the Navy's plan to employ a time-consuming, expensive manual effort each year to maintain a clean audit opinion with the legacy financial systems?