I am concerned that who replaces you should have the management experience, the educational experience, the financial auditing experience to actually lead this organization.
Tom Coburn
The Public Record
Tom Coburn is a former U.S. Senator from Oklahoma, serving from 2005 to 2015. A member of the Republican Party, Coburn was known for his fiscal conservatism and advocacy for government transparency. He was a practicing physician before entering politics, which influenced his views on healthcare and government spending. Throughout his tenure, he was a vocal critic of wasteful government expenditures and often called for reforms to improve accountability in Congress.
You have reported that without fully deployed ERPs, the DOD will be unable to produce reliable financial data and auditable financial statements without resorting to heroic efforts such as data calls or manual workarounds.
I think Mike McCord will do that. I would want somebody who knows the Defense financial management and Federal financial management.
My hope is is that we will have another little followup on this in September or October on how it is going.
Some of the times when we bring in a big system, what I have noticed, especially in the Defense Department--not exclusively--is we modify a proven system that we are buying to fit our needs, rather than modifying, much as you said, General…
We need this information as quickly as we can get it. I do not want to waste money in the process of getting it.
We could not do continuous process improvement unless we could pass an audit.
If it flubs, everything flubs. And so, that ought to be right on the top target list.
Leadership is the key and the whole goal is to better financially manage so that you do not waste money.
The Federal Government spends $80 billion a year on IT. Forty billion of it is wasted every year.
In a large business with big acquisitions, the CEO is getting a report every week, whether it is on time or on budget.
The Antideficiency Act you mentioned is a key to Congress's constitutional power to control the purse strings.
The audit is the check to see if you have got the information systems, if you have got the financial data.
Well it is only cost-effective if you can have real savings or you can have real accuracy, which you do not have now.
The whole idea of an audit is to have an audit to know what your holes are and your financial weaknesses and your management weaknesses, so you can change things.
Effort sometimes is not enough. You have to apply maybe a different approach and a different technique.
When I see almost $600 million last year in savings that would not have occurred had they not done that, to me that is real change.
$7 billion is a lot of money, and I can tell you I am skeptical at every hearing on the improper payments for the DOD simply because of the massive size of it.





