Congratulations to the winners of the CY2011 ASMC Achievement Awards!

This award category recognizes individuals and teams for outstanding accomplishments within one of the functional fields of membership. Awards will be presented at PDI 2012 in Anaheim, California. Winners for team achievement will be posted soon.

Major Command Headquarters or Higher
Distinguished Award

Mr. James Kulscar
As the Joint Billing Center (JBC) manager for USTRANSCOM, Mr. Kulscar identified and quickly refunded over $100M in erroneous charges to DoD customers, implemented process improvements to eliminate individual per transaction fees for Permanent Change of Station moves saving approximately $1.2M annually and achieved 8 FTE savings for the JBC.

Meritorious Award
Mr. Arturo Lomas
As a Lead Accountant for the Army Medical Command, Mr. Lomas identified and corrected $66M in overstated obligations, liquidated more than 66 thousand unliquidated obligations worth $941M, and was in the top 10% of Army's major commands by surpassing many of the Army's financial management metric goals.

Ms. Margo Sheridan
As the Director of Financial Operations for the US Coast Guard (USCG), Ms. Sheridan improved USCG internal controls and auditability, reduced on-top financial report adjustments by 66% to support $5.6B in Fund Balance with Treasury and ensured capitalization and support of $8B of USCG's personal and real property assets.

Unit Under a Major Command
Distinguished Award
Mr. Jonathan Coder
As a Financial Analyst at the Naval Undersea Warfare Center, Mr. Coder helped lead the on-time, efficient deployment of the Navy ERP at the Navy Warfare Centers, and developed and implemented standardized costing models across the Warfare Centers, which resulted in $3M cost avoidance for the Navy.

Meritorious Award
Corporal Colin Kennard
As an Accounting Analyst deployed to Afghanistan at the I Marine Expeditionary Force, Corporal Kennard validated and reconciled more than 12,000 FY2011 transactions and recovered $16.8M in funds that were erroneous obligations and identified systemic process anomalies that were addressed and corrected by the HQ Marine Corps.

GySgt Jamie Hammond
As an Accounting Chief at the I Marine Expeditionary Force, Gunnery Sergeant Hammond helped lead successful, on-time implementation of the GCSS-MC ERP to USMC units west of the Mississippi and identified 18 critical system deficiencies that precluded program delays and prevented numerous ADA violations.

Major Command Headquarters or Higher
Distinguished Award 
Mr. F. Warren Wynns
Mr. Wynns worked with the Arctic Overflight Course of Action Team to compare alternative flight routes against current airlift mission routes through Europe. His analysis revealed new flight routes provided significant benefits: Organic aircraft missions would save 11 flying hours, fuel consumption would drop by 20% and the cost avoidance averaged $77K per mission. His cost-based decision support efforts gained approval from the USTRANSCOM Deputy Commander.

Meritorious Award
Mr. Peter Delinski
Mr. Delinski is truly an incredible cost analyst. The impact of his realistic cost estimates and informed analysis on current programming deliberations and future budget execution are the resource measure of his work this past year. His direct input into the production cost modeling effort improved the DoD and Air Force knowledge, leading to FY13 POM resource allocation decisions for the most expensive and complex program in the Department of Defense–the F-35 program. Additionally, his support of the Air Force-wide business case analysis provided a much needed cost-and-capability-based approach to critical decisions on the mix of Active and Reserve Components’ weapon systems. His efforts to improve the process for validating business base projections should lead to forward pricing rate agreements that more accurately reflect the rates contractors are likely to experience.

Ms. Lara Sayer
As the 2011 AFA Outstanding Air Force Civilian Employee of the Year Nominee, Ms. Sayer was lauded for her many achievements in the Launch and Range Systems Directorate. She developed several key processes that enabled an Enterprise-wide portfolio balanced across the Wing. Her key consolidation and coordination of efforts between the Procurement and Research & Development Documents, the unfunded requirements list across the FY13 POM, and Comprehensive Cost and Requirements System accounts produced wing-optimized, decision-ready financial solutions for leadership.

Unit Under a Major Command
Ms. May Knecht
Ms. Knecht was one of the Air Force’s lead evaluators on the Air Force’s KC-46 source selection. Her expert and precise cost evaluation contributed immeasurably to the source selection team and ultimately culminated in the successful contract award for the KC-46. While recognizing the KC-46 team, the Chief of Staff of the Air Force specifically commented, Amy’s cost estimating skills “got the team over the goal line.”  DoD leadership was so impressed with Amy's innovations that they issued new source selection guidance to the entire Department based on evaluation strategies developed by Ms. Knecht.

Mr. Brian Fersch
Mr. Fersch superbly led initiatives to reduce cyber systems acquisition costs by over 50% during 2011. He assisted the Air National Guard execute cyber acquisitions, while saving over $10M dollars. Moreover, his rapid estimating processes enabled key Air Force urgent need requirements to be procured in record time. For these efforts and his overall outstanding contributions to cost estimating, he was named the Air Force Materiel Command Cost Analyst of the Year!

Mr. James Fox
Mr. Fox developed the Business Case Analysis that led to approval of an Air Force Jet Engine Water Wash Program. His analysis showed estimated savings at $106M over 10 years for just a small Air Force investment of $471K, with a payback period of less than one year. He coordinated the challenging analysis with 15 stakeholders, and successfully defended the study’s results to Air Combat Command, Air Mobility Command, Air Force Materiel Command, and Senior Air Staff Leadership.

Ms. Genefer Thornton
Ms. Thornton performed focused cost analysis that ensured the Air Force met weapon system demands at reasonable costs. Most notably, her efforts on the Remotely Piloted Aircraft Business Case provided critical information whereby the Air Force reduced cost by $90M dollars! The leadership Ms. Thornton displayed on this important analysis resulted in valuable information being put in the hands of senior Air Force decision makers, and it paid off!

Distinguished Award
Ms. Barbara Deluca
Ms. Deluca, an Army civilian employee from Huntsville, AL, performed a complex and challenging audit to verify that the Army's body armor requirements met the force protection needs of Soldiers deployed to overseas conflicts and that economic order quantity supply discipline was maintained. She was able to identify $545 million in savings and that armor requirements were updated to ensure the safety and well-being of Army Soldiers.

Meritorious Award
Ms. Tamara Lewis-Ibrahim
Ms. Lewis-Ibrahim, an Air Force auditor from San Antonio, TX, identified nearly $4 million in unnecessary costs to mobilize Air Force Reserve and National Guard Personnel. High cost for all Services, program receives little scrutiny. Very timely audit work with DoD-wide implications.

Mr. Mitchell Creel
Mr. Creel, an auditor at Warner Robins Air Force Base, GA, identified significant weaknesses in the management of funds used to modify, redesign, or remanufacture aircraft parts. Based on his findings, the Air Force is investigating $370 million in potential Antideficiency Act violations.

Major Command Headquarters or Higher
Distinguished Award
Ms. Susan Neeman
Ms. Neeman made lasting contributions to budgeting for working capital funds in the Air Force. She modified the Air Force Budget Development Tool to support WCF, reforming the spreadsheet-driven process that existed and provided commonality for USTRANSCOM Transportation Component Commands to build their exhibits in a common computing environment. Ms. Neeman also improved processes for estimating requirements for cargo moving by surface from CONUS to Afghanistan. She simplified the rate structure and achieved cost avoidance of between $33 and $162M per month. This enabled USTRANSCOM to determine the best way to support the war fighter.

Meritorious Award
Ms. Karen Skoog
Ms. Skoog guided the Air Force Material Command through an extremely misunderstood process, and implemented changes to the Budget Estimate Development System (BEDS) that will save 120 manhours annually. Her keen understanding of the C-17 program achieved savings in contractor logistics support, in fuel consumption in FY14-17 and enhanced IT investments, decreasing customer airlift rates.

Mr. Murray Bell
As the lead for Air Mobility Command's reimbursement program, Mr. Murray identified savings of $3M on a simulator contract, and achieved these savings to use for other priority requirements. Further, he identified other erroneous billings and was able to have these funds returned to his organization. He created an interactive Overseas Contingency Operation (OCO) status report which replaced 3 other reports and saved 20 manhours per month. As the OCO analysts, he garnered resources to support Operation Tomodachi, Libyan airlift, Little Rock tornado damage, and Hurricane Irene damage, taking care of airmen and their families. He led workshops, authored policy, and trained personnel on DEAMS, the new AF accounting system. These improvements in reimbursable funding policies and procedures will help the AF achieve auditability.

Unit Under a Major Command
Distinguished Award
1st Lt Michelle Kim
Lt Kim showed great leadership of her flight at Luke Air Force Base. She led a massive reorganization in which all 15 members of her team assumed new responsibilities, reducing overtime and achieving real savings. Lt Kim provided professional FM development opportunities for the unit, centralizing procurement of training and provided training to 14 sitting squadron/group commanders. She reformed travel processes, recouped $350K in dormant obligations, and was instrumental in determining how the base would take an $8.3M budget reduction. Her financial management expertise is a great asset to the base.

Meritorious Award
Ms. Karen Lee
Ms. Lee has created significant savings during the Warfare Centers transition from legacy budget and financial management systems and processes to the Navy Enterprise Resource Planning (ERP) system. Ms. Lee was tasked to assess processing of Outgoing Funding Documents (OFDs), document the process for the Warfare Centers Navy ERP Handbook and develop business rules to be applied across the 10 Warfare Centers. She proactively managed this team by independently developing and distributing desk guides, standard templates, and training materials for the OFD process. At great personal sacrifice, Ms Lee become a certified Navy ERP Trainer. In this role, he trained over 400 NUWC Division Keyport employees aspects of the ERP. This was essential in completing ERP transition on schedule. Ms. Lee’s efforts are felt throughout the Warfare Centers and higher levels of Naval Sea Systems Command.

Major Command Headquarters or Higher
CDR Carl Messalle
Commander Messalle's performance as the Aviation Logistics Center (ALC) Comptroller was spectacular, as he led Coast Guard Aviation’s largest Logistics Division to an unparalleled, precedent setting performance. Realizing ALD's staffing was insufficient to maintain fleet sustainment & reporting activities, and meet burgeoning Chief Financial Officer (CFO) Audit Act reporting requirements, he sought resource augments. Initially relying upon contract accounting technician augments, he recognized these also would be unable to meet CFO audit schedule deadlines. His prudent resource management achieved a “force multiplier” effect and enabled core, permanent career personnel to concentrate on critical processes and internal control performance, ensuring morale remained high. The ALD achieved all financial performance targets and met all CFO Audit reporting deadlines, despite enduring a year over year 11% reduction in OE funding, a 15% reduction in AC&I augments, and without the addition of a single additional billet.

Ms. Annette Beard
Ms. Beard led hadquarters Air Force Special Operations Command’s most universally engaged and productive office resourcing Air Commandos worldwide and base operations in garrison. She kept clear focus on commander priorities while anchoring a #1 HQ staff enabling lethal special ops airpower across the globe. She accelerated the Cannon AFB transformation from a BRAC projected small jet (F-16) base to a lethal mission capable special operations flying wing—and resourced $23M in facility construction and repair projects to support a base population growth of approximately 800 plus a huge force structure increase of over 70 aircraft. She directed energy toward CFO Act requirements, where is leading the edge of FIAR compliance efforts for documenting funding flow—she initiated avStandard Document ID construct across command and enforced usage; she also drove compliance from 73% to 95% within 3 months; and ensured key staff was trained to achieve SecDef Financial Improvement and Audit Readiness goals.

Unit Under a Major Command
LT Cedric Abron
LT Abron was the driving force behind the hugely successful financial integration of the former Naval Hospital Great Lakes with the North Chicago Veterans Administration Medical Center. This new Joint Federal Health Care Center (JFHCC) has a complex organizational and financial structure that is unique in the federal government. The JFHCC has a staff comprised of nearly 2,000 VA and DoD civilians, 755 military personnel and 250 contract healthcare providers. The total cost to operate the joint facility in FY11 was about $474 million. LT Abron expertly guided the integration of 9 work centers with 54 staff members to ensure effective and efficient operations across Budget, Accounting, Travel, Payroll, Uniform Business Office, and Agent Cashier functions with VA business processes and systems. In addition, LT Abron was instrumental in completing a $180 million construction project and a $100 million investment in a joint electronic health records effort. His work in developing and executing a funding strategy to operationalize the JFHCC achieved a projected savings of $22.3M over a 5-year period through efficiencies gained from consolidation of medical infrastructure.

Maj Raymond Castro
Major Castro led the 1st ever cost share construction project between US and Portugal. This $7M requirement to repave a 25M sq ft runway, the weapon system of Lajes Field, was the #1 priority for the wing and required construction without disrupting 13K commercial flights & 1.5K US and allied military air traffic. Maj Castro oversaw all aspects of this project, including obtaining funds from US and Portuguese governments, while negotiating a $1.6M savings for the US government. In addition, his unparalleled management of $4M Morale, Welfare, and Recreation programs drove unprecedented revenue increases of 25% at Child Development Center, 23% at Vet clinic, 23% at Youth Center, thus enabling extra resources for recreation programs while improving Airmen and family member’s quality of life.

Mr. Victor Hernandez
Mr. Hernandez, through a combination of his efforts at getting support contractor rates lowered, and his initiative to lower service contracts by 10% per year (for three years from FY10 Baseline) in accordance with the President’s direction. He has been instrumental in effecting a real savings to the Army and the Government. The effort to reduce service/support contracts was implemented by doing an in depth analysis of each Program Manager’s actual expenditures on support contracts, identifying those areas where levels of effort could be reduced or where contractor rates could be lowered, and implemented a process of execution analysis to ensure that program managers adhered to the reductions identified. The estimated savings to the Army and the U.S. Government are estimated at $16M in FY12, $31M in FY13 and $46M in FY14 and each fiscal year beyond.

Mr. Dennis Moore
Mr. Moore's contribution to MARFORPAC's Program Management Resource Tool resulted in three major areas of business process improvement: Dennis led the development and implementation of a new process to enable MARFORPAC to collect program and organization phasing plans down to the Operating Force unit and Installation levels. This capability directly addresses challenges with respect to the ability to track and control costs, ensure basic accountability, anticipate future costs, maintain funds control, and reduce the risk of loss from fraud, waste and abuse.

Christopher Svehlak (Lt Col retired)
Lt Col Svehlak was hand-picked as resource lead for the basis of estimate/technical evaluation review of a major contract restructure. His efforts helped realigned labor and material expenditures and trimmed requirements scope, shaving $107M in costs from the last 5-months of the performance period, while preserving core capabilities. Further, he assisted in formulating government cost estimates and reviewing prime/subcontractor submittals, while briefing key affordability metrics to the Program Director, greatly aiding proposal negotiations and definitization. That’s not all, he also tirelessly worked with the prime contractor to scrub scope and analyze expenditures across three contracts worth $1.1B/yr to determine funding carryover, while achieving a coordinated joint position permitting avoidance of $140M in FY12 obligations.

Mr. Anthony Mills
Mr. Mills was responsible for strategic planning and implementation of multiple project plans and schedules with the objective of developing a consolidated Integrated Master Schedule for system stabilization, deployment, requirements analysis, risk and compliance, and development. He ensured that the DEAMS solution met business requirements, system goals, fulfilling end-user requirements, and identified risk, resolution and mitigation plans. His work streamlined the review and analysis of existing DEAMS applications, while his expertise and knowledge of application-usage best practices were instrumental as he sought out opportunities to utilize these at both the Functional Management and Program Management Offices.

Distinguished Award
LT Keith Wooldridge
LT Wooldridge's development of new financial systems led to the most detailed, mission focused budget in CIO history. The coordination between functional areas (HQ Operational Facilities, CIO, Enterprise Applications and Infrastructure, and Budget) and all Coast Guard C4 and IT systems will facilitate customer buy-in of the new system. This tool provides management with an application to evaluate budgeting and execution in order to assess all aspects of the program, and decide in priority order which programs most benefit the mission. LT Wooldrige's financial system also eliminated several legacy systems.

Meritorious Award
Mr. Russell Mielke
Mr. Mielke is the dominant force behind the Defense Enterprise Accounting and Management System (DEAMS). Under his leadership, DEAMS reduced interest penalty payments, uncollectibles, and cancelled funding. Using his role on the Oracle Customer Advisory Board and Federal Financials panel, he championed software changes to increase government/ERP functionality. Further, Mr. Mielke ensured users maximized DEAMS benefits through several customer outreach initiatives and he led program transition to government oversight of end-to-end ERP responsibility, streamlining a cumbersome acquisition process and paving the way for auditability by 2017.

Major Command Headquarters or Higher
Distinguished Award
Mr. Jason Erar
Mr. Erar helped develop an automated tool to link programming and execution. It improves timeliness, auditabilty and decision making. It helps validate future funding levels and is being evaluated for AF-wide implementation.

Meritorious Award
Ms. Courtney Chin
Ms. Chin epitomizes the internship experience. Her accomplishments include identifying sources for emerging requirements, developing an integrated database to track documents and funds, preparing her accounts for AF audit readiness, presenting a class on the management of appropriated funds, analyzing alternatives for Continuing Resolution funds, and tracking OCO requirements, all while earning her MBA.

Unit Under a Major Command
Distinguished Award
Ms. Virginia Allen
Ms. Allen developed a travel cost tool to improve management decision-making, resulting in cost savings of $27M across the FYDP. She worked with experts in IT, ERP and financial management systems.

Meritorious Award
Ms. Katie Taylor
Ms. Taylor's analysis for the Survival, Evasion, Resistance and Escape (SERE) program evaluated living and training infrastructure shortcomings and produced a solution that will significantly enhance the effectiveness of the training program. The Air Force will benefit from these improvements for decades. She also provided decision support training to two overseas bases through weeklong practical instruction on analytical tools and processes, thus significantly enhancing the capability of these forward locations. Finally, she created an Economic Analysis (EA) case study scenario for inclusion in the Air Force Basic Financial Management Officer Course (BFMOC) curriculum. Students will use the scenario during practical application exercises to improve their understanding of financial decision support.

Major Command Headquarters or Higher
Distinguished Award
MAJ Marocco Roberts
For exceptionally distinguished service as Banking Officer in the Overseas Military Banking Program. As such, Major Marocco Roberts established four local national (foreign) banks and numerous ATMS on military installations (FOBs and COBs) in the contingency area of operations. U.S. dollar cash shipments into the theater decreased over 67%, cash disbursements decreased by over 40% and increased the use of Iraqi banks over 38%. Accountability of US funds increased as the use of local currency and Electronic Funds Transfer became the main sources of payments to vendors and contractors. Taking cash off the battlefield enhanced Soldier survivability by reducing the need for in-Theater travel. Within Europe and Korea, Major Roberts used existing retained earnings on the DoD banking contract to maximize the upgrade and expansion of the DoD banking program benefiting Soldiers and their families.

Meritorious Award
Ms. Erica Thomas
For exceptionally meritorious service as an accountant implementing electronic commerce in support of the Department of the Navy’s (DON’s) business transformation. Through numerous process improvement initiatives, Ms. Erica Thomas was able to gain greater transparency and accountability while reducing the Navy’s DFAS Bill by $12.2M. These initiatives increased Navy’s electronic processing of Centrally Billed Accounts (CBAs) from 3% to approximately 65%. Working closely with the Powertrack Program Managers, Ms. Thomas improved the electronic Powertrack invoice processing by 22%. Her ability to analyze large, disparate data sets, draw conclusions, and make clear, concise recommendations to DON and DFAS senior managers improved process accuracy, data transparency, and audit ability while reducing costs.

Unit Under a Major Command
Mr. Vincent Ferry
For exceptionally distinguished service as the source selection evaluator for the military aerial refueling and strategic transport aircraft, the KC-46. Mr. Vincent Ferry’s dynamic and innovative approach to the standard source selection process involved a thorough re-write, waivers to many normal source selection rules, and one-of-a-kind analysis techniques. Teaming with Integrated Product Teams (IPTs) and Air Mobility Command, he clearly and comprehensively documented all KC-46 program requirements into the Request for Proposal (RFP) that ultimately led to a contract award saving $3B. His innovative approach and cross cutting evaluation strategies were acknowledged by the Department of Defense and are now incorporated in new defense-wide source selection guidance.

Captain Jessica Mittnacht
For exceptionally meritorious service as the Lead Defense Travel Administrator, Defense Travel Service Tier II Helpdesk, Okinawa, Japan. Under Captain Jessica Mittnacht’s leadership and direct efforts, teaming between her office, the Distribution Management Office (DMO)/Commercial Travel Office (CTO) and Installation Personnel Administrative Centers (IPAC) were critical to the success of her initiatives. She led efforts in the collection of over $90,000 in debts due to DTS-related overpayments. In a single month within one unit, the Helpdesk identified over $116,000 in monetary discrepancies. Recognizing a shortfall with current DTS processes and permissions, Captain Mittnacht took unprecedented action to ensure major subordinate commands of the Marine Corps Pacific region were compliance with regulations governing DTS permissions and training. She researched requirements and authored an all-encompassing letter of instruction disseminated to over 450 organizational travel administrators. Captain Mittnacht was a driving force to bring the Disbursing Office back into the voucher review process for all TDY DTS vouchers.

Team – Small

Team Name: Pakistan Ground Lines of Communication (PAKGLOC) Tiger Team
Team Leader: John Tetzner
Team Members:
Patrick R. Davis
Susan M. Neeman
Edward Pridmore
Jordan Richter
Lucy Zartman
Marjorie Korte
Fred Warren Wynns

The PAKGLOC Tiger Team became a vital advisor to USTRANSCOM’s Operations Center during Operation Enduring Freedom’s most critical logistical challenge of 2011. The extraordinary consequences of PAK GLOC closure with virtually no notice and limitations on other routes (Northern Distribution Network) into a landlocked country with primitive to non-existent transportation infrastructure cannot be overstated.

Team Name: Tracer Development Team
Team Leader: Russell Herringshaw
Team Members:
Ashley Judkins
Andrew Howe
Brian Norris

The Tracer automated upfront process has eliminated tremendous manual research efforts for both DFAS and Army end-users. As a result, it is estimad that DFAS and the Army are saving $35 million yearly via the Tracer automated approach. Even though current unmatched transactions (UMTs) total approximately 144,000 lines for $603 million, it is noteworthy that over 1.5 million UMTs totaling $18 billion have been resolved via the use of Tracer since GFEBS inception. The ability to data-mine into multiple feeder systems to verify obligating document vice the sometimes arbitrary process of posting to a particular command has huge potential to reduce the manual research and efforts that go into Unmatched disbursements. Using Tracer in conjunction with GFEBS implementation delivers a one-two punch towards clean, accurate accounting records.

Team – Large

Team Name: DISA TSEAS DWCF FY 11 Financial Audit Readiness Team
Team Leader: Timothy A. Mesecher
Team Members:
Nellie Nolden
Barbara T. Allen
Sandra J. Allen
Brenda A. Jenkins
Erica L. Frierdich
Jamie L. Dumstorff
Loretta A.Lapinski
Leanne D. Miller
Karen F. Moss
Lynn Pickett
David M. Radil
Ashley Reilman
Amanda M. Richter
Ruby C. Green
Jami L. Geragosian
Alyce A. Niklich
Kristina M. Joest
Amy M. Bradstreet
Alison M. Collier

The TSEAS DWCF audit readiness team received more than 200 requests for evidential matter from the auditors, which expanded to more than 1,350 individual transaction level samples. More than 8,200 documents were then pulled, reviewed, and stored in response to those requests, all within the prescribed delivery times. This was tremendous work that resulted in achieving SECDEF and Congressional goal of clean financial audit.

Team Name: KC-46 Milestone B Cost Estimate Team
Team Leader: Jeremy Mitchell
Team Members:
Lindsay Brown
Thomas Harris
Sarah Herzer
Dustin McGlothen
Eric Nardi
Gale Supinger
Jayson Wrona
Michael Stoble
Kevin Kennedy
W.T. Pearce
Thomas Barnett

The KC-46 Milestone B Cost Estimate Team developed a $235 billion Milestone B life-cycle Program Office Estimate (POE) in a time-crunched, politically-charged environment in support of the KC-46 Next Generation Aerial Refueling Tanker program! Acceptance of service position over OSD position as the baseline is extremely rare. Efficiency identified by AFCAIG Chairman as a "Best Practice" that will be pursued in future estimates.