Department of Commerce Office of Secretary Financial Management Working Capital Fund Assessment

Total Page:16

File Type:pdf, Size:1020Kb

Department of Commerce Office of Secretary Financial Management Working Capital Fund Assessment Department of Commerce Office of Secretary Financial Management Working Capital Fund Assessment ABOUT THE BACKGROUND NATIONAL ACADEMY The Department of Commerce (DOC) has the mission of creating the conditions for economic growth and opportunity. DOC promotes job creation and economic The National Academy of Public Administration is a growth by ensuring fair and secure trade, providing the data necessary to support non-profit, independent commerce, and fostering innovation by setting standards and conducting organization of top public foundational research and development. Through its 12 bureaus and nearly 47,000 management and employees located in all 50 states and more than 86 countries, the Department of organizational leaders who Commerce works to provide U.S.-based companies and entrepreneurs invaluable tackle the nation’s most tools through programs such as the Decennial Census, the National Weather critical and complex public Service, NOAA fisheries, and the Foreign Commercial Service. Among many other management challenges. functions, the Department oversees ocean and coastal navigation, helps negotiate With a network of more bilateral free and fair trade, and enforces laws that ensure a level playing field for than 850 distinguished American businesses. Fellows and an experienced professional PROJECT DESCRIPTION staff, the National Academy is uniquely The DOC Working Capital Fund (WCF) was established on June 28, 1944 to qualified and trusted across provide centralized services to DOC bureaus in the most efficient and economical government to provide manner possible. The WCF operates as a revolving fund and does not receive a objective advice and yearly appropriation from Congress. It also was established without a fiscal year practical solutions based limitation. Goods and services are financed by charging operating expenses back to on systematic research and the customers. The overall financial goal is to remain at a break-even position. expert analysis. Organizational units provide the administrative support needed to accomplish Established in 1967 and DOC’s overall mission. chartered by Congress in 1984, the National The Academy and Grant Thornton team will conduct analysis and provide Academy continues to recommendations that provide the benefits and risks associated with the DOC make a positive impact by helping federal, state and WCF. The 90-day study will produce an as-is assessment, gap analysis, and local governments respond recommendations report that will provide DOC’s Office of Secretary Financial effectively to current Management with an evaluation of WCF operations, identifying opportunities for circumstances and improvement, and providing a comparison to similar WCFs. The Team will receive changing conditions. guidance from an Expert Advisory Group made up of three Academy Fellows. Learn more about the National Academy and its work at www.NAPAwash.org 1600 K Street NW, Suite 400, Washington, DC 20006 ● Phone: 202-347-3190 ● Fax: 202-223-0823 ● www.napawash.org EXPERT ADVISORY GROUP Sallyanne Harper,* President, Association for Federal Enterprise Risk Management; Former Vice President, Executive Office of Federal Management Practice, AOC Solutions; Chief Mission Support Officer and Chief Financial Officer, U.S. Government Accountability Office. Former positions with U.S. Environmental Protection Agency: Chief Financial Officer/Acting Assistant Administrator for Administration and Resources Management; Deputy Assistant Administrator for Management and Administration and Deputy Chief Financial Officer; Finance Director; Associate Director, Superfund Procurement Operations. Former Contract Specialist and Contracting Officer in major weapons systems acquisition with Naval Air Systems Command and Naval Regional Contracting Office. T. Michael Kerr,* Former Assistant Secretary for Administration and Management, U.S. Department of Labor; Former Executive Assistant to the Secretary-Treasurer, Service Employees International Union; Executive Director, Labor Relations Board, State of Maryland. Former positions with U.S. Department of Labor: Administrator, Wage and Hour Administration; Deputy Assistant Secretary, Employment Standards Administration; Deputy Assistant Secretary, Workers Compensation Programs; Director, Executive Secretariat. Former Assistant Director, Department of Legislation, American Federation of State, County and Municipal Employees; Director, Office of Congressional Liaison, Office of Legislation, U.S. Department of Health and Human Services. Nancy Potok,* Chief Statistician of the United States, Former Deputy Director and Chief Operating Officer, Census Bureau, U.S. Department of Commerce, Former Associate Director, Demographic Programs, U.S. Census Bureau, U.S. Department of Commerce; Deputy Undersecretary for Economic Affairs, Economics and Statistics Administration, U.S Department of Commerce; Chief Operating Officer, McManis & Monsalve Associates. Former Senior Vice President and Director, Economics, Labor and Population Department, National Opinion Research Center (NORC); Former positions with the U.S. Census Bureau: Principal Associate Director and Chief Financial Officer, Associate Director for Administration/Controller. Former Deputy Assistant Director for Finance and Budget, Administrative Office of the U.S. Courts; Budget Examiner, U.S. Office of Management and Budget; Presidential Management Intern, U.S. Department of Transportation; Staff Intern, Senate Transportation Appropriation Subcommittee, U.S. Senate. *NAPA Fellow NAPA PROJECT STAFF Joseph Mitchell, Ph.D., Director of Project Development Brenna Isman, Project Director Adam Darr, Senior Research Associate Adam Darr, Senior Research GRANT THORNTON PROJECT STAFF Shiva Verma, Principal Aurpon Bhattacharya, Senior Manager Dave Sherrill, Audit Manager Brian Zolot, Audit Associate .
Recommended publications
  • Army Protocol Directorate
    Army Protocol Directorate Office of the Chief of Staff 204 Army Pentagon Washington, DC 20310-0204 Phone: (703) 697-0692/DSN 227-0692 Fax: (703)693-2114/DSN 223-2114 [email protected] Department of the Army Protocol Precedence List as of 10 December 2010 VIP Code 1 27 Secretary of Housing and Urban Development 28 Secretary of Transportation 1 President of the United States 29 Secretary of Energy 2 Heads of State/Reigning Royalty 30 Secretary of Education VIP Code 2 (Four Star Equivalent) 31 Secretary of Veterans Affairs 32 Secretary of Homeland Security 3 Vice President of the United States 33 Chief of Staff to the President 4 Governors in Own State (see #42) 34 Director, Office of Management and Budget 5 Speaker of the House of Representatives 35 US Trade Representative 6 Chief Justice of the Supreme Court 36 Administrator, Environmental Protection Agency 7 Former Presidents of the United States (by seniority of assuming office) 37 Director, National Drug Control Policy 8 U.S. Ambassadors to Foreign Governments (at post) 38 Director of National Intelligence 9 Secretary of State 39 President Pro Tempore of the Senate 10 President, United Nations General Assembly (when in session) 40 United States Senators (by seniority; when equal, alphabetically by State) 11 Secretary General of the United Nations 41 Former United States Senators (by date of retirement) 12 President, United Nations General Assembly (when not in session) 42 Governors when not in own State (by State date of entry; when equal by 13 President, International Court of Justice alphabetically) (see #4) 14 Ambassadors to Foreign Governments Accredited to the U.S.
    [Show full text]
  • The Corporate Secretary: an Overview of Duties and Responsibilities
    PUBLICA TION July 2013 The Corporate Secretary: An Overview of Duties and Responsibilities • The Corporate Secretary: An Overview of Duties and Responsibilities 1 Introduction What Does a U.S. Corporate Secretary Do? What does a corporate secretary do? Just as no single corporate governance model fits all companies, there is not one right answer to this question, particularly in the U.S. context. Generally, the secretary works closely with a company’s Board of Directors, its CEO, and senior officers, providing information on board best practices and tailoring the board’s governance framework to fit the needs of the company and its directors, as well as the expectations of shareholders. The secretary also supports the board in the carrying out of its fiduciary duties. The actual work of the secretary falls into many “buckets” and varies from company to company. This overview highlights several typical areas of responsibility. Regardless of how many of these roles the secretary plays at any one company, in the post Sarbanes-Oxley and Dodd Frank world, governance issues have become increasingly important to directors, institutional investors and other stakeholders. In most companies, the secretary serves as the focal point for communication with the board, senior management and shareholders, and plays a significant role in the setting and administration of critical corporate matters. Core Competencies of Successful Corporate Secretaries Several years ago, the leadership of the Society of Corporate Secretaries and Governance Professionals
    [Show full text]
  • Expert Voices on Japan Security, Economic, Social, and Foreign Policy Recommendations
    Expert Voices on Japan Security, Economic, Social, and Foreign Policy Recommendations U.S.-Japan Network for the Future Cohort IV Expert Voices on Japan Security, Economic, Social, and Foreign Policy Recommendations U.S.-Japan Network for the Future Cohort IV Arthur Alexander, Editor www.mansfieldfdn.org The Maureen and Mike Mansfield Foundation, Washington, D.C. ©2018 by The Maureen and Mike Mansfield Foundation All rights reserved. Published in the United States of America Library of Congress Control Number: 2018942756 The views expressed in this publication are solely those of the authors and do not necessarily reflect the views of the Maureen and Mike Mansfield Foundation or its funders. Contributors Amy Catalinac, Assistant Professor, New York University Yulia Frumer, Assistant Professor, Johns Hopkins University Robert Hoppens, Associate Professor, University of Texas Rio Grande Valley Nori Katagiri, Assistant Professor, Saint Louis University Adam P. Liff, Assistant Professor, Indiana University Ko Maeda, Associate Professor, University of North Texas Reo Matsuzaki, Assistant Professor, Trinity College Matthew Poggi Michael Orlando Sharpe, Associate Professor, City University of New York Jolyon Thomas, Assistant Professor, University of Pennsylvania Kristin Vekasi, Assistant Professor, University of Maine Joshua W. Walker, Managing Director for Japan and Head of Global Strategic Initiatives, Office of the President, Eurasia Group U.S.-Japan Network for the Future Advisory Committee Dr. Susan J. Pharr, Edwin O. Reischauer Professor
    [Show full text]
  • DEPARTMENT of the ARMY the Pentagon, Washington, DC 20310 Phone (703) 695–2442
    DEPARTMENT OF THE ARMY The Pentagon, Washington, DC 20310 phone (703) 695–2442 SECRETARY OF THE ARMY 101 Army Pentagon, Room 3E700, Washington, DC 20310–0101 phone (703) 695–1717, fax (703) 697–8036 Secretary of the Army.—Dr. Mark T. Esper. Executive Officer.—COL Joel Bryant ‘‘JB’’ Vowell. UNDER SECRETARY OF THE ARMY 102 Army Pentagon, Room 3E700, Washington, DC 20310–0102 phone (703) 695–4311, fax (703) 697–8036 Under Secretary of the Army.—Ryan D. McCarthy. Executive Officer.—COL Patrick R. Michaelis. CHIEF OF STAFF OF THE ARMY (CSA) 200 Army Pentagon, Room 3E672, Washington, DC 20310–0200 phone (703) 697–0900, fax (703) 614–5268 Chief of Staff of the Army.—GEN Mark A. Milley. Vice Chief of Staff of the Army.—GEN James C. McConville (703) 695–4371. Executive Officers: COL Milford H. Beagle, Jr., 695–4371; COL Joseph A. Ryan. Director of the CSA Staff Group.—COL Peter N. Benchoff, Room 3D654 (703) 693– 8371. Director of the Army Staff.—LTG Gary H. Cheek, Room 3E663, 693–7707. Sergeant Major of the Army.—SMA Daniel A. Dailey, Room 3E677, 695–2150. Directors: Army Protocol.—Michele K. Fry, Room 3A532, 692–6701. Executive Communications and Control.—Thea Harvell III, Room 3D664, 695–7552. Joint and Defense Affairs.—COL Anthony W. Rush, Room 3D644 (703) 614–8217. Direct Reporting Units Commanding General, U.S. Army Test and Evaluation Command.—MG John W. Charlton (443) 861–9954 / 861–9989. Superintendent, U.S. Military Academy.—LTG Robert L. Caslen, Jr. (845) 938–2610. Commanding General, U.S. Army Military District of Washington.—MG Michael L.
    [Show full text]
  • Club Secretary Handbook
    SECRETARY HANDBOOK 1 How to Be an Organization's Secretary Whether you are talking about a student council, political group or special task force, all organizations require a secretary. The secretary is arguably the most important officer as s/he is responsible for organizing, assimilating and disseminating information within and without the organization. They need to be organized, hardworking, intelligent, and possess excellent writing skills. Decide that this is the right job for you. Some people think that it is easier to be secretary than treasurer or president, but many meeting veterans will tell you that the secretary's job is much more difficult. Meet with the outgoing secretary if possible. Have him or her give you the previous meetings' minutes, correspondences, reports, administrative orders, etc. With any luck, these will already be well organized and ready for you to take them over. Learn that good organizational skills make a good secretary. If your organization's office is not well organized, this is something that should be addressed right away. Use the office to store all relevant documentation and be consistent in your methods. Develop good contacts and use them wisely. A friendly, professional demeanor is very important to an organization's secretary. You will learn very rapidly that most secretaries rely on an intricate network of friends and contacts to conduct day-to-day business. Secretary The responsibilities of the student organization secretary include but are not limited to: taking minutes at every student organization meeting; maintaining the student organization history for that academic year; verifying all student organization purchase requests; assisting with student organization projects where needed; and maintaining communication between the student organization president and individual participants (this may include emails, letters, and phone calls).
    [Show full text]
  • "Far Too Female": Museums As the New Pink-Collar Profession - an Introductory Analysis of Pay Inequity Within American Art Museums" (2017)
    Seton Hall University eRepository @ Seton Hall Seton Hall University Dissertations and Theses Seton Hall University Dissertations and Theses (ETDs) Summer 8-17-2017 "Far Too Female": Museums as the New Pink- Collar Profession - An Introductory Analysis of Pay Inequity within American Art Museums Taryn R. Nie Seton Hall University, [email protected] Follow this and additional works at: https://scholarship.shu.edu/dissertations Part of the Museum Studies Commons Recommended Citation Nie, Taryn R., ""Far Too Female": Museums as the New Pink-Collar Profession - An Introductory Analysis of Pay Inequity within American Art Museums" (2017). Seton Hall University Dissertations and Theses (ETDs). 2315. https://scholarship.shu.edu/dissertations/2315 “FAR TOO FEMALE”: MUSEUMS AS THE NEW PINK-COLLAR PROFESSION AN INTRODUCTORY ANALYSIS OF PAY INEQUITY WITHIN AMERICAN ART MUSEUMS Taryn R. Nie A thesis submitted in partial fulfillment of the requirements for the degree of Master of Arts in Museum Professions College of Communication and the Arts Seton Hall University August 2017 © 2017 Taryn R. Nie ALL RIGHTS RESERVED “FAR TOO FEMALE”: MUSEUMS AS THE NEW PINK-COLLAR PROFESSION AN INTRODUCTORY ANALYSIS OF PAY INEQUITY WITHIN AMERICAN ART MUSEUMS Taryn R. Nie Approved by:______________________________ Dr. Petra Chu Thesis Advisor A thesis submitted in partial fulfillment of the requirements for the degree of Master of Arts in Museum Professions College of Communication and the Arts Seton Hall University August 2017 Abstract This thesis seeks to unpack the intricate cycle of gender discrimination and pay inequity that plagues art museums, and calls for top-down solutions that will affect systemic change.
    [Show full text]
  • 写真 Equipment for Electronic Parts Mounting Processes Utilizing Robotic Vision Technology and Established More Than 7,000 Operation Results Across the World
    Name: Sakie Akiyama Position: Saki Corporation, Founder & CEO Biography: Ms. Sakie Akiyama is the Founder and CEO of Saki Corporation, a company for development, manufacturing and sales of automatic optical and X-ray inspection machine for printed circuit assemblies . In 1994, she founded Saki Corporation, together with Yoshihiro Akiyama, her husband and Chief Technology Officer, which has, in a short period of time, acquired a worldwide position in the field of automatic visual-inspection 写真 equipment for electronic parts mounting processes utilizing robotic vision technology and established more than 7,000 operation results across the world. Ms. Akiyama has received numerous awards as a business leader and an entrepreneur of global manufacturing company with most advanced technology. She has also been a member of major government committees in the recent decade. In 2013, she was appointed to the advisory committee on the Industrial Competitiveness Council (Chairman: Prime Minister Shinzo Abe), a member of Working Group on National Strategic Special Deregulation Zones and Fiscal System Council, The Ministry of Finance. In 1986, for the purpose of encouragement of female’s social advancement in Japan, the Equal Employment Opportunity Act was enforced. That was the year when I started my business career as the 1st generation of female employee with major career path. Now that things have come to this pass, I have various experiences which can be talked about as a funny tale. To this day in Japan, the percentage of females in a leadership position is yet smaller comparing with those in other developed nations, or we still see various relevant issues to be solved, like approx.
    [Show full text]
  • DEPARTMENT of the ARMY the Pentagon, Washington, DC 20310 Phone, 202–545–6700
    DEPARTMENT OF THE ARMY The Pentagon, Washington, DC 20310 Phone, 202±545±6700 SECRETARY OF THE ARMY TOGO D. WEST, JR. Senior Military Assistant COL. T. MICHAEL CREWS Military Assistants COL. ILONA E. PREWITT LT. COL. R. MARK BROWN Aides-de-Camp COL. RANDALL D. BOOKOUT CAPT. CHERYL H. KELLER Assistant to the Secretary PAM JENOFF Under Secretary of the Army JOSEPH R. REEDER Executive to the Under Secretary COL. ROBERT D. GLACEL Military Assistants LT. COL. RALPH BALL, CAPT. RAY BINGHAM, LT. COL. JOHN M. CAL Assistant to the Under Secretary WILLIAM K. TAKAKOSHI Deputy Under Secretary of the Army WALTER W. HOLLIS (Operations Research) Assistant Secretary of the Army (Civil Works) JOHN H. ZIRSCHKY, Acting Principal Deputy Assistant Secretary JOHN H. ZIRSCHKY Executive Officer COL. JOHN A. MILLS Deputy Assistant Secretary for Planning, (VACANCY) Policy and Legislation Deputy Assistant Secretary for Management STEVEN DOLA and Budget Deputy Assistant Secretary for Project ROBERT N. STEARNS Management Assistant for Regulatory Affairs MICHAEL L. DAVIS Assistant for Interagency and International KEVIN V. COOK Affairs Assistant for Water Resources ROBERT J. KAIGHN Assistant Secretary of the Army (Financial HELEN T. MCCOY Management and Comptroller) Principal Deputy Assistant Secretary NEIL R. GINNETTI Executive Officer COL. ROLAND A. ARTEAGA Military Assistant LT. COL. EARL NICKS Deputy Assistant Secretary for Resource ROBERT RAYNSFORD Analysis and Business Practice Deputy Assistant Secretary for Financial ERNEST J. GREGORY Operations Deputy Assistant Secretary for Army Budget MAJ. GEN. ROBERT T. HOWARD Director, US Army Cost and Economic ROBERT W. YOUNG Analysis Center Assistant Secretary of the Army (Installations, ROBERT M.
    [Show full text]
  • Order of Precedence of the United States of America
    THE ORDER OF PRECEDENCE OF THE UNITED STATES OF AMERICA Revised on November 3, 2017 The United States Order of Precedence is an advisory document maintained by the Ceremonials Division of the Office of the Chief of Protocol. For purposes of protocol, the U.S. Order of Precedence establishes the order and ranking of the United States leadership for official events at home and abroad. Although this document establishes a general order for the country’s highest-level positions, it does not include every positional title across the federal government. Offices of Protocol for the Executive Departments and independent agencies should be consulted for internal rankings regarding positions not listed. In 1908, the Roosevelt Administration created the first U.S. Order of Precedence as a means of settling a history of embarrassment, confusion and miscommunication amongst officials invited to events at the White House. As the structure of the federal government has evolved over time this list has adapted and grown. The President of the United States may make adjustments to The Cabinet, giving certain White House positions the status of Cabinet-rank, positions which then follow the heads of the Executive Departments. One of the primary uses of the order of precedence is in diplomacy. International rules on precedence were first established at the Congress of Vienna in 1815. By determining that envoys of equal title would be ranked according to the date and hour that they presented their credentials to the government that accredited them for service, the Congress of Vienna solidified a fair and justifiable system for diplomatic relations.
    [Show full text]
  • Computerization of White Collar Jobs
    Upjohn Institute Working Papers Upjohn Research home page 8-1-2019 Computerization of White Collar Jobs Marcus Dillender The University of Illinois at Chicago Eliza C. Forsythe University of Illinois at Urbana-Champaign Upjohn Institute working paper ; 19-310 Follow this and additional works at: https://research.upjohn.org/up_workingpapers Part of the Labor Economics Commons Citation Dillender, Marcus and Eliza C. Forsythe. 2019. "Computerization of White Collar Jobs." Upjohn Institute Working Paper 19-310. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research. https://doi.org/ 10.17848/wp19-310 This title is brought to you by the Upjohn Institute. For more information, please contact [email protected]. Computerization of White Collar Jobs Upjohn Institute Working Paper 19-310 Marcus Dillender W.E. Upjohn Institute for Employment Research email: [email protected] Eliza Forsythe University of Illinois, Urbana-Champaign* email: [email protected] August 2019 ABSTRACT We investigate the impact of computerization of white-collar jobs on wages and employment. Using online job postings from 2007 and 2010–2016 for office and administrative support (OAS) jobs, we show that when firms adopt new software at the job-title level they increase the skills required of job applicants. Furthermore, firms change the task content of such jobs, broadening them to include tasks associated with higher-skill office functions. We aggregate these patterns to the local labor-market level, instrumenting for local technology adoption with national measures. We find that a 1 standard deviation increase in OAS technology usage reduces employment in OAS occupations by about 1 percentage point and increases wages for college graduates in OAS jobs by over 3 percent.
    [Show full text]
  • Report No. DODIG-2018-131: Report Of
    Report No. DODIG-2018-131 FOR OFFICIAL USE ONLY INVESTIGATIONS OF SENIOR OFFICIALS U.S. Department of Defense InspectorJUNE 14, 2018 General REPORT OF INVESTIGATION RICK A. URIBE BRIGADIER GENERAL U.S. MARINE CORPS INTEGRITY INDEPENDENCE EXCELLENCE The document contains information that may be exempt from mandatory disclosure under the Freedom of Information Act. FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY 20170617-044637-CASE-01 REPORT OF INVESTIGATION: BRIGADIER GENERAL RICK A. URIBE, U.S. MARINE CORPS I. INTRODUCTION AND SUMMARY Complaint Origin and Allegations On June 15, 2017, the DoD Hotline received a complaint alleging that Brigadier General (BGen) Rick A. Uribe, U.S. Marine Corps (USMC) while assigned as the Deputy Commanding General (DCG) for Operations-Baghdad, and Director, Combined Joint Operations Center (CJOC), Baghdad, Combined Joint Forces Land Component Command (CJFLCC), Iraq, permitted his officer to perform activities other than those required in the performance of official duties.1 The complaint also alleged that BGen Uribe violated Marine Corps personnel weigh-in requirements. On August 4, 2017, we initiated this investigation. During our investigation, we also identified two emerging allegations; that BGen Uribe solicited and accepted gifts from employees who received less pay than himself, and that he wore unauthorized awards. If substantiated, these allegations would violate standards summarized throughout this report. We present the applicable standards in full in Appendix A of this report. Scope and Methodology of the Investigation We conducted 23 interviews. Witnesses interviewed included BGen Uribe, his Aide, the Marine Corps Ethics Program subject matter expert (SME), the Staff Judge Advocate (SJA) to the Commandant of the Marine Corps (CMC), and several marines deployed with BGen Uribe and his Aide in Iraq.
    [Show full text]
  • Dodm 5110.04, Volume 2, June 16, 2020
    DOD MANUAL 5110.04, VOLUME 2 MANUAL FOR WRITTEN MATERIAL: EXAMPLES AND REFERENCE MATERIAL Originating Component: Office of the Chief Management Officer of the Department of Defense Effective: June 16, 2020 Releasability: Cleared for public release. Available on the Directives Division Website at https://www.esd.whs.mil/DD/. Reissues and Cancels: DoD 5110.04-M, Volume 2, “DoD Manual for Written Material: Examples and Reference Material,” October 26, 2010, as amended Approved by: Lisa W. Hershman, Chief Management Officer of the Department of Defense Purpose: This manual is composed of two volumes, each containing its own purpose. In accordance with the authority in DoD Directive 5105.82, the July 11, 2014 Deputy Secretary of Defense (DepSecDef) Memorandum, the February 1, 2018 Secretary of Defense (SecDef) Memorandum, and the policy in DoD Instruction (DoDI) 5025.13: • This manual provides guidance for managing: o The correspondence of the SecDef, the DepSecDef, and the Executive Secretary of the DoD (ExecSec) o The correspondence of the OSD and DoD Components that is directed to the SecDef, the DepSecDef, and the ExecSec. • This volume: o Provides authorized Zone Improvement Plan (ZIP)+4 codes and compatible street addresses for SecDef, DepSecDef, ExecSec, OSD, and DoD Component correspondence. o Provides examples and reference material for SecDef, DepSecDef, ExecSec, OSD, and DoD Component correspondence. DoDM 5110.04, Volume 2, June 16, 2020 TABLE OF CONTENTS SECTION 1: GENERAL ISSUANCE INFORMATION .............................................................................
    [Show full text]