text: Fund the Force
  statutes and regulations. The financial manager has various funding sources available and advises the
  commander on the use of those funds accordingly.
  2-55. The financial manager’s focus during unified land operations is on ensuring the combatant
  commander is able to utilize and maximize funding to augment his actions, and in some cases lead the
  effort to achieve desired effects. Every effort to incorporate cost awareness in deployed operations should
  be made within operational limits. The more mature a theater becomes the more financial managers will
  have the ability to implement the cost management process. See chapter 4, Accounting Support and Cost
  Management for additional information.
  FUNDING SUPPORT TO STABILITY OPERATIONS
  2-56. The Army must be prepared to operate in stability operations in an era of persistent conflict. Where
  offensive and defensive tasks are designed to defeat forces, stability operations are designed to shape civil
  conditions and secure a lasting peace. Financial managers must be prepared to provide funding support to
  stability operations. Although OMA will be the primary source of funding to support U.S. forces, financial
  managers should expect special appropriations to be enacted by Congress for specific purposes. Special
  funding appropriations are for support to non-U.S. military personnel and are generally for stability efforts.
  Financial managers must be prepared to execute and account for all special funding with the same level of
  effort required to execute and account for OMA funding. Future stability operations may include funding
  support for organizing, equipping, and training foreign forces. Title 22, USC contains the Foreign
  Assistance Act, the Arms Export Control Act and other laws that authorize security assistance,
  developmental assistance and other forms of bi-lateral aid that FM personnel must be familiar with to
  support stability operations. Army Special Operations Forces and the supporting or supported conventional
  force have long utilized Title 22 funding in foreign internal defense operations that occur during stability
  operations or follow on from a larger stability operation.
  2-57. FM support in unified land operations requires the financial manager to provide the commander the
  ability to implement actions in coordination with other staff elements as part of working groups to provide
  funding support for:
  * Establish civil security.
  * Establish civil control.
  * Restoring essential services.
  * Support to governance.
  * Support to economic/infrastructure development.
  FUNDING CONTINGENCY OPERATIONS
  2-58. During contingency operations, the financial manager must be prepared to operate in austere
  conditions for an indefinite period of time. FM support to combat operations, during a contingency, is the
  most complex situation a financial manager will face. If the Army is designated the executive agent (EA),
  responsibilities will include providing funding support to other Services, other agencies, and if in a
  multinational environment, to other nations. The financial manager must be prepared to support validated
  resource requirements and identify, acquire, and distribute funds. This support includes other Services’
  requirements if designated EA. All units, once deployed to a theater in support of a named operation, are
  supported with contingency funding.
  2-59. During any contingency operations mission analysis, the senior financial manager must ensure all
  deploying G-8 or J-8 sections have enough personnel to operate both the OMA and the special programs
  funding. The current force structure in the deploying corps or Division G-8s will require augmentation to
  manage special funding and perform cost management functions. Additionally, the G-8 or J-8 coordinates
  for nonsecure internet protocol router and secure internet protocol router access, computer systems, desk
  space and life support for additional civilian augmentees not listed on existing manning documents.
  Adequate space and co-location with FM units, contracting officers, and SJA/fiscal lawyers must be a
  priority. The senior financial manager in support of an OCO must also ensure the entire fiscal triad (FM,