Two for the Price of One Presentation to ASMC SOUTHSIDE VIRGINIA CHAPTER

1. Two for the Price of OnePresentation to ASMC SOUTHSIDE VIRGINIA CHAPTER Sandra A. Gregory, CDFM Office of the Under Secretary of Defense (Comptroller) February 16, 2011

2. Overview: Part I 2 Part I: What are we doing as your Functional  Community Manager? Human Capital Strategy and the Financial Workforce Management Office Financial Workforce Metrics Launching Challenge Fund Projects: FM Online and FM myLearn Competencies & Roadmaps Defense Civilian Emerging Leadership Program Civilian Expeditionary Workforce CFO Academy Opportunities

3. Overview: Part II 3 Part II: What can you do about your career management? (PERFECT) Plan your career and professional development and training and PERFORM Experience Run Fast Find Mentors Expect to make changes Continue to work your boss�s agenda Take cues from your personal board of directors

4. Start with the Human Capital Strategy 4 How will the Department of Defense have the right number of skilled people at the right time for the right place to meet mission requirements?

5. The DoD Comptroller�s Financial Workforce Management Office The Financial Workforce Management Office was created to focus on YOU and our FUTURE. 5

6. 6 DoD FM Workforce grew from 43,290 at the end of FY09 to 45,265 at the end of FY10. Net Growth of 1,975. Of that growth, 517 was in DFAS (26%). Non-DFAS growth was 1,458. Series with highest growth was OS 501, Financial Administration and Program: increase of 1,008 Year to Year. Half of that growth was in the 0-5 Year Service Group. Largest concentration of growth in an organization was in OS 511 Auditing in DCAA�increase of 352 positions. DoD FM Workforce grew from 43,290 at the end of FY09 to 45,265 at the end of FY10. Net Growth of 1,975. Of that growth, 517 was in DFAS (26%). Non-DFAS growth was 1,458. Series with highest growth was OS 501, Financial Administration and Program: increase of 1,008 Year to Year. Half of that growth was in the 0-5 Year Service Group. Largest concentration of growth in an organization was in OS 511 Auditing in DCAA�increase of 352 positions.

7. 7 Only have data through 3d QTR FY10. Year to Year comparisons not yet available. Only have data through 3d QTR FY10. Year to Year comparisons not yet available.

8. 8 Includes only the four MISSION CRITICAL SERIES, not all Series in 5XX. �Trough� indicating the Workforce decline within the first 10 years of employment is still apparent. Slight change from Year to Year: Larger number employed in the 0 -9 Years Service group Slight increase in the 10 -14 Years Service group slight Decrease in the 15-24 Years Service group slight increase in the 30 Years Plus Service groups Note that OS 560, Budget Analysis, has a different trend. Most (65%) of the growth in the 5XX Series was in the MISSION CRITICAL SERIES. Includes only the four MISSION CRITICAL SERIES, not all Series in 5XX. �Trough� indicating the Workforce decline within the first 10 years of employment is still apparent. Slight change from Year to Year: Larger number employed in the 0 -9 Years Service group Slight increase in the 10 -14 Years Service group slight Decrease in the 15-24 Years Service group slight increase in the 30 Years Plus Service groups Note that OS 560, Budget Analysis, has a different trend. Most (65%) of the growth in the 5XX Series was in the MISSION CRITICAL SERIES.

9. Website title FM Online: https://fmonline.ousdc.osd.mil CAC enabled website Timeline CY 2010 elements 1, 2, and 3 CY 2011 elements 4, 5 and 6 The Challenge Fund was the Catalyst for the DoD FM Website: FM Online 9

12. One-Stop Website for the DoD FM Community

13. Competencies and Career Roadmaps Outcome: Integrated and standardized FM body of knowledge Cross-leveraging of resources Defined career roadmaps Competencies defined by Working Group: Comprised of FM Subject Matter Experts (SMEs) for Servicesand Defense Agencies Anticipated to be completed in early FY 2011 � now validating

14. Defense Civilian Emerging LeadershipProgram (DCELP) The FY 2010 National Defense Authorization Act (NDAA) required DoD to establish this program Pilot program starts in FY 2011 with 100 GS-7/9s FM and Acquisition and HR are in the pilot � 28/100 will be FM quotas This will be a cohort group � training together Training is centrally funded � unit pays TDY costs

15. DoD Civilian Expeditionary Workforce (CEW) On January 23 DoD reissued DoD 1404.10 under a new title to establish the DoD Civilian Expeditionary Workforce Updates policies and responsibilities for the designation of a subset of the Civilian Workforce using position-based categories: Emergency-Essential (E-E), Non-Combat Essential (NCE), and person-based categories: Capability-based Volunteers (CBVs) and former DoD employees. CEW will be pre-identified to be organized, trained, and equipped for rapid response and quick assimilation into new environments to support: Contingencies, emergencies, and combat operation missions of DoD or remain in place and respond with the same swiftness to such events

16. Civilian Expeditionary Workforce Framework (Structure)

17. CFO Academy In 2007, the CFO Council determined that financial managers needed to strengthen their knowledge and understanding in areas such as: Federal financial policy and organization Strategic leadership and change management Performance management and accountability Portfolio management The CFO Academy is a component of the National Defense University�s (NDU) Information Resources Management College, iCollege The Academy launched its first offering, the CFO Leadership Certificate Program, in September 2008 CFO Academy is open to high-potential GS-13s and above and military O-4s and above 17

18. More Information for the CFO Academy More information can be found on the College�s website at http://www.ndu.edu/irmc/pcs_cfo.htm Call Dr Todd Holmes, Department Chair / Associate Professor, Phone: 202-685-4887 and Email: todd.holmes@ndu.edu The tuition for DoD students is centrally funded � the unit pays for TDY and travel costs Web-based courses or in-residence courses in Washington, DC 18

19. Part II: What can you do to manage your career? Plan your career and professional development and training and PERFORM Experience Run Fast Find Mentors Expect to make changes Continue to work your boss�s agenda Take cues from your personal board of directors 19

20. P = Plan and PERFORM You have a blank sheet of paper to outline a career path Where do you want to go? What do you need to have in your toolkit? What professional degrees, certifications, and professional development will you need? Perform, perform, perform Everyday is a new experience to show how you can perform Teamwork in performance is important Leadership development and practice are key factors Getting projects across the goal line will make a difference 20

21. E = Experience There are many ways of getting new experiences Where you have sat does make a difference of where you will sit tomorrow Not everyone needs to have the same experience to get to the end goal If you stay in the same job for �XX� years, it is not the same as �getting �XX� experience� This is about completing the puzzle Make public speaking your friend 21

22. R = Run Fast You should be in a daily race to do your BEST, EFFICIENT, SMART, TIMELY work �Leadership is about managing energy� � James Clawson, UVA�s Darden School First in yourself Then in those around you Do YOU have energy? What can you do to get more energy? Your boss, teammates and followers recognize energy � others are watching how you manage that energy. Also run with purpose and direction�and BALANCE 22

23. F = Find Mentors Find many mentors, starting with your first job How to get a mentor How to keep a mentor How to be a mentor Mentors should be candid Don�t wait for a mentor to find you Some will be natural mentors � others will be situational Don�t have just ONE mentor 23

24. E = Expect to Make Changes Flexibility can make a difference to your success Career paths and opportunities Think outside the lines Sometimes surprises end up with the best �Cracker Jack� prizes The Princess who was sent to the Dungeon has some examples You don�t know what is around the corner�don�t put your career plan in cement Personal circumstances can make deviations to your plan 24

25. C = Continue to Work your Boss�s Agenda Rule #1: Know what is important to your boss, and prioritize your work schedule accordingly. 25

26. T = Take Cues from your Personal Board of Directors Career path and performance � is this the right path? Experience � how can I prepare? Am I running fast enough? Am I adapting to change? What do they say about my performance? Dress and appearance � any distractors? Reflect on your priorities�both personal and professional 26

27. Championing a Strong DoD Financial Management Workforce

28. BACK UP SLIDES

29. FY 2010 Challenge Fund Received great ideas that addressed the following: Building analytical skills Creating and promoting non-traditional learning opportunities, especially some that might appeal to newer professionals Creating and promoting life-long learning opportunities Promoting financial management expeditionary workforce capabilities Encouraging great cost consciousness $2.4 million awarded to implement ideas 29

30. The FY 2010 Challenge Fund Finalists 30

31. The FY 2010 Challenge Fund Finalists 31

32. Department of Defense Organizational Structure 32

33. OUSD(C) Organizational Structure

34. CFO Leadership Certificate CFO leadership education will develop the next generation of leaders in government financial management.* Supported by Under Secretary of Defense (Comptroller) in collaboration with the CFO Council. Focuses on unique challenges and opportunities facing government CFOs and their staff in the present and into the future. Leverages iCollege�s information leader courses. 34

35. Preparing Government Financial Leaders CFO Leadership Certificate (CFLOC) Program 8 courses completed over 4-years 4 Strategic Finance courses 4 Leadership courses Focus on unique challenges and opportunities facing government CFOs Leverages NDU iCollege�s information leader courses Courses offer 3 graduate-level credits

36. Preparing Government Financial Leaders Flexible CFLOC Options

37. 37 Only have data through 3d QTR FY10. Year to Year comparisons not yet available. Only have data through 3d QTR FY10. Year to Year comparisons not yet available.

38. 38 Only have data through 3d QTR FY10. Year to Year comparisons not yet available.Only have data through 3d QTR FY10. Year to Year comparisons not yet available.