Headquarters U S Air Force Integrity Service Excellence

Headquarters U. S. Air Force Integrity - Service - Excellence Education, Training and Development Mr. Todd L. Schafer Director, Workforce Management (703) 697 -2657/DSN 227 -2657 Todd. Schafer@pentagon. af. mil Presented 29 Mar 05 at The Washington Chapter Mini-PDI

Agenda n n n n Air Force Approach to Education, Training and Development – Force Development Why Transform? Six Lanes of Transformation FMT 05 -1 PMCS Update Current Initiatives Underway Way Ahead Career Items Financing the Fight 2

Financial Management Force Development Financing the Fight 3

Force Development Why Do We Need It? TODAY: • • • TOMORROW: Narrow/deep AFSC Perspective Chance Development One Size Fits All Career Paths Little Predictability & Flexibility in Assignment Process High Focus on Developing Competency Skills Low Focus on Strategic Leaders • • • Wider AF Perspective Develop Necessary Skills and Develop Airmen Systemic, Deliberate Development Individual Development Plans Interchangeable Senior Leaders Better Team Builders Right Person, Right Place, Right Time … Right Development “Force Development will enable us to focus on each individual by emphasizing our common airman culture while offering a variety of choices that respects the distinctive elements of your career field” - CSAF Sight Picture 6 Nov 02 Financing the Fight 4

Force Development FM Management Structure SECAF / CSAF FDO (AF/DP) Force Development Council Functional Authority* SAF/FM Advisory Council Functional Manager SAF/FMB, FMP Career Field Manager SAF/FMPW FDSO MAJCOM FOA/DRU Development Team (AFPC) Assignment Team AFPC/DPAS, DPKCA *Functional Authority SAF/AG (511 Series) Individual / Chain-of-Supervision Financing the Fight Standing Meetings 5

Force Development Positions FD POSITION DESIGNATED OFFICE Functional Authority (FA): Functional Manager (FM) Military Actions: Civilian Actions: Career Field Manager: SAF/FM Advisory Council: SAF/FM (Chair) SAF/FMB SAF/FMP Director, SAF/FMPW SAF/AG PDAS SAF/FMB, FMC, FMP ADAS (FMB) MAJCOM/FM Rep COCOM/J 8 Rep Director, SAF/FMPW (Advisor) *Exec For Enl. Matters * As Required Financing the Fight 6

DT Membership Model DT MEMBERSHIP VOTING MEMBERS SAF/FMP (Co-Chair) SAF/FMB (Co-Chair) SAF/AG Deputy ADAS (FMC) SAF/FMBO SAF/FMBI/M (Rotational) AFMC/FM Deputy MAJCOM FMs Dir, SAF/FMPW ANG/RES (Rotational) UCC Rep (Rotational) - ACC - AETC - AFMC - AFSOC - AMC - AFSPC - PACAF - USAFE ADVISORY MEMBERS (NON-VOTING) Civilian Members Military Members Mil-Civ Mix Executive For Enlisted Matters SAF/FMPW AFSLMO (As Required) PERSONNEL CENTER (NON-VOTING) AFPC/DPAS (Officer) AFPC/DPKCA (Civilian) Financing the Fight 7

Development Team Deliverables Assignment Vectors n Provide “level” of next assignment (not specific position) n Identify personnel for special programs (USAFA AOC, EWI, Career Broadening etc. . ) n Squadron CC/Director Board n List of officers to serve as commanders n List of civilians to serve in key positions (Comptroller Directors) n DE Nomination n Prioritized listing of personnel to meet DEDBs n Provides school vector and corresponding follow on assignment n Financing the Fight 8

Total Force Development Benefits of Single DT Supports the AF vision of capabilities-based development for the best FMers in the Career Field n Ensures we place the right technical and leadership skills in the right places with the right people who are educated and trained for success n Employs a deliberate process to create and grow leaders capable of taking FM and the AF to the next level of excellence One Requirement n Senior Development* Intermediate Development* Basic Development Allows us to more fully deploy best practices across the total force n Efficient utilization of Senior Leader time in FD activities n Leverages cross-disciplinary knowledge by working across internal and external boundaries to provide integrated solutions n Strategic Level Operational Level Tactical Leaders Tactical Level One Force O f f i c e r s C i v i l i a n s E n l A i R s C t e d * - Development to incorporate both educational and experiential learning Financing the Fight 9

Why Transform? "You have a choice: You can either create your own future, or you can become the victim of a future that someone else creates for you. By seizing the transformation opportunities, you are seizing the opportunity to create your own future. " Vice Admiral Arthur Cebrowski Director, Force Transformation Financing the Fight 10

Six Lanes of Transformational Activities n FM Service Delivery Model Projects Financial Services Transformation Financial Advisor Transformation O&M Center of Expertise n FY 05 Transformation Initiatives FMT 03 -3: Combat Comptroller Concept – Phase 3 FMT 05 -1: End-to-End Review of FM Education & Training FMT 05 -2: Re-engineer SAF/FMBO Processes Financing the Fight 11

A View of FM Transformation FY 05 -10 FY 05 Financial Services Transformation - Customer Requirements - As-Is Analysis - Career Field Impact - Deployment Impact FY 06 Central Processing Center Designed FY 07 FY 08 Central Processing Center - Design Call Center -Site Selection Financial Advisor Transformation O&M Center of Expertise FM Transformation Initiatives Program Control/ Integration - Customer Realignment Requirements - Transition Strategy of ALO with FMA - Implementation Plan and Roadmap - Customer Requirements - COE Services and Methods - Training Requirements Initial Center of Expertise - Training Plan Design and Implementation - Financial Advisor Implementation - Pilot Implementation of Services to Targeted MAJCOMs -Complete IOC - Begin Performance Tracking §Performance Management Financing the Fight FY 10+ Contact Center IOC Contingency FM Education - Deployment Organization & Training Requirements Developed Enhanced Validated Re-engineered - FM Training and O&M Budget Education Reviewed Processes - Requirements Identified §Program and Project §Infrastructure Management FY 09 IOC Enhanced Financial Advisor Enhanced Center of Expertise §Funding §Governance §Change Management §Knowledge Management 12

A View of FM Transformation From 10, 000 Feet FY 05 FY 06 Financial Services Transformation Initial focus on the design areas of the FM Service Delivery Model Financial Advisor Transformation O&M Center of Expertise FM Transformation Initiatives Financing the Fight 13

FM Competency Model How do you pick the right competencies? Driven by the values of the Air Force Hired with these qualities and reinforced through mentorship and professional development Personal Competencies Insight Judgement Integrity Ethics Selfless Service Professional Demeanor *Framework adopted from the Corporate Leadership Council of the Corporate Executive Board Solution: 1. Use the SAF/FM Vision to determine key outcomes 2. Select 7 -10 prioritized competencies that support key outcomes 3. Define each competency to establish expectations 4. Validate competencies and regularly revise as the workforce and the Air Force evolve Research indicates that our recommended list encompasses 80% of the competencies included in the models of both private and public companies Enduring Competencies Thinking Leadership Strategic Orientation Change Leadership Problem Solving Team Leadership Decision Support People Developer Risk Management Collaborating and Influencing Driving Processes for Results Communications Driven by the job function of of the employee Either automated or developed during the early assignments Technical Competencies Financial Analysis Cost Estimating/Analysis Financial Reporting and Accounting Principles Auditing Budgeting Forecasting Business Planning Financial Services Scaled competencies that form the basis for professional development and career advancement Financing the Fight 14

FM Competency Model 1 2 3 Strategic Operational Tactical Personal Development On the Job Training Development Technical Training, Education and Technical Financing the Fight Technical Individual Development Personal Enduring Organizational Development Personal Enduring Personal Technical Attributes Competencies Enduring Competencies Institutional Development This model captures three main ideas: Personal 1. A person’s knowledge, skills, and abilities are composed of three subsets of skills: personal attributes, technical competencies, and enduring competencies. 2. As a person moves through their careerrepresented by the tactical, operational, and strategic leadership levels - the skills required to be successful and effective must evolve and grow. 3. The evolution of these skills is driven by the three pillars of development – training, education and development; on the job training; and personal development. 15

FMT 05 -1 Taskforce Role Anticipate our Future n Develop an Education and Training Continuum n Use Available Data n FM Competency Model n Skills Gap Analysis n Current Education and Training Platforms n Talk to Fellow FMers Working on the other Five Lanes of Transformation n Integrate and Promulgate n Make it Personal – This is Your Future n Financing the Fight 16

PMCS Update Course Structural Changes n Reduced from six to four weeks Supervisors more willing to send best workers n Increase Participation from Other non-AF Organizations n n n Less reliance on guest speakers Greater reliance on instructor-taught classes and assigned readings Research paper replaced by shorter writing assignment on leadership style Fitness activities moved to after-hours Optional CDFM preparation week tried and abandoned Financing the Fight 17

PMCS Update Revised Course Contents n Leadership Develop personal leadership philosophy n Current leadership issues n Communication skills n 3 “leadership library” books to take home n n Contingency Operations Expeditionary forces construct n Selected material from CADRE SES course (information warfare, deployment fiscal law, etc…) n OSD perspective on contingency operations funding n Financing the Fight 18

PMCS Update Revised Course Contents (Cont) Strategic Environment, Comptroller Relationships and Transformation n Economics, politics & national defense policy n Primary comptroller partnerships, national defense relationships & privatization n Management processes & tools and integrated systems/ leveraging technology n Financial Management Framework n Types of money (non-appropriated, WCF, etc…) n Control of money (CFO Act, fiscal law) n Advocate, defend and spend money (program, budget, etc…) n Special conditions on money (BRAC, OCONUS rules, etc. . . ) n Financing the Fight 19

PMCS Update Student Selection Criteria n Emphasis on emerging leaders! n O-4 and higher, GS-11 and higher n n Previously, GS-11 by exception only E-8 (including E-8 selects) n Previously, E-9 only 4 -year degree or 5 years FM experience n Written endorsement of 2 nd level supervisor n Successful completion of 2 FM-related courses n Evaluation of self-development and job performance & recognition in past 5 years n Financing the Fight 20

PMCS Update Student Selection Process n Increased % of students from Army, Navy, DFAS, Do. D Agencies. Improved Do. D-wide perspectives in classes, seminars. n Reduced Air Force share from about 70% to about 33% (15 Air Force students per class). n n n Greater selectivity required. Not all Air Force eligibles may attend. Emphasis on emerging leaders! Air Force student selection: MAJCOMs will nominate and DT will approve students to attend PMCS during subsequent 6 -month period. n PMCS staff will work with approved students to determine which will attend each specific 4 -week class. n Career Field Manager will serve as intermediary between MAJCOMs/DT/PMCS staff. n Financing the Fight 21

PMCS Update Additional Changes n PMCS Advisory Committee chartered by Executive Agent (EA) - SAF/FMPW is Chair n Additional members from Army, Navy, DFAS n Makes recommendations to EA on curricula; teaching methods; course scheduling & size; faculty & student composition & selection; etc… n Will meet in April to review results of recent changes n n Course name changed to “Defense Financial Management Course” PMCS school name unchanged Financing the Fight 22

Current Initiatives Underway Warfighter Support Objectives n n n Develop expeditionary-focused workforce Enhance FM workforce capabilities by identifying needed skills and competencies and providing training Improve traditional FM services: be innovative, automate Provide support in a deployed environment to CCs, members, vendors…through improved training and off-site support Develop reliable processes and systems, home station and deployment operations Financing the Fight 23

Current Initiatives Underway Certification Reimbursement CERTIFICATION REIMBURSEMENT n SAF/FM Policy and Procedures sent to MAJCOM FMs on 20 May 2003 n Documents Posted on SAF/FM Website Under Professional Development (See ASMC Site) n EMPLOYEE ELIGIBILITY n Civilian Employee (Title 5 Authorization) n FM Coded Position, Job Series, and/or Shared Series n REIMBURSEABLE EXPENSES n Certification Exam Fees n License or Certification Fees (Initial, Renewal, Registration) n Personal Expensed Incurred After 28 March 2003 n QUESTIONS n saf. fmpw. cert. @pentagon. af. mil n Financing the Fight 24

Current Initiatives Underway Eligible Certifications 1. Accredited Financial Examiner (AFE) 2. Certified Cash Manager (CCM) 3. Certified Defense Financial Manager (CDFM) 4. Certified Financial Planner (CFP) 5. Certified Fraud Examiner (CFE) 6. Certified Government Audit Professional (CGAP) 7. Certified Government Financial Manager (CGFM) 8. Certified Financial Manager (CFM) 9. Certified Information Systems Auditor (CIS A) 10. Certified Internal Auditor (CIA) 11. Certified Management Accountant (CMA) 12. Certified Public Accountant (CPA) 13. Certified Public Finance Officer (CPFO) 14. Certified Cost Estimator/Analyst (CCE/A) 15. Certified Cost Consultant (CCC) Financing the Fight 25

Way Ahead Work Through the Roadblocks n Keep Focused on Where We Want to be in the Future n n Knowledge, Skills and Abilities of Workforce Think Modularly – Multiple Paths to Success n Be Bold! – Nothing is Out-of-Bounds – Make it Happen! n Whose idea was this anyway? Financing the Fight 26

Career Items Education, Training & Development Excellence In Government Fellows DLAMP ELDP CCDP Local Career Broadening Civ. AMP Future Financial Manager FEI FMCP Career Broadening Shadow Program MAJCOM Enrichment FM/PK/XP Exchange Program Military Mentoring 27 Financing the Fight

Career Items Preparing For The Future þ Evaluate where you are in your career þ Establish where you want your career to go þ Grade/Rank level / type position / location þ Look for opportunities to increase potential þ What are you willing to invest? þ Formulate a plan of action and work your plan REPEAT THE ABOVE STEPS PERIODICALLY! Financing the Fight 28

Career Items Advice n n n n Pay attention and learn Be willing to do the less glamorous jobs Push hard for education, training, development Be mobile - even for short periods of time Join a professional organization (ASMC/SCEA/AGA) Accept the fact that some things are out of your control Attach yourself to a high grade/rank, just not too firmly Financing the Fight 29

Career Items Advice (Con’t) Remember that today’s senior leaders didn’t “grow up” with today’s requirements n It’s not where you work - it’s what you accomplish when you’re there that’s important n Create a career that’s unique n Financing the Fight 30

It’s Your Career Take Responsibility!! Financing the Fight 31

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