Headquarters U S Air Force Integrity Service Excellence

Headquarters U. S. Air Force Integrity – Service – Excellence Chief Management Officer Mr. John G. Vonglis SAF/FM

Chief Management Officer What it’s not… n Not a change to: n Reporting relationships n Functional responsibilities n Legal authorities Integrity – Service – Excellence 2

Chief Management Officer Who They Are n Chief Management Officer (CMO) for Do. D n Deputy Secretary of Defense, as additional duty n A new position, Deputy Chief Management Officer (DCMO) at the Do. D level n Military Department CMOs n Under Secretary, as additional duty n Each Military Department has designated a DCMO (either a career civilian or an HQE) Integrity – Service – Excellence

Operationalizing Section 904 Do. D Perspective 1. Scoping and aligning the functions of the CMO, DCMO, and Mil. Dep CMOs 2. Shaping leadership, linking structures, and assigning resources 3. Extending CMO presence in Do. D Governance 4. Developing the Department’s Strategic Management Plan Integrity – Service – Excellence

AF CMO Roles and Responsibilities A First Summary n Management Strategy Development n Alignment to Air Force Strategies and Integration Across Functions n Consistent and aligned metrics n Enterprise Architecture n Authority and Decision Making n Communications and Change Management Integrity – Service – Excellence

CMO in the Air Force Process Secretary of Defense Secretary Air Force CSAF Deputy Secretary of Defense (Do. D CMO) Under Secretary CMO Deputy CMO Do. D Strategic Management Plan AFSO 21 Deputy CMO DBSMC TIPT Air Force Council (USec. AF (CMO)/ VCSAF) Air Force Strategic Plan Process Council (SECAF/CSAF) BTA Investment Review Boards Nested Enterprise Functional/MAJCOM Plans Air Force Board (A 8 P, FMB, DCMO) OBRC IBRC Execution AF GRP SWG Programming Business Planning Integrity – Service – Excellence 6

DCMO Organization USec. AF (Chief Management Officer) Deputy Chief Management Officer, Director, Business Transformation Director, Business and Mission Transformation Planning / Execution Director, Transformation Support Integrity – Service – Excellence

Key Challenges n Communicate clear and bold direction to Major Commands (our business units) and to Assistant Secretaries/Deputy Chiefs of Staff (our corporate headquarters) n Enable Commanders of Major Commands to develop major re-engineering ideas without getting bogged down in Air Staff organizational / policy detail n Design end-to-end sub-processes that support Operations – without unduly impacting field flexibility n Influence or respond to end-to-end process direction coming from OSD and Joint Staff – Services and Defense Agencies have different business models for sound operational reasons n Implement agile, enterprise-aligned execution year re-directs on resources Integrity – Service – Excellence 8

Key Challenges (cont. ) Measures n Key to ensuring strategic alignment and determining progress are good metrics n In general, we are good at “state of the business” measures and we will continue to use these n Readiness of units (equipment and training) n Recruitment and retention n Safety (accident rates, aircraft mishaps) n We are now wrestling with the metrics that measure direction: n Effectiveness – the perspective of the Combatant Commander (customer) n Efficiency – the perspective of our stakeholders (Congress, public) Integrity – Service – Excellence 9

Summary n We are on the way to integrating CMO functions into the Air Force and the Do. D n We are exploiting and modifying existing staff processes to make this a value-added function n Key to success: Alignment to strategic direction with measures of outcomes n Key challenge: Scale of organizations involved n Air Force Secretary and Chief of Staff are committed to this change Integrity – Service – Excellence 10