Two for the Price of One
ASMC SOUTHSIDE VIRGINIA CHAPTER
Sandra A. Gregory, CDFM
Office of the Under Secretary of
February 16, 2011
Overview: Part I
• Part I: What are we doing as your Functional
– 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
You are one of approximately 55,000 in the DoD FM workforce!
Overview: Part II
• Part II: What can you do about your career
– Plan your career and professional development and training and PERFORM
– Run Fast
– Find Mentors
– Expect to make changes
– Continue to work your boss’s agenda
– Take cues from your personal board of directors
Before we get to PERFECT, we’ll highlight the workforce strategy.
Start with the Human Capital Strategy
Critical Skills identified by
National Defense Authorization
Act (NDAA) of 2006
Define a strategic goal
Determine specific recruiting
and retention goals,
including program objectives
to be achieved
Develop 7-10 year forecasts
How will the Department of
Defense have the right number of Provide annual report
skilled people at the right time for to Congress
the right place to meet mission NDAA 2010 -- Section 1112,
requirements? Developing Civilian Leaders
A Functional Community Manager Helps Shape Policy & Strategy
The DoD Comptroller’s Financial Workforce
• The Financial Workforce Management Office was created to focus
on YOU and our FUTURE.
To serve as the financial management community advocate to ensure
the workforce has the competencies, capacity, and tools to acquire,
develop, and sustain the talent needed to meet the department’s current
and future mission requirements, and to plan and execute special
projects for the Under Secretary of Defense (Comptroller).
• Helping to Create, Transform, and Build the
DoD Financial Management Workforce
• Executing Special Projects
We exist to Champion a Strong Financial Management Workforce. . .
What are our metrics?
Sustain Career Series Workforce Size
DoD FM (5XX) Workforce Size Analysis of Trends:
31.1 31.5 31.0 30.4 30.9 30.8 30.9 31.5 • FY09-FY10 Year-to-Year Growth of 1,975 in
30.0 the FM Workforce:
# of FM Work Series (thousands)
DFAS FM Workforce grew by 517 due to
20.0 in-sourcing, ERP, implementation of new
system technologies and initiatives such as
12.3 audit readiness.
11.5 11 10.7
10.5 10.6 10.2 10.0 10.6
10.0 Non-DFAS FM Workforce grew by 1,458
due to in-sourcing, conversion of positions,
new auditor positions (Defense Contract
0.0 Audit Agency) and new mission demands.
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10
• The FM Workforce is augmented with
approximately 207 Operations Research
Description Series DFAS
Analysts (1515s) that perform cost analysis
based functions throughout the Department
501 2,017 10,250 540 27 183 Voucher Examining
and Program (not reflected on charts).
Financial Clerical and
503 246 2,474 544 307 188 Civilian Pay
505 3 637 Financial Manager 545 1,504 622 Military Pay
FY 2010 Goal:
510 2,568 3,065 Accounting 560 14 7,777 Budget Analysis
Budget Clerical and
No further declines from FY 2008 baseline.
511 69 6,842 Auditing 561 0 893
525 3,778 1,090 Accounting Technician 599 8 377 Student Trainee Result/Score: G
530 17 309 Cash Processing 5XX 10,558 34,707 TOTAL
Source: www.fedscope.gov, accessed December 23, 2010 No declines
6 Achieving a Stable FM Workforce Size C06-11-100
Increase FM Workforce Credentials
% of FM Workforce with Professional Analysis of Trends:
Certifications or Degrees • Continued emphasis on the achievement
of degrees and FM certifications is driving
the trend upward.
• Components are encouraging employees
to update their degree and certification
information, currently there is no
requirement to share this information.
• FY10 data will not be available until
A steady increase in the number of
degreed and credentialed FM employees
Source of information - DMDC, Association of Government Accountants, Result/Status:
and the American Society of Military Comptrollers, September 2009
Increases from FY06 to 09 G
7 FM Workforce Credentials Increasing C06-11-100
DOD FM Workforce
(By Mission Critical Series / Length of Service)
Workforce as of 4th QTR FY10 Analysis of Trends:
9000 • Aggressive recruitment initiatives are
being pursued to maintain the strength of
8000 the FM Mission Critical (MC) Occupations.
7000 • The FM community is exploring options
to maintain the workforce and to eliminate
6000 the sharp decline in staffing within the
initial 10 years of employment.
# of Personnel
• 65% of FY09 – FY10 Year-to-Year
4000 511 increase was in the four MC Series,
560 0-9 Years Service group.
To limit decline in FM Workforce within
initial 10 years of employment and not to
decrease from 2nd Qtr FY 10 levels.
0-5 5-9 `10-14 15-19 20-24 25-29 30-34 35+ Result/Status:
Length of Service (Years)
No Decline. Annual increase of 1,276
*Source of information – www.fedscope.gov, accessed December 23, 2010
with 0-9 Years Service. G
8 The Focus is on Professional Development and New Ideas… C06-11-100
The Challenge Fund was the Catalyst for the
DoD FM Website: FM Online
• Website title FM Online: https://fmonline.ousdc.osd.mil
• CAC enabled website
DoD FM myLearn
What’s New in FM? DoD Policy Reference
1 2 3
IDP & FM
FM Certifications Competencies FM Professional
& Career Networking
4 5 6
– CY 2010 elements 1, 2, and 3
– CY 2011 elements 4, 5 and 6
One-stop multi-purpose website for the DoD FM workforce is HERE…
One-Stop Website for the DoD FM Community
Competencies and Career Roadmaps
To implement standardized competencies that describe the knowledge
skills and attributes needed to perform and achieve desired results. To use
these competencies in developing your career roadmap.
– 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 Services
and Defense Agencies
– Anticipated to be completed in early FY 2011 – now validating
How do we enhance the leadership competency for civilians?
Defense Civilian Emerging Leadership
To establish a leadership recruitment and development program for civilians.
• The FY 2010 National Defense Authorization Act (NDAA) required DoD to establish
• 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
Training is critical for our Civilian Expeditionary Workforce
DoD Civilian Expeditionary
• 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
Civilian Expeditionary Workforce
20th Century Model 21st Century Model
Workforce EE - Emergency
Ad-Hoc NCE - Non-Combat
CBV - Capability Based
Governed by DoD Directive 1404.10, January 2009
• Creates a larger universe of pre-identified, ready, trained and cleared civilians
• Creates awareness of civilian readiness for Components and individuals
• Assigns Functional Community Managers responsibility for managing readiness
• 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
You can take one course or aim for a Certificate in CFO Leadership.
More Information for the CFO Academy
• More information can be found on the College’s website at
• Call Dr Todd Holmes, Department Chair / Associate Professor,
– Phone: 202‐685‐4887 and Email: email@example.com
• 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
Now let’s look at Part II . . .
What are you doing to manage your career?
Part II: What can you do to manage your
• Plan your career and professional development and training and PERFORM
• Run Fast
• Find Mentors
• Expect to make changes
• Continue to work your boss’s agenda
• Take cues from your personal board of directors
Strive for the PERFECT ways to manage your career…
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
The Plan is the Roadmap…Performance has YOU in the driver’s seat!
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”
• This is about completing the puzzle
• Make public speaking your friend
The Experience Factor has many Flavors
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
Running Fast will be a Differentiator
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
Mentors can form your Board of Directors
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
Change is the only constant…Expect it!
C = Continue to Work your Boss’s Agenda
Know what is important to your boss, and
prioritize your work schedule accordingly.
Suggest memorizing Rule #1.
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
Strive for the PERFECT ways to manage your career…
Championing a Strong
DoD Financial Management
…because People are the most
important part of our financial
BACK UP SLIDES
FY 2010 Challenge Fund
. . . Financial Management Training for the Future
• 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
We received 82 project submissions that offered creative and
innovative initiatives to help financial management professionals grow.
Winners Announced in January 2010. . . Here they are…
The FY 2010 Challenge Fund Finalists
“The ERP Effect” – Defense Finance and Accounting Service
• Develop simulated real-world training in a virtual learning environment focusing
on Enterprise Resource Planning (ERP) initiatives. The project includes
simulating transaction processing while the virtual world impact is illustrated
“Knowledge Management Training” – Defense Logistics Agency
• Develop a process to capture, transfer, retain, and reuse knowledge among the
workforce. One hour modules of knowledge and learning will be captured and
made available for viewing on a continuous basis.
“Online Fiscal Law Refresher Training” – Navy
• Develop an online fiscal law refresher class to meet the Financial Management
Regulation fiscal law training requirement and to provide the financial
management community the ability to obtain this training in an easy to use
The FY 2010 Challenge Fund Finalists
“FMR Update Webcasts” – Defense Acquisition University
• Develop quarterly broadcasts, fed over the internet, that highlight changes to
the Financial Management Regulation. The webcasts will be recorded and
posted to a central location and will available for viewing continuously.
“FM Webinars” – Defense Acquisition University
• Develop financial management webinars, to be held twice a month, that will
cover one or more of the financial management areas of emphasis including
cost analysis; budget policies; planning, programming, budgeting, and
execution; congressional enactment; fiscal law; and budget execution.
“FM myLearn” – Air Force
• Develop and field a multi-purpose website for the Department workforce that
will serve as an online catalog of professional training opportunities for financial
management personnel and support career-long learning objectives.
Here’s how we are using a Challenge Fund Winner
in an overall bigger project. . . .
Department of Defense Organizational Structure
Secretary of Defense
Deputy Secretary of Defense
Office of the Inspector General
of the Department of Defense
Office of the Department Department Department of the Joint Chiefs
Secretary of Defense of the Army of the Navy of the Air Force of Staff
Secretary Secretary Secretary Chairman of the Joint
• Under Secretaries, Chiefs of Staff
of the Army of the Navy of the Air Force
• Assistant Secretaries, and
• Other Specified Officials Office The Office Office of the Headquarters Office of the The
of the Army of the Chief of Secretary of Marine Secretary of Air
Secretary of Staff Naval the Navy Corps the Staff
the Army Operations Air Force
The The The
The Marine Corps
Army Navy Air Force
• US Africa Command
• US Central Command
• US European Command
• US Joint Forces Command
• US Northern Command
• US Pacific Command
• US Southern Command
• US Special Operations Command
• US Strategic Command
• US Transportation Command
OUSD(C) Organizational Structure
Under Secretary of Defense
(Comptroller)/Chief Financial Officer
Sr. Military Asst. to the USD(C)
Robert F. Hale Director
CAPT David McFarland, USN
Management and Administration
Military Asst. to the PDUSD(C) Principal Deputy Mark Heintzelman
Lt COL JR Weilacher, USAF Under Secretary of Defense
Michael J. McCord
Defense Financial & Accounting Services Under Secretary of Defense (Resource Issues)
Terri McKay Sandra Richardson
Financial Workforce Management Office
Defense Contract Audit Agency
Under Secretary of Defense Under Secretary of Defense
Chief Financial Officer (DCFO)
(Budget & Appropriation Affairs) (Program / Budget)
Blaine Aaron John Roth
• Associate Director, External Affairs • Asst. Deputy Comptroller (P/B) • Director for Accounting and Finance Policy
Pam Bain Mary Tompkey Vacant
• Director for Revolving Funds • Director , Financial Improvement & Audit Readiness
Gretchen Anderson Vacant
• Director, Military Personnel & Construction • Director, Financial Reporting and Analysis
Anne McAndrew Lydia Moschkin
• Director for Operations • Director, Business Integration
Bill Campbell Vacant
• Director for Investment
• Director, Program and Financial Control
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.
* Financial management community includes personnel responsible for accounting
and finance, budget and cost analysis, internal controls and auditing, financial
systems, and resource management
More info about the CFO Academy courses. . .
Preparing Government Financial Leaders
CFO Leadership Certificate (CFLOC) Program
CFO leadership education will develop the next generation
of leaders in government financial management.
• 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
• Courses offer 3 graduate-level credits
Preparing Government Financial Leaders
Flexible CFLOC Options
e-Resident Distributed Learning Management Program
• 1 week of on-line • 1 week of on-line • 14 weeks at Fort McNair
• Offered fall and spring
• 1 week in residence • 9 weeks of on-line
“seminar” at Fort McNair coursework • Government & private
sector field studies
• 1 week of on-line • 3 weeks to complete
“synthesis” academic assignments
• 2 weeks to complete • Global, 24/7 access
Control FM Workforce Attrition
Attrition to Total FM Workforce
Analysis of Trends:
• Overall attrition rates are well below the
government average of 8%.
• The poor economy and other cultural
impacts (e.g., “sandwich generation”)
limited the anticipated increase in
retirements. Initial projections show this
trend may continue through FY10.
• Resignations, Agency Transfers Out, and
Other Separations declined in FY09 and
continues into FY10, as the FM community
moves to a sustained workforce*.
For Resignations and Agency Transfers Out,
not to exceed Government average turnover
rate (current annual rate is 8%)*.
1% Turnover Rate G
*Other Separations include: Reductions in Force, Deaths, and Termination or Removals
Source of information
•Attrition data reflected in chart – www.fedscope.gov, accessed October 20, 2010
37 FM Retention is Stable
Staff the FM WorkforceDRAFT PRE-DECISIONAL
DOD 5XX Workforce Staffing
Analysis of Trends:
• FY10 continues to show gains exceeding
losses, with FY08 as the baseline.
• DoD is filling the vacant positions on a
timely basis while sustaining
• On-going challenges include:
- Obtaining security clearances
- In-sourcing of positions
- Lack of good recruitment tools and plans
- Understanding gaps and vacancies
Expect staffing gains keep pace with any
Gains outpaced losses G
Source of information – www.fedscope.gov, accessed October 20, 2010
38 Current Staffing Trends are Keeping Pace with Vacancies