Under Secretary of Defense(Comptroller)

Navigating the FM Workforce of the Future

Presented by: Ms. Kimberly Carder and Dr. Ronnie Riley

Office of the Under Secretary of Defense (Comptroller) Human Capital and Resource Management

Agenda

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• FM Workforce Overview

• FY 19 – 2023 DoD Strategic Workforce Plan

• DoD Financial Management Certification Program

• Workforce Development

• Communications

DoD - Large and Complex

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# EMPLOYEES3M

• More than 3 million civilian and military members stationed around the world

• 1.3M Active • 800,000 Guard &

Reserve • 770,000 civilian • 1.5 x the 2 million

people employed by Walmart

• Global: 40 Countries, 50 States, & 7 Territories

• Domains: Air, Land, Sea, Space, Cyber

• Global Security Environment: Dynamic & Unpredictable

• Domestic Missions include: o Emergency Response o Civil Works:

Rivers/Harbors

• More than 603,000 buildings/structures & 26.5 million acres

• Mission: Runways, training ranges, facilities, labs, & industrial complexes

• Community: Hospitals, housing, dining facilities, schools, utilities

• Various ownership interest

• 17,400 Aircrafto 2 x the size of the

20 largest airlines combined

o > 2x FedEx, 3x UPS• 295 Battle Force Shipso 2 x the 10 largest

cruise lines combined.

o More capable than any other Navy.

FINANCES$914B

• $914B total appropriations (discretionary & mandatory) in FY 2020

• $723B discretionary appropriations in Operation & Maintenance, Military Personnel, RDT&E, Military Construction, Family Housing, & Revolving Funds

• 1.6x Walmart 20220revenue • 2.3x Amazon 2020 revenue • 9x Exxon/Mobil 2020 revenue

ENVIRONMENT40/50/07

REAL ESTATE 603,000

AIRCRAFT/SHIPS17,400/295

DoD FM Workforce (civilian & military)

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FM Functional Community Management

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Under Secretary of Defense (Comptroller)/CFOEstablishes policy and provides oversight DoD financial management workforce development

Senior FM Leadership GroupOversees operation of the DoD-wide FM workforce (civilian and military) development, including providing oversight of the DoD FM Certification Program; meets bi-annually or at the call of the chair

FM Component Functional Community Managers (CFCM) Advisory BoardProvides input and recommendations on FM workforce development (civilian and military) policy and initiatives to the Senior FM Leadership Group; meets monthly, or as needed

FM CFCM Working GroupAdvises the FM OFCM on FM workforce development and Certification Program issues; meets quarterly

FM OSD Functional Community Manager (OFCM) Responsible for working with Component FCMs (CFCMs) to monitor and track implementation of DoD-wide workforce development, including the DoD FM Certification Program

Roles of the OFCM and CFCMs are defined in policy**Department of Defense Instruction 1400.25, Volume 250, June 7, 2016, "DoD Civilian Personnel Management System: Civilian Strategic Human Capital Planning (SHCP)"

https://fmonline.ousdc.osd.mil/Organization/DoD-FM-Leadership.aspx

6https://fmonline.ousdc.osd.mil/Help/FMOnline-POCs.aspx

FM Functional Community Managers

Air Force Ms. Lori Tucker

ArmyMs. Cheryl Partee

FM OFCM - Ms. Kirstin Riesbeck

DoNMs. Regina Watkins

DFAS Mr. Michael Leist

DISA Ms. Barbara Crawford

DCAA Ms. Maureen Higgins

DLA Ms. Janet Bunnell

Other Defense Agencies: Visit FM Online to view FM POCs.

Defense-Wide AgenciesMilitary Departments

FY 19 –23 DoD Strategic Workforce Plan

7https://fmonline.ousdc.osd.mil/Assets/documents/docs-Competencies/FM_SWP_Final.pdf

FM Core Values

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• The FM Community Values (S.H.I.E.L.D) apply to all FM personnel, including military and civilian. These values shape the way we do business in the FM Community.

• Stewardship - Manage, allocate and monitor financial resources in compliance with laws, regulations, and policies, with sufficient transparency and appropriate internal controls to ensure these resources are efficiently applied to meet organizational goals and objectives, while considering the federal government's fiduciary duty to the Nation

• Honor - Conduct ourselves in the highest ethical manner in all relationships with peers, superiors, and subordinates. Be honest and truthful in our dealings with each other, and with those outside the Department

• Integrity - Do what’s right, legally, morally, and ethically. Integrity is a quality you develop by adhering to moral principles. Remain impartial in all official business and engagements and do not use public office for private gain

• Excellence –Endeavor to exceed expectations in all service to the Department through demonstrated commitment to innovation, diversity, inclusiveness, ongoing learning, and continuous improvement

• Loyalty - Bear true faith and allegiance to the U.S. Constitution, the Department, your Component, your unit, and others

• Duty - Fulfill your obligations. Performing your duty means more than carrying out your assigned tasks

Reta

in

Recr

uit

Trai

n

Deve

lop

Engaged

LethalReady

Innovative

FM Strategic Themes

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GOAL 2Enable Business Reform and

Auditability in DoD

GOAL 4Make DoD the Financial Management Employer

of Choice

GOAL 3Strengthen Partnerships and Customer Service

GOAL 1Strengthen the Financial Management Workforce

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2

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Strategic Goals

FINANCIAL MANAGEMENT STRATEGIC WORKFORCE PLAN SUMMARY (FY 2019 – 2023)10

Accounting Analysis Financial Management Systems

Advanced Financial Management Fundamentals & Operations of Accounting

Budget Execution Fundamentals & Operations of Audit

Budget Formulation, Justification & Presentation Fundamentals & Operations of Budget

Concepts, Policies & Principles of Accounting Fundamentals & Operations of Finance

Concepts, Policies & Principles of Audit Fundamentals & Operations of Military & Civilian Pay

Concepts, Policies & Principles of Budget Audit Planning & Management

Concepts, Policies & Principles of Commercial Pay Audit Reporting

Concepts, Policies & Principles of Finance Decision Support - Audit Execution

Concepts, Policies & Principles of Payroll Financial Management & Reporting Analysis

Decision Support Financial Reporting

Financial Management Analysis Financial Stewardship

24 FM Competencies

11https://fmonline.ousdc.osd.mil/Professional/DoD-Competencies/DoD-FM-Comp-Definitions.aspx

Leadership Competencies

12https://fmonline.ousdc.osd.mil/Professional/DoD-Competencies/Leadership-Competencies.aspx

13https://fmonline.ousdc.osd.mil/Professional/Civilian-Career.aspx

DoD FM Civilian Career Roadmap

• Automated Tool to assist employees and supervisors in developing a plan for career growth and development

• Integrated with the FM civilian career roadmaps and includes grade level-specific competencies and options for developmental experience, education, training opportunities, and leadership programs

• Focus Areas: o FM and Leadership Competencies

• Address competency gaps and establish a plan to increase knowledgeo Leadership Development

• Broaden leadership skills through mentoring, coaching, professional boards or networking

o Experience• Hone technical experience to gain further breadth, seek experience at strategic levels,

and discuss cross-functional career opportunitieso Education

• Compare educational level to career roadmap and discuss ways education may further career progression

o Training• Establish a plan for training

FM Individual Development Plan (IDP)

14https://fmonline.ousdc.osd.mil/FMmyLearn/IDP/Default.aspx

DFMCP Timeline

GAO: Identifies DoD FM proficiency as

high risk

DoD Leadership recognized need

for enterprise FM Training

NDAA: authority for professional

certification program and credentialing

DoDI 1300.26, “Operation of the DoD FM Certification

Program”

GAO: DoD made progress

in assessing FM workforce competencies

Certified 50% of the FM Workforce

Expand DFMCP to include part-time workforce

Pilot Program to include NAF FM

workforce

Expand DFMCP to accept 5 professional

certifications

GAO: DoD continues to use the FM certification

program to mitigate competency gaps

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• Develop a financial management workforce with the knowledge and skills necessary to achieve auditable financial statements

• Enhance the skills of the FM workforce by providing key training in:o DoD Audit and Remediationo Fiscal Lawo Ethicso Decision Support/Analysis

• Providing career broadening and leadership opportunities

• Establish a framework to guide DoD FM professional development

DFMCP Objectives

O:\HCRM\FWMD\FWMD Common Mission Files (103)\DFMCP\DFMCP Operations (212-02)\Course Management\Course Management\Rosters\GBSRoster2021ml

Good Standing*As of As of May 17, May 17, 20212021

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DFMCP Alternative Certification

• Present and maintain one of five professional certifications to meet any of the three DFMCP certification levels o Certified Defense Financial Manager (CDFM)o Certified Government Financial Manager (CGFM)o Certified Information Systems Auditor (CISA)o Certified Management Accountant (CMA)o Certified Public Accountant (CPA)

• Meet Continuing Education Training (CET) requirements by remaining compliant with professional certificate continuing education requirements

• Reimbursement for Professional Certification Expenseso Limited to that authorized in “DoD FM Related Professional Certifications and DoD

Civilian Reimbursement for Associated Expenses,” dated December 13, 2018.o Includes: test fees, test registration fees, license/certification application or issuance

fees, and license/certification renewal fees for obtaining and maintaining certificationo Expense reimbursement is subject to authorized expenses and availability of funds

18https://fmonline.ousdc.osd.mil/

NAF Pilot

19https://fmonline.ousdc.osd.mil/NAF/default.aspx

• NAF Pilot started September 1st, 2019• Currently 510 NAF FM participants

• Army – 316• Air Force – 194

• 205 NAF FM participants certified• Army – 167• Air Force – 38

• NAF Pilot to end on August 31st, 2021

• Senior Leaders will decide the future of the NAF FM Workforce in the DFMCP after the NAF Pilot has ended

Continuing Education Training - CET

• DoD FM Workforce virtual training

• FM myLearn e-catalog has 12,000+ courses

• Web-based training

• FM related test based certifications

• Academic and leadership courses

• Record CETs Quick Guide

20https://fmonline.ousdc.osd.mil/CET/cet.aspx

OUSD(C) Web-Based Training Courses

• Course offerings provide training requirements for all three certification levels

• 82 total OUSD(C) web-based courses: 256.5 hourso Courses launch directly in FM LMS and automatically record to your scorecardo Course information is listed in FM myLearn catalog

• Almost 1 million training courses completed

• New courses added this yearo Data Analytics Level IIo Data Analytics Level I – coming soon!

21https://fmonline.ousdc.osd.mil/Assets/documents/docs-certification/OUSDC-Web-Based-Training.pdf

• Live, virtual classroom allows direct interaction between participants and instructors

• Current participants in the FM Certification Program are eligible

• Tuition funded by OUSD(C)

• 75 courses contracted for CY2021o Courses are 4-24 hours long

• 58 courses open for registration o 19 FM and 39 leadership courses

• Register early-courses fill up quicklyo 606 participants completed (Jan 1 -May 6, 2021)o Over 6,200 CETs earnedo Over 1,700 on the wait list

• Withdrawal and Attendance Guidelineso Must withdrawal within 5 business of first classo Two Incomplete/No-Shows/Late Withdrawals are subject to program removal

22https://fmonline.ousdc.osd.mil/CET/cet.aspx

DoD FM Workforce Virtual Training Program

Leadership Developmental Opportunities

DCELP Defense Civilian Emerging Leader Program (DCELP) provides training to the next generation of DoD and U.S. Federal interagency leadership by focusing on leader development.https://www.dcpas.osd.mil/Content/documents/CTD/DCELP%20Overview.pdf

CXO Fellows ProgramThe CXO Fellows Program is a professional development program that engages the next generation of

federal leaders in acquisition/procurement, financial management/budget, human capital, information technology, and data.

https://www.cfo.gov/cxo-fellows/

WHLDPThe White House Leadership Development Program (WHLDP) aims to strengthen enterprise leadership across the government by providing senior level federal employees with expanded perspective and skillsets to address challenges facing the country.https://www.mcipac.marines.mil/Portals/28/CHRO/MCIPAC%20Site/US%20Programs/Training/WHLDP/Program%20Manual.pdf

DSLDPDefense Senior Leader Development Program (DSLDP) is the DoD enterprise program to develop senior civilian leaders to excel in the 21st century joint, interagency, and multi-national environment. https://go.usa.gov/xHZ5q

ELDPExecutive Leadership Development Program (ELDP) is designed for high potential employees at the GS-13 and 14 levels or equivalent whose career plans include moving into upper management positions.https://go.usa.gov/xHZ5b

23https://fmonline.ousdc.osd.mil/Professional/Leadership-Development.aspx

Professional Developmental Opportunities

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BLoB Budget Line of Business (BLoB) is a partnership between the Department of Education Program Management Office, the Budget Systems Branch at the Office of Management and Budget, and over two dozen Partner Agency budget offices focused on developing solutions to complex budget issues. https://budgetlob.max.gov/Home.html

CFOA U.S. Chief Financial Officer Academy (CFOA) offers graduate-level courses and services for middle-to

senior-level personnel in the government financial management community to prepare them to create and lead 21st Century government organizations.

https://go.usa.gov/xHZ5U

DFMGCP Defense Financial Management Graduate Certificate Program (DFMGCP) is available to Naval Postgraduate School resident and distance learning students, and is designed for mid-to-senior level leaders interested in financial management and budget.https://nps.edu/web/gsdm

DoD-ECThe Department of Defense Expeditionary Civilian (DoD-EC) program allows civilians to apply their

capability, experience, and knowledge as a crucial part of helping DoD accomplish its mission abroad.https://www.dcpas.osd.mil/Expeditionary/index

FM STARsThe FM STARs Program provides opportunities for members of the DoD FM civilian workforce to advance their breadth of knowledge and experience through developmental assignments in other DoD Component Organizations.https://fmonline.ousdc.osd.mil/PDP/Default.aspx

https://fmonline.ousdc.osd.mil/Professional/Leadership-Development.aspx

USD(C) FM Awards Program

25https://fmonline.ousdc.osd.mil/Professional/Awards-Program/Awards.aspx

• The Under Secretary of Defense (Comptroller) (USD(C)) Financial Management Awards Program is a respected program that recognizes and acknowledges the significant contributions of both civilian and military members of the financial management community.

• Nomination period begins in the 4th Quarter of each Calendar Year

• By Team and/or Individuals in the following areas:o Budget Formulation or Executiono Financial Management (excluding Budget)o Financial Management in a Contingency Operationo DoD Audit and Remediation

• USD(C) Salute to Savings Award

• 86 nominations received and 15 awards winners for CY2020

Communications

• OUSD Comptroller Website https://comptroller.defense.gov/

• FM Online https://fmonline.ousdc.osd.mil

• OUSD Comptroller LinkedIn page https://www.linkedin.com/company/office-of-the-under-secretary-of-defense-comptroller

• DoD FM Connections LinkedIn group https://www.linkedin.com/groups/6503683

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