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ASMC PDI, 2009Sandra GregoryOUSD (Comptroller)
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Strategic Human Capital Management

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Office of the Under Secretary of Defense
(Comptroller)/CFO Human Capital Plan
High Performing FM Workforce
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Human Capital Strategy
Critical Skills identified by National Defense
Authorization Act (NDAA) of 2006
Define a strategic goaland vision
Determine specific recruiting and retention
goals, including program objectives to be achieved
7-10 year forecasts

• How will the federal government have the right
  number of skilled people at the right time for
  the right place to meet mission requirements?

Annual report due to Congress in June 2009
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Overview
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• Strategic Human Capital Management
  Plan (SHCM)
• History the OSD (Personnel and Readiness) (PR)
  efforts
• Civilian Expeditionary Workforce (CEW)
• Objective, Vision and Accomplishments to Date
• Our Role in OUSD (Comptroller) Functional
  Community Managers
• Role of the Component Functional Community
  Managers
• Roadmap View
• Reporting Requirements
• Proposed Way Ahead and Timelines
• OUSD (Comptroller)/CFO Human Capital
  Plan
• Objective, Vision and Accomplishments to Date
  established theOffice of Financial Workforce
  Management, April 2009
• How Do We Accomplish This
• Conclusion Way Ahead
• Discussion

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Strategic Human Capital Management (SHCM)
Personnel and Readiness Effort
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History of Strategic Human Capital Management
(SHCM)
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• Congress directed OSD have a Strategic Human
  Capital Management Plan for Civilian employees
• OSD developed a SHCM Plan for Civilian employees
• Plan passed to Congress for review
• GAO reviewed plan and issued a report
• http//www.gao.gov/new.items/d09235.pdf
• OSD required to annually report to Congress
• Next report to Congress due June 30, 2009

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History of Strategic Human Capital Management
(SHCM)
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This initiative led by USD (Personnel
Readiness) for the entire Department
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Civilian Expeditionary Workforce (CEW)
DoD Directive, Number 1404.10, January 23, 2009,
Under Secretary of Defense (Personnel and
Readiness) states policy to

• Combine military members and DoD civilian
  employees to meetDoD global national security
  mission requirements
• Identify a subset of the DoD civilian workforce
  as the DoD CEW
• Integrate DoD civilian workforce capabilities
  into DoD Total Forceplanning process
• Designate the DoD CEW into 5 functional
  communities Emergency EssentialNon-Combat
  Essential Capability-based Essential
  Capability-based Former Employee Volunteer Corps
  and Key Employees
• Utilize the DoD CEW to meet expeditionary
  requirements within their employing Component and
  across the DoD whenever it is appropriate to use
  civilian employees to support the military
• Establish metrics to measure and assess DoD CEW
  readiness on a regular basis
• Establish the appropriate level of deployment
  strength for each functional community to ensure
  an adequately-sized of DoD CEW
• Support and recognize the DoD CEW
• Track and account for all civilian deployments

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Objective, Vision and Accomplishments to Date
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Vision To provide oversight and guidance for
managing the DoD Financial Management career
field.
Objective To partner with the Services and
Defense Agencies to enhance their financial
management workforce in the areas of training and
total workforce development.
Civilian Expeditionary Workforce (CEW)
Identified pilot functional groups (IT, Logistics
and FM)
Competency Development
Demographic analysis and trends
Established policies and objectives IAW strategic
plan
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Our Role in OUSD (Comptroller)
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• We are the OSD Functional Community Manager (FCM)
  for 5XX
• We are working closely with the DoD IG as the
  focal point for 511s (auditors)
• We provide oversight and management of the SHCM
  objectives withinthe FM Community

Roles and Responsibilities

• Conduct environmental scan and analyze impact of
  issues on workforce numbers
• Conduct workforce forecasting
• Implement talent management system
• Conduct competency gap assessment
• Develop DoD FM Strategic Human Capital Management
  Plan

• Develop strategies to fill gaps
• Monitor Mission Critical Occupations (MCOs)
• Manage Civilian Expeditionary Workforce (CEW)
  within FM functional community
• Develop succession plans

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The Role of the Component/Agency Functional
Community Managers (CFCMs)
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• Work with OSD Functional Community Manager (FCM)
  on enterprise-wide functional community
  management initiatives
• Develop, implement and operate job analysis
  programs
• Integrate competency-based SHCP into the
  life-cycle management of employees within the
  Components
• Coordinate with the OSD FCM
• Conduct environmental scan and analyze impact of
  issues on workforce numbers
• Conduct workforce forecasting
• Implement talent management system
• Conduct competency gap assessment
• Assist with the management of the Civilian
  Expeditionary Workforce within the functional
  community
• Implement succession plans
• Establish a partnership team with
  Service/Component experts to address reporting
  requirements
• Manpower
• Budget
• Human Resources

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Roadmap View
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Current State
Future Vision

• Multiple programs throughout DoD
• Individual approaches based on Office / Component
  / Organization
• Focus on organizational need not enterprise need
• No Interoperability
• Capability gaps
• No cross pollenization of positions
• Limited candidate pools for cross functional
  assignments
• No standardized competencies
• No plans for accession through separation

• Cross functional development
• Multi-facetted, skilled staff
• High Performing Workforce
• Integrated and standardized FM body of knowledge
• Agile, flexible workforce
• Clear roadmaps for career development
• Increased professionalism
• Increased education and professional FM
  certifications
• Sustained knowledge base
• Increased candidate pool for cross functional
  assignments
• Standardized competencies
• Succession plans

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Reporting RequirementsWorking with
Components/Agencies
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• Providing Personnel Readiness data for the
  report to Congress (to SASC)
• Completing worksheets Service and Agency inputs
  on each 5XX
• Reviewing workload forecast (environmental scan)
• Considering key questions
• Do template numbers match your projected end
  strength?
• Do template numbers match current manpower in
  place?
• Are there any projected or anticipated military
  to civilian conversions?
• Are there any projected or anticipated
  contractors to civilian conversions?
• Are there any workload increases or decreases
  projected or anticipated?
• Considering expeditionary questions
• What is the military / civilian / contractor mix?
  
• What is the impact to your end strength?
• What are the needed skill sets?
• What are the COCOMs expectations?
• Updating forecasts (Report to Congress input) to
  OSD Functional Community Manager (Deb Brand is
  the POC for consolidating 5XX data)

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Proposed Way Ahead and Timelines
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Key timelines for the FM Community for
Congressional Report
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Office of the Under Secretary of Defense
(Comptroller)/CFO Human Capital Plan
USD (Comptroller)
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Objective, Vision and Accomplishments to Date
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Vision To create an integrated, agile, and
high-performing workforce of multi-faceted,
interchangeable functional specialists to support
the needs of the OUSD(C) and respond to emerging
changes. Objective To work with the OUSD(C)
staff in building a competency-based workforce
management programthat links FM competencies,
requirements, andtraining needs for the
OUSD(C)FM workforce.
Establish the Office of Financial Workforce
Management
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How Do We Accomplish This?
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• Meet with OUSD(C) staff and FM Reps from Services
  and Agencies
• Create a working group with OUSD(C) staff with
  Components / Agencies
• Coordinate and implement competencies and tasks
• Create, review and modify education and training
  plans
• Create and implement the USD(C) Challenge Fund
• Implement professional development programs
• Mentoring / Coaching
• Tuition Assistance
• Internships
• Developmental Assignments
• Conduct gap analysis
• Develop career roadmaps
• Develop standardized Individual Development Plans
• Develop succession plans with senior leaders
• Other suggestions from the Working Group

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Conclusion Way Ahead

• Big H efforts with PR include
• Data for Congressional Report
• Civilian Expeditionary Workforce

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Way Ahead

• Little h efforts with USD(C) include
• Website
• Internships
• Challenge Fund
• Professional Development Opportunities for Staff

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It is important to remember our Professional
Growth never stops . . .
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Ice Cream??