1. BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS)
Civilian Training and Leader Development Update
Ms. Lisa Rycroft
TITLE
BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS)
Arial Black 36
Human Resources Summit
Craig A. Spisak, Director
7 November 2006
Arial, 20 pt

2. Army Civilian Training and Leader Development UpdateB S N M
HQ, Department of the Army G-37
Training Directorate
Army Civilian Training and Leader Development Update
April 2011
Presented by: Ms. Lisa Rycroft
Chief, Civilian Training and Leader Development Division
AS OF: 4/19/2017 5:24 AM

3. G-37/TR Mission G-37 Training and Leader Development Directorate (TR)
Develop, coordinate, and resource policies and strategies for training and leader development programs and initiatives to achieve directed requirements for individual, leader, and unit training readiness to support ARFORGEN, and to enable the Army to support the National Military Strategy.
Civilian Training and Leader Development Division (TRV)
Develop, coordinate, resource policies and strategies that ensures the Army provides training, education and operational experiences to develop leader competencies and enhance functional and technical capabilities of the Army Civilian Corp in support of the Army Mission.
“We must also think differently about how we train, educate, and develop the dedicated employees of the Army Civilian Corps. Effective 1 October 2009, HQDA Staff responsibility for civilian functional training transfers from the Army G-1 to the Army G-3/5/7. Intent is to better synchronize CES with OES and NCOES. This includes ensuring appropriate members of the Civilian Corps are as conversant on war fighting doctrine as their uniformed counterparts.”
Chief of Staff Army
Army Training and Leader Development Guidance
AS OF: 4/19/2017 5:24 AM

4. Strategic Challenges Implementing NDAA 2010 Personnel Requirements
Losing Intellectual Capital; Competition for Talent
Striking the Right Balance in Workforce Mix
Building Competencies to Meet Emerging Missions
Supporting Expeditionary Missions
Caring for Wounded Warriors
Improving Work Environments
Increasing Diversity
No Funding Growth in POM Years
AS OF: 4/19/2017 5:24 AM

5. Enterprise Based System for the Army Civilian
Strategic Drivers
National Defense Authorization Act of 2010
…establishes Congressional mandates for all Services
Army Campaign Plan 2011
…identifies one overarching requirement: Effectively and efficiently allocate and use resources to build the best possible force.
Human Capital Strategy
…sets the cardinal direction for all Army cohorts
Civilian Workforce Transformation Plan
…identifies the goals and lines of operation for future success
Army Training & Leader Development Guidance (CSA approved)
…outlines how we will support and deliver training and leader development
Leader Development Strategy – Civilian Annex
…articulates requirements for Civilian leader development
Army Training Strategy, Appendix A, Goal #4, Civilian Dev
…articulates requirements for Civilian functional and technical training and
ensures inclusion in Army Campaign Plan
Enterprise Based System for the Army Civilian
AS OF: 4/19/2017 5:24 AM

6. Strategic Drivers
National Defense Authorization Act of 2010: establishes Congressional mandates for all Services.
Section 1112 (a) Establish a Defense Civilian Leadership Program.
Section 1113 (d) Establish a training program for supervisors and requires reports from the Secretary to Congress.
Department of Defense Instruction (DoDI) , Growing Civilian Leaders, November 19, 2009
The Heads of the DoD Components shall: (a) Plan, program, and budget investments in civilian leader development at levels sufficient to assess periodically the leadership competencies of the civilian workforce and provide learning opportunities aligned with the CLDF&C to maximize overall return on investment.
5 CFR 412 – Deliberately and progressively develop DoD civilian leaders as a diverse cadre of skilled, effective and efficient leaders prepared to excel in joint, interagency, and multinational environments
Components (ARMY) will establish and align specific strategies for developing the civilian leader workforce, to include objectives and intended outcomes, with the DOD Model.
Programs shall be subject to oversight at the highest levels within DoD, the Components, and subordinate organizations as established by DoD Instruction (reference (k)).
Civilian leader positions include but are not limited to: supervisors, managers, team leaders, program managers, and project managers.
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7. Structure Acquire Develop Distribute Sustain Transition
Army Civilian Corps
A Case for Change
The Army does not have a:
Civilian enterprise-wide requirements generation process;
Robust lifecycle management strategy that addresses accessions through replacement;
Civilian development system that is well managed, integrated, or sufficiently resourced to transform the Civilian Corps for the 21st Century.
Structure
Acquire
Develop
Distribute
Sustain
Transition
AS OF: 4/19/2017 5:24 AM

8. Civilian Workforce Transformation
LOE 1: Integrated Requirements Allocation, Resourcing
Outcome: Integrate requirements determination, allocation and resourcing processes that identifies the Civilian workforce capabilities
Tasks Status
Develop FC/FCR Staffing Model Complete
Develop Requirements COAs Planning
Integrate Requirements & Resourcing Planning
Develop Requirements & Resource MCOs Planning
LOE 2: Civilian Workforce Life-Cycle Strategy
Outcome: Improve civilian workforce lifecycle strategy, planning and operations to enhance mission effectiveness.
Tasks Status
Develop FC/FCR Roles & Responsibilities Staffing
Migrate 100% of Civilian Cohort to CPs Underway
Implement Competency Management System Pilot underway
LOE 3: Integrated Management System
Outcome: Establish an integrated management system to support Civilian human capital decision making .
Tasks Status
Develop Governance Structure Complete
Implement Army Career Tracker Spiral 1 Underway
Integrated Management Architecture Planning Underway
LOE 4: Civilian Leader Development (CMO ‘Quickstart’)
Outcome: Alignment of Civilian leader education, training and experience programs with requirements and resources needed to fund these programs.
Tasks Status
Define Critical Executive Competencies Complete
Develop Competency-based Course Catalog Underway
Refine Leader Experience Programs Planning underway
LOE 5: Civilian Hiring Reform (CMO ‘Quickstart’)
Outcome: Make the civilian hiring process quicker, more efficient and more effective.
Tasks Status
Ft. Myer Beta Test Underway
Deploy USA Staffing Planning; Apr ‘11 Start
Integrate NSEP/SCEP Pilot underway
Deploy Marketing/Recruiting campaign Planning underway
50%-79% Complete
20%-49% Complete 8

9. Senior Leader Priorities
CWT Supports
Senior Leader Priorities
“Our generating force must not only be an engine of change, but be designed for change in and of itself...”*
Secretary Goal*
CWT Action
Create a flexible and adaptable Generating Force.
LOE 1: Develop a requirements development process that supports adaptive planning.
LOE 2: Improve Civilian workforce lifecycle strategy, planning, and operations.
Under Secretary Goals**
Manage the workforce in a career field.
LOE 3: Achieve 100% Civilian Coverage.
Develop clear civilian career paths.
LOE 3: Achieve100% Civilian Coverage.
Field Army Career Tracker.
Train and develop leaders.
LOE 4: Develop competency based development program that links development to performance.
Reform hiring process.
LOE 5: Implement hiring reform model to reduce cycle time to 80 days.
* Honorable McHugh , Secretary of the Army, AUSA Convention, 25 Oct 10
**Honorable Westphal, Under Secretary of the Army, AUSA Convention, 27 Oct 10

10. New Career Programs CP10 CP11 CP12 CP13 CP14 CP15 CP16 CP17 CP18 CP19
** Denotes “new” Career Program
Old
New
CP10
Civilian HR Management
CP11
Comptroller
CP12
Safety & Occupational Health
CP13
Supply Management
CP14
Contracting & Acquisition
CP15
Quality & Reliability Assurance
CP16
Engineer & Scientist (Non-Construction
CP17
Materiel Maintenance Management
CP18
Engineers &Scientists (Construction)
CP19
Physical Security and Law Enforcement
CP20
Quality Assurance Specialist (Ammo Surv)
CP22
Public Affairs & Communications Media
CP24
Transportation Management
CP26
Manpower & Force Management
CP28
Equal Employment Opportunity
CP27/29
Installation Management
CP31
Education Services
CP32
Training, Capabilities & Doctrine Warfighting Dev
CP33
Ammunition Management
CP34
Information Management
CP35
Intelligence
CP36
Modeling & Simulation
CP50
Military Personnel Management
**CP51
General Administration & Management
**CP53
Medical
(FC/FCR Designated)
**CP55
Inspector General
**CP56
Legal
**CP 60
Foreign Affairs & Strategic Planning
**CP64
Aviation

11. Structure Acquire Transition Sustain Develop Distribute
Army Civilian Corps Lifecycle
Structure
Acquire
Develop
Distribute
Sustain
Transition
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12. Institutional Training
The authority to train Army civilians is vested in Title 5, US Code of Federal Regulation, Part III, Subpart C, Chapter 41, Section 4100, Government Employees Training Act (GETA).
Leader development is the deliberate, continuous, sequential, and progressive process; grounded in Army values that develop civilians into competent and confident leaders capable of decisive action.
Functional training provides employee study in scientific, professional, technical, mechanical, trade, clerical, fiscal, administrative, or other fields which will improve individual and organizational performance and assist in achieving the Army’s mission and performance goals.
Functional Training includes Competitive Professional Development (CPD) programs as well as functional /technical training within TRADOC and other military schools.
CPD provides developmental opportunities in academic (university) programs, Training-With-Industry (TWI) and/or planned career enhancing assignments documented in Career Programs’ ACTEDS plans or non-careerists Individual Development Plan
ADT allows employees to obtain an academic degree related to the performance of their official duties.
AS OF: 4/19/2017 5:24 AM

13. Civilian Leader Development
Overview
Civilian Leader Development
Pay Band 1
Pay Band 2
Pay Band 3
GS-5/7/9
GS-11
GS-12
GS-13
GS-14
GS-15
NAF 1/2/3
NAF 4
NAF 5
Defense Senior Leader Development Program (DSLDP)
Civilian Education System (CES) is the underpinning of all leader development programs
Substantial policy changes effective FY12
Increase Mobile Education Teams
Aligned with DOD Competencies
Must meet intent of National Defense Authorization Act – must report to Congress
Senior Service College
Continuing Education for Senior Leaders (CESL)
Advanced Course (AC) – DL & Resident
DOD Executive Leadership Prgm (DELDP)
Manager Development Course (MDC) – DL
Intermediate Course (IC) – DL & Resident
DOD Civ Emerging Leader Prgm
Basic Course (BC) – DL & Resident
Supervisor Development Course (SDC) – DL
Action Officer Development Course (AODC) – DL
Foundation Course (FC) – DL For ALL new Army civilians 13
Communities of Practice Available at Each Level

14. Leader Development Continuum and Army CES Crosswalk
opportunities (education, training, self-development, assignments)
Deliberate development through progressive learning
that broaden experience and increase responsibility.
DoD Civilian
Leader Development Continuum
and Army CES Crosswalk
Vision
External Awareness
Strategic Thinking
Political Savvy
Global Perspective
National Security Strategy
Lead the
Institution
Technology Management
Financial Management
Creativity and Innovation
Partnering
Entrepreneurship
National Defense Integration
National Security Environment
Lead Organizations/
Programs
CES Advanced Course
Human Capital Management
Leveraging Diversity
Conflict Management
Developing Others
DoD Corporate Perspective
National Security Foundation
Lead People
CES Intermediate Course
LINKS TO SLIDES 5, 5 AND 16
Earlier, we discussed the Leader Development Framework.
This is the companion document, the Leader Development Continuum.
This Continuum illustrates the Department’s leadership tiers.
As shown at the bottom, the Department essentially considers everyone a leader, as our fundamental philosophy is that each employee must lead him or herself.
Working your way up, we have team and project leads, followed by “Lead People” – first level supervisors, then “Lead Organizations & Programs” – second level supervisors or managers, and finally “Lead the Institution” – executives. This Continuum is not intended to illustrate the three SES tiers within the executive level.
The competencies shown in each tier identify those skill sets that leaders are expected to build as they progress to that tier. For example, aspiring managers would concentrate additional emphasis on Financial Management.
This does not mean that leaders below the managerial level are expected to lack competence in, for instance, Financial Management. It does, however, mean that team leaders would not be as proficient in that competency as managers.
Team Building
Accountability
Decisiveness
Influencing/Negotiating
DoD Mission and Culture
Lead Teams/Projects
CES Basic Course
Flexibility Integrity/Honesty Interpersonal Skills
Resilience Customer Service Oral Communication
Continual Learning Problem Solving Written Communication
Service Motivation Technical Credibility Mission Orientation
Computer Literacy
Lead Self
CES Foundation
Course

15. CES Courses The BASIC COURSE Apply leadership skills
The FOUNDATION COURSE
Eligibility:
Open to All Army Civilian employees
Military and other DOD employees
Required for all interns, team leaders, supervisors and managers hired after 30 September 2006
Objectives:
Learn Army structure and leadership doctrine
Team building, group dynamics and effective communication principles
Organize daily activities
Increase self-awareness
Meet DA admin requirements
Understand Army Civilian career progression
The BASIC COURSE
Eligibility:
Army Civilian permanent employees in supervisory or managerial positions
Army Civilian permanent employees
Military supervisors of Civilians/other DOD employees
Objectives:
Apply leadership skills
Demonstrate leader attributes
Manage mission accomplishment
Comply with applicable laws
Subordinate/Self development
AS OF: 4/19/2017 5:24 AM

16. The ADVANCED COURSE (AC)
CES Courses
The INTERMEDIATE COURSE (IC)
Eligibility:
Army Civilian permanent employees in supervisory positions
Army Civilians in permanent positions
Military supervisors of Civilians/other DOD employees
Objectives:
Leading people
Develop cohesive organizations
Managing human/fiscal resources
Implementing change
Effective thinking/communication
Mission accomplishment
Preparing an organization for the future
The ADVANCED COURSE (AC)
Eligibility:
Army Civilian permanent employees in supervisory or managerial positions
Senior level Army Civilian permanent employees
Military supervisors of Civilians/other DOD employees
GS 13-15/comparable NSPS band
Objectives:
Leading complex organizations in
support of national security
Managing organizational resources
Leading change
Inspiring vision and creativity
Directing program management
Supporting the Joint Forces
AS OF: 4/19/2017 5:24 AM

17. Civilian Education System (Policy)
HQDA centrally funds CES for all Army civilians.
CHRTAS is the registration system for CES courses.
CES attendance is based on meeting course prerequisites and eligibility requirements.
Foundation course is required for all interns, team leaders, supervisors and managers hired after Sept 2006.
Priority 1: Army team leaders, supervisors and managers to attend Basic, Intermediate and Advanced Courses.
Priority 2: All other Army civilians to attend Basic, Intermediate and Advanced Courses.
Priority 3: Other attendees (military/non-Army). This group is not centrally funded.
AS OF: 4/19/2017 5:24 AM

18. Civilian Education System (Policy)
Interns are required to complete the Action Officer Development Course and Foundation Course before completion of the intern program.
Team leaders are required to complete the Basic Course.
Supervisors and managers are required to complete the Basic, Intermediate and Advanced courses at the appropriate grade level.
Advanced Course is available to GS13 and above or equivalent pay band.
Continuing Education for Senior Leaders (CESL) is available to GS14-15 or equivalent pay band, one year after AC completion and thereafter in one year iterations.
AS OF: 4/19/2017 5:24 AM

19. Civilian Education System (Policy)
Employees can reapply for the same level of completed training after 5 years.
Local Nationals are centrally funded to attend CES and attend on command quotas IAW policy priorities.
CES classes open to five non-Army students.
CES equivalency can be requested for training completed within 10 years of credit request. Apply through CHRTAS.
CES constructive credit is requested through AMSC for G-37 approval Consideration of leadership education/training completed through private industry, another military department, federal agency, university or for civilian supervisory experience.

20. Equivalent Courses
Civilian CES Military
Completed within last 10 years Completed within last 10 years
Civilian Leadership and Development Course (LEAD)
Basic Course
Officer Basic Course,
Warrant Officer Advanced Course (WOAC)
Advanced NCO Course (ANCOC)
Organizational Leadership for Executives (OLE)
Intermediate Course
Captains Career Course (CCC)
Warrant Officer Senior Course (WOSC)
First Sergeant Course (FSC)
Sustaining Base Leadership and Management (SBLM)
Advance Course
Command and General Staff College (CGSC)
Intermediate Level Education (ILE), Warrant Officer’s Senior Staff Course (WOSSC)
Sergeant Majors Course (SMC)
CHRTAS:
AS OF: 4/19/2017 5:24 AM

21. Integrating Army Acquisition Workforce Training and CES Leadership Education Courses
Integrating CES Core Leadership Courses into AAW Functional Training Plan
Certification level is loosely tied to grade level of position (i.e. Level 1=GS 9;
Level 2= GS 9-12; Level 3=GS12-SES)
Required functional training is first priority for AAW employees. Certification is a condition of employment in position.
Once certification is achieved, CES Core Leadership Courses are taken to round out the employee as a functional expert and Army leader.
CES Core Leadership Courses can be used to maintain certification by filling the requirement for Continuous Learning Points (example next chart).
Policy changes regarding grade targets for Core Leadership Courses and the elimination of the 10-year rule for course equivalency will encourage CES attendance at the appropriate course level.
AS OF: 4/19/2017 5:24 AM

22. Continuous Learning Points (CLP) Requirement
Army Acquisition Workforce Training and CES Leadership Education Courses
Continuous Learning Points (CLP) Requirement
Once an AAW member achieves the required Certification Level, he or she must earn CLPs
CLPs are required at 40 per year and 80 per 2 years.
CES core leadership courses can be used to gain CLPs by being counted as continuing education units (CEUs).
CES Basic Course (phase 1 & 2) at 11.6 CEUs = 116 CLPs
CES Intermediate Course (phase 1 & 2) at 16.3 CEUs = 163 CLPs
CES Advanced Course (phase 1 & 2) at 26.9 CEUs = 269 CLPs
AS OF: 4/19/2017 5:24 AM

23. Army CES Statistics - Objective 4-2, Subtask 4-2.6
As of 10 Apr 11
Location
Course Title
FY10 Requirement
FY10 Grads
% of Load
FY 11 Requirement
FY11 Grads
Leavenworth
Civilian Basic
1500**
1708
113.9%
2000
970
48.5%
Civilian Intermediate
352
101
28.7%
3504 97 3%
Belvoir
2192
660
30.1%
Civilian Advanced
320
208
65.0%
203 41
20% dL
Civilian Foundation
5000
4276
85.5%
1108
22.1%
1500
2931
195.4%
945
43.1%
3500
495
14%
1100
395
35.9%
448
150
33.4%
AS OF: 4/19/2017 5:24 AM

24. Civilian Leader Development: Online Courses
distributed Learning (dL) available through the Internet for
all Army Civilians for self-development
Action Officer Development Course
Supervisor Development Course
Manager Development Course
Assists supervisors and managers with basic skills for managing work and leading people
Recommended for all Civilians in supervisory and management positions
Designed for Civilians who “work actions” on behalf of senior staff officers or commanders
Required for interns Completion required before they complete the intern program
Provides supervisors and managers with Civilian administration skills such as work management and basic supervision
Required for employees in supervisory and management positions
AS OF: 4/19/2017 5:24 AM

25. the G-1 Civilian Executive Board (CEB)
Senior Service College (SSC)
SSC is at the apex of a civilian’s leader educational development and prepares civilians for positions of greater responsibility.
SSC is for civilians who require an understanding of complex policy and operational challenges and increased knowledge of the national security mission.
Schools: Army War College (AWC), Army War College-Distant Education (AWC-DE) and Industrial College of the Armed Forces (ICAF)
Eligibility:
GS 14/15 or equivalent pay band
Three years in a DA civilian permanent appointment
Baccalaureate degree from an accredited college or university
CES Advanced Course completion or equivalent credit
Selected by DA Secretariat Board Selections (Order of Merit List)
Continued service agreement required
Army selectees centrally managed under the G37/TR Civilian Training Student Account (CTSA); Placement after graduation by
the G-1 Civilian Executive Board (CEB) 25
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26. Civilian Training Student Account
Objective 4-2, Subtask 4-2.5
Program Purpose
Establish a centrally managed Army Civilian Training Student Account (CTSA) for Civilians selected by Army to attend the U. S. Army War College (AWC) and the Industrial College of the Armed Forces (ICAF) Senior Service College (SSC) resident programs (modeled after the military trainee, transient, holdee, student (TTHS) account)
Program Benefits
Civilians assigned to the CTSA will be relieved of organizational responsibilities, allowing them to concentrate on their training requirements
Losing commands can immediately backfill against the vacant position and mitigate disruption to the mission
Selectees attend SSC in a long-term TDY status and are authorized one centrally funded PCS move to their next duty assignment upon graduation funded by the G-3 (exclusive of DNRP)
IAW AR Army Training and Leader Development, selectees are subject to mandatory graduate placement managed by G-1(CP). Placement goal is 15 April 11
Provides, for the first time, a deliberate process that aims to maximize individual capabilities of the Army’s highest performing civilian
AS OF: 4/19/2017 5:24 AM

27. DOD Executive Leadership Development Program (DELDP)
Typical Program Elements:
Two -week core curriculum training (team building, decision making, problem solving, communication, etc)
One-week deployments each month Dec – Jun to various installations and forward-deployed locations
Briefings on Defense and international issues, intelligence operations and training at Defense Executive Institute
Command or ACTEDS funded ($6000 tuition)
Eligibility:
GS or equivalent pay band
Three years in a DA Civilian permanent appointment
Baccalaureate degree; GS-12 - CES Intermediate Course or equivalent*; GS-13 above - CES Advanced Course or equivalent*
A Secret Clearance
Posses good physical condition and demonstrated ability to work effectively as a team member
Component reviews nominations; forwards top candidates to DOD for final selection
*recent policy change
AS OF: 4/19/2017 5:24 AM

28. Defense Senior Leader Development Program (DSLDP)
Program Elements:
Senior-Level Professional Military Education (PME)
Defense-Focused Leadership Seminars
Individual Development with SES Advisors and Professional Coaches
DOD funded
Eligibility:
GS 14/15 or equivalent pay band
Three years in a DA civilian permanent appointment
Baccalaureate degree
CES Advanced Course completion or equivalent credit
One year supervisory experience
Minimum standard for proficiency of ECQ competencies
Component nomination for DOD selection across components
Rigorous DoD level selection process – ECQ-based
DOD Board selection; DOD Leadership ratifies selections
Requires continued service agreement
AS OF: 4/19/2017 5:24 AM

29. Army Congressional Fellowship (ACF) Program
Typical Program Elements:
18-month program which provides congressional training
40-hour Force Integration Course; assignment on the staff of a member, committee, or support agency of Congress
Responsibilities include drafting legislation, arranging congressional hearings, writing speeches
Masters Degree in Legislative Affairs, George Washington University
DoD funds $25,000 tuition
Travel and per diem Command or ACTEDS funded
Eligibility:
GS or equivalent pay bands
Three years in a DA civilian permanent appointment
Baccalaureate degree; GS-12 CES Intermediate Course or equivalent*; GS-13 above CES Advanced Course or equivalent*
Component reviews nominations; forwards top candidates to DA Secretariat for final selection
Selectee must sign a continued service agreement
*recent policy change
AS OF: 4/19/2017 5:24 AM

30. Typical Program Elements:
OPM Federal Executive Institute (FEI) Leadership for a Democratic Society
Typical Program Elements:
Four-week program covering personal leadership in government, transforming public organizations, policy in a constitutional system, global perspectives , and public action
Designed to develop care executive competencies, linking individual development to improved agency performance
$19,500 tuition
Command or ACTEDS funded
Eligibility:
GS -15 or equivalent pay bands
Three years in a DA civilian permanent appointment
CES Advanced Course or equivalent*
Commands/FCRs review nominations; forwards top candidates to G-37/TRV for final selection
*effective 1 Oct 11
AS OF: 4/19/2017 5:24 AM

31. Harvard University Program for Senior Executive Fellows (SEF)
Typical Program Elements:
Four-week program targeted for promising upper-level managers who have advanced rapidly into senior positions and are now required to focus on ”the larger picture” of the organization
Builds on executive skills in political and public management, negotiation, human resource management, policy-making, organizational strategy, communication, ethics and leadership
Participants expected to contribute professional expertise to compliment program’s learning experience
$18,000 tuition
Command or ACTEDS funded
Eligibility:
GS or equivalent pay bands
Three years in a DA civilian permanent appointment
CES Advanced Course or equivalent*
Nominations are paneled and selections made at G37/TR
*recent policy change
AS OF: 4/19/2017 5:24 AM

32. Senior Manager Course (SMC) in National Security
Typical Program Elements:
Four-week program designed to provide senior leaders and managers an understanding of the factors and forces that shape national security strategy and policy – held in Washington, DC
Site visits to the Supreme Court, Congress, the National Security Council, the State Department, media outlets, key think tanks, and Non-Government Organizations
Field trip to New York City during which a number of transnational security issues will be analyzed
Tuition, meals, and lodging funded by DoD
Command or ACTEDS funded (travel and incidentals)
Eligibility:
GS -15 or equivalent pay bands
Three years in a DA civilian permanent appointment
CES Advanced Course or equivalent*
Nominations are paneled and selections made at G37/TR; top candidates forwarded to OSD for final selection
*recent policy change
AS OF: 4/19/2017 5:24 AM

33. Academic Degree Training
Academic Degree Training (ADT):
Authorized under Title 5, US Code, Section 4107 and Title10, United States Code, Section 1745(a)(2).
Must be part of a planned, systematic and coordinated program of professional development endorsed by the Army that supports organizational objectives.
Academic degree to be pursued must be related to the performance of the employee’s official duties.
Degree granting institution must be accredited.
All members of the Army Civilian Corps may apply for ADT Training—See ACTEDS Catalog/local command guidance.
All requests must be properly routed through G-37/TRV for review and forward to ASA (M&RA).
The ASA(M&RA) has sole authority for approving ADT requests, regardless of funding source.
AS OF: 4/19/2017 5:24 AM

34. Academic Degree Training
ADT Application Packet
Academic Degree Training Application Form
Signed by Applicant, ACPM, MCPM, and FCR (or Command POC)
Academic Degree Training Applicant Statement (NTE 500 words)
Academic Degree Plan (for entire program)
Continued Service Agreement (pgs 4-5) of the Authorization, Agreement, Certification of Training (SF 182) and SF 181 – RNO Form
Resume (that includes list of prior government sponsored training and individual courses funded by ACTEDS)
Letter of Acceptance from an accredited institution
Validation of Requirement/Utilization Plan from Employee’s Supervisor (NTE 500)
ACTEDS Funded – signed by ACPM, CPM and FCR:
Career Program Functional Review Form
Request for Central Resource Support Form
Career Program Unique Documents (if required)
Command Funded:
Endorsement from Commander (ACOM, ASCC, DRU, OAA)
Command Unique Documents (if required)
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35. Mandatory Supervisory Training
Strategic Drivers:
The 2010 National Defense Authorization Act (NDAA) Section 1113
  5 CFR Section
  Federal Supervisory Training Act of 2010*
The 2010 NDAA outlines specific development of a mandatory training program for DoD supervisors:
All supervisors who supervise DOD Civilians (Military, Civilian)
Supervisory training on the use of the new NDAA authorities, prohibited personnel practices and mentoring of new supervisors
Development of individuals in supervisory, managerial and executive positions, as well as individuals whom the agency identifies as potential candidates for those positions, based on the agencies' succession plans
First time supervisor (in job less than 2 years) training not later than one year after the date on which an individual is appointed to the position of supervisor.
Refresher/sustainment training for each supervisor required at least once every three years
Courses of Action for Army way ahead under development
AS OF: 4/19/2017 5:24 AM

36. Supervisory Training - Background
Program content should include training on the appropriate authorities, actions, options, and strategies to include….
Merit System Principles
Prohibited Personnel Practices
Performance Goals and Objectives
Improving Performance and Productivity
Managing Performance Problems
Mentoring Employees (cannot be accomplished by courseware)
Motivating Employees
Addressing Hostile Environment, Reprisals, Harassment
Collective Bargaining
Employee, Management, Union Rights
Career Transitions
Individual Development Plan
Continuous Learning Experiences Linked to Leader Competencies
OSD and Army are reviewing additional topics that will be required to include in DoD course content
AS OF: 4/19/2017 5:24 AM

37. Army Career Tracker (ACT)
ACT is a leadership development tool that will:
Integrate training, education, and experiential learning into one personalized and easy to use interface
Present users with an intelligent search capability of multiple Army education and training resources
Provide users with a more efficient and effective way to monitor their career development
Allow leaders to track and advise Users on their personalized leadership development
ACT is a part of the Army Learning Concept 2015.
ACT is part of G-3 Army Campaign Plan 2011 and Civilian Workforce Transformation
AS OF: 4/19/2017 5:24 AM

38. ACT Operational View (OV-1)
AS OF: 4/19/2017 5:24 AM 38

39. CWT LOE 3:
Army Career Tracker - Civilian
Army Career Tracker is built on world class industry leading commercial off the shelf (COTS) product
IBM Collaboration Accelerator and WebSphere Portal; IBM Info Sphere DataStage
Endeca Information Access (Search Engine); Lotus Content Management; Cognos Business Intelligence;
Metastorm Information Manager (HRC Enterprise Svc Bus)
AKO Single Sign on; System of Record Notice; Privacy Impact Assessment
Civilian Home Page My Activities My Career Brief My IDP My Career Map Search Catalog
ACT components and their capabilities:
IBM Collaboration Accelerator and WebSphere Portal (Portal, My Journal (blogging), Find An Expert (search))
IBM Info Sphere DataStage (Extract, Transform, and Load data from external Army Sources)
Endeca Information Access (Search Engine used by Home Depot and Walmart)
Lotus Content Management (Profiled communications, Career Map maintenance and presentation)
Cognos Business Intelligence (Staff role; analytics and reporting)
All AKO account holders will be able to authenticate into ACT
Privacy Act documentation such as the System of Record Notice (SORN) and Privacy Impact Assessment (PIA) has already been approved by HQDA.
Envisioned functionality samples:
Home Page - Entry into the system begins here. Left Menu provides Notices, Leaders and Resources which are seen in succeeding pages. ACT News and a high level dashboard with drill down capabilities provide the primary functionality of this page.
My Activities – User may create Goals and the events to accomplish them in a task-oriented, scheduling function
Career Brief – Displays high level aspects of the personal record, assignments, education, training, certifications.
IDP - Individual Development Plans may be created/updated/routed to a Supervisor and 'Higher-level Reviewer' if required. Supervisors can send originators Notices and set an EVENT on MY CALENDAR (both options) to meet with the employee before approving the IDP. IDP creator has ability to prioritize training requests and training goals can span multiple years (FYs).
Career Map - Defaults to current CP and Series, but allows “exploration” of a different career path(s) in My Planner.
Search Catalog – searches through multiple sites to provide a complete listing of courses that fill the criteria selected, vice going to several sites where education is offered
My Journal, Supervisor Page, Career Program Page, Career Resources, Find an Expert, Staff Roles, Report Capabilities

40. ACT Civilian Home Page
My IDP 40
AS OF: 4/19/2017 5:24 AM 40

41. Army Career Tracker-Civilian Deployment Schedule
D R A F T AS OF 15 April 11
Spiral 1
Spiral 2
Spiral 3
Spiral 4
Spiral 5
1 Apr – 30 Aug 11
1 Sep – 31 Dec 11
1 Jan – 31 Mar 12
1 Apr – 30 Jun 12
1 Jul – 30 Sep 12
CP 11 Comptroller
CP 18 Construction Engineers
CP 22 Public Affairs
CP 27 Housing
CP 29 Installation Management**
CP 31 Education Services
CP 32 Training
CP 34 Information Technology
CP 10 Human Resources
CP 12 Safety /Occupation Health
CP 13 Supply Management
CP 17 Material Maintenance
CP 24 Transportation
CP 14 Acquisition
CP 16 Engineers /Scientists
CP 19 Physical Law
CP 20 Quality Assurance
CP 26 Manpower/ Force Mgt
CP 28 Equal Employment
CP 15 Quality Assurance
CP 33 Ammunition Management
CP 35 General Intelligence
CP 36 Modeling /Simulation
CP 50 Military Personnel
CP 53 Medical*
CP 56 Law*
CP 51 General Administrative/ Management*
CP 55 Inspector General*
CP 60 Foreign Affairs/Strategic Planning*
CP 61 Historians and Museum Curators*
CP 64 Aviation*
*New CPs
**will deploy
AS OF: 4/19/2017 5:24 AM

42. ACT – Civilian Milestones
As of 4 Mar 11
Date
Key Actions
Status
TBD
Full Launch Phase 2 Complete
Pending
Integrate with Competency Mgt System
1 Oct 12
Full Launch Phase 1 Complete
1 Jul – 30 Sep 12
Collect/load Meta data; Roll out Spiral 5 (4 CPs) Conduct CWT IPR
1 Apr – 30 Jun 12
Collect/Load Metadata , Roll out Spiral 4 (7 CPs) Conduct CWT IPR
1 Jan – 31 Mar 12
Collect/load Metadata; Roll out Spiral 3 (7 C Ps) Conduct CWT IPR
1 Sep – 31 Dec 11
Collect/load Metadata; Roll out Spiral 2 (8 CPs) Conduct CWT IPR
1 Oct 11
Brief CWT GOSC for Approval for Full Launch; Deploy Marketing
Working
1 Aug – 30 Sep
Conduct Systems Test; Correct deficiencies, Develop ACT Rollout Guide
1 Apr – 30 Aug 11
Refine requirements; Collect/load Metadata; Roll out Spiral 1 (5 CPs)
On Target
24 Mar 11
ACT Kick Off Meeting with Career Programs
Scheduled
4 Mar 11
CWT Contract Support Approved
11 Feb 11
ACT approved by Under Sec and ASA M&RA
Complete
10 Jan 11
CWT GOSC Approval to move forward
Nov – Dec 10
ACT Brief to Dep G3, Dep G1, ASA M&RA; ACT-C Concept Approved
Completed
Nov 10
Requirements Meeting with key stakeholders
28 Oct 10
ACT Internal Planning Session
Ongoing
12 Oct 10
ACT Kick-off Meeting
1 Oct 2010
IBM Awarded Contract DP DP DP 42

43. Resourcing Civilian Training
OSD funded programs
ACTEDS Central funds (other than Intern/Fellows):
CES for all permanent Army civilians
Competitive Training for Careerists serving in the 23 Career programs and Mission Critical Occupations
Expanding to 32 CP to include all Career Fields
Proponent funded training: centralized training funds managed by the functional proponent external to ACTEDS
Command funded training: managed by the commands to fund training for members of their respective commands, irrespective of series or grade
Installation/local funds: generally fund training which is technically/functionally oriented and supported by the employee’s agency
AS OF: 4/19/2017 5:24 AM

44. Conditions for Future Success
Transform our automated training management processes / leverage Army Career Tracker (ACT)
Build a foundation of clear doctrine and policy
Stand up/expand the Civilian Training Student Account (CTSA) for SSC students
Expand civilian functional training for all career programs
Meet NDAA Intent:
Mandated CES leader development training
Implement mandatory supervisory training to meet NDAA intent
Integrate competency management, measures of effectiveness , return on investment
Develop and implement “boots on the ground” acculturation training in FY12
Strengthen our relationship with our sister services
Resource civilian training requirements in the FY POM
Encourage career long learning
AS OF: 4/19/2017 5:24 AM

45. As leaders, you play a key role in the development of that workforce!
What We Need From You
As leaders, you play a key role in the development of that workforce!
Attend training to further your professional development.
Support your employees and ensure the right person gets to the right training at the right time.
Provide us informed feedback so that we can make the requisite changes to meet the needs of the workforce.
Leaders
Civilian Workforce
Mission
Resources
Processes
AS OF: 4/19/2017 5:24 AM

46. An Evolutionary Change To …
Endstate
A civilian training and leader development system
that is
fully integrated into the civilian life-cycle,
competency based, requirements driven, synchronized with the uniformed military system, expanded
to every civilian career field, and measurable
to show value in
supporting the Army mission.
An Evolutionary Change To …
AS OF: 4/19/2017 5:24 AM

47. G-37/TRV Civilian Training and Leader Development Support
Points of Contact
G-37/TRV Civilian Training and Leader Development Support
Division Chief – Vicki A. Brown, ,
Deputy/LD Policy – Ruth Ann Gurr, ,
CES Policy – Lisa Rycroft, ,
CES Credit/CHRTAS Support - Virna Drummond, ,
SSC/DSLDP – Michelle White, ,
Competitive Professional Dev – Lee Carver, ,
Academic Degree Training – Barbara Bellamy, ,
IT/Army Career Tracker – Patricia Rochester, ,
TRV Operations Mailboxes:
CES Registration:
CES Course Credit Requests:
G-3/5/7 TRV Central Budget
Academic Degree Training:
AS OF: 4/19/2017 5:24 AM

48. What are your Questions???
AS OF: 4/19/2017 5:24 AM

49. 1-4.4 Army Civilian Leader Development (CMO “Quickstart”).
Army Vision: A Balanced Army for the 21st Century
ASA (M&RA) ASA (CW) ASA (FM&C) ASA (ALT) ASA (I&E)
Army Outcomes
An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders
Trained and Ready Units Delivered on Time for COCOMs
Soldiers, Equipment, and Units Restored and Reconstituted for Full Spectrum Operations
An Agile, Disciplined Warrior Team that Dominates Across the Spectrum of 21st Century Operations
Army Imperatives
Sustain the Army's
Soldiers, Families
and Civilians
Prepare Forces for
Victory in the
Current Conflict
RESET Forces to Rebuild
Readiness and for Future
Deployments and Contingencies
Transform to Meet the Demands
of Persistent Conflict
in the 21st Century
Overarching Requirement
Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force
Campaign
Objectives
Man the Army & Preserve the All-Volunteer Force
ASA (M&RA)
Staff Coordination: G-1
Core Enterprise: HCE
Provide Facilities,
Programs & Services to Support the Army and Army Families
ASA (I&E)
Staff Coordination: ACSIM
Core Enterprise: SICE
Support Global Operations with Ready Landpower
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: RCE
Train the Army For Full Spectrum
Operations
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Equip the Army For Full Spectrum
Operations
Staff Coordination: G-8
ASA (ALT)
Core Enterprise: ME
Sustain the Force for Full Spectrum Operations
ASA (ALT)
Staff Coordination: G-4
Core Enterprise: ME
Transform the
Operating Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform the
Generating
Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform
Business
Operations
ASA (FM&C)
Staff Coordination: OBT
Army Mgmt Enterprise
ASA(FM&C) interfaces with all objectives
Defined as: Enable a flexible and adaptive Civilian workforce in support of the Total Army.
Members: HQDA G-1 (CP, PR); HQDA G-3/5/7; M&RA CPQ; CHRA; USAMAA; AAC; OSA-OBT; ASALT; OGC; OTJAG.
Lines of Effort:
1-4.1 Integrate requirements determination, allocation and resourcing processes that identifies the Civilian workforce capabilities.
1-4.2 Improve civilian workforce lifecycle strategy, planning and operations to enhance mission effectiveness.
1-4.3 Establish an integrated management system to support Civilian human capital decision making and allows leaders and employees to perform their roles more efficiently in support of Army goals and missions.
1-4.4 Army Civilian Leader Development (CMO “Quickstart”).
Execute Army SES Competency Assessments.
1-4.5 Execute activities to reform the Civilian Hiring Process (CMO “Quickstart”).
1-1 Adapt Processes to Acquire & Retain Best Qualified Soldiers
AAC
2-1 Provide Infrastructure that Supports Stationing & Readiness
ACSIM, IMCOM
3-1 Provide
Forces
ISO Operational
Requirements
FORSCOM
4-1 Training Soldiers
& Civilians
G-3/5/7
5-1 Modernize
& Equip the Army to Increase
Strategic Depth
G-8
6-1 Manage & Improve Materiel Readiness
G-4
7-1 Reorganize
AC & RC into Modular
Formations
G-3/5/7
8-1 Adapt Generating Force Size & Manpower Mix
G-3/5/7
9-1 Develop & Implement an
Integrated
Management
System
OBT
Major
Objectives
1-2 Synchronize Delivery of Soldiers ISO the Total Army Mission
G-1
2-2 Enhance
Well-Being, Quality of Life & Reduce
Deployment Stress
ACSIM, IMCOM
3-2 Continue to Adapt
ARFORGEN
Processes
3-2 Continue to Adapt ARFORGEN Processes
FORSCOM
4-2 Grow Adaptive & Competent Soldier & Civilian
Leaders
G-3/5/7
5-2 Provide APS to Increase
Responsiveness
G-8
6-2 Institutionalize
ARFORGEN
Sustainment
Functions
G-4
7-2 Refine the Role of the RC
DAS
8-2 Transform LWN via the GNEC
CIO / G-6
9-2 Harmonize the Acquisition & Fielding Processes
ASA (ALT)
1-3 Develop a Sustainable & Affordable Force
G-1
2-3 Deliver Responsive Services that Support the Total Force Processes of Manning, Equipping & Training at Installations
ACSIM, IMCOM
3-3 Transform ARFORGEN Business Architecture
OBT
4-3 Deliver Training Support
G-3/5/7
5-3 Protect Weapon Systems Programs to Maintain Warfighter Dominance
ASA (ALT)
6-3 Refine Sustainment Capabilities for the Force
TRADOC
7-3 Adapt the AC/RC Force Mix
G-3/5/7
8-3 Adapting the Army for Building Partner Capacity
G-3/5/7
9-3 Adapt
Capabilities
Development
Process
G-3/5/7
1-4 Execute Civilian Work Force Transformation
G-1
2-4 Implement Environmental Compliance, Conservation & Clean-up Programs
ASA (I&E)
3-4 Train Units for Full Spectrum Operations in a Changing OE
FORSCOM
5-4 Maintain a Leading Edge in Technology
ASA (ALT)
6-4 Transform Contracting Enterprise to Support the Army’s 21st Century Procurement Requirements
ASA (ALT)
7-4 Transform LWN via the GNEC
CIO / G-6
8-4 Leverage
Joint
Interdependence
TRADOC
9-4 Institutionalize Sustainment Lessons from Iraq Drawdown Operations
G-4
1-5 Integrate Strategies to Sustain Individual and Family Readiness
ASA (M&RA), G-1
2-5 Adapt / Execute Energy Security & Sustainability / Climate Strategies
ASA (I&E)
3-5 RESET Units
FORSCOM
5-5 Conduct Robust And Credible T&E to Support Army Acquisition and Full Spectrum Operations
DUSA-TE
6-5 Develop and Sustain a Relevant Organic Industrial Base to Meet Future Contingency Operational Requirements
G-4
7-5 Adapt BCT Mix for an Era of Persistent Conflict
G-3/5/7
9-5 Strengthen Financial Management
ASA (FM&C)
2-6 Provide a Safe & Healthy Environment to Train, Work & Live
ASA (I&E)
9-6 Transform Business Systems Information Technology
OBT, CIO / G-6
CONSOLIDATED PREDECISIONAL DRAFT
26 July 10 (1400)
2-7 Provide an Effective Protection Capability at Army Installations
IMCOM
9-7 Improve Business Systems Information Technology Governance
OBT
Foundational
Requirements
Enhance Strategic Communication
Secure Financial Resources & Legislative Authorities to Meet Requirements
Incorporate Cost Management into Processes 49

50. Army Vision: A Balanced Army for the 21st Century
ASA (M&RA) ASA (CW) ASA (FM&C) ASA (ALT) ASA (I&E)
Army Outcomes
An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders
Trained and Ready Units Delivered on Time for COCOMs
Soldiers, Equipment, and Units Restored and Reconstituted for Full Spectrum Operations
An Agile, Disciplined Warrior Team that Dominates Across the Spectrum of 21st Century Operations
Army Imperatives
Sustain the Army's
Soldiers, Families
and Civilians
Prepare Forces for
Victory in the
Current Conflict
RESET Forces to Rebuild
Readiness and for Future
Deployments and Contingencies
Transform to Meet the Demands
of Persistent Conflict
in the 21st Century
Overarching Requirement
Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force
Subtask Consolidate policy and guidance governing Army Civilian training. Metric: Revised AR 350-1, Army Training and Leader Development, released to include civilian training guidance by 30 Sep 11.
Subtask Develop an Enterprise Civilian Training Management System to automate application processes, track and record civilian training and training requirements.
Metrics: (1) Enhance the current ATRRS/CHRTAS to include Competitive Professional Development Training and an automated SF 182 by 30 Sep 11.(2) Provide visibility of training and professional development records through the Army Career Tracker portal by 30 Sep 12.
Subtask Maximize use of TRADOC and other military Schools to conduct Civilian training.
Metrics: (1) Increase fill of unused seats in TRADOC schools, by Army Civilians, where applicable.(2) Establish standards, metrics and systemic evaluation for TRADOC and other military schools conducting civilian functional training by 30 Sep 12.
Subtask Develop and implement an acculturation training program as directed by FY 10 NDAA.
Metrics: (1) Acculturation Training Pilot Program implemented NLT 1QFY12.
(2) Complete Acculturation Training Program for the Army implemented NLT 4QFY12.
Campaign
Objectives
Man the Army & Preserve the All-Volunteer Force
ASA (M&RA)
Staff Coordination: G-1
Core Enterprise: HCE
Provide Facilities,
Programs & Services to Support the Army and Army Families
ASA (I&E)
Staff Coordination: ACSIM
Core Enterprise: SICE
Support Global Operations with Ready Landpower
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: RCE
Train the Army For Full Spectrum
Operations
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Equip the Army For Full Spectrum
Operations
Staff Coordination: G-8
ASA (ALT)
Core Enterprise: ME
Sustain the Force for Full Spectrum Operations
ASA (ALT)
Staff Coordination: G-4
Core Enterprise: ME
Transform the
Operating Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform the
Generating
Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform
Business
Operations
ASA (FM&C)
Staff Coordination: OBT
Army Mgmt Enterprise
ASA(FM&C) interfaces with all objectives
1-1 Adapt Processes to Acquire & Retain Best Qualified Soldiers
AAC
2-1 Deliver Responsive Services that Support the Total Force Processes of Manning, Equipping & Training at Installations
IMCOM
3-1 Provide
Forces
ISO Operational
Requirements
FORSCOM
4-1 Train Soldiers
& Civilians
G-3/5/7
5-1 Transform the Acquisition Workforce Enterprise
ASA(ALT)
6-1 Enhance Materiel Readiness
G-4
7-1 Reorganize
AC & RC into Modular
Formations
G-3/5/7
8-1 Adapt Generating Force Size & Manpower Mix
G-3/5/7
9-1 Develop & Implement an
Integrated
Management
System
OBT
Major
Objectives
1-2 Synchronize Delivery of Soldiers ISO the Total Army Mission
G-1
2-2 Enhance Soldier, Family & Civilian Well-Being & Quality of Life & Reduce Deployment Stress
ACSIM
3-2 Continue to Adapt
ARFORGEN
Processes
3-2 Institutionalize ARFORGEN
FORSCOM
4-2 Grow Adaptive & Competent Soldier & Civilian
Leaders
G-3/5/7
5-2 Provide Validated & Approved Materiel
Requirements
G-3/5/7
6-2 Institutionalize
ARFORGEN
Sustainment
Functions
G-4
7-2 Refine the Role of the RC
DAS
8-2 Transform LWN via the GNEC
CIO / G-6
9-2 Harmonize the Acquisition & Fielding Processes
ASA (ALT)
1-3 Develop a Sustainable & Affordable Force
G-1
2-3 Provide Infrastructure that Supports Stationing, Readiness & Industrial Base
IMCOM
3-3 Transform ARFORGEN Business Architecture
OBT
4-3 Deliver Training Support
G-3/5/7
5-3 Modernize
& Equip the Army to Increase
Strategic Depth
G-8
6-3 Refine Sustainment Capabilities for the Force
TRADOC
7-3 Adapt the AC/RC Force Mix
G-3/5/7
8-3 Adapt
the Army for Building Partner Capacity
G-3/5/7
9-3 Adapt
Capabilities
Development
Process
G-3/5/7
1-4 Execute Civilian Work Force Transformation
G-1
2-4 Implement Environmental Stewardship
ASA (I&E)
3-4 Train Units for Full Spectrum Operations in a Changing OE
FORSCOM
4-4 Develop Resilient Soldiers, Civilians & Units
G-3/5/7
5-4 Provide APS to Increase Army
Responsiveness
G-8
6-4 Transform Contracting Enterprise
ASA (ALT)
7-4 Transform LWN via the GNEC
CIO / G-6
8-4 Leverage Joint Interdependence
TRADOC
9-4 Institutionalize Sustainment Lessons from Iraq Drawdown Operations
G-4
1-5 Integrate Strategies to Sustain Individual and Family Readiness
ASA (M&RA)
2-5 Provide a Safe & Healthy Environment to Train, Work & Live
ASA (I&E)
3-5 RESET Units
FORSCOM
5-5 Protect Weapon Systems Program Information & Technology
ASA (ALT)
6-5 Assess & Sustain Essential Industrial Base Capabilities
ASA (ALT)
7-5 Adapt BCT Mix for an Era of Persistent Conflict
G-3/5/7
9-5 Strengthen Financial Management
ASA (FM&C)
2-6 Adapt / Execute Energy Security & Sustainability / Climate Strategies
ASA (I&E)
5-6 Maintain a Leading Edge in Technology
ASA (ALT)
6-6 Sustain Units for Full Spectrum Operations
AMC
7-6 Implement the Capabilities Developments Processes
TRADOC
9-6 Transform Business Systems Information Technology
OBT
2-10 Institutionalize Contingency Bases
ASA(I&E)
2-7 Provide an Effective Protection Capability at Army Installations
G-3/5/7
5-7 Conduct Robust & Credible T&E
DUSA-TE
9-7 Improve Business Systems Information Technology Governance
OBT
ACP 2011
STRATEGY MAP
21 September 2010
2-8 Ensure that Medical Systems Support the Army in an Era of Persistent Conflict
MEDCOM
2-9 Complete BRAC, GDPR, GTA, and AMF Conversion without Degrading Readiness
IMCOM
5-8 Execute Equipment Reset & Materiel Integration
AMC
Foundational
Requirements
Enhance Strategic Communication
Secure Financial Resources & Legislative Authorities to Meet Requirements
Incorporate Cost Management into Processes

51. Army Vision: A Balanced Army for the 21st Century
ASA (M&RA) ASA (CW) ASA (FM&C) ASA (ALT) ASA (I&E)
Army Outcomes
An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders
Trained and Ready Units Delivered on Time for COCOMs
Soldiers, Equipment, and Units Restored and Reconstituted for Full Spectrum Operations
An Agile, Disciplined Warrior Team that Dominates Across the Spectrum of 21st Century Operations
Army Imperatives
Sustain the Army's
Soldiers, Families
and Civilians
Prepare Forces for
Victory in the
Current Conflict
RESET Forces to Rebuild
Readiness and for Future
Deployments and Contingencies
Transform to Meet the Demands
of Persistent Conflict
in the 21st Century
Overarching Requirement
Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force
Subtask Encourage Commands to support civilian long term training by eliminating the financial burden and employee loss
Metric: (1) Expand Civilian Training Student Account (CTSA) to include Defense Senior Leader Development Program with an IOC 1QFY12. (2) Fully implement the CTSA in 4QFY12.
Subtask Fully institutionalize the Civilian Education System (CES) Leader Development Program.
Metrics: Review and revise the CES Foundation Course to ensure content is applicable to current environment by 30 Sep 11
Increase participation in the CES resident courses by 30% by 30 Sep 11, 60% by 30 Sep 12 using FY09 resident participation as a baseline.
Increase use of mobile education teams, as appropriate, by 10% NLT 30 Sep 11 using FY10 MET participation as baseline.
Increase outreach and deploy the G-3/7 Civilian Training and Leader Development Website by 30 Sep 11; Employ Web Analysis software to measure interaction (ongoing).
Subtask Provide educational opportunities for senior Army Civilians to develop and enhance understanding of the Operational Environment.
Metric: Establish five (5) MEL1 Fellowships and/or JIIM broadening assignments for senior Army Civilians by 30 Sep 12.
Subtask Develop and implement Congressionally mandated Supervisory Training as directed by FY10 NDAA.
Metrics: (1) Supervisory Training Pilot Program implemented NLT 2QFY11. (2) Complete Supervisory Training Program for the Army implemented NLT 1QFY12.
Campaign
Objectives
Man the Army & Preserve the All-Volunteer Force
ASA (M&RA)
Staff Coordination: G-1
Core Enterprise: HCE
Provide Facilities,
Programs & Services to Support the Army and Army Families
ASA (I&E)
Staff Coordination: ACSIM
Core Enterprise: SICE
Support Global Operations with Ready Landpower
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: RCE
Train the Army For Full Spectrum
Operations
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Equip the Army For Full Spectrum
Operations
Staff Coordination: G-8
ASA (ALT)
Core Enterprise: ME
Sustain the Force for Full Spectrum Operations
ASA (ALT)
Staff Coordination: G-4
Core Enterprise: ME
Transform the
Operating Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform the
Generating
Force
ASA (M&RA)
Staff Coordination: G-3/5/7
Core Enterprise: HCE
Transform
Business
Operations
ASA (FM&C)
Staff Coordination: OBT
Army Mgmt Enterprise
ASA(FM&C) interfaces with all objectives
1-1 Adapt Processes to Acquire & Retain Best Qualified Soldiers
AAC
2-1 Deliver Responsive Services that Support the Total Force Processes of Manning, Equipping & Training at Installations
IMCOM
3-1 Provide
Forces
ISO Operational
Requirements
FORSCOM
4-1 Train Soldiers
& Civilians
G-3/5/7
5-1 Transform the Acquisition Workforce Enterprise
ASA(ALT)
6-1 Enhance Materiel Readiness
G-4
7-1 Reorganize
AC & RC into Modular
Formations
G-3/5/7
8-1 Adapt Generating Force Size & Manpower Mix
G-3/5/7
9-1 Develop & Implement an
Integrated
Management
System
OBT
Major
Objectives
1-2 Synchronize Delivery of Soldiers ISO the Total Army Mission
G-1
2-2 Enhance Soldier, Family & Civilian Well-Being & Quality of Life & Reduce Deployment Stress
ACSIM
3-2 Continue to Adapt
ARFORGEN
Processes
3-2 Institutionalize ARFORGEN
FORSCOM
4-2 Grow Adaptive & Competent Soldier & Civilian
Leaders
G-3/5/7
5-2 Provide Validated & Approved Materiel
Requirements
G-3/5/7
6-2 Institutionalize
ARFORGEN
Sustainment
Functions
G-4
7-2 Refine the Role of the RC
DAS
8-2 Transform LWN via the GNEC
CIO / G-6
9-2 Harmonize the Acquisition & Fielding Processes
ASA (ALT)
1-3 Develop a Sustainable & Affordable Force
G-1
2-3 Provide Infrastructure that Supports Stationing, Readiness & Industrial Base
IMCOM
3-3 Transform ARFORGEN Business Architecture
OBT
4-3 Deliver Training Support
G-3/5/7
5-3 Modernize
& Equip the Army to Increase
Strategic Depth
G-8
6-3 Refine Sustainment Capabilities for the Force
TRADOC
7-3 Adapt the AC/RC Force Mix
G-3/5/7
8-3 Adapt
the Army for Building Partner Capacity
G-3/5/7
9-3 Adapt
Capabilities
Development
Process
G-3/5/7
1-4 Execute Civilian Work Force Transformation
G-1
2-4 Implement Environmental Stewardship
ASA (I&E)
3-4 Train Units for Full Spectrum Operations in a Changing OE
FORSCOM
4-4 Develop Resilient Soldiers, Civilians & Units
G-3/5/7
5-4 Provide APS to Increase Army
Responsiveness
G-8
6-4 Transform Contracting Enterprise
ASA (ALT)
7-4 Transform LWN via the GNEC
CIO / G-6
8-4 Leverage Joint Interdependence
TRADOC
9-4 Institutionalize Sustainment Lessons from Iraq Drawdown Operations
G-4
1-5 Integrate Strategies to Sustain Individual and Family Readiness
ASA (M&RA)
2-5 Provide a Safe & Healthy Environment to Train, Work & Live
ASA (I&E)
3-5 RESET Units
FORSCOM
5-5 Protect Weapon Systems Program Information & Technology
ASA (ALT)
6-5 Assess & Sustain Essential Industrial Base Capabilities
ASA (ALT)
7-5 Adapt BCT Mix for an Era of Persistent Conflict
G-3/5/7
9-5 Strengthen Financial Management
ASA (FM&C)
2-6 Adapt / Execute Energy Security & Sustainability / Climate Strategies
ASA (I&E)
5-6 Maintain a Leading Edge in Technology
ASA (ALT)
6-6 Sustain Units for Full Spectrum Operations
AMC
7-6 Implement the Capabilities Developments Processes
TRADOC
9-6 Transform Business Systems Information Technology
OBT
2-10 Institutionalize Contingency Bases
ASA(I&E)
2-7 Provide an Effective Protection Capability at Army Installations
G-3/5/7
5-7 Conduct Robust & Credible T&E
DUSA-TE
9-7 Improve Business Systems Information Technology Governance
OBT
ACP 2011
STRATEGY MAP
21 September 2010
2-8 Ensure that Medical Systems Support the Army in an Era of Persistent Conflict
MEDCOM
2-9 Complete BRAC, GDPR, GTA, and AMF Conversion without Degrading Readiness
IMCOM
5-8 Execute Equipment Reset & Materiel Integration
AMC
Foundational
Requirements
Enhance Strategic Communication
Secure Financial Resources & Legislative Authorities to Meet Requirements
Incorporate Cost Management into Processes

52. Army Training and Leader Development Model
Identifies important interactions that develop leaders for the future
Three core domains – operational, institutional, and self-development – that shape critical learning experiences throughout a career.
A continuous cycle of counseling, coaching, mentoring, education, assessment, feedback, remediation, and reinforcement.
FM 7.0
Training the Force
As leaders progress in their career and face new challenges,
we must develop them to meet those challenges!
AS OF: 4/19/2017 5:24 AM

53. CES - Leader Development Goal……
Provide a progressive and sequential civilian leader development program that provides enhanced leader development and education opportunities for Army civilians throughout their careers.
AS OF: 4/19/2017 5:24 AM

54. BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS)
Director’s HR Summit Welcome
Mr. Craig Spisak
TITLE
BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS)
Arial Black 36
Human Resources Summit
Craig A. Spisak, Director
7 November 2006
Arial, 20 pt