FM FORCE DEVELOPMENT PRIMER - ASMC Sub Chapterschapters.asmconline.org/pikespeak/wp-content/uploads/file/Pikes... · FM FORCE DEVELOPMENT PRIMER. For Air Force Financial Management

2014

FM Force Developm

ent Primer / featuring the Com

petency-based IDP and Learning Catalog

featuring the Competency-based IDP and Learning CatalogFM FORCE DEVELOPMENT PRIMER

For Air Force Financial Management Professionals

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How to contact us:

table of contentsForeword 1

FM Force Development Structure 2-3

Developing You – The Financial Management Professional 4-5

Your Success Depends on You 6-15

DoD FM Certification 16-18

Education, Training, and Experience 19-21

Air Force Financial Management Leadership 22-23

FM Professional Development Hub 24

The New Wave of Professional Development 25

Civilian Development 26-35

Enlisted Development 36-41

Officer Development 42-50

Linking Competencies to Development – DoD FM Certification Level Requirements & Core Curriculums – Individual Development Plan Competency Skill Sets

51-71

Learning Catalog 72-145

Index 146-148

Courses by Competency Index 149-158

How to contact us:SAF/FMEW 1130 Air Force Pentagon, Washington, D.C. 20330-1130

website: https://cs3.eis.af.mil/sites/26786

telephone: 703/695-0550 or DSN 225-0550

For an electronic copy of the FM Force Development Primer, visit https://cs3.eis.af.mil/sites/26786.

Financial Management Functional Authority

Dr. Jamie M. Morin

Financial Management Functional Managers

Ms. Marilyn M. Thomas

Major General James Martin

Financial Management Career Field Managers

Ms. Shar Kaina | Officer and Civilian

CMSgt Chief John A. Writer | Enlisted

Financial Management Force Development Leads

Vacant | Civilian

SMSgt Joanna (Michelle) Ogden | Enlisted

Capt Jennifer Rock | Officer

Air Force Personnel Center Team

Mr. James (Mike) Cerda

Capt Jennifer Smith

Capt Thomas (TC) Cook

Financial Management Publications Team

Ms. Johanna A. Ogden | Editor

Ms. Sherilyn Whiting | Layout/Design

Vision for the United States Air ForceEducation and training are the foundation of our airpower advantage

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Fellow Air Force Financial Managers,

I’m constantly impressed with our FM team as you rise to all fiscal challenges while keeping your focus on your customers, your commanders, and our AF mission! Our excellence across the FM community is largely due to your commitment to the team and your hard work, and I view it as a personal and organizational priority to give you the tools and best training possible to sustain and grow these high standards of excellence. To that end, I am pleased to introduce this year’s updated edition of the Air Force Financial Management Force Development Primer, featuring the Competency-based IDP and Learning Catalog. I would like to highlight a few of the new features in this important workforce development handbook to help guide your career path this coming year.

On pages 16-18 of the Primer, we outline the new Department of Defense Financial Management Certification Program. The Office of the Undersecretary of Defense (Comptroller) rolled out this comprehensive, enterprise-wide framework for FM education and training to ensure consistency among all financial managers, emphasizing FM leadership abilities, experience, and training across 23 functional competencies. Because our FM community has already mastered many of the skills required by the DoD FM Certification Program, you will find that the most significant change is gaining awareness of the training/course requirements for your certification level and then recording those achievements in the FM Learning Management System. There are three Certification levels, and all AF FM courses or web-based training are aligned to these levels to make it easy for you to identify which courses you need to satisfy DoD FM Certification Program requirements.

While you can find information on FM Certification in many of our publications and across our electronic sites, this Primer serves as the premier “one-stop-shop” for all details on the Program as well as course listings. I encourage you to reference this career development resource frequently, particularly as we complete our MAJCOM implementation of the DoD FM Certification Program in FY14.

Thanks again for your exceptional support as we weathered perhaps one of the most challenging fiscal environments in memory in FY13. We hope this Primer is a useful tool in supporting your training needs and your professional goals. As always, we appreciate your feedback and any ideas on how to make it better.

Best Wishes in FY14,

JAMIE M. MORINAssistant Secretary of the Air Force(Financial Management and Comptroller)

Vision for the United States Air Force

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FM Development Team

FM Advisory Council

FM Career Field Manager (CFM)

Officer and CivilianMs. Shar P. Kaina

SAF/FME


EnlistedCMSgt John A. Writer

SAF/FM

FM Functional Authority

Dr. Jamie M. MorinSAF/FM

FM Functional Manager(Civilians)

Ms. Marilyn M. ThomasSAF/FM (PDAS)

FM Functional Manager(Officers)

Maj Gen James F. MartinSAF/FMB

FM Functional Managers (Co-Chairs)FM Career Field ManagersMAJCOM/COCOM ComptrollersAFPC (Officer team)AFPC (Civilian career field team)

FM Education and Training Working Group

FM Career Field Managers (Co-Chairs)AETC Pipeline Training ManagerFM Learning Center CommanderFM Chief Knowledge Officer (SAF/FMPI)SAF/FMEW Representatives of:SAF/FMB, SAF/FMC, SAF/FMP, AETC/FM, AFAFO, AFFSO,AFFSC, FM/CoE, DFM&CS, and all MAJCOMs

FM Functional Authority (Chair)FM Functional ManagersFM Career Field ManagersSAF/FMB, SAF/FMC, SAF/FMP, ADAS (FMB)MAJCOM/FM RepCOCOM/J8 Rep

FM Force Development StructureFM Force Development (FD) is chartered through three governing bodies: the Advisory Council, the FM Development Team (DT), and the Education and Training Working Group. The Advisory Council provides total force, strategic-level direction and oversight of the FD process within the FM Community. The Council also develops and promulgates FD policies and guidance for the officer, enlisted, and civilian segments of the FM workforce while conducting senior-level succession planning. The FM Development Team provides necessary developmental direction and formal guidance to qualified officers, enlisted members, and civilian employees within the FM workforce. The DT seeks to develop our workforce through tactical, operational, and strategic levels, providing FM professionals with the necessary institutional leadership and functional competencies needed to satisfy current and future AF institutional requirements. To read more about the DT as it pertains to your career path, visit p. 26 (Civilians) and p. 42 (Officers). The Education and Training Working Group identifies, develops, and recommends education and training goals and objectives to FM career field managers to meet current and future AF FM requirements.

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FM Development Team

FM Advisory Council



SAF/FME



SAF/FM











FM Development Team

FM Advisory Council



SAF/FME



SAF/FM











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Developing You – The Financial Management Professional

FM Impact on the Air Force MissionFM impacts the entire Air Force mission through decision support and financial services. When you look around the Air Force, you see dollar signs everywhere. Financial professionals cost, budget, account, and pay for the dollars of every fighter that takes to the air, the munitions they use, and the hangars where they are repaired. You see dollar signs on the concrete poured for your base’s side-walks, the light shining in your fitness centers, and each fire truck responding to an alarm. There are dollar signs on things you do not see, such as the dollars needed to develop and operate the satellite orbiting in space and the dollars used to develop and update the code securing your computer in cyberspace. Financial professionals process the pay for every doctor in every clinic, every pilot in every cockpit, and every technician at every help desk. Financial professionals pay for every dusty tent put up in the desert, each meal served in the dining facility, and every piece of body armor worn for force protection. We reach beyond our traditional Air Force roles and source the dollars of joint commands and support our sister services and multinational task forces. We are everywhere as we provide agile combat support.

Developing You – Development of our PeopleThe Air Force Strategic Plan regards Airmen (civilian and military) development as central to combat capability. People are our most critical weapon system for mission accomplishment because they leverage the value of strategy, technology, and organization. Leaders develop the potential in people and create the professionals of the future.

In a speech given at the Air Force Association Global Warfare Symposium, former Secretary of the Air Force Michael Donley discussed the demands the public’s trust places on us as stewards of the federal budget. “We are living in a time of great strategic and budgetary uncertainty, but throughout our history the Air Force has demonstrated the flexibility to evolve according to changing needs and requirements. The Air Force must be prepared to keep evolving as we finish today’s fight, and continue our mission to protect America today and in the future.”

To support changing warfighter needs, the Air Force FM community continues to strive for the continuous development of financial managers who are deployment capable, able to maintain home station operations, perform effective decision support to our leaders, and deliver financial services to the Air Force. To fulfill our core missions around the globe and across the spectrum of operations, we need motivated professionals who are highly proficient in a variety of skills and can lead others in challenging and rapidly changing environments. We need professionals who live The Airman’s Creed and Air Force ethic to uphold our enduring Air Force core values. We need professionals of integrity, selflessness, and excellence.

The A

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Cre

ed

The mission of the United States Air Force is to FLY, FIGHT, and WIN...in air, space and cyberspace.

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Core ValuesTo be a great FM professional you must be a great Airman. The Air Force core values are the bedrock of all great Airmen. The core values provide the framework of institutional values and principles of conduct we uphold as we accomplish the mission. Your success as an individual and our success as a community both hinge on how well each of us incorporates these values into our daily operations. The Air Force’s The Little Blue Book1 summarizes our core values in ten words, “Integrity first, Service before self, Excellence in all we do.” Integrity first – The Little Blue Book describes integrity first as “the willingness to do what is right even when no one is looking. It is the ‘moral compass’ – the inner voice of self-control; the basis for the trust imperative in today’s military.” This inner voice gives you the courage to stand up for honesty and practice justice fairly. It is your acceptance of responsibility and accountability. It is your moral trait of being open, humble, and never behaving in ways that might bring discredit to you or the Air Force. Service before self – The Little Blue Book describes service before self as “professional duties taking precedence over personal desires.” You display this trait when following rules unless there is a clear, operational reason for refusing to do so. You have respect for the fundamental worth of people and tolerate the beliefs of others. As a professional you are disciplined and maintain self-control. You place service before self when you maintain faith in the system and faith in your leaders. Excellence in all we do – The Little Blue Book “directs us to develop a sustained passion for the continuous improvement and innovation that will propel the Air Force in to a long-term, upward spiral of accomplishment and performance.” We strive for product and service excellence. We seek to achieve personal and interpersonal excellence. “Excellence in all we do” demands we ensure the best possible cradle-to-grave management of resources while maintaining operations excellence. These ten simple words point to what is universal and constant in the Air Force. By examining integrity, service, and excellence you discover the richness of these core values. They lead you to examine the importance of duty, honor, country, dedication, fidelity, competence, and a host of other ethical demands and professional characteristics. The Air Force core values reinforce your respect for the heritage you carry of the Lafayette Escadrille, Women’s Air Force Service Pilots (WASPs), Tuskegee Airmen, and countless Airmen who served and sacrificed for our country.T

he A

irm

an’s

Cre

ed I am an American Airman.

I am a warrior.

I have answered my nation’s call.

I am an American Airman.

My mission is to fly, fight, and win.

I am faithful to a proud heritage,

a tradition of honor,

and a legacy of valor.

I am an American Airman,

guardian of freedom and justice,

my nation’s sword and shield,

its sentry and avenger.

I defend my country with my life.

I am an American Airman,

wingman, leader, warrior.

I will never leave an Airman behind,

I will never falter,

and I will not fail.

1 The Little Blue Book: http://www.e-publishing.af.mil/shared/media/document/AFD-070906-003.pdf

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Your Success Depends on YouThe only person that can define success for you, is you! You define success based on your aspirations, abilities, and priorities in life. Success means different things to different people. It might mean being promoted to General for one person, and it might mean being promoted to Major for someone else. It might mean being a command Chief Master Sergeant for one person, and it might mean completing 20 years of enlisted service for another. It might mean Senior Executive Service on Air Staff for one person, while it might mean effective annual budget execution at base-level for someone else.

Encarta defines success as “the achievement of something planned or attempted.” No matter what your career aspirations are, planning your career is critical for achieving success. To help you plan your career path, the Air Force and the Office of the Secretary of Defense (Comptroller) have defined several competencies, or skill sets, both institutional and occupational, for you to focus your professional development on as you progress in your career.

In the above quote, Ms. Thomas notes that education and training should have pragmatic benefits to have a maximum effect. This reflects a growing trend across the Department of Defense and USAF to more deliberate training, aligned more closely with long-term organizational goals. For example, both the Institute of Management Accountants (IMA) and Government Accounting Office (GAO) released reports concerning the evolving duties, roles, and responsibilities of accountants in the workforce. The FM Airmen of tomorrow must continue to be both flexible and adaptable–and the best way to achieve that is through education and training that aligns with what they need to be doing to support the Air Force…functional competencies to accomplish their mission. With an ever-increasing number of deployments becoming joint, FM personnel from all branches of military service must be ready, willing, and able to do their job anyplace, anytime–for any branch of the military.

“Education is an important component of professional development. The right education

can enhance promotion potential and job performance. I am a firm believer that the right

type and level of education can provide the expertise and skills for your current job and

ones that you may aspire to. However, education must be coupled with sustained enhanced

performance in order to be more than just a credential. Credentials alone do not make

for a successful career.”

– Ms. Marilyn Thomas

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Air Force and Financial Management CompetenciesUltimately, as we strive to achieve our individual goals, we share a common goal for success – accomplish our organization’s mission through effective financial decision support and services. Our force development relies on the assumption that Air Force missions – and the Air Force’s ability to provide warfighting assets to combatant commanders – are accomplished by Airmen who possess the optimum combinations of competencies. Competencies are combinations of knowledge, skills, abilities, and other attributes we develop to positively influence the successful outcomes of our efforts. Said differently, competencies shape your expertise for a particular job or task. With respect to OUSD (C) and USAF, competencies are further broken down into “institutional” (organization-wide) and “occupational” (job-specific). To begin, let us examine AF institutional competencies.

Air Force Doctrine Document 1-1, Leadership and Force Development, provides the competency construct from which we develop the professional FM Airman – officer, enlisted, or civilian; active, reserve, or guard. This is the basis of our FM force development efforts. The dual-track construct defined in AFDD 1-1 identifies the need for Airmen to possess the institutional and occupational competencies.

– continued on page 8

personalInstitutional Sub-competency

people/team

organizational

Institutional CompetencyEmbody Airman Culture - Ethical leadership - Warrior ethos - Develop self - Followership

Communicating - Speaking and writing - Active listening

Strategic Thinking - Vision - Decision making - Adaptability

Enterprise Perspective - Enterprise structure and relationships - Government organization and processes - Strategic communication - Global, regional, and cultural awareness

Leading People - Develop and inspire others - Take care of people - Diversity

Fostering Collaborative Relationships - Build teams and coalitions - Negotiating

Managing Organizations and Resources - Resource stewardship - Change management - Continuous improvement

Employing Military Capabilities - Operational and strategic art - Unit, Air Force, joint, and coalition - Non-adversarial crisis response capabilities

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Institutional CompetenciesThe eight Air Force institutional competencies are classified in three categories, “Personal, People/Team, and Organizational,” which are tied to expectations set at the Tactical, Operational, and Strategic development levels. Personal– Embody Airman Culture – The Airman Culture

can be encompassed in the Air Force core values: “Integrity first, service before self, excellence in all we do.”

– Communicating – The ability of the Airman to actively listen, speak clearly and forthrightly, and write effectively in order to share meaning and ensure everyone understands their role in pursuing commonly shared goals.

People/Team – Leading People – An Airman’s ability to effectively

inspire and take care of their fellow Airmen, and promote diversity while doing so.

– Fostering Collaborative Relationships – An Airman’s skill in developing productive interpersonal relationships as well as developing effective teams and building coalitions.

OrganizationalThe third type of institutional competency, organizational, is represented at all levels of the Air Force, but mostly at the strategic level. Strategic leaders apply organizational competencies to establish structure, allocate resources, and articulate strategic vision. – Employing Military Capabilities – Airmen employ

military capabilities through enhancing their knowledge of operational and strategic tactics; unit, USAF, joint, and coalition capabilities; and non-adversarial crisis response.

– Enterprise Perspective – An Airman’s knowledge of government organizations, processes, structures, and relationships, as well as exhibiting regional and cultural awareness to communicate strategically.

– Managing Organizations and Resources – An Airman demonstrates aptitude in effecting change management, applying resource stewardship, and striving for continual improvement.

– Strategic Thinking – An Airman develops this by critical skill to develop a vision for organizational progress, demonstrate superior decision-making ability, and be adaptable in the dynamic, highly fluid landscape of today. The Airman develops this by reading literature on strategic thinking, spending time working across all USAF functional areas, seeking mentoring from USAF senior leaders, developing a network of peers within and outside the USAF, and leading a cross-functional team each year to improve FM support to the installation.

Strategic Vision

OperationalCompetence

Tactical Expertise

organizational

personal

people/ team

Lead

ers

hip

Levels

Institutional Competencies

The Financial Management Learning Center Staff

Your Success Depends on You

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Air Force Occupational CompetenciesOccupational competencies are the specific areas of expertise we need to perform our unique financial management duties. They focus on aspects of your job and career. Focusing on specific occupational competencies means being deliberate in the outcome of your skills and abilities. Whereas institutional competencies cut across career fields and apply to everyone, occupational competencies (as the name implies) focus specifically on your occupation—a specific aspect of financial management. The Air Force identifies seven FM occupational competencies listed below.

Our occupational competencies focus on FM’s mission to provide high-quality, objective guidance to the decision maker and customer-focused financial services to the United States Air Force. Through the synergistic combination of Air Force institutional competencies and our occupational competencies, we provide FM warfighting capabilities and effective decision support.

In addition to the seven financial management competencies outlined in the table above, there are three focus areas that are inherent in our competencies and worthy of mention. As the Resource Advisor function is being merged with FM, they will draw on the first four competency areas listed above. Additionally, Warfighting focuses on the role of the FMer as an Airman first and leverages the top four competencies as well. FM Systems are prevalent throughout all the competencies with focus on the tools and processes used in financial management.

CAREERFIELD

FM COMPETENCY

DEFINITION FOR FM COMPETENCIES

Financial Management

Financial Operations

Provide customer service through entitlement/payment processing and disbursing services.

Accounting Knowledge of accounting processes, principles, standards, federal/DoD financial statements and reports, federal accounting systems, and laws/regulatory requirements.

Budget Formulation & Execution

Manage budget requirements by forecasting, justifying, allocating, monitoring, and analyzing budgets in compliance with statutory/regulatory guidance.

Financial Governance

Develop, monitor, interpret, and report processes/operations to ensure transparency and statutory compliance, regulatory, and leadership guidance/intent while promoting effectiveness and accountability.

Program Control Lead the integration of long term financial planning including scheduling, earned value management, and risk management of a defense acquisition program office.

Cost Estimation Develop life cycle resource requirements for program feasibility, acquisition program management, and budget decisions.

Financial Analysis

Apply analytical frameworks and conduct special studies to forecast benefits/resources needed to optimize business, budgetary, operational, and sustainment decisions and mitigate risks. financia

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Table 1-1: SAF/FM Competencies

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In 2011, the Office of the Under Secretary of Defense (Comptroller) (OUSD (C)) released a memorandum approving the DoD FM Civilian Enterprise-wide Competencies framework. These FM Enterprise-wide competencies identify critical knowledge, skills, and abilities that enable the DoD FM workforce to meet the complex challenges of our fiscal environment. While Air Force institutional and FM-specific occupational competencies are the foundation for your learning in AF FM, the DoD FM competencies offer more fidelity.

The OUSD (C) built 23 occupational competencies to ensure every civilian occupational series in FM across the DoD was linked to corresponding FM competencies. This was done both for consistency and standardization, and also to begin the process of moving toward the DoD Financial Management Certification Program (see page 16 for more details).

Of the 23 DoD FM competencies, four align directly with auditing, which is organizationally separate from SAF/FM. Therefore, they have been excluded from the table below, which lists and defines the remaining 19 DoD FM competencies directly relevant to SAF/FM.

DoD Enterprise-wide FM Occupational Competencies

DoD FM COMPETENCIES AND DEFINITIONS (EXCLUDES AUDIT COMPONENT)

Commercial Pay Concepts, Policies, & Principles – Apply commercial pay legislation, administrative and regulatory requirements, laws, and policies governing commercial pay activities and processes.

Payroll Concepts, Policies, & Principles – Apply military and civilian pay legislation, administrative and regulatory requirements, laws, and policies governing military and civilian pay activities and processes.

Fundamentals & Operations of Military & Civilian Pay – Research and analyze legislative and regulatory guidance related to entitlements to ensure proper payments.

Accounting Analysis – Analyze, evaluate, and review accounting data and reports using business tools and applications, and performance metrics to provide recommendations.

Accounting Concepts, Policies, & Principles – Apply federal accounting standards, fiscal law, policies, regulations, principles, standards, internal controls, and procedures to financial management activities.

Financial Reporting – Prepare, review, and reconcile financial statements and financial reports to meet reporting requirements and to support management decisions.

Fundamentals & Operations of Accounting – Research and analyze information related to accounting processes to ensure completeness and accuracy of accounting transactions.

Budget Concepts, Policies, & Principles – Apply the DoD planning, programming, budgeting and execution (PPBE), fiscal law, policies, regulations, principles, standards, and procedures to financial management activities.

Fundamentals & Operations of Budget – Research and analyze information related to the federal budget process to support budget formulation and execution.

Budget Formulation, Justification, & Presentation – Manage budget requirements by forecasting, developing, and justifying budgets in compliance with statutory/regulatory guidance.

Budget Execution – Manage budget requirements by allocating, monitoring, and analyzing budgets in compliance with statutory/regulatory guidance.

Table 2-1: DoD FM Competencies

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DoD FM COMPETENCIES AND DEFINITIONS (EXCLUDES AUDIT COMPONENT)

Advanced Financial Management – Develop, monitor, interpret, and report standardized processes/operations to ensure transparency and compliance with financial statutory, regulatory, and leadership guidance with the intent of promoting effectiveness and accountability.

Financial Concepts, Policies, & Principles – Apply fiscal law, policies, regulations, principles, standards, and procedures to financial management activities.

Financial Management Analysis – Analyze, evaluate, and review budget and program issues and financial data and reports using business tools and applications, cost and economic analysis, and performance metrics to provide recommendations.

Financial Management & Reporting Analysis – Apply financial analysis, forecasting, and planning methods, techniques, and products sufficient to ensure financial aspects of command forecasts, reports, plans, and strategies are consistent with DoD-wide goals and strategic initiatives.

Decision Support – Perform value-added financial, accounting, or economic analysis to make informed decisions that better utilize resources and improve mission effectiveness.

Financial 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, and to the nation’s general welfare.

Financial Management Systems – Utilize integrated federal financial management systems and sub-systems to extract data, identify and resolve system problems, and maintain data integrity.

Fundamentals & Operations of Finance – Research and analyze information related to accounting, auditing, budgeting, or other financial management activities to ensure the accuracy of transactions.

Table 2-1 cont.: DoD FM Competencies

So far, we have looked at USAF institutional, occupational, and the DoD-wide FM competencies. If you noticed that there is a lot of overlap between the FM occupational and the DoD FM competencies, you are right. The DoD competencies are part of a larger initiative written in the law by the FY12 National Defense Authorization Act. The goal of the DoD FM competencies is to create a common FM playing field and career development path for all DoD FMers. This career development path is called the FM Certification Program. The DoD FM Certification Program links your position (job) to a certification level 1, 2, or 3 that requires proficiencies in the DoD FM competencies depending on your position. The certification is discussed in more detail on pages 16-18, but for now, we want to clarify how they relate to the AF occupational competencies.

To make this relationship more clear, we put together an FM/DoD FM competency crosswalk that shows how the AF occupational competencies align to the DoD FM competencies and lead to skill sets, or on-the-job activities, you can use to develop your skills.

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In the chart below, the seven SAF/FM competencies on the left align to the 19 DoD competencies to the right with a few exceptions. Note the four vertical columns within the DoD competencies cut across all seven of the AF competencies. In other words, Decision Support, Financial Stewardship, Financial Management Systems, and Fundamentals & Operations of Finance are relevant to every SAF/FM occupational competency. Competencies listed horizontally within the DoD competencies column correspond to specific SAF/FM occupational competencies. As you focus your career within a particular competency, you may wish to incorporate other competencies to tailor your development plan to fit your needs. For example, to be good at Budget Formulation and Execution, you might also seek to expand your knowledge of some Accounting and Financial Governance competencies. Looking at another example, Program Control has no predominant link, yet it ties to Budget Formulation, Justification & Presentation, Budget Execution, FM Analysis and FM Report Analysis. As you read from left to right the DoD competencies lead you to the skill sets for you to use as you build your Individual Development Plan (IDP). These skill sets can also be found in more detail on pages 58-71. You should sit down with your supervisor to build your IDP and update it periodically as necessary.

The next logical step after creating your IDP using the skill sets provided on page 58-71 is to continue the mapping to the available courses. In the Learning Catalog, on pages 72 – 141, you’ll find a compilation of Air Force-specific education and training opportunities mapped to both Air Force and OUSD (C) competencies, color coded by AF competency.

Air Force FM Competency Crosswalk

SAF/FM OCCUPATIONALCOMPETENCIES DOD COMPETENCIES IDP COMPETENCY

SKILL SETS

15 Skill SetsFinancial Management AnalysisFinancial Management & Reporting Analysis

28 Skill Sets

15 Skill Sets

16 Skill SetsCommericial Pay Concepts, Policies, & Principles Payroll Concepts, Policies, & PrinciplesFundamentals & Operations of Mil/Civ Pay

Financial Analysis Financial AnalysisCostProgram Control

Financial Governance

Program Control

Cost Estimation

23 Skill SetsGovernanceBudget Formulation& Execution

41 Skill SetsBudget Concepts, Policies, & PrinciplesFundamentals & Operations of BudgetBudget Formulation, Justification, & PresentationBudget Execution

BudgetAccounting

24 Skill SetsAccountingFinancial Operations F inanceAccounting AnalysisAccounting Concepts, Policies, & PrinciplesFinancial ReportingFundamentals & Operations of Accounting

Advanced Financial ManagementFinancial Concepts, Policies, & Principles

Dec

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Fin

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Fin

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Table 3-1: FM/DoD Competency Crosswalk

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SAF/FM ProficiencyAs you can see, the SAF/FM and DoD enterprise-wide competencies are related to each other as outlined in the crosswalk on page 12. As described, competencies are simply skill sets you perform on a daily basis. However, as you gain experience and education, the proficiency with which you perform a certain skill will change. The proficiency levels outlined below capture advancement or progression in knowledge or skill. SAF/FM and DoD enterprise-wide competencies are rated across five proficiency levels from beginner (Level 1) to expert (Level 5).

Each level gradually increases the responsibilities relating to that particular competency as your knowledge, skill, experience, and ability evolves. A simplified overview of these proficiencies is represented in the table below and helps convey what each proficiency level entails concerning responsibilities and expectations.

For example, suppose you are a Voucher Examiner at Level 1 proficiency. You will require constant supervision and will only be assigned basic tasks such as verifying the signature corresponds to the person of record submitting the voucher. At Level 3, you might be validating all aspects of multiple types of vouchers against internal policy and procedure, as well as fact-checking the work of Level 1 staffers. Finally, at Level 5, you might be interpreting the policies you applied at Level 3 to ensure they follow the intent and spirit of the law, as well as supervising Level 1 employees and mentoring Level 3 staff.

So far, we have looked at Air Force institutional competencies, SAF/FM occupational competencies, DoD enterprise-wide FM competencies, and how progression in knowledge and skill is captured through proficiency levels. Next, we turn our attention to the linkage between DoD competencies and your occupational series to help identify which competencies apply to you.

level 1

level 3level 4

level 5

level 2

Applies the competency in the simplest situations; can name parts, tools, and simple facts/terms about the task; requires close/extensive guidance and needs to be told or shown how to do most of the task

Applies the competency in difficult situations, needing only spot checks; can determine step-by-step procedures for the task; only requires occasional guidance

Applies the competency in considerably difficult situations and is able to do all parts of the task; requires little or no guidance; able to analyze facts and principles and draw conclusions about the subject/situation

Applies the competency in exceptionally difficult situations; evaluates conditions and can predict, isolate, and resolve problems; serves as key resource and advises others on how to complete task quickly and accurately

Applies the competency in somewhat difficult situations; can do most parts of the task but requires frequent guidance and oversight

Table 4-1: Proficiency Level Descriptions

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Occupational Series

501– Financial Administration & Program

503– Financial Clerical and Assistance

599– Financial Student Trainee

530– Cash Processing

505– Financial Manager

FinancialCP&P

FinancialReporting

Fund &Operationsof Finance

FM &ReportingAnalysis

AdvancedFinancial

ManagementCompetencyFinancialStewardship

DecisionSupport

FinancialManagement

Systems

FinancialManagement

Analysis

Table 5-1: Alignment of FM Occupational Series with DoD Competencies

DoD Competency-FM Occupational Series AlignmentMoving on to how all these competencies relate to what you do each day in the Air Force, Table 5-1 “slices” competencies from a different perspective for clarity, aligning them by civilian occupational series. Occupational series are numerically assigned codes for a specific type of job. Some series are general and encompass many different types of jobs within a field, such as 501 Financial Administration and Program. Others are more specific and technical, such as 530 Cash Processing.

Regardless, the purpose of aligning competencies with occupational series is to make sure performance objectives are met, milestones achieved, and resources properly allocated. Since each individual position is unique, work with your supervisor to know what types of competencies fit each specific job and check your billet’s job description. In other words, all competencies shown in the table below may not necessarily apply to each occupational series. Conversely, some could argue that competencies not checked could apply to any given occupational series. The intent of Table 5-1 is to provide an indication of the predominant competencies that apply to a given occupational series.

As you might anticipate, each occupational series has multiple corresponding DoD FM competencies and some occupational series are not included in Table 5-1 (e.g. 343, 801, etc.). Personnel in these occupational competencies who perform FM functions may also be included in the DoD FM certification process. While these occupational series and DoD competency alignment applies specifically to civilians, they can also be utilized by officers as this breakout offers more detail on the functional skills sought for each competency. Be sure to consult with your supervisor to determine if your specific position will be affected by the DoD FM Certification Program. Refer to the next section for more information on how this program affects you!

By knowing the specifics of each job, its core competencies, and its corresponding occupational series, it will be easier to select the appropriate education and training. This is particularly true if you intend to change occupational series so you know where to focus your energies. However, you need to get involved and make smart choices for your future as you maximize your potential.

15

This alignment is especially helpful as you begin your FM Certification. You are required to select a Primary Track, or one that closely aligns to your occupational series or specialty. Once you reach certification Level 2 or 3, you are required to broaden your FM knowledge by selecting an Alternate Track. Alternate Tracks are subject areas that differ from your Primary Track, and course hours dedicated to your Alternate Track all must come from the same track. By using dual tracks, the DoD Certification Program helps ensure Airmen achieve depth in their Primary Track and breadth through their Alternate Track.

Now that we have reviewed the DoD FM Competencies and the occupational series alignment, we will now look at the DoD FM Certification Program in more detail.

Occupational Series

540– Voucher Examining

Occupational Series

PayrollCP&P

Fund &Operations of Mil & Civ Pay

544-545– Civilian and Military Pay

Competency

Competency

FinancialStewardship

AccountingCP&P

FinancialManagement

Systems

Commercial Pay CP&P

Occupational Series

DecisionSupport

FinancialManagement

Analysis

Fund &Operations of Finance

1515– Operations Research Analyst (Cost Estimating)

Budget Form,Justification

& PresentationCompetency


FinancialManagement

Systems


FinancialManagement

Systems

Occupational Series

561– Budget Clerical and Assistance

560– Budget Analysis

CompetencyFinancialStewardship

DecisionSupport

FinancialManagement

Systems

FinancialManagement

Analysis

BudgetCP&P

BudgetExecution

Fund &Operationsof Budget

Budget Form,Justification

& Presentation

Occupational Series

525– AccountingTechnician

510– Accounting

CompetencyFinancialStewardship

DecisionSupport

FinancialManagement

Systems

AccountingAnalysis

AccountingCP&P

FinancialReporting

Fund &Operations of Accounting

Table 5-1 cont.: Alignment of FM Occupational Series with DoD Competencies

16

The National Defense Authorization Act (NDAA) for FY12 authorized the Secretary of Defense to establish a financial management professional certification program that includes a combination of education, training, and experience. This program affects all FMers from all Services, including all AF active officers, enlisted, and civilians as well as guard and reserve members. Your Air Force education and training team is supporting OSD by developing FM-related courses to fulfill competency requirements, drafting Air Force policy in accordance with the program, and implementing the program across Air Force Financial Management. Throughout 2013, the DoD FM Certification Program will be rolled out to each MAJCOM. Refer to the Air Force Financial Management Professional Development Hub to view the projected implementation dates: https://cs3.eis.af.mil/sites/26786.

The DoD FM Certification Program fulfills part of the congressional mandate requiring the DoD to be audit-ready by 2017. This program assists the Air Force in achieving this mandate by providing a structured framework of standardized competencies for professional development across the DoD, and it empowers senior leaders to better evaluate and manage human capital.

DoD FM Certification Program – Serves as a step-by-step guide to focus your professional development on the competencies that will help you do your job better– Creates a knowledge base for all DoD FMers, including standardizing training requirements and creating a common FM language– Helps us identify where we need new training and the training you need when seeking new jobs/responsibilities– Improves FM and leadership skills across the DoD

How It Works SAF/FM and AFPC will work to map your position to certification Level 1, 2, or 3. Each certification level encompasses competency -based training and experience. The FM Certification Program also includes an emphasis on education and test-based FM professional certifications at Levels 2 and 3. After obtaining your certification, you will be required to earn continuing education and training hours every two years in order to maintain your certification.

All of this might sound complicated, but it’s not! Core curriculums found on pages 52-57 break down the requirements and provide a list of courses that will help you earn course hours toward the appropriate certification level. Talk to your supervisor about what certification means for you.

How it Translates to Air Force FM AF FMers already do a lot of what the DoD FM Certification program asks – this program mainly aligns training in competency “buckets” to provide deeper training in our core business areas and to highlight our current training gaps. Those gaps become our training development priorities as we move forward. Bottom line: We will be able to better track who is learning what and when, and ensure the training is designed to help you do your job better. FM training courses across the DoD are being mapped to each certification level. The learning catalog on pages 72 – 145 links back to the DoD FM competencies and provides a comprehensive list of all AF FM-sponsored education and training. You will take targeted training that meets

DoD FM Certification

User Pro�leComplete!

17

the certification and proficiency level outlined for your current position, plus you can see what is needed to meet the next level of certification. For more information on selecting training to align with your Primary and Alternate Tracks for certification, see pages 14-15. The certification helps build a training plan with the specific courses needed to get certified – no more guessing on the courses that help you get trained at the right level, because there is a menu of courses for you to choose from, making life a little easier for you, your supervisor, and your unit training manager!

How it Translates to You During the next year, the Air Force is phasing in the DoD FM Certification Program at each MAJCOM. When the FM Certification is rolled out at your MAJCOM, you will be responsible for updating your user profile in the DoD FM Learning Management System (LMS) with documentation, or proof, for your education and training (E&T) achievements. To help with this process, we are training MAJCOM Certification teams, so there will be plenty of assistance along the way. Then, when your position is coded to a certification level, you will compare your record of achievements and have two years to close any identified E&T gaps. You will work in lock step with your supervisor to make sure your progress is on track. Once your user profile is complete, all your education and training data will be easily accessed from ONE location – the DoD FM LMS.

Why It Matters For the first time ever, the financial management team across all the Services (Army, Navy, Air Force, Marines, Coast Guard) and the Defense Agencies are going to have a standard training menu to make sure we’re being trained on the right things at the right time. The certification serves to make us better financial Airmen and shows the American people and our national lawmakers that we are honest brokers of taxpayer dollars.

What’s in it for me? Foundational knowledge, deliberate learning ... credibility! The program allows you to identify courses tailored to what you need. Your education and training are at the ready from a DoD-wide library of FM courses located on FM myLearn (https://fmonline.ousdc.osd.mil/FMmyLearn/). The certification helps you develop your FM and decision support skills that are crucial for supporting the warfighter. Last, but not least, you will have a certification to carry with you throughout your career—a sign of your dedication, commitment, and expertise.

On pages 52-57, you will find DoD requirements and AF-specific core curriculums for each certification level. Visit FM Online (https://fmonline.ousdc.osd.mil/) to keep up with information about the certification directly from the Office of Secretary of Defense (Comptroller).


Helpful Links

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

FM myLearn: https://fmonline.ousdc.osd.mil/FMmyLearn

Learning Management System (LMS): https://whs.plateau.com/learning/user/ssoLogin.do

AF FM Certification SharePoint: https://cs3.eis.af.mil/sites/26786/DODFMcertification

18

DoD FM CertificationCertification and LeadershipFinally, the DoD FM Certification Program seeks to develop leadership enterprise-wide. To do this, the program incorporates the DoD Civilian Leader Development Continuum to define leadership competencies at each certification level. The first three leadership levels – Lead Self, Lead Teams/Projects, Lead People – correspond to the three certification levels, with each certification level requiring a varying number of course hours devoted to leadership development.

The following sections focus on the FM Learning Continuum highlighting how education, training, experience, and FM leadership support a continuous learning environment for Air Force FM. Continuous learning, through either on-the-job training or official learning events, such as taking an online training course, is what enables you to build on the skill sets required by FM competencies.

19

Continuum of LearningThe FM environment is dynamic and you must be agile and flexible to keep up with change. A big part of your professional development is to constantly refresh and refine your knowledge and technical skills through education, training, and experiences. You will have to deal with numerous changes during your career. Your ability and willingness to adapt to new systems and structures are paramount for both your success and the success of your organization.

Education, training, and experience are critical components of the FM force development construct. Your career progress is a deliberate series of challenging experiences combined with education and training opportunities aimed at developing your tactical expertise, operational competence, and strategic vision to lead. The Air Force believes learning occurs along the entire timeline, or continuum, of an Airman’s service, beginning at accession and continuing throughout your career. Through this continuum of learning, the Air Force equips you with the competencies to serve and lead as you progress in level of responsibility. Learning is a blend—a combination of education, training, and experiential opportunities.

Education, Training, and Experience

Training Experience

Education

= Learning

tactical

operational

strategic

tactical

operational

strategic

tactical

operational

strategic

= Learning


20

education training

Education, Training, and ExperienceEducation and Training are critical components of the force development construct in preparing individuals to gain productive experiences. Although both education and training are essential to operational capability, they are fundamentally different. Education prepares individuals for dynamic operational environments, while training is essential in developing skill sets for complex systems. Education and training are complementary and will commonly overlap, and while the distinction between them is unimportant within this ‘gray area,’ the distinction between their essential natures remains critical to the success of each.

Education provides critical thinking skills and encourages exploration into unknown areas and creative problem solving, both of which are FM skills used to provide effective decision support. Education prepares you for unpredictable scenarios. Education provides long-term benefits in that your reasoning skills are developed over time by being closely linked to experience. Because these generally ‘soft’ skills are not as demonstrable as technical skills, it is sometimes difficult to recognize their value in the short term. However, over time, you may realize the development of your critical and creative thinking skills is education’s greatest benefit.

Training provides immediate benefits by teaching you how to accomplish specific tasks. Training is primarily designed to ensure you can do your current job or one you might hold in the next year. Training is focused on a structured skill set, and your resulting performance is consistent within defined parameters. FM training teaches you how to perform a specific process such as how to process a transaction or perform a computer inquiry. When you receive training it is focused on producing reliable, standard outcomes. Training is very important in our transaction-based processing environment as it establishes the accepted Air Force-wide way we do business. This standardization encourages consistency in our financial data and resulting analyses.

The following items distinguish education from training:

Appropriate when adaptive outcomes are desired Appropriate when standardized outcomes are required

Functions best outside defined parameters Functions best within defined parameters

Process dependent Task dependent

Functions best within unexpected environments Functions best within expected environments

Focus to develop critical thinking skills Focus to develop duty skill sets

Value increases with uncertainty Value diminishes with uncertainty

Requires transformative application Requires restrictive application

21

Experience is where the synthesis of education and training occurs. While education and training form the foundation of your development, it is through experience that you learn to apply lessons learned to accomplish missions and tasks for which you are responsible. The lessons you learn through experience are among the most critical components of your continuous development.

Your competence and credibility begin with a requirement for depth of experience, which forms the basis of your effective technical expertise and leadership. You will not gain depth overnight. Depth is gained over time and honed by your job experiences and assignments. Demanding duty assignments and jobs are more likely to help you develop depth of expertise than are less challenging assignments and jobs.

You broaden your professional development by acquiring expertise, knowledge, and skills across the Air Force and DoD. You can find operational, staff, joint, special duty, and career broadening opportunities with other functional areas and in Air Force and DoD financial management areas where you lack experience. You may also look for opportunities with other federal agencies. This breadth of experience enhances your understanding of Air Force and DoD capabilities and missions. Generally, you seek these opportunities to broaden your experience base after you have developed your functional expertise and achieved depth.

Civilians may be eligible for a special 30-month career-broadening program. Positions are specifically designed and strategically located to provide high-potential, mid-level personnel developmental opportunities that broaden skills and enhance leadership perspective. To learn more about applying for the Career Broadening Program, go to the Financial Management Career Field Management Team homepage at the AFPC website (http://www.afpc.af.mil). Officers indicate interest in career broadening opportunities on their development plans and by discussing options with their leadership. AFPC announces officer career broadening opportunities via email to all eligible officers. Usually selections for these assignments occur once a year. Enlisted personnel identify their interest for career broadening assignments by applying for Equal-Plus assignments.

“All Airmen, whether teacher or student, have a role in ensuring that we remain the most technically proficient, best-educated, and best-trained air force in the world.”

– A Vision for the United States Air Force (2013)

22

Air Force Financial Management LeadershipIn addition to the leadership experience you gain through professional opportunities, develop your leadership proficiency by joining professional organizations, volunteering as a committee member or chairperson, and,

ultimately, taking a leadership position as an executive board member. When you do so, listen and when the time is right, volunteer to speak as one of the organization’s leaders. Read expert journals and write your own submissions for publication.

How far you progress in the Air Force depends on your choices and how you define success. Do you take that career broadening opportunity? Do you volunteer for that executive assistant job for a year? Do you complete your CCAF degree early in your career? These are the types of choices that determine your future assignments and opportunities. The positive choices you make today will echo throughout your career. Of course, there will be aspects of your career you find difficult to control; however, for every one thing outside your ability to control, there will be three things you can control. For example, you can reach out to the FM Development Team for career counseling and to gain awareness of opportunities you may not otherwise learn about. You can also decide to take an active role as a mentee or a mentor. Being mentored can help you clarify your future aspirations while becoming a mentor can help develop leadership skills.

FM Development TeamThe FM Development Team (DT) provides direction to deliberately develop future FM officers and civilian leaders. Co-chaired by the functional managers of SAF/FM(PDAS) and SAF/FMB, DT members include FM general officers, Senior Executive Service civilians, MAJCOM and COCOM comptrollers, and other senior leaders representative of the total FM workforce. The DT’s overarching purpose is to optimize Air Force personnel decision processes to ensure we invest education, training, and experiences in the right people at the right time. The purpose

of the DT is to provide oversight of officer (Lt Col and below) and Air Force civilian personnel (GS 15 and below) professional development. The DT seeks to develop the institutional and occupational competencies FM needs to satisfy current and future Air Force requirements.

The FM DT focuses on the individual by recommending appropriate developmental assignments for Airmen within and outside the FM career field. The FM DT identifies candidates for FM squadron commander positions, prioritizes FM officer and civilian candidates for developmental education, validates school choices, and provides officer and civilian career vectors for education and experience. The DT also gives you feedback about your career development progress via the Opportunity Development

process. The officer and civilian sections of this primer offer more specific information about the DT process.

– Civilians, learn more about the opportunity development process on page 32. – Officers, learn more about how the DT applies to you on page 48.

One component of the FM DT is the Education and Training Working Group. This group, chaired by FM Officer/Civilian and Enlisted Career Field Managers, facilitates the development and implementation of learning tools, such as web-based training, to prepare Airmen with the necessary skills for functional mission accomplishment. Your suggestions for training development are key to this process, so please send your ideas to [email protected].

Formal Training

You

On-the-job (OJT) Training- Base Level Programs- TDY Supported Training- Conferences and Workshops

- FM Learning Center- DFM&CS- AFIT

Distributed Training- MyLearn - CoPs - FMDLC - Professional Forums- DCO

The 2013 FM Development Team

mailto:saf.fmew.workflow%40pentagon.af.mil?subject=Questions%20for%20SAF/FMEW

23

MentorshipMentorship can take many forms, from a guest speaker at a formal school or unit gathering, to the “old head” taking the “new kid” under his or her wing. Mentoring is a relationship that establishes trust and loyalty between Airmen and the Air Force, providing you with developmental opportunities arising from sincere concern for your development. Role modeling is also a form of mentoring and those of you in senior-level positions should remain aware that your conduct and bearing influence your junior members. Mentoring promotes a cohesive Air Force team by fostering opportunities for free conversation and a more relaxed atmosphere than a formal school can provide.

Mentorship is about relationship building. You should actively seek the wisdom of more senior or experienced Airmen and strive to have multiple mentors. You should also pass on your own wisdom and experience to your less experienced coworkers and interact with your peers so you can learn from each other. Mentorship is extremely valuable at the strategic level, especially, for example, when a senior leader needs ready access to the wisdom of his or her peers to effectively confront a difficult issue.

Mentorship is about communication. It is about passing on lessons learned, wisdom, and advice. This is a time-honored tradition and is not stovepiped in the civilian, enlisted, or officer communities. The seasoned Chief can mentor the up-and-coming captain as easily as the veteran commander can counsel the young intern1 and the wise deputy comptroller can guide the energetic NCO.

Mentorship is about caring. Think about it: nothing speaks as loudly as when one of your mentors is willing to take the time out of his or her hectic day to give you a call to see how things are going. Do not be shy about asking for their help. They were once in your shoes and they understand the challenges you face. Most important, they truly want to help you, both personally and professionally.

SAF/FM leadership develops the FM Force Development Roadmaps (found on pages 26, 28, 36, and 42) and encourages participation in the Developing Financial Management Leaders for the 21st Century (DFML21) speaker series. These tools help you understand the different forms that mentoring can take and why you should strive to have multiple mentors. The roadmaps are designed to communicate FM’s expectation for your development, while the DFML21 is a town hall forum for senior leaders to provide career advice in terms of experience, education, training, and leadership.

Take the time to invest in a relationship and learn from those senior to you or from those with diverse experiences, and teach others who can learn from your own education, training, and experiences. Mentorship is leadership at the personal level and is the lifeblood that connects us as a professional force.

Recordings of DFML21 sessions are available on the FM Leadership Community of Practice, https://cs3.eis.af.mil/sites/26786/FMLead/DFML21

Featured speakers include: – General Larry O. Spencer – The Honorable Robert F. Hale – Ms. Glenda H. Scheiner – Ms. Marilyn M. Thomas – Brigadier General John M. Pletcher

“Mentorship plays an important role in shaping leaders of character, discipline and vision. It represents an investment - one where we may not know the impact until many years later. What we do know, however, is that every Airman and civilian who joins the Air Force team makes valuable contributions to our national security - and that as Air Force senior leaders, we must ensure those contributions are as effective and efficient as possible.”

– The Honorable Michael B. Donley, Former Secretary of the Air Force

1 Keep up to date on the FM intern program by visiting https://cs3.eis.af.mil/sites/26786

Brig Gen John M. Pletcher speaks during his DFML21 in FY13

24

FM Professional Development Hub As part of the Air Force-wide migration, all SAF/FME content has been moved from FMKM to SharePoint. The FM Professional Development Hub serves as one Web site where FMers can find detailed information regarding all FM professional development opportunities.

The FM Professional Development Hub, located at https://cs3.eis.af.mil/sites/26786 is a central location from which youcan access five additional SharePoint sites that provide specific information on FM’s three components of professional development: leadership, experience, and education and training. The remaining two sites house all SAF/FME publications and information for combat comptrollers.

The main page of the Professional Development SharePoint site provides downloadable learning resources such as the Force Development Roadmaps, the Force Development Primer, the latest AF Comptroller magazine, and the SAF/FM Online Newsletter. It also advertises new training and development opportunities. While all this information is housed on the Professional Development Hub, the main SharePoint site serves as a gateway to the three FM Professional Development sites highlighted below.

FM Education and Training:In FM, there are many education and training tools dispersed across various locations. The goal of this SharePoint site is to consolidate education and training opportunities, both formal (Air Force directed) and informal (self-initiated) so that this information is easily organized and searched. This site features a wiki that enables you to search training courses by variables such as sponsoring organizations (e.g. FM DLC, AFIT, DAU), delivery method (e.g. online vs. in-residence), and competency area (e.g. budget formulation and execution, financial services, financial analysis, etc.).

FM Leadership:Learning about leadership and the qualities strong leaders possess helps you become a more effective FMer, regardless of whether you aim to be a senior leader or simply improve yourself. This SharePoint offers tips and information about FM programs that help Airmen develop their leadership potential. The site houses resources such as recorded Developing Financial Management Leaders for the 21st Century (DFML21) professional development forums during which Senior Leaders mentor the workforce by sharing their career paths and providing tips on professional development based on their own experiences. It also provides information on the FM Development Team, a team of senior leaders dedicated to providing individual career guidance for officers and civilians. Links to other online resources, such as the supervisor’s resource center and professional organizations, are also available.

FM Experience:Gaining experience that aligns with your career interests helps prepare you to reach your long-term career goals. Identifying professional experiences needs to meet your career goals and then discussing how to accumulate those experiences with your mentors and supervisors is one way to facilitate career progression. For many FMers, gaining diverse experiences may mean taking a career broadening opportunity, being mobile, or deploying to a contingency environment. This SharePoint site provides information on ways you can maximize your experiences to build proficiency, depth, and expertise in your subject area at each stage of your career.

Taking advantage of education and leadership development opportunities enhances your ability to get the most from your professional experiences. The education and training team continually updates this site as new professional development opportunities arise. We encourage you to save the link to the FM Professional Development Hub to your favorites for quick, repeated access to this useful tool.

https://cs3.eis.af.mil/sites/26786

25

The New Wave of Professional Development Collaboration is engrained in our culture and is present across Air Force financial management. We work together to solve complex problems by reaching out to teammates in various environments, and we value each other’s contributions to achieve our mission. We have various outlets that allow us to work together and learn from one another. The tools discussed on this page allow for knowledge transfer and career growth.

FM Online is a suite of websites developed for FM personnel across services and DoD agencies. It provides up-to-date financial management information, articles by senior leaders, and a live news stream of FM-related news.https://fmonline.ousdc.osd.mil

FM myLearn serves as an online catalog of training and professional development opportunities for the DoD FM workforce. FM myLearn lists hundreds of courses and provides detailed course descriptions and links to registration sites. The site features a robust search engine that allows users to search filter course listings according to numerous criterion to include DoD component provider, FM subject matter, course delivery method, course level, etc. Users can also rate and provide feedback for each course they take.https://fmonline.ousdc.osd.mil/FMmyLearn/

FM Distributed Learning Center (FM DLC) is the central site for Air Force-specific FM learning resources and offers over 180 web-based training courses. Courses cover a broad range of topics including accounting, cost analysis/estimating, decision support, financial services, and FM professional development. The FM DLC offers the flexibility to learn from anywhere, including the comfort of one’s own home. Students are able to take online courses at their own pace and at times that fit with their schedules. https://fm.csd.disa.mil

FM Professional Development Hub leverages collaborative technologies such as wikis, discussion forums, and document sharing through SharePoint. Visit https://cs3.eis.af.mil/sites/26786 for additional tips on knowledge management and SharePoint training.

Defense Connect Online (DCO) is a webinar tool that allows users to host live meetings, both small and large, in real time. DCO also includes other functionalities such as video feed, screen-sharing, a white board, and chat capability. The chat capability includes private instant messaging and multi-user chat rooms to enrich the user experience. Webinars can be used to provide online seminars, workshops, or training classes or to conduct virtual meetings. Webinars can also be recorded and reused for future reference. DCO allows users to connect wherever they are to share knowledge and collaborate. https://www.dco.dod.mil

AETC/FM Professional Forums connect like-minded people in online discussions focused on sharing ideas, resolving issues, and collaborating on projects. Professional forums differ from public social and professional networking websites, such as Facebook, because they connect people with a common purpose: creating specific improvements in FM operations. Each forum is created for a specific group and only permits membership those group members. https://aetc.tomoye.com

Education and Training Course Announcements (ETCA) houses formal training course syllabi and course-specific training policies and serves as a catalog for course-specific training policies within announcements. Not all Air Force courses are required to be announced in ETCA; however, visit https://etca.randolph.af.mil/ when beginning to research formal training courses.

26

D o D F M C E R T I F I C AT I O NLevel 1 (GS 1 – 9) Level 2 (GS 10 – 13) Level 3 (GS 14 & Above)

LE

AD

ER

SH

IPE

DU

CA

TIO

N &

TR

AIN

ING

EX

PE

RIE

NC

E

Level of ResponsibilityDEVELOPMENTAL (GS 1 – 9) JOURNEYMAN (GS 10 – 13) EXPERT (GS 14 & ABOVE) SES

Career Broadening / Career Enhancement / Leadership Development: Deployment Opportunities, Cross Functional, Other Services, Other Federal Agencies, DoD, Experiential CDE, Joint, Deputy MSG Commander

Civilian Force Development Roadmap

IT'S ALL ABOUT DAILY PERFORMANCE & LEADERSHIP!!! YOUR JOB INTERVIEW IS EVERY DAY!

VOLUNTEER to be a Committee Member VOLUNTEER to hold a Board PositionVOLUNTEER to be a Committee Chairperson

JOIN Professional Organizations

TACTICAL EXPERTISE OPERATIONAL COMPETENCE STRATEGIC VISION

M E N T O R S H I P

THOUGHT LEADERSHIP: Professional Reading, Writing, Speaking, and Listening

Establish good work habitsSeek senior mentor & role model

Coach & guide subordinatesSeek junior personnel to mentor

Summit DE(CCL, ELS,

Fellowships)Intermediate Developmental Education

(ACSC, ELDP, AAD, DSLDP, EWI, Fellowships)Senior Developmental Education

(AWC, ICAF, Fellowships)

Primary Developmental Education

SOSCivilian Acculturation Leadership Training

First Time Supervisor’s Course

New Employee Orientation

Continue to Enhance Skills

Pursue Test Based Certifications: CDFM, CGFM, CPA, CCEA, SCEAContinuing Professional Education (80 hours every 2 years – minimum of 20 hours in any given year)

Financial Management Principles & ConceptsSupplemental Courses

Leadership Development Courses Occupational Skills Training: FM DLC, OJT, DAU

Acquisition Certification Level I, if applicable Acquisition Certification Level II/III, if applicable

Basic FM Officer Course FM Staff Officer Course DFMC

MASTER’S DEGREE (e.g. AFIT, AWC, Eisenhower School)BACHELOR’S DEGREE

Build BreadthBranch ChiefDivision ChiefBudget ChiefFMA Chief SPO FM Director

Deputy ComptrollerComptrollerNAFFAComptroller / FM DirectorTechnical DirectorDirector of Financial Analysis

Senior Budget AnalystSenior Systems AccountantSenior Cost AnalystJoint/Other Federal Agencies Div Chief Product/Logistics Center FM

Operations Research AnalystAccounting LeadNAFFA

Financial AnalystBudget AnalystResource AdvisorFinancial Advisor

Cost AnalystAccountantFinancial Manager

MAXIMIZE EXPERIENCE AT VARIOUS ORGANIZATIONAL LEVELS (BASE LEVEL / CENTER / DRU / FOA / MAJCOM / JOINT / HQ)

Develop Job Proficiency and Build Depth

Embodying Air Force Culture Communicating Leading People

Fostering Collaborative Relationships

Employing Military Capabilities

Strategic Thinking

EnterprisePerspective

Managing Organizationsand Resources

I N S T I T U T I O N A L C O M P E T E N C I E S

Financial Operations Accounting Budget Formulation and Execution Financial Governance Program Control Financial AnalysisCost EstimationO C C U P A T I O N A L C O M P E T E N C I E S

27Civilian

As of 2013, civilian employees comprise 70 percent of the FM population, or in simpler terms, for every one military FMer there are nearly three civilian FMers. And, unlike your military counterparts who, for the most part, are grouped in a single general FM specialty code, you are in a group that includes accounting, budget, and cost positions.

Also, unlike your military counterparts who are tied to a time-in-service/grade progression, your advancement depends on your progression along a continuum of increased levels of expertise and responsibility from developmental to journeyman to expert and, potentially, to technical senior leader or senior executive. This career continuum delineates each step in your professional development and helps you gauge whether you are on track with your peers and with FM expectations.

As a civilian, you can choose either the civilian or civilian technical roadmap for your force development. These two paths are very closely linked; education and training expectations are very similar although they fall in a different order of priority. Experience is likewise very similar but with the difference of choosing to pursue a career specializing in a field of technical expertise or one with

Civilian

D o D F M C E R T I F I C AT I O NLevel 1 (GS 1 – 9) Level 2 (GS 10 – 13) Level 3 (GS 14 & Above)

LE

AD

ER

SH

IPE

DU

CA

TIO

N &

TR

AIN

ING

EX

PE

RIE

NC

E

Level of ResponsibilityDEVELOPMENTAL (GS 1 – 9) JOURNEYMAN (GS 10 – 13) EXPERT (GS 14 & ABOVE) SES

Career Broadening / Career Enhancement / Leadership Development: Deployment Opportunities, Cross Functional, Other Services, Other Federal Agencies, DoD, Experiential CDE, Joint, Deputy MSG Commander

Civilian Force Development Roadmap


VOLUNTEER to be a Committee Member VOLUNTEER to hold a Board PositionVOLUNTEER to be a Committee Chairperson

JOIN Professional Organizations


M E N T O R S H I P




Summit DE(CCL, ELS,








Continue to Enhance Skills



Leadership Development Courses Occupational Skills Training: FM DLC, OJT, DAU

Acquisition Certification Level I, if applicable Acquisition Certification Level II/III, if applicable


MASTER’S DEGREE (e.g. AFIT, AWC, Eisenhower School)BACHELOR’S DEGREE

Build BreadthBranch ChiefDivision ChiefBudget ChiefFMA Chief SPO FM Director

Deputy ComptrollerComptrollerNAFFAComptroller / FM DirectorTechnical DirectorDirector of Financial Analysis

Senior Budget AnalystSenior Systems AccountantSenior Cost AnalystJoint/Other Federal Agencies Div Chief Product/Logistics Center FM

Operations Research AnalystAccounting LeadNAFFA

Financial AnalystBudget AnalystResource AdvisorFinancial Advisor

Cost AnalystAccountantFinancial Manager

MAXIMIZE EXPERIENCE AT VARIOUS ORGANIZATIONAL LEVELS (BASE LEVEL / CENTER / DRU / FOA / MAJCOM / JOINT / HQ)

Develop Job Proficiency and Build Depth




Strategic Thinking





FM Civilian Job Series– Management & Program Analysis (343)– Financial Management Specialist (501)– Financial Clerical & Technician (503)– Financial Management (505)– Accounting (510)– Accounting Technician (525)– Civilian Pay (544)– Military Pay (545)– Budget Analysis (560)– Budget Clerical and Assistance (561)– Operations Research (Cost Analysis) (1515)

The Force Development CONOPS (Civilians), January 2006, provides the guidance for implementing and sustaining civilian force development. The document is available at http://www.safia.hq.af.mil/shared/media/ document/AFD-070904-028.pdf.


http://www.safia.hq.af.mil/shared/media/ document/AFD-070904-028.pdf

http://www.safia.hq.af.mil/shared/media/ document/AFD-070904-028.pdf

28

D o D F M C E R T I F I C A T I O N

Summit DE(CCL, ELS,








Level of Responsibility Civilian Technical Force Development Roadmap

LE

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NIC

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XP

ER

IEN

CE

Formulate and present results to wing/group commander, center commander and/or PEO

Formulate and present results to senior AF and/or DoD decision makers and congressional staffers

Formulate and present results to team leader and program manager

Perform a wide range of progressively more difficult technical tasks

Provide expertise on policy making functions covering a broad technical area

Become proficient in use of specific technical tools, techniques, methodologies, and practices

Perform a variety of tasks using sophisticated methods to resolve conventional problems and issues

Become involved with using sophisticated methods to resolve conventional problems and issues

Apply and adapt technical concepts to resolve critical/complex problems and develop new theories

Team Lead and/or supervisor of technically specialized group/section/branch

Senior leader of technically specialized division/directorate

Technically specialized team member (e.g. Cost Analyst, Accountant, Operations Research Analyst)

Develop Job Proficiency

B A S E L E V E L / C E N T E R / D R U / F O A / M A J C O M / J O I N T / H Q Build Depth of Technical Expertise Build Breadth of Technical Expertise


VOLUNTEER to be a Committee MemberVOLUNTEER to hold a Board Position

VOLUNTEER to be a Committee Chairperson JOIN Professional Organizations

M E N T O R S H I P





BACHELOR’S DEGREE MASTER’S DEGREE (e.g. AFIT, AWC, Eisenhower School) DOCTORATE DEGREE



Continue to Enhance Technical ExpertiseAcquisition Certification Level II/III, if applicableAcquisition Certification Level I, if applicable

Leadership Development Courses BCF 203, 204, 205, etc. BCF 301, CLB 023, etc.DAU Courses: BCF 102, 103, 106, etc.

Occupational Skills Training: FM DLC, OJT, DAU


SL






Strategic Thinking



Level 1 (GS 1 – 9) Level 2 (GS 10 – 13) Level 3 (GS 14 & Above)

DEVELOPMENTAL (GS 1 – 9) JOURNEYMAN (GS 10 – 13) EXPERT (GS 14 & ABOVE)

29

D o D F M C E R T I F I C A T I O N

Summit DE(CCL, ELS,








Level of Responsibility Civilian Technical Force Development Roadmap

LE

AD

ER

SH

IPE

DU

CA

TIO

N &

TR

AIN

ING

TE

CH

NIC

AL

E

XP

ER

IEN

CE

Formulate and present results to wing/group commander, center commander and/or PEO

Formulate and present results to senior AF and/or DoD decision makers and congressional staffers

Formulate and present results to team leader and program manager

Perform a wide range of progressively more difficult technical tasks

Provide expertise on policy making functions covering a broad technical area

Become proficient in use of specific technical tools, techniques, methodologies, and practices

Perform a variety of tasks using sophisticated methods to resolve conventional problems and issues

Become involved with using sophisticated methods to resolve conventional problems and issues

Apply and adapt technical concepts to resolve critical/complex problems and develop new theories

Team Lead and/or supervisor of technically specialized group/section/branch

Senior leader of technically specialized division/directorate

Technically specialized team member (e.g. Cost Analyst, Accountant, Operations Research Analyst)

Develop Job Proficiency

B A S E L E V E L / C E N T E R / D R U / F O A / M A J C O M / J O I N T / H Q Build Depth of Technical Expertise Build Breadth of Technical Expertise


VOLUNTEER to be a Committee MemberVOLUNTEER to hold a Board Position

VOLUNTEER to be a Committee Chairperson JOIN Professional Organizations

M E N T O R S H I P





BACHELOR’S DEGREE MASTER’S DEGREE (e.g. AFIT, AWC, Eisenhower School) DOCTORATE DEGREE



Continue to Enhance Technical ExpertiseAcquisition Certification Level II/III, if applicableAcquisition Certification Level I, if applicable

Leadership Development Courses BCF 203, 204, 205, etc. BCF 301, CLB 023, etc.DAU Courses: BCF 102, 103, 106, etc.

Occupational Skills Training: FM DLC, OJT, DAU


SL






Strategic Thinking



Level 1 (GS 1 – 9) Level 2 (GS 10 – 13) Level 3 (GS 14 & Above)

DEVELOPMENTAL (GS 1 – 9) JOURNEYMAN (GS 10 – 13) EXPERT (GS 14 & ABOVE)

– continued on page 30Civilian

greater breadth of experience. The civilian path mirrors the Air Force model for the desired development of Senior Executive Service employees. This path, unlike the civilian technical path, emphasizes broad experience across O&M, acquisition, budget, cost, and accounting.

There are a variety of specialized areas from which you can choose the focus of your technical expertise. For example, accountants perform work related to financial operations of the organization. Operations research analysts apply multidisciplinary scientific principles and mathematical methods to study and analyze problems affecting complex systems and provide advice and insight about probable effects of alternative courses of action. Budget analysts formulate and defend financial resources required to support the Air Force mission and execute the budget process by funding, tracking, and reporting financial data. Cost analysts perform cost estimates for systems and programs using statistical and quantitative analyses of available data to highlight trends, accomplishments, deficiencies, and other cost indicators.

Your first step in career planning is to assess where you are right now and then realistically determine the highest level you determine to be successful as you balance other aspects of your life. Work backward to your present position and identify the education, training, and experience necessary to achieve your goals. Recognize that those who are most effective at carrying out their performance standards are those who are professionally prepared to assume greater responsibilities. Remember your career development is a continuous process. Additionally, there are many paths to “success.”

ExperienceYour initial placement at the developmental-level (GS 1-9) affords the opportunity to establish and build your technical proficiency. After your first job, you should seek to gain depth in your field by pursuing different positions that emphasize higher levels of involvement. This intensity increases your potential and establishes a functional foundation that serves you well throughout your financial management career.

As you progress along in your career, with journeyman-level (GS 10-13) responsibilities, you continue to build depth of expertise and, if you are on the civilian roadmap, you begin to seek opportunities to build greater breadth. You seek supervisory roles and pursue career broadening opportunities.

30

You can both deepen and broaden your professional development as you acquire expertise, knowledge, and skill in Air Force, other Services, DoD, and other federal agencies. The Air Force specifically designs and strategically locates

career broadening positions to provide developmental opportunities that expand your skills and enhance your leadership perspective. These positions are aimed at high-potential, mid-level personnel and may require a willingness to be mobile.

As you seek experiences to develop your leadership perspective, ask yourself if you are willing to relocate. While not the only way for opportunity development, the Air Force FM senior leaders expect all Air Force FM civilian personnel aspiring to become leaders to consider the benefits of mobility. Geographic mobility brings the benefits gained through experiences in different organizations at levels and different locations. You meet new people, handle new challenges, and learn new ways of doing business. Such experience opens doors for development and advancement and makes you a more competitive candidate for jobs, leadership opportunities, and in-residence Civilian Development Education (CDE). Mobility prepares you for senior leadership positions because you gain a broad professional perspective and achieve a beneficial balance of depth and breadth to effectively lead high-performing teams. The FM DT considers geographic mobility as a favorable attribute when considering individuals for senior-level management positions and key leadership development opportunities.

As you move to the more senior expert-level (GS 14 & Above) positions, seek opportunities to leverage your technical expertise and hone your leadership skills; these are very important aspects of the jobs you fill at this level. Apply for jobs that expand and strengthen your general competencies, deepen your specific technical expertise, or both. Search for challenging positions that provide you with institutional Air Force, joint, inter-government, business, and international perspectives. A joint assignment is especially valuable if you strive to compete for Senior Executive Service.

Education & TrainingThe Air Force provides many opportunities to enhance your education. Take advantage of them and look for ways to apply what you learn in the various Professional Military Education (PME) and FM courses. You are encouraged to complete your bachelor’s and master’s degree as well as your professional FM certification.

Training occurs each and every day, sometimes formally but most often informally. Like your educational opportunities, you should fully explore your training opportunities. They occur during compliance inspections, staff assistance visits, self-inspections, or

Civilian

Civilian Deployment The Department relies on civilian employee volunteers to meet many contingency operations mission requirements. An agile civilian workforce with expeditionary capabilities positions the Department to prevail in the myriad challenges around the world and other complex operations including stability and reconstruction efforts. DoD civilians who deploy support the Department’s highest mission priority. When you return, you bring with you a broadened and enlightened perspective, experience in contingency operations and joint/interagency operations, and a deeper understanding of your role in supporting DoD’s expanding missions.

Volunteers may apply for any position regardless of the supported Service or agency and openings are predominantly on Joint Task Force HQ staffs. Typically, tours are either six or twelve months. If you wish to volunteer for a deployment, check with your supervisor, unit commander, base civilian personnel flight, and command FM warplanner to determine your qualifications. If you qualify, the MAJCOM warplanner will find out which requirements in future rotations are willing to accept civilians. You will then choose the tasking you wish to fill from the available list. Once selected, you will complete the same training and out-processing procedures as military members.

For additional guidance, refer to AFPAM 10-231, AFI 36-507, and the OSD civilian preparedness website at http://www.cpms.osd.mil/expeditionary/.

31Civilian

in daily talks with your peers, subordinates, and mentors. To help you focus your development on a daily basis, we created the Individual Development Plan, found on pages 58-71. It provides additional guidance organized by FM competency to help you focus your development efforts depending on the job you are currently performing. Your motivation to enhance your leadership and functional competencies, in balance with your primary duties, is a strong indicator to your mentors of your commitment and level of desire to excel. Use this tool to chart your competency to both skill sets and courses you might consider.

As a developmental-level (GS 1-9) employee, you must build your functional expertise as you strive to gain a deep understanding of your position through on-the-job training. Learn from those around you and by reading applicable Air Force instructions and policies. Take advantage of distance learning courses available to you on the FM DLC. Complete the FM Body of Knowledge (Basic) set of courseware. Earn your FM Certification level one and, if applicable, your Acquisition Certification (level one). Also, pursue your formal education and earn your bachelor’s degree. The sooner you earn your undergraduate degree, the sooner other doors of opportunity will open for you. If you already have your bachelor’s degree, then enter a related master’s degree program.

As a journeyman-level (GS 10-13) employee, pursue your formal education and complete a master’s degree program. PME is an outstanding opportunity for career-minded employees who are goal oriented and whose aspirations are to achieve high levels of responsibility. Squadron Officer School (SOS) provides excellent leadership doctrine and management philosophy as part of Primary Developmental Education (PDE). In-residence SOS is an eight-week program. To apply, you must be GS 9-12 employee with at least two years of continuous service by the beginning of the fiscal year and possess a bachelor’s degree.

If you have completed PDE, have a bachelor’s degree, and are a GS 9-13, you may apply to the FM DT for competitive selection to attend Intermediate Developmental Education (IDE) in-residence such as Air Command and Staff College (ACSC). You may also accomplish ACSC via correspondence (distance learning) or seminar by applying to Air University on-line at http://www.au.af.mil/au/.

Online Resources myPers – https://mypers.af.mil myPers provides a one-stop-shop for personnel information and services for all Active Duty, Guard, and Reserve components. Here you can find information on all things personnel, including promotions and benefits. myPers frequently publishes articles and announcements to provide the most current personnel information. myPers brings together force development programs, policy, briefings, and related documents and content into one site for the Total Force Airmen Community.

New Employee Orientation (NEO) – https://golearn.csd.disa.mil/kc/login/login.asp NEO, a mandatory computer-based training, provides basic AF knowledge to civilians entering the Air Force.

USAF Supervisors’ Course – http://go.usa.gov/D2gVThe USAF Supervisors’ Course, mandatory for first-level supervisors, is an instructor led, TDY-in-place course where students interact with other students online over five weeks. It instructs on management skills required in supervisory positions.

Civilian Strategic Leader Program (CSLP) http://go.usa.gov/WFcj CSLP’s goal is to execute a successful talent management program for GS-14s/15s or equivalents and is designed to create multi-skilled and interchangeable civilian leaders able to navigate complex environments.

Supervisors’ Resource Center (SRC) – http://go.usa.gov/D2jxThe SRC provides supervisory-related development and training through online courses, books, and simulations for current supervisors and members interested in supervisory positions.

Civilian Acculturation and Leadership Training (CALT) Course – http://www.au.af.mil/au/holmcenter/CALT/index.aspThe CALT curriculum, patterned after the Officer Training School curriculum, introduces new civilians to Air Force culture, preparing them for leadership and supervisory roles.


https://mypers.af.mil

32

Civilian

FM Development Team (DT) and Opportunity Development

Civilians have the potential to develop their skill-sets and continue to grow professionally regardless of their job or mobility status. Development opportunities exist at all levels of the Air Force and it is a team effort among you, your supervisors, and the FM Development Team (DT) to identify opportunities for professional development depending on where you are and where you want to go. The FM DT meets twice a year, in the summer and fall, to deliberately match civilians to education, training, and experiential opportunities. Through this iterative process, the DT seeks to develop an agile, balanced workforce equipped with the leadership and functional skills necessary to meet the requirements of tomorrow’s Air Force.

In the fall, the DT provides tailored career recommendations to civilians regarding the education and training needed to either move forward along their career path or strengthen their current skill set. One of the purposes of the DT is to ensure senior FM leaders are familiar with their workforce. Evaluating experience and career goals to match opportunities at all levels of an organization is one way the DT accomplishes this goal.

In the summer, the DT evaluates Civilian Development Education packages to determine competitive candidates for Intermediate Developmental Education (IDE) and Senior Developmental Education (SDE) opportunities. The DT plays a critical role in making certain that selected IDE/SDE candidates are best suited to compete against the other career fields for select educational opportunities. To read more about the CDE process see page 33.

To find out more about these and other developmental opportunities, email SAF/FMEW at [email protected].

If you attended: Then you should attend:

PMCS (04D and prior)DFMC (05A – 07A)

DDSC

DDSC DFMC

DFMC (07B and forward) N/A

Defense Financial Management and Comptroller School

In addition to IDE, as a GS 11-12, seek to attend the Financial Management Staff Officer Course (FMSOC) at Keesler AFB and, as a GS 12 and above, seek to attend the Defense Financial Management Course (DFMC) and Defense Decision Support Course (DDSC) offered by the Defense Financial Management and Comptroller School. Complete a professional test-based certification in a financial management discipline. Earn your FM Certification level two and, if applicable, your Acquisition Certification (level two). Also, keep your expertise up to date with continuing professional education (CPE). FM senior leadership expects you to complete 80 hours every two years and a minimum of 20 hours in any given year.

As an expert-level (GS 14 & Above) employee, earning a graduate degree, in concert with either a professional certification or IDE completion, affords you the opportunity to

be vectored by the FM DT. This provides the opportunity to compete for CDE at military officer equivalent senior developmental education (SDE) institutions such as Air War College (AWC). Like ACSC, you can complete AWC by correspondence or seminar.

The FM civilian and technical roadmaps illustrate typical career paths starting at the wing/unit level as an intern or technician and progressing to the journeyman level at the wing or higher levels. The typical career path makes it incumbent on you to take advantage of training, educational, and experiential opportunities as you develop your technical depth and leadership competencies. As you progress in your career, you may seek career broadening opportunities to increase your breadth and enhance your potential through CDE. As you develop realistic career expectations, consider personal choices and the availability of employment opportunities. Though the roadmaps do not guarantee you an exceptional career, they are great tools to help you set up your long range plan for success.

mailto:SAF.FMEW.Workflow%40pentagon.af.mil?subject=Development%20Opportunities

33

Civilian Developmental Education (CDE) Overview

Civilian– continued on page 34

IDE OPPORTUNITIES SDE OPPORTUNITIES

Air Command and Staff College Air War College

AF Legislative Fellows Program Dwight D. Eisenhower School for National Security and Resource Strategy (formerly known as ICAF)

DoD Executive Leadership Developmental Program (ELDP) Stanford University, Harvard, MIT

Master’s Program (accredited university) Excellence in Government Fellows Program

You can find a complete list of programs and number of quotas on the AFPC website at https://gum-crm.csd.disa.mil.

Each year, the Civilian Developmental Education (CDE) selection board convenes to select high-potential employees to participate in AF Developmental Education. The goal of CDE is to identify promising employees, select them for education that best suits their career goals and the needs of the Air Force, and place them in a follow-on assignment that allows them to put their education to use. The Development Team and career field teams are responsible for designating follow-on assignments.

Nomination ProceduresCivilians are nominated for CDE by their local leadership and endorsed by their chain of command. Nomination packages should be forwarded to AFPC/DFIFDA via the method identified on the AFPERS website at https://gum-crm.csd.disa.mil/.

A complete nomination package must include:

1) CDE Checklist

2) Completed AF Form 4059, with appropriate signatures

3) Resume – no more than three pages (Exceptions: CALT, SOS, ACSC-OLMP)

4) Transcripts and GRE/GMAT scores if applying for academic program

5) Master’s degree application, if applying to master’s program

6) Letter of Acceptance, if applying to AFIT

7) Signed mobility agreement (Exceptions: CALT, SOS, DCELP, ASSC-OLMP, EWI, ELDP, EIG, STRAT)

8) Signed waiver request, if requesting waivers from 2-year AF Civil Service and/or PME eligibility at https://gum-crm.csd.disa.mil/

To be eligible for CDE, you must meet the grade requirements, appropriate education level, and have served at least two years in AF civilian life.

ResourcesAFI 36-2103AFPC Civilian Leadership Development Office – DSN – 665-2524 or 210-565-2524.

CDE TimelineMar – Call for NominationsMay – Nominations due to AFPC/DPIFAMay-Aug – Development Team ReviewSept – CDE Selection BoardOct – Development Education Designation Board (DEDB)Oct/Nov – CDE selections announced*

*Selections released with military IDE/SDE selections

34

Additional Opportunities

Education With Industry (EWI)Civilian EWI is a 10-month program that provides on-the-job education, experience, and exposure to private sectors of the economy not available through formal courses of instruction. It is essentially a management development program designed to improve your technical and professional management competence. The program is sponsored by leading companies and agencies and is designed to develop qualities and abilities of the employee necessary for effective management and professional or technical leadership. The EWI announcement is included in the annual Civilian Development Education call in the spring. For more information go to the AFIT website at http://www.afit.edu/cip/ewi.cfm.

Chief Financial Officer (CFO) Leadership Certificate Program

The CFO Leadership Certificate Program is the primary education program offered by the CFO Academy for the continuing professional development for mid- to senior-level (at least GS 14, O-5 equivalents) members of the government financial management community. The program’s curriculum is virtual and consists of eight courses selected by the student that fall under two categories – Strategic Finance and Leadership. Flip to page 122 to read descriptions of each course offered in the program. Students have a total of four years to complete coursework once they begin the program. Classes are conducted in either an eResident or a distributed learning (online) format.

For more information, please visit the iCollege website http://www.ndu.edu/icollege/pcs/pcs _ cfo.html.

Advanced Academic Degree ProgramsThe Air Force supports a variety of advanced academic degree programs. The Graduate Cost Analysis (GCA) program, offered through Air Force Institute of Technology, is designed to advance the knowledge and creative problem solving skills needed to effectively estimate program resources within the global military and United States Air Force (USAF) environments. Additionally, the Naval Post Graduate School offers a part-time Master of Cost Estimating and Analysis program. All graduate programs have program-specific pre-requisites. If you are interested in obtaining a graduate degree, discuss the opportunities available to you with your supervisor. Find more information on the programs mentioned above on page 962.

For GS 13-14 personnel in APDP coded positions, the acquisition community recently made available an Aerospace and Defense MBA from the University of Tennessee. These programs allow you to obtain an MBA in one year with minimal time away from work as you attend six nine-day in-residence sessions and conduct the remainder of the study at your home station. For more information, contact SAF/FMEW ([email protected]).

http://www.ndu.edu/icollege/pcs/pcs_cfo.html

mailto:saf.fmew.workflow%40pentagon.af.mil?subject=Advanced%20Academic%20Degree%20Programs

35

Ms. Marilyn M. Thomas on Leadership

“Leadership is tough, but it is rewarding at all levels, and necessary for mission accomplishment and success.”

– Ms. Marilyn M. Thomas Principal Deputy Assistant Secretary, Financial Management

When I first started working for the Air Force, I thought I understood what it meant to be a leader – it was about taking charge and making decisions. Over the course of my career, my leadership philosophy has evolved to one of helping others reach their full potential through example, encouragement and development opportunities. Additionally, with leadership comes the responsibility to grow future leaders so that the organization continues to strengthen and thrive. Following is a thumbnail sketch of my thoughts on how to prepare to become an effective leader.

At the beginning of your career, you should focus on developing the necessary functional/technical expertise to be effective in your job. Additionally, you should look across the leadership spectrum within your organization for effective leaders you can observe for learning points. You should build a strong foundation for future growth opportunities by establishing good work habits, joining professional organizations and increasing your educational credentials.

At the journeyman-level, your leadership responsibility generally increases because you are viewed as a functional expert and are in a position of directing and influencing others to reach organizational and cross-functional objectives. In addition to continuing to seek mentorship, you will now have the opportunity to mentor junior employees. In the professional organizations you joined early in your career, you now have the opportunity to serve in committee and leadership roles. At the senior leader level in your career, you will be expected to lead others and be accountable for mission performance. If you prepared well throughout your career, you will be able to provide functional/technical leadership as well as leadership of hearts and minds of others. You will be looked to for example and direction, so you should always remember that everything you do will be held to scrutiny and to conduct your leadership role in a way that demonstrates integrity and respect for others.

I believe all civilians have leadership potential at all levels of their careers and within all levels of the organization. Preparation along the way is critical to how effectively you will handle the leadership responsibilities required or requested of you along the course of your career. Leadership is tough, but it is rewarding at all levels and necessary for mission accomplishment and success. Best wishes to you in your leadership journey!

36

DoD FM CERTIFICATIONLevel 3Level 1 Level 2

Take on Leadership Roles in a Professional Organization: (Airmen Council, 5/6 Club, AFSA, AFA, NCOA, ASMC, Top3, etc.)

Years of Service

LE

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MAJCOM / AFAFOAFAFO/COE

NCOIC / Chief of Section / Branch / Flight

Special Duty outside of FM: one tour and return (PME, MTI, Career Advisor)

Enlisted Force Development Plan (AFSC 6F0XX)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

PCS for breadth of experience: FMF / FMA / RA / 1st Sgt positionsFM Special Duty Assignment: Instructor, CDC Writer, Joint Duty, First Sergeant

Deployments

VOLUNTEER to be a Chairperson (Fund Raising, Booster Club, Finance Committee, Scouts,

Parent Teacher Association, etc.)

VOLUNTEER to be a Committee Member (ASMC Luncheons, Awards Ceremony, Dining-in, Open House, Scouts, etc.)

JOIN Professional Organizations and PARTICIPATE in Base & Community Activities

Develop the Next Generation

Professional Reading: CSAF Reading List

Lead by Example; Coach and Guide SubordinatesSharpen Your FM Skills

M E N T O R S H I PContinually seek role models to emulate (Superintendent, 1st Sgt, Command Chief)

Followership Leadership

AF Career Field Manager

MAJCOM Functional Manager

Superintendent

DFMC(MSgt* / SMSgt / CMSgt)

* By Exception Only

FMSOC(TSgt* / MSgt only)NCO AcademyALS

Financial Management Principles & Concepts Supplemental Courses

SNCO

A(R

esid

ence

)

Join

t Enl

iste

d PM

E(C

orre

spon

denc

e)Financial Management Distributed Learning Center (FM DLC) (e.g. web based training guides,

Combat Comptroller SharePoint, FM BoK)

Continuing Professional Education (80 hours every 2 years – minimum of 20 hours in any given year)

Pursue Professional Certification (CDFM, Professional Manager)

Obtain Master’s Degree

SNCOA(Correspondence)

Obtain Bachelor’s DegreeObtain CCAF Degree

7-Sk

ill U

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FFA2

UTC

Tas

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DC- C

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Task

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Sch

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UTC

Tas

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DC- C

ore

Task

Superintendent CourseAttend Silver Flag

Actively Pursue Warfighting Training Opportunities (Unit Training Sessions, ORI Preparation, Joint Training)

Complete Comptroller Contingency Familiarization Course: CCFC (Basic) within 6 months of CDC completion; CCFC (Advanced) with 7-Level awardRe-accomplish applicable CCFC within 90 days of AEF window

BMTS

/ Te

ch S

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Strategic Thinking



37Enlisted

Your first step in career planning is to assess where you are right now and then determine the top position you will strive for as you determine what success is. Work backward to your present position and identify the education, training, experience, and timing necessary to achieve your goals. Remember your career development is a continuous process. There are many paths enlisted members may follow to achieve success. That said, on-the-job performance is the single most significant factor in determining promotion potential and qualification for future FM leadership positions. The exceptional enlisted member has a balance of functional expertise and the leadership skills necessary to get the job done.

ExperienceWhen starting your career as a financial manager, you must focus on developing your general Air Force military and financial management skills. The best way to do this is through experience and training. Combine what you learn in basic military and technical training schools with what you learn through on-the-job training and you will get the most out of your job experiences. Depending on your first assignment, learn how to provide customer service and become knowledgeable in military and travel pay. Become skilled at maintaining accounting records and preparing reports. Be able to determine fund availability and propriety of claims. Know how to validate commitments, obligations, payments, and collections. Step forward and be willing to assist in developing and compiling financial data for budget preparation, budget execution plans and reports, and narrative justifications.

As you progress to SrA and SSgt, working various jobs and positions helps you gain a deeper and broader functional understanding of the FM mission. Look for opportunities to increase your responsibilities. Supervise and perform financial management activities and financial service operations.

Enlisted

The 6F0XX Career Field Education and Training Plan is available on the Air Force e-Publishing website www.e-publishing.af.mil, key word search “CFETP6F0XX.”



Take on Leadership Roles in a Professional Organization: (Airmen Council, 5/6 Club, AFSA, AFA, NCOA, ASMC, Top3, etc.)

Years of Service

LE

AD

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SH

IPE

DU

CA

TIO

N &

TR

AIN

ING

EX

PE

RIE

NC

E

MAJCOM / AFAFOAFAFO/COE

NCOIC / Chief of Section / Branch / Flight

Special Duty outside of FM: one tour and return (PME, MTI, Career Advisor)

Enlisted Force Development Plan (AFSC 6F0XX)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

PCS for breadth of experience: FMF / FMA / RA / 1st Sgt positionsFM Special Duty Assignment: Instructor, CDC Writer, Joint Duty, First Sergeant

Deployments

VOLUNTEER to be a Chairperson (Fund Raising, Booster Club, Finance Committee, Scouts,

Parent Teacher Association, etc.)

VOLUNTEER to be a Committee Member (ASMC Luncheons, Awards Ceremony, Dining-in, Open House, Scouts, etc.)

JOIN Professional Organizations and PARTICIPATE in Base & Community Activities

Develop the Next Generation

Professional Reading: CSAF Reading List

Lead by Example; Coach and Guide SubordinatesSharpen Your FM Skills

M E N T O R S H I PContinually seek role models to emulate (Superintendent, 1st Sgt, Command Chief)

Followership Leadership

AF Career Field Manager

MAJCOM Functional Manager

Superintendent

DFMC(MSgt* / SMSgt / CMSgt)

* By Exception Only

FMSOC(TSgt* / MSgt only)NCO AcademyALS

Financial Management Principles & Concepts Supplemental Courses

SNCO

A(R

esid

ence

)

Join

t Enl

iste

d PM

E(C

orre

spon

denc

e)Financial Management Distributed Learning Center (FM DLC) (e.g. web based training guides,

Combat Comptroller SharePoint, FM BoK)

Continuing Professional Education (80 hours every 2 years – minimum of 20 hours in any given year)

Pursue Professional Certification (CDFM, Professional Manager)

Obtain Master’s Degree

SNCOA(Correspondence)

Obtain Bachelor’s DegreeObtain CCAF Degree

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Strategic Thinking



http://www.e-publishing.af.mil

38

As TSgt or MSgt, you provide guidance and leadership. By broadening your exposure to different functional jobs you are more prepared as a superintendent. In addition, continue to build your functional expertise in financial analysis and service, seek opportunities as a quality assurance manager. As you do so, focus on delivering mission-oriented financial analysis and financial services both at home station and in the deployed environment.

As a SMSgt, you have broad supervisory and managerial responsibilities. As a superintendent, you learn from the experience of forming a partnership with your commander to lead your squadron. You implement effective training and oversee daily financial operations. You also prepare your Airmen for deployment operations and develop them for future career and leadership opportunities.

By definition, as a CMSgt you are in the top one percent of the enlisted ranks and your primary function is to mentor and lead. Continue to learn how best to accomplish both. You do this as a wing-level superintendent or as a MAJCOM functional manager. You can also broaden your experience and serve as a group or command chief or take advantage of other opportunities such as PME. As a chief, you partner with senior leaders in decision making processes as you blend your tactical and operational experiences into a strategic perspective.

The keys to succeeding as an FM chief are taking care of Airmen, developing the next generations of FMers, and accomplishing the mission today. Your legacy resides in those who follow in your footsteps, those you lead and mentor on a daily basis, and those you lead through FM enlisted policy and procedure.

Education & TrainingThe 6F0XX Career Field Education and Training Plan (CFETP) establishes the training you receive to develop and progress through your career. The CFETP identifies your initial skills, upgrade requirements, qualification, advanced, and proficiency training. Supervisors use the CFETP to identify training at the

appropriate point in your career. Download your own copy of the CFETP at www.e-publishing.af.mil/shared/ media/epubs/CFETP6F0XX.pdf.

As an AB through A1C, with completion of basic military training and technical training, your primary education and training focus is earning your 5-skill level. You achieve this by completing your Career Development Courses (CDCs), job qualification training, and being signed off on all STS core tasks and all tasks on the XFFA1 unit type code (UTC) task listing. In addition, you will complete the Comptroller Contingency Familiarization Course (CCFC) Basic within six months of completing your 5-skill CDCs. You will also complete the CCFC during the 90 days prior to your tasked or vulnerable AEF window. Once you have satisfactorily completed your CDCs you should get started on the path to earning your Community College of the Air Force degree in Financial Management.

As a SrA, your first PME opportunity is to attend Airman Leadership School. Completion of this course is mandatory before assuming the grade of SSgt. Also, as a SrA, FM deployment opportunities are available to you and contingency training is extremely valuable. One of your most critical requirements is to provide sound financial service and decision support to your deployed commander. Seek real world training through locally-

Enlisted

http://www.e-publishing.af.mil/shared/ media/epubs/CFETP6F0XX.pdf

http://www.e-publishing.af.mil/shared/ media/epubs/CFETP6F0XX.pdf

39– continued on page 40

Enlisted

Promotion TestingYou should begin studying your Professional Development Guide (PDG) after you complete your CDCs. By staying current with PDG information you greatly improve your knowledge of general military issues and will potentially increase your promotion opportunity. SSgt – MSgt promotion is based on six weighted factors totaling 460 points. Review the breakdown below and consult AFI 36-2502 for further guidance.

200 points YOU CONTROL through testing… PDG – 100 pts; SKT – 100 pts160 points YOU CONTROL through performance… EPR – 135 pts; Decorations - 25 pts 100 points controlled by longevity… TIS – 40 pts; TIG – 60 pts

based contingency training, participate in base exercises, and become familiar with SharePoint. The SharePoint is an excellent source for deployment information; on it you will find everything from training scenarios to mid-tour reports.

Combat ComptrollerSharePointThe Combat Comptroller SharePoint site provides contingency related information for financial managers who are preparing to deploy. The Combat Comptroller SharePoint site is interactive and offers a platform where deployed FMers can share their experiences with those who will deploy in the future. This site has the following six sections:

– Pre-deployment includes training and information about specific duties and sites; it also offers photographs from common deployment locations.

– Deployment is a deployed Airmen’s focus page and includes information on policies, procedures, and local conditions for various deployment sites.

– Post-deployment consists of after-action reports, audits, and other information provided by predecessors at the deployed location.

– Joint Deployment lists joint publications and training information. It also lists the joint commands and links to their websites.

– Contingency Training contains training policies, task list information, and a list of contingency scenarios.

– UDMs and warplanners offers knowledge for those who prepare others to deploy.

The Combat Comptroller SharePoint site continues to evolve through contributions and feedback from FMers. Check out the site as https://cs3.eis.af.mil/sites/26786/cc.

40

EnlistedWhen you are selected SSgt, you are automatically enrolled in 7-skill level upgrade training. To be awarded your 7-level, you must review and validate your knowledge of all core tasks, complete your 7-level CDC, and the 7-level in-residence course. Additionally, you must be signed off on all XFFA2 UTC tasks. In concert with these efforts, you should complete your CCAF degree in financial management within your first four to six years of military service.

One of our primary deployment capabilities is the independent TSgt or MSgt disbursing agent. As such, you need to enhance your deployment skills through OJT, supplemental training, and distance learning opportunities. As a TSgt-select or TSgt, you must attend Silver Flag as well as complete the NCO Academy to develop both your functional and institutional leadership competencies. In addition you may be selected to attend Financial Management Staff Officers Course (FMSOC).

Additionally, as a TSgt with two years time-in-grade and completion of the NCO Academy, you can complete the SNCOA correspondence course. Completion of this course hones your leadership and management skills and enhances your knowledge of joint operations.

As a MSgt, you may be selected to attend the FMSOC at the Defense Financial Management and Comptroller School (DFM&CS). You should also consider completion of the Senior

Enlisted Joint Professional Military Education distance learning course available via the Joint Forces Staff College at https://www.jfsc.ndu.edu/schools_programs/se_jpme.

Community College of the Air Force (CCAF) You can earn an accredited regional associate’s degree from CCAF by combining technical training, professional military education, and general education credits from accredited colleges and universities. You can then apply your CCAF credits to a bachelor’s degree from a variety of universities and colleges. You can do this through the Air Force Virtual Education Center (AFVEC) which links you to the Air University Associate-to-Baccalaureate Cooperative (AU-ABC) program. For more information log on to the Air Force Portal and search “AFVEC.” This site also offers you other professional and distance education courses.

CCAF, SNCOA, and Senior Rater Endorsement Air Force SNCOs must meet certain education requirements be eligible for senior rater EPR endorsement. To keep yourself competitive for the top two enlisted grades, you must complete SNCOA, through correspondence, and have a CCAF. By now you should have completed your CCAF degree. Following that, senior enlisted leadership recommends you complete your bachelor’s degree and work towards your master’s degree.

https://www.jfsc.ndu.edu/schools_programs/se_jpme

https://www.jfsc.ndu.edu/schools_programs/se_jpme

41Enlisted

Contingency training continues to be in the forefront of your requirements, but is even more important now because as a SMSgt, you lead FM deployments. Attend DFMC now if you did not already do so as a MSgt. Likewise, if you have not already done so, you are encouraged to complete a master’s degree

in a financial management-related field and earn a professional test-based certification, such as the Certified Defense Financial Manager (CDFM). For more information about FM-supported certifications, see pages 138-139.

Although a college degree and professional certification are very important for your continued development, there are also other opportunities available to you. Periodically, you will have the chance to attend leadership or continuous improvement seminars. Take advantage of these opportunities whenever possible. These seminars provide insightful information to help you become a more effective leader.

As a CMSgt, continue to lead from the front by honing your contingency skills so you are always prepared when called on to deploy.

Chief John A. Writer on LeadershipIn FY13, approximately 384 students will complete Enlisted Financial Management Basic. This means in FY13 we started to train and develop 384 potential Chief Master Sergeants. That is correct: every person entering the 6F0X1 career field has the potential to become a CMSgt. Here a few tips to assist you.

Start by learning your job. By this, I mean become an expert at what you do. The 3-level course will provide you foundational information and once you arrive at your first base, you’ll receive Career Development Courses (CDCs) to further your FM knowledge. Then take learning to the next level through on-the-job training and applying what you’ve learned to real life situations. Become an expert at your job by reviewing Air Force Instructions and by understanding how one transaction affects others. Pester your boss by asking questions. Develop a strong work ethic.

You will also learn different aspects of leadership throughout your career. This kind of instruction is provided during Professional Military Education (PME) courses like Airman Leadership School and the Non- Commissioned Officer Academy. Apply the leadership lessons you learn in PME to your unit and to professional organizations. Become an elected official in an ASMC chapter or Top Three. Take on tough jobs in your organization. Step up and become the Section Chief, NCOIC, or supervise a difficult section. Everyone can do the easy stuff. People who take on difficult tasks, and do them well, move through the ranks quicker.

Lastly, continually sharpen your skills. Learn more about your profession by taking higher-level FM courses such as Defense Decision Support Class and courses offered by Defense Acquisition University. Take college classes to earn your Community College of the Air Force degree in Financial Management. Once complete, pursue a BA or MBA. Observe leaders to start formulating your own leadership style. Read. Ask for feedback. Never stop growing professionally and personally.

42

Years of Service Commissioned 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3

LE

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Seek Opportunities To Attend Professional Events / ConferencesDevelop Do Teach

M E N T O R S H I P

Stay informed about AF & FM events and vision

THOUGHT LEADERSHIP: Writing, Speaking, Listening, and PROFESSIONAL READING

Expeditionary Focused…Leadership Centric…Your most important job is now!

Establish good work habitsSeek senior mentor & role model Coach & guide subordinates

Seek junior personnel to mentor

Join & Lead Professional / Community Organizations (e.g. ASMC, ICEAA, CGOC) and Lead Base Activities (e.g. CFC, AFAF) Chair Professional Organizations

Career Broadening

ALEET, AIEET, COLT, SAEP, EWI, Recruiter, OTS/SOS Instructor,

Executive Officer, ROTC, CAG, Ops, IAS

Operational AssignmentsCAG, IAS, Executive Officer

FOA / DRU / MAJCOM / SAF / JOINT DUTY

MAJCOM FM*CoE / AFCAA / MAJCOM Analyst / Branch / Division Chief

Acq Leader*SAF Director*

ABW CC*

Acq Leader*SAF Div Chief*MAJCOM FMA*

Group CC*

2nd Squadron CC MAJCOM FMAO*SPO FM DirectorDeputy Group CC

Squadron CC

Chief of Cost / Program Control

Aim for one O&M assignment and one acquisition assignment in first two tours

Deputy FMA / FMAFSO Program

Analyst Product Center Staff

FMAFSO Program

AnalystBranch Chief

Deployments

Officer Force Development Roadmap (AFSC 65FX/65WX)

APDP CERTIFICATION Level 3, if applicableAPDP CERTIFICATION Level 1/ Level 2, if applicable

* Prerequisite: SAF/FM experience

CFO AcademyOccupational Skills Training: FM DLC, FM myLearn, OJT, DAU

Pursue Test Based Certifications: CDFM, CGFM, CPA, CCEAContinuing Professional Education (80 hours every 2 years – minimum of 20 hours in any given year)

Master’s Degree(AFIT, AAD, Tuition Assistance)

Summit DE(CCL, ELS,

Fellowships)

BFMOC FMSOC Executive Development CoursesDFMC

Officer Comptroller Contingency Familiarization Course Actively Pursue Warfighting Training Opportunities (Unit Training Sessions, ORI Preparation)

Primary Developmental EducationSquadron Officer School

Intermediate Developmental Education(ACSC, Army CGSC, Foreign, Fellowships)

Senior Developmental Education(AWC, NWC, ICAF, Foreign, Fellowships)

Continue to Enhance Skills (SQ /GRP/ WG CC Courses)






Strategic Thinking




43

Officer


Years of Service Commissioned 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3

LE

AD

ER

SH

IPE

DU

CA

TIO

N&

TR

AIN

ING

EX

PE

RIE

NC

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Seek Opportunities To Attend Professional Events / ConferencesDevelop Do Teach

M E N T O R S H I P

Stay informed about AF & FM events and vision

THOUGHT LEADERSHIP: Writing, Speaking, Listening, and PROFESSIONAL READING

Expeditionary Focused…Leadership Centric…Your most important job is now!

Establish good work habitsSeek senior mentor & role model Coach & guide subordinates

Seek junior personnel to mentor

Join & Lead Professional / Community Organizations (e.g. ASMC, ICEAA, CGOC) and Lead Base Activities (e.g. CFC, AFAF) Chair Professional Organizations

Career Broadening

ALEET, AIEET, COLT, SAEP, EWI, Recruiter, OTS/SOS Instructor,

Executive Officer, ROTC, CAG, Ops, IAS

Operational AssignmentsCAG, IAS, Executive Officer

FOA / DRU / MAJCOM / SAF / JOINT DUTY

MAJCOM FM*CoE / AFCAA / MAJCOM Analyst / Branch / Division Chief

Acq Leader*SAF Director*

ABW CC*

Acq Leader*SAF Div Chief*MAJCOM FMA*

Group CC*

2nd Squadron CC MAJCOM FMAO*SPO FM DirectorDeputy Group CC

Squadron CC

Chief of Cost / Program Control

Aim for one O&M assignment and one acquisition assignment in first two tours

Deputy FMA / FMAFSO Program

Analyst Product Center Staff

FMAFSO Program

AnalystBranch Chief

Deployments

Officer Force Development Roadmap (AFSC 65FX/65WX)

APDP CERTIFICATION Level 3, if applicableAPDP CERTIFICATION Level 1/ Level 2, if applicable

* Prerequisite: SAF/FM experience

CFO AcademyOccupational Skills Training: FM DLC, FM myLearn, OJT, DAU

Pursue Test Based Certifications: CDFM, CGFM, CPA, CCEAContinuing Professional Education (80 hours every 2 years – minimum of 20 hours in any given year)

Master’s Degree(AFIT, AAD, Tuition Assistance)

Summit DE(CCL, ELS,

Fellowships)

BFMOC FMSOC Executive Development CoursesDFMC

Officer Comptroller Contingency Familiarization Course Actively Pursue Warfighting Training Opportunities (Unit Training Sessions, ORI Preparation)

Primary Developmental EducationSquadron Officer School

Intermediate Developmental Education(ACSC, Army CGSC, Foreign, Fellowships)

Senior Developmental Education(AWC, NWC, ICAF, Foreign, Fellowships)

Continue to Enhance Skills (SQ /GRP/ WG CC Courses)






Strategic Thinking




Officer

Your first step in career planning is to assess where you are and then determine the top position you would like to reach in your AF career as you determine success. Work backward to your present position and identify the education, training, experience, and timing necessary to achieve your goals making sure you balance those career aspirations with your personal and/or family goals. Then, understand this is merely a plan. Albeit necessary, there are factors such as training, opportunity, and the needs of the Air Force that will change your course. Because this will happen throughout your career, it is important to update your plan often and throughout it have several options. The officer who is most effective at carrying out the mission is the one who is professionally prepared to assume the responsibilities that go with a particular rank. Remember your career development is a continuous process. There is no one career path every officer must follow to achieve success. Job performance is the single most significant factor in determining promotion potential and qualification for future FM leadership positions. In other words, your most important job is the one you have now. An exceptional FM officer is one who acquires a balance of personal, functional, staff officer, and leadership experience with the proper schooling at the right time. The exceptional officer is prepared for opportunities as they arise.

ExperienceYou must build your functional FM expertise early in your career. Think of this like time in a jet: the more time you get, the more proficient you become. When first assigned to FM, senior leaders expect you to build depth in your functional specialty and breadth through diverse work experiences in the career field. This requires timely changes from one position to another to establish a broad base of experience.

While there are two main areas of FM functional expertise, operations and maintenance (O&M) and acquisition, you gain a distinct third area of expertise with FM deployment experience. O&M is comprised of wing financial services and financial analysis officers. Acquisition is divided between program office and staff jobs performing business financial management analysis or cost estimating functions. FM deployment is the unique application of direct decision support to the warfighter in the area of responsibility.

Operations & MaintenanceAs a financial services officer (FSO), you provide decision support as the lead for all finance functions associated with military, civilian, and travel pay customer services as well as disbursing operations. As a FSO, you serve as the installation’s liaison with the Air Force Financial Services Center (AFFSC). Through this function, you gain

44

experience with settlement and audit of travel claims. In the AFFSC centralized environment, there are limited FSO opportunities in the field. FSOs lead approximately 9-16 military and civilian Airmen.

As a financial analysis (FMA) officer, you provide financial decision support through the application of accounting, budget, and cost skills. You perform analyses in the preparation, distribution,and execution of funds. This includes, but is not limited to, budgetseconomic analyses and business case analyses. You also serve as the installation’s accounting liaison to the Defense Finance and Accounting Service (DFAS). Through the liaison function, you gain experience with accounting systems and operations. The FMA officer leads approximately 16-34 military and civilian Airmen.

AcquisitionAcquisition assignments are typically at AFSPC, the Life Cycle Management Center installations, Sustainment Center installations, Test Center installations, or the Air Force Cost Analysis Agency. In an acquisition position, you provide financial decision support for the development and procurement of major weapon systems such as new aircraft, information management systems, and various munitions programs. Responsibilities in this area include financial planning, formulating financial programs, and administering budgets. You are also responsible for financial planning, budget formulation as input to annual MAJCOM programming exercises, interfacing with HAF program element monitors during congressional enactment, and all additional financial aspects of program, to include administering budgets. By law, you must earn acquisition certifications to hold certain positions (refer to DoD 5000.52-M).

FM Deployment – Warrior EthosIt is hard to overemphasize the importance of deployment experience. In addition to command, your greatest duty experience is in the deployed environment. The experience you gain with Air Force and joint deployment tours adds to your operational credibility when you provide decision support advice and enhances your leadership ability because your subordinates recognize you have “walked the talk.” Deployment opportunities lead to experiences interacting with out sister services and other federal agencies as well as relationship building with foreign governments and local national hosts. Successful deployment assignments and experiences advance and support the requirements of our 21st century leaders where joint knowledge, enterprise-wide experience, and cultural and regional knowledge and expertise are valuable and important aspects of leadership positions.

Visit the Combat Comptroller SharePoint at https://cs3.eis.af.mil/sites/26786/CC for information, including lessons learned, training, after-action reports, and contingency scenarios. For more information, see page 39.

As a company grade officer, you should aim for one O&M assignment and one acquisition cost or acquisition budget assignment in your first two tours to build functional FM depth and breadth and to help determine your career interest. As you complete O&M and acquisition duties, you learn different technical and leadership skills inherent to the nature of the job. For example, an assignment to a base level FMA or FSO greatly enhances your daily applied leadership skills as well as your O&M financial decision support skills, whereas, an assignment to a systems program office (SPO) or a product center staff greatly enhances your technical cost estimating, acquisition budget management and reporting, and schedule analytical decision support skills. Take on a large additional duty such as unit deployment manager responsibilities and be actively involved in professional organizations such as ASMC or ICEAA. For additional information on professional organizations, see page 138.

In addition to FM assignments, CGO billets are available for jobs outside the career field and will help broaden your Joint Duty

Officer

Base Level36%

SPO/CENTER40%

Air Staff3%

Joint2%Instructor

1%

NAF/FOA/DRU7% MAJCOM

11%

CY14 FM Officer Deployments

– 4 - 365-day deployment tasking (includes 1 x O6) – 1 Afghanistan– 74 - 179-day deployment taskings – 31 FGO, 43 CGO – 48 Afghanistan

LEADERSHIP & PERFORMANCE IS KEY!

0 10 20 30 40 50 60Requirements

Grade AllocationCGOFGO

CY13 13 35

20 23CY14


Officer

skills. These opportunities include serving as a ROTC or PME instructor, wing or MAJCOM/ FM executive officer, international affairs strategy (IAS) officer, Education With Industry (EWI), and many others. The assignment “bottom line” is to seek opportunities, not locations.

With a primary focus still on functional competencies, the functional foundation and leadership skills you build early in your career pay off as a field grade officer when you serve as a staff officer and a commander. As a Major and

Lieutenant Colonel, this is the time for you to continue to build on your functional depth and breadth, as well as explore opportunities to broaden your Air Force perspective through operational, joint, and special duty assignments.

Staff officer jobs provide you an opportunity to develop the big picture view of the mission and a chance to hone your decision making skills. Increased job responsibility is key in developing expertise that enhances decision making leadership skills. Staff jobs at various levels (e.g., MAJCOM, Air Staff, Joint Staff, and SAF) provide you a unique perspective into organizational relationships. Staff billets above wing level are prevalent at every major and joint command as well as the SAF field operating agencies and direct reporting units (i.e., AFFSC, AFCAA, and FM CoE). Particularly important is an Air Staff tour because it provides the unique professional development opportunity to experience through an Air Staff action officer lens. This is critical for your future development and value to the Air Force, particularly as a senior leader.

Squadron command positions are very important in the FM career field because they develop you as an officer and a leader. Squadron command is an assignment of high trust. It affords you the opportunity to lead a large and diverse group of people through shared vision and values. This is especially true with the 2009 addition of the ADCON responsibility for the wing staff agency personnel. The experiences you accumulate as a company grade officer greatly influence your success as a commander. Serving as a commander is an extremely rewarding, challenging, and gratifying experience and highlights a combination of functional competence and leadership.

Joint DutyJoint duty is key to our warfighting capability as we increasingly depend on interoperability among the services. The best way to gain valuable joint service experience is though joint billets which you should pursue early in your field grade career although there are some limited joint opportunities available for CGOs. The Air Force’s joint qualification system (JQS) recognizes there are officers in the field who are accomplishing the joint mission and gaining

joint experiences both in joint and non-joint billets. This system grants you joint credit based on a combination of factors based on education, experience, deployments, exercises, and other criteria. The JQS credits joint mission experiences from non-joint billets using a point system that takes into account the duration and intensity of the experience. To self-nominate

and receive joint credit go to the AFPC website and key word search “Obtaining Joint Credit.”

As we do joint training exercises, combat operations, and humanitarian missions together, getting experience in the multi-service environment shows senior leaders you are an expert in our expeditionary joint forces. Commanders place a high premium on officers who have exposure to these greater experiential assignments.

Joint Duty

Air Staff19% Joint

11%

SQ/CC26%

SPO/Center9%

Base Level9% Instructor

4%

NAF/FOA/DRU6% MAJCOM

16%

Squadron/Commander Board Overview

FM Officers must compete for Command if eligible: – Grade: Maj(s), Maj, Lt Col– TOS: 15 mos by 1 Jan, DEROS, or must move– Joint: 34 mos joint credit (waiverable to 22 mos)

Officer not eligible if:– Open UIF on file or deferred promotion– IPZ to O-6 during the first year of command

Development Team selects candidate list

MAJCOM/FM’s bid candidates to Wing Commanders


46

You gain great personal and professional growth by serving in these positions of trust. Other excellent FGO leadership opportunities exist at wing, center, command, and Air Force levels for branch and division chiefs. Career broadening assignments for Lieutenant Colonels include opportunities to serve as Deputy Mission Support Group and ROTC detachment commanders. Remember, the Air Force promotes officers based on demonstrated leadership potential.

As a senior leader, i.e., Colonel and General Officer, you opt to pursue Major Command and Air Staff comptroller leadership opportunities or explore broader Air Force leadership opportunities such as group or wing command positions. As a general officer, you lose your 65 AFSC identifier as the Air Force expects you to lead wherever the need for leadership exists. These opportunities allow you to grow your replacements while you lead them with a shared vision of integrity, service, and excellence.

Education & TrainingEducation and Training opportunities arise every day throughout your Air Force career. Education is often formal and results in a specific degree or certification. Training is often informal and occurs on a daily basis during compliance inspections, staff assistance visits, self-inspections, or in daily talks with your peers, subordinates, and mentors. To help you focus your development on a daily basis, we created the Individual Development Plan, found on pages 58-71. It provides additional guidance organized by FM competency to help you focus your development efforts depending on the job you are currently performing. Your motivation to enhance your leadership and functional competencies, in balance with your primary duties, is a strong indicator to your mentors of your commitment and level of desire to excel.

As a company grade officer, you must pursue a master’s degree. You also must build your functional expertise and increase your understanding of financial management through on-the-job training. You will complete BFMOC within the first 12 months of your commission and will have the opportunity to attend FMSOC as a captain. Learn from those around you and by reading applicable Air Force instructions and policies. Take

advantage of distance learning courses available to you on the FM DLC. Once you gain technical depth, complete a professional test-based certification. If applicable, earn your Acquisition Certification (Level I) and attend to your FM Certification levels as appropriate. As you progress in your career, your job will dictate the level of additional training you require. For example, as a field grade officer, staff assignment at a major command and Air Staff require budget system training. Likewise, you must earn additional Acquisition Certification (Levels II and III) in accordance with the requirements of the acquisition position.

The Air Force provides you with many opportunities to enhance your education through Basic, Intermediate, and Senior Developmental Education. Take advantage of them and look for ways to apply what you learn in various PME and FM courses. It is important that you embrace continuous learning and understand the importance of professional reading.

Basic Developmental Education (BDE) and Graduate Degree

Even though the Air Force selects 80 percent of captains to attend SOS in-residence, you should begin to complete Squadron Officer School (SOS) correspondence via the non-resident program as soon as you become a Captain select and have a training line number. It provides additional guidance organized by FM competency to help you focus your development efforts

Officer

For additional information about SOS refer to AFI 36-2301, Professional Military Education, or the SOS website (http://www.au.af.mil/au/soc).



Officer

depending on the job you are currently performing. The main focus of SOS is officership based on Air Force core values. SOS provides the leadership tools you need to build military teams and lays a foundation for critical thinking in air and space power through education on air power history and doctrine. To attend in-residence SOS, you must have between four and seven years of commissioned service and must have pinned-on captain by the time classes start. Moreover, Air University offers non-resident, Distance Learning Leadership Development Program which has online courses on topics such as Organizational Leadership and CGO Development. To learn more about these courses, visit http://www.au.af.mil/au/soc/curriculum.html#nonres.

You should work to complete applicable non-residence PME correspondence and seminar as soon as you become eligible to enroll and you must complete developmental education commensurate with your rank and have it on your official record before your meet the promotion board. Likewise, to be competitive for promotion to field grade, you must complete your advanced academic degree (AAD) by the promotion board cut off date. Colonel (retired) Jack Conroy advises “You will never have more time in your career than you do as a Lieutenant, so don’t wait to enroll. Start class as soon as you can.”

The Air Force offers tuition assistance (TA) to officers

seeking graduate degrees under AFI 36-2306 5.4. If you elected to sign-up for the Montgomery GI Bill, you can use it to cover expenses above TA caps. The GI Bill also reimburses for selected test-based certifications such as CDFM or CGFM. Be selective when choosing a school and a degree program and tailor it to your individual interests and career goals. Visit www.gibill.va.gov or contact your base education office for specific policy and procedure.

Air Force Institute of Technology (AFIT)

Many FM jobs require specific education to ensure officers are properly prepared for their duties. Advanced academic degree graduates of the Cost Analysis program are predominately placed at acquisition bases (Hanscom, Los Angeles, Wright-Patterson, Eglin) and the Air Force Cost Analysis Agency at Joint Base Andrews. There is one billet each at HQ AFSPC and SAF/FMCC. The impact of these positions is critical across the Air Force and is reserved for high caliber, career-minded officers vectored as future FM leaders. Similarly, SAF/FM offers 3-yr PhD program opportunities with a follow-on assignment to teach at the AFIT cost master’s program, DFM&CS, or to serve as an economist on the SAF/FMC staff.

To be eligible for AFIT graduate programs, you must have a strong record and complete development education commensurate with your rank. Undergraduate degrees in business, economics, finance, or math are preferred. Calculus I is the preferred pre-requisite mathematical course, but Business Calculus is acceptable if you meet all other requirements. You must have an overall undergraduate GPA of 3.0 or higher on a 4.0 scale and a math GPA of 3.0. A minimum GRE score of 500V/600Q or a minimum GMAT score of 28V/37Q/4.5A/550TS is also required. To learn more about AFIT Cost Analysis program see page 96.

Individual Development PlanLike a budget is a plan, it is important to have a plan for your career. Spend time on your IDP to focus your learning and to support your career path. Be sure to work with your leadership to gain both insight and buy-in.


http://www.au.af.mil/au/soc/curriculum.html#nonres

http://www.au.af.mil/au/soc/curriculum.html#nonres

http://www.gibill.va.gov

48

Intermediate and Senior Developmental Education (IDE/SDE)In early spring of each year, HQ AFPC releases an IDE/SDE nomination call for the following academic year and identifies officer eligibility requirements. You should visit the AFPC website for specific information on IDE/SDE programs, procedures, and policies.

IDE expands and refines the skills you need to operate effectively and assume increasingly higher levels of responsibility. It also emphasizes analytical and practical tools you need as a military leader. To be eligible to apply for IDE in-residence, you must be a Major or a Major select and within your eligibility window. Your eligibility window is the three years following your selection for promotion to Major. Also, you must be nominated by your senior rater and by the FM Development Team (DT) for designation to school during the annual Developmental Education Designation Board (DEDB).

For additional opportunities refer to the Officer Developmental Education Guide on the AFPC website https://gum-crm.csd.disa.mil.

SDE prepares you to lead in the strategic environment, emphasizing joint operations and the employment of air and space power in support of national security. To be eligible to attend SDE in-residence, you must be a Lieutenant Colonel select or above, with less than 23 years commissioned service at the time of graduation, and within your eligibility window. Your eligibility window is the four years following your selection for promotion to Lieutenant Colonel. You must be nominated by your senior rater, your package reviewed and forwarded by the FM DT, and designated to attend school during the annual DEDB. AFPC handles SDE for Lieutenant

Colonels and Lieutenant Colonel selects and the Air Force Senior Leader Management Office (AFSLMO) handles SDE for Colonels and Colonel selects. For additional Developmental Education information refer to Air Force Instruction (AFI) 36-2301, Professional Military Education.

The Development Plan and FM DT VectoringThe FM DT — comprised of the FM functional managers, the FM career field managers, MAJCOM and COCOM Comptrol-lers, AFPC (officer and civilian career field team)— vectors all Majors selects, Lieutenant Colonels selects, outgoing squadron commanders, and graduates from IDE or SDE. You identify your goals through the Airmen development plan (ADP). The ADP is your means for communicating your assignment and command statement of intent to the FM DT. It is your supervisor’s and commander’s responsibility to review and assist you with determining your development plan. There is a separate web-based system for educational development preferences (AF 3849). This application is available to you through the AFPC secure website when you are within your eligibility window for applying for IDE/SDE. The AFPC website and ADP application include comprehensive tutorials for members, raters, commanders, and senior raters.

In addition to the ADP, the FM DT uses the information contained in the Single Unit Retrieval Format (SURF), and your record of performance (OPRs and decorations) to evaluate and provide development vectors for you. Therefore, make sure your records are current. The FM DT uses a whole person score evaluation method for both command and developmental education boards.

The FM DT evaluates you on: 1. Performance 5. Depth and Breadth 2. Professional Qualities of Experience 3. Leadership 6. Specific Achievements 4. Job Responsibility 7. Education

The FM DT recognizes all FM officers are important and strongly encourages you to complete requirements commensurate with your rank. The FM DT focuses on those individuals whose professional achievements demonstrate a readiness for advancement.

Majors Lt Colonels

~ 20% as IDE selects (3 Looks)

~ 15% as SDE selects (4 Looks)

Selects vs. Candidates

1st Look is typically one year after promotion board

Officer LEADERSHIP & PE RFORMANCE ARE KEY!

49

IDE OPPORTUNITIES SDE OPPORTUNITIES

Air Command and Staff College (ACSC) Air War College (AWC)

SOS instructor w/ACSC follow-on ACSC instructor w/AWC follow-on

Army Command and General Staff College National War College

Naval Command and Staff College Dwight D. Eisenhower School for National Security and Resource Strategy (formerly known as ICAF)

Marine Corps Command and Staff College Army War College

Air Force Internship Naval War College

Lean Aerospace Initiative Fellowship Marine War College

National Defense Intelligence College Joint Advanced Warfighting School

Air Force Academy Squadron AOC Air Force Academy Group AOC w/AWC follow-on

NPS-Political/Military Affairs Strategist* French Defense College*

NPS-Homeland Security George Marshall Center for Security Studies*

Advanced Study of Air Mobility Geneva Centre for Security Studies*

Argentina Air Command and Staff College* Inter-American Defense College*

Australian Command and Staff College* Japan National Institute for Defense Studies*

Indian Defense Services Staff College* NATO Defense College*

Indonesian Air Command and Staff College* Royal Superior College of Defense (Belgium)*

Japanese Command and Staff College* Army Advanced Operational Studies Fellowship

Korean Command and Staff College* Korean Command and Staff College*

Spanish Air Force Command and Staff College* AF Fellowships/National Defense Fellowships

Norwegian Defense Staff College* National Security Fellowships

* Officers chosen for these programs will fill a regional affairs strategist (RAS) or political-military affairs strategic (PAS) billet in either their first or second assignment after graduation.

Officers who have attended or are currently attending select advanced academic degree programs may request in-residence IDE credit during their three-year eligibility window.

For additional opportunities refer to the Officer Developmental Education Guide on the AFPC website https://gum-crm.csd.disa.mil

Officer

LEADERSHIP & PE RFORMANCE ARE KEY!

50

Major General James Martin on Leadership and PerformanceWhat defines a successful career in the Air Force? The answer is not complicated…proven leadership, in-depth FM knowledge, and job performance – all while embodying our core values.

In today’s fiscal environment, commanders rely on financial managers to see the world through their eyes, balance scarce resources across the full spectrum of operations, and lead organizations to find solutions. To be successful, we must empower our teams to use all the skills in the FM toolkit. As leaders, we must focus on understanding the value we bring to the mission. Effective leaders communicate clearly so everyone in the organization understands their role and how they contribute to the mission. They build teams that master fundamentals, are disciplined in their execution, and continuously look for ways to make things better. Most importantly, leaders take care of their people: empowering them, fostering a workplace built around respect and accountability, and ensuring development opportunities for professional and personal growth. These principles are consistent in any assignment, and it’s your team’s success that will create opportunities for you and your people.

As you progress through your career, consistently seek out opportunities to expand your FM knowledge. It is our expertise and ability to focus on and execute our bosses’ priorities that enable us to be the commander’s trusted advisor. Mission success depends as much on our FM expertise as it does on our ability to lead. Remember, we are more than Financial Managers…we are Force Multipliers. With today’s budget uncertainties, your ability to problem solve, stretch dollars, and exploit efficiencies is in high demand. Budget and cost analysis, reliable accounting data, and strong decision support skills allow us to apply limited resources on the right requirement at the right time to achieve the right effect. No other career field is charged with understanding the full spectrum of what our Air Force does, from the flying mission to the day-to-day base operations, and it is this perspective that puts us in a position to influence change and lead units to meet mission requirements in a highly constrained budget environment.

Leadership and FM knowledge are only two of the ingredients to a successful career. How you use these ingredients to deliver job performance will determine your level of success. You must strive to perform exceptionally in every Air Force job, whether you have a thousand people working for you or none. Job performance is always the key to future opportunities. Successful officers never stop learning and growing. You must invest the time to become an expert in all aspects of your job – your organization’s success depends on it. Along the same lines, you are expected to continue your pursuit of professional military and off-duty education. Graduate school and PME provide the necessary critical thinking skills to help you succeed in your current role while preparing you for more senior positions. However, don’t stop there. Continue to challenge yourself to grow by taking advantage of other educational opportunities, whether it be pursuing a professional certification or simply reading a book on military history. Education, along with job performance, is a key factor in competing well for command, school, and future jobs. In times of reduced personnel and force shaping programs, you have a responsibility to control what you can; your job performance, which includes education and self-improvement, is certainly within your control.

Whatever personal goals you have in the Air Force, be a leader, find out what your boss wants, and do your job. You will be rewarded with increased responsibilities and more opportunities to excel…and the Air Force will be rewarded with leaders who provide effective solutions to guarantee mission accomplishment. It’s a win-win!

FM Officer Leadership

51

Linking Competencies to Development

table of contentsDoD FM Certification Level Requirements and Core Curriculums 52-57

Individual Development Plan Competency Skill Sets 58-71

52

DoD FM Certification Level Requirements and Core Curriculums

Under the DoD FM Certification Program,

all FM-coded positions are aligned to one

of the three professional certification levels.

The DoD FM Certification Program

encompasses competency-based training,

experience, and leadership. It also includes

an emphasis on education and test-based FM

professional certifications at Levels 2 and 3.

After obtaining your appropriate Certification

Level, all employees will be required to

maintain Continuing Education and Training

(CET) hours every two years.

The following pages outline the DoD FM

Certification requirements for Levels 1, 2,

and 3. Additionally, you will find core

curriculums identifying a range of courses

that help satisfy the course hour

requirements at each level. For more

information on this program, refer to pages

16-18 or visit FM Online at

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

53

Core Curriculum – Level One

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acronyms

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Financial Management Systems – Required Hours: 6 - ABSS - CRIS- WAWF - BFMOC

- FMP - BFMOC- IDS

- FMP- CCFC-B

- FCOTC- BFMOC

- Fin Ops & Fin Ops–FSO - BFMOC

- CCFC-B - BFMOC- Fin Ops & Fin Ops–FSO

Decision Support – Required Hours: 4

Fundamentals and Operations of Primary Track – Required Hours: 6

Leadership: Lead Self – Required Hours: 6

DoD FM 101 Course – Required Hours: 24

- 3-Level

- 3-Level

- 3-Level

- 3-Level

- 3-Level

- 3-Level

- BMT- ALS

- BFMOC

- BFMOC

- BFMOC

- BFMOC

- BFMOC

- BFMOC

- BFMOC - OTS- USAFA - BOT

- BFMOC - CALT- CPMC - MPMC- USAF SC

ALS – Airman Leadership SchoolABSS – Automated Business Services SystemsBFMOC – Basic Financial Management Officer’s CourseBOT – Basic Officer TrainingBMT – Basic Military TrainingCALT – Civilian Acculturation and Leadership TrainingCCFC-B – Comptroller Contingency Familiarization Course-BasicCPMC – Civilian Personnel Management CourseCRIS – Commanders’ Resource Integration SystemFCOTC – Funds Certifying Officer Training Course

FMP – FM Principles CourseFin Ops – Financial OperationsFin Ops-FSO – Financial Operations-FSOIDS – Introduction to Decision SupportMPMC – Military Personnel Management CourseOTS – Officer Training SchoolUSAF SC – USAF Supervisors CourseUSAFA – United States Air Force AcademyWAWF – Wide Area Workflow


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40 Continuing Education & Training Hours every two years

At least two years DoD FM Experience * Proficiency Level 1 ** According to DoD policy, the component certification authority may waive up to 6 of the 12 modules (except audit readiness)

FM Certification Level1

Aligned Courses are on FM myLearn


Lead Self Level 6Leadership Competencies

46Total Course Hours

FM Competencies Course HrsFinancial Management Systems*Decision Support*Fundamentals and Operations of Primary Track* (Accounting or Budget or Finance or Mil & Civ Pay)

646

DoD FM 101 Course ** 24Other Required Courses

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

https://fm.csd.disa.mil





mailto:fm.coe%40us.af.mil?subject=More%20Information
























http://www.au.af.mil/au/holmcenter/CALT/

https://etca.randolph.af.mil



54

Core Curriculum – Level Two

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At least four years FM Experience(Two years must be DoD FM Experience)

* Proficiency Level 3 ** Proficiency Level 1 or higher

Recommended - At least one 3-month Developmental Assignment - Work towards Bachelor’s Degree - Completion of one of the DoD-approved Test-Based Certification


Lead Teams/Projects Level 10Leadership Competencies

Audit Readiness + Ethics + Fiscal Law Courses 9Other Required Courses


FM Competencies Course HrsFinancial Management Systems*Decision Support*Accounting Analysis OR Financial Mgt Analysis*Budget Formulation, Justification, and Presentation OR Budget Execution*Concepts, Policies, and Principles of Primary Track*(Accounting or Audit or Budget or Finance or Commercial Pay or Payroll)Fundamentals and Operations of Alternate Track** (Accounting or Budget or Finance or Mil & Civ Pay)

881010

10

6




55

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Financial Management Systems – Required Hours: 8 - DEAMS

- DDSC - DFMC - SF- FMSOC - FMC

- DDSC - FMC - FMSOC - SF

- FMC - DFLCCC - 7-Level- DFMC - FMCrftC - SF

- FMC - FMSOC - RB- DFMC - DFLCCC

- DFLCCC - DFMC- FMSOC

- DFLCCC

- DFLCCC - DFLCCC- DFLCCC - SF

- DFLCCC - FMSOC - RB- FMC - DFMC

- FMC - DFLCCC- FMCrftC

- FMCrftC - CCFC-A

- FMP - BFMOC- CCFC-B

- FMP - BFMOC - FCOTC

- Fin Ops & Fin Ops–FSO - BFMOC

- Fin Ops & Fin Ops–FSO - CCFC-B - BFMOC

- SF - CCFC-A- 7-Level - FMSOC

- CCFC-A - 7-Level - SF

- 3-Level - BFMOC

- BFMOC

- BFMOC

- BFMOC

- 3-Level

- 3-Level

- 3-Level

- ALS - NCOA- FMSOC - DFMC

- AWC - ACSC- LTT - DFMC

- AWC - DFMC - LTT- ACSC - SOS

- CCFC-A

- CCFC-A- FMSOC

- FMCrftC - FMSOC- CCFC-A

- FMC - 7-Level

- DDSC - FMSOC- DFMC

- DDSC- FMSOC

- FMSOC - DFMC - CCFC-A

- FMC - FMCrftC - RB - DFMC- FMSOC - CCFC-A

- DEAMS - DEAMS

- DDSC - FMC - FMSOC - DFMC

- DDSC - FMC- FMSOC


Accounting Analysis OR Financial Management Analysis – Required Hours: 10

Budget Formulation, Justification, and Presentation OR Budget Execution – Required Hours: 10

Concepts, Policies, and Principles of Primary Track – Required Hours: 10

Fundamentals and Operations of Alternate Track – Required Hours: 6

Leadership: Lead Teams – Required Hours: 10

Audit Readiness, Fiscal Law, Ethics – Required Hours: 9

accounting

accounting

budget

budget

finance

financemil&civ pay

comm paypayroll

acronymsACSC – Air Command and Staff CollegeALS – Airman Leadership SchoolAWC – Air War CollegeBFMOC – Basic Financial Management Officers CourseCCFC-A – Comptroller Contingency Familiarization Course-AdvCCFC-B – Comptroller Contingency Familiarization Course-BasicDEAMS – Defense Enterprise Accounting Management SystemDDSC – Defense Decision Support CourseDFLCCC – Deployed Fiscal Law & Contingency Contracting CourseDFMC – Defense Financial Management CourseFMC – FM Concepts CourseFCOTC – Funds Certifying Officer Training CourseFMCrftC – FM Craftsman Course

FMP – FM Principles CourseFMSOC – Financial Management Staff Officers’ CourseFin Ops – Financial OperationsFin Ops-FSO – Financial Operations-FSOLTT – Leadership, Today and Tomorrow CourseNCOA – Non-Commissioned Officer AcademyRB – Reimbursement BasicSF – Silver FlagSOS – Squadron Officer School3-Level – Financial Management & Comptroller Apprentice Course7-Level – FM Craftsman Course9-Level – FM Superintendent Course



http://www.au.af.mil/au/cpd/dfmcs/DDSC.html

http://www.au.af.mil/au/cpd/dfmcs/DFMC.html

































































http://www.au.af.mil/au/awc/awchome.htm

http://acsc.maxwell.af.mil/






http://acsc.maxwell.af.mil/

http://www.au.af.mil/au/soc/sos.html
































56

Core Curriculum – Level Three

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At least eight years FM Experience Required(Two years must be DoD FM Experience)

At least one 3-month Developmental Assignment

* Proficiency Level 5 ** Proficiency Level 3 or higher*** Higher Proficiency Level Course

Recommended - Work towards Master’s Degree - Completion of one of the DoD-approved Test-Based Certification


Lead People 12Leadership Competencies

Audit Readiness + Ethics + Fiscal Law Courses *** 9Other Required Courses


FM Competencies Course HrsFinancial Management Systems*Decision Support*Accounting Analysis AND Financial Mgt Analysis*Budget Formulation, Justification, and Presentation AND Budget Execution*Advanced Financial Management*Concepts, Policies, and Principles of Alternate Track** (Accounting or Audit or Budget or Finance or Commercial Pay or Payroll)

4101212

1210




57

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)

accountingbudgetfinancecomm paypayroll

Financial Management Systems – Required Hours: 4 - TBD

- TBD

- DFMC - DFMC - DFMC

- DDSC (FM Analysis) - DDSC (FM Analysis) - DDSC (FM Analysis)

- DDSC - DFMC- 9-Level

- DDSC- DFMC

- DDSC- DFMC

- TBD

- TBD

- TBD

- TBD

Accounting Analysis AND Financial Management Analysis – Required Hours: 12

Budget Formulation, Justification, and Presentation AND Budget Execution – Required Hours: 12

Advanced Financial Management – Required Hours: 12

Leadership: Lead People – Required Hours: 12

Audit Readiness, Fiscal Law, Ethics – Required Hours: 9

- AWC - DFMC - AWC - LDP- DFMC

- SNCOA - DFMC- 9-Level

- FMC - FMSOC- DFMC - DFLCCC- RB

- DFLCCC- FMSOC- DFMC

- DFLCCC - FMSOC- RB - DFMC- FMC

- SF - CCFC-A- 7-Level - FMSOC

- CCFC-A- FMSOC

- FMCrftC - FMSOC- CCFC-A

- FMC - 7-Level- DFMC - DFLCCC- SF - FMCrftC

- DFLCCC

- DFLCCC - DFLCCC- DFLCCC - SF

- FMC- FMCrftC- DFLCCC

- FMCrftC- CCFC-A

- SF - CCFC-A- 7-Level

- CCFC-A


Concepts, Policies, and Principles of Alternate Track – Required Hours: 10

acronymsAWC – Air War collegeCCFC-A – Comptroller Contingency Familiarization Course-AdvancedDDSC – Defense Decision Support CourseDFLCCC – Deployed Fiscal Law and Contingency Contracting CourseDFMC – Defense Financial Management CourseFMC – FM Concepts Course

FMCrftC – FM Craftsman CourseFMSOC – Financial Management Staff Officers’ CourseLDP – Leadership Development ProgramRB – Reimbursement BasicSNCOA – Senior Non-Commissioned Officers’ AcademySF – Silver Flag7-Level – FM Craftsman Course9-Level – FM Superintendent Course

















http://www.au.af.mil/au/soc/ldp.html


http://www.au.af.mil/au/barnes/sncoa
















https://fm.csd.disa.mil/





























58

IDP Competency Skill Sets

The following table breaks down each competency into individual skill sets. It should be used as an IDP tool for tracking your progress in the competency areas most relevant to your chosen occupational series and preferred career path. Align your current job or the job you want with the competency that matches. Then select the skill sets you need to become proficient in your chosen path. For example, if you are interested in pursuing a career in Budget, you would simply refer to the 41 specific competency skill sets in the “Budget Formulation and Execution” section of this table (also noted in the competency crosswalk on page 12). However, not so simple is choosing which of the 41 to tackle or finding the time to learn needed competencies. Both are excellent reasons why you need to have constant dialogue with your supervisor and mentors.

Your supervisor and mentors will steer your development and experience to the proper proficiency level for each skill set you haveor are pursuing. The requirements and time commitment spent developing each skill set are unique to that particular skill set. Therefore, some skill sets may only take a short while to master, whereas others could require years of education, training, and experience to achieve even a Level 2 proficiency rating. Additionally, it is worthy of note that in this technological age, it makes sense to be proficient in the MS Office Suite of tools for any career path you choose.

As always, it is vital to involve your supervisor in this process, so they may help advise and guide you towards your ultimate desired end state both as an FM professional and an Airman.

59

InstitutionalCompetency1 Describe Core Values: Integrity First,

Service Before Self, Excellence in All We Do

Institutional Embodies Airman Culture

2 Develop a Personal Leadership Philosophy

Institutional Embodies Airman Culture

3 Apply guidance for writing from The Tongue and Quill (AFH 33-332)

Institutional Communicating

4 Describe mentoring, training, career guidance for financial managers

Institutional Leading People

5 Prepare military and civil service personnel and evaluation programs

Institutional Leading People

6 Discuss recognition programs Institutional Leading People

7 Apply individual development plans Institutional Leading People

8 Discuss AF policies concerning diversity Institutional Leading People

9 Participate as a team member supporting formulation activities

Institutional Foster Collaborative Relationship

10 Collaborate with cross functional experts to develop recommendations/rationale for formulation decisions/recommendations


11 Participate as a team member supporting execution activities


12 Coordinate between team members supporting execution activities


13 Collaborate with cross functional experts to develop recommendations/rationale for execution decisions/recommendations


14 Explain deployed FM doctrine Institutional Employing Military Capabilities

15 Discuss FM contingency operations Institutional Employing Military Capabilities

16 Describe AEF construct Institutional Employing Military Capabilities

17 Explain SORTS reporting Institutional Employing Military Capabilities

18 Describe Joint/DoD/AF/MAJCOM operational and exercise planning and execution policies

Institutional Employing Military Capabilities

19 Apply skills to collaborate with other units, agencies, etc. to find an effective solution

Institutional Enterprise Perspective

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Competency Description Category Validate Level


60

Institutional20 Read and Discuss USAF Strategic Plan Institutional Enterprise

Perspective

21 Read and Discuss FM Strategic Plan Institutional Enterprise Perspective

22 Describe FM/Wing goals as described in respective Strategic Plan


23 Leverage a variety of communication tools (newsletters, emails, meetings, web, etc)


24 Identify organizational structure of and understand key stakeholders’ roles (RA, FMA, CONS, DFAS, AFAFO, AFFSC, etc) in relation to organizational accounting processes


25 Identify FM players, roles, and missions in financial governance


26 Apply process improvement efforts to “make things better”

Institutional Managing Organiza-tions and Resources

27 Apply techniques to obtain, review, and apply “lessons learned” for applicable processes and events

Institutional Managing Organiza-tions and Resources

28 Read books/websites on Strategic Thinking

Institutional Strategic Thinking

29 Spend a week or more in each different Air Force functional area


30 Schedule mentoring session(s) with a senior AF leader every year


31 Develop a network of peers inside and outside of the FM community


32 Lead a cross-functional team each year to improve FM support to the installation; think more fully about the decisions and impacts to the enterprise


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Competency Description Competency Category Validate Level

61

Financial Operations1 Perform document processing, auditing

and prepare outputs and corrections for systems (RTS, DTS, DJMS, CDS, etc)

Functional Financial Operations

2 Apply accounting structure to determine accuracy of cash/data provided to customers


3 Perform military, civilian, travel pay processes, procedures, and entitlements


4 Explain Government Travel Card (GTC) Program


5 Apply Disbursing Officer processes and procedures


6 Discuss role of Financial Service Officer Functional Financial Operations

7 Apply concepts of Accountable Official/Certifying Officer


8 Apply concepts of Accountable Official/Certifying Officer


9 Explain the role of the AF Financial Service Center


10 Identify the governing directives/ instructions impacting pay and travel entitlements


11 Identify the relationship between internal controls and separation of duties


12 Identify supporting documentation required for pay and entitlements


13 Identify disbursing roles, responsibilities, and directives


14 Identify certifying officer role, responsibility, and directives


15 Utilize and employ the self inspection checklist to evaluate compliance against established standards


16 Apply effective customer service techniques


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62

AccountingValidate Level1 Apply Generally Accepted Accounting

Principles (GAAP)Functional Accounting

2 Apply stages of governmental accounting Functional Accounting

3 Explain AF Audit Agency Program and Process

Functional Accounting

4 Apply self-inspections, quality assurance reviews, external audit findings, and management control reviews


5 Describe linkage between accuracy and accounting system reports and data


6 Explain relationship between key accounting stakeholders (RA, FMA, CONS, DFAS, etc) to improve communications, training, and processes


7 Describe basic function of DFAS Functional Accounting

8 Perform data entry on systems (CRIS, ABSS, GAFS-BQ, DEAMS, WAWF, IAPS, SMAS, DFS, etc) and run reports


9 Build accounting code structure (fund citations)


10 Describe governmental accounting processes and procedures


11 Explain role of Air Force Accounting and Finance Office


12 Perform accounting for refunds and reim-bursements (to include public receivables)


13 Identify elements of accounting structure (elements of fund citation)


14 Determine stages of accounting Functional Accounting

15 Apply use of accounting knowledge in daily operations (payables, receivables, funds control, etc)


16 Explain use and supplemental documentation requirements their impact on obligation authority


17 Apply principles concerning administrative control of resources and certifying officer responsibilities


18 Apply knowledge of current accounting systems and feeder systems (IAPS, DCIPS, SBSS, etc)


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63

Accounting

Budget Formulation & Execution

19 Identify the relationships between metrics and accounting processes (TAR, ODL review, G00, Command Metrics, Interest / Discounts)


20 Explain the concepts of reimbursements and refunds and their impact on obligation authority


21 Explain the basic duties of the NAFFA Functional Accounting

22 Explain the concepts of Working Capital Fund accounting and how it differs from other appropriations


23 Explain how to read and decipher travel document numbers


24 Explain use of and process flow for MIPRs, MORDs, and 616’s


1 Apply common FM data systems and tools (CRIS, ABSS, WAWF, GAFS, DEAMS, ECSS, etc)

Functional Budget Formulation & Execution

2 Identify basic PPBE processes Functional Budget Formulation & Execution

3 Identify the players and roles of the PPBE processes


4 Identify principles pertaining to acquisition


5 Describe roles and function of the local Corporate Structure


6 Identify applicable policy for budget formulation


7 Apply decision support/problem resolution techniques and concepts to develop recommendations and implementation strategies for leadership


8 Perform data collection from FM systems and analyze data to develop recommendations


9 Perform basic budget estimation tech-niques (forecasting, rate development, etc)


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Competency Description

Competency Description

Competency

Competency

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Validate Level

Validate Level


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Budget Formulation & Execution10 Apply principles of fiscal law Functional Budget Formulation

& Execution

11 Demonstrate basic financial analysis techniques (trend analysis, spend plan development, commodity analysis, rate development, etc)


12 Apply strategies to analyze financial statements and use the information in budget preparation


13 Describe operations under Continuing Resolution Authority (CRA)


14 Explain NAF funds and how they relate to appropriated funds (Cat A, B, &C)


15 Explain how a Working Capital Fund works


16 Perform tasks using financial management data systems (CRIS, SMART, GAFS, DEAMS, ECSS, JOCAS, etc)


17 Conduct Initial Distribution of Funds Functional Budget Formulation & Execution

18 Recognize basic funds execution terminology


19 Read/discuss guidance related to funds execution


20 Understand Anti-Deficiency Act rules (purpose, time, and amount) and their implications for financial decisions


21 Demonstrate basic financial analysis techniques (trend analysis, spend plan development, commodity analysis, rate development, etc)


22 Apply strategies to analyze financial statements and use the information in the execution process


23 Conduct analysis utilizing various forecasting tools and methodologies to assess performance and quantify risk to perform financial analysis


24 Conduct monthly Financial Analysis of a Program


25 Familiarization with Funds Control Documents


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Budget Formulation & Execution26 Prepare and justify unfunded

requirements listFunctional Budget Formulation

& Execution

27 Build EOY closeout plan (time lines, priority of spending, and ODL scrubs)


28 Explain prior year fund execution (OARS, Fall-In / Out, and cancelling vs. expired funds)


29 Conduct Corporate structure midyear program review


30 Identify rules for reprogramming Functional Budget Formulation & Execution

31 Track Fall-In / Out Functional Budget Formulation & Execution

32 Discuss life cycle of funds Functional Budget Formulation & Execution

33 Describe FM corporate processes Functional Budget Formulation & Execution

34 Prepare funds execution plan Functional Budget Formulation & Execution

35 Prepare funds distribution plan Functional Budget Formulation & Execution

36 Apply Close-out procedures Functional Budget Formulation & Execution

37 Perform program execution analysis Functional Budget Formulation & Execution

38 Apply mid-year review Functional Budget Formulation & Execution

39 Identify contracting and procurement process


40 Explain Government Purchase Card Program


41 Perform Decision Support techniques Functional Budget Formulation & Execution

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Financial Governance1 Describe resources available to develop

and approve fiscal policyFunctional Financial Governance

2 Explain how automated tools (dashboard, SMART, FM Suites) SharePoint, forums, & reports are used to support transparency and compliance with financial statutory, regulatory, and leadership guidance/intent

Functional Financial Governance

3 Identify processes and financial reports for administrative control of resources


4 Identify processes and financial reports for funds allocations


5 Identify processes and financial reports for funds control


6 Identify processes and financial reports for funds availability


7 Identify processes and financial reports for unit pricing


8 Identify processes and financial reports for cash management


9 Identify processes and financial reports for revenues (reimbursements and refunds)


10 Identify processes and financial reports for inter and intra agency agreements


11 Identify processes and financial reports for funding document flow process


12 Identify processes and financial reports for producing financial reports


13 Describe the formal GAO Audit Process Functional Financial Governance

14 Apply guiding principles of Fiscal Law and applicable laws, regulations, and administrative directives needed to comply with fiscal guidance and inspection/ audit checklists and instructions


15 Describe principles of Time, Purpose, and Amount


16 Describe Ratification Functional Financial Governance

17 Describe Bona Fide Need Functional Financial Governance

18 Identify the impact of transaction processing on auditable financial statements


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Financial Governance19 Identify the impact of transaction

processing on auditable financial statements


20 Identify the principles of internal con-trols pertaining to financial management


21 Describe applicable internal control tools (self inspection, Comptroller Access Guide)


22 Identify financial management’s role in the audit process


23 Identify fiscal law (purpose, time, amount)


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Program Control1 Identify concepts of program and project

scheduling, milestones, resource allocation, etc

Functional Program Control

2 Explain basic concepts of calculating risk involved with resource allocation


3 Explain basic concepts of earned value management and measuring project progress


4 Participate in an Integrated Baseline Review (IBR)


5 Describe Earned Value Management topics and tools


6 Discuss Contract Performance Reports (CPR), reconcile Contract Funds Status Reports (CFSR) to the CPR and prepare a formal analysis for the Program Manager and Technical / IPT leads


7 Perform re-planning of contract performance measurement baselines


8 Participate in an internal Program Management Review (PMR)


9 Participate in negotiations and development of a Memorandum of Agreement / Understanding with the cognizant DCMA office as pertaining to EVM surveillance requirements


10 Perform EVM analysis Functional Program Control

11 Participate in the analysis of an Over-Target Baseline (OTB)


12 Prepare and justify range of statistical Estimates-At-Completion (EAC) and Estimates-To-Completion (ETC)


13 Apply recognized, automated, commercial EVM analysis tool


14 Apply EVM System Guidelines Functional Program Control

15 Discuss differences between the Industry American National Standards Institute and the Department of Defense EVM process


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Cost Estimation1 Identify how cost estimates support the

PPBE processFunctional Cost Estimation

2 Identify applicable cost OMB, DoD, and Air Force directives, policies and publications

Functional Cost Estimation

3 Describe the statutory requirements that provide guidance for cost estimates


4 Describe how the requirements process serves as the foundation for cost estimates


5 Describe how cost estimates support the PPBE process


6 Identify the cost products required to support a program in the PPBE process


7 Describe the components of a cost model


8 Describe the components of the acquisition decision making process


9 Describe the components of the source selection process


10 Discuss the relationship between cost estimates and budget decisions


11 Perform information gathering from various data collection systems (ie. AFTOC)


12 Apply cost modeling tools to develop cost estimates (Excel, ACE-IT, Crystal Ball, etc.)


13 Explain various estimating methods Functional Cost Estimation

14 Perform cost, risk, and sensitivity analysis in a cost estimate


15 Document and describe the methodology and the results of the cost estimate


16 Perform cost analysis for source selection Functional Cost Estimation

17 Apply mathematical and statistical methods to develop cost estimating relationships


18 Describe how the scheduling process affects a cost estimate


19 Prepare a work breakdown structure using MILSTD 881B for a specific program or product to capture all program elements


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Cost Estimation20 Apply appropriate inflation techniques to

develop a cost estimateFunctional Cost Estimation

21 Apply appropriate discounting techniques to develop a cost estimate


22 Discuss life cycle resource requirements for program feasibility and acquisition program management


23 Explain activity based costing, unit costing and cost to benefit analysis techniques


24 Describe Cost Estimating techniques (EA, BCA, Lease vs Buy)


25 Discuss the acquisition process and total life cycle of a program and how it relates to budget formulation and execution


26 Describe mission, purpose, and function of System Program Office (SPO)


27 Apply a variety of analytical methods/processes (learning curve, regression analysis, parametric analysis, etc) in a cost estimate


28 Prepare cost instructions and evaluation criteria for a request for proposal


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Financial Analysis1 Identify DoD and Air Force directives,

policies, and publications that guide financial management analysis

Functional Financial Analysis

2 Perform research from secondary financial sources such as CRIS, FM Dashboard, FM Portal, Congressional Reports, and metrics


3 Describe how mission outcomes are driven by resources


4 Apply funding shortfall mission impact analysis


5 Apply forecasting and trend analysis Functional Financial Analysis

6 Perform Decision Support techniques Functional Financial Analysis

7 Perform cost, risk, and sensitivity analysis in a cost estimate


8 Perform an Economic Impact Analysis Functional Financial Analysis

9 Perform a Business Case Analysis in support of a management decision


10 Prepare the Net Present Value of all feasible alternatives


11 Prepare a Benefit Analysis Functional Financial Analysis

12 Conduct a Stakeholder Analysis Functional Financial Analysis

13 Brief financial and non-financial impacts of alternatives to support decision making


14 Identify facts about commander resource optimization processes


15 Apply existing financial management analytical methods/processes (BCA, AoA, EA, FA, Risk Analysis, Break Even Analysis, Sensitivity Analysis)


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Introduction

This catalog provides Airmen with a quick

reference for learning opportunities available

in the financial management (FM) community.

It references educational courses, programs,

and certifications discussed in the body of

the FM Primer. At the beginning of each

color-coded section, there is a brief description

of its content and additional information

regarding the programs and educational

opportunities. Each opportunity is then

linked to both AF and DoD occupational

competencies. Refer to guidance provided

by each educational institution for registration

details and current rules, regulations, and

policies for participation.

This catalog provides a wide sampling of

FM educational opportunities available

to Airmen. The key to success, however, is to

constantly communicate with your mentors,

unit training managers, and supervisors to

explore additional educational and professional

development opportunities.

If there are additional educational

opportunities that you would like to see

included in future updates to this catalog,

please notify SAF/FMEW via email at

[email protected].

Learning Catalog

mailto:saf.fmew.workflow%40pentagon.af.mil?subject=Educational%20Opportunities%20

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table of contentsAir Force Institute of Technology Continuous Learning Courses 74

Defense Acquisition University 76

Defense Civilian Personnel Advisory Service (DCPAS) 92

Defense Financial Management and Comptroller School 94

Financial Management Advanced Academic Degree Programs 96

Financial Management Center of Expertise (CoE) 98

Financial Management Learning Center 100

Financial Management Online Resources 106 FM myLearn

Financial Management Distributed Learning Center (FMDLC)

National Defense University 122

CFO Leadership Certificate

Financial Management SharePoint Sites 136

Professional Organizations 138

USAF Civilian Leadership Development 142

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Air Force Institute of Technology (AFIT) Continuous Learning Courseshttp://www.afit.eduThrough responsive worldwide education and consultation, the School of Systems and Logistics teaches best practices to procure and sustain the best systems.

The school is the sole provider of more than 80 professional continuing education courses in logistics management, acquisition management, financial management, systems engineering, and software engineering. The school also offers management and technical consulting services to Air Force and Department of Defense customers with a long and proven history of providing premier service.

The school provides cutting-edge education directly to warfighters around the globe, via customer-focused delivery modes: – resident courses – tailored courses – on-site courses – seminars – web-based courses – workshops

The courses listed under this section are professional continuing education courses. Their completion does not render a graduate degree; however, they may be used to satisfy continuous learning points (CLP) or continuing professional education (CPE) points needed to maintain professional certifications. Please refer to guidance from the conferring professional organization for applicability. We encourage you to visit their website and explore other e-learning courses.

For information regarding the FM sponsored Master of Science in Cost Analysis program, see Section 5 - FM Advanced Academic Degree Programs, p. 84.

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Section One

FIN 150 – Current Topics in Financial ManagementWeb-based; register via websiteThis course, composed of various modules and exercises, is designed to give students current financial management facts and principles that will identify and explain financial processes in order to optimize their contribution to their program.

Target Audience: This course is targeted toward Air Force Materiel Command product and logistics center personnel involved with financial processes at grades GS 9/Lt and above with at least an Acquisition Professional Development Program (APDP) Level 1 certification in any functional area.

Course Length: 15 hrsAvailable at: http://www.afit.edu/LS/courseList.cfm

SAF/FM Competencies: Financial Operations, Accounting, Budget Formulation and Execution, Financial Goverance, Program Control, Cost Estimation, Financial Analysis

DoD FM Competencies:Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 15

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QMT 290 – Integrated Cost AnalysisIn-Residence; register by contacting your Unit Training ManagerThe course will be structured around beginning, intermediate, and advanced topics and include hands-on/technical type of education. This course will provide the Air Force cost estimating workforce with the specialized technical skills needed to accomplish the tasks required of their job. It will supplement the Defense Acquisition University Business-Cost Estimating curriculum and bring depth to topics important to the Air Force cost estimating community.

Target Audience: Cost Analysts and Cost Estimators in acquisition cost estimating. Must have 2 years experience in a cost estimating position and performing at Air Force product centers, air logistics centers, test centers, laboratories or headquarters, and a level 2 APDP certification in cost estimating.

Course Length: 9 daysAvailable at: http://www.afit.edu/LS/courseList.cfm

QMT 490 WKSP – Current Topics in Cost EstimatingIn-Residence; register by contacting your Unit Training ManagerIn a short two-day period, this course covers many critical topics that affect accurate cost estimating. Topics vary from class to class to reflect recent policy changes, but also to accommodate the schedules of expert guest speakers. Students benefit from exposure to the wide range of current topics in the acquisition and support arenas, helping to assess the impacts to their roles and responsibilities as Cost Estimators.

Target Audience: Cost Analysts and Cost Estimators in acquisition cost estimating. Must have 4 years experience in a cost estimating position and performing at Air Force product centers, air logistics centers, test centers, laboratories, or headquarters, and a level 2 APDP certification in cost estimating.

Course Length: 9 daysAvailable at: http://www.afit.edu/LS/courseList.cfm


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 67



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* Crosscutting competency - applies to all SAF/FM competencies.

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2 Defense Acquisition Universitywww.dau.mil DAU provides educational opportunities built around the Acquisition, Technology, and Logistics community. It provides acquisition certification and leadership training, as well as continuous learning modules. The business career field is structured as two separate career tracks: Business Cost Estimating (BCE) and Business Financial Management (BFM). There are several courses offered by DAU that pertain to financial management; however, the courses summarized in this catalog align with the courses needed for Acquisition Professional Development Program (APDP) certification for levels 1-3 in each of the career tracks.

The APDP promotes the development and sustainment of a professional acquisition workforce in the Air Force. APDP provides three levels of certifications tailored to specific jobs within the acquisition career field. The acquisition community developed a Core Plus Development Guide to highlight recommended training, education, and experience for members of the acquisition team at each level of certification. Two certifications for FMers are Business Financial Management and Business Cost Estimating. To learn more about the Core Plus Development Guide, visit https://dap.dau.mil/workforce/Pages/CorePlusOverview.aspx.

This section includes course descriptions for the courses required at each level of both BCE and BFM certifications.

Section Two

Business Cost Estimating

Level 1ACQ 101 – Fundamentals of Systems Acquisition ManagementBCF 102 – Fundamentals of Earned Value ManagementBCF 103 – Fundamentals of Business Financial ManagementBCF 106 – Fundamentals of Cost AnalysisBCF 107 – Applied Cost Analysis

Level 2ACQ 201A – Intermediate System Acquisition, Part AACQ 201B – Intermediate System Acquisition, Part BBCF 204 – Intermediate Cost AnalysisBCF 206 – Cost/Risk AnalysisBCF 215 – Operating and Support Cost AnalysisBCF 220 – Acquisition Business Management ConceptsBCF 225 – Acquisition Business Management ApplicationCLB 026 – Forecasting TechniquesCLB 030 – Data Collection and Sources

Level 3BCF 302 – Advanced Concepts in Cost EstimatingCLB 023 – Software Cost EstimatingCLB 029 – Rates

Business Financial Management

Level 1ACQ 101 – Fundamentals of Systems Acquisition ManagementBCF 102 – Fundamentals of Earned Value ManagementBCF 103 – Fundamentals of Business Financial ManagementBCF 106 – Fundamentals of Cost Analysis

Level 2ACQ 201A – Intermediate System Acquisition, Part AACQ 201B – Intermediate System Acquisition, Part BBCF 203 – Intermediate Earned Value ManagementBCF 205 – Contractor Business StrategiesBCF 220 – Acquisition Business Management ConceptsBCF 225 – Acquisition Business Management Application CLM 017 – Risk ManagementCLM 024 – Contracting Overview

Level 3BCF 301 – Business, Cost estimations and Financial Management WorkshopCLM 013 – Work Breakdown structureCLM 031 – Improved Statement of Work

If you sit in a position coded for DAWIA and FM Certification, you are required to complete both certifications. The FM and Acquistion communities developed a pathway to FM Certification that leverages the requirements already fulfilled by DAWIA. Visit FM Online to review the reduced requirements. Additionally, please refer to guidance from the conferring professional organization for applicability.

For more information regarding courses or certifications, visit https://dap.dau.mil/career/bcf/pages/default.aspx and click on the Certification Guide gateway. To view a list of Frequently Asked Questions regarding APDP Certification, visit http://icatalog.dau.mil/onlinecatalog/faq_catalog.asp.

https://dap.dau.mil/workforce/Pages/CorePlusOverview.aspx

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Level 1 certification targets Cost Estimators who:– Relate the processes of life cycle cost estimating within the context of materiel system acquisition in the Department of Defense

Level 2 certification targets Cost Estimators who:– Apply the cost-estimating process in the construction of a cost estimate

Level 3 certification targets Cost Estimators who: – Perform analyses and estimates for a variety of programs and takes on management activities to ensure cost analysis is

conducted properly

Business Cost Estimating (BCE) – APDP CertificationThe BCE curriculum focuses on the fundamental skills related to cost estimating. The certification is broken up into three progressive levels targeting varying levels of experience and skill-sets.

SAF/FM Competencies: Budget Formulation and Execution, Financial Goverance, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 1 – CET hrs: 2Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1.50 Fundamentals & Operations of Budget: Proficiency Level: 1 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Budget Execution: Proficiency Level: 3 – CET hrs: 3.50 Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 2.50

SAF/FM Competencies: Accounting, Financial Goverance, Program Control, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 4 Decision Support*: Proficiency Level: 1 – CET hrs: 3 Fundamentals & Operations of Finance*: Proficiency Level: 3 – CET hrs: 0.50 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hrs: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 6

BCF 102 – Fundamentals of Earned Value Management (EVM)Web-basedThis course summarizes the language, data reports, metrics, graphs, and management processes associated with EVM as they apply to DoD acquisition management. Professionals also learn the processes related to the Performance Measurement Baseline, the Integrated Baseline Review, and the American National Standards Institute/ Electronic Industries Alliance (ANSI/EIA) for EVM systems. Finally, professionals evaluate and compute basic EVM metrics and EVM metric-based estimates at completion.

Target Audience: GS 9 and above; O-1 and aboveCourse Length: 30 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=80

ACQ 101 – Fundamentals of Systems Acquisition ManagementWeb-basedThis course provides a broad overview of the DoD systems acquisition process, covering all phases of acquisition. It introduces the Joint Capabilities Integration and Development Systems; the planning, programming, budgeting, and execution process; DoD 5000-series policy documents; and current issues in systems acquisition management.

Target Audience: GS 5 through GS 9; O-1 through O-3Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=2

BCE APDP Certification – Level 1


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2 BCF 103 – Fundamentals of Business Financial ManagementWeb-basedUsing interactive, computer-based training, professionals will develop the skills necessary for formulating and executing a program office budget. Topics covered in this course include cost analysis; funding policies; the DoD planning, programming, budgeting, and execution process; the congressional enactment process; and the budget execution process.

Target Audience: Military officers and DoD civilians working in or selected for positions requiring knowledge or use of funds management principles

Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=10

BCF 106 – Fundamentals of Cost AnalysisWeb-basedProfessionals are introduced to policies and techniques used for the preparation of system cost estimates, including DoD estimating requirements and guidance, estimate use and structure, analogy estimates, parametric estimating, improvement curves, inflation, risk, economic analysis, and software cost estimating.

Target Audience: DoD employees responsible for the preparation of materiel system cost estimatesCourse Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=482


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 2.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 5 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 2 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 2.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 3.50 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 4.50

SAF/FM Competencies: Budget Formulation and Execution, Cost Estimation, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 4 Decision Support*: Proficiency Level: 1 – CET hrs: 4 Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 2 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 3 Fundamentals & Operations of Accounting: Proficiency Level: 1 – CET hrs: 1 Accounting Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hr: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 7.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 5 Budget Execution: Proficiency Level: 3 – CET hrs: 3.50


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ACQ 201A – Intermediate System Acquisition, Part AWeb-basedThis computer-based training prepares mid-level acquisition professionals to work in integrated product teams by providing an overview of systems acquisition principles and processes.

Target Audience: GS 9 and above; O-3 and above Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=78

BCF 107 – Applied Cost AnalysisIn-residenceStudents will apply cost-estimating techniques learned in BCF 106 to develop cost estimates. Professionals will engage in guided discussions, investigate case scenarios, develop recommendations, and learn how to present their findings. Professionals will also explore techniques for using Excel and other computer applications to analyze data, develop cost-estimating relationships, and create supporting documentation.

Target Audience: DoD employees responsible for the preparation of materiel system cost estimatesCourse Length: 4.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=483

SAF/FM Competencies: Cost Estimation, Financial Analysis

DoD FM Competencies:Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Budget Execution: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 3 Decision Support*: Proficiency Level: 3 – CET hrs: 5.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Fundamentals & Operations of Budget: Proficiency Level: 1 – CET hrs: 0.50 Fundamentals & Operations of Finance: Proficiency Level: 1 – CET hrs: 0.50


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 5.50 Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Fundamentals & Operations of Budget: Proficiency Level: 1 – CET hrs: 0.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 3 Budget Execution: Proficiency Level: 3 – CET hrs: 0.50



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ACQ 201B – Intermediate System Acquisition, Part BIn-residenceThis course prepares mid-level acquisition professionals to work effectively in integrated product teams by understanding systems acquisition principles and processes.

Target Audience: GS 9 and above; O-3 and aboveCourse Length: 4.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=79


DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 13.50 Fundamentals & Operations of Finance*: Proficiency Level: 5 – CET hrs: 1.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1 Financial Management & Reporting Analysis: Proficiency Level: 5 – CET hrs: 0.50 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 7 Fundamentals & Operations of Accounting: Proficiency Level: 5 – CET hrs: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 5 Budget Execution: Proficiency Level: 5 – CET hrs: 3

BCF 204 – Intermediate Cost AnalysisIn-residenceThis course addresses estimate definition and planning, data collection, Formulation, review and presentation, and documentation. Estimating techniques—such as parametrics, analogies, expert opinions, and improvement curves—are addressed in more depth. Students will use automated cost estimating integrated tools to complete computations.

Target Audience: Intermediate and advanced cost estimatorsCourse Length: 9.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=12


DoD FM Competencies:Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 8.50 Decision Support*: Proficiency Level: 3 – CET hrs: 3.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 6.50 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hrs: 0.50 Fundamentals & Operations of Finance*: Proficiency Level: 3 – CET hrs: 0.50 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 4 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 5.50 Decision Support*: Proficiency Level: 5 – CET hrs: 3 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1 Budget Execution: Proficiency Level: 5 – CET hrs: 2


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BCF 215 – Operating and Support Cost AnalysisIn-residenceParticipants learn the concepts and methodologies needed to develop operating and support cost estimates, total ownership cost reduction studies, cost as an independent variable management processes, and other management decisions in which operating and support costs are relevant.

Target Audience: Personnel whose duties include developing and/or evaluating operating and support cost estimates, conducting logistics support analyses, engineering development in programs, implementing cost as an independent variable or reduction in total ownership cost management, and preparing cost and performance tradeoff analyses

Course Length: 4.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=84


DoD FM Competencies:Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 6.50 Decision Support*: Proficiency Level: 3 – CET hrs: 1 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2.50 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hrs: 0.50 Fundamentals & Operations of Finance*: Proficiency Level: 3 – CET hrs: 0.50 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 4.50 Budget Execution: Proficiency Level: 5 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 5 Decision Support*: Proficiency Level: 5 – CET hrs: 5.50


BCF 206 – Cost Risk AnalysisIn-residenceCost analysts taking this course are given an overview of how to model the cost/risk associated with a defense acquisition program. Topics covered include basic probability concepts, subjective probability assessment, goodness-of-fit testing, basic simulation concepts, and spreadsheet-based simulation.

Target Audience: Cost analysis career field personnel; acquisition members involved in the preparation, analysis, review, or approval of cost risk analyses



DoD FM Competencies:Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Decision Support*: Proficiency Level: 5 – CET hrs: 10 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 3.50 D

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2 BCF 220 – Acquisition Business Management ConceptsWeb-basedThe objective of this course is to ensure that all students understand concepts and procedures necessary for application during follow-on, in-class exercises. BCF 220 is designed for students required to take BCF 225, an in-resident course. However, this course may also provide an opportunity for experienced acquisition personnel to improve their understanding of common financial topics such as cost estimating; earned value management (EVM) analysis; planning, programming, budgeting, and execution; congressional enactment; and budget preparation and execution.

Target Audience: This course is for intermediate-level personnel in positions supporting DoD weapons systems and various aspects of business and financial management throughout the life cycle of a system.

Course Length: 27 HoursAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1932

BCF 225 – Acquisition Business Management ApplicationIn-ResidentThe Acquisition Business Management Application Course offers hands-on experience in dealing with common financial issues in acquisition that include cost estimating; earned value management (EVM) analysis; planning, programming, budgeting, and execution (PPBE); congressional enactment; and budget preparation and execution.


Course Length: 5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1933

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 2 Decision Support*: Proficiency Level: 5 – CET hrs: 1 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 1 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 5 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 3 Budget Execution: Proficiency Level: 3 – CET hrs: 4 Financial Management Systems (Narrowed)*: Proficiency Level: 3 – CET hrs: 3

DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 2 Decision Support*: Proficiency Level: 3 – CET hrs: 2.50 Financial Concepts, Policies, & Principles: Proficiency Level: 5 – CET hrs: 1 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 6 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 1.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 7.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 6 Budget Execution: Proficiency Level: 5 – CET hrs: 2 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Financial Management Systems (Narrowed)*: Proficiency Level: 3 – CET hrs: 5


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2CLB 026 – Forecasting TechniquesWeb-basedThe goal of this module is to provide the learner with information on forecasting for the defense Acquisition Workforce. This will include various forecasting techniques, approaches, and practical exercises, all designed to give the learner foundational knowledge of forecasting.

Target Audience: Personnel involved in cost analysis, operations research analysis, developing forecasts, and business financial managers.

Course Length: ~2 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1250

CLB 030 – Data Collection and SourcesWeb-basedThis module introduces the basics of data sources and collection as it relates to cost estimating. At its conclusion, learners will be able to describe various data sources used in the construction of a cost estimate. They will also be able to explain the necessity to have programmatic and technical data in addition to cost data, as well as give illustrations of various problems relating to the collection and analysis of data.

Target Audience: Acquisition workforce members involved in creating cost estimatesCourse Length: ~2 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1701

SAF/FM Competencies: Budget Formulation and Execution, Financial Analysis

DoD FM Competencies:Financial Management and Reporting Analysis: Proficiency Level: 3 – CET hrs: 1.50Decision Support*: Proficiency Level: 3 – CET hrs: .50


DoD FM Competencies:Financial Management Systems*: Proficiency Level: 3 – CET hrs: 1.50 Decision Support*: Proficiency Level: 3 – CET hrs: 0.50

BCF 302 – Advanced Concepts in Cost EstimatingIn-residenceThis course allows mid- to senior-level cost estimators to apply their skills in developing and preparing cost estimates for all acquisition category (ACAT) levels within the Major Automated Information System (MAIS) and Major Defense Acquisition Programs (MDAP). Students will use critical thinking and analytical skills to execute all steps in assessing credible, repeatable, and defensible cost estimates. Case study-driven practical exercises will require cost estimators to conduct research and perform leadership responsibilities in a small group decision-making environment.

Target Audience: GS 9 and above; 0-3 and aboveCourse Length: 8.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1699


SAF/FM Competencies: Budget Formulation and Execution, Financial Goverance, Cost Estimation, Financial Analysis

DoD FM Competencies:Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 5 Decision Support*: Proficiency Level: 5 – CET hrs: 27.50 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 9 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 21 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Budget Execution: Proficiency Level: 1 – CET hrs: 1.50


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Business Financial Management (BFM) - APDP CertificationThe BFM curriculum focuses on the fundamental skills related to financial management. The certification is broken up intothree progressive levels targeting varying levels of experience.

Level 1 certification targets Budget/Program FM Analysts who:– Apply basic concepts of budget and program principles, policies, procedures, concepts, standards, terminology, and have a

general knowledge of the financial management and business operation systems – Possess a basic knowledge of acquisition and recognize the life-cycle process of an acquisition program– Review, allocate, or manage acquisition resources and programs

Earned Value Management (EVM) Analysts who: – Relate EVM to acquisition and financial management associated processes– Identify DoD and Defense Federal Acquisition Regulations (DFARs) earned value contractual requirements – Calculate simple EVM metrics from EVM data

Level 2 certification targets Budget/Program FM Analysts who:– Apply general knowledge of budget and program principles, policies, procedures, concepts, standards, terminology, financial

management, and business operation systems– Apply knowledge of acquisition life-cycle process and support development and preparation of acquisition documents– Prepare and/or review acquisition and financial management documents– Review, allocate, or manage acquisition resources and programs

EVM Analysts who: – Interpret program status and predict trends by analyzing earned value cost and schedule data as an element of integrated

program management– Apply EVM concepts as principal EVM member of an integrated baseline review or integrated product team– Interpret American National Standards Institute EVM standard as entry-level EVM System review team evaluator – Complete EVM requirements for acquisition solicitation packages

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2 CLB 023 – Software Cost EstimatingWeb-basedThe Software Cost Estimating module provides an overview of DoD’s policy, guidance, and application of software cost estimating, and it enables the business or program manager to determine if an estimate is realistic and defendable.

Target Audience: Personnel requiring basic familiarization and requirements information regarding the steps of software cost estimating

Course Length: ~2 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=434

CLB 029 – RatesWeb-basedThe module introduces the basics of wrap rate development as it relates to cost estimating. At its conclusion, participants will be able to describe portions of a cost estimate that require the use of wrap rate calculations. They will also be able to describe the components for building an estimate using engineering standards as well as calculate a wrap rate or Fully Burdened Labor Rate (FBLR).

Target Audience: Acquisition workforce members involved in assessing contractor costsCourse Length: ~2 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1700


DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 1Financial Management Analysis: Proficiency Level: 5 – CET hrs: 1

SAF/FM Competencies: Accounting, Cost Estimation, Financial Analysis



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Level 3 certification targets Budget/Program FM Analysts who:– Manage development and evaluation of budget and program improvement plans and resolve complex issues, identify options,

and negotiate with internal and external stakeholders for implementation– Advise senior management on fiscal aspects of program management, ensure fiscal integrity, support integration of acquisition disciplines– Manage all aspects of the business financial management process for defense acquisition programs– Review, allocate, or manage acquisition resources and programs

EVM Analysts who: – Plan and manage the IBR process as program manager’s principal earned value advisor– Lead EVM systems validation reviews as review director or principal deputy– Analyze and apply EVM data to determine root causes of existing cost and schedule problems, to forecast potential cost and

schedule problems, and to forecast final project costs

ACQ 101 – Fundamentals of Systems Acquisition ManagementWeb-basedThis course provides a broad overview of the DoD systems acquisition process, covering all phases of acquisition. It introduces the Joint Capabilities Integration and Development Systems; the planning, programming, budgeting, and execution process; DoD 5000-series policy documents; and current issues in systems acquisition management.

Target Audience: GS 5 through GS 9; O-1 through O-3Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=2


DoD FM Competencies:Decision Support*: Proficiency Level: 1 – CET hrs: 2Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1.50 Fundamentals & Operations of Budget: Proficiency Level: 1 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Budget Execution: Proficiency Level: 3 – CET hrs: 3.50 Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 2.50

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BCF 102 – Fundamentals of Earned Value Management (EVM)Web-basedThis course summarizes the language, data reports, metrics, graphs, and management processes associated with EVM as they apply to DoD acquisition management. Professionals also learn the processes related to the Performance Measurement Baseline, the Integrated Baseline Review, and the American National Standards Institute/Electronic Industries Alliance (ANSI/EIA) for EVM systems. Finally, professionals evaluate and compute basic EVM metrics and EVM metric-based estimates at completion.

Target Audience: GS 9 and above; O-1 and aboveCourse Length: 30 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=80

SAF/FM Competencies: Accounting, Financial Goverance, Program Control, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 4 Decision Support*: Proficiency Level: 1 – CET hrs: 3 Fundamentals & Operations of Finance*: Proficiency Level: 3 – CET hrs: 0.50 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hrs: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 6

BCF 103 – Fundamentals of Business Financial ManagementWeb-basedUsing interactive, computer-based training, professionals will develop the skills necessary for formulating and executing a program office budget. Topics covered in this course include cost analysis; funding policies; the DoD planning, programming, budgeting, and execution process; the congressional enactment process; and the budget execution process.

Target Audience: Military officers and DoD civilians working in or selected for positions requiring knowledge or use of funds management principles

Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=10


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 2.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 5 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 2 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 2.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 3.50 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 4.50

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BFM APDP Certification – Level 2

ACQ 201A – Intermediate System Acquisition, Part AWeb-basedThis computer-based training prepares mid-level acquisition professionals to work in integrated product teams by providing an overview of systems acquisition principles and processes.

Target Audience: GS 9 and above; O-3 and above Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=78


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 5.50 Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Fundamentals & Operations of Budget: Proficiency Level: 1 – CET hrs: 0.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 3 Budget Execution: Proficiency Level: 3 – CET hrs: 0.50

ACQ 201B – Intermediate System Acquisition, Part BIn-residenceThis course prepares mid-level acquisition professionals to work effectively in integrated product teams by understanding systems acquisition principles and processes.

Target Audience: GS 9 and above; O-3 and above Course Length: 4.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=79


DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 13.50 Fundamentals & Operations of Finance*: Proficiency Level: 5 – CET hrs: 1.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1 Financial Management & Reporting Analysis: Proficiency Level: 5 – CET hrs: 0.50 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 7 Fundamentals & Operations of Accounting: Proficiency Level: 5 – CET hrs: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 5 Budget Execution: Proficiency Level: 5 – CET hrs: 3

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2 BCF 106 – Fundamentals of Cost AnalysisWeb-basedProfessionals are introduced to policies and techniques used for the preparation of system cost estimates, including DoD estimating requirements and guidance, estimate use and structure, analogy estimates, parametric estimating, improvement curves, inflation, risk, economic analysis, and software cost estimating.

Target Audience: DoD employees responsible for the preparation of materiel system cost estimates Course Length: 60 calendar days to complete courseAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=482

EVM 201 – Intermediate Earned Value ManagementIn-residenceStudents will work as members of an integrated product team for the system development and demonstration phase of a small ACAT I program. In the context of integrated program management, participants review, develop, and experience the Earned Value Management (EVM)-related processes associated with requirements generation, acquisition strategy development, request for proposal development, source selection, risk management, integrated baseline review, and analysis during program execution.

Target Audience: GS 9 and above; O-3 and above Course Length: 8.5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1908


DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 4 Decision Support*: Proficiency Level: 1 – CET hrs: 4 Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 2 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1.50 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 3 Fundamentals & Operations of Accounting: Proficiency Level: 1 – CET hrs: 1 Accounting Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Fundamentals & Operations of Budget: Proficiency Level: 3 – CET hr: 1 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 7.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 5 Budget Execution: Proficiency Level: 3 – CET hrs: 3.50

SAF/FM Competencies: Program Control, Financial Analysis

DoD FM Competencies:Financial Management Analysis: Proficiency Level: 5 – CET hrs: 22 Decision Support*: Proficiency Level: 5 – CET hrs: 17 Budget Concepts, Policies, & Principles: Proficiency Level: 5 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 10 Budget Execution: Proficiency Level: 5 – CET hrs: 11


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BCF 205 – Contractor Business StrategiesIn-residenceThis course gives students a better understanding of the federal government marketplace from a business perspective. Participants are engaged in the life-cycle process by which a typical manufacturing company produces and sells a product, receives payment for that sale, and ultimately, earns a profit or incurs a loss. During this process, participants interact with company customers, bankers, shareholders, boards of directors, and other stakeholders. Participants deal with the allocation of indirect costs to multiple products, analyze the impact on overhead rates of the loss of projected government contracts, and develop a pricing strategy to win a government contract.

Target Audience: GS 9 and above; O-3 and above, who have 3-5 years of experience in financial management and are involved in the systems acquisition process, interface with contractors, or deal with contractor data


BCF 220 – Acquisition Business Management ConceptsWeb-basedThe objective of this course is to ensure that all students understand concepts and procedures necessary for application during follow-on, in-class exercises. BCF 220 is designed for students required to take BCF 225, an in-resident course. However, this course may also provide an opportunity for experienced acquisition personnel to improve their understanding of common financial topics such as cost estimating; earned value management (EVM) analysis; planning, programming, budgeting, and execution; congressional enactment; and budget preparation and execution.


Course Length: 27 HoursAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1932

SAF/FM Competencies: Budget Formulation and Execution, Financial Goverance, Program Control, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 5 Decision Support*: Proficiency Level: 5 – CET hrs: 5 Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 1 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 6 Accounting Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 0.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 1.50 Budget Execution: Proficiency Level: 3 – CET hrs: 0.50 Budget Execution: Proficiency Level: 5 – CET hrs: 1.50

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 2 Decision Support*: Proficiency Level: 5 – CET hrs: 1 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 3 Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 1 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 5 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 2 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 3 Budget Execution: Proficiency Level: 3 – CET hrs: 4 Financial Management Systems (Narrowed)*: Proficiency Level: 3 – CET hrs: 3

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BCF 225 – Acquisition Business Management ApplicationIn-ResidentThe Acquisition Business Management Application Course offers hands-on experience in dealing with common financial issues in acquisition that include cost estimating; earned value management (EVM) analysis; planning, programming, budgeting, and execution (PPBE); congressional enactment; and budget preparation and execution.


Course Length: 5 daysAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=1933

CLM 017 – Risk ManagementWeb-basedThis module focuses on tools and processes that can be used to manage risk on a defense system acquisition project.

Target Audience: N/ACourse Length: ~8 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=235

CLM 024 – Contracting OverviewWeb-basedThis module gives an overview of the market research process, the process for developing criteria or factors for teams to use in evaluating contractors during source selection, and the use of the uniform contract format.

Target Audience: N/ACourse Length: ~8 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=249

DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 2 Decision Support*: Proficiency Level: 3 – CET hrs: 2.50 Financial Concepts, Policies, & Principles: Proficiency Level: 5 – CET hrs: 1 Financial Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 1 Financial Management Analysis: Proficiency Level: 5 – CET hrs: 6 Advanced Financial Management: Proficiency Level: 5 – CET hrs: 1.50 Budget Concepts, Policies, & Principles: Proficiency Level: 3 – CET hrs: 7.50 Budget Formulation, Justification, & Presentation: Proficiency Level: 3 – CET hrs: 1 Budget Formulation, Justification, & Presentation: Proficiency Level: 5 – CET hrs: 6 Budget Execution: Proficiency Level: 5 – CET hrs: 2 Budget Execution: Proficiency Level: 3 – CET hrs: 1 Financial Management Systems (Narrowed)*: Proficiency Level: 3 – CET hrs: 5


DoD FM Competencies:Financial Management Analysis; Financial Management and Reporting Analysis; Decision Support*

SAF/FM Competencies: Accounting, Budget Formulation and Execution, Financial Analysis

DoD FM Competencies:Accounting Analysis; Financial Management Analysis; Budget Execution; Budget Formulation, Justification, & Presentation; Financial Stewardship*


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BCF 301 – Business, Cost Estimating and Financial Management WorkshopIn-residenceThis capstone course teaches professionals how to apply business, cost estimating, and financial management concepts, techniques, and on-the-job experience to functional interrelationships and opportunities among the disciplines of cost estimating, earned value management, and financial management.

Target Audience: Senior-level personnel in positions supporting DoD weapons systems and the various aspects of business and financial management throughout the life cycle of a system


SAF/FM Competencies: Budget Formulation and Execution, Financial Goverance, Program Control, Cost Estimation, Financial Analysis

DoD FM Competencies:Decision Support*: Proficiency Level: 5 - CET hrs: 8Financial Concepts, Policies, & Principles: Proficiency Level: 3 - CET hrs: 2Financial Management Analysis: Proficiency Level: 5 - CET hrs: 6Financial Management & Reporting Analysis: Proficiency Level: 5 - CET hrs 4Advanced Financial Management: Proficiency Level: 5 - CET hrs: 16Budget Concepts, Policies, Principles: Proficiency Level: 3 - CET hrs: 2Budget Formulation, Justification, & Presentation: Proficiency Level: 5 - CET hrs: 10Budget Execution: Proficiency Level: 5 - CET hrs: 10Financial Management Systems (Narrowed)*: Proficiency Level: 5 - CET hrs: 7

BFM APDP Certification – Level 3

CLM 013 – Work-Breakdown StructureWeb-basedThis module addresses two fundamental and interrelated types of work-breakdown structures: the program work-breakdown structure developed by a program management office and the contract work-breakdown structure developed by a contractor.

Target Audience: N/A Course Length: ~6 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=252

CLM 031 – Improved Statement of WorkWeb-basedThis module will help professionals improve statements of objectives, statements of work, and performance work statements developed and evaluated by all acquisition career fields. Statement of work purpose, preparation, evaluation, and lessons learned are presented in this module so professionals understand and appreciate the critical role of requirements development in the acquisition process.

Target Audience: N/A Course Length: ~4 hrsAvailable at: http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=305

SAF/FM Competencies: Program Control, Cost Estimation

DoD FM Competencies:Fundamentals & Operations of Finance*; Accounting Analysis; Financial Management Analysis; Financial Management and Reporting Analysis; Budget Execution; Budget Formulation, Justification, & Presentation

SAF/FM Competencies: Budget Formulation and Execution, Program Control, Cost Estimation, Financial Analysis

DoD FM Competencies:Fundamentals & Operations of Finance*; Financial Management Analysis; Financial Management and Reporting Analysis; Budget Execution; Budget formulation, Justification, & Presentation


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Defense Civilian Personnel Advisory Service (DCPAS)Civilian Personnel Management Service (CPMS)Leadership and Professional Development DivisionThe CPMS develops and implements innovative human resource management solutions that enable their customers to ensure the DoD civilian workforce is ready and able to effectively support the warfighter and the national security mission.

Below are three programs developed by CPMS available to Air Force FMers through the IDE/SDE/CDE nomination process. See page 111 for additional courses offered through the IDE/SDE process.

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Executive Leadership Development Program (ELDP)This program provides participants with an extensive exposure to the roles and mission of the entire Department of Defense. During the course of the ten months of training, participants will travel to a variety of locations both in the United States and overseas, to train with the warfighter. Through intense, hands-on field experience, participants experience the challenges our Components face in carrying out the mission of the Department. Participation in ELDP requires a significant commitment by both the applicant and their nominating Component. During the course of a typical 10-month training cycle an ELDP participant can expect to travel and participate in training deployments for at least a week to 12 days out of each month.

Target Audience: GS 12-14, O3-O4Available at: http://go.usa.gov/DH3h

Defense Civilian Emerging Leader Program (DCELP)The Defense Civilian Emerging Leader Program (DCELP) focuses on leader development at the entry level for the civilian workforce. This program consists of six residential courses focused on: Team Building, Accountability, Decisiveness, Influencing and Negotiating, and DoD Mission and Culture. Participants should anticipate spending approximately 34 days in resident courses throughout the program. Pre-course work will be required (readings and exercises) prior to attending each course. Upon completion of the leadership courses, participants will submit a written capstone paper detailing his/her perceptions, knowledge gained and application back on the job from participation in the program.

Program completion is expected within 9-10 months and will be taught by OPM at the DoD Executive Management Training Center, Southbridge, MA. The participant’s Component/Agency is responsible for travel expenses and applicable per diem to and from the course location.

Target Audience: GS 7-11Available at: http://go.usa.gov/DHc4

AF Institutional Competencies:Embodies Airman Culture; Leading People; Fostering Collaborative Relationships; Employing Military Capabilities; Enterprise Perspective

AF Institutional Competencies:Embodies Airman Culture; Leading People; Fostering Collaborative Relationships

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For more information, reference Department of Defense Instruction 1430.16, “Growing Civilian Leaders.”

Target Audience: GS 14-15Available at: http://go.usa.gov/DHck

AF Institutional Competencies:Employing Military Capabilities; Enterprise Perspective; Managing Organizations and Resources; Strategic Thinking

*These courses will be mapped to the DoD Leadership competencies; visit FM myLearn for current information.

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Defense Financial Management and Comptroller Schoolhttp://www.au.af.mil/au/dfmcs/index.htmThe Defense Financial Management and Comptroller School is dedicated to providing quality joint professional continuing education to DoD financial management personnel. The school’s two courses, Defense Financial Management Course (DFMC) and Defense Decision Support Course (DDSC), develop DoD financial managers beyond basic financial management by focusing on critical thinking, strategic orientation, conflict resolution, decision support, and leadership skills.

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Defense Financial Management Course (DFMC) The Defense Financial Management Course (DFMC) is designed primarily to develop decision support skillsets to include critical thinking, analysis, advisory responsibilities, strategic orientation, leadership, and conflict resolution. The secondary focus is to broaden awareness of the multi-faceted financial management community. This mission is achieved through presentations, interactive seminars, networking, small group discussions, and facilitated exercises. The students are required to actively participate, formulate individual and group goals, and successfully complete homework and test requirements. Two tests are administered during the course. They are composed of multiple choice and essay questions related to critical thinking. The course is rigorous and taught at the graduate level.

Target Audience: GS 12, O-4, and above, and E-8 or -9 (lower grades permitted with waivers)Course Length: 112 hours

DoD FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 5Financial Stewardship*: Proficiency Level: 5 – CET hrs: 18Decision Support*: Proficiency Level: 3 – CET hrs: 14Decision Support*: Proficiency Level: 5 – CET hrs: 10Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 1.5Budget Concepts, Policies, and Principles: Proficiency Level: 5 – CET hrs: 1Budget Formulation, Justification, and Presentation: Proficiency Level: 3 – CET hrs: 2Budget Formulation, Justification, and Presentation: Proficiency Level: 5 – CET hrs: 2

Leadership Competencies:Lead People – Team Building: CET hrs: 12Lead Teams – Team Building: CET hrs: 10Lead Self – Oral Communication: CET hrs: 14


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Defense Decision Support Course (DDSC) The Defense Decision Support course (DDSC) focuses on the concepts related to understanding decision support and the transforming roles of staff officers. The course defines decision support; introduces the Decision Support Model; describes various analytical tools and techniques (both qualitative and quantitative); and allows students limited practice putting the concepts into action through practical exercises. To achieve maximum effectiveness, students selected for this course should already possess a broad knowledge of the DoD FM environment, a strategic perspective, and above average critical/creative thinking and oral and written communication skills.

Target Audience: GS 12, O-4, and above, and E-8 or -9 (lower grades permitted with waivers)Course Length: 30 hours

DoD FM Competencies:Decision Support*: Proficiency Level: 1 – CET hrs: 1 Decision Support*: Proficiency Level: 3 – CET hrs: 11.5Decision Support*: Proficiency Level: 5 – CET hrs: 14

Leadership Competencies:Lead People – Human Capital Management: CET hrs: 3

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Air Force Institute of Technology Civilian Institution Program (AFIT-CIP) The Air Force offers full sponsorship to many graduate degree programs through AFIT-CIP. Qualified officers compete for these opportunities by application though their Air Force Personnel Center functional/assignments team. AFIT offers a wide spectrum of advanced academic degrees; however, not all specialties are supported. In these instances, officers may enroll in civilian institutions via the AFIT-CIP. AFPC assignment team advertises AFIT educational opportunities to the FM career field.

Prerequisites: Open to officers and enlisted personnel based on the needs of Air Force Educational Requirements Board (AFERB). Interested personnel will need to follow AFPC application guidance. Most civilian institutions require the GRE and/or GMAT

Degree: VariousAvailable at: https://www.afit.edu/cip/reggr.cfm

Air Force Institute of Technology (AFIT) Cost Analysis ProgramThe Graduate Cost Analysis (GCA) program is designed to advance the knowledge and creative problem solving skills needed to effectively estimate program resources within the global military, U.S. Department of Defense (DoD), and the United States Air Force (USAF) environments. The curriculum integrates a strong foundation in quantitative concepts and techniques with specific military cost-related topics to prepare students to contribute effectively in a variety of complex and challenging roles in the global military arena. Besides the weapon system cost sequence, the curriculum includes courses in mathematical methods, quantitative decision-making, economics, cost management, risk, finance, econometrics, contract management, computer programming and maintenance, and production management.

Prerequisites: Open to Civilians/Enlisted/ Officers. Applicants must hold an appropriate bachelor’s degree; have a 3.0 GPA; and provide GRE or GMAT scores (Recommended scores: GRE 500V 600 Q; GMAT: 28V/37Q/4.5A/550TS.)

Degree: MSAvailable at: http://www.afit.edu/EN/env/costanalysis.cfm

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Financial Management Advanced Academic Degree ProgramsIn addition to the academic opportunities below, the Air Force also provides advanced academic degree opportunities through Intermediate Development Education (p. 49), Senior Development Education (p.49), and Civilian Development Education (p. 33).

Section Five


DoD FM Competencies:Please refer to the academic matrices available on FM myLearn to identify appropriate competency mapping.

SAF/FM Competencies: The competencies linked to these courses are dependent on the program selected.

DoD FM Competencies:The competencies linked to these courses are dependent on the program selected. Please refer to the academic matrices available on FM myLearn to identify appropriate competency mapping.

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Naval Post-Graduate School (NPS)Master of Cost Estimating and Analysis (MCEA)The MCEA is a 24-month, part-time program. Students take two courses per quarter, for eight quarters. The MCEA curriculum is expected to meet the academic requirements for DAU Levels I, II, and III certifications in cost estimation. This program blends web-based instruction with video tele-education (VTE), and is tailored to students whose careers will not allow participation in full-time degree programs. Course instructors pace web-based courses week by week, but may complete their coursework according to their schedule. VTE classes meet weekly at pre-determined three-hour blocks during the quarter with concurrence from student’s current command/organization.

Target Audience: Open to Civilians/Enlisted/ Officers. Applicants must hold an appropriate bachelor’s degree; have a 2.2 GPA; and undergraduate coursework in multivariate calculus

Degree: MSAvailable at: http://go.usa.gov/DHxd

National Defense University – iCollegeGovernment Information Leadership (GIL) Master of ScienceThe Master of Science in Government Information Leadership (GIL) Degree Program is a selective program that addressed the educational needs of defense and government leaders who seek to lead complex and diverse 21st century organizations. Please see page XX for more information about the program and National Defense University.




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Business Case Analysis (BCA) CourseA 3-day course targeted to action officer level personnel involved in the preparation, review, and use of BCAs. The course prepares personnel to identify when a BCA is needed, collect the relevant information, and package the information in a document to support the selection of a particular course of action. It begins with an overview of the BCA process and requirements in accordance with AFI 65-509 and AFMAN 65-510 guidance and a discussion of the technical aspects related to a BCA (risk, cost collection, inflation, benefits, etc.). The core of the course is the preparation of a BCA in a group setting to highlight the relevant features of a BCA.

Course Length: 24 hoursTarget Audience: Action officer personnel that are in the preparation, review, and use of BCAsAvailable at: Contact the CoE at DSN 847-2100/2101, commercial (720) 847-2100/2101 or

[email protected]

Support Agreement (SA) CourseThe 2.5 day course covers the support agreement process from the initial tenant request for support, through the annual review to the termination of support. We also provide hands-on training to include 4 scenarios to reinforce the learning experience. This course will provide each attendee with a basic working knowledge of the support agreement process, equip them with key personnel responsibilities, and help make sense of the AFIs.

Course Length: 20 hours Target Audience: Any personnel that participates in the Support Agreement Program. Course

provides the most benefit when the varying perspectives of the SAM, FAC, RA, and FM roles are represented

Available at: Contact the CoE at DSN 847-2100/2101, commercial (720) 847-2100/2101 or [email protected]

SAF/FM Competencies:Cost Estimation, Program Control


SAF/FM Competencies: Accounting, Budget Formulation and Execution

DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 12Accounting Analysis: Proficiency Level: 3 – CET hrs: 4Budget Execution: Proficiency Level: 3 – CET hrs: 4

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Financial Management Center of Expertise (CoE) The CoE provides on-demand training to installations and MAJCOM’s based on surveys that have been provided to the FM Community. Below are three courses developed by the CoC that are available to Air Force FMers and relevant functionals. There courses can be requested by contacting the CoE directly.

Section Six

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Operational to Decision SupportThis 3.5 day course is targeted at resource managers involved in supporting resource decisions. The course provides an overview of the decision support process and walks the students through each step while providing them with the techniques and group scenarios to practice using the techniques in the classroom. Some of the traditional “soft skills” are presented that assist the students in identifying ways to communicate effectively and build cross-functional teams. There is also material on scaling and designing the analysis based on the decision maker and/or decision that needs to be made.

Course Length: 28 hoursTarget Audience: Focused toward all financial analysts, but also open to functional colleagues that

support the decision making processAvailable at: Contact the CoE at DSN 847-2100/2101, commercial (720) 847-2100/2101 or

[email protected]

SAF/FM Competencies: Decision Support


Please refer to the academic matrices available on FM myLearn to identify appropriate competency mapping.


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Financial Management Learning Center (FMLC)The FMLC, located at Keesler Air Force Base, hosts several in-residence programs including the Basic Financial Management Officer Course and the Financial Management Staff Officer Course. The Learning Center also maintains several web-based continuous learning courses which can be found on AETC and FM DLC Web sites. See Section 8 for more information on web-based courses. Completed courses may be used to fulfill continuous learning requirements needed to maintain professional certifications. Please refer to guidance from the conferring professional organization for additional information. For more information on the courses listed below, visit the Education and Training Course Announcements website (https://etca.randolph.af.mil/default1.asp), click on AETC, and search by course title. To register for in-residence courses, contact your supervisor or unit training manager.

Section Seven

Basic FM Officer Course (BFMOC)In-residenceThis course provides the knowledge and skills needed to perform the duties of a Financial Management Officer. The scope of training includes financial management strategic orientation, decision support - qualitative and quantitative skills, financial analysis, and financial services.

Course ID: E3OBR65F1 0A1CTarget Audience: Officers (65 series), FM Palace Acquires (PAQs), and Air Force Civilians

(500 series)Course Length: 421 HoursAvailable at: Contact superintendent or unit training manager for training line number

Comptroller Contingency Familiarization Course (CCFC) – BasicThe CCFC-Basic is available on the AETC DLC.Web-basedThis course provides familiarization training in the knowledge and skills needed by FM and Comptroller personnel during contingency and deployment operations. It includes Expeditionary US Air Force (EAF), base mobility program, resource protection, site survey, pre-deployment, funding accounting, document processing, agent appointments, activation, propriety of funds, limited depository account, cashier duties, foreign exchange, balancing, agent turn-in, and DJMS-RC.

Course ID: E6AZW6F051 0A1ATarget Audience: Enlisted - AFSC’s 6F031 or 6F051**Course Length: 32 HoursAvailable at: https://aetc.csd.disa.mil/kc/login/login.asp (Select course under “Technical Training”)

SAF/FM Competencies: Financial Operations, Accounting, Budget Formulation and Execution, Financial Analysis

DoD FM Competencies:Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 7Budget Execution: Proficiency Level: 1 – CET hrs: 66Financial Management and Reporting Analysis: Proficiency Level: 1 – CET hrs: 1.50Financial Reporting: Proficiency Level: 1 – CET hrs: 2Financial Management Analysis: Proficiency Level: 1 – CET hrs: 16.50Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 6.50Financial Management Systems*: Proficiency Level: 1 – CET hrs: 15Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 40Financial Stewardship: Proficiency Level: 1 – CET hrs: 21.50Budget Formulation, Justification, and Presentation: Proficiency Level: 1 – CET hrs: 52.50Decision Support*: Proficiency Level: 1 – CET hrs: 104Leadership Competencies:Lead Self – Problem Solving: CET hrs: 5

SAF/FM Competencies: Financial Operations, Accounting, Budget Formulation and Execution, Financial Goverance

DoD FM Competencies:Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 15Budget Execution: Proficiency Level: 1 – CET hrs: 1Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 2

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Comptroller Contingency Familiarization Course (CCFC) – Advanced The CCFC-Advanced is available on the AETC DLC. Web-basedSelf-paced course provides training for enlisted Air Force personnel possessing AFSC 6F071 or higher AFSC core knowledge and skills needed during contingency and deployment operations. The scope of training includes base mobility program, resource protection, site survey, pre-deployment, deployment entitlements, Anti-Deficiency Act, support documents for vendor payments, support agreements, funding/accounting, document processing, duties responsibilities and appointments, activation, propriety of funds, foreign currency, cashier, Eagle Cash, limited depositary account, balancing, agent turn-in, DJMS-RC, and balancing.

Course ID: E6AZW6F0X1 0A1ATarget Audience: Enlisted - AFSC 6F071 or higher**Course Length: 40 hoursAvailable at: https://aetc.csd.disa.mil/kc/login/login.asp

Comptroller Contingency Familiarization Course (CCFC) – Officer The CCFC-Officer is available on the FM DLC. Web-basedSelf-paced course provides training for Air Force officers for contingency operations. The scope of training includes joint operations, base mobility program, resource protection, site survey, pre-deployment, deployment entitlements, Anti-Deficiency Act, support documents for vendor payments, support agreements, funding/accounting, document processing, duties responsibilities and appointments, activation, propriety of funds, foreign currency, cashier, Eagle Cash, limited depositary account, balancing, agent turn-in, DJMS-RC, and balancing.

Course ID: FOF135Target Audience: OfficerCourse Length: 40 hoursAvailable at: https://fm.csd.disa.mil/kc/login/login.asp


DoD FM Competencies:Payroll Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 2Accounting Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 27Budget Execution: Proficiency Level: 3 – CET hrs: 1


DoD FM Competencies:Payroll Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 2Accounting Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 27Budget Execution: Proficiency Level: 3 – CET hrs: 1

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** All FM military personnel will complete the applicable CCFC during the 90 days prior to their AEF window, regardless of their deployment status. For example, Airmen vulnerable or tasked to deploy in June must accomplish CCFC during the March- May period. In addition, enlisted members, possessing the 3-skill level, complete the basic course within six months of 5-skill level career development course completion. Exceptions to this policy are as follows: Airmen assigned to Enabler Unit Type Codes (UTC) complete CCFC every 12 months. Colonels are exempt, as they do not deploy on FM specific UTCs. CMSgts deploying on the XFFA9 UTC complete the advanced CCFC course. All other CMSgts are exempt from this policy. Civilian volunteers complete CCFC. Please see CCFC policy memo dated 17 Dec 2010 for more information.

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Financial Management and Comptroller Craftsman CourseIn-residenceThis course provides training for performing duties of a Financial Management and Comptroller Craftsman during contingency operations. Training includes: Customer Service, Military Pay, Fiscal Law, Availability of Funds, Positions and Responsibilities, Establishing Operations, Accounting Functions, Processing Manual Obligation Documents, and Accountability. Following the lecture with demonstrations and practice of performance, when applicable, the students are divided into groups and perform scenarios covering the above listed areas. Seven (7) hours in this course are aligned with non-FM competencies.

Course ID: E3ACR6F071 0A1CTarget Audience: Enlisted - 7 Level CDC completion, grade of E-5 or higher, in 7 level up-grade trainingCourse Length: 80 HoursAvailable at: Contact superintendent or unit training manager for training line number


DoD FM Competencies:Accounting Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 16Payroll Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 5Financial Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 46.50Budget Execution: Proficiency Level: 3 – CET hrs: 5.50

Financial Management and Comptroller Apprentice Course In-residenceThis training includes orientation, federal funds, accounting principles, decision support skills, travel computation, military pay, contingency operations, customer service, and public speaking.

Course ID: E3ABR6F031 0A1CTarget Audience: AF FM enlisted AFSC 6F031 personnel and personnel cross training into the

6F0X1 career fieldCourse Length: 456 hoursAvailable at: All FM graduates of Basic Military Training will automatically attend this course

SAF/FM Competencies: Financial Operations, Accounting, Budget Formulation and Execution, Financial Goverance, Financial Analysis

DoD FM Competencies:Financial Stewardship*: Proficiency Level: 1 – CET hrs: 4Decision Support*: Proficiency Level: 1 – CET hrs: 42.50Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 11.50Financial Management Analysis: Proficiency Level: 1 – CET hrs: 12.50Financial Management Systems*: Proficiency Level: 1 – CET hrs: 18.50Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 206Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 6.50Budget Execution: Proficiency Level: 1 – CET hrs: 8.50Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 90

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Financial Management Staff Officer Course (FMSOC) In-residenceThis course trains career officers, senior NCOs, and key civilian employees for positions of greater responsibility in financial management. Input specialties include financial analysis, accounting and finance, acquisition cost analysis, and audit. Instruction includes planning, programming, and budgeting systems; quantitative analysis techniques; automated accounting and interface systems; financial management and comptroller plans and systems; and operations in contingency situations. This course concentrates on the broad functions and responsibilities of Comptrollership and Financial Management.

Course ID: E3OAR65F4 0A1CTarget Audience: Officers: captain and above; Air Force Civilian (500 series); GS-09 and above,

with comparable experience; Enlisted: MSgt and above who have completed the SNCOA (in-residence or correspondence), AFSC 6F071. College degree is desirable.

Course Length: 173 HoursAvailable at: Contact superintendent or unit training manager for training line number

Financial Management Superintendent Course In-residenceThis course includes an overview of organizational superintendent duties and responsibilities; supervision and leadership; enlisted assignments; unit training; awards; mentoring and Airmen development; unit manpower; and FM plans and programs.

Course ID: E3AZR6F091 0A1ATarget Audience: Enlisted: MSgt and SMSgt (AFSC6F0X1) preparing to be superintendents;

CCAF and SNCOA by correspondence must be completed prior to attendanceCourse Length: 40 HoursAvailable at: Contact superintendent or unit training manager for training line number


DoD FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 6Decision Support*: Proficiency Level: 3 – CET hrs: 5Financial Management Analysis: Proficiency Level: 3 – CET hrs: 44Financial Reporting: Proficiency Level: 3 – CET hrs: 4Financial Management and Reporting Analysis: Proficiency Level: 3 – CET hrs: 5Accounting Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 8Accounting Analysis: Proficiency Level: 3 – CET hrs: 8Fundamentals and Operations of Budget: Proficiency Level: 3 – CET hrs: 33Budget Formulation, Justification, and Presentation: Proficiency Level: 3 – CET hrs: 28Audit Concepts, Policies and Principles: Proficiency Level: 3 – CET hrs: 4

AF Institutional Competencies:Embodies Airman Culture; Communicating; Leading People; Fostering Collaborative Relationships; Employing Military Capabilities; Enterprise Perspective; Managing Organizational Resources

DoD FM Competencies:Decision Support*: Proficiency Level: 5 – CET hrs: 27.50

Leadership Competencies:Lead People - Human Capital Management: CET hrs: 12.50

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Financial Management Concepts Course Web-basedThis training focuses on accounting, budget, and cost competencies to include developing execution plans, funding requirements, unfunded requirements, interpreting funding guidance, preparing distribution of funds, validating propriety of funding using regulatory guidance, validating cost estimates for support agreements, the reimbursement program, prior year adjustments, performing budget program analysis, preparing economic analysis, and managing year-end close out. The course emphasizes the effective application of accounting, budget, and cost competencies through decision support by identifying the requisite narrative writing skills, persuasive communication skills, critical thinking, problem-solving and conflict resolution, meeting dynamics, risk management analysis, and descriptive statistics.

Course ID: E6AZW6F071 0B1ATarget Audience: Personnel possessing AFSC 6F071 or civilians with equivalent experience;

Open to all AFSCsCourse Length: 134 Hours over 60 academic daysAvailable at: Contact superintendent or unit training manager for training line number

SAF/FM Competencies: Budget Formulation and Execution, Financial Analysis

DoD FM Competencies:Budget Formulation, Justification, and Presentation: Proficiency Level: 3 – CET hrs: 31Financial Management Analysis: Proficiency Level: 3 – CET hrs: 24Decision Support*: Proficiency Level: 3 – CET hrs: 34Budget Execution: Proficiency Level: 3 – CET hrs: 40

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Financial Management Principles Course Web-basedThis training focuses on accounting, budget, and cost competencies to include organizational functions and responsibilities, budget process, funding requirements, funds distribution, budget execution, base variable file, internal records, funds availability, funds control, follow-up on commitments, and year-end closeout procedures. The course emphasizes effective application of accounting, budget, and cost competencies through decision support by identifying requisite elements of customer and mission, narrative writing skills, persuasive communication skills, critical thinking, problem solving and conflict resolution, and meeting dynamics.

Course ID: E6AZW6F051 0B1ATarget Audience: Personnel possessing AFSC 6F051 with a minimum grade of a SrA, with one year

time-in grade, or civilians with equivalent experience; Open to all AFSCsCourse Length: 88 Hours over 60 academic daysAvailable at: Contact superintendent or unit training manager for training line number


DoD FM Competencies:Budget Execution: Proficiency Level: 1 – CET hrs: 3.50Budget Formulation, Justification, and Presentation: Proficiency Level: 1 – CET hrs: 1Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 2.50 Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 4Decision Support*: Proficiency Level: 1 – CET hrs: 8Financial Management Analysis: Proficiency Level: 1 – CET hrs: 0.50


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https://fm.csd.disa.mil/The FM DLC increases FM’s capacity to deliver training opportunities to FM Airmen (civilian and military) worldwide. The FM DLC is the official location for Air Force Financial Management distributed training and consists of almost 200 web-based financial management courses. Courses found in the “Course List” are organized according their predominant FM Competency.

Courses are added and updated on a continuous basis to the FM DLC. Courses are open to all DoD personnel who establish Advanced Distributed Learning System (ADLS) and FMDLC accounts via the link above. You can access FMDLC courses from home computers with a user sign-in and password or with a CAC card.

The FMDLC is also the gateway to the Air Force Record Training Record (AFTR) system. AFTR streamlines the process of maintaining training records and eliminates the need to hand carry records during PCS or deployment.

– AFTR automates the Specialty Training Standard (STS) certification process for enlisted FM Airmen. – Frontline supervisors can assign courses, track progress, update training records and create training plans for an individual or for an entire workforce section. – Commanders and unit training managers can assign training for an entire unit, track progress, and create unit training reports. – For MAJCOMs and higher levels, those with ‘super-user’ access can assign, track and report training for an entire command.

Register at https://fm.csd.disa.mil to complete FM training from any location that has a computer with an Internet connection.

https://fmonline.ousdc.osd.mil/FMmyLearnFM myLearn is a comprehensive e-catalog of FM training and professional development opportunities from across DoD Services, agencies, and schools.

FM myLearn is a comprehensive e-catalog of FM training and professional development opportunities from across DoD Services, agencies, and schools. This site features a robust search engine that allows users to search for courses based on the following criteria:

– Certification Level – Substitution – FM Proficiency – Delivery Method – FM Competency – Leadership Competency – Subject Area

FM myLearn provides detailed course descriptions, competency alignments, and links to registration sites. It also features a rating and review function that allows personnel to rate and comment on the efficacy and content of the given course.

FM myLearn is also linked to FM Online, a good resource for current FM news, terms, and quotes from FM leaders across the DoD. Visit FM Online at https://fmonline.ousdc.osd.mil.

FM Online Training ResourcesSection Eight

Financial Management Distributed Learning Center (FM DLC)

FM MyLearn

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https://fmonline.ousdc.osd.mil/FM Online is your gateway to a variety of DoD FM resources including FM myLearn, the DoD Learning Management System, and DoD FM Policy. On the home page you’ll find the quarterly FM Certification newsletter and along the left hand navigation panel you’ll find a link labeled DoD FM Certification Program. It hosts links to the FM Certification requirements for each level, important memos, a copy of the NDAA FY12, and downloadable resources such as a tri-fold and DoD briefings. FM Online is your step one for keeping up-to-date on the DoD FM Certification Program.

FM Online


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FOF102 – Actual Expense DoD FM Competencies: Fundamentals & Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOP 100 – Additional Montgomery GI Bill

DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 0.50

FOF 100 – AF Reserve Center Inactive Duty Training

DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOF 101 – AF Reserve Command Tour


FOP 101 – Air Force Timekeeper DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 3

FOF 103 – Annual Tour Temporary Duty Settlement

DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 1

FOP 102 – Basic Allowance for Housing


FOP 103 – Basic Allowance for Subsistence

DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 104 – Case Management System

DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: .50

FOF 104 – Classified Location TDY DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: .50

FOF 105 – Contingency TDY DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 1

FOP 105 – Debt Management Program


FOF 106 – Demobilization DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

SYS 100 – Disbursing and RTS End of Day

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 0.50 Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50


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Financial OperationsSYS 101 – Electronic Funds Transfer Account Interface

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 0.50

FOF 107 – Electronic Funds Transfer Reject Control


FOP 106 – Enlisted Initial Clothing Allowances


FOF 108 – Evacuation TDY Settlement


FOF 107 – Extra Clothing Allowances DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 0.50

FOP 108 – Family Separation Allowance


FOF 109 – Foreign Military Sales Temporary Duty Settlement


FOF 110 – Formal Training TDY Settlement


FOA 101 – Financial Management Principles (Basic) – Base Variable File

DoD FM Competencies: Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 0.50

FOF 111 – Group Travel Temporary Duty Settlement


FOF 112 – Household Goods Storage DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOF 113 – Indeterminate TDY DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOF 114 – Local Travel DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOA 104 – Merged Accountability Funds Reporting

DoD FM Competencies: Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 2 Financial Management Systems*: Proficiency Level: 1 – CET hrs: 1

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FOP 111 – Military Leave Program CPC Processing

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 0.50 Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 0.50

FOP 109 – Military Pay Beginning of Day Processes

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 0.50 Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 0.50

FOP 110 – Military Pay End of Day DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 112 – Military Pay Separation Debt – Total Amount Collected


FOF 115 – Military Permanent Change of Station Voucher Audit


FOF 116 – Multiple Locations TDY Settlement

DoD FM Competencies: Fundamentals and Operations of Finance: Proficiency Level: 1 - CET hrs: 1

FOF 117 – NATO Travel DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOP 114 – Officer Uniform and Equipment Allowance


SYS 102 – Order Upload File DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Stewardship*: Proficiency Level: 1 – CET hrs: 1

FOF 118 – Pay Record Accessibility Program

DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Financial Stewardship*: Proficiency Level: 1 – CET hrs: 0.50

FOF 119 – Personally Procured Move


FOF 121 – Process Accrual Payment


FOP 115 – Process Allotments DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1.50

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FOF 122 – Process Civilian Permanent Change of Station


FOP 116 – Process Cost of Living Allowance


FOP 117 – Process Electronic Funds Transfer System Update


FOF 123 – Process House Hunting Voucher


FOP 118 – Process Incentive Pay DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 119 – Process Military Permanent Change of Station (PCS) – In Action (SG UH)

DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50 Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 120 – Process Military Permanent Change of Station (PCS) – Out Transaction


FOF 124 – Process Military Permanent Change of Station Vouchers


FOF 125 – Process Miscellaneous Expense Voucher


FOP 121 – Process Overseas Housing Allowance Entitlement


FOP 122 – Process PCS | Retirement | Separation Advances


FOF 126 – Process Real Estate Voucher


FOF 127 – Process Relocation Income Tax Allowance


FOF 128 – Process Retirement and Separation Settlements



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FOP 123 – Process State of Legal Residence


FOF 129 – Process Temporary Duty Advances


FOF 130 – Process Temporary Quarters Subsistence Expense Voucher


FOP 124 – Process Military Thrift Savings Plan


FOP 125 – Processing Automated Payments


FOP 126 – Reserve Combat Zone Tax Exclusion


FOP 127 – Reserve Establish Master Military Pay Account


FOP 128 – Reserve Family Separation Allowance


FOP 129 – Reserve Hardship Play DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 130 – Reserve Hostile Fire/Imminent Danger Pay


FOP 131 – Reserve Incentive Pay DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOP 133 – Reserve Process Inactive Duty Training Payment


FOP 134 – Reserve Process Long Tours Greater Than 29 Days


FOP 132 – Reserve Military Leave Program


FOF 131 – Reserve TDY 12-24 Hours


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FOP 135 – Special Pay Transactions DoD FM Competencies: Fundamentals and Operations of Mil and Civ Pay: Proficiency Level: 1 – CET hrs: 1

FOF 132 – TDY Less Than 12 Hours DoD FM Competencies: Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 0.50

FOF 133 – Temporary Duty Accruals


FOP 136 – Temporary Lodging Allowance


FOF 134 – Temporary Lodging Expense


FOP 137 – US Savings Deposit Program


FOP 138 – Voucher Balancing Program


FOF 135 – Officer Comptroller Contingency Familiarization Course

DoD FM Competencies: Budget Execution: Proficiency Level: 1 – CET hrs: 1 Decision Support*: Proficiency Level: 1 – CET hrs: 1 Financial Management and Reporting Analysis: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 1


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AccountingFOA 102 – Fundamentals and Operations of Accounting


FOA 105 – Preparatory Accounting DoD FM Competencies: Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 1.50

FOA 106 – Primary Accounting Tasks 1-7

DoD FM Competencies: Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 2 Financial Stewardship*: Proficiency Level: 1 – CET hrs: 1

FOA 107 – Primary Accounting 8-9 DoD FM Competencies: Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 1

CBU 201 – Reimbursement Basic DoD FM Competencies: Accounting Analysis: Proficiency Level: 3 – CET hrs: 1 Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 2 Budget Execution: Proficiency Level: 3 – CET hrs: 2

FOA 100 – Audits Civilian Permanent Change of Station


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FOB 100 – Financial Management Principles (Basic) – Budget Process

DoD FM Competencies: Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 1

BUX 100 – Financial Management Principles (Basic) – Fiscal Year End Closeout Procedures

DoD FM Competencies: Budget Execution: Proficiency Level: 1 – CET hrs: 1

BUX 101 – Financial Management Principles (Basic) – Funding Guidance

DoD FM Competencies: Budget Execution: Proficiency Level: 1 – CET hrs: 0.50

FOB 101 – Financial Management Principles (Basic) – Funding Requirements


BUX 102 – Financial Management Principles (Basic) – Funds Availability


BUX 103 – Financial Management Principles (Basic) – Funds Control


BUX 104 – Financial Management Principles (Basic) – Funds Distribution


FOB 102 – Financial Management Principles (Basic) – Propriety of Funding

DoD FM Competencies: Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 1.50

FOB 103 – Financial Management Principles (Basic) – Status of Funds


FOB 104 – Financial Management Principles (Basic) – Status of Funds Briefing


BUX 105 – Financial Management Principles (Basic) – Target Loads


FMA 200 – Financial Management Concepts Course (Intermediate) – Budget Program Analysis

DoD FM Competencies: Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1

Budget Formulation and Execution

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FMA 201 – Financial Management Concepts Course (Intermediate) – Cost Estimates for Support Agreements


BUX 200 – Financial Management Concepts Course (Intermediate) – Distribution of Funds


FOB 200 – Financial Management Concepts Course (Intermediate) – Execution Plan


BUX 201 – Financial Management Concepts Course (Intermediate) – Funding Guidance


FOB 201 – Financial Management Concepts Course (Intermediate) – Funding Requirements


BUX 202 – Financial Management Concepts Course (Intermediate) – Manage Year End Closeout


FOB 202 – Financial Management Concepts Course (Intermediate) – Managing Official Representation Funds (ORF)


FOB 203 – Financial Management Concepts Course (Intermediate) – Prior Year Adjustments

DoD FM Competencies: Fundamentals and Operations of Budget: Proficiency Level: 3 - CET hrs: 1

CBU 200 – Financial Management Concepts Course (Intermediate) – Propriety of Funding

DoD FM Competencies: Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 1.50

FOB 204 – Financial Management Concepts Course (Intermediate) – Reimbursement Program


Budget Formulation and Execution

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Budget Formulation and ExecutionBUX 203 – Financial Management Concepts Course (Intermediate) – Unfunded Requirements


BUX 106 – Reprogramming DoD FM Competencies: Budget Execution: Proficiency Level: 1 – CET hrs: 1.50

BUF 100 – New Start DoD FM Competencies: Budget Formulation, Justification, and Presentation: Proficiency Level: 1 – CET hrs: 0.50 Financial Stewardship*: Proficiency Level: 1 – CET hrs: 0.50

FOB 107 – Primary Budget Tasks 1-5 (V001)


FOB 108 – Primary Budget Tasks 6-11 (V001)

DoD FM Competencies: Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 2 Financial Management Analysis: Proficiency Level: 1 – CET hrs: 0.50 Financial Management and Reporting Analysis: Proficiency Level: 1 – CET hrs: 0.50

DCS 107 – Resource Management DoD FM Competencies: Decision Support*: Proficiency Level: 1 – CET hrs: 3 Fundamental and Operations of Budget: Proficiency Level: 1 – CET hrs: 2

FOB 105 – FM Body of Knowledge – Basic

DoD FM Competencies: Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 2 Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 2 Budget Formulation, Justification, and Presentation: Proficiency Level: 1 – CET hrs: 2 Decision Support*: Proficiency Level: 1 – CET hrs: 1 Financial Stewardship*: Proficiency Level: 1 – CET hrs: 2

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FSD 101 – Basic Fiscal Law

CFI 100 – Certifying Officer and Accountable Official (CO/AO) Course

DoD FM Competencies: Financial Stewardship*: Proficiency Level: 1 – CET hrs: 1 Financial Concepts, Policies, and Principles: Proficiency Level: 1 – CET hrs: 1.50 Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 1

DCS 101 – Financial Management Principles (Basic) – Communication Skills

DoD FM Competencies: Decision Support*: Proficiency Level: 1 – CET hrs: 1.50

FOA 103 – Financial Management Principles (Basic) – Internal Records


DCS 105 – Financial Management Principles (Basic) – Organization Functions and Responsibilities

DoD FM Competencies: Decision Support*: Proficiency Level: 1 – CET hrs: 1

DCS 106 – Financial Management Principles (Basic) – Thinking Skills


DCS 200 – Financial Management Concepts Course (Intermediate) – Communications


DCS 203 – Financial Management Concepts Course (Intermediate) – Thinking Skills


DCS 201 – Financial Management Concepts Course (Intermediate) – Decision Dynamics


FSD 102 – Introduction to Antideficiency Act (ADA) Investigator Training

FSD 301 – Managers’ Internal Control Program Assessable Unit Managers (AUM)

Finance Governance

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Finance GovernanceDCS 204 – Commander Support DoD FM Competencies: Decision Support*:

Proficiency Level: 3 – CET hrs: 1

FOB 106 – Funds Certifying Officer Training Course (v001)


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Financial AnalysisDCS 100 – Air Force Smart Operations for the 21st Century (AFSO21) Awareness Training (v001)


DCS 102 – Financial Management Principles (Basic) – Decision Dynamics


DCS 103 – Financial Management Principles (Basic) – Decision Making Model


DCS 104 – Financial Management Principles (Basic) – Decision Support


FMA 100 – Financial Management Principles (Basic) – Program Analysis

DoD FM Competencies: Financial Management Analysis: Proficiency Level: 1 – CET hrs: 0.50

DCS 202 – Financial Management Concepts Course (Intermediate) – Decision Support


FMA 202 – Financial Management Concepts Course (Intermediate) – Descriptive Statistics

DoD FM Competencies: Financial Management Analysis: Proficiency Level: 3 – CET hrs: 1.50

FMA 203 – Financial Management Concepts Course (Intermediate) – Economic Analysis


FMA 204 – Financial Management Concepts Course (Intermediate) – Trend Analysis


DCS 108 – Introduction to Decision Support


Operational Decision Support DoD FM Competencies: Decision Support*: Proficiency Level: 3 – CET hrs: 28

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Automated Business Service System (ABSS)

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 18

Automated Business Service System (ABSS) Administrator (Webinar)


Automated Business Service System (ABSS) Module Manager (Webinar)


Automated Business Service System (ABSS) User and Resource Advisor (Webinar)


Automated Funds Management (AFM) Ad-Hoc Reports Tool Web

DoD FM Competencies: Financial Management Systems*: Proficiency Level: 1 – CET hrs: 1.50 Financial Management Analysis: Proficiency Level: 1 – CET hrs: 1 Financial Reporting: Proficiency Level: 1 – CET hrs: 0.50

Automated Funds Management (AFM) MAJCOM New User


Combined Financial Management Tools (CFMT)


Commander’s Resource Integration System (CRIS) – New User

Commander’s Resource Integration System (CRIS) – QCT – Query Comparison

Job Order Coast Accounting System (JOCAS) II – Advanced Core Training

DoD FM Competencies: Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 12

Job Order Coast Accounting System (JOCAS) II – Core Training


Job Order Coast Accounting System (JOCAS) II – Journal Voucher/SF 1080 Billing


Wide Area Workflow (WAWF) DoD FM Competencies: Financial Management Systems (Narrowed)*: Proficiency Level: 1 – CET hrs: 12

FM Systems

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Warfighting

FM Systems

Resource Advisor

Wide Area Workflow (WAWF) – Acceptor Roles and Responsibilities Webinar

DoD FM Competencies: Financial Management Systems (Narrowed)* Proficiency Level: 1 – CET hrs: 4

Financial Management Body of Knowledge (FM BoK) Basic

DoD FM Competencies: Financial Stewardship*; Decision Support*; Financial Management Analysis; Fundamentals & Operations of Accounting; Accounting Concepts, Policies, & Principles; Budget Concepts, Policies, & Principles; Financial Reporting

FM Body of Knowledge (FM BoK) – Assessment

DoD FM Competencies: Financial Stewardship*; Decision Support*; Financial Management Analysis; Fundamentals & Operations of Accounting; Accounting Concepts, Policies, & Principles; Budget Concepts, Policies, & Principles; Financial Reporting

Officer – Comptroller Contingency Familiarization Course

DoD FM Competencies: Decision Support*: Proficiency Level: 1 – CET hrs: 1.50 Fundamentals and Operations of Finance*: Proficiency Level: 1 – CET hrs: 2.50 Financial Management and Reporting Analysis: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Accounting: Proficiency Level: 1 – CET hrs: 1 Fundamentals and Operations of Budget: Proficiency Level: 1 – CET hrs: 1 Budget Execution: Proficiency Level: 1 – CET hrs: 1

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National Defense Universityhttp://www.ndu.edu/National Defense University (NDU) is the premier center for Joint Professional Military Education. It is dedicated to providing an educational and research environment to prepare future leaders of the U.S. military, Department of Defense, other U.S. government agencies, and foreign nations for senior-level policy, command, and staff responsibilities. NDU is a graduate-level university with five colleges and multiple centers of excellence focused on education, research, and outreach in national security matters. The colleges include:

College of International Security Affairs: http://www.ndu.edu/cisa/index.cfmDwight D. Eisenhower School for National Security and Resource Strategy: http://www.ndu.edu/icaf/Information Resources Management College (iCollege): http://www.ndu.edu/iCollege/Joint Forces Staff College: http://www.jfsc.ndu.edu/National War College: http://www.ndu.edu/

Each college offers several programs of study, certificates and opportunities for continuous education. Each college has specific pre-requisites and admission requirements, so please visit the above links for additional details.

iCollegeInformation Resource Management CollegeThe NDU iCollege offers a dynamic range of courses and programs to develop strategic leaders for the Information Age. Approximately 50 courses are offered multiple times throughout the year, seven graduate certificate programs, and the College’s new Government Information Leader (GIL) Master’s Degree of Science program are available. The NDU iCollege also partners with more than 40 universities and colleges across the United States for credit acceptance into several Master’s and Doctoral Degree programs.

iCollege courses are offered to domestic and international students through a distributed learning and eResident format. Distributed learning refers to asynchronous learning mediated through Blackboard online platform, which houses course assignments, readings, syllabi, and other materials, as needed The eResident format uses a blended learning model in which each offering consists of four components:

Preparation – Asynchronous distance learning lesson designed to prepare students for the face-to-face component of the course, which starts the following week. Assignments for this week consist of completing the readings and completing additional assignments. Completion of these assignments are mandatory for participation in the rest of the course.

Seminar – In-residence, full time course offering an interactive learning environment at Fort McNair. Classes are conducted from 8 to 5, Monday through Friday with homework assignments.

Synthesis – Asynchronous distance learning designed to synthesize learning and prepare students for the follow-on graded final assignment.

Assessment – Substantive paper or project due typically no later than 2 ½ weeks after the last class of synthesis.

In addition to graduate-level courses, NDU iCollege offers all courses for career professional development and welcomes students to enroll without seeking a certificate or academic credit. This flexibility offers an excellent learning and networking opportunity. Most classes, workshops, presentations, seminars and events have a mix of government, military, private industry and international students; who share knowledge, experience and best practices. Also, for the last several years, NDU iCollege has hosted conferences and symposia at the campus and around the world which are open to the public on current IT leadership topics, such as Virtual Worlds, Social Media, and CyberSecurity.

TuitionSince the NDU iCollege is a U.S. Department of Defense (DoD) institution, there are no tuition fees for DoD civilian and military employees for NDU iCollege courses or academic programs.

The iCollege welcomes students who want to enroll in individual courses to learn and to connect with others without seeking a

Section Nine

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certificate or academic credit by electing to take courses for professional development. Professional Development students may take courses for either graduate/certificate credit (academic credit) or professional development. Students may transfer an unlimited number of courses taken while in a Professional Development student status toward a certificate requirement at any time, as long as the course was taken for academic credit (not a PD grade). This will allow undecided students to sample courses before applying to a certificate program. If you are not already in a certificate program, you may enroll in the iCollege as a Professional Development student through the iCollege website.

The iCollege offers two programs particularly relevant to the Air Force Financial Management community: the Chief Financial Officer Leadership Certificate and the Government Information Leader Master of Science program, with a CFO concentration. On the following pages, you will find the course matrices for each program along with course descriptions.

Chief Financial Officer (CFO) Leadership CertificateThe CFO Leadership Certification offers a strategic, dynamic curriculum relevant to the evolving needs of the government financial management community. Students’ backgrounds include finance, budget formulation and execution, cost analysis, auditing, and resource management.

Eligibility Requirements: – O-5 or GS-14 equivalent and above; however, high performing O-4’s and GS-13’s are also eligible – Bachelor’s degree from a regionally accredited institution of higher education or equivalent for international students – Documented knowledge of financial management (business-related degree, or professional certification – CPA, CGFM, CDFM, etc.) or 3 years of financial management experience, and leadership potential as noted by their supervisor

The CFO Leadership Certificate is a concentration in the iCollege Government Information Leader Master of Science Degree Program. (Find more information about the GIL on page XX). Students may apply their certificates, equivalent to at least 15 graduate-level credit hours, toward select master’s degree programs at several partner institutions of higher education.

See the “Academic Partner” page on the iCollege Web site at http://www.ndu.edu/iCollege for additional information.

Included below are brief descriptions of the courses offered in the CFO Leadership Certificate curriculum. Most courses are conducted in an e-Resident format. This format consists of a combination of pre-reading coursework, one week of in-residence class at NDU, and a post-class project. Some courses are available in a distributed learning or online format.

Available at: http://www.ndu.edu/iCollege/pcs/pcs_cfo.html

Course Requirements (8):

Course Course Title

Core (4)

CFF Changing World of the CFO

FFR The Future of Federal Financial Information Sharing

RIA Risk Management, Internal Controls and Auditing for Leaders

BCP The White House, Congress and the Budget

Special (4)

AII Information Assurance and Critical Infrastructure Protection

ARC Enterprise Architecture for Leaders

BBC Building an Information Technology Business Case

COO Continuity of Operations

DMG Decision Making for Government Leaders

DMS Data Management Strategies and Technologies

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Course Requirements (13):

Course Course Title

Foundational (3)

GLS Global Strategic Landscape

OCL Organizational Culture for Strategic Leaders

CAP Capstone Course

Leadership (3)

AII Information Assurance and Critical Infrastructure Protection

ARC Enterprise Architecture for Leaders

BBC Building an Information Technology Business Case

DMG Decision Making for Government Leaders

IPL Information Technology Program leadership

LCW Leading the 21st Century Workforce

LDC Leadership in the Information Age

Course Course Title

Special (4) cont.

ESP Enterprise Strategic Planning

IPL Information Technology Program Leadership

ITP Information Technology Project Management

LCW Leading the 21st Century Workforce

LDC Leadership in the Information Age

MAC Multi-Agency Information-Enabled Collaboration

MOP Measuring Results of Organizational Performance

OCL Organizational Culture for Strategic Leaders

PFM Capital Planning and Portfolio Management

PRI Strategies for Process Improvement

SLP Strategic Leader Program (AMP students only)

WGV Web-Enabled Government

Government Information Leadership (GIL) Master of Science Degree Chief Financial Officer (CFO) ConcentrationThe Master of Science in Government Information Leadership (GIL) Degree Program is a selective program that addresses the educational needs of defense and government leaders who seek to lead complex and diverse 21st Century organizations. Participants from across defense and other federal, state, and local government organizations create a learning community hallmarked by partnerships, information sharing, and network synergies.

Eligibility Requirements: – O-4 or GS-12 equivalent and above – Bachelor’s degree from a regionally accredited institution of higher education or equivalent for international students; the minimum grade point average (GPA) considered for admission is 3.0. In cases where the undergraduate degree GPA is below a 3.0, a cumulative GPA of 3.5 in 12 or more graduate credit hours may be used to determine eligibility.

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The Changing World of the CFOe-Resident / Distributed LearningThis course focuses on the changing environment for the government Chief Financial Officer (CFO). Students explore the fundamental role of the collaborative and networked community as the critical ingredient of success. Students will be able to analyze the most pressing governance issues relevant to leading financial transformation in government; evaluate the philosophical perspectives, roles and dynamic relationships of organizations and functional areas impacting the financial communities decision support to leadership; analyze and evaluate the critical integration necessary between financial management functions required to lead an effective CFO organization; and analyze cross government collaboration and the networked community as key facilitators of success for the CFO in the future.

Course Length: 120 Hours

Course Course Title

Leadership (3) cont.

MAC Multi-Agency Information-Enabled Collaboration

SLP Strategic Leader Program (AMP students only)

Management (2)

COO Continuity of Operations

ESP Enterprise Strategic Planning

ITP Information Technology Project Management

MOP Measuring Results of Organizational Performance

PFM Capital Planning and Portfolio Management

PRI Strategies for Process Improvement

Technology (1)

DMS Data Management Strategies and Technologies

WGV Web-Enabled Government

Core (4)

BCP Budgeting and Congressional Relations for Strategic Leaders

CFF Changing World of the CFO

FFR The Future of Federal Financial Information Sharing

RIA Risk Management, Internal Controls and Auditing for Government Leaders

DoD FM Competencies:Advanced Financial Management: Proficiency Level: 3 – CET hrs: 10Advanced Financial Management: Proficiency Level: 5 – CET hrs: 20Financial Management Systems*: Proficiency Level: 3 – CET hrs: 15Financial Management Systems*: Proficiency Level: 5 – CET hrs: 15Financial Management Analysis: Proficiency Level: 3 – CET hrs: 20

Leadership Competencies:Lead People – Leveraging Diversity: CET hrs: 5Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – Decisiveness: CET hrs: 10Lead Teams – Influencing/Negotiating: CET hrs: 10Lead Teams – DoD Mission and Culture: CET hrs: 5


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The Future of Federal Financial Information Sharinge-Resident / Distributed LearningThis course focuses on the changing directions of financial and management reporting for Chief Financial Officers in a dynamic environment. In response to changing citizen and shareholder expectations, financial statement reporting, budgetary reporting, and cash reporting must be accurate, transparent, and accountable, and result in “clean” audit opinions. These new reporting expectations and changing accounting standards, require new relationships among federal, state, and local governments, and government contractors, as well as enhanced reporting to internal constituents of the CFO, including program managers and the organizational head. Successful reporting can be facilitated by enterprise architecture, financial systems, and data management techniques.


Risk Management, Internal Controls, and Auditing for Leaders (RIA)e-ResidentThis course examines how effective leadership by CFOs in assessing risk, managing internal controls, and audit management can lead to enhanced efficiency, effectiveness, and transparency of an organization. The course also examines the influence of internal control, federal risk management, and auditing requirements on federal, state, and local governments.


DoD FM Competencies:Advanced Financial Management: Proficiency Level: 3 – CET hrs: 10Financial Management Systems*: Proficiency Level: 5 – CET hrs: 15Financial Management Systems*: Proficiency Level: 3 – CET hrs: 15Advanced Financial Management: Proficiency Level: 5 – CET hrs: 20Financial Management Analysis: Proficiency Level: 3 – CET hrs: 20

Leadership Competencies:Lead People – Leveraging Diversity: CET hrs: 5Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – Decisiveness: CET hrs: 10

DoD FM Competencies:Audit Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 15Audit Concepts, Policies, and Principles: Proficiency Level: 5 – CET hrs: 20Audit Planning and Management: Proficiency Level: 3 – CET hrs: 10Audit Planning and Management: Proficiency Level: 5 – CET hrs: 10Decision Support – Audit Execution*: Proficiency Level: 3 – CET hrs: 5Decision Support – Audit Execution*: Proficiency Level: 5 – CET hrs: 10Audit Reporting: Proficiency Level: 3 – CET hrs: 10Audit Reporting: Proficiency Level: 5 – CET hrs: 10

Leadership Competencies:Lead People – Conflict Management: CET hrs: 10Lead People – DoD Corporate Perspective: CET hrs: 5Lead Teams – Accountability: CET hrs: 10Lead Teams – Influencing/Negotiating: CET hrs: 5


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Strategic Finance Courses

White House, Congress, and the Budget e-Resident / Distributed Learning This course presents a strategic understanding of Federal budgeting and appropriations, with particular attention to the role of Congress. With this critical understanding, students develop leadership strategies to shape the fiscal environment to achieve agency strategic outcomes. The course focuses on topics such as the impact of current fiscal issues including the competition between discretionary and nondiscretionary spending and its likely impact upon agency activities, the dynamic interaction between agency, executive, and Congressional committees and staffs in developing a budget and gaining an appropriation.


Capital Planning and Portfolio Managemente-ResidentThis course focuses on state-of-the-art strategies for portfolio management, with an emphasis on assessing, planning, and managing information technology (IT) as a portfolio of projects from the perspectives of CIOs and CFOs. The three phases of the investment management process are considered: selection, control, and evaluation of proposals; on-going projects; and existing systems. The relationship of performance measures to mission performance measures is explored. The course examines the roles of the CIO, the CFO, and other managers in developing investment assessment criteria, considers how the criteria are used in planning and managing the portfolio, and explores the Office of Management and Budget’s (OMB) portfolio perspective as found in Circular A-11, Part 7, Section 53, Information Technology and E-Government. Individual and team exercises are employed, including simulation of an IT investment portfolio review by the Investment Review Board.


DoD FM Competencies:Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 15Budget Concepts, Policies, and Principles: Proficiency Level: 5 – CET hrs: 15Budget Formulation, Justification, and Presentation: Proficiency Level: 3 – CET hrs: 15Budget Formulation, Justification, and Presentation: Proficiency Level: 5 – CET hrs: 20Budget Execution: Proficiency Level: 3 – CET hrs: 15Budget Execution: Proficiency Level: 5 – CET hrs: 15

Leadership Competencies:Lead People – Conflict Management: CET hrs: 5Lead People – DoD Corporate Perspective: CET hrs: 5Lead Teams – Decisiveness: CET hrs: 10Lead Teams – Influencing/Negotiating: CET hrs: 5

DoD FM Competencies:Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 15Budget Concepts, Policies, and Principles: Proficiency Level: 5 – CET hrs: 15Decision Support*: Proficiency Level: 3 – CET hrs: 20Decision Support*: Proficiency Level: 5 – CET hrs: 25

Leadership Competencies:Lead People – Conflict Management: CET hrs: 15Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – Accountability: CET hrs: 15Lead Teams – DoD Mission and Culture: CET hrs: 5


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Building an IT Business Casee-Resident / Distributed LearningThis course focuses on development and presentation of an effective IT acquisition business case for financial systems and other information technology investment as an essential element of agency IT portfolio management, financial management, and program management. Well-developed business cases support agency IT capital and planning and investment control, agency budget planning, and successful OMB IT investment review. Topics include best practices in economic and risk analysis, identifying and communicating the value of alternative IT investments, business process reengineering and benchmarking, and the IT Program Manager’s responsibilities in agency IT portfolio management. The course examines both the OMB Circular A-11 Exhibit 300: Capital Asset Plan and Business Case Summary and the more detailed business case used in the agency investment review and budgeting process. Students analyze sample IT business cases and develop a business case based on source materials.


Enterprise Architectures for Leaderse-Resident / Distributed LearningThis course examines enterprise architecture (EA) as a strategic capability organizational leaders use for enterprise planning, resource investment, management decision-making, and key process execution. Students explore leadership competencies and strategies needed to advance EA adoption and assess the integration of EA with governance, strategic planning, budgeting, portfolio management, capital planning, and information assurance. They critique EA prescriptive frameworks that guide EA development activities and review EA evaluative frameworks used to assess organizational EA management capacity and capability. Students evaluate challenges to organizational EA adoption and consider strategies to address them.


Information Assurance and Critical Infrastructure Protectione-Resident / Distributed LearningThis course provides a comprehensive overview of Information Assurance and Critical Infrastructure Protection. Information assurance of information assets and protection of the information component of critical national infrastructures essential to national security are explored. The focus is at the public policy and strategic management level, providing a foundation for analyzing the information security component of information systems and critical infrastructures. Laws, national strategies and public policies, and strengths and weaknesses of various approaches are examined for assuring the confidentiality, integrity, and availability of critical information assets.


DoD FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20Financial Stewardship*: Proficiency Level: 5 – CET hrs: 20Financial Management Systems*: Proficiency Level: 3 – CET hrs: 20Financial Management Systems*: Proficiency Level: 5 – CET hrs: 25

DoD FM Competencies:Financial Management Systems*: Proficiency Level: 3 – CET hrs: 20Financial Management Systems*: Proficiency Level: 5 – CET hrs: 20Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20Financial Stewardship*: Proficiency Level: 5 – CET hrs: 20

Leadership Competencies:Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – DoD Mission and Culture: CET hrs: 10

DoD FM Competencies:Financial Management Systems*: Proficiency Level: 3 – CET hrs: 20Financial Management Systems*: Proficiency Level: 5 – CET hrs: 20Budget Concepts, Policies, and Principles: Proficiency Level: 3 – CET hrs: 15Budget Concepts, Policies, and Principles: Proficiency Level: 5 – CET hrs: 15Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 15

Leadership Competencies:Lead People – DoD Corporate Perspective: CET hrs: 5Lead Teams – DoD Mission and Culture: CET hrs: 5Lead Teams – Decisiveness: CET hrs: 15


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Continuity of Operationse-Resident / Distributed LearningThis course focuses on developing and implementing effective continuity of operations (COOP) plans in public sector agencies. Using federal regulations and policies as a backdrop, the course examines the technological, human capital, legal, and business factors involved in creating and maintaining a COOP plan. Students will be able to analyze current continuity of operations plans for adequacy and compliance with federal law, regulations and best practices, and to develop new continuity of operations plans to address organizational risks and contingencies.


Decision Making for Government Leaderse-ResidentThis course examines the environment, opportunities, and challenges of leadership decision making in government agency and interagency settings from individual, managerial, and multi-party perspectives. Decision contexts and the consequences for federal government leaders and organizations are viewed using the multiple perspectives of governance, policy, technology, culture, and economics. Students actively explore and reflect on how and why decisions are made by immersing themselves into complex issue scenarios and using leading-edge decision tools.


Data Management Strategies and Technologies e-Resident / Distributed LearningThis course explores data management and its enabling technologies as key components for improving mission effectiveness through the development of open, enterprise-wide, and state-of-the-art data architectures. It examines management issues such as the implementation of the data component of the Enterprise Architecture specified by OMB. The course considers key data management strategies, including the DOD Net-Centric Data Strategy, and the Federal Enterprise Architecture (FEA) Data Reference Model and their enabling information technologies including data warehousing, electronic archiving, data mining, neural networks, and other knowledge discovery methodologies. Students explore data management issues and implementation. The course provides sufficient insight into the underlying technologies to ensure that students can evaluate the capabilities and limitations of data management options and strategies.



Leadership Competencies:Lead People – Decisiveness: CET hrs: 15Lead Teams – Accountability: CET hrs: 15


Leadership Competencies:Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – Decisiveness: CET hrs: 20Lead Teams – Accountability: CET hrs: 10

DoD FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20Financial Stewardship*: Proficiency Level: 5 – CET hrs: 20Decision Support*: Proficiency Level: 3 – CET hrs: 40Decision Support*: Proficiency Level: 5 – CET hrs: 45


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Enterprise Strategic Planninge-Resident / Distributed LearningThis course reviews and discusses the interagency national security strategic planning process and The National Security Strategy (NSS) of the United States of America. The relationship between the NSS, other supporting national security strategic plans, and agency strategic plans is analyzed. Students are introduced to several approaches to developing strategy in the face of uncertainty, including a new scenario planning approach. Students apply this new scenario planning approach to identify the US national security objectives and robust national capabilities that need to be developed or strengthened, and recommend various means for building these capabilities. Students analyze their organization’s role in building these future national security capabilities.


Information Technology Program Leadershipe-Resident / Distributed LearningThis course examines the challenges of Federal program leadership in an Information Technology (IT) context. Students gain theoretical insight, supplemented by practical exercises, covering a variety of program/project leadership concepts and techniques. Particular areas of focus include customer service, stakeholder relations, decision‐making methods, processes and pitfalls, interpersonal skills, organizational awareness and dynamics, and written and oral communication skills. The course also explores the role of oversight in the management and leadership of Federal IT acquisition programs.


Information Technology Project Managemente-Resident / Distributed LearningThis course focuses on project and program management in an Information Technology (IT) context, including financial systems. Students explore industry-accepted project management processes, e.g., the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) framework, and apply project management concepts. Major topics include planning and management of project communications, scope, time, cost, quality, risk, human resources, procurement, and project integration. Factors that make IT projects unique and difficult to manage are explored, along with tools and techniques for managing them. This course challenges students to gain hands-on project management experience by performing complex project management tasks leading to the development of a project management strategy/plan.

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DoD FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 20Decision Support*: Proficiency Level: 5 – CET hrs: 20Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 10

Leadership Competencies:Lead People – DoD Corporate Perspective: CET hrs: 10Lead People – National Security Foundation: CET hrs: 25Lead Teams – DoD Mission and Culture: CET hrs: 10

Aligned FM Competencies:Financial Management Systems*: Proficiency Level: 3 – CET hrs: 20Financial Management Systems*: Proficiency Level: 5 – CET hrs: 25Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 15

Aligned Leadership Competencies:Lead People – Conflict Management: CET hrs: 10Lead People – DoD Corporate Perspective: CET hrs: 5Lead Teams – Accountability: CET hrs: 10Lead Teams – Decisiveness: CET hrs: 15

Aligned FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 10

Aligned Leadership Competencies:Lead People – Human Capital Management: CET hrs: 10Lead People – Developing Others: CET hrs: 10Lead People – Conflict Management: CET hrs: 15Lead People – Leveraging Diversity: CET hrs: 5


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Leading the Cyber Workforce (LCW)e-ResidentThe LCW course provides leaders and managers with knowledge and tools that enhance their capacity to lead the 21st Century workforce effectively in the achievement of organizational objectives. Using a blend of leadership theory and best practice research, the course explores the dynamics of an increasingly diverse workforce, complex environment, ubiquitous technology, information saturation, and evolving work and organizational contexts. Students take an in-depth view of their self-leadership, interpersonal leadership, and organizational leadership in order to develop themselves as leaders. They explore strategies to achieve their organization’s goals through self-awareness, learning agility, coaching and mentoring, talent management, teaming, and cross-boundary influence, and to foster and manage innovation, leverage generational diversity, create a collaborative culture, facilitate knowledge management, and engender high-trust ethical practices.


Leadership for the Information Agee-Resident / Distributed LearningThis course examines Information Age leadership and organizations. It describes the successful Information Age leader and organization as constantly learning and adapting to an increasingly complex, changing, and information-rich environment. Emphasis is placed on “out-of-the-box” thinking, individual and organizational innovation, and the processes and structures that enhance an organization’s ability to learn, adapt, and compete in the Information Age. The course explores the role of information and technology in the Information Age organization; the relationships among learning, change, and strategic planning; and the new abilities required for leading in the Information Age.


Aligned FM Competencies:Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 10

Aligned Leadership Competencies:Lead People – Human Capital Management: CET hrs: 20Lead People – Leveraging Diversity: CET hrs: 10Lead People – Developing Others: CET hrs: 10Lead People – Influencing/Negotiating: CET hrs: 10Lead Teams – Team Building: CET hrs: 10Lead Teams – Accountability: CET hrs: 10

Aligned FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 15Decision Support*: Proficiency Level: 5 – CET hrs: 20Financial Stewardship*: Proficiency Level: 3 – CET hrs: 15Financial Stewardship*: Proficiency Level: 5 – CET hrs: 20

Aligned Leadership Competencies:Lead People – Conflict Management: CET hrs: 10Lead People – Accountability: CET hrs: 10Lead People – Influencing/Negotiating: CET hrs: 5Lead Teams – Decisiveness: CET hrs: 10


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Multi-Agency Information-Enabled Collaboratione-Resident / Distributed LearningThe course focuses on multi-agency collaboration in support of national and homeland security and national preparedness planning, decision-making and implementation. It examines current and proposed strategies, means and models for substantially improving the effectiveness of collaboration at the federal, state and local levels, and beyond to include multilateral situations with non-governmental, media, and international organizations and coalition partners. The course assists students to synthesize the underlying principles that define effective collaboration, and critical lessons learned from past challenges and current experiments. Legal, budgetary, structural, cultural and other impediments that inhibit inter-agency mission effectiveness are assessed, as are strategies for addressing them. The course explores evolving network structures, collaborative tool-sets including social media, cross-boundary information-sharing and work processes, emergent governance arrangements, and the behaviors and skills of collaborative leadership as a key component of government strategic leadership.


SPB—Strategic Performance and Budget Managemente-ResidentThe course is an executive-level view of strategic planning, performance management, and performance budgeting in public-sector organizations. Using the Government Performance and Results Act and Kaplan & Norton’s Balanced Scorecard as frameworks, students examine the linkage of mission to strategic planning, performance management, measurement, operational strategies, initiatives, and budgets to support senior-level decision making. Emphasis is on transparency, outcomes, and linkage between organizational performance and the organization’s budget. With this critical understanding, students develop leadership strategies that shape fiscal budgets to achieve agency strategic outcomes.


Aligned FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 20Decision Support*: Proficiency Level: 5 – CET hrs: 25Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20Financial Stewardship*: Proficiency Level: 5 – CET hrs: 25

Aligned Leadership Competencies:Lead People – Conflict Management: CET hrs: 10Lead People – National Security Foundation: CET hrs: 15

Aligned FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 10Decision Support*: Proficiency Level: 5 – CET hrs: 10Budget Formulation, Justification, and Presentation: Proficiency Level: 3 – CET hrs: 10Budget Execution: Proficiency Level: 3 – CET hrs: 10

Aligned Leadership Competencies:Lead Teams – Team Building: CET hrs: 10Lead Teams – DoD Mission and Culture: CET hrs: 5Lead Teams – Decisiveness: CET hrs: 5Lead Teams – Accountability: CET hrs: 15


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Organizational Culture for Strategic Leaderse-Resident / Distributed LearningThis course explores the strategic and persistent effects of culture on mission performance. Students examine the ways in which leaders can employ this powerful influence to nurture organizational excellence or to stimulate changes in organizational behavior. They investigate organizational sciences for traditional and Information Age perspectives on organizational behavior, on frameworks for assessing organizational cultures, and on strategies to initiate and institutionalize strategic mission-oriented change. Cross-boundary, inter-agency, cross-generational, and global influences, issues, and challenges are examined from a cultural perspective.


Strategies for Process Improvemente-Resident / Distributed LearningThis course examines strategies, management processes and resources for process improvement within and across Federal agencies. The course provides an executive-level examination of business process improvement strategies, including business process re-engineering, activity-based costing/management, process architecting, Lean Six Sigma, and other quality improvement programs. An overview of the techniques and technologies that enable process-centric performance improvements in how agencies achieve their missions is provided. Attention is focused on the enterprise-level leadership challenges of process management, including initiation, collaboration, design, implementation, and portfolio project management of process-centric improvements within and across agencies.


Aligned FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 20Decision Support*: Proficiency Level: 5 – CET hrs: 25 Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20Financial Stewardship*: Proficiency Level: 5 – CET hrs: 25

Aligned Leadership Competencies:Lead People – Human Capital Management: CET hrs: 10Lead People – Leveraging Diversity: CET hrs: 10Lead Teams – Team Building: CET hrs: 10Lead Teams – Influencing/Negotiating: CET hrs: 10

Aligned FM Competencies:Decision Support*: Proficiency Level: 3 – CET hrs: 20Decision Support*: Proficiency Level: 5 – CET hrs: 20 Financial Management and Reporting Analysis: Proficiency Level: 3 – CET hrs: 15Financial Management and Reporting Analysis: Proficiency Level: 5 – CET hrs: 15Financial Stewardship*: Proficiency Level: 3 – CET hrs: 10Financial Stewardship*: Proficiency Level: 5 – CET hrs: 10

Aligned Leadership Competencies:Lead People – DoD Corporate Perspective: CET hrs: 10Lead Teams – DoD Mission and Culture: CET hrs: 10Lead Teams – Decisiveness: CET hrs: 10


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Cornerstone and Capstone CourseAdmitted Master of Science students will be automatically registered in, and must successfully complete, an online not-for-credit cornerstone seminar within six credits of program admission. The cornerstone seminar helps students develop the critical thinking, information technology, communication, and collaboration skills necessary for success in iCollege courses and in their careers as government information leaders. Students research a current issue in their concentration and develop clear and cogent positions in both academic and executive level formats.

The Capstone course is the culminating learning experience of the Government Information Leadership (GIL) Master of Science Degree Program. While enrolled in CAP, students complete a capstone synthesis project in his or her area of concentration. The NDU iCollege department responsible for each Master of Science concentration will define the specific nature and detailed requirements for the type of project suitable for the respective concentration, and decide how a particular project type is assigned to a specific student.


Web-enabled Governmente-ResidentThis course explores the capabilities, selection, and application of new and emerging web technologies to enable more creative, collaborative, and transparent government. The course examines and assesses the use of current and emerging web technologies and best practices of significant government interest, e.g., cloud computing, social media and networking, geographic information services technology, and security. Students consider web technology evaluation criteria, methodologies, and risks to enable them to adapt the evaluation criteria and apply selected web technologies within and/or across government.


Global Strategic LandscapeThis course focuses on two broad themes of the evolving global strategic landscape: how global changes may impact future U.S. national security strategy, and the implications of these developments for creating Information Age government with national security responsibilities. The students examine the major trends that have transformed the worlds and security landscape during the post-Cold War period, as well as possible future developments in these areas. They explore the implications of these trends for the national security environment, consequent options for national security strategy, and the transformation of Information Age government agencies.


Aligned FM Competencies:Financial Management and Reporting Analysis: Proficiency Level: 5 – CET hrs: 25Financial Management Systems*: Proficiency Level: 3 – CET hrs: 20 Financial Management Systems*: Proficiency Level: 5 – CET hrs: 25 Financial Stewardship*: Proficiency Level: 3 – CET hrs: 20

DoD FM Competencies:This course does not align to DoD FM Competencies.

DoD FM Competencies:This course does not align to DoD FM Competencies.


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Financial Management SharePoint SitesIn line with the Air Force-wide migration from the Financial Management Knowledge Management (FMKM) Communities of Practice environment, the AF financial management community now houses information on SharePoint sites. The sites listed below are links to key resources as you seek education and training opportunities.

To access the SAF/FM SharePoint sites, you must have an Area 52 account. If you have any difficulty accessing these sites, please contact the SAF/FMEW workflow at [email protected].

Section Ten

Civilian Strategic Leadership Program

Financial Management AFAFO Base Level

FM Combat Comptroller

FM Education and Training

FM Experience

FM Leadership

FM Officer Assignments Team

FM Professional Development

FM Publications

New Employee Orientation Course

Non-Appropriated Funds (NAF) Oversight

SAF/FM Policy and Fiscal Control

SAF/FMP AFFSO Hub

Silver Flag

Supervisor’s Resource Center

http://go.usa.gov/WFcj

https://cs3.eis.af.mil/sites/OO-FM-MJ-59/AF-FM-AFO/OO-FM-AF

https://cs3.eis.af.mil/sites/26786/CC

https://cs3.eis.af.mil/sites/26786/FMET

https://cs3.eis.af.mil/sites/26786/FMExp

https://cs3.eis.af.mil/sites/26786/FMLead

https://cs3.eis.af.mil/sites/OO-FM-MJ-O3/AE-FM-XH-01

https://cs3.eis.af.mil/sites/26786

https://cs3.eis.af.mil/sites/26786/FMPubs

https://golearn.csd.disa.mil/kc/login/login.asp

https://cs3.eis.af.mil/sites/AF-FM-CH-04/OO-FM-BD-09

https://cs3.eis.af.mil/sites/OO-FM-BD-16/OO-FM-BD-02

https://cs3.eis.af.mil/sites/OO-FM-MJ-59/AF-FM-XF-01

https://cs3.eis.af.mil/sites/oo-fm-mj-o1/AC-FM-TF-01

http://go.usa.gov/D2jj

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Accredited in Business Valuation (ABV)This accreditation, sponsored by the American Institute of Certified Public Accountants, is appropriate for Certified Public Accountants who specialize in business valuation and is granted to CPAs who demonstrate considerable expertise in business valuation through knowledge, skills and experience.

website: http://www.aicpa.org/

Accredited Business Accountant (ABA)This accreditation, sponsored by the Accreditation Council for Accountancy and Taxation, is appropriate for practitioners who specialize in the needs of small to medium-size businesses and financial services to individuals and families.

website: http://www.acatcredentials.org/

Certified Accounts Payables Professional (CAPP) This certification, sponsored by the Institute of Financial Operations, is appropriate for accounts payables and related professionals in a supervisory or managerial position.

website: http://www.financialops.org/

Certified Business Manager (CBM) This certification, sponsored by the Association of Professionals in Business Management, is appropriate from mid- to senior-level professionals who need to be proficient in all areas of business, including areas outside their own area of expertise and those who would like to keep their business skills current.

website: http://apbm.org/

Certified Cost Professional (CCP) This certification, sponsored by Association for the Advancement of Cost Engineering, is appropriate for cost estimators, cost engineers, schedulers, project managers, and project control specialists.

website: http://www.aacei.org/

Certified Cost Estimator/Analyst (CCE/A) This certification, sponsored by the International Cost Estimating and Analysis Association, is appropriate for cost professionals who desire to improve cost estimation and analysis in government and industry by enhancing their ability to produce quality cost estimates and analyses.

Certifications: Certified Cost Estimator/Analystwebsite: http://www.sceaonline.org/

Professional Organizations*This section provides brief summaries and website addresses of several professional development organizations that FMers find useful. For information about reimbursement for the following certifications, visit https://fmonline.ousdc.osd.mil/FMCerts.aspx.

Many professional organizations require their members to earn a certain number of Continuous Learning Points (CLPs) or continuing professional education (CPEs) on an annual or semi-annual basis to maintain proficiency in their career field. It is each Airman’s responsibility to record their CLPs/CPEs and provide verification of them in accordance with certificate requirements.

Section Eleven

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* The appearance of hyperlinks does not constitute endorsement by the U.S. Air Force of this website or the information, products, or services contained therein. The U.S. Air Force does not exercise any editorial control over the information you may find at these locations.

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Certified Defense Financial Manager (CDFM) This certification, sponsored by the American Society of Military Comptrollers, is appropriate for persons, military and civilian, involved in the overall field of military comptrollership.

website: http://www.asmconline.org/

Certified in Financial Forensics (CFF) This certification, sponsored by the American Institute of Certified Public Accountants (AICPA), is appropriate for CPAs who specialize in forensic accounting and is granted to CPAs who demonstrate considerable expertise in business valuation through knowledge, skills and experience.


Certified Forensic Accountant (Cr. FA)This certification, sponsored by the American College of Forensic Examiners International, is appropriate for CPAs who need proficiency in forensic accounting services and who may be involved in both litigation support (providing assistance on a given case, primarily related to the calculation or estimation of economic damages and related issues) and investigative accounting (looking into illegal activities).

website: http://www.acfei.com/

Certified Government Auditing Professional (CGAP)This certification, sponsored by Institute of Internal Auditors, is a specialty certification designed for public-sector internal auditing practitioners. The exam tests a candidate’s knowledge of the unique features of public-sector internal auditing — fund accounting, grants, legislative oversight, confidentiality rights, and more. The program’s broad scope emphasizes the internal auditor’s role in strengthening accountability to the public and improving government services.

website: https://na.theiia.org/

Certified Government Financial Manager (CGFM)This certification, sponsored by the Association of Government Accountants (AGA), is for professionals who work in governmental accounting, auditing, financial reporting, internal controls and budgeting at the federal, state and local levels.

website: http://www.agacgfm.org/

Certified Information Systems Auditor (CISA)This certification, sponsored by ISACA, is appropriate for professionals with work experience in information systems auditing, control or security that include: Information Systems (IS) audit process; IT Governance; Systems and Infrastructure Lifecycle Management; IT Service Delivery and Support; Protection of Information Assets; Business Continuity and Disaster Recovery.

Previously known as the Information Systems Audit and Control Association, ISACA now goes by its acronym only, ISACA, to reflect the broad range of IT governance professionals it serves.

website: http://www.isaca.org/

Certified Fraud Examiner (CFE)This certification, sponsored by the Association of Certified Fraud Examiners, is appropriate for professionals who need to be proficient in identifying the warning signs and red flags that indicate evidence of fraud and fraud risk.

website: http://www.acfe.com/

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Certified Internal Auditor (CIA)This certification, sponsored by the Institute for Internal Auditors, is appropriate for audit professionals including audit executives, managers, staff, and risk manager, seeking to strengthen their credibility within the audit community.

website: http://www.theiia.org/certification/specialty-certifications/cgap/

Certified Management Accountant (CMA)This certification, sponsored by the Institute of Management Accountants, is designed to measure the accounting and financial management skills that drive business performance. It is appropriate for professionals interested in strengthening their skills in financial planning, analysis, control, and decision support, as well as professional ethics.

website: http://www.imanet.org/

Certified Payroll Professional (CPP)This certification, sponsored by the American Payroll Association (APA), is appropriate for anyone engaged in payroll administration and/or related fields.

website: http://www.americanpayroll.org/

Certified Public Accountant (CPA)This certification is sponsored by the American Institute of Certified Public Accountants (AICPA). The AICPA is the national professional organization for Certified Public Accountants (CPAs) in the United States. The AICPA develops standards for audit and other services provided by CPAs, provides educational guidance materials to its members, creates and grades the Uniform CPA Exam, and monitors and enforces compliance with the profession’s audit, technical, and ethical standards.


Certified Quality Auditor (CQA)This certification, sponsored by the American Society for Quality, is appropriate for professionals who need to understand the standards and principles of auditing and the auditing techniques of examining, questioning, evaluating, and reporting to determine a quality system’s adequacy and deficiencies.

website: http://prdweb.asq.org/

Certified Treasury Professional (CTP)This certification, sponsored by the Association for Financial Professionals, is appropriate for professionals who seek to enhance skills related to corporate liquidity, capital, and risk management.

website: http://www.ctpcert.org

Forensic Certified Public Accountant (FCPA)This certification, sponsored by the Forensic CPA Society, is appropriate for CPAs who provide expert evidence in the legal system. These CPAs must utilize their accounting, auditing, and investigative skills to determine actual events in financial settings.

website: http://shopsite.fcpas.org/

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Operational Competence

Tactical Expertise

* More in depth discussion of the Air Force Institutional Competencies can be found on pages 6-7 and 42.

Target Audience:

New Employee Orientation (NEO) All Airmen

Supervisors’ Resource Center*

MAJCOM/Base Level Training All Airmen

Civilian Acculturation and Leadership Training (CALT) GS 7-13 w/ 2-5 years of service

USAF Supervisor’s Course New military and civilian supervisors

Civilian Personnel Management Course All new civilian and military supervisors ofcivilian personnel

Military Personnel Management Course All new civilian supervisors of military personnel

Target Audience:

Foundational Baseline GS 12-13

Air Command and Staff College (ACSC) Distance Learning New military and civilian supervisorsUSAF Supervisor’s Course All new civilian and military supervisors of

civilian personnel

Civilian Acculturation and Leadership Training (CALT) All new civilian supervisors of military personnel

Military Personnel Management Course All new civilian supervisors of military personnel


Squadron Officer School (SOS) Distance Learning GS 9-13

Basic Development EducationCivilian Acculturation and Leadership Training (CALT) Program GS 7-13

Primary Development EducationSquadron Officer School (SOS) Residence GS 9-12

Degree ProgramsAir Command and Staff College (ACSC) Online Masters GS 12-13

USAF Civilian Leadership DevelopmentTo support continued professional development for civilian personnel, the Air Force produces civilian leadership development catalogs. Three catalogs detail learning opportunities provided to help civilians achieve proficiency at each development level: – tactical expertise – operational competence – strategic vision

The catalogs, which serve as a guide for civilian professional development, provide course overviews, eligibility requirements, AF Institutional Competencies addressed, and application processes for each course available for civilian personnel. Click through the following drill down path to find these catalogs and additional information via the AF Portal: Life and Careers > Force Development > My Development Plan. Included below is a list of leadership development courses and programs described in the USAF Civilian Leadership Development catalogs. Each of these programs addresses the Air Force Institutional Competencies* at varying levels of proficiency. Please refer back to the USAF Civilian Leadership Development Catalogs for more specificity regarding the competencies.

Section Twelve

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Operational Competence cont.

Target Audience:

AFPC Leadership TrainingBusiness Project Management in Government Organizations

Business Professional Certification Program GS 12-13Capitol Hill Workshop GS 12-13The Challenge of Leadership N/AChange Management GS 12-13Creating an Environment for Successful Projects GS 12-13How to Successfully Introduce and Deal with Change in the Workplace

Leadership and Management Certification GS 12-13Leadership for Technical People N/AManagement Development Seminar GS 12-13Problem Solving and Decision Making GS 12-13Seminar for New Managers GS 12-13Team Building GS 12-13White House Workshop N/A

OPM Leadership TrainingCollaborative Leadership Seminar GS 12-13Leadership for Non-Supervisors / Non-Managers GS 12-13Management Development Seminar I: Leading from the Middle

Management Development Seminar II: Leading Organizations

Team Development Seminar Week 1: Team Building N/A

Intermediate Developmental Education (IDE) – ResidenceAir Command and Staff College (ACSC) Residence GS 12-13AFIT Graduate Cost Analysis Program GS 12-13AFIT Graduate Engineering Management (GEM) Program GS 12-13AFIT Graduate Information Resource Management (IRM) Program GS 12-13AFIT Graduate Logistics Sciences Program GS 12-13AFIT Graduate Logistics and Supply Chain Management Program

Air Force Legislative Fellows Program GS 12-13Air Force National Laboratory Technology Fellows Program (NLTFP) GS 12-13DoD Executive Leadership Development Program (ELDP) GS 12-13Harvard JFK School of Government (HARV) GS 12-13Master’s Degree

Public Policy Program, Woodrow Wilson School for Public and International Affairs, Princeton University (PRIN)

GS 12-13

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Strategic Vision

Senior Developmental Education (SDE) – ResidenceAFIT Graduate Cost Analysis Program GS 14-15AFIT Graduate Engineering Management (GEM) Program GS 14-15AFIT Graduate Information Resource Management (IRM) Program GS 14-15AFIT Graduate Logistics and Supply Chain Management Program GS 14-15Air Force National Laboratory Technology Fellows Program (NLTFP) GS 14-15Air War College (AWC) Residence GS 14-15Alfred Sloan Fellow, MIT Sloan School of Management GS 14-15Civilian Strategic Leader Program (CSLP) GS 14-15Defense Senior Leadership Development Program (DSLDP) GS 14-15Excellence in Government (EIG) Fellows Program GS 14-15Harvard JFK School of Government (HARV) N/ADwight D. Eisenhower School for National Security and Resource Strategy GS 14-15Senior Acquisition Course (ICAF-SAC) GS 14-15Master’s Degree

RAND Fellowship Project (AF RAND) GS 14-15Stanford Sloan Business Program, Stanford Graduate School of Business GS 14-15Public Policy Program, Woodrow Wilson School for Public and International Affairs, Princeton University (PRIN)

GS 14-15

Program Management Leadership Development Initiative GS 14-15

AFPC Leadership TrainingCapitol Hill Workshop GS 14-15Creating an Environment for Successful Projects GS 14-15Executive Seminar GS 14-15Problem Solving and Decision Making GS 14-15White House Workshop N/A

Target Audience:

Foundational BaselineAir War College (AWC) Seminar or Correspondence (Distance Learning) GS 14-15Civilian Personnel Management Course All new civilian and military supervisors of

civilian personnelMilitary Personnel Management Course All new civilian supervisors of military personnel

USAF Supervisor’s Course New military and civilian supervisors


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Strategic Vision cont.

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Strategic Leadership Education IIILeadership for a Democratic Society (LDS) N/ASeminar XXI (SEM XXI-MIT) GS 15 (12 months minimum in current position)Senior Executive Fellows (SEF-HARVARD) GS 15 (12 months minimum in current position)Senior Management Course in National Security (SMCNS) GS 15 (12 months minimum in current position)

Target Audience:

Strategic Leadership Education IAir Force Civilian Leadership Course GS 14-15Executive Development Seminar: Leading Change (OPM) GS 14-15Leadership Assessment Program II (OPM) GS 14-15

Strategic Leadership Education IIEnterprise Leadership Seminar (ELS) GS 15Leadership Enhancement Program (LEP-CCL) GS 15National Security Management Course GS 15

146

5-skill Level, 387-skill Level, 40AcquisitionCertification, 16-18, 52-57Advanced Academic Degree Programs, – Civilian, 34 – Officer, 47-49Advisory Council, 2-3Aerospace Basic Course (ASBC),AETC/FM Professional Forums, 25Air Command and Staff College, 31-33, 49Air Force Competencies, See Institutional CompetenciesAir Force Core Values, 4-5Air Force Doctrine Document 1-1 (AFDD 1-1), 7Air Force FM Competency Crosswalk, 12Air Force Institute of Technology, 47, 74 – Continuous Learning Courses, 74-75 – Graduate Cost Analysis Program, 92 – Civilian Institution Program, 92Air Force Mission, 4Air Force Personnel Center (AFPC), 3, 21, 31, 33, 46-47Air Force Strategic Plan, 4Air Force Training Records,Air Force Virtual Education Center (AFVEC), 40Airman Leadership School (ALS), 38, 41Airman’s Creed, 4, 5Airmen Development Plan, 48Air University – Air Command and Staff College, 31 – Associate-to-Baccalauteate Cooperative (AU-ABC), 40 – Distance Learning Leadership Development Program, 47Air War College (AWC), 32-33, 49, Basic Financial Management Officer Course (BFMOC), 46, 96Career Broadening Program, 21, 24, – Civilians, 29-30, 32 – Officers, 46Career Field Education and Training Plan (CFETP), 37, 38Career Field Manager (CFM), 2, 22, 48Certified Defense Financial MANAGER Certification, 41, 135Chief Financial Officer Leadership Certificate Program, 34, 119-130Civilian Acculturation and Leadership Training Course (CALT), 31Civilian Development, 26-35Civilian Developmental Education (CDE), 30, 32-33Civilian Job Series, 27Civilian Leadership Development Catalogs, 31, 138-141Collaboration, 25

Combat Comptroller SharePoint site, 39, 44, 132Community College of the Air Force (CCAF), 38, 40Competencies, 8-18, 58-71 – Air Force FM Competency Crosswalk, 12 – Alignment of FM Occupational Series with DoD Competencies, 14-15 – DoD Enterprise-wide FM Occupational Competencies, 10-11 – DoD Certification Program, 16-18 – Institutional Competencies, 6-8, 9 • Institutional Sub-competencies, 7-8 • Occupational Competencies, 9 • Strategic Vision Competencies, 8 • Tactical Expertise Competencies, 8 – IDP Competency Skill sets, 12, 47, 58-71 – Proficiency Level Descriptions, 13 – SAF/FM Occupational Competencies, 7, 9, 11, 12, 13, 40, 45 – What is a competencyComptroller Contingency Familiarization Course – Basic, 38, 96 – Advanced, 97 – Officer, 97Continuing Professional Education (CPE), 16, 32Continuum of Learning, 19Defense Acquisition University, 76-87 – Business Cost Estimating APDP Certification, 77-81 – Business Financial Management APDP Certification, 82-87Defense Connect Online (DCO), 25Defense Financial Management and Comptroller School, 32, 40, 90-91Defense Financial Management Course, 32, 90 – Civilian, 32Department of Defense Financial Management Certification, 1, 10-11, 14-15, 16-18, 52-57Department of Defense-FM Occupational Series Alignment, 14-15Deployment, – Civilian Deployment, 30 – Enlisted Deployment, 38-41 – Contingency Training, 38-39, 41 – Joint Deployment, 45 – Officer Deployment, 44 – Post-deployment, 39 – Pre-deployment, 39Developing Financial Management Leaders for the 21st Century (DFML 21), 23

Index

147

Developmental Education – Basic Civilian, 31 Officer, 46-47 – Intermediate Civilian, 31, 32-33, 139 Officer, 48-49, 139 – Senior Civilian, 32-33, 140 Officer, 48-49, 140Developmental Education Designation Board (DEDB), 33, 48Development Team, see FM Development TeamDonley, Michael B., 4, 23Education and Training, 19-21 – Civilian, 26-29, 30-34 – Enlisted, 36-38, 40 – Officer, 42-43, 46-49Education and Training Course Announcements (ETCA), 25Education and Training Working Group, 2-3, 22Education, Training, and Experience, 19-21Education with Industry (EWI), 33, 34Enlisted Development, 36-41Equal-Plus Assignments, 21Experience, 21 – Civilian, 26-29, 29-30 – Enlisted, 36-37, 37-38 – Officer, 42-43, 43-46Financial Analysis Officer (FMA), 44Financial Management and Comptroller Apprentice Course, 98Financial Management and Comptroller Craftsman Course, 98Financial Management Concepts Course, 100Financial Management Distributed Learning Center (FM DLC), 25, 102-117Financial Management Principles Course, 100Financial Management Staff Officer Course (FMSOC), 99 – Civilian, 32 – Enlisted, 40 – Officer, 46Financial Management Superintendent Course, 99Financial Services Officer (FSO), 43-44FM Development Team, 2-3, 22 – Civilian Opportunity Development, 32 – Officer Vectoring, 48FM Force Development Roadmaps, – Civilian Force Development Roadmap, 26-27, – Civilian Technical Force Development Roadmap, 28-29 – Enlisted Force Development Plan, 36-37 – Officer Force Development Roadmap, 42-43FM Force Development Structure, 2-3FM Knowledge Management (FMKM), see Professional Development Hub

FM myLearn, 25, 102FM Online, 25, 102Force Development CONOPS (Civilians), 27Formal Training, 22Fulghum, Col Chip, 6Functional Authority, 2-3Functional Manager, 2-3, 22, 38, 48Individual Development Plan, 1, 12, 31, 46, 47, 58-71 – Skill sets, 58-71Joint Duty, 45Joint Forces Staff College, 40, 118Leadership, 18, 22-23 – Civilian, 35 – Enlisted, 41 – Officer, 50Learning Catalog, 1, 72-141Mentors, 23, 24Mentorship, 23Morin, Dr. Jamie M., 1, 3MyDP, 31My Officer Development Plan,National Defense Authorization Act (NDAA), 16National Defense University, 118-131New Employee Orientation, 31, 138, 140Noncommissioned Officer (NCO) Academy, 40Occupational Series Alignment, see Department of Defense-FM Occupational Series AlignmentOfficer Development, 42-49On-the-Job Training, 22, 41Operations and Maintenance (O&M), 43-44Opportunity Development, 22, 32Professional Development Guide, 39Professional Development Hub, 24, 25, 132 – FM Education and Training SharePoint, 24, 132 – FM Leadership SharePoint, 24, 132 – FM Experience SharePoint, 24, 132Professional Military Education (PME) – Civilian, 31, 33 – Enlisted, 38, 41 – Senior Enlisted Joint PME, 40 – Officer, 46, 48Professional Organizations, 35, 41, 44, 134-137Proficiency Levels, 13Promotion Testing, 39Secretary of the Air Force (SECAF), 4Senior Noncommissioned Officer Academy (SNCOA), 40Senior Rater Endorsement, 40

148

IndexSilver Flag, 40, 132Single Unit Retrieval Format (SURF), 48Squadron/Commander Board Overview, 45Squadron Command positions, 45-46Squadron Officer School (SOS) – Civilian, 31, 33 – Officer, 46-47Staff Officer positions, 45Success, 5, 6-9, 19, 29, 32, 35, 37, 43, 45, 72Supervisors’ Resource Center, 31, 138

Thomas, Marilyn M., 2, 23, 35, Training, 1, 6, 16-18, 19-20, 22, 26-29, 30-32, 36-37, 38-41, 42-43, 46-47Tuition Assistance, 47University of Tennessee, – Aerospace and Defense Master’s of Business Administration, 34USAF Supervisors’ Course, 31

149

Air Force Institutional Competencies Embodies Airman Culture – Executive Leadership Development Program, 92 – Defense Civilian Emerging Leader Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Communicating – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Leading People – Executive Leadership Development Program, 92 – Defense Civilian Emerging Leader Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Fostering Collaborative Relationships – Executive Leadership Development Program, 92 – Defense Civilian Emerging Leader Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Employing Military Capabilities – Executive Leadership Development Program, 92 – Defense Senior Leader Development Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Enterprise Perspective – Executive Leadership Development Program, 92 – Defense Senior Leader Development Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Managing Organizations and Resources – Defense Senior Leader Development Program, 92 – Financial Management Superintendent Course, 103 – USAF Civilian Leadership Development*, 142-145 Strategic Thinking – Defense Senior Leader Development Program, 92 – USAF Civilian Leadership Development*, 142-145

SAF/FM Occupational Competencies Financial Operations – FIN 150 - Current Topics in Financial Management, 74 – QMT 110 - Pricing Analysis Methods, 68 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Basic FM Officer Course, 100

– Comptroller Contingency Familiarization Course - Basic, 100 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management and Comptroller Craftsman Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Actual Expense, 107 – Additional Montgomery GI Bill, 107 – AF Reserve Center Inactive Duty Training, 107 – AF Reserve Command Tour, 107 – Air Force Timekeeper, 107 – Annual Tour Temporary Duty Settlement, 107 – Basic Allowance for Housing, 107 – Basic Allowance for Subsistence, 107 – Case Management System, 107 – Classified Location TDY, 107 – Contingency TDY, 107 – Debt Management Program, 107 – Demobilization, 107 – Disbursing and RTS End of Day, 107 – Electronic Funds Transfer Account Interface, 108 – Electronic Funds Transfer Reject Control, 108 – Enlisted Initial Clothing Allowances, 108 – Evacuation TDY Settlement, 108 – Extra Clothing Allowances, 108 – Family Separation Allowance, 108 – Foreign Military Sales Temporary Duty Settlement, 108 – Formal Training TDY Settlement, 108 – Financial Management Principles (Basic) - Base Variable File, 108 – Group Travel Temporary Duty Settlement, 108 – Household Goods Storage, 108 – Indeterminate TDY, 108 – Local Travel, 108 – Merged Accountability Funds Reporting, 108 – Military Leave Program CPC Processing, 109 – Military Pay Beginning of Day Processes, 109 – Military Pay End of Day, 109 – Military Pay Separation Debt - Total Amount Collected, 109 – Military Permanent Change of Station Voucher Audit, 109 – Multiple Locations TDY Settlement, 109 – NATO Travel, 109 – Officer Uniform and Equipment Allowance, 109 – Order Upload File, 109 – Pay Record Accessibility Program, 109 – Personally Procured Move, 109

* Please refer to the USAF Civilian Leadership Development Catalogs for more information on AF Institutional Competency alignment.

Course By Competency Index

150

Course By Competency Index – Process Accrual Payment, 109 – Process Allotments, 109 – Process Civilian Permanent Change of Station, 110 – Process Cost of Living Allowance, 110 – Process Electronic Funds Transfer System Update, 110 – Process House Hunting Voucher, 110 – Process Incentive Pay, 110 – Process Military Permanent Change of Station - In Action, 110 – Process Military Permanent Change of Station - Out Transaction, 110 – Process Military Permanent Change of Station Vouchers, 110 – Process Miscellaneous Expense Voucher, 110 – Process Overseas Housing Allowance Entitlement, 110 – Process PCS | Retirement | Separation Advances, 110 – Process Real Estate Voucher, 110 – Process Relocation Income Tax Allowance, 110 – Process Retirement and Separation Settlements, 110 – Process State of Legal Residence, 111 – Process Temporary Duty Advances, 111 – Process Temporary Quarters Subsistence Expense Voucher, 111 – Process Thrift Savings Plan (Mil), 111 – Processing Automated Payments, 111 – Reserve Combat Zone Tax Exclusion, 111 – Reserve Establish Master Military Pay Account, 111 – Reserve Family Separation Allowance, 111 – Reserve Hardship Play, 111 – Reserve Hostile Fire/Imminent Danger Pay, 111 – Reserve Incentive Pay, 111 – Reserve Inactive Duty Training Payment, 111 – Reserve Long Tours Greater Than 29 Days, 111 – Reserve Military Leave Program, 111 – Reserve TDY 12 - 24 Hours, 111 – Special Pay Transactions, 112 – TDY Less Than 12 Hours, 112 – Temporary Duty Accruals, 112 – Temporary Lodging Allowance, 112 – Temporary Lodging Expense, 112 – US Savings Deposit Program, 112 – Voucher Balancing Program, 112 – Chief Financial Officer Leadership Certificate, 112

Accounting – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – CLM 024 - Contracting Overview, 90 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95

– Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Support Agreement Course, 98 – Basic FM Officer Course, 100 – Comptroller Contingency Familiarization Course - Basic, 100 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management and Comptroller Craftsman Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Principles (Basic) - Follow-on Commitments, 104 – Fundamentals and Operations of Accounting, 113 – Preparatory Accounting, 113 – Primary Accounting Tasks 1-7, 113 – Primary Accounting Tasks 8-9, 113 – Reimbursement Basic, 113 – Audits Civilian Permanent Change of Station, 113 – Chief Financial Officer Leadership Certificate, 122

Budget Formulation & Execution – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – BCF 106 - Fundamentals of Cost Analysis, 78, 88 – ACQ 201A - Intermediate System Acquisition, Part A, 78, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 79, 87 – BCF 215 - Operating and Support Cost Analysis, 81 – CLB 026 - Forecasting Techniques, 83 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – BCF 205 - Contractor Business Strategies, 89 – CLM 024 - Contracting Overview, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Support Agreement Course, 98 – Introduction to Decision Support, 119 – Basic FM Officer Course, 100

151

– Comptroller Contingency Familiarization Course - Basic, 100 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management and Comptroller Craftsman Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Concepts Course, 104 – Financial Management Principles (Basic) - Budget Process, 114 – Financial Management Principles (Basic) - Fiscal Year End – Closeout Procedures, 114 – Financial Management Principles (Basic) - Funding Guidance, 114 – Financial Management Principles (Basic) - Funding Requirements, 114 – Financial Management Principles (Basic) - Funds Availability, 114 – Financial Management Principles (Basic) - Funds Control, 114 – Financial Management Principles (Basic) - Funds Distribution, 114 – Financial Management Principles (Basic) - Propriety of Funding, 114 – Financial Management Principles (Basic) - Status of Funds, 114 – Financial Management Principles (Basic) - Status of Funds Briefing, 114 – Financial Management Principles (Basic) - Target Loads, 14 – Financial Management Concepts Course (Intermediate) - Budget Program Analysis, 114 – Financial Management Concepts Course (Intermediate) - Cost Estimates for Support Agreements, 115 – Financial Management Concepts Course (Intermediate) - Distribution of Funds, 115 – Financial Management Concepts Course (Intermediate) - Execution Plan, 115 – Financial Management Concepts Course (Intermediate) - Funding Guidance, 115 – Financial Management Concepts Course (Intermediate) - Funding Requirements, 115 – Financial Management Concepts Course (Intermediate) - Manage Year End Closeout, 115 – Financial Management Concepts Course (Intermediate) - Managing Official Representation Funds, 115 – Financial Management Concepts Course (Intermediate) - Prior Year Adjustments, 115 – Financial Management Concepts Course (Intermediate) - Propriety of Funding, 115

– Financial Management Concepts Course (Intermediate) - Reimbursement Program, 115 – Financial Management Concepts Course (Intermediate) - Unfunded Requirements, 116 – Reprogramming, 116 – New Start, 116 – Primary Budget Tasks 1-5 (V001), 116 – Primary Budget Tasks 6-11 (V001), 116 – Resource Management Course, 116 – FM Body of Knowledge - Basic, 116 – Chief Financial Officer Leadership Certificate, 122

Financial (FINANCE) Governance – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – Defense Financial Management Course, 81 – Defense Decision Support Course, 81 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Comptroller Contingency Familiarization Course - Basic, 100 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management and Comptroller Craftsman Course, 102 – Chief Financial Officer Leadership Certificate, 122

Program Control – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – EVM 201 - Intermediate Earned Value Management, 88 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – BCF 205 - Contractor Business Strategies, 89 – CLM 013 - Work-Breakdown Structure, 91

152

Course By Competency Index – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Business Case Analysis Course, 98 – Introduction to Decision Support, 119 – Comptroller Contingency Familiarization Course - Adv, 101 – Chief Financial Officer Leadership Certificate, 122

Cost Estimation – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – BCF 106 - Fundamentals of Cost Analysis, 78, 88 – BCF 107 - Applied Cost Analysis, 79 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 204 - Intermediate Cost Analysis, 80 – BCF 206 - Cost Risk Analysis, 81 – BCF 215 - Operating and Support Cost Analysis, 81 – CLB 030 - Data Collection and Sources, 83 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – CLB 023 - Software Cost Estimating, 84 – CLB 029 - Rates, 84 – CLM 017 - Risk Management, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 013 - Work-Breakdown Structure, 91 – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Business Case Analysis Course, 98 – Chief Financial Officer Leadership Certificate, 122

Financial Analysis – FIN 150 - Current Topics in Financial Management, 74 – QMT 290 - Integrated Cost Analysis, 75 – QMT 490 WKSP - Current Topics in Cost Estimating, 75 – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – BCF 106 - Fundamentals of Cost Analysis, 78, 84

– BCF 107 - Applied Cost Analysis, 79 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 204 - Intermediate Cost Analysis, 80 – BCF 206 - Cost Risk Analysis, 81 – BCF 215 - Operating and Support Cost Analysis, 81 – CLB 026 - Forecasting Techniques, 83 – CLB 030 - Data Collection and Sources, 83 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – CLB 023 - Software Cost Estimating, 84 – CLB 029 - Rates, 84 – EVM 201 - Intermediate Earned Value Management, 88 – BCF 205 - Contractor Business Strategies, 89 – CLM 017 - Risk Management, 90 – CLM 024 - Contracting Overview, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Concepts Course, 104 – Air Force Smart Operations for the 21st Century Awareness Training (v001), 119 – Financial Management Principles (Basic) - Decision Dynamics, 119 – Financial Management Principles (Basic) - Decision Making Model, 119 – Financial Management Principles (Basic) - Decision Support, 119 – Financial Management Principles (Basic) - Program Analysis, 119 – Financial Management Concepts Course (Intermediate) - Decision Support, 119 – Financial Management Concepts Course (Intermediate) - Descriptive Statistics, 119 – Financial Management Concepts Course (Intermediate) - Economic Analysis, 119 – Financial Management Concepts Course (Intermediate) - Trend Analysis, 119 – Introduction to Decision Support, 119 – Operational Decision Support, 119

153

– Chief Financial Officer Leadership Certificate, 122

Resource Advisor – Financial Management Body of Knowledge Basic, 121 – FM Body of Knowledge - Assessment, 121

Warfighting – Officer - Comptroller Contingency Familiarization Course, 121

DoD FM Competencies Commercial Pay Concepts, Policies, and Principles

Payroll Concepts, Policies, and Principles – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Craftsman Course, 104

Fundamentals & Operations of Mil/Civ Pay – Basic FM Officer Course, 96 – Comptroller Contingency Familiarization Course - Basic, 100 – Financial Management and Comptroller Apprentice Course, 101 – Additional Montgomery GI Bill, 107 – Air Force Timekeeper, 107 – Basic Allowance for Housing, 107 – Basic Allowance for Subsistence, 107 – Case Management System, 107 – Enlisted Initial Clothing Allowance, 108 – Extra Clothing Allowances, 108 – Family Separation Allowance, 108 – Military Leave Program CPC Processing, 109 – Military Pay Beginning of Day Processes, 109 – Military Pay End of Day, 109 – Military Pay Separation Debt-Total Amount Collected, 109 – Process Accrual Payment, 109 – Process Allotments, 109 – Process Cost of Living Allowance, 110 – Process Electronic Funds Transfer System Update, 110 – Process Incentive Pay, 110 – Process Military Permanent Change of Station-In-Action, 110 – Process Military Permanent Change of Station - Out Transaction, 110 – Process Overseas Housing Allowance Entitlement, 110 – Process PCS/Retirement/Separation Advances, 110 – Process State of Legal Residence, 111 – Process Military Thrift Savings Plan, 111 – Processing Automated Payments, 111 – Reserve Combat Zone Tax Exclusion, 111 – Reserve Establish Master Military Pay Account, 111 – Reserve Family Separation Allowance, 111

– Reserve Hardship Play, 111 – Reserve Hostile Fire/Imminent Danger Pay, 111 – Reserve Incentive Pay, 111 – Reserve Inactive Duty Training Payment, 111 – Reserve Long Tours Greater than 29 Days, 111 – Reserve Military Leave Program, 111 – Special Pay Transactions, 112 – US Savings Deposit Program, 112 – Voucher Balancing Program, 112

Accounting Analysis – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – CLM 024 Contracting Overview, 90 – CLM 013 Work-Breakdown Structure, 91 – Air Force Institute of Technology Cost Analysis Program, 96 – Support Agreement Course, 98 – Financial Management Staff Officer Course, 103 – Reimbursement Basic, 113

Accounting Concepts, Policies, and Principles – Air Force Institute of Technology Cost Analysis Program, 96 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101 – Financial Management and Comptroller Craftsman Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Body of Knowledge Basic, 121 – Financial Management Body of Knowledge Assessment, 121

Financial Reporting – Air Force Institute of Technology Cost Analysis Program, 96 – Basic FM Officer Course, 100 – Financial Management Staff Officer Course, 103 – Automated Funds Management (AFM) Ad-Hoc Reports Tool Web, 120 – Financial Management Body of Knowledge Basic, 121 – Financial Management Body of Knowledge Assessment, 121

Fundamentals and Operations of Accounting – Air Force Institute of Technology Cost Analysis Program, 96 – Comptroller Contingency Familiarization Course - Basic, 100 – Officer Comptroller Contingency Familiarization Course, 110, 121 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Principles Course, 104 – Financial Management Principles (Basic) - Base Variable File, 108 – Merged Accountability Funds Reporting, 108

154

Course By Competency Index – Fundamentals and Operations of Accounting, 111 – Preparatory Accounting, 111 – Primary Accounting Tasks 1-7, 111 – Primary Accounting Tasks 8-9, 111 – Audits Civilian Permanent Change of Station, 111 – Financial Management Body of Knowledge Basic, 116 – Financial Management Body of Knowledge Assessment, 104 – Certifying Officer and Accountable Official (CO/AO) Course, 117 – Financial Management Principles (Basic) - Internal Records, 117

Budget Concepts, Policies and Principles – FIN 150 - Current Topics in Financial Management, 74 – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 106 - Fundamentals of Cost Analysis, 78, 88 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – Defense Financial Management Course, 94 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Basic FM Officer Course, 100 – Reimbursement Basic, 113 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Concepts Course (Intermediate) - Propriety of Funding, 115 – White House, Congress, and the Budget, 127 – Capital Planning and Portfolio Management, 127 – Building an IT Business Case, 128 – Chief Financial Officer Leadership Certificate, 122

Fundamentals and Operations of Budget – Air Force Institute of Technology Cost Analysis Program, 96 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103

– Financial Management Principles Course, 104 – Officer Comptroller Contingency Familiarization Course, 112, 118 – Primary Accounting Tasks 1-7, 113 – Financial Management Principles (Basic) - Budget Process, 114 – Financial Management Concepts Course (Basic) - Funding Requirements, 114 – Financial Management Concepts Course (Basic) - Propriety of Funding, 114 – Financial Management Concepts Course (Basic) - Status of Funds, 114 – Financial Management Concepts Course (Basic) - Status of Funds Briefing, 114 – Financial Management Concepts Course (Intermediate) - Execution Plan, 115 – Financial Management Concepts Course (Intermediate) - Funding Requirements, 115 – Financial Management Concepts Course (Intermediate) - Managing Official Representation Funds (ORF), 115 – Financial Management Concepts Course (Intermediate) - Reimbursement Program, 115 – Primary Budget Tasks 1-5 (V001), 116 – Primary Budget Tasks 6-11 (V001), 116 – FM Body of Knowledge - Basic, 116 – Funds Certifying Officer Training Course (v011), 118

Budget Formulation, Justification, and Presentation – Defense Financial Management Course, 94 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Basic FM Officer Course, 100 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Concepts Course, 104 – New Start, 116 – FM Body of Knowledge Basic, 116 – White House, Congress, and the Budget, 127 – SPB - Strategic Performance and Budget Management, 132 – Chief Financial Officer Leadership Certificate, 122

Budget Execution – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 103 - Fundamentals of Business Financial Management, 78, 86

155

– BCF 205 - Contractor Business Strategies, 89 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – CLB 026 - Forecasting Techniques, 83 – CLM 024 - Contracting Overview, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 013 - Work-Breakdown Structure, 91 – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology, Cost Analysis Program, 96 – Support Agreement Course, 98 – Basic FM Officer Course, 100 – Comptroller Contingency Familiarization Course - Basic, 100 – Comptroller Contingency Familiarization Course - Adv, 101 – Comptroller Contingency Familiarization Course - Officer, 101, 112, 121 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management and Comptroller Craftsman Course, 102 – Reimbursement Basic, 113 – Financial Management Principles (Basic) - Fiscal Year End Closeout Procedures 114 – Financial Management Principles (Basic) - Funding Guidance, 114 – Financial Management Principles (Basic) - Funds Availability, 114 – Financial Management Principles (Basic) - Funds Control, 114 – Financial Management Principles (Basic) - Funds Distribution, 114 – Financial Management Principles (Basic) - Target Loads, 114 – Financial Management Concepts Course (Intermediate) - Distribution of Funds, 115 – Financial Management Concepts Course (Intermediate) - Funding Guidance, 115 – Financial Management Concepts Course (Intermediate) - Manage Year End Closeout, 115 – Financial Management Concepts Course (Intermediate) - Unfunded Requirements, 116 – Reprogramming, 116 – Financial Management Concepts Course (Intermediate) - Decision Dynamics, 117

– White House, Congress, and the Budget, 127 – SPB - Strategic Performance and Budget Management, 132

Advanced Financial Management – BCF 302 - Advanced Concepts in Cost Estimating, 83 – BCF 205 - Contractor Business Strategies, 89 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Applications, 82, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Chief Financial Officer Leadership Certificate, 122 – The Changing World of the CFO, 125 – The Future of Federal Financial Information Sharing, 126

Financial Concepts, Policies, and Principles – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Financial Management and Comptroller Craftsman Course, 102 – Certifying Officer and Accountable Official (CO/AO) Course, 117

Financial Management Analysis – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 103 - Fundamentals of Business Financial Management, 78, 88 – BCF 106 - Fundamentals of Cost Analysis, 78, 84 – BCF 107 - Applied Cost Analysis, 79 – ACQ 201A - Intermediate System Acquisition, Part A, 78, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87

156

Course By Competency Index – BCF 204 - Intermediate Cost Analysis, 80 – BCF 206 - Cost Risk Analysis, 81 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – BCF 215 - Operating and Support Cost Analysis, 81 – CLB 026 - Forecasting Techniques, 83 – CLB 030 - Data Collection and Sources, 83 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – CLB 023 - Software Cost Estimating, 84 – CLB 029 - Rates, 84 – EVM 201 - Intermediate Earned Value Management, 88 – BCF 205 - Contractor Business Strategies, 89 – CLM 017 - Risk Management, 90 – CLM 024 - Contracting Overview, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 013 - Work-Breakdown Structure, 91 – CLM 031 - Improved Statement of Work, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Air Force Institute of Technology Cost Analysis Program, 96 – Naval Post-Graduate School Master of Cost Estimating and Analysis, 97 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Principles Course, 104 – Financial Management Concepts Course, 104 – Financial Management Principles (Basic) - Program Analysis, 119 – Financial Management Concepts Course (Intermediate) - Budget Program Analysis, 114 – Financial Management Concepts Course (Intermediate) - Cost Estimates for Support Agreements, 115 – Financial Management Concepts Course (Intermediate) - Primary Budget Tasks 6-11 (V001), 116 – Financial Management Concepts Course (Intermediate) - Descriptive Statistics, 119 – Financial Management Concepts Course (Intermediate) - Trend Analysis, 119 – Automated Funds Management (AFM) Ad-Hoc Reports Tool Web, 120 – Financial Management Body of Knowledge Basic, 121 – Financial Management Body of Knowledge Basic - Assessment, 121 – The Changing World of the CFO, 125 – The Future of Federal Financial Information Sharing, 126

Financial Management and Reporting Analysis – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – CLB 026 - Forecasting Techniques, 83 – CLM 017 - Risk Management, 90 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – CLM 013 - Work-Breakdown Structure, 91 – CLM 031 - Improved Statement of Work, 91 – Basic FM Officer Course, 100 – Financial Management Staff Officer Course, 103 – Officer Comptroller Contingency Familiarization Course, 112, 121 – Primary Budget Tasks 6-11 (V001), 116 – Strategies for Process Improvement, 133 – Web-enabled Government, 134

Decision Support – QMT 290 Integrated Cost Analysis, 75 – QMT 490 Current Topics in Cost Estimating, 75 – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 103 - Fundamentals of Business Financial Management, 78 – BCF 106 - Fundamentals of Cost Analysis, 78, 88 – BCF 107 - Applied Cost Analysis, 79 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 204 - Intermediate Cost Analysis, 80 – BCF 206 - Cost Risk Analysis, 81 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – BCF 215 - Operating and Support Cost Analysis, 81 – CLB 026 - Forecasting Techniques, 83 – CLB 030 - Data Collection and Sources, 83 – BCF 302 - Advanced Concepts in Cost Estimating, 83 – CLB 023 - Software Cost Estimating, 84 – CLB 029 - Rates, 84 – EVM 201 - Intermediate Earned Value Management, 88 – BCF 205 - Contractor Business Strategies, 89 – BCF 211 - Acquisition Business Management, 78 – CLM 017 - Risk Management, 90 – BCF 301 - Business, Cost Estimating, and Financial Management Workshop, 91 – Defense Financial Management Course, 94 – Defense Decision Support Course, 95 – Business Case Analysis Course, 98

157

– Support Agreement Course, 98 – Operational Decision Support, 99, 119 – Introduction to Decision Support, 119 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103 – Financial Management Superintendent Course, 103 – Financial Management Concepts Course, 104 – Financial Management Principles Course, 104 – Financial Management Principles (Basic) - Communication Skills, 117 – Financial Management Principles (Basic) - Organization Functions and Responsibilities, 117 – Financial Management Principles (Basic) - Thinking Skills, 117 – Financial Management Concepts Course (Intermediate) - Communications, 117 – Financial Management Concepts Course (Intermediate) - Thinking Skills, 117 – Commander Support, 118 – Air Force Smart Operations for the 21st Century (AFSO21) Awareness Training (V001), 119 – Financial Management Principles (Basic) - Decision Dynamics, 119 – Financial Management Principles (Basic) - Decision Making Model, 119 – Financial Management Principles (Basic) - Decision Support, 119 – Financial Management Concepts Course (Intermediate) - Decision Support, 119 – Financial Management Concepts Course (Intermediate) - Economic Analysis, 119 – Financial Management Body of Knowledge Basic, 121 – Financial Management Body of Knowledge Assessment, 121 – Officer Comptroller Contingency Familiarization Course, 121 – Risk Management, Internal Controls, and Auditing for Leaders (RIA), 126 – Capital Planning and Portfolio Management, 127 – Decision Making for Government Leaders, 129 – Enterprise Strategic Planning, 130 – Leadership for the Information Age, 131 – Multi-Agency Information-Enabled Collaboration, 132 – SPB - Strategic Performance and Budget Management, 132 – Organizational Culture for Strategic Leaders, 133 – Strategies for Process Improvement, 133

Financial Stewardship – CLM 024 - Contracting Overview, 90 – Defense Financial Management Course, 94 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Financial Management Staff Officer Course, 103 – Order Upload File, 109 – Pay Record Accessibility Program, 109 – Primary Accounting Tasks 17, 113 – New Start, 116 – Financial Management Body of Knowledge Basic, 116, 121 – FM Body of Knowledge - Assessment, 121 – Certifying Officer and Accountable Official (CO/AO) Course, 117 – Information Assurance and Critical Infrastructure Protection, 128 – Enterprise Architectures for Leaders, 128 – Building an IT Business Case, 128 – Continuity of Operations, 129 – Decision Making for Government Leaders, 129 – Data Management Strategies and Technologies, 129 – Enterprise Strategic Planning, 130 – Information Technology Program Leadership, 130 – Information Technology Project Management, 130 – Leading the Cyber Workforce (LCW), 131 – Leadership for the Information Age, 131 – Multi-Agency Information-Enabled Collaboration, 132 – Organizational Culture for Strategic Leaders, 133 – Strategies for Process Improvement, 133 – Web-enabled Government, 134

Financial Management Systems – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 103 - Fundamentals of Business Financial Management, 78, 86 – BCF 220 - Acquisition Business Management Concepts, 82, 89 – BCF 225 - Acquisition Business Management Application, 82, 90 – CLB 030 - Data Collection and Sources, 83 – BCF 301 - Business, Cost Estimating and Financial Management Workshop, 91 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Disbursing and RTS End of Day, 107 – Electronic Funds Transfer Account Interface, 108

158

Course By Competency Index – Electronic Funds Transfer Reject Control, 108 – Merged Accountability Funds Reporting, 108 – Military Leave Program CPC Processing, 109 – Military Pay Beginning of Day Processes, 109 – Officer Uniform and Equipment Allowance, 109 – Automated Business Service System, 120 – Automated Business Service System Administrator (Webinar), 120 – Automated Business Service System Module Manager (Webinar), 120 – Automated Business Service System User and Resource Advisor (Webinar), 120 – Automated Funds Management Ad-Hoc Reports Tool Web, 120 – Automated Funds Management MAJCOM New User, 120 – Commander’s Resource Integration System, 120 – Job Order Coast Accounting System (JOCAS) II - Advanced Core Training, 120 – Job Order Coast Accounting System (JOCAS) II - Core Training, 120 – Job Order Coast Accounting System (JOCAS) II - Journal Voucher/SF 1080 Billing, 120 – Wide Area Workflow, 120 – Wide Area Workflow - Acceptor Roles and Responsibilities Webinar, 121 – The Changing World of the CFO, 125 – The Future of Federal Financial Information Sharing, 126 – Information Assurance and Critical Infrastructure Protection, 128 – Enterprise Architectures for Leaders, 128 – Building an IT Business Case, 128 – Continuity of Operations, 129 – Data Management Strategies and Technologies, 129 – Information Technology Program Leadership, 130 – Web-enabled Government, 134

Fundamentals and Operations of Finance – ACQ 101 - Fundamentals of Systems Acquisition Management, 77, 85 – BCF 102 - Fundamentals of Earned Value Management, 77, 86 – BCF 106 - Fundamentals of Cost Analysis, 78, 88 – BCF 107 - Applied Cost Analysis, 79 – ACQ 201A - Intermediate System Acquisition, Part A, 79, 87 – ACQ 201B - Intermediate System Acquisition, Part B, 80, 87 – BCF 204 - Intermediate Cost Analysis, 80 – BCF 215 - Operating and Support Cost Analysis, 81 – BCF 205 - Contractor Business Strategies, 89 – CLM 013 - Work-Breakdown Structure, 91

– CLM 031 - Improved Statement of Work, 91 – Basic FM Officer Course, 100 – Financial Management and Comptroller Apprentice Course, 102 – Actual Expense, 107 – AF Reserve Center Inactive Duty Training, 107 – AF Reserve Command Tour, 107 – Annual Tour Temporary Duty Settlement, 107 – Classified Location TDY, 107 – Contingency TDY, 107 – Debt Management Program, 107 – Demobilization, 107 – Disbursing and RTS End of Day, 107 – Evacuation TDY Settlement, 108 – Foreign Military Sales Temporary Duty Settlement, 108 – Formal Training TDY Settlement, 108 – Group Travel Temporary Duty Settlement, 108 – Household Goods Storage, 108 – Indeterminate TDY, 108 – Local Travel, 108 – Military Permanent Change of Station Voucher Audit, 109 – Multiple Locations TDY Settlement, 109 – NATO Travel, 109 – Order Upload File, 109 – Pay Record Accessibility Program, 109 – Personally Procured Move, 109 – Process Civilian Permanent Change of Station, 110 – Process House Hunting Voucher, 110 – Process Military Permanent Change of Station - In Action, 110 – Process Military Permanent Change of Station Vouchers, 110 – Process Miscellaneous Expense Voucher, 110 – Process Real Estate Voucher, 110 – Process Relocation Income Tax Allowance, 110 – Process Retirement and Separation Settlements, 110 – Process Temporary Duty Advances, 111 – Process Temporary Quarters Subsistence Expense Voucher, 111 – Reserve TDY 12-24 Hours, 111 – TDY Less Than 12 Hours, 112 – Temporary Duty Accruals, 112 – Temporary Lodging Allowances, 112 – Temporary Lodging Expense, 112 – Officer Comptroller Contingency Familiarization Course, 112, 121

159

AbbreviationsABSS – Automated Business Service SystemACSC – Air Command and Staff CollegeAFDD – Air Force Doctrine Document AFCAA – Air Force Cost Analysis AgencyAFIT – Air Force Institute of TechnologyAFPC – Air Force Personnel Center ALS – Airman Leadership SchoolAPDP – Acquisition Professional Development ProgramASBC – Air and Space Basic CourseASMC – American Society of Military ComptrollersAU – Air UniversityAWC – Air War CollegeBDE – Basic Developmental EducationBFMOC – Basic Financial Management Officers CourseBMTS – Basic Military Training SchoolCAG – Commander’s Action GroupCCAF – Community College of the Air ForceCCE/A – Certified Cost Estimator/AnalystCCFC – Comptroller Contingency Familiarization CourseCDC – Career Developmental CourseCDE – Civilian Developmental EducationCDP – Civilian Development PlanCDFM – Certified Defense Financial ManagerCEM – Chief Enlisted ManagerCFC – Combined Federal CampaignCFETP – Career Field Education and Training PlanCGFM – Certified Government Financial ManagerCGO – Company Grade OfficerCGOC – Company Grade Officers CouncilCIA – Certified Internal AuditorCOCOM – Combatant CommandCOE – Center of ExpertiseCOLT – Comptroller Operational Logistics TourCONOPS – Concept of Operations CoP – Community of Practice CPA – Certified Public AccountantCPE – Continuing Professional EducationCPTS – Comptroller Squadron CRIS – Commanders’ Resource Integration SystemCSAF – Chief of Staff, U.S. Air ForceDCO – Defense Connect OnlineDEAMS – Defense Enterprise Accounting and Management System DEDB – Developmental Education Designation BoardDFM&CS – Defense Financial Management and Comptroller SchoolDIMHRS – Defense Integrated Military Human Resources SystemDMO – Defense MilPay OfficeDRU – Direct Reporting UnitDTS – Defense Travel System EPR – Enlisted Performance ReportERB – Executive Resources BoardEWI – Education With Industry

FGO – Field Grade Officer FIRST – Financial Information Resources System FMKM – Financial Management Knowledge ManagementFMA – Financial Analysis OfficeFMF – Financial Services OfficeFMSOC – Financial Management Staff Officer CourseFOA – Field Operating AgencyFSO – Financial Services OfficerGS – General ScheduleIAS – International Affairs OfficerIDE – Intermediate Developmental Education JOCAS – Job Order Cost Accounting SystemLCBP – Logistics Career Broadening ProgramMAJCOM – Major Command MyCDP – My Civilian Development PlanMyEDP – My Enlisted Development PlanMyODP – My Officer Development PlanNAFFA – Non-Appropriated Funds Financial AnalystNCOA – Non-Commissioned Officer AcademyNCOIC – Non-Commissioned Officer In ChargeOJT – On-Job-TrainingO&M – Operations and MaintenanceOPM – Office of Personnel ManagementOPR – Officer Performance ReportOSD – Office of the Secretary of DefenseOTS – Officer Training SchoolPAQ – Palace AcquirePB – President’s BudgetPFE – Promotion Fitness ExaminationPME – Professional Military EducationROTC – Reserve Officer Training CorpsSAF – Secretariat of the Air ForceSCEA – Society of Cost Estimating and AnalysisSDE – Senior Developmental EducationSES – Senior Executive ServiceSKT – Specialty Knowledge TestSNCOA – Senior Non-Commissioned Officer AcademySOS – Squadron Officer SchoolSPO – System Program OfficeSTS – Specialty Training StandardT-CDP – Transition-Civilian Development PlanTAFCS – Total Active Federal Commissioned ServiceTCN – Third Country NationalTIG – Time-In-GradeTIS – Time-In-ServiceTOS – Time-On-StationUGT – Upgrade TrainingWAWF – Wide Area WorkflowWCF – Working Capital FundsWFHQ – Warfighting Headquarters

160

Notes

A product of SAF/FMEW