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Department of the

NAVY

Research, Development & Acquisition

Business – Financial Management (BUS-FM)

Budget/Program Analyst Career Development Resource Guide &

Competency Model

November 2017

Background

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The Business-Financial Management (BUS-FM) Competency includes Budget/Program Analysts and Earned Value Analysts. The Budget/Program Analyst community provides business and financial management expertise, experience and knowledge to support program missions and fulfill stakeholder requirements.

The Budget/Program Analyst Competency Development Model (CDM) provides a roadmap and standard BUS-FM Acquisition competencies inclusive of associated trainings, certifications, education and leadership competencies to support employee career growth.

Competency Framework Benefits

SYSCOM/Organization • Can be utilized to assist with strategic and workforce planning efforts and understand future

capability gaps that may impact mission performance. • Provides a comprehensive understanding of the breadth of capability of the organization’s

workforce

Supervisor • Provides a structure to facilitate annual discussions on creating an Individual Development

Plan (IDP) and a simplified determination of annual training requirements. • Offers the ability to articulate team staffing needs and the ability to identify any gaps between

the available team skill sets and customer requirements

Employee • Provides a framework and attributes to consider when developing career goals and aspirations • Provides guidance on the types of knowledge, skills, and experiences required for an individual

to mature their technical capabilities • Ability to create a focused IDP tailored to help close developmental gaps between the

expectations of the organization and the capabilities of the individual • Will have more opportunity and ease for career mobility between programs or SYSCOMS

because of standard competencies and experiences across Budget/Program Analyst community

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Technical Training

– Command Specific

– FMS training

– DAU WCF training

– DAU Lunch and Learn Series

Mentoring

– iMentor

– Speed Mentoring

– Group Mentoring

– Mentoring Connections

Leadership Development

– DoD and DoN-wide programs

– DoN Command programs

– OPM Webinar Series

Other

– Job Rotations

– Competency Assessment & IDPs

– Position Descriptions

The Budget/Program Analyst Career Roadmap is a valuable workforce development resource

This guide provides examples of various workforce development activities that leveraged the Budget/Program Analyst Competencies and Career Roadmap. These activities can assist SYSCOMs with promoting CDM utilization while also developing and advancing the workforce.

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Training is most common career development activity utilizing the CDM. CDM technical core competencies are mapped to training courses to assist employees in closing the competency gap and improving their knowledge on those specific technical competencies.

Technical Training

Technical Training examples

include:

– Command Specific

– FMS training

– DAU WCF training

– DAU Lunch and Learn Series

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Course: Research Tools – Financial Management

Description: This regularly scheduled drop-in class is for students who need to understand the tools available to research or locate Comptroller General Office (GAO) decisions; comptroller audit findings; generally accepted accounting principles (GAAPs); the Financial Accounting and standards Board (FASB), and other financial management tools related to financial management rules and regulations

Type: Instructor-Led Training Length: 1 hour Technical Core Competency: Accounting Principle

Course: Advanced Financial Management

Description: This interactive course that provides students with hands-on experience that reinforces the connection of data elements from the array of Planning, Programming, Budgeting & Execution (PPBE) systems and tools

Type: Instructor-Led Training Length: 8 hours Technical Core Competency: Acquisition Planning

Course: NAVSEA Audit Readiness Description: Overview of What is a financial audit and what is its purpose? What does it mean to be "audit ready”? Why must the DON be audit ready? Why is financial audit readiness important to the DON? When must the DON be prepared for a financial audit? How can YOU support audit readiness in your day-to-day actions? Who is responsible for ensuring the DON is audit ready? Type: Computer-Based Training Length: 1 hour Technical Core Competency: Audit Readiness

Command Training Examples

Sources: NAVAIR, SPAWAR, NAVSEA 6

FMS Training Examples

Course: Foreign Military Sales (FMS) Rates Description: In this course, students learn what constitutes an FMS agreement, how the FMS process works, how to budget for FMS workload, and how FMS rates are developed. This end-to-end overview provides students with an understanding of how the NAVAIR Comptroller and FMS analysts work together to establish FMS rates. Students will learn how the comptroller department provides the rules, regulations, policy of FMS, and how it is managed at the NAVAIR level. A subject matter expert from Comptroller FMS will explain how FMS rates are calculated and derived, and a AIR-7.8 senior analyst will explain how FMS packages are reviewed and administered within a working FMS environment.

Type: Instructor-Led Training Length: 4 hours

Course: The Programs, Processes and People - SMC-251(Security Cooperation Financial Management Course)

Description: This course is targeted for financial managers and other Security Cooperation professionals responsible for overseeing and administering various security assistance and security cooperation funding programs. Subject matter experts from the Defense Security Cooperation Agency headquarters and various relevant agencies present the majority of the course content presented in a relaxed, semi-informal, discussion-based setting.

Type: Instructor-Led Training Length: 28 hours

Sources: NAVAIR, Navy-IPO 7

DAU WCF Training Examples

Course: Introduction to the Defense Working Capital Fund (DWCF) (In Development)

Description: Students will identify the history, regulations and policies that govern the use of Defense Working Capital Funds, including: Cite key events leading to the Revolving Funds & Working Capital Funds creation, defining Revolving Funds & Working Capital Funds, and explain DWCF governance.

Type: TBD Length: TBD

Course: DWCF Budgeting Principles (In Development)

Description: Students will be able to explain DWCF budgeting and analysis principles, including: discuss DWCF pricing business rules, describe DWCF rate development activities, describe the impact of Net Operating Results/Accumulated Operating Results to rate development.

Type: TBD Length: TBD

Source: DAU 8

DAU Lunch n Learns

Source: DAU https://www.dau.mil/p/lunch-learn 9

The Lunch n Learn program consists of weekly live webcasts on customer-recommended, acquisition topics sponsored, organized and hosted by DAU. The sessions are offered live through Defense Collaboration Service and are regularly offered on Wednesdays from 11:30 a.m. – 1:00 p.m. (Central). DAU Lunch n Learn examples include:

• Program Objectives Memorandum Development

• Manufacturing Readiness Assessments

• Framing Assumptions

• Reliability and Maintainability

https://www.dau.mil/p/lunch-learn



Mentoring programs can focus discussions on career development where the CDM is used as the model for this discussion. In addition to the technical skills necessary for the BUS-FM career field, leadership competencies are also discussed in the program.

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Mentoring

Mentoring Program examples

include:

– iMentor

– Mentoring

– Group Mentoring

– Mentoring Connection

Source: NAVAIR https://mentoring.navair.navy.mil/index.aspx

iMentor

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https://mentoring.navair.navy.mil/index.aspx



Speed Mentoring is designed to connect mentors and mentees in a fast-paced setting to ask and answer questions, share professional backgrounds, clarify career goals, establish networks, and make a longer-term connection.

Benefits

• Offers exposure to a diverse set of senior leaders for staff to find a mentor

• Provides a mechanism for mentees to access advice from multiple mentors in a condensed period of time.

• Condensed interaction would allow senior staff with limited time to participate in mentoring and connect with staff

Event Format

• Time: 1.0-1.5 hours

• Proposed frequency: Once a quarter

• Average employee participation: 24

Source: NAVFAC

Speed Mentoring

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FORMAT

Group Mentoring Sessions

• Groups are comprised of 3 mentors and 6 mentees

• Mentors and mentees meet bi-weekly for 1.5 hours over 4 mos. to discuss a variety of topic areas

• Topics target organizational knowledge and “soft” skills development for Developmental through Mid-Sr. Level Staff

• Guest speakers are invited at mentors’ request

On-going Program Support

• Program support is available to mentors throughout the mentoring experience; providing guidance, resources and advice

Group Mentoring leverages the collective knowledge, diverse viewpoints, and experiences of all mentors and mentees to provide robust learning opportunities

MENTORING SESSION TOPICS

Source: SPAWAR

Group Mentoring Overview

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Mentoring Connection is a web-enabled system designed to establish and maintain mentoring partnerships through the following components:

Mentoring Agreement

• The Mentoring Agreement gives partners the opportunity to outline their "agreement" for working together. The mentees are responsible for working wit their mentors to clarify goals for learning, build structures for meetings, and establish relationship norms.

Mentoring Action Plan

• The Mentoring Action Plan (MAP) will allow partners to prioritize and plan a variety of developmental experiences beneficial for the mentees. This is a ten-month commitment/two hours per month.

Evaluations

• Participants have multiple opportunities throughout the program to complete confidential, online evaluations.

Journal

• The interactive Journal feature allows participants to jot down any notes or questions they may want to revisit in the future.

Training

• Any upcoming training events will be available for participant registration on the Training page.

Virtual Speed Mentoring

• If the program offers a Virtual Speed Mentoring Event, participants will have the chance to network with other participants through a timed and chat-based conversation .

Source: MARCOR

Mentoring Connection

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Various government and DoD agencies provide leadership development programs and trainings to help leaders at all levels in their career. Provided are a collection of available programs available to BUS-FM community. It is not an inclusive list of other Command specific or commercial leadership programs.


Source: NAVFAC


program examples include:

– DoD and DoN-wide programs

– DoN Command programs

– OPM Webinar Series

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Source: DoN Civilian Workforce Development Framework https://portal.secnav.navy.mil/orgs/MRA/DONHR/CivilianWorkforceDevelopment/Pages/default.aspx

Leadership Development Training

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https://portal.secnav.navy.mil/orgs/MRA/DONHR/CivilianWorkforceDevelopment/Pages/default.aspx



• The LDP training session will offer participants an overview of the LDP program, identify challenges currently facing NAVFAC leadership, and help cadre members focus on potential future leadership opportunities.

• Cadre members will hear from Executive Leadership, and receive Mentoring on the Spot training.

• The program will also offer opportunities to interface with senior leadership, and provide network opportunities.

Leadership Development Program (LDP) Training Session

Source: NAVFAC 17

• The Leadership at all Levels program is a Command-wide leadership development program intended to cultivate high-performing leaders who can manage change, improve performance and moral, and develop highly effective people and teams.

• The program supports the DoD and OPM mandates for civilian leadership training, and is tailored to the unique aspects of Marine Corps Systems Command.

• The Leadership at all Levels program benefits workforce members by providing dynamic and relevant instruction to improve individual leadership competency directly improves command performance, climate, and culture.

Leadership at all Levels

Source: MARCOR 18

Leadership Development Program (LDP) Training Session

Source: NAVAIR 19

ELIGIBILITY CRITERIA LEADERSHIP DEVELOPMENT COURSES

• Leadership Orientation and Foundational Training (LOFT) • Washington Arena Seminar (WAS) • Navy Capitol Hill Workshop (NCHW) • Global Perspectives Seminar (GPS) • NAVAIR Leadership Capstone Seminar (CAPS)

CONTINUOUS PROCESS IMPROVEMENT (CPI) TRAINING

• Champion or Green Belt Training

INITIATIVE-BASED DEVELOPMENTAL ACTIVITIES

• Complete a Developmental Assignment (minimum 6 months) Not required for Military Participants

• Identify a formal mentor (minimum of 1) • Develop an Individual Development Plan • Attend annual leadership and/or diversity seminars • Conduct annual Senior Leader shadowing activities • Submit annual progress reviews • Focus on Executive Core Qualifications (ECQs)

• Supervisory civilians GS-12 (GS-12 step 4 equivalent for other pay bands i.e., STRL/FWS) who have graduated from JLDP

• Civilians GS-13 to GS-15 (GS-13 step 4 equivalent for other pay bands i.e., STRL/FWS)

• Military E-7 - E-9, CWO2 - CWO5, and O-4 and above 3-5 year part-time commitment

PURPOSE/OBJECTIVE

BENEFITS

• Support the NAVAIR mission • Develop high potential employees • Broaden horizontal linkages across organization and

service boundaries • Strengthen the NAVAIR workforce

• Gain leadership & productivity skills • Develop & enhance personal network • Increase professional visibility • Enhance developmental & educational opportunities

ELIGIBILITY CRITERIA PROGRAM REQUIREMENTS

Attend JLDP Core Leadership Courses: • Introduction to Mentoring (1/2 day) • Emotional Intelligence (1 day) • Adaptive/Influential Leader (1 day) • Driving Change (1 day) • Mastering Interaction Skills (1 day)

Additional Requirements: • Complete Command Training Agreement within 30

days of Orientation • Create an Individual Development Plan within 90 days of

Orientation • Identify a formal mentor within 90 days of Orientation/

register in iMentor tool • Complete two-day Wellness Seminar or 16 hours of

Wellness-related activities • Complete three shadowing assignments • Interview one senior leader • Attend at least one leadership or diversity seminar per

each year • Professional Reading • Complete three Leadership online courses as directed • White or Yellow Belt training

Journey Leadership Development Program (JLDP)

Source: NAVAIR https://myteam.navair.navy.mil/KM/73/jldp 20

ELIGIBILITY CRITERIA • Based upon current full-time civilian or military status • NAVAIR-wide civilian employees: GS 9-13; WG 9-13 or

equivalent pay bands; salary equivalent GS-09/4 to GS-14/4 for all others

• If unsure, the DPT will indicate your eligibility status • Military: E-4 to E-6; O-1 to O-3

PURPOSE/OBJECTIVE

BENEFITS

Supports the NAVAIR mission to • Professionally enhance the workforce leadership, managerial

talent, and productivity skills • Develop leaders at all levels • Invest in our people • Develops high potential employees • Broadens horizontal linkages across organization and service

boundaries • Strengthens the NAVAIR workforce

• Gain both leadership and productivity skills • Develop and enhance a personal network • Increase visibility and career opportunities • Enhance developmental/educational opportunities

ELIGIBILITY CRITERIA PROGRAM REQUIREMENTS

https://myteam.navair.navy.mil/KM/73/jldp

https://myteam.navair.navy.mil/KM/73/jldp

Engaging the Federal Workforce What is Employee Engagement? "The employee's sense of purpose that is evident in their display of dedication, persistence, and effort in their work or overall attachment to their organization and its mission." Participants will come away with: • A framework of Employee Engagement that can be modeled across agencies • Resources for 'how to' information and support in developing programs • Renewed excitement about the impact Employee Engagement can have • Understanding about how YOU can make a difference in increasing employee engagement for your

organization

Source: OPM https://cldcentral.usalearning.net/mod/page/view.php?id=14764

Center for Leadership Development: OPM Webinar Series

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https://cldcentral.usalearning.net/mod/page/view.php?id=14764



The CDM can also be used for a variety of other employee development and supervisory purposes.

Other Workforce Development Activities

Other activities include:

– Job Rotations

– Competency Assessment & IDPs

– Position Descriptions

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The CDM is used in our Financial Management (FM) Rotation program where Knowledge, Skills, and Abilities (KSAs) from the CDM are used to define the learning objectives for each rotation.

Job Rotations

Source: SPAWAR 23

Developmental Assignment Registry

Source: NAVAIR 24

ELIGIBILITY CRITERIA

The NAVAIR Developmental Assignment Registry (DAR) is a national registry of NAVAIR and other Department of the Navy developmental assignments. The DAR is available to all NAVAIR civil service employees. Supervisors add developmental assignments and employees can browse, search for, and apply to assignments within the DAR. Competency and Site Points of Contact (POC) are available to assist staff when adding or applying for an assignment. https://myteam.navair.navy.mil/corapps/dar/default.aspx

PROGRAM GOALS Developmental assignments provide participants with an opportunity to: • Develop stronger relationships across Competencies • Cultivate diverse talent and expanded skills • Develop future leadership with multi-Competency

experience and perspective • Focus on experience building

ASSIGNMENT TYPES

FUNDING

Opportunities may include: • Full-time assignments • Short-term and part-time assignments • Virtual assignments • Special projects

Traditionally funded by the home Competency for NLDP rotations. Other developmental rotations, funding is negotiated between home and host activity and endorsed by the supervisor of record.

DEVELOPMENTAL ASSIGNMENT

REGISTRY (DAR)

https://myteam.navair.navy.mil/corapps/dar/default.aspx



Conducting employee self-assessments against the CDM and proficiency levels can help showcase employee's strengths and identify employee's competency gaps which can help employees populate their Individual Development Plans (IDPs).

Competency Assessment & IDPs

Source: NAVAIR 25

CDM is used to assist in writing position descriptions, including specific KSAs, and in the hiring process to identify the most qualified candidates.

Position Descriptions

Source: SPAWAR 26

Budget/Program Analyst Community

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DON Budget/Program Analyst Competency Model 1. Technical Core Competencies Technical Core Budget/Program Analyst Competencies outlines the types of functional knowledge, skills, and abilities that an individual should exhibit for his or her job. It also captures the experiences, tasks and responsibilities that an employee should perform as he or she increases capability within a competency.

Entry Level Journey Level Advanced Level Expert Level

Proficiency Descriptions

The Entry stage applies to BUS-FMs who are beginning their professional career with typically less than two years of work experience or are new to their organization. Expected knowledge includes basic understanding of Financial Management (FM) principles such as financial management terms, processes, and techniques. Also required are understanding and importance of FM policies, regulations and organizational strategic goals. Personnel are junior members of a larger team, assists in performing analysis and require direct supervision.

The Journey stage applies to BUS-FMs who typically have two years minimum experience, in DoN and/or DoD FM. Expected knowledge includes application of FM processes and techniques. Also required is the demonstrated ability to use of FM policies, regulations and meeting personal objectives that support organizational strategic goals. Personnel generally work independently, performing analysis and providing recommendation with limited direct supervision.

The Advanced stage applies to BUS-FMs who typically have five years minimum long term experience, in DoN and/or DoD FM. Expected knowledge includes advanced understanding and fluent application of BUS-BFM processes and techniques, as well as the ability to assist and lead others in the field. Demonstrates leadership skills in interpreting FM policies and regulations and application of organizational strategic goals. Personnel work independently, perform independent analysis and problem solving, with minimal supervision and are often leaders or senior members of teams.

The Expert stage applies to BUS-FMs who typically have eight years minimum extensive experience, in DoN and/or DoD FM. Expected knowledge includes advanced synthesis and application of complex FM concepts and techniques, as well as strategic knowledge and influence of financial processes. Demonstrates leadership skills in interpreting FM policies and regulations to influence outcomes and defines organizational strategic goals. Personnel are leaders of teams, interpret analysis in final decision making, and are expert knowledge resources in their field.


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1.1 Audit Readiness

Develops understanding of different program/project EVM environments,implementation options and approach. Builds stakeholder and organizational relationships. Understands and applies comprehensive viewpoints and tailored EVM approaches; collaborates with stakeholders on programs/projects with occasional help from Expert level staff. Demonstrates expert knowledge of and consistent excellence in applying comprehensive viewpoints and tailored EVM approaches; collaborates with stakeholders on projects across multiple programs and/or enterprise organizations. Appraises expert knowledge of and consistent excellence in applying comprehensive viewpoints and tailored EVM approaches; sponsors collaborations on projects across multiple programs and/or enterprise organizations. • Basic knowledge of DoD audit initiatives such as Managers' Internal Control Program (MICP) and the Financial Improvement and Audit Readiness (FIAR) Programs to include a basic understanding of internal controls, FIAR priorities and strategies, and where to find related, authoritative documentation • Basic understanding of basic Navy's Audit Organization to include roles and responsibilities of the Office of Financial Operations (FMO) and Office of Financial Policy and Systems (FMP) as well as your Command's Audit Organization • Familiarity with OMB Circular A-123 Appendix A, Government Auditing Standards (yellow book), the CFO Act of 1990, the Government Management and Reform Act of 1994, Federal Manager Financial Integrity Act of 1982 (FMFIA), the Federal Financial Management Improvement Act (FFMIA) the National Defense Authorization Act (NDAA) of 2010, and the National Defense Authorization Act (NDAA) of 2012

• Knowledge of audit ready initiatives and ability to apply concepts to everyday activities • Ability to support MICP and FIAR tasks of gathering sample documentation • Ability to support internal control and substantive control testing with aid of auditing personnel • Ability to implement management internal controls to ensure audit compliance • Ability to coordinate and work with your organizations FIAR team on various audit efforts • Knowledge of auditable financial processes

• Working knowledge of internal control and audit readiness requirements • Ability to provides strategic input into the development of auditable financial processes, which include key internal controls identified by FMO • Ability to direct internal actions associated with substantive control testing • Ability to implement management internal controls to ensure audit compliance and analysis ineffective controls • Ability to participate in the implementation of corrective actions and participate in the implementation of auditable business processes • Ability to coordinate with FIAR teams from other DOD organizations and Navy Commands

• Expert knowledge of internal control and audit readiness requirements • Ability to coordinate with senior leadership and stakeholders to address complex audit requests affecting the Acquisition programs • Serves as the lead for implementation of corrective actions and ability to lead the organization through implementation of auditable business processes • Liaises with organizations performing an audit and directs internal actions associated with substantive control testing


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1.2 Financial Reporting

The understanding and support of Acquisition Reporting, Financial Statements, Audit Readiness reporting, Execution Status, and Reports extracted from FM systems. • Basic knowledge of execution status reporting and explanation requirements for variances • Basic knowledge of execution status reporting and explanation requirements to meet customer and program requirements such as the importance of status of funds information and benchmarks • Basic knowledge of accounting/financial transactional data and report formats to identify fund flow and utilization issues • Ability to provide basic information regarding status of funds report to internal and external customers with explanations of commitments, obligations, accruals, and expenditures • Ability to comprehend basic financial data report information accurately as identified in financial management systems with guidance and provide timely financial reporting For Foreign Military Sales (FMS): In addition to items above, the following item is required: • Ability to reconcile commitments, obligations and expenditures for FMS Cases between the official accounting system (i.e., ERP) and the Management Information System for International Logistics (MISIL)

• Knowledge of execution status reporting and explanation requirements for variances • Knowledge of Command Assessments, Managers' Internal Control Program (MICP) and Financial Improvement and Audit Readiness (FIAR) Programs • Ability to assist in reviewing and editing financial reports leading to certified and auditable financial statements, and to recommend corrective actions • Ability to use reporting metrics to make better execution management decisions and mitigate risk to program funds in the year of execution • Ability to clearly articulate the status of funds to various levels within the command which includes subordinates, peers, and leadership • Ability to identify minor system problems • Demonstrate ability to apply FM/Acquisition knowledge and process experience, applying critical thinking skills to analyze and report project execution data from Echelon 3 to Echelon 2 Sponsor (triannual review). Provide analysis on variances between plan and actuals For FMS: In addition to items above, the following item is required: • Ability to develop required reports to support FMS Financial Management Reviews (FMRs) with foreign partner(s)

• Advanced knowledge of various financial reports and ability to provide analysis on data reported • Advanced knowledge of acquisition reporting requirements and ability to provide analysis of data • Ability to efficiently generate both routine and non-routine reports, charts, and graphs • Ability to navigate within financial systems to obtain financial information that crosses numerous FM disciplines • Ability to utilize disparate information within and across financial management systems • Ability to comprehend business and financial data collection techniques • Advanced knowledge of Command Assessments, MICP and FIAR Program

• Expert knowledge of various different financial reports and able to provide expert analysis on data reported • Expert knowledge of acquisition reporting requirements and able to provide expert analysis of data • Ability to lead and mentor others to generates both routine and non-routine reports, charts, and graphs • Expert ability to navigate within financial systems to obtain financial information that crosses numerous FM disciplines • Expert ability to comprehend business and financial data collection techniques • Expert knowledge of Command Assessments, MICP and FIAR Program • Ability to influence people and processes to achieve better reporting • Ability to communicate appropriate and correct financial data when the current financial system incurs anomalies to high levels in the command and outside


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1.3 Accounting Principles and Policies

The knowledge and understanding of both budgetary and proprietary Financial Accounting principles and polices associated with DoN funding appropriations. The ability to apply sound DoD accounting practices using the most current accepted principles and policies established. Ensure the requisite competencies are acquired to enable proper usage of accepted accounting principles, policies, and procedures are adhered.

• Basic knowledge of accounting principles and concepts, and able to apply accounting procedures and techniques to basic job tasks as required by the FMR (Financial Management Regulations) and the Generally Accepted Government Auditing Standards (GAGAS) often referred to as the “Yellow Book” • Basic concept of budgetary and/or proprietary accounting in the transaction of goods or sales in the in reimbursable or direct cite categories • Basic knowledge of accounting systems and subsystems • Knowledge of funds usage and directives pertaining to appropriations and budget process for the receipt and use of budgetary authority • Ability to review financial transactions to ensure the availability of funds • Familiar with mission, function, goals and objectives of the organization • Familiarity with both the General Fund and Navy Working Capital Fund (NWCF) accounting and budget process • Understanding how trial balances and monthly financial statements are created • Experience researching and analyzing financial transactions using the official financial system of record For Foreign Military Sales (FMS): In addition to items above, the following item is required: •Basic knowledge of FMS Billing process for posting material deliveries.

• Understanding of general accounting procedures and processes in the FMR and GAGAS • Understanding in use of accounting systems and subsystems • Understanding of using budgetary and proprietary accounting information with some analysis and solution proposals. • Ability to use sound decision-making process to update, review, or determine the accuracy/reliability of accounting data pertaining to costs for outputs and responsibility segments • Understanding of the laws, regulations, and directives pertaining to appropriations, funds usage, and overall program planning and development • Understanding of how to research and resolve accounting discrepancies with minimal guidance • Understand and interpret both the General Fund and NWCF accounting and budget process • Understand and interpret financial transactions using the official financial system of record • Understand the differences between Direct Appropriations/General Funds and Navy Working Capital Fund/Reimbursable Accounts, specifically as it relates to the obligation and expenditure of funding under each model • Ability to analyze accounting reports to be able to address variances and inconsistencies • Ability to review financial transactions including maintaining and reconciling accounts through liquidation. Understanding of the integrated processes used to account for the recipient and use of budgetary authority For FMS: In addition to items above, the

• Working knowledge of general accounting procedures and processes contained in the FMR and GAGAS • Intimate and detailed knowledge of accounting systems and subsystems • Comprehensive knowledge of how to use budgetary and proprietary accounting information to analyze issues and provide solutions at a high degree of efficiency • Detailed knowledge of the laws, regulations, and various directives pertaining to appropriations, funds usage, and overall program planning and development. Systematic knowledge with the ability to identify attributes of the U. Standard General Ledger (SGL) accounts to specific agencies SGL accounts and analyze key accounting events • Ability to research and resolve accounting discrepancies with sound accounting principles and policies • Comprehensive working knowledge of financial reports leading to auditable financial statements, business process standardization and Financial Improvement and Audit Readiness (FIAR) initiative • Detailed knowledge of both the General Fund and Navy Working Capital (NWCF) accounting and budget process • Detailed knowledge of researching and analyzing financial transactions using the official financial system of record • Detailed knowledge of the difference between appropriations

• Expert knowledge of the use of general accounting procedures and processes (GAGAS) • Highly skilled at identifying, conceptualizing and/or analyzing accounting issues and recommending alternative strategies to accounting and business processes • Expertly apply knowledge of accounting principles and other financial policies and procedures to local and national mission. Expert knowledge in the ability to identify attributes of the U. S. (SGL) Standard General Ledger accounts to specific agencies SGL accounts analyze key accounting events and use SGL crosswalks to advice on specific financial reports • Detailed working knowledge of financial reports leading to auditable financial statements, business process standardization and FIAR initiative • Comprehensive knowledge of both the General Fund and Navy Working Capital (NWCF) accounting and budget process • Comprehensive knowledge of researching and analyzing financial transactions using the official financial system of record • Comprehensive knowledge of the difference between appropriations for obligations and execution for General Fund and Navy Working Capital Funding • Comprehensive knowledge to analyze accounting reports to be able to address variances and inconsistencies


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following item is required: • Working knowledge of FMS billing process for posting material deliveries

for obligations and execution for General Fund and Navy Working Capital Funding • Detailed knowledge to analyze accounting reports to be able to address variances and inconsistencies For FMS: In addition to the items above, the following item is required: • Detailed knowledge of FMS and Security Cooperation (SC) Programs appropriations and statutory limitations


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1.4 Budget Formulation

The understanding of front-end process by which a specified budget is developed, justified, and defended. Budget formulation includes the Program Objectives Memorandum (POM) output, presentation of budget materials, and Congressional briefings to Professional Staff Members (PSM). • Basic knowledge of the formulation of a budget and the relationship to PPBE • Assist in preparing budget request materials (exhibits) • Knowledge of the difference between the three budget cycles (DoN, OSD, PB) • Understanding the Congressional enactment process • Knowledge of the Resource Management Decision (RMD) process • Understanding of budgetary policies and practices to include familiarity with purpose, time and amount rules for developing budget requests • Knowledge of basic contracting types (Cost and Fixed) • Knowledge of the four basic methods used for cost estimating • Knowledge of the Program Objectives Memorandum (POM) process and how it translates to the formulation process • Familiar with mission, function, goals and objectives of the organization For Foreign Military Sales (FMS): In addition to the items above, the following item is required: •General knowledge of existing policy for use of FMS Administrative (FMS Admin) versus FMS Case funding

• General knowledge of formulating a budget and the relationship it has to the PPBE process with minimal guidance • Ability to prepare budget exhibits with minimal guidance ensuring program plans are executable, justifiable, and defendable • In-depth understanding of the three budget cycles each Fiscal Year • Ability to produce each budget for comptroller review, with minimal discrepancies • Ability to provide input for Congressional briefings to professional staff members that support the PB submission • Ability to verbally, and in writing, defend the programs position with minimum guidance • In-depth understanding of contract types and potential impact on funding decisions • Ability to determine proper cost estimating methods consistent with the phase of the program • Understanding of escalation indices and the ability to apply indices to budget materials • Knowledge of the POM process and how it translates to the formulation process • Knowledge and understanding of budgetary policies, precedents, procedures and regulations For FMS: In addition to the items above, the following item is required: • Working knowledge of existing policy for use of FMS Admin versus FMS Case funding

• Subject matter expert in the formulation of a budget and the relationship to the overall DoD budget • Ability to prepare budget exhibits independently ensuring program plans are executable, justifiable, and defendable • Knowledge of budget elements such as labor, non-labor and working capital fund purchases and contractor support services in the importance of properly reflecting these categories in budget submissions • Ability to anticipate requirements for various budget cycles and correctly time events for updates, changes, and corrections • Ability to develop program inputs to Congressional briefs, hearings and testimony • Ability to prepare Defense Acquisition Executive Summary (DAES) and the Selected Acquisition Report (SAR) • Ability to provide input for narrative justifications regarding program business and financial issues, questions, marks, reclamas, and impact statements • Interprets and applies policy, and guidance from higher headquarters during the formulation process • Ability to assist in the development of contract strategies based on knowledge of contract types and their impact on budget formulation • Ability to translate cost models and cost analysis into defendable budget exhibits • Ability to train and mentor personnel on all aspects of budget formulation

• Expert knowledge of budget formulation processes, policy, and guidance. Mentor, train and lead others in the application of these processes during formulation • Expert in the preparation and review of budget exhibits and related materials ensuring the application of all appropriate rules and financial regulations • Ability to recognize and analyze problems, conduct research, summarize results and make appropriate recommendations, interpret policy, determine proper timing, and anticipate cause/effect of changes to the outcome of the budget review process and to recommend changes to senior management on budget issues • Represent the Budget Submitting Office (BSO) at higher level budget reviews and meetings • Ability to prepare responses to higher authority regarding program and financial impacts, to include reclama statements and positions, current year status and budget year financial plans, and phasing plan deviations • Lead the FM staff in the development of all impacts statements, marks, reclamas, and questions for the record related to the formulation process • Represent the BSO in the defense of program positions • Subject matter expert on applying policy and guidance in the development of formulation material • Leads team in development of effective contract strategies to


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• Ability to analyze and interpret financial information in order to develop and compare alternative budget and program actions required to determine and defend optimum approaches to financial operations and programs • Knowledge of the Navy Working Capital (NWCF) process and familiarity with NWCF rate development IAW FMR policy, regulations and processes • Ability to research the Financial Management Regulation (FMR), Federal Acquisition Regulation (FAR)/Defense FAR to present policy that supports decisions •Knowledge of the Security Assistance Program/Budget Review Process (SAPBR) for justifying FMS Administrative (FMS Admin) Budget requirements. For FMS: In addition to the items above, the following item is required: •Broad Knowledge of the Security Assistance Program/Budget Review Process (SAPBR) for justifying FMS Administrative (FMS Admin) Budget requirements. Ability to develop FMS Admin budget justification submission at SYSCOM level

ensure cost effective measures are considered during budget formulation • Ability to present and defend the rational used in determining specific cost models and to translate cost models and cost analysis into defendable budget exhibits • Ability to influence people and processes. Serves as the lead for assigned areas, reviews budget exhibits or summary budget documentation prepared by personnel to ensure compliance with DoD direction • Expert knowledge of the Navy Working Capital (NWCF) process and advanced synthesis and application of NWCF rate development IAW FMR policy, regulations and processes • Fluent understanding of the Financial Management Regulation (FMR), Federal Acquisition Regulation (FAR)/Defense FAR to interpret and present policy that influences outcomes and organizational goals.


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1.5 Budget Execution

The knowledge and understanding of Federal Financial Management Regulations, Policies, and Procedures needed to effectively execute funds appropriated by Congress. The ability to utilize sound fiscal judgment obtained from financial and business training to ensure funds are executed within the purpose, time, and amount authorized. Ensure required competencies are acquired to facilitate sound conceptual execution of resources provided. • Basic ability to interpret information on a funding document • Basic knowledge of appropriated funds, use of funds and funds flow from Headquarter organization to the executing activity level • Basic knowledge of budget and /or project execution • Understand and support development of budget estimates/spend plans • Basic knowledge of the relationship of budget execution processes to PPBE • Ability to provide financial acumen, customer service, accountability, process management, and procedural and regulatory compliance management • Ability to support the reconciliation process with problem disbursements • Working knowledge of financial transactions to ensure programmatic obligations and expenditures are within targets • Provide basic assistance with Procurement Initiation documents (Contracts) to include types (cost and fixed) • Gain and demonstrate knowledge and understanding of financial management concepts and experience applying sound fiscal judgment in a Navy Working Capital Fund (NWCF) environment, including appropriation laws/policies, appropriate use of funds, and budget/project execution • Basic knowledge of the Financial Management Regulation (FMR) • Basic knowledge of financial systems and databases • Gain and demonstrate knowledge and understanding of financial

• Apply budget execution processes as it relates to the PPBE system with limited assistance • Apply competent skills in analyzing funds flow from HQ to echelons III and IV activities to ensure effective and appropriate usage • Apply sound financial acumen in commands concepts and processes of funds management and execution with minimal guidance • Ability to solve funds issues and reconciliation problems associated with funds disbursement • Knowledge of budget and financial analysis techniques. • Working knowledge of Financial Management Regulation (FMR) volumes as related to execution of the budget and the ability to interpret basic execution guidance. Develops plan of action to mitigate deviation from plan • Knowledge of Triannual review validation • Working knowledge of applicable financial systems and databases to effectively track program execution • Working knowledge of financial transactions and program spend plans to ensure programmatic obligations and expenditures are meeting or exceeding benchmarks • The ability to identify and recommend solutions for any issues mitigating meeting benchmarks • Ability to interpret information of financial transactions (i.e. funding document, contracts) • General knowledge of procurement and contracting documentation required to execute contracts • Ability to clearly present financial execution data • Working knowledge of Financial Management Regulation (FMR) volumes as

• Comprehensive knowledge of the budget execution process including its relationship to PPBE as well as in-depth knowledge of funds flow from Congress to SYSCOMs to Programs to Activities • Comprehensive knowledge of financial management systems and methods of tracking budget execution sufficient to monitor funds usage in accordance with DoD, DoN, and activity guidance • Comprehensive knowledge and ability to employ government and commercial best-practice methods, practices, and procedures for financial and economic management and analysis • Comprehensive knowledge of Triannual review validation and ability to analyze outstanding obligation to improve reuse rate of funds • Comprehensive understanding of procurement and contracting documentation required to execute contracts • Comprehensive knowledge and understanding of Financial Management Regulations (FMR), Policies and Procedures and how to apply to applicable programs • Comprehensive knowledge of Fiscal Law and the ability to apply to applicable program • Comprehensive knowledge to interpret key financial guidance to apply processes and principles within the agency or program under budget execution • Ability to revise execution plan if program changes, funding shortfalls and prioritization under Continuing Resolution (CR)

• Expert knowledge of budget execution processes and procedures • Master in the ability to influence people and processes associated with budget execution • Expert analytical knowledge of the policies and processes to identify funding sources to solve funding issues, while ensuring compliance with applicable laws and regulations • Master ability to interpret key financial guidance to apply processes and principles within the agency or program under budget execution • High level business acumen abilities to recommend reprogramming actions to solve funding issues • Master ability to anticipate problems (i.e. fund issue or reconciliation) and recommends corrective actions and future strategies • Master ability to lead teams to work across Navy organizations to develop cross-SYSCOM best business practices as it relates to budget execution • Master in communications ability to develop and defend execution strategy to Echelon I and Comptroller organizations • Master abilities to apply concepts and solutions using sound financial management in applying interpretations of the Financial Management Regulations (FMR), Policies, and Procedures applicable to the program • Ability to present and explain


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management concepts, and experience applying sound fiscal judgment in a NWCF environment, including appropriation laws/policies, appropriate use of funds, and budget/project execution For Foreign Military Sales (FMS): In addition to items above, the following items are required: • Basic understanding of FMS/Security Cooperation (SC) Program funds flow between the FMS Customer and the US Government.

related to execution of the budget and the ability to interpret basic execution guidance • Ability to clearly present financial Execution data in a clear manner • Knowledge of Fiscal Law • Ability to gather NWCF cost center(s) expense data, analyze and develop projections for End of Year total costs • Ability to gather NWCF cost center(s) revenue data, analyze, monitor, and develop projections for End of Year total revenue • Gain and demonstrate knowledge and understanding of Funds Acceptance and preparing Outgoing Funding Documents in a NWCF environment, maintaining appropriation laws/policies, and appropriate use of funds.

• Ability to explain execution plan to Program Manager (PM) • Ability to clearly articulate the status of program funds to a wide group of individuals to include subordinates, peers, and program leadership with the ability to recommend and implement alternative solutions • Ability to train peers and subordinates in budget and financial execution matters • Advanced knowledge and application of Funds Acceptance and preparing Outgoing Funding Documents in a NWCF environment, maintaining appropriation laws/policies, and appropriate use of funds

execution plan changes, shortfalls and priority to PM, Comptroller and upper echelon • Use expert knowledge to train and influence at competency level in financial management policy and processes


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1.6 Acquisition Planning

The knowledge of the DoD 5000 Instruction and its governance and interaction with Decision Support Systems (PPBE process, JCIDS, and DAMS). Acquisition Planning is event driven and consists of various acquisition phases and decision milestones. Key activities are performed during each acquisition phase to provide for informed decision making and synchronize acquisition planning documents with financial planning and budgeting products in each of the PPBE phases. • Basic understanding of the relationship between DoD 5000 Acquisition System and the PPBE budget process • Basic understanding of the role of acquisition milestones in the development of program budgets • Basic understanding of the role of various contract types and their effect on planning • Basic understanding of schedule impacts on program planning • Basic understanding of project management methodologies and reporting

• Understanding of the concepts and interactions between DoD Acquisition and PPBE during the planning and execution processes • Ability to work in a team environment and contribute financial advice during the planning and execution processes • Understanding the relationship of milestones and other acquisition events based on cost, schedule, and performance • Working knowledge of the various types of contracts and their effect on cost and schedule during R&D and Procurement phases • Understanding of the timing and interactions of schedule events and their effect on financial planning activities • Knowledge of project management methodologies and reporting • Gain and demonstrate knowledge in formulating Carryover strategies, projections, monitoring execution, and provide course corrections

• Ability to apply financial rules and regulations into acquisition schedule and budget planning to ensure the creation of defendable budgets • Act as the IPT FM subject matter expert (SME) to the team providing advice and guidance in ensuring the integration of financial rules and regulations into the development of the program schedule, financial plans, and various acquisition documents • Ability to use the program planning events and milestone review process to recommend budget schedule adjustments and develop accurate financial plans • Ability to provide financial and budget advice for various contract types during the acquisition planning process • Functional knowledge of project management concepts, tools, and interdependencies • Working knowledge/understanding the interactions between cost, schedule and performance requirements in acquisition planning and the skill to plan or apply corrective action to ensure executability • Ability to provide financial impacts on the program schedule by applying financial policy and regulations

• Expert knowledge in understanding the interactions between cost, schedule and performance requirements in acquisition planning and the skill to plan or apply financial budget or execution corrective action to ensure executability • Ability to diagnose budget and execution problems and provide corrective actions to ensure program executability • Expert knowledge of program schedule events to develop accurate financial plans. • Ability to serve as the Financial subject matter expert (SME) and provide advice to program office personnel, Integrated Product Teams (IPTs) and senior leadership • Expertise in applying financial guidance and briefing to senior leadership with regard to affordability assessment • Expert knowledge in the acquisition process, program schedule and milestones as they relate to the program budget and execution


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1.7 Financial System Functionalities

The comprehensive understanding of financial systems and their functionalities. Knowledge of reporting capabilities and ability to utilize financial data to provide programmatic and financial recommendations to stakeholders.

• Basic knowledge of financial systems and reporting requirements/capabilities • Ability to comprehend and provide basic financial data reports using financial management systems, with guidance • Knowledge and ability to use financial information management systems and tools to monitor and control financial execution and extract meaningful funding metrics • Basic knowledge of spreadsheets, databases and other software applications as tools for extracting data, applying a variety of analytic techniques, forecasting trends and presenting results

• General knowledge of financial systems and reporting requirements/capabilities • Ability to understand and provide financial data reports using financial management systems with minimal guidance • Understanding of relationships between various system transactions, various systems, and reports • Ability to identify minor system problems • Ability to identify minor cause and effect relationships between various system transactions using knowledge of system logic and US General Ledger

• Working knowledge of financial systems, data derived from system, and reporting requirements/capabilities • Ability to efficiently generate both reports and transactions • Ability to navigate within financial systems to obtain financial information • Ability to utilize disparate information across financial management systems • Ability to generate reports and understands the limitations of the financial data contained in the report and recognize when data is incomplete or missing • Ability to advise customers of issues and limitations related to a financial system • Ability to interpret and make recommendations for financial systems to ensure business rule compliance. • Ability to train other personnel on use of a financial system • Ability to identify more complex system problems and develop business rules that ensure efficiencies within financial systems

• Expert knowledge of higher level financial systems • Serves as the subject matter expert in financial systems and reporting/capabilities • Ability to independently assess the accuracy/integrity of the financial data pulled from the system • Ability to provide recommendations on system and business processes and reporting • Ability to influence people and processes to achieve better reporting • Ability to anticipate reporting needs of customers and is able to provide complex reports • Ability to answer higher level questions if data is not translating properly between systems and troubleshoot financial system issues • Ability to lead and manage teams on use of a financial system • Ability to understand in-depth how financial systems relates to other organizations and DoD data requirements


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1.8 Fiscal Law and Policies

The understanding of the body of law that governs the availability and use of federal funds. Knowledge of the process by which Government expenditures are authorized and funded as well as differences between the major types of appropriations and their uses.

• Basic knowledge and understanding of DoD procurement regulations, appropriations law and fiscal policy as they apply to multi-year acquisition programs • Basic knowledge of DoD appropriation and ability to execute different types of funding (Expense/Investment Criteria For Foreign Military Sales (FMS): In addition to items above, the following items are required: • Basic knowledge of principles and procedures facilitating international technology transfer, export controls and foreign disclosure • Basic understanding of the purpose of FMS and Security Cooperation (SC) Programs • Basic knowledge and understanding of the stakeholders, policies, procedures, and actions necessary for the effective management of FMS and SC programs • Basic understanding of FMS/SC Program funds flow between the FMS Customer and the US Government • Basic understanding of Title 22 Security Cooperation program funding

• General knowledge of appropriations and financial rules and regulations and ability to articulate more complex language associated with rulings and decisions • General knowledge of appropriation law and fiscal policy and ability to apply consistently with funding policies, processes and regulations • Ability to differentiate between funding document types, governing directives and policies for consistent and correct application • Knowledge of anti-deficiency and misappropriation violations For FMS: In addition to items above, the following items are required: •General knowledge of the difference between Title 22 vs Title 10 Security Cooperation program funding. •Understanding of the purpose of FMS and SC Programs •General knowledge and understanding of the stakeholders, policies, procedures, and actions necessary for the effective management of FMS and SC programs •Understanding of FMS/SC Program funds flow between the FMS Customer and the US Government

• Ability to apply financial policy to all levels of work and able to apply and interpret rules, regulations and directives to make both budget formulation and execution recommendations • Advanced understanding and fluent application of budget processes and techniques, as well as the ability to assist and lead others • Ability to ensure the use of proper appropriations and provides recommendations to avoid Anti-deficiency Act and misappropriation violations For FMS: In addition to items above, the following items are required: • Detailed knowledge of FMS and SC Programs appropriations and statutory limitations • Detailed knowledge of FMS and SC Programs appropriations, statutory limitations and appropriate use of Title 22 vs Title 10 Program funding • Broad understanding of differing purposes of FMS and SC Programs • Advanced understanding of stakeholders, policies, procedures, and actions necessary for the effective management of FMS and SC programs

• Serves as the subject matter expert in appropriation law and fiscal policy. Demonstrates leadership skills in interpreting budget policies and regulations to influence outcomes • Ability to provide management and interpretation of the laws, regulations, and various directives pertaining to appropriations, funds usage, and overall program planning and development • Ability to apply financial policy to all levels of work • Expert knowledge includes advanced synthesis and application of complex budgeting concepts and techniques, as well as strategic knowledge and influence of financial processes • Routinely provides policy guidance to customers and co-workers and recommends one or more solutions or course of actions. Ability to develop guidance, policy and business rules to support organizational goals and objectives • Interprets analysis in final decision making


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1.9 Financial & Economic Analysis

The ability to forecast, analyze, reconcile and recommend strategies utilizing programmatic and financial data to provide sound advice in accordance with fiscal policies and regulations.

• Basic knowledge of financial analysis, to include, identifying the stages of encumbrance, plan to actual comparisons, and other statistical methods sufficient to assist in the preparation of periodic status reports and to provide basic analysis • Basic knowledge of how performance measures support organizational goals • Knowledge of the existence of performance measures such as obligation/expenditure benchmarks for various appropriations, cash levels, unobligated balances, etc. • Ability to assist in researching and analyzing issues to support acquisition program goals • Knowledge of relevant data sources, policies and business processes to support basic analysis

• Basic knowledge of forecasting and trend analyses, plan-to-actual comparative analyses, and other statistical analysis methods to identify assets/shortfalls/buying power as well as analytical stages of encumbrance • Basic knowledge of financial analysis and planning sufficient to ensure forecasts, plans, and strategies are consistent with DoD-wide goals and strategic initiatives • Basic knowledge and understanding of the concepts, principles and methods appropriate to cost and economic analysis, and the relationship to acquisition and support strategies • Ability to assist in defining and measuring financial, performance, and organizational goals and contingency plans to provide analytical support to senior management • Ability to analyze and recommend adjustments to plans in response to funding reductions and deferrals, emerging requirements, and cost growth or saving • Ability to perform financial reconciliations, resolve financial discrepancies and analyze outputs to detect deviations from proposed budget plan and validate funds usage, with little supervision • Knowledge of DoD/DoN data standards and elements in order to perform analysis, identify relationships between cross-functional data sources, draw conclusions, and make recommendations (e.g. Information from Budgets, Contracts, Workforce, Programmatic, and Financial Systems)

• Advanced knowledge of predictive and trend analyses to aid decision makers • Ability to perform high level data analysis using prescribed tools, and to organize information for additional analysis • Ability to provide authoritative commentary to higher levels on business information and performance • Advanced knowledge of financial analysis, stages of encumbrance, research, forecasting, and planning sufficient to produce financial/programmatic information and support decision making • Detailed knowledge of performance measures as they relate to DoD objectives and ability to recommend alternative courses of action should performance measures not be on target • Ability to modify standard practices and adapt techniques to approach a variety of programmatic problems and issues • Ability to utilize Basis of Estimates and Models to support financial and economic analysis • Ability to prepare responses and make presentations to higher authority regarding program and financial impacts, including reclama statements • Knowledge of work measurement, capacity analysis, aggregate planning, resource allocation and leveling, time series analysis and budgeting, earned value management, statistical process analysis and optimization, contract economic order quantities, demand forecasting and other financial aspects of strategic planning

• Expert knowledge of and ability to refine and use predictive, trend and plan-to-actual comparative analysis to make organizational-level decisions or change business strategies • Expert knowledge of financial analysis, research, forecasting, and planning sufficient to produce financial information and make decisions • Skilled at using analytical reasoning to identify, analyze, and resolve problems • Ability to support business & financial activities of increasing complexity and expanded responsibility concerning policy and program implications • High degree of skill in identifying and/or analyzing business financial issues and developing alternative strategies (by synthesizing information from various disciplines such as Earned Value Management (EVM), Planning, Programming, and Budgeting System (PPBS), and cost estimating) to resolve conflicting goals • Ability to provides in-depth management decision analysis to executive leadership including Return on Investment (ROI) calculations, Business Case Analysis (BCA) evaluations, Forecasts and Projections • Ability to define, develop and influence data management strategies and reporting requirements at a program and/or organizational level to support improvements to data quality and future analytical capabilities


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2. Certifications and Qualifications This dimension outlines required and recommended certifications identified in the BUS-FM community.


Required DAWIA BUS-FM Level I Certification DoD FM Level I Certification* International Affairs Certification Level 1**

DAWIA BUS-FM Level II Certification DoD FM Level I or Level II Certification* International Affairs Certification Level 2**

DAWIA BUS-FM Level III Certification DoD FM Level II or III Certification* International Affairs Certification Level 3**

DAWIA BUS-FM Level III Certification DoD FM Level II or III Certification* International Affairs Certification Level 3**

Recommended Certified Defense Financial Manager (CDFM)

CDFM CDFM - Acquisition (CDFM-A)

CDFM CDFM-A

CDFM CDFM-A

NOTES: *For 500 series BUS-FMs, DoD Financial Management Certification is also required ** For Foreign Military Sales (FMS) BUS-FMs, International Affairs Certification is also required


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3. Formal Education This dimension suggests higher education degrees for enhancement to employee development and training.


Degree Associate’s/Bachelor’s Bachelor’s/Master’s

Bachelor’s/Master’s Bachelor’s/Master’s Doctorate

4. Leadership and Business Acumen Competencies Leadership & Business Acumen outlines individual and organizational competencies that are important for the effective performance of employees at all levels, where their span of control and influence can maximize productivity and shape a positive work culture.


Lead Self • Flexibility • Computer Literacy • Integrity/Honesty • Customer Service • Interpersonal Skills • Oral/Written

Communication • Mission Orientation • Cooperative • Professionalism • Dependability • Self-initiative

Entry Leadership Competencies plus: Lead Teams, Projects, People

• Team Building • Critical Thinking • Influencing/Negotiating • Leveraging Diversity • Conflict Management • Creativity and Innovation • Developing

Others/Mentorship • Managing Customer

Relationships • Process Management • Risk Management • Situational Leadership • Active Learning • Resilience • Accountability

Journey Leadership Competencies plus: Lead Organizations/Programs

• Partnering • Leadership • Change Management • Human Capital Management • Employee Performance

Management • Resource Management • Technical Credibility • Technology Management

Advanced Leadership Competencies plus: Lead the Institution

• Vision • External Awareness • Strategic Thinking • Political Savvy • Global Perspective • Mission Accomplishment

Executive Core Qualifications:

• Lead People • Lead Change • Business Acumen • Building Coalitions • Results Driven • Enterprise-Wide

Perspective