September 2007 ASMC Washington Chapter Newsletter



ASMC Washington Chapter, P.O. BOX 16237, Arlington, VA 22215-1237

ASMC - Washington Chapter

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A Five Star Chapter

April 2009

Date: 15 April 2009 MEETING Time: 11:30Am Place: HOLIDAY INN EISENHOWER

Sponsored by: Corporate & Retired Membership

President’s Message

President, ASMC Washington Chapter

Once again the Regional-PDI was a huge success. Thanks to all of you who helped plan and who stepped in during the day to volunteer to ensure a rewarding professional development experience for everyone. I have received quite a bit of positive feedback from members. Now it’s time to get ready for the National PDI in San Antonio.

The board voted earlier this year to subsidize the cost of luncheons as an attempt to increase attendance. This effort has not affected attendance and the board has voted to discontinue subsidizing lunch prices effective with the June luncheon.

I am pleased to welcome Vice Admiral Lewis W. Crenshaw USN (Ret.), Executive Director of the Defense and Intelligence sector of Grant Thornton Global Public Sector, as our luncheon speaker today. He will share insights on the challenging Budget times facing the DoD.

Last but not least, elections are today for the 2009-2010 slate of ASMC officers. You should have your ballots, so please vote to bring new faces and ideas into the Washington Chapter so we can continue to grow and expand our professional development.

Col Tom Fuhrer

President

ASMC, Washington Chapter

Future Luncheon Meetings

20 May DFAS

15 June Coast Guard

13 July Navy

Today’s Speaker: VADM Lewis Crenshaw USN (Ret.), Exec. Dir. Defense and Intel Sector, Grant Thornton Global Public Sector

 Vice Admiral Crenshaw is the Executive Director of the Defense and Intelligence sector of Grant Thornton Global Public Sector. He has over 30 years of proven success in a broad range of leadership positions in organizations ranging in size from 300 to 12,000 people, culminating in assignment as the senior resource and requirements manager for the world’s largest maritime organization, the U.S. Navy.  He has extensive experience in reorganization and realignment of large organizations with emphasis on financial issues and cross-functional alignment.  During his service in the Navy he commanded a Medium Attack Squadron (VA-85), a Carrier Air Wing (CVW-1) and an Aircraft Carrier Battle Group (John F. Kennedy Strike Group/ Carrier Group SIX).   VADM Crenshaw is a graduate of the U.S. Naval Test Pilot School (USNTPS) where he has also served as an instructor.  He has been test project engineer at the Naval Air Test Center, Patuxent River, MD.  As a Flag Officer, he specialized in financial operations and budgeting, serving 3 tours of duty in the Navy’s N-8 Programming and Budgeting Directorate, culminating his career as the Deputy Chief of Naval Operations for Resources, Requirements and Assessments (N8).  Additionally he served as the Commander of U.S. Navy Activities, Europe where he was responsible for all Naval Bases located in Europe.

FEATURE ARTICLE

Charting a Course for the Future

By VADM Lewis W. Crenshaw, USN (Ret.)

Executive Director, Grant Thornton LLP

“Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.”

-Gen. Colin Powell

Who is leading the DoD financial community into the future? Perhaps a more important question is, “Who is charting your course for success in the DoD financial community?” These two questions come across loud and clear in the 2007 survey of the defense financial community, Prepare Yourself for the Future of Financial Management, conducted by Grant Thornton LLP’s Global Public Sector practice. Before explaining possible answers to the two questions above, let’s look at the survey results.

Human capital issues—recruiting, hiring, training and retaining the right people with the right skills—are the top concern of defense financial managers by a two-to-one margin, as shown in the chart below. “The financial management community is built on three major components: systems, processes and people. You can have the best processes and top systems in place, but you will ultimately fail without properly trained personnel,” said a Deputy Assistant Secretary who was interviewed.

The annual survey, sponsored by ASMC and Grant Thornton, focused on two groups—mid-level managers polled online and senior executives interviewed in person. (The Spring 2007 Journal featured highlights of the online survey.)

What Senior Financial Managers Said

Defense financial managers identified several challenges: increased workload, the expected retirement wave, implementing transformation and technology projects and adjusting to the National Security Personnel System. They also identified challenges specific to career stages—from entry-level to senior executives. Everyone agrees that effective professional development is critical to improving human capital management, but the financial management community needs a better strategy to integrate management training and technical training—especially for civilians. Someone needs to be in charge.

Larger Workload, Smaller Workforce

The defense finance workforce is shrinking because of business transformation efforts, increased use of information technology and Base Realignment and Closure (BRAC) decisions. Yet, the workload has grown. Between 2003 and 2007, the number of employees at the Defense Finance and Accounting Service (DFAS) went from 15,200 to 13,000, while the demands of the Global War on Terror significantly increased responsibilities. Working overtime to develop supplemental budget requests, garner resources to support the warfighter and provide transparency to Congress has taken a toll on the workforce, respondents said. “[It] has come at a price: a decrease in quality of life for my staff,” said one executive. As a result, many employees retired early or changed jobs.

Retirement Wave

Like much of the American workforce, the defense financial community faces an impending retirement wave. The Office of Personnel Management projects that nearly one-third of the federal workforce will leave in the next five years, the majority through retirement. As this scenario unfolds, it becomes important to prepare leaders to step into vacated positions—a process known as knowledge transfer or succession planning.

One executive said, “We must identify key positions and groom potential successors with the right skills and experience to take over without missing a beat.” Despite this clear need, survey respondents cited few formal programs for retaining institutional knowledge; instead, said one participant, “Hypothetical lessons and story-telling dominate most planning and knowledge transfer.”

As retirements increase, the pressure is on to advance people quickly; but many executives worry new leaders are unprepared for the scope of their duties. Breadth of experience is as important as depth. One respondent said, “Many in senior positions like comptrollers are not exposed to budget execution.” Another suggested “reducing change of station moves and instead use temporary assignments to develop breadth of experience.”

Technology and Transformation

The defense community is in the midst of several large-scale IT and business transformation initiatives that will deeply affect the financial management community. These projects include the Defense Integrated Military Human Resources System (DIMHRS); the Army’s General Fund Enterprise Business System (GFEBS); the Navy’s Enterprise Resource Planning Program (ERP); the Air Force’s Defense Enterprise Accounting and Management System (DEAMS); and the Defense Agencies Initiative (DAI).

Most executives believe these initiatives are on track to transform DoD over the coming decade, but they are concerned about the pace. They warn that any system is only as good as the people who implement it and that training and change management must go hand-in-hand with new technology.

National Security Personnel System

Human capital concerns in the defense community are not new, and Congress recognized this, granting DoD authority to develop an alternative personnel system in the 2004 National Defense Authorization Act. The National Security Personnel System (NSPS) is a market-sensitive, performance-based framework now being phased in throughout DoD.

Most executives said they are withholding judgment on results until NSPS is fully implemented. However, they were generally upbeat, and many considered it to be a positive change agent. A common theme was that NSPS links agency goals to human capital objectives and effectively measures individual and organizational performance. Some respondents, however, do not think senior leaders use those measures for making decisions, and others complain of excessive paperwork. The executives were consistent in their estimate that it will take five to ten years for full implementation of NSPS.

Obstacles at Every Level

While the challenges discussed above are putting pressure on employees at all levels of experience in the financial community, the survey also revealed specific problems at each career stage. We asked executives to share their concerns for each rung on the ladder.

Entry Level - Several executives complained that not enough young people apply for defense financial positions. “Salaries and promotion potential used to be competitive advantages, but this is no longer the case. We used to have the advantage of being a leader in technology, but that is no longer the case,” said one interviewee.

Many said hiring rules are too inflexible. They want direct hire authority, including the ability to make job offers on the spot as do their private-sector counterparts. Several senior leaders praised internships as a way to introduce college students and recent graduates to the defense financial management community. Suggestions for improving the quality of entry-level personnel include:

• Tuition assistance

• Formal mentoring and coaching

• Scholarships to finance majors in return for government service, as DoD offers for engineers

• Signing, recruitment or retention bonuses

Middle Management - Mid-level managers are the most neglected group in the defense financial community, according to the survey. Several executives said employees lack the skills for advancement—a result of focusing on entry-level requirements instead of career growth over time.

Recruiting is almost exclusively from within the defense community, with very few programs for hiring outside government. According to some participants, mid-level employees are not willing to relocate, which hampers career advancement and makes it difficult to place people where they add the most value—a particular problem for agencies affected by BRAC.

Organizations in the National Capital Region face a different type of mobility problem: keeping mid-level employees when they are in high demand at other agencies or in the private sector.

Executives said many middle managers are promoted based on technical proficiency, not leadership skills, and, consequently, lack the ability to effectively manage teams, programs and operations. Several said complacent middle managers can act as barriers between entry- and senior-level personnel rather than conduits. Since mid-level managers oversee daily operations and are future leaders, many in DoD financial leadership roles believe it is critical to focus on leadership development of mid-level managers. They offer the following suggestions:

• Recruit professionals from other career fields and outside the defense community

• Require training focused on management and leadership skills

• Employ succession planning aimed at identifying and preparing tomorrow’s top leaders

• Offer job rotations to give headquarters managers field experience, and vice versa.

Senior Executive Level - One of the greatest challenges facing the DoD financial community is replacing executives as they retire. “We need to grow and hire managers with high-level policy experience but who also have the operational experience to manage an enterprise of thousands of people,” said one participant.

Respondents said mid- and senior-level challenges are similar—lack of management experience and an unwillingness to learn new skills. In addition, interviewees cited turbulence in the higher ranks (with many ready to retire), creating gaps in leadership and a loss of institutional knowledge. Suggestions for improving senior management include:

• Establish formal succession planning programs (mentioned more than any other solution).

• Put more emphasis on leadership skills when recruiting for senior positions.

• “Give senior managers broadening assignments that take them out of their comfort zone to help develop a more capable executive,” according to one respondent.

• Train senior managers in process improvement skills such as Lean/SixSigma.

We Are Not Alone

The results of this study closely parallel other similar surveys done by Grant Thornton. Again and again, human capital comes up as the number one concern. So given the wide variety of concerns and challenges facing those who are charged with the care and feeding of the DoD financial management cadre, where should their efforts be focused? I believe the issue boils down to one central theme—the importance of professional development not only in technical skills, but in leadership skills as well.

The Importance of Professional Development

It is impossible to exclusively solve human capital challenges with new hires or contractors—quantity. The solution must involve quality as well: We need effective professional development programs for the existing work force at all levels, a path for career progress, including training, rotations and succession planning.

It is clear from both executive and online interviews that, despite an abundance of training opportunities, the civilian financial community in DoD lacks a clear roadmap to guide professional development. We found a few notable exceptions, including the DFAS Leaders in Motion program, but by and large, civilian financial professionals are on their own when it comes to mapping their careers.

The Uniformed Model

The Uniformed Services have well-developed career paths for most occupational specialties. Enlisted and commissioned personnel climb well-defined career ladders, receiving relevant education, training and job experience (including leadership skills) along the way. Candidates for next-level-up positions are groomed well in advance of promotion.

No one expects the civilian workforce to have career paths as developed as their uniformed counterparts, but there may be elements of the uniformed career development model that leadership of the civilian financial community should consider. Let’s examine a few characteristics of the uniformed model:

1. Community Leadership: A clearly visible, well-known leader has responsibility for the general health and welfare of the community.

2. Training Continuum: Well-defined progression to the next level requires demonstration of certain certifications, skills and levels of education.

3. Mobility: Experience in the field, headquarters and joint assignments are part of the learning process.

4. Defined Skills: Personnel know what skills they are expected to master in order to succeed.

5. Mentoring: Formal and informal mentoring and coaching is ingrained in the Uniformed Services.

Charting a Course

“A goal without a planis just a wish.”

- Antoine de Saint-Exupery

For the civilian side of DoD financial management, we come back to the original question: Who is leading the community into the future? It’s a good question. DoD has taken a joint approach to technology and acquisition, why not professional development? Developing people is just as critical—if not more so—than standing up systems. Putting someone in charge would demonstrate the importance of human capital issues for the financial community and begin the process of standardizing skills and certifications.

“It is not in the stars to hold our destiny, but in ourselves.”

-William Shakespeare

In the meantime, the second question is more urgent: Who is charting your course for career success? The answer is you! Take advantage of training opportunities and certificate programs. Consider moving to a new location—out to a field office or back to headquarters. Look at opportunities in other facets of financial management to broaden your expertise. Develop your leadership and management skills. Seek out a mentor, or take someone under your wing.

DoD financial managers spoke loud and clear about the things that need to happen as we face the challenges ahead. In time I believe the leadership of the financial community will come up with solutions to the challenges they face in human capital. For now, I recommend you grab a copy of the May 2007 survey of DoD financial managers, read it and take its title to heart: “PREPARE YOURSELF.” (Reprinted with permission from Armed Forces Comptroller, Fall 2007)

Special Acknowledgement

On behalf of the entire ASMC Washington Chapter, we extend heartfelt congratulations and best wishes to Al Tucker as the new Executive Director of ASMC. In addition to his distinguished service across government and industry, Al has been very instrumental on our Regional PDI Committee over the last 5+ years as Program Chair. We look forward to continuing our professional association and friendship with him at ASMC National Headquarters.

2009 Regional PDI

This year’s Washington Chapter Regional PDI March 9 was a great success, with a record-breaking 526 attendees, raising a total of $75,000 for the Chapter. We heard from the new DoD Comptroller, the Honorable Robert Hale, CDFM, in his inaugural speech to the DoD Financial Management Community. Mr. Hale spoke about ongoing testimonies to Congress on budget issues and the preparation for intensive program reviews under Secretary Gates’ leadership. He also shared with us some of the resourcing challenges given the global economy and ongoing commitments to the Iraq War drawdown and Afghan build-up.

We also heard from a panel of DoD Deputy Chief Management Officers (CMOs) about their challenges in this new role, created to address Joint, horizontal management challenges and standardize business operations across the DoD Enterprise. They talked about their goal to ensure that transformation produces measurable savings and operational effectiveness by establishing Offices of Business Tranformation within each of the military Services. We were fortunate to have former DUSD-FM Tom Modly moderating, who was instrumental in establishing the Business Transformation Agency (BTA) and developing its mission. Also participating were Beth McGrath, OSD Assistant Deputy CMO and Chief Performance Improvement Officer, Anne Neuberger, DCMO Navy, David Tillotson, DCMO Air Force, and Donald Tison, DCMO Army (Acting).

We finished a great day of education and networking with a Corporate raffle and the ever-popular Speed Mentoring event. We look forward to seeing everyone again next year.

ASMC Chapter Executive Leadership

If you are interested in the following vacant committee chair position, please contact President Col Thomas J. Fuhrer: -Photographer - Publicity

Member Accomplishments

New CDFMs and CDFM news

| | |

|Angela Bradshaw |Linda Meadows |

|Anne Horstman |Lisa Cross* |

|Betty Nieset |Lynda Prestarri |

|Brian Myers, CDFM-A |Margaret Prior |

|Caryl Durham-Randolff* |Mark Hamilton |

|Christine Millard |Michael Johnston |

|Cindy Smith |Nancy Watson* |

|Dave Jarvis |Nicole Lee |

|Denise Doran* |Randy Markham* |

|Donna Sullivan* |Raquel Escribano |

|Gary Echard |Rebecca Baker |

|Gus Gustafson |Ron Speer |

|James dePrado* |Samuel Wickline |

|James Leenders |Stephen Freeman, CDFM-A |

|Janice Brissette |Tammy Williams, CDFM-A* |

|Jenise Tuitt |Timothy Murphy |

|Joaella Lane |Tish Steele* |

|Johnny Perez* |Vanessa Bolin* |

|Kate Kaufer* |Whitney Brooks |

|Keith Muschalek | |

| | |

New CDFMs - are you aware that you are entitled to a free lunch during our ASMC Washington Chapter meeting the month you earn your CDFM certification? If you’ve passed the Acquisition Specialty module and you are an ASMC member, the Washington Chapter will reimburse you for your new certificate. Contact your service representative to be reimbursed and make sure to save your receipt for this expense to provide to your service rep ($40).

Members interested in earning the CDFM with Acquisition Specialty and preparing before taking the Module 4 - Acquisition course offered by ASMC, may purchase the addendum to the CDFM textbook. To purchase a copy of the addendum, which sales for $15, send your request to ASMC (ATTN: textbook Sales, 415 North Alfred St. Suite 3, Alexandria, VA 22314) with your payment and full mailing address. If using a credit card you may send your request via email, with the subject line "ACQUISITION MODULE TEXTBOOK," to AcqModule@ or via fax at 703-549-3181. Be sure to include your credit card number, expiration date and your complete postal mailing address. For more information on the Acquisition Specialty to the CDFM visit the CDFM Web Page at .

Each individual attending the ASMC Washington Chapter Luncheon is award .5 CPEs. A training certificate is located at the Chapter web site that can be completed after attending the luncheon and filed as supporting documentation.

|UPCOMING EVENTS |

|Date |Event |

|06 May 09 |Executive Board Meeting 09:30-11:00, The Pentagon, |

| |Room 4C349 |

|20 May 09 |May Luncheon - DFAS |

|27-29 May 09 |PDI 2009, San Antonio |

|03 June 09 |Executive Board Meeting 09:30-11:00, The Pentagon, |

| |Room 4C349 |

|15 June 09 |June Luncheon – US Coast Guard |

CONGRATULATIONS

- The winner of the February Luncheon Raffle was: Ms. Cynthia Chavez, ASIM-Army Reserve Division

| | |

Next Luncheon 20 May 2009

Topic: Managing DFAS Operations Like a Business

Guest Speaker:  Richard D. Davis, Deputy Director, Compliance, Standards and Compliance, DFAS

Place: Holiday Inn, 2460 Eisenhower Ave, Alexandria, VA 22314

Sponsor: DFAS

Social Time: 1130 hrs

Lunch: 1200 hrs

For the most updated information on future events, please visit our website at:



Save the Date -- 15 July 2009

The ASMC &AGA Annual Golf Tournament will be held July 15 at the Fort Belvoir Golf Club. Shotgun start is at 8:00 am with lunch and awards presentation following.

Keep abreast of the latest updates on this and other chapter events by signing up to receive Washington Chapter announcements via email. Use the following web address.



EXCITING ASMC ADVERTISING OPPORTUNITY!

ASMC Washington Chapter will now permit up to four corporate advertisements to be included in our monthly newsletter, which is distributed at our monthly meetings as well as posted on our chapter website. It is a terrific opportunity for corporations to "extend their reach" and gain visibility within the Defense Financial/Resource Management community at large - and do so very economically.

A full-page color ad is only $100 a month!!! If you commit to advertise for the entire year upfront, the cost is only $1000!!!

There is only room for up to four corporate advertisements per newsletter - so act now to be included in this timely and effective communications channel to your targeted audience!

Please contact Deb Del Mar, ASMC Corporate VP for further information: debra.delmar@vanguard- or 703-593-6667 cell.

ASMC National News



PDI 2008 Online – Free CPE!

You can earn free CPE credits by listening to or watching taped workshops and Service Day sessions from PDI 2008 and PDI 2007. You can now access selected sessions online at the PDI extended learning page , along with the briefing charts received to date. To get started with PDI 2008 Online, consider listening to three workshops that had both high attendance and excellent reviews from participants: Workshop 34 (Tips on base-level fiscal law), Workshop 91 (Special Operations and the Global War on Terror), and Workshop 108 (How to Write Right). Check it out!

Future PDIs

2009 - San Antonio, Texas, May 26-29

2010 - Nashville, Tennessee

2011 - Minneapolis, Minnesota

2012 - Anaheim, California

2013 - Denver, Colorado

2014 - Seattle, Washington

Careers in Financial Management?

At ASMC’s National website, you will find Career Central. Career Central specializes in providing services, resources, and a networking community for DoD FMers. In the new online job board, you’ll find a large bank of job postings and resumes, career resources, career coaching and advice services, and so much more! Plus, Career Central offers anonymous resume posting for job seekers and a pay-per resume program for employers! Check us out at under the Career Central tab, and please pass along the site to your chapter membership.

ASMC Membership - Apply Online

Prospective members of ASMC may now apply for membership online at the ASMC website. This method decreases the processing time by up to a week, so please encourage anyone you may be recruiting to apply online. In addition, current members may renew online and update member information (new e-mail, address, job title, etc). Please read the instructions at ASMC Online Renewal on how to determine your default username and password.

National PDI

PDI 2009 will be held in San Antonio, May 26-29, with a theme of Building the Stars of Tomorrow. The registration fee for PDI is $615. ASMC Members receive a $100 discount.

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Washington Chapter Officers for 2008- 2009

|Name |Title |E-Mail |Phone |

|Col Thomas J. Fuhrer |President |Thomas.J.Fuhrer@usmc.mil |(703) 614-7037 |

|Love Rutledge |Secretary |Love.Rutledge@usmc.mil |(703) 614-9262 |

|Bill Mizerak |Treasurer |William.P.Mizerak@usmc.mil |(703) 614-2539 |

|Roxie Anthony |OSD Vice President |Carrie.Anthony@disa.mil |(703) 882-0825 |

|Lucy Williams |OSD Ass't Secretary |Lucy.Williams@osd.mil |(703) 571-9183 |

|Robert Benefiel |DFAS Vice President |Robert.E.Benefiel@dfas.mil |(703) 607-3799 |

|Jacquelyn Kelley |DFAS Ass't Secretary |Jacquelyn.Kelley@dfas.mil |(703) 604-2143 |

|Lillian D. Jones |Army Vice President |Lillian.D.Jones@us.army.mil |(703) 692-9257 |

|Nicol Martin |Army Ass't Secretary |Nicol.Martin@us.army.mil |(703) 693-2684 |

|Rainy Lowery |Navy Vice President |Rainy.Lowery@navy.mil |(703) 602-3156 |

|Veronica Trent |Navy Ass't Secretary |Veronica.Trent@navy.mil |(202) 685-0454 |

|Annie Crum |USMC Vice President |Annie.Crum@usmc.mil |(703) 692-5745 |

|Myra Ragan |USMC Ass't Secretary |Myra.Ragan@usmc.mil |(703) 692-5266 |

|Andrea Atkins |Air Force Vice President |Andrea.Atkins@navy.mil |(301) 757-5849 |

|Tina Miller |Air Force Ass't Secretary |Tina.Miller@pentagon.af.mil |(703) 588-6371 |

|LCDR Matt ten Berge |USCG Vice President |Romualdus.M.tenBerge@uscg.mil |(202) 475-3477 |

|Susan D. Connors |USCG Ass't Secretary |Susan.D.Connors@uscg.mil |(202) 372-3628 |

|Joe Fasching |DIA Vice President |Joseph.Fasching@dia.mil |(703) 695-7646 |

|Steve Bucher |DIA Ass't Secretary |Stephen.Bucher@dia.mil |(202) 231-8820 |

|Debra Delmar |Corporate Vice President |Debra.Delmar@vanguard- |(571) 203-7137 |

|Kristin Hilbert |Corporate Ass't Secretary |Kristin.hilbert@ |(703) 326-1078 |

|Debra Del Mar |Corporate Vice President |Debra.Delmar@vanguard- |(571) 203-7137 |

|Amy Anda |Corporate Ass't Secretary |Amy.Anda@ |(703) 325-6123 |

CATAPULT CLIENT OVERVIEW

• Joint Chiefs of Staff (JCS) J-7

• DoD, Office of Inspector General ( DoD IG)

• OSD, Defense Technical Information Center (DTIC)

• OSD, Defense Intelligence Agency (DIA)

• USMC, Accounting and Financial Systems (RFA)

• USMC, Marine Corps Systems Command (MCSC), Deputy Commander of Resource Management (DCRM)

• USMC, Marine Corps Systems Command (MCSC), Information Systems & Infrastructure (ISI PG-10)

• USMC, Marine Forces Pacific (MARFORPAC G-8)

• USMC, MCSC Information Systems and Infrastructure (ISI)

• DoN, Financial Management Office (FMO)

• DoN, Deputy Assistant Secretary of the Navy Acquisition (DASN (ACQ))

• Navy, Commander Navy Reserve Forces Command (CNRFC)

• DHS, Transportation Security Administration (TSA), Office of Financial Management (OFM)

• DHS, Immigration and Customs Enforcement (ICE), Office of Financial Management (OFM)

• HHS, Centers for Medicare & Medicaid (CMS), Office of Financial Management (OFM)

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