Welcome Civilian PSD Update

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Welcome Civilian PSD Update
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Rules of Engagement

• AFPC will have voice capability, participants
  will not
• Please ask questions through the Group Chat
  function
• SMEs will provide answers using the same Group
  Chat function
• Civilian PSD web link http//ask.afpc.randolph.a
  f.mil/CivPSD/default.asp

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PSD Web Cast Agenda

• A1 Transformation and Integration AF/A1XX
• Briefer Ms. Sharyn Saunders
• DoD HR Career Program Initiative AF/A1XT
• Briefer Ms. Mary McHenry
• Civilian PSD Status Update AFPC/DPSSC
• Briefer Ms. Cindy Waechter

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A1 Transformation and Integration

• Ms. Sharyn Saunders
• Organization andCareer Field Design, AF/A1XX

February 2008
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Overview

• A1 Transformation
• MAJCOM Structure
• FSS Structure
• Career Field Design
• A1 Competencies
• Way Ahead

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Transforming

• 2003 A1 began with Personnel Services Delivery
• Traded 1500 positions to obtain
  development/implementation funding
• Reduce transactional footprint through reachback
  and technology
• Reduce HHQ staff duplication of
  effort...centralize oversight
• 2006 CSAF directs movement of Services from A7
  to A1
• Executed at HAF in April 2006 MAJCOM in Jun 2006
• PBD 720 reduced A1 workforce by 4250 to pay AF
  bills

Civilian Personnel Delivery
E-Records
Total Force Integration
AFPC Transformation
Process - PSD
AEF Center
MAJCOM work to FOAs
Uniforms
Consolidated CSS - BLSDM
AFSCs Consolidation
Classification and Manpower Integration
Joint Basing
NSPS
Ancillary Training
Competency Based Management
Systems - DMHRS
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A1 Transformation
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A1 TransformationOrganizational and Career Field
2007
2009
2010
2008
Jul/Aug
Sep/Oct
Nov/Dec
Jul/Aug
Sep/Oct
Nov/Dec
Mar/Apr
May/Jun
Jul/Aug
Sep/Oct
Nov/Dec
Mar/Apr
Mar/Apr
May/Jun
Mar/Apr
May/Jun
Jan/Feb
Jan/Feb
Jan/Feb
Jan/Feb
Org
27 FSSs Created
42 FSSs Created
Test at 6 Bases
MAJCOM Restructured
More Civilian Leadership Opportunities
Officer Career Pathing Tool
Career Field
A1 Functional Competencies
Dont Merge Enlisted AFSCs
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A1 TransformationMAJCOM
Director 1 Deputy Dir 2 A1
A1L Senior Leader Mgt Office
A1E Executive Support
A1K Personnel Division 3
A1M Manpower Organization Division 3
A1R Readiness Integration Division 4
A1S Services Division 3
A1MR Requirements
A1RI Issues Analysis
A1SS Sustainment Services
A1KO Officer Civ Development 5
A1RR Readiness
A1SC Community Services
A1KA Enlisted Development
A1MP Programs
A1SA Amn Family Services
A1KE Education Operations
A1SR Resources Requirements
A1KP Promotions
A1SK Marketing
A1KK Personnel Programs
A1KQ Equal Opportunity
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A1 TransformationForce Support Integration
Legacy
Now
Force Support Squadron
Services Squadron
Business Operations
Capability Integration
Combat Support

• Manpower Personnel

Community Support
Resource Mgt

• Sustainment Services

Family Member Programs
Family Support
FTAC

• Amn Family Services

CPF
Manpower

• Force Development

MPF
Mission Support Squadron
Airman Leadership
Education Services

• Community Services

5 Capability Based Flts Effective Span of Control

12 Functionally Aligned Flts
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Force Support Squadron
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Benefits of the Merger

• Synergies between traditional A1 community and
  Services
• Mortuary/CA, Lodging/PERSCO, Education/Libraries
• Better support and service to the customer
• Growth potential for our workforce
• Survival
• PBD 720, FOA Reachback, Joint Basing, Component
  MAJCOMs, AFSO21, Transformation, Competitive
  Sourcing
• Move Integrates wartime functions
• MSS (28 UTCs) SVS (97 UTCs) Force
  Sustainment

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Paradigm Shiftwithin the New Squadron

• Three Leadership Positions
• CC/Dir Strategic Leadership - Ensures Mission
  Accomplishment
• Deputy Shares Strategic Leadership
• Oversee Facilities Construction, Marketing, and
  Squadron Personnel
• Ops Officer Oversees Day to Day Operations,
  Readiness and Internal Training
• Professionalizes key overhead positions for
  Manpower Personnel
• Full time UDM
• Trained financial manager for all APF NAF funds
• Single oversight of squadron training
• Marketing

Strategic
Tactical
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Paradigm Shiftwithin the New Squadron

• Aligns ALS, FTAC, CAA NCO-PE in the Force
  Development Flt
• Establishes Base Training Office (Ancillary,
  Base, Civ Training)
• Places Airman Family Readiness in same flight
  both enable Airmen and support families
• Combines Casualty Mortuary w/ Airman Family
  Readiness
• Co-locates all personnel managementmil, APF
  NAF
• BLSDM centralizes CSS assets under MP flight
• Provides better service to CCs
• Learning org eliminates single points of failure
• CON CCs will absorb some non-core work (AFSO 21
  initiative)
• Combines all squadron readiness activities in
  single section reporting to the OPSO

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Force Support TransformationMerger Schedule
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Charleston
Andersen
Davis-Monthan
Aviano
Schriever
Andrews
Barksdale
Done Provisional
Laughlin
Edwards
Kunsan
Pope
Beale
RAF Lakenheath
Altus
Eielson
Incirlik
Shaw
Peterson
FE Warren
Ft Meade
Patrick
Langley
Grand Forks
Keesler
Minot
Columbus
Malmstrom
Hurlburt Field
09
Vandenberg
Hill
Misawa
Moody
Yokota
Robins
Vance
Seymour-Johnson
Ellsworth
Travis
McGuire
Holloman
Dyess
McConnell
Offutt
Tinker
McChord
Randolph
Tyndall
Whiteman
RAF Mildenhall
Buckley
Spangdahlem
Hanscom
Kadena
Sheppard
Goodfellow
Luke
Wright-Patterson
MacDill
Bolling
Lajes
Fairchild
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Elmendorf
Nellis
Hickam
Maxwell
Los Angeles
Eglin
Osan
Ramstein
Kirtland
USAFA
Little Rock
Scott
Cannon
Dover
Mountain Home
Lackland
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Thats All Org Stuff ...What about our People?

• We care about the impact on YOU, and we are
  sensitive to how these changes will affect you
• Presents both opportunities and perceived
  negative impacts
• Better long term upward mobility
• Near-term reduced prestige (Flight Chief
  Section Chief)
• Affects enlisted, officers civilians differently

Goal is to minimize the negative....maximize the
positive
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Civilian Impacts
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Civilian

• Whats Changed?
• Nature/focus of work changes
• Traditional base level MAJCOM work in some
  areas moves is eliminated or centralized
• Increased leadership opportunities
• Greatly increases span of control breadth of
  knowledge required
• More competitive for Mission Support Group Deputy
• Biggest Challenges
• Minimize impact during transition
• Open leadership positions to maximum extent
  possible
• Develop career path and training opportunities to
  prepare people for upward mobility
• CAR Career Path

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Career Path Integration(Strategic Level View)
High Level Leadership
A1 Enterprise Responsibility
FOA Director/Commander MAJCOM Director HAF/FOA/MAJ
COM Division Chief Mission Support Group Deputy
HAF Branch Chief MAJCOM Branch Chief FOA Branch
Chief Joint, ETC.
SQ Director SQ Deputy Director Operations Officer
Flight Chief
Intermediate Leadership
Flt Chief
Flt Chief
Flt Chief
CFM Responsibility
Leadership Technical
Leadership Technical
Section Chief
Section Chief
Section Chief
Technical
Technical

Personnel Specialist/Technicians
Manpower Specialist/Technicians
Services Specialist/Technicians
Education Services
Family Matters
Manpower
Services
Civilian Personnel
SARC
Instructional Systems
EEO
MEO
Military Personnel
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Officer Opportunities
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Officer

• Whats changing?
• Numbers down
• Command opportunities reduced
• Merging 37F 34M AF Specialties
• Greatly increases span of control breadth of
  knowledge required
• Relieve heavy deployments
• Focus of work changes
• Biggest challenges
• Creating an understandable career path
• Developing bridge training for our current
  officers
• Merging two training programs into single,
  comprehensive program

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Enlisted Opportunities
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Enlisted

• Whats changing?
• Numbers dropping
• Workload transfers
• Single SQ Superintendent

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Creating Competency

• Defining A1 High Level Competencies
• Developing Bridge Training Distance Learning
  Course
• Initial Skills Training
• Integrating Core, Specialized and Enhancement
  Courses

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High-Level A1 Occupational Competencies
Organization
Workforce Planning
Force Development
Performance
Program
Airman Support
Force Readiness
Design and
Management
Management
Development
Organizational
Financial Management and Budgeting
Organizing
Airman Support
Readiness/AEF
Assignments
Requirements
Performance
Manpower (OCR)
Support
Programming
Combat Support
Individual
Workforce Planning
Family Development Programs
Food Operations
Classification
Manpower (ACR)
Operations
Performance
Community Services and Recreation
Lodging
Education and
Training
Occupational Competencies--core functions
performed by all A1 Officer, Enlisted, and
Civilians
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A1 Competency Detail
Organization
Performance
Program
Performance
Force Development
Airman Support
Force Readiness
Workforce Planning
Design and
Management
Management
Management
Development
Base Realignment and
Base Realignment and
Programming Manpower
Programming Manpower
(EEO)/Military Equal Opportunity
(EEO)/Military Equal Opportunity
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A1 Education Training Continuum Model
Education Training Integration
Solution Enterprise Education Training
Continuum
Synchronize training opportunity with mission
requirements from initial skills to leadership
development
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Transformation Results

• Testimony from Combined Sq/CC Supporting OEF

• if you need care and feeding, you come to us
  -- human resources, something to eat, a place to
  stay, education/training, something fun to do.
  This gives us the ability to touch every Airman
  on a base multiple times every day The MSS-SVS
  merger works!
• Maj William Fischer,
• Bagram MSS/CC Jul 07

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A1 Transformation End of the Day

• Improved capabilities through efficiency and
  effectiveness
• Most of the changes will be transparent and
  under the hood to our customers
• Better force support and customer service
• Uninterrupted service during transition
• Location of some services may change as we
  consolidate resources

• Fulfilling the Air Force Priorities
• Winning todays fight
• Taking care of our A1 Community
• Preparing and conquering tomorrow's
  challengesTODAY!

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Way Ahead
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Questions?
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DoD Human Resources Career Program Initiative
Ms Mary McHenry HQ USAF/A1XT 6 March 2008
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Background

• Civilian Personnel Management Service (CPMS)
  developing OSD-level HR Career Program
• Civilian Human Capital Strategic Plan (CHCSP)
  2006 2010 Goal 4, Ensure the Department of
  Defense civilian HR community is strategically
  aligned and customer-focused, and provides
  measurable, leading-edge results
  http//www.cpms.osd.mil/
• DoD-wide HR Career Program Workgroup

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Objective

• To design a DoD HR Career Program
  supportive of the changing tactical and
  strategic role of the civilian HR business
  advisor serving in a pay-for-performance
  environment.
• -Deputy Under
  Secretary of Defense for Civilian Personnel
  Policy
• End-State Vision of the CPMS
  Career Program
• To have an enterprise-wide HR Career
  Program that is
• fully integrated into DoDs Business
  environment

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Enterprise-wide Framework

• Competency Model
• Collapsed 107 competencies to 27 core
  competencies
• Aligned with the three roles of the HR
  professional
• HR Specialist
• HR Advisor
• HR Strategic Advisor
• Career Development Program
• Training
• Certification Programs
• Mentoring
• Rotational Assignments
• General Work Experiences

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Competency Model
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How to use the Career Program

• HR professionals can use the Career Program to
• Find their current skill/competency level
• Perform a skill-gap analysis to identify areas
  needing further development
• Identify relevant training and/or developmental
  activities to fill the skill gap
• Find out where to seek help, DoD-wide and
  Component resources
• Information for supervisor and employees

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Way Ahead/Next Steps

• CPMS to finalize details
• Focus Group w/SME
• Certification
• HR Career Program Resource Guide
• Federal Competency Assessment Tool Management
  (FCAT-M), May 2008
• Civilian Personnel Policy Council approval

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• QUESTIONS??

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Civilian PSD Update

• Ms. Cindy Waechter
• AFPC/DPSSC

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AF PSD Development Spirals

• SPIRAL 1
• Begin Jun 06
• Transfer as worked
• Centralization
• --PSM
• --Unemployment Claims/Appeals
• --Priorities
• ---PPP Registration/Counseling
• ---PPP Requisitioning
• ---RPL
• ---Local Priorities
• Transformation
• --Retirement Initiatives
• --Supv Probationary Period
• --Staffing Tool Recruitment Model
• --cVIP
• --Referral Certificate Expiration
• --Out Processing
• --Civilian Records Updates

• SPIRAL 2
• Begin Apr 07
• Transfer Sep 10
• EMR Transformation
• --Length of Service
• EMR Centralization
• --Injury Compensation
• Staffing Centralization
• --Suspense Actions
• --Employee Record Inquiries
• --In-processing
• --Pre-employment Physicals

• SPIRAL 3
• Begin Oct 07
• Transfer Sep 10
• EMR Centralization
• --Performance Management Prgm
• --Award Program (excl local awds)
• --Tour of Duty / Hours of Duty
• --Leave Program
• Staffing Centralization
• --Drug Testing
• --Security/Suitability
• --Special Recruitment
• Training Centralization
• -- Annual Training Survey
• -- Annual Training Plan
• --Executing Training Requests
• --Budget Financial Resource Mgt

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AF PSD Development Spirals

• SPIRAL 4
• Begin Apr 08
• Transfer Sep 11
• EMR Centralization
• --Disciplinary/Adverse Actions
• --Non Disciplinary Actions
• --Performance Based Actions
• --Fitness for Duty Actions
• --Grievances
• --Appeals
• --Drug Abuse/Alcohol Program
• --Obtain Arbitrator
• Staffing Centralization
• --RIF/TOF/TOW
• --VERA/VSIP/VSIP II
• --Relocation
• Training Centralization
• --Required Training

• SPIRAL 5
• Begin Oct 08
• Transfer Sep 11
• Labor Centralization
• --Required Program Publicity
• --Required Training/Briefings
• --Union Agreement Administration
• --Union Agreement Negotiations
• --Union/Mgmt Grievances
• --Employee Grievances
• --ULP Charges
• --Third Party Proceedings
• --BUS Codes
• --Union Dues Withholding (DCPDS
• Payroll Integration)
• Staffing Centralization
• --Overseas Assignments/Return
• Rights

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Centralization Implementation/ Execution Plan
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Centralization Implementation/ Execution Plan
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AF PSD Key InitiativesSpiral 1

• Civilian Personnel Systems Manager (PSM)
  Initiative
• Centralization of PSM workload at AFPC
• Current status Responding to MAJCOM comments,
  clarifying process working authorizations
• Go live 6 months after obtaining authorizations
• Unemployment Claims
• Centralization of Unemployment Claims Processing
  Appeals at AFPC
• Current status Responding to MAJCOM comments,
  clarifying process working authorizations
• Go live 6 months after obtaining authorizations

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AF PSD Key InitiativesSpiral 1

• Priorities Initiative
• Centralize / automate all priorities workload at
  AFPC
• Local Priorities, Reemployment Priority List, and
  Priority Placement Program counseling,
  registration requisitioning
• Current status Package in coordination for
  AF/A1 concept approval

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AF PSD Key InitiativesSpiral 1

• Retirement Financial Literacy Education
• Pursuing AF funding to add functionality to
  Employee Benefits Information System (EBIS)
• Planning for Retirement
• Financial Planning
• New Employee Benefits Orientation
• Supervisory / Employee Probationary Periods
• Automate DCPDS supervisory notification 90 days
  prior to expiration of probationary periods
• DCPDS Change Control Board (CCB) approved
  requirement for vendor development
• Awaiting timeline

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AF PSD Key InitiativesSpiral 1

• DoD Enterprise Staffing Solution (ESS)
• Civilian Personnel Management Service (CPMS) to
  select and start implementation of replacement
  for RESUMIX (current staffing tool)
• Includes Entrance-on-Duty (EOD) and interfaces
  with DCPDS, etc.
• AF awaiting mid-March EXCOM (DoD executive
  committee) approval of 6 month ESS pilot plan
• Full AF deployment planned upon pilot completion

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AF PSD Key Initiatives Spiral 1

• Out-processing Initiative
• Goal eliminate Civilian Personnel Flight (CPF)
  out-processing forms preparation and delivery
  workload
• Systems statement of need forwarded to AFPOA
• Current status AFPOA working rough order of
  magnitude timeline and costing for SISWG approval

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AF PSD Key InitiativesSpiral 1

• Civilian Records Updates
• Inconsistent, incomplete, inaccurate career
  briefs used by Development Teams / Senior level
  review panels
• Simplify employee process for updating
  information
• Pursuing interim solution
• Employee updates duty title, organization /
  position level, supervisory level for non-federal
  / military assignments, and Professional Military
  Education (PME) via web application behind AFPC
  Secure
• 28 Mar 08 Anticipated go live date

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AF PSD Key InitiativesSpiral 1

• Length of Service
• To-be process squadrons prepare certificates,
  obtain signature present to employee
• Drafted DCPDS statement of need requesting
  functionality for base organizations to pull
  reports via CSU (Customer Support Unit)
  application
• Quick Response Cell (QRC) initiative to change
  approval authority for 10, 20, and 30 year
  certificates to Squadron CC or Director at
  installation level and to Director at MAJCOM
  level
• Current status Awaiting Mar 08 DCPDS CCB
  decision on systems requirements

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AF PSD Key InitiativesSpiral 2

• Injury Compensation
• Centralization of Injury Compensation workload at
  AFPC
• Held 16-17 Oct 07 working group with
  representative sampling of Dallas Districts base
  Injury Compensation Programs Administrators
• Held 27-28 Feb 08 AFMC working group
• Current status Finalize package begin routing
  for coordination and AF/A1 concept approval
• Anticipate partial AETC test to begin 1 Jan 09

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Take Away

• Numerous civilian PSD initiatives being worked
• Support of MAJCOMs CPFs to implement
• Funding and resources required for success
• Multi-year effort to complete centralization
• Largest transformation undertaking in Civilian
  Personnel history
• Keep Civilian Personnel community informed

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Headquarters Air Force Personnel Center