From the top: guidance and priorities of the CJCS: applying the guidance and priorities of the Chairman of the Joint Chiefs of Staff in the resource and financial management community.
On October 1, 2005, General Peter Pace, Chairman of the Joint Chiefs of Staff The Chairman of the Joint Chiefs of Staff is by law the highest ranking overall military officer of the United States military, and the principal military adviser to the President of the United States. (CJCS CJCS Chairman of the Joint Chiefs of Staff (US DoD)
CJCS Cathedral and John Connon School ), issued guidance to the Joint Staff, outlining both his priorities and enablers. To synopsize syn·op·size
tr.v. syn·op·sized, syn·op·siz·ing, syn·op·siz·es
To make a synopsis of; summarize.
[Greek sunopsizein, to sum up, from Greek sunopsis, , his guidance states: "The Joint Staff will be an agile, empowered, innovative, and results-oriented organization supporting CJCS in the execution of his duties as the principal Military Advisor to the President of the United States The head of the Executive Branch, one of the three branches of the federal government.
The U.S. Constitution sets relatively strict requirements about who may serve as president and for how long. , the Secretary of Defense, and the National Security Council." The Chairman's guidance is available at www.jcs.mil/.
General Pace's priorities are to win the war on terrorism Terrorist acts and the threat of Terrorism have occupied the various law enforcement agencies in the U.S. government for many years. The Anti-Terrorism and Effective Death Penalty Act of 1996, as amended by the usa patriot act , accelerate transformation, strengthen joint warfighting, and improve the quality of life of service members and their families. His enablers are organizational agility, speed of action and decision, collaboration, outreach, and professional development.
This article will examine some of the specifics of General Pace's guidance and its application to our resource management community. As you will come to understand, every element of the Chairman's guidance has direct application to our community, whether located at the Pentagon, joint or major commands or installations, activities, and units. It directly addresses how we as resource managers perform our missions and manage our organizations. We are charged with the accountability of resources, management of internal controls, and advising our commanders on the marginal application of increases or decreases in resources. As we perform our duties, it is critical that we understand and apply command guidance to our particular situations.
Information, perception, and how and what we communicate are critical. Resource and financial managers are dependent on written communication to inform subordinate activities of program, budget, and manpower guidance. We communicate in both formal and informal ways. The guidance we issue is the most direct means of communicating our command's priorities to others. How funds and manpower are allocated most clearly articulates what is important to the command.
However, the mere communication of data without a complete explanation of the commander's intent A concise expression of the purpose of the operation and the desired end state that serves as the initial impetus for the planning process. It may also include the commander's assessmentof the adversary commander's intent and an assessment of where and how much risk is acceptable during can result in confusion, misinterpretation, and misapplication misapplication,
n the use of incorrect or improper procedures while administering treatment; results from inadequacy in experience, training, skills, or knowledge. May also result from impairment or incompetence. by those receiving the information. Staffs spend days debating allocation of resources allocation of resources
Apportionment of productive assets among different uses. The issue of resource allocation arises as societies seek to balance limited resources (capital, labour, land) against the various and often unlimited wants of their members. , and those involved in the debate fully understand how and why the ultimate allocations are arrived at; however, those receiving the information usually do not. Therefore, it is essential that the guidance fully explain the commander's intent, what performance is expected from those who receive the resources, and what is to be accomplished.
Transformation is a willingness to embrace innovation and accept analyzed risk. There are not enough resources available for us to do the essential tasks required to accomplish our missions. And it is unlikely that we will be provided enough in the future. Consequently, resource and financial managers must lead the way to reengineer our business practices to make them less costly and more efficient. We must foster risk analysis and ensure that decision makers are fully aware of the risks involved in their decisions. Much of risk analysis involves exposing and examining the underlying assumptions that functional staffs make in identifying projects to be funded or decremented. Once those assumptions are identified, we must determine the probabilities of the likelihood of the assumption being correct, and then establish the means to mitigate the risk. This information must be presented to decision makers--and it is the resource and financial manager's job to ensure that this communication occurs.
Focus on transitioning from an interoperable to an interdependent force. The essence of this comment involves trust and the elimination of redundancy. One of the major issues facing both the Department of Defense (DoD) and its resource management community is the lack of trust and the resulting redundancy. In the resource and financial management world, it seems that the Office of the Secretary of Defense The Office of the Secretary of Defense (OSD) is part of the United States Department of Defense and includes the entire staff of the Secretary of Defense. It is the principal staff element of the Secretary of Defense in the exercise of policy development, planning, resource does not trust the services, the services do not trust their major commands, the major commands do not trust installations, activities, and units, and vice versa VICE VERSA. On the contrary; on opposite sides. . Lack of trust has been exacerbated by funding anomalies related to the Global War on Terrorism, such as having to "cash flow" the war, late appropriations and the need for supplementals, last-minute reprogramming Reprogramming refers to erasure and remodeling of epigenetic marks, such as DNA methylation, during mammalian development. After fertilization some cells of the newly formed embryo migrate to the germinal ridge and will eventually become the germ cells , unspecified reductions, unspecified efficiencies, and the pressure to obligate obligate /ob·li·gate/ (ob´li-gat) pertaining to or characterized by the ability to survive only in a particular environment or to assume only a particular role, as an obligate anaerobe. dollars to justify more dollars. It is essential that we trust each other, perhaps to the point that one resource management office supports numerous organizations. Trust develops from open and frank communication.
Bringing our people home alive and intact is Quality of Life Job #1. As stewards of taxpayers' resources, we are obligated ob·li·gate
tr.v. ob·li·gat·ed, ob·li·gat·ing, ob·li·gates
1. To bind, compel, or constrain by a social, legal, or moral tie. See Synonyms at force.
2. To cause to be grateful or indebted; oblige. to protect the dollars and comply with fiscal law. We also have a higher obligation to protect the well-being of our soldiers, sailors, airmen, and marines by reducing bureaucratic rules and infighting in·fight·ing
1. Contentious rivalry or disagreement among members of a group or organization: infighting on the President's staff.
2. Fighting or boxing at close range. . We must employ imagination and innovation in obtaining the resources our forces need. Even though it may be convenient to just say no to a new resource requirement, we must find the ways and means WAYS AND MEANS. In legislative assemblies there is usually appointed a committee whose duties are to inquire into, and propose to the house, the ways and means to be adopted to raise funds for the use of the government. This body is called the committee of ways and means. to support and protect the deployed force.
Overcome avoidance of risk and a reliance on consensus. One of the most difficult functions of resource and financial managers is to reach consensus--consensus of the staff and subordinate command A command consisting of the commander and all those individuals, units, detachments, organizations, or installations that have been placed under the command by the authority establishing the subordinate command. and activities about how to realize the priorities of the commander. Too often we succumb to compromise to avoid the risk of conflict and controversy. Although compromise may facilitate reaching staff agreement, it often results in unspecified reductions and suboptimal Suboptimal
A solution is called suboptimal if a part of the solution has been optimized without regards to the overall objective. "salami slice" cuts. While the result has the appearance of equity and agreement, it fundamentally fails our responsibility to provide the decision maker with the options and knowledge of risks needed to achieve his or her priorities. It is our job to help the decision maker make the hard decisions.
Who else needs to know what you know? The issue of information transparency is a problem to the resource management community. Within a bureaucracy, information is perceived as power; however, the failure to share information produces a major organizational weakness. The lingering environment of mistrust is caused partly by the lack of transparency in our data and information. The more that claimants know about what is happening and why, the more time they will have to anticipate and consider appropriate alternatives. Bottom line: Trust, transparency, and sharing information are essential among all levels of resource manangement organizations.
Build proactive outreach programs to nontraditional partners. In the words of the entrepreneur, we must "leverage our resources." To the degree to which we partner with the private sector and with local and state governments, other DoD components, other federal agencies, and other countries, we can stretch our limited dollars and manpower. For example, we may have land and facilities that can be put to joint use, thereby serving as a vehicle for generating resources or gaining no- or low-cost access to resources that those partners may have available. The leveraging of our limited resources is a necessity.
To do this, however, we must be willing to reduce redundancy, trust others, and accept risk.
Ensure that our subordinates, civilian and military, are positioned to succeed. Every resource and financial manager must make effective management of human capital a top priority. Not only do we owe it to our subordinates--military, civilian, and contractors--we owe it to the success of our organization and its mission accomplishment. We need to do succession planning Management Succession Planning
In organizational development, succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players — such as the chief executive officer (CEO) — . We need to monitor our people's performance and growth. We need to give them the opportunity to go to school and cross-train in other positions. The better we train our staff members, the more capable they will be in getting the job done.
What capabilities, you ask? How many of our people understand and use Lean Six Sigma Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster. , performance budgeting, capabilities-based planning, risk analysis, matrix management, normalization In relational database management, a process that breaks down data into record groups for efficient processing. There are six stages. By the third stage (third normal form), data are identified only by the key field in their record. , joint capability areas, statistical sampling, balanced scorecard Balanced Scorecard
A performance metric used in strategic management to identify and improve various internal functions and their resulting external outcomes. The balanced scorecard attempts to measure and provide feedback to organizations in order to assist in implementing , and contracting? If they don't, what are we doing to get them up to speed? Our resource management organizations will be only as innovative as our people. We must train and develop our staffs--we must become learning organizations.
We are in a period of major transition and transformation throughout the DoD. We also are in a period of declining resources. The Department's success will depend largely on how well the resource and financial management community performs in employing more efficient and effective practices. We must do this while continuing to perform our day-to-day stewardship responsibilities. Our success will depend on our willingness to lead change, to build trust at and between all levels, to understand and accept risk, to develop open and transparent databases, and to develop our workforce. To quote again from the Chairman's guidance, we must "be an agile, empowered, innovative, and results-oriented organization."
Did You Know ...
41,507 Number of civilian defense financial managers (GS 500 series) in the Department of Defense as of September 2005, according to the Office of Personnel Management
10,340 Number of active duty military personnel with a financial-related occupation code as of August 2005, according to the Defense Manpower Data Center The Defense Manpower Data Center (DMDC) serves under the Office of the Secretary of Defense to collate personnel, manpower, training, financial, and other data for the Department of Defense.
7.7 The average annual percentage pay raise for General Schedule civilians during the past 10 years, according to data supplied by the OSD (1) (On-Screen Display) An on-screen control panel for adjusting monitors and TVs. The OSD is used for contrast, brightness, horizontal and vertical positioning and other monitor adjustments. Comptroller
4.0 The average annual percentage across-the-board raise for military personnel during the same period
2.2 The average annual percentage increase in the consumer price index (CPI-W CPI-W Consumer Price Index for Urban Wage Earners and Clerical Workers ) during this period
4,523 Average number of civilian financial managers in each of the other 14 cabinet-level agencies
385 Number of civilian financial managers in the cabinet-level agency with the fewest such personnel (Department of Education)
5 The number of years out of the last eight when Congress failed to enact the main defense appropriation bill by the beginning of the fiscal year
74 Average number of days the Congress was late during those 5 years
10,409 Number of those financial managers who are age 55 or older
3,103 Number of those financial managers who are younger than age 25
Colonel (Retired, U.S. Army) David B. Berg is the director of Execution Education for the Whitman School of Management, Syracuse University A member of ASMC ASMC American Suzuki Motor Corporation
ASMC American Society of Military Comptrollers
ASMC Association of Sales & Marketing Companies
ASMC Advanced Semiconductor Manufacturing Conference
ASMC Area Support Medical Company
ASMC American Small Manufacturers Coalition , he is on the Society's Certification Commission and the Editorial Board.