The Defense Financial Management Course ... from a recent student's perspective.
From February 13--March 3, 2017, I attended the Defense Financial Management Course (DFMC) hosted at Maxwell Air Force Base in Montgomery, Alabama. DFMC is just one course of a trio offered at the Defense Financial Management & Comptroller School (DFM&CS). Other courses include the Professional Financial Management Course (PFMC) and the Defense Decision Support Course (DDSC). Chances are a coworker of yours has attended one or more of these courses with great results.The following is a look at the historical purpose of the schoolhouse and DFMC followed by a summary of my DFMC experience, which earned it my highest recommendation as your next professional continuing education endeavor. Genesis
The seeds of the DFM&CS date back to 1965 when Mr. Robert Anthony, Assistant Secretary of Defense (Comptroller), directed Mr. Leonard Marks, Jr., Assistant Secretary of the Air Force (Financial Management) to conduct a study to determine if the Department of Defense (DoD) adequately educated comptroller personnel and all similar managers in DoD on the financial aspects of their jobs. (1) The next year, a joint service task force of Navy, Army, and Air Force leadership was established to execute a study concerning financial management (FM) education in the DoD. Those executing the study focused on in-place training and education programs for financial managers supporting comptrollership functions. A decade earlier Public Law 84-863 outlined a Secretary of Defense and military department mandate to achieve and maintain FM proficiency in the interest of good stewardship of public funds for national defense. Study findings indicated different ideas of generalist and specialist comptrollership among the Army, Navy, and Air Force. (2) One key finding included the tendency of military departments to accept less professional comptrollership competency than Public Law 84-863 mandated. The Services responded with professional education offerings. (3)
During the 1970s, military service representatives and the DoD Comptroller received a recommendation to make the Professional Military Comptroller Course (PMCC) available to the armed services and other DoD agencies. (4) The Army and Navy expressed support by providing one faculty member from each Service. Soon after, PMCC shortened to 8 weeks, student attendance increased, and a new name appeared--the Professional Military Comptroller School. Since the 1970s, the annual course offerings have decreased as has course length. Curriculum content also changed to bring relevancy and academic credibility to the course. The increasingly explicit focus of being Defense-wide and joint also emerged. In the interest of schoolhouse efficiency and effectiveness, the DFM&CS faculty began conducting four in-residence DDSCs, six mobile DDSCs, and four in-residence DFMCs in FY10.
Moving Financially Forward
This is where my summary of attending DFMC begins and the resultant recommendation for interested peers to attend. Today, DFMC is just 14 academic days (or three work weeks) in residence and about 40 hours of pre-arrival coursework. At the conclusion, individuals have completed the highest level of Defense Financial Management Certification Program requirements: Level 3. In addition to this benefit of DFMC completion, students are exposed to their sister Services, and agencies of the DoD's "4th Estate" (i.e., Office of the Secretary of Defense, Office of the Inspector General, Joint Chiefs of Staff, Defense Agencies, and Field Activities), which facilitates the goals of a joint environment of learning. The course can be used to fulfill continuing professional education requirements, and college students can use the course to fulfill some academic requirements. In my DFMC session of about 30 students, the group ranged from their 20s to 50s, came from across the globe, and primarily belonged to the Air Force and Army with a healthy peppering of those of the 4th Estate. We discovered Air Force attendees usually occupy the majority of each course, and future courses could benefit from better representation of other Services and agencies for a more effective joint experience among peers. In a Project for Change assignment, a group developed and evaluated alternatives to improve student participation and diversity in DFMCs. The group determined strategic communication about DFMC sessions would help achieve a higher return on investment of DoD's tangible and intangible resources for the benefit of employees and the DoD as a whole. That project was just one example where the knowledge and skills attained during a decision support component of instruction were applied for a real world recommendation to achieve desired results.
DFMC consists of a leadership and communication, DoD strategic and financial management environment, and decision support triad of components. For each component, the graduate level content includes teamwork, communication, and active participation whether in an auditorium or small seminar environment of instruction. When students are not actively applying and honing their knowledge, skills, and abilities, distinguished guest speakers are providing presentations concerning a wide range of continuously changing subject matter related to the course.
You may be curious about the DFMC evaluation process. Students' success is measured using exams (a pre-test, a mid-course, and a final assessment), written and oral presentations (group and individual), seminar participation (small groups of the larger course), and exercises (mostly small groups). Active participation is a must! Active participation means completing readings (mandatory, and optional where possible), contributing during discussions, and posing questions for wider consideration. Examinations include a mixture of multiple choice and essay questions from the course content, which is interactively reviewed before each assessment. The idea of so many ways to evaluate allows for more holistic assessment of students and maximum methods of feedback for course improvement and sustaining relevant curriculum. Perhaps one of the favorite assessments of DFMC was the True Colors Personality Assessment--an opportunity to reflect and better appreciate your personality and the personalities of those around you. (5)
Expect to be in recently renovated on-base lodging if you are fortunate enough to attend. The facilities are within a brief walk to the schoolhouse--even in heels!
Many returned to their rooms for lunch and a siesta, walked to the golf course's dining options, used the break room, or hitched a ride to the bowling center, off-base venues, or other errand running sprees in the comfortable time allotted for lunch. A handful of peers dedicated a few high-value lunches to improve their public speaking through Speak Easy, an elective modeled after Toastmasters. (6) It's safe to say both students and faculty were pleased with the Speak Easy experience and results. However, Speak Easy was just one portion of the presentation and speaking skill development opportunities afforded during DFMC.
When class is out students are also welcome to explore the area, which is rich with history and opportunities. As a class and in smaller groups, many took to the golf courses, bowling (faculty versus students), and dinner followed by karaoke. A few of my peers toured both nearby and more distant areas including visits to the Air Park on base, Rosa Parks Museum, Eglin Air Force Base in Florida, Scott and Zelda Fitzgerald Museum, Martin Luther King Jr. National Historic Site, and the debated original home of Mardi Gras--Mobile, Alabama. Others found fun with Officer Club bingo nights and local casinos. Of course, we all expanded our network of subject matter experts to become a better force one link at a time whether it was reimbursable know-how, civilian pay nuances, or learning of opportunities for future career moves. Many peers formed bonds with the fabulous faculty that continuously occupy the coveted billets of DFMC. Because of our facilitating faculty and experiences, each of us also gained valuable team building exercises and lessons for immediate application at our home duty stations.
In closing, be advised the DFMC nomination and selection process varies by Service, agency, and organization. Stay vigilant and engaged in the process to better your chances of securing a seat in this stellar professional continuing opportunity. I'm confident you won't regret the opportunity. For class schedules of DFM&CS, please check the following site: http://www.airuniversity.af.mil/Eaker-Center/DFMCS/ Schedule/
Jennifer Miller, DBA, CDFM-A, CGFM, DFMC2
Dr. Miller is a Deputy Branch Chief and Cost Analyst of the National Guard Bureau Headquarters' Joint Staff in Virginia. In this role she serves both the Army National Guard and Air National Guard. Prior to her current assignment, she supported the Air Force and Army at installations along the east coast. Jennifer is a Certified Government Financial Manager, and a Certified Defense Financial Manager with acquisition specialty. She is a proud member of ASMC's Washington Chapter.
(1) Air University. (2016). Defense Financial Management & Comptroller School (DFM&C) History. Retrieved from http://www.airuniversity.af.mil/Eaker-Center/DFMCS/Display/ Article/984254/
(2) Ibid 1
(3) Ibid 1
(4) Ibid 1
(5) Air University. (2016). The Defense Financial Management Course (DFMC). Retrieved from http://wvm.airuniversity.af.mil/Eaker-Center/DFMCS/Display/Article/984215/
(6) 6 Ibid 5
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| Author: | Miller, Jennifer |
|---|---|
| Publication: | Armed Forces Comptroller |
| Date: | Jun 22, 2017 |
| Words: | 1448 |
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