Congressional Testimony - EXCERPTS FROM STATEMENT OF DR. DIANE M. DISNEY

Program Manager, July, 2000

BEFORE THE MILITARY READINESS SUBCOMMITTEE HOUSE ARMED SERVICES COMMITTEE

CIVIL SERVICE SUBCOMMITTEE HOUSE GOVERNMENT REFORM COMITTEE

Overview of Civilian Personnel Issues * March 9, 2000

Editor's Note: The following text is an excerpt from testimony by Dr. Diane M. Disney on the subject of "Investment in Education and Training." To read the entire text of her testimony, "Overview of Civilian Personnel Issues," go to http://www.defenselink.mil/dodgc/lrs/docs/test00-03-09Disney.htm

The primary value of workforce projections is that they enable managers to allocate resources toward meeting future needs. In the 1990s, DoD managers were pleased that implementation of the Gold-water-Nichols Act had been yielding an officer corps that was more highly educated with a stronger joint perspective than ever in the past. However, there had not been a similar investment on the civilian side. To the contrary, civilians tended to remain occupationally stove-piped despite the fact that their jobs were becoming broader and their responsibilities more complex. They had very few opportunities for developmental assignments and little exposure to national security decision making. Clearly, a change was needed.

That change came when, in response to recommendations from the Commission on Roles and Missions of the Armed Forces, DoD created its Defense Leadership and Management Program (DLAMP).

DLAMP -- Preparing DoD Civilians to Become Key Leaders

Since its Directive was signed in 1997, DLAMP has been DoD's first systematic, Department-wide program to prepare civilians for key leadership positions at the GS-14, GS-15, and Senior Executive Service levels. Aimed at DoD employees currently at the GS-13, 14, and 15 levels, DLAMP requires a one-year rotational assignment outside one's occupation or Component; at least a three-month course in professional military education at the senior level; and at least 10 advanced-level graduate courses in subjects important for Defense leaders (in a format similar to a Defense-focused M.B.A). These activities are completed over six to 10 years. Competitively chosen for admission, each participant also has a personal mentor to provide guidance throughout the multi-year effort.

With the orientation of its fourth class (258 participants) on Feb. 22, DLAMP now has some 1,100 participants. Currently, 83 are enrolled in the 10-month PME courses at Senior Service Schools for the 1999-2000 academic year, 98 have already completed one of these 10month courses with their military counterparts. Team-taught graduate courses began on Feb. 23, 1998. As of two years later, the program has conducted 82 graduate courses, with 1,227 students in attendance. Approximately 65 additional graduate courses will be conducted through the remainder of Fiscal Year 2000. In addition, this program is serving as a model for similar efforts in several other countries.

Expansion of DLAMP, Introduction of DLAMP Preparatory Program

The success of DLAMP has heightened awareness of the need for similar investments in the civilian workforce, both in terms of leadership skills and in terms of occupational knowledge. Because our research has indicated that higher-level DoD positions are filled overwhelmingly by people who have spent some time within the Department, it is essential that DoD invest in its civilian cadre. To that end, the Defense Science Board's Task Force on Human Resources Strategy recently issued a strong endorsement of DLAMP's expansion and a recommendation for a DLAMP preparatory program for employees at the GS 9-12 levels. This was accompanied by a recommendation to expand efforts to recruit and develop interns on both the specific occupational tracks and on the higher levels as Presidential Management Interns.

Payment for Degrees and Certificates

To add strength to this area, the Task Force said that DoD should continue with its planned efforts to seek legislative flexibility to permit payment for degrees and certificates in relevant fields of study.

Reorganization and Developmental Assignments

As you are aware, the Defense Acquisition University is being reorganized to provide better-targeted education and training for its students. In another area, the Intelligence Community has created a special Assignment Program to ensure that future intelligence officers have a well-rounded preparation as well as a deep grounding in specific areas. This program encompasses two-year developmental assignments across agencies, as well as specific coursework; completion will be required for Intelligence Community Officer designation in the future.

DoD's Commitment

These examples serve to indicate the Department's commitment to developing new ways to improve the skills and education of its civilian employees to enable them to meet increasing challenges. It also underscores our recognition of the importance of providing a strong, informed, capable infrastructure to support the military.