Defense Senior Leader Development Program DSLDP

1. Defense Senior Leader Development Program (DSLDP) Informational Briefing

2. To provide structured learning opportunities to enable the deliberate development of a diverse cadre of senior civilian leaders with the enterprise-wide perspective and competencies needed to lead people and programs and achieve results in the Joint, interagency, and multi-national environments.

3. DSLDP: A Succession Management Strategy DSLDP is a critical part of DoD�s leadership pipeline Although not a formal Candidate Development Program, DSLDP: Supports DoD Directive 1403.03 expectation: �SES career executives�shall exhibit enterprise-spanning perspective�� Aligns with official DoD Civilian Leader Development Framework, Continuum and Competencies PDUSD(P&R) and DUSD/CPP: DSLDP graduates will be �highly competitive for future executive-level positions� Aligned with 21st Century SES initiatives, workforce planning and competency-based imperatives Will synchronize with emerging National Security Professional development initiatives

4. DoD Civilian Leader Development Framework The DoD Civilian Leader Development Framework and Continuum support the Department Human Capital Strategic Plan to develop world class leader across the Department. This is the DoD Civilian Leader Development Framework. The framework is modeled after the Office of Personnel Management, Executive Core Qualifications. However, the DoD has augmented the OPM model to address the leadership competencies that Defense leaders need to meet the 21st century national security mission. Note the sixth competency, this is new. The Enterprise-wide Perspective and its two underlying competencies, Joint Perspective and National Security are specific to DoD.The DoD Civilian Leader Development Framework and Continuum support the Department Human Capital Strategic Plan to develop world class leader across the Department. This is the DoD Civilian Leader Development Framework. The framework is modeled after the Office of Personnel Management, Executive Core Qualifications. However, the DoD has augmented the OPM model to address the leadership competencies that Defense leaders need to meet the 21st century national security mission. Note the sixth competency, this is new. The Enterprise-wide Perspective and its two underlying competencies, Joint Perspective and National Security are specific to DoD.

5. The DoD Civilian Leader Development Continuum identifies the competencies that DoD leaders need to obtain proficiency in as they progress through the leadership ranks. The continuum will help leaders plan for their development as they prepare for increased responsibilities, regardless of where they fall on the continuum.The DoD Civilian Leader Development Continuum identifies the competencies that DoD leaders need to obtain proficiency in as they progress through the leadership ranks. The continuum will help leaders plan for their development as they prepare for increased responsibilities, regardless of where they fall on the continuum.

6. Nomination and Selection Eligibility: Permanent, full-time DoD civilian GS-14/15 or equivalent; NSPS Band 3 Baccalaureate degree as required for admission to PME One year supervisory experience (may be waived upon Component recommendation) Minimum standard for proficiency of ECQ competencies Component nomination Rigorous DoD level selection process � ECQ-based Assessment center Board selection Leadership ratification of selections

7. Assessment Center Aligned with OPM ECQs; validated and merit-based Contractor run Centrally administered to all nominees; to be scheduled in Fall 2008 Interactive; simulates a day in the life of a leader Results evaluated by trained assessors Results considered by Board in selection Competency results provided to nominees; drives Individual Development Plans for those selected

8. Involvement of DoD Leadership Successful development programs include hands-on leadership involvement DSLDP will engage DoD leadership (SES and GO/FO), through DEAB, to include: Manage participants: Selection, IDP, Progress, Completion Guide leadership curriculum: Seminars, SMEs

9. Senior-Level Professional Military Education (PME) Defense-focused Leadership Seminars Individual Development DSLDP Program Elements

10. Professional Military Education Senior-level PME Certified JPME Resident (rare exception for non-resident program) Different Component, or NDU; Component to recommend slating Slating (primary and alternate) finalized by Executive panel Attendance in the 2009/2010 academic year Other Will attend a graduate-level foundation course in national security prior to the start of PME, if needed Future consideration may be given to alternative means of developing Enterprise competencies (potential link to National Security Professional development initiatives)

11. Defense-focused Leadership Seminars Emphasizes Enterprise-wide Perspective Supports DoD Civilian Leader Development Framework and competencies, including ECQs Facilitates application of joint leadership competencies and experiential learning Blends academic foundation, best practices, Defense focus, active learning Participants attend 4 seminars as a cohort (1st in Feb 2009) Promotes interchange with SMEs from across DoD Content developed around a framework of public policy, public/business administration and international relations

12. Defense-focused Leadership Seminars (continued) Focused on timely Defense issues selected by DoD leadership; sponsored by a key Defense official Seminar focus strategy: Before PME: Joint Leader, Interagency Focus After PME: Multinational Focus, Capstone Experiential: Seminar structure enables participants to apply academic-based learning to �real world� issues confronting senior DoD leaders Vendor: C2 Technologies, Inc. University Partners: Georgetown (primary); George Mason; UMass Will collaborate with vendor on identifying specific �hot topics� Can leverage vendor/university technology to provide other offerings, e.g., Webinars, Author series

13. Individual Development Development tailored to meet individual needs Competency gaps identified by assessment process/senior advisors/Component recommendations An enterprise-spanning experiential activity is required (options are: action learning projects, developmental assignment, collateral duties (e.g., task forces, IPTs, working groups) Collaboration between Components and DSLDP Program Office Documented in Individual Development Plan Executive Panel review and approval of IDPs DSLDP and Component work together to build competency strengths and close any gaps SES or GO/FO mentor recommended to: provide honest feedback, sharpen competencies, and challenge/stretch for more complex responsibilities

14. Progress Reviews Planned at least annually with the Executive panel Component stays involved Honest feedback Ensure adequate progress through program Discuss exit strategies, if needed

15. Completion and Graduation Completion Standards: Completion of all cohort seminars, PME, and all activities on approved IDP Targeted completion: 2 years Readiness determined by Executive Panel Structured assessment tool Ensure graduates meet or exceed targeted proficiency levels per DoD Civilian Leader Development Framework Graduation: Periodic opportunities to graduate Certificate indicates proficiency necessary for enterprise leadership

17. What Component Leaders Can Do Incorporate DSLDP into organization�s strategic plans and succession management strategies With DSLDP Program Office, market this program to targeted audiences Encourage and support managers� efforts to: Nominate the very best and brightest candidates Take time to provide meaningful and honest feedback to nominees on competency strengths, weaknesses and gaps Support and plan for utilization of participants Encourage active participant engagement in DSLDP activities Provide developmental opportunities for DSLDP participants Serve as mentors to future leaders Seek out DSLDP graduates and participants when filling leadership positions

18. For More Information Component POCs See http://www.cpms.osd.mil/ASSETS/37D8DB325F734FCF85E217C6A2CBEC8B/Component%20Contacts.PDF  Central email: dsldp@cpms.osd.mil Central phone: 703.696.9623 Web site: http://www.cpms.osd.mil/jldd/DSLDP/DSLDP_Program.aspx  David Rude, DSLDP Program Manager Phone: 703.696.9637 Email: david.rude@cpms.osd.mil