AFComptrllr-SPRING2015_Final

ARMED FORCES
ComptrollerVOLUME 60, NUMBER 2 SPRING 2015
ContinuousLearning:
Pathway toFinancial
Management Excellence

1The Journal of the American Society of Military Comptrollers n
ARMED FORCES
ComptrollerThe Journal of the American Society of Military Comptrollers
PUBLICATION STAFF
Executive Director and Editor: Al Runnels, CDFM
Editorial and Production Coordinator: Kathryn Grandstaff-Bradford
Graphic Design: Tom Sadowski, Goetz Printing
EDITORIAL BOARD
Editorial Board Chair: Terry Placek
Michelle Dunning • Irma Finocchiaro, CDFM • Barbara Gilchrist, CDFM-A
• Col. Sam Grable, CDFM • CAPT James Passarelli • Dick Reed •
Ivonne Reid-Borland, CDFM • Lt. Col Louise Shumate, CDFM • Lisa St. Andre • April Harris
IDENTIFICATION STATEMENT
The Armed Forces Comptroller (ISSN 0004-2188) is published quartery.
Office of publication is:
American Society of Military Comptrollers
415 N. Alfred Street, Alexandria, VA 22314-2269
telephone: (800) 462-5637 or (703) 549-0360
fax: (703) 549-3181
Subscription price is $15.00 for libraries and/or organizations; $18.00 for foreign.
Copyright 2014 by the American Society of Military Comptrollers.
ADVERTISING IN THE ARMED FORCES COMPTROLLER
Armed Forces Comptroller accepts a limited number of advertisements,
with preference given to corporate members of the American Society of Military
Comptrollers. For information on the advertising program, please contact us
at (800) 462-5637 or (703) 549-0360.
HOW TO CONTACT ASMC
415 N. Alfred Street, Alexandria, VA 22314-2269
telephone: (800) 462-5637 or (703) 549-0360
fax: (703) 549-3181
e-mail: asmchq@asmconline.org • web site: www.asmconline.org
Periodicals Postage paid at Alexandria, VA and at additional mailing offices. POSTMASTER:
Send address changes to Armed Forces Comptroller, 415 N. Alfred St., Alexandria, VA
22314-2269. Opinions of contributors do not necessarily represent official positions of
DoD, USCG, or ASMC. The opinions are of the author(s). Material in this publication may
not be reproduced in any form without written permission. Submissions to the Armed
Forces Comptroller, such as Chapter News or articles, as well as correspondence
pertaining to this periodical, should be sent to the Office of Publication. Address
changes should be sent to the office of publication.
As a member of the American Society
of Military Comptrollers, I pledge to:
Be guided in all activities by loyalty
to the highest principles, always
remembering that public office is
a public trust.
Refrain from activities which are in
conflict with the public interest or are
discreditable to the Society, and to
avoid activities which create the
appearance of such conflict.
Exercise diligence, objectivity and
integrity in professional activities, ever
aware of the responsibility to
eliminate improprieties.
Refrain from the transmission or usage,
for personal gain or advantage, of
information obtained in the
professional environment.
Carefully earn and continuously
protect my reputation for good moral
character in comptrollership.
Recognize that professional example
will influence associates and efficiency.
Continuously strive to increase my
professional knowledge and skills to
improve service and value to
associates and the Society.
Extend the same consideration to
the rights and interests of others that
I seek for myself.
Respect the professionalism of
fellow members and work with them
to promote the goals and programs
of the Society.
Pledgeof
Professionalism
ASMC… serving the
financial community in the
Department of Defense
and the Coast Guard.
VOLUME 60, NUMBER 2 SPRING 2015

2 n Armed Forces Comptroller Spring 2015
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FEATURES
ARMED FORCES
ComptrollerThe Journal of the American Society of Military Comptrollers
6 24 39 42
DoD FM Certification Program:
Getting Started
Kellie O’Mara-Gordon
Just Another Certificate on the Wall?
Major Sabine Peters
DoD Certification Program:
Challenging and Rewarding
Col Andrew Hyatt
An Update on DoN’s Journey to
Implementing the DoD FM Certification
Program
Debbie Ogledzinski
Financial Management Training in the U.S.
Coast Guard: Animal. Mineral, or Vegetable?
Capt James Passarelli
Dod FM Certification Program:
On-Boarded and Working each
Achievement via Record Learning
Christopher Lyew-Daniels
Building Training and Creating Learning
to Sustain Future Excellence
Shar Kaina
Data Analytics: School, Work, and World
Jennifer Miller
Book Review: “Why Leaders Fail”
Lt Col Brandon Lucas
U.S. Army Financial Management School
Launches Two Courses in Partnership
with the University of South Carolina
Capt Brandon Broadus
Syracuse University’s Defense Program
David Gardner
From the National President
Kathy Miller
From the Executive Director
Al Runnels, CDFM
6
10
18
20
24
28
39
42
4
ASMC NATIONAL
5
Worldwide Chapter News
DEPARTMENTS
inthisissue…
14
50
54
46
56

s my tenure as ASMC National President comes to a
close over the next two months, I thank the members
of our National Executive Committee, our Executive
Director, the National HQ Staff, and our Chapter
Presidents for their leadership and service in contributing to the
education, training, and professional development of the defense
financial management community.
Special thanks also to our Editorial Board for the selfless work
they do in support of maintaining the quality and value of our
Armed Forces Comptroller journal and, most importantly, to the
authors for taking the time to share their perspectives with us.
This edition of our journal appropriately focuses upon the theme
of “Continuous Learning: Pathway to Financial Management
Excellence.” The need for continuous learning and excellence
cannot be overstated, especially in this challenging fiscal
environment wherein DoD financial managers work critical actions
toward ensuring the auditability of DoD financial statements,
while also providing timely and relevant information and analysis
to decision-makers. This edition of our journal contains several
articles focused on the DoD FM Certification Program (DoD
FMCP), as well as an article about US Coast Guard training.
This year has been another productive year for ASMC in
supporting its members training and professional development
needs. We surpassed the 7,000 threshold of active CDFMs early
in the year and now stand at approximately 7,200 (13% of the
54,000 defense financial managers (FMers)). Considering the
focus FMers must place on achieving the requirements of the
DoD FMCP, the continuing growth in CDFMs is impressive. In
preparation for the upcoming 2015 PDI in New Orleans, the
ASMC Professional Development Committee has put together
another great program of learning, including Mini-courses in
support of the DoD FMCP, as well as many other workshops to
update participants on the latest in FM policy and operations. To
further enable CDFM candidates to successfully pass the exams,
the HQ staff has successfully developed Enhanced Defense
Financial Management (EDFM) Refresher Module training. They
have also started development of short (one hour) virtual training
courses on specific CDFM competency areas; EDFM Module 1.1
“The Resource Management Environment” will be introduced
soon, with other short courses to follow. ASMC HQ is working on
a very important project to update CDFM Module 1 through 4
exams and associated textbooks, with completion expected by
October of this year. Our chapters continue to conduct training
events (including several Regional and local PDIs), presenting
valuable continuous learning opportunities for both member and
non-member financial managers. Lastly, I am pleased to
mention that ASMC maintained its clean opinion on its financial
statements audit and, very noteworthy, had no findings.
I wish each of you all the best in the challenging years ahead
and I thank you for your dedicated and professional service to
our nation. It has been an honor and pleasure to work with you
in continuing to build upon ASMC’s 65-year legacy of support to
our profession.
A
FROM THE NATIONAL PRESIDENT
Kathy Miller
ASMC NATIONAL

particularly want to thank Ms. Kathy Miller for her outstanding
leadership and dedication to ASMC in serving as our National
President over the past year. She and our 2015 National
Executive Committee have provided exceptional guidance
as the National HQ staff works several strategic initiatives; such as,
providing more virtual learning opportunities, updating CDFM
(including Acquisition) exams and textbooks, restructuring and
improving our information technology network and capabilities,
and preparing for the ASMC 2015 National PDI.
I also thank our authors for their contributions to this important
edition of our Armed Forces Comptroller journal, which (among
other articles) provides information and updates regarding the DoD
FM Certification Program and US Coast Guard FM training. Certainly,
the pursuit of excellence in financial management operations and
results requires a focus on workforce continuous learning.
I am pleased to report that preparation for our National PDI in New
Orleans is going well. My thanks to everyone, especially to Ms. Pat
Tyler who serves as coordinator of our PDI content and works with
me, Ms. Audrey Davis (Chair of our 2015 Professional Development
Committee), and the PDC members, all of whom make our National
PDI the respected training event that it is. As we did last year, in
addition to providing workshops focused upon the latest
information on key financial management subject areas, we are
providing DoD FMCP aligned Mini-courses that will provide
participants direct credit toward meeting DoD FMCP requirements.
Also, since participation in our National PDI is more limited than it
was several years ago (obviously due to funding and other
considerations), for some of our active CDFMs and others who will
not be able to attend, our Virtual PDI 2014 is still available and
contains approximately 100 hours of learning content for only
$99.00 or about $1 per continuing professional education credit.
Lastly, related to virtual learning opportunities, in November we
conducted a special “live on-line instructor-led” Module 1 training
course and will soon announce (through our website) a schedule
of “live on line, instructor-led" training opportunities for individuals
to purchase, schedule, and complete from the comfort of their
homes or any other remote location.
Thank you for your dedicated service to our nation and for your
contributions to DoD and USCG financial management. Special
thanks and blessings to the families and friends of those who
have sacrificed much or all for our nation.
FROM THE EXECUTIVE DIRECTOR
Al Runnels, CDFM
I

DoD FM Certiﬁcation Program. Getting Started – It’s Easier than You May Think!
here are three websites associated with the DoD
FM Certification Program: FM Online, FM myLearn
and the DoD FM LMS. Each one stands alone and
each has a specific role – but using them together
will help you succeed in the DoD FM Certification
Program.
What website do I use for the program?
FM Online – this is a great place to start! You can find information
on DoD policy, the civilian leadership development model, and
websites to various DoD Components, as well as the Certifica-
tion Program. FM Online is the central website where you can
find information about the DFMCP, including training resources,
templates and forms, as well as links to FM myLearn and the FM
LMS. Front and center is the latest newsletter, announcements of
new web-based courses and a link to DoD Instruction 1300.26,
which governs the Certification Program.
FM myLearn is our e-catalog, hosting over 2,200 courses, includ-
ing 463 that are Web-based Training (WBTs). Of those, 48 courses
(as of 5 Mar 2015) were created by the Office of the Under
Secretary of Defense (Comptroller) (OUSD(C)) specifically for the
DFMCP. This site also offers one avenue for you to access and
complete OUSD(C) developed web-based training. If you have a
training gap and there is no WBT yet developed, watch the DFMCP
newsletter and the DFMCP LinkedIn site for new course
announcements. The OUSD(C) goal is to offer at least one WBT
course for each FM competency by the end of fiscal year 2015.
The DoD FM LMS is a commercial-off-the-shelf (COTS) product,
used by DoD and non-DoD organizations. For those of you who
have worked with a COTS system, you know there are limitations
imposed by the owner/developer. Since other organizations use
the LMS, we are limited in content that may be customized. For
this reason, the OUSD(C) developed detailed job aids, LMS WBTs,
and videos to help you navigate the LMS. As the official system
of record for the DFMCP, the FM LMS documents your progress
and contains all OUSD(C) WBTs.
How do I….?
A. Get started? The best way to start is to gather past training
documentation, certificates, and college transcripts. Go to FM
Online and download the Learning History Worksheet for
your certification level: https://fmonline.ousdc.osd.mil/FM
CertProgram/TemplatesForms.aspx/. We developed this
spreadsheet to help you align prior training to the FM
competencies and identify where you need additional training.
B. Find which of my courses align to the competency (and
proficiency) requirements? To do this, you need to find your
course in our e-catalog, FM myLearn. There are different ways
to find your courses. You can use the key word search at the
top of the page or you can search by Component/Organiza-
tion, Schoolhouse, subject area, competency or even profi-
ciency level. When doing a key word search, remember to
click on each of the search result categories: “current active,
“inactive,” “Non-DoD,” and “Commercial” to determine if your
course is listed. Once you start searching, pay attention to
the filters at the top of the search page, because you’ll need
to clear them to avoid narrowing your search too closely. You
can clear the filters either by clicking in the filter or by clicking
on FM myLearn Home.
Once you have found your course, click on the title, read the
description and find the FM and leadership competency
alignments. A significant number of courses align to multiple
What do I really need to know – and how do I get this done? These are questions many
of you have asked. This article will help you understand the different websites we use
in the Department of Defense (DoD) Financial Management (FM) Certification Program
(DFMCP). It will guide you through the basic process of identifying your training and
recording it in the DoD FM Learning Management System (FM LMS). Of course, we will
also include links to resources you need.
DoDFMCertificationProgram
GettingStarted–It’s Easier ThanYouMayThink!
by Kellie M. O’Mara-Gordon
T

competencies – and even to different proficiency levels – so
look carefully as you copy the alignment information to your
Learning History Worksheet.
C. Determine whether my academic courses meet the certifica-
tion requirements? If you have academic courses that may
meet the requirements, download the FM Academic Matrix
(on FM myLearn), search for your course titles, match up your
course number (1xx-2xx for Certification Level 1; 3xx for Level
2; and 4xx, Masters or higher for Level 3), and document the
course on your Learning History Worksheet. Remember, your
course number/level MUST align to your certification level,
and the title must be a close match.
A “close match”…what is that? Well, it means that the title,
while not word-for-word to the sample title, is very closely
aligned (e.g., Financial Reporting and Managerial Control is
not a close match for the Accounting Analysis competency,
and neither is Cost Control). Another competency that members
struggle with is “FM Systems.” There are not very many
academic courses that match. Most academic courses titled
“Management Information Systems” are not financial manage-
ment specific and, therefore, do not meet the requirement;
however, a good match would be “Managerial Cost
Accounting Systems.”
D. Deal with training gaps? Once you have identified training
gaps using the Learning History Worksheet, you know where
you need additional training hours to meet the certification
requirements. FM myLearn then can be a great resource to
identify training opportunities to fill those gaps. Just filter by
the competency and proficiency level, then by delivery method
and you can identify various learning opportunities including
WBT such as those created by OUSD(C) and other Compo-
nents to complete your requirements. Check out FM
myLearn at:
https://fmonline.ousdc.osd.mil/FMmyLearn/Default.aspx
E. Where do I ….? The DoD FM LMS is not a database to store
all of your training history, just those courses needed to meet
the program requirements.
F. Retrieve my LMS User ID? When you were enrolled in the
program, you should have received an email welcoming you
to the program and providing your user ID. If you do not re-
member your user ID, or accidently deleted the email, fear
not! Since the LMS is a Common Access Card (CAC)-enabled
system, you can log into the LMS using your CAC to find your
user ID.
Once you are in the system, click on your name in the top
right corner. This will open another window where you can
scroll down and see your user ID (and your supervisor). You
only need to use the user ID (and PIN) to complete the final
step, of the 3-step process in the FM LMS, when you request
approval of your achievements.
G. Record my training? There are three key steps to get your
training and documentation recorded in the LMS. We created
a step-by-step job aid, as well as a short video, to help you
through this process. Find them at:
https://fmonline.ousdc.osd.mil/FMCertProgram/Training
Resources.aspx/. All of these steps start in the same place:
“Record Learning” (a hyperlink in the Easy Links Pod). Most of
the steps are very similar, so it will not take you long to get a
rhythm going.

Step 1 – Record the course
From your home page, go to the Easy Links Pod and click on
“Record Learning.” Your first key word search can be by the
course title; however, the title must be spelled exactly as it is
recorded in FM myLearn. When the screen populates, you need
to select the competency that matches the course. For example,
if you search on Defense Financial Management & Comptroller
Course (DFMC), the search will return more than one line. Each
line has the same course title, but aligns the material to different
competencies; just select the one you want.
The next screen includes a plethora of data fields; however,
there is only one field you need to use on the entire form:
“COMPLETION STATUS.” Do not change the dates, credit hours
or instructor information. The next screen, “Enter Learning Event
Information,” gives you the opportunity to enter comments to
your supervisor or Component Certification Authority (CCA). If you
are recording an academic course, then you must include the
course number and name in the comments box. After you select
“finish,” you will see a “success” screen. There is a hyperlink for
“file attachment” – but please do not attach any documentation
here, as you will do so in Step 2. (This is another one of those
“COTS” things we cannot change.) Once you received the
“Success” screen, click on the HOME tab to start the next step.
Step 2 – Record Documentation – This step is done only once
per competency, after you have completed all the hours required.
Go to the Easy Links Pod and click on “record learning.” Type
the name of the competency and the words “achievement
documentation” as your key word search. As before, the next
screen includes a plethora of data fields but, again, there is only
one field to use: “COMPLETION STATUS.” Do not change the
dates, credit hours or instructor information. After you select “fin-
ish,” you will see the “Success” screen. There is a hyperlink for
“file attachment.” This now is the time to attach your supporting
documentation. Click on the “file attachment” and “browse” to
find your file and click “upload.” Two hints: (1) All your documents
should be rolled into one pdf file, and (2) The size limit is 2MB.
Once the file is uploaded, you can open the file to view it or just
close the window. If you selected the wrong file, this is where
you can delete it and try again. Once you’ve received the “Suc-
cess” screen, click on the HOME tab to start the next step.
Step 3 – Request Supervisor Approval – This step is performed
only once per competency after you have met all the hours
required and you have recorded and uploaded your
documentation.
Go to the Easy Links Pod and click on “Record Learning.” In the
keyword search, you can type the competency and the word
“achievement.” This will bring back the option to choose
“achievement” or “achievement documentation” (we selected
“achievement documentation” in step 2). The next screen should
look familiar; it is the “Enter Learning Event Information” screen.
You should only change the “COMPLETION STATUS” row.
As you step through the wizard, selecting “finish” will bring you
to the screen where you need your LMS user ID and PIN.
After your supervisor has approved all your achievements in the
LMS, it is time to request your FM Certification. We also have a
job aid for that: “How to request approval for FM certification in
the DoD FM LMS.” Of course, we will start at the Easy Links Pod
and click on “Record Learning.” This time, your key word search
will be “Certification Complete.” As in the past, merely step
through the wizard. Once you “sign” the request, the FM LMS will
flow the request to your supervisor, the second level supervisor
(A2), if applicable, and the CCA. Once the CCA approves your
certification, the final step is the OSD (Office of the Secretary of
Defense) quality control review. Once the quality review is
complete, you will receive an email from the LMS stating your
certification has been approved (or denied).
Key things to remember
If you begin a course in FM myLearn, you must finish it, print the
certificate and record it as an “external” course (via the 3-step
process). After you complete the exam, a pop-up box will tell you
to enter your name and email. If you do not record this
information and click “send,” your test results will not post to the
server and you will be required to retake the exam! If you take
an OUSD(C) WBT course within FM LMS, the system automati-
cally will record step one for you once you complete the course,
pass the test, and complete the course evaluation. If the course
fully meets all the hours required for that competency, the
system also will automatically record steps 2 and 3.
If you are in a position coded under the Defense Acquisition
Workforce Improvement Act (DAWIA) with a matching FM
certification level or higher, the FM LMS will provide a reduced
curriculum (list of requirements). You are required first to complete
your DAWIA certification. If, however, your levels do not match, or
you are no longer in a DAWIA coded position, you will be required
to complete the full curriculum. Even if you need to complete the
full curriculum, you still can use the courses you took to meet the
DAWIA requirements by uploading the certificates or your
Acquisition transcript in the LMS for the competencies to which
that course has been aligned in FM myLearn.
Two reports are of great use to the users: the Certification
Scorecard and the Pending Approvals. Both can be found by
clicking on the “Reports” link in the Easy Link Pod. The defaults
already are set; you simply need to run the report. The score-
card enables you to see what you have recorded to meet the
course requirements and documentation, and whether your
supervisor has approved the competency achievement. The
Pending Approvals report shows you the achievement requests
submitted for approval (step 3), and in which approver’s inbox
your request currently is pending.
Congratulations, you are certified!

As with all good things, this too must end, but it is really just a
beginning! Although you completed your certification training
requirements, remember that you will need to achieve 40, 60 or
80 hours of continuing education and training (CET) every two
years (depending on your certification level). Your CET two-year
window begins the day after you achieve certification.
If you already have a DoD recognized test-based certification,
training taken to meet those continuing education requirements
also can be used to meet your DFMCP CET requirements.
Although you will record your CET hours in the FM LMS, you are
not required to upload the documentation; however,
documentation must be retained for at least four years and you
may be selected randomly for a CET documentation audit.
Good luck as you continue on your certification journey!
Ms. Kellie O’Mara-Gordon is a
multi-disciplined analyst, Defense
Financial Management Certification
Program Level 3 Certified (DFMCP3),
Certified Defense Financial Manager
(CDFM) and Certified Internal Auditor
with over 23 years of management
experience. Ms. O’Mara-Gordon is
currently a Financial Workforce Manage-
ment Specialist in the Office of the Under
Secretary of Defense (Comptroller),
Financial Workforce Management Division
where she is a Program Manager for the
DoD Financial Management Certification
Program. She is a member of the
Washington DC Chapter.
Kellie O’Mara-Gordon
Carmelita Chadwick-Gallo is the
Special Assistant to the Assistant
Secretary of the Air Force
(Financial Management and
Comptroller) (ASAF (FM&C)). As
the Special Assistant, she serves
as a senior, confidential financial
management advisor and
champion on issues important to
the ASAF (FM&C). Ms. Chadwick-
Gallo was commissioned in the
United States Air Force upon
graduation from Baylor University,
and served in a wide variety of
financial management roles. Upon
completion of military service, she
served as the Director of Finance,
Systems Engineering Solutions at
BAE Systems, and later, she
returned to the Department of
Defense, serving as a senior
financial management analyst
responsible for the financial
management oversight of a diverse
portfolio of programs to include
Overseas Contingency Operations,
Navy Working Capital Funds,
multiple Defense-Wide Agencies
and Funds Control. She assumed
her current position in June 2013.
Ms.Carmelita S.
Chadwick-Gallo
Capt Stu Churchill, CDFM, is the
Military Assistant to the Assistant
Secretary of the Air Force for
Financial Management and
Comptroller at the Pentagon,
Washington DC. In this capacity
he directly supports senior
executive responsibilities including
organization, policy, and manage-
ment issues, and interacts daily
with fellow two-letter functional
offices within the HAF and
Secretariat, to include the Top 4.
He began his Air Force career as
a Survival Equipment Apprentice
in 1994 and, following graduation
from Officer Training School, was
commissioned in 2004. Capt
Churchill holds an MBA from the
University of Phoenix and a BS in
Management from Park
University.
Capt Stu Churchill, CDFM
Corrections:
Mr. Jack Mutarelli (CALIBRE) was inadvertently left off of the listing of ASMC Lifetime Members that was included
in the Winter Edition of the Armed Forces Comptroller (Vol. 60, #1).
Ms. Carmelita S. Chadwick-Gallo and Capt Stu Churchill, CDFM should be included as co-authors of “A History
of Accounting” which appeared in the Winter 2015 (Volume 60, Number 1) issue of Armed Forces Comptroller.

Just Another Certiﬁcate on the Wall? An Educator’s Perspective.
recently re-entered the world of Financial Management
(FM) as an educator in our field after a 3-year hiatus at
graduate school. Having been on the receiving end of
graduate-level instruction for the past few years, I welcome
this new opportunity to apply and share with others what
I have learned.
So, how might a degree in Instructional Systems relate to our DoD
FM Certification Program? I am so glad you asked! The overarching
goal of Instructional Systems – or Instructional Systems Design – is
to “facilitate learning and improve performance” in some way, much
like our certification program intends to accomplish. Now, in my role
as an FM educator, I am doing all I can to capitalize and build on the
many instructional materials and learning tools available to us.
Judging from the myriad of educational resources online, as well as
face-to-face instruction, the facilitation of FM learning is very much
in place. But what about improving performance? Depending on
where you see yourself in the hierarchy of FM education and training,
the answer to this question may vary.
Regardless of the certification level you currently are pursuing
(or you may have already attained), I am certain that your
take-aways so far include far more than just a few “aha” moments.
Expanding our existing skill-sets through professional education
can be a very rewarding experience – especially if we are able to
apply those new skills on the job and in our personal lives.
For true learning to occur, we first must be able to connect new
information to something we already know. Taking this idea a step
further, it is the application of knowledge, skills and attitudes that
ultimately leads to internalization. Many times we learn best by
doing, but what if obtaining a certificate does not completely align
with our current duty description or lineup of required courses? If
this is the case, I challenge you to seek out ways to achieve align-
ment. Reach out and actively seek to make it relevant for yourself,
and your organization. It’s all part of the big picture, and every
piece of this puzzle fills gaps in your knowledge. Furthermore, the
proverbial smorgasbord of FM competencies and career roadmaps
makes it easy to chart a course that aligns with your individual
needs and areas of interest.
You may have noticed along the way that much of what you are
reading or studying in your courses, is something you already are
doing. I actually find this to be an incredibly effective motivator to
I
Just Another Certificate
on theWall?
by Major Sabine Peters
An Educator’s Perspective

forge ahead. Let’s use decision support, for example. This particular
core competency is applicable at all three levels of certification.
Relating it to real life, it’s something we do every day. Examples
include deciding on a new restaurant to try, a first-run movie to
watch, or a breed of dog to acquire as a family pet.
Of course, we don’t consciously run through some 5-step decision
support model in our heads to make a decision. For each of these
examples, however, we have certain criteria in mind (the type of
food we want to eat, what movie genre we’re in the mood for, or
the size of the dog we want to bring into our home) that help us
develop some viable alternatives. Many times, though, we tend to
jump right to a particular decision without considering all factors
that may be involved. Again, referring to the previous examples,
there may be: Food allergies that preclude certain eating establish-
ments, a friend’s aversion to sci-fi movies, or buying that cute little
Great Dane puppy without having a back yard at home. So, taking a
moment to think about options and outcomes may help us make
better informed decisions (or better informed recommendations to
the decision makers). The process essentially is the same in the FM
arena – we just give it a formal name and add a lot of numbers to it.
Here is another one: Comptroller Contingency, both Officer and
Advanced. This course also is applicable at all three of our certifica-
tion levels. Granted, you may never find yourself in a deployed
location half-way around the world, dealing with local vendors,
foreign currency exchanges, or setting up Eagle Cash cards for
service members – but you probably know someone who does. If
you’ve already completed the course, speak with him or her about
their experiences using some of the procedures you learned. I’m
sure he or she will be happy to share some personal experiences
with you.
Simply traveling abroad for business or personal reasons will likely
help you make a connection to some of the course material, as
well. If you already have multiple deployments under your belt, you
probably nodded in agreement as you went
through the contingency course, or you shook
your head saying “no way.” If the latter applies
to you, please speak up so course material can
be corrected. No one knowingly wants
erroneous information disseminated, potentially
jeopardizing our mission down range.
Regardless, having this common ground is
invaluable.
With a common baseline established in any of the FM competencies,
we can use it to reinforce and expand on newly-acquired knowledge
through informal discussions with other FM team members. Formal
training shouldn’t end after the certificate is printed, or uploaded in
the Learning Management System. For example, is there a way to
include a snippet of key points of a – let’s say – Budget Concepts,
Policies and Principles course (a level 2 option) during a commander’s
call? Tying learning outcomes to actual events in our units or
directorates in this way can make new course content come alive.
This applies even to those individuals who may not have completed
a particular course yet. The summarized key concepts will function
like an advance organizer, preparing individuals for what they are
going to learn about during a particular course. Checking off all the
boxes in the certification matrix really isn’t just about compliance, it’s
about operational effectiveness. The goal, after all, is performance
improvement.
Initially, I believe any positive change we notice in ourselves may
be attributed to self-efficacy, or the confidence in our ability to be
more effective in our jobs. Success in one area will be a building
block for another, and another. There is a term I picked up during
my graduate studies that I found very motivating: “proximal sub-goals.”
Achieving small successes (such as individual online or in-residence
course certificates) likely will keep you motivated to persist and,
hopefully, encourage you to try new things. You even may discover
new areas of interest.
For example, I now find myself drawn to internal controls and
financial improvement and audit readiness (FIAR). After having com-
pleted the Audit Readiness course for level 2 (FIAR 102), as well as
the Defense Financial Management Course (DFMC) – where FIAR
and internal controls are part of our lesson plan – I recognized
these concepts are very similar to Program Evaluation, a focus area
I enjoyed delving into at Florida State University. Discussing lesson
content with our students at the Defense Financial Management
and Comptroller School (DFM&CS) is a lot of fun when we are able
to speak the same functional language. This is true especially for us
given that our institution is a DoD school. We even get to put on our
“purple hats” for a few weeks when school is in session.
How fortunate we are that this certification program is a DoD-wide
initiative. FM professionals across the Services and Defense Agencies
are establishing a common baseline at each level, which is critical
in our efforts to build and sustain shared FM competencies. Mr. Dan
McMillin, the Air Force’s Auditor General, spoke at our last DFMC
course where he emphasized the importance for knowledge of
joint processes, especially joint financial management.
By developing and internalizing these new skill
sets, we better understand our roles and how
we make a difference. Having this
understanding – and being able to demonstrate
it to our stakeholders – not only increases our
own level of confidence but also helps display
our professionalism to the American public. The
latter is an important target – gaining public
confidence and trust in our ability as a
well-trained and capable workforce. In fact, this
is part of the message Ms. Glenda Scheiner, Director of Human
Capital and Resource Management within the Office of the Under
Secretary of Defense (Comptroller), delivers when she addresses
our students during DFMC, and it certainly resonates with me. Tak-
ing this idea a step further, your FM certification may also serve as a
motivator for you to pursue other “test-based” programs such as
the Certified Defense Financial Management (CDFM) certification.
Regardless of your long-term career goals, having one of those
certifications on your resume always looks good.
Even though much of this competency training is mandatory, it is
highly accessible. A large amount is available online, either from the
office, from home, or a mobile device.
Formal training
shouldn’t end after the
certificate is printed, or
uploaded in the Learning
Management System.

This relatively easy access facilitates working through the course
material. Agreed, it may be difficult to set aside time during the duty
day because of other mission requirements, but even small doses
ultimately will get us to the finish line.
These small doses of Air Force and FM knowledge helped me add
pieces to the puzzle when I first set foot inside a Comptroller
squadron as a new second lieutenant. My supervisor at the time
used to e-mail trivia questions to me about the Air Force and our
career field that I had to research online to find the answer. Questions
like: Which Air Force bases have C-5s? What aircraft is referred to
as the “Stratofortress?” Where are planes based with the letters
“ST” on the tail? During my research, I came across many other
important Air Force facts that helped me get more familiar with our
“family business,” as my commander called it. This really took very
little time and it actually was fun. In looking back, I’m thinking this
teaching method easily could be modified to include certification-
related trivia questions that help unit members reinforce the course
material. And it costs zero additional dollars to accomplish.
The bottom line: Try to have fun with your certification courses. We
all process information in different ways. Be creative; it’s OK to
experiment a bit. In my humble opinion, the course developers
have done a fantastic job bringing FM content to the masses. Now,
it’s up to us to take it and run with it. I’m so excited to be part of this
initiative. Just another certificate on the wall? I think not.
Major Sabine Peters is an instructor at
the Defense Financial Management and
Comptroller School at Maxwell Air Force
Base, AL. She began her military career
in the Army as a helicopter mechanic
before becoming a ﬁnancial manage-
ment oﬃcer in the Air Force. She has
served in FM positions at base, center,
and direct reporting unit level. She holds
a BS degree in Business Operations from
DeVry University, a MS in Management
of Technology from Murray State
University, and a PhD in Instructional
Systems from Florida State University.
Major Sabine Peters

The Journal of the American Society of Military Comptrollers

DoD FM Certiﬁcation Program: Leadership’s Role in Facilitating Success
inancial Management training is
important to achieve DoD program
and mission success and ensure we
remain good stewards of taxpayers’
dollars. Training also plays a large
role in the professional development and
career success of our FM personnel.
Like many programs in the Department, the
role of leadership is critical to achieving
intended outcomes. As a leader, there are
several ways you can influence the success of
the FM Certification Program in your organiza-
tion. Ask yourself, are you doing all you can to
influence and support the program? Take time
to read this article and consider how you can
communicate, behave, and lead in a stronger
or different way to help your team members
achieve FM certification.
Lead by Example
When you lead by example, you typically see
the results of your leadership first-hand. Your
team wants to trust you and follow your lead.
Are you facilitating an environment that is trust-
ing and comfortable for people to inquire,
pursue, and ask questions about the FM
Certification Program? As a leader, you will
always set the stage for your team. Here are a
few things to consider regarding the program
and your leadership style.
What is your attitude toward the DoD FM
Certification Program? As a leader, your attitude
can play a huge role in the success (or lack
thereof) of your team achieving certification.
Your team will respond to your cues. Staying
positive and embracing the certification
requirement will help you as a leader to
professionally grow your team members.
Know the program yourself; become familiar
with the terms and requirements. Your team
members look to you to help them through this
process. You don’t have to know all the answers
but you should be sufficiently familiar to discuss
the program with each team member. Take
advantage of the resources available online to
educate yourself and your team. If you have
questions yourself, ask! You can ask questions
through the FM Online website osd.penta-
gon.ousd-c.mbx.fm-online@mail.mil or through
Linked In at https://www.linkedin.com/groups
/DoD-Financial-Management-Certification-Pro-
gram-6503683/about.
As many of you are aware, the Department of
Defense (DoD) Financial Management (FM)
Certification Program is in full swing. As of
February 2015, we have launched over 49,000
FM members across all areas of the Department.
The Program, which was authorized by
congressional legislation, impacts the entire DoD
FM community and enables our FM personnel to
obtain the training they need and deserve to
support our Military Services and our nation.
DoDFM
Certification Program:
by Tracy Giﬀord
F
Leadership’s Role in
Facilitating Success

Complete your certification early; first in your group is even
better! There is no better way to lead by example than meeting
the requirements yourself. Not only does it send a message to
your personnel that this is a serious and credible program, but it
assures they know you are engaged and they can trust you to
guide them.
Review and approve completed certification requests in a
timely manner. Prompt attention to your team members’ requests
conveys your respect to your personnel and sends a message
that the program is important, your team
members are important, and their hard work
is important. Of course, you always should
review submissions to verify completeness
and accuracy, but you should not let these
requests sit unanswered. A lot of hard work
occurred leading up to their certification
requests to you and that effort should be
respected. If you are unable to meet with
each member in a timely manner to discuss
his or her submission, then schedule a
suitable time to meet with each one in the near future. Remember,
time is of the essence. If a subordinate has more work to do
towards certification, you want to work with him or her early so
there is time to complete any additional coursework if necessary.
Tangible and Intrinsic Motivators: Motivate your staff to
achieve FM Certification
If you are a leader, you probably have seen firsthand a variety of
ways to motivate your team members. There are some tangible
and intrinsic motivators you can use in the normal course of
business; some motivators occur naturally. Understand these
motivators to facilitate success in FM certification. Remember,
every person is motivated a little differently.
Tangible Motivators
• Completion of FM Certification requirements delivers a huge
boost to an individual’s career resume. Once certified, the
accomplishment is recorded in the personnel system and is
identified to current or future supervisors.
• Public recognition for becoming certified, for some personnel,
is very meaningful and shows leader appreciation. Public
recognition can include recognition through an “All Hands” or
staff meeting, a local publication or
newsletter, or any other appropriate
communication avenue used to recognize
personnel accomplishments.
Intangible Motivators
• Career and personal development can be
a great motivator. There is great satisfaction
in knowing that you have helped yourself
move forward in your career by learning
new material and demonstrating
competence. Remember, people like to
learn new things or refresh prior learning.
• Validation is provided any time one achieves a goal. Whether
the validation is public or private, many people are rewarded
by achieving a goal and gaining confidence.
• Involvement in a team cannot be overvalued as a motivator.
The DoD environment generally requires some level of
involvement with others on a daily basis, and we value our
team and organization dynamic. Involvement is something
most of us want to experience; it’s something larger than
ourselves and, thus, is very rewarding.
Staying positive and
embracing the certification
requirement will help
you as a leader to
professionally grow your
team members.

• Accomplishment is valuable to individuals whether it is a work
or a personal accomplishment. Accomplishments can be
strong motivators.
Leverage the FM Certification Program
The FM Certification Program was developed on the premise
that all FM personnel deserve and will receive professional
development and training. Often, in the past, only selected FM
employees were given an opportunity for training. Now, however,
all FM personnel have this opportunity. By assisting your FM
personnel to achieve certification, you demonstrate you care
about them and their professional development.
Save your organization’s financial resources. Maximize use of
the courses available online through FM myLearn and the Learn-
ing Management System (LMS). To date, the Office of the Under
Secretary of Defense (Comptroller) (OUSD(C)) has developed 47
online courses and will have an additional 22 online by the end
of fiscal year 2015. That’s 69 courses developed specifically with
FM Certification in mind. And, they include a focus on specific
competencies at all certification levels. In addition to these
OUSD(C)-developed courses, several DoD Components have
aligned other courses in their organizational e-learning pro-
grams. These high quality courses are provided at no cost to
your organization! So, take advantage of online training – and
show your boss you know how to steward your organization’s
limited training dollars in using web-based, as well as classroom
type training that is considered valuable.
Manage training gaps with courses, individual development
plans, and career roadmaps. Another way to leverage the FM
Certification Program in supporting your organizational training
needs is to focus team member training efforts when gaps are
identified. You can filter the FM myLearn course listings to help
you identify courses by competencies, subject areas and profi-
ciency levels. The OUSD(C) and DoD Components have inte-
grated the program with career roadmaps at the Occupational
Series and Military Occupational Series levels of detail. These
roadmaps offer supervisors a tangible resource when completing
subordinates’ individual development plans. In turn, FM personnel
can see achievable goals related to certification achievements,
as well as available training courses relevant to their respective
competency requirements.
Impress your Boss. Certification completion numbers offer a
great metric to share with your boss and obtain some positive
attention for your organization. Take credit for doing your part in
meeting the certification goal for your organization and DoD as
a whole!
Opportunity to Engage with your Employees
Share program and courses at staff meetings. The FM
Certification Program should be an item on your weekly staff
meeting agenda. Inclusion gives your team members an oppor-
tunity to engage and discuss issues related to training. Ask team
members to recommend courses they’ve taken; challenge them
to provide at least one recommendation a month.
Set aside time for OUSD(C)-developed courses or other courses.
Take real action to support your team by hosting an in-house or
telework designated training time to meet certification require-
ments. Plan ahead, know what courses team members will take
online, verify completion, and measure the hours of training.
For example, if you have regular telework employees, find a
couple of 4-hour courses (or similar) that can be completed
during their normal telework time.
Embrace the experience as a team. Every team member should
have the same goal -- to get his or her FM Certification. Some
team members will dive into this requirement and succeed
quickly; others may have a harder time. Everyone learns and
approaches challenges in different ways. As a leader, be ready
to recognize those who are achieving quickly and encourage
those who are having a harder time. In the end, everyone needs
to reach the same finish line. If you set an encouraging and
supportive tone, your organization will reach the finish line as
a team.
Manage “Your” Program
Take ownership of the program for your organization or team.
Show the initiative and use this program to your organization’s
advantage. If there are relevant FM or leadership courses you
need – or would like your team to take – submit the courses to
OUSD(C) for alignment and tailor your training program while
you get your team certified.
Highlight courses online or located on your installation/post/
campus. Ask your training specialist to become familiar with
aligned FM and leadership courses that may be available onsite,
either within your organization or on your installation. Again, if
those relevant courses are not aligned, submit a request to have
them aligned.
Know who needs what training. Each team member has a
unique professional, educational, and training background.
Since not every member will have prior training that counts to-
ward certification, you may wish to build a matrix or other tool to
help you track who needs what to meet certification requirements
and monitor progress. Be sure to consider requirements for the
different certification levels represented among team members.
For example, it could be harder for level 3 personnel to meet
their requirements compared to level 2 employees because of
the level and availability of courses, and the number of hours
As a leader, be ready to recognize
those who are achieving quickly
and encourage those who are
having a harder time

required. Understand that some personnel will need more time
than others to meet their requirements. By being aware, you can
be supportive – and flexible.
Know your local FM Certification and LMS guru(s). Significant
time can be saved if you and your team members “read the di-
rections” (the LMS Job Aids) and, as needed, contact your local
FM Certification or LMS guru. Some organizations are fortunate
to have other “experts” in their midst not assigned as local points
of contact. Leverage these individuals with LMS savvy to help
your team.
Manage your time and your team’s time. As the leader, you are
used to managing your team’s time and ensuring mission
accomplishment. This certification process is no different.
Everyone has two years to meet requirements and become
certified. When people first launched in the LMS, 2 years probably
seemed like a sufficient period of time (and it was). But, since
time has a way of sneaking up on people, don’t let it get away
from you and your team members.
At the end of this fiscal year (FY 2015), most DoD FM personnel
will be in the 6-month homestretch to complete their certification
requirements by June 2016. Depending on the date your organ-
ization launched, you may have a little more (or a little less) time
to finish your initial requirements. As the leader, help your team
and organization take action and reach the goal on time! And
feel free to take some of the credit for getting your team across
the finish line!
Tracy is a Financial Management Analyst
for the DoD Financial Management
Certification Program in the Office of the
Under Secretary of Defense (Comptroller),
Financial Workforce Management
Division. She has 25 years of federal
service experience in challenging
positions as an accountant, budget analyst,
legislative liaison, program analyst, and
financial management analyst. She has
worked for Army Europe, Army Corps of
Engineers, National Guard Bureau, NASA,
DISA, and now the OSD Comptroller.
Tracy received her BA in Accounting from
the University of West Florida in Pensacola
and her MBA from Syracuse University
through the Army Comptrollership
Program. She holds DoD Financial
Management Certification Program Level
3 certification (DFMCP3) and is a member
of the Ft Meade Chapter of the American
Military Society of Military Comptrollers
(ASMC).
Tracy Gifford

Defense Comptrollership Program: Challenging and Rewarding
hough more than a decade removed, this
experience naturally evokes memories of time I
previously spent as a graduate student in the
Defense Comptrollership Program (DCP) at Syracuse
University. For me, as I am sure for many others,
DCP was one of the most important, formative, and
beneficial years of my professional career. The DCP not only
enabled me to earn two master’s degrees but also afforded me
a truly meaningful educational experience, an extensive
professional network, and an important sense of personal
accomplishment.
I consider myself fortunate to have been a member of the class
of 2003. That was the first year the DCP curriculum was modified
to allow students to pursue a dual degree. We earned both a
Master of Business Administration (MBA) from Syracuse’s Whitman
School and an Executive Master of Public
Administration (EMPA) from Syracuse’s
Maxwell School. Since that time, all DCP
graduates have earned both degrees. DCP
students also study and sit for the Certified
Defense Financial Manager examination.
The entire DCP program is completed in
just 14 months so, suffice to say, the course
of study is both comprehensive and
challenging.
Advanced degrees and professional
certifications are widely recognized and desirable credentials
that can make a marked difference on a résumé or Officer
Record Brief. They demonstrate proficiency in the core aspects
of financial management and
attest to who you are and the dedication you have to your chosen
field. Individuals who possess these credentials also have an
edge in an increasingly competitive professional world. Earning
a graduate degree or certification is evidence of persistence,
determination, intellectual prowess, and the ability to handle
challenging environments – all of which are sought-after qualities
when seeking individuals to fill senior positions. For military
officers in particular, achieving higher education is essential to
career advancement and the dual-degree DCP is an ideal
broadening assignment in this respect.
In addition to the formal diploma, graduate education represents
much more. After several years in professional life, it is human
nature for people to conform to certain repetitiveness and,
perhaps, stagnate within a comfort zone. This malaise directly
limits their disposition for learning and acquiring new skills.
Going back to school, however, forces individuals to get out of
their comfort zone, deal with the latest issues, apply the newest
management techniques and constantly
challenge themselves, their practices, and
their approaches.
Higher education offers people a channel
to keep professional growth alive and
motivate continuous improvement. My
graduate studies in the DCP gave me the
opportunity to acquire new skills and
competencies, such as engaging in research
and learning from experts in their fields to
gain hands-on experience. The experience
also provided me a means to add to my knowledge and challenge
myself by developing my mind in a structured way that delivered
great personal satisfaction.
Another recognized and valuable benefit of the DCP is the
immediate professional network it affords. Each class numbers
approximately 25-30 students mixed between DoD civilians and
For the last eight months I have been completing my Senior Service College studies as
a Fellow at Yale University. Being immersed in the academic environment once again
has been terrific. On a daily basis I find myself stimulated by the intellectual challenge
of the courses, motivated by the dynamic lessons from the professors, and inspired by
the drive and energy of the other students. It is extremely enriching and rewarding.
Defense Comptrollership Program:
Challenging and Rewarding
by COL Andrew Hyatt
T
Earning a graduate
degree or certification is
evidence of persistence,
determination, intellectual
prowess, and the ability
to handle challenging
environments

Defense Comptrollership Program: Challenging and Rewarding
military personnel. After spending time together in the classroom,
working on various team projects, and interacting socially, DCP
classmates inevitably form close, lasting friendships. After
graduation, you almost certainly will work with many of these
classmates again in a professional capacity. Originally established
as the Army Comptroller Program back in 1952, DCP alumni now
number over 1,600. The extensive DCP business network is
bound to pay off throughout your whole career making you the
first-hand recipient of relevant advice and information, giving you
better chances at seizing the best opportunities, and linking you
to even larger circles of talented professionals.
Lastly, the DCP delivers a profound sense of accomplishment.
Completing the DCP demonstrates success in an environment
that requires stamina, discipline, leadership, and the ability to
work well with others. The feeling of personal satisfaction one
gets from walking across the platform to receive a master's degree
is overwhelming. The effort put forth to complete your studies,
despite moments of doubt and uncertainty, will stand as a central
character-building life experience. It can also be a next step to
greater professional growth and career advancement.
After graduation from the DCP, I was fortunate to serve on an
assignment in the Comptroller Proponency Office, within the
Office of the Assistant Secretary of the Army (Financial Manage-
ment and Comptroller). This is the organization specifically
charged with the mission of advocating key schooling and
related opportunities for the Army’s military and civilian financial
managers. In that role, I attended many professional develop-
ment forums and routinely spoke to the above-mentioned merits
of the DCP. Likewise, in other leadership roles I since have held,
I both formally and informally counseled many military officers
and DoD civilians on the importance of advanced civil schooling
opportunities and benefits.
Not only am I clearly very proud of my affiliation with the DCP, I’m
pleased to know I’ve helped others within our great career field
grow themselves professionally by pursuing their own graduate
schooling at the DCP. My hope is that this article excites you to
seek this opportunity. To learn more, check out the program’s
website at http://whitman.syr.edu/programs-and-academics/pro-
grams/executive-defense/defense-programs/defense-comptrol-
lership-program/index.aspx/.
COL Andrew Hyatt graduated from the
United States Military Academy in 1993
and was commissioned as an Infantry
officer. After attending the Army/Defense
Comptrollership Program at Syracuse
University in 2002, COL Hyatt transitioned
to US Army Functional Area 45 and
served two tours on HQDA staff as well
as in key positions as the 160th Special
Operations Aviation Regiment (Airborne)
senior resource manager, 25th Infantry
Division G-8, and USARPAC budget
operations officer. COL Hyatt has twice
deployed to Iraq and also commanded
a battalion in Afghanistan. He is currently
the US Army War College Yale
University Fellow.
COL Andrew Hyatt

oday, the program is fast approaching its first
anniversary since official program launch on
July 1, 2014. The following article reports on DoN
FM progress as the implementation phase wraps up
and focus shifts to sustainment and celebrating the
success of our workforce in achieving certification. The article
recaps DoN’S implementation efforts and highlights fiscal year
(FY) 2015 workforce training initiatives and practical tips for
certification participants.
Implementation Status
The DoN is happy to report that implementation of the DoD FM
Certification Program is nearly complete. Our implementation
effort has been led by the Special Assistant for Human Capital
(FMH) within the Office of the Assistant Secretary of the Navy
(Financial Management and Comptroller) (ASN (FM&C)).
As of this writing, we successfully have launched 99.9% of all
DoN FM civilians into the certification program. This percentage
includes everyone in the 05XX series (with the exception of
those positions excluded from the program: 0599 FM students,
non-appropriated fund employees, and foreign national
personnel). Only a handful of bargaining unit employees remains
to be launched and the DoN Office of Civilian Human Resources
(OCHR) Labor Relations is working to resolve the status of those
employees.
Our ability clearly to define an FM civilian position made it easy
to identify all DoN FM positions in the official civilian personnel
system, Defense Civilian Personnel Advisory Service (DCPDS).
The Special Assistant worked with OCHR and the Budget Sub-
mitting Office (BSO) Component Administrators (CAs) to update
DCPDS records to reflect the DoD FM Certification requirement.
Within the DoN, the CA (located at each BSO) is the “go to
person” who helps coordinate all responsibilities for the DoD FM
T
By way of history, an article in the Winter 2014 edition of the Armed Forces Comptroller
highlighted the beginning of the Department of the Navy (DoN)’s journey to implement
the Department of Defense (DoD) Financial Management (FM) Certification Program.
That article covered four key aspects of the program: why we are implementing the
program, who is affected, when it will be implemented, and how the process will work.
by Debra Ogledzinski
A Shift Towards Sustainment
An Update on DoN’s Journey
to Implementing the DoD
FM Certification Program:

An Update on DoN’s Journey to Implementing the DoD FM Certiﬁcation Program: A Shift Towards Sustainment
Certification Program with FMH. We used a phased approach to
launch our civilian employees into the certification program from
November 2013 through September 2014.
Within the DoN, it is the civilian position – not the person – that
drives the certification requirement. This is true for all civilian and
military FM positions. Specific to civilians, it is important to under-
stand the role of DCPDS.
Within DCPDS, we needed to update two data points for each
FMer. First, we coded each civilian position and then coded
each person who held a position. Next, we programmed DCPDS
to interface automatically each week with the Certification
Program’s Learning Management System (LMS). During imple-
mentation, the DoN noticed that these two DCPDS data points
were not always properly updated. A change to either data point
(either the position and/or the person) can impact a user’s ability
to access the LMS. As one example, new hires could not gain
access to the LMS until both data points are coded properly in
DCPDS and successfully interfaced with the LMS. In another ex-
ample, civilians transferring to new positions were losing access
to the LMS if either data point is not properly updated in DCPDS.
The FMH is working with OCHR to refine procedures and decrease
lapses in access.
Any users who are unable to access the LMS should contact
their respective BSO CA for resolution. A listing of all BSO CAs is
available on the publically-accessible ASN (FM&C) website at
http://www.finance.hq.navy.mil/fmc/. At the top, under the
“Human Capital” tab, select the “DoD FM Certification Program”
from the drop down menu view of the listing of CAs. This drop
down menu provides many other helpful references including
DoN Frequently Asked Questions and DoN Implementation
Guidance (dated 30 September 2014).
We needed different approaches to identify DoN FM military
personnel. The DoN is unique among the Military Departments in
that it includes two Military Services, the Navy and the United
States Marine Corps.
United States Marine Corps (USMC). The USMC was able to
identify its FM military positions using the associated primary
Military Occupation Specialty:
• Officers - 3404 FM Officer
• Enlisted
o 3402 Finance Officer
o 3408 FM Resource Officer
o 3432 Finance Technician
o 3451 FM Resource Analyst
The USMC then manually updated the LMS for its service
members. Now, all USMC FM service members have been
launched successfully into the Certification Program.
United States Navy (USN). Since the Navy does not have a
primary FM MOS, we identified approximately 150 Navy FM
positions using data from the Bureau of Naval Personnel (BUPERS)
systems, the Officer Assignment Information System (OAIS), and
the Total Force Manpower Management System (TFMMS). As a
test case, Navy first brought in all 16 military billets assigned to
the Navy Office of Budget. Why just them, you might ask? What
better way to test the methodology than by starting with our own
office where we can physically reach out and touch each Service
member.
Working closely with BUPERS, the FMH gathered needed data
from OAIS and TFMMS, and then manually updated the LMS.
Unlike with our civilian data, the DoN was unable to establish an
interface between systems for required data on military personnel.
We trust that future system updates will enable this interface. In
the meantime, Service members who successfully achieve
certification will need to request that the designation be
recorded in their service records.
With methodology in hand, the FMH then identified remaining
Navy FM military personnel and final preparations are underway
to launch them. For USMC and Navy military personnel on joint
assignments (such as at a Combatant Command), we used the
same Service unique approach to identify each billet. Each
Service then coordinated with the other commands or agencies
(as the Service retains oversight of its Service members) to
ensure each one launched in the program.
FY 2015 Workforce Training Initiatives
Late in FY 2014, the FMH began work on a new training initiative.
First and foremost, the effort seeks to further develop our world-
class DoN FM workforce and ensure they have the skill sets
needed to succeed. The initiative also will help our workforce
successfully attain DoD FM Certification.
The DoN sponsored training courses at major DoN hubs
throughout fourth quarter of FY 2014. Recognizing that different
BSOs and commands may have different needs, the FMH
reached out to the BSOs to identify additional courses for FY
2015 that best develop and support their staffs and help them
meet certification program requirements. For example, Leadership
is a common training gap for many civilians; consequently, many
BSOs will look to offer more leadership training as part of this
initiative, as well as any other gaps they see.
The DON is hosting six Practical Comptrollership Courses (PCC)
in Norfolk, VA; San Diego, CA; and Washington, DC (two at each
location) and two Advanced Comptrollership Courses (ACC)
using a virtual classroom setting. Each course will help DoN
Within the DoN, it is the
civilian position – not the person –
that drives the certification
requirement.

Level 2 and 3 civilians and military members meet the bulk of
their certification requirements. Specifically,
• By successfully completing PCC and the required prerequisite
courses, all Level 2 FM technical competencies will be met
(note: this path does require students to select Finance as
their primary or ‘X’ track. If students would like to select a
different track, additional courses would be needed). Students
will still need to complete “Leadership” and “Other Required
Course” competencies, as well as experience requirements,
to become certified at Level 2.
• By successfully completely ACC, one meets all Level 3 FM
technical competencies. Students still will need to complete
“Leadership” and “Other Required Course” competencies, as
well as experience requirements, to become certified at
Level 3.
Practical Tips for Certification Participants
When considering the DoD FM Certification Program, one of the
most popular questions is “where do I start”? If you haven’t
already done so, the first step is to gather your training and
academic records and map them to DoD FM Certification Program
requirements.
The easiest way to accomplish this task is to complete the
Learning History Worksheet (available on-line at: https://fmon-
line.ousdc.osd.mil/FMCertProgram/TemplatesForms.aspx/) for
your certification level (whether Level 1, 2, or 3). This simple tool
offers insight into what you already have accomplished and
areas in which you still need training. (This is how FMH staff
members tackled their own certification requirements - first ex-
hausting training and academic courses already completed, and
then zeroing in on what requirements remained outstanding.)
The Office of the Under Secretary of Defense (Comptroller)
(OUSD(C)) offers many web-based training courses at:
https://fmonline.ousdc.osd.mil/FMmyLearn/Default.aspx (which
you can access using the “Web-Based training (WBT) Course
Listing” button on the far right side). Also refer to FM myLearn
(https://fmonline.ousdc.osd.mil/FMmyLearn/Default.aspx) to
view other options available from other providers. By the end of
FY 2015, there will be an on-line option available to satisfy each
FM competency at all certification levels, so continue to check as
new courses become available.
The FMH is reaching out to the BSO community throughout the
year to gather input using data calls titled “Human Capital”
updates. Your feedback as a user is imperative as the FMH inter

acts with BSO CAs to offer future training opportunities – so
please discuss training gaps with your BSO CAs. Those
discussions will help shape future DoN FM training opportunities.
Please keep in mind that the ultimate goal is not only to meet
requirements of the DoD FM Certification Program, but to have a
better trained FM workforce. So, training requests don’t
necessarily need to be tied specifically to the DoD FM Certifica-
tion Program. The DoN FM community is very fortunate that
Dr. Rabern, the Assistant Secretary of the Navy (Financial
Management and Comptroller), is very supportive of this effort –
so take advantage of it! As plans for FY 2015 training wrap up,
the FMH will shift to pre-planning for FY 2016 training
requirements, so please consider remaining training needs, if any.
Users are encouraged to print out the DoD FM Certification
Program Job Aids available at https://fmonline.ousdc.osd.mil
/FMCertProgram/JobAids.aspx. They are very helpful references
as you complete the three-step process for each competency:
1. Recording course achievements
2. Recording corresponding documentation, and
3. Recording successful achievements of the competency.
You will get the hang of it after completing a few competencies
but, until then, the Job Aids really help. Also watch the training
videos. Many DoN users have been unable to access them from
the OUSD(C) website, so they have been posted to PBIS at https:
//fmbweb1.nmci.navy.mil/pbis/training/pbisweb_training.htm/.
If you still have questions, please reach out first for answers to
your BSO CAs (again a listing of BSO CAs may be found at
http://www.finance.hq.navy.mil/fmc/). The office supporting the
FMH is very small, but we try very hard to give top-notch service
and information to each CA, since the ability to manage initial
inquiries at the BSO level is a tremendous help in managing the
overall workload.
Since there are many technical aspects in administering the
Certification Program within the LMS, please be specific with
questions – print screens and direct links are of tremendous
help so CAs and the FMH may identify the specific issue and
seek appropriate resolution. Of course, technical questions on
the LMS always may be directed to the Help Desk at
icompasslms@gpstrategies.com or by calling 1-800-735-1236.
The Way Forward
As DoN implementation comes to a close and focus shifts to
sustainment, the ASN (FM&C) continues to dialog daily with the
OUSD(C) and other Service and Agency counterparts to discuss
growing pains and lessons learned. With nearly a year of
experience under our belt we still have many topics under
discussion. For the DoN FM community, the FMH is your biggest
advocate in listening to your needs and continuing to push for
solutions.
Debra K. Ogledzinski serves as the
Branch Head within the Special Assistant
for Human Capital (FMH) to the
Assistant Secretary of the Navy (Financial
Management and Comptroller) Office.
She supports the DoD FM Certification
Program and other DoN FM workforce
initiatives. She has over 16 years of FM
experience and has worked at various
positions within the DoN FM community.
She holds a Master of Public Administra-
tion from American University and a
Bachelor of Arts degree in International
Studies from the University of Denver. She
is certified at Level 3 in the DoD FM
Certification Program, is a Certified
Defense Financial Manager with
Acquisition Specialty (CDFM-A), and is
Defense Acquisition Workforce
Improvement Act (DAWIA) Level 1 certified
in Business Financial Management (BFM).
She is also a member of ASMC’s
Washington Chapter.
Debra K. Ogledzinski
The ultimate goal is not only
to meet requirements of the
DoD FM Certification Program,
but to have a better trained
FM workforce.

Financial Management Training in the U.S. Coast Guard: Animal, Mineral, or Vegetable?
s the U.S. Coast Guard looks across the Potomac
to its sister Military Services in the Department
of Defense (DoD), comparisons inevitably arise
across many topics. For instance, while it may
differ from DoD’s approach, how the Coast Guard
trains its financial management workforce
remains critical given that every dollar spent must be well spent
in today’s austere budget environment.
How we accomplish this training is of great importance since the
Coast Guard obtained an unmodified or “clean” audit opinion
two years ago – and we now must sustain that status, as well as
properly support our operations. Maintaining an unmodified audit
opinion remains a top priority not only for the Coast Guard but
also for its parent, the Department of Homeland Security (DHS).
Consequently, it is paramount that we develop and maintain a
professional financial workforce with the expertise needed – and
the Coast Guard has been moving forward in building a founda-
tion precisely to accomplish this outcome.
The DoD Financial Management (FM) Certification program is
much further along than are efforts in the Coast Guard in helping
to guarantee that professional standards are established and
maintained amongst the FM workforce. The Coast Guard, however,
falls under DHS (except in times of declared war) and, therefore,
we are not quite the same “animal, mineral, or vegetable” as the
other Military Services.
Department of Homeland Security
Any discussion involving the FM workforce obviously deals with
more than sustaining an audit opinion, as DoD officials recently
pointed out during the regional Professional Development Insti-
tute hosted by the American Society of Military Comptrollers’
Washington DC Chapter. Currently, the Coast Guard is involved
in a major effort to improve our FM enterprise to become more
efficient and effective in supporting operations, and in acquiring
and implementing new financial systems, lines of accounting,
and processes.
We are well aware that, more than ever, we require an FM work-
force capable of handling increasingly complex issues. In fact,
this overhaul entails developing new training in FM and related
areas, such as budget formulation and execution, internal controls,
financial data management and systems, that are no longer “nice
to have.” They now are necessities because they involve new
functionality and supporting infrastructures required by statute
and regulation. This has been recognized by our Assistant
Commandant for Resources and Chief Financial Officer, Rear Ad-
miral Todd Sokalzuk, and by our Commandant, Admiral Paul
Zukunft. Their continued support remains crucial as we work to
update internal FM training programs and build more robust ex-
ternal training opportunities for both our military and civilian per-
sonnel that are fully-aligned with -- and supported by -- the DHS
Chief Financial Officer (CFO), Mr. Chip Fulghum.
As the U.S. Coast Guard looks across the Potomac to its sister Military Services in the
Department of Defense (DoD), comparisons inevitably arise across many topics. For
instance, while it may differ from DoD’s approach, how the Coast Guard trains its
financial management workforce remains critical given that every dollar spent must be
well spent in today’s austere budget environment.
Financial Management Training
intheU.S.Coast Guard:
Animal,Mineral,orVegetable?
by Stacy Spadafora
A
While it may differ from DoD’s
approach, how the Coast Guard trains
its financial management workforce
remains critical given that every dollar
spent must be well spent in today’s
austere budget environment.

The DHS recently developed a new career path tool for FM per-
sonnel based on several surveys in which Coast Guard civilian
personnel of all ranks participated. Although currently directed
solely at civilians, the DHS program seeks to present a clear
structure to aid all DHS employees in obtaining the training they
need for success throughout their careers and to help DHS
achieve top-level performance across its FM disciplines.
The Coast Guard is planning to use this new
DHS program by combining its concepts and
guidance with lessons learned from our
Service-wide FM enterprise improvements.
We expect to develop more standardized
and rigorous competency standards, along
with their requisite training, for the entire
military and civilian workforce under the
Coast Guard CFO’s authority. This will be a
multi-year effort accomplished in conjunction
with a number of expert groups coordinated by our Financial
Management and Procurement Services (FMPS) modernization
leadership.
Currently, our civilian and military FM personnel actively participate
in the DHS-funded reimbursement program for professional
credentials, such as the Certified Defense Financial Manager
(CDFM), Certified Public Accountant, Certified Government
Financial Manager (CGFM), Certified Financial Estimator, etc.
These credentialing opportunities are coordinated through the
Coast Guard Headquarters’ Office of Resources, Organizational
Analysis, and Workforce Management (CG-81).
Additionally, under a DHS Interagency Agreement, we partici-
pate each fiscal year in a training program managed by the DHS
CFO’s Office of Workforce Development that allows us to share
training costs with other DHS components. Under this agreement,
we receive guaranteed seats in centrally -
contracted classes provided by private
vendors on topics such as Appropriations
Law, Budgeting, Business Intelligence, and
other subjects of interest to the FM
community that otherwise might be
prohibitively expensive if managed by a
single DHS Component such as the Coast
Guard.
Coast Guard Military Financial Manager Training
As I briefly mentioned in discussing our FMPS-coordinated effort,
we have groups focused on preparing the Coast Guard’s FM
workforce for the future. Work is underway at Coast Guard
Headquarters, and at our training centers in Petaluma, CA;
Yorktown, VA; and the Coast Guard Academy in New London,
CT. In the coming years, we foresee that key financial and
business activities will be fully incorporated into overarching
training regimens at the entry level for all our military personnel,
including officer cadets.
We are well aware
that, more than ever,
we require an FM
workforce capable of
handling increasingly
complex issues.

At the same time, we envision adding required specialized FM
training on clearly-identified competencies, which incorporate all
federal requirements, for both civilian and military personnel
occupying specific positions as they move up career ladders. In
this respect, the Coast Guard has significant experience in
developing and implementing expert training regimens; e.g., for
boat operators or pilots who require specific competency training
to qualify for certain positions. We see using a parallel approach
to integrate increasing complexities and associated accountability
requirements in our FM training to assure we have competent
personnel in place. That said, we expect to approach the effort
over a number of years so we may fully adapt to our new systems
and processes, and deliberately discern where training is
needed most and at what level before we rollout an entirely
new structure.
Since the Coast Guard has no formal Comptroller School, we
train our active duty military personnel (enlisted, warrant and
commissioned officers) as described below.
The Coast Guard conducts basic competency preparation for its
Storekeeper (SK) enlisted FM workforce through internal “A”
schools (the basic job training for the rating selected that is
approximately eight weeks in length) and “C” schools (more
detailed task-oriented training). All SK training for enlisted
personnel includes the foundations for the primary duties they
will execute that involve FM competencies, including procurement,
supply, and property management. During periods of extreme
need, we employ an on-the-job training accession program for
SKs that lasts anywhere from one to 12 months, depending on
performance-based success of the candidate, but this is currently
not an option in the Coast Guard.
Attendance at a C School may be requested by the SK, or required
by the unit based on need, but it is not rank-specific. More than
one C School may be completed during an SK’s career, and this
may vary depending on funding, training slots, and command
desires and requirements, not to mention individual initiative. Of
course, certain slots are preferred or generally required for
personnel of higher rank. Personnel may apply for other Coast
Guard or DHS-funded FM-related training courses depending on
individual desires, such as obtaining the CDFM designation, while
university courses may be taken using tuition assistance or GI
Bill funding.
The Coast Guard relies heavily on the Chief Warrant Officer
(CWO) corps as experienced financial managers to guide the SK
rating. The Coast Guard’s Finance and Supply (F&S) Warrant
Officers fill specialized positions for the Service, with accessions
coming from the enlisted SK and Food Service Specialist (FS)
ratings. All new CWO appointees attend the Coast Guard’s CWO
Academy where they learn how to lead from an officer’s perspec-
tive. Since specific financial and resource management training
is not offered, each F&S CWO continues financial and resource
management training while assigned different levels of responsi-
bility and rotations to other units throughout their careers. Each
CWO also relies on the training received from his or her enlisted
rating schools, as well as knowledge sharing with fellow Coasties.
An F&S CWO also may request to attend either the same C
Schools as described for the SKs, or a graduate school, as well
as participate in the private vendor training and credentialing
programs managed by CG-81.
As a small Service, the Coast Guard cannot afford to have a
corps of commissioned officers who serve solely as financial
managers with a Finance Officer Specialty Code (FIN10). Tradi-
tionally, these officers serve as resource managers and
comptrollers throughout their career, as a dual career track with
their primary operational specialty. Aspiring FIN10 officers
represent a variety of Coast Guard specialties and communities,
including Afloat and Ashore Operations, Prevention Operations,
Support and Logistics, and even Aviation. These officers
generally are prepared for their FM duties through Coast Guard-
funded graduate programs lasting one to two years that focus
on accounting and finance, or even through dual degree
graduate programs that add business and information technology
to finance and accounting curricula.
The rank and experience of these officer students may vary.
Many enter the program after completing their second operational
assignments (with approximately four years of commissioned
service in the Coast Guard). We have also sent selectees in rank
of CWO to Lieutenant to graduate school; these members gen-
erally have anywhere from 15-20 years of Coast Guard experience.
After completing graduate degrees, nearly all graduates are
assigned utilization tours in finance positions at field locations or
at Coast Guard Headquarters. Following these utilization assign-

ments, they may return to their specialty of origin, but most will
be assigned to other finance positions with increased
responsibilities at some point during their careers, such as base-
level comptrollers or office chief positions at Coast Guard
Headquarters.
For Coast Guard civilians, we tie competency requirements
directly to the Office of Personnel Management (OPM) require-
ments for each job series. These remain generalized for the
most part, although specialized requirements may be included in
certain job descriptions. We encourage our civilian FM workforce
to grow in professionalism by participation in formal credentialing
programs, such as the CDFM, among others. We seek to offer as
many opportunities as possible for employees to attend other
training events at the unit, local, regional, and national levels.
Additionally, the Coast Guard sends a select few military officers
and civilians to the Eisenhower School and the CFO Academy,
both offered at the National Defense University in Washington,
D.C. Following graduation, these hand-picked students typically
rise in rank and provide a very high level of return to the Service.
In-house training at all levels within the Coast Guard is conducted
by organic personnel during normal professional development
sessions, ranging from brown bag lunch sessions to all-day
conferences. These sessions offer opportunities to share
expertise otherwise not readily available.
The CG-81 also sponsors no-cost training at Coast Guard Head-
quarters for personnel in the National Capital Region that can
assist in improving their professional understanding of different
subjects, such as Lean Six Sigma analysis. Since funds for training
have declined, the CG-81 also sponsors access to online sites
that provide general FM training geared toward the federal
workforce. Additionally, all Coast Guard employees may take
online coursework provided through the Federal Acquisition
Institute Training Application System (FAITAS), sponsored by the
DHS. There are, naturally, a number of areas in the DoD-centric
FAITAS courses that do not apply exactly to the Coast Guard, but
this usually is not a fatal deterrent to effective learning.
Finally, the CG-81 annually organizes an intensive review training
week at an offsite location for military and civilian professionals
to prepare for CDFM and CGFM certification, to include
certification testing. This opportunity permits us to obtain a
higher pass rate than we have seen with normal courses that do
not include immediate testing upon completion of the requisite
courses. In this manner, we not only strive to improve our
professional preparation, but also allow our most dedicated
personnel to achieve a major professional recognition at no cost.
Future State
Looking to the future, the Coast Guard plans to use the model
offered by the DoD FM Certification program while working
within the DHS framework to develop a more Coast Guard-cen-
tric FM training structure. This effort will help our career civilian
and military personnel manage all complex aspects of the Coast
Guard’s resource and FM responsibilities. Our way forward is
somewhat complicated by the lack of legislative authority that
permits DoD to mandate training/experience requirements for
civilian employees. That said, the unique lessons we are learning
through our FMPS modernization efforts will aid Coast Guard-wide
acceptance of similar changes that are required in our current
training programs.
This past year, the Coast Guard Resources Directorate sponsored
a Manpower Requirements Analysis (MRA) to identify the minimum
required skills needed within the Coast Guard to carry-out our
resource and FM duties. We will use the results from this MRA to
develop minimum professional requirements for most FM positions.
Working within the DHS framework and with our Forces Command,
we will continue to develop improved training opportunities for
the Coast Guard military and civilian workforce.
For military personnel in particular, we must institute more
standardized competency requirements that support both
financial audit and more effective operations, to include surge
capabilities. This will necessitate the development of more
in-depth, improved education opportunities that support those
requirements. For our civilians, as we clarify position competency
requirements, we will work to aid all our employees in meeting
those requirements through internal/external education and
training, in a manner that attracts the best and brightest and
encourages professional growth and flexibility.
The Coast Guard realizes the professional skills fundamental to
improving how we do business are not easily attained – and, of
course, we are competing for a limited number of people with
this expertise. Like all agencies, we also face a demographic
shift with baby boomer retirements and millennial accessions
that will mandate a different way of thinking about manpower. To
be successful, we must continue strong support for the profes-
sional development of all our resource and FM personnel to
guarantee we have a proficient and Semper Paratus – always
ready – workforce.
Ms. Spadafora is a Management &
Program Analyst in the U.S. Coast Guard
Directorate of Resources (CG-8), Office of
Resources and Workforce Management
(CG-81), where she works on strategic
human capital issues for the Service’s
financial management staff, and leads
the CG-8 Business Plan implementation
for organizational improvement. She
holds an MA in Economics from Virginia
Tech, an MS in National Resource
Strategy from the Industrial College of
the Armed Forces, NDU, and the Senior
Acquisition Certificate from DAU, and
serves as the USCG Assistant Secretary
to the ASMC DC Chapter.
Stacy Spadafora, CDFM, CGFM

DoD FM Certiﬁcation Program: On-Boarded and Working Each Achievement via Record Learning
ith buzzwords like “on-boarded,” “
achievement,” and “record learning” the
DoD FM Certification Program (DFMCP,
aka Certification Program) is well
underway. DFMCP was initiated by the
Honorable Robert F. Hale and is the
Department’s most recent effort to establish a “DoD-wide frame-
work to guide our professional development and help us better
adapt to future requirements. This new framework also helps new and
more seasoned people alike in determining what they should be
learning at each step of their careers.” Subsequently, and having
assumed the helm as the new Undersecretary of Defense
(Comptroller)/Chief Financial Officer, the Honorable Michael
McCord immediately gave his support to the Certification Program
stating, “In 2015, I will continue my full support of this program
(DFMCP) and expect to keep this momentum going. I expect to
see a steady increase in certified members, improved communi-
cation across and within DoD organizations, and enhanced
understanding of key concepts like audit readiness.” Codified
into law, DFMCP exists today under authority of the National
Defense Authorization Act (NDAA) for Fiscal Year 2012 (Public
Law 112-81), which gave the Secretary of Defense authority to
“prescribe professional certification and credential standards for
financial management positions within the Department of De-
fense.” Three key websites associated with DFMCP are DoD FM
Online at https://fmonline.ousdc.osd.mil/Default.aspx, DoD FM
LMS (iCompass) at https://whs.plateau.com/learning/user/
ssoLogin.do, and FM myLearn at
https://fmonline.ousdc.osd.mil/FMmyLearn/Default.aspx.
Program Overview
DFMCP is a course-based certification program with three
certification levels (Levels 1, 2, and 3). In addition to having
specific years of financial management (FM) experience; training
in audit readiness, fiscal law, and ethics; to achieve a certification
level, financial managers (FMers) have to satisfy training require-
ments in FM and Leadership competencies applicable to that
level. To satisfy these training requirements, FMers have to
complete the designated course hours of an aligned course (or
courses). Each course is rated proficiency level 1, 3, or 5. A
proficiency level 1 (PL1) rating is the lowest and is used to rate
introductory courses. On the other hand, PL5 is the highest and
is applied to higher level courses. In some cases, a course
could be aligned to all three proficiency levels. Otherwise, a PL1
course is aligned to certification level 1, PL3 to certification level
2, and PL5 to certification level 3. Therefore, at certification level
3, FMers are taking courses that have more complex subjects
making them rank at the highest proficiency level, PL5. Academic
courses may also be used to satisfy training requirements. At
certification level 3, there is an additional requirement to have a
3-month developmental assignment.
While the Army Comptroller Proponency (PO), Assistant Secretary
of the Army for Financial Management and Comptroller (ASA
(FM&C)), is overall responsible for implementation of the
Certification Program for Army (military and civilians), the U.S.
Army Financial Management School (USAFMS), U.S. Army Soldier
Support Institute (USASSI) oversees the military implementation.
Additionally, USAFMS performs course manager duties for the
Army, aligning all FM and non-FM military courses to the Certifi-
cation Program. In light of the School’s responsibilities, this article
informs the FM community about the military implementation of
the Certification Program by highlighting three major categories:
on-boarded, achievement, and record learning.
Getting Started – The On-boarding Process
Throughout CY 2014, over 10,000 Career Management Field
(CMF) 36 military personnel and Career Program (CP) 11 civilians
assigned to FM positions were on-boarded into the Certification
Program. DoDI 1300-26, Operation of the DoD Financial
Management Certification Program, dated November, 2013,
defines FM positions as “civilian or military positions that per-
form, supervise, or manage the work of a fiscal, FM, accounting,
auditing, cost or budgetary nature, or that require the performance
of financial management-related work.” On-boarding refers to
the process of bringing FMers into the DoD FM Certification
Program via the DoD FM Learning Management System (FM
LMS). Initially, the Army Comptroller Proponency (PO) provides a
briefing to the Organization/Command describing the FM
Certification Program, the On-Boarding process, and process for
obtaining and maintaining FM Certification. This briefing provides
an understanding of the implementation process, prerequisites,
DoD FMCertificationProgram:
On-Boardedand WorkingEach
Achievement viaRecord Learning
by Christopher Lyew-Daniels
W

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