ER_690-1-1214.pdf

CEHR-D

Regulation No. 690-1-1214

DEPARTMENT OF THE ARMY

U.S. Army Corps of Engineers Washington, DC 20548-000 I

Civilian Personnel

ER 690-1-1214

28 February 20 I I

USACE LEADERSHIP DEVELOPMENT PROGRAM (LOP)

1. Puroose. Purpose of the LOP is to develop results oriented, agile leaders with broad perspectives who lead people and lead change successfully in complex environments. The Corps wi ll use the DoD Civi lian Leader Development Framework to develop our leaders. The leadership competencies we are building include: Leading Change, Leading People. Results Driven. Business Acumen, Building Coalitions. and Enterprise-Wide Perspective (see Appendix A).

2. Applicability. All USACE organizations to include Major Subordinate Commands (MSC), Districts, Field Operating Activities (FOAs), Laboratories, and Centers.

3. Distribution Statement. For public release, unlimited.

4. References.

a. AR 600-100, Army Leadership, 8 March 2007

b. FM 7-0, Training for Full Spectrum Operations, I 2 December 2008

c. DA PAM 350-58, Leader Development for America 's Army, 13 October 1994

d. FM 22-100, Army Leadership, Be, Know Do, 31 August 1999

e. USACE, USACE 2012: Aligning the U.S. Army Corps of Engineers/or Success in the

2131 Centwy, October 2003

f. USACE, Learning Organization Doctrine: Roadmap for Transformation, November

g. USACE, USACE Strategic Direction, June 2005

h. EIG, inspection of Leader Development Programs, March 2005

1. DA PAM 690-46, Mentoring For Civilian Members ofthe Force, 31 Jul 1995 J. AR 350-1, Army Training and Leadership Development, 18 December 2009 (CES and

SSC)

k. DoD! 1430.16 Growing Civi lian Leaders, 19 Nov 2009 I. Levels l-5 Leadership Development Program Quality Management ystem Business

Process Documents:

https://kme.usace.army.mi l/CE/QMS/Pages/Welcome.aspx?Region=IIQUSACE&Group =National x0020 Process x0020 Number

m. USACE Campaign Plan

n. Civilian Education System (CES) Strategic Communication Plan

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5. Policy. Major Subordinate Commanders, Center Commanders, the Director of Engineer Research and Development Center (ERDC), and District Commanders wi ll ensure that LOP programs meet the minimum requirements provided in the LOP process documents in the USACE Quality Management System (QMS). Commanders are encouraged to supplement the USACE LOP with local needs; however, all e lements should support the leadership competencies and attributes.

The developmental key components of the LOP are as follows:

a. Education:

We must encourage attendance at Civilian Education System (CES), Senior Service College (SSC). DoD Executive Leadership Development Program, and Defense Senior Leader Development Program (Army and DoD leadership programs) that are built into our LOP levels as post utilization or prerequisi te assignments.

b. Developmental Assignments:

In order to successfully prepare our future leaders. LDP participants should participate in developmental assignments. These assignments may be at different organizational levels, in different functional areas, and for varying time frames as we develop leaders w ith broad perspecti ves.

c. Mentoring:

Mentoring is a critical part of developing our leaders. Corps leaders are expected to reach out to the next generation of leaders through mentoring relationships in all LDP levels.

6. Operational Requirements.

a. LDP participants wil l be able to transfer what they have learned about leadership from one location, and have it corporately accepted and applied anywhere within the Corps.

AccompLishments in a particular level in one location will be accepted in another location.

b. If a USACE LDP participant transfers within USACE, the two organizations will work together with the participant to ensure he/she eithe r completes the program at the original location or transfers smoothly into the program at the new organization. with acceptance into a future LOP class as an option.

7. Roles and Responsibilities.

a. Commander. USACE communicates leadership development philosophy and program through policy to achieve strategic goals.

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b. Directors and MSC Commanders may supplement programs with cun-iculum that is congruent with the USACE LOP goals and objectives. Commanders and Directors are responsible for providing oversight and direction by:

( l) Appointing a USACE LOP Champion within their respective organization.

(2) Ensuring subordinate commanders and senior staff are aware of USACE LOP opportunities and encourage subordinates to take advantage of these opportunities.

(3) Ensw·ing managers and supervisors are actively involved with the USACE LOP.

(4) Determining annual level of part icipation in co llaboration wi th subordinate organizations.

c. District Commanders, Laboratory Directors, Cente r Commanders and FOAs are responsible for providing oversight and direction by:

( l ) Promoting leadership development and may supplement with curriculum that is congruent with the USACE LOP goals and objectives.

(2) Ensuring discussion of the program is included as part of an employee's performance counseling.

(3) Ensuring supervisors and staffs are aware of USACE LDP opportunities encouraging employees to take advantage o f these opportunjties, and that time is available to support employee participation.

( 4) Determining annual leve l of participation.

d. USACE LOP Champion - CEHR Director is responsible for ensuring the strategic goals of the USACE LOP are achieved.

e. USACE LOP Organizational Champions - an individual in a top leadership role in each organization with a passion fo r leadership development. The Organizational Champion is responsible for ensuring the USACE LOP is executed throughout thei r respecti ve regions.

meeting strategic and operational requirements, and achieving intended outcomes.

f. USACE LOP Program Manager. Human Resource Development Division, Directorate of Human Resources. HQUSACE, provides program management and oversight for the USACE Leadership Development Program throughout USACE, and is responsible for ensuring the USACE LOP is accomplishing intended outcomes. The USACE LOP Program Manager works c losely with the USACE LDP Organizational Champions.

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g. USACE LOP Regional Program Manager, MSC Level, provides program management and oversight for the USACE Leadership Development Program throughout the region, and is responsible for ensuring the USACE LOP is accomplishing intended outcomes. The USACE

LOP Regional Program Manager works closely with the Regional Champion, Senior Leaders, District Program Coordinators, Supervisors and Managers.

h. Senior Leaders and Supervisors at all levels support the USACE LPD and ensure that employees are well informed regarding its development opportunities. Ensure discussions of the program are included as part of performance counseling. Support the development of leadership potential by encouraging pru1icipation in the USACE LOP and LOP oversight committees as needed.

i. Corps Employees are offered leadership development opportunities through the USACE LOP. Each member is encouraged to actively participate in the program to full y develop leadership potential. Employees in the Corps should include USACE LOP participation in their Individual Development Plans (IDP). The Civi lian Leader Improvement Battery (CLIMB) Assessment (http://www.123assess.com/climb/home.do) is a tool that can be used to measure level of leadership competencies.

8. Metrics. Program evaluation will be conducted through the Directorate Management Review (OM R) process.

a. USACE LDP participants, their supervisors, and others as appropriate w ill complete progran1 evaluations at the conclusion of each level of the program. Evaluation forms will be included in the QMS LOP Process documents. Regional Program Managers will compile and forward a standardized summary ofthese evaluations to their Division's HR Forward who wi ll report the LOP status at the Human Resource Directorate I st quarter Directorate Management Review (OM R).

b. Strategic Goals: Build a bench of agile leaders that have broad perspectives, are successful change agents, and are result oriented. Reporting metrics include: education completion (CES (each phase), SSC, DELDP, and DSLDP), developmental assignments, and men to ring.

FOR THE COMMANDER:

2 Appendices Appendix A - DoD Civilian Leader

Development Framew Appendix B - LOP Reporting Metrics olonel, Corps of Engineers Chief of Staff

I R 690-1- 1214

A dix A - DoD Civi r Leader D _ evewpmem F k Leading Change Leading People Results Driven Business Acumen Building Coalitions Ent' p Defini tions

The core competenc> involves This core competency This core competency This core competency This core competency This cor the ability to bring about involves the ability to lead involves the ability to invol ve~ the ability to involves the ability to involve~ Mrategic change. both within and insp1rc a multi-sector meet organitational manage human. build coalitions view oft and oul!.ide the organization. group [no1 only employees goals and customer financml. and information internall) and \\llh other and an u to meet organizational goals (CI\ 1lian and military). e\pectations. Inherent resources strategieall) . Federal agcncle'>. State of ind1' 1 Inherent to this competcnc) IS but also other government to th1s competenC) is Inherent to thiS and local go~ernmcnts. respons1 the abilit) to establish an agenc) personnel at the stc\\ardshlp of compctcnc) IS the ability nonprofit and pnvate relation 1 organi7..ational vision and to Federal. State. and local resources. the ability to to dev1se solutiOns "ith sector organ11.allons. strategiC implement it in a continuous!) levels. as well as make decisions that an understanding of foreign governments. or pcrspcet changing and highly contractors and granteesl produce high-quality how to impact business international organi1.11tions expericn ambiguous environment. toward meeting the results by applying results by making to achieve and char Balances change with organization's vision. technical knowledge. connections between common goals. strategic continuity and addresses mission. and goals. analyting problems, act ions and/or on broad resistance. Inherent to this competency and calculating risks. perforn1ancc and joint e\p is the ability to organiLation goals ofinforn provide an inclusive and result~. as well as and vert wor~place that fosters the c\lernal pressure horizon!

motivation and development poinLs of inforn of others. facilitates cffccti~e delegation.

empo"crment. personal ~acnfice, and risk for the good of the mission.

as \I ell as trust. confidence, coopcrat ion and teamwork. and supports constructive resolut ion of connicts.

Competencies Creati\ it) and Innovation Conflict Management Accountabilit) Financial Management Political Sav') Joint Per E\lcrnal Awareness Leveraging Divers it) DeciSIVeness Human Cap1tal Management Jnfluencmg/l'cgotiaung · \11SSK>n u

.rprise-Wide ~rspccti ve competency broad point of h c DoD m1ssion lcrstandmg ~al or organuational hues 111

·the larger DoD rionue~. I he c i'> shaped b~ :and education :tented by a !op-lcvel focus cquircmcnts.

"ICnCCS. fusion ttion. collaboration ·!I and Integration

IliOn peCII\C •n1auon nand (uhur< Strategic Thinking De' eloping Others Entrepreneurship Technolog) Management Partnering : ~0 ~.t""

V1sion ream Buildmg Customer Service Computer Luerac) . '-•~P 'at~ Pn,pKU\ t ·l<nsc tntt~~flll(lft

Flc,lbilit) Problem Solvmg · Globll p, Rcs1llencc 1 echmcal Crcdibilit} National -1'-allonal i)«HH•

-ccunt} vrn" .. ound1t1on

- l\ational " .uncv l. m ~ronrncn1

- ' t11tOnal ~ ~cunt'v ~trl:'llt'~otv

Fundamental Competencies

These Competencies are the foundation for success in each of the core competencies. l lntcf!'er~on~l Skills; ln~cgrity/1 loneSiy. Written Communication. Co1 .__ ______________________________________ L'_Publlc ~crv1ce Motivation tn ual I.e urn i ng. and

A-I

Appendix B

ER 690-1-1214

28 Feb II

Leadership Development Program (LOP) Metrics to be reported by HR Forwards at I st Quarter Directorate Management Review (DMR) - Information provided by Regional LOP Program Managers

Feedback from Supervisor and Participants (during and after) Track individual's employment progress during program and after.

Level 1 Leve12 Level 3 # of Participants # of Graduates # of Drop Outs # of CES Graduates

• Foundation

• Basic

• Intermediate

• Advanced # of SSC Graduates # ofDELDP Graduates # ofDSLPD Graduates # of Developmental Assignments # of Participants in the Mentor Program

--- ---- 1..-

B-1

Level4 LevelS