CP11 - Comptroller Civilian Career Program
ACTEDS PLAN

Section I: Introduction

A. General

The purpose of the Army Civilian Training, Education and Development System (ACTEDS) is to provide for the systematic training and development of Army career civilians from intern to senior managerial and executive levels. This Comptroller Civilian Career Program (CP 11) ACTEDS Plan outlines sequential and progressive training in the Comptroller functional specialties and in leadership, supervision, and managerial development. It also provides general information and guidance on management of the Comptroller Civilian Career Program, career progression ladders, key positions and mobility requirements in CP 11.

B. Background

In recent years the Department of the Army has made significant progress in improving its central systems for training, development, and evaluation of civilian career program personnel. At the core of these efforts are two systems -- the Army Civilian Career Evaluation System (ACCES) and the Army Civilian Training, Education and Development System (ACTEDS). ACCES is the career program evaluation and referral system; ACTEDS provides each career program with a single-source document that outlines progressive and sequential training and development. ACTEDS also provides a basis for determining resource requirements in support of civilian training and development.

ACCES and ACTEDS are competency-based. Both ACCES rating elements and ACTEDS training/development objectives are stated in terms of what the individual must know or be able to do. These competencies, the knowledges and abilities, are based on the results of a job analysis in which careerists rate and rank the many "tasks" they accomplish in the performance of their duties.

C. Comptroller Civilian Career Program Overview

 1. Functional Specialties. The Comptroller Civilian Career Program (CP 11) covers professional and administrative positions in a variety of financial and resource management related functional specialties. Principally among these are the following (by specialty and principal job series):



Multi-Disciplined Financial Analyst 501*
Accounting 510
Auditing 511
Operations Research (Cost Analysis) 1515

(*The GS-301, GS-343, GS-501, GS-505, GS-560 series are contained in the emerging Multi-Disciplined Financial Analyst series group designation of GS-501.)

 2. Population. There are approximately 10,000 careerists in the Comptroller Civilian Career Program. Of this number, 60 percent are female, and 40 percent are male. Their distribution by grade is represented in Figure 1. Approximately 8 percent of these careerists are also members of the Army Acquisition Corps.

 3. Affirmative Action. Selection of employees for training programs in this plan will be made without regard to political preference, race, color, religion, national origin, sex, marital status, disability, age, or sexual orientation.

Comptroller Careerist Distribution By Grade Chart

D. Comptroller Civilian Career Program Management Structure

 1. Functional Chief/Functional Chief Representative. The senior career program official is the Functional Chief (FC). The FC for the Comptroller Civilian Career Program is the Assistant Secretary of the Army (Financial Management and Comptroller). The FC designates a senior civilian executive to serve as his/her principal advisor; that individual is designated the career program Functional Chief Representative (FCR). Because of the diversity of functions included in the Comptroller Civilian Career Program, the FCR designates a senior civilian in each function to serve as Deputy FCR for that area of specialty.

 2. CP 11 Executive Council. The Comptroller Civilian Career Program employs a broad-based management structure to assist and advise the FC and FCR in his/her oversight of the career program. Most prominent in this structure is the CP 11 Executive Council, shown in Figure 2, which is chaired by the FCR. The council meets at least semi-annually. Members are the senior resource management civilians in selected Army commands, and HQDA staff elements.

CP 11 Executive Council chart

 3. CP 11 Junior Executive Council. The Comptroller Civilian Career Program (CP 11) Junior Executive Council assists the CP 11 Executive Council and also meets at least semi annually. The CP 11 Junior Executive Council includes members from:

CP 11 Junior Executive Council chart

 4. Major Army Command and Activity Career Program Managers. Major Command (MACOM) Career Program Managers (MCPMs) are the Functional Chief's counterparts at MACOM level. They direct the accomplishment of career program functions at activities throughout their commands, and represent the interests of their commands and careerists in providing input and recommendations to the FC/FCR of the career program. Their role is both pivotal and essential to effective career management. The career program management structure is replicated to lower organizational levels, with Activity Career Program Managers (ACPMs) providing support to their local careerists and input to the MCPMs.

 5. Supervisors. Supervisors are the careerists' principal source of information and guidance on the career program and related systems. It is the supervisor's inherent responsibility to guide, direct, and assist careerists in determining potential career progression, patterns, and identifying appropriate training and development opportunities. Supervisors also have the responsibility to assist careerists by establishing developmental assignment opportunities. Supervisors should request assistance from both career program and civilian personnel officials, as appropriate. (See Annex I for more information on career planning).

E. Mobility

 1. Functional Mobility. Although CP 11 careerists may be able to achieve their career goals within a single specialized area, multi-dimensional and multi-disciplined experience is an essential factor in the career program. CP 11 has long emphasized the importance of multi-disciplinary experience for those wishing to progress to managerial and executive positions. This need for personnel with broad-based experience will increase dramatically as the Army seeks to streamline both the processes and structure associated with resource management.

 2. Geographic Mobility. While CP 11 careerists may be able to achieve their career goals within a limited geographic area, geographic mobility will be an essential factor, especially for those whose objectives are positions at the GS-15 level or in the Senior Executive Service. One or more geographic moves may be necessary to obtain developmental experience in certain Comptroller functional areas or in headquarters staff positions. Supervisors should encourage careerists to be mobile so that skills can be developed at a variety of organizational levels consistent with the individual's career goals and the needs of the Army.

 3. Mobility Requirements. Although there is no formal mobility requirement in the Comptroller Civilian Career Program at this time, such requirements may be implemented in the future for consideration for select positions. Functional and geographical mobility is a factor in evaluating potential post-training utilization of long-term training nominees, especially for the Army Comptrollership Program (ACP) at Syracuse University and the Senior Service Colleges (SSC).

F. Career Evaluation and Planning

Careerists should take the initiative in establishing their personal career goals. They should be assisted by supervisors, career program managers, and mentors in determining how best to achieve those goals. A detailed assessment of individual strengths and areas for improvement is the initial step in developing a training and professional development plan. Annex I of this document contains more specific information on career planning. Tools to assist both the careerist and his/her supervisor in such an assessment include the following:

 1. Easy ACCES. Easy ACCES is a centralized evaluation and referral system. It is the primary method for filling GS-12 through GS-15 positions. The purpose of Easy ACCES is to identify and refer the best-qualified candidates for a particular job vacancy. The program provides registrants an efficient method of applying for a transfer or promotion. Easy ACCES allows managers to identify the specific knowledge, skills and abilities needed for a position vacancy number. Careerists can assess the extent to which they are knowledgeable in the career field specialties through a process of self-ratings. Supervisor and reviewer ratings and accomplishment ratings provide external feedback that also assists the careerist in self-evaluation. The entire process is automated and can be accessed from the Civilian Personnel On-line Web-site at http://cpol.army.mil.

 2. ACTEDS. The competencies included within the CP 11 Army Civilian Training, Education and Development System (ACTEDS) Plan will correspond with the revised ACCES rating elements. Employees below the grade levels covered by ACCES and those who are not participating in the evaluation and referral system may use the competency listings to accomplish their own evaluations.

 3. TAPES. The Total Army Performance Evaluation System (TAPES) is the system used to evaluate civilian employee performance. Demonstrated successful performance is an important candidate evaluation criterion for most recruiting officials.

 4. Other Rating Systems. There are several other performance and rating systems in use within the Department of the Army. Some are currently in the test stage and have not been officially implemented. Although not part of the employee's official performance rating, they can provide insight into the careerist's knowledges and abilities. Careerists and supervisors must use the applicable rating system within their respective chain of command and career level.

 5. Supervisory Input. Supervisors are essential to successful career management and planning. Their ACCES and TAPES input, as well as their concurrent discussions with careerists, provide the most immediate and important source of feedback on performance and functional qualifications. In addition, supervisors are in the best position to assist careerists in evaluating training and development opportunities, establishing realistic career progression goals, and advising careerists on how best to achieve those goals.

G. Army Acquisition Workforce (AAW) - Army Acquisition Corps (AAC)

 1. Background. As a result of the Defense Acquisition Workforce Improvement Act (DAWIA), of 1990, the Department of Defense in 1991 issued Directive 5000.52 on the Defense Acquisition Education, Training, and Career Development Program. The directive established a framework to be used by Military Services and Defense Agencies for enhancing the technical expertise of their Acquisition Workforces, which included both civilian and military members.

 a. The AAW includes military members working in jobs and/or assigned in organizations which have to do, in simplest terms, with buying things for the Army. Acquisition functions and organizations cover the procurement life cycle of research, development, test, evaluation, contracting, contract administration, auditing and reutilization or disposal. The broad spectrum of acquisition functions is partitioned into Acquisition Career Fields (ACF) (also referred to as Acquisition Position Categories). Of these, ACF "K" (Business, Cost Estimating and Financial Management) most closely aligns with CP 11. Most CP 11 careerists in the AAW work in Cost Analysis or in multi-year-appropriation Budget Analysis positions in the field.

 b. The AAC is a subset of the AAW. It consists of military and civilian workforce members in the most responsible and critical positions of leadership and management. Civilian AAW positions at GS-14 and above by definition are in the AAC. Based on the law, the goal of the AAC is to become a world class corps of dedicated military and civilian acquisition managers capitalizing on the operational experience of Army officers and the technical skills of Army civilians. Again, CP 11 careerists in Cost Analysis and in multi-year-appropriation Budget Analysis positions in the field make up most of the Category "K" slice of the total AAC.

 2. AAW Certification. AAW certification identifies mandatory requirements in education, training and experience that are needed to meet the requirements of DAWIA. To occupy positions that are identified as "critical acquisition positions," a careerist must have (or obtain within a reasonable time) the appropriate AAW certification level in the appropriate Acquisition Career Field. These positions are normally at the GS 14 and 15 management levels. Category "K," like the others, is divided into three career levels for purposes of establishing education, training and experience standards. These career levels are:

  • Level I (Basic). This level is generally for individuals in the grades of GS 05-08/2LT-CPT. Basic level training standards are designed to establish fundamental qualifications and expertise in the individual's job series/functional area or career field. Development at the basic level lays the foundation for career progression and is designed to prepare qualified, motivated personnel for positions of increasing responsibility.

  • Level II (Intermediate Level). This level is generally for individuals in the grades of GS 09-12/CPT-MAJ. At the beginning of the intermediate level, specialization is emphasized and then later individuals begin to broaden their backgrounds toward a more general overall expertise in their career fields. A lateral movement should follow development of the experience in the individual's primary career field to a related specialty.

  • Level III (Senior Level). This level is generally for individuals in the grades of GS-13/MAJ and above. By the time an individual reaches Level III, he/she should have completed all mandatory training and education requirements (or equivalents) to that level. He or she should have advanced through a career pattern that has given him/her in-depth knowledge in his/her career field and breadth of knowledge across the entire acquisition process.

These acquisition career levels are unique to the AAW and (within it) the AAC. The CP 11 Accreditation Program is separate and distinct from the acquisition certification program. However, most of the required acquisition mandatory training requirements that apply to AAW personnel who are also in CP 11, will be fully transferable for credit toward CP 11 Accreditation.

 3. Army Acquisition Corps Training and Development for Civilians. Acquisition training requirements are listed in the Defense Acquisition University (DAU) Catalog. Extracts of courses from the catalog pertaining to CP 11 careerists in the AAW, as well as courses pertaining to all non-AAW CP 11 careerists, are contained in this ACTEDS Plan, at Annexes E, F and G. More information on AAC/AAW is available on the AAC web site at http://dacm.sarda.army.mil/careerdevelopment .

H. Professional Development of Comptroller Personnel

Professional organizations provide numerous education and training opportunities through their workshops, symposia and institutes and offer excellent opportunities for careerists to receive up-to-date training on current issues. Many of these organizations also have certification programs applicable to CP 11 careerists. Participation in activities of professional organizations and in their training, development and certification programs enhances the professionalism of the comptroller work force and prepares each careerist to meet present and future challenges. Annex J highlights a number of professional organizations and associations and their various programs.

Back to the Table of Contents