Defense Senior Leader Development Program (DSLDP)

DSLDP is the Department of Defense (DoD) program to develop senior civilian leaders to excel in the 21st Century joint, interagency, and multi-national environment. This program supports the government-wide effort to foster interagency cooperation and information sharing by providing opportunities to understand and experience, first-hand, the issues and challenges facing leaders across DoD and the broader national security arena. Designed to support one of the Department's top transformational priorities, DSLDP is the senior-level component of our overall leader development strategy. The program provides the means to develop a cadre of world-class senior civilian leaders with the Enterprise-wide Perspective and the critical skills needed to lead organizations and programs, and to achieve results in the national security environment today and well into the future.

DSLDP is aligned with the implemented Department of Defense Civilian Leader Development Model. Additional information on this model can be found at:

Framework
http://www.cpms.osd.mil/ASSETS/8618C684CB444174A9EE6BB8D0E461CD/ DoD_framework_color%20final%20Dec%2008.pdf

Continuum
http://www.cpms.osd.mil/ASSETS/6526B296B67F4CA29BF8E48B13E3F8A5/ DoD_continuum_color%20Dec%2008.pdf

Competency Definitions
http://www.cpms.osd.mil/ASSETS/4CEE56AED23A43C6B7AEDAA76C7FF174/ Competency%20Definitions%20Dec%2008.PDF

DSLDP is not a Senior Executive Service (SES) Candidate Development Program. Program elements are designed to enhance one's readiness for top leadership positions. While successful completion of the program does not imply eligibility for or guarantee promotion, DSLDP graduates are highly competitive for more responsible and challenging positions.

Army participants in DSLDP will be expected to sign both a continuous service agreement and a mobility agreement as a condition of acceptance into the program.

DSLDP is designed for individuals leading high performing organizations and programs today, and have the potential and motivation to take on even more responsible senior leadership positions across the enterprise within the next few years. Candidates should be identified through their respective command talent management processes, with an eye toward utilization of DSLDP graduates in the joint arena and return on investment for the Department of Defense.

Generally, the superior DSLDP candidate:

• Is a high performing leader with outstanding potential for more responsible leadership positions across the enterprise;
• Submits a complete nomination package that includes compelling examples of accomplishments that demonstrate proficiency in the civilian leader competencies;
• Has supervisory experience acquired no more than 5 years ago;
• Is ready and able to contribute at a senior-level PME school
• Has a broad and varied history of continually progressive experience leading to increased responsibility and broad perspectives:
  • In multiple organizations, commands, or Defense agencies,
  • At various organizational levels (operating, staff, headquarters),
  • In a range of related occupational areas, and
  • At multiple geographic locations.
• Has leadership and managerial experience that has demonstrated the competence, confidence, and motivation to be a bold and innovative leader in the public sector, to include significant experience in supervising or managing people in an official capacity;
• Has an exceptional performance record and has progressed through positions of increasing responsibility.
• Is supported by supervisory and Component recommendations that clearly articulate the candidates' demonstration of qualifications and readiness for DSLDP;
• Recognizes and appreciates the value of life-long learning
  • Has succeeded in rigorous programs of formal education, training, and self development,
  • Has one or more degrees in fields related to his/her occupational specialty, and
  • Has successfully completed Component-sponsored leadership programs and other developmental activities toward attaining career goals.
• Is motivated to succeed, and is willing to challenge himself/herself to do so; and
• Has the passion to lead, inspire, and produce results for DoD.

To be eligible for DSLDP, an individual must meet all of the following requirements by the date application is submitted to the command:

• LENGTH OF ARMY EXPERIENCE: Be a permanent, full-time civilian employee of the Department of Army for a minimum of three years.
• GRADE: Hold a permanent GS-14 or 15, or pay band equivalent position. If you are unsure if your position is equivalent, contact an HR Specialist in your local Civilian Personnel Advisory Center.
• EDUCATION: Possess at least a Baccalaureate degree from an accredited college or university.
• RATING OFFICIAL EXPERIENCE: Possess a minimum of one year (preferably more) of significant experience in supervising civilian employees (as a rating official). Experience must be recent (less than five years old). Applicants should be very specific in addressing supervisory experience. How many did you supervise and was it first or second level supervision?
• TRAINING: Have successfully completed the Civilian Education System (CES) Advanced Course or received Advanced Course Credit from HQDA DCS G3/5/7 prior to applying for DSLDP. To determine and/or request CES Advanced Course credit, go to: https://www.atrrs.army.mil/channels/chrtas/student/logon.aspx?caller=1. After logging in, choose "CES Course Credit" from the Student Functions section. If applicant is requesting constructive credit, allow 90 days for this process; i.e. if application is due to individual's command on 10 May, request for constructive credit should be made NLT 10 Feb.
• CLEARANCE: Have or be able to obtain a TOP SECRET clearance that will not expire during the program. Note: Students with a "Secret" clearance will be admitted to SSC but may be limited in what courses/lectures they can participate. TOP SECRET clearance with Special Background Investigation access is strongly preferred. As long as this clearance process is requested prior to the start of the SSC, the schools will accept an interim clearance.

NOTE: Applicants who have previously completed Professional Military Education (MEL 1) (resident or non-resident) from any Senior Service College are now eligible to apply (note the exception below).

Prior SSC graduates selected for DSLDP will be required to attend a PME refresher course if the end date for PME graduation was more than five years from the date of selection into the program. Those who graduated from PME less than 5 years may not need to complete refresher training. Alternative developmental opportunities will be based on the individual's development plan.

Note: Participants of the Defense Leadership and Management Program (DLAMP) and Army Senior Fellows Program, are not eligible to apply under Department of the Army guidelines.

The nomination process is designed to be rigorous. This extensive process is intended to ensure that only ideal candidates are admitted into the program. Applications are evaluated on the basis and expectation that applicants have at least basic proficiency in each of the Office of Personnel Management (OPM) Executive Core Qualifications (ECQs). Recency of demonstrated proficiency/performance/educational achievement is a strong deciding factor between candidates.

The selection criteria include:

• Proficiency in each of the ECQs and related competencies, as would be expected of a senior leader (i.e., no evidence of major competency gaps).
• Demonstrated career progression;
• Demonstrated exceptional performance (typically above Fully Successful/Level 3 or equivalent);
• Educational history that demonstrates the ability or potential to complete the academic requirements of the program, to include a baccalaureate degree from an accredited school, as required for admission to PME.
• Depth and breadth of experience in one or more of the broad functional areas in which DoD employs managers and leaders, to include experience supervising or managing people in an official capacity (rating official);
• Supervisory recommendation addressing the employee's leadership competencies and potential for broad enterprise leadership responsibilities; and
• Agreement to be functionally, organizationally, and geographically mobile, as noted by career progression plans in the nominee's Statement of Interest and signed Senior Service College/Graduate Mobility Agreement

DSLDP nominations involve four primary phases: the applicant preparation process, the command review process, the Army Component process and the DoD process. Each is described below:

Eligible candidates:

• Follow the Applicant SETM-SSC Nomination Package Checklist for putting your package together.
• The new Senior Enterprise Talent Management System (SETMS) will be used for all eligible Army Civilians to apply for academic year 2013 (AY13) Senior Service Colleges (SSC). Completed nominations in SETMS will generate an email to the first-line supervisor and general/flag officer or SES for nomination endorsement. Army Commands, Army Service Component Commands, Direct Reporting Units and/or separate organizations will be able to access their applications and conduct their boards using SETMS. Functional reviews conducted by the Army career programs will be automated in SETMS as well. The window of opportunity to submit applications will vary based upon internal command suspense. Please check with your Command civilian training POC for your suspense date. The HQDA suspense to all commands is 29 June 2012. To access the SETM system, please log into: https://www.csldo.army.mil/CTMO/CTMOIndex.aspx.

Army Commands (ACOM), Army Service Component Commands (ASCC), and Direct Reporting Units (DRU) shall:

Submitted in the SETMS as part of the Command Board Process, the "Command endorsement" Memo. The command forwards those best qualified candidates to SAMR-SES, CSLDD. It must:

• Include an order-of-merit list (OML) of nominees within the body of the endorsement or as an enclosure.
• If the Command/equivalent organization has only one nominee, the endorsement must include a statement that the nominee is "one of one."
• Include the name, email address and telephone number of the Command/equivalent POC.

The Command will determine what method(s) are appropriate to generate an OML. Submit nomination packages of best qualified candidates to HQDA via command endorsement in SETMS. Command endorsement must be completed in SETMS in time to reach SAMR-SES, CSLDD by the suspense date.

Army Headquarters process. The Army nomination process and procedures will utilize and apply both the Army and DoD DSLDP criteria (below) in nominating a slate of candidates for consideration to DoD. Nomination information is provided to Army each year along with target numbers.

• The G-3/5/7 Training Directorate Civilian Training and Leader Development Division sets the overall policy for the program within Army.
• The Assistant Secretary of the Army (Manpower and Reserve Affairs), SAMR-SES, CSLDD will:
  • Announce the program Army-wide.
  • Accept and review packages.
  • Conduct the Army Senior Enterprise Talent Management Board (SETM Board).
  • Act as liaison between the DoD DSLDP Office, Army commands and individual employees.
• Announcement of Army SETM Board results and of DoD DSLDP Selection Board decisions will be made by the Assistant Secretary of the Army (Manpower & Reserve Affairs) and distributed as an Army-wide announcement.
• SAMR-SES, CSLDD will submit results from the SETM Board and DoD DSLDP Selection Board to the G-3/5/7 Civilian Training and Leader Development Division.

The DoD process.

• Each nominee will participate in a centrally administered assessment center based on the ECQs. The formal, hands-on assessment center exercise will mirror the "look and feel" of "a day in the life" of a typical senior leader. Each nominee must be available for this one-day exercise, to be scheduled in Fall 2012. Feedback from the assessment center will be a key part of the selection process and will be used later in the process to build successful candidates' developmental plans.
• An executive-level selection board, comprised of both SES members and General/Flag Officers from throughout DoD, will review all nominations and recommend selections to the OSD leadership for final ratification. The board review will include the entire nomination package and assessment center results.
• The Principal Deputy Under Secretary of Defense (Personnel & Readiness) will ratify the selection of Class of 2013 participants. Selectees will be notified by the DSLDP program office. Non-selectees will be notified by the SAMR-SES, CSLDD.

DSLDP is enterprise leadership in action. Designed to increase the participants' capabilities to effectively support DoD strategic priorities, the program integrates: the world-class academic experience of senior-level professional military education; Defense-unique leadership seminars focused on the critical issues facing the Department today; and substantive opportunities for individual development. The program will feature hands-on involvement of current Defense and other public sector executives and appointees, along with noted experts from top ranking universities and the private sector. Participants will work together and learn from each other as they tackle real-life challenges as a joint cohort. Participants will also benefit by working directly with current DoD executives (military and civilian) as well as executive coaches, throughout their DSLDP experience. This holistic approach will empower participants to think strategically, envision what is on the horizon, and formulate proactive, competitive solutions that produce results for DoD and the nation.

Professional Military Education/Senior Service College (PME/SSC)

PME prepares individuals to assume broader responsibility, expands their knowledge of the national security mission, and strengthens their understanding of complex policy and operational challenges faced by senior DoD officials. Successful nominees will attend senior-level PME in Academic Year 2013-2014, in residence at one of the following SSCs - College of Naval Warfare, Air War College, or National Defense University (National War College or Industrial College of the Armed Forces). Although personal preferences and Component recommendations will be considered, participants will be slated by a DoD board to attend a school in a different Component, or National Defense University (NDU) in order to broaden their experience.

• A prerequisite National Security foundation course may be required prior to attending PME/SSC.
• Participants who attend PME are required to sign a Continued Service Agreement and serve in the Federal government for a minimum of three times the length of the 10-month program (30 months) after completing their studies.
• Army PME participants are required to sign an SSC/GPP Mobility Agreement. Placement in a new position will generally occur immediately after PME completion and prior to DSLDP graduation.

Some PME activities require the participant to obtain a Top Secret clearance. A Top Secret with SCI must be requested in advance of the SSC start date. All schools will accept an interim clearance.

Defense-focused Leadership Seminars

A series of seminars (generally 3-5 days each) will blend real-world learning and powerful, challenging experiences. They will provide core knowledge for the Enterprise-wide Perspective and the opportunity to apply leadership skills in the increasingly complex joint and national security environments. Seminars are competency-based. Each seminar's distinctive design will focus on dimensions of the Enterprise-wide Perspective, i.e., joint leadership, interagency leadership, multinational leadership. This focus is brought into context by addressing enterprise-spanning issues facing the Department today. Moreover, each seminar is built on a framework of public policy, public/business administration, and international relations. This blend of academic foundation, best practices, Defense focus, experiential learning, and interface with leading experts will enable participants to acquire a unique understanding of the challenges facing today's most senior leaders. Through case studies, participants will assess relevant issues, as well as consider and evaluate innovative solutions. Seminars will be spaced throughout the program with participants attending as a cohort, thus facilitating a team approach to learning and the development of long-lasting professional relationships. Seminars will be held at the Defense Executive Management Training Center in Southbridge, Massachusetts, unless specified otherwise.

Individual Development.

The goal of individual development is for the participant to demonstrate targeted proficiencies in the critical leadership competencies, to include the Enterprise-wide Perspective. Feedback from senior advisors and the OPM assessment center results will pinpoint where additional development is warranted to further hone existing competency talents (strengths) and to address identified competency needs. An individual development plan (IDP) will be prepared by each participant to outline the training, education, assignments, or other means for addressing any such gaps. Every participant will select an enterprise-spanning experiential activity (options include: executive-sponsored action learning team project; 4-6 month developmental or rotational assignments; executive-sponsored task forces or interagency process teams, education or training sponsored and funded by Participant's parent organization or new permanent or temporary position sponsored by Component) to experience new challenges in new environments and further strengthen the enterprise perspective. Periodic progress reviews will be held to ensure participants are on track and identify any needed program corrections.

Eligibility for Graduation.

Participants who complete all cohort seminars and other activities on their approved IDP, will participate in a structured interview that focuses mainly on the Enterprise-wide Perspective competencies. Additional assessment tools focusing on the participant's other developmental objectives (as specified on the IDP) may be used. The assessment tool(s) help discern the participant's meeting or exceeding the targeted proficiencies of the critical leadership competencies. When the participant successfully completes the assessment(s), they are ready to graduate and will be invited to attend a formal graduation ceremony. The graduation certificate validates the participant has met DSLDP objectives and has attained the desired proficiencies for enterprise leadership.

• All elements of the program will normally be accomplished within 24 months, depending on the participant's background and individual development needs.
• To remain in the program, participants must demonstrate progress toward completion of program elements, targeted competency proficiencies and their IDP.
• Travel and per diem associated with approved DSLDP activities are generally paid from centrally managed DoD funds.
• Limited DoD funding may be available to support temporary backfill of positions vacated by participants attending a resident PME program. (If available, only covers 25% of temporary replacement salary.)
• Participants will benefit from the sound advice, honest discussion and feedback of Talent Development Executives (TDEs) at the SES or General/Flag Officer level. In addition, participants will be assigned an executive coach.
• Beyond the TDEs and executive coaches arranged by DSLDP, participants are encouraged and expected to independently seek out and work with an executive-level mentor.
• DSLDP requires an extensive time commitment during the two-year time period. Participants remain assigned to their permanent position and duty organization while in the program. When a participant is not in official DSLDP training or developmental assignment, they are back at their jobs. Participants are expected to balance their job responsibilities with those of the program. It is critical for the supervisor to agree to the time commitment for development over the two years which includes the 10-month PME.

• Individuals are advised to reflect carefully on their personal goals and intent to participate in the target period before applying.
• Army deferments for civilian employees may be granted based on three reasons - compassionate, operational or medical following guidelines established for active duty personnel in AR 350-1, Army Training and Leader Development, paragraph 3-20. A formal request for deferment must be submitted through the requestor's chain-of-command with appropriate documentation to the G-3/5/7 Civilian Training and Leader Development Division. Approved deferees will be waived from Army re-competition requirements for one year but will still have to compete again at the DoD level.
• In accordance with AR 350-1, Army applicants who decline a seat for which they applied will be removed from future consideration for DSLDP and SSC.

POCs HQDA DCS G-1 CSLDO
Mr. Edmund Shaw,
Edmund.Shaw.civ@mail.mil ,
703-693-1128 (DSN 223)

Mr. Angel Maldonado,
angel.maldonadoramirez@us.army.mil,
703-695-4834 (DSN 225)

POC HQDA G-3/5/7 Civilian Training and Leader Development
Ms. Michelle White
Michelle.L.White@us.army.mil,
703-545-4313 (DSN 865)