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Strategic and Performance Planning for the Office of the Chancellor for Education and Professional Development in the Department of Defense

By: Dina G. Levy; Roger Benjamin et al. | Book details

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Page 29
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Chapter Four
KEY CHALLENGES IN DoD CIVILIAN EDUCATION AND
WORKFORCE PLANNING
Having considered some of the major trends in the environment of the Chancellor's office, we now consider the key characteristics of DoD civilian ET&D. Key stakeholders in DoD civilian ET&D include
• Customers—the approximately 700,000 civil service employees working for the DoD, their managers, the organizations employing them, and other organizations interested in the skill level of the DoD workforce, and
• Providers—organizations (both within and outside the DoD) providing education, training, and development opportunities related to employment of DoD civilians.1

Civilian ET&D is embedded within various civilian workforce management systems (e.g., Competitive Service, Excepted Service, and Non-Appropriated Fund employee systems) that must balance the needs of the DoD with the skills of the workforce through classification, recruiting, promotion, training, education, compensation, acculturation, and retention/separation policies. This larger system thus provides an important context for the ET&D system.

This chapter describes DoD civilian ET&D in general, and particularly how the Chancellor's office fits into the DoD ET&D system. We

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1
In contrast to professional military education, training, and development, DoD civilian ET&D is not well specified at more detailed levels of description. There is little uniformity across providers and stakeholders in terms of the procedures by which education and professional development are acquired and accounted for.

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