USACE Publications - ER 690-1-1214

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

or

iented, agile leaders with broad

perspectives who lead people and lead change successfully

in

compl

ex

environments.

The

Corps

wi

ll

use

th

e DoD Civi

li

an Leader Development Framework to develop our leaders. The

leadership competencies we are building include: Leading Change, Leading P

eop

le. Results

Driven. Bus

in

ess Acu

men

, Building Coalitions. and Enterprise-Wide Perspective (see

Appe

ndix

A).

2.

App

li

cability. All USACE

organ

izations

to

in

clude M

ajor

Subordinate Commands (MSC),

Districts, Field Operating Activities (FOAs), Laboratories, and Centers.

3. Distribution Statemen

t.

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

19

99

e.

USACE, USA

CE

2012: Aligning the

U.S.

Army Co

rp

s

of

Engineers/or Success in the

21

31

Ce

ntwy

, October 2003

f.

USACE, Learning Organization Doctrin

e:

Roadmap

for

Transformation, Nove

mb

er

2003

g.

USACE, USACE Strategic Direction,

Ju

ne 2005

h. EIG, inspection

of

Leader Development Programs, March 2005

1. DA P

AM

690-46, Mentoring For Civilian Members

ofthe

Force,

31

Jul

19

95

J.

AR

350-1, Army Training and Leadership Development,

18

December 2009 (CES and

SSC)

k.

DoD! 1430.16 Growing Civilian Leaders,

19

Nov

2009

I.

Levels l-5 Leadership D

eve

lopment Program Quality Management ystem

Bu

sin

ess

Process Document

s:

https:

//

kme.usace.army.mil/CE/QMS/Pages/Welcome.aspx?Region=

II

QUSACE&Group

=National

x0020 Process x0020 Numb

er

m. USACE Campaign

Pl

an

n. Civilian Education System (CES) Strategic Communication Plan

ER

690-1 -12 14

28

Feb II

5. Policy. Major Subordinate Commanders, Center Commanders, the

Dir

ec

t

or

of

Engineer

Research and Development Center (ERDC), and District Commanders wi

ll

ensu

re 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, a

ll

el

eme

nts should support the l

eade

rship

competencies and attributes.

The developmental key components

of

the

LO

P

are

as follows:

a.

Education:

We must encourage attendance at Civilian Education System (CES), Senior Service College

(SSC). DoD

Exec

utive Leadership Devel

op

ment Program, and Defense

Senior

Leader

Development

Program (Army and DoD leadership programs) that are built into our LOP levels

as post utilization

or

pr

erequisite assignments.

b.

Developmental Assignments:

In order to su

ccessf

ully prepare

our

future leaders. LDP participants

shou

ld participate

in

developmental assignments. These assignments may be at different organizational levels, in

different functional areas, and for varying time frames as we develop le

ade

rs with broad

perspec

ti

ves.

c. Mentoring:

Mentoring is a critical part

of

developing o

ur

l

ea

ders. Corps l

eade

rs

are

expected to reach

out to the next

ge

neration of leaders through mentoring rela

ti

onships in all

LDP

levels.

6.

Operational Requirements.

a.

LDP participants will be able to transfer what they have learned about leadership from one

location, and have it corporately accepted

and

ap

plied anywhere within the

Co

rps.

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 either completes the program

at

the original

location or transfers smoothly into the program at the new organization.

with

acce

ptance into a

future

LOP class as

an

op

tion.

7. Roles and

Re

sponsibilities.

a.

Co

mmander.

USACE

com

municates leadership development

philosophy

and program

through policy to achieve strategic goals.

2

ER

690-1- 12

14

28

Feb

II

b.

Directors and

MS

C

Co

mmanders may suppl

eme

nt programs with cun-iculum that is

cong

ru

ent with

th

e USACE LOP goals and objec

ti

ves. Commanders and Directors are

responsible for providing

ove

rsight and

di

rec

ti

on b

y:

(

l)

Appointing a

USACE

LOP Champion within their

re

spective organization.

(2) Ensuring subordinate

comman

ders and senior st

aff

are

aware

of

USACE LOP

opportunities and encourage s

ub

ordinates to take advant

age

of

these opportunities.

(3)

Ensw·ing managers and supervisors are actively

in

volved with the USACE LOP.

(4) Determining annual level

of

participation

in

co

ll

aboration

wi

th subordinate

organizations.

c. District Commanders, Laboratory Directors,

Ce

nter Commanders and FOAs are

responsible for providing oversight and direction by:

( l)

Promoting leadership

deve

lopment and

ma

y supplement with curriculum that is

co

ngruent with the USACE LOP goals and objectives.

(2) Ensuring discussion

of

the program is included as

part

of an emp

lo

yee's

performance

counseling.

(3) Ensuring supervisors and s

taff

s are aware

of

USACE

LDP opportunities enco

ur

ag

ing

employees to take advantage of these opportunjties, and that time is available

to

support

empl

oyee

participation.

( 4) Determining annual level

of

participation.

d.

USACE LOP Champion -

CE

HR Director is responsible for ensuring the strategic

goa

ls

of

the USACE LOP are achieved.

e.

USACE

LOP Organi

za

tional Champions -

an

indi

vidua

l

in

a top leadership role in each

organization with a pa

ss

ion

fo

r l

ea

dership development.

The

Or

ganizational Champion is

responsible for ensuring the

USAC

E LOP is executed throughout their respec

ti

ve regions.

m

ee

ting strategic and operational requirements, and achi

ev

ing intended outcomes.

f.

USACE LOP Program

Ma

nager. Human Resource Developme

nt

Di

vision, Directorate

of

Hum

an Resources. HQ

USACE,

provides program manage

ment

and oversight for the

USACE

L

ea

dership Development Program throughout USACE, and is responsible for ensuring

th

e

USACE LOP is accomplishing intended outcomes.

The

USACE

LOP Program Manager works

c

lo

sely with the USACE LDP Organizat

ion

al Champions.

3

ER

690-1-1214

28 Feb

11

g.

USACE

LOP Regional Program Manager, MSC Level, provides program management

and oversight for

th

e USACE Leadership Devel

op

ment Program throughout

th

e r

eg

ion, and is

responsible

for

ensur

ing the USACE LOP is accomplishing intended outcomes. The USACE

LOP

Regional Program Manager works closely with the Regional Champion, Senior Leaders,

Di

strict 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 en

co

ur

ag

in

g pru1icipation

in

the USACE LOP and LOP

overs

ight committees as

needed.

i.

Co

rps Employees are offered leadership development opportunities through the

USACE

LOP. Each

memb

er is encouraged to actively participate in the pr

ogra

m to fully develop

leadership potential.

Emp

loyees in the

Cor

ps

shou

ld include

USACE

LOP participation in their

Individual Development

Plans (IDP). The Civi

li

an

Leader Improvement

Batt

ery (CLIMB)

Assessment (htt

p:

//

www.123assess.com/climb/home.do) is a tool th

at

can be u

se

d

to

measure

level

of

leadership co

mp

etencies.

8. Metrics.

Pr

og

ram evaluation will be conducted through the Directorate Management Revi

ew

(

OM

R) process.

a.

US

AC

E LDP participants, their supervis

or

s, and o

th

ers as appropriate w

ill

co

mplete

pr

og

ran1

eva

lu

ations

at

the

co

nclusion

of

eac

h level

of

the program. Evaluation forms will be

included in the

QMS

LOP Process d

oc

um

en

ts.

Re

gional Program Managers will compile and

forward a standardized summary

ofthe

se

eva

lu

ations to

th

eir Division's

HR

Forward who wi

ll

report

th

e L

OP

status

at

the Human R

eso

urce

Dir

ectorate I st quarter Dir

ec

torate Management

Review

(

OM

R).

b.

Strategic

Goa

ls: Build a bench

of

ag

il

e leaders that have broad perspectives, are

successful

change

agents, and are result

or

iented. Reporting metrics include: education

comp

letion

(CES

(each phase), SSC,

DELDP

,

and

DSLDP), developmental assignments, and

men to ring.

FOR

THE

COMMAN

DER:

2 Appendices

Appendix A - DoD

Civilian Leader

Development Framew

Appendix B -

LOP

Reporting Metrics

olonel,

Co

rps

of

Engineers

Chief

of

S

taff

4

I R 690-1-1214

28 F

eb

II

A

dix A - DoD Ci

vi

r Leader D

_ evewpmem

F k

Leading Change Lead

in

g People R

es

ults

Dri

ven

Bu

s

in

ess Acumen Building Coalitions Ent'

p

De

fini

tio

ns

The core

competenc>

involves This core competency This core

co

mpetenc

y This core competency This core compe

ten

cy

This cor

the

ability to

bring

about involves

the

ability to

lead

involve

s

the

ability to

invo

l

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

go

al

s and customer

financml.

and information internall) and \\llh other and

an

u

to

meet

organizational goals

(C

I\

1lian

and

military). e\pectations.

Inherent

resources strategieall).

Federal

agcncle'>

. State

of

ind1'

1

Inherent to this competcnc) IS but

also

other government to

th1

s

competenC)

is Inherent to

thiS

and

local

go~ernmcnts.

respon

s1

the

abilit) to establish

an

agenc) personnel at

the

stc\\ards

hlp

of

compctcnc) IS

the

ability nonprofit and pnvate relation 1

organi7..ational

vision and to Federal. State. and

local

re

so

urce

s.

the

ability

to to

dev1se

solutiOns

"ith

sector

organ11.allons.

strategiC

implement

it

in

a continuous!)

level

s.

as

well

as make decisions

that

an understanding

of

foreign

governments. or pcrspcet

changing

and

highly

con

tractors and granteesl produce

hi

gh-qua

lit

y

how

to

impact

business international

organi1.11tions

expericn

ambiguous environment. t

oward

meeting

the

re

sults

by

applying r

esu

l

ts

by

making to achieve and char

Balances change

with

organization's vision. technical

knowledge.

connections

between

common

goals

. strategic

continuity a

nd

addresses missio

n.

and goals. anal

yt

in

g problems, acti

on

s and/or

on

br

oad

resistance. Inherent to

thi

s competency

and

calculating

ri

sk

s.

perforn1ancc

and

joint

e\

p

is

the

ability to

organiLation

goals

ofinforn

provide

an

inclu

s

ive

and

res ult~

.

as

well

as

and

vert

wor~place

that

fosters

the

c\lernal

pres

s

ure

horiz

on!

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

e

ll

as

trust. confidence,

coopc

rat

ion

and

teamwork

.

and

supp

orts

constructive

re

sol

ut

ion

of

connict

s.

Competenci

es

Creati\

it)

and Innovation Conflict Management Accountabilit) Financial Management Political

Sav')

Joint

Per

E\lcrnal

Awa

ren

ess Leveraging

Divers

it)

De

ciS

IVene

ss

Human

C

ap1tal

Management Jnfluencm

g/l'

c

go

tiaung ·

\11SSK>n

u

.r

prise-Wide

~

rspcct

i

ve

co

mpetenc

y

broad

point

of

h

c

DoD

m1

ssion

lcrs

tandm

g

~al

or organu

ati

o

nal

hues

111

·

the

larger

DoD

rion

u

e~.

I

he

c

i'>

s

haped

b~

:a

nd

education

:tented by a

!o

p-lcvel

focus

cquirc

mcnt

s.

"I

CnCCS.

fu

s

ion

ttion.

collaboration

·!I

and

Integration

IliOn

peC

II\C

•n1auon

nand

(uhur<

Strategic Thinking De'

el

oping 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

,lb

ilit)

Problem

Solvmg · Globll

p,

Rc

s

1llencc

1 echmcal C

rcdibilit}

N

ati

onal

-1'-allonal

i)«HH•

-ccunt}

vrn"

..

ound1t1on

-

l\ational

"

.uncv l. m

~ronrncn1

- '

t11tOnal

~

~cun

t'v

~trl:'llt'~otv

Fundamental Competenci

es

These Competencies are

th

e foundation

for

success

in

each

of

the

co

re

competencies. l

lntcf!'er~on~l

Skills;

ln~cgrity

/

1

l

oneSiy

.

Written

Commun

icati

on.

Co1

.__

__

_____

__________

______

_________

______

L'_Publlc

~crv1ce

Motivation

tn

ual

I.e

urn

i n

g.

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

~