One of the greatest challenges in improving financial management throughout the DoD is establishing a well-qualified, professional financial management workforce. This is the third of several reports on the qualifications and experience of DoD's financial management workforce. Contains information on key financial managers in the Dept. of the Army. Provides qualifications, professional work experience, training, and professional certifications information on four Army financial management executives and 233 of 301 key financial managers representing 145 of the 187 Army organizations included in this review.
Office of the Sec. of Defense; def. agencies; joint chiefs of staff; combined commands and agencies; unified commands; special activities/joint service colleges; dept. of army (forces command, field operating agencies, major CONUS commands, major overseas commands; Marine Corps. Forces (Pacific and Atlantic); marine expeditionary forces; marine forces reserve; marine corps commands (CONUS and Overseas); dept. of the Air Force (secretariat, air staff, Fld. Opr. Agencies, major commands); Dept. of the Navy (sec. of the Navy, chief of Naval Ops., Direct Reporting Units, Atlantic and Pacific Fleets, Naval Forces Europe).
This report has been written in support of the Ballistic Missile Defense Organization's (BMDO's) Technology Applications program. It is intended to put users of environmental technology in touch with developers of innovations funded by BMDO. BMDO has funded a wide range of Defense technologies that could also assist these users in their needs for complying with environmental regulations, obtaining decision-related data, & meeting their bottom lines. Interested readers can obtain contact information on researchers at the mentioned businesses, universities, & Federal laboratories at the end of each story.
The Dept. of Justice's (DoJ) Fed. Bureau of Prisons (BoP) is responsible for the custody and care of more than 202,000 fed. offenders with approx. 35,000 employees, almost half of whom are correctional officers, dispersed across BoP's 114 correctional facilities in 6 regions. This report identified whether BoP had policies and procedures and how it assessed the mgmt. of those policies and procedures for: (1) employee-requested lateral transfers of BoP employees between correctional facilities; and (2) day-to-day changes in correctional services or temporary assignments of BoP employees within a correctional facility. Includes recommendations. Illustrations.
Hispanics are the fastest-growing segment of the civilian labor force, which is defined as those 16 and older who are employed or looking for work and are not in the mil. or institutionalized. In 2006, a report was issued on factors affecting Hispanic representation in the fed. workforce and efforts being taken by gov¿t. agencies, incl. the Small Bus. Admin. (SBA) -- that aids, counsels and assists the interests of small bus. In 2007, a report was issued that contained data on Hispanic representation in the fed. gov¿t. through FY 2006. This report provides updated info. on minorities and Hispanics in the fed. workforce, incl. demographic data -- with an emphasis on Hispanic representation -- related to the fed. gov¿t. as a whole and SBA¿s workforce. Tables.
In Aug. 2004, the Sec. of Def. authorized the U.S.A.F., the Def. Logistics Agency, and the Def. Commissary Agency to implement an equal employ. opportunity (EEO) complaint pilot program to reengineer the EEO complaint process to reduce complaint processing time and reinforce accountability. This evaluation of the pilots had these objectives: describe the key aspects of the EEO process that were tested by the pilot program; present data DoD reported from the pilot program; evaluate improve. DoD made to its evaluation plan; describe ADR processes used in the pilot programs compared to other ADR processes reported by fed. agencies; and, provide lessons learned from the pilot program that can inform future EEO complaint process.
Delays in processing federal equal employment opportunity (EEO) complaints, apparent or perceived lack of fairness and impartiality in complaint processing, and fear of retaliation in the workplace have been long-standing concerns of the Equal Employment Opportunity Comm. (EEOC), other federal agencies, and Congress. This report analyzed: (1) factors that EEO practitioners have identified as impeding the fair, prompt, and impartial processing of federal EEO complaints; and (2) actions that EEO practitioners and other stakeholders think could be taken to help address those factors. It also identified actions that EEOC is taking to improve the federal complaint process. Includes recommendations. Tables and graphs.
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