1. Headquarters U.S. Air Force Integrity – Service – Excellence Chief Management Officer Mr. John G. Vonglis SAF/FM

2. Integrity – Service – Excellence 2 Chief Management Officer What it’s not… Not a change to: Reporting relationships Functional responsibilities Legal authorities

3. Integrity – Service – Excellence Chief Management Officer Who They Are Chief Management Officer (CMO) for DoD Deputy Secretary of Defense, as additional duty A new position, Deputy Chief Management Officer (DCMO) at the DoD level Military Department CMOs Under Secretary, as additional duty Each Military Department has designated a DCMO (either a career civilian or an HQE)

4. Integrity – Service – Excellence Operationalizing Section 904 DoD Perspective 1. Scoping and aligning the functions of the CMO, DCMO, and MilDep CMOs 2. Shaping leadership, linking structures, and assigning resources 3. Extending CMO presence in DoD Governance 4. Developing the Department’s Strategic Management Plan

5. Integrity – Service – Excellence AF CMO Roles and Responsibilities A First Summary Management Strategy Development Alignment to Air Force Strategies and Integration Across Functions Consistent and aligned metrics Enterprise Architecture Authority and Decision Making Communications and Change Management

6. Integrity – Service – Excellence 6 CMO in the Air Force Process Secretary of Defense Deputy Secretary of Defense (DoD CMO) Deputy CMO Air Force Council (USecAF (CMO)/ VCSAF) BTA Process Council (SECAF/CSAF) Secretary Air Force Under Secretary CMO Deputy CMO DBSMC Investment Review Boards Air Force Board (A8P, FMB, DCMO) OBRC AFSO21 TIPT DoD Strategic Management Plan AF GRP IBRC SWG Air Force Strategic Plan Programming Execution Business Planning CSAF Nested Enterprise Functional/MAJCOM Plans

7. Integrity – Service – Excellence DCMO Organization USecAF (Chief Management Officer) USecAF (Chief Management Officer) Deputy Chief Management Officer, Director, Business Transformation Deputy Chief Management Officer, Director, Business Transformation Director, Business and Mission Transformation Planning / Execution Director, Transformation Support Director, Transformation Support

8. Integrity – Service – Excellence Key Challenges Communicate clear and bold direction to Major Commands (our business units) and to Assistant Secretaries/Deputy Chiefs of Staff (our corporate headquarters) Enable Commanders of Major Commands to develop major re-engineering ideas without getting bogged down in Air Staff organizational / policy detail Design end-to-end sub-processes that support Operations – without unduly impacting field flexibility Influence or respond to end-to-end process direction coming from OSD and Joint Staff – Services and Defense Agencies have different business models for sound operational reasons Implement agile, enterprise-aligned execution year re-directs on resources 8

9. Integrity – Service – Excellence Key Challenges (cont.) Measures Key to ensuring strategic alignment and determining progress are good metrics In general, we are good at “state of the business” measures and we will continue to use these Readiness of units (equipment and training) Recruitment and retention Safety (accident rates, aircraft mishaps) We are now wrestling with the metrics that measure direction: Effectiveness – the perspective of the Combatant Commander (customer) Efficiency – the perspective of our stakeholders (Congress, public) 9

10. Integrity – Service – Excellence Summary We are on the way to integrating CMO functions into the Air Force and the DoD We are exploiting and modifying existing staff processes to make this a value-added function Key to success: Alignment to strategic direction with measures of outcomes Key challenge: Scale of organizations involved Air Force Secretary and Chief of Staff are committed to this change 10