 Hi, welcome. I'm Chief Master Sergeant Denzel Hellison, my counterpart, Chief Tool. I'm the 3D Oak Roof of Manager. He's the 3D One Roof of Manager. As a pair, we manage the entire AFSC. We share the senior and the chief, but we manage the entire AFSC family. So on behalf of the two of us today, I'm going to talk about two things about the significant transition in our 3D workforce over the next couple of years. So those two things are the Agile Airman Model and the Agile Cyber Talent Structure. So normally when we give this brief, it takes 45 minutes or so, so I'm going to speed through a little bit, so we'll have time for questions from all of you. As I go through here, okay, so I'll ask you please to kind of hold your questions until the end. All right, so standard to overview. Everything we do is an information domination plan of goal number three objective number 3.2, strengthen cyber workforce. Everything we do falls under that area. So the first thing is something that everyone needs to understand that you've already fundamentally know. We as 3Ds working in cyber IT, we deal with change. What I did is a technician 10 years ago. It's not what technicians were doing five years ago. It's not what technicians do now. And we can just proceed that that's what's going to happen in the future. Technicians are not going to do today what they're going to do in five years or even 10 years. So we are always competing against Moore's law. I think we're all familiar with what that is, right? But the Air Force is helping us with our institutional planning and PME. They give us the change management process. We learn about that, understand what the three steps are. So we understand the change happens. We understand how we need to deal with the change. But fundamentally, if change is going to happen, we need to deal with the fact the change is going to happen. So what we're going to talk about from a agile model standpoint is how we're going to put change into our training model. So I'm just going to spend a second on this. This is the current construct that everyone should be familiar with. I'll quote General Bender. What he said is an industrial age solution for an information age problem. Very, very true. Just a split second on that and we'll move on. What everyone wants, what every commander, superintendent, supervisor, NCIC, even what every errand wants is they want to, they want a full up round. And when someone to show up at the unit that you don't have to do a whole lot of training, you immediately can get them employed and effective on the mission and so forth like that. But we understand the reality, right? We've all been there. We all live a day today. We recognize the amount of workload we have doesn't allow us always to focus on the training mechanism as much as we possibly could, as much as we should. So we know that there's a training burden at the unit level. But what my job is as a career field manager, what Chief's tool job is as a career field manager, is to connect all of the dots for all the training. So from the enterprise standpoint, we talk about people going to Keesler, people to Shepard, but also connecting the dots with all the other training opportunities that we have. So we know that there's training that happens at this quadrant level, training that happens at the wing, the match comp, it's my job to connect all of that to ensure that what does arrive at the unit is the most capable and trained individual to do the job. But what it doesn't remove is the supervisors and the chain of command from that unit to continue to do training, OJT, upgrade training, things of that nature. But the goal is to provide you the most capable, full-out round at the unit from the get-go. All right, so what we need is a training model that's flexible, modular, timely, and enduring. And by during, I mean that's a very important aspect of it. It's something that starts whenever they leave me MTS and they first come into our functional lane until they separate, retire, whatever the case would be. So we're talking about 20 to 30 years enduring training time, like that's the kind of training mechanism that we need. Okay, just a real quick look at the slides as we go through this, which you'll better understand. We have IT fundamentals. I'll talk about E570, the standard three, five, seven, nine peripheral levels that we utilize for our current construct. Okay, one of the cornerstones for Agile Demo Model is modularization of training. Okay, so thinking about taking, thinking about all the training we have and breaking it into the component that makes most sense for the individual to learn, understand, and apply. That's what that module represents. So if you look at the way we do training in Kiesler and Shepherd, it's all about the block. You have a finite date that you enter the block, you have a finite date that you're supposed to leave that block, and you're supposed to consume all of that knowledge from that block. We're going to change all of that and make that into modules. So we've already done that with the 1x2s. At the 338th, what we did with the 1x2 course with one of the blocks, that's 21 days, we broke that into modules. We also made it self-paced. So an individual might start on day one and they might have all the knowledge they need. They don't need to do the full 21 days. Anyone that needs to go the full 21 days to get that knowledge, either one of those cases is absolutely fine, but there are times when they're going to be able to get through faster, they're going to finish that block, and then they're going to go on to some other module of training. So again, we've already done this. It's self-paced. What we also did is a little bit of the 1x3s course. We modularized that. So we have situations where an individual at a unit needs to know a 1x2 job and they need to know a 1x3 job. So by modularizing this, the units are telling Keisler now, I need a 1x2 and 1x3, so I want you to send them through this additional training. They go through their standard 1x2 and then they go and then get the modules of 1x3 so they can be productive when they arrive at their unit. It's been very effective. We're starting our third year on that part now and that really sort of was the proof of concept for a Hage-Lambert model. Now, we did call that for a period of time, the 3d1x2 R-Shred, which many of you should have heard of. We realized we don't actually need to shred in order to track individuals with that body of knowledge. So we took away the R-Shred and we're using by SEIs how we're managing those folks. But back to the self-paced nature of the modularized training that we're doing. So we have individuals that instead of 21 days, they're finishing anywhere from five to 10 days early, they're able to get the information that fast as they go through there. There's no need any longer to make them sit there for the 21 days until they leave. But here's the part that I'm going to talk about in a few minutes. There's an evaluation at the end. They have to be able to pass the evaluation before they go. And not what we're used to with just some ORE questions they have to answer. They have to perform they can actually accomplish what they've learned in those blocks. But we'll talk more about that in just a minute. That's modularization. Okay so back to the framework itself. The first thing the chief tool and I did under the Agile and Urban Model Construct is we went and we looked at ATC and we changed the ATC. So ATC gave us exactly what we asked for. My predecessor's predecessor's predecessor's predecessor. We asked our very deliberate method for training our individuals. That's exactly what we got. The negative side of that though is it takes us 24 to 48 months in order to change the content. So the first year what we did is we're going to ATC to give them a new construct that's going to allow them to change the content in days and weeks instead of months and years. Right so the first thing we did is we started looking at ITF. That's the first course that every 3D takes. It's a 10 day course currently. We're increasing the size of that. We're renaming cyber fundamentals. What we're doing is we're incrementally putting cyber fundamental knowledge in there from what it currently is. The first 10 days is a lot of here's Keesler. Here's how to be safe. Things of that nature. Not that we're removing that. We're trying a different avenue to provide that content and what we're fusing into it is where we're pivoting to as a workforce. The defensive cyber operations we call that cyber fundamentals. That's what we're fusing into this ITF that's going to be called cyber fundamentals. Okay next a key part of getting all of this to happen is a learning management system or a training management system. Okay we already have one. Many you're going to sigh when I say this but it's Air Force e-learning. So the Air Force e-learning that most of us grew up with which was 7.4 we are out of that we updated to AI about a year, year and a half ago. We do still have some accreditation issues that keeps us from doing all the capability that we have purchased but what is coming with AI is what you would expect from modern training environment. So it's multiple platforms. So I work at the Pentagon. So if I'm a my PC at work I would start training on e-learning right there and it stops somewhere in the middle. I'm going to get on the metro and I'm going to start heading home and I should be able to use my phone and it syncs me to exactly where I stopped on my PC. I get off the metro, I get home, I start using my Mac and it syncs with just where I left off with my iPhone. It's that type of capability that we've purchased from the Air Force e-learning but agreed we don't have it all just yet. So it's multiple platform capable and it's multiple formats. So I'm going to talk a little about learning programs to sort of explain that. So learning programs we are reinventing CDCs. We're reinventing the way that we are providing content to the field. So a learning program, imagine you take a little bit of a book. It could be a sentence in a book, a chapter in a book, just a page in the book, whatever. We can break up the book into the content we actually want an individual to learn and then we can send them to a YouTube video. We can send them to Air Force developed a video. We connect that together with a little bit of a CBT, not the traditional CBT that we're used to that's serial where when you start you have to go to the end. All of the CBTs we're putting online in Air Force e-learning now can be broken into just the components we actually use. You don't have to do the entire CBT in order to get what you want. An example of that, the OX2s. I used to require OX2s to 160 hours of those serial CBTs whenever I only really needed them to learn about 50 hours from the 160 but they were serial CBTs, no choice, had to have them do 160 hours to get 50. Obviously a bad way of doing business because it's an awful lot of wasted time on their part just trying to get that 50 hours worth of content. With this new way of doing CBTs we just select the part they need. So now in this learning program you connect those different types of learning methods to a skill that you want them to learn. That's the learning program so that's how we're rolling out all of our content. Our learning program managers are formally known as the CDC writers. They are the ones that are working with SMEs from each of the badge comps to develop all these learning programs. We've come a long way from zero number of learning programs. For each of the AFSCs now we're about 50% done with the number of learning programs we've developed. We're finding those last ones to get to the 100%. They've created draft copies of those learning programs. So you can already go out and see some of those learning programs. You currently have to search for it but we're going to have it set up so you don't really have to search for it. It's going to be applied to you. When you click on you look at your dashboard you'll already know what the learning programs are that are available for you. So those learning programs are very critical for how we're doing our training and how we get to that multiple formats capable. Now the other part of this learning management system training management system is the database searchable. So as a career field manager I have to create a CFETP with the part one and part two with the STS. With this LMS it's going to tell me what the STS looks like because what's going to happen is parents are going to go out to Air Force e-learning. They're going to utilize the different learning programs. They're going to lose, they're going to utilize portions of CBTs that aren't part of learning programs and then they're going to tell me whether that content is good or bad and that's going to build my STS's. Now I'm going to be able to generate reports as well. I'm going to be able to go out there and query how is everyone doing on this content. Are they spending time in the content? Are they completing the content? Are they just starting it? That's not completing it. All that kind of thing. Really powerful for the ability for me but for you and for commanders what it provides is this. So I'm a commander and a superintendent and I want to go out and I want to find out who has this certain type of training because I have a problem in my unit. Right? So I can go out and I can find out who has this individual type of training and then I can figure out how to get that individual to my unit or use the traditional assignment system to get them to the unit to help solve my problem. Do I bring them in TDY for a period to solve that problem? As a commander and superintendent you'll for an airman the power that it gives you is you can go in there and you can look at jobs. So there's some job at X units you want to get. You'll be able to run a report that's going to tell you what skills you need to do the job at that unit. So significantly powerful when we get this LMS, TMS online and with all of its capability. Okay so that takes us to phase two as one of the model. So we have already modularized Keasler or at least we're working on it right now to get that accomplished. So what I just described a moment ago was learning programs as a training marketplace and those are those green logs that you get just before the three five seven and nine level. So those are accessible by everyone all the time. So if you're a nine level and you need a one level type of course you can get in there and take take whatever course it is you need. If you're a one level and you need to get in there and get a nine level course it's accessible for you. I don't know the use case for that but what I'm saying is possibility is there. There's going to be no restrictions on what content is. The restriction is what do you need to know to be most effective at your job today. That's going to be the only restriction on the content. Okay all right and so what we're trying to get to is mission driven training and assignment driven training driven assignments. So if you look on your right hand side DCWF is a coding that's what we're going to we've already started doing it if you haven't heard of it but we started walking into that but really what it boils down to is across DOD if there is a particular skill and a role within the DOD everyone calls it X everyone calls it Y everyone calls it Z. It doesn't matter where your Army Navy Air Force everyone knows exactly what you're talking about when you use that coding associated with the skill and the role that we're talking about. All right so what that does for us in the Air Force once we have all our DCWF coding our UMDs are going to tell us exactly what the skills are required for that position. That's going to be telegraphed back to the training system back to Keisler and that's going to mandate what training you get. So you're going to take your cyber fundamentals and then you're going to have a list of modules that you're going to need to complete before you go to your first assignment. Chief Tool and I we want you to know how to do the job you're doing today or preparing you for the job that you're doing tomorrow. We don't want you to go to Keisler for 12 weeks knowing that you're going to go to assignment where you're only going to use one week worth of that 12. That's a waste of 11 weeks of your time and our dollars. That's 11 weeks I've been using training somebody else and something like that. So again what we're getting to is where you know how to do your job today where you're going to be assigned or preparing you for the next assignment after that. Assignment for training. Okay I'm going to skip past phase three and just go straight into phase four the final phase. All right so we've talked about the modularization we've talked about the training marketplace talked a little bit about the valuation vectoring. All right so again a cornerstone of the Agile Emerit Model is evaluation. So the evaluations will begin when you're at Keisler as you're going through those different courses you're going to have to pass a stanaval type of evaluation with every module of training that you do. Some of the modules actually be incorporated into a larger type of stanaval but the way we have it set up right now we're already doing it with the 1x2 so imagine you go into a room like this there are four different there are five different desks each of those desks represents an Air Force Base. U is a 1x2 and a 1x2 or a 1x3 have to go into that environment and have to set up five functioning network bases that can pass traffic back and forth. What we're trying to do right now is put the system side into it so your 0x2 will be going in there once the network is stood up they would set up the server client architecture so that we know that not only is the network working but we know that we're passing good data for users and so forth like that that's the type of valuation individuals are going to have to pass in order to get out of or get into our AFC family. All right so if we're doing that level of valuation at Keisler then I can start to vector you I can start to say well you know what your skill is X and here's where I need your skill so it makes most appropriate it's most appropriate for me to send you to this unit it's most appropriate for you to actually have this AFC so you could have an individual that goes through this process and maybe they went through the networking but it turns out that their aptitude ability is actually for systems so instead of forcing them to go into networking I'm going to utilize their skill and their aptitude for systems and vice versa that's the nature of this evaluation of affecting the agile model. Okay and that is it for the agile model. Okay so the AFC portion of this is the agile cyber talent structure okay again overview okay and then why are we doing this okay we're doing this to increase our legality right we know that there are threats out there from our peer adversaries and sort of like that we have to have a more capable workforce and increase our legality so that is one reason we're doing it we need a more focused workforce so right now on the active duty side what do we do we take an individual we teach them how to do something we get them to be very effective at the unit that they're at we pluck them we move them somewhere else and probably that job we send them to has nothing to do with the job we're just talking how to do right a bad way of doing business so we need to make sure that if that individual has learned that level of skill in that particular functional area of our community we probably should take that focused area and move them to another job where the focused area is similar to what they already know and the last thing is professional growth opportunities so we know for instance that the asset the active duty retirement system has changed and in about three years we're going to find out those individuals that really want to stay in the air force and those that were in long enough to get their retirement benefits and then move along right so we have to start having an environment where an individual wants to be here your volunteers we're all volunteers but we want you to be here so we need to make sure the jobs are lined up in such a way that you want to have a challenging morning job you want to do the job that we've provided for you and that you're going to learn the skills that you need to do that so with that you also have the challenges I've already talked about a Moore's Law when I was talking about Agilent we know the change is coming so we need to be developing an AFC structure that takes into account the change is going to happen and then lastly the inflexibility of the AFCs so as a superintendent I had a body of individuals let's say I had a hundred individuals to accomplish the mission okay so that's great that I have hundred individuals to accomplish from this mission but I have different jobs that I have to actually accomplish what the AFC structure did is it would prevent me from utilizing for instance OX3 whenever I have a high demand for OX2 job to be accomplished right it's that kind of inflexibility that AFC structure provides to us so like that and then so the other part that's happened is about every 10 years we redo our AFC structure because we find out it's not working for us we do a whole lot of work we change the AFC structure and move on we want to get away from that redoing this every 10 years so these are the why's all right so this is the comprehensive solution okay we talked about the Agilent model so what we're talking about is adaptable training model something that's going to help us adapt to the changing environment and adapt to it quickly so now we're going to talk about the AX that is our talent structure how that's an adaptable AFC structure and again it's going to help us to adapt to things as the world changes the third leg on this is the talent management so we as a 3D workforce we walked away from the tool to the air force that provided to us and that's SEIs we had moved away from using those SEIs it's hard to find them on umd's it's hard to find them on individuals there's a few pockets of excellence out there but for the most part we walked away from them well that's the way that AFC actually does talent management as it exists today so we've been working with superintendents and match comp functional managers over the last year to reinvigorate the system with SEIs so we can have the system do what we wanted to do because right now let's take a mission defense team individual let's move in from let's say ramstein to conus right now in order to make sure that individual that knows how to do MDT to get them to an MDT conus it takes six people to get involved at different levels just the move one individual right so you can imagine on a workforce of 28,000 people almost 20,000 active duty there's no way that we can do that kind of talent management without some sort of system help so we're going to start using SEIs but what this really represents is where we're moving to and that's the talent marketplace so the 17s started doing talent marketplace last year all of the officer AFSC started doing talent marketplace this year and the way that works is the officer has input to TMP the unit has input to TMP it gonculates and then it spits out spits out a report for the DTs for the officers to use as they're moving folks around to the different positions or like that on the enlisted side our assignment system is far more complex than that absolutely want to get unit requirements and we want to get individual requirements and try to gonculate that together but the assignment rules that we deal with are very complex and something that simple would put us right back to the manual process and do a talent management so what we're expecting to get from TMP is a tool that's going to help to automate that talent management so the one charlie starting october 1st at the official enlisted AFSC to go through and start looking at TMP and figure out not only how to do it from an enlisted perspective but what are all the assignment rules and perhaps cultural rules that we need to change in order to make TMP an automated system to work for us so that third leg is critical to these other two that we're putting in here that is the only way we're gonna have short-term gains gains as well as long-term success and what we're really trying to get to with all of it with these three is the right airman the right training right time right mission that's what we're trying to get with all of this okay so we're moving to a capability-based AFSC construct so here OCO, DCORA, DCOIDM and Dodin so OCO and DCORA those are the trigger puller portions of the capability that absolutely is one Bravo 4 job jar the one delta sevens we have a little bit of DCORA simply because we're on CMF it doesn't necessarily mean that we do the RA it just means that we're there to support the one Bravo 4s as they execute the RA mission in future briefings are probably going to slide it over so you see the line break between DCORA and DCOIDM okay where the one delta seven job jar is DCOIDM secure and protect is our job jar so what we say is we have a skillset approaching that of a one Bravo 4 but it's for a different purpose it's for secure and protect as opposed to some of the one Bravo 4 job jar tasks they have and then we have a foot we leave in Dodin and then we have the 3D rules that continue in doing okay so phase one so phase one really is getting out the DCO again we as a workforce are pivoting to defensive cyber operations and this first phase is to help us get there so if you look there at the 3D it's that standard thing that you would expect to see you have a one level left hand side and all the way over the right hand side you have the chief C in code 3D 100 okay but you'll see there in the middle that the area where we actually need DCO capability at this moment is at that technician level so you see for a short period of time we have those two the five and the seven skill level for the one delta seven we also see the flexible peripheral path flow and that's those dash lines that go back and forth so you can see that an individual could be a staff sergeant and they go over to one delta seven they do one delta seven work and they come back to the 3D workforce and vice versa you can see where an individual was a one delta goes over to one delta seven the entire time they've been whenever they get to senior they come back over to the 3D okay the last thing I want to point out here is the 3D AFSCs so some of the 3D rules I don't say AFSCs but the 3D rules some of them are going to be with us for a long time we have no idea how long I don't have a crystal ball chief tool doesn't have a crystal ball but we are going to be developing both of these career fields until those 3D rules become expired I guess okay so that's phase one so phase two we're standing up the actual career path so again similar to the 3D career field path you have a one delta seven one skill level all the way to the C and code of right inside but again you still see those flexible career field path flow going back and forth between the two okay sort of the mirror opposite of phase one and phase three again we know we have 3D rules that we need to fulfill and they're going to be at the technician level so we have the five and the seven level and the 3Ds that still exist and the final phase where we actually have an AFSC agility that we're trying to get to so every airman is going to assess into the air force it's a one delta seven we call this the slick they're going to be a slick is the one level and the three skill level but we're going to have that evaluation that's going to occur before they get their five level and that's going to tell us what the appropriate tread is and they're going to go to are there talents in that we are there talents and systems that's how we're going to get to that point and then of course on the seven skill level back to the single senior master or chief master charge okay so kind of explain to you what the slick is and that's part of what we have I called self healing nature of this AFSC structure but I'm going to drop down here where is this cyber example down there at the bottom so the nuclear community is frequently coming to chief tool and I say we need a separate 3D AFSC just for nuclear as if cyber is different and nuclear than it is anywhere else let's say a Cisco router isn't the same a nuclear as it is under the other enterprise right so we're always resistant to that but sake of argument let's say that we actually do create a 3D career field that's for nuclear or in this case we create a one delta seven shred for nuclear what we find out over the course of time is there's no difference in that one delta shred from any other one of our shreds right so we end up doing away with that shred realizing that didn't need to exist in the first place so what what is different about the 3D structure in this one delta seven structure is all I do is reevaluate them and I put them in the appropriate shed shred for their skill set so again that's the agility and the flexibility this AFSC structure gets us to so what we're looking at is a solution that's not going to last us the next 10 years we're going to have a solution that's going to last us the next 25 or 30 years so I can create sheds shreds as I need to I can get shreds get rid of shreds as I need to or into whatever the environment is and then how are we doing the talent management as I told you we're doing it through SEIs so you'll see a one delta seven A shred or B shred and they'll have appropriate SEIs attached to them into the U of D so we know what their true skill set is and that's how we're managing the talent around the workforce I believe that is the last standard summary slide and then questions all right not bad I did that in about 30 minutes and now the floor is open for questions from you all for your example they're not currently part of our peripheral so what kind of programs that we have in place are taking plans to retain these people on the technician level because with the recent changes in walks we're promoting people fashion you identify your top performers that person gets the most promote now they're getting mastered now right so you're getting way less time out of them at that like staff sergeant tech sergeant level what are we doing to try to reward those people at that level so they either hey I'm gonna stay in or you know maybe I'm gonna stay at this level of time because when they get mastered we're going to manage which body of it is will you try and retain the technicians or the master sergeants yes at the technician level right because those people are going to jump ship because they're they're going to go to private industry to get more money so there's no financial incentive for the state yeah the goal is always to align the air force means with the members means and that doesn't always align we know that people are going to set us out we understand that we are a fighter for that industry and sort of like that but it boils down to what I had said before I can't promise more dollars and it's really bad when we compete for bonuses we don't compete well for bonuses because from a corporate structure standpoint our numbers are not great but now as bad as others so others get the bonuses where we don't and I can't see you that just I just don't have those mechanisms in order to retain the workforce if it's going to be a monetary question but what I can do is I can try to change I can reorganize so that we have jobs that are challenging the jobs that people want to have in order to get there that's the mechanism that I have to do that we're going to be using SCIs more we're going to see more special week daytime to those SCIs yeah so STAP is a little bit easier to get fair to bonuses but it's a matter of making the case of the corporate structure to do it so yeah absolutely we've already started talking about that and some different pillars of excellence that we have in our 3DJ okay all right next question we're going to see for each of you uh first I hear you're going to process a few prime month students are you taking into account equipment at phases so you know 1x2s whether I've got a set of juniors which is at one base and more Cisco at the other end because you always run into that where video is coming out very Juniver I've had Cisco my troops at Cisco were like right so what we're doing is we're moving back to fundamentals if I can teach you how to do something on Windows NT as a server side I'm going to use that if I can teach you how to do Cisco routing and I use it on the Viya I'm going to do that that's simply the route of the reality we live in I'm not going to be able like Keisler to be able to give the level of training that you need for that specialized skill but if I get you to understand the foundational knowledge and more importantly what we're really infusing into all of our new courses is your troubleshooting and problem solving ability that's far more important than understanding the technical skill of a given Cisco router or a given Windows server and things of that nature so that is paramount as far as when we do our evaluations that you have gained that problem solving and troubleshooting capability so in that we recognize that you're getting the fundamentals so how are we going to get that technical skill for the specific devices that you are going to be working on that's where we're working with the match cons currently trying to figure out how we can do that whether it's a FTU like a solution if it's something we can do through CBT and VLab or simulator different kind of avenues like that that's how we're trying to get it that far as for specific type of knowledge okay second question that was yeah how are you rolling the your seven level right so plans for us is not a specific afic or anything like that it's really we all should understand how to plan but it's also about specialization what individuals do you need to know more about planning than others and put them in the right place so it goes back to everything that we're trying to accomplish here there's some folks in the community that we are going to specialize in different focus areas of our job job and planning probably is going to be one of them but generally speaking we're going to teach basic planning to everyone and then hopefully from there we can figure out those locations where we need true planners and train the individual to be a true planner at those locations and move them around appropriately it's good okay that's okay bye chief sergeant bashing people out in Air Force Base I got a couple questions first you know normally the comm squad and comm falls under MSG that support that three prefix so now we're going with one more operations how does that change when we stay with MSG do we go to an OG what does that look like I don't know so lots of conversations for many years we've been going on about all of that but what it boils down to is that we as a 3d workforce are doing more and more operations so regardless of where we actually reside it only makes sense for us to move to operational AFSC regardless of where we end up executing the mission from and then the corporate structure will make their decisions and then we'll we'll do according to the camera second question was the tablet management or the training management system you have ever thought about bringing in you know disoffers training there's free training I just learned about with tanium is there any way that we can get that rolled into that so hey I need somebody to work my BMC that can do ARED can we get them on that training path to go there first and TDIs that sort of training yeah so that's exactly the intent of the LMS TMS so it doesn't matter whether the training is coming from industry from joint we have one unit where the individuals go to a community college they don't even do OJT necessarily at the unit they immediately go to a local university a local community college where they get all their training and education they come back and start to apply it all of that kind of information we want to be in one source instead of the plethora of locations that we have to stumble across training all the information be in one place and so those learning programs or learning program managers it's their job to figure out what all those training opportunities are get it into either a learning program or get it into LMS so that all of you can hopefully instead of stumbling across it across out on the web you're going to stumble across it in LMS and then you're going to know where to go in case of that local community college what you'd expect to see is it's going to tell you the community college where it's located what their content is for who you're going to have to pay in order to do it all the other sort of stuff so kind of information so just multiply that about all the different opportunities that we possibly have one location is the goal what challenge are you always seeing at school houses is keeping the information current especially in cyberculture where it's constantly changing and we're constantly rolling out new tools like A-rad or via or whatever so what's along with this making it modular what's the process of keeping it very current as well yeah so the actual ATC structure is we only go back and look at our Keasler stuff per AFSC every 24 months chief tool and I are doing it every 12 months and to be honest we're activating and engaging with it a whole lot more frequently than that to make decisions so the first part is simply changing the way that we engage with the ATC and how we want content to be presented which we're already doing the other part is trying to change the ATC rules the other part is in reality there's no way I'm actually going to be able to keep up cutting edge immediately at Keasler even if I can get if I can get content to be changing in days and months I'm just not going to be able to get it and bring it in that fast so what we're looking at looking for is that the squatter and wing and matchcom level they're probably going to be the first ones to see that we need some type of new training they're going to help us develop that modularized training and then it's going to be a whole lot faster a whole lot quicker for us to get into Keasler where appropriate we're still going to have the same construct though you still have the stuff at Keasler you have stuff that's potentially going to be matchcom wing and squatter but where appropriate we're going to quickly get it back in the Keasler pipeline so that folks can get it under that way much faster process than before. Makes sense? All right next question Sergeant Mills from Joint Communications and I just had a question have you looked to the one belt that was getting those identifiers in there some of us that are in the joint environment we built through like the Chiefs at the C or SOROC or SOCOGC where we cover up plethora of everything from satcom to desktop will any of that be maybe considered to those identifiers? Yeah absolutely so I'm not sure whether we'll make it into an SCI or not we have a matchcom functional manager for there and he should be bringing that kind of information to us as well as if it comes up through many of our learning partner managers and it will make a decision about whether SCI should be created but to go back to the TMP a little bit it has the they call SCI's attributes in TMP and they have the ability to track over 50,000 attributes so imagine the level of flexibility that we're going to be able to have to understand what your actual skill set is what the skill set is at the UMB level and give the two of those to match. The example I frequently use is the listed Linux so if you really know how to do Linux right we're probably going to have an attribute of Linux one two and three and if you have the skills of Linux three then I start matching you up to the location where you need Linux 3 attribute capability there's a finite number of SCIs we can actually create for the system race. With all of these changes how is the enterprise and the service contracting everything out to be looked at this kind of training maintaining training with our service? So not specifically ITAS but the reason that Chief Toolman and I started down this road of doing all this this isn't new this started in 2014 and 2015 with our predecessors getting with RAND Gardner and doing studies and finding out what exactly is it that we need to solve this problem once and for all and sort of like that then it started with our then it moved on to Chief Working Groups in 2015 and 2016 and then Chief Toolman and I got in the spot and we started to move everything forward. The idea is we know the change is happening so we need this type of structure in order to get to whatever that changes to me it doesn't really matter whether ITAS does or doesn't happen I'm going to be like we know what the requirements are for the workforce that I need to train but this construct between the Agilentron model the Agile Cyber Talent structure the TMP is going to allow me to satisfy whatever that requirement is that comes down the road. The thing I frequently talk about is there's a Chinese user University that says that they figured out how to do quantum computing I don't know if I believe that they have but if they actually have that is going to change our that's going to change our world the way that cyber and IT work if that's actually true and there's some other things that aren't quite as bad but they're still significant artificial intelligence human augmentation are moving into the cloud things that we knew were going to be coming at some point the point of this structure is allow us to pivot quickly not 24 to 48 months but quickly within six months to these different changes so that we can make sure the individual technician is capable to be is able to be as capable as possible the mission set that they're getting all right next question as a RF transmissions person when we look at the shred outs we don't really see where we have to pivot in the new structure what do you guys want to be in terms of figuring out where RF can see there as a transport or we have to be increasing demands with the network ability of an IP found source and what we do yeah so first of all you are absolutely part of the one delta seven workforce i know i see a whole lot of that we don't really utilize reddit or facebook because we recognize you all hate us we're stupid we don't know how to do anything well we get it right but we do have a mill suite actually i think our last slide communication stuff right we'll talk about this here in a second you are part of the workforce and it's going to be that evaluation where does your aptitude lie is it on the what you might call the network side or is it on the system side so we're going to evaluate you we're going to give you one of those two shreds and we're going to use SCIs to make sure we manage your talent to the right place and we get TMP in place then we're going to make sure we talent all of your act or we're going to make sure we talent manage all of your attributes to the right place uh what the goal here is to get to again from an activity standpoint instead of plucking you up and just putting in the first next assignment that comes available we want to get to is you should have 60 percent of the knowledge before you go to that next job right with these attributes i'll know that and i'll know what jobs to connect you to and i'll know what jobs you're going to be capable of so absolutely part of the one delta seven job jar you're absolutely going to talent manage just like everyone else don't be afraid that your job's going away just because you're not going to have a 3da fsc make sure you tell all of your friends all right so back to this so what we do communicate through is a mill suite so we initially had the mill suite for a cyber airman we have one for seniors we have one for chiefs and then we stood up one for agile model and agile cyber talent structure on each of those agile model and agile cyber talent structure you'll find not only the briefing the video all that you also find faqs so you can imagine the number of questions i receive in venues like this i receive on email we receive on the mill suite we probably get a hundred or more questions for each of the faqs that we have for each on each of those sites so what we do is we kind of boil down those hundred or more questions into one representative question we create the faq so i'd encourage you if you haven't seen it already and you have questions go out and take a look at the briefing and the slides and then take a look at the faqs it's going to answer probably a lot of your questions if you still have questions after that the reason we have this presence right here is we do want to hear from you i absolutely can make decisions about you all day long chief tool can make decisions about you all day long you're not always going to like our decisions right but if you provide me input i'm going to make a better decision this is your avenue what we're asking for is professional proactiveness right so if you see a problem chances are you know the solution so when you start posting stuff here by all means post problems as long as it's not classified it's just not a classified environment post the problem but also post your potential solution you may not have the silver bullet solution but you give us a starting point for where we need to head and where we need to do our research chief tool i are adamant about changing everything we have possibly can in the short time that we're going to be in charge before we move on in the next cycle of uh career field managers comes and takes over but we need your input to do it so we ask you if you want to engage with us here's where you engage with us if you want to print go to reddit and go to facebook all right okay next question can you get some rovers on the uh the 3do's uh knowledge managers yeah what's going to happen with them can you just clear the error on that a little bit yeah absolutely so in 2009 when we changed from the two v's in the three c's we created the 3do x1 knowledge manager and at that time we tasked them to operationalize km what we didn't do was two things one we didn't change the schoolhouse the training anything of that nature so we told them we wanted to operationalize km but never gave them tools to actually do it and then we never actually strategically communicated and made sure that commanders and superintendents understood the capability that ox1 were supposed to be providing so that's where i'm going back and reattacking the joint community 10 years ago a little over 10 years ago they started operationalize km they're very good at it now so what i've actually been doing over the last couple years is borrowing from their schoolhouses to teach some of our ox1's how you're supposed to operationalize km and then i'm doing it in locations which they can now take that operationalize knowledge and they can prove that it works at that good location but think of ox1's and ox4 should that matter is our problem solvers right so what's supposed to happen is we're supposed to take a process problem to our ox1's our ox4's and they're supposed to look at our processes and develop a solution in the form of a tool for us so the ox1's have share point that's the tool we've given to use where the programmers have all the different programming languages that we have but in the end it's the same kind of concept they're there to solve problems as far as our units go so that is operationalizing km and whenever people say that ox1's aren't cyber they are absolutely part of cyber just to follow on the programs that they're specifically concerned about are the bylaw programs that they manage which is the FOIA the Privacy Act and the records and doing the answers to those so i'm getting feedback from them that they're hearing that they're moving that those jobs are moving to potentially another afsc and i'm not getting that from you guys so i don't know what's going on there uh admittedly that that conversation they've gone on for a lot of years about as far as i'm aware records manage all the bylaw programs are not moving out of our job job our ox1's are still going to be responsible for it but uh culturally everyone thinks that's the only thing that they do it is the tiniest part of their actual job and there's really a good example of the problem solving so the situation we're in right now is spotter commander should be going to our kmcs they should be going to our ox1 and saying okay i've been tasked to manage all of these records that i have what am i going to do about it and they should be using share points to help develop a tool for that commander so they can solve their problem that's kind of the end of their job they have solved the problem for that commander now the problem now the the uh records manager program is owned by that commander and how they're going to execute it right so then they should be able to walk away and start solving the problem for the next comm squadron or the next squadron commander that's the nature of that so we're not getting away from any of the bylaws but our level of engagement and then as far less than it has been in the past all right fair enough all right go ahead uh with the development of sec dev ops are you gonna be closing up your numbers for the 3d ox sports uh what do you mean by sec dev ops it seems like that's the new buzzword yeah okay right well there's dev ops sec dev ops and people utilize that not actually what the the word means but they they mean in a way if you mean from an agile software uh development standpoint absolutely so we have uh individuals that have gone to castle ron as well as other afscs that have gone to castle ron and right now there is about 18 folks that are arriving at castle ron to do the agile software development meanwhile we're standing up training centers you can think about it as a ftu like type of organization so what we're doing is we're picking different uh computer programming organizations throughout the enterprise and we're having them robust up their training mechanism so they can now have other programmers from other units attend for a period of time to understand how to do agile software development so those five units they're getting very close to having full of programs so that we can have commanders send programmers to those units teach them how to do that stuff and they come back to the unit with just goodness and helping develop the solid problems that's how we're approaching it hopefully that answers your question okay all right maybe we can talk after we can talk more all right another question all right i got three minutes uh this may just be you need to our our cyber weapons system i'm on the cscs and i'm out of ramstein um our ftu is not embedded in keeser and maybe others are as well so i ever have to leave keeser come to ramstein until they can get a gtc so they can fly back to the states to go to the ftu and it you know cause lots of problems uh is there any work to get the ftu's embedded uh kind of like you showed in the slides uh you know rolling from you know come training into iqt and qt same about all in place yeah that is how the corporate structure pays organized and server like that we've been working on it for a long time to get them to resolve that uh with to be honest a little success so far but um they are listening and they're looking at how they can actually change that it really has to do with color of money how things get paid for and things of that nature but we have been working with superintendents to give them a workaround so how they can take care of that and i can talk to you about that offline so there's the hope that we're going to be able to come up with a corporate solution that allows us to do that kind of thing but until adc sort of changes some of the rules we're kind of stuck with the way that it works right now so unfortunately not a happy answer for that question there was one more question i think that's uh the last one one more specific one uh in past iterations of the csi we've seen uh the back shop of bico ad item always being called uh was going over to lrs is that still happening or anything like that so currently it's in the risk reduction phase and it changes it seems like almost daily and sort of like that so i wouldn't want to talk about anything today that uh what it is because tomorrow it's going to change so when they've completed the risk reduction portion of it then we'll have a better idea of what exactly it has to be able to do for us really what the impacts are going to be on the workforce what type of new training or a different kind of training i need to develop in order to make sure that we have technicians that are capable of doing the job and sort of like that and with that i am out of time thank you all i will stay up here for those that either didn't want to ask a question openly or those that still have questions after we've finished the Q&A thank you