b'Building a workforce that embraces and applies innovative uses for technologyremains a critical driver of (our) future organizational capabilities.One key lesson learned from our implementations is that youThe Centralized Training Program delivers 60 distinct courses can never do too much training. However, you can train tooper year, covering a wide array of topics in technical, data early. Getting the right training, to the right users, at the rightanalytics, leadership, and workplace skills. We focus training time, is critical. In terms of timing, training just before go-liveon competencies prioritized through the annual needs is critical along with post go-live hyper care support. assessment. This is available to the entire DHS financial management community. Weve stayed in constant contact with the future system users, particularly over the last 100 days. USCG leadershipWith many vacancies throughout the department, as well had an excellent engagement plan that included multipleas our continued focus on professional development, staff messages per week from their CFOs. Generating confidencecan broaden their skill sets through detail assignments. We in a successful migration is the most important thing wehave leadership development programs, technical training can do. It helps end users through the adaptation process.programs, and career path guides in place for different Doubt prevents them from taking the necessary actions tofunctional areas. Having these assets in place illustrates our be successfulthat is, preparing, accessing training, andsupport for our employees to build their skill sets.engaging with information we send them. Technology expands training and developmental What is the future of DHS financialopportunities, improves efficiency and productivity, facilitates modernization journey? collaboration, and strengthens employee engagement across our CFO team. Building a workforce that embraces and We have planned migrations of the remaining agencies inapplies innovative uses for technology remains a critical FY24 through FY27. FEMA is 41 percent of DHS spending.driver of future organizational capabilities. Partnerships are Having every dollar of DHS spending flowing through acritical to continue to bring in fresh and innovative ideas to modern, integrated, financial system is very important to methe organization, as well as to fortify our bench strengthbecause it will reduce the risk of waste, fraud, and abuse. Itand skill sets. also better enables us to use financial reporting data to make data-driven decisions across the department. In turn, we become better stewards of taxpayer dollars.What is your approach to hiring andtraining staff?We have made employee development a priority, and the Office of Chief Financial Officer (OCFO) has channeled efforts through a dedicated Workforce Development Division (WDD). WDD has developed a robust array of training and developmental opportunities such as the Centralized Training Program, detail opportunities, internal and external leadership programs, and Career Path Guides. It is probably one of our smaller divisions within OCFO that is making a long-lasting impact on our workforce. 58 www.businessofgovernment.org The Business of Government'