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NAF Civilian Career Development Plan (CDP) Guide

What is a CDP?

  • It's used by Career Field Teams (CFT), in concert with each career field’s senior leadership, to assess employees' achievements and goals
  • Provides feedback (mentoring) from Development Team (DT), supervisor or Career Field Manager (CFM)
  • Projects potential training and leadership positions that may fit individual skills and goals
  • Encourages communication between the employee, the supervisor(s), and the endorser(s) as well as with the CFT
  • and senior leaders. Facilitates an avenue, via the DT, for employees to make known to senior leadership their career goals, achievements and interests
  • Allows employees to be considered for some of the career field’s unique opportunities

Why is it Important?

  • It's used collectively to better manage entire career fields
  • Provides feedback and gives advice/direction that can be used to achieve your professional career goals
  • Provides senior leadership with information to better develop future leaders
  • It is a MANDATORY step to be considered for certain career opportunities:
    • Career Broadening (CB) Positions (Permanent Change of Station required)
    • Air Command and Staff College Online Master’s Program (ACSC-OLMP)
    • Defense Civilian Emerging Leader Program (DCELP)
    • Leadership Development Training
    • Tuition Assistance
    • Career Vectoring

Employee’s Responsibilities

  • Ensure accuracy of the CDP package submission to include properly formatted resume
  • Complete all sections of the CDP Form in its entirety (Personnel Information, Professional Goals, and Justification)
  • Follow CDP resume format—don’t make "unique". Want same information, same format for each applicant
  • Show return on investment to the Air Force in the “Justification” section of the CDP Form
    • Short and long term goals should be reasonable and clear
    • Short term goals should show how the requested developmental opportunity will be utilized
    • Long term goals should show how the AF will benefit from the opportunity in terms of future capability

Supervisor’s and Endorser’s Responsibilities

  • Validate employee’s eligibility and write the endorsement nomination yourself. It's okay to have an employee provide
  • bullets, but the package loses credibility when it appears the employee prepared their own endorsement
  • Discuss the nomination with the employee
    • If you're not sure, discuss with a CFT representative
  • The strength of your endorsement really matters
  • Leadership potential is critical, particularly for CB opportunities
    • Know the employee's record - your endorsement should be consistent with their achievements
    • Highlightsignificant achievements/recognition
  • Assess the employees current state – Ready, Groom, On-Track, or Current Assignment (definitions available on FS SharePoint Site: https://cs.eis.af.mil/sites/10356/default.aspx)
  • Return-on-investment states how proposed developmental opportunity will benefit the Air Force in the long-term
  • Follow-on assignment - what do you recommend the employee do next to build on the opportunity
  • Employees need to ensure they have submitted the appropriate information needed for the DT, specifically:
    • All required items are complete,
    • Information provided is accurate,
    • You, as the endorsing official, agree with employee’s goals/desires and will strongly endorse

Tips for Completing a CDP

  • Use the Professional Goals or Justification sections to specify your programs of interest
  • Ensure that short and long term development goals reflect career and responsibility progression
  • CDP must be signed by employee, current supervisor and endorser, digital signatures preferred