KPI. Most of these targets will be defined through action planning efforts. This section indicates specific pillars individual initiatives align. When developing action plans, OPRs and OCRs should reference the pillars identified for their assigned initiatives against the pillar KPIs noted in the “Human Capital Pillar Alignment” section, as some may directly apply, and will be measured by DoD CIO through oversight responsibilities. Many OPRs and OCRs have a role in multiple initiatives, and some will partner to execute actions in support of initiatives. For the purposes of this Implementation Plan, the following terms will be used for those partnerships: Cyber Community Managers18: DoD CIO and PCA/ USCYBERCOM Components: Services and 4th Estate19 There are several initiatives considered foundational to execute additional initiatives and support achievement of the higher-level goals (see Figure 5)20. Although these are identified, OPRs can prioritize additional initiatives based on Department mission needs. Goal 1: Execute consistent capability assessment and analysis processes to stay ahead of force needs. Goal 2: Establish an enterprisewide talent management program to better align force capabilities with current and future requirements. Goal 3: Facilitate a cultural shift to optimize Departmentwide personnel management activities. Goal 4: Foster collaboration and partnerships to enhance capability development, operational effectiveness and career broadening experiences. 1.2.1 Utilize standardized processes to identify workforce requirements based on newly developed work roles. 2.1.1 Establish and implement an enterprise-wide aptitude assessment to identify the capabilities of future talent. 1.3.1 Implement a DoD 8140 Qualification Program data maturity roadmap to drive the DoD towards enterprise-wide cyber workforce analytics. 2.3.1 Implement and maintain the DoD 8140 Qualification Program to enhance overall readiness of the workforce. 3.1.1 Gain authority to establish a dedicated fund for defense and cyber workforce development to enable more effective program management for professional development. 4.3.1 Establish a centralized program office to manage cyberfocused student and employee developmental programs across the Department. 2.6.1 Identify cyber-related training gaps and report through a standardized process regularly. 3.6.1 Enhance CES incentives and pay flexibilities for civilian cyber professionals. 4.4.2 Increase congressional awareness of cyber workforce priorities. 3.6.2 Optimize HR service delivery by standardizing CES core processes across the enterprise. Figure 5: Foundational Implementation Plan Initiatives 2023-2027 Department of Defense Cyber Workforce Strategy - Implementation Plan Page 17