DAU Human Resource Vision 20032007

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DoD ATL Workforce and the Defense Acquisition
Workforce Improvement Act
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DoD ATL Workforce
DoD ATL Goal 1 High-Performing, Agile,
Ethical Workforce
SOURCE Refined Packard Data Extract run 30
September 2004
DoD ATL Total Workforce 134,539
3
Defense Acquisition Workforce Improvement Act

• In 1990 Congress adopted the Defense Acquisition
  Workforce Improvement Act (DAWIA)
• Created the legal foundation for the central
  management, planning, and development of todays
  DoD Acquisition, Technology and Logistics (ATL)
  workforce
• The purpose of DAWIA is to improve the quality
  and effectiveness of DoDs acquisition process by
  enhancing the capabilities of the ATL workforce
• DAWIA outlines general authorities and
  responsibilities of the Under Secretary of
  Defense for ATL (USD(ATL))
• Established Career Field certification
  requirements
• 13 Functional Career Paths
• Three Certification Levels based on Education,
  Experience, and Training

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Professional Workforce

• The DoD ATL workforce is highly professionalized
  and has one of the most comprehensive frameworks
  for career development in the federal sector
• Over 70 of the civilian and 84 of the
• the military acquisition workforce have a
• bachelors degree or higher
• Approximately 39 percent of all masters
• degrees and PhDs earned by civilians are
• in the Systems Engineering career field
• Approximately 9 of the workforce has a
• a level I certification, 46 has level II
• and 39 has level III

ATL Workforce Certification Levels
6
9
39
46
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FY04 NDAA DAWIA II Congressional Intent
As part of the National Defense Authorization Act
for FY 2004, Congress amended the 1990 DAWIA
legislation with new language, known as DAWIA II
Greater Management Flexibility
House Conference Report (108-354, page 725)(for
HR1588)
Flexibility to establish different experience,
educational, and tenure requirements for
acquisition positions
Establish a single acquisition corps
Streamline obsolete and outdated DAWIA provisions
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Integrated ATL Workforce Management Structure
USD, ATL
Semi-Annually (or as required)
ATL Workforce Senior Steering Board
(SSB) Chair - USD(ATL) Component Acquisition
Executives and Functional Advisors( others as
appropriate)
Oversight
President, DAU (Executive Secretary)
ATL Workforce Management and Training PoCs
Bi-Monthly (or as required)
ATL Workforce Management Group (WMG) President,
DAU (Chair)
Execution
ATL Workforce Management and Training PoCs
Centralized Policy, Guidance,
Metrics Decentralized Execution
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Single Acquisition Corps

• USD(ATL) Sets Policy
• Components (Air Force, Army, Navy and Defense
  Agencies) Execute Career Management Program

http//www.dau.mil/learning/appi.aspx
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Focused Career Development
People
Positions
KLPs
Key Leadership
Critical Acquisition Positions
Level III Certification
Acquisition Corps (22,000)
Career Broadening
Acquisition Workforce /- 134,000 People
Level II Level III
Build Breadth
Career Field
Build Depth
Level I Level II
Internships Cooperative Education Scholarships
Tuition Reimbursement TrainingAcquisition
Fellowship Program Exchange and Rotational
Programs
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Tenure Management Flexibility

• Original DAWIA
• Program Manager Assign until major milestone
  closest in time to 4 years
• Deputy PM 4
  years
• Program Executive Officer 3 years
• Senior Contracting Official 3 years
• Other Critical Acq. Positions 3 years
• Service obligation agreements required
• Waivers of assignment periods authorized
• Current policies are inconsistently applied

• DAWIA II Flexibility
• The Secretary of Defense may prescribe different
  minimum
• Number of years of experience
• Education qualifications
• Tenure of service qualifications
• Flexibility applies to
• Program Manager
• Program Executive Officer
• Senior Contracting Official
• Contracting Officer
• Contingency Contracting Force positions

Critical Acquisition Positions (CAPs)
Single Acquisition Corps (People)
Key LeadershipPositions (KLPs)
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Competency-Based DAWIA Certification ProgramMore
Alternatives for Getting Certified

• Any Alternative can be used to achieve
  certification.
• Combinations of Alternatives can be used to
  achieve certification levels.
• Education and experience requirements remain the
  same, regardless of Alt(s).

Alt 1 DAU Functional Training
Alt 2 Workplace / Personal Experience /
Fulfillment
Alt 3 Professional Association Certification /
Other
Functional Core Competency Development /
Certification Levels I, II, III
Alt 1
Alt 1
Alt 1
and/or
and/or
and/or
Continued Professional Development
Alt 2
Alt 2
Alt 2
Level I
Level II
Level III
and/or
and/or
and/or
Alt 3
Alt 3
Alt 3
Supervisor/Employee Assessment of Competencies
and Gap Individual Development Plan
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Streamlined DAWIA II Regulations
1990
2005
Old Policy
New Policy
5000.52
Directive
5000.52M
Instruction
DoDD 5000.52 (Revised) (Jan 2005)
Eliminated
5000.58
DoDI 5000.66 (Dec 2005)
5000.58R
Desk Guide (Jan 2006)
5000.58G
Policy Memos
Guidance
5 Documents
3 Documents
http//www.dau.mil/workforce/
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Goal 1 Enabler Improved Certification
ModelCORE PLUS

• Drivers for improving how we equip our ATL
  workforce Increased demands on acquisition
  workforce More complex business arrangements
  Pressure for better business outcomes Small
  percentage of workforce with less than 10 years
  of service demand for more utility for the
  training dollar

W A R F I G H T E R S
Cost Estimating
Test Evaluation
Program Mgmnt
SRPDE
Contracting
Auditing
IT
Logistics
PQM
Weapon System Lifecycle Management
New Concept
Real Property Installation Lifecycle Mgmt
Core Plus Model
Materiel Supply Service Management
Transformation Solution - Concept

• The Core Plus certification model is a concept
  which would transform the current certification
  model to one in which members of the ATL
  workforce would have the same foundation of
  training
• Core acquisition certification
• Core functional certification
• Sub-specialty Performance certifications

ACQ CORE
Functional Core
Performance-Specific
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High Performing, Agile and Ethical Workforce
ATL Workforce Management Team Effort!
USD(ATL) Goals

• High Performing, Agile and Ethical Workforce
• Strategic and Tactical Acquisition Excellence
• Focused Technology to Meet Warfighting Needs
• Cost-effective Joint Logistics Support for the
  Warfighter
• Reliable and Cost-effective Industrial
  Capabilities Sufficient to Meet Strategic
  Objectives
• Improved Governance and Decision Processes