CAREER CORNER USAASC PERSPECTIVE   


SUSTAINING WORKFORCE PROFESSIONALISM


I


n previous provided


an


commentaries, I analysis


of U.S.


Army Acquisition Support Center (USAASC) efforts to strengthen the


Acquisition, Logistics, and Technology (AL&T) Workforce under the guidance of the Honorable Frank Kendall, the undersecretary of defense for acquisition, technology and logistics (USD(AT&L)). In this issue, we’ll take a look at how Bet- ter Buying Power (BBP) 2.0’s key focus area “Improve the Professionalism of the Total Acquisition Workforce” ensures that


essential warfighting capabilities


are delivered within the constraints of a declining defense budget by better managing the costs of acquisition.


In November 2012, Kendall introduced BBP 2.0, the next step in the process of continuous improvement. (See related article on Page 20.) When Kendall took over as the acting USD(AT&L) in 2011, he expressed six priorities: support ongoing operations, achieve affordable programs, improve efficiency, strengthen the industrial base, strengthen the acqui- sition workforce and protect the future. BBP 2.0 is consistent with these goals and priorities.


Our goal as the U.S. Army Acquisition Corps (AAC)—focusing on strengthen- ing the acquisition workforce as a tenet of BBP 2.0—is to identify and share new practices, rejecting or modifying the ideas that turn out to be impractical or ineffective. In addition, we will measure our own performance and try to learn from those who most successfully acquire products and services for our warfight- ers. Te sustained professionalism of our acquisition workforce will keep us mov- ing in this direction. We remain engaged with the highest levels of USD(AT&L) so that defense stakeholders buy in to


142 Army AL&T Magazine


our initiatives. We also are communicat- ing with our sister services and capturing Joint efforts to ensure success.


Craig A. Spisak Director, U.S. Army Acquisition Support Center


LEADERSHIP GOALS Our AL&T workforce professionals are essential to changing the way we provide critical capabilities to the warfighter, and to DOD’s continuing effort to deliver better value to the taxpayer by improv- ing the way we do business. In my role as the deputy director for acquisition career management (DDACM), my primary focus is seeing that the DACM’s goals for the AL&T workforce are articulated. For FY13, the Army DACM has instituted the following overarching goals with a focus on strengthening the AL&T work- force as per the BBP 2.0:


       Monitor the Human Capital Stra- tegic Plan (HCSP)—win the “war” for talent.


 Attract the best and brightest— “hire for life.”


 Manage the Defense Acquisition Workforce Development Fund (DAWDF) requirements—ensure flexibility for fulfilling acquisi-


April–June 2013


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