FIGURE 1
Education and Training
Tools PEOPLE: QUALITY WORKFORCE:
Professional Relevance and Currency
We are on track to maintain a world-class, high-quality,
high-performing, agile and adaptive professional team of Army Acquisition experts with the right skills and capabilities now and into the future.
Active Component Military & Civilian
Civilian Officers NCOs Total
39,666 1,462 406
41,534
Reserve Component Military
USAR Officers 342 USAR NCOs 41 ARNG Officers 284 ARNG NCOs 123 Total
790
41,534 - Strong Army Acquisition Workforce 13,221 women and 28,313 men 39,666 civilians and 1,868 military 29,723 workforce members; 11,811 AAC members
ACTIVE COMPONENT
Workforce Growth
Reduce by half the DAWIA cer- tifi cation delinquency rate of 8.1 percent.
Improve by half the Army acqui- sition “no-show” and class failure rate for Defense Acquisition Uni- versity courses.
By focusing on these goals, we will continue to develop our people as a pro- fessional workforce for FY13 and beyond.
Civilians: 96% NCOs: <1%
Officers: ~3% Source: CAPPMIS as of Feb. 28, 2013
82% high-level degrees 15 acquisition career fields supported Average 11.18 years of acquisition experience 92.5% certified or within grace period
People are the heart of Army acquisi- tion. (See Figure 1.) Securing a top-notch acquisition team built on a foundation of the right skills at the right place and at the right time ensures that we remain suc- cessful and are prepared for acquisition challenges. T e more attuned we are to our workforce capabilities and to sustain- ing and retaining those critical skills and personnel, the more we can adapt to the current challenges of austere resources.
PEOPLE MAKE THE WORKFORCE
The Army AL&T Workforce is a reflection of its people. This profile shows their skills and experience. (SOURCE: USAASC)
tion workforce growth and critical acquisition skills and capabilities.
Ensure world-class Army contract- ing capabilities.
Recognize and reward excellence and expertise.
Develop innovative leadership development programs.
Identify acquisition personnel with leadership potential.
Host
quarterly high-level Defense Acquisition Workforce
Improvement Act (DAWIA)- focused forums.
Work with command and orga- nization acquisition career management advocates to ensure collaboration.
Achieve a 94 percent rate of DAWIA certifi cation or within the grace period.
Ensure that 95 percent of the acquisition workforce attains 40 Continuous Learning Points (CLPs); 80 CLPs are required by the end of
cycle on Sept. 30, 2014.
To win the war for talent, HCSP pushes us to constantly analyze Army acquisition workforce trends, challenges and initiatives; the goal is to guarantee that the AAC is considering the entire personnel lifecycle of our workforce, from accession to transition. T is analysis allows us to understand the incentive, retention, recruitment and career development programs we must have in place to secure and sustain a world-class acquisition team.
the current two-year
EDUCATION AND TRAINING To maintain a competitive edge for our civilian and military workforce in the larger acquisition community, the AAC has in place programs, tools and stringent education requirements. Our business savvy is captured in the requirement of 24 business hours for AAC membership, along with a Level II DAWIA certifi cation in one of the 14 acquisition career fi elds.
ASC.ARMY.MIL 143
CAREER CORNER / USAASC PERSPECTIVE
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