SUSTAINING WORKFORCE PROFESSIONALISM
PEOPLE ARE THE HEART OF ARMY ACQUISITION. 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 PREPARED
REMAIN
Eighty-two percent of our acquisition workforce has bachelor’s or higher degrees. With our Acquisition Tuition Assistance and Degree Completion programs, we can ensure that our personnel are striving for education excellence as well as meeting DAWIA statutory requirements.
Te AAC offers exciting developmental programs such as Training with Indus- try; Competitive Development Group/ Army Acquisition Fellowship; and the Senior Executive Service College Fellow- ship. We have an Acquisition Leadership Challenge Program modeled on Air Force best practices, and acquisition boot camps for new hires to instill in them an esprit de corps for the Army and the acquisition profession.
Our DAWIA certification and rates are equal to or, in many cases, better than industry standards. To date, the Army acquisition workforce rate of being certi- fied or within the allowable grace period is 92.5 percent, the highest ever.
Army acquisition has invested in advanced tools to increase our efficiency and to support a highly trained, agile and adap- tive workforce. Our Career Acquisition Management Portal (
https://rda.alt-
ess.army.mil/camp/) houses our Career
144 Army AL&T Magazine April–June 2013 SUCCESSFUL
Acquisition Personnel and Position Man- agement Information System (CAPPMIS), which serves as our acquisition workforce repository of information.
Several years back, we instituted an online Certification Management System, allow- ing workforce members to apply for DAWIA certification online with ease. Our automated Individual Development Plan (IDP) provides a five-year road map with which acquisition employees can work with their supervisors on acquisition career development, including DAWIA certification training.
By law, members of our acquisition workforce must obtain 80 CLPs in their acquisition field of study within a two- year cycle. CLPs keep our acquisition workforce relevant and proficient, with the right skills and capabilities. At the end of the most recent two-year cycle on Sept. 30, 2012,
97 percent of our
acquisition workforce had achieved the required 80 CLPs.
ACQUISITION WORKFORCE INITIATIVE Under Section 852 of the 2008 National Defense Authorization Act, which governs use of the DAWDF, Army acquisition continues to recruit and hire, develop and train, and recognize and retain a
We will continue to capture lessons learned and conduct analyses of workforce trends to secure and sustain a world-class acquisition team now. For more information on USAASC BBP 2.0 and workforce analysis efforts, please contact Joan Sable at
joan.l.sable.
civ@mail.mil or Robert
Spencer at
robert.a.spencer16.civ@
mail.mil. AND ARE FOR ACQUISITION CHALLENGES.
superior workforce. By FY15, the Army target for new acquisition hires is 1,885. To date, the Army has hired 1,730 new acquisition professionals.
We must protect our investment, and many initiatives are in place as a result of Section 852 that focus on strengthening our acquisition team. We will continue to capture lessons learned.
CONCLUSION
Tis brings us back to the heart of the AAC—people. We are on track to maintain a high-quality, high-performing, agile and adaptive professional team of acquisition experts with the right skills and capabilities now and into the future. Our BBP 2.0 focus on strengthening the acquisition workforce is inherent in our HCSP, our programs, the tools we have implemented and the initiatives we have instituted.
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