training aims to improve communication across all levels of lead- ership and to help develop leaders who value individual styles and behaviors. Te end result is a leadership corps that is more capable across a variety of areas, including critical thinking, problem-solving, collaboration, creativity and innovation. Addi- tional information is available from command or organization acquisition career management advocates and organizational acquisition points of contact.
Te Acquisition Tuition Assistance Program (ATAP) announcement is scheduled to open in May. ATAP primarily supports funding to meet DAWIA educational requirements for permanent civilians and noncommissioned officers with the military occupational specialty 51C. Secondarily, ATAP also funds highly endorsed permanent AAW members who are applying for required business hours toward AAC membership or for acquisition- or business-related courses toward a bach- elor’s or master’s degree.
Te announcement for the Competitive Development Group/Army Acquisition Fellowship (CDG/AAF) Program will open in June—not in January, as it has in the past. Tis three-year developmental program offers board-selected appli- cants expanded training, leadership, experiential and other career development opportunities. Te CDG/AAF program is designed to help develop competitively selected program man- agers. Tis once-in-a-lifetime opportunity to complete multiple developmental assignments and competitive training programs over a three-year period serves as the premier entry point for a GS-12/13 or broadband equivalent to transition from a techni- cal acquisition career field into program management.
Te DAU Senior Service College Fellowship Program will be celebrating its 10th anniversary this June. Te 10-month lead- ership and educational program intended for high-performing and high-potential GS-14/15 or broadband equivalent is con- ducted under the auspices of DAU at Huntsville, Alabama; Warren, Michigan; and Aberdeen Proving Ground, Maryland. Te purpose of the program is to provide leadership and acquisi- tion training to prepare senior-level civilians for key acquisition leadership positions, such as product and project manager and program executive officer. More than 200 acquisition civilians have graduated from this program to date, and many have gone on to become members of the Senior Executive Service.
For more information about the Army DACM Office education and training opportunities programs, go to
http://asc.army.mil/web/ career-development/programs/.
CAREER DEVELOPMENT TOOLS AND INITIATIVES Te Acquisition Workforce Qualification Initiative (AWQI) is a key element of Better Buying Power. AWQI aims to make cer- tain that everyone involved in acquisition has the skills required to ensure successful acquisition outcomes. Tis employee develop- ment tool can be used to identify job-specific gaps in experience, capture demonstrated acquisition experience and identify devel- opmental opportunities. AWQI provides a common set of standards for acquisition career field competencies that organi- zations can use to address gaps in mission-critical acquisition skills by leveraging developmental opportunities or on-the-job experiences. AWQI will roll out to the AAW this spring as a tool with a link initially on the civilian acquisition career field mod- els. Te Army DACM Office is the proponent for implementing the AWQI within the AAW. For more information, go to http://
asc.army.mil/web/news-february-2016-hot-topics/.
Te ASA(ALT) and the DACM Office have been working since September 2015 on developing the Army Acquisition Work- force Strategic Human Capital Plan (AAW SHCP), which will provide strategic insight into the state of the AAW and help shape the path forward. Also contributing to the effort and helping to gather and incorporate leader insights are the dep- uty assistant secretaries in the Office of the ASA(ALT), Army acquisition career management advocates, Army acquisition functional advisers and other subject-matter experts from across the Army acquisition community. Implementation of the AAW SHCP will engage us as collective stakeholders and partners to anticipate and meet future challenges from a functional, pro- gram office or field perspective. Details of the plan are expected to be released this summer.
Te Senior Rater Potential Evaluation (SRPE) is a tool for evaluating potential—specifically, how civilian employees in designated grades or broadbands might perform in positions of increased responsibility. Te SRPE is also a talent management tool that enables comparison of the civilian grade and broad- band structure with the other incumbents in that structure. Te SRPE is not to be used in conjunction with the various per- formance appraisal systems. One use of the SRPE is as part of the application process for Centralized Selection List boards, the competitive CDG/AAF program, the new centralized product and project director boards and certain Senior Service College programs. See the policy, forms, guidebook and more at http://
asc.army.mil/web/alt-workforce-policy-procedure/.
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