WORKFORCE
acquisition position regardless of grade or project, and that a wide variety of continuous learning is available based on the unique- ness of each objective.
The best person to develop your career is you.
YOU ARE THE KEY
When it comes to career development, you are the best person to select a path. Whitney Hartwell, military pay technician, at Redstone Arsenal, Alabama, March 2024. (Photo by Eric Schultz, U.S. Army Financial Management Command)
EMPLOYING COMPETENCIES Competencies are sets of knowledge, skills, abilities, behaviors and other characteristics that individuals need to perform jobs within their acquisition functional area. It’s important that the training we take time to develop, and ultimately require, is based on identified needs that are reviewed and validated.
To accomplish this, we have functional integrated teams (FITs) that execute a periodic review of functional competencies. Te FITs circulate the competency model for comment and often go line-by-line to ensure viewpoints are heard from service and 4th Estate representatives—all the agencies and field activities in DOD that are not affiliated with a miliary branch or combat- ant command. Tis collaboration is critical in providing each service and the 4th Estate the opportunity to comment on the validation process, and ultimately ensures the competencies are applicable across DOD.
Te Defense Acquisition University (DAU) is also a big part of this process, ensuring functional area certification training aligns with these competencies.
A CORE CATEGORY
Contracting is one of the six major functional areas in the Back-to- Basics framework. Col. Daphne Austin, right, 410th Contracting Support Brigade commander, takes Megan Dake, middle, the deputy assistant secretary of the Army for Procurement, Office of the Assistant Secretary of the Army for Acquisition, on a tour of the 410th facilities in September 2023, at Fort Sam Houston, Texas. (Photo by Spc. Joshua Taeckens, U.S. Army South)
DAWIA certification training requirements contain competen- cies that are core competency elements across each functional area, while competencies deemed to be “specialty” are often left for continuous learning, credentials or assignment specific train- ing. While the DAWIA required training provides for a strong baseline, it is incumbent upon each workforce member to work with their supervisor to identify additional training that may be needed taking into account new acquisition authorities, pathways, agile methodology, digital transformation and real-world events.
Te COVID-19 pandemic forced us to look at how we manage and share information, and also how we contingently plan for supply chain issues.
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