CAREER CORNER USAASC PERSPECTIVE


FROM THE DIRECTOR, U.S. ARMY ACQUISITION SUPPORT CENTER


DEFENSE ACQUISITION WORKFORCE


DEVELOPMENT FUND: CONTINUING TO GROW TOP-NOTCH PROFESSIONALS


I


n my commentary for the July-Sep- tember 2012 issue of Army AL&T Magazine (“To Build a Stronger Workforce, Raise the Value of Teir


Work”), I provided an in-depth look at our efforts to strengthen the AL&T Workforce. Tat commentary explored in detail the initiatives led by the U.S. Army Acquisition Support Center (USAASC) under the guidance of the Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) Defense Acquisition Workforce Management Group Project Leads. In this issue, we’ll take a look at where the Army is focus- ing its efforts and explore some of the high-quality initiatives being developed to strengthen and expand capabilities and efficiencies Workforce.


throughout the AL&T


Te Army faces some very tough resource challenges. It is incumbent upon us all to take the time to examine our current programs and processes to see if they are still relevant and effective. Do they meet the needs of a world-class, 21st- century Acquisition Workforce in a


186 Army AL&T Magazine


recruiting and training our Acquisition Workforce using the Defense Acquisi- tion Workforce Development Fund (DAWDF). Since 2009, we have hired more than 1,600 new acquisition civilians and have funded more than 300 initia- tives totaling more than $300 million. It is now time to ensure that we continue moving forward with our investment, training, and development.


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


resource-restricted environment? We


must measure the results of our cur- rent programs and determine if they are providing a true value at the cost of the current program. We may need to make changes or, in some cases, develop an ini- tiative that will provide the desired result at an acceptable cost in terms of time and resources.


Over the past few years, we’ve invested much time, effort, and money into


We’re looking at high-quality initiatives developed by our Army Acquisition com- mands and organizations to see if those programs merit elevation to an enterprise level. Additionally, we are examining our current programs to see if they are still producing the expected results. If not, changes must be made to ensure that they achieve the desired results and remain relevant and cost-effective.


ACQUISITION LEADERSHIP CHALLENGE PROGRAM One of the best initiatives that we have


provided through DAWDF is the Acqui- sition Leadership Challenge Program (ALCP). We leveraged the Air Force’s


January–March 2013


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