senior-level positions. This allows the Army to analyze the acquisition talent pool and identify personnel with the potential for higher-level job responsi- bilities, from the most junior grades all the way to senior field-grade positions.
• Progress toward future development of a system to define, capture and archive assignment metrics and data. These details will ensure that we remain on the leading edge with a talent manage- ment approach for our Functional Area 51 acquisition officers.
Te publication of FY15 military acquisi- tion assignment guidance and priorities, focused from a strategic as well as a tal- ent management perspective, guides our Acquisition Management Branch in assigning the right personnel with the right skills to right positions at the right places. I ensured the identification of nominative positions as well as course attendance, advanced civil schooling and Training with Industry opportunities, including:
• The unique Acquisition Leader Development Course (ALDC)—Our centrally selected list (CSL) key acqui- sition billets (product and project manager) attend pre-command courses (PCCs) mandated by the secretary of the Army at Fort Leavenworth, KS, and a branch PCC based on their program assignment. Currently, there is not an acquisition-focused PCC opportunity.
Te ALDC is a new concept that will be piloted in the third quarter of FY15 to provide centrally selected product and project managers, contracting commanders, acquisition directors and product directors with the capabilities required to successfully execute their acquisition leadership responsibilities. Te objectives of this three- to five-day course include providing acquisition
PILOTING A NEW COURSE
LTC Reese Hauenstein, left, product manager for the CH-47F Improved Cargo Helicopter, gives a coin to a Soldier from the 603rd Aviation Support Battalion, 3rd Combat Aviation Brigade (CAB), as the unit concluded verification of the CH-47F Chinook helicopter maintenance manuals on Hunter Army Airfield, Savannah, GA, Oct. 15, 2014. The ALDC, scheduled to be piloted in late FY15, will provide centrally selected product and project managers with the capabilities required to successfully execute their acquisition leadership responsibilities. (Photo by SGT William Begley, 3rd CAB Public Affairs)
senior leaders with strategic guidance; preparing those about to assume these centrally selected positions with the mindset, knowledge and skills required to effectively execute their new respon- sibilities; managing risk; leveraging the talents of their teams; and creating a culture of innovation. Tis course will also enable attendees to benefit from lessons learned by leaders at the top of the acquisition profession, and ensure a reachback capability so that participants can tap the best leaders and experts for advice when faced with difficult chal- lenges on the job.
• Core Intermediate Level Education (ILE) for acquisition officers—The ILE venue of attendance is determined by a board that meets annually fol- lowing the Army competitive category (ACC) majors promotion board. The
ILE board evaluates for
officers
selected promotion and determines the
venue in which they will attend ILE in a designated calendar year (CY). When ACC officers are board-selected to ILE for a particular venue and CY, attendance takes precedence over other assignments and developmental con- siderations. Core ILE serves as another talent management opportunity.
CIVILIAN OPPORTUNITIES For the advancement of the Army’s civil- ian
acquisition
professionals, we have
several talent management initiatives and tools, which include the following:
• Our on-boarding energize activities, which new acquisition personnel
regarding the critical importance of our mission, ensure acclimation to the acquisition team, reinforce retention
ASC.ARMY.MIL 145
COMMENTARY
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