STANDARD-BEARERS
Contracting Functional IPT
Meets at least quarterly—advises Contracting Functional Leader on career field competencies, DAWIA certification and workforce training requirements.
Defense Acquisition Regulations System
Contingency Contracting and Acquisition Policy
Program Development and Implementation
Cost, Pricing and Finance
Program Acquisition and Strategic Sourcing
OUSD(AT&L)/Office of Small Business Programs
NAVY/USMC
DASN (AP)
DACM DASN (RDA)
DASA(P) NGB
ARMY DACM (USAASC)
DACM (NGB)
FIPT Leadership Supporting Office
Other (Member) KEY
AIR FORCE SAF AQC DACM (SAF AQH) 4TH ESTATE
DCMA DISA
DACM
AT&L (HCI) DLA
HQ, J-7 OTHER (NONMEMBERS) OFPP DHS Liaison FAI Liaison
Others as Needed
Functional Leader OUSD(AT&L)/Director, DPAP
FIPT Executive Secretary and Chair DPAP Senior Staff Member
Center for Contracting Co-Chair DAU Director
Contracting PLD Level I Contracting PLD Level II Contracting PLD Level III PLD CLM PLD SB
PLD COR & Contingency PLD Industrial Property PLD Services Acquisition LCOE Cost and Pricing
KEY
CLM – Continuous Learning Module COR – Contracting Officer’s Representative DASA(P) – Deputy Assistant Secretary of the Army for Procurement
DASN (RDA) – Deputy Assistant Secretary of the Navy for Research, Development and Acquisition
DHS – U.S. Department of Homeland Security
DISA – Defense Information Systems Agency DLA – Defense Logistics Agency DPAP – Director, Defense Procurement and Acquisition Policy FAI – Federal Acquisition Institute HCI – Human Capital Initiatives LCOE – Learning Center of Excellence NGB – National Guard Bureau
OFPP – Office of Federal Procurement Policy PLD – Performance Learning Director SAF AQC – Air Force Contracting SAF AQH – Air Force Acquisition Career Management
SB – Small Business Functional Rep DACM Rep Other (Nonmember)
ANATOMY OF A FIPT This chart shows the structure of the FIPT for the contracting career field. (SOURCE: USD(AT&L))
the field. In this case, health is measured as the percentage of workforce members who are appropriately certified in their positions or within the 24-month grace period. Increasing percentages of certi- fied workforce members represent “a success story” for the Army, said Joyce Junior, the proponency officer for the program systems engineer, test and eval- uation, and systems planning, research, development and engineering career fields.
Te Army DACM, LTG William N. Phillips, takes DAWIA requirements very seriously, Junior said. “He is com- mitted to promoting and ensuring 100 percent certification of the Army acquisition workforce.”
Te Army acquisition workforce has made immense progress in overall certi- fication rates. As of June, the certification and “within grace period” rate stood at 93 percent, compared with 78.4 percent in 2008. Te surge, Junior continued, “is a direct reflection of devoted acquisition professionals and their supervisors com- mitted to meeting DAWIA standards and supporting current and future Army needs.”
CONCLUSION A significant part of what the FIPT does is
to ensure that recommendations—to guide decision-
making with respect to DOD’s human capital strategy, DAU curriculum content and requirements for continuous learning modules, and ACF development, career and workforce management, including recruiting and retention strategies.
FIPTs ensure that the courses DAU offers are appropriate to the career field, and they play an important role in seeing
“that the course content is correct, has value and is relevant to the workforce,” Murtha said.
the training and cer-
tification of the acquisition workforce deliver the skills needed to perform well in each acquisition career field. Te FIPT’s goal is to provide the OSD functional leader with perspectives and
She added that occasionally FIPTs might recommend adding or deleting courses or modules in courses, but in doing so, one of their tasks is to consider the second- and third-order effects of such actions
172
Army AL&T Magazine
July–September 2013
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