IN IT FOR THE LONG HAUL


strategic leadership development—bal- ances the development of leadership skills while serving the needs of the Army with acquisition expertise.


IMPROVING OPERATIONS


Preston Propes, a machinist in the Systems Integration and Support Directorate at Tobyhanna Army Depot, PA, has developed improvements that saved more than 75 direct labor hours over a six-month period by using basic Lean Six Sigma principles. The foundation of the acquisition community is a smart, professional and passionate workforce that is committed to providing capa- bilities to Soldiers. More than ever, that also means looking for ways to work more efficiently and effectively. (Photo by Steve Grzezdzinski, U.S. Army Communications-Electronics Command)


In the near term, we will be piloting an opportunity for high-performing acquisi- tion civilians identified with leadership potential to fill product director (PD) positions. Our plan includes a develop- mental track facilitating the achievement of a PD, follow-on positions after a suc- cessful tenure as a PD, and guidance all the way to the Senior Executive Service. Te creation of these centrally selected PD positions will provide more opportu- nities for leader development and growth of our high performers to meet the future needs of our force.


Certification of our acquisition work- force remains paramount. We have done impressively well in this regard, with 88.1 percent of our Army acquisition work- force certified. Another 9.4 percent are within the grace period. So, currently 97.5 percent of our acquisition workforce is certified or within the grace period. Tis is phenomenal, but we cannot stop there. It is important to ensure that our work- force professionals are taking the right steps to get the training, education and experience required to be certified—and that they are participating in continuous learning opportunities, as 80 continuous learning points (CLPs) are required every two years. We are ending our current two- year cycle on Sept. 30, and a new cycle begins on Oct. 1. It is crucial to remain current and relevant, which makes the attainment of CLPs so critical.


MAKING IT HAPPEN


Soldiers from the 4th Battalion, 23rd Infantry Regiment, 2nd Stryker Brigade Combat Team (SBCT), 2nd Infantry Division evacuate casualties June 26 during Decisive Action Rotation 14-08 at the National Training Center, Fort Irwin, CA. When Operation Enduring Freedom began in 2001, the SBCT was only a vision. With the support of the AAC, that vision became a lifesaving reality remarkably quickly. (U.S. Army photo by SPC Charles Probst, Fort Irwin Operations Group)


In addition, we have leadership devel- opment


opportunities such as


Acquisition Leadership Challenge Pro- gram (a two- to three-day program assessing leadership competencies at entry, mid-,


and senior levels); our


our


98


Army AL&T Magazine


October–December 2014


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