A HOLISTIC LOOK AHEAD The HCSP helps to develop and equip acqui- sition professionals with the skills, training and experiences to be successful in their jobs and, ultimately, in the acquisition mission. It drives how strategic initiatives are shaped to realize that focus, while engaging workforce stakehold- ers. (Image courtesy of the Army DACM Office)
Te HCSP is USAASC’s systematic and collaborative process for anticipating workforce capability gaps and providing solutions to recruit, develop, maintain and retain a highly skilled, engaged AAW of program managers,
scientists,
engineers, information technologists, contracting specialists and other acqui- sition professionals who are experienced, high-performing and committed to pro- viding world-class capabilities to our Soldiers. In short, this is our piece of sup- porting Army readiness. As a community, we must remain ready to provide the equipment and services Soldiers need to win across multiple missions, conditions and geographies.
Grounded in the Army values—loyalty, duty,
respect, selfless service, honor,
integrity and personal courage—as its guiding principles, this plan fosters a collaborative decision-making process based on trust, transparency, account- ability, deliberation and ethics. Te plan is a reflection of our commitment to the workforce to develop the next generation of leaders and advance the Army acquisi- tion profession.
Te HCSP has five goals: communi- cation and collaboration, workforce shaping, employee engagement, pro- fessional development and leadership development. Te goals are the result of a collaborative process that brought together representatives from across Army Acquisition Workforce organiza- tions, stakeholders and members.
IT TAKES A COMMUNITY Lt. Gen. Michael E. Williamson, principal military deputy to the assistant secretary of the Army for acquisition, logistics and technology and the Army DACM, wants implementation of the HCSP to involve everyone, from acquisition senior lead- ers to the individual AAW member. Tat voice of the people comes mostly from his Acquisition Workforce Advisory Board, a consortium of acquisition professionals at all
levels and organizations brought
together to support candid discussions and honest feedback on acquisition-spe- cific career development challenges for the Army DACM.
A key to the success of this strategic plan- ning effort will be formalized governance
via steering committees, councils, and specific integration and project teams.
CONCLUSION As the HCSP unfolds, we will continue to refine the goals and objectives, and draft initiatives and metrics to measure our progress and success. Using this as our guide, we will prioritize our resources, focus our efforts each year and track our progress.
To keep the plan current and relevant, we will conduct periodic reviews and will need continuous input from our acquisi- tion professionals, managers and leaders throughout the Army. I invite you to join us in our progressive quest of putting people first by submitting suggestions, comments or questions to usaarmy.
belvoir.usaasc.mbx.usaaasc-aaw-hcsp@
mail.mil, or go to
http://asc.army.mil/ hcsp/.
For a closer look at the goals and some of the initiatives on the horizon, read “A Ready Acquisition Workforce,” Page 165.
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