A READY ACQUISITION WORKFORCE


FIGURE 1


PLANNING PROGRESS The HCSP’s five main goals align human capital strategies with the ASA(ALT) mission and represent critical challenges facing the AAW. Shaped by the Army priority of readiness and a philosophy of people, policy and processes, the plan emphasizes people as the enablers for the competencies, commitment and values that position the AAW to best contribute to mission readiness. (SOURCE: Army DACM Office)


FACING THE CHALLENGES Te Army DACM Office is responsible for everything related to acquisition statutory requirements and professional develop- ment programs for a talented, educated and diverse workforce including military and civilian acquisition professionals—the engineers, contracting experts, life cycle logisticians, program managers, scientists, information technology specialists and more. Tat’s no small feat, especially considering the challenges we’re facing.


Since 2014, the Army has experienced a 38 percent increase in global security issues, while the acquisition workforce has expe- rienced an 18 percent reduction in overall personnel—from


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43,473 in 2007. Twenty percent of the AAW is eligible to retire, and that figure will rise to 57 percent in the next 10 years. Our leaders from across the Army acquisition community are aware of these changes and recognize the unique challenges they pose along with the evolving security environment, including the impact on Army readiness.


GETTING HERE Te Human Capital Strategic Plan is a team initiative. It was developed over the past year by leaders from across the AAW rep- resenting multiple commands, organizations, experience levels and skill sets. Te Army DACM Office conducted an environ- mental scan focused on workforce demographics, interviewed


Army AL&T Magazine October-December 2016


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