FROM THE DIRECTOR OF
ACQUISITION CAREER MANAGEMENT C R A IG A. SP I S A K
LINING UP YOUR GOALS
Syncing up DAWDF funding and Human Capital Strategic Plan objectives will lead to an enhanced process and more transparency.
to be difficult. Y
All acquisition programs have at least three things in common: the work, the people doing it and the financial resources to support the work. Successful programs tend also to share an alignment of goals and objectives with the people doing the work.
We can’t just expect all of that to come together automatically. Successful efforts tend to provide adequate resources to the people doing the work—the education, training and all the other neces- sary elements that help align our mission with our priorities.
Te Army acquisition community must not only determine how best to deploy our resources, but also how we use the Army Acqui- sition Workforce Human Capital Strategic Plan (HCSP) to ensure that the people who have to obligate that money are prepared to do so in the most effective and efficient manner.
We launched the HCSP in October 2016. It’s our “business plan” for developing the best possible acquisition workforce for the Army. To meet that objective, we must make sure that we focus our resources on our most important priorities. But we also need
90 Army AL&T Magazine Spring 2019
ou can throw all the money you want at an acqui- sition effort, but if the people doing the work don’t know how to prioritize it and make sure it’s doing what it’s supposed to do, achieving your goals is going
buy-in from the acquisition community on our major goals and objectives. Tose will be inextricably linked to the HCSP and the specific goals and objectives that we have there.
FULFILLING THE PLAN Te HCSP has five goals:
• Workforce planning. • Professional development. • Leadership development. • Employee engagement. • Communications and collaboration.
Let’s focus on the first two goals, workforce planning and profes- sional development.
One of the ways we improve workforce planning and professional development is with the Defense Acquisition Workforce Devel- opment Fund (DAWDF). Congress enacted DAWDF with the FY08 National Defense Authorization Act (NDAA), then made it permanent in the FY16 NDAA. Tis fund permits DOD to recruit and hire, develop and train, and retain its acquisition workforce. In FY18, DAWDF provided $86 million in funding to the Army Acquisition Workforce, which led to 322 quality initiatives, 183 new hires and training for 19,364 members of the workforce.
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