WORKFORCE
IT’S ABOUT STEWARDSHIP
Align DAWDF funding request with HSCP goal.
Council-of-colonels board reviews each request.
DAWDF $ $ $
Every organization requesting funding briefs acquisition leaders on plan for using the funds.
Document every plan in a database.
With adequate resources carefully prior- itized and spent, primarily from DAWDF, the people who make up the acquisi- tion workforce can receive the education and training necessary to carry out the Army’s priorities. The Army Acquisition Workforce Human Capital Strategic Plan serves to ensure that those who obligate the money have the skills and know- how to do so effectively. (Graphic by U.S. Army Acquisition Support Center)
DAWDF REVIEW For FY20, we have an enhanced structure that we’re putting in place for DAWDF funding for Army organizations to make sure that our prioritization makes sense.
• Every request for DAWDF funding must align with one of the five HSCP goals.
• Every request will be reviewed by a council-of-colonels board. • Every organization requesting DAWDF funding will brief acquisition leaders on its plan for using the funds.
• Every plan will be documented on a database to ensure transparency.
Te U.S. Army Director for Acquisition Career Management Office has always brought in people from the field and incorpo- rated subject matter expertise to review DAWDF proposals. We are modifying this approach slightly— using the existing process and getting a greater degree of input from more of the stake- holders. Tere has always been a tremendous amount of rigor in DAWDF funding, and this is the next evolution of rigor to ensure that our stakeholders’ input is more broadly reflected.
THINK METRICS All of those activities and efforts, specifically the initiatives, need to have concrete metrics associated with them. It’s way too easy, sometimes, for people to find what they believe to be a compe- tency gap and think that there’s a way to train it away. Unless you understand the baseline competency and what we think we
can accomplish through training before you start that training, then you may spend all sorts of money to develop a program or course that doesn’t exactly address the true gap and may never attain the desired result.
Let’s say you see a problem with how a product is being developed. You decide we have a gap in understanding a particular part of the process. You train against that part of the process. And yet you don’t see a change in the results.
Why? Because either, a) we haven’t really defined the require- ment and recognized what the core problem is, or b) we haven’t used metrics to understand whether what we say we’re trying to solve actually gets solved. Metrics are important, and so is under- standing the core problem.
When every initiative has very specific metrics associated with its objectives, you can actually know whether or not you’ve accom- plished what you set out to do in the first place.
At the end of the day, it really is about professionalizing the acquisition workforce and ensuring that it has all the skills, tools and competencies needed so that we are world-class stewards of the taxpayers’ dollars. Developing acquisition professionals goes hand in hand with developing the best products, which requires special people doing very specialized work. We can’t afford in today’s environment to be just OK, we have to be exceptional!
https://asc.ar my.mil
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