WORKFORCE
engage in reflection exercises, mentoring, peer and individual coaching, team and individual presentations, leadership assess- ments, networking opportunities, experiential activities and a final capstone project.
“DCELP is a special program. Participants include Army civil- ians as well as civilians from the other services and from defense organizations,” Faria said. “Tis diversity allows participants to network with other emerging leaders from across DOD.” Two cohorts are offered each year—one for the acquisition, human resources and financial management functional communities and one for all other functional communities. “Being part of this special cohort [acquisition, human resources and finan- cial management] provides Army acquisition participants the opportunity to build relationships not only with other emerging leaders, but specifically with other leaders in the defense acqui- sition community,” she said.
Faria emphasized the importance of the application process and course prerequisites when workforce members are considering the DCELP program. “DCELP applicants must have completed the appropriate Civilian Education System [CES] course for their grade. For GS-07 through GS-09 or equivalent pay band, the course is CES Basic. For GS-10 through GS-12 or equivalent, the course is CES Intermediate,” she explained. “Every year we
have people who want to attend DCELP, but they can’t apply because they’re missing the CES prerequisite. If you’re interested in developing your leadership skills, now is the time to talk to your local training officers about getting a seat in a CES course.”
Every year, the DACM Office sends out notifications to work- force members that the program is open for application through social media, the DACM Hot Topics publication, and via organi- zational acquisition points of contact and the acquisition career management advocates, she added. Te next application window will open in spring 2023.
“Upon completion of the program, the intention is for partici- pants to return to their organizations with tools and strategies that they can use to successfully manage the challenges they will encounter as future DOD leaders,” Faria said.
CONCLUSION As workforce members progress through their careers, it may be helpful to take courses or earn certifications related to their jobs for a more in-depth look at their area of interest. But some- times the pursuit of higher degrees can be cost prohibitive. ATAP can help civilian employees—as well as Functional Area 51 Contracting employees and noncommissioned officers—fund their education.
According to the website, ATAP will provide funding of $2,000 a course, up to $12,500 for a master’s degree and $10,000 for a bachelor’s degree, or individual business or acquisition-related courses per fiscal year. Fees exceeding those limits are the respon- sibility of the ATAP participant. Be sure to monitor the website for the upcoming application announcement.
Workforce members who create a solid foundation for their career as a junior employee will be better equipped to achieve their career goals and navigate what can sometimes be a confusing workplace environment. Make sure you get a head start and consider the DACM Office’s junior programs.
For more information on DACM civilian programs or acquisition career development opportunities, go to
https://asc.army.mil/web/ career-development/civilian.
FUTURE LEADERS
Junior civilian Army Acquisition Workforce members who would like to achieve a leadership position can get assistance and education through DACM Office programs.
JACQUELINE M. HAMES is an editor with Army AL&T magazine. She holds a B.A. in creative writing from Christopher Newport University. She has more than 10 years of experience writing and editing news and feature articles for publication.
https://asc.ar my.mil 121
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