Breakout Session # 708 Edward G. Elgart, Director, Acquisition Center and

1. Workforce Transformation Breakout Session # 708 Edward G. Elgart, Director, Acquisition Center and Principal Assistant Responsible for Contracting Communications-Electronics Life Cycle Management Command Date: 25 April 2007 Time: 10:40 AM to 11:40 AM

2. Agenda • Why workforce transformation? • What we want from workforce transformation. • How to get what we want. • Recruit and train. • Tools. • Support. • Challenging work environment. • Rewards. • Results of workforce transformation.

3. Disclaimer Views presented are those of the speaker and do not necessarily represent the views of DoD.

4. Why Workforce Transformation? Human performance is critical to a business's performance. 80% of executives worldwide say that, by 2010, attracting and retaining people will be the #1 strategic issue. Wouldn’t it be nice to have this many resumes?

5. Why Workforce Transformation? • Cannot continue to build contracting professionals for the future the same way we did in the past. • Different environment and a different workforce necessitate: • Different skill sets. • Different training. • Different rewards systems. • Different tools.

6. Why Workforce Transformation? • Workforce is going to get smaller. • We cannot continue doing “more with less”! We have to do it differently! • Ability to recruit mid-level 1102s is a fallacy. • No one is out there! • New workforce pool is Interns!

7. What Do We Want? • Competent and knowledgeable contracting professionals/contracting officers. • Create win-win business solutions. • Negotiate good contracts. • Understand the meaning and impact of the clauses in the contracts. • Ensure contractor performance. • Support for the contracting officer to effectively perform their duties.

8. How Do We Get There? • Recruit and retain Interns. • Provide targeted training and experiences. • Provide the tools and support contracting professionals need to execute their duties. • Provide a challenging and exciting working environment. • Provide appropriate reward system.

9. How Do We Get There? Step 1: Recruit and Retain • Retain Interns • Understand Their Strengths • Independence • Results-Oriented • Creative and adaptable • Understand Their Challenges • Impatient (can easily move on if they are not happy) • Cynical • Recruit Interns • Understand Their Values • Autonomy • Balance • Diversity • Informality • Competence • Technology • Ongoing learning and development • Feedback

10. How Do We Get There? Step 2: Training The New Workforce Wants It!! • Provide training: Transform the contracting professional development process. • It has to be life-long/career-long training. • More than just the first one to three years of employment. • Create a learning organization: Make it the norm. • Training for Interns • Short Term Goal: Quickly infuse knowledge to make them contributing members of the organization • Long Term Goal (4-5 Years): Create high-performing contracting officers — A 7 to 10 year plan is too long!

11. Step 2: TrainingContracting Intern Institute Cradle to Grave Contracting Basics • Two (2) month formal in-house classroom training provided upon initial entry • Off-site training facilities ensure dedicated classroom instruction and training environment • Instructors are experienced in-house contracting personnel who have the people skills to relate. • Average instructor to student ratio is between 1:10 and 1:15. • Exposure to experts from areas that we work with. • Institutionalized curriculum

12. Step 2: TrainingContracting Intern Institute Long Term Results • Increases retention • Provides strong foundation for learning • Enhances organizational mission Immediate Results • Provides practical “real-world” experience • Interns “hit the ground running” • Consistent learning throughout the organization • Continuous learning with a seamless transition from classroom to workforce • Creates collegial and supportive environment

13. Step 2: Training The “40/80” Training Program Contract specialists and below Required to complete 40 hours of technical training. (Real contracting—not “How to complete a Word document.”) Contracting Officers, Procurement Analysts and above Required to complete 40 hours of technical training. An additional 40 hours of leadership training in the same period. Augments the DAWIA Continuous Learning Policy.

14. Step 2: Training The “40/80” Training Program The Results… • Training has become part of the culture and expectation of our workforce. • 100% of our contracting employees who were employed during the entire training cycle received at least 40 hours of technical and/or leadership training this year as appropriate. • 100% of our contracting employees are certified at the appropriate level. Creating a culture of continuous learning.

15. Step 2: TrainingTuition Assistance for Advanced Degrees Real world… • A Master’s Degree is becoming the base level for educational achievement. • Our results… • 32 individuals enrolled in degree programs in FY06. • Ability to attract interns as an employer of choice. • 87% of our 1102 workforce has at least a bachelors; 27% has Master’s Degrees. Well prepared contracting people learn advanced business processes and theory.

16. Step 2: TrainingTuition Assistance for Advanced Degrees Advanced degrees are encouraged… There are several venues of funding in the Army: • The Army Tuition Assistance (ATAP) program. • The Competitive Professional Development (CPD) program. • The AETE/School of Choice program (SoC). • Naval Post Graduate School. • Local funding.

17. Step 2: Training Summary Specialists: Maintain currency while preparing for the future: Contracting Officers: Ready to lead Interns: Train and retain in large groups: • The “40/80” Program • Focus on targeted technical training • Prepare our workforce for any situation or contingency • Growing tomorrow’s leaders today • SBLM/CES Requirement • Additional focus on Leadership Training -40 Additional hours above DAWIA • Intern Institute and Tuition Assistance Program • Hit the Ground Running • Build a strong foundation • Accelerate the learning while exposing the intern to as many facets of contracting as possible Best Practices that help transform the workforce…

18. How Do We Get There? Step 3: Tools • Provide Contracting Officers (KO) a mobile capability. • Can go to the customer’s office and perform all their duties by using a totally equipped hand held device. • Real-time/Just-in-time contracting. • Provide E-Tools as a key enabler for the KO’s to do their jobs. • Incorporate artificial intelligence features. • Like “Turbo-Tax” for contracting. • Let the machines “build” the contract so the KO has time to understand it!!

19. E-Tools Examples Products & Services PCF Contract Document Repository (DoD 5015) Business Objects Smart analysis of information for “running the business.” FEDBIZOPS ASSIST Source Selection Process Enhancement Reverse Auction Tool E-Tool Help Desk & Training

20. How Do We Get There? Step 4: Support • Provide KO Support (Wireless Reachback) • Policy • Reviews and Approvals • Only what is necessary. • Legal Policy Interpretation J&A Acquisition Plan Guidance C-E LCMC ACQUISITION DESKBOOK/ ADMINISTRATIVE CHECKLISTS ORDERING OFFICER/ COR PROGRAMS Program Management/ Compliance Reviews OMBUDSMAN

21. How Do We Get There? Step 5: Challenging Work Environment • Provide contracting officers/specialists/interns variety of contracting experiences. • Major source selections • Types of contracts: R&D, Systems, Construction, Services, Sustainment, etc. • Developmental assignments. • Headquarters • Other contracting agencies. • Cross-functional assignments (PM shops, RM, etc.)

22. How Do We Get There? Step 5: Challenging Work Environment • Supports the concept of continuous learning. • Allows for multi-directional learning and growth - everyone benefits. • Encourages knowledge sharing/management. • Provides opportunities to practice and develop leadership, communication, enhanced productivity and technical competence. • Develops connection with the end user, in our case — the soldier!.

23. How Do We Get There? Step 6: Rewards System • NSPS: Pay for Performance • Complex contracting actions deserve requisite compensation. • Pay increases. • Bonuses. • Non-monetary/honorary rewards.

24. Performance Recognition HONORARY AWARDS • Junior, Senior and Team Employees of the Quarter • Achievement Medals for Civilian Service • Commander’s Award for Civilian Service • Certificate’s of Achievement • Decoration for Exceptional Civilian Service • Meritorious Civilian Service Awards • Superior Civilian Service Awards Take Active Role in Nominating Deserving Employees/Teams for Recognition MONETARY AWARDS • Quality Step Increases • Time Off Awards • Special Act/Service Awards • Performance Awards • On-the-Spot Cash Awards

25. The Inputs • You’ve recruited and provided training. • You’ve given them the right tools to do their job. • You’ve provided them the support they need. • You’ve provided challenging job assignments. • You’ve rewarded your personnel appropriately.

26. The Inputs Challenging Work Electronic Tools Contracting Officer Training Support Rewards

27. The Outputs Educated, trained, motivated, competent, & enthusiastic contracting professionals! with…

28. Time for What? • Review and write good contracts. • Understand the implication/impact of the clauses contained in the contract. • Critical thinking. • Exercise judgment and create solid business solutions. • Train the next generation of contracting professionals. • Cultivate the relationship between contracting officers and interns.

29. Time for What? Review & Write Good Contracts • The KOs are no longer spending their time on “how” to “build” a contract, they can concentrate on: • Understanding the implication/impact of the clauses contained in the contract. • Ensuring the contract meets the need. • Ensuring the Government’s rights are protected. Bottom Line: A good contract means we get what we need!!

30. Time for What? Advise & Create • Exercise judgment. • Utilize expertise to meet customers’ needs. • Offer alternative solutions. • Offer alternative contract types. • Create solid business solutions and relationships. • Innovation. • Well-reasoned risk taking. • Partner with industry.

31. Time for What? Impart Knowledge • Train the next generation of contracting professionals. • Cultivate the relationship between contracting officers and interns. • Learn from the KO until the intern is capable of taking the reins. • Start the cycle of creating the future of the contracting force again. Interns are our apprentices….and future contracting officers!

32. Contracting Officer/Intern Relationship The goal is to develop the Intern into an independent worker with good decision making skills.

33. Time for What? Family • We need enough people combined with effective and efficient processes and procedures to enable our people to spend quality time with their families! • Balance between work and family is extremely important!

34. Bottom Line To ensure an effective migration of contracting capability for the future, transformation is needed in the current way contracting professionals are developed and in the support they are provided!

35. QUESTIONS?

36. Acquisition Center’s Ingredients To Success PROACTIVE APPROACH TO CONTRACTING EXCELLENCE THROUGH PEOPLE AUTOMATION CONTINUOUS PROCESS IMPROVEMENT EDUCATION