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4th Estate Executive Forum Take Care of Our People

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4th Estate Executive Forum Take Care of Our People

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    1. 4th Estate Executive Forum “Take Care of Our People” Oct 29, 2007 Packard Center DAU Ft. Belvoir, VA

    2. 2 Senior Leadership Alignment Goals: Promote effective collaboration Leverage assets to achieve mission success Focus on enhancing job performance and workplace capabilities Share “know how” to broaden workforce skill sets Gain commitment and support for AT&L human capital initiatives

    3. 3 Discussion Topics Director, Human Capital Initiatives Update and Way Ahead Mr. Young’s Focus on People Initiatives AT&L Human Capital Initiatives Defense Agency Model DACM

    4. 4

    5. 5 AT&L Initiatives “Take Care of Our People”

    6. 6 AT&L Human Capital Strategic Plan v3.0

    7. 7 AT&L Workforce Legislative Rqmts FY06/FY07/FY08 Legislation DoD AT&L assembled a task force of human capital experts. The task force focused on developing programs to enhance recruitment, development, and retention of a world class, mission-ready workforce. We have addressed the human capital challenges with programs in the focus area shown here. The remained of the presentation will introduce the programs that were designed to solve each of the human capital challenges.DoD AT&L assembled a task force of human capital experts. The task force focused on developing programs to enhance recruitment, development, and retention of a world class, mission-ready workforce. We have addressed the human capital challenges with programs in the focus area shown here. The remained of the presentation will introduce the programs that were designed to solve each of the human capital challenges.

    8. 8 Challenges for AT&L HCI Addressed in HCSP V3.0 Recruit, Develop & Retain CHALLENGES ACROSS THE 4TH ESTATE: Aging Workforce: Replacement of retirement-eligible personnel and their knowledge Large number of disparate organizations: Best practices and processes, i.e., NSA inquiry on establishing an Intern Program Single Defense Acquisition Career Management structure STATUS OF ACTIONS: Collecting best practices (initiatives and programs) for AT&L recruitment and retention efforts from components and 4th Estate Collaborating with OSD (P&R) to ensure integration of ongoing actions related to recruitment, development, and retention within the DoD HR community: OSD(P&R) Career Patterns Workgroup currently addressing: Revision of current and future vacancy announcements to ensure they are applicant friendly. Announcements will include “attractors” Identification of strategies to recruit mission critical occupations NEXT STEPS: Provide progress updates and share information at 4th Estate quarterly meetings Plan to use Acquisition Communities of Practice site as a central repository for information collected/best practices/lessons learned

    9. 9 AT&L Competency Management Why Competency Management? DAWIA Certification Program and DAU courseware are competency based Aids in human capital strategic planning Supports IDP improvement What are we doing? Model Development (or audit) of all career fields by 1 Oct 2008 Workforce Assessments: 100% assessment of the Contracting workforce by Sept 2008 Sample assessments of 6 additional career fields by Dec 2008 Deliver competency model and assessment reports Maintain a competency repository to aid in curriculum developments, align with human capital strategies to identify and close skill gaps and support professional development opportunities

    10. 10 Competency Management Accomplishments Competency Models Contracting, Logistics and Program Management Completed BCEFM, Property, & SPRDE (next) Contracting Workforce 100% Assessment - completion Jul 08 June – September 2007 (initial assessments) - DLA completed assessment with over 1400 participants - Select AF locations assessed 876 participants November – December 2007 (assessments) - Army CoE - Army CECOM LCMC - Army and Marine Corps contingency workforce next Near-Term Assessment Schedule Logistics Assessment Nov 2007 Program Management Assessment Nov 2007

    11. 11 Competency Management Integrated Deployment Schedule

    12. 12 Data Green Accomplishments Accurate and Complete data was FY07 Focus Obtained AT&L integrated workforce data into DAU Data Warehouse Standard Reporting Tool Captured Military and Civilian Data Workforce Data Analysis Capability AWCM hosting training session on Nov 14 Implemented data validation process Improved accuracy and completeness of data Eliminated Duplication (WF members claimed by multiple components, and duplicate records) Improved workforce analysis capability to support senior leadership decisions Report to Congress (i.e., Section 814, Section 1423 SARA of 2003) Human Capital Strategic Plan Preparation State of the Workforce Report Workforce inquiries (GAO, DOD IG, Staffers)

    13. 13 Revisions Include: Added NEW data elements to better portray status and state of the workforce Current ATL Workforce Members Certification status (Meet, Exceed, Do not meet, within 24 month window) Multiple Certifications, Multiple Warrants, Unlimited Training Occurrences Acquisition Corp members Tenure Updated values for data elements to better portray status and state of the workforce CAP/KLP designator Aligned values to KLP reporting requirement Updated Career Fields (*NEW* SPRDE Career Field-SPE) Estimated Final Draft - 15 November 2007 Data Green Policy Update (DODI 5000.55, Original 1991)

    14. 14 Consistent, Timely and Accessible data is FY08 Focus Web Application Pilot Provides Real Time Acquisition data accessibility Workforce Member and Supervisor HR & Career Managers Data Mart Captures all Updates Data Mart Mass Upload to DCPDS Integrated/Seamless Data Updates Training information (Certification & Acquisition Corps) Whole person data updates Timeline DAU & OSD – Nov 07 DCMA & DISA - Jan/Feb 08 Other 4th Estate Agencies - Mar/Apr 08 Nov 14-15 AWCM Training Session on Data Tools at DAUNov 14-15 AWCM Training Session on Data Tools at DAU

    15. 15

    16. 16 Recruit, Develop and Retain Human Capital Management Best Practice Initiatives DoD AT&L assembled a task force of human capital experts. The task force focused on developing programs to enhance recruitment, development, and retention of a world class, mission-ready workforce. We have addressed the human capital challenges with programs in the focus area shown here. The remained of the presentation will introduce the programs that were designed to solve each of the human capital challenges.DoD AT&L assembled a task force of human capital experts. The task force focused on developing programs to enhance recruitment, development, and retention of a world class, mission-ready workforce. We have addressed the human capital challenges with programs in the focus area shown here. The remained of the presentation will introduce the programs that were designed to solve each of the human capital challenges.

    18. 4th Estate Executive Forum October 29, 2007 Karen Clougherty Deputy DACM

    19. 19 DACM Office – Today and Beyond Supports agency career management office Distributes training resources DAU Course Quotas DAU Student Travel Budget Provides tools to aid in career management Acquisition Training Application System DAU Registration Acquisition Leadership Effectiveness Inventory Assists with coordination and Interpretation of DAWIA Acquisition Workforce Related Policies

    20. 20 Defense Agency (DACM) – Update Engagement Plan Site Visits – DISA, DCMA, DTRA, DLA, MDA, SOCOM 4th Estate Summits: March 30, 2007, Sep 12, 2007 (proposed Jan 08) Today's Executive Forum Accomplishments Centralized Travel Budget, Quota Management, Help Desk New ACQTAS Registration tools – Master Waitlist, Generate Student Applications, Top Ten Reports, Weekly Dashboards Developed a Priority System for quota management Implemented ACQTAS Automated Certification System Implemented ACQTAS Automated Acquisition Corps Certification Implemented ACQTAS Continuous Learning Points Tracking System New ACQTAS Dashboards for Students, Supervisors, Quota Managers New ACQTAS Automated Individual Development Plan (IDP) System Conducted 4th Estate WebEx training, Oct 25, 2007, Fairfax Open period to comment now (on evaluation server)

    21. 4th Estate Breakdown (30 Sep 06)

    22. 22

    23. 23

    24. 24

    25. 25

    26. 26 4th Estate (Classroom & Web) Grads FY99 – FY07 (YTD 3rd Qtr.)

    27. 27 4th Estate Top 20 Classroom Courses FY05 – FY07 (YTD 3rd Qtr.)

    28. 28 Next Steps DACM Visits to Defense Agencies - continuing Next 4th Estate Summit - January 2008 Deploy Automated IDPs – 1st Quarter FY08 Use the Continuous Learning Tracking Tool FY08 DACM Student Travel Policy (on web) Encourage Walk-Ins for Hard to Get Courses Designate “back up” to avoid loss of course slot Use the Cost Effective Location Model – more thruput DACM website/4th Estate Community of Practice

    29. 29 The AT&L Workforce and Career Management Team appreciates your continued support and participation as we collectively move forward in “Enabling the DoD AT&L workforce to achieve the right acquisition outcomes”

    30. 30 Back Up Slides

    32. 32 Position File

    33. 33 Organizational Findings DoD acquisition organizations are continuously evolving. Changes in acquisition organizations did not have improving acquisition outcomes as a sole purpose. Organizational change is not enough to offset other shortcomings. Joint acquisition programs have problems with cost, schedule, and performance similar to single-service programs, but they are amplified by the multi-service and -agency environment. The most significant organizational changes made over the last 25 years. These include creation of the Under Secretary of Defense (Acquisition), now the USD(AT&L); establishment of the PEO structure; reduction in the number of four-star acquisition commands; and dual-hatting the Under Secretary of the Air Force as DoD’s EA for Space acquisition. This slide captures 5 organizational findings contained in the report. The review team concluded that organizational structure is not the driving factor in acquisition performance or in improving outcomes. The challenge is to obtain the right balance of organizational construct; a right shaped and trained acquisition workforce; and key processes that drive disciplined decision making in a “Big A” several significant process changes that show great promise relative to improving both predictability and successful acquisition outcomes. The team found that the Army, Navy, and Air Force acquisition organizational constructs differ greatly in design approach and workforce size. In 2006, the approximate size of the acquisition workforce assigned to the Army was 45,443, the Navy had 40,651, and the Air Force had 25,075. Moreover, the functional composition of each Service’s acquisition workforce also differs. For example, the approximate number of individuals assigned to the contracting functional community is as follows: Army, 10,000 (22 percent of Army’s total workforce); Navy, 5,000 (12 percent of Navy’s total workforce); and Air Force, 7,000 (29 percent for the Air Force). Another striking example of the differing composition of each Service’s workforce is the engineering functional community: Army, 12,000 (26 percent of the Army’s total workforce); Navy, 17,000 (41 percent); and Air Force, 6,000 (25 percent). The number of civilians and military personnel assigned to acquisition organizations has also varied over time, with an overall decrease of 55 percent from 1987 to 2006. This slide captures 5 organizational findings contained in the report. The review team concluded that organizational structure is not the driving factor in acquisition performance or in improving outcomes. The challenge is to obtain the right balance of organizational construct; a right shaped and trained acquisition workforce; and key processes that drive disciplined decision making in a “Big A” several significant process changes that show great promise relative to improving both predictability and successful acquisition outcomes. The team found that the Army, Navy, and Air Force acquisition organizational constructs differ greatly in design approach and workforce size. In 2006, the approximate size of the acquisition workforce assigned to the Army was 45,443, the Navy had 40,651, and the Air Force had 25,075. Moreover, the functional composition of each Service’s acquisition workforce also differs. For example, the approximate number of individuals assigned to the contracting functional community is as follows: Army, 10,000 (22 percent of Army’s total workforce); Navy, 5,000 (12 percent of Navy’s total workforce); and Air Force, 7,000 (29 percent for the Air Force). Another striking example of the differing composition of each Service’s workforce is the engineering functional community: Army, 12,000 (26 percent of the Army’s total workforce); Navy, 17,000 (41 percent); and Air Force, 6,000 (25 percent). The number of civilians and military personnel assigned to acquisition organizations has also varied over time, with an overall decrease of 55 percent from 1987 to 2006.

    34. 34 Acquisition organizations changed in response to the DoD drawdown. However, the AT&L workforce (DAWIA) was comparatively more stable. This slide illustrates workforce trend data of the various workforce definitions. In general, acquisition organizations decreased in parallel with overall DoD workforce reductions after the Cold War; then however, the drawdown in acquisition organizations exceeded that of DoD overall. The DoD workforce (active military and civilian), shown by the top black line in reached a high point of 3,264,235 in 1987. The acquisition organization workforce (blue trend line) reached a high point in the same year at 622,132 (military and civilian). The Refined Packard count, which was implemented in 1998 as guidance to the Components in how to identify and count the workforce, is represented by the green trend line. The acquisition workforce, whether using the Refined Packard or DAWIA count (black line), has remained relatively stable over time. While the acquisition organization count decreased substantially between 1987 and 2006 (55 percent), the DAWIA acquisition workforce appears to have remained relatively stable since then. Similarly, this situation also extended to the functional communities in which, for example, the contracting community (represented by the 1102 Contract Specialist occupation) remained relatively stable (as shown by the red line). This slide illustrates workforce trend data of the various workforce definitions. In general, acquisition organizations decreased in parallel with overall DoD workforce reductions after the Cold War; then however, the drawdown in acquisition organizations exceeded that of DoD overall. The DoD workforce (active military and civilian), shown by the top black line in reached a high point of 3,264,235 in 1987. The acquisition organization workforce (blue trend line) reached a high point in the same year at 622,132 (military and civilian). The Refined Packard count, which was implemented in 1998 as guidance to the Components in how to identify and count the workforce, is represented by the green trend line. The acquisition workforce, whether using the Refined Packard or DAWIA count (black line), has remained relatively stable over time. While the acquisition organization count decreased substantially between 1987 and 2006 (55 percent), the DAWIA acquisition workforce appears to have remained relatively stable since then. Similarly, this situation also extended to the functional communities in which, for example, the contracting community (represented by the 1102 Contract Specialist occupation) remained relatively stable (as shown by the red line).

    35. 35 The AT&L Workforce This chart depicts that the current size and cost of our contractor support is unknown.This chart depicts that the current size and cost of our contractor support is unknown.

    36. 36 The AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce has over 20 years of experience compared with 40 percent of the DoD General Schedule workforce. Using years of service as a key indicator of experience, the AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce have over 20 years of experience compared with approximately 40 percent of the DoD General Schedule workforce. The current workforce acquired most of the major systems that led to the end of the Cold War, extended the life of many aging systems, and supported Desert Storm and numerous contingency operations around the world. These mission demands have generated a very experienced mid-career and senior acquisition workforce. For all Components, more than 20 percent of the AT&L workforce have 21–25 years of service. Less than 7 percent have 11–15 years of service, a reflection of hiring freezes in the 1990s. Over 18 percent have 0–5 years of service, which is consistent with increased hiring during the past 5 years. Using years of service as a key indicator of experience, the AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce have over 20 years of experience compared with approximately 40 percent of the DoD General Schedule workforce. The current workforce acquired most of the major systems that led to the end of the Cold War, extended the life of many aging systems, and supported Desert Storm and numerous contingency operations around the world. These mission demands have generated a very experienced mid-career and senior acquisition workforce. For all Components, more than 20 percent of the AT&L workforce have 21–25 years of service. Less than 7 percent have 11–15 years of service, a reflection of hiring freezes in the 1990s. Over 18 percent have 0–5 years of service, which is consistent with increased hiring during the past 5 years.

    37. 37 AT&L Workforce YOS 5 or Less AT&L Workforce 30 or More YOS (by DAWIA Workforce Category) (Civilian Only) This chart compares the size of the future AT&L workforce (5 or less years of service) with the size of the senior workforce (30+ years of service). DoD AT&L benefits from strong recruitment numbers over the last 5 years as well as loyal and committed senior members. However, many of those who are currently retirement-eligible are expected to leave of the AT&L workforce over the next decade, so the quality and quantity of new hires will need to remain strong in order to fill future gaps. This chart compares the size of the future AT&L workforce (5 or less years of service) with the size of the senior workforce (30+ years of service). DoD AT&L benefits from strong recruitment numbers over the last 5 years as well as loyal and committed senior members. However, many of those who are currently retirement-eligible are expected to leave of the AT&L workforce over the next decade, so the quality and quantity of new hires will need to remain strong in order to fill future gaps.

    38. 38 Workforce Lifecycle Model assesses the workforce. Sufficient bench strength exists to mitigate retirement losses. This chart presents the recently deployed AT&L Workforce Lifecycle Model (WLM) is a high-level evaluation tool for assessing the workforce. It captures years of service, which is useful for understanding experience, hiring, bench strength, and retirement trends. The model organizes the workforce into “Future,” “Mid-Career,” and “Senior” life-cycle groups based on years of service. Each life-cycle group is subdivided into targeted cohort categories for succession planning and migration. WLM can be used at the enterprise, functional, or field organizational level. This slide depicts the AT&L enterprise level. The bar on the bottom illustrates the full lifecycle career path from recruitment to retirement. Additionally, the model notionally reflects the use of support contractors to assist in the accomplishment of the acquisition mission. This model is still evolving, and it should have expanded utility as data quality improves. The focus of the “Future” life-cycle group is primarily on development with specific emphasis on strategic hiring in the 0–5 year cohort group. Hiring during the previous 5 years has been robust in terms of filling needs and reflects a bi-modal distribution of hires above and below age 25. The average age of 36.4 years suggests new hires with greater experience, such as prior military, along with younger entry-level personnel. The Mid-Career life-cycle group focus is on career broadening, depth, and quality of experience and satisfaction of DAWIA standards relative to filling critical acquisition positions (CAPs) and KLPs. Many in the mid-career group are on critical acquisition positions and are members of the Defense acquisition corps. The group represents the “bench strength” positioned to replace Senior workforce members approaching retirement. Highly experienced Seniors represent approximately 16 percent of the AT&L workforce; they are also the most likely to retire. As noted earlier, the approximate 3.5 percent retirement rate will increase as the Seniors continue to age. Preliminary WLMs on the four largest career fields indicate similarly to the enterprise WLM and do not face immediate succession planning issues. This chart presents the recently deployed AT&L Workforce Lifecycle Model (WLM) is a high-level evaluation tool for assessing the workforce. It captures years of service, which is useful for understanding experience, hiring, bench strength, and retirement trends. The model organizes the workforce into “Future,” “Mid-Career,” and “Senior” life-cycle groups based on years of service. Each life-cycle group is subdivided into targeted cohort categories for succession planning and migration. WLM can be used at the enterprise, functional, or field organizational level. This slide depicts the AT&L enterprise level. The bar on the bottom illustrates the full lifecycle career path from recruitment to retirement. Additionally, the model notionally reflects the use of support contractors to assist in the accomplishment of the acquisition mission. This model is still evolving, and it should have expanded utility as data quality improves. The focus of the “Future” life-cycle group is primarily on development with specific emphasis on strategic hiring in the 0–5 year cohort group. Hiring during the previous 5 years has been robust in terms of filling needs and reflects a bi-modal distribution of hires above and below age 25. The average age of 36.4 years suggests new hires with greater experience, such as prior military, along with younger entry-level personnel. The Mid-Career life-cycle group focus is on career broadening, depth, and quality of experience and satisfaction of DAWIA standards relative to filling critical acquisition positions (CAPs) and KLPs. Many in the mid-career group are on critical acquisition positions and are members of the Defense acquisition corps. The group represents the “bench strength” positioned to replace Senior workforce members approaching retirement. Highly experienced Seniors represent approximately 16 percent of the AT&L workforce; they are also the most likely to retire. As noted earlier, the approximate 3.5 percent retirement rate will increase as the Seniors continue to age. Preliminary WLMs on the four largest career fields indicate similarly to the enterprise WLM and do not face immediate succession planning issues.

    39. 39 AT&L Workforce YOS 5 or Less AT&L Workforce 30 or More YOS (by DAWIA Workforce Category) (Civilian Only) This chart compares the size of the future AT&L workforce (5 or less years of service) with the size of the senior workforce (30+ years of service). DoD AT&L benefits from strong recruitment numbers over the last 5 years as well as loyal and committed senior members. However, many of those who are currently retirement-eligible are expected to leave of the AT&L workforce over the next decade, so the quality and quantity of new hires will need to remain strong in order to fill future gaps. This chart compares the size of the future AT&L workforce (5 or less years of service) with the size of the senior workforce (30+ years of service). DoD AT&L benefits from strong recruitment numbers over the last 5 years as well as loyal and committed senior members. However, many of those who are currently retirement-eligible are expected to leave of the AT&L workforce over the next decade, so the quality and quantity of new hires will need to remain strong in order to fill future gaps.

    40. 40 Recommendations Develop strategic, data-driven workforce shaping objectives. Improve strategic total force integration, especially with regard to support contractors filling critical workforce gaps. Track FY 2006 NDAA Section 343 initiatives to better understand utility and application. Improve workforce data quality. Fully capture accurate workforce attributes such as size, certifications, tenure and other data required for effective strategic planning, hiring, development and management of the AT&L workforce. Continue the Data Green initiative to standardize data inputs to Defense Manpower Data Center (DMDC), Defense Civilian Personnel Data System (DCPDS) and AT&L Workforce Datamart to achieve comprehensive data-driven workforce analysis, and workforce decision-making capabilities. Revalidate and improve current training, certification, education, and qualification standards. Focus on critical skill set gaps, both current and future, in important acquisition mission areas. Use standard competency models and competency assessments to improve workforce career development, training, and management of capability. Fully develop and deploy strategy to implement an Employee Value Proposition Initiative. Employee Value Propositions represent a holistic combination of all things valued by employees, including leadership, experiences, training, and compensation; it also forms the foundation of future recruiting campaigns and employee development and retention activities. This chart depicts our Recommendations.This chart depicts our Recommendations.

    41. 41 Recommendations 5. Establish student or intern programs. Develop proposals and strategies to help mitigate the impending departure of seasoned talent in the Baby Boomer generation from the AT&L workforce. 6. Work with the DoD Comptroller to establish standard and consistent training and certification standards for individuals outside the acquisition organizations who perform acquisition-related budget functions. This training and standards would enable those individuals to receive requisite acquisition training to enhance their job performance. 7. Charter future Joint Program Executive Offices. Use the Joint Tactical Radio Systems management structure as a preferred model. This model includes clearly stated directive authority for management, funding, and staffing, along with personnel performance ratings and technical decisions. 8. Mitigate the impact of departing seasoned talent, especially engineering, scientific, and technical expertise from the AT&L workforce. Analyze and develop retention and recruiting options by developing strategic workforce insights as more standardized data and career field information is available. Acquisition organizations must understand their current demographic situation and develop workforce life-cycle planning profiles. 9. Increase funding levels for acquisition training. This funding should cover expanded capacity to address growing training needs for requirements, financial/cost, contingency contracting, contract management and Test and Evaluation communities, and improving certification levels for all acquisition career fields throughout the AT&L workforce.

    42. 42 Focus: Improve quality of the personnel, position and training data

    43. 43 Old Format 15 pages of overarching guidance Purpose Applicability/Scope Definitions Policy Responsibilities Procedures Information Requirements Effective date/implementation 93 pages of format/definitions/forms Format Change for DODI 5000.55 Re-Issue

    44. 44 Organizational Findings DoD acquisition organizations are continuously evolving. Changes in acquisition organizations did not have improving acquisition outcomes as a sole purpose. Organizational change is not enough to offset other shortcomings. Joint acquisition programs have problems with cost, schedule, and performance similar to single-service programs, but they are amplified by the multi-service and -agency environment. The most significant organizational changes made over the last 25 years. These include creation of the Under Secretary of Defense (Acquisition), now the USD(AT&L); establishment of the PEO structure; reduction in the number of four-star acquisition commands; and dual-hatting the Under Secretary of the Air Force as DoD’s EA for Space acquisition. This slide captures 5 organizational findings contained in the report. The review team concluded that organizational structure is not the driving factor in acquisition performance or in improving outcomes. The challenge is to obtain the right balance of organizational construct; a right shaped and trained acquisition workforce; and key processes that drive disciplined decision making in a “Big A” several significant process changes that show great promise relative to improving both predictability and successful acquisition outcomes. The team found that the Army, Navy, and Air Force acquisition organizational constructs differ greatly in design approach and workforce size. In 2006, the approximate size of the acquisition workforce assigned to the Army was 45,443, the Navy had 40,651, and the Air Force had 25,075. Moreover, the functional composition of each Service’s acquisition workforce also differs. For example, the approximate number of individuals assigned to the contracting functional community is as follows: Army, 10,000 (22 percent of Army’s total workforce); Navy, 5,000 (12 percent of Navy’s total workforce); and Air Force, 7,000 (29 percent for the Air Force). Another striking example of the differing composition of each Service’s workforce is the engineering functional community: Army, 12,000 (26 percent of the Army’s total workforce); Navy, 17,000 (41 percent); and Air Force, 6,000 (25 percent). The number of civilians and military personnel assigned to acquisition organizations has also varied over time, with an overall decrease of 55 percent from 1987 to 2006. This slide captures 5 organizational findings contained in the report. The review team concluded that organizational structure is not the driving factor in acquisition performance or in improving outcomes. The challenge is to obtain the right balance of organizational construct; a right shaped and trained acquisition workforce; and key processes that drive disciplined decision making in a “Big A” several significant process changes that show great promise relative to improving both predictability and successful acquisition outcomes. The team found that the Army, Navy, and Air Force acquisition organizational constructs differ greatly in design approach and workforce size. In 2006, the approximate size of the acquisition workforce assigned to the Army was 45,443, the Navy had 40,651, and the Air Force had 25,075. Moreover, the functional composition of each Service’s acquisition workforce also differs. For example, the approximate number of individuals assigned to the contracting functional community is as follows: Army, 10,000 (22 percent of Army’s total workforce); Navy, 5,000 (12 percent of Navy’s total workforce); and Air Force, 7,000 (29 percent for the Air Force). Another striking example of the differing composition of each Service’s workforce is the engineering functional community: Army, 12,000 (26 percent of the Army’s total workforce); Navy, 17,000 (41 percent); and Air Force, 6,000 (25 percent). The number of civilians and military personnel assigned to acquisition organizations has also varied over time, with an overall decrease of 55 percent from 1987 to 2006.

    45. 45 Acquisition organizations changed in response to the DoD drawdown. However, the AT&L workforce (DAWIA) was comparatively more stable. This slide illustrates workforce trend data of the various workforce definitions. In general, acquisition organizations decreased in parallel with overall DoD workforce reductions after the Cold War; then however, the drawdown in acquisition organizations exceeded that of DoD overall. The DoD workforce (active military and civilian), shown by the top black line in reached a high point of 3,264,235 in 1987. The acquisition organization workforce (blue trend line) reached a high point in the same year at 622,132 (military and civilian). The Refined Packard count, which was implemented in 1998 as guidance to the Components in how to identify and count the workforce, is represented by the green trend line. The acquisition workforce, whether using the Refined Packard or DAWIA count (black line), has remained relatively stable over time. While the acquisition organization count decreased substantially between 1987 and 2006 (55 percent), the DAWIA acquisition workforce appears to have remained relatively stable since then. Similarly, this situation also extended to the functional communities in which, for example, the contracting community (represented by the 1102 Contract Specialist occupation) remained relatively stable (as shown by the red line). This slide illustrates workforce trend data of the various workforce definitions. In general, acquisition organizations decreased in parallel with overall DoD workforce reductions after the Cold War; then however, the drawdown in acquisition organizations exceeded that of DoD overall. The DoD workforce (active military and civilian), shown by the top black line in reached a high point of 3,264,235 in 1987. The acquisition organization workforce (blue trend line) reached a high point in the same year at 622,132 (military and civilian). The Refined Packard count, which was implemented in 1998 as guidance to the Components in how to identify and count the workforce, is represented by the green trend line. The acquisition workforce, whether using the Refined Packard or DAWIA count (black line), has remained relatively stable over time. While the acquisition organization count decreased substantially between 1987 and 2006 (55 percent), the DAWIA acquisition workforce appears to have remained relatively stable since then. Similarly, this situation also extended to the functional communities in which, for example, the contracting community (represented by the 1102 Contract Specialist occupation) remained relatively stable (as shown by the red line).

    46. 46 The AT&L Workforce This chart depicts that the current size and cost of our contractor support is unknown.This chart depicts that the current size and cost of our contractor support is unknown.

    47. 47 The AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce has over 20 years of experience compared with 40 percent of the DoD General Schedule workforce. Using years of service as a key indicator of experience, the AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce have over 20 years of experience compared with approximately 40 percent of the DoD General Schedule workforce. The current workforce acquired most of the major systems that led to the end of the Cold War, extended the life of many aging systems, and supported Desert Storm and numerous contingency operations around the world. These mission demands have generated a very experienced mid-career and senior acquisition workforce. For all Components, more than 20 percent of the AT&L workforce have 21–25 years of service. Less than 7 percent have 11–15 years of service, a reflection of hiring freezes in the 1990s. Over 18 percent have 0–5 years of service, which is consistent with increased hiring during the past 5 years. Using years of service as a key indicator of experience, the AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce have over 20 years of experience compared with approximately 40 percent of the DoD General Schedule workforce. The current workforce acquired most of the major systems that led to the end of the Cold War, extended the life of many aging systems, and supported Desert Storm and numerous contingency operations around the world. These mission demands have generated a very experienced mid-career and senior acquisition workforce. For all Components, more than 20 percent of the AT&L workforce have 21–25 years of service. Less than 7 percent have 11–15 years of service, a reflection of hiring freezes in the 1990s. Over 18 percent have 0–5 years of service, which is consistent with increased hiring during the past 5 years.

    48. 48 Workforce Lifecycle Model assesses the workforce. Sufficient bench strength exists to mitigate retirement losses. This chart presents the recently deployed AT&L Workforce Lifecycle Model (WLM) is a high-level evaluation tool for assessing the workforce. It captures years of service, which is useful for understanding experience, hiring, bench strength, and retirement trends. The model organizes the workforce into “Future,” “Mid-Career,” and “Senior” life-cycle groups based on years of service. Each life-cycle group is subdivided into targeted cohort categories for succession planning and migration. WLM can be used at the enterprise, functional, or field organizational level. This slide depicts the AT&L enterprise level. The bar on the bottom illustrates the full lifecycle career path from recruitment to retirement. Additionally, the model notionally reflects the use of support contractors to assist in the accomplishment of the acquisition mission. This model is still evolving, and it should have expanded utility as data quality improves. The focus of the “Future” life-cycle group is primarily on development with specific emphasis on strategic hiring in the 0–5 year cohort group. Hiring during the previous 5 years has been robust in terms of filling needs and reflects a bi-modal distribution of hires above and below age 25. The average age of 36.4 years suggests new hires with greater experience, such as prior military, along with younger entry-level personnel. The Mid-Career life-cycle group focus is on career broadening, depth, and quality of experience and satisfaction of DAWIA standards relative to filling critical acquisition positions (CAPs) and KLPs. Many in the mid-career group are on critical acquisition positions and are members of the Defense acquisition corps. The group represents the “bench strength” positioned to replace Senior workforce members approaching retirement. Highly experienced Seniors represent approximately 16 percent of the AT&L workforce; they are also the most likely to retire. As noted earlier, the approximate 3.5 percent retirement rate will increase as the Seniors continue to age. Preliminary WLMs on the four largest career fields indicate similarly to the enterprise WLM and do not face immediate succession planning issues. This chart presents the recently deployed AT&L Workforce Lifecycle Model (WLM) is a high-level evaluation tool for assessing the workforce. It captures years of service, which is useful for understanding experience, hiring, bench strength, and retirement trends. The model organizes the workforce into “Future,” “Mid-Career,” and “Senior” life-cycle groups based on years of service. Each life-cycle group is subdivided into targeted cohort categories for succession planning and migration. WLM can be used at the enterprise, functional, or field organizational level. This slide depicts the AT&L enterprise level. The bar on the bottom illustrates the full lifecycle career path from recruitment to retirement. Additionally, the model notionally reflects the use of support contractors to assist in the accomplishment of the acquisition mission. This model is still evolving, and it should have expanded utility as data quality improves. The focus of the “Future” life-cycle group is primarily on development with specific emphasis on strategic hiring in the 0–5 year cohort group. Hiring during the previous 5 years has been robust in terms of filling needs and reflects a bi-modal distribution of hires above and below age 25. The average age of 36.4 years suggests new hires with greater experience, such as prior military, along with younger entry-level personnel. The Mid-Career life-cycle group focus is on career broadening, depth, and quality of experience and satisfaction of DAWIA standards relative to filling critical acquisition positions (CAPs) and KLPs. Many in the mid-career group are on critical acquisition positions and are members of the Defense acquisition corps. The group represents the “bench strength” positioned to replace Senior workforce members approaching retirement. Highly experienced Seniors represent approximately 16 percent of the AT&L workforce; they are also the most likely to retire. As noted earlier, the approximate 3.5 percent retirement rate will increase as the Seniors continue to age. Preliminary WLMs on the four largest career fields indicate similarly to the enterprise WLM and do not face immediate succession planning issues.

    49. 49 Based on attrition projections and hiring rates, annual hiring would have to increase by 1,000 to maintain current workforce levels. This chart depicts projected workforce size over the next decade. Preliminary RAND analysis indicates that the AT&L civilian workforce employees retire at a slower rate than DoD overall. Eighty percent of AT&L workforce members do not retire within the first year of being eligible; only 20 percent actually retired within 1 year of becoming eligible. The overall annual retirement rate is approximately 3.5 percent of the AT&L workforce. The AT&L workforce benefits from an “experienced” workforce because members stay longer and from “acquisition-experienced” military members retiring and returning to the workforce as civilians. Preliminary results indicate that the current retirement rate will increase as more individuals become retirement eligible. Based on attrition projections and hiring rates, annual hiring will need to increase by 1,000 to maintain current workforce levels. Increased retention and hiring should mitigate this gap. To better compete for and retain talent, the Department must provide “employee value propositions (EVPs).” Compensation and benefits flexibilities can be employed to increase retention and recruitment. These flexibilities include proper use of NSPS and developing new or enhancing current benefits, such as the enhanced Thrift Saving Plan (TSP). While compensation and organizational stability attract employees, development opportunities, future career opportunities, manager quality, respect and collegial work environment retain employees. This chart depicts projected workforce size over the next decade. Preliminary RAND analysis indicates that the AT&L civilian workforce employees retire at a slower rate than DoD overall. Eighty percent of AT&L workforce members do not retire within the first year of being eligible; only 20 percent actually retired within 1 year of becoming eligible. The overall annual retirement rate is approximately 3.5 percent of the AT&L workforce. The AT&L workforce benefits from an “experienced” workforce because members stay longer and from “acquisition-experienced” military members retiring and returning to the workforce as civilians. Preliminary results indicate that the current retirement rate will increase as more individuals become retirement eligible. Based on attrition projections and hiring rates, annual hiring will need to increase by 1,000 to maintain current workforce levels. Increased retention and hiring should mitigate this gap. To better compete for and retain talent, the Department must provide “employee value propositions (EVPs).” Compensation and benefits flexibilities can be employed to increase retention and recruitment. These flexibilities include proper use of NSPS and developing new or enhancing current benefits, such as the enhanced Thrift Saving Plan (TSP). While compensation and organizational stability attract employees, development opportunities, future career opportunities, manager quality, respect and collegial work environment retain employees.

    50. 50 Workforce Findings Maintaining a high performing, agile and ethical workforce is the USD (AT&L)’s top priority. Leadership focus of the SSB has generated significant momentum supporting strategic human capital planning and initiatives. The Baby Boomer and older generations comprise 71 and 76 percent of the DoD and the AT&L civilian workforce, respectively. DoD faces challenges related to mitigating the pending departure of its highly experienced and seasoned talent. The Army has an acquisition workforce of 45,443, while the Navy has 40,651 and the Air Force has 25,075. Those workforces vary widely in terms of their composition. Most use support contractors to assist in the accomplishment of the acquisition mission. KLPs are being identified throughout the AT&L enterprise and will support FY07 NDAA Section 820 implementation. The AT&L workforce is the most experienced in the Department. Fifty percent of the AT&L civilian workforce has over 20 years of experience compared with approximately 40 percent of the DoD General Schedule workforce. This chart depicts our Workforce Findings.This chart depicts our Workforce Findings.

    51. 51 Workforce Findings (Continued) 6. The AT&L workforce is highly educated with 74 percent of the civilians having bachelors or advanced degrees and 23 percent having advanced degrees. Eighty percent of the new hires during the past 5 years have bachelors or advanced degrees. 7. Certification level is a workforce quality indicator. Today, 75 percent of the individuals filling critical acquisition positions are certified, while 65 percent meet or exceed position-level requirements. Sixty-six percent of the AT&L workforce are certified, and 50 percent meet or exceed their position-level requirements. 8. Access to current, accurate, and complete workforce data is a critical success factor for improved human capital management. While significant progress is being made under the ongoing AT&L workforce Data Green initiative, continued emphasis and focus is required. 9. Support contractor personnel are an integral part of the DoD Total Force construct. Efforts are currently ongoing to identify, define, and track support contractor personnel. 10. Evolving training requirements for the T&E community, contingency contracting, requirements training, and improving certification levels for all acquisition career fields throughout the AT&L enterprise will require increased funding for training. Today, the need to increase funding for acquisition training is viewed as a critical priority.

    52. 52 Why Data Green Is Important

    53. 53 Data Green Initiative (DGI) Four Key Functional Activities Capture the Data Services and 4th Estate to provide data IAW DoD 5000.55 Person Data Quarterly to DAU Position Data 2 times per Year FTP, flat file or directly into Web Application Cleanup – Multiple Iterations (Key data fields emphasized first) Review data Completeness Accuracy Duplications Data Transparency - Analysis DAU Data Warehouse provides Business Intelligence (BI) interface for reports, graphs, calculations, etc., Strategic Decisions Capability Organizational Structure/Design Training and Development initiatives Allocating to high priority workforce communities Sizing reviews Competency analysis One of the most important initiatives is the Data Green Initiative. Without good data we cannot plan or effectively manage the workforce.One of the most important initiatives is the Data Green Initiative. Without good data we cannot plan or effectively manage the workforce.

    54. 54 The Data Green Initiative began in mid-October 2006 with an idea from Mr. Anderson that we could assist the service and agency career managers in the quest for good data and better decision making capability. The current issue is that DCPDS can only be accessed by HRO’s thus leaving career managers no viable means to update the statutory 5000.55 fields in DCPDS. The HRO’s do not have vested interest in assuring these fields are accurately maintained, therefore data is fed through other means to DMDC who again does not have a vested interest in the accuracy of the data. DAU is proposing and has begun development of a web-based interface that will allow AT&L members to view their 5000.55 data and provide feedback to their career management offices. Those offices will have the ability to update those fields in the application. The Data Green Initiative began in mid-October 2006 with an idea from Mr. Anderson that we could assist the service and agency career managers in the quest for good data and better decision making capability. The current issue is that DCPDS can only be accessed by HRO’s thus leaving career managers no viable means to update the statutory 5000.55 fields in DCPDS. The HRO’s do not have vested interest in assuring these fields are accurately maintained, therefore data is fed through other means to DMDC who again does not have a vested interest in the accuracy of the data. DAU is proposing and has begun development of a web-based interface that will allow AT&L members to view their 5000.55 data and provide feedback to their career management offices. Those offices will have the ability to update those fields in the application.

    55. 55 Access to the AT&L Web Application for Data Green Initiative Need the URL HTTPS://dod5k55.dau.mil Admin Login Send e-mail to margot.lynn@dau.mil User (AT&L employee) Login Last name & SSN

    56. 56

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