Human Capital Strategic Planning for the DoD AT&L Workforce April 2004

1. Human Capital Strategic Planningfor the DoD AT&L WorkforceApril 2004 Ms. Lisa Sper Federal Management Partners lsper@fmpconsulting.com / (703) 671-6600 x.110 Support Contractor to DAU Acquisition Workforce & Career Management Contact Info: Peggy Mattei peggy.mattei@osd.mil / (703) 681-3471

2. What is Human Capital Strategic Planning (HCSP)? Human Capital Strategic Planning is one element of an organization’s strategic plan. HCSP should result in comprehensive set of HR management policies and practices that align the structure, culture, and characteristics of the workforce with the organization’s strategic intent.

3. Why the DoD AT&L Workforce? • Acquisition 2005 Task Force Report (Oct 2000) – “Shaping the Civilian Acquisition Workforce of the Future” • Assessed current state of DoD AT&L Workforce “retirement crisis” and shift in expectations of Acquisition Workforce • Provided 31 recommendations, including Strategic Planning and Workforce Data Management • Recommendation #1: “Develop and Implement Comprehensive, Needs-based Human Resource Performance Plans for the Civilian Acquisition Workforce”

4. Where We’ve Been • Completed three cycles of human capital strategic planning • First two cycles (FY 01 & FY 02) focused on establishing a framework and an initial capability • Third cycle (FY 03) shifted from a “process” perspective to focus on two career fields (Systems Engineering and Life Cycle Logistics) • Fourth cycle (FY 04) currently in progress • Focusing on two more career fields, Contracting and Program Management • Using working group approach, with dedicated, continuous involvement of Component representatives • Producing one AT&L Human Capital Strategic Plan based on consistent, agreed-upon definitions and assumptions • Making efforts to tie HCSP in with PB-23 and DoD Programming, Budgeting & Execution system (PPBE)

5. Status of Current Cycle (FY 04) March 22 Progress Review • Functional Advisors provided strategic guidance and business cases for the future direction of their career fields • Components provided preliminary workforce data and gap analysis results for four career fields

6. Total Life Cycle Systems Management Industry/Government Buys Performance as a Package Force Provider Partnerships • Project and sustain the force with minimal footprint Program Manager • Implement performance-based logistics to compress supply chains and improve readiness • Reduce cycle times to industry standards Acquisition Sustainment Life Cycle Logisticians Logistics Business Model

7. TLCSM/ PBL I L S ILS Shifting Logistics Workforce Skill-set NEW Life Cycle Logistics Manager OLD Integrated Logistics Support (ILS) Manager • Overwhelming Logistics Dogma • “ilities” zealots • Support element cults • Forgot the “integrated” • Transactional Logistics • Drove PM’s crazy • Networked E2E for Warfighters • Systems engineering driven • Commercial practices enablers • Product support integrators • Outcome (readiness) oriented • Service to the PM’s

8. Life Cycle Logistics Workforce Skills Supporting New Business Model • Focus on weapon system sustainment, not stovepipes • Ability to support the Program Manager as the Life Cycle manager • Buying logistics performance as package • Visibility into cost/risk decisions across the life cycle • Management of integrated sustainment chains via public-private partnerships • Influence of design and employment of appropriate health monitoring, prognostics, and other technology to enable effective weapon system fleet management • Cooperation within Service logistics commands performing as sustainment process owners responsible for developing and improving processes, ensuring a single face to the user, and enabling the delivery of combat capability

9. Life Cycle LogisticsFunctional Advisor Issues • Moving to unified Life Cycle Logistics Career Field • From Acquisition Logistics and Systems Sustainment tracks • Combined skill sets required • Larger professionalized workforce needed • Good News: • Future logistics workforce being reshaped by key logistics transformation initiatives • New Logistics business model provides the strategic direction for workforce planning • Concerns: • Projected assimilation numbers do not indicate adoption of new business model • DoD Components’ hesitancy to affiliate with DAWIA • Assimilation moratorium delayed FY 04 migration and training OSD and Service/Agency leadership must emphasize benefits of LCL career field; All other non-core logistics positions subject to competitive sourcing

10. DoD Civilian Logistics Top-Line Totals DAWIA 5% DAWIA 26% Non-DAWIA 95% Non-DAWIA 74% 1 LMI Logistics Definition based on 30 Sep 2003 workforce data. 2 Includes Depot Maintenance workforce, DAWIA workforce and additional 25% of total civilian Logistics workforce to provide non-weapon systems support. 3 DoD Acquisition, Technology and Logistics Workforce Count based on 30 Sept 2003 Component DAWIA & DMDC Data, published February 2004 by Jefferson Consulting. 4 Projection based on need for DoD Life Cycle Logistics workforce supporting new business model.

11. DoD Logisticians – Functional Guidance(DAWIA and Non-DAWIA) Notes are on the following page.

12. Notes/Sources from Table

13. Outcome of Progress Review • Component representatives reported that the current process is not useful to them • Mr. Frank Anderson directed the group to: • Achieve a process that is meaningful and valuable to the Components and OSD • Develop a thoughtful, definitive proposal for the way ahead

14. Next Steps • Complete current planning cycle • Identify key issues from gap analysis • Identify actions and initiatives needed to address issues • Draft AT&L Plan for FY06 – FY11, coordinate with Components • Submit final AT&L Plan • Conduct End of Cycle Review with Mr. Wynne • Share results of planning cycle and status of prior year actions • Propose changes to policy for AT&L HCSP • Draft and implement new policy