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2. Purpose

3. Competency Definition “ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other characteristics that an individual needs to perform work roles or occupational functions successfully.” (OPM definition) represent the job’s tasks and goals capture desired characteristics of the employee are independently measurable form the basis for effective, relevant learning experiences represent the job’s tasks and goals capture desired characteristics of the employee are independently measurable form the basis for effective, relevant learning experiences

4. A competency is… OPM defines a competency as "A measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully." Competencies specify the "how" of performing job tasks, or what the person needs to do the job successfully. Competencies are both general and technical General competencies reflect the cognitive and social capabilities (e.g., problem solving, interpersonal skills, leadership) required for job performance in a variety of occupations. Technical competencies are more specific and are tailored to the particular knowledge and skill requirements necessary for the specific job.

5. How were 1102 competencies developed? In 2003, FAI followed OPM’s MOSAIC model to identify and validate the competencies that Contract Specialists should possess. Competencies were identified around specific acquisition phases: Acquisition Planning Contract Formation Contract Administration FAI followed the approach established by the OPM to incorporate competencies into career management. FAI followed the approach established by the OPM to incorporate competencies into career management.

6. How were 1102 competencies developed? Validation of the 14 technical competencies followed these steps: Identification of performance dimensions, Collection of critical incidents, Examination of the link between the competencies and the work that Contract Specialists perform (as described in the critical incidents). FAI followed the approach established by the OPM to incorporate competencies into career management. FAI followed the approach established by the OPM to incorporate competencies into career management.

7. How were 1102 competencies developed? Contract Specialists from at least 16 Executive Departments and Independent Agencies were surveyed to assess the technical competencies. Participants created critical incidents and rated the importance of each technical competency for successful contracting in those situations. A competency’s usefulness for discriminating between effective and ineffective Contract Specialist performance was also assessed to provide further evidence of the validity of the competencies.

8. The Result The validation study provided evidence that each of the 14 technical competencies are important for successful performance as a Contract Specialist. The study validated that these competencies were associated with effective contracting which provided further support for the technical competency model. Extent to which the competencies were exhibited successfully predicted whether an incident was effective or ineffective approximately 80% of the time. The results were applied to a career management model

9. How are competencies measured? Contract Specialist , and now COTR and Program/Project Manager, competencies are measured via the annual FAI competency survey. 2007 CWCS was deployed in Spring 2007. 2008 AWCS open from August 4th - October 31st. The surveys gather information on: Individual proficiency for competencies and aligned skills, Demographic information, Training needs, Managerial and environmental characteristics, Certifications.

10. 2007 CWCS Target Audience Personnel in the GS-1102 series. Personnel, regardless of series, performing Contract Specialist duties. Military personnel, outside DoD, performing Contract Specialist duties. Personnel, regardless of series, with Contracting Officer warrant authority.

11. 2007 CWCS Highlights Objective Determine available supply of contracting skills. Determine where resources should be concentrated to improve or maintain essential contracting skills. Get a baseline of the Contracting workforce Identify centers of excellence.

12. 2007 CWCS Key Demographic Data 51-55 years of age Female GS-1102, Grade12-13 Not in a supervisory role Holds a Bachelor’s degree or higher (70%) 51% of 1102s are eligible to retire in next 10 years Additional CWCS Data: A Contracting Officer or Contract Specialist Has 20+ years of federal government experience Has 11-20 years of federal contracting experience Has 1-3 years of private sector contracting experience A. Contracting duties are performed by multiple job series, with the majority of this group being in the contract specialist series. B. Of the 1102s responding, 64% of the Contracting Officer population is age 46 or above. 59% of the Contracting Officer population is eligible to retire over the next 10 years, and 52% of Contracting Officer respondents report plans to retire over the next 10 years. C. Of the 1102s responding, 49% of the Contract Specialist population is age 46 or above. 41% of Contract Specialists are eligible to retire over the next 10 years, and 37% of the Contract Specialist respondents report plans to retire over the next 10 years. A. Contracting duties are performed by multiple job series, with the majority of this group being in the contract specialist series. B. Of the 1102s responding, 64% of the Contracting Officer population is age 46 or above. 59% of the Contracting Officer population is eligible to retire over the next 10 years, and 52% of Contracting Officer respondents report plans to retire over the next 10 years. C. Of the 1102s responding, 49% of the Contract Specialist population is age 46 or above. 41% of Contract Specialists are eligible to retire over the next 10 years, and 37% of the Contract Specialist respondents report plans to retire over the next 10 years.

13. 2007 CWCS General Analysis Multiple series are performing contracting duties. Of the survey respondents, the highest proficiency levels in general business and technical contracting competencies: Appeared in the GS-1102 workforce. Appeared in the Contracting Officer and Procurement Analyst job functions. Were reported by those respondents who have a Masters or PhD degree. Were reported by those respondents with 21 or more years of federal contracting experience.

14. 2007 CWCS Major Impact Survey results and demographic information from the FAI Annual Report on the Federal Acquisition Workforce suggested that a significant amount of the intermediate to advanced proficiency in both technical and general business competencies will be leaving the acquisition workforce over the next 10 years. Technical: Roughly 40% of those who possess proficiency levels of intermediate or greater will be leaving within the next 10 years. General business: About 45% of those who possess proficiency levels of intermediate or greater will be leaving within the next 10 years.

15. 2008 AWCS Target Audience Personnel in the GS-1102 series. Performing Contract Specialist duties. Military personnel, outside DoD, performing Contract Specialist duties. Personnel, regardless of series, with Contracting Officer warrant authority. Personnel serving in a COTR role. Personnel serving in a PPM role.

16. 2008 AWCS Highlights Collected data on a broadened scope of the acquisition workforce as defined in OFPP Policy Letter 05-01 Contracting professionals Contracting Officer Technical Representatives (COTR) Program/Project Managers (PPM)

17. 2008 AWCS Highlights Objective Analyze contracting data against 2007 baseline and establish baseline for other roles. Determine available supply of acquisition skills. Determine where resources should be concentrated to improve or maintain essential acquisition skills. Identify acquisition centers of excellence.

18. Applying Competency Data Results of agency competency data can be used for Agency Workforce Planning Reporting on mission or goal accomplishment (ex. OPM Proud to be Goals and/or agency goals for the acquisition workforce). Assisting in the creation of agency specific training programs. There is a link between competency proficiency and possession of a FAC-C, in that possession of one trait indicates possession of the other. Non-directional causation. There is a link between competency proficiency and possession of a FAC-C, in that possession of one trait indicates possession of the other. Non-directional causation.

19. Applying Competency Data cont. Determining individual development needs. Identifying workforce gaps (e.g. hiring/training needs). Proactively managing the projected loss of senior personnel (e.g. succession planning).

20. Applying Competency Data cont. Illustrating the performance of prior competency improvement strategies. Determining the concentration of acquisition certifications in an agency (e.g. Identify centers of excellence). Identifying areas for individual improvement.