2010 The Defense Acquisition Workforce Defense Acquisition Workforce Management Group (WMG) Meeting October 19, Mr. Keith Charles (SES) Director, OSD, AT&L Human Capital Initiatives Vision: Creating a High Quality, High-Performing Defense Acquisition Workforce to Achieve Technological and Warfare Dominance Smart Acquisition for Technological & Warfare Dominance 1

Review of Recent FY12 Defense Acquisition Workforce Improvement Program Guidance and Policy 2 1.Mr. Charles’ and Power Point of Oct 3, 2011 Guidance for FY12 Defense Acquisition Workforce Improvement Program (10 USC 1705 (e)(3)) and Use of the Development Fund (DAWDF) 2.Mr. Charles’ and Power Point of Oct 6, 2011 OPM/OMB Guidance on FY11 and FY12 Awards for Federal Civilian Employees. Impact on Use of the Defense Acquisition Workforce Development Fund 3.Mr. Kendall’s memo of October 7, 2011 Initial Guidance from the Acting Under Secretary of Defense for Acquisition, Technology and Logistics (USO(A T&L)) 4.Mr. Charles’ memo of October 12, 2011 to Mr. Kendall’s Direct Reports Defense Acquisition Workforce Roadmap 5.Mr. Charles’ memo of October 12, 2011 to SSB Defense Acquisition Workforce Roadmap

Defense Acquisition Workforce Guidance “Roadmap” Strategically build the acquisition workforce to “higher level” (Growth and Quality) – Follow through on investment – Rebuild technical/systems engineering bench strength; return to Lead Integrator capability – Strengthen DOD’s capability to perform inherently governmental functions and provide appropriate oversight for acquisition – Stabilize and optimize workforce investment – Resource enhanced workforce – increased size, enhance development programs, and enhanced DAU mission – for the long term – Leverage FFRDCs, UARCS and contractor support to acquisition mission – Ensure scarce DAWDF resources are used for high priority targeted growth and quality initiatives to achieve and sustain the highly qualified workforce we need – $1.3B invested so far; 130 FY12 proposals = $775M 3 Take workforce quality to “higher level” -- Level 4! – Beyond “Level 3” -- Create Mid-Level Career Program – Level 4. Invest in the Middle – move from certified to qualified – Level 4 program that is tough – proven high performers, qualified, experienced -- gate to elite group ready for complex, major acquisitions Take the workforce to a “higher level” to achieve Better Buying Power – Instill culture and skills to increase buying power and improve acquisition outcome results Take workforce “profession” recognition to a higher level – Increase recognition and incentives to motivate and retain those with significant experience and major responsibilities – Significant monetary incentives for major acquisition leadership positions – Level 4 achievement enables “AP” (Acquisition Professional) after name (like JD, MD, PE, CPA, PMP) – “In the Pentagon” – Wall of Acquisition Excellence at end of Corridor Ten, Third Floor Take workforce planning to “Higher Level” - Improve requirements and data driven approach to workforce planning – Establish workforce staffing models/standards and effective succession planning for excellent staffing of MDAPS/MAIS programs, services acquisitions, and contingency support – Establish data driven accurate insight for workforce with major responsibilities -- key experiences, qualifications, tenure, waivers Take Mid-Career Workforce to “Higher Level” of Readiness – Re-target remaining growth and other DAWDF quality initiatives to strengthen size and ensure a highly-qualified mid-career workforce – Current strategy targets 60/40, entry/journeymen for growth hiring; shift to 30/70 – As part of a new Acquisition Leadership Development Program (ALDP) - Use senior career workforce as coaches and mentors to strengthen mid-career workforce – Open 5% - 10% of senior career positions as opportunities for “mid-career” workforce – Target recruiting to reach out to available “right-experienced” members from private sector and from other high performers in DoD – Target incentives to retain “right” senior career acquisition workforce members – Use Rehired Annuitants as both mentors and actual workforce members, full or part-time – Target “high potentials” in the newly hired workforce that can move into mid-career positions – Target non-acquisition DoD members -- high-performers, high potential, with right domain experience (comptroller, technical, logistics) -- to rotate into acquisition workforce as part of career plan and path to GS-14/15, SES

Implementing Roadmap – Next Steps - WMG Action Items All WMG principals work with your teams and provide input on Roadmap – Provide specific ideas for a Level 4/Post Level 3 program – Provide specific ideas on increasing use of coaching and mentoring – Can provide inputs also on all parts of the Roadmap – Provide inputs to HCI by 15 November; HCI will consolidate and provide to WMG principals prior to next WMG 4

5 PL , Section 805 Product Support Manager (PSM) Implemented by DTM – Requirements for Life Cycle Management and Product Support –“CAEs shall designate and assign a PSM within every ACAT I and ACAT II program, prior to but no later than program initiation and to former ACAT I/II programs that are post-IOC or no longer have PMs reporting to CAEs. “ –“PSM will be designated as a key leadership position (KLP) for all Major Defense Acquisition Programs and major weapon systems and designated a critical acquisition position (CAP) for all other major weapon systems.” “The Secretary of Defense shall require that each major weapon system be supported by a product support manager…” to “maximize value to the Department of Defense by providing the best possible product support outcomes at the lowest operations and support cost.” -- FY10 NDAA, Section Oct 11

6 Defense Acquisition Workforce (DAW) Critical Acquisition Positions (CAP) Key Leadership Positions (KLP) Acquisition Corps P.L , Section 805 Includes Provision Identifying Product Support Manager (PSM) as Key Leadership Position (KLP) on ACAT I MDAP Programs Key Leadership Positions (KLPs) Key Leadership Positions (KLP) are a sub-set of Critical Acquisition Positions (CAP), the Acquisition Corps, & Defense Acquisition Workforce 6 Focus of any Level IV effort must be targeted specifically at KLPs, AND could be either focused on the individuals OR on the positions

Vision: Creating a High Quality, High-Performing, Agile Defense Acquisition Workforce to Achieve Technological and Warfare Dominance DoD-Wide Acquisition Initiative New Acquisition Workforce Progression Academic Reqmts Level I (APPRENTICE) Certification Training Experience OJT Certification Training Experience OJT Experience OJT Certification Training Initial Acquisition Job Level II (Journeyman) Level III (Expert) Post Level III Training, OJT & Experience; AND Focused Career Development to gain Key Leadership Competencies Screening/ Selection Panels Key Leadership Position JOURNEYMAN at this point MASTER Gains KLCs 8 to 10 YEARS POST LEVEL 3 LEVEL 4 Program? “AP” Designation? Acquisition Professional Quality is Paramount Strengthen Mid-Career Workforce Coaching & Mentoring Gain Key Experiences Elite Cadre LEADERSHIP! 7

8 DAWIA Level II Life Cycle Logistician Training: ACQ 201, LOG 200, 201, 206, 211, 235 Experience: Minimum 2 years (4 years desired) Education: None Required (Bachelors Desired) Broadening Across Integrated Product Support Elements DAWIA Level III Life Cycle Logistician Training: LOG 340, Interdisciplinary Courses Experience: Minimum 4 years (6 yrs desired) Education: None Required (Masters Desired) Broadening Across Acquisition & Logistics Domains Senior Program Logistician Designated KLP & CAP Position Training: LOG 365 PSM & ACQ 465 KLP? Experience: Min 8 yrs (10+ yrs Desired)? Education: Masters and/or Sr. Svc School? 2 nd Career Field Cert; Board Selected? Laser-Focus on Grooming Superstars Training: PMT 352, PMT 401, ACQ 405 Experience: Acquisition and Sustainment Coaching, Mentoring & OJT Qualification Pursue 2 nd Career Field Certification DAWIA Level I Life Cycle Logistician Training: ACQ 101, LOG 101, 102, 103, SYS 101 Experience: Minimum 1 year (2 yrs desired) Rotational Assignments; Working in/with 1 or more IPS Elements New Life Cycle Logistician: Entry Level/Intern Journeyman: Gaining Depth and Breadth Life Cycle Logistician: Expert Practitioners Cadre of Future PSMs: Experienced Leaders Program Manager (PM), PEO/OSD/HQ Staff “ Graduated” PSMs Continued Career Progression Key Cadre of Future Program Mgrs SES/Flag/GO; Competency Leads Product Support Manager (PSM): Expert Leaders A NOTIONAL PSM Professional Development Ladder Construct NOTIONAL DoD PSM RQMTS MDAP 104 Pre-MDAP 55 ACAT II 80 Former ACAT I/II in Sustainment 280 Candidate Pool** ~779 Total – 1,298 (**Assumes 1.5:1 ratio -candidate pool to actual) Potential off- ramps to other communities