1. Workforce Professionalism Discussion Presented to: DAU Acquisition Training Symposium By: Ms. René Thomas-Rizzo Director, Human Capital Initiatives April 27, 2016 Fort Belvoir, Virginia

2. http://www.hci.mil/ Agenda 2 Who We Are Acquisition Workforce Demographics Accomplishments Challenges Good News What is “Professionalism?” Acquisition Career Development AWF Career Spectrum Career Broadening Opportunities Defense Acquisition Workforce Development Fund

3. 4 th Estate Summit 2016 Human Capital Initiatives (HCI) 3 HCI is responsible for Department-wide Acquisition Workforce: DoD Acquisition Strategic Workforce Plan Policy and Legislative Proposals DoD AT&L Workforce Education, Training, and Career Development Programs Coherent strategic focus on workforce initiatives Defense Acquisition Workforce Development Fund (DAWDF) Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) Defense Acquisition Workforce Awards Program Joint Acquisition Workforce Forums http://www.hci.mil/ Mission: Execute DoD-wide acquisition workforce governance, strategies, policies and talent management initiatives to equip a highly qualified workforce of professionals in acquiring and delivering world-class Warfighting capabilities to our soldiers, sailors, airmen, and marines

4. AWF FY16Q1 Key Information Military and Civilian Acquisition Workforce 4 AT&L DataMart (As of 31 Dec 2015)

5. AWF FY16Q1 Key Information Acquisition Workforce by Career Field 5 AT&L DataMart (As of 31 Dec 2015)

6. AWF FY16Q1 Key Information Accomplishments since 2008 6 AT&L DataMart (As of 31 Dec 2015) Increased Education Level Certification Rates at an All-Time High Growth

7. http://www.hci.mil/ Challenges 7 Budget Constraints and Uncertainties Headquarters Reductions Morale: Hiring Freezes / Government shutdown Losses outpacing Gains / Uptick in 2 nd half of FY15 Hiring – Length and complexity of hiring process – Varying implementation of policy and procedures – Inability to recruit and hire on college campuses Recruiting/Branding – Poor image of Government as employer – Perceptions of noncompetitive salaries – Competition with Industry and other agencies

8. http://www.hci.mil/ Good News 8 Sustained AWF levels (~150,000) over the last few years – Current size 156,457 DAWDF is permanent and fully resourced at $500M per year Most qualified AWF in history Hill support Senior leadership support Well Postured for the Future

9. http://www.hci.mil/ What is “Professionalism”? 9 In 1990, Congress adopted the Defense Acquisition Workforce Improvement Act (DAWIA). DAWIA required DoD to establish a process through which persons in the AWF could be recognized as having achieved professional status. Certification has been the method through which a military service of DoD Component determines that an employee meets the education, training, and experience standards required for a career in any acquisition career field.

10. Acquisition Career Development 10

11. AWF Career Spectrum 11 Director, Logistics Senior Financial Analyst Job Requirements: Continue to take jobs with increasing scope, breadth & leadership Continuous Learning CAP/KLP PM DPM CAP/KLP PM DPM Expert Level III Expert Level III Journeymen Level II Journeymen Level II Entry Level I Entry Level I PMT 401/402 Mentorship Lead BFM Lead PSM Tech Dir Acquisition Corps Membership - Experience - Formal Training - Demonstration of Skills/Job performance Intern Supply Specialist Financial Analyst Logistics Branch Chief - Experience - Formal Training - Demonstration of Skills/Job performance - Experience - Formal Training - Demonstration of Skills/Job performance IPT Lead/In-Service Engineering Lead Attainment of Advanced Degree Attainment of Advanced Degree Design Team/IPT MemberComponent Sub- System/Engineer On ramp for Mid-career professionals Broad based experience Certified training Develop certification process

12. http://www.hci.mil/ Career Broadening Opportunities 12 Defense Civilian Emerging Leader Program (DCELP) – DCELP was created to recruit and develop the next generation of innovative leaders who possess the technical competence to meet the future leadership needs of DoD. Authorized by the FY10 NDAA, DCELP fills a critical need, by enabling the DoD to focus on leadership development of entry level and emerging GS-7 – GS-12 future leaders. SECDEF Corporate Fellow Program (SDCFP) – SDCFP was established in 1994 as a long-term investment in transforming our forces and capabilities and, as such, is a key part of the DoD strategy to achieve its transformational goals. Two or more officers from each military service are selected each year to receive their military senior service college credit by training with sponsoring institutions (i.e., corporations, companies, commercial enterprises, etc.) The Eisenhower School – The Eisenhower School prepares selected military and civilians for strategic leadership and success in developing our national security strategy and in evaluating, marshalling, and managing resources in the execution of that strategy. Service Schools Rotational Assignments Industry Exchanges KLP Boards

13. http://www.hci.mil/ DAWDF 13 Provides funding for entry and mid-career professionals and supports efforts to meet workforce challenges, by funding: – Training and development – Recognition and retention – Recruitment Components leverage DAWDF to successfully shape the acquisition workforce with: – Recruitment bonuses – Internship and journeymen development – Relocation allowances – Tuition reimbursement and loan repayment – Training and leadership development 10 U.S.C. 1705 enacted in January 2008 to ensure DoD has the capacity, personnel, and skills need to: – Properly perform its acquisition mission – Provide appropriate oversight of contractor performance – Ensure the Department receives the best value for expenditure of public resources DAWDF is a Critical Enabler DAWDF Now Permanent in law! FY16 NDAA

14. Questions? 14

15. BACKUP 15

16. http://www.hci.mil/ Key Leadership Positions 16 AT&L Memo, of Nov 2013, established mandatory KLPs Established higher standards/qualifications Implemented KLP Joint Qualification Boards – USD AT&L delegated Q-Board implementation decision to Functional Leaders T&E held Dec 2014 (34 applicants, 17 selected) LCL held Sept 2015 (45 applicants, 45 selected) T&E held Dec 2015 (36 applicants, 26 selected) PQM held Jan 2016 (10 applicants, 2 selected) – Benefits of Joint Qualification Board Process Meaningful professional credential Raise the professionalism of the acquisition workforce Talent management and succession planning opportunity Develop a pool of pre-qualified professionals to fill key leadership positions – Path Forward Review lessons learned from each board and updates SOP as needed Establish strategic communications plan – Inform hiring managers of pre-qualified candidates

17. AWF FY16Q1 Key Information AWF Historical Size Detail by Component (Civilian) 17 AT&L DataMart (As of 31 Dec 2015)

18. AWF FY16Q1 Key Information AWF Historical Size Detail by Career Field (Civilian) 18 AT&L DataMart (As of 31 Dec 2015)

19. http://www.hci.mil/ Workforce Reductions 19 PBR17 Defense Planning Guidance provided for AWF sustainment USD (AT&L) Annual AWF Guidance Memo OSD BES 17 PB-23 Outlook – Sustaining AWF #s at FY14 levels (150K) across the FYDP – Responsibly sustaining the AWF is essential to DoD goals Headquarters Reductions – Determine areas of acceptable risk for reductions AT&L Advocacy in PBR Process – Issue Paper to sustain the AWF Determination of acceptable/unacceptable risks Focus on Army AWF restoration (-1600 billets) Responsibly Sustain the AWF