1. Defense Acquisition Workforce Update
Presented to: DAU Acquisition Training Symposium
By: Ms. René Thomas-Rizzo Director, Human Capital Initiatives
April 3, 2018 | Fort Belvoir, Virginia
Welcome and introduction
Who is in the audience? What Career Fields and what Components?
My background
“People Matter Most” and are our Most important resource
- Right People, Right skills, Right job at the Right time – Critical to success

2. Agenda Strategic Alignment Who We Are Stakeholders
Acquisition Workforce Demographics
Accomplishments
Current initiatives
Key Workforce Metrics
Review agenda for the session

3. Strategic Alignment - AWF Strategic Plan
Aligns with and supports DoD Priorities and the 2018 National Defense Strategy
Comprehensive plan
Supported by all the Services and Agencies
Leadership across the department very enthusiastic
Establishes strategic goals for AWF:
Make the Department of Defense an employer of choice
Shape the Acquisition Workforce to achieve current and future acquisition requirements
Improve the quality and professionalism of the Acquisition Workforce
Continuously improve Workforce policies, programs, and processes
DoD Priorities

4. Strategic Alignment FY18 National Defense Strategy
Recruiting, developing, and retaining a high-quality military and civilian workforce is essential for warfighting success.
A modern, agile, information-advantaged Department requires a motivated, diverse, and highly skilled civilian workforce.
We will emphasize new skills and  complement our current workforce with information experts, data scientists, computer programmers, and basic science researchers and engineers—to use information, not simply manage it.
The Department will also continue to explore streamlined, non- traditional pathways to bring critical skills into service, expanding access to outside expertise, and devising new public-private partnerships to work with small companies, start-ups, and universities.
“We have incredible capability with the people we have right now.”
Ellen Lord, USD(A&S)

5. Unified Senior Leadership Focus on Acquisition Workforce
“We have incredible capability with the people we have right now.” --- Ellen Lord, USD(A&S) “In order to fully realize the benefits of acquisition reform, it takes a talented, well-trained acquisition workforce.” --- Honorable Dr. Bruce D. Jette, ASA (ALT) “All this relies on our most important asset, our people, and the approaches we take to recruit, train and retain the workforce we need to compete and win in support of our national defense strategy.” --- Honorable James F. Geurts, ASN(RDA) “…we really now have to equip a workforce that are ready to take the reins that you have allowed us to put in their hands and to feel empowered to use them” --- Honorable Dr. William Roper Jr., ASAF(A)

6. Human Capital Initiatives (HCI)
HCI is responsible for Department of Defence Acquisition Workforce:
DoD Acquisition Strategic Workforce Plan
Policy and Legislative Proposals
DoD A&S Workforce Education, Training, and Career Development Program
Promote a 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
What We Do:
-Service as the DoD Functional Community Manager for the AWF
-Responsible for AWF Strategic Planning and Policy for the DoD
-Provide leadership and facilitate execution of AWF governance – SSB, WMG
-Program Manager for AcqDemo and DAWDF
-Advise and support USD(AT&L) on workforce legislation
-Provide AWF analytics and metrics
-Lead implementation of DOD AWF initiatives
-Manage the Defense AWF awards program
HCI 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.

7. Our Stakeholders We have a lot of Stakeholder
Services and Defense Agencies
Functional Communities
Comptroller
P&R
DAU
AWF
Taxpayer
Anyone know the size of the DOD AWF?

8. Military and Civilian Acquisition Workforce
AT&L DataMart (As of 31 Dec 2017)

9. Acquisition Workforce by Career Field
AT&L DataMart (As of 31 Dec 2017)

10. Recent Accomplishments
FY16-FY21 Defense Acquisition Strategic Workforce Plan
DoD Instruction (DoDI) update issued July 2017
Published and provided to Congress in Nov 2016
First major update of AWF policy since 2005; streamlined three DODI’s to one
AcqDemo Improvements
New Federal Register notice implementing most significant improvements to AcqDemo since issued November 2017
Outreach and Branding
Visited 26 colleges and universities
DAWDF
FY16 - NDAA provided permanence to DAWDF
FY17 – Successfully adjusted to major mid- year 30% program reduction - Maximized execution to highest priorities – executed FY17 to 99%

11. Current Initiatives… Industry Exchange Pilot
Senior Military Acquisition Advisors
FY18 NDAA Section 1104 authority – Public-Private Talent Exchange
FY17 NDAA Sec 866 – five O-6 advisors to each SAE – Services actively planning use
Working with Industry to “get ready” … pending P&R implementation
FY19 DoD legislative proposal submitted to OMB to reduce eligibility from 30 years of service to 26 years of service
DoD Human Capital Symposium
Direct Hire Authorities
1-2 May 2018 Southbridge Conference Center – Ms. Lord Keynote
FY16 NDAA Sec 1112/1113 – New S&T Hiring Authority for AWF
Major forum for DoD/Defense Industry to share workforce challenges/strategies
FY17 NDAA Sec 1006 New College Student Hiring Authority
AcqDemo
Make the DoD an Employer of Choice
Implementation of November 2017 FRN & continued expansion; FY19 legislative permanence proposal
Major Branding and Outreach effort to attract top talent to DoD AWF
DAWDF
College Acquisition Internships
FY18 NDAA increased cap to $600M; FY18 Appropriations Act funded $500M
Industry Best Practice
Pilot with MDA
Sub-Specialties Implementation
EVM and International

12. Branding Improvements
Branding/Outreach – “Make DoD an Employer of Choice”
Engagement and collaboration with over 26 colleges and universities across the country
Met Provosts, Chancellors, Deans and Senior Administration
Hosted 3 “Ship Tours” Site Visits at DoD military bases
Takeaways:
Lack of understanding of “DoD” organization
Brand awareness for Military Services
No brand for Civilian career opportunities
Industry recruiting model is through summer internships
Site visits are cost effective way to increase branding awareness
Continued on-campus presence is important, (speakers, panels, webinars, DoD days, and career fairs)
Website: | | Facebook:

13. Defense Acquisition Workforce Development Fund (DAWDF)
“The Defense Acquisition Workforce Development Fund (DAWDF) provided by Congress,…has been particularly critical to the Department's efforts to rebuild its technical workforce, strengthen early and mid-career year groups, improve certification and education levels, and expand participation in the contribution-based Acquisition Demonstration (AcqDemo) personnel management system.” Ellen Lord, USD (A&S) testimony before the Armed Services Committee, Dec 2017

14. Positioning DAWDF for Long Term Success
DAWDF Improvements
FY16 NDAA DAWDF permanence
DAWDF Year-in-Review Report – Excellent investment highlights
FY17 NDAA allows use of DAWDF for contractor support for talent management, studies/tools to improve acquisition
Improvements position DAWDF for long term success
DAWDF Operating Guide issued
FY18 NDAA cap increase to $600M and allows use of DAWDF to administer fund
Line Items streamlined
Improved monthly reporting tools (DMIT)
FY16 and FY17 execution (even with FY17 reduction)
FY17/FY18 proposal processes
Program reviews and monthly call-ins
Improved identification of requirements and Initiatives
Year-in-Review Reporting
Improved resourcing and timely allocation of DAWDF
Orientation package and tools walkthrough for new DAWDF PMs
Looking to continue the improvements we have made in the last two years – Proposal process has continued to improve. FY18 will incorporate the line item restructure made in FY17 and in addition request your inputs by acquisition career field. You should have this data – we previewed this concept at FY16 year end.
Understand that DAWDF program manager for some is an “other duties as assigned” responsibility. We are here to answer questions and help you understand the DAWDF program, how it can be used, and we have developed the DMIT reporting tool to make it easier for you to track and capture your monthly data. We will gladly work with you and get in contact with the right DFAS staff if necessary to help you understand the DFAS 1002 reporting. We can help you understand the relationship between the DFAS 1002 and the DMIT.
Adjusting to New FY18 Appropriation Act Changes
- Shift to all appropriated funding & Funds FY18 at $500M
Adjusting to PBD(RMD) Changes
- $400M budgeted annually across FYDP
Positioning DAWDF for Long Term Success

15. FY17 DAWDF Program Highlights
Obligated (99%)
Increase from FY16 (92%)
$399M
Program
Distributed to users
805
Civilian AWF Hired
79% entry level
1.055M
Training Events
DAU: 920K
2385
Funded Recruiting, Retention & Recognition Initiatives 36
Total Program Users
Clear Contribution to an Improved AWF Increased Degree and Certification Levels

16. AcqDemo Expansion & Improvements
As of FY18 Q1
NDAA AcqDemo under SecDef authority
NDAA 2018 – authority extended to 2023
Federal Register Notice (FRN) published Nov 2017
Reduces factors from 6 to 3
Direct Hire Authority
Supervisory and team lead differential
Incorporates performance-based RIF
FY19 A&S Legislative Proposal submitted - permanence
Improvements

17. AcqDemo Improvements — New FRN New Streamlining and Flexibilities
New FRN Published (82 FR ):
Federal Register Notice was published on 9 November FRN implemented many of the benefits used by the Science and Technology Reinvention Laboratories Demonstration Projects, and proposed by the National Defense Authorization Acts:
Reduces Appraisal Factors from 6 to 3
Major streamlining helps supervisors and employees
Responds to field feedback to simplify appraisal process
Provides Direct Hire Authorities
Business & Technical Management Professional Career Path (NH) positions
Veteran Appointments to Positions in the NH and Technical Management Career (NJ) Paths
Acquisition Student Intern Appointments
Also adds student intern relocation incentive
Scholastic Achievement Appointments
Creates a Supervisory and Team Leader Cash Differential
Our second focus area in our Way Forward is “Modification.” Our original 1999 Implementing Federal Register Notice, with six amendments, remains our current guidance. So we have drafted, and are coordinating an updated Federal Register Notice that will implement many of the personnel management initiatives in practice within the Science and Technology Reinvention Laboratories (STRLs), or introduced recently with the National Defense Authorization Act of 2016.

18. AcqDemo Improvements — New FRN New Flexibilities
Creates Accelerated Compensation for Developmental Positions
Expands supervisory probationary periods
Implements new FY17 NDAA RIF procedures
Special act awards up to $25,000 (from $10,000)
Expands detail and temporary promotions from 90 days to 12 months
Adds ability to reward high performers at the top of a pay band

19. DoDI
Establishes policy for AWF Education, Training, Experience, and Career Development Program
Updates competency management policy to align with Department-wide competency management standards and framework
Reissuance published 27 July 2017
DoDI:
Consolidates 3 policy documents (Directive ; Data Instruction ; Updated Instruction )
ts/DD/issuances/dodi/500066_dodi_2017.pdf ?ver=
Major changes:
Desk Guide and Data Standards:
Roles and Responsibilities
KLP mandatory positions and increased standards
Memoranda/DoDI_5000_66_Desk_Guide_Sig ned_20_July_2017.pdf
DAWDF oversight and responsibilities
AcqDemo oversight and responsibilities
Memoranda/DoDI_ _Data_Standards_ Signed_20_July_2017.pdf
Aligns PM Tenure with DoDI
Better defines requirements for certification and continuous learning

20. DoD’s AWF Positioned for Next Era of Acquisition
Workforce Capacity Sustained
Early and Mid-Career DoD AWF reshaped - eliminated the AWF Bathtub
Record high Certification Rates
Sustained high Education Levels
AWF Core Quality / Capability Metrics Strong

21. AWF Retirement Eligibility

22. Growth and Sustainment

23. AWF Certification Rates

24. Increased Education Levels
2008
2017
97,370 (77%)
Bachelor’s Degree or Higher
139,052 (84%)
35,878 (29%)
Graduate Degree
66,150 (40%)

25. AWF is Making a Difference – Defining the Future!
Questions?
QUESTIONS?

26. Questions?