Workforce Professionalism DiscussionPresented to:

DAU Acquisition Training Symposium By:

Ms. René Thomas-RizzoDirector, Human Capital Initiatives

April 4, 2017 Fort Belvoir, Virginia

http://www.hci.mil/

Agenda

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• Who We Are

• Acquisition Workforce Demographics

• Accomplishments

• Good News

• Current Environment

• Challenges

• AWF Strategic Plan

• DoD Branding Initiative

• DAWDF

• How to Advance your Career in the AWF

Human Capital Initiatives (HCI)

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• 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

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.

http://www.hci.mil/

Our Stakeholders

4http://www.hci.mil/

Military and Civilian Acquisition Workforce

AT&L DataMart (As of 12/31/16) 5

AWF – Components by Career Field

AT&L DataMart (As of 12/31/16) 6

http://www.hci.mil/

Accomplishments

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• AWF Rebuilt, Shaped, Improved Quality - Continuous Improvement

97,370 (77%) Bachelor’s Degree or Higher 134,971 (84%)

35,878 (29%) Graduate Degree 63,772 (39%)

Rebuilt Size

Increased Certification Levels

Shaped

Increased Education Levels

http://www.hci.mil/ 8

• Sustained AWF levels over the last few years– FY17Q1 size: 161,712

• DAWDF permanency and flexibilities added

• DoDI 5000.66 revision in final chop

– Issuance expected mid June 2017

• AWF Strategic Plan FY16-FY21 published– Implementation Plan in works

• Branding effort underway

• AcqDemo authority shifted from OPM to SecDef

• Talent Management improvements in NDAA FY17– DoD Direct Hire Authority for college students and recent grads– DoD Public-Private Talent exchanges authorized

Good News

http://www.hci.mil/

Challenges/Current Environment

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• New Administration– Change in Leadership may introduce a change in approach

and priorities– Hiring Freeze – Planned increase of size and capabilities of the military

• DAWDF Funding Reductions – Reductions jeopardize AWF continuous improvement and sustainment – 30% reduction to FY17 Program– Impacts 1000 planned hires– Impacts DAU capacity to train and support workforce– Impacts AWF recruitment, development and retention initiatives

• DOD Reorganization ( FY17 NDAA sec. 901)– USD (AT&L) to become USD (R&E) and USD (A&S) on 01 Feb 2018– May impact purpose and effectiveness of policies and procedures

• Hiring Freeze Impacts:– AWF Sustainment– AWF shaping to meet current & future requirements– Recruitment of new members into AWF

• Including implementation of DHA authorized in NDAA 17

http://www.hci.mil/

AWF Strategic Plan

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• Published Nov 2016

• Comprehensive plan– Supported by all the Services and Agencies

– Leadership across the department very enthusiastic

• Establishes strategic goals for the next 5 years:– 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

• Strategic plan can be found at: http://www.hci.mil/docs/DoD_Acq_Workforce_Strat_Plan_FY16_FY21.pdf

http://www.hci.mil/

DoD Branding Initiative

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Branding initiative underway• Priorities

– Outreach strategy and positioning plan

– College outreach and engagement

– Communications plan

• Steps taken:– Developed draft DoD recruiting logos,

ads and brochure

– Drafted college outreach communications plan

– Selected target schools

• Next Steps– Revamp HCI website

– Finalize communications plan

– Develop social media program

http://www.hci.mil/

Visual Communications

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• Designing a campaign that reinforces the critical role of DoD civilian jobs

• Showcasing the variety of careers and global mission that AWF supports

• Simplifying the benefit breakdowns and usajobs.gov application process

• Enhancing the HCI website to provide relevant and up-to-date information across the AWF with visible links to each service organization

http://www.hci.mil/

DAWDF

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• 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

http://www.hci.mil/

How to advance your career?

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• Certification = Education + Training + Experience– Focus on experience

– Quality vs Quantity

• Certify to Qualify– Demonstration of Skills

• Currency & Relevancy– Not once certified, always certified

Becoming an acquisition expert is a marathon not a sprint!

AWF Career Spectrum

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• Director, Logistics

• Senior Financial AnalystJob Requirements:

Continue to take jobs with increasing scope, breadth & leadership

Continuous Learning

KLPPM DPM

Expert Level III(CAP)

JourneymenLevel II

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 ofAdvanced Degree

• Design Team/IPT Member• Component Sub-System/Engineer

On ramp for Mid-career professionals• Broad based

experience• Certified training• Develop Critical

Thinking Skills

Pursue Professional Development Engagements

Seek Mentorship Opportunities –Be a Mentor - Get a Mentor

Participate in Rotational Assignments

Leadership Development

Volunteer Opportunities

http://www.hci.mil/

http://www.hci.mil/ 16

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 SchoolThe 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 Industry ExchangesRotational Assignments KLP Boards

Career Broadening Opportunities

Questions?

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