The Defense Acquisition Workforce Improvement Act (DAWIA) has been an extremely effective catalyst for many initiatives and programs that will result in a more capable and highly qualified workforce. With all DAWIA provisions becoming effective October 1, 1993, the Department aggressively implemented career developent programs to enhance the qualificatons and capabilities of the acquisition workforce. The Department has not only fully implemented the provisions of DAWIA, but institutionalized programs that will guarantee the continued development of a highly qualified pool of acquisition professionals. Through rigorous career development programs, dynamic management initiatives, and expanded training and education opportunities, the efficiency and competence of the acquisition workforce will continue to increase.
By October 1, 1993, each of the military departments had established an integrated, military and civilian acquisition corps. Additionally, a separate acquisition corps was established for civilians assigned to the DoD components outside the military departments. Assignment to a critical acquisition position is now exclusively reseved for members of the acquisition coprs.
Best Qualified Policy
The Deputy Under Secretary of Defense (Acquisition Reform) directed the Services to develop policies and procedures to ensure the senior positions in program management are only filled by the best qualified individuals regardless of civilian or military status. This policy directly applies to all Program Executive Officers and Acquisition Category (ACAT) I and II program managers.
Certification Standards
The Career Management Functional Boards conducted a rigorous review of the standards required for certification in each of the career fields available to acquisition professionals. These reviews focused on the essential technical competency requirements in each career field. Each functional board identified the education, training, and experience requirements necessary to perform at increased levels of responsibility within acquisition. The overall goal of these reviews was to improve the understanding and knowledge of the acquisition workforce by establishing a rigorous, yet relevant set of qualifications to encumber acquisition positions. The net result of these reviews was a significant increase in the certification standards that will ultimately strengthen the capabilities of the acquisition workforce.
This year the Department continued to increase the availability of higher education opportunities for members of the acquisition workforce. The Tuition Reimbursement Program and the Defense Acquisition Scholarship continue to be highly beneficial programs. The Tuition Reimbursement Program supported the education of over 5,900 members of the acquisition workforce. The Scholarship program added 15 new students this year who are pursuing either a Masters of Business Administration or a Masters of Public Administration in the Management of Technology. The graduates of the Defense Acquisition Scholarship program are actively sought by the DoD components because of the high quality reputation of previous graduates.
Acquisition Reform
Training is an integral aspect of acquisition reform. Both of the process action teams (PATs) that have been completed identified specific training requirements necessary to update the workforce on the latest changes and initiatives. These requirements include outreach programs, updated courses, and seminars for faculty and students within the Defense Acquisition University (DAU) structure. Every acquisition reform PAT includes a representative from the acquisition education and training community. These subject matter experts, with years of experience in acquisition, contribute in a substantive manner to the resolution of issues, in addition to providing unique insights into the most effective delivery methods to ensure that the essential information and new procedures and practices are transmitted to the members of the workforce that will actually implement the acquisition reforms.
The Department is actively planning a series of regional conferences, or roadshows, to communicate the status of the acquisition reform initiatives to DoD personnel and industry. Concurrently, the DAU has initiated a series of reform seminars for students and faculty to ensure they understand the latest acquisition reform initiatives. Further, DAU will organize a group of faculty members representing the consortium schools to become the resident experts on all acquisition reform initiatives. As resident experts, these faculty members will ensure that all DAU faculty are kept current on acquisition reform initiatives and that instructional materials on acquisition reform subjects are developed and disseminated. Besides keeping the DAU community current on initiatives, their activities will ensure that the most recent information reaches the 30,000 students that attend DAU courses each year. Finally, DAU has assumed the responsibility for continuing the acquisition reform conferences when the currently planned series of roadshows are concluded.
Updated Training Opportunities
As a result of increased certification standards, the acquisition reform initiatives and other re-engineering efforts, the DAU updated 13 existing courses to reflect the current best practices and developed 16 new courses. Significant among these courses are the establishment of core curriculum courses for entry (Level I) and intermediate (Level II) acquisition personnel, and the restructuring of the Program Management Course (PMC).
The core courses will focus on the essential skills and knowledge of acquisition required by each person in the workforce. These courses teach a common body of knowledge that defines a precise set of principles and skills every acquisition professional should possess. The complexity and level of sophistication increases for each successive course, providing a common knowledge base for all career fields. The anticipated result of the core curriculum is an increased level of knowledge within the workforce and an improved understanding of the interaction between members of the various functional career fields--an element essential to implementing integrated product and process development concepts.
The restructuring of the PMC taught at the Defense Systems Management College has already proved to be successful. This restructured sequence of courses has not only eliminated two weeks of training altogether, but improved the overall quality of the training while teaching the current streamlining and acquisition reform initiatives. This course now consists of two parts: a revised 14-week Advanced Program Management Course (APMC) for students who have an increased level of competency as a result of having completed the core curriculum courses; and for individuals selected as ACAT I or II program managers and deputy program managers, a 4-week Executive Program Managers Course (EPMC) which they attend just prior to taking over their new jobs. This course is individually tailored and focuses on preparing new Program Managers for their specific programs while improving their critical acquisition skills. As testimony to the effectiveness of this course, a new ACAT I program manager stated that he had gained a four to six month advantage by attending the EPMC.
The net result of these achievements is a much more qualified, higher quality, professional workforce postured to support and implement acquisition reform initiatives. Certainly, as the size of the Department decreases, coincident with reductions in budgets and programs, the acquisition workforce must adapt accordingly. The size of the workforce will be smaller, but the efficiency and competency of its members will continue to increase.
The information contained in Tables F-1 through F-20 reflect DAWIA-directed reporting requirements as of September 30, 1994. Additional reporting requirements are discussed below.
Section 1762(c)(9)--Personnel in critical acquisition positions who were reassigned after three years or longer in that critical position: Three years have not elapsed since the effective date of this requirement. This information should be available in FY 1996.
Section 1762(c)(11)--Personnel in critical acquisition positions who were reviewed for reassignment after five years in that critical position: The FY 1993 Authorization Act mandated the start date for five-years reviews under Section 1734(e)(2) as October 1, 1995. Therefore, review information will not be available until FY 1996.
Section 1762(c)(13)--Number of personnel paid a bonus under Section 317, 37 U.S. Code: During FY 1994, the Service Secretaries did not request approval from the Secretary of Defense to exercise this authority.
Critical Acquisition Positions Held, All Components
Critical Acquisition Positions Held by Army
Critical Acquisition Positions Held by Navy
Critical Acquisition Positions Held by Marine Corps
Critical Acquisition Positions Held by Air Force
Critical Acquisition Positions Held by OSD/DoD
Army & Navy Acquisition Corps Members
Marine Corps & Air Force Acquisition Corps Members
OSD/DoD Acquisition Corps Members & Exceptions
Acquisition Intern & Certified Acquisition Personnel
Manager & Deputy Manager Reassignments
Officer Promotion Rate for Army
Officer Promotion Rate for Navy
Officer Promotion Rate for Marine Corps
Officer Promotion Rate for Air Force
