The Department has been implementing the Defense Acquisition Workforce Improvement Act (DAWIA) now for over five years. Many of the changes and improvements are showing benefits. As aggressive implementation of both statutory and policy initiatives continues, overall management and development of the professional acquisition workforce steadily improve. The synergistic benefits of implementing an integrated program of acquisition reform initiatives, with efficiency and process improvements, while executing increased training, development, and education opportunities, enabled the Services and components to achieve continued strides in a highly dynamic and changing climate.
During FY 1995, the Department of Defense continued to build on last year's very positive efforts in managing a diverse acquisition workforce and the acquisition corps of the military departments and components. The Department's efforts involved satisfying multiple challenges of personnel reductions, acquisition program downsizing, and process changes, while executing increased training demands, student loads, and other DAWIA implementation.
Acquisition Workforce
The overall reported size of the Acquisition Workforce increased slightly in FY 1995. The reported work-force of 114,380 is 3.6 percent larger than the 110,044 reported at the end of FY 1994. The small increase results primarily from increased efforts by the Services and DoD components to improve the accuracy of input to the DAWIA Management Information System (MIS). Though slightly larger than a year ago, the overall workforce size is considerably smaller than the 143,432 reported at the end of 1989, and is expected to continue downward.
The number of encumbered Critical Acquisition Positions (CAPs) declined this year to 15,431 -- down 3.4 percent from last year. Through the Services' improved management, the Department has accomplished an overall reduction of 11 percent in this area since FY 1992.
Acquisition Corps
The DAWIA required (effective October 1, 1993) that only Acquisition Corps members could encumber CAPs. The Services' aggressive efforts to qualify all CAP incumbents for Corps membership is very evident in the increase in Corps membership since last year. In FY 1995, there were 21,626 Acquisition Corps members (Department-wide), up from 16,436 in FY 1994.
This year the Army approved Acquisition Corps and workforce membership of the first reserve component personnel. They accessed approximately 283 U.S. Army Reserve (USAR) officers into the Army Acquisition Corps (AAC) and designated 90 USAR officers as members of the acquisition workforce. The Air Force began a process to certify all contracting reservists and induct those eligible into the Acquisition Corps. The Army and other Services continue identifying opportunities for incorporating the reserve components into the Acquisition Corps and workforce.
Major Program Managers (PM)
The Department made significant strides in improving major PM tenure, thus improving management stability. During FY 1995, only 15 PMs changed, down from 25 in FY 1994. Of the reassigned PMs, 67 percent served full-term, with an average PM length of assignment of 39.1 months. These are significant improvements from last year's results of 28 percent and 31.1 months, respectively.
Best Qualified Policy
The Department's Best Qualified Program fully embraces the DAWIA objective fostering career-development opportunities for both military and civilian personnel. During this year, all the Services and components developed and issued Best Qualified policies and procedures assuring that selection for senior positions (Program Executive Officers and Acquisition Category (ACAT) I and II PMs and Deputy PMs) fully incorporates this objective. One service will hold its first Best Qualified Selection Board in January 1996.
Trends/Improvements
While the overall workforce increased slightly, the fill of CAPs decreased. As the Department fully implemented organizational changes, closings, downsizing, and resource reductions, the trends in the management of the acquisition workforce are positive.
The Army held its first centralized civilian selection boards for Project Managers (GM-15) and Product Managers (GM-14). They selected four Project and two Product Managers. The Navy enjoyed success in recruiting for a more diverse workforce of highly qualified personnel, experiencing gains in several areas, especially recruitment of women and minorities.
The Air Force fully implemented its new Acquisition Professional Development Program (APDP) MIS system to more efficiently and expediently monitor, account for, and manage its acquisition workforce. This MIS integrates key capabilities of other systems and provides functional managers a wide range of enhanced management capability and support. It allows the Air Force to track implementation of various DAWIA requirements at major command and base levels involved in managing the acquisition workforce.
The positive trend of increased use of technology is ongoing. The Defense Acquisition University (DAU) is working extensively on alternative course-delivery methods and distance learning, and developed management software to assist the components. The Department and Services are effectively using electronic media to communicate worldwide with the workforce and interested parties.
DoD continued refining its procedures and organizations, realigning three existing functional boards to better represent and service the workforce's needs. The Systems Planning, Research, Development and Engineering; Test and Evaluation; and Quality Assurance and Production Resources boards consolidated under one chairman. The boards implemented the results of last year's essential technical-competency requirements review and increased certification standards. Additionally, one board initiated an in-depth follow-up review of its core competencies Collectively, these actions further strengthen the significant capabilities of the professional acquisition workforce.
The Department laid the groundwork for a comprehensive rotation policy, to include reviewing the assignment of all CAP incumbents beginning in FY 1996. It is also pursuing Process Action Team recommendations for developmental-assignment exchange programs as well as an overall departmental exchange policy.
The Department again increased the availability of higher education opportunities for the acquisition workforce. The Tuition Reimbursement Program and the Defense Acquisition Scholarship program continue to be very successful. The Tuition Reimbursement Program provided 9,829 education opportunities while 14 students utilized the scholarship program. The Department's intern program included 968 students and 73 in Cooperative Education.
Continuing Education Program
The Department is actively supporting a continuing education program. The Army established a Continuing Education Program for Acquisition Corps members certified at Level III. The effort provides many positive benefits for the workers to deal with ever-changing organizations, requirements, technology, workforce, and workplace.
Training remains integral to achieving the Department's objectives in professionalizing the acquisition workforce and fully implementing the benefits of acquisition reform. During FY 1995, efforts continued at fully utilizing a wide range of opportunities to update and train the workforce on acquisition initiatives and new implementing policies. Some of these methods included outreach programs, DAU course changes, seminars, regional conferences, roadshows, and video broadcasts. All proved extremely successful in communicating the status of changes to a geographically dispersed audience.
Training Courses
The DAU provided a diverse series of training opportunities to allow the Services and components to fully satisfy their statutory requirements. During FY 1995, DAU consortium schools provided 1,145 class offerings with 32,700 students. This compares to last year's offerings of 1,100 for 30,300 students. Of the 1,145 offerings in FY 1995, 665 or 58 percent were resident while the remaining were on-site. Overall course utilization continues to improve, with the Air Force and Navy achieving a 100 percent and 96 percent quota fill rate respectively. The Department aggressively pursues regional and other on-site course presentations where there is a sufficient workforce concentration to reduce costs and increase training opportunities. During FY 1995, DAU developed and offered several new courses to assist the workforce in achieving the certification and training requirements.
Acquisition Reform
The DAU established the Acquisition Reform Communications Center (ARCC) to widely disseminate acquisition reform information via various communication media. The ARCC's three major initiatives are providing satellite broadcasts, developing detailed acquisition-reform training modules, and developing and disseminating an interactive CD training module on simplified acquisition threshold and the Federal Acquisition Computer Network. The first three broadcast series trained approximately 100,000 government and industry personnel on the interim procedures for Simplified Acquisitions, an Executive Summary for the Federal Acquisition Streamlining Act (FASA) of 1994, and specific FASA implementing provisions.
The Army continued its pioneer RoadShow series to inform and train the acquisition workforce on relevant legislative action, emerging acquisition policy, and ways to streamline the acquisition process. During FY1995, they trained over 2,000 people, emphasizing military specifications and standards reform and best value source selection. They plan an early 1996 RoadShow focusing primarily on major systems acquisition that will train approximately 4,500 people. The Navy established its Acquisition Reform office during FY 1995 and a senior level advisory group, the Navy Acquisition Reform Senior Oversight Council. The Navy's initiatives also include opportunities to expeditiously update and inform the workforce by going straight to them. The Air Force initiated Lightning Bolt #9, a continuing education program to specifically ensure Acquisition Reform is an integral part of the professional development of the acquisition workforce. They also initiated a training tour, bringing the most current training information directly to their workforce. The first two presentations trained over 250 Air Force acquisition training focal points who will carry the message to the workforce at each location. The Air Force will continue expanding this opportunity with another tour in FY 1996.
Improved Opportunities
The Services continue to access reserve component officers into the workforce and respective Acquisition Corps as well as provide additional opportunities to them in achieving certification. The Department will also continue building upon FY 1995 accomplishments such as expanding the intern program beyond the fields of logistics and contracting, identifying contracting training requirements beyond directed competencies, and continuing its efforts to reduce training costs.
The Department, through the Services and components, continues to provide opportunities (education, training, and experience) to achieve a highly qualified, experienced, and professional workforce postured to support and implement acquisition reform initiatives, while developing, managing, and delivering 21st century weapons and information systems.
As the Department continues implementing its reform program, in the midst of declining budgets and downsizing, the Acquisition Workforce is becoming better trained, educated, and professionally developed. The Department is actively and aggressively pursuing the four critical elements of the DoD reengineered acquisition system: Meeting the Warfighter's Needs, Being the World's Smartest Buyer, Procuring the Best-Value Goods and Services, and having the most Responsive(timely and flexible) Acquisition System.
Tables F-1 through F-21 display the DAWIA-directed reporting requirements as of September 30,1995. Reporting requirements not included are:
Section 1762(c)(9) - Personnel in critical acquisition positions who were reassigned after three years or longer in a critical position. Three years since enactment of this requirement will not occur until October 1, 1996; therefore, the information should be available in the 1997 report.
Section 1762(c)11 - Personnel in critical acquisition positions who were reviewed for reassignment after five years in a critical position. The FY 1993 Authorization Act mandated the start date for five-year 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 FY1995, the Service Secretaries did not request approval from the Secretary of Defense to exercise this authority.
Critical Acquisition Positions Held - FY 1995 All Components
Critical Acquisition Positions Held - FY 1995 Army
Critical Acquisition Positions Held - FY 1995 Navy
Critical Acquisition Positions Held - FY 1995 Marine Corps
Critical Acquisition Positions Held - FY 1995 Air Force
Critical Acquisition Positions Held - FY 1995 Other
Army and Navy Acquisition Corps Members - FY 1995
Marine Corps and Air Force Acquisition Corps Members - FY 1995
Other Acquisition Corps Members - FY 1995 & Acquisition Corps Exceptions From Education
Major Defense Acquisition Program Manager and Deputy Program Manager Reassignment During FY 1995
Acquisition Work Force Waivers/Exceptions
Officer Promotion Rate Comparisons FY 1995 - Army
Officer Promotion Rate Comparisons FY 1995 - Navy
Officer Promotion Rate Comparisons FY 1995 - Marine Corps
Officer Promotion Rate Comparisons FY 1995 - Air Force
