1 the defense acquisition business community phil rodgers principal deputy director, acquisition...

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The Defense Acquisition

Business Community

Phil RodgersPrincipal Deputy Director,

Acquisition Resources and Analysis April 2010

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SECDEF Improvement Strategy Objectives

1. Rebalance the acquisition total force – grow the organic acquisition workforce 15% by 2015 —126,000 to 147,000– 9,887 new positions– 10,000 in-sourced contract services positions

2. Strategically grow to improve acquisition capabilities and capacities -- strengthen organic core – Technical capabilities– Business functions-- contracting, pricing and cost estimating

3. Improve DoD’s oversight capability to improve acquisition outcomes

4. Assess workforce competencies to identify gaps, improve workforce capability and target incentives

5. Strategically reshape DAW training

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Functional Center Directors

Acquisition Workforce Functional Leaders

Mr. Alfred VolkmanAT&L IC

Mr. James DaltonFE

Mr. Stephen WelbySPRDE/SE/PQM

Dr. John FischerSTM

Mr. Randy FowlerLOG

Mr. Shay AssadCON

Dr. Nancy SpruillBCEFM

Mr. George Prosnik

E&T

Mr. Bill Kobren

LOG

Revised 7 Jan 10

Mr. Edward WingfieldActing, IT/SAM

Mr. Lenny Manning

CON

Ms. Sharon

Jackson

BCEFM

Mr. Chris DiPetto Acting - T&E

Mr. Dave AhernACQ & PM

Mr. Brad Brown

ACQ-PM

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FY09 Defense Acquisition Workforce - Business

2005 2006 2007 2008 2009

Other Defense 83 189 136 217 242

DLA 0 0 21 7 6

DCMA 18 30 48 46 112

Air Force 1,826 1,503 1,488 1,530 1,845

Navy 1,840 1,715 1,817 1,935 2,286

Army 4,352 4,310 3,877 3,350 2,771

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

Defense Acquisition Workforce Count (FY2005 - FY2009) Business (Cost Estimating and Financial Management)

(Military and Civilian)

Total 7,0857,3877,7478,119 7,262

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Defense Acquisition Workforce CountFY08 vs FY09

Source: AT&L HCI; FY08 and FY09 data from AT&L Workforce Data Mart

Career Fields ARMY NAVY / USMC

AIR FORCE

DefenseAgencies

FY09 TOTAL

FY08 Total

Auditing 0 0 0 3,777 3,777 3,638

Business, Cost Est., & Fin. Mgt 2,771 2,286 1,845 360 7,262 7,085

Contracting 8,391 5,516 7,443 6,305 27,655 25,680Information Technology 1,843 1,240 966 309 4,358 3,934Life Cycle Logistics 7,952 4,784 1,989 127 14,852 13,361

Production, Quality & Manufacturing 1,930 2,064 389 4,640 9,023 9,138

Program Management 3,452 4,598 4,461 911 13,422 12,871SPRDE 10,412 18,328 7,248 1,339 37,327 35,017Test and Evaluation 2,235 2,833 3,630 194 7,892 7,420Other 1,370 5,323 203 639 7,535 7,825Total 40,356 46,972 27,174 18,601 133,103 125,879

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The Business Career Field, which includes Cost Estimating and Financial

Management Career Paths, is Projected to Grow Approximately 23% by FY2015

The Honorable Ashton B. CarterUnder Secretary of Defense for Acquisition, Technology, and Logistics

“Workforce Size is Important, but Quality is Paramount”

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Defense Acquisition Workforce Improvement Strategy – Civilian Growth

Source: AT&L HCI based on Component inputs for Oct09 Senior Steering Board

Defense Acquisition Workforce (DAW)Career Field/Career Path

FY09 - FY15% of Total DAW Growth

FY09 - FY15 % Career Field Growth

Contracting (includes Pricing) 26% 23%Systems Planning, Research, Development & Engineering (SPRDE) (Program & Systems Engineering Career Paths) 22% 16%Program Management 11% 19%Life Cycle Logistics 9% 16%Business (Cost Estimating & Financial Management Career Paths) 7% 23%Production, Quality and Manufacturing 5% 13%Audit 3% 20%Information Technology (Acquisition) 2% 14%Facilities Engineering 2% 10%Test & Evaluation (Acquisition) 1% 5%

Industrial and/or Contract Property Management 0% 12%SPRDE - Science and Technology Career Path 0% 10%Purchasing 0% 3%Other/Unallocated Growth 12%

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DAWIA Level I

DAWIA Level II

DAWIA Level III

TotalDAWIA

Level I (%)DAWIA

Level II (%)

DAWIA Level III

(%)Army 302 1,252 1,217 2,771 10.9% 45.2% 43.9%Navy 254 693 1,336 2,283 11.1% 30.4% 58.5%Air Force 197 1,335 311 1,843 10.7% 72.4% 16.9%DCMA 2 42 68 112 1.8% 37.5% 60.7%DLA 0 1 5 6 0.0% 16.7% 83.3%Other Defense 20 72 149 241 8.3% 29.9% 61.8%Note: There are 3 records w ith null in the Career Level Required Code f ield

Certification Level Requirements by Service (FY2009)Business - Cost Estimating and Financial Management

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42.7%

49.2%

52.1%

34.8%

66.7%

53.9%

46.9%

4.3%

13.9%

6.7%

12.2%

1.1%

0.1%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Army

Navy

Air Force

DCMA

DLA

Other Defense

Total

Car

eer

Fie

ld

Certification Level "Meet/Exceed" Rates by Component - Business (FY2009)

Meets or Exceeds Position Certification Level Requirements

Certification requirement not yet met. For the Business career field an estimated 53% of the workforce is workingtowards meeting certification requirements within the 24 month policy period allowed. This estimate is based ontotal gains to the career field for FY08 and FY09.Certification requirements not met and member beyond 24 month period

An estimated average of 53% of the Business career field is workingtowards certification within the 24 month maximum period allowedby DOD policy.

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0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

Wo

rkfo

rce

Co

un

t (C

ivilia

ns)

Career Lifecycle Groups by Years to Retirement Eligibility

Defense Acquisition Workforce Lifecycle Model (WLM) - BUSINESS

Future Mid-Career

2,276 33% 2,202 31%

Senior

2,512 36%

by Years to Retirement Eligibility (YRE) - Civilians (FY09)

> -25 YRE

1,077

FY08= 792

-16 to -25 YRE

-6 to -15 YRE

-1 to -5 YRE

1,199 2,202

1,383

1,129

FY08=

FY08= FY08=

FY08=

1,057

2,215 1,504

1,234

FY08= FY08= FY08= 27% 33% 40%

Future Career Group -16 to 30+ Years to

Retirement

Mid Career Group -6 to 15 Years to

Retirement

Senior Career Group -5 or less years to retirement

or retirement eligible

>-25 -24 -23 -22 -21 -20 -19 -18 -17 -16 -15 -14 -13 -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5+

FY09 = FY09 = FY09 =

= Retirement Eligible (full)

Eligible To Retire

Recruit and Hire Train Develop Retain Knowledge Capture

Acquisition Corps Critical Acquisition Positions Key Leadership Positions

Develop Broadening Succession

Certification Level I, II, III Curency Currency Currency Currency

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0

50

100

150

200

250

300

350

400

-31 -30 -29 -28 -27 -26 -25 -24 -23 -22 -21 -20 -19 -18 -17 -16 -15 -14 -13 -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Num

ber o

f Civ

ilian

s

Years to Becoming Retirement Eligible

Defense Acquisition Workforce Distribution by Years to Retirement Eligibility (Civilians)(FY09)

CSRS

FERS

Retirement Eligible

1,38

3 -2

0%

1,29

8 -1

8%

1,129 or 16% of thecivilian members of the Business

acquisition career field are eligible to retire with full benefits.

5 years 5 years

2,681 or 38% of thecivilian members of the Business

acquisition career field willbecome eligible to retire

with full benefits before 2020.

- Business Career Field

Retirement Eligible

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Future Career Group Gains Mid Career Group Gains Senior Career Group Gains

Internal 206 214 171

External 559 199 48

-

100

200

300

400

500

600

700

800

900

73%

27%

48%

52%

22%

78%

External Gains into DOD

Internal Gains from Within DOD




Retirement


Retirement

Approximately 11% of these Business career field gains transferred from another acquisition career field; primarily Program Management, but also

SPRDE, PQM, Life Cycle Logistics, and Contracting.

Approximately 24% of Business external hires have military experience.

FY2009 Gains by Career Lifecycle Group and Source - External and Internal

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FY2009 Losses by Career Lifecycle Group and Source - External and Internal

Future Career Group Losses Mid Career Group Losses Senior Career Group Losses

Internal 174 210 132

External 48 22 216

-

100

200

300

400

500

600

700

800

900

Num

ber o

f Civ

iliia

ns

22%

78%

9%

91% 62%

38%

Loss - Left DODLoss - Remains in DOD

Retirements


Retirement


Retirement



Approximately 15% of these Business career field losses transferred to another acquisition career field; primarily to program management

1414

FY10 Acquisition Portfolio Growth

-20%

-10%

0%

10%

20%

30%

40%

50%

1980 1985 1990 1995 2000 2005 2010 2015

Milestone B Date

JSF$281B

C17A$82B SSN 774

$81B

V-22$56B

FMTV$21B

Trident II$51B

F-22$77B

F/A-18$54B

DDG 1000$20B

DDG 51 $93BMRAP$38B

Apache$14B

Blackhawk$22BAMRAAM

$24B

Per

cen

t o

f To

tal P

ort

folio

Co

st G

row

th

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BACKUP - Other

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SECDEF Improvement Strategy Objectives

“The Department is in an enviable position because President Obama and Secretary Gates intend to improve the acquisition process and rebuild and

reshape the acquisition workforce. In addition, there is Congressional support on both sides of the aisle. We must grow and reshape the workforce to meet current needs with special emphasis and focus on

improving workforce quality.”

The Honorable Ashton B. CarterUnder Secretary of Defense for Acquisition, Technology, and Logistics

“Workforce Size is Important, but Quality is Paramount”

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Robert F. Hale Dr. Clifford L. Stanley

Alan F. EstevezPerforming Duties

of ASD (L&MR)

Shay D. AssadPerforming Duties of

ASD (A)

Zachary J. Lemnios DDR&E

David M. Van Buren (Acting) Malcolm R. O’Neil Sean J. Stackley

Dr. Ashton Carter

Bill CarrMarilee Fitzgerald

TAC

TIC

AL

STR

ATEG

IC

ResourceConstraints

PPBES

-PB23-Section 852

Service Acquisition Executives

DoD Acquisition Workforce Strategic Framework

USD Comptroller USD (P&R)USD (AT&L)

Lt Gen Mark Shackelford James ThomsenLTG William Phillips

Frank Kendall IIIPDUSD (AT&L)

http://www.defense.gov/dodcmsshare/biography/hires_030310110245_Stanley_C.JPG

http://av.rds.yahoo.com/_ylt=A0geunpdY5ZLZF4BXliHBqMX;_ylu=X3oDMTBwanIybjRqBHBndANhdHdfaW1nX3Jlc3VsdARzZWMDc3I-/SIG=125it086q/EXP=1268233437/**http:/www.acq.osd.mil/at/images/bio-assad-sm.jpg

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Workforce Report to Congress in Coordination

DRAFT

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Defense Acquisition Workforce (DAW)Business - (Cost Estimating & Financial

Management Career Paths)

Civilian (Civ)Business

Military (Mil)Business

TotalBusiness

(Civ + Mil)

Defense Acquisition Workforce

Size & Composition

FY09 Workforce Size 7,059 203 7,262 133,103Change in size 2008-2009 3.2% -17% 2.5% 6.0%Civilian/Military Composition 97% 3% - 89% / 11%DOD DAW 2015 Growth Target 23% 15%Educational AttainmentBachelor’s Degree or Higher 66% 95% 67% 79%Graduate Degree 24% 50% 24% 29%Certification (Cert)Level I or Higher Achieved 62% 56% 62% 72%Level II or Higher Achieved 49% 33% 48% 60%Level III Achieved 32% 12% 31% 36%Position Cert Requirement Met or Exceeded 47% 35% 47% 59%Planning Considerations% Baby Boomer/Traditional Generations 62% 14% 61% 58%Average Age 46.2 37.4 45.9 45Workforce Life-Cycle Model (YRE)% Future/Mid-Career/Senior

33/31/36(%)(Civ)

- -32/33/35(%)(Civ)

Average Years of Service 17.1 14.1 17.1 16.3Retirement Eligible 1,129 (16%) - - 19,395 (16%)Retirement Eligible w/i 5 Years 1,383 (20%) - - 21,567 (18%)Total Career Field Gains/Losses 1,884/1,687 - - 19,786/13,042

Training StatisticsBusiness

2008Business

2009DAW 2009

DAU Course Graduates (Classroom) 2,746 2,762 39,568DAU Course Graduates (Web) 4,296 6,195 154,399DAU Continuous Learning Completions 18,508 29,850 494,568

Human Capital Fact Sheet 2009

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Acquisition Career Field FY09 Count Count % Civ Mil Civ % Mil %Army 2,771 38% 2,771 0 100% 0%Navy/Marine Corps 2,286 31% 2,211 75 97% 3%Air Force 1,845 25% 1,717 128 93% 7%DCMA 112 2% 112 0 100% 0%DLA 6 0% 6 0 100% 0%Other 242 3% 242 0 100% 0%Total 7,262 100% 7,059 203 97% 3%

Defense Acquisition Workforce Civilian/Military Composition Business Career Field (FY09)

Occ Series - Description Total Total (%) Cum Army Navy/MC AF Other0501 - Financial Administrator 2,480 34.2% 34.2% 250 1,063 1,154 130343 - Management and Program Analyst 1,761 24.2% 58.4% 1,187 427 66 810560 - Budget Analyst 914 12.6% 71.0% 547 27 284 561515 - Operations Research Analyst 703 9.7% 80.7% 286 279 83 550301 - Administration & Program Staff 255 3.5% 84.2% 230 15 7 3

Top 5 Occupation Series (end of FY2009)Business - Cost Estimating and Financial Management (Civilian)

Note: There are 16 records w ith null values for OCC series#Occ Series in Career Field = 54

Civilian/Military Composition

Top 5 Occupation Series (Civilian)

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<-25 -25 to -21 -20 to -16 -15 to -11 -10 to -6 -5 to -1 0 to 4 5 to 9 10+

Gains 435 155 175 207 206 165 48 4 2

Losses 93 58 71 100 132 109 181 49 17

-

50

100

150

200

250

300

350

400

450

500

Nu

mb

er

of

Civ

ilian

s

Career Lifecycle by Years to Retirement Eligibility

Defense Acquisition WorkforceWorkforce Lifecycle FY09 Gains & Losses*

(by Years to Full Retirement Eligibility)

*Does not include administrative gains and losses

- Business


Retirement


Retirement



The Business acquisition career field is comprised of members who enter and leave the workforce at all stages of the career lifecyle.

Retirement Eligible

Loss

es

Gai

ns

22


Future Career Group Mid Career Group Senior Career Group Total

Turnover FY07 10.6% 9.6% 16.7% 12.8%

Turnover FY08 11.4% 12.0% 17.5% 14.1%

Turnover FY09 10.8% 10.5% 13.3% 11.6%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Turn

over

Per

cent

for

Civ

ilian

s

Turnover Percent by Career Lifecycle Groups

Defense Acquisition Workforce Turnover(FY07, FY08, FY09)(by Career Lifecycle Group)(Civilian)

- Business


Retirement


Retirement



TOTAL

Turnover has decreased across the career lifecycle groupsfrom FY2008 to FY2009, in part due to economic conditions.

FY07 FY08FY09

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Total for Key Leadership Positions as of Dec 31, 2009 = 1,052

DOD Acquisition Career Field Army DoN Air Force Other Total % of All KLPs Cum %Program Management 299 191 105 13 608 58% 58%Engineering 73 41 28 0 142 13% 71%Business - Cost Estimating 2 25 0 0 27 3% 74%Life Cycle Logistics 17 0 4 0 21 2% 76%Contracting (Added by DOD) 87 31 20 20 158 15% 91%TOTAL 478 288 157 33 956 91%

Other = 96

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NDAA FY10, SEC. 1108. REQUIREMENT FOR DEPARTMENT OF DEFENSE STRATEGIC WORKFORCE PLANS.

• The Secretary of Defense shall submit to the congressional defense committees on an annual basis a strategic workforce plan to shape and improve the civilian employee workforce of the Department of Defense.

• The “Acquisition” plan shall include: • All - An assessment of the critical skills and competencies that will be needed in the future within the civilian

employee workforce by the Department of Defense to support national security requirements and effectively manage the Department during the seven-year period following the year in which the plan is submitted;

• All - the appropriate mix of military, civilian, and contractor personnel capabilities;• All - the critical skills and competencies of the existing civilian employee workforce of the Department and

projected trends in that workforce based on expected losses due to retirement and other attrition;• All - gaps in the existing or projected civilian employee workforce of the Department that should be

addressed to ensure that the Department has continued access to the critical skills and competencies .• All - Plan of action for developing and reshaping workforce• All - Specific recruiting and retention goals• All - Specific strategies for developing, training, compensating and motivating workforce• All - any incentives necessary to attract or retain any civilian personnel possessing the skills and

competencies identified• All - Specific “size” change needs • All - any legislative changes that may be necessary to achieve the goals• An assessment, using results-oriented performance measures, of the progress of the Department in

implementing the strategic workforce plan under this section during the previous year.• All - Funding needed• Any additional matters the Secretary of Defense considers necessary to address.• Each strategic workforce plan under subsection (a) shall include a separate chapter to specifically address

the shaping and improvement of the senior management, functional, and technical workforce (including scientists and engineers) of the Department of Defense.

• Acquisition - Plan of action for improving the DAW• Acquisition - Specific steps to develop appropriate career paths for the DAW• Acquisition - A plan for funding needed improvements thru FYDP• The Secretary of Defense shall require the Secretary of each military department and the head of each

Defense Agency to submit a report to the Secretary addressing each of the matters described in this section

Comprehensive Workforce

Analysis, Strategy & Reporting

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Defense Acquisition Workforce (Civilian) (FY09) - Business

Gains to Career Field from within DAW and/or DOD

(FY08= )

Administrative gains to Career Field (no apparent personnel action)

(FY08= )

Losses to Career Field but stay in DAW and/or DOD

(FY08= )

Administrative losses (no apparent personnel action)

(FY08= )

Gains

Losses LossesLosses

Gains

469

Gains and Losses byExternal to DOD, Internal to DOD, and Administrative Categories

592

-517 -878-292

823 577 419

New Hires (new to DoD) (FY08= )364

Gains

(Leave DoD)(FY08= )-390

-658-603

Changes to Acquisition Workforce FY09 Size/Count

GAINS WHICH INCREASE WORKFORCE SIZE

Exte

rnal

Hir

e

Inte

rnal

Gai

n

Ad

minG

ain

LOSSES WHICH REDUCE WORKFORCE SIZE

Stay

in D

OD

Leav

e D

OD

Ad

min

Lo

sse

s

e.g., assimilation,career field migration,other coding updates

e.g., career field migration,other coding updates

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FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Target Gains(Recruiting, Hiring) 1,699 1,144 1,168 1,178 1,118 1,136 1,034 1,031

Target Max Losses(Retention) (823) (930) (961) (989) (1,012) (1,024) (1,034) (1,031)

(1,200)

(700)

(200)

300

800

1,300

1,800

Nu

mb

er

of

Civ

ilian

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Gains and Losses to Achieve & Maintain Target StrengthDefense Acquisition Workforce - DOD-Wide (Business) (Civilians)

PB23 FY08 Baseline = Growth by FY15* =Target Strength =

7,006 1,688 8,694

*Growth estimates are as of Oct 2009 Senior Steering Board Component Inputs

1 the defense acquisition business community phil rodgers principal deputy director, acquisition...

Documents

business acquisition

organic acquisition

acquisition resources

acquisition capabilities

workforce capability

acquisition total force

projected workforce

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