Workforce Update 4th Estate Summit November 8, 2011 Garry Shafovaloff ATL Human Capital Initiatives OUSDATL

1. 1

2. On behalf of Mr. Kendall and Mr. CharlesThank YOUfor all you do to support each member of our profession and team – The Defense Acquisition Workforce

3. Acquisition Workforce Challenges & Opportunities? Key Questions How can we help our workforce to successfully meet tough demands? – their excellent work and acquisition results are critical to national security How can we contribute as a community in this tough budgetary environment - the acquisition workforce is key to increased buying power and efficiencies How do we best ensure the readiness of our new and mid-career workforce as experienced, qualified acquisition professionals and leaders? How do we transfer our profession’s knowledge/expertise to the new generation of the Defense Acquisition Workforce? – e.g., coaching and mentoring How can we successfully compete for the talent we need on an enduring basis? How can we engage, motivate and retain the new workforce – supporting individual and acquisition mission success? How can we improve meeting “Big A” workforce acquisition-related competency needs? – many partners contribute to acquisition success who are not part of the DAWIA workforce How can we motivate and improve recognition of the great efforts of the acquisition workforce? How do we improve workforce requirements, planning and gap analysis; targeting of initiatives/investments, and leverage/migrate best practices? And more…

4. 4

5. 5

6. 6 Getting the results we want … improved critical thinking and smart business decisions… means changing AWF behavior … DAU plays an important role in achieving the changed behaviorGetting the results we want … improved critical thinking and smart business decisions… means changing AWF behavior … DAU plays an important role in achieving the changed behavior

7. VisionCreating a High Quality, High-Performing, Agile Defense Acquisition Workforce, to Achieve Technological and Warfare Dominance 7

8. 8

9. 9

10. Defense Acquisition Workforce Count2001 – 2011Q3 10

11. Significant Loss of Experience on Horizon 11

12. Civilian YRE Component Comparison – By Percentage 12

13. 4th Estate Agencies – Civilian YRE Comparison 13

14. Current Direction 14

15. 15 OVERVIEWDEPARTMENT OF DEFENSEFISCAL YEAR 2012 BUDGET REQUEST

16. Joint USD AT&L & Comptroller Guidance

17. Leadership ChangesToday’s Challenges & Objectives 17

18. …"In this fiscal environment, every program, every contract and every facility will be scrutinized for savings, savings that won't reduce readiness or our ability to perform essential missions.“ …"In addition, we will look to procurement reforms that improve competition, cost control and delivery."

21. AT&L HCI Director’s FY12 Guidance 21

22. Recent Guidance

23. Review of Recent FY12 Defense Acquisition Workforce Improvement Program Guidance and Policy 23

24. Mr. Charles’s e-mail and PowerPoint of October 3, 2011 24

25. Mr. Charles’s e-mail and PowerPoint of October 6, 2011 25

26. Mr. Kendall’s “Six Objectives” memo of October 7, 2011 26

27. Mr. Charles’s “Roadmap” memo of October 12, 2011to Workforce Senior Steering Board (SSB) 27

28. The Acquisition Workforce Roadmap 28

29. Strategically build the acquisition workforce to “higher level” (Growth and Quality) – Follow through on investment Take the workforce to a “higher level” to achieve Better Buying Power Take workforce quality to “higher level” - Post Certification Workforce Development Take workforce “profession” recognition to a higher level – Increase recognition and incentives to motivate and retain those with significant experience and major responsibilities Take Mid-Career Workforce to “Higher Level” of Readiness Take workforce planning to “Higher Level” - Improve requirements and data driven approach to workforce planning 29

30. Defense Acquisition WorkforceGuidance “Roadmap” Strategically build the acquisition workforce to “higher level” (Growth and Quality) – Follow through on investment Rebuild technical/systems engineering bench strength; return to Lead Integrator capability Strengthen DOD’s capability to perform inherently governmental functions and provide appropriate oversight for acquisition Stabilize and optimize workforce investment – Resource enhanced workforce – increased size, enhance development programs, and enhanced DAU mission – for the long term Leverage FFRDCs, UARCS and contractor support to acquisition mission Ensure scarce DAWDF resources are used for high priority targeted growth and quality initiatives to achieve and sustain the highly qualified workforce we need – $1.3B invested so far; 130 FY12 proposals = $775M 30

31. Defense Acquisition WorkforceGuidance “Roadmap” Strategically build the acquisition workforce to “higher level” (Growth and Quality) – Follow through on investment Rebuild technical/systems engineering bench strength; return to Lead Integrator capability Strengthen DOD’s capability to perform inherently governmental functions and provide appropriate oversight for acquisition Stabilize and optimize workforce investment – Resource enhanced workforce – increased size, enhance development programs, and enhanced DAU mission – for the long term Leverage FFRDCs, UARCS and contractor support to acquisition mission Ensure scarce DAWDF resources are used for high priority targeted growth and quality initiatives to achieve and sustain the highly qualified workforce we need – $1.3B invested so far; 130 FY12 proposals = $775M 31

32. Defense Acquisition WorkforceGuidance “Roadmap” 32

33. Defense Acquisition WorkforceGuidance “Roadmap” 33

34. Defense Acquisition WorkforceGuidance “Roadmap” 34

35. Defense Acquisition WorkforceGuidance “Roadmap” 35

36. Engage, Listen and Allow Communityto ShapeNext Chapter/Roadmapfor theDefense Acquisition Workforce

37. “Connect With Acquisition Workforce”Field Input Critical to Success Purpose: Engage the Acquisition Workforce in the Field, following Dr. Carter and Mr. Kendal visits, to develop local leader and workforce ideas on best “Next Steps” for workforce initiatives Desired Outcomes Field participation to improve initiatives supporting the acquisition workforce Increase awareness and connection across acquisition community Visits would include: Leadership Session: Small group of senior leaders Focus Group Session(s) Approx 15 people (5 entry, 5 mid-career, 5 senior) Working Group Session(s) Right people discuss specific topic(s) (optional) Town Hall Session: Large auditorium setting with entire workforce Post-Visit Actions Follow-up to use field inputs to update DoD-wide workforce master plan Follow-up to address field questions and concerns 37

38. Acquisition Workforce Challenges & Opportunities? Key Questions How can we help our workforce to successfully meet tough demands? – their excellent work and acquisition results are critical to national security How can we contribute as a community in this tough budgetary environment - the acquisition workforce is key to increased buying power and efficiencies How do we best ensure the readiness of our new and mid-career workforce as experienced, qualified acquisition professionals and leaders? How do we transfer our profession’s knowledge/expertise to the new generation of the Defense Acquisition Workforce? – e.g., coaching and mentoring How can we successfully compete for the talent we need on an enduring basis? How can we engage, motivate and retain the new workforce – supporting individual and acquisition mission success? How can we improve meeting “Big A” workforce acquisition-related competency needs? – many partners contribute to acquisition success who are not part of the DAWIA workforce How can we motivate and improve recognition of the great efforts of the acquisition workforce? How do we improve workforce requirements, planning and gap analysis; targeting of initiatives/investments, and leverage/migrate best practices? And more…

39. On behalf of Mr. Kendall and Mr. CharlesThank YOUfor all you do to support each member of our profession and team – The Defense Acquisition Workforce