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State of DAUJune 8, 2004

Frank J. Anderson, Jr.PresidentDefense Acquisition University

Briefing for2004 DAU Alumni Association Annual Symposium

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USD(AT&L)7 GoalsAT&L Workforce Management

Team Effort!

AT&L Workforce Transformation

1. Acquisition Excellence with Integrity

2. Logistics: Integrated and Efficient

3. Systems Integration & Engineering for Mission Success

4. Technology Dominance

5. Resources Rationalized

6. Industrial Base Strengthened

7. Motivated, Agile Workforce

Motivated, Agile Workforce

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Motivated, Agile Workforce

RECRUIT DEVELOP RETAIN REWARD

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Motivated, Agile Workforce

Right PeopleRight Skills, Right Pay, Right Place and Right

Time

Tra

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RECRUIT DEVELOP RETAIN REWARD

Acq

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Motivated, Agile Workforce

Right PeopleRight Skills, Right Pay, Right Place and Right

Time

Tra

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Streamlining DAWIA initiative – flexibility in managing acquisition workforce and career management

Acquisition Demonstration/NSPS – compensating employees based on performance/contribution to mission

Marketing and targeted recruiting – increase the pool of qualified candidates for acquisition jobs at both the entry and journeyman level – including outside of government

Implement a central referral system – allowing the acquisition workforce to apply for jobs across the Department and creating a single repository for all job announcements

AT&L Performance Learning Model (PLM) - Facilitate learning organizations by deploying the PLM - a capabilities-based approach that promotes career-long learning and provides the workforce more control over their learning solutions

Rapid Deployment Training (RDT) – rapidly deliver awareness training on evolving practices and major new policy initiatives

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Motivated, Agile Workforce

Centralized Policy, Guidance, Metrics …Decentralized Execution

DAWIA I DAWIA II

FlexibilityStructure

5

DAWIA

II

Defense Acquisition University - 2004

Office of the President

Mr. Anderson

Commandant COL Flom

Performance & Resource Mgt

Executive Institute

Commandant

Curricula Dev & Supt Center

e Learning & Tech Center (ELTC)

Office of the President

President Mr. Anderson

Commandant COL Flom

President, DAU (AT&L Chief Learning Officer)

Office of the President

Mr. Anderson

Acquisition Workforce &Career Management

Curricula Development & Support Center

Learning Programs and Technology

Defense Acq Workforce

West SouthMidwest Mid-AtlanticCapital & NEWest SouthMidwest OPS Supt GP

DSMC-SPM

Capital & NE

Mid-Atlantic

Planning, Policy, & Leadership Support

“Vision, Planning, & Direction” “Assessment, Performance, & Measurement”

“Mission Operations”“Learning Product Development / Knowledge Sharing”

“AT&L Workforce Management”

Defense Agency Career Manager

Acker Library &Knowledge Repository

Director - Johnson

President – Anderson

Vice President – McMichael

Director - Whiteside

Executive Director – McMichaelDep Exec Dir - Erie

Executive Director – NeilsonDep Exec Dir - McMahon

Commandant - (Vacant)

Director – Ainsley

Director – Erie

Director – Haltzel

Director – McMahon

Director – Shafovaloff

Dean – Zaleski

Dean – Emke

Dean – McCullough

Dean – Smith

Dean – Shannon

Dean – Fitch

Director – Hayne

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Career Field

Build Depth

Internships; Cooperative Education; Scholarships; Tuition Reimbursement; Training;Acquisition Fellowship Program;

Exchange and Rotational Programs

Build Breadth

Key Leadership

People Positions

Acq

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tion

Wor

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/- 1

34,0

00 P

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Entry Level

Cri

tica

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P

osi

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ns

(21,

000)

Acq

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itio

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orp

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KL

Ps

(1,5

00)

Notional Grade/Rank

SES/GO/Flag

GS-15/O-6

GS-14/O-5

GS-13/O-4

GS-9-12/O-3

GS-5-7/O-1-2

Le

ve

l I

&

Le

ve

l II

Le

ve

l II

&

Le

ve

l II

IL

evel

III C

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fica

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New Concepts:Focused Career Development

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New Concepts:Competency-Based Certification Program

Track 1: DAU Functional Training

Level I

Track 2: Workplace / Personal Experience / Fulfillment

Track 3: Professional Association Certification / Other

1. Any track for certification.

2. Tracks can be switched.

3. Ed and exp the same.

Track 1

Track 2

Track 3

or

or

Track 1

Track 2

Track 3

or

or

Track 1

Track 2

Track 3

or

or

Level II Level III

Supervisor/Employee Assessment of Competencies and Gap IDP

Functional & Core Competency Development / Certification Levels I, II, III

Continued Professional Development

Competencies

Leadership(Universal)

• Leading Change

• Leading People

• Results Driven

• Business Acumen

• Building Coalitions / Communication

Functional(Technical)

• Unique to career field

• Functional Advisor

Core(Acquisition)

• Core acquisition competencies apply across functional areas

• ACQ 101 & ACQ 201 Competencies• Defense Acq. System • JCIDS• PPBE

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Streamlined DAWIA Regulations

Current System

90% Reduction of Regulatory Guidance

5000.52

5000.52M

5000.58

5000.58R

5000.58G

5+ Documents 230 Pages

2 Documents 23 Pages

New System

5000.52(Revised) 5000.52M

(Revised)

Policy Memos

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USD(AT&L)7 Goals1. Acquisition Excellence with

Integrity

2. Logistics: Integrated and Efficient

3. Systems Integration & Engineering for Mission Success

4. Technology Dominance

5. Resources Rationalized

6. Industrial Base Strengthened

7. Motivated, Agile Workforce

“The United States will … transform America’s national security

institutions to meet the challenges and opportunities of the twenty-first

century.”

President George W. Bush,

September 2002

“The United States will … transform America’s national security

institutions to meet the challenges and opportunities of the twenty-first

century.”

President George W. Bush,

September 2002

“Another priority element of the Department’s corporate transformation

strategy is the reform of the acquisition process. The Department is

reducing cycle time and aligning acquisitions with a new capabilities-

based resource allocation process built around joint operating

concepts.”

Secretary of Defense Donald Rumsfeld,

April 2003

Leadership AlignmentA3CR

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OSDOSD

DoD Balanced Score Card

Assessment

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Consider the way training was delivered in the past.Consider the way training was delivered in the past.

• Someone set the daySomeone set the day• Someone set the placeSomeone set the place• Someone set the timeSomeone set the time

Once Upon a Time…Once Upon a Time…

But today it is But today it is differentdifferent::

““We have created a powerful We have created a powerful learning environment.”learning environment.”

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Group

Individual

KnowledgeDistribution

SkillsDevelopment

• Performance Support• Action Learning• Fee for Service• Targeted Training

• DoD Deskbook• Communities of Practice• Yellow Pages

• Web-based Learning Management System

Resident DAWIACertification Training

Distributed Learning

• Classroom• On-site

Knowledge Sharing

Job Performance Support

DAU’s Approach to Training Transformation

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Have an Overarching Learning Strategy -- Learning Architecture

Overarching Learning Strategy Balancing:• Curriculum modernization• Continuous learning• Performance support• Evolving practices• Knowledge sharing /

Communities of Practice& Enabling Learning

Organizations

And Most Important…Closely Linked to Achieving Senior Leadership Goals

Creating an environment where we learn Before, During, and After the training intervention…

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-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

1 2 3 4 5

PS hours

RDT hours

ACC site hours

AKSS site hours

CL module hours (*includesAWF hours in non-DAU hostedcourses)

eLearning hours

Classroom hours

FY 00 FY 01 FY 02 FY 03 FY 04 ProjectedClassroom hours 2,900,000 2,100,000 1,700,000 2,260,000 2,000,000eLearning hours 120,000 463,000 540,000 1,470,000 1,900,000CL module hours (*includes AWF hours in non-DAU hosted courses) 331 20,382 456,423 192,000AKSS site hours 240,000 264,000ACC site hours 37,000 207,500RDT hours 18,000 24,000PS hours 118,800 124,000

Total Hours 3,020,000 2,563,331 2,260,382 4,600,223 4,711,500

Total Learning & Development Hours

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

FY 00 FY 01 FY 02 FY 03 FY 04 Projected

Capacity

Learning Asset Availability

104% Growth 02 -03

“2004 should be the year of ‘e’ “

Mike Wynne Jan 04

“2004 should be the year of ‘e’ “

Mike Wynne Jan 04

0.9 million hours new learning products to the

workforce

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121% Growth 02 -04

Total

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• 93 consulting efforts totaling 6,400 hours

• Over 12,000 AT&L workforce members received 18,000 hours of RDT training

• 124 targeted training events totaling 112,400 contact hours(74 courses available)

• 58,176 course completions(2,816 industry)

• 1,170 offerings• 40,465 students accessed courses via the Internet

• 18,000 people per weekvisited online Acquisition Knowledge Sharing System (AKSS)• 5,959 registered members of the ACC• Over 277,000 contact hours

Since FY 98 ---• 75% increase in student throughput • 42% decrease in cost per graduate

(51) (37) (11)

• 190,578 cumulative accesses• 166,887 registered users• 106,750 completions of Continuous Learning Center Modules• 456,423 contact hours

• 93 consulting efforts totaling 6,400 hours

• Over 12,000 AT&L workforce members received 18,000 hours of RDT training

• 124 targeted training events totaling 112,400 contact hours(74 courses available)

• 58,176 course completions(2,816 industry)

• 1,170 offerings• 40,465 students accessed courses via the Internet

• 18,000 people per weekvisited online Acquisition Knowledge Sharing System (AKSS)• 5,959 registered members of the ACC• Over 277,000 contact hours

Since FY 98 ---• 75% increase in student throughput • 42% decrease in cost per graduate

(51) (37) (11)

• 190,578 cumulative accesses• 166,887 registered users• 106,750 completions of Continuous Learning Center Modules• 456,423 contact hours

• Growth in Performance Support• PM Reengineering 300 work years $18 million in salary

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FranceCL Foreign: 4

eLearningContinuous Learning (CL): 116 Countries 47 Courses *86 Foreign OCONUS Users 9,042 US OCONUS Users 146,125 Foreign and US CONUS Users

Web-based certification training: 15 Countries 8 Courses 59 Foreign OCONUS Users 525 US OCONUS Users 22,417 Foreign (26) and US CONUS Users

* Data Collected by Checking Email & Org Addresses w/in Countries

South KoreaCL US: 694DL US: 47DL Foreign: 4

JapanCL US: 2074CL Foreign: 4DL US: 81DL Foreign: 11

GuamCL US: 288CL Foreign: 1 DL US: 22

AustraliaCL US: 5CL Foreign: 13DL Foreign: 11

United KingdomCL US: 489CL Foreign: 5DL US: 22DL Foreign: 4

SpainCL US: 97DL US: 7DL Foreign: 1

ItalyCL US: 564CL Foreign: 3DL US: 33DL Foreign: 3

GreeceCL US: 29CL Foreign: 3

BelgiumCL US: 94

NetherlandsCL US: 54 CL Foreign: 1DL US: 5

GermanyCL US: 2407CL Foreign: 7DL US: 153DL Foreign: 12

AfghanistanCL US: 95

AlbaniaCL US: 42

BahrainCL US: 78DL US: 8DL Foreign: 1

Saudi ArabiaCL US: 40DL US: 3

TurkeyCL US: 157CL Foreign: 2DL US: 4

AlgeriaCL US: 33

IcelandCL US: 90 DL US: 3

CubaCL US: 54DL US: 10

Puerto RicoCL US: 305CL Foreign: 3DL US: 5

CanadaCL US: 7CL Foreign: 15DL Foreign: 2

Virgin IslandsCL US: 50

KuwaitCL US: 35DL US: 2

IsraelCL US: 8DL US: 1DL Foreign: 1

PortugalCL US: 14

SingaporeCL US: 23CL Foreign: 1DL US: 3DL Foreign: 2 American Samoa

CL US: 14

IraqCL US: 17

EgyptCL US: 6CL Foreign: 4DL Foreign: 1

ThailandCL US: 17CL Foreign: 1DL US: 5DL Foreign: 1

Marshall IslandsCL US: 13DL US: 4

US Minor Outlying IslandsCL US: 961

9,128

United StatesCL US & Foreign: 138724DL US: 17090DL Foreign: 26

584

TaiwanCL Foreign: 10

As of February 11, 2004

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Fiscal YearFiscal Year

DAU Industry Course CompletionsFY 1990 – FY 2003

0

500

1000

1500

2000

2500

3000

Web

Classroom

Co

urse C

om

pletio

ns

Co

urse C

om

pletio

ns

19901990 19911991 19921992 19931993 19941994 19951995 19961996 19971997 19981998 19991999 20002000 20012001

Over 10,500 Industry Completions!

20022002 20032003

As of 31 January 2003

360o Training Construct

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High Performance Work Culture

1

Link the leadership andour people at all levels

2

Challenge and recognizeour people for value-addedcontribution

3

Give ownership and foster understanding of our mission priorities and involve our people in decision-making

4

Create a safe, healthy, fair, transparent, and fun workplace

Steps to create a climate where people are valued for doing their best!

Challengeand

Recognition

Ownershipand

Involvement

Fairnessand

Equity

Communicateand

Align

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• Training Top 100 2003

• Corporate University Xchange Excellence Awards - Best Practices 2003

• Member of Learning and Development Round Table 2003

• ASTD Best Award 2003

• Brandon Hall Gold Award for PLM as a Best Practice - Excellence in e-Learning 2003

• Selected to represent DoD in President’s Quality Awards in two categories 2003

• CUBIC Best Overall Corporate University 2002

• CUBIC Best Virtual Corporate University 2002

• CUBIC Most Innovative Corporate University 2002

• CUBIC Leader of the Year 2002

• USDLA Awards 2001 and 2002

• On the Cover of Major Magazines

• Award Winning Best Practice Presentations at National Learning and Development and Corporate University Conferences

“… this is a noteworthy success for the Department of Defense. It shows that our organizations can be competitive with the best from the private sector given aggressive leadership and a commitment to transformation.”

-- Mr. Pete Aldridge, Memorandum to SecDef Rumsfeld, 24 November 2002

The 5th Annual Corporate University Xchange

Excellence Awards

Sponsored by magazine

= Sector LeadershipA3CR

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