1 the defense acquisition business community phil rodgers principal deputy director, acquisition...
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1
The Defense Acquisition
Business Community
Phil RodgersPrincipal Deputy Director,
Acquisition Resources and Analysis April 2010
2
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
3
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
4
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
5
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
6
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”
7
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%
8
FY09 Defense Acquisition Workforce - Business
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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FY09 Defense Acquisition Workforce - Business
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.
10
FY09 Defense Acquisition Workforce - Business
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
11
FY09 Defense Acquisition Workforce - Business
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
12
FY09 Defense Acquisition Workforce - Business
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
Senior Career Group -5 or less years to retirement
or retirement eligible
Mid Career Group -6 to 15 Years to
Retirement
Future Career Group -16 to 30+ Years to
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
13
FY09 Defense Acquisition Workforce - Business
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
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
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
15
BACKUP - Other
15
16
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”
17
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)
18
Workforce Report to Congress in Coordination
DRAFT
19
FY09 Defense Acquisition Workforce - Business
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
20
FY09 Defense Acquisition Workforce - Business
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)
21
FY09 Defense Acquisition Workforce - Business
<-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
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
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
FY09 Defense Acquisition Workforce - Business
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
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
TOTAL
Turnover has decreased across the career lifecycle groupsfrom FY2008 to FY2009, in part due to economic conditions.
FY07 FY08FY09
23
FY09 Defense Acquisition Workforce - Business
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
24
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
25
FY09 Defense Acquisition Workforce - Business
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
26
FY09 Defense Acquisition Workforce - Business
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
s
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