FROM THE DIRECTOR, U.S. ARMY ACQUISITION SUPPORT CENTER
As I have mentioned in several previous columns, my philosophy at the U.S. Army Acquisition Support Center (USAASC) is “People First.” The theme for this edition of Army AL&T magazine is “The Army Acquisition Workforce.” If you are a frequent reader of my column, you’ve seen an in-depth focus on the training, education and experience that Army Acquisition Workforce members need to best serve the Soldier, as well as insights on how the men and women of the Army Acquisition, Logistics and Technology (AL&T) Workforce succeedin their jobs.
But how is policy converted into practice? That is done by our little organization called the USAASC. (See Figure 1 on Page 152.) It’s my organization, one of only 10 direct reporting units (DRUs) in the Army. I believe it is altogether fitting to provide a “Did You Know?” accounting of how USAASC professionals put the 42,000plus people who make up the Army Acquisition Workforce first by sustaining strategic planning, personnel security, force protection, data management, human resources, resource management and force structure for 12 program executive offices (PEOs) throughout thecountry. As the Director, Acquisition Career Management (DACM) Office, we also foster the professional growth of the Army AL&T Workforce through functional and developmental training.
Here’s how the seven divisions of Headquarters, USAASC and the Army Acquisition Center of Excellence (AACoE) execute these missions.
ACQUISITION CAREER DEVELOPMENT
As the deputy DACM, I am responsible for the career management and development of the AL&T Workforce and U.S. Army Acquisition Corps (AAC). The Acquisition Career Development Division (ACDD), in coordination with USAASC’s Workforce Management Division (WMD), serves as the Army DACM Office responsible for acquisition proponency, advocating for members of the Army AL&T Workforce and AAC in 14 acquisition career fields (ACFs). Specifically, ACDD:• Attends Office of the Secretary of Defense-level functional integrated product team (FIPT) meetings in support of these ACFs as Army DACM Office representatives.• Handles DOD Instruction 5000.66, “Operation of the Defense Acquisition, Technology, and Logistics [AT&L] Workforce Education, Training and Career Development Program,” tenet 5.3, on the responsibilities of heads of DOD components.• Duties include providing opportunities for both civilian and military members of the Defense AT&L Workforce to acquire the acquisition education, training and experience (AETE) necessary to qualify for senior positions; designating AT&L critical acquisition positions; and selecting key leadership positions for approval by the
Craig A. Spisak Director, U.S. Army Acquisition Support Center
Manages the Army’s Defense Acquisition University (DAU) course application process and forecasts AL&T Workforce and AAC course demands annually to ensure that all Priority 1 Army acquisition personnel requiring DAU courses for certification receive seats.
Through its Acquisition, Education and Training Branch, manages a portfolio of Army AETE programs including the Competitive Development Group (CDG)/Army Acquisition Fellowship, Acquisition Leadership Challenge, Senior Service College Fellowship Program, Executive Leadership and numerous tuition assistance programs.
Communicates AL&T Workforce and AAC data for the general officer/Senior Executive Service (SES) quarterly Acquisition Workforce forum.
Actively participates in the Assistant Secretary of Defense for Acquisition Workforce Management Group (WMG) meetings, where AL&T Workforce challenges, initiatives and FIPT issues are discussed. (See related article on Page 170.) The Hon. Frank Kendall, undersecretary of defense for AT&L, hosts quarterly senior steering boards where initiatives from the WMG are vetted and approved.
Is responsible for the Army’s Defense Acquisition Workforce Development Fund and manages an annual budget of more than $100 million in support of its initiatives.
Publishes the quarterly DACM Newsletter, available athttp://asc.army.mil/web/publications/dacm-newsletter/.
USAASC’s Workforce Management Division (WMD) provides career management and career development assistance and support to the AL&TWorkforce worldwide. It serves the workforce by:•Providing career management support, advice and assistance to civilian workforce members, commands, PEOs and acquisition career management advocates.•Executing career field certifications, AAC membership fulfillments and waivers for DA civilians.•Marketing acquisition career management training programs including Acquisition Tuition Assistance, CDG, the Naval Postgraduate School and Army AETE.•Providing acquisition career management training to organizational points of contact.
The Resource Management Division (RMD) believes that proactive management of resources—dollars, manpower and time—is an integral part of doing business. RMD provides budget guidelines, allocates funding and oversees the execution of obligation plans for the PEOs and USAASC, totaling $5 billion to $7 billion. RMD also supports budget-related Program Objective Memorandum matters within the Army’s PEO structure. RMD administers and reviews Headquarters, USAASC financial management activities totaling $85 million to $160 million. In addition, the division:•Annually processes about 1,200 Standard Form 182s (“Authorization, Agreement and Certification of Training”) in support of the Acquisition Tuition Assistance Program, School of Choice programs and 5,000 DAU travel orders.•Manages approximately $5 million annually for AETE and an annual operations budget of approximately $20 million.
The Human Resources Management Division (HRMD) provides consistent HR support for more than 5,000 Army civilian employees in both acquisition and non-acquisition career fields, as well as more than 570 AAC officers within the DRU.•The Civilian HRMD Branch provides PEOs and direct-reporting program managers with the most current civilian personnel policies, procedures and programs, in accordance with Title 5 of the U.S. Code and Title 5, Code of Federal Regulations, and support functions including recruitment, staffing and classification; delegation of authority; performance management; merit system principles and prohibited personnel practices; awards and recognition; labor-management relations; overseas allowances and differentials; retirement and voluntary separation programs; telework; furlough; base realignment and closure; professional development, education and training programs; Senior Enterprise
FORCE STRUCTURE AND MANPOWER
Talent Management; and SES personnel management.
HRMD’s Military HR Branch ensures that the right officer with the right skills is assigned to the right position to support the Army’s acquisition projects and programs. The branch coordinates assignment instructions with PEOs and the U.S. Army Human Resources Command (HRC) for more than 200 AAC officers every year. Along with HRC, the branch updates AAC officers on critical HRC programs and policies,as well as informing them if they are chosen for a centralized selection list (CSL) position, which provides the vital leadership and program management knowledge, skills and abilities for the DRU
The Force Structure and Manpower Division (FSMD) provides managerial assistance to the PEOs and acquisition commands by supportingprogram structure requirements. FSMD leads the planning, coordination and execution of the annual Military Acquisition Position List (MAPL) and CSL reviews. These include more than 1,660 MAPL positions and 100 CSL position requests from multiple Army and joint organizations and defense agencies.
FSMD’s mission is to provide worldclass support to the senior Army acquisition leadership and the acquisition community by:
OPERATIONS, PLANS, STRATEGY AND ANALYSIS
Developing policy and communicating real-time information.
Analyzing and resourcing manpower and force structure requirements.
Streamlining, managing and overseeing the command support process to ensure that the Army selects expert acquisition leaders.
Developing applications to support functional needs (Acquisition Workbook Analysis Readiness Evaluation and MAPL).
Supporting decision-making by the Army acquisition executive (AAE) and the principal military deputy to the assistant secretary of the Army for acquisition, logistics and technology (ASA(ALT)).
The mission of the Operations, Plans, Strategy and Analysis (OPS&A) Division is to maintain a superior acquisition personnel development system and PEO support capability through a strong strategic planning foundation along with accurate and timely data and analysis, resulting in better acquisition professionals, superior Army materiel and a strong Army. OPS&A achieves this by:•Facilitating strategic planning and continuous process improvement within USAASC.•Performing data analysis and performance measurement.
•Identifying and implementing software enhancements to acquisition applications.•Ensuring compliance with information technology and assurance requirements.•Performing internal administrative and facility operations.
•Providing knowledge and records management.
•Overseeing force protection programs for the DRU.
The Communications Division develops and manages all USAASC and many ASA(ALT) outreach communications efforts and branding strategies, providing the necessary message synergy and interconnectivity with other Army elements, including programs, products, program management offices, PEOs, operational units and warfighters by:•Working directly with the AAE and ASA(ALT) to publish Army AL&T magazine, a quarterly hardcopy and online professional development publication, ensuring that the desired philosophy, operational goals and content are in consonance with official Army policy and AAC’s vision, mission and brand.•Conducting the annual Acquisition Virtual Boards process, which supports the AAC annual awards ceremony by capturing nominations from across the Army and administeringonline voting.
•Publishing Access AL&T, an online news outlet, to inform AL&T Workforce members about processes, procedures, techniques and management philosophy, and to disseminate other information pertinent to their professional development.•Creating, maintaining and updating the USAASC website, featuring workforce management and career development information, the digital Army AL&T magazine and Access AL&T, with Web-exclusive, acquisition- focused articles.•Providing support for senior ASA(ALT) leadership participation in conferences and trade shows.
Located on the campus of the University of Alabama in Huntsville, AACoE centralizes Army institutional training, education and career development courses for the AL&T Workforce and improves the effectiveness of leader development efforts while increasing acquisition synergy. (See related article on Page 178.)
AACoE supports the Chief of Staff of the Army’s objective to transform the Army to meet the needs of the 21st century by providing an ideal training set to build and transform the AL&T Workforce. AACoE courses include:•Acquisition Foundation.•Intermediate Program Management.•Intermediate Contracting.•Basic Contracting.•Acquisition NCO Leadership.•Contracting Officer’s Representative.•FA 51 Intermediate Qualification.
All of the USAASC entities described above act together in supporting the AL&T Workforce with superior personnel development systems and management support capabilities. Because we put people first, the AL&T professionals of our Army will continue to be recognized as the driving force behind maintaining our Soldiers as the decisive edge.
For more information on how USAASC accomplishes the mission, go tohttp://asc.army.mil/.