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State of DAUJune 8, 2004
Frank J. Anderson, Jr.PresidentDefense Acquisition University
Briefing for2004 DAU Alumni Association Annual Symposium
2
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
3
Motivated, Agile Workforce
RECRUIT DEVELOP RETAIN REWARD
Acq
Dem
o,
BP
, N
SP
S
Ou
trea
ch&
Co
mm
un
ica
tio
n
Car
eer
Man
agem
ent
Motivated, Agile Workforce
Right PeopleRight Skills, Right Pay, Right Place and Right
Time
Tra
inin
g
RECRUIT DEVELOP RETAIN REWARD
Acq
Dem
o,
NS
PS
Ou
trea
ch&
Co
mm
un
ica
tio
n
Car
eer
Man
agem
ent
Motivated, Agile Workforce
Right PeopleRight Skills, Right Pay, Right Place and Right
Time
Tra
inin
g
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
4
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
6
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
uisi
tion
Wor
kfor
ce +
/- 1
34,0
00 P
eopl
e
Entry Level
Cri
tica
l A
cqu
isit
ion
P
osi
tio
ns
(21,
000)
Acq
uis
itio
n C
orp
s
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
erti
fica
tio
n
New Concepts:Focused Career Development
7
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
8
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
9
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
P
11
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.”
12
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
13
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…
A3CR
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14
-
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
A3CR
P
121% Growth 02 -04
Total
15
• 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
16
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
ReachA3CR
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17
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
18
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
A3CR
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19
• 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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