[PDF] The Department Of The Navys Civilian Acquisition Workforce An Analysis Of Recent Trends eBook

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Publisher :
Page : 0 pages
File Size : 19,99 MB
Release : 2009
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ISBN :

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While workforce issues in general - human capital strategic planning efforts in particular-are important throughout the DoD, the AT & L workforce has received special attention. The strategic human capital plan for the AW, which is currently in its third revision (see DoD, Acquisition, Technology, and Logistics, 2007), emphasizes several critical workforce issues: the eventual loss of retirement-eligible personnel and their knowledge, understanding the differences in the workforce generations (aging baby-boomers compared with Generations X and Y, for example), and coping with the increasing demand for workers educated in science and engineering. In 2006, the Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, Director of Human Capital Initiatives (OUSD(AT & L)/HCI)), asked RAND to analyze DoD AW data. RAND's findings for OUSD(AT & L/HCI) are presented in Gates er al. (2008). While that inquity was under way, the United States Navy asked RAND to under-take a complementary analyis focusing on the DoN's civilian AW. The DoN asked RAND to provide a descriptive overview of the DoN civilian AW and conduct preliminary analyses of data related to specific workforce management issues of retention, professional development, and leadership. This report summarizes what we learned about DoN's civilian AW and these workforce management issues.

Author : Susan M. Gates
Publisher : RAND Corporation
Page : 66 pages
File Size : 31,39 MB
Release : 2009
Category : Business & Economics
ISBN :

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Provides a descriptive overview of the Department of the Navy's civilian acquisition workforce over the past decade and presents the results of preliminary analyses of data related to specific workforce management issues: retention, professional development, and leadership.

Author : Susan M. Gates
Publisher : Technical Report (RAND)
Page : 80 pages
File Size : 47,82 MB
Release : 2008
Category : Business & Economics
ISBN :

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The defense acquisition workforce includes more than 126,000 military and civilian personnel responsible for providing a wide range of acquisition, technology, and logistics support to the nation's warfighters. This report summarizes workforce analyses that RAND has undertaken in support of the Defense Acquisition University, which is responsible for strategic human capital management of that workforce. It covers the civilian acquisition workforce, the careers of acquisition workforce senior executive service members, and the relationship between the military and civilian acquisition workforce. It also describes a workforce inventory projection model that uses data on the civilian acquisition workforce as a key input. The authors conclude that better definition and tracking of the acquisition workforce would improve workforce planning and that workforce analysis is only one step in an overall strategic human capital planning effort.

Author : U S Government Accountability Office (G
Publisher : BiblioGov
Page : 30 pages
File Size : 18,3 MB
Release : 2013-06
Category :
ISBN : 9781289030230

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GAO's continuing reviews of the acquisition workforce, focusing on the Department of Defense (DOD); the Departments of the Army, Navy, and Air Force; the Departments of Veterans Affairs, Energy, and Health and Human Services; the General Services Administration; and the National Aeronautics and Space Administration, indicate that some of the government's largest procurement operations are not run efficiently. GAO found that requirements are not clearly defined, prices and alternatives are not fully considered, or contracts are not adequately overseen. The ongoing technological revolution requires a workforce with new knowledge, skills, and abilities, and the nature of acquisition is changing from routine simple buys toward more complex acquisitions and new business practices. DOD has adopted multidisciplinary and multifunctional definitions of their acquisition workforce, but the civilian agencies have not. DOD and the civilian agencies reviewed have developed specific training requirements for their acquisition workforce and mechanisms to track the training of acquisition personnel. All of the agencies reviewed said they had sufficient funding to provide current required core training for their acquisition workforce, but some expressed concerns about funding training for future requirements and career development, particularly because of budget cuts made recently at the Defense Acquisition University.

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Page : 49 pages
File Size : 20,64 MB
Release : 2008
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The purpose of this joint applied project was to investigate and provide a comprehensive overview of the importance of human capital to the Department of the Navy civilian workforce. Causes for human capital loss in this arena are examined and plans to prevent a shortage and loss of talent, knowledge, and experience are addressed. Human capital is defined by Derek Stockley as the knowledge and experience each individual brings to the workplace. Investing in human capital is as important as investing in tangible assets, such as buildings and equipment. The value of human capital can be difficult to measure and is often realized in its absence. The joint applied project plan describes the extent to which the Department of the Navy plans, programs, and actions are deemed sufficient for mitigating the potentially negative impacts of an aging and demographically changing defense civilian workforce. This includes substantial recruiting difficulties and challenges retaining crucial skill sets that are changing during wartime. It will draw conclusions, make recommendations, and discuss alternatives to alleviate the impacts of these factors and trends on Navy civilian workforce performance.

Author :
Publisher : DIANE Publishing
Page : 168 pages
File Size : 28,52 MB
Release : 1998
Category :
ISBN : 1428981268

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This report provides three policy recommendations, based on the overarching theme of more closely integrating DoD with industry. The Sub-Panel believes that improved integration with industry is the critical element that will enable the acquisition system to perform better, faster, and cheaper in support of the warfighter. The recommended policy initiatives are that DoD should: 1. Restructure its Research, Development, Test, and Evaluation (RDT & E) organizations and associated workforce to enable the Department to make better use of the capabilities of industry and other government agencies, to concentrate in-house capabilities in areas where there is no external capability, and to eliminate duplicative capabilities. 2 Expand the use of price-based forms of contracting to reduce the cost of doing business with Department of Defense (DoD) for existing Defense contractors and to give DoD access the segments of industry that currently choose not to do business with the Department because of the costs and complexities associated with cost-based contracts. 3. Expand the oursourcing of sustainment activities to eliminate duplicative capabilities between DoD and industry, to enable the Department to capitalize on industry's advancements in applying technology to these functions, and to provide better support to the user.

Author : Laura Werber
Publisher : RAND Corporation
Page : 0 pages
File Size : 50,25 MB
Release : 2012-10-08
Category : History
ISBN : 9780833076878

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The U.S. Department of Defense (DoD) Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) is an effort to reengineer the civilian personnel system to meet the needs of the acquisition workforce and to facilitate the fulfillment of the DoD acquisition mission. Congress required an independent assessment of the program against 12 criteria by September 30, 2012. This report is that legislatively mandated assessment.

Author : United States. Navy
Publisher :
Page : 29 pages
File Size : 43,91 MB
Release : 2020
Category :
ISBN :

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The DON faces an inflection point in the size, scope, and capabilities of its workforce. This strategy enables the DON to leverage the best practices of industry to develop a future-ready workforce for the year 2030. The U.S. Navy and Marine Corps face a shifting threat landscape, including non-state actors, reintroduction of multipolar competition, and the ambiguity of cyberspace. The DON must provide a civilian workforce that evolves and innovates even quicker, helping to ensure that our Sailors and Marines are prepared for the future. This strategy drives the DON into the future through a series of coordinated enterprise- wide activities designed to achieve the future vision that is embedded in the strategy. The workforce of the future will be agile, motivated by the DON’s mission, strengthened by the brand, empowered by continuous learning, mobilized for expansion across the enterprise, and supported by unfettered access to consumer-grade technology. By implementing this strategy, the DON will continue to grow in its role as a world-class employer, responsible for defending the Nation from threats across the globe.