Human Capital Strategic Planning for the DoD AT&L Workforce April 2004 Ms. Lisa Sper Federal Management Partners [email protected] / (703) 671-6600.

Human Capital Strategic Planningfor the DoD AT&L Workforce

April 2004

Ms. Lisa Sper

Federal Management [email protected] / (703) 671-6600 x.110

Support Contractor to DAU Acquisition Workforce & Career Management

Contact Info: Peggy Mattei [email protected] / (703) 681-3471

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What is Human Capital Strategic Planning (HCSP)?

Human Capital Strategic Planning is one element of an

organization’s strategic plan.

HCSP should result in comprehensive set of HR

management policies and practices that align the

structure, culture, and characteristics of the

workforce with the organization’s strategic intent.

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Why the DoD AT&L Workforce?

Acquisition 2005 Task Force Report (Oct 2000) – “Shaping the Civilian Acquisition Workforce of the Future”– Assessed current state of DoD AT&L Workforce “retirement

crisis” and shift in expectations of Acquisition Workforce– Provided 31 recommendations, including Strategic Planning

and Workforce Data Management– Recommendation #1: “Develop and Implement

Comprehensive, Needs-based Human Resource Performance Plans for the Civilian Acquisition Workforce”

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Where We’ve Been

Completed three cycles of human capital strategic planning– First two cycles (FY 01 & FY 02) focused on establishing a framework and

an initial capability

– Third cycle (FY 03) shifted from a “process” perspective to focus on two career fields (Systems Engineering and Life Cycle Logistics)

Fourth cycle (FY 04) currently in progress– Focusing on two more career fields, Contracting and Program

Management

– Using working group approach, with dedicated, continuous involvement of Component representatives

– Producing one AT&L Human Capital Strategic Plan based on consistent, agreed-upon definitions and assumptions

– Making efforts to tie HCSP in with PB-23 and DoD Programming, Budgeting & Execution system (PPBE)

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Status of Current Cycle (FY 04)

March 22 Progress Review

Functional Advisors provided strategic guidance and business cases for the future direction of their career fields

Components provided preliminary workforce data and gap analysis results for four career fields

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Partnerships

Force Provider

Industry/Government

BuysPerformanceas a Package

SustainmentAcquisition

Life Cycle Logisticians

ProgramManager

Total Life Cycle Systems Management

• Project and sustain the force with minimal footprint

• Implement performance-based logistics to compress supply chains and improve readiness

• Reduce cycle times to industry standards

Logistics Business Model

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I L S

OLD Integrated LogisticsSupport (ILS) Manager

TLCSM/PBL

NEW Life Cycle Logistics Manager

Overwhelming Logistics Dogma− “ilities” zealots− Support element cults− Forgot the “integrated”− Transactional Logistics− Drove PM’s crazy

Overwhelming Logistics Dogma− “ilities” zealots− Support element cults− Forgot the “integrated”− Transactional Logistics− Drove PM’s crazy

Networked E2E for Warfighters Systems engineering driven − Commercial practices enablers− Product support integrators− Outcome (readiness) oriented− Service to the PM’s

Networked E2E for Warfighters Systems engineering driven − Commercial practices enablers− Product support integrators− Outcome (readiness) oriented− Service to the PM’s

Shifting Logistics Workforce Skill-setShifting Logistics Workforce Skill-set

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Life Cycle Logistics Workforce Skills Supporting New Business Model

Focus on weapon system sustainment, not stovepipes Ability to support the Program Manager as the Life Cycle

manager Buying logistics performance as package Visibility into cost/risk decisions across the life cycle Management of integrated sustainment chains via public-private

partnerships Influence of design and employment of appropriate health

monitoring, prognostics, and other technology to enable effective weapon system fleet management

Cooperation within Service logistics commands performing as sustainment process owners responsible for developing and improving processes, ensuring a single face to the user, and enabling the delivery of combat capability

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Life Cycle LogisticsFunctional Advisor Issues

Moving to unified Life Cycle Logistics Career Field– From Acquisition Logistics and Systems Sustainment tracks– Combined skill sets required– Larger professionalized workforce needed

Good News:– Future logistics workforce being reshaped by key logistics transformation

initiatives– New Logistics business model provides the strategic direction for workforce

planning

Concerns: – Projected assimilation numbers do not indicate adoption of new business model – DoD Components’ hesitancy to affiliate with DAWIA– Assimilation moratorium delayed FY 04 migration and training

OSD and Service/Agency leadership must emphasize OSD and Service/Agency leadership must emphasize benefits of LCL career field;benefits of LCL career field;

All other non-core logistics positions subject to competitive sourcing All other non-core logistics positions subject to competitive sourcing

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DoD Civilian Logistics Top-Line Totals

Current Inventory(as of 30 Sept 2003)

DoD Civilian Logistics Workforce

Future Desired(as of 30 Sept 2011)

211,7801 Total DoD Logistics 96,0002

10,9853DAWIA

Life Cycle Logistics25,0004

200,795 Non-DAWIA 71,000

1 LMI Logistics Definition based on 30 Sep 2003 workforce data.2 Includes Depot Maintenance workforce, DAWIA workforce and additional 25% of total civilian Logistics workforce to provide non-weapon systems support.3 DoD Acquisition, Technology and Logistics Workforce Count based on 30 Sept 2003 Component DAWIA & DMDC Data, published February 2004 by Jefferson Consulting.4 Projection based on need for DoD Life Cycle Logistics workforce supporting new business model.

Non-DAWIA95%

DAWIA5%

Non-DAWIA74%

DAWIA26%

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DoD Logisticians – Functional Guidance(DAWIA and Non-DAWIA)

DoD Logistics Workforce

Current Inventory(as of 30 Sept 2003)

Future Desired(as of 30 Sept 2011)

a. Military - Active Duty 513,004 1

b. Military – Select Reserves 303,641 1

c. Total Military 816,645 1

d. Military in Deployable Units 602,211 2 301,000 3

e. Other Military 214,434 4 214,434 5

f. Total DoD Civilians 211,780 1 96,000 6

g. Depot Maintenance Logistics Workforce (incl in Total Civilians)

47,000 7 47,000 8

h. Total Logistics Workforce (Total Military + Total Civilians)

1,028,425 9 582,645 10

i. DAWIA Civilian Life Cycle Logistics Workforce

10,985 11 25,000 12

j. Non-DAWIA Civilian Life Cycle Logistic Workforce

200,795 13 71,000 13

Notes are on the following page.

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Notes: 1 Source: LMI Logistics Definition based on 30 Sep 2003 workforce data. 2 Source: LMI Analysis supporting DoD Logistics Cost Baseline, 2001. The total deployable logisticians are 602,211 – 348,124 active duty and 254,087 reserve and guard. This analysis is based on the Defense Manpower Database as of 30 Sept 1999 (the latest LMI had when performing this analysis in 2001) 3 Source: QDR Logistics and Infrastructure Team postulated 50% deployable logistics footprint reduction. The 50% factor was not published in the actual QDR Report, Sept 30, 2001. Some recent briefings from ADM(Ret) Cebrowksi, Defense Transformation Office, have also mentioned a 50% logistics footprint reduction. http://www.us.net/signal/Archive/May03/military-may.html 4 Source: Line c – d. 5 Source: Assumes no change in these military personnel as they support operational movement, integration, joint processes, and weapon

system management. 6 Source: Future Desired Civilian Workforce includes Depot Maintenance workforce + DAWIA Civilians + 25% additional workforce

(24,000) to provide non-weapon systems support. 7 Source: LMI data, end of FY 2003 Depot Maintenance Workforce was 67,700, of which 20,700 were non-logisticians. 8 Source: Assumes no reduction in Depot Maintenance Workforce, which support core (10 USC 2464) workload. 9 Source: Line c + f. 10 Source: Line d + e + f. 11 Source: DoD Acquisition, Technology and Logistics Workforce based on 30 September 2003 DMDC Data, Feb 2004. In addition to the 10,985 CIV LCL, there are 726 MIL for a total LCL workforce of 11,711. 12 Source: Projection based on need for DoD Life Cycle Logistics workforce supporting new business model 13 Source: Line f – i

Notes/Sources from Table

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Outcome of Progress Review

Component representatives reported that the current process is not useful to them

Mr. Frank Anderson directed the group to:

– Achieve a process that is meaningful and valuable to the Components and OSD

– Develop a thoughtful, definitive proposal for the way ahead

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Next Steps

Complete current planning cycle– Identify key issues from gap analysis– Identify actions and initiatives needed to address issues– Draft AT&L Plan for FY06 – FY11, coordinate with

Components– Submit final AT&L Plan

Conduct End of Cycle Review with Mr. Wynne– Share results of planning cycle and status of prior year actions– Propose changes to policy for AT&L HCSP

Draft and implement new policy