# Presentation: 750549

***February 2, 2005***

**Acquisition **
**Learning Seminar**
**Lyle Eesley**
**Center Director for Contracting**

**Placing the "M" in Contracting**

**Notes:**
Our customers, the over 130,000 members of the DoD AT&L workforce are currently facing major challenges:
Projected loss of experience and knowledge
Need to adapt to evolutionary advances in information technologies
Necessity of streamlining infrastructure
Participating in the fundamental transformation of the Department of Defense
To help our customers meet these challenges, we at DAU had to transform acquisition training. 
We transformed our organization
We transformed our curriculum content and delivery methods
We transformed the concept of learning to extend beyond the course itself to include continuous learning, knowledge sharing, performance support, applied research, and strategic partnerships

Because of our successful efforts in transforming DAU, we were recognized as the Best Overall Corporate University in 2002 at the Corporate University Best-In-Class awards.

We received accreditation by the Council on Occupational Education in February 2003 

Our strategy is to provide you the members of the AT&L community premier career-long learning options to help you add value in your vital support to the warfighter.  

## We live a Complicated Environment

## Overview

**Performance Learning Model and the reach of e-learning**
**Defense Acquisition Workforce Improvement Act II**
**What’s new in Contract Training**
**Certification Course Modernization**
**New and Planned Assignment specific Course work**
**Continuous Learning Center additions**

## Performance Learning Model

- Create a career long learning and knowledge sharing resource that will enable you to be a more effective member of the acquisition workforce.

## Performance Learning Model (PLM)

- Use of technology
- when and where
- appropriate to support the workforce

**Rapid Deployment Training**

*Rapid Deployment*
*Training*

##  Increase Reach

- CL Foreign: 4

**eLearning**

**Continuous 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 Korea
- CL US: 694
- DL US: 47
- DL Foreign: 4

- Japan
- CL US: 2074
- CL Foreign: 4
- DL US: 81
- DL Foreign: 11

- Guam
- CL US: 288
- CL Foreign: 1 DL US: 22

- Australia
- CL US: 5
- CL Foreign: 13
- DL Foreign: 11

- United Kingdom
- CL US: 489
- CL Foreign: 5
- DL US: 22
- DL Foreign: 4

- Spain
- CL US: 97
- DL US: 7
- DL Foreign: 1

- Italy
- CL US:  564
- CL Foreign: 3
- DL US: 33
- DL Foreign: 3

- Greece
- CL US: 29
- CL Foreign: 3

- Belgium
- CL US: 94

- Netherlands
- CL US: 54
- CL Foreign: 1
- DL US: 5

- Germany
- CL US: 2407
- CL Foreign: 7
- DL US: 153
- DL Foreign: 12

- Afghanistan
- CL US: 95

- Albania
- CL US: 42

- Bahrain
- CL US: 78
- DL US: 8
- DL Foreign: 1

- Saudi Arabia
- CL US: 40
- DL US: 3

- Turkey
- CL US: 157
- CL Foreign: 2
- DL US: 4

- Algeria
- CL US:  33

- Iceland
- CL US: 90
- DL US: 3

- Cuba
- CL US: 54
- DL US: 10

- Puerto Rico
- CL US: 305
- CL Foreign: 3
- DL US: 5

- Canada
- CL US: 7
- CL Foreign: 15
- DL Foreign: 2

- Virgin Islands
- CL US: 50

- Kuwait
- CL US: 35
- DL US: 2

- Israel
- CL US: 8
- DL US: 1
- DL Foreign: 1

- Portugal
- CL US: 14

- Singapore
- CL US: 23
- CL Foreign: 1
- DL US: 3
- DL Foreign: 2

- American Samoa
- CL US: 14

- Iraq
- CL US: 17

- Egypt
- CL US: 6
- CL Foreign: 4
- DL Foreign: 1

- Thailand
- CL US: 17
- CL Foreign: 1
- DL US: 5
- DL Foreign: 1

- Marshall Islands
- CL US: 13
- DL US: 4

- US Minor Outlying Islands
- CL US: 961

- 9,128

- United States
- CL US & Foreign: 138724
- DL US: 17090
- DL Foreign: 26

- 584

- Taiwan
- CL Foreign: 10

** ****Increase Reach**

**Notes:**
All of our on-line products are being offered up to the workforce through a new Knowledge Sharing System gateway.  This system is replacing the Defense Acquisition Deskbook which was DoD’s first attempt back in 1995 to capture its intellectual document capital in a single database.

This gateway will be a virtual clearing house of acquisition intellectual capital, providing access to “golden sources” of knowledge; and experts collaborating to expand upon and develop more intellectual capital.  

## Continuous Learning

**Continuous Learning Modules**
**Currently 80 Modules; 1-3 Hour Duration**
**New Topics Include:**
**IFB**
**Source Selection**
**Contract Closeout**
**Contract Termination**
**Contracting for the rest of us **
**Get it Right**
**Service Disabled Vets**
**In Development**
**Pricing Support Tool**
**Basics of Contract Law**
**Link FAC and DACs with training **

- _[http://clc.dau.mil](http://clc.dau.mil/)_

## FY04 NDAA  

**House Conference Report (108-354, page 725)(for HR1588)**

**FY04 NDAA  **
**DAWIA II Congressional Intent**

**Greater Management Flexibility**

**Flexibility**** to establish different experience, educational, and tenure requirements for acquisition positions**

**Establish a ****single acquisition corps**

**Streamline**** obsolete and outdated DAWIA provisions**

**Specifically...**

**Public Law 108-136**

**Notes:**
 This is the Fiscal Year 2004 National Defense Authorization Act Conference Report language describing the intent behind the changes to DAWIA.
  As you can see, the primary goal was to provide SecDef greater flexibility for management of the AT&L workforce.
  A  key feature of this flexibility is the ability to establish experience, educational and tenure requirements that differ from those prescribed in the statute.
  In addition, the FY04 statutory revisions establish a ‘single acquisition corps’ and streamline obsolete and outdated provisions of DAWIA.

## Competency-Based DAWIA Certification Program

**Alt 1:  DAU Functional Training      **

**Level I**

**Alt 2:  Workplace / Personal Experience / Fulfillment**

**Alt 3:  Professional Association Certification / Other**

- Any Alt can be used to achieve certification.
- Combinations of Alts can be used to achieve certification levels.
- Education and experience requirements remain the same, regardless of Alt(s).

**Alt 1**

**Alt 2**

**Alt 3**

- and/or

- and/or

**Alt 1**

**Alt 2**

**Alt 3**

- and/or

- and/or

**Alt 1**

**Alt 2**

**Alt 3**

- and/or

- and/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**

**Competency-Based DAWIA ****Certification Program**

**Notes:**
All education and experience requirements remain the same  ... but there are a variety of ways to attain the required competencies.

## FAI and DAU Collaboration

**FAI co-locating to DAU will enhance training for all**
**Common set of contracting competencies **
**Jointly focus development of learning assets and training courses for the workforce **
**New Level One contracting certification training jointly developed with FAI for all Federal and DOD personnel**
**Develop common approach for leveraging technology to increase access and reach of learning assets**

## Survival in a Changing World

**	****	****“****The winners and losers in the information age will be differentiated by brainpower.  ****It takes 2% of Americans to feed us all, and 5% to make everything we need.****  Everything else will be service and information technology, and in the world ****humans and brains**** will be the key variable.”**
**T.J. Rodgers**
**Founder of Cypress Semiconductor**

**Notes:**
In developing that sound business judgment, it is important to know that we are living in a highly competitive, knowledge based economy.

## Preparing for the Future 

**	****	****“****Has the machine in its last furious manifestation begun to eliminate workers faster than new tasks can be found for them?  Mechanical devices are already ousting skilled clerical workers and replacing them with operators... Opportunity in the white-collar services is being steadily undermined.”**

## Preparing for the Future

**	****	****“****Has the machine in its last furious manifestation begun to eliminate workers faster than new tasks can be found for them?  Mechanical devices are already ousting skilled clerical workers and replacing them with operators... Opportunity in the white-collar services is being steadily undermined.”**

**“****Men and Machines”**
**Stuart Chase, 1929**

## Vision for the future of Contract Training

- Develop Professionals who can:
- Align *mission outcomes *with *contract performance *outcomes
- Command a *Common Process* across any mission area
- Develop solid foundation of technical understanding
- Become Business Advisors who can
- Think Critically to develop effective support strategies
- Think Strategically and Tactically
- Team Effectively linking *Mission Results* with optimum *Business Strategies*
**Contracting professionals who can ACT****2**
**Align, Command, Think and Team**
**ACT****2**** is the core of ACTION**

## Focus  on a Common Process 

- Shift from a ***course focus*** to a
***process focus*** characterized by  increasing levels of complexity

- Delivering Customer
- Mission  Performance
- Outcomes

- Shift from customer satisfaction to ***Customer Mission Success***

## New Level One Structure

- Mission Support Planning
-                   On Line

- Mission Strategy
- Execution
- On Line

- Mission
- Performance
- Assessment
- On Line

**CON 110**

**CON 111**

**CON 112**

- Mission Focused
- Contracting
- 2 Week Classroom

**CON 120**

- Shaping Smart
- Business Arrangements
- One Week Classroom

**CON 100**

##  CON 120 Mission Focused Contracting

**Supplies - Body Armor**
**Pre Course Assignment – Market Research**
**Develop Acquisition Strategy**
**Pricing and Negotiation**
**Modification after award**
**Close out**
**Services  - DFAS WEB based payments**
**IT Service Support Order**
**FSS Schedule**
**Section 801/803/Get it Right**

## Level Two Restructure

- Classroom
- Leadership
- Creating an
-   effective support
-   environment
- Problem Solving
- Strategic &
-   Tactical planning
- Cost and Price

- Services Case

- Supply Case

-  Classroom
- Integrated Case
-    Strategy
-    Cost Contract
-    Negotiations
-    Legal
-    Cost Analysis
- Course Wrap up

- Facilitated On Line

## CON Level Two Innovations

**DAU’s Largest deployment of Facilitated On Line (FOL) DL**
**Use of small teams**
**Defined start and completion dates, no rolling enrollment**
**Expand and leverage PLM Learning Assets**
**Create multiple new CLMs, use other career area CLMs**
**Leverage AKSS and ACC and source information**
**Limit creation of totally new curriculum through use of cases and defined learning points**
**Strategy to assess effectiveness of training**
**Student and supervisor conduct structured assessment before student starts training**
**Serves as guide during training**
**Student/supervisor conduct follow on assessment six months after completion of all level two training**

## Expand Training on Service Contracts

- Certification Courses
- CON 120 IT Service Order (Section 803)
- CON 2X2 Multiple Award, Labor Hour, IT Service requirement
- On Line Courses
- Performance Based Requirements Development FSS/DAU
- ACC Special Interest Area and ACE for Services
- Classroom
- PBSA Workshops DAU Organic and BPAs
- ATL 265 Delivering Mission Focused Services

## Broadening Course Offerings

**Small Business**
**CON 260 Small Business Program  Nov 04**
**Audience Focus: Small and Disadvantaged Business Utilization Specialists (SADBU)**
**On Line and Three Day Classroom**
**Expand Level Three Courses**
**CON 3XX Strategic Acquisition Planning**
**Linking mission results and acquisitions**
**Strategic and Tactical planning**
**Spend Analysis**
**Benchmarking**
**Assessment methodologies**
**On-Line Course Development Planned**
**Contracting Officer Representative (COR) course**
**Strategic Purchasing**
**Leasing**
**Expanded Price analysis of Commercial Items**

## Acquisition Community Connection (ACC)

**Acquisition Community Connection (ACC)**

-   **Continued Growth**
** ****Over 8,200 registered members**
** ****Growing at rate of 100-125/week**
**20 active communities **
**Over 450,000 page views/month**

***CON CoP***

-   **Capabilities**
** ****Access important acquisition resources**
** ****Connect with professionals in your field **
** ****Share information and knowledge**
** ****Collaborate in discussion areas**
** ****Create private workspaces**

## Mission Support Contracting

**Processes & Mission Areas:**
**ADR**
**Closeout**
**Construction Contracting**
**Contingency Contracting**
**Government Property**
**Market Research**
**Negotiations (IBN)**
**Pricing**
**Services**
**Small Business**
**Source Selection**

- ACE for Services site

## Doing the Right Things The FAR Part One Challenge

**Vision:**
**All participants**** are charged with making decisions that deliver the best value product or service to the customer**
**Performance Standards**
**Satisfy the customer – cost, quality, and timeliness of delivered product or service**
**Minimize administrative operations cost**
**Conduct business with integrity, fairness and openness**
**Fulfill public policy objectives**
**Exercise ****personal initiative and sound business judgment**** to provide ****best value**
**In exercising initiative, actions that ensure the ****best interests of the government**** are within your authority unless they are specifically prohibited by law or policy**

**Notes:**
To focus on doing the right things, it’s important to reflect on the requirements in FAR part one.  The FAR is not just a contracting document.  It charges ALL PARTICIPANTS, not just contracting officers, with making decisions that deliver best value to the customer.  To deliver on that promise we must work effectively together as a team. Our support OODA (Observe Orient Decide Act) loop needs to operate as effectively and efficiently as our war fighter’s.

Personnel initiative and sound business judgment are a vital part of the process.

## Summary

- Co-Location of FAI and DAU will benefit all
- PLM is a valuable tool to provide and reinforce learning at the point of need
- New DAWIA II provides more flexibility in cross flow and certification of contracting professionals
- Knowledge is not static, requires a continuous investment