DEFENSE LOGISTICS AGENCY

PEOPLE AND CULTURE PLAN Human Capital Management in the

Defense Logistics Agency

The Nation’s Combat Logistics Support Agency
2 www.dla.mil

Darrell K. Williams

Lieutenant General, US Army

Director, Defense Logistics Agency

DEFENSE LOGISTICS AGENCY

MESSAGE FROM THE DIRECTOR

i

For more than five decades, the Defense Logistics Agency has proudly and effectively 

served the Warfighter. The foundation for our success is simple: our people. 

We could not accomplish any of the objectives in our Strategic Plan without the men 

and women of DLA, and the culture of excellence within which they thrive. They are at 

the center of everything we do. 

This plan reflects my guiding leadership principle - if you take care of your people, the 

mission will happen. 

Full commitment to our People and Culture Plan will assure we provide the right 

resources and environment to a highly skilled workforce fully capable of mission 

success as we provide global, agile, and innovative support to the Warfighter and our 

Nation. Join with me as we look to the future and continue to build our legacy as the 

Nation’s Combat Logistics Support Agency.
Defense Logistics Agency People and Culture Plan 1

MESSAGE FROM THE DIRECTOR ......................................... i

MESSAGE FROM THE DLA HUMAN RESOURCES DIRECTOR ..2

DLA CORE VALUES ...........................................................3

ALIGNMENT STATEMENT ...................................................3

HUMAN CAPITAL CHALLENGES ..........................................4

DLA WORKFORCE AT-A-GLANCE.......................................5

PEOPLE AND CULTURE ......................................................6

PEOPLE OBJECTIVES.........................................................7

CULTURE OBJECTIVES.......................................................8

ROLES AND RESPONSIBILITIES......................................... 10

MONITORING PROGRESS ................................................. 12

PEOPLE AND CULTURE ENABLERS .................................. 13

Warfighter First!

TABLE OF CONTENTS
2 www.dla.mil

MESSAGE FROM THE DLA HUMAN RESOURCES DIRECTOR

Mr. Brad Bunn

Director,

Defense Logistics Agency

Human Resources

DLA’s ability to attract, develop, and retain a diverse, skilled, and agile workforce 

is vital to our continued success as the Nation’s Combat Logistics Support Agency. 

This plan aligns DLA’s mission, goals, and objectives with proven Human Capital 

strategies. All DLA organizations, employees, and senior leaders own this plan as 

they work together to achieve a shared vision integrated with the Agency’s Strategic 

Plan.

Successful implementation of this plan ensures DLA is able to effectively manage 

its talent in a safe and efficient work environment while transforming the Agency’s 

culture and operations. This plan is an enduring resource that leverages key 

operating goals, metrics, and other tools embedded in Annual Operating Plans 

(AOPs) to monitor organizational performance and capabilities. 

J1 is committed to sustaining a highly skilled workforce capable of meeting and 

exceeding goals of this plan and subsequently the needs of America’s Warfighters 

and DLA’s other customers. Extensive efforts have gone into maximizing HR 

programs in recent years, and this plan continues to build on those efforts. I 

look forward to working together with DLA senior leaders, employees, and their 

representatives to ensure our workforce has the skills, tools, and supporting culture 

needed to meet our Agency’s ever-changing and challenging mission demands.
Defense Logistics Agency People and Culture Plan 3

DLA CORE VALUES

DLA PEOPLE AND CULTURE PLAN

DLA is adopting the DoD core values as outlined in DoDI 

1400.25-V431. 

Leadership, Professionalism, and 

Technical Knowledge 

through 

Dedication to Duty

Integrity

Ethics

Honor

Courage

Loyalty

ALIGNMENT STATEMENT

Strategic Alignment is a process that senior leaders implement 

and monitor throughout the planning lifecycle to link key 

operational systems and processes to the organization’s mission. 

By providing top-level direction and guidance for the agency, 

senior leaders communicate the organization’s goals and strategic 

direction to operational leaders (e.g., supervisors and managers) 

and employees who then can identify and close gaps during the 

strategic workforce planning process.

The DLA People and Culture Plan (P&CP) identifies strategies to 

proactively acquire, develop, engage, and retain the workforce 

required to meet DLA’s mission. Organizations may use their 

AOPs to identify the initiatives, metrics, and other tools they will 

use to evaluate their progress in achieving the strategies outlined 

in the plan. 

 

The DLA P&CP spans and supports all lines of effort outlined in 

the DLA Strategic Plan 2018 - 2026: Warfighter First, Global 

Posture, Always Accountable, Whole of Government, and Strong 

Partnerships. The goal of the DLA P&CP is to ensure DLA 

optimizes its people resources to achieve the mission effectively 

and efficiently. 
4 www.dla.mil

During the next five years, several significant external factors 

are expected to affect DLA and its workforce. These factors are 

discussed below and are reflected in our P&CP objectives.

Demographics 

Human resources policies, programs, and practices will continue 

to evolve to meet the changing demographics in our workforce. 

U.S. Census Bureau projections indicate that our nation will 

continue to become more racially, ethnically, and generationally 

diverse. Although the anticipated loss of knowledge and experience 

associated with the increase in the number of employees eligible 

to retire causes uncertainty, it is also an opportunity for new and 

existing employees to take on increasing levels of responsibility. 

DLA must execute effective succession planning and knowledge 

capture/transfer strategies to mitigate risks to the mission.

For the first time in history there are four different generations 

working side-by-side in our workforce: Traditionalists (born between 

1922 and 1945), Baby Boomers (born between 1946 and 1964), 

Generation Xers (born between 1965 and 1980), and Generation 

Ys or Millennials (born between 1981 and 2000). Another new 

development is the increasingly critical role civilians play in 

supporting global DoD missions. These changing demographics 

will require continued assessment of current human resources 

initiatives and new strategies to excel in such areas as recruitment, 

training and development, work-life balance, managing in a 

geographically dispersed environment while maintaining strong 

connections to DLA culture, knowledge transfer, leadership 

skills, labor management relations, and a culture that fosters 

inclusiveness and employee engagement.

In order to attract and retain these generations DLA must provide 

high-performing professionals an opportunity to fully use their 

skills. DLA also must provide an environment that values individual 

contributions and embraces all cultural, generational, religious, 

and lifestyle differences and beyond. By maintaining a culture 

of acceptance and inclusion, DLA can leverage individual skills 

and talents to streamline processes and implement industry best 

practices, and thus successfully accomplish its mission both today 

and in the future.

economy

The economy is one of the factors that influences the federal 

government’s ability to recruit top talent and retain its workforce. 

Historically, it is easier to recruit and retain a workforce during 

economic downturns. In strong economic times, employees 

are more likely to seek other employment and advancement 

opportunities that make the competition for highly qualified talent 

much greater. In addition, potential changes to federal employee 

HUMAN CAPITAL CHALLENGES

benefits and wages and reduced federal budgets make recruitment 

and retention more difficult. DLA Human Resources will support 

organizations as they identify and monitor the success of strategies 

aimed toward building a strong organizational culture, achieving 

diversity, increasing workforce competence, and enhancing 

employee engagement. 

DLA must continue to define itself as an employer of choice 

within the federal sector. This will require reinforcing our brand 

of excellence connected to the DLA mission and a reputation for 

valuing diversity and inclusion. Our success in attracting and 

acquiring highly skilled talent requires a comprehensive strategic 

approach that deviates from traditional recruitment efforts and 

embraces innovative partnerships and outreach efforts.

In addition, all facets of the Federal government will need to 

continue to do more with less as the Administration balances 

the need to reduce the Federal deficit while providing the 

crucial funding and other resources necessary to respond to 

current conflicts, security threats, and an increasing number of 

humanitarian and other disaster relief operations. It is critical that 

DLA not only recruit and retain a diverse workforce, but also ensure 

the workforce has the critical skills necessary to operate in this 

constrained environment.

TEC

Technology is rapidly transforming the way we work, play, and interact with others. Current and future technological advancements 

will further allow employees to rapidly access, synthesize, and 

share information needed to meet work requirements anywhere, 

any time. 

“Investing in Our Most Valued Resource”
Defense Logistics Agency People and Culture Plan 5

HUMAN CAPITAL CHALLENGES (CON’T.)

Success depends on empowering our workforce through technology 

to meet changing mission requirements, which in turn depends on 

our workforce’s ability to capitalize on these technological advancements and opportunities. DLA must recruit, develop, and sustain a 

workforce that is technically proficient and agile to adopt emerging 

technologies, which requires innovative human capital management 

strategies. 

Work Environmen

The success of an organization is largely dependent on its 

ability to achieve a high-performing, results-driven culture and 

to sustain that culture in light of changes to demographics, 

economics, and technology. These factors will impact each 

segment of DLA, and DLA Human Resources must strategically 

partner with leadership and the workforce to carry out DLA’s 

mission. We must employ change management techniques that 

decrease the uncertainty associated with changes and mitigate 

resistance to change. We must also collaborate with our labor 

unions to communicate and implement positive change, which is 

vital to an invigorated, sustained, and resilient workforce.

DLA must be a good steward of our resources and effectively 

manage risks to deliver optimal service and products to our 

internal and external customers alike. Our leaders must cultivate 

an environment where employees feel included and respected 

and where they have the tools and flexibilities needed to 

produce innovative and highly effective products and services. 

Our employees need to embrace a continuous learning and 

improvement culture and continue to provide DLA with the 

feedback needed to identify our strengths and opportunities to 

improve their work environment.

DLA WORKFORCE AT-A-GLANCE
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PEOPLE AND CULTURE

DLA is a high-performing organization, and our workforce 

is our greatest asset. To further improve performance, we 

will use innovative approaches to attract and retain missionfocused people. We will foster an environment that unlocks 

the full potential of our employees, enabling them to achieve 

peak performance and meet future challenges. To accomplish 

this, we will continue to attract and hire highly skilled 

individuals, further develop their competencies and resilience, 

and cultivate and retain the next generation of diverse leaders 

and workforce so that DLA can meet current and future 

mission demands.

The key to mission success is to continue our focus on 

people and culture and ensure our greatest resource, people, 

are engaged and motivated. Engagement is the emotional 

commitment our employees have to DLA and its mission. It 

is a key driver of higher retention, increased innovation and 

productivity, and decreased absenteeism. 

Organizational culture refers to the underlying beliefs, values, 

and assumptions held by members of an organization, and the 

practices and behaviors that exemplify and reinforce them. 

More simply, it’s “the way things get done around here.” 

The objectives described in the next two sections reflect the 

key priorities of the Agency given the environment we are 

faced with, and will shape specific initiatives, investments, 

and HR programs over the next several years.

Given the importance of both people and organizational 

culture, the objectives identified in this plan have been 

categorized as focusing on either People or Culture.
Defense Logistics Agency People and Culture Plan 7

PEOPLE AND CULTURE OBJECTIVES

Objective 2: Resource the Enterprise - Recruit and 

retain a diverse, talented, and skilled workforce. 

People are DLA’s most important asset. Without a trained and 

skilled workforce, the agency cannot accomplish the DLA mission. 

DLA must complement its recruitment and retention strategies with 

a variety of paths to career success. Attracting and retaining a 

highly skilled, diverse workforce requires a comprehensive strategic 

approach, innovative recruitment efforts, succession management 

initiatives, and the right balance between speed and quality in the 

hiring process.

l Objective 2.1 Leverage all hiring authorities and flexibilities 

and improved competency-based assessment methodologies to 

recruit and retain a diverse, highly skilled workforce. 

 DLA will maximize use of authorities, flexibilities, and robust 

candidate assessment strategies to more effectively attract, 

hire, and retain a top-notch, diverse workforce capable of 

meeting DLA’s mission needs.

l Objective 2.2 Continually assess FTE execution rates to 

ensure that DLA is properly manned to complete its mission; 

adapt staffing/retention strategies to key priorities.

 DLA will maintain an FTE execution rate that allows the agency 

to meet mission objectives and strategic goals.

l Objective 2.3 Implement improvements to end-to-end hiring 

process to improve speed and enable readiness.

 DLA will assess process management and improvement opportunities to enable efficient, effective, and reliable hiring actions. 

Objective 3: Manage the Talent - Develop, promote, and 

sustain initiatives to strengthen workforce competencies to 

meet emerging mission requirements.

DLA Human Resources will partner with Agency leaders and Func- tional Community Managers (FCMs) to assess emerging and future 

mission imperatives that may require new enterprise and occupa- tional competencies. We will continue developing and updating 

career maps that identify learning and development opportunities 

to help employees chart their career path. All of this comprises a 

comprehensive talent management approach that will position the 

Agency for success. 

l Objective 3.1 Develop/refresh mission-critical and nonmission-critical competency models and career maps.

DLA will assess competency models and career maps to 

enhance professional development and meet the needs of 

current mission requirements. 

l Objective 3.2 Implement training and development strategies 

to address competency gaps.

 DLA will prepare for the emerging and future mission 

environment by identifying and implementing new strategies to 

maintain a high-performing workforce. We will identify critical 

competency gaps and training and development strategies to 

close the gaps. 

Objective 1: Develop Leaders – Leverage and expand 

leadership programs that attract, develop, and retain 

diverse talent to meet current and future mission 

requirements.

It is essential that DLA’s managers and supervisors effectively 

lead an increasingly diverse workforce to unlock the full potential 

of our people’s backgrounds, experiences, and perspectives in a 

technologically advanced workplace. We must assess and improve 

our current leadership model and leadership competencies to 

cultivate supervisors who are prepared to successfully manage in 

this evolving environment. 

l Objective 1.1 Develop leaders by refreshing and strengthening 

leadership and workforce competencies.

 DLA will use available data (i.e., competency assessment 

results, IDP completions) to assess and improve our current 

leadership model and leadership competencies. 

l Objective 1.2 Implement DLA processes and initiatives that 

build candidates for career enhancement opportunities.

 We will use career development programs and succession 

management initiatives to develop candidates with the skills 

needed to inspire greater confidence and productivity in the 

workforce. 

 
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l Objective 3.3 Invest in the development of our current and 

future acquisition workforce to strengthen our capabilities for 

meeting new requirements and emerging technologies.

 DLA will develop an innovative acquisition workforce capable of 

professional and technical excellence in acquiring and sustaining 

DLA purchases and stock to support our military services. 

Objective 4: Sustain our People – Provide the 

environment, tools, and resources for employees to be 

protected, resilient, and mission-focused in the face of 

professional and personal challenges.

DLA relies on a large and diverse workforce to meet its mission. 

The key to DLA’s future success is to develop a flexible workforce 

capable of meeting and overcoming obstacles and able to adapt to 

changes. In turn, DLA leadership must provide a safe, healthy, and 

secure work environment within which our people can thrive. Our 

capacity to respond to pressure and the demands of daily life and 

crisis operations, to absorb those demands, to flex with them, and to 

recover and return to both the DLA mission and our personal lives is 

crucial to maintaining work/life balance.

l Objective 4.1 Promote awareness and availability of programs 

and resources that contribute to workforce resiliency.

 DLA will promote the availability of workforce resiliency programs 

and resources that will help employees create or maintain a 

work/life balance, recover quickly from setbacks, and handle the 

demands that are placed upon them.

l Objective 4.2 Maintain individual and organizational focus on 

the safety and security of our workplace.

 DLA will ensure Agency functions are performed in a manner 

that safeguards human health and provides a safe and healthy 

working environment for all employees and that the agency is 

equipped to detect, deter, and mitigate potential risks to DLA 

networks, personnel, facilities, and operations.

Objective 5: Fortify the Culture – Foster an organizational 

culture where employees are engaged and motivated to 

achieve mission excellence.

DLA has leveraged the use of surveys for many years to assess the 

current culture and identify ways to improve it, with the overarching 

purpose of developing and sustaining a high-performance culture. 

The surveys provide a confidential mechanism for employees to 

share feedback on their work environment, resulting in opportunities 

for DLA employees and leaders to engage in thoughtful, data-driven 

discussions that lead to informed action and improve our collective 

performance. 

l Objective 5.1 Leverage the DLA Culture/Climate Survey to 

assess organizational culture/climate, conduct analyses, and 

develop enterprise focus areas.

 DLA will prepare and execute the DLA Culture/Climate Survey 

followed by comprehensive analyses of the results and delivery 

of actionable recommendations to improve the DLA culture.

PEOPLE AND CULTURE OBJECTIVES (CONT.)

l Objective 5.2 Deliver, implement, and monitor concrete action 

plans to address specific issues identified in the DLA Culture/

Climate survey.

 DLA Senior Leadership and Culture Champions will collaborate 

on the development and implementation of culture action plans 

to address specific challenge areas identified in the DLA Culture/

Climate Survey administration. Culture action plan progress will 

be monitored by the DLA Director at AOP reviews and quarterly 

by J1.

Objective 6: Perform and Reward – Sustain a resultsoriented performance culture that links individual 

performance and recognition to organizational goals and 

performance-based actions.

DLA is committed to creating a culture of high organizational 

effectiveness that focuses on employee engagement, development, 

performance, and accountability. The benefits of a successfully 

implemented performance management and appraisal program 

includes a workforce where every employee’s duties are aligned 

with the organization’s goals and objectives and where employees 

understand the importance of the work they do every day.

The DoD Performance Management and Appraisal Program (DPMAP) 

helps realize this alignment by creating a performance management 

framework with a focus on continuous feedback and two-way 

communication between supervisors and employees. Effective 

performance management is a partnership between employees and 

supervisors aimed at mission success. 

Recognizing and rewarding achievements or contributions is an 

integral part of effective performance management. Acknowledging 

good performance in a timely way, not just at the end of a 

rating cycle, is part of creating a high-performing culture. DLA 

is establishing an enterprise approach to performance-based 

recognition and awards under DPMAP through which awards will 

be distributed in a fair, consistent, and transparent way that makes 

meaningful distinctions in levels of performance.

l Objective 6.1 Leverage DPMAP to improve employee 

engagement, enhance accountability, and create a highperforming culture.

DLA will use DPMAP to increase awareness of individual 

performance expectations, desired results, and the employee’s 

importance in supporting organizational performance. DPMAP’s 

primary features include performance elements that are 

aligned with organizational goals, emphasis on the leadership 

requirements of supervisory positions, ongoing supervisor/

employee communications to clarify expectations and address 

barriers to success, timely performance recognition throughout 

the performance cycle, and use of MyPerformance to document 

and support key activities during the performance cycle. 

l Objective 6.2 Develop, implement, and sustain an enterprise 

approach to awards and recognition that is fair, transparent, and 

makes distinctions in levels of performance.
Defense Logistics Agency People and Culture Plan 9

 DLA will develop and implement an enterprise approach to 

awards and recognition that distributes awards in a fair and 

transparent way, reflects meaningful distinctions in levels of 

performance, acknowledges the DPMAP tenet of ongoing 

and timely recognition throughout the performance cycle, and 

provides activities some flexibility in execution. DLA also will 

monitor and evaluate the awards approach over time and make 

any necessary adjustments.

Objective 7: Build Connections – Create an environment 

where employees share a common perspective allowing 

them to work effectively across organizational boundaries, 

eliminate “silos,” and promote actions that are in the best 

interest of DLA as a whole.

DLA must develop and implement opportunities for collaboration 

in a manner that reduces stovepipes and gains efficiencies across 

organizations. DLA must also cultivate an inclusive environment 

that engages employees, promotes mutual respect and trust, and 

provides tools and flexibilities at all levels that maximize individual 

and collective potential.

l Objective 7.1 Increase communication, collaboration, and 

integration by fortifying practices that help employees work 

across organizational lines to reach a goal.

l Objective 7.2 Provide interpersonal communication strategies 

and robust/targeted training that promotes building healthy 

relationships between supervisors and employees, as well as 

between employees in virtual and non-virtual environments.

l Objective 7.3 Promote a diverse and inclusive environment 

that empowers employees at all levels to perform to their 

maximum potential.

 DLA will provide opportunities for employees to increase 

productivity and effectiveness, remove identified barriers that 

limit employee advancement, identify strategies to recruit 

underrepresented groups, and promote diversity and inclusion.

Objective 8: Protect the Workforce – Leverage and 

enhance the DLA Safety & Occupational Health (SOH) 

Program to build a culture focused on reducing the risk of 

injury or illness to the workforce and maintaining a safe and 

healthy workplace. 

DLA is committed to creating a safety culture that focuses on 

leadership engagement and employee involvement. The critical task 

is to execute a predictive SOH program by enabling organizations to 

focus on preventing the next mishap. To achieve this objective, we 

will provide MSCs with the capabilities they need to make timely, 

informed decisions based on risk.

The DLA SOH program will be an enduring leadership program, 

enabling organizations to pursue recognition as Voluntary Protection 

Program (VPP) Star sites. 

l Objective 8.1 Improve mishap reporting and investigation 

using the DLA SOH Management System in support of providing 

leaders with actionable trending and analysis for making risk 

based decisions.

 DLA will leverage supervisor engagement using Enterprise 

Safety Applications Management System (ESAMS) to increase 

awareness of hazards present in the workplace and establish 

controls by addressing findings and recommendations 

documented during mishap investigations to focus on 

development of controls and lessons learned. 

l Objective 8.2 Improve SOH inspection and hazard 

management process to focus on eliminating or controlling 

identified hazards in the workplace.

 DLA will leverage supervisor engagement and the use of 

safety monitors to characterize and prioritize SOH risk, focus 

on repairing deficiencies and developing controls to protect 

employees from injuries/illness, and minimize loss or damage to 

equipment/facilities. 

l Objective 8.3 Improve SOH training and awareness programs 

by aligning current programs with emerging SOH modernization 

efforts to ensure standardization across all organizations. 

 DLA will leverage training development resources to merge 

training and requirements with core competencies, gaining 

efficiencies and effectiveness, and evolve specialized training to 

meet specific risk based requirements.

PEOPLE AND CULTURE OBJECTIVES (CONT.)
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ROLES AND RESPONSIBILITES

DLA Director, MSC Commanders, and Other DLA 

Senior Leaders

• Provide strong leadership and direction by setting DLA’s 

vision and strategic priorities for mission accomplishment.

• Elevate diversity and inclusion as a mission-critical 

imperative.

• Demonstrate top-down commitment for an integrated, 

Enterprise-wide approach to human capital management, 

and hold subordinate managers accountable for results.

• Identify and implement human capital priorities, measures, 

and targets aligned to DLA’s P&CP.

• Allocate resources (budget, people, technology, etc.) in line 

with People and Culture management goals and objectives.

• Review progress against DLA strategic priorities.

• Clearly communicate DLA’s People and Culture management 

goals, objectives, and action items to employees to help 

them understand how they align with DLA’s Strategic Plan.

DLA Equal Employment Opportunity and Diversity

• Analyze and advise on civilian workforce, policies, programs, 

external labor force data, and issues such as market 

conditions, skills, compensation, recruitment sources, 

hiring authorities, EEO considerations, and workforce 

demographics.

• Strengthen leadership competency in the areas of diversity 

and inclusion through customized training and ongoing 

education.

• Advise and assist in the development and execution of 

strategic recruitment actions to build the candidate pool for 

targeted jobs.

DLA Human Resources

• Partner with DLA organizations to ensure human resource 

programs, policies, and tools support DLA strategic and 

business planning initiatives.

• Provide expert guidance, analysis, and innovative solutions 

to help organizations recruit, develop, engage, and retain the 

workforce needed to meet current and future requirements.

Functional Community Managers (FCMs)

• Partner with other stakeholders as needed to develop, 

monitor, track, and implement workforce planning efforts and 

strategies in their respective communities.

• Ensure efforts and strategies are aligned with mission 

requirements.

Functional Community Manager POCs

• Execute the human capital strategies and objectives of the 

FCM.

• Implement workforce planning processes.

• Review and analyze workforce data.

• Develop gap closure strategies and monitor progress.

Managers

• Make human capital a mission-essential priority, and develop 

action plans to support accomplishment of People and 

Culture goals and objectives including diversity and inclusion.

• Hold subordinate supervisors accountable for results, and 

monitor their organization’s progress in meeting their People 

and Culture goals and objectives.

• Clearly communicate DLA’s People and Culture management 

goals, objectives, and action items to employees to help them 

understand how they align with DLA’s Strategic Plan.

Supervisors

• Clearly communicate DLA’s People and Culture management 

goals, objectives, and action items to employees to help them 

understand how they align with DLA’s Strategic Plan.

• Incorporate DLA’s People and Culture goals, objectives, and 

action items into employee performance plans as appropriate 

to ensure employees understand their role in helping DLA 

accomplish its human capital strategies.

• Collaborate with DLA Human Resources to identify possible 

strategies to close gaps in DLA’s People and Culture 

program.

• Identify current and future position requirements to ensure 

recruiting is focused, and timely and produces high-quality 

candidate pools.

• Act responsibly and in a timely manner on hiring decisions.

“Promote a diverse and inclusive work place 

where all employees can thrive”
Defense Logistics Agency People and Culture Plan 11

DLA Workforce 

• Participate in DLA-endorsed Culture/Climate Surveys and 

share recommendations on ways to improve DLA’s culture 

and meet People and Culture objectives.

• In coordination with supervisors, identify competency 

proficiency levels and appropriate training and development 

to enhance skills and individual growth.

• Periodically assess progress toward reaching developmental 

goals.

• Seek opportunities to gain new skills.

• Maintain a high level of performance.

Unions

• Represent the interests of bargaining unit employees. 

• Collaborate with management to improve productivity and 

cost savings as well as quality of employee work life.
12 www.dla.mil

MONITORING PROGRESS

“If you take care of your

people, the mission will happen!”

DLA Organizations will regularly update the DLA Leadership on the 

implementation of goals and strategies in the DLA P&CP via the 

DLA governance and reporting processes that are listed below. 

DLA Governance Process 

• Purpose: Venues where the DLA Leadership provides and 

is provided informational updates on various DLA programs 

and initiatives. Decisions are made as appropriate. At a 

minimum, the DLA P&CP will be reviewed on a quarterly basis 

through the following venues:

o DLA Executive Board

o DLA Alignment Group

o DLA Performance Review Advisory Board

o Executive Resources Board

o Supply Chain Integration Council

Reporting Mechanisms

• Quad Charts

• Interim Progress Review (IPR) Charts

• Plan of Action and Milestones (POAMs) and Project Plans

• Weekly Activity Reports

• DLA Human Resources Situation Reports (SITREPS)

• Dashboards

• DLA P&CP Annual Report

• Organization Annual Operating Plan Reviews

• Health of the Agency Briefings
Defense Logistics Agency People and Culture Plan 13

PEOPLE AND CULTURE ENABLERS
The Nation’s Combat Logistics Support Agency

8725 John J. Kingman Road • Fort Belvoir, Virginia • 22060 

www.dla.mil • www.facebook.com/dla.mil • www.twitter.com/dlamil • www.youtube.com/user/dodlogisticsagency