force, with a particular focus on warranted contracting officers and 
program managers of the agency. 
(2) CONTENT OF PLAN.—The acquisition workforce succession plan 
shall address— 
(A) recruitment goals for personnel from procurement intern 
programs; 
(B) the agency’s acquisition workforce training needs; 
(C) actions to retain high performing acquisition professionals 
who possess critical relevant skills; 
(D) recruitment goals for personnel from the Federal Career In-
tern Program; and 
(E) recruitment goals for personnel from the Presidential Man-
agement Fellows Program. 
(g) ACQUISITION WORKFORCE DEVELOPMENT STRATEGIC PLAN.— 
(1) PURPOSE.—The purpose of this subsection is to authorize the 
preparation and completion of the Acquisition Workforce Development 
Strategic Plan, which is a plan for Federal agencies other than the De-
partment of Defense to— 
(A) develop a specific and actionable 5-year plan to increase the 
size of the acquisition workforce; and 
(B) operate a government-wide acquisition intern program for 
the Federal agencies. 
(2) ESTABLISHMENT OF PLAN.—The Associate Administrator shall 
be responsible for the management, oversight, and administration of 
the Acquisition Workforce Development Strategic Plan in cooperation 
and consultation with the Office of Federal Procurement Policy and 
with the assistance of the Federal Acquisition Institute. 
(3) CRITERIA.—The Acquisition Workforce Development Strategic 
Plan shall include an examination of the following matters: 
(A) The variety and complexity of acquisitions conducted by 
each Federal agency covered by the plan, and the workforce need-
ed to effectively carry out the acquisitions. 
(B) The development of a sustainable funding model to support 
efforts to hire, retain, and train an acquisition workforce of appro-
priate size and skill to effectively carry out the acquisition pro-
grams of the Federal agencies covered by the plan, including an 
examination of interagency funding methods and a discussion of 
how the model of the Defense Acquisition Workforce Development 
Fund could be applied to civilian agencies. 
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(C) Any strategic human capital planning necessary to hire, re-
tain, and train an acquisition workforce of appropriate size and 
skill at each Federal agency covered by the plan. 
(D) Methodologies that Federal agencies covered by the plan 
can use to project future acquisition workforce personnel hiring re-
quirements, including an appropriate distribution of such per-
sonnel across each category of positions designated as acquisition 
workforce personnel under section 1703(g) of this title. 
(E) Government-wide training standards and certification re-
quirements necessary to enhance the mobility and career opportu-
nities of the Federal acquisition workforce within the Federal 
agencies covered by the plan. 
(F) If the Associate Administrator recommends as part of the 
plan a growth in the acquisition workforce of the Federal agencies 
covered by the plan below 25 percent over the next 5 years, an 
examination of each of the matters specified in subparagraphs (A) 
to (E) in the context of a 5-year plan that increases the size of 
such acquisition workforce by not less than 25 percent, or an ex-
planation why such a level of growth would not be in the best in-
terest of the Federal Government. 
(4) DEADLINE FOR COMPLETION.—The Acquisition Workforce De-
velopment Strategic Plan shall be completed not later than one year 
after October 14, 2008, and in a fashion that allows for immediate im-
plementation of its recommendations and guidelines. 
(5) FUNDS.—The acquisition workforce development strategic plan 
shall be funded from the acquisition workforce training fund under sec-
tion 1703(i) of this title. 
(h) TRAINING IN THE ACQUISITION OF ARCHITECT AND ENGINEERING 
SERVICES.—The Administrator shall ensure that a sufficient number of 
Federal employees are trained in the acquisition of architect and engineer-
ing services. 
(i) UTILIZATION OF RECRUITMENT AND RETENTION AUTHORITIES.—The 
Administrator, in coordination with the Director of the Office of Personnel 
Management, shall encourage executive agencies to use existing authorities, 
including direct hire authority and tuition assistance programs, to recruit 
and retain acquisition personnel and consider recruiting acquisition per-
sonnel who may be retiring from the private sector, consistent with existing 
laws and regulations. 
§ 1705. Advocates for competition 
(a) ESTABLISHMENT AND DESIGNATION.— 
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(1) ESTABLISHMENT.—Each executive agency has an advocate for 
competition. 
(2) DESIGNATION.—The head of each executive agency shall— 
(A) designate for the executive agency and for each procuring 
activity of the executive agency one officer or employee serving in 
a position authorized for the executive agency on July 18, 1984 
(other than the senior procurement executive designated pursuant 
to section 1702(c) of this title) to serve as the advocate for com-
petition; 
(B) not assign those officers or employees duties or responsibil-
ities that are inconsistent with the duties and responsibilities of 
the advocates for competition; and 
(C) provide those officers or employees with the staff or assist-
ance necessary to carry out the duties and responsibilities of the 
advocate for competition, such as individuals who are specialists 
in engineering, technical operations, contract administration, fi-
nancial management, supply management, and utilization of small 
and disadvantaged business concerns. 
(b) DUTIES AND FUNCTIONS.—The advocate for competition of an execu-
tive agency shall— 
(1) be responsible for challenging barriers to, and promoting full and 
open competition in, the procurement of property and services by the 
executive agency; 
(2) review the procurement activities of the executive agency; 
(3) identify and report to the senior procurement executive of the ex-
ecutive agency— 
(A) opportunities and actions taken to achieve full and open 
competition in the procurement activities of the executive agency; 
and 
(B) any condition or action which has the effect of unnecessarily 
restricting competition in the procurement actions of the executive 
agency; 
(4) prepare and transmit to the senior procurement executive an an-
nual report describing— 
(A) the advocate’s activities under this section; 
(B) new initiatives required to increase competition; and 
(C) remaining barriers to full and open competition; 
(5) recommend to the senior procurement executive— 
(A) goals and the plans for increasing competition on a fiscal 
year basis; and 
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