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The Director, Acquisition Education, Training and Career Development, tasked LMI to review the Services' and two Defense Agencies' implementation of the Defense Acquisition Workforce Improvement Act (DAWIA). This review serves as a "baseline," achieving two purposes: providing a foundation for comparing current programs among agencies for possible standardization and potential improvements, and forms a benchmark against which subsequent change can be measured. Overall, the Services and Defense Agencies are operating solid programs to manage the acquisition workforce and complying with DAWIA requirements. In addition, this review noted 15 Best Practices and 4 areas of concern (which are noted by text boxes in the margin of the report) . This review captured the programs as a "snapshot" in time. They will change as the initiatives recommended by the Acquisition 2005 Task Force are implemented. For this reason, we recommend a similar study or review be conducted in Spring 2002 to measure the change.
The weapon systems acquisition process has been the subject of discussion and criticism for many years. The public and Congress have seriously questioned the Department of Defense's (DOD) ability to effectively manage its acquisition programs. On November 5, 1990, the Defense Acquisition Workforce Improvement Act (10U.S.C. 1701) was enacted to professionalize DOD's acquisition work force. The act establishes experience, training, education, and other qualification requirements for these employees. These requirements and other provisions are to take effect over a 3-year period, with some in effect beginning October 1, 1991. The act permits DOD officials to waive specific qualification requirements pertaining to program managers and other acquisition personnel. It also requires that, through 1998, we annually review and report on DOD's compliance with the act's waiver provisions. This is our first report required by the act. In addition, as requested by the House Armed Services Committee, we identify difficulties facing DOD as it implements the act.
In response to continuing concerns about the Department of Defense's (DOD) ability to effectively manage its acquisition programs, Congress enacted the Defense Acquisition Workforce Improvement Act on November 5, 1990. The act requires the Secretary of Defense to establish an acquisition work force with specific experience, education, and training qualifications. Specific provisions of the act require the Secretary of Defense to (1) establish a management structure and policies and regulations for implementing the act's provisions, (2) establish qualification requirements, (3) provide training and education to meet these requirements, and (4) enhance civilian opportunities to progress to senior acquisition positions. The act requires that we determine whether DOD has effectively implemented the act and make any recommendations appropriate to meet the act's objectives. This report evaluates DOD's implementation efforts through January 1993. The act also permits DOD officials to waive specific qualification requirements pertaining to program managers and other acquisition personnel. The act requires up to report annually on DOD's compliance with those waiver provisions.
The Pres. has announced his intention to improve the acquisition process, particularly given the half a trillion dollars the fed. gov¿t. spent in FY 2009 on acquiring goods and services. The DoD spent $384 billion in FY 2009 on goods and services -- double what it spent in 2001. A high-quality workforce with the right competencies and skill sets will be critical to improving DoD acquisitions. This report determined the efficacy of DoD¿s certification training for its acquisition workforce. It assessed: (1) DoD¿s capability to provide certification training; (2) the extent that such training reaches members of the workforce; and (3) the extent that previous training recommendations have been implemented. Charts and tables. A print on demand publication.
We are pleased to be here today to discuss issues facing the Department of Defense (DOD) in its acquisition of weapon systems, related spare parts, and other goods and services. In response to the many changes that have been witnessed in the defense acquisition environment over the last few years, DOD has begun broad-based changes to its acquisition and contracting processes. However, weapon programs continue to have questionable requirements; unrealistic cost, schedule, and performance estimates; and strategies that begin production before adequate testing has been completed. This discussion of acquisition issues is well-timed, as DOD implements plans to increase its procurement budget to $60 billion in fiscal year 2001-a 40-percent increase over last fiscal year's budget. My testimony focuses on a different approach to improving weapon acquisition outcomes based on best commercial practices and an understanding of the acquisition culture. My testimony also includes some observations on (1) DOD'S management of its acquisition workforce and organization, (2) DOD'S experience with commercial pricing of spare parts, (3) the effectiveness of DOD'S mentor-protege pilot program, and (4) federal agencies' use of multiple award task- and delivery-order contracts.