Budget Highlights Book - DON FM&C Website - U.S. Navy

February 2010Shaping a Full‐Spectrum Naval ForceAcquisition WorkforceThe Department recognizes the need for a renewed investment in the acquisitionworkforce. Responding to the need for greater organic oversight of major acquisitionprograms, particularly in the development and production phases, the requirementfor trained and certified acquisition personnel in several specialties has increased.This corresponds with an expansion of the Acquisition Intern program and the activerecruitment and retention of qualified personnel at the middle and senior careerlevels. Resources from the Department of Defense Acquisition WorkforceDevelopment Fund (DAWDF) support the expansion of recruitment at all levelsincluding interns, journeyman, and highly qualified experts. These personnel maytransition to permanent positions in their assigned command at the end of therespective one to three‐year term appointment. DAWDF funds are also being used forthe retention and credentialing of personnel through educational and developmentalactivities. The number of Defense Acquisition Workforce Improvement Act certifiedpersonnel at Levels II and III will increase each year commensurate with overallprogrammatic requirements. The Department is committed to preventing capabilitygaps in the acquisition workforce, with a view of ensuring the Navy and MarineCorps maintain a healthy technical authority within the Department.In‐sourcingIn‐sourcing is the conversion of any contracted service/function to civilian or militaryperformance. Since the 1990’s the Department of the Navy experienced a 40 percentdecline in civilian employees along with a loss of some expertise. This has resulted inoversight deficiencies in several major acquisitionprograms; and, a renewed interest in the appropriatemanagement of acquisition programs includingimplementation of 10 USC 2463, ”Guidelines andProcedures for use of Civilian Employees to PerformDepartment of Defense Functions”. Accordingly, majorportions of the Defense budget support acquisitions andthe Department’s success is based on the ability ofpersonnel to develop, produce, field, and maintain weaponsystems and related programs. Although 10 USC 129a authorizes the Department toconsider the advantages of different forms of personnel (military, civilian, or privatecontract), essential government capabilities and corporate knowledge must remainresident within each acquisition entity. Therefore, Department of the Navycommands and activities must ensure sufficient acquisition workforce employeesFY 2011 Department of the Navy Budget 3‐13