Army Contracting Command Workforce Model Analysis
Abstract
The increasing pace of change in the federal acquisition environment coupled with a new emphasis on contracting accessions have increased the interest in the models utilized by the DoD to (1) measure the contracting workload, and (2) assign adequate resources to effectively manage the workload with an acceptable level of risk. Numerous acquisition studies and commissions have cited personnel management as one of the most critical factors contributing to the success or failure of buying organizations. Strategic human capital management and DoD contract management have been on the Government Accountability Office (GAO) High-risk List for the last several years. Actions made toward understanding the optimal size and capabilities of the acquisition workforce are a first step toward the development and execution of an integrated strategic human capital management plan. Moreover joint basing and Base Realignment and Closure (BRAC) requirements to merge and consolidate some contracting offices increase the importance of moving toward a workforce model that is applicable in the joint environment. The primary goal of this report is to identify differing methods used to assess workload and staffing in Army contracting organizations, as well as in the Department of Defense (DoD), Federal Civilian, and other commercial contracting organizations. This report identifies the key elements of various DoD Services contracting workforce staffing models. Furthermore, it investigates the rationale and assumptions utilized to develop these models.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 04, 2010
- Accession Number
- ADA628348
Entities
People
- Timothy Reed
Organizations
- Naval Postgraduate School