Army Civilian Training, Education, and Development System Plan
CP-14 - Contracting and Acquisition Career Program


A. Overview. There are two management structures in the Army that support the career and professional development of CP-14 members. One of these structures is the functional career management structure. This management structure is established by Army regulations and policies and similar structures exist for each Army, Civilian Career Program. This functional career management structure provides the proponency for this ACTEDS Plan. The other management structure is the Army acquisition career management structure. The Army acquisition career management structure develops policy and programs that implement DAWIA and other DoD programs that impact all of the Acquisition and Technology Workforce. Both of these structures share a common objective of enhancing the acquisition workforce's capability and both provide various opportunities and programs to further the career and professional development of the workforce. CP-14 members are encouraged to leverage the benefits of both organizational structures to their own benefit, just as both structures strive to work cooperatively to the benefit of the members of CP-14.

B. Functional Career Management Structure.

  1. The Secretary of the Army. The Secretary of the Army is responsible for civilian personnel management, including career management, within the Department of the Army (DA). The Assistant Secretary of the Army (Manpower and Reserve Affairs) is responsible for overall policy direction. The organizational relationships are shown in Figure 2.

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  2. Functional Chief (FC) and Functional Chief Representative (FCR). Each Career Program within the Army has a designated Functional Chief (FC) whose duties regarding civilian career management and development are detailed in AR 690-950. The FC for CP-14 is the Assistant Secretary of the Army (Acquisition, Logistics, and Technology), who will designate a senior official (normally a civilian) in the Contracting and Acquisition career program to be the Functional Chief Representative (FCR). The FC is a member of the Army Acquisition Career Program Board (AACPB), discussed later. The FCR also serves as a member of the Career Program Policy Committee (CPPC), chaired by the Deputy, Assistant Secretary of the Army (Manpower and Reserve Affairs) (ASA (M&RA)), Civilian Personnel Policy. The duties and responsibilities of the FCR are detailed in AR 690-950, Chapter 1.
  3. The Contracting and Acquisition Career Program Advisory Council (CACPAC). The CACPAC is the career program planning board for CP-14 pursuant to AR 690-950. The CACPAC assists the FC/FCR in carrying out the duties and responsibilities involving the professional training, education, development, and career management of the Contracting and Acquisition Career Program. The CACPAC is chartered to provide Army senior-level advice, guidance, and direction for all functions associated with the development, implementation, management and operations of CP-14, including assessing program effectiveness, developing program improvements, and recommending policy and administrative changes. The FC/FCR (or designated representative) chairs the CACPAC; other members include Major Army Command (MACOM) or Major Subordinate Command (MSC) Principal Assistants Responsible for Contracting (PARC), or their designees, Senior HQDA CP-14 civilians designated by the FCR, Military Area of Concentration (AOC) 51C representatives designated by the AOC 51C Proponent, senior representatives from the Office of the ASA (M&RA), and the Director, Acquisition Career Management or designee. There are two subordinate committees to support the CACPAC in its responsibilities.
    1. Professional Development Committee (PDC). The PDC consists of representative Major Army Command (MACOM) Career Program Managers, or their designees. The PDC develops and provides recommendations to the CACPAC on policy, procedures, and goals for all matters relating to training and development, to include career broadening, managerial, and mandatory DoD training, acquisition workforce training, long-term training, short-term training, and tuition assistance.
    2. Program Effectiveness Committee (PEC). The PEC consists of selected career program representatives to work with the Contracting Career Program Office. The PEC will identify or develop areas for analysis or evaluation to assess the effectiveness of programs supporting the professional development of career program members. The PEC will be guided by the provisions of the Government Performance and Results Act in recommending analytical methodologies, but will primarily assist with identification of areas to be evaluated regarding goal accomplishment or providing recommendations on goal modification to the CACPAC.
  4. HQDA Contracting Career Program Office (SFAE-CON). The Contracting Career Program Office supports the CP-14 FC/FCR in the functional development, management, and assessment of programs to support the career management and professional development needs of Contracting and Acquisition career program personnel.
  5. MACOM Career Program Manager (MCPM). A MCPM for Contracting and Acquisition personnel will be identified at each MACOM to assist the FCR through the MACOM Commander. This function is usually performed by the PARC. The MCPM will provide contracting and acquisition career program guidance to all MACOM personnel in CP-14.
  6. Activity Career Program Manager (ACPM). The ACPM at the MSC is the PARC. At the installation or contracting activity level the ACPM is usually the Director of Contracting (DOC) or a designee. The ACPM is responsible to the MCPM for ensuring that individual training requirements are implemented, and that career development information is disseminated. CP-14 personnel in other staff offices, such as the Small/Disadvantaged Business Utilization Specialist and Competition Advocate, should be included in all aspects of local career development programs and procedures. When CP-14 personnel are geographically collocated with an ACPM, but assigned to a tenant activity, separate reporting activity, or otherwise outside of the chain of command of the ACPM, an agreement should be reached between the ACPM and cognizant senior level manager to ensure all CP-14 personnel receive adequate career advice and information. Career Program personnel who are uncertain of who their ACPM is may contact the Contracting Career Program Office for assistance in identifying their ACPM, or other advisors for career development or career management assistance.
  7. Supervisors. Supervisors are essential to successful career development and planning. Their career guidance and performance appraisal ratings, along with concurrent discussions with employees, provide the most immediate and important source of feedback on performance and functional qualifications. Supervisors will:
    1. Counsel individual employees about their career development. Supervisors who are not in CP-14 must ensure that employees are counseled in career development by an appropriate CP-14 ACPM, MCPM, or their designee.
    2. Jointly participate with the employee in developing an Individual Development Plan (IDP). (See Section IX for guidance on developing an IDP.)
    3. Participate in the preparation of intern training plans and monitor the execution of those plans, where appropriate. (See Section X for guidance on developing the intern training plan.)
    4. In conjunction with the employee, identify professional development objectives for each employee and incorporate these into the employee's performance appraisal and the IDP.
    5. Support the development of employees' skills and acumen as contracting, business management professionals.
    6. Release employees for identified ACTEDS training and development opportunities. Supervisors are expected to anticipate mission requirements and coordinate employee availability with the scheduling of training and development prescribed in the IDP and Total Army Personnel Evaluation System (TAPES) Support Form (where appropriate). Supervisors will ensure that obstacles to attendance and successful completion are eliminated once the developmental activity is scheduled.
  8. Employee. Each employee is responsible for establishing personal career goals (see Career Ladder at Table 3) and establishing strategies to achieve those personal career goals. Employees should expect to be assisted in their career development planning by their supervisors, ACPM, MCPM, or HQDA Contracting Career Program Office. In order to ensure constructive progress that will enhance individual career development, CP-14 employees should:
    1. Conduct an objective and comprehensive self-evaluation of their current education, training, and development status in accordance with the Master Training Plan in Appendix I. Comparing the self-evaluation to personal career goals provides a basis for identifying developmental experiences needed to attain the desired goals.
    2. Develop a realistic IDP with their supervisor that supports career progression (see Section IX for guidance on developing the IDP). DACM memorandum, SUBJECT: Individual Development Plans, dated 26 January, 1999, provides specific policy guidance regarding the requirement for a five-year IDP for all Acquisition, Logistics, and Technology Workforce (AL&TWF) members, regardless of certification level.
    3. Register in the centralized career program referral system, Resumix. Resumix is a centralized database for resumes. Resumes should be created in The Army Civilian Resume Builder, which is a tool for an individual's personal use in creating and sending out resumes. Resume Builder can be accessed online at and will require that a Userid and PIN be created in conjunction with your social security number (SSN) for online registration. The Army's Resume Builder is the preferred method for preparing your resume and supplemental data sheet for submission to the Army Resumix database. The use of the Resume Builder ensures that your resume is developed in a uniform manner and conforms to the proper format for processing. It is also the most efficient way to get your resume into the Central Resumix database. To view your resume, use Army Notification System Web Enabled Response System (ANSWER) which is now part of the Army's Resume Builder. To be considered for CP-14 positions in the Army at the GS-12 level and above, Army's Resume Builder and the Self-Nom process should be used and resumes should be frequently reviewed to ensure currency and accuracy of the resume. (See AR 690-950 Career Management, DA Pam 690-950 Career Program Referral, Registration, and Administration, and ASA (M&RA) Memorandum SUBJECT: Transition from Army Civilian Career Evaluation System (ACCES) to Resumix, dated January 8, 2003).
    4. Ensure the currency and accuracy of their Acquisition Career Record Brief (ACRB). (See Section V, paragraph B. 2.)
    5. Seek through self-development and professional development opportunities to continually improve technical competencies, leadership skills, and contracting business skills required in the Contracting and Acquisition career program.
    6. Participate, as appropriate, either as a mentor or associate in the Army's mentoring program (DA Pam 690-46) to improve the quality of the career program.
    7. For AL&TWF members, obtain 40 continuous learning points a year, or 80 in a two year period, in accordance with the USD (AT&L) Continuous Learning Policy for the Department of Defense AL&TWF.

C. Army Acquisition Career Management Structure

  1. DAWIA. DAWIA requires that each military department establish certain positions and boards to perform functions and responsibilities relative to the career management of the acquisition workforce.
    1. Director of Acquisition Career Management (DACM). DAWIA requires each Military Department to appoint a Director of Acquisition Career Management within the office of the Service Acquisition Executive. The Military Deputy to the ASA (ALT), has been designated to serve as the DACM for the Army. The DACM has the authority to waive qualifications for certain DAWIA requirements, e.g., assignment to a position as a Senior Contracting Official (SCO), and assignment to a Critical Acquisition Position (CAP).
    2. Army Acquisition Career Program Board (AACPB). The AACPB is established by authority of the DAWIA, and its composition is consistent with Sec 1706 (b) of DAWIA. The AACPB is a cross-functional board that is responsible for advising the Army Acquisition Executive in managing the accession, training, education and career development of military and civilian personnel in the acquisition workforce. The FC may delegate his AACPB responsibilities to his FCR (or other representative).
    3. Army Acquisition Career Management Functional Working Group. DAWIA provides authority for the Secretary of a military department to establish a subordinate board structure to which functions of the AACPB may be delegated. In accordance with this authority, the Secretary of the Army delegated the responsibilities of the AACPB to a subordinate board structure referred to as the ACPB Functional Working Group (FWG). The FC will designate a representative to serve on the ACPB-FWG.
  2. Army Acquisition, Logistics and Technology Workforce (AL&TWF) / Army Acquisition Corps (AAC).
    1. Professional and career development information specifically related to the AL&TWF and AAC may be obtained from the Acquisition Support Center (ASC), which reports to the Director Acquisition Career Management (DACM). The ASC has appointed three Regional Directors and have Acquisition Career Managers (ACMs) to oversee the AL&TWF and AAC members. The ACMs located in the Regional Customer Support Offices (CSOs) support the AL&TWF members and the ACMs located in Acquisition Management Branch, U.S. Army Total Army Personnel Command (PERSCOM ) sport the AAC members and are available to provide AL&TWF specific acquisition career development guidance and support: including, but not limited to training, education, and certification. The ACMAs serve to enhance the communication of information routinely routed through the functional and command channels. These individuals should be used as career development resources in conjunction with MCPMs and ACPMs. A listing of these individuals and contact numbers may be found on the ASC website.

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    2. Since personnel in CP-14 are also members of the AL&TWF, professional and career development matters and information specifically related to the AL&TWF and AAC are managed by the Army acquisition career management structure. Figure 3 depicts the structure and organizational relationships between the Office of the Secretary of Defense (OSD) and the DoD functional board structure relative to the Army acquisition and personnel systems.

D. Career Management Structure Relationships. Table 2 is provided to clarify the roles and responsibilities of the two career management structures. For a more comprehensive and current understanding of the roles, responsibilities, and programs provided by these two management structures, CP-14 personnel are encouraged to frequently visit the ASC web site.

Army Acquisition
Career Management Structure
CP-14 Functional
Career Management Structure
AAE Implements DAWIA and DoD polices in the Army FC Overall responsibility for career development and career management of Career Program
DACM Assists the AAE in implementing DAWIA FCR Represents FC. Identifies career training needs, career paths, competencies and develops career program ACTEDS Plan
AACPB Advises the AAE on management of accession, training, education, and career development of the AL&TWF CACPAC Advises FC and FCR
ACPB-FWG Working level board to which the functions of the AACPB have been delegated. PDC & PEC The PDC is a working level committee to develop and provide recommendations on policy, procedures, and goals for all matters relating to training and development.The PEC is a working level committee to evaluate the effectiveness of Career Program (CP) 14 and AOC 51 programs, guided by the GPRA.
ASC(SFAE-ZAC) Assists DACM as Army single POC on DAWIA. Contracting Career Program Office(SFAE-CON) Supports FC & FCR in creating a professional contracting workforce. Manages career program specific Competitive Professional Development, Acquisition Excellence Training, executive education, and career development and broadening for CP-14. Responsible for the CP-14 ACTEDS Plan and career program level oversight of the contracting Intern Program.
AMBACMs ACMs at AMB PERSCOM provide career management assistance to AAC members, CDGs, and military AL&TWF members. ACM Centralized management of CP-14 members in certain CAPs, CDG, and AAC Long-Term Training (LTT), ACMs work for the AMB of PERSCOM.
ACMA Link from DACM to ensure effective and timely communications on education, training, and competitive opportunities MCPM Supports CP-14 and advises headquarters. Oversee implementation of CP-14 policies and programs
Regional Directors & Regional ACMs Provide acquisition career management assistance to the AL&TWF ACPM Supports CP-14 policies and programs and communicates with supervisors and employees advising on ACTEDS Plan and Intern programs (as appropriate)
SUPERVISOR Counsel employees about career development, certify and train employees, approve and use IDP, ensure Acquisition position certification requirements are met.
EMPLOYEE Establish personal career goals, complete IDP, participate in training, register in Resumix, manage and update ACRB, participate in continuous learning activities.

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