By David San MiguelACC Office of Public & Congressional AffairsDavid.email@example.comIn what may be the first time the Army has conductedany kind of Soldier’s competition by video teleconference,the Army Contracting Command has set a newprecedence.According to Master Sgt. Michael C. Bonds, ACCG-3 operations noncommissioned officer, this year’s NCOof the Year competition, held May 6-10, was conductedvirtually in light of current budget constraints.“This year was a unique experience as far as planningthe event on the same line as a traditional competition,”he said. “Of course, we had those who wanted thecompetition here at Redstone Arsenal, Ala., butunderstanding the funding situation we were under, theyeventually jumped on board and provided top-qualityNCOs to compete.”See NCOY, page 6.Vol. 4, No. 19May 15, 2013“Providing global contracting support to war fighters.”AGILE PROFICIENT TRUSTEDACC NCO of the Year readies to compete for AMC titleBy Ed WorleyACC Office of Public & Congressional AffairsEdward.firstname.lastname@example.orgDepartment of Defense civilianemployee furloughs have been reducedto 11 days, Secretary of Defense ChuckHagel announced May 14.The administrative furlough is theresult of congressionally mandatedautomatic budget cuts, known assequestration, which began March 1.Active-duty Soldiers are not subject to thefurlough.According to Bill Baxter, ArmyContracting Command deputy chief ofstaff, Human Capital G-1, the furloughperiod will begin July 8. He said employeesshould expect their furlough notice lettersbetween May 28 and June 5.“We will continue to provide assistanceand additional training to ensure ouremployees are aware of all programs toassist them through this difficult time,”Baxter said. “Employees should not feelalone during this period. The commandstands by to provide any assistance we canto take care of our workforce.”ACC’s furlough implementation plancalls for most civil service employeesto take their furlough days on Fridays,leaving behind a minimum staff, heexplained.Those who work Fridays wouldtake their furlough day on Mondays.In announcing the furloughs, Hagelsaid the department is more than $30billion short in its operations andmaintenance accounts, which are thefunds used to pay most civilian employees,maintain military readiness and respondto global contingencies. He said thedepartment is about $7 billion to $8billion short in additional accounts.“The department has been doingeverything possible to reduce thisshortfall while ensuring we can defendthe nation, sustain wartime operations,and preserve DOD’s most criticalasset ‒ our world-class civilian andmilitary personnel,” he said in a messageto all DOD personnel. “To that end,we have cut back sharply on facilitiesmaintenance, worked to shift fundsfrom investment to O&M accounts, andreduced many other important but non-essential programs.”See FURLOUGHS, page 5.Furloughs reduced to 11 days, defense secretary says(Photo by Ed Worley)CommandSgt.Maj.JohnL.Murray(left),ArmyContractingCommand,and Command Sgt. Maj. Angel C. Clark-Davis, ExpeditionaryContracting Command,conduct the NCOY board by VTC. Sgt.ErnulfoCervantes (top center) served as the board recorder.
May 15, 20132U.S. Army Contracting CommandThe NewsBlast is a weekly newsletter authorized and produced by the U.S. Army Contracting Command’sOffice of Public and Congressional Affairs editorial staff in accordance with AR 360-1 (The Army PublicAffairs Program) to inform, educate and entertain the ACC community on people, policies, operations,technical developments, trends and ideas of and about the Department of Defense, the Department of theArmy and this command.The views and opinions expressed in this publication are not necessarily the official views of, or endorsedby, the U.S. government, the U.S. Army or this command.Send submissions and correspondence to the U.S. Army Contracting Command, Office of Public andCongressional Affairs, ATTN: Editor, NewsBlast, 3334A Wells Road, Redstone Arsenal, AL 35898-5000.Telephone: 256-955-7634, DSN 645-7634 or email at email@example.com.Commanding GeneralMaj. Gen. Camille M. NicholsACC Command Sergeant MajorCommand Sgt. Maj. John L. MurrayDirector, Office of Public & Congressional AffairsArt ForsterPublic Affairs Team ChiefEd WorleyEditorDavid San MiguelPublic Affairs TeamLarry D. McCaskill, Giselle Lyons, Beth E. ClemonsFor Spotlight submissions, click on the icon.Spotlight on...Readers are encouraged to submit comments or suggestions to the editorial staff via the mailbox icon to the right. Responses will assistthe NewBlast staff in producing a publication to better meet readers’ expectations and information needs.Sabin A. Joseph is a senior contracting specialist assignedwith the Belvoir Division at the Army Contracting Command-Aberdeen Proving Ground, Md.Describe your current positionAs a senior contracting specialist, it is my responsibilityhere to award and manage various acquisitions in supportof defense systems and the Soldier. I am responsible forthe formation of solicitations and contracts, analyzingproposals, performing cost/price analysis, negotiation, award,administration and closeout of contracts as well as being abusiness advisor to our various customers in support of theArmy’s mission.Describe your professional/education backgroundI graduated from Pennsylvania State University with aBachelor of Science degree in psychology with a focus onbusiness. I additionally picked up a minor in business fromthe university as well.Where do you call home? Tell us about your family and whatyou enjoy doing during your spare time.I currently live in Springfield, Va., but would consider myoverall home these days to be north Virginia. In my sparetime I like to stay in shape and follow the stock market.How does your job support the Soldier?My job supports the Soldier in that a lot of the contractsthat my office awards and manages are for research anddevelopment.These efforts give the Soldier an advantage inthe field. In addition, the technologies we help to developprovide life-supporting and life-saving equipment to the warfighter.Sabin A. JosephSabin A. JosephACC-Aberdeen Proving Ground, Md.
May 15, 20133By Cheryl PellerinAmerican Forces Press ServiceWASHINGTON – During a Senatehearing May 9 on President BarackObama’s $9.5 billion military constructionbudget request for fiscal year 2014, DefenseDepartment Comptroller Robert F. Halesaid the severe and abrupt budget cutsimposed by sequestration are devastatingthe U.S. armed forces.Hale and John Conger, acting deputyundersecretary of defense for installationsand environment, testified on militaryconstruction and family housing beforethe Senate Appropriations subcommitteeon military construction, veterans affairsand related agencies.The officials described for the panel theimpact of sequestration in the current year.“While sequestration and relatedproblems do not affect most militaryconstruction projects, they are devastatingmilitary readiness,”Hale said.“I just can’tbelieve what we’re doing to the militaryright now.“We’re requesting $526.6 billion indiscretionary budget authority,”he said.“It’s about the same as our 2013 request butabout 8 percent higher than we’re executingright now in 2013 under sequestration.”Beyond 2014, he said,“If we’re able tocarry out the president’s plan, we anticipateincreases of about 2 percent a year, roughlyenough to keep up with inflation.”The overall budget request representsthe amount the president and the defensesecretary believe is needed to supportnational security interests in a time of verycomplex challenges, Hale noted.“Our request does not take intoaccount a possible $52 billion reductionif sequester becomes an annual event,”the comptroller said, “but the presidenthas submitted a budget with a balanceddeficit reduction plan of $1.8 trillion over10 years ‒ more than enough to meet thetargets of the Budget Control Act.”Hale added, “We strongly hope thatCongress will pass this plan or anotherplan that the president will sign, and thenrepeal sequestration.”For fiscal 2014 the departmentis seeking $11 billion for militaryconstruction and family housing, anamount which is on par with the fiscal2013 requests, he said.On the military construction side,DOD is seeking $3.3 billion foroperational training facilities, as well as$900 million for modernizing medicalfacilities, 17 dependent school projectsand many others; and $1.5 billion forthe family-housing program to providequality, affordable housing for militaryfamilies.In terms of sequestration’s effects onmilitary construction, the comptroller saidmost accounts won’t experience sequester-related cuts in 2013 because of specialcrediting provisions in the current law thatapply when Congress enacts major cuts inan appropriation.“The law says, ‘cuts are big enough,there’s no further sequestration,’”Hale said.But facilities sustainment andrestoration and modernization projectsalready have been cut severely in fiscal2013, he added, “We’re essentially downto pretty much safety-of-life and propertyprojects for the rest of the year.”See SEQUESTRATION, page 4.Hale: Sequestration devastates U.S. military readinessBy Jennifer BacchusAMCANNISTON ARMY DEPOT, Ala. –Maj. Gen. Camille Nichols, commandinggeneral, Army Contracting Command,visited Anniston Army Depot May 2.Nichols, who took command ofACC in May 2012, held a town hallmeeting with Anniston ContractingOffice employees at the close of her tour,listening to concerns of the employees andanswering questions regarding the Armybudget and furloughs.“We are working on furlough lettersnow, with the hope that we will neverissue them,” said Nichols, adding thatthe Department of Defense is stilldetermining the number of furlough daysemployees will be required to take.She also addressed the possibility offurlough in fiscal year 2014, saying it is apossibility, but not at the beginning of theyear.“Do I think at the end of 2014 I’ll behaving the same conversation with you? Ihope not,” said Nichols.The general told the group ofcontracting employees she had an agendafilled with plans when she took commandlast year, but, due to budgetary constraints,many projects have not been accomplished.Chief among those unfinished projectsare construction and repairs for many ACCfacilities, including the ACC headquarters,which is currently operating out of trailers.She praised the Anniston facilities aswell as the personnel, calling employees a“national treasure.”See ANNISTON, page 4.CG visits Anniston, holds town hall(Photo by Mark Cleghorn)Maj. Gen. Camille Nichols, commanding general, Army Contracting Command(third from right), tours Anniston Army Depot’s Combat Vehicle Repair Facilityaccompanied by Col. Brent Bolander, ANAD commander, and David Bunt, directorof Anniston’s contracting office.
In his remarks to the panel, Congerunderscored the negative effects ofsequestration on facilities’ sustainment andrestoration accounts.Because operation and maintenancedollars are more discretionary and thusmore flexible, he said facilities’ sustainmentwas cut more deeply to make up thedifference.“In FY ‘13 we are deferring all butthe most critical repairs. We’re deferringroutine maintenance. We’re holding offon major purchases and accepting risk bylooking for building equipment to hold outlonger,”he said.Frankly, the undersecretary said, “wecan accommodate this for a short periodof time but facilities will break if weshort-change these accounts for multipleyears. Building systems will begin to fail.The cost to repair broken systems is muchhigher than that to maintain them.Keep in mind, he added, this includesmore than 500,000 facilities and a plant-replacement value of more than $800billion. “If we don’t invest in keeping it up,it will deteriorate and we will end up witha steady increase in failing or unusablefacilities.”Hale said the department isstill researching specific impacts ofsequestration on military construction, butfor those that so far are affected, “mainlyNavy and defense-wide, we believe wecan absorb most of the sequestrationreductions with available … savings. Wedon’t intend to reduce the scope of anyconstruction projects. At least (right) nowwe don’t believe that will be necessary.”The department also plans to minimizethe number of projects deferred or cancelledas a result of sequestration, Hale said.“We will have to do a larger-than-normalnumber of reprogrammings, which will addto our work load and also to yours.”The proposed DOD base budget wasbuilt on several guiding principles, Halesaid, in particular the need to continue toserve as good stewards of taxpayer dollars.In that effort, he said, proposedinitiatives range from health care andenergy efficiency to weapon terminations,and include a new round of baserealignment and closure.To cut long-term costs we need toconsolidate infrastructure and reduce it.The only effective way to do that is forCongress to authorize a new round ofBRAC in 2015, the comptroller said.“BRAC does save money. We’re saving$12 billion a year from the past BRACrounds,” he said. “I hate to think what I’dbe doing right now as comptroller of theDepartment of Defense if, especially inthis environment, I had to find another$12 billion of savings in the fiscal ‘14budget.”The department needs congressionalsupport, Hale said, “so we can makefurther cuts in infrastructure in 2015and hold down the dollars the Americantaxpayers have to give us to meet theirnational security needs.”In addition to being good stewardsof public funds, he said, “We are seekingto strengthen our alignment to thepresident’s defense strategy that wasannounced last year. We also seek a readyforce and try to put emphasis on people.But frankly, sequestration is seriouslyundermining both of those goals.”May 15, 20134By Daniel P. ElkinsMICC Public AffairsDaniel.firstname.lastname@example.orgJOINT BASE SAN ANTONIO-FORT SAM HOUSTON,Texas – Asinstallation garrison leaders continue tosearch for cost savings in today’s uncertainfiscal environment, more are finding it inan unlikely source – their GovernmentPurchase Card program administration.Mission and Installation ContractingCommand GPC program officials arehelping ensure Army and federal customersacross the country are capitalizingon available rebates through diligentadministration of their GPC accounts.“Rebates are paid quarterly basedon the volume of transactions for thatquarter and timely payment,” said GuyHunneyman, a business manager with theMICC Oversight and Assessment Branch.“So the faster billing officials certifyaccounts and the bank is paid, the higherthe rebate.”The GPC program allows individualsat the lowest level of governmentorganizations and agencies greaterefficiency in the procurement ofcommercial goods and services frommerchants. With a single purchase limitof less than $3,000, Hunneyman saidaccounts typically generate rebates of 1 to1.3 percent. Accounts that are delinquentget little or no rebate.In fiscal 2012, the MICC managedmore than 1.2 million GPC transactionsvalued at $1.3 billion, said Gary Pinion,who leads a group of four businessmanagers at the MICC headquarters.Todate, GPC cardholders have made morethan 525,000 transactions totaling morethan $575 million this fiscal year.“When you consider the number ofaccounts to manage and installationsacross the continental United States, we’rethe largest Army GPC program,” he said.See REBATES, page 5.GPC efficiencies yield greater savings“It is unbelievable to be yourcommander,” said Nichols. “It is an honorI don’t take lightly.”Nichols has worked throughout her timein command to tell the story of contracting,enabling the Soldiers and civilians whobenefit to learn what it takes to get goods,services and parts where they need to be.“As a service organization, youwant your customers to be happy,” saidNichols. “You also want your customers toappreciate what you do.”In addition to telling the story ofcontracting, Nichols hopes to educateArmy installations and organizations,enabling them to manage contracts oncethey have been awarded.“These are not our contracts.They arenot your contracts,” she told the Annistonemployees. “We just help facilitate theprocess.”Following the town hall, severalemployees were recognized for theirextraordinary service.ANNISTON continued from page 3SEQUESTRATION continuted from page 3
Through the second quarter of thisfiscal year, MICC GPC administratorshave helped return more than $6 millionto its military and federal customersthrough rebates.This amount is trailingan annual trend of between $15 and $19million in rebates.“Rebates are down because we’respending less; the sequestration isimpacting everybody,” Pinion said. “Sowhat we’re getting back in rebates andtransactions is based on what’s being spentby the customers. As money is released,we’ll see spending go up and rebatesincrease if managed in a timely manner.”In fiscal 2012, $15 million was returnedin GPC rebates. Although savings thisyear lag those from the previous yeardue to decreased spending, today’sbudgetary conditions underscore a criticalimportance of realizing every potentialsavings opportunity and developingresponsive contracting solutions.The amount of rebates represents alittle more than 75 percent of what isavailable, according to Pinion. If you dothe math, approximately $4 million inrebates go uncollected each year. Bringinggreater emphasis to this oversight is a newapproach of using big data.GPC business managers at the MICCset out to first make the program moreefficient by taking a closer look at activityacross all of its account activity.They foundthat about half of the GPC card accountswere not necessary and instead posed anadministration burden.“We’ve been reducing the number ofcardholders the last couple of years tomake it lean by eliminating accounts thatwere excessive, duplicate and inactive,”Pinion said. “The fewer number of cardsalso make for less risk.”An initial review of the programidentified more than 30,000 cardholdersand 15,000 billing officials, all administeredby slightly more than 100 MICCpersonnel responsible for managing theday-to-day GPC operations. Followinga scrub, Hunneyman said the number ofactive cardholders and billing officials wereeach reduced by 43 percent to less than13,000 and about 6,500, respectively, with anegligible change in the spending activity.During this process, they teamed withthe MICC Knowledge ManagementBranch to create the Card TransactionAnalysis Tool, or CATALYST, to analyzeactivity across the GPC Program.“I saw the amount of data that wasavailable to the GPC team and thepossibility of creating such a tool,” saidHarry Staley Jr., a procurement systemsanalyst with the knowledge managementbranch. We brought our skills together todevelop this tool, because it was takingseveral weeks to conduct surveillance onGPC accounts.”Staley added the no-cost, MicrosoftExcel-based tool pulls information andreporting data at the U.S. Bank billingofficial level and applies MICC codesto yield more than a dozen reports thatbreak down data to the major command,installation and cardholder levels, whichprove vital in decision making. Due to itseffectiveness and value in analyzing data atthe installation level, he said the tool willbe fielded to MICC contracting offices inthe coming months.“It identifies the types of business thetransactions fall into as well as providesanalysis breaking down the data - outliningdelinquent accounts, inactive accounts,rebates, fraudulent, suspended, possiblesplit purchases, contract opportunities, spanof control, questionable spend patterns,top merchants and other reports givingthe analyst the ability to uncover trendspreviously concealed,”Staley said.See SAVINGS, page 8.REBATES continued from page 4“Still,”he said,“these steps have not beenenough to close the shortfall. Each of themilitary services has begun to significantlyreduce training and maintenance of non-deployed operating forces – steps that willadversely impact military readiness. Andeven these reductions are not enough. Sincedeeper cuts to training and maintenancecould leave our nation and our militaryexposed in the event of an unforeseen crisis,we have been forced to consider placingthe majority of our civilian employees onadministrative furlough.”The secretary said the budget “got to apoint where I could not responsibly go anydeeper.”Hagel said the department willcontinue to work the budget in hopes offinding more relief for the furlough.“If we can do better, then we might bein a position to knock that back,” he said,emphasizing that he wasn’t making anypromises.Originally announced as 22 days ofunpaid days off, Hagel said in late Marchthat the number of days would be reducedto 14.The change followed congressionalapproval of a defense appropriations billthat prevented an additional $6 billion incuts, ordered under sequestration, fromtaking effect.The furloughs are set toexpire at the end of the fiscal year.Go to http://www.dodlive.mil/index.php/2013/05/message-from-secretary-hagel-on-furloughs/ to read Hagel’smessage.FURLOUGHS continued from page 1(Photo by David San Miguel)ACC-Redstone executivedirector bids farewellDuring a farewell ceremony held atRedstone Arsenal, Ala., May 13, MichaelR. Hutchison, Army ContractingCommand deputy to the commandinggeneral, presents Cathy Dickens witha commemorative plaque containingcoins from ACC’s major subordinateorganizations.Dickens leaves ACC-Redstone as itsexecutive director for an assignment asdeputy to the commanding general, U.S.Army Aviation and Missile Command.May 15, 20135
Rising to the top of that heap wasStaff Sgt. Miguel Martinez of theMission and Installation ContractingCommand Field Directorate Office-FortKnox, Ky.He beat out 11 other acquisition,logistics and technology contractingNCOs who hailed from as far away asItaly, Germany, Korea, Hawaii and variousstateside installations to become this year’stitle-bearer.A native of Inglewood, Calif.,Martinez had only reclassified into the51C career field in June 2012.Previously, he served as a dentalassistant, then NCO–in-charge of adental clinic in Germany.He now moves on to represent ACCin the Army Materiel Command’s BestWarrior Competition at Rock Island, Ill.,Aug. 19-22.This year, competitors were required tocomplete the physical fitness test and 12-mile road march at their home stationsand to forward the results to the gradersat ACC headquarters. The formal boardsand exams were evaluated through VTC.First-time competitor and native ofFayetteville, N.C., Staff Sgt. Lucinda S.Archer of the 414th Contracting SupportBrigade, Vicenza, Italy, said the “NCO ofthe Year competition was one of the mostchallenging military events” she had everencountered in the 14 years she’s been inthe Army.“The toughest part of the competitionby far was the road march,” she said.“I had many from my unit out theresupporting me. My battle buddy even gothurt but after all that was said and done;it showed me how to persevere and justkeep going.”“The experience to me was very realand I was nervous every time I had toget in front of the camera,” she said. “Forthose who want to participate in nextyear’s event, my advice would be to pleaseprepare yourself, physically train up forthe road march and, as with any militaryboard, make sure your uniform is squaredaway.”Staff Sgt. Gregory M. Graham, anative of Somerset, N.J., had only recentlyreported for duty with the 411st CSB,Osan Air Base, Korea, when he “jumpedinto the competition.”“Fortunately, I had just gotten donewith the NCO of the Quarter boardswith my previous unit, so I had alreadyretained quite a bit of information,” hesaid. “Competing via VTC, however,was extremely different, especially whenthe system was delayed or went down. Ipersonally like to see the board members’reactions to better assess my situationand how I am doing. This made it a lottougher.”Nonetheless, Graham encouragesanyone to compete.“I challenge anyone to compete atthese boards,” he said. “They are a greatway to put yourself out there and meetwith senior leadership that you may notget to meet until later on. I did it withintwo weeks of becoming a contractingNCO, no one in the field knew mebefore. They will know me now, though.”The NCOY runner-up was Staff Sgt.Booker L. Jordan Jr., of the 409th CSB,Kaiserslautern, Germany; and third wasStaff Sgt. Billy J. Carrillo of MICC-JointBase Lewis-McChord, Wash.Staff Sgt.Lucinda Archer414th CSBVicenza, ItalyStaff Sgt.Joe Carrillo711st CCT, MICCJBLM-Wash.Staff Sgt.Lloyd C. Cueto413th CSBFort Shafter, HawaiiStaff Sgt.Desmond Culler Jr.410th CSBFort Sam Houston, TexasStaff Sgt.Daniel Dash906th CCBn, 411th CSBCamp Coiner, KoreaStaff Sgt.Gregory M. Graham906th CCBn, 411st CSBOsan Air Base, KoreaSgt. 1st ClassLa Chad C. Jefferson408th CSBShaw Air Force Base, S.C.Staff Sgt.Booker L. Jordan Jr.903rd CCBn, 409th CSBKaiserslautern, GermanyStaff Sgt.Justin J. Mansfield918th CCBn Fort Carson, Colo.Staff Sgt.Miguel MartinezMICC FDO-Fort KnoxFort Knox, Ky.Staff Sgt.Antonio D. McMillian410th CSBFort Sam Houston, TexasMay 15, 20136NCOY continued from page 1
Click on the image forACC safety messages.May 15, 20137ACC in the NewsThis article mentions Army Contracting Command.PSI, government reach settlement in contract disputeBy Becky Purser(Posted on The Telegraph, May 7, 2013)Bryon-based Pyrotechnic Specialities Inc. and the U.S. Army Contracting Command reached a verbal settlement Tuesdayin a contract dispute over millions of dollars.http://www.macon.com/2013/05/07/2469707/psi-government-reach-verbal-settlement.htmlFaces of the Force: Working to ensure mission readinessBy Susan L. Follett and Tara A. Clements(Posted on the U.S. Army Acquisition Support Center website, May 14, 2013)From logistician to contracting officer, Master Sgt. Perryman’s drive is fueled by her passion to take care of Soldiers ‒providing them what they need, when they need it to accomplish the mission at hand.http://asc.army.mil/web/perryman-faces-of-the-force/GPC business managers apply thisdata when engaging resource managementpersonnel at the major command levelto identify areas requiring attention.Their analysis is also communicated atthe leadership level when the MICCcommanding general meets with leadersthroughout the Army.“We can calculate best-case scenarioson the amount of potential rebates amajor command could have received andthe amount they have lost,” Hunneymansaid. “Now that we can break everythingout, we’ve got a better set of data toanalyze and can provide more accurateinformation to resolve challenges all thewhile building better relationships withmajor commands.”MICC leaders can also capitalizeon the data analytics by gaining insightvaluable in managing its GPC workforceat a time of declining resources.Following the activation of the MICCin 2009, the number of agency ororganization program coordinators at theheadquarters and across the commandhas grown in order to keep pace withadministering the expanding number ofaccounts fixed to the program.The MICC’s primary supportedactivities include the U.S. ArmyInstallation Management Command,U.S. Army Forces Command, U.S. ArmyTraining and Doctrine Command,U.S. Army North, U.S. Army ReserveCommand and the U.S. Army MedicalCommand. GPC Program administratorsalso support university ROTCdetachments, recruiting centers andMilitary Entrance Processing Stationsacross the country.“In order to fully manage ourmanpower, having the right number ofcards out there allow us to have the rightnumber of people out there,” Pinion said.“All of the inactive cards were giving afalse manpower review.”Most of the MICC program managersare dedicated to the GPC program fulltime, but often must rely on the assistanceof analysts or other contracting personnelwhen the number of accounts they manageexceed a regulatory 300-to-1 ratio.Thus,larger installations that call for largerprograms also require a greater number ofbilling officials and alternates.A reduction in the number ofcardholders can lead to a reducedworkload and shift of manpower resourcesto other contracting priorities.By leveraging the efficienciesgained through increased oversight andinnovative tools, MICC officials hopeto achieve 85 percent of all availableGPC program rebates or greater. Thatcommand benchmark takes into accountthat some challenges leading to delaysare beyond their control. Chief amongthose are hurdles with the General FundEnterprise Business System, or GFEBS,which shares financial data across theArmy; and a constant need for trainingresulting from personnel rotations.“Training is critical not only forcardholders and billing officials, butalso for our program coordinators asthis process becomes more complicatedand systems driven.” Pinion said.“Agency or organization programcoordinators require a skill set of programmanagement and oversight to managethose programs. That’s why it’s importantthat we get the right people at the rightlocations.”SAVINGS continued from page 5