Summer 2013ACC TODAYwww.acc.army.milU.S. Army Contracting CommandView from the topACC NCO of the YearGPC efficienciesGovernmentand industry:Two sides of thecontracting coin
2 ACC TODAY | SUMMER 2013 | www.acc.army.milCOMMAND STAFFMaj. Gen. Camille M. NicholsCommanding GeneralCommand Sgt. Maj. John L. MurrayCommand Sergeant MajorArt ForsterDirector, Public and Congressional AffairsEd WorleyPublic Affairs Team ChiefEDITORIAL STAFFEDITORLarry D. McCaskillCONTRIBUTORSCol. Martha BrooksBeth ClemonsGiselle LyonsDavid San MiguelEd WorleyWRITE TO THE EDITORACC Today welcomes letters to the editor. Lettersmust be under 200 words and include yourname, address and telephone number. To submita letter, e-mail it directly to email@example.com,(256) 955-7655.FIND BREAKING NEWS ONLINEFind today’s top news, breaking news andlinks to electronic versions of ACC Today atwww.acc.army.mil/news. ACC Today is anauthorized publication for members of theU.S. Army. Contents of ACC Today are notnecessarily the official views of, or endorsed by,the U.S. Government, Department of Defense,Department of the Army or Army ContractingCommand. ACC Today is a quarterlypublication produced by the Army ContractingCommand Public and Congressional AffairsOffice. All editorial content of ACC Today isprepared, edited, provided and approved bythe Army Contracting Command Public andCongressional Affairs Office.ADDRESSThe editorial office is located at:Army Contracting Command3334-A Wells RoadRedstone Arsenal, AL 35898-5000VIEW FROM THE TOPACC TODAYGovernment and industryBy Bruce B. BerinatoExecutive DirectorArmy Contracting Command-New JerseyEstablished in October 2011,Army Contracting Command- New Jersey wascreated as a result of combining ACC personnel stationed at Fort Dix, N.J.,under various ACC organizational elements with the then-existing ACC-Picatinny.ACC-N.J.is the newest contracting center in the ACC family.Our organization is comprised of nine customer-focused contractingcenters located at either our Picatinny Arsenal or Joint Base McGuire-Lakehurst-Dix operating locations.We support weapons,armaments,ammunition andinformation technology contracting requirements in all phases of research anddevelopment,as well as initial and follow-on production.Key customers we support include:Program Executive Office Ammunition,PEO Soldier and PEO Enterprise Information Systems;Research Developmentand Engineering Command,Office of the Secretary of Defense - Land WarfareOffice and the U.S.Army Reserve,among others.ACC-N.J.is fully engaged in supporting all four fronts of ACC thrusts:contracting workforce;contracting process;customers;and industry.Of these,industry collaboration and partnership pose unique challenges as they requirethe contracting professional to utilize a balanced approach between partneringwith industry in a collaborative environment while maintaining the ability toensure effective stewardship of Army contract dollars.Notwithstanding thesechallenges,there are several examples of successful partnerships with industrythat have been to the benefit of Army contracting.I would like to highlight two initiatives withinACC that are directly involved in,and contribute to,collaboration with industry.The first is the Industry ExecutiveCouncil championed byACC headquarters. (See article on page 19)The objectivesof the IEC are to address the effectiveness of contracting and acquisitionprocesses and identify any areas of challenge which require development andimplementation of solution sets,as well as to promote contracting innovationsand initiatives that will enhance the business environment between governmentand industry.These objectives are achieved through regularly scheduled meetingsand discussions which address both industry and government perspectives onissues that are both meaningful and beneficial. ACC command leadership aswell as leadership fromACC’s Mission and Installation Contracting Command,Expeditionary Contracting Command andACC’s major contracting centersparticipate in these meetings and discussions.The second initiative is the Industrial Committee of Ammunition Producers,a committee comprised of executives from defense industry producers ofammunition and ammunition components. The ICAP is focused to providea forum for the open exchange of government and industry views related toDepartment of Defense ammunition requirements.Leadership of both ACC-N.J.,and ACC-Rock Island,Ill.,are participants in these sessions which have servedas the basis for the forging of successful partnerships with several ammunitionproducers in support of these requirements.The overarching objective for any ACC organizational element whencollaborating with industry is to establish and maintain an environmentwhere communications can be conducted open and honestly along with anunderstanding and appreciation of each other’s processes,issues and concerns.In this manner,both government and industry can work jointly toward a mutualwin/win outcome that ultimately supports the war fighter.
3www.acc.army.mil |SUMMER 2013 | ACC TODAYCover—(U.S. Army illustration)2 View from the top - Government and Industry4 Fort Benning holds first MCoE industry day5 Industry partnerships provide forums for discussions5 409th CSB hosts first European contracting board6 Deployable Cadre Program helps fill the void7 Cadre program places Robinson closer to Soldiers8 Helping small business find contracting opportunitieswith industry9 Pilot training with industry program10 Martinez named ACC NCO of the Year12 Educational partnership helps contractingprofessionals reach their goals13 Contracting specialists complete 2-year Smart Buyertraining program13 Nichols receives communication award14 Questions and Answers: Mr. Michael Fischetti, NCMA15 NCMA leader meets with ACC-RI employees16 Parker praised for a job well done17 NDIA hosts contracting symposium18 Tomorrow’s technology for today’s workforce19 Council works behind the scenes to improve businesspractices20 GPC efficiencies may yield greater savings22 Reaching great heights: MICC director climbs MountKilamanjaro23 Hendrix hobby is a proven classic24 Rock Island employees set to perform in LesMiserables28 Around ACCACC TODAY • SUMMER 2013WHAT’S INSIDEwww.acc.army.milSummer 2013ACC TODAYwww.acc.army.milU.S. Army Contracting CommandView from the topACC IntegrationContracting and customers go hand in handGovernmentand industry:Two sides of theContracting Coin715816231820
4 ACC TODAY | SUMMER 2013 | www.acc.army.mil(Left) Pat Billins discusses lessons learnedand process improvement suggestionsduring an industry day outreach eventMarch 28 at Fort Benning, Ga. Billings is thechief of the contracting division at MICC-Fort Benning. (Courtesy photo)By Daniel P. ElkinsMICC Public Affairs OfficeDaniel.firstname.lastname@example.orgMore than 65 industryrepresentatives fromthroughout the countrytook part in the first industry dayconducted by contracting officialsat Fort Benning,Ga.,March 28 insupport of the Maneuver Centerof Excellence and installationoperations.The event brought togetherrepresentatives from 13 of the14 prime contractors as well ascontracting officer representatives,Soldiers and federal employeesteaming together to execute amultiple award task order contractvalued at more than $400 millionand administered by the Mission andInstallation Contracting Command-Fort Benning.A multiple award task ordercontract is awardedfollowing a singlesolicitation to twoor more primecontractors toprovide thegovernmentsimilarservices or products.Those primecontractors then compete for futurerequirements,or tasks orders,thegovernment places against theMATOC throughout the contractperiod.This approach results in anexpedited acquisition process.Steve Sullivan,the directorof MICC-Fort Benning,said thecontract supports the center andgarrison operations community inareas such as training development,doctrine development,capabilitydevelopment,training instruction,and simulations and analysis.The director credits thecollaborative planning effortsbetween his staff and the MCoE forthe success of the business outreachevent.Despite having no budgetwith which to work,he said the 14civilians and Soldiers from MICC-FortBenning played an instrumental rolein the execution of the event.“The industry day was extremelysuccessful.Many participantsvoiced their appreciation forthe event,requesting that itbe conducted semiannually,”Sullivan said.“Perhaps the mostnoteworthy accomplishmentof the day was the fact thatwe improved communicationsbetween industry and governmentconcerning procedures and whatthe future holds when consideringsequestration.”The Maneuver Center ofExcellence is responsible for thetraining and leader development ofevery infantry and armor Soldier ‒from private to colonel.It providesNCOs and officers in those careerbranches initial,mid-level and senior-level Army professional developmenttraining.Center officials estimate FortBenning’s average daily studenttraining load at approximately12,000 service members receivinginstruction in more than 180courses.They anticipate trainingapproximately 96,000 servicemembers this year.
5www.acc.army.mil | SUMMER 2013 | ACC TODAYBy Wendy WeissnerACC-New Jerseywendy.email@example.comBy Rachel Clark409th Contracting Support BrigadeRachel.firstname.lastname@example.orgArmy Contracting Command-New Jersey contractingpersonnel work with theircustomers and industry membersto make sure everyone is movingtoward the same goal.ACC-N.J. supports the ProgramExecutive Office - Ammunitionand its program managers.Allare members of the IndustrialCommittee of AmmunitionProducers. ICAP is chartered bythe National Defense IndustrialAssociation and consists of corporatemembers from various segments ofthe ammunition industry.According to Lawrence A.ViscontiJr,ACC-N.J.’s associate director,theobjective of the ICAP is to providea forum for the open exchange ofgovernment and industry viewsrelated to the Department of Defenseammunition area.Visconti’s role is to represent ACC-N.J.in discussions on governmentammunition acquisition policies,procedures,and actions both ingeneral terms as well as specificcontract issues or questions.“Industry needs to understandour roles as the government andto understand how their actionscan cause a procurement to bedelayed,”said Visconti.“While theprogram managers and programexecutive offices are quite capableof discussing the program aspectsof requirements,it is important thatcontracting have representation toensure this crucial area is clearly andfully explained.”Additionally,Visconti said ACC-N.J.supports the Department ofDefense Land Warfare and MunitionsOffice within the Office of theUnder Secretary of Defense forAcquisition,Logistics andTechnologyby execution of an OtherTransactionAgreement with the NationalWarheads and Energetics Consortiumproviding prototype projectsolutions for warheads,energeticsand munitions development.NWEC has a membership ofmore than 170 traditional andnon-traditional defense companiesand academia.ACC-N.J.has beendelegated the authority to awardother transaction prototypeKAISERSLAUTERN, Germany -The 409th Contracting SupportBrigade hosted the first Europeancontracting coordination boardMarch 29 in Wiesbaden,Germany.According to Col.William Bailey,409th CSB commander,the boardset the framework for strategiccollaboration on contracting businessacross Europe.“We can accomplish so muchmore as a collective,in regards tocoordination,resources and support.We need to be talking to each otherand this is a great step in the rightdirection,”said Bailey.More than 30 attendeesrepresenting 13 different acquisitionand contracting organizations inthe medical,finance,logistics andengineering communities attended.Each organization presented itsmission,structure and capabilitieswhich increased everyone’ssituational awareness.“With the current fiscallimitations,this board provides theopportunity to identify and eliminateredundancies.The response wasoverwhelmingly positive aboutthe need for and the opportunityprovided by this forum for value-added change,”said Bailey.The board was established bydirection of Kim Denver,formerdeputy assistant secretary of theArmy (procurement),in an effort tosynchronize contracting support,leverage organizational expertise andto resolve common issues across theEuropean theater.Continued on page 26(Center) Peter Lichtenberger, U. S. Army Europe assistant deputy of Logistics G-4, talks withpeers about contracting and logistics at the European Contracting Coordination Board inWiesbaden, Germany. (U.S. Army photo)Industry partnerships providesforums for discussions409th CSB hostsfirst Europeancontracting board
6 ACC TODAY | SUMMER 2013 | www.acc.army.milBy Larry D. McCaskillACC Office of Public and Congressional Affairslarry.email@example.comThe Army ContractingCommand’s Deployable CadreProgram may be able to helpmilitary contracting organizationsoverseas with staffing shortages.Managed by the ACC DeputyChief of Staff Human Capital G-1,the program assists in identifyingand deploying civilian contractingand quality assurance volunteers insupport of contracting requirementsaround the globe.Deployingcadre members provide contractmanagement skills and expertisein operations beyond the scope ofthe command’s day-to-day missionincluding training exercises,naturaldisasters and high-visibility prioritiesacross the command.“Filling those positions cansometimes be a difficult task,”saidSandra Merritt,ACC DCP coordinator.“We have lots of people that sign up,but due to different circumstancesthey are not always available todeploy when they’re needed. Theymight be dealing with family orhealth issues or school when we’dlike for them to deploy.We haveto find the right fit for the cadremember in order for it to be a win-win situation.”According to Merritt,cadremembers have many questions theyneed answered prior to signing up.“They want to know things likewhat happens when I get to thedeployment center.Who’ll meet mewhen I get there or what happens if Ihave an emergency at home,”Merrittsaid. “Some even wonder if theyhave the skills to do the job.”To ease some of the tension,sheand fellow DCP coordinators BeverlyJohnson and MatthewTroxell spenda lot of time communicating withcadre members before,during andafter deployments.“This is the first deploymentfor many of them and sometimesthe first trip overseas,so there arequestions about passports,visas andwhat they should take or send beforegoing,”she said.“We try to provideas many answers as we can to helpthem transition to the environmentthey are going into.”Cadre volunteers are Departmentof the Army civilians from ACC unitsworldwide and their desire to takeon these missions is supported bytheir local leadership.“Encouraging employees tovolunteer for the program is veryimportant,”said Harry Hallock,executive director,ACC–Warren,Mich. “Our contracting experts gainvaluable experience working indeployable contracting environmentson programs they would notordinarily be exposed to at theirnormal duty command. The programhelps them develop unique skill setsthey then bring back to the homeoffice.“In addition,contractingspecialists often get to work up closeand personal with Soldiers and arethen better able to understand theirneeds and the ramifications of ournot doing our best in the contractingprocess to provide them with thesupport they need for success.”Hallock said the exposure helpscontracting specialists becomewell-rounded and ultimately betterdecision makers.“Not only do they bring backbest practices in contractingprocesses and procedures they’velearned during their deployments,but they gain experience workingwith different contract mechanismsVolunteers in the Deployable Cadre Program come from various Army Contracting Commandoffices to support the command’s overseas missions. (U.S. Army Photos)Continued on page 26Deployable Cadre Program helps fill the void
7www.acc.army.mil | SUMMER 2013 | ACC TODAYBy Larry D. McCaskillACC Office of Public & Congressional Affairslarry.firstname.lastname@example.orgFor Undra Robinson II,theArmy Contracting Command’sDeployable Cadre Program hasbeen a window of opportunity bothprofessionally and personally.Prior to his deployment inOctober,Robinson,a contractspecialist at the ACC-National CapitalRegion in Alexandria,Va.,decided hewanted to serve closer to Soldiers.So when he was able to deploy withthem,he jumped at the chance.“I have always wanted to supportthe war fighter in a contingencylocation and this job gives me theability to do that,”said the GeorgeWashington University graduate.“Iam currently a contract specialistwith a limited warrant with ACC-Qatar procuring services for Camp AsSayliyah,other bases and contractingmissions throughout the Middle East.Applying for the program inFebruary 2012,Robinson got hiswish in October and soon foundhimself in a whole new world.“The type of contracting I do hereis different than back at ACC-NCR,”said the 28-year-old who calls theNorthern Virginia area home. “AtACC-NCR I work on informationtechnology services contracts mostly.In theater I’ve been working onconstruction projects.”Robinson is working side-by-sidewith the Soldiers he has supportedfrom afar and is gaining a betterappreciation on how contractingsupports their needs.“I work with a lot more Soldiershere than I did back at home.My work here in-theater directlysupports the war fighter just as itdoes back home.The thing is,thereI can’t see that;here I have theopportunity to see it for myself,”saidRobinson,who enjoys travelling aswell as singing in the church choirback in Virginia.Robinson said the experiencehas allowed him to learn aboutcontracting as a whole.“I am learning a lot about baseoperations contracting.I’m alsolearning how to work with Soldiersas customers,not as contractingofficer’s representatives,which istotally different,”he said.Robinson said the DCP issomething every junior contractingspecialist should consider.“You gain experience incontracting that will be satisfyingcareer-wise and personally.Being amember of the DCP you learn anddo things not every civilian militarycontracting specialist can say theyhave done.You meet great peoplethat could potentially help yourcareer in the future,”said Robinson.“On a personal note,working besideSoldiers makes me feel like I’mactively doing something to assist thedefense of my country.”
8 ACC TODAY | SUMMER 2013 | www.acc.army.milfind contracting opportunitiesWith more than 100 years ofcollective contracting andacquisition experience,the U.S.ArmyContracting Command’s Office ofSmall Business Programs staff spendsits days matching small businesseswith contracting opportunitiesaround the world.According to Associate DirectorAlice Williams,the OSBP was verybusy in fiscal year 2012 monitoringcontract awards and advising smallbusiness specialists in the field.Across the U.S.Army MaterielCommand more than $51 billion ineligible contracts were awarded,outof that more than $19 billion wasawarded to small businesses.“We’re a small office but we’rededicated and give 110 percent,”saidWilliams,who oversees more than60 small business advisors across thecommand’s more than 100 locationsworldwide.Christopher Evans, ACC OSBPdeputy associate director,says thepurpose of their office is to assistsmall businesses in finding andattaining procurement opportunitieswith the U.S.Army.“Small businesses are essentialto the success of our nation. Theystrengthen our economy andkeep our nation strong,agile andresourceful,”said Evans. “Smallbusinesses bring special capabilitieswith a solid sense of commitmentand innovation. To that end, Armysmall business offices do our best toensure that a fair portion of contractawards are placed in the hands ofsmall businesses.”The OSBP staff estimates ittrained more than 75 Huntsville,Ala.,small businesses throughfour workshops and attended orfacilitated at more than 125 smallbusiness outreach events andworkshops. According to Evans,businesses seek their guidance on arange of issues from getting startedto writing a business plan anddeveloping marketing tactics.He saidthe staff also trains members of theacquisition workforce on variousissues affecting small businessesthroughout the year.“The advice andrecommendations we offer areavailable to anyone wanting to dobusiness with ACC.We’re here as aresource to small businesses to helpthem obtain government contracts.It’s our job to make sure we get asmany small businesses involved inthe procurement process as we can,”said Evans.“And that can only beaccomplished with a hard-workingand experienced staff.”According to Dawn Robinson,Service Disabled Veteran OwnedSmall Business program manager,several of the 2013 small businessinitiatives were created in directresponse to emails and phone callsidentifying specific needs. In fiscalyear 2012 AMC awarded contracts ofmore than $1 billion to SDVOSBs.Managed by Darlene Brakefield,the intent of the Women OwnedSmall Business program is to providecontracting officers with a toolto meet the WOSB goal,level theplaying field for WOSBs to competefor and win federal contracts,andultimately,help create and retainmore jobs for WOSB.“I serve as an advocate andprogram manager for WOSBconcerns,”explained Brakefield.“Imonitor ACC’s progress in meetingits assigned WOSB goals and workclosely with our small businessspecialists in the field to identifyopportunities for WOSB.”By Beth ClemonsACC Office of Public & Congressional Affairsbeth.email@example.comContinued on page 26Members of the Army Contracting Command Small Business Office,(left to right) DarleneBrakefield, Christopher Evans, Alice Williams , Constance Jones-Hambrick, and Dawn Robinsonpose with Assistant Secretary of the Army for Acquisition, Logistics and Technology Heidi Shyu(center). (U.S. Army Photo by Larry D. McCaskill)Helping small business
9www.acc.army.mil | SUMMER 2013 | ACC TODAYBy Betsy Kozak-HowardACC-Aberdeen Proving Ground, Md.firstname.lastname@example.orgThree members of the ArmyContracting Command –Aberdeen Proving Ground lefttheir government cubicles andrelocated to defense contractorbusiness offices as part of ACC’sTraining with Industry program.Robert Perry and Nikeena Troy,both with ACC-APG’s DivisionB, Aberdeen, Md., along withJohn Conlin, Natick ContractingDivision, Natick, Mass., werecompetitively selected for theapproximately 16-week pilotprogram.“TWI is an excellent careerdevelopment program designed toimprove technical and professionalcompetencies of each participantand provide career-enhancingexperiences,” said Dana Dowell,procurement analyst, ACC-APGEnterprise Resources Division,Workforce Development Branch.“By studying the best practicesof industry, our employees areable to infuse their newly gainedknowledge and experiences intotheir daily work assignmentswithin ACC-APG.”According to Dowell, prior tothe start of the program, industrypartners were identified andeach employee was assigned towork with one of them. Theemployees and industry partnersjointly prepared work plans, whichconsisted of learning objectivesthroughout the TWI program.The idea of a TWI programhas been bouncing around ACCsince early 2012 as part of the ACCCivilian Workforce Workgroup.“The TWI pilot program wasaddressed at ACC’s ExecutiveIndustry Council, a forumdesigned to build partnershipsbetween industry andgovernment,” said Bryon J. Young,ACC-APG executive director andlead for the ACC CWW, whowas tasked with developing theprogram. “During the councilmeeting, three industry membersvolunteered to participate in theprogram: Booz Allen Hamilton,Inc.; ManTech International Corp.;and Raytheon Co.”BAH recognized the value ofthe TWI program and wanted todo its part, said Nicole A. Funk,BAH senior vice president.Transparency was the keyto make the TWI learningexperience meaningful for Troy,according to Funk.“We wanted Nikeena to hearreal discussions and witness theinterworking of real decisionmaking. She attended staffmeetings and received a holisticexposure to the business andcost management discussions,”said Funk.“What a great opportunity,” saidTroy, who was assigned to workwith BAH in Belcamp, Md. “Shortlyafter I submitted my nominationI received the acceptance email.My first day mainly consistedof administrative procedures,company orientation and I wasassigned an office. My mentoralso worked with me to develop awork plan.”John Gerbracht, BAH contractsmanager, said the TWI programindustry participants found thatthe learning opportunities were atwo-way street.“We learned as much fromNikeena as she learned fromus,” Gerbracht said. “It’s a greatprogram.”For Conlin, the TWI programprovided a glimpse into the workof a contractor.“I witnessed active discussionsthat led to business decisionsand I also observed proposalstrategy sessions,” Conlin said.“These pricing and approachdiscussions were often centeredon finding an appropriate balancebetween meeting internal businessobjectives and maintaining theContinued on page 27Pilot training withindustry programdeemed a success
1 0 ACC TODAY | SUMMER 2013 | www.acc.army.milProfessional WorkforceIn what may be the first timethe Army has conducted anykind of Soldier’s competitionby video teleconference, the ArmyContracting Command has set anew precedent.According to Master Sgt.Michael C. Bonds, ACC G-3operations NCO, this year’s NCOof the Year competition, held May6-10, was conducted virtually inlight of current budget constraints.“This year was a uniqueexperience as far as planningthe event on the same line as atraditional competition,” he said.“Of course, we had those whowanted the competition hereat Redstone, but understandingthe funding constraints wewere under, they eventuallyjumped on board and providedtop-quality noncommissionedofficers to compete.”Rising to the top was Staff Sgt.Miguel Martinez of the Missionand Installation ContractingCommand Field DirectorateOffice-Fort Knox, Ky. He beatout 11 other acquisition, logisticsand technology contracting NCOswho hailed from as far away asItaly, Germany, Korea, Hawaii andvarious stateside installations tobecome this year’s title-bearer.He now will represent ACCin the Army Materiel Command’sBest Warrior Competition at RockIsland, Ill., Aug. 19-22.A native of Menifee, Calif.,Martinez had only reclassified intothe 51C career field in June 2012.Previously, he served as a dentalassistant, then NCO-in-charge of adental clinic in Germany.It was a fellow NCO who hadreclassified as a 51C that promptedhim to first research, then eventuallyreclassify into the career field.In a few months, Martinez willdeploy to Afghanistan in supportof Operation Enduring Freedom.“This will be my firstdeployment as a contingencyBy David San MiguelACC Office of Public & Congressional Affairsdavid.email@example.comMartinez namedACC NCO of the yearStaff Sgt. Miguel Martinez was namedthis year’s Army Contracting CommandNoncommissioned Officer of the Year.
1 1www.acc.army.mil | SUMMER 2013 | ACC TODAYProfessional WorkforceKorea, when he “jumped into thecompetition.”“Fortunately, I had just gottendone with the NCO of the Quarterboards with my previous unit, so Ihad already retained quite a bit ofinformation,” he said. “Competingvia VTC, however, was extremelydifferent, especially when thesystem was delayed or went down.I personally like to see the boardmembers’ reactions to better assessmy situation and how I am doing.This made it a lot tougher.”Nonetheless, Grahamencourages anyone to compete.“I challenge anyone to competeat these boards,” he said. “Theyare a great way to put yourselfout there and meet with seniorleadership that you may not getto meet until later on. I did itwithin two weeks of becoming acontracting NCO, no one in thefield knew me before. They willknow me now, though.”The NCOY runner-up wasStaff Sgt. Booker L. Jordan Jr., ofthe 409th CSB, Kaiserslautern,Germany; and third was Staff Sgt.Billy J. Carrillo of MICC-Joint BaseLewis-McChord, Wash.contracting NCO,” he said. “I’mexcited about the mission andapplying what I have learned atFDO-Fort Knox and at the JCRX(Joint Contracting ReadinessExercise) training exercise.Supporting Soldiers is our missionand I’m ready to become proficientin my craft as a contingencycontracting NCO.”Though this deploymentwill mean a separation from hisfamily, Martinez is thankful forthe support his wife of nine years,Nashua, has given him during aprevious deployment to Iraq andthroughout his military service.“She really understands themilitary and the sacrifices wehave to make as Soldiers,” hesaid. “My wife has supported mein every decision I have made.She was especially excited aboutmy new career field because ofall the opportunities it offered.This also included competing forthe NCO of the Year. She told meI could do it.”The California native admitsthat he wouldn’t have been ableto accomplish NCOY without thesupport of all the military andcivilians at FDO-Fort Knox.“The NCOs provided mockboards once a week to help meidentify my weaknesses,” hesaid. “I also prepared by creatingflash cards and dedicating fourhours a night to studying. Iam very thankful and humbledby the enormous support they(FDO-Fort Knox) and the entireArmy Contracting Commandhave given me.”During this year’s competition,contestants were required tocomplete the physical fitness testand 12-mile road march at theirhome stations and to forwardthe results to the graders at ACCheadquarters. The formal boardsand exams were evaluated throughvideo teleconferences.First-time competitor and nativeof Fayetteville, N.C., Staff Sgt.Lucinda S. Archer of the 414thContracting Support Brigade,Vicenza, Italy, said the “NCO of theYear competition was one of themost challenging military events”she had ever encountered in the 14years she’s been in the Army.“The toughest part of thecompetition by far was the roadmarch,” she said. “I had many frommy unit out there supporting me.My battle buddy even got hurt butafter all that was said and done, itshowed me how to persevere andjust keep going.”Archer admitted that thoughthere were some disadvantagesto competing by VTC, overall shesaid it was a great alternative tosending everyone to Redstone.“The experience to me was veryreal and I was nervous every time Ihad to get in front of the camera,”she said. “For those who want toparticipate in next year’s event, myadvice would be to please prepareyourself, physically train up forthe road march and, as with anymilitary board, make sure youruniform is squared away.”Staff Sgt. Gregory M. Graham,a native of Somerset, N.J., hadonly recently reported for dutywith the 411st CSB, Osan Air Base,(Left to right) Master Sgt. Barrett Taylor, and Sgt. Erdullfo Cervantes, atACC headquarters, Redstone Arsenal, Ala., set up a video teleconferencefor another candidate. (U.S. Army Photo by Ed Worley)
1 2 ACC TODAY | SUMMER 2013 | www.acc.army.milProfessional WorkforceBy Larry D. McCaskillACC Office of Public & Congressional Affairslarry.firstname.lastname@example.orgThe Army has reacheda formal agreementthat will enable 51Cnoncommissioned officers toreceive academic credit forcompletion of various militarycourses necessary for certificationin the contracting career fieldThe agreement betweenExcelsior College, Albany, N.Y.,and the Army will allow 51C NCOsto receive college-level credit forthe following Army AcquisitionCenter of Excellence courses: theArmy Acquisition FoundationCourse, the Army IntermediateProgram Management Course, theArmy Acquisition IntermediateContracting Course, and the ArmyBasic Contracting Course. Themilitary occupational specialty51C is designated for acquisition,logistics, and technologycontracting NCOs.“Excelsior College is a non-profit school with a DefenseAcquisition University partnershipalready, plus they are activelyinvolved in the School of theAmerican Soldier and SergeantsMajor Academy,” said Master Sgt.Jason Pitts, 51C proponent NCO,U.S. Army Acquisition SupportCenter, Fort Belvoir, Va. “It was aperfect blend between contractingand staying in line with ongoingArmy initiatives.”According to Pitts, the USAASC,AACoE and Excelsior Collegeworked on the agreement andcurriculum review. The ArmyContractingCommandprovided NCOsto participatein the militaryoccupational skillinterview andreview process. Thisensured the collegeunderstood thecomplex businessinteractions/experiences theofficers and NCOs receive in theirdaily duties.“Ninety eight percent of allthe NCOs in career managementfield 51C are assigned to theArmy Contracting Command,” saidCommand Sgt. Maj. John L. Murray,command sergeant major, ACC.“The 51C military occupationalspecialty requires NCOs to havea bachelor’s degree in order toobtain contracting certification.NCOs should receive bachelorand graduate level businesscredits for the military contractingeducation they attend. In orderto ensure they get the maximumcredit they deserve, we partneredwith Excelsior College to getthem a solid foundation towardscompleting their education.”Upon completion of the fourmilitary courses, the college willaward 51C NCOs 43 semestercredits toward a bachelor’s degreein one of its business degreeprograms.The program, which wascreated six months ago, is open toofficers, noncommissioned officersand civilians who have graduatedfrom the AACoE.According to Pitts, individualswho want to take advantage ofthis program should visit theirinstallation Excelsior Collegerepresentative and bring withthem college transcripts, theirservice school academic reportand other pertinent information forevaluation. The school will conducta review, award credits and set theindividual on the path to receive abachelor’s degree in professionalstudies in business management.Excelsior waived the initialevaluation and sign-up fee, but itparticipates in the ‘Go Army Ed’program and standard rates apply.It is the only bachelor degree-levelprogram offering this service butthere is a partnership with WebsterUniversity for a procurement andacquisitions management master’sdegree.Educational partnershiphelps contractingprofessionalsreach their goals
1 3www.acc.army.mil | SUMMER 2013 | ACC TODAYProfessional WorkforceMaj. Gen. Camille M. Nichols,commanding general, ArmyContracting Command, presidedover an award ceremony duringher visit to ACC-New Jersey,Picatinny Arsenal, April 8.During the ceremony, Nicholsrecognized Gherin Fracasso, JohnSwift, Vincent Turco, Mark Bobitka,Jason Melofchik, John Vince Foxand Thomas Howes for completingthe center’s two-year AmmunitionEnterprise Smart Buyer Programtraining.“These individuals form apresent and future cadre ofcontracting officers and leaders ofACC-N.J.,” said Paul Milenkowic,deputy director ACC-N.J.Milkenkowic said this programcombines formal training andon-the-job experiences in acomprehensive manner to furtherdevelop highly qualified contractspecialists into becoming smarterbuyers. Participants are assignedfor one year working to support anassigned program manager in theacquisition process. The secondyear they receive specializedtraining and hands-on assignmentsin cost and pricing, sourceselection and in the office of thePrincipal Assistant Responsible forContracting. This is the center’sinitial rotation of trainees and itsfirst graduating class.By Wendy M. WeissnerACC – New JerseyWendy.email@example.comContracting specialists complete2-year Smart Buyer training programHe said the training providesACC-N.J. personnel with a betterunderstanding of the user,requirements, markets, proposals,cost and price principles,competition and the role of smallbusiness while also buildingrelationships and enhancing careerdevelopment.Nichols, along with Brig. Gen.John J. McGuiness, programexecutive officer, Ammunitionand senior commander, PicatinnyArsenal, N.J., presented thegraduating class with theircertificates of completion.Milkenkowic said Nichols hasbeen aware of this program sinceher last visit and is very supportiveof continuing it.The Toastmasters InternationalClub, District 77 presentedMaj. Gen. Camille Nichols withits Toastmasters Communicationand Leadership Award during theorganization’s spring conferenceMay 18 in Huntsville, Ala.Nichols, Army ContractingCommand commanding general,was unable to attend the event butsent a video message thanking theorganization for the award andsharing her thoughts on natural-born leaders and developingcommunicators.“The things you do in yourorganization and your scholarshipprogram can help the wholenation get back to some verybasic things that I believe we’relosing—and that is the art form ofcommunication,” Nichols said inreference to Toastmasters.Lillian Cooke, ExpeditionaryContracting Command, and District77 assistant division governor ofEducation and Training, nominatedNichols for the honor.“I nominated Maj. Gen. Nicholsfor this award because as acommander of an organizationthat has installations all over theworld (that) provides serviceto the war fighter in even moreplaces, I thought she would bea great person to talk about theimportance of communication andleadership,” Cooke said.Nichols acknowledged the widescope of communication lines shemust channel as a commander andmentioned how important it is foreveryone to contribute to the two-way street of communication.“As a leader, it’s very importantfor me to know that I have aconsistent message that resonatesnot only in my ears, but also out tothe workforce,” she said. “I want toget messages back from them anda sense for the command as wework (together) through difficulttimes.”Brig. Gen. Theodore “Ted”By Giselle LyonsACC Public and Congressional AffairsGiselle.firstname.lastname@example.orgHarrison, ECC, commandinggeneral, accepted the award onbehalf of Nichols. Harrison gavethe audience an explanation ofhow the ACC and ECC provideessential contracting supportto the Army and other defenseorganizations outside of thecontinental United States.Nichols provided insight aboutthe importance of communicationnot only in her role at ACC butin various positions she has heldthroughout her Army career.She also spoke about howbeing a leader in any professionalenvironment requires an extremeamount of communication and howcommunication is the key to successin all relationships on a daily basisNichols summarized the contentof her speech by saying, “As a leader,I need to make sure I am in factcommunicating when I am talking.”Toastmasters International Clubhelps professionals develop, shape,and discover what talent they wereborn with and what they can learn.District 77 consists of Alabama,Northwest Florida, and SoutheastMississippi.Nicholsreceivescommunication award
1 4 ACC TODAY | SUMMER 2013 | www.acc.army.milProfessional WorkforceWhat is the mission of NCMA?The National ContractManagement Associationmission actually falls under theDepartment of Defense BetterBuying Power 2.0 in advancingthe contract managementprofession.With more than 22,000members, NCMA is dedicatedto the professional growth andeducational advancement ofprocurement and acquisitionpersonnel worldwide.We strive toserve and inform the professionand offer opportunities for theopen exchange of ideas in neutralforums. Our vision is for contractmanagement to be viewed by allorganizations — public and private— as a challenging and rewardingprofession and essential businessmanagement function that directlycontributes to organizationalsuccess, so that people willrecognize, prepare for, and seekout positions; and universitieswill provide undergraduate andgraduate degree programs andcourses designed to preparestudents for entry into it. NCMAdefines the standards and bodyof knowledge for the profession,including tools that enable entry,development, and advancement,and a model recognized forinnovation, effective operations,and agile responsible governance.Your members include bothindustry and governmentcontracting professionals – howdoes NCMA meet both of theirneeds?The strength of NCMA lies inits diversity and providingthe means to communicate witheach other to better understandthe other’s perspective.The morethat government and industry bothunderstand each other,the betterrequirements are understood,solicitations structured,proposalsresponsive,but most importantly,the more effectively the Armyand federal government meettheir missions.Training needsof contracting professionals areuniversal and many professionals willwork in both sectors at some timein their careers.Thus,NCMA offersa wide variety of programs with allof our content geared to specificcompetencies within our contractmanagement body of knowledgeand Defense Acquisition University.What advice do you have foryoung contracting professionalsabout their futures?Our profession is a highlydemanding,complex,andresponsible one that manages theflow of goods and services across oureconomy.The federal governmentand the Army specifically aredependent on industry to meettheir obligations to their citizens.Contracting managers are theones overseeing this process.Theireducation and training requirementscontinue to grow.Statutes,laws,and policies are always increasing.The skills required to be effectiveinclude knowledge of global,geo-political,and industry trendsall the way down to the latestregulatory or office policy changes.There is always more work thanthere are available,professionalcontracting managers to handle it.The difficulties of the current budgetand political environment makethings even more difficult.However,it is in challenging circumstanceslike this when the opportunitiesare the best.Government andindustry executives,technicalexperts and program managersdepend on and desire contractingprofessionals as never before.Thisis a great time to be entering intoor advancing within the field!How has contracting changedover the last 10 years?The complexity of the contractingprofession has grown.Whether itis local guidance or various statutes,there is more to know and the bar interms of education,knowledge,andexperience for entry into and stayingwithin the field has been raised.However,the profession has matured.The stature of NCMA ,its leaders,and the certifications,education,and other programs it offers hasgone up as a reflection of thisincreased level of recognition andrealization of how vital acquisitionand contracting are to meetingthe nation’s needs,particularly ourdefense and national security.What are the biggest challengesfor contracting professionals?There is usually a movement atany given time either towardmore streamlining,such as gettingthings done faster and with lessreview,or toward building moreoversight and quality into theprocess.Today,it’s a little of both.Our customers want things donefaster and more cost effectively,while at the same time theywant the process to be fair,morecompetition between prospectivesuppliers,rigorous analysis,properoversight,and an improved outcome.In other words,we need to do itall.Contracting will be the focusin the near future as hiring freezesand greater retirements placegreater responsibilities on thoseremaining.However,our contractingworkforce is second to none andwe will once again demonstrateour prowess in delivering valueto the American people.Questions and Answers: Mr. Michael FischettiExecutive director, National Contracting Management Association
1 5www.acc.army.mil | SUMMER 2013 | ACC TODAYProfessional WorkforceMichael Fischetti became the executivedirector of the National ContractManagement Association in July2012 after retiring from the federalgovernment as a member of the SeniorExecutive Service. For more informationabout the NCMA go to: http://www.ncmahq.orgBy Liz AdrianACC-Rock Island Public AffairsElizabeth.email@example.comROCK ISLAND ARSENAL, Ill. -Michael P. Fischetti, executivedirector, National ContractManagement Association, metwith approximately 50 ArmyContracting Command-Rock Islandemployees April 23 to discussNCMA’s role in advocating for thecontracting profession.“We are very excited that Mr.Fischetti could come speak,” saidGerry Haan, NCMA Quad Citieschapter president. “We appreciatethat a speaker of his caliber cameto Rock Island.”Haan said Fischetti’s 30 yearsof diverse acquisition experience,including leadership, management,policy and contracting officerpositions provides him witha unique perspective. Prior tocoming to NCMA, he was in theSenior Executive Service as thecomponent acquisition executiveand head of contracting within theOffice of the Assistant Secretary ofDefense (Health Affairs)/TRICAREManagement Activity, managingmore than $55 billion per year forDOD’s military healthcare system.“As executive director of NCMA,he meets regularly with seniorleaders in both government andindustry which allows him tohave great insight into the currenthappenings of contracting,” Haansaid. “It was an honor that heshared many of those insights withus here at Rock Island.”During his speech, Fischettidiscussed the challenges facingcontracting professionals duringaustere times. He believes thatthere is an impression amongcontracting professionals that thedrawdown of the wars and thesequester are affecting the budgetsituation much “faster and harder”than in the past.Fischetti believes thatgovernment contracting has beenthrough similar situations and that,in the long-term, the need for high-quality government contractingwill probably increase, particularlyin the services area, due to fewerfederal workers and increasedreliance on contractors.He said creating and fosteringprofessional relationships can beNCMA leadermeets withACC-RI employeesLeft to right: Col. John P. Hannon, acting executive director, ACC-RI; Michael P. Fischetti,executive director, NCMA; and NCMA Quad Cities Chapter representatives Gerry Haan,president; Joan F. S. Wysoske, treasurer; Michelle Breitbach, vice president; and ChiomaEzeugwu, secretary. (U.S. Army Photo by Liz Adrian)valuable not only for a person’scareer, but the profession at large.Fischett said NCMA has the interestand support from entry-levelemployees through senior leaders,which is helping to enhancecommunications that lead toeffective contracting solutions.“We are the interface betweenthe government and thecontractors and almost nothinggets done in the governmentanymore that isn’t done throughcontracting,” said Fischetti.“We are the ones making thoserelationships effective. We cantalk all day about our problemsand difficulties, but at the end ofthe day, when we, as contractingprofessionals, act in concert onwhatever issue it is that we areworking, (it) will raise the statureof our profession.”
1 6 ACC TODAY | SUMMER 2013 | www.acc.army.milProfessional WorkforceKevin Parker received morethan just a pat-on-the-backfor a job well done.Parker, a contract specialist withthe Army Contracting Command– Aberdeen Proving Ground’sNatick Division in Natick, Mass.,received a letter of appreciationand commander’s coin from NavyAdm. James A. Winnefeld, Jr., vicechairman of the Joint Chiefs ofStaff, for his contracting work onthe Navy Working Uniform.“Thank you very much foryour outstanding support,”Winnefeld wrote in the letter.“You consistently perform in anexemplary manner.”Parker has been providingsupport to the NWU program formore than two years. The programinitiated more than 30 contractsvalued at more than $100 million,according to Parker.“The NWU contracting activitiesconsisted of several componentsand there were many workingparts to the design and quality ofthe Type II and Type III uniforms,”said Parker. “These uniforms areconsidered tactical uniforms forexpeditionary sailors, with theType II for desert wear and TypeIII for a woodland environment.”Parker, a four-year Armyveteran, said it was important thatthe military received a top-qualityproduct.“One of the difficulties forthis contracting effort was thecoordination between numerousvendors,” said Parker. “It wasdifficult to manage the deliveryschedules and complex logisticalrequirements while ensuringquality objectives were met. Therewas also extensive collaborationamongst the government teamwith the added pressure of a veryaggressive timeline. We overcamemany obstacles.”The biggest hurdle for thisprogram was “nailing downthe final requirements andspecifications,” stated the Bostonnative. “There were inputs frommany sources that had to beconsidered.”Parker said the team analyzedthe pockets, waistband, parkadesign, fleece liner and headgear,just to mention a few of theuniform components addressedby the team. Many of the uniformcomponents were producedseparately by different contractors.The NWU program issuedcontracts to small, disadvantagedbusinesses; AbilityOne vendorsBy Betsy Kozak-HowardACC-Aberdeen Proving Groundbetsy.firstname.lastname@example.org people with disabilities; theFederal Prison Industries; NativeAmerican and Alaskan Nativesuppliers.“There were a lot of movingparts with this program and manycontracts were issued includingthree indefinite delivery, indefinitequantity contracts,” Parker said.Parker started his contractingcareer in 2004 when he joinedthe Natick Division and today heworks as an acquisition level IIIcontracting officer. Prior to 2004,he attended Boston College LawSchool where he received his jurisdoctor degree to compliment hisbachelor’s degree in BusinessAdministration. “The benefitof working in the contractingcareer field is it provides me theopportunity to use each discipline,business and law,” he said.Kevin Parker, ACC-APG in Natick, Mass., received high praise from Navy Adm. James A. Winnefeld,Jr., vice chairman of the Joints Chiefs of Staff. (U.S. Army Photo by Tazanyla L. Mouton)
17www.acc.army.mil | SUMMER 2013 | ACC TODAYNDIA hostscontractingsymposiumBy Liz AdrianACC-Rock Island Public AffairsElizabeth.email@example.comArmy Contracting Commandleadership played a large rolein the sixth annual NationalDefense Industrial AssociationMidwest Small Business GovernmentContracting Symposium, heldMay 22-23 at the iWireless Center,Moline, Ill.During the symposium MichaelR. Hutchison, ACC deputy to thecommanding general and principalassistant responsible for contractingfor ACC-Rock Island, provided anoverview of ACC and shared histhoughts on how ACC will continueto provide premier contractingsupport to America’s war fighters.“Where do we go from here?”Hutchison asked. “That’s really ourbig challenge. Fiscal year 2013 is amonumental challenge for us, andgoing beyond that, will continue tobe a huge challenge.”Hutchison said that manyfactors, including budgetuncertainties, a hiring freeze andthe automatic budget cuts knownas sequestration could make itdifficult for ACC to meet many ofits small business goals.“Oddly enough, the one smallbusiness goal that I’ve heard wewill likely do much better onthis year is the Service DisabledVeteran Owned Small Businessgoal, which is a good thing,” saidHutchison. “Those guys have giventheir all and they need a chanceto sit at the table and get some ofthese contracts.”Despite the challenges,Hutchison discussed small businessinitiatives that ACC is activelyworking, and determining the bestmethods for communicating andtraining small business partners.“We have an industry executivecouncil that is comprised of our majorlarge businesses and some smallbusinesses as well because we wantthose frank and direct exchangeswith industry about how well we aredoing and what we can do better,”said Hutchison.“We also want them toknow what our concerns are.”Later in the symposium,Hutchison joined Melanie Johnson,ACC-RI, director, Field SupportContracting; Scott Welker, ArmySustainment Command deputy tothe commanding general; and Col.Dan Reilly, ASC, director, InstallationLogistics, for a briefing and question-and-answer session regarding thedirectorates of logistics and theEnhanced Army Global LogisticsEnterprise program.Welker provided a shortbackground on EAGLE, acontracting tool the governmentuses to compete and award taskorders to qualified basic orderingagreement holder companiesfor supply, maintenance andtransportation services, for workperformed primarily at the DOL.The program is intended to findefficiencies and standardizecontracting processes in order savethe government money, increasecompetition and expand the roleof small business.Hutchison said that industryinterest in the EAGLE program isnotable. There are significantlymore BOA holders than originallyanticipated. BOA holders havesubmitted a larger-than-expectednumber of proposals under the taskorder competitions, and there havebeen many industry questions thatrequire extensive technical research.“The biggest challenge that wehave had in executing task ordersis we have received maximumcompetition,” said Hutchison.“We are getting a huge volume ofproposals in response to these taskorder requests. The real challengewith this is we have a finite-sizedevaluation board that is reviewingthese proposals, and we have toensure consistency in how weevaluate each proposal.”Professional Workforce
1 8 ACC TODAY | SUMMER 2013 | www.acc.army.milBy Larry D. McCaskillACC Office of Public & Congressional Affairslarry.firstname.lastname@example.orgWhen buying and usingnew informationtechnology equipment,it’s difficult to keep up withchanges as today’s innovations canbe tomorrow’s old gadgets.The Army ContractingCommand Chief InformationOfficer G-6 monitors technologicaladvances seeking opportunitiesto leverage the latest innovationswithin the military contractingcommunity.“Industry creates newtechnology capabilities on a dailybasis that have benefited ourmission objectives and helped savethe lives of Soldiers,” said GinoMagnifico, ACC chief informationofficer. “Commercial industrieshave helped us disseminateaccurate information worldwide.This has increased the productivityof our workforce while realizinglong-term cost savings.”Magnifico said his officeleverages available technologiesto determine their value and howthey can solve the unique businessneeds of the organization.“The implementation ofcommercially developedcollaboration and knowledgesharing tools has greatly enhancedproductivity across the enterprise,allowing the command to interactand share information withoutregard to geographical location,”he said. “Previously, documentsharing was limited to email andserial processing efforts. Today,ACC benefits from the ability toshare contract documents andother critical information acrossthe globe in near-real time.According to Magnifico,commercial industry monitors howthe Army uses its technologies tohelp them better understand theArmy’s global capabilities.“The commercial industryis interested in how we deliverglobal mission command networksand system capabilities usingan enterprise-wide approach toreduce costs and overhead,” hesaid. “They are also interested inhow we have increased efficiencyand security associated with thecontract writing process and howwe are implementing the Army-wide contract writing system.”Developing relationships, face-to-face and virtually, is somethingMagnifico said is very importantin the IT community. Aligningwith groups and understandingadvancements in IT have helpedACC maintain relevance in the usercommunity.“We regularly participate inwebinars and watch for newdevelopments in journals andwhite papers developed by bothgovernmental and commercialindustries,” he said. “It’s alsoimportant for us to belong tolocal, national and internationalgroups that help us advance in ourmission. In the government, wealign and coordinate to supportthe initiatives of federal CIOgroups, Department of DefenseCIO, Army CIO and others.”According to Magnifico, Web-based platforms, such as theACC Enterprise Portal, leverageindustry-standard best practicesand have helped ACC modernizebusiness processes that were oncepaper-based and labor-intensive.“These platforms provide user-centric portals that streamlineworkflows and increaseproductivity,” he said. “The ACCEnterprise Portal is used internallyto facilitate information sharing,improve workflows, and increaseproductivity by providing userswith a central place to easilyexchange information and performkey business processes.”Magnifico said his staff activelypromotes a culture of programmanagement that uses provenand practical IT best practices toattain excellence in all projects andprograms“The entire organization iscommitted to using proven,practical industry bestpractices to ensure that all ITinvestments provide measureableimprovements in missionperformance,” he said. “The keysto successful program managementactivities are coordination,communication, standardizationand measurement.”Gino Magnifico
1 9www.acc.army.mil | SUMMER 2013 | ACC TODAYBy Ed WorleyACC Office of Public & Congressional AffairsEdward.email@example.comREDSTONE ARSENAL, Ala.-Chartered with the intent tobuild partnerships and improveprocesses, Army ContractingCommand’s Industry ExecutiveCouncil has been working quietlybehind the scenes for more thanthree years to foster a win-winbusiness environment betweengovernment and industry.According to the council’scharter, it exists toimprove businessprocesses so thatwar fighters willget the “mostrapid and cost-effective deliveryof the highestquality premierweapon systems, equipment andservice.”Both government and industryattendees have been very pleasedwith the council’s results, saidGene Duncan, chief, OperationsDivision, ACC Operations Group.The division manages the IEC.Duncan said the council’smeetings include about a 50percent mix of industry andgovernment representatives.Industry executives representboth large and small businesses.ACC participants include theACC, Expeditionary ContractingCommand and Mission andInstallation Contracting Commandcommanding generals and thecontracting center executivedirectors. Senior representativesfrom the Defense ContractCouncil works behindthe scenes to improve business practicesManagement Agency, DefenseContract Audit Agency, the Officeof the Deputy Assistant Secretaryof the Army for Procurement andthe Army Audit Agency also attend.Discussions are conducted ina non-attribution environmentto encourage open dialoguebetween industry and governmentparticipants, he said. Actionsraised in the session are workedthrough normal processes andmay be brought up for updates infuture sessions.“Both government andindustry attendees have been verypleased with the results,” he said.“Recent examples of discussionsthat attendees thought wereproductive include commercialitydeterminations, debriefings,government civilians training withindustry, low price technicallyacceptable source selections andprotest trends.”Duncan said ACC’s responseto the fiscal year 2013 automaticbudget cuts known assequestration would be the subjectof the next meeting.“Maj. Gen. (Camille M.)Nichols (ACC commandinggeneral) is eager to have anothermeeting to get industry’sperspective on how ACC isimplementing risk mitigations tocope with the fiscal uncertaintyand sequestration,” he said.Under normal circumstancesthe IEC meets three times a year,but the Army’s current budgettightening has forced ACC topostpone the council’s nextmeeting. It last met in January.Duncan said he is planning thenext session for sometime laterthis year.
2 0 ACC TODAY | SUMMER 2013 | www.acc.army.milJOINT BASE SAN ANTONIO-FORTSAM HOUSTON, Texas –As installation garrison leaderscontinue to search for costsavings in today’s uncertain fiscalenvironment, more are findingit in an unlikely source – theirGovernment Purchase Cardprogram administration.Mission and InstallationContracting Command GPCprogram officials are helpingensure Army and federal customersacross the country are capitalizingon available rebates throughdiligent administration of their GPCaccounts.“Rebates are paid quarterlybased on the volume oftransactions for that quarterand timely payment,” said GuyHunneyman, a business managerwith the MICC Oversight andAssessment Branch. “So the fasterbilling officials certify accountsand the bank is paid, the higherthe rebate.”The GPC program allowsindividuals at the lowest level ofgovernment organizations andagencies greater efficiency in theprocurement of commercial goodsand services from merchants. Witha single purchase limit of less than$3,000, Hunneyman said accountstypically generate rebates of 1to 1.3 percent. Accounts that aredelinquent get little or no rebate.In fiscal year 2012, the MICCmanaged more than 1.2 millionGPC transactions valued at$1.3 billion, said Gary Pinion,who leads a group of fourbusiness managers at the MICCheadquarters. To date, GPCcardholders have made more than525,000 transactions totaling morethan $575 million this fiscal year.“When you consider thenumber of accounts to manage andinstallations across the continentalUnited States, we’re the largestArmy GPC program,” he said.Through the second quarterof this fiscal year, MICC GPCadministrators have helped returnmore than $6 million to theirmilitary and federal customersthrough rebates. This amount istrailing an annual trend of between$15 and $19 million in rebates.“Rebates are down because we’respending less; the sequestration isimpacting everybody,” Pinion said.“So what we’re getting back inrebates and transactions is based onwhat’s being spent by the customers.As money is released, we’ll seespending go up and rebates increaseif managed in a timely manner.”In fiscal year 2012, $15 millionwas returned in GPC rebates.Although savings this year lagthose from the previous year dueto decreased spending, today’sbudgetary conditions underscorea critical importance of realizingevery potential savings opportunityand developing responsivecontracting solutions, Pinion saidThe amount of rebatesrepresents a little more than75 percent of what is available,according to Pinion. He said if youdo the math, approximately $4million in rebates go uncollectedeach year. Bringing greateremphasis to this oversight is a newapproach of using big data.GPC business managers at theMICC took a closer look acrossall of their account activities. Theyfound that about half of the GPCcard accounts were not necessaryand instead posed an administrationburden.“We’ve been reducing thenumber of cardholders the lastcouple of years to make it leanby eliminating accounts that wereexcessive, duplicate and inactive,”Pinion said. “The fewer number ofBy Daniel P. ElkinsMICC Public Affairsdaniel.firstname.lastname@example.orgGPC efficiencies may yield greater savings
2 1www.acc.army.mil | SUMMER 2013 | ACC TODAYcards also make for less risk.”An initial review of theprogram identified more than30,000 cardholders and 15,000billing officials, all administeredby slightly more than 100MICC personnel responsible formanaging the day-to-day GPCoperations. Following a scrub,Hunneyman said the number ofactive cardholders and billingofficials were each reduced by 43percent to less than 13,000 andabout 6,500, respectively, with anegligible change in the spendingactivity.During this process, theyteamed with the MICC KnowledgeManagement Branch to create theCard Transaction Analysis Tool,or CATALYST, to analyze activityacross the GPC program.“I saw the amount of data thatwas available to the GPC teamand the possibility of creatingsuch a tool,” said Harry Staley Jr.,a procurement systems analystwith the knowledge managementbranch. We brought our skillstogether to develop this tool,because it was taking severalweeks to conduct surveillance onGPC accounts.”Staley added the no-cost,Microsoft Excel-based tool pullsinformation and reporting dataat the U.S. Bank billing officiallevel and applies MICC codes toyield more than a dozen reportsthat break down data to themajor command, installation andcardholder levels, which provesvital in decision making. Dueto its effectiveness and value inanalyzing data at the installationlevel, he said the tool will befielded to MICC contracting officesin the coming months.“It identifies the types ofbusiness the transactions fallinto as well as provides analysisbreaking down the data - outliningdelinquent accounts, inactiveaccounts, rebates, fraudulent,suspended, possible splitpurchases, contract opportunities,span of control, questionablespend patterns, topmerchants and other reportsgiving the analyst the abilityto uncover trends previouslyconcealed,” Staley said.GPC business managers applythis data when engaging resourcemanagement personnel at themajor command level to identifyareas requiring attention. Theiranalysis is also communicatedat the leadership level when theMICC commanding general meetswith leaders throughout the Army.“We can calculate best-case scenarios on the amountof potential rebates a majorcommand could have receivedand the amount they have lost,”Hunneyman said. “Now thatwe can break everything out,we’ve got a better set of data toanalyze and can provide moreaccurate information to resolvechallenges all the while buildingbetter relationships with majorcommands.”MICC leaders can also capitalizeon the data analytics by gaininginsight valuable in managingtheir GPC workforce at a time ofdeclining resources. Followingthe activation of the MICC in2009, the number of agency ororganization program coordinatorsat the headquarters and across thecommand has grown in order tokeep pace with administering theexpanding number of accountsfixed to the program.The MICC’s primary supportedactivities include the U.S.Army Installation ManagementCommand, U.S. Army ForcesCommand, U.S. Army Trainingand Doctrine Command, U.S.Army North, U.S. Army ReserveCommand and the U.S. ArmyMedical Command. GPCprogram administrators alsosupport university Army ROTCdetachments, recruiting centersand Military Entrance ProcessingStations across the country.“In order to fully manageour manpower, having the rightnumber of cards out there allowsus to have the right number ofpeople out there,” Pinion said. “Allof the inactive cards were giving afalse manpower review.”Most of the MICC programmanagers are dedicated to the GPCprogram full time, but often mustrely on the assistance of analystsor other contracting personnelwhen the number of accounts theymanage exceed a regulatory 300-to-1 ratio. Thus, larger installationsthat call for larger programs alsorequire a greater number of billingofficials and alternates.A reduction in the number ofcardholders can lead to a reducedworkload and shift of manpowerresources to other contractingpriorities.By leveraging the efficienciesgained through increased oversightand innovative tools, MICC officialshope to achieve 85 percent ormore of all available GPC programrebates. That command benchmarktakes into account that somechallenges leading to delays arebeyond their control. Chief amongthose are hurdles with the GeneralFund Enterprise Business Systemwhich shares financial data acrossthe Army; and a constant need fortraining resulting from personnelrotations.“Training is critical not onlyfor cardholders and billingofficials, but also for our programcoordinators as this processbecomes more complicatedand systems driven.” Pinionsaid. “Agency or organizationprogram coordinators require askill set of program managementand oversight to manage thoseprograms. That’s why it’s importantthat we get the right people at theright locations.”
2 2 ACC TODAY | SUMMER 2013 | www.acc.army.milThe contracting director atWhite Sands Missile Rangerecently achieved one of thegreatest physical challenges onlya relative few can ever say they’veaccomplished.Finding the time to squeezein vacation plans in a contractingenvironment might lend most toconsider a tranquil beach wherethe BlackBerry is replaced with afruity cocktail. For Bev Stotz, thoseplans took her to Africa where sheclimbed Mount Kilimanjaro.Already active in Pilates, cyclingand hiking, Stotz was contactedlast summer by a friend whosecousin was planning to climbKilimanjaro but didn’t want to goalone. Knowing Stotz as beingadventurous and with a currentpassport, her friend recommendedshe join her cousin on the once-in-a-lifetime excursion.“I thought it sounded like fun,and I always wanted to go to the‘real’ Africa,” said Stotz, referringto her several trips to Egypt. “So Ifigured, why not?”They were part of a group ofeight that brought together climbersfrom Cleveland, Canada and HongKong on a guided climb, whichcovered 42 miles with a 12,000-footelevation change. Their climbing skilllevels were as varied as the groupitself, which included adventurers intheir 20s, 30s and 40s.“I fit right in. Some of thesefolks run marathons, so suffice itto say I wasn’t as fast,” Stotz said,adding that she was the oldestin the group at fifty-something.“The guides do a very good job ofpacing the group; they don’t letyou go crazy.”The 29-year contractingprofessional lives at an elevationof 4,000 feet in Las Cruces, N.M.,and has hiked many elevations, butcan’t recall hiking anything higherthan 10,000 feet.“I was a bit apprehensive asmy choosing to rely on a fellowchurch member from Tanzaniawho has completed four climbsREACHING GREAT HEIGHTS:MICC director climbs Mount KilimanjaroBy Daniel P. ElkinsMICC Public Affairsdaniel.email@example.comBev Stotz pauses for a photo with Mount Kilamanjaro behind her. (Photo courtesy of Bev Stotz)
2 3www.acc.army.mil | SUMMER 2013 | ACC TODAYto help alleviate my worries. Heput my mind at ease that I wascertainly able to do this.”Arriving in Tanzania in mid-January, she started her eight-day trek of scaling the highestfree-standing mountain inthe world two days later. Herfinal ascent to the summit ofKilimanjaro began at midnightin the light of a full moon andtook six hours, 40 minutes. Shedescribes it as surreal.“It was like, what did I justdo and why?” Stotz said. “Thenthinking the tallest mountain inAfrica, the highest free-standingmountain in the world and I’mstanding at the top of it; OMG!”Stotz said. “It is still weird tohear the words ‘I climbed MountKilimanjaro’ come out of mymouth. In the grand scheme ofthings, not many people can saythat, nor do they know peoplewho can.”Along the way, she admits toexperiencing emotional highs andlows. Having lost her fatherin 2010, she is confident shefelt his presence at manypoints throughout the climb.“He was with me up there,”she said. “Everyone I talked tothat did this has had that samesurreal feeling, like you weresomehow detached and watchingfrom somewhere else. It’s hardto describe.”The toughest part of the climbwas the descent. The MICC-WSMR director has had one kneereplacement surgery and suffersfrom the degeneration of cartilagein the other knee, leading to bone-on-bone pain.“Nothing prepared me for that.It was excruciating. One stretch(of the descent) was nothingbut large rocks and stream bed,”Stotz recalled. “It took mostpeople about three-and-a-halfhours to go down that stretch. Ittook me over six hours and twomeltdowns. At the end of summitday, I was exhausted.”Despite the pain, she mosttreasures the bonding betweencomplete strangers throughout herentire experience.“It was amazing to see peoplefrom all over the world and fromdifferent cultures, religions andbackgrounds find one commonthread to bind them together. Notjust our little group of eight plusguides and porters, but everyoneon the mountain at that time.“All of us with one goal to reachthe summit proved that differencescan most certainly be overcome,and people really can be kind toeach other,” she continued. “Weall cheered for each other as weclimbed and prayed for thosebeing taken down. The humanitywas the greatest part of the wholeadventure.”Styling down the street in asleek two-door, red car-truckcombination is a regularoccurrence for Ann Hendrix. The1978 Ford Ranchero GT was fullyrestored by Hendrix as a classicshow car.Hendrix’s ride recently wonfirst place in the 1970-79 classduring a May car show held inFawn Grove, Penn. Hendrix is anadministrative assistant with theArmy Contracting Command –Aberdeen Proving Ground, Md., inthe Enterprise Resources DivisionThe Ford Ranchero, unlike apickup truck, was adapted from atwo-door station wagon platformBy Betsy Kozak-HowardACC-Aberdeen Proving Groundbetsy.firstname.lastname@example.orgAnn Hendrix, an administrative assistant with the Army Contracting Command – Aberdeen Proving Ground, displays her award-winning1978 Ford Ranchero GT. She fully restored the red car-truck combination as a classic show car. (Photos by Betsy Kozak-Howard)Continued on page 25
2 4 ACC TODAY | SUMMER 2013 | www.acc.army.milROCK ISLAND ARSENAL, Ill. -The first showing of CountrysideCommunity Theater’s productionof Les Miserables won’t hit thestage until the first week of July,but the cast and crew – includingArmy Contracting Command-RockIsland employees Michelle Blocker-Rosebrough and Steven Jessen –have been preparing for months.Although Jessen and Blocker-Rosebrough are both involved inthe show, their experiences withthis production – and CCT ingeneral – are largely divergent.Jessen, an ACC-RIprocurement analyst, has beeninvolved with the theater on andoff since its creation in 1983,always as technical crew or boardmember, never as an actor. He hasbeen on the board for 15 yearsand is currently the theater’s vicepresident.On the other hand, thisis Blocker-Rosebrough’s firstproduction with CCT, and she willbe onstage as a member of thechorus. Blocker-Rosebrough is aprocurement analyst and policyteam leaderShe auditioned for theproduction on a whim. Afterproviding her 11-year-old daughterwith some constructive feedbackduring her preparation for the LesMiserables audition, her daughterdared her to try out.She took her daughter up onthe dare, in part because of hermusical background. In graduateschool, she was the lead singer ofa country and classic rock bandwith a group of 40-something-year-Rock Island employees set to perform inold guys that played in severalvenues in Manhattan, Kan. Shewas also a karaoke jockey forthree years in graduate school.“I ran a karaoke show threetimes a week at three differentbars,” said Blocker-Rosebrough.“I had to sing when no one elsewanted to and also sing requests.I would get tips, sometimes asmuch as $20 to sing one song.”Armed with an extensivemusical background, but withoutthe required photo and rèsumè,Blocker-Rosebrough didn’t expectto be cast. Nonetheless, she hadset her sights set on the role ofMadame Thenardier – a mainvillian in the production.“I play a good raunchy oldbroad,” said Blocker-Rosebrough.After a few call-backs, she wasassigned as the understudy forMadame Thenardier, as well as amember of the ensemble.“As a member of the ensemble, Ialso have particular roles with solos,”said Blocker-Rosebrough. “I lovesinging; I used to sing in the highschool choir. Having the experienceof singing in a group as a part ofsomething bigger is a lot of fun.”As a veteran member ofCCT, Jessen knows that Blocker-Rosebrough making it onto thecast is quite an achievement.“More than 200 people triedout for the show, but only around50 were actually cast,” said Jessen.“It was an accomplishment to getinto the show because it was verywell-auditioned with double thenumber of people compared towhat we normally see.”As the cast prepares for theshow, Blocker-Rosebrough isfocused on preparing for her role.“It has been challengingbecause of my lack of time,” saidBlocker-Rosebrough. “I have threekids and two jobs, so I had tolearn ways of fitting in time tomemorize the songs because thechorus is in most of the play. Idownloaded all of the songs andI sing them all day long, and atBy Liz AdrianACC-Rock Island Public AffairsElizabeth.email@example.comMichelle Blocker-Rosebrough, ACC-RI procurement analyst/Policy team lead (third fromleft), practices with members of the cast of the upcoming production of Les Miserables.(Courtesy Photo)
Continued from page 23Hendrix2 5www.acc.army.mil | SUMMER 2013 | ACC TODAYlunch, I look at the music andpractice my parts.”While Blocker-Rosebroughprepares herself for the show,Jessen is focusing on makingsure there is solid support behindthe scenes. As vice president ofthe board, he is responsible fortasks such as securing the space,setting schedules and setting upauditions. For this show, he wason the committee that selected thedirector, music director and otherproduction staff and crew.“For the production staff, it wasa very long process to find theright people to fit the right rolesand it was tough because we had alot of good options,” said Jessen.The crew is in the process ofdesigning a large metal revolvingstage that will spin around in orderto shift the cast and stage intothree different scenes.“Having this type of stagethat integrated the cab and cargobed into the body.“I have a showcase full oftrophies,” boasted Hendrix. “I’vebeen showing this car for 12 yearsand I enjoyed every minute of it.”The Ranchero first caughtHendrix’s attention while drivinghome one day in 1992. It wassitting beside the road with a forsale sign and “it looked sharp,”recalled the self-proclaimedtomboy. “I’ve always liked old carsand knew I had to have it.”After a $1,200 purchase, Hendrixdrove the car home and beganassessing the restoration project.“At that time, the Ranchero wasin rough shape. There was a lot ofsurface rust on the body and holesin the quarter panels,” she said. “Italso had a junk engine that neededto be replaced. Despite thecondition, it was a smooth ride.”Hendrix was experienced withrepairing cars, but she knew thisjob was going to require the helpof specialists.“I learned a lot about fixingcars working with my dad,” saidthe 5-foot 8-inch Hendrix. “I usedto help him rebuild engines,carburetors and do other mechanicalrepairs. I hired professionals forboth the Ranchero’s body andmechanical work. This car is myexpensive toy.”The motor was replaced andother mechanical work wascompleted before starting the bodywork. The vehicle was strippeddown to the bare metal and anew coat of russet metallic paintwas added, restoring the classicto its original color. The interiorwas also refurbished with newcarpeting, headliner and dash pad.With the car fully restored, “I wasin Ranchero heaven,” exclaimedthe Maryland native.Hendrix eventually startedshowing the car at various events.“I love going to car shows.When I was younger, I used toattend a car show held twice ayear at a local drive-in. I had towipe the drool from my mouth asI admired all the cars,” Hendrixjokingly recalled with a chuckle.Annie, as Hendrix is referred toby other car enthusiasts, attendscar shows on a regular basis butsaid she was considered a rarity inthe beginning.“There weren’t a lot of womenwith their own cars in the earlydays but now there are several.One of my favorite car shows toattend is the All Ford Nationalsheld every year in Carlisle, Pa.I took first place there in theRanchero Class in 2009,” she said.Hendrix’s said the Rancherowill never be finished as shecontinues to add enhancements toher classic. She performs regularmaintenance to safeguard herinvestment, “which is now worthmuch more than I paid for it,”concluded Hendrix.will really help move theproduction along,” saidJessen. “It will help reducedowntime between scenechanges, which all directors like tokeep to a minimum.”In addition to a high-quality set,the costumes are all being custom-made by a costumer from theUniversity of Iowa.Just getting permission toperform the show is a big deal forCCT, which is celebrating its 30thanniversary season.“This is the first time LesMiserables has ever been offeredto amateur theaters,” said Jessen.“Our 2013 season originallyconsisted of ‘Whistle Down theWind’ and ‘Joseph and the AmazingTechnicolor Dream Coat’, whichwill now be pushed to CCT’s 2014season. When CCT was notifiedwe could get Les Miserables, wechanged gears very quickly andmade the decision to make theinvestment and put the show onas it should be done. Our showbudget is about double the amountwhat we normally do.”Soon after CCT and anotheramateur theater in Cedar Rapidswere granted the rights toperform the show by the licensingauthorities, no further contractswere released because the licensingcompany was no longer goingto offer the rights in foreseeablefuture. Jessen said he heard LesMiserables is headed back toBroadway and once a production ison Broadway or on tour, they don’toffer it to amateur theaters.“If you want to see it live,this might be your only chancefor awhile, unless you want to goto Broadway or catch one of thetours,” said Blocker-Rosebrough.
2 6 ACC TODAY | SUMMER 2013 | www.acc.army.milContinued from page 5Continued from page 8Industry partnershipsSmall businessDeployable Cadre Program Continued from page 6and in environments they hadn’tbeen exposed to previously,”hesaid. “As a result, employees tendto return with a more positive andself-sufficient frame of mind. Theyalso bring specific knowledge ofthe performance of our weaponsystems and contracted servicesupport to assist us in workingwith our supported activities tofashion better scopes of work andperformance work statements. Inaddition, they bring back a varietyof skill sets such as working underdifficult conditions, teamwork,team building, working toward acommon goal, direct support to themission and the Soldier, workloadmanagement, time management,flexibility and innovation.”Several ACC-Rock Island,Ill.,employees have volunteered toserve as cadre members,providing abenefit to the center while servingas contracting officers forwarddeployed in Southwest Asia.“I believe it’s important forour personnel here to know theyare supported in their decision tovolunteer for the DCP,”said Col.John P. Hannon, acting executivedirector, ACC-RI.“I let them knowwe truly appreciate the fact thatthey are voluntarily leaving behindtheir families, homes, and steppingup to a challenge that few DODcivilians take on. I want them tofeel that we will do all we can tosupport them while deployed andcertainly welcome them back whenthey return.”While there are occasions wherecadre members are mobilizedwithin the states,the majority of thedeployment locations are overseas.“The deployable cadre programleverages the technical strengths ofthe civilians and enables them to goforward to use those strengths onthe ground where the contractingmission is taking place,”said Col.William J.Bailey,commander,409thContracting Support Brigade,Kaiserslautern,Germany.“Theprogram gives them the opportunityto see their contracts make animmediate difference for the Soldiersthey are supporting.”The 408th CSB,Camp Arifjan,Kuwait,uses the program to help fillits positions on a regular basis.“Theprogram is absolutely critical to ourmission. With the current manning/hiring situation,it would be verychallenging to operate effectivelywithout it,”said Sgt.Major Ricky C.Orange,408th CSB senior enlistedadvisor. “These volunteers are readyto support the mission from dayone of their deployment. We havebeen pleased with their motivation,eagerness to support and learn.”Orange said the number ofdeployable cadre members theunit needs depends on its currenton-hand authorized strength.The408th has an average of eight cadremembers at any time split betweenits two battalions.“These professionals bringexperience and the knowledgerequired to ensure commoditiesand services are procured in atimely manner,”Orange said. “Whilehere,they get first-hand experiencein supporting war fighters in acontingency environment. In mostcases,it’s significantly different fromwhat they were doing (stateside).The contracts directly impact thewar fighter. Customer interaction isconstant,but very rewarding.”agreements relevant to weapons orweapons systems proposed to beacquired or developed by the DOD.The NWEC operates in conjunctionwith the Defense OrdnanceTechnology Consortium which is acollaborative partnership with theDOD.DOTC was commissioned bythe USD (ALT) as a DOD initiative.The enterprise was established bythe under secretary to facilitatecollaborative government,industry,and academic ordnance technologydevelopment and prototyping.DOTCoperates under an OTA between thegovernment and the NWEC that ACC-N.J.administers.In fiscal year 2012 AMC awarded$1.6 billion in contracts to WOSB.The ACC HistoricallyUnderutilized Business Zonesprogram is managed by ConstanceJones-Hambrick.“The purpose of the programis to provide federal contractingassistance for qualified small businessconcerns located in historicallyunderutilized business zones inan effort to increase employmentopportunities,investment andeconomic development in thoseareas,”said Jones-Hambrick. “We helpsmall businesses find opportunitiesby making sure that they knowabout resources that are available tothem. We make sure that they haveall available information and knowhow to contact the appropriategovernment personnel.”According to Jones-Hambrick,more than $735 million of eligiblecontracts awarded across AMC wentto HUBZones businesses.Providing a conduit from smallbusinesses to Army contractingopportunities,the ACC OSBP isavailable to assist both contractingprofessionals and small businessowners.To contact the office or formore information,visit www.acc.army.mil/smallbusiness.
27www.acc.army.mil | SUMMER 2013 | ACC TODAYContinued from page 9Training with Industrygovernment’s performance andcost objectives.”Conlin worked with RaytheonSpace and Airborne Systems inMassachusetts, a short distancefrom his office in Natick.“I was nervous my first dayand didn’t know what to expect,”Conlin said. “It was the end of thefiscal year for Raytheon and it wasa good time to see things happen.On my first day I attended avideo teleconference with the vicepresident for contracts and it wasinteresting to see the interactionwithin the organization.”Conlin worked with ScottDowner, Raytheon senior contractsmanager.“John was considered a fullmember of my team and I madeit a point not to sugar coat whatJohn was exposed to in the workenvironment,” Downer explained.“John was given the opportunityto broaden his knowledge bylooking at procurements througha contractor’s lens, and Raytheonbenefitted by having a truecontracting professional work withus while sharing the government’sperspective.”Perry’s TWI experienceprovided industry’s perspective oncontract administration, he pointedout.“I observed the interactionbetween the contracting officerrepresentative and the contractor,which taught me the value of clearand open communication.”Perry worked with ManTech’ssenior contracts manager Bob Hill.“It was clear that Rob came tous with a good knowledge baseof contracts and business,” Hillsaid. “To maximize the mutualbenefits of Perry’s engagementwith ManTech, Rob partneredwith our program managementteam to evaluate and advise onmission execution challengesfor balancing performancedemands and resource constraintsin geographically dispersedworldwide, challengingcircumstances with a particularfocus on the presentation ofcontract deliverables for costmanagement.”Perry also described the impactof his TWI experience.“It was a very eye-openingexperience. I observed thefinancial reporting processin preparation for a programexecution review to provide theprogram status to the governmentcustomer,” said Perry. “Then,the same reporting data wasrepackaged with a different focusto brief the internal ManTechleadership.”Throughout their TWIparticipation, the three ACC-APGemployees said they experienced amindset shift.“I had to adjust and analyzecontracting actions from abusiness point of view whereprofit margins and risk analysisinfluence decisions,” said Troy. “Allcosts were considered for eachdecision and it was interestinghearing the business discussions.I was amazed by discussionsthat resulted in several hours ofanalysis that were summed upto the contracting officer with asimple we concur.”The three ACC-APG membersare back in their cubicles andhave the responsibility of writinga TWI research paper and slidepresentation to document lessonslearned from the program.“I learned a lot from the TWIProgram and I think it wouldbe beneficial for all contractingprofessionals,” Troy concluded.(Left to right) Robert Perry, Army Contracting Command - Aberdeen Proving Groundprocurement analyst, spent much of his time with ManTech International Corp.employees Bob Hill and Jon Sirkis. (Photo by Betsy Kozak-Howard)
902nd ContingencyContractingBattalion’s StaffSgt. MarisolRodriguez getsin her weekendphysical fitnesstraining hikingMount Si in NorthBend, Washington.(Courtesy Photo)Brig. Gen. Ted Harrison, commanding general, Expeditionary ContractingCommand, reads to students at the Blossomwood Elementary School,Huntsville, Ala., during the school’s Family Reading Night event April 9.Blossomwood administrators often seek out local dignitaries to spend timewith students. (Photo by Lt. Col. Michelle Sanner)Army Contracting Command Soldiers and civilians watch a movie onsexual assault during ACC’s Sexual Harassment/Assault Responseand Prevention program Stand-Down Day June 10. A standing-room-only audience of more than 700 people from ACC, ExpeditionaryContracting Command and ACC-Redstone packed the Missile DefenseAgency auditorium, Redstone Arsenal, Ala., for training. (U.S. ArmyPhoto by Ed Worley)Shirley Watson, U.S. Army Missionand Installation ContractingCommand Fort Benning, Ga.,industrial property administrator,saved the government morethan $460,000 by acquiringfive full track dozers for the FortBenning Department of PublicWorks through the InstallationManagement Commandredistribution program. (U.S.Army Photo)Members of the Army Contracting Command-Redstone Arsenal, Ala.,Armed Scout Helicopter Contract Division pose in front of a prototypeOH-58F Kiowa Warrior delivered for the KW Cockpit and Sensor UpgradeProgram. The team has been an integral member supporting the KWCASUP development efforts led by the ASH Program Office as the leadsystems integrator. Peggy Hunt, chief of the ASH Contract Division, andher staff executed critical contract actions with several contractorsproviding design efforts which directly supported the first flight of theOH-58F KW CASUP aircraft. Her team continues to support developmentcontractual efforts and is also on the forefront of preparing awards foradvanced procurement parts in support of the transition to production.The government’s role as lead systems integrator will result in significantcost avoidance during the production phase. Top row, left to right: ElaineCameron, Lisa Bridges, Kathy Ray, Peggy Hunt, Tiffany Rogers and DerekFussell. Bottom row: Jim Ganoe, Hanford Jones, Matt Copeland and TrentSteadman. (U.S. Army Photo by Larry D. McCaskill)2 8 ACC TODAY | SUMMER 2013 | www.acc.army.mil
2 9www.acc.army.mil | SUMMER 2013 | ACC TODAYStay connected to ACC 24/7 through our social media sites.Click on the icons to connect