Download to read offline
Uploaded byCOL Vernon Myers
360 Degree Contracting Leadership
The document discusses key components of effective leadership within the Army, focusing on 360-degree contracting leadership and the challenges facing current leaders. It outlines the operational environment anticipated by Army 2025, highlights the importance of developing leaders and addressing leadership crises, and emphasizes the roles and responsibilities at various levels of contracting leadership. The document aims to inspire army leaders to enhance their decision-making and leadership skills in a rapidly evolving security landscape.
360 Degree Contracting Leadership
- 1. 360 Degree Contracting Leadership COLVernon Myers MILDEP, ACC-Orlando 22 November 2016
- 2. Agenda • Purpose • WhatMakes A Great Leader? • Army 2025 Operational Environment • Formation of ACC • From the Presidents Desk to You! • Are You a Technician or Leader? • Army Leadership Defined • Leadership Crisis • What Can We Do About This Crisis? • 360° Degree Contracting Leadership • Leaders Must Be Good Followers! • Conclusion
- 3. Purpose Discuss Army Leadersand Leadership Discuss 360° Degree Contracting Leadership
- 4. What Makes AGreat Leader? Knowledge Skills Attitude
- 5. Army 2025 OperationalEnvironment Counter Terrorism and Irregular Warfare Deter and Defeat Aggression Project Power Despite Anti- Access/Area Denial Challenges Counter Weapons of Mass Destruction (WMD) Operate Effectively in Cyberspace and Space Maintain a Safe, Secure, and Effective Nuclear Deterrent Defend the Homeland and Provide Support to Civil Authorities Provide a Stabilizing Presence Conduct Stability and Counterinsurgency Operations Conduct Humanitarian, Disaster Relief, and Other Operations Prevent/Shape/Win The Possible Iran Conflict India - Pak Conflict Korea Conflict Chemical/Bio Attack in CONUS Failed State with Loose Nukes Arab - Israeli Conflict Kurdish Nation China-Taiwan Conflict Mass Migrations Loss of US Forward Basing The Unthinkable Pandemic Fall of the House of Saud Hostile Pakistan/Pak-Iran Alliance Nuclear Incident in CONUS Destruction of Panama Canal Russia-NATO Conflict Central American Narco States Nuclear Turkey/Saudi Arabia Umma Awakening The Probable New Failing States Episodic Terror Attack Persistent Cyber Conflict Humanitarian Crisis/Genocide WMD Proliferation Communist Cuba Fails Cyber Global Trends A dynamic and rapidly changing security environment
- 6. Formation of theACC Defense Acquisition Improvement Act (1986) DOD Directive 5000.52 (1988) Defense Management Review (1989) Initiatives established first education, training, and experience requirements for Contracting Officers. Also established Functional Area 97 contracting. Created framework for education, training, and experience requirements for Contracting Officers Establishment of 51C (2006) Modular Force Alignment (2006) Establishment of Army Contracting Agency (2002) Defense Acquisition Workforce Improvement Act (1990) Packard Commission (1986) Formation of Army Contracting Command (2008) Formation of Expeditionary Contract Command (2008) Formation of Mission and Installation Contracting Command (2008) Identified urgent reforms needed in organizational structure, size, training, and effectiveness of current expeditionary contracting force. Gansler Commission UNCLASSIFIED ACC Formed in 2008 to provide Structure & Organization for Civilian & Military Workforce
- 7. Assistant Secretary of theArmy for Acquisition, Logistics & Technology UNCLASSIFIED Agile – Proficient – Trusted # of Personnel Auth / On Board Mil – 913 / 739 Civ – 5,058 / 5,961 *As of 31 Oct 12 Expeditionary Contracting Command (ECC) Huntsville, AL Obligation: 2.29% People: 20% Army Contracting Command (ACC) Huntsville, AL People: 4% Army Materiel Command (AMC) Huntsville, AL Mission & Installation Contracting Command (MICC) Fort Sam Houston, TX Obligation: 8.64% People: 22% Army Contracting Command Redstone Huntsville, AL Obligation: 33.9% People: 14% Army Contracting Command Aberdeen Proving Ground Aberdeen, MD Obligation: 19.9% People: 13% Army Contracting Command Rock Island Rock Island, IL Obligation: 15.9% People: 8% Army Contracting Command National Capitol Region Alexandria, VA Obligation: 2.43% People: 3% Army Contracting Command Warren Warren, MI Obligation: 14.1% People: 11% Army Contracting Command New Jersey Picatinny Arsenal, NJ Obligation: 2.53% People: 5% 7 GS-15 Army Contracting Command Orlando Orlando, FL
- 8. Francis Fierko Mission Operations BranchChief Kimberly Tedeschi Workforce Support Branch Chief Lesley Sullivan Policy Branch Chief Organizational Manpower Strength (as of 18 Nov 16): 155/173 DA Civilians & 2 SETA Contractors 9/8 Military (1-USAR) 27 Unlimited Warrants/24 Limited Warrants ACC-Orlando Joseph A. Giunta Executive Director/PARC Thomas Bunch Systems Branch Chief Michael Hunter Business Management Branch Chief Mario Del Rey Cost & Price Branch Chief Patricia Soucy Source Selection Center of Excellence Branch Chief Janice Stevenson Property & Quality Assurance Branch Chief Michael Harris Charlie & Delta Deputy Director Robert Casagrand Alpha & Bravo Deputy Director Doug Greenwood Alpha Division Chief Virginia Rosacia Bravo Division Chief Pat Concilio Charlie Division Chief Jack Rowe Delta Division Chief COL Vernon Myers Military Deputy ACC MG James E. Simpson Commander AMC GEN Gustave F. Perna HCA/Commander MAJ Torrionne Reché Alpha & Bravo Military Deputy CPT Markly Jean-Charles Charlie & Delta Military Deputy ACC-Orlando Organization
- 9. • Taking Careof Our Soldiers, Civilians, and their Families • Developing Capabilities to Counter Emerging Threats • Meaningful Acquisition Reform SECARMY PRIORITIES (JUN 16) • Readiness (Current Fight) • Future Army (Future Fight) • Take Care of the Troops (Always) CSA PRIORITIES (AUG 15) • Strategic Readiness: AMC operationalizes its essential functions at the tactical, operational, and strategic levels to assure sustainable readiness • Future Force: AMC is postured at echelon to support the future force; enabling them to deter, assure, deny, and/or defeat any adversary • Soldiers and People: AMC ensures Logistics Corps Soldiers and the Civilian Workforce are trained and ready to execute doctrinal and directed missions in support of Army priorities and missions CG, AMC PRIORITIES (SEP 16) CG, ACC PRIORITIES (OCT 16) • Readiness • Develop a learning organization that is adaptive, flexible and responsive; grow and develop a professional workforce • Take care of our Soldiers, DA Civilians and our Families • Develop a strategic streamlined contracting strategy for future force with a customer focus • To help the Commander-in-Chief make decisions with wisdom and care • To provide our warfighters with what they need to fight and win our nation’s wars • To ensure the welfare and dignity of our women and men in uniform, their families, and the entire DoD workforce SECRETARY OF DEFENSE PRIORITIES (JUL 15) From the Presidents’ Desk to YOU! • Leader Development • Contracting Efficiency • Contract Administration • Technical Skills • Mandatory Training EXEC. DIRECTOR, ACC-ORLANDO PRIORITIES (NOV 16) GS-15
- 10. Article 1, Section8 of US Constitutional authorizes Congress to raise and support Armies General Order #3 delegates responsibility to ASA(ALT) as the Senior Procurement Executive HCA delegates to Principal Assistant Responsible for Contracting (PARC) Contracting Officer executes the contract on behalf of the US Government Title 10 U.S.C. Section 3014 states the SA is responsible for Acquisition PARC Issues Warrant to Contracting Officer Flow of Contracting Authority SPE delegates to Head of Contracting Activity (HCA) Title 10 U.S.C Section 133 (c)(1) states the USD(AT&L) is the DoD SPE H.R. 3016 Title 10 U.S.C. Section 3016 ASA(ALT) overall supervisory responsibility 10
- 11. Are You aTechnician or Leader? TECHNICIAN LEADER Great Technician Bad Leader Bad Technician Bad Leader Good Leader Good Technician Expert Leader Master Technician Bad Technician Great Leader
- 12. Army Leadership Defined Leadershipis the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
- 13. Army Leaders Defined AnArmy leader is anyone, who by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization. GEN Ray Odierno Chief of Staff, U.S. Army
- 14. Males Females Officers Army Civilians NCOs Reserves Active Component Warrants NationalGuard We are All Army Leaders!!
- 15. Leadership Crisis • $15Bspent on Leadership Development Programs by Corporations and Government organizations • Many research studies state that LD programs are NOT effective: – Senior leaders don’t believe it works – Successors are not being prepared to move up the ladder – 86% of HR and business leaders see leadership shortfalls as a top- three issue Training & Development Magazine, March 2016, “How Do We Fix Our Leadership Crisis?” – Howard Prager
- 16. Who So Muchto Get So Little? • Lack of Top Management Commitment – Senior leaders are investing $$, yet not ensuring LD programs fit organizations’ needs, culture, stage of growth, and style. • Lack of Management Support – Immediate Supervisors and Senior Leaders are not involved in LD programs – checking the box; no meaningful discussions • Evaluation is lacking – Organizations are not measuring LD program Return-on- Investment • Coaching and 360 Assessments are not used enough – Reinforcement is lacking • Content – Content is being shrunk and slimmed down to the basics – One-Size Fits All vs Needs of the individual Training & Development Magazine, March 2016, “How Do We Fix Our Leadership Crisis?” – Howard Prager
- 17. What Can WeDo About This Crisis? CAN THE ARMY COUNT ON YOU? What Are You Going to Do with This Information?
- 18. • Are MissionFocused • Understand 2nd & 3rd Order Effects • Focus 2 Levels Up & Lead 1 Level Down • Play the Hand They are Dealt • Anticipate • Are Strategic Thinkers • Lead by Example • Set the Conditions for Future Success • Are Lifelong Learners • Take Initiative How? Leaders… • Build Up Other Leaders • Think Integration • Follow-through • Are Accountable • Make Things Happen
- 19. 360 °Degree ContractingLeadership - Executes timely workload assignments; - Leads Integrated Product Teams (IPT); - Is empowered and owns requirements; - Updates VCE and PCF timely; - Responsible for providing quality documents; - Performs research of policies/processes; - Conducts Peer Reviews w/complete documents; - Engages with Customers frequently; - First line problem solver, elevates as necessary; - Provides status updates to BC/DC; - Responsible for development & contract acumen; - Performs duties as assigned (taskers, etc). Contracting Specialists - Leads, manages, and develops team members; - Assumes the responsibilities of a Warranted PCO; - Responsible for workload assignments & timely actions; - Responsible for work quality and review processes; - Adheres to milestones and overcomes obstacles; - Collaborates with internal and external stakeholders; - Ensures team VCE and PCF input are timely; - Holds daily/weekly team meetings, provides status updates; - Identify gaps in knowledge and training; - Respond to data call/verify data accuracy; - Attends Division & Branch Chief meetings; - Stays current on contracting policy changes. Contracting Officers/Team Leaders - Responsible for Division/Branch mission & people; - Sets the tone and direction for the Division/Branch; - Coaches, mentors, and develops leaders; - Responsible for work quality & product reviews; - Communicates via weekly Division/Branch meetings; - Ensures fairness and accountability; - Responds to data calls; - Ensures all policies and procedures are followed; - Manages Division/Branch workload assignments; - Identifies & implements efficiencies/processes; - Engages w/customers and forecasts requirements; - Assumes Acting Director/Deputy/Division role, as req Division/Branch Chiefs - Responsible for overall mission and people; - Sets the vision and direction for ACC-Orlando; - Mentors, coaches, and develops leaders; - Establishes clear lines of communication; - Ensures fairness and EEO across the organization - Responsible for enforcing accountability; - Engages ACC HQs and Higher as necessary; - Ensures workforces has tools, training, experience; - Responsible for allocating resources appropriately; - Thinks organizationally and strategically; - Identifies gaps & removes obstacles for productivity - Problem Solver-develops and implements solutions Director/Deputy Directors
- 20.
- 21. Leaders Must BeGood Followers • Be trustworthy • Exhibit loyalty • Understand the leader’s vision • Be a team player • Share responsibility • Take pride in accomplishment
- 22.