Post on 14-Apr-2017
360 Degree Contracting Leadership
COL Vernon MyersMILDEP,
ACC-Orlando
22 November 2016
Agenda
• Purpose• What Makes 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
Purpose
Discuss Army Leaders and Leadership
Discuss 360° Degree Contracting Leadership
What Makes A Great Leader?
Knowledge Skills
Attitude
Army 2025 Operational Environment
Counter Terrorism and Irregular Warfare
Deter and Defeat AggressionProject Power Despite Anti-
Access/Area Denial ChallengesCounter Weapons of Mass
Destruction (WMD)Operate Effectively in
Cyberspace and SpaceMaintain a Safe, Secure, and Effective Nuclear DeterrentDefend the Homeland and Provide Support to Civil
AuthoritiesProvide a Stabilizing Presence
Conduct Stability and Counterinsurgency OperationsConduct Humanitarian, Disaster
Relief, and Other Operations
Prevent/Shape/Win
The PossibleIran Conflict
India - Pak ConflictKorea Conflict
Chemical/Bio Attack in CONUSFailed State with Loose Nukes
Arab - Israeli ConflictKurdish Nation
China-Taiwan Conflict Mass Migrations
Loss of US Forward Basing
The UnthinkablePandemic
Fall of the House of SaudHostile Pakistan/Pak-Iran Alliance
Nuclear Incident in CONUSDestruction of Panama Canal
Russia-NATO ConflictCentral American Narco StatesNuclear Turkey/Saudi Arabia
Umma Awakening
The ProbableNew Failing States
Episodic Terror AttackPersistent Cyber Conflict
Humanitarian Crisis/GenocideWMD Proliferation
Communist Cuba Fails
Cyber
Global Trends
A dynamic and rapidly changing security environment
Formation of the ACCDefense 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
Assistant Secretary of the Army for
Acquisition, Logistics& Technology
UNCLASSIFIEDAgile – Proficient – Trusted
# of PersonnelAuth / On Board
Mil – 913 / 739Civ – 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 CommandRock 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 CommandNew Jersey
Picatinny Arsenal, NJ
Obligation: 2.53% People: 5%
7
GS-15
Army Contracting Command Orlando
Orlando, FL
Francis FierkoMission Operations
Branch Chief
Kimberly TedeschiWorkforce Support Branch
Chief
Lesley SullivanPolicy
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-OrlandoJoseph A. Giunta
Executive Director/PARC Thomas BunchSystems
Branch Chief
Michael HunterBusiness Management
Branch Chief
Mario Del ReyCost & Price
Branch Chief
Patricia SoucySource Selection
Center of Excellence Branch Chief
Janice StevensonProperty & Quality
Assurance Branch Chief
Michael HarrisCharlie & DeltaDeputy Director
Robert CasagrandAlpha & Bravo
Deputy Director
Doug GreenwoodAlpha
Division Chief
Virginia RosaciaBravo
Division Chief
Pat ConcilioCharlie
Division Chief
Jack RoweDelta
Division Chief
COL Vernon MyersMilitary Deputy
ACCMG James E. Simpson
Commander
AMCGEN Gustave F. Perna
HCA/Commander
MAJ Torrionne RechéAlpha & Bravo
Military Deputy
CPT Markly Jean-Charles
Charlie & DeltaMilitary Deputy
ACC-Orlando Organization
• Taking Care of 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 DEFENSEPRIORITIES
(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
Article 1, Section 8 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 theUS 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
Are You a Technician or Leader?TE
CH
NIC
IAN
LEADER
Great Technician Bad Leader
Bad TechnicianBad Leader
Good LeaderGood Technician
Expert LeaderMaster Technician
Bad TechnicianGreat Leader
Army Leadership Defined
Leadership is the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
Army Leaders Defined
An Army 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
Males
Females
Officers
Army Civilians
NCOs
Reserves
Active ComponentWarrants
National Guard
We are All Army Leaders!!
Leadership Crisis
• $15B spent 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
Who So Much to 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
What Can We Do About This Crisis?
CAN THE ARMY
COUNT ON YOU?
What Are You Going to Do with This Information?
• Are Mission Focused• 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
360 °Degree Contracting Leadership
- 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
LAST BUT NOT LEAST…
Leaders Must Be Good Followers
• Be trustworthy• Exhibit loyalty • Understand the leader’s
vision• Be a team player• Share responsibility• Take pride in
accomplishment
QUESTIONS