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