00 ALT magazine Full Issue 200305 - asc.army.mil€¦ · we do in the Army. Institutions do not transform — people do. Platforms and organizations do not defend the Nation — people

September - October 2003

Workforce RevitalizationStrengthening Our Link With the Warfighter

In This Issue

AMC Workforce Revitalization

Update on AcqDemo

TeleEngineering Support to OIF

Acquisition Senior Leaders’ Conference

ARMY AL&T

2 SEPTEMBER - OCTOBER 2003

Our Army is the world’s pre-eminent landforce. It is respected by our friends andfeared by our enemies. As Army Chiefof Staff (CSA) GEN Peter J. Schoomaker

recently stated, “We set the standard. We were partof the joint team that defeated the Taliban inAfghanistan and took down a brutal regime in Iraq.Today we are deployed and conducting contingencyoperations at an unprecedented pace. Our soldiers, civilians andtheir families set the standard every day for selfless service.”

Although we are the world’s most powerful, most capableand most respected Army, there is no written law that sug-gests our status will always remain that way. People willmake that happen. In fact, people are central to everythingwe do in the Army. Institutions do not transform — peopledo. Platforms and organizations do not defend the Nation —people do. Units do not train, stay ready, grow and developleaders, make sacrifices and take risks on the Nation’s behalf — people do. As former CSA GEN Creighton Abramsonce said, “People are not in the Army, they are the Army.”And that statement is as true today as it ever was!

People are our most precious resource and we are investing appropriately to ensure that the Army’s Acquisition, Logisticsand Technology Workforce is prepared to achieve the Army’smission requirements — today and tomorrow. In accomplish-ing this, we developed the U.S. Army Acquisition WorkforceCampaign Plan. The Campaign Plan will be briefed to the CSAand the new Secretary of the Army in early FY04 to ensure ourgoals and objectives are in total alignment with the Army’stransformation.

Briefly, the Campaign Plan includes the following three strategic objectives.

• Strengthen the relationship between the acquisitionworkforce and the operational Army — the warfighter.The AL&T workforce consists of 11 different acquisition careerfields/tracks with more than 60,000 members. We are the peo-ple who, with our industry partners, research, manage, de-velop, test, evaluate, contract, field and sustain our warfightingsystems and equipment. Without the right people providingworld-class systems, the U.S. Army would not be the pre-eminentpower that it is today. We must continue developing cohesionamong our communities and continue conveying this messageto the rest of the Army, the Department of Defense and Congress.

• Provide a clearly defined environment for the entireArmy acquisition community that encourages and offers career opportunities and leadership develop-ment at all levels for both civilians and officers. We aredeveloping and maintaining a professional workforce that isready to meet the challenges that lie ahead. Successfully exe-cuting the Army’s Acquisition Human Resource Strategic Planis instrumental in reshaping our workforce.

• Ensure that the Army’s acquisition commu-nity is technically competent and responsiveto the Army’s current and future needs. TheAL&T workforce is leveraging state-of-the-art technology to always stay one step ahead of our adversaries. We are maturing our advanced technologies and integrating them into safe, effec-tive, suitable and supportable warfighting systems.

Workforce initiatives are aimed at attracting the talent, provid-ing the training and growing the leaders required for achievingsuccessful transformation. They include recruiting and retaininginitiatives, high-profile developmental assignments, advancededucational and experiential opportunities and expanding theAcquisition Personnel Demonstration Project.

This issue’s lead article by LTG John S. Caldwell Jr., MilitaryDeputy to the Assistant Secretary of the Army for Acquisition, Logistics and Technology and Director of Acquisition CareerManagement, expands on these three objectives and includesinformation on the Communication and Outreach Plan, which isaligned with the Campaign Plan. In addition, more than 50 per-cent of the AL&T workforce will be eligible to retire during thenext 5 years, and Caldwell’s article expands on our plans to“capture” the institutional knowledge of these skilled team mem-bers before they depart.

My organization has a clear vision: equip and sustain theworld’s most capable, powerful and respected Army. Our goalis clear: deliver the most technologically advanced capabilitiesat the right time, right place and right price to operational com-manders and their combat forces. And last, our focus is clear:design programs, develop people, streamline production andcontinuously develop process improvements.

During the last year, while working on each of our four focus objectives, we centered our efforts on programs to meet majormilestones successfully, ensuring that our weapon systems andequipment got into our soldiers’ hands as quickly as possible.A focal point was also developing a world-class acquisitionworkforce. Our planning efforts are paying big dividends be-cause the AL&T workforce is at the forefront in the march to-wards the Army’s transformation to the Future Force. The work-force’s collective expertise and abilities to research, manage, de-velop, test, evaluate, contract, field and sustain our warfightingsystems are absolutely critical to the Army’s overall success andwe will continue to provide our warfighters the materiel theyneed to fight with greater lethality, survivability and sustainabil-ity — regardless of where the battlefield or mission takes them.

We accomplished much in FY03 but there is still much more leftto do. So let’s roll up our sleeves and continue working hardand working together in FY04. People make it happen andthat’s why I’m relying on each and every one of you!

From the Army Acquisition Executive

People Make It Happen!

Claude M. Bolton Jr.Army Acquisition Executive

ARMY AL&T

3SEPTEMBER - OCTOBER 2003

By order of the Secretary of the Army

PETER J. SCHOOMAKERGeneralUnited States ArmyChief of Staff

Official:

JOEL B. HUDSONAdministrative Assistant tothe Secretary of the Army0325901

PB 70-03-5

September - October 2003

CLAUDE M. BOLTON JR.Assistant Secretary of the Armyfor Acquisition, Logistics and Technologyand Army Acquisition Executive

EDITORIAL BOARD

LTG JOHN S. CALDWELL JR.Director, Army Acquisition Corps

LTG STEVEN W. BOUTELLEChief Information Officer, G-6

LTG RICHARD A. HACKDeputy Commanding General, AMC

MG LAWRENCE R. ADAIRAssistant DCS, G-1

MG LESTER MARTINEZ-LOPEZCommanding GeneralU.S. Army Medical Researchand Materiel Command

TINA BALLARDDeputy Assistant Secretary for Policy and Procurement, Office of the ASAALT

WIMPY PYBUSDeputy Assistant Secretary for ILSOffice of the ASAALT

DR. THOMAS H. KILLIONActing Deputy Assistant Secretaryfor Research and TechnologyOffice of the ASAALT

DR. MICHAEL O’CONNORDirector of R&DU.S. Army Corps of Engineers

DONALD DAMSTETTERDeputy Assistant Secretaryfor Plans, Programs and ResourcesOffice of the ASAALT

MICHAEL I. RODDINExecutive Secretary, Editorial Board

EDITORIAL STAFF

MICHAEL I. RODDINEditor-In-Chief

DEBBIE FISCHER-BELOUSExecutive Editor

CYNTHIA D. HERMESManaging Editor

MEG WILLIAMSSenior Editor/Writer

To contact the Editorial Office:Call (703) 805-1034/35/38 or DSN 655-1034/35/38.

Articles should be submitted to: DEPARTMENT OF THE ARMY, ARMY ALT, 9900BELVOIR RD, SUITE 101, FORT BELVOIR, VA 22060-5567.

Our fax number is (703) 805-4218. E-mail: [email protected].

Army AL&T (ISSN 0892-8657) is published bimonthly by theASAALT. Articles reflect views of the authors and not necessarily of-ficial opinion of the Department of the Army. The purpose is to in-struct members of the Army acquisition workforce relative to AL&Tprocesses, procedures, techniques and management philosophyand to disseminate other information pertinent to their professionaldevelopment. Private subscriptions and rates are available from theSuperintendent of Documents, U.S. Government Printing Office,Washington, DC 20402 or (202) 512-1800. Periodicals officialpostage paid at Fort Belvoir, VA, and additional post offices. POST-MASTER: Send address changes to DEPARTMENT OF THE ARMY,ARMY ALT, 9900 BELVOIR RD, SUITE 101, FORT BELVOIR, VA 22060-5567. Articles may be reprinted if credit is given to Army AL&T andthe author. Unless specifically requested, photo credits are notgiven. Approved for public release; distribution is unlimited.

This medium is approved for official disseminationof material designed to keep individuals withinthe Army knowledgeable of current and emerg-ing developments within their areas of expertisefor the purpose of enhancing their professionaldevelopment.

Departments

Cover StoryREVITALIZING THE ACQUISITIONWORKFORCE LTG John S. Caldwell Jr.

Features

Army Materiel Command Workforce Revitalization

Mary Griffin-BalesPage 4

Page 30

Update: AAC Civilian PM and Post-Utilization Task Force ..................... 8

MAJ John Lemondes

Logistics Management Proponency Office ............................................ 9

Derek Sharpe

DOD Civilian Acquisition Workforce Personnel

Demonstration Project Update ............................................................... 11

April Fortenberry, Jael Latham and Jerry Lee

DAE Certificates Presented to Army Winners ......................................... 14

Catherine Anderson

Advanced Collaborative Environment for Developing

and Testing System-of-Systems .............................................................. 16

LTG John S. Caldwell Jr.

Army Laboratories Support Pentagon Reconstruction.......................... 18

Dr. Georgine K. Glatz, Dr. Robert L. Hall and Dr. Paul F. Mlakar

Virtual Proving Ground Transforms Test and Evaluation........................ 22

Michael Cast

TeleEngineering Support to Operation Iraqi Freedom........................... 25

Dr. Larry Lynch and Rhonda Taylor

Conference Attendees Interact With Fort Lewis Warfighters................. 28

Meg Williams

Army Leaders Report on Army Transformation....................................... 29

Meg Williams

Army Acquisition Corps Task Forces Embedded in Iraqi Theater .......... 36

Meg Williams

Industry Leaders Make First Appearance at Acquisition

Senior Leaders’ Conference...................................................................... 38

Meg Williams

ACQUISITION, LOGISTICS

& TECHNOLOGY

Career Development Update ..................................................................................................... 40

News Briefs ................................................................................................................................. 45

Awards ......................................................................................................................................... 52

Book Reviews.............................................................................................................................. 54

Contracting Community Highlights .......................................................................................... 56

In Memoriam ............................................................................................................................... 59

SEPTEMBER - OCTOBER 2003

Army Materiel CommandWorkforce Revitalization

Mary Griffin-Bales

If a soldier shoots it, drives it, flies it, wears it or eats it, the Army Materiel Command

(AMC) provides it. From beans to bullets, helmets to helicopters, spare parts to spare

ribs, AMC touches every soldier in the Army every day. AMC has 149 worldwide

locations and employs 50 times more civilians than soldiers. AMC is big business. It manages

inventory accounts worth tens of billions of dollars and ranks in business volume with the

top 10 corporations in the United States.

To develop, buy and maintain materiel for the Army, AMC works closely with industry, as

well as colleges and universities, to ensure that state-of-the-art technology is well-integrated

for the Nation’s defense. Soldiers, civilians and contractors, many with highly developed spe-

cialties in weapons development and logistics, work side-by-side. They are the scientists, en-

gineers, systems analysts, accountants, computer programmers, logisticians and many others

that you will find from California to Massachusetts and overseas from Japan to Kuwait.

Since September 11, 2001, Ameri-cans have heard the call to publicservice — to make a difference —and AMC is just the place to do it.AMC is a place where the work isexciting and really matters. TheBlue Force Tracker Installationteams from Tobyhanna ArmyDepot can attest to that. DuringOperation Iraqi Freedom they in-stalled the Blue Force Tracker deviceon every lead vehicle making it pos-sible for the command and controlcenters to track friendly forces andavoid confusing them with theenemy. Now DOD is making plansto install Blue Force Tracker inevery Navy, Air Force and Marinevehicle and aircraft. AMC is doingtoday what other companies havenot even thought of doing.

How is the talent for these jobs ac-quired and retained? Simple —AMC trains leaders and attractsAmerica’s brightest, tech-savvy grad-uates for our premier fellows andintern training programs. TheAMC fellows is a structured, 5-yearprogram that grows multifunctionalgeneralists in the following special-ties: contracting and acquisition,supply management, materiel main-tenance management, quality andreliability assurance, engineers (non-construction) and scientists and in-formation technology. Fellowscomplete graduate degree require-ments at Texas A&M University,College Station, TX, during theirfirst year, followed by multiple rota-tional assignments. They enter theprogram at the GS-7 level with atarget of GS-12/-13. The internprogram, by comparison, lasts 2years. It covers 22 career programswith disciplines ranging frombudget to physical security and lawenforcement. In addition to the fel-lows and intern programs, AMC

has a 4-year Blue Collar ApprenticeProgram. Graduate apprenticesearn certification from the Depart-ment of Labor. Student employ-ment programs for high school andcollege students are popularthroughout AMC activities and area direct link into the AMC internand apprentice programs.

AMC is not without challenges inrevitalizing its workforce. Like everyemployer, AMC faces stiff competi-tion to attract the best applicantsand retain its talented workforce.But it is not all about recruitmentand retention. Continuous learningis key to ensuring the workforce de-velops the strategic competenciesneeded to transition with AMCfrom industrial commodity-basedwork to knowledge-based integra-tion missions. Today, 205 em-ployees are transitioning to the rev-olutionary Logistics ModernizationProgram. These employees arelearning new and future businesspractices that provide the tools towork in a new enterprise system.

This is just one example of howAMC is retraining its workforce.

Whether it’s training and develop-ment or college recruitment, AMCis meeting the challenge to revi-talize its workforce for today andtomorrow.

ARMY AL&T


MARY GRIFFIN-BALES is assigned tothe Field Support Division, Office of theDeputy Chief of Staff, G1, Headquar-ters, Army Materiel Command. She hasserved in personnel management posi-tions in Japan, Korea, Germany, Massa-chusetts and the Washington, DC,metro area. Griffin-Bales is a retired AirForce Reserve Nurse Corps lieutenantcolonel and a graduate of the Air Com-mand and Staff College. She received aB.A. in geography from Keene StateCollege and completed the Army Man-agement Staff College Sustaining BaseLeadership and Management Program.

Erica Jones, right, of the Aviation and Missile Research, Development and Engineering Center’s(AMRDEC’s) Software Engineering Directorate, shows Lori Hardy and Jennifer Elliot, college stu-dents attending the Technological Excellence in Aviation, Missiles and Space Week 2003 Confer-ence, the Kiowa Warrior simulator. (photo by Kimberly Danford)


ARMY AL&T

Q: Fifty percent of your workforceis reaching retirement. You lostnearly a full generation of workersduring the 1990s reductions. What is your plan to revitalize your workforce?A: AMC is in transition from theIndustrial Age to the InformationAge. Our workforce has beentrained to use processes and toolsthat worked well in the last part ofthe 20th century. Today, highschools and colleges teach new In-formation Age skills, such as parallelprocessing on real-time systems,skills unfamiliar to most of ourworkforce. The successor force,which will come from our studentemployment, apprentice, intern andfellows programs, will bring theseskills with them. In May, I went tothe NASCAR races. NASCAR isthe largest spectator sport in theworld. Average attendance is80,000 people. Very technically

oriented people attend NASCAR,including those in the racingbusiness. What a great opportunityfor recruiting civilian engineers,particularly for our tank automo-tive operations. What a parallel —tank automotive and NASCAR rac-ing! How many places like thatcan we find where we can doubleup with recruiters?

Q: You wrote that “success or fail-ure of Army transformation de-pends in large measure on the qual-ity and effectiveness of the AMCworkforce.” Can the AMC work-force really have such a dramatic ef-fect on Army transformation? A: Absolutely! You don’t achievesuccesses through organizations andmachines. You achieve themthrough the people in those organi-zations who use the equipment.We are about half the size we were12 years ago, so our people must

work harder and learn new skills atthe same time. The number of de-ployments we send scientists, engi-neers, logisticians and mechanics onis increasing. We have 8,000 sol-diers, civilians and contractors inthe desert supporting OperationIraqi Freedom. We need to employpeople who understand the newtechnologies. They need to knowthe challenges of the deploymentsand environments that we operatein, whether it is the mountains ofAfghanistan, the deserts of Kuwait,the jungles of the Philippines, Ger-many or the area south of theBalkans. Army transformation re-quires a workforce that is comfort-able operating in these many differ-ent environments, with new tech-nologies and new tools that areemerging in the 21st century. Thissuccessor group must get the experi-ence from the current employeeswho have been through this for the

Interview With GEN Paul J. Kern, Commander,

Army Materiel Command

(Left to right) Walt Adamczyk, a Quality Engineer inthe Program Management Brigade Combat Teamat the U.S. Army Tank-automotive and ArmamentsCommand (TACOM), Warren, MI; Wanda Gilbert,AMC fellow; and Calvin Haggen, a Quality Assur-ance Specialist with the Defense Contracting Man-agement Agency, TACOM; stand in front of a Nu-clear Biological Chemical Reconnaissance Vehicleat the Army Tank Plant in Lima, OH, where theyperformed a final inspection record on the vehicle.(photo by Paul Gherian)

Thomas Sturges, standing, of AMRDEC’s Software Engineering Directorate, demonstrates the Un-manned Aerial Vehicle simulator to a college student attending the Technological Excellence in Avi-ation, Missiles and Space Week 2003 Conference. (photo by Kimberly Danford)

Interview With Vic Ferlise, Civilian Deputy,

Communications-Electronics Command

ARMY AL&T


Q: How would you describe theU.S. Army Communications-Electronics Command’s (CECOM’s)Workforce Revitalization?A: Revitalization at CECOM hasbeen going on for some time. Twoyears ago the average employee was48 years old and we found that ourfolks retired around 60 years old.CECOM uses all the reshape toolsprovided by DOD and met everydownsizing target without a reduc-tion in force throughout the1990s. In the last 2 years, throughextraordinary efforts, we were ableto hire 1,500 people, mostly col-lege graduates. Our average age re-mains 48. Also scooped up weresome outstanding midcareer engi-neers from the dot-coms. We havea reshape tool that industry can’tmatch — excess military housingleased to new engineers for $300per month. That’s not a bad dealfor a house on the Jersey Shore

while we introduce them to theCECOM work, and it’s also goodfor CECOM because we would havebeen subsidizing these empty units.

Q: What kind of work is done atCECOM? What makes it an Em-ployer of First Choice? A: Fort Monmouth, NJ, has a richhistory of research and develop-ment. However, 20 years ago, theleadership adopted a strategy thatindustry would lead the way inC4ISR [command, control, com-munications, computers, intel-ligence, surveillance and recon-naissance] technology development;the Army would leverage that tech-nology. In the 1970s, organizationslike Bell Laboratories were crankingout three patents a day trying to winthe Nobel Prize for physics and sci-ence. Enormously talented organi-zations like Bell Labs have nowtransformed and are driven to return

rapid profits. Today, we are swing-ing back to a time where we need tobe leaders in the development oftechnology where industry is not in-vesting. We need to be investingheavily in capabilities like night vi-sion. Unlike industry, we are notprofit-driven and our engineers canfocus on developing these great con-cepts. You ask, where is the advan-tage for our soldiers? Where is thescience? Where is the advancement?It makes for a great place to workand challenges the engineers to beall they can be. One of the thingsthat motivates people is to do workthat they think is important, and wehave the time and money to letthem do it. Most importantly,though, we have the need. Thesepeople can see their products savinglives and that is why CECOM is anEmployer of First Choice!

last 20-30 years. We cannottransform the Army without trans-forming AMC’s people.

Q: The AMC workplace environ-ment continues to change with un-precedented technological advances.How are you preparing your work-force for this change? A: The biggest work process changein AMC is LOGMOD [a logisticsenterprise system]. We have re-trained a very large segment of ourworkforce and we did it online and

face-to-face. New ways of doingthings can bring people together, al-though sometimes it scares peopleto relearn doing something. Thereality is, we have to deal with thehuman side very carefully to makesure we don’t ask our employees todo something we haven’t preparedthem for.

Q: How do you encourage students,midlevel workers and others to per-form public service as a governmentemployee?

A: When we show some folks thethings that we are doing, they getexcited. They can’t find jobs likethis in other sectors. AMC givesthem a lot more responsibility. We send them off to Afghanistan totake a robot into a cave. They say“Wow, I can help a soldier stay outof harm’s way with these new capa-bilities.” Employees will be re-warded financially, but more impor-tantly, they will be rewarded be-cause they are doing something thatis interesting and productive.


ARMY AL&T

The initial article was written byHenry I. Jehan Jr. on behalf of As-sistant Secretary of the Army forAcquisition, Logistics and Technol-ogy (ASAALT)/Army AcquisitionExecutive Claude M. Bolton Jr.;LTG John S. Caldwell Jr., MilitaryDeputy to theASAALT; and Acquisi-tion Support Center(ASC) Director COLMary Fuller. This arti-cle addresses the prog-ress made since the lastintegrated process re-view in November2002. New develop-ments have been made,several initiatives havebeen closed or imple-mented and manymore are near closurewith estimated comple-tion dates of late FY03to early FY04.

BackgroundThe overall TF mission was to con-duct a thorough root-cause analysison why civilian selection rates toPM positions were so low and whypost-placement of successful civil-ian PMs in positions of greater re-sponsibility was not institutionally

recognized or practiced. In the ini-tial assessment, 14 root-cause cate-gories supported by 40 detailedroot-cause issue statements wereidentified. The 14 root-cause cate-gories identified by the TF include:

• Unclear and in-consistent mobility expectations and policy.

• Lack of financial incentives.

• No career path be-yond GS-15 (orequivalent personneldemonstrationbroadband level) orO-6 level PM.

• Improper use of per-manent assignmentsto temporary or termpositions.

• Inadequate super-visory and pre-command training.

• No meaningful civil-ian career model.

• Lack of civilian understanding ofthe board process.

• Deficiencies in Senior Rater Po-tential Evaluations (SRPEs).

• Deficiencies in Acquisition CareerRecord Briefs (ACRBs).

• Inadequate and inconsistent ad-ministration of benefits and entitlements.

• Inadequate peer socialization andleadership recognition.

• Inadequate cross-functional com-munication with ASAALT.

• Lack of acquisition requirementsand accountability.

• Inadequate leadership commit-ment and follow-through.

These root-cause categories weresubsequently reduced to the follow-ing 10 solution categories: road toSenior Executive Service (SES)/civilian career model; personnel ac-tion execution and managementpolicy; benefits counseling, ad-ministration and environment;board selection process; training ini-tiatives; DA policy; ASC and U.S.Total Army Personnel CommandAcquisition Management Branch(AMB) policy and procedures andleadership. Effective post-utilizationof civilian PMs is the essence of theabove-listed solutions. If new poli-cies help the Acquisition, Logisticsand Technology Workforce(AL&TWF) retain successful civil-ian PMs instead of losing them toindustry at high attrition rates, thenthe TF will be deemed successful,but only time will tell.

ProgressAs a direct result of this TF’s find-ings, the entire AL&TWF will de-rive numerous benefits. Some of themost promising initiatives include:

Update: AAC Civilian PM andPost-Utilization Task Force

MAJ John Lemondes

If new policies

help the

AL&TWF retain

successful civilian

PMs instead of

losing them to

industry at high

attrition rates,

then the TF will

be deemed

successful, but

only time will tell.

This article updates one published in ArmyAL&T’s November-December 2002 issue on the Army Acquisition Corps (AAC) Civil-

ian program/project manager (PM) and post-utilization task force’s (TF’s) progress.

• A new PM benefits, entitlementsand procedures handbook con-densing reference material for PMs.

• An updated, more functional ACRB.• A revised civilian SRPE form,

mirroring the military OfficerEvaluation Report, allowing civil-ian senior raters to better identifytop PM talent.

• Greater acquisition SES participa-tion on DA selection boards.

• Significant improvements in spon-sorship for incoming military andcivilian personnel through the im-plementation of new policies.

• Creating temporary positions andassignment options for departingsuccessful PMs.

• Providing senior leaders the op-tion to designate civilian PMs askey and essential personnel.

• A revised AAC mobility agree-ment that more clearly explainsthe three types of mobility oppor-tunities available to civilian AACmembers and applicants to vari-ous selection boards.

• Improved and simplified selectionboard instructions.

• Improved linkage between theAMB and ASC Web sites for in-formation retrieval.

Pending IssuesAlthough numerous issues havebeen resolved, we are still chal-lenged with a few others central toTF success. These include the PMend-of-tour Priority Placement Pro-gram (PPP), how to handle PPP ex-emption requests for Command Se-lect List PMs and perhaps most im-portantly, the family implications

surrounding the Army spousalPPP. As we continue to developsolutions, we anticipate morecivilians competing for difficultPM positions. Furthermore, asthe TF enters its final executionphase, the AL&TWF can ex-pect to realize relatively near-termbenefits.

MAJ JOHN LEMONDES was the 51AProponency Officer at ASC, Fort Belvoir,VA, when he wrote this article. Heearned a B.S. from Penn State Universityand an M.B.A. and M.A. in publicadministration from Syracuse University.He is also a Command and General StaffCollege graduate.

ARMY AL&T


Logistics ManagementProponency Office

Derek Sharpe

The Logistics Management Pro-ponency Office (LogPro) providestraining and development for cur-rent civilian logisticians; recruit-ment and training of interns; andcareer management for career pro-

grams 13, Supply Management, and17, Materiel Maintenance Manage-ment. These two career programshave approximately 11,000 civilianlogisticians at Army locationsaround the world.

LogPro provides a number of train-ing vehicles for our civilians, cen-trally funded by the Army throughthe Army Civilian Training and Ed-ucation System (ACTEDS). Train-ing With Industry (TWI) andTraining With Soldiers (TWS) areboth exceptional programs. TWIprovides the trainee experience withlogistics-oriented private sectorfirms such as Boeing, FedEx andSears. TWS provides a learning ex-perience with our soldiers in thefield using the products and logis-tics processes we design, influenceand implement. With TWS, we getto know what our customers — sol-diers — need and what we can doto improve our support to them.

Never before has the civilian contributionto the Army mission been more crucial.As the Army transforms, so must our

civilian logisticians as their supporting role keepsabreast of new technologies, a changing forcestructure, process improvements in logistics sup-port and changing civilian demographics. Trainingand development are two tools used to ensure aready and capable civilian workforce.


ARMY AL&T

LogPro provides funding for careerlogisticians to attend any accrediteduniversity for undergraduate andgraduate education. The coursesmust be approved and logistics-related. We use a wide interpreta-tion for logistics-related because it isour desire for all civilian logisticiansto earn their bachelor’s and graduatedegrees. Funding is provided forbooks and tuition.

We also fund long-term training (morethan 180 days) andmany short-termtraining events. Ourcross-functional train-ing program has beena huge success, pro-viding training up to6 months for logisti-cians in a logisticsarea other than theirown. For example,supply logisticiansmay train in mainte-nance, maintenancein transportation andso on. This traininghelps to “round out”the civilian, providesbetter job opportunities in the fu-ture and makes our logisticiansmore knowledgeable of the entirelogistics support spectrum. Cross-functional training is available atvirtually every Army major com-mand (MACOM).

LogPro reviews applications forthe Army Management Staff Col-lege’s (AMSC’s) Sustaining BaseLeadership and Management Pro-gram, Senior Service Colleges, theDefense Leadership and Manage-ment Program and several Officeof the Secretary of Defense (OSD)training programs for logisticians.

We review, comment, recommendand forward to the functionalchief representative for approvalthe names of candidates for manyof these programs. We must en-sure that our best and brightesthave access to, and funding for,these senior training and develop-ment programs.

Another equally important LogPromission is to recruit,train, educate and as-sign Army civilian lo-gistics interns. Thismission becomes in-creasingly critical asthe workforce popula-tion both declines inoverall numbers andas the workforcegrows older. The av-erage age of currentcivilian logisticians is51 years of age; butmore significant is thefact that our agegroup 25 to 35 yearsis actually declining.This means that theworkforce is agingwithout replacement.

It is vital that we recruit a youngerworkforce to train, learn and con-tribute as retirement and other fac-tors continue to decrease our popu-lation of skilled and talented logisti-cians. We currently hire approxi-mately 40 interns per year for as-signments worldwide, but even thatonly fills less than half of the Army’srequirement. Budget constraintslimit recruitment.

The intern program lasts 18months and our interns are hiredas GS-07 with target grade GS-11in 24 months. Interns are assignedto MACOMs based on MACOM

requirements submitted the yearbefore. The program includes 5 months of classroom training inlogistics foundation courses. Thistraining is conducted at theAMSC, Fort Lee, VA. All internsreceive training in supply manage-ment and materiel maintenancemanagement, intern leadership de-velopment, statistics, risk analysis,transportation, demil and disposaland other pertinent courses. Fol-lowing formal training, our internsparticipate in on-the-job trainingfor 60-90 days at an Army installa-tion chosen based on the intern’sbackground, experience and theArmy’s needs. Permanent duty as-signment follows.

Our third and equally importantmission is career management. Ca-reer management within the careerprogram includes oversight of re-cruitment, classification, retention,training and development, futureworkforce planning, management ofthe workforce structure, under-standing workforce demographics,leader development, personnel pol-icy implementation and logisticsworkforce representation to otherArmy career programs, AssistantSecretary of the Army for Man-power and Reserve Affairs, OSD,academia and private sector busi-ness. Several overarching questionsmust be answered as we conduct ca-reer management activities: Whatare the logistics support require-ments of the Army? How do weensure a trained and ready work-force to meet these requirements?What are the personal and profes-sional career needs of our work-force? How do we manage criticalworkforce issues achieving the high-est productivity within budget?

It is vital

that we recruit

a younger workforce

to train, learn

and contribute

as retirement

and other factors

continue to decrease

our population

of skilled

and talented

logisticians.

DEREK SHARPE is the Director of theLogistics Management Proponency Office.He holds a B.A. in economics and anM.S. in administration. Sharpe is a mem-ber of the Army Acquisition Corps and isLevel III certified in life-cycle logistics.

ARMY AL&T


It is obvious that the answers tothese questions are complex andrequire resources beyond the reachof one office. It is also obvious thatthere is a wealth of knowledge andtalent within the operational civil-ian logistics workforce. To use thistalent, we are in constant communi-cation with our career programmanagers at all MACOMs, subordi-nate commands and installations.Senior civilian logisticians ap-pointed by the commander provideinformation to the proponency of-fice and to the general workforce,assisting us in resolving issues, pro-gramming intern intake, developingstrategic plans and general manage-ment and oversight of programsand activities. They are the funnels,the go-between through which theDA proponency office communi-cates with every civilian logistician within the worldwide Army.

Several of the critical programsLogPro is working include Army

Training and Leader Development,the Strategic Army Workforce, Fu-ture Logistics Enterprise, trainingand education of the nonacquisi-tion workforce and training anddevelopment of the acquisitionworkforce. These programs, alongwith others, are essential to our lo-gisticians maintaining a high levelof skill and knowledge to carry usthrough Army transformation andto maintaining a high level of logis-tics support to our soldiers.

The Functional Chief for SupplyManagement and Materiel Mainte-nance Management, Office of theDeputy Chief of Staff, G4, under-stands and fully supports our civil-ian mission. Under the guidance ofLTG Charles S. Mahan and that ofhis functional chief representatives,the LogPro objective is clear —meet the soldier’s logistics require-ment by providing training and de-velopment opportunities for ourcivilian workforce.

FY04 will be an exciting year forLogPro as we become a member ofthe Acquisition Support Center(ASC) organization and team. Wewill work with the acquisition logis-tics proponency specialists in ASCto improve the professional skills ofArmy logisticians, whether in acqui-sition, sustainment or members ofthe nonacquisition workforce. Thiscombined team, LogPro and ASC,will be better able to provide out-standing support to our workforcein career management, training anddevelopment and the recruitmentand training of our interns. Welook forward to this opportunity tobetter serve our customers.

On Jan. 8, 1999, the FederalRegister Notice for theDOD Civilian Acquisition

Workforce Personnel DemonstrationProject was published and approvedfor implementation by the Office ofPersonnel Management. Thisdemonstration project is commonlycalled AcqDemo. This article pro-vides an update on AcqDemo participation, its Contribution-based

Compensation and Appraisal System(CCAS) results and its future.

For the specific objectives and per-sonnel management interventions,please see the Federal Register Noticeand its amendments at:

• http://www.opm.gov/fedregis/1999/64r1425.pdf

• http://www.opm.gov/fedregis/2001/66-0028007-a.pdf



ParticipationAcqDemo participation has mod-estly increased from 1,469 Armycivilian employees since its initial

DOD Civilian Acquisition WorkforcePersonnel Demonstration

Project UpdateApril Fortenberry, Jael Latham and Jerry Lee

Fiscal Year

99 Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (formerly Research, Development and Technology)

Acquisition Support Center (formerly Army Acquisition Executive Support Agency)Army Contracting Agency (formerly Contract Support Agency)Program Manager (PM), Acquisition, Logistics and Technology Enterprise Systems and Services (formerly Research, Devel-opment and Acquisition Information Systems Activity and now re-aligned under PEO, Enterprise Information Systems)PEO, Command, Control and Communications Tactical (formerly C3 Systems)PEO Ground Combat Systems at Warren and Picatinny Arsenal (formerly Ground Combat and Support Systems)PEO, Intelligence, Electronic Warfare and SensorsPEO, Chemical and Biological Defense National Guard Bureau, PEO, Chief Information Officer (formerly Reserve Component Automation Systems and Information

Systems)Medical Command (MEDCOM) Health Care Acquisition Activity (HCAA) (HQ, Regional Contracting Offices at Eisenhower

Army Medical Center, Madigan Army Medical Center, Beaumont Army Medical Center and Tripler Army Medical Center)HQDA G8, Force Development/Directorate of Integration (formerly Army Digitization Office)Eighth U.S. Army Contracting Command, KoreaArmy Test and Evaluation Command (ATEC) (formerly Army Operational Test and Evaluation Command)Office of the Administrative Assistant to the Secretary of the Army Defense Contracting Command - Washington and the

Directorate of Logistics (formerly DSS-W)Military Traffic Management Command Office of the Principal Assistant Responsible for Contracting

01 Objective Force Task Force and PM, Future Combat Systems became independent pay pools

02 Joint Simulation SystemPEO, Aviation (management personnel only)PEO, Combat Support and Combat Service Support (management personnel only)MEDCOM HCAA (Walter Reed Army Medical Center)

03 ATEC’s Developmental Test Command and Operational Test CommandAviation and Missile Command (management personnel only)Army Materiel Systems Analysis ActivityPEO, Simulation, Training and InstrumentationPEO, Air and Space Missile Defense (management personnel only)Tank-automotive and Armaments Command (TACOM) (management personnel only)TACOM Acquisition Research, Development, and Engineering Center (management personnel only)


ARMY AL&T

implementation to more than 4,100participants with the potential foran additional 8,000. The additional8,000 participants are contingent onthe various local unions’ acceptanceof AcqDemo. There has beenprogress made in some areas and ne-gotiation continues.

AcqDemo was implemented in1999 with 15 charter Army organi-zations. Four of these organizationsnegotiated written agreements withlocal unions to allow bargainingemployees to participate in Acq-Demo. The four organizations andlocal unions are:

• Program Executive Office,Ground Combat Support (PEO,GCS), Warren, MI (American

Federation of Government Em-ployees (AFGE) Local 1658).

• PEO, GCS, Picatinny Arsenal, NJ(National Federation of FederalEmployees (NFFE) Local 1437).

• Eighth U.S. Army ContractingCommand, Korea (NFFE Local1363).

• Military Traffic ManagementCommand Principal Assistant Re-sponsible for Contracting (AFGE909/2).

In 2000, the Health Care Acquisi-tion Activity Regional ContractingOffice, Madigan Army MedicalCenter, Tacoma, WA (AFGE Local1502) joined the AcqDemo.

In 2002, AFGE Local 1904’s mem-bers voted to participate in theAcqDemo as part of PEO,

Command, Control and Commu-nications. AFGE Local 1904 alsoagreed for its PEO, Enterprise In-formation Systems members at FortMonmouth, NJ, to convert to Acq-Demo. AcqDemo reached a signifi-cant participation milestone in itsdeveloping partnership with unionswhen AFGE Local 1658 agreed to a2-year extension on its AcqDemoagreement with PEO, GCS at War-ren, in which 92 percent of votingdues-paying members favored con-tinuation. A complete list of allArmy AcqDemo organizations is inthe accompanying chart.

The topic of most interest is Acq-Demo’s CCAS evaluation system.A common misconception ofCCAS is that general pay increases(GPIs) are denied to all AcqDemo

Army AcqDemo Organizations

ARMY AL&T


employees. This is not true. Acq-Demo has years of CCAS cycle dataaddressing that misconception andhighlighting CCAS’s strengths as ameans of improving federal person-nel management and compensatingthe workforce.

There are three regions of CCAS el-igibility — A, B and C. The GPIcan only be reduced or denied forA-rated employees. It can also begiven in full to A-rated employeesand is automatically awarded to allAcqDemo B- and C-rated employ-ees. The organization’s PersonnelPolicy Board sets GPI doctrine forA-rated employees. However, theArmy’s policy for the first CCASrating period was to award the GPIto all Army AcqDemo civilian em-ployees. During the 1999 CCASrating period, although 4.15 per-cent of the 1,469 Army AcqDemocivilian employees were A-rated, allreceived the GPI. In 2000, 2.11percent (34 of 1,609) Army Acq-Demo civilian employees were A-rated and 12 of the 34 received theGPI per local policy. In 2001, 1.07percent (18 of 1,675) Army Acq-Demo civilian employees were A-rated and 5 of the 18 received theGPI. In 2002, 1.07 percent (20 of1,861) Army AcqDemo civilian em-ployees were A-rated and 10 of the20 received the GPI. This datashould be encouraging to potentialparticipants who are concernedabout the annual GPI. Additionalinformation on CCAS eligibilityand scoring techniques can befound at the AcqDemo Web site athttp://asc.rdaisa.army.mil/divisions/pm/acqdemo_ccas.cfm.

The contribution rating increase(CRI) is a permanent additionalbase-salary increase that counts

toward a civilian employee’s “high-three” for retirement. AcqDemoorganizations must set the CRIfund at no less than 2 percent ofthe activity’s total salary budget (2.4percent for the first year). The av-erage Army CRI funding levels were2.91 percent in 1999, 2.96 percentin 2000, 3.69 percent in 2001 and3.41 percent in 2002. The averageArmy CRI percent for the fourCCAS rating periods were 2.70 per-cent in 1999, 2.57 percent in 2000,3.08 percent in 2001, and 2.81 per-cent in 2002. The difference be-tween the funding level and thepercent increase is due to employeeswho are at the maximum salary fortheir broadband levels, who retiredor who converted out of AcqDemo.

C- or B-rated AcqDemo civilianemployees who are capped at themaximum salary for their broad-band levels will receive their fullGPI but cannot receive the CRI. Itis Army policy that any CRI dollarsnot distributed to an employee willbe added to the employee’s contri-bution award (CA). For example,in 2003, the maximum base pay foran NH-III employee is $79,629. Ifthe employee’s base pay is already$79,629, and the employee’s com-puted CRI is $2,500 with a com-puted CA of $1,800, this employeewould receive the full GPI and theCRI of $2,500 would be carriedover and added to the $1,800 CAfor a total award of $4,300. Thisaward is a one-time lump sum pay-ment. This policy is also applicableto employees who retired or con-verted out of AcqDemo to anotherfederal agency before the payout.

As stated, the CA is a lump-sumpayment and, like the Total ArmyPersonnel Evaluation System

performance awards, does not counttoward a civilian employee’s “highthree” for retirement. AcqDemoorganizations must set the CA fundat no less than 1 percent of the ac-tivity’s total salary budget (1.3 per-cent for the first year). The CAfund will not exceed 90 percent ofthe total awards budget to promotesufficient funding for awards not re-lated to the CCAS process such ason-the-spot awards, special actawards and group awards. TheArmy average award-funding levelswere 1.70 percent in 1999, 1.97percent in 2000, 2.34 percent in2001 and 2.42 percent in 2002.The average CA percent for thefour CCAS rating periods were 1.42percent in 1999, 1.90 percent in2000, 1.85 percent in 2001 and2.17 percent in 2002. Because ofthe CRI carryover being added tothe CA, the average total award per-cent for the four CCAS rating peri-ods were 2.00 percent in 1999,2.38 percent in 2000, 2.79 percentin 2001 and 2.90 percent in 2002.

The new base-salary rate GPI, CRIand locality rate, where applicable,are effective the first full pay periodin January of each year and paidover 26 pay periods. The CA is in-cluded in the first paycheck as alump-sum payment to AcqDemocivilian employees.

To summarize the four CCAS cyclesresults: In 1999, 4.15 percent of theArmy AcqDemo civilian workforcereceived no CRI because they wereA-rated, and another 9.53 percentwere ineligible because of time,retained-pay status or conversionout of AcqDemo. In 2000, 2.11percent were A-rated and 11.25percent were ineligible because ofretained-pay status or conversion


ARMY AL&T

The Defense Acquisition Ex-ecutive (DAE) Certificate ofAchievement was estab-

lished to enable the DAE to providepersonal recognition to individuals,groups or teams who have made ex-ceptional contributions to the de-partment’s acquisition programs

and systems or the improvementof life-cycle costs. The ideas,processes and methods of each re-cipient promote acquisition re-form goals and help achieve bestvalue for the government and ourNation’s warfighters.

out of AcqDemo. In 2001, 1.07percent were A-rated and 11.16percent were ineligible because ofretained pay status or conversionout of AcqDemo. In 2002, 1.07percent were A-rated and 6.83 per-cent were ineligible because of retained-pay status or conversionout of AcqDemo. Thus, 86.32 per-cent of the Army AcqDemo civilianworkforce had a computed CRI(salary increase) in 1999, 86.64 per-cent in 2000, 87.77 percent in2001 and 92.10 percent in 2002.

A CRI that was equal to or greaterthan a within-grade-increase (WGI)was given to 42.77 percent of therated workforce in 1999, 40.33 per-cent in 2000, 47.22 percent in 2001and 45.62 percent in 2002. This isquite favorable when compared tothe scheduled WGIs for GeneralSchedule (GS) employees, which are1 year for Steps 2 through 4, 2 yearsfor Steps 5 through 7, and 3 yearsfor Steps 8 to 10.

AcqDemo’s FutureDOD has proposed to Congress anew personnel system called the

National Security Personnel System(NSPS). The proposed NSPS willinclude all DOD GS and appropri-ated fund pay and broadband civil-ian employees. If Congress legis-lates NSPS, the AcqDemo organiza-tions and their civilian workforcewill transition to the new system.

Concurrent with the NSPS initia-tive, DOD has reviewed the bestpractices of its demonstration proj-ects including science and technol-ogy (S&T) laboratory demonstra-tion projects and AcqDemo. DODmay consolidate all the laboratoryprojects under one governing au-thority called the Best Practices Fed-eral Register for S&T demonstrationprojects and revise the AcqDemoFederal Register to mirror the DODBest Practices Federal Register. TheBest Practices demonstration proj-ects model will be the seedling forNSPS. Regardless of whether NSPSis approved by Congress for FY04,DOD leadership envisions the civil-ian Acquisition, Logistics and Tech-nology Workforce implementingbest practices. AcqDemo is an ac-tive participant in the best practices

effort to ensure that lessons learnedfrom AcqDemo are incorporatedinto a better personnel managementsystem for DOD’s entire civilianworkforce.

APRIL FORTENBERRY is an Analystwith Science Applications InternationalCorp. (SAIC) supporting ASC’s Acq-Demo Project. She has a bachelor’s de-gree in government and internationalpolitics from George Mason University.

JAEL LATHAM is an Analyst withSAIC supporting ASC’s AcqDemo Proj-ect. She has a bachelor’s degree in geog-raphy from the University of Montanta.

JERRY LEE is a Senior Analyst withSAIC supporting ASC’s AcqDemo Project. He has a bachelor’s degree inaccounting from the University of SanFrancisco and a master’s degree in gen-eral administration from Central Michi-gan University.

DAE CertificatesPresented to Army Winners

Catherine Anderson (Photos by Richard Mattox)

Army Acquisition Executive Claude M. Bolton Jr.presents Hari Bezwada and Kevin Carroll with theirfirst of two DAE Certificates, this one for ProgramManagement ofTelecommunications Systems.

ARMY AL&T


Five Army teams were selected to re-ceive the DAE Certificate for calendaryear 2002. Assistant Secretary of theArmy for Acquisition, Logistics andTechnology and Army AcquisitionExecutive Claude M. Bolton Jr., withthe U.S. Army Acquisition SupportCenter (ASC) as agent, presentedthese awards Aug. 14, 2003, at theAcquisition Senior Leaders’ Confer-ence in Seattle, WA.

The Product Management Office,Telecommunications Systems ofProgram Executive Office, Enter-prise Information Systems (PEO,EIS) was the recipient of two cer-tificates. Team members were heav-ily involved in the Pentagon renova-tion project, greatly contributing tothe successful restoration of thePentagon information technologyinfrastructure by the 1-year anniver-sary of the September 11, 2001, at-tack. In the program managementcategory, the TelecommunicationsSystems Team embraced the chal-lenge of moving Pentagon personnelback into their offices and helpingrestore critical communications op-erations. The team’s innovative ef-forts in negotiating the contract’sstructure are projected to save thegovernment up to $20 million an-nually. Concurrently, the PEO, EISContracting Team assessed risks as-sociated with rebuilding and recov-ering Wedge 1, negotiating contract

terms and conditions while pricingthe numerous courses of action andchanges. PEO Kevin Carroll andTeam Leader Hari Bezwada ac-cepted the award on behalf of thePEO, EIS Team.

The PEO, EIS Team from theProduct Management Office, De-fense Message System was recog-nized in the program managementcategory and achieved the radicalredesign of the Army’s Tactical Mes-sage System — taking it from con-cept through test in just 6 months.The result was program transforma-tion to a reliable, on-time systemthat will directly benefit soldiers inthe field. The redesign also savesmore than $85 million in life-cyclecosts for the Army. PEO KevinCarroll and Team Leader CatherineDoolos accepted the award for thePEO, EIS Team.

The M45 Chemical BiologicalMask Team, Joint Program Execu-tive Office for Chemical and Bio-logical Defense, was recognized forachievements that directly benefitsoldiers in the field. The M45Team was recognized in the cate-gory of program management forincorporating new technologies anddesigns to address the previousmask’s performance limitations viainnovative partnerships with partsvendors and other product im-provement strategies. Their efforts

reduced life-cycle costs by morethan $2.6 million. PEO BGStephen V. Reeves and Team Leaderand Systems Manager Pamela Pooleaccepted the award for the M45Chemical Biological Mask Team.

The Armament Retooling and Man-ufacturing Support (ARMS) Teamwas recognized in the industrialproperty management category. TheARMS Team used innovative acquisi-tion reform policies to save the Armyapproximately $40 million by attract-ing commercial tenants into Armyacquisition plants. The ARMS Teamlowered facility disposal costs, createdand sustained more than 3,000 jobsand provided approximately $395million in economic impact to localcommunities. Team Leader StephenMapley accepted the award for theARMS Team.

The DAE Certificate of Achieve-ment can be awarded at any time ofthe year at the DAE’s discretion andis the appropriate award to high-light and reward individuals andteams that have made outstandingcontributions to the acquisition sys-tem through innovative acquisitionmanagement techniques.

CATHERINE ANDERSON is a ProgramAnalyst with Science Applications Interna-tional Corp. supporting ASC’s Force Struc-tures Division at Fort Belvoir, VA.

Pamela Poole and BG Stephen V. Reeves accept theiraward for the M45 Chemical Biological Mask from Bolton.

Bolton presents Catherine Doolos and Kevin Carrollwith their DAE Certificate for the radical redesign ofthe Army’s Tactical Message System.

Bolton presents Stephen Mapley with the ARMS Team’sDAE Certificate for innovative acquisition reform poli-cies that will save Army acquisition plants approxi-mately $40 million.


ARMY AL&T

Networking and integratingthe Army’s “system-of-systems” is crucial to the

success of future military operations.Because this concept issomewhat new to us, itis rewarding to see theentire defense commu-nity pulling together tomake it happen. InJune, I had the oppor-tunity to address theArmy Test TechnologySymposium 2003 toshare my thoughts onour current acquisitionprograms and to seehow the test and evalu-ation (T&E) commu-nity is preparing fornew ways of doing business. Armytesters, materiel developers, combatdevelopers and industry technolo-gists attended the symposium. Rep-resentatives from the Air Force andNavy acquisition agencies also sharedtheir knowledge on distributed test-ing. Using modeling, simulationand networking technology tools,these agencies worked together tocreate realistic joint battlefield testing scenarios supported by data-sharing

networks. These, in turn, supportedtests and experiments at distributedgeographic locations. Using thecombined knowledge and tools from

these agencies, we willdevelop, test and evalu-ate emerging weaponsand communicationsystems that will fighttogether on future bat-tlefields. This ad-vanced collaborativeenvironment will beginintegrating the compo-nents and systems asthey mature.

Army FutureForceAs the Army’s lead

agency for future force materiel ac-quisition, we must provide ourtroops in the field with affordable,world-class weapon systems andcontracting services, years beforeany adversary can achieve compara-ble technological capability. Wehave quality people, a teamworkmindset and a drive for success thatenables us to accomplish our mis-sion. The Army’s goal is to sys-tem engineer and field the unit of

action (UA) as a unified entity, in-stead of treating the units as sepa-rate and individual platforms withseparate development programs.By testing the combined capabili-ties of the system-of-systems andtheir enabling systems as a unit, wewill be able to quantify and under-stand the astounding capabilitiesthat a UA brings to the FutureForce.

Change in MindsetWhen I was project manager (PM)for the Abrams Main Battle Tankprogram, there was very little inte-gration between the componentdevelopment and T&E communi-ties. We also had separate view-points and minimum interactionamong programs, even when wewere within the same program ex-ecutive office (PEO) organization.Fortunately, things have changedfor the better and we have forged atruly integrated team. No othernation in the world could havefielded the exceptional military ca-pabilities that our U.S. forces inIraq have demonstrated in a totallycollaborative environment. How-ever, we must err on the side ofcaution, as suggested by BG Mar-vin K. McNamara, CommandingGeneral, U.S. Army Developmen-tal Test Command. In his remarksat the June symposium concerningour joint efforts during OperationIraqi Freedom, he stated “That was

Advanced CollaborativeEnvironment

for Developing and TestingSystem-of-Systems


LTG Caldwell was the keynote speaker for the Army Test and Eval-uation Command’s Test Technology Symposium 2003 on June 25,2003. His remarks to an audience of acquisition leaders andtesters from the Army, Navy, Air Force and industry identified theconcept by which we must develop and test our emerging system-of-systems through an advanced collaborative environment.

No other nation in

the world could

have fielded the

exceptional mili-

tary capabilities

that our U.S.

forces in Iraq have

demonstrated in a

totally collabora-

tive environment.

ARMY AL&T


great ... that was then ... this isnow; we can’t rest on our laurels.”What Army leadership is requiringfor the future force far exceeds ourrecent accomplishments in Iraq.

User/Developer TeamGuidance Considering how we are develop-ing our new capabilities, there aretwo pieces of guidance I offerbased upon my experience as aPM. First, never allow gaps to de-velop between the materiel andcombat developers. The U.S.Army Training and DoctrineCommand represents the user andmust be there every step of theway. Second, find the best peoplefor each job and go out and hirethem, wherever they are. The Fu-ture Combat Systems (FCS) pro-gram is a great model for this con-cept because there has been un-precedented user, developer andT&E networking and integrationfrom the program’s outset. As theFCS program develops, I am con-vinced that the developmentprocess must be integratedsmoothly and not handled as acompletely separate process. Theacquisition process must be a con-tinuing team effort with full par-ticipation by the PM, materiel/combat developers and testers.The process must include inte-grated systems engineering.

FCS as the ModelWe are in the late stages of sourceselection for FCS, with 23 procure-ment packages on the street. Wewill have nearly $15 billion in theresearch, development, test andevaluation phase — and will needevery nickel to properly sourceFCS. There are many componentsand agencies involved requiring all

of our networking and integrationabilities to meet our milestones.Accordingly, FCS requires a lot ofinspection, analysis and secondguessing from all levels. The PMand the PEO will have the oppor-tunity and the flexibility they needto illustrate the great benefits of thesystem-of-systems approach.

I envision the FCS program stand-ing as the advanced collaborativeenvironment modelfor years to come.To achieve this suc-cess, there are fourmajor concepts thatwill be stressed dur-ing FCS develop-ment and testing:

• An Army unit ded-icated solely toFCS combat andmateriel develop-ment, testing andexperimentation.

• Integration of test-ing and distributedtesting.

• Use of a Lead Sys-tems Integrator(LSI) approach.

• Design and testingin an advanced collaborativeenvironment.

We have received favorable com-ments from the developing con-tractors about these concepts andthe FCS development approach.We shall continue to work cre-atively with them under thisprocess. This means acquiring thepeople needed to get the job doneright; involving the user in the de-sign; and creating virtual modelsof the equipment, enabling modi-fication as prototype components

and systems are developed. A fac-tor in selecting the Boeing Co. asLSI was its understanding anddemonstrated capability in thistype of development process. Thecollaborative effort will include amajor role by our newly organizedResearch, Development and Engi-neering Command.

Commitment to SoldiersWe must ensure that our troops

have the best thatmoney and technol-ogy can provide inthe shortest possibletime. The Acquisi-tion Corps is ensur-ing all weapons andsystems delivered tothe troops meet userspecifications. Be-cause we are in a re-search, developmentand test environ-ment, we must rec-ognize that no sys-tem will ever be100-percent perfect,and know there willalways be room forimprovement.When you push theedge of technology

and the operational environment,there will always be a “glitch” hereand there. We have the obligationto get our systems as close as possi-ble to what our warfighters andtheir operational commandersneed, but as soon as we get themclose to what they need, we mustget it into their hands.

Army PEOs and PMs are effectivelyintegrating testing into their pro-grams as a continuing life-cycleprocess. Emerging systems and sys-tem components will be immersed

The acquisition

process

must be

a continuing

team effort

with full

participation

by the PM,

materiel/combat

developers and testers.

The process must

include

integrated systems

engineering.


ARMY AL&T

into distributed networks as a partof advanced collaborative environ-ments. Modeling and simulationwill assist in creating battlefield real-ism enabling soldiers to train asthey will fight. Wherever possible,these collaborative environmentswill include joint service communi-cations and weapon platforms orsimulations.

Our “bottom line” is to understandhow to test and evaluate equipmentto ensure that the capabilities theend-user requested are actually in-corporated into the systems we de-sign, build and field. Through theadvanced collaborative environ-ment, end users will be involved inevery step of the process. The co-operation of program managers,materiel developers, combat devel-opers and testers is already evidentand the payoff in combat effective-ness will be significant as we buildthe FCS.

LTG JOHN S. CALDWELL JR. is the

Military Deputy to the Assistant Secre-

tary of the Army for Acquisition, Logis-

tics and Technology and Director, Ac-

quisition Career Management. He has a

B.S. degree from the U.S. Military

Academy and an M.S. degree in me-

chanical engineering from Georgia In-

stitute of Technology. In addition, he

has attended the Industrial College of

the Armed Forces, the U.S. Army

Command and General Staff College

and the Defense Systems Management

College Program Management course.

Army Laboratories Support Pentagon

ReconstructionWedge 1 Renovation Saved Lives

Dr. Georgine K. Glatz,Dr. Robert L. Hall and

Dr. Paul F. Mlakar

September 11 Crash

At 9:37 a.m. on September 11, 2001, terrorists

flew an airliner into the first story of the

Pentagon. The impact occurred in the reno-

vated portion of the building approximately 140 feet

to the south of the boundary between the renovated

section and the next section to be renovated. The

aircraft sliced through the building into the original

section. This impact, coupled with the immediate,

fast-spreading fire caused by airplane fuel, claimed

the lives of all 64 people aboard the aircraft and 125

occupants of the Pentagon.

ARMY AL&T


Figure 1 presents an exterior view ofthe extent of damage from the crash,including a collapsed portion of E-Ring (the Pentagon is characterizedby five concentric rings designatedA to E from inside to outside) atthe point of impact, beyond whichthe impact destruction from the decelerating aircraft continues. Thesubsequent devastation from the fireis also evident. The superior per-formance of the improved windowsystem, a concept developedthrough Army research that hadbeen incorporated during the reno-vation, is apparent in the right-handportion of Figure 1.

Army LaboratoriesRespond Immediately following September11, the U.S. Army Corps of Engineers(USACE) led a focused study to examine protective measures for thePentagon for a range of potentialthreats and threat levels that includedairblast from explosive detonations;fire hazards; and chemical, biologi-cal and radiological (CBR) weapons.The focus was general protection

for all building occupants, ratherthan localized protection for specificcritical assets. This study consideredmeasures to improve protection alternatives for the Pentagon for arange of potential threats and threatlevels. Available previous and currentstudies and designs were also exam-ined. This included an assessmentof the effectiveness of previousWedge 1 renovations (the renova-tion of the Pentagon is proceedingin sequential segments designatedWedges 1 through 5). The organi-zations participating in the studywere the USACE Engineer Researchand Development Center, USACEProtective Design Center, SoldierBiological Chemical Command,Army Research Laboratory, AirForce Research Laboratory, DefenseThreat Reduction Agency, NationalInstitute of Standards and Technol-ogy, Naval Facilities EngineeringServices Center, Pennsylvania StateUniversity and the Pentagon Reno-vation’s Building Performance Eval-uation Task Force. This study re-sulted in a number of options toimprove the efficiency or performance

of protective measures for the Pentagon. Some of the options arebased on detailed technical analyses,while others are based on expertjudgments and extrapolations by experienced engineers.

The original exterior E-Ring wallsand windows, as well as the retrofitsprovided during the Wedge 1 reno-vation, were evaluated. Other win-dow and wall retrofit options weredeveloped and evaluated for poten-tial use in the area of the Pentagonthat must be rebuilt, as well as forthe future renovation of Wedges 2through 5.

Options for improving the surviv-ability of E-Ring walls range fromenhancing the window retrofitsthroughout the Pentagon with apolycarbonate layer to replacing theexterior masonry wall with rein-forced concrete — similar to thePhoenix reconstruction project (de-scribed later in this article).

The September 11 plane impactcaused fire in both Wedges 1 and 2.

Figure 1.


ARMY AL&T

However, the fire spread much fartherin Wedge 2. This demonstrated theneed in Wedges 2-5 for the firesafety improvements incorporatedin Wedge 1 renovations, which in-cluded the addition of a highly effective sprinkler system. The re-view of conditions in the renovatedWedge 1 and the then unrenovatedWedges 2-5 resulted in identifyingseveral options to improve egress,such as adding Class A fire detectionand alarm systems. An effective firesuppression system should includestrategically placed floor-to-ceilingpartitioning to control rapid spreadof fire and smoke. Additionally,limiting fuel load by reducing thecombustibility of construction ma-terials, interior finishes and exposedinsulation will control fire intensity.Interior finish material and exposedinsulation should be specified tohave a maximum flame spread rat-ing of 25 and a maximum smokedeveloped rating of 50 (AmericanSociety for Testing and Materials 84Test Surface Burning Characteristics).The Army laboratories study also

points out other improvement options based on analysis of threatscenarios, current fire protectionlevels, sprinkler system modelingand hydraulic calculations.

The Pentagon renovation and re-construction (Figure 2) provided anopportunity to improve the CBRhardening of the Pentagon at a costsignificantly less than that associatedwith providing CBR hardening in-dependent of the renovation and re-construction effort. A CBR hazardto the Pentagon can result from avariety of intentional or accidentalreleases of material, internal and ex-ternal, as well as airborne and wa-terborne. Depending on the threattype and magnitude, the hazard du-ration can be from a few minutes toa number of days. The Army labo-ratories study provided the Pentagonwith suggested CBR upgrades to beincorporated during the renovation.

The Phoenix ProjectWithin minutes following the attack,the Pentagon Renovation Program

provided personnel, equipment,materials and consulting services forthe rescue and recovery efforts atthe crash site. More than 800,000square feet of nearby office spacewas leased to relocate the 4,600Pentagon tenants displaced by theattack. Roughly 10,000 tons of de-bris was removed to stabilize thestructure and to permit the rescueand recovery efforts to continue safely.

Just 3 days after the attack, the Pentagon Renovation Program appointed the team responsible forreconstruction and awarded multiplecutting-edge, high-dollar contractsto begin rebuilding the Pentagonand move forward with the rest ofthe renovation.

The reconstruction team adoptedthe name “The Phoenix Project,”with the image of the mythical birdrising from the ashes of the Penta-gon as its logo and, as its motto, thephrase “Lets Roll” — the words ofTodd Beamer, one of the heroesaboard Flight 93, which crashed inPennsylvania on September 11, 2001.

The Phoenix Project encompassedthe 400,000-square foot area dam-aged by the terrorist attack and involved complete demolition ofthe C-, D-, and E-Rings betweenCorridors 4 and 5 (the rings of thePentagon are traversed by 10 Corri-dors, designated 1 through 10). By working 24 hours a day, 7 days aweek, the demolition was accom-plished in 4 weeks. Following thefast-paced demolition, the actualPentagon reconstruction began Nov.19, 2001. The team’s challenge wasto complete the E-Ring for occu-pancy by Sept. 11, 2002. The C- and D-Rings were completed,on-schedule, Feb. 6, 2003.

Figure 2.Figure 2.

ARMY AL&T


In the wake of the terrorist attacks,the Pentagon Renovation Programintegrated and balanced sustainabledesign with force protection meas-ures to further improve the safety ofthe Pentagon and its occupants.Various government and industry ex-perts researched effective ways to en-sure the safety of Pentagon personneland the continuation of the defensemission at the Pentagon. As de-scribed above, the Army laboratoriesfocused on improving protectivemeasures for the Pentagon for arange of potential threats and threatlevels. The Building PerformanceEvaluation Task Force, led by theRenovation Program’s Chief Engi-neer, addressed fire suppression andrescue activities, building operations,human factors, fire protection andarchitectural and engineering sys-tems. Force protection enhance-ments to the Pentagon were madeaccording to existing industry stan-dards. Certain adjustments weremade where mission criticality andother factors affecting occupantsafety and critical building system

survivability demanded more strin-gent standards.

Technology TransferFollowing the September 11 terroristattack on the Pentagon, the AmericanSociety of Civil Engineers establisheda building performance study teamto examine the damaged structureand make recommendations for thefuture. The Army laboratories andthe Pentagon Renovation Programparticipated with the team in thistechnology transfer effort. The teammembers reviewed available informa-tion on the structure and the crashloading. They analyzed the essentialfeatures of column response to im-pact, the residual frame capacity andthe structural response to the fire.Plausible mechanisms for the re-sponse of the structure to the crashwere established. While the crash wasa terrible tragedy, certain details of thePentagon’s original design mitigatedthis devastation. The findings andrecommendations regarding these de-sign details are now a basis to improvethe safety of all buildings in which

our citizens work and live. They arepublished in the American Society ofCivil Engineers’ The Pentagon Build-ing Performance Report, 2003.

DR. GEORGINE K. GLATZ is the Chief

Engineer of the Pentagon Renovation Pro-

gram. She has a B.S. from the Czech Techni-

cal University and from the University of

Maryland, an M.S. from the University of

Colorado and a Ph.D. from the University

of Maryland.

DR. ROBERT L. HALL is the Chief of the

Geosciences and Structures Division at the

USACE Engineer Research and Development

Center. He holds a B.S. from Auburn Univer-

sity, an M.S. from Mississippi State University

and a Ph.D. from Oklahoma State University.

DR. PAUL F. MLAKAR is the Senior Scientist

for Weapons Effects and Structural Dynamics

at the USACE Engineer Research and Devel-

opment Center. He has a B.S. from the U.S.

Military Academy and an M.S. and Ph.D.

from Purdue University.

Two years have passed since the terrorist agents of hatred andfear committed their attack on America on September 11, 2001.On this second anniversary of that day, we pause to rememberand honor the innocent men, women and children who per-ished in those senseless acts of terrorism in New York City,Washington, DC, and Pennsylvania.

Our observances on September 11 also serve as a reminder ofthe heroes — Soldiers, Sailors, Airmen and Marines — whohave lost their lives in operations in the war against terrorism.We will not forget, and will long honor, their devotion to thiscountry and the principles we hold dear.

Soldiers are fighting today on behalf of our Nation — they area critical component of the Joint Team, prosecuting the war onterrorism. In 120 countries around the globe, our Soldiers areserving bravely on the frontiers of freedom, and they and theirfamilies set the standard every day for selfless service. Formore than 228 years, the Army has never failed the Americanpeople, and it never will.

We can all be justifiably proud of the Army’s achievements infighting terror and bringing liberty to the oppressed. The Taliban

and al Qaeda are no longer terrorizing the citizens ofAfghanistan. The brutal regime of Saddam Hussein has beenforcibly removed. Operations Enduring Freedom and Iraqi Free-dom are vital parts of this Nation’s unyielding campaign to de-stroy international terrorism and to restore global stability.

We pause today to honor those lost two years ago, those lostin the long days since September 11, and all of their families.The war on terrorism has demonstrated that our Nation andour Army are up to the task thrust upon us. We acknowledgethe enduring contributions of the Army during the past twoyears, and our commitment remains constant. When the Nationcalls, we will fight and win decisively.

We are proud of you, our Army family — Soldiers, civilians, re-tirees, veterans and your families, and you are always foremostin our prayers and in our actions. Thank you for your service,for your sacrifices and for your steadfast devotion to duty. Yourcourage, dedication to duty and selfless service to the Nationare the hallmarks of the United States Army.

God bless each and every one of you and your families, Godbless our magnificent Army and God bless America.

9-11 Anniversary Message From the Secretary and Chief of Staff of the Army


ARMY AL&T

The war in Iraq underscoresthe urgent need for U.S.forces that are rapidly de-

ployable, able to operate in urbanareas and rural terrain, are light butlethal and prepared to conduct a fullspectrum of operations — from com-bat to humanitarian aid. Former ArmyChief of Staff GEN Eric K. Shinsekiemphasized these requirementswhen he officially announced plansto transform the Army at the Asso-ciation of the United States Army’sOctober 1999 annual conference.

The Army Test and EvaluationCommand (ATEC), headquarteredin Alexandria, VA, and its subordi-nate organizations, are working to-gether to pinpoint the inevitabletechnical problems with develop-mental systems and ensure theArmy fields systems that meet rigor-ous performance standards. At Ab-erdeen Proving Ground (APG),MD, the Army Developmental Test

Command (DTC), its AberdeenTest Center (ATC) and Army Eval-uation Center elements are workingbeyond normal duty hours to meetthis challenge, as is the OperationalTest Command at Fort Hood, TX.

Development of Interimand Future SystemsAs the Army modifies its force con-figurations, doctrine, training, logis-tics and military hardware, it mustacquire existing and even futuristicwarfighting systems, some of whichpose a real challenge to human in-genuity. Army scientists and engi-neers, in partnership with defensecontractors, are tackling the techni-cal difficulties and are using com-mercially available “off-the-shelf ”sources already under developmentby defense contractors.

As the century began, the Army wasbuilding an “interim force” to meetits near-term military objectives,

which meant establishing, equip-ping and training rapid-reactionbrigade combat teams at Fort Lewis,WA. In May 2000, the Army pro-gram manager responsible forequipping the brigades had com-mercial contractors bring a varietyof wheeled and tracked armored ve-hicles to ATC for an evaluation.Based on several performance crite-ria, the Army’s source-selectionboard chose the Light Armored Ve-hicle III, an 8-wheeled armored ve-hicle manufactured in Canada, asthe basis for the Army’s new Strykerinterim armored vehicle. Strykervariants and configurations, theBrigade Combat Team’s operationalmainstay, have undergone rigoroustrials at DTC sites throughout theUnited States.

Test results confirm that theStryker can move faster thantracked vehicles, consumes less fuel,requires a smaller logistic support

Virtual Proving GroundTransforms Test and Evaluation

Michael Cast

ARMY AL&T


base and is designed to cover theterrain that is becoming the Army’snew battlefield. Its light weight,when compared to the 70-tonAbrams main battle tank, alsomakes it suitable for transport byC-130 cargo aircraft, which canland on dirt airstrips. The Armyviews this capability as a “key per-formance parameter” becausebrigade combat teamsusing the Stryker mustbe able to deploy any-where in the worldwithin 96 hours.

Looking beyond the InterimForce, Army leaders are fo-cused on a Future Force that willcombine the warfighting capabili-ties of light, medium and heavyArmy units. The Army’s currentplans call for establishing the FutureForce within a decade. This force’scombat capabilities will depend onthe Future Combat Systems (FCS),a “system-of-systems” approach tocombat that will include pioneeringweapon systems linked togetherthrough the “tactical Internet.”The Defense Advanced Re-search Projects Agency, aDOD agency establishedin 1958 in response tothe Soviet Union’slaunching of theSputnik satellite, isthe research spon-sor for FCS.Much of FCSis still just at the conceptual stage,but scientists, researchers and indus-try giants such as Boeing are collab-orating closely to make it a reality.The Army’s current goal is to equipthe first Future Force unit with FCSfor initial operational capability bythe end of calendar year 2010.

Transformation of Testand EvaluationFCS concepts include robotic re-connaissance vehicles and sensors, aweapons platform that will performthe function of a main battle tank,networked fires from various groundand air weapons platforms and ad-vanced 3-D targeting systems that

operate on land and in the air. Sys-tems reliability will depend heavilyon state-of-the-art hardware andsoftware technologies and the corre-spondingly sophisticated technolo-gies needed to test them realistically.

To meet this challenge head on,said Dr. C. David Brown, Test andEvaluation Director for FCS, “TheArmy is developing innovative testand evaluation capabilities hand-in-hand with the Army’s currenttransformation. DTC is continu-ally striving to improve its testtechnologies so it can capture thebest data possible for test cus-tomers and Army evaluators who

prepare system evaluation reportsto help military and civilianofficials decide whether tofield, modify or cancel newor upgraded systems,”

Brown continued.

Virtual Proving Ground“DTC is striving to streamline testschedules, cut costs and keep pacewith the Army’s transformationthrough initiatives such as the Vir-tual Proving Ground (VPG), thecollective term for DTC test centertechnologies that integrate live test-ing with computer-aided modelingand test simulation,” Brown ex-plained. “High-performance com-puting capabilities at APG and else-where make the VPG possible.”

“One of the integral parts of Armytransformation is a distributedwarfighting capability,” Brown con-tinued. “FCS is not going to be asingle system where all of its capa-bility is integrated into a single ve-hicle or item. You can’t get every-thing at a single test center at a sin-gle time, so we have to be able tolink together multiple test centersand multiple capabilities across thecountry — to include contractorcapabilities, traditional operationaltest sites and our technical test sites,typically our ranges — all at once.We have to be able to stimulate

MICHAEL CAST is a Public AffairsSpecialist with the Army DevelopmentalTest Command at APG. He has a B.A.degree in journalism from Arizona StateUniversity. For nearly 20 years, Cast hasheld various Army positions in writing,editing and photography.


ARMY AL&T

some sort of scenario across them,and that’s where VPG comes in.”

“But we also have to be able to col-lect data and save time, in a dis-tributed fashion,” Brown reiterated.“That means we must have smartsensors and instrumentation systemson these various pieces of a system,and we need to be able to reconfig-ure and control them from afar, be-cause no longer will the tester, thepeople interested in data, data col-lectors or anyone else in the chainbe with the system. They could bethousands of miles away.”

“They also need to be able toquery instrumentation and get thedata,” Brown continued. “Thedata have to be sent right off thesystem as rapidly as possible, or al-most instantly get into some sortof what we call ’wire-neutral’ com-munication system, via satellitelinks, cellular links or high-speeddata links. That’s where the VirtualInformation System, IntegratedONline comes in.”

Virtual InformationSystem, IntegratedONlineThis test and evaluation supportprogram — known as VISION forshort — is a system developed atATC that uses state-of-the-art data-collection technologies, a digitaldata library accessible to test cus-tomers and other authorized usersvia the Internet and a full range ofcommunications technologies tolink it to remote test sites. VISIONis designed to provide quick accessto information about testing, en-abling test customers to make deci-sions affecting a system’s acquisitionsooner than was possible in thepast. Brown noted that VISION

provided data that helped thesource-selection board decide on thetype of vehicle that would becomethe Stryker, and it has continued tosupport Stryker testing as well as avariety of other tests across ATECand DTC.

“The VISION system was devel-oped primarily to capture and sharetest data on vehicles such as trucks,Humvees and tanks because ATC isthe Army’s primary developmentaltester for these types of systems,”said Dr. Samuel Harley, an ATCscientist who was instrumental indeveloping the program. “But VI-SION can also be configured foruse on missiles, aircraft and othertypes of systems under test to sup-port the full spectrum of testingconducted by DTC,” Harley added.

Intelligent InstrumentsVISION employs a variety of “in-telligent” instruments known as theAdvanced Distributed Modular Ac-quisition Systems, developed by theteam at ATC for collecting such di-verse test data as engine fluid tem-peratures, power output, enginespeed, shock and vibration, stressesand strains on gears and equipment,gun accuracy and other types ofdata that can be used to pinpointproblems and support evaluations.“These collection devices are madesmall enough in size, large enoughin processing power, low enough inpower consumption and robustenough to function for extendedperiods in any harsh environmentin which the military might oper-ate,” Harley explained.

“They share a common device ar-chitecture, making it relatively easyto add new devices as new require-ments surface,” he continued.

“Some Army officials want toembed ruggedized data-collectiondevices into equipment when it ismanufactured to get diagnostic in-formation from the developmentalphase through operational testing toactual use in combat.”

ATC is using the VISION programto continue its development ofdata-collection instrumentation andworking to integrate developmentaland operational testing. “OnStryker testing, we’re approachingthis from a common instrumenta-tion suite,” Harley noted. “TheStryker is really the first weaponsystem that does use the entire suiteof capabilities. We will use thesame instrumentation for develop-mental and operational testing.”

VISION is a work in progress asthe ATC team continually strives toimprove its ease of use and useful-ness to testers, test evaluators andcustomers. “We’ve got a plan laidout and are going through a spiraldevelopment effort so that we keepadding capabilities as time goes on,”Harley said. “That will be com-plete in another 5 or 6 years. Thereare some complementary effortsgoing on at other test centers. Wewould like to see cooperative effortson this front increase,” he concluded.

ARMY AL&T


Army transfor-

mation and

the concept of

lighter, more lethal and

smaller footprint-deployed

forces, are receiving great

assistance from the U.S.

Army Engineer Research

and Development Center

(ERDC). ERDC, the

consolidated Corps of

Engineers (COE) research

laboratories, developed

and implemented the con-

cept of TeleEngineering

to provide deployed sol-

diers a “reach-back” engi-

neering analysis capability

for planning and execut-

ing deliberate and contin-

gency missions.Military engineers work to repair a bridge inIraq using solutions provided by ERDC.

TeleEngineering Support to Operation Iraqi Freedom

Dr. Larry Lynch and Rhonda Taylor


ARMY AL&T

During Operation Enduring Freedom(OEF) and Operation Iraqi Freedom(OIF), TeleEngineering became acritical component in solving engi-neering challenges by providing di-rect access to CONUS-based subjectmatter experts (SMEs) in theERDC, COE districts and divisions,DOD, other government agencies,academia and private industry.

TeleEngineering ToolsERDC researchers, in support ofTeleEngineering operations, havedeveloped important tools to pro-vide the necessary support in thevery short time frames required bythe deployed engineer for missioncompletion. A successful tool, thesatellite-based TeleEngineeringCommunications System enablesdeployed personnel to send and re-ceive data and to conduct videoteleconferences in a secure or non-secure manner. Support can be ob-tained through TeleEngineeringover any available communicationsinfrastructure that meets the user’srequirements — telephones, facsimilemachines, computer networks (e-mail)

and video-conferencing systems.However, remote areas often lackmodern communications infrastruc-ture such as phone lines, data linesand Integrated Services Digital Net-works. These problems led ERDCresearchers to develop a deployable,versatile communications system ca-pable of supporting a wide range ofvoice and data services on a globalbasis.

The Deployable TeleEngineeringCommunications System is a criticalcommunication component whenexisting infrastructure is unavailable,damaged or nonexistent. Compactand highly mobile, the system com-bines a suitcase-sized satellite termi-nal with a laptop, camcorder androll-around secure video-conferencingunit. It can send and receive com-puter files, voice communications,video stills and 2-way interactivevideo conferencing. The COE sig-nificantly expanded TeleEngineeringcapabilities prior to OEF to includethe deployment of Corps militaryand civilian personnel for on-site ex-pertise to facilitate a direct link to

CONUS experts. This expandedcapability is called Field Force Engi-neering (FFE).

TeleEngineering communicationskits were integral to the FFE ini-tiative that linked the COE withforward-deployed troops duringOEF, and the TeleEngineering con-cept once again proved its worthduring OIF.

OIF and TeleEngineeringOn March 19, 2003, when Presi-dent George W. Bush gave theorder for coalition forces to hit acompound where it was believedkey Iraqi officials were meeting,OIF began. Although military lead-ers had been planning the opera-tional details of the campaign formonths prior to the air strike,ERDC assisted those effortsthrough TeleEngineering by provid-ing airfield, bridge and infrastruc-ture assessments and by evaluatingwater control structures, water sys-tem management issues and portrestoration requirements. ERDCalso worked directly with soldiers

Another tool developed through TeleEngineering is theAutomated Route Reconnaissance Kit. A critical missionconducted by engineers, infantry scouts and SpecialForces teams is mounted route reconnaissance, which isa time-consuming and labor-intensive activity. The Au-tomated Route Reconnaissance Kit allows more accurateand detailed data to be collected along the route, permit-ting recon teams to focus on dismounted reconnaissanceobjectives and other critical mission aspects.

The kit incorporates and integrates accelerometers,global positioning satellite technology, a laser range

finder, digital camera, audio technology and touch-screen computer into a collection sensor package thatsignificantly reduces the time required for a platoon toconduct route reconnaissances. The kit also containsanalysis software that automatically calculates the radiusof curvature and slope of routes being reconnoitered.These two calculations require a significant amount oftime and are critical pieces of information for the ma-neuver commander to use in selecting main supplyroutes or maneuver corridors. Four kits were used inplanning missions prior to OIF, and at least two wereactually used during operations.

Another TeleEngineering ToolUsed Extensively in Iraq

ARMY AL&T


DR. LARRY LYNCH is the formerERDC TeleEngineering Operations Cen-ter Director and currently serves as theERDC Countermine Program Manager.He has a B.S. in chemical engineering andan M.S. in civil engineering from Missis-sippi State University and a Ph.D. in civilengineering from the University of Wash-ington, Seattle.

RHONDA TAYLOR is the Tele-Engineering Operations Center Directorat ERDC. She has a B.S. in geology fromthe University of Southern Mississippi.

on the ground in surroundingcountries to provide immediatetechnical assistance on problems en-countered in-theater.

Some of the issues encountered beforeand during military operations were:

Dam breach analysis. ERDC mili-tary hydrology experts looked atworst-case scenario flooding if a mas-sive controlled release was initiated atcertain dams or if they werebreached by expedient demolitionsto determine how the floodingwould impact maneuverability andoperations downstream.

Gap crossings and cross-country mobil-ity. Engineers provided military plan-ners with solutions for potential irri-gation canal, ditch and trench cross-ings that had been set ablaze withburning oil. ERDC researchers alsoprovided maneuver units with analy-sis concerning cross-country move-ments in the area of interest to deter-mine if specific vehicles could travelfrom point-to-point.

Bridge upgrade specifications. Soldiersin-country gathered information onbridge damage in several locationsand provided the data to ERDCthrough TeleEngineering communi-cations equipment. SMEs analyzedthe data and photos and determinedthe types of traffic the bridges couldsustain, as well as the upgrades neces-sary to sustain traffic if damage to thebridges increased.

TeleEngineeringExamples During one such mission, the ERDCTeleEngineering Operations Center(TEOC) received a phone call viasatellite from a soldier with the 54thEngineer Battalion. A bridge on the

Euphrates River had been damaged,and the engineers needed help. Theengineers agreed to provide the TEOCmeasurements and photos, but weredelayed for 15 minutes while theydealt with Iraqi snipers.

Once the bridge data and photoswere received by the TEOC, SMEsquickly outlined several courses of ac-tion. A field-expedient solution wasprovided just 2 hours later. The 54thEngineer Battalion’s soldiers were im-pressed that they were able to get atechnical solution so quickly usingthe assets they had at hand.

Another example of TeleEngineeringsupport came after U.S. forces seizedcontrol of the Baghdad InternationalAirport. Engineers at the TEOC inVicksburg, MS, received a call at10:30 p.m. local time, asking forCOE assistance to help get water andelectricity to the airport. TEOC en-gineers set up communications be-tween the military unit at the Bagh-dad Airport, the headquarters unit inthe rear, the lead infrastructure assess-ment team at the Corps Mobile Dis-trict’s 249th Prime Power EngineerBattalion, the TransAtlantic ProgramsCenter and the ERDC. Within 45minutes, pictures and blueprintsstarted coming in from Iraq and dis-cussions were quickly initiated toprovide the answers the U.S. forcesneeded. As a result, the airport’swater and electricity were restored ina minimal amount of time.

Success ContinuesToday, as military and civilian per-sonnel work to rebuild Iraq and re-store water, power, food and otherservices to the Iraqi people, Tele-Engineering continues to play a vitalrole. Soldiers with the 864th Engi-neer Battalion accidentally broke a

natural gas pipeline while doingrestoration work. They called theTEOC in Vicksburg. Working withthe Corps Mobile District, theTEOC developed a workable solu-tion in short order.

From daily video teleconferences thatallow military leaders in Iraq to com-municate with each other from vari-ous locations and with SMEs in theUnited States, to receiving and pro-cessing data received over secure net-works, TeleEngineering continues toprovide solutions for problems in thefield from thousands of miles away.

The 130th Engineer Brigade com-mander summed up the sentimentsof many engineers concerning theTeleEngineering capability and de-ployable TeleEngineering communi-cations equipment. “We need one inevery engineer battalion throughoutthe Army, period. Buy it. Don’t dis-cuss it; don’t do a staff study . . . justbuy it.”

TeleEngineering is a huge successstory for the U.S. military deployedaround the globe, and will continueto evolve and become more integralto future operations.

Conference Attendees InteractWith Fort Lewis Warfighters

Meg Williams

The conference was purposelyheld near Fort Lewis, WA, sothat attendees could interact

with warfighters and learn about theirexperiences with newly fielded equip-ment. Attendees were able to climbinto Stryker vehicles, work the flightcontrol training system of a UH-MBlack Hawk, pop the hood of a 1097Humvee to get a good look at anUnder-the-Hood Power System thatprovides electricity to a tactical oper-ating center and handle the latesttools fielded to soldiers by the RapidEquipping Force.

The Fort Lewis setting also allowedProduct Manager, Physical SecurityEquipment to demonstrate the Battle-field Anti-Intrusion System (BAIS).People walking across a field were de-tected by geoseismic/acoustic sensorsplaced in the ground. The sensorsalerted the Mobile Detection Assess-ment Response System (MDARS-E),which automatically drove to thewalkers and sent video images to sol-diers remotely monitoring the situa-tion. BAIS showed potential as a se-curity and patrolling device that al-lows soldiers to observe areas froma safe distance out of harm’s way. These displays and, interaction

with Fort Lewis soldiers, helped con-vey this year’s conference theme,Strengthening Our Link With theWarfighter.

COL Mary Fuller, ASC Director,wanted the conference to be more in-teractive while the briefings were pre-sented as well. “This will not bedeath by viewgraph,” she promised.Presenters often stopped to takequestions during briefings so that theaudience could be involved along theway instead of holding questionsuntil the end. This approach facili-tated an open dialog and allowed formore lively sessions and differentviewpoints.

Inviting industry members to speakduring the conference and addingan exhibit component was also new

to this year’s conference.Industry partners Bear-ingPoint, General Dy-

namics and Boeing(as part of the FutureCombat Systems/Lead Systems Inte-

grator team) setup displays.

Government exhibitors included theU.S. Army Model & SimulationOffice; Army Environment Center;U.S. Army Test & Evaluation Com-mand; U.S. Army Communica-tions-Electronics Command; De-fense Contract ManagementAgency; Joint Program ExecutiveOffice, Chemical & Biological De-fense; Program Executive Office(PEO), Ammunition; PEO, Avia-tion; PEO, Combat Support &Combat Service Support; PEOCommand, Control & Communi-cations Tactical; PEO, EnterpriseInformation Systems; PEO, Intelli-gence Electronic Warfare & Sensors;PEO, Simulation, Training & In-strumentation; and Product Man-ager, Counterintelligence/HumanIntelligence Management Systems.

MEG WILLIAMS is a Senior Editor/Writer and provides contract support tothe Acquisition Support Center throughBRTRC’s Technology Marketing Group.She has a B.A. from the University ofMichigan and an M.S. in marketingcommunications from Johns HopkinsUniversity.


ARMY AL&T

The 2003 Acquisition Senior Leaders’ Conference set out to make a difference for conference attendees in many

ways. Conference host Claude M. Bolton Jr., Assistant Secretary of the Army for Acquisition, Logistics and

Technology/Army Acquisition Executive (ASAALT/AAE), changed the conference scope to more accurately re-

flect the audience invited. The 300-plus leaders who attended the Aug. 12-14 event comprised Senior

Executive Service members, senior acquisition leadership within the Army's program executive officers; pro-

gram, project and product managers; and acquisition commanders.

Panel members included LTGJohn M. Riggs, Director, Ob-jective Force Task Force; LTG

Steven W. Boutelle, Chief Informa-tion Officer/G-6; LTG Charles S.Mahan, Jr., Deputy Chief ofStaff/G-4; Don Tison, Deputy Chiefof Staff/G-8; and Don Damstetter,Deputy Assistant Secretary forPlans, Programs and Resources.

Caldwell began the panel discussionwith remarks on how far Army ac-quisition has come — and how itleads. “When we started the digiti-zation of the battlefield and LTGBoutelle put together the first Cen-tral Technical Support Facility, wemade sure that we involved realusers the entire time. When we wentto Fort Lewis, you heard sergeantfirst classes and warrant officers talk-ing about this stuff. Years ago, noone would have believed that thiswould happen. We, the Army, reallytaught the Defense Departmenthow to do this type of business,”Caldwell explained.

“Army acquisition is moving into anew collaborative environment in-volving the user community, themateriel community, the Pentagonand virtual environments,” Caldwellcontinued. “We’re increasing the de-gree we are going to have to syn-chronize and integrate.”

“If transformation is about any-thing,” Riggs added, “it’s about be-ginnings, not endings.” He advisedthose assembled that the way to dobusiness in the future must not bevertical stovepipe processes, butrather horizontally integrated organ-izations. The Objective Force TaskForce was chartered to look acrossthe Doctrine, Training, Leader De-velopment, Organization, Materieland Soldiers process in a holisticmanner.

Transformation planning must in-clude network connectivity. “Thenetwork is almost a utility — likeelectricity,” Boutelle said. “Andsystem-of-systems is a grid. So ifyou bring a program in and tell meyou don’t need ‘electricity,’ I’m goingto start peeling back the onion. Youmay not need it today, but you bet-ter start thinking about your require-ments over the next 5 to 10 years.”

Boutelle cautioned the project andproduct managers assembled to workwith the Army Architecture Integra-tion Cell to plan network needs.Connectivity must be engineeredearly in the systems developmentprocess. If you get to the initial opera-tional test and evaluation period andyou haven’t done this — it’s too lateand too costly to backtrack.

When asked about spiral develop-ment — another important part ofintegration and synchronization fortransformation — Tison said thatprograms must be testable and prov-able to satisfy the U.S. Army Test &Evaluation Command requirementsand the costing side of the house.“What’s important is that you under-stand how the engagement worksand where the resources are,” he said.

From Damstetter’s perspective, syn-chronization is a major planningconsideration for future operations.“How do you fit in Joint warfare?”he asked. “I don’t see it going awayand frankly I think it’s good. As wemove toward Future Combat Sys-tems and Joint warfighters — if we[the Army] don’t do it, the Office ofthe Secretary of Defense is going todo it for us and we’re going to lose.”

One of the key enablers of transfor-mation is the term “Responsible Of-ficial for Sustainment.” It meansthat sustainers will have visibilityinto logistical requirements early inthe development process. “Ad hocsustainability must give way to non-ad hoc processes,” Mahan stated.

The 5-person panel also answeredquestions from the audience. Oneparticipant asked what were themajor challenges facing acquisi-tion commanders in the immedi-ate future.

Army Leaders Report on Army Transformation

Meg Williams

ARMY AL&T


LTG John S. Caldwell, Jr., Military Deputy, AssistantSecretary of the Army for Acquisition, Logistics & Tech-nology moderated a panel on Synchronization and Inte-gration of Army Transformation, at the Acquisition Se-nior Leaders’ Conference, Aug. 12-14.

Continued on Page 36

30 ARMY AL&T


Akey Acquisition Support Center (ASC) ini-tiative is revitalizing the acquisitionworkforce. To address this workforce-

related issue, ASC is developing and imple-menting an organization Communication andOutreach Plan (COMPLAN). This far-reachingeffort extends beyond the acquisition commu-nity, clearly articulating the Acquisition, Logis-tics and Technology Workforce’s (AL&TWF)critical role in supporting the warfighter.

The COMPLAN is aligned with the U.S. ArmyAcquisition Workforce Campaign Plan (Cam-paign Plan) and its three strategic objectives— strengthening the link with the warfighter,providing a clearly defined environment thatencourages and offers career development atall levels and aligning the acquisition work-force with Army transformation.

REVITA

The Acquisition Workforce

The COMPLAN identifies key target marketsand outlines specific messages for each market.A variety of media are used to ensure that appropriate messages are clearly articulatedto each specified target market. These mediainclude the Assistant Secretary of the Armyfor Acquisition, Logistics and Technology(ASAALT) Web site; ASC Web site, briefings,conferences and tradeshows; ASC Newsletter;Army AL&T [Acquisition, Logistics and Technology] magazine and other military, operational career field, government andcommercial sector publications and newslet-ters. The COMPLAN also includes a compre-hensive branding strategy using the afore-mentioned media to establish ASC and theArmy Acquisition Corps (AAC) as the Army’sprinciple acquisition resource.

The Campaign Plan is a dynamic initiativelaunched to ensure that the acquisition work-force is properly sized and trained, andequipped with the right tools at the right timeto support the Army’s transformation now andin the future. As the Army changes to meetthe emerging and dynamic threat of terrorismand urban warfare, our workforce must adaptaccordingly. We are also at a critical timewhen we expect to face a talent drain, with as

many as 50 percent of our workforce ex-pected to be eligible to retire over the next 5years. We must turn these challenges into op-portunities that strengthen our link with thewarfighter.

Because both plans are dynamic documents,they will be updated and revised to reflect thelatest status of each initiative as often as nec-essary. The ultimate goal for both plans is toconvey that the acquisition community di-rectly supports the warfighter and is workingtirelessly behind the scenes to provide state-of-the-art equipment, weapons and systemsthat are more lethal, survivable and sustain-able on the battlefield, regardless of the mis-sion or threat.

Campaign PlanWe have all heard the time-tested maxims“communication is a two-way street” and “actions speak louder than words.” Our firststrategic objective — to strengthen the relationship between the acquisition work-force and the warfighter — requires two-waycommunication between the warfighter andacquisition workforce professionals who dothe research, development, testing, evaluation,contracting, logistics, fielding and sustainment


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of all warfighting systems. It is vital that we personally in-terface with warfighters to ensure that their requirementsare successfully being met quickly and cost-effectively.To facilitate this information exchange, ASC, an ASAALTfield operating agency, will increase public, Army andwarfighter awareness of the AL&TWF’s mission, role andrelevance and how we acquire the systems and equipmentthat support the warfighter’s critical wartime and peacetimemissions, as well as their day-to-day security activities aroundthe globe.

ASC has updated its Web site and Army AL&T maga-zine and will continue to brand the AAC within theArmy. I have encouraged program managers (PMs) andother acquisition community professionals to meet on amore regular basis with their operational users — battal-ion and brigade commanders. This collaboration willprovide PMs a better appreciation of the challengeswarfighters face when identifying systems’ requirementsand articulating those requirements into meaningful di-alog or specifications that can be acted upon by the ac-quisition community.

Many AL&TWF civilians are not fully aware of thewarfighter’s role in contingency operations. To furtherthis appreciation, a hands-on “operational” experienceprogram for civilians is being established to facilitatebetter understanding of how the systems they developare integrated into actual tactics, techniques and proce-dures. During Phase I, ASC is exploring the develop-ment of an “Army 101” course, or in conjunction with

existing Army courses, providing an opportunity forhands-on participation by acquisition workforce civilians.My office and ASC are committed to promoting theAAC and its systems at high-level conferences, includingthe Acquisition Senior Leaders’ Conference held Aug. 12-14, 2003, in Seattle, WA, and the annual Association ofthe United States Army (AUSA) convention to be heldOct. 6-8, 2003, in Washington, DC.

I encourage all AL&TWF members to visit this year’sAUSA Conference. Many program offices and con-tract providers will attend this prestigious event,proudly displaying their equipment, services and tal-ents that are so critical to wartime success and peace-time maintenance. The annual AAC Ball will be heldat the Hyatt Regency in Crystal City (Arlington), VA,on Sunday, Oct. 5, 2003. This year’s theme is “To theSoldier”and is a special tribute to the Army warfighter.At the AAC Ball, we will also announce the winners ofthe Acquisition Commander, Product Manager andProgram Manager of the Year awards for 2003. Pleasehonor our soldiers by attending this important event.

Our second strategic objective is to ensure that we pro-vide a clearly defined environment that encourages andoffers career opportunities and leader development at alllevels. ASC continues to aggressively identify, refine andoffer educational, training and experiential opportunitiesfor the entire acquisition workforce. ASC is responsiblefor providing the programs that develop our workforceto perform in their current positions and prepare themfor future positions of increasing responsibility and lead-ership. These programs include the Acquisition TuitionAssistance Program, opportunities in the AcquisitionEducation, Training and Experience (AETE) catalog,the Competitive Development Group (CDG) Program,Senior Service College (SSC), Naval PostgraduateSchool (NPS), the Acquisition Career Experience Pro-gram, the Rotational Development Assignment Pro-gram (RDAP) and mandatory Defense AcquisitionWorkforce Improvement Act (DAWIA) functionalcourses offered by the Defense Acquisition University(DAU). DAWIA requires that acquisition personnelobtain appropriate certification (which includes DAUtraining) for their position within 18 months of assign-ment to an acquisition position. Acquisition workforcereadiness through essential education, training, certifi-cation and job experiences ultimately ensures the viabil-ity, credibility and authentication of our workforce in

ARMY AL&T


Strengthening our link with the warfighter means providing him withthe equipment and weapon systems he needs when he needs them.Here a Stryker Brigade Combat Team soldier gets ready to put the 19-ton Stryker interim armored vehicle through its paces during ademonstration at Fort Lewis, WA.

procuring, developing, designing, testing and fieldingthe necessary equipment, weapons and communicationsystems for our soldiers in the field.

There are several important initiatives underway toassist in this important training effort. The Interme-diate Learning Education (ILE) course will replacethe Command and General Staff College (CGSC) inFY05. The Army is transforming the way it trainsleaders and the AAC must follow suit. We are takinga close look at how we can best grow our future ac-quisition leaders. The Army Acquisition BasicCourse (AABC), taken upon accession into the AACand prior to ILE, has moved to Huntsville, AL, andreplaces the Materiel Acquisition Managementcourse. AABC will provide equivalencies for ACQ101, ACQ 201, CON 101, CON 104, LOG 101,IRM 101 and TST 101, providing a solid cross-functional base for newly assigned acquisition officersto take with them to their first assignments. AABCis also intended to train civilian AAC interns. Thecourse is exportable to the field and will reduce costswhile also increasing its frequency and accessibilityfor potential students.

However, AABC is not a leadership course. AABC pro-vides functional training only to prepare AAC candi-dates to perform entry-level acquisition duties. The

Army is developing ILE core curriculum and comple-mentary intermediate acquisition leadership training forthe middle years in the acquisition career life cyclewhere assessed officers and post-intern civilian leadersare expected to assume duties that include leadingteams, sections, divisions and directorates to provide theArmy’s materiel and service solutions. At this stage,leader development is essential in developing confident,competent leaders that are continual learners, moderniz-ers and motivators that are focused on constant im-provement and innovation and can produce timely,cost-effective solutions. The Army needs lieutenantcolonels, colonels and their civilian equivalents that canvisualize, steer, motivate, build and act independentlyon intent with a minimum amount of guidance fromthe field. Ultimately, we are designing a core curricu-lum that consists of education, training and leadershipopportunities that will enable us to groom acquisitionprofessionals that directly support warfighters and theiroperational commanders on the battlefield.

Additionally, efforts are underway to obtain a separatemilitary occupational specialty (MOS) for noncommis-sioned officers (NCOs) performing acquisition work.The intent is to establish career growth potential fromstaff sergeant to sergeant major. Career tracks for acqui-sition officers are constantly being reviewed to ensurethey reflect current trends and talents. The same mustbe done for selected NCO MOS if we are to strike anappropriate balance between the operational Army andthe Army acquisition community.

ARMY AL&T


Dan Bernard (right),Pathfinder ACTD contractor, discussesUnmanned Aerial Vehicle Systems(UAVS) innovationswith Bunny Green-house, U.S. ArmyCorps of EngineersContracting Director.LTC Andrew Ramsey(back), UAVS ProjectManager, discussesthe program with another field demon-stration attendee.

Last year, Assistant Secretary of the Army for Acquisi-tion, Logistics and Technology Claude M. Bolton Jr.,Army Acquisition Executive, commissioned an inde-pendent task force (TF) to address challenges facing theArmy’s civilian program manager (PM) community.

This TF focused primarily on the civilian PM selec-tion process, related assignment activities and post-PM utilization opportunities as it identified a pro-posed solution implementation plan. The TF identi-fied more than 25 initiatives covering such areas asleadership, PM career model development, post-utilizationassignments, personnel policy and procedures, train-ing, the environment, in-centives and selectionboards. The TF’s goalwas to investigate ways inwhich to motivate morecivilians to apply for PMpositions; how to bestuse PMs following theirtours; and determiningthe most appropriate as-signments for partici-pants completing otherhigh-level activities suchas SSC, NPS, CDG Pro-gram and acquisition-specific long-term train-ing (LTT) events. TheTF also identified severalmisperceptions aboutthese programs that might possibly deter the best ap-plicants from applying. The TF proposed viable solu-tions to address these perceptions, and metrics havebeen identified that will track any changes in thenumber of civilian selectees, the quality of post-utilizationassignments and follow-on survey results. I ampleased to report that many of these initiatives havealready been implemented. (Please see the related ar-ticle on Page 8.)

In place since 1997, the CDG Program is a premierASC initiative designed to provide civilian acquisitionworkforce leadership development opportunities. Beganin 1997, it provides professional development opportu-nities to a select group of GS-13s (and broadband/pay-band equivalent levels) that are board-selected annually.The CDG Program will eventually include a “PM

Track” with the necessary program executive office(PEO)/PM assignments and training to develop criticalleadership competencies for future civilian PMs. TheCDG Program also integrates required HQDA staff as-signments, LTTs and other high-profile assignmentssuch as Future Force and Future Combat Systems (FCS)to support Army transformation endeavors.

Our third and final strategic objective is to align the ac-quisition workforce with the Army transformation. Toensure synergy, our institutional base — includingschools, training, services, organizational structures andbusiness practices — must change to support the Future

Force and FCS missionrequirements. At thesame time, DAWIA di-rects us to provide ourworkforce with uniqueopportunities to ensuretheir technical compe-tence, operational expert-ise and leadership skills.

ASC offers several ad-vanced education andtraining opportunities toindividuals who demon-strate the potential to as-sume senior leadershippositions within theArmy. These includethe SSC Fellowship Pro-

gram at the University of Texas-Austin, IndustrialCollege of the Armed Forces, Training With Industryand NPS. With a strong emphasis on continuous ca-reer development, coupled with quality education, career-broadening experiences and leadership training, ASC alsocompetitively selects military and civilian applicantsto participate in learning events such as the School ofChoice degree program, advanced leadership trainingand educational/academic programs that may pro-duce degrees at institutions of higher education. Ul-timately, these opportunities will provide AL&TWFmembers with career-broadening opportunitiesthrough developmental assignments and operationalexperience. The CDG Program and RDAP will en-able future leaders to develop cross-functional skillsto directly support warfighters and their senior mis-sion and operational commanders.

ARMY AL&T


Two-way communication between warfighters and program managers(PMs) ensures that warfighters' requirements are being successfullymet quickly and cost-effectively. PMs gain a better appreciation of thechallenges warfighters face when identifying systems' requirementsand articulating those requirements into logical design and productionspecifications.

Defense Department InitiativesOne of the most exciting activities underway within theDOD acquisition community is the Civilian AcquisitionWorkforce Personnel Demonstration Project. Title VI,Civil Service Reform Act, 5 U.S.C. 4703, authorizes theOffice of Personnel Management to conduct demonstra-tion projects that experiment with new and different per-sonnel management concepts to determine whetherchanges in personnel policy or procedures would result inimproved federal personnel management. The project isdesigned to provide an encouraging environment thatpromotes the growth of all employees and improves thelocal acquisition managers’ ability and authority to man-age the acquisition workforce effectively. This demonstra-tion involves streamlined hiring processes, broadbanding,simplified job classification, contribution-based compen-sation and appraisal systems, revised reduction-in-forceprocedures, expanded training opportunities and educa-tional sabbaticals. Since its inception on March 28,1999, more than 3,800 Army acquisition employees haveconverted to this ASAALT demonstration project, 9 of 12PEOs, ASC, the Army Test and Evaluation Commandand several Army Materiel Command subordinate activi-ties, including the Army Materiel Systems Analysis Activ-ity, Aviation and Missile Command, Tank-automotiveand Armaments Command, Army Contracting Com-mand Headquarters, Contracting Command Korea, Mili-tary Traffic Management Command’s Acquisition Cen-ter, Medical Command’s Health Care Acquisition Activ-ity and National Guard Bureau Chief Information Office.

In addition, DOD is reviewing lessons learned from thedepartment’s science and technology laboratory demon-stration projects and the acquisition workforce demon-stration project in its development of a best-practicesdemonstration project. This best-practices demonstra-tion project would be the basis for the recently proposedDOD National Security Personnel System sent to Con-gress for consideration in FY04. The AAC and ASChave played critical roles in developing this model per-sonnel system.

Filling the GapsAs previously mentioned, more than 50 percent of theacquisition workforce will be eligible to retire during thenext 5 years, and with those retirements a wealth of insti-tutional knowledge will depart. We must devise innova-tive methodologies to capture this institutional knowl-edge before it disappears. We are exploring Web-based

alternatives such as collaborative “virtual knowledge cen-ters” to provide timely and responsive answers to con-cerns from the PEOs/PMs and other acquisition profes-sionals. This will allow both new and seasoned acquisi-tion personnel to leverage the knowledge and skills avail-able within the AL&TWF to respond when new orrepetitive challenges present themselves. The acquisitioncommunity must also effectively recruit and retain indi-viduals with the critical skills, at the right levels and at theright time if we are to successfully support Army transfor-mation and the warfighter. The Army’s Human ResourcePerformance Plan must identify what gaps that we canexpect when, and then ASC must develop proactive, ag-gressive recruiting and retention strategies to fill thosegaps as we continue to attract and retain the best andbrightest acquisition professionals the Army has to offer.

The AL&TWF consists of 11 civilian career fields and 5officer specialties. We have civilian and military acquisi-tion professionals going head-to-head for board-selectprogram manager positions. Implementation of theArmy’s Acquisition Workforce Campaign Plan is criticalfor the success of our workforce, the Army and DOD.Equipping our warfighters is AAC’s number one priority,and we cannot be effective without shaping our work-force and developing leaders to meet the challenges of anever-changing, technology-driven future. These are excit-ing times as we embark on a new chapter in the Army’shistory. We cannot afford to fall behind the educationand training power curve and we cannot fail the warfight-ers who count on our timely support. Through innova-tive technology, research, testing and development, cre-ative education and training initiatives for our workforceand gaining a thorough understanding of our end-users’missions and motivations, we can acquire tremendousnew capabilities so our warfighters can fight with greaterlethality, survivability and sustainability regardless ofwhere the battlefield or mission takes them.

LTG JOHN S. CALDWELL JR. is the Military Deputy to theAssistant Secretary of the Army for Acquisition, Logistics andTechnology and Director, Acquisition Career Management. Hehas a B.S. degree from the U.S. Military Academy and an M.S.degree in mechanical engineering from Georgia Institute ofTechnology. In addition, he has attended the Industrial Collegeof the Armed Forces, the U.S. Army Command and GeneralStaff College and the Defense Systems Management CollegeProgram Management course.

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Continued From Page 29

Army Acquisition Corps Task Forces Embedded in Iraqi Theater

Meg Williams

Both colonels commandedforward-deployed task forceswith embedded combat ac-

quisition soldiers in the tacticalunits. COL Nickolas G. Justicecommanded the Information Man-agement Task Force (TF). He isProject Manager for Force XXI Bat-tle Command Brigade and Below(FBCB2), Program Executive Of-fice, Command, Control and Com-munications (Tactical). COL CurtisL. McCoy, Project Manager,Bradley Fighting Vehicle Systems,Program Executive Office, GroundCombat Systems, commanded theCombat ASAALT - Southwest AsiaTF Operations Center, or CATForce for short.

When they first deployed, impres-sions of the AAC were less than opti-mal: “When I got over to theater wedidn’t have a good rap,” McCoy said.

“The first time I met MG Thurmanhe said to me, ‘You’re one of thosedrive-by fielding type of PMs’.”

Justice further explained that toMG Thurman “drive-by fielding”means that you leave him with theequipment. It doesn’t mean thatyou failed to complete your newequipment training (NET) or thatyou failed to bring all your equip-ment to the field. “What we asProject Managers consider a properfielding doesn’t cut it with him,”Justice said. “He told me ‘It’s yourequipment, you need to stay hereand make it work.’ What he wastelling me is a story about buildingconfidence in the Army that whatwe in acquisition do is great.”

The acquisition personnel in theaterquickly changed this perception bylearning to think like soldiers — what

Justice referred to as “getting in thesame foxhole as the warfighter.” Webuilt command centers, we broughtBlue Force Tracking to the theaterand we partnered with the Army Ma-teriel Command (AMC), said Justice.They also provided NET, mainte-nance and operational support, andgave battle damage assessments tocombatant commanders in the fight.

Acquisition’s value-add to warfighterswas its engineering expertise. “Webrought engineering skills to thetable no one else had,” Justice said.“AMC is supply. When they look atus, it’s as engineering talent.”

Besides its agility in engineering, theCAT Force excelled in acceleratedfielding, bringing the PATRIOTAdvanced Capability-3 (PAC-3)missile system, the Bradley M2A2ODS (Operation Desert Storm), theFBCB2 Blue Force Tracking, theMultiple Launch Rocket System(MLRS) M270A1, the commandand control vehicle and Battle Con-trol Vehicle weapon systems to theIraqi theater.


ARMY AL&T

‘Justice and McCoy’ was a refrain heard often duringthe Acquisition Senior Leaders’ Conference, Aug. 12-14.If you wanted to hear how the Army Acquisition Corps(AAC) went to war and helped warfighters succeed inOperation Iraqi Freedom, you needed to hear what Jus-tice and McCoy had to say.

“We are at war and transforming,”Caldwell said. “We are deployed allover the world and the challenge isto be responsive to current com-manders deployed and to our ownfuture transformation.”

“We could sustain everything we’vegot with every dollar we’ve got andnot have anything for the future,”Riggs responded. “A better questionto ask is ‘How are we going to bal-ance the resources we have available?’”


“Abrams, Bradley, Black Hawk,Apache and MLRS form an army ofexcellent platforms,” said McCoy.“Where did those platforms comefrom? They came from us! It of-fends me when I hear Abrams andBradley referred to as ‘LegacyForce.’ Abrams and Bradley are thefuture force.”

McCoy also took issue with thepress’s coverage of PATRIOT mis-siles. “The PATRIOT is king tome,” he said. In tag team format,Justice finished his story. “We werein the Command Center when theair defense system alarm went off,”said Justice. “We are standing hereand so are our young soldiers be-cause the PATRIOT worked.” ThePATRIOT recorded a 100-percentprobability of kill during combat.

Justice praised the young soldiers —majors and noncommissioned offi-cers — who comprised the twoTFs. “We’re underutilizing our of-ficers,” he said. “Take advantage ofthese kids and give them morework to do than Powerpoint™

slides. I also used young mastersergeants. I’d go anywhere withthem.”

MAJ Jonas Vogelhut was an officerembedded with the 3rd InfantryDivision. His mission was to installFBCB2 on 180 2nd Brigade tanks.His first challenge was to field apiece of equipment that soldiersdidn’t think they needed.

“Their initial response was, we don’tneed it — we’ve got map boardsand we know how to use stickies,”Vogelhut said.

Vogelhut installed systems andtrained soldiers to use them. Whensoldiers had missions, acquisitionteam members were there to answerquestions. Vogelhut rode on thebattlefield and saw firsthand the re-sults of soldiers using the equip-ment he had installed.

“When the division started theprocess of the speed move to Bagh-dad, the division could move faster inthe breach lanes because they knewwhere everyone was,” said Vogelhut.

Justice and McCoy reeled off a listof equipment that performed wellduring the war including the newJoint Service Lightweight IntegratedSuit Technology, the Javelin (whichoperated at a 96-percent operational

rate during combat), the LongRange Advanced Scout SurveillanceSystem (LRAS3) (which helped dis-tinguish between children playingand enemy targets) and InterceptorBody Armor. They praised the Mo-bile MOUT (Military Operationsin Urbanized Terrain) facility,which was fielded within 38 daysof receiving funding. Additionally,the Army’s mountain training solu-tions were so good that Navy Spe-cial Operations Forces were tryingto get access to use these trainingsolutions.

The two colonels suggested thatAMC and ASAALT partner duringfuture contingencies to ensure mis-sion success and to better supportsoldiers. They also suggested thatthis organizational relationship berefined and formalized in supportof future Joint Task Force missions.

Near the end of their presentation,McCoy turned sideways to the au-dience and pointed to his Army Ac-quisition Corps patch. “We issuedthis patch to all task force membersover there and I’m proud to wearthis patch,” he said.


ARMY AL&T


Proudly wearing the Army Acquisition Corps patch are, from left, COL Curtis L. McCoy, COL Nickolas Justice, MAJ Jonas Vogelhut and MAJ Rod Mentzer who deployed in support of Operation Iraqi Freedom. (photo by Richard Mattox)

Bolton explained that in thelast 15 years, especiallysince the Berlin Wall fell,

consolidations and mergers in thedefense industry have been com-monplace. He asked panelists totalk about competition in their in-dustries and how their companies

can help the Army with issues ofobsolescence in the systems.

Panelists included Roger A.Krone, Senior Vice President,

Army Systems, Boeing; Dr.William H. “Bud” Forster, VicePresident, Land Combat Systems,Northrup Grumman Corporation;William W. Hansen, Vice Presi-dent, Army Programs, Civil Agen-cies & Technology Services, Lock-heed Martin; and Simon T.Honess, Vice President, Home-land Security, General DynamicsLand Systems.

Ten years ago Boeing employed280,000 people and less than 10percent of its revenue came fromdefense programs. Since then it hasmoved its headquarters from Seat-tle to Chicago and decreased itsnumber of employees to 145,000.Military contracts now make upthe majority of its revenues.

To maintain its competitive edge,Boeing focuses on pleasing its cus-tomers. “Our ultimate customer isnot in the five-sided building,”Krone said. “It’s a W4 maintaining

a Chinook in blowing winds ofsand.”

Keeping such demanding cus-tomers satisfied requires that Boe-ing hire people who used to bewarfighters, deploying its employ-ees overseas to be with customers,spending time at the NationalTraining Center at Fort Irwin,CA, and at the Joint ReadinessTraining Center at Fort Polk, LA.

“General Dynamics has a transfor-mation story, much as these othercorporations and the Army have,”said Honess. “In the 1980s, beforethe Berlin Wall fell, General Dy-namics was doing $10 billion inbusiness each year with 50,000employees. After the wall fell, ithad 13,000 employees doing $3.5billion in business per year.”

“We decided not to keep busi-nesses we weren’t number one ornumber two in,” Honess clarified.

Industry Leaders Make First Appearance at Acquisition Senior Leaders' Conference

Meg Williams


ARMY AL&T

Conference host Claude M. Bolton Jr., Assistant Secre-tary of the Army for Acquisition, Logistics and Technol-ogy/Army Acquisition Executive introduced the four in-dustry panelists by saying, "I've yet to find anyone inthose program executive offices who are actually build-ing our Strykers and Black Hawks."

"We depend heavily on our industrial base — organic orindustrial — to build our world-class fighting forces,"he added.

Roger A. Krone, Senior Vice President, ArmySystems, Boeing.

Simon T. Honess, Vice President, HomelandSecurity, General Dynamics Land Systems.

“Now, we’re at $16 billion a yearand 64,000 employees. Then, wemanufactured tanks and sub-marines. Now we produce informa-tion technology systems and marinesystems. Were it not for us gettinginto information technology, wecouldn’t relate to a Lead SystemsIntegrator type of environment.”

General Dynamics links to warfight-ers in three ways: first, by having avision that aligns with the nationalsecurity of the United States and theU.S. Army; second, by recognizingthat the environment changes, in-dustry players change and ways ofdoing business change; and third, byperforming well.

“We must practice agility in termsof competing and then teamingwith our adversaries to be collec-tively aligned with thewarfighter,” Honess offered.

General Dynamics uses a balancedscorecard to judge how its cus-tomers think they are aligned withthe company. Also, as an organiza-tion it works very hard to matrixits engineering and productionprocesses with its product centers.Its managers must understandwhat warfighters need.

Northrop Grumman completed atrue transformation, according toForster. Through careful acquisi-tions and plotted moves, it hasturned itself around without los-ing money or customers, a consid-erable feat given the economy.

Northrop Grumman’s projectmanagers adopt an Army unit andtalk to its customers face-to-face.“Getting involved earlier in the re-quirements and acquisitionprocesses is key to successful con-tracts,” Forster said. His companyalso employs technical representa-tives to keep connected towarfighters in the field.

As a retired Army lieutenant gen-eral and former Military Deputy,Assistant Secretary of the Army forResearch, Development and Acqui-sition, Forster applauded the taskforce ASAALT sent to Kuwait.

“The acquisition cell in Doha wasa great step in getting the ArmyAcquisition Corps (AAC) and thepeople who can solve those issuesforward,” he said. “That needs tobe continued and expanded in apeacetime role.”

In his opinion, the Defense Acqui-sition Workforce Improvement Acthas built a wedge between the AACand the rest of the Army. “Maybeit’s time to do another legal review

of it,” Forster said. “If you needlegislative relief, go and get it.”

Lockheed Martin is what remainsfrom 17 former defense compa-nies, Hansen told listeners. It is a$26 billion a year company andthe Army’s business is 15 percentof that. “To transform itself, Lock-heed Martin has changed the wayit goes through the requirementsprocess and how it supports thewarfighter,” Hansen continued.“To remain competitive, LockheedMartin sometimes brings back re-tired employees. It also educatesits engineers in management sothat they can relate better to thewarfighter through the Army’s ac-quisition professionals.”

“The warfighter is the greatest na-tional resource this country has,”Hansen praised. “Industry today isalso a national resource — betterthan anything else in the world —and we want to support you!”


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William W. Hansen, Vice President, Army Pro-grams, Civil Agencies & Technology Services,Lockheed Martin.

Dr. William H. “Bud” Forster, Vice President,Land Combat Systems, Northrup GrummanCorp.

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This is a special issue of ArmyAL&T magazine. First, ifyou’ve already read this far, you

have seen the extensive layout and re-design we’ve infused into the magazinefor you. Our intention is to make

Army AL&T a premier Army publication — a mustread for anyone in the Army who is interested in howwe develop weapons and communication systems anduse technology to directly benefit our warfighters inthe field.

Second, we are giving this issue to everyone who visitsour booth at the 2003 Association of the United StatesArmy (AUSA) Convention in Washington, DC, Oct.6-8. The Acquisition Support Center’s booth high-lights how the acquisition community successfully sup-ports our warfighters — from the current force’s LegacySystems to the Future Combat Systems being devel-oped for tomorrow.

We are extremely proud of the hardworking members ofour program executive offices and their numerous ac-complishments during Operation Enduring Freedom andOperation Iraqi Freedom. Many Army AcquisitionCorps members deployed to Kuwait, Iraq and Afghanistan,and they are sharing many valuable lessons learned con-cerning maintaining and sustaining warfighters’ equip-ment and communication systems on the battlefield andcontracting for critical services and support in-theater.

This year’s AUSA Convention theme is “The Army —At War and Transforming.” As acquisition professionals,we are dedicated to being the best leaders possible, man-aging streamlined organizations and being conscientiousstewards of limited resources. We contribute processimprovements wherever possible in Army acquisitionand those improvements are very important to theArmy’s transformation. Every day, acquisition profes-sionals work to make a difference in the lives ofwarfighting commanders and their soldiers.

The annual Army Acquisition Corps Ball was held Sun-day, Oct. 5, 2003, at the Hyatt Regency Crystal City inArlington, VA. This year’s theme was “To the Soldier.”At this year’s celebration, the Honorable Claude M.Bolton Jr., Army Acquisition Executive and AssistantSecretary of the Army for Acquisition, Logistics andTechnology, presented the 2003 Product and ProjectManagers and Acquisition Commanders of the YearAwards. Visit our Web site at http://asc.rdaisa.army.mil/for this year’s awards recipients.

COL Mary Fuller

Director

Acquisition Support Center

AABC Graduates 36 Students

Thirty-six students graduated from the fast-paced, 8-week Army Acquisition Basic Course (AABC) June 27,2003. The distinguished graduate was CPT Jake E.Crawford III. Paul Bogosian, Deputy Program Execu-tive, Aviation, spoke at the ceremony.

This graduate-level course is designed to provide abroad spectrum of knowledge pertaining to the materielacquisition process. It covers legal and regulatory poli-cies and objectives that shape the acquisition processand the implementation of these policies and objectivesby the U.S. Army. Functional areas presented includeproject management, contracting, test and evaluation,acquisition logistics and information technology.Course graduates are eligible for a wide range of acqui-sition workforce positions.

The course proponent is LTG John S. Caldwell Jr.,Army Director of Acquisition Career Management.

The Academic Council on Education will evaluateAABC for graduate credit and equivalency with 10 ex-isting Defense Acquisition University courses.

FROM THE ACQUISITIONSUPPORT CENTER DIRECTOR

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Congratulations to the following AABC graduates:

Alessio, Paul E. CPTBolshazy, Michael S. CPTBowser, Charles W. CPTChandler, Sandra M. Clark, Michael D. Crawford, Jake E. III CPTDavis, Gary J. II CPTDrazenovich, John A. CPTGastan, Gregory J. CPTGreen, Shedrick Hatchett, Barry M. MAJHeyland, William P. CPTHowald, Charles O. CPTHur, Jang W. MAJ (Korea)Hwang, Sung H. LTC (Korea)Jackson, Shannon C. CPTKirk, Eric D. MAJKlopotoski, Dean T. CPTLackovic, Christopher J. CPTLloyd, Bruce A. CPTLucas, Shawn P. CPTMagras, Patrick G. MAJMcWhorter, Rodney S. CPTParker, John P. CPTPeacock, Ossie L. Jr. CPTPearson, Mollie A. CPTPennington, Stephanie T. CPTProwell, Kerry S. CPTPurgaj, Franc (Slovenia)Roberts, Joseph W. CPTRoot, Jason P. CPTShanhols, Connie E. CPTSimpson, Jeffrey S. CPTStover, Howard J. MAJTraxler, Mike E. MAJWhitmark, Christopher W. CPT

Additional information about the Army AcquisitionBasic Course is available at http://www.almc.army.mil/AMD/Huntsville/index.asp.

PERSCOM Notes

FY04 COL/GS-15 PM/AC Slate

The U.S. Total Army Personnel Command recentlyreleased the following FY04 colonel (COL)/GS-15project manager (PM)/acquisition command (AC) slate.

NAME SLATEAbercrombie, Henry E. Distributed Common

Ground System-ArmyBonheim, Michael E. Defense Contract

Management Agency (DCMA) Springfield

Burnett, Donald J. Nuclear, Biological and Chemical Defense Systems

Carson, Peggy R. DCMA PhoenixColon, Angel L. Warfighter Information

Network-TacticalCoutteau, Charles G. Unit of Action Combat

SystemsCrizer, Scott H. Close Combat Armaments

Center-U.S. Army Research,Development and EngineeringCenter

Economy III, Anas T. Aberdeen Test CenterFierko, Francis X. DCMA Raytheon-BurlingtonFuller, Peter N. Brigade Combat TeamsGoddette, Timothy G. Force ProjectionGray, Myra S. Objective Force WarriorGrubb, Susan K. DCMA DetroitHansen Jr., Richard D. Soldier WarriorHarris, Earnest D. Precision Fires Rocket and

Missile SystemJones, Kermit C. DCMA Long IslandKendrick III, Robert Principal Assistant Responsible

for Contracting (PARC)-Germany

Kreider, Stephen D. Commander, Yuma Proving Grounds

Leyva, Gabriel F. DCMA ChicagoMahanna, Cory W. Utility HelicoptersRalph III, James R. Training Devices

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Rider, Mark D. Maneuver Ammunition Systems-Direct Fire

Scarbrough, Jess A. Tactical Exploitation of National Capabilities Program

Sullivan, Christopher C. Army Aviation Technical Test Center

Szerszynski, Robert Measurement, Electric Powerand Protection

Vaughn, John K. Lower TierWalters, Stephen DCMA San FranciscoWilley, Jeffrey D. PARC-Korea

FY04 LTC/GS-14 PM/AC Slate

The U.S. Total Army Personnel Command recently released the following FY04 lieutenant colonel(LTC)/GS-14 product manager (PM)/acquisition command (AC) slate.

NAME SLATEBaez, Jose Defense Contract Management

Agency (DCMA) St. PetersburgBallew, Mark DCMA Boeing-PhiladelphiaBarraclough, Brett Tactical Exploitation of

National Capabilities Program-Field Support

Bernritter, Travis Joint VaccineBond, George Cold Region Test CenterBrewer, Carlton Infrared CountermeasuresBushey, Douglas DCMA Lockheed Martin-DallasCarrick, Kenneth Enhanced Position Location

Reporting SystemCole, William ExcaliburContreras, Andres M2/M3 Bradley Fighting

Vehicle SystemDaniels, Debra Wiesbaden Regional

Contracting CenterDay, James Non-Line of SightDedecker, Craig Army Training and Doctrine

Command Acquisition CenterDietz, James Target Identification Meteor SensorsFlanagan, Michael M1A2Fouse, Scott Interim Armored Vehicle Combat

Support SystemsHess, John Contracting Command-KuwaitHinds, John FCS-Technology

Jacobsen, Scott DCMA ClevelandJones, Walter Missiles PlatformsKelleher, John Mobile Electric Power (Med)Lazar, John DCMA London, OntarioLeaphart, John Digital Communications

Switched Systems-CONUSLindsay, Michael DCMA IndianapolisMarion, Robert DCMA Phoenix-MesaMartin, Jose In-Flight Interceptor

Communication SystemsMason, William Joint Tactical Radio Systems

Ground/AirMorton, Dwayne Test Modernization Digital

EquipmentNagel, James Tactical Operations

Centers-PlatformsNichols, Marvin Aviation Mission EquipmentNoble, Earl Defense-Wide Transmission Sys-

tems*O’Donell, Warren Line of Sight/BeyondPeterson, Kevin Light Tactical VehiclesRand, Jaimy Contracting Command-

Fort HoodRiggins, David Digitized TrainingReubens, Shirley Air & Command

Tactical Trainers**Ruiz, Gabriel Digital Communications

Switched Systems-PacificSchleder-Kirkpatrick, Heavy Tactical VehiclesLisaSmith, Earle DCMA-Saudi ArabiaSmith, Todd Small Unmanned Aerial

VehicleSolesbee, Carol (ARNG) Construction Equipment/

Heavy Materiel EquipmentTamilio, Douglas West Desert Test Center Tarcza, Kenneth Large CaliberThomas, Robert Unmanned Ground VehicleTrulock, Troy Patriot Advanced Capabilities IIIWood, Kelvin DCMA General Dynamics-

PittsfieldWright, Kenneth Multi-Spectrum SensorYoung, Reed Robotic Unmanned Sensors***Zoppa, Robert Enterprise Logistics Systems

Contracting Command-Qatar

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Note: *FY03 Revalidated**FY03 Reslated principal***Unslated

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FY03 LTC Promotion Board Results

The FY03 Lieutenant Colonel (LTC) Promotion Board re-sults were released in July 2003. This was the first LTCPromotion Board under Officer Personnel ManagementSystem (OPMS) III. The selection rate for Army Acquisi-tion Corps (AAC) officers in the primary zone was 80.2percent (an increase from 72.3 percent from FY02), whilethe selection percentage for the Army competitive categorywas 79.6 percent. Selection rates among the four careerfields were as follows:

Primary Zone Above Zone Below Zone

Operations 79.6% 6.4% 6.5%

Operational Support(AAC/Foreign Area Officer) 75.5% 10.2% 4.3%

*AAC Only* 80.2% 11.4% 6.0%

Information Operations 75.0% 12.0% 7.2%

Institutional Support 75.0% 12.7% 5.8%

Total Army 78.0% 7.9% 6.3%Competitive Category

The FY03 LTC Promotion Board reviewed the files of 111primary zone AAC officers and selected 89. Additionally,10 above-the-zone AAC officers (11.4 percent) were selectedand 7 below-the-zone AAC officers (6.0 percent) were se-lected. A review of files for those officers selected for promo-tion by the FY03 LTC board revealed the following trends.

Command Staff College (CSC)Seventy-two percent of the primary zone AAC officers se-lected attended resident CSC. Twenty-seven percent of theprimary zone AAC officers selected completed CSCthrough nonresident studies. Seven percent (8 officers) inthe primary zone did not complete either resident or non-resident CSC, and none of these officers was selected forpromotion. There was an anomaly in that one nonselectedAAC officer had attended resident CSC.

Company Command EvaluationsCompany command evaluation reports appeared to carryweight with the board, but overall file strength and CSCwere the major determining factors for promotion selection.The majority of AAC officers selected for promotion had atleast one above-center-of-mass (ACOM) Officer EvaluationReport (OER) as company commanders. These reportsgenerally had either clear ACOM senior rater profilesand/or strong, exclusive senior rater comments on potential.

Consistent COM(+) Performance and Job Progression

Another important trend was consistent COM(+) performance throughout the officer’s career. AAC officersselected for promotion generally had consistentCOM(+)/ACOM OERs.

Additionally, officers who were favorably considereddemonstrated clear evidence of increased responsibilityfrom one assignment to the next and diversity in acquisi-tion assignments.

OER (DA Form 67-9)Analysis clearly showed that the board placed the most em-phasis on the current OER (DA Form 67-9) and little onthe previous OER form. The average number of currentOERs for primary zone officers considered was 4.4. Theprimary zone officers selected for promotion had an averageof 2.6 ACOM OERs. This substantiates the position that aCOM report is not a "career ender.” However, there is asignificant difference between a single COM report and aCOM file. Officers considered for promotion who did nothave any ACOM OER reports were not selected for pro-motion.

Bottom LineThe board seemed to take into consideration the "wholeperson,” including performance, qualifications (positionsheld, schools attended, etc.) and Army needs such as AACrequirements. However, a COM(+) file, consisting of strongCOM reports coupled with ACOM reports, seemed to becritical for selection. Generally, a file with one ACOM forevery two COM reports and CSC completion had a veryhigh selection rate.

Congratulations to the following AAC officers selected forpromotion to LTC. (Note: An asterisk indicates below-the-zone selection. Five names were not available at the timethis article went to print.)

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*Alexander, Scott E.Ambrose, Matthew H.Anderson, Thomas J.Bagley, Michael J.Banks, Douglas T. III*Bassett, David G.*Blanco, James A.Bochonok, Jeffrey T.Boruff, William M.Bosse, Scott P.Bosworth, Brian E.Burden, Patrick W.Chicoli, John A.Chyma, Timothy D.Cook, Thomas S.Copeland, Kenneth D.Cummings, Brian P.Daus, Cliff A.Davis, Christopher P.DiMarco, Andrew J.Downs, Jimmy E.Driver, Charlotte D.Elliott, Steven M.Evensen, Kenneth C.*Field, William E.*Flanders, Thomas P.Fletcher, Robert E.Foster, Stephanie L.Fox, Christine A.Frulla, Kurt A.Fuller, William S.Garcia, Joseph G.Gordon, Velma W.Grein, Alfred J.Griffin, Gene E. Jr.Grigsby, Robert E.Grubbs, Albert L.Guthridge, George A. IIIHaider, Ruth A.Hallinan, James G.Harper, Victor R.Heilig, Donald M. Jr.Hicks, Mark A.Hill, Paul M.Hirniak, Justin A.Hirschman, Keith A.Homsy, Samuel C.Hood, Thomas G.Hubner, Michael W.Jarrett, Robert R. IIJimenez, Ramon

Johnston, Robert J.Jones, DeisyJones, Jeannette J.Kivett, Ryan B.Laase, Gary L.Lane, Edward J.Larrabee, Patricia M.Lemondes, John Jr.MacDonald, Andrew J.McDermott, Paul A.McVey, Wade L.Mitchell, James C.Moore, Paul Jr.Myers, Yewston N. IIINikituk, Marko J. E.Olson, KeithPershing, David R.Pincoski, Mark J.Pope, Joseph K.Pulford, Scott A.Puthoff, Frederick A.Raftery, Brian W.Rankin, James A.Reed, Stephen S.Rettie, Craig L.Riley, Donald D.Robertson, Daniel S.Rohall, David J.Rush, Christian E.Schaefer, Craig P.Schutter, Jeffrey D.Slade, William C.Smythe, Daniel R.Solomon, Norman E.Spenard, Arthur E.Steiner, Leonard T. Jr.Stewart, Lewis E.*Stoddard, Kevin P.Sweat, Kenneth F.Tate, Wade S.Theodoss, Michael D.Thies, DennisVisconti, Albert J.Voigt, Jeffrey R.Wellborn, Robert M.*Wells, Charles A.Wiley, Danny A.Williams, Julian R.Winbush, James O. Jr.Womack, John S.

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Accounting for Contractors on the Battlefield

Having contractors on the battlefield is not a newconcept. In fact, the military has been using con-tractors since the American Revolution. As recentlyas Operation Iraqi Freedom (OIF), DOD civilianemployees and contractors are providing more com-bat support and combat service support functionsthan ever before. This is partly because of thedownsizing of the military following OperationDesert Storm and the growing need for contractorsto provide initial or lifetime support for high-techweapon systems. Contractors are also being usedfor activities ranging from laundry services and aircraft maintenance to satellite tracking and data acquisition.

With the increased use of contractors in garrison andcontingencies, the Army recognized the need to ac-count for its contractors and their movements. Thus,the Army Materiel Command Logistics Support Element-Southwest Asia (AMC LSE-SWA) took thelead to create a contractor coordination cell (3-C) tohelp account for Army contractors in support of theCoalition Forces Land Component Command(CFLCC) and their movements during OIF.

“The number of contractors on the battlefield inthis theater of operation is more than 4,500, and Ibelieve we have captured about 85 percent of thetotal number,” said 3-C Chief Rudy Chavez. Morethan 160 companies are represented, most of whichare in Kuwait and Iraq. Personnel numbers rangefrom more than 1,000 to as few as 6 employees to acompany.

Chavez stated that contractors need support, notmanagement. He added that they look for struc-tured and communicated policies and well-definedrules of engagement to focus on mission accom-plishment, which is the key to mission success.

Contractors seem to like the new accountabilitycell. Jim Halbert, Area Manager for the Logisticsand Environmental Support Corp. Inc. (LESCO),said that the new cell gives him a single point ofcontact if he needs assistance. In the past, he hadto run around to find the person with the right answers. LESCO has 15 employees in Kuwait andIraq performing maintenance and logistics work forthe U.S. Army Forces Command to support the Biological Integrated Detection Systems. Halbertsaid that the 3-C team solved LESCO’s passportand visa issues as well.

“Using contractors on the battlefield is a plus be-cause in some cases, we have not planned, preparedor identified other resources or capabilities withinDOD. These contractors are an asset who can beused quickly and have the necessary expertise and,in some cases, the tools and parts,” said Chavez.

In addition to his duties as 3-C Chief, Chavez is aLogistics Assistant Representative (LAR) with AMCand has supported Army exercises and contingencyoperations in the Balkans, Egypt and at the Na-tional Training Center (NTC) at Fort Irwin, CA. Inexplaining the history of 3-C, Chavez said that henoticed the high number of civilian participantsduring these exercises and wondered what manage-ment office accounted for all the contractors, espe-cially with the 4th Infantry Division Capstone Exer-cise in 2001.

Chavez said that the logistics assistance office for the4th Infantry Division supported unit equipment readi-ness with about 25 LARs, but units training on thenew digital systems required a larger number of con-tractors. After observing that contractor accountabilitywas nearly nonexistent, it was recommended that tacti-cal commanders on the ground have a single agent toaccount and control movement of contractors.

These lessons learned resulted in AMC taking thelead to account for contractors during MillenniumChallenge, a joint exercise at NTC. AMC put to-gether a support operations cell that integrated withthe companies to coordinate and monitor move-ment of the contractors supporting the exercise.The support cell also had a help desk that quicklysolved many system problems via telephone or

telemaintenance, which is a video-communicationprocess. Chavez’s team quickly recognized that acontractor support cell was critical to the mission’ssuccess and recommended expansion of a support op-erations cell to each of the logistics assistance officesand logistics support elements in garrison and duringcontingencies.

In December 2002, BG Vincent Boles, CommandingGeneral, AMC LSE-SWA, took the lead in establish-ing guidelines for contractor accountability, and 3-Cwas created in early February 2003.

A team of six Army civilians began the contractor ac-countability work and quickly expanded to a five-computer network system. The team identified short-falls in contractor accountability at the CONUS Re-placement Center (CRC) and at the Air Port of De-barkation (APOD). As a result, a 3-C representativewas placed at the CRC and the APOD to coordinateadvance contractor movement processes with the lo-gistics assistance office.

The team also surveyed contractors in theater at theArmy and Air Force Exchange Service, the dining fa-cilities and the health clinic and “shook the bushes” tovalidate accountability. The team’s analysis showedthat one-third of those surveyed were not listed in anydatabase. A 3-C representative was also sent witheach one of the six logistics support elements in Iraqto work with the unit’s personnel office. Contractorpersonnel status reports were provided to the 3rd Per-sonnel Command and the 377th Theater SupportCommand Personnel Office through AMC LSE-SWA’s personnel office.

The 3-C team used CFLCC’s contractor on the bat-tlefield policy to leverage data. The policy outlinesthe applicability, definitions, responsibilities and pro-cedures for requesting, processing, tracking and ac-counting for U.S. contingency contractors supportingCFLCC operations and/or systems.

The 3-C team also worked with a program manage-ment cell from the Office of the Assistant Secretaryof the Army for Acquisition, Logistics and Technol-ogy located at Camp Doha. This cell was responsi-ble for working contractor deployment processes andcoordinating accountability of contractors withAMC LSE-SWA. The 3-C team used many of theprogram management cell accountability processes todevelop its own.

AMC’s 3-C also used the Civilian Tracking System(CIVTRACKS), a Web-based tool for maintainingaccountability of civilian personnel deployed to atheater of operations. To establish accountability,contractor employees must report to the appropriatereception station when arriving in-theater. CIV-TRACKS is a good accountability program, but tobe effective, it must be a mandatory requirement instatements of work.

The 3-C team also issued chemical protective suits,protective masks, helmets and body armor and as-sisted contractors with the immunization process.The biggest challenges were the legal interpretationsof immunization and visa requirements. The teambecame the contractor’s support element by helpingthem to complete deployment requirements.

Chavez concluded that the 3-C structure and foun-dation is important to both the Department of theArmy and AMC. In addition, if the lessons learnedare written in doctrine, it will improve contractoron the battlefield accountability and movementprocesses.

This article was written by Bob Whistine, a Public Af-fairs Officer (PAO) for AMC’s Joint Munitions Com-mand (provisional) who previously served as the PAO,AMC LSE-SWA.

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ECBC Demonstrates Air Filtration System

On July 28, 2003, the U.S. Army Edgewood Chem-ical Biological Center (ECBC), Aberdeen ProvingGround, MD, unveiled a new air filtration systemthat promises improved protection for bothwarfighters and civilians. The system is the first ofits kind designed to protect against biological andchemical agents as well as toxic industrial chemi-cals. It uses regenerative filters that do not requirerenewal like conventional filters. Because of thesystem’s low-maintenance and environmental adapt-ability, it has many possible military and homeland defense applications.

Developed by ECBC under a Cooperative Researchand Development Agreement with DomnickHunter Ltd., the Chemical Biological (CB) Regen-erative Air Filtration System can be installed inshelters, buildings, vehicles, ships or anywhere pro-tection is needed against chemical or biologicalwarfare agents.

Currently in the testing phase, the CB RegenerativeAir Filtration System is completely modular, scalableand multipurpose. Equipped with two filter beds,the self-cleaning system absorbs chemical and biolog-ical agents and toxic industrial chemicals with onefilter bed while simultaneously cleaning the other fil-ter bed with high-pressure, high-temperature air.The self-contained cleansing process and automaticrotation of filters eliminates the need for regular fil-ter changes and associated system shutdown and

minimizes the logistics footprint for operators. TheCB Regenerative Air Filtration System will be ableto operate maintenance-free for extended periods.

ECBC is the Army’s principal research and develop-ment center for chemical and biological defensetechnology, engineering and services. For informa-tion about ECBC, go to http://www.ecbc.army.milor call (410) 436-3610.

Future Warrior Returns With Changes

Nothing works on Future Warrior, and that’s the wayit’s supposed to be. The uniform ensemble, first as-sembled in 1999 at the U.S. Army Soldier SystemsCenter, Natick, MA, was redesigned for 2003 to bet-ter depict technology decades from reality for soldiers.

While the Objective Force Warrior (OFW) soldierweapon platform prepares for fielding within thedecade, Future Warrior is set apart as a mostly vi-sionary tool for researchers, said Cheryl Stewardson,Integrated Protection Functional Area Leader for theNatick Soldier Center’s OFW program.

Future Warrior was reintroduced at the May 22,2003, opening of the Institute for Soldier Nanotech-nologies, a new partnership between the Army andMassachusetts Institute of Technology (MIT). TheArmy wanted to showcase now the concepts it isworking on for the future. Seeing those concepts ona human form helps determine how technologiesmight be used and their limitations.

During the past 3 years, scientists and engineers haveexperimented with concepts to determine their feasi-bility with OFW. What’s out of bounds for OFWended up on Future Warrior.

Looking menacing in an all-black, custom-fit uni-form from head to toe, Future Warrior is portrayedby Sgt. Raul Lopez, Liaison Sergeant with the Oper-ational Forces Interface Group. Replacing the modi-fied motorcycle helmet used in the previous FutureWarrior concept, the custom-designed helmet Lopez

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The CB Regenerative Air Filtration System (example at inset) can be integratedinto future generations of military equipment such as this Abrams tank.

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wears is leaner and incorporates several features rep-resenting upcoming technology. A blue-tinted visorsignifies agile eye protection against tunable lasers,while inside a new projection display technologybased on the Joint Strike Fighter helmet is now moreaccurately shown.

Although there are sensors available now for thermaland image intensification, making them small enough,fusing the images and projecting them onto the visorwas a real leap. Openings at the top of the helmet fitin with the idea of a 3-D audio and visual sensorsuite. They restore natural hearing lost in an encap-sulated space and enhance long-range hearing. Cam-eras enhance vision from the sides and behind. Asmaller halo on the helmet represents a tracking sys-tem for friendly and enemy forces. By reshaping thehelmet, Future Warrior has an expanded field of view.

Protection against chemical and biological agents ismore realistic with a respirator tube that attaches tothe back of the helmet and connects to a low-profileair purifier that forces cool air into the helmet forcomfort and visor defogging. “It was envisioned tocome down very sleek into the body,” Stewardson said,“but we couldn’t find a material to do it in the shorttime we had to put this concept prototype together.”

Another major change in the uniform is the additionof protruding, interconnecting black plastic pieceson the legs that represent alower-body exoskeleton.It will connect throughthe boots up to thewaist and enablethe wearer tocarry up to 200 pounds.

Above the waist,MIT’s research onnanomuscles for ad-vanced arm and torsostrength may be linked tothe exoskeleton to giveFuture Warrior poten-tially superhuman abilityto move or carry.

A flexible display on the forearm of Future Warriorglows when switched on and draws attention to thesimulated touch-screen keypad for information inputand output for tasks such as navigation, physiologicalstatus monitoring and command communication.The display is connected into a compact computerworn on an armored belt around the waist.

Attached to the arm is a slim box representative ofthe remote control unit for any system that might be used, such as a robotic mule or unmanned aerial vehicle.

Found near the top of the torso front and back are what look like quarter-sized buttons built into thefabric depicting a nanostructure sensor array to de-tect weapons of mass destruction, friendly or enemylasers or weather.

“The sensors could trigger a response in the uniformto open or close the fibers depending on temperatureor precipitation,” Stewardson said.

Black was chosen as the color to clue observers thatit’s the future, she said, although the aim is for auniform that’s invisible. Speaking of stealth, muchof the futuristic capability can’t be shown at least inpart because of nanotechnology.

Along the black stretch fabric are custom-fitted plas-tics and foams that take the place of liquid bodyarmor that will instantly solidify when struck. “Allthe parts are much harder than we wanted. Wehaven’t figured out how to portray (liquid armor),”Stewardson said.

Through nanotechnology, multifunctional materialswill be able to transport power and data. The mate-rials will also be able to fend off chemical and bio-logical agent attacks, self-decontaminate and becomewaterproof.

“I believe nanotechnology is going to give us muchmore than we can even envision today. This is just asampling,” Stewardson said.

In many ways, the revised Future Warrior is the same. Amicroturbine will provide power for items such as the microclimate conditioning system for heating and cooling.

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The weapon remains a fire-and-forget system using soft-launch seeking missiles. A transdermal nutrient deliverysystem provides the nourishment to get through a battle.It’s still going to be a moving target for researchers, shed-ding workable technology for the next greatest thing.

“There’s always going to be a Future Warrior,” Stew-ardson said. “In the soldier business, you can neverrest on your laurels. Somebody is always out thereto beat you.”

For more information regarding the Soldier SystemsCenter, go to http://www.natick.army.mil.

Auto-ID to Transform Military Logistics

Information never before obtained about supplies andequipment will be available to the military throughthe next generation of Radio Frequency Identification(RFID) technology known as Auto-ID.

The DOD Combat Feeding Directorate at the U.S.Army Soldier Systems Center, Natick, MA, hasjoined nearly 100 companies and 5 international re-search universities as sponsors of the Auto-ID Centerfounded in 1999 at the Massachusetts Institute ofTechnology (MIT).

The center is developing technology based on non-proprietary, global standards that will create an af-fordable solution for the Defense Department andcommercial industry worldwide. The CombatFeeding Directorate calls this initiative “GlobalAsset Visibility.” Auto-ID will automate the globalsupply chain.

The Universal Product Code, a bar code of lines andnumbers used to identify objects, has existed sincethe 1970s for logistics management, but the technol-ogy is limited.

During Operation Desert Storm, the military did notknow what was in 25,000 of the 40,000 containerssent overseas. Containers today can be tracked withRFID tags, which have greatly improved the logisticssituation for Operations Enduring Freedom and Iraqi

Freedom. Still, Auto-ID offers more. Tags with mi-crochips are now seen in all kinds of products. In-dustry sees RFID as a replacement for the bar code,and Auto-ID takes it a step further.

The technology is based on the Electronic ProductCode (EPC), a 96-bit code capable of identifyingmore than 80 thousand trillion, trillion uniqueitems. An electronic tag containing an EPC on amicrochip wirelessly stores and transmits data to areader. The EPC serves as an address directing usersto an Internet site where managed levels of informa-tion on the item are found.

Information retrieval is possible using the ObjectNaming Service, which associates the EPC with anitem. It points to a server that uses the PhysicalMark-Up Language to distribute and represent related information such as shipping instructions, inspection schedules, location, expiration dates ortechnical manuals. Savant software technology manages data flow and provides an interface tolegacy systems.

Auto-ID will provide real-time visibility. Accurateautomated inventories will eliminate the need formanual counts, which ultimately reduces the supplychain footprint and associated costs.

Furthermore, EPC tags will allow automatic manifeststo be written to containers. In addition, sensor integra-tion will provide the capability to monitor the status ofan item, pallet or container by detecting variables suchas temperature, vibration, rough handling or chemicalor biological contamination that could affect productquality. Initially the tags will be used to track rations,but may eventually be used to track vaccines, medicalsupplies and other temperature-sensitive items.

One possible use for the technology is reading a temperature profile from a container or pallet tag thattranslates complicated data using a shelf-life model, de-veloped by MIT for the Combat Feeding Directorate.The model will allow food inspectors to determine thecondition of Meals, Ready-to-Eat or Unitized Group Ra-tions using a simple, color-coded system — green for“issue,” yellow for “limited inspection” and red for “100-percent inspection.”


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Corporations plan to track items such as disposablerazor blades or laundry detergent bottles, but the Com-bat Feeding Directorate is interested in tracking at thecase, pallet and container level.

The Combat Feeding Directorate is conducting DOD’sfirst Auto-ID technology demonstration this fall at theDefense Distribution Depot, San Joaquin, CA. Otherparticipants include Alien Technology Inc., OatSystemsInc., the Defense Logistics Agency (DLA) and OakRidge National Laboratory.

The demonstration will simulate rations being trackedfrom an assembler or depot to general and direct sup-port supply points in a field setting with distribution toindividual units. Preliminary testing and a shakedownwere conducted in the spring, and follow-up testing forthe fall demonstration is ongoing.

Demonstration goals are automatic, real-time trackingand visibility at the supply points; automatic inventoriesto units issued; capturing historical product temperaturedata; and automatic tracking and updates of containerinventories.

Results and lessons learned from the demonstration willhelp set the framework for a proposed 2005 DLA Ad-vanced Concept Technology Demonstration (ACTD).Additionally, EPC technology is proposed as an expan-sion of a current Navy-conducted RFID ACTD.

Although combat rations are the demonstration prod-uct, any military item, including ammunition and spareparts for vehicles, can be tracked under the program tohelp warfighters ultimately get what they need whenthey need it most.

For more information about the Combat Feeding Direc-torate and the Soldier Systems Center, go tohttp://www.natick.army.mil.

Keeping Warfighters Warm

Trigger fingers, as well as the rest of the hands, will beready to react wrapped under the Modular Glove System

developed by the Special Operations Forces (SOF) SpecialProjects Team at the U.S. Army Soldier Systems Center,Natick, MA.

Project Officer Stephanie Castellani said that the glovesystem brings a significant change in hand protection tothe SOF community. She said it’s a great improvementbecause the SOF branches have never had anything base-line that they’ve all agreed to, and the system lays thegroundwork for future improvements with new materialsand technology.

Most importantly, the gloves pass the “trigger test.” Equip-ment Specialist Richard Elder said that function is the firstpriority because soldiers must be able to manipulate theirweapon systems. He said that safety used to be the pri-mary concern, but if soldiers can’t shoot, they’ll toss theirgloves for something else. Special operators will no longerneed to buy gloves on the commercial market to find aproduct that works for them.

Starting as a science initiative in 2001, the program latertransitioned to a fielding initiative. During testing, specialoperators from different services wore the modular gloveswhile mountaineering, skiing and snowshoeing on a glacierin Alaska.

Eight companies submitted a glove system through theSmall Business Innovative Research Program, but theglove system from Outdoor Research in Seattle, WA, waschosen. It’s composed of a Nomex® contact liner, inter-mediate wet/dry glove and extreme wet/dry glove with aremovable insulation liner. Comfort ranges from minus20 F to 45 F depending on which individual glove orcombination is worn. In all, there are five ways to dresswith the glove system.

The Nomex contact liner was designed for the first layer.It’s constructed of a Malden Mills Polartec® Power Stretch®

fleece with Nomex. In addition, Pittards PLC soft, flame-resistant leather lines the palm and fingers, providing alightweight, flexible glove with an acceptable grip and abra-sion resistance. It is good alone at temperatures above 40 For when handling hot weapons.

The intermediate wet/dry glove worn with or without theNomex contact liner protects from 10 F to 45 F. Exceptfor the palm, the glove’s shell is made with three types ofCordura® Gore-Tex® laminate materials for waterproofing

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and windproofing while providing moisture vapor transferand abrasion resistance. Alpen-Grip, a proprietary poly-mer material with a slightly rubbery feel is used for thepalm to complete waterproofing and high-abrasion resist-ance while retaining flexibility. Attached inside the gloveis a waterproof liner coated with brushed polyester to im-prove moisture wicking. Even when the intermediateglove is worn over the contact liner, tactility is still accept-able. This is partly because of the glove’s shape (curvedfingers and tapered fingertips).

In colder climates, the extreme wet/dry glove pro-tects from minus 20 F to 20 F worn in combinationwith the Nomex contact liner or intermediate glove.

The same AlpenGrip palm with Cordura Gore-Texmaterial for the shell, waterproof liner with brushedpolyester coating and curved, “box-cut” fingers withan articulated thumb for dexterity are found in theextreme glove.

What’s different is a lengthened top portion of the shellto protect the wrists and a removable Moonlite Pile in-sulating insert. Pocket heaters can be placed into eitherthe intermediate or extreme glove, but the extremeglove insert has a pocket on top designed specificallyfor that purpose. The extreme glove also uses hook andloop fasteners at the wrist and forearm for a snug fit.

It’s a bit bulkier, but the additional bulk is neededfor the extra warmth. Fielding of the modular glovesystem was scheduled to begin with the 10th SpecialForces Group at Fort Carson, CO, in September 2003.The glove system will be sold commercially, enablingconventional forces to purchase the item.

For more information about the Modular Glove Systemand Soldier Systems Center, go tohttp://www.natick.army.mil.

Fort Irwin’s Electrical System Privatization

In response to a DOD-mandated initiative, Fort Irwin,CA, embarked on the journey to privatize its electricalsystem. On Dec. 2, 2002, after several months ofanalysis and hard work, Fort Irwin’s negotiation team

of representatives from the National Training Cen-ter’s (NTC’s) Acquisition Command (Army Con-tracting Agency Southern Region (ACA-SR)), Direc-torate of Public Works (DPW), Staff Judge Advo-cate, U.S. Army Corps of Engineers Los AngelesDistrict, and consulting firm Bearing Point con-ducted negotiations with Southern California Edison(SCE). Upon completion of negotiations, a finalagreement was reached.

On March 31, 2003, on Fort Irwin’s behalf, the NTCAcquisition Command and SCE signed a 50-year con-tract to privatize the Fort Irwin electrical system, whichincorporated an innovative approach to be used with theresulting credit. The $8.5 million credit will be usedover the 50-year period to upgrade the current electricalsystem, which is inadequate. The credit will be used tofund more than a dozen sorely needed projects (esti-mated at $3.5 million) and used by the installation tooffset the cost of SCE’s annual added facility charge.These upgrade projects will improve Fort Irwin’s electri-cal system by bringing it up to state and federal stan-dards while simultaneously making it more cost efficientto operate. This innovative approach of using a credit tofund electrical projects and to offset a contractor’s an-nual added facility charge is the first of its kind. In fact,several other organizations, including the Office of theSecretary of Defense, desire to model their electrical sys-tem privatization process after Fort Irwin’s.

SCE was scheduled to take full responsibility forownership, operation, maintenance and repair of the


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Alan J. Fohrer, CEO Southern California Edison, presents BG Joseph F. Fil Jr.,NTC/Fort Irwin Commanding General, a plaque during a visit to Fort Irwin earlierthis year.

electrical system on Aug. 1, 2003. The sale of theelectrical system will allow vast improvements, in-cluding replacing poles and redoing the military sub-stations and meter-switch cabinets. These upgradeswill save Fort Irwin about $178,000 the first yearand $545,000 each subsequent year for the remain-der of the 50-year contract.

SCE, based in Rosemead, CA, is working with themilitary at several Navy and Marine Corps bases.However, this service agreement will be the first forSCE under the new privatization mandate. OnceSCE takes over, the upgrades and improvementsshould be completed within 15 months. All workwill be handled from the SCE Barstow office; how-ever, during the first few years of the contract, repre-sentatives will be on post 5 days a week. In addition,the current installation support services contractor,Johnson Controls Inc. (JCI), will continue to receiveall work orders and determine if the work requiresSCE to be contacted. SCE hopes to make a seamlesstransition and anticipates no adverse effects to Fort Irwin residents.

On April 24, 2003, the NTC Acquisition Commandhosted a very successful Electrical PrivatizationKick-off Meeting. The purpose of this meeting wasto coordinate and facilitate the transfer of ownershipbetween Fort Irwin and SCE. In attendance wererepresentatives of NTC’s ACA-SR, DPW, SCE andJCI. During the meeting’s morning session, teamingefforts began on behalf of all parties, which allowedthe team to cover a number of issues and answer anynew questions. In keeping with the teaming con-cept, follow-on meetings began in May as part ofthe efforts to ensure the lines of communication re-main open.

In essence, Fort Irwin’s privatization efforts have, byuse of the $8.5 million credit to offset the annual fa-cilities cost, improved Fort Irwin’s electrical systemand provided the ability to fund more than a dozenneeded projects. This innovative approach maximizesthe best overall value for the National Training Cen-ter to continue to meet its mission.

AWARDS

ECBC’s Emanuel Receives TOYA Award

Dr. Peter Andrew Emanuel, a Scientific Advisor forthe U.S. Army’s Edgewood Chemical Biological Cen-ter (ECBC), Aberdeen Proving Ground, MD, wasnamed one of this year’s Ten Outstanding YoungAmericans (TOYA). The U.S. Junior Chamber willpresent the awards at a ceremony in Anaheim, CA,held in conjunction with its annual meeting. TheTOYA Awards Program recognizes young people whoare the best, brightest and most inspirational leadersin America.

Emanuel began his career as a National ResearchCouncil fellow focused on developing humane alter-natives to animal use in making antibodies forpathogen detection kits. As an ECBC Scientific Advi-sor, he continued his work and developed expertise inpolymerase chain reaction (PCR) detection of biologi-cal warfare agents, resulting in more than 150 PCRtests being used by DOD.

A central theme of his scientific career has been toprotect the nation by bringing the best research out ofthe lab and into the field. In 1998, he began buildingthe Critical Reagent Repository (CRT) to archive anddistribute all the detection reagents used to identifybiological warfare agents. In 2002, he became Pro-gram Director of the nationwide program. Workingtogether with other biodefense community members,he has helped accelerate the introduction of new tech-nologies and foster increased scientific interchange.

He has been active in training soldiers and mentoringyoung scientists. Interactions with troops in the fieldled to the development of the Biological Sampling kit,which filled a need for hazardous material teams andhas been patented and commercially licensed for thefirst-responder community.

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Did You Know?New platforms like the M270A1 Multiple Launch Rocket Sys-tem (MLRS) changed the accuracy, speed and depth at whichtargets could be attacked during Operation Iraqi Freedom. Itgave the V Corps Artillery Headquarters the capability to fireGPS-aided missiles and influence battles at significantlygreater ranges and accuracy. The MLRS launcher providedcounterfire, suppression of enemy air defenses and destructionof light and personnel targets, while delivering large volumesof firepower in a short time against critical, time-sensitive tar-gets. Thanks to advanced logistical support from the ArmyMateriel Command, the M270A1 maintained an operationalreadiness rate in excess of 90 percent throughout the war.

“The MLRS provides the Army anall-weather, indirect, area fireweapon system to strike high-payofftargets at all depths of the tacticalbattlefield.”

MG Larry J. Dodgen, Commanding GeneralU.S. Army Aviation and Missile Command

After September 11, 2001, Emanuel initiated devel-opment of an automated robotic system to test theenvironment for biological warfare agents in theWashington, DC, area. The Automated BiologicalAgent Testing System (ABATS) triples the throughputof samples at one-third the cost of the traditionalmanual analysis operations. The ABATS is nowbeing activated on an around-the-clock basis toprotect the homeland.

Emanuel’s achievements have garnered numerousrecognitions including the Joint Program Office forBiological Defense Medallion for his contributionsto the CRT Program. He is an active speaker in na-tional and international scientific forums, has au-thored more than 25 publications and has secured 3 patents.

RDECOM’s Chappelle Receives 2003 Roy Wilkins Renown Service Award

Gregory Chappelle, Research Scientist, Engineer andEducator for the U.S. Army Tank-automotive andArmaments Command’s (TACOM’s) Research, De-velopment and Engineering Command, has receivedthe National Association for the Advancement ofColored People (NAACP) 2003 Roy Wilkins RenownService Award. This prestigious NAACP award is pre-sented annually to Americans who have distin-guished themselves by contributing to military equalopportunity programs and policies. The awardsalutes those who continue to struggle for equality inthe Armed Services.

Chappelle won the award for his educational out-reach efforts with middle school students duringthe past year as well as his 10 years of diligent andproactive work with the Nation’s historically blackcolleges and universities/minority institutions(HBCUs/MIs) and inner city middle schools. Hewas directly responsible for identifying numerousHBCUs/MIs to be awarded more than 2.5 milliondollars of U.S. Army and DOD science and engi-neering research contracts. In addition, he recruitedmore than 25 minority scientists and engineers intothe federal civilian service.

Chappelle is the recipient of the 1995 U.S. BlackEngineer of the Year National Special RecognitionAward. He conducted outreach programs to assistin mathematical and science education of studentswithin the Nation’s inner cities from 1990 to 2000and from 2002 to 2003. From October 2002through March 2003, Chappelle advised and taughtthree eighth-grade students who subsequently wona Regional 2nd Place U.S. Army Ecybermission Sci-ence, Mathematics and Technology CompetitionAward of $9,000. Chappelle is a teacher, scientistand engineer who has shown excellence in his ef-forts to produce more American scientists and engi-neers of all ethnicities and genders.

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Pictured from left to right: Greg Chappelle with BG Vincent Brooks and TACOM’sLeonard Sanford.

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BOOKSWORTH READINGHow Wars Are Won The 13 Rules of War - From Ancient Greece tothe War on Terror

Bevin AlexanderCrown 2002

Reviewed by Scott Curthoys, a Counterintelligence Ana-lyst contracted to a federal agency and retired Army Mil-itary Intelligence and Foreign Area Officer.

The now famous photograph of a Special Forces soldieron horseback in Afghanistan (probably with a laptop inthe saddlebag) has been heralded by some as a symbol ofthe way America will fight future wars. These arbitersof the future envision military operations carried out bysmall units, enabled by advanced technology, workingwith local fighters and creating effects out of proportionto their numbers. Bevin Alexander, in his newest bookHow Wars Are Won, places himself squarely in the campof these “visionaries.”

The events of September 11, 2001, Alexander claims,dramatically changed the face of war. Instead of stand-ing militaries equipped in a manner that mirrors theUnited States, America now faces a new kind of adver-sary that uses new types of weapons, follows differenttactics and embraces unrecognizable ethics. Alexanderargues that we are witnessing a “true revolution in war-fare” resulting from the combination of accurate, pow-erful weapons and the realization that modern conven-tional armies can be defeated by guerrilla methods. Hewrites that the “Traditional fire-and-maneuver tactics ofindividual military units, whether infantry, artillery,armor or a combination of the three, are now out ofdate.” Old military structures, as represented by regi-ments, battalions and companies, will fade away. Intheir place, Alexander argues, will be swarming podsand clusters of troops, working with aerial pods, andemulating guerrilla tactics in an effort to defeat terror-ists and guerrillas. The commanders in this new struc-ture will use techniques and principles that have provensuccessful since ancient times. In How Wars Are Won,Alexander attempts to elucidate what he considers to be

the key rules of war and identify the ones likely to bemost relevant in future combat.

Alexander devotes a chapter to each of his 13 rules, or-ganized into an introduction, historical examples and asection called “Implications for the Future.” Several ofthe author’s rules parallel the war principles found inJoint Publication 3-0, Doctrine for Joint Operations. Theexperienced reader will recognize economy of force in theauthor’s discussion on “holding one place and strikinganother” and economy of mass when he writes about“landing an overwhelming blow.” Despite teasing severalof his rules out of the better known principles, Alexanderstill offers the soldier food for professional thought.

Two rules especially stand out in light of recent opera-tions in Afghanistan and Iraq. The first is “blocking theenemy’s retreat.” Although Alexander gives his treatmentof this rule a cautionary orientation (lines of communi-cation and withdrawal will be cut, so only use units of asize that can be supplied or evacuated), the failure toblock Al Qaeda and Taliban forces from withdrawinginto Pakistan in late 2001 gives strong credence to thisbeing a maxim for victory against unconventional foes.In “driving a stake in the enemy’s heart,” Alexander ar-gues that future battlefield victory will depend on air at-tacks against an enemy’s centers of power followed by aswift occupation of the enemy’s heartland by small, se-lect forces. Alexander even offered a suggestion for de-feating Saddam Hussein by inserting a force into south-ern Iraq to seize the oil fields. Deprived of its source ofwealth, the author opined, Hussein’s regime would col-lapse. Needless to say, it wasn’t that easy, but coalitionforces did drive a stake into the heart of Hussein’sregime by quickly seizing key points around Baghdad,followed by the capital itself.

Many readers might leap to each chapter’s end wherethe author discusses future implications inherent ineach rule. However, it is through the historical exam-ples in these chapters that the reader gets a sense ofthe author’s real strength — his understanding ofmilitary history. Examples include battles such asQuebec (1759) and the Kum River Line (1950), andsome campaigns like Italy (1796-97) and the SchlieffenPlan (1914). Alexander seems to milk each historicalvignette to provide context for his rules. Some arevery applicable, such as MG William T. Sherman’smarch across Georgia (1864-65) and MG Winfield

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Scott’s march to Mexico City (1847) as examples of“driving a stake in the enemy’s heart.” Other exam-ples, primarily from battles less familiar to most, re-quire the reader to stretch his imagination.

The book is marred by two faults. The first is Alexan-der’s penchant for unsupported, matter-of-fact pro-nouncements of his opinion. For example, he statesthat “Rommel was the only true military genius toemerge in World War II.” In addition, he asserts thatU.S. victory in the Pacific in World War II was achievedby air power alone. There are undoubtedly several sol-diers, sailors and marines who might disagree. What ismore unforgivable is the occasional editing error, espe-cially errors concerning historical fact. At one point,Alexander misidentifies the commander of the 8thArmy in Korea in 1950.

Although this book is not destined to be a military clas-sic and despite the occasional injection of jarring opin-ion, the book is a solid read and a good addition to anyprofessional bookshelf.

Technology and War: From 2000 B.C. to the Present

Martin van CreveldThe Free Press, New York, 1991 (Revised)

Reviewed by Geoffrey French, a Counterintelligence An-alyst with General Dynamics and former Logistics Spe-cialist for the U.S. Marine Corps Reserve.

Innumerable authors have written about various aspectsof how war has influenced technological development orhow a certain technology had an effect on a battle, cam-paign or war. Each example demonstrates that the twophenomena are clearly intertwined, but no single exampleilluminates the entire relationship between the two. Fewauthors try to explain the relationship, in part, because itis highly complex. War certainly pushes technology, andmany have argued that technology can push war. Thisbarely scratches the surface, however. Indeed, even thepurest civilian technology affects war, and war touchesand affects so many parts of life that its influence can be

seen on seemingly unrelated technology. Although thetopic is daunting, Martin van Creveld treats it compre-hensively and in detail in his book Technology and War:From 2000 B.C. to the Present.

Van Creveld, a historian and lecturer at the HebrewUniversity of Jerusalem, approaches the topic by severalpaths. First, he looks at the relationship over time,which is the foremost way that the relationship becomesclear — changes in technology can be so profound thatthey make war at one point in history quantitatively dis-tinct from war at another. In the book, van Creveld di-vides military history into four epochs. The first twoepochs are obvious: the age of tools, where human andanimal muscle provide the force behind all technologydeployed in battle; and the age of machines, where gun-powder becomes the more important source of energyin battle in small arms and artillery.

The second two epochs represent growing complexity:the age of systems and the age of automated war. Theage of systems refers to the time after 1830, when rail-roads and the telegraph linked people and places asnever before. In this period, a military’s strength was aproduct not of the hardware it employed, but of howwell its hardware was integrated into a system. As aquick example, at the onset of the invasion of France,the French army had more tanks that were superior tothose of the Germans, but had not integrated them aswell into strategic thought or military organization.The final epoch, the age of automation, follows 1945when systems of machines required computerized or au-tomated control to quickly and accurately react to bat-tlefield environments.

In each section, van Creveld addresses the means andtrends in battle on land and sea (and air, when appro-priate) as well as the infrastructure of warfare. This lat-ter topic allows the author to pursue such phenomena asthe impact of paper supply on war (imagine leading anarmy without the ability to write instructions or refer toa map). By examining the technologies that improvedlogistics and administration, he shows how technologiesthought to have purely civilian usefulness can make aprofound impact on the battlefield.

The final chapter of each section explores technology toan even greater degree of abstraction. It looks at trendsacross time that are closely related to technology, but

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tangential in many ways. These subjects include pro-fessionalism in the military and the use of irrationalaspects of technology such as aesthetic designs,which can become so elaborate as to interfere withthe actual function of a weapon system.

The result is a remarkably thorough book that exam-ines innovations and trends from a number of differ-ent perspectives. The author masterfully comparesevents across history to show patterns and examinetheories such as whether a certain technology favorsthe offense or defense. Readers should keep in mindthat Technology and War: From 2000 B.C. to the Pre-sent, like many of van Creveld’s other books, requiresa certain level of military history knowledge. Hedoes not describe battles or events in detail, butrather refers to them, depending on the reader to un-derstand them, their context and significance. Theresult is concentrated writing, rich from his ability tocompare battles and commanders from the Americasto Asia an authoritative work on a complex topic.

CONTRACTING COMMUNITY HIGHLIGHTS

Welcome to a new segmentfrom the Deputy AssistantSecretary of the Army for Pol-

icy and Procurement (DASA(P&P)). I ampleased to introduce this informative sectionthat will highlight the Army’s new contract-ing policies and initiatives as well as show-

case some of the Army’s accomplishments within the con-tracting community. Each issue will offer a feature article, asection recognizing our contracting professionals and infor-mation regarding career development opportunities.

This issue’s feature article, “Contractors Accompanyingthe Force — The Clause,” is about a topic that hasgained a lot of attention in recent months. As contrac-tors increasingly deploy with our soldiers, our contractsmust include the necessary language to cover logistical,operational and contractual issues. An Army Federal Ac-quisition Regulation Supplement (AFARS) clause was

written to provide top-level instructions for deployingcontractors and to increase consistency in Army contractson this issue. The AFARS clause was scheduled for publi-cation in the Federal Register as an interim rule in lateAugust.

Contracting Professionals. It was my pleasure to attendthe 2003 Acquisition Senior Leaders’ Conference in Seattle,WA, which was attended by more than 300 acquisitionprofessionals. A conference highlight was Assistant Secre-tary of the Army for Acquisition, Logistics and Technol-ogy Claude M. Bolton Jr. presenting the Secretary of theArmy Awards for Excellence to contracting professionals.Congratulations to the following award recipients:

MAJ Willard G. Zbaeren - U.S. Army Japan (U.S. Army Pacific Command), 9th Theater Support Command, Okinawa, Japan

Yvonne S. Land - U.S. Army Materiel Command, Anniston Army Depot, Anniston, AL

MAJ Scott F. Bruner - Directorate of Contracting, Fort Campbell, KY

Phyllis Y. Poyhonen - U.S. Army Space and Missile Defense Command (SMDC), Huntsville, AL

Dr. James J. Rich - U.S. Army Corps of Engineers (COE), Baltimore District, MD

Lynn M. Selfridge - SMDC, Huntsville, ALMAJ Stephen J. Conaway - U.S. Army Forces

Command (FORSCOM), Fort Drum, NYPamela Runyon - U.S. Army Contracting Command

Europe, Grafenwoehr, Germany Brigade Combat Contracting Team - U.S. Army

Tank-automotive and Armaments Command (TACOM), Warren, MI

Residential Communities Initiative and Project Development Team - COE, Washington, DC

Team Award for Installation Contracting Center - Fort Hood Contracting Command, Fort Hood, TX

Team Award for Installation Contracting Satellite - Fort Campbell, KY

COL Charles J. Guta - FORSCOM, Fort McPherson, GA Kathleen T. Walk - U.S. Army Communications-

Electronics Command (CECOM), Fort Monmouth, NJ

Barbara G. Maxwell - Army Contracting Agency, Fort Dix, NJ, and 63rd Regional Support Command, Directorate of Contracting, Los Alamitos, CA

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Developmental Assignments. DASA(P&P) is fortu-nate to have personnel from CECOM, TACOM, theArmy Aviation and Missile Command and the De-fense Contract Management Agency (DCMA) in de-velopmental assignments. These professionals bring agreat deal of insight and hands-on experience as welland they add “field” perspective to HQDA. Our de-velopmental assignment personnel are fully engagedin Army priorities from contractors accompanyingthe force to contracting in Iraq and chemical demili-tarization (chem demil). Sharon Wisniewski, whodid an excellent job of writing and championing theAFARS language, wrote our feature article. LindaFowlkes and Mike Dudley are actively engaged in ourchem demil efforts. Ken Tedeschi continues to be in-strumental in our contracting support to the Coali-tion Provisional Authority in Iraq. I have asked mystaff and the Acquisition Support Center to ensurethat we provide meaningful opportunities, challeng-ing work and career-broadening experiences to theacquisition workforce. For information on develop-mental assignments, go to http://asc.rdaisa.army.mil/docs/programs/cp/FY04CPDAnnoucement.PDF.

We are pleased to have this regular column in ArmyAL&T magazine. If you have procurement, awards andrecognition or developmental assignment articles thatyou would like published in this column, contact EmilyClarke at [email protected] or Linda Fowlkesat [email protected].

Quotable quote: “Each act is an act of self-definition.”-Anonymous

Welcome to COL Kim C. LeachThe Office of the Secretary of the Army for Acquisition,Logistics and Technology staff welcomes back COL KimC. Leach, who left us to command DCMA Long Island,NY, and now returns as the Deputy to DASA(P&P)Tina Ballard. Leach comes with a wealth of contractingand managerial experience, and we’re very pleased tohave him back!

Contractors Accompanying the Force — “The Clause”

Frustration is something contractors, logisticians, pro-gram managers (PMs), contracting offices, field unitsand headquarters staff share when dealing with issues re-lated to sending contractors to an area where hostile ac-tions are taking place. A recent General Accounting Of-fice report, news articles and a Brookings Institutionbook provided further evidence of problems when con-tractors deploy with soldiers. There was confusionabout many aspects of sending contractors to Iraq:How do combat commanders know who the contractorsare, what they’re doing and what are the unit’s responsi-bilities for protecting them? Does the field unit providefood and shelter to contractor personnel? What abouttransportation, equipment and medical support?

How do we get the answers to these and many otherquestions into the contract now? The common re-sponse to that question is, “Create a clause,” but that isneither fast nor easy. The pursuit of a clause and an-other tool being finalized will help you answer many ofthese questions in your requirements documents, plan-ning and contracts.

The Army Procurement and Industrial Base Policy Of-fice took the lead in responding to persistent requestsfrom the field and contractors for an Army or DOD“contractors on the battlefield” clause. A 14-page draftclause from what was then the Army Materiel Com-mand’s (AMC’s) Operational Support Command pro-vided a great start. While the field wanted a clause witha lot of detail, the draft contained operational data thatArmy and DOD Headquarters believed belonged in thestatement of work (SOW). The clause also needed toaddress all Army elements such as the National GuardBureau, Corps of Engineers and Army Intelligence andSecurity Command.

It took 3 months working with all Army contracting or-ganizations and logistics, systems and legal representa-tives to pare down the clause to 3 pages of higher-levelpolicy. The trick was nailing down that policy, startingwith the name. Everyone knew this subject as “contrac-tors on the battlefield,” but we weren’t sending contrac-tors to the actual battlefield. The intent was to havethem accompany the force, not be soldiers themselves.

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The clause and other documents such as Army Regula-tion 715-9 are therefore known as Contractors Accompa-nying the Force (CAF).

Most of the clause’s “meat” is logistics and personnelpolicy and much was evolving from draft regulations,general officer messages and daily lessons learned. Theclause was being written while we were at war, fieldingsystems and deploying contractors. Key players wereaddressing daily deployment problems that focused ongetting contractors and soldiers to Iraq. After vettingthe clause with Army members and a few contractors,we finally agreed on content and proceeded throughchannels to DOD.

Getting the language nailed down was only half the bat-tle. We believed that, even though President George W.Bush declared the war in Iraq over, we still urgentlyneeded the clause because we continued to write con-tracts that required contractors to accompany the forcein a potentially hot zone. We began to process theclause for publication in the Federal Register as an “in-terim rule with request for comments” so it could beused while we collected and addressed public comments.

There were new challenges almost daily. It was a com-plicated path to determine which kind of Federal Regis-ter notice or rule we needed to use and who had the au-thority to process it. We experienced system problems,an annual report that caused a moratorium, research ofa dozen laws to ensure compliance and proper reportingto Congress and an Office of Management and Budgetreview “wait” period. Another 3 months ticked by.

Like most compromises, we ended up with an Armyclause that met everyone’s basic concerns, but it didn’tcontain all the issues that everyone wanted. However,in true American fashion, we found another solution:What we took out of the clause, we used as the basis fora guidebook. A smaller working group with representa-tives from the U.S. Army Combined Arms SupportCommand, AMC, the Army Contracting Agency andthe Army Procurement and Industrial Base Policy Officecreated a guidebook that offers information to help con-tracting officers, PMs and other requirements writersdecide which road to take on 20 issues. It also offerstemplate contract language that can be copied into theSOW, either tailored or “as is.”

The Army Procurement and Industrial Base Policy Officeis working to help solve ongoing operational, logisticaland contractual system support problems. It takes time,diligence, manpower, expertise and a great deal of coop-eration from many offices to get a contract clause inplace, even when everyone agrees it’s urgent. But here’shelp now. The Army CAF Guidebook, which also con-tains the text of the Army Federal Acquisition Regula-tion Supplement (AFARS) clause, is online athttp://dasapp.saalt.army.mil/Ind_base_policy/SAALPP_index.htm. It is still in draft format as of thiswriting while we address comments, but it should be fi-nalized by early September 2003. You may use it nowin draft format because it’s a guide. Once it is publishedin the Federal Register, you can use the AFARS clause.The Defense Procurement and Acquisition Policy Officeis also working on a Defense Federal Acquisition Regu-lation Supplement clause, and there is a draft CAFDOD Directive in the works that you can look forwardto in the future.

This article was written by Sharon Wisniewski, a Procure-ment Analyst on a developmental assignment in the ArmyProcurement and Industrial Base Policy Office, Arlington,VA. Her home base is the U.S. Army Tank-automotive andArmaments Command, Warren, MI. She holds an M.A.from Central Michigan University and is a long-time mem-ber of the National Contract Management Association.

Contracting Successes

Army Contracting Agency Southern Region.Charlene Allison, Chief, General SupportDivision, Southern Region ContractingCenter, and her team are recognized forthe accelerated award of a contract to enroll, screen and trainthe nucleus of a newIraqi Army.

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Hard at work are CharleneAllison, Contracting Officer,and Heven Ford, ContractSpecialist. Missing fromthe picture is Ralph Frick,Legal Counsel.

This competitive best-value award, estimated at $48million, was made in fewer than 30 days without protestusing a letter request for proposal and letter contract.The accelerated schedule was due to an urgent andcompelling need to begin recruitment of potentialtrainees in Iraq on or about July 1, 2003.

Joint Munitions Command and PM, ACWA. AMC’sJoint Munitions Command, in partnership with theProgram Manager, Assembled Chemical Weapons Alternatives (PM, ACWA), is recognized for awardinga competitive best-value contract valued at more than$1 billion for the chemical demilitarization (chemdemil) project at the Blue Grass Army Depot, Rich-mond, KY. The competitive best-value effort encom-passed full technical, management, past performance,cost and small business utilization evaluations thatwere completed in about 60 days. Contracting OfficerEmil Maslanka and his team are overcoming manychallenges as the chem demil project design phase isinitiated.

The Force XXI Battle Command Brigade and Below(FBCB2). FBCB2 is recognized for meeting its overallprogram goals to digitize the battlefield and continue tofulfill urgent mission requirements. Using the Alphacontracting process, Contracting Officer Alex Matejkaand Contract Specialist Michael Doelling awarded anunpriced instrument for $13.6 million in just a fewdays. It was for urgent requirements to support Opera-tion Enduring Freedom - Command, Control, Commu-nication and Computers. These efforts will increase sit-uational awareness and significantly aid tracking U.S.Military Forces in-theater. As a result of the Alpha con-tracting team’s efforts and use of creative contract incen-tives, the Army will realize reduction in costly proposalpreparation time and overall cycle time.

Looking for Career Broadening Opportunities?Then Look No More!

The Office of the Assistant Secretary of the Army for Ac-quisition, Logistics and Technology (ASAALT) is offeringdevelopmental assignments for all DA employees whoare GS-12 and Level III certified in the Contracting and

Acquisition Career Program (CP-14). Assignments arefor 6 months to 1 year. The formal developmental pro-gram is run through the Contracting Career ProgramOffice, which funds travel and temporary duty costs.

Currently, the ASAALT has three developmental em-ployees who will be happy to share their experience withyou. Please contact Linda Fowlkes [email protected].

For Contracting Career Program Office information,contact Sally Garcia at (703) 704-0112, or for Competi-tive Professional Development Program details, go tohttp://asc.rdaisa.army.mil/docs/programs/cp/FY04CPDAnnoucement.PDF.

In Memoriam

The Army Acquisition Support Center (ASC) staff issaddened by the sudden death of our colleague andfriend, Gregory Zyto. In his position as AcquisitionData Management Specialist, Greg was a valuable mem-ber of the acquisition community. He had more than 18years of dedicated service with the U.S.Army Soldier Support Command,the U.S. Total Army PersonnelCommand and the Army Acquisi-tion Executive Support Agency(now ASC). He joined civilservice after serving in theArmy as an Avionics Equip-ment Maintenance Supervi-sor and Administrative Su-pervisor. He retired fromthe Army as a MasterSergeant in 1984. Mr. Zytoconsistently earned high praisefor his distinguished achieve-ments within the governmentand ASC. He was a greatAmerican whose expertise, pro-fessionalism and commitmentto duty provided each and everyone of us a great example. Hewill be sorely missed here in theASC family.

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ARMY ACQUISITION, LOGISTICS & TECHNOLOGY

ISSN 0892-8657

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