EXPANDING HORIZON
Upon
arrival in
theater, the battal-
ion immediately postured itself to accept requirements and streamline the processes necessary to provide high- quality, responsive contracting support for requirement owners, transforming RCC-Capital into a customer- focused organization. “Having the right people here is the most important factor, and Expeditionary Contracting Command – Afghanistan has done a great job resourcing RCC-Capital with smart and qualified military and civilian personnel,” said Anderson.
Building a rapport with customers, including CSTC-A requirement own- ers,
is a component of RCC-Capital’s
model to make it the “go to” organiza- tion for finding the right contracting solution in the capital region. An empha- sis on contracting practices in accordance with regulations and policy underscores the organization’s reputation for being straight shooters who work with custom- ers to develop an acquisition strategy that will meet mission requirements.
“Safeguarding these resources [appropria- tions] will maximize the U.S.’s ability to successfully accomplish the Resolute Support Mission to build a safe, stable country that addresses the needs of its people and eliminate safe havens that breed terrorism,” said Worshim.
Within the next several years, the CSTC-A team plans to transition the procurement of
READY TO RESPOND
Mark-81 bombs destined for A-29 Light Attack Craft are inventoried and loaded onto Afghan National Army trucks for delivery to ANDSF bunkers. While the battlefield environment changes frequently, ECC leadership has developed a responsive contracting structure capable of multifunc- tional mission execution without the need for complex staffing adjustments or realignments. (U.S. Air Force photo by Capt Kevin M. Limani, CSTC-A)
in 2012 to create a contingency contract- ing administration services (CCAS) cell at its headquarters with these new missions in mind. Te command’s CCAS cell has developed a two-week CCAS course at Rock Island Arsenal, Illinois, for 51Cs and 1102s (noncommissioned officer and civil- ian contracting specialists, respectively) deploying to the U.S. Central Command area of responsibility to train and guide personnel with this mission, but it will be up to the Soldiers and civilians deployed post-2015 to make it work.
requirements to GIRoA for cradle-
to-grave execution and management. In the interim, RCC-Capital provides the contracting solution for acquisition plan- ning and execution within ECC-A for CSTC-A.
CELL DIVISION Another example of the expanded role of contingency contracting is the U.S. Army Contracting Command (ACC) decision
48
On Jan. 9, 2016, COL Daryl P. “Rick” Harger, commander of ECC-A, accepted the transfer of authority for contract administration over six legacy contracts with performance in Afghanistan from LTC Freddy L. Adams, commander of Defense Contract Management Agency (DCMA) – Afghanistan. Performance of
the contract administration func-
tion over these first six legacy contracts, which include the two largest contracts
being performed in Afghanistan, with a combined contract value exceeding $16 billion, will be augmented over time by more than 100 additional contracts awarded by ACC.
According to Harger, “Tis CCAS mis- sion will
represent a departure from
the CCAS mission being currently per- formed in Kuwait.” Te Kuwait CCAS mission was formulated using a battalion manning structure, with all personnel dedicated to performing just the CCAS mission. In Afghanistan, the CCAS mis- sion is assigned to the RCCs, with some of the personnel “dual-hatted” to execute either contract awards or contract admin- istration as needed.
“Tis will allow us to utilize the synergy between the pre- and post-award func- tions, and to cover surges in either arena with any excess capacity from the other,” said Harger. “We’re one team, one fight; it’s a two-way street.”
Army AL&T Magazine April-June 2016
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