SUPPORT FOR VICTORY SOUTH


Te first insight, to merge successfully the units had to synchronize different orga- nization and experience levels into one command structure, and that required clear and concise communication, flexi- bility and ways to mitigate risk. Te 923rd Contracting Battalion command team decided to place key leaders from each unit together, combining assessed strengths from the limited available personnel for key positions to mitigate risk from lack of experience.


Te battalion then task-organized into four elements: two administrative contracting officer teams, a theater contracting section, and a staff element. Initially, there were


two procuring contracting officers with level three (advanced) warrants, with another obtaining an under-simplified acquisition threshold warrant approxi- mately three months into the deployment.


A warrant is a contracting officer’s certif- icate of appointment, which expressly states the dollar thresholds up to which the warranted contracting officer may sign and obligate money on behalf of the government. It assures the public that the contracting officer has authority to enter into, administer or terminate contracts. Procuring contracting officers receive warrants from their respective agencies to issue legal contracts between the U.S.


government and the contracting entity. Te administrative contracting officer is responsible for monitoring, evaluating and documenting contractor performance within authorities set by a procuring contracting officer.


In six months, the theater contracting team executed 30 contracts, valued at over $6.5 million, and provided administration for 47 contracts, valued at over $15 million. The administrative contracting teams managed numerous sites across multiple countries and managed a combined port- folio of over $380 million.


However, this only captured a portion of the workload required of a contracting battalion headquarters. Integrating into the 409th CSB’s battle rhythm required multiple briefing requirements, prepara- tion and updates for current, planned and possible future contract actions. Limited personnel covered both contracting and staff functions. Initially falling in on outdated tracking methods, one prior- ity was to revamp an internal contracting tracking system, which allowed the team to clearly articulate to senior leaders the status of the working and awarded contracts, which enabled leaders to make informed decisions and lowered risk.


ON THE WAY


Lt. Col. Randy Garcia, 923rd Contracting Battalion commander, speaks to Soldiers and family members during a color casing ceremony before deployment to Romania, Aug. 10, 2022, at Fort Riley, Kansas. Once in Europe, they would be joined by Soldiers from the 922nd Contracting Battalion from Fort Campbell, Kentucky, to provide contingency contracting support. (Photo by Maj. Mark Mayor, U.S. Army)


84


Army AL&T Magazine


Fall 2023


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