ARMY AL&T
ensure that deploying units go into theater with initial COR training. Additional specialized training unique to the COR’s assigned contracts is accomplished in-theater, enabling the COR to effectively oversee contractor performance.
Professional Development The 413th CSB ended the second quarter of 2010 focusing
on the professional development of contingency contracting officers (CCOs). The quarterly training is based on three tenets: contracting, leader development, and warrior development.
COL Michael Hoskin, 413th CSB Commander, kicked off the training with an Army contracting transformation update and lessons learned from contracting and reconstruction in a wartime environment. Other specific contracting-related tasks involved a detailed focus on predeployment advance echelon operations, market research, and COR program training.
The brigade benefited from joint training opportunities with participation from the U.S. Air Force’s 15th Contracting Support Squadron, Joint Base Pearl Harbor-Hickam, HI, and the 1950th Contingency Contracting Team (CCT) of the Hawaii Army National Guard.
Predeployment Training The standards of conducting mission analysis, identifying requirements for deployment, and effectively preparing oneself and equipment for deployment helped CCOs provide imme- diate contracting support upon arrival in theater. In situations or exercises that allowed for site surveys and advanced liaison requirements, CCOs learned market research techniques to help them become better business advisors while conducting con- tracting support to tactical and operational forces.
Training CORs is one of the contracting officer’s many respon- sibilities to ensure the oversight of contractor performance. The COR training re-emphasized the critical skills that units nominating CORs must consider, including the technical aspects, monitoring frequency, and monetary value of the requirement, to ensure that the COR’s subject matter expertise and availability are commensurate with these factors.
The joint training provided substantial value as CCOs from dif- ferent services participated in an open forum panel that provided newly assessed contracting Soldiers with feedback from CCOs who had multiple years of experience. More than 30 percent of the CCOs assigned to the 413th CSB have less than 6 months’ contracting experience, making the discussion and the rest of the training even more essential.
Tools and Topics Throughout these classes, significant emphasis was placed on using Contingency Contracting: A Joint Handbook for the 21st
Combined training prepares CCOs to provide the best support possible to deployed forces. Here, 413th CSB Soldiers CPT Michael Deems (left) and MAJ Isaac Torres maneuver over the reverse climbing obstacle during training at Bellows Air Force Station, Waimanalo, Oahu, HI. (U.S. Army photo.)
Century. The handbook, a key training component and valuable resource, contains task checklists, training, templates, resources, tools, and other information essential for meeting the challenges faced by CCOs, regardless of mission or environment.
For leadership development, Hoskin reviewed manning and leadership opportunities for CCO career progression. SSG Artenillo Gutierrez, a CCO with the 617th CCT, Schofield Barracks, HI, emphasized the noncommissioned officer’s role. The brigade also used this training to ensure that every CCO understood the brigade mission-essential task list, operational mission, contingency support, exercise support, and the way ahead to achieve fully operational capability status.
Completing warrior task training requirements was another focus of CCO professional development. This quarter’s focus was training Soldiers on movement through an urban area, hand and arm signals, and room clearing. Additionally, all Soldiers participated in combatives training and a 13-station obstacle course.
The training concluded with an after-action review and an in-depth focus of CCO skills referred to as a “deep dive,” to maximize future opportunities that lend themselves well to collective training. Topics such as government purchase card, unauthorized commitments, and sole-source justifications will be featured in future scenario-based training.
MAJ Thomas Lutz is the Team Leader for the 617th CCT, 413th CSB, Schofield Barracks. He holds a B.S. in electrical engineer- ing from the University of Dayton and is working toward an M.A. in procurement and acquisition management from Webster University. Lutz is Level II certified in contracting.
OCTOBER –DECEMBER 2010 68
CONTRA C T ING COMMUNI T Y H IGHLIGHTS
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