Serves as the Deputy and Contracts Management Officer for the Area Support Group-Kuwait (ASG-KU) Operational Contract Support (OCS) cell, responsible for base operations and external theater contracts throughout the four Army Camps in Kuwait. Responsible for the oversight, management and the execution of 34 recurring contracts in support of one Security Forces (SECFOR) Battalion, one Engineer Battalion, one Base Support Battalion and eight Functional Detachments. Proactively anticipates USARCENT requirements in compliance with, the ASG-KU Commander's Intent pursuant to both recurring requirements and emerging OIR requirements budgeted at over $600M. Served as the K-BOSSS Team Leader, during the 2.0 Technical Evaluation (TE) for the pre-solicitation …show more content…
Completed the 3C course, implemented mechanisms in order to eliminate operational inefficiencies by the reducing OCS processing timelines. Completed the SPO Phase I and slotted for the classroom instruction portion for phase II, upon redeployment. Lifetime learner and a force multiplier to the organization and the Army.
Responsible for the morale, health, training and welfare for a staff of three officers and a 38 soldiers assigned to the 30th BSTB. Empower subordinate to focus on mission accomplishment by incorporating external resources and capabilities. Develop working relationships with outside agencies and COR's based on trust and professionalism. Lead the KBOSSS re-compete technical evaluation team throughout the re-compete process at Army Contracting Command, Rock Island. Serve as the XO for the 30th BSTB
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Create an environment free from operational toxicity stemming from sexual assault and harassment. Mentor and all junior officers within the sphere of his influence through professional development sessions and counseling. Lead by example, display a positive attitude and foster esprit de corpse attitude within the team.
Created a positive work environment with zero tolerance for sexual assault, sexual harassment or equal opportunity related infractions. Conducted monthly OPD sessions with 19 junior officers related to the seven Army values. Enforce high standards of discipline. Developed a unit esprit de corps around the HYDRA insignia for the 30th BSTB creating a world-class organization, sustaining uninterrupted logistics for USARCENT and tenant organizations in support of 12,000 personnel throughout Kuwait AOR.
Continue to identify ways and means the OCS staff and myself can improve. Establish daily battle rhythm for recurring events and meetings within the OCS cell. Improve the tracking and management system to streamline the transition in a complex and in-flux contractual hierarchical environment. Ensure all reoccurring contracts have no lapse in service for the over 10,000 deployed soldiers, civilians, and contractors within the Kuwait AO. Ensure successful technical evaluation for K-BOSSS re-compete
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
While many of these changes include the advancements in technology and ingenuity, nothing can replace the rich history, proud culture, and bright future of the NCO Corps. Though several additional factors doubtlessly play roles in the strength and continuity of the corps, I do not believe any have contributed to the extent of the solid rank structure, efficient training network, and passionate NCO Creed. These elements have worked together in continuously strengthening and molding the NCO Corps, and they will remain building blocks that will project the Army into the
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
During her tenure, she continuously thrived by the management of consolidated dining facility, comprised of two Armored Brigades and one separate ISO 4,200 Soldiers. Also, she was responsible for the implementation of 20 Food Service SOPs, 20 PLT/CO STX to include the operational success of the NTC rotation 13-04. In addition, she continued to excel in her personal development by her active enrollment in PME, in pursuit of a bachelor’s degree in Transportation and Logistics. She also willing volunteered for a 9-month WIAS Tasker to Qatar. From December 2015 - February 2016 she deployed forward to the CENTCOM AOR, assigned to the Area Support Group Qatar. She was responsible for the oversight of a $3.5m dollar food service contract. Her overall duty performance was assessed as outstanding, she was able to increase the overall Food Service productivity level by reconciling excessive waste of $35k, redistribution preposition CLI and accredited for $450k in maintenance cost
... of the problem or coming to the attention of the toxic leader? In truth he does not, keeping documentation of personal experience is about all he can do, it will require many courageous officers doing this same thing, and coming forward as a group, to hope to affect any positive impact upon the situation. Moreover, such actions will, given the distrust engendered in a toxic working environment, likely be perceived by the receiving authority as ‘mutinous,’ or, equally ironic, as placing individual interests ahead of those of the agency.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
Sexual assault in the military has become one of the most controversial of all issues that have been discussed over the years. The topic has received extensive media coverage and has contributed to multiple media scandals. According to a Newsweek report done in 2011, women are more likely to be assaulted by fellow soldiers than killed in combat. The Department of Defense estimates approximately 19,000 sexual assaults occur per year amongst military personnel. That number is stifling considering that in the last year only 1,108 troops filed for investigation, and of those only 575 cases were processed. Out of the 575 processed cases only 96 went to Court Martial. Obviously from the numbers, sexual assault is a serious issue in the military. Much like in the civilian world there is bias when it comes to the guilt or innocence of the attacker, as well as the validity in the accounts of the accuser. I believe that the system in place may inadvertently contribute to the continuous rise in sexual assaults and that if this system isn’t fixed quickly, it will be detrimental to the organization as a whole. Sexual assault has seriously negative impacts on service members and their families. That impact carries over to their work, limiting mission readiness, and undermining national security.
Sexual Assault in the military has become an uprising problem. Within the military community, the term sexual assault carries a meaning that includes everything from violent sexual acts such as rape and forcible sodomy, to assault with intent to commit rape, unwanted sexual touching or attention and being a witness of the crime and not reporting it. Although most believe those who commit such heinous crimes are usually a person or persons with a violent record, violence is not a prerequisite for sexual assault. Once a service member becomes a victim of sexual assault, they become much more than a victim of just the crime itself. They fall victim to their own thoughts, never being able to trust their chain of command again, jeopardizing careers
Spokane Industries has contracted Franklin Electronics for an 18 month product development contract. Franklin Electronics is new to using project management methodologies and has not been exposed to earned value management methodologies. Even though Franklin and Spokane have worked together in the past, they have mainly used fixed-price contracts with little to no stipulations. For this project, Spokane Industries is requiring Franklin Electronics to use formalized project management methodologies, earned value cost schedules, and schedules for reports and meetings. Since Franklin Electronics had no experience with earned value management, the cost accounting group was trained in the methodology in order to bid for the project.
“Operational design is a journey of discovery, not a destination.” Operational design provides a framework, with the guidance of the Joint Force Commander (JFC), that staffs and planning groups can use to give political leaders, commanders, and warfighters a comprehensive understanding of the nature of the problems and objectives for which military forces will be committed, or are planned to be committed. Furthermore, operational design supports commanders and planners to make sense of complicated operational environments (often with ill-structured or wicked problems), helps to analyze wicked problem, and devise an operational approach to solve the problem in the context of the operational environment.
Headquarters, Department of the Army (29 August 2007), FM 3-11.20 Technical Escort Battalion Operations, pgs 1-1 thru 2-14
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Running head: ARMY CAREER TRACKER PROGRAM 1 Army Career Tracker and Development Leaders from the Distance Hector Y. Villegas Senior Leader Course 15K4O ARMY CAREER TRACKER 2 Abstract This paper briefs us about the Army Career Tracker (ACT) a web-based leader development tool that integrates training, assignment, military and civilian education path, related to the Soldier Career Manager Field (CMF). On this website/development tool, the Soldier can create and manage short and long-term goals using the Professional Development Model (PDM). The PDM serve as a professional
specific tasks. Both the battalion chief and the administrators are very vivid in conveying information. They avoid slang and use simple vocabulary to avoid misinterpretations. In fact, their methods of presenting information were somewhat comparable to a TEDx presenter. In my brief experience with them, they used diligence and gave examples to communicate to their team. There method of communication is simple enough for anyone to