From the front: reports from LCDR John Clark

Contingency Contracting Alpha Report 31 JUL 04

Greetings from theatre ...

I am now at Camp Taji. There's a good description and history of the Camp at http://www.globalsecurity.org/military/world/iraq/al-taji.htm.

I arrived late last night (2300) via CH-47 Chinook from Baghdad International Airport (BIAP). The Chinook trek was, shall we say, "interesting." Taking trips in Blackhawks at 70 or 80 feet above ground is one thing ... doing the same thing a few feet up in a Chinook is even more interesting. The defensive posture is just short of offensive ... if the bad guys jump, we have what it takes to jump higher, figuratively speaking.

Before departing BIAR two intense mortar rounds shook the immediate vicinity; same thing upon arrival at Taji. I was a bit reluctant to traverse the skies with last night's 7/8 of a full desert moon ... but the mission quelled that reluctance.

When I arrived at BIAP the local senior Contracting Officer (KO) was turning over to the next 90-day Air Force local KO. Accordingly, several of the Baghdad-area KO's were on hand for a turnover shake and bake (my own attempt at a humorous pun). So ... I capitalized on the opportunity to meet and greet, as well as gather intel on where I was headed.

We have also gained a full-bird 0-6 area coordinator.

In my contracting office, we have what appears to be a stellar crew of Marine and Army professionals ... two Staff Sergeant USMC, and a First Sergeant USA, along with a Specialist USA. They are working wonders ... with much more in store. When I arrived late last night, they were wrapping up the day's work. All this and a paycheck, too (yesterday was payday ... somewhere in the world). I also have an on-site translator to assist with bids and general communications.

Living conditions are sparse, but better than living in tent city. Sand, dirt, and powdery grit is, quite literally, everywhere. The heat is akin to using a body-sized hair dryer while standing in front of an open oven at the back end of an exhaust generator while watching the beautiful colors of a particulate blast furnace at point-blank range. Nights are not as bad ... for the heat. But the dust. sand, and grit is a continuous assault.

Interestingly, I can already feel the time flying by ... there's not much time for anything else except working. The ICP position, both Outfitting and ShipAlts were a good prep for coming here. Everything has to happen NOW. I am feeling the rumblings of shipboard life somewhere along the way ... except ... this time my contracting warrant is $5 million ... and not the twenty-five grand they blessed me with on the ship. More to follow.

Contingency Contracting Bravo Report 20 SEP 2004

At 108 degrees Fahrenheit, the days are getting cooler, and the desert nights are actually becoming crisp ... something not seen in these parts since early February. Despite the waning temperatures, the tempo of the contingency contracting officer (CCO) operations in Taji, Iraq, continues to blaze forward.

With over $45 million in contracts awarded since May of this year, the staff in this combat zone 20 kilometers north of Iraq has proven to be a critical logistics link in the enormous quality-of-life improvements and overall reconstruction efforts of Camp Cooke, Taji.

Newly promoted Gunnery Sergeant Daniel Baker, the office Procurement Chief, has seen the full spectrum of procurement requests. Indeed, over the last four months, requests have included everything from shrapnel barriers, small trailers, generators, and numerous building renovations, to name only a few of the purchase request and commitments (PR&C). "It's all in a day's work," he says matter-of-factly. And, despite the occasional mortar explosion, GySgt. Baker insists the environment is "not a stressor."

Across the small trailer where the Gunny works, Staff Sergeant Donald Jones complements GySgt. Baker in the massive task of rebuilding Taji. Focused exclusively on construction contracts, SSgt. Jones is the type of Marine who breaks out the Federal Acquisition Regulation for "a little light reading." That light reading pays serious dividends via improved office policies, as well as ensuring the office runs as a tight ship.

Interestingly, GySgt. Baker and SSgt. Jones hail from the same unit in Okinawa, Japan, 3rd Force Service Support Group. Originally from Las Vegas, Nev., GySgt. Baker is no stranger to the intense heat. Likewise, a veteran of operations in the central Europe, SSgt. Jones brings high-tempo field contracting experience to the table. Together, the two face a daily onslaught of end-users, vendors, senior commanders, and the imminent threat of incoming mortar fire.

In a small trailer adjacent to the Marines' trailer, two Army soldiers help complete the process of contract administration and vendor payment. Sgt. Murphy, now well versed in the operations, along with SSgt. Patrick Bennett and Specialist Gadia Israel are TDY, or, as the Army calls it, OPCON, to the Contingency Contracting Office. Documenting follow-up communications, preparing follow-up paperwork, filing documents, and interfacing with customers is a never-ending task for both soldiers. Additionally, they are responsible for retrieving vendors at the gate, and then taking them to get paid at the local finance office. Thus, it's a true-blue (or purple) team effort.

Indeed, the CCO Office in Taji, Iraq, is truly a joint operation. As the Chief Contingency Contracting Officer in Taji, I remain hopeful the Baghdad office will soon send at least one Air Force contracting officer to this location. The mix of services is not only an opportunity to learn about the respective sister services; it's also a necessity when Army and naval jargon and acronyms are bandied about. Is it a latrine or a head? What's a battalion, and is the commanding officer a major or a captain ... O-6 or O-3? That's important!

As a contracting officer, educated and trained at the Naval Postgraduate School, I have gained superlative insight into the real world of contingency contracting operations.

Indeed, I can vividly remember the academic debates on Government Accounting Reports, civilian/contractor-run logistics, and whether the cost was worth the purported benefits. The demands of the mission remain paramount and very real, notwithstanding the academic rhetoric.

Buildings have been refurbished at a phenomenal rate; CCO awarded, quite literally, millions of dollars in contracts for this effort. Shrapnel barriers have been erected throughout the camp; CCO awarded multiple millions for this requirement as well. Until August of this year, generators were the only source of power in this camp; CCO awarded numerous contracts for generators, as well as the contracts to transition the camp from generator power to "prime" power plant power.

As the push for freedom in this area continues, I am continually impressed with the Army's ability to adapt and succeed at the stated mission. The area units, comprised of both active and Reserve brigades, have also spent CERP (Commanders Emergency Response Program) funds in the local community. CERP funds are resources American commanders spend on projects that will provide rapid improvements in the surrounding community and area of operations (AO). More loosely regulated than appropriated funds, CERP allows area commanders greater latitude in gaining the immediate trust and appreciation of the community. Money talks ... all languages.

This program complements the mission of the CCO, which is twofold: 1) Obtain quality material, services, and construction for AO units; and 2) Spread American dollars into the AO, helping to build the Iraqi economic infrastructure. In this AO, the combined efforts appear to be working. Area residents are much more amiable than when 1 st Cavalry Division arrived here earlier this year. Despite significantly negative coverage in the mass media, there is tremendous Iraqi support for the coalition forces.

In my interactions with area vendors, as well as the staff linguist (interpreter) we have on contract, I make it a point to ask probing questions regarding community support. The numbers have grown increasingly positive, up to a 90 percent "approval rating" for the coalition force. I subsequently asked if the 90 percent was willing to discuss the benefits of democracy with the other 10 percent. Understandably, the response was less-than-enthusiastic, primarily because of the nature of the respective ideals.

When the 90 percent want to promote change, opinions, costs, and benefits are discussed.

When the 10 percent wants to fight change, mortars fly, people die, and the saga continues.

As each of our respective departure dates near, the CCO staff and I have a bittersweet feeling of achievement. Our efforts are readily evident in the newly refurbished buildings, acres of concrete, pods of portable light sets, and the multitude of smaller yet equally important projects. Feelings of accomplishment are nice. Most importantly, though, we look forward to passing the baton to another crew, another fiscal year, and, God willing, another safe trip home.

LCDR John Clark previously served as the Nuclear Customer Service Officer at Naval Inventory Control Point Mechanicsburg. Afloat sea tours include Supply Officer, USS San Francisco (SSN 711) and Disbursing and Food Service Officers on USS Holland (AS-32). Other shore tours include Naval Postgraduate School, Monterey, Calif., and Naval Air Station Corpus Christi, Texas.

COPYRIGHT 2005 U.S. Department of the Navy, Supply Systems Command
COPYRIGHT 2005 Gale Group