happy birthday usomausoma.org/content/newsletter/usoma newsletter-9 nov 2012.pdf · as j6,...

Newsletter Date

1November 2012

Volume 1, Issue 1I

Featured inside this

issue:

A message from the

USOMA President

FM in PACOM AOR

1

1

Integrating Institu-

tional Capacity- Ma-

2

Your 2011-2012

Board of Directors

3

Joint Base Strategic

Basing

3

Committee Chairs

Events—Trish Socha

Membership– Charles Ely

Newsletter Staff

Editor in Chief-Marc Wilson

Board of Directors

Al Whittle-Chairman

Donna Dacier-President

John Davenport-Vice President

Trish Socha-Vice President

Kenneth Pittman-Treasurer

Marc Wilson-Secretary

TIME TO RENEW

Happy Birthday

USOMA

We look forward to our Annual Meeting which will be held at Fort Belvoir

on November 15th. For those of you who can’t attend we, will offer you an

opportunity to attend via ―Go To Meeting‖ teleconferencing. My goal is to

leverage the collective experience and skills of our membership for the

benefit of member growth and progress toward development of the organizational capabilities

that will enable us to meet the purposes outlined in our ByLaws. I look forward to sharing the

highlights of our draft Strategic Plan and opening a dialogue with you so that together, we, the

membership of USOMA, together can move our excellent Association to the next phase.

A message from the President

I got a chance to catch up with Col Tim Burns who is currently assigned in

Hawaii with the United States Army Pacific Command as the Division Chief

for Force Management. I met Tim while deployed. Tim was in Iraq.

I asked Tim what major differences did he see in comparison from a FM standpoint between the CENT-

COM and PACOM AORs?

Col Burns: There are several major differences with the world’s 3 largest economies, 4 most

populous countries and 7 of the world’s largest Armies, Phase 0 is of extreme importance.

From an FM standpoint, we must balance the structure to not only execute the different

OPLANs but also execute a robust theater security cooperation plan. Impact of a conflict in the

Pacific will be much greater on the world’s economy than in the CENTCOM AOR—which is

why ―SHAPE‖ is the CG’s own LOE (Line of Engagement) and a top USPACOM priority. The

diverse environment across the Pacific makes equipping more of a challenge, because the envi-

ronment includes Arctic in AK to tropical in HI to extreme terrain in Korea. With Theater

Committed forces in Korea and Japan, we are guests giving the US limited flexibility with weight

of vehicles on the roads (tanks, MRAPS) and frequency spectrum management (CS 13, Grey

Eagle). Just the distance across the USPACOM AOR is greater (9K miles) and is water vs. land

which makes all logistics even tougher.

I asked Tim what impact can FM have or is having on operationally shaping the PACOM AOR?

Col Burns: FM is making a huge impact on setting the theater. With a new USPACOM Com-

mander who understands the Army capabilities and with the Army actually available (vs last 10

years) we are the lead effort for setting the structure to support the USPACOM Commander’s

demand signal. Some of the high points include: (1)Theater JFLCC (for the whole theater—not

just portions such as Korea. (2) 3 and 2 Star operational JTFs and JFLCC Hqs. (3) 3-Star JTF

Homeland Defense. (4) Establishing a Joint Pacific Multi-National Regional Capability for training

(fixed and exportable CTC experience in the Pacific). All of these are part of the engagement

strategy with the majority of the 36 different nations in the Pacific. Since 21 of the 27 Defense

Chiefs are Army Officers, they want to work with the U.S. Army.

Integrating Institutional Capacity

Our association comprises a network of organizational managers whose professional duties are often directly

tied to designing US military and civilian organizations. As a Force Management Officer working for US Af-

rica Command (AFRICOM), my responsibility is planning and programming resources for foreign partner

military organizations through Security Cooperation and Security Assistance frameworks. These international

relationships yield different expectations and performance-based standards. Within our own organizations,

organizational managers can rely upon institutions poised to support all aspects of creating formations. We

take for granted procurement, sustainment, training, personnel, and financial management systems. These

seemingly interconnected, transparent systems are often missing or significantly under-resourced within for-

eign governments, especially in Africa. Yet, these institutional requirements are the most demanded remedy to

turn near term strategic gains in building partner capacity into long term security and stability. Using AFRI-

COM as the primary example among Joint Combatant Commands (COCOM), this article focuses on how to

facilitate institutional design (ID) to encourage partner capacity growth.

Since 2008, AFRICOM has built a network of willing and capable partners with successes in counter-

ing violent extremist organizations, enhancing regional cooperation, and building capacities. Each success is

really one small increment though. Whenever the command conducts a training exercise, sends officers to a

senior service college, engages with a naval unit during Africa Partnership Station, or writes a disaster man-

agement plan, investments are being made in the rank and file of partner nations’ armed forces and civilian

agencies. They represent the junior and senior leaders with potential to realize the beneficial goals, but are not

key decision makers within their own militaries to follow through in achieving those goals. Therefore any

gains are slowly absorbed if the partner’s defense institution does not employ them where their education

could lead them. Realistically, though, numerous nations have serious flaws in their abilities to manage rou-

tine functions of a national defense institution from strategy development to programming resources. Conse-

quently, those flaws have drastic impacts on

UNITED STATES ORGANIZATIONAL MANAGERS ASSOCIATION

Continued on Page 5

2011-2012 Board of Directors (BIOs)

Your 2011-2012 Board of Directors:

Chairman of the Board: COL (Ret) Al Whittle ([email protected] )

President: MG (Ret) Donna Dacier ([email protected] )

Vice-President: LTC Trish Socha ([email protected])

Vice-President: Mr. John Davenport ([email protected])

Treasurer: LTC Kenneth Pittman ([email protected])

Secretary: COL Marc Wilson ([email protected])


Donna L. Dacier (MG Retired) President

MG Donna Dacier, U.S. Army (Ret.), brings over 34 years of experience as an Army communications officer and senior

leader. She has provided executive leadership of small to large-size organizations, including tactical and strategic tele-

communications and data networks providers in Southwest Asia, where she oversaw the operations and expansion of

the largest wartime military communications network. MG (Ret.) Dacier also served as the Army’s Senior Communica-

tions Officer, Chief Information Officer, and Designated Approving Authority for the US Army Pacific command, as well as J6, JTF-Homeland Defense, US PACOM. In addition to her expertise in the telecom/information technology domains,

MG (Ret.) Dacier has extensive experience at the Departmental level in strategic planning, force management and organ-

izational design, the Army and DoD requirements and resourcing processes, and program analysis and evaluation of

Army programs. MG (Ret.) Dacier graduated from the Industrial College of the Armed Forces, earning an MS in Na-

tional Resource Strategy and an MS from Boise State University in Instructional and Performance Technology. She re-

tired from the Army as a Major General, and is a veteran of Operations Enduring Freedom and Iraqi Freedom. Dacier, a

resident of Riverside, CA, is President, IZ Technologies, Ashburn, VA. She received an appointment last year to serve as

a Member of the California Veterans Affairs Board and was recognized by the US Army Chief of Signal as a Distinguished

Member of the Army’s Signal Regiment.

Al Whittle (COL, Retired) Chairman of the Board

COL Whittle was admitted to the Army Force Management Hall of Fame in May 2008 based on accomplishments during

more than fifteen years of Army Force Management experience at every level from installation to Hq, Department of the

Army. He served on several special studies that resulted in changes to the Army’s composition and direction. He led the

team that developed the concept for the US Army Reserve Command, designed the HQ, and established the Office of

Deputy Chief of Staff, Force Development. He also led the team that implemented the Light Infantry Division concept

and activated the 10th Mountain Division while developing concepts and processes still used to manage force changes in

the Army. Other military experience includes combat service with the 1st Cavalry Division (Airmobile) and the 82d

Airborne Division as well as stateside assignments with 101st Airborne Division and as the first G3 of the 10th Mountain

Division at Ft Drum. After Army retirement, Colonel Whittle consulted with various DOD Agencies for several years

on organizational and business process improvement projects. Military awards include: Combat Infantry Badge, Ranger

Tab, Parachute Badge, Legion of Merit (3), Bronze Star-Valor, Bronze Star Meritorious (2), Defense Meritorious Service

Director’s BIOs

Continued on Page 4

The Board of Directors is responsible for

operations of the Association in the best inter-

ests of the Membership and is generally con-

cerned with policy and oversight. The Officers

(selected from the Board and directed by the

President) are responsible for the day-to-day

operations.

In November, the terms (IAW the By-Laws)

for Al Whittle (Chairman of the Board) and

Marc Wilson (Secretary) will expire. They are

both in one-year term positions. Marc Wilson

(Secretary) will not seek another term. Chuck

Coursey (Vice-President) resigned his position.

Trish Socha has assumed his position for the

remainder of the Vice President term.

2011-2012 Board of Directors (Continued from page 3)


Trish Socha, (USAR-Active) Vice-President

Lieutenant Colonel (LTC) Trish Socha is an Active Guard Reserve (AGR) Officer currently serving at the Office of the

Chief of the Army Reserve (OCAR) on Fort Belvoir as the Plans and Policy Officer. Prior to this assignment, LTC Socha

served in Kabul, Afghanistan working in her functional area Force Management. She was the Deputy Police Force Inte-

gration Officer. LTC Socha re-joins the USOMA BoD with over 10 years of working experience in the force manage-

ment world. Her first force management job was with the Eight United States Army in Korea, where she was heavily

involved in assisting in transforming them into a modular force. On return from Korea, she was assigned to the US

Army Reserve Command where her primary focus was on equipping the force. Later she was awarded the opportunity

to serve as a RAND Fellow where she continued to strengthen her force management skills. Trish has a BS from Arkan-

sas Tech University in Russellville, Arkansas and a MSM from Southern Nazarene University. She is married to LTC

Frank Socha and they live with their two daughters, Heather and Ann Marie in Woodbridge, Va.

Director’s BIOs

John Davenport(COL Retired, Presently-GS-15) Vice-President

Mr John Davenport has been the Deputy Director for Force Management, Office of the Chief Army Reserve (OCAR)

since 2006. He began his force management experience as then Major Davenport, the Medical Organizational Integrator

at the Unites States Army Reserve Command, followed by assignments in Full Time Support (FTS) at both USARC and

OCAR, and then as Force Programs Branch and Division Chief. He completed over 32 years of commissioned service as

a Colonel with assignments as the OTSG Deputy Director of the Medical Reengineering Office, and then as HQDA G-3

FM Initiatives Division Chief. He culminated his military career as a Retiree Recall, serving as a Senior Strategic Planner in

the Office of the Assistant Secretary of the Army Manpower and Reserve Affairs (ASA-M&RA). John has a BS and MS

from Eastern Kentucky University and an MS from the Army War College. His military awards and recognition include

receiving the Order of Military Merit, Meritorious Service Medals w/OLCs and the Legion of Merit. He is a member of

several organizations including AUSA, MOAA and the Reserve Officers Association, serving in the latter as an Army

member of the National Executive Committee. He and his wife COL Judi reside in Springfield, VA.

Marc Wilson (USAR-Active) Secretary

COL Marc Wilson is an Army Active Guard Reserve (AGR) Officer assigned to the 9th Mission Support Command in

Hawaii as the Pacific’s USAR Defense Coordinating Officer. COL Wilson returned from a deployment in Afghanistan

as the ISAF Joint Command’s Campaign Resources and Capability Development Coalition Team Chief and Lead Force

Manager in Kabul, Afghanistan. Prior to Deployment, COL Wilson was assigned to the Office of the Chief of the Army

Reserve (OCAR) as Branch Chief and Force Integrator for the United States Army Reserve Joint/DoD Mobilization

Table of Distribution (MOBTDA) authorizations. COL Wilson joins the USOMA Board of Directors with broad ex-

perience both in the military and corporate America. He has served at echelons below and above Corps. He has served

on Headquarters, Department of the Army Staff, Army Secretariat Staff and with the Multi-National Coalition–Iraq.

COL Wilson has also been a member of the Acquisition Corps since 2003 and Level III certified in Contracting and

Program Management. His experience in the corporate sector is equally as diverse. Marc has worked at middle to sen-

ior management level in various operations and sales positions within the food, automobile rental and merchandising

retail industries. He served as Vice- President of Programs with the American Production Inventory Control Society

(Greater Detroit Chapter) and was President and CEO of Rafiedine Inc. and Midwest Master Distributor for Aqua Ba-

bies ®. Military awards include: Iraqi Campaign Medal, Afghan Campaign Medal, National Defense Service Medal, Global

War on Terrorism Medal, Army Meritorious Service Medal (5), Army Commendation Medal(3), NATO Medal, US Para-

chute Badge, German Parachute Badge. Marc has a BA from the University of Detroit-Mercy and a MSA from Central

Michigan University. He is a graduate of the Army War College and also holds a Masters Strategic Studies. Marc and his

wife Gayla currently reside in Honolulu, Hawaii and have three daughters (Breana, Trinity and Juliana).

CORPORATE MEMBERSHIIPS:

USMOMA is proud to welcome EMS and Calibre as Corporate Sponsors.

Companies interested in becoming Corporate Sponsors may contact

Al Whittle: [email protected] or

Donna Dacier: [email protected]

previous gains when institutions fail. Recognizing this, AFRICOM generated the right forum for pool-

ing ideas to promote ID by hosting the first Defense Institution Building in Africa (DIBA) conference on 27-

28 June, 2012. Participants included the Ministry of Defense Advisor program (MODA), Defense Institution

and Reform Initiative (DIRI), Defense Institute for International Legal Studies (DIILS) and Department of

State’s Africa Bureau.

The DIBA conference resulted in two focus areas for creating positive ID trends. The first area is to

consider institutional design as separate line of effort in a theater campaign plan (TCP). More weight and re-

sources would be provided to achieving ID if it is a distinct part of the overall plan. Tangentially including ID

in various aspects of the plan only offers to the enablers a fleeting glimpse of attention. For AFRICOM itself,

adding ID as an LOE would be reflective of assessments and changing conditions on the continent, particularly

following the Arab Spring and achievements in Somalia. Libya is a quintessential example. By completing

objectives to protect civilians during Operation ODYSSEY DAWN, AFRICOM brokered effects that rendered

opportunities to reconstitute a functional government. Given the existing deadly terrorist capabilities in Libya

and required changes in US policy and laws to permit a new relationship with Libya, it would be a catastrophe

to not introduce a balanced plan for engagement that includes institutional design. Considering how rapid en-

vironments can change, the command has a great entry point into generating new troop and funding resources

to gain influence over the direction of the type of militaries being formed under new governments across Af-

rica.

Focus area two recognizes that the US cannot conduct deliberate ID in all countries. Differences exist between

a country’s willingness to receive security assistance through traditional activities and implementing institu-

tional changes. One might look to the Foreign Policy’s 2011 failed state index and see more than half listed

are African, thus demanding increasing activity. However, ID is a decades-long process. Rushing too much

now inalterably affects good relationships with partner nations that provide support to American interests, but

(cont. from p2) Newsletter Title UNITED STATES ORGANIZATIONAL MANAGERS ASSOCIATION

Continued on Page 6

Why ―The Mentor?‖


manage their institutions in ways that leverage their own management practices. For example, AFRICOM

continues to invest hundreds of millions of dollars to train and equip Ugandan land forces to defeat Al Sha-

baab, but does not allocate resources to improving Uganda’s military budget programming institution to enable

their government to be less materially dependent on the US, even though the both governments share the same

interest. From a policy perspective, this is an adequate relationship because Uganda’s military is well posi-

tioned to ensure regional security and stability while promoting rule of law, respect for human rights, and civil-

ian authority. Yet, ID changes are becoming visible. Though not a direct line of effort in any campaign plan,

the Ugandan military has stood up its own Security Cooperation Office to purchase Excess Defense Articles

from the US. This change demonstrates how close relationships promote new ideas among our partners that

act in concert with ID, but are not directly implemented. Focus area two should not compare US institutional

management traditions to partners’ institutions. The resulting contrasts would serve no purpose except to

breed impatience, or worse, hostility and circumspect. Rather, this focus area should remind all stakeholders

to bring forward what is acceptable and absorbable to the partner nation. AFRICOM’s DIBA conference ful-

filled expectations to harness knowledge from within the US government by generating two focus areas to im-

prove institutional design. One, COCOMs have a large role in projecting institutional capacity by deliberately

integrating ID into campaign planning. Two, stakeholders should recognize the differences between offering

those partner nations which need ID now and those that do not. Organizational Managers should not expect a

capacity building plan established for one country to duplicate results in other countries. Each partner has cer-

tain nuances that change problem sets requiring adaptable approaches. Nevertheless, each COCOM offers op-

portunities to shape stability and security through partner capacity building at the institutional level.

About the Author

Major Michael DeCicco is currently the Uganda, Burundi, and Rwanda Country Desk Officer at US Africa

Command, J5. He is an Army Force Management Officer (50A) .


Joint Base Stationing Process for HHC/2-228th Aviation Regiment

Joint Base McGuire-Dix-Lakehurst (JB MDL) is a unique installation that contains units from the

Army, Navy, Marines, Air Force and Coast Guard. It is divided into three main areas, each with elements of

all other services: McGuire (led by the Air Force); Dix (Army) and Lakehurst (Navy.) The Air Force is the

overall JB MDL lead agency, which guided the 99th Regional Support Command (RSC) and several echelons

of Army Aviation units through the Air Force Strategic Basing process as described in this article.

Air Force Instruction (AFI) 10-503 “Strategic Basing,” dated 27 Sep 2010 is the document that re-

quires other US military services to justify requests for moving units onto Air Force Installations to GO/SES

representatives at the Secretary of the Air Force (SEC AF) level. AFI 10-503, Chapter 3 [SB Process] and

Chapter 10 , [Non-AF Entities onto AF Installations], paragraphs 10.1 through 10.3 outline a process that is

very similar to the Army’s multi-level executive decision-making body made up of senior G-3, G-4 and G-8

representatives {one from each Department of the Army Staff agency.} Many major Army actions at the Pen-

tagon involving budgets, equipment and stationing are first presented to the Three Wise Guys, a.k.a.

“3WG” (COL/GS-15 level). The 3WG will either render a decision or based on magnitude, refer it up to the

next level called the Three Wise Men “3WM” (BG, MG/SES-1 level.) Decisions with the biggest strategic

impact as determined by the 3WM are referred to the Three Kings (LTG/SES-2+ level) and sometimes the

Chief of Staff of the Army. These forums exist to take some of the decision making weight off of Senior Army

Leadership and speed up the process for Action Officers.

Now that the Army and Air Force strategic level processes have been discussed, it is time to describe some of

the more detailed operational level actions involved in relocating HHC/2-228th AV Regt from Willow Grove,

PA to Joint Base McGuire-Dix-Lakehurst (JB MDL), NJ. The Air Force outlines “bed down actions” involved

in their Strategic Basing (SB) process [see SEC AF wiring diagram above and AFI 10-503, Chpts. 3 & 10

referenced above.] At Joint Base Dix, New Jersey, this began with the “Non-Air Force Entity” (99th RSC in

this case) submitting a Basing Action Request (BAR) to in Hangar 1811 on the air base.

Continued on Page 8

[Air Force A8 performs a combination of force management and equipping actions in a manner similar

to Army G-8 and Navy N8.] The AF/A8PB approved the BAR and forwarded it to the Headquarters, Air

Force (HAF) for Pentagon visibility of our 73 Army personnel from HHC/2-228th AV moving onto their base

in the future. We have 15 Full-Time Support (FTS) and 58 Troop Program Unit (TPU) personnel moving

from Willow Grove, PA to JB MDL, NJ. Main purposes of generating the move request several months ago

were better battalion command & control (C2), unit interaction and access to flight equipment as a result of co-

locating in McGuire Hangar 1811 with Alpha Co/2-228th AV vice HHC driving 90 minutes from Willow

Grove just to conduct unit business.

The JB MDL AF/A8PB has been very good to the Army Reserve by quickly approving the BAR and

signing a truncated AF813 environmental impact form, labeling it as a Categorical Exclusion (CATEX) since

environmental documents already exist for A/2-228th moving into the Hangar 1811 in 2009 under BRAC. AF/

A8PB also came to our headquarters and walked the 99th RSC PAI through the entire Strategic Basing Process.

The next steps were briefing our justification for the HHC/2-228th AV move via TELECON to the COL/GS-15

level Basing Request Review Panel (BRRP) and in person to the GO/SES level Strategic Basing – Executive

Steering Group (SB-ESG) at the Pentagon.

Getting to the SB-ESG was a collaborative effort. HHC/2-228th AV BN CDR (LTC Jami Shawley)

and XO (MAJ Phillip Baker) were kind enough to charter a C-12 to transport Army Reserve representatives to

brief HAF’s SB-ESG in Washington, DC. Office of the Chief, Army Reserve (OCAR) Aviation Force Inte-

grator (LTC Dave Pinter) provided ground transport for the group from Davison Army Airfield to the Penta-

gon. The 244th Aviation Brigade Commander (COL Michael Claybourne) accompanied us to provide the O-6

representation required for the SB-ESG and 99th RSC PAI briefed the HHC/2-228th AV situation to HAF’s SB-

ESG with help from our Aviators present in the room. We were able to gain concurrence from the SB-ESG

and 60 days later received a Basing Decision Memorandum (BDM) signed by HAF---receipt of the BDM

completed the Air Force Strategic Basing process.

Construction funding was the final hurdle in getting HHC/2-228th AV positioned for a successful move

to McGuire Hangar 1811. In conclusion, this article attempts to educate the reader on the Air Force Strategic

Basing process and similarities between Army and Air Force decision making processes.

About the Author

LTC Lucius Shuler III is a former OCAR Force Integrator and Army G-8 Force Development Logistics (FDL)

Division Staff Synchronization Officer. He is currently serving as the Chief of Plans, Analysis & Integration (PAI) for the 99th RSC on JB MDL, NJ at [email protected] and (609) 562-7660.

Army C-12 Aircraft inside of Hangar 1811 on JB MDL, NJ.


mailto:[email protected]

If you are deployed, we would love to share among

our members what you are doing and where you are

at. Send your pix to:

[email protected]


We are now taking orders! If you are interested in ordering YOUR

TEAM USOMA Polo shirt, please send your request to: Charles Ely

at: [email protected]. Please include the size shirt that

you want and whether you are ordering a male or female shirt. The

sizes are: XS, S, M, L, XL. A minimum order of 25 shirts must be

ordered at a time. The cost of the shirts are $40.00. A Postage &

Handling fee of $5.00 will also be added if required to ship. If you

are able to pick up your shirt locally (Ft. Bragg or National Capital

Region), there is no additional Postage and Handling fee. When the

shirts arrive, you will be notified by email. At that time, please make your check or money order out to: USOMA. Send your check or

money order to: PO BOX 1012, Fort Belvoir, VA 22060 22215.

USOMA Promotional Items

Say it Loud!……..Wear it Proud!

If you are interested in making a more direct impact within YOUR USOMA organization, please contact us at:

[email protected]. Standing Committees that are open for member participation are:

Finance and Resource Committee Professional Development Committee

Audit Committee Awards Committee

Events Committee

Article Submissions If you are interested in submitting an article for

publication in “The Mentor” please email your

articles to: [email protected] Article

length must not exceed 500 words. Pictures are

allowed. Please be sure to also include a short

BIO of yourself.

JOIN “The Mentor” Staff

If you have an interest in or talent for writing, love

taking photo’s consider joining the “The Mentor”

Those interested may contact us at:

[email protected]

FACEBOOK or

TWITTER ?

If you facebook or twitter

and would be interested

spearheading a USOMA

Facebook and/or twitter,

please contact us at:

[email protected]

A message from the Editor

Greetings USOMA members and Happy Birthday! We are 2 years

old.!

In this issue, we offered two great articles for your reading

pleasure. It was also a wonderful opportunity to sit down with Col Tim Burns and

discuss the Pacific Joint Operations Area from a force management perspective.

When the call goes out for the next article submissions, I encourage you to take

the time and submit a 500 word article.

Welcome Back

LTC Clint Karamath is settling in

just fine in Hawaii. Clint just

returned from a tour of duty

in OEF.

happy birthday usomausoma.org/content/newsletter/usoma newsletter-9 nov 2012.pdf · as j6,...

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