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ARMY AL&T To further my commitment to improving Army contracting “We had to reinvent every aspect of the way we deliver proj- and enhanced collaboration within our community, I am direct- ects,” said Todd Smith, Pedestrian Fence Program Manager ing an Army contracting stand-down day on July 20, 2009. (PM), Fort Worth, TX, USACE Engineering and Construction This training day will be broadcast live from the Pentagon and Support Ofﬁce (ECSO). “There really is no ‘business as usual’ will cover various contracting issues. Complete details of this anywhere within the fence program.” That meant putting to the event will be forthcoming. test a “virtual teaming” concept. The ECSO ofﬁce, originally with 20 employees, would ramp up to 60, then reach out to I appreciate your continued support and shared experiences build a nationwide virtual team of 500-plus USACE employees and accomplishments with the contracting community through and hundreds of contractor personnel. Army AL&T Magazine. CONTRACTING COMMUNITY HIGHLIGHTS The team knew that planning would take up most of the execu- tion time, leaving a very small construction window at the end. Edward M. Harrington The chosen acquisition method was to establish $3.4 billion Deputy Assistant Secretary of the Army of contract capacity in Multiple Award Task Order Contract (Procurement) (MATOC) pools to maximize competition and prevent any single point of failure. This strategy pre-qualiﬁed contractors. When the fence laydown was determined and environmen- tal regulations and real estate acquisition issues were resolved, Tight U.S. Army Corps of Engineers (USACE) Border Fence execution could move quickly. Construction Timetable Spurs Innovation ECSO established 15 regional MATOCs consisting of 52 contractors of various business sizes (8(a), HUBZone, and Ginger Gruber and Jim Frisinger Unrestricted). The effort was led by a tiger team in the Tulsa, OK, district and was completed in an astonishing 7 months. The ﬁrst large-scale border fence construction project in U.S. With 12 months remaining, more than 55 task orders, ranging history began Oct. 26, 2006, when then-President George W. from $1 million to more than $100 million each to build hun- Bush signed the Secure Fence Act. It required the Department dreds of miles of fencing, remained to be executed. To meet the of Homeland Security (DHS) to construct hundreds of miles schedule, a number of innovations had to be implemented. of pedestrian and vehicle fence, including roads, across the Southwest border by Dec. 31, 2008. This aggressive timetable Instead of USACE districts working independently, ECSO meant ﬁnding ways to accelerate procurement and logistics. formed a virtual team from four USACE districts: Los Angeles, Scheduling would be key. CA; Albuquerque, NM; Fort Worth; and Galveston, TX. This programmatic approach leveraged the best contracting talent The project goal would expand the fence to 670 miles over a and formed the heart of the procurement effort. To eliminate 2,000-mile construction zone from the Paciﬁc Ocean to the the differences in procurement procedures across districts, the Gulf of Mexico. U.S. Customs and Border Protection (CBP) te
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