FROM THE

Brig. Gen. Giovanni K. Tuck, USAF

Commander, Defense Logistics Agency Energy

2 www.energy.dla.mil

Commander

Commander

Air Force Brig. Gen. Giovanni Tuck

Deputy Commander

Patrick Dulin

Executive Director

Mike Scott

Chief of Staff

Army Col. Peter Crean

Public Affairs Offi cer

Irene Smith

Editor

Jonathan Stack

Writing Staff

Susan Lowe

Terry Shawn

Christopher Goulait

Layout/Design

Idella Fletcher

Energy Source is an offi cial 

publication distributed by and for the 

Defense Logistics Agency Energy and 

fuel-oriented clientele. Contents of this 

publication are not necessarily the 

offi cial views of, or endorsed by, the U.S. 

government, Department of Defense, 

Defense Logisitics Agency or Defense 

Logistics Agency Energy. Energy 

Source is prepared by desktop 

publishing applications. Photos not 

credited are courtesy of 

DLA Energy sources.

Address correspondence to:

ATTN: DLA Energy-DCA

8725 John J. Kingman Rd.

Suite 4950

Fort Belvoir, VA 22060-6222

Commercial: 703-767-4108

Address email to:

EnergySourceMagazine@dla.mil

The workforce development theme of this 

magazine couldn’t have come at a better 

time. Coming back from visiting the DLA 

Energy regional commands, a point driven 

home time and time again was how our folks are 

giving it their all to support the warfi ghter.

From my travels to DLA Energy Pacifi c, Middle East 

and Europe and Africa, I have a better understanding 

of the day to day mission support carried out by our 

people worldwide. It takes a lot of hard work and 

collaboration to move fuel through the supply chain 

to meet our customers’ demands. It’s important to 

remember that behind those efforts are our trained 

people who have dedicated themselves and gained 

the experience to provide unrivaled support.

One part of our dedicated workforce I had a chance 

to see in action was our DLA Energy unsung heroes 

- our quality assurance representatives. Their role 

in sampling and testing fuel to meet the combatant 

command’s demand will consume around the world 

is impressive, but more amazing is they do it all in 

working conditions some would say are downright 

dirty. They work long hours in hot, humid, windy, 

cramped or dirty working environments like a ship’s 

tank, and yet still pull out solutions to seemingly 

impossible situations.

As someone who was an end user of fuel, it’s 

fascinating to experience how it all comes together 

and to meet the people responsible for exceeding 

the warfi ghter’s expectations. All of DLA Energy’s 

leadership takes comfort in our folks’ abilities that 

keep the services fueled.

Big picture: it’s clear that our DLA Energy folks are 

our greatest asset. Their skills and expertise were 

highlights of the regional visits, and I continue to see 

Herculean examples of people giving their all every 

day as I roam the building here at headquarters. To 

borrow one of Pat Dulin’s phrases, our people put the 

energy in DLA Energy, and we can’t thank everyone 

enough for all the work they do out there!
Fall 2012

Energy Source l Fall 2012 3

pg 4

pg 12

pg 31

pg 20

Culture Survey .................................................................... 4 

DLA Energy remains a high-performing organization according to the results of 

the 2012 Culture Survey. 

Solving problems ............................................................... 6 

An all-volunteer team of employees, fi rst time supervisors and senior leadership 

constitutes a council that establishes culture action teams and providing tasking, 

oversight and sustainment pursuing initiatives that make a positive impact. 

DLA Energy training opportunities .................................. 7

With out-of-the-box thinking, the face of learning has changed. DLA Energy

uses many types of learning that benefi ts the learner. 

Not just an act .................................................................. 10

DLA Energy is serious about their acquisition certifi cations.

Mentors ............................................................................ 12

Mentors provide support, insight and perspective to new employees.

More than words .............................................................. 14

Bridging the gap between the organization’s hearing employees and those who 

are deaf or hard of hearing with technology and active participation of peers and 

supervisors brings down barriers to communication. 

Vets to Feds ...................................................................... 18 

This program off ers veterans the opportunity to pursue valuable experience 

related to the contracting career fi eld.

Energy for Less ................................................................. 20

DLA Energy already has programs and initiatives in place to perform its mission 

with more cost eff ectiveness in mind.

Waste to Energy ............................................................... 26

DLA Energy’s Utility Services business unit awarded a contract to build the fi rst 

power plant in Alaska to use methane gas produced by decomposing waste in a 

landfi ll to produce electric power.

Contents ontents

A Changing Organization ................................................ 28

The DLA Energy Middle East offi ce has transformed in order to better support the 

warfi ghter.

Front cover by: Jonathan Stack and Idella Fletcher

Back cover: Idella Fletcher

Workforce Development orkforce Development

The face of the Defense Logistics Agency Energy .................................. 31
Workforce Development orkforce Development

4 www.energy.dla.mil

T he results of the most recent Defense Logistics 

Agency Culture Survey, which ran from May 29 

through June 22, are in.

Sixty-seven percent of the DLA Energy workforce 

participated in the 2012 survey. 

DLA Energy scored in the third quartile in the Mission 

and Adaptability culture traits and in the fourth 

quartile in the Involvement and Consistency culture 

traits. 

“In 2010, we were in the third or fourth quartile for 

every category, which according to the company that 

runs the survey, means we were a high performing 

organization,” DLA Energy Command Administrative 

Support Director Bill Brennan said.

The results for 2012 basically show the same thing. 

There was very little difference in scores [between 

2010 and 2012], which means DLA Energy remains a 

high performing organization, he added.

The survey was administered to the entire DLA 

enterprise by Denison Consulting and included 

questions on customer service, the organization’s 

vision and core values and employee empowerment.

“It is important for employees to complete these 

Culture Surveys because they assess the shared 

beliefs, values and behaviors of DLA employees 

and provides a framework for growth,” said Jackie 

Cookston, Program Manager for this year’s survey. 

“We need to assess our culture to get a reading 

of how employees feel about the agency and its 

leadership.” 

This year’s survey was really important for DLA 

Energy especially with a new commander on board, 

Brennan said.

“The Culture Survey gives Brig. Gen. Tuck some 

insight into the culture and the climate as it exists 

today in DLA Energy,” he said. “It allows him to look 

at past results and compare them to how we are 

doing and that makes it a valuable tool.” 

If the agency scores low in particular areas, detailed 

action plans can be developed that bring about 

improvements, Cookston said.

Business unit directors received their individual 

survey results in September, Brennan said. About 25 

percent of DLA Energy’s business units, will have to 

present action plans for areas of improvement.

The survey is anonymous and was delivered to the 

workforce via email. Those employees without access 

to a computer were given paper surveys to fi ll out. 

“DLA Human Resources considers the privacy and 

confi dentiality of survey participants of the utmost 

importance,” Cookston said. “As in previous years, 

we hired an experienced contractor to administer 

the survey so that DLA employees' privacy is 

safeguarded.”

DLA management, including the Human Resources 

Culture Survey team, does not have access to any 

employees’ names along with their responses, and 

Denison will not provide that information to anyone in 

DLA, she added.

The goal of the DLA Culture Team is to be transparent 

to DLA employees and leadership in the process 

used and provides DLA with meaningful data, and at 

the same time, ensures employees' responses are 

not identifi able based on the way they are reported, 

Cookston said. 

The Denison Culture Model reports shows a percentile 

score for each behavioral index within the four culture 

traits and the overall number of respondents, she 

said.

“Reports are run for all of DLA, or for groups in 

the different primary level fi eld activities and 

[directorates]. Reports are not run when there are 

less than 10 respondents in any given group, nor is a 

demographics report run when there are less than 40 

respondents in any given group,” she added.

The next survey will take place in the October/

November 2013 timeframe, approximately 18 months 

following the administration of the 2012 Culture 

Survey, Cookston said.

Culture survey results ulture survey results provide insight to new commander

By Susan Lowe
Energy Source l Fall 2012 5
Workforce Development orkforce Development

6 www.energy.dla.mil

Solving problems olving problems

By Susan Lowe

T he Defense Logistics Agency 

Energy Culture Climate 

Council was established 

in March to transparently and 

consistently assess the overall 

climate of the DLA Energy 

workforce, and to ensure 

appropriate action is taken to 

strengthen the organization’s 

culture, according to a memo 

released to the workforce by DLA 

Energy’s then-Acting Commander, 

Patrick Dulin. 

The all-volunteer council is 

comprised of DLA Energy 

employees, fi rst-line supervisors 

and senior leadership who are 

tasked with establishing culture 

action teams and providing 

tasking, oversight and sustainment 

pursuing initiatives that make a 

positive impact on DLA Energy’s 

workplace environment [also 

known as climate], according to 

the memo. 

The council’s objective, Dulin 

explains in the memo, is to 

enhance DLA Energy’s culture and 

organizational effectiveness. 

DLA Energy then-Acting Deputy 

Commander Michael Scott opened 

the council’s fi rst meeting March 

14 by expressing his appreciation 

for the high level of employee 

interest in the council and thanked 

everyone for volunteering. 

Scott transitioned from his initial 

leadership role by allowing the 

council to choose a chairwoman 

and vice-chairwoman. The group 

chose Trista Holmberg from the 

Manpower and Workforce Analysis 

offi ce as chairwoman and Janis 

Spear, from the Europe and Africa 

region, as vice-chairwoman.

Scott pointed out DLA Energy has 

been decentralized in the past with 

regard to culture issues that need 

to be addressed. The plan for the 

council is for it to be the conduit 

between the workforce and senior 

leadership to address those issues.

“Groups like this have been very 

effective in the past,” Scott said.

“Your multidimensional role 

will allow you to bring issues to 

the table that the workforce is 

concerned about and fi nd solutions 

for them,” Scott told the council. 

“This will take some work, and I 

really appreciate you making the 

time to add this to your already 

heavy workload.” 

The Culture Climate Council’s 

charter outlines the council’s 

purpose, mission and 

objectives, membership roles 

and responsibilities, guidelines 

for forming action teams and 

frequency of meetings. 

The council pursues initiatives 

suggested by the workforce that 

are designed to make a positive 

impact on the culture within DLA 

Energy. 

A website was created that allows 

employees to access council 

meeting minutes, the council’s 

charter, council members and a 

“Shoe Box” for employees to leave 

comments and suggestions. 

Locked suggestion boxes have 

been placed throughout the 

headquarters complex, at the 

Gatehouse location and in the 

region offi ces. Suggestions will 

be gathered by council members 

before each monthly meeting.

In an email to the workforce, 

Scott explained DLA Energy's 

success is largely the result of the 

organization's most valuable asset: 

its workforce. He encouraged 

everyone to be part of the solution 

by providing input on issues the 

workforce believes to adversely 

impact the organization's 

performance and success as a 

community. 

“One of the key benefi ts of this 

council is to foster and promote 

open communication across the 

organization, which is essential for 

DLA Energy’s continued success. 

Getting the workforce involved is 

critical,” he said.

DEFENSE

LOGISTICS

AGENCY

ENERGY

Culture Climate

Council

Helping the

workforce fi nd

solutions

Website: https://eworkplace.

dla.mil/sites/c8/n345/Pages/

Culture%20Climate%20

Council.aspx
Energy Source l Fall 2012 7

DLA Energy LA Energy

Training Opportunities raining Opportunities

By Terry Shawn

While the Department of Defense grapples 

with a proposed budget cut of $500 billion, 

the Defense Logistics Agency Energy 

workforce can still take advantage of free training in 

these austere budgetary times. 

DLA Energy continues to develop its workforce 

through traditional means, as well as new training 

opportunities. Skillsoft is an eLearning system 

that is available to all DLA civilian employees and 

assigned active duty military personnel.

“The face of learning has changed,” DLA Energy 

Manpower and Workforce Analysis Management 

Analyst Pam Jaeger explained. “It is no longer 

possible to develop an individual’s leadership 

skills with a single approach. Today's learning 

environment calls for out-of-the-box thinking, 

incorporating many types of learning that benefi t 

the learner.” 

Skillsoft courses are available through the DLA 

Learning Management System and provide an 

effective, fl exible and affordable solution to meet the 

individual learner’s needs in information technology, 

logistics, project management, leadership and other 

business-related courses. Course offerings range 

from Quality Assurance and Quality Control to 

Pre-Retirement Planning for the Federal Employee 

Retirement System. 

Skillsoft’s Books 24x7, available through LMS, allows 

users to instantly access and search thousands of 

books by leading authorities in business, technology 

and other fi elds. 

“eLearning enables a member of the workforce to 

obtain the full benefi t of building leadership skills 

at their own pace with courses that are available 

24 hours a day. This convenience allows the 

individual to learn when they have time in their busy 

schedule,” Jaeger said.

DLA paid a fl at fee for this learning system and 

Graphics by Idella Fletcher
Workforce Development

8 www.energy.dla.mil

there is no charge to business units when their 

employees take the training courses. Since the 

training is online, the added expenses of travel 

are not incurred and time away from the offi ce is 

minimized.

The importance of an IDP

An effective way to focus on job skills improvement is 

Individual Development Planning, Jaeger said.

Development planning involves supervisors who are 

accountable for their employees’ development and 

the individual employee’s accountability for their own 

personal growth.

The IDP must consist of at least one goal and 

one activity. The goal is the desired result or a 

developmental goal that is to be attained through the 

identifi ed training, while the activity is the course or 

training that fulfi lls the goal. 

The fi scal year 2013 plan period is from Oct. 1 

through Sept. 30, 2013. All DLA employees will use 

LMS to input their goals and activities during the 

open season February 2012-October 2012.

Employees can follow the links below for expanded 

instruction for creating an IDP:

New users: http://www.hr.dla.mil/downloads/lms/

IDPOnlineJobAidforNewUsers.pdf 

Existing users: http://www.hr.dla.mil/downloads/lms/

IDPOnlineJobAidforExistingUsers.pdf 

Mandatory training for leadership

Another program, the Enterprise Leadership 

Development Program, is aimed at building and 

enhancing the leadership skills of DLA employees at 

all levels. 

The program is made up of multiple components 

targeted toward fi ve levels of leadership ranging 

from non-supervisory to senior executive service. 

Competencies cover a wide spectrum, such as 

supervisory certifi cation, coaching, mentoring, leader 

development guides, multisource feedback and 

behavior-based interviewing.

ELDP identifi es the 31 common leader competencies 

within DLA, ELDP Program Manager Janet Lynch 

explained. These core competencies, which are 

the same for all DoD organizations, are arranged 

in a framework by role level-lead self, lead teams/

projects, lead people, lead organizations/programs, 

and lead the institution, Lynch said. 

The program also establishes expectations for 

profi ciency levels for leaders, she added.

The recently revised program aligns with the DoD 

Civilian Leadership Framework. 

“Per DoD requirements, all of DoD must align to 

one leader framework/continuum throughout DoD. 

We are all focused on the same competencies for 

development – increasing in scope and complexity 

as we take on additional roles and responsibilities,” 

Lynch explained.

Those who took leadership training before the 

revision should revisit our model, determine their 

leader level – non-supervisory, leading teams/

projects, leading people, leading programs/

organizations or leading institutions, Lynch added. 

From this, they should plan for continuous leader 

development.

Participation is mandatory for team leads and all 

supervisors, Lynch pointed out. New supervisors will 

be automatically enrolled in the new supervisor's 

program – a two-year program with a variety of 

leader development activities. 

“All other leaders 

should complete 

24 hours of 

leader training 

annually – 

information is 

available at the 

ELDP website,” 

Lynch said.
Energy Source l Fall 2012 9

For more information about leadership 

development employees can visit http://

www.hr.dla.mil/resources/workforce/eldp/

leadership.asp.
Workforce Development orkforce Development

10 www.energy.dla.mil

When the warfi ghter turns to the Defense 

Logistics Agency for support, it can rest 

assured that the agency’s acquisition 

workforce is serious about their 

acquisition certifi cations.

Employees whose jobs fall into an acquisition 

category are required to be certifi ed under the 1990 

Defense Acquisition Workforce Improvement Act, 

according to the Defense Acquisition University 

website. Acquisition employees undergo education, 

training and career development experiences to 

improve their acquisition processes.

The DLA Energy workforce has a large percentage 

of employees in acquisition-coded positions. 

Those positions require a specifi c level of DAWIA 

certifi cation, appropriate to the grade level and job 

requirements, be achieved within a typical timeframe 

of 24 months, explained then-Chief of the Acquisition 

Workforce Development and Intern Center Erin 

Ralph.

Ralph noted that achieving certifi cation has been 

mandated since the act’s inception. 

Recently, she pointed out, DLA policy and procedures 

were issued to emphasize and enforce those 

requirements, including the development of formal 

instructions relating to the time extension waiver 

request process, as well as to outline consequences 

for the failure to meet certifi cation requirements.

“The standards for those employees in acquisitioncoded positions have been in place for a long time, 

but in order to successfully achieve the high standard 

of quality and quantity of work within DLA Energy 

– while facing budget constraints – well-trained and 

highly skilled employees are a must,” Ralph said.

“These certifi cates are more than pieces of paper 

you put on your resumes; they’re promises,” DLA 

Energy Deputy Commander Pat Dulin said during 

a DAWIA certifi cation ceremony. “They’re promises 

given to DLA Energy and that DLA Energy gives 

to the warfi ghter that there is a high degree of 

professionalism we will maintain in our support to 

the services.”

That professionalism applies across 13 different 

acquisition career fi elds, from contracting to quality 

assurance, according to the DAU. Appropriate 

certifi cation standards are determined by grade.

“The higher the level of certifi cation that is sought, 

Not just ot just an act

Improving 

the 

acquisition 

workforce 

one level at 

a time

By Christopher Goulait
Energy Source l Fall 2012 11

the more diffi cult and complex the training courses 

become, in addition to the depth of experience 

required,” Ralph said. “Although the specifi c 

requirements vary among the different acquisition 

career fi elds, the requirements generally consist of a 

combination of education, training and experience in 

order to gain approval of certifi cation.”

Farheena Khan with Utility Privatization met the 

challenge of earning the highest level of DAWIA 

certifi cation, Level III, for her role as section chief 

and contracting offi cer in Utility Services.

“As a result of my certifi cation, I’ve gained a strong 

foundation of contracting knowledge that I use 

continuously and build on every day as I go through 

my contracting career,” Khan said.

She also explained how it serves as a point from 

which she could expand her knowledge and skills 

to explore all available contracting options before 

executing the most effi cient and effective contracting 

action needed to meet the requirements.

“My DAWIA certifi cation is really utilized when I 

need to resolve more complex issues,” Khan said. 

“Based on my contracting knowledge, I am able to 

explore all options, inside and outside the box, so 

that I’m not limited to the ways I can resolve these 

challenges. The more options I know, the more 

opportunities I have to not only resolve the issue, 

but also do it in the most cost-effective way possible. 

This ability is even more substantial in today’s tight 

budget climate. Every project [Utility Services] 

works on at the various installations helps update 

the physical infrastructure, which provides a reliable, 

functional location needed by the warfi ghter to 

accomplish their mission.”

Khan isn’t alone in her use of DAWIA certifi cation to 

support the warfi ghter.

“Everyone who certifi es is a part of the future of DLA 

Energy, making sure that the warfi ghters stay strong 

with the energy they need, at the price they need, 

anywhere they need it,” Dulin said. “Their dedication 

to certifi cation is part of what keeps us able to face 

the challenges of the acquisition world head-on.”

We strive to ensure that our acquisition workforce, 

who work extremely hard to complete the 

requirements for DAWIA certifi cation while carrying 

out the mission, receive swift approval and 

recognition of their achievement, Ralph said. The 

majority of the DLA Energy acquisition workforce 

has earned certifi cations, and every quarter more 

of the workforce achieves higher levels of DAWIA 

certifi cation.

What level of certi hat level of certifi cation is cation is 

required for member of the equired for member of the 

acquisition workforce? The DAU cquisition workforce? The DAU 

provides the following guidance: rovides the following guidance:

Level I - Basic or Entry evel I - Basic or Entry 

(General Schedule 05-09) General Schedule 05-09)

Basic level training standards are designed 

to establish fundamental qualifi cations and 

expertise in the individual's career fi eld. 

Development at the basic level lays the 

foundation for career progression and is 

designed to prepare qualifi ed, motivated 

personnel for positions of increasing 

responsibility. At the basic level, trainees 

should be exposed to the functions of 

acquisition and the roles of its various 

specializations. 

Level II - Intermediate or Journeyman evel II - Intermediate or Journeyman 

(GS 09-12) GS 09-12)

At the intermediate level, specialization is 

initially emphasized. Development continues, 

including on-the-job rotational assignments, 

but the responsibilities and length of time an 

individual spends in each position generally 

increases. While specialization is emphasized 

at the beginning of this level, the individual 

should later begin to broaden his or her 

background toward a more general expertise 

in the overall processes of his or her fi eld. 

Level III - Advanced or Senior evel III - Advanced or Senior 

(GS 13 and above) GS 13 and above)

By the time an individual reaches the senior 

levels of acquisition management, he or she 

should have completed all the mandatory 

training and education requirements (or 

equivalents) of that level, and should have 

advanced through a career pattern that 

has given him or her depth of knowledge 

in his or her functional area and breadth 

of knowledge across the entire acquisition 

process. At the senior level, advanced 

acquisition education and training becomes 

essential. 
Workforce Development orkforce Development

12 www.energy.dla.mil

Mentors

provide support, insight 

and perspective 

to new employees

When Defense 

Logistics Agency 

Energy employees 

enrolled in the 

Mentor/Protégé Program were 

asked to defi ne a mentor, 

they responded with much 

more than the one or two 

word defi nition of “a wise, 

loyal adviser” or “a teacher or 

coach” found in Webster’s New 

World Dictionary. 

Their comments provided 

insight into the special 

relationship that exists between 

a mentor and his or her 

protégé. 

DLA Energy Contract Specialist 

Callie Lake compares the 

relationship she had with her 

mentors to something that 

occupied the attention of 

millions during the summer 

months.

“Having a mentor is like having 

an Olympic coach,” Lake said. 

“You work hard and train every 

day but you still need someone 

to watch and tell you what you 

are doing right and wrong.”

But, Lake said, her “coaches” 

have done more than just tell 

her right from wrong.

“They have been there to help lift 

me up whenever I feel like I have 

failed or didn’t perform well,” she 

added. “That’s an important part of 

what my mentor does for me.”

Getting a different perspective 

from someone who has had to 

deal with a similar situation is very 

helpful too, Lake said.

“If I have had a bad day or a 

disagreement with someone, I 

can usually count on my mentor 

to work with me and help me see 

things from a different angle,” she 

continued. “That has been very 

benefi cial, especially when I was 

new to the organization.”

Not surprisingly, when mentors 

were asked to describe the 

relationship they have with their 

protégés, the responses were just 

as positive.

“Being a mentor allows me to 

share real-life experiences with 

someone who may be new to the 

organization,” Andrea Kincaid, DLA 

Energy chief of renewable energy, 

said. “I appreciate the opportunity 

to help shape a protégé’s 

professional development.”

Kincaid pointed out the Mentor/

Protégé program allows her to 

make long lasting connections that 

By Susan Lowe

will help shape the future of the 

organization.

“[DLA Energy] has been my home 

for more than 20 years,” Kincaid 

added. “Relationships I have had 

[both as a mentor and as a protégé] 

have helped me develop the 

character and skillset that make me 

the individual I am today.” 

Like most relationships, the mentor/

protégé relationship is a two-way 

street. 

“Each person in the relationship 

is afforded the opportunity to 

meet someone different, share 

experiences and life's lessons,” 

Kincaid added.

“If one partner in the program 

DLA Energy Deputy Director of AcquisiƟ on Policy an

mentoring session with her protégé, LogisƟ cs Ma

Christopher Goulait

f

DLA Energy Deputy Director of AcquisiƟon Policy an
Energy Source l Fall 2012 13

isn't seeing a benefi t, then there really isn't a 

partnership and the relationship probably won’t be 

successful,” Kincaid said.

The program also promotes good communication 

and problem-solving skills for both people, she 

said.

“Many of the leaders in our organization have 

been in their jobs for a long time,” Kevin Ahern, 

deputy director of customer operations, said. “We 

have weathered the storm from the intern level, 

to the journeyman level and fi nally to positions of 

leadership, and we’ve learned a lot along the way.”

Protégés are the future leaders of the 

organization, Ahern said.

“It’s important to be able to share all that 

knowledge and experience with the new 

individuals we have in the pipeline,” he continued. 

The true sign of leadership is to have groomed and 

shaped your successor, he added. 

“We have a responsibility to guide the new people 

and the mentor program allows us to do that,” Ahern 

said. “One of the true benefi ts of being a mentor 

is I get the opportunity to start from the ground 

up to shape and form the future leaders who are 

going to contribute to the long-term success of this 

organization.” 

Mentors and protégés form a new type of formal 

partnership that encourages individual growth and 

development, as well as the growth and development 

of the organization, said Trista Holmberg, mentoring 

program coordinator with DLA Energy’s Manpower 

and Workforce Analysis offi ce. 

“The formal support is comprehensive and includes 

a facilitated matching process, formal mentoring 

training, an established tracking system and clearly 

defi ned goals for measuring success, Holmberg said.

Participation in the program is completely 

voluntary and protégés should be self-motivated 

and committed to personal and professional 

development, and mentors should demonstrate a 

willingness to commit to the mentoring process, she 

added.

The program is intended to enhance the culture of 

continuous learning and growth where people can 

live and work to their full potential, Holmberg said. 

“For protégés, it builds and expands the opportunity 

for professional relationships, increases their 

understanding of the organization, develops and 

enhances essential skills and provides an avenue 

for them to receive honest and informal feedback,” 

Holmberg said.

For mentors, it enhances coaching, counseling and 

communication skills, develops potential leaders, 

provides exposure to new perspectives and allows 

them to share valuable knowledge gained as a result 

of experience, she said. 

“For DLA Energy, it builds collective knowledge of 

our organization, provides leaders with an enhanced 

competency base, aids in the retention of highcaliber talent and provides an avenue of investing in 

a highly qualifi ed workforce,” she said.

Holmberg said the program’s goal is to help grow and 

groom a vital workforce.

cy and Oversight offi ce Gabriella Earhardt, leŌ , hosts an informal 

 Management Specialist Elysia Bowles-Charles. Photo by 

cy and Oversight office Gabriella Earhardt, leŌ, hosts an informal
Workforce Development orkforce Development

14 www.energy.dla.mil

More than Words

Ability brings down barriers to communication

Communication is vital to getting the job 

done, and when presented with potential 

barriers to getting the message across, 

Defense Logistics Agency Energy employees 

have the means and the drive to overcome those 

obstacles.

Bridging the gap between the organization’s hearing 

employees and those who are deaf or hard of hearing 

with technology and the active participation of 

peers and supervisors turns what could have been a 

problem into an opportunity.

“The value that deafness brings to DLA Energy is the 

importance of communication,” said Rachel Schreiner, 

management clerk for DLA Energy’s Manpower and 

Workforce Analysis Workforce and Strategic Planning 

division. 

When two people meet each other, regardless of 

if they are deaf or hearing, they learn to adapt 

By Christopher Goulait

DLA Energy Workforce Recruitment Program student Clayton Grossinger and co-worker Command Protocol Offi cer Valerie Boyle 

use pen and paper to work together. Photo by Christopher Goulait
Energy Source l Fall 2012 15

to each other’s method of 

communication, she said. Some 

people communicate through body 

language, sign language, a paper 

and pen or verbally.

With DLA Energy’s global 

presence, sooner or later 

employees are 

likely to run into 

a communication 

barrier, Schreiner 

continued. Being 

adaptable and 

relating information 

effi ciently in a variety 

of ways can be an 

important skill to 

hone before a crisis 

strikes and limits how workers can 

connect with one another.

“Tools and technology, including 

creative communication strategies, 

facilitates effective communication 

to keep the information fl owing 

seamlessly between deaf and 

hearing employees,” said DLA 

Disability Manager Eric Spanbauer. 

From working with emails, 

video/voice relay services, sign 

language interpreters, assistive 

technology provided through 

by the Computer/Electronic 

Accommodations Program 

at www.cap.mil and multiple 

communication strategies by the 

Job Accommodations Network, 

there are many options for open 

interaction, he explained.

“There are abundant methods 

provided to deaf employees at DLA 

Energy to enable us to work with 

our hearing co-workers. I chose 

Offi ce Communicator [an instant 

messaging service] because it is 

the most convenient way for me 

to communicate with my hearing 

co-workers in the quickest amount 

of time possible,” said Clayton 

Grossinger, with DLA Energy Public 

Affairs.

Schreiner, in addition to using 

email and Offi ce Communicator, 

also uses other communication 

mediums in the offi ce.

“I use a hearing aid to hear and 

understand my co-workers,” 

she said. “I also lip-read and 

sometimes I use a paper and 

pen method to clarify any 

misunderstanding. 

Her supervisor uses sign language 

to spell out the words if she is 

confused by something he said. 

“I have had interpreters provided 

in every meeting, training and 

class, she added.

She also mentioned the support of 

her co-workers and the agency has 

made her working environment 

friendly and accommodating. 

Her team works together to fi gure 

out the best ways to approach 

one another and break down 

communication barriers.

With so many ways to get the 

message across, both Schreiner’s 

and Grossinger’s supervisors 

agree that there’s no reduction 

in the support they provide to 

the warfi ghter compared to their 

hearing co-workers. 

In fact, sometimes their unique 

skills come in handy.

Schreiner’s supervisor and head 

of the Workforce and Strategic 

Planning division, Stanley Jasiczek, 

described how she would be able 

to concentrate more on the task 

at hand, working quickly and 

accurately without some of the 

everyday offi ce distractions. 

Also, he notes that points are 

made directly and concisely, 

focusing more on the mission.

“Honestly, the 

only impact to 

our mission has 

been positive from 

having [Grossinger] 

onboard,” DLA 

Energy Public Affairs 

Offi cer Irene Smith 

said. “We’re more 

conscious of how 

we reach out to 

people now, and as an offi ce with 

a core mission of communicating 

effectively and effi ciently, 

being able to approach that 

communication from a different 

point of view is a terrifi c asset.”

Smith also noted how Grossinger’s 

unique perspective, experiences 

and abilities contribute to a diverse 

workforce in her offi ce.

“It’s all about ability, regardless 

of the disability, which is vital to 

mission readiness,” Spanbauer 

said. “Being differently-abled 

produces the same results just like 

employees without disabilities.” 

Being qualifi ed is the key in 

performing the essential functions 

of the job with or without 

reasonable accommodations, 

Spanbauer continued. Employees 

who are deaf or hard of hearing 

are more focused, which can bring 

out innovative methods and best 

practices. 

Also, integrity, accountability, 

mission excellence and teamwork 

are built upon respect and 

diversity, he added.

And Schreiner says that theme of 

teamwork applies directly to her 

and her offi ce.

“Tools and technology, including creative 

communication strategies, facilitates 

effective communication to keep the 

information fl owing seamlessly between 

deaf and hearing employees.” DLA Disability Manager Eric Spanbauer
Workforce Development orkforce Development

16 www.energy.dla.mil

“The most important lesson we have taught each 

other is to adapt to various forms of communication,” 

she said. “There is no right or wrong method to 

communicate with one another. Each person and 

situation is different so being able to adapt to 

each one is vital to ensure that all parties involved 

understand each other.”

A little understanding and adaptation can go a long 

way to supporting a deaf or hard of hearing employee 

and making them feel at ease in the workplace, 

Grossinger explained. 

“To best describe how supportive DLA Energy is 

in accommodating my needs and giving me an 

environment I can thrive in, I felt at times as if my 

co-workers and I were not using different languages,” 

he said.

Schreiner said DLA Energy is probably one of the 

most accommodating jobs she’s ever had. 

“In DLA Energy, I am able to complete my job 

without communication barriers. This ensures that 

I able to give 110 percent every day. It created an 

environment where I am able to be comfortable in, 

enabling me to work and learn,” she added.

“I look forward to coming to work every day because 

I feel a sense of belonging,” she continued. “I feel as 

if I am contributing to the overall mission and helping 

DLA thrive.”

DLA Disability Manager Eric Spanbauer communicates with the 

assistance of an interpreter to contribute his informaƟ on on 

facilitaƟ ng eff ecƟ ve communicaƟ on between deaf and hearing 

employees. Photo by Christopher Goulait

Below: The American Sign Language Alphabet can be used to 

“fi nger spell” words. Courtesy graphic
Energy Source l Fall 2012 17
Workforce Development orkforce Development

18 www.energy.dla.mil

VETs to FEDs

By Susan Lowe

Defense Logistics Agency Energy is 

partnered with DLA Acquisition to 

support the Vets to Feds Career 

Development for Student Trainee Program 

sponsored by the Interagency Council on 

Veteran’s Employment.

The program is designed to recruit and 

support the development of our nation’s 

student veterans for careers with the federal 

government.

“More specifi cally, the program offers 

veterans the opportunity to pursue valuable 

experience related to the contracting career 

fi eld while pursuing their education,” said 

then-DLA Energy Acquisition Workforce 

Development & Intern Center Chief Erin 

Ralph. 

Trainees who complete the program will 

transition into federal contract specialist 

positions – one of the government’s most 

mission critical positions, according to the 

Offi ce of Personnel Management website.

“We’ve been working with and hiring our 

nation’s veterans for a long time, so when 

this program was introduced...we were 

immediately on board and knew it would be 

successful,” Ralph said. 

Those chosen for the program were hired 

under the Student Career Experience 

Program, which provides work experience 

directly related to the veteran’s academic 

program and career goals.

The program includes formal and informal 

training in contracting, and allows the student 

veterans to work directly with customers 

while teaching them how to write basic 

requests for proposals and evaluate bids or 

proposals. The trainees also learn how to 

assist with purchases and monitor contracts, 

according to OPM’s website.

The program has helped fi ll 

contracting vacancies, Ralph said, 

and it’s a great way to introduce 

veterans to civil service. Once the 

student veteran has completed 

the SCEP requirements, he or she 

may be converted to a contract 

specialist and complete 

the program under 

the DLA Corporate 

Intern Program, she 

explained.

“DLA Energy has always 

provided tremendous 

support to service 

members on active duty. 

Hiring vets is another 

way to show our support; 

we love providing this 

opportunity to the folks 

who have served our 

country,” Ralph said.

Photos by Teodora Mocanu
Energy Source l Fall 2012 19
Energy

20 www.energy.dla.mil

Energy

Defense Logistics Agency 

Energy is building cost-cutting is

strategies into its primary mission 

to provide comprehensive 

energy solutions to the Defense 

Department and other federal 

agencies. The primary-level fi eld 

activity is helping to do its part in 

meeting DLA Director Navy Vice 

Adm. Mark Harnitchek’s broader 

goal for the agency to save $10 

billion over fi ve years. 

DLA Energy already has programs 

and initiatives in place to perform 

its mission with more cost 

effectiveness in mind, offi cials said.

“DLA Energy has pushed the 

initiative to convert from JP8 to 

commercial grade Jet A aviation 

turbine fuel in the continental 

U.S. as a cost-saving initiative 

for several years,” said Lee 

Oppenheim, deputy director of DLA 

Energy Americas at San Pedro, 

Calif.

Working with service control points 

and engineering support activities, 

DLA Energy assisted in obtaining 

approval for military aircraft to 

unconditionally use Jet 

A, he explained. Air 

Force testing shows 

almost no issues with 

this change, and the 

service authorized DLA 

to procure Jet A for 

many of its locations.

DLA Energy Americas 

is moving forward 

with a plan to convert 

current customers in 

the continental U.S. 

using JP8 to commercial 

Jet A fuel. Within the 

DLA Energy Americas 

at San Pedro region, 

several employees 

foresaw this change and 

implemented changes 

within the infrastructure 

to accommodate Jet A use.

Robert Short, then-chief of 

bulk fuel distribution; Bowdoin 

Swenson, chief of the distribution 

division; and Michael Koury, 

chief of the quality division, 

began modifying defense fuel 

support points to accommodate 

commercial-style fi ltration and 

providing the sites with the 

capability to inject militaryrequired additives.

“With that accomplished, 

implementation within the region 

will not require long lead times 

to retrofi t the terminals before 

converting to Jet A,” Oppenheim 

said. “Almost all Air Force weapon 

systems have been approved to 

use Jet A as an equal with the 

military-specifi cation JP8.”

Army and Navy organizations are 

in the process of considering Jet A 

as an equal fuel, he said.

The Air Force, Navy and Army 

represent DLA Energy’s top three 

customers, with sales of more than 

$18 billion.

The fi rst shipment of commercial 

Jet A with additives was loaded 

at DFSP Vancouver in Vancouver, 

Wash., and delivered to Air 

National Guard Kingsley Field in 

Oregon July 16. DFSP Vancouver 

had received 200,000 barrels of 

Jet A July 11 and the entire fuel 

storage at the Nu Star-operated 

facility was converted from JP8 to 

Jet A in three days.

“The basic goal is to allow 

suppliers to maintain a single 

aviation turbine fuel stock 

at production and within the 

supply chain until DLA Energy 

purchases it,” Oppenheim said. “By 

eliminating separate production, 

storage and transportation for 

military-specifi cation product, 

DLA and the warfi ghter will 

reap the benefi ts of eliminating 

suppliers’ additional expense. Jet 

A customers anticipate a savings, 

once fully implemented in three 

years, of 2 to 3 cents per gallon.”

According to the most recent 

fi gures available, DLA Energy had 

net sales of 1.25 billion gallons of 

JP8 within the continental United 

States in fi scal 2011. A 2- to 

3-cent savings per gallon would 

realize a total savings of between 

$25 million and $37.5 million. 

Natural Gas Program Proves to 

be Cost Effective

Another program in place that has 

cost effectiveness in mind is DLA 

Energy’s Natural Gas Program. 

The DLA Energy Installation Energy 

program provides coal, natural 

gas, electricity, renewable energy 

and energy-conservation measures 

for DoD facilities.

The program focuses on providing 

cost-effective, reliable energy 

solutions in support of the DoD 

mission.

“The DLA Energy Natural Gas 

Program was established in 1990 

By Terry Shawn and 

Susan Lowe

Energy for LESS
Energy Source l Fall 2012 21

An airman provides fuel for a KC-10 Extender aircraŌ . DLA 

Energy Americas’ plan to convert current customers in the 

conƟ nental U.S. to commercial Jet A fuel should save customers 

2 to 3 cents per gallon once fully implemented in three years. 

Photo by Master Sgt. ScoƩ MacKay

Energy Source l Fall 2012 21
Energy

22 www.energy.dla.mil

Energy

for the purpose of competitively 

acquiring direct supply natural gas 

for military services,” DLA Energy 

Installation Energy Director Pam 

Griffi th said. 

The Defense Department requires 

that the natural gas program be 

cost effective and have the same 

degree of supply reliability as 

other practical alternative energy 

sources, Griffi th said.

Since the program’s inception, DLA 

Energy has netted participating 

customers more than $850 million 

in cost avoidance when compared 

to local utility rates. 

On average, this represents an 8 

to 15 percent savings beyond what 

customers would otherwise pay 

their local utility, she said. 

“In the past three years, we’ve 

improved our cost avoidance 

for customers to more than 20 

percent through various process 

improvement initiatives aimed 

at ensuring our contracts were 

representative of best commercial 

practices, properly balancing risks 

and streamlining of our processes,” 

she added.

The total DoD cost avoidance for 

fi scal 1991-2011 has exceeded 

$656 million, according to DLA 

Energy’s Fact Book.

Griffi th explained that DLA Energy, 

as DoD’s central procurement 

agency for direct supply natural 

gas, is actively managing multiyear 

contracts valued in excess of $500 

million for the supply of more than 

110 million dekatherms, a form of 

measurement for energy.

DoD requirements, which 

come from about 140 military 

installations, represent more than 

75 percent of the overall contract 

quantity. The remaining contracts 

support federal civilian agencies, 

An ash puller clears a furnace at the Eielson Air Force Base, Alaska, Central Heat and Power Plant. DLA Energy InstallaƟ on Energy 

provides Defense Department faciliƟ es with coal through its Natural Gas Program. Photo by Air Force Staff Sgt. Jim Araos
Energy Source l Fall 2012 23

A U.S. Air Force F-16C FighƟ ng Falcon from the 77th Fighter Squadron, Shaw 

Air Force Base, S.C., moves into posiƟ on to receive fuel. DLA Energy Americas 

is moving forward with a plan to convert current customers in the conƟ nental 

U.S. using JP8 to commercial Jet A fuel. Photo by Air Force Tech. Sgt. Michael 

Holzworth

including the Bureau of Prisons, 

NASA, and the departments of Energy, 

Agriculture, Homeland Security, and 

Health and Human Services, Griffi th said. 

“Inclusion of the federal civilian agencies 

helps balance our load profi les and 

improve our buying power, enabling us 

to negotiate better deals for our DoD 

customers,” Griffi th said.

Demand Response Program Net 

Millions in Energy Savings

Another cost-savings program in 

DLA Energy is its Electricity Demand 

Response Program.

The program is designed to enable 

customers to contribute to energy-load 

reduction during times of peak demand. 

“Our mission is to provide federal 

agencies with comprehensive energy 

solutions that are effective and effi cient, 

and demand-response services go a long 

way in helping us meet that goal,” said 

Larry Fratis, chief of the DLA Energy 

Electricity and Renewables Division. 

In exchange for an installation reducing 

its electricity load, the independent 

system operator or the utility distribution 

company provides fi nancial incentives to 

participating customers in the form of 

credits to their utility bills, he explained. 

These credits have the effect of reducing 

the price the government pays for a 

kilowatt of electricity.

“DLA Energy’s customer participation in 

the various demand-response programs 

has grown exponentially and netted 

customers millions of dollars in energy 

costs savings,” Fratis said. 

The Electricity Demand-Response 

Program is a cost-saving, energymanagement initiative that can help 

customers save money on their 

utility bills, Griffi th said. The DLA 

Energy program has supported customer 

participation in various 

demand-reduction programs available 

across the U.S., in both regulated and 
Energy

24 www.energy.dla.mil

Energy

de-regulated market areas, netting customers more than $10 

million in fi nancial credits on their utility bills from the program’s 

inception in fi scal 2008.

Contracts Produce Savings and Reduce Environmental 

Impact

Energy savings performance contracts are another energy-savings 

vehicle used by DLA Energy. 

ESPCs are alternatively fi nanced contracts that leverage privatesector capital and expertise, allowing the government to achieve 

mandated energy- and water-conservation goals without up-front 

capital costs, Griffi th said.

She explained that under ESPCs, contractors are paid from energy 

cost savings that result from energy conservation measures 

implemented by the contractor.

The Energy Independence and Security Act of 2007 and Executive 

Order 13423 set new federal energy intensity goals that are 

implemented by ESPCs, she said.

EISA and E.O. 13423 require DoD to cut energy use, compared 

to 2003, by 3 percent per year from 2007 to 2015, according to 

information available on the Department of Energy’s website.

Defense Reform Initiative Directive 21, dated January 1998, 

directed DLA to assist the military services in using tools such as 

ESPC contracts to decrease energy demand.

DLA Energy has been procuring and administering ESPC contracts 

since 1999 and has awarded contracts with a total value of $430 

million, Griffi th said.

Part of DoD’s core strategy when it comes to facility energy is 

to reduce demand through energy effi ciency and conservation 

measures, Griffi th said. Offi cials have seen a signifi cant increase 

in customer energy conservation requirements over the past 12 

months, particularly given the president’s directive to achieve $2 

billion in investment in these efforts by December 2013.

Facility energy is important to DoD when it comes to mission 

assurance, cost and environmental impact, Griffi th said.

“Our goal at DLA Energy is to ensure reliable energy supplies are 

delivered to our installations in the most cost-effective manner and 

to implement energy-reduction measures,” she added. 

The cost savings realized under DLA Energy programs can then 

be reallocated by customer to support mission priorities, and 

the energy savings help reduce the department’s impact on the 

environment, she said.

24 www.energy.dla.mil
Energy Source l Fall 2012 25

Each day, this Eielson Air Force Base, Alaska, locomoƟ ve 

transports up to 1,000 tons of coal to the power plant that 

provides the base with a major source of heat and power. 

Coal is one of the resources the DLA Energy InstallaƟ on Energy 

program helps provide for Defense Department faciliƟ es. Photo 

by Air Force Senior Airman Willard E. Grande II

Energy Source l Fall 2012 25
Energy

26 www.energy.dla.mil

Energy

Defense Logistics Agency Energy’s Utility Services 

business unit awarded a contract to build the fi rst 

power plant in Alaska to use methane gas produced 

by decomposing waste in a landfi ll to produce electric 

power.

The 50-year utility privatization contract, with an 

Alaskan utility company, was awarded in 2007 to 

provide utility services on Joint Base Elmendorf 

Richardson, Anchorage, Alaska. 

“The contractor is encouraged to propose projects to 

the government that will increase overall effi ciency of 

the utility systems it owns and operates. This landfi ll 

gas project... meets that requirement,” said DLA 

Energy Utility Services Director Jacob Moser.

The electricity produced by the power plant will 

provide approximately 23 percent of the general 

operating demand and can support all emergency 

power needs of JBER, according to an Anchorage 

mayor’s offi ce press release.

“This is a great example of how utility privatization 

contracts work,” Moser said. “The contractor is 

required to provide safe and reliable utility services 

and, in this case, they built the power plant and 

the gas pipeline that will transfer the gas from the 

landfi ll to the installation.”

Normally, the methane gas is vented to the 

atmosphere. The gas, instead of being burned off, 

will be diverted to a scrubber facility located at the 

landfi ll. It will then be piped to the power generating 

plant at JBER, according to the release.

"It comes in, we reduce it down to one and a half 

pounds, it goes into the turbo charger, goes into 

the engine, it burns the gas, drives the generator 

and makes electricity," said Marvin Riddle, project 

manager for the utility company.

 By Susan Lowe

The photos are of the construcƟ on of the fi rst power plant in Alaska to use methane gas produced by decomposing waste in a 

landfi ll to produce electric power. DLA Energy’s UƟ lity Services business unit awarded the contract allowing the facility to be 

built. The power plant is designed to use both landfi ll gas and commercial natural gas. Courtesy photos
Energy Source l Fall 2012 27

Moser also pointed out the utility company 

is responsible to operate and maintain the 

utility system in accordance with commercial 

standards. 

The federal government will obtain electricity at 

a lower cost with an estimated savings of $32 

million over the period. And JBER will exceed its 

federally mandated goals for renewable energy. 

This is the fi rst methane gas power plant in 

Alaska and joins more than 650 operational 

plants similar to it in 45 other states, according 

to a release in the Anchorage Daily News. 

The power plant is designed to use both landfi ll 

gas and commercial natural gas.

DLA Energy employees, who were meeting with 

Alaskan customers, attended the ribbon cutting 

ceremony at the Anchorage Regional Landfi ll, 

Anchorage, Alaska, July 31, which offi cially 

opened the power plant. 
We Are DLA

28 www.energy.dla.mil

We Are DLA e Are DLA

28 www.energy.dla.mil

DLA Energy Middle East LA Energy Middle East

As operations wind down in Iraq and continue 

in Afghanistan, Defense Logistics Agency 

Energy Middle East employees have seen 

their organization change the past few years.

DLA Energy Middle East has offi ces in 

Bahrain, Kuwait and Tampa, Fla., and is the 

smallest of the four regional commands in 

terms of geography and personnel strength.

“The DLA Energy Middle East offi ce has 

transformed in order to better support 

continued diplomatic and training missions 

in Iraq, ongoing combat operations in 

Afghanistan, anti-piracy operations in the 

Arabian Sea and Indian Ocean and other U.S. 

military and federal civilian activities in the 

[area of responsibility], as well as collateral 

support to adjacent theaters,” said Ketty 

Fizer, DLA Energy Middle East management 

and program analyst.

In fall 2009, a select group of DLA Energy 

Middle East key members worked on the 

required transformation plan and provided 

a concept presentation to the DLA Energy 

headquarters’ staff in February 2010.

“The main impetus of the reorganizational 

effort was to improve the effectiveness, 

effi ciency and support capacity of a forward 

regional operation,” Fizer said.

The most signifi cant change would be the 

number of employees hired within the 

last year and a half, said Adreina FluddBennett, DLA Energy Middle East inventory 

management specialist. 

Bennett said the change is signifi cant 

because it provides the command with the 

ability to distribute the workload evenly, 

provides some employees an opportunity 

for growth and helps seasoned employees 

realize DLA Energy Middle East is unable to 

function effectively and effi ciently without the 

help of everyone. 

The group recommended establishing 

DLA Energy Middle East sub-regions to 

complement the combatant command’s 

geographical sub-regions.

“The DLA Energy Middle East region knew 

that an adaptive command structure 

would be paramount to enable the regional 

commander to maintain operational and 

planning fl exibility to fulfi ll the requirements 

of the ever-changing U.S. Central Command 

AOR environment,” Fizer said.

CENTCOM had already divided their AOR into 

 

By DLA Energy Middle East
Energy Source Energy Source l l

Fall 2012 Fall 2012 ll 29

Pallets of food, water and fuel are air dropped from a 

U.S. Air Force C-17 Globemaster III in Afghanistan. DLA 

Energy Middle East supports ongoing combat operaƟ ons 

in Afghanistan. Photo by Air Force Sgt. Jonathan Snyder
We Are DLA

30 www.energy.dla.mil

We Are DLA e Are DLA

three distinct sub-regions – Levant Basin, Central and 

South Asian States and Cooperation Council for the 

Arab States of the Gulf.

The key members of the group determined that by 

establishing sub-regional commands and diversifying 

the functional elements of inventory management, 

quality assurance and operations by sub-region, it 

would decentralize operations and decision-making. 

Ultimately, it would afford the regional commander 

more time to focus on the big picture, including staff 

development, process improvement and contingency 

planning and foresight.

“In essence, a strategic oversight would result in 

sub-regional experts able to focus on specifi c 

geography, customers and suppliers, allowing more 

precise understanding and proactive engagement to 

address issues before they became problems,” Fizer 

said. 

She said adding logistics management specialists 

to the sub-regions provided operational oversight 

and direct linkage to the region’s operations section, 

the central conduit for reporting and database/

information management. 

“Creation of the sub-regions allowed us more 

opportunities to fi ne-tune our processes,” said George 

Treloar, DLA Energy Middle East quality assurance 

representative. “Prior to creation of the sub-regions, 

the focus was placed on the most important issue of 

the day, putting out the biggest fi re, which left little 

time to work on day-to-day improvements.”

The end-state would be sub-regions providing 

decentralized command and control through a 

subordinate military commander, allowing logistics 

management specialists, inventory managers and 

quality assurance representatives to focus on their 

assigned sub-region. 

The restructuring also addressed the need to provide 

the regional commander access to a contract 

specialist, an international agreements specialist, a 

quality manager, an inventory program manager and 

an operational energy specialist. 

A Program Management division was also developed, 

headed by a program manager who oversees contract 

coordination and expertise and provides expert advice 

concerning supplier engagement for both contract 

and international agreement vehicles. 

“The reorganization of DLA Energy Middle East staff 

has been very successful in making our organization 

more effi cient,” said Brenda Brown, DLA Energy 

Middle East contract management analyst. 

Since the reorganization occurred, it improved 

communication and eliminated the duplication of 

efforts that occurred in the past, she said. 

A soldier fi nishes rigging pallets of fresh fruits, water 

and fuel for a resupply mission at a remote locaƟ on in 

Afghanistan. In order to beƩ er support the warfi ghter, 

DLA Energy Middle East has transformed to more eff ecƟ ve 

and effi cient. Photo by Air Force Sgt. Jonathan Snyder
Energy Source l Fall 2012 31

Stan Olsen Jr.

Name: Stanton Olsen Jr. Stanton Olsen Jr.

Job: I am currently the acting chief of operations for DLA Energy Middle East, 

running a seven day a week Operations Center with a great group of professionals 

stationed in Bahrain.

I assist, coordinate, plan, advise and monitor support to our customers throughout 

the U.S. Central Command area of responsibility. I take care of people and many 

other duties, but that’s the meat and potatoes. 

Energy experience: My experience with DLA Energy started when I was on active 

duty as an operations offi cer and as a sub-region commander in the Middle East. 

Challenges and rewards of the job: Some of the challenges are trying to create 

predictability into your mission planning and support. Also, identifying requirements and trying to align active capabilities early and often seem to be challenging. 

What is rewarding is analyzing situations to ensure potential shortfalls in support 

eff orts by focusing on productive solutions. I enjoy working on short and long term 

planning strategies, but try to remain fl exible and agile enough to implement a 

mitigation fi x when necessary to ensure the overall plan is supported.

A memorable mission: A few years ago, I helped develop, implement and execute 

a plan to support plan for a multi-modal operation that delivered certain types of 

vehicles to support warfi gthers in theater. And just last week one of those same 

vehicles was actually protecting me in theater. Who would have thought?

Future Plans: I would like to continue my career within DLA Energy supporting 

operations around the world. Never a dull moment! 
Providing Energy roviding Energy 

 Solutions Worldwide Solutions Worldwide

Our services are offered to small business, 

veteran-owned small business, servicedisabled verteran-owned small business, 

HUBZone small business, small disadvantaged business, and women-owned small 

business. If you are interested in doing 

business with DLA 

Energy, call us toll free at (800-523-2601) 

or check our website at www.energy.dla.mil.

DEFENSE LOGISTICS AGENCY ENERGY

OFFICE OF SMALL BUSINESS PROGRAMS

small business...

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