Replies should be 260 words each, add value to the discussion and include at least one direct question.STUDENT 1 (David): Before explaining the various types of contingencies, it is important to understand what a contingency operation is and how it is defined. According to the FAR 2.101, a contingency operation is designated by the Secretary of Defense in which members of the armed forces become involved in military actions, operations, or hostilities against the enemy of the U.S. or against an opposing military force (DPAP, 2015). Furthermore, it should be noted that not all contingency operations are alike. Contingency Contracting Officers (CCO) need to be familiar with the emergency acquisition flexibilities in FAR part 18 and DFAS 218 (DPAP, 2015). However, the main elements that a CCO may face in the overall contingency contracting environment will be similar, and that is the level of urgency needed for certain requirements, the possibility of austere or limited business infrastructure and the likely differences in culture and ethical practices (DPAP, 2015). When it comes to contingency contracting there are several types: declared contingency, major operations and campaigns, smaller-scale contingency operations, humanitarian or peacekeeping operations, domestic disaster or emergency relief, and lastly military exercises (DPAP, 2015). Declared contingencies are examples of when a formal declaration of a contingency operation has been made. A declaration is important because it triggers an increase in the micro-purchasing threshold and the threshold limits authorized for use in test programs may also be increased (DPAP, 2015). Major operations and campaigns are instances when conflicts or hostilities are ongoing, imminent, or likely and therefore is a substantial commitment of U.S. military forces (DPAP, 2015). During such operations, contracting usually supplements robust combat support and combat service support infrastructures.Smaller-scale contingency operations are similar to major operations, only they involve fewer places and usually a more restricted time schedule. Contracting often supplements combat support and combat service support capabilities that are limited by the location, strategic lift, or staffing ceilings (DPAP, 2015).Contingency contracting may also support humanitarian or peacekeeping operations, defined as a military operation in support of the provision of humanitarian or foreign disaster assistance or in support of a peacekeeping operation under Chapter VI or VII of the Charter of the United Nations (DPAP, 2015).Domestic disaster and emergency relief operations can range from domestic natural and human-made disasters to civil disturbances or terrorist incidents in the United States. DoD disaster relief missions include efforts to mitigate the results of natural or human-made disasters such as hurricanes, earthquakes, floods, oil spills, riots, and air, rail, or highway accidents (DPAP, 2015).Lastly, routine military exercises can be anything but routine for the CCO supporting them. With any large training environment there is an associated sense of urgency, pressure, or risk to life or national interest. Furthermore, most exercises do not qualify as declared contingencies or emergencies, therefore they generally receive no special consideration, flexibilities, or relief (DPAP, 2015). DaveDPAP. (2015). Defense Contingency Contracting Handbook. Retrieved from https://www.acq.osd.mil/dpap/ccap/cc/jcchb/Final%20DCCH-V5_6-12-15.pdfSTUDENT 2 (Jena): In accordance with FAR 2.101, “a contingency operations is designed by the Secretary of Defense in which member of the armed forces are or may become involved in military actions, operations, or hostilities against an enemy of the United States or against an opposing military force; or results in the call or order to, or retention on, active duty of members of the uniformed services under Chapter 15 of Title 10 of the United States Code, or any other provision of law during a war or during a national emergency declared by the President or Congress” (p. 1). There are numerous types of contingencies situations to include: humanitarian or peacekeeping operations, defense or recover from certain attacks and emergency declarations or major disaster declarations. According to DPAP (2015), “Contingency Contracting Officers (CCO) might support several types of military operations, including major operations, smaller-scale contingencies, noncombat contingency operations, and domestic disasters or emergency relief operations” (p. 57). Domestic disaster and emergency relief consists of instances that happen within the United States. Instances can include natural or human made such as: hurricanes, floods, and riots. Contingency contracting can also support humanitarian or peacekeeping operations. According to DPAP (2015), “humanitarian or peacekeeping, defined as military operations in support of the provision of humanitarian or foreign disaster assistance or in support of a peacekeeping operation under Chapter VI or VII of the Charter of the United Nations” (p. 57). The Contingency Business Environment (CBE) aids in the contingency planning. According to “Department of Defense Contingency Business Environment Guidebook” (2014), “The CBE involves specific tools, policies, roles and responsibilities, and processes necessary to streamline delivery of goods and services to the end user during contingency operations and implement an e-business program to deliver an end-to-end electronic acquisition process to quickly obtain goods and services for the warfighter in an operational area” (p. 9). In addition, six tools are utilized to provide personnel involved with unique capabilities that have developed over year of practices and field experience. The six tools include: The 3in1 Tool automates key processes, Global Automated Tracking and Reporting System, The Contingency Acquisition Support Model, Dollars & Sense, The Joint Contingency Contracting System, and Theater Business Clearance. CCOs utilize operational contract support (OCS) to support mission objectives. According to “Defense Contingency Contracting Handbook” (2015), “OCS is the overarching process that plans for and obtains supplies, services, and construction in support of combatant commander (CCDR)- directed operations through the related contract support integration, contracting support, and contractor management functions” (p. 22). References DEPARTMENT OF DEFENSE CONTINGENCY BUSINESS ENVIRONMENT GUIDEBOOK . (2014, September). Retrieved June 8, 2020, from https://www.acq.osd.mil/dpap/policy/policyvault/US... DPAP. (2015). Defense Contingency Contracting Handbook. Retrieved from https://www.acq.osd.mil/dpap/ccap/cc/jcchb/Final%2...STUDENT 3 (Chris): Contingency operations have a myriad of names and can be inside the United States (Conus) or outside (Oconus). Contingency operations can include but are not limited to; natural disasters, enemy attacks, major accidents, weapons of mass destruction, humanitarian and peacekeeping operations. The two current contingency operations that have been well publicized is Iraq and Afghanistan. Each contingency operation may have different lines of accounting or funding to support them. The Contingency Contracting Officer (CCO) must ensure the correct appropriation information is validated before submitting any acquisitions, due to the different rules that may be applicable to that particular funding allocation. The CCO will coordinate with the Head of Contracting Activity (HCA) and Comptroller (Finance Office) to ensure the correct appropriation is used. While the Line of Accounting (LOA) is being validated the Joint Force Commander (JFC) is figuring out the best strategy for employment of military force to meet the narrative of the contingency. To obtain multiple echelons of command the JFC will utilize the joint operation planning process (JOPP) to assist with the calculation and estimation of the unknown or not yet seen. JOPP will provide direction to the JFC, staff , CCO and commanders for the sustainment and employment of forces. Contract planning which is part of the sustainment effort, is critical to the establishment of operational contract support (OCS) within the contingency environment. So how is the OCS planned? OCS is developed by OCS planners who provide operational estimates to the JFC for strategic placement to support critical junctures throughout the joint operation area (JOA). This planning or strategy will include advance party capabilities to locate local vendors, security elements (to protect the money) and the integration of JOPP to assist with the understanding of the mission. This does not include the steps the OCS must take before even arriving in the JOA such as; determining if contracting tools (e-business systems) can be used when dealing in a mature environment (sophisticated distribution system) compared to an immature (no infrastructure) environment. The determination of international agreements or if foreign currency will only be accept may be part of the consideration for contract planning. The CCO must conduct research to ensure he or she is prepared to assist with meeting the mission objective because as stated in the DCCH (2017)” contingencies engender contracting challenges not often seen in normal domestic business operations” (p.1)ReferencesAccuquisition Policy, D. &. (2017). Defense contingency contracting handbook. Washington, DC: Defense Procurement and Acquisition Policy, Contingency Contracting

COURSE TEXTBOOK: Jick, T. D., & Peiperl, M. A. (2011). Managing change: Cases and concepts (3rd ed.). New York, NY: Irwin/McGraw-Hill. ISBN: 9780073102740.Consulting Proposal 2 Questions for Consideration: Choose one of the following cases for Consulting Proposal 2. Case The Young Change Agents: What are the biggest challenges for change agents like Shaw et al. in driving a grassroots change (as in this case, sustainability)?What are the personal characteristics, attitudes, and qualities most needed to be successful at doing this?How effective have they been to date at PwC?When have you attempted a similar kind of bottom-up change, and what were your experiences and key lessons?What advice would you offer, based on Oshry’s article in the textbook, about the personal perils and opportunities for leading change from the middle?To what extent do you ‘buy’ this advice and what else would you add as advice for leading change from the middle?Consulting Proposal Instructions The management of change in an organization is often led by an internal or external change consultant who leads change from a project perspective with a phased approach that includes the project definition, a diagnosis of the situation, recommendations for a solution, a plan for implementing the recommendations, and the actual implementation of the plan. You will prepare 2 consulting proposals based on the cases from the course textbook. Each proposal must be 1000–1500 words and include at least the following 5 sections: Definition of project Diagnosis of current situation Recommendations Implementation plan Summary A sample/template for the proposals is provided in the Assignment Instructions folder. Each proposal must include a title and reference page formatted according to current APA requirements. You must use a minimum of 4 scholarly peer-reviewed sources plus the text. Write the proposal as if you are addressing the CEO or organizational leadership as identified in the selected case study. The overall narrative in the proposal must include significant emphasis on diagnosing the problems in the business with recommendations for relevant change. These recommendations must be supported with specific examples or sources. For example: If the organization needs to change its recruitment strategy or perhaps offer new products, what specific types of change are involved?Will the employees be affected? If so, what type of employees?How should the recommended changes be implemented?Are there drivers of the change that will determine the success of the change initiative? If so, what are they? Keep in mind that the proposal is an overview of the current situation, needed changes, and recommendations; therefore, it is important to refrain from providing too much detail. However, the proposal must contain enough information for the CEO to select a course of action. Because the person receiving your proposal is the CEO, there is no need to re-state information in the case study as he/she should already be aware of the current situation.