By Raymond Vargas Bellevue University MSM 620 Portfolio Project

1. Military Professional Resources Incorporated (L-3 MPRI)Operation Security Coordination- Iraq (OSC-I) Interview with Jerry Ashworth (Deputy Program Manager-OSC-I) By Raymond Vargas Bellevue University MSM 620 Portfolio Project

2. Interviewee • Jerry Ashworth • Deputy Program Manager L-3 MPRI OSC-I contract • Retired Lieutenant Colonel United States Army with 30 years • Been with current contract from March 2004 to present

3. Contract History • US Department of Defense led from April 2003 to January 2012 • US State Department led from January 2012 to present

4. Past Operations Under DOD: • Provided training for US Forces, Coalition Forces, and Iraq Military and Law Enforcement Forces • Provided Security Training • Provided Counterinsurgency Training • Provided Police Training • Provided Urban Operations Training

5. Present Operations Under US State Department: • Provides Training to Iraq Military Forces • Provides Full Spectrum Operations Training • Tactical Vehicle Training to include: Driver’s Training and Maintenance • Provides Defensive Operations Training • Provides Offensive Operations Training • Provides Police Training • Provides Military Leadership Training • Provides Government Building Training

6. Future Operations • Continue to provide military training • Police Training will no longer be apart of Iraq training programs • Transition into an advisor role with less training being conducted at Company and Platoon levels • Build Iraq Military Leaders to train their own military- provide over watch for such programs

7. Organizational Learning Pros under DOD: • Able to anticipate direction under DOD, military lead, 98 % retirees work for L-3 MPRI • Tactical trainers were recently retired within the last two years, understand current military trends • Structure contract to mirror US Military structure • Treated as equals amongst the US Military and DOD

8. Organizational Learning Pros under US State Department • Centralized structure and budget • Free rein on training standards and curriculum • More space on Forward Operating Bases • Better living conditions • Less guidance on government related issues

9. Organizational Learning Cons under DOD • Continuity with The US Military Leaders- one year tours • US Military forecast of future operations • Poor living conditions • Budget constraints

10. Organizational Learning Cons under US State Department • Less direction and guidance from the top • Less security • Less support on government related issues • Very little involvement in military and government training • Less movement in and out of country • Budget constraints

11. Organizational Learning Curves • Stay in your own lane when dealing with the US State Department • Always have a back up plan for the loss of training with the Iraq Forces • Have more future vision on building the Iraq Military and Government • Resource Iraq government related issues- visa process, driving requirements

12. Corporate Learning Goals • Develop continuity books for future contracts • Have a better understanding of US State Department goals and guidelines on contract requirements • Develop contacts with the Host Nation • Understand the different secular groups within a country and how they do business • Do not take the US State Department and DOD for granted- try to foresee the future for them

13. Summary • Each government entity will have different needs, identify these needs as early as possible to allow reaction time • Challenges under US Department of Defense were easier to anticipate than under US State Department • Must restructure contract to suit the needs of the customer (DOD versus US State Department) • Host Nation government issues must be identified prior to operations and researched • Mr. Ashworth’s concerns and issues are created at the government levels, corporate must have more involvement in dealing with these concerns