We've seen a lot of change since my arrival at the Mission and Installation Contracting Command the first week in December 2011. The names of our subordinate units have changed, the personnel leading those units and our command have changed, but our focus as contracting professionals to support our nation's Soldiers, families and civilians has not changed. We contracting professionals know that we could not do our jobs without the support of our MICC colleagues who do not award or administer contracts, including personnel specialists, budgeting and accounting specialist, management analysts and the hardworking team members who handle the daily clerical tasks that make our working lives work so smoothly.As contracting professionals we are tasked with ensuring the contracting actions we work meet all the requirements of law, executive orders, regulations and all other applicable procedures, including clearances and approvals. We must know and take the time necessary to understand the rules of our profession. For example, when the Federal Acquisition Regulations requires office directors to ensure contract files are complete and include documentation of the elements of the negotiated agreement, it is not a suggestion. When the Defense Federal Acquisition Regulation Supplement requires weighted guidelines be used to establish profit or fee, it is not a suggestion. When the Army Federal Acquisition Regulation Supplement requires contract review board approvals, it is not a suggestion. When the MICC Desk Book requires that clearance be obtained from the commanding general or the deputy to the commanding general, it is not a suggestion.As 2015 closes, let's reflect on all the MICC accomplished this past year. For the first time, the MICC deployed a contracting support brigade into a war zone. This marked a major milestone in making sure our 51Cs could meet the many contracting missions the Army expects from its contracting Soldiers. This deployment also showed that our MICC civilian professionals could continue to successfully execute their assigned contracting missions throughout the continental United States even after the CSB deployed.Second, we integrated the Contracting Tactical Operations Center database into our operations. This allowed us to work with our customers to meet priorities and make good business decisions. For example, the MICC was able for the first time ever meet all of its small business goals due to the CTOC database.Third, we continued to reshape our workforce to meet the workload our data showed needed to be done. More than 85 percent of the contract awards in fiscal 2015 required nothing more than simplified processes. To meet this demand, we brought aboard additional GS-1105 purchasing agents who work those type actions while our 1102 contracting workforce focuses on more complex contracting matters. All of this is part of the MICC 2025 plan implementation.Lastly, we have become a data driven organization. The MICC Command Contracting Operations Metrics drives us to be successful, because we can measure success. This year we saw the number of "green" offices increase steadily from four offices in first quarter of fiscal 2015 to 14 offices rated "green" in fourth quarter fiscal 2015. All of us should be proud of the hard work that made this possible.As I depart the MICC at year's end, I leave you with these last thoughts. True pride comes from the knowledge you have inside you that confirms you know what you are doing. Keep reading the FAR. Keep reading websites dedicated to our profession and craft. Keep talking with other contracting professionals. Iron sharpens iron.Patricia and I have been truly blessed to be associated with the MICC and all its fine civilians and Soldiers the past four years. Thank you for your outstanding support. I wish each of you all the best in the coming new year.