Overview DoD Procurement Conference and Training Symposium 2

Transcription

1

2 Overview What this course is NOT COR Training What this course IS Training skills to build a better Relationship with your COR(s) and Customer! Why? Improve the Probability of Mission Success 2012 DoD Procurement Conference and Training Symposium 2

3 xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 2012 DoD Procurement Conference and Training Symposium 3

4 The Ugly. Poor planning and oversight by the U.S. government, as well as poor performance on the part of contractors, have costly outcomes: time and money misspent are not available for other purposes, missions are not achieved, and lives are lost. The consequences have been: extending contracting to activities that law, policy, or regulation require government personnel to perform; creating unreasonable risks to mission objectives and other key U.S. interests; eroding federal agencies ability to perform core capabilities; and overwhelming the government s ability to effectively manage and oversee contractors 2012 DoD Procurement Conference and Training Symposium 4

5 Continued DOD s Efforts to Prioritize the Deobligation of Funds that Will Return to Treasury at the End of the Fiscal Year Are Affected by Poor Visibility into Its Contracts. DOD Incurred Unnecessary Costs because Improper Payments Were Discovered Late We have reported wide discrepancies in the rigor with which CORs perform their duties, particularly in unstable environments. GAO , Better Identification, Development and Oversight Needed for Personnel Involved in Acquiring Services GAO , Contingency Contracting: Improved Planning and Management Oversight Needed to Address Challenges with Closing Contracts GAO T, DOD s Increased Reliance on Service Contractors Exacerbates Long-standing Challenges 2012 DoD Procurement Conference and Training Symposium 5

6 Agenda What is a COR? Understanding Your COR Spectrum of COR demographics Overview of what CORs get trained on Highlights of COR training COR Relationship Strategies Understanding needs Communication Team Building Techniques Best Practices and Tool Kit COR Tracking Tool Additional Training Resources 2012 DoD Procurement Conference and Training Symposium 6

7 Understanding Your COR(s) 2012 DoD Procurement Conference and Training Symposium 7

8 What is a COR? A Government employee A technical expert Qualified by training Specifically designated in writing Responsible for specific contract administration functions The COR s key role is to: Observe Document and Communicate contractor performance to the contracting officer (KO) and contractor, and take action when authorized

9 COR Demographics & Trends Anyone and Everyone Analysis reveals no specific age range trends, but most have been working for the government for 2+ years Typically an Additional Duty Often they assume this role reluctantly Other workload and time demands occupy their mind Limited Guidance in Mentoring However, some organizations are seeing a growth in COR experience level Trend, senior and middle managers are taking COR assignment decisions more seriously 9

10 Overview: COR Responsibilities Read and know the contract Technical expert in providing technical direction Manage relationships Monitor and document performance Manage property Inspect and accept deliverables Recommend changes or remedies Review/approve reports and invoices 2012 DoD Procurement Conference and Training Symposium 10

11 Type A COR Work Effort Low performance-risk, fixed-price requirements without incentives. Attributes of such requirements might include, for example: lack of technical or administrative complexity, no identifiable risk factors, limited requirement for technical expertise, low likelihood of modifications, effort is a followon to an existing contract, etc. COR duties/responsibilities are generally limited to minimal technical and/or administrative monitoring of the contract. Experience and Training Standards Experience: 6 months general experience Relevant experience as determined by supervisor and KO Training: - DAU s 8 hour CLC COR 206 if in contingency environment - CLM 003 Ethics (or agency equivalent) every year Refresher Training

12 Type B COR Work Effort Other than low risk requirements. Attributes of such requirements might include, for example: the nature of the work is more complex, effort will be performed in multiple regions or in remote geographic locations, contract contains incentive arrangements or cost sharing provisions, contract is a cost-type or T&M/LH type. COR duties/responsibilities are of increased complexity. Experience and Training Standards Experience: - 12 months general experience - Relevant experience as determined by supervisor and KO Training: - DAU s COR/CLC 222, ALMC COR Course or equivalent - COR 206 if in contingency environment - CLM 003 Ethics (or agency equivalent) every year Refresher Training

13 Type C COR Work Effort Unique contract requirements that necessitate a professional license, technical license or higher education, beyond the type B requirements. Such requirements might include, for example: environmental remediation, major weapons systems, medical services, dental services, and veterinarian services, etc. COR duties/responsibilities involve highly complex or specialized requirements Experience and Training Standards Experience: - 12 months general experience - Relevant experience as determined by supervisor and KO Training: - DAU s COR/CLC 222, ALMC COR Course or equivalent - COR 206 if in contingency environment - Mandatory/Specialized Training determined by agency - CLM 003 Ethics (or agency equivalent) every year Refresher Training

14 COR Training What They re Exposed To 2012 DoD Procurement Conference and Training Symposium 14

15 COR With a Mission Focus Seven (7) Modules Introduce CORs to their general authorities, ethical requirements, the basic contract lifecycle and potential Contract Monitoring requirements including Inspection/Acceptance/Payment DoD Procurement Conference and Training Symposium 15

16 Contracting Officer s Representative Six (6) Modules, 13 Lessons Provides more details on COR authorities, ethical requirements, roles during contract formation and contract management and monitoring activities. Provides overview of how roles and responsibilities will differ depending on the contract requirement (services, construction, and R&D) DoD Procurement Conference and Training Symposium 16

17 COR Classroom Day 1 Day 2 Day 3 Day 4 1. What is a COR? Case Study 2. What Do I Need to Know about Ethics and Integrity? Case Study 3.How Do I Contribute to Planning the Acquisition? Exercise 4. How Am I Involved in Awarding the Contract? Case Study 5. What s In My Contract? Knowledge Check 6. What If I Need to Modify the Contract? Exercise 7. What If the Contract is Changed by Mistake? Exercises 8. What Can I Say and What Should I Document? Case Study 9. How Do I Monitor Performance? Case Study 10. How Do I Handle Issues with a Contractor? Knowledge Check 11. Are There Special Considerations for Service Contracts? Case Study Tools Overview 12. Are There Special Considerations for Construction Contracts? Exercise 13. Are There Special Considerations for R&D Contracts? 14. Are There Special Considerations for the Contingency Environment? (If Applicable = COR 206) Capstone Case Study Test Assessment 2012 DoD Procurement Conference and Training Symposium 17

18 What s in COR 222 Training? 2012 DoD Procurement Conference and Training Symposium 18

19 What s in COR 222 Training 2012 DoD Procurement Conference and Training Symposium 19

20 What s in COR 222 Training? 2012 DoD Procurement Conference and Training Symposium 20

21 Not Included in COR 222 Detailed market research strategies Detailed requirement package preparation tools & techniques SOW, PWS, SOO and QASP writing etc. Automated Requirements Roadmap Tool (ARRT) In depth inspection and acceptance skills and practice Detailed Gov t to Contractor communication skills and practice Information regarding your Contract: CLIN Structure Deliverables and delivery schedule Specific inspection techniques Specific acceptance process 2012 DoD Procurement Conference and Training Symposium 21

22 Relationship Building 2012 DoD Procurement Conference and Training Symposium 22

23 COR/Contracting Officer Relationships The COR is a Customer and eventually a Partner Building a sound relationships with your COR is often the key to acquisition success We build relationships with friends, family, colleagues why not with our customers the COR The key to building this relationship starts with COMMUNICATIONS 2012 DoD Procurement Conference and Training Symposium 23

24 Benefits of Building Customer Relationships (Partnership) Think about needs of COR (customers) Their need equates to their mission Think of how to meet these needs, and how to show them that you care. In return, the COR will seek your advice and encourage others to do the same The more personalized your interactions are with the COR, the more likely they will invest in the acquisition process DoD Procurement Conference and Training Symposium 24

25 Power of Communications Where to start? We need to understand the power of communications Efficiency in customer communications Physical presence There is no substitute for people being physically present in the same place, allows them to sit together, converse, relate as humans and discover more about each other DoD Procurement Conference and Training Symposium 25

26 Building Customer Relationships The COR wants to feel you understand and care for their needs Communication is a powerful tool Routine COR contact via phone calls, s, texts You are telling them, I care about you Personalize the relationship Be helpful to anyone entering your office Greet them with a smile Set the positive vibe 2012 DoD Procurement Conference and Training Symposium 26

27 Relationship Building Strategies Communicate Frequently Phone Calls In-person visits Hold special Events Build Two-way Communication Enhance your Customer Service Visit the trenches

28 TEAM Building Team Building is another approach to developing your relationship with the COR It reinforces the idea they are NOT ALONE A team is a group of people working towards a common goal Team building is a process of enabling the team to achieve that goal The stages involved in team building include clarifying the goal, identifying the inhibitors and removing them The nature of the team varies in terms of scale and what you are trying to achieve DoD Procurement Conference and Training Symposium 28

29 The Role of Feedback Solicit feedback Call them and ask how they are doing, what may you do to assist them Keep your word Always keep your work as there is nothing more upsetting for a customer than a failed promise Create the expectations for both parties Appreciate their efforts, make the customer believe you value them 2012 DoD Procurement Conference and Training Symposium 29

30 Relationship Building Strategies The essence of team work is collaboration Relationship building is collaborative, working together to achieve a common goal Constantly demonstrating to them you have similar values, understand their needs, and will do your best to meet their requirements is a critical foundation. They will want to work with you to build a collaborative, long-term business relationship DoD Procurement Conference and Training Symposium 30

31 Realities of the Relationship Tension and Trust The relationship between the contracting office and the COR can sometimes be a source of tension Reduced information flow Contribute to delays and other contract performance issues The relationship requires trust and commitment Rather than point fingers, create a partnership 2012 DoD Procurement Conference and Training Symposium 31

32 Sound Familiar? COR: I need these services now. We have a contract in place, why do I have to put together a PWS and government estimate. When I do, it takes forever to award the Task Order. Contracting officer: If only the COR could articulate in writing what they need and come up with an Independent Government Estimate to match, I could award this action swiftly DoD Procurement Conference and Training Symposium 32

33 It Doesn t Have to! Of course that sounds familiar!! This contentious relationship does not represent the relationship of the ideal acquisition team envisioned in the FAR Statement of Guiding Principles FAR implies the acquisition team to be a harmonious collection of professionals with the same goals and objectives in mind Contracting is the principle business advisor who has the responsibility of guiding them through the array of statutes, regulations, policies and directives to ensure each acquisition is executed properly and efficiently DoD Procurement Conference and Training Symposium 33

34 Contracting Officer Goal Develop the COR (customer) to be as selfsufficient as possible In creating and presenting complete procurement packages for processing Seeking out expertise when they need it Fully understand the need Explore the product, service or industry in which the need resides (Market Research) All so the COR (customer) get what they need, when they need it and (hopefully) within their budget 2012 DoD Procurement Conference and Training Symposium 34

35 Your Guidance to the COR Explore all past procurements for this need; Discover where the need may be acquired, Understand industry norms such as warranties, delivery, training and other terms and conditions Determine if the need can be satisfied through multiple, limited or only one source Understand what demands, such as small business requirements are being placed on the CS related to the need Be Prepared and Eager to Help Them with This 2012 DoD Procurement Conference and Training Symposium 35

36 Desired Outcome When the customer presents a procurement package that is complete it ensures the CS will spend less time fixing the package and more time working toward the award of the contract. If the customer becomes fully engaged, the overall process often becomes less contentious and streamlined. Ultimately, such engagement tends to decrease the procurement administrative lead-time which results in a timelier award DoD Procurement Conference and Training Symposium 36

37 Harmonious End-State The contracting office must consider creative ways to educate and empower the COR The CS is the guide, teacher, trusted counselor. Because of the guidance from the CS, the COR (Customer) develops a disciplined approach to their acquisition needs. This partnership when performed well, will ensure acquisitions will go more smoothly and convert a contentious relationship to a collegial one. The need and the outcome is owned by the customer... They have a key stake and a primary role in the process 2012 DoD Procurement Conference and Training Symposium 37

38 What s Most Important Sit with COR and read the Contract, THE ENTIRE CONTRACT. Encourage and insure all questions are answered Read together and sign COR designation letter. Together understand what is expected from each member of the team Prevent a sincere effort by the CS as being seen as bullying by the COR 2012 DoD Procurement Conference and Training Symposium 38

39 What s Not Helpful Sending poor procurement packages back over the fence Without explanation and offer to assist/train Not being available to the COR/Customer to assist Butts in seats in the contracting office The word NO Assuming because a COR had basic COR Training they are ready to execute role properly 2012 DoD Procurement Conference and Training Symposium 39

40 Understand the Customers Culture Funding arrangements 2012 DoD Procurement Conference and Training Symposium 40

41 Other Best Practices & Tool Kit 2012 DoD Procurement Conference and Training Symposium 41

42 Best Practices

43 COR No No s Be prepared to remind CORs of the following - No No s: Promise or authorize more work Get involved with subcontractors Modify the contract Disclose source selection information Divulge budget information Grant deviations or waivers of contract terms and conditions 2012 DoD Procurement Conference and Training Symposium 43

44 Establishing COR Authority STATEMENT of LIMITATION of AUTHORITY You are hereby notified that I DO NOT have the authority to direct you in any way to alter your contractual obligation. Further, if the Government, as a result of the information obtained from today s discussion DOES desire to alter your requirements, changes will be issued in writing and signed by the contracting officer. You should take no action on any change unless and until you receive such a contract modification. STATEMENT of LIMIT This is a great thing to have your CORs carry when the interact with Contractors You are hereby notified that I DO NOT have the authority to direct you in any way to alter your contractual obligation DoD Procurement Conference and Training Symposium 44

45 Tool Kit & Guidance New DoD COR Handbook New DoDI - Contracting Officer Representative DoD COR Tracking Tool (CORT Tool) Additional Training Resources 2012 DoD Procurement Conference and Training Symposium 45

46 COR Tracking Tool Electronic nomination and termination process COR has the ability to self nominate Electronic supervisor and contracting officer/specialist approval of COR nomination/termination request Identifies: Name, career field, certification level COR supervisor and contracting officer/specialist by name and other contact information All training completed by the COR by complexity of the work/requirement (Type A/B/C), including basic and refresher training requirements Tracks: Contracts by COR or CORs by contract Add and review documents, such as a Status Report, COR trip report, correspondences and other miscellaneous documents to one or more of the COR appointed contracts 2012 DoD Procurement Conference and Training Symposium 46

47 Additional Training Assets The following training assets are available for you to recommend to your CORs depending on your specific Acquisition situation: Requirements Definition & Pre-Award CLC 011 Contracting for the Rest of Us CLM 024 Contracting Overview CLC 004 Market Research CLC 013 Performance-Based Services Acquisition CLM 031 Improved Statement of Work CLM 013 Work Breakdown Structure CLC 007 Contract Source Selection Contract Monitoring & Administration CLC 133 Contract Payment Instructions CLB 030 Data Collection and Sources CLB 018 Earned Value &Financial Mgmt Reports CLM 049 Procurement Fraud Indicators CLM 039 Foundations of Government Property CLC 006 Contract Terminations HBS 220 Meeting Management Unique or Complex Situations CLB 023 Software Cost Estimating CLC 055 Competition Reqt s for DoD Acquisition CLC 107 OPSEC Contract Requirements CLC 112 Contractors Accompanying the Force CLL 004 Life Cycle Logistics for the Rest of Us Specialty and/or Continuous Learning HBS 204 Customer Focus HBS 205 Decision Making HBS 212 Time Management HBS 224 Writing Skills 2012 DoD Procurement Conference and Training Symposium 47

48 COR Engagement Questions? Text: I DON T TWEET 2012 DoD Procurement Conference and Training Symposium 48