Contracting for Contracting Officer's Technical Representatives (COTRs)
Overview
Agency Programs have posed the need for more effective acquisition activity. To ensure that the contracts awarded are successfully performed, stronger agency insight and capability is essential from the start. This 18 hour class is focused to "level-up" all participants' understanding and insights to monitor/problem solve to successfully meet the current challenges facing the management of these contracts & task orders. Handling more complex acquisition buys and their program impacts will be demonstrated. Particular attention will be placed on developing Performance Based Acquisitions through direct connections to emerging buys.
Learning Objectives:
• Strengthen communication ability/relationship building among government program, user and procurement personnel as well as among the contractor counterparts
• Heighten awareness of COTR & P/OC influence boundaries
• Know the what and how of contractor evaluation principles and techniques
• Upgrade ability to select contractor through creating performance based statements of work, cost estimates & doing best value tradeoffs
• Learn how the COTR can use interaction and project controls well to sustain & further the agency’s programs
• Know how to obtain better feedback about contractor performance and be better able to respond to the findings
• Heighten awareness of technical personnel's influence in changes, dealing with inadequate contractor performance, claims, disputes & handling ethical concerns
• Transfer Lessons Learned to other contracts
Other Featured Benefits:
• Lessons Learned about stronger communication along with project management
• Case studies that demonstrate how to better plan, manage and handle unforeseen situations
• Checklists toward better organizing, documenting and responding to contract management instances
• Examples of Requirements Descriptions and how to use them to achieve stronger contractor performance
• Exercises showing how to better work with other technical management players
• Templates to carry out effective responsibilities when managing a “contracts portfolio” through multiple agency contracts, interagency buys, GSA Schedules and GWAC contracts or a mix
Program Registration Requirements
Registration fee $995, includes the price of course materials. Register online by selecting a date and clicking the "Register Now" button in the column to the right, call 1-888-300-8201, fax the completed Seminar Registration Form to 1-888-300-8201, or mail the completed Seminar Registration Form to Federal Contracts Training Center, 2700 Lake Cook Rd, Riverwoods, IL 60015.
Refund Policy
In the case that you cannot attend a seminar, FCTC permits attendee substitutions at any time prior to the start date of the seminar. We remind all participants to properly complete all Master’s Certification, CPE, and other credit documentation upon attending each seminar, including the post-seminar evaluation.
In Case of Cancellation
• If seminar registration is canceled or otherwise changed two weeks or more prior to the start date of the seminar, then FCTC will refund any tuition paid or apply it to a different seminar of the participant’s choice.
• If seminar registration is canceled or otherwise changed less than two weeks prior to the start date of the seminar, then FCTC will not refund any tuition paid; however, any tuition paid can be applied to a different seminar of the participant’s choice as long as he or she contacts FCTC prior to the start date of the seminar.
Complaint Resolution Policy
It is the goal of the FCTC to ensure 100% satisfaction with your seminar experience. If you believe that the seminar you attended did not meet or exceed the expectations of being relevant, well delivered, and professionally valuable, then please contact the FCTC with your concerns at 1-888-300-8201 or online at www.FCTCenter.com. Every reasonable effort will be made to resolve the issue in a timely manner.
CPE Accreditation
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CCH is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN, 37219-2417. Web site: www.nasba.org.
Agenda
DAY ONE
8:00 - 8:30 AM
I. Welcome and Introduction
A. What this course is: for larger valued contracts
B. Introduction and participant objectives
C. Purpose and objectives of the OFPP and agency COR/COTR Certification Program
8:30 - 9:00 AM
II. Review of Contract Administration
A. Contract Administration Perspectives
B. Contract Administration Team: PCO, ACO, COTR, P/OC, QAEs & contractor counterparts
C. Partnering: Theory & Best Practices
D. Exercise
9:00 - 9:15 AM
III. Means of Appointing a COR
A. Who can be a COR?
B. Procedure for designating a COR
C. Appointment letter
D. Exercises
9:15 - 9:30 AM
IV. Basics of Communication
A. Definition and Process of Communication
B. The Communication Loop
C. Seven Guidelines for Communication
9:30 - 10:00 AM
V. Overview of Task Orders 9:30- 10:00
A. Introduction to this type of effort
B. Order Processing Flow Chart
C. Types of effort amenable to Task Ordering
D. Essence of a Task Ordering Procedure
E. Elements of an Order & Players Involved
F. Exercise
10:15 - 10:30 AM
VI. Performance-based Work Statements (PWSs)
A. Definitions & Performance Context
B. Monitoring Process
C. Causes of Past Failures
D. Benefits of Using PWSs
10:30 - 11:00 AM
VII. Brief Overview of Source Selection
A. Basic Steps and Timeline
B. Preparing the Solicitation
C. Conducting the Proposal Evaluation
D. Special Topic: Avoiding “Exceeds”
11:00 - 11:30 AM
VIII. Creating a PWS for: New Buy or Task Order
A. Types: completion versus term
B. Format and content
C. Special Topic: Types of Contracts
D. Steps to Obtaining an effective PWS
E. Exercise: Assessing a PWS
11:30 - 11:45 AM
IX. Incentivizing a Contract
A. Misunderstandings in Using Incentives
B. Incentive Possibilities
12:45 - 1:15 PM
X. Major Indicator of a Strong PWS: Doing an Independent Government Cost Estimate (IGCE)
A. Reasons and Input Requirements
B. Procedure
C. Examples
D. Exercise: Creating an IGCE from the PWS
1:15 - 1:45 PM
XI. Furthering Your Ability to Strengthen a PWS
A. Instructions
B. Group Effort
C. Presentations
XII. Characteristics of the PWS Document
1:45 - 2:00 PM
XIII. Post-award Conference
A. Definition and need
B. Various players and their influences
C. Procedure & Outcomes
D. Creating the Project Management File
E. Establishing Working Relationships
F. Exercises
2:15 - 2:30 PM
XIV. Establishing Expectations and Understanding
A. Reasons and Benefits
B. Methods
C. Communication Cautions
D. Exercises- Establishing Expectations
2:30 - 2:45 PM
XV. Effective Listening
A. Reasons to Listen
B. Procedures for Listening and Consensus-Building
C. Listening Pointers
D. Effective Response Styles
E. Communication Cautions
F. Exercise- Effective Listening and Consensus-Building
2:45 - 3:00 PM
XVI. Giving Clarification
A. Definition
B. Reasons for Clarification
C. Procedure
D. Technical Guidance
E. Sample Technical Direction Clause
F. Cautions- Technical Guidance
G. Communication Cautions-Clarification
H. Exercise- Giving Clarification
3:00 - 3:15 PM
XVII. Generating and Monitoring Task Orders
A. Basic process
B. Task Order Format
C. Ordering Clauses
3:15 - 4:00 PM
XVIII. Monitoring Contractor Performance
A. Monitoring Concepts and Process
B. Baseline Management: As an Outcome of Planning
1. Elements
a. Technical
b. Schedule
c. Cost
2. Process
a. Set performance standards
b. Actual performance occurs
c. Compare actual performance to contractual performance
d. Handle discrepancies
e. Communicate needed actions to the contractor
C. Monitoring Tools
1. Conversation Record
2. Records
3. Meetings & Correspondence
4. Periodic Reviews
5. Key Personnel
6. Deliverables
7. Property
8. Exercises
XIX. Course Review & Preview of Tomorrow's Activities
DAY TWO
8:00 - 8:15 AM
I. Retrospect and Prospect
A. Review of Yesterday's Materials
B. Questions & Answers
8:15 - 9:00 AM
II. Monitoring Contractor Performance (continued)
D. Monitoring Quality
1. Concept & Definitions of Quality
2. Inspection
3. Handling Nonconformance
4. Acceptance & Acceptance Testing
5. Exercises
9:00 - 9:30 AM
E. Monitoring Costs
1. Cost/Schedule Reporting
2. Contractual Billing Requirements
3. Method of Payment
4. Verification of Invoice
5. Exercise
9:30 - 9:45 AM
III. Monitoring vs. Directing
A. Definitions
B. Reasons for Avoidance in Directing Performance
C. Communication Cautions
D. Exercise- Monitoring vs. Directing
10:00 - 10:30 AM
IV. Resolving Performance Problems
A. Process for Curing Performance Discrepancies
B. Role of the COTR and contractor in Effective Communication
C. Problem Log and Contract Discrepancy Report
D. Exercise
10:30 - 10:45 AM
V. Task Order or Contract Close-Out
A. Definition
B. P/OC Responsibilities
C. Contractor's Overall Performance Evaluation
D. Release of COTR File
E. Exercises- Task Order Close-Out
10:45 - 11:00 AM
VI. Task Order Changes
A. Concept
B. Types
C. Process
11:00 - 11:15 AM
D. Step One: Monitoring the Contractor's Performance
11:15 - 11:30 AM
E. Step Two: Realizing the Need for Change
11:30- 11:45 AM
F. Step Three: Assessing the Impact of the Change
12:15- 1:15 PM
G. Step Four: Obtaining Approval for the Change
1:15- 1:30 PM
H. Step Five: Reaching Agreement about the Change
1:30- 2:00 PM
I. Communication Which Exceeds Authority
J. Reducing the Number and Magnitude of Changes
2:15 - 2:45 PM
VII. Handling Disagreements and Conflicts
A. Handling Disagreements
1. Concept and Causes
2. Process
3. COTR & P/OC roles
4. Resolutions
5. Exercises- Disagreements
B. Handling Conflict
1. Definition
2. Causes of Conflict
3. Anatomy of a Conflict
4. Areas Where Conflicts Generally Occur
5. Managing Outcomes from Conflicts
6. Strategies for Resolving Conflicts
7. Exercise- Conflict Formulation and Resolution
2:45 - 3:00 PM
VIII. Addressing Inadequate Performance
A. Insight, Remedies, Use & Consequences
B. Actions to Cure Deficient Performance
C. Exercises
3:00 - 3:30 PM
IX. Ethics
A. Definition and Principles
B. Ethical Decision-making
C. Situations Leading to Potential Abuses
D. Conflict of Interest
E. Managing the Contractor's Performance
F. Abdicating Performance Standards
G. Not Keeping Independent Records
H. Unauthorized Discussion or Commitment
I. Not Keeping an Arms Length Social Relationship
J. Using Influence
K. Communication Cautions
L. Exercises- Ethics
3:30 - 3:45 PM
X. Strengthening COTR/Contractor Relations
A. Lessons Learned
B. Best Practices
C. Areas of Contractor Communication Improvement
D. Areas of COTR Communication Improvement
3:45 - 4:00 PM
XI. DOs and DON'Ts for COTRs
XII. Course Summary, Critique and Closure
Presenters
Steven Stryker
Steven Stryker is a professional consultant in business for over thirty years. He provides custom-tailored, just-in-time training, facilitating and consulting services to enhance the successful performance of federal acquisitions, programs and projects. He also has supported the lifecycle process of program and project success. Mr. Stryker continues to meet the challenge of successful performance acquisition implementation in a “cradle to grave” process—as a primary achievement of OMB & agency Acquisition Policy. Based on previous efforts with the DHS, EPA, Treasury, HHS as well as DOL, DOI, DOT, GSA, NIH, HUD, Justice, Commerce, USDA, GPO, Army, Air Force & Navy as well as government-focused firms, the results have demonstrated a categorical improvement in more effectively fulfilling the client's requirements through saved time, money and reduced problems, while obtaining higher-quality performance and outputs.
In order to achieve the above results, the services provided consist of three functions:
I. Custom-tailoring courses to meet the immediate client motivations and needs in Strategic Planning, Acquisition and Project Management-- or a combination. This endeavor profiles what the client's needs are in advance and focuses the subsequent instruction to effectively meet the needs of those who actually attend. Follow up is done to sustain the skill transfer has made the expected difference in job performance. One growing example is providing Certification classes to the CO/CS, COR/COTR as well as the Program/Project Manager Communities. A main focus of these classes will be to use performance-based methods to critique and create better requirement descriptions, solicitations, and performance management plans. In fact, the courses can be designed to integrate the acquisition, business and project management skills need toward the career development of the attendees—both acquisition and technical.
In addition, facilitation and consulting services include:
II. Lifecycle support to emerge and implement acquisitions, projects and/or strategic endeavors. Unlike "pure training", this activity is incorporated as part of real time decision-making for the actual situation. Effective group dynamics and teaming communication is conveyed and instituted as a key part to obtain the results needed. Appropriate follow through occurs. Herein, a venue that works to achieve this is to do a “pilot” endeavor using the performance orientation so that the success achieved can be replicated to "level up" future organizational performance.
III. Resolutions of specific acquisition, project, and/or planning issues. Here, effective consulting process and procedures are employed to listen and to understand what the true client need is, and then ensure that this need is met through multiple channels of communication. Timely outputs and outcomes occur that fully reflect the solution. Briefings are done at critical times to ensure all key stakeholders have continued buy in. Lessons Learned and/or Best Practices are compiled and forwarded to sustain future resolutions of similar concerns.
Mr. Stryker is a Certified Trainer through DAU and FAI to meet the learning competencies of the FAC-COTR and FAC-P/PM professional development programs from the Office of Federal Procurement Policy.
Authorship
Mr. Stryker has also authored three books: Plan to Succeed: A Guide to Strategic Planning, Guide to Successful Consulting, and Principles and Practices of Professional Consulting. He is currently at work on a book demonstrating effective processes and practices for Contracting Officer Representative success. Currently, he is completing a volume on The COTR Handbook: Effective Catalyst For Stronger Organizational Performance.
Professional Speaking
In addition, over the last three years, Mr. Stryker has been a requested speaker and presenter at a number of conferences and seminars on Performance Based topics (with a focus on enhancing performance application and accountability). The Conference sponsors include: The Performance Institute, The Government Contracting Institute, FOSE, Market Access, NCMA, Council for Excellence in Government and HHS.
Registration Fee
$995
Dates and Locations
- November 4, 2010 - November 5, 2010
- Flamingo Las Vegas
3555 Las Vegas Blvd S (Map)
Las Vegas, NV