JCC I

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2. 2 Introduction Tenants of PBSA Performance-Based Work Statement Services Summary Gansler Report COR Programs/Training QASP Surveillance Documentation Overview

3. Introduction Transition from Build-up to Sustainment (Prep for redeployment) Contract administration is critical Terminology � QASP, PP, Performance Based, QAE, COR, BRAG, MFT Terminology doesn�t matter�Getter Done Having a QASP equates to loading a weapon. A loaded weapon is worthless if you forget to pull the trigger. Conducting and documenting surveillance equates to projecting bullets down range. Getter� Done! 3

4. Performance Based Svs Acquisition Purpose - Design mission support strategies that result in: Higher levels of contractor performance Synergetic relationships Accommodating changing or unforeseen mission needs Leveraging commercial best practices (Yes, this applies in Iraq) Encourage end users to identify requirements early (KO and RCC Chief Responsibility) (Customer Education�..document it) Form a multi-functional team to manage requirement through acquisition life cycle Identify members by position, not by name (turn-over hinders continuity) 4

5. Performance Based Svs Acquisition Performance based acquisitions describe quantifiable outcomes What not how Allow contractors to be creative in their efforts to accomplish our mission requirements PBSA consists of: Acquisition strategy that develops performance based requirements that align and track mission objectives complemented by a contract methodology that optimizes and drives performance Market Research demonstrating reliance on commercial marketplace for its capabilities, innovation, technologies and competitive forces Performance Based Work Statement (PWS) that defines requirements in terms of results rather than method of performing work. 5

6. PWS Contents Description of Services/General Information Services Summary Government Furnished Property/Services Appendices � workload estimates, labor hour rates, square footage, etc. 6

7. Service Summary Nuts and bolts of surveillance Identifies critical performance objectives Provides �measurable� performance thresholds Does not limit inspection/acceptance to service summary items Does not require technical expert to create KO will generally create initial draft Customer will help redefine 7

8. Services Summary 8

9. Gansler Report (Nov 2007) 9 The Secretary of the Army established an independent Commission on Army Acquisition and Program Management in Expeditionary Operations to review the lessons learned in recent operations and provide forward-looking recommendations to ensure that future military operations achieve greater effectiveness, efficiency, and transparency.1 The Commission assessed process (including internal controls), personnel, organization, training, policy and regulation, as well as explored legislative solutions, to ensure that the Army is properly equipped for future expeditionary operations.2 The �Operational Army�3 is expeditionary and on a war footing, but does not yet fully recognize the impact of contractors in expeditionary operations and on mission success, as evidenced by poor requirements definition. The Commission found that the following critical segments of the �Institutional Army�4 have not adapted in order to enable responsive acquisitions and sustainment for expeditionary operations. Specifically: The Secretary of the Army established an independent Commission on Army Acquisition and Program Management in Expeditionary Operations to review the lessons learned in recent operations and provide forward-looking recommendations to ensure that future military operations achieve greater effectiveness, efficiency, and transparency.1 The Commission assessed process (including internal controls), personnel, organization, training, policy and regulation, as well as explored legislative solutions, to ensure that the Army is properly equipped for future expeditionary operations.2 The �Operational Army�3 is expeditionary and on a war footing, but does not yet fully recognize the impact of contractors in expeditionary operations and on mission success, as evidenced by poor requirements definition. The Commission found that the following critical segments of the �Institutional Army�4 have not adapted in order to enable responsive acquisitions and sustainment for expeditionary operations. Specifically:

10. Gansler Report Financial management Civilian and military personnel Contracting and contract management Training and education Doctrine, regulations, and processes 10

11. Gansler Report Financial management Civilian and military personnel Contracting and contract management Training and education Doctrine, regulations, and processes 11 Lack of Training and Leadership Can Lead to Fraud Lack of Training and Leadership Can Lead to Fraud

12. Lack of Training Can Lead to Fraud 12 These trends are linked to a lack of education, experience, training, and oversight. Contracting Officers are the gatekeepers. Training on COR responsibility, documentation, and ethics is paramountThese trends are linked to a lack of education, experience, training, and oversight. Contracting Officers are the gatekeepers. Training on COR responsibility, documentation, and ethics is paramount

13. COR Program/Training COR�s required on all service contracts in excess of $25K (AI 46.1) Exceptions documented on D&F signed one level above KO KO must routinely interface with COR Monthly dialogue and assessment of contractor performance (minimum standard) The Chief of the Contracting Office is responsible for compliance Failure to comply across full spectrum of contracts Office chief reports failure to ICO/ACO ICO/ACO determines if resources need to be realigned to meet contract administration requirements. Resolution provided to J3 I/A Documentation, documentation, documentation 13

14. COR Program/Training Recommend COR program manager to track all contracts requiring a COR. Training Requirements (AI 42.1.C) DAU CLC 106 � COR With a Mission Focus Combating Trafficking in Persons Local COR training by the RCC (include contract specific discussion) (PMR team has several local training tools for your use) All must be documented in the contract file 14

15. QASP Reliance on Ktr Quality control Plan Changes Gov role from oversight to insight Serves as road map for contract surveillance Outlines roles and responsibilities Dictates COR performance requirements Describes COR documentation requirements Government evaluates contractor demonstrated results 15

16. QASP Determine type(s) of surveillance required for your service Customer Complaint Customer Survey Periodic Inspection Monthly Reports Progress Meetings Consider contractor data 16

17. Surveillance Documentation Each surveillance method must be accompanied by some form of documentation and procedure for processing the documentation Customer Complaint Requires CC Form Where are they located? Corrective Action Report Contract Discrepancy Report 17

18. Bottom Line 18

19. Questions? 19