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Post Award Contract Administration An Industry Perspective. “The Customer Service Model for Effective Contract Administration” (For NCMA-Boston’s March Workshop). David Barr, CPCM Director of Contracts, Procurement & Property The Charles Stark Draper Laboratory, Inc. 16 March 2011.

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post award contract administration an industry perspective

Post Award Contract Administration An Industry Perspective

“The Customer Service Model for Effective Contract Administration”

(For NCMA-Boston’s March Workshop)

David Barr, CPCM

Director of Contracts, Procurement & Property

The Charles Stark Draper Laboratory, Inc.

16 March 2011

agenda
AGENDA

1.0 Customer Service Elements

1.1 Focus

1.2 Definitions

2.0 Identifying the Customers

2.1 Internal

2.2 External

3.0 Core Contract Administration Functions

4.0 Examples of Standard T&Cs

5.0 Routine Contract Administration Activities

agenda cont d
AGENDA (cont’d)

6.0 Example of more challenging T&Cs

7.0 Keys to Successful Contract Administration

8.0 Meeting Management Practices

9.0 The Contracts File

10.0 Audits

10.1 Audit Entities

10.2 Audit Activities

11.0 Career Development Suggestions

12.0 Closing Remarks

1 1 customer service focus
1.1 Customer Service Focus

Effective Contract Administration begins with a Customer Service mindset

The Contract Administrator is in the business of providing Customer Service

Contract Administrators have many customers with different priorities and needs

Contract Administrators advise and assist their customers

Contract Administrators translate and share information with their customers

Contract Administrators bridge communication gaps and solve problems

1 2 customer service means being
1.2 Customer Service Means Being:

Persistent and Patient

Calm and Approachable

Flexible and Responsive

Consistent and Reliable

Pleasant and Attentive

Knowledgeable and Professional

1 2 customer service means being cont d
1.2 Customer Service Means Being (cont’d):

Confident and Creative

Proactive and Assertive

Willing to go above and beyond expectations

Willing to communicate face-to-face as often as possible

2 1 internal customers departments
2.1 Internal Customers/Departments

Program Management

Finance and Accounting

Legal

Internal Audit and Compliance

Subcontracts/Procurement

Property Control

Security

Human Resources

2 2 external customers
2.2 External Customers

The Contracts counterpart at the customer/sponsor location (PCO/ACO)

The cognizant DCMA Representative

The cognizant DCAA Representative

The sponsor COTR

The end user of the company’s product or service

3 0 core functions to perform
3.0 Core Functions to Perform

Serve as primary point of contact with the Contracting Officer (ACO/PCO)

Develop and implement the Contract Administration Plan for each contract

Monitor and administer company compliance with contract terms and conditions

Monitor and administer company compliance with its own policies and procedures

3 0 core functions to perform cont d
3.0 Core Functions to Perform (cont’d)

Set up the contract in the contracts module of company enterprise accounting system

Maintain the Contract File and all contract related correspondences

Represent the company in negotiations

Maintain proficiency with the FAR, DFAR and Agency Supplements

3 0 core functions to perform cont d1
3.0 Core Functions to Perform (cont’d)

Interpret contract provisions for company personnel

Stay current on changes to Government Contract laws, statutes and regulations

Attend and support monthly or quarterly program review meetings

Work with Subcontracts Department to assure proper flow down provisions are included in Subcontract Agreements

4 0 examples of standard t c to administer
4.0 Examples of Standard T&C to Administer

Limitation of Funds (i.e. 75% letters)

Change Orders and Modifications

Disputes Resolution

ITAR – Export Control

Consent to Subcontract

Termination for Convenience or Default

4 0 examples of standard t c to administer cont d
4.0 Examples of Standard T&C to Administer (cont’d)

Process Stop Work Orders

Key Personnel Clause

EEO Compliance Reporting

Service Contract Act Compliance

U.S. Flag Air Carrier Clause

Organizational Conflict of Interest

Inspection and Acceptance Terms

5 0 routine contract admin activities
5.0 Routine Contract Admin. Activities

Make sure all costs charged to the contract are allowable and billable

Make sure Program does not overrun

Prepare Contract Summary/Synopsis/Brief for each Contract

Prepare Contract Administration Plan for each contract

Prepare Transmittal Letters for Deliverables

5 0 routine contracts admin activities cont d
5.0 Routine Contracts Admin. Activities (cont’d)

Change in Key Personnel Notification

Negotiation of Award Fee or Incentive Fee

Negotiate Contract Modifications

Requests for Release of Public Information

Maintain and Update the Central Contractor Register (CCR)

5 0 routine contracts admin activities cont d1
5.0 Routine Contracts Admin. Activities (cont’d)

Maintain and Update ORCA

Respond to CPARs

Work with F&A on billing and collection matters

Provide timely Patent Disclosure Notification

Prepare Contract Close-Out documentation

6 0 examples of more challenging terms and conditions
6.0 Examples of More Challenging Terms and Conditions

Intellectual Property

Warranty

Indemnification

Limitation of Liability

7 0 keys to success
7.0 Keys to Success

Establish a strong working relationship with Program Manager, PCO, and ACO

Educate, Educate, Educate – first yourself, then those you support and your peers

Communicate, Communicate, Communicate – up, down and across organizations, inside and outside the company

7 0 keys to success cont d
7.0 Keys to Success (cont’d)

Know who the key stakeholders are and keep them informed

Obtain buy-in from key internal stakeholders on sensitive issues before presenting to external stakeholders

Deliver on Promises – Meet Deadlines

8 0 meeting management practices
8.0 Meeting Management Practices

Accept that meetings are a necessary evil

Be prepared for lots of meetings

Prepare and stick to an agenda

Know who to invite, and who not to invite

Keep meeting short and on task

After a meeting send out meeting minutes with action items

Tenaciously follow-up and bring issues to closure

9 0 what to keep in each contract file
9.0 What to Keep in each Contract File

The fully executed Contract and all Modifications

Contract Briefing/Synopsis of overall contract

Contract Administration Plan

Cost, Technical and Management Proposal

Basis of Estimate (BOE) and Negotiation Memorandum

RFP and all Amendments

Key internal and external correspondences

10 1 work with these auditing entities
10.1 Work with these Auditing Entities

DCMA

DCAA

SBA

Company assigned CPA Firm

ISO Consultants

Internal Financial and Quality Auditors

10 2 support these audit activities
10.2 Support these Audit Activities

Contractor Purchasing System Review (CPSR)

Incurred Cost Audit

Small Business Subcontracting Plan

Indirect Rate Audits

Property Audits

10 2 support these audit activities cont d
10.2 Support these Audit Activities (cont’d)

Sarbanes/Oxley Audits

Security Audits

Quality Control Audits (IQMS or ISO)

A-133 Audits (for Non-Profits)

11 0 career development suggestions
11.0 Career Development Suggestions

Join NCMA today

Regularly attend NCMA monthly events

Volunteer to help at an NCMA event

Obtain NCMA Professional Certification

Read the NCMA Monthly Magazine

Attend Contract Courses

Develop public speaking skills

11 0 career development suggestions cont d
11.0 Career Development Suggestions (cont’d)

Build a professional network of mentors and colleagues

Develop collaboration skills

Maintain a thirst for knowledge

Develop a tolerance for ambiguity

Understand at a very top level your peer’s role/responsibility

Maintain a Healthy Lifestyle – this job takes a lot of energy and commitment

12 0 closing remarks
12.0 Closing Remarks

RECONGNIZE YOUR CONTRIBUTION MAKES A HUGE DIFFERENCE!

Strive for Excellence in Customer Service

Don’t get overwhelmed with body of knowledge to learn

Don’t get overwhelmed with the number or variety of tasks to perform

Stick with it - you are in a high demand career field

Take charge of your career

Enjoy the ride

Contact me

questions
Questions?

Questions?

thank you
Thank you!

Thank you!

David G. Barr

Director, Contracts, Procurement and Property

The Charles Stark Draper Laboratory, Inc.

555 Technology Square, Cambridge, MA 02139-3563

Phone: 617-258-3135

Email: dbarr@draper.com