1 / 31

Breakout Session # 610 Jeff Brunner, Contract and Acquisition Management Officer (CAMO)

Government and Industry Partnering – Rhetoric or Reality ?. Breakout Session # 610 Jeff Brunner, Contract and Acquisition Management Officer (CAMO) U. S. Joint Forces Command April 25, 2007 2:40 PM-3:40 PM. A Contracting Perspective of Customers.

slade-mcbride
Télécharger la présentation

Breakout Session # 610 Jeff Brunner, Contract and Acquisition Management Officer (CAMO)

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Government and Industry Partnering –Rhetoric or Reality? Breakout Session # 610 Jeff Brunner, Contract and Acquisition Management Officer (CAMO) U. S. Joint Forces Command April 25, 2007 2:40 PM-3:40 PM

  2. A Contracting Perspective of Customers • Individual segments of major customer activities are stovepiped and don’t talk to one another. • Customers fail to both plan and consolidate requirements. • Customers do not provide complete and timely requirements packages. • Customers seek individual contracts for just their organizational segment.

  3. A Contracting Perspective of Customers • Contracting offices are burdened with awarding and administering an excessive number of redundant contracts. • That redundancy is multiplied by the number of customer activities with similar requirements and (planning?) habits.

  4. A Customer’s Perspective of Contracting • Contracting doesn’t understand what we need, we’re different. • Why do they need all this paper and documentation every time? • Why does each specialist and KO want it a little bit different?

  5. A Customer’s Perspective of Contracting • Why does it take so long to get a contract? • We have the funds, why can’t they just buy what we asked for? • I thought the Government was going to operate more like a business.

  6. AContractor’s Perspective on Contracting • The customer is fair game until there’s an FBO announcement. • What’s taking so long? I already wrote the customer’s SoW and prepared the IGCE. • What do you mean it doesn’t meet the FAR test for an unsolicited proposal? It’s what they asked for!

  7. AContractor’s Perspective on Contracting • I have to tailor my business processes to suit every contracting office and contracting officer. • Why does the RFP come out just before a holiday and why are proposals and revisions always due on a Friday?

  8. Some Additional Realities • A smaller, aging Contracting workforce • Acquisition streamlining (yeah, right!) • More contract requirements since 9/11 • The Long War • Mission funded but do actual resources match the actual contracting mission? • How do you get the everyday work done and still mentor interns?

  9. Bottom Line and a Question • Every customer and contracting activity is trying to invent their own systems and processes (wheel) or keep their old systems and processes (wheels) spinning. • Why can’t policy and processes be evaluated and consolidated just like customer requirements?

  10. One More Question • Does Industry have experience that could also contribute to policy and process changes and improvements? • Daily interaction with a wide variety of customers and contracting offices. • Business processes that have allowed them to survive in a profit-making enterprise (so far).

  11. Possible Answers • Greater collaboration among and between customers and contracting offices. • Adoption of best practices to better consolidate and standardize processes. • Eliminate both customer and contracting stovepipes. • Listen to Industry’s experience and ideas.

  12. Possible Answers • Eradicate the not-invented-here syndrome. • Never say, “That’s not how we do it.” • Make sure fresh, hands-on contracting experience leads the contracting office. • Have customers evaluate those leaders.

  13. One Regional Example- Tidewater Virginia • The Federal Acquisition Council of Tidewater (FACT) - 2006 • The Tidewater Association of Service Contractors (TASC) - 1987 • The Tidewater Government/Industry Council (TGIC) - 1989

  14. Federal Acquisition Council of Tidewater • Purpose and Objectives • Coordinate, communicate, cooperate, and collaborate for best practice policies and business processes. • Maximize Warfighter support and Taxpayer stewardship. • Increase efficiency of contracting resources and processes. • Focus Government’s interface with private industry.

  15. Federal Acquisition Council of Tidewater • Membership • Any member of any Government acquisition career field in the Tidewater region (currently contracting concentrated) • Need for more and progressive members

  16. Federal Acquisition Council of Tidewater • Accomplishments • Regional DAWIA briefing • Inputs to Navy and OSD Strategic Sourcing Initiatives • Review of COMFISCS Customer Guide • Supplemental customer training packages • Market Research, Non-Personal Services, J&A’s, MOPAS, Non-DoD Contracts, K Types, MOPAS 2

  17. Federal Acquisition Council of Tidewater • Focal point for regional training • TGIC Exchange Briefing Program • Adjunct DAU COR Instructors • Partnership with NCMA Norfolk Chapter

  18. Tidewater Assn of Service Contractors • Purpose and Objectives • Dedicated to contracting excellence in the public and private sectors • Industry perspective on Government contracting policy and processes • Elected representatives to Tidewater Government/Industry Council (LB, SB, 8a, Educational Institutions, At-Large) • Education and training/Mutual understanding between Government and Public Sector professionals

  19. Tidewater Assn of Service Contractors • Membership • Approximately 310 including individual and corporate members • Accomplishments • Monthly newsletter • Monthly meeting and program speakers • Monthly TGIC interaction • Exchange Briefing Program • Annual symposium- “Preparing the Warfighter”

  20. Tidewater Government/Industry Council • Purpose and Objectives • Communication, cooperation, and consultation between Government contracting activities, their customer activities, and private industry • Improve the productivity of contracting and quality of the end product. • Explore and develop methods of quality and productivity improvement, foster a spirit of cooperation, provide a forum to share new ideas and initiatives, suggest changes to policies, regulations or statutes through the appropriate channels.

  21. Tidewater Government/Industry Council • It is not the purpose of the Council to discuss specific contractual actions or future procurements. • A non-attribution policy is always in effect • These policies have always been strictly respected since TGIC’s inception.

  22. Tidewater Government/Industry Council • Membership • 14 Industry representatives elected by TASC • Any Government member (civilian or military involved with contracting or requirements) • Monthly meeting is open to all/averages 40 • Government & Industry Co-Moderators • Immediate past-Chairperson of FACT • Immediate past-President of TASC

  23. Tidewater Government/Industry Council • Most Recent Accomplishments • Policy change recommendations • FAR change for local travel provisions • Requested FAR revision-Non-personal services • Seaport-e enhancement and user training • Requirements Action Team Project • Robust Exchange Briefing Program

  24. Tidewater Government/Industry Council • 2007-2008 Program Year • Revisit the overall purpose and future direction of the Tidewater Government Industry Council • Deterioration of the Acquisition Workforce • Past Performance (with an emphasis from the Small Business perspective), including CPARS and past performance questionnaires

  25. Tidewater Government/Industry Council • Size Standards (also with an emphasis from the Small Business perspective) • Bundling • Multiple-Award Contracts, The Value of • The Relationship of Contract Requirements to Contractor Qualifications • Interagency Contracts

  26. Tidewater Government/Industry Council • New for 2007-2008 Program Year • Standing Committees for: • Small Business issues and concerns • Procurement legislation, e.g. The Clean Contracting Act • Proposed support of USD AT&L “Panel on Contracting Integrity”

  27. AT&L Panel on Contracting Integrity • Eliminating areas of vulnerability in the defense contracting system that allow fraud, waste, and abuse to occur • Weaknesses in five key areas • Sustained senior leadership • Capable acquisition workforce • Adequate pricing • Appropriate contracting approaches and techniques • Sufficient contract surveillance

  28. AT&L Panel on Contracting Integrity • Extremely senior organizational composition • Very senior proposed panel membership • Proposed assistance from FACT/TGIC “boots on the contracting ground”

  29. In Summary • Real partnering works. • More partnering works better. • Emulate the Tidewater model in your business area or region. • Please visit our website. • www.tasc-tgic.org • Please consult your copies of the FACT, TASC, and TGIC charters.

  30. 2007-2008 Contact Information • FACT Chairperson • Ms. Michelle Currier, Army Contracting Agency-Northern Region (757) 788-3293 michelle.currier@us.army.mil • TASC President • Mr. Dennis Garcia, PROSOFT, Inc. (757) 431-2400 Ext. 542 Dennis.Garcia@prosoft.tv • TGIC Co-Moderators • Industry: Mr. Steve Kelley, DCS Corp. (757) 961-3313 skelley@dcscorp.com • Government: Mr. Jeff Brunner, USJFCOM, (757) 836-7544 jeffrey.brunner@jfcom.mil

  31. QUESTIONS?

More Related