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Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div

Partnering for Success: Getting Contracting & Project Management Together on the Same Page. Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div Rodger Evans, Chief, Design & Construction Western Div National Park Service, Denver Service Center

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Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div

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  1. Partnering for Success:Getting Contracting &Project Management Together on the Same Page Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div Rodger Evans, Chief, Design & Construction Western Div National Park Service, Denver Service Center Date: April 15, 2008 Time: 4:30 p.m. – 5:30 p.m.

  2. What is the Denver Service Center? • Central Planning, Design & Construction office for the National Park Service • Manages more than $1.0 billion in projects • Manages more than 600 projects • Currently managing projects in more than half of National Park units

  3. Was there a problem? YES!

  4. Diagnosis • Office formed in 1971 to perform in-house services • Static office and procedures • Large staff • Expensive operation • Rigid culture • Diminishing customer satisfaction • Bad press

  5. The times they are a changin’ • 1993 National Performance Review • 1995 Reinvention Plan • 1996 Reengineering Laboratory • 1998 National Academy of Public Administration Study (NAPA) • 1999 NAPA Transition Plan • 2002 NAPA Review off Implementation Plan • 2003 A-76 Competitive Sourcing Study • 2003 Realignment of DSC into Business lines • 2005 Organizational Tune-up

  6. National Academyof Public Administration Study • Eleven recommendations for improvement • Number ONE recommendation: • Contract 100% of Construction Management Services • Contract 90% of Design Services (A/E)

  7. Solving the Problem • Reduce the organization size (>500 to <260) [RIF] • Reduce operating expenses • Create new accounting procedures • Strengthen project management matrix • Change reporting protocols • Implement NAPA #1 Recommendation ACCOMPLISH IN ONE YEAR!

  8. Defining Success • Redefine Mission Statement (WHAT) • Describe and model leadership vision & operational principles (HOW) • Develop organizational alignment

  9. Defining Success • Develop organizational alignment • Set clear and achievable project & program goals • Reward accomplishments • Don’t look back • Import fresh perspectives • Train, train, train

  10. OrganizationalIntegration & Interdependency • Project Ownership—Sharing Parallel Authorities • Project Manager – Project • Contracting Officer – Contract • Leadership shares common vision • Performance measures • Commitment and follow through • Communication and teamwork • Continuous improvement

  11. OrganizationalIntegration & Interdependency • Project team expectations • Annual acquisition planning review • Monthly PM project review meetings • Monthly contract status meetings • Collaboration and teamwork

  12. OrganizationalIntegration & Interdependency • Management team expectations • Weekly meetings • Staff meetings • Troubleshooting • Mutual Support

  13. Project ManagementStrategies & Innovation • Products • Project Structure – Who leads? • Business Process – Procurement environment • Project Controls & Tools - Systems • People – Develop / Train / Coach IPECC

  14. Contracting ServicesStrategies & Innovation VISION: Equal partners at the table • Contracting as a critical core function, not administrative support • Earn the partners’ respect through demonstrated skill and merit • Dedication to customer service and compliance

  15. Strategies & Innovation • Assess situation and determine key issues • Training and certification • Workload and resources • Technology and equipment • Internal customer relationships • Goals • Rewards • Fresh ideas

  16. Strategies & Innovation • Knowledge of federal procurement • Customer service with compliance • Contracting officer warrants • Project team accountability

  17. Strategies & Innovation • Workload management • Acquisition planning is critical • Spread the work over the full year • Be proactive – reach out to customer

  18. IN SUMMARYIn order to partner for success… • Leadership and partnering start from the top • Share a common vision and goals • Measure results • Support each other • Support your staff - tools and resources to do their job

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