Procurement Staff Meetings

1. People Change Process Change Technology Change Procurement Staff Meetings Commerce Business Environment Convergence for Implementation The beginning of an evolution Linking Procurement, Program and Finance

2. Terms and acronyms System definitions • ORSI: Acronym for “Obligation and Requisition Standard Interface” which connects technology to deliver a procurement and financial processing electronic support environment. • TIBCO: The formal name for the ORSI middle ware (software) • CFS: Acronym for “Commerce Financial System” • C.Request: The web-based requisitioning system • CSTARS: Acronym for “Commerce Standard Acquisition and Report Systems”, the current client-server acquisition production system • CSPS: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census

3. Terms and acronyms (con’t.) Process and role definitions • Go-live: The ORSI cutover date when all systems will be connected operationally. • Deployment: ORSI preparation activities and launch which include the Go-live date. • CD435: the printed Commerce form titled “Procurement Request” that is eliminated with ORSI deployment • Requisitioner: A person who historically prepared CD435s • Reviewer/Approver: A person who historically checked and okayed prepared CD435s. • Business Broker: The Procurement representative who works with Program Mangers and Acquisition Teams. • Cross-servicing: The use of another bureau’s Procurement Office and acquisition processing systems and services.

4. Agenda ORSI technology with common business processes and standardized data take the acquisition business to the next level. • The big picture • Acquisition staff direct benefits • The new electronic requisition process • Acquisition processing differences between today and tomorrow • Acquisition staff roles & responsibilities • ’07 processing before Go-live • Working with Requisitioners • Get ready for Go-live • How you can help your everyone make the transition • How to get training C.Request CFS ORSI BPR & Data Standardization CSTARS

5. Acquisition staff benefits • Increases requisition completeness • Reduces paper processing dramatically – no more paper CD435s • Supporting documents assembled and attached electronically to create a complete “Requisition Package” • Tracking of requisitions electronic approvals for certifying and approving officials • Requisition packages are submitted electronically to Procurement Office • Eliminates rework and increases requisition accuracy • Eliminates double keying of requisition and obligation document data • Eliminates manual obligation work to increases financial accuracy • Increases early involvement by Procurement to support acquisition planning • Eliminates invalid ACCS codes before they get to the Acquisition staff • Improves FAR and CAR compliance through common business processes • Increases ability to communicate with Requisitioners without taking up your time • Near real-time status action tracking from Requisitioner desk tops • Automates consistent feedback and updates from CSTARS to C.Request • Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data warehouse reports

6. The electronic requisition process 3. Electronically routes requisition for internal approvals and funding • Requisitioner enters requisition data into C.Request Budget Liaison 2. Attaches notes and supporting documents to create a requisition package and selects review/approval routing Program Management Budget/Finance 4. The requisition proceeds electronically, as needed, for external approvals Legal CIO 5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked. 6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office

7. What is the difference between processing an acquisition today vs. after ORSI Go-live?

8. Procurement Office impacts • All FY07 requisitions will be received electronically into CSTARS • Customers, NOT Procurement, must complete all requisitions using C.Request • Paper CD435s will not be accepted after ORSI Go-live • All requisition approvals are electronic, not paper based • Supporting documents should be submitted electronically WITH the requisition • Orders against existing contracts can be processed as well • Acquisition staff will interact using this language • A C. Request customer requisition becomes a CSTARS purchase request. • A requisition package is the C.Request requisition plus all supporting documents assembled electronically. • Requisitioners “Commit” in C.Request to confirm that the ACCS codes are valid within CFS. • To send the requisition package to the Procurement Office after it is approved (and the ACCS is validated), Requisitioners will “Submit” in C.Request. • Note:Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.

9. Procurement Office impacts • Acquisition staff can verify Reviewer/approval status • Requisition routing and approvals are transmitted to CSTARS • Acquisition staff is relieved of update emails and phone calls • CSTARS major milestone update messages pass automatically to C.Request to keep Requisitioners up to date. • Acquisition staff uses the CSTARS “Obligate” function to set the award in CFS • Eliminates manual obligation process • Once obligated, an award modification is used change award data • May affect FPDS-NG reporting capabilities • Acquisition staff should attend training • Learn process workflow and new CSTARS functionality • Brush up on existing CSTARS functionality The challenge is to change old habits, especially reliance on paper processing!

10. For FY ’07 requisitions which must be processed before ORSI Go-live • Requisitions will be created using current processes. • These “legacy” documents will not be linked electronically to CSTARS because they were not created in C.Request. • This means that: • No automatic status updates through C.Request • Procurement staff must re-key requisition data into CSTARS for purchase request, solicitation and award processing.

11. Procurement as your Partner, the “Business Broker” Traditional Procurement involvement Requisition Development/ Requirements Definition Strategy/ Acquisition Planning & Budgeting Solicitation & Contract Award Strategic Contract Sourcing Performance Acquisition Management Strategy The Program Managers Life Cycle Refreshing the Business Broker role • A Business Broker is the Procurement representative who works with Program Managers and Acquisition Teams • For example, Business Brokers help plan complex acquisitions before the development of the requisitions • Key features: • Procurement representative is a full member of the Acquisition Team • No more “Berlin wall” between the organizations • Creates a win-win situation for everyone!

12. Business Broker role – why the emphasis now? • ORSI technology enables • Easier, more consistent communications, information access and sharing • Frees Procurement staff from clerical work • Procurement staff have found this role delivers promised benefits, especially on large complex acquisitions • A new common planning process provides a guide to this partnership relationship and work. • Need to consolidate small acquisitions through joint analysis and planning to enable strategic sourcing

13. What are the benefits of partnering with Program Management for acquisition planning? You get: • Less requisition rework after submission to Procurement because of planning errors, not following regulations, or missing information • Minimized administrative costs and maximized contract cost avoidance • Increased consistency and quality of acquisition plans across Program Managers • Informed decision-making by exploring all alternatives and best practices before proceeding

14. What Program Managers will expect from you, the Business Broker • Meet with Program Managers, periodically, to • Understand and anticipate program acquisition needs and budget constraints/opportunities • Identify potential “unanticipated” situations that may require emergency actions • Acquire the right solution at the right time to solve the problem • Advise Program Managers on contracting vehicle alternatives • Increase options before you move develop the requisition • Coach Program Managers in writing requirements • Give them flexibility and the greatest competitive opportunity for the best value • Create performance-based services requirements • Help with complex acquisitions, • Create acquisition milestone plans that are realistic and achievable • Conduct early market research to increase or target their solution options • Help consolidate many small acquisitionsinto larger contracts • Take advantage of strategic sourcing opportunities • Save customers money and deliver a better value • Mitigate frustrations with solid communications and act responsively • Everyone is on the ‘’same page’ before you receive the requisition • Work collaboratively to get customers the best value and solution.

15. What you can expect from Program Managers • Program Managers should reach out to you early in the process • NO planning reports thrown over the wall • Program Managers should accept you, the Procurement representative, as their agent in the marketplace • For complex acquisitions, • Program Managers should form an Acquisition Team early and include you, the Procurement representative, as an active, full team member from the start • Once there is a contract, the COR/COTR should ask you to facilitate a contract kick-off meeting and together develop a work plan with the contractor, especially when: • There are multiple tasks and people involved • There are performance standards that must be met • There is more than one deliverable during the performance period • Schedule is critical • The CO thinks it’s important to contract success

16. Get ready for ORSI Go-live! • Get trained in CSTARS • Learn its full capabilities as well as the new integration with CFS and C.Request • Hold meetings to create and document practices to handle non-standard situations after Go-live such as these… • A Requisitioner • submits a paper CD435 • submits an electronic requisition, but does not attach the necessary supporting documents • submits a requisition missing one or more approvals • asks you to use C.Request to create a Requisition • Handling legacy documents • Obligation via CFS is rejected for invalid ACCS • Meet with your regular customers to • Review process and practice for requisition submissions • Develop an Office plan for taking on the Business Broker role in a serious manner • Use the BPR & Data Standardization Project Process Design (1.1 Plan the Acquisition) to guide your work • Reward those who jump on board, perform well, reinforce processes, and help others

17. ORSI information contacts and resources • Please contact your bureau ORSI implementation coordinator for training schedules and communications support • Census – Peter Sefton (douglas.p.sefton@census.gov) • NOAA – John Abbott (john.j.abbott@noaa.gov) • OS - Crystal Davis (cdavis2@doc.gov) • NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov) • ORSI Communications Support Team or ORSI Communications Support. • Tom Cochran (tcochran@doc.gov) • Jerry Rorstrom Lee (jrorstrom@doc.gov) • Dorine Andrews (dandrews@rwd.com) • Web site http://oamweb.osec.doc.gov, click-on ORSI Information(available October 1, 2006).

18. Thank you! Let’s work together to create an environment where change is welcomed, not resisted!