navfac mentor protege process

1. 9/1/2011 NAVFAC MENTOR PROT�G� PROCESS Jerry Chapman Deputy Director, SADBU Engineering Field Activity, Northeast Naval Facilities Engineering Command Atlantic Division (610) 595-0629 Jerry.Chapman@navy.mil

2. 9/1/2011 Mentor typically discusses selection of prot�g� and plans for the prot�g� during the preparation process. They meet with the contracting officer and the Deputy for small business as well as the Associate Director and Program Manager. A new mentor may make plan to conduct the assessment after the agreement is approved. The statute requires that be performed prior to developing the agreement. Submittal of the package to the Navy should not be a surprise.Mentor typically discusses selection of prot�g� and plans for the prot�g� during the preparation process. They meet with the contracting officer and the Deputy for small business as well as the Associate Director and Program Manager. A new mentor may make plan to conduct the assessment after the agreement is approved. The statute requires that be performed prior to developing the agreement. Submittal of the package to the Navy should not be a surprise.

3. 9/1/2011 NAVFAC Mentor Prot�g� Program Provide to the PCO/ACO Signed mentor prot�g� agreement Technical proposal in work breakdown structure Cost proposal to match WBS (no profit) Training schedule/plan of action and milestones Metrics to measure success of program Statement of commitment to the agreement Statement of benefit to DOD/USN Prot�g�s size certification and proof of SB program certification The plans must be achievable and serious consideration given to the number of employees the prot�g� has in comparison to the total planned hours of mentoring. The prot�g� must remain a viable firm in order for this relationship to work. An overly ambitious program can ruin the relationship not to speak of the prot�g�s ability to be a viable firm. Typically a mentor prot�g� program should not exceed $500K a year, and may be significantly less depending on the size of the prot�g� and the technical capabilities. Return on investment is a concern, not only during the program but over the long term. Careful consideration is given to the prot�g�s firm, their technical development since they were started, their growth in numbers of people, gross receipts, and their future plans. What do they want to be when they grow up. Do they plan to become a large business? Remain a small business and manage their business to remain a small business to take advantage of the various programs? What SB programs have they considered, qualified for? Have they taken advantage of opportunities afforded to them? Are they entrepreneurial? The training schedule must reflect how the metrics will be achieved for each year of the program. The same schedule should not be used for each year. The technical training hours must exceed the management/business training at a minimum of 60%/40%, more technical is always preferred. Although many firms need support in developing business and mangement skills, improving their technical skills to help them develop their firm into other areas which will provide them other development opportunities is very important.The plans must be achievable and serious consideration given to the number of employees the prot�g� has in comparison to the total planned hours of mentoring. The prot�g� must remain a viable firm in order for this relationship to work. An overly ambitious program can ruin the relationship not to speak of the prot�g�s ability to be a viable firm. Typically a mentor prot�g� program should not exceed $500K a year, and may be significantly less depending on the size of the prot�g� and the technical capabilities. Return on investment is a concern, not only during the program but over the long term. Careful consideration is given to the prot�g�s firm, their technical development since they were started, their growth in numbers of people, gross receipts, and their future plans. What do they want to be when they grow up. Do they plan to become a large business? Remain a small business and manage their business to remain a small business to take advantage of the various programs? What SB programs have they considered, qualified for? Have they taken advantage of opportunities afforded to them? Are they entrepreneurial? The training schedule must reflect how the metrics will be achieved for each year of the program. The same schedule should not be used for each year. The technical training hours must exceed the management/business training at a minimum of 60%/40%, more technical is always preferred. Although many firms need support in developing business and mangement skills, improving their technical skills to help them develop their firm into other areas which will provide them other development opportunities is very important.

4. 9/1/2011 NAVFAC Mentor Prot�g� Program PCO/ACO and Deputy for SB - Review the submittals Evaluates technical/management assistance ratio Provide a signed letter of commitment to administer the agreement under the active contract Forward the package to the Associate Director The PCO/ACO/ SB Deputy ensure that the agreement supports a good business arrangement. They should evaluate if there will be opportunities for subcontracting, or prime contracts for the prot�g� in their own program. These will help the prot�g� develop with the assistance of the mentor.The PCO/ACO/ SB Deputy ensure that the agreement supports a good business arrangement. They should evaluate if there will be opportunities for subcontracting, or prime contracts for the prot�g� in their own program. These will help the prot�g� develop with the assistance of the mentor.

5. 9/1/2011 NAVFAC Mentor Prot�g� Program Associate Director Reviews package Resolves any issues that may stop package Evaluates Return on Investment/Risk May request a Dun and Bradstreet on either or both parties Prepares a letter for Program Manager to Cosign to DON SADBU Briefs Program Manager on the package Discusses any issues with PCO/ACO/Deputy for Small Business Forwards package to DON SADBU The AD evaluates the arrangement to ensure that the risk is reasonable, and ensures that this program is going to be a benefit for Navy and OSD. AD checks the package to ensure that everything is consistent and that the hours of mentoring are in line with the training, for instance, the mentor is not providing too much admin or management time considering the amount of training and OJT offered. Basically conducts a reality check. Ensures prot�g� understands that this is not a subsidy program. All allowable, allocable mentor costs are reimbursed, prot�g� receives reimbursement for training, travel, and per diem for training only.The AD evaluates the arrangement to ensure that the risk is reasonable, and ensures that this program is going to be a benefit for Navy and OSD. AD checks the package to ensure that everything is consistent and that the hours of mentoring are in line with the training, for instance, the mentor is not providing too much admin or management time considering the amount of training and OJT offered. Basically conducts a reality check. Ensures prot�g� understands that this is not a subsidy program. All allowable, allocable mentor costs are reimbursed, prot�g� receives reimbursement for training, travel, and per diem for training only.

6. 9/1/2011 NAVFAC Mentor Prot�g� Program DON SADBU Approves Directs funds to the NAVFAC Comptroller Comptroller forwards to field office Contracting Officer modifies contract obligates funding Provides a copy of contract document to Associate Director and DON SADBU The NAVFAC Team work together to ensure that the funding is obligated in a timely manner and that the appropriate documents are executed.The NAVFAC Team work together to ensure that the funding is obligated in a timely manner and that the appropriate documents are executed.

7. 9/1/2011 NAVFAC Mentor Prot�g� Program PCO/ACO and Deputy SB monitor agreement Conduct quarterly reviews Ensure DCMA reports submitted Ensure monthly expenditures reported to Associate Director On quarterly basis Review changes due to scheduling and priorities Requires funding letter for follow on option at least three months prior to end of agreement period Provides recommendation to Associate Director for option Go/No go Identifies opportunities for prot�g� for prime contracts Monitors subcontracting opportunities provided to protege NAVFAC Team evaluates progress, checks on delays, approves schedules changes, and ensures that the DCMA reports are submitted as required. Encourage contracting opportunities under other contracts as well as other commands.NAVFAC Team evaluates progress, checks on delays, approves schedules changes, and ensures that the DCMA reports are submitted as required. Encourage contracting opportunities under other contracts as well as other commands.