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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.

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

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  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?

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