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U.S. Coast Guard Headquarters Office of Contract Support

FULL SPEED AHEAD TO PERFORMANCE BASED SERVICES ACQUISITIONS (PBSA) Dani Wildason (202) 267-1182 November 18, 2004. U.S. Coast Guard Headquarters Office of Contract Support.

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U.S. Coast Guard Headquarters Office of Contract Support

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  1. FULL SPEED AHEAD TO PERFORMANCE BASED SERVICES ACQUISITIONS (PBSA) Dani Wildason(202) 267-1182 November 18, 2004 U.S. Coast Guard Headquarters Office of Contract Support

  2. In early 2001, our Chief of the Contracting Office (COCO) saw a need for a “liaison” between contracting personnel and the technical customers The Customer Advocate position was created and I was hired in September 2001 Need for Customer Support

  3. I was immediately given a “Statement of Objectives” by my supervisors – that is: Increase Customer Satisfaction (as measured by Balanced Scorecard) Increase the number of PBSAs Customer Advocate “SOO”

  4. Central POC for all customer issues, complaints and concerns Focus is Customer Care Change Agent for transition to PBSA at USCG Headquarters Team Leader to the Customer Advocacy and Assistance Team (CAAT) The Customer Advocate

  5. A PBSA Implementation Team was chartered (led by the Customer Advocate) to put together a viable plan to increase our PBSA requirements Plan included identification of two pilot buys, familiarization training, and a complete inventory of upcoming procurements PBSA Implementation Team

  6. We used Ms. Ronne Rogin’s No-Nonsense Approach to PBSA Familiarization Training Ronne (who was with Dept. of Treasury at the time) led three short sessions for over 100 contracting, technical, and legal folks Received great feedback from attendees ! PBSA Familiarization Training

  7. PBSA Implementation Team reviewed upcoming follow-on requirements for possible conversion Results – we identified many potentials….but General response from contracting folks was “Well, we’ll see what the technical folks say, they really don’t want to change things…….” Inventory to Identify Potential Conversions to PBSA

  8. Initial conversions were few Facilitated by the Customer Advocate using an Integrated Solutions Team (IST) approach Excellent feedback was received As workload increased, a new team was created under the Customer Advocate Converting Requirements = Fear of the Unknown

  9. Stood up June 2002 Cross-functional team of 7 Diverse backgrounds Excellent listening, writing, and communication skills The Customer Advocacy and Assistance Team (CAAT)

  10. Function of team based on the premise used for resume writing or having taxes done Why teach SOO/PWS/PRS/QASP preparation for a one time requirement? We facilitate and prepare these documents and ALLEVIATE THEIR PAIN! The Customer Advocacy and Assistance Team (CAAT)

  11. For each service requirement: Integrated Solution Team (IST) formed (usually informal) including Contract Specialist and Customer Two CAAT members are assigned Face-to-face “Kick off meeting” Customer is “interviewed” The Customer Advocacy and Assistance Team (CAAT)

  12. For each requirement (cont.): CAAT prepares draft SOO/PWS/PRS as appropriate Utilizes template approach CAAT Peer Reviews take place The product is presented to the customer and KO/KS for review The Customer Advocacy and Assistance Team (CAAT)

  13. Focus on PBSA: Use of the CAAT approach has exponentially increased our PBSA contracts and task orders Have increased from 2 PBSA actions to over 300 PBSA actions since June 02 The Customer Advocacy and Assistance Team (CAAT)

  14. Work Statements for FY04: The CAAT prepared 184 work statements 171 were performance based (5 of these were SOOs) 13 did not lend themselves to performance based The Customer Advocacy and Assistance Team (CAAT)

  15. Challenges- The “Seventh Step” (Manage Performance) is our current office-wide focus- Not easy to get to “full” PBSA - several are “hybrid” and we are working to improve these when they come up for follow-on - Turnover of customers and contracting staff requires repeated training The Customer Advocacy and Assistance Team (CAAT)

  16. DOT Procurement Performance Measurement Balanced Scorecard Survey Results show an increase in Customer Satisfaction after implementing Customer Advocacy Program - 69% in FY00 - 78% in FY01 (Customer Advocate hired in FY01) - 88% in FY02 (CAAT initiated in FY02) - 85% in FY03 Measuring Customer Satisfaction – RESULTS!

  17. Dani Wildason (202) 267-1182Chief, Contracts Plans, Procedures, and Quality Engineering Division (G-ACS-3) Brian Jones (202) 267-0101Customer Advocate and CAAT Team LeaderContracts Plans, Procedures, and Quality Engineering Division (G-ACS-3c) Points of Contact

  18. http://www.arnet.gov/Library/OFPP/BestPractices/pbsc The Seven Steps to Performance Based Services Acquisitions

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