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The activities within the Navy Field Contracting System (NFCS) which exercise regional contracting management responsibilities are writing and administering an increasing number of services type contracts. These contracts require active participation in the contract administration function by the activities for which the contracts are written. The persons assigned the duty of representing the contracting officer and performing the technical liaison functions are usually called Contracting Officer Technical Representatives (COTRs). Since the environment COTRs must work in is often new and requires different knowledge and skills, the content and quality of training of these individuals is of significant importance. This research identifies the knowledge and skill requirements for COTRs, examines the assets currently in use of satisfy COTR training needs, and proposes a new approach to the structure and administration of COTR training. A modular structure using several presentation media is emphasized, and video sessions are featured. Examinations are also given. (Author).
The activities within the Navy Field Contracting System (NFCS) which exercise regional contracting management responsibilities are writing and administering an increasing number of services type contracts. These contracts require active participation in the contract administration function by the activities for which the contracts are written. The persons assigned the duty of representing the contracting officer and performing the technical liaison functions are usually called Contracting Officer Technical Representatives (COTRs). Since the environment COTRs must work in is often new and requires different knowledge and skills, the content and quality of training of these individuals is of significant importance. This research identifies the knowledge and skill requirements for COTRs, examines the assets currently in use of satisfy COTR training needs, and proposes a new approach to the structure and administration of COTR training. A modular structure using several presentation media is emphasized, and video sessions are featured. Examinations are also given. (Author).
The COTR Handbook (Contracting Officers Technical Representative)Effective Catalyst for Stronger Organizational Performance By Steve Stryker & Don PhilpottPublished by Government Training Inc. ; 310 pagesFederal contract spending on goods and services topped $360 billion in 2008 - $160 billion more than in 2000. So Federal contracting is clearly an effective and efficient way to do the government's work but there is always room for improvement, according to the authors of The COTR Handbook.Ensuring that the Government meets the public's interests in achieving successful contract outcomes requires that agencies have enough Federal employees with the right skills and competencies to design and oversee contracts, said Steve Stryker and Don Philpott.Unfortunately, while contracting has become more costly and more complex, the number of contracting officers available to work on contracts has remained essentially the same Most of the work done assessing the employees involved in contracting has been focused on contracting officers and other employees working on the business aspects of contracting..Surprisingly little attention has been paid to the Contracting Officers Technical Representatives (COTRs) who provide the technical and program expertise for developing the technical aspects of contracts and for overseeing the technical work of the contractor. These employees are critical to ensuring positive contract outcomes, and the technical aspects of their contracting work have become increasingly more complex. In addition, COTRs may have added pressure to take on more responsibility for managing contracts because there are relatively fewer COs available to work on current contracts.Successful acquisitions now require a fresh, results-oriented view of the process with acquisition professionals serving as business advisors to their respective agency stakeholders. A key guiding principle for any acquisition contributor is to develop a sound business solution that links short-and long-term goals. The COTR's role bridges the acquisition and program communities.The authors have researched extensively through federal sources to bring the reader the most comprehensive desk reference available on all aspects of the COTR role and mission. This book has drawn heavily on the authoritative materials published by the a wide range of federal agencies including the Federal Emergency Management Agency (FEMA), the Department of Homeland Security (DHS), the Government Accountability Office (GAO), the General Services Administration (GSA), and Headquarters, Department of the Army. Then, the authors have organized the information into an organized and logical presentation, added their own experience and a high value 5-Step process to provide a valuable resource to COTR veterans and new managers alike.This practical handbook looks at the complex duties performed by COTRs and explains how best to carry them out in order to achieve a stronger organizational performance. The easy to follow Five Step Process explains the environment in which the COTR operates, duties and responsibilities of all parties in the acquisition process, key skill areas required and how these are applied throughout the contracting life cycle. Finally, the authors provide a wealth of forms, report formats, checklists checklists and more checklists that guide the COTR, and all key individuals in the acquisition process.Throughout this handbook, there are case studies, checklists, exercises and structured "if-then" guides designed to prepare COTRs for the tasks in hand, give them a powerful set of management tools, motivate them to succeed and inspire them to adopt best practices in order to achieve even more positive outcomes.
The purpose of this research is to analyze and measure the effectiveness of the guidance for identification, development, certification, and management of contracting officer's representatives (CORs) within the Department of Defense (DoD) in comparison to Federal Acquisition Certification for Contracting Officer's Representatives (FAC-CORs). The research team utilized responses from the DoD COR Competencies Survey and provided recommendations on its findings to improve training and technical competency structures in order to leverage best practices from the FAC-COR structures. Although the research did not demonstrate a statistically significant difference in proficiencies between DoD-CORs and FAC-CORs, the results demonstrated a strong correlation between time-spent and proficiencies, which allows for areas of further research. Regarding the proficiencies of the DoD-CORs and FAC-CORs, it is evident that there are areas the DoD can improve through coordination with FAC-CORs and Federal Acquisition Institute.This compilation includes a reproduction of the 2019 Worldwide Threat Assessment of the U.S. Intelligence Community.Over eight years have passed since the DoD has subjectively evaluated the effectiveness of the uniform guidance for identification, development, certification, and management of CORs within the DoD, originally produced in 2010. To date, no quantifiable or objective analysis has been conducted to measure the effectiveness of this guidance. In contrast, as part of its delegated responsibilities, the FAI collects a myriad of data to in order to, "analyze acquisition workforce data from the Office of Personnel Management (OPM), the heads of executive agencies, and, through periodic surveys, from individual employees" (41 U.S.C 1201(a)(3)) in order to evaluate and measure training and development efforts. Although the DoD has failed to collect data to analyze and prove in any meaningful way, there is no shortage of literature that highlight the continued contract surveillance shortfalls due in part by inadequately trained and incompetent DoD CORs. Therefore, this research is focused on comparing the proficiency of DoD CORs to non-DoD CORs as a means to identify and improve areas of weakness by answering the following primary and secondary research questions.