While I was assigned to the Army Field Support Battalion-Kuwait, I served as a lead contracting officer's representative (COR) and provided contract oversight for a multimillion-dollar maintenance contract in support of Army Pre-positioned Stocks 5. My knowledge of contract management and oversight was fairly limited before I assumed my position.
As a senior automotive maintenance warrant officer, I had experience managing traditional Army maintenance operations in Army units, but other aspects of the job were uncharted territory for me. For one thing, the entire maintenance workforce consisted of contractors working for three separate contracting vendors.
Before assuming the duties as a COR, I completed several online COR-related courses through the Defense Acquisition University. I also attended a three-day COR course in theater. However, the bulk of my learning occurred once I received my COR appointment orders and began working. At that point, I realized that I had a lot to learn about being a COR.
Contract authority requires strict adherence to the provisions of the performance work statement (PWS). However, the guidance outlined in the PWS did not always meet the real-time requirements. As a result, the commander on the ground had to make decisions and give guidance beyond what was spelled out in the PWS.
LETTER OF TECHNICAL DIRECTION
Using a letter of technical direction (LOTD), a COR can address issues on the ground and make minor changes that are within the scope of the PWS or contract without violating the contractual agreements. The LOTD process gave us (the other CORs in my unit and me) the capability to make expedient administrative changes without accruing additional contract-related costs.
The LOTDs were vetted with the contracting officer or administrative contracting officer (ACO) and contractor. The contracting officer or ACO had to approve each LOTD prior to implementation. These administrative changes allowed us to modify the PWS quickly to fit the situation on the ground.
CORRECTIVE ACTION REQUEST
CORs can use the corrective action request (CAR) process to influence contractor performance. A CAR is a formal request for a plan of action to correct deficient contractor performance based on the performance standards in the PWS.
During my tenure as a COR, I recommended level I and level II CARs. A level I CAR was issued for infractions or violations that could be corrected on the spot, and level II CARs were recommended for infractions that required a more detailed and extensive corrective action plan from the contractor. Although I did not recommend one during my tenure, a level III CAR can be issued for the most egregious violations of the PWS.
The CAR is an administrative action initiated by the COR and vetted by the contracting officer or ACO, the Defense Contract Management Agency representative for the contract, and the contractor. If the infraction cited in the CAR is validated, the CAR is officially issued to the contractor. The contractor then develops a corrective action plan to correct the deficiency and mitigate future infractions.
REMEDIATION AND AUDITS
The other CORs and I addressed minor issues with contractor performance through the contractors' management team for immediate remediation. Knowing and using the contractors' management team afforded us a less punitive tool to deal with minor contractor performance issues. Over time, the process worked well and fostered a partnership with the mutual understanding that preserving government resources and accomplishing the assigned mission were the top priorities.
We used regular COR audits as a key formal process to systematically verify contractor performance. In addition, we conducted continuous informal contract surveillance, which provided additional opportunities to verify that the performance metrics outlined in the PWS were being met.
ARMY WAR RESERVE DEPLOYMENT SYSTEM
I had to learn and understand the functionalities of the information systems that the contractors used to execute their contractual requirements to effectively perform my COR duties. The Army War Reserve Deployment System (AWRDS) was the information system used to manage the maintenance operation for Army Pre-positioned Stocks 5.
I had no previous experience with the system, so I had to learn to use it quickly in order to provide the meticulous surveillance required to adequately oversee such a large contract. I used AWRDS to add another layer to our contract surveillance plan once I learned the capabilities of the system.
COMMAND OVERSIGHT
The command team was actively involved in contract oversight. The CORs assigned to the organization conducted monthly performance feedback briefings at the battalion and brigade levels to keep the command team informed of contractor performance. This gave the command team the opportunity to assess contractor performance at the executive level.
The command team's presence at the recurring meetings and interest in contractor performance were clear indicators of its dedication to the process. The command emphasis also stressed to the CORs the importance of their duties.
Because of the scope of responsibility associated with COR duties (especially on contracts of this magnitude) COR selection should be a deliberate process. Training should be tailored to ensure selected CORs possess the comprehensive knowledge to effectively perform their duties for their respective contracts.
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Chief Warrant Officer 4 Dane A. Patterson is a sustainment integration and analysis officer assigned to the Sustainment Center of Excellence Directorate of Lessons Learned and Quality Assurance. He has an associate degree in general studies from the University of Maryland, an associate degree in electromechanical technology from Excelsior College, a bachelor's degree in management studies from the University of Maryland, and a master's degree in human resources management from Webster University. He is a graduate of the Warrant Officer Candidate, Basic, Advanced, Staff, and Senior Staff Courses.
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This article was published in the September-October 2014 issue of Army Sustainment magazine.
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