Breakout Session # 807Dolly Fernandez, Chief, Contracting Services Div

Rodger Evans, Chief, Design & Construction Western Div

National Park Service, Denver Service Center

Date: April 15, 2008

Time: 4:30 p.m. – 5:30 p.m.

Partnering for Success:Getting Contracting &

Project Management Together on the Same Page

What is the Denver Service Center?

• Central Planning, Design & Construction office for the National Park Service

– Manages more than $1.0 billion in projects– Manages more than 600 projects– Currently managing projects in more than

half of National Park units

Was there a problem?

YES!

Diagnosis

• Office formed in 1971 to perform in-house services

–Static office and procedures –Large staff–Expensive operation–Rigid culture–Diminishing customer satisfaction–Bad press

The times they are a changin’

• 1993 National Performance Review• 1995 Reinvention Plan• 1996 Reengineering Laboratory• 1998 National Academy of Public Administration

Study (NAPA)• 1999 NAPA Transition Plan• 2002 NAPA Review off Implementation Plan• 2003 A-76 Competitive Sourcing Study• 2003 Realignment of DSC into Business lines• 2005 Organizational Tune-up

National Academyof

Public Administration Study

• Eleven recommendations for improvement• Number ONE recommendation:

−Contract 100% of Construction Management Services

−Contract 90% of Design Services (A/E)

Solving the Problem

• Reduce the organization size (>500 to <260) [RIF]

• Reduce operating expenses• Create new accounting procedures• Strengthen project management matrix• Change reporting protocols• Implement NAPA #1 Recommendation

ACCOMPLISH IN ONE YEAR!

Defining Success

• Redefine Mission Statement (WHAT)• Describe and model leadership vision &

operational principles (HOW)• Develop organizational alignment

Defining Success

• Develop organizational alignment– Set clear and achievable project &

program goals– Reward accomplishments– Don’t look back– Import fresh perspectives– Train, train, train

OrganizationalIntegration & Interdependency

• Project Ownership—Sharing Parallel Authorities– Project Manager – Project– Contracting Officer – Contract

• Leadership shares common vision– Performance measures– Commitment and follow through

• Communication and teamwork• Continuous improvement

OrganizationalIntegration & Interdependency

• Project team expectations–Annual acquisition planning review–Monthly PM project review meetings–Monthly contract status meetings–Collaboration and teamwork

OrganizationalIntegration & Interdependency

• Management team expectations–Weekly meetings–Staff meetings–Troubleshooting–Mutual Support

Project ManagementStrategies & Innovation

• Products• Project Structure – Who leads?• Business Process – Procurement environment• Project Controls & Tools - Systems• People – Develop / Train / Coach

IPECC

Contracting ServicesStrategies & Innovation

VISION: Equal partners at the table• Contracting as a critical core function, not

administrative support• Earn the partners’ respect through

demonstrated skill and merit• Dedication to customer service and

compliance

Strategies & Innovation

• Assess situation and determine key issues–Training and certification–Workload and resources–Technology and equipment–Internal customer relationships–Goals–Rewards–Fresh ideas

Strategies & Innovation

• Knowledge of federal procurement• Customer service with compliance• Contracting officer warrants• Project team accountability

Strategies & Innovation

• Workload management–Acquisition planning is critical–Spread the work over the full year–Be proactive – reach out to customer

IN SUMMARYIn order to partner for success…

• Leadership and partnering start from the top• Share a common vision and goals• Measure results• Support each other• Support your staff - tools and resources to do

their job