How Do You Feel About Your Work?

In my workplace, several of the contractor personnel have been seeking government jobs as they perceive those jobs to be more secure.

In my case, the biggest effect of the current environment is that contractors that are seeking or have government contracts are MUCH more responsive and agressive in their communications. I have yet to face any protests or claims as a result, but I believe that all of us in general may begin to see such a trend should this environment continue for much longer, which is likely in my opinion.

No matter what they do in Congress, or from the White House, this environment will not change until the American people begin to trust business and government again. Nothing I see on TV or read in the papers does anything about that, and throwing money at the problem will make it worse.

The Economic Stimulas bill is on the horizon. Many people see it imposing a huge workload increase on contracting staff with the expectation that the contracts are timely awarded. However there's a recognition (and even admission by some who actually are expected to do the work) that they are prepared or experienced enough to accept that challenge.

With the stimulus package coming, and no additional workforce to work it, it's scary. The concept of throwing money at the problem can be debated all you want, but unless there is staffing in place to work the contracting actions associated with it, the recovery (if any) is going to be severely delayed.

I love my job. Over the last several years I see an increased recognition of the importance of contracting in the acquisiiton process, and that makes it easier to attract, and especially retain, our good 1102s. I don't know if that holds true Government-wide, but it's definitely the case in my organization.

I'm acquiring stronger drugs. With clueless management and fewer warm bodies, things will only get worse.

I enjoy what I do. There is a renewed pressure with the economic recovery package looming for someone like me (retired but still involved in Federal procurement) to step up and assist more than I am currently. There is the need to think where I would draw the line, in other words do I want to return to full time work. No doudt the times and decisions are not as stressful as those facing those still in the Federal workforce but still the changing times do cause the need to pause and re-evaluate.

Carl:

This is the first award I have handed out on Wifcon.com--that I remember.

(Drum role) I bestow upon you, Wifcon.com's "Best Hat" award for 2009. Congratulations.

Thanks, I am honored to receive the first award ever from WIFCON even though the reason is just for the hat. I have respected your commitment and effort to make such a valuable resource a reality. I might even frame the award as it is equal to any other honor I ever received.

A Tip of the Hat to You Bob!

I currently work in a major DoD field activity as an acquisition support contractor. I love my work. It actually seems here that us contractors get more respect than many of the feds!

Steve Kelman recently wrote a commentary suggesting two things on spending the stimulus money. One is use existing contract vehicles. The other is agencies loan contracting staff to each other.

The pressure on contracting staff should be enormous. The new administration will want things to happen and quickly. Saying it takes a year to award a contract won't cut it. I think the environment will be almost like a Katrina type crisis.

I'm just wondering what GAO will title their 2010 report to Congress on the misspending of the Stimulus funds. Any ideas?

Maybe the pressure will finally force contracting officers to simplify their award processes. Ahhh, who am I kidding? Nothing can force them to do that. War, fire, hurricane, and flood haven't forced them to do that. It's easier to do things the wrong way, take the hit for doing so, and then bitch about the IGs. There's plenty of raw talent in the contracting workforce, but little knowledge, skill, and, most importantly, professional and managerial leadership.

You're damned right that a year is too long. That time should be cut to a few weeks, and people who knew what they were doing could do it.

Too bad. With the right leadership this could be a golden opportunity to show what government can do. It's a terrific time to be in contracting. This is a chance to revolutionize contracting--to change the rules. Opportunities like this come along once in a career.

If only I could take a bunch of kids right out of college and pick some first rate supervisors of my choice and some clerks--we'd do the impossible and have fun doing it. We'd have the time of our lives. Our heroes would be Leslie Groves, Frank Crowe, James E. Webb, William Raborn, and, of course, James M. Gavin.

What fun is life without a real challenge?

"?.[A]ssigning individuals to specific agencies seems like a 20th Century bureaucratic response. A 21st Century approach might be to hire individuals to serve agencies across government on a where-needed basis. One example would be to create a governmentwide acquisition corps. It is clear that when government decides it needs a procurement workforce, it will require a larger corps of individuals trained and skilled in acquisition. The new corps would be deployed across government, bringing expertise that might not be available at a specific agency."

--Mark A. Abramson, president of Leadership Inc.

http://www.govexec.com/story_page.cfm?arti...;dcn=todaysnews

The concept of an acquisition corp is very interesting. Several years ago a survey was done on establishing one for DoD. The feedback was mixed and some of the negatives came across loud and clear. One surprising negative was from many employees who said they didn't want to be that mobile. The workforce likes the flexibility it has now with employees often able to set their own work schedules. Job locations often impact where people work for commutes, child care, schools, conveniences like stores and restuarants, etc.

Many also felt the concept doesn't take into consideration about needing to know agency's mission and unique aspects of the organization. They cited examples where contractor staff takes a long time just to get up to speed. Furthermore, internal agency policies like contract review board, legal clerarnces, agency specific policies, etc., all have to be learned with new people. The majority saw this as a huge drawback. These were validated by some of the concerns when many of the "fee-for-service" agencies did contract actions for other agencies.

This is my first post on the WIFCON forums so try not to beat me up too horribly =)

I agree that the acquisition corps idea does have a few drawbacks, but I believe that the overall benefit would far outweigh the costs. Organizing a central corps would be a great way to recruit a younger generation into the field given that it would offer a culture more akin to what the millennial generation is looking for in a job i.e. flexibility, mobility, new experiences, etc. It also would allow for the phasing out of bad habits, since a rotating cadre would naturally promulgate best practices, exactly the way major consulting corporations do. The reliance on contractor support could also be reduced as this would give agencies a ?surge? capability.

There are internal processes and agency-specific idiosyncrasies that each contracting office possesses which would require revamps to the on boarding and transition process, but these could be handled even by the central office. Other issues would mainly revolve around fees charged, supervision, reporting, etc., but should be minor in nature. In essence, it would be run just like a Booz Allen, McKinsey, or BCG (to include the more stringent performance standards and requirements). The main hurdle will be more cultural and political than anything else as it would inevitably result in the loss of business for some contractors who provide exactly this kind of support and who are also very well connected.

I was wondering how all the recent news is affecting government and contractor personnel. There are a number of things that have been happening that will affect your work. I don't want to mention any but I was wondering what you felt.

What current event is having the most effect on you at your workplace and how is it affecting you?

I enjoy my job. The Economic Stimulus Package is keeping us busy and I would rather be busy then sitting around twiddling my thumbs.

I was wondering how all the recent news is affecting government and contractor personnel. There are a number of things that have been happening that will affect your work. I don't want to mention any but I was wondering what you felt.

What current event is having the most effect on you at your workplace and how is it affecting you?

I came into contracting with an air and passenger/intermodal transportation background in operations, plans, and leadership roles (responsible for 65 employees). I have two MS degrees, including one in Systems (Program) Management. A little over two years ago I was hired to be a contract specialist for an international sealift branch of a Unified Command that specialized in transportation, and I was told my role was to be that of a research specialist supporting a several billion dollar transportation acquisition that was being worked. About two weeks after I entered the branch, I was told I would no longer be the go to guy for the market research for the new contract, but would instead approve rates for the existing contract. I spent the next year and a half doing this. The entire time I did this, I was constantly told that my prior experience didn?t matter because I was new to contracting. The irony is, because of my background, I was the only contract specialist who understood the customer?s needs and the intricate of intermodal transportation.

I followed Vern?s advice ? I learned about our command?s mission (not hard since I was in a component command when this command was just a few years old. I attended all of the classes and training I could get, and I worked hard to learn the FAR. I bought the Cibinic and Nash books and actually studied them. The few times I used to books to forward an opinion regarding the contract or the administration of the contract, I was told ?? that stuff was old and out of date and to stop wasting my time on it.?

I received an administrative assignment transfer into a different branch for career broadening. My first month in, my branch chief told me that the Change Authority I used in a modification I worked was wrong, and that any 1102 worth his salt would know that; and that I had to use a different clause. The problem is, the clause he wanted me to use wasn?t in the contract, it was a commercial clause and didn?t apply to the non-commercial contract, and the clause I used was in fact, the correct clause. My relationship with him went downhill from there. The contracting process is ponderous ? just about ALL actions, regardless of dollar amounts required JA and Policy approval. A simple commercial purchase for a standard tiedown device took over seven months and went through three different contract types before setteling on a requirements contract. An important provision was left out of the final RFP because the Division Chief insisted I follow the sample book, which was for services, not supplies. Any provision or clause that was not in the sample book was removed. What I see in the command are CO?s who aren?t allowed to make decisions, and a cookie cutter one size fits all approach to contracting that discounts the customer and the contractor. I constantly hear that our customers are idiots, that program managers don?t know what they are doing and that the contractors are all out to screw us.

I always said contracting is like martial arts, in that the more you learn, the more you realize you don?t know, but if you keep plugging away and use common sense, you will achieve good results. My experience here has shown a lack of common sense, and a parochialism that stifles creativity and hinders efficiency and productivity. Most customers don?t like to work with our AQ Directorate, the Program Manager?s relationship with AQ is rock bottom and I have one contractor who has yet to be paid in 11 months because DCAA refuses to approve their invoices until the have an audit and fix the deficiencies. The audit has taken over 6 months and is still not released. This is a small business, commercial contract, and the branch chief refuses to engage JA or Policy to try to get them involved to resolve the issue so our contractor can get taken care of.

So after two years I worked on my resume and started to apply for non 1102 positions outside of this command. My last day in contracting will be a week from Friday.

When I announced I was leaving, one person told me,?I?m sorry you are leaving contracting ? I love contracting and wouldn?t do anything else?.Except, I hate how (our command) does it ? it isn?t right.?

Then irony is that was said by someone in a leadership position in our policy branch, and they are guiding the Directorate?s AQ process. Actions speak louder than words.

It's too bad. The story does not surprise me. The level of competence in contracting today is at rock bottom. I would not recommend contracting as a career field to any young person who could do anything else, unless for a specific office doing specific work under a manager I know well. Even then, my recommendation would come with several caveats. Just an hour ago I received an email from someone that forwarded a string of emails concerning a contract modification. The manager of the contracting office came across as a dunderheaded bureaucrat instead of a problem-solver. Sad to say, in my experience, he is the norm. All I could say was: You have my sympathy.

It's too bad. Contracting is important and can be interesting and fun if you're working for a good boss and with smart coworkers. But every contracting person of my generation whom I know and respect is deeply discouraged and looking forward to the end of their career.

I hope things do not turn out that bad. As a intern, I have had fun and than there are days where I wonder how contracts work. Being on the post award side; just trying to deal with the administration of contracts seems to be alot.

I like reading the discussions here to learn the preaward contracting side that I only see in classes. There are just so many interesting areas. I just hope to learn this side correctly.

JML's experience is all too common now. I think several things contribute to that. The ones that come to mind are:

The belief that extensive levels of review makes better work products. This drives very conservative approaches designed to minimalize criticism in the reviews. It also adds extensive delays in getting to contract award.

The use of only tried and proven acquisition approaches, even when they aren't the most appropriate one.

Supervisors and managers who moved up without obtaining the necessary experience. Consequently they aren't able to provide advice and assistance to the people they supervise.

For a simailr reason, there's a general lack of mentoring.

The use of automated tools like contract writing system has help bring about a workforce that doesn't know what clauses say and mean.

A general philosophy that contract people don't need to know their agency mission and what the program offices they support are all about.

Don't forget the policy staff and lawyers who moved up without the necessary experience.

I received an administrative assignment transfer into a different branch for career broadening. My first month in, my branch chief told me that the Change Authority I used in a modification I worked was wrong, and that any 1102 worth his salt would know that; and that I had to use a different clause. The problem is, the clause he wanted me to use wasn?t in the contract, it was a commercial clause and didn?t apply to the non-commercial contract, and the clause I used was in fact, the correct clause. My relationship with him went downhill from there. The contracting process is ponderous ? just about ALL actions, regardless of dollar amounts required JA and Policy approval. A simple commercial purchase for a standard tiedown device took over seven months and went through three different contract types before setteling on a requirements contract. An important provision was left out of the final RFP because the Division Chief insisted I follow the sample book, which was for services, not supplies. Any provision or clause that was not in the sample book was removed. What I see in the command are CO?s who aren?t allowed to make decisions, and a cookie cutter one size fits all approach to contracting that discounts the customer and the contractor. I constantly hear that our customers are idiots, that program managers don?t know what they are doing and that the contractors are all out to screw us.

I always said contracting is like martial arts, in that the more you learn, the more you realize you don?t know, but if you keep plugging away and use common sense, you will achieve good results. My experience here has shown a lack of common sense, and a parochialism that stifles creativity and hinders efficiency and productivity. Most customers don?t like to work with our AQ Directorate, the Program Manager?s relationship with AQ is rock bottom and I have one contractor who has yet to be paid in 11 months because DCAA refuses to approve their invoices until the have an audit and fix the deficiencies. The audit has taken over 6 months and is still not released. This is a small business, commercial contract, and the branch chief refuses to engage JA or Policy to try to get them involved to resolve the issue so our contractor can get taken care of.

So after two years I worked on my resume and started to apply for non 1102 positions outside of this command. My last day in contracting will be a week from Friday.

When I announced I was leaving, one person told me,?I?m sorry you are leaving contracting ? I love contracting and wouldn?t do anything else?.Except, I hate how (our command) does it ? it isn?t right.?

Then irony is that was said by someone in a leadership position in our policy branch, and they are guiding the Directorate?s AQ process. Actions speak louder than words.

This could be my story.

And here I foolishly thought my job was to support my customer in the most efficient but ethical way possible.

It's too bad. The story does not surprise me. The level of competence in contracting today is at rock bottom. I would not recommend contracting as a career field to any young person who could do anything else, unless for a specific office doing specific work under a manager I know well. Even then, my recommendation would come with several caveats. Just an hour ago I received an email from someone that forwarded a string of emails concerning a contract modification. The manager of the contracting office came across as a dunderheaded bureaucrat instead of a problem-solver. Sad to say, in my experience, he is the norm. All I could say was: You have my sympathy.

It's too bad. Contracting is important and can be interesting and fun if you're working for a good boss and with smart coworkers. But every contracting person of my generation whom I know and respect is deeply discouraged and looking forward to the end of their career.

Vern,

What do you advice to 1102s who are having or will have the same problem as JML?

V/R

MP2009

excerpt from JML post

I received an administrative assignment transfer into a different branch for career broadening. My first month in, my branch chief told me that the Change Authority I used in a modification I worked was wrong, and that any 1102 worth his salt would know that; and that I had to use a different clause. The problem is, the clause he wanted me to use wasn?t in the contract, it was a commercial clause and didn?t apply to the non-commercial contract, and the clause I used was in fact, the correct clause. My relationship with him went downhill from there.

I can relate. I promoted from a relatively on-the-ball contracting unit of my agency to a different office, a thousand plus miles a way, but same agency, same mission. I had been warned about the place but until one experiences it first hand, all bets are off. I arrived near the end of the FY.

The first week was an eye opener as I had been assigned to take over several on-going contracts whose files they could not even produce for me. Nor could I find them electronically from which they originated. And to top of it, three of them "needed modifying immediately" to "extend them" per the wishes of the project folks. I was shown the modifications, already drawn up by the incumbent CO, and told all I had to do was sign since I was the new CO. I finally found some but not all of the contract files, doing the Sherlock Holmes act, and read through what was there.

I calmly with excruciating diplomacy pointed out to the incumbent, my new supervisor, how and why the extensions proposed were out of scope and that the citing for the extension was with a clause that did not exist in the current contracts nor was it even remotley applicable in the first place. I received a blank stare and was told that I was to meet with the project people at meeting he arranged for that day. Several high level staffers came in and explained just how mission critical these contracts were in an excited and veiled threat-like tone if I did not grant the extensions. Everyone was starring at me while my supervisor said nothing.

It went down hill from there. I was aghast at the group of 1102's above me, all recently from other agencies - mostly defense, with robust credentials, certificates and high dollar warrants that did not seem, as I experienced it there, to know much of anything of what they were doing int terms of applied acquisition knowledge or how to manage an operating office. Having discussions over contracting issues was frustrating as any perceived challenges to the status quo was always met with the pat phrase "customer service."

Ignorance and incompetence are the diseases that plague our field. There is nothing worse than to know what you're doing and find yourself in an office full of supervisors and employees who do not, but who think they do. It has happened to me and it's a terrible experience. Once you're in that situation you must either change the office, which is do-able if you're the new supervisor, but which is not do-able otherwise, or let the office change you. The only other choice is to get out as fast as you can.

The only advice I can give is to check out prospective places of employment as thoroughly as possible. First, the best time to look for a new job is when you don't need one. Second, before going to a new assignment, especially if you must move your home and family, invest in an airplane ticket and a few nights in a hotel and ask to visit the office for a couple of days and hang out with your prospective supervisor and co-workers. Don't take the job if they don't want you to do that. If they don't mind, then visit. Talk to people and look at files and work spaces. Size up the place and the people. It's not a guarantee, but it's better than taking a shot in the dark. Check out their solicitations on FedBizOpps. Check to see if they're mentioned in protest decisions. Check for IG reports. Don't be seduced by the prospect of a promotion. A bad job isn't worth the money, and there are more bad ones than good ones in contracting.

On the other hand, if the job is taking over an office, then don't take over an office that is well-run and where the boss is highly respected. Not if you're ambitious. That will be like taking the UCLA basketball's coach job right after John Wooden. You can't win. Instead, take the job running the worst office in the known universe and then go at fixing it. If you can't, they'll say that nobody could. If you make any improvement at all they'll think you're a genius. If you're not ambitious, then take a job running a good office under a pleasant but not-too-bright boss in a beautiful locale with a nice climate and then go along with the program. Sign with a smile everything that won't put you in jail.

Once you're in that situation you must either change the office, which is do-able if you're the new supervisor, but which is not do-able otherwise, or let the office change you. The only other choice is to get out as fast as you can.

Exactly. I commenced actively looking to get out at 3 months into it and after some soul searching that boiled down to "my time is too valuable for this b.s." In my application I checked off "do not contact my present supervisor" and explained that I had done so truthfully because of the "awkwardness of desiring to leave so early." Kept quiet. Applied once with a little background checking, got an interview, then accepted the lateral and was out of there just shy of 8 months. It proved to be a most positive choice.

I considered my short time in the uber dysfunctional office as a valuable experience and most fascinating to clinically take-in, more so when I knew I was a short-timer.

If you're not ambitious, then take a job running a good office under a pleasant but not-too-bright boss in a beautiful locale with a nice climate and then go along with the program. Sign with a smile everything that won't put you in jail.

Best advice EVER!

I love the work with my new agency and I am learning new things everyday. I HATED my old agency with a passion. WHAT A DYSFUNCTIONAL PLACE! They alienated and chased all of the experienced contracting people out within a year!

It was so stressful. Illegal crap that was taking place. Ex. I had a project that was CLEARLY services as it was for security services. I had negotiated the contract price and told the PMs and the contractor it was a service contract and that service wages were to be used. At the time I was pregnant and on work at home because I was on bedrest. My boss (get to him in a minute) went behind my back, changed it to a constuction contract (exactly what construction were they doing?) so the guards would get Davis Bacon wages and added an additional 100k in costs with NO change in the SOW. At that time, I had had enough of him and went out immediately on maternity leave. I stayed out 6 months. During that 6 months I was applying for other jobs. One came open in my office. I was the ONLY one left with any contracting experience. He pulled a 3 person panel that included the Chief and 2 project managers that knew NOTHING about contracting. I was actually insulted. A week later my new agency called to interview me for a position they had open. A promotion as well. I interviewed for it and it was all contracting staff that knew what they were doing. I came back on May 26th. I was hired by my new agency 3 days later. BTW, I was passed over in my own office. It sure did feel good to say I quit! Last I heard they replaced me with an intern. Anyway, when I was first pregnant, the new chief took over. He was a Captain in the AF that had just retired. He had all of his classes and certifications. He was on the contract admin side. In his entire career, he had written ONE contract modification. They got him because they wanted a yes man and that is what they got. Everyone that knew anything about contracting had left and were replaced with interns. The kicker, the interns were being trained by the 1106 with NO contracting classes or experience because the Chief did not know how to train them. VERY SCARY.

I heard from PMs and some other people I keep in touch with at the agency that it has been a disaster since I left. I am like GOOD.

My new agency has been awesome. They gave me a 10k payraise to a GS 12. They know what they are doing. Everyone is nice and no one is trying to stab you in the back. After being there for 6 months, they let me change to an office a 5 minute commute from my house instead of the 100 mile RT I was commuting before. The contract writing software is MUCH easier to use. They offered me work at home last week. So I have no complaints. It's crazy busy. Better to be busy then twiddling thumbs. I wonder why I did not take this same job when it was offered to me 2 years ago (turned down because I was pregnant)! I don't have PMs running behind my back crying and making veiled threats to get their work through. It's done right.

I just noticed an interesting and timely article for this thread in Federal Computer Week by Steve Kelman.

http://fcw.com/Blogs/Lectern/2010/02/steve...c-sourcing.aspx

Here's a couple of quotes. The first concerns a comparsion Steve makes about interviewing newbies versus more senior people.

"I asked both groups to tell me one thing they had done professionally over the past year or so of which they were proud, and to share one thing that frustrated them. The newbies told only of frustrations. The more-senior folks emphasized achievements of which they were proud, and there were some interesting patterns in responses.

One source of pride (mentioned by two of the people around the table) was working with program people to persuade them of the value of competition in recompeting a contract. One person told about a customer who wanted to recompete a contract as a sole source, in a situation in which many firms that could have been able to do the work. The contracting person persuaded the customer to test the marketplace, and the result was a good vendor, with whom the customer is satisfied (not the incumbent) at a 20 percent lower cost.

Two people also talked about working to better understand what was being bought, so the contracting person could contribute more to the procurement process. Listening to both these people, it became clear that they were quite knowledgeable about the marketplace in the area where they were buying."

This is intriguing to me because I was fortunate enough to have always find work excited and rarely frustrated. I started out as a GS-5 intern and spent most of my first two years supporting a senior contract specialist. He taught me well and let me grow as fast as I could. One of the contracts I worked with him on was terminated for default. We did the reprocurement on a sole source basis due to urgency and the terminated contractor filed a claim with the GSBCA for the excess reprocurement costs. At the time of the trial, I had moved on to another assignment as a GS-9 but was called back by the government as a witness to support the government's case. My brand new boss was amazed and wondered what could a young GS-9 could add to a huge claim valued in the millions. He didn't understand that my former mentor had me so indoctrinated I knew almost about the matter as he did as far as deciding only one source had the production capacity to perform on time.

So I learned the value of mentoring and letting people grow as fast as they can and want to.