Breakout Session # 807 Dolly 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 Academy of 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

Organizational Integration & 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

Organizational Integration & Interdependency Project team expectations –Annual acquisition planning review –Monthly PM project review meetings –Monthly contract status meetings –Collaboration and teamwork

Organizational Integration & Interdependency Management team expectations –Weekly meetings –Staff meetings –Troubleshooting –Mutual Support

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

Contracting Services Strategies & 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 SUMMARY In 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