Seven Steps
to performance-based acquisition
    
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USDA "Do and Don't" List for Contracting Officers Technical Representatives
(Based on GSA's "Guide for Contracting Officers Technical Representatives," 1991)


DO
  • Establish and maintain a file for documents pertaining to the contract.
  • Spot check to see that contractor personnel are on the job and accomplishing their assigned tasks.
  • Ensure that government property is provided and used properly.
  • Assist the contractor if needed to get the job done, but avoid any personal services.
  • Document significant actions, conversations, etc., with the contractor as needed.
  • Keep a copy of the COTR/TOPO (Task Order Project Officer) appointment.
  • Keep a copy of the contract and become familiar with its terms and conditions.
  • Monitor funds closely on a regularly scheduled basis.
  • Put task assignments or instructions to the contractor in writing. These must be requirements identified in the Statement of Work.
  • Inform the contracting officer (CO) of conditions or contemplated changes.
  • Give prompt attention to correspondence from the contractor that requires approval/signature.
  • Maintain reasonable contact with the contractor to become aware of and gain an understanding of its problems and work schedules.
  • Report to the CO any labor disputes or violations which have a potential for impairing the contractor's ability to perform.
  • Monitor the contractor's performance.
  • Inform the CO and contractor of any unsatisfactory performance.
  • Ensure the accuracy of all reports submitted by the contractor.
  • Submit progress, performance, and receiving reports as required to ensure payment to the contractor.
DON'T
  • Solicit proposals/pricing data for new work, enhancements, or changes.
  • Make any commitment relating to an award of a task, modification, or contract.
  • Negotiate technical or pricing issues with the vendor community.
  • Modify the stated terms and conditions of the contract.
  • Issue instructions to the contractor to either start or stop work.
  • Approve new items of cost not specifically authorized by the contract.
  • Direct changes, such as time of delivery or place of delivery, change quantities, or change funds allocated.
  • Sign any supplemental agreements.
  • Render a decision on any dispute.
  • Take any action with respect to termination, except to notify the CO of problems.
  • Authorize delivery or disposition of government-furnished property.
  • Give guidance to a contractor, either orally or in writing, which might be interpreted as a change in scope or terms of the contract.
  • Discuss procurement plans or any other advance information that might provide preferential treatment to one firm over another.

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