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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
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Establish and maintain a file for documents pertaining to the contract.
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Spot check to see that contractor personnel are on the job and accomplishing their assigned tasks.
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Ensure that government property is provided and used properly.
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Assist the contractor if needed to get the job done, but avoid any personal services.
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Document significant actions, conversations, etc., with the contractor as needed.
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Keep a copy of the COTR/TOPO (Task Order Project Officer) appointment.
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Keep a copy of the contract and become familiar with its terms and conditions.
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Monitor funds closely on a regularly scheduled basis.
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Put task assignments or instructions to the contractor in writing. These must be requirements identified in the Statement of Work.
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Inform the contracting officer (CO) of conditions or contemplated changes.
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Give prompt attention to correspondence from the contractor that requires approval/signature.
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Maintain reasonable contact with the contractor to become aware of and gain an understanding of its problems and work schedules.
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Report to the CO any labor disputes or violations which have a potential for impairing the contractor's ability to perform.
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Monitor the contractor's performance.
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Inform the CO and contractor of any unsatisfactory performance.
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Ensure the accuracy of all reports submitted by the contractor.
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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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Establish the team.
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Describe the problem. |
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Examine private-sector & public-sector solutions. |
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Develop PWS or SOO. |
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Decide how to measure
& manage performance. |
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Select the right contractor. |
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Manage Performance. |
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