cor task group findings alternative strategies recommendations
TRANSCRIPT
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COR TASK GROUPCOR TASK GROUP
FINDINGSALTERNATIVE STRATEGIES
RECOMMENDATIONS
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TASK GROUP DELIVERABLESTASK GROUP DELIVERABLES
Describe the current situation Develop alternative strategies to
implement an effective COR program Develop a risk analysis for each
alternative strategy Describe program management roles
and responsibilities
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FINDINGSFINDINGS
The current situation is organizationally inconsistent, with the following general characteristics:
– Lacks dedicated program managers
– Forces National CO’s into dual roles
– Heavy reliance on a multi-agency seasonal workforce that may not meet current standards
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FINDINGSFINDINGS
Current Situation – Continued
– Heavy reliance on COR designation by position
– Will require an estimated $10mm investment in training to meet current agency standards
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ALTERNATIVESALTERNATIVES
Alternative I – Minimal Change
– Maintains the current system, but requires all personnel with COR duties meet current and future certification requirements
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ALTERNATIVE IALTERNATIVE I Pros
– None
Cons– Reduces capacity– Requires significant
$– Retains dual role for
CO’s– Relies on seasonal
wkfc.– Inefficient use of
CORs– Requires greatest #
of CORs
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ALTERNATIVESALTERNATIVES
Alternative II – National Retardant Template
– Adds program managers
– Adds significant duties for the ACOs
– Provides for designated CORs (by ACOs) for each National Contract
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ALTERNATIVE IIALTERNATIVE II
Pros– National consistency– Improved oversight– Consistency at GA
from ACOs– Provides Pgm mgmt– Decreases # of
CORs– Meets all
requirements
Cons– Increased workload
for ACOs– May require
additional staffing (Pgm Mgrs)
– Some additional training required for Pgm Mgrs to become CORs
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ALTERNATIVESALTERNATIVES
Alternative III – Modified Retardant Template
– Identical to Alternative II, except the GA ACO is eliminated from responsibilities
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ALTERNATIVE IIIALTERNATIVE III
Pros– National consistency– Improved oversight– Provides Pgm mgmt– Decreases # of
CORs– Meets all
requirements– Decreased workload
for ACOs
Cons– May require
additional staffing– Additional training
required for Pgm Mgrs to become CORs
– Less efficient feedback mechanism
– Increased workload for some NCOs
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ALTERNATIVESALTERNATIVES
Alternative IV – the 2 Model Alternative
– Maintains the current aviation model for aviation resources, and adds a services model for all others
– Only real difference between the two is the role of the GA ACOs (retain current responsibilities)
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ALTERNATIVE IVALTERNATIVE IV Pros
– Retains current aviation model
– Least change alt.– Doesn’t affect ACO
workload– Improved oversight– Provides Pgm mgmt– Decreases # of
CORs– Meets all
requirements
Cons– Additional training
required for Pg. Mgrs to become CORs
– Nationally inconsistent organization
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ALTERNATIVESALTERNATIVES
Alternative V – the ICS Alternative
– Follows the ICS Model and places National contracts under ICS areas of functional responsibilityOperationsLogisticsFinance
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ALTERNATIVE VALTERNATIVE V Pros
– Places each contract under correct functional area
– Fewest # of Pgm Mgrs
– National consistency– Improved oversight– Decreases # of
CORs– Meets all
requirements
Cons– Requires some re-
organization – Nationally and Geographically
– Additional training required for Pgm Mgrs to become CORs
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ALTERNATIVESALTERNATIVES
Elements common to all Alternatives (except Alt. I)– Program Manager– One stop shopping– Lead COR (Pgm Mgr) coordinates all other
program CORs– Provides technical expertise– Provides a qualified cadre of CORs– Eliminates COR designation by position– Eliminates COTR position
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ALTERNATIVE RISK ANALYSISALTERNATIVE RISK ANALYSIS
Risks of no change:– Increasing costs of
training/certification/maintaining currency of CORs
– Reduction in capacity (non-federal personnel)
– Inadequate oversight– Continued dual responsibility for NCOs– Increasing numbers of claims– Government being placed at risk
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ALTERNATIVE RISK ANALYSISALTERNATIVE RISK ANALYSIS
Adoption of recommended alternative will:– Reduce costs for certification/training– Increase payment accuracy/timeliness– Reduce claims– Reduce congressional inquiries– Comply with agency policy– Redistribute the workload– Protect our financial interests and public
trust
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ALTERNATIVE COSTSALTERNATIVE COSTS
Costs of maintaining status quo:– Estimated at $10mm every 2 years– Long term, these will increase– Ineffective use of the workforce– May not be receiving the goods and
services being paid for– We cannot afford improperly
administered contracts
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ALTERNATIVE COSTSALTERNATIVE COSTS
Costs of Change:– Properly trained and qualified COR
workforce is more cost effective– Costs will include:
Training of PI’s, and Program LeadersRe-organization/staffing costs
– Result: more effective and efficient organization
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RECOMMENDATIONRECOMMENDATION
Alternative V – The ICS Alternative
– However, adoption of any of the alternatives, except alternative I, will be successful if properly staffed and managed.
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IMPLEMENTATIONIMPLEMENTATION
Key items that need to be addressed:– The number of CORs/contract in each GA– ID the ICS positions with PI responsibilities– Develop Implementation Plan that includes
a workload analysis– Review and amend training curriculum to
reflect changing responsibilities– Develop and implement a review process
to ensure desired results are achieved
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CURRENT STATUSCURRENT STATUS
Director’s March memo:– Implement a hybrid of Alt II and III– Implementation to begin in FY 2008– Implementation tasks include:
ID available training and determine need for additional non-aviation COR training
Analyze contracts/programs to determine the role of ACOs.
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CURRENT STATUS - CONTINUEDCURRENT STATUS - CONTINUED
– Implementation Tasks – continuedAnalyze current contracts and
determine COR needs–Number–Location
ID Program ManagersDevelop a process for COR
certification for National Contracts