U.S. Coast Guard Headquarters Office of Contract Support

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U.S. Coast Guard Headquarters  
Office of Contract Support 
 

FULL SPEED AHEAD TO PERFORMANCE BASED SERVICES  ACQUISITIONS (PBSA)

   Dani Wildason 
(202) 267-1182

November 18, 2004  
 
 

 

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Need for Customer Support 
 

In early 2001, our Chief of the Contracting Office (COCO) saw a need for a 00iaison00 between contracting personnel and the technical customers The Customer Advocate position was created and I was hired in September 2001  

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Customer Advocate 00OO00/i> 

   

     I was immediately given a 00tatement of   
Objectives00by my supervisors 00that is: 

Increase Customer Satisfaction (as measured by Balanced Scorecard) Increase the number of PBSAs

         
 

 

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The Customer Advocate 

          

Central POC for all customer issues, complaints and concerns Focus is Customer Care Change Agent for transition to PBSA at USCG Headquarters Team Leader to the Customer Advocacy and Assistance Team (CAAT)  

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PBSA Implementation Team 
 

A PBSA Implementation Team was chartered (led by the Customer Advocate) to put together a viable plan to increase our PBSA requirements  
Plan included identification of two pilot buys, familiarization training, and a complete inventory of upcoming procurements  

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PBSA Familiarization Training 
 

We used Ms. Ronne Rogin00 No-Nonsense Approach to PBSA Familiarization Training Ronne (who was with Dept. of Treasury at the time) led three short sessions for over 100 contracting, technical, and legal folks   Received great feedback from attendees !    

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Inventory to Identify Potential Conversions to PBSA 
 

PBSA Implementation Team reviewed upcoming follow-on requirements for possible conversion Results 00we identified many potentials00but General response from contracting folks was 00ell, we00l see what the technical folks say, they really don00 want to change things000.00/font>  

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Converting Requirements = Fear of the Unknown 

Initial conversions were few Facilitated by the Customer Advocate using an Integrated Solutions Team (IST) approach Excellent feedback was received As workload increased, a new team was created under the Customer Advocate  

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The Customer Advocacy and Assistance Team (CAAT) 
 
 

Stood up June 2002 Cross-functional team of 7 Diverse backgrounds Excellent listening, writing, and communication skills  

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The Customer Advocacy and Assistance Team (CAAT) 
 
 

Function of team based on the premise used for resume writing or having taxes done Why teach SOO/PWS/PRS/QASP preparation for a one time requirement?  We facilitate and prepare these documents and ALLEVIATE THEIR PAIN!   

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The Customer Advocacy and Assistance Team (CAAT) 
 

For each service requirement:

Integrated Solution Team (IST)       
formed (usually informal) including    
Contract Specialist and Customer Two CAAT members are assigned Face-to-face 00ick off meeting00nbsp; Customer is 00nterviewed00/font>  

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The Customer Advocacy and Assistance Team (CAAT) 
 

For each requirement (cont.):

CAAT prepares draft SOO/PWS/PRS    
as appropriate Utilizes template approach CAAT Peer Reviews take place The product is presented to the     
customer and KO/KS for review  

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The Customer Advocacy and Assistance Team (CAAT) 
 

Focus on PBSA:

Use of the CAAT approach has  
exponentially increased our PBSA  
contracts and task orders Have increased from 2 PBSA actions to  
over 300 PBSA actions since June 02   

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The Customer Advocacy and Assistance Team (CAAT) 
 

Work Statements for FY04:

The CAAT prepared 184 work statements

171 were performance based (5 of these   
were SOOs) 13 did not lend themselves to performance    
based  

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The Customer Advocacy and Assistance Team (CAAT) 
 

                                          Challenges 
 
-   The 00eventh Step00(Manage Performance) is our   
    current office-wide focus 
 
-   Not easy to get to 00ull00PBSA - several are   
    00ybrid00and we are working to improve these when  
    they come up for follow-on 

    -  Turnover of customers and contracting staff requires   
    repeated training 
 

 

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Measuring Customer Satisfaction 00RESULTS! 

  

    DOT Procurement Performance Measurement Balanced Scorecard Survey Results show an increase in Customer Satisfaction after implementing Customer Advocacy Program

 
     -  69% in FY00

        -  78% in FY01 (Customer Advocate hired in FY01)

        -  88% in FY02 (CAAT initiated in FY02)

        -  85% in FY03 
 

       

 

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Points of Contact 

  

    Dani Wildason  (202) 267-1182 
Chief, Contracts Plans, Procedures, and Quality Engineering Division (G-ACS-3) 

    Brian Jones (202) 267-0101 
Customer Advocate and CAAT Team Leader     Contracts Plans, Procedures, and Quality Engineering Division (G-ACS-3c) 
 

       

 

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The Seven Steps to Performance Based Services Acquisitions 

 
  

      http://www.arnet.gov/Library/OFPP/BestPractices/pbsc

           

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