*Special Notice*
The Acquisition Development Initiative (ADI) is undergoing changes based on the OFPP Policy Letter 05-01, Developing and Managing the Acquisition Workforce. These include changes to the contracting classes. If you have questions about classes while the new policy is being formulated, please call the Office of Procurement at (202) 358-2090.

NASA - Acquisition Development Initiative (ADI)

The Office of Procurement has instituted a procurement career development program entitled the Acquisition Development Initiative (ADI). The purpose of this program is to prepare a cadre of highly skilled procurement professionals to meet the challenges of a constantly changing career field. A competitive, well rounded cadre of procurement professionals can only occur when the training is consistently of a high caliber and standardized across all NASA centers. The ADI is an avenue to achieve standardization. This program with its planned implementation is comprised of various components. These components include the core procurement courses, individual development plans, rotational assignments, mentoring, and professional association membership. Each of these is described in the pages that follow. NASA's ADI efforts are vital to the future of the professional procurement workforce.

NASA's development of ADI is consistent with the new policies and legislation regarding improvement of the Federal procurement workforce. A review of these policies and legislation is included in the section that follows.

I. Background
Recent emphasis, directed towards improving the Federal procurement workforce, has prompted the issuance of a number of new policies and legislation. A review of these is provided below.

In 1991, Congress enacted the Defense Acquisition Workforce Improvement Act. For Department of Defense (DOD) agencies only, this Act required the establishment of career development programs with mandatory training in acquisition-related duties for advancement to critical acquisition positions; more rigorous qualification requirements than are applicable to civilian agency acquisition positions both at entry level and for promotion within critical acquisition positions; a Defense Acquisition University; and a budget line item to pay for the mandatory training. The Act prompted DOD to develop an aggressive plan to establish education, training, and experience standards for DOD acquisitions positions and to provide a common foundation of knowledge necessary to ensure that the acquisition workforce is fully proficient. No such requirements have been established for the civilian agencies. This raises concern that the civilian agency workforce will be perceived over time as being markedly less professional than their DOD counterparts.

The Office of Federal Procurement Policy (OFPP) Policy Letter 92-3, dated June 24, 1992, established policies and a Government-wide standard for skill-based training for the Federal acquisition workforce. This guidance is perceived by some to be a companion to the DOD effort. The OFPP policy letter established a set of contracting competencies and requires contracting professionals to complete course work and related on-the-job training in order to attain an appropriate level of skill in each contract management duty. In fact, a change to FAR 1.603-1, to tie contracting selections and appointments of contracting officers to OFPP's standards for skill-based training in performing contracting and purchasing duties, is in effect.

The National Performance Review directed the Federal Government to establish a well trained, professional, procurement workforce, one that will keep pace with the demands placed upon it by an increasingly complex procurement process. President Clinton signed Executive Order 12931, Federal Procurement Reform, the same day he signed the Federal Acquisition Streamlining Act of 1994. E.O. 12931 underscored the Administration's approach to managing procurement and required agencies to establish career education programs for procurement professionals.

II. Objective
The objective of the ADI is to provide procurement professionals a standardized, consistent, and high quality training and career development program to prepare them to meet the career changes and challenges ahead.

III. Roles and Responsibilities
Several entities have responsibility for various components of the program; these entities include NASA Headquarters, the individuals’ management/supervisor, and the individual.

Overall management of the ADI is the responsibility of the Headquarters Office of Procurement, Contract Management Division (Code HK). Code HK also has responsibility for scheduling and centrally funding the core procurement courses. Other components of ADI are the responsibilities of individual center procurement offices. These components include on-the-job-training, IDP development, and installation rotational assignments, which are explained below.

Individuals, however, must take responsibility for their own career progression and development. While supervisors can provide career guidance and opportunities for career growth, individuals must take charge of planning their own careers. Possible activities which individuals can pursue to further their careers include requesting additional on-the-job assignments, requesting increasingly difficult assignments, entering a mentor relationship, becoming involved in a professional association, and seeking outside education beyond NASA's course offerings.

IV. Core Curriculum
The thrust to educate and professionalize the procurement workforce has resulted in NASA sponsorship of a variety of procurement courses. Most of these are courses that have already been developed for procurement professionals in other Federal Departments. They will be tailored for NASA and will include NASA FAR Supplement information, as appropriate. The benefits of taking these particular courses are that the students will receive certificates for completing accredited courses and will be exposed to a wider range of procurement practices. A set of Level I, II, and III courses for inclusion into NASA's core curriculum has been established. These core courses are outlined below:

Level I (Entry) Core Courses
CON-101 Contracting Fundamentals
Contracting Fundamentals is a general survey course in contracting basics for personnel just entering or with one to three years of practical experience in the field of contracting. Its broad scope covers contracting procedures as prescribed by the Federal Acquisition Regulation (FAR), statutes, ethics, policies, and other pertinent authorities that govern contracting operations. Class consists of 160 hours of instruction. (Recommended Experience/Education: GS 5/7 whose primary duties are contracting, property management, manufacturing and/or production including engineers (electrical, mechanical, chemical, aeronautical, or industrial and industrial specialists);)

CON-104 Contract Pricing
Designed for entry-level personnel, Contract Pricing lays the foundation for the study and practice of cost and price analysis. Topics include a review of the contracting environment's sources of data for cost and price analysis, methods for analyzing direct and indirect costs, methods for performing profit analysis, ethics in contract pricing, and a selection of current pricing topics. Individual and group negotiation workshops address the fundamentals of the negotiation process, including essential techniques, strategies, and tactics. An actual cost analysis is used to illustrate and integrate the various concepts and methods covered in the course. Class consists of 120 hours of instruction and exercises. (Recommended experience/education: GS-5 and above, in the 1102 series; Successful completion of CON-101;)

Level II (Intermediate) Core Courses:
CON-201 Government Contract Law
This course provides an understanding of the impact of Government contract law on daily decision making in acquisition. It introduces basic legal principles and sources of contract law as they apply to the Government's acquisition of supplies, services, and construction. Court cases and administrative decisions (Government Accounting Office, Boards of Contract Appeals) are discussed with emphasis on how the law affects the Government/contractor interface ethics, and how to avoid legal disputes. Course consists of 80 hours of instruction and case studies. (Recommended experience/education: This course is designed for intermediate level personnel who have some experience with Government contracting and are responsible for contract formation or management. GS-7 or above with contracting responsibilities and successful completion of all Level I courses.)

CON-211 Intermediate Contracting
Designed for intermediate level personnel, pre-award contracting concentrates on management functions in the pre-award phase of contracting, and contracting problem analysis and resolution; This course is specifically designed for contracting personnel whose jobs are primarily pre-award oriented. Case studies and classroom activities expose attendees to contracting problems and management functions in the pre-award phase to help students utilize ethical principles and develop decision-making skills relevant to the management of a wide variety of Government acquisitions. Course is 120 hours in length. (Recommended experience/education: GS 9/12 in the 1102 series; Successful completion of Level I courses;)

CON-221 Intermediate Contract Administration
Intermediate Contract Administration is designed for intermediate level personnel. It presents an intensive examination of important areas in contract management. Topics include cost accounting principles, financial management, contract administration organizations, terminations, disputes, quality assurance, labor relations, subcontractor controls, and environmental contract management. Attendees improve their ability to identify and evaluate relevant facts, apply ethical principles, and analyze alternative solutions. Attendees are required to develop a case study of a contract administration problem from their contract administration experience. These problems will provide a basis for classroom presentations and situational analysis corresponding to relevant contract management topics. Course is 80 hours in length. (Recommended experience/education: GS-9 and above in the 1102 series, with one year experience in contracting. Successful completion of all Level I courses at least one year prior to attendance.)

CON-231 Intermediate Contract Pricing
Intermediate Contract Pricing both reinforces pricing skills taught in CON-104 and develops skills at performing more advanced pricing duties. The four areas of concentration cover: quantitative methods for cost and price analysis, advanced pre-award pricing decision, post-award pricing decisions, and general contract pricing issues. Attendees are provided MS DOS public domain software to be used in the quantitative methods section of instruction. Attendees will develop skills at pricing leases, developing pre-negotiation positions on proposed indirect rates with emphasis on depreciation, general and administrative costs, individual research and development costs, bid and proposal costs, fringe benefits, environmental pools, uncompensated overtime, and analyzing the cost realism of best and final offers. Attendees will also develop skills at estimating cost-to-complete, pricing equitable adjustments (with exercises related to claims and contract modifications); adjusting and applying indirect cost rates which features an exercise in “quick closeout,” and defective pricing. Attendees will be required to develop a case study on a contract pricing problem, based on their prior contracting experience. These problems provide a basis for classroom presentations and situational analysis corresponding to relevant contract pricing topics, as well as applying ethical principles and developing appropriate solutions. Course length is 80 hours. (Recommended experience/education: GS-09 and above, in the 1102 series or performing cost estimating and analysis; Successful completion of CON-104 prior to attendance;)

CON-2X1 Contract/Subcontract Management
This course is designed to explore current contract management topics relevant to NASA. The course objective is to provide an understanding of the events leading up to the material weakness which affected NASA in the areas of contract and subcontract management. It also provides information on actions taken to correct this weakness and how participants can apply these lessons learned to their own work experiences. It provides insight into cost effective and productive contract management practices. Topics discussed include post-award orientation, property, cost management/533 reporting, undefinitized contract actions, alternative disputes resolutions, recent developments in debarments and protests, contractor purchasing system reviews, value engineering, and performance based contracting, voucher review, closeout, and NASA Inspector General contract/subcontract audits. Course consists of 40 hours of lecture and class discussion. (Recommended experience/education: GS-9 and above in the 1102 series. Successful completion of Level I courses.)

CON-2XX Incentive Contracting
This newly developed course addresses the full spectrum of contract types ranging from firm-fixed-price to cost-plus-fixed-fee with a particular emphasis on fixed-price-incentive, cost-plus-incentive, and award fee contracts. Through lecture and discussion, the course will address Government policy; selecting and negotiating contract type; and the description, application, and limitations of all variations of fixed-price, cost-reimbursement, and incentive contracts. Multiple and performance incentive arrangements will also be discussed. Practical individual and group exercises will focus on the application of incentive fee principles. Course length is 40 hours. (Recommended experience/education: GS-9 and above in the 1102 series. Course is also strongly recommended for program/project managers, project engineers, Contracting Officer Technical Representatives, and resource analysts who are involved in structuring an acquisition, especially one that is performance based oriented.)

Level III (Advanced) Core Courses:
CON-3X1 Source Evaluation (SEB) Board
This comprehensive course covers the concept of SEB operations, the SEB organization and its responsibilities, the relationship of the statement of work, evaluation plan, request for proposals, the contractor's proposal, the evaluation and scoring process, SEB presentations, and source selection. Course attendees participate in simulated SEB proceedings which include writing an evaluation plan, evaluating proposals, briefing the Source Selection Official, and preparing the SEB report. This course is under revision to provide updated material and exercises. Course length is 40 hours. (Recommended experience/education: Enrollment in this course is limited to mid and senior level technical, scientific, procurement, and resource personnel expected to perform SEB-related duties in the next 12 to 18 months.)

CON-3X2 NASA Procurement Manager's Seminar
This course is a refresher for senior GS/GM personnel in the 1102 series. The objectives of this seminar are to provide an update on recent major developments in procurement and to serve as a forum for the exchange of ideas with peers. Lecture and classroom discussion exposes attendees to current and proposed legislation, procurement and other relevant initiatives, and senior level NASA views of relevant issues and events. Topical areas addressed include electronic commerce, performance based contracting, commercial contracting, mid-range procurement, co-operative agreements with for profit organizations, source selection, management of major systems, and simplified acquisition. Course length is 40 hours. (Recommended experience/education: GS-13 and above in the procurement career field.)

Establishing a core curriculum with various levels of courses is appropriate for several reasons. First, completion of core courses in an orderly sequence provides the appropriate level of knowledge for on-the-job performance at a particular level. Later courses build upon students' knowledge gained in previously completed course work.

Second, exposure to, and comprehension of, the course materials enables students to apply this information to analyze and resolve issues encountered in the performance of duties, indicating the achievement of a certain level of proficiency. Finally, having achieved a certain level of proficiency, procurement professionals are ready to assume increased authority and become more involved in more complex issues.

V. Individual Development Plan
A component of ADI will be the dynamic individual development plan (IDP). Prepared by the individual with assistance from a supervisor, IDP's will move with the employees through their entire careers and reflect at what grade level the core courses should be taken. These IDP's will list courses completed, courses scheduled, on-the-job training assignments, rotational assignments, and other professional development. The IDP need not be totally redone each year. However, it will be updated annually to reflect completed training and work assignments, plus involvement in other developmental activities. It can be revised as requirements change and will be tailored to the individual's needs.

VI. Rotational Assignments
Another component of the ADI is use of rotational assignments. Valuable experience is gained by working in other divisions on a variety of assignments within the center's procurement offices, as well as within other center functional organizations. Not only does this provide cross-training and establish skills in other disciplines, it fosters a better understanding of other disciplines and builds a team relationship within the center. Rotational assignments create professional development opportunities without expending additional funds. Their use is strongly encouraged.

Generally, rotational assignments can be within an employee's installation; however, the feasibility of rotational assignments involving other installations' procurement organizations is under review. Centers could accept an individual into their organization or exchange procurement individuals with another center for a specified period of time. This program would be in addition to the established NASA Professional Development Program (PDP) which is sponsored by Code F and is an additional, valuable developmental assignment.

VII. Mentoring
Mentoring is an informal agreement between two individuals wherein the mentor provides assistance to the participant in his/her career planning process. The mentor is usually an individual who has progressed in their career and who provides guidance on career choices to a junior individual in the same profession. Mentoring provides an opportunity for participants to receive coaching and feedback regarding their career planning and choices. It provides mentors the chance to pass on valuable information from their own experiences to others in the same profession. Mentoring is outside the normal employee/ supervisory relationship.

Each center procurement office can sponsor its own informal mentoring program. Participation in a mentoring program is on a voluntary basis.

VIII. Professional Association Involvement
Membership in professional procurement associations is valuable for several reasons. First, it provides opportunities for cross-fertilization of information and ideas on a variety of issues. Second, information is available to allow the professional to keep abreast of current topics. Not only printed literature, but also seminars and meetings yield valuable information to the professional. Third, the meetings provide members an opportunity to meet with others who have similar interests and careers. Finally, involvement in association activities provides networking opportunities. Though encouraged, membership in professional associations is strictly voluntary.