1. ETA Contracting Officer’s Representative (COR) Training
“Do’s and Don'ts”
Part 1: Basic Understanding of the COR Function and Responsibility

2. Federal Acquisition Certification for Contracting Officer Representatives (FAC-COR)

3. Purpose
The purpose of the Federal Acquisition Certification for Contracting Officer’s Representatives (FAC-COR) is to establish general training, experience and development requirements for Contracting Officer Representatives (CORs) that reflect the various types of contracts managed. The competency requirement for CORs is revised to establish a risk-based, three-tiered certification program for civilian agencies that better reflects the important role of the COR.

4. Training
Initial training for new CORs must include, at a minimum, a course covering COR roles and responsibilities as well as fundamental contract rules and regulations.
Federal Acquisition Institute (FAI) recommends that this training be provided in a classroom setting. For other CORs, any combination of online training or classroom training that contributes to learning the competencies is acceptable.
FAI/DAU courses are at no cost to Federal employees.

5. Level I
Eight (8) hours of training required and no experience. This level of COR is generally appropriate for low-risk contract vehicles, such as supply contracts and orders.

6. 8 Hour Required Training Recommended Courses
COR 100 Contracting Officer’s Representative (COR) Classroom Training
CLC 106 Contracting Officer Representative with a Mission Focus – Online training

7. Level II
40 hours of training and one (1) year of previous COR experience required. These CORs may be called upon to perform general project management activities and should be trained accordingly. This level of COR is generally appropriate for contract vehicles of moderate to high complexity, including both supply and service contracts.

8. Level III
60 hours of training and two (2) years of previous COR experience required on contracts of moderate to high complexity that require significant acquisition investment. Level III CORs are the most experienced CORs within an agency and should be assigned to the most complex and mission critical contracts within the agency. These CORs are often called upon to perform significant program management activities and should be trained accordingly.

9. 60 Hour Required Training Recommended Courses
CLC 222 Contracting Officer Representative Online training (32 CLPs)
CLE 028 Market Research for Technical Personnel (4 CLPs)
CLM 031 Improved Statement of Work (4 CLPs)
CLB 016 Introduction to Earned Value Management (1 CLPs)
CLM 024 Contracting Overview (8 CLPs)
FAC 013 Shaping Smart Business Arrangements Expert Edition (11.5 CLPs)

10. Point of Contact Carl V. Campbell, Director
Office of Acquisition Management Services (OAMS)
Acquisition Career Manager (ACM)
Kim E. McCray
OASAM/BOC/OAMS
Procurement Analyst
Agency Certification Manager
(202)

11. COR Roles and Responsibilities Acquisition Planning (FAR Part 7)
Coordinated and integrated effort via development and execution of comprehensive Acquisition Plan.
What is an Acquisition Plan? An Acquisition Plan provide a blueprint regarding the acquisition background, and presents products and services required to properly carry out the acquisition process.
Acquisition Planning Team includes Contracting Officer, COR and Program/Project Managers and other designated staff.
Plans vary based on dollar amount, complexity, and mission criticality.
When in doubt, contact your respective Contracting Officer!

12. The Acquisition Process

13. Procurement Process Overview
The following pages present a flowchart of the Federal Procurement Process—detailing the phases, functions, and steps of that process. This chart represents our view on an ordering of duties and tasks for instructional purposes. The sequencing of functions or steps may vary from contract to contract.
However, please note that not every function or step applies to CORs. CORs may be involved with only those functions bolded.

14. PRESOLICITATION PHASE
Determination
of Need
Initiating the
Procurement
Analysis of
Requirement
Sourcing
Determining Needs
1. Forecasting
Requirements
2. Acquisition
Planning
Processing the PR
3. Purchase
Requests
4. Funding
Market Research
5. Market Research
Analyzing Requirements
6. Specifications
7. Statements of
Work
8. Services
Competition
9. Sources
10. Set-Asides
11. 8(a) Procurements
12. Competition Requirements
13. Unsolicited Proposals
Selection Factors
14. Lease vs. Purchase
15. Price Related Factors
16. Technical Evaluation
Factors Method and Plan for the Procurement
17. Method of Procurement
18. Procurement Planning

15. SOLICITATION-AWARD PHASE
Evaluation—
Sealed Bidding
Negotiation
Award
Terms and
Conditions
19. Contract Types
20. Letter Contracts
21. Contract
Financing
22. Use of
Government
Property and Supply
Sources
23. Need For Bonds
24. Solicitation
Preparation
Soliciting Offers
25. Publicizing
Proposed
Procurements
26. Preaward
Inquiries
27.Prebid/
Preproposal
Conferences
28. Amending
Solicitations
29. Cancelling
Bid Evaluation
30. Processing Bids
31. Bid Acceptance
Periods
32. Late Offers
33. Bid Prices
34.Responsiveness
Proposal
Evaluation
35. Processing
Proposals
36. Technical
37. Price Objectives
38. Cost and Pricing
Data
39. Audits
40. Cost Analysis
41. Evaluating
Other
42. Competitive
Range
Discussions
43. Fact-finding
44. Negotiation
Strategy
45. Conducting
Selection for
46. Mistakes in
Offers
47. Responsibility
48. Subcontracting
Requirements
49. Preparing
Awards
Executing Awards
50. Award
51. Debriefing
Protests
52. Protests
Fraud and
Exclusion
53. Fraud and

16. POST-AWARD ADMINISTRATION PHASE
Start-Up
Quality
Assurance
Payment and
Accounting
Closeout/Mods
Planning
54. Contract
Administration
55. Post-Award
Orientations
Ordering
56. Ordering
Against
Contracts and
Agreements
Subcontracting
57. Consent to Subcontracts
Monitoring and
Problem Solving
58. Monitoring,
Inspection,
and
Acceptance
59. Delays
60. Stop Work
61. Remedies
Property
62. Property
Reporting
Performance
Problems
63. Reporting
Payment
64. Limitation of
Costs
65. Payment
66. Unallowable
67. Assignment of
Claims
68. Collecting
Contractor
Debts
69. Progress
Payments
70. Price and Fee
Adjustments
71. Accounting and
Cost Estimating
Systems
72. Cost Accounting
Standards
73. Defective
Pricing
Closeout
74. Closeout
Contract
Modification
Modifications/Opti
ons
75. Contract
Modifications
Termination
76. Termination
77. Bonds
78. Claims

17. COR Duties and Responsibilities
The COR has many duties, including the following:
Monitoring the contractor’s progress and performance, including the submission of required reports or other documentation.
Perform, or cause to be performed, all necessary inspections, and acceptance for deliverables.
Verify that the contractor has corrected all correctable deficiencies. Otherwise, contact the Contracting Officer
Perform acceptance for the government of supplies and services received, including certifying receipt of supplies/services. 
Maintain liaison and direct communications with both the contractor and the contracting officer.

18. COR Duties and Responsibilities Continued
Recommend to the CO contract modifications and termination actions.
Assist in meeting the Government's contractual obligations to the contractor.
This includes, but is not limited to, arranging to supply Government furnished equipment, facilities, and services called for in the contract and providing them timely.
It may become necessary to provide technical interpretation to the contractor for some portion of the work. Any technical assistance given to the contractor by the COR should be documented in the contract file.
For significant matters, the notification should be provided to the contractor in writing. The COR shall notify the CO immediately whenever the contractor disagrees with or refuses to comply with any technical aspects of the contract as interpreted by the COR. 
Report any instance of suspected conflict of interest or fraud, waste, and abuse to the local Office of General Counsel that supports the contracting officer.

19. COR Responsibility: Acquisition Planning
Work in conjunction with CO to develop the Acquisition Plan.
Provide technical expertise.
Conduct market research.
Develop/recommend technical evaluation criteria.
Develop requirements.
Develop performance monitoring approach.
When unsure, contact your respective Contracting Officer!

20. COR Requirements for a new Acquisition
Statement of Work
Independent Government Cost Estimate (IGCE)
Technical Evaluation Criteria
Possible sources of supply/service
Funding

21. Acquisition Planning COR Tips:
Work cooperatively with the Contract Specialist
Stay focused and “on-plan”
Document, document, document

22. SOW and IGCE IGCE Tips: Know the market.
Consider multiple sources even if you like the incumbent.
Obtain help from Contracting Officers and Specialists on points of reference or sample documents.
Document: facts, assumptions, constraints, risks and market conditions

23. Prepare an Independent Government Cost Estimate (IGCE)
The COR should ensure that the Government estimate:
Describes program needs (i.e., technical objectives versus wants).
Lists probable line items and the probable quantity, cost, and procurement milestones for each.
Describes and is based on factual information.

24. Methods to Develop an IGCE
Services
Historical Cost Data from Current or Previous Contracts.
Department of Labor’s Wage and Determination Scale (Specific Labor Categories).
GSA Schedules – MOBIS, etc.
Various Job Search sites: Career Builder, Monster.com and Ladders.com, Payscale.com (provides data extensive pay data based upon occupations and geographical regions.)
Use the internet

25. COR Documentation
A COR must maintain a file for each contract assigned. This file documents ALL actions taken in regard to the contract. It should include, as a minimum –
Your copy of the appointment letter from the contracting officer and any correspondence from the contracting officer which amends the letter of appointment;
A copy of the contract or Task Order and all modifications;
All correspondence initiated concerning performance of the contract;
All correspondence to and from the contracting officer and the contractor;
Record of all inspections performed and the results; and
All memorandum for records (MFRs) or minutes of any pre-performance conferences, meetings, or discussions with the contractor, or others, pertaining to the contract or contract performance.

26. COR Documentation
The importance of maintaining complete and orderly files cannot be overemphasized, and it is critical to transfer responsibility if the COR is changed during the term of the contract.
As a matter of practice, the COR holding discussions or conducting business with contractors shall prepare Memoranda for Record (MFRs) of meetings, trips, and telephone conversations relating to the contract. Each MFR, other similar records, and correspondence relating to the contract shall cite the contract number.
A copy of all actions or correspondence shall be furnished to the Contracting Officer and all other interested parties having a need to know.
Note: Documents that may contain contractor proprietary data or other business sensitive information should not be released outside the Government without approval of the Contracting Officer and FOIA Officer.

27. Developing SOW and IGCE
Defining the requirement (how long, how much)
Understand agency program needs and research what is available in the open market
SOW: Statement of agency needs
Neither more nor less than what is needed to accomplish the Agency’s missions and goals.
Clear and concise
Not restrictive to one or a few company‘s capabilities
Not restrictive to a company’s proprietary solution

28. COR and Proposal Evaluation
Perform technical evaluation as part of Source Selection Board/Technical Evaluation Panel
Compare proposals individually against technical evaluation criteria (not each other)
Document strengths, weaknesses, significant weaknesses and deficiencies
Work with Board/Panel members to rank offerors based on CO direction
May later participate in debriefing a losing offeror or become testify during a protest

29. Establish COR Contracting File:
Basic contract information (Contract number, CO, Contractor name, period of performance, contract dollar amount, award date)
Primary and secondary milestones and due dates
Deliverables and due dates
Track Contract or Task order invoices using an Excel Spreadsheet. Track against the budgeted amounts
Track by appropriation code
Maintain copies of invoices and payments
Correspondence to/from the Contractor and/or Contracting Officer
Feedback to CO and contractor
Note: Use Outlook to track dates for deliverables and to correspond with the Contractor. Print these off and maintain for the COR’s Official Record.

30. Technical Evaluation Criteria
Technical approach to performing the work
Corporate Experience
Understanding of the Government's Requirement
Qualifications of Key Personnel or All Personnel
Quality assurance programs and plans.
Others?

31. Past Performance
Past Performance Information Retrieval System(PPIRS) used to document a company’s past performance.
COR will complete an assessment in the Contractor’s Performance Assessment Reporting System (CPARS) for each award more than $100,000. This report will feed PPIRS.

32. Price/Cost Analysis
Price/Cost Analysis is performed by the Contracting Office
Based on Contract Type (Cost Reimbursement, Labor Hour, or Fixed Price)
Use the IGCE for comparison (reality check)

33. Things to Remember
The Contractor can only be held to those requirements or standards stated in the Contract.
When in doubt contact your CO.
Keep a record of contractor performance.
Track invoices and billing to ensure alignment with contract and internal budget .

34. Next Time - Post Award Activities
The COR functions as the "eyes and ears" of the contracting officer in the post- award phase by monitoring and documenting the contractor's technical performance. The COR is responsible for technical administration of the contract and shall represent the government in technical phases of the work. Examples of important COR duties include the following:
(1) Conducting contract surveillance to ensure that services meet the performance standards set forth in the contract.
(2) Inspecting and accepting or rejecting work performed under the contract, including review/approval of reports. It is essential that the COR inform the contracting officer immediately, in writing, upon discovering that the contractor is not performing in accordance with the terms of the contract.
(3) Resolving technical issues arising under the contract that fall within scope of the COR's authority, and referring to the contracting officer any issues that cannot be resolved without additional cost or time.
(4) Reviewing, approving, and processing the contractor's invoices and expenditures of resources relating to the contract.
(5) Informing the contracting officer, in writing, of any needed changes in the contract or task order.

35. Questions?
Lewis Weaver Branch Chief, Contract Policy and Closeout ETA, Office of Contracts Management Phone: