Currently the ECC PMR teams are look- ing at:


 Management control process.  Workforce capabilities and trends.  Contract execution.  Competition.  Post-award phase.  Government purchasing card.  Contingency contracting.  Private security.  Contracting officer’s representative/ quality assurance program.


 PARC oversight and compliance.


ECC maintains a core team to coordi- nate and conduct reviews, with volunteer augmentees drawn from the Army con- tracting community.


TEAM BUILDING Te teams pull together volunteers from ECC, ACC and DASA(P),


each one


vetted and approved by his or her com- mand. Teams normally align their work


ELECTRONIC REVIEW


Connie Jones of ACC’s Office of Small Business Programs reviews contracting files and regulations at Redstone Arsenal, AL, July 30 during a virtual PMR of the 411th Contracting Support Brigade in Yongsan, Korea. Because Yongsan is 14 hours ahead of Huntsville, the review team aligned its work schedule to that of the 411th CSB’s contracting personnel. (U.S. Army photo by Larry D. McCaskill, ACC)


hours to those of the PARC under review. In the case of the 411th CSB in Korea, that meant being available to work with the CSB’s contracting personnel during their duty hours, with a 14-hour time difference.


At the end of each day during the PMR, the team conducts a hot wash with the CSB command group to discuss the find- ings. Each CSB has adapted operations over time to its own unique theater of operations, and these virtual discussions help the team keep its findings in per- spective, as well as giving the commander some assurance that the final out-brief won’t contain any surprises.


FINDINGS AND OBSERVATIONS When team members note something sig- nificant, they have to consider just how significant it is and how it ties to a statute or a regulation. Te team discusses each of its potential recommendations until it


reaches consensus. Serious issues become findings, in one of three categories:


 Critical—Any finding that results, or could result, in widespread impact.


 Major—Any finding that could have significant impact.


 Minor—Any finding of something


that is procedurally incorrect but has only modest impact.


If the observation is not serious enough to be categorized as a finding but is still serious enough to merit command atten- tion, the team calls it exactly what it is, an observation. Te key difference is that findings require recommendations, whereas observations don’t. Te findings and


accompanying recommendations


go into a spreadsheet grouped by review category. Te spreadsheet also includes observations, but again with a key differ- ence: Te CSB must address findings, but not observations, in its corrective action plan (CAP). It is this flow that inspired


ASC.ARMY.MIL


103


CONTRACTING


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