Waste Isolation Pilot PlantSubcontractor Technical Representative Training
Best Practice Presentation
February 23, 2009
Marty Gonzales
Washington TRU Solutions LLC
Identification of a Need
In FY2007 it was determined that roles and responsibilities were growing for STRs including: Increased responsibility for Approval/Variation
Requests and new fabrication procurements Subcontractor Safety Growth of support at other DOE sites through
technical service subcontractors
Inception of Best Practice
FY2007 - 100+ Subcontract Technical Representatives were trained the summer of 2007
FY2008 - A formal technical training classroom course was developed and implemented
FY2009 - A formal procedure was published December 2008
What else did we do?
Basic STR duties are incorporated in the subcontract
A self-paced refresher course has been implemented
List of trained STRs is available to the Buyers
Formal ProcedureExcerpt from Formal training procedure
Refresher CourseExcerpt from Self-Paced Refresher Course
For more information on this program, please contact:
M. P. (Marty) GonzalesContracts & Procurement ServicesWashington TRU Solutions LLCfor the Waste Isolation Pilot [email protected]
or
Lynn J. Whiting, ManagerContracts & Procurement ServicesWashington TRU Solutions LLCfor the Waste Isolation Pilot [email protected]
Subcontract Technical Representative (STR)
Training
General Administration Guidelines
The STR Coordinates with other organizations Provides technical assistance Ensures subcontractor compliance Refers disagreements to the Buyer for
resolution
Pre-Award Responsibilities
Requisitions
Familiarize yourself with WP 15-PC3609 Discusses planning and preparing
PRs and PRCNs within IFMS®
Contact with Potential Subcontractors
Contact must be approved by procurement
Make no apparent commitment for a resulting subcontract
Pre-award information is to be used only on a need-to-know basis within WTS
Responsibilities after Award
Pre-performance Conferences
Attend pre-performance conferences Attend other meetings discussing
instructions DOE personnel do not have a
contractual relationshipdirection must be presented by the
STR or confirmed by the buyer
Maintain a file of all reports, and pertinent documentation
Determining and obtaining documentation Determining what documents are quality-
affecting At completion they should be dispositioned
in accordance the RIDS
Documentation and Records
Approval and Payment for Work
Monitor work in process Review invoices and any applicable
documents The Buyer will send approvals for payment
to Accounting Resolve all problems in a timely manner
Technical Documents That Require Approval by WTS
Use the AR/VR process, if the documents submitted by the subcontractor are critical to the success
WTS Procedure WP 15-PC3041provides instructions for processing
individual and/or multiple supplier submittals
AR/VR Process Added administrative time and cost
should be considered Often less formal communication is
appropriate and more cost effective. The approved time by WTS needs to
have the appropriate attention to be compliant with the commitment in the subcontract
Changes to the Subcontract
The STR is not authorized to give direction that changes any contractual requirement
Recommendations for those types of changes may be presented to Procurement
A cognizant WTS managers and project leads may give technical direction if confirmed by STR
For Field Directed ChangesMake recommendations via the Field
Directed Change Notice form The buyer will process any required
change notice(s)
Responsibilities During the Re-competition of a Subcontract
Be sure not to give the incumbent subcontractor an unfair competitive advantageHelp prepare SOW or ScheduleBudget informationOther inside information
Differences Between Fabrication and Services Subcontracts
Fabrication/construction subcontract STR’s role is to have equal or more
knowledge regarding the SOW Services contract
The subcontractor is the expert STR’s role is to monitor the performance
Delegation of STR Duties
Duties may only be delegated to another qualified STR nominated by manager and
Delegated approval by Procurement Longer-term/large subcontracts: an
alternate or back-up STR is appropriate Recommendation: alternate STRs be
appointed at the inception of a subcontract
Quality Assurance Requirements
The STR is responsible for notifying Quality Assurance
Dealing with Affiliates Organizational Conflict of Interest Mitigation
Plan Governing Actions Involving Affiliates STRs need to be aware of and sensitive to the
requirements, commitments, and limitations included in this plan.
It is intended to prevent the existence of conflicting roles
Any communication by WTS regarding potential work shall be exclusively through with the OCI Procurement POC (the Procurement Manager)
Any communication by WTS personnel regarding potential work shall be exclusively through or in coordination with the OCI Procurement POC
If an affiliate initiates requests formal or informal communication with WTS management shall promptly notify the
OCI Procurement POC and the Procurement Manager
Closeout
Documentation of completed work Documentation on the subcontractor’s
performanceConstruction subcontracts require
completion of an Acceptance of Completed Construction Work form
Unsolicited Proposals
Should be submitted immediately through appropriate management channels to the Procurement Department
The OCI Procurement POC shall provide guidance and shall process of the unsolicited proposal
Personal Conflicts of Interest
STRs need to be sensitive to a personal conflict of interest
Corporate Ethics training and the Conflict of Interest forms apply
If changes arise questionnaire needs to be updated and resubmitted
CONCLUSION
The STR is NOT just:The Requisitioner:
The STR should understand and be able to interpret the technical requirements of the statement of work, drawings, or specifications
The person that pushes the paperwork between peopleThe STR confirms that he/she has the
technical knowledge that substantiates the approval of that request
If there is a dispute with the subcontractor, the STR is able to defend his/her position