14 FAH-3 H-200
MODEL CAREER PATHS AND CRITICAL DUTIES AND TASKS
CAREER PATHS
(CT:AQM-17; 04-19-2019)
(Office of Origin: A/OPE)
14 FAH-3 H-211 BACKGROUND
(CT:AQM-17; 04-19-2019)
a. Normal pathways for career progression include both vertical and lateral movement. Lateral movement within and between career fields is highly encouraged, primarily at the intermediate level, to broaden the experience base of the individual. This can be done through formal detail or rotational assignments. For instance, a GS-1102 contract specialist employed in the Office of Acquisition Management (A/OPE/AQM) may be detailed or placed on a rotational assignment within FSI procurement or another agency.
b. Multi-specialty experience for most upper-level positions is desirable and is particularly important for those who strive for senior-level and other key acquisition positions. To obtain this experience, the individual should strive to secure work assignments and training in more than one of the functional areas of acquisition. For instance, a senior-level GS-1102 could be assigned to a finance or program office.
c. In addition to multi-specialty experience, a mixture of operational and staff experience will strengthen an individual’s competitive position when seeking high-level positions in acquisition career fields. Heads of contracting activities (HCAs) are encouraged to provide multi-specialty experience through structured programs. This might consist of rotations with the Office of the Procurement Executive (A/OPE) for policy experience or through one or more program offices.
d. Career paths for personnel in the acquisition career field are shown in 14 FAH-3 H-300. They are identified in terms of the education, training, and experience necessary for career progression to the most senior acquisition positions. Grades used herein are typical and should not imply a direct correlation with timing for completing the education, training, and experience standards. The paths are necessarily generic and will be used as a guide for planning individual career development activities.
14 FAH-3 H-212 PROFICIENCY LEVELS
(CT:AQM-11; 07-17-2017)
a. In accordance with the Federal Acquisition Certification in Contracting Program (FAC-C), three proficiency levels have been established for domestic acquisition professionals. The training, experience and education requirements as established by FAC-C and the Office of Personnel Management (OPM) are set forth in this handbook. The three levels are:
|
Level |
Grade |
|
Level I |
GS-5 through 7 |
|
Level II |
GS-9 through 12 |
|
Level III |
GS-13 and above |
b. The lower-level standards and courses form the basis for the next progressively higher levels of acquisition career development. The requirements are cumulative. Standards for a lower level must be met before progressing to the next higher level. For example, a GS-1102 employee must complete all Level I core courses and required experiences before progressing to GS-1102, Level II. 14 FAH-3 H-332 discusses the career paths in more detail, including required education, mandatory training, and experience requirements.
c. Level I, II, and III descriptions in 14 FAH-3 H-212.1, 14 FAH-3 H-212.2 and 14 FAH-3 H-212.3 serve as guidelines on what is expected of acquisition professionals at each level, within the parameters of the qualification standard.
14 FAH-3 H-212.1 Level I
(CT:AQM-17; 04-19-2019)
a. Entry-level education and training standards are designed to establish fundamental qualifications and expertise in the acquisition field. Development at Level I establishes the foundation for career progression and is designed to prepare qualified and motivated individuals for positions of increasing responsibility.
b. At this level, employees should be exposed to fundamental acquisition procedures and the roles of various support functions such as pricing, property administration, and quality assurance. Employees will be expected to complete all educational and training requirements. Rotation of Level I employees through structured on-the-job assignments among a variety of functional offices, such as transportation and property administration, will help establish a more versatile acquisition professional.
c. Activities that build this critical skill set include:
(1) Analyze procurement requests to determine adequacy of documents, propriety of requirement, and most appropriate method of procurement;
(2) Prepare necessary justifications for negotiated procurements. Review justifications for noncompetitive procurements and coordinate with the source for selection of source lists in competitive procurements;
(3) Develop procurement plans by reviewing previsions, market conditions, and specifications or technical data package;
(4) Prepare procurement documents and solicitations ensuring that all applicable documents and required approvals are incorporated;
(5) Evaluate proposals received from industry, making price analyses, obtaining technical coordination where required, determine responsibility of contractors and make recommendations for award of contracts after due consideration of all factors involved; and
(6) Prepare summaries of negotiations, contracts and supporting files for review and approval.
14 FAH-3 H-212.2 Level II
(CT:AQM-17; 04-19-2019)
a. At this level, specialization is emphasized. Development continues, including on-the-job rotational assignments, but the length of time an individual spends in each position generally increases.
b. While specialization is emphasized at the beginning of this level, the individual should later begin to broaden his or her background toward a more general expertise in the overall processes of his or her career field. Development of the generalist normally involves establishing a good foundation of experience in the employee’s primary specialty, followed later by lateral movement to a related specialty. As an example, a contract specialist could be detailed or assigned to work in quality assurance or logistics management to provide a broader level of experience.
c. Activities that build this critical skill set include:
(1) Review procurement request packages for completeness and conformity with the FAR and Department of State procurement regulations and procedures;
(2) Review for overall soundness the evaluation and selection decisions for actions resulting from unsolicited proposals;
(3) Determine the appropriate procurement instrument type and pricing structure (including all cost-type and fixed-price arrangements), and all general and special clauses, pre-award representations and certifications;
(4) Analyze cost proposals; structured fee, when necessary;
(5) Conduct negotiations, making all trade-offs necessary to arrive at reasonable estimated costs or prices (or discontinuing negotiations if the situation warrants) and preparing all necessary pre-negotiation positions, spreadsheets, and post-negotiation summaries;
(6) Perform all actions required to effectively administer the assigned contracts. This includes overseeing the activities of the cognizant agency technical representatives, analyzing performance, cost, property and other reports, resolving claims and disputes, and approving overtime, travel, and equipment purchases;
(7) Perform all actions required to effectively administer the assigned contracts. This includes overseeing the activities of the cognizant agency technical representatives, analyzing performance, cost, property and other reports, resolving claims and disputes, and approving overtime, travel, and equipment purchases;
(8) Perform all steps necessary to close contracts. This includes analyzing all reports, final vouchers, audits and releases, negotiating indirect cost rates, and making all property title, transfer, and disposition determinations; and
(9) Ensure that timely and accurate procurement data are entered and validated in all appropriate systems for all assigned actions.
14 FAH-3 H-212.3 Level III
(CT:AQM-17; 04-19-2019)
a. At this level, employees should have advanced through a career progression that has given them in-depth knowledge in the functional areas and broad experience across in the acquisition field. Employees should have completed all the mandatory education and training requirements by the time they reach this level.
b. Activities that build this critical skill set include:
(1) Plan acquisitions and determine acquisition strategies. Conduct analyses of requirements. Coordinate and advise senior level program office personnel on the submittal of procurement documents such as specifications and statements of work, in-house cost estimates, Government versus contractor performance analyses, justifications for other than full and open competition (JOFOC), information technology (IT) requirements analyses and acquisition plans, source lists, and offer evaluation plans. Coordinate and participate in the re-writing of statements of work and specifications;
(2) Review proposed noncompetitive procurements to determine validity of source selection and either recommend conversion to competitive procurement or take action to assure that a satisfactory JOFOC is prepared, coordinated, and approved;
(3) Develop individual procurement strategies and prepare solicitations. Determine methods of acquisition, contract type, and create the request for proposal/quotations or invitation for bids. Prepare, obtain reviews and approvals for, and issue procurement plans, wage determination requests, IT agency procurement requests, and all other pre-solicitation and solicitation documents. Issue and publicize solicitations. Conduct industry briefings, site visits, and pre-proposal conferences; respond to inquiries relating to acquisitions; and control the distribution of solicitations to offerors;
(4) Analyze quotes, bids, and proposals. Conduct comprehensive evaluations of all business aspects of offerors, oversee mission suitability (technical) evaluations, recommend determinations as to competitive range and nonresponsive offers, conduct pre-award surveys and hold discussions with offerors in the competitive range. Recommend contractor selection. Assist and advise source selection officials in identifying and justifying negotiations with, or award of, a specific offeror or offerors. Consult with unsuccessful offerors, determine offeror responsibility, and prepare all procurement documentation relating to bid protests;
(5) Serve as lead negotiator. Plan the negotiation strategy, coordinate that strategy with the negotiation team and lead negotiations with the contractor. Make all trade-offs necessary to arrive at sound acquisitions at fair and reasonable prices; prepare all pre-negotiation positions, post-negotiation summaries and contractual documents necessary for award; and may take full responsibility for certain assigned actions by signing them as the Contracting Officer; and
(6) Perform contract administration functions. Oversee the activities of the Contracting Officer’s Technical Representative, allow or disallow incurred costs, determine claims, withholding, and liquated damage amounts; resolve performance problems and disputes; approve requests for property, travel, and re-budgeting; negotiate changes, subcontracting plans, unpriced options, termination for default and convenience and other modifications; analyze performance, financial, property, and other reports; and perform all other post award functions necessary to ensure proper contractor performance.
14 FAH-3 H-213 THROUGH H-219 UNASSIGNED