Position Classification Standard for Contracting Series, GS-1102

Contracting Series, GS-1102 TS-71 December 1983

Position Classification Standard for

Contracting Series, GS-1102

Table of Contents

SERIES DEFINITION....................................................................................................................................3

SERIES COVERAGE ...................................................................................................................................3

EXCLUSIONS...............................................................................................................................................3

OCCUPATIONAL INFORMATION...............................................................................................................7

TITLES........................................................................................................................................................15

GRADING OF POSITIONS.........................................................................................................................16

NOTES TO USERS.....................................................................................................................................17

GRADE CONVERSION TABLE.................................................................................................................18

FACTOR LEVEL DESCRIPTIONS.............................................................................................................19

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION.......................................................19

FACTOR 2, SUPERVISORY CONTROLS....................................................................................25

FACTOR 3, GUIDELINES .............................................................................................................28

FACTOR 4, COMPLEXITY............................................................................................................31

FACTOR 5, SCOPE AND EFFECT...............................................................................................37

FACTOR 6, PERSONAL CONTACTS ..........................................................................................39

FACTOR 7, PURPOSE OF CONTACTS.......................................................................................40

FACTOR 8, PHYSICAL DEMANDS..............................................................................................42

FACTOR 9, WORK ENVIRONMENT ............................................................................................43

OPM BENCHMARK DESCRIPTIONS .......................................................................................................43

CONTRACT SPECIALIST, GS-1102-07, BMK #1........................................................................43

CONTRACT SPECIALIST, GS-1102-09, BMK #1........................................................................46

CONTRACT ADMINISTRATOR, GS-1102-09, BMK #2...............................................................49

CONTRACT SPECIALIST, GS-1102-11, BMK #1........................................................................52

CONTRACT SPECIALIST, GS-1102-11, BMK #2........................................................................56

CONTRACT ADMINISTRATOR, GS-1102-11, BMK #3...............................................................60

CONTRACT PRICE/COST ANALYST, GS-1102-11, BMK #4 .....................................................64

CONTRACT SPECIALIST, GS-1102-11, BMK #5........................................................................67

PROCUREMENT ANALYST, GS-1102-11, BMK #6 ....................................................................71

CONTRACT SPECIALIST, GS-1102-12, BMK #1........................................................................75

CONTRACT NEGOTIATOR, GS-1102-12, BMK #2 .....................................................................79

CONTRACT SPECIALIST, GS-1102-12, BMK #3........................................................................82

CONTRACT ADMINISTRATOR, GS-1102-12, BMK #4...............................................................86

CONTRACT TERMINATION SPECIALIST, GS-1102-12, BMK #5..............................................90

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Contracting Series, GS-1102 TS-71 December 1983

CONTRACT PRICE/COST ANALYST, GS-1102-12, BMK #6 .....................................................93

PROCUREMENT ANALYST, GS-1102-12, BMK #7 ....................................................................97

CONTRACT SPECIALIST, GS-1102-13, BMK #1......................................................................100

CONTRACT ADMINISTRATOR, GS-1102-13, BMK #2.............................................................104

PROCUREMENT ANALYST, GS-1102-13, BMK #3 ..................................................................109

CONTRACT SPECIALIST, GS-1102-14, BMK #1......................................................................111

GLOSSARY OF TERMS...........................................................................................................................115

CONTRACTING SERIES - EXPLANATORY MEMORANDUM...............................................................129

SOURCES OF COMMENTS .......................................................................................................129

ISSUES RAISED .........................................................................................................................130

SERIES TITLE.............................................................................................................................130

SERIES DEFINITION...................................................................................................................130

SERIES COVERAGE ..................................................................................................................132

EXCLUSIONS..............................................................................................................................132

OCCUPATIONAL INFORMATION..............................................................................................133

TITLES.........................................................................................................................................134

GRADING OF POSITIONS..........................................................................................................135

NOTES TO USERS .....................................................................................................................136

FACTOR LEVEL DESCRIPTIONS..............................................................................................137

BENCHMARK DESCRIPTIONS..................................................................................................143

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

SERIES DEFINITION

This series includes positions that manage, supervise, perform, or develop policies and

procedures for professional work involving the procurement of supplies, services, construction,

or research and development using formal advertising or negotiation procedures; the evaluation

of contract price proposals; and the administration or termination and close out of contracts. The

work requires knowledge of the legislation, regulations, and methods used in contracting; and

knowledge of business and industry practices, sources of supply, cost factors, and requirements

characteristics.

This standard cancels and supersedes the classification standard for the Contract and

Procurement Series, GS-1102, published in February 1969.

SERIES COVERAGE

Positions in this series are concerned with: (1) soliciting, evaluating, negotiating, and awarding

contracts with commercial organizations, educational institutions, nonprofit organizations, and

State, local or foreign governments for furnishing products, services, construction or research

and development to the Federal Government; (2) administering contracts by assuring compliance

with the terms and conditions of contracts, including resolution of problems concerning the

obligations of the parties; (3) terminating contracts by analyzing, negotiating, and settling claims

and proposals; (4) analyzing and evaluating cost or price proposals and accounting systems data;

(5) planning, establishing, or reviewing contracts, programs, policies, or procedures; (6)

formulating and administering policies and procedures to insure achievement of Federal

socioeconomic goals, such as those affecting small business, labor surplus areas, and

disadvantaged business firms; (7) developing acquisition strategies and directing or managing

procurements; and (8) providing staff advisory services in one or more of the specializations in

this occupation.

EXCLUSIONS

Excluded from this series are the following classes of positions:

1. Positions requiring the application of professional accounting knowledge (e.g., auditing

contractors' accounting systems and records, verifying proposed or claimed costs, and

identifying those that are questionable) are classifiable to the

Job Family Position Classification

Standard for Professional and Administrative Work in the Accounting and Budget Group, GS-

0500. Positions in the GS-1102 series use the reports of accountants or auditors as well as other

data, to analyze and evaluate the reasonableness of contractor price proposals through analysis of

direct and indirect costs.

2. Positions requiring the application of a professional knowledge of engineering or other

sciences in the development or evaluation of technical requirements in connection with the

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Contracting Series, GS-1102 TS-71 December 1983

negotiation, administration, or termination of contracts, are classifiable to the Engineering

Group, GS-0800, or other appropriate professional or scientific series. Positions in the GS-1102

series advise and assist in developing acceptable specifications and evaluation criteria, determine

the method of procurement, issue the solicitation document, and conduct the contracting process.

3. Positions which prepare legal documents, or render legal opinions or decisions, requiring

training equivalent to graduation from a recognized law school, and in some instances requiring

admission to the bar; or positions which perform clerical or quasi-legal work requiring

knowledge of particular laws or regulations, are classifiable to the

Legal and Kindred Group,

GS-0900. Positions in the GS-1102 series apply a specialized knowledge of statutes, judicial

decisions, and executive agency decisions and regulations that affect the contracting process.

4. Positions responsible for the management and control of Government-owned property in the

possession of contractors are classifiable to the

Industrial Property Management Series, GS-

1103. These positions involve technical work in the administration of contract provisions

relating to the control of Government property from acquisition through disposition, insuring

that contractors comply with contract requirements and procurement regulations pertaining to the

use of Government-owned property. Positions in the GS-1102 series review contractor's systems

relative to the use of Government-furnished or contractor-provided property, and review the

reports received from the industrial property management specialists for proper application of

the terms of the contract and for proper disposition of the property upon completion or

termination of the contract.

5. Positions concerned with the utilization, redistribution, donation, sale, or other disposition of

excess or surplus property in Government activities are classifiable to the

Property Disposal

Series, GS-1104, as distinguished from positions in the GS-1102 and GS-1103 series which are

concerned with Government-owned property in the possession of contractors.

6. Positions responsible for purchasing or leasing and for administering the purchase of products

or services through the use of simplified purchase procedures (described below) are classifiable

to the

Purchasing Series, GS-1105, when the work requires a knowledge of commercial supply

sources and common business practices with respect to sales, prices, discounts, deliveries,

stocks, and shipments, but when the work does not require knowledge of formal advertising and

negotiation procedures as described in the Contracting Series, GS-1102.

Simplified purchase procedures include: (a) imprest fund (cash) accounts; (b) informal

open-market methods, such as repeat suppliers, price catalogs, and oral solicitations; (c) orders

under Blanket Purchase Agreements (charge accounts); (d) orders under indefinite delivery

contracts, e.g., Federal Supply Schedules; (e) purchase orders, invoices, vouchers, or priced

purchase orders. In some situations purchases are accomplished through established, structured

plans including prenegotiated pricing arrangements and preestablished terms and conditions.

Simplified purchase procedures are characterized by: (a) low dollar value (e.g., under $10,000 in

some agencies and under $25,000 in other agencies); (b) use of prenegotiated pricing

arrangements when negotiation of price is not required; (c) standard products or specifications;

(d) competitive prices from available price lists or catalogs; (e) award by purchase order or other

instrument where terms and conditions are preestablished, such as basic ordering agreements; (f)

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Contracting Series, GS-1102 TS-71 December 1983

short contractual periods (usually within 30 days); (g) large volume of actions; and (h) adequate

sources of supply, usually within the local area.

Some requirements and considerations of acquisition in the GS-1105 series are similar to, or the

same as, those in the GS-1102 series, such as use of special socioeconomic provisions, lack of

suppliers, negotiation of prices with sole source suppliers, and justification of price increases.

Thus, it is not the product or service nor the presence of special requirements which

distinguishes the GS-1105 from the GS-1102 series, but rather the procurement through

simplified purchase procedures instead of through formal advertising and negotiation

procedures.

Some organizations combine purchasing by simplified purchase procedures with contracting. As

a general principle, the appropriate series, i.e., GS-1102 or GS-1105, for such a position is the

one that fits best in terms of sources of recruitment, lines of promotion, reasons for the position's

existence, and knowledge required.

7. Positions responsible for the performance or supervision of clerical work in support of the

purchase or contracting or supplies, services, or construction are classifiable to the

Procurement

Clerical and Assistance Series, GS-1106, when the work requires a practical knowledge of

procurement procedures, operations, and regulations of the agency.

Typical assignments include preparing, controlling, verifying, or abstracting procurement

documents, reports, or industry publications; assembling contracts; performing limited contract

administration; or performing other work of a similar nature. When the position is performing

limited contract administration duties which are properly classifiable to the GS-1102 series in

combination with work classifiable to the GS-1106 series, the general principle (above) applies,

i.e., the appropriate series (GS-1102 or GS-1106) for such a position is the one that fits best in

terms of sources of recruitment, lines of promotion, reasons for the position's existence, and

background knowledge.

8. Positions that apply a knowledge of the business practices, rate structures, and operating

characteristics of public utilities in the purchase or sale by the Government of utility resources

and services (e.g., telecommunications, electric and gas power, water, steam, and sewage

disposal) are classifiable to the

Public Utilities Specialist Series, GS-1130.

9. Positions concerned with purchasing agricultural commodities as a means of providing price

support to producers are classifiable to the

Agricultural Marketing Series, GS-1146.

10. Positions which require a practical knowledge of the nature and operations of an industry or

industries, and the materials, facilities, and methods employed by the industry or industries in

producing commodities, are classifiable to the

Industrial Specialist Series, GS-1150. In support

of procurement programs, industrial specialists evaluate contractors' plants to determine the

capability of a particular industrial plant to produce certain commodities.

11. Positions responsible for the acquisition of real estate by purchase, leasing, rental, exchange,

or donation; or the disposal of real estate by sale, transfer, exchange, grant, or rental, are

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Contracting Series, GS-1102 TS-71 December 1983

classifiable to the Realty Series, GS-1170. This work requires a knowledge of real estate

principles, practices, markets, and values. Other positions responsible for determining the

valuation of property, natural resources, or of facilities and costs related to providing services are

classifiable to the appropriate series in the GS-800 Group. (See the

Valuation Engineering

Grade-Evaluation Guide.)

12. Positions responsible for awarding and administering grants or cooperative agreements

under the Federal Grants and Cooperative Agreement Act of 1977, Public Law 95-224,

frequently require substantive knowledge of a specific professional or administrative field to

provide technical evaluation of the grant proposal. These positions are classifiable to the

appropriate subject-matter series.

Positions which do not require subject-matter knowledge, but require knowledge of the laws,

regulations, and procedures governing the administration of grants and cooperative agreements

and, in addition, require knowledge of business and trade practices to administer the grants (e.g.,

to establish and maintain contracts with industry representatives, to provide advisory services, to

collect or disseminate information, to administer regulatory provisions and controls, or similar

responsibilities), are classifiable to an appropriate series in the Business and Industry Group, GS-

1100.

Federal assistance is distinguished from contracting in that it involves the accomplishment of a

public purpose of support or stimulation through transfer of funds to recipients; it uses the legal

instruments of grants and cooperative agreements; and it requires application of a separate body

of laws, regulations, and procedures. Contracting, on the other hand, involves the acquisition of

property or services for the direct benefit of the Government; uses the legal instruments of

contracts; and requires knowledge of the laws and regulations governing procurement.

Some organizations combine contracting and grant functions. Such positions should be treated

as mixed-series positions, with the series of choice being governed by the predominant

qualification requirements.

13. Positions that perform administrative or technical work concerned with the quality assurance

or inspection of material facilities, and processes are classifiable to the

Quality Assurance,

Inspection and Grading Group, GS-1900. Positions in the GS-1102 series review contractors'

quality assurance systems relative to the provisions of the contract, and review the reports

received from quality assurance specialists for proper application of the terms of the contract.

14. Positions concerned with one or more aspects of supply activities from initial planning,

requirements analysis and determination, and item description through acquisition, cataloging,

storage, and redistribution, to ultimate issue for consumption, utilization, or disposal, are

classifiable to the

Supply Group, GS-2000, when the work requires a knowledge of supply

systems, methods, policies, and procedures.

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Contracting Series, GS-1102 TS-71 December 1983

OCCUPATIONAL INFORMATION

Contracting, procurement, and acquisition are terms used interchangeably throughout this

standard to denote the process of acquiring goods and services for the Government from

commercial or noncommercial sources when and where they are needed, at the most reasonable

price, and in accordance with applicable laws and regulations. Basic statutes provide the

foundation for the framework of Government contracting. Approximately 4,000 additional

statutes address elements of the contracting process, such as the Small Business Act which

prescribes rules for small business participation in the Federal procurement process,

socioeconomic legislation which establishes policies for the achievement of Government

socioeconomic goals, and legislation governing the procurement of various categories of items,

including automatic data processing, public buildings, architectural and engineering services,

and construction services.

1. REQUIREMENTS DETERMINATION

The procurement process begins with the determination of requirements needed to accomplish

the agency mission. The program office is responsible for the initial determination that the

requirements can or cannot be fulfilled from within the Government, such as from existing stock

or inhouse capability, for preparing preliminary specifications or work statements, for

recommending delivery requirements, and for assuring the availability of funds. The document

transmitting this data to the contracting office is a procurement request. The contracting office

provides assistance in developing acceptable specifications, work statements, and evaluation

criteria; determines the method of procurement and contractual arrangement appropriate to the

particular requirements; and conducts the contracting process.

The contracting office first screens the procurement request to assure its completeness for

contracting purposes, then develops an overall plan designed to obtain the requirements in the

most economical, timely, effective, and efficient manner.

The plan embraces the entire procurement process from the inception of a program to completion

of the contract. It may be simple or complex, depending on the circumstances of the particular

requirement. It includes such fundamental considerations as funding, contracting method,

contract type, source competence, number of sources, source selection, delivery,

Government-furnished property, possible follow-on requirements, and contract administration.

It should include the means to measure accomplishments, evaluate risks, and consider

contingencies as a program progresses. It should also include market research and analysis and

other considerations as necessary to achieve the program objective.

Typical requirements are the following:

(a) Supplies -- Commodities range from commercial off-the-shelf products, components, or spare

parts, to unique items requiring fabrication to specification.

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Contracting Series, GS-1102 TS-71 December 1983

(b) Services -- Services include professional or nonprofessional, such as research for a specified

level of effort, field engineering work requiring specialized equipment, the delivery of a series of

lectures, or provision of janitorial services to perform specific tasks in specific locations. When

contracting for services, competition may be based on both price and technical considerations.

structures, hospitals, prisons, mints, dams, bridges, power plants, irrigation systems, highways,

roads, trails, and other real property. Construction contracts have a variety of special

requirements which must be followed.

(d) Automatic Data Processing Equipment and Telecommunications -- ADPE acquisition, with

supporting software, maintenance, and services is governed by a separate statute and special

regulations. Telecommunications consist of local and intercity telephone services, radio service,

audio and visual service, and equipment associated with these services. In ADPE and

telecommunications contracting, competition is based on both price and technical considerations.

(e) Research and Development -- Research and development contractors are selected primarily

for technical considerations, although a thorough evaluation and comparison of all relevant

business, price, and technical factors are required for meaningful source selection. Technical

evaluations are directed both to the proposal itself and to the contractor's capabilities in relation

to it.

(f) Major Systems -- Major systems are the combination of elements, such as hardware,

automatic data processing equipment, software, or construction that will function together to

produce the capabilities required to fulfill a mission need. Major systems acquisition programs

are directed at and critical to fulfilling an agency mission, entail the allocation of relatively large

resources, and warrant special management attention. No two are identical and involve such

differences as time, cost, technology, management, and contracting approach. Major systems are

designated as such by the agency head according to a variety of criteria (discussed below)

established by the Office of Management and Budget and by the individual agency. Examples of

large procurements, some of which are designated as major systems and are subject to major

systems acquisitions policies and procedures, are: Federal office buildings; hospitals; prisons;

power generating plants; dams; energy demonstration programs; transportation systems; ship,

aircraft, or missile systems; space systems; and ADP systems designated as major systems.

The major systems acquisition process generally involves the following steps:

-- Mission analysis. When the need for a new capability is identified, an appropriate document is

submitted for the approval of the agency head, the President, and subsequently, the Congress.

-- Exploration of alternative systems. Approval of the new capability is the authority to explore

alternative system design concepts, as well as other methods for satisfying the need. A program

manager is usually designated at this point, and an acquisition strategy developed. Solicitations

are developed and sent to a broad base of qualified firms; proposals are evaluated; and parallel

short-term contracts are awarded for further exploration of the concepts selected.

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Contracting Series, GS-1102 TS-71 December 1983

-- Competitive demonstrations. The design concepts selected for competitive demonstration are

submitted to the agency head for approval. Demonstrations normally involve some form of

prototype.

-- Full scale development, test, and evaluation. The winning concept(s) and contractor(s) of the

demonstration evaluation move into full-scale development and initial production. Initial

production units are tested and evaluated in expected operational conditions.

-- Production. Following satisfactory test results, the agency head may authorize full production.

(This step does not apply to production of a limited quantity, such as one hospital.)

-- Deployment and operation. As systems are produced, they are deployed into operational use,

thereby providing the new capability originally identified.

2. METHODS OF CONTRACTING

As authorized by legislation, contracting is accomplished by two basic methods-formal

advertising and negotiation -- for acquiring services and products from the private sector for the

Government. Formal advertising is the preferred method by statute. However the law provides

exceptions that permit negotiation in those situations where formal advertising is not appropriate.

A. Formal advertising is used when all the following conditions exist: (1) definitive

specifications are used; (2) adequate competition is expected to be available; (3) selection can be

made on the basis of the low responsive, responsible bidder; and (4) sufficient time exists to

solicit, receive and evaluate bids, and determine the responsibility and responsiveness of the low

bidder.

Procedural steps in formal advertising involve: (1) preparing an invitation for bid which

includes a complete technical description of the item or construction desired, delivery and other

terms and conditions, and the mandatory or optional provisions and clauses of the proposed

contract; (2) publicizing the requirements; (3) issuing the solicitation document; (4) receiving the

bids and publicly opening and recording sealed bids; (5) reviewing the bids for responsiveness to

the solicitation; (6) determining financial responsibility and performance capability of the low

bidder; and (7) awarding the contract to the responsible bidder with the lowest priced responsive

bids.

A variation is two-step formal advertising, a procedure which is used when the specifications are

not sufficiently complete, requiring technical proposals to be submitted and evaluated prior to

submission of priced bids. Only those bidders whose proposals are technically acceptable may

then submit price bids on their respective technical proposals in step two, which proceeds as

does straight formal advertising.

B. Negotiation is used when formal advertising is not appropriate and there is justification under

one or more of the statutory exceptions to formal advertising. The negotiation method provides

for the Government to discuss and explore with one or more offerors the soundness or

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Contracting Series, GS-1102 TS-71 December 1983

reasonableness of their offer. Competition is obtained on every solicitation unless it is

impracticable and sole source procurement is justified in writing.

Contract negotiation entails: (1) reaching agreement with a proposed contractor on the pricing,

performance, and technical terms and other provisions; and (2) setting forth these terms in a

document that technically, contractually, and legally protects the Government's interests in order

to ensure delivery of acceptable items in time to meet operating needs.

Procedural steps include: (1) preparing a written request for proposal which includes a technical

description of the services, supplies, equipment, or material desired and the delivery and other

terms and conditions; (2) publicizing the requirement to include soliciting potential sources of

supply for offers; (3) issuing the solicitation document (request for proposals); (4) analyzing

offers received; (5) preparing a Government negotiation position; (6) meeting with suppliers or

their representatives (private individuals, commercial or industrial concerns, educational

institutions, or others) to discuss, develop, or revise their offer; (7) determining financial and

performance capability; (8) evaluating technical and cost proposals, establishing competitive

range for purpose of conducting negotiations; (9) negotiating cost, fee or profit, and technical

issues; (10) selecting proposal that is in the Government's best interest from cost and technical

viewpoints; (11) entering into a formal contract between the Government and an offeror; (12)

documenting how a reasonable agreement was reached in a negotiation memorandum.

3. TYPES OF CONTRACTS

There are numerous types of contracts which provide the flexibility needed to purchase the large

variety and volume of supplies, services, construction, and research and development, and to

balance risks both to the Government and to the contractor in the areas of cost, schedule, and

technical factors. Influencing the selection of contract type are such considerations as: (a) the

nature of the item or service required; (b) the difficulty of estimating costs or the availability of

comparative cost data; (c) the degree of risk involved for the contractor; (d) the adequacy of the

contractor's accounting system; and (e) the administrative costs of various contract types.

Major categories of contract pricing arrangements are --

-- Fixed-Price Contracts which are based on the establishment of a firm or ceiling price, or under

appropriate circumstances an adjustable price, for goods and services being procured. These

include: (a) firm fixed-price, (b) fixed-price with economic price adjustment, (c) fixed-price

redeterminable, (d) fixed-price with incentive provisions, and (e) firm fixed-price level of effort

term. Under fixed-price contracts, the contractor assumes full responsibility and financial risk

for performing the work at the ceiling price agreed upon (unless contractually modified),

regardless of the contractor's actual cost.

-- Cost Reimbursement Contracts which are based on reimbursement or payment by the

Government to a contractor for allowable, allocable and reasonable costs incurred in the

performance of the contract. These include: (a) cost, (b) cost sharing, (c) cost-plus-fixed-fee,

(d) cost-plus-incentive-fee, and (e) cost-plus-award-fee. These contracts are primarily used

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Contracting Series, GS-1102 TS-71 December 1983

when it is not feasible to reasonably estimate the cost of performance, as in initial production and

in research and development.

-- Special Purpose Contracts and Agreements which are used when fixed-price or cost

reimbursement is inappropriate. These include: (a) basic agreements, (b) indefinite delivery

contracts (e.g., definite quantity contracts, indefinite quantity contracts, or requirements

contracts), (c) letter contracts, (d) time and materials contracts, and (e) labor hour contracts.

In addition to the pricing arrangement as reflected by the type of contract selected, contract terms

and provisions set forth the obligations and responsibilities of the contractor and the

Government. They consist of: (a) mandatory provisions or clauses common to all contracts, as

well as those applicable to a particular contract type; and (b) optional clauses prescribed by

regulation or developed by the contract specialist or procuring activity. The most common

categories of clauses concern: (1) Warranty, Standards of Work, Default, Excusable Delays, and

Inspection which are designed to ensure satisfactory performance or establish the contractor's

liability; (2) rights in data for patents, royalties, and copyrights; (3) labor provisions, e.g.,

nondiscrimination, overtime, working conditions, and others; (4) business administration of the

contract, i.e., changes, subcontracts, reporting requirements, and others; (5) provisions

concerning payments to the contractor, bonds, taxes, and insurance; and (6) miscellaneous

clauses on such subjects as ethics, foreign purchases, security, and audit by GAO.

4. BUSINESS EVALUATION

Before a contract is awarded, technical and business evaluations are conducted. The program

office is responsible for the technical evaluations. The contracting office is responsible for the

business evaluations, including but not limited to: (a) the responsiveness of the bid or offer to

the solicitation, (b) evaluating the cost or price proposals, and (c) determining the responsibility

of the contractor in terms of business operations and qualifications to perform the work. The

scope of the business review is generally conditioned by the nature and complexity of the

procurement, the method of procurement and type of contract anticipated, and the prospective

contractor's experience and history of past performance. Information or assistance in conducting

the review is normally obtained from technical specialists, accountants or auditors, or others, as

appropriate. After the technical and business evaluations are completed, the final responsibility

for the selection of the contractor resides with the contracting officer.

A. Responsiveness of Bids

In determining bid responsiveness, the contracting officer must first determine that each bid

meets all material requirements established by the formal advertising solicitation document (e.g.,

required quantities, delivery schedule, mandatory contract terms and provisions, and others).

Bids that fail to conform to the essential requirements are rejected as nonresponsive. Under the

negotiated method, contractual terms and provisions, including the type of contract, schedule,

and quantities are subject to negotiation, so nonresponsiveness does not initially disqualify an

offeror.

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Contracting Series, GS-1102 TS-71 December 1983

B. Cost and Price Analysis

An objective of the Government is to acquire necessary supplies and services from responsible

sources at fair and reasonable prices. Thus, some form of cost or price analysis is required for all

contracting actions, especially for initial offers or bids, contract changes, and final settlements.

Price analysis is the process of examining and evaluating a prospective price without considering

separate cost elements or profit. Price analysis is accomplished in various ways, including: (1)

comparison of the price quotations submitted; (2) comparison of prior quotations and contract

prices with current quotations for the same or similar end items; (3) use of parametric

relationship measurements; (4) comparison of prices set forth in published price lists issued on a

competitive basis, or published market prices of commodities; (5) comparison of proposed prices

with estimates of cost independently developed by the Government.

Cost analysis involves the detailed examination of the cost estimates submitted by offerors to

determine the necessity and reasonableness of costs. Cost analysis is generally required when:

(1) established by regulation; (2) adequate competition does not exist, as in sole source

negotiations; (3) the selection resulting from competitive negotiations is based primarily on

technical factors; (4) a negotiated situation is expected to exceed a certain dollar threshold; (5)

the procurement involves major systems involving design-to-cost considerations, i.e., practical

trade-offs between system capability, cost, and schedule; and (6) the circumstances surrounding

the procurement justify its time and expense. The most common cost elements include: (1)

direct material cost, both quantity and unit price; (2) direct labor costs, including amount and

rates; (3) nonrecurring costs, such as special tooling, test equipment, travel, and personnel

training; (4) indirect costs, such as overhead and general and administrative expenses; and (5)

profit or fee. The Government may, as part of its analysis, develop its own figures for each cost

element. This is then used with other data as a basis for establishing the Government's

prenegotiation goal on costs, profit or fee, or total price.

C. Bidder Responsibility

In determining responsibility, the contracting officer may have access to records of previous

contracts. If sufficient data are not available to determine contractor responsibility, or needs

verifying or updating, a preaward survey is performed by a contract specialist or is requested of

and conducted by a contract administration office. The preaward survey involves an onsite

inspection of a contractor's facilities, and includes a detailed evaluation of all the business

aspects of the company's operations, financial status, and probability of successful performance.

The business review or preaward survey concentrates on such factors as: (1) financial resources;

(2) existing business commitments, or backlog; (3) record of performance and integrity; (4)

equal opportunity requirements; (5) possession of necessary skills, experience, management

controls, equipment, and facilities; and (6) evaluation of the contractor's make-or-buy program,

i.e., the specific work which will be performed in house by the contractor and that which will be

obtained from subcontractors or suppliers.

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Contracting Series, GS-1102 TS-71 December 1983

The results of the business review or preaward survey generally affect the source selection

process and may affect the structuring or awarding of the contract, e.g., the identification of a

need to provide financial assistance to the contractor through the inclusion of provisions for

progress payments, guaranteed loans, or advance payments.

5. CONTRACT ADMINISTRATION

Award of a contract signifies for both parties the point at which agreement has been reached and

performance begins, and marks the beginning of the contract administration phase of the

procurement cycle -- a phase that consists of all the actions that the Government must take with

respect to the contractor until the material or service has been delivered, accepted and paid for,

and the contract withdrawn, closed out, or terminated.

While the contractor has primary responsibility for the timely and satisfactory performance of a

contract, the Government monitors outstanding contracts to ensure satisfactory progress, to

assure compliance with the terms and conditions of the contract, and to identify problems that

threaten performance. Technical assistance may be obtained by the cognizant contracting officer

from engineering, field inspection, auditing, legal, and other personnel as necessary to administer

the contract effectively and to protect the rights and best interests of the Government.

Typical contract administration functions are to:

-- Conduct postaward conferences;

-- Assure timely submission of required reports;

-- Determine allowability of costs and approve or disapprove contractor's request for payments;

-- Review contractor's management system, compensation structure, insurance plans, and

purchasing system;

-- Review, analyze proposed subcontracts and consent, or withhold consent, to the placement of

subcontracts;

-- Perform cost or price analysis on proposals that involve contract changes, indirect rate

agreements, and settlements;

-- Negotiate contract modifications, terms and costs of changes, forward pricing proposals,

provisioning orders, unpriced orders, final overhead rates, and settlements;

-- Recommend acceptance or rejection of waivers and/or deviations;

-- Monitor contractor's financial condition, compliance with labor and industrial relations

matters, use of Government property, and small and minority business mandatory subcontracting

programs;

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Contracting Series, GS-1102 TS-71 December 1983

-- Determine contractor compliance with Cost Accounting Standards and Disclosure Statements,

if applicable;

-- Issue cure or show cause notices to correct severe performance deficiencies;

-- Analyze claims and negotiate final settlements;

-- Prepare findings of fact and issue decisions under the Disputes clause;

-- Close out contracts, assuring delivery of the contract end items and inclusion of final reports

and clearances.

6. CONTRACT TERMINATION

Contract termination by the Government occurs for a variety of reasons, such as technological

advances in the state-of-the-art, changes in strategic planning, budget and funding limitations, or

failure of the contractor to perform. Government contracts provide for termination prior to

completion of the contract for either: (a) convenience of the Government, or (b) default of the

contractor. Terminations may be either partial or complete, and may occur at any time during

performance, even though the contractor is performing properly.

Whenever a contract is terminated for convenience, the contractor is usually entitled to the costs

incurred under the terminated portion of the contract and to a profit or fee. Technical personnel

may be called upon for information and assistance in connection with the negotiation of

termination settlements. When the contractor fails to perform properly, the Government may

terminate for default.

The contracting officer responsible for the contract termination typically:

-- Prepares show cause and cure letters;

-- Reviews the contract, including provisions and modifications;

-- Analyzes contractor and subcontractor settlement proposals from the standpoint of

allowability, allocability, and reasonableness;

-- Conducts conferences with the contractor to discuss the termination;

-- Coordinates clearance of termination inventory;

-- Recommends approval or disapproval of contractor partial payment requests;

-- Develops a prenegotiation settlement position;

-- Negotiates the settlement with the contractor including equitable adjustments, change

proposals, costs, profit, and other related matters;

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Contracting Series, GS-1102 TS-71 December 1983

-- Issues final decision determinations when appropriate;

-- Evaluates default claims;

-- Presents findings, as required, in hearings before the Board of Contract Appeals and the

Courts.

TITLES

The following titles are established for positions in this series:

Contract Specialist -- Covers:

(a) Positions which require a knowledge of preaward and postaward procedures to plan and

conduct the contracting process from the description of the requirements through contract

delivery;

(b) Positions which require a knowledge of two or more contract functions with none

predominant or grade-controlling;

Contract Negotiator -- Covers positions which require a specialized knowledge of negotiation

techniques to meet and reach agreement through discussion with a proposed contractor on the

price and performance terms, and to set forth all these terms in a procurement document.

Contract Administrator -- Covers positions which require a specialized knowledge of postaward

contracting procedures to oversee or ensure compliance with the terms of contracts, to determine

the reasonableness of and to negotiate claims, to resolve disputes and other problems concerning

obligations of either the Government or the contractor, and to negotiate contract modifications.

This is the title of choice for positions which perform a combination of postaward functions

involving both contract administration and contract termination.

Contract Termination Specialist -- Covers positions which predominately require a specialized

knowledge of postaward procedures and negotiation techniques to represent the Government in

terminations for convenience or default and in claims and settlements.

Contract Price/Cost Analyst -- Covers positions which require a specialized knowledge of cost

and/or price analysis techniques to evaluate cost and/or price proposals, contract changes,

repricing actions and final contract pricing; to obtain and review data from auditors and technical

specialists; to recommend cost and profit negotiation objectives; to conduct or participate in

negotiations on cost and/or price issues; or to develop and advise on policies and procedures

relating to these functions.

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Contracting Series, GS-1102 TS-71 December 1983

Procurement Analyst -- Covers positions which require a broad knowledge of procurement

policies and procedures to plan, analyze, or evaluate procurement programs; review proposed

contractual actions for conformance with regulatory requirements and procurement practices; or

develop policies and procedures or provide advice and guidance to subordinate activities

concerning a variety of procurement issues.

For

supervisory positions, add the prefix "Supervisory" to the basic title.

No titles other than those identified above are authorized in these standards. However, the

approved titles do not affect agency use of organizational titles for internal administration,

program management, or similar purposes. For example, frequently used titles which denote

delegated authority to sign contracts include:

-- Contracting Officer

-- Procuring Contracting Officer (PCO)

-- Administrative Contracting Officer (ACO)

-- Corporate Administrative Contracting Officer (CACO)

-- Termination Contracting Officer (TCO)

Contracting Officer is used in this standard when describing positions having delegated signatory

authority. (See Notes to Users, #2, below.)

GRADING OF POSITIONS

The factor level descriptions and benchmarks provided in this standard are to be used to classify

nonsupervisory positions in this series at grades GS-5 through GS-15. Benchmarks as provided

in this standard cover a variety of nonsupervisory positions at grades GS-7 through GS-14.

Supervisory positions are classified by reference to the

General Schedule Supervisory Guide.

Positions should be evaluated on a factor-by-factor basis, using one or more of the comparable

Office of Personnel Management benchmarks or factor level descriptions, or both. Only the

designated point values may be used. More complete instructions for evaluating positions are

contained in

Introduction to the Position Classification Standards.

Please note that the absence of a factor level description or benchmark for positions at any

particular grade level does not preclude evaluation of positions at that grade. Should the work

being evaluated exceed the highest level for a factor level description in this standard or where

the work is not described in a factor level description or benchmark, the

Primary Standard and/or

another related FES standard may be used to evaluate the position in conjunction with, and as an

extension of, the criteria contained in this standard.

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Contracting Series, GS-1102 TS-71 December 1983

NOTES TO USERS

1. Organizational Structure. The organizational placement of the contracting functions varies

considerably among Federal agencies. Generally, large agencies have highly structured

procurement organizations, while small agencies have less formalized structures. Some

contracting offices are decentralized and are located in installation or small field office

environments; others are centralized and located within a formal contracting organization at

large field activities, regional or district offices, or at headquarters organizations. Some

contracting offices are oriented toward activity mission support, while others are oriented toward

commodity procurement or have geographic areas assigned within which procurement support is

furnished.

Some large contracting organizations are highly specialized in terms of contracting assignments,

with preaward, price analysis, and postaward responsibilities being assigned to different

positions. Others employ the generalist concept, with the contract specialist performing the full

range of duties from preaward through contract close out.

Typically, responsibilities for policy development, contract review and approval, or critical

agency procurements are located in the headquarters of a department or agency, or its first line

subordinate organization, i.e., bureau, service, or command. Below the department or agency

level, contracting activities generally include coordinated, interdepartmental, and

Government-wide commodity procurement assignments; area wide procurement support

responsibilities, such as large regional or district procurement or contract administration offices;

plant representative offices; or major buying activities contracting for components of critical

agency programs, including facilities and equipment to support these programs. A third broad

organizational distinction is the field contracting activity which furnishes procurement and

contract administration support for operational requirements of a local activity, national park,

hospital, institute, installation or activity, or small region or district. These assignments range

from procuring common items to specialized items complicated by special requirements.

Neither the: (1) organizational locations of the contracting functions; (2) types or varieties of

items or services being procured; nor (3) combinations of functional areas of assignment (i.e.,

preaward, price/cost analysis, or postaward), automatically affects the grade of a position, except

as these conditions are reflected in and/or measured against the grade criteria provided in the

factor level descriptions and benchmarks.

2. Signatory Authority. The individuals delegated authority by the head of the agency to enter

into and administer contracts are called "contracting officers." Only these designated individuals

are authorized to obligate funds and commit the Government contractually. This authority is

vested in the individual. Some authorities are unlimited; others are limited to specific dollar

amounts, or to specific functions, such as preaward, administration, and termination. The extent

of authority is expressly defined in "warrants" or other instruments of delegation, such as orders

or certificates of appointment. While these agents of the Government receive advice from

specialists in law, audit, engineering, transportation, finance, or other functions, they remain the

ones who are responsible and accountable for the contracts.

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Contracting Series, GS-1102 TS-71 December 1983

Having contracting officer authority generally affects certain responsibilities of the position,

such as commitment authority described under Scope and Effect. However, such authority is

not, by itself, grade determining. The grade of a particular position must be evaluated in terms

of the factor level descriptions, e.g. the extent of review, the complexity of the procurement, the

scope of the procurement, and other relevant factors. Within this standard, positions are referred

to as contracting officer when authority to sign contracts is present. (See discussion above under

Titles.)

3. Dollar Value. While dollar value is used as criterion by the procurement community for

various purposes, such as establishing thresholds for requiring higher level management reviews

or for stimulating small or disadvantaged business participation, dollar value has not been

included in this standard as a grade evaluation criterion, since it is subject to inflationary trends,

different treatment by different agencies, and other variances, although an occasional reference

to "large funding levels" or similar indicators is made when considered useful in conveying the

concept intended by the standard.

GRADE CONVERSION TABLE

Total points on all evaluation factors are converted to GS grade as follows:

GS Grade Point Range

5 855-1100

6 1105-1350

7 1355-1600

8 1605-1850

9 1855-2100

10 2105-2350

11 2355-2750

12 2755-3150

13 3155-3600

14 3605-4050

15 4055-up

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Contracting Series, GS-1102 TS-71 December 1983

FACTOR LEVEL DESCRIPTIONS

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION

Factor 1 measures the nature and extent of information or facts required to do acceptable work

(e.g., steps, procedures, practices, rules, policies, theories, principles, and concepts) and the

nature and extent of skill necessary to apply this knowledge. To be used as a basis for selecting

a level under this factor, a knowledge must be required and applied.

Knowledge is discussed below in terms of: (a) contracting methods and contract types used in

performing preaward, postaward, and/or contract price/cost analysis functions; and (b) business

practices and market conditions applicable to the requirements sufficient to evaluate and

document contractor responsiveness and responsibility. A variety of illustrations are also

provided.

Level 1-5 -- 750 points --A foundation of basic knowledge, such as may have been gained

through a baccalaureate program or its equivalent in experience, training and study; and skill in

performing trainee and developmental assignments and learning the substantive work of the

occupation. This includes:

Knowledge and skill to draw conclusions and make recommendations by analyzing facts and

conditions, and making comparison of prices, discounts, delivery dates, or handling charges.

Knowledge of arithmetic practices used in business (e.g., discounts and warranties) sufficient to

compare prices on recurring types of procurements, e.g., standard commercial items.

Knowledge and skill to apply guideline material by reading and interpreting procurement

regulations and technical material, and translating the guidance into specific actions, e.g.,

assisting in the preparation of solicitation documents.

Knowledge of report writing techniques to present factual information clearly, to write

procurement memoranda and minutes of meetings, and to draft simple contract provisions and

supporting documentation.

Skill in dealing with others in a work relationship to present information orally and to

accomplish a given purpose.

Equivalent knowledge and skill.

Level 1-6 -- 950 Points

-- In addition to the knowledge and skill described at Level 1-5, this

level requires:

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Contracting Series, GS-1102 TS-71 December 1983

A. Knowledge of commonly used contracting methods and contract types relating to the

performance of preaward, postaward, and/or contract price/cost analysis functions when

the contract actions are well defined and well precedented. And,

B. Familiarity with business practices and market conditions applicable to program and

technical requirements sufficient to evaluate bid responsiveness, contractor

responsibility, and contractor performance.

Equivalent knowledge and skill.

ILLUSTRATIONS

Preaward

-- Knowledge of formal advertising sufficient to solicit bids to procure a variety of

requirements ranging from standard to specialized supplies, services, or construction.

-- Knowledge of contract negotiation techniques sufficient to negotiate or administer

contracts where the contracting actions are well defined and well precedented.

Postaward

-- Knowledge of postaward procedures sufficient to administer firm fixed-price, time and

materials, indefinite delivery, or other contracts of similar complexity.

B Knowledge of contract termination procedures sufficient to perform a variety of tasks as

an assistant to a higher grade employee, such as analyzing allowable costs and making

recommendations.

Price/Cost Analysis

-- Knowledge of contract price analysis sufficient to perform basic analyses for firm

fixed-price or similar contracts, when historical pricing data and precedents are

applicable.

Level 1-7 -- 1250 Points -- In addition to the knowledge and skill described at Level 1-6, this

level requires:

A. Knowledge of a wide range of contracting methods and contract types to plan and carry

out preaward and/or postaward procurement actions; or,

In-depth knowledge of a specialized area to analyze difficult contracting issues and

identify alternative courses of action, modify standard contracting procedures and terms

to satisfy specialized requirements, and solve a variety of contracting problems, including

those requiring significant departures from previous approaches. And,

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Contracting Series, GS-1102 TS-71 December 1983

B. Familiarity with business practices and market conditions applicable to program and

technical requirements sufficient to evaluate bid responsiveness, contractor

responsibility, and/or contractor performance.

Equivalent knowledge and skill.

ILLUSTRATIONS

Preaward

-- Knowledge of formal advertising to develop contracts or schedules for the purchase of

large quantities of items to meet the consolidated requirements of one or more regions,

commands, agencies, or departments, e.g., military clothing for all defense agencies or

sealants and adhesives for all departments Government-wide. This involves knowledge

of the industry(s) to analyze the availability of potential suppliers or develop new sources

of supply, and to assess the impact on the market of large Government contracts.

B Knowledge of negotiation techniques and technical requirements sufficient to procure

complex and/or diversified supplies, services, construction, or research and development,

such as: (1) design services in connection with assembling, installing, testing, modifying,

or servicing specialized equipment; or (2) architectural and engineering services to

design major buildings, structures, facilities, or projects.

Postaward

-- Knowledge of contract administration sufficient to monitor a group of contracts, such as

fixed-price with redetermination provisions, cost reimbursement, or contracts with

incentive provisions.

-- Knowledge of contract termination procedures sufficient to review and analyze

settlement proposals, audit reports, technical evaluations, and subcontractor claims; to

recommend or determine allowable costs, profit to be allowed, disposal of Government

property, and similar issues; and to negotiate settlements with contractors.

Price/Cost Analysis

-- Knowledge of contract cost analysis techniques sufficient to gather and evaluate price

and/or cost data for a variety of preaward and/or postaward procurement actions, such as

proposals for production equipment subject to design change or changes in the

manufacturing process, or proposals projecting changes in labor and material costs or

technology.

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Contracting Series, GS-1102 TS-71 December 1983

Staff

-- Knowledge of procurement statutes, Executive orders, policies and regulations to write

activity operating procedures implementing procurement policy issuances, to interpret

procurement regulations and policies for the activity operational procurement specialists,

and to identify and analyze procurement issues and their impact on local procedures.

-- Knowledge of a specialized procurement function, and general knowledge of preaward

and postaward practices sufficient to conduct studies of problem areas and develop

standard methods and operating procedures for a district, region, or command.

-- Knowledge of the procurement process and the activity's procurement needs for

application to small and disadvantaged business opportunities, including: (1) advising

the small and disadvantaged business community of business opportunities with the

organization; and (2) reviewing procurement requirements and instruments to satisfy

small and disadvantaged business program objectives.

Level 1-8 --1550 Points -- In addition to the knowledge and skills described at Level 1-7, this

level requires:

A. Mastery of contracting methods and contract types to plan and carry out long-term

preaward and /or postaward procurement actions; or,

Mastery of the procurement functional area sufficient to apply experimental theories and

new developments to problems not susceptible to treatment by accepted methods, to

extend existing contracting techniques, and to develop procurement policies for use by

other contracting personnel in solving procurement problems; or,

Mastery of procurement principles and technical or program requirements to plan and

manage or make decisions or recommendations that significantly affect the content,

interpretation, or development of complex, long-range, or interrelated agency policies or

programs concerning the management of procurement matters. And,

B. Familiarity with business strategy and program or technical requirements sufficient to

perform or direct in-depth evaluations of the financial and technical capabilities, or the

performance, of the contractor.

Equivalent knowledge and skill.

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Contracting Series, GS-1102 TS-71 December 1983

ILLUSTRATIONS

Preaward

-- Knowledge and skill sufficient to procure systems where little or no contractual

precedent exists to serve as guidance in developing or modifying procurement strategies

or pricing structure, e.g., extensive ADP acquisitions such as a nationwide teleprocessing

system or a multiprocessor mainframe system with a data base management system used

in multidisciplined scientific applications.

-- Knowledge and skill sufficient to manage all contractual aspects of a major program

involving coordination of a number of contracts. This requires long-range procurement

planning; a thorough knowledge of the program objectives, scheduling, and

interrelationships with other programs; and skill in interpreting policies to solve

unprecedented problems.

-- Knowledge and skill sufficient to procure extensive technical services, such as large

Government-owned contractor-operated installations and facilities, which involve use

and accountability for large amounts of Government-furnished property, numerous

subcontractual arrangements, and accommodation of continuous contractual changes.

-- Knowledge and skill sufficient to plan and procure design services and construction for

large hospitals, laboratories, prisons, Federal office buildings, dams, power generating

plants, mints, or other new structures. This involves preparing and awarding contracts

for demonstration, including development of preliminary design and contract

specifications; and developing additional contracts to procure scale models or full size

modules to demonstrate the concepts of techniques when new or untried concepts or

construction techniques are involved.

Postaward

-- Knowledge of contract administration sufficient to monitor systems contracts that extend

over several years, and cover research, development, testing, and/or production of

complex equipment systems. The contracts require monitoring the performance of the

prime contractor and a large number of subcontractors, negotiating forward pricing rates

and claims, complex changes, and terminations or contract close out.

-- Knowledge of postaward procedures sufficient to administer complex service contracts

which require day-to-day negotiations of significant contract changes, monitoring

numerous special provisions, coordinating extensive subcontracting involvement, and

observing rigid time frames.

-- Knowledge of contract termination functions that relate to extensive and highly complex

contracts, such as: (1) serving as termination contracting officer in connection with a

major project in which several years of work have already been expended; or (2)

termination responsibility for settling proposals and/or claims of a variety of prime

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Contracting Series, GS-1102 TS-71 December 1983

contractors, including analysis and approval of the proposals and/or claims of a large

number of subcontractors, and the disposition of large amounts of inventory and

Government property and equipment.

Price/Cost Analysis

-- Knowledge of contract price and cost analysis techniques sufficient to develop complex

contractual pricing arrangements and incentives, such as: (1) devising multiple

incentives requiring use of sophisticated contracting techniques; (2) sharing

arrangements, such as cost-plus-incentive-fee or fixed-price-incentive-fee, where the

Government and the contractor share the cost risk; or (3) economic price adjustment

clauses that identify the basis for adjusting certain labor or material costs where price

cannot be reasonably predicted at the time of contract negotiation.

Staff

-- Knowledge and skill sufficient to provide expert technical leadership, staff coordination,

and consultation in a functional area of procurement (e.g., preaward or price/cost

analysis) including responsibility for formulating guidelines, implementing new

developments, and providing policy interpretation to subordinate contracting activities.

-- Knowledge and skill sufficient to plan, implement, and manage the small and

disadvantaged business program for an organization having subordinate offices carrying

out programs for small and disadvantaged businesses. Decisions or recommendations

affect subordinate small and disadvantaged business program goals and operating

procedures, contracting operations, private firms, and the accomplishment of

socioeconomic program objectives.

Level 1-9 -- 1850 Points -- In addition to the knowledge and skill described at Level 1-8, this

level requires mastery of contracting laws, principles, and regulations to generate new

procurement concepts or to plan and manage or review and recommend to top management

approval of procurements for the largest and newest or similarly critical agency systems or

programs within a major industry or industries, typically characterized by most or all of the

following:

(1) Uncertainties involving the legislation, authorities, and scope of the program

resulting from intense Congressional interest;

(2) Unprecedented factual or contractual issues (e.g. stemming from the newness or

complexity of the system or program, the departure from previous approaches,

intergovernmental requirements, or comparable conditions) which require the

origination of contracting innovations, concepts, or principles;

(3) Contract negotiations which require balancing conflicting interests of extreme

intensity, such as those resulting from the unlimited potential for future

applications of the new product, or from public and political controversy

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Contracting Series, GS-1102 TS-71 December 1983

culminating in the formation of special interest or lobbying groups, or from

attention by the national news media thereby heightening the conflicts and

increasing the negotiation problems;

(4) Procurements involving systems or programs of such magnitude as to affect the

economic health of a major industry whose economic position, in turn, affects the

health and stability of the general economy, or significantly affects foreign

economies.

ILLUSTRATIONS

Preaward and Postaward

-- The employee is responsible for all preaward and postaward phases of the systems

acquisition program having characteristics such as those described above, beginning with

the initial strategy and planning phase and continuing through contract negotiation,

award, administration, termination and closeout, including the merging of subsystems

and components and the meeting of scheduled goals.

Staff

-- The employee is a recognized expert and member of a contract review board responsible

for reviewing and approving or redirecting the procurement strategy, plans, and

techniques for the procurement of systems or programs having characteristics such as

those described above, and other programs which require the approval of top

management of the department or equivalent agency.

-- The employee is a recognized expert responsible for generating new procurement

concepts to resolve problems or issues having characteristics such as those described

above; for formulating new procurement policies which have a broad or long-range

impact on the procurement program of a major department or agency; and for advising

top management during the executive and/or legislative decision making process on

procurement issues and policy proposals which involve exceptional controversy,

intensive legislative interest or initiatives, or affect a major segment of industry.

Equivalent knowledge and skill.

FACTOR 2, SUPERVISORY CONTROLS

Supervisory controls cover the nature and extent of direct or indirect controls exercised by the

supervisor, the employee's responsibility, and the review of completed work. Controls are

exercised by the supervisory in the way assignments are made, instructions are given to the

employee, priorities and deadlines are set, and objectives and boundaries are defined. The

responsibility of the employee depends upon the extent to which the employee is expected to

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Contracting Series, GS-1102 TS-71 December 1983

develop the sequence and timing of various aspects of the work, to modify or recommend

modification of instructions, and to participate in establishing priorities and defining objectives.

The degree of review of completed work depends upon the nature and extent of the review, e. g.,

close and detailed review of each phase of the assignment; detailed review of the finished

assignment; spot check of finished work for accuracy; review performed by a contracting officer

prior to signature; or review only for adherence to policy.

Institutional systems of preaward contract review are prevalent throughout the Government.

These systems must be' scrutinized carefully to determine the true nature and extent of the

review before evaluating operational contracting positions under Factor 2. In some cases this

review may be pro forma, or used as a management tool to prevent conflicting or overlapping of

agency projects, or to monitor politically sensitive projects. In these cases the review is not

primarily related to the procurement function. Users must assess these review systems and

consider them in evaluating procurement positions only to the extent that they actually affect

procurement decisions and are likely to result in modification or reversal of these decisions. For

example, these reviews can be distinguished from supervisory reviews and control when

comments are subject to analysis and resolution by the employee rather than taken as supervisor

direction.

Level 2-1 -- 25 Points -- The supervisor assigns individual segments of procurements to the

employee, providing clear, detailed, and specific instruction. This is designed to familiarize the

employee with basic procurement regulations and procedures and with the philosophy

underlying the various steps in the procurement process.

The employee completes assignments in close coordination with the supervisor. The employee

works as instructed and consults with the supervisor as needed and on all matters not specifically

covered in the original instructions or guidelines.

The employee's work is checked in progress, and completed work is reviewed for conformance

with the initial, specific instructions, as well as for accuracy and adequacy.

Level 2-2 -- 125 Points -- The supervisor provides continuing or individual assignments by

indicating generally what is to be done, applicable policies and procedures, quality and quantity

excepted, priorities and time frames for completing the work. The supervisor provides more

detailed instruction on new, difficult, or unusual assignments. Some assignments are selected to

insure further development of the employee's skills and knowledge.

The employee completes recurring assignments independently without specific instruction. On

the more difficult assignments, or when problems or unfamiliar situations arise, the employee

obtains guidance from the supervisor.

The supervisor reviews completed work for technical accuracy and for completeness in terms of

compliance with instructions and with applicable procurement procedures and policies. Review

of the work increases with the more difficult assignments if the employee has not previously

performed similar assignments.

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Level 2-3 -- 275 Points -- The supervisor assigns work by defining objectives, priorities, and

deadlines, and indicates any special considerations or unusual requirements. For actions which

do not have clear precedent, the assignment is given with an explanation of policies and

procedures to be followed, or the supervisor provides direction through a comprehensive

discussion of the work to be performed.

The employee is responsible for planning and carrying out recurring assignments and for

exercising judgment in the selection of supporting data, industry sources, and contracting

techniques to be followed within established procedures and in line with established precedent.

The employee recognizes technical problems, such as inadequate justification or deviations from

normal procedure, and confers with the supervisor or higher grade specialist to resolve them

after searching precedents to develop a recommended solution.

Completed work is usually presented in the form of a recommendation for action, such as a

recommendation for contract award or modification. Completed work is reviewed prior to

signature or prior to negotiation by a higher authority to ensure that appropriate factors have

been considered, that all necessary information has been gathered, and to assure soundness of

analysis, good business judgment, compliance with procurement procedures, and adequacy of

results. The methods used in arriving at the end results are not usually reviewed in detail.

Level 2-4 -- 450 Points -- The supervisor sets the overall objectives and resources available.

The employee and supervisor, in consultation, develop the deadlines, projects, and work to be

done.

The employee plans and carries out the assignment, such as determining the approach to be taken

or methodology to be used, developing a factfinding plan, determining the depth of analysis or

review required, or performing the initial planning necessary to conduct management evaluations

of procurement programs for compliance with procurement policies and regulations. The

employee initiates necessary coordination with technical representatives, accountants or auditors,

financial staff, attorneys, other contract specialists, or field activities, both in the Government

and in the contractors' organizations. The employee obtains necessary information and

supporting documentation (e.g., audit reports, preaward surveys, justifications for sole source

and similar requirements) and resolves most conflicts which arise, such as disagreements over

technical descriptions, elements of cost, economic indices used, and similar matters which arise.

The employee may negotiate alone, but keeps the supervisor informed of progress, potentially

controversial conflicts or issues which arise, or matters which affect policy or have other far-

reaching implications.

Completed work is reviewed from an overall standpoint in terms of feasibility, compatibility

with other work, or effectiveness in meeting requirements or expected results, e.g., providing a

viable contracting approach for meeting program needs and established objectives, or for impact

on future procurements. In some positions reviews minimal with employees being delegated

contracting officer authority with prescribed limited dollar amounts. As the dollar thresholds

increase, requirements for formal reviews by higher authority or boards of experts are generally

prescribed by agency regulations rather than by a supervisor. Such reviews are to assure

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Contracting Series, GS-1102 TS-71 December 1983

compliance with all legal and regulatory requirements, as well as for effectiveness of

procurement strategy.

Level 2-5 -- 650 Points -- (See Digest Vol. 7 for appropriateness of Level 2-5.) The

supervisor provides administrative direction and makes assignments in terms of broadly defined

programs or functions, or long-range acquisition and agency objectives. Requirements

frequently stem from mission or program goals and objectives, or from national, departmental, or

agency policy.

The employee determines the approaches and methods necessary to carry out the assignment,

including the design of overall plans and strategies for the projects, in order to meet mission or

program goals, requirements, and time frames. The employee independently carries out the

work, including continual coordination of the various elements involved, and independently

negotiates.

Work products or advisory services provided to management or to field activities are considered

to be technically authoritative. In some cases the employee's work is reviewed by formal review

boards. Review focuses on compatibility with overall management objectives, fulfillment of

program objectives, attainment of goals established in the acquisition or review plan,

appropriateness of the business arrangements, and contribution to the success of the mission on

both a short- and long-term basis. Recommendations for new procurement approaches or

policies, or for modifications of contractual arrangements, are usually reviewed for compatibility

with broad program and agency objectives, impact on agency procurement activities, economies

achieved, and/or improvement in effectiveness or performance of procurement programs

including those at subordinate echelons throughout the agency.

FACTOR 3, GUIDELINES

This factor covers the nature of guidelines and the judgment needed to apply them. Individual

jobs vary in the specificity, applicability and availability of the guidelines for performance of

assignments. Consequently, the constraints and judgmental demands placed upon employees

also vary. While the lack of guidelines may require the exercise of considerable judgment,

judgment is also required in the interpretation of the plethora of guidelines which is typical of

procurement work.

The existence of an abundance of guidelines may require the exercise of extensive judgment and

discretion by procurement personnel. First, they must know all relevant guidelines on a

procurement issue. Second, they must know which guidelines are mandatory and which are

discretionary and subject to deviation and interpretation. Third, they must resolve

inconsistencies and ambiguities. Fourth, when guidelines are stated in general terms outlining

end results, they must exercise considerable latitude of judgment in selecting the means to

achieve those end results. Finally, procurement personnel deal in business transactions. Each of

these transactions is different and procurement personnel must constantly assess the impact of

applicable guidelines on each transaction.

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Contracting Series, GS-1102 TS-71 December 1983

For this factor, guidelines refer to standard guides, precedents, and techniques, such as:

-- Legislation and statutes affecting procurement requirements and practices;

-- Executive orders;

-- Comptroller General, judicial, and boards of contract appeal decisions;

-- Issuances by other Federal agencies which directly affect agency procurement programs;

-- Government procurement regulations;

-- Agency procurement policies, procedures, and manuals;

-- Agency functional statements and operations material;

-- Precedent contracts;

-- Government established specifications, drawings, and purchase descriptions;

-- Audit and technical reports;

-- General provisions and standard clauses;

-- Terms and conditions of the specific contract being administered,

-- Lists of bidders, suppliers, and qualified products;

-- Commercial and manufacturers' catalogs, handbooks, and price lists;

-- Economic indices and labor rates;

-- Standard business references, such as Moody's, Standard and Poors, and Dun and Bradstreet.

Level 3-1 -- 25 Points -- Specific, detailed guidelines covering all aspects of the procurement

actions are provided to the employee, who is serving in a training capacity. Typical guidelines

are instructional material, procurement regulations, and standard operating procedures of the

local office. These are applicable to a variety of standard-tasks relating to one or more of the

functional areas of contracting, and are designed to familiarize the employee with the basic laws

governing the procurement process, with the procedures of the agency, and with the relevant

industries.

Level 3-2 -- 125 Points -- Established procedures and specific guidelines are available to the

employee in the performance of assignments, such as procedural manuals, commercial catalogs,

or standard clauses required by regulation.

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Contracting Series, GS-1102 TS-71 December 1983

The employee uses judgment in identifying and selecting the most appropriate procedures to use,

or in determining which of several established alternatives to use. Examples include selecting

from among standard items identifiable in commercial catalogs, determining sources to be

solicited from among lists of suppliers, reviewing records of past performance on the prospective

contractor, or reviewing contractor's payment requests for compliance with specific contract

terms.

Situations not covered by precedents or guidelines are referred to the supervisor. In these cases

oral explanations and guidance are provided so that the employee gains an understanding of

contractual terminology.

Level 3-3 -- 275 points -- Guidelines include procurement regulations and precedents

applicable to one or more of the contracting specialties. Precedents and written policies exist for

procurements or contracts assigned, and historical data are pertinent to the evaluation of price

and basic elements of cost. However, contractual actions generally require adaptation by the

specialist, e.g., clarification of the statement of work, adaptation of clauses or provisions to fit

the requirements, use of options for additional quantities or advance and partial payment clauses,

inclusion of specified methods of testing and special performance requirements, or similar

requirements.

The employee uses judgment in interpreting guidelines, in adapting procurement procedures, or

in recommending approaches or solutions for specific problems. For example, judgment is

required in locating potential suppliers, stimulating interest among local small businesses,

performing basic analyses of costs based on prevailing material and labor costs, or in

recommending modifications to the contractual arrangements.

Level 3-4 -- 450 Points -- Policies and precedents are available but stated in general terms, or

are of limited use. Intensive searches of a wide range of regulations and policy circulars

applicable to the numerous and diversified procurement issues encountered are frequently ()

required. Guidelines are often inadequate in dealing with problems, requiring ingenuity and

originality in interpreting, modifying, and extending guides, techniques, and precedents; in

devising terms and conditions tailored to specific procurements; or in balancing the application

of the guidelines in relation to novel program or technical needs, business considerations, and the

socioeconomic climate. For example, previous negotiations are not directly applicable, or

pricing data is incomplete or limited, because of changes in materials or manufacturing

processes, or because of lack of experience in the social, economic, environmental, or health

issues involved; or the large number of subcontractors or volume of contractual provisions

requires close monitoring and continuous assessment during contract administration, or requires

extensive analysis to determine allowability and allocability of costs in resolving claims or

terminations.

The employee uses experienced judgment and initiative in applying principles underlying

guidelines, as in the evaluation of subordinate procurement programs; in deviating from

traditional techniques; or in researching trends and patterns to develop new approaches, criteria,

or proposed policies.

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Contracting Series, GS-1102 TS-71 December 1983

Level 3-5 -- 650 Points -- Guidelines consist of legislation, broad and general policy

statements, and procurement regulations involving one or more agencies, which require

extensive interpretation.

The employee is an authority on developing and interpreting procurement guidelines, policies,

regulations, and/or legislation. Employees working in staff positions generally draft agency

procurement regulations or policies. Employees working in operational positions are responsible

for procurements for which little or no contractual precedents exist to guide them in developing

and modifying the procurement strategies. For example, a procurement which involves a

significant departure from existing systems or programs necessitates original and creative effort

to obtain a reasonable balance of interests or the redefinition of policy in the design and

execution of the procurement.

FACTOR 4, COMPLEXITY

This factor covers the nature, number, variety, and intricacy of tasks, steps, processes, or

methods in the work performed; the difficulty in identifying what needs to be done; and the

difficulty and originality involved in performing the work.

This includes the interrelationships between procurement functions which can be considered,

such as type of contract and special provisions, and the program needs which must be identified

and analyzed, such as technical requirements and prices. However, the program requirements

must clearly affect the difficulty of the procurement functions to be credited. For example, a

contract may include requirements for a highly complex product or service, but the procurement

method may be relatively simple or standardized, such as a formally advertised, firm fixed-price

contract.

Common elements of complexity which affect contracting are as follows:

1. Requirements: This covers the nature of the services, supplies, construction, research and

development, or other material involved in the preaward or postaward contracting action. The

complexity of requirements ranges from commercial items which are usually the simplest to

procure; to items which require special manufacturing, have special regulatory requirements, are

interrelated with other agencies, have, never been procured, or have never been manufactured; to

major systems or projects which combine several of these features and are generally the most

difficult to procure or administer.

2. Method of procurement: This is the use of formal advertising or negotiation. The method of

procurement is affected by such factors as the availability of competition, need to locate or

develop sources, negotiating in a sole source environment, conducting competitively negotiated

procurements, negotiating with several contractors working concurrently on one project or

program, or negotiations involving sequential steps with major milestones occurring periodically

at key decision-making points.

3. Type of contract: The type of contract, incentives, and terms and conditions (e.g., the

presence or absence of Government-furnished property requirements, special performance

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Contracting Series, GS-1102 TS-71 December 1983

characteristics, complex testing requirements, and numerous others) affects the difficulty of

preaward and postaward activities. For example, firm fixed-price contracts for which there is

adequate competition among regular producers or suppliers and which involve few special

provisions are generally considered the simplest to develop or administer. On the other hand,

negotiations of firm fixed-price contracts with a sole source of supply is considered difficult,

even though historical cost and pricing data may be available, since the contractor assumes total

cost risks on these types of contracts and can have a financial loss. Under cost contracts, the risk

of loss to the contractor is minimal. Therefore, these contracts vary in ease or difficulty of

negotiating realistic cost estimates. However, they are typically more difficult to administer than

firm fixed-price contracts because costs incurred in contract performance are paid by the

Government and performance is not guaranteed by the contractor, thus requiring closer

monitoring of the contract. Both the fixed-price and the cost contracts become significantly

more difficult to analyze, negotiate, and administer when provisions are used such as economic

price adjustment, price redetermination, cost or performance incentives, special rights-in- data,

special financing, or other interacting clauses.

4. Price or cost analysis: This ranges from standard commercial price lists and adequate

marketplace price competition, through review of material and labor costs when comparative

data are available, to highly sophisticated statistical estimating techniques and economic

forecasts, such as should cost, learning curves, and trend and regression analysis.

5. Changes: This covers changed requirements (either in overall quantities, technological

advances that must be incorporated, or improvements in the original design) as well as changes

in legislated funding levels.

6. Other: Additional elements which affect individual procurement actions include special

emphasis programs, subcontracting, length of time anticipated for the procurement (e.g., less

than six months, two or three years, over five years), urgency of delivery or performance, public

or congressional interest, geographical dispersion, economic conditions, logistics considerations,

foreign government participation, strategic materials priorities, State's certification requirements,

and numerous others which vary among positions or agencies.

Level 4-2 -- 75 Points -- Assignments usually involve a variety of specific, related tasks

designed to instruct the employee in procurement procedures and practices, such as gathering

and providing factual information, or performing tasks in support of higher level specialists.

Typical assignments include developing a list of local suppliers or searching catalogs for

common items, and comparing prices from published price lists. Items procured are generally

off-the-shelf materials which are readily available from numerous commercial sources, are easily

identified by common names (e.g., paints or cleaning materials), and for which standard price

lists are available.

Decisions at this level involve making choices from among a few clearly recognizable

alternatives, such as selecting from among standard items based on price, assuring that

information is complete, or reviewing contractor's performance, such as delivery of commodities

or service according to specifications and terms of the contract.

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Actions to be taken or responses to be made differ in such things as the source of information,

the kind of transactions, or other differences of a factual nature. Contracts are usually assembled

from standard forms.

Level 4-3 -- 150 Points -- The work includes various duties involving different and unrelated

contracting processes and techniques in a relatively standardized or controlled work situation.

Assignments encompassing preaward or postaward activities generally involve:

-- Repetitive items or services where specifications have become standardized or

well-established (e.g., office machines, automotive equipment and supplies, small arms

or ammunition, medical supplies and equipment, short-term study or research projects

and services, or minor alteration or repair of buildings or roads);

-- Use of firm fixed-price contracts, indefinite delivery, or similar contracts;

-- Inclusion of standard clauses or routine supplemental stipulations, e.g., special packing or

packaging, inspection and acceptance procedures, quantity variations, different shipping

points, or transportation to different destinations;

-- The performance of basic price or cost analysis for which a considerable amount of

historical and precedent data are available;

-- Availability of adequate price competition or published price lists;

-- General availability of suppliers, although searching of the market and use of sole source

suppliers are sometimes required;

-- A time period typically under six months.

Determining what needs to be done requires substantive analysis, such as reviewing the

procurement request for completeness, obtaining additional information from the requirements

offices, preparing the invitation for bid, identifying sources of supply (including mandatory

sources or sources eligible for set-asides), preparing administrative change order documents and

supporting memoranda, reviewing contractor's requests for payment for compliance with specific

contract terms, and making initial review of inventories in termination actions. The employee

must select appropriate techniques and procedures.

The employee identifies interrelationships which affect the procurement, such as availability of

funds, discount rate, transportation charges, or previous performance of suppliers.

Level 4-4 -- 225 -- The work typically involves varied duties requiring many different and

unrelated processes and methods, with full operating competence in the well-established aspects

of a contracting assignment. Assignments typically involve planning and carrying out preaward,

postaward, price/cost analysis, or staff functions containing a variety of complexities such as the

following (or comparable):

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Contracting Series, GS-1102 TS-71 December 1983

-- Specialized requirements, i.e., special purpose supplies and equipment, items modified or

manufactured under close control to meet tight specifications, items requiring a special

degree of care in handling or storage, and similar requirements;

-- Knowledge and use of a variety of contract types;

-- Inclusion of provisions, such as special pricing provisions, provisions regarding use of

Government-furnished property, inspection and testing requirements, ownership of

patents and payment of royalties, spare parts provisioning, quantity options, and similar

terms and conditions;

-- Performance of cost analysis, e.g., evaluation of contractor's cost breakdown based on

prevailing labor rates and material costs;

-- Review and analysis of reports made by auditors, technical specialists, and production

specialists to determine contractor responsibility or compliance with the terms of the

contract;

-- Review of the market to determine the availability of specialized items or services;

-- Presence of unfavorable market conditions, such as frequent price changes, changing

labor markets, or lack of suppliers;

-- Situations where competition is limited because of the small quantity ordered or the

urgency of the requirement;

-- Identification of set-asides for small and disadvantaged business concerns;

-- A contractual period ranging from six months to two years, or having short but very

stringent time-frames.

Decisions are based on analysis of alternatives, adaptation or modification of procedures, or

resolution of incomplete or conflicting technical, program, or contractor data. For example:

-- In advertised procurements, the employee obtains supplies or services to meet the

consolidated requirements of the agency or agencies involving such considerations as

geographic dispersion of users and suppliers and the need to consider transportation and

distribution problems and costs; or obtains equipment or facilities which involve unique

or special design, manufacture, or construction, or which involve special performance

characteristics, testing requirements, or preproduction samples and inspection

requirements.

-- In negotiated procurements, the employee obtains services, supplies, or construction for

which previous experience and cost data are not directly applicable, such as applied

research, the development of prototype equipment, complex services, or the construction

of buildings involving unusual design features or site adaptation.

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Contracting Series, GS-1102 TS-71 December 1983

-- In contract administration, the employee resolves a variety of different issues, such as

reviewing requests for waivers to contract requirements, advising contractors of defective

contract end items, determining the applicability of warranties, coordinating the use of

Government-furnished property, determining cost/performance ratio to stage of

completion, or recommending approval or disapproval of settlement proposals or claims.

-- In contract terminations, the employee analyzes proposals, audit reports, and technical

evaluations; recommends approval of subcontract settlements; recommends settlement of

claims of a variety of prime contractors; and prepares drafts of settlement memorandums

in support of a termination contracting officer.

-- In price/cost analysis, the employee analyzes price proposals for reasonableness and

fairness, reviews reports from auditors or technical specialists, projects expected changes

in labor and material costs, selects contract provisions to ensure proper incentive to the

contractor while ensuring a reasonable price, or performs similar analyses.

-- In staff assignments the employee plans and conducts evaluations of procurement

programs using established standards and criteria to measure program effectiveness, such

as workload, backlog, resources, and lead-time assessment.

The work at this level requires making many decisions concerning such issues as the

interpretation of a considerable amount of technical data and policy and regulatory information,

and the planning and coordination of procurement activities for the preaward, postaward, or

other contractual functions.

Level 4-5 -- 325 Points -- The work is characterized by: (a) breadth of planning and

coordination, or depth of problem identification and analysis, stemming from the variety of the

procurement functions or from the unknowns, changes or conflicts inherent in the issues; or (b)

responsibility as team leader or project officer for a significant procurement assignment typically

involving some of the following (or comparable) complexities:

-- Requirements contain a number of different elements, such as a program, project, or

technical services involving extensive subcontracting, e.g., missile guidance systems,

shipboard fire control systems, phased construction, ship or aircraft overhaul, or

multicentered biomedical clinical trails;

-- Initial production of equipment, systems, or research and development where there is a

lack of experience or the use of new materials making costs difficult to project;

-- In-depth cost analysis, such as audit and substantiation of the contractor's cost data, use

of economic forecasting techniques, evaluation of corporate structures where it is

difficult to identify cost items properly chargeable to the prices under review, or analysis

of subcontracts in addition to the proposal of the prime contractor;

-- Use of cost reimbursable and sole source fixed-price contracts with price redetermination

or with extensive special provisions, or cost and performance incentive provisions;

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Contracting Series, GS-1102 TS-71 December 1983

-- Critical and scarce materials or advanced architectural or engineering design services

peculiar to the project, program, or subsystem are required;

-- Analysis of productive capacities of manufacturers;

-- Limited competition is available in that there are relatively few contractors who have

achieved state-of-the-art in a particular field;

-- Survey of agency procurement activities or analysis of numerous agency contracts is

necessary to develop bases of data which require in-depth analysis prior to the

formulation of policy criteria or the development of new techniques;

-- Urgency of Government needs override normal production, or require the contractor to

proceed immediately with the effort in advance of a definitive contract, thereby placing

the Government in an extremely disadvantageous position during negotiations;

-- Small or disadvantaged business considerations are required at the prime and

subcontractor levels;

-- Contractual arrangement is estimated to be a minimum of two years or more.

Decisions at this level involve responsiveness to continuing changes in programs or

technological developments. The employee is constantly balancing program and technical

needs, the interests of the contractors, statutory and regulatory requirements, and the prevailing

socioeconomic climate, to make decisions based on sound business judgment that are in the best

interest of the Government.

Procurements typically require new or modified contract terms and conditions, funding

arrangements, or policy interpretation throughout the preaward and postaward phases. For

example, specialists administering major procurements, in dealing with problems of contractor

performance, are required to develop new financial arrangements and accelerated delivery

schedules to support program needs. Terminations involve settlements of contracts involving

work performed over several years, or settling claims of a variety of prime contractors.

Representative staff assignments include conducting program review of a wide range of

procurement functions performed by subordinate activities.

Level 4-6 -- 450 Points -- The work consists of broad contracting functions and activities.

Assignments are characterized by broad and intense efforts, and involve several phases being

pursued concurrently or sequentially with the support of technical, procurement, program, and

management personnel within and outside the organization. For example, contract specialists

evaluate acquisition strategies for major-systems or programs; develop guidance for contracting

staff to follow throughout the contracting process involving major systems or programs; or

advise program managers and staff with respect to the development of integrated acquisition

strategies for a number of procurements supporting major agency programs.

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Contracting Series, GS-1102 TS-71 December 1983

The specific procurement issues are largely undefined and require extensive analysis and

evaluation to identify the scope of the problems and to reach decisions on appropriate courses of

action. The work concerns areas where little or no established practices or precedents are

available to assist in problem solving, where progress is difficult, and where new techniques and

approaches need to be devised. For example, preparation of the solicitation package requires

extensive analysis, development of formal plans including documentation from a variety of

disciplines, and development of methods for controlling and auditing incentive criteria.

Work at this level involves procurement systems or programs which require extensive analyses

and continuing evaluation of potential approaches to establish comprehensive solutions; or the

development of new concepts, theories, or programs which will influence the procedures and

ideas of others, or resolve unyielding problems. For example, contract specialists initiate action

to modify acquisition strategies, including the development of further sources and the award of

additional contracts to other firms, to supplement delivery of essential components for major

systems or programs when critical technical and schedule difficulties are encountered by the

prime contractor.

FACTOR 5, SCOPE AND EFFECT

Scope and Effect covers the relationship between the nature of the work (i.e., the purpose,

breadth, and depth of the assignment) and the effect of work products or services both within and

outside the organization. The nature of the work describes such end objectives as the number of

contracts awarded and administered, decisions and recommendations made, and policy and

regulatory documents written.

Effect measures such things as whether the work output facilitates the work of others, provides

timely services, affects agency programs or missions, or affects other agencies, private industry,

or the general public. The concept of effect alone does not provide sufficient information to

properly understand and evaluate the impact of the position. The scope of the work completes

the picture, allowing consistent evaluations. Only the effect of properly performed work is to be

considered.

Level 5-1 -- 25 Points -- The purpose of the work is to perform a few specific, simple

contracting tasks. Tasks are selected primarily for training purposes to orient the employee in

the principles and practices of contracting and to equip the employee to assume more responsible

duties. The work product facilitates the work of other contract specialists within the immediate

organization in completing contracting actions.

Level 5-2 -- 75 Points -- The purpose of the work is to perform routine contracting or

contract administration functions, such as reviewing procurement documents for completeness,

processing procurements involving standard specifications, gathering and analyzing data for use

by higher graded specialists, or writing portions of solicitations, contracts, and supporting

documentation.

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The work product affects the quality and timeliness of contracts awarded or administered by

higher level specialists, as well as the timely support provided to the requiring activity in terms

of products and services procured.

Level 5-3 -- 150 Points -- The purpose of the work is to perform a variety of contracting

actions encountered throughout the preaward and/ or postaward phases of the contracting

process, using established contracting procedures. Examples include review of clearly defined

or well-established procurement requirements; preparation of solicitations, contracts, and

supporting documentation for situations () where adequate competition exists; review of

postaward reports and requests for payment where terms and conditions are precisely defined;

performance of preliminary analysis of proposals concerning cost and price or contract

termination settlements; or investigation of a variety of specific issues.

The work of the employee supports the operation of the installation or activity or several

activities, such as providing equipment and facilities, and thereby contributes to the timely and

economical accomplishment of the organizational objectives. For example, typical procurements

result in the initial purchase of stock listed items or household goods, custodial services, or

repair or alternation of local facilities and equipment. The work has an economic impact on

contractors involved, usually within the local area.

Level 5-4 -- 225 Points -- The purpose of the work is to provide expertise as a specialist in a

functional area of contracting by furnishing advisory, planning, or reviewing services on specific

problems, projects, or programs. Assignments involving contract negotiation, award,

administration, or termination frequently carry contracting officer authority within prescribed

money limits for all or most contractual actions. Examples include: (1) planning, coordinating,

and/or leading negotiations for a variety of complex contracts, contract modifications, or

termination actions, e.g., those which accommodate possible changes in program requirements,

involve subcontractors, require accounting for Government equipment, or involve consolidated

requirements for several agencies or departments; (2) formulating approaches to procurement

problems or issues when the problems require extensive analysis of a variety of unusual

conditions, questions, or issues; (3) establishing procedures for implementing procurement

policies or regulations; (4) conducting in-depth analyses of contractors' financial and

management systems and facilities for ability to perform or for compliance with Government or

contractual requirements; or (5) planning and conducting program evaluations of subordinate

procurement activities.

The work product affects a wide range of procurement activities, such as the operation of

procurement programs in various offices or locations, or the accomplishment of significant

procurement or technical program goals; affects the timely support of other departments or

agencies; affects contractor's operations or management systems; has a significant economic

impact on contractors or on their respective geographic areas; or similar impact.

Level 5-5 -- 325 Points -- The purpose of the work is to resolve critical problems, or develop

new approaches for use by other contract specialists, or for use in planning, negotiating,

awarding, administering, and/or settling the termination of major procurements.

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Contracting Series, GS-1102 TS-71 December 1983

Recommendations or commitments are accepted as authoritative, and frequently carry

contracting officer authority for transactions involving sizeable expenditures of staff, funds, and

material. The work typically requires: (1) planning and negotiating procurements for long-term

systems, programs, or projects (i.e., five years); (2) administering long-term contracts, with

delegated final authority to obligate funds in connection with most transactions and, as required,

serving as team leader over a group of specialists whose services and advice are used in order to

arrive at a decision; (3) negotiating termination settlements and approving contractor's proposed

settlements with subcontractors for contracts in which several years of work have been

expended, or which involve extensive proposals and/or claims of prime and subcontractors and

large amounts of inventory and Government property; (4) developing innovative contractual

arrangements to resolve critical procurement problems and satisfy unusual procurement

situations; (5) establishing and advocating positions for the region, command, administration,

agency or department on major procurement issues; (6) developing procurement regulations,

extending techniques, interpreting policy for use by other contracting specialists; or (7)

performing comparable work.

The work product affects the work of other experts within or outside the agency, e.g., the

development of guides or procedures for use by subordinate contracting activities; the operation

and evaluation of subordinate contracting programs; the accomplishment of major procurements

which contribute to the achievement of mission objectives; the decisions of senior procurement,

technical, or program officials in terms of the authoritative procurement advice provided; the

economic well-being of a large corporation or subsidiary; or the well-being of substantial

numbers of people, such as those employed in a major industry, or those served by a broad

social, economic, health, or environmental program.

Level 5-6 -- 450 Points -- The purpose of the work is to plan, develop, and execute critical

agency procurement programs which are essential to the mission of the agency or department.

Procurements or policies have the potential for affecting the economic health of a major industry

or class of industries whose economic position affects the health and stability of the general

economy, or for affecting major research or social programs which affect the quality of life on a

long- term basis.

The capabilities of the new system or program, or the magnitude and potential impact of the

program or policy and its importance to the Nation in terms of defense, health, resources, or

economy are such that the program receives scrutiny by top management in the agency, and

often generates nationwide public interest.

FACTOR 6, PERSONAL CONTACTS

This factor includes face-to-face and telephone contact and other dialogue with persons not in

the supervisory chain. (NOTE: Personal contacts with supervisors are covered under Factor 2,

Supervisory Controls.) Levels described under this factor are based on what is required to make

the initial contact, the difficulty of communicating with those contacted, and the setting in which

the contact takes place, e.g., the degree to which the employee and those contacted recognize

their relative roles and authorities. Above the lowest level, points should be credited under this

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factor only for contacts which are essential for successful performance of the work and which

have a demonstrable impact on the difficulty and responsibility of the work performed.

The relationship of Factors 6 and 7 presume that the same contacts win be evaluated for both

factors. Therefore, use the personal contacts which serve as the basis for the level selected for

Factor 7 as the basis for selecting a level for Factor 6.

Level 6-1 -- 10 Points -- Personal contacts are with employees in the immediate organization

or in closely related support units.

Level 6-2 -- 25 Points -- Personal contacts are with employees in the same agency but outside

the immediate organization, usually specialists representing the various disciplines involved in

the procurement process, such as technical, program, and financial. Contacts outside the agency

include salesmen or local suppliers of common, off-the-shelf items. The interests of the

respective parties are usually well defined.

Level 6-3 -- 60 Points -- Personal contacts include a variety of specialists, managers, officials

or groups from outside the employing agency in a moderately unstructured setting, e.g., the

purpose and extent of each contact is usually different, and the role and authority of each party is

identified and developed during the course of the contact. Contacts at this level include

contractors, specialists at contractors' plants, manufacturers' representatives, attorneys, auditors,

and representatives of universities, nonprofit organizations, State and local governments,

professional organizations, the news media, public action groups, or other Federal agencies, e.g.,

other departments or activities outside the chain of command.

Level 6-4 -- 110 Points -- Personal contacts include high-ranking officials from outside the

employing agency. Contacts are characterized by problems, such as: the officials may be

relatively inaccessible; appointments or arrangements may have to be made well in advance;

each contact may be conducted under different ground rules; or comparable problems. Typical

of contacts at this level are those with Congressional members and key staff, senior corporate

officials, key representatives from national or international organizations, key officials from

other Federal agencies, principal executives of universities and nonprofit organizations, and key

officials from State and local governments and from judicial and quasi-judicial bodies. Contacts

at this level generally occur in connection with sects warranting such contacts. (See Factor 7.)

FACTOR 7, PURPOSE OF CONTACTS

The purpose of contacts ranges from factual exchanges of information to situations involving

significant or controversial issues and differing viewpoints, goals, or objectives. The personal

contacts which serve as the basis for the level selected for this factor must be the same as the

contacts selected for Factor 6.

Level 7-1 -- 20 Points -- Contacts are for the purpose of giving, obtaining, or clarifying facts,

which may range from easily understood to highly technical information. At this level contacts

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typically provide the employee with a general familiarity with the procurement process and

procedures. For example, contacts with other members of the procurement team are for the

purpose of orientation in the procurement process, e.g. querying a senior employee on the use of

a schedule article or general provision.

Level 7-2 -- 50 Points

-- Contacts are to plan and advise on procurement actions with

requiring offices, to coordinate actions with support offices (e.g., pricing, legal, or audit), and to

resolve related procurement problems, such as improving the clarity of the statement of work or

expediting procurements. Contacts with subordinate offices are to answer questions and provide

assistance. The contacts are with individuals or groups who are working toward mutual goals

and who have basically cooperative attitudes.

Contacts outside the agency are to follow up on procurements or resolve routine problems with

local suppliers, to solicit bids and proposals from contractors, to answer bidder's questions about

the solicitation, to discuss contract requirements, to advise on obligations under contracts in

force, to analyze termination claims, to stimulate or develop additional sources, or to perform

negotiations on terms, price of items, or similar matters when the persons have generally

cooperative attitudes.

Level 7-3 --120 Points -- Contacts are to obtain agreement on previously determined goals

and objectives through negotiation, persuasion, and advocacy. The individuals or groups are

frequently uncooperative, have different negotiation objectives, or represent divergent interests.

The employee must be skillful in dealing with such persons to obtain the desired effect, such as

obtaining compliance with procurement requirements through persuasion, or obtaining

reasonable prices, terms, or settlements for the Government through negotiation. Typical

contacts at this level include working with project officers to plan a procurement strategy for

program objectives; negotiating with contractors to meet objectives established in a

prenegotiation plan or to obtain a contractual agreement that is in the best interest of the

Government; or negotiating postaward modifications, termination settlements, pricing or other

actions; influencing contracting officers or other specialists to adopt contractual positions about

which there are conflicting options or interest; or justifying contractual approaches to higher

level reviewing officials.

Level- 7-4 -- 220 Points

-- Contacts are to justify, defend, negotiate, or settle matters

involving significant or controversial issues, or problems which require escalation because

established channels and procedures have failed to resolve the problem. Negotiations at this level

involve procurements of considerable consequence and importance, such as major and other

large systems acquisition programs, negotiation with management representatives of other

agencies, or representatives of foreign governments or international organizations. The

employee is responsible for justifying and defending the agency position when the issues are

strongly contested because of their impact or breadth. Contract administration or termination

settlements at this level involve the resolution of very difficult or complicated issues, such as

settlement of contracts which have significant adverse impact on the contractor's financial

posture or allocation of controversial corporate overhead expenses. Employees at this level also

serve on contract review boards at the departmental or independent agency level which advise on

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Contracting Series, GS-1102 TS-71 December 1983

and approve, or recommend approval of, procurement actions involving major and other

significant systems or programs. Persons contacted typically have diverse viewpoints, goals, or

objectives, requiring the employee to achieve a common understanding of the problem and a

satisfactory solution by convincing them, arriving at compromise, or developing suitable

alternatives. The employee assumes the lead in contract negotiations involving major and other

large systems or programs, in resolving disagreements or disputes between prime and

subcontractors, and/or in effecting a compromise or developing acceptable alternatives.

FACTOR 8, PHYSICAL DEMANDS

Physical Demands covers the requirements and physical demands placed on the employee by the

work assignment. This includes physical characteristics and abilities (e.g., specific agility and

dexterity requirements) and the physical exertion involved in the work (e.g., climbing, lifting,

pushing, balancing, stooping, kneeling, crouching, crawling, or reaching). To some extent the

frequency or intensity of physical exertion must also be considered, e.g., a job requiring

prolonged standing involves more physical exertion than a job requiring intermittent standing.

Level 8-1 -- 5 Points -- The work is sedentary. Typically, the employees may sit comfortably

to do the work. However, there is occasional walking, standing, bending, carrying light items

such as reports or files, or driving an automobile. No special physical demands are required to

perform the work.

Level 8-2 -- 20 Points -- The work requires some physical exertion, such as walking over

rough, uneven, or rocky surfaces of the type found at construction sites or other outdoor facilities

which the contract specialist must visit on a regular and recurring basis; or conducting intensive

negotiations for extended periods of time, i.e., four hours or longer without rest periods, and

occasionally late in the evening. Some agility is required in walking around or over building

materials, excavation sites, and heavy equipment. Conducting intensive negotiation requires

specific, but common physical characteristics and abilities such as above average resistance to

fatigue.

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Contracting Series, GS-1102 TS-71 December 1983

FACTOR 9, WORK ENVIRONMENT

The Work Environment factor considers the risks and discomforts in the employee's physical

surroundings or the nature of the work assigned and the safety regulations required. Although

the use of safety precautions can practically eliminate a certain danger or discomfort, such

situations typically place additional demands upon the employee in carrying out safety

regulations and techniques.

Level 9-1 -- 5 Points -- The work environment involves everyday risks or discomforts which

require normal safety precautions typical of such places as conference rooms or offices,

commercial vehicles, e.g., use of safe work practices with office equipment, avoidance of trips or

falls, observance of fire regulations, traffic signals, safe driving practices, and similar practices.

Level 9-2 -- 20 Points --The work involves moderate risks or discomforts on a regular and

recurring basis, which require special safety precautions, e.g., visiting or working in industrial

plants or test environments where hazards are present such as machines, moving equipment,

chemicals, noise, vibrations, hazardous or extreme weather conditions, or comparable situations.

The employee is required to use protective clothing or gear, such as masks, gowns, coats, boots,

hardhats, goggles, gloves, or shields.

OPM BENCHMARK DESCRIPTIONS

CONTRACT SPECIALIST, GS-1102-07, BMK #1

Duties

The contract specialist performs developmental and/or recurring assignments in support of a

local installation or in a centralized procurement activity. The specialist procures supplies or

services primarily through formal advertising, or through limited use of negotiation techniques.

Negotiated transactions are usually developmental assignments designed to increase the

employee's skill and knowledge. Requirements involve standardized specifications and

established markets. Typical examples include such technical items as special machine parts or

special purpose equipment, or such services as repair, rental, educational, and maintenance of

machines and equipment.

-- Reviews requisitions to determine that proper specifications or purchase descriptions are

included in solicitation documents. Selects clauses to cover special conditions, such as

inspection and acceptance, marking and packaging, quantity variation, price differential, or

transportation costs. Contacts technical personnel to resolve questions of applicability of

specifications, classifications of terms, or acceptance of substitute items.

-- Evaluates bids or proposals for compliance with specifications or purchase descriptions and

applicable clauses. Considers financial responsibility of suppliers by evaluating contract

performance on previous contracts. Meets with commercial representatives to discuss

procurement needs, quality of items or services, current market prices, or delivery schedules.

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Contracting Series, GS-1102 TS-71 December 1983

-- Performs other assignments of similar difficulty that have been selected with a view to

developing advanced skills, e.g., administering the negotiated and formally advertised contracts

assigned; monitoring progress of contractors; preparing change orders; participating with higher

graded specialists in the procurement of technical items using the formal advertised method

where the items are manufactured to special specifications and are complicated by restricted

price bidding, special processing, or packing and packaging specifications.

-- Coordinates contracting activities with other Government agencies having interrelated

requirements, e.g., obtaining wage rate information from the Department of Labor, requesting

audit reports or preaward surveys from Defense Contract Audit Agency or Defense Contract

Administration Services, obtaining clearances from the Small Business Administration, and

advertising work to be contracted in the Commerce Business Daily of the Department of

Commerce.

Factor 1, Knowledge Required by the Position -- Level 1-6 -- 950 Points

Knowledge of basic procurement procedures and techniques to carry out recurring assignments

involving use of the formal advertised method.

Knowledge of negotiated procurement procedures, and the laws, regulations, and precedents

governing procurements by this method, to perform developmental assignments or segments of

large procurement actions.

Skill in solving practical problems relating to transportation, commodity usage,

interchangeabilities, and pricing matters as they relate to the development of specifications or to

contract administration involving product quality.

Factor 2, Supervisory Controls -- Level 2-2 --125 Points

Assignments are made with general instructions as to what is to be done, time frames, and

priorities, including discussions as to problems to be anticipated. When aspects of the work are

new or unusual, the supervisor specifies sources of information or precedents. The employee

selects work methods to use in individual transactions within established procedures but is

expected to obtain advice from the supervisor or senior specialist on unanticipated problems.

The supervisor or a higher grade contract specialist monitors the work in progress and reviews

the recommendations made by the employee to ensure that adequate analysis has been made and

that recommendations are supported by sound judgment and adequate justification.

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Contracting Series, GS-1102 TS-71 December 1983

Factor 3, Guidelines -- Level 3-2 -- 125 Points

Guidelines include procurement regulations, procedural manuals, and established contracting

procedures and precedents. The employee uses judgment in selecting among authorized

contracting methods and techniques, and in the application of regulations and procedures. The

supervisor is consulted when guidelines are not directly applicable or deviations are proposed.

Factor 4, Complexity -- Level 4-3 --150 Points

Assignments are designed to provide diversified experience as a foundation for future

responsibility. The employee performs complete procurement transactions for commodities

involving few complexities, I. e., items covered by standardized specifications where established

competitive markets exist. Items are procured primarily through formally advertised bid

procedures and firm fixed-price contracts using standard clauses. Also included are

developmental assignments for the acquisition of technical items, and transactions requiring the

use of basic negotiated procedures. The employee solicits sources of supply and analyzes prices,

discount rates, delivery dates, transportation charges, previous performance of suppliers, current

commitments, indications of financial responsibility, and recommends the most advantageous

offer based on findings.

Factor 5, Scope and Effect -- Level 5-2 -- 75 Points

The purpose of the work is to procure a variety of standard or technical supplies, services, and/or

construction though formal advertising or limited negotiation. The work involves analyzing a

variety of factors and conditions to make recommendations concerning such matters as proper

preparation of invitation for bid, inclusion of special provision clauses in proposed contracts,

evaluation of bids and proposals, and apparent responsibility of contractors based on previous

performance. The employee's recommendations regarding the most advantageous offer facilitate

logistic supply support to the organization or installation, or the work of higher level specialists.

Factor 6, Personal Contacts -- Level 6-2 -- 25 Points

Personal contacts are primarily with other workers within the organizational unit or with

program organizations. Occasional contacts are with representatives of commercial contractors

or with other Government agencies, usually occurring in a moderately structured setting, e.g., the

contacts are established on a routine basis.

Factor 7, Purpose of Contacts -- Level 7-2 -- 50 Points

Contacts with other contract specialists are to discuss interpretations of contracting precedents

and to coordinate work assignments. Contacts with customer organizations are to discuss and

furnish information on clarity of specifications, potential sources, prices, and substitution of

items. Contacts with suppliers are to discuss procurement needs, including the nature, quality,

and condition of items or services; to obtain information concerning availability of items,

delivery dates, discounts, and similar information; and to reach an agreement through negotiation

on a fair and reasonable price. Contacts with other Government agencies are to obtain

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Contracting Series, GS-1102 TS-71 December 1983

performance data on prospective contractors, to obtain certificates of competence on small

business firms from the Small Business Administration, and to obtain wage determinations from

the Department of Labor for service contracts.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points.

Work is performed in an office setting.

TOTAL POINTS -- 1510

CONTRACT SPECIALIST, GS-1102-09, BMK #1

Duties

Serves as contract specialist responsible for all aspects of the contracting transactions from

initiation to recommendation of award for the: (1) central procurement of commodities or

services for several activities in a geographic area, or for an agency, a department or

departments; or (2) procurement of a variety of supplies, services, or construction in support of

an installation or activity. Centralized requirements typically include specialized items, e.g.,

repair parts such as various hose assemblies and refueling hoses for aircraft and ships,

components of specialized equipment, items which are manufactured to specification for a

special purpose, or medical supplies and equipment. Installation support includes a variety of

materials, services, or construction, e.g., valves, electrical and electronic equipment, protective

clothing, mill and lumber products, minor alteration and repair, and maintenance, custodial,

protective, and technical services involving the use of the formal contracting process.

-- Reviews requisitions and determines appropriate method of procurement, i.e., formal

advertising or negotiation. This includes citing the authority in determinations and findings

reports prepared for the contracting officer when procurement is by negotiation.

-- Develops procurement plans by reviewing previous history, market conditions, and

specifications or technical data packages. Determines adequacy and completeness of

description, which involves research of various manuals and catalogs, or discussions with

manufacturer's representatives or requisitioning sources to identify and initiate any corrective

actions required.

-- Compiles bidders' list from qualified bidders' applications, knowledge of suppliers, contacts

with trade associations, Small Business Administration, or other sources.

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Contracting Series, GS-1102 TS-71 December 1983

-- Prepares and issues solicitation documents. Selects appropriate clauses, ensures clear and

complete specifications including packing and delivery requirements or other stipulations, and

serves as a central point of contact on assigned procurements to respond to inquiries.

-- Performs detailed analysis of bids or proposals received. This includes insuring strict

compliance with specifications on advertised procurements, and recommending award to lowest

bidder providing such compliance. On negotiated procurements, contacts offerors or contractors

to negotiate prices which appear either excessive or underestimated, to request earlier delivery

date or closer conformance to specifications, or similar matters.

-- In both formal advertised and negotiated acquisitions, performs detailed analyses to determine

bid responsiveness and responsibility of offeror. This includes review of past bids and awards,

request of preaward survey, and establishment of price reasonableness by either price or limited

cost analyses.

-- Drafts final contract including specifications, packing and shipping requirements, inspection

instruction, and all other special and standard clauses. Prepares recommendations for award,

documenting reasons for decisions including justifying basis for not recommending lowest

bidder.

Factor 1, Knowledge Required by the Position -- Level 1-6 -- 950 Points

Knowledge of formal advertising and negotiated bid procedures sufficient to obtain specialized

supplies, equipment, services, or construction for the activity, agency, or agencies. This includes

skill in techniques to negotiate contract prices and terms with contractors.

Knowledge of a limited range of contract types, such as fixed- price or cost reimbursement and

required clauses and special provisions, to plan and carry out the procurement and to recommend

award.

Knowledge of sources of supply and characteristics of assigned commodities or services

sufficient to identity potential suppliers, assure adequate competition, and evaluate bid

responsiveness and responsibility of the bidders.

-- Knowledge of price analysis sufficient to review contractor proposals and bids, and to perform

analyses using previous price history, commercial price lists, market prices, or technical catalogs

to assure reasonableness of prices.

Factor 2, Supervisory Controls -- Level 2-3 -- 275 Points

The supervisor assigns work in terms of objectives and priorities. Assistance is provided on new

or unusual assignments. The employee exercises initiative and judgment in developing and

coordinating the procurement package up to recommendation for award, in accordance with

standard practices and established procedures. Award recommendations are reviewed prior to

signature for documentation, judgment, and compliance with policies and procedures.

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Contracting Series, GS-1102 TS-71 December 1983

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal and agency procurement regulations, procedural manuals, and

established precedent. The employee selects available reference information, and regularly

interprets precedents or adapts established procedure to meet the needs of the assignment. When

significant problems are encountered or deviations are required, the employee develops

recommended alternatives or solutions prior to completion of the procurement package.

Judgment is required in analyzing and evaluating data, such as determining the appropriate

procurement method, preparing justifications, selecting and adapting contractual provisions,

identifying sources, determining price reasonableness, and evaluating responsibility of the

contractor to perform successfully based on preaward surveys or past procurement histories.

Factor 4, Complexity -- Level 4-4 -- 225 Points

The employee's work covers the full range of preaward contracting activities. Formal

advertising is used primarily, although some sole source negotiation is required. Adequate

competition is generally available, although review of the market is occasionally required to

determine the availability of specialized items or services. Contracts used are firm fixed-price

containing some special provisions. Assignments require development of procurement plans for

specialized items or services where previous procurements of the same or similar items are

available for review. Changes in the item or market conditions require adaptation of the

procurement plan. The employee analyzes procurement requirements, market conditions, the

contractor's responsibility, and problems which arise.

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of the work is to contract for specific commodities or services. Functions result in

the provision of material, services, or equipment from contractors or manufacturers at a fair and

reasonable price. The work affects the adequacy of supply support to users of the equipment.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts are with a variety of contractors, manufacturers, suppliers, distributors, salesmen,

owners of small businesses, and representatives of other agencies. Contacts and negotiations

take place in a moderately unstructured situation and require the employee to establish the role

and ground rules for the procurement. Contacts within the activity include the small business

specialist, technical offices, budget and finance offices, and others.

Factor 7, Purpose of the Contacts -- Level 7-2 -- 50 Points

Contacts are made to coordinate procurement approaches, advise technical specialists and

contractor representatives on courses of action, and negotiate a fair and reasonable price with

contractors, suppliers, or manufacturers. This includes obtaining information, clarifying

procurement requirements, resolving recurring problems, advising on appropriate procurement

methods and procedures, and providing procurement assistance.

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Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The employee's work is sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The employee's work is normally performed in an office setting. However, visits to contractor's

plants or facilities are required to perform preaward surveys.

TOTAL POINTS -- 1995

CONTRACT ADMINISTRATOR, GS-1102-09, BMK #2

Duties

Administers a variety of fixed-price service, supply, or construction contracts which contain

terms and conditions such as progress payments, quantity options, Government-furnished

property, or similar provisions; and/or administers specific phases of complex contracts, such as

cost contracts with incentives, for which a higher level employee has overall responsibility.

-- Conducts conferences with contractors to clarify issues on contractual requirements, such as

billing procedures, material submittals, and socioeconomic clauses.

- Monitors contractor performance through telephone conversations, correspondence, and visits

for compliance with applicable laws, delivery schedules, payment provisions, inspections, and

other requirements as stated in the contract. Provides guidance to contractor concerning

obligations to perform within contractual terms.

-- Reviews, analyzes, and recommends action on problem situations relating to incomplete

specifications, deficient Government-furnished property, material shortages, and terminations for

convenience.

-- Negotiates extensions of delivery schedules, price adjustments, labor hours, modifications to

the contract, and similar agreements when precedents are well established and the contractor's

and Government's bargaining positions are close. Prepares determinations and findings of fact

relative to negotiations and pricing actions. Coordinates contractor's requests for deviations with

buying or requiring activities, and makes recommendations.

-- Recommends issuing cure or show-cause notices when the contractor is not in compliance

with contract provisions. Investigates circumstances to determine alternative courses of action,

such as extension of delivery schedule for consideration flowing to the Government.

-- Prepares termination files for use in contract termination actions, including amounts paid,

audit reports, product rejections, and other related documentation. Reviews termination

inventories.

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Contracting Series, GS-1102 TS-71 December 1983

-- Reviews completed official contract file to determine that all contractual actions are satisfied,

that there are no pending administrative actions to be resolved, that all file documents are signed,

that there are no litigation actions pending, and that the contract is complete in every respect and

ready to be closed.

Factor 1, Knowledge Required by the Position -- Level 1-6 -- 950 Points

Knowledge of contract administration principles and practices to monitor contractor performance

and to solve problems relating to contract modifications, progress and other payments, and

similar problems.

Knowledge of business and industry practices necessary to analyze the contractor's ability to

perform the contract.

Knowledge of specific contractual requirements, terms, conditions, and pricing provisions

necessary to evaluate costs, to analyze effects of contractor's change proposals, and to develop

positions for negotiating fair and reasonable settlements.

Knowledge of procurement monitoring and management control techniques necessary to monitor

the contractor's financial and business conditions, to detect indicators having an adverse impact

on contract performance (e.g., impending bankruptcy or severance of vendor support), and to

recommend appropriate remedial action.

Factor 2, Supervisory Controls -- Level 2-3 -- 275 Points

The supervisor assigns contracts to be administered and managed by the employee. Contracts

are selected on the basis of a predesignated area of responsibility. The employee works

independently within established procedures, including coordination and resolution of problems

which are well precedented. Major deviations from precedents are discussed with the

supervisor. The employee searches the regulations and recommends a solution. Completed

work and recommendations are reviewed for technical proficiency, soundness of judgment,

compliance with policies and procedures, and overall effectiveness achieved. In addition,

agency regulations provide for review by a contract review board, on a sampling basis, of

postaward actions for contracts over specific dollar amounts.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal and agency procurement regulations, procedural manuals, precedents,

and the terms and conditions of the specific contract. The employee selects, uses, and adapts

techniques and procedures that are established and specified for contract problem situations

pertaining to the administration of a Government contract in the postaward environment.

Guidelines are not always clear, sufficient, or applicable to problems that arise between the date

of award and completed performance and close out. Analytical ability and judgment are required

in interpreting and applying guidelines to a variety of contract administration problems (e.g.,

developing corrective measures to monitor and cure contract delinquencies, identifying

marginally responsible contractors requiring Government management and technical assistance

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Contracting Series, GS-1102 TS-71 December 1983

with contract performance, and correcting deficient procurement documents by adding necessary

terms and conditions that will assure timely delivery of the product). The employee uses

judgment in adapting precedents available and in recommending solution to problems not

covered, such as contractor requests for deviations in contract terns, specifications, or payment

procedures.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Assignments encompass a full range of postaward activities applicable to fixed-price contracts,

including some with economic price adjustments, resulting from both formally advertised and

negotiated procurement methods. The employee reviews the contract for completeness of the

award and the contractor's preparation to perform. Monitors contractor performance throughout

the life of the contract for compliance with contractual terms and conditions.

The employee analyzes issues that arise and affect timely delivery of the required items.

Develops data and recommends or initiates action to resolve a variety of problems. Employee

actions include factors not routinely encountered, such as maintaining close surveillance to

achieve timely delivery involving special or urgent requirements. Negotiates contract changes.

The employee makes recommendations pertaining to various contractors, contracts, provisions,

and problems which involve reports from engineering, production, auditors, and others. Other

recommendations concern extending delivery dates, fairness of premium price for accelerated

delivery, and inclusion of contractors on the list of nonresponsible contractors.

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of the work is to administer contracts to assure timely delivery of customer

requirements, such as equipment. Payments, claims, contractual changes, and other

administrative issues affect the business and financial posture of the contractor's company, the

expenditure of Government funds, and the timely receipt of services or supplies.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contracts are in moderately unstructured settings with managers or technical representatives of

private industry or other organizations doing business with the Government; and with technical

offices, auditors, attorneys, and others of the agency or other agencies.

Factor 7, Purpose of Contacts -- Level 7-2 -- 50 Points

Contacts are to monitor contractor compliance with the contract, negotiate contract changes, and

investigate and resolve a variety of contract performance problems. This includes advising on

contractual obligations, clarifying issues, coordinating various contractual actions, and devising

solutions.

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Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is primarily sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The work is performed primarily in office areas, conference rooms, and similar environments,

although some visits to contractor's facilities and work performance sites are occasionally

required.

TOTAL POINTS -- 1995

CONTRACT SPECIALIST, GS-1102-11, BMK #1

Duties

Serves as contract specialist responsible for preaward and/or postaward functions for a variety of

supply, service, and/or construction contracts for several activities within an organizational

component or in a geographical area. The employee is responsible for a variety of contracts

which frequently require special handling provisions or other specialized terms and conditions.

Some contracts cover a period of more than one year. Typical requirements include technical

equipment, supplies, construction, and services ranging from standard items which are

complicated by urgent delivery requirements or security classification to complex or

sophisticated requirements. Examples include equipment or services needed to support a

research and development activity; ADP equipment, software and related services; conversion of

installation functions from in-house to contract operations; negotiated contracts with

disadvantaged business firms; contracts for surgeons and other specialized services and

equipment for a hospital; construction projects related to new buildings, roads, bridges, highway

sections, tunnels, airports, docks, and others which consist of standard design and specifications;

negotiation of contract modifications and change orders caused by inadequate existing drawings,

defective specifications, or changed site conditions; alteration and repair projects such as those

requiring the demolition and removal of existing walls and windows, relocation of heating and

air conditioning systems, and modification of primary lighting and communication channels;

contracts for design and/or engineering services, other technical services, and technical

equipment and supplies; or contracts for acquisition and installation of building equipment

systems.

Preaward functions

-- Provides guidance to technical personnel involved in the development of the statement of

work or data requirements. Formulates the contracting approach to be taken that will

best satisfy the requirement.

-- In formally advertised procurements, insures that the bid schedule is properly structured,

prepares the solicitation, determines sources to be solicited, conducts prebid conferences,

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Contracting Series, GS-1102 TS-71 December 1983

processes protests, determines the responsiveness of bids and determines the

responsibility of the apparent low bidder based on an analysis of financial and technical

information gained during the preaward survey, and awards or recommends award of the

contract.

-- In negotiated procurements, the employee plans the procurement action with technical,

legal, and contract pricing personnel. Provides guidance in the development of the

statement of work and data requirements, determines the type of contract best suited to

the requirement, develops special clauses and terms and conditions applicable to the

solicitation. Determines the sources to be solicited, prepares applicable determinations

and findings, conducts preproposal conferences, receives and evaluates proposals in

conjunction with price/cost analysts or other technical personnel, determines the

competitive range in negotiations with one or more offerors, prepares award documents

and makes presentation to a contract board of awards or source selection authority when

appropriate. Responds to inquiries, including formal protests and congressional

inquiries.

Postaward functions

-- Monitors contractor performance in relation to the completion schedule required by the

contract, insuring timely submission of technical progress reports, making periodic visits

to the contractor's facility or work site, detecting and correcting labor standards

violations, taking appropriate action to expedite delivery or performance when required

by mission changes, monitoring the contractor's use of Government-furnished property

inventories, and issuing change orders occasioned by changes in mission requirements,

defective specifications, changed site conditions, or changes in Government-furnished

property. Negotiates settlements for such changes, approves contract payments, assesses

liquidated or actual damages for nonperformance, issues show cause or cure notices,

terminates contracts for default or convenience and negotiates settlements, prepares

replies to other involved agencies, appeal boards, or congressional inquiries.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of contracting principles and procedures applicable to preaward and/or postaward

actions sufficient to procure and/or administer contracts for a variety of specialized equipment,

services, and/or construction. This includes skill in negotiating sole source contracts and

modifications.

Knowledge of a variety of fixed-price and cost contracts, use of special provisions and

incentives, and unique regulatory requirements pertinent to diverse procurements, e.g.,

construction, ADPE, research and development, complex equipment, and/or services.

Knowledge of market conditions and forces interested in and capable of performing a specific

contract, including those where a limited number of sources are available, sufficient to identify

potential contractors and to evaluate bids or proposals for responsiveness.

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Knowledge of cost and price procedures and techniques to evaluate bids or offers and

responsibility of contractors on the basis of competition, historical costs, reports from auditors or

technical specialists, contractor cost breakdowns regarding labor, materials, overhead, and profit,

or other evaluation criteria and selection processes where the information is usually available.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Supervisor makes assignments in terms of contracting actions to be performed. The employee

plans and implements the procurement approach and establishes pricing objectives in

consultation with the supervisor. The employee initiates necessary coordination with

requirements offices, accounting and legal offices, staffs of other agencies, and with contractors,

to obtain supporting documentation and resolve conflicts including disagreements over technical

descriptions, elements of cost, legal matters, and performance problems. The employee keeps

the supervisor informed of progress, potentially controversial issues, or matters which affect

policy. Work is reviewed from the overall standpoint of providing a viable procurement

approach for meeting established objectives, or for results achieved in meeting delivery

schedules and contractual conditions. The employee has considerable latitude in dealing with

problems arising during the preaward or postaward phases of the procurement action. As dollar

thresholds increase, formal reviews by boards of experts are generally prescribed by agency

regulations to insure compliance with legal and regulatory requirements and effectiveness of

procurement strategy.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal procurement laws, agency and local procurement regulations, and

Comptroller General and other legal precedents. These guidelines typically cannot be applied

directly and require interpretation to determine the extent of relevance to particular

procurements. The employee exercises judgment and initiative to identify those aspects of

regulations which apply to the particular procurement, develops justification for adopting a

contractual posture, tailors provisions to meet special requirements, and develops criteria or

justifications involving contractor's claims. The employee also uses special clauses, clearances,

and determinations applicable to certain procurements, such as construction and ADPE.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Assignments cover the full range of preaward and/or postaward functions associated with a

variety of supply, construction, service, and/or equipment contracts which are formally

advertised and negotiated. Some of the contracts include such complexities as:

-- Use of various fixed-price and cost contracts;

-- Inclusion of special provisions, e.g., Government-furnished property, quality assurance

inspections, and similar terms and conditions;

-- Limited competition because of the urgency or quantity specified;

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-- Negotiated contract changes to accommodate changes in mission requirements, defective

specifications, or similar problems;

-- Cost analysis required on initial pricing or contract modifications;

-- Contractual periods of more than a year.

Decisions are based on analysis of alternatives, adaptation, or modification of procedures, or

resolution of incomplete or conflicting technical or contractor data. For example, preaward

analyses include evaluating data received from various firms, determining the responsibility of

the contractor to perform considering financial and other resources, preparing various

justifications involving sole source or source selection, or similar analyses. Construction

contracts generally require development and monitoring of numerous special provisions, and

strong labor oversight, e.g., determining contractor compliance with wage scales, overtime

payments, nondiscrimination practices, and special Department of Labor programs. In the

postaward area, the employee makes decisions or recommendations concerning such problems as

labor standards violations, expediting delivery, issuing change orders occasioned by changes in

mission requirements, issuing show cause and cure notices, exercising contractual options,

making progress payments, and processing contractor claims.

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of work is to perform preaward and/or postaward contracting activities to procure

diverse customer requirements covering a wide range of construction, technical services, and/or

equipment. Effective and timely procurements enable the serviced organizations to accomplish

their various missions.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include local and national firms, small businesses, disadvantaged business firms, and

other suppliers. Typical contacts with contractors include officers and technical experts

representing these firms. The employee works with technical staff, attorneys, auditors, and

others from within the agency or other agencies. The contacts occur in moderately unstructured

settings, with the roles and authorities being developed during the negotiation or discussion.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

The purpose of contacts with external groups is to conduct conferences, obtain information

necessary for preaward evaluations, conduct factfinding, negotiate contracts and modifications,

and resolve numerous problems arising during contract administration. Contacts with internal

groups are to advise on developing specifications and evaluation criteria for contractual actions,

to evaluate proposals, and to prepare prenegotiation positions. The employee must be skillful in

dealing with personnel with highly divergent points of view and must be persuasive in the

preaward and/or postaward phases of the contract cycle.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-2 -- 20 Points

The employee visits construction and production sites on a regular and recurring basis. The

purpose of the visit is to conduct wage surveys, inspect work in progress, resolve differences

between technical and contractor personnel, evaluate claims pertaining to changed site

conditions. Site visits typically require working around machines, moving equipment,

construction in progress, walking in partially completed structures, climbing ladders, entering

excavation sites or similar situations.

Factor 9, Work Environment -- Level 9-2 -- 20 Points

The employee is subjected to moderate risks or discomforts, on a regular and recurring basis,

which require special safety precautions. These situations arise when the employee is required

to visit plants or construction sites where machines, earth moving equipment, chemicals or other

construction equipment are in operation. Employee is required to use appropriate protective

equipment such as hardhats, goggles, boots, and similar clothing.

TOTAL POINTS -- 2570

CONTRACT SPECIALIST, GS-1102-11, BMK #2

Duties

Serves as contract specialist responsible for formal advertising and negotiation activities

involved in the procurement of supplies, services, or equipment to meet the consolidated

requirements of the command, agency, or department(s). Products or services include items

which are modified or designed for the specific purpose, and are characterized by multiple

specifications, testing requirements, bid samples, and production samples.

-- Performs market analysis to determine availability of the product or producers. Monitors

industry factors related to the commodity, such as strikes, shortages, and inflation.

Analyzes market trends, distribution patterns, and technological advances. Assesses the

impact of socioeconomic considerations on the procurement actions. Reviews industry

publications and meets with industry representatives to acquire or exchange information.

-- Develops new sources, based upon projected needs of the Government and industry

analysis. Resolves specification problems which limit competition among users,

modifies contractual clauses which discourage potential bidders from participating,

works with contractors and potential bidders to identify possibilities for converting

production to Government needs, and determines the most advantageous time to solicit

bids. Coordinates with industry associations and the Small Business Administration in

efforts to expand competition.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Develops the solicitation. Determines quantities to be included in a solicitation based on

economical order quantities, market conditions, delivery requirements, production

capabilities, specifications required, and preaward samples. Determines specific contract

language and clauses, selects the appropriate type of contract, and coordinates with

socioeconomic specialists relative to special programs. Determines minimum or

maximum order limitations, method of award, transportation and delivery, and

publication and distribution of solicitations.

-- Evaluates bids or offers submitted, determines responsiveness to the solicitation,

evaluates bidder's capacity to perform and comply with contract clauses and

specifications, coordinates with technical specialists on bid samples, and evaluates

protests and mistakes in bids.

-- Performs price analysis, analyzing commercial pricing practices applicable to assigned

commodities and economic developments relative to increased material, labor, or

transportation costs as reflected in price indices. Evaluates cost and price data submitted

by offerors to support direct and indirect costs and fee or profit. Determines

reasonableness of prices offered.

-- Plans and conducts negotiations on price, technical requirements, terms, and conditions

of the contract.

-- Awards or recommends award in accordance with delegated authority.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of contracting procedures, types, and methods, including formal advertising,

negotiation, fixed-price, cost contracting, and use of special provisions and incentives to enable

the buyer to plan and carry out contracting assignments.

Knowledge of the industry which manufactures assigned commodities to determine sources of

supply and to analyze the effects on agency requirements of industrial developments, seasonal

price trends, economic factors affecting supply, transportation costs, and availability of storage

facilities.

Knowledge of cost and price analysis techniques to perform a variety of computations relative to

item costs, packing, packaging, specification requirements, delivery charges, and transportation

costs to determine the best buy for the Government.

Knowledge of negotiation techniques and skill in devising negotiation strategies to deal with

contractors in resolving such problems as reducing costs, adjusting delivery schedules, and

negotiating in sole source environments.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 2, Supervisory Controls -- Level 2-3 -- 275 Points

The supervisor or team leader provides general guidance on the objectives and priorities of

assignments, on planning unusual or significant procurements, and on interpreting complex

regulations or requirements. The employee develops the approach to each case, prepares the

procurement plan, and carries out industry analyses independently up to the point of

recommendation for award. Technical review of completed work includes an examination of

awards recommended, the completeness of the transactions, and any impact on future

procurements. Work is also reviewed from the standpoint of policy considerations and

implications for the procurement program.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal and departmental or agency regulatory issuances, Comptroller

General decisions, Federal and other specifications, precedent transactions, Federal and

commercial catalogs, and procedural instructions. The employee studies, evaluates, and selects

available reference information and regularly makes adaptations of established techniques and

methods to meet the needs of the assignment. Guidelines are not always available pertaining to

specific contracting applications or situations, and require judgment in analyzing and evaluating

data, e.g., determining the procurement method, selecting or interpreting contractual clauses or

special provisions, determining the degree of competition and relationship of prices previously

paid to established commercial prices, and evaluating the responsibility of the contractor to

perform successfully based on surveys or past procurement histories. Guidelines applicable to

industry studies are general in nature, and require judgment and resourcefulness in adapting

studies to specific requirements and to the overall procurement process.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Work assignments require the use of advertised and negotiated procurement actions and market

analysis to evaluate prices and determine availability of supplies and sources. Such complexities

are encountered as:

-- Manufacture or modification of items to Government specification;

-- Multiple specifications, testing requirements, bid and preproduction samples;

-- Lack of prior procurement experience because of obsolescence of previous items or

changes in manufacturing processes;

-- Frequent price changes;

-- Changing labor markets;

-- Unstable supplies of materials.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

In developing the solicitation, decisions involve determining quantities to be procured,

specifications required, preaward samples, specific contract language and clauses, type of

contract, special program requirements, minimum and maximum order limitations, and methods

of transportation and delivery. In evaluating bids or proposals, decisions involve determining

adequacy of response, whether to cancel and readvertise, and whether to accept or reject bids or

offers which request exceptions to terms, delivery dates, or other requirements. Specifications

become more complicated as the number of users expands, and conversely, as the end use

becomes more diversified. New or modified specifications require intensive analysis and

coordination with contractors and users. Work includes refining methods, such as modifying

contractual clauses which discourage potential bidders from participating, identifying the

possibility of converting production to Government needs, and determining the most

advantageous time to solicit bids.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to plan and carry out large volume procurements to meet the

consolidated requirements of the command, agency, or department(s). This involves assessing

the needs of the command, agency, or department(s); analyzing the market to determine the

availability of items or services; analyzing industrial distribution patterns and transportation

factors; and resolving problems stemming from unfavorable market conditions or from

specialized requirements. The volume of procurements has a substantial effect on the industry

which manufactures assigned commodities, and on the timely support of commodities or services

to a variety of agencies or departments, or to activities throughout the agency or department

located in the United States and overseas.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include private industry representatives, vendors, contractors, and manufacturers;

technical offices and management officials of other Federal agencies or departments and

technical offices, legal counsel, price analysts, small business representatives, accountants and

auditors, and transportation specialists within the agency. Contacts take place in moderately

unstructured situations, and the employee must establish the ground rules for the meeting.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to negotiate prices and terms to establish an agreement that is in the best interest of

the Government. Skill is required as contractors have different objectives concerning profit and

related matters. Other contacts with contractors are to enhance competition by persuading

reluctant suppliers to participate, develop alternatives as a means of promoting competition,

gather data from industry regarding ability to perform the contract, and explain customer

requirements. Contacts with other agencies or departments are to gather data regarding their

needs and to discuss requirements, prices, and terms. Contacts within the agency are to advise

technical personnel of contractual procedures and to coordinate with related offices in each

phase of the contracting process.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is sedentary in nature.

Factor 9, Work Environment -- Level 9-1 5 Points

The employee's work is normally performed in an office setting. However, occasional visits to

contractor's plants or facilities are required.

TOTAL POINTS -- 2440

CONTRACT ADMINISTRATOR, GS-1102-11, BMK #3

Duties

Serves as contract administrator assigned to a contract administration team. The team chief, a

warranted contracting officer, assigns a group of contractors for which the employee performs

the full range of contract administration functions to the point of signature, including negotiation

of delivery orders, spare parts and provisioning orders, orders against basic ordering agreements,

and indefinite quantity contracts. Contracts are for the design, development, and manufacture of

a variety of products and services, ranging from microelectronics to air conditioning equipment.

-- Performs contract administration functions, handling a variety of actions and problems

relating to assigned contracts. Maintains funds status by various management accounts

to insure that over- obligation does not occur on orders. Analyzes contract fund status

reports, reviews actual expenditures made by contractor, reviews reports made by

technical specialists, determines if the contractor's progress and expenditures compare

with negotiated estimates, and prepares appropriate correspondence and

recommendations to the contracting officer. Coordinates with the contracting officer to

obtain additional funds or to deobligate funds when the contractor's performance varies

significantly from the original estimate.

-- Coordinates with the buying office on contractor's requests for waivers or deviations

from contract terms. Resolves delivery schedule problems with contractor and buying

activity, and negotiates delivery schedule changes. Reviews, investigates, and

recommends actions on overtime requests, allowability of costs, and problems

concerning Government property. Reviews progress payment requests to assure that

required clauses in the contract are met, that proper rates are being applied, and that

proper accounting is made. Maintains records and registers on the status of various

contract administration actions or requirements.

-- Advises contractor as to scope of work statements, shipping requirements, EEO

requirements for clearances of subcontractors, and other questions regarding the meaning

of terms and conditions. Evaluates contractor compliance with applicable contract

clauses, e.g., small business, patent rights, labor laws, and progress reports.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Requests determination of overhead rates from auditor for cost contracts and assures

delivery, inspection, and acceptance of the contractual end items before recommending

final closeout of the contract. Assures deobligation of excess funds, and that special test

equipment, tooling, and Government-furnished property is properly accounted for.

Negotiates with contractors for consideration when delinquencies occur. Uses the

reports, advice, and assistance from the legal office, price/cost analysts, quality and

production specialists, and property administrators in making determinations and

recommendations.

-- Receives requests from procuring activities for specific services and/or products specified

under basic ordering agreements, or by provisioning and spare parts clauses of contracts.

Reviews requests and meets with the contractor to assure understanding of the

requirements. Issues an unpriced order for the item or service to enable the contractor to

begin work. Receives subsequent formal proposals prepared by the contractor, and

determines the extent of price or cost analysis and technical analysis required. Reviews

elements of proposals using previous experience with similar items, contractor's actual

expenditures, and established rates as guides. Forwards larger proposals to technical

specialists (auditors, price/ cost analysts, or engineers) for in-depth review. Establishes a

fair and reasonable negotiation position based on a knowledge of the contractor's

operations and the reports of the technical specialists. Establishes fee or profit to be

allowed based on guidelines established in the basic agreement or contract, and by

regulation. Negotiates directly with the contractor regarding final settlement and

prepares supplemental agreement for the contracting officer's signature. Prepares

negotiation memoranda to explain rationale and methods used in arriving at the final

settlement and prepares full documentation for cases requiring formal review.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of policies and procedures to plan and carry out a full range of contract

administration functions relating to large basic ordering agreements and contracts with

cost-plus-fixed-fee, fixed price plus-incentive, and firm fixed-price provisions.

Knowledge and skill in the use of negotiation techniques to negotiate postaward changes to

contracts and orders on basic ordering agreements, which involve the added difficulty of dealing

with a single source.

Knowledge of business and industrial practices, technical requirements of items, and the

contractor's operations sufficient to establish a reasonable negotiation position. Requirements

involve production, modification, and testing of specialized products and services.

Knowled7ge of price and cost analysis sufficient to review proposals against previous history,

actual expenditures, and established rates to determine a negotiation position, and to evaluate

and use results of reviews performed by price/cost analysts.

Factor 2, Supervisory Controls -- Level 2-3 -- 275 Points

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

General technical and administrative supervision is provided by the supervisor, who assigns the

employee to a team. Day-to-day technical supervision is provided by the team leader who is a

warranted contracting officer. The employee performs the full range of contract administration

functions (e.g., negotiation of orders, resolution of delivery problems, reviewing request for

payment, and closing out contracts) for a group of contractors. The team leader indicates any

special considerations on individual actions, special priorities, deadlines, unusual requirements,

or unprecedented situations. Much of the work performed by the employee (e.g., answering

questions and resolving problems) is generated from dealings with contractors in the ongoing

assignment. The employee independently determines actions to be taken on assigned contracts,

plans and carries out the contract administration functions required, and uses judgment in

selecting methods and techniques for accomplishing assignments within the scope of established

guidelines and precedents. For example, the employee establishes a negotiation goal and

prepares a negotiation plan and, after securing approval from the contracting officer, negotiates

with the contractor. The employee refers problems and questions involving controversial issues

of disagreements concerning the interpretation of contractual requirements to the team leader

after searching precedents and regulations to develop a recommended solution. Completed work

is submitted for signature and is reviewed by the contracting officer to assure that appropriate

factors have been considered, that the analysis is sound, that the completed work complies with

established procurement policies and procedures, and for adequacy of results. Methods used in

arriving at end results are not normally reviewed in detail.

Factor 3, Guidelines -- Level 3-3 275 Points

Guidelines include contracting regulations and manuals applicable to contract administration,

and precedents and historical background applicable to assigned contracts and contractor's

facility. Guidelines, such as those for determining negotiation and profit objectives, provide

general policy guidance, but do not include specific procedures for all situations. Changes in the

services and products involved prevent the use of past negotiations for guidance. The employee

uses judgment in interpreting guidelines, in adapting procurement procedures to specific

situations, and in recommending solutions to problems encountered. For example, the

incumbent uses judgment in determining negotiation objectives that will result in a fair and

reasonable price and will protect the interests of the Government, in determining profit

objectives for specific negotiations, in determining contractor's compliance with specific

provisions of the contract, and in analyzing contractor's actual costs and percentage of

completion against proposed objectives established in the original settlement.

Factor 4, Complexity -- Level 4-4 -- 225 Points

The work involves a wide range of contract administration functions involving such complexities

as:

-- Use of a variety of complex contracts, e. g., cost-plus-fixed- fee, fixed-price incentive,

and firm fixed-price;

-- Use of a number of special provisions;

-- Involve specialized products, e.g., defense, space, and energy requirements;

-- Involve contractual periods on individual contracts extending up to two years.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Decisions are based on in-depth analysis of alternatives and knowledge of unique capabilities

and characteristics of the assigned contractors, and require resolution of incomplete or

conflicting technical and contractor data. For example, in determining a negotiation position, the

employee must reconcile differences between the reports of different technical specialists (e.g.,

when the auditor and price/cost analysts do not agree), or must evaluate the results of technical

reports concerning aspects of the contractor's proposal based on a knowledge of the contractor's

operations and of special circumstances which warrant consideration in the negotiations.

Decisions made by the employee involve the interpretation of a large amount of technical data

provided by the contractor and the various technical specialists, and the interpretations of

regulatory information concerning complex contract and various special provisions.

Factor 5, Scope and Effect -- Level 5-3 150 Points

The purpose of the work is to perform contract administration functions for a group of assigned

contracts and to resolve problems relating to those contracts using accepted contracting

procedures and precedents. Payments, contractual changes, and other administrative actions or

recommendations affect the contractor's operations and financial position, and the Government's

expenditure of funds and receipt of services.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts occur in moderately unstructured settings with management and technical officials of

the contractor (e.g., presidents, vice-presidents, contract administrators, accountants, and finance

personnel) with agency or departmental officials (e.g., auditors, attorneys, price/cost analysts,

and engineers); with various buying activity personnel (e.g., contracting officers and technical

specialists).

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to monitor contractor compliance with terms and conditions of the contract, and to

negotiate contract modifications, delivery orders, and changes to basic contracts and agreements.

Difficulties are frequently encountered in reaching an equitable agreement as the contractor and

the Government have opposing goals. The employee must be skillful in negotiations and in

obtaining agreement with prices and terms being negotiated.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is mostly sedentary, but some walking is required in visits to the contractor's facility.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed primarily in an office setting.

TOTAL POINTS -- 2365

CONTRACT PRICE/COST ANALYST, GS-1102-11, BMK #4

Duties

Performs contract price and cost analysis in a buying or contract administration office with

responsibility for analyzing a variety of proposed procurements, supplement procurements,

contract changes, price redeterminations, terminations, and others as required. Analyses involve

a wide range of factors affecting contractor's cost and prices, although pertinent historical data

are generally available. Examples of procurements include research and development contracts,

engineering services, weapons systems hardware, ADPE, engineering change proposals, spare

parts provisioning such as parts used in aircraft or ground equipment, service contracts, and/or

facilities and supply contracts to include the prime producer as well as major component

producers.

-- Analyzes and evaluates unit cost and pricing data contained in proposals to determine

reasonableness of all elements of cost. Prepares report of findings for forwarding to the

contracting officer.

-- Analyzes and evaluates findings contained in audit reports, such as cost items questioned

or unresolved. The employee supports recommendations with detailed analysis of each

cost element, as necessary. Assists contracting officer in resolving areas involving

routine costs and accounting issues.

-- Performs analysis of contractor's projected estimated cost for reasonableness and

fairness. Proposals generally have precedent or pertinent historical data available.

Procurements range from minor items to those requiring extensive amounts of time and

money for production of each unit, and include equipment subject to change in design,

specification, or manufacturing practices.

-- Consults with contractor personnel, engineers, auditors, and administrative personnel to

determine that pricing, make or buy decisions, and all cost impact decisions are in the best

interest of the Government. As required, establishes the prenegotiation pricing position,

attends conferences between the contracting officer and contractors relative to pricing

actions, and presents reasons for arriving at determinations of allowable costs and

recommendations made. Assists the contracting officer in negotiations or conducts the final

price negotiations, as requested.

-- Ascertains reasonableness of proposed labor and overhead rates and labor escalation factors

based on audit reports or other available sources, e.g., rates in the Department of Labor Index

labor unions agreements, payroll records, salary and wage schedules, and publications of

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

recognized economic forecasting services. Analyze cost data contained in proposals, which

relate to price revisions due to escalation and changes in procurement requirements.

-- Reviews proposed costs to protect against excessive charges to the Government. Considers

the higher costs of producing Government work due to such requirements as closer tolerances,

more detailed and careful inspection, additional engineering services, and other facts not

generally required in fabricating commercial items. Visits contractor's facilities to obtain,

verify, and analyze data offered in support of proposals when adequate data or information is

not furnished or available.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of contracts and incentives to develop and recommend the most suitable type of contract

and incentive structure for use by the contracting officer.

Specialized knowledge of price and cost analysis principles and procedures to analyze, evaluate, and

negotiate, or participate in the negotiation of various cost elements on a wide variety of contract

proposals or changes.

Knowledge of the commodities, engineering and manufacturing processes, or other technical

considerations necessary to analyze and use technical evaluation reports and to evaluate historical

production and statistical cost data relating to the contractor's capability;

Knowledge of negotiation techniques sufficient to explain the Government's pricing position to

representatives of business and industry, other Federal agencies, and the activity's contract

negotiation team.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor assigns cost and price proposals for the employee to review. The supervisor or the

contracting officer, as appropriate, advises the employee whether to participate in negotiations. The

employee independently determines the extent and depth of review necessary concerning evaluation

of contractor's projected costs, accounting system, and production system.

The employee develops a factfinding plan and coordinates with auditors, technical and production

specialists and others as necessary. The employee determines reasonableness of the various cost

elements, develops justification for exceptions, and formulates the recommended price objectives.

The employee consults with the supervisor on controversial or unusual situations. The employee's

completed report is reviewed by the supervisor for feasibility of price strategy.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal and departmental or agency procurement policies and procedures

which set the parameters for cost and price analysis in the areas of cost principles, profit policy,

contract types, and negotiations. Historical data are generally available, as well as reports made

by auditors and technical or production specialists. The employee selects pricing techniques,

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

making adaptations as necessary in dealing with specialized requirements of various contract

proposals. For example, the employee uses judgment in the analysis of audit and technical

reports to identify apparent deficiencies in the contractor's estimates which tend to increase

costs, and in the analysis of factors affecting prices to determine the reasonableness of the

contractor's proposals and to recommend a contract type and incentives for negotiation purposes.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Assignments include application of a variety of cost analysis techniques to analyze and evaluate

the various factors affecting contractor's costs and prices. Requirements range from minor

equipment to commodities which are subject to design or specification changes or the

introduction of charges in manufacturing processes. Many proposals extend for more than one

year and require projecting expected changes in labor and material costs and technology which

do not permit price comparisons because of restricted competition and a limited number of

producers of the desired equipment or service.

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of the work is to analyze and evaluate price and cost data contained in a variety of

contract proposals to determine reasonableness of elements of cost. The pricing position

recommended by the employee is used by contracting officers in negotiating initial contracts,

evaluating changes occurring during the progress of the contract, or in contract terminations and

settlements. The work affects the cost to the Government, and the costs and expenses allowed or

profit realized by the contractor.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Personal contact are with contractors and their financial, technical, or management

representatives; with technical and audit representatives within the agency or from other Federal

agencies; and with agency or activity contracting officers or specialists. The contacts occur in

moderately unstructured settings with the purpose and extent of each contact varying, depending

upon the factfinding requirements for the particular proposal evaluation and preparations for

negotiation.

Factor 7, Purpose of Contacts -- Level 7-2 -- 50 Points

Contacts are to verify or clarify pricing data and information contained audit and technical

reports. Some contacts with auditors or technical representatives are to coordinate the timely

receipt of reports. Contacts with contractors are to review findings, and during negotiations or

conferences, to assist the contracting officer by explaining the reasons for arriving at

determinations of allowable costs.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is primarily sedentary.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The work is primarily performed in office areas, conference rooms, and similar environments.

However, it requires some traveling to contractors' facilities and work performance sites.

TOTAL POINTS -- 2470

CONTRACT SPECIALIST, GS-1102-11, BMK #5

Duties

Serves as contracting officer for a small field office of an agency or department responsible for

procurement and contract administration functions for technical services, studies, machinery,

maintenance services, facilities support services, and specialized equipment, such as

multi-purpose generators, air conditioning trailers, and various commodity items.

-- Plans the overall contracting program, including the preparation of annual plans and the

scheduling of individual procurement actions and priorities to meet program objectives

within established policies. Reviews procurement submissions for adequacy and

completeness, and resolves any problems prior to initiation of contractual action.

-- Reviews potential small business market and selects procurement packages for small

business set-asides. Reviews locations of potential contractors, or location of work, and

selects labors, surplus area set-asides where possible. Assures that bidders mailing lists

contain the names of socially and economically disadvantaged businesses and

women-owned businesses.

-- Determines methods of procurement, either formally advertised or negotiated. Prepares

the procurement plan and necessary justifications and/or determinations and findings.

Prepares solicitation, assuring that all applicable laws and regulations are observed, and

that specifications are clear. Obtains Department of Labor wage determinations, and

prepares synopsis of procurement.

-- For formally advertised contracts, conducts public bid opening. Analyzes bids received,

makes necessary investigations to determine bidders' qualifications, and makes contract

award within delegated limits.

-- For negotiated contracts, assures that technical evaluation factors and basis for award are

clearly stated in the request for proposal. Participates with technical evaluation

committee, determines competitive range, negotiates with contractors, and makes

analysis leading to award.

-- For contract administration, plans and conducts postaward conferences to assure

understanding of contractual requirements. Establishes work schedule with contractor

and tracks progress, developing and maintaining systems to evaluate performance related

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

to delivery and cost. Identifies potential problem areas and initiates remedial action.

Responsible for effective use of Government- furnished property. Consents to placement

of subcontracts after considering elements such as the technical capability of prospective

subcontractors, need for small and disadvantaged business involvement, and compliance

with applicable laws and contractual provisions.

-- Incorporates new or changed contract requirements, or settles issues that develop after

contract placement, including making eligible adjustment in price and delivery schedules

under a variety of conditions.

-- Investigates problems, disputes, and labor violations, and makes final decision and

determinations and findings for legal review. Prepares appeals cases for transmittal to

the appeals board. Settles a variety of claims, except fraud, and makes final decisions on

termination for convenience and for default. Negotiates settlement agreements with

prime contractors, including settlement of cost claims, determining allowable costs,

agreeing on termination inventory or amount of work remaining, and determination of

profit.

-- Conducts training in the contracting functions for technical, administrative, and contract

support personnel.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of the organization's programs and technical requirements sufficient to plan and

carry out a procurement program and to advise technical representatives in procurement planning

and preparation of the statement of work.

Knowledge of contracting methods to procure a wide variety of goods, services, and small

construction projects through formal advertising and negotiation. This includes skill in

negotiation sufficient to negotiate postaward contract changes and settlements.

Knowledge of a variety of contracts, including use of standard and modified provisions to suit

unique procurement situations, sufficient to plan and conduct the procurements.

Knowledge of business practices to accomplish less complex preaward-surveys. This includes

workload analysis, including analysis of surge capabilities, financial capability, staffing plans,

and accomplishment projections. Requests certificates of competency from Small Business

Administration when required.

Knowledge of price and cost analysis to determine reasonable, allowable, and allocable costs for

negotiating contracts initially and for negotiating postaward changes and settlements.

Knowledge of the market and sources, including small and disadvantaged businesses eligible for

set-asides.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Knowledge of contract administration principles and practices to monitor contract performance

over the life of contracts, and to solve a broad range of problems relating to change proposals,

claims, payments, and similar problems.

Knowledge of contract termination functions to review and analyze settlement proposals, audit

reports, technical evaluations, and subcontractor claims; to determine allowable costs, proper

profit to be allowed, termination inventory, disposal of Government property, and similar issues;

and to negotiate settlements.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The employee is the technical authority for contracting in the field office, and develops

procurement plans for the activity in consultation with the requiring offices and with activity

management. Technical assistance is provided by higher organizational echelons. The

employee makes award within delegated limits and is then responsible for all postaward

contractual actions. Employee identifies projects which are beyond delegated authority for

referral to higher headquarters. Work performed within delegated authority is not technically

reviewed, but is normally evaluated for results achieved.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include Federal and departmental or agency procurement and socioeconomic policies

and precedents, and legal and Comptroller General decisions. The employee selects and applies

the appropriate procurement procedures relating to advertising or negotiating contracts, the type

of contract most suitable, special provisions, cost and pricing data, and other procurement

requirements. Most requirements are for services using standardized contract formats which

must be modified to meet the needs of each procurement, although some items or services are

unique and require innovative contracting techniques. Once the contract is awarded the

employee must use available legal precedents to make decisions on administrative problems,

ranging from common to unusual ones requiring detailed searches of procurement literature to

identify precedents.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Assignments cover the full range of preaward and postaward activities for supplies, services, and

equipment which are procured through formal advertising and negotiation. Complexities

include:

-- A wide variety of supplies and services, including specialized items and services, or

those requiring special handling;

-- Use of a variety of contracts, e.g., firm fixed-price, indefinite quantity, time and

materials, requirements contracts with option or economic price adjustment clauses, and

orders issued under schedules;

-- Sole source negotiations;

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Limited cost analysis;

-- Remote locations;

-- Rigid contractual periods and specifications.

Decisions are based on consideration of a variety of factors, including variations in procurement

approaches to meet individual requirements, resolution of technical problems, conducting

business management evaluations, consideration of competing interests within the geographic

areas served, conformance with rigid specifications, time constraints, and special handling

occurring in both the preaward and postaward phases. Responsibilities involve planning the

total procurement function for the activity, as well as performing individual procurements. The

work involves making numerous decisions throughout the preaward and postaward phases, such

as evaluation of bids and proposals, contractor's responsibility, progress, compliance with the

terms of the contract, and devising fair and reasonable settlement of claims or terminations.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the position is to plan and execute the procurement function for a small field

activity, including exercise of final commitment authority within monetary limits. The work

involves developing annual plans and measuring program success throughout the year in terms

of preestablished agency program goals and immediate procurement needs. Procurement actions

support the timely accomplishment of the programs performed at the activity and affect local

firms including small businesses.

Factor 6, Personal Contracts -- Level 6-3 -- 60 Points

Contacts are with a variety of contractors and businesses and with agency specialists from the

programs served and higher headquarters. Contractor contacts are normally with

owner-operators, but also include other contractor representatives, technical personnel, and

attorneys. Contacts are usually in moderately unstructured settings, and occur for a variety of

reasons.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to negotiate fair and reasonable prices with contractors, provide advice concerning

contract laws and contract provisions, negotiate changes and termination settlements, obtain

information, clarify problem areas, and instruct technical personnel for the role of contracting

officer's representative. The employee must be able to resolve diverse viewpoints and objectives

through compromise or development of suitable alternatives.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-2 -- 20 Points

The employee visits outdoor contract work sites on a regular and recurring basis. This involves

travel over minimally improved roads, hiking in roadless areas, traveling over rough and rocky

ground, and passing through areas clogged with downed trees and brush. Some dexterity is

required to visit and review most contract projects.

Factor 9, Work Environment -- Level 9-2 -- 20 Points

Much of the work is performed in an office setting. Visits are made to contractor sites on a

regular and recurring basis for factfinding, negotiations, and monitoring or inspecting.

Employee is exposed to inclement weather and stinging insects. Hardhats or other protective

clothing are required in construction and forestry work areas.

TOTAL POINTS -- 2645

PROCUREMENT ANALYST, GS-1102-11, BMK #6

Duties

This position is located in a procurement or contract administration office and is responsible for

the small and disadvantaged business program for an assigned geographic area containing 20-35

prime contractors engaged in research, development, and/or production of major electronic and

mechanical systems, assemblies, components, and spare parts under Government contract.

Provides guidance on socioeconomic opportunities and programs affecting small, disadvantaged,

women-owned businesses and labor surplus areas.

-- Reviews procurement requests to determine whether the procurement can be performed

by small businesses. Initiates action to have all or part of a procurement set-aside

exclusively for small business performance.

-- Provides small and disadvantaged business firms with information regarding means for

doing business with the Federal Government, including assistance available from Federal

agencies. Advises potential suppliers on procedures concerning formal advertising and

negotiated acquisitions, subscribing to the Commerce Business Daily, submitting

unsolicited proposals, and information regarding bids, bidder's mailing lists, and

commodity lists.

-- Locates and furnishes information on capable small and disadvantaged business firms for

consideration as potential sources for current and future acquisitions. Advises firms on

federal requirements.

-- Implements Government policy designed to assure uniform application throughout the

assigned area with respect to subcontracting programs involving the various small and

disadvantaged businesses. Reviews and evaluates prime contractor's small and

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

disadvantaged business subcontracting plans. Advises contracting officers on

determining acceptability of subcontracting plans submitted by prime contractors.

Recommends items for negotiation.

-- Schedules and conducts compliance reviews of prime contractors having contracts with a

small business subcontracting plan clause. Reviews prime contractor programs for

possible breakout of items suitable for small and disadvantaged business concerns.

Reviews subcontracting plans for adequacy, verifies supporting records, and takes a

random sample of subcontract solicitations to ascertain the contractor's performance on

the program. Monitors contractor performance through quarterly reports. Prepares

reports of findings. Reviews facility expansion and modernization programs submitted

by prime contractors to determine impact on small businesses. Provides comments on

negative preaward survey reports concerned with small business firms. Investigates

complaints and provides information on findings.

-- Participates in interagency programs and in Government-industry conferences to promote

and assist small and disadvantaged business concerns. Conducts instruction and training

for personnel whose functions affect small and disadvantaged business concerns.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

General knowledge of contracting procedures, methods, contracts and incentives, price/cost

analysis, and technical evaluation techniques to identify contractual opportunities for small and

disadvantaged businesses and to review procurement requirements and instruments to satisfy

small business program objectives.

Specialized knowledge of socioeconomic policies and programs sufficient to counsel small and

disadvantaged business firms of opportunities and procedures for obtaining Federal contracts, to

conduct compliance reviews of prime contractor's operations, and to perform preaward reviews

of subcontracting plans.

Knowledge of goods, services, and systems being acquired, and related business practices,

operations, and structures, sufficient to recommend possible breakout of work for small business

concerns and to locate new sources for future contracts.

Knowledge of public speaking and publicity techniques sufficient to plan or conduct conference

or training sessions designed to promote participation in small and disadvantaged business

programs.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Receives supervision from the chief of the small and disadvantaged business utilization office

who sets the overall objectives and resources available. The employee is responsible for an

assigned geographical area, and in consultation with the supervisor, develops objectives and

priorities. The employee independently plans and carries out the work, selecting the approaches

and techniques to be used. The work requires initiative in promoting and coordinating the

program among suppliers, prime contractors, agency contracting officers and technical

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Contracting Series, GS-1102 TS-71 December 1983

personnel, and other agencies. The employee keeps the supervisor informed of progress and

significant problems. Work is evaluated on the numbers of eligible firms obtaining Government

contracts as a result of proven efforts, assistance given to eligible firms, and promotional efforts.

Factor 3, Guidelines -- Level 3-3 -- 275 Points

Guidelines include procurement regulations, small and disadvantaged business utilization

policies and operations manuals, and a variety of books, magazines, and papers on business and

industry trends. The guidelines provide resource material for planning and promoting

opportunities for small and disadvantaged businesses in the assigned geographical area. The

employee interprets and adapts guidelines to the specific needs of the company, e.g., determining

the kind of assistance needed by the firm and sources available, reviewing contractor's contracts

for possible breakout of items suitable for acquisition for small business firms, evaluating

subcontracting plans and recommending items for negotiation, monitoring prime contractor's

performance to determine compliance with the subcontracting plan, investigating complaints and

reporting on findings, and developing promotional material. The employee recommends or

develops new guides or procedures when problems reveal that guidelines are lacking or

inadequate.

Factor 4, Complexity -- Level 4-4 -- 225 Points

Assignments include the application of a variety of contracting and promotional techniques

required in furthering the opportunities for small and disadvantaged businesses to obtain prime

and subcontract awards with Federal agencies. Assignments contain such complexities as:

-- The varied nature of prime contractors in the geographical area;

-- Specialized and technical requirements, e.g., research and development, and electronic

and mechanical systems, assemblies, and components;

-- Use of a variety of cost and other complex contracts, including modifications.

Decisions are based on an analysis of the different prime contractor's operations and

subcontracting procedures to evaluate the contractor's performance, identify unsatisfactory

performance, and identify additional breakouts for small business. The nature of the

subcontracting plans varies according to procurement requirements. Additionally, in cost

contracts the contractor uses an indirect method of determining amount designated for small

business subcontracts, i.e., the percentage of overhead, requiring the employee to review the

contractor's methods of determining overhead to verify percentages set aside for small

businesses. Other variables include assessing the impact of contract modifications on the small

and disadvantaged business program, or monitoring special subcontracting clauses.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of the work is to plan and implement a portion of the activity's small and

disadvantaged business utilization program involving a geographical area of 20-35 prime

contractors. The work is concerned with expanding the industrial base by developing new or

improved small business sources for contracting and subcontracting with the Government or

prime contractors under socioeconomic programs. This include advising eligible firms of

contractual opportunities, reviewing prime contractor's subcontracting plans for adequacy,

monitoring prime contractor's performance for compliance with subcontracting plans, and

participating as a team member in reviews of contractor's purchasing systems. The work has a

financial impact on prime contractors and small business firms in the geographical area, and

contributes to meeting the activity's socioeconomic program goals.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include management and contracting officials of the agency, representatives of other

Federal agencies, private contractors, State and local government officials, local Chambers of

Commerce, industrial and trade associations, and small and minority business associations, e.g.

Minority Business Development Agency, Small and Disadvantaged Business Trade Association,

small business councils, National Industries for the Blind, and National Industries for the

Severely Handicapped. Contacts are in a moderately unstructured setting, and the purpose and

extent of each contact is different.

Factor 7, Purpose of Contacts -- 7-2 -- 50 Points

Contacts are to promote the small and disadvantaged business program among prime contractors

and small businesses to assure that small and disadvantaged businesses are afforded the

opportunity of competing for prime and subcontract awards. This includes providing and

obtaining information, establishing and maintaining good working relationships with contacts for

small and disadvantaged firms, clarifying procedures, resolving complaints, and coordinating

regulatory changes with prime contractor's top management when substantial and costly changes

in purchasing and reporting systems are required. Legal and other staff offices of the agency are

contacted for advice when needed. Groups and individuals generally have cooperative attitudes

and mutual goals.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is sedentary in nature.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed in offices, and travel is required to contractor's facilities.

TOTAL POINTS – 2470

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

CONTRACT SPECIALIST, GS-1102-12, BMK #1

Duties

Serves as one of several contract specialists responsible for preaward and postaward functions,

including price/cost analysis, negotiation, and administration for services, materials, and

equipment associated with research, development, test, evaluation, and/or production activities

of one or more organizations. Requirements typically involve such equipment, services, and/or

construction as the following:

(1) Equipment-highly specialized scientific instruments and laboratory testing devices, such

as electro/mechanical testing equipment; or newly developed items, major components,

or items which require special testing, approval, tooling, and Government-furnished

property; or automatic data processing systems; or similar equipment of special design to

required specifications not available as standard off-the-shelf items; and/or,

(2) Services-professional or technical services, such as scientific studies involving waste and

transportation systems; or broadly based land and resources inventories; or evaluation of

industrial and chemical processes and emission sources, and state-of-the-art control

technology for various emissions and effluents; or oil shale, coal and gas resources and

impact statements on wildlife and forestry uses, or air and water pollution; or architect

and engineering services in support of research and development projects, large

buildings, or other complex projects; or design services for modifying specialized

equipment, e.g. aircraft or communications systems; or basic or applied research projects,

such as large-scale clinical trials or drug development programs; and/or,

(3) Construction-facilities for the production of weapons systems or subsystems; or a

research laboratory where a substantial amount of special and collateral equipment is to

be procured and installed; or special purpose buildings and test structures.

Preaward

-- Reviews requests for the procurement of complex equipment, services, and/or

construction. Analyzes the requirement, recommends revisions to the statement of work

or specifications as necessary, and decides on the type of contract, milestones, and

procurement plan. Reviews justifications for sole source and other required clearances,

and prepares documentation.

-- Prepares solicitation documents. Incorporates provisions, such as cost accounting

standards, requirements for technical proposals with appropriate weighing factors, testing

procedures, cost escalation factors, cost data requirements, and socioeconomic programs.

Solicits proposals from prospective contractors.

-- Analyzes proposals for conformance with the solicitation. Performs cost or price

analysis, including review of cost breakdowns to determine reasonableness. Coordinates

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

the establishment of a technical evaluation committee to determine acceptability of

technical proposals. Obtains required preaward surveys to establish contractor

responsibility, and obtains audits and pricing reports to develop negotiation strategy.

-- Negotiates with potential contractors. Awards contracts within delegated contracting

officer authority, or recommends award to contracting officer on contracts outside

delegated authority.

Postaward

-- Assists contract administration offices in the administration of contracts, including

performance of termination actions, until final delivery and payments are completed and

the contract is closed and retired; or personally monitors contractor's performance

through telephone conversations, correspondence, reports, vouchers, and visits for status

of contract performance, scheduling, problems that have arisen and proposed solutions,

verification of deliveries, and similar activities. Interprets contract provisions for

contractors and for officials of the agency, and provides appropriate advice and guidance.

Negotiates contract modifications.

-- Prepares initial agency position on protests from unsuccessful bidders and renders or

recommends a decision on claims arising under the contract.

-- Closes out the contract, or issues termination notices and reviews settlement proposals.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of Federal, departmental or agency, and local contract laws, regulations and

procedures applicable to the acquisition and contract administration of extensive or unique

equipment, services, construction.

Knowledge of various types of contracts, methods of contracting, and selection factors to plan

appropriate strategies to procure complex requirements, and to conduct negotiations in the

preaward and postaward phases of contracting.

Knowledge of program objectives, technical terminology, an uses of equipment, services, or

construction procured sufficient to participate in planning, negotiation, and administration.

Knowledge of commercial and industrial business practices (e.g., subcontracting of raw

materials or services and use of cost analysis techniques) sufficient to identify sources, analyze

cost and pricing data and contract proposals, and to evaluate the offerors for responsibility.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor assigns work in terms of overall procurement projects. The employee, in

consultation with the supervisor, develops priorities and critical project deadlines. Some plans

are submitted to higher authority for approval as established by regulation, e.g., higher approval

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

required based on dollar value. Once plans are approved, the employee independently carries

out all aspects of the work, coordinating with others and resolving most problems that occur.

Controversial or sensitive issues require consultation with higher level officials. Completed

work is reviewed for effectiveness in meeting contractual requirements and for conformance

with policies and procedures.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal procurement laws, agency contracting regulations, directives and

instructions, and Comptroller General decisions. These guidelines typically cannot be applied

directly and require a significant degree of interpretation to determine the extent of relevance to

each particular procurement. For example, the procurements involve new or unique items or

processes which do not have available or applicable precedents or past experience for use in

defining requirements and projecting costs. The employee exercises experienced judgment,

initiative and resourcefulness to identify those aspects of broadly stated regulations and laws

which do or do not apply to the particular procurement, to devise new contractual provisions or

innovative financial arrangements and incentives, to develop justifications for adopting a

contractual posture which includes new or modified contractual positions or which appears to be

at variance with established guidelines, and to develop criteria or justifications to offset

contractors' claims against the Government.

Factor 4, Complexity -- Level 4-5 -- 325 Points

Assignments involve developing and implementing contracting plans characterized by such

complexities as:

-- Requirements involve new or unique equipment extensive technical or professional

services, or complex construction projects where there is a lack of previous experience or

competition, extensive subcontracting, or similar problems;

-- Limited competition exists because of limited manufacturing capability, state-of-the-art

equipment, or similar conditions, resulting in frequent sole source procurements;

-- Use of numerous contracts in varying stages of development;

-- Use of multiyear labor intensive contracts;

-- Changes in the technical requirements, design concepts, or manufacturing processes

during the course of the contract;

-- Use of cost reimbursement contracts, incentives, and extensive special provisions;

-- Need for in-depth cost analysis, audit and technical evaluation reports regarding

production capacity, or analysis of subcontracts.

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Contracting Series, GS-1102 TS-71 December 1983

Contractual decisions address such problems as changes and developments in equipment, use of

new materials, changes in production facilities, new operational needs, unique Government

requirements, development of new sources, or similar considerations. The contract specialist

extends contractual techniques, modifies approaches, develops new terms and conditions, or

other innovations necessary to satisfy the unique procurement requirements and conditions.

Factor 5, Scope and Effect -- Level 5-3 -- 150 Points

The purpose of the work is to obtain major types of equipment, extensive technical services,

construction, or research and development which require analysis and resolution of a variety of

conditions or problems; and to monitor and evaluate the contractor's performance after contract

award. The work affects the accomplishment of agency programs through the timely delivery of

requirements, and affects contractors in the private sector in terms of their costs, profit,

production, and/or management systems.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts are with officials, managers, and representatives of public and private organizations

including manufacturing concerns and consulting firms; personnel of various Government

organizations; and officials, managers and acquisition personnel of the employee's organization.

Contacts occur in a moderately unstructured situation with the roles and authorities of the parties

varying and the purpose and extent of each contact being defined at the time.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts external to the employee's organization are to conduct prenegotiation conferences; to

negotiate, administer, and renegotiate contracts with private contracting firms; and to defend

procurement actions to higher level Government organizations. Frequently, these contacts have

conflicting objectives between industry and the employee's organization, such as obtaining

maximum profit versus a fair and reasonable price. Within the employee's organization, contacts

are to exchange information and justify or defend proper contractual approaches to technical

experts and managers, e.g., to convince such personnel that the quickest approach may not be the

proper approach from a procurement viewpoint.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is mostly sedentary, but there is some walking required during visits to contractor

facilities.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed primarily in an office setting.

TOTAL POINTS -- 2815

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

CONTRACT NEGOTIATOR, GS-1102-12, BMK #2

Duties

Serves as contract negotiator responsible for the solicitation, analysis, evaluation, and

negotiation of contractor's proposals for research and development activities of one or more

organizations. Requirements are typically highly specialized research and development

programs. Procurements cover both cost reimbursement and fixed-price contracting in such

areas as prototype development of sophisticated research and testing equipment; software

systems development; and development of new and unique materials, all of which require a great

deal of coordination, analysis, and detailed negotiation. Procurements also may cover phased

procurements requiring options for follow-on work which are negotiated; unsolicited proposals

which generate problems in proprietary rights, data, or patents; agreements with State or

municipal jurisdictions; extensive subcontracting; and frequently involve personnel unfamiliar

with Government contracting.

-- Performs procurement planning and, in coordination with the technical program office,

develops the contractual strategy to be used in the procurement of a specific contract

program. Prepares required determinations and findings. Prepares and assembles

solicitation document. Processes and evaluates proposals received. Analyzes proposals,

performs cost analysis, makes competitive range determinations, and develops a

prenegotiation position. Negotiates individual contracts within the program to obtain

services for the Government at a fair and reasonable cost within acceptable time frames.

Designs final contract and makes recommendation for awards.

-- Functions as team leader during contractual negotiations. Coordinates throughout the

procurement process with representatives from the program office, financial office, office

of the Chief Counsel, and the small and disadvantaged business representative. Analyzes

data provided.

-- Serves as the principal contact for the contract, and represents the agency in conferences

with industry and State and local governments pertaining to the procurement.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of contracts, methods, and procedures to acquire sophisticated or unique research,

development, test and evaluation services, equipment, and components, through the use of cost

and fixed- price contracting, cost sharing arrangements, unsolicited proposals, multiple awards,

and use of special provisions, such as those relating to proprietary rights, rights in data, or

similar considerations.

Knowledge of sources of supply and their status pertaining to research and development, and

familiarity with technical requirements of the services and equipment, including program

objectives, to advise during presolicitation and to conduct the solicitation.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Knowledge of, and ability to analyze, current price trends and cost factors applicable to the

review and evaluation of contractor proposals, including performing detailed analysis on

individual elements of cost and profit and developing documentation and criteria to substantiate

Government cost or negotiation positions.

Skill in the use of negotiation techniques and the ability to meet and deal with representatives of

the private sector and with Government experts or managers sufficient to procure extensive

services and complex equipment.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Work assignments are made by the supervisor in terms of objectives and resources available.

The employee and supervisor discuss the time frames and work plans. The employee is

responsible for planning the procurement approach, initiating action required, overseeing

ongoing actions, and coordinating with other offices such as technical or program offices. The

employee resolves most problems on own initiative and apprises the supervisor of potentially

controversial matters. Supervisory review is general in nature and is performed to assure the

attainment of established objectives and conformance with policies, regulations, and laws.

Prenegotiation plans are generally reviewed but the employee conducts negotiations

independently.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal and agency procurement laws and regulations, procurement bulletins

and notices, and internal policy guidelines applicable to specific situations. Procurements

support research and development programs involving requirements or specifications which are

difficult to define because of inherent unknowns and uncertainties. Previous negotiations are not

available or applicable as guides. The negotiator must devise negotiation approaches modify or

extend existing guidelines in specific contractual situations (e.g., accommodate new reporting

requirements), write new clauses or provisions to cover specific situations (e.g., develop new

language to eliminate various contractor objections or draft specific language to cover the

contractor's proprietary rights under the Patent Rights Clause), or develop new information to

establish a pricing position when historical cost data are not available.

Factor 4, Complexity -- Level 4-5 -- 325 Points

As the lead negotiator, the employee's work involves overall planning and coordinating activities

performed on a variety of contracts associated with research and development, test and

evaluation, and supporting services. Complexities include:

-- Use of cost-plus-fixed-fee, cost sharing, negotiated or advertised firm fixed-price

contracts, and evaluation of unsolicited proposals;

-- Sole source procurements involving highly specialized programs;

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Requirements for research investigations which involve difficult cost projections, time

schedules, unauditable data, or unknowns;

-- Scope of research effort, test required, and level and extent of labor and skills necessary,

which are difficult to define because of lack of precedent data;

-- Frequent technological changes which are imposed by technical personnel and which

incur delays or modifications to the solicitation or contract;

-- Technical experts and contractors who lack familiarity with the Government contracting

process and procedures, requiring extensive contract orientation.

Decisions include forecasting labor and material costs when unknowns are involved in the

research program, locating or developing sources, developing approaches for procurements

lacking precedent, accommodating technological changes, and resolving major differences in the

interpretation of the statement of work during discussions and negotiations. The work requires

developing new or modified evaluation criteria, reporting requirements, and contractual

arrangements.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to serve as lead negotiator responsible for planning, coordinating, and

negotiating a variety of procurements pertaining to research and development requirements

essential to the organization's mission. The work involves advising technical personnel in the

development of evaluation criteria which serve as standards against which proposals are judged,

performing preliminary review of proposals for responsiveness, and assessing the responsibility

of offerors to perform. The work affects a research program in terms of the timely receipt of

critical supplies or services, and affects the private sector in terms of Federal contracts received.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include officials, managers, and representatives of public and private organizations, i.e.,

representatives of commercial concerns, legal counsel of educational institutions, State or

municipal-government officials, and others involved in contract negotiations. Negotiations

typically occur in moderately unstructured settings. Contacts within the organization include

technical experts, supervisors and managers, contract review staff, the small and disadvantaged

business representative, legal counsel and others.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts external to the organization are to conduct presolicitation conferences and to negotiate

contracts with the public and private sector. Additionally, the negotiator fosters competition to

improve research and development efforts, encourages small and minority business participation,

and debriefs unsuccessful offerors. The negotiator explains contractual requirements and

provides advisory services to personnel both outside and within the agency.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The employee's work is sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The employee's work is normally performed in an office setting. Occasional visits to contractors'

plants are made to perform factfinding, to conduct preaward surveys and reviews, or to conduct

negotiations.

TOTAL POINTS -- 2890

CONTRACT SPECIALIST, GS-1102-12, BMK #3

Duties

Serves as team leader responsible for large-scale centralized procurement of supplies, services,

equipment, or other material to meet the consolidated requirements of one or several commands,

agencies, or departments. Requirements typically include items having unique Government

requirements as to construction, testing, durability, or quality characteristics; or involve services

for all agencies or departments in a region.

-- Performs industry analysis to identify technological and performance changes in

products. Analyzes the financial market in terms of mergers, bankruptcies, and costs.

Evaluates current production and inventory problems (i.e., surplus, shortage, or

slowdowns); determines the extent of increasing or decreasing competition; and evaluates

product offers consisting of warranties, replacement, service, or technical assistance, and

the effect on initial costs versus lifetime costs.

-- Evaluates Government needs for products and quantities. Determines production

capabilities of available manufacturers, evaluates the effects of factors impacting

production (e.g., strikes, material shortages, inflation, embargoes, or acts of God), and

determines the impact of socioeconomic considerations on the procurement.

-- Develops sources by stimulating interest in competing or locating new sources of supply.

Meets with manufacturers to persuade them to convert portions of production capacity to

Government requirements or to produce for the Government during slack seasons at

reduced costs. Identifies and works with customers and the manufacturers to resolve

specification problems which increase production costs or to modify contract provisions

which discourage competition. Attends conferences and exhibits or initiates meetings

with industry associations, Small Business Administration, and others for the purpose of

expanding competition. Explains Federal contracting procedures to potential suppliers,

and determines the most advantageous time to solicit bids for expanded competition.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Develops the solicitation. Determines quantities to be procured, examines specifications

to match requirements to various options available, identifies exceptions or changes

needed in standard contract provisions, selects appropriate contract type, coordinates

socioeconomic factors with appropriate activities, and makes determinations concerning

minimum or maximum order limitations, method of award, origin/destination pricing, bid

or preproduction samples, transportation and delivery considerations.

-- Evaluates bids or offers for responsiveness to the particular solicitation and ability to

perform the contract. Determines if competition is sufficient. Obtains reports and

evaluates fiscal soundness, production capacity, quality control, present business

commitments, previous record of performance, and other indicators of capacity to

perform. Coordinates with technical specialists on bid samples, qualified products, and

first article acceptance.

Evaluates protests and mistakes in bid, and coordinates with Small Business

Administration for a certificate of competency.

-- Conducts extensive negotiations before and/or after contract award. Formulates the

negotiation strategy, identifies areas subject to negotiation (e.g., price, quantity discounts,

packaging, payment discounts, transportation, and delivery), consults with technical

specialists concerning data submitted by offerors, and conducts negotiations.

-- Performs price/cost analysis. Analyzes commercial pricing practices applicable to the

commodities and the latest economic developments pertaining to increased material,

labor, or transportation costs as reflected in the current price indices. Analyzes cost and

pricing data submitted by offerors to substantiate direct and indirect costs and profit.

Determines reasonableness of prices or bids offered. Conducts studies of specific item

costs in areas of limited competition. Analyzes marketing data and terms and conditions

of previous contracts.

-- Awards or recommends award of contract.

-- Serves as contracting representative in systematic reviews to assure that Government

needs are met and validated and that economy of supply operations is maintained or

improved. Evaluations include in-depth analysis of the product, market, industry, user

needs, end use application, state-of-the-art, and acquisition modes.

-- Serves as technical expert and advisor to management, customers, and contractors in

assignment area relative to the market, the industry, specifications, socioeconomic

concerns, and similar matters.

-- Serves as group leader over lower grade contract specialists, providing technical

direction and guidance on unusual problems and new assignments.

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Contracting Series, GS-1102 TS-71 December 1983

Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of Federal and agency contracting laws, regulations, principles, and procedures,

contracts and provisions, and methods of contracting applicable to the centralized acquisition of

commandwide, agencywide, or Government-wide commodity and service requirements.

Knowledge of assigned commodities or services and the industry sufficient to identify sources of

supply, recent developments and trends, economic factors affecting procurements, and

anticipated requirements of Federal agencies both annually and seasonally.

Knowledge of cost and price techniques sufficient to perform a variety of computations relative

to item costs, packing, packaging, specification requirements, and delivery points sufficient to

determine the best buy for the Government.

Knowledge of negotiation techniques sufficient to negotiate prices, terms and conditions,

contract modifications, and settlements.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Assignments are made by the supervisor with general guidance on the objectives and timing of

operations and on new or revised policies, programs, or procedures. The employee is

responsible for developing the annual production plan and schedule for the team. The employee

carries out assignments independently, referring to the supervisor only unusual problems

encountered, policy matters, or situations which may lead to precedent-setting decisions.

Completed work is reviewed primarily for conformance with policy, overall progress, and results

achieved.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include statutes, Federal and agency policies and procedures, Comptroller General

decisions, other legal precedents, commercial catalogs, and price indices. Guidelines for

conducting industry studies are general, of limited use, or not available. The employee uses

initiative and resourcefulness in developing new information such as locating new sources or

stimulating small and disadvantaged business participation, researching trends and patterns

within the specific industry such as costs and changes in products, and analyzing effects of

changing industrial conditions (e.g., strikes, shortages, surpluses, seasonal demands) on the

procurements. The employee develops new or special clauses or provisions to cover unusual

requirements.

Factor 4, Complexity - Level 4-5 -- 325 Points

The employee is team leader responsible for large volume procurements for commodities to meet

the consolidated requirements of several (or all) Federal agencies, or for services to meet the

consolidated requirements of a region. Complexities typically encountered include:

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Technological changes;

-- Urgent Government needs that override normal production;

-- Great volume of production;

-- Technical complexity of commodities or equipment;

-- Commodity shortages;

-- Lack of competition among vendors;

-- In-depth cost analysis.

Service contracts are characterized by time and material requirements, repair and maintenance of

proprietary items (i.e., under patent to one company), multiplicity of awards, and extensive

administrative problems, e.g., repair and maintenance of all office machines in a region.

Decisions are based on analysis of an industry to balance the award and impact of high dollar

Government contracts on suppliers, on the availability of items to other consumers, on the

productive capacity of firms, on small and disadvantaged businesses, and the timely meeting of

agency needs. The work requires careful planning, innovative solicitation development,

originating contract clauses, determining Government-wide needs, and developing new sources.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to plan and conduct centralized procurements for large-scale or heavy

volume buying for specialized commodities, equipment, or services to meet the consolidated

requirements of a major command, an agency, agencies, or Government- wide. The volume or

urgency of procurements impacts upon the industry in terms of production capacity, financial

commitment, availability of potential suppliers, effect on the market, effect on supply and

demand, impact on increasing or decreasing overall competition, or effect on local labor markets.

Contractual activity sometimes generates interest by elected officials, labor organizations, or

special interest groups because of the impact on income, employment, and industry affecting a

segment of a local economy.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include contractors and representatives of industry, labor organizations, special interest

groups, local officials, management representatives within the agency and from other agencies,

and legal counsel and other specialists within the agency. Contacts occur in a moderately

unstructured setting, and the roles and authorities of the parties develop at the time.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to conduct negotiations for procurements and to persuade suppliers to convert

portions of their production capacity to the Government's requirement which involves

convincing suppliers or developing compromise solutions or suitable alternatives. The employee

represents the agency at industrial and trade association conferences to obtain information

concerning new and improved products, new manufacturing techniques, or marketing practices;

and to furnish information or discuss improvements in contracting methods. The employee

provides consultation and guidance to lower grade contract specialists, management officials

within the agency, other client agencies, and manufacturers and prospective suppliers.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is sedentary in nature.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed in an office setting. Frequent visits are made to manufacturing and industrial

facilities.

TOTAL POINTS -- 2890

CONTRACT ADMINISTRATOR, GS-1102-12, BMK #4

Duties

As team leader with delegated contracting officer authority, the employee is responsible for the

administration of a group of contracts, such as fixed-price, fixed-price with incentives, cost-plus-

fixed fee, and basic ordering agreements. Contracts are for complex equipment, components and

spare parts for major systems, engineering and scientific studies, extensive technical services, or

research and development for specialized equipment or components.

-- Conducts initial conferences with the contractor to provide information and clarify

standard and special provisions of the contract. Throughout the life of the contract,

maintains liaison with the contractor to interpret contractual obligations and to resolve

problems. Maintains close liaison with buying activities. Recommends or issues

changes to the contract, highlighting conditions that could jeopardize contract

performance. Makes determinations on problems of production, delivery,

Government-furnished property, quality assurance acceptance, or other areas affecting

the contract.

-- Negotiates prices and executes supplemental agreements for spare parts, provisioned

items, and repairs. As authorized, negotiates overhead rate agreements, resolves

disagreements between auditor and contractor involving audit determined rates,

negotiates and executes supplementary agreements, and negotiates prices for unpriced

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Contracting Series, GS-1102 TS-71 December 1983

orders under basic ordering agreements. Personally reviews contractor proposals when

precedents are available, or obtains technical reviews when in-depth evaluations are

necessary. Establishes a negotiation position based on technical reviews, personal

knowledge of contractor's operations, and established guidelines governing profit or fee.

Negotiates directly with contractor personnel to obtain a final settlement. Administers

advance payment provisions of contract, including preparation of necessary modification

to contract. Prepares negotiation memoranda to explain rationale and methods used in

arriving at the final settlement.

-- As necessary, assures contractor compliance with cost accounting standards. Negotiates

cost impact of accounting system changes or noncompliance, based on information

provided by the auditor. Determines allowability and allocability of costs based on such

reviews.

-- Directs or performs various contract administration functions, such as verifying evidence

of contractor's progress for approval of progress payments; reviewing and making

recommendations on dicing reports; reviewing and negotiating spare parts orders;

reviewing and providing recommendations on contractor proposals resulting from change

orders; negotiating delivery schedule changes; monitoring contractor's compliance with

contract, regulatory, and statutory provision, such as patent and royalty, duty and

customs, small business and labor surplus, and reporting requirements; monitoring

expenditures on cost, incentive, and certain fixed-price contracts requiring funds control;

reporting on anticipated deviations from estimated costs; and performing preaward

surveys upon request.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of contract administration principles, policies, regulations, and procedures to

administer a group of contracts, some of which are complex.

Knowledge of and skill in the use of negotiation techniques to conduct postaward negotiations,

such as supplemental agreements or settlement actions.

Knowledge of cost and price analysis techniques sufficient to compare proposals' against

previous history, actual expenditures, and established rates to determine a negotiation position;

and to use results of reviews performed by price/cost analysts, auditors, or technical specialists.

Knowledge of business and industry practices to identify factors affecting contractor's costs, and

to conduct onsite surveys to assess contractor's ability to perform.

Knowledge of regulations and requirements governing cost accounting standards, and sufficient

knowledge of accounting practices to ensure their implementation.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor bakes initial assignments in terms of contracts or companies and provides policy

guidance. The employee plans and carries out the full range of contract administration duties

associated with the assigned contracts or programs, including analyzing, negotiating, settling,

and executing contractual agreements. The employee determines the approach to be taken and

methodology to be used, and coordinates with management and technical experts, auditors,

attorneys, and others. The employee resolves conflicts, including disagreements over

allowability of costs and interpretation of contractual requirements. The employee keeps the

supervisor informed of progress and of controversial issues requiring higher level approval or

resolution. Review of completed work is minimal and is primarily for results achieved since the

employee has signatory authority. Actions over a prescribed dollar amount are subject to formal

review by a board of experts to assure compliance with legal and regulatory requirements.

Technical decisions of the employee are normally accepted.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal and agency procurement laws, policies, and regulations which state,

in general terms, procedures for negotiating a fair and reasonable settlement, criteria for

determining the adequacy of contractor's accounting and management systems and for approving

payment requests and negotiating final overhead rates, and methods of surveillance of the

contractor's financial and business conditions. The employee uses judgment and discretion in

interpreting and applying guidelines to solve a broad range of contract administration problems,

including developing ground rules for monitoring or evaluating contractor performance,

establishing negotiation positions and negotiating settlements, or establishing contractor business

surveillance methods.

Factor 4, Complexity -- Level 4-5 -- 325 Points

Assignments include serving as team leader over subordinate contract specialists in performing

contract administration functions applicable to numerous contracts which contain such

complexities as:

-- Cost reimbursable or incentive provisions, and a variety of contractual clauses and

special provisions;

-- Long-term contracts, i.e., over two years, as in long-term production;

-- Numerous engineering, manufacturing, or other contractual changes;

-- Negotiated contractual changes occurring in a sole source environment;

-- Special contracting officer delegations (e.g., authorization to manage bulk funding for

procurement purposes and to negotiate changes);

-- Contracts involving complex equipment systems;

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

-- Numerous subcontracts;

-- In-depth cost analysis requirements on contract modifications or settlements.

Decisions involve interpretation, analysis, and negotiations regarding modification of contract

terms and conditions, evaluation of contractual progress, and identification and solution of

problems involving the group of contracts assigned. Factors vary for each situation because of

variations in the terms of the contracts, products and services involved, and contractor capability

and characteristics, e.g., the relationship with corporate headquarters, previous experience, and

degree of cooperation. The work requires making final decisions on a variety of issues, such as

cost and price allowability, negotiating settlements, resolving legal and technical problems,

approving or disapproving expenditures incurred, estimating percentage of completion for

payment of fixed-fee, and fairness of salaries paid to contractor's employees.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to serve as contracting officer in the administration of a variety of

contracts, which involves monitoring the progress and performance of contractors during the life

of the contracts. This includes advising contractor and Government officials on the terms and

conditions of the contract, resolving unusual problems which arise, and negotiating or

recommending changes or settlements which legally commit the Government. Payments, claims,

contractual changes, and other administrative issues affect the business and financial posture of

the contractor and the expenditure of Government funds and receipt of services.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts are with the contractor's officials, e.g., presidents, senior vice presidents, contract

managers, and accounting and finance officials; and with buying officials, technical

representatives, price/cost analysts, auditors, and others from within the agency or other Federal

agencies. Contacts are generally established in a moderately unstructured setting, with the

authorities of the parties being identified during the resolution of the problem.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

The employee's contacts are to negotiate contractual modifications, settle a variety of contractual

problems, and negotiate difficult issues such as price adjustments, modifications and other

changes, major spares, and cost impact of cost accounting system changes. Negotiations require

skill in reaching an equitable agreement or in obtaining compliance with contractual terms and

conditions. As necessary, defends the Government's position in litigation.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is primarily sedentary.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The work is performed primarily in office areas or conference rooms, but requires some traveling

to contractors' facilities and work performance sites.

TOTAL POINTS -- 2890

CONTRACT TERMINATION SPECIALIST, GS-1102-12, BMK #5

Duties

Within delegated contracting officer authority to sign contractual instruments and obligate funds,

the employee is responsible for complete or partial contact terminations for the convenience of

the Government or for default of the contractor, including settling a variety of claims or

proposals for payment. The employee has an assigned grip of contracts of all types, and works

in a: (1) Government office within the contractor's plant where terminations involve settling the

proposal and/or claims of the prime contractor and approval of subcontract settlements, or (2)

contracting organization where terminations assigned involve settling the proposals of a variety

of prime contractors (e.g., single proprietors, partnerships, and corporations), including approval

of subcontract settlements. Serves as team leader, when necessary, over specialists from price

analysis, engineering, auditing, and legal offices.

-- Reviews termination notices for extent of action (partial complete), and for special

conditions or instructions, e.g., shipment of Government-furnished materials. Analyzes

the contract and related documentation, e.g., unsettled engineering or value engineering

change proposals, payment provisions, contract status and other provisions, and

establishes the contract price of items terminated. Recommends the release of estimated

excess funds. Acts on contractor's request for submitting proposals on a total cost basis.

-- Negotiates: (a) a partial settlement for those elements on which there is an agreement,

reserving the rights of parties on excluded or unsettled elements for later resolution, or

issuing a unilateral determination on elements for which an agreement cannot be reached;

(b) equitable adjustments in the continued portion of a partially terminated contract; (c)

contractor's claims or settlement proposals, including unsettled contract changes, profit or

loss considering such elements as the difficulty of work, efficiency, risks, and estimate to

complete; (d) reductions in fees for contracts with fee provisions; and (e) no cost

settlements when the contractor does not owe the Government and when the contractor

either has incurred no costs or waives such costs.

-- Evaluates, as necessary, the contractor's systems for settling terminated subcontracts, and

issues, monitors, or revokes delegations of authority to settle subcontractor's claims

without Government approval.

-- Acts on final vouchers or invoices. Issues determinations of costs disapproved due to

unallocability, unallowability, or unreasonableness. Requests funds to cover the

proposed settlement agreement, and presents proposed agreement to a review board, if

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Contracting Series, GS-1102 TS-71 December 1983

required. Executes modifications in settling terminations and/or claims and obtains

contractor's release of claims. After settling a claim or proposal, prepares a memorandum

for file setting forth the principal elements of settlement.

-- Issues a unilateral determination when an agreement cannot be reached and advises the

contractor of appeal rights. In appeals cases, assists the Government attorney in

preparing the Government position and participates in legal proceedings. Alerts counsel

and other interested parties of actual or potential litigation, e.g., bankruptcies, unilateral

determinations, appeals. Testifies as a Government witness before appeals boards.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Specialized knowledge of Government contract termination concepts, procedures, and

precedents sufficient to evaluate contractor claims or proposals, and to execute settlement

agreements relating to a broad range of contract termination or claims problems, e.g., partial

payments, claims, unsettled change proposals, and subcontract problems.

Knowledge of contracts, the intent of specific provision, and familiarity with cost and price

techniques and industry practices sufficient to use technical and financial reports before

executing a settlement agreement.

Knowledge of negotiation techniques sufficient to negotiate a termination settlement with a

contractor in a sole source environment, including planning the Government's position,

conducting prenegotiation conferences with management and technical personnel, applying the

loss formula, settling change proposals, directing inventory disposition, and approving partial

payments.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor assigns cases and delegates authority to make decisions and to take necessary

action. Overall objectives and priorities are established in consultations between the supervisor

and employee. The employee independently plans and coordinates aspects of the work,

including coordinating with counsel on legal questions, with technical specialists on unsettled

change proposals, and with auditors on questioned costs. Resolves related problems, conducts

negotiations, and issues unilateral determinations committing the Government within delegated

authority. Informs supervisor of major or controversial issues, presenting recommended

solutions. The employee's technical judgments are reviewed for conformance with policy and

program goals.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal and agency policies, regulations, procedures, precedents; decisions

by Boards of Contract Appeals, the Comptroller General, and courts of law; and the basic

contract provisions. The variety of conditions found in terminations and claims requires

judgment to establish the Government's settlement position (each position contains new and

different criteria from previous positions), which includes such decisions as partial or complete

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Contracting Series, GS-1102 TS-71 December 1983

settlement actions, funds adjustments, payment provisions, time extensions, unsettled contract

changes, disposition of inventory, and the execution of modifications or settlements agreements

and/or unilateral determinations. Additionally, the employee uses judgment in those situations

where guidelines are not fully applicable or do not exist, e.g., relationships with subcontractors,

negotiating a fair settlement, determining contract status, and analyzing previous agreements

reached between Government representatives and contractors. The employee provides guidance

to prime contractors in the application of contract terms and conditions and in practices used in

settling contracts.

Factor 4, Complexity -- Level 4-5 -- 325 Points

Assignments involve application of the full range of Government termination and claim

settlement methods and techniques required to analyze, evaluate, negotiate, and settle, within

contracting officer delegation, a variety of contractor claims and/or settlement proposals,

unresolved issues, and equitable adjustments. Issues are complicated by:

-- A variety of contract types;

-- Disposal of Government property;

-- Cost analysis involving cost proposals, determining allowable costs, and determining

profit to be allowed;

-- Approval of subcontract settlements.

Decisions generally vary for each case and are, therefore, not applicable as precedents for

different types of contracts in different sets of circumstances. Decisions include consideration of

diverse factors, e.g., size and complexity of the business concern, extent of prime contractor's

cooperation, dollar amount of claim and/or proposal, involvement of subcontract claims and/or

proposals, promptness and approval of interim financing, unusual contractual provisions,

disposition of inventory, extent of contract completion, partial versus total termination, unsettled

claims, and extent of contractor's financial and management controls. Termination and

settlement decisions involve the planning of negotiation strategies and establishment of

settlement positions within current practices. The employee is required to apply resourcefulness

and sound business judgment in adapting, extending, or deviating from standard practices in

reaching fair and reasonable settlements.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the position is to serve as contracting officer in the evaluation, negotiation, and

resolution of contractual issues pertaining to contract terminations and/or claims. Terminations,

claims, or settlement issues range over the entire product and services line and affect the profit,

business posture, or manufacturing processes of contractors.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts outside the agency are with contractor's technical, financial or legal representatives,

managers, and executives. Other contacts are with subject-matter specialists such as auditors,

attorneys, and engineers within the agency and from other agencies. Contacts take place in a

moderately unstructured environment, and the roles and authorities of the parties are developed

during the course of the terminations settlements.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are for the purpose of developing sound contract settlement positions and negotiating

and resolving contract termination and/or claim settlements. The employee must be skillful in

obtaining a settlement acceptable to both parties and must reconcile diverse viewpoints, goals,

and objectives both within Government and with contractors. The contractors and their

representatives are frequently uncooperative since the issues frequently involve disagreements

on one or a variety of topics.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed primarily in office areas, conference rooms, and similar environments.

However, it may require some traveling, and visits to contractors' facilities and work

performance sites.

TOTAL POINTS -- 2890

CONTRACT PRICE/COST ANALYST, GS-1102-12, BMK #6

Duties

Performs price, cost, and financial analysis in a procurement or contract administration office.

Assignments typically involve a variety of proposals including those that have little pricing

precedent or prior experience, with some being further complicated by complex interdivisional

relationships within the corporation. Examples include: (1) initial production runs of major

items including systems and major components which have long-term contract performance of

more than two years; (2) research and development projects from initial studies through

prototype development to initial production; and/or (3) price redeterminations, contract changes,

and contract termination settlements involving similar items.

-- Analyzes contractor's projected estimated costs for reasonableness, reviewing in detail

the significant direct and indirect cost elements of material, labor, overhead, general and

administrative expenses, facilities, engineering, special tooling, packaging and packing,

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Contracting Series, GS-1102 TS-71 December 1983

transportation, and other costs which extend over the life of the contract. Analyzes costs

for allowability, allocability, and reasonableness. Provides a detailed documentation on

the contractor's methodology in arriving at the proposed cost of each element and

recommends agreement or disagreement with the proposed amount. Analyses generally

form the basis of the final price negotiation position for such elements and costs.

-- Reviews technical and audit reports on various cost elements, such as engineering,

start-up-labor, performance bonding, escalation factors, and profit to determine the

reasonableness of the various cost elements or justified exceptions in terms of such

factors as risk, extent of Government assistance, problems of capital investment, and

extent of subcontracting. Prepares a price/cost analysis report of conclusions reached.

-- Advises, as required, on price or cost analysis in the report of findings for: (1)

should-cost studies (i.e., an in-depth cost study of a contractor's total operation for a

specialized procurement action which takes into account whether the contractor has used

the most efficient manufacturing methods, considering all circumstances, in preparing the

proposal); (2) forward-pricing rate agreements (FPRA) negotiated between the contractor

and the Government to assure a reasonable projection of specified costs to be incurred in

future periods; or (3) conflicting or ambiguous statements contained in advisory audit and

technical reports. Establishes the prenegotiation pricing position, the final negotiation

objectives, and/or conducts the final price negotiation. Monitors contractor's policies,

procedures, and practices for managing and controlling contract costs.

B Evaluates contractor responsibility, analyzing the contractor's past performance, costs of

previous procurements, and/or standards and other techniques in producing like or similar

items. Evaluates the contractor's experience, production, and technical ability on current

and previous orders as to manufacturing, tooling, engineering, research and development,

overhead, general administrative expenses, and profit. Investigate the adequacy and

soundness of the firm's credit and financial position, which requires an evaluation of

financial statements commercial credit reports, cash flow, and guaranteed loans to

establish the contractor's financial capability to successfully perform the contract

requirements.

-- Forecasts price trends, economic factors, and efficiencies in production for future

accounting periods using analytical techniques such as random sampling, computerized

cost models, statistical graphs and learning curves; evaluates the effects on cost of

multiplant operations, fluctuating production volume engineering, tooling, preproduction

costs, compensation, pensions, and purchasing practices.

-- Conducts priced spare parts analysis to determine the reasonableness of prices in terms of

the sum of the prices of the parts in relation to the price of the end item. Considers

timing of spare parts purchases, volume of procurement, set up or tooling time, proposed

prices as compared to prices paid and quantities involved, indirect cost allocation

methods, end items or follow-on contract improvement/progress curve, wage and salary

data proration and aggregation of prorated overhead costs, type of contract, and

emergency conditions.

U.S. Office of Personnel Management

Contracting Series, GS-1102 TS-71 December 1983

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Specialized knowledge of cost and price analysis principles and techniques, and of business and

industry principles and practices, sufficient to analyze cost elements on a wide range of contract

proposals, modifications, or terminations.

Knowledge of contracts and the preaward and postaward procedures sufficient to structure and

recommend financial arrangements that provide incentives for efficient and economical contract

performance.

Knowledge of requirements sufficient to obtain and use reports from technical, production, audit

and other specialists in evaluating costs and establishing negotiation objectives.

Knowledge of economic, statistical, accounting, and financial analysis principles and techniques

(e.g., random sampling, learning curves, and computerized cost models) necessary to: (1)

analyze historical production and statistical cost data to evaluate the contractor's financial and

technical capability on current and previous orders; (2) analyze reports of auditors and evaluate

contractor's cost estimating and accounting systems; and (3) project price trends, isolate

economic factors, and evaluate efficiencies in production for all phases of the life cycle of the

procurement action.

Skill in communications techniques necessary to conduct preanalysis conferences between the

Government and the contractor, or between various Government personnel on contractor

proposals, to conduct or participate in negotiations, and to defend the price positions used in

negotiating cost elements.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor assigns cost and price proposals, and indicates priorities. The employee, in

consultation with the supervisor, plans () and coordinates the review, resolves issues as to the

reasonableness of the various cost elements, justifies exceptions, and formulates price

negotiation objectives to be recommended to the contract negotiator. The employee evaluates

and recommends contractor forward pricing rate and/or final overhead rate, as requested. The

employee keeps the supervisor advised of major or controversial issues and recommended

solutions. The employee has technical responsibility for the prices recommended. The

completed report is subject to selective review for effectiveness and acceptability within overall

policy limitations and program objectives.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal and agency procurement policies, regulations, and procedures which

set the parameters for cost and price analysis in areas of cost principles, profit allowable, and

incentives. Guidelines also include reports made by auditors and technical specialists which may

be incomplete, conflicting, or of limited use, e. g., identification of hybrid cost accounting

systems, unreliable areas of contractor's accounting systems, or failure of contractor to separate

corporate and divisional costs. Historical data and previous cost analyses are rarely applicable,

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Contracting Series, GS-1102 TS-71 December 1983

and when used must be modified because of changes in products, costs, and contract provisions

in their application to specific proposals. The employee uses initiative, creativity, and judgment

in selecting areas for review, interpreting data found, studying trends and patterns in the

contractor's business environment to project costs for contracts extending over a period of years,

or forecasting price trends, economic factors, and efficiencies in production for future accounting

periods.

Factor 4, Complexity -- Level 4-5 -- 325 Points

Assignments involve substantial depth of analysis of many different and unrelated factors and

processes for reaching a price recommendation on contractor's proposed cost elements. Contract

proposals contain such complexities as:

-- Contracts which extend over a period of years and require protecting cost data over long

periods of production or contract performance;

-- Lack of historical cost data or little precedent;

-- Analysis of costs involving complex corporate structures;

-- Procurements involving initial production of equipment, systems, or research and

development;

-- Existence of large numbers of subcontractors that require analysis in addition to the

proposal of the prime contractor.

Decisions are based on interpretations of price trends, assessment of economic and

socioeconomic factors, expenditure patterns of the contractor, production efficiencies, special

unusual or nonrecurring expenses, effectiveness of contractor's personnel utilization, and

soundness of credit and financial capability to perform contract obligations. The work requires

developing analytical approaches necessary to evaluate contractor proposals and applying

analytical methodology, such as random sampling and regression analysis, to develop a pricing

position. The work also requires extending techniques of translating or presenting data to reflect

the effects on cost of multiplant operations, production volume, engineering, tooling, and a

variety of business practices.

Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to provide in-depth evaluations of contractor cost and price proposals

to determine their reasonableness and to recommend pricing objectives for use in contract

negotiations for awarding initial contracts or for evaluating changes occurring during the

progress of the contract. This involves determining the extent of evaluation required, apprising

auditors and technical specialists of the depth of technical reviews needed, and evaluating the

financial ability of contractors to perform the contracts. The latter includes consideration of the

nature and timespan of the work to be performed, its impact on the productive capacity of the

contractor or the industry, and general industrial and economic developments in the specific

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Contracting Series, GS-1102 TS-71 December 1983

industry involved. Reports of findings and recommendations generally serve as the basic pricing

position in dealings with contractors, and affect the cost to the Government and contractors in

terms of costs and expenses allowed.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Personal contacts are with-contractors and their financial, technical, management, and executive

representatives; and with technical specialists, auditors, and contract negotiators and

administrators within the agency or from other Federal agencies. Contacts occur in a moderately

unstructured environment and include visits to contractor facilities and participation in

negotiations and conferences. The purpose and extent of each contact varies and the roles and

responsibilities of the various parties develop during the course of the review or negotiations.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to present or justify the Government's pricing objectives and to resolve issues as to

the reasonableness of cost elements. The employee participates in negotiations and conferences

between the contracting officers and contractors, or conducts price/ cost negotiations, as

required. Contacts with contractors are normally made to obtain and verify data, clarify

positions, review findings with contractor's executive personnel, explain the reasonableness or

unreasonableness of cost elements, and develop suitable alternatives. Some contractors are

uncooperative and require persuasion or other skillful approaches in gaining acceptance of

Government pricing positions.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The work is primarily sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The work is primarily performed in office areas, conference rooms, and similar environments.

However, it may require traveling and visits to contractor's facilities and work performance sites.

TOTAL POINTS -- 2890

PROCUREMENT ANALYST, GS-1102-12, BMK #7

Duties

The employee is responsible for the review of contracts and contracting actions for a variety of

supply, service, and/or construction contracts; for the development of guidance material; and for

providing technical advice to management and contracting officers at an activity procuring a

wide variety of items, the most complex of which include extensive negotiations involving cost

or pricing data and special or unusual contract terms. Requirements typically range from

standard items to specialized items, e.g., equipment or services needed to support a research and

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development activity; ADP equipment, software and related services; and/or alteration and repair

projects.

-- Advises management and contracting officers on matters pertaining to contracting

policies and procedures. Assistance is provided upon request regarding specific

situations or problems and upon receipt of changed procedures imposed by higher

headquarters involving regulations, laws, and good business practices.

-- Conducts reviews of contracts or contract changes within predetermined categories based

on dollar value, method of acquisition, and other factors. Reviews for appropriate

contract type, pricing provisions, selection of source, acquisition method, determinations

and findings, documentation, clarity of contract terms, propriety of cited funds, and need

for issuance of unpriced contractual documents. Locates errors and returns to buyer for

correction.

-- Develops guidance material for activity contracting personnel. Publishes informational

material to inform, clarify, and explain regulatory and policy changes, and to note

recurring errors observed during contract review.

-- Conducts training of contracting personnel to improve acquisition practices. Subjects are

chosen on the basis of need reflected during contract review or upon development of new

regulatory requirements.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 Points

Knowledge of preaward and postaward contracting policies and procedures to conduct reviews

of a full range of contracts, contracting plans, and contract changes for propriety of acquisition

method, contract type, and documentation.

Knowledge of commercial business and industrial practices (e.g., commercial subcontracting,

procurement of raw materials, and costing techniques) related to the items procured sufficient to

analyze cost breakdowns and contract proposals.

Knowledge of regulations, statutes, and related material to develop local supplements and

operating instructions.

Skill in written and oral communications sufficient to prepare written guidance and decisions; to

explain and defend decisions to contracting personnel, contractors, or higher level reviewing

officials; and to conduct training.

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Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Supervisor assigns basic area of responsibility for contract review and for other assignments.

The employee, in consultation with the supervisor or in accordance with established practices,

initiates required contacts, obtains required information, selects and applies precedents, and

recommends actions or decisions. The employee is responsible for coordination with technical

personnel and for the technical accuracy of findings. Work is reviewed on the basis of

effectiveness and results achieved, including recommendations and assistance provided. Written

material is subject to review prior to publication.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines consist of all pertinent and available directive material from higher echelons and

local authority. This includes procurement regulations, directives, Comptroller General decision,

and other legal precedents. The employee exercises judgment to insure uniform application of

guidelines by contracting personnel, including correct () application among closely related or

seemingly conflicting directives. The employee serves as technical advisor on the interpretation

of guidelines and devises local instructions or procedures to implement new regulations or to

provide guidance for special problems.

Factor 4, Complexity -- Level 4-4 -- 225 Points

The work involves adapting and devising techniques to cover a range of contracting actions, and

analysis of a variety of contracting issues. The employee reviews and evaluates the quality of

buyer's decision on a wide variety of contracts some of which involve such complexities as:

-- Sole source procurements;

-- Detailed work specifications unavailable;

-- Engineering, prototype development, and testing requirements;

-- Inclusion of special provisions, e.g., Government-furnished property, quality assurance

inspections, and similar terms and conditions;

-- Use of fixed-price and cost contracts, some with incentive provisions.

Decisions must be responsive to local requirements while complying with all directives and legal

requirements. Decisions vary for each situation because of differing considerations, e.g.,

different contractors, item requirements, contractual provisions, business systems and

environments. Requests for deviations from prescribed regulations (e.g., protests and mistakes

in bids, disputes determinations, and determinations of nonresponsibility) require assessment of

unusual conditions or analysis to identify mitigating circumstances and result in

recommendations for action by higher approval authority. Contract reviews also reveal trends

and common problems, and require the employee to develop additional guidance or revisions to

operating procedures.

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Factor 5, Scope and Effect -- Level 5-4 -- 225 Points

The purpose of the work is to improve the accuracy and consistency of the activity contracting

program by providing staff review of a wide range of contracting actions. Responsibility

includes developing new approaches, modifying techniques, and providing material for guides

and standards to be used by activity contracting officers and specialists. The employee analyzes

specific issues, identifies recurring problems, analyzes regulatory changes and develops

implementing procedures, and provides advice as a consultant to contract specialists and

management. The work affects the quality of contracting work performed by other specialists

and the legal and regulatory sufficiency of the contracting program.

Factor 6, Personal Contacts -- Level 6-2 -- 25 Points

Contacts are chiefly with employees of the activity representing different parts of the acquisition

process, e.g., contracting officers, technical and management officials, accounting, legal and

other staff offices, and representatives from higher headquarters. The interests of all parties are

clearly defined.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts require skill to influence, motivate, or persuade contracting officers or specialists to

modify contractual plans, comply with new procedures, or correct contractual deficiencies.

Contacts with top activity management officials require skill in justifying recommended

deviations from regulations or gaining acceptance of revised procedures. Contacts with

co-workers, in response to requests for guidance on contractual problems or to conduct training

session, involve cooperative efforts toward achieving mutual goals.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is primarily sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed primarily in office areas and conference rooms.

TOTAL POINTS -- 2755

CONTRACT SPECIALIST, GS-1102-13, BMK #1

Duties

Serves as contract specialist responsible for preaward and postaward functions involving highly

specialized procurements of significant importance to the agency. Requirements typically

involve systems or programs such as:

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(1) Research, development, and production of extensive, specialized equipment or systems.

Examples include state-of-the-art electronic guidance and control systems, radar systems,

switching or transmission equipment for a nationwide communications network,

technologically advanced gun mounts or missile launchers, ground reconnaissance

vehicles, aeronautical equipment, a telemetry system for a new spacecraft, or extensive

ADP systems such as systems software for nationwide teleprocessing networks. Or,

(2) Research and development on long-term social, economic, environmental, or health

problems for which there is little meaningful experience or precedent data available.

Examples include a multiphased minerals and mineral-related studies program involving

basic data collection, research and development, and experimental research; a major,

multiple year research program involving basic research, production of highly specialized

chemical compounds, scientific instrumentation, and equipment for which there is no

experience or firm specifications available; or demonstration projects involving

feasibility or validity studies, design, and prototype or model fabrication for urban mass

transportation systems.

-- Performs procurement planning. Identifies within assigned major program(s) those

large-scale subsystems, components, equipment, and services to be acquired by contract.

Develops procurement objectives for the program in terms of competition and price

range, and constructs the contractual vehicle including use of pricing arrangements,

subcontracting policy, bet-aside policies, and similar considerations. Prepares and

maintains current acquisition plans, appropriate milestone charts, and related schedules.

B Serves as advisor to program officials in procurement planning meetings. Advises

program officials of the procurement objectives to be used, and assists in the preparation

of statements of work. Prepares determinations and findings and solicitation documents.

Performs detailed analyses of all elements of cost in contractor proposals, and makes

competitive range determinations. Conducts preproposal conference(s) with prospective

contractor(s) to arrive at a clear understanding of what is required under the proposed

contract. Obtains appropriate data from business and technical officials. Issues necessary

modifications to clarify questions concerning such topics as specification changes,

language ambiguities, or clarification of contract clauses. As required by the lack of

meaningful cost and price information, explores new or innovative contracting

approaches to arrive at an equitable contract arrangement.

-- Serves as lead negotiator. Plans the negotiation strategy, coordinates strategy with

negotiation team, and leads the negotiations which are conducted with contractors to

develop the contract prices and terms. Awards the contract.

-- Performs contract administration. Responsibilities typically include incremental funding,

preparation of rate and cost adjustments, redirection of effort, coordination of time

extension, incorporation of change orders, issuance of stop work orders, issuance of cure

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notices or show cause letters, monitoring of Government property reporting, approval of

progress payments, final payment, and contract closeout.

-- Terminates contracts for the convenience of the Government or default by the contractor.

Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 points

Knowledge of the principles of acquisition planning sufficient to develop and implement a plan

to procure a multiyear program or system involving successive program stages.

Knowledge of contract administration and termination techniques sufficient to administer and

close out contracts.

Knowledge of price/cost analysis techniques, such as learning curve analysis and cost estimating

relationships, sufficient to evaluate contractor proposals and prepare a prenegotiation position.

Knowledge of contract types, methods, and techniques including cost and incentive contracting,

award fee, cost sharing arrangements, processing of unsolicited proposals, multiple awards,

special provisions relating to proprietary rights, and rights in data. Contracts are normally

negotiated.

Knowledge of the regulations and techniques of source selection sufficient to conduct a

selection.

Skill in negotiation techniques to conduct contract negotiations and to meet and deal with high

level business, industry, scientific, and/or Government officials.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Supervisor assigns work in terms of overall procurement programs to be accomplished. The

employee, in consultation with the supervisor, establishes and executes a work schedule,

insuring that the necessary planning, coordination, approvals, negotiation, and other

requirements are completed in a timely manner so as not to delay award of any assigned

contracts. Establishes clear objectives and necessary priorities to achieve these objectives.

Submits negotiation plans to supervisor or higher levels for review prior to negotiation.

Conducts negotiations independently. Advises supervisors of potential problems or slippages in

the program. Work review is made through status reports prepared by the employee and used

primarily by management to keep informed.

Factor 3, Guidelines -- Level 3-5 -- 650 Points

Guidelines consist of Federal and agency contract laws, regulations, and policies. Guidelines

provide general contracting methods and requirements, but do not have specific applicability to

the particular procurement and the wide variety of situations encountered. For example,

extensive judgment and originality are required in planning the procurement strategy for large

scale acquisition programs or systems, in structuring the contract to provide economic incentives

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and flexibility for future contract changes, and in resolving administrative problems which arise

during the life of the contract. The employee frequently develops new approaches and writes

new conditions or clauses to resolve specific situations.

Factor 4, Complexity -- Level 4-5 -- 325 Points

The work consists of managing acquisition programs for highly complex or state-of-the-art

systems, programs, and equipment that are not well defined and span successive program stages.

Typical complexities include:

-- Design instability in the early phases of the acquisition cycle, resulting in frequent design

and performance changes;

-- Difficulty in developing time schedules;

-- Lack of precedent and cost data;

-- Use of wide variety of cost and fixed-price contracts an broad range of complex terms

and conditions including cost sharing arrangements, incentive formulas, progress

payments, and escalation clauses;

-- Multiple year, long-term contracts;

-- Sole source negotiating environments;

-- Use of extensive cost analysis to determine reasonableness;

-- Programs involving several contracts with the same or different contractors, and changes

to one contract frequently affecting other contracts;

-- Extensive use of subcontracts.

Decisions involve uncertainties or problems, such as questionable financial responsibility,

production scheduling, deficient performance, economic instability, and complicated segments

of complex programs. The employee interprets technical, legal, and audit decisions, and analyzes

their impact on the procurement. The employee identifies trade-offs and alternate courses of

action.

Factor 5, Scope and Effect -- Level 5-5 -- 325 Points

The purpose of the work is to negotiate and administer contracts to procure a program or system.

This involves developing new approaches or innovative acquisition plans, source selection plans,

negotiation strategies, and contract terms, conditions, or financial arrangements which may serve

as models for future major systems acquisitions. The employee's recommendations are accepted

as authoritative and serve as the basis for committing the agency or activity to courses of action

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on projects which are of multiyear duration, set precedents, and directly affect the economies of

various areas and segments of the private industry complex.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts outside the agency are with company or corporate officials or with State or municipal

Government executives in negotiations in unstructured settings. Occasional contacts are with

congressional offices or the General Accounting Office on specific claims or protests. Contacts

within the agency include managers and program officials, contract review staff, small and

minority business advisor, legal and patent counsel, and budget and finance staff.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to negotiate contracts with industry officials and to resolve problems which arise

during the performance of the contract. Contacts within the agency are to analyze complex

procurement issues, advise program officials of procurement procedures, and insure a proper and

supportable course of action. Contacts with higher level organizations are to clarify issues

surrounding procurements or to respond to requests for information.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is mostly sedentary, but there is some walking required during visits to contractor

facilities.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is usually performed in an office setting although there are occasional visits to contractor

plants to conduct factfinding, preaward surveys, reviews, and negotiations.

TOTAL POINTS -- 3490

CONTRACT ADMINISTRATOR, GS-1102-13, BMK #2

Duties

The employee has contracting officer authority for contract administration functions in a

contractor or Government facility. Contracts typically extend over several years and cover

research, development, testing, and production of complex equipment systems or other complex

programs, services, or construction. Examples include a series of contracts for a variety of

complex services or material; or contracts covering a single coordinated project, such as a radar

defense system.

-- Performs continual planning to integrate the actions involving contractual obligations and

responsibilities of both the Government and the contractor.

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-- Develops and maintains systems to evaluate and monitor contractual performance related

to such areas as delivery, cost, amount of progress or advance payments, effective use of

Government- furnished property, scheduling and usage of facilities, and management of

overhaul or maintenance and repair efforts. Identifies potential areas of production

difficulties, cost overruns, and need for future funding requirements. Initiates appropriate

remedial action to avoid or minimize delays.

-- Assures contractor's compliance with Cost Accounting Standards and other applicable

laws and regulations which entails analysis and negotiation of impact statements, of

noncompliances with cost accounting standards requirements, or of accounting system

changes. If no equitable agreement can be reached, issues unilateral determinations

which, if appealed by the contractor, must be fully supported, justified, and defended

before appeals boards or in courts of law.

-- Negotiates forward-pricing rates agreements after analyzing elements such as the various

expense pools, labor rates, contractor's business volume forecast, economic conditions,

business trends, union agreements, local labor market conditions, and inflation rates.

Analyzes and negotiates overhead rates after developing the Government position on the

reasonableness, allowability, and allocability of incurred costs.

-- Evaluates adequacy of contractor's business management systems in terms of

Government contracting requirements. These business systems include insurance,

estimating methods, pensions, employee compensation plans, purchasing and

subcontracting procedures, and accounting methods, procedures and practices.

-- Consents to placement of subcontracts after considering elements such as the technical

capability of prospective subcontractors, reasonableness of proposed costs and profit or

fee, type of contract, degree of competition, need for small and disadvantaged business

involvement, and compliance with applicable laws and contractual provisions.

-- Plans and conducts postaward conferences to ensure compliance with, and full

understanding of, contractual requirements and to preclude unauthorized changes or

alterations in contract provisions.

-- Incorporates changed contract requirements or settles issues that develop after contract

placement, e.g., equitable adjustments in price and/or delivery schedule for unilaterally

directed changes in the work, for damages suffered by the contractor due to late delivery

or defective condition of Government furnished property, for increases or decreases in

taxes included in the contract price, or similar conditions.

-- Determines allowability of costs claimed under cost contracts, including evaluation of a

large number of subcontractor claims.

-- Serves as team leader over a variety of functional specialists, such as auditors, cost

accountants, engineers, scientists, cost analysts, and attorneys to prepare the Government

position and conduct negotiations with the contractor.

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Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 Points

Specialized knowledge of contract administration policy and procedures sufficient to monitor

contractor performance on complex contracts covering major systems or extensive programs.

Knowledge of business and industry practices sufficient to evaluate, monitor, and maintain

uniform management controls over the prime contractor's performance, and to provide direction

and leadership as the Government's principal postaward representative with authority to commit

the Government.

Knowledge of negotiation techniques to serve as team leader over engineers, auditors, cost

accountants, attorneys, industrial security specialists, transportation specialists, cost analysts, and

scientists in the negotiation and settlement actions involving significant Government and

contractor program obligations. This includes negotiating major unsettled change proposals,

special agreements, and pricing arrangements.

Knowledge of cost and pricing techniques to negotiate and act on a variety of pricing and special

agreements, including final overhead rate agreements which have a financial impact on a large

number of contractual actions. This includes, as necessary, knowledge to ensure implementation

and administration of cost accounting standards.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

The supervisor assigns contractors and contracts for administration, and provides policy

guidance. The employee, in consultation with the supervisor or within delegated limits, plans

and performs the range of contract administration duties, including analyzing, negotiating,

settling, and executing contractual agreements, issues, or problems. The employee generally

determines the approach taken and methodology to be used, and negotiates significant contract

administration issues pertaining to large contracts, business systems, programs, or contractor

operations. Results of the work are normally accepted without change. Review concerns

fulfillment of contract management and overall policy and program objectives.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines include Federal and agency acquisition regulations, socioeconomic policies, legal

precedents, and the awarded contract(s) which state the parameters for reaching settlement or

unilateral decision. Guidelines are frequently inadequate in providing criteria for resolving

problems which arise, such as evaluating unusual payment requests. The employee uses

ingenuity and originality in interpreting, applying, and deviating from established procedures or

techniques for the purpose of establishing negotiation strategies or positions, and for reaching

settlement agreements.

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Factor 4, Complexity -- Level 4-5 -- 325 Points

Assignments include delegated authority for planning, coordinating, and administering long-term

contracts for systems or programs on which significant accountability and management control

are required Complexities typically include:

-- Equipment or systems which are at or near the research state;

-- Complex contracts with numerous special terms and conditions;

-- Extensive subcontracting;

-- Negotiating in sole source situations;

-- Indepth use of price and cost analysis including negotiation of forward pricing

agreements and overhead rates;

-- Frequent changes in specifications during the life of the contract;

-- A considerable amount of spare parts provisioning on new or advanced equipment;

-- Use of a significant amount of Government-furnished property.

Decisions involve the interpretation, analysis, evaluation, and negotiation of issues involving

uncertainty in approach or requiring substantial depth of analysis. Examples include modifying

major provisions of long-term contracts, including evaluating the effect on other contracts or

subcontractors; identifying and solving problems that threaten to impede contract performance;

planning negotiation positions and strategies; negotiating and executing a variety of significant

contract changes, other contractual actions, or management agreements; and approving

management control and information systems.

The work requires the development of innovative approaches or modified techniques to resolve

the numerous situations which arise over a multiple year period. The employee also develops

new information or special criteria involving contractual changes and modifications since each

contractual action is unique.

Factor 5, Scope and Effect -- Level 5-5 -- 325 Points

The purpose of the work is to serve as contracting officer in the administration of multiyear

contracts, which includes monitoring and evaluating contractor performance, negotiating and

executing contract changes, authorizing payments, and resolving postaward issues. This

involves analyzing the extent of the contractor's business volume and expense pool forecasts; the

impact of new contract requirements on the contractor's capability; the scope of research,

development, and investigative efforts; and the effects of cost accounting standards and changes

on the contractor's accounting and other business systems. The employee resolves critical

problems that develop after contract placement, such as: (1) equitable adjustments in price and

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delivery schedule for unilaterally directed changes in the work; (2) equitable adjustment in the

contract price and/or delivery schedule if the contractor suffers damage for reasons such as late

delivery or defective condition of Government furnished property or technical data; (3) major

increases in the total estimated cost limitation; (4) price adjustment if taxes included in the

contract price are either increased or decreased; (5) significant price adjustment in accordance

with the Economic Price Adjustment clause/provision; and (6) other major or controversial

contract changes.

Contract administration affects the progress and timely completion of the contract, the costs and

profit of the contractor through price adjustments and negotiations, the contractor's management

systems or activities associated with contractual requirements, and contributes to the

accomplishment of a significant agency project.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts are with contractor's officials (e.g., presidents, senior vice-presidents, contract

managers, and controllers) and with agency () specialists such as auditors, attorneys, and

engineers. Contacts are generally established in a moderately unstructured setting, with the

authorities of the parties being identified during the negotiation or resolution of the problem.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are for the purpose of monitoring, evaluating, and resolving matters of contractor

performance, management, and progress. To obtain a fair and reasonable solution, the employee

must negotiate issues with the contractor. Assignments also involve contacts with management

officials within the agency for establishing settlement objectives and/or planning negotiation

strategies. The employee must be skillful in obtaining compliance with contractual terms and in

resolving differences.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

Work is primarily sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Work is performed primarily in office areas, conference rooms, and similar environments.

However, it may require some traveling and visits to contractor's and Government facilities and

work-performance sites.

TOTAL POINTS -- 3290

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PROCUREMENT ANALYST, GS-1102-13, BMK #3

Duties

The employee is responsible for the analysis and evaluation of contracting matters, and the

initiation, development, and recommendation of contracting policies, procedures, guidance, and

control for subordinate contracting activities within a department or agency.

Initiates, develops, and recommends contracting policies and procedures for the guidance and

control of subordinate contracting activities. Evaluates and recommends disposition on

requested waivers to statutory requirements.

Reviews, evaluates, and provides specific guidance concerning contracting policies and

procedures relative to Government facilities, special tooling, special test equipment, component

breakout, warranties, recovery of nonrecurring costs, high dollar spare parts breakout program,

industrial preparedness, production planning, and interdepartmental coordinated procurements.

Participates in the development of policy as a representative to special task groups within the

agency or department. Develops position papers relating to various phases of contracting.

Provides advice and guidance on contracting matters to project managers and contracting

officers at subordinate contracting activities.

Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 Points

Knowledge of Government contracting laws and policies including techniques of contracting

operations, detailed procedures of department contracting requirements, and familiarity with the

practices of business and industry sufficient to develop policies and provide guidance to

subordinate activities.

Analytical skill sufficient to evaluate audit reports, regulations, and other relevant material as a

basis for developing and implementing departmental guides or procedures.

Skill in oral communications to present sensitive recommendations to higher authority, to obtain

compliance with policies from subordinate activities, and to represent the department or agency

on task forces.

Skill in written communications sufficient to develop and publish departmental regulations and

other material.

Factor 2, Supervisory Controls -- Level 2-4 -- 450 Points

Work is generally assigned to the employee by the supervisor in terms of a project or problem

requiring investigation. The employee, in consultation with the supervisor, plans the approach to

be taken, determines the depth of analysis required, evaluates alternatives, and develops

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recommended solutions, including identifying the need for policy changes. The employee keeps

the supervisor advised on an informal basis of progress achieved or of controversies anticipated.

The employee's work, critical actions, and decisions are viewed for general effectiveness and

attainment of objectives by the supervisor and higher authority, as appropriate.

Factor 3, Guidelines -- Level 3-4 -- 450 Points

Guidelines used by the employee include procurement regulations, Executive orders, and

departmental directives and instructions. The guidelines provide general guidance in the

functional areas assigned. The employee interprets and applies the guidelines to policy issues

and provides direction to subordinate contracting activities. The employee proposes new

policies or procedures based on investigations performed or on trends and patterns identified.

These investigations consist of analyses of reports, regulations, and other material for

applicability to operational requirements and existing contracting practices.

Factor 4, Complexity -- Level 4-5 -- 325 Points

The employee is responsible for the review, analysis, and recommendation of contracting

procedures or policy revisions covering a variety of contracting issues for the department or

agency. Responsibilities includes the initiation, development, and recommendation of

contracting procedures for the guidance and control of subordinate contracting activities

throughout the department or agency; the evaluation and recommended disposition of requested

waivers to statutory requirements or deviations from regulatory requirement including those

requiring approval by higher authority; and analysis and recommendation of departmental

positions on a variety of contracting matters, such as assessing the impact of action required in

response audit reports. In addition to special projects assigned, the employee has specific

responsibility for departmental or agency contracting procedures relating to Government

facilities, special tooling and test equipment, motion picture contracting, warranties, recovery of

nonrecurring costs, industrial preparedness, and coordinated procurement.

The employee serves on interdepartmental or interagency contracting policy task groups and

subcommittees. The employee also serves as the alternate contracting representative in

specialized contracting area such as those pertaining to the development, implementation, and

coordination of policies and procedures concerning international acquisition, production

agreements, and foreign sales or purchases.

The work is complicated by the necessity for refining general objectives into precise policies,

directives, and procedures that are applicable to the work being performed. The employee must

analyze new policies to determine the extent of their influence upon other policies and

procedures and whether such effects have an adverse impact on the overall regulatory and policy

objectives of the departmental contracting program. The employee devises techniques to

facilitate the implementation of policy changes at subordinate contracting activities.

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Factor 5, Scope and Effect -- Level 5-5 -- 325 Points

The purpose of the work is to develop new or improved contracting procedures to implement

provisions into the departmental or agency contracting function pursuant to statutes, Executive

orders, operational requirements, and requirements emanating from other sources. The work

affects numerous subordinate contracting offices in improving responsiveness to customer

requirements and insuring that mission responsibilities are met and maintained. Policy and

guidance provided contribute to the effectiveness of the department's contracting program and

provide criteria for measuring and insuring adequate performance.

Factor 6, Personal Contacts -- Level 6-3 -- 60 Points

Contacts include managers, contracting and technical representatives from other Federal

agencies, top level management within the agency, project managers, contracting officers and

other contracting personnel in subordinate activities of the department or agency. Contacts

frequently occur in moderately unstructured settings and are usually held to resolve problems or

obtain outside viewpoints. The purpose and extent of each contact differs according to the role

of the person and the organization represented.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 Points

Contacts are to provide guidance to subordinate activities, to coordinate and persuade

contracting activities on the implementation of policy or procedural changes, and to determine

their potential effect at the operational level. The employee's participation in task groups or

meetings is to assure consistent interpretation and implementation of Government contract

policy throughout the department or agency contracting system.

Factor 8, Physical Demands -- Level 8-1 -- 5 Points

The employee's work is sedentary.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

The employee's work is normally performed in an office setting. Occasional travel may be

required to field activities for factfinding, activity review, and determination of activity

performance.

TOTAL POINTS – 3290

CONTRACT SPECIALIST, GS-1102-14, BMK #1

Duties

Serves as contracting officer with unlimited signatory authority for a significant system or

program characterized by: (1) large funding levels and a commitment period extending over a

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long period of time (approximated five years); (2) the magnitude and terms of the contract

substantially impact on the economic well-being of the company or subsidiary of a corporation;

(3) the agency head monitors progress due to criticality and visibility of the program; (4) the

final product is a complete state-of-the-art system, such as a missile system or fire control

system, to be used with other existing or concurrently procured systems to yield a major system

such as a ship or aircraft, or other agencywide strategic or tactical weapons program, e.g., the

agency airlift program. The specialist has complete authority for all contractual actions and

phases of the program including initial planning, requirements definition, advanced and

engineering development, testing, prototype procurement, initial production, full production,

spare and repair parts, integrated logistics support, software support, technical data, off-line

product improvement, sustaining engineering, training equipment and materials. Work includes a

range of contract specializations such as negotiation, cost and price analysis, and administration.

-- Plans, develops, and establishes the contractual strategy for the overall acquisition

program. Develops a prenegotiation position, determines the types of contracts and

negotiation authority to be used, and prepares justification.

-- Functions as team leader during contract negotiations. Coordinates with the engineering

and production departments, legal counsel, audit, and subordinate activities. Personally

negotiates the majority of contracts. Assigns portions of the contract to subordinate

activity contract specialists.

-- Directs the full range of contract administration actions required for the acquisition

program, including the issuance of contract modifications, negotiation of changes,

exercise of options, investigation and resolution of contractor delays, contractor

performance appraisal, subcontractor surveillance, disposition of claims, and similar

matters.

-- Serves as principal contracting advisor to the program management office, and represents

the agency or department as the program's contractual authority at conferences and

meetings.

Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 Points

Mastery of procurement regulations and contracting principles including the latest procedures

and techniques, e.g., sophisticated pricing arrangements, cost accounting, and life cycle costing

sufficient to plan, develop, implement, maintain, and administer all contractual aspects of a

systems acquisition program; to develop innovative contractual language, terms and conditions;

and to serve as program contractual authority and advisor on the acceptability and applicability

of contractual matters related to the assigned acquisition program.

Skill in managerial and coordinative activities sufficient to contract a variety of contractual

actions occurring concurrently, in an overlapping fashion, or sequentially and to control several

simultaneous interrelated contracts with different contractors.

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Mastery of negotiation techniques to serve as the lead negotiator in developing prenegotiation

strategy, in conducting negotiations for the acquisition of a system, and in directing or

performing postaward negotiations involving contract changes or modifications.

Knowledge of related disciplines and functions involved in the systems acquisition process, such

as design or systems engineering, integrated logistics support, financial management, and their

interrelationships with contracting.

Factor 2, Supervisory Controls -- Level 2-5 -- 650 Points

The supervisor delegates responsibility for contractual matters pertaining to the assigned systems

acquisition program. The supervisor is available for consultation on program objectives,

budgetary constraints, and procurement policy interpretations. The employee is delegated

unlimited authority for planning and carrying out the contractual activities required, including

interpreting, extending, originating, or devising new contractual provisions, incentives, clauses,

terms, and conditions. Contractual decisions and recommendations of the employee are

normally accepted as authoritative, although higher level agency or departmental review may be

necessary for some phases of the systems acquisition, as directed by law. Because of the

employee's recognized technical expertise in contracting, the employee is able to obtain verbal

advance approval from higher level governing bodies to proceed with contractual action in cases

determined critical by the employee.

Factor 3, Guidelines -- Level 3-5 -- 650 Points

Guidelines include procurement laws, Federal regulations, and agency contracting directives and

policies. These guides are only generally applicable to the work, as the state-of-the-art

technology generates unusual and unique contractual problems. Therefore, the employee

exercises initiative, resourcefulness, and experienced judgment in interpreting and applying such

guides, as well as in developing and implementing solutions to problems that are unique and

outside the scope of current written guidelines. For example, problems surface in previously

undefined areas involving award-fee contracting, development of leasing agreements,

design-to-cost option clauses, use of fixed-price contracting on research and development

requirements, for which the specialist must develop essentially new or modified techniques for

obtaining effective results.

Factor 4, Complexity -- Level 4-5 -- 325 Points

The work involves planning, directing, and coordinating contractual actions involved in a

sophisticated and technologically advanced systems acquisition program. Complexities in

assigned systems acquisition programs include:

-- Requirements involving a number of separate elements;

-- Long-term contractual efforts (e.g., up to five years);

-- No previous cost history data;

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-- Involvement of several different contractors and numerous subcontractors;

-- Coordinating the efforts of various subject-matter specialists engaged in the acquisition

program (e.g., engineers, production specialists, legal advisors, auditors, logistics

management specialists, and financial managers);

-- Requirement for concurrent, overlapping, or sequential contractual actions in order to

maintain the acquisition schedule and to take advantage of technological advancements;

-- Interrelated contracts with several different contractors where in a change in one contract

precipitates changes in the others.

Decisions at each phase of the acquisition process require the analysis of alternatives,

consideration of technological advances, evaluation of program and technical needs, evaluation

of time constraints, and determination of cost. The employee is responsible for devising

sophisticated pricing arrangements and for managing all contractual aspects of the systems

acquisition process.

Factor 5, Scope and Effect -- Level 5-5 -- 325 Points

The primary purpose of the position is to plan, negotiate, and manage, as contracting officer, the

procurement of a self-contained, highly sophisticated, technologically advanced special-purpose

item, such as a missile system, fire control system, navigation system, guidance and control

system, or similar systems. These systems will comprise a significant part of existing,

newly-procured, or future major systems, such as a ship, aircraft, tank, or others. Work

performed, decisions made, and solutions devised affect the timely procurement of the system or

program, and its interface with other systems or programs. Some decisions, such as contract

award or termination, have a substantial impact on a company's financial, production, or staff

resources.

Factor 6, Personal Contacts -- Level 6-4 -- 110 Points

Contacts are with all levels within the agency, and with other agencies, congressional staff

members, corporate level officials of () major industrial firms, and high level foreign government

officials. The employee represents the agency and in some cases the United States Government

on interagency task forces at national and international conferences dealing with the contractual

aspects of major systems acquisition programs. Such conferences are typically arranged in

advance and are attended by top level representatives of external organizations.

Factor 7, Purpose of Contacts -- Level 7-4 -- 220 Points

Contacts are to serve as lead negotiator, responsible for planning and negotiating contracts and

contractual changes for long-term major systems or programs. This involves meeting with

program managers and technical specialists to plan the procurement strategy, conducting

preaward and postaward meetings with offerors and contractors to explain requirements and

provisions, leading negotiations, and resolving postaward problems including the resolution of

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controversial problems on own authority throughout the preaward and postaward phase. The

employee represents the agency or department on interagency task forces or conferences dealing

with the contractual aspects of major systems acquisitions.

Factor 8, Physical Demands -- Level 8-2 -- 20 Points

The employee's work is sedentary in nature, although negotiations on a regular and recurring

basis require longer than an eight hour day and include intensive negotiation sessions of four

hours or longer without a rest period. The work requires above-average resistance to fatigue.

Factor 9, Work Environment -- Level 9-1 -- 5 Points

Although the majority of work is performed in an office setting, the employee may visit

contractor plants to review equipment and production runs, facility construction requirements,

and to evaluate progress and performance.

TOTAL POINTS – 3855

GLOSSARY OF TERMS

The following glossary has been prepared to assist users in their understanding of this standard

and of the contracting function. This glossary is not meant to provide complete and technical

definitions, especially as would be applied by specialists of the series.

ADMINISTRATIVE CONTRACTING OFFICER (ACO): A contracting officer authorized to

perform postaward contract administration duties to monitor contractor's performance, and to

perform postaward contractual functions delegated by the procurement office.

ADVANCE PROCUREMENT PLAN: A plan for procurement accomplishment showing the

method of procurement, the general timetable, and the expected price the Government must pay.

May also be termed Advance Acquisition Plan. Basically, a plan to fill the need in the most

economical, timely, effective, and efficient manner.

ALLOCABLE COST: A cost which is assignable or chargeable to one or more cost objectives

in accordance with the relative benefits received or other equitable relationships defined or

agreed to between contractual parties.

ALLOWABLE COST: A cost which meets the test of reasonableness, allocability, consonance

with standards promulgated by the Cost Accounting Standards Board (if applicable), or which

otherwise conforms to generally accepted accounting principles, specific limitations or

exclusions set forth in ASPR XV, or agreed-to terms between contractual parties.

AUDIT: The systematic examination of records and documents and/or the securing of other

evidence by confirmation, physical inspection, or otherwise, for one or more of the following

purposes: determining the propriety or legality of proposed or consummated transactions;

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ascertaining whether all transactions have been recorded and are reflected accurately in

accounts; determining the existence of recorded assets and inclusiveness of recorded liabilities;

determining the accuracy of financial or statistical statements or reports and the fairness of the

facts they present; determining the degree of compliance with established policies and

procedures relative to financial transactions and business management; and appraising an

accounting system and making recommendations concerning it.

"BASED ON" PRICE: A price which is "based on" established catalog or market prices of

commercial items sold in substantial quantities to the general public when the item purchased is

sufficiently similar to the commercial item to permit the difference between the prices of the

items to be identified and justified without resort to cost analysis.

BAILMENT: The lending of government-owned property to a contractor for the performance of

a contract.

BASIC AGREEMENT: Not a contract, but a written instrument of understanding executed

between a department or procuring activity and a contractor, which sets forth the negotiated

contract clauses to be used by the parties during the term of the basic agreement. These clauses

are incorporated by reference in any formal contractual documents executed between the parties,

as appropriate. Basic agreements may be used with fixed-price or cost-reimbursement contracts.

BASIC ORDERING AGREEMENT (BOA): An agreement, not a contract, which includes a

description, as specific as practicable, of the supplies to be furnished or services to be performed

when ordered, and a description of the method for determination of the prices to be paid to the

contractor for the supplies or services. Lists the offices authorized to issue orders under the

agreement. (It may be used as a means of expediting procurement where specific items,

quantities, and prices are not known at the time of the execution of the agreement.)

BLANKET PURCHASE AGREEMENT (BPA): A method for the Government to fill purchase

requirements for related supplies, material, equipment, or services by establishing "charge

accounts" with established sources of supply. The BPA includes certain conditions and

provisions which have been negotiated and agree to in advance among the Government and

established sources of supply. Once issued, the BPA allows the Government to make frequent

purchases or calls, verbally or in writing thereunder, and to receive one monthly bill for all

supplies or services purchased. The BPA is the least administratively costly contractual

instrument issued by the Government.

BUREAU: The second highest organizational level of an agency having delegated Head of a

Procurement Activity authority. This level also includes organizational titles such as Command,

Center, Service, and Institute (e.g., Military Systems Command, NASA's Centers, Department of

Agriculture's Services, Health and Human Resources, Institutes, etc.).

CHANGE ORDER: A written order signed by a contracting officer, directing the contractor to

make changes under the changes clause of the contract authorizing the contracting officer to

order a change within the scope of the contract without the prior consent of the contractor,

subject, however, to an equitable adjustment to the contractor (see constructive change).

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COMMERCIAL ITEM: An item, including both supplies and services, of a class or kind that is

(1) regularly used for other than Government purposes and (2) is sold or traded in the course of

conducting normal business operations.

A commercial item is "sold in substantial quantities" when the facts or circumstances support a

reasonable conclusion that the quantities regularly sold are sufficient to constitute a real

commercial market for the supplies or services. An item is sold "to the general public" if it is

sold to other than affiliates of the seller for end use by other then the Government.

COMPETITION: An environment in which the buyer stimulates or relies on conditions in the

marketplace that cause independent sellers to contend confidently for the award of a contract.

COMPETITIVE NEGOTIATION: A negotiated procurement that (1) is initiated by a Request

for Proposals, which sets out the Government's requirements and the criteria for evaluation of

offers, (2) contemplates the submission of timely proposals by the maximum number of possible

offerors, (3) usually provides discussions with those offerors found to be within the competitive

range, and (4) concludes with the award of a contract to the one offeror whose offer, price and

other factors considered, is most advantageous to the Government.

COMPETITIVE RANGE: A range appropriate to the post evaluation, preaward phase of

negotiated procurements. Determined by the contracting officer on the basis of price, cost, or

technical and other salient factors. Unless excepted by circumstances, it is prescribed by

departmental or agency regulations. The contracting officer must conduct written or oral

discussions with all responsible offerors who submit proposals within the competitive range.

CONSTRUCTIVE CHANGE: During contract performance, an oral or written act or omission

by the contracting officer or other authorized Government official, which is of such a nature that

it is construed to have the same effect as a written change order.

CONTRACT: A term used to describe a variety of agreements or orders for the procurement of

supplies or services. An agreement, enforceable by law, between two or more competent parties,

to do or not to do something not prohibited by law, for a legal consideration.

CONTRACT ADMINISTRATION: The oversight of a contractor's performance pursuant to the

fulfillment of the terms, conditions, and specifications of a contract.

CONTRACT CLAIM: Any request for relief, adjustment, or consideration by a party to the

contract (usually the contractor, not the Government) for an act which, in the opinion of the

claimant, is not within the scope or intent of the original contract.

CONTRACT MODIFICATION: Any unilateral or bilateral written alteration in the

specification, delivery point, rate of delivery, contract period, price, quantity or other provision

of an existing contract, accomplished in accordance with a contract clause (e.g., change order,

notice of termination, supplemental agreement, exercise of a contract option, etc.).

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CONTRACT MANAGEMENT REVIEW: An appraisal of the effectiveness of local offices'

interpretation and application of policies, directives, and procedures and the capability of field

activities to comply with them.

CONTRACTING OFFICER: The only person with the authority to obligate Government funds,

enter into, administer and/or terminate contracts. Includes any authorized representatives of the

contracting officer acting within their limits of delegated authority.

CONTRACTING OFFICER'S TECHNICAL REPRESENTATIVE (COTR): A person

designated in accordance with regulations to assist the contracting officer in matters related to

inspection, acceptance, and other duties. Without a specific delegation of authority, such people

may not make contracting officer decisions, but are an extension of the contracting officer at a

specific duty station.

CONTRACTING OUT: Concerns the process by which a Government activity contracts with

private enterprise for in-house commercial or industrial products or services, e.g., mess attendant

services, guard services, custodial and maintenance services, operation of a plant. (See OMB

Circular A-76.)

CONTRACTOR FINANCING (order of preference): While exceptions may arise in specific

cases, the following order of preference generally should be observed: (1) equity capital, (2)

private financing on reasonable terms, (3) customary progress payments, (4) guaranteed loans,

(5) unusual progress payments, and (6) advance payments.

CONTRACT PRICING: A series of actions used to obtain, evaluate, assess, verify, and adjudge

cost or price information, and to record the steps taken to ascertain that prices agreed to have

been determined (found) fair and reasonable.

CONTRACT TYPE: Specific pricing arrangements employed for the performance of work

under contract. Specific pricing (or compensation) arrangements, expressed as contract types,

include firm fixed-priced, fixed-price incentive, cost-plus-a-fixed fee, cost-plus-incentive-fee,

and several others. Among special arrangements that use fixed-price of cost-reimbursement

pricing provisions are contract types called indefinite delivery contracts, basic ordering

agreements, letter contracts, and others.

CORPORATE ADMINISTRATIVE CONTRACTING OFFICER (CACO): An Administrative

Contracting Officer with responsibility for a contractor or contractors having divisions, plants, or

subsidiaries in more than one operational location, including the responsibility for promoting

effectiveness and consistency in the performance of contract administration services.

COST ACCOUNTING: A system of accounting analysis and reporting on costs of production of

goods or services, or of operation of programs, activities, functions or organizational units. The

system may also embrace cost estimating, determination of cost standards based on engineering

data, and comparison of actual and standard costs for the purpose of aiding cost control.

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COST ACCOUNTING STANDARDS: Standards issued by the Cost Accounting Standards

Board, an arm of the Congress. They were created by a public law and is designed to provide a

consistency and coherency in defense contract accounting. The provisions have also been

extended to other than defense contracts by regulatory action. The CAS Board no longer exists,

although the applicable standards must be implemented.

COST ANALYSIS: The review and evaluation of a contractor's cost or pricing data and the

judgmental factors applied in projecting from the data to the estimated costs in order to form an

opinion leading to a position on the degree to which the contractor's proposed costs represent

what contract performance should cost, assuming reasonable economy and efficiency. It

includes appropriate verification of cost data, evaluation of specific elements of costs, and

projection of these data to determine the effect on price factors, such as cost necessity,

allowances for contingencies, and the basis used for allocation of overhead costs.

COST-PLUS-AWARD-FEE (CPAF): A cost-reimbursement type contract with special

incentive fee provisions used as an incentive to reward contractors and to provide motivation for

excellence in contract performance covering such areas as quality, timeliness, ingenuity, and cost

effectiveness.

COST-PLUS-FIXED-FEE (CPFF): A cost-reimbursement type contract which provides for the

payment of a fixed fee to the contractor. The fixed fee, once negotiated, does not vary with

actual cost, but may be adjusted as a result of any subsequent changes in the work or services to

be performed under the contract.

COST-PLUS-INCENTIVE-FEE (CPFF): A cost-reimbursement type contract with provision for

a fee which is adjusted by formula in accordance with the relationship which total allowable

costs bear to target costs. The provision for increase or decrease in the fee, depending upon

allowable costs of contract performance, is designed as an incentive to the contractor to increase

the efficiency of performance.

COST OR PRICING DATA: Data consisting of all facts existing up to the time of agreement on

price, which prudent buyers and sellers would reasonably expect to have a significant effect on

price negotiations. Being factual, these data are types of information that can be verified. They

do not reflect on the accuracy of the contractor's judgment about estimated future costs or

projections; they do, however, reflect on the data upon which the contractor based his judgment.

COST OVERRUN (or UNDERRUN): A net change in contractual amount over (under) that

contemplated by a contract target price (Fixed-Price- Incentive contract), estimated cost plus fee

(any cost-reimbursement type contract), or redeterminable price (FPR contract), due to the

contractor's actual costs being over (under) target or anticipated contract costs, but not

attributable to any other cause of cost growth (e.g., quantity changes, engineering changes,

economic changes, or changes in estimates of program/project costs).

COST REIMBURSEMENT: A family of pricing arrangements that provide for payment of

allowable, allocable, and reasonable costs incurred in the performance of a contract to the extent

that such costs are prescribed or permitted by the contract. In the case of a cost-plus-fixed-fee

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arrangement, costs may vary under or over the initially agree-to estimate, but the fee remains

fixed as an expressed dollar amount and is not subject to adjustment by reason of contractor cost

experience during the life of the contract.

COST RISK: An assumption of possible monetary loss or gain in light of the job or work to be

done. One of the elements to be considered in the negotiation of a fair and reasonable price as

well as in determining the type of contract under which performance will occur.

DEFECTIVE COST OR PRICING DATA: Certified cost or pricing data subsequently found to

have been inaccurate, incomplete, or noncurrent as of the effective date of the certificate. In this

case, the Government is entitled to an adjustment of the negotiated price, including profit or fee,

to exclude any significant sum by which price was increased because of the defective data,

provided the data were relied upon by the Government.

DELIVERY ORDER: A written order to a contractor pursuant to an indefinite delivery type

contract which then constitutes the basic obligating document for this type of transaction. The

delivery order consummates the agreement of the contractor and the Government when the

original partial contractual agreement was effected.

DETERMINATIONS AND FINDINGS: The document signed by the Agency Secretary, Head

of a Procuring Activity, or a contracting officer, which justified a decision to take a certain

action. It is expressed in terms of meeting the regulatory requirements of that situation.

DETERMINATION OF RESPONSIBILITY: Process by which a contractor is determined a

responsible bidder/offeror, including possession of adequate financial resources or the ability to

obtain such resources during contract performance, ability to comply with the proposed delivery

or performance including tenacity and perseverance, possession of a satisfactory record of

integrity, and as otherwise qualified and eligible to receive an award.

DIRECT COST: Any cost that is specifically identified with a particular final cost objective, but

not necessarily limited to items that are incorporated in the end product as material or labor.

DISCLOSURE STATEMENT (cost accounting standards): Disclosure statement (Form

CASB-DS-1) has been designed to meet the requirements of Public Law 91-279. Persons or

firms required to complete and submit the statement describe their contract cost accounting

practices by providing data that are responsive to its requirements. Applies to all defense

contractors who enter into negotiated national defense contracts in excess of $100,000 unless

certain exceptions apply to contracts where the price negotiated reflects or is based on (1)

established catalog or market prices of commercial items sold in substantial quantities to the

general public, or (2) prices are set by law or regulation. The presumed or anticipated presence a

competitive environment does not constitute an exception or exemption for the submission of a

disclosure statement.

DISPUTE CLAUSE: Provides for administrative consideration and relief for disputes

concerning questions of fact arising under a government contract which are not disposed of by

agreement of the parties to the contract.

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ECONOMIC PRICE ADJUSTMENT: An alteration permitted and specified by contract

provisions for the upward and/or downward revision of a stated contract price upon the

occurrence of certain contingencies that are specifically defined in the contract.

ELEMENTS OF COST: Those cost categories which directly or indirectly influence the cost of

producing material or providing services which can be apportioned to the contract.

ENGINEERING CHANGE PROPOSAL (ECP): Proposal which may be originated by either

party to a contract (Government or contractor). Detailed information is needed to support the

proposal and to document the proposed change. An evaluation and analysis of the technical,

cost, and schedule effects of implementing the change must be performed, and a fair price

negotiated with the contractor.

ESCALATION: A term traditionally used to indicate an upward or downward movement of

price. "Economic price adjustment" is the contemporary term used to express the sense of

"escalation."

EQUITABLE ADJUSTMENT: A term describing the compensation or price adjustment to

which a contractor is entitled upon the occurrence of some special event, such as the issuance of

a contract change order. The negotiation of an equitable adjustment normally begins when the

contractor submits a priced proposal following the direction of a change by the contracting

officer or the recognition of a constructive change.

EXTRAORDINARY CONTRACTUAL ACTIONS: Actions permitted by Public Law 85-804,

and by agency regulations which allow the Contract Adjustment Board to correct mistakes, to

execute amendments to the contract without consideration, to formalize informal commitments,

to indemnify against unusual risks, etc., wherever such actions would facilitate the national

interest.

FEDERAL SUPPLY SCHEDULES: (See General Services Administration Schedule.)

FEE: An agreed-to amount beyond the initial estimate of costs in specified cost-reimbursement

pricing arrangements. In most instances, fee reflects a variety of factors, including risk, and is

subject to statutory limitations. Fee may be fixed at the outset of performance, as in a

cost-plus-fixed-fee arrangement, or may vary (within a contractually specified

minimum-maximum range) during performance, as in a cost-plus-incentive-fee arrangement.

FIRM FIXED-PRICE CONTRACT: A contract which provides for a price which is not subject

to any adjustment by reason of the cost experience of the contractor in the performance of the

contract. It is used for contracts awarded after formal advertising and is also used in negotiated

contracts when reasonably definite specifications are available and costs can be estimated with

reasonable accuracy to enable the negotiation of a fair price.

FIXED-PRICE: A family of pricing arrangements whose common discipline is a ceiling beyond

which the Government bears no responsibility for payment. In the case of a firm fixed-price

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arrangement, the agreed-to price is not subject to any adjustment by reason of the contractor's

cost experience in the performance of the contract.

FIXED-PRICE REDETERMINABLE CONTRACT (FPR): A fixed-price type of contract

which contains provisions for the subsequent negotiated adjustment, in whole or in part, of the

initially negotiated (base) price. Adjustments may be upward or downward, retroactive or

prospective, and may be made at a stated time, at stated intervals, on requests of either party, or

upon completion of the contract. This type of contract is used (1) to assure to the Government

the benefit of reduced costs of performance and, in some instances, to the contractor the recovery

in whole or in part of increased costs, and (2) to obtain reasonable prices whenever contingency

charges otherwise would be included in a contract price due to such factors as prolonged

delivery schedules, unstable market conditions for material or labor, lack of definite

specifications, or uncertainty as to cost of performance.

FOREIGN MILITARY SALES: A regulatory process of the Department of Defense by which it

acts as agent for another government using that government's funds to make procurements on

behalf of that government (usually on a cost reimbursable basis). Sometimes a surcharge for

development and contract placement is charged.

FORMAL ADVERTISING: One of the major methods of procurement, preferred by law when

it is feasible and practicable to employ it. It is used in one of two forms, as appropriate to the

requirement: (1) conventional formal advertising, and (2) two-step formal advertising. The first

involves the procurement of well-defined items or services and the second the procurement of

items requiring the submission of technical proposals prior to the submission of prices. In both

forms, award is made to the responsible bidder whose bid, conforming to the invitation for bids,

will be most advantageous to the Government, price and other factors considered.

FORWARD PRICING ARRANGEMENT: A written understanding negotiated between a

contractor and the Government to make certain rates (e.g., labor, indirect, material usage and

spare parts provisioning) available for use during a specified period of time in pricing contracts

or contract modifications.

GENERAL AND ADMINISTRATIVE: Indirect expenses, including a company's general and

executive offices, executive compensation, staff services such as legal, accounting, public

relations, financial and similar expenses, and other miscellaneous expenses related to the overall

business.

GENERAL PROVISION: The collection of contract clauses which are not specific to a given

procurement, but which are part of the contract language.

GENERAL SERVICES ADMINISTRATION SCHEDULE: Includes all standard items of

property, such as office furniture and equipment (typewriters, etc.), batteries, tires, or other

equipment as indicated in the Federal Supply Schedules and GSA Stores Stock Catalogs.

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GOVERNMENT OWNED/CONTRACTOR OPERATED (GOCO): A facility, such as a plant,

which is the property of the Government but which is managed and operated by a contractor for

the Government for the fulfillment of Government contracts.

GRANTS AND COOPERATIVE AGREEMENTS (FEDERAL ASSISTANCE): The furnishing

of assistance (anything of value) by the Federal Government by grant or cooperative agreement

to a recipient to accomplish a public purpose. This is distinguished from procurement where the

purpose is to acquire products or services by contract for the direct benefit or use of the Federal

Government (defined by Public Law 95-224).

INDEFINITE DELIVERY/INDEFINITE REQUIREMENTS CONTRACT: A type of contract

where the exact date of delivery or tee exact quantity, or a combination of both, is not specified

at the time the contract is executed. Provisions are placed in the contract to later stipulate these

elements of the contract.

INCENTIVE ARRANGEMENT: A negotiated pricing arrangement that structures a series of

relationships designed to motivate and reward the contractor for performance in accordance with

the contract specification. In fixed-price incentive arrangements, the structure involves the

negotiation of a target cost, target profit, target price, ceiling price, and profit sharing (or

adjustment) formula for costs incurred under or over the target cost. In cost reimbursement

incentive arrangements, the structure involves the negotiation of a target cost, target fee,

minimum and maximum fees, and sharing formula; or in the case of award fee arrangements, the

payment of a fee (beyond the negotiated base or fixed fee) tied to criteria that are susceptible

only to subjective measurement and evaluation.

INDIRECT COST: Any cost not directly identified with a single final cost objective, but

identified with two or more final cost objectives or with at least one intermediate cost objective.

Also referred to as overhead or burden.

LEARNING CURVE: A tool of calculation used primarily to project resource requirements in

terms of direct manufacturing labor hours or the quantity of material (for this purpose, usually

referred to as an improvement curve) required for a production run. Used interchangeably with

the term "improvement curve", the concept of a learners curve was adopted from the observation

that individuals who perform repetitive tasks exhibit a rate of improvement due to increased

manual dexterity. Learning or improvement curve theories include the unit curve theory and the

cumulative average theory.

LETTER CONTRACT: A written preliminary contractual instrument that authorizes the

immediate commencement of activity under its terms and conditions, pending definitization of a

fixed-price or cost- reimbursement pricing arrangement for the work to be done. Must specify

the maximum liability of the Government and be superseded by a definite contract within a

specified time. Not to be used except when a written determination is made that no other type of

contract is suitable.

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LEVEL OF EFFORT: The devotion of talent or capability to a predetermined level of activity,

over a stated period of time, on the basis of a fixed-price or cost-reimbursement pricing

arrangement. Payment is usually based on effort expended rather than on results achieved.

LIQUIDATED DAMAGES: Provisions used when the time of delivery or performance is of

such importance that the Government may reasonably expect to suffer damages if the delivery of

performance is delinquent. The provision provides for the assessment of damages on the

contractor for his failure to comply with certain performance or delivery requirements of the

contract when the extent or amount of such damages would be difficult or impossible to

determine.

METHOD OF PROCUREMENT: The procedures followed to translate requirements into

contracts. The Government uses two major methods of procurement: formal advertising and

negotiation.

MULTIYEAR CONTRACT: A method of procuring known requirements for supplies or

services for more than one year even though the total funds ultimately to be obligated are not

available at the time of entering into the contract.

NEGOTIATION: In its more formal context, one of the major methods of procurement.

Employed under certain permissive circumstances prescribed by statute when formal advertising

is determined to be infeasible and impracticable. In its more general context, a bargaining

process between two or more parties, each with its own viewpoints and objectives, seeking to

reach a mutually satisfactory agreement on, or settlement of, a matter of common concern.

OVERHEAD: (See indirect cost.)

PARTIAL PAYMENT: A payment authorized under a contract, made upon completion of the

delivery of one or more complete units (or one or more distinct items of service), called for,

delivered and accepted by the Government under the contract. Also a payment made against a

termination claim upon prior approval before final settlement of the total termination claim.

PREAWARD SURVEY: Review of a firm to determine the firm's ability to perform under a

proposed contract.

PREBID OR PREPROPOSAL CONFERENCE: In formal advertising, a conference held with

prospective bidders prior to the submission of a bid to clarify any ambiguous situations, answer

bidder questions, and insure that all bidders have a common basis of understanding regarding the

supplies or services required. In negotiated actions, the term is "preproposal conference".

PRICE ANALYSIS: The process of examining and evaluating a prospective price without

evaluation of the separate cost elements and proposed profit of the individual offeror whose price

is being evaluated. It may be accomplished by a comparison of submitted quotations, a

comparison of price quotations and contract prices with current quotations for the same or

similar items, the use of rough yardsticks (dollar per pound, for instance), or a comparison of

proposed prices with independently developed Government estimates.

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PRICING ARRANGEMENT: An agreed-to basis between contractual parties for the payment

of amounts for specific performance. Usually expressed in terms of a specific

cost-reimbursement or fixed-price type arrangement.

PRICE NEGOTIATION MEMORANDUM (PNM): The document that relates the story of the

negotiation. It is, first, a sales document that establishes the reasonableness of the agreement

reached with the successful offeror. Second, it is the permanent record of the decision the

negotiator made in establishing that the price was fair and reasonable.

PROCURING CONTRACTING OFFICER: The Government contracting officer directing and

administering the procurement through the award of the contract and the signing of the actual

contractual documents. Administration of the contract after award may be delegated to an ACO,

as described above.

PROFIT OBJECTIVE: The part of the estimated contract price objective or values that the

contracting officer concludes is appropriate for the procurement at hand. Where cost analysis is

undertaken, a profit objective should be developed after a thorough review of the proposed

contract work and all available knowledge regarding an offeror, as well as an analysis of the

offeror's cost estimate and a comparison of it with the Government's estimate or projection of

cost.

PROGRESS PAYMENT: A payment made, as work progresses under a contract, on the basis of

the percentage of work completed, or for work performed at a particular stage of completion.

PROVISIONING: The process of determining or meeting the range and quantity of items

required to support and maintain an end item of material or function for a set period of time.

PURCHASE ORDER: May be Unilateral or Bilateral, Priced or Unpriced. A Unilateral

Purchase Order is a document, signed by a contracting officer and addressed to a contractor,

requesting the future delivery of supplies, equipment, or material, or the future performance of

nonpersonal services in accordance with the terms of the Purchase Order in exchange for a

promise by the Government to pay the price stated on the Purchase Order in the event the

contractor completes such delivery of performance. Since the Purchase Order does not require

the contractor's written acceptance, it is considered an offer to contract rather than an acceptance

of contract.

PURCHASE REQUEST (PURCHASE DESCRIPTION): An exact description of a product or

service, used in invitations for bids, requests for proposals, and contracts to tell prospective

suppliers precisely what is required.

REQUEST FOR PROPOSAL (REP): A solicitation document used in negotiated procurements.

When so stated, the Government reserves the right to award a contract based on initial offers

without any written or oral discussion with offerors.

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REQUEST FOR QUOTATION (RFQ): A solicitation document used in negotiated

procurements and is a request for information. Quotes submitted in response are not legal offers

that bind the contractor. Rather, a bilateral agreement must be signed by the parties.

REQUIREMENTS CONTRACT: Provides for filling all actual purchase requirements of

specific supplies or services of designated activities during a specified contract period with

deliveries to be scheduled by the timely placement of orders upon the contractor by activities

designated either specifically or by class. Depending on the situation, the contract may provide

for (1) firm-fixed prices, (2) price escalation, or (3) price determination.

RESEARCH AND DEVELOPMENT CONTRACT (R&D): A contract for basic research

(which is directed toward the increase of knowledge in science), applied research (which

involves the determination and expansion of the potentially new scientific discoveries or

improvement in technology, materials, processes, methods, devices, and techniques including

attempts to "advance the state-of-the-art"), or development (which is the systematic use of

scientific knowledge directed toward the production of, or improvements in, useful products to

meet specific performance requirements, but exclusive of manufacturing and production

engineering).

SERVICE CONTRACT: A contract for the time and services of individuals or organizations in

support of a Government objective. These services include engineering, scientific or technical

experts and consultants, architectural engineering contracts, housekeeping, facilities operation

and maintenance, etc. (See Contracting Out.)

SET ASIDE: Certain kinds or classes of procurement which are reserved for contenders who fit

a certain class, for example, small businesses or those in labor surplus geographical areas.

SHOULD COST: A concept of contract pricing that employs an integrated team of Government

procurement, contract administration, audit, and engineering representatives to conduct a

coordinated, indepth cost analysis at the contractor's plant. Its purpose is to identify

uneconomical or inefficient practices in the contractor's management and operations, to qualify

the findings in terms of their impact on cost, and to develop a realistic price objective for

negotiation that reflects the outcome of the should-cost effort.

SHOW CAUSE LETTER: A written delinquency notice to a contractor informing the contractor

of failure to perform within the specified terms of the contract and of the Government's

consideration to terminate the contract for default. Pending a final decision by the contracting

officer, the contractor is afforded the opportunity to "show cause" why he should not be

terminated for default i.e., present documented, factual evidence proving excusable cause.

SINGLE SOURCE: Characterized as one source among others in a competitive marketplace

which, for justifiable reason (e.g., immediate or past experience, or current contractual

involvement), is found to be most advantageous for the purpose of contract award. (Sometimes

used interchangeably with the term "sole source".)

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SMALL BUSINESS CONCERN: A concern that is independently owned and operated, and is

not dominant in the field of operation in which it is bidding on Government contracts. Size

standards establish further criteria for qualification by industry type.

SMALL AND DISADVANTAGED BUSINESS CONCERNS: Two concepts include: (1)

"Small business" which is determined on differing bases for different types of business

endeavors. Smallness may be determined by sales over a recent period of time or

percent-of-market share, (2) "Socially and economically disadvantaged business" which refers to

a concern that is owned or controlled in the majority (51% or more), by members of groups "who

have been subjected to racial or ethnic prejudice or cultural bias because of their identity as a

member of a group without regard to their individual qualities." Included in this group are:

Black Americans, Hispanic Americans, and Native Americans (Eskimos, American Indians,

Aleuts).

SMALL PURCHASE PROCEDURES: Involve the purchasing, rental, or lease of supplies or

services utilizing small purchase (under $10,000 in some agencies and under $25,000 in others)

or open market purchasing procedures, and informal purchasing procedures regardless of dollar

value, such as the issuance of orders under Indefinite Delivery contracts. Actions processed

include (a) imprest fund (cash) transactions, (b) purchase orders, (c) orders under Blanket

Purchase Agreements (charge accounts), and (d) orders issued under Federal Supply Schedules.

The objectives of granting this exception to the statutory requirement to procure by means of

formal advertising is to (a) assure rapid delivery of a large volume of purchases for supplies or

services in direct support of operational requirements, (b) reduce administrative costs and

eliminate costly and time consuming paperwork, and (c) improve opportunities for small and

disadvantaged business concerns to obtain a fair proportion of Government purchases. The work

requires knowledge of commercial supply sources and common business practices with respect

to sales, prices, discounts, deliveries, stocks, and shipments.

SUPPLEMENTAL AGREEMENT: Any contract modification which is accomplished by the

mutual action of the parties.

SYNOPSIS: An abbreviated description of the procurement which is published in advance in

the Commerce Business Daily, along with the contracting officer's name, so that the commercial

world can be informed of the procurement and have an opportunity to bid or submit an offer, or,

after award, to notify industry of an award.

SYSTEM: A group of subassemblies, devices, or individual units of hardware (e.g., subsystems)

that collectively meet or serve the total performance requirement of one or more defined

functions (e.g., an aircraft system, a ship system, a land vehicle system).

TECHNICAL ANALYSIS: Engineering and technical personnel analyses that permit an

evaluation of functions that cause costs to occur. They are vitally important to an understanding

of cost projections as they relate to the job to be done. For example: technical analysis can

provide an informed and useful opinion about the validity of projections for direct materials and

usage factors; about scrap and its relationship to the use of hand, semi-automatic or automatic

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operations; about the number and types or personnel it takes to do a job; and about differences

between the estimated labor mix and planned operations.

TERMINATION: An action taken pursuant to the termination clause of the contract. It may be

in whole or in part and represents the way a contracting officer unilaterally ends all or part of the

work. Termination can be for the convenience of the Government that is, for reasons in the best

interest of the Government, or for default, which is the case where the contractor does not

perform according to the terms of the contract.

TERMINATION CONTRACTING OFFICER (TCO): The Contracting Officer assigned

responsibility for settling terminations for default or convenience of the Government, and in

some cases for settling claims and actions involving extraordinary relief.

TERMS AND CONDITIONS: An expression encompassing all of the contract language

including time of delivery, packing and shipping, applicable standard classes, and the special

provisions unique to a specific contract.

TWO-STEP FORMAL ADVERTISING: The formal advertising process conducted in two steps

whereby step one covers the solicitation and evaluation of technical bids, and for those found

acceptable, the solicitation of prices. Step two covers the submission of bids and is subject to the

same procedures as conventional formal advertising.

TIME AND MATERIALS CONTRACT: Provides for fixed hourly rate including overhead and

profit, material at cost plus handling charges or burden. It is used only when it is impossible to

estimate schedule and costs at the time of awarding the contract.

UNSOLICITED PROPOSALS: Voluntary proposals from a nonFederal source which offer

products or services to meet unexpressed and assumed needs of the Government. They may be

offered in response to program announcements of opportunities. When evaluated, they do meet

an unidentified but valid need, and result in noncompetitive awards.

VALUE ANALYSIS: A systematic and objective evaluation of the functions of a product and

its related cost. Its purpose is to ensure optimum value. As a pricing tool, it provides insight

into the inherent worth of a product.

VARIABLE COST: A cost that changes with the rate of production of goods or the performance

of services. As distinguished from "fixed" costs (which do not change with the rate of

production or performance), there may be "semivariable" costs (neither entirely fixed nor

variable) and "variable" costs as defined here.

WAGE AND CLASSIFICATION: In accordance with the Service Contract Act, the contracting

office is required to contact the Department of Labor for the determination of the applicable

wage rate to be utilized for the specific class(es) of employees expected to be employed by the

contractor to perform the required services under a proposed service contract.

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WEIGHTED GUIDELINES METHODS: A cost analysis technique which the Government uses

to insure consideration of the relative value of appropriate profit factors in establishing a profit

objective and conducting negotiations. It is also used as a basis for documenting and explaining

the final pricing factors which include the contractor's input to total performance, contractor's

assumption of contract cost risk, record of contractor's performance, and selected factors such as

source of resources and any special profit consideration.

WILL COST: A concept of contract price/cost analysis that requires the submission and

evaluation of what an offeror estimates it will cost to do the job in a specified future period.

Backup data reflect projections from past and current costs for the same or similar work to the

extent actual costs are available. Such pricing data should be evaluated for their application to a

projection of future costs, as well as whether or not these data may indicate the likelihood of

perpetuating past inefficiencies.

CONTRACTING SERIES - EXPLANATORY MEMORANDUM

This memorandum provides information about the contents of the GS-1102 standard. It does not

cite or contain evaluation criteria. Explanatory Memoranda provide background information to

help users better understand and apply the contents of standards and explain the standards to

employees and supervisors.

SOURCES OF COMMENTS

Tentative Standards (July 1981) -- The Tentative Standards were issued in July 1981.

Comments were received from 30 departments and agencies, one union, five contract and

procurement associations, 20 private firms, and 13 individuals. The responses included

comments from personnel and line management officials in both headquarters and field

activities. The data submitted -- CSC Form 1249 and/or narrative information-were analyzed to

determine the potential impact and extent of revision required.

Proposed Final Standards (September 1982 and later revisions) -- A formal second review of the

draft standards (designated as Proposed Final Standards to distinguish this version from the

earlier Tentative Standards) was offered to the principal employing agencies and to other

interested parties during the month of September 1982. Comments were requested from four

military departments, two civil agencies, and one independent executive agency, which

employed a combined total of more than 80% of the occupation. Additionally, 46 agencies and

individuals requested and received copies of the standards.

As a result of this second publication, and at the direction of the Cabinet Council for

Management and Administration, an interagency team of executives with high

general-management responsibilities (agency representatives to the Government-Wide Personnel

Policy Group) was set up to resolve the remaining issues. Several meetings were held between

December 1982 and October 1983 and all issues were resolved. The standards were officially

approved in October 1983.

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ISSUES RAISED

Comments, suggestions, and changes made to the standard from the two reviews are discussed

below in order of their appearance in the standard. The comments do not differentiate between

the Tentative Standard or Proposed Final Standard, except when such a distinction is

meaningful. Editorial recommendations which were adopted are not discussed individually as

they were too numerous.

SERIES TITLE

Issue: The title of the series was changed from Contract and Procurement Series to Contracting

Series.

Response: This change was made for consistency with other changes made in the series

coverage and in the organization of the standard. For example, the series coverage was modified

to include all formal contracting work, whereas the less complicated and recurring aspects of

formal advertising and negotiation had previously been included in the Purchasing Series,

GS-1105. (See discussion below under Series Definition.)

With respect to the organization of the standard, this new FES standard has integrated the former

three-part narrative standard into one, thereby providing greater occupational cohesiveness. This

occupation was covered by three occupational series in the 1950's. The three series were the

GS-1102, covering Contract Negotiation, Administration, and Termination; the GS-1105,

covering Contract Price Analysis; and the GS-2040, covering Procurement Agent, Analyst, d

Officer. The merger into a single occupation was accomplished in the early 1960's and was

maintained by the 1969 classification standard, although it was divided into three sections which

provided separate classification criteria for these three broad specialty areas of contracting. In

our conversion of the narrative standard into the FES format, we found that FES lent itself to an

integration while preserving distinct classification criteria through the use of illustrations and

benchmark descriptions.

SERIES DEFINITION

Issue: Four noteworthy issues surfaced:

(1) Whether or not to fold the Purchasing Series, GS-1105, into the GS-1102 series since

agencies had inconsistently applied the 1969 standard's provision that less complicated,

recurring procurements involving the use of formal advertising or negotiation procedures

could be classified in either series depending upon the purpose of the position and the

career progression potential.

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(2) Whether or not "a knowledge of business and industrial practices; market trends and

conditions; relationships among cost of production, marketing, and distribution ..." is

required and applied in this occupation.

(3) Whether or not the Contracting Series should be designated as "professional" in the same

sense that the attorney or engineering series are held to be professional. Certain formal

education requirements were proposed by procurement representatives, with the primary

goal being to increase proficiency of contracting personnel in the Federal service.

(4) Whether or not to include sales, leasing, and Federal assistance in the series definition.

Response:

(1) All procurements using formal advertising or negotiation procedures have been clearly

included in the GS-1102 series and excluded from the GS-1105 series. The GS-1102

series definition has been modified accordingly. This change should eliminate the

inconsistency in series selection among agencies.

(2) The description of required business and industry knowledge was modified to be more

specific to the occupation, i.e., knowledge of "sources of supply, cost factors, and

requirements characteristics" rather than the more general statement of "market trends

and conditions; relationships among costs of production, marketing, and distribution...."

Since knowledge of business and industry practices is the reason for coding the

occupation in the Business and Industry Group, GS-1100, descriptions of the various

applications of this knowledge were expanded throughout the standard, particularly in the

Occupational Information section and in Factor 1, Knowledge Required by the Position.

(3) PM applies the term "professional" to occupations which, among other important

characteristics, require study in a prescribed curriculum as virtually the only way to

prepare for the work. We did not find this to be the case for any of the specialties within

the coverage of the GS-1102 series. Our review of the qualifications of numerous

employees showed that, as in the case of other administrative occupations such as budget

analysis or information technology management specialist, experience and on-the-job

training provide a basis for fully satisfactory performance of the duties and

responsibilities assigned.

The governing statute is very specific concerning establishment of minimum educational

requirements for occupations in the Federal service:

"The Office of Personnel Management or other examining agency may not prescribe a

minimum educational requirement for an examination for the competitive service except

when the Office decides that the duties of a scientific, technical, or professional position

cannot be performed by an individual who does not have a prescribed minimum

education." (5 U.S.C. 3308)

Clearly, this provision of the law is designed to preclude, as a general rule, OPM's establishment

of minimum educational requirements. It constitutes a prohibition on minimum educational

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requirements which can be overcome only with convincing evidence that only persons with

specified education can perform the work, which is not the case in this occupation.

As for increasing the level of proficiency among contracting personnel in the Federal service, the

various reforms emanating from the efforts of the Office of Federal Procurement Policy, the

Federal Acquisition Institute, and agency efforts to improve the intake, career development,

training, and advancement of contracting staffs are important positive steps.

(4) Suggestions to delete sales, leasing, and Federal assistance from inclusion in this series

were adopted since these functions do not require knowledge of formal advertising or

negotiation.

SERIES COVERAGE

Issue: Recommendations were made specifically to include small and disadvantaged business

programs in lieu of our more general reference to socioeconomic programs, since coverage of

this function by the GS-1102 series had been subject to debate and to inconsistent series

classifications among agencies.

Response: This suggestion was adopted and reference to small and disadvantaged business

programs is included in Item 6 in the list of functions covered by this series.

This Series Coverage section is new and resulted from the changes made to the series definition,

discussed above. The 1969 standard listed eight functional specialties within the series

definition.

EXCLUSIONS

Issue: Three issues of note were raised regarding Exclusions:

(1) Reviewers requested elaboration of the material on the following closely related series:

- Accounting Series, GS-510;

- Auditing Series, GS-511;

- Paralegal Series, GS-963;

- Property Disposal Series, GS-1104;

- Public Utilities, GS-1130;

- Quality Assurance, Inspection, and Grading Group, GS-1900.

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(2) Reviewers suggested eliminating from the Tentative Standard the section Distinctions

from Related Fields of Work as being redundant with the Exclusions section, since both

sections addressed the differences among the GS-1102 Series and Purchasing GS-1105,

Procurement Clerical and Assistance GS-1106, and Federal Assistance through grants

and cooperative agreements.

(3) Concerning the treatment of mixed-series positions, some reviewers requested that a

statement be included specifically to state that the series of choice for positions which

combine simplified purchasing (GS-1105) with formal contracting assignments

(GS-1102) in the GS-1102 series.

Response:

(1) Discussion of the six series listed above was expanded or added, as requested.

(2) The section Distinctions from Related Fields of Work was eliminated and the material

was incorporated in the Exclusions section. Also, guidance for coding grants and

cooperative agreements was expanded to indicate classification into a subject-matter

series when substantive knowledge is required to provide technical evaluation of the

grant proposal, and coding to the GS-1100 Group when a knowledge of business practice

is required in the administration of grants.

(3) Concerning mixed-series positions, proposed wording by an agency was adopted stating,

"as a general principle, the appropriate series for such a position is the one that fits best in

terms of sources of recruitment, lines of promotion, reasons for the position's existence,

and background knowledge required." The request to specify the GS-1102 as the series of

choice, without consideration of the many variables which could influence series

selection, was not adopted since it violates position classification and position

management principles such as providing flexibility for the development of position

structures that best meet organizational needs.

OCCUPATIONAL INFORMATION

Issue: Numerous editorial suggestions were made to shorten the Tentative Standard by

eliminating redundancy and to improve the technical accuracy of the material presented. For

example, recommendations included: (1) eliminating the two appendices which described

typical functional responsibilities and typical requirements procedures, and incorporating that

material into the body of the standard; (2) moving all of the discussion of procurement

complexities out of the occupational information section into Factor 4 (Complexity); and (3)

moving the discussions of signatory authority and organizational structures out of the

occupational information text into the section titled "Notes to Users." Other suggestions included

extensive rewording, substitution of illustrations, and revision of entire sections for technical

accuracy, most notably descriptions of the price analysis functions and negotiated procurement.

Response: These and other editorial suggestions were adopted. Additionally, a discussion of the

business aspects of the procurement process was added based on a perceived need to relate this

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occupation more clearly to the Business and Industry Group, GS-1100, as already discussed

above under Series Definition.

TITLES

Issue: Numerous complaints were received throughout this study regarding the excessive

number of titles and the need for clearer definitions. Eight titles were authorized in the 1969

standard. In this final FES standard, two of these have been eliminated (Procurement Agent and

Procurement Officer) and the six remaining titles have been redescribed. The recommendations

leading up to this outcome are discussed below.

Tentative Standard: In this issuance, all eight titles from the 1969 standard were retained but

with modifications such as: (1) expanding the definitions of the titles, (2) changing Procurement

Agent to Contract Agent, (3) authorizing Contract Agent as the title for trainee positions instead

of Contract Specialist, (4) changing the definition of Contract Specialist to cover both preaward

and postaward functions instead of covering any combination of two or more contract functions

with none predominant or grade controlling, and (5) changing Contract Price Analyst to Contract

Cost/Price Analyst to recognize the specialized cost analysis skills required.

Reviewers of the Tentative Standard objected that (1) eight titles were confusing, particularly for

organizations that do not divide the work into specializations; (2) Contract Agent inappropriately

attempts to distinguish by the method of procurement, i.e., predominately formal advertising

whereas knowledge of both formal advertising and negotiation methods are required for this

series; (3) the title for trainee positions should be that of the target position, instead of Contract

Agent; (4) no title remains to cover positions having combinations of two or more functions

since Contract Specialist was changed to cover both preaward and postaward responsibilities; (5)

Contract Cost/Price Analyst, besides being cumbersome, is unacceptable because cost analysis is

a technique while price analysis is a function; and (6) Procurement Officer needs to be expanded

to cover more than one position at an activity.

Proposed Final Standard: In response to the comments above on the Tentative Standard, and in

accordance with current trends in titling practices to eliminate multiple titles whenever

practicable, the single title of Contract Specialist was presented in the Proposed Final.

Reviewers of the Proposed Final objected to the single title approach on the basis of the need to

make distinctions among the more than 20,000 practitioners in the GS-1102 series for purposes

of recruitment, career development, and training. Parenthetical designation which would

recognize specialized knowledge requirements (such as negotiation, administration, and

price/cost analysis) were ruled out as being unnecessarily expensive to implement in terms of

paperwork costs without affording any substantive change or benefit.

Response-Final Standard: The final FES standard contains six of the original eight titles, those

which retain meaningful distinctions in knowledge requirements and career progression within

the occupation. They are:

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(1) Contract Specialist-which was modified to include (a) two or more contract functions

with none predominant, and (b) other work not covered by an authorized title, in addition

to (c) procurements requiring a knowledge of both preaward and postaward procedures.

Developmental positions at the GS-5/7 grade levels, which were included under the

Contract Specialist title in the 1969 standard, are no longer covered by this title in order

to provide for the career ladder establishment of trainee positions in the functional

specialty of the target position, according to organizational needs.

(2) Contract Negotiator -- which was shortened by moving the detailed list of negotiation

tasks to the section Occupational Information, Methods of Contracting.

(3) Contract Administrator -- which was shortened by moving the detailed list of contract

administration tasks to the section Occupational Information, Contract Administration.

(4) Contract Termination Specialist -- which was retained to meet agency organizational

needs, particularly those of the Department of Defense which separates this portion of the

postaward function into a discrete specialty.

(5) Contract Price/Cost Analyst -- which was changed from Contract Price Analyst in the

1969 standard to recognize the specialized knowledge of cost analysis techniques applied

by these positions.

(6) Procurement Analyst -- which was retained but shortened from the description in the

Tentative Standard. These positions are defined as exercising a broad knowledge of

procurement policies and procedures to perform staff functions. They are distinguished

from positions performing staff functions requiring as intensive knowledge of a limited

functional area, such as price/cost analysis, which would be titled in accordance with the

specialized knowledge requirement of contract price/cost analysis.

Supervisory titles are derived by prefixing "Supervisory" to the basic title. The supervisory title

of Procurement Officer, authorized in the 1969 standard for directors of contracting programs,

was eliminated in accordance with the trend to eliminate unnecessary titles. It was found that

this title was not widely used. In DOD, for example, contracting programs are generally headed

by a military officer. The suggestion to broaden the coverage of the Procurement Officer title for

greater applicability was not adopted as it would result in overlap with the supervisory prefix.

GRADING OF POSITIONS

No issue. These are general instructions found in all standards regarding classification under the

Factor Evaluation System. Also, this section emphasizes that the absence of a factor level

description or benchmark for positions at any particular grade level does not preclude evaluation

of positions at that grade.

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NOTES TO USERS

Issue: Most of the material in this section was found in the Tentative Standard under

Occupational Information. In our reorganization of the standard we have reinstated this heading

from the 1969 standard which discussed the classification impact resulting from the

organizational location of the position and the nature of the assignment. We have expanded this

section by adding discussions of signatory (contracting officer) authority and dollar value.

Comments on these three subjects are, as follows:

(1) Organizational Structure

A few reviewers believed this discussion could adversely impact field activity grades.

(2) Signatory Authority

Some reviewers indicated that signatory or contracting officer authority added sufficient

responsibility to a position to warrant an additional grade. Conversely, others indicated that

contracting officer authority varied significantly among agencies and should not be grade

determining.

(3) Dollar Value

Some reviewers believed that all references in the standard to dollar values should be deleted

since they are not being considered in the classification criteria. Other reviewers maintained that

"the principle that higher dollar value acquisitions are more difficult is well established" and that

six thresholds are set in Federal procurement statutes.

Response:

(1) Organizational Structure

The discussion of organizational configurations was retained but an admonition was added, in

response to the concern expressed regarding adverse impact on field positions, that neither the

location of contracting functions nor types of items procured nor combinations of functional

assignments automatically affects the grade of the position.

(2) Signatory Authority

In view of the opposing comments, we treated signatory authority in similar fashion as in the

1969 standard which recognizes commitment authority under "level of responsibility," one of the

two classification criteria generally described in narrative standards. The 1969 standard states:

"Level of responsibility includes the nature and extent of supervisory guidance and review

received, and the nature and scope of recommendations and extent of commitment authority

delegated to the employee. Levels range from close, detailed supervision to independent

negotiation with strong commitment authority in complex contracts, or responsibility as a leader

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of a group of specialists whose services and advice are used in order to arrive at a decision for

which the employee alone is responsible."

The new FES standard recognizes both lead negotiator and contracting officer authority under

Factor 5, Scope and Effect, as well as recognizing some added freedom from supervision in

Factor 2, Supervisory Controls, which is inherent in having final signatory authority. The impact

of this delegation of the final grade of the position must be evaluated in accordance with the

Factor Level and Benchmark Descriptions provided.

(3) Dollar Value

In response to comments, most references to dollar values were deleted, although an occasional

reference was retained when useful in conveying the concept intended by the standard. Instead

of using dollar values per se, those elements which combine to make certain higher dollar

contracts more difficult, such as greater uncertainty in forecasting costs or additional internal and

external clearances and reviews, should be identified and evaluated under appropriate factor

level descriptions.

FACTOR LEVEL DESCRIPTIONS

Issue: Factor 1, Knowledge Required by the Position-Comments included:

(1) The structure of Factor 1 was not appropriate as the six knowledge elements described

were not representative of the full range of knowledge, skills, and abilities (KSA's) for

the GS-1102 series. Also, some of the KSA's listed were not required for certain

positions.

(2) There was an abrupt gap between levels 1-6 and 1-7 which jumped from buying common

items to highly complex items.

(3) There was limited coverage of some specializations, e.g., not providing ranges of

progression for all specialties and insufficient coverage of services, construction, and

ADP procurements.

(4) The absence of a description of level 1-9 in both the Tentative and Proposed Final

Standards was objectionable to many agencies and particularly to the procurement

community, although a few agencies recommended against its inclusion. For example,

agencies in favor of its inclusion believed inconsistent grading would result without a

properly described 1-9. They further stated that: "It would serve two purposes in that it

would be a ready reference in the classification process for those few positions to which

it would apply, and it would assure the procurement community that there are no

artificial barriers in the standard to progression in the occupation."

On the other hand, reviewers opposed to its inclusion said: "We recognize it does exist and may

be credited to some positions, but we consider these unique and believe this level should be

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assigned on a case by case basis by extrapolation of 1-8." Some felt that "Level 1-9 is only

appropriate for professional positions."

Response:

(1) The knowledge factor was revised significantly. The six elements -- (a) functional

specialties; (b) requirements; (c) methods, including formal advertising or negotiation;

(d) types of contracts; (e) price or cost analysis; and (f) special provisions covering

postaward functions -- were all combined into two elements: (a) contracting methods and

types used in performing preaward, postaward, and/or contract price analysis functions;

and (b) business practices and market conditions applicable to requirements sufficient to

evaluate and document responsiveness and contractor responsibility.

(2) The gap between levels 1-6 and 1-7 has been resolved in two ways: (a) the emphasis on

the complexity of the items procured has been replaced by an emphasis on the

procurement process (see discussion below under Factor 4, complexity) and (b) the

knowledge of procurement functions has been modified to show sufficient knowledge to

plan and carry out preaward and/or postaward procurement actions, instead of both

preaward and postaward described in the Tentative Standard.

(3) Revisions were made to address the limited coverage of some specializations, including:

(a) adding criteria for the evaluation of the various staff functions (program and policy

development, contract review, and program evaluation); (b) broadening or adding

illustrations of construction, services, and ADP procurements, as well as examples of

staff assignments and contract administration; (c) substituting for a DOD example

involving foreign military sales an illustration involving management of all contractual

aspects of a major program which has applicability to both military and civilian agencies.

Additionally, we provided headings for the illustrations, as suggested, for ease of

reading.

(4) A description of a 1-9 level of knowledge is included in the final FES standard for the

Contracting Series. We have developed criteria to serve as guidance in the crediting of

the 1-9 level. Special note: These positions are highly individualized and, to be credited,

they must not only exceed the 1-8 level but fully meet the intent of the 1-9 level. (See the

Instructions for the Factor Evaluation System.)

The 1-9 criteria focuses on those programs which exceed the scope or complexity of the 1-8

level criteria described in the Primary Standard. We have identified at 1-9 those programs which

involve continuing legislative uncertainties and intense congressional interest, which are

exceptionally controversial with the controversies heightened by coverage from the media or

vocal lobbying groups, and/or which have a significant national or international impact as on the

economic health of a major industry which affects the stability of the general economy or foreign

economies. Additionally, the procurement of such programs must affect the responsibility of the

contracting officer or specialist by presenting unprecedented contractual problems or exceptional

negotiation requirements necessitating the development of new contracting concepts or

strategies.

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The 1-9 level was included because it was found in a number of real nonsupervisory positions

during the occupational study, and there was found to be enough commonality among them to

form the basis for a genuine factor level description.

Issue: Factor 2, Supervisory Controls -- Recommendations by reviewers included:

(1) Revisions to the introductory discussion of the constraints that formal contract review

systems and boards have on individual positions;

(2) Revisions to the factor levels to distinguish more clearly among the levels, particularly

between levels 2-2 and 2-3;

(3) Deletion of references to items and services being procured as being inappropriate in this

factor;

(4) Deletion of all references to contracting officer authority.

Response:

(1) The introductory material was revised, as requested, to distinguish among: (a)

management reviews to monitor politically sensitive projects or to avoid overlapping

agency projects which would, thus, have little substantive technical impact on the

position; (b) technical reviews of procurement decisions, which would result in closer

controls over the position; and (c) the extent of employee responsibility for explaining

and justifying or otherwise resolving the comments of the review board. The reviews by

the boards are considered similar to supervisory controls in their technical closeness or

breadth of evaluations. The factor level descriptions, therefore, parallel the type of

guidance or review contemplated by the Primary Standard for a particular level, whether

the controls stem from the supervisor or the board, or both.

(2) Proposed changes were adopted for all factor levels to improve their clarity.

(3) References to items or services procured were deleted, as suggested, with the thrust of the

factor level descriptions focusing strictly on the extent of direct or indirect controls over

the work, the employee's responsibility, and the review of completed work.

(4) Reference to contracting officer authority was deleted from level 2-3, as recommended.

However, it was not deleted from level 2-4 since signatory authority does connote a certain

amount of independence, is a strengthening condition, and was recognized under level of

responsibility at the higher grade levels in the 1969 standard.

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Issue: Factor 3, Guidelines -- Comments indicated that:

(1) Some of the elements included in the criteria were, in fact, not guidelines, e.g.,

specifications and standard clauses.

(2) Some factor levels were unclear. For example, no significant difference could be

distinguished between levels 3-4 and 3-5; and some illustrations provided at one level

belonged at a different level, e. g., clarification of statements of work should be moved

from 3-2 to 3-3 and negotiation situations which had limited precedent belonged at 3-4

instead of 3-3.

Response:

(1) A list of commonly used guidelines has been added to the introduction to this factor to

resolve questions about what constitutes guidelines.

(2) The factor levels have been revised to a considerable extent to make the distinctions more

explicit.

Issue: Factor 4, Complexity -- Proposed revisions to this factor include:

(1) Reducing the emphasis on the commodity or service being procured, since the technical

aspects of the procurement are primarily the domain of the requiring office, and

increasing the emphasis on the complexities within the procurement process, e.g., use of

special provisions, availability of materials, availability of competition, risks and

incentives, and numerous others.

(2) Adding examples in contracting specialties not adequately covered, such as

administration, centralized buying, claims functions, and staff assignments.

(3) Deleting the references to length of contractual period, such as under six months or over

two years, as this does not necessarily affect the complexity of the procurement.

Response:

(1) The introduction of the complexity factor has been revised to elaborate on the complexity

within the procurement process. For example, the discussions of method of procurement

and type of contract were expanded and a new paragraph was added to discuss contract

changes which affect administration functions. Besides the introductory material, the

factor levels were revised accordingly, although it should be noted that some examples of

items procured have been retained because the circumstances surrounding the item --

e.g., availability of materials or special manufacturing requirements-does affect the

complexity of the procurement process.

(2) Several new examples have been added to cover centralized buying, contract

terminations and claims, contract price/cost analysis, and staff assignments.

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(3) An example of a contractual period "having short but very stringent time frames" (page

38) was added to recognize factors other than length of time which may contribute to the

complexity of the procurement process. However, suggestions were not adopted to

delete all references to the length of time involved as it is generally accepted as an

indicator that the longer the time span the more difficulties are likely to be encountered.

Issue: Factor 5, Scope and Effect -- Comments included:

(1) The factor levels were not clearly differentiated.

(2) Criteria were insufficient in the "effect" portion of Factor 5, and illustrations needed to be

added showing impact other than economic impact.

(3) Warrants were not equitably addressed in that the scope and effect of positions having

contracting officer responsibility is much greater than those not having it.

(4) The factor descriptions exceeded the intent of the Primary Standard.

Response:

(1) Factor levels have been revised extensively to make more precise distinctions among

levels, such as showing level 5-3 to have an impact on contractors within a local area and

5-4 to have an impact on contractor's operations or management systems.

(2) Additional examples of impact were included, such as providing timely procurement

support to other agencies or departments at level 5-4 and impacting the operation of

subordinate contracting programs or the decisions of senior officials at level 5-5.

(3) Contracting officer authority was recognized in this factor, as well as lead negotiator

responsibility, and both have been added to levels 5-4 and 5-5. As discussed above under

Grading of Positions, we have treated contracting officer authority in a similar manner as

in the 1969 standard, while recognizing differences between the narrative and FES

formats.

(4) The factor descriptions were modified to conform more closely with the wording of the

Primary Standard. For example, level 5-5 was changed from: "The purpose of the work

is to plan, negotiate, and execute procurement strategy"; to read: "The purpose of the

work is to resolve critical problems." This parallels the Primary Standard which states:

"The work involves ... resolving critical problems" (emphasis added). Also, the example

in level 5-6 describing "a new weapons system which affects the national defense over

the next several decades" (emphasis added) was deleted as being misleading.

Issue: Factor 6, Personal Contacts - Comenters stated that:

(1) Level 6-2 should be expanded to include contacts with contractors in highly structured

situations.

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(2) A large gap existed between levels 6-3 and 6-4, with 6-4 being unrealistically high.

Additionally, most positions between the grades of GS-9 and GS-14 were rated at 6-3

which is unrealistic when comparing the responsibilities of the respective positions.

(3) The factor descriptions were not specifically reflective of the contracting occupation.

Response:

(1) Level 6-2 was amended, as suggested, to include contacts with "salesmen or local

suppliers of common, off-the-shelf items. The interests of the respective parties are

usually well defined." This is comparable to the Primary Standard at level 6-2 which

includes contacts with members of the general public in a moderately structured setting,

such as persons seeking airline reservations or job applicants at a job information center.

(2) Concerning a gap between levels 6-3 and 6-4, the issue is not with the classification

standard for the Contracting Series but with the FES system. The Primary Standard

specifically lists, as typical of contacts at level 6-3, those with persons in their capacities

as "attorneys; contractors; or representatives of professional organizations, the news

media, or public action groups" (emphasis added). At 6-4, typical contacts are those with

"members of Congress, leading representatives of foreign governments, presidents of

large national or international firms, nationally recognized representatives of the news

media, presidents of national unions, state governors, or mayors of large cities."

Reviewers of both the Tentative and Proposed Final Standards acknowledged that level

6-4 is consistent with the Primary Standard.

We note that this occupation is unusual with respect to the extensive dealings with

private contractors in addition to contacts with requiring offices within the agency.

Because of the nature and extent of contacts outside the agency, the majority of positions

are appropriately rated at level 6-3.

(3) Additional examples of contacts were provided, as recommended, to be more specific to

this occupation, including representatives of universities, nonprofit organizations, State

and local governments, and professional associations.

Issue: Factor 7, Purpose of Contacts -- Reviewers recommended:

(1) Adding examples of problem resolution involving dealing with technical requirements

offices within the agency. Proposed examples for inclusion at level 7-2 involved

resolution of routine procurement actions, and at 7-3 development of nonroutine

procurement request packages insuring compliance with regulations.

(2) Adding guidance regarding levels of authority to make commitments to bind the program

to a course of action.

(3) Editorial changes to improve the distinctions among levels.

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Response:

(1) The proposed examples for levels 7-2 and 7-3, respectively, of resolving routine

procurement actions and developing nonroutine procurement request packages were not

included. Contacts to "resolve operating problems" are described in the Primary

Standard at level 7-2. While the argument can be made that program managers do not

always fit the remainder of the level 7-2 description of "working toward mutual goals and

who have basically cooperative attitudes," they nevertheless do not meet level 7-3 which

contemplates that "the persons contacted may be fearful, skeptical, uncooperative, or

dangerous." This is not intended to preclude credit of level 7-3 for unusual situations

involving intra-agency contacts which clearly exceed level 7-2 and fully meet the intent

of level 7-3. (See the "Instructions for the Factor Evaluation System.")

(2) The suggestion to provide guidance regarding commitment authority in Factor 7 was not

adopted since it has been credited in Factor 5, Scope and Effect.

(3) Editorial changes were adopted to clarify the distinctions among levels.

Issue: Factor 8, Physical Demands

Reviewers proposed adding to level 8-2 an example of conducting intensive negotiations for

extended periods of time, e.g., four hours or longer without rest periods.

Response:

The suggestion was adopted.

Issue: Factor 9, Work Environment

Editorial suggestions were made to expand the listing of moderate risks or discomforts

encountered on a regular and recurring basis to include "noise, vibration, hazardous or extreme

weather conditions."

Response:

The suggestion was adopted.

BENCHMARK DESCRIPTIONS

Issue: Comments stated:

(1) Benchmarks were too restrictive or atypical and should be broadened to cover more

typical positions and larger numbers of positions without requiring additional benchmark

descriptions.

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(2) Inadequate coverage was provided for the following:

- Civilian agency contracting;

- Field activity procurements, particularly functions at the GS-7/11 levels;

- Contract negotiation;

- Contract administration;

- Staff functions;

- Centralized procurement activities;

- Small and disadvantaged business utilization specialist functions;

- Common items procured, such as ADP, engineering and design, educational services, custodial

services, equipment repair and maintenance services, major and minor construction, medical

services and equipment, and general supplies;

- GS-5/7 trainee positions.

(3) Editorial revisions were recommended on several benchmarks.

(4) Deletion of several atypical benchmarks was recommended.

Response:

(1) The suggestion was adopted to broaden benchmarks to cover more typical and larger

numbers of positions without creating additional benchmarks. This approach was further

supported by our review of the many proposed benchmarks which were submitted with the

comments on the Tentative Standard. We found that the duty statements covered specific

supplies or services which had not been described in the Tentative Standard, such as

construction, but that the remainder of the proposed descriptions followed the model benchmark

in the Tentative Standard either verbatim or with minor adjustments to the factor descriptions.

This indicated that the basic process covered by the benchmarks was essentially the same

regardless of what is procured, and that the benchmarks could be broadened to illustrate a greater

variety of supplies and services acquired without sacrificing accuracy. (N.B. The use of the

disjunctive "or" to connote this approach.)

In revising the benchmarks, we concentrated on the examples from the list above of inadequate

coverage. We modified five descriptions to include examples of civilian agency procurements,

construction and services contracts, and a wider variety of supplies and services, ranging from

protective clothing and custodial services to hospital supplies and services, alterations and other

construction projects, and ADP equipment and services.

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Specific benchmarks which were modified include:

- 09-01, Contract Specialist: added installation level procurement of a variety of common

supplies, services, or construction;

- 11-01, Contract Specialist: added construction, ADP equipment and services, disadvantaged

business firms, surgeons and other specialized services or equipment, and acquisition and

installation of building equipment systems;

- 12-01, Contract Specialist: added a variety of equipment, services, and construction

acquisitions applicable to either military or civilian agencies;

- 13-01, Contract Specialist: added a variety of examples of research, development, and

production of systems or programs applicable to military and civilian agencies;

- 13-03, Procurement Analyst: broadened staff advisory services to cover a variety of

procurement matters in lieu of the more limited price/cost example.

(2) Besides providing additional coverage by broadening benchmark descriptions, nine new

benchmarks were added covering the areas of contract administration, contract negotiation,

centralized procurement, field procurement, staff functions, and civilian agency contracting.

The new benchmarks are:

- 07-01, Contract Specialist: covering (a) recurring assignments previously described in the

GS-1105 Purchasing Agent classification standard at the GS-7 level, or (b) advanced trainee

assignments.

- 09-02, Contract Administrator: covering contract administration for less complex contracts or

for portions of more complex contracts for which a higher level employee has overall

responsibility.

- 11-02, Contract Specialist: covering centralized procurement functions as performed in a

civilian agency, although the benchmark should also be applicable to military agencies.

- 11-03, Contract Administrator: covering the full range of contract administration functions

involving a variety of complex contracts.

- 11-05, Contract Specialist: covering contracting officer responsibilities for a small field

activity and based on, but not limited to, a civilian agency procurement situation.

- 11-06, Procurement Analyst: covering specialized assignments relating to the small and

disadvantaged business program.

- 12-02, Contract Negotiator: covering contract negotiation and based on, but not limited to, a

civilian agency procurement program.

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- 12-03, Contract Specialist: covering centralized procurement functions as performed in, but

not limited to, a civilian agency.

- 12-07, Procurement Analyst: covering staff contract review functions at a field activity.

(3) Editorial changes were made to the following benchmarks to reflect recommendations made

by reviewers, to shorten the descriptions, and to assure consistency with revisions made to the

Factor Level Descriptions. They are, as follows:

- 11-04, Contract Price/Cost Analyst: revisions to Factors 2, 5, and 7 to show greater

independence of performance, but less impact on the Government's pricing objectives used by

- the Contract Negotiator, and less participation in negotiation sessions, respectively.

- 12-04, Contract Administrator: edited for clarity, to eliminate overlap with Contract Specialist

benchmarks particularly with respect to negotiation, and to add contracting officer authority, as

recommended, to distinguish this position from BMK 11-03, Contract Administrator.

- 12-05, Contract Termination Specialist: edited to broaden the organizational locations where

this position may operate including a contractor's plant or a Federal agency and to add

contracting officer authority, as recommended.

- 12-06, Contract Price/Cost Analyst: edited to shorten and clarify.

- 13-02, Contract Administrator: edited to shorten and add contracting officer authority, as

recommended.

- 14-01, Contract Specialist: revisions to Factors 3 and 4 to reflect revisions to the Factor Level

Descriptions, such as crediting the higher level for Factor 3 in this benchmark (as in BMK

13-01) to recognize the lack of guidelines inherent in each major system or program procurement

(e.g., the specialist works from a mission need statement approved by the President and the

Congress to develop an acquisition strategy responsive to the specific goals and objectives of the

program), while lowering Factor 4 in this benchmark since the position does not involve the

resolution of "unyielding problems" contemplated at Level 4-6 nor the oversight and integration

of several major systems or program procurements. (For additional information on major

system/program contracting, see OFPP Pamphlet No. 1, Major System Acquisition, A

Discussion of the Application of OMB Circular No. A-109, dated August 1976.)

(4) Objections were raised to five of the Benchmark Descriptions contained in the Tentative

Standard, with recommendations to delete them. They are, as follows:

- 13-02, Contract Specialist: based on a civilian agency position, but has "rare" applications.

This benchmark was merged with BMK 13-01 under the concept discussed above of broadening

the benchmarks to provide more comprehensive coverage.

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- 13-04, Contract Price/Cost Analyst: an atypical mix of systems wide functions with

contracting operations. It was deleted.

-14-02, Procurement Analyst: limited applicability due to organizational setting in a program

rather than contracting office; also, no clear distinction from GS-13 level analysts which exist in

some agencies. It was deleted.

-15-01 and 15-02: objections were raised that the point assignments were atypical since the

grades of both positions were derived by crediting factor 1 at Level 1-8 and Factors - 2 through 7

at the highest FES levels. Both of these benchmarks were deleted.

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