RESOLUTIONS: The Power of a Promise - ncmahq.orgresources.ncmahq.org/chapters/nova/Newsletters/2016...NCMA NOVA NEWS – DECEMBER 2016 1 RESOLUTIONS: The Power of a Promise By Brian

NCMA NOVA NEWS – DECEMBER 2016 1

RESOLUTIONS:

The Power of a Promise

By Brian Baker, CPCM, CFCM

Tis the season BEFORE the season

when we make promises to

ourselves. For many, those

promises have a deeply meaningful

origin and serve as a powerful

motivation for the coming year.

For others, they are more realistic.

For those who appreciate realistic

New Year’s Resolutions, BuzzFeed staff writer

Joanna Borns provides some quality goals.1 I’ve

bulleted the most notable among them:

Maybe gain five pounds!

Forget a foreign language you only vaguely

learned in high school.

See the world… using the magic of the

internet!

Spend less time wearing pants.

Spend more time reading take-out menus.

Don’t let anything get in the way of eating an

entire pint of ice cream in one sitting.

And my favorite…

Forget past mistakes…

and press on to greater mistakes!

1Borns, Joanna, “New Year’s Resolutions That Are Actually

Realistic” 4 Dec. 2016

The capacity to learn from mistakes is how successful

acquisition professionals survive their training. That

is why NCMA NOVA News has increased our

coverage of GAO case outcomes. In retracing the

paths our brothers and sisters have experienced as

they sailed toward GAO’s rocky shores, we are able

to explore “past mistakes” in a manner that will help

others to avert “greater mistakes.” That hindsight

examination is intended to inform while showing

respect for those who have gone before us. In a

sailor’s adage, we should never pass the bones of a

ship without marking the reef on our charts, and

giving a nod to the courage of her crew.

As we set course for a new year, please reach out to

NCMA NOVA at any time. If you tell us your New

Year’s goals, it is our resolution to provide training

and publications that help achieve the full power of

your promises.

INSIDE THIS ISSUE:

Resolutions: The Power of a Promise

Body Language

Leading Outsourced Outsourcers

Technical Evaluation Assumptions

Contracting Officer’s Dilemma

NOVA NEWS Call for Articles

Career Opportunities

NOVA Member Anniversaries

www.buzzfeed.com/joannaborns/realistic-new-years-

resolutions?utm_term=.ox8q3PKVR#.qhmKGmrl6.

https://www.flickr.com/photos/115089924@N02/12212272513


BODY LANGUAGE:

For Meetings and Presentations

Inhabitants of a more ancient time correctly observed

that affection and joy were evidenced at first sight by

a dilation of the pupils. Human pupils expand to

allow in greater sunlight when they behold a loved

one. To capitalize on this visual sense of affection,

18th century Italian courtesans used eye drops refined

with an extract from the Atropos Belladonna plant.2

Paramours were met by women with wide and dark

pupils. How could they not feel loved?

But determining whether or not your message is well-

received in a business environment depends on far

more than the diameter of someone’s pupils. There

are three simple ways to determine the mood of your

meeting partners. Pay attention to blocking, blading,

and the wrinkles at the corners of their eyes.

Blocking:

Blocking is a subconscious process that places

barriers between you and your conversation partner.

The most recognizable form of blocking is a listener

with folded arms. However, the most common use of

2 Marshall, Evan, The Eyes Have it: Revealing Their Power,

Messages, and Secrets, (New York: Citadel Press, 2003) 148

blocking is with a single arm raised between the

listener and the speaker. That raised hand is

significant for its potential to prevent viewing

someone or something. It also allows what former

FBI agent Joe Navarro refers to as “pacifying

behavior.” Pacifying behaviors occur during periods

of stress. People who touch their face, neck, or hair

are responding to stressors. The pacifying touch

helps people remain calm.3

Blocking also takes the form of crossed legs or an arm

across the vital organs. In the image below, note how

the interviewee is blocking his interviewer with his

knee and his arm.

3 Navarro, Joe, and Marvin Karlins, What Every Body is

Saying, (New York: Harper Collins, 2008) 39-43

Belladonna: A deadly poison named for

its cosmetic use by beautiful women.

Blocking: Arms and legs placed between

a speaker and recipient.

Blocking: A hand raised between

listener and conflict, or bad news.


It should be noted that blocking is as much an

indication of low confidence, or high stress as it is a

desire to distance from the message of the event. For

example, if attendees at the meeting have not

thoroughly reviewed the data and there is a possibility

that they will be called to speak to that data, their

stress may result in blocking.

Blading:

Blading refers to the angle of a listener’s torso. Given

the set-up of the space, are they able to angle their

torso to face the speaker? If they are, and their torso

is angled away from the speaker, there are two

possible reasons. The first is that they are physically

turning away from people or ideas.

The second is that they are under time constraints for

a subsequent meeting or deadline. In looking for

confirmation, look to see where their feet are

pointing. Conversation partners tend to align their

feet toward each other. People under time-stress

align their feet to their next destination. The next

time someone stops by your office, observe their feet.

When their feet angle toward the doorway, they have

mentally shifted to their next destination and are

waiting for a polite exit point in the conversation.

Their feet are responding to the time stress of the next

event in their day. As an indicator of the level of

engagement, the feet are far more reliable than a face.

4 Vizard, Dave, How to Manage Behaviour in Further

Education, (Thousand Oaks, CA, SAGE Publications, 2012) 59

Eye Contact:

Gentle eye contact is appropriate in American

business settings. US culture tolerates 1.8 seconds of

eye contact before making someone uncomfortable,

or giving the impression that the gaze is an

invitation.4 During your 1.8 seconds with someone’s

gaze, scan for signs of genuine smiles. A genuine

smile causes wrinkles at the corners of both eyes. No

one can fake that muscle movement. Notes Dr. Paul

Eckman:

The only place that will reveal the difference

in a broad intense smile is the skin between

the eyebrows and the upper eyelid. That will

move slightly down in the genuine smile and

will not move in the social or false smile.

Everybody can voluntarily make their lips

smile, but very few people can contract the

muscle that surrounds the eyes.5

.

No Barriers - eliminate furniture or body parts

between you and the audience.

A smile that turns up the corners of the mouth without

any resulting movement at the corners of the eyes is

social, superficial, and in no way indicative of a real

mood of mirth or joy. No one is able to fake the

muscle movement associated with mirth and joy.

5 Mapes, Diane, “How to spot a fake smile: It's all in the eyes.”

4 Dec. 2016, http://www.nbcnews.com/health/body-odd/how-

spot-fake-smile-its-all-eyes-f1C9386917

Blading: A torso angled away from a

speaker, conflict, or bad news.

Smiles: Only genuine when the smile

wrinkles the corners of the eyes.


In summary, your ability to deliver a message that

is well-received is dependent not just on the

research and preparation that went into the

meeting or presentation, but on your

instantaneous capacity to judge the mood of your

audience. An understanding of blocking, blading,

and genuine smiles is just the beginning of a

deeper appreciation of the body of knowledge

that is available. The following four resources are

suggested for your exploration:

What Every BODY is Saying: An Ex-FBI

Agent’s Guide to Speed-Reading People

Emotions Revealed, Second Edition:

Recognizing Faces and Feelings to Improve

Communication and Emotional Life

Telling Lies: Clues to Deceit in the

Marketplace, Politics, and Marriage

A Smile: The eyes make it real.


Dr. Paul Eckman:

Micro Expressions Training Tool

http://www.paulekman.com/micro-expressions-

training-tools/

POSTPONED EVENT:

Brad Westergren


NOVA has postponed the

“Leading Outsourced

Outsourcers” training event

with Mr. Brad Westergren.

Look for a new date from

Constant Contact emails.

Outsourcing changes the relationships among

variables that influence leadership style. Mr.

Westergren examines public sector leadership with

specific attention to how public organizations can

accomplish their mission as these variables impact

leadership styles. Attendees will learn the

investigation and analysis required to effectively

outsource. They will also learn to adjust leadership

styles.

Brad Westergren is the Director of Business

Development and Capture for YRCI. He is an

experienced program manager, supervisory contract

manager, and contract administrator for the

acquisition of research and development, systems,

information technology, supplies, services,

construction, and utilities.

Prior to joining YRCI, Mr. Westergren was a Senior Acquisition Manager and Director at CACI. He

served in the U.S. Army as an air traffic controller, an

infantry officer, and as a member of the Acquisition


When:

NEW DATE AND TIME WILL BE

ANNOUNCED VIA CONSTANT CONTACT

Where:

Northrop Grumman Systems Corporation,

7575 Colshire Drive

Tech Tower 1

McLean, Virginia, VA 22102

Postponed from December 16th:



Corps where he had many assignments as a warranted

contracting officer. His article, “Leading Outsourced

Outsourcers,” was published in the September 2010

issue of the Journal of Contract Management.

TECHNICAL EVALUATION

ASSUMPTIONS:

Failure to Clarify Derails an Award

In an October 18, 2016 protest decision, the

Government Accountability Office (GAO) sustained

a protest by Jacobs Technology, Inc. (JTI). The

Government’s failure to clarify information in the

proposal’s technical response unraveled the award

decision.

The FAR 15 Request for Proposal (RFP) would

provide personnel and equipment to support the Air

Force Research Laboratory (AFRL). AFRL

conducts rocket propulsion research and

development. The RFP required the capability to

“evaluate, design, construct, and modify

experimental research test facilities and systems;

perform research and development test operations

and test operation support; and maintain special test

equipment and support infrastructure…” (B-413389;

B-413389.2, p. 2)

The evaluation’s Technical factor requested the

response to a scenario. The scenario asked how the

offeror would prepare 100 linear feet of piping for

liquid oxygen service within two months in

accordance with appropriate standards.

The awardee provided a scenario response that

specified “Category D” fluid service. Category D

standards are for nonflammable and nontoxic fluids.

The appropriate standard for liquid oxygen is

“Category M” because exposure to liquid oxygen

would result in significant and irreversible harm to

humans in the area. Category M standards require

stricter limits on the types of piping, and on the

overall pipe tolerances than Category D.

ISSUE ABANDONMENT

The protest information exchange

process is much like the exchange of

broadsides between vessels in the age

of sail. The silence of cannons means

the argument is over.

For five separate issues, JTI failed to

substantively rebut the agency report.

In failing to discuss the merits of the

agency response, JTI allowed these

allegations to vanish in the afterglow

of the Government’s broadside:

failure to recognize strengths,

unstated evaluation criteria,

inadequate cost realism evaluation,

irrational best value tradeoff,

failure to document the source

selection decision.

Though JTI later argued that they

had not meant to abandon the issues,

GAO is firm in their stance. Where

there is not a substantive rebuttal of

the agency position, GAO will

consider the arguments abandoned,

whether the protestor likes it or not.

(B-413389; B-413389.2 p. 5)


Two Government technical evaluators detected the

awardee’s use of Category D standards in the

scenario, and regarded it as a weakness. However, by

the time the consensus decision was authored, the

Government’s technical evaluation team stated that

the use of Category D standards was “most likely an

administrative error.” Despite the discrepancy, the

awardee was not questioned to clarify whether it was

their intention to state Category M rather than

Category D for the liquid oxygen piping standards.

In the absence of this inquiry, the Government relied

on an assumption that the awardee had made an

administrative error.

GAO conducted hearings with the Source Selection

Evaluation Board Chairperson. In testimony, and

contrary to the evaluation worksheets, the Chair

stated that the awardee’s proposal contained three

separate areas where the Category D solution utilized

pressure allowances that are not available for

Category M. In other words, the Government

acknowledged evidence that would have been

revealed by the awardee if the Contracting Officer

had requested clarification of the category label. The

Chair acknowledged that the use of Category D

specifications in a system for hazardous fluids would

constitute a weakness.

GAO ruled that the agency failed to reasonably

consider the parts of the awardee’s proposal that

referred to Category D’s lower standards. The use of

a lesser standard would result in an under-engineered

system for the liquid oxygen. This would have

resulted in a weakness at the highest rated subfactor

for the technical factor. The award decision was

fundamentally flawed for this omission.

Having determined that the Government’s evaluation

was flawed, GAO next determined that the error had

created a material prejudice against JTI. In

examining whether there was prejudice, GAO noted

that they were unable to determine what the

awardee’s rating should have been. Given that JTI’s

past performance was evaluated as superior to the

awardee’s past performance, and the cost difference

between the awardee and JTI was marginal, there was

real uncertainty regarding whether the awardee

would remain the best value overall given the new

weakness in the scenario’s technical subfactor.

In the end, a proposal flaw that was detected early in

the process by two individual technical evaluators

never received the formal clarification question that

it deserved. The Contracting Officer’s inquiry would

have immediately provided essential information and

allowed full documentation of the Government’s

analysis regarding the weakness. Four words could

have averted the need to return to the evaluation

phase: “Please confirm the category.”

GAO Protest Decision: B-413389; B-413389.2

http://www.gao.gov/assets/690/681191.pdf

Competitive prejudice is an essential

element of a viable protest; where the

protester fails to demonstrate… it

would have had a substantial chance

of receiving the award, there is no

basis for finding prejudice, and our

Office will not sustain the protest.

(B-413389; B-413389.2, p.18 )

Clarifications:

Limited exchanges between the

Government and offerors to resolve

minor or clerical errors.

[FAR 15.306(a)(2)]


CONTRACTING OFFICER’S

DILEMMA: Scenarios for

Training and for Interviews

This series of articles

provides lessons for

contracting officers to share

during team-based training

events. They may also be

used by job seekers to

prepare for interviews that will probe their

acquisition knowledge in response to real-world

scenarios.

“The New Team”

You’ve been promoted. The Federal acquisition team

is composed of new hires. Your success is contingent

on how well and how quickly you’re able to educate

your GS 7 and GS 9 teammates. Leadership has

asked you to prepare a plan for training and to share

an example of the type of training you would provide.

What do you do?

Solution:

This is a classic example of both a real-world need,

and a standard interview scenario. The ability to

share knowledge with colleagues and clients is a key

attribute of leadership that must be present for

advancement to GS 13 and above. Your lesson plan

will speak volumes about your acquisition expertise.

Your prowess as an instructor illustrates the essential

communication tradecraft for any leadership role,

whether you are chairing a meeting, or mentoring

colleagues.

In answer to this scenario, many would orchestrate an

elaborate plan that mimics the content in the tiers of

instruction for Federal Acquisition Certification in

Contracting (FAC-C) or Defense Acquisition

Workforce Improvement Act (DAWIA) certification.

Don’t.

The rigor of FAC-C/DAWIA coursework is not

something that you need to duplicate. As a team lead,

your best focus is on filling the gaps that you detect

when your teammates attempt to translate their

classroom training to the real-world job. To do that,

your plan is structured for three stages of attack:

1. Detection - Use document reviews and other

quality control interactions to find areas for

improvement. Your observations drive two

types of instructional intervention: “One on

One,” and “Team” training.

2. Instruction

One on One - use document reviews to

educate individual teammates by providing

corrections with fully referenced notes and

an in-person follow-up to make sure they

understand the concepts.

Team - use your weekly team meeting to

share 15 minute instructional modules.

Cover gaps held by more than one teammate

without calling out the individuals who

made the errors.

3. Students Take the Lead - each week, ask a

member of your team to provide a five minute

overview of a hot topic or trend in review

errors. This spotlight ensures that they fully

master the concept they share, and creates a

sense of community among your teammates

as they share knowledge.

With your strategy set, provide your supervisors with

an example module. There are three highly effective

techniques to convey information in short spans:

Visualization, Acronyms, and Scenarios.

Technique #1: Imagery

With complimentary concepts, imagery works well to

allow students to later recall the information. The

three pricing tests most commonly used for

commercial item acquisitions tend to confuse new

members of the 1102 community. To provide clarity

for Price Realism, Price Rationalism, and

Unbalanced Pricing, provide students with sketch


paper and ask them to draw a stick figure as part of

the following exercise:

The Head. Rationalism Test - Are prices too

high?

Ask students to draw a stick figure with special

attention to the head. You’re focused on the

head because it is the source of “rational”

thought. It also provides the highest point of the

human body, allowing swift connection with

Rationalism’s test. Price Rationalism tests to

see if prices are too high.

Standing on One Leg. Unbalanced Pricing

Test - Are individual line items too high or

low?

Ask them to draw the stick figure standing on

one foot, fighting to retain balance. Unbalanced

pricing is the FAR Subpart 15.404-1(g) check

to see if individual contract line item number

pricing is over or understated using cost or price

analysis techniques. This test is visually

represented because the figure is on one foot

and leaning, or unbalanced.

The Ground. Realism Test - Are prices too

low?

Ask them to draw the ground. This is the real

estate our scene occupies. Price Realism is a

test to see if pricing is too low. The “real estate”

beneath our feet is the lowest point,

representing “realism.”

The end point of

this exercise is a

visual image that

will immediately

allow students to

recall and

discuss the three

pricing tests and

their goals.

Technique #2: Acronyms

Some FAR passages require a shorthand for the recall

of concepts with multiple moving parts. The

evaluation components for Past Performance are well

suited for an Acronym approach. “CRAC’T”

(pronounced “Cracked”) encompasses the five

elements of past performance that must be considered

per FAR Subpart 15.305(a)(2):

Currency

Relevance

Author (Source)

Context

Trends

Once your students are able to reliably retain and

recall the five elements of past performance, you will

find they have the foundation for larger discussions

regarding when it is a benefit to include past

performance, and the role of the currency, relevance,

author, and context elements in indicating the quality

of the trends detected.

Technique #3: Scenarios

A final technique is to create a story surrounding the

material. Pick the concept you wish to explore, and

then create a scenario to address it. For example, if

you wished to discuss fair and reasonable price

determinations, your scenario is drawn from a

popular topic for many formal contracting courses:

Body Armor.

Body Armor Scenario:

You have quotes to deliver 5000 medium size body

armor chest plates by January 1st to forces in the field.

The responses from industry are as follows:

Company Delivery

Quantity Date

Price

(Delivered)

Alpha 3000 - Med

2000 - Med

Or

5000 - Large

Dec. 20th

Jan. 29th

Or

Jan. 1st

$30,000

$20,000

Or

$50,000

Beta 5000 - Med Jan. 1st $180,000

Omega 5000 - Med Jan. 15th 30,000


The scenario is calculated to spur conversation

around multiple topics:

Time - Only Beta can deliver 5000 medium units by

January 1st. Their price is more than six times the

lowest offeror. Can we wait 15 days in order to save

$150,000? Slant the story. We MUST have the

armor plates by the 1st for troops in the field. No size

substitutions are allowed. Fair and reasonable pricing

is determined by competition, and the ability to

provide the vests is determined by time constraints.

Great conversations should ensue about gouging,

partial awards (e.g., 3000 to Alpha, 2000 to Beta) and

developing other industry sources.

Quantity/ Size/ Shipping Costs/ Logistics - Change

the story to drive your specialists to speak with the

program office. Role play the program as they ask

questions. This is where the “Aha” moments occur

for young specialists. It’s an introduction to supply

chain management. Will there be logistical issues

that create increased storage, wearing, and handling

costs to the Government? Will existing armor vests

accommodate the “large” size plate? Will shipping

containers accommodate as many plates at the same

cost? Are there different maintenance and upkeep

requirements? Will substitute plates have the same

longevity as those requested?

Scope - If size substitutions are allowed, the CO must

determine whether the substitution of the large plates

for the medium sized ones ordered is within the scope

of the solicitation. If a substitution of large plates is

out of scope, they may not be accepted without a new

solicitation that seeks multiple sizes.

The best use of scenarios is to generate a round-table

discussion in a group of mixed experience levels so

that multiple perspectives can expand the lesson.

After discussion, the scenario becomes the heart of a

story that students can readily recall and share.

NCMA NOVA NEWS:

Call for Articles

NCMA NOVA News is a

monthly electronic newsletter

for the 600+ NOVA Chapter

members. This is a call for

article submissions.

Guidelines for Submissions:

Articles Sought: Submit features, news articles, and interviews that are of interest to the

acquisition community. Query for editorials.

Homage: Include a biography for each author so

that we may provide our members with a better

perspective regarding your background,

expertise, and interests. Generally, the biography

should be less than 100 words.

Word Limits: There is no word limit for articles.

Your readers are members of industry and

Government with 1 to 40+ years of experience in

acquisition, including many niche areas of

interest (e.g., legal, program management).

Longer works may be considered for serial

publication across multiple issues.

Publication Rhythm: The deadline for consideration is the 15th of the month for the

following month’s issue. Authors receive an

opportunity to review the final draft newsletter

during the same period that the NCMA NOVA

chapter officers review the publication.

Rights: The author/copyright holder must provide NCMA NOVA News with one time,

nonexclusive rights to display, copy, publish,

distribute, and transmit digital or physical

reproductions for the issue or series of issues in

which the article will be presented. NCMA

NOVA News reserves the right to refuse or edit

all entries before publication.

Send articles or editorial concepts to Brian Baker:

[email protected]

https://commons.wikimedia.org/wiki/File:Stipula_fountain_pen.jpg


CAREER OPPORTUNITIES:

PRIVATE SECTOR:

Senior Contracts Administrator

American Institutes for Research

Job ID 9096

Job Location US-DC

Link:

https://jobs-airdc.icims.com/jobs/9096/senior-

contracts-

administrator/job?mobile=false&width=900&height

=500&bga=true&needsRedirect=false&jan1offset=-

300&jun1offset=-240

Overview:

Established in 1946, with headquarters in

Washington, D.C., American Institutes for Research

(AIR) is an independent, nonpartisan, not-for-profit

organization that conducts behavioral and social

science research and delivers technical assistance

both domestically and internationally for Federal,

State & Local and Commercial clients.

Currently, AIR is seeking a Senior Contracts

Administrator/Manager for our Washington, D.C.

(Georgetown) office. We offer outstanding

compensation, benefits and a flexible professional

work environment for the qualified candidate who

demonstrates comprehensive competence and

professional excellence.

Qualifications:

Bachelor's degree required; Master’s preferred;

equivalent work experience and demonstrated

capability considered.

15 years of progressively complex and relevant

contracts leadership experience in a professional

environment.

Substantial knowledge of client contracting

regulations, policies and practices with ability to

articulate vision and manage staff; demonstrated

ability to provide accurate interpretation and

implementation advice to leadership and staff.

Ability to learn the AIR’s business to better

understand risk and offer guidance on limiting

risk exposure.

Highly motivated with good organizational,

mathematical, analytical and reasoning skills and

the ability to multi-task.

Persuasive and professional verbal and written

communication skills to identify, communicate

and implement complex business solutions for

clients, staff and management.

Ability to partner/team with other groups within

AIRs infrastructure support (i.e. purchasing,

accounting, business systems, finance).

Possess requisite experience, judgment and senior

presence to productively interact with internal

and external clients and manage staff to identify

and resolve risk and performance issues.

Proficient in using standard MS Office Programs.

Must demonstrate above-average initiative, self-

reliance and autonomy, with the judgment to

know when to take the lead, when to involve

others, and how to set priorities.


PRIVATE SECTOR:

Subcontracts Specialist

American Institutes for Research

Job ID 9058

Job Location US-DC-Washington

Link:

https://jobs-airdc.icims.com/jobs/9058/subcontracts-

specialist/job

Overview:

Established in 1946, with headquarters in

Washington, D.C., American Institutes for Research

(AIR) is an independent, nonpartisan, not-for-profit

organization that conducts behavioral and social

science research and delivers technical assistance

both domestically and internationally for Federal,

State & Local and Commercial clients.

Currently, AIR is seeking a Subcontracts Specialist

for our Washington, D.C. (Georgetown) office. We

offer outstanding compensation, benefits and a

flexible professional work environment for the

qualified candidate who demonstrates comprehensive

competence and professional excellence.

Qualifications:

Bachelor’s degree in business-related field and/or

commensurate experience preferred.

5+ years of experience in

Subcontracting/Procurement function for

commercial organization/company operating

under federal government compliant system,

preferably with a professional services contractor

is required.

Strong proficiency in MS Excel and MS Word is

required.

Experience with contractual terms and conditions

agreements and negotiations (including software

EULA’s, Hotel and Catering, vendor terms,

equipment lease and maintenance agreements)

required

Procurement resource planning system (ERP)

experience required

Deltek CostPoint (Materials Management

System) or other enterprise resource planning

system experience highly desired.

Strong organizational, time management and

interpersonal and communication skills required.

PUBLIC SECTOR:

Procurement Analyst

Department of Commerce

National Institute Of Standards And Technology

FEW vacancies in the following location:

Gaithersburg, MD

Work Schedule is Full-time - Permanent

Opened Monday 12/5/2016

Closes Monday 12/19/2016

Salary Range

$108,887.00 to $141,555.00 / Per Year

Series & Grade

ZA-1102-04/04

Promotion Potential

04

Supervisory Status

No

Who May Apply

All qualified U.S. citizens. This notice is issued under

direct-hire authority to recruit new talent to

occupations for which NIST has a severe shortage of

candidates.

Control Number

458369100

Job Announcement Number

NISTOAAM-2017-0002

https://jobs-airdc.icims.com/jobs/9058/subcontracts-specialist/job

https://jobs-airdc.icims.com/jobs/9058/subcontracts-specialist/job


PUBLIC SECTOR:

Procurement Analyst

Defense Human Resources Activity

Few vacancies:

Alexandria, VA

Work Schedule is Full-Time - Permanent

Opened Friday 12/9/2016

Closes Sunday 12/18/2016

Salary Range

$92,145.00 to $141,555.00 / Per Year

Series & Grade

GS-1102-13/14

Promotion Potential

14

Supervisory Status

No

Who May Apply

This announcement is open to: All U.S. Citizens

Control Number

459145300


DHRA-17-10003390-DE

PUBLIC SECTOR:

Contract Specialist

Defense Human Resources Activity

Few vacancies:

Alexandria, VA

Work Schedule is Full-Time - Permanent


Closes Sunday 12/18/2016

Salary Range

$92,145.00 to $141,555.00 / Per Year

Series & Grade

GS-1102-13/14

Promotion Potential

14

Supervisory Status

No

Who May Apply

This announcement is open to: All U.S. Citizens

Control Number

459218100


DHRA-17-10003496-DE

PUBLIC SECTOR:

Contract Specialist

U.S. Navy - Agency Wide

Many vacancies in the following locations plus 69

other locations :

Washington, DC

Annapolis, MD

Patuxent River, MD

Arlington, VA

Chantilly, VA

Dam Neck Naval Facility, Virginia Beach,

VA

Little Creek Amphibious Base, VA

Norfolk, VA

Portsmouth, VA

Quantico, VA

Rosslyn, VA

Stafford, VA

Suffolk, VA

Virginia Beach, VA


Work Schedule is Full Time - Permanent

Opened Thursday 11/10/2016

Closes Saturday 9/30/2017

Salary Range

$48,968.00 to $122,549.00 / Per Year

Series & Grade

GS-1102-09/13

Promotion Potential

13

Supervisory Status

Yes

Who May Apply

United States Citizens

Control Number

455468900


SW61102-13-1842587NVXXXXXXE

PUBLIC SECTOR:

Contract Specialist


Vacancies in the following locations plus 69 other

locations :

Washington, DC

Annapolis, MD

Bethesda, MD

Indian Head, MD

Patuxent River, MD

Alexandria, VA

Arlington, VA

Dahlgren, VA


VA

Newport News, VA

Norfolk, VA

Portsmouth, VA

Quantico, VA

Virginia Beach, VA

Yorktown, VA




Salary Range

$51,811.00 to $96,004.00 / Per Year

Series & Grade

GS-1102-11/13

Supervisory Status

No

Who May Apply


Control Number

455935200


DON71102-13OCA

PUBLIC SECTOR:

Contract Specialist


Vacancies in the following plus 34 other locations :

Washington, DC

Patuxent River, MD

Arlington, VA

Chantilly, VA


VA

Little Creek Amphibious Base, VA

Norfolk, VA

Portsmouth, VA

Quantico, VA


Rosslyn, VA

Stafford, VA

Suffolk, VA

Virginia Beach, VA




Salary Range

$99,785.00 to $160,300.00 / Per Year

Series & Grade

GS-1102-14/15

Supervisory Status

Yes

Who May Apply


Control Number

455472200


SW61102-15-1842606NVXXXXXXE

PUBLIC SECTOR:

Contract Specialist

Secretary Of The Navy/Assistant For

Administration (DON/AA) Few vacancies in the following plus 10 more

locations:

Patuxent River, MD

Saint Inigoes, MD

Arlington, VA

Norfolk, VA


Opened Wednesday 11/9/2016

Closes Tuesday 2/7/2017

Salary Range

$32,318.00 to $58,096.00 / Per Year

Series & Grade

GS-1102-05/07

Promotion Potential

13

Supervisory Status

No

Who May Apply


Control Number

454834700


NE71102-13-1837426XXXXXXXXE

PUBLIC SECTOR:

Contract Specialist

Secretary of the Navy/Assistant for

Administration (DON/AA)

Few vacancies in the following plus 19 other

locations:

Washington DC

Patuxent River, MD

Saint Inigoes, MD

Arlington, VA

Norfolk, VA


Opened Wednesday 11/9/2016


Salary Range

$48,968.00 to $122,549.00 / Per Year


Series & Grade

GS-1102-09/13

Supervisory Status

No

Who May Apply


Control Number

454833200


NE71102-13-1837402XXXXXXXXE

PUBLIC SECTOR:

Contracting Specialist

U.S. Marine Corps

1 vacancy in the following location:

Quantico, VA




Salary Range

$55,000.00 to $70,000.00 / Per Year

Series & Grade

NF-1102-04/04

Promotion Potential

NA

Supervisory Status

No

Who May Apply

Open to All Sources

Control Number

457092800


23219

PUBLIC SECTOR:

Contract Administrator

Defense Contract Management Agency

Many vacancies in the following locations:

Chantilly, VA

Hampton, VA



Closes Friday 1/6/2017

Salary Range

$71,012.00 to $100,736.00 / Per Year

Series & Grade

GS-1102-12/12

Supervisory Status

No

Who May Apply

All U.S. Citizens and Nationals with allegiance to

the United States and Interagency Career Transition

Assistance Plan (ICTAP) Eligible

Control Number

423435700


SWH815P6EHA0915361573156

PUBLIC SECTOR:

Contract Administrator


Many vacancies in the following locations:

Chantilly, VA

Hampton, VA




Closes Friday 1/12/2017

Salary Range

$48,968.00 to $84,044.00 / Per Year

Series & Grade

GS-1102-09/11

Promotion Potential

11

Supervisory Status

No

Who May Apply

All U.S. Citizens and Nationals with allegiance to

the United States and Interagency Career Transition

Assistance Plan (ICTAP) Eligible

Control Number

426220400


SWH816P6EHA0717791596305

PUBLIC SECTOR:

Contract Specialist, Administrator,

Negotiator, Procurement Analyst

General Services Administration - Agency Wide

Many vacancies in the following plus 9 other

locations:

Washington DC,

Alexandria, VA

Arlington, VA

Work Schedule is Full-time, Part-time - Permanent,

Temporary, Term


Closes Saturday 12/31/2016

Salary Range

$51,163.00 to $158,700.00 / Per Year

Series & Grade

GS-1102-09/15

Promotion Potential

15

Supervisory Status

No

Who May Apply

All United States citizens and nationals (residents of

American Samoa and Swains Island).

Control Number

420434400


1612005-DHA

PUBLIC SECTOR:

Contract Specialist

Air Force Personnel Center

Few vacancies in the following plus 125 more

locations:

Bolling AFB, DC

Washington DC

Andrews AFB, MD

Fort Meade, MD

Fort Washington, MD

Patuxent River, MD

Arlington, VA

Chantilly, VA

Dahlgren, VA

Fairfax, VA

Fairfax County, VA

Fort Belvoir, VA

Fort Eustis, VA

Langley AFB, VA


Naval Base, Norfolk, VA

Pentagon, Arlington, VA

Quantico, VA

Winchester, VA

Work Schedule is Multiple Schedules - Multiple

Appointment Types

Opened Tuesday 11/1/2016


Salary Range

$32,318.00 to $152,593.00 / Per Year

Series & Grade

GS-1102-5/15

Promotion Potential

15

Supervisory Status

No

Who May Apply


Control Number

454696900


AFPC-ACQEHA-10002278-1102

PUBLIC SECTOR:

Contract Specialist


Few vacancies in the following plus 45 more

locations:

Andrews AFB, MD

Arlington, VA

Langley AFB, VA



Closes Thursday 8/31/2017

Salary Range

$39,570.00 to $58,562.00 / Per Year

Series & Grade

GS-1102-07/07

Promotion Potential

11

Supervisory Status

No

Who May Apply


Control Number

451375400


BK17-EHA-1774346-1102-AS

PUBLIC SECTOR:

Contract Specialist


Few vacancies in the following plus 20 other

locations:

Washington DC

Andrews AFB, MD

Arlington, VA

Langley AFB, VA



Closes Thursday 8/31/2017

Salary Range

$48,403.00 to $70,192.00 / Per Year

Series & Grade

GS-1102-09/09


Promotion Potential

12

Supervisory Status

No

Who May Apply


Control Number

451384000


BK17-EHA-1774355-1102-AS

PUBLIC SECTOR:

Executive Director, Cost and

Pricing Center


1 vacancy in the following location:

Fort Lee, VA

Work Schedule is Full Time - Senior Executive

Service (SES)



Salary Range

$123,175.00 to $185,100.00 / Per Year

Series & Grade

ES-1102-00/00

Supervisory Status

Yes

Who May Apply

All groups of qualified individuals

Control Number

458871400


SWH816SES7887691867580

DECEMBER NCMA NOVA CHAPTER ANNIVERSARIES Member Years

Peter Nagy, Fellow 34

Jodie Paustian, CPCM 33

Lester Clark, 32

Brenda Peterson, 31

Richard Smith, 27

Annabelle Regensburger,

CPCM 25

Rhonda Trent, 23

Elaine Guth, 22

Harry Shank, 22

Joseph Gaglio, 20

Jennifer Schoen, 19

Jolin Yeung, 19

John Turner, CPCM 18

Jacquel Tomlin, 16

Kathleen Estep, 15

Corretta Doctor, 12

Dean Kremer, CPCM 9

Member Years

Kwanita Brown, 8

Gregory Foley, 8

Virginia Huth, 6

Mark Jones, 6

Evan Vessillo, 6

David Carmichael, 5

Daniel Miller, 4

Timothy Davis, 3

Jasmine Ennsour, 2

Lily Savic, 1

James Thomas, 1

Elizabeth Kellman, 1

Elizabeth Meola, 1

Allen Cannon, 1

Lucy Chan, 1

Michael Chu, 1

Kimberly Oatneal, 1

John Stever, 1


Chapter Elected Officers

President William Kirkwood, Esq.

President-Elect Eric Crusius

Secretary Shuna Ross

Treasurer Raymond Bouford

Chairs and Advisors Membership & Elections

Chair Tami Nguyen

Education & Programs

Chair Steven Buck

NOVA News Chair Brian Baker

[email protected]

Chapter Advisor Danielle Grunwald

Chapter Advisor Crystal Glenn

We’re on the Web! Visit us on:

https://www.facebook.com/NCMANOVA

https://www.linkedin.com/groups/NCMA-NOVA-Chapter-8142710

https://www.twitter.com/NCMA_NOVA


NCMA NOVA Newsletter Staff

Editor Brian Baker

Assistant Editor/Graphics Design Connor Baker

Assistant Editor Carolyn Klenner

All images used for thematic or artistic support of article content are sourced using Google Advanced Image

Search. Results are filtered to provide images that are free to use, share, or modify. “Search Attribution”

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Documents

RESOLUTIONS: The Power of a Promise - ncmahq.orgresources.ncmahq.org/chapters/nova/Newsletters/2016...NCMA NOVA NEWS – DECEMBER 2016 1 RESOLUTIONS: The Power of a Promise By Brian