**Acquisition and Assistance Management Review**

**Team Handbook**

**February 2007**

***This Handbook Contains the Following:***

**Part I - Standing Instructions**

*Team Member Responsibilities*

*Compliance Assessment Instructions*

*Job Code Charging*

*Items You Need To Bring*

*Travel Authorization / Travel Preparation*

*Documentation/Information Provided by Lead*

*Site Visit Process Flow*

*After The Review*

*Review Components*

*How To Write An Observation Record*

*Observation Rating Criteria*

*Storyboard*

*Final Products from Team Members*

*Evaluation Sheet*

*Hard Copy Review File Content List*

*Milestones Sample*

**Part II - Information for the current REVIEW**

**(provided by the Team Lead at a later date)**

*Process Assignments*

*Travel/Transportation/Lodging Information/Maps*

*Assessment Worksheet Forms (If applicable)*

*Guidelists and Information on Assigned Processes*

**TEAM MEMBER RESPONSIBILITIES**

**WELCOME TO THE ACQUISITION AND ASSISTANCE MANAGEMENT REVIEW!**

The Director of Acquisition and Assistance Management is responsible for
the Reclamation Acquisition and Assistance Management Review (AMR) and
appreciates your help in performing this AMR. Your work will be of great
importance in determining the overall health of the Office we are about
to visit. While you are performing the AMR, please keep a number of
things in mind. In this role, you are representing the Director of
Acquisition and Assistance Management and the [Chief of the
XXXXXXXXXXX]{.mark}. While various offices may have viewpoints and
agendas for change, the overall purpose of the Review is to determine
how well the Acquisition and Assistance Management Unit is functioning.
To accomplish this goal, each reviewer must reflect a high standard of
ethical performance in keeping with the standards listed below.

**ETHICAL STANDARDS**

-   Reviewers should not place themselves in positions where their
    interests may be in conflict, or appear to be in conflict, with the
    purposes and administration of the assessment. Individuals selected,
    as Reviewers should ensure that their participation would not
    present a conflict in terms of their regular work, previous work at
    the site under review, or with individuals employed at the site
    under review.

-   Reviewers should safeguard the confidences of all parties involved
    in the Review processes, past and present alike.

-   Reviewers should not serve any private or special interests in
    fulfillment of their duties.

-   Reviewers should not intentionally communicate misleading or false
    information that may compromise the integrity of the overall
    assessment process or the decisions made thereby.

-   Reviewers have the obligations to ensure that the final assessment
    observations, findings, and reports are protected from alterations
    of substance, specifically the following: (1) presenting
    observations or findings in the report which were not presented in
    the exit briefing, (2) changing an observation from low to high
    significance after the site visit, without appropriate
    coordination, (3) reducing the impact of an observation unless it is
    demonstrated by the evidence to be incorrect, and (4) failing to
    document and report a known discrepant condition.

-   Reviewers have an obligation to refrain from prescriptive
    observations or instructions. Reviewers are rarely, if ever, in a
    position to fully comprehend and understand the circumstances of a
    specific situation.

    **CODE OF CONDUCT**

    In order to maintain a high standard of professionalism in the
    assessment process, all participants in Reviews and other assessment
    activities are expected to display the following characteristics and
    qualities:

+----------------------+-----------------------+-----------------------+
| Punctual             | Direct                | Patient               |
+----------------------+-----------------------+-----------------------+
| Fair                 | Independent           | Tactful               |
|                      |                       |                       |
| Well-prepared        | Persistent            | Unbiased              |
+----------------------+-----------------------+-----------------------+
| Non-confrontational  | Clear and Concise     | Communicative         |
+----------------------+-----------------------+-----------------------+
| Courteous            | Decisive              | Unassuming            |
+----------------------+-----------------------+-----------------------+
| Fact-driven          | Honest                | Neat Appearance       |
+----------------------+-----------------------+-----------------------+

**ROLES AND RESPONSIBILITIES**

[Review Authority]{.underline}: Review of implementation and activities
under the Internal Control Plan and Internal Process Plans are
authorized by the Department of the Interior Acquisition Regulation
(DIAR) 1401.7001-4 and the annual Departmental Functional Review
Guidance for Acquisition, Financial Assistance and Property Management
policy memorandum. This authorization provides support to the Review
Team by providing authority to the team leader and a venue for guidance
and decision support for issues. The Review must determine:

1.  Programs are efficiently and effectively carried out in accordance
    with applicable law and management policy.

2.  Obligations and costs comply with applicable law.

3.  Assets are safeguarded against waste, loss, unauthorized use, and
    misappropriation.

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4.  Revenues and expenditures applicable to agency operations are
    recorded and accounted for properly so that reliable financial and
    statistical reports are prepared and accountability of assets is
    maintained.

    [Team]{.underline}: A Review Team has a Team Lead who will be
    assisted by Team Members proficient in the Acquisition and
    Assistance Management disciplines of Simplified Acquisition,
    Purchase Cards, Contracting, and Financial Assistance.

    [Team Lead]{.underline}: Their role is to plan the Review in detail,
    recruit and prepare Team members, ensure that the reviews are
    conducted in a thorough and complete manner and to record all
    observations and other information pertaining to all portions of the
    Review. The leads are the principle points of contact for Team
    Members. Maintaining communication with all Team Members is a
    primary role. Team Leads will establish a communication methodology
    to ensure daily receipt of information to and from the Team Members
    regarding the progress of the Review. Leads may direct Members to
    look at specific areas as the Review progresses. This may be the
    result of other observations, or it may be done to ensure
    even-handed coverage. The following roles and tasks are fulfilled by
    the Team Lead.

-   Execute the goals and objectives of the Review Process.

-   Be thoroughly knowledgeable of ethical standards and codes of
    conduct.

-   Plan the logistical details of each Review.

-   Manage the day to day performance of the Review.

-   Provide Leadership for Team members.

-   Make significant final determinations of observations and findings.

-   Compile and publish final report.

-   Ensure communication daily with leadership of the unit being
    reviewed.

    [Reviewers]{.underline}: Reviewers (Team Members) are chosen from
    staffs of field offices and the Washington Office. They assist the
    Team Lead for the duration of the Review.

    The following roles are fulfilled by the Reviewers:

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-   Be thoroughly knowledgeable of ethical standards and codes of
    conduct.

-   Be thoroughly prepared for the work at hand through review of
    data-call materials provided

-   Be very familiar with applicable Review Components.

-   Perform assessments of topics assigned by the Team Lead.

-   Maintain regular and thorough communications with the Lead as
    directed.

-   Prepare accurate and concise reports of observations and summaries
    of topics in a timely manner using worksheets, observation forms,
    and other instructions provided by the Lead.

    **COMPLIANCE ASSESSMENT INSTRUCTIONS**

    Your assignment includes determining levels of compliance with
    requirements through the following:

-   [Process assignments and itinerary,]{.underline} which will be
    assigned by your Team Lead.

-   Assess [compliance with applicable Regulations]{.underline}.

-   [Make determinations]{.underline} on each sub-component or
    sub-process (if applicable) in terms of the ratings defined in the
    instructions: Blue, Green, Yellow or Red.

-   As available for your assigned process, [complete a worksheet for
    each interview]{.underline}. Follow the general instructions
    provided. When the interview process is concluded and the
    interviewee initialed the worksheet, provide it to your Lead.

-   [Prepare Observation Records]{.underline} as part of the Review
    wrap-up. *(See section on writing an Observation Record).*

-   [Call or talk to your lead each day]{.underline}. Do not neglect
    this essential communication process. Others on the Team are waiting
    for your information! Your input will be shared with the other
    Review Team members at a daily 4:00 PM meeting.

-   [Keep complete records]{.underline} of your activities, who and
    where you did interviews or reviewed data, and what was found. Use
    the worksheets to provide structure to your records, and take
    additional notes as necessary. Make copies of documents that are
    evidence of deficiency or non-compliance to support findings. These
    all become the Review\'s work papers and back-up documentation.

**JOB CODE CHARGING**

The travel expenses you incur during the trip will be reimbursed by the
Denver Office. The Team Lead will provide you with a Job Code prior to
your Voucher being processed.

**ITEMS YOU NEED TO BRING**

-   [A laptop computer,]{.underline} if available to you, with at least
    Word and Excel spreadsheet capabilities. It is an expectation of the
    Team Lead to have a complete electronic record of Review
    documentation.

-   Professional business attire to wear while on duty.

-   Access to or copies of Guidance applicable to your discipline and/or
    FAR requirement(s) as necessary.

-   Any pre-Review data sent to you.

    **TRAVEL AUTHORIZATION / TRAVEL PREPARATION**

-   Use your Travel Authorization for travel. Special authorization will
    not be issued by the Denver Office for the trip.

-   Make your own travel arrangements (taxi\'s, airlines, etc.).

-   [Hotels:]{.underline} The Team Lead will contact you with
    information about the selected hotel. You will be notified that
    rooms are blocked as a group and what the group listing is, i.e.
    Reclamation, AMR, etc. However, [you must]{.underline} telephone the
    hotel, when notified, to confirm your reservation and provide them
    your credit card particulars.

-   [Rental Cars:]{.underline} Do not rent a car for the trip unless
    specifically authorized by the Team Lead. If a car is rented without
    permission, related expenses may not be reimbursed.

-   [Hours Worked:]{.underline} During the Review it is very likely long
    hours will be needed to complete the process. Plan on working eight
    to twelve hours a day including time spent as a Team, and some
    individually. Overtime will be available and a job code provided for
    charging, but must be authorized by your home unit supervisor before
    you arrive for the Review.

    **DOCUMENTATION / INFORMATION PROVIDED BY LEADS**

-   Your Team Lead will electronically provide you a copy of this
    Handbook. This document will help prepare you for the review
    assignment.

-   Refer frequently to the \"How to Write an Observation Record\"
    instructions that are a part of this handbook. It is very important
    you understand the process BEFORE arriving to work on the Review.

-   General information the Team Lead will provide may include, but is
    not limited to: Customer Service Surveys, Team organization chart;
    telephone listing and points-of-contact, etc.

    **SITE VISIT PROCESS FLOW**

+--------------------------+-------+-----------------------------------+
| **TEAM GATHERING**       |       | Roll Call                         |
|                          |       |                                   |
| **(Prior to In-Brief)**  |       | Administrative Information        |
|                          |       |                                   |
|                          |       | Schedule of Events                |
+--------------------------+-------+-----------------------------------+
|                          |       |                                   |
+--------------------------+-------+-----------------------------------+
| **IN-BRIEFING**          |       | Opening Remarks and Expected      |
|                          |       |                                   |
|                          |       | Outcomes                          |
|                          |       |                                   |
|                          |       | Team Member Introductions         |
|                          |       |                                   |
|                          |       | The Assessment Process            |
|                          |       |                                   |
|                          |       | Follow-Up                         |
+--------------------------+-------+-----------------------------------+
|                          |       |                                   |
+--------------------------+-------+-----------------------------------+
| **ON-SITE ASSESSMENT**   |       | Criteria                          |
|                          |       |                                   |
|                          |       | Interviews                        |
|                          |       |                                   |
|                          |       | Observations and Work Papers      |
|                          |       |                                   |
|                          |       | Storyboard Maintenance            |
|                          |       |                                   |
|                          |       | Team Meetings                     |
|                          |       |                                   |
|                          |       | Results                           |
|                          |       |                                   |
|                          |       | Assistance to Team Lead           |
+--------------------------+-------+-----------------------------------+
|                          |       |                                   |
+--------------------------+-------+-----------------------------------+
| **OUT-BRIEFING**         |       | Out-briefing Preparation          |
|                          |       |                                   |
|                          |       | Survey and Feedback Forms         |
+--------------------------+-------+-----------------------------------+
|                          |       |                                   |
+--------------------------+-------+-----------------------------------+

**AFTER THE REVIEW**

-   Process your Travel Voucher as usual.

-   When the Voucher is processed, fax a copy of the voucher , as well
    as your Timesheet with overtime charges to Judi Chamberlin in the
    Denver Office at the following fax number: [(303)
    445-6340.]{.underline} A copy of the voucher and Timesheet necessary
    to reconcile budget information and track costs.

-   The Review Team Lead may need to talk to you after the Review
    regarding your observations. Normally, it is only to gain further
    insight to what you were involved with, or review draft reports to
    ensure accuracy. Occasionally, there may be discussion regarding the
    component ratings.

    **REVIEW COMPONENTS**

The following are five general components to be reviewed. They are
all-encompassing and as a whole successfully comply with the Acquisition
and Assistance Management Review objectives.

1.  [ORGANIZATIONAL ALIGNMENT AND LEADERSHIP]{.underline}

    1.  Aligning Acquisition with Agency and Commitment From Management

    2.  Customer Service

    3.  Accomplishments or Overall Issues/Concerns

2.  [POLICIES AND PROCEDURES]{.underline}

    1.  Planning Strategically

    2.  Effectively Managing the Acquisition Process -- Internal
        Controls

    3.  Effectively Managing the Acquisition Process -- Operational
        Compliance

    4.  Promoting Successful Outcomes

    5.  Accomplishments or Overall Issues/Concerns

3.  [HUMAN CAPITAL]{.underline}

    1.  Recruitment, Develop, and Retaining

    2.  Training/Certifications

    3.  Workload Management

    4.  Accomplishments or Overall Issues/Concerns

4.  [KNOWLEDGE AND INFORMATION MANAGEMENT]{.underline}

    1.  Use of Systems and Technology

    2.  Safeguarding Systems

    3.  Accomplishments or Overall Issues/Concerns

        **HOW TO WRITE AN OBSERVATION RECORD**

        The Review is progressing and now you are faced with committing
        to print the factual who, what, when, where and how of your
        examination. The following suggestions are provided to assist
        you, the writer, in presenting a completed record that requires
        minimal editing.

        Let\'s start with the basic components of the observation
        record. The following is information you need to fill in; for
        example, observation number, your name, the date etc. What
        follows is a brief explanation of each block:

-   [OFFICE:]{.underline} Note the office being reviewed, including
    region and location. i.e., Great Plains Regional Office.

> [RECORD #:]{.underline} The first two letters in the code identify the
> Discipline:
>
> Simplified Acquisition = SA
>
> Contracts = CT
>
> Financial Assistance = FA
>
> Purchase Business Line = PL
>
> The third position reflects the first digit of the component being
> reviewed.
>
> The fourth, fifth and sixth positions reflect sequential numbering
> under the Discipline: 001, 002, etc.
>
> *E.g., the second Record for Contracts under Human Capital would be
> stated as CT3002.*

-   [REVIEWER]{.underline}: First initial and last name, e.g. [R.
    Smith]{.underline}

-   [DATE:]{.underline} Enter the date observations were completed.

-   [RATING OF OBSERVATION]{.underline}: see *\"Observation Rating
    Criteria\"* in this handbook*.*

-   [OFFICE CONTACTS]{.underline}: Use titles only, e. g., Director,
    Contracting Officer, COR, Program Manager. When the list becomes
    lengthy, do not use awkward or unconventional abbreviations. State
    \"See Objective Evidence Below\" in this space and provide a clear
    statement of your contacts, documents reviewed, etc., in that
    section.

The areas you fill in during your observation are: Component;
Requirement/Reference; Observation; and Objective Evidence.

The *Component* should connect the Record back to the Components and
Sub-components. For example, if the Topic is FPDS-NG Reporting, the
Component would be listed as:

> COMPONENT: 4.1 Use of Systems and Technology

The *Observation* is the heart of the record and will require the most
attention to detail. The *Objective Evidence* states what you relied on
to come to conclusions in the Observation -- what you reviewed or who
(by title, not name) you interviewed.

When writing the observation part of your record the following rules
apply and great effort should be given to insure the product we produce
is coherent to the Regional Office and Denver Office, as well as being
as error free as possible.

**[The opening paragraph (Observation:) within the observation record
should always be a summary paragraph that supports the final
conclusion.]{.underline}** It should be brief and concise and effort
should be made to not repeat, as in cut and paste, from the body of the
record. A helpful tip, write your record first then work on your
observation summary. Remember that a summary is a summary.

Your record should reflect the overall rating. If the rating is less
than satisfactory, use the appropriate color and speak to the problem
early. The reader should not have to read two pages of neutral or
extraneous comments to find two buried sentences that describe the
concern. It is okay to state positive findings, however, put them in the
appropriate place.

Use [past tense]{.underline} in the observation records, i.e., was,
were, revealed, etc. The assessment is over and we are reporting the
results.

Simple declarative sentences are best. Compound and complex sentence
structures tend to be ambiguous unless very carefully written. In other
words, don\'t try to say too much in a single sentence. Divide it up
into two or even three thoughts. Omit extraneous words. Do not
continually repeat phrases such as \"During the Review performed at the
Great Plains Regional Office\....\" The reader already knows we are
reporting under a Review and where the assessment was performed; that
information is repeated in the header on each page. So, those terms need
only be repeated when clarity requires it. Read your work aloud. Read it
again the next morning. You may be surprised at how it comes out \"the
morning after.\"

Structure your paragraphs with care. The lead sentence sets the topic of
the paragraph. When you move to a new topic, make a new paragraph. Short
paragraphs are easier to read than long ones.

Tell the story: \"X was good because\....\" or \"Y was a major concern
because\....\" Add the clarifying and delineating details. Then stop.

Deficiencies must be written that are [actionable]{.underline}; that is,
the Review Team Lead must be able to understand the deficiency clearly
and concisely. Be specific!

Overall, the record must be clear as to just what was assessed. How many
offices were visited; how many itinerant representatives were
interviewed. What programs were assessed? The observation records
contain the details.

Pay attention to singular/plural agreement between subjects and verbs in
your sentences. If your subject is plural, your verb should be plural
also. Be careful with words such as \"analysis.\" This is singular, but
it is often used to describe more than one. The plural is \"analyses.\"

Refer to individuals by title or position. Avoid \"his/her\" usage and
other gender references.

[Use spell check when you near the end of your writing.]{.underline} Use
grammar check to see how you are doing. It will help with over-long or
run-on sentences and similar problems.

**[Every abbreviation or acronym, such as RFP, must be fully spelled out
when first used in the record.]{.underline}** It is also bad practice to
write a sentence where subject, object, and more are expressed in terms
of acronyms. Such usage may be understandable to the specialist, but it
makes very difficult reading for the rest of our universe of readers.

Choose words carefully. Avoid jargon as much as acronyms. If you are not
sure about a word, look it up.

Never refer to a manual, document, form or specification by only a
number. Always include the title as well. Not one of us can remember all
of our sources by number.

Avoid inappropriate capitalization. The names of positions and functions
are not capitalized unless used as titles. \"Government\" is not
routinely capitalized.

Avoid abbreviations unless they are very common. Do not use terms such
as \"per\", \"IAW\", or \"para\" unless they are part of a document
being quoted. When you have doubt, write it out!

Do not use underlines, bold face, or italics for emphasis in the bodies
of paragraphs within observation records.

Use quotation marks to enclosed direct quotations of text from a source
or authority. Do not enclose titles of chapters, parts, and sections in
quotations. To show a quote within a quote, use the single quotation
mark or apostrophe. Use periods to form ellipses: three spaced periods
that indicate the omission of words within a sentence or paragraph. Use
four spaced periods (ellipses plus ending period) to indicate omission
of words at the end of a sentence.

Finally, [ALWAYS]{.underline} review your record before taking it to the
Team Lead for initialing. The Lead's review of the document is an
important part of our process as it provides your Lead with detailed
information should questions arises during the Review. The Review also
is to provide a degree of consistency in observation records and to
eliminate simple spelling or grammatical errors.

A final note, **[if the overall rating is less than
Green]{.underline}**, inform the Team Lead, who will coordinate the
results of the assessment with the Regional Chief of the Contracting
Office. This should be done during the site visit. Resolve any
differences as soon as possible.

**ASSESSMENT OBSERVATION RECORD**

  ---------------------------- --- ------- -- ------------- -- --------- ------------ -- ----------- ---- ---- --------- ------
  **OFFICE:**                                                                            **RECORD                        
                                                                                         #:**                            

                                                                                                                         

  **REVIEWER:**                                                                          **DATE:**                       

  **[RATING OF                                                                                                           
  OBSERVATION]{.underline}**                                                                                             

                                              **Blue:**                  **Green:**                                      

                                              **Yellow:**                **Red:**                                        

  **OFFICE CONTACTS:**                                                                                                   
  ---------------------------- --- ------- -- ------------- -- --------- ------------ -- ----------- ---- ---- --------- ------

**COMPONENT:**

**REQUIREMENT/REFERENCE:**

(E.g., FAR 15 requires proper documentation of...)

**OBSERVATION:**

(E.g., "The required documentation was satisfactory....")

**OBJECTIVE EVIDENCE:**

(E.g., "The Contracting Officer included proof in the form of...")

**OBSERVATION RATING CRITERIA**

A. [Consider the potential risk:]{.underline} (1) What is the worst case
condition we are trying to protect from happening; (2) What is the
overall severity or impact of the situation; and (3) what is the
likelihood of occurrence of loss -- procurement integrity, fire
suppression support, loss of effort, dollar loss?

B. [Match the observation to one of the following risk
levels:]{.underline}

[LEVEL RED]{.underline} = Significant level of risk to successful
operations has already been realized. This condition affects our
effectiveness or efficiency - OR - there is an apparent significant loss
of government resources - OR - the customers, have expressed
dissatisfaction with products or services provided by the office. Little
reasonable assurance that internal control objectives are being
achieved.

[LEVEL YELLOW]{.underline} = A condition which should be
addressed/corrected as consequences of the condition could result in
negative impact on the organization. Future impacts of the condition
could result in a red or green rating in the next review, depending on
actions taken to address the condition. Customers will not look
favorably on this condition if it continues.

[LEVEL GREEN]{.underline} = Satisfactory performance. In compliance with
the bureau's mission, internal controls, and applicable regulations.
Doing an acceptable, stable and capable job. Customers are satisfied.

[LEVEL BLUE]{.underline} = Superior performance. Doing a great job. One
of the better approaches in the bureau. Effort shows proven results over
time and clearly contributes to a positive image for the organization.
Customers are very satisfied.

C. As you work and the Review process evolves, look at your neighbors\'
observation (storyboard card) on the storyboard. Make sure your
observation risk level does not contradict that of another observation.
Compare the observed performances of like offices, Teams, or personnel.
If conflicts are evident, ask \"Why?\" Resolve any conflicting issues
with fellow Team Members or your Team Lead.

**STORYBOARD**

The *Storyboard* is a tool used to monitor the status and developing
results while the Review is in progress. The format of the Storyboard
identifies the Five Components being reviewed, the related
sub-components, and the corresponding ratings for each sub-component by
discipline. As the Review progresses, the Storyboard will fill with the
completed observation results. At the end of the Review, determinations
will be made about the overall rating of each Component, which is
summarized in the Final Report.

After a Storyboard format is selected, Reviewers fill out a Storyboard
Rating Card (on a color-coded Post-it™ Note) with the pertinent
information, as portions of the review are completed. The Board
identifies trends, progress and areas of concern. The Board is made
available to the unit being reviewed during the week.

Sample Storyboards and Storyboard Rating Cards are as follows:

**SAMPLE STORYBOARD (COMBINED)**

+------------+-------------+-------------+-------------+-------------+
| COMPONENTS | 1\.         | 2\.         | 3\.         | 4\.         |
|            |             |             |             |             |
|            | Org         | Policies    | Human       | Knowledge   |
|            | anizational | and         | Capital     | and         |
|            | Alignment   | Procedures  |             | Information |
|            | and         |             |             | Management  |
|            | Leadership  |             |             |             |
+------------+-------------+-------------+-------------+-------------+
| Contracts  |             |             |             |             |
| \          |             |             |             |             |
| >\$100,000 |             |             |             |             |
+------------+-------------+-------------+-------------+-------------+
| Simplified |             |             |             |             |
| Ac         |             |             |             |             |
| quisitions |             |             |             |             |
+------------+-------------+-------------+-------------+-------------+
| Financial  |             |             |             |             |
| Assistance |             |             |             |             |
+------------+-------------+-------------+-------------+-------------+
| Purchase   |             |             |             |             |
| Business   |             |             |             |             |
| Line       |             |             |             |             |
+------------+-------------+-------------+-------------+-------------+

SAMPLE STORYBOARD CARD (COMBINED FORMAT)

+-----------------------------------------------------------------------+
| Sub-Component \# Observation Record \#                                |
|                                                                       |
| (ex., 1.2) (ex., CT1003)                                              |
|                                                                       |
| Brief Statement of Observation -- Conclusion                          |
|                                                                       |
| Reviewer Initials & Date                                              |
+-----------------------------------------------------------------------+

**SAMPLE STORYBOARD (SEPARATED)**

COMPONENT 3: HUMAN CAPITAL (One Of Four)

+-------------+-----------+------------+-------------+----------------+
| SUB         | 3.1       | 3.2        | 3.3         | 3.4            |
| -COMPONENTS |           |            |             |                |
|             | Rec       | Training/  | Workload    | A              |
|             | ruitment, | Cert       | Management  | ccomplishments |
|             | Develop,  | ifications |             | or Overall     |
|             | and       |            |             | Issues/        |
|             | Retaining |            |             | Concerns       |
+-------------+-----------+------------+-------------+----------------+
| Contracting |           |            |             |                |
| \>          |           |            |             |                |
| \$100,000   |           |            |             |                |
+-------------+-----------+------------+-------------+----------------+
| Simplified  |           |            |             |                |
| A           |           |            |             |                |
| cquisitions |           |            |             |                |
+-------------+-----------+------------+-------------+----------------+
| Financial   |           |            |             |                |
| Assistance  |           |            |             |                |
+-------------+-----------+------------+-------------+----------------+
| Purchase    |           |            |             |                |
| Business    |           |            |             |                |
| Line        |           |            |             |                |
+-------------+-----------+------------+-------------+----------------+

SAMPLE STORYBOARD RATING CARD (SEPARATED FORMAT)

+-----------------------------------------------------------------------+
| Observation Record \#                                                 |
|                                                                       |
| (ex., CT3001)                                                         |
|                                                                       |
| Brief Statement of Observation and Conclusion                         |
|                                                                       |
| Reviewer Initials & Date                                              |
+-----------------------------------------------------------------------+

**SAMPLE STORYBOARD (CONDENSED)**

  -------------------- ---------------- ---------------- ----------------
  ORGANIZATIONAL       POLICIES AND     HUMAN CAPITAL    KNOWLEDGE AND
  ALIGNMENT AND        PROCEDURES                        INFORMATION
  LEADERSHIP                                             MANAGEMENT

                                                         
  -------------------- ---------------- ---------------- ----------------

STORYBOARD RATING CARD (CONDENSED FORMAT)

+-----------------------------------------------------------------------+
| Sub-Component \# Discipline Observation Record#                       |
|                                                                       |
| Brief Statement of Observation Conclusion                             |
|                                                                       |
| Reviewer Initials & Date                                              |
+-----------------------------------------------------------------------+

**FINAL PRODUCTS FROM TEAM MEMBERS**

As the review is winding down, take a step back and consider all the
work you put into it, which is reflected in your Observation records.
Now your observations, recommendations and ratings need to be combined
with those of other team members to become the Final Review Report. To
help complete the Report there are four more things you need to do to
represent your discipline:

1\) collect hard copies of observation records initialed by unit
representatives, providing originals and one copy to the Team Lead

2\) create a combined electronic document of all observation records,

3\) write a summarizing paragraph for your discipline as a whole to go
into the Report Executive Summary,

4\) write a summary of your discipline for each Component.

Provide the four products to the Team Lead before you depart for home.

[Observation Records Combined]{.underline}

This product entails compiling all the records for your discipline into
one electronic file. The final file should have all the records in order
from Component 1 through 4, with page breaks in-between records. The
file will be incorporated into the Review Report at the end of the
process.

When editing the file, do what you can to make it as complete as
possible - do page breaks make sense, are margins and paragraphs lined
up, is the appropriate rating marked (double click on box and select
'checked' or 'not checked'), are all the other blanks in the table at
the top filled in?

[Executive Summary Paragraph]{.underline}

The verbiage for the Executive Summary needs to succinctly highlight the
strengths and weaknesses for the Discipline. It should not exceed a half
page. The best way to approach writing the paragraph is to review the
statements developed for the storyboard. Although combining them
together will not result in a functional product, it will help identify
the desired highlights that the summary should focus on.

[Discipline Summary per Component]{.underline}

This summary should include more detail than the executive summary
paragraph, but not as much as the observation records. Reviewing the
storyboard statements and 'observation' portions of the observation
records will assist in developing summaries for each component. Be sure
to highlight the recommendations made for each component -- their
inclusion is critical to what is expected in the Unit's Action Plan
resulting from the Review Report.

The Review Team is committed to providing timely and accurate products
and services which are valuable and responsive to Reclamation's needs.
Our goal is not just to meet, but to exceed expectations. A critical
element of our philosophy is self-evaluation. With that in mind, we are
very interested in knowing what value you place the overall Acquisition
and Assistance Management Review process and the performance of the
team. For each question below please check the boxes that best describe
your level of satisfaction and the level of value you place on the area.

Line 1 -- Satisfaction Level *Extremely Satisfied Satisfied
Dissatisfied*

Line 2 -- Value Placed on Process *Extremely Valuable Valuable Of Little
Value*

\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--

**1. Were you provided enough ○ ○ ○**

**information as to the purpose**

**and intent of the Review? ○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**2. Was the Review helpful to you? ○ ○ ○**

**○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**3. Do you feel that the Review ○ ○ ○**

**covered areas or processes**

**important to your work? ○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**4. Did the Review Team provide ○ ○ ○**

**you with assistance during the**

**Review Process? ○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**5. Were Review Team Members ○ ○ ○**

**courteous and professional?**

**○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**6. Was the Review conducted ○ ○ ○**

**professionally?**

**○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**7. Were you satisfied with the ○ ○ ○**

**quality of the Review? ○ ○ ○**

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**8. What did you like about the Review process?**

**9. What did you dislike about the Review process?**

**10. In what ways can we improve the Review process?**

**\*\*PLEASE USE REVERSE SIDE FOR ADDITIONAL COMMENTS\*\***

**\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--**

**AFTER YOU HAVE COMPLETED THIS QUESTIONNAIRE, PLEASE RETURN TO:**

Bureau of Reclamation, Denver Office

Denver Federal Center

P O Box 25007

Attn: 84-27800

Denver, CO 80225-0007

**ACQUSITION AND ASSISTANCE MANAGEMENT REVIEW**

**MILESTONES (SAMPLE)**

[Description]{.underline} [Proposed]{.underline} [Actual]{.underline}

Propose Dates to Region/Unit (6 months prior)

Schedule Date for Review (120 days prior)

Appoint Team Leader (120 days prior)

Select Team Members (90 days prior)

Letter to Region (45 days prior)

Schedule Travel Logistics (30 days prior)

Data Received From Region/Unit (14 days prior)

Data Prepared From AAMD (14 days prior)

Team Meeting/Coordination (7 days prior)

Team Travel and Preparation Meeting (1 day prior)

In-Brief (Day 1)

Interviews/File Reviews (Days 1-4)

Team Meetings (Daily)

Team Conclusion Meeting (Day 4)

Pre-Brief (Day 4)

Exit Briefing (Day 5)

Finalize Draft (10 days after)

Draft to AAMD (15 days after)

Final Report (30 days after)

Action Plan (60 days after)

Monitor Corrective Actions (semi-annual)

Next Activity Review (four years after)

**HARD COPY REVIEW FILE**

**CONTENT LIST**

1.  Review Letter to Region/Unit

2.  Milestones (if not included in Review Letter)

3.  Information forwarded prior to Review from Region/Unit

4.  Reports prepared by AAMD in preparation for Review

5.  Final version of Report (no drafts)

6.  Final Observation Records with appropriate initials

7.  Back-up documentation

8.  Final Action Plan (no drafts)

9.  Corrective Action Documentation