![](media/image1.png){width="6.375in" height="1.023611111111111in"}

**September 2008**

Table of Contents

I. Overview [3](#overview)

A. Background [3](#background)

B. Purpose [3](#purpose)

C. Applicability [3](#applicability)

D. Career Program Definition, Mission and Goals
[3](#career-program-definition-mission-and-goals)

II\. Career Program Components [4](#career-program-components)

A. Competency Management [4](#competency-management)

B. Career Management [5](#career-management)

C. Capability Development [7](#capability-development)

D. Performance Management [11](#performance-management)

E. Certifications and Professional Licenses
[11](#certifications-and-professional-licenses)

F. Informal Mentoring Program [12](#informal-mentoring-program)

G. Tools and Resources [12](#tools-and-resources)

III\. Career Program Processes and Roles
[13](#career-program-processes-and-roles)

A. Career Program Entry, Recruitment and Hiring
[13](#career-program-entry-recruitment-and-hiring)

B. Career Program Cycle [13](#career-program-cycle)

C. Career Program Management [14](#career-program-management)

D. Roles and Responsibilities [14](#roles-and-responsibilities)

IV\. Appendices [18](#appendices)

A. Sample Individual Development Plan (Source: DOC)
[18](#sample-individual-development-plan-source-doc)

B. Sample NOAA Employee Training and Development Plans
[19](#sample-noaa-employee-training-and-development-plans)

C. 1102 Competency Model [31](#competency-model)

# Overview  {#overview .Style-Heading-1-+-10.5-pt}

## Background

The National Oceanic and Atmospheric Administration's (NOAA) ability to
fulfill its mission, goals, and objectives, and remain on the forefront
of scientific and environmental matters will depend upon the quality and
talent of its workforce. To ensure a pool of highly skilled, available,
and motivated resources, NOAA recognizes the need to establish a
framework for career planning that provides employees with an innovative
combination of learning and development to enhance their core
competencies and expand their experience within their functional area. A
Career Program provides this framework and enables NOAA to build upon
and sustain a foundation of qualified and trained professionals to meet
NOAA's current and future needs.

## Purpose

The purpose of this Career Program Manual is to describe the components,
processes, and responsibilities for the management and administration of
NOAA's Acquisition Career Program. It is a resource for individuals
within the Career Program, or "careerists", to receive guidance and
direction in the areas of professional growth, development, and
advancement in their careers.

The NOAA Acquisition Career Program closely aligns with the Department
of Commerce (DOC) Acquisition Career Management Program[^1], referenced
throughout this document. NOAA's Acquisition Career Program pilot aims
to build upon, tailor, and ultimately implement the Department's
Acquisition Career Management Program at NOAA, by including additional
information on what it specifically takes to be successful in NOAA's
acquisition environment.

## Applicability

The NOAA Acquisition Career Program is applicable to the acquisition
workforce employees in the contracting series (GS-1102) within the
Acquisition and Grants Office (AGO).

##  {#section .unnumbered}

## Career Program Definition, Mission and Goals

A Career Program is a career management and development framework that
helps attract, develop, and retain a workforce with the competencies to
be successful throughout their careers. A Career Program outlines the
skills needed for a specific occupational series or functional field,
and the developmental experiences recommended for career progression
from entry to full performance level. Career Programs also can serve as
recruitment and succession planning tools.

The mission of Career Programs is to build upon and sustain a foundation
of qualified and trained professional, technical, and administrative
personnel to meet the current and future needs of the organization. The
primary goals of Career Programs are to:

-   Create an internal resource pool which allows faster deployment of
    the workforce to meet mission demands and fill vacancies, mitigating
    lost productivity or mission compromise.

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-   Provide uniform competencies and training and development (T&D)
    experiences to prepare an employee for a successful career in their
    field and for being accountable for meeting their own employee
    development requirements.

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-   Encourage mobility and offer employees a variety of assignments and
    developmental opportunities that expose them to an array of work
    experiences and cultivate well-rounded professionals.

-   Help ensure there are sufficient potential successors and an
    adequate number of high-quality candidates to compete for key
    administrative, managerial, scientific, and executive positions.

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```
-   Provide opportunities for employees to develop and advance in a
    structured fashion, helping to ensure the highest return on NOAA's
    overall investment in skills and career development.

-   Improve employee commitment to NOAA by creating continuous learning
    and developmental opportunities.

# Career Program Components {#career-program-components .Style-Heading-1-+-10.5-pt}

NOAA's Acquisition Career Program consists of several components,
including career management (e.g., career paths, progression levels),
capability development (e.g., core training curriculum, rotational
assignments, training and development plans, on-the-job trainers),
performance management (e.g., annual and mid-year reviews, individual
development plans), competency management (e.g., competency model,
assessments), mentoring (e.g., career advisors), and certifications and
professional licenses (e.g., Federal Acquisition Certification in
Contracting (FAC-C)). Figure II-1. Career Program Framework depicts
these elements of the framework.

**Figure II-1. Career Program Framework**

![](media/image2.wmf){width="5.9875in" height="3.89375in"}

This section addresses each of these components in more detail.

## Competency Management

Competencies are the skills, knowledge and behaviors required to perform
a specific role or job. A competency model is the compilation of
competencies and professional qualities identified as necessary to the
successful operation of a business. The competency model communicates
what is expected of individuals as they grow within the organization.

NOAA and the Department have adopted the 1102 competency model developed
by Federal Acquisition Institute (FAI) for use across all civilian
governmental agencies. The model includes 24 General Business
Competencies and 17 Technical Competencies. A description of each of the
competencies is available at <http://www.fai.gov/workforce/concom.asp>
and provided in Appendix C.

Careerists will take a competency assessment upon entering the Career
Program to identify competency gaps and training needs. Assessing the
skills of employees upon entry on duty will ensure that the most
accurate data on employee competency levels are captured to serve as a
baseline for future development efforts. Furthermore, careerists will be
assessed on an ongoing, annual basis so that competency needs can be
monitored and actively managed over time.

## Career Management

Career management includes activities related to both career development
and planning. The goal of career management is to enable employees to
set achievable goals to further their careers, as well as define the
specific training, planning, and development opportunities required to
achieve those goals. Two key concepts within career management are
career paths and progression levels, explored in more detail in this
section.

## **Career Paths and Progression Levels**

Career paths serve as roadmaps for navigating through one's career and
aid in guiding career planning and goal setting activities. Career paths
represent the various choices an employee has in their career. For
instance, one Acquisition professional may decide to develop deep
capability in the technical aspects of acquiring supplies or services
for NOAA, whereas another may decide that progressing along the
management chain to eventually becoming a Head of Contract Office (HCO)
is their desired career path.

Within a career path, various progression levels exist, each associated
with different performance expectations and specific educational and
training requirements. Progression levels represent the various
milestones in a career, whereby an employee may stay at that level
indefinitely (e.g., landing point) or advance to future levels based
upon need and ability to operate at the next level. Careerists must meet
requirements at a current level and show potential and readiness for
promotion before advancing to the next level.

The Department's Career Management Program includes three career
progression levels, as defined in Figure II-2 Career Progression Levels.

**Figure II-2. Career Progression Levels**

![](media/image3.wmf){width="1.7381944444444444in"
height="2.6791666666666667in"}

Level I (targeted at grades 5 and 7) is the entry level for those
entering a Career Program. This level aims "to establish fundamental
competencies and expertise in an individual\'s job series or career
field[^2]" and introduces employees to basic office functions and
competencies required for their specific series. Individuals at this
level are exposed to the fundamental acquisition procedures and
functions such as contract management, procurement, and pricing.

At Level II (grades 9 through 12), employees specialize further in
targeted disciplines and management experience, and develop their skills
in specific tasks and competencies related to their series and grade
level. They will also have targeted T&D opportunities such as rotational
assignments and specialized training.

At Level III (grades 13 and above), employees should have established a
core foundation of specialized management skills and show potential and
aptitude to progress into higher positions of management. This level
stresses understanding across an entire functional area and its support
functions. This level "emphasizes in-depth knowledge in a functional
area and breadth of knowledge across the entire acquisition
process[^3]."

## **NOAA Acquisition Career Paths and Progression Levels**

NOAA-specific career paths have been developed which tailor the
Department's progression levels to the specific structure of AGO. NOAA
Acquisition professionals have a choice of multiple distinct career
paths to manage their career development. For instance, an Acquisition
professional may want to progress from entry level to journeyman, to
Team Leader, to Branch Chief, and eventually to Division Director.
Alternatively, once an Acquisition professional reaches the journeyman
level, he/she may decide that the procurement analyst path is right for
them, either as a career landing point or as a progression path.
Similarly, he/she may decide that developing subject matter expertise in
a particular area of acquisition is preferable (e.g., shipping
industry), which represents yet another distinct career path. Figure
II-3 outlines these conceptual career development paths for AGO's
acquisition professionals.

**Figure II-3. Conceptual Acquisition Career Paths**

![](media/image4.wmf){width="6.086111111111111in"
height="4.038888888888889in"}

The careerist and supervisor should discuss the careerist's goals and
ultimately select the path that is right for them.

## Capability Development

Capability development is an essential element of a Career Program. The
goal of capability development is to ensure careerists receive the
training and developmental experiences needed to successfully execute
NOAA's mission. Capability is developed in a variety of ways including
through education and experiences, T&D (e.g., formal training,
on-the-job training), and rotational assignments.

## **Education and Experience** 

The education and experience requirements for each progression level are
synonymous with the Office of Personnel Management (OPM) Qualification
Standards for General Schedule positions. See
<http://www.opm.gov/qualifications/index.asp> for more information.

The DOC outlined the training and education requirements needed for each
level within their Career Program, which is depicted in Figure II-4
Acquisition Career Paths. "Grades are typical and should not imply a
direct correlation with timing for promotion or completing the
experience, education, and training standards." There is a placeholder
in the training column for NOAA-specific training courses, to be defined
at each level. The right-most column includes the corresponding FAC-C
Level for that grade.

**Figure II-4. Education and Experience**

+-----------+---------------+-------------+---------------+----------+
| **Typical | **Education** | **E         | **Training**  | **FAC-C  |
| Grade**   |               | xperience** |               | Level**  |
+===========+===============+=============+===============+==========+
| **Level I | 4 -- year     | At least    | **Core        | **Level  |
| --        | course of     | one year    | Courses**     | 1**      |
| Junior**  | study         |             |               |          |
|           |               | Contracting | CON 100       |          |
| *         | leading to a  | experience. |               |          |
| *GS-5/7** | bachelor's    |             | CON 110       |          |
|           |               |             |               |          |
| **(or     | degree        |             | CON 111       |          |
| equi      |               |             |               |          |
| valent)** | OR            |             | CON 112       |          |
|           |               |             |               |          |
|           | At least 24   |             | CON 120       |          |
|           | semester      |             |               |          |
|           | hours         |             | (or           |          |
|           |               |             | equivalents/  |          |
|           | from among    |             |               |          |
|           | the following |             | predecessors) |          |
|           |               |             |               |          |
|           | disciplines:  |             | **1           |          |
|           | accounting,   |             | Elective**    |          |
|           |               |             |               |          |
|           | business,     |             | **80          |          |
|           | finance, law, |             | Continuous    |          |
|           |               |             | Learning      |          |
|           | contracts,    |             | Points (CLP)  |          |
|           | purchasing,   |             | every 2**     |          |
|           |               |             |               |          |
|           | economics,    |             | **Years**     |          |
|           | industrial    |             |               |          |
|           |               |             | ***NOAA       |          |
|           | management,   |             | Specific      |          |
|           | marketing,    |             | Junior        |          |
|           |               |             | Training      |          |
|           | quantitative  |             | Courses       |          |
|           | methods, or   |             | (TBD)***      |          |
|           |               |             |               |          |
|           | organization  |             |               |          |
|           | and           |             |               |          |
|           |               |             |               |          |
|           | management.   |             |               |          |
+-----------+---------------+-------------+---------------+----------+
| **Level   | 4 year course | At least    | **Core        | **Level  |
| II--      | of study      | two years   | Courses**     | II**     |
| Inter     |               | of          |               |          |
| mediate** | leading to a  | contracting | All Level I   |          |
|           | bachelor's    | experience  |               |          |
| G         |               |             | Training      |          |
| S-9/11/12 | degree        |             |               |          |
|           |               |             | CON 214       |          |
| (or       | **OR**        |             |               |          |
| eq        |               |             | CON 215       |          |
| uivalent) | At least 24   |             |               |          |
|           | semester      |             | CON 216       |          |
|           | hours from    |             |               |          |
|           | among the     |             | CON 217       |          |
|           | following     |             |               |          |
|           | disciplines:  |             | CON 218       |          |
|           | accounting,   |             |               |          |
|           | business,     |             | (or           |          |
|           | finance, law, |             | equivalents/  |          |
|           | contracts,    |             |               |          |
|           | purchasing,   |             | predecessors) |          |
|           | economics,    |             |               |          |
|           | industrial    |             | **2           |          |
|           | management,   |             | Electives**   |          |
|           | marketing,    |             |               |          |
|           | quantitative  |             | **80 CLPs     |          |
|           | methods, or   |             | every 2       |          |
|           | organization  |             | years**       |          |
|           | and           |             |               |          |
|           | management.   |             | ***           |          |
|           |               |             | NOAA-specific |          |
|           |               |             | intermediate  |          |
|           |               |             | Training      |          |
|           |               |             | Courses       |          |
|           |               |             | (TBD)***      |          |
+-----------+---------------+-------------+---------------+----------+
| **Level   | 4 year course | At least    | **Core        | **Level  |
| III--     | of study      | four years  | Courses**     | III**    |
| A         | leading to a  | contracting |               |          |
| dvanced** | bachelor's    | experience  | All Level I   |          |
|           | degree that   |             | and II        |          |
| GS-13 and | includes or   |             |               |          |
| above     | is            |             | Training      |          |
|           | supplemented  |             |               |          |
| (or       | with at least |             | CON 353       |          |
| eq        |               |             |               |          |
| uivalent) | 24 semester   |             | (or           |          |
|           | hours from    |             | equivalent/   |          |
|           | among the     |             |               |          |
|           | following     |             | predecessor)  |          |
|           | disciplines:  |             |               |          |
|           | accounting,   |             | **2           |          |
|           | business,     |             | Electives**   |          |
|           | finance, law, |             |               |          |
|           | contracts,    |             | **80 CLPs     |          |
|           | purchasing,   |             | every 2       |          |
|           | economics,    |             | years**       |          |
|           | industrial    |             |               |          |
|           | management,   |             | ***           |          |
|           | marketing,    |             | NOAA-specific |          |
|           | quantitative  |             | Advanced      |          |
|           | methods, or   |             | Training      |          |
|           | organization  |             | Courses       |          |
|           | and           |             | (TBD)***      |          |
|           | management.   |             |               |          |
+-----------+---------------+-------------+---------------+----------+

## **Training and Development**

The T&D opportunities outlined in this section build upon the education
and experience qualifications set forth for each progression level. "The
variety and depth of experiences gained through developmental
opportunities are not necessarily available through traditional
classroom training or from normal work experiences.[^4]" Thus, these
specific role-based training assignments are meant to broaden an
employee's experience and help further develop the critical competencies
and leadership skills needed to advance to the full performance level.

The focus of the Acquisition Career Program should be in identifying the
specific T&D opportunities that will contribute to the success of an
employee within the contracting series working at NOAA, in addition to
the pre-existing DOC T&D requirements.

[NOAA-Specific Formal Training Courses]{.underline}

Formal classroom training and web-based training courses on the NOAA
Learning Center (NLC), NOAA's learning management system, will be
available to careerists. Qualifications and needs determination may
apply, and will be analyzed by the Supervisor on an individual basis
during training discussions, prior to enrollment.

Since Acquisition is a heavily regulated area with many existing
training requirements, the Career Program training is focused on
training to fill NOAA's identified competency gaps and helping the
acquisition workforce successfully operate within the NOAA environment.
Specific training areas may include: C.Buy System, NOAA Budget Process,
Federal Appropriations, NOAA Operating Model, and Professional
Development.

[On-the-Job Training and Trainers]{.underline}

"On-the-job" training (OJT) should be emphasized because it is a
cost-effective means for training employees using in-house capabilities
during normal business hours. On-the-job training may take the form of
shadowing, receiving one-on-one instruction from a senior contract
specialist, or using just-in-time training materials such as user
procedures or job aids.

Because of the large focus on OJT, a formal OJT Trainer role should be
established. An OJT Trainer will be assigned to employees in an intern
or career-ladder position until that employee reaches the full
performance level of their position. The OJT Trainer will play a very
active role in ensuring their careerists are gaining the on-the-job
training and other developmental experiences they need. This will be
accomplished through monitoring their progress in training activities as
outlined in their T&D Plan (see next section), guiding them through work
assignments, reviewing and providing feedback on assignments, ensuring
that employees complete all assignments on time and to satisfaction, and
ultimately signing off on successful accomplishment of assigned tasks
identified in their T&D Plan.

OJT Trainers are also expected to create additional OJT development
opportunities such as taking their careerists to meetings to learn by
observation. For instance, an OJT Trainer may take a careerist with them
to participate in a source selection board for acquisition. In another
example, the OJT Trainer may instruct a careerist to research a
particular topic in the FAR and then get together to discuss what was
learned and how to apply it on the job. Establishment of this new role
will aid in ensuring knowledge is transferred to the next generation
acquisition workforce prior to the departure of the current workforce,
through retirement or normal attrition.

Only highly experienced 1102s with the necessary acquisition knowledge
and expertise should serve as OJT Trainers. The appropriate individual
to serve as the OJT Trainer will be designated by the supervisor and may
be the supervisor, a team lead, or a senior 1102.

[Employee Training and Development Plans]{.underline}

Training and Development Plans (T&D Plans) provide careerists direction
on both required and optional training to build competencies associated
with each Career Program level. The plans outline the specific
competencies that the employee should possess at each progression level
and the T&D activities intended to build those competencies. The T&D
Plans are development tools to focus employees on the learning events
most suitable to where they are in their professional career. The focus
of the T&D Plans is to articulate a formal and aggressive training
program to quickly equip the workforce with the knowledge and skills
they need to perform their jobs.

AGO developed NOAA-specific T&D Plans associated with the various
Acquisition Career Progression levels (contained in Appendix B), which
set forth T&D activities and objectives associated with each grade level
and management level. The T&D Plans include mandatory courses required
for FAC-C Certification at the specified levels and optional courses
that may be taken to develop competencies in performing specialized
duties.

T&D Plans serve different purposes depending on the level of the
individual. For example, the T&D Plan for a careerist progressing from a
GS-5/7 to a GS-12 sets forth the specific tasks that the careerist is
expected to be proficient in by the time he/she reaches the full
performance level. For individuals in an intern or career ladder
position, the tasks are phrased as required developmental work
assignments and are expected to be performed under the oversight and
guidance of their assigned trainer at each grade level. Tasks will be
performed on increasingly more complex procurements as the trainee
progresses through training to the full performance level. As the
careerist completes the tasks, they will be monitored and verified as
complete by the OJT Trainer, in effect "checking them off" as you go.
The FAI Contract Specialist Training Blueprints will be used as the
primary guide for on-the-job training for interns; the applicable
unit(s) of instruction is noted for each task.

As the careerists progresses to the GS12-15 or supervisor levels, the
T&D Plans are intended to be more of a guideline, containing the general
professional development objectives, or areas to mature in for
preparation of professional advancement, as compared to required
developmental assignments contained in the more junior level plans. The
Plans should serve as a tool used in discussions between the employee
and supervisor regarding the individuals' unique training and
development needs. The employee and supervisor then use the Individual
Development Plan to document the agreed upon, specific training and
development that the individual will pursue in a given fiscal year.
Refer to the Individual Development Plans (IDP) section for more detail
on IDPs.

Universal use of the T&D Plans will ensure a consistent foundation of
knowledge among AGO Contract Specialists and will prepare them to better
perform their key functions. In addition to formal training, management
is responsible for providing other opportunities for the individual to
foster growth of their competencies. Appropriate activities will be
determined by the supervisor and OJT Trainer.

[NOAA Learning Center]{.underline}

The NLC is the official system of record for all federal employees to
track their T&D activities. Enterprise Human Resource Integration is an
eGov initiative aimed to collect training information about the federal
workforce in an online training record. Other tools currently being used
for tracking training will be phased out. Ultimately, other training
management systems (e.g., Acquisition Career Management Information
System (ACMIS) or similar workforce assessment databases) will be
interfaced with the NLC. The NLC will also be used to track continuing
education training required to maintain certification levels.

## **Rotational and Developmental Assignments**

Rotational and developmental assignments serve as essential tools for
enhancing career development. These assignments provide a different
dynamic of learning than formal training alone, and allow employees to
develop an array of skills in a variety of areas. "Rotational and
developmental assignments provide cross-training and establish skills in
other disciplines which, in turn, foster a better understanding of other
disciplines and builds team relationships within the acquisition
community. Generally rotational assignments involve an assignment to
another organization for a specified period of time and may involve a
variety of work assignments or a specific project. Developmental
assignments are generally project specific for a short duration and the
individual may maintain their current workload as well as a special
assignment from another organization.[^5]"

Acquisition employees should be given the opportunity to work in other
organizations within Line and Corporate Offices and programs for a
specific period of time. OJT Trainers and supervisors should work with
the employee to plan and create rotational and developmental
assignments. These assignments must be approved by the Career Program
Manager, and discussed during the employee's annual review process.

## Performance Management

Performance management practices must support the professional
development of the workforce and ensure that rewards are aligned with
performance. Performance management within a career program should be
consistent with NOAA's typical performance management process in which
performance assessments occur on an annual basis, aligned with the
fiscal year end.

Careerists must meet requirements at a current progression level and
show potential and readiness for promotion before advancing to the next
progression level. Promotion while aligned to a Career Program should
remain consistent with NOAA's current promotion processes and is not
guaranteed.

[Individual Development Plans]{.underline}

An Individual Development Plan is a tool to assess an employee's career
development goals and align them to T&D opportunities that will help
them achieve their goals during a given year. The IDP "addresses the
education, training, development and job assignments required by an
employee to progress in their career, improve business skills, and grow
professionally and personally over the next several years. The use of
the IDP allows the necessary planning, scheduling, and budgeting of T&D
for each employee. "

An IDP will be prepared for each careerist at the beginning of each
fiscal year, in conjunction with the annual appraisal, to identify the
T&D activities to be taken or performed during that period. Using the
level-specific T&D Plan for the individual, the employee and supervisor
should discuss the unique T&D needs of the careerist, taking into
consideration the T&D activities necessary to address skills gaps noted
in the DOC Core 1102 General Business and Technical Competencies. The
employee and supervisor will then use the IDP to document the agreed
upon T&D activities for the careerist to complete during the fiscal
year. Completion of projected formal training during any specified
period will be dependent upon availability of training funds. The IDP
should be used in both annual and intermittent development discussions.
The DOC IDP developed by the Office of Acquisition Management and
Financial Assistance (OAMFA) is the standard format and is included in
Appendix A.

## Certifications and Professional Licenses

Certifications and professional licenses are a large part of the
Acquisition functional field and therefore are an integral part of this
Career Program. Management of certifications and professional licenses
includes keeping an up-to-date list of individuals who have
certifications, when they are up for renewal, and the requisite T&D
needed to either keep the current level of certification or achieve
advanced certifications. Training needs assessments should take into
consideration the required training for certifications and training
funds should be prioritized based on training needed to maintain
certifications.

The Acquisition function is heavily regulated and includes three levels
of FAC-C certifications. Maintained by FAI, the DOC currently employs
the ACMIS to track Acquisition personnel training and FAC-C
certification information (e.g., core training, contract expiration,
education). In addition, the DOC's OAMFA is in the process of developing
a new workforce assessment database that will transfer data into the
ACMIS system. With the recent deployment of the NLC, NOAA's official
system for tracking training and managing learning, it is ideal for the
data within the DOC's OAMFA workforce assessment database to interface
with the NLC. Within the Career Program pilot, NOAA will track
certifications and, to the maximum extent possible, align training funds
with high-priority training needs required to maintain or acquire
certifications, to ensure certifications are renewed prior to their
expiration dates. Furthermore, the NLC will be used to track continuing
education training required to maintain certification levels.

## Informal Mentoring Program

The Career Program includes an informal, optional mentoring program.
Mentoring programs pair a senior employee with a more junior employee to
provide guidance, coaching and feedback in the areas of career planning
and career development.

If a careerist is interested in the informal mentoring program, they can
pursue the selection of a mentor on their own. The mentor relationship
should be distinct from the supervisor relationship. Informational
materials outlining the roles and responsibilities of mentors and
careerists in the mentoring program will be made available to assist an
interested careerist.

## Tools and Resources

Employees will have access to many tools and resources to supplement
their career growth, as listed in Figure II-5 Tools and Resources.

Figure II-5. Tools and Resources

  ------------------------------------- ---------------------------------
  **Tool**                              **Resource**

  Employee Training and Development     Books and Recommended Resource
  Plans                                 Lists

  NOAA Learning Center                  Websites

  Individual Development Plan           Role-specific Career Program
                                        orientation materials

  Certification Tracking                Published Competencies, Roles,
  Systems/Databases                     and Responsibilities
  ------------------------------------- ---------------------------------

Adequate resources must be available to manage each of the tools,
outlined in more detail in the following section.

# Career Program Processes and Roles {#career-program-processes-and-roles .Style-Heading-1-+-10.5-pt}

## Career Program Entry, Recruitment and Hiring

All employees in a given functional area aligned with a Career Program
will automatically become members of the Career Program. Enrollment into
Career Programs cannot be competition-based due to policy outlined in
the DOC HR Bulletin 20, which stipulates that all vacancies must be open
to all sources for at least 10 days. Therefore, anyone who applies for
and accepts an 1102 position within AGO will be automatically enrolled
in the Career Program.

All recruitment sources will be utilized in accordance with OPM's and
NOAA's staffing policies and affirmative employment program planning
goals, to provide for upward mobility and to achieve a balanced and
qualified workforce. Sources include the following:

-   Veterans Readjustment Act (VRA) appointments

-   Handicapped Employment Program

-   Outstanding Scholar Program

-   Upward Mobility

-   Internal Merit Promotion Program

-   Delegated Examining Authority

-   Other OPM certificates of eligibles

The process for filling open positions will not vary from NOAA's normal
hiring practices. When an open position is available, the Hiring
Official will submit a hiring package per the normal hiring process.
Notification of the vacant position will also be circulated via email to
participants in the Career Program who may be interested and
developmentally ready.

Career Program management may seek additional opportunities to utilize
HR flexibilities such as recruitment bonuses, retention allowances, and
direct hiring authorities. Pursuing continuation of DOC's direct hiring
authority is critical to quickly hiring to fill vacancies within the
Acquisition Career Program. This direct hire authority will allow NOAA
to hire directly from the public arena and expedite the hiring process.

##  {#section-1 .unnumbered}

##  {#section-2 .unnumbered}

## Career Program Cycle

The overall career program process, or lifecycle, is depicted in Figure
III-1 Career Program Process and outlined in more detail in this
section.

**Figure III-1. Career Program Cycle**

![](media/image5.png){width="3.89375in" height="2.861111111111111in"}

Once onboard, an employee will go through a Career Program orientation
session to receive information about the specifics of the Career Program
and to meet the Career Program Manager (either virtually or
face-to-face).

The next step will be for employees to take the skills assessment to
identify skill competency gaps and training needs. Assessing the skills
of employees upon entry on duty will ensure that the most accurate data
on employee competency levels are captured to serve as a baseline for
future development efforts.

Employees in an intern or career ladder position will be paired with an
OJT Trainer to help guide them through T&D activities. Specific career
goals and aspirations will be discussed and established, and revisited
on an annual basis with the supervisor. Using the competency assessment
results, the supervisor and careerist will work together to develop an
IDP that maps to the curriculum in the T&D Plans (containing
level-appropriate T&D activities). The careerist will then attend the
training or engage in the developmental activities appropriate for their
level and aspirations as outlined on their IDP and within their level-
and role- specific T&D Plan. They will receive coaching, feedback and
guidance along the way, with specific focus on knowledge transfer and
OJT. For instance, an OJT Trainer could pull their careerist into
negotiation or contract meetings so they can learn by observation.

## Career Program Management 

A Career Development Board (CDB) will be responsible for guiding the
development of the Career Program and periodically reviewing the
effectiveness and overall success of the Career Program. The Career
Development Board will consist of a minimum of three people from within
AGO as well as the Career Program Manager. The CDB will periodically
meet to review program content, to discuss changes generated by the
program evaluation and/or changes in the career field, and to revise the
career program materials or components, as needed.

The CDB will also focus on workforce planning activities to ensure the
Career Program adequately addresses the main aspects of the Human
Capital Management Life Cycle[^6], including planning, acquiring,
engaging, developing, deploying, leading and retaining a world class
workforce. An example initiative of the CDB may be analysis of attrition
data to identify trends in open or revolving door positions (e.g.,
location, grade). A closer look should be taken at the areas where
attrition is challenging the organization the most, to identify the
competencies and experiences required. These requirements should be
incorporated into T&D to provide a sufficient pool of well qualified
candidates to be considered when filling open positions.

## Roles and Responsibilities

For Career Programs to be successfully managed and executed, specific
roles and responsibilities need to be clearly delineated and understood.
The roles and responsibilities for implementing, administering, and
managing NOAA's Acquisition Career Program are as follows:

## **Career Program Manager**

A Career Program Manager is responsible for overall management of the
Career Program. The Director of AGO will serve as the Career Program
Manager for the Acquisition Career Program. This responsibility may be
delegated to the Deputy Director of AGO.

+------------------------------------------------------+---------------+
| **Career Program Manager Responsibilities**          | **C           |
|                                                      | ompetencies** |
+======================================================+===============+
| -   Monitoring effectiveness of career management    | -             |
|     within the Career Program.                       | Communication |
|                                                      |               |
| ```{=html}                                           | -   Planning  |
| <!-- -->                                             |               |
| ```                                                  | -             |
| -   Projecting intake requirements.                  |    Leadership |
|                                                      |               |
| ```{=html}                                           | -             |
| <!-- -->                                             |    Analytical |
| ```                                                  |     thinking  |
| -   Encouraging use of T&D Plans to support          |               |
|     competencies needed in Career Programs through   | -             |
|     collaboration with the WFMO.                     |  Facilitation |
|                                                      |               |
| ```{=html}                                           |               |
| <!-- -->                                             |               |
| ```                                                  |               |
| -   Convening Career Development Boards, on an       |               |
|     annual basis.                                    |               |
|                                                      |               |
| ```{=html}                                           |               |
| <!-- -->                                             |               |
| ```                                                  |               |
| -   Ensuring employees have the requisite            |               |
|     competencies to perform their jobs.              |               |
|                                                      |               |
| -   Helping strengthen organizational leadership and |               |
|     promoting innovation through the adoption of     |               |
|     leading-edge management practices.               |               |
|                                                      |               |
| -   Certifying organizations have adequate           |               |
|     governance, processes, strategies and capacity   |               |
|     for the implementation of the Career Program.    |               |
+------------------------------------------------------+---------------+

## **NOAA Acquisition Policy and Oversight Division** 

Within AGO, the Policy and Oversight Division will play a role in the
ongoing management of training and certifications, to include:

##  {#section-3 .unnumbered}

+-----------------------------------------------------------------------+
| **POD Responsibilities**                                              |
+-----------------------------------------------------------------------+
| -   Tracking and prioritizing training requirements                   |
|                                                                       |
| -   Managing warrants and certifications (e.g., FAC-C)                |
+-----------------------------------------------------------------------+

## **OJT Trainer**

OJT Trainers will primarily be used to train 1102s in an intern or
career-ladder position in their progression from a GS-5/7 to a GS-12.
The trainer will guide the careerist throughout the course of their
training until they reach their full performance grade level. The OJT
Trainer will provide the instruction, guidance and oversight required
throughout the training process to ensure the trainee develops the
knowledge, skills and abilities necessary to perform their assigned
duties by the time they reach their full performance level. The
applicable T&D Plan will be used to document development of the
necessary knowledge, skills and abilities required to perform assigned
1102 tasks.

The time commitment of the OJT Trainer will vary; however, the
anticipated time commitment could range from approximately 5-10 hours a
month (per careerist) during the year and slightly more during the end
of year performance management process. The OJT Trainer's time
commitment in monitoring OJT and developmental activities will decrease
over time as the careerist gains knowledge and experience during
progression to the full performance level.

+------------------------------------------------------+---------------+
| **OJT Trainer Responsibilities**                     | **C           |
|                                                      | ompetencies** |
+------------------------------------------------------+---------------+
| -   Monitoring completion of OJT assignments in T&D  | -   Training  |
|     Plan and ensuring careerists gain the on-the-job |               |
|     training and other developmental experiences     | -             |
|     they need (via monitoring progress in training   | Communication |
|     activities, guiding through work assignments,    |               |
|     reviewing/providing feedback, ensuring timely    | -   Coaching  |
|     and successful completion, acknowledging         |               |
|     completion via signature on T&D Plan).           |               |
|                                                      |               |
| -   Creating additional OJT development              |               |
|     opportunities not outlined in T&D Plans, such as |               |
|     taking their careerists to meetings to learn by  |               |
|     observation.                                     |               |
+------------------------------------------------------+---------------+

##  {#section-4 .unnumbered}

## **Mentor**

The Mentor will serve as an informal adviser to careerists who choose to
engage in this aspect of the Career Program. A Mentor is a senior
employee who provides the careerist guidance, coaching and feedback in
the areas of career planning and management.

The Mentor should ideally be aligned to the same organizational entity
as their counselees. The Mentor-Careerist relationship is an informal
arrangement distinct from the supervisor-employee relationship, thereby
offering the counselee another source of career guidance. A Mentor may
be paired with one or more careerists. The time commitment of a Mentor
will vary, however the anticipated time commitment could range from
approximately 2-10 hours a month (per careerist) during the year.

+------------------------------------------------------+---------------+
| **Mentor Responsibilities**                          | **C           |
|                                                      | ompetencies** |
+------------------------------------------------------+---------------+
| -   Providing ongoing career planning guidance and   | -   Planning  |
|     progression advice.                              |               |
|                                                      | -             |
| -   Understanding careerist's skill set,             |    Leadership |
|     capabilities, priorities, and career goals.      |               |
|                                                      | -   Advising  |
| -   Providing guidance on how an employee can        |               |
|     respond to performance feedback received.        | -   Coaching  |
+------------------------------------------------------+---------------+

##  {#section-5 .unnumbered}

## **Career Development Board**

A Career Development Board is responsible for ensuring proper career
management of careerists and for the overall success of the Career
Program. The Career Development Board will consist of the Career Program
Manager and three designated individuals from within the AGO
Organization, such as AGO's Chief Learning Officer, Director of the
Policy and Oversight Division, Heads of Contract Offices, and/or
representatives from the Acquisition Management Advisory Committee
(AMAC).

+------------------------------------------------------+---------------+
| **Career Development Board Responsibilities**        | **C           |
|                                                      | ompetencies** |
+======================================================+===============+
| -   Guiding the development of the Career Program    | -             |
|     and periodically reviewing the effectiveness and | Communication |
|     overall success of the Career Program.           |               |
|                                                      | -   Planning  |
| -   Reviewing program content and maintaining its    |               |
|     currency and accuracy.                           | -             |
|                                                      |    Leadership |
| -   Gathering and evaluating information from the    |               |
|     skills assessments including input from          | -             |
|     employee's 1^st^ line supervisors and an         |    Analytical |
|     employee's self-rating.                          |     thinking  |
|                                                      |               |
| -   Supporting rotational and developmental          |               |
|     assignments by developing assignment ideas,      |               |
|     tasks, and curriculum.                           |               |
|                                                      |               |
| -   Supporting T&D effort by recommending training   |               |
|     objectives, requirements, curriculum, and        |               |
|     methods of delivery for NOAA-specific training   |               |
|     courses.                                         |               |
|                                                      |               |
| -   Maintaining a simple Career Program database     |               |
|     (e.g., Microsoft Access™) to collect and store   |               |
|     information related to the CDB meetings and      |               |
|     career program documents.                        |               |
+------------------------------------------------------+---------------+

## **Human Resources Advisors (HRAs)**

Human Resource Advisors are Workforce Management Office employees,
primarily responsible for hiring. HRAs play an integral role in Career
Programs through helping ensure careerists are considered fairly in the
hiring process.

+------------------------------------------------------+---------------+
| **Human Resource Advisor Responsibilities**          | **C           |
|                                                      | ompetencies** |
+------------------------------------------------------+---------------+
| -   Advertise positions according to normal hiring   | -   Technical |
|     process.                                         |               |
|                                                      |    Competence |
|                                                      |               |
|                                                      | -             |
|                                                      |  Recruitment/ |
|                                                      |     Placement |
|                                                      |               |
|                                                      | -   O         |
|                                                      | rganizational |
|                                                      |     Awareness |
|                                                      |               |
|                                                      | -   Workforce |
|                                                      |     Planning  |
+------------------------------------------------------+---------------+

## **WFMO Corporate and Strategic Human Capital Initiatives (CSI)**

## The Corporate and Strategic Initiatives division within the WFMO should be consulted on workforce planning and development initiatives to ensure they align with WMFO initiatives and organization development best practices. {#the-corporate-and-strategic-initiatives-division-within-the-wfmo-should-be-consulted-on-workforce-planning-and-development-initiatives-to-ensure-they-align-with-wmfo-initiatives-and-organization-development-best-practices. .unnumbered}

##  {#section-6 .unnumbered}

+------------------------------------------------------+---------------+
| **WFMO CSI Responsibilities**                        | **C           |
|                                                      | ompetencies** |
+------------------------------------------------------+---------------+
| -   Outlining competencies needed in the Career      | -   Employee  |
|     Program and associated T&D Plans.                |               |
|                                                      |   Development |
| -   Coordinating with the Career Program Manager to  |               |
|     develop the T&D Plans.                           | -   O         |
|                                                      | rganizational |
| -   Establishing standards for the Career Program    |     Awareness |
|     Manager in implementing and overseeing Career    |               |
|     Program.                                         | -   Workforce |
|                                                      |     Planning  |
+------------------------------------------------------+---------------+

## NOAA Supervisors

+------------------------------------------------------+---------------+
| **Supervisor Responsibilities**                      | **C           |
|                                                      | ompetencies** |
+------------------------------------------------------+---------------+
| -   Submitting careerist feedback to the Career      | -             |
|     Development Board annually.                      | Communication |
|                                                      |               |
| -   Deciding if employee has met experience,         | -   Planning  |
|     education, and T&D requirements needed to        |               |
|     progress to the next level.                      | -             |
|                                                      |    Leadership |
| -   Reviewing and accepting or declining employee's  |               |
|     requests for T&D opportunities, based on the     | -             |
|     employee's needs and qualifications.             |    Analytical |
|                                                      |     thinking  |
+------------------------------------------------------+---------------+

## NOAA Employees (also known as "Careerists")

+-----------------------------------------------------------------------+
| **Employee Responsibilities**                                         |
+-----------------------------------------------------------------------+
| -   Taking primary responsibility for managing their own career       |
|     development and taking initiative in seeking T&D opportunities.   |
|                                                                       |
| -   Completing orientation and submitting self-evaluations (skills    |
|     assessments) on an annual basis.                                  |
|                                                                       |
| -   Completing required training on their T&D Plan.                   |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Developing an IDP to identify T&D opportunities that align with   |
|     career goals within the specific performance year.                |
|                                                                       |
| -   Optional: Seeking advice from the Mentor on career planning and   |
|     career development.                                               |
+-----------------------------------------------------------------------+

##  {#section-7 .unnumbered}

#  {#section-8 .Style-Heading-1-+-10.5-pt .unnumbered}

#  Appendices {#appendices .Style-Heading-1-+-10.5-pt}

## Sample Individual Development Plan (Source: DOC) 

***S A M P L E***

**Acquisition Career Management Program\--Individual Development Plan**

<table>
<colgroup>
<col style="width: 23%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 9%" />
<col style="width: 12%" />
<col style="width: 3%" />
<col style="width: 7%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p><strong>NAME</strong></p>
<p>J. Sample</p></td>
<td colspan="5"><p><strong>CURRENT POSITION, SERIES, GRADE AND
ORGANIZATION</strong></p>
<p>Contract Specialist GS-1102-09, Department of Commerce</p></td>
<td colspan="2"><strong>FOR FY</strong> xx</td>
</tr>
<tr class="even">
<td colspan="11"><strong>SHORT-RANGE GOALS (1 year)</strong> To develop
knowledge, skills, and abilities for career advancement</td>
</tr>
<tr class="odd">
<td colspan="11"><strong>LONG-RANGE GOALS (3-5 years)</strong> To become
supervisory contracting officer</td>
</tr>
<tr class="even">
<td colspan="11"><strong>DEVELOPMENTAL ACTIVITIES/FORMAL
TRAINING</strong></td>
</tr>
<tr class="odd">
<td colspan="3"><strong>ACTIVITY/COURSE TITLE</strong></td>
<td colspan="4"><strong>PURPOSE</strong></td>
<td><strong>DURATION</strong></td>
<td colspan="3"><strong>PROJECTED COMPLETION DATE AND ESTIMATED
COST</strong></td>
</tr>
<tr class="even">
<td colspan="3"><p>(1) Obtain appropriate training, education, and
experience for developing strong procurement skills and leadership
qualities.</p>
<p>Take Intermediate Contracting (CON 202) course.</p>
<p>Take class in Interpersonal Communication.</p>
<p>(2) Participate in government-wide procurement conferences,
workshops, seminars, and outside professional organizations.</p>
<p>(3) Obtain a procurement role model or mentor.</p>
<p>(4) Request developmental assignment with senior level CO.</p>
<p>(5) Learn to use spreadsheet applications.</p>
<p>(6) Join a professional organization.</p></td>
<td colspan="4"><p>To increase knowledge and broaden contracting skills
and to take core training course</p>
<p>To broaden perspective and keep current by interacting with
Government-wide personnel on acquisition topics.</p>
<p>To obtain advice and guidance on career matters.</p>
<p>To assist in high-level acquisition for experience.</p>
<p>To support contract projects and presentations.</p>
<p>To stay abreast of current acquisition issues.</p></td>
<td><p>160 hours</p>
<p>8 hours</p>
<p>24 hours</p>
<p>Ongoing</p>
<p>90 days</p>
<p>24 hours</p>
<p>Ongoing</p></td>
<td colspan="3"><p>11/98 $1,000.00</p>
<p>1/99 $ 250.00</p>
<p>5/99</p>
<p>3/99</p>
<p>10/98</p>
<p>10/98</p></td>
</tr>
<tr class="odd">
<td><strong>EMPLOYEE’S SIGNATURE</strong></td>
<td><strong>DATE</strong></td>
<td colspan="3"><strong>SUPERVISOR’S SIGNATURE</strong></td>
<td><strong>DATE</strong></td>
<td colspan="4"><strong>SECOND LEVEL SUPERVISOR’S
SIGNATURE</strong></td>
<td><strong>DATE</strong></td>
</tr>
</tbody>
</table>

## Sample NOAA Employee Training and Development Plans 

## **GS-5 Through GS-12** 

**TRAINING AND DEVELOPMENT PLAN**

**GS-1102 CONTRACT SPECIALISTS AND PROCUREMENT ANALYSTS**

**(GS-5 THROUGH GS-12)**

+---+-------------------+-------------------------+-------------------+
| * |                   | **TASKS**               | **TRAINING AND**  |
| * |                   |                         |                   |
| C |                   | **(Developmental Work   | **DEVELOPMENTAL   |
| O |                   | Assignments)**          | ACTIVITIES**      |
| M |                   |                         |                   |
| P |                   |                         |                   |
| E |                   |                         |                   |
| T |                   |                         |                   |
| E |                   |                         |                   |
| N |                   |                         |                   |
| C |                   |                         |                   |
| I |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
|   |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| ( |                   |                         |                   |
| K |                   |                         |                   |
| S |                   |                         |                   |
| A |                   |                         |                   |
| s |                   |                         |                   |
| R |                   |                         |                   |
| e |                   |                         |                   |
| q |                   |                         |                   |
| u |                   |                         |                   |
| i |                   |                         |                   |
| r |                   |                         |                   |
| e |                   |                         |                   |
| d |                   |                         |                   |
| f |                   |                         |                   |
| o |                   |                         |                   |
| r |                   |                         |                   |
| T |                   |                         |                   |
| a |                   |                         |                   |
| s |                   |                         |                   |
| k |                   |                         |                   |
| s |                   |                         |                   |
| ) |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
+===+===================+=========================+===================+
| 1 | Knowledge of the  | Self-study and OJT by   | **Mandatory       |
| \ | Procurement       | supervisor or trainer.  | Training          |
| . | Mission, system,  |                         | Requirements:**   |
|   | process,          |                         |                   |
| \ | organization,     |                         | [Level I (GS-5 to |
| _ | management,       |                         | GS                |
| \ | statutory and     |                         | -7):]{.underline} |
| _ | regulatory        |                         |                   |
| \ | foundation, roles |                         | CON 100, Shaping  |
| _ | and               |                         | Smart Business    |
| \ | responsibilities  |                         |                   |
| _ | and standards of  |                         | Arrangements      |
| \ | conduct.          |                         |                   |
| _ |                   |                         | CON 110, Mission  |
|   |                   |                         | Support Planning  |
|   |                   |                         |                   |
|   |                   |                         | CON 111, Mission  |
|   |                   |                         | Strategy          |
|   |                   |                         | Execution         |
|   |                   |                         |                   |
|   |                   |                         | CON 112, Mission  |
|   |                   |                         | Performance       |
|   |                   |                         |                   |
|   |                   |                         | Assessment        |
|   |                   |                         |                   |
|   |                   |                         | CON 120, Mission  |
|   |                   |                         | Focused           |
|   |                   |                         | Contracting       |
|   |                   |                         |                   |
|   |                   |                         | 1 elective course |
|   |                   |                         |                   |
|   |                   |                         | [Level II (GS-9   |
|   |                   |                         | to                |
|   |                   |                         | GS-               |
|   |                   |                         | 12)]{.underline}: |
|   |                   |                         |                   |
|   |                   |                         | CON 214, Business |
|   |                   |                         | Decisions in      |
|   |                   |                         |                   |
|   |                   |                         | Contracting       |
|   |                   |                         |                   |
|   |                   |                         | CON 215,          |
|   |                   |                         | Intermediate      |
|   |                   |                         | Contracting for   |
|   |                   |                         |                   |
|   |                   |                         | Mission Support   |
|   |                   |                         |                   |
|   |                   |                         | CON 216, Legal    |
|   |                   |                         | Considerations in |
|   |                   |                         |                   |
|   |                   |                         | Contracting       |
|   |                   |                         |                   |
|   |                   |                         | CON 217, Cost     |
|   |                   |                         | Analysis and      |
|   |                   |                         | Negotiation       |
|   |                   |                         |                   |
|   |                   |                         | Techniques        |
|   |                   |                         |                   |
|   |                   |                         | CON 218, Advanced |
|   |                   |                         | Contracting and   |
|   |                   |                         |                   |
|   |                   |                         | Negotiation       |
|   |                   |                         | Techniques        |
|   |                   |                         |                   |
|   |                   |                         | 2 elective        |
|   |                   |                         | courses           |
|   |                   |                         |                   |
|   |                   |                         | **Optional        |
|   |                   |                         | Training:**       |
|   |                   |                         |                   |
|   |                   |                         | Additional        |
|   |                   |                         | training courses  |
|   |                   |                         | may be            |
|   |                   |                         |                   |
|   |                   |                         | required          |
|   |                   |                         | depending upon    |
|   |                   |                         | assigned          |
|   |                   |                         |                   |
|   |                   |                         | duties; e.g.:     |
|   |                   |                         |                   |
|   |                   |                         | CON 243,          |
|   |                   |                         | A                 |
|   |                   |                         | rchitect-Engineer |
|   |                   |                         | Services          |
|   |                   |                         |                   |
|   |                   |                         | Contracting       |
|   |                   |                         |                   |
|   |                   |                         | CON 244,          |
|   |                   |                         | Construction      |
|   |                   |                         | Contracting       |
|   |                   |                         |                   |
|   |                   |                         | Advanced Contract |
|   |                   |                         | Law               |
|   |                   |                         |                   |
|   |                   |                         | Performance-Based |
|   |                   |                         | Service           |
|   |                   |                         | Acquisition       |
|   |                   |                         |                   |
|   |                   |                         | Source Selection  |
|   |                   |                         |                   |
|   |                   |                         | Construction      |
|   |                   |                         | Claims            |
|   |                   |                         |                   |
|   |                   |                         | **Developmental   |
|   |                   |                         | Activities:**     |
|   |                   |                         |                   |
|   |                   |                         | Other             |
|   |                   |                         | developmental     |
|   |                   |                         | activities may be |
|   |                   |                         | employed during   |
|   |                   |                         | the training      |
|   |                   |                         | period to broaden |
|   |                   |                         | the individual's  |
|   |                   |                         | knowledge and     |
|   |                   |                         | expertise; e.g.:  |
|   |                   |                         |                   |
|   |                   |                         | Rotational        |
|   |                   |                         | assignments       |
|   |                   |                         | within one or     |
|   |                   |                         |                   |
|   |                   |                         | more AGO          |
|   |                   |                         | Divisions         |
|   |                   |                         |                   |
|   |                   |                         | Temporary         |
|   |                   |                         | placements of     |
|   |                   |                         | brief duration    |
|   |                   |                         |                   |
|   |                   |                         | within other      |
|   |                   |                         | functional areas  |
|   |                   |                         | such as           |
|   |                   |                         |                   |
|   |                   |                         | Budget, Finance,  |
|   |                   |                         | Program Office,   |
|   |                   |                         | etc.              |
|   |                   |                         |                   |
|   |                   |                         | On-the-job        |
|   |                   |                         | training          |
|   |                   |                         | activities to     |
|   |                   |                         | expose            |
|   |                   |                         |                   |
|   |                   |                         | trainee to        |
|   |                   |                         | increasingly more |
|   |                   |                         | complex           |
|   |                   |                         |                   |
|   |                   |                         | aspects of the    |
|   |                   |                         | acquisition       |
|   |                   |                         | process.          |
+---+-------------------+-------------------------+-------------------+
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| P |                   |                         |                   |
| R |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| O |                   |                         |                   |
| L |                   |                         |                   |
| I |                   |                         |                   |
| C |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| A |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| O |                   |                         |                   |
| N |                   |                         |                   |
| A |                   |                         |                   |
| C |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| V |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| : |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Ability to advise | Review requisitions,    |                   |
| \ | and assist        | specifications, and     |                   |
| . | requiring         | other supporting        |                   |
|   | activities in     | documentation for       |                   |
| \ | formulating       | adequacy or correction. |                   |
| _ | purchase requests |                         |                   |
| \ | and acquisition   | Units 1 and 4           |                   |
| _ | packages to yield |                         |                   |
| \ | the best market   |                         |                   |
| _ | response in terms |                         |                   |
| \ | of competition,   |                         |                   |
| _ | quality,          |                         |                   |
| \ | timeliness, price |                         |                   |
| _ | and mission       |                         |                   |
|   | needs.            |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Skill in advising | Review and critique     |                   |
| \ | and assisting     | statements of work,     |                   |
| . | activities in     | develop elements of     |                   |
|   | formulating       | performance-based       |                   |
| \ | statements of     | contracting             |                   |
| _ | work, including   |                         |                   |
| \ | those for         | Units 1 and 4           |                   |
| _ | performance-based |                         |                   |
| \ | contracting.      |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to        | Develop source lists    |                   |
| \ | identify and      | and conduct market      |                   |
| . | establish sources | research.               |                   |
|   | of supplies or    |                         |                   |
| \ | services and      | Units 2, 4 and 5        |                   |
| _ | conduct market    |                         |                   |
| \ | research.         |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to verify | Review procurement      |                   |
| \ | that sufficient   | request for             |                   |
| . | funds are         | sufficiency.            |                   |
|   | available prior   |                         |                   |
| \ | to execution of   | Units 3 and 13          |                   |
| _ | orders, contracts |                         |                   |
| \ | and               |                         |                   |
| _ | modifications.    |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 6 | Skill in          | Review requests for     |                   |
| \ | determining       | limited competition and |                   |
| . | whether other     | determine if justified; |                   |
|   | than full and     | develop Determination   |                   |
| \ | open competition  | and Finding as          |                   |
| _ | is justified.     | required.               |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 6                  |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 7 | Skill in applying | Make determinations     |                   |
| \ | the procedures    | regarding set-asides    |                   |
| . | for set-aside and | and complying with      |                   |
|   | preference        | required procedures     |                   |
| \ | programs          | when contracting with   |                   |
| _ | (including class  | the Small Business      |                   |
| \ | set-asides) and   | Administration under    |                   |
| _ | skill in          | the 8(a) Program.       |                   |
| \ | procuring         |                         |                   |
| _ | services and      | Units 7 and 18          |                   |
| \ | supplies through  |                         |                   |
| _ | the 8 (a)         |                         |                   |
| \ | Programs.         |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 8 | Skill in          | In conjunction with     |                   |
| \ | determining price | technical               |                   |
| . | and non-price     | representatives,        |                   |
|   | evaluation        | develop most            |                   |
| \ | factors           | appropriate evaluation  |                   |
| _ |                   | factors for inclusion   |                   |
| \ |                   | in the solicitation.    |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 8                  |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 9 | Ability to        | Develop Acquisition     |                   |
| . | develop an        | Plan and source         |                   |
| \ | effective         | selection plans.        |                   |
| \ | acquisition       |                         |                   |
| _ | strategy,         | Units 9, 11, 12 and 16  |                   |
| \ | including use of  |                         |                   |
| _ | unpriced          |                         |                   |
| \ | contracts/orders. |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Ability to select | Identify factors for    |                   |
| 0 | appropriate       | pricing; select optimum |                   |
| \ | contract type.    | pricing arrangement,    |                   |
| . |                   | identify appropriate    |                   |
|   |                   | clauses, and prepare    |                   |
| \ |                   | Determination and       |                   |
| _ |                   | Findings as required.   |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 10                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Determine need; select  |                   |
| 1 | determining       | appropriate type;       |                   |
| \ | financing         | select appropriate      |                   |
| . | provisions for    | clauses; prepare        |                   |
|   | commercial and    | determination and       |                   |
| \ | non-commercial    | findings if necessary.  |                   |
| _ | contracts (e.g.,  |                         |                   |
| \ | progress          | Units 13 and 15         |                   |
| _ | payments, advance |                         |                   |
| \ | payments,         |                         |                   |
| _ | performance-based |                         |                   |
| \ | payments, payment |                         |                   |
| _ | discounts).       |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Ability to secure | Determine appropriate   |                   |
| 2 | and administer    | bond amount,            |                   |
| \ | performance and   | incorporate applicable  |                   |
| . | payment bonds and | clauses, and accept or  |                   |
|   | obtain alternate  | reject bonds; issue     |                   |
| \ | payment           | NTP.                    |                   |
| _ | protections.      |                         |                   |
| \ |                   | Unit 14                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Develop and publish     |                   |
| 3 | publicizing       | various types of        |                   |
| \ | proposed          | announcements in        |                   |
| . | procurements.     | FedBizOpps.             |                   |
|   |                   |                         |                   |
| \ |                   | Unit 17                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Knowledge of      | Determine applicable    |                   |
| 4 | applicable labor  | laws and incorporate    |                   |
| \ | laws (Davis-Bacon | clauses in              |                   |
| . | Act, CWHSSA,      | solicitations; advise   |                   |
|   | Service Contract  | contractors of          |                   |
| \ | Act, Fair Labor   | obligations under laws; |                   |
| _ | Standards Act,    | conduct labor           |                   |
| \ | Walsh-Healey      | interviews and          |                   |
| _ | Act).             | review/approve          |                   |
| \ |                   | payrolls.               |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Ability to        | Determine the need to   |                   |
| 5 | determine what    | obtain cost or pricing  |                   |
| \ | pricing           | data or other pricing   |                   |
| . | information to    | information, and when   |                   |
|   | require from      | to except offerors from |                   |
| \ | offerors for      | submission              |                   |
| _ | commercial and    | requirements.           |                   |
| \ | non-commercial    |                         |                   |
| _ | acquisitions.     | Unit 32                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Assist technical office |                   |
| 6 | processing formal | in preparation of       |                   |
| \ | source selections | technical evaluation    |                   |
| . | and advising      | criteria, develop       |                   |
|   | evaluation boards | instructions for        |                   |
| \ | and Source        | proposal submission,    |                   |
| _ | Selection         | prepare a source        |                   |
| \ | Officials.        | selection plan, provide |                   |
| _ |                   | guidance during         |                   |
| \ |                   | proposal evaluation and |                   |
| _ |                   | source selection        |                   |
| \ |                   | decision phases.        |                   |
| _ |                   |                         |                   |
| \ |                   | Units 8, 16, 31, 36, 37 |                   |
| _ |                   | and 38                  |                   |
+---+-------------------+-------------------------+-------------------+
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| S |                   |                         |                   |
| O |                   |                         |                   |
| L |                   |                         |                   |
| I |                   |                         |                   |
| C |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| A |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| O |                   |                         |                   |
| N |                   |                         |                   |
| A |                   |                         |                   |
| C |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| V |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| : |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Develop solicitation    |                   |
| 7 | preparing         | documents; issue        |                   |
| \ | solicitation      | solicitation.           |                   |
| . | documents for     |                         |                   |
|   | commercial and    | Units 19 and 20.        |                   |
| \ | non-commercial    |                         |                   |
| _ | goods/services    |                         |                   |
| \ | and soliciting    |                         |                   |
| _ | oral              |                         |                   |
| \ | quotes/proposals. |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Respond to pre-award    |                   |
| 8 | evaluating and    | inquiries.              |                   |
| \ | responding to     |                         |                   |
| . | pre-award         | Unit 21                 |                   |
|   | inquiries,        |                         |                   |
| \ | including FOIA    |                         |                   |
| _ | requests.         |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 1 | Skill in          | Determine need, prepare |                   |
| 9 | determining       | for, and conduct        |                   |
| . | necessity for and | (attend)                |                   |
| \ | conducting        | pre-bid/pre-proposal    |                   |
| \ | pre               | conference.             |                   |
| _ | -bid/pre-proposal |                         |                   |
| \ | conferences       | Unit 22                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Skill in amending | Issue amendments to     |                   |
| 0 | solicitations,    | solicitations and/or    |                   |
| \ | extending         | cancel solicitations.   |                   |
| . | response periods, |                         |                   |
|   | and canceling     | Unit 23                 |                   |
| \ | solicitations.    |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| P |                   |                         |                   |
| R |                   |                         |                   |
| E |                   |                         |                   |
| A |                   |                         |                   |
| W |                   |                         |                   |
| A |                   |                         |                   |
| R |                   |                         |                   |
| D |                   |                         |                   |
| A |                   |                         |                   |
| C |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| V |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| : |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Ability to        | Handle and record       |                   |
| 1 | receive, accept,  | bids/offers received    |                   |
| \ | safeguard, open,  | and process late        |                   |
| . | and record        | bids/offers.            |                   |
|   | bids/offers;      |                         |                   |
| \ | process bid       | Units 24, 26 and 30     |                   |
| _ | withdrawals.      |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Ability to        | Review and determine    |                   |
| 2 | determine bid     | conformance of bids,    |                   |
| \ | responsiveness    | identify/correct minor  |                   |
| . | and correct or    | irregularities, and     |                   |
|   | reject bids.      | reject bids.            |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 29                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Ability to        | Recognize apparent      |                   |
| 3 | identify and      | mistakes in bid, verify |                   |
| \ | resolve mistakes  | bids, and evaluate      |                   |
| . | in bid.           | alleged mistakes in     |                   |
|   |                   | bid.                    |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 27                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Skill in          | Open bids, evaluate     |                   |
| 4 | evaluating bids   | responsiveness and      |                   |
| \ | and determining   | determine lowest        |                   |
| . | responsiveness    | evaluated price.        |                   |
|   | and lowest price. |                         |                   |
| \ |                   | Units 25, 28 and 29     |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Skill in          | Analyze proposed        |                   |
| 5 | evaluating        | non-price factors and   |                   |
| \ | non-price factors | proposed terms and      |                   |
| . | in proposals and  | conditions and          |                   |
|   | terms and         | establish               |                   |
| \ | conditions (e.g., | pre-negotiation         |                   |
| _ | contract type,    | position most favorable |                   |
| \ | use of GFP,       | to the Government.      |                   |
| _ | Government        |                         |                   |
| \ | financing, lease  | Units 31 and 38         |                   |
| _ | vs. purchase).    |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Conduct price     | Evaluate offered prices |                   |
| 6 | analysis in       | and related factors,    |                   |
| \ | negotiated        | estimate a fair and     |                   |
| . | procurements.     | reasonable price,       |                   |
|   |                   | identify discrepancies, |                   |
| \ |                   | obtain additional       |                   |
| _ |                   | information, document   |                   |
| \ |                   | price analysis.         |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 36                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Conduct cost      | Review Government cost  |                   |
| 7 | analysis in       | estimates, reports and  |                   |
| \ | negotiated        | analyses; determine     |                   |
| . | procurements,     | adequacy of cost        |                   |
|   | considering cost  | proposals received; and |                   |
| \ | accounting        | establish               |                   |
| _ | standards, audits | pre-negotiation         |                   |
| \ | obtained, and     | position on proposed    |                   |
| _ | offerors'         | costs and fee.          |                   |
| \ | accounting and    |                         |                   |
| _ | estimating        | Units 33, 34, 35, and   |                   |
| \ | systems.          | 37                      |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Skill in          | Determine need for      |                   |
| 8 | evaluating offers | additional facts;       |                   |
| \ | to determine      | determine need to       |                   |
| . | whether to award  | negotiate; develop      |                   |
|   | without           | competitive range;      |                   |
| \ | discussions or    | establish               |                   |
| _ | conduct           | pre-negotiation         |                   |
| \ | discussions with  | objectives.             |                   |
| _ | offerors.         |                         |                   |
| \ |                   | Units 32, 36, 37 and 39 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 2 | Skill in          | Identify information    |                   |
| 9 | conducting        | needed and method to    |                   |
| \ | communications    | obtain it; prepare for  |                   |
| . | prior to          | and conduct             |                   |
|   | establishment of  | communications.         |                   |
| \ | a competitive     |                         |                   |
| _ | range.            | Unit 40                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to        | Establish competitive   |                   |
| 0 | establish         | range.                  |                   |
| \ | competitive       |                         |                   |
| . | range.            | Unit 41                 |                   |
|   |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Skill in          | Prepare pre-negotiation |                   |
| 1 | developing        | plan, conduct (assist)  |                   |
| \ | negotiation       | meeting with Government |                   |
| . | strategies and    | team to identify        |                   |
|   | tactics.          | strategies, and         |                   |
| \ |                   | establish agenda.       |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 42                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Skill in          | Conduct (assist)        |                   |
| 2 | conducting        | discussions in a        |                   |
| \ | discussions and   | competitive             |                   |
| . | negotiations.     | environment; conduct    |                   |
|   |                   | negotiations in a sole  |                   |
| \ |                   | source environment;     |                   |
| _ |                   | document results of     |                   |
| \ |                   | d                       |                   |
| _ |                   | iscussions/negotiations |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 43                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to        | Determine and document  |                   |
| 3 | determine         | contractor              |                   |
| \ | responsibility of | responsibility; obtain  |                   |
| . | offerors.         | pre-award surveys;      |                   |
|   |                   | screen List of          |                   |
| \ |                   | Debarred, Suspended and |                   |
| _ |                   | Ineligible Contractors; |                   |
| \ |                   | present sufficient      |                   |
| _ |                   | evidence to support     |                   |
| \ |                   | finding of              |                   |
| _ |                   | non-responsibility;     |                   |
| \ |                   | obtain Certificates of  |                   |
| _ |                   | Competency from SBA.    |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 44                 |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to        | Determine price         |                   |
| 4 | develop and       | reasonableness and      |                   |
| \ | recommend         | select offeror for      |                   |
| . | selection for     | award based on low      |                   |
|   | award.            | price; make tradeoffs   |                   |
| \ |                   | between price and       |                   |
| _ |                   | non-price factors and   |                   |
| \ |                   | document best value     |                   |
| _ |                   | analysis and decision.  |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 45                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to apply  | Obtain preaward         |                   |
| 5 | procedures for    | reviews/approvals;      |                   |
| \ | awarding          | obtain EEO clearance;   |                   |
| . | contracts,        | provide Congressional   |                   |
|   | obtaining         | notification; publish   |                   |
| \ | clearances, and   | FedBizOpps announcement |                   |
| _ | providing notices | after award.            |                   |
| \ | of award.         |                         |                   |
| _ |                   | Unit 46                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to        | Prepare document for    |                   |
| 6 | develop and       | file recommending       |                   |
| \ | recommend         | award: Price            |                   |
| . | selection for     | Negotiation Memorandum; |                   |
|   | award.            | Source Selection        |                   |
| \ |                   | Report.                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to apply  | Formulate contract and  |                   |
| 7 | procedures for    | prepare appropriate     |                   |
| \ | awarding          | notices of award.       |                   |
| . | contracts and     |                         |                   |
|   | providing notice  | Unit 46                 |                   |
| \ | of awards.        |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Ability to        | Review situation,       |                   |
| 8 | prepare and       | estimate proposal,      |                   |
| \ | definitize letter | prepare and definitize  |                   |
| . | contracts.        | letter contract.        |                   |
|   |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 3 | Skill in          | Review facts and        |                   |
| 9 | developing        | determine Government's  |                   |
| \ | Government's      | position; counsel with  |                   |
| . | position on       | legal staff; develop    |                   |
|   | protests before   | position; prepare memo  |                   |
| \ | or after award.   | of position.            |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 48                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to obtain | Obtain required         |                   |
| 0 | and administer    | bonds/securities;       |                   |
| \ | contract          | coordinate with         |                   |
| . | securities.       | sureties on             |                   |
|   |                   | non-performance or      |                   |
| \ |                   | takeover actions.       |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 60                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| P |                   |                         |                   |
| O |                   |                         |                   |
| S |                   |                         |                   |
| T |                   |                         |                   |
| - |                   |                         |                   |
| A |                   |                         |                   |
| W |                   |                         |                   |
| A |                   |                         |                   |
| R |                   |                         |                   |
| D |                   |                         |                   |
| A |                   |                         |                   |
| C |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| V |                   |                         |                   |
| I |                   |                         |                   |
| T |                   |                         |                   |
| I |                   |                         |                   |
| E |                   |                         |                   |
| S |                   |                         |                   |
| : |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
| * |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to        | Conduct (assist in)     |                   |
| 1 | provide           | post-award orientation  |                   |
| \ | post-award        | for contractors.        |                   |
| . | orientations to   |                         |                   |
|   | contractors.      | Unit 50                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to review | Review and approve or   |                   |
| 2 | and determine     | disapprove              |                   |
| \ | acceptability of  | subcontracts;           |                   |
| . | subcontracts and  | negotiate, accept or    |                   |
|   | subcontracting    | reject subcontracting   |                   |
| \ | plans.            | plans.                  |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 51                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to        | Analyze contractors     |                   |
| 3 | resolve disputes, | request for relief,     |                   |
| \ | analyze claims,   | obtain technical        |                   |
| . | and process       | assistance; develop     |                   |
|   | appeals.          | position and make       |                   |
| \ |                   | determinations; support |                   |
| _ |                   | position and prepare    |                   |
| \ |                   | necessary documentation |                   |
| _ |                   | if appealed.            |                   |
| \ |                   |                         |                   |
| _ |                   | Units 52 and 69         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Skill in          | Determine need for      |                   |
| 4 | modifying         | modifications; select   |                   |
| \ | contracts.        | type mod; determine     |                   |
| . |                   | whether or not to       |                   |
|   |                   | exercise option.        |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 52                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Skill in          | Issue letter to         |                   |
| 5 | exercising        | technical office and    |                   |
| \ | options           | preliminary             |                   |
| . |                   | notification to         |                   |
|   |                   | contractor; prepare     |                   |
| \ |                   | file determination;     |                   |
| _ |                   | issue modification.     |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 53                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Skill in          | Determine need for IDV  |                   |
| 6 | establishment and | and required ordering   |                   |
| \ | administration of | procedures; establish   |                   |
| . | Indefinite        | contract; obtain        |                   |
|   | Delivery          | contractor proposal for |                   |
| \ | Vehicles.         | orders;                 |                   |
| _ |                   | verify/negotiate        |                   |
| \ |                   | pricing; issue          |                   |
| _ |                   | task/delivery order.    |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 54                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Skill in          | Analyze situation; make |                   |
| 7 | determining and   | determination; take     |                   |
| \ | issuing stop or   | necessary action on     |                   |
| . | resume work       | stop work orders and    |                   |
|   | orders.           | resume work orders.     |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 55                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to        | Develop contract        |                   |
| 8 | determine whether | administration plan;    |                   |
| \ | contractor is     | instruct personnel on   |                   |
| . | progressing in    | roles; monitor          |                   |
|   | accordance with   | performance; issue stop |                   |
| \ | contract;         | work orders.            |                   |
| _ | knowledge of      |                         |                   |
| \ | insp              | Units 49, 51 and 55     |                   |
| _ | ection/acceptance |                         |                   |
| \ | procedures.       |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 4 | Ability to apply  | Analyze reports of      |                   |
| 9 | techniques and    | contracting officer's   |                   |
| \ | instruments for   | representative,         |                   |
| . | dealing with      | contract, select and    |                   |
|   | contractor's      | pursue contract remedy. |                   |
| \ | failure to        |                         |                   |
| _ | perform.          | Units 55, 56 and 57     |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to apply  | Determine cause of      |                   |
| 0 | appropriate       | performance failure;    |                   |
| \ | remedies under    | select appropriate      |                   |
| . | commercial item   | remedy; identify        |                   |
|   | contracts.        | required actions (price |                   |
| \ |                   | reduction, cure notice, |                   |
| _ |                   | accept/reject           |                   |
| \ |                   | nonconforming           |                   |
| _ |                   | goods/services); and    |                   |
| \ |                   | modify contract.        |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 56                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to apply  | Select appropriate      |                   |
| 1 | appropriate       | remedy; identify        |                   |
| \ | remedies under    | required actions        |                   |
| . | non-commercial    | (assess LDs; issue      |                   |
|   | contracts.        | cure/show cause notice, |                   |
| \ |                   | accept/reject           |                   |
| _ |                   | nonconforming           |                   |
| \ |                   | goods/services); and    |                   |
| _ |                   | enforce warranty        |                   |
| \ |                   | clauses.                |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 57                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to manage | Analyze performance and |                   |
| 2 | contract payments | invoices for            |                   |
| \ | and contract      | compliance; take        |                   |
| . | financing terms.  | appropriate reductions; |                   |
|   |                   | determine required      |                   |
| \ |                   | contract financing and  |                   |
| _ |                   | effect payments as      |                   |
| \ |                   | necessary.              |                   |
| _ |                   |                         |                   |
| \ |                   | Units 59, 61, 65 and 67 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to        | Prepare, process, and   |                   |
| 3 | document          | share past performance  |                   |
| \ | contractor past   | evaluations with other  |                   |
| . | performance.      | Govt agencies;          |                   |
|   |                   | determine need for      |                   |
| \ |                   | debarment and refer to  |                   |
| _ |                   | appropriate officials.  |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 58                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to        | Determine with          |                   |
| 4 | identify and      | assistance from audits, |                   |
| \ | resolve defective | if defective pricing    |                   |
| . | pricing actions.  | exists and take         |                   |
|   |                   | appropriate action.     |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 64.                |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Skill in          | Analyze data and notify |                   |
| 5 | initiating        | officials when fraud is |                   |
| \ | adverse actions   | indicated and prepare   |                   |
| . | for fraud and     | proper documents when   |                   |
|   | other civil or    | debarment occurs.       |                   |
| \ | criminal offense  |                         |                   |
| _ | and ability to    | Unit 66                 |                   |
| \ | select evidence   |                         |                   |
| _ | to be referred to |                         |                   |
| \ | debarment         |                         |                   |
| _ | officials.        |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Skill in          | Monitor compliance with |                   |
| 6 | administering     | labor law provisions;   |                   |
| \ | special contract  | investigate and resolve |                   |
| . | terms and         | problems with insurance |                   |
|   | conditions.       | coverage; use,          |                   |
| \ |                   | disposition and loss of |                   |
| _ |                   | government property;    |                   |
| \ |                   | and patent and data     |                   |
| _ |                   | rights                  |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 68                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Skill in          | Review and analyze all  |                   |
| 7 | terminating       | facts and determine     |                   |
| \ | contracts for     | whether to terminate    |                   |
| . | convenience or    | and prepare appropriate |                   |
|   | default           | documentation.          |                   |
| \ |                   |                         |                   |
| _ |                   | Unit 70                 |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+
| 5 | Ability to close  | Determine if            |                   |
| 8 | out contracts.    | performance has been    |                   |
| \ |                   | completed and accepted, |                   |
| . |                   | payment disbursed, and  |                   |
|   |                   | prepare contract        |                   |
| \ |                   | completion statement.   |                   |
| _ |                   |                         |                   |
| \ |                   | Unit 71                 |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
| \ |                   |                         |                   |
| _ |                   |                         |                   |
+---+-------------------+-------------------------+-------------------+

**TASKS**: Tasks that a GS-1102-12 is expected to be proficient in at
the full performance level. Individuals in an intern or career ladder
position will perform the tasks under the degree of oversight and
guidance of their assigned trainer required at each grade level. Tasks
will be performed on increasingly more complex procurements as the
trainee progresses through training to the full performance level. The
FAI Contract Specialist Training Blueprints will be used as the primary
guide for on-the-job training; the applicable unit(s) of instruction is
noted for each task.

**COMPETENCIES:** The knowledge, skills, and abilities to be developed
for proficient performance of each task.

**TRAINING AND DEVELOPMENTAL ACTIVITIES:** The mandatory courses
required for FAC-C Certification at the specified levels and optional
courses that may be taken to develop competency at performing
specialized duties. In addition to formal training, management is
responsible for providing other opportunities for the individual to
utilize to foster growth of their competencies. Appropriate activities
will be determined by the supervisor and trainer.

**CERTIFICATION:** The individual's assigned trainer will certify
completion of tasks and sufficient development of the required
knowledge, skills, and abilities by initialling on the line by each task
item.

**INDIVIDUAL DEVELOPMENT PLAN:** An Individual Development Plan (IDP)
will be prepared at the beginning of each fiscal year to identify the
training courses to be taken and developmental activities to be
performed during that period. The IDP will also identify any additional
training or developmental activities necessary to address skills gaps
noted in the DOC Core 1102 General Business and Technical Competencies.
Completion of projected formal training during any specified period will
be dependent upon availability of training funds.

## **SUPERVISORY LEVEL (GS-12 to GS-14)**

**TRAINING AND DEVELOPMENT PLAN**

**GS-1102 CONTRACT SPECIALISTS AND PROCUREMENT ANALYSTS**

**SUPERVISORY LEVEL (GS-12 to GS-14)**

+--------------------------+------------------+-----------------------+
| **COMPETENCIES**         | **PROFESSIONAL   | **TRAINING AND        |
|                          | DEVELOPMENT**    | DEVELOPMENT**         |
|                          | **OBJECTIVES**   |                       |
+--------------------------+------------------+-----------------------+
| Ability to coordinate    | Obtain knowledge | Required formal       |
| work priorities in       | of personnel     | training:             |
| accordance with NOAA and | management       |                       |
| external client missions | r                | Basic Supervision     |
| and goals.               | esponsibilities. | Course, 40 hours      |
|                          |                  |                       |
| Ability to implement the | Develop business | Advanced Supervision  |
| EEO and Affirmative      | skills           | Course, 40 hours      |
| Action Plan.             | measurement.     |                       |
|                          |                  | Optional training to  |
| Ability to evaluate      | Obtain           | augment basic         |
| subordinates.            | experience       | supervisory courses,  |
|                          | supervising      | e.g.:                 |
| Skill in team building.  | subordinates.    |                       |
|                          |                  | Managing Performance  |
| Skill in leading a       | Recruit, develop |                       |
| diverse workforce.       | and sustain the  | Team Building         |
|                          | workforce to     |                       |
| Ability to use           | provide          | Creative Problem      |
| automation to maximize   | effective        | Solving               |
| productivity.            | acquisition      |                       |
|                          | services to NOAA | Time Management       |
| Knowledge of other       | and external     |                       |
| functional disciplines.  | clients.         | Report Writing        |
|                          |                  |                       |
| Ability to develop and   |                  |                       |
| apply internal           |                  |                       |
| management controls.     |                  |                       |
|                          |                  |                       |
| Skill in developing and  |                  |                       |
| training the workforce   |                  |                       |
| to meet the needs of the |                  |                       |
| mission.                 |                  |                       |
+--------------------------+------------------+-----------------------+

**COMPETENCIES---Knowledge, skills, and abilities to be developed at a
prescribed level. Core competencies as stated for non-supervisory 1102
level will also be further developed.**

**PROFESSIONAL DEVELOPMENT OBJECTIVES---Areas to mature in for
preparation of professional advancement.**

**TRAINING AND DEVELOPMENT---In addition to formal training, management
is responsible for providing opportunities to new supervisors to utilize
and foster growth of their competencies and developmental objectives.**

## **MID-MANAGEMENT LEVEL (GS-13 & GS-14)**

**TRAINING AND DEVELOPMENT PLAN**

**GS-1102 CONTRACT SPECIALISTS AND PROCUREMENT ANALYSTS**

**MID-MANAGEMENT LEVEL (GS-13 & GS-14)**

+-------------------------+---------------------+----------------------+
| **COMPETENCIES**        | **PROFESSIONAL      | **TRAINING AND       |
|                         | DEVELOPMENT         | DEVELOPMENT**        |
|                         | OBJECTIVES**        |                      |
+-------------------------+---------------------+----------------------+
| Ability to design and   | Be cognizant of     | Completion of Level  |
| implement procurement   | po                  | III formal training: |
| programs which support  | litical/legislative |                      |
| mission requirements.   | initiatives, legal  | CON 353, Advanced    |
|                         | and comptroller     | Business Solutions   |
| Ability to provide      | decisions impacting | for Mission Support  |
| representation on       | on the procurement  |                      |
| organization            | arena.              | Two elective courses |
| procurement matters or  |                     |                      |
| issues to all levels of | Continue to develop | Other formal         |
| interest both internal  | business management | training options:    |
| and external to the     | skills.             |                      |
| organization.           |                     | Selected courses to  |
|                         | Expand knowledge of | further develop      |
| Ability to envision the | all procurement     | managerial,          |
| future and formulate    | functions and other |                      |
| goals, plans, and       | functions impacting | leadership, and      |
| methods of evaluations. | on procurement.     | human relations      |
|                         |                     | expertise.           |
| Ability to prepare      | Expand knowledge of |                      |
| presentations, reports, | NOAA and external   | Participation in     |
| and briefings.          | client missions and | formal Leadership    |
|                         | functions.          | Development Course.  |
|                         |                     |                      |
|                         | Participate in      | Developmental        |
|                         | development of NOAA | Activities:          |
|                         | acquisition policy. |                      |
|                         |                     | Assignments on       |
|                         | Partner with NOAA   | Bureau task forces   |
|                         | program offices and | and committees.      |
|                         | external clients in |                      |
|                         | the development of  | Serve as a member of |
|                         | effective business  | the Acquisition      |
|                         | solutions.          | Management Advisory  |
|                         |                     | Council and HCO      |
|                         | Increase knowledge  | Council.             |
|                         | of advanced human   |                      |
|                         | relations concepts  |                      |
|                         | and issues.         |                      |
+-------------------------+---------------------+----------------------+

**COMPETENCIES---**Knowledge, skills, and abilities to be developed at a
prescribed level.

**PROFESSIONAL DEVELOPMENT OBJECTIVES---**Areas to mature in for
preparation of professional advancement.

**TRAINING AND DEVELOPMENT---**In addition to formal training,
management is responsible for providing other opportunities for the
individual to utilize and foster growth of their competencies and
developmental objectives.

**INDIVIDUAL DEVELOPMENT PLAN\--**An Individual Development Plan (IDP)
will be prepared at the beginning of each fiscal year to identify the
training courses to be taken and developmental activities to be
performed during that period. The IDP will also identify any additional
training or developmental activities necessary to address skills gaps
noted in the DOC Core 1102 General Business and Technical Competencies.
Completion of projected formal training during any specified period will
be dependent upon availability of training funds.

## **SENIOR MANAGEMENT LEVEL (GS-15)**

**TRAINING AND DEVELOPMENT PLAN**

**GS-1102 CONTRACT SPECIALISTS AND PROCUREMENT ANALYSTS**

**SENIOR MANAGEMENT LEVEL (GS-15)**

+-------------------------+---------------------+----------------------+
| **COMPETENCIES**        | **PROFESSIONAL      | **TRAINING AND       |
|                         | DEVELOPMENT         | DEVELOPMENT**        |
|                         | OBJECTIVES**        |                      |
+-------------------------+---------------------+----------------------+
| Ability to design and   | Being cognizant of  | Formal training as   |
| implement procurement   | po                  | required to develop  |
| programs which support  | litical/legislative | leadership           |
| mission requirements.   | initiatives, legal  | competencies in the  |
|                         | and comptroller     | following areas:     |
| Ability to provide      | decisions impacting |                      |
| representation on       | on the procurement  | Strategic Planning   |
| organization            | arena.              | and Performance      |
| procurement matters or  |                     | Management           |
| issues to all levels of | Continue to develop |                      |
| interest both internal  | business management | Strategic Thinking   |
| and external to the     | skills.             |                      |
| organization.           |                     | Leading and Managing |
|                         | Expand knowledge of | Change               |
| Ability to envision the | all procurement     |                      |
| future and formulate    | functions and other | Critical Thinking    |
| goals, plans, and       | functions impacting | and Problem Solving  |
| methods of evaluations. | on procurement.     |                      |
|                         |                     | Participate in       |
| Skill in planning,      | Expand knowledge of | formal Leadership    |
| leading and managing    | NOAA and external   | Development Program  |
| organizational change.  | client missions and |                      |
|                         | functions.          | Executive-level      |
| Ability to prepare      |                     | training to prepare  |
| presentations, reports, | Develop expertise   | for advancement into |
| and briefings.          | in advanced         | Senior Executive     |
|                         | managerial,         | ServiceEx            |
|                         | leadership, and     |                      |
|                         | human relations     | Other developmental  |
|                         | concepts.           | activities:          |
|                         |                     |                      |
|                         |                     | Assignments on DOC   |
|                         |                     | and/or NOAA task     |
|                         |                     | forces               |
|                         |                     |                      |
|                         |                     | Serve as a member of |
|                         |                     | the Acquisition      |
|                         |                     | Management Advisory  |
|                         |                     | Council and HCO      |
|                         |                     | Council.             |
+-------------------------+---------------------+----------------------+

 

**COMPETENCIES---**Knowledge, skills, and abilities to be developed at a
prescribed level to enable performance of tasks of a higher level of
complexity.

**PROFESSIONAL DEVELOPMENT OBJECTIVES---**Areas to mature in to prepare
for professional advancement.

**TRAINING AND DEVELOPMENT---**In addition to formal training,
management is responsible for providing opportunities for the individual
to utilize and foster growth of their competencies and developmental
objectives.

## 1102 Competency Model 

+------------------------+---------+-----------+-----------------------+
| **Professional         |         |           |                       |
| Business               |         |           |                       |
| Competencies**         |         |           |                       |
+------------------------+---------+-----------+-----------------------+
| -   Oral Communication |         | -         |                       |
|                        |         |  Planning |                       |
| -   Decision-Making    |         |     and   |                       |
|                        |         |     E     |                       |
| -   Interpersonal      |         | valuating |                       |
|     Skills             |         |           |                       |
|                        |         | -   Fl    |                       |
| -   Problem Solving    |         | exibility |                       |
|                        |         |           |                       |
| -   Teamwork           |         | -         |                       |
|                        |         |  Self-Man |                       |
| -   Reasoning          |         | agement/I |                       |
|     (analysis)         |         | nitiative |                       |
|                        |         |           |                       |
| -   Customer Service   |         | -         |                       |
|                        |         |    Stress |                       |
| -   Reading            |         |           |                       |
|                        |         | Tolerance |                       |
| -   Attention to       |         |           |                       |
|     Detail             |         | -         |                       |
|                        |         |   Writing |                       |
| -   C                  |         |           |                       |
| ontracting/Procurement |         | -         |                       |
|                        |         |  Creative |                       |
| -   I                  |         |           |                       |
| nfluencing/Negotiating |         |  Thinking |                       |
|                        |         |           |                       |
| -   Integrity/Honesty  |         | -         |                       |
|                        |         |  Learning |                       |
|                        |         |           |                       |
|                        |         | -   Se    |                       |
|                        |         | lf-Esteem |                       |
|                        |         |           |                       |
|                        |         | -   In    |                       |
|                        |         | formation |                       |
|                        |         |     M     |                       |
|                        |         | anagement |                       |
|                        |         |           |                       |
|                        |         | -         |                       |
|                        |         |    Memory |                       |
|                        |         |           |                       |
|                        |         | -   A     |                       |
|                        |         | rithmetic |                       |
|                        |         |           |                       |
|                        |         | `         |                       |
|                        |         | ``{=html} |                       |
|                        |         | <!-- -->  |                       |
|                        |         | ```       |                       |
|                        |         | -   Math  |                       |
|                        |         |           |                       |
|                        |         | Reasoning |                       |
+------------------------+---------+-----------+-----------------------+
| **Technical            |         |           |                       |
| Competencies (by       |         |           |                       |
| acquisition phase)**   |         |           |                       |
+------------------------+---------+-----------+-----------------------+
| **Acquisition          | **C     |           | **Contract            |
| Planning**             | ontract |           | Administration**      |
|                        | Form    |           |                       |
|                        | ation** |           |                       |
+------------------------+---------+-----------+-----------------------+
| -   Strategic Planning | -   D   |           | -   Effective         |
|                        | efining |           |     Communication of  |
| -   Understanding the  |     B   |           |     Contract          |
|     Marketplace        | usiness |           |     Requirements      |
|                        |         |           |                       |
| -   Understanding      |  Relati |           | -   Effective         |
|     Sourcing           | onships |           |     Performance       |
|                        |         |           |     Management        |
| -   Defining           | -   D   |           |                       |
|     Government         | etailed |           | -   Effective         |
|     Requirements in    |     Eva |           |     Financial         |
|     Commercial and     | luation |           |     Management        |
|     Non-commercial     |         |           |                       |
|     Terms              |  Skills |           | -   Determining       |
|                        |         |           |     Allowability of   |
| -   Effective          | -   Ef  |           |     Contract Costs    |
|     Communication      | fective |           |                       |
|                        |         |           | -   Effectively       |
|                        |    Nego |           |     Resolving         |
|                        | tiation |           |     Contract          |
|                        |     and |           |     Termination       |
|                        |     Ana |           |     and/or Closeout   |
|                        | lytical |           |                       |
|                        |         |           |                       |
|                        |  Skills |           |                       |
|                        |         |           |                       |
|                        | -   Ef  |           |                       |
|                        | fective |           |                       |
|                        |         |           |                       |
|                        |   Award |           |                       |
|                        |     Res |           |                       |
|                        | olution |           |                       |
+------------------------+---------+-----------+-----------------------+

[^1]: Commerce Acquisition Manual 1301.6, DOC Acquisition Career
    Management Program, January 2007

[^2]: Department of Commerce Acquisition Manual, January 2007, v.1301.6,
    p. 4

[^3]: Department of Commerce Acquisition Manual, January 2007, v.1301.6,
    p. 5

[^4]: Department of Commerce Acquisition Manual, January 2007, v.1301.6,
    p. 30

[^5]: Department of Commerce Acquisition Manual, January 2007, v.1301.6,
    p. 31

[^6]: Source: Human Capital Institute, 2006