# Presentation: 155952

## CAPIT BRIEFING to the AMT

- Update of Activity
- Business Process Definitions for Consideration
- Accountability in the Business Process
- Single Tracking Database
- Next Steps

## Update of Activity

- Recent meeting with Agreement Specialists and other interested parties
- Review of business process
- Roles and responsibilities
- Considerations for streamlining paperwork
- Process analysis and considerations

## The Cooperative Agreement Business Process

- Attendees of meeting identified all business processes used
- Each program & each region had individual process
- Attendees identified those steps that were required for a uniform business process
- One process was agreed upon

## Mutually Agreed Process

## Modified Process Using Email Backbone

- Analysis of steps of agreed process
- Opportunity to use email
- Means of sharing drafts with many people
- Speed up process
- Track process
- Measure performance
- Retains flexibility in individual program needs through concurrent reviews while maintaining performance requirements
- Enable global view of operation from the ASC
- Monitor agreement process
- Uniform agreement numbering system
- Meet administrative expectations of unit
- Incorporate performance measurement

## Modified Business Process based in email 

## AMT Consideration

- CAPIT requests AMT to determine the business process best suited to APHIS needs
- Each process achieves a substantial streamlining and meets the objective of uniformity in the business process
- CAPIT is still pursuing a long term e-solution to processing. Primary consideration given to Ework (issues surrounding grants.gov)

## Accountability

- ASC is responsible for oversight of all agreements and grants, including cooperative agreements
- ASC establishes Agency policy relating to agreements and grants
- ASC does not have authority to ensure policy is adhered to

## Considerations to Ensure Accountability

- APHIS utilizes staff that have knowledge and expertise in agreements
- Field staff are assigned and report to programs in the regions
- Work at the discretion of regional management
- Accountable to regional management
- Are not accountable to ASC

## Examples of Problems Identified in Cooperative Agreements

- Cooperative agreements of one program using other program authorities in agreements
- Pen and ink changes made by specialists, not by signatory authorities
- Using agreements incorrectly (contracts, grants, etc.)
- Use of out of date language
- Non-existent work plans
- Not adhering to APHIS numbering policy
- Notice of awards written by cooperator or APHIS administrative specialists

## Accountability

- Agreements are contracts
- Enforceable agreement between two parties
- An expectation between parties is established
- Legal responsibility and accountability of Agency
- Uniformity in how agreements are developed

## Two Options to Ensure Accountability

- Accountability should not be seen as a negative reinforcement
- To achieve long run positive change in the cooperative agreement process accountability is required
_**OPTION 1**__:_ Centralize reporting and accountability under the ASC
_**OPTION 2**__:_ Formalize an accountability chain within APHIS programs and allow specialists to remain in programs

## Centralization

- All agreement specialists report to and are accountable to ASC
- Specialists remain on duty location
- Numerous pros and cons (see handout)
- Review of handout
- With both options CAPIT is reviewing ADODR responsibilities

## Accountability Chain

- Agreement Specialists continue to report to current supervisors
- ASC monitors activities
- Any issues are discussed with appropriate chain of accountability
- Agreement Specialist
- Direct Supervisor
- Regional Director
- Deputy

## Pros and Cons of Accountability Chain

- Pros
- Addresses existing need for accountability
- Provides ASC with authority required to ensure Agency wide accountability
- Allows programs to retain control of Specialist position
- Customer service requirements are determined by program
- Low impact
- Cons
- Accountability is more difficult
- All levels of program management may need to be engaged to ensure accountability
- Will not allow for work load reassignment if personnel are unable to complete work due to absence or other reasons

## Single Database

- VS Eastern Region developed a tracking database for agreements
- Agreement Specialists reviewed database and agreed that it would beneficial to have as uniform system
- VS is currently upgrading the database to be more powerful
- CAPIT IT group is awaiting the conversion
- Will identify a server that for agency wide access
- Work with ITD and will manage the project of taking VS system and making it Agency wide
- Low or no-cost solution
- System will enhance accountability and performance management
- Provide a powerful tool for Agreement Specialists
- Will be on a platform that will enable integration of an e-solution in the future

## Next Steps. Tying it all Together 

- CAPIT will be assembling a sample of ADODRs to discuss their roles and responsibilities to determine a simplified set of responsibilities
- Direction from AMT relating to the business process and accountability choices
- Development of policies and procedures based upon decisions of AMT
- Develop and provide appropriate training for all affected parties
- Target start date for implementation January 1, 2006