# Presentation: 251783

## Requisition SupervisorsLeadership Alignment  Meetings

- _Commerce Business Environment_
- Convergence for Implementation
*The beginning of an evolution*
*Linking Procurement, Program and Finance*

**Notes:**
Supporting script:
The purpose of today’s meeting is to orient and help you prepare for your organization’s transition to the new requisition processing web-based technology.
These people, process and technology changes affect how:
We do requisitioning and accounting;
We review and approve requisitions; and 
We work with Procurement Offices.
Any questions before I begin? [record them on the easel board, then begin the presentation]

## Terms and acronyms

**System definitions**
**ORSI:** Acronym for “Obligation and Requisition Standard Interface” which connects systems delivering a procurement and financial processing electronic support environment.
**TIBCO**: The formal name for the ORSI middle ware (software)
**CFS**: Acronym for “Commerce Financial System”
**C.Request**: The web-based requisitioning system
**CSTARS**: Acronym for “Commerce Standard Acquisition and Report Systems”, the current client-server acquisition production system
**CSPS**: Acronym for “Commerce Small Purchase System”, part of CFS, and currently used by Census

**Notes:**
Supporting script:
[Review these terms with the audience.]

## Terms and acronyms (con’t.)

**Process and role definitions**
**Go-live**: The ORSI cutover date when all systems will be connected operationally.
**Deployment**: ORSI preparation activities and launch which include the Go-live date.
**CD435**: the printed Commerce form titled “Procurement Request” that is eliminated with ORSI deployment
**Requisitioner**: A person who historically prepared CD435s
**Reviewer/Approver**: A person who historically checked and okayed prepared CD435s.
**Business Broker**: The Procurement representative who works with Program Managers and  Acquisition Teams.
**Cross-servicing**: The use of another bureau’s Procurement Office and acquisition processing systems and services.

**Notes:**
Supporting script:
[review definitions on slide]
Go-live date for everyone but Census is October 16th.  Census is Oct. 31st.
Eventually, in a next phase the CSTARS will be replaced with a web-based system like C.Request.
We’ll be talking about most of these items during this presentation.

## Agenda

*ORSI technology with common business processes and standardized data take the acquisition business to the next level.*

- The big picture
- Requisitioner direct benefits
- The new electronic process
- Differences between today and tomorrow
- Requisitioner roles & responsibilities
- ’07 processing before Go-live
- Working with Procurement
- Get ready for Go-live
- How you can help your Requisitioners make the transition
- How to sign your people up for training

**Notes:**
Supporting script:
ORSI is the acronym for “Obligation and Requisition Standard Interface”
The ORSI project  brings changes to two existing systems -- Commerce Financial System-CFS and DOC’s acquisition production system-CSTARS – and introduces a third system—the web-based requisitioning system - C.Request.  
All three systems are now connected through this new communications interface called ORSI.  You may have heard the word TIBCO as well.  TIBCO is the formal name of the middle ware used for the ORSI interface.
These systems are supported with common business processes and data standards across the acquisition life cycle.  This life cycle begins with the customer defining a requirement for acquisition and ends with the archiving of the completed and closed contract.
ORSI implementation will touch the vast majority of DOC bureau employees.  Anyone who buys a product or service or helps manage the acquisition process to acquire it is touched.
As you can see from the agenda listed on the left side of the slide, we will cover everything from the “the big picture” to the “nuts and bolts” of what [your organization name] needs to do to successfully Go-live October 16th  with ORSI deployment (Census will Go-live 2 weeks later).

## Requisitioner benefits

**Increases speed of requisition processing and reduces paper processing**
- Reduces paper processing – no more paper CD435s
- Electronic selection and instantaneous routing
- Supporting documents assembled and attached electronically
- Electronic approvals for certifying and approving officials
- Electronic requisition “submit” to Procurement Office
**Eliminates rework and increases requisition accuracy**
- Reduces double keying of requisition and obligation document data
- Increases financial accuracy and cleaner data
- Increases early involvement by Procurement to support planning
- Eliminates invalid ACCS codes
- Improves FAR and CAR compliance through common business processes
**Increases ability to manage requisition process**
- Near real-time status action tracking from desk top
- Automated and consistent feedback and updates from Procurement Office
- Increases accuracy and completeness of financial (CBS) and acquisition (CBE) data warehouse reports

**Notes:**
Supporting Script:
[Review slide.  Try to give some examples from your own or your organization’s experience to demonstrate the benefits by saying, “If we had C.Request when we did the requisition for ___________ we could have saved ____ amount of time delay”]
Repeat the three key benefits:
NO MORE paper shuffles
NO MORE lost CD435’s or supporting documents
NO MORE questions about where your requisition is in the process

## The electronic requisition process 

- The electronic requisition process

- Program
- Management

- Budget Liaison

- Budget/Finance

- Legal

- CIO

**3. Electronically routes requisition for internal approvals and funding**

**4. The requisition proceeds electronically, as needed, for external approvals**

**6. Requisitioner uses C.Request “SUBMIT” to transfer the requisition package electronically to the Procurement Office**

**2. Attaches **_**notes and supporting documents**_** to create a requisition package and selects review/approval routing**

**5. Requisitioner uses C.Request COMMIT. CFS confirms valid ACCS, and establishes requisition record. Requisition data is locked.**

**Requisitioner enters requisition data into C.Request**

**Notes:**
Supporting Script:
Here’s the workflow for requisition processing. For two bureaus this is a new process as you are working in a mostly manual environment today.  For two bureaus it is an enhanced electronic environment. For all bureaus, cross-servicing is now available.
-----------------------------------------------------------------------
[Walk through the slide, step-by-step following the stars]. 
-----------------------------------------------------------------------
Requisitioners can attach notes in addition to other documents such as a statement of work and independent government  cost estimate.
Your budget liaison will continue to confirm that requisition ACCS codes are accurate for the acquisition and organization. 
Commit is not commitment accounting. It means validating in CFS that the ACCS is a valid ACCS, establishing requisition information in CFS and locking the requisition data. Currently bureaus are not using the existing commitment accounting functionality.
Therefore, 
Once the completed requisition package is accepted by the Procurement Office, it is processed for solicitation and award using CSTARS.  
Once awarded, the Procurement office “Obligates” the contract using the enhanced CSTARS system.  
Requisitioners are informed of acquisition milestone status achievements through C.Request. 

## What is the difference between processing requisitions today vs. after ORSI Go-live?

| Bureau | Today | ORSI Go-live | Go-live Functionality  |
| --- | --- | --- | --- |
| Census | CSPS | C.Request & CSPS | CSPS: Route, Approve
C.Request: Create, Commit & Submit |
| NIST | CSTARS
(Manual Commit) | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| NOAA | Manual | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| OS | Manual | C.Request | C.Request: Create, Route, Approve, Commit and Submit Requisitions |
| Cross Servicing | Manual | Depends upon receiving bureau | Common data and system allows any bureau to cross service |

**Notes:**
Supporting script:
[Emphasize your own bureau situation]
For Census today 
For simplified acquisitions, Census uses the CSPS system, which is part of the CFS financial system
For contracts, the Census Procurement Office must re-key all requisition data into CSTARS. 
NIST: CSTARS is not a web-based solution; it does not validate the ACCS codes, and can’t be used for cross servicing.
OS and NOAA: Manual means word processing, email and paper driven environment. Everything must be re-keyed into CSTARS by the Procurement Office.

## Requisitioner roles and responsibilities

**Requisitioners must use C.Request on all FY07 requisitions**
- Customers, NOT Procurement, must complete all requisitions
- Paper CD435s will not be accepted by the Procurement office
- Supporting documents should be attached and submitted electronically with the requisition
- Orders against existing contracts can be processed as well
**Requisitioners will speak this standard language**
- A C. Request ***customer requisition ***becomes a CSTARS ***purchase request***.
- A ***requisition package*** is the C.Request requisition plus all supporting documents assembled electronically.
- The ***ACCS ***is the*** ***“Accounting Classifications Code Structure”, the financial codes found on the old CD435.
- To confirm that the ACCS codes are valid within CFS, Requisitioners “***Commit***” in C.Request.*
- To send the requisition package to the Procurement Office after it is approved (and the ACCS is validated), Requisitioners will “***Submit” ***in C.Request. *Note:**** ***Budget offices will continue to verify that ACCS codes are accurate for the purchasing organization.

**Notes:**
Supporting script
As we discussed earlier, not all bureaus are going through the same amount of Requisitioner change.
For NIST, the roles and responsibilities listed on this slide and the next are already in place.
For the other bureaus, most of these roles and responsibilities are changes to what they do today.
[Review items on slide]

[Bureaus have other processing impacts which should be discussed here (i.e., NOAA reservation of funds)]

## Requisitioner roles and responsibilities (continued)

**Requisitioners must use electronic routing for reviews and approvals**
- Send out the requisition package electronically
- Routing can be linear, simultaneous or a combination
**Requisitioners will select Reviewers/approvers from automated lists **
- User profiles contain contact information
- Back-ups can be assigned to cover for vacations and other absences
- Names can be selected individually or in predefined groups
**Requisitioners will track Reviewer/approver status automatically**
- No more paper lost on someone’s desk for days
- No more “I didn’t get a copy”
**Requisitioners will track an acquisition through its life cycle automatically**
- Messages on receipt and acceptability of requisition by Procurement Office
- Automatic status updates from CSTARS to C.Request on key milestones
**Requisitioners must attend training**
- Learn both process and system
- Before they are allowed to use C.Request.

***It is a challenge to change old habits, ***
***especially reliance on paper processing!***

**Notes:**
Supporting script:
[Review each item on the slide]
Your “take away” from this slide is that
If your Requisitioners use word processing, paper and copiers today, then this is a WHOLE NEW WORLD
If your Requisitioners use other requisition software today, then this is a transition to a BETTER WORLD
If your Requisitioners use C.Buy to enter requisitions today, then this is a very small transition.

Your bureau may also have some unique roles and responsibilities for their Requisitioners, at least in the short term
For example, Pick-lists and user profile default ACCS codes will be set up in C.Request by system administrators, but due to short term heavy workloads, these won’t be immediately available at GO-live. This means Requisitioners will need to keep a list of their most frequently used ACCS codes handy until those lists are set up in the system.

Next we will examine the relationship between Requisitioners and the Procurement office as it implements its Business Broker role with Program Management.
We recommend that people start using C.Request as soon as possible because of the advantages [read slide].

## Requisition Approver roles and responsibilities

**Reviewers/approvers must use C.Request**
- Receive the requisition package electronically
- C.Request reviewer/approver inboxes contain the work to be done
- Messages to “go look” in the C.Request in-box arrive via bureau email account
**Reviewers/approvers selection lists are maintained in C.Request**
- User profiles contain contact information
- Back-ups can be assigned to cover for vacations and other absences
**Reviewers/approvers are selected by Requisitioners**
- Routing can be linear, simultaneous or a combination
- Names can be selected individually or in predefined groups
**Reviewer/approver completion status is tracked automatically**
- No more paper lost on someone’s desk for days
- No more “I didn’t get a copy”
**Reviewers/approvers must attend C.Request training**
- Before they are allowed to use C.Request review/approval function.

***It is a challenge to change old habits, ***
***especially reliance on paper processing!***

**Notes:**
Supporting script:
[Review each item on the slide]
The take away from here is that no matter what level of the management hierarchy or type of organization people work in, if you  review and approve requisitions today, you will be using C.Request and working electronically after Oct. 16th.  This may be a WHOLE NEW WORLD for you and there is no getting around it.

[Bureaus have other processing impacts which should be discussed here]

Next we will examine the relationship between Program Managers and the Procurement office – the Business Broker role.

## For ’07 requisitions that must be processed before ORSI Go-live

- Create requisitions using your current process.
- These “legacy” documents will not be linked electronically to CSTARS because they were not created in C.Request.
- This means that:
- No automatic status updates through C.Request
- Your Procurement Office must re-key requisition data into CSTARS for purchase request, solicitation and award processing.

**Notes:**
Supporting script:
However, some bureaus may not have access to C.Request before ORSI GO-live.  If this is the case, [review slide]

## Introducing the Business Broker role

- Your Business Broker is the Procurement representative who works with Program Managers and  Acquisition Teams.
- For example, he/she helps plan complex acquisitions before the development of the requisitions.
- Key features:
- A full member of the Acquisition Team
- No more “Berlin wall” between the organizations
- Creates a win-win situation for everyone!

**Notes:**
Supporting script:
Let’s switch gears for a moment to talk about the relationship between the Procurement Office and your job as Requisitioners.
Historically, Program Managers have been left on their own to formulate acquisition plans and requisitions.  The result was a kind of “Berlin Wall” between the two organizations which caused bad feelings, delays and frustrations on both sides.  
The solution to this problem is the “Business Broker” role in which Procurement representatives partner with Program Managers early in the acquisition planning life cycle. [explain the chart at the bottom of the slide]

## Business Broker role – why now?

- ORSI technology enables
- Easier, more consistent communications, and information access and sharing
- Frees Procurement staff from clerical work
- Requisitioners have found this role delivers promised benefits, especially on large complex acquisitions
- New common planning process provides a guide to this partnership relationship and work.
- Increased need to consolidate small acquisitions through joint analysis and planning to increase purchasing power

**Notes:**
Supporting Script:
We have been talking about the Business Broker role for almost two years.  
Everyone likes the idea, but it hasn’t been easy to implement because we lacked technology and Procurement representatives were overwhelmed with ever increasing administrative workloads.
Now, we have the opportunity to move from concept to reality. Why?  [review items on the slide]

## Working with the Procurement Office will be easier

- Requisitioners can expect:
- Less requisition rework after submission to Procurement.
- More accurate and complete information from Program managers when you start to develop requisitions.
- Increased productive capacity and increased job satisfaction.

**Notes:**
Supporting script
Why should you care about tearing down the wall between procurement and program managers? [review items on the slide]
----------------------------------
So, given that this is something that creates a win-win situation for everyone, let’s take a closer look at it.

## What will your Procurement representative expect from Requisitioners?

- Before submission to Procurement,
- All approvals must be completed electronically
- The ACCS codes must be validated electronically
- Supporting documents and notes are attached electronically.
- NO paper CD435s.
- More effort to work with Program Managers to consolidate small acquisitions  for strategic sourcing
- Self-tracking through status checking using C.Request capabilities.

**Notes:**
Supporting Script:
In this new reality, what will Procurement staff expect from your Requisitioners?  [review items on the slide]

## What can Requisitioners expect from their Procurement representatives

**A better understanding of your bureau’s purchasing needs**
- Procurement representatives and Requisitioners are members of the Acquisition Team from the beginning
**Advice on contracting vehicle alternatives**
- Increase options before developing the requisition
**Coaching in writing requirements **that
- Result in performance-based services requirements
**Help with complex acquisition needs**
- Creating acquisition milestone plans that are realistic and achievable
- Conducting early market research to increase or target your solution options
**Help in consolidating many small acquisitions** **into larger contracts**
- Take advantage of strategic sourcing opportunities
- Save money and deliver a better value
**Mitigate frustrations with solid communications and responsive actions**
- You and your Procurement representative are on the ‘’same page’ before she/he receives the requisition

**Notes:**
Supporting script:
Any partnership has two sides.  Therefore, if Requisitioners fulfill their role, here are six specific things Requisitioners can expect from your Procurement staff. [Review slide]
---------------------------------------
In summary, a good Business Broker is like a good real estate agent. He knows the marketplace, the rules and regulations, the trends and cliver ways to financial your purchase, even if it takes a while to find exactly the solution to fit demanding requirements.

## Get ready for ORSI Go-live!

**Identify potential trainers and super users**
- Identify Requisitioners good at helping others.
- Schedule them for “train-the-trainer” course
**Get end user training completed**
- Get **Reviewers/approvers** AND **Requisitioners** trained
**Work with your C.Request system administrator and Program Managers to**
- Load Requisitioner user profiles with complete information
- Establish a process for maintaining to those profiles
- Develop default Reviewer/approver group lists for your area of responsibility
**Start communicating with your Requisitioners**
- Use the Requisitioner Communications Package
**Reward those who jump on board, perform well, reinforce processes, and help others**

**Notes:**
Supporting script:
It is now time to take action – to prepare your organization for Go-live – October 16th for everyone except Census which is delaying 2 weeks.
I want to congratulate those of you who have already begun this preparation work.  For those who have not, here is what you need to do in September and early October.
[review items on this slide and add local contacts for help with the activities as necessary]
Again, if you have questions, contact your ORSI implementation coordinator
John Abbott for NOAA
Peter Sefton for Census
Pat Grimes and Debbie Turner for NIST
Crystal Davis for OS

## Please contact your bureau ORSI implementation coordinator for training schedules and communications support
Census – Peter Sefton (douglas.p.sefton@census.gov)
NOAA – John Abbott (john.j.abbott@noaa.gov)
OS - Crystal Davis (cdavis2@doc.gov)
NIST – Pat Grimes (patricia.grimes@nist.gov)or Debbie Turner (deborah.turner@nist.gov)  
ORSI Communications Support Team or ORSI Communications Support.
Tom Cochran (tcochran@doc.gov)
Jerry Rorstrom Lee (jrorstrom@doc.gov) 
Dorine Andrews (dandrews@rwd.com) 
 Web site http://oamweb.osec.doc.gov, click-on ORSI Information  (available October 1, 2006).

- Census – Peter Sefton (_[douglas.p.sefton@census.gov](mailto:douglas.p.sefton@census.gov)_)
- NOAA – John Abbott (_[john.j.abbott@noaa.gov](mailto:john.j.abbott@noaa.gov)_)
- OS - Crystal Davis (_[cdavis2@doc.gov](mailto:cdavis2@doc.gov)_)
- NIST – Pat Grimes (_[patricia.grimes@nist.gov](mailto:patricia.grimes@nist.gov)_)or Debbie Turner (_[deborah.turner@nist.gov](mailto:deborah.turner@nist.gov)_)
- ORSI Communications Support Team or ORSI Communications Support.
- Tom Cochran (_[tcochran@doc.gov](mailto:tcochran@doc.gov)_)
- Jerry Rorstrom Lee (_[jrorstrom@doc.gov](mailto:jrorstrom@doc.gov)_)
- Dorine Andrews (_[dandrews@rwd.com](mailto:dandrews@rwd.com)_)
-  Web site _[http://](http://oamweb.osec.doc.gov/)__[oamweb.osec.doc.gov](http://oamweb.osec.doc.gov/)_, click-on _ORSI Information_  _(_available October 1, 2006).

- ORSI information contacts and resources

**Notes:**
Supporting script: 
[customize this slide and add training and communications meeting schedules for your bureau]
Please contact your supervisor and/or the ORSI implementation coordinator for you bureau.  

## How can  you help Requisitioners make the transition?

_**LEGEND**_

**Propensity to Accept**

**Propensity to Reject**

**Neutral or Mixed**

**Immediate acceptors** – love any kind of innovation.  These people are willing to put up with problems and inconvenience.
**Early adopters** – will change as soon as they see personal advantage to advance their position (become a “star”) and make work easier, even if it takes some learning.  However, they can’t deal with bugs and other start-up problems.
**Late adopters** – will change when they see it takes less effort to change than to resist. These are the people who create work arounds until it’s obvious that it is easier to change.
**Skeptics** – will change when everyone else has changed and they can no longer afford to be left out. It will affect their performance reviews, plain and simple.
**Hard core resistors** – will change only when the consequences of not changing are very much more significant than changing (e.g., job loss). Some may even choose not to change.

**Notes:**
Supporting script:
As a Requisition Supervisor, your role in helping people through these changes cannot be underestimated.  Let’s talk about how people are going to react to the change.
Research clearly tells us (Diffusion of Innovations, 5th Edition by Everett M. Rogers, Everett Rogers, 2003) that with the introduction any major technology or innovation, the speed at which people will adopt change can vary significantly. 
We CANNOT expect most people to be enthusiastic about the change right away.  Even if they don’t like how things work now, it takes less energy to remain the same rather then learning a new way. [Review circle and definitions on the slide] 
Think about the introduction of email in your bureau not so many years ago. I bet  you can name people who fall into each adoption rate segment.    
It is critical for you to understand that people are not logical in their reaction to change. Every reaction is an emotional one. Most people interpret change by figuring out how it relates to them personally.  For them to change, most people need to see and experience the personal benefits.
Given these statistics, we can expect only 30-40% of our employees to be willing and able to use this new technology at Go-live.  Your leadership is needed to as many people as possible into the GREEN.  

## How will people react?

**Stage 1: Denial**

**Stage 2: Resistance**

**Stage 4: Acceptance and Commitment**

***They come to accept the change. “Yes, the new way works well, now that I’ve got some experience.”***
*People become excited about the possibilities and the future. They begin working together to accomplish the change vision.*

***“******This is too complicated to learn.”***
*People feel frustrated, angry, or fearful about the change. They feel they have lost control of their work. Performance deteriorates.*

***“******This won’t last. It won’t work.”***
*People feel comfortable, safe, and in control doing things the old way. They are working hard-but often on the wrong things.*

**Stage 3: Bargaining**

***After a while, some want to bargain some of the change away. “I’ll do the data entry, but we don’t really have to route stuff electronically, do we?”***
* **People want to make the change work-on their terms, but don’t have clear answers.*

**Notes:**
Supporting Script:
Now that we can plainly see that people react to change differently, let’s look at how people grow to accept change. 
The vast majority of people can and do move from denial to acceptance of the change.  
Immediate Adopters jump to accepting and committing to change with the blink of an eye.  They live in stage 4.
Hard Core Resistors never get past denial. They live in stage 1.
Everyone else moves through the stages, some faster and some more slowly. [Review the slide starting with stage 1].
----------------------------------------
What is important to understand is that YOU, as a leader and influencer, can help people move through these stages faster than if they are left alone to struggle by themselves.  
That movement translates into increased productivity and cost savings for your organization. 
It also makes for a workforce with higher job satisfaction.

## How can you help people?

*Reward new behavior*
*Reaffirm vision and how people have built on that vision*
*Acknowledge what is left behind*
*Develop long term goals, plans & measures*
*Provide on-going information sessions, Q & A mechanisms*
*Integrate technology & processes into daily lives*

**Stage 1: Get Past Denial**

**Stage 2: Overcome Resistance**

**Stage 4: Reinforce Acceptance and Commitment**

**Stage 3: Support Exploration, not bargaining**

*Acknowledge successful past*
*Describe the pain and consequences of not changing*
*Sell the problem, not the solution*
*Link need for change to the future*
*Fully inform, repeatedly, to make change inevitable*

*Give people freedom & direction to explore*
*Give permission to find ways to use the solution, test out options, and build action plans*
*Encourage risk taking, team work and collaboration*
*Make room for other’s ideas *
*Set short term goals and measure achievement*
*Share information about what you know and don’t know*
*Publicize success stories*

*Get people ****engaged**** in ways to solve problems through the solution*
*Keep sharing information about what you know and don’t know*
*Encourage debate, dissent*
*Don’t deny people’s feelings*
*Give people control where you can (e.g., training dates) *
*Create forums for discussion*

**Notes:**
Supporting script:
Here is what you can do to help your Requisitioners through the stages.
[Review items under each stage. Highlight a just a few if you are short of time]
Please keep this slide posted on your office wall or desk and refer to it often from now on!

## Thank you!

***Let’s work together to create an environment  where change is welcomed, not resisted!***

**Notes:**
Supporting script:
Now, I’d like to open the meeting up to questions. [Take questions. Board unanswered ones.]

In closing, please take your handouts with you and contact me or the ORSI Communications Support team for assistance.  We  need to get this message out to all Requisitioners to be ready for go-live.  We can help you do it.