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NOW WHAT WE'RE GOING TO DO IS
WE'RE GOING TO SHIFT GEARS A BIT AND WE ARE GOING TO GET
SOME THOUGHTS FROM THREE CONTRACTORS WHO HAVE WORKED
EXTENSIVELY WITH THE BLM. THE FIRST PERSON I'D LIKE TO
INTRODUCE IS DAVE DAVIS, SENIOR PROJECT MANAGER WITH HDR
AND HE IS ON THE PHONE WITH US FROM BATTLE MOUNTAIN, NEVADA.
HE RECENTLY RETIRED FROM THE BLM AFTER 35 YEARS OF FEDERAL SERVICE.
SO I WOULD IMAGINE THAT SEVERAL OF YOU RECOGNIZE DAVE.
HI DAVE. NICE FOR YOU TO BE WITH US.
>> D. DAVIS: GOOD MORNING AND THANKS FOR THE INVITATION.
>> C. HUMPHREY: AND NOW WE'LL GO TO DENVER WHERE WE HAVE GREG
LARSON WITH SWCA AND DAVID BATTS WITH EMPSI.
GREG LARSON IS A SENIOR PROJECT
MANAGER FOR SWCA IN SALT LAKE CITY UTAH.
GREG HAS MORE THAN 10 YEARS RESOURCE MANAGEMENT EXPERIENCE.
AND HE IS ONE EVERY OUR INSTRUCTORS FOR THE NEPA
ANALYSIS FOR EA'S COURSE. SO A LOT OF YOU MIGHT RECOGNIZE GREG.
GREG, GOOD TO SEE YOU.
>> G. LARSON: HI, CATHY. GOOD TO SEE YOU, TOO.
>> C. HUMPHREY: AND SITTING NEXT TO HIM IS DAVID BATTS.
HE IS PRINCIPAL OF ENVIRONMENT A.M. PLANNING SOLUTIONS INC.,
OR EMPSI, THE OUT OF BOULDER, COLORADO.
DAVID HAS MORE THAN 20 YEARS EXPERIENCE PARTNERING WITH THE
BLM ON ALL SORTS OF PLANNING AND NEPA PROJECT.
IN FACT HE HAS HELPED US AT THE
TRAINING CENTER ON A CUPEL OF COURSES AS WELL.
HI DAVID. GREAT TO SEE YOU.
>> D. BATTS: HELLO, CATHY. GOOD TO SEE YOU. THANK YOU
>> C. HUMPHREY: ALL RIGHT. WHAT I WOULD LIKE TO DO IS
START WITH DAVE DAVIS IN BATTLE MOUNTAIN ON THE PHONE.
DAVE IS A FORMER BLM EMPLOYEE, AND AS A NEW CONTRACTOR, WHAT
TIPS DO YOU HAVE THAT MIGHT MAKE THE CONTRACTING PROCESS
EASIER FOR THE FOLKS OUT IN THE FAILED?
>> D. DAVIS: THANKS FOR THE INVITATION. I JUST STARTED AS A CONTRACTOR.
SO I'D LIKE TO PRESENT SOME OF THE THINGS THAT WORKED FOR ME
WHEN MY 35 YEARS OF GOVERNMENT SERVICE REALLY LEARNED FROM THE
BLM PERSPECTIVE AS OPPOSED TO A CONTRACTOR'S PERSPECTIVE, AND
MOST OF THIS IS RELATED TO THIRD PARTY AS OPPOSED TO DIRECT CONTRACTING.
I WAS THINKING ABOUT THIS AND TRYING TO GET THREE OR FOUR
GEMS OF WISDOM DOWN INTO 35 YEARS OF EXPERIENCE IS A LITTLE
DIFFICULT, BUT I CAME UP WITH THREE TOPICS THAT I THOUGHT
WOULD HELP PEOPLE AS THEY WORK ON THIRD-PARTY CONTRACTS.
THE FIRST ONE IS TO DEVELOP A SUFFICIENT NUMBER OF... AND A
SUCCINCT, WELL-DEFINED SELECTION CRITERIA.
I USUALLY LIKE TO USE NINE TO 12 IN THAT AREA, AND BY
SUCCINCT, WHAT I WOULD... I'M TRYING TO TELL YOU IS... DON'T
JUST SIMPLY SAY, CONTRACTOR
NEEDS TO DEMONSTRATE PREVIOUS EIS EXPERIENCE.
IF YOU'RE DOING A HIGH-PRESSURE GAS LINE ACROSS MULTIPLE
STATES, THEN YOUR HIGHEST PRIORITY SHOULD BE DEMONSTRATE
EXPERIENCE AS HAVING PERFORMED AND PREPARED MULTI-STATE
RIGHTS-OF-WAY EISS OF SIMILAR TYPES, TRANSMISSION LINES OR
HIGH-POWERED GAS LINES. SO EACH ONE OF YOUR CRITERIA
SHOULD BE VERY SUCCINCT AND VERY EASILY INTERPRETED.
RELATED TO YOUR PROPOSALS IS YOU NEED TO FORM A TECHNICAL
PROPOSAL EVALUATION COMMITTEE, AND I UNDERSTAND THAT YOU'VE
TALKED ABOUT THIS IN YOUR PREVIOUS SESSIONS.
I PREFER TO SEE THREE TO FIVE MEMBERS ON THERE CONSISTING OF
PREFERABLY THE BLM PROJECT MANAGER, IF IT'S A THIRD PARTY,
IF WE'RE TALKING ABOUT HERE, A PROPONENT REPRESENTATIVE,
USUALLY THEIR PROJECT MANAGER
AND ONE OR TWO SEASONED BLM I.D. TEAM MEMBERS.
WHAT YOU WOULD DO... LET'S TAKE A HYPOTHETICAL NUMBER HERE.
SAY YOU'VE GOT SEVEN TECHNICAL PROPOSALS TO YOUR RFP.
SO I WOULD FIRST PROPOSE THAT
YOU GIVE EACH OF THE TEAM MEMBERS A COPY OF EACH
TECHNICAL PROPOSAL AND LET THEM GO OFF AND EVALUATE THE
SELECTION CRITERIA AND THE TECHNICAL PROPOSAL RESPONSES
THROUGH THOSE SELECTION CRITERIA INDIVIDUALLY.
THAT AVOIDS GROUP THINK. AND THEN WHAT WILL HAPPEN THEN
IS THAT THE TOP 90, 95% RATINGS WILL FLOW TO THE TOP AND YOU'LL
BE ABLE VERY EASILY TO IDENTIFY THE TOP TWO OR THREE OUT OF THE
SEVEN PROPOSALS THAT WERE MADE WHO COULD BEST DO YOUR JOB AND
MEET YOUR NEEDS FOR THAT ENVIRONMENTAL IMPACT STATEMENT.
YOU HEARD THIS BEFORE, AND I THINK THIS IS ABSOLUTELY CRITICAL.
THEY STARTED OFF EARLY IN THE DISCUSSION TODAY, THE NEPA
DOCUMENT IS THE BLM'S DOCUMENT. THE BLM IS ULTIMATELY
RESPONSIBLE FOR THE CONTENT OF THE NEPA DOCUMENT AND THE DECISION.
THAT'S ABSOLUTELY TRUE IN THIRD PARTY.
SOMETIMES I THINK WE LOSE SIGHT OF THAT, AT LEAST IN A
PARTICULAR... ONCE... IN NEVADA I KNOW WE HAVE.
RELATED TO THAT AND TO MAKE SURE THAT YOU HAVE A STRONG
DEFENSIBLE DOCUMENT, I THINK THE FINAL TIP I HAVE TO OFFER
IS THAT THE... IF... YOU HAVE TO HAVE A STRONG BLM PROJECT MANAGER.
YOU HAVE TO HAVE AN EXCELLENT UNDERSTANDING OF THE NEPA PROCESS.
THEY HAVE TO HAVE AN EXCELLENT
UNDERSTANDING OF CASE LAW. AND IN MY VIEW, MOST
IMPORTANTLY, THEY HAVE TO HAVE EXCELLENT LEADERSHIP SKILLS.
AND HOW DO YOU GET LEADERSHIP SKILLS?
WELL, THE BEST WAY THAT WE FOUND IN MY YEARS WORKING IN
BATTLE MOUNTAIN WAS THAT WE PROVIDED MENTORS.
WE TOOK A SEASONED, WELL-SEASONED, HIGHLY-TRAINED
AND HIGHLY-COMPETENT PROJECT MANAGER AND WE TIED THEM IN
WITH SOMEBODY NEW THAT WAS
GOING TO START TAKING OVER PROJECTS AND THEY PARTICIPATED...
FOR INSTANCE, IN MY PROJECTS AND I SAT IN ON
SOME OF THEIR NEW PROJECTS AND WE WALKED THEM THROUGH OVER A
YEAR, 18 MONTHS THREE OR FOUR PROJECTS.
THAT'S ONE OF THE BEST WAYS I KNOW TO LEARN HOW TO DEVELOP
LEADERSHIP SKILLS AND PROJECT MANAGEMENT SKILLS.
THE BLM ALSO HAS TRAINING COURSES. THE UNIVERSITY OF PHOENIX
HAS AN ONLINE COURSE YOU CAN TAKE. I WOULD ENCOURAGE YOU, FINALLY,
TO CONSIDER TAKING SOME OF THE FIRE LINE LEADERSHIP COURSES.
I'M CERTAINLY NOT TRYING TO SUGGEST THAT YOU SHOULD BECOME
A FIREFIGHTER, BUT THE FACT OF THE MATTER IS, WHETHER YOU'RE A
SQUAD BOSS ON A HAND CREW OR A FIRE ENGINE OR A INCIDENT
COMMANDER WITH A COUPLE HUNDRED PEOPLE UNDER YOUR BELT ON A
WILDFIRE OR SOME OTHER KIND OF INCIDENT, THERE'S A VERY GOOD
ANALOG OR GOOD ANALOGY BETWEEN A PM AND AN INCIDENT COMMANDER.
YOU HAVE TO HAVE BROAD THOUGHT PROCESSES.
YOU HAVE TO THINK ABOUT LOGISTICS. AND YOU HAVE TO HAVE GOOD
PEOPLE SKILLS TO MANAGE THAT PROJECT. SO CONSIDER TAKING ONE
OR TWO OF THOSE COURSES, TALK TO YOUR FMO, AND SEE IF YOU CAN
POSSIBLY GET SOME OF THOSE AND THEN TURN AROUND AND LEARN HOW
TO APPLY IT TO PROJECT MANAGEMENT. AND THANKS FOR THE INVITATION.
THAT'S ABOUT ALL I HAVE TO OFFER.
>> C. HUMPHREY: ALL RIGHT. THANKS, DAVE. I THINK THOSE WERE SOME HELPFUL
TIPS AND NOW WE WILL GO BACK TO DENVER AND LET'S GO TO GREG LARSON.
>> G. LARSON: CATHY, THANKS FOR HAVING ME. I'VE GOT A FEW THINGS TO TALK
ABOUT TODAY AND I WANTED TO START WITH TALKING ABOUT SOME
REASONS THAT THE BLM MIGHT CONTRACT. THE FIRST REASON THAT
THE BLM MIGHT THINK ABOUT CONTRACTING
IS THAT IT ALLOWS YOU GUYS TO BUILD THE EXACT TEAM THAT YOU
NEED FOR A GIVEN PROJECT. THAT TEAM COULD INVOLVE A
FULL-SERVICE SUITE OF NEPA SERVICES, AN ENTIRE RMP OR EIS.
BUT IT COULD ALSO INCLUDE HOSTED WORKERS OR JUST PARTS OF
THE NEPA PROCESS, LIKE COMMENT CODING, COMMENT ANALYSIS.
SO THERE'S A LOT OF REASONS TO JUST BUILD THE TEAM THAT YOU
NEED BASED ON YOUR OFFICE'S
SPECIFIC EXPERTISE, VACANCIES AND WORKLOAD.
THE NEXT BIG REASON THAT THE BLM MIGHT CONTRACT IS TO MEET
PROJECT SCHEDULES AND BE ABLE TO CARRY OUT MULTIPLE PROCESSES
WHILE FOCUSING ON YOUR KEY PRIORITIES.
SOME GOOD EXAMPLES OF THIS ARE OIL AND GAS BOOM AREAS.
CONTRACTS THERE COULD BE TO HELP OUT WITH ADDITIONAL MAJOR
FEDERAL ACTIONS, RMPS, EISS THAT COME UP, OR EVEN TO TAKE
CARE OF HELPING OUT WITH SOME OF THOSE AP DEAS, BUT TO DEAL
WITH UNANTICIPATED WORKLOAD. THE LAST GREAT EXAMPLE IS
LEAGUE LAW TORRY CHANGES. SAGE GROUSE IS RESULTING FOR A
LOT OF WORK FOR THE BLM, PROGRAMMATIC EIS, DEDICATING
STAFF TO THAT PROCESS MIGHT INVOLVE PUTTING CONTRACTORS ON
OTHER ONGOING PROCESSES THAT YOU DON'T HAVE TO MOTHBALL
THOSE CONTRACTS LIKE YOU TALKED ABOUT EARLIER.
ALL RIGHT. NEXT THING I WANT TO TALK ABOUT
SOMETHING THAT EVERYONE HAS MENTIONED HERE QUITE A BIT
ALREADY, WHICH IS SCOPES OF WORK AND REQUESTS FOR PROPOSAL.
I SEE THOSE TWO THINGS AS BEING
VERY CLOSELY RELATED. THE SCOPE OF WORK FROM A
CONTRACTOR PERSPECTIVE HAS
THREE MAIN POINTS: IT'S A COMMUNICATION TOOL.
IT'S A RISK MANAGEMENT TOOL. AND IT'S A PROCESS DOCUMENT.
YOU GUYS HAVE ALREADY COVERED IN A LOT OF DETAIL JUST HOW
SPECIFIC AN UNAMBIGUOUS SCOPES OF WORK NEED TO BE.
FIRST OF ALL, THE COMMUNICATION TOOL, A GOOD SCOPE OF WORK
OR STATEMENT OF WORK SHOULD
COMMUNICATE THE EXPECTATIONS FOR THE CONTRACTOR,
RESPONSIBILITIES, SCHEDULES, WHAT RESOURCES THEY NEED TO
PROVIDE, WHAT DATA THEY'LL BE PROVIDED.
HAVING A CONTRACTING OFFICER AND OFFICER REPRESENTATIVE ON
THIS PROGRAM HAS BEEN PRETTY
INSIGHTFUL AS FAR AS RISK MANAGEMENT AND CHANGE
MANAGEMENT. A GOOD SCOPE OF WORK IS A RISK
MANAGEMENT TOOL BOTH FOR THE CONTRACTOR AND FOR THE BLM SO
THEY CAN ACCURATELY PLAN THEIR BUDGET AND REALLY SET FORTH THE
ASSUMPTIONS FOR THAT SCOPE OF WORK IN CASE OF CHANGE OR
UNCERTAINTY ON A PROJECT.
NEPA PROJECTS DO HAVE A LOT OF UNCERTAINTY.
THE PUBLIC IS INVOLVED. AND YOU NEVER KNOW EXACTLY WHAT
YOU'RE GOING TO HEAR FROM THEM. SO YOU NEED TO DEFINE THOSE
ASSUMPTIONS AND BUILD SOME
CASES IN THERE TO MANAGE THAT RISK ON BOTH SIDES.
LASTLY, A GOOD SCOPE OF WORK IS A PROCESS DOCUMENT.
IT REALLY LAYS OUT WHO IS GOING TO DO WHAT, WHEN THEY'RE GOING
TO DO IT, HOW THEY'RE GOING TO DO IT, THE WORK FLOW, THINGS
LIKE REVIEWS, AND THERE'S NO AMBIGUITY ABOUT WHO IS
RESPONSIBLE FOR WHAT PART OF THE PROCESS.
IDEALLY AN RFP ALSO HAS A LOT OF THOSE SAME DETAILS.
THE THING THAT I'VE SEEN THAT'S THE MOST HELPFUL FROM THE BLM
IS WHEN THE BLM IS VERY REALISTIC ABOUT THE LEVEL OF
SUPPORT THAT THEY NEED ON A GIVEN PROJECT.
THAT MAY BE BASED ON OTHER
ONGOING PROJECTS OR PRIORITIES IN THAT OFFICE.
IT MAY JUST BE BASED ON THE LEVEL OF EXPERIENCE OF THE
STAFF THAT ARE GOING TO BE INVOLVED THERE.
DO THEY NEED A LITTLE MORE SUPPORT FROM THE CONTRACTOR OR
A LITTLE LESS SUPPORT FROM THE CONTRACTOR.
IT'S IMPORTANT TO KNOW THAT BECAUSE THOSE ARE THE THINGS
THAT COME UP AS CHANGE FURTHER IN THE CONTRACT IF NOT SPELLED
OUT IN A REQUEST FOR PROPOSAL. ANOTHER THING I'VE SEEN THAT'S
VERY HELPFUL IS TO STREAMLINE THE RFP PROCESS BY ONLY ASKING
FOR THE INFORMATION YOU NEED. ON SOMETHING WHERE THE
TECHNICAL APPROACH IS VERY WELL DEFINED AND INCLUDED IN THE
SCOPE OF WORK IN THE REQUEST FOR PROPOSAL MAYBE ALL THAT'S
NEEDED IS A STATEMENT OF
QUALIFICATIONS AND A COST PROPOSAL BASED ON THAT
TECHNICAL APPROACH. THAT STREAMLINES THE CONTRACTOR
SIDE AND THE BLM REVIEW SIDE.
LASTLY, BE SPECIFIC. THE MORE SPECIFY THE RFP IS
THE BETTER THE RESPONSE YOU'RE GOING TO GET AND THE
LESS HOLES THE CONTRACTOR NEEDS
TO FILL OUT, RIGHT? THAT MAKES YOUR JOB COMPARING APPLES
TO APPLES A LOT EASIER WHEN YOU CAN DO IT.
THE NEXT THING I WANT TO GIVE A LITTLE INPUT ON IS IMPROVING
COMMUNICATION BETWEEN YOUR CONTRACTOR AND THE BLM.
I THINK YOU GUYS HAVE ALREADY TALKED ABOUT THE IMPORTANCE OF
WRITING A COMMUNICATION PLAN AND MORE IMPORTANTLY STICKING
TO THAT COMMUNICATION PLAN. YOU KNOW, TYPICALLY THE PLAN IS
GOING TO HAVE SOME GROUND RULES FOR COMMUNICATION, WHO CAN TALK
TO WHO INTERNALLY AND EXTERNALLY, HOW TO DOCUMENT
THOSE COMMUNICATIONS INTO THE
ADMIN RECORD AND MAKE SURE THAT THEY'RE CAPTURED.
THAT'S REALLY IMPORTANT. THE NEXT POINT IS TO USE A
KNOWLEDGEABLE AND SUPPORTED BLM PROJECT MANAGER.
THAT'S BEEN STRESSED A LOT BY A LOT OF THE PRESENTERS, AND I
CAN'T OVERSTATE THAT.
WHAT MAKES A GREAT BLM PROJECT MANAGER?
IT'S SOMEONE WHO UNDERSTANDS
THE SCOPE AND THE SERVICES BEING OFFERED.
THAT ALLOWS YOU TO BUILD A
LEVEL OF TRUST WITH THE CONTRACTOR BECAUSE YOU
UNDERSTAND WHAT THE CONTRACTOR
IS GOING TO BE GIVING YOU AND YOUR EXPECTATIONS.
THAT MAKES THE PROCESS OF FORMING A RAPPORT AND A LEVEL
OF TRUST WITH THE CONTRACTOR MUCH EASIER.
THEY ALSO KNOW HOW TO INVOLVE
DECISION-MAKERS AT THE RIGHT TIME IN THE PROCESS.
THEY UNDERSTAND WHO THE DECISION-MAKERS ARE ABOVE THEM,
HOW TO GET THEIR BUY-IN ON PROCESSES EARLY SO THERE ARE NO
SURPRISES LATER IN THE PROCESS AND THEY UNDERSTAND THE TEAM
WORKING UNDERNEATH THEM AND
WHAT KIND OF SUPPORT THEY'RE GOING TO NEED.
SO HAVING A REALLY STRONG BLM PROJECT MANAGER IS VERY
IMPORTANT TO THE COMMUNICATION PROCESS.
ONCE YOU'VE GOT THAT PM, FIND A
COMMUNICATION STYLE THAT WORKS WITH THEM.
WE ALL COMMUNICATE A LITTLE BIT DIFFERENTLY.
SOME PMS LIKE E-MAIL, SOME LIKE PHONE CALLS.
JUST FIND A STYLE THAT WORKS, FIND A RAPPORT, AND STICK TO IT.
KEEP COMMUNICATIONS SIMPLE AND REGULAR.
REGULAR MAY BE SCHEDULED MEETINGS. REGULAR MAY JUST BE CHECK-IN
CALLS WHEN YOU NEED THEM. IF YOU'RE GOING TO SCHEDULE
MEETINGS, I THINK THAT'S GREAT TO HAVE A WEEKLY OR BIWEEKLY
CHECK-IN, BUT MAKE SURE THAT
YOU DON'T HAVE MEETINGS JUST FOR MEETINGS' SAKE.
USE AN AGENDA. FOCUS ON ACTION ITEMS AND WHAT
NEEDS TO GET DONE.
I THINK THAT WILL KEEP EVERYONE INVOLVED.
FOR MORE COMPLEX COMMUNICATIONS
THINK ABOUT USING A MEMO OR A CALL OR A MEETING TO CLARIFY
EXACTLY WHAT NEEDS TO HAPPEN RATHER THAN TRYING TO SHOOT
AN E-MAIL ABOUT A REALLY COMPLEX THING.
ONE OF THE BLM PROJECT MANAGERS I'VE REALLY ENJOYED WORKING
WITH, HIS MOTTO IS "MAJOR ON THE MAJORS MINOR ON THE MINORS"
I THINK THAT'S GREAT ADVICE. AS FAR AS MANAGING DELIVERABLE,
I HAVE A COUPLE TIPS THERE. THE FIRST ONE THERE IS TO MAKE
SURE YOU BUILD IN TIME AND BUDGET FOR MEANING FULL BLM REVIEW.
THAT IS BLM'S PRIMARY RESPONSIBILITY IN A CONTRACTING
SITUATION S TO REVIEW THE PRODUCT AND MAKE SURE THAT IT
MEETS THE STANDARDS OF THE REGULATORY PROCESS YOU'RE
ENGAGED IN AND OF THE CONTRACT.
SO MAKE SURE THAT YOU BUILD THAT TIME IN.
JUST AS IMPORTANTLY, MAKE SURE THAT YOUR REVIEW TEAM
UNDERSTANDS WHAT THEY NEED TO PROVIDE IN THAT REVIEW.
NOT ALL REVIEWS ARE THE SAME. IN THE EA CLASS, WE TEACH A
BROAD-SCALE, A MID-SCALE AND A FINE-SCALE REVIEW, AND A LOT OF
TIMES WITH YOUR TEAM YOUR' ASKING FOR THAT TECHNICAL
LIMITED MID-SCALE REVIEW. AND MAKE SURE THAT YOU
UNDERSTAND EXACTLY WHAT YOUR EXPECTATIONS ARE FROM THE PM SO
THEY STAY ON TRACK AND DON'T WASTE THEIR TIME.
LASTLY, COORDINATE THE REVIEWS.
TELL PEOPLE EARLY THAT THE REVIEW IS UPCOMING.
GET ON THE SCHEDULE. BUILD IT INTO YOUR DETAILED
PROJECT SCHEDULE SO THAT EVERYONE KNOWS WHAT THE
EXPECTATIONS ARE AND WHEN IT'S GOING TO HAPPEN.
THE LAST THING I WANT TO TALK ABOUT JUST A LITTLE BIT IS
MANAGING THE PROJECT FILE, THE ADMINISTRATIVE RECORD.
YOU GUYS HAVE COVERED THIS VERY CLEARLY.
FROM A CONTRACTOR'S PERSPECTIVE, WE LIKE TO KNOW
WHAT YOUR EXPECTATIONS ARE AND THEN DEVELOP A SIMPLE PROCESS
TO MEET THOSE EXPECTATIONS. THINGS THAT I LIKE TO DO THERE
ARE HAVING AN E-MAIL THAT'S DEDICATED, THAT YOU CAN JUST CC
SO THAT COMMUNICATIONS MAKE IT INTO THE ADMIN RECORD EASILY.
HAVING REGULAR REMINDERS TO THE TEAM TO SEND IN DOCUMENTS.
HAVING PERIODIC AGENCY REVIEWS TO MAKE SURE YOU'RE ON THE
RIGHT TRACK AND YOU'RE CODING THINGS CORRECTLY.
THE OTHER THING IS WHEN YOU'RE DEVELOPING A PROJECT FILE,
I LIKE TO MAKE THAT SOMEONE'S PRIMARY RESPONSIBILITY,
WHETHER THAT'S AT THE BLM OR WITH THE CONTRACTOR.
I HAVE EVEN SEEN THIS BE A DEDICATED SEPARATE CONTRACTOR
WHO WAS RESPONSIBLE FOR JUST DOING THE ADMINISTRATIVE RECORD
AND PROJECT MANAGEMENT SUPPORT. THAT WORKS TERRIFICALLY.
IF IT'S INTERNAL WITH THE CONTRACTOR, TRY TO DEDICATE A
TEAM SO THAT THE PROJECT MANAGER DOESN'T NEED TO BE
FOCUSED ON THE ADMINISTRATIVE RECORD AS MUCH AND THEY CAN
FOCUSED ON THE SUBSTANCE. THE LAST THING IS THERE'S A LOT
OF TOOLS OUT THERE. TECHNOLOGY HAS CHANGED OUR
ABILITY TO DEVELOP AND FACILITATE THE DEVELOPMENT OF
AN ADMINISTRATIVE RECORD. USE THOSE TOOLS.
KNOW WHAT THEY ARE. THOSE MIGHT BE SHARED ONLINE
DATABASES, FILE SHARING SITES, WHETHER DEDICATED TO THE
PROJECT OR WITHIN THE BLM, AN ADMINISTRATIVE RECORD, E-MAIL,
THAT KIND OF THING. TECHNOLOGY IS A BIG HELP.
MY LAST POINT ON THE ADMINISTRATIVE RECORD IS,
I THINK CHRIS ALLUDED TO THE FACT IT'S A GREAT TOOL TO LOOK BACK
ON ON A PROJECT THAT HAD A DECISION SEVERAL YEARS AGO TO
MAKE SURE YOU HAVE YOUR INTERPRETATION CORRECT FOR
IMPLEMENTATION. MY ADVICE AS A NEPA
PRACTITIONER IS TO MAKE SURE THAT IT'S A FALLBACK, THOUGH,
AND THAT YOUR DOCUMENT DOESN'T REQUIRE YOU LOOKING BACK AT THE
ADMINISTRATIVE RECORD A LOT.
YOUR RATIONALE FOR YOUR CONCLUSIONS, SOME OF YOUR
ASSUMPTIONS, SOME OF YOUR THOUGHT PROCESS IN DEVELOPING
ALTERNATIVES AND THAT KIND OF STUFF.
OUGHT TO BE IN THE DOCUMENT INSTEAD OF THE ADMINISTRATIVE
RECORD PROVIDING CLARIFICATION. BUT A LOT OF THAT STUFF IS IN
THE ACTUAL NEPA DOCUMENT. THOSE ARE MY TIPS AND TRICKS
BASED ON MY WORK WITH BLM, AND
I LOOK FORWARD TO MORE OF THAT WITH YOU GUYS. THANKS.
>> C. HUMPHREY: GREAT, GREG.
THOSE ARE TERRIFIC. NOW WE WILL FINISH UP WITH
DAVID BATTS, AND DAVID HAS BOTH
DIRECT AND THIRD-PARTY EXPERIENCE AT THE BLM. DAVID?
>> D. BATTS: GREAT. THANK YOU, CATHY.
MY JOB AS KIND OF THE LAST HITTER HERE IS TO REEMPHASIZE
ALL THE GREAT POINTS MADE TODAY AND I WILL PEPPER IN A FEW OF
MY LESSONS LEARNED ALSO. BEFORE I START I WANT TO GIVE
CINDY KIND OF A VIRTUAL GOLD
STAR FOR SOME OF THE COMMENTS SHE MADE AND SPECIFICALLY
HIGHLIGHTING THE FACT THAT CONTRACTORS WANTED BE TO BE
GOOD PARTNER WITH THE BLM, AND WE WANT PROJECTS TO BE SUCCESSFUL.
HOWEVER, WHEN THERE ARE PROBLEMS WITH PROJECTS, IT'S
GENERALLY BECAUSE EXPECTATIONS ARE NOT WELL ARTICULATED.
SO THAT BRINGS ME TO THE FIRST AREA THAT I LIKE TO TALK ABOUT,
AND THAT IS THE STATEMENTS OF WORK. WE'VE HEARD A LOT ABOUT THIS.
I'LL JUST HIT ON A FEW OF MY PET PEEVES WITH IT.
FIRST OF ALL, THE MORE DETAILED THE SCOPE OF WORK, THE BETTER.
IF YOU HAVE A VAGUE SCOPE OF WORK, YOU WILL BE GETTING VAGUE
RESPONSES IN YOUR PROPOSALS. I'LL TALK ABOUT THAT MORE IN A MOMENT.
SO PLEASE TRY TO INCLUDE AS MANY DETAILS ABOUT THE
DELIVERABLES, TIME LINES AND SPECIFIC EXPECTATIONS THAT YOU HAVE.
IT IS OKAY TO TRY TO PUT DOWN QUALITATIVE IDEAS TO ALLOW US
TO GET A BETTER IDEA OF WHAT'S INSIDE YOUR HEAD.
WE ALSO UNDERSTAND THAT IT'S VERY DIFFICULT TO CRYSTAL BALL
THE FUTURE, ESPECIALLY WITH PLANNING PROJECTS.
FOR EXAMPLE, PERHAPS THE PRESIDENT'S GOING TO NOMINATE
HALF OF YOUR PLANNING AREA AS A
NATIONAL MONUMENT. THOSE THINGS WE DON'T EXPECT
YOU TO BE ABLE TO FORECAST, BUT WE DO WANT TO GET THE BEST
INFORMATION THAT YOU HAVE AT THE TIME.
WE ALSO RECOGNIZE THAT WE'RE NOT REINVENTING THE WHEEL HERE.
THERE'S A LOT OF GREAT SCOPES OF WORK OUT THERE.
ASK AROUND. TALK TO CINDY. TALK TO OTHER CONTRACTING
OFFICERS WHO MIGHT BE ABLE TO
HELP YOU OUT AND PROVIDE GOOD GUIDANCE DOCUMENTS.
THE NEXT AREA IS THE MOUS, AND IT'S BEEN FASCINATING TODAY
ON JUST THE DISCUSSIONS I'VE HEARD.
ONE, BEING WE MAY NOT NECESSARILY NEED MOUS FOR
THIRD PARTY CONTRACTORS. THEN ANOTHER CONVERSATION THAT
CAME UP ABOUT WHAT KIND OF REMEDIES DO WE HAVE ON
THIRD-PARTY CONTRACTS? WELL, I LIKE MOUS FOR
THIRD-PARTY WORK AND HERE IS WHY. NUMBER ONE, CONTRACTOR WALK A
VERY DELICATE LINE WHEN WE DO THIRD-PARTY WORK.
THE PROPONENTS ARE PAYING US. SOMETIMES WHEN THEY PAY US THEY
THINK THEY GET TO HAVE ACCESS TO US. THAT MOU GIVES US A TOOL TO
ENSURE IMPARTIALITY OF OUR PROCESS. IT ALLOWS US TO REMIND THEM
THAT WE REPORT TO THE BLM AND WE TAKE DIRECTION FROM THE BLM.
SO IT GIVES US SOME LEVERAGE AND PROTECTION.
IT ALSO HELPS YOU BECAUSE IF YOU NEED A REMEDY, THIS IS THE
VEHICLE THAT COULD BE
APPROPRIATE TO ADD SUCH CLAUSES IN THE FUTURE.
THE NEXT AREA I WOULD LIKE TO TALK ABOUT EVALUATING PROPOSALS.
REALLY, A PROJECT IS LIKE A MARRIAGE. YOU'RE GOING TO BE SPENDING A
LOT OF TIME WITH THESE PEOPLE. IF YOU'RE DOING A PLANNING
PROJECT, YOU'RE LOOKING AT THREE TO FIVE YEARS OF WORKING
WITH THE SAME PERSON. THE PROJECT MANAGERS MAY SPEND
MORE TIME TOGETHER THAN THEY DO WITH THEIR OWN FRIENDS AND FAMILY.
SO IT'S VERY IMPORTANT THAT WHEN YOU'RE EVALUATING
PROPOSALS TO BE HIRING FOR THE PEOPLE.
YOU WILL BE SPENDING A LOT OF TIME WITH THEM.
SO IT'S IMPORTANT TO HAVE
PEOPLE AND FIRMS WITH A PROVEN TRACK RECORD.
YOU'LL HAVE YOUR PAST PERFORMANCE TO RELY UPON, BUT
IT'S REALLY IMPORTANT TO GO
AHEAD AND TRY TO GET OTHER REFERENCES.
LUCKILY, IT'S A SMALL WORLD OUT THERE.
MOST PEOPLE KNOW EACH OTHER WITHIN THE BLM CONTRACTING
WORLD AND P&EC WORLD BY JUST
ONE OR TWO CONNECTIONS. START BY ASKING AROUND.
HOW IS THIS PERSON? HOW IS THIS COMPANY.
WHAT HAVE YOU LEARNED ABOUT THEM?
DO YOUR DUE DILIGENCE. CONTRACTORS, WE DO OUR DUE
DILIGENCE BEFORE WE WORK ON PROJECTS. WE LIKE TO KNOW WHO THAT BLM
PROJECT MANAGER IS, WHAT THEIR PAST EXPERIENCE HAS BEEN, WHAT
AREAS OF EXPERTISE THEY HAVE. YOU NEED TO DO THAT AND MAKE
SURE YOU'RE COMFORTABLE WORKING WITH THEM IN THE FUTURE.
I ALSO WOULD RECOMMEND DOING INTERVIEWS OF SOME SORT.
BLM, THIS IS NOT SOMETHING THAT THEY TYPICALLY DO WITH SOLICITATIONS.
MOST OTHER AGENCIES REQUIRE INTERVIEWS.
IT'S REALLY A GOOD IDEA TO SIT DOWN AND HAVE A FACE-TO-FACE
DISCUSSION WITH THOSE PEOPLE THAT YOU MAY BE SPENDING THE
NEXT FIVE YEARS WITH. LASTLY, BE SURE THAT YOU
UNDERSTAND AND TAKE A HARD LOOK AT THE TECHNICAL APPROACH
AND THE ASSUMPTIONS IN THE PROPOSAL. IF YOU HAVE A VAGUE SCOPE OF
WORK, OR IF YOU DO NOT CLEARLY ARTICULATE YOUR EXPECTATIONS IN
THAT SCOPE OF WORK, THIS IS THE PART OF THE PROPOSAL WHERE THE
CONTRACTOR, CONSULTANT WILL COME BACK AND GIVE YOU OUR INTERPRETATION.
IT"S VERY IMPORTANT THAT YOU UNDERSTAND OUR INTERPRETATION
AND THE DIFFERENCES BETWEEN ASSUMPTIONS AND INTERPRETATIONS
ON THOSE PROPOSALS ON THE TABLE. YOU MAY FIND YOU HAVE APPLES TO
ORANGES WHEN YOU DO THE SPEC ANALYSIS.
ALSO, USE IT TO HELP FIND A WAY TO FIND DELINEATORS BETWEEN THE
DIFFERENT BIDDERS. PERHAPS THERE WILL BE SOME THAT
ARE MORE INSIGHTFUL. FOR EXAMPLE, IF YOU HAVE A
PROJECT THAT DEALS WITH WILD HORSES, MOST PEOPLE WILL
REALIZE THAT RANGELAND HEALTH, VEGETATION, AUMS, ALTHOUGH
WOULD BE KIND OF CRITICAL PARTS TO INCLUDE IN THE TECH APPROACH
BUT MAYBE A MORE ENLIGHTENED
FIRM WOULD LOOK AT THE ECONOMICS, THE PUBLIC
CONTROVERSY AND HIGHLIGHT HOW
THEY MIGHT ADDRESS THOSE PARTICULAR ISSUES.
RECENTLY WE WERE AWARD A CONTRACT ON AND ON THE DEBRIEF
THE PROJECT MANAGER TOLD US YOUR PROPOSAL WASN'T WHAT WE
WERE NECESSARILY EXPECTING. BUT AFTER WE READ IT, WE
REALIZED IT'S WHAT WE NEEDED. SO THAT TOLD ME THAT THAT'S
IMPORTANT FOR US TO SHOW YOU HOW WE INTERPRET THAT SCOPE OF
WORK TO MAKE SURE WE ARE ALL ON THE SAME PAGE.
THE NEXT THING I LIKE TO HIT ON IS COMMUNICATION.
HERE I'M GOING TO GIVE MY GOLD STAR TO CHRIS BECAUSE HE GETS
THE RELATIONSHIP BUILDING. I CAN TELL HE HAS BEEN IN MANY
LONG RELATIONSHIPS. PROJECTS ARE ALL ABOUT
RELATIONSHIPS AND RELATIONSHIPS ARE BUILT ON COMMUNICATION.
AT LEAST THAT'S WHAT MY MARRIAGE THERAPIST TELLS ME.
IT'S GREAT TO HAVE THAT PLAN, BUT YOU HAVE TO IMPLEMENT YOUR
COMMUNICATION PLAN. I THINK GREG DID A GREAT
EXAMPLE OF GOING THROUGH A LOT OF THE DETAILS OF THOSE PLANS
AND WHAT MAKES IT SUCCESSFUL. TWO THINGS I WOULD LIKE TO
HIGHLIGHT ARE FREQUENCY. I'M A BIG BELIEVER FREQUENT COMMUNICATION.
YOU CAN NEVER HAVE ENOUGH COMMUNICATION.
ON A... ON ONE OF MY MOST SUCCESSFUL PROJECTS, WHICH WAS
THE GEOTHERMAL DCIS PROGRAMMATIC EIS FOR THE ENTIRE
WESTERN U.S, IT WAS COMPLETED IN 18 MONTHS FROM NOTICE OF
INTENT TO RECORD OF DECISION. NOW, I LIKE TO TAKE A LOT OF
CREDIT IT WAS BECAUSE OF GREAT SKILLS, GREAT EXPERTISE BUT I
BELIEVE THE NUMBER ONE REASON WE WERE ABLE TO MAKE SUCH A
RIGOROUS TIME FRAME WAS BECAUSE THE PROJECT MANAGER ON THE BLM
SIDE AND MYSELF WERE ON THE PHONE ON A DAILY BASIS.
WE KNEW WHAT WAS GOING ON. WE CAN ANTICIPATE THE CRITICAL
PATHS AND RESOLVE THEM BEFORE THEY CAME UP.
BIWEEKLY CALLS OR WEEKLY CALLS, I STRONGLY DO RECOMMEND THEM.
I THINK THEY SHOULD BE BUILT INTO THE SCOPE OF WORK AND I
BELIEVE THAT THEY SHOULD BE FUNDED TO SUPPORT IT.
YOU MAY BE SURPRISED THAT YOU DON'T THINK YOU HAVE ANYTHING
TO TALK ABOUT, BUT ONCE YOU
START TALKING YOU REALIZE THERE ARE ISSUES ON IT.
SECOND PART OF THE COMMUNICATION PLAN IS THE CHAIN OF COMMAND.
IT IS VERY IMPORTANT, AS GREG MENTIONED, TO MAKE SURE THAT
YOU HAVE THAT CHAIN OF COMMAND. I BELIEVE THAT BLM I.D. TEAMS
AND CONSULTANT I.D. TEAMS SHOULD INTERACT FAIRLY
UNCONSTRAINED, BUT WE DO HAVE PROBLEMS SOMETIMES WHEN THOSE
TEAMS START TO FORM NEW DIRECTION THAT'S NOT IN THE SCOPE OF WORK.
WE NEED TO MAKE SURE THAT CHAIN OF COMMAND BRINGS THOSE
COMMUNICATIONS BACK UP TO THE PROJECT MANAGERS TO MAKE SURE
THAT IT IS PROPERLY ADDRESSED IN THE SCOPE OF WORK.
LASTLY, I'M GOING TO BRING THIS FULL CIRCLE TO WHERE WE BEGAN
TODAY AND WRAP IT UP WITH ADMINISTRATIVE RECORD.
MANY EXCELLENT POINTS HAVE BEEN MADE TODAY.
I'M GOING TO LEAVE YOU WITH TWO TAKE-AWAYS AND I'M GOING TO
GIVE MOLLY A GREAT BIG GOLD STAR FOR ONE OF MY PET PEEVES
WITH ADMINISTRATIVE RECORD, AND THAT IS NOT STARTING EARLY ENOUGH.
MOLLY ICE POINT WAS GET THAT INDEX RIGHT AT THE BEGINNING.
NO MATTER WHAT PROJECT WE DO, EVEN IF IT'S NOT IN THE SCOPE
OF WORK, THE FIRST THING WE COME UP WITH IS OUR
ADMINISTRATIVE RECORD INDEX. WE PROVIDE THAT TO ALL OUR TEAM
MEMBERS, ALL THE BLM TEAM MEMBERS, SO WE'RE ALL ON THE SAME PAGE
HOW TO SET UP OUR FILES FROM THE GET GO. MAKES DATA TRANSFER MUCH
EASIER AND IT SETS THE STAGE FOR COMPLYING THAT RECORD MUCH MORE SMOOTHLY.
GREGG MENTIONED GOOD TECHNOLOGICAL WAYS OF GETTING THAT INFORMATION,
SINCE MOST OF IT IS DIGITAL NOWADAYS, INTO THE RECORD.
THEIR SOME SECURITY CONCERNS BOTH ON US BEING ABLE TO ACCESS
BLM SITES AND YOU ALL BEING ABLE TO ACCESS SOME OF OUR SITES.
SO WHEN WE TOOK ON THE ADMINISTRATIVE RECORDS FOR THE
GREATER SAGE GROUSE PLANNING EFFORT, WE WORKED VERY CLOSELY
WITH THE NOC TO SET UP A SHAREPOINT SITE ON DOI
CONNECT, AND NOW THAT MANAGES EIGHT ADMINISTRATIVE RECORDS
FOR THAT PLANNING EFFORT. AND IT PROVIDES A SEAMLESS WAY
OF EVERYBODY BEING ABLE TO CONNECT IN AND DEPOSIT THAT INFORMATION.
SO THERE'S A LOT OF DIFFERENT WAYS TO SET IT UP, A LOT OF
DIFFERENT TOOLS AVAILABLE TO YOU TO MAKE IT EFFECTIVE.
SO WITH THAT I'M GOING TO WRAP UP.
I WANT TO THANK CATHY FOR PULLING TOGETHER THIS
CONSULTANT TEAM PANEL AND FOR THAT I'LL GIVE HER A GOLD STAR
FOR EVERYTHING SHE DOES.
>> C. HUMPHREY: THANKS, DAVID. THAT WAS GREAT.
YOU KNOW, I HEARD A LOT OF THE SAME THOUGHTS FROM THE
PERSPECTIVE OF CONTRACTORS THAT
WE'VE BEEN SAYING, BUT I DID HEAR ONE THING NEW.
WHAT I HEARD WAS I THINK INSTEAD OF PLAYING THE GAME SIX
DEGREES OF KEVIN BACON, MAYBE WE COULD PLAY SIX DEGREES OF
DAVID BATTS BECAUSE HE SAID BLMERS KNOW EACH OTHER AND
CONTRACTORS KNOW EACH OTHER. SO YOU CAN SEE HOW CONNECTED WE ARE.