DoD COR Handbook - U. S. Army Training Support Center

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Reporting Gifts If a gratuity 17 is delivered to a COR (e.g., left on the COR’s desk or car), the COR must return it. If a contractor insists on giving the COR a gratuity, the COR must take one of the following steps: • Attempt to persuade the contractor to take back the gratuity. Explain to the contractor your inability to accept gratuities as a COR and the repercussions you could face if you accept the gratuity. • Pay the fair market value of the item, call contracting, and/or consult the legal office. • As a last resort, if the contractor appears to be offended, do the following: o Accept the gratuity. o Contact legal counsel immediately. o Safeguard the gratuity. If necessary, have the finance officer put the gratuity in a safe and obtain a receipt from the finance officer. o Turn the gratuity over to counsel. o Write a memorandum for the record (MFR) that describes the circumstances and indicates the approximate value of the gratuity. Mention in the MFR that legal advice was obtained. o If the gratuity is perishable (e.g., food or flowers), share the gratuity within the office or dispose of it. Be cautious when consuming food from unknown sources. If there is any doubt about whether a gift should or should not be accepted, the COR should consult either the ethics advisor or the legal office. If neither is available, contact the Contracting Officer. Note: Whenever a contractor delivers a gratuity (leaves the gratuity on the COR’s desk, slides it under the door, etc.), the COR must return it. If that is not possible, the COR must document the incident and turn over the gratuity to the ethics advisor or legal office along with his suspicions. The COR must play it safe and be safe. Whenever in doubt, consult your ethics advisor or legal office. Protecting the Integrity of the Acquisition Process Private firms must be able to compete for the Government’s business on a scrupulously fair basis. Fairness is a prerequisite of Government acquisition due to the Government’s unique position as representatives of the citizens of the United States. Fairness also helps ensure that the Government will obtain its supplies and services at the best price available. Government personnel who are associated with the acquisition process have a 17 See FAR 3.203, “Reporting Suspected Violations of the Gratuities Clause”, for reporting procedures. 23
esponsibility to protect its integrity by maintaining fairness in the Government’s treatment of all firms. There are numerous points within the acquisition process where the potential to lose this fairness is elevated. For example: • Pre-solicitation: Allowing a vendor or vendors access to information on a particular acquisition (especially the specification or work statement), before such information is available to the business community at large, may give the vendor receiving the information an unfair advantage over others. • Specifications: Intentionally writing an unnecessarily restrictive specification or work statement that would effectively exclude the products or services of a vendor and/or increase the prospects for award to another vendor is an obviously unfair practice. Not only does this give advantage to one or more vendors over others, it also restricts competition and makes it more likely that the Government will ultimately pay a higher price. Chapter 3. Key Points 1. When performing COR functions an individual must adhere to the highest ethical standards. 2. Contact your Ethics attorney when you have any questions or concerns regarding any dealings with contractors. 3. There are post-employment restrictions that a COR needs to understand when performing as a COR. 4. Key ethics and integrity areas include: a. Procurement Integrity Act; b. Personal Conflicts of Interest; and, c. Gratuities, Gifts, Anti-Kickback Act. 24
Page 1: Department of Defense COR HANDBOOK
Page 5 and 6: Chapter 5: COR Responsibilities Pos
Page 7 and 8: Periodic Inspection or Planned Samp
Page 9 and 10: Introduction This edition of the Do
Page 11 and 12: the DFARS and authorized in writing
Page 13 and 14: Chapter 2: Roles and Responsibiliti
Page 15 and 16: Inspector General, the U.S. Governm
Page 17 and 18: • Ensure proper turnover of COR f
Page 19 and 20: prohibited unless specifically auth
Page 21 and 22: • Suspension or debarment of eith
Page 23: monetary.) Giving or accepting a br
Page 27 and 28: The Acquisition Team Contracting Of
Page 29 and 30: Property Administrator In accordanc
Page 31 and 32: Chapter 5: COR Responsibilities Gen
Page 33 and 34: • Sign all reports, trip reports,
Page 35 and 36: travel requests. If so, the COR sha
Page 37 and 38: • Anticipate and resolve difficul
Page 39 and 40: Limitations The COR must understand
Page 41 and 42: floor in preparation for the equipm
Page 43 and 44: • Drafting a QASP and checklist.
Page 45 and 46: The Contracting Officer also consid
Page 47 and 48: Figure 6-2. Contract Structure UCF
Page 49 and 50: esults in increased contract costs
Page 51 and 52: • Any addendum to 52.212-1; • 5
Page 53 and 54: Chapter 7: Contract Administration
Page 55 and 56: time acceptable to the contractor a
Page 57 and 58: • Change what is needed or where
Page 59 and 60: • Inadequate or defective require
Page 61 and 62: Cases that cannot be ratified under
Page 63 and 64: esponsible for unsatisfactory effor
Page 65 and 66: Acceptance of Nonconforming Supplie
Page 67 and 68: • Invoice total; • Shipment num
Page 69 and 70: Interest Penalties The COR must pro
Page 71 and 72: The COR is to physically transfer t
Page 73 and 74: g. Contract Closeout - The COR’s
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• Actions taken to correct defici
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For commercial item acquisitions, F
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• Challenging the deficiency asse
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Depending on the Contracting Office
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• Pros and cons of each alternati
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DoD has a particular duty to act, b
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Contract Termination There are two
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The following are warning signs of
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DOs And DON’Ts: Contract Monitori
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14. When there is a dispute or requ
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elationships between the Government
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persons such that non-compliance wi
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Each inspection made by Government
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Chapter 10: Monitoring Construction
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that can be assessed a contractor.
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Suspension of Work The Government i
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Chapter 11: Foreign Acquisition and
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not the total contract price. In mo
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• Americans value equality and be
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Additional Guidance Listed below ar
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Appendix A: Forms Contents • Cont
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Figure A.2: SF 30 - Amendment of So
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http://www.acq.osd.mil/dpap/ccap/cc
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DD Form 250, Material Inspection an
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SF 1449 DD 1155 DD 250 Block 2 and/
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Figure A.7: Sample COR Monthly Repo
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Appendix B: Contract Planning and S
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Pre-award and Solicitation Figure B
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applicable to and developed from th
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set of kitchen cabinets may be limi
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anticipated, the number of personne
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Escalation Considerations for the I
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the general public. • Catalogs. M
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Types of Source Selections 41 In di
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Think about contract administration
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ecord of performance). The Contract
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Selecting the Right Contractor Note
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• Personal and medical informatio
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Table C.1 150
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Table C.3 FAR 1.602-2(d) was change
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o The nominee will be afforded suff
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Trafficking in Persons: CORs are re
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APPENDIX D: ACRONYMS AND TERMS ACRO
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POP PR PR&C PRS PWS QAR QASP RFP RI
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Claim: Assertion by one of the part
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Cure Notice: Document the Contracti
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Federal Business Opportunities (Fed
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Labor-Hour Contract: Contract that
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performance quality levels are achi
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inspected. In theory, random sampli
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Sole-Source Acquisition: Contract f
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caused it may be held personally an
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Contractor and Vendor Payment Infor
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FAR Part 7-Acquisition Planning FAR
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The Office of Federal Procurement P
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Appendix F: COR Checklists The foll
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F.2: Contents of a COR Working File
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completed CPARS report inputs Has t
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F.5: DOs and DON’Ts: Evaluation a
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F.8: Contractor Delay Assessment Be
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Appendix G: Metric Conversion Table
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DoD COR Handbook - U. S. Army Training Support Center

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