Annual Performance Plan 508

Management Objective: Acquisitions
Improve HUD’s acquisitions performance through early collaborative
planning and enhanced utilization of acquisition tools.
OVERVIEW
The Office of the Chief Procurement Officer (OCPO) is responsible for all HUD procurement and procurementrelated
activities. The acquisition process can be lengthy, partially due to necessary compliance with statutes,
policies and procedures. OCPO sees an opportunity to streamline the acquisition process and increase
customer satisfaction through a dedicated expert contract oversight workforce, enhanced utilization of
available acquisition tools, improved early collaboration and teamwork in executing plans, optimizing the use of
acquisition strategies, and enhanced accountability for successful outcomes through performance metrics.
In this challenging economic environment, OCPO also seeks to maximize the value of every taxpayer dollar and
ensure opportunities for small businesses. To accomplish this, OCPO is committed to using internal and external
acquisition vehicles specifically established to leverage HUD’s and the government’s buying power, maximize
opportunities for small business, and increase the successful outcomes of acquisitions for the best prices
possible.
STRATEGIES
• Streamline the acquisition process. A major linchpin of the streamlining initiative is the
improvement of acquisition workforce. OCPO will work to re-engineer HUD’s Government Technical
Representative program to comply with the Federal Acquisition Institute’s Federal Acquisition
Certification-Contracting Officer Representative (FAC-COR) model, and professionalize the COR
job series, resulting in streamline pre- and post-award acquisition processes. As part of this effort,
OCPO will lead a cross functional acquisition team that will include representation from HUD
Program Offices and support offices. Implementation is expected to be phased in FY 2016 and
include introduction of functional tools, such as the Acquisition Requirements Roadmap Tool in
2015. Specifically, the team will complete the following:
• Develop standardized COR position descriptions, critical elements, competencies, and skill
gap analysis;
• Develop a robust support infrastructure to include critical elements for non-COR managers,
require skill gap analysis be conducted by non-COR managers, and staff COR advocates to
assist in transferring COR expertise to the workforce;
• Transition the current model where COR duties are collateral in nature to a permanent, fulltime
job series for HUD CORS under the new model.
OCPO will also work to improve program and project management through a more robust FAC-P/PM
program to ensure programs are being management by highly qualified P/PMs beginning in FY 2015.
OCPO will also continue to improve the contracting workforce though the use of skill gap analysis,
Achieving Operational Excellence Management Challenges and Objectives
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