Make Public Announcement
Once a Commercial Activity (CA) is identified for A-76 competition, Congress is
notified. The local work force is then notified and told what to expect. Throughout
the process, the work force is kept informed about the progress and is encouraged
to assist the team of analysts and functional experts by providing suggestions on
how to improve the organization.
What is a public announcement?
In accordance with DODI 4100.33, the installation should announce the cost comparison,
including a brief explanation of the cost comparison process, to both employees
of the activities and local community officials. Local Interservice Support Coordinators
(ISCs) and Chairs of affected Joint Interservice Regional Support Groups (JIRSGs)
should be notified as well. If workload currently contracted out will be included
in a solicitation, the incumbent contractors should also be notified. Installation
labor relations offices should be consulted to ensure that notification to employees
and their representatives complies with applicable collective bargaining agreements.
The Installation Commander should make the formal announcement, in a group setting,
directly to affected workers. The leader of the Cost Comparison Team should accompany
the Installation Commander to assist in answering questions. Likewise, representatives
from the civilian and military personnel workforce, contracting, financial management
and staff judge advocates should participate in this announcement as deemed necessary
by local officials.
What is a business unit?
A business unit is defined as a discrete collection of services that are related
to one another and distinct and severable from other organizational elements.
What is the timeline for completing an A-76 cost comparison?
OMB requires that single-function cost comparisons be completed within 18 months
and that multi-function cost comparisons be completed within 36 months. A provision
in the National Defense Authorization Act requires that single-function cost comparisons
be completed within 24 months and multi-function cost comparisons be completed within
48 months. The statute takes priority over the regulatory requirement.
When does the timeline start and end?
The public announcement begins the cost comparison timeline and the tentative cost
comparison decision ends it.
How should a function prepare for the cost comparison?
Once a decision has been made to conduct a cost comparison, it is advisable to perform
certain actions that have long lead times in terms of either the approval process
or securing funding. Foremost among these actions is the need to request authority
to offer early retirement or separation incentives or to conduct a reduction in
force (RIF). Of course, authority to use these programs is only half the equation,
the other half being securing the funds necessary to execute these programs. Human
resources professionals can help in estimating the numbers and grades of personnel
who will be adversely impacted by a decision to either remain in-house or contract
out. Those estimates will be needed to estimate the funding required to implement
personnel actions.
Another important preparatory action is to clean up manpower authorization documents,
for example, moving authorizations being performed in work centers other than those
originally funded. Still another is to finalize any pending reorganization actions.
Reorganizations that reflect new structures should be avoided since they make it
difficult to capture services being performed and to capture workload data associated
with those services, important aspects in accurately defining requirements in the
Performance Work Statement (PWS). Additionally, DoD strongly advises minimizing
personnel actions, such as hiring new permanent employees, especially against long-standing
vacancies. This should apply throughout the cost comparison. If it is necessary
to fill positions, it is imperative that prospective employees be advised if the
positions will be included in a cost comparison and that in this case the positions
could be eliminated, with the result that the employees could be displaced (bumped)
if more senior employees are impacted by the cost comparison.
What should the workforce know about the cost comparison?
After local public announcement, one of the first actions undertaken is to educate
the affected workforce about the cost comparison process. This is beneficial for
a couple of reasons. First, the workforce must participate in various ways in the
process. Understanding the process will enhance their ability to do so. Second,
knowledge reduces fear. The potential changes likely after a cost comparison can
cause anxiety and have a significant impact on morale. Fear can be reduced through
education about the process. Coming to understand what will happen and, most importantly,
how to positively affect the process, will give the affected workforce a sense of
control over their future, which will reduce fear and help morale. This is also
an opportunity to encourage full participation, by providing information when asked
and by encouraging employees to bring their experience to bear to find more efficient
ways of performing work.
Not everyone will listen. There will be those who are convinced they have been sold
out, that leadership wants to contract out their jobs, and that the cost comparison
process is just a ruse to keep up appearances. There will be difficult cases. People
can be brought around, but only if communication is open and honest about all the
risks and challenges that workers will face.
What is a communication plan?
The installation's plan for communicating information about the cost comparison
is a critical aspect of the effort and deserves the continued attention of senior
leadership and the CC Team. Announcement to the workforce and local community is
actually the beginning of communication, but communication must not stop there.
All too often, installations start out with aggressive and well-intentioned communications
plans, but their efforts wane as the cost comparison progresses. Monthly newsletters,
updates in the local paper and employee briefings occur less frequently. As a consequence,
the rumor mill takes over. Even if there is nothing really new to report, it is
important to reach out to the workforce regularly to ensure that workers remain
confident that the effort has the attention of senior leadership and that the effort
is moving forward.
How should the workforce be involved with the cost comparison?
It will be necessary for workers to participate in the cost comparison. Some will
simply be asked to provide information about what they do. Others will have a more
comprehensive involvement, perhaps serving on various teams. This will afford them
a more in-depth knowledge of collected information, the results of analyses and
proprietary plans. These workers must understand their responsibility not to disclose
information prior to public release and of the potential for conflicts of interest.
Installation legal and contracting personnel can be especially helpful in explaining
these concepts and responsibilities early in the process.
Resources
Policy
Guides And Recommended Readings