The following are auditor recommended JOC Program best practices. (Partial Listing)
A JOC program should never be used to bypass the lengthy traditional procurement process so that projects can be pushed along quickly, regardless of size or type, and without considering if JOC is the best option.
▪ Negotiating individual projects is critical to ensuring quality work at fair and reasonable prices.
▪ You should establish guidelines for evaluating and negotiating Job Order Contract proposals.
▪ Place limits (caps) on the use of non-catalog items.
▪ Proposals should be reviewed and priced by a fully independent source aside from the project manager and contractor creating a mechanism to gauge whether the contractor’s proposals are reasonable
▪ CONFLICTS OF INTEREST-Projects where the consultant, acting as project manager, reported directly to another consultant instead of reporting directly to the JOC program manager. Excessive use of consultants. No JOC program controls to monitor or prevent multiple consultants from one consulting firm working in different capacities on the same project.
▪ Develop specific training academies or programs that provide skills needed specifically for managing JOC projects and your entity’s policies and procedures.
▪ Provide a detailed scope of work (SOW), which should serve as the roadmap for the JOC contractor to build an accurate and thorough cost proposal that meets the needs of your entity.
▪ Ensure procurement internal control processes are well designed, rigorous and consistent (there should be no conflicting T&Cs).
▪ Use a standard sign-off and checklists to capture requirements.
▪ If low bid is not selected, have a document separate from the scoring sheets with a thorough explanation.
▪ Have a succession plan for turnover (loss of an experienced player in middle of the process may have a serious impact on the project).
▪ Rotate duties occasionally (to help avoid the above).
▪ Provide more staff training as the need is identified.