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   <Document>
      <DocumentName><![CDATA[DOE O 361.1X Acquisition Career Development Program]]></DocumentName>
      <DocumentId><![CDATA[DOE O 361.1X]]></DocumentId>
      <DocumentOpenDate>09/11/2003</DocumentOpenDate>
      <DocumentCloseDate>10/14/2003</DocumentCloseDate>
      <DocumentResolutionDate>12/23/2003</DocumentResolutionDate>
      <MajorComments>
         <Section>
            <SectionTitle><![CDATA[Overall Comments]]></SectionTitle>
            <SectionContent><![CDATA[Please provide your overall comments about this document.
Note: this 'paragraph' is not part of the original document.]]></SectionContent>
            <Organization>
               <OrganizationName><![CDATA[Ames Labortatory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Argonne National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Associate Manager for Science & Technology, Richland]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Hanford]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Nevada]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Berkeley Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bonneville Power Administration]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Janet Lubach]]></SourceUsername>
                  <SourceTitle><![CDATA[BPA DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Bonneville Power Administration]]></SourceSite>
               </Source>
               <ApproverName><![CDATA[]]></ApproverName>
               <Comments><![CDATA[This package represents the official consolidated comments from: SME
krberglund@bpa.gov, who submits the following comments:  
Request that BPA be exempt from not only the current REVCOM amendment, but the entire Directive, as well.  This would be consistent with Richard Hopf's and Steve Mournighan's prior agreement, as per Mournighan's March 19, 2001 memorandum, which states in part, that 'When revising or updating an existing directive, BPA's presumption should be that, if the existing directive did not apply to BPA, then the revised directive will not apply to BPA. Mournighan further stated this is due to the BPA Administrator's independent authority which neither requires that the BPA follow the FAR purchasing regulations nor the FPMR/FMR property regulations.  Since BPA has previously been exempted,  Mournighan said that he and Richard Hopf agree that BPA will not be subject to this directive.  Dr. Bruce Carnes had previously exempted BPA from the entire DOE O 361.1X - Acquisition Career Development Program.
 
BPA has its own BPA Personal Property Instructions regarding policy and employee developmental requirements.  Additionally, BPA staff in key property management positions have followed Steve Michelsen's lead in actively participating in the National Property Management Association (NPMA) education, professional certification program, and adopted a number of its ASTM standards in our policy guidance.  The recently revised BPA Personal Property Instructions are being reissued in its entirety, effective September 30, 2003.]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Accepted]]></ResponseLevel>
                  <ResponseContent><![CDATA[Paragraph 3.c., Exclusions, of DOE O 361.1X, specifically states "This Order does not apply to Bonneville Power Administration."]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Brookhaven National  Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[BWXT Pantex, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Area Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[CH2MHill]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Chicago Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Critique]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Departmental Representatives Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Directives Management Team]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[DynMcDermott Petroleum Operations]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fermi National Accelerator Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fernald]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fluor Hanford Inc]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Golden Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Grand Junction]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CIO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CR]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters ED]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EH]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EIA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters FE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters GC]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Richard Farman]]></SourceUsername>
                  <SourceTitle><![CDATA[GC DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Headquarters GC]]></SourceSite>
               </Source>
               <ApproverName><![CDATA[]]></ApproverName>
               <Comments><![CDATA[

Subject Matter Expert steve.duarte@hq.doe.gov
This directive concerns internal agency management and does not appear to establish requirements on members of the public that necessitate a notice and comment rulemaking.  No action by the OPI is required

]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Accepted]]></ResponseLevel>
                  <ResponseContent><![CDATA[]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters HG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters LM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters MBE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NA]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Diane Gillis]]></SourceUsername>
                  <SourceTitle><![CDATA[NA Directives Point of Contact]]></SourceTitle>
                  <SourceSite><![CDATA[Headquarters NA]]></SourceSite>
               </Source>
               <ApproverName><![CDATA[]]></ApproverName>
               <Comments><![CDATA[Comment:  Our understanding from conversation with OECM was that DOE O 361.1, Att. 4 was returned to REVCOM for minor editorial changes.  The REVCOM version of the Order has not identified any areas where changes were made nor is there an explanation as to why such as change was made.  This puts the burden on the reviewer to find any or all of these changes.   We find that several new requirements and/or modifications were made that appear to significantly change the intent or expectations of the Order and the underlying agreements and understandings of the program offices (SC, EM, OCRWM) and NNSA.  This is evidenced in all instances where the Field Element Manager (including operations offices, site offices, area offices, project offices, and service centers) has been replaced by the Head of Contracting Activities (HCA).  For example, in the original version of the Order, the PSO or Field Element Manager was responsible to "direct project directors' supervisors to identify training needs for each project director," "ensure project directors develop and execute IDPs consistent with  ... this module," and "ensure appropriate training and CE requirements are satisfied ... to maintain project director's certification."  These responsibilities would seem to be more germane to a Field Element Manager but are now assigned to the HCA.   Further, par. 3.b.(1) as apparently or inadvertently altered an authority of the NNSA Administrator.  Originally, the Director, OECM could issue project director certifications subject to the provisions of paragraph 4.d for NNSA employees which stated "the CRB will make certification recommendations to the NNSA Administrator who will approve the certification actions.  The proposed version states that the Director, OECM issues project director certifications, subject to the approval of the NNSA Administrator for NNSA employees.  This is a significant distinction.  (SME - NA-54/Epstein)

Comment:  There are innumerable internal inconsistencies and conflicts.  
•	Paragraph 3.c.(6) "ensures appropriate pay incentives are awarded for attainment of PMCDP certification and subsequent high performance in accordance with paragraph 3.a.(6)."  But 3.a.(6) only stipulates that incentives will be provided "to high performing project directors who maintain certification and hold project management positions. . . ."   There is no a priori condition of subsequent high performance.
•	Paragraph  3.a.(14)  and 3.a.(15)  both address maintaining certification records in CHRIS and ESS.  The difference is not evident.
•	Paragraph 3.b.(4) and 3.b.(9) are totally redundant.  Paragraph 3.b.(5)(b) and paragraph 3.c.(3) apparently require the Director, OECM and the Director, Office of Human Resources to ensure the same priorities for placement in training courses and developmental assignments.  Additional examples of redundancy or duplication can be illustrated by Paragraph 3.b.(7) which requires the Director, OECM to ensure "appropriate training capacity is available through the Office of Human Resources Management;" paragraph 3.c.(2) which requires the Director, Office of Human Services to ensure "appropriate training . . . is available to DOE/NNSA project directors," and paragraph 3.a.(18) which requires the PSO or HCA to "ensure appropriate training capacity is available through the Office of Human Resources Management."
•	Paragraph 3.a.(23) requires the PSO/HCA to "maintain auditable records" and paragraph 3.a.(15) requires the PSO/HCA to maintain "auditable files."  A difference was probably intended but the distinction is not evident.
•	Paragraph 3.a.(25) and paragraph 3.c.(4) are identical, but responsibility for the former is assigned to PSO/HCA, while responsibility for the latter is assigned to the Director, Office of Human Resources.
•	Paragraph 3.a.(5)(a) requires the PSO or HCA to establish a "community of practice" for project directors and to also in paragraph 5.a.(24) to "establish a project director homeroom systems .... "  A difference was probably intended but the distinction is not evident.
  (SME - NA-54/Epstein)

Comment:  In addition there are examples of mandatory submissions for the program offices (SC, EM, OCRWM) and NNSA that do not appear to bear a corresponding relationship to other submissions by OECM.  For example,  paragraph 3.a.(13) requires the PSO to submit quarterly updates of each project director's project assignments, training, etc.  On the other hand, OECM presumably utilizes this data but is only required to report PMCDP performance measures to the Deputy Secretary on an annual basis.  (SME - NA-54/Epstein)

Comment:  Other areaS of conflict and issues:
•	Paragraph 6 requires all certified project directors to complete 60 hours of continuous education (CE) every two years.   The Department and NNSA are actively promoting PMI-PMP certification and this certification is a foundation supporting the PMCDP program.  In order to maintain PMP certification the PMCDP requires 60 hours of Professional Development Units (PDUs) within a three-year time period.  Thus, it may be more practical to coordinate or replicate the PMI requirement of 60 professional development units within a period of three years instead of the the PMCDP requirement of 60 hours of CE in two years in order to maintain some consistency with the PMP certification process.  
•	Paragraph 5 recognizes the substitution of a PE or RA license for certain education and experience equivalency towards PMCDP certification.  However there is no discussion in the order concerning equivalency for project directors who have advanced educational degrees, e.g., masters or doctorates in related and germane areas of competence.  In addition, NNSA is unaware that a PE or RA license was or is a requirement for Department project directors.
•	Paragraph 8.c stipulates that "360 feedback will be used to assess certification candidates' capabilities and developmental needs. . .  and in preparing for Level 3/   Level 4 CRB interviews."  NNSA is unaware that 360 reviews are mandated within the DOE and is less than confident with their attempted use in the PM certification process.
(SME - NA-54/Epstein)



Comment:  The OECM should examine the quality of Project Management courses being taught at the ETC and across the complex.  If the training courses have no value, then the certification is not credible.  (Los Alamos/Griego - SME/Ledoux)

Comment:  There is no discussion in the draft order how current PMCDP placement will be or will not be incorporated upon promulgation. To establish current PMCDP levels, candidates have already committed much time and resources and those project directors certified to Level 3 should not be required to interview to retain certification.  The proposed order should explicitly incorporate current PMCDP standings.  (Los Alamos/Griego - SME/Ledoux)

Comment:  The need, application, and process for implementation of this Order remains questionable to many. Many professionals working as Project Managers/Directors as well as Supervisors are not clear as to the broad application described in this Order.  The identification of an Order of this nature substantially jeopardizes hiring and classification functions within DOE.  Personnel within the DOE/NNSA hired into positions of management should not be subjected to mandatory development/certification processes that are not proven nor substantiated by qualified training or educational means.  (Los Alamos/Griego - SME/Ledoux)

Comment:  Highly specific certification programs outlined in the Order do not fit every contracting situation within DOE/NNSA. Federal responsibilities and liabilities should be clearly outlined to each employee in order to understand how the Federal Rules apply to the positions required to comply with O 361.1X. Contract types within the DOE/NNSA should be reviewed to directly tie the Federal Role to the Federal Rules. In many cases such as the M&O contractual relationship between NNSA and the University of California for the management of the Laboratories, the Federal roles may be more of oversight and not direct management of contracts, subcontractors, etc.  (Los Alamos/Griego - SME/Ledoux)

Comment:  A certification process should be more flexible and the need based on Site or Field Office manager/supervisor input into the weaknesses identified for individuals assigned to positions covered under this type of Order.  This creation of a one size fits all certification program is a wrong approach, it should be tailored so managers/supervisors can be held accountable. (Los Alamos/Griego - SME/Ledoux)

Comment:  The Order does not address CL requirements for non-1102s who are warranted.  Recommend that language be added to address if they are subject to the 80 hours of continuous learning as those in the 1102 series.  Series covered outside of the 1102 include:  301, 340, 801, 1301, and 2010.  (Service Center/Bolivar - SME/Loschke)]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Not Accepted]]></ResponseLevel>
                  <ResponseContent><![CDATA[On June 13, 2003, the Deputy Secretary approved Attachment 4, Project Management Career Development Program, and it was included in the Order.  Since the PMCDP module was so recently approved by the Deputy Secretary, substantive changes to it at this time would not be appropriate, and the Acting Director, Office of Management, Budget and Evaluation/Acting Chief Financial Officer has directed that comment sreceived on the September 13, 2003 version of Attachment 4 will not be considered at this time, and the text of Attachment 4, as approved by the Deputy Secretary on June 13, 2003, will remain in effect and unchanged (See <a href='http://www.directives.doe.gov/pdfs/revcom/o361comm-eligibility.html'>Mr. Campbell's memo</a>).  Your comments on Attachment 4 will be considered for inclusion in any future iterataions of the Order.

WIth respect to the comment on continuous learning, comment accepted with modification. ]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NTEU]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OPI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PC-1]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters RW]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Honeywell FM&T (Kansas City Plant)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL - NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL-ICP-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kaiser-Hill Company, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kansas City Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Berkeley Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Livermore National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Livermore Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos Site Office]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Myra Garcia-Pena]]></SourceUsername>
                  <SourceTitle><![CDATA[LASO DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Los Alamos Site Office]]></SourceSite>
               </Source>
               <ApproverName><![CDATA[]]></ApproverName>
               <Comments><![CDATA[

Subject Matter Expert hledoux@doeal.gov
General:  The OECM should examine the quality of Project Management courses being taught at the ETC and across the complex.  If the training courses have no value, then the certification is not credible.              

General:  There is no discussion in the draft order how current PMCDP placement will be or will not be incorporated upon promulgation.    To establish current PMCDP levels, candidates have already committed much time and resources and those project directors certified to Level 3 should not be required to interview to retain certification.  The proposed order should explicitly incorporate current PMCDP standings.               

General:  The need, application, and process for implementation of this Order remains questionable to many.  Many professionals working as Project Managers/Directors as well as Supervisors are not clear as to the broad application described in this Order.  The identification of an Order of this nature substantially jeopardizes hiring and classification functions within DOE.  Personnel within the DOE/NNSA hired into positions of management should not be subjected to mandatory development/certification processes that are not proven nor substantiated by qualified training or educational means.               

General:  Highly specific certification programs outlined in the Order do not fit every contracting situation within DOE/NNSA.  Federal responsibilities and liabilities should be clearly outlined to each employee in order to understand how the Federal Rules apply to the positions required to comply with O 361.1X.  Contract types within the DOE/NNSA should be reviewed to directly tie the Federal Role to the Federal Rules.  In many cases such as the M&O contractual relationship between NNSA and the University Of California for the management of the Laboratories, the Federal roles may be more of oversight and not direct management of contracts, subcontractors, etc.               

General:  A certification process should be more flexible and the need based on Site or Field Office manager/supervisor input into the weaknesses identified for individuals assigned to positions covered under this type of Order.  This creation of a one size fits all certification program is a wrong approach, it should be tailored so managers/supervisors can be held accountable.

Subject Matter Expert alovato@doeal.gov
No comment

]]></Comments>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[NA Service Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Energy Technology Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Renewable Energy Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Nevada Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oakland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of Energy Assurance]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of River Protection]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Ohio Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[OSTI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pacific Northwest National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pantex Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Portsmouth Paducah Project Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Princeton Plasma Physics Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Richland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Rocky Flats Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia National Laboratories]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River EM Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southeastern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southwestern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Linear Accelerator Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Thomas Jefferson National Accelerator Facility]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[University of California]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc (SRS)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc. (Nevada)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[West Valley Demonstration Project]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Western Area Power Administration]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Sue Silva]]></SourceUsername>
                  <SourceTitle><![CDATA[WAPA DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Western Area Power Administration]]></SourceSite>
               </Source>
               <ApproverName><![CDATA[Michael S. Hacskaylo]]></ApproverName>
               <Comments><![CDATA[1.  This draft Order suggests that the continuing education requirements are "conditions of employment" and that the certification requirements are both qualification requirements and conditions of employment.  If this is true, the draft Order must be clear on these points.  Continuity education requirements would be "conditions of employment" while what an applicant must bring to the job (i.e., a certain certification level) might fall under "qualification requirements" that are in addition to qualification requiremetns described by the Office of Personnel Management.

2.  This draft Order does not address the acquisition of procurement related knowledge/training via on-line accredited providers.  With a diminishing budget, and the Department of Energy (DOE), Department of Defense (DOD), and the Federal Acquisiton Institutes (FAI) expanding their on-line learning centers, in order for Western to remain current, we recommend that this avenue of continuous learning be addressed.]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Accepted with Modification]]></ResponseLevel>
                  <ResponseContent><![CDATA[Comment not considered major; does not preclude or hamper accomplishment of policy objectives or mission.  With respect to "conditions of employment," comment not accepted.  THe continuing education requirements are conditions of maintaining certification.  Certification requirements are not qualification requirements.  Vacancy announcements will include a statement that certification is required.  With respect to on-line providers, comment accepted.  ]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp.]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp. for SR-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[WIPP]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (BWXT)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (WSI)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 Site Office]]></OrganizationName>
            </Organization>
         </Section>
         <Section>
            <SectionTitle><![CDATA[1. Objectives]]></SectionTitle>
            <SectionContent><![CDATA[1.	OBJECTIVES.

a.	To set forth requirements and responsibilities for the Department of Energy 
(DOE)/National Nuclear Security Agency (NNSA) Acquisition Career 
Development (ACD) Program, which implements Office of Federal Procurement 
Policy (OFPP) requirements, Federal Acquisition Regulation (FAR) requirements, 
Federal Acquisition Reform Act requirements, and the career development 
objectives of Executive Order (E.O.) 12931.

b. 	To establish training and certification requirements and career development 
programs for the acquisition workforce, thereby establishing the common 
foundation of knowledge, tools, and capabilities necessary to fulfill the needs and 
expectations of the DOE/NNSA community for a highly skilled acquisition 
workforce.

c.	To establish a means for providing continuity of effective acquisition 
management and support of our customers.

d.	To establish this Order as the overarching directive governing training and career 
development for the newly defined acquisition workforce.

e.	To ensure uniformity in policy for each element of the ACD Program.

f.	To convey the following acquisition training modules:

(1)	Attachment 1, Contracting and Purchasing Career Development Program 
Module;
(2)	Attachment 2, Personal Property Management Career Development 
Program Module;
(3)	Attachment 3, Financial Assistance Career Development Program 
Module;
(4)	Attachment 4, Project Management Career Development Program 
Module;
(5)	Attachment 5, Program Management Career Development Program 
Module (Reserved);


(6)	Attachment 5, Program Management Career Development Program 
Module (Reserved);
(7)	Attachment 6, Contractor Human Resource Management Career 
Development Program Module (Reserved);
(8)	Attachment 7, Contracting Officer/Contracting Officer's Representative 
Training Requirements; and
(9)	Attachment 8, Continuous Learning/Continuing Education Guidance.

]]></SectionContent>
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               <Comments><![CDATA[Subject Matter Expert cloris.leeth@ohio.doe.gov
POC for the following comments is Ralph Holland 

Comments on DOE O 361.1X, “Acquisition Career Development Program”

Comments – Major:

1.   	This order (Attachment 1, para. 3) states that (with regard to contracting 				professionals), 

	“Individual procurement professionals are ultimately responsible for their own career progression and development, in conjunction with supervisory career guidance and opportunities presented for career growth.  …individuals should pursue the training and growth opportunities offered them.”  

	On the one hand, this statement puts the onus on 1102’s to ensure they receive the training and experience required to advance, but on the other hand, it clearly states that someone other than the 1102 is in control of the “opportunities” for growth.  

Attachment 4 states in part that Program Secretarial Officers and HCAs are responsible – on behalf of Project Directors - for:
 Ensuring that project directors receive the required training;
 Are provided the appropriate developmental assignments and experience needed to progress to higher levels;
 Are nominated for the rotation program;
 That appropriate training capacity is available through HR or other sources;
 That there is funding available as needed for training and development.

It is requested that safeguards similar to those afforded project directors be provided for senior 1102’s (GS-13 and above);  DOE Program Offices (or a level higher than the Field Office) should have a role in ensuring that senior 1102’s are afforded the opportunities needed to obtain the requisite training and education they need to advance.    Without coordination by higher level offices, Field Offices are often hard pressed to find these types of opportunities, and can be reluctant to facilitate the outbound rotation of their most senior workers without receiving FTE help from another site in return. (Ref paragraph 5.d.(4)).

2.	There should be some type of Simplified Acquisition course as a core course for Level I 1105’s.

3. 	There are many available DAU courses that are not listed in this directive, even though DAU is cited as the primary source of training (CON 234, PMT 250, etc).  Additionally, there are many courses listed in the directive which don’t appear to currently exist in DAU’s course catalog (i.e., Incentive Contracting, Performance-Based Contracting, SEB, Demilitarization Course, etc).  Further, some of the courses not in the DAU catalog have very specific course durations listed.  Can these discrepancies be explained?  



General comments:

1.  Suggest capitalization of titles throughout, such as Contracting Officer, Head of Contracting Activity,  Procurement Executive, etc.

2.  DOE and NNSA are referred to jointly in some areas of the directive and separately in others (as though NNSA is equal to DOE as a separate agency).   For example, Attachment 1, paragraph 5c lists, “DOE/NNSA”, and 5d lists “DOE and NNSA”.

3.  Suggest that the 80 hours (or 40 hours) of CL/CE required every two years be established as a “minimum” number of recommended training hours in order to provide both employees and supervisors with the flexibility needed to obtain required and desired training if funds and workload permit.

4.  Depending on the Appendix or Attachment, courses have “class days” listed (as duration), “days”, or have no duration listed.

5.   Shouldn’t the Director, Office of Human Resources have a role in supporting all maintaining training and development requirements for all acquisition positions, not just Project Directors?

Comments – Minor

Order, Paragraph 4.o.:  	Since IDP’s are currently required to be updated annually, is this order suggesting that IDP’s be updated more often than annually?

Paragraph 5.d.(6):	To what extent will the DOE program offices (i.e., EM) be able to support the payment of retention allowances to contracting professionals, and under what circumstances can these be offered?

Paragraph 5.d.(9):	Assistance from HQ in developing and implementing a standardized skills gap assessment method would greatly enhance the training and portability of 1102’s throughout DOE and other agencies.

Paragraph 5.d.(10):	It is not clear what the benefit would be by requiring Field Offices to conduct demographic studies.  Isn’t this a function best performed by Headquarters, or by the Human Resources Directorate?

Paragraph 5.e.(2):	Suggest the wording be changed to, “Submit requests for CL, external certification, and other equivalency, through the HCA, for career manager approval.

Paragraph 7.h.	Suggest adding at end of paragraph: “(See Attachment 4 for requirements if TPC < $5M.)”

Paragraph 7.cc.	Not clear whether “aggregate” dollar value refers to lifecycle costs, contract value, or annual value?

Attachment 1, para. 2:	Typo at end of first sentence; should be “non-DOD Agencies”.

Attachment 1, 5.a.:	The paragraph is entitled, “DOE Core Curriculum,” but ends with “…in the NNSA CPCD (contracting) Program.”
	
	Although it states, “CPCD (contracting) Program,” and goes on to list all core classes required at Levels I, II and III (for 1102’s), in fact, this directive requires that 1105’s also attend some of these same core classes.  That is not clear at this section of the directive.  (Appendix A states that the core classes through Level II [with the exception of CON 204] are applicable to 1105’s.)  This section might be more clear if it were to say “…in the contracting (1102) series of the CPCD Program.”

Attachment 1, para. 6:	Since the CL/CE list contains equivalencies in terms of “points”, should the “80 hours” also be listed as “80 points”? If not, suggest that the point system be explained here in some fashion.

Attachment 1, para.8:	Suggest that Purchase Card Approving Officials also be required to attend training offered to p-card holders.

Attachment 1, Appndx A	
And Attch 2, Appndx A:	Rather than list the course descriptions repeatedly in this directive, why not list all course descriptions just once as a single attachment (in Attachment 8)?

Attchmtn 1, Page A-3:	The SEB course should be prioritized (rather than restricted) for those midlevel and senior-level personnel expected to perform SEB-related duties in the coming 12 to 18 months (because the offering of classes does not always coincide with the opportunity to participate in an SEB).

Attchmtn 2, Page 1, para 2:	Second sentence should read, “The career field involves policies…”

                                 Para 4:	Why would a certificate of (level) completion be signed by the PPMCD manager and Procurement Executive for this program and not for the CPCD Program?

                                 Para 5:    To be consistent with the CPCD section that lists courses, any applicable DAU course numbers should be listed.

           Appndx A, Page A-1:  	Course durations (or at least minimum lengths) should be listed, as was done in the CPCD section.

                              Page A-3:   Spell out FPMR.  Also, the correct DAU course title for Grant Administration is “Grants and Agreements Management.”

Attcmnt 3, Page 2, para. 6:	Should read, “… 80 hours of CL/CE or training every two years.”  Also suggest last sentence read, “…and therefore need not necessarily exeed 80 hours…”

Attchmnt 4, para. 3.a.:	This is entitled, “PSOs and HCAs”, but HCAs are not mentioned anywhere in this section so it is not clear what their roles are.

                    Para. 3.a.16:	This sentence is unclear as worded.

                    Para. 3.b.(1):	Sentence should read (in part), “…of all Level 3 certification candidates and Level 4 certification candidates that are new hires;”   (As written, it sounds as if the “new hire” portion applies only to Level 4 candidates.)

                    Para. 3.b.(4):	This paragraph is repeated at 3.b.(9).

                    Para. 3.b.(6):    	CEG should be spelled out here, since this is where it is used for the first time.  (It is spelled out on the next page).

Attchmnt 4, Para. 4 (page 7):  Unclear what is meant by, “The additional training and work and development activity requirements…”.

                                                 Why does a PE or RA license satisfy only a (rotational) assignment with an “M&O” contractor, versus M&I’s or Performance Based contractors (which DOE is actually utilizing more so than M&O’s)?  (Attachment 7 references M&I’s and PBMC’s.)

Attchmnt 4, para. 5.a.(1)(a):    Module II of the Level 1 Project Management course apparently has a DOE element – if this is so, it can be inferred that DOE is providing its own Project Management courses.  If this is true, why would DOE also pay for the PMI test fee?

                   Para. 4.a.(1)(d): 	Rather than “a course on CORs”, this should require the DAU or DOE sanctioned COR course.

                   Para. 6:	It is not clear why, with so much responsibility and expertise, Project Managers would have less biannual training required of them than 1102’s, 1101’s and others have (60 hours versus 80 hours).

Attchment 4 Page A-2:	Under “Contract Types Bid Evaluation-Award PBI Contracting” – DEARS should read DEAR.

Attchmnt 7, para. 3:	The term “CO” does not include “certain authorized representatives of the CO”, as stated.  Also, suggest last sentence read, “Specific responsibilities for CO’s and COR’s are detailed in DOE O 541.1”.

Attchment 7, para. 4a.(1):	Should read, “Procurement contracts, including inter-agency agreements and sales contracts.”

Attchmtn 7, page 4:	In Experience column for Government p-card and DOEC-Web buyers (for purchases up to $25k), wouldn’t the 6 months of Government purchase card requirement have to have been earned at a lower threshold (<$25k)?  This would be consistent with the experience requirement listed for simplified acquisitions against FSS for $25k - $100k.

Attchmnt 7, page 7/8:	Do not suggest that a CO be made responsible for approving training that CORs can attend.  This might interfere with the CORs desire to participate in self development and restricte or interfere with the COR supervisor’s role.

Attachmnt 8:	Not clear what “AA, BS/BA, MS/MA” refer to in the Education section.  Does this mean “(AA) Lower level undergraduate courses”, “(BS/BA) Upper level undergraduate courses”, and “(MS/MA) Graduate level courses.”?

	Not clear how “consulting” earns “points” in the professional activities.  How can a federal employee also perform outside consulting activities?  (Being a paid, private consultant for the same duties you perform on behalf of the Government is generally prohibited.)

U.S. Department of Energy
Draft DOE Order 361.1  
Acquisition Career Development Program


This following are comments from Johnnetta Punch (513) 246-0047

Section  Title	Paragraph	Comments
Objectives	1(a)	Restate this objective to read, “…..which implements the Federal Procurement Policy (OFPP) requirements of Executive Order 12931, dated October 13, 1994, the Workforce Provisions of the Federal Procurement Reform Act of 1995 and Federal Acquisition Regulation  (FAR Requirements 
Objective 	1(b)	Restate this objective to read, “To establish training and qualification and career develop……..”
Objectives 	1(d)	Strike the phrase “overarching directive governing training and career development for the newly defined acquisition workforce” and replace with, “To integrate the Acquisition Career Development Program with agency personnel policies and the Office of Personnel Management (OPM) classification standards”.    

Objective 		Recommended:  To develop academic educational criteria as a minimum qualification requirement for professional acquisitions positions.  
Objective		Recommended:  To measure and self-assess stated performance against the goals of Executive Order 12931 and the Federal Procurement Act Reform Act as related to the acquisition workforce.    
Objective:  		Recommended:  Develop a tool for documenting and tracking certification and equivalency levels.   
Requirements	4(b)1	Specific educational courses from an accredited college and/or mandatory training for entry level positions and promotions to higher level positions.  
		Recommend the following requirement:  A four year degree in a business or related field from an accredited college or 24 hours of a combination of business courses to include, business law, contracting, accounting and finance and economic.    
Responsibilities	5(d)	Integrate local personnel policies for merit system principles and OPM qualifications standards for professional positions. 
References 	6(g)  	Recommend a revision to:  E.O. 12931, OFPP Policy Memorandum, dated October 13, 1994.
Definitions	7	No Comments]]></Comments>
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         </Section>
         <Section>
            <SectionTitle><![CDATA[2. Cancellation]]></SectionTitle>
            <SectionContent><![CDATA[2.   	CANCELLATION.  This Order cancels DOE O 361.1, Acquisition Career Development 
Program, dated 11-10-99.  Cancellation of an Order does not, by itself, modify or 
otherwise affect any contractual obligation to comply with the Order.  Cancelled Orders 
that are incorporated by reference in a contract remain in effect until the contract is 
modified to delete the references to the requirements in the cancelled Orders.

]]></SectionContent>
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               <OrganizationName><![CDATA[Headquarters HG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters LM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters MBE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NTEU]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OPI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PC-1]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters RW]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Honeywell FM&T (Kansas City Plant)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL - NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL-ICP-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kaiser-Hill Company, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kansas City Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Berkeley Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Livermore National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Livermore Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[NA Service Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Energy Technology Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Renewable Energy Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Nevada Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oakland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of Energy Assurance]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of River Protection]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Ohio Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[OSTI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pacific Northwest National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pantex Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Portsmouth Paducah Project Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Princeton Plasma Physics Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Richland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Rocky Flats Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia National Laboratories]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River EM Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southeastern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southwestern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Linear Accelerator Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Thomas Jefferson National Accelerator Facility]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[University of California]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc (SRS)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc. (Nevada)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[West Valley Demonstration Project]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Western Area Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp.]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp. for SR-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[WIPP]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (BWXT)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (WSI)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 Site Office]]></OrganizationName>
            </Organization>
         </Section>
         <Section>
            <SectionTitle><![CDATA[3. Applicability]]></SectionTitle>
            <SectionContent><![CDATA[3.		APPLICABILITY.

a. 	DOE Elements.  Except for the exclusions in paragraph 3c, this Order applies to 
all DOE elements, including NNSA elements (see Attachment 9).

b. 	Contractors.  The requirements of this Order do not apply to DOE/NNSA 
contractors.

c.   	Exclusions.  This Order does not apply to the Bonneville Power Administration. 
Waivers to certification requirements set forth in this Order must be obtained in 
accordance with the applicable program module.

]]></SectionContent>
            <Organization>
               <OrganizationName><![CDATA[Ames Labortatory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Argonne National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Associate Manager for Science & Technology, Richland]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Hanford]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Nevada]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Berkeley Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bonneville Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Brookhaven National  Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[BWXT Pantex, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Area Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[CH2MHill]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Chicago Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Critique]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Departmental Representatives Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Directives Management Team]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[DynMcDermott Petroleum Operations]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fermi National Accelerator Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fernald]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fluor Hanford Inc]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Golden Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Grand Junction]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CIO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CR]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters ED]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EH]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EIA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters FE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters GC]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Richard Farman]]></SourceUsername>
                  <SourceTitle><![CDATA[GC DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Headquarters GC]]></SourceSite>
               </Source>
               <Comments><![CDATA[

Subject Matter Expert laura.fullerton@hq.doe.gov
Paragraph 3.c. states that approvals for waivers to certification requirements are provided in the program modules, but I could not find waiver approval authority in Attachment 7 for contracting officer representatives.  Legal CORs, required under 10 CFR Part 719, should not be required to satisfy the training requirement for 24 hours every 2 years, once they have completed the original COR training.

]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Not Accepted]]></ResponseLevel>
                  <ResponseContent><![CDATA[Comment not considered major; does not hamper or preclude accomplishment of policy objectives or mission.  See DOE O 541.1.]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters HG]]></OrganizationName>
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               <OrganizationName><![CDATA[Headquarters IG]]></OrganizationName>
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            <Organization>
               <OrganizationName><![CDATA[Headquarters IN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters LM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters MBE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NTEU]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OPI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PC-1]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters RW]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Honeywell FM&T (Kansas City Plant)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL - NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL-ICP-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kaiser-Hill Company, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kansas City Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Berkeley Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Livermore National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Livermore Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[NA Service Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Energy Technology Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Renewable Energy Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Nevada Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oakland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of Energy Assurance]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of River Protection]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Ohio Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[OSTI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pacific Northwest National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pantex Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Portsmouth Paducah Project Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Princeton Plasma Physics Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Richland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Rocky Flats Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia National Laboratories]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River EM Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Savannah River Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southeastern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Southwestern Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Linear Accelerator Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Stanford Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Thomas Jefferson National Accelerator Facility]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[University of California]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc (SRS)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Wackenhut Services Inc. (Nevada)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[West Valley Demonstration Project]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Western Area Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp.]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Westinghouse Savannah River Corp. for SR-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[WIPP]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (BWXT)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 (WSI)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Y-12 Site Office]]></OrganizationName>
            </Organization>
         </Section>
         <Section>
            <SectionTitle><![CDATA[4. Requirements]]></SectionTitle>
            <SectionContent><![CDATA[4.	REQUIREMENTS.

a. 	The qualification requirements must be applied as indicated in the appropriate 
program module.  (See Attachments 1 through 8.)

b. 	The "core curriculum" must contain the following elements:

(1)	specific accredited courses, which must be passed before employees are 
eligible for higher level certification, and

(2)	a mechanism to ensure completion of core courses in a logical sequence so 
that the appropriate level of knowledge is available for performance at a 
particular level and so that later courses can build on the knowledge 
gained in earlier offerings.

c. 	DOE and NNSA core courses required for certification at each level in each 
functional area are indicated in the appropriate program module.  (See 
Attachments 1 through 8.)
d. 	Priority for training spaces must be given to employees in the following order:

(1)	employees in positions for which the training is required by law,

(2)	employees in positions for which the training is established as mandatory 
by this Order and who need the training to qualify for the positions they 
currently occupy,

(3)	employees who need the training to become eligible for the next higher 
career level and who have completed mandatory training for the positions 
they currently occupy,

(4)	employees who are training for new assignments,

(5)	employees for whom the training requirement is "desired/elective," and

(6)	employees who are not required to attend the training.

e.	DOE/NNSA must provide for the present by ensuring that the existing workforce 
has the training and experience needed, both to remain current in a dynamic 
acquisition profession and to prepare for leadership roles in the future.  
Accordingly, heads of contracting activities (HCAs) should ensure that existing 
acquisition staff and managers receive "refresher" training as needed to comply 
with this Order and to keep current on emerging acquisition requirements, 
policies, issues, and techniques.  This may include, but is not limited to, DOE-
sponsored training and management/executive seminars, special jobs and/or 
professional association-related projects, and/or participation in 
seminars/workshops, or other appropriate developmental assignments.
 
f.  	To maintain currency of knowledge and skills, individuals in the acquisition 
workforce who have satisfied the mandatory training requirements will obtain 
continuous learning (CL)/continuing education (CE) as specified in each program 
module.  (See Attachments 1 through 7.)  Guidance on CL/CE is contained in 
Attachment 8.

g.	A specific certification path has been established for each position, including 
training and experience, which the incumbent must meet for that career level (i.e., 
Level I, II, III, or IV).

h.	Each Federal agency's "certifications" are currently limited to that Agency itself; 
for example, a Level III certification at DOE or NNSA will not automatically 
result in a Level III certification outside DOE or NNSA.  In reaching decisions as 
to the appropriate career level for an individual, each Agency will review the 
individual employee's education, training profile, and experience and may or may 
not reach the same conclusions as other Agencies as to the use of experience or 
alternative courses in lieu of core courses.

i.  	All acquisition workforce members must meet all requirements for certification at 
their current levels before being assigned to positions requiring the next higher 
level of certification.  For example, an employee at the GS-7 level, a Level I 
position under the Contracting and Purchasing Career Development (CPCD) 
(contracting) Program, cannot be promoted to GS-9, a Level II position, without 
having completed the certification requirements for Level I.

	j.   	If a potential assignee to a vacant position in the next higher level has not met the 
requirements for certification at the next higher level, the HCA has a specified 
amount of time (see individual program modules) to qualify him or her to meet 
the requirements or justify a waiver from this requirement.  For example, under 
the CPCD (contracting) Program, a GS-7 (Level I) promoted to GS-9 (Level II) 
has 18 months to complete all Level II requirements.

	k.  	An individual certified at a particular level retains that certification regardless of 
any new requirements made effective thereafter unless Congress enacts a statutory 
requirement for a new education or training standard and designates it as 
"continuing education and training."  Individuals must complete a requirement of 
this kind within 36 months.  Failure to complete new requirements, or to justify a 
waiver, will result in loss of certification.

	l.  	Requests for waivers to the certification requirements must be in writing and must 
describe how disapproval would affect the organization and the course of action 
being taken to rectify the situation.  All requests for waivers must be sent to the 
career manager identified in the appropriate program module.

m.	Normal pathways for career progression include both vertical and lateral 
movement.  Lateral movement within and between career fields is highly 
encouraged, primarily at the intermediate level, to broaden the experience base of 
the individual.  This can be done through rotational assignments.

(1)	Multispecialty experience for most upper-level positions is desirable and 
is particularly important for those who strive for senior-level and other key 
acquisition positions.  To obtain this experience, the individual should 
strive to get work assignments and training in more than one of the 
functional areas of acquisition.

(a)	In addition to multispecialty experience, a mixture of operational 
and staff experience will strengthen an individual's competitive 
position when seeking high-level positions in acquisition career 
fields.
(b)	Operations and field offices are encouraged to provide 
multispecialty experience through structured programs necessary 
for career progression to the most senior acquisition positions.
(2)	Further, experience in industry to gain a perspective on contracting in the 
private sector, to share lessons learned, and to bring back best practices is 
highly desirable.  These opportunities are available through the ACD DOE 
"Masters" and Top XX Programs.

n.	Completion of mandatory training by fulfillment generally occurs in one of three 
ways:  an employee is at a career level above the level at which the training is 
mandatory, an employee has been at the full performance level of a career field 
for a substantial period of time and is performing at a more-than-satisfactory 
level, or an employee has received training equivalent to that required by the core 
curriculum.

(1)	If, given one of these situations, the HCA and the employee believe that 
the employee does not need to attend the mandatory course, the HCA must 
petition the appropriate career manager at DOE/NNSA Headquarters, in 
writing, for course completion by fulfillment, detailing the rationale for 
the request.
(2)	If the career manager concurs, the cognizant HCA will be so notified.

o.	A necessary component of any comprehensive career development program is an 
institutionalized process of individualized career development training.  
Individual development plans (IDPs) should be updated periodically to ensure 
accuracy and currency.  The following voluntary activities should be considered 
in formulating a comprehensive IDP.

(1)	Work and Developmental Activities.  The work and developmental 
requirements listed in each program module consist of a range of 
activities.  The duration of these work and developmental activities ranges 
from 1 to 3 years.  Acquisition professionals and their supervisors should 
plan and coordinate these assignments in the IDP to ensure timely 
progression to higher levels of certification.

(2)	Rotational Assignments.  Rotational assignments are a valuable source of 
experience and opportunity for growth.  They allow employees to 
demonstrate their ability to apply course knowledge and skills through  
on-the-job performance, indicating that they have achieved the desired 
level of proficiency.  In addition, rotational assignments promote a    
cross-disciplinary approach to acquisition, in that way enhancing 
employees' appreciation of how the various functions contribute to the 
acquisition process.  These assignments are intended to assist acquisition 
professionals in completing work and developmental activity requirements 
and in acquiring a greater depth and breadth of experience inside and 
outside of DOE/NNSA and the Federal Government.

(3)	Mentoring.  Mentoring is a structured agreement, either formal or 
informal, between two individuals outside the normal 
employee/supervisory relationship wherein the "mentor" provides 
assistance to the participant (protg) in his/her career development 
planning process.  Mentoring can provide valuable coaching and feedback 
regarding career plans and choices.

(4) 	Professional Associations.  Membership in professional associations 
allows the acquisition professional to keep abreast of current topics and 
trends important to job performance and can provide opportunities for an 
exchange of knowledge, experiences, information, and ideas on a variety 
of issues.  Professional associations can also provide the acquisition 
professional with sources of conferences, seminars, workshops,         
video-telecasts, printed literature, research, databases, training, and other 
valuable career development information and opportunities.  In addition, 
professional associations enable employees to meet others who have 
similar interests and careers and facilitates networking opportunities.

p. 	Managers and employees must grow to keep pace with the Department's 
aggressive pursuit of reengineering and redesign, its evolving mission needs, and 
its ever-changing budgets and staff resources.  In addition, as the role of the 
acquisition professional evolves, DOE acquisition managers and their staffs need 
to provide the strategic business advice and consultation needed to support their 
customers, including increasing their knowledge in the acquisition of 
commodities and services not previously required.  If the skills and capabilities of 
the DOE/NNSA workforce do not match the acquisition needs of DOE/NNSA 
customers, the DOE/NNSA mission may be jeopardized.

]]></SectionContent>
            <Organization>
               <OrganizationName><![CDATA[Ames Labortatory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Argonne National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Associate Manager for Science & Technology, Richland]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Hanford]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bechtel Nevada]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Berkeley Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Bonneville Power Administration]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Brookhaven National  Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[BWXT Pantex, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Area Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Carlsbad Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[CH2MHill]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Chicago Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Critique]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Departmental Representatives Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Directives Management Team]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[DynMcDermott Petroleum Operations]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fermi National Accelerator Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fernald]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Fluor Hanford Inc]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Golden Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Grand Junction]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CIO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters CR]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters ED]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EH]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EIA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters FE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters GC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters HG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IG]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters IN]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters LM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters MBE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NA]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Diane Gillis]]></SourceUsername>
                  <SourceTitle><![CDATA[NA Directives Point of Contact]]></SourceTitle>
                  <SourceSite><![CDATA[Headquarters NA]]></SourceSite>
               </Source>
               <Comments><![CDATA[Comment:  Section 4(d): Training should remain consistent with current processes, which currently is registration through POWER. (Los Alamos/Griego - SME/Ledoux)

Comment:  Section 4(h): The statement, "each Agency will review the individual employee's education, training profile, and experience and may or may not reach the same conclusion as other Agencies as to the use of experience or alternative courses in lieu of core courses" seems to show major disconnect here. Again, how can someone evaluating an individual that has no understanding about the capability, personality, attitude, and knowledge of an individual be responsible for determining the mandatory career course an individual must take?  Who will do this, and what process will be used is still undetermined and not formalized. (Los Alamos/Griego - SME/Ledoux)

Comment:  Section 4(i):  The order mentions that an employee cannot be promoted without having completed the certification requirements. However, if the requirements have not been fulfilled because of a lack of funding, the candidate should not be held liable. Also, how is personnel performance being discounted by this process proposed? (Los Alamos/Griego - SME/Ledoux)

Comment:  Hamper efficient performance:  The Project Director’s Supervisor should interview and certify level 1, 2 & 3 Project Directors.  Over 91% of all the Project Directors fall in this category. The DOE would not be efficient if all the Project Directors’ applications and level 3 interviews had to be reviewed and performed by the Director of OECM and the NNSA Administrator.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper mission accomplishment and efficient performance:  A formal mentoring program for 6 months would affect mission accomplishment and efficient performance.  For example:  if a site does not have a level 4 Project Director, the DOE would have to assign a level 3 Project Director to another office to fulfill this mentoring requirement.  Thus projects under the level 3 PD would fail and the DOE would have to pay perdiam for 3 months for the mentorship duration.  There are other ways to provide mentoring without having a formal mentoring program such as, weekly Project Directors meetings, lessons learned, workshops, etc. These methods are substantially more efficient and won’t impact the mission.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper efficient performance:  Updates to the project directors’ profiles should be accomplished annually in lieu of quarterly.  This change would be consistent with sections 3.b.(7) & (8) and reduce the expense of reporting by 3 fold.  (Sandia/Martinez - SME/McFadden)

Comment:   Hamper efficient performance:  Currently, NNSA uses the DOE POWER to accumulate and maintain training records.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper compliance:  NNSA only allows a reimbursement for professional testing up to $350 per CFO memorandum date 6/3/03.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper efficient performance.  Additional training would be very expensive when the project directors already have the required knowledge, skills, and abilities from previous training and experiences. The DOE needs to allow the option for a project director to describe equivalent KSA experience and training in lieu of section 5 training.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper efficient performance.  For each Project Director to take an 80-hour Project Management Systems and Practices in DOE would be very expensive and would not be warranted.  Suggest a 24-hour course would be sufficient for those that do not have DOE Project Management experience. The course should be waived altogether for those that have DOE Project Management experience.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper mission and efficient performance:  The requirement for one year experience with an A/E firm or an M&O contractor to obtain level 2 certification and one year experience with a Headquarters Program office to obtain level 4 certification is not justified and very expensive. For staff to be detailed for one to two year duration would impact their assigned projects and cost the government their salary for little benefit. (Sandia/Martinez - SME/McFadden) 

Comment:  Hamper efficient performance:  The requirement to have one year experience as a COR before achieving level 3 certification should be removed. This would require each one of sites project directors to become a COR. This is not an efficient way of managing the M&O contract.  (Sandia/Martinez - SME/McFadden) 

Comment:  Hamper efficient performance:  Continuing education requirement should be consistent with PMI requirement of 60 hours every 3 years.  The requirement to consolidate the 60 hours in 2 years would be very costly and the funding is not available to provide 30 hours of Project Management training for every employee each year.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper efficient performance:  To require existing project directors to perform certification interviews with the Director of OECM and NNSA Administration is not an efficient use of tight resources. For example, I have a project director who has been managing a MSA for over eight years and has had many meetings with OECM and the NNSA Administrator on a regular basis.  To require this individual to perform an additional interview would not add value to the project and would add cost to the system.  (Sandia/Martinez - SME/McFadden)

Comment:  Hamper efficient performance:  NNSA does not participate in a 360-degree performance system.  To implement such a system would be costly and time consuming. (Sandia/Martinez - SME/McFadden)

Comment: Page 5, Para 4, "REQUIREMENTS," Subparagraph "n" --  Completion of Mandatory Training occurs in one of three ways:  "an employee is at a career level above the level at which the training is mandatory."  Please clarify the intent by inserting an example (i.e.,).  Not clear when this scenario would take place or apply.  Does it mean someone who is a GS-15 but has not had the training required at the GS-12 level?  (Service Center/Bolivar - SME/Loschke)

Comment: Page 6, Paragraph 4, "REQUIREMENTS," Subparagraph "p," 4th line - Insert NNSA after DOE. (i.e., DOE/NNSA).  (Service Center/Bolivar - SME/Loschke)]]></Comments>
               <Response>
                  <ResponseLevel><![CDATA[Not Accepted]]></ResponseLevel>
                  <ResponseContent><![CDATA[Comment on paragraph 4(h): comment not considered major; does not preclude or hamper accomplishment of agency objectives or missions.  Comment not accepted.  This comment suggests a misunderstanding of the referenced statement.  While DOE may certify an individual to Level 3, for example, based on education, training and experience, DOE cannot require that any other agency accept the certificate or the education, training, or experience.  DOE has no authority to do so, and there currently is no government-wide standard for certification.  Each agency will review an applicant to their agency and reach their own conclusions as to what level, if any, the individual will be certified to under that Agency's program.  Comment on paragraph 4.(i): comment not considered major; does not preclude or hamper accomplishment of policy objectives or missions.  comment accepted with modification.  If funding is not available for the individual to meet the requirements, the individual should not be held liable, and there are mechanisms available to address this.  However, with the abundance of on-line training available, as well as equivalency courses, obtaining required training should not be a problem.  Obtaining certification is a performance matter, in that it is required.  Comment on paragraph n, REQUIREMENTS, comment accepted.  An example will be inserted as follows 'i.e., If a person is in a Level III position and has been performing satisfactorily, and can demonstrate that they have the competencies required at Level III, they can apply to obtain certification based on experience, rather than take a particular course or courses.
Comment on paragraph 4, accepted.
All other comments refer to Attachment 4.  On June 13, 2003, the Deputy Secretary approved Attachment 4, Project Management Career Development Program, and it was included in the Order.  Since the PMCDP module was so recently approved by the Deputy Secretary, substantive changes to it at this time would not be appropriate, and the Acting Director, Office of Management, Budget and Evaluation/Acting Chief Financial Officer has directed that comments received on the September 13, 2003 version of Attachment 4 will not be considered at this time, and the text of Attachment 4, as approved by the Deputy Secretary on June 13, 2003, will remain in effect and unchanged (See <a href='http://www.directives.doe.gov/pdfs/revcom/o361comm-eligibility.html'>Mr. Campbell's memo</a>).  Your comments on Attachment 4 will be considered for inclusion in any future iterations of the Order.]]></ResponseContent>
               </Response>
               <Concurrence><![CDATA[Concur/No Comment]]></Concurrence>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters NTEU]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OA]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters OPI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PC-1]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters PO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters RW]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Headquarters SO]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Honeywell FM&T (Kansas City Plant)]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Idaho Operations Office-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL - NE]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[INL-ICP-EM]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kaiser-Hill Company, LLC]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Kansas City Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Berkeley Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Lawrence Livermore National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Livermore Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Los Alamos Site Office]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Myra Garcia-Pena]]></SourceUsername>
                  <SourceTitle><![CDATA[LASO DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Los Alamos Site Office]]></SourceSite>
               </Source>
               <Comments><![CDATA[

Subject Matter Expert hledoux@doeal.gov
Section 4(d):  Training should remain consistent with current processes, which currently is registration through POWER.      

Section 4(h):  The statement, "each Agency will review the individual employee's education, training profile, and experience and may or may not reach the same conclusion as other Agencies as to the use of experience or alternative courses in lieu of core courses" seems to show major disconnect here.  Again, how can someone evaluating an individual that has no understanding about the capability, personality, attitude, and knowledge of an individual be responsible for determining the mandatory career course an individual must take?  Who will do this, and what process will be used is still undetermined and not formalized.       

Section 4(i):  The order mentions that an employee cannot be promoted without having completed the certification requirements.  However, if the requirements have not been fulfilled because of a lack of funding, the candidate should not be held liable.  Also, how is personnel performance being discounted by this process proposed?

]]></Comments>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[NA Service Center]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Energy Technology Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[National Renewable Energy Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Nevada Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oak Ridge Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Oakland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of Energy Assurance]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Office of River Protection]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Ohio Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[OSTI]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pacific Northwest National Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Pantex Site Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Portsmouth Paducah Project Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Princeton Plasma Physics Laboratory]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Richland Operations Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Rocky Flats Field Office]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia National Laboratories]]></OrganizationName>
            </Organization>
            <Organization>
               <OrganizationName><![CDATA[Sandia Site Office]]></OrganizationName>
               <Source>
                  <SourceUsername><![CDATA[Bernadette Martinez]]></SourceUsername>
                  <SourceTitle><![CDATA[SSO DPC]]></SourceTitle>
                  <SourceSite><![CDATA[Sandia Site Office]]></SourceSite>
               </Source>
               <Comments><![CDATA[Subject Matter Expert mmcfadden@doe.gov
Hamper efficient performance:  The Project Director’s Supervisor should interview and certify level 1, 2 & 3 Project Director’s.  Over 91% of all the Project Directors fall in this category.  The DOE would not be efficient if all the Project Directors’ applications and level 3 interviews had to be reviewed and performed by the Director of OECM and the NNSA Administrator.

Hamper mission accomplishment and efficient performance:  A formal mentoring program for 6 months would effect mission accomplishment and efficient performance.  For example: if a site does not have a level 4 Project Director, the DOE would have to assign a level 3 Project Director to another office to fulfill this mentoring requirement.  This projects under the level 3 PD would fail and the DOE would have to pay perdiam for 3 months for the mentorship duration.  There are other ways to provide mentoring without having a formal mentoring program such as, weekly Project Directors meetings, lessons learned, workshops, etc.  These methods are substantially more efficient and won’t impact the mission.

Hamper efficient performance:  Updates to the project directors’ profiles should be accomplished annually in lieu of quarterly.  This change would be consistent with sections 3.b.(7) & (8) and reduce the expense of reporting by 3 fold.

Hamper efficient performance:  Currently, NNSA uses the DOE POWER to accumulate and maintain training records.

Hamper compliance:  NNSA only allows a reimbursement for professional testing up to $350 per CFO memorandum date 6/3/03.

Hamper efficient performance.  Additional training would be very expensive when the project directors already have the required knowledge, skills, and abilities from previous training and experiences.  The DOE needs to allow the option for a project director to describe equivalent KSA experience and training in lieu of section 5 training.

Hamper efficient performance.  For each Project Director to take an 80-hour Project Management Systems and Practices in DOE would be very expensive and would not be warranted.  I would suggest a 24-hour course would be sufficient for those that do not have DOE Project Management experience.  The course should be waived altogether for those that have DOE Project Management experience.

Hamper mission and efficient performance:  The requirement for one year experience with an A/E firm or an M&O contractor to obtain level 2 certification and one year experience with a Headquarters Program office to obtain level 4 certification is not justified and very expensive.  For my staff to be detailed for one to two year duration would impact their assigned projects and cost the government their salary for little benefit.

Hamper efficient performance:  The requirement to have one year experience as a COR before achieving level 3 certification should be removed.  This would require each one of sites project directors to become a COR.  This is not an efficient way of managing the M&O contract

Hamper efficient performance:  Continuing education requirement should be consistent with PMI requirement of 60 hours every 3 years.  The requirement to consolidate the 60 hours in 2 years would be very costly and the funding is not available to provide 30 hours of Project Management training for every employee each year. 

Hamper efficient performance:  To require existing project directors to perfor