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FOREST SERVICE HANDBOOK
OGDEN, UTAH
FSH 2409.15 - TIMBER SALE ADMINISTRATION HANDBOOK
Region 4 Supplement No. 2409.15-97-1
Effective October 1, 1997
POSTING NOTICE: Supplements are numbered consecutively by Handbook number and calendar year. Post by document name. Remove entire document and replace with this supplement. Retain this transmittal as the first page of this document. The last supplement to this Handbook was Supplement 2409.15-94-2 to 2409.15,10.
This supplement supersedes Supplement 2409.15-94-2 to 2409.15,10.
Document Name
2409.15,10
Digest:
Superseded New
(Number of Pages)
33 14
The direction included in section 12.1 has been developed through the coordinated effort of
Regions 1, 2, 3, and 4. This coordination was initiated by the leadership of each region under the concept of shared services. All four regions must concur on future changes to this direction.
12.1 - Describes certification process for sale administrators and others on the contract administration team in Regions 1-4.
DALE N. BOSWORTH
Regional Forester

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FSH 2409.15 - TIMBER SALE ADMINISTRATION HANDBOOK
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CHAPTER 10 - FUNDAMENTALS OF TIMBER SALE CONTRACTING
12.1 - Requirement for Regional Programs. Regions 1, 2, 3 and 4 Sale Administration
Certification Programs recognize four certification levels; the Regional Forester's Representative
(RFR), the Sale Administrator (SA), the Forest Service Representative (FSR), and the
Contracting Officer (CO).
1. Regional Forester's Representative (RFR). A Coordinator for RFRs shall be designated from each of the four Regional Offices, Timber Management. The Coordinator shall be responsible for maintaining a cadre of R1-4 RFRs, scheduling inspections, coordinating the annual workshop, maintaining records, issuing certifications, and working with the other
Coordinators.
Regional Forester's Representatives are designated in order to maintain an experienced cadre of
RFR's in Regions 1-4 who are available to travel throughout the four Regions. Regional
Forester's Representative shall be appointed from qualified Regional Office, Forest, and District
Timber Staff personnel.
Based on recommendations by the four RO Timber Program Directors, the Regional Foresters shall designate in writing those individuals needed to fill vacated RFR slots. The list of appointees shall be sent to each Forest Supervisor. The RFR cadre shall be the minimum number needed for the certification program as determined by the Coordinating RFRs. Regional
Forester's Representatives shall: a. Act as a temporary Staff Specialist for the four Regional Foresters and Forest
Supervisor to evaluate individual Forest's SA skill levels, through the examination process. Analyze the level of sale administration being practiced on the Forest.
Determine whether sale administration meets Regional Foresters' expected standards. b. Use the examination process to train the SA, Forest Timber Staff, inspection team members, and RFR trainees. One of the key roles of the RFR is to mentor RFR trainees. c. Represent the Regional Forester on Regional policy, expectations, and interpretations concerning timber sale contract administration. d. Advise the Regional Timber Director on needed change, policy, procedure, and interpretations in timber sale contract administration. e. Meet knowledge, skills and ability requirements.
(1) Certification (RFR). Each RFR must be examined by a Team with a team leader who is a designated RFR assigned by and representing a Regional Forester in
Regions 1-4. The team leader is responsible for ensuring the RFR certification team has at least one other member, examining the candidate's skills, and reporting results of the examination to the Forest and to the Regional Forester.
(2) Qualification Criteria for RFR include the following:

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(a) Expertise in management skills.
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(b) Completion of Regional or National training in timber sale contract law.
(c) Successful completion of the written Regions 1-4 sale administration certification examination (80% score minimum).
(d) An attitude of high service concept, and a conceptual knowledge of contractor costs, impacts of time delays, and company employee skill levels.
(e) Ability to achieve credibility with Forest Supervisor on the Forest being inspected and the sale administrator being examined.
(f) Meets R1-4 Regional Timber Staffs' established level for RFR skill and knowledge.
(g) Available to spend a minimum of 10 work days each year on field examinations for 3 consecutive years.
(3) Regional Forester's Representative Training and Development. Before being designated as RFR, the trainee must, as a minimum, have observed or participated on a SA certification team examination. RFR trainee should serve as team leader during a second SA certification team examination and be evaluated by another certified
RFR. Use RFR Certification Evaluation and Rating form, R4-FS-2400-60, to document the results. Rate RFR trainee as certified or reexamination. The reviewing
RFR must concur with RFR trainee and team's rating of SA. Reviewing RFR should come from a Region (1-4) outside of the RFR trainee's Region. Assign RFR trainee to a certified RFR who can mentor and help determine when trainee is ready for the exam.
(4) Skill Maintenance. To Maintain necessary skill and knowledge, RFR shall:
(a) Serve as a RFR/Team Leader or member on an SA examination annually, or conduct an SA maintenance exam annually.
(b) Attend annual RFR workshop to review certification problem areas observed in the prior field season inspections. Document Regional interpretation and contract administration problem areas and assign responsibility for resolution of these problems. Discuss improvements needed in the sale administration certification program. Prepare SA examination schedule for the next year.
(c) Attend annual R1-4 RFR meeting.
2. Sale Administrator (SA). The certified SA must successfully pass the written and field examinations. The SA is fully qualified to independently perform all aspects of on-the-ground sale administration. Various training courses are available to candidates as needed. These include a comprehensive self-study workbook for sale administrators as well as formal courses in basic sale administration, advanced sale administration (skills enhancement), and timber sale accounting. An Examination Team makes recommendations for certification.

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Page 4 of 14 a. Authority. Regional Forester delegates authority for the Examination Team. The team shall provide the Regional Forester with an evaluation of candidates and make recommendations regarding certification.
b. Objective. The objective of the Examination Team is to conduct an examination which provides a composite evaluation of the candidate's ability to satisfactorily administer or inspect timber sales. c. Composition of the Examination Team, (SA). At a minimum, the examination team must consist of an RFR, a line officer, an SO or off-District timber staff representative, and an off-District representative in a resource other than timber. The
RFR must be from a different forest and the line officer must be from a different
District. An additional person such as an RFR or SA trainee may attend as an observer. The RFR is responsible for determining team size and members for each of the exams. It is the responsibility of the Forest or Zone CO with the cooperation of the RFR to organize the certification team. The CO has the responsibility to schedule upcoming SA certification exams (full team as well as maintenance exams) with the Regional Timber Staff prior to April 1st of each year. SA exams will be scheduled at the annual RFR workshop. d. Responsibilities of the Examination Team include:
(1) Conduct objective and consistent evaluations based on the candidate's observed performance.
(2) Provide the candidate with a full evaluation of strengths and weaknesses with suggestions for improvement, when needed.
(3) Provide management (District and Forest) with feedback on strengths and weaknesses of the candidate.
(4) Provide information to management on issues and concerns which are beyond the scope and responsibility of the candidate but affect the quality of sale administration.
(5) Make recommendations to the Regional Forester for certification of qualified individuals.
3. Certification Process (SA). The process includes written examination, field review by the examination team, and a formal certification based on the results. a. Examination. Before examination, an SA candidate must have acquired the necessary minimum skills. These include: completing the Sale Administration self study book prepared by Regions 4, 5, and 6, and attending formal training in Basic
Sale Administration. The RFR responsible for sale administration certification initiates the examination process. Testing shall include both a written and a field exam as discussed below:
(1) Written examination is a test of a candidates's basic knowledge and skills. The written examination is a prerequisite to the field examination and shall be administered and graded in person by an RFR. Examinations are scheduled periodically as needed. Upon successful completion of the written examination,

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Page 5 of 14 candidates may be granted temporary certification for up to 1 year. This will give the candidate the opportunity to gain on-the-ground experience needed to prepare for the field examination. The candidate has 6 hours to complete the written exam. The written exam may be retaken if a passing grade of 70% is not received.
(2) Field examinations test the candidate's knowledge and skills as demonstrated by performance as an SA, and are designed to cover local Forest and Ranger District conditions. This is an evaluation of actual on-the-ground performance. The assigned
CO shall determine when the SA candidate has completed training and is ready for examination. The examination is of a timber sale area. A timber sale qualifying for a field exam must meet the following criteria:
(a) Contract is a 2400-6 or 2400-6T.
(b) Sale consists of multiple payments.
(c) Has cutting units where some contractual work is completed and has been accepted by the SA candidate.
(d) Purchaser is operating or recently operated in sale area. b. Results of Examination. The team's summary evaluation shall identify one of three conditions: certified, conditional, or reexamination.
(1) Certified. For a fully satisfactory evaluation, the team rating may include up to three nonsignificant items need improvement, and up to two nonsignificant items cannot rate, and the performance and effectiveness of the individual equals or exceeds the desired level. The candidate is expected to perform satisfactorily in all future assignments. A rating of needs improvement in one of the significant items
(records, payments, and control of operations) will result in a conditional certification or a reexamination.
(2) Conditionally Certified. A team evaluation indicating one significant item
(records, payments, and control of operations), and up to three other items need improvement indicate performance or effectiveness is less than the desired level.
The candidate may have up to two nonsignificant items that cannot be rated due to insufficient information at the time of the exam. The candidate probably will not consistently perform at the desired level in future assignments without strengthening these areas. The candidate must attain the desired level of performance within one year from the date of examination. Performance must be confirmed by the CO. The
CO shall notify the Forest RFR in writing as to whether the candidate has improved those identified discrepancy items to meet regional standards. A local RFR must conduct the followup examination and document the results on Follow-Up and
Maintenance Evaluation form, R4-FS-2400-62. The RFR will recommend to the
Regional Forester that the SA be fully certified, conditionally certified for a specified time period, or be reexamined by a Certification Team.
During the period of conditional certification, the candidate may independently perform sale administration duties, but specific restrictions may be placed on the individual.

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(3) Reexamination is required for a candidate with a team evaluation indicating more than one significant item and/or more than three other items need improvement
(or when any given item is so seriously deficient that it cannot be easily and readily corrected), indicating performance or effectiveness is significantly below the desired standards. The candidate cannot be expected to perform satisfactorily at the desired level without significantly strengthening the items needing improvement. A full team must determine satisfactory performance by a reexamination. c. Team Procedures. Use the following procedures:
(1) When conducting an SA examination, at least one team member should be thoroughly familiar with the field examination process.
(2) At least one team member should participate in the exit conference with the
Forest.
(3) All team members and the candidate should ride together.
(4) The host Forest should arrange accommodations to minimize travel and to keep the team together.
(5) Line officer endorsement is key to the success of the sale administration certification process. This endorsement should include active participation as a team member whenever possible.
(6) The RFR serves as the team leader and is responsible for the action of the team.
The team should strive for unanimous decisions, however when necessary the RFR has the final authority to make decisions. d. Team Orientation and Instructions. During a field examination on an active sale, the team shall analyze and evaluate the candidate's performance. As a minimum, the team must review the environmental assessment (EA), contract, sale inspections, correspondence, and delegations of authority prior to meeting with the candidate for the field inspection.
(1) As a minimum cover the following items during team orientation:
(a) Background of the sale.
(b) Field inspection process.
(c) Evaluation process, importance of identifying actual cases of deficiencies, and identifying underlying causes.
(d) Importance of candidate orientation.
(e) How to conduct critique with candidate.
(f) Importance of professionalism in sale administration.
(g) Composition of the team and assigned responsibilities.
(2) Instructions for the Team.

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(a) All team members have the responsibility and opportunity to participate in the field examination. The RFR shall coordinate, provide continuity, and keep the inspection on track.
(b) Direct questions to the candidate and let the candidate answer. Keep questions on track and headed for the stated objectives, which is candidate evaluation. Look at the overall job, but get all the essential details.
(c) Keep the team together. Avoid conducting "side" conversations which do not pertain to the inspection process. e. Candidate Orientation (15-20 minutes minimum). Before the orientation begins team members and candidate should meet in a location where there will be no interruptions. Introduce the team members and the candidate. Set the tone for the inspection (informal and open discussion, evaluate only the candidate's performance, and attempt to identify emphasis areas). The following items should be covered in orientation:
(1) Background and status of the sale administration program. Have SA map the proposed route of travel.
(2) Timeframe, for example:
0800-1400 Inspection.
1400-1500 Team Evaluation.
1500-1700 Critique with Candidate and Closure.
(3) Rating system. Give candidate a copy of the evaluation and rating form and explain the rating system.
(4) Evaluation process, including: individual rating, team rating, and critique with candidate.
(5) Rating of the SA's performance. Isolate and make analysis on items for which the SA has responsibility and delegated authority. Evaluation begins at this point.
Many of the pertinent items may be discussed while traveling. (All team members and candidate should travel together in one vehicle).
(6) Review candidate's knowledge of the sale, including: EA information, silvicultural prescription, and contract provisions.
(7) Review delegations of authority:
(a) Candidate responsibilities (total).
(b) Names and responsibilities of other contract team members.
(c) Instructions from contractual superiors and administrative superiors (extent and content).
(8) Review preparedness by asking about:

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(a) Familiarity with resource plans.
(b) Payments.
(c) Timber Sale Statement of Accounts (TSSA).
(d) Log accountability.
(e) Scaling.
(f) Use of Sale Administration Handbook.
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(1) Cover sufficient items on the evaluation and rating form to adequately evaluate candidate's performance.
(2) Review logging operation in progress. Plan inspection so operations can be seen in action if possible. Look at presale and current layout, felling, skidding, contractual work, roads, fire prevention, log accountability, safety, and work acceptance.
(3) Minimize "what if" questions, however, it may be necessary to ask some hypothetical questions to get information on how candidate would handle situations and activities that are not present at time of inspection.
(4) Examine real performance problems to determine underlying cause. g. Evaluate Candidates Knowledge, Skills, and Abilities. The key to the evaluation process is to have a clear understanding of the level of performance expected of the candidate. Consider overall effectiveness and management skills in performing the sale administration task.
During the inspection, remember that the Forest Service has a contractual obligation under certain provisions to meet the needs of the purchaser in a timely fashion and not to unnecessarily restrict operations. Likewise, the Forest Service has an administrative obligation to check the purchaser's operations for contract compliance and use contract controls to assure land management objectives and statutory requirements, as encompassed by the contract, are achieved. The SA should keep the
Forest Service Representative advised, as necessary, so action can be initiated and the purchaser informed, as appropriate.
In order to measure total effectiveness, the following items must be considered in the evaluation. Does the candidate:
(1) Understand the overall contribution the Ranger District or Forest organization should make to the administration of the sale?
(2) Understand the role of other members of the contract administration team in administering the contract, including limitation?
(3) Establish specific objectives with the support of other personnel?

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(4) Have the support of supervisor in overcoming obstacles to attain these objectives?
(5) Have a willingness to work to achieve objectives?
(6) Receive periodic feedback from superiors on progress toward accomplishing objectives?
(7) Understand and accept responsibility for decisions and actions?
(a) Is the authority and responsibility accepted as delegated?
(b) Does safety receive adequate consideration?
(c) Are responsibilities clearly defined and understood with appropriate attention given to getting results and meeting objectives?
(d) Is action initiated promptly and in perspective with established priorities?
(e) Is there a willingness to: Move ahead on work which is necessary to achieve priority goals? Think through work barriers? Risk mistakes occasionally to keep work headed toward priority goals?
(8) Plan and organize own work?
(a) Is there a clear understanding of expected end results?
(b) Are potential problems anticipated in advance and corrective action taken?
(c) Is work planned and scheduled to get results within budgeted time and with adequate coordination?
(d) Does candidate know how to obtain the assistance of technical specialists?
(9) Evaluate Facts and Make Good Decisions?
(a) When making decisions, are the facts clearly analyzed, alternatives developed, and the selected alternative shared with others, as appropriate?
(b) Is the action taken the result of a decision or default? (Is the candidate in control?)
(c) Is specific knowledge (training, instructions, and procedures) current and being applied?
(d) Does candidate know the capabilities and limitations of the logging system to be used?
(e) Are policies and procedures followed?
(f) Are judgment and common sense used in administering the contract? When and how are policies and procedures applied to specific situations?
(g) Is the contract being interpreted and used properly?

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(10) Deal Effectively With the Purchaser?
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(a) Is assistance being given with tact and courtesy, creating a positive image for the
Forest Service?
(b) Are dealings with the purchaser objective to avoid win-lose conflicts? h. Summarize the Findings. During the process of evaluating the candidate:
(1) Use the evaluation and rating form as a working tool and checklist to inspect the sale area and evaluate the candidate's performance. Circle any items the team wishes to comment on. Number the circled item for reference and make notes in the margin or on a separate sheet of paper.
(2) To evaluate, compare actual versus desired performance and identify significant discrepancies. Determine whether the discrepancies are due to a lack of skill or knowledge or a performance problem. Determine the underlying causes of problems.
Following is a list of some common "underlying causes:"
(a) Lack of direction or supervision.
(b) Lack of knowledge or training.
(c) Not using the Timber Sale Contract to achieve end results.
(d) Lack of communication with the purchaser.
(e) Being reactive rather than proactive.
(f) Taking liberties with the TSC.
(3) For candidate skill discrepancies, identify action needed and indicate how to confirm successful completion. For the management performance items, list indicators and action necessary, if any, and discuss at the exit conference. i. Make a Team Rating. After the field inspection is completed, each team member shall individually rate the candidate on all applicable items and then compare and discuss item by item and arrive at a team rating to be shared with the candidate during the critique.
(1) The major items on the Evaluation and Rating Team Summary form (R4-FS-
2400-61)shall be rated as cannot rate (CR), fully satisfactory (/), or needs improvement (0). Cannot rate applies if not enough information is available to establish a valid rating for a given item.
(2) If up to three nonsignificant items are rated "needs improvement," and two nonsignificant items cannot be rated, the candidate may be recommended for full certification.
(3) When the team rating includes up to three nonsignificant items need improvement, one significant item (records, payments, and control of operations) needs improvement, and up to two items cannot rate, the candidate may be

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Page 11 of 14 recommended for a conditional certification. Full certification may be granted after successful completion of the required followup action.
(4) When rating includes more than three nonsignificant items that need improvement, and/or more than one significant item needs improvement, or when any given item is so seriously deficient that it cannot be easily and readily corrected, a complete reexamination will be necessary by a certification team. j. Critique With Candidate. The team discussion should be positive and effective.
Prior to critique, there should be team consensus on how to conduct the conference.
All team members should participate during the critique and cover the following:
(1) Stress candidate's attributes.
(2) Identify deficiencies noted in evaluation and discuss with candidate. Mention only items identified in team evaluation. Summarize what is required for full certification if candidate is not determined to be fully certified.
(3) Notify candidate of examination results, that is; certified, conditionally certified, or needs reexamination.
(4) If conditional certification is recommended, explain the process to become fully certified. If reexamination is recommended, explain the reexamination process. SA certification certificate shall be issued when all requirements have been met.
(5) Inform candidate of possible performance problems outside candidate's control and that the situation will be discussed at the exit conference with the Forest.
(6) Solicit comments from the candidate pertaining to the team's performance and the certification program. Have team members complete RFR's Performance
Critique, form R4-FS-2400-63, in order to evaluate the performance of the RFR.
(7) Close with a summary statement. Use a positive approach, emphasizing the candidate's strong points. k. Exit Conference with Forest. In order to maximize the benefits of the examination process, the candidate and the Forest must be fully aware of the evaluation results. The team must identify any problem areas before the closeout.
The RFR and one home Forest team member must be available to discuss with the
Forest the results of the evaluation and the effectiveness of the Forest's sale administration activities in training and performance. The Forest should schedule the time and place of the exit conference and inform the RFR. Personnel attending from the Forest should include the Forest Supervisor or Deputy, the District Ranger from the candidate's unit, and the timber staff or representative. l. Documentation. The Examination Team Leader shall document the results of the inspection and exit conference by letter to the Forest Supervisor with a copy to the
Regional Forester and the Coordinating RFR. A discussion of apparent management problems or situations that may adversely affect the Forest's sale administration program should be included, along with any agreed upon solutions. The letter shall indicate the level of certification earned by the candidate and be specific regarding

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Page 12 of 14 any followup action needed to correct deficiencies. Inspection dates and names of all team members should be stated. Also include appropriate file codes to ensure letter is routed to those responsible for taking corrective action.
An Appropriate Certificate of Certification may be issued by the Responsible line officer.
4. Certification Maintenance. Performance of certified individuals must be verified by the inspection process periodically. An individual must satisfactorily pass sale certification maintenance review (R4-FS-2400-62) at the following frequencies to function as Sale
Administrator: a. Regions 1-4. Once every 3 years by RFR (must be an off-Forest RFR), and Forest or Zone CO. Document the results of the exam on form R4-FS-2400-61, and include a recommendation to the Regional Forester for full or conditional certification, or a reexamination. The SA is also required to attend an Advanced Sale Administration workshop every three years. b. Regions 5 or 6. Certified SAs from Regions 5 or 6 must complete a maintenance exam with 6 months of arrival into Regions 1-4.
5. Recertification. If an SA has been inactive in sale administration work and has not maintained certification through regular performance reviews for a period of 3 years, recertification is required. The prescribed certification process must be followed for recertification. Recertification is required for continued administration and inspection where performance was determined to be unsatisfactory and certification status was terminated. Follow the prescribed certification process for recertification.
6. Revocation. Consider revocation of an SA's certification or RFR status only when serious contract administration problems are encountered which appear to be caused by substandard performance. Certification of an SA may be revoked at any time. If an inspection of a timber sale indicates there are serious contract administration problems occurring, a
Contracting Officer or RFR can request a formal review of the SA's performance. The request for review should be sent to the Coordinating RFR in the Regional Office as well as a copy to the
Forest Supervisor. The person requesting the review should submit their request in writing along with documentation as to why they believe a review is warranted. If the RO Timber Staff agrees there is justification for a review, the Coordinating RFR assigns an RFR to conduct a formal review. The RFR assigned cannot be from the same forest as the SA being reviewed. The formal review consists of personal interviews with the SA and other members of the contracting team as well as anyone else who can provide pertinent information. Conduct an on-the-ground inspection of the timber sale along with an inspection of all contract documentation including sale records and TSSA information. After the review is completed the assigned RFR shall submit a written recommendation along with all supporting documentation to either revoke or to maintain certification to the Regional Timber Director. After review of the recommendation by the RO Timber Staff the Director shall notify the Forest Supervisor in writing as to whether the
SA's certification shall be revoked or maintained. The letter to the Forest Supervisor should also contain specific conditions which must be met if the SA is to either maintain or regain certification.
7. Certification Requirements for other than RFR and SA. (RFR and SA certification requirements are outlined in sections 1-6 of this supplement).

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Page 13 of 14 a. Timber Sale Contracting Officer (CO). CO certification requirements are outlined in FSM 2452.4, regional supplements. The Forest Supervisor shall designate in writing all Forest COs. This authority may not be redelegated. The Forest
Supervisor must review the CO list on an annual basis to determine if each person is still functioning as a CO, still performings duties at an acceptable level, and still meets minimum criteria found in FSM 2452.4 (including parent text and regional supplements). The Forest Supervisor shall document review of each CO on
Contracting Officer Certification Evaluation, form R4-FS-2400-64, and submit the form to the Regional Office RFR Coordinator annually. The Forest Supervisor has the responsibility to make sure there are competent COs operating on the Forest. b. Sale Inspector/Forest Representative (SI/FR). There is no certification process for SI/FR. Current SI/FRs in Regions 1 and 4 are in sunset positions, and may be considered and tested for Regional Forester Representative and CO as outlined in section 1. of this supplement, and regional supplements to FSM 2452.4. c. Forest Service Representative (FSR). Minimum requirements for a FSR include:
(1) Pass a R1-4 written Sale Administration Certification exam with at least a 80% score, or have served as a certified Sale Administrator within the past 5 years.
(2) Aattend a CO Workshop in Region 1-4 every other year.
(3) Attend Cibinic's Timber Sale Contract Law workshop or another Timber Sale
Contract Law course once every five years.
The Contracting Officer determines who meets the criteria for FSR. The Forest or
Zone CO designates the FSR who subsequently designates the Sale Administrator in writing (refer to FSH 2409.15, sec. 04).