Multiple Award Contracts

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(No Transcript)
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Multiple Award Contracts
Breakout Session 1206 Providing Value to
Government Agencies with Diverse Contractor
Environments Date Wednesday, April 8 Time
1130 100 PM
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Agenda

• Introduction of Panelists
• Trends and Current Environment
• Challenges in the Current Environment
• Lessons Learned from Panelist Organizations
• Q A

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Panelists

• Stephanie Ambrose, Moderator
• Vice President, CGI Federal
• Tim Farris
• Director, Headquarters Procurement Operations
  Division, Environmental Protection Agency
• Mercedes Carmela Fitchett
• - CASS Program Manager, Defense Business Systems
  Acquisition Executive, DoD/Business
  Transformation Agency
• Jan Frye
• - Deputy Assistant Secretary, Office of
  Acquisition and Logistics
• Department of Veterans Affairs

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Environmental Protection Agency

• Tim Farris
• Director, Headquarters Procurement Operations
  Division, Environmental Protection Agency

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Multiple Award Contracting at EPA

• Why have we done this?
• Invisible Hand of Adam Smith
• Capacity
• Conflicts of Interest
• Flexibility
• FAR Part 16.5

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Multiple Award Contracting at EPA

• ITS-BISS
• Information Technology Solutions - Business
  Information Strategy Support
• Two Contracts, 1 Large, 1 Small
• Compete Head-to-Head
• 30 million x 5 Years

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Multiple Award Contracting at EPA

• SES3
• Software Engineering and SpecializedScientific
  Support
• 5 BPAs, 4 Large, 1 Small
• Compete Head-to-Head
• 2,450,000 Labor Hour Ceiling each for 5 Years

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Business Transformation Agency, U.S. Department
of Defense
Mercedes Carmela FitchettProgram Manager,
Cross Agency Support Services (CASS) IDIQ
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BTA Mission
Develop, operate, and drive successful
implementation of Business Enterprise Solutions
for the Warfighter
Accomplished Through

• Transformation and Innovation
• Transitioning proven systems to sustainment
• A Trained, Agile and Ready Workforce Skilled,
  Motivated, Ethical, Diverse

Rapid Acquisition On Schedule On Cost
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BTA Programs
PEO Enterprise Personnel - Defense Integrated
Manpower Human Resources System
(DIMHRS) PEO Enterprise Finance - Business
Enterprise Information Service (BEIS) - Defense
Agencies Initiative (DAI) - Enterprise Funds
Distribution (EFD) - Federal Voting Assistance
Program (FVAP) - Intragovernmental Transactions
(IGT/IVAN) Direct Reporting Program
Managers - Defense Travel System (DTS) - Global
Exchange (GEX)

• PEO Enterprise Sourcing
• - Capitalized Asset Management System Military
• Equipment (CAMS-ME) 
• - Central Contractor Registration (CCR)
• - Contractor Performance Assessment and
  Reporting System (CPARS)
• - Defense Information Security System (DISS)
• - DoD Electronic Mall (DoD EMALL)
• - Electronic Data Access (EDA)
• - Electronic Subcontract Reporting System (eSRS)
• - Federal Agency Registration (FedReg)
• - Federal Procurement Data System Next
  Generation
• (FPDS-NG)
• - Foreign Military Sales (FMS) Management System
• - Item Unique Identification (IUID)
• - Joint Contingency Contracting System (JCCS) 
• - Online Representations and Certifications
  Application
• (ORCA)
• - Past Performance Information Retrieval System
  (PPIRS)

LEGEND Current Programs New Programs Departing
programs
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CURRENT OPERATIONAL ENVIRONMENT
Excess costs
Extensive Contractor Tail
Changing Requirements
Inefficient Processes
Component Centric
Manpower Intensive
Not Intuitive
Hard to Use
Undisciplined
Stove Piped Systems
FRAGMENTED
FORCE FLOW REQUIREMENTS
Confusing
Stovepiped
Complex
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TRANSFORMATIONAL VISION ADVANTAGES TO THE
WARFIGHTER
Cost Savings
Collaborative Schedule
Responsive to Change
Optimized Execution
Audit Trail
Operator Focused
Intuitive
Single Reqmts Web Portal
Simple Input
Simple Faster Execution
Synchronized Complexity
Integrated Operational Environment
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Cross Agency Support Services IDIQ
Mission The mission of the CASS Acquisition
Vehicle is to support BTA in guiding the
transformation of business operations throughout
the Department of Defense and to deliver
Enterprise-level capabilities that align to
warfighter needs. Vision The CASS Acquisition
Vehicle will be recognized by BTA Staff as a key
tool in their ability to drive and accelerate
improvements to business operations across the
Department of Defense. We will seek to establish
a strong partnership amongst the CASS key
stakeholders the requiring office, ITEC 4, and
the CASS contractors. Because BTA does not have
Procurement Authority, a strong relationship with
our contracting agency ITEC 4 is key to Task
Order execution.
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CASS Overview

• Three five-year Indefinite Delivery Indefinite
  Quantity (IDIQ) Lines of Business (LoBs) that
  provides a pre-competed pool of contractors for
  BTA.
• Independent Verification Validation (IVV)
• Ceiling of 17.5 million
• Thought Leadership/Change Management (TL/CM)
• Ceiling of 260 million
• Support Services (SS)
• Ceiling of 300 million

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IVV Contracts

• IVV has four contractors (small business
  set-aside)
• The Corbin Company
• Exalt Consulting Group
• Expertech Solutions, Inc.
• Technical Project Engineering (TAPE), LLC
• Services include
• Independent verification and assessment,
• Validation of acquisition strategy and approach,
• Assessment of program milestones and metrics, and
• Other types of independent quality checks and
  analysis via modeling simulation to reduce the
  risk associated with large-scale projects.

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TL/CM Contracts

• Six contractors Bearing Point, Booz Allen
  Hamilton, CACI, Deloitte Consulting, IBM and LMI
• Thought Leadership (TL) services include meeting
  BTA mission objectives in
• Personnel visibility
• Acquisition visibility
• Supply chain visibility
• Real property
• Financial visibility
• Change Management (CM) services focus on tactical
  guidance, change programs, training and measuring
  program effectiveness.

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Support Services Contracts

• Support Services (SS) has three contractors
  (small business set-aside)
• CPS Professional Services
• Data Networks Corporation
• McKean Defense Group
• Support Services include the following
• Administrative Services, Communications Services,
  Human Capital Support (HR), Financial Services,
  Acquisition Support, and External Liaison.

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Internal CASS One Stop Shop

• Key Strategic Communication Tool for BTA Staff
• Accessible via the main BTA Portal for all of BTA
  staff.
• Will be moving to DKO where access may be granted
  to the contractors.
• Includes background and key information
• Statement of Objectives (SOO) for each LoB
• Requirement must fall under the scope of the SOO
  in order to use CASS
• Requirements Package Checklist and Templates
• Checklist, user friendly templates instructions
• Contractor Profiles and Partner Lists

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External BTA Website

• Strategic Communication Tool for the Prime
  Contractors and Public
• Placement of Industry Day presentations
• CASS Fact Sheet
• Basic background on the lines of business
• Lists each of the prime contractors
• Provides POCs at each contact information for
  interested teaming partners to approach

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LESSONS LEARNED

• Establishment of templates, standard operating
  procedures, and checklists clarifies the process
  for the requiring offices and our partner
  contracting agency
• Requirements definition and planning are
  essential
• Evaluation criteria should be minimal and
  directly address what is important
• BTA uses a variety of acquisition vehicles other
  than CASS -- BTA will continue to use Full and
  Open Competition, GSA Schedule, etc. for some of
  its work.
• Thorough debrief process at the Basic Contract
  Award level may have been key to the lack of
  protests will also provide debriefs for TOs
  greater than 10 million.

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U.S. Department of Veterans Affairs
To care for himwho shall have borne the
battleand for his widow, and his
orphan --Abraham Lincoln
Jan R. Frye Deputy Assistant Secretary for
Acquisition and Logistics
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VA Profile

• Largest Civilian Cabinet Department
• 284,000 employees 130,000 volunteers
• FY 2009 Budget 98.3 Billion
• 15 Billion annual acquisitions (FY 2008)
• Largest Integrated Health Care System in the Free
  World
• 24.8 million Veterans 39.1 Family Members

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VA Organization

• Veterans Health Administration
• Veterans Benefits Administration
• National Cemetery Administration
• Staff Offices

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ADAS for Acquisition and Logistics Programs and
Policy

• Ensures VA compliance with acquisition laws and
  regulations
• VAs acquisition career management program
• Contracting Officer Certification Program
• Acquisition reviews of major contracts
• OMB Circular A-123 acquisition reviews

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ADAS for Finance, Logistics and Business Services

• Full range of financial services in administering
  VAs Supply Fund
• Human Resources Liaison
• Information Technology Liaison
• Transportation
• Publications

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ADAS for Acquisition

• Center for Acquisition Innovation, Austin, TX
  Frederick, MD Washington, DC
• National Acquisition Center, Hines, IL
• Technology Acquisition Center, Eatontown, NJ

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VA Acquisition Academy

• The Acquisition Internship School
• The Professional Contracting School
• The Program Management School
• Acquisition Corps Development

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Trends and Current Environment

• Due to recent legislation and the rise of
  multi-sourcing as an industry best practice many
  agencies are implementing agency specific
  Multiple Award Contracts (MAC)
• Increase in agencies now favoring their own IDIQ
  MACs
• New Administration
• Stimulus
• Competition
• Speed
• Transparency

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Trends and Current Environment Industry
Perspective

• Agency MACs are often seen as Must Wins by
  industry bidders that are invested in an agency
• Expensive to win and expensive to bid task orders
• Concern about task order protests

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Challenges

• Selecting the appropriate number of awardees to
  streamline procurement timelines and keep
  administrative costs low
• Understanding what makes a successful
  agency/industry partnership
• Incorporating small businesses into the MAC
  environment
• Increased scrutiny from Congress on open
  competition and spending transparency
• Agency Expectations
• Preferred use of Firm Fixed Price
• Acquisition workforce

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Lessons Learned

• Best practices and lessons learned to spotlight
  model approaches for conducting MACs
• Skills required of both industry and government 
  managers to launch and manage effective MACs
• Ways to effectively structure quick successful
  MAC competition

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Q A