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1. COMMERCIAL ENTERPRISE OMNIBUSSupport Services
2. April 13, 2012 CEOss Operations Overview 2 Workshop Agenda
3. April 13, 2012 CEOss Operations Overview 3
4. April 13, 2012 CEOss Operations Overview 4 Overview of the CEOss Business Model
ACSS Role & Responsibility
Key Business Metrics
eP2 Screen Shots
CEOss BPA Requirements
CEOss RFQ Structure
2009 Open Season Discussion Agenda
6. April 13, 2012 CEOss Operations Overview 6 Actions & Process Flow
7. April 13, 2012 CEOss Operations Overview 7 Guidance & Objectives
8. April 13, 2012 CEOss Operations Overview 8 CEOss Three Tier Process
GSA Schedules (basic contracts) already awarded competitively to individual contractors
Price already determined to be fair and reasonable at national level
Additional volume discounts
Reduced procurement lead time and overhead
Blanket Purchase Agreement (BPA) enables MCSC to tailor acquisition needs
SOWs
Agency specific special clauses/provisions
Three tier process for determining best technical qualifications and lowest cost
Contractors are initially qualified as GSA Schedule holders (technical/cost/past performance)
Open Season source selection down-selects from GSA and awards BPAs to most qualified contractors to support MCSC
Task order customers down-select from BPA teams to obtain “best value” decision/award
9. April 13, 2012 CEOss Operations Overview 9 Customer Requirements Government Customers
Operating Efficiency
Fast Cycle Time to Award
Ease of Use / Availability
Strong Vendor Base
Continuity of Work
Competition Industry Customers
Operating Efficiency
Cash Flow / Capitalization
Facilities / Resource Pool
Market Share
Continuity of Work
Dynamic Teaming
Unrestricted Relationships
Long-Term Strategies
Commercial Model
GSA Rate Schedule
Performance Driven You cannot levy unrealistic expectations where the economy does not support the performance
Skills in demand by SYSCOM are in greater demand by the commercial sector
DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve
______________________
Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.
You cannot levy unrealistic expectations where the economy does not support the performance
Skills in demand by SYSCOM are in greater demand by the commercial sector
DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve
______________________
Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.
10. April 13, 2012 CEOss Operations Overview 10 CEOss Customer Process Model
11. April 13, 2012 CEOss Operations Overview 11
12. April 13, 2012 CEOss Operations Overview 12 Current MCSC Organization
14. April 13, 2012 CEOss Operations Overview 14 ACSS Interfaces
15. April 13, 2012 CEOss Operations Overview 15 ACSS Operating Profile
16. April 13, 2012 CEOss Operations Overview 16 Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us!
Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us!
Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.
17. April 13, 2012 CEOss Operations Overview 17 CEOss Domain Competencies
18. April 13, 2012 CEOss Operations Overview 18 CEOss Domain Functional RequirementsEngineering & Scientific (ES)
19. April 13, 2012 CEOss Operations Overview 19 CEOss Domain Functional RequirementsSpecialty Engineering (SE)
20. April 13, 2012 CEOss Operations Overview 20 CEOss Domain Functional RequirementsBusiness & Analytical (BA)
21. April 13, 2012 CEOss Operations Overview 21 CEOss Domain Functional RequirementsAcquisition, Logistics & Administrative (ALA)
22. April 13, 2012 CEOss Operations Overview 22 CEOss FY08 Domain Players
23. April 13, 2012 CEOss Operations Overview 23 Specialty Engineering
24. April 13, 2012 CEOss Operations Overview 24 Engineering & Scientific
25. April 13, 2012 CEOss Operations Overview 25 Acquisition, Logistics & Administrative
26. April 13, 2012 CEOss Operations Overview 26 Business & Analytical
27. April 13, 2012 CEOss Operations Overview 27 CEOss BPA Teaming
29. April 13, 2012 CEOss Operations Overview 29 CEOss Results
30. April 13, 2012 CEOss Operations Overview 30 CEOss FY08 Volume
31. April 13, 2012 CEOss Operations Overview 31 CEOss Award Distributions
32. April 13, 2012 CEOss Operations Overview 32 CEOss FY08 Market
33. April 13, 2012 CEOss Operations Overview 33 CEOss ALA DomainBusiness Volume $92.1M invested (ytd)
38 Task Orders
32% avg bid rate
86% avg proposal score
8% avg discount rate
$90.27 avg domain rate
2% Small Business
Ave winning score of 94
3 Firms control ~86% of ALA work in FY08
34. April 13, 2012 CEOss Operations Overview 34 ALA Task Orders
35. April 13, 2012 CEOss Operations Overview 35 CEOss BA DomainBusiness Volume $17.8M Invested (ytd)
17 Task Orders
69% avg bid rate
87% avg proposal score
5% avg discount rate
$99.71 avg domain rate
0% Small Business (no SB primes in this domain)
Ave winning score of 96
2 Firms control ~98% of work effort within BA to date
36. April 13, 2012 CEOss Operations Overview 36 BA Requirements
37. April 13, 2012 CEOss Operations Overview 37 CEOss ES Domain Business Volume $103.6M Invested (ytd)
37 Task Orders
38% avg bid rate
82% avg proposal score
11% avg discount rate
$91.26 avg domain rate
1.4% Small Business
Ave winning score of 94
3 Firms control ~73% of work effort within ES to date
38. April 13, 2012 CEOss Operations Overview 38 ES Requirements
39. April 13, 2012 CEOss Operations Overview 39 CEOss SE DomainBusiness Volume $39.8M Invested (ytd)
29 Task Orders
41% avg bid rate
73% avg proposal score
10% avg discount rate
$97.23 avg domain rate
0% Small Business (no SB primes in this domain)
Ave winning score of 92
3 Firms control ~71% of work effort within SE to date
40. April 13, 2012 CEOss Operations Overview 40 SE Requirements
41. April 13, 2012 CEOss Operations Overview 41 CEOss Performance Metrics
42. April 13, 2012 CEOss Operations Overview 42
43. April 13, 2012 CEOss Operations Overview 43
46. April 13, 2012 CEOss Operations Overview 46
47. April 13, 2012 CEOss Operations Overview 47
48. April 13, 2012 CEOss Operations Overview 48
49. April 13, 2012 CEOss Operations Overview 49
50. April 13, 2012 CEOss Operations Overview 50
51. April 13, 2012 CEOss Operations Overview 51
52. April 13, 2012 CEOss Operations Overview 52 General BPA Structure GSA Schedule
Administrative Data
Authority
Description of Requirement
Statement of Work
Security Requirements
Electronic Interface
Orders
Subcontracting and Teaming Relationships
Labor Categories and Accompanying Rates
53. April 13, 2012 CEOss Operations Overview 53 General BPA Structure Rights/Guarantees
Invoicing/Billing Procedures Task Order Closeout
BPA Cancellation
Organizational Conflicts of Interest and Non-Disclosure Agreements
Performance Monitoring
Competition Requirements
Accounting and Appropriation Data
Expiration Date
Award Term and Follow-on Task Orders
54. April 13, 2012 CEOss Operations Overview 54 Government Furnished Property/Information
Post Award Conference
Contractor Web Site
Contractor’s Proposal Incorporated by Reference
Annual BPA Holder Assessment (Open Season)
Attire
Insurance
BPA Clauses
General BPA Structure
55. April 13, 2012 CEOss Operations Overview 55 OrdersTravel and Other Direct Costs (ODCs) Must be nominal, and incidental to services
Cost Reimbursement CLIN
ODCs > $500, or non-recurring, unique nature require approval
Government WILL NOT reimburse training or facilitization costs
Notification required when at 75% costs incurred; stop at 85%
56. April 13, 2012 CEOss Operations Overview 56 Subcontracting & Teaming Relationships Traditional Prime Contractor-Subcontractor Arrangement
All proposal submissions must come under Prime Contractor’s qualifying schedule
Prime is responsible for performance
Prime is responsible for compliance with CEOss operating procedures
Only Prime has privity of contractual arrangement
57. April 13, 2012 CEOss Operations Overview 57 Subcontracting & Teaming Relationships Primes within the same domain MAY NOT team
No limit to the number of team members
You may be a subcontractor/team member on multiple teams within and across domains
Consultants to Prime treated as part of Prime (not as subcontractor)
No second-tier subcontractors
Use of non-team DISCOURAGED
limited to 5% of the total labor charges
requires prior approval
58. April 13, 2012 CEOss Operations Overview 58 Subcontracting & Teaming Relationships
59. April 13, 2012 CEOss Operations Overview 59 Wholly-owned subsidiaries will be treated as separate Contractors, but may not hold primes in the same domain as their sister/parent company; Must have separate:
Management Structures
GSA schedules
Accounting and Financial systems
CCR
D&B Numbers
Acquired companies may continue existing work and associated renewals; No new work
Team Members transition to acquiring Prime until open season reconstitution of teams
Subcontracting & Teaming Relationships
60. April 13, 2012 CEOss Operations Overview 60 Organizational Conflicts of Interest and Non-Disclosure Agreements Vendor is expected to raise OCI concern/potential
Limitation on Future Contracting Clause is a warning; does not protect or prohibit vendor
OCI mitigation plans may be submitted; however, they are filed un-reviewed at ACSS
Contracting office for future effort is responsible for approval/disapproval of OCI mitigation plan
Withdrawal based on OCI is still counted as “no bid” with respect to bid rate calculations
Contractor required to maintain Non-Disclosure Agreements for all employees
OCI is just one reason why a vendor might not bid. We can’t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena.
OCI is just one reason why a vendor might not bid. We can’t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena.
61. April 13, 2012 CEOss Operations Overview 61 Organizational Conflicts of Interest and Non-Disclosure Agreements
62. April 13, 2012 CEOss Operations Overview 62 Performance Monitoring Performance Monitoring includes
Conformance to contract requirements
Standards of quality workmanship
Adherence to schedules
Contractor’s history of reasonable and cooperative behavior
QASP
Quality Assurance Surveillance Plan (QASP) associated with individual task order; Satisfactory performance must be documented to initiate renewal options
Metrics support past performance evaluation for future work
63. April 13, 2012 CEOss Operations Overview 63 Competition Requirements In FY08, ACSS eliminated competition requirements based on team size (e.g. 15 members – 75% bid rate); implemented 50% benchmark
FAR requires competition
DFARS 208.405-70 “and the contracting officer receives offers from at least three contractors that can fulfill the requirements”
Additional Primes added or marginal performers eliminated to keep competition levels up:
P/Index = [% Revenue + (Bid % + Avg. Score)] – (LOC)
LOC = Letter of Caution
Please emphasize that Competition is one of our primary concerns. We must maintain adequate competition, or risk our entire operation.
Regarding the last bullet, mention that we will share the data that results in the P/index during our individual sessions with the vendors.
Please emphasize that Competition is one of our primary concerns. We must maintain adequate competition, or risk our entire operation.
Regarding the last bullet, mention that we will share the data that results in the P/index during our individual sessions with the vendors.
64. April 13, 2012 CEOss Operations Overview 64 Award Term and Follow-on Task Orders Two pre-priced renewal options; up to 12 months each
Award based upon performance IAW QASP
May be re-baselined prior to exercise
Scope changes limited to 25%
Bilateral modification
65. April 13, 2012 CEOss Operations Overview 65
66. April 13, 2012 CEOss Operations Overview 66 General RFQ Structure Section 2 – General RFQ provisions
Section 3 - SOW
67. April 13, 2012 CEOss Operations Overview 67 General RFQ Structure Section Two – General RFQ Provisions Packaging and Marking
Inspection and Acceptance
Project Officer
Invoices
Delivery Destination
Accounting and Appropriation Data
Government Furnished Property
Requirements
Facilities Requirements
Period of Performance
Proposal Instructions
RFQ Evaluation Criteria
Independent Government Cost Estimates (IGCEs)
68. April 13, 2012 CEOss Operations Overview 68 Period of Performance
69. April 13, 2012 CEOss Operations Overview 69 Proposal Instructions 1 offer per prime
Due 5 days after Final RFQ
Standardized format
Posted to eP2
Pricing includes Labor & Travel/ODC; base period plus options
70. April 13, 2012 CEOss Operations Overview 70 RFQ Evaluation CriteriaFactors Technical and Business Capability
Staffing and Management
Past Performance
Price Reasonableness
71. April 13, 2012 CEOss Operations Overview 71 RFQ Evaluation Criteria
72. April 13, 2012 CEOss Operations Overview 72 Independent Government Cost Estimate (IGCE) Tailored for each task order - based on PM’s funding constraints and CEOss Model NOT based on domain average rates!
FTE = 1872 hours
2080 - 120 LV/Sick – 80 holidays – 8 Company Training
Proposals may exceed IGCE, without being considered “non-responsive”; evaluation is best value
Proposals compared to IGCE weighted labor rate and hours for Price Reasonableness evaluation
73. April 13, 2012 CEOss Operations Overview 73 General RFQ Structure Section Three - SOW Scope
Background
General Requirements
Specific Requirements
Facilities, Travel, and ODCs
Quality Assurance Surveillance
Plan (QASP)
Performance Requirements Survey (PRS)
74. April 13, 2012 CEOss Operations Overview 74 General Requirements
75. April 13, 2012 CEOss Operations Overview 75 Quality Assurance Surveillance Plan (QASP) Attachment 1 of SOW
Objective Measures of vendor performance
Supports Renewal Option Exercise
>.85 first option exercise
>.95 second option exercise
Performance Requirements by WBS
Surveillance Methods
Analysis
Demonstration
Inspection
Quality Levels
Excellent (>.95)
Acceptable (>.85)
Poor (<.85)
76. April 13, 2012 CEOss Operations Overview 76 Performance Requirements Survey (PRS)
77. April 13, 2012 CEOss Operations Overview 77 New this Year Small Business Goal – 10% of revenue
Ability to add SVDSB team members throughout year (not only during Open Season)
Priced Options vs. Award Terms
QASP – Staffing Plan/Attrition Rates
CEOss “Expo”
78. April 13, 2012 CEOss Operations Overview 78
79. April 13, 2012 CEOss Operations Overview 79 FY2009 Domain Offerings One prime vendor position is open in each of the four domains
Unrestricted as to business size
FEDBIZOPPS RFI posted:
https://www.fbo.gov/index?s=opportunity&mode=form&id=e480b7fed3eb5a3f3646adb4e84f0a48&tab=core&_cview=0
80. April 13, 2012 CEOss Operations Overview 80 Considerations Prime Vendor Role
Can You Do It?
Manage a Team
Meet CEOss Cycle Times
Meet Competition Levels
React to / Resolve Problems below ACSS
Competitive Schedule
Competitive Pricing for the Domain
Understand the Command
Understand your Competition Team Member / Partner
What Can you Offer?
Niche / Broad Capabilities
Competitive Pricing
Key Skills / Qualifications
Market Position
Command Presence
Reciprocation
You cannot levy unrealistic expectations where the economy does not support the performance
Skills in demand by SYSCOM are in greater demand by the commercial sector
DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve
______________________
Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.
You cannot levy unrealistic expectations where the economy does not support the performance
Skills in demand by SYSCOM are in greater demand by the commercial sector
DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve
______________________
Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.
81. April 13, 2012 CEOss Operations Overview 81 Open Season Process Existing Vendors
Letter of Intent
2 Pages
Team Composition Changes
Rationale for new team composition Ability to meet prescribed competition thresholds
Discounting Policy
Revised Proposal
GSA Schedule Rates (September 2008-2010)
Bilateral update of BPA
82. April 13, 2012 CEOss Operations Overview 82 Existing Vendor Schedule
83. April 13, 2012 CEOss Operations Overview 83 Open Season Process New Vendors
Federal Business Opportunities Request for Information (RFI)
Capabilities Statement
5 pages
Domain of Prime Interest
Business Size
Team Composition
Corporate/Team Capabilities in relation to domain functional areas
Business/Management Strategy
Relevant Experience
Discount Policy
GSA Schedule
Request for Quotation (RFQ) (provided to selected vendors)
Proposal
Combined business and technical quotation, including sample task order response and Past Performance
Excel Spreadsheet of labor rates for Prime and all team members
Competitive award of BPA; best value
84. April 13, 2012 CEOss Operations Overview 84 New Vendor Schedule
85. April 13, 2012 CEOss Operations Overview 85 Crafting your RFI Response
86. April 13, 2012 CEOss Operations Overview 86 Sample Proposal Instructions
87. April 13, 2012 CEOss Operations Overview 87 Sample RFQ Evaluation Criteria
88. April 13, 2012 CEOss Operations Overview 88 2009 Open Season Schedule (tentative)
89. April 13, 2012 CEOss Operations Overview 89 ACSS Web Site
90. Questions?
91. Back Up
92. April 13, 2012 CEOss Operations Overview 92 CEOss vs. Seaport-eSummary Comparison
93. April 13, 2012 CEOss Operations Overview 93 CEOss vs. Seaport – eSummary Comparison (continued)
94. April 13, 2012 CEOss Operations Overview 94 CEOss vs. Seaport-eSummary Comparison (concluded)