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Multiple Award Contracts

Multiple Award Contracts. Breakout Session #1206 Providing Value to Government Agencies with Diverse Contractor Environments Date: Wednesday, April 8 Time: 11:30 – 1:00 PM. Agenda. Introduction of Panelists Trends and Current Environment Challenges in the Current Environment

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Multiple Award Contracts

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  1. Multiple Award Contracts Breakout Session #1206 Providing Value to Government Agencies with Diverse Contractor Environments Date: Wednesday, April 8 Time: 11:30 – 1:00 PM

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

  3. 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 3

  4. Environmental Protection Agency Tim Farris Director, Headquarters Procurement Operations Division, Environmental Protection Agency

  5. Multiple Award Contracting at EPA • Why have we done this? • Invisible Hand of Adam Smith • Capacity • Conflicts of Interest • Flexibility • FAR Part 16.5 5

  6. 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

  7. 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

  8. Business Transformation Agency, U.S. Department of Defense Mercedes Carmela FitchettProgram Manager, Cross Agency Support Services (CASS) IDIQ 8

  9. 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

  10. BTA Programs PEOEnterprise 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) - Standard Procurement System (SPS) - Synchronized Pre-deployment and Operational Tracker (SPOT) - Virtual Interactive Processing System (VIPS) - Wide Area Workflow (WAWF) LEGEND: Current Programs New Programs Departing programs

  11. CURRENT OPERATIONAL ENVIRONMENT Excess costs Extensive Contractor Tail Changing Requirements Inefficient Processes Component Centric Not Intuitive Manpower Intensive Hard to Use Undisciplined Stove Piped Systems FRAGMENTED FORCE FLOW REQUIREMENTS Confusing Stovepiped Complex 11

  12. TRANSFORMATIONAL VISIONADVANTAGES 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 12

  13. 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.

  14. 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 (IV&V) Ceiling of $17.5 million Thought Leadership/Change Management (TL/CM) Ceiling of $260 million Support Services (SS) Ceiling of $300 million

  15. IV&V Contracts IV&V 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.

  16. 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.

  17. 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.

  18. 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

  19. 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

  20. 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.

  21. 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 21

  22. 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

  23. VA Organization Veterans Health Administration Veterans Benefits Administration National Cemetery Administration Staff Offices

  24. ADAS for Acquisition and Logistics Programs and Policy Ensures VA compliance with acquisition laws and regulations VA’s acquisition career management program Contracting Officer Certification Program Acquisition reviews of major contracts OMB Circular A-123 acquisition reviews

  25. ADAS for Finance, Logistics and Business Services Full range of financial services in administering VA’s Supply Fund Human Resources Liaison Information Technology Liaison Transportation Publications

  26. ADAS for Acquisition Center for Acquisition Innovation, Austin, TX; Frederick, MD; Washington, DC National Acquisition Center, Hines, IL Technology Acquisition Center, Eatontown, NJ

  27. VA Acquisition Academy The Acquisition Internship School The Professional Contracting School The Program Management School Acquisition Corps Development

  28. 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 28

  29. 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 29

  30. 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 30

  31. 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 31

  32. Q & A

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