ITIPSS Industry Day Slides 8.19.2021 FINAL.pptx

Industry Day DRAFT SIR Overview

ASP-1/ASP-2

ASP, AIT, and AAQ August 19, 2021

ITIPSS SIR Participants

Presented to:

By:

Date:

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Agenda ASP-400, Contract Strategy & Support Division

Welcome Sylvia Greaux-Bagley

AIT Strategy Kenyon Elliott

by Section (Section B, C, G, L, and M) Next Steps – Industry Feedback/ Stefanie Applegate/Debra Bailey FAA Consideration

Welcome

Sylvia Greaux-Bagley Director, Strategy and Performance, ASP-1 FAA / AFN / Office of Information and Technology (AIT)

Federal Aviation Administration

Information & Technology (AIT) Office of Strategy & Performance Federal Aviation

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AIT Strategic Plan Overview Kenyon Elliott AIT Industry Liaison Office

Federal Aviation

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AIT History

Just a decade ago, FAA operated with several, separate IT organizations.

In 2011 FAA launched a major initiative to transition to a shared-services delivery model for the Agency’s support functions including finance, information technology, acquisition and logistics.

Having centralized IT support leads to a reduction in the duplication of effort, streamlined processes, improved innovation, increased buying power, and significant cost savings.

In 2012, Congress supported the FAA reprogramming request for the new Shared Services organization with the four services/functions:

Finance (ABA) Acquisition (ACQ) Information Technology (AIT) Regions and Center (ARC)

Initially, AIT operated through the use of signed Service Level Agreements (SLAs) and Memorandums of Agreement (MOAs) with FAA lines of business and staff offices. Each SLA or MOA specified different levels of service.

In 2014 the new AIT organization completed its transition to full operations. The IT shared services organization is comprised of seven functional Services that are designed to work in a cross functional or matrixed fashion.

Since 2014, AIT has continued to focus on maturing its business processes, practices and structure to deliver innovative and “in-demand” technology products and services and to foster a customer-focused culture.

Federal Aviation Administration History of AIT, AFN and Shared Services

Just a decade ago, FAA operated with several, separate IT organizations.

In the fall of 2011 the FAA launched a major initiative to transition to a shared-services delivery model for the Agency’s support functions including finance, information technology, acquisition and logistics. At the time this initiative began, the FAA operated in a federated model with multiple business units each delivering their own finance, IT, logistics and acquisition services.

Since 2014, AIT has continued to focus on maturing its business processes, practices and structure to deliver innovative and “in-demand” technology products and services and to foster a customer-focused culture.

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Core Service Portfolio onboarding Collaboration Tools Printing Capability Enterprise Software Wi-Fi Access Solutions & Application Sustainment Network storage Information Security & Privacy Mobility Support Internet/ Intranet Email & instant Messaging

Lifecycle Management

(LCM)

IT Customer Support https://www.faa.gov/about/plans_reports/media/2021/afn_business_plan.pdf AIT's core services are those things that we provide to every FAA employee to keep them connected and productive, and enable the FAA's mission.

AIT enables the delivery of effective IT services, technology solutions and innovations to the more than 40,000 business customers and contractors of the FAA.

Email, internet access, helpdesk support, software licenses, onboarding, printing capabilities, and information security are all included.

AIT's core services evolve as technology advances and the needs of our stakeholders change.

Federal Aviation Administration How do our Core Service Portfolio relate?

AIT's core services are those things that we provide to every FAA employee to keep them connected and productive, and enable the FAA's mission. Email, internet access, helpdesk support, software licenses, onboarding, printing capabilities, and information security are all included. AIT's core services evolve as technology advances and the needs of our stakeholders change.

AIT enables the delivery of effective IT services, technology solutions and innovations to the more than 40,000 business customers and contractors of the FAA.

AIT's core services evolve as technology advances and the needs of our stakeholders change.

https://www.faa.gov/about/plans_reports/media/2021/afn_business_plan.pdf

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AIT / Agency Strategy Alignment

AIT’s focus on our customer’s voice to discover potential problems as well as successes.

FAA LOBs/SOs priorities are used for AIT long-term planning and day-to-day operations.

AIT’s Annual Planning Cycle includes Strategic Plan Gap Reviews.

AIT’s Strategy for FY2020-2025 was published in the fall of 2019.

Federal Aviation

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A Living Strategy

LOB/SO Business Plan activities provide a Line of Sight metric (green, yellow, red) A Strategic Plan Gap review is also completed and described in the Business Plan Analysis Report; we review:

FAA Strategic Plan FAA Performance Planning Reports FAA Business Plans FAA Performance and Accountability Reports FAA Economic Impact Reports UAS Accomplishment Reports Other FAA Plans and Reports Department of Transportation (DOT) Plans and Reports DOT IG Top Management Challenges Any FAA Reauthorization Acts (e.g. 2018) Flipchart - Aug 2019 AIT Strategic Planning sessions https://www.faa.gov/about/plans_reports/

Federal Aviation Administration A Living Strategy - AIT strategic planning process example

There are several components of a Living Strategy.

One is Line of Sight tracking of goals and objectives.

August 2019 AIT strategic planning meeting.

This Flipchart is from that meeting where we discussed the Line of Sight areas of a Living Strategy.

The Business Plan Analysis fits as a component of the Yearly Strategy checkpoint.

LOB/SO Business Plan activities provide a Line of Sight metric (green, yellow, red).

A Strategic Plan Gap review is also completed and described in the Business Plan Analysis Report. We review:

FAA Strategic Plan, FY 2019-2022 FAA Performance Planning Reports FAA Business Plans (2020) FAA Performance and Accountability Reports FAA Economic Impact Reports UAS Accomplishment Reports Other FAA Plans and Reports ** Department of Transportation (DOT) Plans and Reports DOT IG Top Management Challenges FAA Reauthorization Act of 2018 - Considerations for AIT Strategic Planning

Examples of gaps we have uncovered in past years, would be new mandates placed on the business units which might impacts to the AIT Strategic Plan.

In FY19, as a part of the business plan analysis, an analysis was also completed on the FAA Reauthorization Act of 2018 to identify potential impact to AIT planning. This activity was to determine any correlations to the FY 2020-2025 AIT Strategic Plan and current IT Service Catalog. In summary, the AIT should continue vigorous support of Unmanned Aircraft Systems (UAS) initiatives and programs, increase involvement and support for e-learning initiatives, Flight Standards reform activities, Geospatial modernization, Cybersecurity initiatives and reviews, and the renewed support of safety initiatives across all LOB’s.

** Other FAA Plans and Reports FAA International Strategy Overview (PDF) FY 2020 AVS Workforce Plan (PDF) Annual Report on Inclusion of Disabled Veteran Leave (DVL) (PDF) Reports to Congress Boeing 787-8 Design, Certification, and Manufacturing Systems Review (PDF) FAA Modernization and Reform Act (P.L. 112-095) Reports and Plans ATO Safety Report (PDF) 2016 National Aviation Research Plan (NARP) (PDF) NextGen Implementation Plan 2015 (PDF) Air Traffic Controller Workforce Plan FY 2009 Citizen's Report (PDF) Acquisition Workforce Strategy, 2015 (PDF) National Airspace System Capital Investment Plan

Objectives Vision and Mission Goals AIT Strategy FY 2020-2025

Values

Develop a World Class Workforce Invest in the growth of our personnel, and the development of an innovative AIT culture, to enable effective service delivery.

Objectives

Identify and reinforce learning, development, career planning, and growth opportunities for our personnel Reorient the workforce development program to help our personnel gain the skills needed to meet future demands Become an organization of choice, known for fostering innovation, for both internal and external talent

Goals and Objectives

Operate for Excellence Optimize our service delivery model by enhancing processes, aligned to business priorities, to continuously improve performance.

Objectives

Refine value-based, quantitative metrics to align with business priorities Establish a single, enterprise-wide data source and method for performance monitoring and analysis Standardize organizational and functional processes to deliver IT services with quality and speed

Enable the Mission Leverage our partnerships to solve complex challenges using technology and data to advance the FAA’s mission.

Objectives

Mature existing and establish new partnerships to gain insight into current and emerging challenges Offer innovative technological solutions to address a broad range of complex mission needs Consistently use reliable data in new and novel ways to answer questions with speed

Secure the Enterprise Empower our stakeholders to develop and operate secure IT systems and services, and improve our understanding and response to evolving cyber threats.

Objectives

Infuse cyber security best practices and emerging technologies in all facets of FAA's information technologies to increase resiliency against cyber threats Strengthen the security of the aviation ecosystem through our collaboration with public and private entities, including the intelligence community Accelerate the maturity and enforcement of our information security and privacy framework, policies, and tool sets across the FAA and its personnel

Enable and Enhance the User Experience Advocate for the user by enabling and enhancing their service delivery experience and enabling intuitive IT solutions.

Objectives

Gain an understanding of how our users make use of information technology, so that the services we provide support and enhance the work they do day to day Incorporate usability and efficiency into the design and development process to create user-centric solutions Provide an opportunity for users to experience emerging technologies that can enhance their work performance

Federal Aviation Administration Draft ITIPSS SIR

Stefanie Applegate Contracting Officer AAQ-640, AIT Branch B

Federal Aviation

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Draft ITIPSS SIR Introduction AAQ-640, AIT Branch B

Procurement Name: Information Technology Innovative Procurement for Strategic Sourcing (ITIPSS).

Sponsoring office: Office of Finance and Management (AFN), Information and Technology Services (AIT), Contract Strategy and Support Division (ASP-400).

Scope: Covers a wide-range of expertise in multi-disciplinary IT-related service solutions in support of AIT and also provides the use of non-AIT organizations for IT-related requirements. The scope intends to cover support for future application and technology modernization efforts that are adopted by the Government to improve enterprise-wide business systems.

Total approximate cost (potential): $2,400,000,000 Number of Awards (reference Section L): The Government contemplates awarding ten (10) contracts under this solicitation, anticipating two (2) or three (3) awards to Offerors unrestricted in size, and seven (7) or eight (8) awards to Offerors qualified as Small Businesses including two (2) or three (3) awards to SBA-designated 8(a) companies.

NOTE: The acquisition strategy is still being developed. The information contained in these slides is not intended to be binding. The Draft SIR remains subject to change at the FAA’s discretion.

Draft ITIPSS SIR Overview AAQ-640, AIT Branch B

Contract Type: Multiple Award, Indefinite Delivery Indefinite Quantity (IDIQ) Type Contracts Basic Contract Term: The term of the IDIQ contracts are a total of ten (10) years, inclusive of one (1), five (5) year base period and one (1), five (5) year option period. Individual Task Orders will be issued for specific requirements Place of Performance will be determined at the Task Order level. Support may be required at or in reasonable proximity to FAA facilities or onsite Government locations. Services may be ordered at either, or both, Contractor facilities (“off-site”) and FAA facilities (“on-site”).

The minimum ordering obligation under each IDIQ contract issued under the ITIPPS program is $10,000.00 (inclusive of all direct costs, indirect costs, and profit/fee).

Section B – Price/Cost AAQ-640, AIT Branch B

Individual Task Orders will utilize the appropriate contract type (i.e. fixed price, labor hour, T&M, etc.) for the requirement Geographical Work Locations: For the purposes of contract pricing, (reference Attachment B-1) localities are based on the location of FAA Offices.

Time and Materials (T&M) – T&M fully burdened labor ceiling rates will be included at the base contract level and will be utilized for T&M Task Orders. The fixed, fully burdened hourly rates may not be increased after award.

At the IDIQ level, Labor ID Number(s) provide a unique identifier for each individual GS/ES equivalent in each ordering year. At the time a Task Order is placed, as applicable, Labor ID Numbers will be utilized that will include a customized employee labor category title, position description, and GS/ES equivalent. Position descriptions may include, but not be limited to, minimum education and experience requirements.

Geographical Work Locations:

For the purposes of contract pricing, (reference Attachment B-1) localities are based on the following list of FAA regional offices and the cities in which they are located:

FAA Headquarters located in Washington, DC Mike Monroney Aeronautical Center located in Oklahoma City, OK William J. Hughes Technical Center located in Harbor Township/Atlantic City, NJ Alaskan Region located in Anchorage, AK Central Region located in Kansas City, MO Eastern Region located in Jamaica, NY (New York City) Great Lakes Region located in Des Plaines, Illinois New England Region located in Burlington, MA Northwest Mountain Region located in Des Moines, WA Southern Region located in College Park, GA Southwest Region located in Fort Worth, TX Western-Pacific Region located in El Segundo, CA “Rest of the United States” applies to work ordered in any location within the United States (U.S.) and all U.S. territories not already listed above.

Section C – Scope of Services AAQ-640, AIT Branch B

IT Management & Administrative Solutions (C.2.1.1) Program and Project Planning Compliance and Evaluation Operational Business Intelligence Office Administration Facilities Support Technical Solutions (C.2.1.2) Requirements Analysis Enterprise Architecture, Strategy, and Planning Software Development Test & Evaluation (T&E) Solutions Support and Operations & Maintenance (O&M) Security Management and Support Asset Management

Section C (Continued) AAQ-640, AIT Branch B

Pre-approved costs covered by the scope:

Other Direct Costs (ODCs) may include, but are not limited to, training material reproduction and hardware.

Authorized travel may be required to support customer and team meetings, workshops, conferences and technical symposia. Local travel by offsite contractor personnel or normal commuting expenses are not reimbursable.

Special training requirements specific to a particular task order.

C

Section G- Contract Administration Data

AAQ-640, AIT Branch B

Award Categories The FAA favors competition in the award of Task Orders under this contract. The FAA will compete or direct Task Order Requests for Proposal (TORPs) to businesses in the categories listed in G.1 (excerpt below).

The FAA will specify the proposal content and evaluation criteria in each TORP

Section L- Instructions to Offerors AAQ-640, AIT Branch B

Method of Submission Huddle electronic portal – Instructions provided in L.3.2 to request creation of Huddle Workspace If the Contracting Officer does not receive a proposal in the manner described in Section L by the specified date and time, it will not be evaluated. The FAA will not accept submissions made by paper copies, facsimile, telex, or any such similar means. Hard copy submissions will also not be accepted.

Non-Governmental Evaluators and Advisors Individuals from CEXEC Inc. and Leonard-Newman Unlimited may participate in the evaluation process of proposals and are not eligible to participate on an ITIPSS Offeror team, to advise an Offeror regarding the preparation of its proposal, or to otherwise participate in any way with the preparation of an Offeror’s proposal

Section L (Continued)

AAQ-640, AIT Branch B

Technical Proposal Format Table L.1 specifies the proposal format and the relevant evaluation factor.

Section L (Continued)

Later Version

Later Version

AAQ-640, AIT Branch B

Cost Proposal Format Table L.1 specifies the proposal format and the relevant evaluation factor.

Section M- Evaluation Criteria For Award AAQ-640, AIT Branch B

This acquisition will utilize the Best Value Approach for selecting Offerors for award. The Best Value Approach is a method of selecting the proposals that represents the greatest value to the Government, based upon the evaluation of cost or price and other factors specified in the solicitation. This approach provides the opportunity for a technical/price trade-off and does not require that the awards be made to either the Offerors submitting the highest rated technical proposals or the Offerors submitting the lowest prices, although ultimate award decisions may include either of these Offerors.

Section M (Continued) AAQ-640, AIT Branch B

The technical evaluation factors for this procurement are as follows:

Factor 1, Technical Approach and Plan Factor 2, Management Plan Factor 3, Corporate Experience Factor 4, Past Performance Relative Order of Importance: Factors are listed in order of importance. Factor 1 (Technical Approach and Plan) and Factor 2 (Management Plan) are of equal importance; Factor 3 (Corporate Experience) and Factor 4 (Past Performance) are of equal importance. Each of Factor 1 and Factor 2 is more important than each of Factor 3 and Factor 4. Combined, the technical evaluation factors (1, 2, 3, and 4) are significantly more important than Cost/Price

Next Steps - Industry Feedback / FAA Consideration AAQ-640, AIT Branch B

FAA requests your feedback/comments/questions on the draft SIR NLT September 15, 2021 at 5:00 p.m. EDT.

Interested parties are encouraged to include references in their responses that will easily facilitate the Government’s review (e.g., tracked changes, page numbers, section numbers/header, and paragraph numbers).

Send all feedback via email to ITIPSS-DRAFT-SIR@faa.gov FAA does not plan to respond publicly or individually to feedback/comments/questions prior to release of the final SIR.

FAA will consider comments and feedback in finalizing SIR.

The FAA may respond publicly to questions received after the release of the final SIR as appropriate consistent with customary practice.

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