LIMITED_SOURCE_JUSTIFICATION_AND_APPROVAL_APPROVED.pdf

LIMITED SOURCE JUSTIFICATION

Administrative Transition Services (Human Capital)

AUTHORITY: GSA Multiple Award Schedule Program FAR 8.405-6(a)(1)(i)(B): Only one source is capable of providing the supplies or services required at the level of quality required because the supplies or services are unique or highly specialized

OFFICE: USDA – Natural Resources Conservation Service CSB-NE Region (NRCS-HQ-121A23)

1. Nature and/or description of the action being approved.

Approval of a limited source award for human capital services; in support of the Agency completing the implementation and optimization of the Administrative Reorganization initiative.

2. A description of the supplies or services required to meet the agency’s needs (including the estimated value).

The services to be provided through this acquisition will support the completion of the Agency’s transition to the new administrative organizational structure as described in the attached performance work statement (PWS). The effort will focus on two complementary supporting tasks: 1) Management and implementation of the transition to the new administrative structure, and 2) Capacity building strategies and evaluation and optimization of the administrative structure to achieve greater efficiencies in processes, procedures, and costs. These services will support the Agency in completing the implementation and optimization of its reorganized administrative structure. The estimated value of the services to be provided is $2,841,800.00 which includes a base plus one option year.

3. Identify the authority and supporting rationale [see 8.405-6(a)(1)(i) and (b)(1)] and, if applicable, demonstrate the proposed contractor’s unique qualifications to provide the required supply or service.

The services described in the PWS were previously awarded through an acquisition-assisted agreement with the Office of Personnel Management (OPM). Due to lack of timeliness by OPM to execute an order on behalf of NRCS for fiscal year 2016, the Agency will obtain the services directly for the final stages of the Administrative Transformation initiative. An Agency awarded contract will result in nearly $90,000 in savings for the Government. The price reduction comes from the removal of the service fees paid to OPM under the acquisition assisted agreement. PDRI has supported the Agency in design, management, and implementation of the administrative reorganization since initiation in fiscal year 2013, limiting sources allows for continuity of service at this critical time as we complete the project.

The issuance of a limited sources award to PDRI allows the reorganization efforts to stay on course with little only a minor lapse in the services provided. Competing this requirement would delay the reorganization efforts up to 60-120 days during the solicitation and award process; resulting in significant delays for start-up and impacts on the agency mission and business. The first two quarters of FY2016 are critical to the success of NRCS’s new administrative model from a staffing perspective as well as in positioning the administrative services to fully support the contract and agreement, financial management, and human resource functions of the agency. The NRCS reassigned employees cannot fully perform their critical administrative services without orientation, training and the finalization and implementation of standard operating procedures. In addition, the full implementation of new corporate capabilities (e.g., policy, risk management, information management and program management offices) that are key in supporting the staff providing administrative services still need to be completed, tested, and validated. If these and related administrative advisory actions do not occur by the end of the 2nd quarter, Agency programs and service delivery to internal and external customers will be irrevocably harmed, potentially affecting billions in public expenditures. There would be additional time required for a new contractor to become familiar with NRCS organization, the new design and service delivery model/structure, and new Standard Operating Procedures already established. The Agency leadership and staff are familiar with current communications approaches, which helps get information out more quickly and uniformly, which is essential in the next quarter for undertaking key capacity building steps.

In the course of work with NRCS, PDRI has developed unique knowledge regarding Administrative Transformation by conducting an organizational assessment and developing a business case for change; facilitating the development, design, pilot testing of the new model; supporting the development of processes and workflow strategies; and supporting the initial implementation of the future-state operating model; and supporting the implementation of the organizational changes. PDRI has been a core partner in the Agency’s 3- year effort to assess, design, and implement this complex and comprehensive reorganization of its Administrative services. This work has provided PDRI with in-depth knowledge and understanding of NRCS’s culture, structure, work processes, and job tasks across its administrative organizational units and occupations. No other firm possess this knowledge or could obtain it without significant delay or disruptions to service. At this time, the Agency is in the initial stages of full deployment of the reorganized structure, but is lacking the advisory assistance to complete core, critical components to become fully operational, such as staff training and onboarding into new roles, standardizing procedures and handoffs, defining skill gaps and hiring strategies, and the strategic aggregation of core functions. A 2 to 4 month delay at this critical juncture would cripple NRCS’s ability to provide FY 2016 administrative services and in turn the Agency’s ability to deliver our core conservation mission.

The PDRI key staff working on this project are a highly qualified team of experts with extensive knowledge and experience in the areas of strategic organizational theory, design, and change management, as well as strong backgrounds in federal HR, P&P, and BFM that is foundational to this project. This team has a proven track record of providing the services sought by NRCS on the Administrative Transformation project. Because the team has supported the design, development, and implementation of the NRCS administrative reorganization so far, the team will be able to leverage the established approach and trajectory of the project without disruption to the project timelines or direction. The team members are poised to provide expert guidance, advice, and counsel on the completion of implementation, and evaluation and optimization of the new organizational structure, which is described in the attached performance work statement. PDRI is uniquely situated to bring these tasks to timely completion and support the Agency in fully implementing its new administrative organizational model.

4. A determination by the ordering activity contracting officer that the order represents the best value consistent with 8.404(d).

Per FAR 8.404(d), placement of an order against a schedule contract using the procedures in 8.405, the ordering activity has concluded that the order represents the best value and results in the lowest overall cost alternative to meet the Government’s needs.

5. A description of the market research conducted among schedule holders and the results or a statement of the reason market research was not conducted.

PDRI is the only source capable of providing the services required and at the level of quality required. PDRI is uniquely suited to complete the remaining work in a timely manner because of their intimate knowledge and understanding of the organizational design, current implementation status, and needed steps for completion.

Based on the prior year re-competition, via an acquisition-assisted agreement NRCS entered into with Office of Personnel Management, there were only two proposals submitted in response to their solicitation. PDRI was the selected contractor after the technical evaluation;

the competitor was unable to demonstrate the technical capacity and organizational knowledge to fulfill the requirements of the agency’s statement of objectives. Because of the current stage of this project (i.e., final completion), the non-negotiable time frame, the detailed knowledge required, and limited response to a prior year solicitation, market research was not conducted.

Per FAR and Agency policy, market research is not required to be documented in writing for orders under GSA FSS contracts. [FAR 10.001(a)(2); NRCSPOP 4I-10.002]

6. Any other facts supporting the justification.

This work was previously approved and would have been awarded to the identified contractor, but for a technical error on the part of the entity assisting in the acquisition.

7. A statement of the actions, if any, the agency may take to remove or overcome any barriers that led to the restricted consideration before any subsequent acquisition for the supplies or services is made.

The limited source award sought for this agreement is a result of unusual circumstances that will not be repeated. The services to be completed under this award were previously awarded under an acquisition-assisted agreement and would have been implemented through exercising the option year. While the agency worked in good faith with the entity assisting in the acquisition, that entity failed to take key steps and allowed the underlying agreement to expire. Consequently, the Agency was unable to exercise the option year and seeks to award the agreement directly at this time.

TECHNICAL/PROGRAM OFFICE CERTIFICATION: I hereby certify that this justification is complete and accurate to the best of my knowledge and belief.

Patty Lawrence Date Chief of Staff

CONTRACTING OFFICER CERTIFICATION: I hereby certify that this justification is accurate and complete to the best of my knowledge and belief.

Amy D Stonebraker Date Contracting Officer

Edward Biggers Date Advocate for Competition (Acting)

16 December 2015

12/16/2015

PATRICIA

LAWRENCE

Digitally signed by PATRICIA LAWRENCE DN: c=US, o=U.S. Government, ou=Department of Agriculture, cn=PATRICIA LAWRENCE, 0.9.2342.19200300.100.1.1=12001000000234 Date: 2015.12.16 10:46:50 -05'00'

AMY

STONEBRAKER

Digitally signed by AMY STONEBRAKER DN: c=US, o=U.S. Government, ou=Department of Agriculture, cn=AMY STONEBRAKER, 0.9.2342.19200300.100.1.1=12001000322622 Date: 2015.12.16 10:08:43 -05'00'

EDWARD

BIGGERS

Digitally signed by EDWARD BIGGERS DN: c=US, o=U.S. Government, ou=Department of Agriculture, cn=EDWARD

BIGGERS,

0.9.2342.19200300.100.1.1=12001000437254 Date: 2015.12.16 11:40:57 -05'00'