DRAFT Acquisition Strategy_DAFSTSII_Nov 23.pdf

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Air Force District of Washington

PRIDE … TEAMWORK … SUCCESS

DRAFT Acquisition Strategy:

Department of the Air Force Strategic

Transformation Support (DAFSTS II) Formerly AFSTS

FA701423R0019

Ms. Theresa Terry, SAF/MG Ms. Nichole Hill, AFDW/PKS

16 Nov 2023

DRAFT

PRIDE … TEAMWORK … SUCCESS

Agenda 0900 – 1000 Registration

1000 – 1050 DRAFT Definition/Clarifications Discussion

1050 – 1100 Break

1100 – 1230 DRAFT IDIQ Acquisition Strategy Discussion

1230 – 1300 Snack Break (bring your own snack/lunch)

1300 – 1330 DAFSTS II, Senior Leader Perspective

1330 – 1430 DRAFT Post Award Ordering Procedures

1430 – 1530 Open Discussion / Q&A (Optional)

DRAFT Acquisition Strategy All information provided in these charts is in DRAFT form. The purpose of this information is to receive feedback from industry on the DRAFT acquisition strategy

Any teaming arrangements or money spent preparing proposals or responses is at the sole discretion of any potential offeror or organization and is not the responsibility of the Government

Releasing this DRAFT does not obligate the Government to any subsequent contract action or guarantee thereof

Any feedback or information provided from industry may be considered

Please send any feedback or comments to:

Contracting Officer – Nichole Hill, nichole.hill.4@us.af.mil Program Managers –

Theresa Terry, theresa.terry.1@us.af.mil;

Jestina Fefegula, jestina.fefegula@us.af.mil

Definitions / Clarifications DRAFT

Transformation Definition Discussion

A step or incremental-change that will fundamentally impact the enterprise, through the improvement of how organizations holistically use people, processes, technology, data, and physical infrastructure to develop capabilities to meet their mission. Transformation should achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction.

“Step change is like the sledgehammer: powerful, impactful, and capable of sweeping changes quickly.

Incremental change is the scalpel: precise, deliberate, and resulting in gradual but consistent improvements over a more extended period.”

DRAFT Acquisition Strategy (IDIQ) Tier 1 Criteria

Tier 1 Criteria Corporate experience successfully performing studies, research and analysis and developing transformational strategies for Fortune Global 1-50 companies (public or privately owned) and experience advising C-suite executives and large organizations through crisis response and highly complex, undefined, unstructured problems. Has extensive experience advising and implementing a comprehensive rethinking of business models, systems, or processes and;

Corporate experience successfully assisting the Federal Government at the agency level, no lower than Major Command (or equivalent), advising senior leaders through developing transformational strategies; translating and incorporating commercial (private sector) best practices through crisis response and highly complex, undefined, and unstructured problems.

For the purpose of Tier 1, the term “highly complex, undefined, and unstructured problems” means the problems faced in this tier of effort are usually large in scale with little context or definition provided. Crisis scenarios often call for an immediate and dramatic response, usually making a step change essential.

Requests usually require engagement across multiple stakeholder communities (external but in limited cases internal to the requesting Agency), and usually have political or statutory impacts. There are (potentially) no existing best practices in Government to leverage. These initiatives are usually characterized by sudden, disruptive changes brought about by outside forces.

Tier 2 Criteria

Tier 2 Criteria

Corporate experience successfully performing studies, research and analysis and developing transformational strategies and implementation plans for Fortune Global 1-200 (public or privately owned) companies and experience advising C-suite executives and large organizations through moderate to complex problems. Has extensive experience advising and implementing organizations through cautious progression when the risks associated with drastic changes loom large and;

Corporate experience successfully assisting the Federal Government at the agency level, no lower than Major Command (or equivalent), advising senior leaders through developing transformational strategies and implementation plans; translating and incorporating commercial (private sector) best practices through moderate to complex problems

For the purpose of Tier 2, the term “moderate to complex problems” means the requirements of this tier are complex, but are usually understood with a goal defined. The scope may involve stakeholders internal and external to the Federal Government but are usually limited to the requiring organization being within the requesting Federal Agency. The challenges are usually not political and usually have no statutory impact. The coordination and collaboration effort needed to resolve the problem is challenging and requires more time to complete. Responses in these efforts usually require a progressive evolution, emphasizing continuous improvements. These initiatives are also usually introduced in response to internal needs, but they are usually characterized by an urgent challenge to the status quo such as a sudden organizational restructuring or the introduction of a new strategic initiative.

(Clarification)

Private Sector Private sector businesses are owned and operated by individuals or groups, such as sole proprietors, partnerships or LLCs

Public Sector Public sector organizations are owned and managed by the government on behalf of public needs and interests

The experience factor focuses on the degree to which an offeror has actually performed similar work.

The prime contractor is solely responsibly for the success or failure of the transformation

The past performance factor focuses on the quality of the work performed.

The Government is not evaluating past performance and is only providing context to distinguish the difference between corporate experience and past performance

IDIQ DRAFT Acquisition Strategy DRAFT

FAR 12 and 15

Competitive – Full and Open Competition posted via Sam.Gov

Contracting Ceiling: ~ $3-5B

Contract Type: Firm Fixed Price, Multiple Award IDIQ

Technical Acceptability Only, No tradeoff, No price Basis for Award: Award will be made to any and all Technically Acceptable offerors If unacceptable for any subfactors, entire proposal unacceptable Performance Based Payments

Based on successful outcomes and offeror proposed approach/milestones

Ordering Period: ~June 2024 – 2029

Offerors declare either Tier 1 or Tier 2 – CANNOT change after proposal submission Prime contractors can only be primes in one Tier; shall not subcontract in the same or opposite Tier Joint Ventures – shall not be a part of a JV AND be a prime/sub. Must choose one. No exceptions

Prime Offerors shall posses a Top-Secret Facility Clearance at RFP release. No exceptions JV’s shall have the facility clearance in the JV’s name. No exceptions

Gate:

Tier Declaration Active Top-Secret Facility Clearance (at the time of the RFP) Subcontracting Plan / Corporate Subcontracting Plan (applicable to large businesses primes only)

Factor 1: Technical Approach Subfactor 1 – Technical Scenarios (Oral) Subfactor 2 - Corporate Experience – (Written)

Government Agencies to include Federal, US. Territory/State-level, HQ MilDeps, No lower than MAJCOM (DAF:

STARCOM, AMC; Army: HRC; Marines: MARCORSYSCOM; Navy: NAVAIR, NAVSEA)

Commercial (private-sector) Subfactor 3 - Small Business Participation Plan (applicable to all offerors) – Written

Includes Non-Traditional Small Business (NTSB) program; see DFARs for NTSB definition Subfactor 4 – Management/Capacity Plan and Financial Viability

How will you manage the volume of requirements of AFSTS Tier 2: Managing proposals/awards for average 50 TOs per year, no more than 5 no-bids per ordering year Tier 1: Managing proposals/awards for average 20 task orders per year, no more than 2 no-bids per ordering year Financial Viability – based on Dun & Bradstreet Failure Score

Subfactor 5 - Senior Leader Transformation Forums

Subfactor 1 – Technical Scenario(s) Tailored to Senior Executives – Senior Executive Services (SES), General Officer

Senior leaders need data, visualization, recommendations, decision point, etc.

Strategic Approach, Methodology –

How are you going to solve the problem?

Risks Assessment –

Is it worth the risk?

How was risk measured?

Recommendations – Is the approach executable?

Defendable strategy – metrics? Data?

Will the strategy withstand scrutiny?

Betterment – how does your approach make the organization better? Must be a measurable increase in output, efficiency, ROI, etc.

DRAFT Acquisition Strategy DRAFT Eval Criteria: Technical Scenarios

Subfactor 1 – Technical Scenario(s) Impact –

Relevance: The extent to which the transformation is consistent with the mission partners’ requirements, needs, priorities and policies

Effectiveness: The extent to which the transformations objectives were achieved, or are expected to be achieved, taking into account their relative importance.

Efficiency: A measure of how economically resources/inputs (funds, expertise, time, equipment, etc.) are converted into results.

Sustainability: The continuation of benefits from the transformation after major development assistance has ceased. Transformations must be financially sustainable. Where the emphasis is not on external assistance, sustainability can be defined as the ability of key stakeholders to sustain transformation benefits

DRAFT Acquisition Strategy DRAFT Eval Criteria: Technical Scenarios

Adjectival Rating

Description

Acceptable Proposal indicates an exceptional approach and understanding of the requirements and contains multiple strengths that in the Government’s assessment combined to successfully present a highly advantageous solution

Unacceptable Proposal does not demonstrate an exceptional approach and understanding of the requirements with few or no strengths that the Government considers highly advantageous

DRAFT Instructions: Technical Scenarios

Offerors will respond to more than one scenario (Tier specific) Released in phases

First Scenario Must provide Contractor written PWS (shall not exceed 10 pages)

Response to SOO objectives section of PWS only Brief Technical Approach via Presentation (PDF, PowerPoint)

Second Scenario released during oral presentation for the second scenario 24-hour response (slides due)

Oral presentation brief at 47-hours Example: Brief Scenario 1 Wed @ 1500, Scenario 2 response due Thursday @ 1530, Brief scenario 2 Friday @ 1430 Brief Technical Approach via Presentation (PDF, PowerPoint)

Maximum 30-minute presentation time No slide limit; whatever is not briefed will not be evaluated Staggered proposal submission and brief date

Subfactor 2 - Corporate Experience (at corporate level; not individual personnel) Outcome Impact Betterment

DRAFT Acquisition Strategy DRAFT Eval Criteria: Corporate Experience

Adjectival Rating Description Acceptable Proposal meets the requirements of the solicitation

Unacceptable Proposal does not meet the requirements of the solicitation

DRAFT Instructions: Corporate Experience

All submissions must meet the minimum applicable Tier requirements for corporate experience

Performed within the last three (3) years from the date of issuance of RFP

All submissions must provide POC information for verification from credible source (intimate knowledge of submitted transformation example)

Provide two (2) transformation examples where the Prime offeror unsuccessfully implemented a transformation strategy or plan and how did the Prime offeror recover?

Cannot be client caused issue Shall be prime; Cannot use subcontractor’s experience

Provide two (2) submissions of successfully translated commercial (private sector) best practice to a Government issue (public sector) Can only use one subcontractor’s example Small Businesses can use experience as a subcontractor

Provide Ten (10) submissions of private sector transformation efforts May submit subcontractor’s experience; however, prime must have preponderance of examples provided

(subcontractor must be proposing with prime offeror and have a subcontract in place at RFP; not teaming arrangement)

Small Businesses can use experience as a subcontractor; however, shall not exceed three examples

Subfactor 3 - Small Business Participation Plan (applicable to all offerors) The extent to which such firms are specifically identified in proposals The complexity and variety of the work small firms are to perform

Incorporation of NTSBs Training program for NTS’s

Assist NTSB’s in becoming federal contractors (SAM registration, RFP process, intricacies of Government contracting, applicable regulations, FCL, POC, etc.)

DRAFT Acquisition Strategy DRAF Eval Criteria: SBPP

DRAFT Instructions: SBPP

Includes plan for all socio-economic groups plus Non-traditional Small Business (NTSB) HUBZone

SDVOSB

VOSB

WOSB

EDWOSB

SDB

NTSB – Requires at least one new NTSB annually

Subfactor 4 – Management/Capacity Plan and Financial Viability Ability to propose on and maintain high level of performance on a high volume of task orders per year Tier Specific

Tier 1 : 15 task orders per year Tier 2: 30 task orders per year

Financial Viability Based D&B Failure Score

Failure class shall be no lower than 3

DRAFT Acquisition Strategy DRAF Eval Criteria: Management and Capacity Plan

DRAFT Instructions: Management and Capacity Plan

Plan to handle breadth of transformational tasks Plan to manage multiple task orders across multiple locations simultaneously Risk Mitigation Plan

Turn-over Subcontractors Performance issues

Provide D&B Failure Report (Core +)

Subfactor 5 – Senior Leader Transformation Forums Ability plan and conduct transformation forum based on provided topic

DRAFT Acquisition Strategy DRAF Eval Criteria: SLTF

DRAFT Instructions: SLTF

One pager Agenda Terminal Learning Objectives refers to a final and overarching objective that must be met by the end of the learning experience.DRAFT

PRIDE … TEAMWORK … SUCCESS

DAFSTS II

Senior Leader Perspective

Mr. Rich Lombardi Deputy Under Secretary of the of Air Force, Management and Deputy Chief Management Officer

PRIDE … TEAMWORK … SUCCESS

DRAFT Post Award Ordering Procedures DRAFT

IDIQ Deliverables

Shall attend quarterly program management reviews, Annual town hall

Shall conduct senior leader transformation forums

Annual D&B Failure Score

Maintain ≤20% key personnel turnover across ALL active task orders

Other deliverables can be found in the scope and ordering guides (monthly status reports, trip reports, etc.)

Ordering Procedures

Oral presentations only

Maximize fair opportunity for each task order

Task Order Proposal Request (TOPR) Response Times Extended 30 Days, Standard 10 Days, Expedited 3 Days

Mission Partner Engagement – One of these events shall be attended the sponsoring senior leader SOO Reviews

Review draft SOO with applicable tier vendors and mission partner Industry Day Pre-Read

Allows written Q&A one-on-one with vendor and mission partner Any questions/requests that drive changes; info provided to all

Ask Me Anything Session Held after TOPR release

Forecast access via Teams channel Real time updates on status of pending TOPRs

Award Debriefs

Draft Task Order Process

Customer request through SAF/MG

SOO Review, Industry Day, Pre-Read

SAF/MG Tier Determination Competitive; Logical follow-on Extended; Standard; Expedited

TOPR Released by AFDW/PK Ask me Anything Session Contractor provides proposal: Solution (PWS) with schedule/milestones – the what; Supplemental slides – what how; Key Personnel, Assumptions, SBPP, Price Narrative and Price May be oral or written, if oral, supplemental slides will be the supplemental submission

Streamlined Award Decision Documentation Score Technical via Score Sheets, Summary Bulleted Strengths, Significant Weaknesses, Weaknesses, Deficiencies Award Summary / Debrief

Draft Task Order Process

Score Card Approach Proposal flow Key Personnel

SBPP

Risk

Off-Ramping

No Bids Each Awardee allowed No more than 2 consecutive no bids per year

Tier 1- no more than 3 no bids annually (whichever comes first). Applies to Extended and Standard Only; DOES NOT apply to Expedited

Tier 2 –no more than 5 no bids annually. Applies to Extended and Standard Only; DOES NOT apply to Expedited

Poor Performance Termination for cause (automatic off-ramp), CPARS with rating(s) below satisfactory on any two (2) TO’s over the entire ordering period

Mismanagement of small business subcontractors Not meeting SB subcontracting goals Mismanaging the NTSB program

Failure to win at least one award per year

Change in subtracting arrangement if used to qualify for DAFSTS II

Draft Evaluation Criteria (TO)

Adjectival Rating

Description

Outstanding The proposed solution indicates an exceptional approach and understanding of the objectives; providing the best desired outcome for the Government.

Good The proposed solution indicates a thorough approach and understanding of the objectives; providing a good outcome for the Government.

Acceptable The proposed solution indicates an adequate approach and understanding of the objectives; providing an acceptable outcome for the Government.

Unacceptable The proposed solution did not meet the minimum requirements.