DRAFT Acquisition Strategy_DAFSTSII (Pre-Decisional).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

June 2023

DRAFT

PRIDE … TEAMWORK … SUCCESS

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 and DRAFT evaluation criteria

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 provide feedback or comments via Microsoft Word™. Identify which slide and area the comment pertains to and provide any recommendations, changes or support.

Please send any feedback or comments to:

Contracting Office – Nichole Hill, nichole.hill.4@us.af.mil Program Manager – Theresa Terry, theresa.terry.1@us.af.mil

All feedback / comments are due no later than 15 August 2023. If you miss this opportunity to provide feedback there may be a DRAFT RFP released in the near future.

For the purpose of this IDIQ, “Transformation” means the process of fundamentally changing the systems, processes, people technology, culture across a whole enterprise (entity), to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction.

Transformation programs change how organizations use people, processes, technology, and physical infrastructure to develop capabilities to meet their mission. These programs are driven by a sense of urgency, are broad in scope and impact, and are typically done in parallel with ongoing operations.

Digital transformation is the process of using digital technologies to create new — or modify existing

— mission/business processes, culture, customer/end user experiences to meet changing mission, business and national security requirements.

What’s the difference between digitization, digitalization, and digital transformation?

Digitization is the move from analog to digital.

Digitalization is using digital data to simplify how you work.

Digital transformation is changing the way business and the mission gets done and, in some cases, creating entirely new classes of business lines, services or missions.

While this is NOT an Information Technology (IT) contract; IT services, tools, and prototypes may be used/developed as long as it is necessary to provide a total transformational solution to meet agency needs.

DRAFT acquisition strategy

FAR 12 and 15 Competitive – Full and Open Competition posted via Sam.Gov Contract Type: Multiple Award IDIQ Contracting Ceiling: ~ $3-5B CLIN Types: Firm Fixed Price, Firm Fixed Price Level of Effort, Time & Materials, & Labor Hour Performance Based Payments Ordering Period: ~June 2024 – 2029 Prime experience only, shall perform minimally 50% of the work

Offerors declare if proposing in Tier 1 or Tier 2 – CANNOT change after proposal submission

Sub contractors may have a subcontract with one (1) company in each tier. A subcontractor cannot be with more than one company in the same tier. Dissolving subcontract relationship: If the subcontractor wants to change to another prime within the same tier, they shall not have completed ANY work with current prime over the life of the ordering period. No exceptions.

Joint Ventures – cannot 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.

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

(Tier Criteria)

Tier 1 Criteria Corporate experience successfully performing studies, research and analysis and developing transformational strategies for Fortune 1-50 companies and experience advising C-suite executives and large organizations through highly complex, undefined, and unstructured problems and;

Corporate experience successfully assisting the Air Force (or other federal entity of similar scope and complexity) and advising senior leaders through developing transformational strategies; translating and incorporating commercial best practices through 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. The challenges are applicable to the Air Force (Service, Federal Agency) and usually to the Department of Defense (DoD) enterprise, if not the federal Government as a whole (e.g. Category Management). The request comes from senior levels of the Air Force (Service, Federal Agency), require engagement across multiple stakeholder communities (internal and external to the requesting Agency), and usually have political or statutory impacts.

There are (potentially) no existing best practices in Government to leverage.

(Tier Criteria)

Tier 2 Criteria

Corporate experience successfully performing studies, research and analysis and developing transformational strategies and implementation plans for Fortune 1-200 companies and experience advising C-suite executives and large organizations through moderate to complex problems and;

Corporate experience successfully assisting the Air Force (or other federal entity of similar scope and complexity) and advising senior leaders through developing transformational strategies and implementation plans; translating and incorporating commercial 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 Air Force (Service, Federal Agency) but are usually limited to the requiring organization being within the requesting Service or Federal Agency. The challenges are usually not political and have usually have no statutory impact. The coordination and collaboration effort needed to resolve the problem challenging and requires more time to complete.

DRAFT Evaluation Factors (Applicable to Both Tiers) Gate:

Top Secret FCL Subcontracting Plan (applicable to large businesses only)

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

Federal Agencies, HQ MilDeps, No lower than MAJCOM Commercial (non-federal)

Subfactor 3 - Small Business Participation Plan (If applicable) – Written Includes Non-Traditional Small Business (NTSB) program; see DFARs

Subfactor 4 - Management and Capacity Plan How will you manage the volume of requirements of AFSTS

Average 50 task order per year, no more than 6 no-bids per ordering year Subfactor 5 - Senior Leader Transformation Forums

Subfactor 1 – Technical Scenario(s) Tailored to Senior Executives Strategic Approach, Methodology Risks Executable Recommendations Defendable strategy

DRAFT Acquisition Strategy

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

Subfactor 2 - Corporate Experience (at corporate level; not individual personnel) Must be prime performance not subcontractor 3 to 5 submissions Performed within the last two (2) years from the date of issuance of RFP Two (2) submission of unsuccessful transformation strategy or implementation plan

(Commercial or DoD) – How did company recover?

Successfully translated commercial best practice to Federal issue (see slide 4)

Must be Prime performance 3 to 5 submissions Performed within the last two (2) years from the date of issuance of RFP

All submissions must provide POC information for verification from credible source

DRAFT Acquisition Strategy

Adjectival Rating Description Acceptable Proposal meets the requirements of the solicitation

Unacceptable Proposal does not meet the requirements of the solicitation

Subfactor 3 - Small Business Participation Plan (applicable to all offerors) WOSB, SDVOSB, HubZone, VOSB, SDB, Non-traditional Small Business (NTSB) The Government will evaluate at SBPP for the following:

The extent to which such firms are specifically identified in proposals The complexity and variety of the work small firms are to perform NTSB – Requires at least one new NTSB annually

Incorporation of NTSBs Assist to become federal contractors (SAM registration, RFP process, intricacies of

Government contracting, applicable regulations, FCL, POC, etc.)

DRAFT Acquisition Strategy

Adjectival Rating Description Acceptable Proposal meets the requirements of the solicitation

Subfactor 4 – Management and Capacity Plan Plan to handle breathe of transformational tasks Volume of task orders (~50 per year) Across multiple locations Risk Mitigation

DRAFT Acquisition Strategy

Adjectival Rating Description Acceptable Proposal meets the requirements of the solicitation

Subfactor 5 – Senior Leader Transformation Forums Plan to conduct monthly, quarterly, annual transformation forums

Sample agenda, training materials Schedule for classes, panels, courses, etc

DRAFT Acquisition Strategy

Adjectival Rating Description Acceptable Proposal meets the requirements of the solicitation

DRAFT IDIQ Technical Ratings

Adjectival Rating

Description

Acceptable Proposal meets the requirements of the solicitation.

Unacceptable Proposal does not meet the requirements of the solicitation.

DRAFT Ordering Requirements / Procedures AFTER award

Governments utilize fair opportunity for each task order at the maximum extent practicable

Government will utilize the exception to fair opportunity at its sole discretion

No more than 6 no-bids per year

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

Off Ramping – Over the ordering period Each Awardee allowed No more than 2 consecutive no bids OR 3 no bids annually (whichever comes first).

Applies to Extended and Standard Only; DOES NOT apply to Expedited Poor Performance

Termination for cause (automatic off-ramp), marginal or below CPARS on any three (3) TO’s over the entire ordering period

Three (3) total (any combination of) Unacceptable Technical Ratings or Price determined unrealistic, unreasonable

Shall attend quarterly program management reviews, Annual town hall

Shall sign all Monthly Status Reports

Draft Task Order Process

Customer request through SAF/MG Tier 1 or Tier 2 Competitive; Logical follow-on Extended; Standard; Expedited

SOO Review, Industry Day, Pre-Read

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 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. Risk of unsuccessful performance is low to nonexistent.

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

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

Unacceptable The proposed solution did not meet the minimum requirements