MSS Industry Day Slides - 05-Jan-11.pdf

Headquarters U. S. Air Force

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

Medical Support Services

Industry Day

FA8053-11-R-0003

AFMSA, ESG & 773 ESS

5 January 2011

Version 3

Administrative Announcements

Food and drinks

Restrooms

Sign in

Badge Color System

Star

Folder – one per company

Agenda

Copy of slides

Definitions

Requirements Map

Task Order process

Q&As (to date)

FOR OFFICIAL USE ONLY 3

Rules of Engagement

Agenda is long, but flexible

Keep sidetracks short

Parking lot to keep ideas, memory joggers

Frequent breaks

Write down questions

Addressed after each break

May not be able to answer all questions today

Purpose of Industry Day

To introduce the Medical Support Services Program

Promote an understanding of the AFMS requirements and expectations

To gain feedback from industry

Promote discussion among participants

Facilitate networking

NOTICE

The MSS industry Day is being conducted as part of market research and is for informational purposes only

This should not be construed as a commitment by the Government.

Contractors will NOT be reimbursed for attendance

All information contained within the FINAL Request for Proposal (RFP) supersedes the draft and this

Industry Day information.

Briefing Agenda

Time Agenda Item 0800-0815 Opening Remarks 0815-0835 Air Force Organizational Presentations 0835-0900 Company Representative Introductions

0900-0915 BREAK

0915-0930 Spiral 2 Program History 0930-0945 New Program Approach 0945-1000 Enterprise Sourcing Group Small Business Manager

1000-1015 BREAK

1015-1025 Program Questions/Answers 1025-1040 New Program Requirements 1040-1055 Contract Management 1055-1100 Morning Wrap Up 1100-1230 LUNCH (on your own) 1230-1315 Source Selection/Proposal Requirements/Evaluation Process

1315-1330 BREAK

1330-1345 Program Questions/Answers 1345-1415 Continue Proposal Requirements/Evaluation Process

1415-1430 BREAK

1430-1445 Program Questions/Answers 1445-1500 Afternoon Wrap Up 1500-1510 Questions

Air Force Representatives

Col Mario Troncoso – Commander, ESG

Joe Mirrow – AFMSA, Deputy Director, AFMSCC

Tina Altevers– Program Manager, AFMSCC

Clarinda Smith – Contracting Officer, 773 ESS/PKJ

Jason Ash & Adrianne Krauss –

Contract Specialists, 773 ESS/PKJ

Luke Schultz – Price Analyst, 773 ESS/PKJ

Tedd Shimp – Legal Advisor, AFLOA/KLFSC

Barbara Liptak – ESG SB

Integrity Service Excellence

Air Force Materiel Command

Enterprise Sourcing

Group

Mario Troncoso, Col.

Director, Enterprise

Sourcing Group

5 January 2011

Overview

ESG Background

History

Structure

IAT Key Tenets

Background

71 installation level contracting offices and numerous Field Operating Agencies (FOAs) are doing great work:

Only able to provide tactical support to their customers

This results in:

Redundant procurement of similar goods and services

Sometimes from the same vendors

Inability to effectively strategically source requirements

Inefficient use of contracting expertise

Business as Usual Can Not Continue…

AFMC Enterprise Sourcing Group is the Answer

Regional vs

New Approach

Buying largely done by 5 Geographic-based AFMC

Regional Contracting Centers

Workload based on region, not MAJCOM spend

CONS still owned by MAJCOMs but cut in size by approx 65% and left with little buying role

Transfer of Function/Transfer of Work (TOF/TOW) decision required – large movement of positions/personnel

Original Implementation Strategy Risk Mitigated Strategy

Stand up AFMC Enterprise Sourcing Group (ESG)

– Manages and executes AF-wide strategic sourcing

– Manages enterprise FOAs & Commodity Councils

– Enabled by a FY10 CONUS MAJCOM tax of 8%

No geographic regions, retain MAJCOM alignment

– MAJCOMs establish strategic sourcing capability

– MAJCOM/CCs retain ownership of their A7K & CONS

– Retain HQ Specialized & local buying missions

No TOF/TOW decision – small movement of vacant positions, not personnel

AFMC Centralized Strategic Sourcing

Responsibility and Execution

Joint AFMC & MAJCOM Strategic Sourcing

Responsibility and Execution

McChord

Fairchild

Mountain Home

Malmstrom Minot

Grand Forks

Beale

Travis

Vandenberg

Los Angeles Edwards

Nellis

Hill

Luke

Davis-Monthan

Kirtland

Holloman

Canno n

F.E. Warren

Buckley

Peterson

Schriever

Ellsworth

Offutt

McConnell Whiteman

Vance

Altus Tinker

Sheppard

Dyess

Goodfellow Laughlin

Lackland Brooks

Randolph

Barksdale

Keesler

Little Rock Columbus

HurlburtTyndall Patrick

MacDill

Maxwell Moody Eglin

Robins Charleston

PopeSeymour Johnson

Shaw

Scott

Wright Patterson

LangleyAFDW

Dover

McGuire

USAFA

Hanscom

SECAF Approved Approach

Stand up AFMC-aligned

Organization AFMC Enterprise Sourcing

Group (ESG)

Execute AF-wide

Strategic Sourcing

Manage enterprise Field

Operating Agencies

(FOAs) and Commodity

Councils

Small movement of vacant positions—not personnel

MAJCOMs establish strategic sourcing capability/retain

A7K and CONS Retain HQ Specialized & local buying missions

Enterprise Sourcing Group At a Glance

AFMC/CC (Command Authority)

AFMC/PK (Contracting Authority)

ESG/CL

Information

Technology

(ITCC)

Furnishings

Council

(FCC)

Force

Protection

(FPCC)

Civil

Engineering

(CECC)

Medical

Service

(MSCC)

Office

Supplies

(OSCC)

Advisory &

Assistance

(A&AS CC)

Comm.

Equip

(COMCC)

Education

& Training

(ETCC)

Base

Support

Services

(BSSCC)

Clothing

(CCC)

Equipment

Services

(ESCC)

772 ESS

(AFCEE Contracting)

Kelly USA

OL: (AFCESA

Contracting) Tyndall

773 ESS

(Medical Contracting)

Kelly USA

OL:

(DTIC Contracting)

Offutt

Contracting Units

Commodity Councils

In Operation

Forecasted

IAT Key Tenets

Maintain Customer Relationships: Maintain and improve ability to support our customers

Socio-Economic Focus: Maintain and strengthen focus on socio-economic program responsibilities

Retain Contracting Experts at Every Installation:

Maintain a buying activity responsible for providing business advisory services and performing installation-specific contracting actions

Maintain Robust Contingency Contracting Capability:

Ensure continued ability to meet contingency contracting commitments

Ensure Force Development: Preserve leadership and professional development opportunities for military and civilian contracting professionals

Transparency: Provide visibility to Congressional and key stakeholders

Air Force Medical Support Agency

Mr. Joe Mirrow, Deputy Director, AFMS

Commodity Council

AFMS Mission

Provide world-class healthcare for our beneficiaries anywhere, anytime!

AFMS Vision

The AFMS provides seamless health service support to the USAF and combatant commanders by:

Sustaining the performance, health & fitness of every Airman.

Optimizing human performance (sustainment and enhancement) for the warfighters.

Managing a worldwide healthcare system capable of responding to a full spectrum of requirements.

Providing an integrated healthcare system from forward deployed locations through definitive care.

Supporting USAF operations and theater aeromedical evacuation

(AE) of joint and combined forces.

How a Commodity Council Supports the AFMS

A strategic purchasing unit Cross-functional, integrated sourcing team

Programmatic approach to acquisitions

Approve buying strategy for goods and services

Commodity Councils:

Leverage buys to get best prices

Work strategically with vendors

Are similarly modeled throughout AF

AFMS Commodity Council History

July 2004 Commodity Council stand up by Air Force Chief of Staff & SAF/AQC

Nov 2005 Awarded Spiral 1, $1.9B MAC, ID/IQ Contracts for Clinical Support Services

Apr 2007 Awarded Spiral 2, $96.4M MAC, ID/IQ for Medical Administrative Support

Services

Sep 2007 Awarded Japan Case and Utilization Management requirements contract.

Aug 2008 Awarded Overseas Psychological Health Support Services

Oct 2010 Released draft RFP for Consultation, Advisory and Technical Services (CATS)

Nov 2010 Released draft RFP for Spiral 1 recompete

Dec 2010 Industry Day for Clinical Acquisition Support Services (CLASS) Released draft RFP for Spiral 2 recompete – Medical Support Services (MSS)

Jan 2011 Industry Day for MSS

AFMSCC Spiral 1: Clinical Support Services

Annex 1 to Commodity Council CAMP

Awarded Nov 05, 10-year, $1.9B Multiple Award, Indefinite

Delivery/Indefinite Quantity contracts can provide all direct-care, clinical service positions to the AFMS.

AFMSCC Spiral 2: Medical Administrative Support Services

Annex 2 to Commodity Council CAMP

Awarded Apr 07, 5-year, $96.4M Multiple Award, Indefinite Delivery/

Indefinite Quantity contracts to provide administrative (non-patient care) positions and services.

AFMSCC Spiral 3: Consulting, Analysis and Technical Services

Annex 3 to Commodity Council CAMP

ASP approved Aug 2008, 5-year, $960M Multiple Award, Indefinite Delivery/

Indefinite Quantity contracts to provide advisory and assistance services.

AFMSCC Programs

Industry Day Attendee Introductions Tell us:

Company Name

Location of Main Office

Introduce your team

Large or Small Business

BREAK (15 Minutes)

Write down your questions and give to an Air Force team member!

Questions Received

Answers, if available

Mr. Ash

AFMS Commodity Council

Mr. Keith Tousignant, Program Manager

Spiral 2, Medical Administrative Support Services

Current Program:

Medical Administrative

Support Services Incumbent Businesses

DP Technology Services

Healthcare Resolution Services

Mindleaf Technologies, Inc.

Signature Performance, Inc.

Current program statistics

358 awarded task orders

220 active at 61 bases as of 31 Dec 10

402 personnel and 17 Full Services

Service Type I - Labor Categories

10 to 31 position descriptions

Top labor categories

Service Type II – Statement of Objectives

5 to 7 services

Top Services

Historical Monthly Task Orders

Task Orders Awarded

Customer Base

21%

20%15%

10% 6%

6%

4% 18%

ACC

AFMC

AMC

AETC

AFSPC

AFDW

PACAF

Central

AFMS Commodity Council

Ms. Tina Altevers, Program Manager

Spiral 2-1, Medical Support Services

Market Knowledge

Industry Research - IBIS World Report, NAICS 621999

Experience with existing MASS MAC ID/IQ contracts

RFI and on-line survey with 71 questions open for 3 weeks

Responses received from 78 companies w/75 deemed complete (17 large and 61 small businesses)

Users (MTF and contracting) survey completed

Risk workshop with key customers and stakeholders

Requirements approval through AFMS and AQ corporate structure

Draft RFP to be released to receive more industry feedback

Today’s conference

New Program Approach

Structure: AFMSCC Centralized program management, decentralized ordering at base-level

Team: AFMS Commodity Council with ESG contracting authority & local base contracting partners

Program Management at AFMSCC

Performance plan at contract level

Contractor monthly program status reports

Blind Benchmark Reporting

Annual CPARS at contract level

Task Order Management

Awarded and administered by local base contracting

Quality Control Plan at task order level

Monthly surveillance rolls up into PPI/annual CPARS

Program Overview

The Medical Support Services (MSS) program is a 5-year, Multiple Award Contracts, Indefinite Delivery/Indefinite Quantity (ID/IQ) contract vehicle to procure medical support services.

MSS personnel to augment existing AFMS staff

Cover existing labor categories allowed on Spiral 2 contracts now

Expand to include known new requirements

Framework in place for other medical support positions to meet AFMS mission (additional requirements)

No specialized services– clinical, food service, housekeeping, information management, advisory and assistance services

Program Overview

Non-Personal Services

Mandatory use of these contracts under consideration

Task Orders may have options

Performance may extend 1-year beyond the end of the ordering period

All Air Force contracting offices can place task orders

50 States

Army and Navy use for joint bases for Air Force requirements

AFMS is funded annually

Program Maximum - $494M

Contract Minimums satisfied with Post Award Conference and

Company Training Manager Development Course ($5,000)

Enterprise Sourcing Group

Small Business Manager

Barbara Liptak, ESG/SB

ESG Small Business Manager

ESG Small Business Advocate Role

NAICS Code – 621999 (All Other

Miscellaneous Ambulatory Health Care

Services), $10M

100% small business set-aside

Feedback on specific designation set-asides

Past Performance requirements for JV and

MP will be addressed this afternoon give to an Air Force team

Ms. Krauss

Performance Work Statement &

Attachments Sections C and J

Tina M. Altevers, AFMSA/SG5M

Medical Support Services Performance Work Statement

Categories of Services

Clerical

Certified

Specialized

Technical

Two Types of Services will be acquired Service Type I: Acquire personnel to supplement AFMS

1880 productive hours = FTE Billed hourly

Service Type II: Provide entire service either on or offsite

Full service Billed by units completed

Contractor’s Responsibilities

Business Plan

Perform AFMS requirements--participate in task order process

Every service, every location

Conduct 50% of overall services (by cost)

Human Resource Management Plan

Recruit, qualify, train, place and manage your employees

Perform within 45 days or expedited timeframe ordered

Government security requirements

Replacement services within 30 days

Substitute/temporary coverage for absences > 80 hours

Performance Management Plan

Accurate and timely services

Monitor and report on service summary/deliverables

Cost control and expenditure rate

Customer satisfaction/resolve concerns and problems

Minimize turnover

General Requirements

Travel may be required—in CLIN structure

Certifications

Health requirements

Work schedule

DMHRSi (MEPRS)

Dress and Appearance

English language

Security requirements (public trust positions)

Non-mission essential status

Continued education units

MHS Learn

HIPAA

Unique DoD Guidelines (appointing, PRP records & coding)

Service Summary

Section C, Paragraph 3

16 Objectives

References requirements

Acceptable Quality Levels

Calculations

Monitoring method

Correlates to Section J, Performance Plan

Reportable by contractor in monthly and annual program status report (deliverable)

Metrics for blind benchmark report and PMO dashboard

Objectives

Recruit

Train

Qualify

Comply with security requirements

Manage personnel

Replacement

Substitute/temporary coverage

Perform within standards

Customer Service

Turnover

Objectives (continued)

Overall fill rate

Comply with contracted NTE and escalation rates

Cost control and savings

Expenditure (burn) rate

TOPR participation

Prime performance of 50% of work

Contractor Deliverables

Monthly Program Status Report

Annual Report

Qualifying Documentation

Task Order Quality Control Plans

MHS Learn Company Training Managers

Section J

Attachments

Privacy Act Notifications

Performance Locations (64)

Position Descriptions (28)

Statement of Objectives (5)

Sample Service Type II Task Order Proposal Request

Use for your Technical Proposal SOW submission

Wage Determinations

MHS Company Training Managers’ User Guide

MHS Learning Paths (31)

Monthly Program Status Report

Annual Report uses same format

Pricing Template

Performance Plan

Services and Price/Special

Clauses

Sections B & H

Clarinda Smith, 773 ESS/PKJ

Section B Services and Prices

Outlines services to be provided

Post Award Conference

Medical Support Services

Service Type I

Service Type II

Expedited Placement

Travel

Contract Management

Initial Task Orders Subsequent Task Orders

RFP Section H.1 RFP Section H.3

$5,000 each $494M maximum (competed)

2-Day Post Award Conference at

Wright-Patterson

Service Types I & II

-Travel

- Expedited ordering

Fulfills minimum order requirement Wage Determinations & Adjustments (H.11)

Day 1-Orientation at Wright-

Patterson Air Force Base

Base Contracting Offices Use Defined Task

Order Proposal Request Process

Day 2-Company Training Mgrs

Course

Past Performance Information Provided to

Contracting

Cross Teaming Prohibited

TOPR Flow Chart

Contractor meets pre-placement requirements at least 14-days prior to start of performance.

Contracting Office issues TOPR package to all MSS contract holders

TOPR questions received within three calendar days

Government conducts proposal evaluation

Government awarded Task order

MSS awardees submit proposal within 15 calendar days for evaluation.

Awardee begins performance by required start date.

Section H Special Contract Clauses

Initial task order—minimum order $5K

Subsequent task orders

TOPR process

Proposal submission

Proposal evaluation

Cross-teaming prohibited

Use of non-compete clauses

Wage determination and adjustments

On Ramp procedures

Organizational conflict of interest

Associate contract agreements

Blind benchmark report

Blind Benchmark Report

Contractor/ On-Time Fill

Pre- Placement Training

Qualified Placement Security Currency

Replacement Personnel

Sub/Temp Personnel

AQL > 95% > 95% > 95% > 95% > 95% > 90% > 90%

A % % % % % % %

B % % % % % % %

C % % % % % % %

D % % % % % % %

E % % % % % % %

F % % % % % % %

G % % % % % % %

H % % % % % % %

I % % % % % % % j % % % % % % %

Contractor/ Timeliness/ Completion

Customer Satisfaction Turnover

Overall Fill

Cost Compliance Burn Rate

TOPR

Participation

50% Performance

AQL > 90% > 90% < 20% > 95% 100% > 90% 85% 50%

A % % % % % % % %

B % % % % % % % %

C % % % % % % % %

D % % % % % % % %

E % % % % % % % %

F % % % % % % % %

G % % % % % % % %

H % % % % % % % %

I % % % % % % % % j % % % % % % % %

Lunch (on your own) give to an Air Force team

Mr. Ash

Source Selection Approach

Clarinda Smith, 773 ESS/PKJ

Source Selection Approach

10 MAC ID/IQ contracts--SSA may determine award of more or fewer contracts

Performance Price Trade-Off proven successful

Past performance significantly more important than price

Four proposal volumes

Contract Documentation & Executive Summary

Technical (Acceptable/Unacceptable)

Business Plan/Organizational Structure, Human

Resource & Performance Management Plan

Price (complete, reasonable and balanced)

Past Performance (Substantial, Satisfactory, Limited or No confidence levels) – relevance defined

Contract Minimums Satisfied at Time of Award with $5K per contract for 2-day post-award conference

Cross teaming prohibited

Contract Documentation &

Executive Summary

(Volume 1)

Jason Ash, AFMC/PKY

Representations, Certifications and Other Statements of Offerors

Fill out thoroughly, completely and correctly

Failure to do so will result in clarifications

Slows down process

General Instructions and Notices

Funding at task order level

No guarantees above the minimum, fair opportunity

Proposals

Clear, concise and detailed

Elaborate decoration wins no points

Follow Section L guidance on proposal formatting

Contracting Officer is sole point of contact

Contract Documentation & Executive Summary

SF 33

Complete blocks 12, 13, 14, 15, 16, 17 and 18 of the RFP

Section A

Contract Administration Data

Complete Section G

Exceptions to Solicitation Requirements

Failure to meet any requirement may result in ineligibility

Exceptions must be clearly identified and supporting rationale provided

Solicitation

Document

Page/

Paragraph

Requirement/

Portion Rationale

PWS, SPEC,

Representative Task

Order, Sample Task

Order, ITO

Applicable

Page and Paragraph

Numbers

Identify the requirement or portion to which exception is taken.

Describe

Why the requirement can/will not be met.

Contract Documentation & Executive Summary

Representations, Certifications

Sections D – I only those that require a fill-in

Executive Summary

Limited to 5 pages

Not evaluated

Master Table of Contents

Glossary of Abbreviations & Acronyms

Letter of Credit

$1 Million

Not contingent upon award

Technical

(Volume II)

Adrianne Krauss, AFMC/PKY

Technical – Helpful Hints

Pre-award cross-teaming prohibited

Performance price tradeoff

Technical is evaluated on a pass/fail basis

Tradeoff between past performance & price

Section L – Instructions to offeror

Section M – How factors will be evaluated

Technical – What You Provide to Us

Section L

Para.

Number

Volume Volume Title Copies Page Limit

L.4 II Technical Proposal

Tab 1- Business Plan

Tab 2 – Human Resources

Management Plan

Tab 3 – Performance

Management Plan

Tab 4 – Proposal Cross-

Reference Matrix

Tab 5 – Glossary of

Abbreviations and Acronyms

Tab 6 - Attachment L-1, Team

Composition Worksheet

(1 Original, 4 copies)

(with exceptions)

40-Page Limit – Exceptions

L2.3. The Government counts each page except the following:

Cover Pages

Lists of Tables and Figures

Tabs

Blank Pages

Section L&M Matrix

Past Performance Questionnaires

Tables of Contents

Glossaries

Dividers Teaming Agreements/Letters of Intent/Consent Letters

Client Authorization Letters

Technical – Capability Ratings

RATING DESCRIPTION

Acceptable The proposal meets specified minimum requirements necessary for acceptable contract performance.

Reasonably Susceptible of

Being Made Acceptable

The proposal does not clearly meet some specified minimum requirements necessary for acceptable contract performance, but there is reason to believe that through minor revisions, an acceptable proposal could result. For award without discussions, these proposals are considered ―unacceptable.‖

Unacceptable The proposal fails to meet specified requirements necessary for contract performance. Proposals with an unacceptable rating are considered not awardable without discussions.

Technical – 4 Subfactors

Evaluators will use Section M Evaluation Criteria to evaluate offeror’s proposal at the sub-factor level:

Subfactor 1: Business Plan

Subfactor 2: Human Resources Management Plan

Subfactor 3: Performance Management Plan

Subfactor 4: Statement of Work

Overall factor rating for Technical Capability assigned

(M.4)

C L M

Subfactor 1: Business Plan

Subfactor 2: Human Resources Management Plan

Subfactor 3: Performance Management Plan

Subfactor 4: Statement of Work

Cross-Reference Matrix

Tool to assist you in the proposal development process

Contractor is ultimately responsible for ensuring that all areas are addressed fully and accurately

SECTION L

Paragraph

SECTION M

Paragraph

SECTION C

Paragraph(s)

Offeror’s Proposal Paragraph

Reference(s)

4.1.1 4.1.1 2.3.1.2, 2.4.16.4.1.2

4.1.2 4.1.2 2.3.1.3, 2.4.16.4.1.2

4.2.1 4.2.1 2.3.2.1, 2.4.16.4.1.2

4.2.2 4.2.2 2.3.2.2, 2.3.2.3, 2.4.16.4.1.2

4.2.3 4.2.3 2.3.2.4, 2.4.16.4.1.2

4.2.4 4.2.4 2.4.10, 2.4.16.4.1.2

4.2.5 4.2.5 2.3.2.7, 2.4.16.4.1.2

4.2.6 4.2.6 2.3.2.8, 2.4.16.4.1.2

4.2.7 4.2.7 2.3.2.9, 2.4.16.4.1.2

4.3.1 4.3.1 2.3.3.1, 2.4.16.4.1.2

4.3.2 4.3.2 2.3.3.4, 2.4.16.4.1.2

4.3.3 4.3.3 2.3.3.5, 2.4.16.4.1.2

4.3.4 4.3.4 2.3.3.5, 2.4.16.4.1.2

4.3.5 4.3.5 2.3.3.3, 2.4.16.4.1.2

4.3.6 4.3.6 2.3.3.3, 2.4.16.4.1.2

4.4 4.4 2.2.2

Team Composition Worksheet

OFFEROR (Prime)

COMPANY NAME

Small Business

Designation

ADDRESS POC &

TELEPHONE

PERCENTAGE OF

CONTRACT

WORKLOAD

LOCATION

COVERAGE

(list states)

Subcontractor

COMPANY NAME

Small Business

Designation, if applicable

ADDRESS POC &

TELEPHONE

PERCENTAGE OF

CONTRACT

WORKLOAD

LOCATION

COVERAGE (list states)

Labor Categories Prime or Name of Teaming Partner/

Subcontractor to provide service

Certified labor categories (i.e., medical coding professionals, transcriptionists, records technicians)

Specialized labor categories (i.e., beneficiary services/PEBLO, tumor registrar, referral management personnel, utilization managers, third party collection clerks)

Technical labor categories (i.e., logistics, supply, equipment technicians, public health, safety specialists)

Full Services

Patient Appointing Service

Medical Records Service

Identify your team!

Price

(Volume III)

Luke Schultz, AFMC/PKY

References to the Draft RFP

Pricing Requirements are found:

Section L Instructions, L5 Volume III – Price

Section M Evaluation, M2.1.4 Price

Section M Evaluation, M5 Price Factor

Section J, Attachment 9, MSS Pricing Template

What to Submit:

Section L Volume Volume Title and Contents Copies Page Limit

L5 III Price Proposal

Tab 1 – Table of Contents

Tab 2 – Attachment 9, MSS Pricing

Template

Tab 3 – Pricing Exceptions and

Assumptions

Tab 4 – Glossary of Abbreviations and

Acronyms

Hardcopies

(1 Original, 4 copies)

(Use electronic pricing template provided, only)

Adequate price competition—cost or pricing data not required

Completeness, Reasonableness and Balance

Additional information – only included if it is essential to document or support your price position

Tab 1 – Table of Contents

Specific to Volume III

Tab 2 – Attachment 9 MSS Pricing Template

Pricing template will be used by the Price Evaluation Team

Offerors must complete the template

Sample task order – pricing template

NTE rates will be used for the life of the contract

Follow instructions carefully to complete the Pricing Template

Provide fully burdened NTE hourly rates and unit rates only for the yellow high-lighted cells (Section C and Section J, Attachment 4 – SOOs)

Consider : General & High Cost areas

High cost area = Andrews DC; Bolling DC; Edwards CA;

Eielson AK; Elmendorf AK; Hickam HI; Los Angeles CA;

McChord WA; McGuire NJ; Nellis NV; Travis CA;

Vandenberg CA; all of New Mexico (gross receipts tax)

Proposed Escalation Rate for contract years 1, 2, 3, and 4

Any attempt to reformat or remove cells is not authorized

MSS Pricing Template

Labor Categories Base Year

Billable

Hours

FTEs

(General)

Base Year

Billable Hours

FTEs

(High Cost Area)

Total hours purchased

Estimate

NTE General

Hourly Rate

Total Base

Year Cost for

General Cost

Area

Advanced Office Clerk 2 5 7 2.00$ 4.00$

Office Clerk 0 -$

General Clerk 0 -$

Billing Clerk 0 -$

Appointment Clerk 0 -$

Mail Clerk 0 -$

Service Type #1

MSS Pricing Template

NTE High Cost

Area Hourly Rate

Total Base Year

Cost for High

Cost Area

Total Base Year

Cost

Year 1

(General)

Hourly Rate

Year 1

High Cost Area

Hourly Rate

Year 1

Total

4.00$ 20.00$ 24.00$ 2.06$ 4.12$ 24.72$

Service Type #1

MSS Pricing Template

Service Type #2

Full Operational Activities (unit of price basis) Base Year

FTEs

(General)

Base Year

FTEs

(High Cost Area)

Total

Workload

Estimate

NTE General

Unit Rate

NTE High Cost

Area Unit Rate

Toal Base

Year Cost

Patient Appointment Services (telephone transactions) 2 5 7 2 4 $24.00

Outpatient Medical Records Maintenance Service (records) 0 $0.00

Medical Coding and Auditing Services (coded record) 0 $0.00

Referral Management Services (referrals) 0 $0.00

Transcription Services (typed line) 0 $0.00

Total Price $24.00

MSS Pricing Template

Service Type #2

Year 1

(General)

Unit Rate

Year 1

High Cost Area

Unit Rate

Year 1

Total

$2.06 $4.12 $24.72

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$24.72

MSS Pricing Template

Escalation Rates

Year 1 Year 2 Year 3 Year 4

Contractor Proposed Rate 3.00% 3.00% 3.00% 3.00%

Tab 3 – Exceptions/Assumptions and Rationale

Identify any exceptions and provide complete rationale for each

Identify any assumptions and provide complete rationale for each

Tab 4 – Abbreviations & Acronyms

Include a glossary of abbreviations and acronyms

Price Analysis – Evaluation Basics

The Total Evaluated Price (TEP) will form the evaluation price basis

Rank all technically acceptable proposals by price

Reasonableness - i.e., not too high

For a price to be reasonable, it shall represent a price to the Government that a prudent person would pay when consideration is given to prices in the market. FAR 15.404 and 15.405

Adequate price competition

Balance with respect to prices

Unbalanced pricing exists when, despite an acceptable TEP, the price of one or more items is significantly overstated or understated as indicated by the application of price analysis techniques.

We want to hear from you

Is Attachment 9 – MSS Pricing Template, price entry instructions clear?

What is industry’s opinion of a contractor proposed escalation rate?

Does this allow sufficient pricing flexibility?

What other information should be added to the MSS Pricing Template (Attachment 9) to assure the Government that an offeror is able to accurately provide NTE prices for the positions identified in the table?

Is it clear how the Total Evaluated Price (TEP) is calculated and evaluated?

Past Performance

(Volume IV)

Tina Altevers, AFMSA/SG5M

Past Performance Proposal Instructions

L.6 – Past Performance Volume instructions

M.6 – Past Performance Evaluation Factor

Submit volume 7-calendar days before other volumes

Section L

Paragraph

Number

Volume VOLUME TITLE COPIES PAGE LIMIT

L.6 IV Past Performance Information2

Tab 1 – Reference 1

Tab 2 – Reference 2

Tab 3 – Reference 3

Tab 4 – Reference 4

Tab 5 – Reference 5

Tab 6 – Reference 6

Tab 7 – Reference 7

Tab 8 – Reference 8

Tab 9 - Attachment L-1, Team Composition

Worksheet

Tab 10 – Organization Change History

Tab 11 – Glossary of Abbreviations and

Acronyms

(1 Original, 4 copies)

3 pages per Past

Performance

Information

Sheet (24 total)

EZ Source

Database file will be provided with final RFP

Enter information into data fields

Demographics

Referenced contract info (number, value, dates, etc.)

Brief description

Reference contact information

Print to include in hardcopies

Save on CD for electronic version

Past Performance Proposal Instructions

Eight References

Three for the prime

One for each teaming partner/subcontractor

Recent (6 months within 3 years)

Relevant

Attachment L-1: Team composition

Attachment L-2: EZ Source reference example

Attachment L-3 & L-4: Consent Letters

Attachment L-5: Questionnaire

Evaluation Steps

Is it recent? Yes

Is it relevant

Evaluate quality of work

Yes

Factor Confidence

Assessment

Rating=

For each reference

Past Performance Evaluation Factor

Recency

Relevancy (Table M.6-2)

Table M.6-2 - PAST PERFORMANCE RELEVANCY ASSESSMENT

Rating Description

HIGHLY RELEVANT Past/present performance effort involved essentially the same scope, magnitude of effort and complexities this solicitation requires.

Provides more than one (1) service/optional activity or more than two (2) labor categories; and

Contract Value is greater than $1M annually; and

Performs in more than 7 states.

RELEVANT

Past/present performance effort involved much of the scope, magnitude of effort and complexities this solicitation requires.

Provides one (1) service/optional activity or two (2) labor categories; and

Contract Value is $1M annually; and

Performs in at least seven (7) states.

SOMEWHAT

RELEVANT

Past/present performance effort involved some of the scope, magnitude of effort and complexities this solicitation requires.

Provides any medical services; and

Contract Value is $500K annually; and

Performs in at least two (2) or more states.

NOT RELEVANT Past/present performance did not involve any of the scope, magnitude of effort and complexities this solicitation requires.

Provides no medical support services or related labor categories; and

Contract Value is less than $500K annually; and

Performs in at least two (2) or more states.

Past Performance Evaluation Factor

More relevant past performance … will have a greater impact on the performance confidence assessment than less relevant effort… may be more advantageous than ―Unknown Confidence‖… may receive a higher confidence rating and be considered more favorably…

Joint Ventures & Mentor-Protégé

Contract is a single reference

Do not reference task orders

Government may obtain more information via: PPIRS, questionnaires, DCMA, interviews with PMO and COs

Adverse past performance

Rating Assigned

PERFORMANCE CONFIDENCE ASSESSMENTS

SUBSTANTIAL

CONFIDENCE

Based on the offeror’s performance record, the Government has a high expectation that the offeror will successfully perform the required effort.

SATISFACTORY

CONFIDENCE

Based on the offeror’s performance record, the Government has an expectation that the offeror will successfully perform the required effort.

LIMITED

CONFIDENCE

Based on the offeror’s performance record, the Government has a low expectation that the offeror will successfully perform the required effort.

NO

CONFIDENCE

Based on the offeror’s performance record, the Government has no expectation that the offeror will be able to successfully perform the required effort.

UNKNOWN

CONFIDENCE

No performance record is identifiable or the offeror’s performance record is so sparse that no confidence assessment rating can be reasonably assigned.

Helpful Hints If performance is not RECENT, it will not be evaluated

Past performance reference must be RELEVANT to medical service categories (Table M.6-2) and locations (Section J, Attachment 1)

Past performance submittals work must reflect work of contractor team (Attachment L-1 Contractor Team Organization)

May need to submit organizational change history if business names have changed

Send Attachment L-2 Past Performance Questionnaires as soon as possible (but after final RFP release) give to an Air Force team

Ms. Smith

Proposal Summary

Proposal Development (RFP Section L)

Proposal Evaluation (RFP Section M)

Four Volumes Performance Price Tradeoff

Contract Documentation & Executive Summary

Include all required documentation, signatures and identify any exceptions

Technical

Acceptable Reasonably Susceptible Unacceptable

Price

Completeness Reasonableness Balanced Total Evaluation Price

Past Performance

Recent Relevant Assign Confidence Rating

What Next?

Government will post:

Industry Day slides

Attendees list

Questions and answers

Additional comments/questions must be submitted

NLT 11 January 2011

Send to Clarinda S. Smith (per Section L, Para

L.1.3.1)

Individual capability briefs are not required

Official RFP anticipated in first quarter of 2011

How you can help

Identify Unclear requirements Unrealistic expectations

Offer Feedback/opinions Industry best practices

Questions – Submit in writing to the contracting officer

QUESTIONS