SCS_Industry_Day_Briefing_(20190304)_Final.pptx

Agenda

UNCLASSIFIED

SOF Core Support

(SCS)

Industry Day Ted Koufas PEO -Services

SOF AT&L

3/4/2019

CORE SUPPORT

Tailor Contracted Services Acquisition Strategy to Meet SOF’s Core Support for 2020-2030 Acquire non-personal services, expertise and intellectual capital in support of SOF-Wide, day-to-day business operations.

Estimated Aggregated Value Across All Awardees - $700M-$900M Focus Assets For Acquisition / Contracting Bandwidth Ten Year Ordering Period All Funding Types

BROAD SUPPORT

Broad Support Requirements for 2019-2025 Maximize Use Of:

Leverage Strategic Acquisition Support to Acquire Skill sets similar to those required by other Strategic Organizations Leverage Strategically-Sourced Contracting Vehicles (GSA/Other Federal) as necessary Task Order Level Competition.

Cost Of Doing Business 2.75% Estimated Aggregated Value Across All Awardees - $350M- $500M Five to Eight Year Ordering Period All Funding Types

Avenues of Approach

Re-Focused Strategy for Services Acquisition

REQUIREMENTS:

Global Battle-Staff and Intelligence Acquisition and Logistics Management Business and Financial Operations Education and Training Support Engineering Management Services Program Services Professional Services

3/4/2019 INTENT: Identify and Evaluate the things we VALUE the most…

REQUIREMENTS

IMPERATIVES

DESIRABLES

STRATEGY

INSTRUCTION

EVALUATION

RESULT

We do this… We can improve this… We need to do this…

IMPERATIVE #1: Workforce Stability Provide mission continuity and institutional knowledge Demonstrate respectable and credible leadership Dedicate resources to execute transition Compensate well; incentivize performance and loyalty Solve personnel issues efficiently and effectively Enable opportunities for growth and development IMPERATIVE #2: Management Agility Balance simplicity and complexity; handle changes Be available to customers, and proximate to issues Possess organic resources to apply to surge and issue resolution… without higher permissions IMPERATIVE #3: Global Reach Know how to put employees in AFG, KU, GE, and … Have access to logistics nodes and networks that inter-connect client’s global tasks Capability/Organization/Process Leads to:

Requirement History USSOCOM currently uses a multiple award IDIQ contract, SOCOM Wide Mission Support (SWMS) Group B to acquire the majority of the knowledge based services required for this acquisition:

Education & Training Management Support Administrative & Other Services SWMS Group B was a competitive Small Business Set-Aside The remaining ancillary services (Engineering Management Services, Program Management Services, and Professional Services) required are currently supported by various other contract vehicles

Lessons Learned … We should endeavor to reduce turbulence and loss of expertise created by contract transitions and other turnovers in the workforce. Accomplished through a Phased Approach.

Workforce and Compensation Stability is critical.

Each Task Order should stand on its own. Development should be rigorous and its substance has to be validated.

Additional contracting capability is paramount to successful mission support.

Utilize strategic sourcing to gain efficiencies whenever possible/feasible.

Industry engagement critical to successful mission execution.

Include performance measures and quality assurance/customer satisfaction in Deliverables.

How should we Evaluate ? ( Stability / Agility / Reach ) Capability:

Breadth and Depth of workforce – scope/size/client similarities to (new) SOW Redundancy – options within the Team to cover/provide required skill sets Knowledge of and experience with the workforce – recent/current performance Organization:

Includes dedicated resources, focused on client issues; reinforced during transition; and in place beyond… Responsive / Available to all work locations and client leadership COR / KO get what’s needed from informed POCs; minimum necessary touch points – simplicity for client comms Connected / Enabled – linked to Corp Assets Complete, and “Flat” – layers are necessary, and lean – clear lines from PMO/functions to TLs, and to clients aka, what to put in Section “M”… Bullet comments intended to lead into paragraphs of evaluation methodology – need to develop EMPIRICAL metrics wherever applicable…

How should we Evaluate ? ( Stability / Agility / Reach ) Process:

All specified functions are covered, and all processes have defined and acceptable end-states Comprehensive, but not overly complex – essential function/action /decision Responsibilities are clear and fixed; there is a resourced “name/title” to whom actions are assigned Reporting and information management systems make sense; includes issue/problem capture and resolution system somehow Everything has a timeline… actions get accomplished in timely manner Quality Control is connected to every process; customer feedback loops included Cost Effective (not free)… we will cross this bridge later… aka, what to put in Section “M”… Bullet comments intended to lead into paragraphs of evaluation methodology – need to develop EMPIRICAL metrics wherever applicable…

Questions ?

SOF Core Support Industry Day

Briefer: Sherri Ashby, PCO Office: SOF AT&L-KH Date: 5 March 2019

United States Special Operations Command

This briefing is UNCLASSIFIED

Requirement USSOCOM requires knowledge based services to fill workforce capability and capacity gaps in order to meet mission objectives. SOF Core Support will provide expertise and intellectual capital to support SOF day-to-day business operations in support of the Commander’s priorities.

The services to be acquired are:

Education & Training Services Management Support Services Administrative & Other Services To a lesser extent, categories may include:

Engineering Management Services Program Management Services Professional Services

Applicable Conditions 100% Small Business Set-aside $700M-$900M - Estimated Aggregated Value Of Services Across All Awardees 541611 - North American Industry Classification System (NAICS) Code ($15 Million) All Funding Types (RDT&E, PROC, O&M) Contract Types Tailored At The Task Order Level Current Execution:

26 Actions since January 2016; ~$350M

Applicable Conditions, cont.

Due to the nature of the services required, TS Facility clearance is required at the time of proposal submission Capability Constraint: OCONUS operations include personnel located in foreign countries requiring country clearances, hazardous duty pay, and export compliance licenses for training execution This adds an additional level of complexity to the requirement at the task order level

Capability or Performance Contractors are required to provide overall Program Management support under the basic contract for SOF Core Support Ability to manage multiple task orders Management of geographically dispersed workforce Ability to meet OCONUS requirements (SPOT, SOFA, etc.)

All performance objectives and quality control measures will be addressed in individual task orders Monthly and Quarterly Reports Annual CPARS, if applicable

Delivery or Performance Period Overall 10-year ordering period 2020 – 2030 5-year Base Period Accommodates SB re-certification One 3-year Option Period One 2-year Option Period

Acquisition Considerations Contract Type FFP, Labor Hour, Time and Materials, and Cost-Type CLINs The basic award will include the CLIN types listed above so that the acquisition strategy may be tailored for individual task orders Reduces cost risk for those services that cannot be defined by one type Options will be included at the task order level, as applicable The determination to utilize performance based or non-performance based acquisition techniques will be determined at the task order level Mitigates risk of a “one size fits all” approach

Source Selection Procedures This is a competitive, multiple award source selection Offerors that receive a technical rating of Acceptable along with a Past Performance rating of Substantial will be awarded basic SOF Core Support contracts Cost/Price will not be evaluated at the basic contract level Further evaluations will be done using Best Value Continuum procedures, as established on a task order basis This includes both LPTA and Trade off procedures Evaluation Criteria Volume 1 – Qualifying Criteria Volume 2 – Factor 1 IDIQ Management Volume 3 – Factor 2 Past Performance

3-5 PPQs 3 MUST be from Prime If JV, then 2 from SB Managing Partner, 1 from LB

Evaluation Criteria – Qualifying Criteria Qualifying Criteria (Pass/Fail) Facility Clearance (If failed, remaining portions of the proposal will not be evaluated) Contractors will be required to provide proof of TS Facility Clearance at time of proposal submission Adequate Accounting System Completed DCAA or other Federal Agency Accounting System Audit, or FAR compliant Accounting System ready for audit Contract Forms (If failed, remaining portions of the proposal will continue to be evaluated with ENs sent to Offerors to correct forms).

Other Qualifying Criteria as yet determined Suggestions?

DCMA Financial Capability Audit

Evaluation Criteria – IDIQ Management IDIQ Management (Acceptable/Unacceptable) The Government will evaluate the adequacy of the proposed approach and methodology to manage, resource, and execute the full range of SCS requirements. Evaluation of risk associated with the offeror’s proposal for this factor is inherent in the evaluation.

Other Evaluation Criteria as yet determined Suggestions?

Include required qualifications for IDIQ PM and evaluate as part of Sec M Include prime contract management experience

Evaluation Criteria – Past Performance Past Performance (Confidence Rating) The Government will evaluate the past performance of the efforts that meet the recency and relevancy in Section L in order to determine the Government’s overall level of confidence in the offeror’s ability to successfully perform the required effort using the ratings as described in Section M.

Substantial rating required for award Other Evaluation Criteria as yet determined Suggestions?

Prime must have performed as a Prime previously Minimum contract value for Prime references Increased focus on relevancy

Relative Importance of Factors and Basis of Award Factor 1 – IDIQ Management and Factor 2 – Past Performance are of equal importance.

Cost/Price will not be evaluated at the same time as basic contract evaluation and award IAW the 2017 National Defense Authorization Act and Class Deviation 2018-O0006.

Awards will be made to those offerors that receive a technical rating of Acceptable, along with a Past Performance rating of Substantial

Contract Administration Off Ramps Unable to maintain a TS Facility Clearance Goes “dormant”.

Dormant is defined as when an awardee fails to provide an acceptable proposal on a minimum of one effort per five consecutive Request for Proposals and/or on at least one per twelve-month period.

Contractor does not accept an urgent and compelling task order

Contract Administration On Ramps Not anticipated There is no intent to maintain a certain number of awardees If utilized, will be conducted at the beginning of the two option periods Same evaluation criteria as original solicitation Acceptable IDIQ Management Substantial Past Performance Excluded from re-entry as a Prime if previously Off Ramped

Year 1 Forecast 4 Actions to be competed for award NLT August 2020 RAVEN: FTEs and Episodic Event Support ~$15M per year 6 FTEs and 12-15 annual events

LREC

~$63M per year LREC Analytics ~$2M per year MRR PTP: FTEs and Episodic Event Support ~$16M per year 22 FTEs and 50+ annual events

Questions?

1-on-1s If you were assigned a slot and no longer plan to attend, please let us know immediately after this Those placed on the Stand-by list that would like to be removed, please let us know immediately after this In order to be mindful of everyone’s time, there will be a strict adherence to the 15 minute time allotted for each 1-on-1 meeting image2.png image1.png