STSII Live RFI.pptx

Strategic Transformation Support II (STSII) AFSTS Follow-on

27 January 2023

Department of the 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

Rules of Engagement

Agenda What is the Purpose of Today What is AFSTS? – Current What is AFSTS? IDIQ Level What is AFSTS? – Task Order Proposal Request (TOPR) Level Current AFSTS Success – What Worked!

Why Recompete So Early?

Lunch 12:30 – 13:30 STSII – Follow-on to AFSTS Previous AFSTS Acquisition Strategy Discussion Points

What is the Purpose of Today?

Get a full understanding of our need Open Dialogue / Transparency Exchange of Ideas / Information Walk away energized and ready to help shape the follow-on

We want to hear from you!

What is AFSTS? - Current Most Senior Air Force officials needed access to high level transformation consulting to fundamentally change systems, processes, people and/or technology Multiple Award IDIQ supporting Federal Agencies through complex/highly complex enterprise level transformations Firm Fixed Price (FFP) / FFP- Level of Effort (LOE) Current Ordering Period: Jun 2020 – Jun 2025 Two-Tiered Contract – (8 vendors) Competed requirements within applicable Tier only Tier 1 – Unstructured/Highly Complex Transformations Contractors: BCG Fed, Guidehouse, McKinsey Tier 2 – Structured/Complex Transformations Contractor: Accenture, BAH, Deloitte, Digital Mobilizations, KPMG Awarded 114 Task Orders to date

What is AFSTS? IDIQ Level Small Business Participation Minimum Percentages at IDIQ level / task order level Must sponsor Non-Traditional SBs every two years Require best of the best!

Each Awardee allowed no more than 2 consecutive no bids OR 6 no bids annually (whichever comes first) No bid waived annually from 15 August – 30 September DOES NOT apply to Expedited TOPRs or CO approved or OCI Exemptions Poor Performance No more than three marginal/unacceptable technical ratings AND/OR unreasonable pricing over the five-year ordering period Quarterly & Annual Program Management Reviews (PMR) chaired by Mr. Lombardi

Government will utilize fair opportunity for new requirements to the maximum extent practicable Government will utilize the exception to fair opportunity at its sole discretion Outcome based -- Government provides Statement of Objectives (SOO) Contractors TOPR Response shall include:

Performance Work Statement (PWS) – The What Supplemental Pages – The How Oral Presentation (if applicable) – no slide maximum Briefing Charts – 20 slide maximum Key Personnel Matrix, Small Business Participation Plan (SBPP), Price (Narrative), Assumptions OCI Plan (if applicable) Task Order Proposal Request (TOPR) Response Times Extended - 30 Days Standard - 10 Days Expedited - 3 Days

What is AFSTS? – Task Order Proposal Request (TOPR) Level

Break

15 Minute Break

Pre-TOPR Release Activities Pre-Read: The DRAFT SOO and Request Form is provided to the vendors for questions and to get feedback. Each vendor receives back their answers/suggestions (not shared)…this is considered their one-on-one Any information that drives a change to the requirement is provided in the final updated SOO/Request Form/Bidders Library Industry Day: Vendors get an overview brief from the mission partner and then get one-on-one time (no more than 60 minutes)

Post-TOPR Release Activities Ask Me Anything Session: Final opportunity to ask questions after TOPR release.

It is required that the lead SES attend and open the session with a high-level overview of the requirement:

Program Goals Risks What’s going well What keeps them up a night Program Team reads aloud the questions and answers Answers any follow-up questions Bidders Library: Provided with the TOPR (if applicable)

These activities are not mandatory, but we try and do these to the maximum extent practicable)

Basis for TOPR Award Technical always more important than price Best Value/Most Advantageous Technical Approach, Fair & Reasonable Price

Current AFSTS Success – What Worked!

Transparency Key to Success Market Research to Post Award Gov and Contractor flexibility Reduce Risk/Cost Removes the “unknown” Fosters honest/open communication Transformational Outcomes Wide ranging problem sets Enterprise-wide implementation Substantial Return on Investment Senior Leader Involvement / Endorsement SAF/MG Chaired PMRs SL’s attend and lead Ask Me Anything Sessions

Why Recompete So Early?

Popular Contract Outstanding Performance Increased interest – Federal Agencies, OSD, Army etc Accelerated Acquisition Process Access to Top Consulting Firms Potential Ceiling Growth to $5B Running out of ceiling Initial Award Ceiling $990M (June 2020) Increased Ceiling to $2B (January 2021) Remaining Ceiling $911M Transformation Industry Evolving Increase Small Business Involvement

Why Recompete So Early? STSII – Follow-on to AFSTS Still have a need!

Department of the Air Force (and sister services) Need to access high-level consulting firms to capitalize on industry best practices Need assistance through complex problems Increase lethality and readiness and the highest levels of DoD leadership Experience working transformations with/for Fortune 300 companies Experience managing several complex tasks simultaneously across CONUS/OCONUS Diverse transformations Differing complexity levels Developing innovative solutions, driving real outcomes

Current AFSTS Lessons Learned Award Timeline Aware of long lead time Requiring SL signature on documentation Expect award 30 days after TOPR release Schedule may vary – complexity, schedules, etc.

Increase Document Quality Early engagement with Mission Partner (MP) Mandatory Immersion Training (before package assembly) Update Down Select Training (better proposal evaluations) Sometimes it comes down to a price shoot out!

Current AFSTS Lessons Learned Cont.

Increased PWS maximum from 15 to 20 pages Include SOO Deliverables and Performance Thresholds Increase SBPP Evaluation Requirements Acceptable / Unacceptable Target Socio-Economic Groups (based on AFDW/SB recommendations) Increase SB experience, participation Increase Industry Days / One-on-One’s 1-on-1’s up to 1 hour – maximum extent practicable Adding Significant Weakness A flaw that appreciably increases the risk of unsuccessful contract performance Source Selection Authority will be SAF/MG unless delegated

Previous Acquisition Strategy:

Air Force Strategic Transformation Support (AFSTS)

FA701420R0001

Department of the Air Force

Previous AFSTS Acquisition Strategy Competitive – Full and Open Competition posted via Beta.Sam.Gov Contract Structure: Multiple Award IDIQ Contract Types: Firm Fixed Price & Firm Fixed Price Level of Effort AFSTS will consist of two (2) Tiers Award to each and all Technically Acceptable vendors that submit a proposal in Tier 1 Award to each and all Technically Acceptable vendors that submit a proposal in Tier 2 Two of the Tier 2 IDIQ awards are set-aside for Small Businesses (SB) only. If no Small Business Offerors are considered Technically Acceptable, the Small Business set aside portion in Tier 2 will automatically dissolve IAW FAR 19.507 Primary Offerors shall posses a Top Secret Facility Clearance at RFP release. No exceptions Clearance requirements for personnel will be determined at the Task Order level Tier Declaration (could only select one tier) Small Business Subcontracting Plan Basis for IDIQ Awards: Award will be made to any and all Technically Acceptable Offerors

Previous AFSTS Acquisition Strategy – Tier Criteria) Due to OCI Concerns: All Offerors shall include Tier declaration in response to RFP. Tier declaration cannot be changed after response is submitted. Offerors cannot propose as Prime and Sub in the same or both tiers. Offerors cannot perform as Prime and Sub in the same or both tiers. No exceptions.

Tier 1 Criteria Corporate experience successfully performing studies, research and analysis and developing transformational strategies for Fortune 100 or above companies and experience coaching c-suite executives and large organizations through highly complex, undefined, and unstructured problems and;

Corporate experience successfully assisting the AF in (or other federal entity of similar scope and complexity as the AF) and coaching senior leaders through developing transformational strategies; translating and incorporating commercial best practices through highly complex, undefined, and unstructured problems;

Tier 2 Criteria Corporate experience successfully performing studies, research and analysis and developing transformational strategies and implementation plans for Fortune 100-300 companies and experience coaching c-suite executives and large organizations through moderate to complex problems and;

Corporate experience successfully assisting the AF in (or other federal entity of similar scope and complexity as the AF) and coaching senior leaders through developing transformational strategies and implementation plans; translating and incorporating commercial best practices and through moderate to complex problems

Technical Subfactor 1 - Corporate Experience Government Experience Industry Experience One (1) Example of an unsuccessful Transformation Subfactor 2 – IDIQ Staffing Plan Recruitment and Retention Subfactor 3 – IDIQ Management and Capacity Plan Perform 50% of Work Rapid response to breathe of transformations, TOPR requests Manage and monitor workforce (subcontractors) Subfactor 4 – Small Business Commitment Document Utilization of Small Businesses (socio economic groups) and NTSB Subfactor 5 – Scenario Solution & Transition Plan (Oral Presentation) Scenario Received 10 days prior to Presentation

Previous AFSTS Acquisition Strategy – Evaluation Factors

Previous AFSTS IDIQ Technical Ratings

STSII Discussion Points Recommended STS II Eval Criteria Previously used Technically Acceptable/Unacceptable, No Pricing Required industry experience transforming Fortune 1 – 300 (tier dependent) Small Business Participation Plan Bid/No Bid Rules What should they be? Should there be a no-bid restriction?

TOPR response timelines Are the current timelines adequate? Too long? Too Short?

On and off ramping process Off Ramp: Number of No Bids? Low Technical Ratings? Poor Performance?

On Ramp: Ceiling Changes? Time (trigger point)? Industry Evolving?

No on ramp/off ramp at all?

Subcontracting restrictions Are they still necessary? What should they be? Is there a difference between Teaming and Subcontracting? Does that need to be clear?

STSII Discussion Points Contract Type(s) TOPR evaluation criteria Pricing narratives SOO vs. PWS We currently have 2 tiers; do you think this works or should there be more? What changes would you recommend to the tier definitions?

What is the maximum number of contractors do you recommend per tier?

Are there any tradeshows, events, professional groups that we should be aware of, attending?

STSII Small Business Discussion Points Given the scope and magnitude of this requirement, does a Small Business (SB) have the experience required. If not what type of experience seems appropriate to allow a Small Business to prime.

If this requirement is not set aside for a SB, do you have any recommendations for subcontracting goals/SB participation.

What evaluation criteria do you recommend for the follow-on requriement?

AFSTS awards approximately 50 task orders per year. Given the volume, does your company have the financial capacity to accommodate the projected workload? If not, would you plan for any teaming arrangements?

If any SB were to become a prime, should the bid/no-bid limitations be the same as for the large businesses? Should the small business subcontracting and requirements be the same? If not, why not? If not, what you recommend they be?

Feedback to Government Questions

Back Up

PWS Definition FAR 37.602 A Performance work statement (PWS) may be prepared by the Government or result from a Statement of objectives (SOO) prepared by the Government where the offeror proposes the PWS

(1) Describe the work in terms of the required results rather than either "how" the work is to be accomplished or the number of hours to be provided

(2) Enable assessment of work performance against measurable performance standards;

(3) Rely on the use of measurable performance standards […] in a competitive environment to encourage competitors to develop and institute innovative and cost-effective methods of performing the work image2.jpeg image3.png image4.png image5.emf image1.jpeg