DLP_-_ACC-RSA_FY16_Briefing_Cheryl_Hickman.pptx

CONTRACT OVERVIEW

Ms. Cheryl Hickman Division Chief Aviation Maintenance Directorate 5 May 2016 U.S. Army Contracting Command - Redstone

Agile and Able Contracting Professionals Providing Capabilities to Customers:

On Time … Anytime … Anywhere!

UNCLASSIFIED

UNCLASSIFIED

Note: No acquisition documents are staffed or approved at this time so all information pertaining to a new procurement is notional at best.

Contract Overview

Possible contract planned for a multiple award – two or more contractors Possible cost type contract Possible fixed priced Possible incentive fees – Performance and/or Quality Possibly all of the above Length of effort: Current thought – Base period with options up to five total years Away from services and toward supply – end item delivery Based on history – Probably some type competitive small business set-aside Small business will play an important role in the structure of the competition, contract and program Contract Overview

Intended Milestone Dates

OCI defined Why OCIs are important Types of OCI Exceptions Mitigations USG contracting officer responsibilities Contractor responsibilities

Organizational Conflict of Interest (OCI) Overview

Definition - Because of other activities or relationships with other persons, a person is unable or potentially unable to render impartial assistance or advice to the Government, or the person's objectivity in performing the contract work is or might be otherwise impaired, or a person has an unfair competitive advantage Nature of Work Services to support preparation of specs & work statements Technical evaluation of other contractor’s products & services Surveillance of other contractor’s services and work products Access to other contractor’s proprietary information FAR 2.101, FAR Subpart 9.5)

OCI Definition

Greater Emphasis By GAO, DoD Agencies, and Industry Industry consolidation; firms combining supplies and services Increase in advisory and assistance services, professional services entailing exercise of judgment Multi-agency IDIQ contracts to multiple contractors Increased sustained protests An unfair competitive advantage for the contractor Contractor’s inability to be objective in performing a contract Contractor’s inability or potential inability to render impartial assistance or advice to USG

WHY OCIs

Biased Ground Rules (FAR 9.505-1; FAR 9.505-2) Impaired Objectivity (FAR 9.505-3) Unequal Access to Information (FAR 9.505-4)

FAR Subpart 9.5, GAO Opns, Ct Cases OCI Types

Identify and resolve OCI as early as possible; cannot rely solely on contractor’s assertion or assessment Avoid, neutralize, or mitigate before award; use of common sense, good judgment, and sound discretion Significant potential OCI, must notify head of contracting office of solution before RFP release FAR Subpart 9.5 USG Contracting Officer’s Responsibilities

Avoid, Neutralize, or Mitigate OCI Education and awareness Be familiar with FAR Subpart 9.5 Section H of RFP and resulting contract Pre-award OCI discovery – review current contracts, acquisition OCI notice After-award OCI discovery Key - preserve the integrity of contracting process !

Contractor Responsibilities

Minimum guarantee - $5,000 per award intended ceiling $1.5B

Ordering periods Five year ordering period 12 month period of performance for typical task order, but if justified may include options to provide continued support Performance of any task order may extend no more than 24 months beyond end of ordering period Business Arrangement

Competition throughout the life of the MAIDIQ will be promoted

IAW FARS 216.505-70(b), fair opportunity to be provided to all prime contract awardees for each task order exceeding $3,500, unless one of the circumstances described in FAR 16.505(b)(2)(i) through (iii) applies to the order or a statute expressly authorizes or requires that the purchase be made from a specified source

Task order competitions will utilize best value evaluation criteria and “trade-off” analyses. Delivery Orders may utilize Low Price Technically Acceptable (LPTA)

Fair Opportunity

The Defense Contract Management Command (DCMA) performs Administrative Contracting Office functions to include program oversight for maintenance and quality

Procurement Contracting (PCO) functions are provided by ACC – Redstone

Contract Information

Last Competitive Award Information – Small Business Set Aside (SBSA) – May continue as SBSA

Major factors in the last best value selection were:

Technical Performance Price/Cost Sub-factors were key Seven Competitors Responded Past evaluation factors are not necessarily an indication of future evaluation factors

Historical Evaluation Factors

Pricing Matrix maximum or CAP rates for labor, indirect rates and profit/fee rates used to price all task order types used to price Sample Task Orders

Notional Contract Price assists in assessing impact of labor rates aids in identifying potentially unbalanced bids

Sample Task Order adds reality to evaluation tests use of pricing matrics

Price Development

Add reality to competition

Allow firm’s to showcase capabilities and capacities

Test all aspects of a firm’s offer capability and capacity of team employment of approaches use of team members reality of prices proposed

Sample Task Orders

Best Value Source Selection Sample Task Orders Technical and Management Price Past Performance

In order to be eligible for award:

Must gain rating of ACCEPTABLE or better under the Sample Task Order factor and Technical/Management factor with risk ratings of no higher than MODERATE to be eligible for award; AND, Price proposal must be REASONABLE and REALISTIC; AND, Must receive rating of no less than RELEVANT with at least LIMITED CONFIDENCE on Past Performance factor to be considered for award

Proposal Evaluation

The Government currently intends to make awards after conducting discussions; however, the Government may alter its current plan prior to issuing the RFP and instead make awards without discussions. The RFP will include FAR 52.215-1(f)(4) or Alternate I thereunder as applicable.

Number of awards subject to the quality and affordability of proposals received

Proposal Evaluation

Submit per Section L - be complete Ensure clarity of intent Don’t change imperatives (shall) to probable (will) Don’t parrot requirements back convey your understanding (what) and approach (how); emphasis on how share relevant examples/experience to convey understanding Your quality control approach will be assessed, to include the quality of your presentation Pitch your team and use your team (sub presented in T/M approach, but not in Sample Task Order for areas of Scope of Work identified to fulfill in T/M) KNOW Section M and refer to it frequently!

Submit a complete and comprehensive proposal

Keys to Successful Proposal

Write questions on provided index cards Questions

1) What is the justification for the requirement to have a facility to be within 60 miles of Huntsville?

2) Will TOs be limited to efforts that primarily must be performed within 60 miles of Redstone?

3) Will TOs with the primary place of performance located OCONUS be allowed.

Questions received to date

Survey of Industry Day – your candid feedback is appreciated RFP, Amendments and Q&A will be posted to FedBizOpps Q&As will be segregated by RFP sections Q&As will be a living document Offerors library (includes information not appropriate for posting to FedBizOpps account required Make comments or suggestions on the Performance Work Statement (PWS) and/or cost incentive arrangements by COB, 5 PM CST, 12 May 2016– Send to: Devin.L.Posey.civ@mail.mil Anticipate RFP Draft Announcement in FedBizOpps around 4th Quarter Fiscal Year 2016 Discussions with Government officials other than the contracting office regarding this solicitation may be viewed as infraction of Procurement Integrity Act and may result in disqualification Closing Remarks

Thank you for participating

Mingle with industry partners

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