Outreach Industry Day slides.pdf

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Industry Day CCDC – ARL HubZone Outreach Support

Initiative

W911NF-19-R-0003

UNCLASSIFIED//FOUO

AGENDA

• 09:00 – 09:15 Introductions

• 09:15 – 09:45 Small Business Brief

• 09:45 – 10:30 Contracting Brief

• 10:30 – 10:45 Break

• 10:45 – 11:30 Technical Brief

• 11:30 – 13:00 Networking/Lunch

• 13:00 – 17:00 Breakout Sessions

SBA HUBZone Small Business Program

Army Research Laboratory Office of Small Business Programs usarmy.rtp.ccdc-arl.mbx.small-business@mail.mil 919-549-4394

Questions?

Name of Program – Science, Technology, Engineering and Math (STEM) CCDC – ARL Outreach Program Customer – Combat Capabilities Development Command (CCDC)

– Army Research Laboratory (ARL) Program Manager – Dr. Val Emery Contracting Division – US Army Contracting Command (ACC) APG- Research Triangle Park Division Branch Chief – Mrs. Vonetta McNeal Contracting Officer – Mr. Leroy R. Hardy, Jr.

Contract Specialist – Mrs. Ramila Century

Solicitation # W911NF-19-R-0003

• CCDC – ARL Program Office mission is to create and strengthen connections to the academic, industrial, and government agencies who have shared interests and a stake in the Nation’s advancement of science and technology.

• The outreach mission is simultaneously a philosophy, a purpose, and a commitment. In pursuit of this mission, the CCDC-ARL Outreach Program Office will contribute to the overarching missions of the CCDC-ARL and of the Army technical objectives.

Purpose for the Stem Program

• The acquisition team proposes to award a five-year Cost plus Fixed Fee, Indefinite Delivery/Indefinite Quantity (IDIQ) contract to strengthen networks that connect the CCDC-ARL, academia, industry, and government agencies and that facilitate the exchange of scientific ideas, the production of knowledge, and the development of a STEM workforce by carrying out the Kindergarten (K) through College STEM education and outreach programs on behalf of the U.S.

Department of Defense(DoD) and the U.S. Department of the Army (DoA) to help address the nation’s need for a diverse, agile and highly competent STEM-literate talent pool.

Statement of Need

Competitive Status:

• A Sources Sought Notice was posted on FBO June 2019 to identify potential Hub Zone sources.

• Twelve small business concerns (SBC) submitted a capabilities statement, of which, seven were federally certified Hub Zone SBCs and five were state certified Hub Zone certified. All federal certified Hub Zone companies demonstrate the technical abilities to perform the tasks denoted in the draft performance work statement (PWS).

• A Draft PWS was posted to FBO on 15 November 2019 to provided industry an overarching view of the proposed tasks and to allow industry the opportunity to present comments/questions.

• Due to the nature of the research and development type requirements, commercial or non-developmental items are not available to satisfy the Government’s needs.

Market Research

Competitive Status:

• Restricted to federal certified Historically Underutilized Businesses in accordance the Small Business Administration guidelines as highlighted in Mrs. Carman’s briefing.

• Special Requirements

AT-OPSEC

DD-254 – Generated and signed at the specific task order level in accordance with current regulations.

QASPs will be utilized by Government at the task order level as applicable and will be Government provided

Period of Performance: Twelve (12) month base period with four (4) 12 month option periods.

Contracting Strategy

Contract Type: Indefinite Delivery/Indefinite Quantity (IDIQ) Single Award Contract utilizing either Cost Plus Fixed Fee or Firm Fixed Price Task Orders.

Note: The selection of the type of order will be predicated on the Program Office specific requirement, complexity and programmatic history performing the tasks denoted in the specific project.

Contract Value: Not to Exceed $25 Million dollars. $2,500 task order for minimum obligation will be executed concurrently with base IDIQ contract.

Contracting Strategy

This is a best value source selection conducted in accordance with Federal Acquisition Regulation (FAR) Subpart 15.3, Source Selection, as supplemented by the Defense Federal Acquisition Regulation Supplement (DFARS), and the Army Federal Acquisition Regulation Supplement (AFARS). A Single award will be made based on the best overall value proposals that are determined to be the most beneficial to the Government, with appropriate consideration given to the four (4) evaluation factors:

Management Approach, Technical Approach, Past Performance, and Cost / Price. An award may be awarded to Offeror who are deemed responsible in accordance with the FAR, as supplemented, whose proposal conforms to the solicitation’s requirements (to include all stated terms, conditions, representations, certifications, and all other information required by Section L of this solicitation).

Basis for Award

Note: All non-cost factors when combined are significantly more important than cost.

Factor 1 - Management Approach is significantly more important than Factor 2 - Technical Approach. Factor 2 - Technical Approach is more important than Factor 3 – Past Performance.

Factors 1 and 2 are significantly more important than Past Performance.

Ranking of Importance of Factors

For an offeror to receive consideration for award, an adjectival rating of no less than “Good” must be achieved for:

Factor 1 - Management Approach, and Factor 2 - Technical Approach

Factor 3 - Past Performance, the contractor must receive at least a minimum rating of “Relevant” and “Satisfactory Confidence.”

Note: In the case of an offeror without a record of relevant past performance or for whom information on past performance is not available, a rating of neutral/unknown risk will be assigned. A “Substantial Confidence” or “Satisfactory Confidence” past performance rating is worth more than a “Neutral Confidence” past performance rating.

Basis for Award

Basis for Award Adjectival Ratings

Rating Method (Volume 1 and Volume 2)

Color Rating

Adjectival Rating Description

Blue Outstanding Proposal indicates an exceptional approach and understanding of the requirements and contains multiple strengths, and risk of unsuccessful performance is low.

Purple Good Proposal indicates a thorough approach and understanding of the requirements and contains at least one strength, and risk of unsuccessful performance is low to moderate.

Green Acceptable Proposal meets requirements and indicates an adequate approach and understanding of the requirements, and risk of unsuccessful performance is no worse than moderate.

Yellow Marginal Proposal has not demonstrated an adequate approach and understanding of the requirements, and/or risk of unsuccessful performance is high.

Red Unacceptable Proposal does not meet requirements of the solicitation, and thus, contains one or more deficiencies, and/or risk of unsuccessful performance is unacceptable. Proposal is unawardable.

Phase I - Pre-Evaluation Screening Compliance:

The first phase of the evaluation is screening of all four volumes of the proposals to validate compliance to the proposal submission instructions of Section L. If an offeror’s proposal is determined to be non-responsive, the offeror will be notified by the Contracting Officer.

Evaluation Process

Phase II - Evaluation of Factors:

The second phase is to evaluate the Offeror’s response to:

Volume 1, Factor 1: Management Approach;

Volume 2, Factor 2: Technical Approach Volume 3, Factor 3: Past Performance;

Volume 4, Factor 4 Cost/Price After completion of evaluation of initial proposals a competitive range may be established. If discussions are determined to be necessary, only those Offerors determined to be within the competitive range will be included and notified by the Contracting Officer. The competitive range may be limited for purposes of efficiency pursuant to FAR Part 52.215-1(f)(4). Those Offerors determined not within the competitive range will be notified. Debriefings may be requested, but will not be conducted until after contract award.

Evaluation Process

Best Value determination based upon the following factors:

• Factor 1: Management Approach

• Factor 2: Technical Approach

• Factor 3: Past Performance

• Factor 4: Cost / Price

• Important Note: The Government reserves the right to award based on initial offers.

Evaluation Factors

• Factor 1: Management Approach

The management approach shall describe how the Offeror will ensure all work performed produces quality services and deliverables and will describe Offeror’s plan for interacting with Government personnel. The management approach shall also describe staffing, quality control, problem resolution methodology, and the subcontracting strategy for the performance of tasks.

• Factor 1: Management Approach The management approach should also provide adequate assurance of (1) ability to fulfil positions that enable the offeror to quickly execute contract functions (staffing strategy) to include history of collaboration with university and academic partners and industry, (2) Strategy for successful interaction with Government personnel, and (3) Key personnel proposed for this effort to include a review of resumes. Additionally, the management approach shall include plan for status reporting and completion of work including all deliverables, and how the offeror plans to track progress in meeting any goals and objectives of this requirement.

• Factor 1: Management Approach

Manage Workshop : The offeror shall describe its ability to plan, coordinate, and administer all aspects of a CCDC ARL Outreach Workshop. Efforts shall include coordination with the GPM on location and agenda development.

Manage Travel: The offeror shall describe its ability to manage travel for the CCDC ARL Outreach Workshop Students and professional development as listed in the PWS. The database management system must be sufficient to maintain travel records for CCDC ARL Outreach Students.

• Factor 1: Management Approach

Database/Financial Management. This section shall describe the offeror’s database and financial management system. The database management system must be sufficient to collect and categorize applications; maintain records of unsuccessful applicants for four years from date of application;

maintain records of current Students; and maintain records of selectees.

Data shall be organized such that demographic lists, alphabetical lists and other data are easily accessible. The database shall include information regarding the student's institution, current address, scientific discipline, academic record, comments and any benefits derived from participation in the program.

• Factor 1: Management Approach

The offeror shall demonstrate the database management system will be maintained accurately and comprehensively to provide information to Army, DoD, and Congressional personnel in a timely manner regarding the program's demographics, minority participation, attrition, follow-on research opportunities and program finances.

• Factor 2 – Technical Approach

Technical Capability Volume shall Provide methodology you would use for accomplishing/satisfying the Performance Work Statement. Do not merely reiterate the objectives or reformulate the requirements specified in the PWS.

Administration of Payment of Stipends and Academic Expenses. This section shall describe the offeror’s process/approach to ensure students will be provided stipends and the students’ universities will be provided full tuition, required fees, and any other appropriated funding. The offer shall demonstrate experience in providing successful accomplishment of all aspects of student administration in a science and technology environment to include: managing a range of 100 new students per year; ability to manage up to 100 students in a program; and processing new studentship applications during the first year of the contract.

• Factor 2 – Technical Approach

Panel Evaluation. The offeror shall describe its ability to convene panels of experts drawn from the academic community in the disciplines listed in the PWS. The offeror shall demonstrate the ability to successfully solicit the willing participation of evaluators of the highest caliber (selection of qualified evaluators is a vital component in the successful operation of the program) given that the offeror’s status within the U.S. academic and science and technology community shall be of sufficient stature to successfully enlist highly qualified evaluators for the review process.

• Factor 2 – Technical Approach

Attraction of Applicants: The offeror shall describe its approach for attracting highly- qualified applicants via outreach plan as described in

PWS.

Website Design and Maintenance: The offeror shall describe its ability to design and maintain website to sustain an on-line application process (promotion to award), market and promote Army research opportunities and overall CCDC ARL Outreach program details to include annual CCDC ARL Outreach Workshop and travel.

• Factor 3 - Past Performance:

The Government will evaluate the Offeror’s record of past and current performance to ascertain the probability of successfully performing the required efforts of the PWS. Proposed past performance will be evaluated using the offerors proposal, the Past Performance Information Retrieval System (PPIRS), questionnaires, and any other sources available to the Government.

• Factor 3 - Past Performance:

The Offeror shall identify up to three recent and relevant projects the Offeror has performed of similar size, scope, and complexity that demonstrate their ability to perform the specified tasks within the last three years.

• Factor 4 – Cost and Price:

Part 1 - Cost Proposal: The Government will evaluate each Offeror’s cost proposal as described in Section L of the solicitation to ensure the proposed contains a summarization of direct labor, direct labor rates, indirect labor rates, G&A, if applicable, total costs, and fee for 2080 hours for each of the four skill classifications listed at a location listed.

Fixed Fee: No fixed fee shall be applied to other direct costs, to included travel costs. Specific details will be provided in the final solicitation.

• Factor 4 – Cost and Price:

Part 2: Cost Narrative: The Government will evaluate each Offeror’s cost proposal to determine if the Offeror has provided the necessary documentation to support their proposed costs, as requested in the solicitation.

The Government may use external sources of information in performing its cost evaluation including, but not limited to, Bureau of Labor Statistics, Department of Labor, Defense Contract Audit Agency, and Defense Contract Management Agency. This does not preclude the Offeror from submitting supporting documentation for proposed costs.

• Factor 4 – Cost and Price:

Part 3: Cost Management: Fixed fee will be evaluated in accordance with the guidelines set forth in the Defense Federal Acquisition Regulation Supplement (DFARS), Subpart 215.4, Contract Pricing.

The Government will evaluate the realism of proposed direct labor rates in accordance with FAR 15.404-1.

Questions / Comments / Clarifications

ARMY FUTURES COMMAND

UNCLASSIFIED

2020 HUBZONE Outreach Support Initiative

Dr. Val Emery CCDC-ARL Outreach Program Manager 19 November 2019

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Scope and Objectives

■ To create and strengthen networks that connect the Combat Capabilities Development Command (CCDC)- Army Research Laboratory (ARL), academia, industry, and government agencies and that facilitate the exchange of scientific ideas, the production of knowledge, and the development of a STEM workforce by carrying out the K-College STEM education and outreach programs on behalf of the U.S. Department of Defense and the U.S. Department of the Army to help address the nation’s need of a diverse, agile and highly competent STEM-literate talent pool.

■ To develop a STEM repository where people attain the skills and experience for the future workforce. The network facilitates the attainment of Army objectives and ensures the Nation’s preeminence in science and technology (S&T).

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Evaluation Criteria

• Management

• Technical

• Past Performance

• Cost

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Description of TASKS

Task 1: Administration and Programmatic support services to broaden, deepen, and diversify the pool of STEM talent in support of the Defense Industry Base.

Task 2: Develop and implement a cohesive, coordinated and sustainable STEM education outreach strategy and infrastructure across CCDC – ARL to attract eligible and highly-qualified applicants:

Task 3: Administer and coordinate the application process, evaluate applications and tracking progress. Collect and categorize applications for review and selection by technical panels. Create a database and provide demographic lists, alphabetical lists, and other data are easily accessible.

Task 4: Ensure that all eligibility requirements have been met by the applicant prior to evaluation.

Task 5: Formally notify all applicants (including unsuccessful applicants) in writing of the outcome of the review process and make formal offers of appointment to selected applicants in writing. Verify all successful applicants’ citizenship eligibility requirement.

Task 6: Manage, develop a logical recording system to track and administer payments of stipends and academic expenses in according with their internal written policy and procedures.

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Description of TASKS

Task 7: Create and maintain a database management system for CCDC-ARL Outreach program information (Gather, Store and Maintain Data Pertinent to Administration of the CCDC ARL Outreach Program) Task 8: Provide Regular and AD Hoc Reports Regarding Demographics, Program Effectiveness, and Trends Task 9 : - Reporting Requirements & Deliverables:

– Quarterly program reports (financial

– Conduct annual Program Management Review (PMR) with the COR, KO.

– Provide annual reports

– Applicant Analysis Report – This report shall include the following information on applicants: Undergraduate school; (2) GRE scores; (3) grade point average (GPA); (4) discipline; (5) gender; (6) ethnic group; and (7) matriculating institution state distribution.

The information shall be analyzed and evaluated to the extent that the outreach effort can be judged for effectiveness. Include information on minority recruiting that includes a description of the effort conducted to attract qualified minority applicants, and a description of the results.

– Selectee Analysis Report – This report shall include the following information on selectees: (1) undergraduate school; (2) intended graduate school; (3) GRE scores; (4) GPAs; (5) discipline; (6) general evaluation of recommendations; (7) gender; (8) ethnic group; and (9) matriculating state distribution. Include a list of selectees who turned down the CCDC ARL Outreach Program award and their reasons why. The information shall include an analysis so that trends can be inferred and critiqued, and the outreached effort can be evaluated for effectiveness.

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Task 9 continued

– Academic Report – This report will monitor each student’s progress, before the end of each academic year as certified by advisors and as evidenced by transcripts, provide general summations in cases of satisfactory progress and a written “alert” to the appropriate agency in case(s) of unsatisfactory progress by fellow(s).

– Annual Current Fellows Status Report – This report shall include: (1) list of fellows who intend to complete their doctoral degrees, how they plan to pursue their degrees, these topics, and any publication or patent information; (2) list of fellows who have completed CCDC-ARL Outreach Program tenure and do not plan to pursue their doctoral degrees and why; (3) list of annual dropouts, reasons why they left the program, and plans for subsequent study or employment; (4) final program report and (5) list fellows who have completed internships, their locations and brief work description..

– Annual Former Fellows Status Report –This report shall include information on former Fellows for following the end of student tenure to include: (1) academic pursuits and plans if former Fellow is in school; (2) employment information if the former fellow is employed; and (3) any publication or patent information.

– These reports shall provide any evaluation/assessment/analysis in response to current political/managerial/ philosophical question(s) based on the following factors (singly or in some combination): (1) demographic; (2) ethnic background; (3) graduate school choice; (4) advisor; (5) discipline; (6) academic progress, requirements; (7) student recipient conditions and provisions compared to similar programs;(8) GPA’s; (9) gender; (10) Student’s coursework and (11) trends. This includes ad hoc requests for data or reports from DoD or Army to allow their response to any inquiries.

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Description of TASKS

Task 10: Plan, coordinate and administer all aspects of a CCDC ARL Outreach Program Workshops. Coordinate fellows’ travel, lodging and per diem reimbursement.

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HUBZONE Initiative

• Place of performance – primarily offerors’ place of business

• Period of performance – one year with four option years

• Contact information:

Dr. Vallen Emery, Jr., Ph.D. – vallen.l.emery.civ@mail.mil