# Presentation: 326917

## COMMERCIAL ENTERPRISE OMNIBUSSupport Services 

**COMMERCIAL ENTERPRISE OMNIBUS****Support Services **

- Briefing for
- Council for Governance Participants

**Acquisition Center for Support Services**

## FY06 Charter
CEOss Performance
CEOss Business Operations 
Contracting Policy & Practices
Economic Considerations
Political & Statutory Matters
Discussion Items

- CEOss Performance
- CEOss Business Operations
- Contracting Policy & Practices
- Economic Considerations
- Political & Statutory Matters
- Discussion Items

**CEOss CfG Agenda**

- CEOss Council for Governance

## FY06 Charter

- CEOss Council for Governance

## CEOss Council for Governance

- Charter

## Develop effective liaison relationships within government organizations / industry that benefit the CEOss business model and its Vendor base
Expand the scope and quality of industry service offerings to the Command & other USMC constituents
Ensure consistent quality in all aspects of business operations and regulatory compliance
Promote economic & business expansion in the region

- Expand the scope and quality of industry service offerings to the Command & other USMC constituents
- Ensure consistent quality in all aspects of business operations and regulatory compliance
- Promote economic & business expansion in the region

- Assess current and future potential to leverage CEOss model for business opportunities
- Actions to educate the MCSC customer base, generate requirements, meet expectations
- Establish standards for operations and assessment - Identify level of involvement of PGs / SBTs
- Staff availability, affordability, & qualifications consistent with customer expectations
- Rates / Regional Growth
- Cost of Labor / Job Competition
- Attracting / Retaining Talent

**Key FY06 Issues**

- ACSS - Industry

**ACSS Issues**

**Industry Issues**

- CEOss Council for Governance

## CEOss Performance

- CEOss Council for Governance

## CEOss FY05 Performance

- Command Investment / Volume

- CEOss Council for Governance

## CEOss FY05 Pricing Trends

- ALA / BA / ES / SE

***FY05 Winning Offeror Mean Pricing***** -**** **
** ****ALA Mean - $72.16   {$44 - $106}   Total Tasks: 43**
** ****BA Mean - $96.20      {$77 - $119}   Total Tasks: 15**
** ****ES Mean - $79.74       {$51 - $106}   Total Tasks: 37**
** ****SE Mean - $93.13       {$61 - $123}   Total Tasks: 36**

- CEOss Council for Governance

## CEOss Total Business to Date

- FY03 - FY06

- CEOss Council for Governance

## CEOss Business Operations

**FY06**

- CEOss Council for Governance

## Promote common understanding of CEOss business operations to all
Create more opportunities for CEOss vendor pool
Improve competition levels, service offerings, and understanding between industry and Command
Ensure consistency and quality of proposals, services and long-standing business relationships
Maintain a “level playing field” and ensure ethical business practices

- Create more opportunities for CEOss vendor pool
- Improve competition levels, service offerings, and understanding between industry and Command
- Ensure consistency and quality of proposals, services and long-standing business relationships
- Maintain a “level playing field” and ensure ethical business practices

- Better involvement with the PG SBTs - planning and coordination
- Opportunities to expand CEOss for other USMC acquisition organizations
- Due Diligence - Rep must be part of the source selection panel
- CAPS access - Unrestricted
- Prime / SubK relationships - use of staff and latitude for problem solving during performance vice attaching “bodies to program tasks”
- New requirements associated with government relocation into the region - facilities, service demand

**CEOss Business Operations**

- General Comments

**ACSS Focus**

**Industry Focus**

- CEOss Council for Governance

## Contracting Policy & Practices

**FY06**

- CEOss Council for Governance

## Ensure that CEOss model evolves with changes in acquisition practices and procurement policy
Ensure that GSA model continues to fit Command business strategy
Share understanding of, and impacts to changes in the regulatory framework between ACSS and industry
Ensure highest level of quality and integrity in CEOss business practices

- Ensure that GSA model continues to fit Command business strategy
- Share understanding of, and impacts to changes in the regulatory framework between ACSS and industry
- Ensure highest level of quality and integrity in CEOss business practices

- GSA Relationships - What can we do to improve, or change from the industry side
- Rates and regional growth, demand impacts on staff availability
- Use of DOD contracts and potential impacts - e.g., SEAPORT, or other agency sponsored contracts
- OCI issues and stated, or potential impact to competition requirements
- Performance-based practices, quality standards and Command PG expectations

**Contracting Policy & Practices**

- General Comments

**ACSS Focus**

**Industry Focus**

- CEOss Council for Governance

## Economic Considerations

**FY06**

- CEOss Council for Governance

## Promote economic model to attract and retain talent to meet Command technical goals
Ensure regional availability of lease space and offices to meet current and future demand
Develop and execute an action plan coordinated with regional EDCs and MCSC stakeholders
Create a business model that promotes long-term economic benefits for CEOss vendors
Optimize Command investment

- Ensure regional availability of lease space and offices to meet current and future demand
- Develop and execute an action plan coordinated with regional EDCs and MCSC stakeholders
- Create a business model that promotes long-term economic benefits for CEOss vendors
- Optimize Command investment

**Economic Considerations**

- General Comments

- Continuing Profitability
- Renewal task labor equity with pricing - process and practice
- IGCE and discounting basis
- Impact of $180M annual investment within the region (expands to $300M annually with facilities / services)
- Create a consistent economic picture that we can share with the region’s political and economic reps
- Upgrades to Q-Town, Fritter Park, and other locations within the region to accommodate business demands
- Secure facilities demand / forecast

**ACSS Focus**

**Industry Focus**

- CEOss Council for Governance

## Political & Statutory Matters

**FY06**

- CEOss Council for Governance

## Accurately represent CEOss and continue to garner political clout 
Focus on opportunities to promote business expansion in the region 
Ensure compliance with evolving laws and other statutory requirements
Ensure ethical integrity of the CEOss model

- Focus on opportunities to promote business expansion in the region
- Ensure compliance with evolving laws and other statutory requirements
- Ensure ethical integrity of the CEOss model

- Constituents impacts in the region
- SYSCOM impact on the region - $180M+ additional revenue via facilities, services, etc. = $300M+
- Political leverage resulting from economics, GWOT, and business relocation into the region
- Statutory issues affecting the CEOss model and the vendor base
- GSA Watchdog issues and impacts to CEOss operations
- Maintain effective liaison with State and local leaders to effect support for growth and business expansion

**Political & Statutory**

- General Comments

**ACSS Focus**

**Industry Focus**

- CEOss Council for Governance

## Charter

- CEOss Council for Governance

## FY06 CfG Charter

- CEOss Council for Governance