# Presentation: 373526

## Advisory and Assistance Services (A&AS)                      Program Office        1 Mar 04

## Accolades

**Recipient of Excellence in Contracting, AFMC “STAR” Award (2001)**
**Recipient of ASC Cycle Time Reduction Award (2001)**
**Inspections/Audits – Successful A&AS Audits past 7 years**
**Cited by GAO auditors for level of detail and accuracy of A&AS data collection/reporting system, (used as benchmark system for DoD)**
**Complimented by HQ AFMC/IG auditor for total compliance to Performance Based Services Acquisition (AFI 63-124)**
**DoD IG found “No Discrepancies” in A&AS management**
**AFAA offered complementary remarks regarding A&AS data collection and management system**
**Compliant with Y2K Paperless Contracting Initiatives**
**Satisfactory HQ AFMC/IG write-up**
**Favorable AFAA audit of PBSA compliance in A&AS **
**Very favorable AFPEO/CM PMR comments**

## CXC Mission

**Manage A&AS program/policy implementation**
**Customer training and assistance**
**Facilitate requirements development for:**
**Construction of our BPAs**
**Construction of customer task orders**
**Conduct of BPA source selection activities **
**Award and administer task order contracts**
**Consolidated Determination/Decision Document (DDD)**
**A&AS contractor performance assessment**
**A&AS utilization data collection/PB-15 reports**** **
**Enhanced w/ new A&AS Tracking System (AASTS)**

## ASC/CXCTypical Recurring Annual Workload

**Award 125 task orders w/ totally paperless process via electronic **
**     ****templates, (e.g., rqmts. pkg., RFP submittal, Proposal submittal)**
**$90 Million Obligated**
**876 Contractor Man-year Equivalents (CMEs)**
**Process 560 specific contract actions**
**Conduct numerous contractor post award de-briefings**
**Process 375 Surveillance Reports**
**Process 375 Contractor Assessment Reports **
**Write/process 8 – 9 CPARs annually**
**Process Consolidated DDD for BPA contract users**
**Train approx. 60 personnel (Phase I/II training)**
**Annual update of ASCI 63-401, (ASC Mgt. of A&AS)**
**Provide periodic A&AS indoctrination training to new incoming ASC personnel at PM Boot Camp and PK newcomer training **
**Review of Contractor Tri-Annual Management Reports/Reviews**
**Conduct Quarterly Town Hall meetings**
**Center-wide A&AS data collection and PB-15 reporting **

## ASC Blanket Purchase Agreement(BPA) Features

**14 BPA contracts awarded, Aug/Sep 00**
**Five year period of performance**
**BPAs provide critically needed acquisition support to ASC System Program Offices**
**Each BPA contract vehicle provides full breadth of acquisition functional expertise**
**BPAs provide discounted National GSA rates**
**Reduces the risk of post-award contractor protests (e.g., IDIQ)**
**Provides three-tier selection process:**
**(1) Each SB contractor is initially qualified on GSA Schedule(s)**
**(2) ASC qualifies the BPA contractors via source selection**
**(3) ASC BPA customers qualify the contractor of choice via competitive task order proposal evaluation/selection process**

## Outstanding Program Issues

**Imbalance of Task Order awards**
**Acceptance and retention of our current performance assessment tools in a PBSA environment**
**Each task order is uniquely different**
**A&AS task orders have dynamic day-to-day changes**
**Subjective evaluation tools are very effective and efficient in a unique and rapidly changing environment**
**Periodic Surveillance Report is mirrored on the CPAR**
**At ASC, this methodology has proven to be extremely effective**

##  BPA Teams, FY00 – FY03 (Dollars Obligated)100% Small Business and 8(a)* Awards

| CONTRACTOR | FY00 | FY01 | FY02 | FY03 | TOTAL $$ | TOTAL  |
| --- | --- | --- | --- | --- | --- | --- |
| AMTI   | $0  | $0  | $131,500  | $605,540  | $737,040  | 0.34% |
| BTAS  * | $0  | $92,674  | $136,843  | $212,743  | $442,260  | 0.20% |
| HJ Ford | $844,064  | $28,339,556  | $35,888,510  | $41,497,238  | $106,569,368  | 49.13% |
| INNOLOG | $0  | $715,182  | $2,605,467  | $6,716,541  | $10,037,190  | 4.63% |
| ITB  * | $0  | $1,141,270  | $909,546  | $1,167,934  | $3,218,750  | 1.48% |
| ITC | $0  | $833,352  | $1,321,397  | $2,707,695  | $4,862,444  | 2.24% |
| JTI  * | $0  | $117,138  | $82,283  | $113,315  | $312,736  | 0.14% |
| Karta  * | $0  | $195,435  | $220,800  | $227,953  | $644,188  | 0.30% |
| Mac B | $0  | $0  | $1,071,856  | $2,810,932  | $3,882,788  | 1.79% |
| MTC | $6,207,266  | $19,417,058  | $22,192,136  | $26,640,754  | $74,457,214  | 34.32% |
| PESys  * | $160,745  | $920,451  | $2, 064,202 | $4,909,631  | $8,055,029  | 3.71% |
| SenCom | $0  | $0  | $224,723  | $1,480,903  | $1,705,626  | 0.79% |
| Sumaria | $0  | $648,218  | $779,585  | $574,107  | $2,001,910  | 0.92% |
| Tybrin | $0  | $0  | $0  | $0  | $0  | 0.00% |
| FY Total = | $7,212,075  | $52,420,334  | $65,564,646  | $89,665,286  |  |  |
| Grand Total = |  |  |  |  | $216,926,543  | 100.00% |

## Functional Support by 2-Letter OrganizationContractor Man-year Equivalents (CMEs)    1 Oct 03

## Slide 9

## A&AS Continues to Grow in New Areas

**Wright Brothers Institute, (UDRI/AFRL consortium to study nano technology) **
**AFMC Transformation Team**
**Base Housing Privatization/Environmental Law**
**767 Tanker Lease Cost Analysis**
**AFIT Course Facilitation/Development**

## Task Order Requirements Development Process

**FAE is SPO “belly button”; the single POC for the task order**
**Coordinates, via internal SPO processes/procedures for the following requirements development: **
**SOW, labor categories, CDRLs, etc.)**
**Security Classification Specification, (DD Form 254)**
**Cost estimating, (labor, travel, other)**
**Funding availability and source**
**Schedule, (task order period of performance, need date for contract award, travel itinerary, start date for contractor personnel, if phased in)**
**Development of tech eval criteria/weighting:**
**Cost, schedule, technical, past performance, other**
**Assembly/submittal of final requirements package to CXC for RFP release**

## Proposal Acceptance Process

**RFP issued, (typically, a 5 day turn-around)**
**CXC/customer co-host Technical Interchange Meetings (optional)**
**CXC receipt of contractor proposals**
**CXC reviews proposals for contractual compliance **
**CXC distributes proposals to FAE for SPO tech eval**
**CXC also provides FAE “sanitized resumes”, w/o names**
**FAE distributes proposals/resumes to recipients in SPO for review**
**SPO develops award decision documents**
**FAE provides technical evaluation/best value decision to CXC**
**CXC CO determines if SPO tech eval is contractually supportable**
**CXC schedules post award contractor de-briefings (if applicable)**
**FAE performs task order post award administration/oversight **
**Surveillance activities and periodic surveillance reports**
**Review/validation of contractor’s monthly billing invoices**

## Task Order Requirements Package

_**CXC Electronic Templates**_
**Cover letter (request for support)**
**FAE appointment letter**
**Determination/Decision Document (DDD)**
**Notes to Buyer (peculiar/unique info)**
**Funding document**
**Statement of Objectives / Statement of Work**
**Contract Data Requirements Lists (CDRLs)**
**Government cost estimate**
**Surveillance plan**
**Base support availability letter**
**Technical evaluation / best value decision**

## ASC/CXC Contracting Timeline

## BPA Surveillance Methodology

**Functional Area Evaluator/Quality Assurance Evaluator**
**Appointed by SPO**
**CXC Contracting Officer provides Delegation of Authority**
**BPA Surveillance Plan**
**Consists of performance data gathering, monitoring activities and reporting**
**Task Order Performance Evaluation Guide**
**Inspection/evaluation criteria, tailored to specific task order**
**Referenced to SOW areas**
**Areas to be inspected, and frequency of evaluation **
**Contractor (Self) Assessment Report (CAR)**
**Submitted to task order customer and ASC/CXC**
**Provides another data point for performance evaluation**

## Assessment of Contractor Performance/Metrics

**BPA contractor support – Satisfied Customers*****!!***
**How do we know that?**
**375 customer surveillance reports**
**Complimented by 375 Contractor (self) Assessment Reports**
**9 CPARs annually, showing very favorable marks **
**BPA Team Tri-Annual Management Reports**
**Quarterly Town Hall meetings**
**Interface at Senior Co-locate Meetings**
**Daily interface with BPA customers/contractors**
**Continued growth of BPA usage**

## A Look At ASC Next-Generation A&AS Contracts

**Five year period of performance**
**Total estimated value = $500M+**
**Provide 1000 man-years, per year of support**
**Use of GSA schedules looks very favorable**
**Reduce from 14 BPAs, down to ??**
**ASC has successful history w/ SB and 8(a)**
**Re-vamp Labor Category ed./exp. requirements**
**New surveillance methodology, (e.g., perf. stds.)**

## Acquisition Strategy

**Contract Parameters**
**BPA Teams are comprised of a Prime/Subcontractor relationship**
**Prime will be **_***THE***_** single point of contact for the team**
**Prime will be required to hold GSA Schedule 871, (Professional Engineering Services)**
**Represents the preponderance of ASC work**
**All BPA Terms and Conditions will flow from this schedule**
**Prime (or sub) will be required to hold GSA Schedule 520, (Financial and Business Solutions)**
**Supports Financial Management of acquisition programs**
**Subcontractors can be either large or small business**

## Acquisition Strategy

**Contract Parameters (cont.)**
**Ability to add new team members but **_***MUST***_** use agreed to rates established in BPA**
**CLIN structure is task order dependent**
**Labor – Regional rates for ASC locality**
**Travel – Burdened OK, but no profit**
**Material – Burdened OK, but no profit**
**Data - Not specifically priced (NSP)**

## GSA ACQUISITION STRATEGY

**  ****Customer picks 3 or more BPAs that include**
**   ****contractors that satisfy requirements**
**  ****Customer performs tech eval**
**  ****PCO issues task order to successful**
**   ****offeror based on best value**
**  **_***Just like today***_***!!***

- Schedule ?

- Schedule 874

- Schedule 872

- Schedule 871

**Team 1**

- FM Sub

- Company X1

- Sub

- Company Y1

- Sub

- Company Z1

- BPA Holder

- Company A

- Schedule ?

- Schedule 874

- Schedule 872

- Schedule 871

**Team 2**

- FM Sub

- Company X2

- Sub

- Company Y2

- Sub

- Company Z2

- BPA Holder

- Company B

- Schedule ?

- Schedule 874

- Schedule 872

- Schedule 871

**Team 3**

- FM Sub

- Company X3

- Sub

- Company Y3

- Sub

- Company Z3

- BPA Holder

- Company C

**Blanket Purchase Agreements Overview (cont.) **

**GSA ACQUISITION STRATEGY**

- ASP#

**Notes:**
Here’s an example of how our customers will be able to pick their contractors.

Let’s say our customer desires the Team 1 FM subcontractor Company X indicated by the green box.

First of all, the customer picks 3 BPAs that include contractors that can satisfy  their requirements, as indicated by the three highlighted boxes.

The contracting officer will request task order estimates from the three contractors via the BPA primes.  Next, the customer performs a tech eval.  Then the PCO issues a task order to the successful offeror based on a best value analysis.

This process is the same as is done today except that fewer proposals will have to be evaluated!

## GSA Acquisition Strategy

**Competitive Considerations**
**Competitive Acquisition**
**GSA Schedules (basic contracts) **_***already awarded competitively***_** to individual contractors**
**Price already determined to be fair and reasonable at national level**
**Not a formal Source Selection, BUT...**
**FAR Sub-Part 8.4 (Federal Supply Schedules) applies**
**CO makes decision based on team’s evaluation **

## GSA Acquisition Strategy

**Competitive Considerations (cont.)**
**BPA proposals will be evaluated by CXC, SPO, and Functional Home Office representatives**
**AFPEO/CM will be SSA**
**ASC/CD will be an advisor**
**Awarding to Small Businesses and 8(a)s**
**Up to Five Small Business and three 8(a)s**
**Reserve the right to award additional or fewer BPAs if conditions warrant**
**Unlimited subcontracting opportunities**

## Planning for Re-acquisition of the Service

**Feb 04/May 04 **– Develop strategy/requirements
**Jun 04/Jul 04  **– ESIS review and refinements
**Aug 04** – ASC/ industry review of draft RFP
**Sep 04 **– AFPEO/SV review of draft RFP
**Oct 04** – Brief ASP and make final changes
**Nov 04/Dec 04 **– AFPEO/SV final review of RFP
**Jan 05/Feb 05 ** - Release RFP and receive proposals
**Mar 05/May 05 **– Conduct source selection activities
**Jun 05 **– Administer contract awards
**Jun 05/Jul 05** – Conduct contractor de-briefings

## What Do We Like About Using GSA?

**Blanket Purchase Agreement (BPA) enables ASC to tailor to Center level acquisition needs**
**GSA schedule/SIN selection, regional rates, SOW, CDRLs, labor categories, special clauses, etc.**
**Streamlined source selection**
**No post award protest vs. IDIQ type awards**
**Three tier process for determining best technical qualifications and lowest cost**
**Small Business Contractors are initially qualified as GSA Schedule holders (technical/cost/past performance)**
**ASC source selection down-selects from GSA and awards BPAs to most qualified SB contractors  to support ASC (w/ highest technical scores and at lower ASC regional rates)**
**Task order customers down-select from BPA teams to obtain “best value” decision/award, (e.g., Highest technical w/ potential task order cost discount)**
** **

## Management Perspectives

**Ask GSA to be more proactive in insuring requiring activities compliance with non-GSA agency requirements, e.g.:**
**Economy Act Determination**
**Competition requirements**
**Appropriate use of funding, (e.g., MIPRs)**
**Requirement for Determination/Decision Document (DDD)**
**Funding limits of the Air Force**

## Management Perspectives

**Compliments to GSA on the accessibility and flexibility of the FSS for acquiring critically needed A&AS support for ASC programs.**
**GSA reps are eager to support customer Town Hall meetings, strategic planning sessions, and requirements development activities**
**GSA provided high level of cooperation in assisting numerous Small Business firms in obtaining qualification on schedules**
**GSA provided timely “How to get qualified” training to industry**
**The versatility of BPAs to incorporate tailored, regional requirements**
**Unique ASC Statement of Work**
**All acquisition skills under a single contract**
**Regional rates for Dayton Ohio and other geographical locations**
**Special clauses applicable to DoD/Air Force/AFMC**
**Tailored data products/reports**
**Other unique requirements, (e.g., security)**

## ASC A&AS Program OfficePoints Of Contact

**Lt. Col. Tom Krusemark**
**Director, ASC/CXC**
**DSN 986-4421**
**tom.krusemark@wpafb.af.mil**
**Mr. Harry Schafer**
**Chief, Contracts Branch, ASC/CXCK**
**DSN 986-4409**
**harry.schafer@wpafb.af.mil**
**Mr. Bob Stout**
**Chief, Programs Branch, ASC/CXCY**
**DSN 986-4241**
**robert.stout@wpafb.af.mil**

## Advisory and Assistance Services

**QUESTIONS?**

## Slide 29