# Presentation: 750359

##  FAS New Offer Process TransformationThe 30 Day Multiple Award Schedule(MAS) Express Programfor Industry  

## Background
Where We Are
Where We Are Going - Program Objectives
How Do We Get There – Improvement Initiatives
Where Do We Start - Near-term 30 Day MAS Express Program (called Express Program)
What Does It Mean To Industry
Federal Customer and IG/US Taxpayer Benefits

**Where We Are**
**Where We Are Going - Program Objectives**
**How Do We Get There – Improvement Initiatives**
**Where Do We Start - Near-term 30 Day MAS Express Program (called Express Program)**
**What Does It Mean To Industry**
**Federal Customer and IG/US Taxpayer Benefits**

## Background:The Express Program is a top priority of the GSA Administrator 

**Administrator Doan’s Directive to simplify and shorten the new Offer process:**
**Process is harder than necessary**
**Time to obtain a contract is too long**
**Express Program initiated to carry out the Directive:**
**Program planning started in August 2006**
**Initial business process improvement study completed in September 2006**
**First phase rollout planned for mid January 2007**
**Express Program focusing on business process improvement and simplification:**
**Express Phase 1: Streamline procedures, institute consistent practices, and educate vendors**
**Express Phase 2: Incremental process improvement enabled by technology**

## Where we are going: 30-Day Express Process

**Qualify **
**Offer**
**12 Days**

**Evaluate **
**Offer**
**54 Days**

**Prepare**
**For Negotiation**
**20 Days**

**Negotiate**
**24 Days**

**Award Contract**
**10 Days**

**Where we are going: 30-Day *****Express***** Process**

***Future:****** ***

***30 Day Award Cycle Time for Offer***

**Educate**
**Pathway**
**To Success**

**Setup – **
**Qualify **
**Vendor**
**5 Days**

**Process **
**Offer/Mod**
**Requests**
**6 Days**

**Evaluate –**
**Negotiate**
**17 Days**

**Award**
**2 Days**

***SPEED*****

***Current:***

***** Schedule Program Express Evaluation Desk***

**Where We Are: Need to simplify process and improve customer service**

** ****Procurement Personnel – 256**
** ****5,000 offers per year/ 47% rejected/withdrawn**
**20,000 mods, increasing 20% to 30% per year**
** ****Current offer process too long & complicated**
** **
** ****Offerors not educated to submit quality offers**
**	****	****	****	**

_**Express Program**_
** ****No additional procurement personnel foreseen**
** ****Pathway to Success education will reduce % of rejected/withdrawn offers**
** ****Pathway to Success & SPEED Desk**
** ****SPEED Desk simplifies offer process**
** ****Shortening process timeline**
** ****Comprehensive education program**

**Where We Are: **
**Need to simplify process and improve customer service**

## Where We Are Going:MAS Transformation through the Express Program

**Shortening the award cycle time through the Express Program – A Toll Lane**
**Phase 1 Express (2 year pilot) **
**Pathway to Success vendor education**
**Centralized intake and initial review of Express Offers –SPEED Desk in Chicago**
**Scope limited to specified SINs for all parties other than applicants for 8(a) status, who can apply to any Schedule**
**Incremental process improvement in Centers**
**Express Program – Long-term**
**Integrated eOffer and eMod (90% Offers/modifications processed online)**
**Simplified and automated procedures**
**Greater ability to focus on improved customer service and contract administration **

## Portfolio of Initiatives Designed To:

Clarify and expedite the offer process
Educate vendor community
Leverage technology
Improve GSA’s customer service
Enhance GSA’s partner integration with the Small Business Administration (SBA)
Improve contract administration quality

**Clarify and expedite the offer process**
**Educate vendor community**
**Leverage technology**
**Improve GSA’s customer service**
**Enhance GSA’s partner integration with the Small Business Administration (SBA)**
**Improve contract administration quality**

**How Do We Get There: Improvement Initiatives**

## Pathway to Success – assist vendor with:
Making an informed business decision
Submitting a quality offer
Managing expectations	
Piloted October 2006
Web-based available December 2006

SPEED Desk – assist GSA with:
Conducting initial offer review
Implementing standardized and simplified process
Reducing evaluation efforts and negotiation times
Roll-out January 2007

Eligibility Criteria – Core requirements for Toll Lane
Has been in business for at least two years
Has a minimum of $100,000 in sales during the last two years
Determined financially solvent via financial ratio analysis
Has either positive or neutral past performance

GSA to evaluate success and potential expansion of Express Program in July 2007

**Making an informed business decision**
**Submitting a quality offer**
**Managing expectations****	**
***Piloted October 2006***
***Web-based available December 2006***
**SPEED Desk – assist GSA with:**
**Conducting initial offer review**
**Implementing standardized and simplified process**
**Reducing evaluation efforts and negotiation times**
***Roll-out January 2007***
**Eligibility Criteria – Core requirements for *****Toll Lane***
**Has been in business for at least two years**
**Has a minimum of $100,000 in sales during the last two years**
**Determined financially solvent via financial ratio analysis**
**Has either positive or neutral past performance**
**GSA to evaluate success and potential expansion of Express Program in July 2007**

**Where Do We Start:**
**Express 1: Implementation of Express Program**

## Where Do We Start:

| Schedule | Center | Special Item Number (SIN) | Description |
| --- | --- | --- | --- |
| 70 | FCI | 132-8
132-12 | IT Hardware, Repair and Maintenance |
| 67 | R2 – New York | 19-1
20-130
20-316
20-320
262-53
EXCLUDES 19-100  | Photographic Equipment |
| 78 | 3FN – Furniture | All SINs | Sports, Promotional, Outdoor, Recreation, Trophies and Signs (Sports)  |
| 58 I  | 3FN - Furniture | 58-1 | Recording and Reproducing Video and Audio Equipment |
| 81 IB | R2 – New York | 617-1 through 617-5
617-7
617-8
617-11
617-12
EXCLUDES 617-10 & 617-13  | Shipping, Packaging and Packing Supplies |

**Where Do We Start:**
**30 Day Express Program Schedules/SINs**

## Express Program Advantage to Industry

**Comprehensive Pre-Offer Education**
**Quicker Offer Review and Clarification Feedback**
**Possible Award Without Negotiations for Offerors with Most Favored      Customer Pricing**
**Any Size Company May Participate for Specific SINs Identified in Program**
**Companies Applying for 8a Status May Respond to Any Schedule/SIN**
**Ability to Get on Schedule to Meet Federal Customer Needs Rapidly**
**Faster Capture Management Turnaround Time**
**Improved Customer Service**
**Enhanced Contract Management and Modification Actions**

## Benefits of Express Program for Key Stakeholders

**Federal Customers:**
** ****Quicker access to state-of-the-art services and products**
** ****Quicker availability to latest innovations**
** ****Access to quality MAS contractors**
**Inspector General/US Taxpayer:**
** ****Cost Savings**
** ****Focus on value and risk reduction**

## Backup Slides

## Qualification for Express Participation

**     ****Submitted via paper beginning Jan.16, 2007/eOffer beginning April – June 2007**
**      ****Is offering approved SINs (not applicable to 8(a) applicants)****	****	**
**      ****Proposed 500 or fewer product/labor categories****	**
**      ****Completed “Pathway to Success” ****	**
**      ****Submitted at least one year of financial statements (Income and Balance Sheets)**
**      ****Submitted Open Ratings Past Performance Report**
**       ****Has either positive or neutral past performance**
**      *********Has been in business for at least two years**
**      *********Has a minimum of $100,000 in sales during the last two years**
**      *********Determined financially solvent via financial ratio analysis**
***If all three are “Yes”, Offeror is financially responsible in accordance with FAR Part 9.**

## Qualification for Express Participation (continued)

**Has a Commercial price list/catalog and/or established pricing accompanied by invoices or other supporting documentation ****	**
**	**
**Submitted a complete Commercial Sales Practices format (CSP)**
**Is offering equal to or better than Most Favored Customer (MFC) pricing **
**Submitted manufacturers’ pricelists (if applicable)****	**
**Submitted letters of supply showing compliance with the Trade Agreements Act (content requirements)****	**
**Submitted dealer matrix (IT Deviation)****	**
**Subcontracting Plan approved (if Offeror is a large business)****	**

## Qualification for Express Participation (continued)	

**Submitted a signed SF 1449 under the most recent solicitation refresh**
**Completed all required fill-in clauses**
**Must sign a statement to this effect**
**Took no exceptions to the terms and conditions of the solicitation**
**Must sign a statement to this effect**

##  All businesses (large & small) may apply for express processing for selected SINs 

** ****Small Businesses applying for 8(a) certification can submit offers for all Schedules/SINs through the express process**
** ****Estimate between 800 and 1000 express offers per year out of approximately 5000 for MAS in total**

**Express Offeror Profile**

## Express Offer Tracking Measures

|  Express Program |  |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- | --- |
| Express Offer Tracking Measures |  |  |  |  |  |  |
| Measure | Definition | Baseline | FY 2007 | FY 2008  | FY 2009 |  FY 2010 |
| Cycle Time            | Average Number of Calendar Days to Award Offers Using Standard Process | 120 |   |   |   |   |
| Cycle Time (Express Process) | Average Number of Calendar Days to Award Offers Using Express Process | New | 80% in 45 Days  | 80% in 30 Days |   |   |
| % of SPEED Desk Reviews Completed On-Time | % of SPEED Desk Reviews completed in 5 days or less | New | 90% |   |   |   |
| %  of Offers Rejected by the SPEED Desk | Number of Offers rejected during a SPEED Desk Review as a percentage of the total number of offers reviewed | New |   |   |   |   |
| % Offers Rejected by Acq. Centers after SPEED Desk Review  | % of Offers reviewed by the SPEED Desk and rejected by an Acq. Center | New |   |   |   |   |
| % Offers Rejected/Withdrawn During Acq. Center Review  | Number of offers rejected/withdrawn as a percentage of the total number of offers reviewed | 50% |   |   |   |   |
| % of "Pathway" Contractors with Satisfactory or above Report Card Scores | Number of Contractors w/Pathway education and satisfactory scores as a percentage of total "Pathway" contractors  | New |   |   |   |   |
| # of "Pathway" Contracts that met $ sales threshold | Number of Contractors w/Pathway education who met the dollar threshold for sales within 2 years   | New |   |   |   |   |
| Vendor Satisfaction | Annual Survey - Overall Satisfaction | 53.8 |   |   |   |   |
| Customer Satisfaction | Annual Survey - Overall Satisfaction | 73.0 |   |   |   |   |

## Tracking Measure Driven Improvements

**Monitor Express Program measures and incrementally improve and expand Schedule participation based on feedback**
**Through simplification and process improvement we will be able to scale the express process across MAS:**
**Solution set implementation**
**Apply technology enablers to support scaling:**
**	****- Improved eOffer ease-of-use and scope (SWS)**
**	****- Enable increased productivity of 1102s **
**	****  ****with workflow support  technology**
**	****- Deploy electronic collaboration and analysis tools **
**Continued smart roll-out of Schedules – candidates TBD**
**Move from linear process to express process:**
**Centralize common evaluation criteria at SPEED Desk (Clauses, Subcontracting Plan, Financials, Past Performance)**
**Have Centers focus on Schedule unique activities in-line with administration and modifications **

## Timeline – Roles and Responsibilities

_***Near-term Tasks***_
***Pathway to Success roll-out***
***Coordination between FAS and SBA***
***Develop new operational procedures***
***Communications – Marketing (OCSC, CAR)***
***Legislative outreach (Hill and IG briefings)***
***FAS policy directives via Acquisition Letters***
***Roll-out technology***
***Internal 30 Day MAS Express Program education for acquisition and business portfolio employees***

_***Roles & Responsibilities***_
***     ******Acquisition Management and Portfolios:***
***Pathway to Success program***
***Program Management***
***Business process improvement***
***Communications plan***
***SBA coordination***
***Regional participation in core team effort***
***     ******OCIO:***
***Technology enablement***
***     ******OCAO:***
*** ******Policy coordination, communication support & Legislative outreach***

*** ******Express Program planning began in August 2006***
*** ******Go-live with Express Program January 2007***
*** ******Go-live with submission of eOffers April - June 2007***

## Next Steps

**Implement a process improvement program (Initiated)**
**Develop Marketing Communication Plan**
**Issue FAS implementation Directives and OCAO Acquisition Letter (AL) (Initiated)**
**Implement employee training**
**Stand-up SPEED Desk enabling express processing**
**Implement required technology improvements (eOffer, Offeror Registration System (ORS))**
**Define system needs and costs **