Doing Business with OAO. Phyllis Bower Executive Director Office of Acquisition Operations

Transcription

1 Doing Business with OAO Phyllis Bower Executive Director Office of Acquisition Operations

2 Overview Who Am I? VA Organizational Chart Some VA Basics VA s Acquisition Organization OAO Organizational Chart OAO Organizational Background OAO Unique Services Provided FY 14 In Review OAO Mission and Vision OAO Strategic Goals Veterans First Contracting Program (P.L ) 2

3 Overview (cont.) Small Business Representative Navigating the Government Proposal Process Do s and Don ts During the Solicitation Process Market Research RFIs, RFQs, & RFPs Proposal Preparation & Submission Discussions Debriefings Protests Important Web Sites 3

4 Who am I? Phyllis Bower Executive Director, Office of Acquisition Operations Head of Contracting Activity for VA Central Office Office of Acquisition, Logistics, and Construction Responsible for approximately $3.5B in annual spend via: Technology Acquisition Center (TAC) Strategic Acquisition Center (SAC) Acquisition Business Service (ABS) 4

5 VA Organizational Chart 5

6 Some VA Basics FY 2014 Annual Obligations - $18.6B (per FPDS) VA achieved Small Business Goals = 34.8% of total spend SDVOSB = 19.2% VOSB = 21.5% Multiple acquisition organizations: VHA contracting professionals Approximately 80% of all dollars obligated are in VHA However approximately 90% of all VHA acquisitions are below the Simplified Acquisition Threshold ($150K) VBA & NCA Limited number of 1102 contracting professionals NAC Delegated authority for Federal Supply Schedules Nationwide contracts CFM Construction and Facilities Management 6

7 VA s Acquisition Organization Chief Acquisition Officer Glenn Haggstrom Senior Procurement Executive Jan Frye VA has 6 Head of Contracting Activities: VHA Norbert Doyle VBA Ed Safdie NCA Tom Muir CFM Stella Fiotes NAC Craig Robinson OAO Phyllis Bower 7

8 OAO Organization Chart Glenn D. Haggstrom, SES Principal Executive Director, Office of Acquisition, Logistics and Construction (OALC) Chief Acquisition Officer (CAO) Phyllis Bower, SES Executive Director, Office of Acquisition Operations (OAO) Head of Contracting Activity (HCA) Elegear (EG) Primus Deputy Associate Executive Director, Strategic Acquisition Center (SAC) Michele R. Foster, SES Associate Executive Director, Technology Acquisition Center (TAC) Sara Barboza Director, Acquisition Business Service (ABS) Iris Hall Acting Director, Customer Advocacy Service (CAS) 8

9 OAO Organization Background Head of Contracting Activity (HCA) for VACO Total Staff Annual Obligations >$3.5B Customers Administrations (VBA, VHA, NCA) Staff Offices (Including Office of the SECVA, Office of Policy & Planning, Office of Information & Technology, Office of Human Resources and Administration, etc.) Life Cycle Acquisition Support Simplified acquisitions Complex service acquisitions IT and non-it Strategically sourced and enterprise contracts 9

10 OAO Organization Background (cont.) Technology Acquisition Center (TAC), Eatontown, NJ & Austin, TX Supports OIT acquisitions >$100K Strategically sourced IT contracts IT-centric Interagency Agreements (IAAs) Strategic Acquisition Center (SAC), Fredericksburg, VA & Frederick, MD Strategically sourced/enterprise-wide non-it contracts Supports major VBA, HR&A acquisitions Non-IT Interagency Agreements Major customers include VACO organizations such as OPP, OSDBU, etc. Acquisition Business Service (ABS), Washington DC Supports/administers VA legacy contracts Manages contract closeout Simplified Acquisitions HCA policy support 10

11 OAO Unique Services Provided Customer Advocacy Service OAO specific customer training Resolves impediments in the acquisition process Supports industry meetings and vendor interfaces Acquisition Rapid Response Service (ARRS) Assists customers with requirements definition and gathering of requirements documents Provide OAO specific customer training Assists with Integrated Process Teams (IPTs) Program Advisory Service (PAS) Post-award support to Program Offices Monitors cost/schedule/performance metrics on major programs Virtual Office of Acquisition (VOA) Customer portal & templates to assist customers with requirements definition & management Interactive SharePoint environment allowing customers & acquisition professionals to work through the development of an actionable package Industry forum for OAO specific acquisitions 11

12 FY14 in Review OAO executed 5,095 contract actions valued at $3.5 Billion Exceeded our small business goal of 46% by 5%! OAO Small Business Awards - 51% o SDVOSB % o VOSB % Enterprise-Wide Contracts 21 Strategically Sourced Contracts 11 Awarded in FY Awarded to Small Business ($99M) 2 Awarded to SDVOSB ($51M) 12

13 OAO Mission and Vision Mission Enabling our customers to provide best value solutions to Veterans and their Families. Vision A world class Acquisition organization that is customer-focused, emulated by others, and an employer of choice. An efficient and effective organization offering our customers customized, responsive service, and the best value. We will maintain nimble operations, utilizing documented and repeatable processes, as well as integrated tools and technology. Our employees are forward-thinking, smart, and innovative acquisition professionals, with strong technical and leadership competencies. 13

14 OAO Strategic Goals Exceptional Customer Service Customer Bill of Rights Delivering best value services to Veterans and their Families Be a business Partner Outcome Focused vs Transaction Focused Never compromise integrity focus on the mission High performance standards Under promise Over deliver Public Service = Customer Service One face to the customer 14

15 Veterans First Contracting Program (P.L ) Establishes a Contracting Order of Priority throughout VA:

16 Veterans First Contracting Program (P.L ) (cont.) 16

17 Small Business Representative Serves as OAO s interface with VA Office of Small and Disadvantaged Business Utilization (OSDBU) and the Small Business Administration (SBA) Responds to queries from small businesses on conducting business with the OAO Promotes compliance with Public Law , Veterans Benefits, Health Care, and Information Technology Act of 2006, (i.e., Veterans First Contracting Program) Provides priority for SDVOSB/VOSB awards Robert Overbey, Jr. [email protected] (202)

18 Navigating the Government Proposal Process Understanding the Do s and Don ts during the Solicitation Process Discussions The Government s Obligation during Discussions Difference between Clarification and Discussion Final Proposal Revisions (FPRs) Pre-award & Post-award Debriefings Protests Engaging the Contracting Officer 18

19 Do s and Don ts During the Solicitation Process The Government encourages early exchanges with industry It is acceptable to request one-on-one meetings Attend vendor meetings, respond to RFIs and stay engaged Once the solicitation has been issued: Cease all informal discussions with the Government personnel involved Can conduct formal interactions through the Contracting Officer Submit any questions in writing to the Contracting Officer Do not pressure the Contracting Officer/Technical staff to exceed boundaries Become familiar with Procurement Integrity Rules Do not attempt to obtain any procurement sensitive information (illegal) If you are given any procurement sensitive information, immediately contact your legal department/attorney 19

20 Market Research The Government must conduct Market Research The Extent of Market Research conducted depends on factors such as: Urgency Estimated dollar value Complexity Past experience Can Include: RFIs Industry/vendor conference One-on-one meetings Draft RFPs Pre-solicitation or pre-proposal conferences FAR encourages early exchanges with Industry 20

21 RFIs, RFQs, & RFPs Request for Information (RFI) RFIs may be used when the Government does not presently intend to award a contract Government is generally looking to obtain market information, or capabilities for planning purposes/market research Responses to these notices are NOT offers There is generally no required format for RFIs & responses May also be referred to as Sources Sought notice So, Why Should You Respond: You may offer unique insights that will improve the requirement/shape the future acquisition Express your interest in the upcoming acquisition Marketing to the Government decision makers Demonstrates your firm s quality of thought Reaches directly to the contracting and technical evaluation staff you may never otherwise reach Does not require a large investment 21

22 RFIs, RFQs, & RFPs (cont.) Request for Quotation (RFQ) Cannot be accepted by the Government to form a binding contract The vendor s response to the RFQ is considered a quote not an offer The Government will use a purchase order to actually form a contract in response to the receipt of the quote Generally only used for non-complex, smaller purchases 22

23 RFIs, RFQs, & RFPs (cont.) Request for Proposal (RFP) Used in negotiated acquisitions to ensure that the Government obtains the best solution and price for a requirement Generally used for more complex acquisitions, when multiple factors are being considered in the award decision Government will try to award without discussions Generally technical/management approach is significantly more important than other factors such as Price or Past Performance 23

24 RFIs, RFQs, & RFPs (cont.) What does the Government mean by responsible? The vendor must have adequate financial resources Be able to comply with the delivery/performance schedule Have a satisfactory past performance record Have a satisfactory record of integrity/business ethics Have the requisite organization, equipment/facilities, experience/skills and controls in place to perform Price Related Factors Any factor that impacts price such as Cost of inspection Supplies Transportation Federal, state & local taxes 24

25 Read the ENTIRE solicitation Contract clauses are IMPORTANT Proposal Preparation & Submission Understand the Evaluation Criteria Submit questions to the Contracting Officer in WRITING Verbal responses to questions are NOT BINDING on the Government Understand, when, where and how to submit the proposal Pay attention to Amendments Page Limitations Organize your submission to be responsive to the requirement Pay attention to Other Instructions 25

26 Discussions The Government encourages early exchanges with industry It is acceptable to request one-on-one meetings Attend vendor meetings, respond to RFIs and stay engaged Once the solicitation has been issued: Cease all informal discussions with the Government personnel involved Can conduct formal interactions through the Contracting Officer Submit any questions in writing to the Contracting Officer Do not pressure the Contracting Officer/Technical staff to exceed boundaries Become familiar with Procurement Integrity Rules Do not attempt to obtain any procurement sensitive information (illegal) If you are given any procurement sensitive information, immediately contact your legal department/attorney 26

27 Discussions (cont.) Prior to establishing a competitive range May be limited to those offerors whose inclusion in uncertain Shall be held with those offerors whose past performance may prevent their inclusion After establishing a competitive range Must be conducted with all offerors in the competitive range Contracting Officers must discuss deficiencies, significant weaknesses and adverse past performance but is NOT required to address every area where the proposal could be improved Contracting Officers can NOT reveal any information from a competitor s proposal Final Proposal Revision (FPR) Be sure to address all areas raised during discussions this is your last chance 27

28 Debriefings Pre-Award & Post-Award Request a debriefing within three days of receiving notification (either of elimination from the competitive range or the sorry letter) What to Expect The CO can tell you evaluation results of your proposal Summary of the rationale for eliminating your proposal from the further consideration The CO can NOT tell you the number of offerors competing, their identifies and the content of their proposals 28

29 Protests Either to the Agency (Contracting Officer) or the Government Accountability Office (GAO) The number of cases filed in FY 2014 were up by 5% from FY 2013, including: 2,445 bid protests 50 cost claims 66 requests for reconsideration Of the 556 cases that were decided on their merits, only 72 (or 13%) were sustained. The most prevalent reasons for sustaining protests were: (1) Failure to follow evaluation criteria (2) Flawed selection decision (3) Unreasonable technical evaluation, and (4) Unequal treatment 29

30 Important Web Sites Advanced Planning Briefing to Industry (APBI) (under APBI library) Federal Business Opportunities (Fed Biz Ops or FBO) Forecast of Contracting Opportunities (FCO) VA Center for Innovation Virtual Office of Acquisition (VOA) National Veterans Small Business Engagement 30

31 31