Commercial Activities Program for the Document Automation

1
Commercial Activities Programfor theDocument
Automation Production ServiceLessons Learned
2
Support Contractor

• DLA should have an internal method of rating
• Knowledge of the A-76 program in general
• Experienced personnel
• Knowledge of the individual command/agency
• Knowledge of DoD requirements
• Flexibility
• Workload sharing/responsibility between firm
  personnel and CA Team
• Cost versus benefit
• Areas of strengths
• Areas of weakness
• Ability to handle or research new or uncommon
  topics in process
• Would you hire them again?

Dont try and do this without a Support Contractor
3
Selecting the Supporting Contractor

• Oral presentation
• Get past the glitzy presentation and look beyond
  what is being presented
• Research past performance Call previous
  customers
• Review each Contractor proposal and document
  session

4
Communications Plan

• Communicate throughout the process to all
  interested parties, such as employees, unions,
  suppliers, customers, potential offerors, and
  higher-level responsible personnel
• DAPS used a number of means to provide this
  information including
• Employee monthly newsletter
• Emails
• In person briefs. Presentations/Town
  Hall/High-level Customer Forums
• Bi-monthly Videos
• Industry days
• Website external and Internal

5
Whos on First?

• Acquisition Process
• No defining documents or experiences that
  outlined the roles among the parties in the
  acquisition phase of the A-76 process.
• It seems to get at times a little muddy in the
  responsibilities of the Source Selection Advisory
  Council and Source Selection Authority versus
  those of the Contracting Officer and the Field
  Commander or A-76 Program Manager.
• KO recommended DAPS be broken up into Regions to
  obtain more competition even though Industry
  stated they would bid as one large contract
• KO wanted more functions to be added to the PWS
  GPO
• Mandatory locations
• Leased equipment as Government Furnished Property
  (GFP)

6
Educational Resources

• Training for the PWS and MEO Team
• Management Concepts
• BAH (Support Contractor)
• A-76 Continuous Learning
• Web related sources, but often found that issues
  that came up were not addressed on these sites

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Personnel

• Personnel selected for both the PWS and MEO must
  be knowledgeable with the functions under
  competition
• Having the best people should be a priority
  future of the organization
• Team Leaders for both the PWS and MEO must posses
  the skill sets necessary to motivate the team to
  perform at optimum levels
• You must have team members that are committed to
  working long hours
• Team members will be required to perform under
  conditions that may impact their job as well as
  well as many other positions

8
Market Research

• Documentation supporting the development of the
  PWS
• Support contractor and PWS team review Market
  Research documentation
• Know who your competitors are
• Survey questionnaire that your competitors will
  complete to be used to develop the PWS

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PWS Phase

• Start the process early
• The PWS will describe the What, Where and When
  not the how work is to be performed
• The PWS describes the future requirements
  Strategic Planning
• Tremendous amount of work in a short period of
  time
• Must have good documentation of all functions
  that will be open for competition such as
• Total assets
• Number of positions under study
• Locations for work to be performed
• Functional descriptions of each work process
• Mandatory locations, if any (will work be
  required at a specific location?)
• Ensure the Performance Standards and Metrics are
  realistic
• Take Care You will Live with the Results

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MEO Phase

• Tremendous amount of work in a short period of
  time
• Must have good documentation to support the MEO
  Plan
• Technical Performance Plan
• Concept of Operations
• MEO plan is now limited in size (number of pages)
• New Organization structure
• Work performed and decisions made must be kept
  close throughout this process (this should be a
  major concern)
• Union representation on the Team
• Fear of the Unknown Very few people will know
  the MEO
• Must acknowledge you can be more efficient with
  less people

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MEO Numbers
Oct 02
Jan 02
CONUS Sites
225
145
Future Resources Dictated by Workload
674
End Strength Under Study
918
B/W .0067 Color .1500
B/W .0115 Color .2054
Equipment Unit
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Life after Competition

• Transition Plan must be followed
• Continuing Government Activity (CGA)
• Develop Charter
• Appoint a Team of CGA members for quarterly
  reviews of performance measures
• Field has a tendency of creeping back to pre-MEO
  organizational structure and pre MEO work habits
• Cannot allow for Contractor or MEO to exceed
  their Bid
• The Government must have some type of board for
  determination of Option Years (Award Term Review
  Board)
• Evaluation Point System
• Post MEO Audit 12-18 months from end of
  transition
• J-334

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Performance Based Drafted by DAPS Reviewed by
SSAC, KO Ratified by SSA
Functional / Quality Leveling
Starts with Notification of Congress
Final Decision On Cost Basis
Best Value Evaluation