UNCLASSIFIED ACC Integrated Source Selection Training Organization Roles

UNCLASSIFIED ACC Integrated Source Selection Training Organization, Roles, and Responsibilities Instructor: Name S 3 COE ACC-XXX Agile – Proficient – Trusted UNCLASSIFIED Module 3

UNCLASSIFIED Agile – Proficient – Trusted Regulations, Procedures, Authorities and Concepts Organization, Roles and Responsibilities Ethics and Procurement Integrity Acquisition Planning LPTA Best Value Approach Learning Objectives Students will gain a knowledge and understanding of: • Why the acquisition team is important • Who is on the source selection team • What are the roles and responsibilities of the: > SSA > PCO > SSAC > SSEB > Non-Government Advisors Developing the RFP and SSP > Program Management/ Requirements Office Managing Protest Issues Notifications and Debriefings Documenting the Source Selection Decision Peer Review Process Competitive Range and Discussions Conducting the Evaluation 2

UNCLASSIFIED Agile – Proficient – Trusted The Acquisition Team 3

UNCLASSIFIED Agile – Proficient – Trusted Building The Acquisition Team • Make the up-front investment in the team! Involve personnel who understand what works well on the existing contract(s) • The team should be made up of an integrated, multifunctional personnel effort that covers the full breadth of the acquisition process from establishing the requirements through contract award • Identify stakeholders that are impacted by the outcomes of the effort – they have “skin in the game” • Not all participants will be fully engaged at all phases 4

UNCLASSIFIED Agile – Proficient – Trusted Get The Right People On The Bus! The key to a successful source selection is selecting personnel with the requisite acquisition skills, experience and training necessary to execute the source selection and ensure the highest level of team membership consistency for the duration of the selection process. 5

UNCLASSIFIED Agile – Proficient – Trusted Acquisition Team Members ü ü ü Contracting DCMA/DCAA Property Administration*** Program Management Technical and End-User Organizations Budget/Logistics/IT Office of Counsel Small Business Cost/Pricing Advisors (Government and Non-Government) Direct and Indirect Stakeholders 6

UNCLASSIFIED Agile – Proficient – Trusted ACC-RSA Property Administrators The following individuals are GS-1103 Property Administrators within the ACC-RSA who can assist Contracting Personnel in preparing solicitations and contract documents. Ronald Dugger ronald. dugger. civ@mail. mil (256) 955 -5969 John Marsh john. r. marsh 1. civ@mail. mil (256) 955 -5862 7

UNCLASSIFIED Agile – Proficient – Trusted A Successful Acquisition Team • • • Has buy-in and support from Senior Leadership Establishes ground rules to include communication plan Documents major decisions throughout the process Makes the acquisition a workload priority Every member is fully accountable for their part of the process and supports others as needed • Consistent team membership throughout the process • Members willing to lead or follow as needed 8

UNCLASSIFIED Agile – Proficient – Trusted The Role of Industry Engage and communicate with industry early and often • • Request for Information (RFIs) One-on-Ones Comments to DRAFT RFPs Questions and answers on released RFPs *Industry is a stakeholder in the process 9

UNCLASSIFIED Agile – Proficient – Trusted Source Selection Team 10

UNCLASSIFIED Agile – Proficient – Trusted Components Of The SST Source Selection Team (SST) Model • Source Selection Authority (SSA) SSA Selects/Total Responsibility • Source Selection Advisory Council (SSAC) SSAC Compares/Supports SSA • Source Selection Evaluation Board (SSEB) Evaluates/Supports SSA • Advisors and Others SSEB 11

UNCLASSIFIED Agile – Proficient – Trusted Personnel Considerations Order of preference for source selection expertise: • Look within own organization for expertise • Identify and appoint Government personnel outside own organization with the requisite expertise • Identify junior personnel to grow expertise and experience in source selection by allowing them to participate on non-technical factors • If expertise does not exist then move acquisition elsewhere • Consider establishing and/or hiring, on an ad hoc basis, qualified retired annuitants to supplement source selection teams • Establish an advance pool of experts to supplement on an ad hoc and rotational basis • Hire contractor experts to augment the SSEB assuring there is no organizational conflict of interest (least preferred) 12

UNCLASSIFIED Agile – Proficient – Trusted Formal vs. Informal • Source Selection process may be “formal” or “informal” • Formal source selection: – – > $100 M Can be used for complex acquisitions below $100 M Source Selection Authority (SSA) other than the Contracting Officer Requires use of a Source Selection Advisory Council (SSAC) • Informal source selection: – Generally less complex – Not less “structured” – SSA is generally the Contracting Officer, or whomever has the authority to sign the POM/PNM per the ACC-RSA SOP 13

UNCLASSIFIED Agile – Proficient – Trusted Typical SST >$100 M Formal (Complex) *SSAC Not Required For LPTA SSA Contracting Officer Other Advisors (e. g. , Legal Counsel, SB Advisor, Technical Experts) (Business Advisor) SSAC SSEB Chairperson Technical Factor Team Evaluates Technical Requirements/Risk Past Performance Factor Team Evaluates Past Performance SB Participation Team Cost/Price Factor Team Evaluates Small Business Participation Evaluates Cost/Price 14

UNCLASSIFIED Agile – Proficient – Trusted Typical SST <$100 M Informal (Non-Complex) *All Factors evaluated may not use separate teams SSA = Contracting Officer Other Advisors (e. g. , Legal Counsel, SB Advisor, Technical Experts) SSEB Chairperson Technical Factor Team Evaluates Technical Requirements/Risk Past Performance Factor Team Evaluates Past Performance SB Participation Team Cost/Price Factor Team Evaluates Small Business Participation Evaluates Cost/Price 15

UNCLASSIFIED Agile – Proficient – Trusted The Source Selection Authority (SSA) For acquisitions <$100 M, the Contracting Officer is usually the SSA unless the agency head delegates this authority to another individual for a particular acquisition or group of acquisitions. For acquisitions ≥ $100 M, the SSA is appointed by the PARC, DASA(P) or ASA(ALT) and is other than the PCO. 16

UNCLASSIFIED Agile – Proficient – Trusted The SSA’s Identity is Procurement Sensitive The identity of the SSA shall be considered procurement sensitive until contract award and shall not be disclosed to anyone who has not signed a non-disclosure agreement for that procurement. IAW AS 3 Roles and Responsibilities (1. 4) 17

UNCLASSIFIED Agile – Proficient – Trusted SSA Responsibilities • Right experience Document the rationale in the Source Selection Decision Document If discussions are necessary, SSA will approve the Competitive Range Determination Make the source selection decision Proper conduct of the process • Training • Team Consistency • Security • Safety • Conflict of Interest Appoint SSEB Chair and SSAC Are discussions needed Ensure milestones are realistic SSEB Chair will then appoint the SSEB members …and kept!!! 18

UNCLASSIFIED Agile – Proficient – Trusted The Procuring Contracting Officer (PCO) In source selections greater than or equal to $100 M, the PCO serves as the business advisor and principal guidance source for the entire Source Selection. The PCO also serves as the focal point for inquiries from industry, controls all exchanges with Offerors, and executes the contract award. 19

UNCLASSIFIED Agile – Proficient – Trusted PCO Responsibilities • Brief as requested • Respond to questions • Questions • Exchanges with Offerors • Chair Debriefings Keep the SSAC/SSA informed Serve as Business Advisor to SSEB Single Point of Contact for Industry Safeguard SSI and Offeror Proposal Information • Advise/Assist the SSA • Assist SSEB Chair to ensure the evaluation is conducted IAW the stated evaluation criteria Prepare/staff Documents for and maintain the • Use of nonofficial Government contract personnel file • SSA approval of SSP • Competitive Range Determination • Non-disclosure statements 20

UNCLASSIFIED Agile – Proficient – Trusted The Source Selection Advisory Council (SSAC) Establishment and Role The SSA will establish the SSAC to gain access to functional area expertise to provide required support throughout the source selection process The SSAC is composed of a Chairperson and Members; membership should represent the specific functional areas from which the SSA may require expertise; typically senior Government personnel including a person from the cognizant Contracting Office. When established, it will provide oversight to the SSEB The SSAC is required at a dollar value of ≥ $100 M and optional for lesser values. SSAC is not required for LPTA 21

UNCLASSIFIED Agile – Proficient – Trusted SSAC Responsibilities SSAC Chair appoints SSAC members with SSA’s approval Review the evaluation results of the SSEB to ensure the evaluation process follows the evaluation criteria and the ratings are appropriately and consistently applied Provide a written comparative analysis and award recommendation to the SSA Before the PCO issues the request for Final Proposal Revisions, meet with the SSA to determine if meaningful discussions with Offerors have been concluded Review the Source Selection Decision Document (SSDD) for the SSA’s signature, if requested by the SSA 22

UNCLASSIFIED Agile – Proficient – Trusted The Source Selection Evaluation Board The SSEB will consist of a Chairperson and Evaluators and should be organized into functional teams corresponding to the specific evaluation criteria or factors (e. g. , Technical, Past Performance, Small Business Participation, and Cost/Price). In those instances a functional team lead or “Factor Chair” may be utilized to consolidate the evaluation findings of the team and serve as the primary team representative to the SSEB Chair. Use of non-Government personnel as voting members of the SSEB is prohibited. (See FAR 7. 503(c)(12)(ii), FAR 37. 201 and FAR 37. 204) 23

UNCLASSIFIED Agile – Proficient – Trusted SSEB Duties Take Priority Over Other Work Government personnel assigned to the SSEB shall consider this duty as their primary responsibility. Their source selection assignment shall take priority over other work assignments. Supervisors are responsible for ensuring that other work assignments do not adversely impact the source selection process. 24

UNCLASSIFIED Agile – Proficient – Trusted SSEB Chairperson Responsibilities Be responsible for the overall management of the SSEB and act as the SSEB’s interface to the SSAC (if utilized) and the SSA Establish functional evaluation teams and appoint chairpersons and members to those teams, subject to the approval of the SSA Ensure members of the SSEB are trained and knowledgeable on how an evaluation is conducted prior to reviewing any proposals Ensure the skills of the personnel, the available resources, and time assigned are commensurate with the complexity of the acquisition 25

UNCLASSIFIED Agile – Proficient – Trusted More SSEB Chairperson Responsibilities Responsible for the conduct of a comprehensive and integrated evaluation of competitive proposals in an impartial and equitable manner Ensure the evaluation process follows the evaluation criteria and ratings are being consistently applied Review all aspects of proposals and fully participate in all ratings and ensure preparation by the SSEB of narrative support substantiating evaluation ratings Provide consolidated evaluation results to the SSA or the SSAC, as required Support all post award activities such as debriefings and reviews/meetings as required 26

UNCLASSIFIED Agile – Proficient – Trusted Still More SSEB Chairperson Responsibilities Be responsible for the overall management of the SSEB and act as the SSEB’s interface to the SSAC (if utilized) and the SSA Require the assigned members’ attendance at the meetings and conferences of the board and assign work necessary for the accomplishment of the mission Relieve and replace members from assignment only in the event of a demonstrated emergency or other appropriate cause Arrange for the needed administrative staff at the work site Arrange for members to work overtime, when necessary, authorized, and approved Establish the agenda and the schedule for SSEB meetings 27

UNCLASSIFIED Agile – Proficient – Trusted SSEB Member Responsibilities Conduct a comprehensive review and evaluation of proposals against the solicitation requirements and the approved evaluation criteria Ensure the evaluation is based solely on the evaluation criteria outlined in the solicitation Prepare the necessary evaluation notices (ENs) Assist the SSEB Chairperson in documenting the SSEB evaluation results Support all post award activities such as debriefings and reviews/meetings as required 28

UNCLASSIFIED Agile – Proficient – Trusted What the SSEB WILL NOT DO Neither the SSEB Chairperson nor the SSEB members shall perform comparative analysis of proposals or make source selection recommendations unless requested by the SSA. 29

UNCLASSIFIED Agile – Proficient – Trusted The Role of Advisors in Source Selection 30

UNCLASSIFIED Agile – Proficient – Trusted Use of Government Advisors When an SSAC is not used, consider using advisors to assist the SSA. These advisors can provide expertise within specific functional areas, similar to the involvement of the SSAC, but need not provide formal written comparative analysis required of an SSAC. They may also be used to provide assistance to the SSEB as Subject Matter Experts. 31

UNCLASSIFIED Agile – Proficient – Trusted Use of Non-Government Advisors • May be authorized but should be minimized • Must be supported by a written determination approved by the PARC based on FAR 37. 203, FAR 37. 204 and AFARS 5137. 204 • Must submit non-disclosure agreement and financial holdings as required of Government employees • Non-Government SSEB Advisors are non-voting • Should only be exposed to specified portions of proposal where review input is required 32

UNCLASSIFIED Agile – Proficient – Trusted What Non-Government Advisors May/May Not Do, or, what does non-voting mean? • May provide input regarding evaluation but may not determine ratings or rankings of Offerors’ proposals • May not participate in the review and evaluation of past performance - Disclosure of past performance information is strictly prohibited *See FAR 42. 1503 33

UNCLASSIFIED Agile – Proficient – Trusted Program Management/Requirements Office Roles and Responsibilities Consistent with the technical requirements To include serving as an advisor and/or SSEB member as necessary • Develop PWS/SOO or SOW Assist in development of the evaluation criteria Ensure technical requirements are approved and stable Assist in establishing the SSEB Allocate necessary resources • Personnel • Funding • Facilities 34

UNCLASSIFIED Agile – Proficient – Trusted Here’s Your Pop Quiz 35

UNCLASSIFIED Agile – Proficient – Trusted Question #1 Who are the stakeholders on the bus? KO Contracting DCMA/DCAA Property Admin Program Mgmt Technical/End User Legal Budget/Logistics/IT Small Business Advisors Cost/Pricing Acquisition Team 36

UNCLASSIFIED Agile – Proficient – Trusted Question #2— For acquisitions ≥ $100 M, who is the source selection authority and how are they appointed? Other than the PCO Appointed by the Principal Assistant Responsible for Contracting (PARC) – up to $500 M Over $500 M – Appointed by DASA(P) ACAT I Programs- Appointed by the AAE 37

UNCLASSIFIED Agile – Proficient – Trusted Question #3— What is the difference between the SSEB and the SSAC? The SSEB’s primary role is to conduct a comprehensive review and evaluation of proposals against the solicitation requirements and the approved evaluation criteria The SSAC’s primary role is to provide a written comparative analysis and award recommendation to the SSA. 38

UNCLASSIFIED Agile – Proficient – Trusted Discussion #4— Explain the role of advisors (Government and nongovernment) in the source selection process. Provide assistance to the SSEB as subject matter experts (within specific functional areas) Non-Government advisors are non-voting members Non-Government advisors may not participate in the review and evaluation of past performance 39