The DLA Commercial Activities

1

• The DLA Commercial Activities
• Program

Ms. Linda Heine Chief, Competitive
Sourcing Division DLA J-374
2
Agenda

• Our Status
• Roles and Responsibilities
• Best Practices
• The Road Ahead

• Statistics
• Program Office
• Roles and Responsibilities
• The Process
• Best Practices

3
A-76 Competitive SourcingProgress

• Competitive Sourcing
• Distribution, Disposal Sites, Document
  Automation, Base Ops
• 15 Reviews Completed
• 4 Reviews Announced in FY 2005
• DDOO, DDRV, DDJC, DDSP

• Review Results To-Date
• 8 Most Efficient Organizations (MEOs)
• DDCO, DAPS, DDRV, DDAG, DDPW, DDTP, DDCT, DRMS
• 7 Private Sector
• DDBC, DDWG, 10 NE DRMOs, DDJF, DDCN, DDHU, DDDC
• 2,906 FTEs Saved

Net Savings Over Five Year Performance 458 M
4
Service/Agency A-76 Comparison(Completed
Competitions vs Workforce Target)
54
51
46
38
15
5
HQ Program Office
Program Manager/Division Chief Linda
Heine
Booz Allen Hamilton David Richardson

Program Coordinators Marvin Williams Julie
Klein Ken McLain

Management Assistant Susan Deike
Web site http//www.dla.mil/j-3/A-76/A76
6
Competitive Sourcing, J-374Responsibilities

• Policy Guidance
• IG/CA Inventory
• Agency A-76 Strategy/PBR
• Training
• DCAMIS Admin Guidance
• Competition Coordination
• Competition Performance Metrics
• Non Disclosures

7
Policy Guidance

• DLA CA Guidebook
• OSD Developing DoD Policy
• Component Policy to Follow
• DLA Draft Prepared
• Transition to 2003 Circular Complete
• OSD Monthly IPT Meetings
• Updated Guidance and IPT Information Shared

8
IG/CA -- FAIR

• Goals/Targets for Competitive Sourcing Studies
  were Developed from the FY 2000 IG/CA Inventory
  by OSD
• The Inventory Our Competition Plans are Closely
  Related
• Each Year we Work to Improve the Consistency of
  the Inventory
• This Year Requiring Additional Data Fields to
  Enhance the HQ Level Analysis

9
Agency Strategy

• Enterprise Solution
• Commitment to OMB/OSD Goals in Conjunction with
  Agencys Business Needs
• Considers parallel initiatives such as BRAC, BSM,
  and CRM
• ESG Chaired by J-37
• Impacted Principals
• IPT Chaired by J-37
• Principals POCs

10
DLAs Centralized Training

• Required by all DLA A-76 Participants
• In addition to or in lieu of additional outside
  A-76 training
• Mandatory training listed in CA Guidebook
• Provides a cost efficient way to convey material
• Ensures course info is consistent to all
  participants
• Structured as a forum for participants
• To interact with expert instructor
• Be fully engaged with DLA peers
• Learn the DLA way

11
Courses

• Ready Now
• Executive Overview
• A-76 Overview
• Preparing for an A-76 Competition at DLA
• Continuing Government Activity at DLA
• In Development
• Agency Tender Overview
• PWS Development
• MEO Tools and Techniques Development
• COMPARE and OMB Costing Rules

12
DCAMIS

• Defense Commercial Activities Management
  Information System
• DLA Component
• J-374, Ken Mclain Administrator
• Requiring Activity responsible for inputs and
  validation
• CAMIS Number assigned with Announcement

13
Competition Performance Metrics

• Starts with Preliminary Planning
• Tracks quality, schedule and cost of Competition
• Progress Updated monthly
• Updates prepared by RA
• Coordinated with Contracting Office
• Submitted to J-374
• Is Not Substitute for Timely Notification of
  Significant Issues

14
DDxx Performance Measure Dashboard Study Start
Date 03/04/05 Study Finish Date 09/01/06
(Projected)
Updates as of 9/30/05
15
Competitive Sourcing OfficialsRequired by the
CircularBefore Announcement

• Department of Defense Competitive Sourcing
  Official (CSO)? DUSD(IE)
• DLA CSO ? Director
• Agency Tender Official (ATO)
• Contracting Officer (KO) ? DSCC-DR
• Performance Work Statement (PWS) Team Leader
• Human Resource Advisor (HRA) TBD
• Source Selection Authority (SSA)

To be selected by the Requiring Activity
16
DLA Competitive Sourcing Organization

• Source Selection Advisory Council Chair-J-37
• Members HR, Comptroller, Procurement, Requiring
  Activity
• Advisors DG, -374, Contracting Officer
• Independent Review Official ? J-308
• Administrative Appeal Authority ? Ms Susan
  Chadick, DG

17
Preliminary Planning

• Structured process with timeline
• KO supports PP efforts
• At PP initiation, PM attends weekly VTC and
  maintains performance metrics
• Chapter 3 of CA Guidebook policies/procedures
• Appendix C Checklist
• Requiring Activity briefs J37 and KO

Requires certification of results by J37
18
Contents of Public Announcements at Start Date

• Agency/RA/Agency Component
• Activity Being Competed
• Location(s)
• Current Service Provider(s)
• Number of Government Personnel Performing
  Activity
• Type of Competition
• Name of DLA CSO ATO
• Projected Competition End Date

19
Early Steps

• Select PWS Team
• Provide POAM Establish Performance Metrics
• Identify Notify PWS Reviewers
• Develop Acquisition Strategy Source Selection
  Criteria
• Establish the SSAC and Evaluation Boards

20
Keys to Our Success DLA Best Practices

• --- Centralized Management
• Heavy Emphasis on Customer Role
• Legal Support
• Build on Lessons Learned
• Top Down Commitment/Bottom Up Participation

21
Centralized Management
3.

• CSO, SSA, SSAC Chair, A-76 Program Office
• Requiring Activities Program Offices
• Activities Under Study

22
Taking Care of Our Customers

• Our Role
• Provide Top Down Commitment
• Provide Timely Accurate Notification
• Request Input Participation
• Customers Role
• Input to requirements development (PWS)
• Serve as evaluators (e.g., Source Selection
  Evaluation Board)
• Inform their management workforce

23
Lessons Learned an Independent Assessment

• Reviewed all completed competitions
• Addressed four primary study areas
• Process
• Performance Work Statement (PWS)
• Cost/Savings (minimally)
• Contracting (solicitation, evaluation, and
  administration)
• Identified strengths and weaknesses
• Developed findings recommendations

24
Program Good Still Seeking Perfection

• No material weaknesses in the process
• DLA A-76 process is sound but involves many
  groups creating handoffs that cause delays and
  communication issues
• Some processes can be improved
• Solicitation process and contract structure
• PWS development
• Post award transition is a key area

25
Findings

• Many of The Issues Are From Round One and Two
  Competitions
• The First Round of Competitions Was Intended to
  be a Pilot
• Time Was Not Allocated to Allow Implementation of
  Lessons Learned
• Many Issues Have Now Been Corrected Outlook is
  Better for the Most Recent and Future
  Competitions

26
Commitment from All Levels

• Leadership Involvement
• The Right People for Each Role
• A-76 is Not a Part-Time Job

The Time is Short, the Stakes are High And the
Results are Long Lasting
27
Signs of a Good Program
Good Program!

• On schedule
• Everyone knows his/her role
• Workforce is an integral part of the process
• Communication is two-way continual
• Affected people are informed assisted
• Decisions are not overturned
• Mission continues unhampered during after

28
(No Transcript)
29
Questions?