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Office of Professional Services
& Human Capital Categories Overview for the
Coalition for Government Procurement
February 20, 2018
Tiffany T. Hixson
Assistant Commissioner www.gsa.gov/professionalservices
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Who We Are and What We Do
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● Established June 20, 2016
○ Staffed from existing FAS portfolios and FAS Region 10 through four reorganizations, the last implemented in February 2017
○ Organized by function, rather than by contract program
○ Integral to PSHC’s creation was ensuring efficiencies in FAS operations,
and well rounded opportunities for its contracting and program professionals
Who We Are and What We Do continued
● Provides professional services, human capital services, and charge card management programs and contracts for the government
○ Governmentwide contracts ■ Business volume ~$13 billion annually
● Professional Services Schedule ($10B, ~4,000 Contractors) ● OASIS ($3B, ~245 contractors) ● Human Capital Schedules ($2B, ~800 contractors) ● HCaTS (109 contractors)
○ Charge card services ■ 3.3 million card holders ■ $28.5 billion in annual spend
● Provides assisted acquisition services to both national and Region 10 federal agencies
● Serves as the governmentwide professional services category executive and management
team
● Serves as the executive agent and RC for FAS Region 10
3
4
Where We Work
5
FY 2018 Business Plan Highlights
Improve Contract Offerings
● Complete formal business plans for each contract
program (June 2018)
● SmartPay 3 transition
● Multiple Award Schedules
○ Implement offer streamlining
○ Implement OLM’s
○ Improve audit timeliness
○ PSS
■ Hire Program Manager
■ Implement IPS SIN
● Multiple Award Contracts
○ OASIS
■ Complete OASIS on-ramp for financial
services
■ On-ramping education and planning
completed
■ Ensure MOU obligation targets achieved
■ Hire Program Manager
○ HCaTS
■ Mature and drive usage
■ HCaTS SB Pool 1 on-ramp
■ Cost reimbursement contracting fully
implemented
Key Metrics
● Increase contract usage
● Achieve business volume targets
● SmartPay 3 transition
implementation (timeliness)
● PSS and HC Schedules improve
key PALT metrics
● Improve customer satisfaction
● Improve supplier satisfaction
● Increase usage of Acquisition
Gateway PS Hallway and eTools 6
Improve our Customer’s Experience
○ Strategy completed April 2018
Improve Supplier Relationship Management
○ Strategy completed June 2018
○ Symposium June 25-26, 2018
Governmentwide Professional Services CM
Leadership
● Digital tools implemented or matured: CALC,
SPBA, and DISCOVERY
● Enhance category hallway content, tools, and
resources
● Mature supplier relationship management
program
● Develop civilian SAW service capability
Professional Services - Business Volume
Contract 2013 2014 2015 2016 2017 Growth
PSS $9,587,536,899 $8,343,970,571 $10,701,363,969 $10,163,863,776 $10,335,216,476 $747,679,577
OASIS - $4,802,291 $617,674,647 $2,071,322,253 $3,043,562,400 $3,043,562,400
Total BV $9,587,536,899 $8,348,772,862 $11,319,038,616 $12,235,186,029 $13,378,778,876 $3,791,241,977
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Human Capital - Business Volume
Contract 2013 2014 2015 2016 2017 Growth
00CORP & PSS $416,990,697 $382,000,000 $424,000,000 $334,000,000 $293,000,000 -$123,990,697
Human Capital Schedules
(738X) $232,822,156 $264,000,000 $272,000,000 $288,000,000 $323,000,000 $90,177,844
Temp Services (736) $109,742,668 $104,000,000 $124,000,000 $127,000,000 $111,000,000 $1,257,332
HCaTS $0 $0 $0 $0 $15,715,713 $15,715,713
Total BV $759,555,521 $750,000,000 $820,000,000 $749,000,000 $742,715,713 -$16,839,808
8
2018 Governmentwide Category Plan (Draft) Professional Services
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Professional Service Category Accomplishments
• Delivered Category Spotlights an educational series of webinars on topics such as
Organizational Conflict of Interest, Acquisition Review Boards, and Reverse
Industry Days
• Provided tools to the acquisition workforce in support of market research and better
contracting practices through the launch of Steps to Performance Based
Acquisition and CALC
• Developed approach to Supplier Relationship Management including segmentation
and interviews leading to a white paper with findings
• Designated OASIS, GSA SmartPay 2&3, and Identity Protection Services (BPA) as
Best-in-Class
• Created specialized best practices handbook for civilian contract audit services
• Proposed approach to capture administrative savings for services contracts,
bringing together analysis from government and private sector consultants
10
Professional Services Category Initiatives
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Cross Cutting Goal Key Initiatives
1 Reduction of unmanaged spend and
increased use of BICs
● Increase use of OASIS, IPS, and SmartPay 3 BIC’s
● Increase use of the Professional Services Schedule
2 Reduction in the number of duplicate
contracts and/or more coordinated
communications and strategies through
focused vendor management efforts
● Implement PS SRM program
● Services spend analyses completed for top five PS spend
agencies
● Administrative savings methodology adopted for the
Professional Services Schedule
3 Implementation of demand management
strategies
● Steps to Performance Based Acquisition digital tool
development
● Sharing good practices
● Services acquisition workshops initiative for civilian agencies
4 Sharing of transactional data and
analysis to inform better buying
● Pricing data for services contracting shared through AG
● Complete value analysis of pricing data for BIC’s and Tier 2
SUM contracts
● Ingest SmartPay as an additional “total spend” data source
5 Maximizing small business participation
and meeting requirements to buy from
Ability One.
● “Did you know” educational campaign for small business
usage
Professional Services Category KPIs
12
** SUM Tier 1 analysis completion could increase target
***Savings targets can be increased significantly with administrative saving methodology
****Decreased savings in FY18 is based on anticipated lower spend volumes tied to FY18 budgets
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