the fns “apd process”
DESCRIPTION
The Rules Your Clients Play By, and How to Help Them Win!. The FNS “APD Process”. Session Contents. The FNS “APD Process” and the role YOU play What we tell the States – your clients – about: The Power of the RFP Open Competition & Conflicts of Interest - PowerPoint PPT PresentationTRANSCRIPT
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The Rules Your Clients Play By,
and How to Help Them Win!
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The FNS “APD Process” and the role YOU play
What we tell the States – your clients – about:
The Power of the RFP
Open Competition & Conflicts of Interest
Contractor Selection Criteria and Bid Scoring
FNS & Vendors – Areas of Common Interest
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Responsibility for oversight of State Automation and
Modernization efforts is shared - between the Regional Office
SNAP or WIC program and the State Systems Office - SSO.
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Advance Planning & Acquisition Documents
State Systems Office FNS Regional Office
Approval or Additional Documentation Request
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NERO
MARO
SERO
SWRO
WRO
MPROMWRO
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Gregg Saxton
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Karen Painter-Jaquess
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Kathy Tankersley
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Lynn Jordan
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Catalina Luna Jennifer Renegar
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States should expect a coordinated response from FNS.
SSO – Lead on APD Process, Project Management and Technical Issues
Region – Lead on Program Functionality
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When vendors understand the process you can:
- Help states comply with it- Avoid clients being caught in the
middle- Be aware of when the products that
you create are subject to the federal process- Planning docs- Change orders that cross the threshold- Status reports and/or components of the
APDUs
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Planning Advance Planning Document (PAPD)
Implementation Advance Planning Document (IAPD)
IAPD Update (IAPDU)IAPDU As-Needed
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Request For Proposal (RFP)
Contract
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Planning Advance Planning Document (PAPD)
Implementation Advance Planning Document (IAPD)
IAPD Update (IAPDU)IAPDU As-NeededEmergency Acquisition Request (EAR)
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“A Planning APD is required for review and approval for all projects > $5M total project costs”
FNS Handbook 901, Section 2.2.1, Planning APD
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PAPD is a brief document that:Requests prior approval and Federal funds to
explore the feasibility of new system initiatives
Describes the planning activitiesEstimates the cost and timeline of planning Identifies and prepares for acquisition
activities
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25
60 DAYS
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50 States x 2 programs (WIC & FSP)+ states with multiple
systems + WIC ITOs & US
territoriesx ~3-6 docs/project
÷ 6 of us----------------
60 days
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THEN WHAT?THEN WHAT?
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Define the scope
Review business processes
Conduct requirements analysis
Conduct feasibility study/alternatives analysis
Prepare cost benefit analysis
Prepare IAPD
Planning Activities
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Culmination of the planning process
Reflects the results of the analysis and feasibility of various automation alternatives
Reflects the design and description of the automation project
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Provides an initial management plan for acquiring, developing, testing, and implementing the selected alternative(s)
Requests prior approval and Federal funding from FNS
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Feasibility Study/Alternatives Analysis/Cost-Benefit Analysis
Functional RequirementsManagement PlanScheduleBudget
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43
60 DAYS
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44
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THEN WHAT?THEN WHAT?
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Convert functional requirements into the system requirements
Develop / Transfer / Integrate
Test and Pilot
Train and Implement statewide
Design, Development & Implementation Activities
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What Makes Training Effective?Incorporates UAT resultsIs scheduled “just in time”Is “hands on”Does not end at rollout
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What a Pilot Should Not Be:Simply the first phase of rolloutA formality to proceed
What a Pilot Should Be:The extension of system testing into
the real worldA real test of the system
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PAPDSubmit to FNS
FNS approves
Do planning tasks
SubmitAPDUs
Closure
Submit planning phase RFP(s)
FNS approves
Release RFP & choose
contractor
Submit contract to FNS
FNS approves
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Project managementDevelopment contractorQA contractorIV&VCommunicationsTraining???
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IAPDSubmit to FNS
FNS approves
Do DDI tasks
SubmitAPDUs Closure
Submit DDI
phase RFP(s)
FNS approves
Release RFP & choose
contractor
Submit contract to FNS
FNS approves
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FSP > $5M total acquisition cost
WIC > $100K total acquisition cost
FSP > $1M total acquisition cost
WIC > $100K total acquisition cost
Competitive {
Non-
competitive {
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56
60 DAYS
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HHSEasier on you if we talk
and agree!
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Stewardship
Ownership
Partnership
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Stewardship
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Partnership
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Ownership
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KnowledgeConfidenceBacking
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Know what they wantDescribe it accuratelyRecognize what resources they need to
hireDescribe them accuratelyHire the contractor that has the right stuffUse tools to hold contractor accountable
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What States want
Reasonable costLow riskReliable outcomeHappy ExecsOn timeHappy usersNo bad press
What you want
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Fair and competitionStewardship of Federal fundsA process that results in access &
integrity in benefit deliveryA process that holds up to legal
challengesEvidence that the State is in control of
its own destiny
HINT: HINT:
Use the RFP
Use the RFP
Checklist in
Checklist in
901!901!
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NEVERdefine the work and then bid on it
do the work, and then evaluate it.
OR
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Used to hire professional and technical skill sets to design a new system, write or adapt the software, produce documentation, and test and implement the system.
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Introduction & OverviewCurrent processing environmentWorkload dataNew system environment (including
projected growth)
Hint: This stuff is
in 901’s
procurement
chapter!
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Solicitation Instructions and Conditions“Boilerplate” language – legal and
purchasing requirementsProposal structure and contentProcurement scheduleQ&A processSubmission process
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Statement of Work (SOW) – the MEAT!Desired project scheduleDeliverablesInstallation, Conversion, Maintenance
requirementsPersonnel requirementsFunctional requirements
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Did th
ey
get what
they
asked fo
r?
How did they stay on
schedule?
Did they win
that lawsuit?Only 3 change orders?!
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Create a detailed project timelineGuide state through design or functional
verification processDocument requirements and tech specsWrite or adapt the application codeCreate user and technical documentationConduct testingConvert data from the old systemConduct or support trainingOperate or train the Help Desk
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Rely on bidders’ questionsto clarify things you didn’t explain
fully.
Bid the product they built for the last customer
GuessBid high enough to cover the
unknowns
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“Pay me now or
Pay me later”and
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Management PlanIdentify who the contractor will report toDescribe the project management
structureDefine the type and frequency of status
reports requiredSpecify who will review and approval of
work performedClarify roles of state staff and other
contractors
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Evaluation and Award Process
Identify evaluation criteriaSpecify weight or points for each one Describe the scoring processSpecify the minimum technical scoreExplain how bidders will be notified
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DO√ Ensure that RFPs contain enough detail to clearly define requirements.
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DO√ Describe requirements and timeline expectations in specific terms to provide the contractor with adequate information to develop a responsive bid.
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DO
√ Describe acceptable levels and measures of performance for products and/or deliverables.
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DO√ Assign people with enough technical expertise to the evaluation panel
√ Allow them enough time to really read and score all the proposals
√ Provide them training on how the process works and what the selection criteria mean
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Describe the performance and other relevant requirements of the procurement.
DON’TSpecify a “brand name” product instead of allowing “an equal” product to be offered, unless you’re talking about a state technical standard.
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Place unreasonable requirements on firms to qualify to do business.
Keep it
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Specify geographical preferences.
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Require unnecessary experience and excessive bonding
Include unlimited liability clauses
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Use noncompetitive pricing practices between firms or affiliated companies
Permit organizational conflicts of interest
Allow noncompetitive awards to consultants on retainer contracts
Take any arbitrary action in the procurement process
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PRICE TECHNICAL
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WHEW!Are we done yet?
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(But almost…)
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Handbook 901Chapter 6 –
Procurement
All the goodies – Contract components, terms and conditions, checklists – including FNS-required provisions
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States are required to provide an annual update on all approved multi-year PAPD/IAPD projects
Allows FNS to fulfill its oversight responsibility
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Keep a State’s PAPD/IAPD current by periodically updating FNS on project status:Progress, accomplishments, and issues Changes or adjustments in plans or
approachesChanges in budget or expenditures Changes to scheduleMechanism to request approval for
successive phases of project (if limited approvals were initially provided)
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A significant increase in total project costs FSP >$1m or 10% of the total project cost,
whichever is higher
A significant change/delay to major milestones in project schedule FSP >120 days
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