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 1
Who We Are and What We Do ● 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 2
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 our Customer’s Experience Improve Contract Offerings ○ Strategy completed April 2018 ● Complete formal business plans for each contract program (June 2018) Improve Supplier Relationship Management ○ Strategy completed June 2018 ● SmartPay 3 transition ○ Symposium June 25-26, 2018 ● Multiple Award Schedules Governmentwide Professional Services CM ○ Implement offer streamlining Leadership ○ Implement OLM’s ● Digital tools implemented or matured: CALC, ○ Improve audit timeliness SPBA, and DISCOVERY ○ ● PSS Enhance category hallway content, tools, and ■ Hire Program Manager resources ■ Implement IPS SIN ● Mature supplier relationship management program ● ● Multiple Award Contracts Develop civilian SAW service capability ○ OASIS ■ Complete OASIS on-ramp for financial services Key Metrics ■ On-ramping education and planning ● Increase contract usage completed ● Achieve business volume targets ■ Ensure MOU obligation targets achieved ● SmartPay 3 transition ■ Hire Program Manager implementation (timeliness) ○ HCaTS ● PSS and HC Schedules improve ■ Mature and drive usage key PALT metrics ■ HCaTS SB Pool 1 on-ramp ● Improve customer satisfaction ■ Cost reimbursement contracting fully ● Improve supplier satisfaction implemented ● Increase usage of Acquisition Gateway PS Hallway and eTools 6
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 7
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 9
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 Cross Cutting Goal Key Initiatives ● Increase use of OASIS, IPS, and SmartPay 3 BIC’s 1 Reduction of unmanaged spend and ● increased use of BICs Increase use of the Professional Services Schedule ● Reduction in the number of duplicate Implement PS SRM program 2 ● contracts and/or more coordinated Services spend analyses completed for top five PS spend communications and strategies through agencies ● focused vendor management efforts Administrative savings methodology adopted for the Professional Services Schedule ● 3 Implementation of demand management Steps to Performance Based Acquisition digital tool strategies development ● Sharing good practices ● Services acquisition workshops initiative for civilian agencies ● 4 Sharing of transactional data and Pricing data for services contracting shared through AG ● Complete value analysis of pricing data for BIC’s and Tier 2 analysis to inform better buying SUM contracts ● Ingest SmartPay as an additional “total spend” data source ● “Did you know” educational campaign for small business 5 Maximizing small business participation and meeting requirements to buy from usage Ability One. 11
Professional Services Category KPIs ** 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 12
Recommend
More recommend
