& Human Capital Categories Overview for the Coalition for - - PowerPoint PPT Presentation

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

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Where We Work

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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

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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

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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

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Professional Services Category Initiatives

11 Cross Cutting Goal Key Initiatives

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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

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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

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Implementation of demand management strategies

• Steps to Performance Based Acquisition digital tool

development

• Sharing good practices
• Services acquisition workshops initiative for civilian agencies

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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

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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