RAPID RESPONSE PROGRAM
Presented by:
Dwayne Terry
Business Development
CONTENTS
Organizational Structure
Vision and Mission
Capabilities
Performance
Operations
GTL Duties
COR Duties
Logistics and Readiness Center
Fort Monmouth, New Jersey 07703-5000
Rapid Response Project Office
Fort Monmouth, New Jersey 07703-5000
ORGANIZATIONAL STRUCTURE
Communications-Electronics Life Cycle Management Command
Fort Monmouth, New Jersey 07703-5000
FUNCTIONAL OFFICE
STRUCTURE
R2 CONTRACT HISTORY
R2CSR awarded July 1998, three large business Prime Contractors,
expired July 2004.
CR2 awarded January 2003, five large and three small business
Primes, 1st year of the 2
ndOption Period, less than 38 months
Period of Performance remain assuming exercise of final option.
R2 Third Generation (R2-3G), Industry Day held April 25, 2007,
projected award timeframe Spring of FY08
.VISION AND MISSION
MISSION
Provide unique and flexible acquisition and technical expertise, capable of rapidly implementing quality solutions through a lean process, that satisfies
customer mission requirements across the entire spectrum of federal agencies.
VISION
Be the LEADER in acquisition, delivering customized best value contractual solutions to and for every platform and theater in the WORLD.
R2 DESCRIPTION
R2 is the proponent for and manager of a multiple award task order (MATO) contract.
The R2 MATO contract consists of eight Indefinite Delivery/Indefinite Quantity ID/IQ contracts.
The R2 contracts were awarded via full and open competition in January 2003, and have an 8-year period of performance, and an aggregate potential ceiling value of $23.2B.
The eight R2 contracts can be used by any federal agency to procure services.
MATO Contract ID/IQ Contracts $23.2B Ceiling Eight Contracts
FUNDAMENTAL SUCCESS
PRINCIPLES
Customer Centric
Entrepreneurial mindset – Exceptional Customer Service
Performance driven Innovative and flexible Automated
Reimbursable
R2 CAPABILITIES
Full Service Support – from preparation of requisite
contracting documentation to task order close-out
Multi-discipline support
(Engineering, Acquisition, Fiscal) Dedicated external support (i.e., Legal, Acquisition Center, DCMA) Proven streamlined processes
and procedures COR Support
Post Award Administration Monthly Program Reviews
Low Administrative Support Cost
R2 Project Office Provides:
Quality Support Low C osts 24/7 Access
R2 CAPABILITIES
(CONTINUED)
Broad Scope of Work
Eight Best in Class Contractors and over
400 subcontractors
Can accommodate FFP and/or T&M type
contracts
149 Labor Categories with Competitively
Pre-Negotiated Labor Rates
The R2 Contract Provides:
Scope BroadTHE R2 APPEAL
• R2 lets you say goodbye to:
'
Costly and long source selection process
'
Stressful negotiations
'
Long procurement lead time
'
Protests
R2 ADVANTAGES
Utilizes Performance Based Contracting
methodology; requirements express need and
“not how to”; reduces paperwork, and drives innovation
Streamlined processes allows for best value award
R2 accommodates flexible periods of performance; service and incidental hardware requirements, accomplished through T&M and or FFP
Streamlined Processes Reduce Paperwork Best Value Flexible
Established GFR Process
Provides Security (DD254) Support Services Provides SOFA/TESA Support Services
Real Time Access to Web-Enabled Database for Monitoring Task Order Status
Satisfied customers since 1998 Secur ity Suppo rt Servi ces Real Time Web-Enabled Database SOFA /TESA Supp ort Servi ces
R2 ADVANTAGES (CONT.)
Estab lishe d GFR Proc essR2 TASK AREAS
Bottom Line: If funded by Federal “dollars” virtually every type of technical and/or non-technical requirement can be put on contract to
include incidental production.
Broad Scope of
OVERVIEW OF R2 PROCESSES
Business Development Step 1.0 Acquisition Center Step 3.0 Pre-Award Step 2.0 Post Award Step 4.0 END R2 Project Office Level 0 7/11/2005CR2 CONTRACT STATS
● JANUARY 2003 TO PRESENT:
9 Task Orders placed: 1,403
9 T.O. ceiling amount:~$ 12.9B
9 T.O. funded amount:~$ 7.6B
9 18% of Command’s obligations in FY07
Army Task Orders: 693 Ft. Monmouth Task Orders: 360 Army OIF/OEF Task Orders $396M: 25 Ft. Monmouth OIF/OEF Task Orders $65M: 14
Task Orders awarded January 2003 to present:
DOCUMENT APPROVALS
INCUMBENT UPON GTL
• Determination & Findings (applies to most
non-Army customers)
• Service Contract Act Approval (applies to most
Army customers)
• Joint Contracting Command concurrence
(applies to tasks where the work is to be
performed in Iraq and/or Afghanistan)
• Business Case (applies when the proposed
period of performance exceeds 24 months)
• COR Certification On-line Course-CLC106
PRE-AWARD
PROCESS
THE 19-DAY
PRE-AWARD PROCESS
1 2 3 4 5 6 7
8 9 10 11 12
13 14 15 16 17 18
19
7 calendar days are allotted to the R2 office and the Acquisition Center to review documentation and award of task order.
7 calendar days are allotted to the R2 office and the Acquisition Center to review documentation and award of task order.
5 calendar days are allotted for the requiring activity to perform and submit a technical evaluation.
5 calendar days are allotted for the requiring activity to perform and submit a technical evaluation.
7 calendar days are allotted for the contractors to submit proposals.
7 calendar days are allotted for the contractors to submit proposals.
Upon solicitation:
GTL DUTIES – PRE-AWARD
GTL completes an on-line Registration form on the R2 web site and submits the form to R2. GTL prepares and submits appropriate documentation, which describes the proposed Task, to R2. R2 uses documenta-tion to solicit bids (TEPs) from R2 contractors.
GTL evaluates each TEP submitted by each contractor and recommends the proposal that best meets the evaluation criteria established by the GTL. GTL sends the evaluation to R2.
Phase 1 - Pre-Award Activities
Step 1: Registration Step 2: Documentation Step 3: Evaluation
PRACTICAL TIPS
• PWS
– Use Template
– Straight-forward, Clear and Concise
– Avoid: redundancy, “as directed”
– Focus more on what you want the Contractor to do versus what
the Government will do
– Requirements should be explicit enough to be priced
• DD254, If required, submit as early as possible
• IGCE, Use template
• Tech-Evaluation; make certain that it supports your best
value selection
• Observe cut-off dates for end of fiscal year task order
awards and modifications
• Respond to information requests and questions in a
timely fashion
POST-AWARD ADVANTAGE
R2 Provides life cycle customer oriented Task Order support that mimics pre-award 19 cycle for modifications.
Specialized and dedicated Post Award team.
GTL is central to the Task Order management.
GTL manages the technical performance; R2 provides program management of the T.O.
CR2 conducts monthly program reviews with contractors to review status of each Task Order.
GTL reviews Monthly Status Reports and Vouchers Electronically.
GTL can monitor T.O status via secure web-enabled database.
Life Cycle Task Order
GTL DUTIES - POST AWARD
GTL attends Kick-off Meeting within 30 days of award date. At this meeting the GTL and contractor discuss and resolve outstanding issues.
GTL monitors and assesses progress and determines if
changes to project scope or funding is required. If change is required, GTL also makes formal change request and awaits approval by KO.
When the Period of Performance has expired, GTL completes final pro-ject review, verifies that all contractual obligations have been met, and sends confirmation e-mail to R2. Step 4: Kick-off Meeting Step 5: Task Execution Step 6: Task Close-out
GTL LIMITATIONS
GTL is not empowered to award, agree to or sign
any contract modification or obligate payment of
money by the Government
GTL can not take any action which may affect
contract or task order schedules, funds or scope
The Contracting Officer must make all contractual
agreements, commitments or modifications, which
involve price, quantity, quality, delivery schedules or
other terms and conditions of the contract/task order
RAPID RESPONSE PROJECT
OFFICE COR’S
The R2 Office assigns a COR for each Prime Contract
In rare cases, the customer may request the Contracting
Officer to appoint an additional customer COR for a specific
task order
OCONUS
Other Issues
CORs must meet FAR and local policy requirements for
appointment
COR RESPONSIBILITIES
Monitor and verify contractor performance in accordance with the contract terms, conditions and specifications.
Perform, inspections as necessary in connection with the technical requirements, terms, conditions and specifications.
Provide acceptance for the Government of services performed under the contract, with verification by the GTL.
Submit monthly COR report to the Contracting Officer on basic contract.
Chair monthly Program Reviews.
COR RESPONSIBILITIES
(CONT’D)
Notify the contractor of deficiencies observed during surveillance and direct appropriate action to effect correction
Prepare Past Performance Reports
Sign Common Access Card (CAC) applications Review Monthly Vouchers
Review Monthly Status Reports Sign Letters of Accreditation (LOA)
SUMMARY
Full service support from knowledgeable Acquisition,
Engineering, Small Business, and Legal Subject Matter Experts Broad Statement of Work
Low Administrative Support Cost
Real time access to web-enabled database for monitoring Task Order status; document repository
Firm Fixed Price and Time & Material Task Orders Proven successful track record since 1998
