Loren Data's SAM Daily™

FBO DAILY ISSUE OF AUGUST 17, 2007 FBO #2090
MODIFICATION

R -- Process Mapping

Notice Date

8/15/2007
 

Notice Type

Modification
 

NAICS

541611 — Administrative Management and General Management Consulting Services
 

Contracting Office

U.S. Commission on Civil Rights, U.S. Commission on Civil Rights, U.S. Commission on Civil Rights, 624 Ninth Street, NW, Suite 550, Washington, DC, 20425, UNITED STATES
 

ZIP Code

20425
 

Solicitation Number

CCR-07-0002
 

Response Due

8/17/2007
 

Archive Date

9/28/2007
 

Point of Contact

Pamela Dunston, Agency Administrator, Phone 202-376-8105, Fax null, - TinaLouise Martin, Director, Office of Management, Phone 202-376-8364, Fax null,
 

E-Mail Address

pdunston@usccr.gov, tmartin@usccr.gov
 

Description

CCR-07-0002 Response 001 1. Have the members of the Process Improvement Team already been selected, and do they represent a cross-section of HQ and Region staff as well as both the SAC and Report Production processes? Yes, the members have been selected and they represent a cross-section of HQ and regional staff who participate in the report production processes. The team does not consist of SAC members who are unpaid volunteers. 2. Will the Process Improvement Team be dedicated to this effort full time? If not, what percentage of time would we expect them to dedicate to this effort? No, the members of the team will not work on this project full time. The members will dedicate their time as required to complete the work described in the solicitation. 3. Will the Process Improvement Team be able to travel to a regional office for a portion of this effort to work side-by-side with the contracting team? The Process Improvement Team includes representatives from each regional office. These representatives are permanently stationed out in the regional offices and will be available to the contactor. For the orientation and possibly an additional meeting these regional office representatives will be flown in to DC to participate in the orientation and possibly an additional meeting with the contractor and the other Process Improvement Team members. As stated all other meetings should be held according to the sow (see text extracted below). All other meetings and consultations between the expert and Commission leadership and staff should be conducted by telephone, email, and fax. Additional travel, however, may be considered and approved by the Commission. If additional travel is approved, the consultant will be reimbursed for actual out-of-pocket expenses, subject to limitations of federal laws and regulations, and Commission travel policy. 4. Could we get a copy of the questions and responses submitted to date? To date these are the only one set of questions received and responses provided. All questions and responses are shared with anyone we sent or requested the solicitation. 5. Could we be informed about other contractors that were sent this Letter of Solicitation? You will need to request the information thru our FOIA (Freedom of Information Act) officer. The letter should be addressed to: U.S. Commission on Civil Rights 624 9th Street, NW Attn: FOIA Officer Washington, DC 20425 6. What is the contract vehicle that you will be using for this effort, and what labor rate schedule will you be using for this effort? The contract will be a firm-fixed priced contract. As stated in the solicitation the cost of the services must include all cost. 7. Is there a funding ceiling for this effort? Additional clarification is needed from the vendor in order to respond to this question. CCR-07-0002 Response 002 8. Have the members of the Process Improvement Team already been selected, and do they represent a cross-section of HQ and Region staff as well as both the SAC and Report Production processes? Yes, the members have been selected and they represent a cross-section of HQ and regional staff who participate in the report production processes. The team does not consist of SAC members who are unpaid volunteers. 9. Will the Process Improvement Team be dedicated to this effort full time? If not, what percentage of time would we expect them to dedicate to this effort? No, the members of the team will not work on this project full time. The members will dedicate their time as required to complete the work described in the solicitation. 10. Will the Process Improvement Team be able to travel to a regional office for a portion of this effort to work side-by-side with the contracting team? The Process Improvement Team includes representatives from each regional office. These representatives are permanently stationed out in the regional offices and will be available to the contactor. For the orientation and possibly an additional meeting these regional office representatives will be flown in to DC to participate in the orientation and possibly an additional meeting with the contractor and the other Process Improvement Team members. As stated all other meetings should be held according to the sow (see text extracted below). All other meetings and consultations between the expert and Commission leadership and staff should be conducted by telephone, email, and fax. Additional travel, however, may be considered and approved by the Commission. If additional travel is approved, the consultant will be reimbursed for actual out-of-pocket expenses, subject to limitations of federal laws and regulations, and Commission travel policy. 11. Could we get a copy of the questions and responses submitted to date? To date these are the only one set of questions received and responses provided. All questions and responses are shared with anyone we sent or requested the solicitation. 12. Could we be informed about other contractors that were sent this Letter of Solicitation? You will need to request the information thru our FOIA (Freedom of Information Act) officer. The letter should be addressed to: U.S. Commission on Civil Rights 624 9th Street, NW Attn: FOIA Officer Washington, DC 20425 13. What is the contract vehicle that you will be using for this effort, and what labor rate schedule will you be using for this effort? The contract will be a firm-fixed priced contract. As stated in the solicitation the cost of the services must include all cost. 14. Is there a funding ceiling for this effort? Additional clarification is needed from the vendor in order to respond to this question. One question: The solicitation states a preference for professionals having Black Belt certification. Does the CCR recognize that registration as a Professional Engineer in industrial engineering greatly surpasses the knowledge test presented by Black Belt recognition? The consultant should be familiar with all improvement methodologies . . . not just Lean and Six Sigma. ANSWER: The solicitation does NOT require or prefer Black or Green Belt certification in Six Sigma or Lean Six Sigma by bidders. Bidders, should however, have experience and knowledge applying, analyzing, and evaluating process improvement methodologies in the pubic sector. ? Are any existing process maps complete or will this be done during the performance period. ANSWER: These will be completed during the performance period by the contractor with input and assistance from appropriate agency staff, as determined necessary by the contractor. The agency does not have process maps for its national office reporting production. It does have, however, written internal policies that identify the required ?high-level? milestones (e.g., approvals of various work plans and report drafts by the agency?s governing body, and other internal reviews needed to ensure report quality) involved in completing a national office report. Mapping should identify how these ?higher-level? milestones can be accomplished within a 12 to 18-month window, and assist the responsible office(s) in identifying and mapping the specific ?lower-level? or day-to-day project planning/management activities required to meet the ?higher-level? milestones. No process map exists for re-chartering state advisory committees (SAC). The agency has a written internal policy that establishes timelines for submitting SAC packages for review and approval. For example, agency policy requires that re-charter packages be approved within 60-days of the end of the last SAC charter. There is no policy (or process map) that provides step-by-step information on what actions must take place, and when they must be completed, in order to reach this 60-day requirement. ? Will the proper SME?s be available for approximately one week to complete current state process maps and aid in the future state process mapping. ANSWER: Yes, the needed subject matter experts (and others as necessary) will be made available as required by the contractor. Meetings (as described in the solicitation), conference calls, telephone calls, email, and use of facsimile should ensure that needed staff is available. Access to all relevant documents, policies, and guidance will be promptly provided. ? Does CCR plan on using any existing electronic payment methods for the Vendor/Consultant. ANSWER: The contractor must mail hardcopy of invoice to address provided. Payments will be disbursed electronically from Treasury. ? Might there be extensions to implement the future state process. ANSWER: We have no plans at this time for contracting of the implementation of the deliverable work process maps/plans. CCR-07-0002 Response 003 1. Although we fully appreciate the need for accomplishing the task in a timely fashion and are willing and capable to complete the task in the timeframe provided, please elaborate on how the timeline will work. a. How much latitude will there be with completing the project within 45 days of award given the reliance on schedules of Commission Leadership and Process Improvement Team? Agency leadership has made timely completion of this project by the contractor a Commission priority. This has been, and will continue to be, communicated to the appropriate staff. Should, however, delays resulting from the lack of availability and responsiveness of Commission staff make it impossible to complete this contract within 45 days after award, the Commission will be flexible in working with the contractor to establish a new timeline acceptable to both parties. Availability and responsiveness issues must be promptly reported by the contractor to the COTR (or designee). b. Will Commission Leadership and the Process Improvement Team be available immediately upon granting award for the orientation and training? Yes. Leadership and staff have been asked to reserve 3 alternate sets of days beginning in early September for this purpose. 2. Section A, 1st bullet: it indicates that expert will use Lean Six Sigma methodologies to ?optimize the Commission?s process flow (?creating and/or formalizing agency processes?)? ? what does Commission consider as formalizing? It should be noted that acceptable methodologies are NOT limited to Lean Six Sigma. "Formalizing" means analyzing and mapping effective and efficient informal practices. That is, step-by-step mapping of effective and efficient informal practices so that they can easily be incorporated into formal written agency policies and procedures. 3. Section A, 5th bullet: Approximately what percent of the time will the Process Improvement Team be available to respond to questions, be interviewed, collect or provide relevant data? There is no set percentage of time. However, agency leadership has made timely completion of this project by the contractor a Commission priority. This has been, and will continue to be, communicated to the appropriate staff. The contractor will be free to contact staff directly. In addition, the contractor, following orientation, should provide a work plan or other guidance to the COTR to help facilitate and ensure that staff is available when needed by the contractor. 4. Section A, 5th bullet: Please clarify your concept for collecting relevant data. Will the Process Improvement Team be available to collect the data based upon the operational definitions developed in conjunction with the expert, Commission, and Process Improvement Team? Currently, the agency tracks and reports performance data related to cost, timeliness, and staff time. Additional data collection needed to measure the current and future effectiveness and efficiency of the two functions undergoing process improvement should be identified by the contractor. Staff will be available to consult with and collect data. 5. Section A, 5th bullet: What data has been collected, if any, that is available for analysis of the processes? The Commission reports monthly on project costs, staff time usage, and project duration related to key program activities. It just recently began tracking SAC re-charter timeliness. a. Is historical data available for the processes that indicates how much time is required to perform the process and problem areas or is it anecdotal? Limited historically data is available. All national reports are required to be completed within the 12-18 month timeframe. However, there was no centralized data collection on actual timeliness until the last 2 years or so. Moreover, new report production requirements, staff departures, and the loss of institutional memory have recently made the 12 to 18-month timeframe more challenging to attain. Only anecdotal evidence is available on this particular issue. b. Do you have data that tells you currently what your baseline performance is, i.e., timeliness, cost, cycle time, for both processes? Performance measures for re-chartering of SACs were established in FY07 so there is no actual baseline performance data on timeliness. FY07 will be the baseline year. National report information includes costs, staff usage, and duration. 6. Approximately how many national office reports are produced per month? Per quarter? Report production is measured per fiscal year and, on average, there are between 4 and 6 reports completed per FY. However, reports do span across fiscal years (e.g., a report began in mid-FY06 can be completed in mid- to late FY07). Each report is required to have a project timeline that marked milestones, start date, end date, actual v. target completion dates, and total completion time. Until recently, the agency used MS Project for report management. 7. Under ?E. Travel? it indicates one staff consultation. Our assumption is that we would be working with the Commission Leadership and the Process Improvement Team to identify the steps of the processes, measurements, and the improvement areas during that staff consultation period ? is length of this period to be determined by contractor? Yes, the length of the consultation period is to be determined by contractor in consultation with the COTR. It is anticipated that the initial orientation and training will take place before the end of FY07 and should take between 1 1/2 to 2 days. The orientation and training will include headquarters and regional office staff, including agency leadership and the improvement team members. Consultation, separate from the orientation and training, may be an ongoing process that could include at least one meeting in D.C. but will rely primarily on virtual meetings (conference calls, etc.) with necessary agency staff. 8. How many days follow-up support and other support as defined by the Commission are anticipated? Between 20 and 40 hours of follow-up support related to drafting or revising new internal agency policies, as necessary, to support and/or implement the improvement plan developed by the contractor. 9. What type of Microsoft Office software is used by the Commission? a. For graphs and charts? Excel b. For process mapping? None currently, though MS Project 1997 was previously used. The agency plans to invest in new project management software. 10. The oral status report as required in Section F is by teleconference as it is not covered under travel, correct? Correct. 11Given the length of time it takes to complete a Re-Chartering or National Office Report Production process, how does the Commission anticipate evaluating results?Short-term or immediate factors will be used to evaluate potential effectiveness of contractor?s improvement plan. These include: Whether the specific steps in the re-chartering process, and related timeframes, are clearly identified in the improvement plan? Whether the specific steps in the national office report production process, and related timeframes, are clearly identified in the improvement plan? Whether the improvement plan supports achievement of agency strategic goals/objectives related to executing applicable procedural requirements, and meeting timeliness requirements established for SAC charters and national office report production? Whether the improvement plan is accessible, that is, is it written in plain language, incorporates performance measures, and identifies data needed by the agency to measure performance on an ongoing basis? Whether the improvement plan reflects a consideration of Commission staff input? Whether the improvement plan reflects a consideration of existing agency resources (i.e., is the improvement plan feasible and realistic based on agency staffing and funding)? 12. What are the success criteria that the Commission is going to use? Long term agency performance measures of SAC process improvement successful include: ? What percentage of SAC charters incorporated performance of the specific steps, within their established timeframes, as mapped in the improvement plan? Target Performance: 85% performance target for FY08; 100% performance target for FY09. ? What percentage of SACs were chartered within the established timeframe of 60-days following charter expiration? Target performance: 100% performance target for FY08. ? Was the average cost of SAC charters within the established range and/or average (i.e., baseline)? Long-term measures for national office report production process improvement success include: ? What percentage of national office reports were produced using the specific steps and timeframes as mapped in the improvement plan? Target performance: 90% performance target for FY08; 100% in FY09. ? What percentage of national office reports were completed within the established timeframe of no longer than 18-months following initiation? Target Performance: 100% performance target in FY08. ? What percentage of national office reports were completed within budget? Target performance: 90% in FY08. NOTE: THIS NOTICE WAS NOT POSTED TO FEDBIZOPPS ON THE DATE INDICATED IN THE NOTICE ITSELF (15-AUG-2007); HOWEVER, IT DID APPEAR IN THE FEDBIZOPPS FTP FEED ON THIS DATE. PLEASE CONTACT fbo.support@gsa.gov REGARDING THIS ISSUE.
 

Web Link

Link to FedBizOpps document.
(http://www.fbo.gov/spg/USCCR/USCCR/USCCR1/CCR-07-0002/listing.html)
 

Place of Performance

Address: 624 9TH STREET, NW WASHINGTON, DC 20425

Zip Code: 20425

Country: UNITED STATES
 

Record

SN01374366-F 20070817/070815230817 (fbodaily.com)
 

Source

FedBizOpps Link to This Notice
(may not be valid after Archive Date)

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