Beyond FTS2000: A Program for Change Appendix A -- FTS2000 Case Study (1989) / Chapter Skim
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7 Evaluation and Award
7 Evaluation and Award
Pages 52-65
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From page 52... ...
The main components consist of: · the source selection authority; · the advisory committee; and · the source selection evaluation board. The source selection authority is required by government procurement regulations, and is the single official of the government who makes the award decision.
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From page 53... ...
SOURCE SELECTION AUTHORITY Administrator of GSA ADVISORY COMMITTEE | Telecommunications Interagency Management Council ' Legal Counsel | Contracting Officer | SOURCE SELECTION EVALUATION BOARD ADVISORS E.G., CPA Firm Interagency Task Force I 1 · I TECHNICAL CHAIRPERSON Sherman Naidor! i_ CHAIRPERSON Bruce Brignull9 GSA TRANSITION MANAGEIV ENT AND CHAIRPERSON BUSINESS CHAIRPERSON Dave Cleveland Martin Wagner COST CHAIRPERSON James Owens FIGURE 7-1 FTS2000 Source Selection Organization.
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From page 54... ...
The major responsibilities of the source selection evaluation board was to actually evaluate the proposals and produce the evaluation reports, with recommendations for the awards of the two contracts. Proposals were to be submitted in four separate volumes: a technical proposal, containing the executive summary, a checklist showing adherence to the mandatory and optional requirements, a cross-referenced chart showing compliance to evaluation criteria, analysis of the service requirements, and the detailed technical approach; a management proposal, with the management response to the REP, showing the ongoing management plan for network operations, the transition and implementation descriptions, the approach that was being taken to meeting NSEP requirements, and corporate qualifications; a business proposal, with the government-required declaration forms, representations and certifications, qualification and financial information, and the vendor's annual report; and the cost proposal, containing all of the elemental cost data that was to be delivered as a computer model.
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From page 55... ...
-Also during this task, to develop- raw scores', and apply~weights, hence completing'a first~round ranking; - establishment of the competitive range to determine if it was reasonable that all proposals tee' considered. This would be done by the contracting officer and the advisory committee; · notification to the vendors and preparation for the site visits for operational and capability demonstrations and to validate claims in the proposals and complete a second round of scoring; · carry out negotiations with each vendor and develop any necessary amendments to clarify items; '' · develop the request for best and final offers, obtain submission of best and final offers; and perform final evaluation, develop the source evaluation board reports, brief the source selecting official, select the winners, and award the contracts.
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From page 56... ...
The cost evaluation was based on total cost to the government of FTS, FTS2000, and temporary interconnections -- more cost meant less points. The cost panel verified offerors' calculations and submission, but more than that, most of the effort went to ensure common understanding, common definition of items, and hence common costs.
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From page 57... ...
MITRE secure document custodians kept all of the registered documents, inventories were kept and checked regularly, and safe files were used for after-hours use. Reproductions could only be made if approved by the contracting officer or chairman of the evaluation board and if carried out under security's supervision.
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From page 58... ...
CHANGING TEAMS Everyone in the organization established inside the bubble was new to the project. The only person left in the project who had any length of experience of FTS2000 was Kowalczyk, who became the primary person interfacing with the bubble on behalf of the GSA administrator.
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From page 59... ...
The official team schedule, covered in shifts, was a 14-hour day, 7 days a week. Hotel rooms were available in the vicinity of the evaluation facilities for people who could not make it home~at key points, and in fact the chairman of the evaluation board lived in a hotel next to the site for a significant portion of the time.
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From page 60... ...
The technical evaluation proved a smoother process than the cost evaluation and the schedule was adhered to although it took very long work hours. The cost evaluation was more problematic than the technical evaluation as dilemmas were created by bids being different in their interpretation of cost elements.
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From page 61... ...
Consequently, GSA had conjectured a dedicated private line architecture with BOC switching, and perhaps MCI handling off-net traffic at the head of the network. US Sprint, with a new national fiber network which was software controlled, like AT&T, was in a position to offer a software-defined virtual network.
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From page 62... ...
~ Hundreds of questions were generated by the team throughout the evaluation process. As soon as they were generated they were sent out to the vendors to keep the process moving.
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From page 63... ...
They proceeded smoothly, even in sessions with as many as'60 pe-ople in a room~and lasting several days. As the negotiations drew to a close, final amendments were drawn and the call was made to the vendors for best and final offers that would be finally evaluated for award.
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From page 64... ...
For the telecommunications industry: FTS2000 has demonstrated that customers can obtain lower service prices outside of standard tariff offerings by use of market power and competition, instead of the traditional approach of engineering a private system. FTS2000 has demonstrated the existence of a viable, competitive, common-carrier industry at large demand levels.
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From page 65... ...
Both of these bode a new era of intragovernment communication. For the taxpayer, FTS2000 means annual savings well in excess of $150 million, enough to support a major government program to address education needs, skills upgrading, or hopelessness.
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