Acquisition Award Program Award Winners - 2011

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Mr. Cyrus Sanandaji

General Services Administration

GSA awarded a large complex FBI lease for 76,737 sq. ft. in Oakland in November 2010 which required occupancy in the new space by August 2011. GSA Leasing Specialist Cyrus Sanandaji developed an innovative departure from standard lease procurement schedules. All offerors (and FBI) were required to agree to a Design Intent Workshop to be held within days of lease award, and further had to agree to work in a concentrated effort to complete, review, and approve all documents needed to move permitting and construction efforts forward. Within two days of lease award, all team members assembled in Oakland to create, review, and approve all necessary design documents---an effort completed in four days. This is a significant achievement considering that typically this process takes up to six months; as a result, nearly half a year was eliminated from the standard procurement time with an impressive win-win for all parties. The implementation of design workshops into projects requires more than just boilerplate language. It requires a skilled project manager to coordinate with all of the necessary stakeholders to make sure the required decision makers are in the room. This requires agency buy in and cooperation from all involved, including the responsible GSA contacts, the appropriate agency decision makers, the lessor, and the architects.



Ms. Debra Streufert

Department of the Navy

Ms. Streufert, Lead Procurement Contracting Officer (PCO), was personally responsible for the contracting effort to award the Continuity of Services Contract (CoSC), thus ensuring a seamless transition from Naval/Marine Corps Intranet (NMCI) to Next Generation Enterprise Network (NGEN). Breaking new ground in government contracts, Ms. Streufert was able to negotiate a price for the acquisition of the infrastructure and intellectual property which was over 1 billion dollars less than that originally proposed by Hewlett Packard Enterprise Services (HPES) which set the stage for a successful follow-on competition with NGEN. Ms. Streufert's diligence and vision led to an aggressive plan to inventory and evaluate over 1.2 million individual assets of existing NMCI property in 12 months in support of negotiations. While leading the NMCI infrastructure inventory efforts, Ms. Streufert simultaneously conducted an evaluation of the NMCI intellectual property and negotiated a Government Purpose Rights License, including 100,000 hours of support at no additional cost to the Government. The signed contract represents a significant guarantee of the Navy-Marine Corps mission at a much reduced, "budget-friendly price" for the Department of the Navy (DON).


(Team Award)

Mission and Installation Contracting Command (MICC) Team

Department of the Army

The DoD has a backlog of over 800,000 contracts requiring closeout action. A concomitant challenge produced by this shortage is over-obligated contract funds remain unrecovered and therefore unavailable to address un-liquidated obligations and budget shortfalls. In addition, DoD contracting offices have been challenged by Defense Procurement and Acquisition Policy to double their business with the AbilityOne Program over a five year period, necessitating a fresh and open-minded approach to contracting that considers AbilityOne program solutions.  The challenge the Mission and Installation Contracting Command (MICC) Team accepted and addressed was developing and implementing a "win-win" DoD-wide solution for contract closeout support, utilizing AbilityOne capabilities and capacities.

Army leadership made the strategic decision to seek an AbilityOne solution for the pervasive need for contract closeout support services, and to provide that service for all DoD contracting offices via an Indefinite Delivery/Indefinite Quantity (IDIQ) contract.  Army tasked the Mission and Installation Contracting Command (MICC) to conduct the closeout service acquisition in order to execute that decision. The MICC team quickly formed and devised a strategy that relied on a "proof of concept" pilot approach with AbilityOne, while at the same time beginning work with AbilityOne on the long term IDIQ contract and Procurement List administrative set-aside  process, incorporating pilot lessons learned in real time. The MICC team instituted an alpha contracting process and worked closely with an AbilityOne team to define and execute the pilot, and concurrently, the IDIQ requirements and pricing structure. This hugely successful multi-functional team approach delivered a pilot contract 10 weeks after the Army strategic decision to proceed with an AbilityOne contract closeout solution and awarded the DoD-wide IDIQ contract with the Procurement List addition a short nine months after the start of the pilot. The MICC team made tremendous use of an alpha contracting process that is available for use by contracting officers, but infrequently used. MICC demonstrated the process can work to produce better requirements and solutions while at the same time speeding the time to contract.

The impact and benefit of this MICC AbilityOne contract closeout support contract is immense, given the pressures on the DoD contracting workforce, the significant budget pressures faced by DoD, and the persistent and significant 70% unemployment rate by persons with disabilities.

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