ADMINISTRATIVE CONTRACT SERVICE CENTER; 401 M STREET, SW; 3803R; WASHINGTON, DC 20460

B -- ORIA ORGANIZAITONAL IMPROVEMENT SOL CCE051 DUE 092397 POC MEKEBA BROWN, CONTRACT SPECIALISTS, 202-564-4784 ORIA Organizational Improvement Background In October 1995, ORIA completed a reorganization of its technical staff and much time and effort was spent on business process reengineering and cultural change. At that time the organization went from 4 Divisions and 10 Branches to 2 Divisions and 10 Centers. Secretaries, clerk-typists, administrative staff, and contract employees were re-assigned to the Centers or Division Director immediate offices. The business process engineering and cultural change initiatives started in 1995 were directed toward the professional/technical staff and did not address the re-organization of administrative and clerical functions. Our experiences since the re-organization coupled with Government reforms and changes in the workplace necessitate the need to maximize the efficiency of all staff including support staff. The role and duties of secretaries have changed and the way Government conducts business has also changed. New technologies, a new team-based environment, expanded regional participation, increased exposure to public demands, and the need to make informed decisions place unaccustomed responsibilities on support staff. The organization must address information technology, financial management, human resources, and performance measurement systems. Unless these changes are addressed and adequate training provided, the clerical staff and the entire organization does not live up to its potential, and the result is lowered productivity and difficulty moving forward with the goals of government streamlining. To improve efficiency and effectiveness of operations it is apparent that the organization must examine how to best integrate the clerical staff and the technical staff for day-to-day activities and to meet our strategic goals. Clerical staff are comprised of Federal Government employees and contract support provided through an agreement with the American Association of Retired Persons. The Office needs professional assistance which can focus upon further identification and refinement of the problem, development of an effective program of training and modification of business practices, and an evaluation framework for insuring that the improvement program can continue. The expected outcomes are a partnership between technical and support staff; revised business practices based upon the needs of the organization; standard operating procedures and shared tools to implement core business activities; roles and responsibility statement for clerical staff; inventory of skills and a training plan to address skill deficiencies/requirements; identify and incorporate the skills of contract personnel to the best possible advantage.STATEMENT OF WORK ORIA ORGANIZATIONAL IMPROVEMENT Task 1 Problem Identification and Refinement The consultant shall initiate a procedure whereby major problems are identified. This shall include structured meetings and interviews which solicit information from the clerical/administrative staff, ORIA managers, and the professional/technical staff. The focus will be upon the expectations regarding current clerical and administrative procedures and proposed changes which would better streamline the organization. As part of the response to this solicitation, the contractor shall provide a summary or outline of an action plan which provides the basis for Tasks 2-4. Task 2 Improved Business Practices Based upon the problem identification, the contractor shall implement a training program to address the problems. The contractor shall deliver at least three two-day programs for up to eight participants to effectively utilize and standardize ORIA information management practices through the following as well as any other problems identified in Task 1. As part of this program, the contractor shall address correspondence, a Division-based filing system, the ORIA Local Area Network (LAN), and word processing and spreadsheet and graphics software. Task 3 Effective Communications Skills Based upon the personal interviews conducted in Task 1 and identification of problems, the contractor shall develop and deliver training oriented toward enhancing communication skills of the clerical staff. The contractor shall deliver at least three two-day programs for up to eight participants to enable participants to have effective communications skills and a productive attitude regarding their career within ORIA. As part of the response, the contractor should provide a list of areas that are proposed to be addressed in this area. Task 4 Evaluation Framework In order to ensure that the performance improvement program developed by this contract can be maintained by ORIA in future years and following staff changes, a formal implementation plan and periodic evaluation structure needs to be established. As part of the response, the contractor should include a brief outline of the implementation plan and evaluation structure that will be needed. Technical Criteria ORIA Organizational Improvement The criteria identified below will be used to evaluate the offeror's proposals. The Maximum total score will be 100 points. The maximum score for each individual criterion is shown in parentheses. 1. RELEVANT EXPERIENCE: Relevant Experience (20) The offeror will be evaluated on the extent of their demonstrated relevant experience in fulfilling contracts of similar scope and complexity. Offerors will be evaluated according to their capability and experience as indicated by their complete and current projects related to : (1) work in the field; (2) specifically, work in the area of improving business practices and performance and productivity with secretial and administrative staff; and (3) knowledge of radiation issues and federal government administrative systems. Management experience (5) Demonstrated corporate experience in managing contracts of similar size and type. 2. PERSONNEL: Key Personnel (15) Evaluation of key personnel including project manager will be based on demonstrated experience, education and expertise in disciplines that will or may be directly applicable to the effort described in the Statement of Work (SOW). 3. MANAGEMENT PLAN: The offeror will be evaluated on the extent to which their proposed organizational mechanisms can successfully fulfill the requirements of the contract. Cost/Performance Monitoring (5) Demonstrated adequacy of the system proposed to track and monitor costs and performance in order to insure performance within budgetary constraints and scheduled deadlines. Organization and Management Plan (5) An overall organizational structure which clearly delineates responsibilities, lines of authority and span of control of contractor personnel in performance of the effort described in the SOW. Meetings (15) Demonstrated appropriateness of the plan proposed to provide presentations and training sessions in accordance with the SOW. Communication Mechanism (5) Appropriateness of the communications mechanism proposed to ensure effective coordination and timely management of activities to be conducted under the contract, including a discussion of how communications will be instituted and maintained to ensure effective interaction with EPA staff, Project Officer, and Work Assignment Manager. 4. RESPONSE TO THE SOW Proposed work plan (30) Completeness and appropriateness of the response to the statement of work. Ability to relate to both management and secretarial concerns and needs as evidenced by problem identification and training plans. THE ABOVE DESCRIPTION INCLUDES ALL INFORMATION AVAILABLE FOR THIS SOLICITATION. INTERESTED PARTIES SHOULD PREPARE THEIR PROPOSALS BASED ON THE SCOPE OF WORK AND TECHNICAL EVALUATION CRITERIA (TEC) LISTED AVOVE. PROPOSALS WILL BE EVALUATED FOR BOTH PRICE AND RESPONSES TO THE TEC. ANY AWARD RESULTING FROM THIS SOLICITATION WILL BE MADE USING THE SIMPLIFIED ACQUISITION PROCEDURES IN FAR PART 13, AS A FIRM FIXED PRICE ORDER AND IS RESERVED FOR SMALL BUSINESS CONCERNS (SIC CODE 8741). (SEE FAR PART 19 FOR SMALL BUSINESS CLASSIFICATIONS.) ANY QUESTIONS CONCERNING ANY PART OF THIS ANNOUNCEMENT, SHOULD BE FAXED OR E-MAILED TO THE ATTENTION OF MEKEBA BROWN AT (FAX) 202-565-2554 OR E-MAIL EXTENSION TO THE DEADLINE OF THIS ANNOUNCEMENT. SUBMISSION OF PROPOSALS SHOULD BE MADE USING ONE OF THE FOLLOWING: E-MAIL TO: BROWN.MEKEBA@EPAMAIL.EPA.GOV OR FAX TO: MEKEBA BROWN AT 202-565-2554 OR MAIL TO: U.S. EPA; 401 M STREET SW; BID AND PROPOSAL ROOM 3803R; ATTN: MEKEBA BROWN (71279); WASHINGTON, DC 20460 HAND DELIVERED PROPOSALS TO: U.S. EPA; RONALD REAGAN BUILDING; OFFICE OF ACQUISITION MANAGEMENT; BID AND PROPOSAL ROOM; 6TH FLOOR/ROOM 61107; 1300 PENNSYLVANIA AVE, NW; ATTN: MEKEBA BROWN; WASHINGTON DC 20004. ALL PROPOSALS ARE DUE BY 3:00PM ON SEPTEMBER 23, 1997 EASTERN TIME. (0251)

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