Frequently Asked Questions
Small business goals?
Impact of transition on the existing workforce?
Do we still need to perform cost comparisons?
Are there Market research requirements?
Tailor the Statement of Work to meet our goals?
How do we ensure that qualified contractors are performing the work?
What are AbilityOne's responsibilities?
Subcontracting our more technical work?
Will administrative burden increase time that we have to deal with Ability One?
What about modifying our requirements?
Can we execute an AbilityOne order in relative short timeframe?
For more guidance, go to...
DOES ABILITYONE CONTRACTING COUNT TOWARDS MY SMALL BUSINESS GOALS?
"The Small Business Administration requires Federal Agencies to meet specific goals as a percent of acquisition dollars awarded to small business, small disadvantaged business, and other socio-economic programs. The dollars spent on AbilityOne contracts are subtracted from the acquisition base against which agencies' small business goals are applied. This is because agencies have no discretion in where to place AbilityOne awards as they are a directed source. AbilityOne contract actions should be reported to the Federal Procurement Data Center but are excluded from the goaling base."
HOW CAN WE MINIMIZE THE IMPACT OF TRANSITION ON THE EXISTING WORKFORCE?
Transition is substantially improved when a portion of the requirements, originally intended as part of a larger study, are given over to AbilityOne incrementally. First, a smaller portion of the requirement will be in transition thereby allowing a more focused team approach by the Government and the contractor. Second, personnel disruptions are minimized, because positions may be available in other organizations that are not subject to a cost comparison or the cost comparison scheduled for the out-years. Spreading out conversions will enhance each agency's ability to minimize adverse personnel actions. Also, change can be initiated at that point in time when the MEO is prepared to transition the requirement or part of the requirement to AbilityOne. In this case, the MEO would retain a portion of the jobs while AbilityOne increases its on-site presence over time. If desired, the MEO can retain certain mission critical jobs. The scope of the contract can be adjusted up or down as resources or other circumstances dictate. This process will substantially lessen personnel turbulence.
DO WE STILL NEED TO CONDUCT FORMAL COST COMPARISONS?
The AbilityOne requirements definition process will meet mission needs better than conducting a formal cost comparison. When dealing with AbilityOne, the issues associated with "arms-length" negotiations do not exist. As a result, cross-functional teams can be formed for the life of the contract. This will enhance achievement of organizational goals, help manage change, and simplify the process of seeking out and adopting best practices to improve individual and organizational performance.
WHAT ABOUT MARKET RESEARCH REQUIREMENTS?
Instead of accomplishing market research from either a government or contractor perspective, the team could determine the best approach to market research. This will ensure that performance requirements mirror commercial standards, while considering unique mission needs. While AbilityOne contracts are governed by FAR Part 8, we will work with our customers to award contracts in the spirit of commercial acquisitions IAW FAR Part 12. And a by-product of market research will be requirement-specific cost estimates gleaned from this market-based approach.
IS IT POSSIBLE TO TAILOR THE PERFORMANCE-BASED STATEMENT OF WORK TO MATCH OUR GOALS?
Because the issue of arms-lengths negotiations does not exist, working with AbilityOne presents a unique opportunity to develop the PWS to include commercial standards, unique mission needs, identification of cost drivers, and most importantly, agency priorities. Instead of having a PWS developed by the Government and then distributed to industry for comments and subsequently to propose, a joint PWS can be developed. The AbilityOne nonprofit agency and AbilityOne will be part of the team to make sure the PWS concentrates on each agency's mission outcomes.
HOW CAN WE BE CERTAIN THAT TRULY QUALIFIED SERVICE PROVIDERS HAVE BEEN LOCATED?
Before finalizing any arrangements, the AbilityOne region and the Committee for Purchase from People Who Are Blind or Severely Disabled will conduct an extensive review of nonprofit agencies to make sure they meet all the necessary qualifications. Prior to contract start, AbilityOne conducts a readiness review to make sure the Nonprofit Agency (NPA) is prepared to perform the mission to the quality standards stated in the contract and at a fair market price (as approved by the Committee). During this process each agency will have input on the final selection of the team partner.
WHAT ARE ABILITYONE'S RESPONSIBILITIES ONCE THE NPA STARTS WORK?
While no one can guarantee success, AbilityOne offers a long-term relationship for quality services. Throughout the contract, AbilityOne will provide consulting services such as business management, contract administration, quality control, time measure management, engineering, costing and pricing, training, and in some cases start-up capital. Point being: AbilityOne and the NPA will be each agency's performance partners for the life of the contract. Our goal is complete mission success.
WHAT ABOUT SUBCONTRACTING SOME OF OUR MORE TECHNICAL WORK?
As in the commercial world, subcontracting is an important tool. For technology-based requirements and other requirements outside the capability of the NPA, subcontracts may be awarded to firms possessing the needed expertise. For example, an agency could easily outsource an engineering, civil engineering, or public works requirement by subcontracting the design section, phasing in the severely disabled workforce to accomplish most of the crafts. And non-disabled personnel could handle the most specialized crafts, or those requiring "masters-type" licenses, special certifications, and/or extensive experience. Another example: for high technology requirements, the NPA could provide labor to accomplish functions like scanning, filing, etc while a for-profit firm can provide the technical expertise and capital required for equipment and facilities. And of course the contracting agency will have input into the subcontract decision. Essentially, this is the same process as the one used in the for-profit world.
WILL OUR ADMINISTRATIVE BURDEN INCREASE DEALING WITH ABILITYONE?
Administrative time will be significantly decreased. Contrary to commercial practice, the Government is often forced to re-compete just about the time the contractor is providing an acceptable level of service at a fair price. In the AbilityOne environment, as long as the NPA is providing quality service at a fair market price and delivering service on time, the AbilityOne relationship simply renews itself. No longer will agencies be required to conduct a competition, transition a contractor, and then repeat the entire process at the peak of contracting efficiency. By taking advantage of the AbilityOne procurement opportunities, the program rules are there to be leveraged, substantially reducing administrative time.
WHAT ABOUT MODIFYING, OR RIGHT-SIZING OUR REQUIREMENTS?
One contract for consolidated requirements will result in better performance and greater flexibility to meet mission needs. This can occur in two ways. First, an existing contract can be modified to add services for similar requirements. For example, a current fleet maintenance contract could be expanded to include fleet management. Another example: When a current AbilityOne Base Operating Support (BOS) contract exists, additional requirements can be added without the burden of meeting competition statutes. This approach could be extremely beneficial, because it would allow an agency to plan a long-range strategy to create a BOS concept. The result is fewer contracts to administer, the retention of mission critical jobs in-house, allowances for increases or decreases to the scope of work, the uninterrupted and timely receipt of quality services, pay for services established at fair market price, and substantial savings by avoiding A-76 costs and the allocation of excessive administrative time.
IS IT POSSIBLE TO EXECUTE AN ABILITYONE CONTRACT IN RELATIVELY SHORT ORDER?
Contracts can be executed significantly faster. While OMB Circular A-76 allows 12 months for a cost comparison to be completed, partnering with AbilityOne will allow you to beat OMB time requirements. In fact, AbilityOne may be the only service provider to give you that guarantee. Cost savings can be realized earlier.
For more information about the SBA's Goaling Guidelines, visit:
http://www.sba.gov/GC/goals
In accordance with the FAR, the Contracting Officer is responsible for effective contracting, contract compliance and safeguarding the interests of the United States. Contracting Officers are allowed wide latitude to exercise business judgment.
The AbilityOne Program is just one of many factors the Contracting Officer must consider in establishing an acquisition strategy. AbilityOne, in support of the Contracting Officer and Federal Government customers, works to simplify the acquisition process and to provide best value solutions.
For consideration, AbilityOne offers a "no-cost, no-obligation" proposal when asked. For the Contracting Officer, it is easy to find out whether the AbilityOne Program is the most appropriate acquisition method - ask AbilityOne for a proposal and evaluate alternatives with the facts available.
The AbilityOne Program only works when someone in the Federal Government cares. Currently, one-half of one percent (0.5%) of Federal contract dollars are awarded under the AbilityOne Program. The largest single provider of jobs for people with severe disabilities in the United States, the AbilityOne Program employs approximately 45,000 people. There are 10 million people with a disability eligible for the AbilityOne Program.
Think AbilityOne first!
For more guidance, check out The AbilityOne Handbook available at:
http://www.jwod.gov/jwod/library/publications.html
For more information:
FAR Subpart 8.7
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