Office of Professional Services

& Human Capital Categories Overview for the

Coalition for Government Procurement

February 20, 2018

Tiffany T. Hixson

Assistant Commissioner www.gsa.gov/professionalservices

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Who We Are and What We Do

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● Established June 20, 2016

○ Staffed from existing FAS portfolios and FAS Region 10 through four reorganizations, the last implemented in February 2017

○ Organized by function, rather than by contract program

○ Integral to PSHC’s creation was ensuring efficiencies in FAS operations,

and well rounded opportunities for its contracting and program professionals

Who We Are and What We Do continued

● Provides professional services, human capital services, and charge card management programs and contracts for the government

○ Governmentwide contracts ■ Business volume ~$13 billion annually

● Professional Services Schedule ($10B, ~4,000 Contractors) ● OASIS ($3B, ~245 contractors) ● Human Capital Schedules ($2B, ~800 contractors) ● HCaTS (109 contractors)

○ Charge card services ■ 3.3 million card holders ■ $28.5 billion in annual spend

● Provides assisted acquisition services to both national and Region 10 federal agencies

● Serves as the governmentwide professional services category executive and management

team

● Serves as the executive agent and RC for FAS Region 10

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Where We Work

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FY 2018 Business Plan Highlights

Improve Contract Offerings

● Complete formal business plans for each contract

program (June 2018)

● SmartPay 3 transition

● Multiple Award Schedules

○ Implement offer streamlining

○ Implement OLM’s

○ Improve audit timeliness

○ PSS

■ Hire Program Manager

■ Implement IPS SIN

● Multiple Award Contracts

○ OASIS

■ Complete OASIS on-ramp for financial

services

■ On-ramping education and planning

completed

■ Ensure MOU obligation targets achieved

■ Hire Program Manager

○ HCaTS

■ Mature and drive usage

■ HCaTS SB Pool 1 on-ramp

■ Cost reimbursement contracting fully

implemented

Key Metrics

● Increase contract usage

● Achieve business volume targets

● SmartPay 3 transition

implementation (timeliness)

● PSS and HC Schedules improve

key PALT metrics

● Improve customer satisfaction

● Improve supplier satisfaction

● Increase usage of Acquisition

Gateway PS Hallway and eTools 6

Improve our Customer’s Experience

○ Strategy completed April 2018

Improve Supplier Relationship Management

○ Strategy completed June 2018

○ Symposium June 25-26, 2018

Governmentwide Professional Services CM

Leadership

● Digital tools implemented or matured: CALC,

SPBA, and DISCOVERY

● Enhance category hallway content, tools, and

resources

● Mature supplier relationship management

program

● Develop civilian SAW service capability

Professional Services - Business Volume

Contract 2013 2014 2015 2016 2017 Growth

PSS $9,587,536,899 $8,343,970,571 $10,701,363,969 $10,163,863,776 $10,335,216,476 $747,679,577

OASIS - $4,802,291 $617,674,647 $2,071,322,253 $3,043,562,400 $3,043,562,400

Total BV $9,587,536,899 $8,348,772,862 $11,319,038,616 $12,235,186,029 $13,378,778,876 $3,791,241,977

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Human Capital - Business Volume

Contract 2013 2014 2015 2016 2017 Growth

00CORP & PSS $416,990,697 $382,000,000 $424,000,000 $334,000,000 $293,000,000 -$123,990,697

Human Capital Schedules

(738X) $232,822,156 $264,000,000 $272,000,000 $288,000,000 $323,000,000 $90,177,844

Temp Services (736) $109,742,668 $104,000,000 $124,000,000 $127,000,000 $111,000,000 $1,257,332

HCaTS $0 $0 $0 $0 $15,715,713 $15,715,713

Total BV $759,555,521 $750,000,000 $820,000,000 $749,000,000 $742,715,713 -$16,839,808

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2018 Governmentwide Category Plan (Draft) Professional Services

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Professional Service Category Accomplishments

• Delivered Category Spotlights an educational series of webinars on topics such as

Organizational Conflict of Interest, Acquisition Review Boards, and Reverse

Industry Days

• Provided tools to the acquisition workforce in support of market research and better

contracting practices through the launch of Steps to Performance Based

Acquisition and CALC

• Developed approach to Supplier Relationship Management including segmentation

and interviews leading to a white paper with findings

• Designated OASIS, GSA SmartPay 2&3, and Identity Protection Services (BPA) as

Best-in-Class

• Created specialized best practices handbook for civilian contract audit services

• Proposed approach to capture administrative savings for services contracts,

bringing together analysis from government and private sector consultants

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Professional Services Category Initiatives

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Cross Cutting Goal Key Initiatives

1 Reduction of unmanaged spend and

increased use of BICs

● Increase use of OASIS, IPS, and SmartPay 3 BIC’s

● Increase use of the Professional Services Schedule

2 Reduction in the number of duplicate

contracts and/or more coordinated

communications and strategies through

focused vendor management efforts

● Implement PS SRM program

● Services spend analyses completed for top five PS spend

agencies

● Administrative savings methodology adopted for the

Professional Services Schedule

3 Implementation of demand management

strategies

● Steps to Performance Based Acquisition digital tool

development

● Sharing good practices

● Services acquisition workshops initiative for civilian agencies

4 Sharing of transactional data and

analysis to inform better buying

● Pricing data for services contracting shared through AG

● Complete value analysis of pricing data for BIC’s and Tier 2

SUM contracts

● Ingest SmartPay as an additional “total spend” data source

5 Maximizing small business participation

and meeting requirements to buy from

Ability One.

● “Did you know” educational campaign for small business

usage

Professional Services Category KPIs

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** SUM Tier 1 analysis completion could increase target

***Savings targets can be increased significantly with administrative saving methodology

****Decreased savings in FY18 is based on anticipated lower spend volumes tied to FY18 budgets