FEDERAL SUPPLY SCHEDULE 874
Management, Organizational and Business
Improvement Services (MOBIS)

SIN 874-6 Privatization Support Services and Documentation (A-76)

Under Special Item Number (SIN) 874-6, we can assist you with management analysis, position classification, HR benefits, work measurement, value engineering, industrial engineering, cost analysis, procurement, and the technology aspects of the activity under study. These outsourcing studies, and the resulting cost comparison, will determine whether it is more economical to award a contract to the most advantageous proposal or to perform the work in-house.

The company has performed research in the areas of A-76 and the FAIR Act and has evaluated current legislation such as the TRAC Bill and the 2002 Defense Authorization Act. Calyptus possesses specific capabilities in the evaluation of commercial activities performed by Federal Agencies; the development of A-76 cost analyses, the management of the FAIR ACT assessment process, and the planning of A-76 competitions.

A-76 Process Experience:

Calyptus has performed a number of projects relating to the evaluation of commercial activities using specific tools required by Circular A-76, the submission of data required by the FAIR Act, the use of cost development and analysis tools, and the management of A-97 public/private competitions. Calyptus uses a standardized process to assist in implementing the A-76 process, and the flow of activity and the steps of the process are depicted below:

Calyptus used this process in assisting the New York City Housing Authority (NYCHA) in performing assessments required by the Zero-Based Budgeting system. We also evaluated the use on effective A-76 processes by the Department of Defense (DOD) in the study performed in conjunction with the TRAC Act evaluation. DOD has performed 99% of the A-76 public/private competitions and has the most resident knowledge and experience on the subject. The civilian agencies and the Department of Defense agencies must use the best practices experienced by the DOD in complying with the FAIR Act and implementing the requirements of the OMB Bulletins. As a result of our review, we believe that the following 10-step process is a best practice that should be considered  for use in implementing A-76.

For The Federal Transit Administration, we assessed the independent estimates provided by engineers to perform work such as construction, transit, consulting, parts provisions, services, and A&E projects and compared these estimates against the contracted values. We developed a format for this analysis for the DOT/FTA that has fifty-five (55) components. We used our in-depth experience in cost and pricing data, as well as total costs, to complete this work.

Our team has worked together to assess and evaluate the procurement processes of over thirty rapid-transit organizations within the United States to outsource fixed-route transit services, information technology, professional staffing, paratransit activities, and maintenance. The following is a representative list of organizations:

Washington Metro Area Transit Authority

New York City Transit

Mass Bay Transit Authority

Pioneer Valley Transit Authority

Detroit Department of Transportation

City of Stamford

Los Angeles County Metro Transit Authority

San Francisco Transit

North County Transit District

Northern Indiana Transit District

Middletown Transit District

Southern Ohio Regional Transit Authority

Ohio, Kentucky, and Indiana Council of Governments

Transit Authority of Northern Kentucky

Greater Cleveland Regional Transit Authority

Jacksonville Transit Authority

Minnesota Department of Transit

Metro Council of Minneapolis

Los Angeles San Diego Commuter Railroad

Tri-Rail Authority of Fort Lauderdale/Miami

Indianapolis Public Transit Corporation

Lowell Regional Transit Authority

For Otis Elevator Company, we assisted the company in developing a methodology and process to evaluate the internal cost of manufacturing with the potential costs of outsourcing the work with outside contractors. These projects were multi-dimensional because they considered costs and other elements such as quality, lead-time, and delivery capabilities. Projects were completed in the United States, Europe, Asia, South America, Canada, and Mexico. We developed a proprietary model to provide the technology “engine” to assist staff in their comparative analysis.  

For United Technologies, we performed over 35 projects similar to the ones completed for Otis Elevator. These projects were more “corporate” in nature, in that they took into consideration the needs and interests of five business units and the overall desires of the company’s Board of Directors.

For the New York City Housing Authority, we developed methodology to perform cost based studies necessary to establish budgetary goals on a zero-based budgeting framework. To perform an analysis, staff must review their mission, objectives, and new and ongoing tasks and construct a budget that includes time studies, in-source versus outsource alternatives, and the cost/benefits of providing certain levels of service and turnaround. Training was provided to 1000 staff and   implementation activities are now underway.

Calyptus has also completed management analysis projects for the following organizations:

Qualcomm – Outsourcing Semiconductors

Raytheon – Outsourcing plant maintenance and MRO activity

Parametric Technology – Outsourcing Printing services

New England Medical Center – Outsourcing inventory management systems

Small Business Administration – Outsourcing DBE certification activities

U.S. Air Force – Outsourcing Training Centers

AGFA – Outsourcing printed circuit board assembly

All of these projects added value to the client’s assessment and all did not result in the eventual outsourcing of the product or service.

Performance Based Contracting Experience:

Our work in Performance-Based Contracting (PBC) has focused on the following objectives:

Developing and presenting a general understanding of the basic principles of PBC

Ensuring a team approach in accomplishing the PBC method

Building an understanding of work package components for contracts and task orders

Structuring the contract incentives

Evaluating proposals, award and administer contracts

Building an understanding of the basic tenets of the plan and goals

Administering the contract and detailing roles and responsibilities

Processing contractor evaluation data

Resolving Conflicts and managing disputes

Pricing assumptions include: travel and living, travel time, G&A markup on expenses will
be negotiated with the client. Costs include the cost of course materials. 

Hourly rates apply to the development of course materials.

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Calyptus Consulting Group, Inc., 76 Bedford Street, Suite 22, Lexington, MA 02420
Telephone: (781) 674-0041 Fax: (781) 674-0038
Email: info@calyptusgroupcom