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RFP BLR-170003
Procurement Process Consulting Services
Response to Request for Proposal
Closing Date: August 18, 2017, 4:30 P.M. CDT
Electronic Copy Submitted By: Ikaso Consulting, LLC 1001 Bayhill Drive, Suite 200 San Bruno, California 94066
Point of Contact: Ms. Reiko Osaki, President & CEO Ikaso Consulting, LLC Phone: 415-734-6858 (m)
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Ourproposalisorganizedasfollows:
ExecutiveSummary 3
AcknowledgementofNumberedParagraphs 7
ResponsestoRFPSection5 8
Responseto5.0 8
Responseto5.1 8
Responseto5.2 10
Responseto5.3 11
Responseto5.4 11
Responseto5.5 16
Responseto5.5.1 58
Responseto5.6 58
OfficialPriceProposalSheet Seeseparatesealedenvelope
Appendix 60
SignedandCompletedRFPpages1and2
EqualEmploymentOpportunityPolicy
IllegalImmigrantCertification
CompletedFormEO‐98‐04
Q&ASet1–Signed
Q&ASet2–Signed
Q&ASet3–Signed
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ExecutiveSummaryThankyoufortheopportunitytosubmitthisproposaldescribingIkasoConsulting,LLC’s(“Ikaso”)capabilitiesandservices.Ikasohasdoneonethingsinceitsfoundingin2008:advisestategovernmentsonprocurement.ThissingularfocusuniquelypositionsIkasotoprovideadepthofexpertisewithtotalobjectivity.Webelieveourteam’sextensiveexperiencein18statesprovidesthedirect,relevantexperiencerequestedbytheBureauofLegislativeResearch(“BLR”)andtheReviewSubcommitteeoftheArkansasLegislativeCouncil(the“Subcommittee”)asoutlinedinRFPNumberBLR‐170003.
Ikaso’sExperience
Ikasoisthenation’sleadingstategovernmentprocurementconsultant.WeareuniquelypositionedtosuccessfullydelivertheservicesrequestedinthisRFPbecauseofourcombinedexpertisewithstateprocurementlaw,procurementprocessexecution,andprocurementorganizationandoperations.Asdetailedinourexampleprojectsinsection5.5below,IkasohashadmultipleengagementswithseveralstatesdeliveringworkthatmirrorswhatthisRFPsolicits,includingcollaboratingtoreviseprocurementlaws,regulations,procedures,andprograms.Wehaveseenwhatlaws,regulations,procedures,andoperationalstructuresworkwell,andwehaveseenhowsomedecisionsbegetunintendedconsequences.
Withrespecttoprocurementexecution,wehavehelpedmanystatesdraft,execute,andnegotiateRFPsandcontractsforhighprofileandhighdollarvalueprograms.ThisexecutionworkincludestheStateofArkansas(“State”)wherewehavefacilitatedtheRFPdevelopment,execution,andcontractnegotiationforDentalManagedCareaswellasIndependentAssessmentsforwaiverpopulationsincollaborationwiththeOfficeofStateProcurement(“OSP”)andtheDepartmentofHumanServices(“DHS”).OurexperienceinArkansascoupledwithourexperienceinotherstatesprovidesauniqueperspectivetoaddresstheBLRscopeofwork.
Ikaso’sApproach
Ikasoproposesaprojectteamcomprisedofprofessionalsofdiversebackgroundwhohavemadeittheircareertoimprovestateprocurement.Theproposedteam,whichincludesIkaso’sPresidentandfounderReikoOsaki,willbringdecadesofcollectivestateprocurementexperiencetothetabletoservetheBLRandSubcommitteeandsupporttheachievementofitsgoals.Overthecourseofsimilarengagements,IkasohasdevelopedandrefinedaMethodologydirectlyapplicabletothisproject.Thisbelowten‐stepmethodology(withan11th“step”offollow‐onsupport)maximallyleveragesourexpertisetoaccomplishtheSubcommittee’sobjectiveswhileefficientlyutilizingStateresources.
Step1:IdentifytheProjectContextthroughKeyStakeholderInterviewsAsuccessfulprojectrequiresacompleteunderstandingofthecontextandobjectives.Ikaso’sfirststeponthisengagementwillbetointerviewkeyStakeholdersontheSubcommitteeandBLR.
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Step2:IdentifyandConfirmtheFullScopeofWrittenMaterialsforReviewAcriticalcomponentofthisengagementwillbethereviewofallavailablewrittenguidanceanddataregardingtheState’sprocurementprogram.Ikaso’ssecondstepwillbetoworkwiththeSubcommitteetodefinetheuniverseofmaterialsforreview.
Step3:CollaboratewiththeSubcommitteetoDeveloptheProjectFrameworkInthethird,andmostcriticalstep,oftheproposedMethodology,IkasowillworkdirectlywiththeSubcommitteetodevelopaProjectFramework.ThisFrameworkwillmemorializethespecificgoalsoftheSubcommittee–examplegoalsfromourpastworkinclude“EnsureProcessTransparency”or“MaximizeSavingsCreation”.ThisFrameworkwillprovidealensforreviewandinterviewwork,astructureforourrecommendations,andguidingprinciplesfortheSubcommitteeandBLRtomeasureitsfuturesuccess.
Step4:ReviewofWrittenMaterialstoIdentifyDeficienciesandImprovementAreasWiththecomprehensiveinventoryestablishedinStep2andtheFrameworkdevelopedinStep3,Ikasowillthenundertakeathoroughandstructuredreviewofallwrittenmaterialsanddata.ThisreviewwillgiveusacompletepictureofwhattheStaterequires,whichwecancontextualizewithourexperienceinotherstates.Thatsaid,thereviewofwrittenmaterialswillrevealhowArkansasintendsitsprocurementprocesstofunction.AdditionalworkisrequiredtodeterminehowprocurementactuallyfunctionsintheState.
Step5:CollaboratewiththeSubcommitteetoIdentifyaCross‐SectionofProcurementStaffandCustomersforStructuredInterviews
IneverystatewhereIkasohasworked,wehavenoteddisconnectsbetweenwhatwrittenguidanceintendsorrequiresandthestate’sactualprocurementpractices.Thesediscrepancies,andnotthelawsthemselves,areoftenthesourceofastate’sprocurementproblems.Thebestwaytolearntheactualpracticesofastate’sprocurementprogramisthroughinterviewingpersonnelandkeystakeholders.Ikasointendstointerviewprocurementpersonnel,procurement“customers”(suchastheagencieswhoseekprocurementsupportthroughtheOfficeofStateProcurement),and,atthedirectionoftheSubcommittee,representativevendorsintheindustriesidentifiedbytheSubcommitteeintheRFP(legal,architectural,engineering,constructionmanagement,andlandsurveying).WewillcollaboratewiththeSubcommitteetodevelopinterviewrosterscoveringthesedifferentstakeholdergroups.Betweenthesethreegroups,IkasoanticipatesthatthisrosterwillprovideacompletepictureofhowprocurementoperatesandservestheState,aswellasitsimpactonkeyindustries.
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Step6:DevelopInterviewGuidesWiththerostersinhandfromStep5,acomprehensiveunderstandingoftheintendedprocurementprocessesgainedfromStep4’sreview,andtheFrameworkdevelopedinStep3,IkasowillthenpreparedetailedInterviewGuidesforeachoftheindividualslistedontheStaff,Customer,andIndustryinterviewrosters.
Step7:ConductTargetedProcurementStaffInterviewsIkasowillusetheInterviewGuidesdevelopedinStep6tointerviewtherosterofprocurementprofessionalstoidentifytheactualprocurementpractices.
Step8:ConductTargetedProcurementCustomerInterviewsNext,IkasowillinterviewtheCustomersofStateProcurementtoseehowtheirneedsmayormaynotbemet.TheCustomersmayalsoshedlightonprocessorpolicyimprovementswhichcouldleadtobetterresults.
Step9:ConductTargetedIndustryInterviewsFinally,IkasowillinterviewtheselectindustryrepresentativestodeterminetheimpactoftheState’sprocurementprocessesonkeyindustries.
Step10:DevelopandDeliverReportofFindingsandRecommendations
Armedwithourdocumentationreview,interviews,andmulti‐stateexpertise,IkasowilldraftawrittenreportofourfindingsandrecommendationstotheSubcommittee.ThefindingsandrecommendationswillbeframedinthecontextofthegoalsarticulatedintheFrameworkfromStep3.Underourcurrentplan,thisreportwouldbedeliveredtotheSubcommitteeindraftforminMarchof2018.Thisreportshallinclude,ataminimum:
SuggestedimprovementstotheState’slaws,regulations,andpolicieswithanemphasisonsuggestionsproventobeeffectivebasedonourexperienceinotherstates
Identificationofanyinconsistenciesthatmayexistamonglaws,regulations,andpolicies Observationsofanybreakdownsinthecurrentpractices,includingtheirrootcause Observationsofanyunintendedconsequencesofanywrittenconstraintsorrequirements Suggestedimprovementstopracticesorprocedures,whichmaynotrequireastatute,
regulation,orpolicychange,butmaynonethelesspaymaterialdividends Anypractices,developedovertime,whichdepartfromtheintendedprocesses.(An
examplenotedfromourpriorexperienceinArkansasisthefactthatthe30‐daymaximumsolicitationpostingperiodcontemplatedbyArkansasCodeAnnotated§19‐11‐229(d)hasattimesnecessitatedthepostingof“draft”RFPstofulfilllongerfederally‐mandatedpostingrequirementsforcertainprocurements.)
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Step11:ContinuetoProvideOn‐GoingSupporttoSubcommitteeOurresponsibilitiestotheSubcommitteewouldnotendwiththedeliveryofareportoffindingsandrecommendations.WeunderstandthatthisRFPseeksanongoingrelationshipwherebytheconsultantcancontinuetosupportandadvisetheSubcommitteeasitconsidersprocurementmattersand,ultimately,draftsitsownreportinDecember2018.IkasowillremainreadyandavailabletosupporttheSubcommitteeindraftingitems,providingsubjectmatterexpertiseforadhocrequests,orprovidinganyotherservicetheSubcommitteedeemshelpful.Foragraphicalportrayalofthesestepsandtheirtiming,pleaseseetheproposedprojectworkplan:
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AcknowledgementofNumberedParagraphs
IkasoConsultingacknowledgeseachRFPnumberedparagraph.Thisacknowledgementandagreementisprovidedbelow.1.0:Introduction AcknowledgeandAgree1.1IssuingAgency AcknowledgeandAgree1.2ScheduleofEvents AcknowledgeandAgree1.3CautiontoVendors AcknowledgeandAgree1.4RFPFormat AcknowledgeandAgree1.5AlterationofOriginalRFPDocuments AcknowledgeandAgree1.6RequirementofAmendment AcknowledgeandAgree1.7RFPQuestions AcknowledgeandAgree1.8SealedPrices/Cost AcknowledgeandAgree1.9ProprietaryInformation AcknowledgeandAgree1.10DeliveryofResponseDocuments AcknowledgeandAgree1.11BidEvaluation AcknowledgeandAgree1.12Oraland/orWrittenPresentations/Demonstrations AcknowledgeandAgree1.13IntenttoAward AcknowledgeandAgree1.14Appeals AcknowledgeandAgree1.15PastPerformance AcknowledgeandAgree1.16TypeofContract AcknowledgeandAgree1.17PaymentandInvoiceProvisions AcknowledgeandAgree1.18PrimeContractorResponsibility AcknowledgeandAgree1.19Delegationand/orAssignment AcknowledgeandAgree1.20ConditionsofContract AcknowledgeandAgree1.21StatementofLiability AcknowledgeandAgree1.22AwardResponsibility AcknowledgeandAgree1.23IndependentPriceDetermination AcknowledgeandAgree1.24Publicity AcknowledgeandAgree1.25Confidentiality AcknowledgeandAgree1.26ProposalTenure AcknowledgeandAgree1.27Warranties AcknowledgeandAgree1.28ContractTermination AcknowledgeandAgree1.29VendorQualifications AcknowledgeandAgree1.30Negotiations AcknowledgeandAgree1.31LicensesandPermits AcknowledgeandAgree1.32OwnershipofDataandMaterials AcknowledgeandAgree2.0ProcurementStudyOverview AcknowledgeandAgree2.1Objectives AcknowledgeandAgree3.0ScopeofWork/Specifications AcknowledgeandAgree3.1ProcurementProcessConsulting AcknowledgeandAgree3.2ProcurementofGoodsandServices AcknowledgeandAgree4.0Compensation AcknowledgeandAgree4.1PaymentSchedule AcknowledgeandAgree4.2Travel,Lodging,andMeals AcknowledgeandAgree6.0Generally AcknowledgeandAgree6.1EvaluationCriteria AcknowledgeandAgree
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ResponsestoRFPSection55.0:ComprehensiveVendorInformationAllproposalsshouldbecompleteandcarefullywordedandshouldconveyalloftheinformationrequestedbytheSubcommittee.IfsignificanterrorsarefoundintheVendor’sproposal,oriftheproposalfailstoconformtotheessentialrequirementsoftheRFP,theSubcommitteewillbethesolejudgeastowhetherthatvarianceissignificantenoughtorejecttheproposal.Proposalsshouldbepreparedsimplyandeconomically,providingastraightforward,concisedescriptionoftheVendor’scapabilitiestosatisfytherequirementsoftheRFP.Emphasisshouldbeoncompletenessandclarityofthecontent.ProposalsthatincludeeithermodificationstoanyofthecontractualrequirementsoftheRFPoraVendor’sstandardtermsandconditionsmaybedeemednon‐responsiveandthereforenotconsideredforaward.Acknowledge
5.1:VendorProfileInadditiontoinformationrequestedinothersectionsoftheRFP,theVendorshallsubmitthefollowing:BusinessNameIkasoConsulting,LLCBusinessAddress1001BayhillDrive,Suite200,SanBruno,CA94066AlternateBusinessAddressN/APrimaryContactName,Title,Telephone,Fax,andE‐mailAddressName:ReikoOsakiTitle:President&CEOTelephone:(415)734‐6858Fax:(415)520‐2662E‐MailAddress:rosaki@ikasoconsulting.comHowmanyyearsthiscompanyhasbeeninthistypeofbusinessSinceourfoundingnineyearsago,Ikasohassolelydeliveredpublic‐sectorconsultingservices,includingstateprocurementlaw,regulation,andpolicy,review,stateprocurementexecutionsupport,contractnegotiationsupport,andstateprogramworkloadanalysisandoperationsreviews.ProofthattheVendorisqualifiedtodobusinessintheStateofArkansasIkasowasapprovedtodobusinessintheStateofArkansasinJune2016.Ourfilingnumberis811107336.AdisclosureoftheVendor’snameandaddressand,asapplicable,thenamesandaddressesofthefollowing:IftheVendorisacorporation,theofficers,directors,andeachstockholderofmorethanatenpercent(10%)interestinthecorporation.
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5.1:VendorProfileHowever,inthecaseofownersofequitysecuritiesofapubliclytradedcorporation,onlythenamesandaddressesofthoseknowntothecorporationtoownbeneficiallyfivepercent(5%)ormoreofthesecuritiesneedbedisclosed;iftheVendorisatrust,thetrusteeandallpersonsentitledtoreceiveincomeorbenefitsfromthetrust;iftheVendorisanassociation,themembers,officers,anddirectors;andiftheVendorisapartnershiporjointventure,allofthegeneralpartners,limitedpartners,orjointventurers.IkasoConsulting,LLC1001BayhillDrive,Suite200,SanBruno,CA94066ThePresident,CEO,and100%ownerofIkasoisReikoOsaki.AdisclosureofallthestatesandjurisdictionsinwhichtheVendordoesbusinessandthenatureofthebusinessforeachstateorjurisdiction.AdisclosureofallthestatesandjurisdictionsinwhichtheVendorhascontractstosupplyprocurementprocessconsultingservicesandthenatureofthegoodsorservicesinvolvedforeachstateorjurisdiction.SinceIkaso’ssolefocusisprocurementconsultingforstategovernments,thelistofstatesinwhichwedobusinessisthesameasthelistofstateswithwhichwehavecontractstoprovideprocurementprocessconsultingservices.Wemaintaincurrentaccountswith: TheIndianaDepartmentofAdministration TheIndianaFamilyandSocialServicesAdministration TheTennesseeDepartmentofGeneralServices TheSouthCarolinaStateFiscalAccountabilityAuthority,DivisionofProcurement
Services TheSouthCarolinaDepartmentofHealthandHumanServices TheIowaDepartmentofHumanServices TheArkansasDepartmentofFinanceandAdministration,OfficeofState
Procurement1 TheArkansasDepartmentofHumanServices(whereIkasoisonaQualifiedVendor
List)2Adisclosureofthedetailsofanyfindingorplea,conviction,oradjudicationofguiltinastateorfederalcourtoftheVendorforanyfelonyoranyothercriminaloffenseotherthanatrafficviolationcommittedbythepersonsidentifiedasmanagement,supervisory,orkeypersonnel.Nothingtodisclose.
1 While the contract Ikaso maintains with OSP remain active Ikaso has completed all deliverables under the approved scopes of work on time and on budget. 2 While this is an active contract there are no active scopes of work.
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5.1:VendorProfileAdisclosureofthedetailsofanybankruptcy,insolvency,reorganization,orcorporateorindividualpurchaseortakeoverofanothercorporation,includingwithoutlimitationbondedindebtedness,andanypendinglitigationoftheVendor.Nothingtodisclose.AdisclosureofanyconflictsofinterestonthepartoftheVendororitspersonnelthatwillbeworkingonthisproject,especiallyregardingfinancialintereststhatwouldbeimpacteddependingontherecommendationsultimatelymadebytheSubcommittee.Ikasohasnoconflictsofinteresttodisclose.Oursolebusinessisprocurementconsultingforstategovernments,andthuswehavenoalternativeconsultingservicelinesorrevenuestreamsthatmaybenefit(directlyorindirectly)fromouradviceorcounseltotheStateregardingprocurementreforms.Towit,noneoftheproposedIkasoteammembers(noranyIkasoemployee)ownsoroperatesabusinesswhichwouldbenefitfromouradviceorinfluenceregardingprocurementreforms.Ikasoalsocomesfromapositionofun‐biasedobjectivity.Asdescribedinthisproposal,wehavelearnedagreatdealaboutArkansas’procurementpracticesthroughourprojectwiththeOfficeofStateProcurementandtheDepartmentofHumanServices,butthatprojectwasfocusedonexecutionwithintheconstraintsandcommonpracticescurrentlyinforce.Wedidnotinfluenceoreffectanychangesinthesepractices(assuchwasnotourmandate).Accordingly,webringArkansasprocurementperspectiveandexperiencewhilealsomaintainingtheabilitytobecompletelyobjectiveandcriticalasnoneofthematerialsorpracticesstudiedthroughthisContract(suchasaprocurementmanualortemplateform)wouldbeofourdesignorinfluence.AdditionaldisclosuresandinformationthattheSubcommitteemaydeterminetobeappropriatefortheprocurementinvolved.DuetotheperfectalignmentofIkaso’sexperiencewiththiscontract’sobjectives,wehavenoadditionaldisclosures.
5.2:GeneralInformationVendorshallsubmitanyadditionalinformationforconsiderationsuchasspecializedservices,staffsavailable,orotherpertinentinformationtheVendormaywishtoinclude.Ikasowasfoundedin2008toprovideprocurement,negotiations,andcontractingservicestostategovernments.Oursingularfocusontheseareasensuresweprovidethebestprocurementprocessconsultingservicestoourclients.Sinceourexperienceandknowledgeperfectlyalignwiththeobjectivesofthiscontract,wehavenoadditionalpertinentinformationtomention.
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5.3:DisclosureofLitigationAVendormustincludeinitsProposalacompletedisclosureofanycivilorcriminallitigationorindictmentinvolvingsuchVendor.AVendormustalsodiscloseanycivilorcriminallitigationorindictmentinvolvinganyofitsjointventures,strategicpartners,primecontractorteammembers,andsubcontractors.Thisdisclosurerequirementisacontinuingobligation,andanylitigationcommencedafteraVendorhassubmittedaProposalunderthisRFPmustbedisclosedtotheBLRinwritingwithinfive(5)daysafterthelitigationiscommenced.Nothingtodisclose.
5.4:ExecutiveSummaryAVendormustprovideasummaryoverviewandanimplementationplanfortheentireprojectbeingproposed.TheintentofthisrequirementistoprovidetheSubcommitteewithaconcisebutfunctionalsummaryofthediscussionofeachphaseoftheVendor’splanintheorderofprogression.WhiletheSubcommitteeexpectsaVendortoprovidefulldetailsineachofthesectionsinotherareasoftheRFPrelatingtoitsplan,theExecutiveSummarywillprovidea“map”fortheSubcommitteetousewhilereviewingtheProposal.Eachareasummarizedmustbelistedinchronologicalorder,beginningwiththedateofContractexecution,toprovideaclearindicationoftheflowanddurationoftheproject.AVendormayusegraphics,charts,preprintedreports,orotherenhancementsasapartofthissectiontosupportthechronologyoraddtothepresentation.AnysuchmaterialsmustbeincludedintheoriginalandeachcopyoftheProposal.
ThefollowingExecutiveSummaryisproducedinSection1.0ofthisproposalaswell.
ThankyoufortheopportunitytosubmitthisproposaldescribingIkasoConsulting,LLC’s(“Ikaso”)capabilitiesandservices.Ikasohasdoneonethingsinceitsfoundingin2008:advisestategovernmentsonprocurement.ThissingularfocusuniquelypositionsIkasotoprovideadepthofexpertisewithtotalobjectivity.Webelieveourteam’sextensiveexperiencein18statesprovidesthedirect,relevantexperiencerequestedbytheBureauofLegislativeResearch(“BLR”)andtheReviewSubcommitteeoftheArkansasLegislativeCouncil(the“Subcommittee”)asoutlinedinRFPNumberBLR‐170003.
Ikaso’sExperience
Ikasoisthenation’sleadingstategovernmentprocurementconsultant.WeareuniquelypositionedtosuccessfullydelivertheservicesrequestedinthisRFPbecauseofourcombinedexpertisewithstateprocurementlaw,procurementprocessexecution,andprocurementorganizationandoperations.Asdetailedinourexampleprojectsinsection5.5below,IkasohashadmultipleengagementswithseveralstatesdeliveringworkthatmirrorswhatthisRFPsolicits,includingcollaboratingtoreviseprocurementlaws,regulations,procedures,andprograms.We
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haveseenwhatlaws,regulations,procedures,andoperationalstructuresworkwell,andwehaveseenhowsomedecisionsbegetunintendedconsequences.
Withrespecttoprocurementexecution,wehavehelpedmanystatesdraft,execute,andnegotiateRFPsandcontractsforhighprofileandhighdollarvalueprograms.ThisexecutionworkincludestheStateofArkansas(“State”)wherewehavefacilitatedtheRFPdevelopment,execution,andcontractnegotiationforDentalManagedCareaswellasIndependentAssessmentsforwaiverpopulationsincollaborationwiththeOfficeofStateProcurement(“OSP”)andtheDepartmentofHumanServices(“DHS”).OurexperienceinArkansascoupledwithourexperienceinotherstatesprovidesauniqueperspectivetoaddresstheBLRscopeofwork.
Ikaso’sApproach
Ikasoproposesaprojectteamcomprisedofprofessionalsofdiversebackgroundwhohavemadeittheircareertoimprovestateprocurement.Theproposedteam,whichincludesIkaso’sPresidentandfounderReikoOsaki,willbringdecadesofcollectivestateprocurementexperiencetothetabletoservetheBLRandSubcommitteeandsupporttheachievementofitsgoals.Overthecourseofsimilarengagements,IkasohasdevelopedandrefinedaMethodologydirectlyapplicabletothisproject.Thisbelowten‐stepmethodology(withan11th“step”offollow‐onsupport)maximallyleveragesourexpertisetoaccomplishtheSubcommittee’sobjectiveswhileefficientlyutilizingStateresources.
Step1:IdentifytheProjectContextthroughKeyStakeholderInterviewsAsuccessfulprojectrequiresacompleteunderstandingofthecontextandobjectives.Ikaso’sfirststeponthisengagementwillbetointerviewkeyStakeholdersontheSubcommitteeandBLR.
Step2:IdentifyandConfirmtheFullScopeofWrittenMaterialsforReviewAcriticalcomponentofthisengagementwillbethereviewofallavailablewrittenguidanceanddataregardingtheState’sprocurementprogram.Ikaso’ssecondstepwillbetoworkwiththeSubcommitteetodefinetheuniverseofmaterialsforreview.
Step3:CollaboratewiththeSubcommitteetoDeveloptheProjectFrameworkInthethird,andmostcriticalstep,oftheproposedMethodology,IkasowillworkdirectlywiththeSubcommitteetodevelopaProjectFramework.ThisFrameworkwillmemorializethespecificgoalsoftheSubcommittee–examplegoalsfromourpastworkinclude“EnsureProcessTransparency”or“MaximizeSavingsCreation”.ThisFrameworkwillprovidealensforreviewandinterviewwork,astructureforourrecommendations,andguidingprinciplesfortheSubcommitteeandBLRtomeasureitsfuturesuccess.
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Step4:ReviewofWrittenMaterialstoIdentifyDeficienciesandImprovementAreasWiththecomprehensiveinventoryestablishedinStep2andtheFrameworkdevelopedinStep3,Ikasowillthenundertakeathoroughandstructuredreviewofallwrittenmaterialsanddata.ThisreviewwillgiveusacompletepictureofwhattheStaterequires,whichwecancontextualizewithourexperienceinotherstates.Thatsaid,thereviewofwrittenmaterialswillrevealhowArkansasintendsitsprocurementprocesstofunction.AdditionalworkisrequiredtodeterminehowprocurementactuallyfunctionsintheState.
Step5:CollaboratewiththeSubcommitteetoIdentifyaCross‐SectionofProcurementStaffandCustomersforStructuredInterviews
IneverystatewhereIkasohasworked,wehavenoteddisconnectsbetweenwhatwrittenguidanceintendsorrequiresandthestate’sactualprocurementpractices.Thesediscrepancies,andnotthelawsthemselves,areoftenthesourceofastate’sprocurementproblems.Thebestwaytolearntheactualpracticesofastate’sprocurementprogramisthroughinterviewingpersonnelandkeystakeholders.Ikasointendstointerviewprocurementpersonnel,procurement“customers”(suchastheagencieswhoseekprocurementsupportthroughtheOfficeofStateProcurement),and,atthedirectionoftheSubcommittee,representativevendorsintheindustriesidentifiedbytheSubcommitteeintheRFP(legal,architectural,engineering,constructionmanagement,andlandsurveying).WewillcollaboratewiththeSubcommitteetodevelopinterviewrosterscoveringthesedifferentstakeholdergroups.Betweenthesethreegroups,IkasoanticipatesthatthisrosterwillprovideacompletepictureofhowprocurementoperatesandservestheState,aswellasitsimpactonkeyindustries.
Step6:DevelopInterviewGuidesWiththerostersinhandfromStep5,acomprehensiveunderstandingoftheintendedprocurementprocessesgainedfromStep4’sreview,andtheFrameworkdevelopedinStep3,IkasowillthenpreparedetailedInterviewGuidesforeachoftheindividualslistedontheStaff,Customer,andIndustryinterviewrosters.
Step7:ConductTargetedProcurementStaffInterviewsIkasowillusetheInterviewGuidesdevelopedinStep6tointerviewtherosterofprocurementprofessionalstoidentifytheactualprocurementpractices.
Step8:ConductTargetedProcurementCustomerInterviewsNext,IkasowillinterviewtheCustomersofStateProcurementtoseehowtheirneedsmayormaynotbemet.TheCustomersmayalsoshedlightonprocessorpolicyimprovementswhichcouldleadtobetterresults.
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Step9:ConductTargetedIndustryInterviewsFinally,IkasowillinterviewtheselectindustryrepresentativestodeterminetheimpactoftheState’sprocurementprocessesonkeyindustries.
Step10:DevelopandDeliverReportofFindingsandRecommendations
Armedwithourdocumentationreview,interviews,andmulti‐stateexpertise,IkasowilldraftawrittenreportofourfindingsandrecommendationstotheSubcommittee.ThefindingsandrecommendationswillbeframedinthecontextofthegoalsarticulatedintheFrameworkfromStep3.Underourcurrentplan,thisreportwouldbedeliveredtotheSubcommitteeindraftforminMarchof2018.Thisreportshallinclude,ataminimum:
SuggestedimprovementstotheState’slaws,regulations,andpolicieswithanemphasisonsuggestionsproventobeeffectivebasedonourexperienceinotherstates
Identificationofanyinconsistenciesthatmayexistamonglaws,regulations,andpolicies Observationsofanybreakdownsinthecurrentpractices,includingtheirrootcause Observationsofanyunintendedconsequencesofanywrittenconstraintsorrequirements Suggestedimprovementstopracticesorprocedures,whichmaynotrequireastatute,
regulation,orpolicychange,butmaynonethelesspaymaterialdividends Anypractices,developedovertime,whichdepartfromtheintendedprocesses.(An
examplenotedfromourpriorexperienceinArkansasisthefactthatthe30‐daymaximumsolicitationpostingperiodcontemplatedbyArkansasCodeAnnotated§19‐11‐229(d)hasattimesnecessitatedthepostingof“draft”RFPstofulfilllongerfederally‐mandatedpostingrequirementsforcertainprocurements.)
Step11:ContinuetoProvideOn‐GoingSupporttoSubcommittee
OurresponsibilitiestotheSubcommitteewouldnotendwiththedeliveryofareportoffindingsandrecommendations.WeunderstandthatthisRFPseeksanongoingrelationshipwherebytheconsultantcancontinuetosupportandadvisetheSubcommitteeasitconsidersprocurementmattersand,ultimately,draftsitsownreportinDecember2018.IkasowillremainreadyandavailabletosupporttheSubcommitteeindraftingitems,providingsubjectmatterexpertiseforadhocrequests,orprovidinganyotherservicetheSubcommitteedeemshelpful.Foragraphicalportrayalofthesestepsandtheirtiming,pleaseseetheproposedprojectworkplan:
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5.5:Vendor’sQualificationsAVendorshallprovideresumesorshortbiographiesandqualificationsofallmanagement,supervisory,andkeypersonneltobeinvolvedinperformingtheservicescontemplatedunderthisRFP.TheresumesshallpresentthepersonnelinsufficientdetailtoprovidetheSubcommitteewithevidencethatthepersonnelinvolvedcanperformtheworkspecifiedintheRFP.Wearepleasedtosubmittheresumesofallmanagement,supervisory,andkeypersonnelwhowillbeprovidingprocurement‐relatedmanagementconsultingservices.Anoutlineoftheteamandtheirrolesisbelow.MATTHEWLEWIS–PROJECTMANAGERJobTitle:ManagerSummaryofExperience,Certifications,andCredentialsForthepast10years,Mr.Lewishasservedasanexpertinstateprocurementexecutionandthedesignandimplementationofprogramsthatcomplywithcomplexregulatoryschemeswhilepromotingstates’interestsandfulfillingtheirneeds.Hehashelpedstatesdesignandexecutedifficultandhigh‐profileprocurementswithsuccessfuloutcomes.Hehashelpedstatescriticallyassesspoliciesandprogramsandeffectmeaningfulchange.Hehasalsohelpedmultipleinsurancecompaniesdesignbest‐in‐classclaims,sales,andcomplianceprograms.Mr.Lewis’sprocurementexecutionexpertisefocusesonhigh‐impactsocialserviceprogramprocurements.HehashelpeddesignandrunprocurementsandnegotiatecontractsforthepurchaseofmanagedcareforMedicaidprograms,Medicaidtechnologyandsupportservices,technologyforentitlementprogramadministration,andotherservicesrequiredforfederallyregulatedprograms.Mr.LewishasaBachelorsinHistoryfromHaverfordCollegeandaJurisDoctoratefromtheJamesA.BeasleySchoolofLawatTempleUniversity.Mr.Lewisteachescontinuinglegaleducationclassesonstateandfederalprivacy,escheatment,andinsuranceregulations.HeisalicensedattorneyinNewJersey.EmploymentHistory IkasoConsulting–Manager(2016toPresent) CNAFinancial–Long‐TermCareTechnicalDirector(2015to2016) DrinkerBiddle&ReathLLP(2010to2015) CGISpendManagementSolutions–Associate(2005to2008) SilverOakPartners–Analyst,Associate(2004to2005)ExamplesofExperienceandProjects 2016‐2017:STATEOFARKANSAS,OFFICEOFSTATEPROCUREMENT(OSP)
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Mr.LewisservesastheProjectManager,workingonbehalfofArkansas’OSPonthedesign,management,andexecutionofmultiplehighlyvisibleandcriticalprocurements,includingthedraftingandexecutionofaprocurementforacompletelynewprogramcoveringIndependentAssessmentsandProviderTransformationSupportforSpecialNeedsMedicaidPlanMembers.Mr.LewisalsomanagedtheDentalManagedCareprocurementthroughissuanceandcontractnegotiation.
2016‐PRESENT:STATEOFINDIANA,FAMILYANDSOCIALSERVICESADMINISTRATION(FSSA)
Mr.LewishasservedasaprocurementconsultanttoIndianaFSSA,managingthedrafting,evaluation,award,andcontractnegotiationsformultiplecomplexfederallyregulatedprocurementsintheMedicaidandentitlementprogramspace.Theprocurementsrangefromelectronichealthrecordssoftwareforstatepsychiatrichospitals,Medicaidfrauddetectionandpreventionservices,andemploymentandtrainingservicesforSNAPandTANFparticipants.
2013‐2015:StateofDelawareOfficeofSecretaryofState(SOS)Mr.LewisworkedwiththestatetodesignandoperateitsunclaimedpropertyandescheatmentVoluntaryDisclosureAgreementprogramforholdersofunclaimedpropertywhofailedtoreporttheamountsowedtothestate.Theprogram,whichcontinuestoday,hasearnedthestatehundredsofmillionsofdollars.
2005‐2008,2017:STATEOFINDIANA,DEPARTMENTOFADMINISTRATION(IDOA)Mr.LewisservedasaconsultantdesigningandexecutinganumberofcriticalprocurementsforthestateofIndiana.Hisworkredesigningthestate’shearingaidpurchasingsystemandnegotiatingbest‐in‐classcontractswasfeaturedasacoverstoryofGovPromagazine.Mr.LewishasalsohelpedIkaso’sreviewofIndiana’sminority,women,andveteranbusinessprocurementprogram.
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THOMASARNOLD–PROJECTDIRECTORJobTitle:DirectorSummaryofExperience,Certifications,andCredentialsMr.ThomasArnoldhasabroadbaseofexperience,rangingfromlargemulti‐nationalconglomeratesandstategovernments,toInternetstart‐ups.Forthepast14years,Mr.Arnoldhasfocusedonservingstategovernmentclients,workingwithtenstatesintheareasofpublic‐sectorprocurementandcontracting,procurementorganizationtransformations,andcontractandperformancemonitoring.Mr.Arnoldhasbothmanagedandadvisedteamsforstateprocurementtransformationprojects,directedstatewidestrategicsourcingprojects,andledseveralmulti‐billiondollar,high‐profileMedicaidandhumanservicesprocurements(suchasIndiana’sHoosierHealthwise/HealthyIndianaPlanrisk‐basedmanagedcareservicesforMedicaidbeneficiaries).Mr.ArnoldholdsanM.B.A.fromtheHarvardGraduateSchoolofBusinessAdministrationandaB.A.inEconomicsandAsianStudiesfromColgateUniversity.EmploymentHistory IkasoConsulting–Director(2009topresent) CGISpendManagementSolutions–ExecutiveConsultant(2005to2007);Director,Consulting
(2007to2009) SilverOakPartners–SeniorConsultant(2003to2005),EngagementManager(2005) Booz&Company–Associate(2000to2002)ExamplesofExperienceandProjects 2011‐PRESENT:STATEOFTENNESSEE,DEPARTMENTOFGENERALSERVICES(DGS)
Mr.Arnoldservedastheprojectmanagerforateamsupportingacomprehensiveconsolidation,restructuring,andprocessimprovementprogramforTennessee’snewly‐createdCentralProcurementOffice.Thisworkincludeddevelopmentofnewprocurementrulesandpolicy,thedesignandimplementationofaneworganizationstructure,independentoversightforthestate’sstrategicsourcingproject,andthetrainingofstatestaff.Currently,Mr.Arnoldissupportingseveralstrategicprocurementandnegotiationsprojects,aswellassavingsvalidationeffortsthroughasavingsmonitoringprocessandassessmenttooldevelopedbytheIkasoteam.
2015‐PRESENT:STATEOFSOUTHCAROLINA,STATEFISCALACCOUNTABILITYAUTHORITY(SFAA),
DIVISIONOFPROCUREMENTSERVICES(DPS)Mr.ArnoldservedasaSubjectMatterExpertforanorganizationalreviewandanalysisofDPS.Inthiscapacity,heworkedcloselywiththeprojectteam,assistingthemwithprojectexecutiontodevelopfindingsandrecommendationsforaneffectiveprocurementorganization,includingareviewofprocurementlaw,regulations,andpolicies.Mr.Arnoldcurrentlysupportsthedeliveryofprocurementtrainingforthestate.
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2010‐PRESENT:STATEOFINDIANA,DEPARTMENTOFADMINISTRATION(IDOA)Mr.ArnoldservesinanadvisoryroleprovidingconsultingservicestoIDOAforacollaborativeprocurementprogrambenefittingstateagencies,localgovernments,libraries,andK‐12schoolsthroughcoordinatedprocurementsandimprovedaccesstostatecontracts.Mr.ArnoldalsoadvisedIDOAintheareasoforganizationassessmentandstrategyanddisadvantagedbusinessenterprisestrategyandoperations.
2009‐PRESENT:STATEOFINDIANA,FAMILYANDSOCIALSERVICESADMINISTRATION(FSSA)Mr.Arnoldservesasaco‐managerprovidingconsultingservicestoFSSAintheareasofprocurement,negotiations,andcontracting.Heledtheprocurement,negotiations,contractingstrategy,design,andexecutionforfourmanagedcareprocurements:theconsolidatedHoosierHealthwiseandHealthyIndianaPlanmanagedcareprocurementin2009‐10andthereprocurementin2015‐16,amanagedcareprogramfortheAged,Blind,andDisabled(HoosierCareConnect)in2014‐15,andaPCCMmanagedcareprogram(IndianaCareSelect)in2013.Additionally,hesupportsannualcontractnegotiationsfortheHoosierHealthwiseandHealthyIndianaPlancontracts.
2015‐PRESENT:STATEOFIOWA,DEPARTMENTOFHUMANSERVICES(DHS)Mr.ArnoldledtheprocurementandnegotiationsforMedicaidmanagedcareorganizationstosupportthestate’stransitionfromafee‐for‐servicemodeltomanagedcare.Histeamledend‐to‐endprocurementlifecycleservices,including:marketresearch,scopeandperformancemeasuresdefinition,procurementstrategyplanning,protestmitigationstrategy,procurementdocumentdevelopment,assistanceduringthevendorresponseperiod,proposalevaluationfacilitation,andcontractnegotiations.Postaward,Mr.Arnoldprovidedcriticalsupportforprotestresponseassistance,vendornegotiations,andcontractdrafting.Hecurrentlysupportsthestateinitsannualcontractnegotiationprocess.
2016:STATEOFINDIANA,PURDUEUNIVERSITYMr.ArnoldservedastheprojectdirectorforthetrainingofPurdueUniversity’sprocurementstaffonsix,half‐daytrainingmodulesencompassingawide‐rangeofbestpracticesinstrategicsourcing.Mr.ArnoldoversawtheeditingofalltrainingmodulesandledthetrainingofPurduestaffonthemodulesofComplexTechnicalandCostScoringandNegotiations.
2013:STATEOFOREGON,DEPARTMENTOFADMINISTRATIVESERVICES(DAS)Mr.ArnoldservedasaSubjectMatterExpertforamajorprocurementandcontractreformprojectforOregon’sDepartmentofAdministrativeServices.AsaSubjectMatterExpert,heworkedcloselywiththeprojectteam,assistingthemwiththeimplementationofanalysisandresearch,guidedbyclient‐specificvalues,whichledtoactionablerecommendationstostreamlineprocurementprocessesandoutcomes.
2006:STATEOFINDIANA,DEPARTMENTOFADMINISTRATION(IDOA)Mr.ArnoldmanagedateamprovidingconsultingservicestoIDOAintheareasofstrategicsourcing,contracting,andnegotiations.
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2006:STATEOFMICHIGAN,DEPARTMENTOFTECHNOLOGY,MANAGEMENT&BUDGET(DTMB)Mr.Arnoldservedonastrategicsourcingprojectteam,leadingthedevelopmentoftrainingmaterialsandsavingsmonitoringapproaches.
2005‐2006:STATEOFWASHINGTON,DEPARTMENTOFGENERALADMINISTRATION(DGA)
Mr.ArnoldservedasamanagerofateamprovidingconsultingservicestoDGAintheareasofstrategicsourcing,contracting,andnegotiations.
2003‐2005:STATEOFNEWMEXICO,GENERALSERVICESDEPARTMENT(GSD)
Mr.ArnoldservedontheSaveSmartNewMexicoproject,leadingstrategicsourcingeffortsintheareasofprisonmedicalservicesandcommercialprint,generatingsavingsandcontractimprovementsinbothareas.NewMexico’sinnovativecommercialprintcontractcreatedunderMr.Arnold’sleadershipwassubsequentlyfeaturedinGovernmentProcurementMagazine.
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REIKOOSAKI–PROJECTADVISORJobTitle:PresidentandCEOSummaryofExperience,Certifications,andCredentialsMs.ReikoOsakiisthefounder,President,andCEOofIkasoConsulting.Herbackgroundinpoliticalscience,experienceserving14stategovernmentadministrations,and17yearsofconsultingworkhelpherteamandherclientsimplementcollaborativechangeandachievesustainableresults.ThelongtenureofIkaso’sengagementsspeakstothedetailedandthoughtfulworkproductthatcomesfromMs.Osaki’sexperience,expertise,abilitytolistenandengagewithalllevelsofclientorganizations,andstaunchworkethic.Shehasservedasatrustedadvisortonumerousstategovernmentagencyleaders,helpingtonavigatechallengingprocurementsandcontracts,especiallyonthecuspofnewpolicydecisionsorapproachesthatdemandafastpaceofchange.Ms.Osaki’sareasofexpertiseincludeprocurement,complexcontractnegotiations,stateorganizationstaffinganalysis,andthestrategicimplementationofperformancemeasurestoensurelongtermsuccessofherclients’programs.Ms.OsakiservesontheexecutivegoverningboardoftheAmericanPublicHumanServicesAssociation(APHSA)tosupportnationwide,bi‐partisancollaborationonkeyissuesfacinghumanservicesprograms.Ms.OsakiholdsaB.A.inPoliticalSciencefromStanfordUniversity.EmploymentHistory IkasoConsulting–PresidentandCEO(2008topresent) CGI,SpendManagementSolutions–Director,ConsultingServices(2005to2007) SilverOakPartners–PrincipalandManager(2003to2005),SeniorConsultant,Consultantand
Analyst(2000to2003)ExamplesofExperienceandProjects 2011‐Present:STATEOFTENNESSEE,DEPARTMENTOFGENERALSERVICES(DGS)
Ms.OsakioverseesprojectdeliveryforallIkasoprojects,includingtheTennesseeDGSprocurementreformproject,whichincludedacomprehensiveconsolidation,restructuring,andprocessimprovementprogramforTennessee’snewly‐createdCentralProcurementOffice.Thisworkincludeddevelopmentofnewprocurementrulesandpolicy,thedesignandimplementationofaneworganizationstructure,independentoversightforthestate’sstrategicsourcingproject,andthetrainingofstatestaff.Currently,underMs.Osaki’sdirection,IkasocontinuestosupportmultiplestrategicprocurementsandnegotiationsforDGSaswellasperformingsavingsvalidationandmonitoringinconjunctionwiththeStateusingtoolsdevelopedbyIkaso.
2016‐2017:STATEOFARKANSAS,OFFICEOFSTATEPROCUREMENT(OSP) Ms.OsakiledIkaso’steaminthemanagementofasuiteofhigh‐valueprocurementsconductedonbehalfofArkansas’OSP.Ms.Osakiassistedherteamandclientwithnavigating,drafting,andsuccessfullypositioningtheState’sfirstMedicaidmanagedcareprocurement.Most
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recently,sheguidedherteamthroughthecreationofanewprogramcoveringIndependentAssessmentsandProviderTransformationSupportforSpecialNeedsMedicaidPlanMembers.
2010‐Present:STATEOFINDIANA,DEPARTMENTOFADMINISTRATION(IDOA)Ms.OsakileadsprojectdeliveryforIDOA,withafocusonstrategysupportforkeystatewideprocurements,procurementoperations,andorganizationassessment.Inaddition,IkasoworkswithIDOAtoprovideacollaborativeprocurementprogrambenefittinglocalgovernment,schooldistricts,andotherentitiesthroughimprovedaccesstostatecontracts.
2015‐Present:STATEOFIOWA,DEPARTMENTOFHUMANSERVICES(DHS)Ms.OsakileadstheIkasoteam’sdeliveryofcriticalhumanservicesprocurements,includingIowa’sHealthLinkprogramprocurementandnegotiationsandDHS’procurementsforthechildwelfareandjuvenilejusticeprograms.Inaddition,Ms.Osakileadsthecurrentreviewofprocurementlaws,regulations,andproceduresobservedbyDHSinconjunctionwithitspartneragencies’publishedrules.
2008‐Present:STATEOFINDIANA,FAMILYANDSOCIALSERVICESADMINISTRATION(FSSA)Ms.OsakiprovidesconsultingservicestoFSSAintheareasofnegotiations,procurement,andprojectmanagementforcomplexinitiativesspanningareassuchasMedicaidmanagedcare,non‐emergencymedicaltransportation,Medicaidbenefitsreview,MMIS,eligibilityITsystems,andeligibilitysystemsnegotiations.Inall,Ms.OsakihasledtheIkasoteamtoworkonover100procurements/contractsforFSSAsince2008.
2013‐Present:STATEOFTENNESSEE,DEPARTMENTOFHUMANSERVICES(DHS)Ms.OsakileadsIkaso’sdetailedworkloadanalysisprojectsforTennesseeDHS.Since2013,Ms.Osakiandherteamhaveconducteddetailedassessmentsofthepolicies,procedures,andprocessesgoverningoperationsforvariousteamsincluding,amongothers,eligibilitycounselorsforSNAP,TANF,andMedicaideligibilityandenrollment;servicecenterworkersstaffingtheeligibilitycallcenters;AppealsandHearingsworkers;andAdultProtectiveServicesworkers.Ms.Osaki’steamalsoassessedchangestothestate’seligibilityprocessesandstaffingaspartoftheAffordableCareAct(ACA)rollout,includingseparationofresponsibilitiesforMedicaideligibilityandfamilyassistance(SNAP,TANF)programs.
2013:STATEOFOREGON,DEPARTMENTOFADMINISTRATIVESERVICES(DAS)Ms.OsakiledprojectexecutionforamajorprocurementandcontractreformprojectforOregon’sDepartmentofAdministrativeServices’OfficeoftheChiefOperatingOfficer.Sheworkedcollaborativelywithstateleadershiptoanalyzethecurrentprocurementorganization,workflows,andpoliciestoidentifyrecommendationstoimprovethedepartment’sriskmitigationstrategy,reviewkeyperformanceindicators,andenhancestrategicsourcingpracticestoachievegreatersavings.Theteamalsoevaluatedthestate’sminorityandwomen‐ownedbusinessprogram.
2009:STATEOFDELAWARE,DEPARTMENTOFHEALTHANDSOCIALSERVICES(DHSS)
Ms.OsakiprovidedconsultingservicestothestateofDelaware,DepartmentofHealthand
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SocialServices(DHSS)intheareasofnegotiations,procurement,andcontractingspanningMedicaidandSocialServices.Ms.OsakiadvisedDHSSonMedicaiddurablemedical equipment(DME)policiesandpricing, clinical services, and therapyprovidercontractsforstate‐runmedicalcenters,andelectronicbenefitcardservices.
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UDAYAYYAGARI–PROJECTADVISORJobTitle:DirectorSummaryofExperience,Certifications,andCredentialsMr.UdayAyyagariisaseasonedandsuccessfulprocurementconsultantwithover14yearsofexperienceadvisingeightstateandpublic‐sectorclientsoncomplexprocurementinitiatives.Hehasworkedonover35procurementsandcontractsforstategovernments,eitherdirectlyorintheroleofaSubjectMatterExpert.Mr.Ayyagari’sspecificexperiencespansabroadsetofareasrangingfromlargestatewidecontractsforofficesupplies,equipment,andcellularservicestohigh‐valueMedicaidandsocialservicescontracts.Withintheseareas,hehasledteamsexecutingcriticalsolicitationsthatcoverservicedeliveryand/orcomplexsystemswithaneyetoensuringaneffectiveandefficientuseofstateresourcesandvendoraccountability.Inatypicalconsultingengagement,Mr.Ayyagarifunctionsbothasaprojectleaderandanadvisortonumerousclientexecutives.Mr.Ayyagari’sextensivebackgroundingovernmentoperationsandadministrationhelpshisclientsnavigatecomplexorganizationalchallengeswhilemaintainingafocusonperformancemeasurementandaccountability.Mr.AyyagariholdsanMBAfromUCBerkeley’sHaasSchoolofBusiness,wherehewasaMayfieldFellow.HealsoreceivedanM.S.inMechanicalEngineeringfromUCBerkeleyandaB.Tech.inMechanicalEngineeringfromtheIndianInstituteofTechnology.EmploymentHistory IkasoConsulting–Director(2010topresent),SeniorAssociate(2008to2010) CGISpendManagementSolutions–SeniorConsultant(2005to2007) SilverOakPartners–Analyst,Associate(2003to2005)ExamplesofExperienceandProjects 2008‐PRESENT:STATEOFINDIANA,FAMILYANDSOCIALSERVICESADMINISTRATION(FSSA),
INDIANADEPARTMENTOFADMINISTRATION(IDOA)Mr.AyyagarileadsateamofconsultantsadvisingFSSAintheareasofprocurement,negotiations,andcontractingforMedicaidoperations,humanservicesprograms,cross‐divisionalITsystems,andotherstrategicinitiatives.AsamplingofareaswhereMr.AyyagarihasledprocurementandnegotiationseffortsincludesMedicaidManagementInformationSystems(MMIS),eligibilityITsystems,eligibilityprocessingservices,EBTservices,andfraudandabusedetectionservices.Intheexecutionofthisengagement,Mr.AyyagariandhisteamworkinclosecollaborationwithIDOA,whichisthestateagencywithultimateresponsibilityforprocurements.Thenatureofthiscollaborationrangesfromexecutionofindividualprocurementsorcontractnegotiationstoidentifyingtrendsandopportunitiesforpolicychangesand/orprocessimprovementstoenablebetteroutcomesforthestateandthevendorcommunity.
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2016‐2017:STATEOFARKANSAS,OFFICEOFSTATEPROCUREMENT(OSP)
Mr.Ayyagariservesasprojectdirector,workingonbehalfofArkansas’OSPonthedesignandexecutionofasuiteofhigh‐valuepublicprocurements,includingtheState’sfirstMedicaidmanagedcareprocurement.Mostrecently,hesuccessfullyworkedwithnumerousstakeholdergroupstodesignaprocurementforacompletelynewprogramcoveringIndependentAssessmentsandProviderTransformationSupportforSpecialNeedsMedicaidPlanMembers.
2011:STATEOFTENNESSEE,DEPARTMENTOFGENERALSERVICES(DGS)Mr.AyyagariledareviewofTennessee’s“topcontracts”aspartofanoverallprocurementassessment.Duringthiseffort,Mr.Ayyagariandhisteamcloselyanalyzedaportfolioofcontractsandassociatedprocurementprocesses,representinghigh‐spendgoodsandservicesandcriticalagency‐specificcontracts.Thereviewresultedintargeted,practicalrecommendationsforthestate’sconsiderationthatweresubsequentlyincorporatedintotheprocurementtransformationinitiative.
2011‐PRESENT:STATEOFTENNESSEE,DEPARTMENTOFHUMANSERVICES(DHS);TENNCARECurrently,Mr.AyyagarileadsateamofconsultantssupportingplanningandprocurementforDHS’EnterpriseSystemModernizationproject,whichseeksanewITsystemtosupporteligibilityoperations,childsupportenforcement,andchildcareprogramadministration.Previously,Mr.Ayyagariservedasaprojectadvisortothestate’sMedicaidprogram,TennCare,whereheprovidedsubjectmatterexpertiseforsystemsprocurementsandnegotiations.
2015‐2016:STATEOFIOWA,DEPARTMENTOFHUMANSERVICES(DHS)Mr.Ayyagariledareviewof12Medicaid‐relatedcontractstoassessmodificationsneededtosupportthestate’smovefromthefee‐for‐servicemodeltomanagedcare,intheformoftheIowaHealthLinkprogram.ThisincludedtheHomeandCommunity‐BasedServicesoversightcontract.Toalignwithfutureprogramneeds,Mr.Ayyagariledtheteamindevelopingnegotiationscriptsandsupportingnegotiationswithvendorstoachievethestate’sgoalsaroundpricing,performancemeasurement,andoperationalcontinuity,andcapturingthenegotiationoutcomesintheresultantcontractamendments.Mr.AyyagarialsocollaboratedwiththeDHSandIowaMedicaidEnterprise(IME)leadershipteamsonpotentialorganizationalmodelsinsupportofIowaHealthLink.
2013:STATEOFNEBRASKA,DEPARTMENTOFHEALTHANDHUMANSERVICES(DHHS)Mr.AyyagariworkedcloselywithDHHSLeadershiponthedevelopmentoftwoRFPs–oneforcaremanagement/ElectronicHealthRecord(EHR)systemsandoneforacentralizeddatasystem.
2009:STATEOFDELAWARE,DEPARTMENTOFHEALTHANDSOCIALSERVICES(DHSS)Mr.AyyagariadvisedDHSSonmultipleprocurement,negotiations,andcontractingissuesincludingMedicaiddurablemedicalequipmentpolicesandpricing,clinicalservices,and
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therapyprovidercontractsforstate‐runmedicalcenters,aswellaselectronicbenefitstransfer(EBT)services.
2005‐2006:STATEOFWASHINGTON,DEPARTMENTOFGENERALADMINISTRATION(DGA)Mr.AyyagariservedasaseniormemberofateamprovidingconsultingservicestoDGAintheareasofstrategicsourcingandprocurement,contracting,andnegotiations.
2003‐2005:NEWMEXICO,GENERALSERVICESDEPARTMENT(GSD)
Mr.AyyagariservedontheSaveSmartNewMexicoproject,leadingstrategicsourcingeffortsintheareasofofficesupplies,mailingequipment/postagemeters,andwirelessservices.Mr.Ayyagari’sworkwasrecognizedforgeneratingsavingsfortaxpayerswhileincreasingbusinesstoin‐statecompanies.HisworkwassubsequentlyfeaturedinpressreleasesfromGovernorBillRichardson’soffice.
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ERINKREMER–EXPERTADVISORJobTitle:ManagerSummaryofExperience,Certifications,andCredentialsMs.ErinKremerisastateprocurement,humanresources,andorganizationaldesignexpertwithmorethan16yearsofexperienceworkinginthepublicsectorinrolesthatspanprocurement,contracting,contractmanagement,andhumanresourcemanagement.Inhermanyroleswithinstategovernment,Ms.Kremermanagedasuccessfulstatewidestrategicsourcinginitiative,directedateamofvendormanagersthataggressivelyandsuccessfullyoversawstatewidecontracts,implementedtwoprocurementteamreorganizations,supportedastatethroughtheprotestprocess,anddevelopedprotestmitigationstrategies.MostrecentlyshehelpedconductaProcurementlaws,regulations,andprocedures,andorganizationreviewandanalysisofSouthCarolina’sDivisionofProcurementServicesandissupportingimplementationofapprovedrecommendations.Asaformerstateprocurementdirector,Ms.Kremerhasdevelopedadeepunderstandingofpublic‐sectorprocurement.ForTennessee’sDepartmentofGeneralServices,Ms.Kremersupportedthedevelopmentofnewprocurementlaws,regulations,andproceduresaswellasthedesignandimplementationofaneworganizationstructureforthecentralprocurementandrealestatemanagementagencies.FortheIndianaDepartmentofAdministration,Ms.Kremerledthestateprocurementteamasitsdirector.Ms.KremeralsointroducednewefficiencytotheCPOnewhireprocessthroughacombinedunderstandingofHRandbudgetpolicies.Forbothprojects,Ms.Kremerwasalsoresponsibleforstrategyandprojectupdatestoexecutiveleadership.Currently,inaconsultingcapacity,sheprovidesSouthCarolina,Tennessee,andIndianawithprocurementandcontractingexpertiseandprojectmanagementsupportfornumerousprocurementsforgoodsandservices.Ms.KremerholdsaB.S.inBusinessAdministrationfromMiamiUniversityinOxford,Ohio.EmploymentHistory IkasoConsulting–Manager(2010topresent) StateofIndianaDepartmentofAdministration–ProcurementDirectorandDirectorofVendor
Management(2005to2010) StateofIndianaDepartmentofAdministrationandOfficeofTechnology–HumanResources
Director(2004to2005) StateofIndianaPersonnelDepartment–EmploymentSpecialist,Classification/Compensation
Analyst(2001to2004)ExamplesofExperienceandProjects 2011‐2016:STATEOFTENNESSEE,DEPARTMENTOFGENERALSERVICES(DGS),CENTRAL
PROCUREMENTOFFICE(CPO)Ms.Kremerservedasaconsultantsupportingthedevelopmentofnewprocurementlaws,regulations,andprocedures,aswellasthedesignandimplementationofaneworganizationstructureforthecentralprocurementandrealestatemanagementagencies.Additionally,Ms.
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Kremerconsultedonelementsoftheprocurementcycle,includingstrategydevelopmentanddocumentdrafting.Ms.Kremerprovidedprocurementexpertiseandprojectmanagementsupportforasolicitationtoprocureacatalogmanagementsolutiontoincreasestatepurchasers’andlocalgovernments’accesstostatewidecontracts.Ms.KremeralsointroducednewefficiencytotheCPOnewhireprocessthroughacombinedunderstandingofHRandbudgetpolicies.Ms.KremercontinuestoconsultonprocurementandHRmatterswiththeCPOleadershipteam.
2015‐PRESENT:STATEOFSOUTHCAROLINA,STATEFISCALACCOUNTABILITYAUTHORITY(SFAA),DIVISIONOFPROCUREMENTSERVICES(DPS)Ms.KremerservedasaprojectmanagertoconductaProcurementlaws,regulations,andprocedures,andorganizationreviewandanalysisofDPS.Thisinvolvedreviewingexistingprocurementlaw,regulations,andprocedures–aswellasprocessesandtools–todevelopfindingsandrecommendationsforaneffectiveprocurementorganization.Additionally,Ms.Kremerprovidedprocurementexpertiseforasolicitationtoprocurespendanalysisandstrategicsourcingservicesandconductedastatewidecontractreviewproject.Mostrecently,Ms.Kremerandherteamdevelopedaprocurementcustomersurveyandreportedtheresults,consolidatedandenhancedtwoseparatecentralprocurementmanuals,anddevelopedtrainingmodulesencompassingawide‐rangeofbestpracticesinstrategicsourcing.Ms.KremercontinuestoprovideprojectmanagementandprocurementconsultingonexistingandfutureprojectsapprovedbytheDPS.
2013:STATEOFOREGON,DEPARTMENTOFADMINISTRATIVESERVICES(DAS)Ms.KremerservedontheprojectteamforamajorprocurementandcontractreformprojectforOregon’sDepartmentofAdministrativeServices.Sheandherteamdevelopedaframeworkofclient‐specificvaluesandgoalsusedtostructuretheireventualrecommendations,conductedextensiveresearchintotheexistingprocurementorganization,examinedpeerorganizationsinordertoprovideafreshperspectiveonpossibleimprovements,evaluatedthedepartment’sriskmitigationstrategy,andevaluatedthestate’sminorityandwomen‐ownedbusinessprogram.Thefinalprojectoutputwasaslateof22actionablerecommendationstostreamlineprocurementprocessesandoutcomes.
2010‐PRESENT:STATEOFINDIANA,DEPARTMENTOFADMINISTRATION(IDOA)Ms.KremerservesasaprocurementconsultanttoIDOA,schooldistricts,publicandacademiclibraries,cities,towns,andcountiesacrossthestatetoassistIDOAinprovidingacollaborativeprocurementprogrambenefittinglocalgovernmentthroughimprovedaccesstostatecontracts.Ms.Kremermanagesprojectcommunications,analyzesdataforpotentialpurchasingopportunities,providessourcingexpertiseandoversightfortheexecutionofcategoriessourcedcollaborativelybythestateandK‐12schools,andprovidesprojectvisibilitytotheproject’sexecutivesponsors.Additionally,Ms.Kremerservedasprojectmanagerforastatewideprocurementorganizationassessmentfollowedbythedevelopmentofaneworganizationstrategy.Mostrecently,Ms.KremerprovidedprocurementexpertiseforaK‐12statewidestudentassessmentsprocurementwiththeDepartmentofEducationandaprocurementtomanageandenhancethestate’swebportalwiththeOfficeofTechnology.
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2016:STATEOFINDIANA,PURDUEUNIVERSITYMs.KremerservedastheprojectmanagerforthetrainingofPurdueUniversity’sprocurementstaffonsix,half‐daytrainingmodulesencompassingawide‐rangeofbestpracticesinstrategicsourcing.Inadditiontoleadingthedevelopmentandcustomizationofthesuiteoftrainingmodules,Ms.Kremerco‐ledthetrainingofPurduestaffonthePrinciplesofStrategicSourcingandStrategicPlanninginPublicProcurement.
2013:STATEOFINDIANA,PURDUEUNIVERSITYMs.KremersupportedPurdueUniversity’sRFPforPrintMailServicesbyassistingtheirprocurementstaffwithcostevaluation,negotiations,andcostandsavingsanalysis.ShecontinuestosupportPurdue'sprocurementdepartmentbyconsultingandofferingstrategicadvicetoProcurementleadershiponnewprocurementsandinitiatives.
2010:STATEOFINDIANA,FAMILYANDSOCIALSERVICESADMINISTRATION(FSSA)Ms.KremerservedasaprocurementconsultanttoIndianaFSSAandIndianaDepartmentofAdministration(IDOA)astheinter‐agencyliaisononsocialservicesprocurements.Ms.KremerandtheIkasoteammanagedtheday‐to‐dayprocurementresponsibilitiesduringaninterimtransitionperiodanddocumentedtherole’sresponsibilities,assessedtheskillsofin‐housecandidates,anddeliveredtrainingmodulesonstrategicplanningandcontractnegotiationsforvendormanagementandprocurementstaff.
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AVendorshallprovideabriefhistoryofitscompany,toincludethenameandlocationofthecompanyandanyparent/subsidiaryaffiliationwithotherentities.IkasoConsulting,LLC(“Ikaso”)isaleaderinpublic‐sectorprocurementandcontracting,withafocusonstatewideprocurementtransformation.Ikasoisdifferentiatedbyourdeeppublic‐sectorprocurementexpertise,detailedexperiencenavigatingcomplexinitiativesthoughtfullyandquickly,andaproventrackrecordofsuccessfulprojectsworkingincollaborationwithgovernmentexecutives,managers,andstakeholdersatalllevels.Ourextensiveunderstandingofstateprocurementprocessesandbestpractices,includinglaws,regulations,policies,procedures,staffing,trainingandtechnology,enableustofunctionasstrategicadvisorswithakeeneyefordetails.Furthermore,weunderstandtheoperationalneedsofstategovernments,legislativeconsiderations,andthepracticalimplicationsofprocurementorganizationsthatservestateagenciesandconstituents,andinvitescrutinyfrommultiplestakeholders.Thisuniquecombinationofskillsandexperienceenablesustodeliverexceptionalvaluetoourclientswithoutanyadditionalparentorsubsidiaryaffiliationswithotherentities.WeareaLimitedLiabilityCorporation(LLC)organizedinthestateofCaliforniaonAugust12,2008.Weare100%ownedbyMs.ReikoOsaki,ourPresidentandCEO.Forthepastnineyears,ourpublic‐sectorconsultingprofessionalshaveworkedwithclientstoleadandexecutestatuteandcodereviews;businessprocessassessmentandre‐engineering;procurementorganizationreviews;opportunityassessments;strategicsourcingprojects;contractreviews;andchangeimplementationsforincreasedefficiency.Ourprincipalplaceofbusinessislocatedat:1001BayhillDrive,Suite200SanBruno,California94066Asafirm,Ikasohasatight‐knitcultureofcollaborationandteamwork.Manyofourteammembershaveworkedtogetherforoveradecade,withsomemembershavingworkedtogetherforover15years,pre‐datingtheirtenureatIkaso.IfaVendorisutilizingtheservicesofasubcontractor(s)foranyoftheservicecomponentslisted,theVendorshallincludeinitsproposalresponseabriefhistoryofthesubcontractor’scompanytoincludetheinformationrequestedherein.Ikasodoesnotintendtoutilizetheservicesofasubcontractorforthiscontract.OurrelianceonourownW‐2staffensuresfullcontroloverresourcededication,workquality,andeliminationofanyquestionsofconflictofinterest.
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Abriefprofessionalhistory,includingthenumberofyearsofexperienceinprocurementprocessconsultingorrelatedexperienceandanyprofessionalaffiliationsandtradeaffiliations.Ikasoisaleaderinpublic‐sectorprocurementstrategy,design,andreform,havingbeenformednineyearsagowiththissolefocus.Wehave19consultantemployeeswhohaveover130combinedyearsofpublic‐sectorprocurementandconsultingexperienceacross18states,includingrelevantrecentexperienceinArkansas,andhavecreatedover$740millionintotalcontract‐lengthsavingsforclients.However,Ikaso’steammembersaddvaluebeyonddollarsavings:weworkwithourclientstohoneamoreefficientprocurementprocesses,topromotetheutilizationofbestpracticesgleanedfromourexperience,andtoensurethealignmentoflaws,regulations,andprocedures.Simplyput,wetailorourapproachtoeachofourclientstomeettheirpriorities.
BelowisamapshowingIkasoteammembers’experienceworkingwith18differentstates:
Ikaso’steammembersbringsignificantvaluethroughourextensiveunderstandingofstateprocurementorganizations,operations,andprocedures.Wehaveprovidedservicesinmanydifferentaspectsofprocurement‐relatedmanagementconsulting,includingthefollowing:
Statute,Rule,Policy,andProcedureAssessment:Reviewandimprovementrecommendationsforprocurementlaws,regulations,policyandprocedures
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OperationsAssessment:Businessprocessassessment,contractportfolioreviewandanalysis,spendanalysisandreporting
ProcurementStrategyandExecutionSupport:End‐to‐endprocurementexecution,RequestforProposal/Qualification(RFP/RFQ)development,pricingstrategy,negotiationsstrategyandfacilitation,protestmitigationstrategy,strategicsourcingimplementation,contractanalysis,benchmarking
OrganizationAlignment:Organizationstrategy,design,implementation,andtraining ContractManagementSupport:Contractmanagementprocessanalysis,contract
monitoring,savingsvalidationprogramandtools ProjectManagement:Procurementprojectmanagementandvendormanagement
TheIkasoteamhasauniqueblendofextensivepublicprocurementexpertiseandmanagementconsultingexpertisethatenhancesourvaluetoourclients.Ourexperiencedprofessionalsfocussolelyonpublic‐sectorworkandhavethecapacityandcapabilitytodiligentlyandeffectivelyservetheSubcommitteeandBLRonthiscontract.WecanserveastrustedadvisorsinavarietyofcapacitiesdependingontheSubcommittee’sneeds,asourexperiencedemonstratesourabilitytosupportthefullspectrumofprocurementprojects.Ikasoisdifferentiatedbyourbreadthofgovernmentexperienceandabilitytoaddressclientandstakeholderneeds.Ourhistorycontainsaproventrackrecordofsuccessfulprojects,exceptionallypositiveclientreferences,andsignificantvaluecreatedforeachofourclients.Ourteam’squalificationsandexperienceareastrongfitforthiscontract.Inthecourseofourprojects,wehaveanalyzedandimprovedprocurementlaws,regulations,andpolicies,supportedend‐to‐endprocurements,andconductedorganizationalanalyses.Wehavealsoprovideddataanalysis,projectmanagement,andmarketing/communicationssupport.Moreinformationonourworkoncomparableprojectsisprovidedlaterinthisproposal.IkasohasbeenworkinginArkansassinceJuly2016underaprocurementsupportcontractwiththeOfficeofStateProcurement(OSP).ThisexperiencehasprovideduswithastrongunderstandingofArkansas’existingprocurementlaws,regulations,andpoliciesbutwithnoexistingbiasassociatedwithhavingalreadyinfluencedprocurementpolicieswithinthestate.Wealreadyhaveideasforhowtoimprovetheprocurementprocess(specificallyintheareasofevaluationteammanagement,proposaldesignandscoring,andprotestregulationenhancement)andwouldwelcometheopportunitytosharethesethoughtsduringtheSeptember13presentation,ifinvited.
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Alistingofcurrentaccountsandthelongevityofthoseaccounts.Thelongevityofmanyofourcurrentaccountsinventoriedbelowspeakstoourstrongperformanceanddedicationandresponsivenesstoclientneeds.Tothatend,weareabletoofferadditionalreferencesbeyondthethreefurnishedlaterinthisproposal.Business/Client ProjectScope ProjectLongevity
IndianaFamilyandSocialServicesAdministration(FSSA)
End‐to‐EndProcurementSupport,ContractNegotiations,andContractPerformanceEvaluation
August2008–Present(Longevity:9years)
IndianaDepartmentofAdministration(IDOA)
StrategicPlanning,ProcurementBusinessProcessAnalysis,andEnd‐to‐EndProcurementSupport
September2010–Present(Longevity:7years)
TennesseeDepartmentofGeneralServices(DGS),CentralProcurementOffice
PublicProcurementTransformationConsultingProject
May2011–Present(Longevity:6years)
IowaDepartmentofHumanServices(DHS)
End‐to‐EndProcurementSupport&Agency‐WideProcurementProcessReview
February2015–Present(Longevity:2years)
SouthCarolinaStateFiscalAccountabilityAuthority(SFAA),DivisionofProcurementServices(DPS)
ProcurementBusinessProcessAnalysis,ImprovementRecommendations,andImplementationSupportServices
March2015–Present(Longevity:2years)
ArkansasOfficeofStateProcurement(OSP)
ProcurementExecutionSupport July2016‐2017(Longevity:1year)
ArkansasDepartmentofHumanServices(DHS)
ProcurementExecutionSupport February2017–Present(Longevity:lessthanayear)
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Anorganizationalcharthighlightingthenames/positionsthatwillbeinvolvedinthecontract,includingtheindividualwhowillbeprimarilyresponsibleformanagingtheaccountonaday‐to‐daybasis.Ikasocarefullystructuresprojectteamswiththerightmixofresources,skills,andexpertisetomatchthespecificscopeofworkrequestedbyeachclient,withacommitmenttosupportinitiativesforaslongasnecessarytoensuresuccessfulimplementationandtangibleresults.Forthisparticularengagement,weareproposingastructurethatwillleverageourteam’sassetsandleadtosuccessfulandtimelyprojectoutcomes.
Ourproposedprojectmanager,Mr.MatthewLewis,willapplyhisextensivepublicprocurementknowledgetobestplanandmanagetheprojectcontemplatedbythisRFP.Hewillstructureprojectteamswiththerightmixofresources,skills,andexpertisetomatchthespecificscopeofwork,withacommitmenttosupportinitiativesforaslongasnecessarytoensuresuccess.Astheprojectmanager,Mr.Lewiswilldirectlyexecuteoroverseethetasksrequiredforthecontractandwillberesponsibleformanagingourconsultingresourcesandtheaccountonaday‐to‐daybasis.Inplanningefforts,hewillworkwithMs.ReikoOsaki,Ikaso’sPresidentandCEO,toensureaproperlystaffedteamthroughouttheproject,includingstaffingadjustmentsasneedediftheworkloadincreasesunexpectedly.Additionally,Mr.TomArnoldhasledoradvisedIkaso’sprocurementlaw,regulation,policy,andprocedureworkacrossourportfolioofprojects,includingsimilarprojectsforTennesseeandSouthCarolina.HealsoledtheruledevelopmenteffortsinTennesseetoimplementIkasorecommendations,aswellastheworktodevelopanewprocurementorganizationfortheCPO.Hewilloverseeprojectstrategyandreviewprogressoneachworkstreamoftheworkplantoensuretimelinesaremetanddeliverablesarecompletedsatisfactorily.
Twoadditionalconsultantswillassisttheprojectteamwithresearchandanalysis.Theseconsultantswillcomewithexperienceondirectlyapplicableprojectsinmultiplestates(includingArkansas).ThetightknitcultureofIkasoensuresthereisconstantcommunicationandalignmentamongtheteam,whichhelpsavoidtherisksinherentwithsubcontractorarrangements.
Theteamwillalsobesupplementedwithtwoprojectadvisors: Mr.UdayAyyagari(DirectorwithprocurementreformanddirectArkansasexperience) Ms.ErinKremer(Managerwithprocurementreformexperienceandformerstate
ProcurementDirector)Forfurtherclarificationfortheproposedteamforthisengagement,pleaserefertotheorganizationchartbelow:
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AnoutlineoftheVendor’soremployees’experienceinprocurementprocessassessment,research,andreporting.Asaresultofourwork,severalsuccessfulstateprogramsoperatetodayunderregulations,policies,orprocessesdevelopedwiththesupportoftheIkasoteam.Asnotedbelowandinstaffresumes,Ikasohasextensiveexperiencewithprocurementprocessassessment,research,andreportingonprojectsdirectlyalignedwiththisscopeofwork.OurworkinTennessee,SouthCarolina,andIndianaarethemostpertinentexamples,thoughourfocusonpublicprocurementmeansthateveryprojectwetakereliesonakeenunderstandingofprocurementprocessesandtheabilitytoreportfindingstoourclients.Ourexpertiseinpublic‐sectorprocurementmakesthecontentofourdocumentsbest‐in‐class,andourdeepexperienceworkingwithandtrainingstateprocurementpersonnelmakesourdeliverablesuser‐friendly.WewillapplyourextensiveprocurementprocessconsultingexpertisetoourexistingknowledgeofArkansas’procurementpoliciestoprovideacomprehensivereviewofthecurrentstateofprocurementlaws,regulations,andproceduresandimportantrecommendationsforlegislativechanges.
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RepresentativeoutputthatdemonstratesIkaso’sexperiencewithprocurementprocessassessment,research,andreportingincludethefollowing.Insomecases,wehaveincludedsamplesnapshotsfortheState’sreferencefurtherinthedocument.
Ikaso’sdevelopmentofrecommendationsforchangestoTennessee’sprocurementlaws,regulations,policies,andprocedures,followingalegislatively‐mandatedconsolidationofstateprocurementandthecreationofanewCentralProcurementOffice(pleaseseeClientWorkExample#1inalatersection).Thisworkincludedconductinglawdraftingsessionsforamodernizedandconsolidatedprocurementstatute.
Ikaso’smanagementoftheruledraftingprocessfornew,consolidatedprocurementrulesforTennesseeundertheaforementionedconsolidationofstateprocurement.
Ikaso’sdevelopmentofprocurementpolicymanualsforSouthCarolina,Tennessee,andIndiana.
Ikaso’sdraftingofproceduralmanualsforIndiana’sMinorityandWomenBusinessEnterpriseDivision.
Afullexplanationofstaffing,functions,andmethodologytobeusedinareasofprocurementprocessassessmentandaccountmanagement,identifyingspecificallythepersonnelthatwillbeassignedtotheaccount.AllsuchpersonnelaresubjecttoSubcommitteeapproval.Describeanystafffunctionsthatareconsidereduniquetotheaccount.ProjectStaffing,FunctionsandMethodologyTheteamidentifiedaboveinthestaffdescription,organizationchart,andfurnishedresumeswilldrawuponitsdeepprocurementexperiencetoservetheSubcommitteeinthefulfillmentofitsobjectives.Mr.Lewis,Mr.Arnold,andtheadditionalconsultingresources(withthecontinuoussupportandadvisementofMs.Osaki,Mr.Ayyagari,andMs.Kremer)willfollowthebelowmethodology.Eachteammemberwillbeinvolvedineverystepoftheprocesstoensurethatourexpertiseisfullyleveraged.Specifically,theteamwilladheretothefollowingmethodology,developedforthisprojectbasedonourexperiencewithprevioussimilarengagementsforotherstates:
Step1:IdentifytheProjectContextthroughKeyStakeholderInterviewsStepTiming:ProjectWeek1
BeforeIkasocanreviewasinglelineofArkansas’statutesorcodeswemustfirstunderstandtheobjectivesandgoalsoftheSubcommitteeandtheBLR.HavetherebeenparticularfailedprocurementsthatcametotheSubcommittee’sattention?AreagenciesthroughouttheStatecomplainingaboutcertainaspectsoftheprocurementprocess?Arecertainindustriesallegingalackofprobity,fairness,ortransparencyintheState’sprocurementprocess?ThecontextoftheissuanceofthisRFPwillhelpinformIkaso’snextsteps.
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Step2:IdentifyandConfirmtheFullScopeofWrittenMaterialsforReviewStepTiming:ProjectWeek2
Thebodyofwrittenprocurementguidanceinagivenstatetypicallygoesbeyondtheenablinglaws,regulations,formalpolicies,andproceduredocumentation.Mostprocurementdepartmentshavesubject‐specificmemoranda,informalguidance,frequently‐usedtemplates,andadministrativeagencyopinionswhichallshapetheconductofthestate’spurchasers.Thereisalsooftenvalueinreviewinganyspendanalysisdataavailableandasamplingofprocurementproteststogleananyreoccurringthemes.ItiscriticalthatIkasoworkwiththeSubcommitteetocomprehensivelyidentifyanywrittenorpublishedmaterialordatawhichmayinfluenceorcontroltheState’sprocurementpractices.
Step3:CollaboratewiththeSubcommitteetoDeveloptheProjectFrameworkStepTiming:ProjectWeek3
Armedwithanunderstandingofprojectcontextandaninventoryofwrittenmaterialsanddataforreview,IkasowillworkwiththeSubcommitteetodevelopaProjectFramework.ThisFrameworkwillmemorializethespecificgoalsoftheSubcommittee,suchas–usingpastclientexamples–“EnsureProcessTransparency”or“MaximizeSavingsCreation”.Thepurposeistoensurethatallstakeholderscanrecognizeandappreciatethedirectiontheworkwilltakeandmakesurethatallworkisalignedwiththedesiredoutcomes.Withthiscommonvocabularyestablished,IkasocannotonlykeeptheSubcommitteeapprisedofitsprogress,butcanalsoquicklyexplainitsinterimfindingsthroughthismutuallyagreeduponFrameworkinawaythatislogicalandclearforallpartiesinvolved.
Step4:ReviewofWrittenMaterialstoIdentifyDeficienciesandImprovementAreasStepTiming:ProjectWeeks4through8
WiththecomprehensiveinventoryestablishedinStep2andtheFrameworkdevelopedinStep3,Ikasowillthenundertakeathoroughandstructuredreviewofallwrittenmaterialsanddata.ThisreviewwillrevealtheintendedprocurementprocessesandparadigmsoftheState,aswellasanyinconsistenciesthatmayexistamonglaws,regulations,andpolicies.TheProjectFramework,appliedinconnectionwithIkaso’sextensiveprocurementexpertise,willsupportidentificationofanymisalignmentwiththeultimategoalsoftheState.
Step5:CollaboratewiththeSubcommitteetoIdentifyaCross‐SectionofProcurementStaffandCustomersforStructuredInterviewsStepTiming:ProjectWeek9
AsnotedinStep4,astate’swrittenprocurementguidanceilluminatestheintendedprocurementmethodsandpractices.However,ineverystatewhereIkasohasworked,wehavenoteddifferences(sometimesdrastic)betweenwhatisintendedandactualpractices.Oftenthesedisconnectsarethesourceofastate’sprocurementproblems.Thebestwaytolearnabouttheactualpracticesisthroughinterviewingstatepersonnelandkeystakeholders.
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IkasowillcollaboratewiththeSubcommitteetodeveloparosterofProcurementStafftointerview.Thisrosterwillincludekeyprocurementpersonnelaswellasarepresentativesamplingofindividualswhoseday‐to‐dayactivitiesgreatlyimpactprocurementexecution.Additionally,IkasowillcollaboratewiththeSubcommitteetodeveloparosterofprocurement“Customers.”TheseCustomersaretheagenciesanddivisionsoftheStatewhichrelyupontheState’sprocurementcapabilitiestoobtaingoodsandservicesfromtheprivatesector.Finally,atthedirectionoftheSubcommittee,IkasocanalsospeaktorepresentativevendorsintheindustriesidentifiedbytheSubcommitteeinthisRFP(legal,architectural,engineering,constructionmanagement,andlandsurveying)aswellasanyotherindustryorprofessiondeemedmaterialbytheSubcommittee.InterviewsofmembersfromtheseprofessionswillallowIkasotoservetheSubcommittee’sstatedobjectiveofanalyzingtheimpactoftheprocurementprocessontheseindustries.
Step6:DevelopInterviewGuidesStepTiming:ProjectWeeks9and10
WiththerostersinhandfromStep5,acomprehensiveunderstandingoftheintendedprocurementprocessesgainedfromStep4’sreview,andtheFrameworkdevelopedinStep3,IkasowillthenpreparedetailedInterviewGuidesforeachoftheindividualslistedontheStaff,Customer,andIndustryrosters.TheSubcommitteemaychoosetoreviewandapproveanyorallofthesematerialspriortotheiruse.Meanwhile,Ikasowillalsotakethistimetoschedulealloftheplannedinterviews.
Step7:ConductTargetedProcurementStaffInterviewsStepTiming:ProjectWeeks11through20(withabreakininterviewsduringtheThanksgivingandChristmasholidays)
IkasowillusetheInterviewGuidesdevelopedinStep6tointerviewtherosterofprocurementprofessionalstoidentifytheactualprocurementpractices.IkasowillalsoaskeachindividualwhattheythinkcouldbedonetoimprovetheState’sprocurementprocessbecauseoften“front‐line”individualshavegoodideaswhichtheyhavenotbeenabletoshare.
Step8:ConductTargetedProcurementCustomerInterviewsStepTiming:ProjectWeeks11through20(withabreakininterviewsduringtheThanksgivingandChristmasholidays)
Next,IkasowillinterviewtheCustomersofStateProcurementtoseehowtheirneedsmayormaynotbemet.TheCustomersmayalsoshedlightonprocessorpolicyimprovementswhichcouldleadtobetterresults.
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Step9:ConductTargetedIndustryInterviewsStepTiming:ProjectWeeks11through20(withabreakininterviewsduringtheThanksgivingandChristmasholidays)
Finally,IkasowillinterviewtheselectindustryrepresentativestodeterminetheimpactoftheState’sprocurementprocessesonkeyindustries.
Step10:DevelopandDeliverReportofFindingsandRecommendationsStepTiming:ProjectWeeks21through26
AfterthecomprehensivedocumentationreviewtodeterminetheState’sintendedprocurementpractices,thethoroughanddiverseinterviewresults,andapplyingourexpertisegleanedfromexperiencesinotherstates,IkasowilldevelopawrittenreportofourfindingsandrecommendationstotheSubcommittee.WeanticipatedeliveringthereportinMarchof2018.ThesefindingsandrecommendationswillbeframedinthecontextofthegoalsarticulatedintheFrameworkfromStep3.Thisreportshallinclude,ataminimum:
SuggestedimprovementstotheState’slaws,regulations,andwrittenpolicieswithanemphasisonsuggestionsproventobeeffectiveinotherstates
Identificationofanyinconsistenciesthatmayexistamonglaws,regulations,policies,andprocedures
Observationsofanybreakdownsinthecurrentpractices,includingtheirrootcause Observationsofanyunintendedconsequencesofanywrittenconstraintsorrequirements Suggestedimprovementstopracticesorprocedures,whichmaynotrequireastatute,
regulation,orpolicychange,butmaynonethelesspaymaterialdividends Anypractices,developedovertime,whichdepartfromtheintendedprocessesorarethe
unintendedconsequencesofcertainrequirements(AnexamplenotedfromourpriorexperienceinArkansasisthefactthatthe30‐daymaximumsolicitationpostingperiodcontemplatedbyArkansasCodeAnnotated§19‐11‐229(d)hasattimesnecessitatedthepostingof“draft”RFPstofulfilllongerfederally‐mandatedpostingrequirementsforcertainprocurements)
ThereportwillinitiallybedeliveredindraftformtoensurethattheSubcommitteemaybecomfortablewiththematerialbeforeafinalreportisissued.
Step11:ContinuetoProvideOn‐GoingSupporttoSubcommitteeStepTiming:AsNeededthroughDecember2018
IkasounderstandsthatitsresponsibilitiestotheSubcommitteedonotendwiththedeliveryofitsreportoffindings.ThisRFPseekstoestablishanongoingrelationshipwherebytheconsultantcancontinuetosupportandadvisetheSubcommitteeasitconsidersprocurementmattersupuntiltheSubcommittee’sdeliveryofitsreportinDecemberof2018.WhetherwearesupportingtheSubcommitteeindraftinglegislation,servingasaSubjectMatterExpertforadhocrequests,orassistingtheSubcommitteeintheactualdraftingofitsfinalreport,IkasowillremaincontinuouslyavailabletoservetheSubcommitteeinwhatevercapacitytheSubcommitteerequires.
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Foragraphicalportrayalofthesestepsandtheirtiming,pleaseseethefollowingproposedworkplan:
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AccountManagementIkasounderstandstheimportanceofaccountmanagement.Inouropinion,thekeystosuccessfulclientrelationshipsareResponsivenessandTransparency.Responsiveness:Ikasowillensurethatitsprojectteamandcompanyleadershipareavailabletelephonically,overemail,andinpersonwhenrequired.Ourclientsareourtoppriority,andweencourageyoutoaskourreferencesaboutIkaso’sdedicationandresponsiveness.Transparency:Ikasobelievesthataclienthasarighttoremainapprisedoftheworkitsvendorsareperformingatanygiventime.Ikasowillmaintainadetailedprojectplangoverningtheproject’stasksanddeliverables,theallocatedresources,theprojectresourcesexpendedandremainingunderthecontract,andanyothermaterialconsiderationsorconstraints.Atourmonthlyupdatemeetings,duringotherperiodicupdatecalls,orattherequestoftheSubcommitteeortheBLR,IkasowillreviewtheprojectplantoensurethattheSubcommitteeknowsthestatusoftheprojectatalltimes.Mr.Lewiswillalsobeavailableasaday‐to‐daycontact.AdetaileddescriptionoftheplanforassistingtheSubcommitteeinmeetingitsgoalsandobjectives,includinghowtherequirementswillbemetandwhatassurancesofefficiencyandsuccesstheproposedapproachwillprovide.Ikaso’sFrameworkandProjectMethodologywillensurethesuccessfulandefficientdeliveryofservicesonthisengagement.Step3oftheMethodologytasksIkasowithcollaboratingwiththeSubcommitteetodevelopaProjectFramework.Asnotedabove,theFrameworkwillmemorializethegoalsoftheSubcommitteeinamannerthatallinterestedstakeholderscanunderstandandrecognizeasrelevantandvaluable.TheseinturnwillinfluenceallworkproductpreparedandstepssubsequentlytakenbyIkaso.Forexample,ifaprojectgoalwere“EnsureProcessTransparency”fortheStatethroughitsprocurement,thisgoalwouldpermeateeverythingIkasodoes.WhenIkasolooksatastatute,wewouldcriticallyanalyzehowthatstatuteadvancesorhindersthegoalofprocesstransparencyfortheState.WiththeinterviewsIkasoconductstherewouldbeaseriesofquestionsfocusedondetermininghowprocesstransparencygoalisprioritized,measured,ordisregarded.InthepreparationofourReportofFindings,IkasowillensurethereporttouchesuponeachoftheFramework’sgoalsandtheobservationsandrecommendationsrelatedthereto.Thus,byarticulatingtheSubcommittee’sgoalsintheformalProjectFramework,IkasowillensurethegoalsaremetbyusingtheFrameworktoguideallofitsworkandorganizeitsfindingsandrecommendations.ThefindingsandrecommendationswillhavefurtherresonancethrougheasyassociationwiththeProjectFramework’sunderstandableandappropriateobjectives.TheaboveMethodologyandtheFrameworkalsoensureprojectefficiency.TheMethodologyrequiresIkasotoconfirmwiththeSubcommitteetheprecisematerialswewillreview(Step2),thespecificindividualstointerview(Step5),andthecontentofthoseinterviews(Step6).This
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ensuresthatIkasoonlyperformsworksanctionedbytheSubcommittee,avoidingpotentiallycostlydeadendsandresearchoflowvaluetotheState.TheSubcommitteewillremaincontinuouslyapprisedofourprogressthroughcommunicationandregularmeetings,providingtheopportunitytocollaboratewithIkasoonadjustingtheproject’scourse.ByidentifyingtheprojectgoalsintheFramework,andmaintainingSubcommitteeinvolvement,IkasocanfocusitsenergiesinreviewingandinterviewingtoachievetheSubcommittee’sexpressedintentionsAnindicationofhowsoonafterthecontractawardthepersonnelnamedwouldbeavailableandindicateanypossibleschedulingconflictsthatmightexistduringtheperiodofthecontract.AnyotherlimitationsontheavailabilitytoperformunderthisRFPortoattendmeetingsmustbefullyexplained.IfawardedthisContract,Ikasoisavailable(andplans)tobeginworkimmediatelyonthisengagement.IkasocommitstoattendinganyandallSubcommitteemeetingsanddoesnotforeseeanyschedulingconflictsinthecompletionofthisworkortheavailabilityofproposedstaff.TheproposedworkplanisalsodesignedtorespectfamilytimeduringtheholidayseasonandattemptstobereasonableinthedemandsitplacesontheSubcommittee,BLR,andStateresources.AnindicationofthetimeframetheVendorwouldrequiretoassisttheSubcommitteeinmeetingitsgoalsandobjectives.Intheabovesections,IkasoproposedtoresearchandprepareitsReportofFindingsandRecommendationsinsixmonths.ThistimeframewasselectedbecauseitgivesampleopportunityforIkasotoperformitsdutieswhilestillallowingamaterialamountoftimeafterthereport’sdelivery(inMarchof2018)fortheSubcommitteetorequestadditionalinformation,research,orsupportduringtheremainderofthecontemplatedContractterm.However,whileIkasohasproposedasix‐monthtimeframe,ourtimingcanbecompressedorextendedbasedontherequestoftheSubcommitteeattheoutsetoftheproject.WeunderstandthattheSubcommitteeistaskedwithdraftingitsownfinalreportbyDecemberof2018,andifafasterorslowerdeliverybyIkasosupportstheSubcommittee’stimeline,wearepreparedtomutuallyagreetoadjustedplansthatbetterfityourneeds.Adetailed,narrativestatementlistingthethree(3)mostrecent,comparablecontracts(includingcontactinformation)thattheVendorhasperformedandthegeneralhistoryandexperienceofitsorganization.BywayofIkaso’sgeneralhistoryandexperience,andasnotedabove,wearealeaderinpublic‐sectorprocurementstrategy,design,andreform.Wewereformednineyearsagowithasole
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focusonpublicprocurement,andhave19consultantemployeeswhohaveover130combinedyearsofpublic‐sectorprocurementandconsultingexperienceacross18states,includingrelevantrecentexperienceinArkansas.ThreecurrentclientexamplesbestdescribeIkaso’sprocurementconsultingservices:theTennesseeDepartmentofGeneralServices(DGS),theSouthCarolinaStateFiscalAccountabilityAuthority(SFAA),andtheIndianaDepartmentofAdministration(IDOA).Thescopesofthesecontractsincludereviewofprocurementlaw,regulationsandpolicy,procurementorganizationstrategydevelopment,businessprocessreview,procurementexecutionsupport,contractmanagementtooldevelopment,projectmanagement,andprocurementstafftraining.Belowaredescriptionsofthesethreeprojects.Forcontactinformation,pleaserefertotheinformationprovidedlaterintheproposalinresponsetotherequestfor“Atleastthree(3)referencesfromentitiesthathaverecent(withinthelastthree(3)years)contractexperiencewiththeVendorandareabletoattesttotheVendor’sworkexperienceandqualificationsrelevanttothisRFP.”Client1:TennesseeDepartmentofGeneralServices(DGS)ProjectDuration:2011–PresentContactName:MikePerryIkasowasawardedacontractbytheTennesseeDepartmentofGeneralServices(DGS)in2011tosupportaseriesofkeyinitiativesunderamajorprocurementoperationalefficiencyandtransformationeffortmandatedbylegislation.Aspartofthis,thestateconsolidatedtwoseparatestatewideprocurementorganizations,bringingthemtogetherunderoneleadershipstructuretobetterservebothinternalandexternalcustomers.Ikaso’stransformationrecommendationswerepresentedtoanExecutiveSteeringCommitteethatincludedtheGovernor’sChiefofStaff,keyagencyCommissioners,thestate’sComptroller,andthenewChiefProcurementOfficer.Ikaso’sfirstassignmentwastoconductathorough,top‐to‐bottomreviewofthestate’sprocurementlaws,regulations,andpoliciestoidentifyopportunitiesforimprovementundertheplannedconsolidation.Theseimprovementopportunitieswerecontextualizedbyaprojectframeworkthatwasestablishedattheoutsetwiththeproject’sExecutiveSteeringCommittee.Inadditiontoyieldingaroadmapforimprovements,thisinitiativeprovidedcriticalcontextfortheremainderoftheprocurementtransformation.Aftertheconclusionofthereview,Ikasowasengagedtosupportthedraftingofnew,consolidatedrulesfortheCentralProcurementOffice.Inparallelwiththelaw,regulation,andpolicyreview,Ikasoconductedanextensiveorganization‐wideprocurementprocessreview.Thisreviewrevealedtheproceduresandpracticesthatunderpinnedthecodifiedlawandpolicy,uncoveringadditionalopportunitiesforimprovement.Theprocurementprocessreviewincludedquestionnaires,dozensofinterviewswithprocurementandagencycustomerstaff,andanin‐depthreviewofarosterofpastprocurements.Wealsoconductedanextensivesurveyandbenchmarkprocessofpeerstatesthathadundergonesimilaroperationalefficiencyandtransformationefforts,andappliedtheIkasoteam’sexperienceinotherstates,throughout.
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Ikaso’snexttransformationinitiativewastoassesstheexistingprocurementorganizations,withaneyetowardfutureconsolidationunderthenewCentralProcurementOffice.Aspartofthisprocess,Ikasoanalyzedrequiredjobfunctionsacrossprocurementrolesandassistedthestateinassessingemployees’existingskillsets.Weleveragedourbenchmarkingofpeerstatesandourownexperiencetooutlineorganizationdesignalternatives,pros,cons,andrecommendations.OurrecommendationswerebasedspecificallyonTennesseecontextandbackground,designedtohelpputthestateonthebest‐possibleandmost‐achievablepathtosuccess.TheExecutiveSteeringCommitteeapprovedtherecommendedorganizationstructureasmeetingtheprojectobjectivesandsupportingthestate’svisionfortheneworganization.TheyapprovedfurtherengagingIkasotosupporttheimplementationoftheneworganization.Followingtheorganizationassessmentrecommendations,IkasobegansupportingtheChiefProcurementOfficer,HumanResourcesDirector,andControllerastheyoperationalizedtheneworganizationstructure.Ikasosupportedthedevelopmentofatacticalworkplanandtimeline,translatedallHRmaterialsrelatedtotheneworganizationintoTennesseeHR‐specificformatsandrequirements,developedandpresentedareorganizationplanforauthorityagency(HRandBudget)reviewandapproval,andcreatedinterviewtemplatesandskillsassessmentscustomizedtoeachposition’sfunctionandskillleveltosupportthenewrecruitingstrategy.Inaddition,Ikasofacilitatedthehiringandorientationofnewemployeesintotheorganization.Illustratingthedepthofourimplementationsupport,IkasocreatedjobdescriptionsandconductedindustryresearchtovalidateappropriatemarketsalariesfortheHRdepartment’suseininternalandexternalrecruitingfortheneworganization.Throughouttheassessmentandorganizationrecommendationphasesofthisproject,IkasometTennessee’sobjectivestoidentifyopportunitiesanddevelopstrategicrecommendationsfortheneworganizationmodel.Inadditiontotheprocurementtransformationworkstream,IkasohasexecutedthefollowingworkstreamsforDGS: End‐to‐endsolicitationsupportforvarioushighvalueandstrategicRFPs,includingthe
developmentofanRFPforastrategicsourcingcontractor. Independentprojectoversightforthestrategicsourcinginitiative. Developmentofasavingsvalidationprocessandcomputermodeltoallowthestatetotrack
actualsavingsachievedunderthenewCPOorganization. TrainingforCPOstaff. Electroniccatalogmanagementsystemprocurement,branding,andmarketingsupport.Currently,IkasoassistsDGSwithseveralconsultingprojectsincluding:ongoingsavingsvalidation,solicitationsupport,andimplementationofthestate’sAlternativeWorkplaceSolutions(AWS)program.AspartofAWS,IkasosupportedthedevelopmentoftheDGS’ProcurementOfficepolicydocumentfortelework,mobilework,andwork‐from‐homeprograms.
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Client2:SouthCarolinaStateFiscalAccountabilityAuthorityProjectDuration:2015–PresentContactName:StacyAdamsIkasowasawardedacontracttoworkwiththeSouthCarolinaStateFiscalAccountabilityAuthority(SFAA)DivisionofProcurementServices(DPS)in2015toconductanassessmentofDPS’procurementorganizationandbusinessprocesses(inPhase1ofourproject)andofferrecommendationsforimprovement(Phase2ofourproject)guidedbytheproject’sfourframeworkcriteriaofExecutiveOversightandAdministration,CollaborationandInformationSharing,AppropriateRiskManagement,andEfficientWorkflow/ConsistentUseofBestPractices.
Phase1
Ikaso’smaindeliverableinPhase1wasanassessmentoftheentireDPSorganization,whichwaspresentedtoSFAAexecutivesandcoveredthestateofDPSanditsoperations.OurfirsttaskwastoconductananalysisofcurrentstateprocurementstatutesandDPSregulationsandpoliciestoidentifygapsorredundanciesinpoliciesundertheircontrolwhichcouldbefilledin,removed,orcurtailed.Concurrently,weconductedavolumeanalysisofprocurementsandcontractsovertwofiscalyearstoidentifyifthereweretimelagsintheprocurementprocessorifacertaintypeofprocurementwasresponsibleforanexcessiveamountofadministrativeburden.Ourteamalsodevelopedasuiteof15businessprocessworkflowmapssoexecutivesandmanagerscouldvisualizetheirprocurementprocessforeachsolicitationmethodorproceduralstep(e.g.,protests).Lastly,inordertoproperlycontextualizeandevaluateSFAApractices,webenchmarkedfivepeerstatesintheareasofprocurementorganization,training,delegationlevelsandprocess,staffandagencypersonneltraining,andprotestprocess.
Phase2
AftertheconclusionofPhase1,Ikasodevelopedasetof14actionablerecommendations,organizedandprioritizedbylevelofimpacttotheorganizationandeaseofimplementation,withdraftimplementationstrategiesandtimelines.Theserecommendationsincluded,amongothers,changestothetrainingprogram,theconsistentuseofstrategicsourcingprinciplesandbestpractices,thestreamliningoftheprotestprocessandtheadoptionofbasicguidelinestoassistprocurementmanagerswiththeselectionofasolicitationmethod.
CurrentWork
BasedonthesuccessofIkaso’sperformanceanddeliverables,IkasowasengagedtosupporttheimplementationofseveralkeyrecommendationsincludingtheprocurementofaSpendAnalysisvendorwhichanalyzedenterprise‐widespendincludinghighereducationinstitutions,trainingDPSstaffonstrategicsourcingprinciples,anddraftinganewprocurementmanualbasedonnewlyreformedorupdatedbusinessprocesses.IkasocontinuestoprovidesupporttotheSFAA/DPSexecutiveteamonstrategicinitiativesandrecommendationimplementation.
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Client3:IndianaDepartmentofAdministration(IDOA)ProjectDuration:2010–PresentContactName:JessicaRobertsonSince2010,IkasoConsultinghasbeenengagedtoprovidestrategicadvisoryandpurchasingexecutionsupportfortheIndianaDepartmentofAdministration(IDOA).Ikaso’sscopeofworkincludesthefollowingservices:
Ruleandpolicydevelopmentsupport,includingintheareasofprotestprocedures,evaluationandscoringprotocols,andthecreationofaveteran‐ownedbusinessenterpriseprogram.
OrganizationalstrategydevelopmentandsupportfortheDeputyCommissionerandCommissioner.
End‐to‐endprocurementlifecyclesupportunderacoordinatedpurchasingprogramforthestate,counties,cities,towns,K‐12schools,andlibraries.Thisentailssolicitationdevelopmentandprocesssupportforgoodsandservicescontractsutilizedacrossthestate.ExamplecontractsincludeDrugandAlcoholTestingServices,HardCopyandE‐BookCollections,IndustrialSupplies,K‐12StudentAssessments,OfficeFurniture,OfficeSupplies,PaintandPaintSupplies,PestControl,PrintMailOperation,SoftwareResellerServices,VehicleAccessories(BodyPartsandMaintenance),andVehicles.
ProjectandprocurementsupportforIndiana’swebportal(IN.gov). Designandimplementationsupportforacompliancesystemforthestate’ssupplier
diversityprogram. Strategicsourcingtrainingforprocurementstaff.
Mostrecently,Ikasoconductedanassessmentofthestatewideprocuremententerpriseandofferedrecommendationsonhowtoachievetheprojectgoals:
Standardizeprocurementbusinessprocessesthatincludestrategicsourcingandvendormanagementbestpracticesacrosstheenterprise.
CreateefficienciesbyleveragingIDOAandagencyprocurementresourcesacrosstheenterprise.
EffectivelyleveragePeopleSoftERPtechnology. Maximizeinsightintospenddetailforforecastingpurposesandtoreducemaverick/rogue
spend. Maximizesavings. Enhanceproactivecollaborationwithagencypartners. Cultivateanorganizationstrategywhichprovidesexecutiveinsightintoprocurement
operationsacrosstheenterpriseandsupportscontinuousreviewandimprovement.Thisassessmentwasaccomplishedbydraftingandconductingasurveyofallprocurementofficialsinthestate’slargest13agencies,developingamodelforanalyzingindividualresponses,andrecommendingacommunicationstrategyforachievingstakeholderbuy‐in.Inadditiontoprovidinganorganizationstrategy,Ikasodefinedthevariousstatutoryandregulatorychangesnecessarytoimplementtheproposedrecommendations.
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WehavesupportedthestatethroughthetenureofthreegovernorsandthreeIDOAcommissionersandcontinuetodemonstratevalueandactastrustedadvisorsinprocurement‐relatedmanagementconsultingprojects.Atleasttwo(2)samplesoftheVendor’sworkoncomparableprojects.WorkExample#1:TennesseeDepartmentofGeneralServicesThefollowingareslidespresentedtoTennessee’sDGSaspartoftheengagementprofiledaboveinthesectionrequestingasummaryofthreecomparableengagements.ThisfirstslideisanexampleoftheProjectFrameworkIkasodevelopedwithDGS(whichwewoulddevelopwiththeSubcommitteeinMethodologyStep3):
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ThenexttwoslidesareexamplesofhowthisFrameworkguidedIkaso’srecommendationsandwhatthoserecommendationsrequiredfromastatutory,regulatory,policy,orprocessupdate:
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ThefinalTennesseeexampleslideisanexplanationofhowourrecommendedchangesshouldbedirectedthroughthestate’spromulgationprocess(asanexampleofhowweworkwithourclientstohelpimplementrecommendations):
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WorkExample#2:SouthCarolinaStateFiscalAccountabilityAuthority(SFAA)ThefollowingareslidespresentedtoSouthCarolina’sSFAAaspartoftheengagementprofiledaboveinthesectionrequestingasummaryofthreecomparableengagements.ThisfirstslideisanexampleoftheProjectFrameworkIkasodevelopedwithSFAA:
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ThenexttwoslidesareanexampleofhowthatFrameworkinformedIkaso’sreviewofSFAA’sprocurementorganizationalandbusinessprocesses(thespecificfindingsthatarebroadlysummarizedintheseslideshavebeenobscuredinrespectfortheclient):
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ThisfinalslideisanexampleoftheFramework‐informedrecommendations(eachrecommendationwaspresentedindetailonasubsequentslide;likethepreviousslides,thisbroadaggregationofrecommendationshasbeenobscuredinrespectfortheclient):
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Atleastthree(3)referencesfromentitiesthathaverecent(withinthelastthree(3)years)contractexperiencewiththeVendorandareabletoattesttotheVendor’sworkexperienceandqualificationsrelevanttothisRFP.Ikasoispleasedtoprovidethefollowingthreereferencesforthisproposal.Reference1:MikePerry,ChiefProcurementOfficerTennesseeDepartmentofGeneralServices,CentralProcurementOfficeMike.Perry@tn.gov,(615)‐532‐7279Reference2:JessicaRobertson,CommissionerIndianaDepartmentofAdministration(IDOA)jrobertson@idoa.in.gov,(317)232‐3150Reference3:StacyAdams,ProcurementManagerSouthCarolinaStateFiscalAccountabilityAuthority(SFAA)sadams@mmo.sc.gov,(803)‐737‐4375Forprojectdescriptionsofeachofourthreereferences,pleaserefertoourearlierresponsetotherequestfor“Adetailed,narrativestatementlistingthethree(3)mostrecent,comparablecontracts(includingcontactinformation)thattheVendorhasperformedandthegeneralhistoryandexperienceofitsorganization.”
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AlistofeverybusinessforwhichVendorhasperformed,atanytimeduringthepastthree(3)years,servicessubstantiallysimilartothosesoughtwiththissolicitation.Erronthesideofinclusion;bysubmittinganoffer,Vendorrepresentsthatthelistiscomplete.TheVendorshoulddemonstratetheworktheVendorhasdoneforclientsduringthepastthree(3)yearsandindicatewhichindividualonitsstaffwasresponsibleforthework.ReferencedworkshouldprovideaclearindicationofthetypesofprocurementprocessconsultingservicesthatcanbeobtainedfortheSubcommittee.Asinstructed,Ikasohasincludedalistofeverybusinessforwhichwehaveperformedservicessubstantiallysimilartothosesoughtwiththissolicitationoverthelastthreeyears.Asdiscussed,thislistisentirelycomprisedofstategovernmentclients.Business/Client ProjectTitle Project
LengthProjectDescription Staff
ResponsibleTennesseeDepartmentofGeneralServices(DGS),CentralProcurementOffice
PublicProcurementTransformationConsultingProject
May2011–Present
Comprehensiveconsolidation,restructuring,andprocessimprovementprogramforthenewly‐createdCentralProcurementOffice,including:developmentofnewprocurementrulesandpolicy;designandimplementationofaneworganizationstructure;independentoversightforthestate’sstrategicsourcingproject;trainingofstatestaff;strategicprocurementandnegotiationssupport;savingsvalidationsupport
ReikoOsaki,
TomArnold,
UdayAyyagari,
ErinKremer,
DemitriTarabini
TennesseeDepartmentofGeneralServices(DGS),RealEstateAssetManagement(STREAM)
Review,Recommendation,andImplementationConsultingProject
November2012–June2013
ExtensiveSTREAMorganizationreview,includingacompleteassessmentofbusinessprocessesandfunctionalworkstreams;
ReikoOsaki,
TomArnold,
ErinKremer
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recommendationsforimprovement
SouthCarolinaStateFiscalAccountabilityAuthority(SFAA),DivisionofProcurementServices(DPS)
ProcurementBusinessProcessAnalysis,ImprovementRecommendations,andImplementationSupportServices
March2015‐Present
Assessmentofprocurementorganizationandbusinessprocessesandrecommendationsforimprovement
ReikoOsaki,
TomArnold,
ErinKremer,
DonnaVillamil,
DemitriTarabini
IndianaDepartmentofAdministration(IDOA)
StrategicPlanning,ProcurementBusinessProcessAnalysis,andEnd‐to‐EndProcurementSupport
September2010–Present
Supportforacoordinatedpurchasingprogramandstrategicsourcing;systemdesignandimplementationsupportforacomplianceandpaymentauditingsystem;strategicsourcingtraining;disadvantagedbusinessenterprisestrategyandoperationssupport;statewideprocurementorganizationassessmentandorganizationstrategydevelopment
ReikoOsaki,
TomArnold,
ErinKremer,
DemitriTarabini
IndianaFamilyandSocialServicesAdministration(FSSA)
End‐to‐EndProcurementSupport,ContractNegotiations,andContractPerformanceEvaluation
August2008–Present
Procurementconsultingandprojectmanagementservices;vendormanagementandgrantfinancialtracking;contractorganization/workflowassessment
ReikoOsaki,
TomArnold,
UdayAyyagari,
MattLewis,
DonnaVillamil,
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KentaroMatsuura,
MaggieNovak
OregonDepartmentofAdministrativeServices(DAS)
ProcurementImprovements
March2013–July2013
Organization‐wideprocurementprocessreview,la,regulation,andpolicyreview;strategicsourcingreview;recommendationsforimprovement
ReikoOsaki,
TomArnold,
ErinKremer,
BrienneWright
IowaDepartmentofHumanServices(DHS)
End‐to‐EndProcurementSupport&Agency‐WideProcurementProcessReview
February2015–Present
End‐to‐endprocurementsupportformajorMedicaidandChildWelfarecontracts,andagency‐wideprocurementprocessreview
ReikoOsaki,
TomArnold,
KentaroMatsuura,
MaggieNovak
ArkansasOfficeofStateProcurement(OSP)andDepartmentofHumanServices(DHS)
ProcurementExecutionSupport
July2016‐2017
SupportOSPinthedesignandexecutionofkeyRFPsforcriticalDHSprograms.
MattLewis,
UdayAyyagari,
DemitriTarabini,
MaggieNovak
Listoffailedprojects,suspensions,debarments,andsignificantlitigation.Ikasohasnothadanyfailedprojects,suspensions,debarments,orlitigation.AnoutlineorotherinformationrelatingtowhytheVendor’sexperiencequalifiesinmeetingthespecificationsstatedinSection3ofthisRFP.Forallofourclients,ouruniqueblendofpublicprocurementexpertiseandprogrammaticknowledgeintegratesourindividualteammemberexperiences.Ourteamincludesaformerstateprocurementdirector,consultantswithindividualyearsofdirectandrelevantexperienceexceedingadecade,andarareculminationofteammembersthathavebeenworkingtogetherfortenormoreyears.Oursingularfocusonpublicprocurementconsultingensuresourteamhasthecapabilitytoansweranyinquiriesastheyarise,activelyengageinanymeetingswithlegislative
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committees,andassistwithdraftinglegislation,regulations,policies,andafinalreport.Foreachclient,weensurethatourteamquicklybecomesveryfamiliarwiththeclient’sprocurementstatutes,regulations,policies,andbestpracticessothatweanalyzeourfindingsanddevelopdeliverablesandrecommendationsbasedoneachclient’sspecificprocurementenvironment.Ourtrackrecordacross18statesbestdemonstratesourabilitytoutilizeourexperiencetothebenefitofeachclientstateandthatstate’sprocurementlandscape.Asourworkhastouchedupontheentireprocurementprocessinavarietyofgovernmentclients,weoffertheSubcommitteeandBLRarichdepthofknowledgeaboutpublicprocurement.Demonstratingourknowledgeofpublic‐sectorprocurement,IkasocurrentlyholdsprocurementstrategycontractswithscopessimilartothisRFPwiththeIndianaDepartmentofAdministration,TennesseeDepartmentofGeneralServices,SouthCarolina’sStateFiscalAccountabilityAuthority,andIowa’sDepartmentofHumanServices.IkasoalsoholdsprocurementexecutionsupportcontractswithArkansas’OfficeofStateProcurementandtheIndianaFamilyandSocialServicesAdministration.Thesecontracts’scopesofworkincludeprocurementorganizationreviewandstrategydevelopment,procurementrulesandproceduresreviewsandrecommendations,procurementexecutionsupport,andprocurementstafftraining.Moredetaileddescriptionsofourworkfortheseclientsareprovidedearlierinthisproposal.AVendorshallprovideinformationonanyconflictofinterestwiththeobjectivesandgoalsoftheSubcommitteethatcouldresultfromotherprojectsinwhichtheVendorisinvolved.FailuretodiscloseanysuchconflictmaybecauseforContractterminationordisqualificationoftheresponse.AsnotedinourresponsetotheconflictsrequestinSection5.1,IkasoonlyprovidesprocurementconsultingservicesandhasnoalternateservicelinesordivisionswhichwouldbenefitfromprocurementreforminArkansas.Ikaso’spriorworkinArkansasallowsustobringaworkingunderstandingoftheState’sprocurementrequirementsandpracticeswhilemaintainingobjectivitybecauseIkaso’sArkansasworkallowedustolearnyourprocedureswithoutinfluencingthem.Finally,noneofIkaso’semployeeshaveanyconflictsofinterest.AVendororitssubcontractor(s)mustlistallclientsthatwerelostbetweenJanuary2014andthepresentandthereasonfortheloss.TheSubcommitteereservestherighttocontactanyaccountslistedinthissection.AVendormustdescribeanycontractdisputesinvolvinganamountofthirty‐fivethousanddollarsIkasohasnothadanylostclientsorhadanycontractdisputes.
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5.5.1:BackgroundInvestigationVendorsmustallowtheBLRtoperformaninvestigationofthefinancialresponsibility,security,andintegrityofaVendorsubmittingabid,ifrequiredbytheSubcommittee.AcknowledgeandAgree
5.6:SubcontractorIdentificationIfVendorintendstosubcontractwithanotherbusinessforanyportionoftheworkandthatportionexceedstenpercent(10%)oftheProposalprice,Vendor’soffermustidentifythatbusinessandtheportionofworkthattheyaretoperform.Identifypotentialsubcontractorsbyprovidingthebusiness’sname,address,phone,taxpayeridentificationnumber,andpointofcontact.IndeterminingVendor’sresponsibility,theSubcommitteemayevaluateVendor’sproposedsubcontractors.IkasoisprovidingaresponsetothisRFPasaprimarycontractorwithnosubcontractors.
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OfficialProposalPriceSheet(AttachmentA)Pleaseseetheseparatesealedenvelopelabeled“OfficialProposalPriceSheet.”
1001 Bayhill Drive, Suite 200, San Bruno, California 94066
1
IKASO EQUAL OPPORTUNITY POLICY
Objective Ikaso Consulting, LLC (hereafter ‘Ikaso”) is an equal opportunity employer. In accordance with applicable anti-discrimination law, it is the purpose of this policy to effectuate these principles and mandates. Ikaso prohibits discrimination and harassment of any type and affords equal employment opportunities to employees and applicants without regard to race, color, religion, sex, national origin, age, disability or genetic information. Ikaso conforms to the spirit as well as to the letter of all applicable laws and regulations. Additionally, Ikaso will take action to employ, advance in employment and treat qualified Vietnam-era veterans and disabled veterans without discrimination in all employment practices. Scope The policy of equal employment opportunity (EEO) and anti-discrimination applies to all aspects of the relationship between Ikaso and its employees, including:
• Recruitment. • Employment. • Promotion. • Transfer. • Training. • Working conditions. • Wages and salary administration. • Employee benefits and application of policies.
The policies and principles of EEO also apply to the selection and treatment of independent contractors, personnel working on our premises who are employed by temporary agencies and any other persons or firms doing business for or with Ikaso. Dissemination and Implementation of Policy The management of Ikaso will be responsible for the dissemination of this policy. Directors, managers and supervisors are responsible for implementing equal employment practices within each department. Management is responsible for overall compliance and will maintain personnel records in compliance with applicable laws and regulations.
2
Procedures Ikaso administers our EEO policy fairly and consistently by:
• Posting all required notices regarding employee rights under EEO laws in areas highly visible to employees.
• Forbidding retaliation against any individual who files a charge of discrimination, opposes a practice believed to be unlawful discrimination, or reports harassment
• Requires employees to report to a member of management any apparent discrimination or harassment. The report should be made within 48 hours of the incident.
• Promptly notifies management of all incidents or reports of discrimination or harassment and takes other appropriate measures to resolve the situation.
Harassment Harassment is a form of unlawful discrimination and violates Ikaso policy. Prohibited sexual harassment, for example, is defined as unwelcome sexual advances, request for sexual favors and other verbal or physical conduct of a sexual nature when:
• Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment.
• Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individuals.
• Such conduct has the purpose or effect of substantially interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment.
Ikaso encourages employees to report all incidents of harassment to a member of management. Ikaso conducts harassment prevention training for all employees, and maintains and enforces a policy on harassment prevention, complaint procedures and penalties for violations. Ikaso investigates all complaints of harassment promptly and fairly, and, when appropriate, takes immediate corrective action to stop the harassment and prevent it from recurring. Remedies Violations of this policy, regardless of whether an actual law has been violated, will not be tolerated. Ikaso will promptly, thoroughly and fairly investigate every issue that is brought to its attention in this area and will take disciplinary action, when appropriate, up to and including termination of employment.
AS A CONDITION OF OBTAINING, EXTENDING, AMENDING, OR RENEWING A CONTRACT, LEASE, PURCHASE AGREEMENT, OR GRANT AWARD WITH ANY ARKANSAS STATE AGENCY, THE FOLLOWING INFORMATION MUST BE DISCLOSED
is
Ikaso Consulting, LLCOsaki
1001 Bayhill Drive, Suite 200San Bruno CA
Reiko
94066 USA
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