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United States -
Environmental Protection
' Agency
Competition Advocacy
Program
Compiled by the
Office Of
Administration And
Resources Management
Office Of
Acquisition Management
June 1993
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Contents
Executive Summary i
Introduction „ 3
EPA Organization 3
Competition Results Since The
Enactment Of CICA 4
Promoting Competition 5
Dollar Goals And Accomplishments
For FY 91 7
Justifications For Other Than
Full And Open Competition .8
Functional Reviews 8
Specific Areas In Which Competition
Has Been Enhanced 10
Plans For Increasing Competition
In FY 93 18
Attachment
(FY 92 Competition Statistics) 20
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Executive Summary
FY 92 Accomplishments
The Agency established specific Fiscal Year
(FY) 92 competition goals for all major
programs. These goals were met by all except
two programs. These two programs came
within 3% of meeting their goals. The primary
reasons why these programs did not attain the
high goals set for FY 92 were the realignment
of projects within the overall programs and the
establishment of the long term contracting
strategy. Overall, EPA obligated 96 percent of
its contract dollars on a competitive basis
during FY 92 which equalled the percentage
obligated competitively in FY 90 and FY 91.
The EPA expended approximately 1.3 billion
dollars during FY 92 through the acquisition
process.
EPA obligated 98 percent of its contract
dollars for contracts in excess of $25,000
through full and open competition. Of the
small purchase dollars (actions of $25,000 or
less), 74 percent were obligated competitively.
Promoting Competition
Acquisition and program personnel at all levels
continued to challenge barriers to competition
by utilizing innovative methods of competing
the Agency's requirements and breaking apart
requirements to allow industry to be more
receptive to EPA's competitive solicitations.
The incumbent contractor advantage has been
reduced by exclusion of sources in certain
situations and will be further emphasized in
FY93.
Functional Reviews
The Agency Competition Advocate (ACA)
performed functional reviews at the Agency's
three major contract activities and contract
representatives reviewed two small purchase
activities. Justifications for Other than Full and
Open Competition (JOFOC), amount of
competition obtained for prime contract and
subcontract awards, documentation, and
awards under the 8(a) program were again
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found to meet the requirements of the
Competition in Contracting Act.
Specific Program
Accomplishments
The Agency has continued to enhance
competition through the use of innovative
procurement techniques. Contract personnel
have continually emphasized minimizing the
incumbent advantage and breaking out
statements of work if competition is to be
enhanced. When only one proposal is
received, often the period of performance is
reduced for the current award and
resolicitation of the requirement is started to
obtain better competition. Long term
contracting strategies have been utilized in the
programs. Requests for industry comments on
proposed requirements have been utilized
when time permits. Preproposal conferences
are held to communicate to industry EPA's
serious intentions for competition.
FY 93 Plans
EPA acquisition personnel and the ACA will
continue to be involved early in the acquisition
cycle. Early planning is essential to increasing
and enhancing competition. Contract personnel
will again emphasize clear statements of work
and unbiased evaluation criteria. Contracting
Officers will analyze program contracting
needs on a total program contracting strategy
basis rather than on a contract by contract
basis. The ACA and contract personnel will
continue functional reviews. The ACA will
monitor expenditure of program funds to
ensure that FY 93 competitive goals are met.
Justifications for Other than Full and Open
Competition and Acquisition Plans will
continue to be critically reviewed prior to
approval with the goal of obtaining better ___
competitions and reducing the incumbent ~~
advantage in follow-on acquisitions.
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Introduction
The Environmental Protection Agency (EPA)
continues to be at the forefront of efforts to
increase competition in Government
contracting. The EPA has always emphasized
competition in the acquisition of its
requirements, resulting in impressive savings
of taxpayer dollars and broadening the base of
contractors with which the Agency contracts.
The EPA expended a total of approximately 1.3
billion dollars for large and small purchases
though the acquisition process during FY 92.
This pamphlet discusses FY 92 competition
results, the role of the Competition Advocate,
and actions underway to further increase
competition and strengthen the industrial base.
EPA Organization
In December 1984, in accordance with the
Competition in Contracting Act of 1984, the
Director of the Procurement and Contracts
Management Division appointed an Agency
Competition Advocate (ACA) to promote full
and open competition in the award of
contracts. To aid the ACA, an associate
competition advocate is located at each major
contract activity and a competition coordinator
represents each major EPA program. It is
largely through adoption of this organizational
structure that EPA was again able to award 96
percent of its total contract dollars available for
competition (including small purchases)
through the competition process during FY 92.
The ACA's primary responsibilities are to:
• Develop, direct and maintain the competition
program to ensure that competition initiatives
are incorporated and implemented at all levels.
• Assure that oversight mechanisms are
established to provide visibility on any
problems or obstacles in obtaining competition.
• Establish Agency competition goals on
specific programs and monitor progress
towards those goals on a monthly basis. In
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furtherance of these goals, maintain active
liaison with competition coordinators and
associate competition advocates.
• Ensure that competition is planned early in
the acquisition process to minimize factors
inhibiting full and open competition. Consider
all reasonable competitive alternatives.
Promote market research to identify
competition potential in support of acquisition
strategies before the procurement decision is
irrevocably made. Ensure that individual
acquisition plans are in concert with CICA and
maximize competition.
• Review and approve/disapprove
Justifications for Other than Full and Open
Competition for proposed prime contracts
exceeding $100,000 and Determinations and
Findings for exclusion of certain sources.
JOFOCs of $100,000 and less are reviewed
through the functional review process at the
operational level.
• Perform annual reviews of major contract
activities and contract operations in the field.
In this function, review Justifications for Other
than Full and Open Competition and general
documentation requirements for the award of
prime contracts and subcontracts.
• Serve as the EPA spokesperson for
competition to industry, other Government
agencies, and EPA program offices.
Competition Results
Since The Enactment Of The
Competition In Contracting
Act Of 1984
The EPA has consistently maintained an
outstanding performance in its award of
contracts by the competitive process. Full and
open competition has allowed the Agency to
reduce overall costs for its requirements and
broaden its contractor base. By having more
qualified, interested firms participating in the
contracting program, the Agency will continue
to maintain an excellent competitive posture.
EPA staff are convinced that competition
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provides lower costs, better cost control, higher
quality, improved schedules; and a stronger
industrial base. All these contribute to efficient
use of taxpayer resources. The graph below
depicts EPA's percentages of actions and
dollars awarded competitively.
As in the past, these statistics are evidence
that the Agency has recognized the need for
and successfully achieved competition
throughout EPA's programs. The Agency is
continuously investigating new methods to
competitively award contracts for its
requirements and is obtaining greater response
from the contracting community to its
solicitations. The section on "Specific Areas in
Which Competition has been Enhanced"
provides impressive examples of innovative
acquisition techniques.
Competitive Awards FY87 - FY92
FY87 FY88 FY89 FY90 FY91 FY92
3 Total $ Obligated-Competitively
S3 • Total Actions Awarded Competitively
Promoting Competition
Acquisition and program personnel at all levels
continue to challenge barriers to competition.
Specific areas in which competition has been
enhanced in FY 92 are discussed later in this
pamphlet. Contract and Program Specialists
continue to emphasize competition by:
• Analyzing major acquisitions involving a number
of separate tasks to determine the acquisition
method best suited to enhance competition. This
includes examining each task and determining
whether to separate tasks or combine them,
depending on which method is most likely to
generate the most competition.
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• Improving the quality of specifications and
statements of work, including in certain instances,
publishing proposed requirements for public
comment prior to issuance of a solicitation.
• Encouraging advance planning involving the
contracting officer 'and ACA. Competition is best
achieved when planned for early in the
acquisition cycle. In some instances, all fiscal
year requirements are being reviewed at the
beginning of the year to develop a total
contract strategy for a particular technical
program.
• Researching technological developments and
market trends to determine existing sources of
supply and develop additional sources in support of
the entire range of the Agency's acquisition needs.
• Taking proactive measures to increase the number
of proposals received. These include market
surveys, counseling contractors to make them
more aware of EPA's requirements, holding
preproposal conferences to allow dialogue
between the Government's contract and.
program personnel and the contractor
community, conducting post-award surveys of
non-bidders and holding general program
requirements conferences.
• Coordinating the activities of various subject
matter specialists (engineers, attorneys, scientists,
financial analyst, contract specialists) as necessary
to carry out the plans and goals for increasing
competition throughout the Agency.
• Promoting competition at procurement
conferences and training seminars, to program
personnel, contracting operations, and small
purchase activities. Participants discuss results of
the previous fiscal year and goals and plans for
the next fiscal year. Question and answer
sessions help to communicate the Office's
competition philosophy and the requirements
of the Federal Acquisition Regulation.
• Disseminating written policies and procedures
throughout the Agency. The ACA annually
updates the pamphlet describing EPA's
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competition program, which is distributed to
Agency personnel and to members of the
contract community.
• Stimulating greater competition in
subcontracting. EPA conducted contractor
purchasing system reviews at 13 major
contractor facilities during FY 92.
Approximately eight reviews are planned for
FY 93. A fundamental element of these reviews
is the degree of competition exercised by prime
contractors in their award of subcontracts.
Contractor file documentation is reviewed to
assure that competition is emphasized.
Reviewers counsel contractors regarding the
required documentation to support a
subcontract award.
Dollar Goals And
Accomplishments
For FY 92
Overall, EPA obligated 96 percent of its
contract and small purchase dollars available
for competition under full and open
competition.
The Agency established specific FY 92
competition goals for all major programs. The
ACA and the program competition
coordinators mutually agreed to a percentage
of dollars, ranging from 95 percent to 97
percent, that would be obligated for their
requirements through full and open
competition. The ACA reported progress
toward these goals to each program monthly.
All except two programs met their goals in
FY 92. These two programs came within 3
percent of meeting their goals. The primary
reasons for not meeting goals were the
realignment of projects within the overall
program and the establishment of long term
contracting strategies. Long term strategies take
time to implement and may cause the need for
"bridging the gap." sole sources prior to
implementation. EPA obligated 98 percent of
its available dollars for contracts in excess of
$25,000 through full and open competition
equalling its FY 91's performance. The FY 92
percent remains exceptionally high and
continues to reflect the emphasis placed by
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EPA personnel on awarding contracts through
the competitive process.
Of the small purchase dollars (contract
actions of $25,000 or less) available for
competition in FY 92, 74 percent of these
dollars were obligated competitively. This
percentage is consistent with EPA's past record
and is considered excellent for the types of
requirements purchased using this means.
At the end of this pamphlet is a chart of
FY 92 statistics.
Justifications For
Other Than Full And
Open Competition
Only four percent of the Agency's obligated
contract dollars were awarded without full and
open competition. As in the past, EPA limited
approvals of Justifications for Other than Full
and Open Competition (JOFOCs) to those
instances where, for example, the Agency had
no other choice but to award on a
noncompetitive basis. Situations when this
occurs include if scientific objectives and
Congressional mandates were to be achieved;
when the public health and welfare was at
stake; when time was of the essence to
alleviate an immediate danger; or to allow
additional time for the award of a follow-on
contract. EPA will again strive to reduce
noncompetitive situations in EPA during FY
93.
Functional Reviews
The ACA performed functional reviews at
three major contract activities. They are the
Superfund/RCRA Procurement Operations
Division in Washington DC, the Contracts
Management Division in Cincinnati, and the
Contracts Management Division in Research
Triangle Park. The ACA issued a report on
competition for each activity and held
discussions with senior contract personnel.
The following areas were reviewed and found
in substantial compliance with the Competition
in Contracting Act:
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» Justifications for Other than Full and Open
Competition.
• Degree of competition obtained for prime
contract awards.
• Competition in subcontract awards.
• The contract activity's role in enhancing
competition.
• Documentation of source selection for
contract awards.
• Awards made under the 8(a) program.
Improvements are needed in the following
areas:
1) the need for the prime contractor to obtain
government consent prior to subcontracting
and improve the submission of related
backup information; 2) the prime contractor's
decision to subcontract or compete the
requirement in-house, 3) the contracting
officers counsel of the prime contractor on the
need for increased competition, 4) less reliance
by prime contractors on the "uniqueness"
exception to exempt the subcontract
requirement from competition.
Contract personnel from the Quality
Assurance Staff performed reviews at two
small purchase activities during FY 92. The
reviews verified that file documentation was in
general compliance with the Competition in
Contracting Act and has improved over past
years. Contract personnel will correct those
areas where inadequacies were found.
The ACA and reviewers again emphasized
competition in all exit debriefings following the
on-site functional reviews. They also held
meetings with contract specialists and
contracting officers to emphasize and promote
the use of competitive procedures.
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Specific Areas
In Which Competition
Has Been Enhanced
COmPetiti°n - -any
FY 92 including the following:
Purchasing and Contracts
Management Branch
The Small Purchases Unit at Headquarters
continues to improve its competitive
procurement by consistently soliciting at least
three sources for each procurement estimated
above $2500. The staff Attends trade shows and
meets with vendors to enhance its knowledge
6 aVailablG f°r Particular
*c ,In add*ion' ** staff continues to improve
£ n£P /? P°,StUre ^ the incased use of
the Office ofSmal and Disadvantage Business
Utilization. This effort ensures that minority
f^/or women-owned firms are identified and
included on the source lists for competitive
procurements. ^
The staff made a concerted effort to ensure
that all requirements for Blanket Purchase
Agreements (BPA's) were competed, to the
tehteRP? ?SS£!e/ P«°r ? the estab«shment of
the BPA s. This effort has substantially reduced
the number of BPA's established on a
noncompetitive basis.
Remedial Action Branch
6 T °{™mPetiti™> a reduction of
snm.r ffamated cost of a traditionally sole
source effort was realized in a follow-on effort
Procurement planning began well over a '
year ago when contract personnel and the
Hazardous Site Evaluation Division (HSED) of
OERR explored the possibility of seeking
competition for the requirement entitled
T Tn^m SuPP°rt for the National Priorities
List (NPL) Program." Three previous contracts
for these services had been awarded to the
Mitre Corporation on a sole source basis A
source sought synopsis was published in the
Commerce Business Daily on September 4
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1991. The contracting officer received ten
responses and with this evidence that a
competitive market existed, determined to
proceed competitively.
The RFP was issued to 152 interested firms
on March 10,1992. The contracting officer
received four proposals and, after technical and
business evaluations of the proposals,
determined that two firms were within the
competitive range. Contract personnel
conducted negotiations with both firms and
- awarded a contract to Viar and Company in
the amount of $16,524,246.
Contract personnel performed a •
comparative analysis of the estimated cost of
the new contract with the actual costs under
the current contract. The analysis revealed that
the average rate per hour had been reduced
from $79 per hour under the current contract
to $52 96 per hour under the new contract, a
reduction of 33% in estimated contract cost.
The Statement of Work for this effort remained
essentially unchanged from earlier versions so
the reduction in costs can be attributed to its
competitive nature.
Regional Contract
Placement Branch
The primary function of the Regional Contract
Placement Branch (RCPB) is to implement flie
Lone Term Contracting Strategy (LTCS). Ihe
strategy addresses the long term contracting
needs of the Superfund program in a portfolio
of Superfund contracts for the next ten years.
During the last year RCPB has been actively
involved in implementing these contracts, in
particular, the classes of contracts known as
Enforcement Support Services (ESS), Superfund
Technical Assistance and Response Team
(START), Time Critical/Rapid Response
(TC/RR), and Response Action Contracts
Strategy (RACS).
One of the key principles of the LTCb is
enhancement of the competitive environment
by reducing the size of contracts and thus
creating more opportunities for small and
disadvantaged businesses. In the case of Ebb,
the Agency published a Request for
Information (RFI) in the Commerce Business
Daily (CBD) to canvass the market to
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determine the probable extent of competition
As a result, the Agency reshaped a zonal based
program into a regional one. This approach
allows for more, smaller contracts which
should increase competition. More firms
exist which are able to perform a smaller
regional versus a larger zonal effort. These
procurements are currently in process. ESS is
the successor program to the Technical
Enforcement Support (TES) program.
The START program represents another
class of contracts which is being revamped
from a zonal to a regional basis. It is a
combination of the former Field Investigative
Team (FIT) and Technical Assistance Team,
(TAT) programs. Although these two programs
are being combined, the shift from a zonal to
regional bases should result in a larger number
of smaller contracts. This should increase the
number of firms able to perform the effort.
The TC/RR program, the successor to the
Emergency Cleanup Services Contracts (ERCS)
program, is also being decentralized from a
zonal to a regional basis. Smaller contracts
focusing on a smaller geographical area should
result in more firms participating in the
program. As in the case of ESS, the TC/RR
program published a RFI announcement in the
CBD to test the market for competitive
opportunities.
The RACs program is the follow-on
program to the Alternative Remedial
Contracting Strategy (ARCS). The number of
regional versus zonal contracts will increase in
accordance with the LTCS. The competitive
benefits should be comparable to the TC/RR
program where concentration on a smaller
geographic area of the region, versus the larger
geographical area of the zone, should result in
more competition among interested firms.
A program that does not exist under the
LTCS, but which RCPB is examining, is Federal
Facility Oversight. RCPB recently published a
RFI announcement in the CBD to assess the
level of competition that exists for supporting
such a program.
Another effort that RCPB was involved in
last year to increase competition was the Pre-
Quahfied Offerers Procurement (PQOPS)
program. In this program, the Agency
examines firms' capabilities and then
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establishes a pool of qualified contractors
* among which it competes requirements on a
%price basis. PQOPS
supports site specific activities. RCPB awarded
one PQOPS effort last year and has another in
process for FY 93.
Procurement Operations Branch
Workstations
The Workstations solicitation was issued as
two separate lots, one for hardware and one
for services. This allowed for maximum
competition. Firms providing supplies/services
applicable only to one of the lots could
participate as well as firms providing
supplies/services for both.
Supercomputing
The supercomputer solicitation was issued
with performance and functional type
specifications to maximize the number of
potential offerers. The specifications and
approach of the RFP allowed for a large
variety of solutions which in turn created more
competition.
Facilities Management and
Telecommunications Services
During the initial stages of these two awards,
the National Data Processing Division (NDPD)
and the Procurement Operations Branch (POB)
had planned to issue one solicitation with two
lots. However, in order to enhance
competition, the requirement was broken into
two different solicitations. Each solicitation
allowed offerers to team with partners for
bidding purposes. In addition, a
subcontracting plan was required which
mandated 35% participation of small
businesses. This approach allowed for broader
competition than originally planned.
Facilities Management—
UNISYS Contract
EPA actively promoted competition of
subcontracts under this contract. Emphasis on
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competition continues to be achieved through
comprehensive reviews, follow-up of
deficiencies, and denial of Contracting Officer
consent when competition is not provided. As
a result, subcontracts issued under this contract
are primarily competitive procurements.
High Speed Laser
This procurement involves full and open
competition. In order to make the procurement
more competitive, FOB revised the initial
requirement of a prime contractor providing all
of the equipment and maintenance to breaking
the procurement into three lots to foster greater
competition and lower prices.
International Telecommunications
This procurement involved full and open
competition. The specifications were carefully
written to allow any firm in the international
telecommunications arena an opportunity to
bid. J
Competitive GSA
Schedule Buys
FOB awarded numerous delivery orders off
GSA schedules. These required desk-top
competition. In most cases, three or more firms
were contacted to bid on these orders.
OPPE Competition
f ,Policy' PlanninS ™d Evaluation
, and the Procurement Operations
Branch (FOB) have taken steps to enhance
competition in OPPE's contracting. In February
1992, OPPE and FOB held a joint conference
where information on OPPE
contracts was presented to over 100 members
of the vendor community. OPPE contracts are
being broken into smaller contracts in order to
encourage more offers. Some contracts will be
small business set-asides, some 8(a)s, and some
rully competitive in order to develop multiple
sources for future procurements. Attempts are
being made to limit contract awards to one per
firm on some procurements where multiple
awards are expected. The intent is to develop
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multiple sources and thereby enhance
competition in the future.
RTF Contracts Management Division
RTF made a concerted effort to split the large
level-of-effort "mission-type" acquisitions into
smaller actions in order to enhance competition
and expand the competitive base. They are as
follows:
• Several acquisitions involved splitting the
levelLof-effort into three separate contracts
which would be awarded either as a small-
business set-aside, under full and open
competition, or under the 8(a) program.
Specific examples include:
— "Statistical Analysis Support for the
Assessment of Toxic Substances" in
support of the Office of Prevention,
Pesticides and Toxic Substances.
— "Evaluations of Air Quality Modeling
Techniques" in support of the Office of Air
and Radiation.
« Several Requests for Proposals were issued
which indicated award for an equal number of
hours would be made to two separate
contractors. It was specifically stated that the
same contractor could not receive two awards.
Examples include:
— "Development and Implementation of an
Acid Rain Program" in support of the
Office of Air and Radiation.
— "Technical Support for the Stratospheric
Ozone Protection Program" in support of
the Office of Air and Radiation.
• The requirements for several programs were
...separated into distinct work areas. This
"resulted in the award of separate contracts
rather than one large or several parallel
contracts with the same statement of work.
Examples include:
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— "Technical Support to the Stationary Source
Compliance Division" in the Office of Air
and Radiation.
— "Technical Support for Air Emissions
Inventory" in support of the Office of Air
Radiation.
RTF sponsored a minority business mini-
trade fair and seminar designed to 1) introduce
minority firms to EPA purchasing agents, 2)
give minority businesses an opportunity to
display their products and discuss potential
business with EPA, and 3) identify minority
vendors who could meet EPA's requirements.
Cincinnati Contracts
Management Division (CMD)
In the first quarter of FY 1992, a Quality Action
Team (QAT) was formed in CMD's Acquisition
Management Branch to study the
presolicitation planning process. The QAT
recommended revising the presolicitation
planning process. As a result, CMD has revised
the process for FY 1993 to include a team
approach to preplanning. The team includes
the project officer, the contracting officer the
procurement analyst, the contract specialist,
legal counsel and in those instances where
there is an existing contract, the contracting
• officer for the existing contract. The team
approach to determine the best acquisition
strategy will identify potential conflicts and
vulnerabilities early in the process prior to
issuance of a Request for Proposal. It will also '
identify opportunities to maximize competition
through clearer definition of the statement of
work and by breaking apart requirements
where appropriate.
In the second quarter of FY 1992, CMD
revised procedures associated with 8(a)
program support. The new procedures require
closer coordination between the program, the
Office of Small and Disadvantaged Business
Utilization (OSDBU), the contracting officer
and the procurement analyst during the
acquisition planning stage of each
procurement. The new procedures help assure
selection of the best acquisition strategy
In FY 1992, CMD devoted one FTE to a
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joint effort with the Office of Research and
Development (ORD) to review all onsite
contracts at each ORD laboratory. During these
reviews, ORD and CMD representatives
focused attention not only on contract
management issues but on the lack of
competition on large onsite contracts, stressing
the development of contracting strategies
which promote competition.
In July, CMD met with the Office of Water,
the Office of Science and Technology, and the
Engineering and Analysis Division (OST) to
develop competitive strategies for effluent
guideline support. The group considered
breaking contracts into functional areas rather
than including all effluent support efforts in
one contract and awarding contracts with
potential seven year terms to cover the effluent
guideline development process. In August,
CMD participated in an open meeting with
contractors which had been announced in the
CBD. The meeting sought contractor input on
how to make solicitations more competitive.
Fifty contractor representatives attended the
meeting. Additional meetings with OST are
planned to develop contracting strategies
which will maximize competition for upcoming
acquisitions.
CMD continues to actively promote and
seek competition on all awards as indicated by
the following examples:
CMD has delayed recompetition of four
large onsite laboratory contracts to enhance
competition by better defining the
Statement of Work and by breaking out
discrete functions to be competed
separately. In one instance, CMD reduced
a three year contract to one year when
only one proposal was received. CMD is
currently working with the program on a
market survey to determine whether the
contract should be split into two
requirements in order to attract
competition.
When CMD received only one proposal in
response to an I/M testing contract, the
contracting officer extended the proposal
period. During that extension, the contract
specialist called every firm on the mailing
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list to inquire what could be done to
promote interest in the solicitation.
Although firms did not identify any
specific measures that could be taken, one
firm stated that it would propose if the
proposal period was extended another 30
days. Even though CMD's extensive efforts
resulted in the submission of just two
proposals, this represented a 100%
improvement over the previous four
solicitations for these services each of
which had only one respondent. The
program was also put on notice that a
more aggressive competition strategy will
be required for future I/M testing
requirements.
Plans For Increasing
Competition In FY 93
EPA personnel will take the following actions
to increase competition in FY 93:
• The ACA will continue to review all
acquisition plans and planning documents
Innovative processes will continue to be
developed to meet the needs of developing
additional sources. The ACA will recommend
breaking apart requirements to enhance
competition.
• Contract personnel will continue to
emphasize clear statements of work and
unbiased evaluation criteria in developing
requests for proposals. A major goal for FY 93
is the reduction of the incumbent advantage.
• Members of EPA's contract staff will
continue to promote competition in acquisition
courses presented to program personnel and to
the contractor community. The pamphlet
explaining the competition advocacy program
will be updated and disseminated to EPA
personnel and industry.
• The ACA will continue to review all
Justifications for Other than Full and Open
Competition in excess of $100,000 making
recommendations to the Office Director relative
to these determinations and suggesting
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methods to reduce these noncompetitive
awards.
• The ACA and program personnel will agree
upon goals for obligating dollars through the
competitive process. The ACA will continue to
monitor FY 93 competition goals for obligation
of program funds.
• The ACA will meet with the division
directors and other contract and program
personnel to ensure all competition goals are
met and policies and procedures for
competition are followed. The ACA will
emphasize advance planning at all meetings.
• Contract personnel and the ACA will
continue to perform functional reviews.
Reviewers will stress full and open competition
in all exit debriefings following reviews of
contract activities. Contract personnel will
place emphasis on obtaining better
competition, establishing additional sources,
and reducing the "incumbent advantage".
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FY 1992 Competition Statistics
Contracts
Procurement Actions
Over $25,000
Number Percentage Dollar Percent
Of Of Available Obligations OfAvai
Actions Actions ($) Dollars
1. Actions Available
for Competition
A. Actions Competed 7,680 98
B. Actions Not
Competed
C. Total Available
2. Actions Excluded*
3. Total Actions
Small
180 2
7,860 100
909
8,769
Purchases
1,193,067
23,654
1,216,721
62,636
1,279,357
98
2
100
-
-
Procurement Actions
$25,000 and Below
Number , Percentage" Dollar Percentag
Of Of Available Obligations OfAvailat
Actions Actions ($) Dollars
1. Actions Available
for Competition
A. Actions Competed
B. Actions not
Competed
C. Toy Available
2. Actions Excluded"
3. Total Actions
12,015 65
6.387 . 35
18,402 100
26,918
45,320
67,498 74
23,624 26
91,122 100
7,828
98,950
' Represents open market purchases of $1,000 and below
when are not required to be competed under the
Federal Acquisition Regulation
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