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Doing Business With T&HManagement, Organizational and Business Improvement Services (MOBIS) For more information on ordering from Federal Supply Schedules click on the FSS Schedules button at http://www.fss.gsa.gov Contract Period: 6-3-2003 through 6-2-2008 Price List Effective January 1, 2004 Contractor: Business Size: Small, Disadvantaged, Veteran Owned, HUBZone Business Telephone: (301) 578-4004 CUSTOMER INFORMATION: 1a. Table of Awarded Special Item Number(s) with appropriate cross-reference to page numbers: 874-1, 874-2 and 874-7 1b. Identification of the lowest priced model number and lowest unit price for that model for each special item number awarded in the contract. This price is the Government price based on a unit of one, exclusive of any quantity/dollar volume, prompt payment, or any other concession affecting price. Those contracts that have unit prices based on the geographic location of the customer, should show the range of the lowest price, and cite the areas to which the prices apply. 1c. If the Contractor is proposing hourly rates a description of all corresponding commercial job titles, experience, functional responsibility and education for those types of employees or subcontractors who will perform services shall be provided. If hourly rates are not applicable, indicate "Not applicable" for this item. 2. Maximum Order: 1000000 3. Minimum Order: 300 4. Geographic Coverage (delivery Area): FOB Domestic Only 5. Point(s) of production (city, county, and state or foreign country): Same as company address 6. Discount from list prices or statement of net price: Government Net Prices (discounts already deducted).See prices attached 7. Quantity discounts: None Offered 8. Prompt payment terms: Net 30 days 9a. Notification that Government purchase cards are accepted up to the micro-purchase threshold: Yes 9b. Notification whether Government purchase cards are accepted or not accepted above the micro-purchase threshold: Contact Contractor 10. Foreign items (list items by country of origin): None 11a. Time of Delivery (Contractor insert number of days): Specified on the Task Order 11b. Expedited Delivery. The Contractor will insert the sentence "Items available for expedited delivery are noted in this price list." under this heading. The Contractor may use a symbol of its choosing to highlight items in its price list that have expedited delivery: Contact Contractor 11c. Overnight and 2-day delivery. The Contractor will indicate whether overnight and 2-day delivery are available. Also, the Contractor will indicate that the schedule customer may contact the Contractor for rates for overnight and 2-day delivery: Contact Contractor 11d. Urgent Requirements. The Contractor will note in its price list the "Urgent Requirements" clause of its contract and advise agencies that they can also contact the Contractor's representative to effect a faster delivery: Contact Contractor 12. F.O.B Points(s): Destination 13a. Ordering Address(es): Same as contractor 13b. Ordering procedures: For supplies and services, the ordering procedures, information on Blanket Purchase Agreements (BPA's), and a sample BPA can be found at the GSA/FSS Schedule homepage (fss.gsa.gov/schedules). 14. Payment address(es): Thomas & Herbert Consulting, LLC, C/O United Bank 4325-1445, P O Box 872, Fairfax, VA 22030 15. Warranty provision: Contractor's Standard Commercial Warranty 16. Export Packing Charges (if applicable): N/A 17. Terms and conditions of Government purchase card acceptance (any thresholds above the micro-purchase level): Contact Contractor 18. Terms and conditions of rental, maintenance, and repair (if applicable): N/A 19. Terms and conditions of installation (if applicable): N/A 20. Terms and conditions of repair parts indicating date of parts price lists and any discounts from list prices (if applicable): N/A20a. Terms and conditions for any other services (if applicable): N/A 21. List of service and distribution points (if applicable): N/A 22. List of participating dealers (if applicable): N/A 23. Preventive maintenance (if applicable): N/A 24a. Special attributes such as environmental attributes, (e.g., recycled content, energy efficiency, and/or reduced pollutants): N/A 24b. If applicable, indicate that Section 508 compliance information is available on Electronic and Information Technology (EIT) supplies and services and show where full details can be found (e.g. contactor's website or other location.) The EIT standards can be found at: www.Section508.gov/. 25. Data Universal Numbering System (DUNS) number: 94-9264550 26. Notification regarding registration in Central Contractor Registration (CCR) database: Registered Company Background Thomas & Herbert Consulting LLC (T&H) is a highly skilled management and technology consulting firm with an impeccable track record for delivering services and leading edge solutions that improve our clients' business environments. T&H is a qualified and experienced provider of services similar to MOBIS to the Federal Government. As a provider of Enterprise level solutions, T&H often deals with the complexities of organization, cost restructuring and culture that strategic, business and action planning bring. T&H is a responsive, reliable and proven provider in the areas of Cost, Order Accuracy, Delivery/Timeliness, Quality, Business Relations, Personnel, Customer Support, and Customer Care. We specialize in providing business process improvement, activity-based costing, business and information systems analysis, and related management consulting services. T&H is a certified HUBZone, Small Disadvantaged Business (SDB), and Veteran-owned Firm, located in Silver Spring, Maryland. T&H has the organization, experience, operational controls, technical skills, and partners to deliver. Services T&H provides services in the following three GSA Special Identification Numbers (SIN) categories under the GSA MOBIS Federal Supply Schedule:
In the following subsections, we describe how T&H will accomplish tasks requested by agencies under resultant MOBIS contracts. We summarize T&H's organizational and accounting controls and proposed quality measures and highlight valuable strategic partners. In general, T&H ensures the quality of the services provided for both the overall contract and individual task orders using the following disciplines:
SIN 874-1: Consulting Services T&H provides MOBIS clients the same breadth and quality of consulting services that we offer our Federal clients today. When providing consulting services for business improvement and mission performance, T&H applies proven management processes and documented methodologies to systematically evaluate past, present, and future organizational situations. Methodologies like our Accelerated Process Change™ and GroupWare Solutions™ are routinely deployed both on consulting and facilitation assignments. We employ and retain experienced personnel with relevant domain knowledge. We leverage benchmarking, performance-based metric development, and strategic planning as tools to add value to our customer base. The T&H approach considers both internal and external factors, such as efficiency, risk, operational continuity, and customer satisfaction. T&H analyzes our client's customer satisfaction and effective resource utilization. The former is a critical component of client decision-making, and the latter, doing more with less, is a T&H service mandate. In summary, T&H provides comprehensive consulting services. A sample of our services is listed in the table below:
SIN 874-2: Facilitation Services T&H understands the value of using experienced, objective outsiders to help groups plan for and implement management, organizational and business improvement initiatives. Our experienced facilitators, many of whom hold advanced degrees, work with personnel at all levels. We use a variety of technical tools and strategies for gathering data, enhancing decision making, and managing group behavior. We focus on content, process, and results.
The T&H planned approach to facilitation includes deploying industry standard tools and techniques. Our approach encourages clients, themselves, to find solutions to their problems and provides historical records for the basis of decisions. We deliver the "bridge" which helps reach critical decision-making and mission objectives. This bridge is created using active listening; brainstorming and controlled decisions capture techniques. Active listening demonstrates awareness and respect for what an individual is saying. We apply this technique to individuals or groups and use it to resolve conflict as well as demonstrate that the facilitator is listening. Brainstorming encourages participants to generate ideas, without inhibiting them by political, organizational or judgmental considerations or preconceptions. T&H generally approaches facilitation with a four-step approach, highlighted below. Step 1: Plan Project Step 2: Plan Facilitation Sessions Step 3: Conduct Facilitation Sessions Step 4: Conduct Follow-up T&H facilitation supports GSA MOBIS by enabling the critical process of reaching a consensus to move the interests of diverse groups forward. SIN 874-7: Program Integration and Project Management Services T&H views our Program Integration and Project Management Services as the foundation of our management, organizational, and business improvement offerings. Our managers and subject matter experts bring first-hand knowledge of and experience with commercial and government best practices, broad subject matter expertise, and a deep understanding of the federal marketplace. Program management, oversight, planning and project controls are the backbone of our services and basis for delivering timely and quality program deliverables. The table below highlights a few of the Program Integration and Project Management Services.
T&H helps Federal senior executives and staff gain a clear understanding of the issues in and the expected results of the project. We employ practical and measurable management techniques. T&H diagnoses performance issues or improvement opportunities, plans and reviews strategies with clients, and collaboratively sets goals for improvement. T&H managers use a variety of data collection methods and analytic techniques including customized surveys, diagnostic tools, and focus groups. In order to assure workable, efficient, and cost-effective solutions, we assess baseline performance and project future improvements. T&H Assesses the organization's strengths and weaknesses; develops detailed outlines of redesigned processes; designs the blueprint for supporting systems, organization programs, and resources; and sets priorities for change or control. We implement, or recommend solutions to cut costs, control projects, and ensure mission critical deliverables are provided. To ensure successful project success, implementation and continuous improvement, T&H develops action plans, performance measures, schedules, communication and training strategies, evaluation plans, and other products to monitor the progress of a project. The disciplined application of these techniques have contributed to the following major corporate successes for the T&H team:
T&H adds value to Federal client operations with our Program Integration and Project Management Services. Corporate Experience In the section below, T&H presents a description of our MOBIS experience in services offered presently and over the past three (3) years. All projects presented are similar in size and complexity to anticipated work under the MOBIS contract. Each project received exceptional ratings from T&H Federal clients. The table below summarizes the T&H projects and their applicability to GSA MOBIS Special Identification Numbers. GSA Special Identification Numbers (SINs)
1. US Department of Housing and Urban Development - HOPE VI Program: This T&H corporate experience illustrates work similar in size and complexity to:
HUD's HOPE VI program manages over $4.5 billion in Federal Housing Grants issued to Public Housing Authorities (PHAs) nationwide. T&H was engaged to assist the department in managing, training, reporting, and analyzing grantee performance by establishing and monitoring performance measures and indicators. T&H provides program oversight, improving accountability while implementing process and productivity improvements and leveraging technology to collect, report and analyze grant performance. We have accomplished and are responsible for the following contractual tasks on a quarterly basis:
T&H provides HOPE VI cycle time improvements in support of financial, business process, data collection, authentication and technology insertion services. T&H routinely collects financial data, synthesizes it and produces information used to manage and monitor nationwide grant utilization and productivity. T&H’s findings, reports, analysis and training are often utilized by HUD senior management, PHAs, GAO, OMB and the US Congress to judge the progress of the program and hold PHA’s accountable to high fiscal production and community support service standards. T&H staff act as senior advisors and subject matter experts to our Federal clients. In support of the HOPE VI program T&H has designed, developed and implemented a web based information collection system used nation wide by PHA’s in their due diligence efforts. We have deployed business improvements to assist with Grant management, fiscal accountability, housing production integrity, HUD performance and phase closings and strategic business planning. T&H provides for real-time reporting and management forecasting. Additionally, the T&H team implemented and conduct regular standup and web based training to instruct new Grantees on HOPE VI requirements or re-train new staff from existing grantee sites. 2. U.S. Army Corps of Engineers - DIM Support This T&H corporate experience illustrates work similar in size and complexity to:
T&H was retained by USACE to support the Directorate of Information Management (DIM) with the development of Data Administration Policy Documents. T&H used its proven policy and procedures development strategies along with its proprietary software, GroupWare Solutions, to facilitate and consult on the USACE Data Administration Programs requirements for developing policies and procedures. T&H personnel interviewed subject matter experts to ensure that the resulting documents met the requirements of the functional community. T&H utilized the following procedures to facilitate GroupWare Systems workshops: (a) reviewed the baseline policy documents – to include the Life Cycle Management of Information System Policy Documents used in an Oracle-based environment. Specific areas of focus included purpose, general concept, roles and responsibilities, references, and glossary of terms; (b) captured comments on the policy document components and, based on the review of the documents, captured feedback regarding the content of the documents; (c) conducted voting and consensus sessions on recommendations using on-line voting sessions for recommended changes and modifications requested by the group; (d) discussed major disconnects and captured major issues and risks to the organization and then developed solutions to mitigate risks; (e) made final modifications and validated the documents with business experts, captured additional recommended changes, and finalized the documents. This proven process allowed T&H to increase the productivity of the Directorate of Information Management significantly. T&H used the following software packages to successfully complete the tasks set forth by USACE: MS Office 98/2000 and GroupWare Systems. This contract was completed on schedule and within budget. 3. US Department of the Treasury – Internal Revenue Service This T&H corporate experience illustrates work similar in size and complexity to:
T&H is supporting a 15-year IRS PRIME contract established to improve customer service via strategic, tactical, and business operational initiatives. The IRS currently lacks the personnel, information systems, and organizational infrastructure necessary to provide high-quality customer services. T&H is performing the following tasks: conducting major feasibility and cost benefit analysis studies; providing a broad spectrum of organizational design and facilitation services; and aligning the strategic goals of specific IRS initiatives with the IRS enterprise-wide strategic plan. The following bullets highlight the customer benefits and deliverables T&H has provided to the IRS to date: Justify the need and benefits of the CADE project to the investment decision makers and provide justification for prioritizing, selecting, and funding the investment in the project throughout the remainder of its life cycle, including the implementation of five releases and the operation and maintenance of CADE for 10 years after Release 5 Provide materials to the Core Business Systems Executive Steering Committee (CBS-ESC) to enable the committee to select a design to be developed, tested, and deployed for CADE Releases 1 and 2 Established the baseline to control and evaluate the investment. OMB Circular A-11 guidance adherence that a “Capital Asset Plan and Justification” (Exhibit 300B) be completed annually, as well as for the initial investment for each project initiative Provide the projected business benefits of the project to help satisfy the Clinger-Cohen Act requirement that actual business case benefits from each information technology (IT) investment (after deployment) be reported to OMB and Congress annually and be compared to the projected business benefits for each IT investment The Cost Benefit Analysis developed by T&H presents the business case for the Customer Account Data Engine (CADE) project, Releases 1 through 5. These releases of CADE will build the modernized database foundation for individual tax accounts and tax returns that will overcome barriers inherent in the existing Individual Master File (IMF) processing systems. CADE will allow the IRS to convert the processing of these essential tax records from a weekly to a daily basis, establish a single timely and authoritative source for these tax records, and eliminate many obstacles to providing modern customer service and compliance functions to taxpayers. The business case includes costs from project inception until 2015, which is ten years after the Release 5 delivery in January 2006. This provides the IRS with a strategic framework and justification for implementing organizational and technological change across the IRS via CADE. 4. The Housing Authority of the City of Atlanta, Georgia (AHA) -- Organizational Development This T&H corporate experience illustrates work similar in size and complexity to:
In the midst of outsourcing many property management functions to privately managed companies, centralizing operations from multiple offices to one location, and automating numerous manual business processes, AHA realized a need to streamline and enhance operations in the most critical area of the organization – its Finance Department under the Finance and Systems Operations Division. T&H assisted the Finance Department with conducting cost benefit assessments, reengineering existing financial business processes, authoring finance policies and procedures, and preparing the organization for Oracle Financials implementation. While AHA realized the need to improve their financial business area, they were unsure how to proceed. T&H conducted facilitated focus group meetings with both management and subject matter experts in six functional areas: 1) General Accounting; 2) Program Accounting; 3) Administrative Asset Management; 4) Treasury and Cash Management; 5) Budget Management; and 6) Financial Planning and Reporting to identify current deficiencies, as well as root and intermediate causes of deficiencies; suggest improvement opportunities; identify percentage of time spent on an activity or activities in a given process; and identify time spent on activities that initially generate the demand for work. The focus group meetings formed the foundation for improving business processes and strategically planning for Oracle Financials implementation across the six functional areas. T&H developed "As-Is" business process models for each functional area and highlighted process deficiencies (including internal controls and financial reporting), improvement opportunities driven by detailed cost benefit analysis, (i.e., operating budget prepared by departmental needs verses project-based), percentage of time spent on an activity within a given process, and time spent on activities that initially generated the demand for work. All findings and improvement opportunities were documented and used as the foundation of the "To-Be" business process models. The "As-Is" business process models and documentation were validated with management to ensure that each activity was captured within a given process and that all documentation was accurate. T&H developed "To-Be" business process models for each functional area, using the "As-Is" models as a foundation, maintaining compliance with Generally Accepted Accounting Principles (GAAP), and validating the “To-Be” models with management. The cost benefit analysis assisted AHA with determining the most feasible approach for implementing redesigned business processes and automating such processes via Oracle Financials. T&H developed a policies document and a procedures manual for the Finance Department that was published electronically via the AHA intranet web site. At the conclusion of the project, T&H implemented training sessions for the AHA community to introduce the modified policy and procedures manual and to measure customer satisfaction. The policies document and procedures manual will assist AHA in standardizing the manner in which critical finance functions are performed. 5. Defense Finance and Accounting Service – Columbus This T&H corporate experience illustrates work similar in size and complexity to:
Cost Benefit Analysis: T&H developed detailed process models to graphically depict DFAS business processes and performed a cost benefit analysis to discern the most feasible alternative business processes as compared to the baseline business processes. The analysis included documenting critical cost drivers and cost-based inefficiencies. Cost benefit analysis data was used to support business process improvement and reengineering of many DFAS business processes. Management and Facilitation: T&H provided a wide range of value-added support for this initiative. We facilitated workshops for the matching/funds assignment and accounting business areas to reveal system and business process deficiencies. Key deficiencies found included redundant payments to contractors, inaccurate payments to contractors, and lack of optimal use of resources. T&H then used data gathering techniques during the facilitated workshops to develop alternative data and process management approaches. Business Process Reengineering: To ensure integrity of the requirements, T&H staff mapped them against regulations governing the deployment of DoD financial systems (i.e., FMFIA, Accounting, and GPRA). We appended the DFAS process models as necessary to ensure conformance with these critical DOD standards. During JAD sessions, DFAS functional proponents and T&H staff identified process deficiencies and redesigned numerous business processes to facilitate the achievement of streamlined business practices. 6. US Department of Housing and Urban Development - NASS This T&H corporate experience exemplifies work similar in size and complexity to:
Under sub-contract to KPMG Consulting (now known as BearingPoint) in the above referenced project, T&H's services were retained to assist in the delivery of management and organizational business improvement services at HUD's Real Estate Assessment Center (REAC). Part of the larger project's scope included the identification of business requirements for a business intelligence system that REAC planned on developing for REAC operations including its key customers such as HUD's Department of Public and Indian Housing (PIH). As the project developed, identification of a specific need within PIH's Capital Fund Program surfaced and presented an opportunity to expand the functionality of the business intelligence tool to include key Capital Fund business metrics. As a result of this expansion, KPMG consulting brought the expertise provided by T&H to assist in the identification and development of the requirements of the Capital Fund Program Accordingly, T&H is currently developing business requirements used in monitoring HUD's capital fund program management practices to validate if each Housing Authority (HA) is in compliance with established timelines for the obligation and expenditure of grant awarded funds. T&H has developed a Capital Fund Program (CFP) process flow that tracks the flow of the approved Congressional Appropriated Grant to both the Line of Control Credit (LOCCS) and Program Accounting (PAS) Systems. Based on the CFP process, T&H further developed a process flow that would track the points at which the grant would be entered into both the PAS and LOCCS. As a result of analyzing the process flows, specific criteria has been established to help develop a management report that will allow HUD to monitor the progress of each HA status as to obligating and expending their grant award. Pricing The following section provides T&H pricing schedules for the SINs in which T&H is approved to provide services. Labor category descriptions precede GSA compliant labor category pricing tables. Labor Category Descriptions T&H recognizes that successful project performance requires staffing each engagement with the right combination of education, specialized knowledge, and experience. The careful combination of these three elements is often unique and dependent upon the particular requirements associated with the work being performed. The labor category descriptions defined in this section provide the general guidelines for each labor category; however reasonable consideration may be used for determining the optimal combination of experience, specialized knowledge and education on a project-by-project basis. Administrative Analyst Minimum Education Jr. Analyst Minimum Education Analyst
Minimum Education Senior Analyst Minimum Education Project Specialist Minimum Education Senior Project Specialist Minimum Education Business Manager Minimum Education Client Executive Minimum
Education Subject Matter
Expert Minimum Education MOBIS Federal Supply Schedule Price List
Prices Shown Here are Net (discount deducted) Fair and Reasonable Pricing GSA MOBIS customers have been offered T&H's most favored customer pricing for the contemplated services being offered under the MOBIS contract. T&H's MOBIS Federal Supply Schedule price list is fair and reasonable because it is based upon prices awarded to T&H under existing Federal solicitations, including GSA contracts under Schedule 70. Additionally, in establishing our rates T&H made a comparison of previously proposed prices with previous T&H Government and commercial contract prices made through fair and open competitions. Lastly, T&H performed a market analysis of firms offering similar services in the Washington DC metropolitan area. Our analysis found that our GSA MOBIS Federal Supply Schedule Price list is competitive, fair and reasonable. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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