RFP BLR-170003 Procurement Process Consulting Services · RFP BLR-170003 . Procurement Process ....

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)

RFPBLR‐170003–ProcurementProcessConsultingServices

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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,[email protected],(615)‐532‐7279Reference2:JessicaRobertson,CommissionerIndianaDepartmentofAdministration(IDOA)[email protected],(317)232‐3150Reference3:StacyAdams,ProcurementManagerSouthCarolinaStateFiscalAccountabilityAuthority(SFAA)[email protected],(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.”


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Appendix

26-3192501

X

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.

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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

RFP BLR-170003 Procurement Process Consulting Services · RFP BLR-170003 . Procurement Process ....

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