4 - Sprint



D. Corporate Structure, Personnel Qualifications and subcontractor Identification (L.38.2.4)

The offeror shall provide documentation describing the offeror’s corporate organization and personnel qualifications as they relate to the offeror’s ability to satisfactorily implement, manage, and operate networks and systems comparable to those resulting from this solicitation.

Sprint considers itself to be a forward-looking, growth-oriented companion agent of change in a rapidly changing environment. We understand the impact and opportunities technological change presents to the Government as well as to society. Seizing those opportunities quickly and effectively can be a basis for great new successes. Sprint can be viewed as two companies: a company aggressively growing its core business, and a company aggressively pursuing emerging opportunities such as newly competitive local markets, Internet products, and international markets.

Sprint brings many benefits to FTS2001. The most notable is that our size, market focus, technology position, and strong customer focus delivers consistently superior service offerings, lower prices, and greater responsiveness and flexibility for our customers. We have dedicated sales, service and support organizations that are professional, flexible, creative and responsive. Our employees have received numerous industry and Government awards and are highly praised for their willingness to go the extra mile for our customers; we have included representative letters of commendation in Appendix I to demonstrate one aspect of our ability to exceed customer expectations.

The Government has partnered with Sprint for nearly a decade on the FTS2000 contract and can be assured we will protect the Government’s investments on the follow-on FTS2001 contract. By selecting Sprint as an FTS2001 provider, the Government will meet four of its goals and objectives for transition of current Network B agencies:

• Maximize the transition rate

• Ensure a cost-effective transition to the Sprint FTS2001 network

• Minimize disruptions (there should be none)

• Maintain the continuity of service

This goes a long way when determining best value.

This section of the proposal describes our corporate structure, personnel resources and our subcontractors. In Section 1.1 we describe the areas of responsibilities and flow of authority in the Sprint corporate organization, and in our subcontractors’ corporate organizations. We also identify where the key personnel fit into these organizations. Section 1.2 describes the areas of responsibilities and flow of authority between the Sprint and our subcontractors.

Section 1.3 presents the contractual, technical, and administrative interfaces between the Government and Sprint, the prime contractor. There are no interfaces between the Government, our subsidiaries and our subcontractors.

A description of Sprint’s and its subcontractors’ management systems, including the controls and scheduling techniques we will use to ensure task accomplishments are found in Section 1.4. We also present the procedures and escalation procedures that we will use on the FTS2001 program.

Section 1.5 describes Sprint’s relationship with its corporate, or “home,” office regarding managing both the contract and individual activities for the life of the contract. We also describe corporate office resources that can be assigned to the contract on an as-needed basis.

Section 1.6, Personnel Plan, identifies all proposed Sprint key personnel and describes Sprint’s procedures for providing fully qualified personnel to perform the tasks required by the contract. Resumes of key personnel are found in Appendix A, and their letters of commitment are found in Appendix B.

Section 2, Subcontractor Identification, describes how Sprint identifies and solicits potential subcontractors, negotiates teaming agreements, evaluates subcontractor proposals, and negotiates and awards subcontracts. This section also identifies any subcontracts valued at more than $1 million for the contract terms specified in Section H.1 of the solicitation.

1.0 Corporate Structure and Personnel Qualifications (L.38.2.4.1)

This documentation shall include but not be limited to the following information:

FTS2000, Sprint’s largest contract, has helped shape portions of the Sprint corporate structure, especially the Government Systems Division (GSD). More than X GSD employees support the FTS2000 program today, many with seven, eight and nine years of FTS experience. Sprint GSD has partnered with GSA on the FTS2000 contract and we will leverage that relationship on the FTS2001 contract. The Joint Quality Council, composed of GSA and Sprint employees, is just one way we have partnered and increased quality of processes and procedures to the benefit of both the Government and Sprint.

Sprint has the FTS2000 experience and a successful working relationship with the GSA. We hope to further that relationship on the FTS2001 contract.

1.1 Functional Relationships (L.38.2.4.1(a))

(a) The offeror’s, the offeror’s subsidiaries, and the offeror’s major subcontractors’ organization charts and descriptive text clearly depicting the areas of responsibility and flow of authority within each organization. These charts shall show the functional relationships among organizational elements and identify the positions of key personnel assigned to carry out this project.

This section describes the areas of responsibilities and flow of authority in the Sprint corporate organization and in our subsidiary’s corporate organization.

1.1.1 The Sprint Corporate Structure

Sprint is totally committed to delivering high-quality FTS2001 services to the Government. Figure 2.D.1-1, Sprint Corporate Organization, shows the operational structure of Sprint, including our strategic alliances with Global One. The operating divisions: Long Distance, Local Telecommunications, Sprint International, National Integrated Services, and Sprint Wireless, report directly to Ron LeMay, the President and Chief Operating Officer. The right side of the figure shows the Sprint line organizations that relate directly to the FTS2001 program.

X

X

The GSD and FTS2001 Program Office are highlighted in the figure to draw attention to their position in the corporate structure. The following is a brief description of the upper level organizations that support Sprint GSD, FTS2000, and FTS2001:

• Long Distance Division - The Long Distance Division (LDD) provides global voice, video, and data communications services to nearly 8 million Government, business, and residential customers. It provides voice services to more than 290 countries and locations, including connections to all of the world’s direct-dial countries. The LDD also operates X the world’s largest public data network, with switching centers in more than X.

• Long-distance markets include small, medium, and large businesses; federal, state, and local Governments; and residential customers. The company is also developing a presence in emerging multimedia markets through rapid deployment of value-added services that are portable, customizable, and easy to use.

• Sprint Business - Sprint Business provides customized long distance solutions for small, medium, and large businesses, and to federal, state, and local Governments. As part of Sprint Business, the Government Systems Division (GSD) meets the federal Government’s telecommunications needs on FTS2000 as well as other programs including the X.

Sprint Business also provides telecommunications products and services to some of the largest companies in the U.S. Our customers include X, and many other nationwide commercial entities. As the J.D. Power customer survey revealed, Sprint is #1 in customer service, and that is how we keep our customers.

The flow of responsibility and authority at Sprint is downward. Figure 2.D.1-1 shows the flow of authority from Bill Esrey, Chairman and CEO, Sprint Corporation, to the FTS2001 PO. Sprint holds its managers and directors accountable to the customer and empowers them with the responsibility and authority to perform their jobs and provide customer satisfaction. At Sprint, the flow of information is bi-directional; it goes from top-to-bottom and from bottom-to-top to ensure that program status is known at the upper levels of management and that corporate information flows down to the employee level.

X, have the responsibility and authority to perform on the contract. And, in the event additional resources are required for certain tasks, they can draw from the entire Sprint Corporation, which has stated its total commitment to the Government on this contract.

1.1.2 Government Systems Division (GSD)

GSD, headed by X, provides telecommunications services for federal agencies under the FTS2000 contract and under non-FTS contracts with military and civilian agencies. GSD, which has been responsible for the FTS2000 Network B, will also be responsible for administering, transitioning, migrating, operating, and maintaining the FTS2001 contract. Figure 2.D.1-1 shows where the GSD is placed in the corporate structure.

Established in 1987, the GSD, located in Herndon, Virginia, is responsible for providing the total life cycle of telecommunications services, sales, sales support, and program management for Sprint’s federal Government customers. Assisted by other corporate divisions, Sprint GSD offers and supports the full range of Sprint product and service offerings for all of Sprint’s Government customers. Through negotiated agreements with Global One, and relationships with non-Sprint partners, GSD also provides emerging technologies and international services for total end-to-end solutions.

GSD has a dedicated staff of skilled personnel with a broad range of experience implementing, managing, operating, and maintaining large Federal Government programs. Currently GSD employs more than X associates nationwide. From communications needs analysis to network design and management, GSD serves as a single source provider of solutions to Government requirements. And, when necessary, GSD can leverage the technical strength and expertise found throughout Sprint.

GSD employs a wide range of technology and facilities to fulfill the requirements of these programs. We have successfully managed and maintained the implementation of private and public telecommunication service contracts; from initial concept, to full production, to on-going operations. GSD fully understands how to manage and maintain complex customer networks. This and our FTS2000 experience ensure the Government that Sprint will provide the FTS2001 program with the most capable, dedicated personnel available to support program requirements.

1.1.3 Sprint FTS2001 Program Office

Sprint will establish a FTS2001 Program Office (PO), organized as shown in

Figure 2.D.1-2, to be the principal point of contact for the GSA Program Management Office (PMO), user agencies, authorized agency representatives, and GSA representatives at FTS2001 user locations. The structure of the Sprint FTS2001 PO is similar to the Sprint FTS2000 PO. We are leveraging our FTS2000 experience for FTS2001, especially by adding the marketing group to assist GSA in marketing the contract to Government agencies.

X

X

The structure of the Sprint FTS2001 PO, with its short chain of command, will improve communication between GSA, user agencies, and Sprint. It will also lead to better customer service, improve service delivery, assist GSA in marketing FTS2001 services, and more quickly provide enhanced and emerging services.

Led by X, the Sprint PO is comprised of two functional groups required to meet FTS2001 requirements:

• Program Administration, which includes:

– Program Management

– Contract and subcontract administration

– Transition, migration and implementation planning, coordination and implementation

– Marketing assistance for GSA

– Technical and engineering consulting by Sprint’s highly qualified telecommunications engineers

– User complaints

• Customer Service, which includes

– Network management 24 hours a day, 7 days a week for domestic and international services

– Service management 24 hours a day, 7 days a week for domestic and international services

– Network security 24 hours a day, 7 days a week for domestic and international services

– Physical security at Sprint sites 24 hours a day, 7 days a week for domestic and international services

– Service ordering

– Billing and Invoicing

– Technical Advisory Center, which is staffed by experienced personnel that can assist the Government on technical issues

– Training

• Business systems development, which maintains the core Sprint Government and commercial automated systems

X will ensure that both functional groups meet the contract requirements and provide superior customer satisfaction.

Table 2.D.1-1 identifies Sprint’s proposed personnel who will staff the Sprint PO. Sprint has proposed experienced, senior level personnel, most of whom are currently assigned to, or support, the FTS2000 program. Resumes and letters of commitment for all key personnel are found in Appendix A and B, respectively.

X

Rationale for Selecting Proposed Staff

GSA will see many familiar names in Table 2.D.1-1 in the program administration group: X. There are also familiar names in the customer service organization: X.

Sprint is proposing many of these people because of the caliber of performance on the FTS2000 contract. As an incumbent, GSA and many agencies have worked with these people for up to nine years, and have a comfortable working relationship. All Sprint proposed personnel are skilled, knowledgeable, professional, and extremely capable. Their resumes are found in Appendix A.

Sprint is ready to begin performance immediately after contract award. Another reason Sprint selected these people is because of their ability to review FTS2000 contract performance and develop fresh approaches to providing and managing FTS2001 products and services.

1.1.4 Global One

Global One is Sprint’s major subcontractor on the FTS2001 program. However, Global One is more than a subcontractor; it is an equally-owned partnership formed by Sprint, France Telecom and Deutsche Telekom.

Since the early 1980s, Sprint has formulated alliances, partnerships and joint ventures on a global basis to better serve the needs of our growing base of multinational customers. To this end, one of the most important partnerships in the telecommunications industry was launched on February 1, 1996. Sprint, France Telecom, and Deutsche Telekom developed a global partnership that offers superior and cost effective global telecommunications services to business, consumer, and carrier markets worldwide. This partnership became Global One.

Two Key advantages to conducting international business with Sprint are:

• One Point-of-Contact - Locally based global account managers handle every aspect of international communications requirements, from designing the service portfolio to answering billing questions.

• One Point-of-Support - 24 hours-a-day, 7 days-a-week, dedicated service agents are ready to respond to any question or problem.

The information systems infrastructure of Global One will be capable of supporting multi-currency and multilingual billing, consolidated billing and reporting, and global service management—as befits a truly global company.

From the very beginning, Sprint through Global One has been able to offer corporate network services in more than X countries using over X points of presence. X

The Global One Partnership

This joint venture differs significantly from other alliances in many ways, including the following:

• The charter is broader, covering networking requirements of global business, consumer, and carrier markets.

• Global One was created to provide a broad range of international services by integrating the expertise of its three parent companies.

• Each of the three owners has an equal voice in determining the strategic direction of the enterprise.

Taken separately, Sprint, France Telecom, and Deutsche Telekom already have significant international and offshore operations aimed at serving the global requirements of medium, large, and multinational corporations—as well as Governments. These activities require global product management, offshore implementation of end-to-end network platforms and trouble resolution, and out-of-home-country sales and sales support. Global One is the only global alliance that operates as a single company providing these global platforms under one roof.

Through this partnership with two of the world’s largest telecommunications companies, Sprint has become a leader in providing global telecommunications. Sprint’s global presence can effectively address the Government’s current and future international telecommunications needs.

1.1.5 Maintaining Documentation After Contract Award (H.11.2)

Sprint will provide documentation describing its corporate organization to the Government after contract award and also will maintain the documentation for the life of the contract. The documentation will include, but not be limited to, the following information:

• Sprint’s and its subcontractor’s organization charts and descriptive text clearly depicting the areas of responsibility and flow of authority within each organization.

• Charts that show the functional relationships among organizational elements and identify the positions of key personnel assigned to carry out this contract.

• Relationship of the highest ranking individual assigned to this contract to the corporate Chief Operations Officer, President, and Chief Executive Officer.

• Organization charts and plans that clearly depict the areas of responsibility and flow of authority between Sprint and its major subcontractors.

• Charts and descriptive text indicating the contractual, technical, and administrative interfaces between the Government and Sprint, and between Sprint and its major subco

• A description of Sprint’s and our major subcontractor’s management systems, including the controls and scheduling techniques to be used for ensuring task accomplishment and procedures for ensuring complete coordination of all activities, as well as escalation procedures to be used to ensure task accomplishment.

• A description of the relationship of Sprint’s and our major subcontractor’s organizations that are responsible for managing both the project and individual activities of the project, to the corporate or “home” office during transition, migration, and implementation, and operations, This description will include a clear definition of the level of authority delegated to the manager of the Sprint FTS2001 PO.

Sprint will include a description of any corporate or “home” office resources, including manpower, computers, software, shop, service engineering or service development organization, applied research laboratory, etc., to be committed to the FTS2001 contract on an as-needed basis, and the procedures for using these resources.

1.2 Areas of Responsibility Between Offeror and Subcontractors (L.38.2.4.1(b))

(b) Organization charts and plans that clearly depict the areas of responsibility and flow of authority between the offeror and its subsidiaries and/or major subcontractors.

One of Sprint’s best corporate practices has been to establish full accountability for supplier performance with the appropriate Program Office. That accountability includes a commitment that all selected suppliers [affiliates, subsidiaries, and subcontractors] will deliver exceptional customer service to the commercial and Government marketplace. The FTS2001 Program Director and his team, in partnership with X, X, will ensure that all suppliers positively affirm and support the Government objectives articulated in the FTS2001 contract. For administrative and contractual matters related to supplier performance, authority rests with X to communicate Statement of Work requirements, negotiate terms and conditions, and resolve all contract interpretation and compliance matters. Technical, billing, and customer service requirements are defined and performance measured by the FTS2001 Program Manager, who relies heavily on project plans developed in conjunction with the supplier to reinforce agency and end user objectives, to track key program deliverables, identify and address critical path elements, and establish benchmarks for future improvement in supplier performance. This is much the same procurement model as that used by the federal Government today; it effectively channels various organizational interests into a cohesive interface for the benefit of both purchaser and seller.

Sprint has two objectives in mind in defining the flow of authority between its organization and that of its major subcontractors. First, there must an absolute commitment by the highest levels within the supplier organization to the FTS2001 program by assignment of a key facilitator with the authority to make critical program decisions and commit resources on behalf of the organization. Secondly, the Sprint/supplier relationship must appear seamless to the end user agency from a customer service, billing, and program management perspective. Though Sprint owns the contractual relationship with various Government agencies, it is imperative that the suppliers acknowledge co-ownership of this relationship by structuring their support functions to effectively market, manage, and deliver services on behalf of Sprint. We are convinced that our key partners understand our objectives and have proposed solutions and a management structure that assures Sprint that these two objectives will be met.

In terms of area of responsibility, Global One will provide all International Switched Voice Service, International Internet Protocol Internetworking Service, International Frame Relay Service, International Packet Switched Service, X.

1.3 Interfaces Between Government and Offeror (L.38.2.4.1(c))

(c) Charts and descriptive text indicating the contractual, technical, and administrative interfaces between the Government and the offeror, the offeror’s subsidiaries, and the offeror’s major subcontractors.

Sprint GSD is responsible for providing total customer satisfaction to the Government and the best way to accomplish this is through open communications. If a Government user or official picks up the phone and calls his counterpart at Sprint, major problems (including escalation) can often be avoided.

As prime contractor, Sprint GSD is responsible for all contractual, technical and administrative interfaces with the Government, with the FTS2001 PO being the single point-of-contact for the GSA, Government agencies, and end users. Figure 2.D.1-3 depicts the different levels of interaction between GSA and the user agencies with Sprint.

X

X

Figure 2.D.1-3 illustrates the flow of information among the Government, Sprint, and the Sprint corporate organization. Figure 2.D.1-4 shows at a detailed level, contracting, technical and administrative interactions between the Government and Sprint. The GSA Contracting Officer (CO) will interact with the Sprint X, or her representative on all issues relating to contract administration and contract performance. As specified in the contract, Sprint will provide all status and performance reports to the CO.

X

X

Before transition, migration or implementation, Sprint assigns the specific agency to a FTS2001 program manager, who is responsible for all the life cycle activities required to provide telecommunications services. The Sprint program manager works with the Office of Transition Management during transition to or from the Sprint FTS2001 network, or migration and implementation to the Sprint FTS2001 network. The Sprint program manager is responsible for all day-to-day operational issues and status reporting. The Sprint program manager will interact with the GSA or agency program manager on these types of issues.

For technical and administrative issues, the GSA COTR or agency point-of-contact will first call the Sprint program manager and inform him/her of the issue. For technical issues, the Sprint program manager determines which technical resource(s) to call: one of the FTS2001 system design engineers, the Sprint Office of Transition Management, or someone on the agency’s life-cycle team. The Sprint program manager will either handle the administrative issue or forward it to an appropriate Sprint fix-agency.

If the Government has a billing inquiry, Government representatives can contact the director of the Sprint FTS2001 Billing Group, who is responsible for responding to the inquiry. If an FTS2001 user experiences a trouble of any kind, he will call the 800 number for the Sprint FTS2001 Customer Service Organization (CSO), which is the first level for support. The Billing manager or CSO representative will inform the Sprint program manager of the call. By providing the Government direct contact with CSO personnel, Sprint believes that problems/ issues will be solved more quickly to the benefit of both the Government and Sprint.

The GSA will have seamless interaction with the PO. The GSA has the benefit of a single operating entity, with all the required management expertise resident in the PO. The PO has the authority to manage all the Sprint corporate organizational units, as well as the subcontractors and other suppliers of goods and services to ensure end-to-end delivery of FTS2001 services.

1.4 Procedures for Ensuring Coordination of all Activities (L.38.2.4.1(d))

(d) A description of the offeror’s, the offeror’s subsidiaries’, and the offeror’s major subcontractors’ management systems, including the controls and scheduling techniques to be used for ensuring task accomplishment and procedures for ensuring complete coordination of all activities, as well as escalation procedures to be used to ensure task accomplishment.

As a large provider of information, technology, and telecommunication products and services to Government customers, it is mandatory that Sprint have the controls, processes, procedures, and automated systems in place to ensure all tasks are completed as scheduled.

The FTS2001 PO will use several management systems to ensure coordination and completion of all tasks from the delivery of products and services to contract compliance. These procedures, processes and systems are currently in use today on the FTS2000 program. The following paragraphs address the systems Sprint uses to track product and service delivery, trouble management, managing supplier performance, and contract management.

Product and Service Delivery

The processes for product and service delivery are order entry, implementation, billing, and service management. These four processes are key to meeting our customer expectations. Sprint has specific edits included in our service order tracking system to ensure coordination and completion of tasks. The steps involved in meeting order entry and implementation include:

• Receipt of order

• Validation of order

• Order package generated

• Order keyed into Sprint systems

• Provisioning of facilities

• Test and acceptance of facilities

• Deliver the service to the customer for acceptance

• Issue Service Availability documentation to customer

The user’s expectations for service and delivery are established during the pre-sales process. Sprint’s service order tracking system tracks critical dates and milestones associated with the implementation process. Various internal organizations, as well as subcontractors provide the information. We monitor critical dates, identify risks, and resolve problems through escalation to the responsible functional organizations. This service order tracking system is currently used for the ordering, tracking and implementation of products and services for FTS2001.

On a monthly basis, Sprint’s billing department produces activity-based management reports. These reports track the cycle time of invoice production, quantity of disputes by reason code, dollars withheld per invoice, and other pertinent account data.

Trouble Management

Sprint’s trouble management system is used by all of the functional groups responsible for the maintenance of FTS2000 services. It is the main vehicle used to track both customer-reported problems and proactive network-related outages. The customer service representatives update and escalate open trouble tickets. The information reported and tracked are mean-time-to-repair (MTTR), mean-time-to-close (MTTC), and the number of trouble tickets opened and closed.

Management of Supplier Performance

Sprint seeks suppliers who can develop and maintain mutually beneficially long-term business relationships. Sprint’s external suppliers provide a wide variety of products and services. Sprint measures the performance of its suppliers by the following principal requirements:

• Delivery - includes on-time delivery; lead time competitiveness; delivery of contracted items and services; packaging and palletizing; accurate documentation and identification; and handling of emergency deliveries.

• Pricing - includes competitive pricing and value; price stability; price accuracy; and advance notice of price changes.

• Customer Service - includes compliance to agreement; supplier representatives’ sincere desire to service; cost effectiveness and sensitivity to customer costs; sales support and customer service effectiveness; market insight; training for supplier’s product s and services; technical support; problem resolution; and emergency support.

• Products and Services - includes billing product and services meeting specifications; hardware reliability and durability; software performance and reliability; new feature introduction; reliability of repairs; warranty coverage; and product and service state-of-the-art.

Contract Deliverables

Sprint tracks contract deliverables using several systems. Sprint tracks Key Service Indicators in a management system that provides on-line access to the Government as well as Sprint. The system provides the current month’s key service indicators in detail. The results of previous months are displayed as shown in Figure 2.D.1-5. In addition, a contract deliverables scheduled is maintained in a Filemaker database as shown in Figure 2.D.1-6. The Program Office tracks items such as the name of the deliverable, responsible department, submission date to the Government, BAFO reference, and schedule information.

X

X

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X

X

Subcontractor Management Systems

The Global One Sprint support organization provides pre-sales support ,and post- sales implementation to multi-national customers. Under a partnership agreement with Sprint, Global One uses a number of processes and management systems to ensure coordination of activities. Global One procedures include

• Sales Administration. Sales Administration encompasses the ongoing customer-specific support of administrative, order implementation, change management, and billing services. Sales Administration also includes contract support and order management.

– Contract support – which ensures the requirements are comprehensively captured in the execution of services and supporting efforts for the customer

– Order management – ensures that the correct order information is in the order administration management system and ensures the order is processed through an appropriate Global One coordination point for activities required to implement the order across two or more locations

Global One has the procedures and follow-up methodology in place to ensure order management occurs in accordance with customer expectations and contract requirements.

• Technical Management. Global One provides on-going engineering support beginning at contract award. Technical management activities include

– Maintaining day-to-day technical and engineering interaction with the customer

– Developing, coordinating, and maintaining the technical aspects of implementation plans

– Maintaining a constantly updated topology and technical plan defining the customer’s applications and usage profiles, logical and physical topology.

– Generating status reports on technical and performance related aspects of the services affecting the customer

– Interfacing with customer and other external suppliers on technical and/or implementation matters

– Monitoring provisioning, taking follow-up actions and escalation action as necessary

– Generating technical specifications to orders submitted for the provisioning of any Global One service

– Collecting performance-related information of customers’ service, if applicable

– Performing and coordinating optimization and redesign efforts for existing services or service components as customer needs dictate

• Program Management. Program management encompasses planning, management, and control activities performed in support of a customer implementation or on an on-going basis. Program management functions include:

– Define and assemble resource team

– Conduct formal meetings from kick-off to conclusion for each project. Ensure all agencies required in the implementation and operational support are prepared for the project

– Lead the project effort, assuming responsibility and accountability for successful completion of project objectives

– Document and follow-up on all open issues in periodic status and progress reports

– Ensure appropriate post-implementation support measures are in place at each multinational customer and site.

– Monitor provisioning of circuits, hardware, assignments, and tables, and take follow-up and escalation action when necessary

– Ensure all documentation is prepared on time, and is adequate and satisfactory to the customer

• Service Management/Trouble Management. Service/Trouble Management is the project-focused management and coordination of all resources responsible for the provisioning of quality services to the end customer

• Implementation Management. Implementation management is focused on activities between the creation of an order and the customer’s receipt of the first invoice for a specific service. It includes:

– Serving as the focal point and coordinator for all aspects of project implementation

– Developing, coordinating, and maintaining implementation plans and schedules

– Attending/leading status meetings for each project to ensure all entities required to participate in implementation and operational support are adequately involved

– Interface with the customer and inform of project status throughout periodic telecommunications, face-to-face reviews, and written reports.

1.5 Contractor Resources (L.38.2.4.1(e))

(e) A description of the relationship of the offeror’s, the offeror’s subsidiaries’, and the offeror’s major subcontractors’ organizations, which are responsible to the corporate or “home” office for managing both the contract and individual activities of the contract during transition, migration, implementation, and operation. This description shall include a clear definition of the level of authority delegated to the manager of the local organization(s). A description of any corporate or “home” office resources, including staff, computers, software, etc., to be committed to this contract on an as-needed basis, and the procedures for using these resources, shall be included.

As elected officers of Sprint Communications Company, L.P., X are authorized to act as agents of the company in the conduct of business. In recognition of the importance of the FTS2001 contract to Sprint’s strategic objectives, the President of the Long Distance Division, X, has assured X that the full complement of Sprint resources are available for use during performance of the contract. X have complete authority to manage the project in the best interests of both the customer and Sprint ,and can rely on other members of the corporate management team to provide GSD with identified resources on an as-needed basis.

GSD has developed a sound strategy for ensuring that all resources have been identified and committed to the project. However, if the need for occasional “home” office resources arises to meet emerging customer needs, X are authorized to request additional resources directly from the appropriate Sprint executives and, if required, through more formal channels.

Sprint GSD relies on Sprint Business for Finance, Product Development, and Multimedia assistance. At the corporate level, it relies on the expertise of the Technology Services organization for dedicated network development and support. The Human Resources organization at the corporate level provides recruiting and employee development support.

X Global One Sprint Support, is responsible for managing the FTS2001 program within Global One. X, Global One, has delegated full authority to X and his program management team for the successful implementation of the FTS2001 program. The Global One Sprint Support organization relies on the regional support functions for service and trouble management escalation.

1.6 Personnel Plan (L.38.2.4.1(f))

(f) A personnel plan that includes a matrix listing of all the key personnel of both the offeror and, where appropriate, the offeror’s subsidiaries and subcontractors; their Government-related experience; and the commitment of these personnel to the contract. In addition, this plan shall include procedures for providing fully qualified personnel to perform the tasks required by the contract. It shall also explain minimum training, qualifying level, and certification required for each job category, and procedures for training key personnel. “Certification” establishes that training requirements have been satisfied by examination, testing, on-the-job performance, or another comparable technique. “Key personnel” encompasses all personnel in management level positions, including senior officials, mid-level managers, and specialized technical staff. Resumes are to be included. Offerors need not go below managers in the top three levels. Letters of commitment shall be included.

Sprint is committed to staffing the FTS2001 Program Office with the most qualified personnel available. All of our proposed key personnel are currently assigned to the FTS2000 contract except for the Director of Network Security, Director of Service Order Administration, and the Director of Business System Development. These are corporate resources that support GSD every day. As an incumbent, Sprint has the experienced personnel that will “hit the ground running” with no time lost to learning curves. We are ready to help GSA meet their goals and objectives immediately after contract award.

Table 2.D.1-2, Proposed Key Personnel, identifies the qualifications of our key personnel.

X

Substitutions and Additions of Key Personnel (H.11.1)

Sprint will follow the instructions in the solicitation in Section H.11.1, Substitutions and Additions of Contractor Key Personnel, as follows:

• Sprint will not make substitutions and/or additions to key personnel on this contract without the written approval of the CO. Sprint understands that any substitutions and/or additions will be subject to the terms and conditions of this requirement.

• Sprint will make no key personnel substitutions during the first 180 days of contract performance unless the substitutions are due to illness, death, disciplinary action, demotion, bona-fide promotion, or termination of employment. Sprint understands that the CO may consider additional personnel on an individual case-basis. In any of these events, Sprint will promptly notify the CO and provide the information indicated below.

After the initial 180-day period, in accordance with the paragraph below, Sprint will provide written notification of all proposed substitutions and additions to the CO 15 calendar days prior to the anticipated effective date of the proposed substitutions and additions. If a security clearance needs to be obtained, Sprint will submit the notification 30 days prior to the anticipated effective date of the proposed substitutions and additions.

• Sprint will provide a detailed explanation of the circumstances regarding the proposed substitution or addition for all requests for substitutions and additions,. Sprint will provide a resume of each proposed substitute or addition, as well as any other information requested by the CO. Sprint will certify that the proposed replacement is better qualified than, or at least equal to, the key personnel to be replaced, subject to the penalties in 18 U.S.C. 1001.

Sprint understands that the CO or the CO’s authorized representative will evaluate all requests for substitutions and additions, and promptly notify Sprint of the approval or disapproval of the request.

• Key personnel, listed by name and position or title, included in this contract will be finalized after contract award.

• Sprint will update its Personnel Plan submitted as part of this proposal (Section L.38.2.4.1(f)) and incorporated as part of the FTS2001 contract within 15 calendar days of the receipt of the CO’s approval of a substitution or addition.

The following sections include procedures for providing fully qualified personnel to perform the tasks required by the contract (Section 1.6.1); minimum training, qualifying level, and certification required for each job category (Section 1.6.2), and procedures for training key personnel (Section 1.6.3).

1.6.1 Procedures for Providing Fully-qualified Personnel

Human Resource planning and performance supports GSD’s long- and short-term strategy goals by applying specific needs, plans, and requirements to hiring activities, as well as to employee development and support. The business information used for hiring is acquired through analysis of contract requirements and existing staffing levels. GSD identifies candidate profiles and locates these candidates both from within Sprint and from outside sources such as system integrators, competitors, and retired military personnel.

Based on GSD’s Strategic Business Plan and Market requirements, HR often seeks senior, experienced candidates. Over the past year, 15 percent of new hires were recruited from employee referrals. Human Resources also works closely with GSD in selecting qualified candidates for promotion from within. Last year, 76 percent of promotions were internal. This policy reduces cost and time in filling position requirements, and boosts employee satisfaction.

Like most major corporations, Sprint uses job descriptions to describe the education and experience required for different levels of labor categories. Human Resources, which maintains the job descriptions, ensures that all applicants meet the criteria in a job description before scheduling an interview with the hiring manager. Excerpts from Sprint’s job descriptions for proposed personnel is found in Appendix J. This is the first step in ensuring we hire fully qualified personnel. The second step occurs at interviews with the hiring manager and at peer interviews. When the hiring manager has completed interviewing all applicants for job, she makes a decision to hire the most qualified candidate.

GSD is fully compliant and usually exceeds all EEOC requirements by productively utilizing a diverse work force in a healthy, stimulating, successful environment.

To entice these candidates, GSD and Human Resources work to package compensation and benefits to accommodate their particular needs. GSD follows a similar needs-based approach. For example, when recently reorganizing Sales Engineering, management’s objectives were to gain flexibility and greater customer satisfaction achievement. Another example occurred in Program Management when two lower grade positions replaced one senior level position to better match job requirements and skills to the individual and organizational needs. GSD also encourages job sharing, which allows employees to attend school or stay at home with children or parents and also increases employee satisfaction.

Line managers and supervisors review the performance of newly hired personnel to confirm grade level to performance level. This procedure is complemented by the regular, formal sessions for performance evaluation when Sprint managers assess current performance and recommend training for the following year. GSD recommends that each employee have 40 hours of training each year to increase their technical and management skills.

GSD’s intention is supplement full-time staff with subcontractors for program management functions during high customer demand periods.

1.6.2 Training and Certification by Job Category

Following the selection and acquisition of high-quality, experienced candidates who can immediately contribute to the division, Sprint focuses on individual development or specific training to match the job needs, individual skills, and evolving customer demands. Both internal (University of Excellence) and external courses are scheduled to further the skills of both new and existing employees.

The Sprint University of Excellence (UofE) is responsible for training employees across the country. All UofE programs are structured around seven key competencies of “Sprint Dimensions.” The dimensions define the employee behaviors, skills, and knowledge necessary to Sprint’s success and are the foundation for our assessment and development processes. The seven Sprint Dimensions are:

• Leadership – uses appropriate styles to guide individuals and groups to achieve goals.

• Communication – expresses ideas effectively and clearly to meet the needs of the audience.

• Management – makes effective decisions that impact the company, the organization, the customer, and/or the associate. Implements those decisions by successful planning, directing, and administering resources. Ensures success through monitoring and controlling outcomes and processes.

• Personal Effectiveness – possesses the values, skills, and qualities that effectively match an associate with the organization.

• Professional Knowledge/Global Awareness – has the technical, industry, or professional knowledge required to do the job. Understands the impact the job and the company plan in a global market.

• Customer focus – drives all job activities and actions keeping in mind the goal to satisfy the customer.

• Team Approach – Demonstrates behaviors and actions that involve others in a working team. Gives authority to make and implement decisions to the lowest level in the organization.

Employee development and training needs are regularly addressed through annual and interim performance reviews, inspecting strengths and weaknesses of both the individual and the group. Sprint believes performance evaluations, which are conducted annually, should be a two-way street. Not only does the employee get evaluated, he has the chance to evaluate his supervisor.

In addition to the annual LINK/performance appraisal process, GSD also tasks Human Resources to conduct regular group reviews of new hires to elicit their perspective on Sprint dynamics during their early months in the company.

GSD formally supports 40 hours of formal training each year per employee. The impact of the training is evaluated in the annual appraisal system and individual development program. From this process, high performing candidates are identified and selected for assignments that can further develop their skills and potential. Each employee’s individual development plan, which explores training and self-development needs, is part of their individual LINK commitments.

In addition, special training for GSD is routinely developed and delivered to many division associates and has included program-specific training for FTS2000 special needs.

1.6.3 Training Key Personnel

The GSD employee development program is designed to develop leaders and decision makers at each organizational tier. With the assistance of the Training and Quality department, our associates tailor their development needs on an annual basis as part of LINK objectives. LINK ensures that the business unit’s strategic plans are translated into individual curriculum by linking business unit objectives to department and individual objectives. Resources available to associates include the Sprint University of Excellence handbook, external training brochures, GSD-developed course materials, professional association memberships, trade show participation, and local university programs. These resources are supplemented by job rotation programs, on-line access to Sprint product literature, and inter-departmental discussion forums. The choices are intended to promote product knowledge, customer and market awareness, refinement of leadership skills, and optimum use of work tools.

Due to the recent telecommunication deregulation and procurement reform initiatives (which will introduce accelerated competition at the federal and state levels), training along traditional lines is being ever expanded to address increasingly complex issues such as, higher customer expectations of service and account management, demand for more comprehensive and diverse product offerings, shorter procurement cycles, and rapid introduction of new technology.

To prepare our associates for market leadership in this environment, the training department recently inaugurated a program to assist GSD directors in developing a three year plan that ties strategic objectives to functional training needs. Due to the maturity of our associates, the typical training “wish list” concentrates on recent product developments, market trends, and changes in Government regulations. The program recognizes that organizational confidence is communicated through individual awareness and encourages development through attendance at customer and industry sponsored trade and professional forums, education provided by Government consultants, product and customer service management training available through the University of Excellence, Inter-departmental discussion forums, participation in joint customer quality teams, personal skill development courses, and account management.

Training needs are driven not only by individual objectives but also by customer feedback and contract requirements. LINK objectives and employee development plans are negotiated during the first quarter of each year by the associate and his/her manager. The defined development path includes skill sets needed to fulfill performance expectations taking into consideration our existing and anticipated customer base. Each participant is encouraged to take 40 hours of training each year.

Managers have responsibility during LINK objective setting to ensure that the associate’s education and development needs are directly tied to performance objectives and that knowledge and sill acquired are reflected in challenging opportunities.

Training is benchmarked against other Sprint business units and the long distance division. Improvement is achieved through course feedback surveys. Customer trouble reports and billing disputes provide a fertile framework for targeting process improvement and enhanced training requirements. For example, a joint customer/GSD quality team performed root cause analyses of billing disputes under FTS2000 and identified the need for revised order entry training of Implementation Managers. Billing disputes have shown a decrease from 1994 to 1996 after the training was provided. The training department is working hard to raise the education level of each and every employee.

1.7 Resumes

Resumes and letters of commitment from Sprint’s proposed key personnel are found in Appendix A and B, respectively, of this management volume.

2.0 Subcontractor Identification (L.38.2.4.2)

In order to be eligible for award, the offeror must, under the Equal Employment Opportunity provisions of this solicitation, identify any subcontract proposed to be valued in excess of $1 million. In fulfillment of this requirement, the offeror shall provide, as part of its Management Proposal, a separate sheet identifying the name, address, dollar amount, and service provided of each subcontract valued at more than $1 million. The $1 million threshold applies to the contract term as specified in Section H.1.

A description of the systems and procedures for identifying and soliciting potential subcontractors, evaluating subcontractor proposals, negotiating and awarding subcontracts, and proposed subcontractor agreements shall be provided in the offeror’s proposal.

The following major subcontractors are expected to provide products and services valued in excess of $1 million over the contract term:

Global One

See Appendix H for more information.

In addition to the above subcontract, Sprint has identified the following small businesses that are expected to provide products and services during the life of the contract.

TRAINING

X, located in Olathe, Kansas, is a sole proprietorship that was established by Carol Smith in 1993. X is classified as a small, woman-owned business. Since its inception, X has provided technical training and documentation for several major pharmaceutical companies including X, X. The nature of the training and documentation ranges from process training for Research and Development associates to application training on both the mainframe and the desktop. Another client of X. Since 1990, X has developed and delivered classroom training for the Business and Industry departments at the college that target the business community. Currently, X provides application training to Sprint at various company locations.

X.

X, headquartered in Reston, Virginia, is a woman-owned small business incorporated on November 30, 1995 as an S Corporation.

X was founded to provide high-quality telecommunications consulting services. It provides executive briefings, course development, and on-premise sales and technical training. It provides technical implementation training, and sells applications for voice, data and video network-based products and services.

Further, it provides technical implementation training for Customer Provided Equipment (CPE). It provides training for a wide range of Government, utility and commercial concerns. In addition to Sprint GSD, X has developed and implemented training for US Government agencies such as the X.

X, located in Prairie Village, Kansas, is a woman-owned sole proprietorship that has been in business for 10 years. The company provides custom training development and documentation services for management, professional and technical personnel in business and Government. The company serves customers in the areas of telecommunications, transportation, financial services, manufacturing, and Government services

X, located in Herndon, Virginia, was incorporated more than seven years ago as a small/disadvantaged/minority owned company. They provide training to

customers in the telecommunications, commercial, financial and Government industries. Over the past years, they have developed and delivered training to telecommunications professionals covering highly technical data/telecommunications subject matter. In addition, as a regular part of their business, they develop custom courses for clients.

PROGRAM MANAGEMENT

X located in Fairfax, Virginia, is women-owned, Native American firm established in 1987 to provide data management and financial services to Government and commercial organizations.

In June 1995, X received its 8(a) certification from the Small Business Administration (SBA) and began providing Information Technology services to the Federal Government. Since 1995, X has been awarded more than X in Federal Government contracts, a GSA schedule, Blanket Purchase Agreements, and Blanket Ordering Agreements.

X currently provides to commercial and Government customers professional services including LAN/WAN Services, training services, management consulting services, business process reengineering, software and system development/support, internet and intranet applications/services, and telecommunications hardware, software and services.

As a subcontractor, X will provide program management and transition support to Sprint after contract award.

INSIDE WIRING

X

Sprint chose X, a small minority owned business located in Washington D.C., to provide inside wiring services. X has been in business for more than 19 years and has provided telecommunications services for the X. A few of their current contracts include X. X has been awarded the following; “Contractor of the Year Award” from the X; the “Award of Excellence” for two consecutive years from the X; as well as numerous commendations from US Army base commanders and contract officials for performing services beyond requirements and expectations.

X. is a small business located in Washington D.C. that has been chosen by Sprint to provide inside wiring services. X offers worldwide telecommunications support, in addition to inside wiring. X inside wiring team is lead by X, who has more than 30 years experience as a professional electrician and wiring contractor. Recent customers of X are X. X has personnel with security clearances available.

2.1 Corporate Policies for Identifying, Soliciting, Evaluating, Negotiating and Awarding/Agreements with Subcontractors and Suppliers

Sprint’s procurement policy is to procure all goods and services in an ethical manner utilizing sound business practices to obtain maximum value for each dollar expended. To accomplish this, all procurement activities are subject to appropriate checks and balances and are executed by trained procurement professionals.

Sprint’s Procurement policy provides for the proper control and uniformity of procedures for all procurement activities. Supplier identification, evaluating proposals, source selections, negotiating agreements and subcontracts in support of the FTS2001 program will be in compliance with corporate policies and procedures as well as with federal regulations.

Sprint makes the decision to subcontract early in the procurement process by a team evaluation of our current and future in-house capabilities (including costs) versus those capabilities of suppliers. Careful review and coordination is made to assure that the Government is best served by the decision to subcontract. The final decision to subcontract is made at the vice president level of Sprint’s Government System Division.

Sprint meets all required Government regulations specific to subcontracting activities. Sprint’s procurement policy encourages and facilitates participation of small/small disadvantaged businesses. Sprint’s procurement policies and procedures were audited with satisfactory results by several Government agencies. Most recently, Sprint was awarded the highest rating provided by the Small Business Administration for our exceptional program for the utilization of small disadvantaged businesses.

2.2 Source Selection

Source Selection (subcontractor and supplier) is made in accordance with corporate procedures which require, in part, determination of fair and reasonable prices and determination that the selected source will provide the best value for the requirement. Source

selection through competition is the preferred method of procurement, however, procedures are established for sole source, and other negotiated procurement. Sprint’s policy does not differentiate between subcontractors and suppliers relative to source selection criteria.

Sprint’s procurement professionals may draw on several resources to establish quality vendors.

Typical subcontract sources are:

• Previous experience with source

• Sprint’s product list

• Sprint’s master bidders list

• Sprint’s vendor directories

• Price history files

• Government agencies

• Small Business Administration - PRO-NET

• Reference books - Thomas Register etc.

• Trade shows and journals

• Industry associations

• Use of the Internet

2.3 Soliciting Potential Subcontractors/Suppliers

Sprint has specific guidelines for issuing and processing subcontractor and supplier solicitations under the competitive bidding process. In support of FTS2001, Sprint’s procurement procedures were used to guide the supplier and subcontractor selection process. The Director, Subcontract Administration will lead the effort in selecting those suppliers in support of the program. The Sprint team consists of representatives from the engineering, program management, operations, procurement and supplied diversity. The technical lead team member develops a Statement of Work (SOW) which, combined with other required contract provisions, becomes a Sprint Request For Proposal to qualified suppliers. Upon receipt of supplier responses, the team reviews supplier proposals specifically focusing on their respective functional areas. Delivery requirements, including schedules for equipment and/or services to be procured, financial information, and supplier references are all included in the evaluation.

2.4 Negotiating and Awarding Subcontracts

Upon completion of the technical review, a formal report is issued to the Director, Materials Management. The report summarizes the engineers’ findings and sets forth recommendations regarding the vendor qualifications. Concurrently, Procurement reviews the subcontractors’ Cost/Price Proposals to determine the responsiveness and accuracy of the data. A cost/price analysis is performed. The subcontractor’s compliance with the contract terms and conditions and applicable flowdown clauses are reviewed. All team members review and place emphasis on subcontractor quality in each of their respective functional areas. The team jointly determines which subcontractor(s) are most responsible and responsive to the requirements. Before selecting a subcontractor, Sprint considers the latest information available from internal and external sources, including history on past performance.

If more than one bidder is within the competitive range, written or oral discussions may be held with those bidders. Upon completion of discussions, best and final offers will be requested. After evaluating best and final offers, the company whose best and final offer is determined to have best value for Sprint, considering price and other factors, is selected. Sprint’s management approval is required prior to finalizing the supplier selection process and completing the final negotiation. If the contracting officer’s approval is required, it is secured before transmitting the subcontract to the subcontractor. If the team determines that establishing a teaming relationship is most advantageous for the application, the above process with some modification is utilized to assure best value.

Negotiation of the final agreement takes into account price, delivery, terms, and conditions in order to minimize the risks to Sprint and the Government. Sprint has many types of standard agreements which it can use as a base for negotiating the agreement depending on the type of services, equipment or supplies required.

2.5 Summary

Sprint assumes total and end-to-end responsibility for management and oversight of suppliers, subcontractors, and/or teaming partners’ activities at all times for the duration of the FTS2001 contract. The systems Sprint has in place will ensure that Sprint and it subcontractors will provide a seamless level of service and quality to meet the Government’s expectations.

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