20_Solicitation - 16PBGC21R0010_TPIMS IDIQ and TO1_rev 05 11 2021.pdf

RFQ IFB RFP

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

1. REQUISITION NUMBER PAGE OF

2. CONTRACT NO. 3. AWARD/EFFECTIVE

DATE

4. ORDER NUMBER 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE

DATE

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME b. TELEPHONE NUMBER (No collect calls)

8. OFFER DUE DATE/

LOCAL TIME

9. ISSUED BY

13b. RATING

14. METHOD OF SOLICITATION

CODE

15. DELIVER TO 16. ADMINISTERED BY CODE

18a. PAYMENT WILL BE MADE BY CODEFACILITY

CODE

CODE

TELEPHONE NO.

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN

OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

BELOW IS CHECKED

SEE ADDENDUM

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF.

DATED . YOUR OFFER ON SOLICITATION

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR

30b. NAME AND TITLE OF SIGNER (Type or print) 30c. DATE SIGNED

31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

31b. NAME OF CONTRACTING OFFICER (Type or print) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

STANDARD FORM 1449 (REV. 2/2012)

Prescribed by GSA - FAR (48 CFR) 53.212

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

OFFER

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

17a CONTRACTOR/

OFFEROR.

CODE

8 (A)

SIZE STANDARD:

NAICS:

% FOR:SET ASIDE:UNRESTRICTED OR

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SMALL BUSINESS

10. THIS ACQUISITION IS

EDWOSB

SMALL BUSINESS PROGRAM

RQ-32-21-000002

16PBGC21R0010

Roland Thomas Thomas.Roland@pbgc.gov 3700

10:00 AM ET

PD

PENSION BENEFIT GUARANTY CORP

PROCUREMENT DEPARTMENT

1200 K ST NW

WASHINGTON DC 20005-4026 541611

See Schedule see continuation page for line item details.

See Schedule

JUN 15, 2021

Please

STANDARD FORM 1449 (REV. 2/2012) BACK

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE

41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42a. RECEIVED BY (Print)

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

40. PAID BY

32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f. TELPHONE NUMBER OF AUTHORZED GOVERNMENT REPRESENTATIVE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED

CORRECT FOR

PARTIAL FINAL

37. CHECK NUMBER

38. S/R ACCOUNT NO. 39. S/R VOUCHER NUMBER

36. PAYMENT

COMPLETE PARTIAL FINAL

16PBGC21R0010

Table of Contents

SECTION B SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 SUPPLIES OR SERVICES AND PRICES/COSTS

SECTION C DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1 DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

SECTION D PACKAGING AND MARKING

D.1 PBGC 52.247-7000 PACKAGING AND MARKING (JAN 2012)

SECTION E INSPECTION AND ACCEPTANCE

E.1 52.246-4 INSPECTION OF SERVICES--FIXED-PRICE (AUG 1996)

E.2 52.246-6 INSPECTION--TIME-AND-MATERIAL AND LABOR-HOUR (MAR 2001)

E.3 PBGC 52.246-7000 INSPECTION AND ACCEPTANCE OF DELIVERABLES (JAN 2012)

SECTION F DELIVERIES OR PERFORMANCE

F.1 DELIVERIES AND PERFORMANCE

SECTION G CONTRACT ADMINISTRATION DATA

G.1 CONTRACT ADMINISTRATION DATA

SECTION H SPECIAL CONTRACT REQUIREMENTS

H.1 SPECIAL CONTRACT REQUIREMENTS

H.2 PBGC 52.201-7000 CONTRACTING OFFICER'S REPRESENTATIVE (JAN 2012)

H.3 PBGC 52.204-7000 RECORDS MANAGEMENT (SEP 2017)

H.4 PBGC 52.207-7000Contingency Telework (COVID-19) (MAR 2020)

H.5 PBGC 52.209-7001 ORGANIZATIONAL CONFLICTS OF INTEREST (AUG 2017)

H.6 PBGC 52.209-7002 HANDLING PBGC DATA (MAY 2017)

H.7 PBGC 52.216-7003 CEILING PRICE (FEB 2013)

H.8 PBGC 52.232-7000 SUBMISSION OF INVOICES (FIXED-PRICE) (SEPT 2017)

H.9 PBGC 52.232-7001SUBMISSION OF INVOICES (TIME AND MATERIAL AND LABOR-HOURS) (SEPT 2017)

H.10 PBGC 52.232-7006SUBMISSION OF INVOICES/VOUCHERS - IPP (OCT 2018)

H.11 PBGC 52.237-7000 KEY PERSONNEL (APR 2018)

H.12 PBGC 52.237-7001 EDUCATION AND EXPERIENCE QUALIFICATIONS (DEC 2014)

H.13 PBGC 52.237-7002 FITNESS DETERMINATION (APR 2019)

H.14 PBGC 52.237-7004 TRAINING (MAR 2016)

H.15 PBGC 52.237-7005 INFORMATION SECURITY TRAINING (MAR 2020)

H.16 PBGC 52.237-7006 PROFESSIONAL ATTIRE (OCT 2018)

H.17 PBGC 52.237-7007 DISPLAY OF PBGC IDENTIFICATION BADGES (FEB 2013)

H.18 PBGC 52.237-7008 OBSERVANCE OF LEGAL HOLIDAYS (OCT 2018)

H.19 PBGC 52.239-7000 SECTION 508 ACCESSIBILITY STANDARDS (MAR 2020)

H.20 PBGC 52.239-7006INFORMATION TECHNOLOGY MANAGEMENT (AUG 2018)

H.21 PBGC 52.242-7000 POSTAWARD CONFERENCE (SEP 2020)

SECTION I CONTRACT CLAUSES

I.1 52.203-3 GRATUITIES (APR 1984)

I.2 52.203-7ANTI-KICKBACK PROCEDURES (JUN 2020)

I.3 52.203-8 CANCELLATION, RESCISSION, AND RECOVERY OF FUNDS FOR ILLEGAL OR IMPROPER ACTIVITY (MAY

2014)

I.4 52.203-10 PRICE OR FEE ADJUSTMENT FOR ILLEGAL OR IMPROPER ACTIVITY (MAY 2014)

I.5 52.203-12LIMITATION ON PAYMENTS TO INFLUENCE CERTAIN FEDERAL TRANSACTIONS (JUN 2020)

I.6 52.203-16PREVENTING PERSONAL CONFLICTS OF INTEREST (JUN 2020)

PAGE 3 OF 112 16PBGC21R0010

I.7 52.203-17CONTRACTOR EMPLOYEE WHISTLEBLOWER RIGHTS AND REQUIREMENT TO INFORM EMPLOYEES OF

WHISTLEBLOWER RIGHTS (JUN 2020)

I.8 52.204-2SECURITY REQUIREMENTS (MAR 2021)

I.9 52.204-4 PRINTED OR COPIED DOUBLE-SIDED ON POSTCONSUMER FIBER CONTENT PAPER (MAY 2011)

I.10 52.204-9 PERSONAL IDENTITY VERIFICATION OF CONTRACTOR PERSONNEL (JAN 2011)

I.11 52.204-13SYSTEM FOR AWARD MANAGEMENT MAINTENANCE (OCT 2018)

I.12 52.204-16COMMERCIAL AND GOVERNMENT ENTITY CODE REPORTING (AUG 2020)

I.13 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT 2018)

I.14 52.210-1MARKET RESEARCH (JUN 2020)

I.15 52.212-4 CONTRACT TERMS AND CONDITIONS--COMMERCIAL ITEMS (OCT 2018)

I.16 52.212-4 I CONTRACT TERMS AND CONDITIONS--COMMERCIAL ITEMS (OCT 2018)--ALTERNATE I (JAN 2017).69

I.17 52.212-5CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT STATUTES OR EXECUTIVE ORDERS--

COMMERCIAL ITEMS (JAN 2021)

I.18 52.215-8 ORDER OF PRECEDENCE--UNIFORM CONTRACT FORMAT (OCT 1997)

I.19 52.215-19 NOTIFICATION OF OWNERSHIP CHANGES (OCT 1997)

I.20 52.215-23LIMITATIONS ON PASS-THROUGH CHARGES (JUN 2020)

I.21 52.216-18ORDERING (AUG 2020)

I.22 52.216-31 TIME-AND-MATERIALS/LABOR-HOUR PROPOSAL REQUIREMENTS -- COMMERCIAL ITEM ACQUISITION

(FEB 2007)

I.23 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.24 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)

I.25 52.222-1 NOTICE TO THE GOVERNMENT OF LABOR DISPUTES (FEB 1997)

I.26 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

I.27 52.224-1 PRIVACY ACT NOTIFICATION (APR 1984)

I.28 52.224-2 PRIVACY ACT (APR 1984)

I.29 52.227-14 RIGHTS IN DATA--GENERAL (MAY 2014)

I.30 52.229-3 FEDERAL, STATE, AND LOCAL TAXES (FEB 2013)

I.31 52.232-17 INTEREST (MAY 2014)

I.32 52.232-18 AVAILABILITY OF FUNDS (APR 1984)

I.33 52.232-39 UNENFORCEABILITY OF UNAUTHORIZED OBLIGATIONS (JUNE 2013)

I.34 52.232-40 PROVIDING ACCELERATED PAYMENTS TO SMALL BUSINESS SUBCONTRACTORS (DEC 2013)

I.35 52.242-13 BANKRUPTCY (JUL 1995)

I.36 52.242-15 STOP-WORK ORDER (AUG 1989)

I.37 52.243-3 CHANGES--TIME-AND-MATERIALS OR LABOR-HOURS (SEP 2000)

I.38 52.244-2SUBCONTRACTS (JUN 2020)

I.39 52.244-5 COMPETITION IN SUBCONTRACTING (DEC 1996)

I.40 52.244-6SUBCONTRACTS FOR COMMERCIAL ITEMS (NOV 2020)

I.41 52.245-1 GOVERNMENT PROPERTY (JAN 2017)

I.42 52.245-9 USE AND CHARGES (APR 2012)

I.43 52.246-4 INSPECTION OF SERVICES--FIXED-PRICE (AUG 1996)

I.44 52.246-6 INSPECTION--TIME-AND-MATERIAL AND LABOR-HOUR (MAR 2001)

I.45 52.246-25 LIMITATION OF LIABILITY--SERVICES (FEB 1997)

I.46 52.249-2 TERMINATION FOR CONVENIENCE OF THE GOVERNMENT (FIXED-PRICE) (APR 2012)

I.47 52.249-8 DEFAULT (FIXED-PRICE SUPPLY AND SERVICE) (APR 1984)

I.48 52.249-14 EXCUSABLE DELAYS (APR 1984)

I.49 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB 1998)

I.50 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

I.51 52.253-1 COMPUTER GENERATED FORMS (JAN 1991)

SECTION J LIST OF ATTACHMENTS

J.1 LIST OF ATTACHMENTS

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SECTION K REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS

K.1 52.204-24REPRESENTATION REGARDING CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES OR

EQUIPMENT (OCT 2020)

K.2 52.204-25PROHIBITION ON CONTRACTING FOR CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE

SERVICES OR EQUIPMENT (AUG 2020)

K.3 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT 2018)

K.4 52.212-3OFFEROR REPRESENTATIONS AND CERTIFICATIONS--COMMERCIAL ITEMS (FEB 2021)

K.5 PBGC 52.239-7003 CLOUD COMPUTING REPRESENTATION (APR 2016)

SECTION L INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFEROR

L.2 52.212-1INSTRUCTIONS TO OFFERORS--COMMERCIAL ITEMS (JUN 2020)

SECTION M EVALUATION FACTORS FOR AWARD

M.1 EVALUATION FACTORS FOR AWARD

M.2 52.212-2 EVALUATION--COMMERCIAL ITEMS (OCT 2014)

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SECTION B

SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 SUPPLIES OR SERVICES AND PRICES/COSTS

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B.1 BRIEF DESCRIPTION OF SERVICES

The primary goal of this contract is to develop a new, modernized pension insurance modeling system and provide ongoing systems operation and maintenance for the Policy, Research and Analysis Department (PRAD) located in the Office of Policy and External Affairs (OPEA). The Pension Benefit Guaranty Corporation (PBGC) intends to establish one single-award Indefinite- Delivery Indefinite-Quantity (IDIQ) contract for the Transformational Pension Insurance Modeling System (TPIMS), as described in this Request for Proposal (RFP).

The specific scope of the requirements that may be ordered under this IDIQ are defined in Section C “Description/Specifications/Work Statement” and will be further identified and defined at the task order level.

B.2 TYPE OF CONTRACT

The contract will be Indefinite Delivery Indefinite Quantity (IDIQ) subject to task order assignments. Task orders may be issued using a Firm-Fixed-Price (FFP), Labor-Hour (LH), Time-and-Materials (T&M), or a hybrid of these types of contracts. Task orders may include option periods as defined in FAR Part 17. Specific tasks and/or work to be performed, will be detailed in, and solicited by, individual task orders issued under this IDIQ contract.

B.3 DETERMINATION OF ORDER TYPE

Each Request for Task Order Proposal (RFTOP) will state the type of contract deemed appropriate for the resultant task order. The Contracting Officer will determine task order type on a case-by-case basis. Services will be defined and priced through individual task orders.

B.4 MINIMUM AND MAXIMUM QUANTITIES

Task Order 01, issued with the award of this IDIQ, satisfies the minimum quantity for the period of performance. The maximum IDIQ amount (the maximum ceiling) shall not exceed $75,000,000 over the life of the contract and applies to the aggregate value of all the task orders.

The IDIQ contract is unfunded. The individual task orders issued under the IDIQ will be funded and will provide accounting and appropriation data.

B.5 IDIQ PRICING SCHEDULE

Attachment 1 “Price Schedule for IDIQ”, establishes labor rates for the contract type/pricing methods available for use under this contract. The Contractor shall use the labor categories, fixed fully burdened hourly rates for the Base and Option periods from the IDIQ Price Schedule to develop the task order business/price proposals.

FFP task orders will use the labor rates in the IDIQ Price Schedule in developing the labor price build up for the task order. The contractor is encouraged to propose lower rates at the task order level considering staffing and system efficiencies that are anticipated to occur in the Option periods.

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For task orders designated as LH or T&M, and as specified in RFTOPs, the Contractor shall propose a total cost estimate using labor categories and fully burdened labor rates approved in the IDIQ Price Schedule with estimated total hours for each labor category and estimated material costs, if applicable. If applicable, Travel and Other Direct Costs (ODCs) are reimbursable under the specifically designated CLINs in the task order.

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SECTION C

DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1 DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

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C.1 INTRODUCTION

The Employee Retirement Income Security Act of 1974 (ERISA) established Pension Benefit Guaranty Corporation (PBGC) as a federal Corporation to encourage the growth of defined benefit pension plans, provide timely and uninterrupted payment of pension benefits and keep pension insurance premiums at a minimum. PBGC protects the pensions of nearly 40 million workers and retirees in more than 24,000 private defined benefit pension plans. PBGC administers two insurance programs: Single-employer plans (protects 30 million workers in 22,500 plans) and Multi-employer plans. More information about PBGC and organizational structure can be found at: http://www.pbgc.gov/. Also, see https://www.pbgc.gov/about/who-we- %20are/pg/executive%20staff and www.pbgc.gov/about/who-we-are/pbgc-departments.

The mission of the Policy, Research and Analysis Department (PRAD) is to develop policy for PBGC's insurance programs and conduct related research and modeling. Policy activity encompasses legislative and regulatory analysis and proposal development related to benefit guarantees, employer liability, and premiums. Research addresses actuarial and financial issues to support policy development and involves modeling for forecasting purposes.

The Pension Insurance Modeling System (PIMS) is the primary tool used by PRAD for forecasting the Single-Employer (SE) and Multiemployer (ME) insurance programs. PIMS uses pension plan data, firm financial data, and macroeconomic data and assumptions to stochastically project future claims, premium income, and their impact on PBGC’s net position. PIMS forecasts are used to develop PBGC’s Annual Projections Report, are a component of PBGC’s Budget Model, and are needed to respond to Technical Assistance (TA) requests about how proposed or enacted legislation will impact ongoing pension plans and the pension insurance system.

The mission of the Office of Information Technology (OIT), led by the Chief Information Officer, is to provide Information Technology (IT) leadership that advances the PBGC mission, improves management effectiveness, and delivers superior results to the Corporation employees and U.S. citizens. OIT accomplishes its mission through its four major offices:

• Enterprise Cybersecurity Division (ECD) focuses on Cybersecurity policy and oversight with partnership with the Privacy Office.

• Enterprise Governance Department (EGD) establishes the CIO’s governance functions such as the IT Strategic Plan, Enterprise Architecture (EA) and IT Capital Planning programs and leads governance boards such as the IT Portfolio Review Board (ITPRB) and Technical Review Board TRB).

• IT Infrastructure Operations Department (ITIOD) focuses on providing common office productivity tools for the Corporation, such as desktops, laptops, mobile devices, Office 365, database platforms, dev/test environments, development tools, production environments, Continuity of Operations (COOP), security operations, network services, etc.

• Business Innovation Services Department (BISD) focuses on providing IT program, project, and contract management for all PBGC’s business systems and ensures IT programs and projects are managed with best practices and disciplined approaches. IT

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program managers, also serve as division managers of BISD’s four service delivery divisions: Financial Management Services Division (FMSD), Participant Management Services Division (PMSD), Corporate Management Services Division (CMSD), and Shared Business Services Division (SBSD). The Contracting Officer’s Representative (COR) for this contract is in CMSD.

IT systems within BISD-managed IT programs are primarily funded by business-area departments (also referred to as stakeholders in this document). BISD’s IT program managers work shoulder-to-shoulder in partnership with counterpart business-area business program managers. Together, the program managers lead Integrated Program Teams (IPgT) in managing the full life cycle of IT programs. The IPgTs include participation from project managers, Cybersecurity, Privacy, IT Infrastructure, EA, etc. Similarly, IT systems and projects within the IT programs are overseen by IT project managers who work shoulder-to-shoulder in partnership with counterpart business-area business project managers. The project managers lead Integrated Project Teams (IPTs) in managing the full life cycle of IT systems and implementation of IT projects within the program. Formal and informal mechanisms such as Change Control Boards are in place to collectively manage priorities of system improvements. CIO-CXO briefings (bi-weekly, monthly, or quarterly) inform executives of the status of systems, risks and issues.

For IT Systems Enhancements, Modernization, Operations and Maintenance efforts, PBGC has successfully adopted Agile Approaches. Specifically, for Major Modernization projects, PBGC has adopted a modified SCRUM approach. The approach includes a tight partnership between BISD’s IT Product Manager, business-area Product Owner, and contractor Project Manager and Scrum Master. We embrace the Agile Manifesto and Agile Principles, but also recognize that Agile neither alleviates the necessity for robust project management disciplines and practices nor dismisses the need for thorough documenting systems engineering efforts.

C.2 IT ENVIRONMENT AND UNIQUE REQUIREMENTS

The IT environment description represents the current systems/applications and key PBGC stakeholders and is provided to aid in understanding the environment. The PBGC IT environment continually evolves and will continue to do so over the duration of this contract.

The contractor shall evolve its services and staff to meet PBGC ongoing needs. This evolution is considered in scope of this contract.

C.2.1 System Stakeholders This Transformational PIMS (T-PIMS) contract will develop a new, modernized pension insurance modeling system and provide ongoing systems operation and maintenance for the Policy, Research and Analysis Department (PRAD) located in the Office of Policy and External Affairs (OPEA).

The Office of Policy and External Affairs (OPEA) oversees and directs outreach to PBGC external stakeholders, including the press; interacts with the Congress, Executive Branch agencies and industry and labor groups on ERISA and PBGC issues; and coordinates legal advice, analysis, research and recommendations for the development of policy, regulations and legislation. OPEA includes two departments – Communications Outreach & Legislative Affairs (COLA), and PRAD.

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The Policy, Research and Analysis Department (PRAD) develops policy for PBGC's insurance programs and conducts related research and modeling. Policy activity encompasses legislative and regulatory analysis and proposal development related to benefit guarantees, employer liability, and premiums. Research addresses actuarial and financial issues to support policy development and involves modeling for forecasting purposes. PRAD produces PBGC’s Projections Report annually. The Projections Report is PBGC's annual actuarial evaluation of its future operations and financial status. The numbers in the report are produced by PRAD’s pension insurance modeling system (PIMS). PRAD is the business area supported by T-PIMS and provides the business program manager.

Business Innovation Services Department (BISD) / Corporate Management Services Division (CMSD) The Business Innovation Services Department (BISD) provides IT support to PBGC departments throughout the Corporation. BISD leverages best practices and state of the art technology to deliver IT innovation to PBGC business operations and customer service. BISD provides IT program management, IT project management, and IT contract oversight services while establishing and utilizing proven implementation approaches to further business area goals.

Within BISD, the Corporate Management Services Division (CMSD) provides overall IT Project Management support, the IT program manager, and oversight of IT contracts for PRAD’s systems including PIMS and the T-PIMS contract. The CMSD COR provides contract oversight and technical direction to the T-PIMS contractor and acts as PBGC’s liaison with the contractor.

With the support of the T-PIMS contractor, the IT & business program/project managers and COR ensure that PBGC’s and PRAD’s goals and objectives are achieved. The IT & business program managers manage the full lifecycle of the program from planning, execution, monitoring, and control and budgeting. A Chief Information Officer (CIO)/ Chief Policy Officer (CPO) briefing has been established quarterly to present the progress of the program. PIMS is a part of the IT program known as the Pension Insurance and Economic Data program (PIED).

The IT & business program managers partner with the Chief Enterprise Architect to conduct Business Needs Analysis (BNA) for the program components in accordance with Enterprise Architecture (EA) standards. The BNAs support OMB’s Architect-Invest-Implement paradigm and provides recommendations that drive performance improvements and IT investment planning. It also provides support to the funding and prioritization of the PIED program. The BNA recommendations are the first step in building the programs future roadmap and budget development. The IT Portfolio Review Board (ITPRB) provides governance over the strategic direction of the IT Portfolio by prioritization, controlling, and evaluation. The ITPRB, not only recommends the budget to the Budget and Planning Integration Team (BPIT) who in turn recommends to the Executive Management Committee (EMC), and once approved to the OMB, it makes recommendations on the IT portfolio and the programs/projects that are needed to support the Corporation’s mission. Only projects approved by the ITPRB should be executed.

The T-PIMS contractor team will partner with the Integrated Project Team (IPT) which consists of the IT and business project managers, Enterprise Architect, Information System Security and Privacy Officer (ISSPO), Information Owner (IO)/Information System Owner (ISO), Release Manager, Privacy Officer, Infrastructure, and other members.

The T-PIMS contractor is expected to adhere to the IT Solution Life Cycle (ITSLCM) including the control gates - the Change Advisory Board (CAB) that reviews and approves all changes to

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the infrastructure and the Technical Review Board (TRB) that governs technical and products standards and approves solution designs for compliance to those standards.

In addition, the T-PIMS contract project manager will partner with the IT project manager in the planning and execution of projects, and operations of the systems. The T-PIMS contract program manager and leadership team will partner with PBGC’s program managers and executives to ensure the success of the program and to conduct a monthly Program Management Review (PMR) providing a progress update on the contract.

C.2.2 Actuarial and Economic Expertise The T-PIMS contract and system requires actuarial and economic expertise to support the scope of this contract. As a result, PBGC requires a combination of actuarial, economic and IT proficiency to sustain business operations and modify the system as business and operational needs dictate.

The contractor shall use a combination of IT, Actuarial, and economic expertise in the work of this contract.

C.2.3 T-PIMS

PBGC administers two distinct insurance programs: one to handle single employer (SE) plans, and one to handle multi-employer (ME) plans. T-PIMS will eventually encompass both plans.

2.3.1 Single-Employer (SE) PIMS:

PBGC began development of the PIMS for the SE insurance program in 1992, and the initial version of SE PIMS went into production in 1997. SE PIMS is a stochastic (i.e., random) simulation model that PBGC uses to evaluate its exposure and the likelihood of future claims and to quantify the amount of risk facing the SE insurance program. SE PIMS portrays PBGC’s future financial condition as a function of a variety of economic parameters. PBGC uses SE PIMS to satisfy statutory requirements under ERISA Section 4008, as amended by the Pension Protection Act of 2006 (PPA), the Workers Relief and Employer Recovery Act of 2008 (WRERA), Pension Relief Act of 2010 (PRA), Moving Ahead for Progress in the 21st Century Act (MAP-21), Highway and Transportation Funding Act of 2014 (HATFA), and Bipartisan Budget Act of 2015 (BBA). SE PIMS is updated regularly for legislative, regulatory, and/or policy changes.

In the past, the SE PIMS model was critical to PBGC’s technical assistance in the legislative processes that led to enactment of the Deficit Reduction Act of 2005, the Pension Protection Act of 2006, and the Worker, Retiree and Employer Recovery Act of 2008. SE PIMS is used to evaluate the financial impact on ongoing pension plans, their sponsors and participants, PBGC finances, and the Federal budget of numerous and varied legislative proposals considered by the Executive and Legislative branches, the Congressional Budget Office, the Joint Committee on Taxation, and the Office of Management and Budget (OMB). PBGC has also used SE PIMS at the request of the Government Accountability Office (GAO) and other Federal agencies/Departments to conduct special analyses to assess the financial condition of PBGC’s single-employer program and evaluate legislative/regulatory/policy alternatives to eliminating PBGC’s long-term single-employer deficit. SE PIMS also interfaces with PBGC’s deterministic Excel-based Budget Forecasting Model (Budget Model) to provide input on expected future claims and variable rate premium revenue for PBGC’s Federal

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budget forecasts submitted to the Department of Labor (DOL) and OMB. The Budget Model reflects PBGC’s accounting system and produces deterministic forecasts of the financial condition of PBGC’s single-employer and multiemployer insurance programs for up to 50 years.

It is anticipated that T-PIMS will be used for the same purpose as described above upon its completion.

The input for the T-PIMS SE model will include significant details on a sample of at least 1,000 pension plans, key financial variables from companies that sponsor those pension plans, details on the PBGC's current assets and benefit payment obligations, and recent history of key financial market returns. Pension plan and actuarial data are taken from the Form 5500, the related Schedule SB (MB for Multiemployer PIMS, see below) and attachments, and includes benefit formulae, age-service matrices of active workers, numbers of retirees, benefit payouts, actuarial assumptions, and schedules of amortization bases. T- PIMS will use these data to simulate at least 10,000 scenarios of potential future outcomes for the SE program. The scenarios projected in the simulation extend up to 50 years into the future. Sample items that the system will generate include:

1. Annual returns of stock and bond market indices; changes to the financial variables of each plan sponsor.

2. Changes in each pension plan's liabilities reflecting advancements in age and service, as well as retirements and other employment separations, hiring and retirement rates consistent with changes to the sponsors' total employment levels, advances in ages and mortality rates among the retired population, benefit and/or salary level increases, and changes to valuation discount rates.

3. Changes in the asset level of each plan, including asset returns determined by the plans' target portfolio and the related simulated market returns, benefit payments to retired participants, and contributions from the plan sponsor that meet the requirements of the Internal Revenue Code’s pension funding rules.

4. Random occurrences of bankruptcy among the pension plan sponsors, with bankruptcy probabilities being determined by each firm's financial variables, and calculation of whether the funding levels of plans sponsored by bankrupt firms are likely to result in a claim on the PBGC insurance fund.

5. Changes in PBGC assets and liabilities that reflect premium revenues from plan sponsors, benefit payments to beneficiaries of trusteed plans, asset returns and changes to liability discount rates, age advancement and mortality among beneficiaries, and new claims presented by the termination of underfunded plans of bankrupt firms.

T-PIMS will store outputs of the key variables related to pension funding and PBGC assets and liabilities. PBGC will analyze this output to develop probability distributions over the range of financial outcomes the PBGC could experience in the future.

The actuarial component of the program, which tracks plans' liabilities, assets, and contribution requirements through time, will represent the most significant component of the model in terms of programming detail and complexity.

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2.3.2 Multi-Employer (ME) PIMS:

There are about 1,400 multiemployer (ME) plans that cover more than 10 million workers and retirees. Unlike the SE program, under which PBGC guarantees payment of benefits upon termination of an underfunded plan, under the ME program, PBGC guarantees payment of benefits if a covered plan becomes insolvent, i.e., is unable to pay basic PBGC guaranteed benefits when due. Also, unlike the SE program, insolvent ME plans are not trusteed by PBGC. Rather, PBGC provides financial assistance payments to insolvent plans in amounts necessary to enable them to continue paying guaranteed benefits.

Like SE PIMS, Legacy ME PIMS is also a stochastic (i.e., random) simulation model that PBGC uses to evaluate its exposure and likelihood of future claims and to quantify the amount of risk facing the multiemployer insurance Program. It is also used to satisfy PBGC's statutory requirement under Section 4022 of ERISA to conduct quinquennial studies of the multiemployer insurance program to determine the adequacy of multiemployer premium rates and benefit guarantees.

Future task orders may be issued to enhance T-PIMS by defining requirements and implementing an ME model. It is anticipated that the ME portion of T-PIMS will rely on data from the Form 5500 database, primarily from the Schedules MB and H/I. The census data (ultimately the cash flows) are developed using other supporting spreadsheets that calibrate to the Current Liabilities and Current Liability Normal Cost with sample census distributions.

T-PIMS is targeted to use Microsoft O365 products and Microsoft Azure cloud hosted technology. In addition to working closely with PRAD and BISD, the contractor will work closely with the PBGC ITIOD who owns, operates, provides the Azure cloud solution for PBGC and will make this available to the contractor. T-PIMS will begin with development of a new SE model. Once the new SE modeling tool - the Minimal Viable Product (MVP) -is developed and released into production and approved for use by PBGC, PBGC will decommission legacy SE PIMS. Note that decommissioning of Legacy PIMS is outside the scope of this contract. The contractor will work in partnership with the Legacy PIMS contractor and PRAD for timing of the transition from the Legacy PIMS to T-PIMS, transitioning, and support of decommissioning activities.

Once the MVP is in production, the contractor will have full lifecycle management of T- PIMS, including subsequent enhancements, and Operations and Maintenance (O&M) within the Task Order or IDIQ Period of Performance.

This includes expanding the architecture and model as needed to meet new congressional demands. It will also include planning for and performing the extension of T-PIMS to encompass the ME program, at the direction at PBGC.

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C.3 GOALS AND OBJECTIVES

BISD currently manages a portfolio of IT contracts for its customers. The below challenges have impacted BISD’s ability to manage cost and performance effectiveness:

• Unwarranted price escalation: With five-year performance period contracts, PBGC had the advantage of resetting the cost every five years to better align with a flat budget.

Rather than contract for efficiencies and effectiveness that improve over the period of performance with a corresponding decrease in contract costs, PBGC has paid more for the same service.

• Duplicative efforts and costs: Historically, each PBGC information system is supported by an individual contract. Multiple vendors hinder the ability to streamline the O&M processes (e.g. manage and coordinate system patches) which affect other systems and subsystems. Multiple contracts require multiple COR to oversee contractor performance, increasing the workload of BISD personnel. Multiple contracts have multiple program and project managers thus duplicating costs and exasperating communications, synergies and effectiveness.

• Communication challenges: Historically, communication with multiple contractors about issues affecting multiple systems to generate compatible solutions is cumbersome.

• Integrator finger pointing: The company that enhances one application has not always been the company that enhances another application closely linked to the former. This has led to conflict and finger pointing between the two companies when issues arise.

• Contractors are not incentivized to suggest innovative ideas or emerging technologies:

Contractors are complacent and lack innovative ideas to improve the systems.

PBGC has shaped this new requirement so that one contractor is responsible for modernization and potentially ongoing enhancement, operations, maintenance efforts for a group of related application systems. This synergistic approach to managing multiple systems will promote the sharing of best practices, lessons learned and team communication to increase efficiencies and management effectiveness as well as anticipated system efficiencies, which should correlate to reduced costs to PBGC. Rigorous performance standards have been put in this new contract to ensure the highest service levels are achieved.

PBGC seeks a vendor partnership who will meet PBGC’s goals and objectives to achieve:

• Fair and effect cost management

• Efficient and streamlined operations by Contractor and BISD

• Efficiencies, best practices, and innovation in PBGC IT systems

• Streamlined and effective communication

• Inherent risks that are managed, mitigated, and minimized

• Collaboration within and across contractors and PBGC

• Synergies, efficiencies, and best practices across project and IDIQ contract task orders

Alongside the goals above, the main goal of this IDIQ is to create a new modeling system for the SE and ME plans. The legacy SE and ME PIMS models are outdated and difficult to work with;

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in fact, the previous ME model has become so cumbersome that PRAD entirely recoded it during 2018 using Excel to make it more flexible and powerful. The number of sample plans and stochastic runs, among other things, is limited in the current systems by the outdated code and the heavy infrastructure footprint. The main driver for this work is to create a model that is faster, while running more simulations and taking a larger footprint of input data. The model should also be able to be adjusted to meet any Technical Assistance requests that come in from Congress or other government agencies.

These goals and objectives are supported by the contract requirements and corresponding performance standards.

C.4 SCOPE

OMB and BISD identify Development, Modernization, Enhancement, Operations, Maintenance, and Disposition as six distinct activities, both in terms of the function provided and the financing mechanism that allows each type of project to precede.

• Development includes completely new initiatives, rarely undertaken by BISD because of its consistent mission. Development requires substantial funding, Office of Management and Budget (OMB) approval and a longer-term (more than 12 months) effort.

• Modernization initiatives add new functions/features and are limited to the need to change obsolete technology. It also requires substantial funding, OMB approval and a longer-term (more than 12 months) effort. Funding priorities, primarily, prevent these from being undertaken on a regular basis; however, there is the potential need for this support to the organization.

• Enhancement is the process used by BISD to add/modify features to existing systems in support of better business operations for users.

• Operations encompasses service desk tickets response and maintaining uptime to ensure the system is available and functioning for the user community. The majority of BISD-managed systems sit on PBGC’s IT Infrastructure. The IT Infrastructure Operations Department (ITIOD) (with a different set of contractor teams than BISD’s business applications team) has the primary Operations responsibility but relies on BISD contractors for Tier 3 support. Thus, the level-of-effort for BISD's Operations support can vary based on unknown variables driven by IT Infrastructure Operations and its contractor support.

• Maintenance services provide for the ongoing needs of the current systems (vendor versions and upgrades, bug fixes) the needs of which fluctuate over time based on events impacting infrastructure, application patches, etc. This represents an unknown level of effort because the product vendors drive these timelines; Maintenance is often undertaken in combination with Enhancements for efficiency purposes.

• Disposition provides for a planned approach to close or terminate an IT program or solution once it has reached the end of its useful lifecycle while ensuring that vital information is preserved for future restoration and/or reactivation, if necessary.

Disposition activities include destroying, recycling, or repurposing IT solutions.

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The IT support services required by this contract are guided by PBGC’s IT Solutions Lifecycle Management (ITSLCM) framework from conception to decommission and are defined for the purposes of this contract as the set of activities related to Planning, Execution (of maintenance, enhancement and modernization activities), and Operations and Disposition of specified PBGC applications and/or the integration with other systems. The contractor shall follow and comply with the ITSLCM framework as it evolves over the life of this contract.

The scope of work for this contract includes the following:

4.1 Program and Project Management Support

4.2 IT Solutions Lifecycle Systems Engineering Services:

4.2.1 Planning Services

4.2.2 Execution Services: Maintenance, Enhancement, Modernization

4.2.3 Operations and Disposition Services

4.3 Professional Advisory/Actuarial Consulting Services

4.4 Actuarial Technical Assistance

This contact scope initially requires a Modernization of PIMS. Maintenance, Enhancements, and Operations and Disposition, and Actuarial Technical Assistance services may be undertaken, as the need arises, as well as Planning Services, and Professional Advisory/Actuarial Consulting services.

This contract is intended to be 10 years in duration. Thus, PBGC systems, applications, COTS products, etc. are expected to evolve and change during the life of the contract; these changes are considered in-scope.

When Task Orders are issued, each will activate certain portions of this IDIQ Section C.

C.4.1 Program and Project Management Support

4.1.1 Program Management Support:

The Contractor’s program manager(s) (PgM) shall provide overarching management, direction, administration, quality assurance, and leadership of all task orders issued under this contract. (PgM will be funded at the TO level.) The Contractor shall maintain the progress and productive mutual interaction of various parties in such a way that overall risk of program and project failure is reduced. The Contractor shall have the ability to adapt to the various internal procedures, and to form close links with the nominated PBGC representatives to ensure that the key issues of cost, time, quality, and client satisfaction can be realized. The Contractor shall:

A. Develop and deliver a program management plan that defines how the program manager will accomplish the tasks identified in this section.

B. Ensure consistent practices and coordination among task orders and work being conducted within a task order. This includes management and oversight of all project management plans, configuration management plans, and other project, system-level or subsidiary planning.

C. Coordinate activities across systems within and among awarded task orders (e.g. end-to-end integrated testing, peak period performance testing, etc.

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D. Identify and balance resources among and within task orders to ensure the most efficient staffing required to meet PBGC’s goals.

E. Facilitate the work required and enable an adequate level of communication with the Government.

F. Oversee all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this contract.

G. Maintain access to resources that can be called upon to fulfill task order requirements under the contract.

H. Prepare and monitor a quality assurance plan to ensure services and deliverables for the contract meet the highest level of quality and demonstrate continuing quality improvement. At a minimum, the quality assurance plan should include peer and/or secondary review of documentation, code, and other deliverables submitted.

I. Bring to the government’s attention new approaches, ideas, innovations, process improvements, methods, or technologies to enhance/improve operations and demonstrate continuous improvement.

J. Prepare and conduct monthly Program Management Reviews (PMRs) with PBGC staff as agreed with COR to review contract performance across all Task Orders' task areas, system and project performance and overall program performance in meeting program objectives. Provide aggregate program reporting that summarizes this performance to include:

(i) Program level summary of system and project status

(ii) Program roadmap identifying current and future projects and milestones

(iii) Demonstrated stabilization of the systems with identification of enhancements to defect resolution ratio

(iv) Program level customer satisfaction

(v) Management dashboard reporting -- demonstrating 1) trends in system operations and performance, 2) impacts of proposed changes and 3) other data important for PBGC decision making.

4.1.2 Project Management Support:

The contractor shall conduct project management activities to actively plan and manage ongoing projects. The contractor shall:

A. Perform project management planning and develop project baselines for identified projects to include releases or any activity where resources are deployed to make changes to or support the PBGC systems

B. Conduct scope management to ensure project scope is baselined and changes to scope are managed through the project lifecycle. Establish and follow procedures for release management and change control, including an impact a ssessment.

C. Conduct schedule management to include establishing a resource-loaded and baselined schedule in PBGC’s approved project management system (currently Microsoft Project Online, a.k.a. P3M).

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D. Conduct cost management to ensure baselined costs are maintained and managed throughout the project lifecycle to include reporting on burn rates and associated cost measures.

E. Conduct earned-value-management to identify earned value metrics and status for projects.

F. Maintain relationship and partnership with all integrated system leadership for systems both internal and external to the project IT applications/systems.

4.1.2.1 Issue and Risk Management:

PBGC places great importance on actively performing risk management. Identifying, developing mitigation strategies and effectively escalating risks are a key component of project management. The Contractor shall:

A. Establish risk management plan based on PBGC Risk Management Policy B. Identify and track risks (by project phase and by business area) through closure that may impact the project and PBGC systems and identify mitigation strategies in BISD’s system of record (currently P3M)

C. Work to resolve risks to ensure system operations and release remain on-schedule D. Report status during weekly IPT meetings, as part of the Status Reports, or other reporting mechanism to include propose resolutions, estimate a timeframe for issue resolution.

4.1.2.2 Status Reporting:

Regular and ad hoc reporting is required to ensure all PBGC project stakeholders are aware of project, sprint, and system status. Tools shall be kept up to date to enable status reporting and status views at any time by the PBGC team. The Contractor shall provide regular status and ad hoc reporting to the COR, IPT, and executive sponsors for all contractor activities.

4.1.2.3 Integrated Project Team (IPT) and Change Control Board (CCB):

PBGC uses IPTs to provide governance and guidance for IT systems and projects. These IPTs consist of members from various PBGC stakeholder groups including the Information System Owner, Information System Security Manager, IT Infrastructure, Enterprise Architecture, system operations and development team, IT project manager and many others. All system operations and changes shall be guided by an IPT.

In addition to IPTs, PBGC uses change control boards (CCBs) to authorize the scope, schedule, and cost of system releases. CCB membership is like that of IPTs but also includes program level representation. All system changes proposed by the IPT must be agreed to by the CCB. The contractor shall:

A. Coordinate and facilitate IPT and CCB governance bodies to enable decisions on system changes and to provide a venue for dissemination of system information.

B. Provide status on system operations and changes.

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4.1.2.4 Meeting Participation:

Throughout the management and support of PBGC systems and projects, meetings will be conducted to gather information, make decisions, disseminate information, etc.

Conducting efficient meetings and maintaining accurate minutes of those meetings is essential to the success of PBGC projects. The Contractor shall:

A. Develop agendas and circulate those agendas ahead of any meetings organized by the contractor B. Develop meeting materials when the contractor is presenting.

C. Facilitate meetings that allow for in-person and/or remote participation via teleconference, Skype, MS Teams, and/or other remote participation tools.

D. Record and provide minutes of all meetings conducted or attended as part of this contract work and deliver those minutes for participant review and comment E. Participate in meetings as required for other PBGC efforts that may impact or be impacted by this contract.

4.1.2.5 System Documentation and Documentation Maintenance:

PBGC system documentation includes any documentation generated as part of a maintenance, enhancement or modernization effort, technical documentation, training materials, operational manuals, meeting agendas/minutes and any documentation used or created as part of the performance of PBGC system support. All documentation shall be maintained and kept current during the maintenance period by the Contractor using PBGC’s SharePoint sites or another PBGC approved tool. The Contractor shall:

A. Develop or update PBGC documentation, including manuals (e.g., operations, system administration, system maintenance, user and training) and plans (e.g. system integration and site implementation). Documentation shall follow the latest approved standards at the time of the execution effort and delivery of the system. The Contractor shall develop documentation and/or update existing ITSLCM documents that are required as a result.

B. Maintain and revise PBGC system and business process documentation in accordance with changes made to PBGC.

4.1.2.6 Technical Writing:

Production of high-quality system documentation and written deliverables is an important requirement of the services provided under this contract. The Contractor shall ensure that professionals with skill in technical writing are used in creation of contract deliverables.

These deliverables should be of high quality, technically accurate, written for the appropriate audience, and have minimal grammatical and spelling errors. Technical writing services may be required for production of stand-alone PBGC documentation.

4.1.3 Transition Support:

The objective of transition support is to ensure continuity of services in the areas supported by the incumbent while the incoming contractor learns how to support these services. The Contractor shall support transition from the outgoing incumbent, as well as transition to

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PBGC or a new contractor, if required.

4.1.3.1 Transition In:

Upon award, the Contractor shall begin an effective transition of work from the…