2023 Pre-Proposal Consolidated Presentation.pdf

DEPARTMENT OF TRANSPORTATION

FEDERAL TRANSIT ADMINISTRATION

PRE-PROPOSAL CONFERENCE

PROJECT MANAGEMENT OVERSIGHT SERVICES

Thursday, October 26, 2023

Session 1: 9:30 am – 12:00 pm Eastern Session 2: 2:00 pm – 4:30 pm Eastern

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Agenda Agenda Item Presenter(s)

Welcome and Opening Remarks James Harper, Jr.

Introductions Government Team

Draft RFP Summary Dorian Ridley-Curtis/Sonja Rousey

Source Selection Overview James Harper, Jr.

Technical/SOW/Section C, OPs, Deliverables, Reports &

COI

Matthew Nawn

Small Business Utilization Reporting/eSRS/Small Business Goals

Brittany Young (Session 1) /Natalie Rosa (Session 2)

Questions and Answers James Harper, Jr./Government Team

Closing Remarks James Harper, Jr.

Networking and Breakout Session

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Welcome and Opening Remarks

James Harper, Jr.

Director of the Office Acquisition Management

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Rules of Engagement

• Etiquette

• Session is being recorded for transcribing purposes

• Presentation, Q&A, Attendee List Posted on https://sam.gov/content/home

• Q&A Session End of Presentation

• Email questions to: fta2024projectmanagementoversight@dot.gov

• Restrooms

• Safety Briefing https://sam.gov/content/home mailto:fta2024projectmanagementoversight@dot.gov

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Disclaimer

• Materials presented and discussed at today’s Pre-Proposal Conference are for informational purposes only. When issued the formal RFP is the only document that should be relied upon in determining the Government’s requirements.

• The Formal RFP posted on System for Award Management (SAM) https://sam.gov/content/home supersedes any communication received, or presentation delivered at this Pre-Proposal Conference.

• All official requirements and information, as well as any resulting Request for Proposal (RFP) will be posted on SAM.

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Question & Answer Session

• Focus on the requirement and forthcoming RFP

• RFP questions should be asked in the following format:

• Draft RFP Section

• Draft RFP Page Number

• Question

• Will not entertain questions that are

• Confidential

• Proprietary

• Will answer as many as possible

• All Q&A’s will be posted on the SAM website

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Purpose

• Communicate the Government’s Requirements

• Solicit Feedback from Industry about the requirement

• Express the Government’s goals

• Ensure synergy between FTA and Industry Representative

• The “Industry Day” event serves as a platform for the Government to disseminate significant information regarding forthcoming procurements, objectives, and timelines and actively seek input for an upcoming Request For Proposal (RFP)

• The Government is not interested in a “sales pitch”; rather, Industry will have an opportunity to hear information on the Government's intentions

• Industry will have an opportunity to engage in a public discussion and to communicate with the Government

• Questions and answers (Q&As) approved for public release will be posted on SAM.gov

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Draft RFP/Acquisition Summary

Dorian Ridley-Curtis & Sonja Rousey Office of Acquisition Management

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Acquisition Summary

Title: Project Management Oversight

Place of Performance: Various locations, actual location will be stipulated in the awarded Task Order

Contract Vehicle: Multi-award Indefinite Delivery, Indefinite Quantity (IDIQ) Contract Type: Various

NAICS Code: 541611 – Administrative Management and General Management Consulting Services

Product Service Code: R408 Contract Period: 5 years from the Date of Award

Services will be performed in accordance with the FAR, TAR, and TAM.

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Contract Overview

• FAR Part 15 - Full and Open Competition

• At least 2 IDIQ contracts will be reserved for Women-Owned

Small Businesses

• Task Order Types: Firm Fixed Price (FFP), Time and Material

(T&M), or Cost Plus Fixed Fee

• Cost Proposal shall be subject to an audit

• Release of RFP anticipated 1st Quarter FY2024

• Staggered awards 4th Quarter FY 2024

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System for Award Management (SAM)

• Offerors are required to be registered in the SYSTEM FOR AWARD MANAGEMENT (SAM) DATABASE: Lack of registration in SAM will make an offeror ineligible for award as described in

FAR 52.204-7 DO NOT DELAY

• Offerors may obtain information on registration via https://sam.gov/content/home

• Offerors must have electronic funds transfer (EFT) capability

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Online Representations And Certifications Application

• Section K, “Offeror Representations and Certifications”

• Online Representations and Certifications Applications (SAM).

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Accounting System

• Must have an adequate accounting system per General Accepted

Accounting Principles (GAAP), Generally Accepted Government Auditing Standards (GAGAS), Federal Acquisition Regulation (FAR) and Cost Accounting Standards (CAS) in place

• The accounting system will be audited

• The requirement for an adequate accounting system depends on the type of contract award not the contractor size

• Contracting Officer’s (CO) determination

• Information is available to contractors regarding data on an Adequate

Accounting System Requirements and standards are available at:

http://www.dcaa.mil http://www.dcaa.mil/

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Accounting System (Cont.)

COST ACCOUNTING

• Cost Reimbursement is defined under FAR Subpart 16.3, Cost- Reimbursement

Contracts, and other applicable agency-specific regulatory supplements. FAR Part 30, Cost Accounting Standards Administration and FAR Part 31, Contract Cost Principles and Procedures, shall apply to all cost-reimbursement task orders. The contractor shall have an accounting system that is in compliance with Generally Accepted Accounting Principles (GAAP) and IAW FAR 16.301

• NOTE: Please be advised that if the Offeror does not have an accounting system that is sufficient for determining costs applicable to the contract (FAR16.301-3) and for accumulating and segregating costs, it will not be eligible to receive a contract award.

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Important Sections For Building Your Proposal Response

• Understanding and Compliance with RFP Sections C, L, and M are the keys to developing a good proposal that is mutually beneficial to both the Government and potential Offeror

• Section C (Statement of Work/Performance Work Statement)

• Section L (Proposal Instructions)

• Section M (Evaluation Criteria)

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PMO 2024 Solicitation

Sections A through M

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PMO Request for Proposal (RFP) RFP format is divided by sections:

• A – Solicitation, Offer and Award (SF 33)

• B – Supplies or Services and Prices/Cost

• C – Description/Specifications/Statement of Work

• D – Packaging and Marking

• E – Inspection and Acceptance

• F – Deliveries or Performance

• G – Contract Administration Data

• H – Special Contract Requirements

• I – Contract Clauses

• J – Attachments

• K – Representations, Certifications and Other Statements of Offerors

• L – Instructions, Conditions and Notices to Offerors

• M – Evaluation Factors for Award

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Section B – Supplies or Services and Prices / Costs

• The Government anticipates awarding a multiple IDIQ contracts (at least 2 IDIQ contracts will be reserved for Women-Owned Small Businesses) with provisions to award various task order, the majority of the work is anticipated to be awarded as a CPFF type task order.

• See Section L and M for further information regarding this information

• Again, MINUMUM/MAXIMUM IDIQ POTENTIAL CONTRACT VALUE (TO LEVEL) is

$25,000 Min 670,000,000 Million Max

• The proposed fixed fee shall be considered a ceiling fixed fee to accurately reflect the risk and level of effort at the task order level. The Government reserves the right to negotiate the proposed fixed fee at its discretion. DOT utilizes the weighted guidelines method to establish a profit rate margin.

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Source Selection Procedures

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Formal Source Selection Process Overview

• Source Selection Objectives

• Choose the contractor who provides the best value to the Government, all factors considered

• Obtain through use of a comprehensive evaluation process, a high quality, fair and consistent evaluation of proposals

• Government intends to award contract based on initial evaluation of proposals, however, reserves the right to conduct discussions if it will result in best value to the government

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Source Selection Methodology

Source Selection Process

• Procurement utilizing FAR Part 15 Procedures

• Best Value (Tradeoff Process)

• Separate Technical and Risk Ratings

Draft Evaluation Elements

• TECHNICAL

• PRICE/COST

*Factors are listed in descending order of importance. Technical is significantly more important than Price/Cost. Price/Cost is not the most important evaluation element, but its degree of importance will increase commensurably with the degree of equality among different offerors’ Technical proposals.

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Source Selection Organization

SSEB

SSA

SSEB CHAIR

EXPERIENCE

SSEB Advisors

SSEB

COSTPAST

PERFORMANCE

TECHNICAL

SSEB ASSISTANT

CHAIR

CO

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Typical RFP Evaluation Factors

FOR INFORMATION ONLY

TECHNICAL

(Rating &

Proposal Risk)

PAST

PERFORMANCE

(Performance Risk)

EXPERIENCE

(Performance Risk)

COST

• This slide is provided for informational purposes only and is an example of what the criteria could potentially look like.

• The exact factors and associated criteria language will be approved by the SSA and released in the final RFP.

Technical & Management Approach

Management Capability

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Evaluation Criteria

• We use a “Qualitative” and NOT a “Quantitative” system

• Proposal Rating (Technical)

– Outstanding, Good, Acceptable, Marginal, Unacceptable

(Adjectival Rating Scheme)

• Proposal Risk (Technical)

– Low, Medium, High

• Performance Risk (Past Performance and Experience)

• High, Moderate, Low, Neutral (Past Performance Confidence Rating Scheme Only)

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Technical Evaluation

• Assesses Offeror’s understanding of, approach to, and ability to meet the solicitation requirements

• Proposal Compliance

• Proposal Risk

• Does the proposal meet or exceed requirements?

• If exceeds requirement, does it benefit Government?

• Does proposal provide enhancing features that benefit Government?

• Does proposal provide benefits that reduce risk of schedule disruption, cost increase or performance degradation?

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Technical Evaluation Grading - Qualitative

ProposalProposal Compliance Rating Outstanding Good Acceptable Marginal Unacceptable

ProposalProposal Risk

High

Medium

Low

Assessment Of Proposals Technical Factor and Sub Factors

-- COMPLIANCE -

Offeror’s approach to meeting requirements

*Strengths, Weaknesses, and Deficiencies

* Strengths and weaknesses can impact Compliance, Risk or both

-- PROPOSAL RISK -

Likelihood of achieving cost, schedule, performance

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Technical – Proposal Rating Definitions

Good

Outstanding Proposal meets the requirements and indicates an exceptional approach and understanding. The proposal contains multiple strengths and no deficiencies. The risk of unsuccessful performance is low.

Proposal meets the requirements and indicates an adequate approach and understanding. The strengths and weaknesses are offsetting or will have little or no impact on contract performance. The risk of unsuccessful performance is no worse than moderate.

Proposal does not meet the requirements and has not demonstrated an adequate approach and understanding. The proposal has one or more weaknesses, which are not offset by any strengths. The risk of unsuccessful performance is high.

Proposal does not meet requirements and thus, contains one or more deficiencies. The risk of unsuccessful performance is high. Proposal is not awardable.

Proposal meets the requirements and indicates a thorough approach and understanding. The proposal contains at least one strength and no deficiencies. The risk of unsuccessful performance is low to moderate.

Acceptable

Marginal

Unacceptable

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Technical – Proposal Risk Definitions

Has little or no potential to cause disruption of schedule, increase in cost, or degradation of performance. Normal contractor effort will probably be able to overcome difficulties.

Likely to cause significant serious disruption of schedule, increase in cost, or degradation of performance even with special contractor emphasis.

Can potentially cause some disruption of schedule, increase in cost, or degradation of performance. However, special contractor emphasis will probably be able to overcome difficulties.

Medium

Low

High

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Technical Strength Examples

• Exceeds mandatory / minimum requirement with benefit to the Government

(compliance)

• Approach contains a feature that enhances operational or other program/product capability with benefits to the Government (compliance)

• Reduces proposal risk by providing more than sufficient resources in order to respond to unknown conditions/situations (Risk)

• Reduces proposal risk by providing resources/capabilities that are in-place and ready to be used (Risk)

• Reduces proposal risk by providing plans that reduce/mitigates risks inherent in the proposed approach and program (Risk)

• Reduces proposal risk by providing performance margin (Risk)

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Technical Weakness Examples

• Marginal resources or capability to accomplished the effort (Risk)

• Approaches that rely on resources or actions not within the Offeror’s full control (Risk)

• Approaches that rely heavily on a single action or resource (aka single point failure)

(Risk)

• Design based on inadequate or unfounded assumptions (Risk)

• Untested/unproven approaches (Risk)

• Lacks substantiation or full description of the approach (Risk)

• Requirements can only be accomplished by impacting Government operations, capability or resources beyond that which is normal for this effort or system (Compliance can also affect Cost to the Government in the Cost Factor)

• Lacks information to assess requirements capability (Compliance)

• Lacks information to assess risk (Risk)

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Technical Deficiency Examples

• Deficiency Examples:

• Proposal states exception or deviation

• Approach is assessed to be unable to meet a requirement

• Gross lack or critical lack of information

• Combination of weaknesses that raise the risk of performance to an unacceptable level

• A Deficiency affects Compliance and may also affect Risk, but in any case, results in an un-awardable contract

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Past Performance Evaluation Concept

• How did Offeror perform on current or past contracts?

• Review Offerors Past Record, e.g. CPARS

• Determine Relevancy / Recency

• Assess each Contact Referenced

• Assess each relevant contract found through an independent Government search

• Roll up each reference assessment into an overall Offeror Assessment

• Based on Offeror’s assessment (Look Back), how do we think they will perform on the program?

• Final product is the Past Performance Risk Assessment

Look Back Look Forward

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Past Performance Instructions

• For each recent relevant contract identified in your proposal, provide:

• Contract Data

• Past Performance and Systemic Improvement Info

• Relate Past Performance to RFP requirements and proposed approach

• Evaluation based on:

• Proposal Information

• CPARS

• Customer Feedback through Questionnaires

• Submission of Past Performance information will be due approximately 2 to 3 weeks before proposals are due; this facilitates the evaluation process

• This slide is provided for informational purposes only and is an example of what the criteria could potentially look like.

• The exact factors and associated criteria language will be released in the final RFP.

FOR INFORMATION ONLY

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Past Performance Evaluation Grading – Qualitative

Performance Risk High Moderate Low Neutral

Significant Strengths and Significant Weaknesses

Assessment Of Past Performance

- PERFORMANCE RISK -

Amount of doubt that the offeror will perform

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Past Performance And Experience – Performance Definitions

High (H) Proposal meets the requirements and indicates an adequate approach and understanding. The strengths and weaknesses are offsetting or will have little or no impact on contract performance. The risk of unsuccessful performance is no worse than moderate.

Proposal does not meet the requirements and has not demonstrated an adequate approach and understanding. The proposal has one or more weaknesses, which are not offset by any strengths. The risk of unsuccessful performance is high.

Proposal meets the requirements and indicates a thorough approach and understanding. The proposal contains at least one strength and no deficiencies. The risk of unsuccessful performance is low to moderate.

The Offeror’s relevant past performance is of exceptional merit and is very highly pertinent to this acquisition indicating exemplary performance in a timely, efficient, and economical manner with very minor (if any) problems and no adverse effect on overall performance. Based on the Offeror’s performance record, there is a very high level of confidence that the Offeror will successfully perform the required effort. ** (One or more significant strengths exist. No significant weaknesses exist.)

Moderate (M)

Low (L)

Neutral (N)

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Experience Proposal

• Provide contracts that demonstrate experience relevant to this program and your proposed approach

• For each prime and subcontractor as it relates to their assigned responsibility

• Don’t give credit for experience in an area that the prime or subcontractor will not be performing as per the Technical Proposal Volume

• Provide a comparative analysis between your experience and the effort required by the solicitation

• Demonstrate that there are no gaps in experience regarding SOW tasks

• Where there is a gap:

– Experience Considerations:

– Recency and Relevancy will be taken into consideration address plan to compensate for the risk

FOR INFORMATION ONLY

• This slide is provided for informational purposes only and is an example of what the criteria could potentially look like.

• The exact factors and associated criteria language will be approved by the SSA and released in the final RFP.

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Experience Evaluation Grading – Qualitative

Assessment Of Experience (Gap Analysis)

Performance Risk High Medium Low

- PERFORMANCE RISK -

Amount of doubt that the offeror will perform

Significant Strengths and Significant Weaknesses

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Cost

• Evaluate Price

• Is it Complete and Reasonable?

• Is it Consistent with Technical Approach

• Does the price reflect the proposed approach and reflect a clear understanding of the solicitation requirements?

• Cost Realism

• Are proposed prices realistic to what Government will actually pay?

FOR INFORMATION ONLY

• This slide is provided for informational purposes only and is an example of what the criteria could potentially look like.

• The exact factors and associated criteria language will be released in the final RFP.

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Basis for Award

• Selection of the successful Offerors will be on the basis of the proposal, which conforms to all the requirements of the solicitation and is considered most advantageous to the government, cost and other factors considered

• Failure to submit a proposal for all items listed shall be cause for rejection of the proposal

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Proposal Preparation Considerations

• Submit and sign fully-executed RFP

• Complete Sections B through K (Certs/Reps)

• Submit proposals in accordance with Section L (Proposal instructions) of the RFP

• Turn-around approximately 60 days for proposal submission

• Make sure the evaluator can easily find clear responses to the requirement

• Substantiate, don't simply make claims

• Provide information to allow an independent assessment

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Typical Proposal Shortfalls

• Not following instructions

• Not providing requested information

• Unsubstantiated claims or statements

• Unorganized proposal

• Proposed skill sets lacking

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Reminder

• Today’s remarks by Government officials are not a guarantee of the Government’s course of action in proceeding with the project or of a future contract award.

• The information shared today reflects current Government intentions and is subject to change based on a variety of circumstances, including internal and external comments.

• The formal solicitation is the only document that should be relied upon in determining the Government’s requirements.

Disclaimer

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Follow-On Communications Formal RFP release anticipated 1st Quarter FY2024

To ensure the integrity of the acquisition process, all follow-on communications shall be coordinated via the Contracting Officer/Contract Specialist.

Contracting Officer: Ms. Sonja Rousey Email: FTA2024ProjectManagementOversight@dot.gov

Contract Specialist: Ms. LaStar Matthews Email: FTA2024ProjectManagementOversight@dot.gov mailto:FTA2024ProjectManagementOversight@dot.gov mailto:FTA2024ProjectManagementOversight@dot.gov

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PMO Program Overview (Technical/SOW/Section C, OPs, Deliverables, Reports & COI)

Matthew Nawn Office of Program Management

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FOCUS AREAS

• Requirements Description

• Requirements Overview

• Statement of Work

• Types of PMOC Deliverables

• Task Orders

• Oversight Procedures

• CLIN Structure

• Labor Categories

• Conflict of Interest (COI) Mitigation

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REQUIREMENTS DESCRIPTION

• The Office of Capital Project Management, within the Office of Program Management (TPM), develops and implements a program of project management oversight for major transit infrastructure projects. FTA’s project management oversight authorities are codified in 49 U.S.C.

5327-Project Management Oversight.

• The objective of the PMO contracts is to provide FTA support in carrying out its project management oversight responsibilities. Project management oversight is the risk-informed monitoring of the recipient's management of a major capital project's progress to determine whether projects are on time, within budget, in conformance with design and quality criteria, in compliance with all applicable Federal requirements, constructed to approved plans and specifications, delivering the identified benefits, and safely, efficiently, and effectively implemented.

• Key services include review of Project Management Plan’s (PMP) and the recipient’s management capacity and capability to ensure successful delivery of the project scope within budget, schedule, and in accordance with all applicable Federal requirements. Products and services delivered under this contract will assist FTA in accomplishing its Congressionally mandated mission.

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REQUIREMENTS OVERVIEW

• Federal Transit Administration (FTA) intends to procure services from qualified contractors to provide project management oversight (PMO) support services for selected capital projects under an indefinite delivery indefinite quantity (IDIQ) contract. FTA defines oversight as a continuous review and evaluation of project sponsor and FTA processes to ensure compliance with statutory, administrative, and regulatory requirements.

• FTA has a need for PMO services for major capital projects to support various regional transit projects to accomplish mission objectives for the Office of Capital Project Management. The contract will be designed to offer a broad range of services to fulfill the PMO services needs of the FTA. The primary goal of this contract will be to provide PMO services for numerous federally funded transit projects nationwide. The PMO services are provided by professionals with thorough and comprehensive transit industry experience who assess and report on the progress of major capital projects.

• PMO contractors serve to supplement the FTA technical staff in evaluating project sponsor project management and technical capacity and capability to successfully implement these major transit projects. PMO contractors also monitor projects to determine whether they are progressing on time, within budget, and in accordance with approved project sponsor plans and specifications.

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STATEMENT OF WORK

Contractors shall be responsible for performing professional services to include:

• Delivering products and producing outcomes derived from enough reliable, relevant and useful third-party data

• Properly structured professional opinions and analysis

These services are administered under the following categories:

• Program Support and Lessons Learned

• On-site monitoring and reporting

• Baseline Oversight

• Optional Oversight

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STATEMENT OF WORK FORMAT

C.1 Background C.2 Objective C.3 Contract Management and Administration C.4 Definitions C.5 Delineation of Tasks C.6 Labor Categories and Minimum Personnel Requirements C.7 Tasks/Requirements

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TYPES OF PMOC DELIVERABLES

• Evaluation of Project Sponsor’s Technical Capacity and Capability to Manage Projects

• Review of Project Management Plan

• Site Visits and Monitoring Reports

• In-Depth Project Reviews

• Scope, Cost, and Schedule Reviews

• Risk Assessments

• Readiness Reviews

• Technical Reviews (Buy America, Real Estate, Fleet Management, Safety and Security, QA/QC, etc.)

• Technical Assistance

• Special Tasks

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TASK ORDERS

• The PMOC shall perform tasks, produce deliverables, and deliver services as required by awarded Task Orders.

• Task orders may include all or some of the tasks, deliverables, and or services as described in the Statement of Work.

• Unless otherwise stated in the Task Order, the PMOC shall produce deliverables and perform services in conformance with the current version of FTA’s Oversight Procedures (OPs).

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OVERSIGHT PROCEDURES

Current Oversight Procedures (OP) are provided on the FTA public website. The Request for Proposal will include updated OPs.

Each OP is organized in the following manner:

1.0 Purpose of OP

2.0 Background

3.0 Objectives

4.0 References

5.0 Project Sponsor Submittals

6.0 Scope of Work

7.0 Report, Presentation, and Reconciliation Guidelines

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CLIN 0001 – Program Support and Lessons Learned

• OP1, OP2, OP3, OP26

CLIN 0002 – On-Site Monitoring and Reporting

• OP25

CLIN 0003 – Baseline Oversight

• OP20, OP21, OP22, OP23, OP24, OP30, OP32A-D, OP33, OP34,

OP35, OP36, OP37, OP39, OP40B-C, OP51, OP52, OP54

CLIN 0004 – Optional Oversight

• OP27, OP31, OP38, OP53, OP56

CLIN 0005 – Travel and Other Direct Cost

CLIN STRUCTURE

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Key Personnel

• Program Manager

• Task Order Manager I

• Task Order Manager II

LABOR CATEGORIES – KEY PERSONNEL

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Mission Critical Personnel

• Systems Integration Engineer II

• Risk Assessment Manager II

• Civil/Environmental Engineer II

• Structural Engineer II

• QA/QC Manager

• Clerical Support

• Technical Writer

LABOR CATEGORIES – MISSION CRITICAL PERSONNEL

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• For the award of initial task orders, the procurement office will request proposals from all PMOCs that are not conflicted and interested in the task order assignment utilizing information gathered from the Conflict of Interest (COI) matrix (J-11).

• The COI matrix will be reviewed prior to issuance of Requests for Proposals for subsequent task orders throughout the period of performance of the base contract. Program staff may request follow-up confirmation from PMOCs regarding new or potential COIs.

• PMOCs are required to notify the COR, Program Manager, and Contracting Officer should new potential COIs develop during the period of performance of any existing task order.

CONFLICT OF INTEREST (COI) MITIGATION

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Small Business Utilization Small Business Goals

Brittany Young/Natalie Rosa Office of Small and Disadvantaged Business

Utilization

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OSDBU Mission

The United States Department of Transportation (USDOT), Office of Small and Disadvantaged Business Utilization’s (OSDBU) mission is to ensure Small Business policies and goals of the Secretary of Transportation are implemented in a fair, efficient and effective manner.

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Operating Administrations

Office of the Secretary Federal Aviation Administration Federal Highway Administration National Highway Traffic Safety Administration Federal Railroad Administration Federal Transit Administration Maritime Administration Federal Motor Carrier Safety Administration Pipeline Hazardous Materials Safety Administration Great Lakes Seaway Development Corporation https://www.transportation.gov/office-of-secretary https://www.faa.gov/ https://highways.dot.gov/ https://www.nhtsa.gov/ https://railroads.dot.gov/ https://www.transit.dot.gov/ https://www.maritime.dot.gov/ https://www.fmcsa.dot.gov/ https://www.phmsa.dot.gov/ https://www.seaway.dot.gov/

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OSDBU Organization Procurement Assistance Division Assist OSDBU Director in the implementation of Small Business Act Lead OSDBU Outreach efforts Procurement Forecast Mentor Protégé program Connections Marketplace (New) Regional Assistance Division Small Business Transportation Resource Centers Bonding Education Program Regional Small Business Summits (New) Disadvantaged Business Enterprise (DBE) & Airport Concessions DBE Program FHWA, FTA and FAA Goals set at grantee level Project specific goals

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FY22 SMALL BUSINESS GOALS

AND ACHIEVEMENTS

Socioeconomic Category Goal Achievement

Total SB Awards*

Small Business (SB) 34% 34.29% $2.5 B Woman-Owned Small Business (WOSB) 5% 7.92% $674.7 M

Small Disadvantaged Business (SDB) 5% 21.33% $1.8 B

Service-Disabled Veteran- Owned Small Business (SDVOSB) 3% 3.88% $330.6 M

HUBZone 3% 3.93% $334.3 M

*Source: SAM.GOV

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FY22 DOT SPEND

*in millions

*Source: SAM.GOV

$5,482

$1,277

$417

$287

$563

$392 Federal Aviation Administration

Federal Highway Administration

Immediate Office of the Secretary of Transportation National Highway Traffic Safety Administration

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FY22 TOP NAICS CODES

NAICS Code (Description) Total Dollars

541330 (ENGINEERING SERVICES) $1,607,254,876.65

237310 (HIGHWAY, STREET, AND BRIDGE CONSTRUCTION) $1,014,459,662.05

541519 (OTHER COMPUTER RELATED SERVICES) $459,412,775.57

541512 (COMPUTER SYSTEMS DESIGN SERVICES) $442,971,511.05

541611 (ADMINISTRATIVE MANAGEMENT AND GENERAL

MANAGEMENT CONSULTING SERVICES) $438,310,779.18

336611 (SHIP BUILDING AND REPAIRING) $427,755,830.34

483111 (DEEP SEA FREIGHT TRANSPORTATION) $415,724,643.37

541712 (RESEARCH AND DEVELOPMENT IN THE PHYSICAL,

ENGINEERING, AND LIFE SCIENCES (EXCEPT BIOTECHNOLOGY)) $399,693,496.47

48811 (AIR TRAFFIC CONTROL) $265,064,919.51

*Source: SAM.GOV

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FY23 SMALL BUSINESS PRIME &

SUBCONTRACTING GOALS

U.S. DEPARTMENT OF TRANSPORTATION

FY2023 Small Business Goals

Socioeconomic Categories Prime Goals Subcontract Goals *

Small Business 33.40% 46% Small Disadvantaged Business (SDB) 21% 5% Woman Owned Small Business (WOSB) 5% 5% Service-Disabled Veteran Owned Small Business (SDVOSB) 3% 3%

HUBZone 3% 3%

* Small Business Subcontracting goals will be incorporated into the RFP

65FEDERAL TRANSIT ADMINISTRATION

SUBCONTRACTING PLANS

Subcontracting plans are required when:

Contract, including all options, is expected:

To be awarded to other than small business To exceed $750,000 or over $1.5 million for construction contracts To have subcontracting opportunities FAR 19.7 and FAR Clause 52.219-9 Small businesses DOT NOT need to submit SB subcontracting plan

Follow the requirements as stipulated in FAR 19.704(a) 0% socio-economic goals will always be deemed "not acceptable" and challenged.

Approved prior to award by Contracting Officer, FTA Small Business Specialist, U.S. Small

Business Administration and OSDBU Made a material part of the contract at the time of award Failure to submit an acceptable Subcontracting Plan makes the offeror ineligible for award

66FEDERAL TRANSIT ADMINISTRATION

SUBCONTRACTING PLAN KEY

ELEMENTS per FAR 19.704

1. Separate Percentage Goals for all Socioeconomic Categories (see slide 8)

2. Subcontracting Amounts:

Total Dollars planned to be subcontracted Total Dollars planned to be subcontracted to each socioeconomic category (Does not have to = 100%)

3. Description of the principal types of supplies and services planned to be subcontracted to each group

4. Description of the method used to identify potential subcontracting sources

67FEDERAL TRANSIT ADMINISTRATION

SUBCONTRACTING PLAN KEY

ELEMENTS per FAR 19.704 (Cont.)

5. Name and contact information of the Subcontracting Plan Administrator

6. Assurance that the company will:

Cooperate in any studies or surveys, and Submit in eSRS Individual Subcontract Report and Summary Subcontract

Report

7. Description of types of records maintained to demonstrate compliance

68FEDERAL TRANSIT ADMINISTRATION

RESOURCES

DOT-OSDBU – WWW.TRANSPORTATION.GOV/OSDBU

SUBSCRIBE TO US DOT SMALL BUSINESS EVENTS

SMALL BUSINESS TRANSPORTATION RESOURCE

CENTERS

US SMALL BUSINESS ADMINISTRATION (SBA)

DYNAMIC SMALL BUSINESS DATABASE

SAM.GOV

APEX ACCELATORS FORMERLY PTACS

OSDBU INTERAGENCY COUNCIL

http://www.transportation.gov/OSDBU https://public.govdelivery.com/accounts/USDOT/subscriber/new https://www.transportation.gov/osdbu/SBTRCs https://www.sba.gov/ http://dsbs.sba.gov/dsbs/search/dsp_dsbs.cfm http://beta.sam.gov/ https://www.apexaccelerators.us/#/ https://hallways.cap.gsa.gov/app/#/gateway/federal-osdbu-directors-interagency-council

69FEDERAL TRANSIT ADMINISTRATION

OSDBU Team Director Brad Mims brad.mims@dot.gov

Deputy Director Tyra Redus tyra.redus@dot.gov

Chief of Staff Tara McDaniel tara.mcdaniel@dot.gov

Director, Access to Capital Initiative Samuel Boyd samuel.boyd@dot.gov

Manager, Procurement Assistance Division Leonardo San Roman leonardo.sanroman@dot.gov

Manager, Regional Assistance Division Peter Kontakos peter.kontakos@dot.gov

Small Business Specialist & WOSB Advocate Brittany Young brittany.young@dot.gov

Sr. Small Business Specialist & SDVOSB Advocate Mandy Wylie mandy.wylie@dot.gov

Small Business Specialist & 8(a) & HUBZone Advocate Natalie Rosa natalie.rosa@dot.gov

Program Analyst, WITI Advocate Steronica Mattocks steronica.mattocks@dot.gov

Management Analyst Lee Tomlinson lee.tomlinson@dot.gov

Program Analyst Magen Elenz magen.elenz@dot.gov

Communications Outreach Specialist Gordon Everett gordon.everett@dot.gov mailto:shelby.scales@dot.gov mailto:tyra.redus@dot.gov mailto:tara.mcdaniel@dot.gov mailto:samuel.boyd@dot.gov mailto:leonardo.sanroman@dot.gov mailto:Peter.Kontakos@dot.gov mailto:brittany.young@dot.gov mailto:mandy.young@dot.gov mailto:natalie.rosa@dot.gov mailto:steronica.mattocks@dot.gov mailto:lee.tomlinson@dot.gov mailto:magen.Elenz@dot.gov mailto:gordon.everett@dot.gov

70FEDERAL TRANSIT ADMINISTRATION 70

Question and Answers

71FEDERAL TRANSIT ADMINISTRATION 71

Closing Remarks

Thank you for your participation in the Pre-Proposal Conference

72FEDERAL TRANSIT ADMINISTRATION 72

Networking and Breakout Session