Q and A RFQ 2031JW25Q00002 Financial Management Systems Maintenance and Support.pdf

Q&A

Financial Management Systems Maintenance & Support (FMSMS)

# Question Response Change to

RFQ

Description of Change

1 Is there an incumbent? Yes

No NA

2 If so, what is the name and contract number of the incumbent effort?

Name: ENTERPRISE CONSULTING GROUP LLC

Contract Number: 2031JW20C00007

No NA

3 If there is an incumbent, is the size and scope of this current effort roughly the same as the scope of the incumbent effort?

Yes. No NA

4 If there is no incumbent for this current scope of effort, then what organization and staff is currently performing the work within the scope of this solicitation? (i.e.

Government staff, work not currently being done, etc.)

See response to Question #2. No NA

5 If the existing work effort is being performed by a contractor(s), then what is the name and contract number for the contractor(s) supporting the existing work effort?

Name: ENTERPRISE CONSULTING GROUP LLC

Contract Number: 2031JW20C00007

6 SOW 6: Who is formally responsible for performance during the transition-in and transition-out period? Is it the incumbent contractor or the new awardee?

The incumbent contractor and new awardee are equally responsible for performance during the transition phase.

No NA

7 SOW 6: If the incumbent contractor is formally responsible for performance during the 2 transition periods, then must the new awardee have all staff present for the entire transition period?

Yes, all staff that have completed the onboarding process must be present for the entire transition period

No NA

8 SOW 6: If the new awardee is not required to have all staff present for the entire transition, what is the required level of staffing by the new awardee during the 2 transition periods?

The new awardee must have all staff that have completed the onboarding process present during the entire transition period.

9 RFQ 1.2 Factor 4 Past Performance:

The RFQ states, "Evaluation of past performance will be an assessment based on a consideration of all relevant facts and circumstances that are obtained by the OCC from any source, including past performance questionnaires submitted in response to this solicitation as well as obtaining information through publicly available reports and data from the

Contractor’s Performance

Assessment Reporting System". Are the past performance questionnaires still required from an offeror if the offeror's 2 corporate experience examples have CPARS? If the questionnaires are not required in such a case, will the offeror need to provide copies of the relevant

CPARS reports in Volume I of their offer?

Yes, the past performance questionnaires are still required from an offeror if the offeror’s 2 corporate experience examples have CPARS.

10 SOW 15: The SOW states, “All Contractor personnel are required to have a Public Trust security clearance. “As it is possible for those with work authorization to obtain a Public Trust clearance, Can the Government state if there are any other requirements for contract staff, such as US citizenship, etc.?

See solicitation requirements (page 11, section 8), (page 12, section 10), page 14, section 15).

You must be a U.S. citizen to get a public trust clearance.

11 SOW: Can the Government provide historical workload estimates for this contract, with respect to Level of Effort in Labor Hours, or any other metrics?

It is a firm fixed price contract and there are no labor categories provided in the price schedule. Below are the four years of system help desk and system change requests with level of complexity.

Three tiers of level of complexity including high" that indicates a significant amount of effort required, "medium" signifying a moderate level of effort, and "low" meaning minimal effort is needed to complete the task.

SYSTEM HELPDESK TICKETS

For FY21, there were 985 system helpdesk tickets

- 887 low system helpdesk requests

- 79 medium system helpdesk requests

- 19 high system helpdesk requests

For FY22, there were 904 system helpdesk tickets

- 814 low system helpdesk requests

- 72 medium system helpdesk requests

- 18 high system helpdesk requests

For FY23, there were 991 system helpdesk tickets.

- 842 low System Helpdesk Requests

- 129 medium System Helpdesk

Requests.

- 20 high System Helpdesk Requests

For FY24 there were 1,235 system helpdesk

- 1,025 low System Helpdesk Requests

- 85 medium System Helpdesk Request

- 25 high System Helpdesk Requests

SYSTEM CHANGE REQUEST

For FY21, there were 131 system change requests

- The majority of the system change requests were low

For FY22, there were 112 system change requests

- The majority of the system change

For FY23, there were 127 system change

- The majority of System change

For FY24, there were 139 system change

- The majority of System change

12 RFQ Section IV Preparation and

Submission of Quotations: Are there any formatting requirements for the quotations, such as font type, font size, margin requirements, etc.? If there are font size requirements, please confirm that smaller font sizes are acceptable for figures and tables.

There are no formatting requirements for RFQ responses.

No NA

13 RFQ Section IV Preparation and Submission of Quotations: Please confirm that cover page, table of contents, and transmittal letter are excluded from the page limitations.

Yes, the Cover Page, Table of Contents, and Transmittal Letter are excluded from the page limits.

14 SOW 3 Scope: Because understanding past workload and complexity helps in forecasting future resource requirements, in order to accurately estimate the level of effort for performing updates, enhancements, and code changes, please provide historical data on the number and types of these activities performed monthly over the past two years, categorized by complexity (simple, moderate, complex).

For FY21, there were 131 system change requests (SCR’s)

- The majority of system change

For FY22, there were 112 system change

- The majority of system change requests were low

For FY23, there were 127 system change requests (SCR’s)

For FY24, there were 139 system change

15 SOW 3 Scope: Because historical data on system stability informs the level of ongoing maintenance required, can you share system performance metrics and incident logs from the past two years to help us assess the effort needed to maintain system stability and minimize disruptions?

For FY21, there were 985 system helpdesk

For FY22, there were 904 system helpdesk tickets

For FY23, there were 991 system helpdesk tickets.

For FY24 there were 1,235 system helpdesk tickets

No NA

16 SOW 3 Scope: Because estimating support staff needs depends on the volume and complexity of end-user requests, please provide the average number of System Help

Reports (SHRs) received per month, along with a breakdown of issue types and their resolution times.

See response to Question #11. OCC does not capture resolution times.

17 SOW 3 Scope: Because anticipating upgrade efforts allows for proper resource planning and scheduling, could you outline the PeopleSoft upgrade schedule and share details of past upgrades, including the time and resources involved?

OCC typically upgrades PeopleTools to the latest version no later than six months prior to the previous version’s end of support date.

PeopleSoft upgrades are typically done along with the PeopleTools upgrades every two years.

18 SOW 3 Scope: Because knowing upcoming initiatives helps in allocating resources for implementation and documentation tasks, can you tell us what processes or initiatives are planned for implementation during the contract period, and what documentation standards are expected?

The metrics provided for question 11 provide two years of system help desk tickets and systems change requests that occur for ongoing system maintenance and support. For implementation tasks, existing design documentation is typically updated, or new design documentation created as appropriate, as well as test plan and test results documentation.

No NA

19 SOW 3 Scope: Because understanding the standards and compliance status affects the effort required for adherence, please provide the ITS operational standards and any known compliance gaps that need to be addressed.

There are not currently any compliance gaps, and OCC ITS operational standards are based on federal government guidelines.

20 SOW 3 Scope: Because detailed knowledge of integrated systems aids in estimating support needs, can you list all the functionalities integrated with Oracle PeopleSoft that require support, along with their support history and common issues?

The RFQ provides the functionalities that are integrated with Oracle PeopleSoft under section 3 (Scope) states “Supporting other functionality currently in, or integrated with, the Oracle PeopleSoft environment (e.g., Retiree Billing, Travel and Expense

Reimbursement, Conference Expense Form, Help Desk, Expense Reports Online (ERO), OCC’s Time and Attendance System (e-

TIME)).” The common issues encountered are typically technical in nature. They include interconnectivity issues; supplier changes the feed where the firewall was not opened with the changes or deadlocks when jobs are running and attempting to update the same table.

21 SOW 3 Scope: Because interface maintenance and development significantly impact workload estimates, could you provide an inventory of existing interfaces, their technical specifications, and any new interfaces planned?

The interfaces are listed in section 2 (Purpose) of the RFQ and are of typical complexity for a federal government agency. The RFQ in section 2 (purpose) states “financial management system interfaces with other systems and organizations such as PRISM, Citibank’s CitiDirect System, Invoice Processing

Platform (IPP), National Finance Center (NFC), System for Award Management (SAM), Pay.gov, Central Accounting Reporting System

(CARS), Treasury Information Executive

Repository (TIER), Financial Planning and

Performance Tool (FPPT), and Integration

Hardware Asset Management (IHAM)”. There are no new interfaces planned at this time.

22 SOW 3 Scope: Because specifics on accounting support help in allocating appropriately skilled resources, please detail the accounting processes and custom functionalities that require support, including past challenges faced.

FM Systems include the core financial management system, $MART, which supports the OCC’s operations. $MART includes Oracle

PeopleSoft version 9.2 modules for General

Ledger, Accounts Payable, Accounts

Receivable, Requisitions, Purchase Orders, Asset Management, and Commitment Control, to include the repair, design, development or update of existing and new interfaces, and custom system functionality. Examples of custom functionality include Expense Reports

Online (ERO), Non-Travel Reimbursements

(NTR), Event Planning, Investments, $MART security, Invitational Travel, Bank

Assessments, Lease Management, Lease

Notice to Proceed, 1099 processing, Civil

Monetary Penalty (CMP), 1098 processing, and Retiree Billing. The biggest challenge around interfaces is working with another trading partner whose infrastructure may be different than OCC’s.

23 SOW 3 Scope: Because aligning with strategic initiatives ensures adequate planning for technical and analytical support, could you tell us what business process improvement initiatives are anticipated, and what roles are expected from the contractor?

The support needed is provided in section 3

(Scope) and section 4 (Tasks) for the RFQ. At this time there are no known business process improvement initiatives anticipated.

24 SOW 3 Scope: Because understanding reporting obligations helps in scheduling resources for critical deadlines, could you share the schedules and requirements for federal financial reporting and any known compliance issues?"

Federal financial reporting is completed yearly. There are no known compliance issues.

25 SOW 3 Scope: Because estimating the effort for discrepancy resolution depends on historical reconciliation data, could you tell us what systems require data reconciliation with PeopleSoft, and what has been the frequency and volume of discrepancies?

There are processes in place which provide email notifications reconciling feeder systems with the financial system. The contractor assists with troubleshooting depending upon the interface. Data reconciliation can occur monthly to quarterly, and volume is typically small.

26 SOW 3 Scope: Because anticipating participation in strategic projects affects overall workload estimates, can you tell us if there are there any upcoming government-wide or FM strategic initiatives that we should factor into our resource planning?

The support needed is provided in section 3 (Scope) and section 4 (Tasks) for the RFQ.

There are no known government-wide or FM strategic initiatives.

27 SOW Task 4.1 General: Because estimating resources for issue resolution depends on past issue frequency and complexity, could you provide historical data on the number and types of system issues encountered monthly, including time taken for root cause analysis and resolution?

See response to Question #11. Root cause complexity. Root cause analysis is performed when a production issue impacts ability to work but OCC does not capture root cause analysis and resolution time.

No NA

28 SOW Task 4.1 General: Because understanding DR requirements helps in allocating appropriate resources and time, please share the Disaster Recovery (DR) test schedule and scope, along with documentation from previous DR exercises.

A full disaster recovery test occurs about every 3 years and all documentation exists from the prior disaster recover test effort that could be used for any future disaster recovery test efforts

29 SOW Task 4.1 General: Because continuous monitoring efforts depend on tool familiarity and anomaly frequency, could you tell us what monitoring tools are currently in use, and how many anomalies are typically detected and addressed per month?

One example of a continuous monitoring tool is email notifications generated from feeder systems when there is an error encountered notifying the contractor of a possible system issue. The information technology team monitors file transfers and will notify the contractor if there is an issue. The contractor also has access to see if file transfers were successful. The occurrence of these anomalies is varied.

30 SOW Task 4.1 General: Because this helps in estimating the time needed for reporting and validation tasks, can you list the reports that require assistance, their frequency, and any data validation issues commonly faced?

The types of reports that may require contractor assistance is stated in section 4.1

(Tasks) and section 6.1 (Deliverable

Description) of the RFQ. The frequency of the reports are daily (problem reports), monthly

(monthly status reports), or yearly depending upon the report.

31 SOW Task 4.1 General: Because planning for audit support ensures compliance and timely responses, can you tell us what are the upcoming audit schedules, and what support is expected from the contractor during these audits?

The audit occurs annually. Typical contractor support includes providing data in support of the audit documents.

32 SOW Task 4.1 General: Because determining support staff requirements hinges on the expected support workload, please provide data on the volume of Help

Desk support requests and the nature of issues resolved.

See response to Question #11.

33 SOW Task 4.2 Financial Systems

Operations & Maintenance:

Because understanding past update volumes and complexities helps in forecasting the required resources and time commitments, to accurately estimate the level of effort for providing technical support for updates and enhancements to the $MART application modules, please provide historical data on the number and types of updates performed annually, categorized by complexity

(e.g., minor fixes, major enhancements).

Response to question #14 provides the details of number and complexity of enhancements

34 SOW Task 4.2 Financial Systems

Operations & Maintenance:

Because knowing the maintenance schedule and scope allows us to allocate appropriate resources and plan testing activities effectively, could you share the schedule of planned Oracle

PeopleSoft/PeopleTools/WebLogic

Maintenance Packs, patches, and fixes, along with details on the scope and complexity of each?

Oracle releases their critical patch updates quarterly, and therefore OCC performs the patching on a quarterly basis.

No NA

35 SOW Task 4.2 Financial Systems

Operations & Maintenance:

Because estimating documentation and procedural efforts depends on the volume of SCRs and approval timelines, could you tell us what is the average number of System

Change Requests (SCRs) processed per year, and what are the typical timeframes for Change Control

Board approvals?

The SCR metrics are provided for in question #11. Change approvals for SCRs typically occur the same day or by the next business day.

Change control board approval is done for larger proposed efforts in advance of the work being done and typically takes two to three business days.

36 SOW Task 4.3 FM System Management Initiatives: Because understanding the specific initiatives helps in estimating the resources and expertise required, please provide a list of FM System Management Initiatives planned or currently underway, including objectives, scope, timelines, and the expected role of the contractor.

The current scope of support needed is stated in the RFQ.

37 SOW Task 4.3 FM System

Management Initiatives: Because accurate estimation requires knowledge of the depth of analysis and potential implementation tasks, could you detail the requirements and timelines for the $MART

Upgrade Analysis and potential implementation, including any preferred software packages to be evaluated?

The requirements for the $MART upgrade analysis implementation is not known until

Oracle PeopleSoft distributes documentation describing the features and functionality. The timeline can vary depending upon key features that OCC wants deployed or if support is ending due to the software version used no longer being supported.

38 SOW Task 4.3 FM System

Management Initiatives: Because knowing the existing plan and tools helps in estimating the effort to update and maintain configuration management processes, please share the current $MART

Configuration Management plan and the change management tools currently in use.

SharePoint is used as the configuration management tool. The configuration plan already exists and changes to configuration would be documented in the plan.

39 SOW Task 4.3 FM System Management Initiatives: Because estimating the time required for knowledge transfer depends on existing materials and expectations, could you tell us what existing knowledge transfer materials are available, and what are the expectations for the format and frequency of knowledge transfer activities?

Section 5 of the RFQ provides information on the transition process.

40 SOW Task 4.4 FM Systems

Interfaces/Interconnections:

Because managing and monitoring interfaces requires comprehensive knowledge of all connections and their specifics, can you provide an inventory of all existing FM system interfaces, including technical details such as protocols, data formats, and any known issues?

The interfaces are listed under the purpose section 2 of the RFQ and are of typical complexity for a federal government agency.

They are typically done via SFTP, Connect Direct, BizTalk, or file provided for manual load. There are not any known issues.

No NA

41 SOW Task 4.4 FM Systems Interfaces/Interconnections:

Because developing new interfaces involves significant effort, and understanding the requirements is crucial for accurate estimation, could you tell us if there are there any new interfaces planned for development during the contract period? If so, please provide their specifications, data exchange requirements, and expected timelines.

There are no new interfaces/interconnections planned for development.

42 SOW Task 4.4 FM Systems Interfaces/Interconnections:

Because estimating support for error resolution depends on past occurrences and complexities, please provide historical data on the frequency and types of transactional errors resulting from interface malfunctions, including average resolution times.

Transaction errors from interface malfunctions are very rare. When an error occurs it is typically caused by an expired certificate on OCC or trading partner’s side. These are corrected by the information technology team.

No NA

43 SOW Task 4.4 FM Systems Interfaces/Interconnections:

Because establishing or updating interface agreements and documentation requires time and coordination, could you tell us if there are there existing interface agreements that require updating or new agreements that need to be established? What are the documentation standards and processes?

There are two interconnection security agreements between OCC and other agencies in which financial data is sent or received. The agreements are updated by the OCC Information Technology Services team with some assistance from the contractor. The documents are standard interconnection security agreement documents used by most of the government agencies. The interconnection security agreements are good for 1 to 2 years and then reviewed and updated for minor changes

44 SOW Task 4.5 FM Systems Business Analysis: Because understanding the number and complexity of processes helps in estimating the analysis effort, could you provide a list of business processes that require diagramming and analysis, along with any existing process documentation?

The types of business process diagrams could include interface diagrams and any changes to the existing $MART / Oracle PeopleSoft system diagram.

No NA

45 SOW Task 4.5 FM Systems Business Analysis: Because estimating the effort required depends on the scope of enhancements and desired results, could you tell us what specific business processes are targeted for enhancement or redesign, and what are the expected improvements or outcomes?

There are no specific business processes targeted for enhancements or redesign, but the RFQ provides FM system areas where enhancements could be made. The targeted outcome is dependent on why the enhancement is needed. It could be security related or automating an existing process to make it more efficient.

46 SOW Task 4.5 FM Systems Business

Analysis: Because assessing the effort to ensure mobile-readiness requires knowledge of current capabilities and desired functionalities, could you tell us what the current status is of

$MART/ERO and PeopleSoft applications regarding mobile-readiness, and what are the specific requirements to achieve full mobile compatibility?

Currently $MART/ERO and all PeopleSoft applications are not mobile-ready. There is currently no specific timeline or guidance on the applications will achieve full mobile compatibility.

47 SOW Task 4.5 FM Systems Business

Analysis: Because developing and maintaining reporting tools requires understanding the scope and complexity of reporting needs, please provide details on the reporting tools currently in use (e.g., nVision, Tableau), and the number and complexity of reports that need to be developed or maintained.

There are about 39 nVision reports varying in complexity that are used and maintained.

Typically, the Tableau reports are managed by the OCC financial management team.

48 SOW Task 4.5 FM Systems Business

Analysis: Because knowing the specific automation projects helps in estimating development efforts and potential benefits, could you tell us what processes are identified for automation, and what are the expected efficiency gains or improvements?

There are no specific processes identified for automation at this time. The expected gains would be simplification or improved processing time.

49 SOW 5 Transition Phase: Because understanding the existing setup is crucial for planning/estimating the transition, could you provide details on the current environment, including system architecture, documentation availability, and key contacts, to aid in developing an effective Transition-In Plan?

All applicable information for a Transition-In plan will be provided post award.

No NA

50 SOW 5 Transition Phase: Because access delays can impact the transition schedule, could you tell us what the process and timeline is for obtaining necessary system accesses and security clearances for our team members?

The background check can take two weeks or longer depending on issues that may be encountered. Once background check is adjudicated, system access can be created fairly quick along with obtaining a PIV card.

51 SOW 5 Transition Phase: Because including training time in the transition plan ensures compliance, are there any mandatory training or orientation sessions required by the

OCC for contractor personnel, and what is their duration?

IT security awareness training is needed prior to obtaining network access. The training takes no longer than 2 hours to complete.

52 SOW 6 Deliverables: Because understanding the review cycle aids in scheduling and timely submissions, could you outline the review and approval process for deliverables, including expected turnaround times and stakeholders involved?

The review and approval process of deliverables can be very quick or longer dependent upon the complexity of the deliverable. There are no specific turnaround times unless the RFQ provides specifications

(i.e. Section 6 Deliverables) and stakeholders could be Contracting Officer, Contracting

Officer’s Representative, or Financial

Management manger.

53 How customized is your current

PeopleSoft Financial application at

OCC?

Section 3 under Scope describes the system solution which is not customized but has integrated bolt-on functionality built on the

PeopleSoft/PeopleTools platform. The bullet under Section 3 under Scope states

“Supporting other functionality currently in, or integrated with, the Oracle PeopleSoft environment (e.g., Retiree Billing, Travel and

Expense Reimbursement, Conference Expense

Form, Help Desk, Expense Reports Online

(ERO), OCC’s Time and Attendance System (e-

TIME)). (e.g., employee expense report functionality).”

54 Could you please provide list of your current customizations?

Please see response provided for question #53.

55 How many resources (head count) are currently supporting your

PeopleSoft applications at OCC?

There are 3 OCC financial full-time equivalent

(FTE) supporting the PeopleSoft application.

56 What are the team composition currently supporting your

PeopleSoft applications at OCC, (in terms of Functional, Technical, Techno-Functional, PeopleSoft

Architect/Administrator, etc.)?

See response to question #55.

57 Historically, what has been your release cycle?

The metrics provided for in question #11 provide the typical number of system change request activities that occur for ongoing system maintenance and support.

No NA

58 Are you satisfied with current system performance?

Yes

59 What is the chart of Account structure (i.e. Business Unit, Account, Department, Fund, etc.) in the current system?

OCC has a single Business Unit and active status chartfields including 206 GL Accounts, 292 Departments, and 25 Funds.

No NA

60 Are there any plans to re-evaluate the Chart of Account design?

No No NA

61 Aside from the general requirements listed, is there any specific new functionality or feature in PeopleSoft 9.2 you want to implement or explore?

No

62 Are any requirements not adequately met by the current system?

Not at this time.

63 Do OCC have any plans for a Cloud

Transformation journey?

64 What PUM version are you on within FSCM release 9.2? When was the last PUM Upgrade and which release it moved from? How long did that that upgrade take? What is the current PeopleTools version? Where there any new functionalities/features that have been shortlisted for future implementation and if so, is there a timeline for implementing the same?

In August 2024, OCC upgraded from PeopleTools

8.59 to 8.60 and PeopleSoft 9.2.42 to 9.2.49. At this time, we do not have any new functionality shortlisted for implementation or a timeline.

No NA

65 Are there other O&M items in the pipeline – delivered or customizations – that requires specialized knowledge other than normal PeopleSoft functional modules that are in use?

No

66 Are there any integrations with internal legacy systems or external system that use PeopleTools

Integration Broker (IB) based integrations using SOAP or REST based services? Are there plans to convert any existing flat file based interfaces – internal or external – using web services?

67 Is it safe to assume that detailed documentation exists for everything that has been implemented including master configuration document by module, detailed design documents, interface specification documents for the numerous interfaces listed in the RFP, business process diagrams and documentation by module including the various custom bolt-on that exist today?

Yes

68 Is integration with Treasury (CARS reporting) automated or manual?

CARS reporting is automated.

69 Do you use Elastic Search (aka Insights) currently? Are there any planned expansions to search technology within

FSCM?

No. There are currently no plans to expand the search technology within FSCM.

70 Can all personnel on the contract work remotely from within the US? Can this be 100% of the time?

As stated in the RFQ, “Work on this task may also be performed off-site at a remote location, with prior approval by the COR”. Remote work must be within the US. Page 12, section 11 of the RFQ provides information on place of performance.

71 On page 41, Section 3.11 General Requirements for Background Investigations, the RFQ describes the background process; Can the Government estimate the length of time to process an investigation?

Public trust background check can take a few weeks to complete, depending on the complexity of the investigation.

No NA

72 On page 34, Section 3.2 of the RFQ, it states that the awarded vendor can't compete for work for the OCC based on such information for a period of one year after either the completion of this contract or until such information is released or otherwise made available to the public. Does the Government anticipate such a subsequent contract?

No, the government does not anticipate such a subsequent contract.

No NA

73 Due to the amount of content that the Government wants us to write to, would the Government be willing to consider increasing the page count to up to 20 pages?

No. No NA

74 On page 48 under Corporate Experience, the Government states, "For at least one of the examples provided, the quoter must have been the prime contractor." Can the Government clarify that the quoter includes any subcontractors or just the prime contractor alone?

As stated on page 48 of the RFQ, quoter must provide one corporate experience where the quoter was the prime contractor.

No NA

75 Is a CPA firm preferred or only a Project Lead/Manager that has the CPA license?

As stated in RFQ, the Lead/Manager “Current

Certified Public Accountant (CPA) license is preferred.”

No NA

76 Please confirm the PPQs are sent to the contacts for the Corporate Experience examples?

Yes, the questionnaire(s) should come directly from the contacts within the closing timeframes on the RFQ (Section 4).

Section 4 of the RFQ states “The Quoter shall forward the Past Performance Questionnaire

Survey (Attachment 2) to the references listed in Corporate Experience. Quoters may not submit the completed survey forms to the

OCC Contract Specialist on behalf of their references; instead, the completed forms shall be returned directly by the referenced customers to the OCC Contract Specialist, per the information provided on the form.”

77 Can you please indicate how many FTE’s you anticipate for each task area of the PWS?

The quoter needs to determine what the best labor mix per the RFQ requirements.

No NA

78 Can the Government please advise if this is a new requirement or if there is an incumbent?

See response to Question #2. No NA

79 Can the Government please provide the historical level of effort for the preceding contract year?

See response to question #11.

80 Can the Government please provide the historical labor mix for the preceding contract year?

Current contract is Firm Fixed Price. Historical labor mix is not available.

No NA

81 Given the FFP and for the purposes of allocating sufficient dedicated support, would the Government please provide the average number of helpdesk tickets for the preceding contract year?

See response to Question #11

82 It is assumed that helpdesk support will be tiered 1-3 with the highest severity being level 3. Can the

Government please provide the relevant historical data of tiered support by level for the preceding contract year?

Tier 1 – 83% of incidents

Tier 2 – 15% of incidents

Tier 3 – 2% of incidents

83 To give potential bidders sufficient time to adjust their proposed solution based on the answers to questions, would the Government please consider extending the proposal due date by one week to

December 20, 2024?

Yes, the government will allow for an extension. The new proposal due date is

December 20, 2024, 1:00 PM

Yes Section IV – Preparation and Submission of Quotations, 2.0 – Time and Place for Receipt of Quotation and SF1449 - #8 Offer Due Date/Local time both revised to show December 20, 2024, 1300

ET/1:00 PM ET