FBSS SIR Sections A-M (Amendment 2) Redlined.pdf

SIR No. 693KA‐20‐R‐ 00004 (Financial and Business Systems Support) – Amendment 2

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Section A – Standard Form 33

Section B – Supplies or Services and Price/Costs

B.1 Brief Description of Services

B.2 Contract Type – Indefinite Delivery/Indefinite Quantity

B.3 Overview of Pricing Schedules

Section C‐ Statement of Work

C.1 Introduction and Overview

C.2 Requirements

C.3 Scope

C.4 Work Areas

Section D ‐ Packaging, Marking, and Shipping

D.1 Requirements

Section E – Inspection and Acceptance

E.1 AMS Clauses

E.2 General

Section F – Deliveries or Performance

F.1 AMS Clauses

F.2 Period of Performance

F.3 Place of Performance

F.4 Deliverables

Section G – Contract Administration Data

G.1 AMS Clauses

G.2 Points of Contact

G.3 Contracting Officer’s Authority

G.4 Correspondence

G.5 Electronic Communications

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G.6 Ordering Procedures

G.7 Invoicing and Payments

G.8 Travel

Section H – Special Contract Requirements

H.1 AMS Clauses Incorporated in Full Text

H.2 Interpretation of Contract

H.3 Personal Services and Inherently Governmental Functions Prohibited

H.4 Personnel Requirements and Work Hours

H.5 Notification of Debarment and Suspension

H.6 Dissemination of Contract Information

H.7 Definition of Days

H.8 Post‐Award Conference

H.9 Additional Flow Down Clauses

H.10 Restrictions on Future Contracting

Section I Contract Clauses

I.1 Clauses Incorporated by Reference

I.2 Clauses Incorporated in Full Text

Section J – List of Attachments

Section K – Representations and Certifications

K.1 Provisions Incorporated by Reference

K.2 Provisions in Full Text

Section L – Instructions and Notices to Offerors

L.1 AMS Provisions Incorporated by Reference

L.2 AMS Provisions in Full Text

L.3 Date, Time, and Method of Submission

L.4 Expenses Related to Offeror Submissions

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L.5 Notification of Award and Debriefing of Unsuccessful Offerors

L.6 Number of Awards

L.7 Contractor Responsibility

L.8 Communications with Offerors

L.9 Non‐Governmental Evaluators and Advisors

L.10 General Proposal Instructions

L.11 Volume I – Technical

L.12 Volume II – Price

L.13 Volume III – Past Performance

L.14 Volume IV – Other Matters

L.15 List of Solicitation – Specific Attachments

Section M – Evaluation Factors for Award

M.1 AMS Provisions Incorporated by Reference

M.2 General Information

M.3 Evaluation Methodology

M.4 Technical Evaluation (Volume I)

M.5 Price Evaluation (Volume II)

M.6 Past Performance (Volume III)

M.7 Other Matters (Volume IV)

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SECTION A – STANDARD FORM 33

Reserved

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SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 BRIEF DESCRIPTION OF SERVICES

The Financial and Business Systems Support (FBSS) contract includes a broad range of system‐support‐related services, designed to ensure that FAA’s business, finance, and management‐related systems meet agency requirements. Specific work areas are set forth in Section C.

B.2 CONTRACT TYPE – INDEFINITE DELIVERY/INDEFINITE QUANTITY

This contract is an Indefinite Delivery/Indefinite Quantity (ID/IQ) contract

B.2.1 TASK ORDER TYPES

At the discretion of the Contracting Officer,1 the FAA may issue Time‐and‐Materials, Labor‐Hour, Firm‐Fixed‐Price, or hybrid task orders. Each Request for Task Order Proposal (RFTOP) issued under this contract will identify the Government's determination of task‐order type.

B.2.2 CEILING VALUE

The ceiling value of the FBSS contract is $110,000,000.

B.2.3 GUARANTEED MINIMUM

The guaranteed minimum obligation for the FBSS contract is $10,000.

B.3 OVERVIEW OF PRICING SCHEDULES

B.3.1 CONTRACT LINE ITEM NUMBERS (CLINS) SUMMARY

CLINs for the seven‐year (84‐month) order period, including any potential options, are as follows.

Description Base Period (Year 1)

Base Period (Year 2)

Base Period (Year 3)

Option Year 1 (Year 4)

Option Year 2 (Year 5)

Option Year 3 (Year 6)

Option Year 4 (Year 7)

Labor 1001A 2001A 3001A 4001A 5001A 6001A 7001A

ODCs 1001B 2001B 3001B 4001B 5001B 6001B 7001B

Travel 1001C 2001C 3001C 4001C 5001C 6001C 7001C

B.3.1.1 CLIN 1001A – 7001A [LABOR]

The labor schedule in Attachment J001 contains fully burdened hourly rates for both Government‐site and Contractor‐site performance. Descriptions of and requirements for each labor category in the labor schedule are included in Attachment J002.

B.3.1.2 CLINS 1001B – 7001B [OTHER DIRECT COSTS (ODCS)] AND 1001C – 7001C [TRAVEL] The ODC and Travel schedule below contain the estimated Not‐to‐Exceed (NTE) amounts inclusive of any applicable rates for all seven years of performance.

Period Travel

CLIN

Travel Value ODC

CLIN

ODC Value Total Value

Base Period (Year 1) 1001B 1001C

Base Period (Year 2) 2001B 2001C

Base Period (Year 3) 3001B 3001C

Option Year 1 (Year 4) 4001B 4001C

Option Year 2 (Year 5) 5001B 5001C

1 Unless otherwise specified, all references to the Contracting Officer or CO refer to the ID/IQ Contracting Officer identified in section G.2.

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Option Year 3 (Year 6) 6001B 6001C

Option Year 4 (Year 7) 7001B 7001C

Totals

ODCs include:

1. Materials purchased specifically for performance of work under the FBSS contracts that are not part of the

Contractor’s burden rates (e.g. software licenses specific to work performed under FBSS) and

2. Incidental services directly related to and necessary for the performance of work under the FBSS contracts (e.g. computer hosting services).

B.3.2 PRICING TERMS

B.3.2.1 LABOR

1. The fully burdened hourly rates in the labor schedule in B.3.1.1 include wages, fringe benefits, overhead, general and administrative cost, and profit.

2. The rates in the labor schedule in B.3.1.1 are ceiling rates and will apply to all direct labor hours regardless of whether the Contractor or one of its subcontractors performs the labor.

3. The Contractor may elect to propose resources at hourly rates less than the ceiling rates on a task‐order‐ by‐task‐order basis.

B.3.2.2 ODCS AND TRAVEL

1. When ODCs and Travel are required to fulfill individual Task Order requirements, the FAA will reimburse them at cost.

2. FAA will only reimburse the Contractor for ODCs and Travel proposed and approved in accordance with Sections G.6 and G.8, below.

3. The Contractor may apply either a G&A rate (in the event it has an approved accounting system) or a Materials Handling charge of not to exceed four (4) percent (in the event it does not have an approved accounting system) to ODCs.

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SECTION C‐ STATEMENT OF WORK

C.1 INTRODUCTION AND OVERVIEW

C.1.1 BACKGROUND

The Federal Aviation Administration (FAA) is a regulatory entity within the Department of Transportation (DOT) whose mission is to provide the safest, most efficient aerospace system in the world. As an agency, FAA is continuously striving to reach the next level of safety, efficiency, environmental responsibility, and global leadership in aviation.

Like all federal agencies, FAA uses a wide variety of information technology (IT) systems to manage its financial operations. Among other things, IT systems allow FAA to plan and submit its budget, commit and obligate funds, manage the labor and distribution reporting (LDR) process, and monitor the status of funds. These functions are vital to agency operations.

The Financial and Business Systems Support (FBSS) contract is part of FAA’s effort to implement holistic solutions to the challenges of federal financial management. Together with the Enterprise Financial Services (EFS) contract, it supports FAA’s need to systemically plan, implement, and monitor the efficacy of its budget and financial operations.

C.1.2 OBJECTIVE

The purpose of the FBSS contract is to procure support for FAA’s financial systems. Awarding a single ID/IQ contract that integrates requirements gathering, piloting, prototyping, testing, and end‐user support for financial systems will streamline the process of obtaining support. It also minimizes the costs associated with implementing management controls to mitigate the organizational conflicts of interest (OCIs) that arise when many contractors have access to financial systems and data.

C.1.3 ENVIRONMENT

C.1.3.1 CURRENT BUSINESS ENVIRONMENT

The Office of Financial Services (ABA) is responsible for managing FAA’s budget, overseeing appropriations, and developing workforce plans. ABA leads the agency in providing responsible solutions and management oversight to ensure financial accountability and operations efficiency. However, stewardship of FAA’s financial resources is a partnership between ABA and FAA Program Offices. ABA is responsible for timely integrating accurate cost and financial information into the agency's business processes. Corporate and Line‐of‐Business (LOB) offices must rely on that information to make data‐based decisions.

Like all Federal agencies, FAA is subject to a variety of controls on its financial systems. These controls are designed to ensure that taxpayer money is spent in a prudent, effective, and transparent manner. Specific controls include but are not limited to the following:

C.1.3.1.1 INTERNAL CONTROLS

FAA is subject to the requirements set forth in the Federal Managers Financial Integrity Act.2 FMFIA requires that every executive agency establish internal accounting and administrative controls in accordance with the standards

2 This and all subsequent references to statutes and regulations refer to the referenced statutes and regulations as amended.

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C.1.3.1.2 MANAGEMENT CONTROLS

FAA is also subject to the Federal Information Technology Acquisition Reform Act (FITARA), the stated objectives of which include (1) establishing management practices that align IT resources with agency missions, goals, programmatic priorities, and statutory requirements and (2) establishing IT‐management controls.

The Capital Planning and Investment Control (CPIC) process is a long‐established management control in the federal

IT environment. OMB Circular A‐130, which implements the Clinger‐Cohen Act of 1996, lays out the framework for the CPIC process. CPIC is a three‐part process and requires agencies—including FAA—to select, control, and evaluate

IT investments. Creating and maintaining Capital Asset Plans (Exhibit 300s) for all major investments is a critical element of the CPIC process. A mature CPIC process increases an agency’s capability to achieve its mission, aligns proposed initiatives with IT strategic goals, supports Enterprise Architecture efforts, measures performance benefits against dollars invested and potential risks, and creates a protocol for setting IT priorities and aligning IT resources based on those priorities.

C.1.3.2 CURRENT TECHNICAL ENVIRONMENT

FAA uses a variety of FAA‐specific budget and finance related applications. These applications range from business‐ analytics software to data repositories to custom‐developed systems. Some are stand‐alone systems whereas others interface with other critical systems. Beyond FAA‐specific systems, FAA uses a variety of government‐wide systems.

As technologies evolve, systems and applications are added to and removed from the technical environment.

Therefore, the following list is illustrative, not comprehensive, and subject to change.

C.1.3.2.1 PRISM

PRISM is a comprehensive procurement‐management system. This commercial off‐the‐shelf (COTS) automated purchasing system is integrated with DELPHI, FAA's financial system. FAA currently uses PRISM version 7.2.

Some of the main PRISM functions include, without limitation, the following:

Creating Purchase Requisitions, Receiving/Accepting Goods and Services, Verifying Funds & Approving Commitments, Creating & Approving Contract Awards, and

Running Reports.

C.1.3.2.2 DELPHI

DELPHI is a web‐based financial‐management system based on Oracle Federal Financials that replaced the previous system, DAFIS. DELPHI is integrated with PRISM and is the backbone of the FAA financial system. It supports the agency's business objectives; reduces program exposure to various sources of risk; automates, streamlines, and standardizes financial processes; and provides accurate financial results.

The FAA uses the following modules within release 12.2.6 of the DELPHI financial system:

Accounts Payable, Accounts Receivable, 9 | P a g e

Budget Execution, Fund Control Module, Fixed Assets, General Ledger, iSupplier

Project Accounting, and

Purchasing.

C.1.3.2.3 COST ACCOUNTING SYSTEM (CAS)

CAS is a resource‐management tool. It helps executives and managers understand and report the total cost of delivering FAA products and services. CAS calculates costs by project and by task. It gives FAA data on both labor and non‐labor costs. This improves budgeting, planning, and resource management. By accessing CAS reports, FAA can obtain detailed information that is useful for:

Analyzing historical costs, Managing current costs, Forecasting future costs, Assessing resource utilization, and

Estimating resource demands.

C.1.3.2.4 ORACLE BUSINESS INTELLIGENCE ENTERPRISE EDITION (OBIEE)

OBIEE is a financial reporting tool that will replace the Discoverer application. It is a commercial off‐the‐shelf (COTS) tool that is being custom‐configured to meet FAA needs. When implemented, it will include interactive dashboards, real‐time data and reporting capabilities, and data‐visualization functionality. FAA intends to use OBIEE to run reports and analyze data related to:

Budget, Procurement, Projects, Assets, and

Finance.

C.1.3.2.5 LABOR DISTRIBUTION REPORTING (LDR)/CRU X

FAA Lines of Business (LOB) use LDR to monitor each organization's Labor Distribution Compliance. The data contained in the reports provides a project/task detail for Labor Cost and Labor Hours by organization and by employee for the current fiscal year and two prior fiscal years. Labor Distribution Reports are found on the Platform for Unified Reports for the Enterprise (PURE) reporting system. This is the FAA's on‐line reporting tool, which allows users to access Cost Accounting System (CAS) reports, Labor Distribution Reporting (LDR) reports, the CAS/LDR

Project and Task Dictionary (PAD) and Advanced Reporting System (ARS) reports. The Cru‐X database is updated weekly with the same tables provided to CASTLE with active Delphi Project and Delphi Task numbers (including JONs and Facilities).

C.1.3.2.6 OPERATIONAL PLANNING AND SCHEDULING TOOL (OPAS)

OPAS is an automated, data driven planning and scheduling platform capable of producing optimized schedules for air traffic controllers. OPAS is based on a Quintiq solution. Its functionality includes:

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Automated Start Time, Shift Demand, and Shift Line Definition

Automated Schedule Generation

Bidding

Daily Operations

Validation of all actions against national and local business rules

C.2 REQUIREMENTS

C.2.1 IT ACCESSIBILITY

Section 508 of the Rehabilitation Act of 1973 requires that all electronic and IT (EIT) products and services developed, acquired, maintained, or used under this contract comply with 36 C.F.R. part 1194.

The Contractor must ensure that all EIT delivered under this contract meets the applicable accessibility standards at 36 C.F.R. 1194, unless an agency exception to this requirement exists. This contract incorporates all applicable standards, including but not limited to sections 1194.22, 1194.31, and 1194.41 of 36 C.F.R.

C.2.2 IT SECURITY STANDARDS

The Contractor must ensure compliance with all applicable IT security standards in all performance under the contract. These include, but are not limited to, the Federal Information Security Management Act of 2002 (FISMA) as implemented by OMB memo, National Institute of Standards and Technology (NIST) Special Publication (SP) 800‐ 53, and NIST SP 800‐37.3

C.2.3 ENTERPRISE PERFORMANCE MANAGEMENT SYSTEM (EPMS)

FAA’s EPMS is its software‐development‐lifecycle (SDLC) process. It provides a structured approach to managing IT programs and projects beginning with establishing the justification for initiating a systems‐development or maintenance effort and concluding with system disposition. It establishes a logical order of events for conducting system development that is controlled, measured, documented, and ultimately improved. The SDLC emphasizes decision processes that influence system cost and usefulness. These decisions must be based on full consideration of business processes, functional and security requirements, and economic and technical feasibility in order to produce an effective system. To the extent specified in task orders issued under this contract, the Contractor must follow EPMS processes and produce EPMS‐compliant artifacts.

C.3 SCOPE

The scope of this contract includes supporting FAA’s efforts to ensure that its financial and budget systems can meet mission requirements. It does not include full lifecycle support for the systems.

C.4 WORK AREAS

C.4.1 WORK AREA 1 ‐ SYSTEMS SUPPORT

As tasked, the Contractor must support FAA systems related to financial and budget activities. The objective of this task area is to allow FAA to obtain access to the skills sets/expertise necessary to help it ensure that its financial systems meet stakeholder needs. Specific tasks within this work area include but are not limited to the following:

3 These references to the NIST special publications refer to the most recent revisions.

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C.4.1.1 DEFINING REQUIREMENTS AND TESTING SOLUTIONS

As tasked, the Contractor must support the FAA in identifying the need for new functionality and defining requirements for new functionality for FAA systems related to financial and budget activities. Specific activities include, without limitation, the following:

Conducting gap and shortfall analysis, Performing Analysis of Alternatives (AoA) and reporting on findings, Drafting system Concept of Operations (CONOPs) documents, Decomposing CONOPs requirements into functional and performance requirements, and

Participating in User‐Acceptance Testing of IT systems related to financial and budget activities.

C.4.1.2 SUPPORTING USERS

C.4.1.2.1 SYSTEM ADMINISTRATION SUPPORT

As tasked, the Contractor must act as the System Administrator for financial and budget related IT systems. Specific activities include, without limitation, the following:

Creating, configuring, modifying, deleting and managing user accounts and permissions, and

Creating, configuring, modifying, deleting and managing distribution lists and print queues.

C.4.1.2.2 CREATE AND MAINTAIN KNOWLEDGE BASES

As tasked, the Contractor must create, support, and maintain knowledge bases for budget and finance related IT

Systems. Specific tasks include, without limitation, the following:

Creating and updating documentation, such as scripts and how‐to wikis, Developing and maintaining SOPs, and

Developing and maintaining job aids for system workarounds.

C.4.1.2.3 TIERS 0/1, 2, AND 3 HELPDESK SUPPORT

As tasked, the Contractor must establish and maintain helpdesk support for finance‐related systems. This support is limited to Tiers 0/1, 2, and 3. It does not include Tier 4 support (changes to source code or custom configurations).

The Contractor must catalogue Tier 4 support tickets and escalate them to the Operations and Maintenance (O&M) contractor. The FAA uses Remedy software for managing helpdesk requests. As specified in Section F and G (below) some task order may call for performance at contractor site. The contractor must have capability to provide helpdesk support at its site.

Entities, like FAA, have helpdesks so that system users can perform their tasks with a minimum of interruption. Each task order that includes helpdesk‐support activities will specify applicable priority levels and response metrics.

Specific activities related to helpdesk support include, without limitation, the following:

C.4.1.2.3.1 TIERS 0/1 SUPPORT

As tasked, the Contractor must provide Tier 0 and Tier 1 support. Specific tasks include, without limitation, the following:

Resolving username and password problems;

Verifying proper software set‐up;

Assisting with navigation around the application;

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Creating and maintaining wikis and FAQ pages so that end users can resolve basic usage inquiries independently;

Responding to requests for technical assistance via phone, email, or via the web queue, including chat or instant message (if implemented at the task order level);

Opening service‐desk tickets using a service‐management system to ensure proper information is collected from end users and recorded;

Providing incident and problem management for all issues reported to the helpdesk by creating, updating, and managing requests;

Creating and maintaining voice recordings for service outages and other system‐related topics of general interest; and

Meeting First Call Resolution (FCR) goals (as defined in individual task orders) and suggesting improvements to increase the FCR rate.

C.4.1.2.3.2 TIER 2 SUPPORT

As tasked, the Contractor must provide Tier 2 technical support, remotely and, if specified in the task order, desk‐side for all authorized system users. This includes, without limitation, the following:

Troubleshooting, resolving, and documenting reported problems and issues;

Performing break/fix functions and capturing solutions and workarounds in the knowledge base;

Providing deskside instruction (if specified in the task order);

Recovering data;

Providing Contingency of Operations Plan (COOP) support;

Performing system administration support (as described in Section C.4.1.2.1); and

Recording actions taken and other notes to support hand‐off to the Tier 3 contractor.

C.4.1.2.3.3 TIER 3 SUPPORT

As tasked, the Contractor must provide Tier 3 technical support for all authorized system users. This includes, without limitation, the following:

Researching new or previously unreported issues, Designing and developing methodologies to solve problems and address issues, Evaluating methodologies in a test environment and recommending the best solutions, Implementing solutions, and

Escalating the issues to the O&M contractor.

C.4.1.3 PROTOTYPES AND PILOTS

C.4.1.3.1 PROTOTYPING

As tasked, the Contractor must support FAA in prototyping new functionality for FAA financial systems. For the purposes of this contract, prototypes are applications or modules meant to demonstrate functionality and ensure that applications and modules satisfy end‐user requirements. Prototypes are not full production systems and typically are not deployed into a production environment. As specified in task orders, prototypes must comply with the requirements (security, accessibility, EPMS) set forth in Section C.2.3. Specific activities include, without limitation, the following:

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Custom configuring out of the box software to satisfy functional specifications and end user requirements;

Developing applications or modules that satisfy functional specifications and end‐user requirements;

Performing activities designed to ensure initial compliance with security, enterprise architecture, and accessibility requirements;

Developing software quality management plans;

Developing test plans (system and end user), facilitating testing, and producing test reports;

Supporting deployment of applications or modules into the environment in which they will reside;

Patching prototypes for the duration of their existence; and

Decommissioning prototypes.

C.4.1.3.2 PILOTS

As tasked the Contractor must support FAA in piloting new software applications, systems, and modules. A pilot is intended to test a full production system against a subset of the general intended audience. Specific activities include, without limitation, the following:

Developing test plans (system and end user), facilitating testing, and producing test reports;

Planning for pilot implementation;

Supporting deployment of applications or modules into the environment in which they will reside;

Developing and delivering training for pilot participants;

Monitoring system or application performance;

Generating artifacts designed to demonstrate ongoing compliance with FAA security, enterprise architecture, and accessibility requirements;

Applying system patches to ensure continued functionality; and

Performing system backups.

C.4.2 WORK AREA 2 ‐ OTHER SUPPORT RELATED TO FINANCIAL SYSTEMS

As tasked, the Contractor must perform other support services that closely relate to FAA’s financial systems. These services are functions that require access to the financial systems, even though they are not related to support of the systems themselves.

C.4.2.1 CREATING AND RUNNING FINANCIAL REPORTS

As tasked, the Contractor must create and run reports out of FAA’s financial systems. Specific activities include, without limitation, the following:

Meeting with stakeholders to gather requirements for the reports (data elements, presentation format, etc.);

Developing scripts to run the reports;

Supporting deployment of the scripts; and

Running reports on a scheduled or ad hoc basis.

C.4.2.2 ENTERING AND VALIDATING DATA

As tasked, the Contractor must enter data into FAA’s financial systems and validate the data against other sources of information. Specific activities include, without limitation, the following:

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Generating and inputting data into FAA financial‐management processes and tools including, but not limited to, Resource Planning Documents (RPDs), the Corporate Work Plan (CWP), the DELPHI Funds Control

Module, and the ATO‐F Financial Management System (FMS);

Developing allowances and entering allowances into FAA financial systems;

Estimating and tracking outlays using OMB systems and FAA financial systems;

Preparing a monthly Status of Funds memorandum. This includes generating supporting analyses and reports (e.g. the SF 133, Report on Budget Execution and Budgetary Resources) and entering these analyses and reports into the appropriate systems of record;

Conducting monthly reconciliation between program offices’ record systems and the official financial system of record for FAA (DELPHI) and analyzing those findings (If the reconciliation reveals errors or discrepancies, the Contractor must support FAA personnel in taking actions ensure that the official record, DELPHI, is correct.); and

Supporting the invoice‐payment process, which includes:

o Reviewing invoices and preparing acceptance payment recommendations that map specific invoice charges to the appropriate accounting codes;

o Extracting, analyzing, and summarizing data from DELPHI and vendor invoices; and o Reconciling DELPHI payment data relative to FAA invoice certifications and original funds‐transfer memoranda.

C.4.3 WORK AREA 3 ‐ PROGRAM AND PROJECT MANAGEMENT

As tasked, the Contractor must support FAA in managing programs and projects that pertain to financial systems.

The objective of this work area is to ensure that programs and projects related to FAA’s financial systems are managed in a cohesive manner, consistent with PMI or FAC‐C standards and with FAA processes and toolsets. This will increase FAA’s ability to obtain high‐quality outputs on schedule and within budget. This work area includes but is not limited to the following:

C.4.3.1 MANAGING PROGRAMS RELATED TO FINANCIAL SYSTEMS

As tasked, the Contractor must assist FAA personnel in performing program management functions. A program is a portfolio of related projects and ongoing operations. All programs managed under this contract will relate to finance and budget related systems. Program‐management functions include, without limitation, the following activities:

C.4.3.1.1 GOVERNANCE

As tasked, the Contractor must support program‐governance activities. Program governance activities allow for consistency in practices across projects and the creation of a framework for continuous improvement of ongoing operations. These activities also help the FAA components to ensure that program funds disbursed to other entities are used in accordance with federal law and OMB guidance. Specific activities include, without limitation, the following:

Identifying stakeholders;

Developing practices for stakeholder engagement (This could include scheduling and supporting meetings and developing charters and delegations of authority.);

Developing work processes across the program (e.g. risk‐management processes, reporting processes, financial‐management processes) and developing the artifacts (e.g. plans, schedules, SOPs) necessary to support those work processes; and

Developing performance metrics and methods of tracking those metrics.

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C.4.3.1.2 PLANNING

As tasked, the Contractor must support program‐planning activities. Program‐planning activities allow for an integrated visualization of key program deliverables and outputs and for managing dependencies among projects.

Specific activities include, without limitation, the following:

Developing and maintaining program plans, Developing and maintaining program schedules, Developing and maintaining benefits‐dependency networks, and

Developing and maintaining program budgets.

C.4.3.1.3 EXECUTION

As tasked, the Contractor must support program‐execution activities. This includes tracking progress, creating progress reports, coordinating the review and approval of work packages, and updating risk and financial‐ management documentation.

C.4.3.2 MANAGING PROJECTS RELATED TO FINANCIAL SYSTEMS

As tasked, the Contractor must assist FAA personnel in performing project‐management functions throughout the project lifecycle. A project is a planned set of interrelated tasks and activities designed to achieve a particular outcome. For the purposes of this contract, that outcome will relate to finance‐related IT systems. The type and number of project‐management activities and artifacts vary with the complexity, dollar value and relative priority of the project. FAA uses both standard (waterfall) and Agile project‐management techniques to manage the conceptualization, development, and support of IT systems. Project‐management functions include, without limitation, the following:

C.4.3.2.1 INITIATING PROJECTS

As tasked, the Contractor must project initiation, which is the process of defining and obtaining authorization for a project. Specific activities include, without limitation, the following:

Identifying stakeholders, facilitating meetings with stakeholders, and developing a stakeholder‐ management strategy;

Drafting business cases and feasibility studies; and

Drafting the project charter.

C.4.3.2.2 PLANNING PROJECTS

As tasked, the Contractor must support project planning. Specific activities include, without limitation, the following:

Developing the project management plan, including all supporting plans (e.g. risk management plan, communication management plan, requirements management plan, quality management plan etc.)

Developing the risk register; and

Developing the work breakdown structure (WBS) and integrated master schedule.

C.4.3.2.3 EXECUTING PROJECTS

As tasked, the Contractor must support FAA personnel in project execution functions. Specific activities include, without limitation, the following:

Facilitating status meetings and generating project reports;

Coordinating the inspection and acceptance of project deliverables;

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Facilitating quality assurance activities in accordance with the quality management plan; and

Updating the project schedule and management plan.

C.4.3.2.4 MONITORING AND CONTROLLING

As tasked, the Contractor must support project monitoring and control throughout the project lifecycle. Project management and control includes collecting data and measuring that data against established metrics to determine whether that the project activities are within scope, on time, and on budget. This includes the generation of artifacts

(e.g. data, reports, scorecards, and presentations) necessary to measure and report on project performance.

C.4.3.2.5 CLOSING PROJECTS

As tasked, the Contractor must support FAA personnel in performing project closeout functions. Closing a project requires transfer of the project outputs and system operation to the requiring organization. It also requires the generation of an archive of project documents and data and documenting lessons learned. This includes the generation of artifacts (e.g. reports, run books, databases, file hierarchies, and presentations) necessary to document project closure.

C.4.4 WORK AREA 4 ‐ CONTRACT AND TASK ORDER MANAGEMENT

C.4.4.1 GENERAL

As tasked, the Contractor must provide project management support to ensure that the scope, schedule, and cost are controlled and consistent with the contract. For each task order, the Contractor must prepare a Project Work

Plan (PWP) describing how it will satisfy cost, performance, and schedule requirements. Specific contract and task order management requirements include but are not limited to the following:

Preparing weekly or monthly status reports (as specified in the Task Order);

Preparing for and attending status meetings and program reviews;

Maintaining the PWP and related documents and providing regular updates, as needed;

Developing documentation for meetings;

Creating and organizing appropriate file structures on FAA’s KSN sites;

Maintaining inventories of Government Furnished Property (GFP) and Government Furnished Information

(GFI);

Maintaining a list of Contractor personnel and consultants with access to FAA information; and

Maintaining proof of requisite training (e.g. Records Management and IT Security) for all authorized users with access to FAA information.

C.4.4.2 TRANSITION IN

As tasked, the Contractor must participate in activities designed to facilitate the transition of ongoing activities from the predecessor contractor or the Federal Government. Specific activities include, without limitation, the following:

Reviewing documentation, Developing transition plans, and

Participating in shadowing and other knowledge‐transfer meetings and opportunities.

C.4.4.3 TRANSITION OUT

As tasked, the Contractor must facilitate the transition of ongoing activities and services to the Federal Government or to a follow‐on contractor at the end of the contract period of performance. As tasked, the Contractor must

17 | P a g e facilitate the transition of activities and services performed under individual task orders in advance of the end of the contract period of performance. Specifically, the Contractor must provide all documents, data, and information necessary to transition activities to the Government or a follow‐on Contractor, including, without limitation, the following:

Current versions of all Contractor‐prepared documentation;

A current inventory of all Government‐owned assets used by the Contractor along with full support in the reconciliation of this inventory;

Shadowing and other knowledge‐transfer meetings and opportunities to facilitate the transfer of information, processes, and data needed to continue the services being performed by the Contractor; and

Up‐to‐date program‐ and project‐management documentation.

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SECTION D ‐ PACKAGING, MARKING, AND SHIPPING

D.1 REQUIREMENTS

The Contractor must package, mark, and ship all deliverables in accordance with Government specifications as defined in the individual task order.

D.1.1 PHYSICAL DELIVERABLES

At a minimum, the Contractor must attach a cover letter to all deliverables that includes the contract number, Task‐Order number, and Contractor name.

As applicable, each Task Order will include any special packaging, marking, and shipping instructions

Each Task Order will specify the FAA officials to whom the Contractor must submit deliverables.

D.1.2 ELECTRONIC DELIVERABLES

Information on how to mark and submit electronic deliverables is in Section G.5, below.

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SECTION E – INSPECTION AND ACCEPTANCE

E.1 AMS CLAUSES

E.1.1 CLAUSES INCORPORATED BY REFERENCE

AMS 3.1‐1 ‐ CLAUSES AND PROVISIONS INCORPORATED BY REFERENCE (JULY 2019)

This screening information request (SIR) or contract, as applicable, incorporates by reference the provisions or clauses listed below with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make the full text available, or offerors and contractors may obtain the full text via Internet at:

https://fast.faa.gov/contractclauses.cfm

The following contract clause or clauses pertinent to this section are hereby incorporated by reference:

Clause Number Date Title

3.10.4‐4 Apr‐96 Inspection of Services ‐ Both Fixed‐Price & Cost Reimbursement

3.10.4‐5 Apr‐96 Inspection ‐ Time‐and‐Material and Labor‐Hour

E.2 GENERAL

1. Inspection and acceptance will be performed at the location identified in each Task Order.

2. Unless otherwise specified in a Task Order:

a. The Contracting Officer’s Representative (COR) for the Task Order is the Government official authorized to inspect and accept or reject deliverables, and

b. The Contractor may presume that a deliverable has been accepted unless the COR rejects it in writing within 15 days of its submission.

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SECTION F – DELIVERIES OR PERFORMANCE

F.1 AMS CLAUSES

F.1.1 CLAUSES INCORPORATED BY REFERENCE

AMS 3.1‐1 ‐ CLAUSES AND PROVISIONS INCORPORATED BY REFERENCE (JULY 2019)

This screening information request (SIR) or contract, as applicable, incorporates by reference the provisions or clauses listed below with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make the full text available, or offerors and contractors may obtain the full text via Internet at:

https://fast.faa.gov/contractclauses.cfm

The following contract clause or clauses pertinent to this section are hereby incorporated by reference:

Clause Number Date Title

3.10.1‐9 Oct‐96 Stop‐Work Order

3.10.1‐24 Mar‐09 Notice of Delay

3.11‐34 Apr‐99 F.O.B. Destination

F.1.2 CLAUSES INCORPORATED IN FULL TEXT

3.8.2‐22 Substitution or Addition of Personnel (October 2006)

1. The Contractor must assign only those individuals whose resumes, personnel data, and/or personnel qualification statements have been submitted and determined by the Contracting Officer to meet the minimum requirements of the contract. The Contractor must not substitute or add personnel except in accordance with this clause.

2. Substitution of Personnel.

(a) For the first 60 days of contract performance, the Contractor must not substitute personnel for the individuals whose resumes or other personal qualification were submitted with its offer and that were determined by the Contracting Officer to be acceptable at the time of contract award, unless such substitutions are because of an individual's sudden illness, death, or termination of employment. In any of these events, the Contractor must promptly notify the Contracting Officer and propose substitute personnel as required by paragraph (4) below.

(b) If an individual becomes, for whatever reason, unavailable for work under the contract for a continuous period exceeding thirty (30) working days, or is expected to devote substantially less effort to the planned work, the Contractor must propose a substitute personnel as required by paragraph (4) below.

3. Addition of Personnel. If an FAA requirement will increase the specified level of effort for a designated labor category, but not the overall level of effort of the contract, then the Contractor must notify the Contracting Officer to add personnel to the designated labor category. The Contractor must request added personnel as required by paragraph (4) below.

4. Request and Review. The Contractor must submit the request for substitute or added personnel in writing to the Contracting Officer at least 15 days (if a security clearance must be obtained, at least 45 days) before the proposed date of substitution or addition. The Contractor's request must provide a detailed explanation of the circumstances causing the proposed substitution or addition, a complete resume for the proposed substitute or added personnel, and any additional information required by the Contracting Officer.

Proposed substitutes and added personnel must have qualifications equal to or higher than those stated in the contract for the labor category. The Contracting Officer will evaluate the Contractor's request and

21 | P a g e promptly notify the Contractor of the decision to accept or reject the qualifications of the substitute or added personnel.

5. The Contracting Officer may terminate the contract if the Contractor has not made suitable, timely, and reasonably forthcoming replacement of personnel who have been reassigned or terminated or otherwise become unavailable to work under the contract or the resulting loss of productive effort would impair the successful completion of the contract. Alternatively, if the Contracting Officer finds the Contractor to be at fault for the condition, then the Contracting Officer may equitably adjust (downward) the contract price or fixed fee to compensate the Government for any delay, loss or damage as a result of the Contractor's action.

(End of Clause)

F.2 PERIOD OF PERFORMANCE

F.2.1 BASE ORDERING PERIOD

This ID/IQ contract has a base ordering period of three years (36 months) from [Date of Award]

F.2.2 OPTIONAL ORDERING PERIODS

This ID/IQ contract has four one‐year optional ordering periods. The first optional ordering period, if exercised, commences immediately upon the expiration of the base ordering period, and each successive optional ordering period, if exercised, commences immediately upon the expiration of the previous optional ordering period.

F.2.3 TASK ORDER PERIODS OF PERFORMANCE

Each Request for Task Order Proposal (RFTOP) and resultant Task Order will specify a period of performance. Task Order periods of performance may extend up to one year beyond expiration of the base contract or option years, if exercised.

F.3 PLACE OF PERFORMANCE

Each RFTOP and resultant Task Order will specify a place of performance.

F.4 DELIVERABLES

F.4.1 GENERAL

1. Each Task Order will specify deliverables and associated dates, times, places, and formats for delivery.

2. Unless otherwise specified in a Task Order, the time of delivery will be at or before 4:30 p.m. Eastern Time.

F.4.2 CONTRACT DELIVERABLES

Table F.4.2 (below) sets forth contract‐level reporting deliverables and reports.

# Description Format Date

1 Contract Kick‐Off Meeting Artifacts (Agenda, Notes) Word or PowerPoint As directed

2 Quarterly Program Management Review (QPMR) Briefing

Template attached as Attachment J003

Quarterly ‐ Specific date as directed

3 Monthly Financial‐Status Tracking Report Template attached as Attachment J005

Monthly – With submission of monthly invoices

4 Task‐Order Proposals Per RFTOP specifications As directed

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SECTION G – CONTRACT ADMINISTRATION DATA

G.1 AMS CLAUSES

G.1.1 CLAUSES INCORPORATED BY REFERENCE

AMS 3.1‐1 ‐ CLAUSES AND PROVISIONS INCORPORATED BY REFERENCE (JULY 2019)

This screening information request (SIR) or contract, as applicable, incorporates by reference the provisions or clauses listed below with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make the full text available, or offerors and contractors may obtain the full text via Internet at:

https://fast.faa.gov/contractclauses.cfm

The following contract clause or clauses pertinent to this section are hereby incorporated by reference:

Clause Number Date Title

3.10.1‐22 Apr‐12 Contracting Officer's Representative

G.2 POINTS OF CONTACT

Role Contact Information

ID/IQ Contracting Officer (CO) Federal Aviation Administration Stephen Mostow

Stephen.Mostow@faa.gov 202‐267‐8494 800 Independence Avenue, S.W.

Washington, D.C. 20591

ID/IQ Contracting Officer’s Representative (COR) Federal Aviation Administration

TBD

800 Independence Avenue, S.W.

Washington, D.C. 20591

Task Order CO Specified in Task Order

Task Order COR Specified in Task Order

Program Manager (PM) Federal Aviation Administration Todd Pennington todd.pennington@faa.gov

(202) 267‐7428 800 Independence Avenue, S.W.

Washington, D.C. 20591

G.3 CONTRACTING OFFICER’S AUTHORITY

The Contracting Officer assigned to this contract has responsibility for ensuring the performance of all necessary actions for effective contracting, ensuring compliance with the terms of the contract, and safeguarding the interests of the United States in its contractual relationships. In this regard, the Contracting Officer is the only individual who has the authority to enter into, administer, modify, or terminate this contract. In addition, the Contracting Officer is the only person authorized to approve changes to any of the requirements under this contract, and not withstanding any term or condition contained elsewhere in this contract, the said authority remains solely with the Contracting Officer.

The Contractor must immediately notify the Contracting Officer for clarification when a question arises regarding the authority of any person to act for the Contracting Officer under the contract or when the Contractor receives direction that appears outside contract scope.

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It is the responsibility of the Contractor to contact the Contracting Officer immediately if there is even the appearance of any technical direction that is or may be outside the scope of the contract. Costs incurred that were not authorized by the Contracting Officer and work outside the scope of the contract must be considered unallowable costs and will not be reimbursed by the Government.

G.4 CORRESPONDENCE

To promote timely and effective contract administration, correspondence submitted under this contract (except invoices and deliverable items) are subject to the following requirements:

1. All correspondence must include the contract number, and—if applicable—the task order number.

2. Routine technical correspondence must be addressed to the Task Order COR.

3. Routine correspondence about funding levels and other administrative matters pertaining to a particular task order must be sent to the Task Order COR. Correspondence regarding funding levels must all be copied to both the Task Order and ID/IQ CO.

4. Correspondence that involves matters that have the potential to affect overall contract administration or to impact multiple task orders must be sent to the ID/IQ CO with a copy to the ID/IQ COR.

G.5 ELECTRONIC COMMUNICATIONS

G.5.1 GENERAL

Whenever practical, the Contractor must use electronic means to communicate with FAA personnel. The Contractor must ensure that its email system can send emails and files to and receive emails and files from Microsoft Outlook or any successor FAA‐wide email application.

G.5.2 KNOWLEDGE SERVICES NETWORK (KSN)

Reserved

G.6 ORDERING PROCEDURES

In addition to the incorporated AMS ordering clauses, ordering procedures are as follows:

1. When the need for services arises, the cognizant CO will send a Request for Task Order Proposal (RFTOP) to the Contractor. The RFTOP will include o A SOW that identifies the work to be performed, the period of performance, the place of performance, any Government Furnished Property, Equipment, and Information (GFP/GFE/GFI) to be provided, and any supplementary terms and conditions specific to the work to be performed;

o Instructions for submission of the technical proposal, including the submission of resumes; and o Instructions for submission of the price proposal.

2. Unless the RFTOP specifies a different timeframe, within fourteen (14) days of receipt of the RFTOP the Contractor must submit a Task Order Proposal that includes o A narrative identifying any Organizational Conflicts of Interest (OCI) and potential OCIs or a certification that the Contractor is not aware of any OCIs or potential OCIs;

24 | P a g e o A technical proposal that complies with the RFTOP instructions, including the submission of resumes;

o A price proposal that complies with the RFTOP instructions; and o Any other information requested in the RFTOP.

3. The FAA will evaluate Task Order proposals to ensure that the proposed o Approach is technically feasible;

o Approach represents an efficient solution to performing the work;

o Personnel meet labor‐category qualifications and possess the specific skills necessary to perform the work; and o Pricing is fair and reasonable.

Proposals that satisfy all of the bullets above will be deemed acceptable.

4. If the Contractor’s proposal is not deemed acceptable the FAA may, at its sole discretion, o Request clarification, further information, or a revised proposal from the Contractor or o Determine that the proposal is unacceptable and withdraw the RFTOP.

5. Upon receipt of an acceptable proposal, the FAA will issue a Task Order that includes the following:

o TO number;

o FAA points of contact, Task Order CO and Task Order COR;

o Place and period of performance;

o A description of the work to be performed and deliverables with required delivery dates;

o Personnel‐security and security requirements;

o List of GFP/GFE/GFI;

o ODCs and Travel Not‐to‐Exceed amount; and o Supplementary terms and conditions.

o In addition to the above, Firm‐Fixed‐Price Task Orders will also include an Invoicing Schedule;

Time‐and‐Materials or Labor‐Hour Task Orders will also include estimated labor hours and mix and a not‐to‐exceed labor ceiling; and

Hybrid Task Orders will also include an Invoicing Schedule, estimated labor hours and mix, and a labor ceiling, as applicable.

If any of these elements are not included in a Task Order, the Contractor must immediately notify the Contracting Officer sending the Task Order.

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G.7 INVOICING AND PAYMENTS

In addition to the incorporated AMS invoicing and payment clauses, invoicing and payments requirements are as follows:

G.7.1 SUBMISSION OF INVOICES

The Contractor must submit invoices in hard‐ and soft‐copy format as specified below

To Whom Address Format/Supporting Documentation

Accounts Payable Via email. Address to be provided in each task order.

Invoice: PDF Supporting Documentation: Microsoft Office. Additional requirements may be specified at the task order level.

ID/IQ CO, Task Order CO, and Task Order COR.

Via email unless a KSN site is established, in which case via KSN

Invoice: PDF Supporting Documentation: Microsoft Office Additional requirements may be specified at the task order level.

G.7.2 SUPPORTING DOCUMENTATION

The Contractor must submit the following supporting documentation along with its invoices:

Monthly Financial‐Status Tracking Report, per F.4.2;

Monthly Status Report, per task order…