AMENDED_-_FHWA_OPS_IV_RFP.pdf

DTFH6116R00007

Amendment 1

Attachment No. 2

SECTION B - Supplies or Services/Prices

B.1 ID/IQ MINIMUM AND MAXIMUM CONTRACT AMOUNTS

During the term of the contract, the Government shall place orders totaling a minimum of

$10,000. The maximum amount of all task orders issued against all contracts awarded as a result of this acquisition shall not exceed a ceiling of $132,800,000.

B.2 SCHEDULE OF RATES

Labor skill sets and rate ceilings governing this contract shall conform to the descriptions herein and be listed in the Microsoft Excel format found at Section J.1 and apply for each of the described categories for each of the contract year(s). The unit of issue (rates) is the fully burdened fixed price hourly rate. These rates include Contractor employee labor, subcontractor employee labor and consultant labor and include all proportional overhead, fringe, profit/fee, general & administrative fees, et cetera (FAR 52.216-29 (a)(c)(2)).

The maximum amount of the contract listed in Section B.1 includes travel and materials. Travel and materials will be reimbursed at cost. Inclusion of the indirect burden amounts or fee on material costs and travel expenses is not allowable.

SECTION C - Description/Specifications

C.1 BACKGROUND

The Federal Highway Administration (FHWA) is an agency within the U.S. Department of

Transportation (USDOT), a cabinet-level organization within the Executive Branch of the U.S.

Government. The FHWA’s mission is, “To improve mobility on our Nation's highways through national leadership, innovation, and program delivery.” In addition to its focus on mobility and addressing congestion, FHWA also is charged with the broad responsibility of ensuring that

America’s roads and highways continue to be the safest and most technologically up-to-date in the world. Although State, local, and tribal governments own most of the Nation’s highways, FHWA provides knowledge, financial support and technical support to them for constructing, improving, operating, and preserving America’s highway system.

The FHWA's Office of Operations (HOP) initiative to reduce highway congestion through better operation of the highway network, builds on the thought that the FHWA can do more to manage transportation system operations so that the highway system performs better, to meet customer expectations, regardless of the demands placed on it. As improving operations becomes a strategy that is more fully applied to transportation, it will require rethinking how services are delivered to those who depend on the transportation system. Effectively addressing the congestion problem while enhancing safety and preserving the environment, will hinge on the ability to reshape traditional transportation organizations.

The program areas within HOP are helping to change the mindset of traditional transportation organizations by developing and implementing programs, training, and tools to support meeting this goal.

C.2 CONTRACT SCOPE

The scope of this contract is limited to providing technical support services in the four program themes identified in table one, which can be found on pages 4-5.

C.3 OBJECTIVE

The objective of this contract is to provide technical support services to the FHWA related to the following program themes:

1) Building a Strong Foundation for Proactive Operations

2) Managing Congestion by Improving Reliability and Operating the System at Peak

Performance

3) Improving Reliability Through Efficient Movement of Freight

4) Enhancing Mobility of Travelers with Disabilities

Note: All work under this contract will be performed through the issuance of specific task orders. Reference Section G.11 for more information on task orders and task order issuance.

C.4 DETAILED REQUIREMENT

The Contractor shall provide all personnel, equipment, supervision, and other items and services necessary to provide technical and programmatic support services, on a task order basis, in support of the mission of the FHWA. The Contractor shall analyze technical, programmatic, and administrative issues and provide advice, recommendations, and support as required by

HOP, other FHWA offices, other operating USDOT Administrations, and other stakeholders who partner in this critical mission.

The Contractor shall also be required to conduct special studies on policy and technical matters, research and evaluations related to and in support of FHWA’s program activities that raise awareness and understanding, application of freight management and operations concepts;

development and use of technical tools, including models and computer aided instruction;

develop and apply modeling, data analysis and other analytical techniques, technology transfer and technical assistance, including development and delivery of training, to state and local transportation professionals; and for program assessment including project evaluation, performance measurement and process improvement. In addition, the Contractor shall be required to work with FHWA partners and stakeholders to support and coordinate programs and activities. However, all decision-making and program management authority shall remain with the Government.

The Contractor shall provide various products and deliverables on a task order basis in support of

HOP’s and the FHWA’s program activities and USDOT’s mission.

This contract focuses on four program themes, under which tasks will be issued against one or more of the program areas. The correlation of the program themes to the program areas is shown below in Table 1.

Program Themes and Program Areas

Program Themes Program Areas

Program Theme 1: Building a Strong

Foundation for Proactive Operations Accelerating Implementation of

Operations & ITS Technologies and

Strategies

Operations and Freight Performance

Measurement and Management

Organizing and Planning for Operations

Traffic Analysis Tools

Traffic Control (Manual on Uniform

Traffic Control Devices (MUTCD))

Program Theme 2: Managing Congestion by

Improving Reliability and Operating the

System at Peak Performance

Active Transportation and Demand

Management

Arterial Management / Traffic Signal

Operations

Congestion Pricing

Real-Time Transportation Information

Road Weather Management

Traffic Incident and Events Management

Work Zone Mobility and Safety

Program Theme 3: Improving Reliability through Efficient Movement of Freight Commercial Vehicle Size and Weight

Freight Data and Analysis

Freight Operations and Technology

Freight Professional Development

Program Theme 4: Enhancing Mobility of

Travelers with Disabilities Understanding the Needs of Travelers with Disabilities

Table 1

C.4.1 Products / Deliverables

The type of products/deliverables submitted under this contract may consist of, but are not limited to the following:

white papers reports, tools workshops/seminars case studies handbooks instructor guides guidance documents videos one page flyers briefs articles brochures presentations website development

Others as appropriate to ensure technical support in the four program themes described below

The following are examples of what may be included to develop the products/ deliverables.

This list is not intended to be comprehensive, and shall not be constituted as the only product approaches:

Research

Surveys

Data/Analysis/Planning

Pilots

Summary Tables

State Profiles

Technical Memorandums

Technical Evaluations

Technical Expertise

Interviews/Focus Groups

Stakeholder/Outreach Sessions and Supporting Materials

Scenario Planning

Self-assessments

Transcripts/Closed Captioning

Graphic/Design

Spreadsheets

Outreach/Marketing

Software Development

Testing and Evaluations

Peer Exchanges

Traffic Operations Activities

Performance Measures

Multimodal Planning

Development of Strategies/Practices/Goals

Administrative Assistance

Roadmaps

Instruction

C.4.1.1 Program Theme 1: Building a Strong Foundation for Proactive Operations

Among the characteristics of highway agencies that are focused on better operations is being proactive in anticipating and managing transportation events. To be proactive in operations requires agencies to have supportive organizational structures and to plan their activities based on the performance and anticipated performance of their facilities. A foundation for proactive operations can be built by learning from others and using established strategies & resources to develop performance-based decision processes. Sound, fundamental practices for traffic control devices and for analysis help sustain proactive operations. The Contractor shall assist and support FHWA staff in developing and refining the proactive operations programs identified below.

Accelerating Implementation of Operations & ITS Technologies and Strategies – The goal of accelerating the implementation of operations and integrated ITS technologies and strategies is to ensure effective and successful development, implementation, and use of technologies and strategies, including connected vehicles and vehicle-to-infrastructure

(V2I) systems, by transportation agencies in managing their transportation facilities. A major element of accelerating deployment is the active engagement of FHWA division offices in identifying workshops, peer exchanges, and other resources that have been and may be successful in implementing operations strategies in transportation agencies.

Operations and Freight Performance Measurement and Management – Performance measurement is the use of evidence to determine progress toward specific defined organizational objectives. This includes both quantitative evidence (e.g., travel time measurements) and qualitative evidence (e.g., customer satisfaction and customer perceptions). HOP performance programs measure progress toward meeting the objectives of transportation system management and operations. Although the specific objectives of management and operations activities vary among organizations, most relate to the overall goals of transportation mobility, productivity, and safety. HOP is leading numerous activities to advance the implementation and practice of operations performance measurement at the Federal, State, and local level. Freight-specific performance measures help to identify needed transportation improvements and monitor their effectiveness for goods movement, and they serve as indicators of economic health and traffic congestion.

Organizing and Planning for Operations – To meet the challenge of reducing congestion and improving operations, transportation agencies require tools to evaluate their current organizational capabilities, and plans for when & how to successfully implement process improvements. Evaluating capabilities and making essential improvements to traffic operations and business processes moves an agency closer to organizational excellence, enabling them to successfully plan and execute operations programs that effectively manage transportation and reduce congestion. Planning for operations was developed to promote multimodal planning practices that support 21st century transportation system management and operations. In order to link 21st Century operational services into the transportation planning and programming process, transportation planners and operators should have a common understanding of the mobility, safety, and efficiency benefits of linking planning and operations.

Planning for operations includes three important aspects:

1. Regional transportation operations collaboration and coordination activity that facilitates Regional Transportation Systems Management and Operations;

2. Management and operations considerations within the context of the ongoing regional transportation planning and investment process, and;

3. The opportunities for linkage between regional operations collaboration and regional planning.

Linking planning and operations is vital to improving transportation decision-making and the overall effectiveness of transportation systems. Coordination between planners and operators helps ensure that regional transportation investment decisions reflect full consideration of all available strategies and approaches to meet regional goals and objectives.

Traffic Analysis Tools – Through the FHWA Traffic Analysis Tools Program, our partners and customers will expand their use of analysis tools and innovative analysis approaches that consider a system-level approach and will enhance mobility. They will gain insight on recommended/best practices and lessons learned in operational analysis.

They will gain a high level of confidence in utilizing the analysis tools for their local needs. The Traffic Analysis Tools Program attempts to strike a balance between efforts to develop new, improved tools in support of traffic operations analysis and efforts to facilitate the deployment and use of existing tools. FHWA has established two tracks under the Traffic Analysis Tools Program: the deployment track and the development track. The deployment track concentrates on the needs and concerns of the traffic analysis stakeholder community. The development track focuses on enhancing and developing models that are easier to use, more robust in their application, and more reliable in their results.

Traffic Control (Manual on Uniform Traffic Control Devices (MUTCD)) – The MUTCD, defines the standards used by road managers nationwide to install and maintain traffic control devices on all public streets, highways, bikeways, and private roads open to public travel. The MUTCD is published by the Federal Highway Administration

(FHWA) under 23 Code of Federal Regulations (CFR), Part 655, Subpart F. The

MUTCD, which has been administered by the FHWA since 1971, is a compilation of national standards for all traffic control devices, including road markings, highway signs, and traffic signals. It is updated periodically to accommodate the nation's changing transportation needs and address new safety technologies, traffic control tools and traffic management techniques.

C.4.1.2 Program Theme 2: Managing Congestion by Improving Reliability and Operating the System at Peak Performance

Transportation system management and operations addresses congestion through efficiently operated, integrated systems sharing information to allow facilities to function at peak performance levels. Transportation agencies & systems that provide improved reliability fully plan for the disruptions to traffic in advance of events, both planned & unplanned. Routine planning for special events includes providing signal-timing changes, signs, and traveler information. These same strategies coupled with traffic incident response strategies help transportation systems operate efficiently when unplanned traffic incidents and events occur.

Managing demand through integrated transportation systems, variable pricing, and other strategies also improves reliability and helps systems perform at their peaks. Agencies also plan for traffic impacts from work zones and design projects to minimize disruptions to travelers and businesses. These agencies monitor weather forecasts and anticipate their impact on transportation. The Contractor shall assist and support FHWA staff in improving transportation system operations and reliability as identified in the following programs.

Active Transportation and Demand Management – Active Transportation and Demand

Management (ATDM) is the dynamic management, control, and influence of travel demand, traffic demand, and traffic flow of transportation facilities. With available tools and assets, traffic flow is managed and traveler behavior is influenced in real-time to achieve operational objectives, such as preventing or delaying breakdown conditions, improving safety, promoting sustainable travel modes, reducing emissions, or maximizing system efficiency. Through ATDM, regions attain the capability to monitor, control, and influence travel, traffic, and facility demand of the entire transportation system and over travelers’ entire trip chain. This notion of dynamically managing across the trip chain is the ultimate vision of ATDM. The ATDM program is intended to support agencies and regions considering moving towards an active management approach. Through customized workshops, tools, guidance documents, resources, and peer exchanges, the program can assist with technical support to implement ATDM strategies. Importantly, ATDM is not an exclusive program restricted to specific agencies. Every agency that is considering moving towards active and dynamic capabilities can benefit from the ATDM program's efforts.

Arterial Management / Traffic Signal Operations – Arterial roadways are crucial links in the national transportation system that provide regional mobility and access to land uses that are vital to our economy and quality of life. Arterials account for more than one million lane miles of roadway, connecting local and collector roads to the national highway systems. Over 3000 State and local agencies are responsible for the management and operation of the estimated 311,000 traffic signals that are spread across urban, suburban, and rural communities throughout the United States. The objective of the Arterial Management Program is to advance management practices and operations strategies that promote the safe and efficient use of arterial roadway capacity to reduce congestion.

Congestion Pricing – Congestion pricing (or value pricing) is a way of harnessing the power of the market to reduce the waste associated with traffic congestion. Congestion pricing recognizes that trips have different values at different times and places and for different individuals. Faced with premium charges during periods of peak demand, road users are encouraged to eliminate lower-valued trips, take them at a different time, or choose alternative routes or transport modes where available. In cases where congestion pricing is applied to specific traffic lanes rather than to an entire highway facility, users have the option of choosing to pay to use congestion-free priced lanes or continue to travel on general purpose lanes without paying a toll. There is a consensus among economists that congestion pricing represents the single most viable and sustainable approach to reducing traffic congestion. The Congestion Pricing program provides information and resources to help equip State agencies and practitioners with the necessary understanding and tools to implement congestion pricing projects and incorporate pricing into transportation planning.

Real-Time Transportation Information – Real-Time Transportation Information focuses on information collection and analysis for all types of travel on the nation’s surface transportation networks - how the information is collected, how it's processed, how it's provided to consumers, and how it may be used by transportation system operators to improve travel for everyone. Additionally, real-time transportation system information is shared to improve the security of the surface transportation system, to address congestion problems, to support improved response to weather events and surface transportation incidents, and to facilitate national & regional traveler information.

Road Weather Management – Adverse weather conditions have a major impact on the safety and operation of our Nation's roads, from signalized arterials to Interstate highways. Weather affects driver behavior, vehicle performance, pavement friction, and roadway infrastructure. Weather events and their impacts on roads can be viewed as predictable, non-recurring incidents that affect safety, mobility, and productivity. The

Road Weather Management Program, within the HOP, seeks to better understand the impacts of weather on roadways, and promote strategies and tools to mitigate those impacts. Envisioned is a system that provides "Anytime, Anywhere Road Weather

Information" for road users and road operating agencies, as well as a robust, competitive market for road weather services.

Traffic Incident and Events Management – Traffic Incident Management (TIM) consists of a planned and coordinated multi-disciplinary process to detect, respond to, and clear traffic incidents so that traffic flow may be restored as safely and quickly as possible.

Effective TIM reduces the duration and impacts of traffic incidents and improves the safety of motorists, crash victims, and emergency responders. The TIM Program of the

FHWA is part of a larger all-hazards program called Emergency Transportation

Operations (ETO). Effective TIM is a coordinated process that involves a number of public and private sector partners, including Law Enforcement, Fire and Rescue, Emergency Medical Services, Transportation Departments, Public Safety

Communications, Emergency Management, Towing and Recovery, Hazardous Materials

Contractors, and Traffic Information Media.

Work Zone Mobility and Safety – The FHWA Work Zone Management Program is working to "make work zones work better" by providing transportation practitioners with high-quality products, tools, and information that can be of value in planning, designing, and implementing safer, more efficient, and less congested work zones.

These resources include:

o Comprehensive information and guidance for implementing the Work Zone

Safety and Mobility Rule (23 CFR 630 Subpart J).

o A Peer-to-Peer Program that provides State and Local transportation agencies easy access to knowledgeable peers across a range of work zone issues, at no cost to these agencies.

o Work zone training courses, to help practitioners plan, design, and implement safe and effective work zones.

o Publications and studies on a variety of work zone topics, including work zone

ITS, traffic analysis tools for work zones, contracting methods, construction strategies, public information and outreach for work zones, and others.

C.4.1.3 Program Theme 3: Improving Reliability through Efficient Movement of Freight

Freight transportation movements are critical for supporting the economic vitality of the United

States. Without freight transportation, the goods businesses and people use on a daily basis would be much more difficult and expensive to obtain, and the overall U.S. economy would be significantly smaller and less diversified than it currently is. The transportation system needs to operate in a reliable manner to ensure freight shipments can be transported efficiently and support robust national, state, regional, and local economies. The FHWA Office of Freight

Management and Operations (HOFM) works on policy issues, conducts research studies, and coordinates with public and private sector freight transportation stakeholders to ensure the U.S.

freight transportation is sufficiently reliable and can support the efficient movement of goods.

The Contractor shall assist and support FHWA staff in enhancing the reliability and efficient movement of freight through supporting the programs identified below. HOFM works on various, specific programs as part of its primary activities. Those programs include:

Commercial Vehicle Size and Weight – HOFM oversees the USDOT’s commercial vehicle size and weight activities. HOFM ensures the federal regulations governing commercial vehicle size and weight are appropriately enforced by the states, primarily through making sure each state has a commercial vehicle size and weight program.

The office also works to implement initiatives that promote improved oversize commercial vehicle movements, such as Pilot Car Escort Vehicle training workshops.

To support these oversight efforts, FHWA engages in a number of research and development activities relating to truck size and weight, such as the following:

o Alternative Truck Configurations & Oversize and Overweight Vehicles o Characterization of Freight Vehicle Size and Weight o Truck Size and Weight Enforcement and Standards o Deployment and assessment of ITS solutions for permitting and size and weight enforcement

FHWA’s recently completed Comprehensive Truck Size & Weight Limit Study identified a number of topics for follow-up that will also provide a context for future research based activities. To implement these activities, FHWA may pursue development of a collaborative research agenda with other transportation research organizations.

Freight Data and Analysis – HOFM conducts freight transportation data analysis using tools such as the Freight Analysis Framework that provides an understanding of how, when, and where freight moves along the highway network and to/from intermodal facilities conducted by the USDOT. The office conducts research that will improve freight models, enhance, and improve data used as inputs for these models, such as vehicle probe data, as well as approaches used to collect, compile, and analyze these data. In addition, the office applies data and models to assess and improve freight fluidities. Finally, the office investigates emerging economic trends that might impact freight operations and freight demand, economic impacts of freight operations, such as the impact of freight movement delays (e.g., congestion) on the national economy, shipping and explores approaches/options for estimating freight transport costs, expenditures, and revenue statistics.

Freight Operations and Technology – HOFM conducts various activities that work to enhance freight transportation efficiency through improved transportation operations.

Freight operations have a significant and distinct impact on highway infrastructure and on planning and design requirements at the regional and State level. FHWA is engaged in a number of activities, such as:

o methods for estimating truck parking needs o tools for meeting truck parking needs o infrastructure for freight corridors and routes o intermodal infrastructure o planning and design for freight infrastructure o urban goods movement o environmental consideration

Freight Professional Development – HOFM conducts various activities with its field offices and indirectly with state DOT and Metropolitan Planning Organizations (MPO) to improve public sector freight transportation planning. These activities include promoting and supporting the creation of state freight plans and state freight advisory committees, organizing and holding monthly webinars focused on current and on-going freight issues as part of the Talking Freight webinar series, creating, promoting, and teaching various courses designed to educate professionals about freight transportation needs and issues, and conducting state DOT and MPO program assessments. The activities also include conducting regular meetings with FHWA field office staff to discuss key freight-related legislation and state DOT and MPO freight planning needs, and maintaining the internal Freight Discipline SharePoint site to share important freight-related information within the agency.

Finally, HOP activities include oversight of the highway and freight-focused portions of the

USDOT’s high visibility Transportation Investment Generating Economic Recovery (TIGER) discretionary grant program and oversight of the Projects of National and Regional Significance

(PNRS) program.

Most of the HOP activities are currently related to requirements in Fixing America’s Surface

Transportation (FAST) Act, which is the current surface transportation reauthorization bill. The

FAST Act contains many transportation-related provisions and requirements that are being led or carried out by the FHWA. It is expected the contractor shall provide support to the FHWA on

FAST-related tasks.

In addition to the FAST Act related provisions, the contractor shall provide support to the

FHWA on its on-going tasks not tied to the FAST Act provisions. These tasks include providing staff technical support as needed for the various program areas specified above. The level of support required for these tasks will range from clerical and administrative support for implementing programs and projects to technical expertise that goes beyond the knowledge or abilities the FHWA has within its staff.

The FHWA programs/initiatives have cross-cutting technologies with the USDOT and FHWA

Offices, such as the Research and Innovative Technology Administration (RITA) Intelligent

Transportation Systems (ITS) Joint Program Office (JPO) and the FHWA Office of Operations

Research and Development (R&D). More information about these two offices is provided below.

ITS Joint Program Office – This program encompasses a broad range of technologies that are applied to the surface transportation system. The ITS JPO coordinates and executes the program in cooperation with the surface modal administrations within the USDOT including the FHWA, Federal Transit Administration (FTA), National Highway Traffic

Safety Administration (NHTSA), Federal Motor Carrier Safety Administration

(FMCSA), et al.

The ITS JPO program focuses on intelligent vehicles, intelligent infrastructure, and the creation of an intelligent transportation system through integration with and between these two components. The Federal ITS program supports the overall advancement of

ITS through investments in major research initiatives, exploratory studies, and a deployment support program including technology transfer and training. It also includes research on accessible transportation or related disability research. This may include connected vehicle infrastructure, mobile devices for pedestrians, and use of new emerging technologies and accessible data to enhance mobility of all travelers including those with disabilities.

The ITS JPO Research and Development includes related supporting activities. The

Contractor’s expertise must span the breadth of ITS to encompass the current needs of deploying agencies, while also providing targeted expertise to address the emerging needs of the USDOT in its research efforts.

FHWA HOP R&D – This office is part of the FHWA’s Research and Technology (R&T)

Program.

The HOP R&D continually improves operations-related technology through research, development, testing, and evaluation. Operations includes enhancing vehicle operations on highways through efficiently, effectively, and safely moving vehicles on roads;

finding solutions that address congestion; finding ways to increase the number of people and goods able to travel on different road types; vehicle-infrastructure interactions;

intelligent transportation systems; and tolling.

The office primarily supports other FHWA offices, the FHWA Resource Center, and the

FHWA ITS JPO in the development of near-term research, development, and technology

(RD&T) program plans and projects; demonstration field tests of technologies; and evaluation of customer needs, acceptance, and benefits of new operations-related products. The Contractor’s expertise shall encompass the transportation operations-related technologies researched and tested by the FHWA HOP R&D Office, and shall include experience in hands-on technology development, testing, and evaluation.

C.4.1. 4 Program Theme 4: Enhancing Mobility of Travelers with Disabilities

Transportation plays a critical role in enhancing access to education, jobs, healthcare, and other activities for people with disabilities. The term “people with disabilities” is used to refer to the

56.7 million people in the United States living with hearing, sight, cognition, mobility, or other disabilities. According to the 2010 U.S. Census, persons with disabilities represent 18.7 percent of the U.S. population. In 2013, only 17.6 percent of persons with a disability, or one in six, were employed, the U.S. Bureau of Labor Statistics reports. In contrast, the employment-population ratio for those without a disability was 64 percent. Lower employment has a direct impact on economic well-being; people with disabilities have a median household income approximately 40 percent less than that of people without disabilities and are three times more likely to be living in poverty.

Enhanced options for travelers with disabilities would have a direct impact on labor force participation and increase economic activity. None of this possible until the needs of this travelers with disabilities are understood and the accessible transportation solutions are designed using emerging technologies solutions by finding synergies among and combining other technological advances to address the needs of travelers with disabilities such as the USDOT research in the program areas of Vehicle-to-Vehicle (V2V), Vehicle-to-Infrastructure (V2I), Vehicle-to-Passenger (V2P), Automation, Veterans Transportation Community Living Initiative

(VTCLI), and Mobility Services for All Americans (MSAA), along with emerging research and other technological innovations, such as assistive robots and crowdsourcing, could lead to many possibilities and help produce seamless transportation capability for all citizens in general, and travelers with disabilities in particular. The Contractor shall have expertise researching and/or testing technologies that support the needs of disabled travelers, including the technologies identified in this Program Theme.

C.5 PROGRESS REPORTS

The Contractor shall submit a monthly progress report by the 10th of the month following the reporting period. The report shall provide at a minimum:

(a) Risk Monitoring – the Contractor shall document all risks per task order, on the first page of the progress report, that might affect each order the project and the characteristics of the risk. Types of risks that must be considered include risks potentially impacting:

project schedule, scope, and costs. A Risk Management Log must be maintained on an on-going basis during the entire period of performance to track risks, mitigation plans and status. Each risk will have a unique number, probability of occurrence and impact of occurrence rating. An example Risk Log is provided on the following page for guidance.

(b) Clear and complete account of the work performed under each task order during the reporting period.

(c) An outline of the work to be accomplished during the next reporting period.

(d) A description of any problem encountered or anticipated that will affect the completion of any individual task order within the time and fiscal constraints as set forth in the task orders, together with recommended solutions to such problems; or, a statement that no problems were encountered.

(e) A tabulation of the planned, actual, and cumulative person-hours expended by the personnel identified in each task order (applies to Time & Material task orders only).

(f) A chart showing current and cumulative expenditures versus planned expenditures for each task order (applies to Time & Material task orders only).

(g) Deliverables submitted, date due, and date submitted.

The Contractor shall furnish an electronic copy of the monthly progress report to the CO and

COR.

A separate monthly progress report shall be sent via e-mail to each Government Task Manager

(GTM) covering the task order(s) under their purview. In addition, the corresponding invoice

(covering the same period as the Monthly Progress Report) shall be provided to the GTM at the same time that the Monthly Progress Report is delivered and not before that time.

C.6 MINIMUM STANDARDS AND CAPABILITY

The Contractor shall be capable of performing the following:

1. Responding to a minimum of 90% of all Task Order Procurement Requests (TOPR’s);

2. Providing technical support on a short notice (within 3 days) for sensitive timelines; and,

3. Providing technical support in all four program themes described above.

C.7 ANNUAL REPORT

The Contractor shall furnish one electronic copy (in Microsoft Office 2010 or equivalent) of a letter-type annual report to the CO and to the COR on or before 30 calendar days before the end of each contract year. The annual report shall contain the following:

A brief narrative commenting on performance during the reporting period for each of the following areas:

(1) Quality of Product/Service

(2) Schedule

(3) Cost Control

(4) Business Relations

(5) Management of Key Personnel

(6) Utilization of Small Businesses

(7) Other

The annual report will be used by the COR as part of the annual performance review.

SECTION D - Packaging and Marking

D.1 PACKAGING

Preservation, packing, and packaging of items for shipment shall be in accordance with best commercial practices and adequate for acceptance by common carrier for safe transportation at the most economical rates.

The Contractor shall clearly mark each shipment with the company name, the contract number, task order number, and as appropriate the item identification, quantity of items, and notice of partial or final delivery.

Ship to: Federal Highway Administration

Office of Operations

1200 New Jersey Avenue, SE

Washington, DC 20590

Marked for: COR

SECTION E - Inspection and Acceptance

E.1 ACCEPTANCE

All work hereunder shall be subject to review by the Government. The COR specified in the

COR appointment letter(s) is responsible for inspection and acceptance of all incoming shipments, documents, and services.

E.2 GOVERNMENT ACCEPTANCE PERIOD

Unless stated elsewhere in each task order, the COR will have 14 calendar days to review draft deliverables and make comments. The Contractor shall have 14 calendar days to make corrections and return the corrected deliverable to the Government. Upon receipt of the final deliverables, the COR will have 30 calendar days for final review prior to acceptance or to provide documented reasons for non-acceptance.

E.3 CLAUSES INCORPORATED BY REFERENCE

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

52.246-6 INSPECTION - TIME-AND-MATERIAL AND LABOR-HOUR (MAY 2001)

SECTION F - Deliveries or Performance

F.1 PERIOD OF PERFORMANCE

The period of performance under this contract is five years, beginning on the effective date of the contract. In no event shall the total contract performance period exceed five years without written authorization from the CO.

F.2 PLACE OF DELIVERY

All deliverables, except the annual and monthly progress reports shall be delivered to the COR and Contract Specialist (CS), unless specified otherwise in the task order.

F.3 PLACE OF PERFORMANCE (TASK ORDER SPECIFIC)

The location of work performed under this contract will be specified in each task order.

F.4 DELIVERABLE/DELIVERY SUMMARY

Deliverable Frequency Number of Copies Medium/Format Submit To

Progress Reports

Section C.4.5.2

Monthly, submitted by the

10th of the month following the reporting reported.

One (1) electronic copy

Electronic copy in either MS

Word or Adobe

Acrobat formats.

COR and

CS

Annual Reports

Section C.4.5.2

Annually, on or before 30 calendar days before the end of each contract year.

One (1) electronic copy

Electronic copy in either MS

Word or Adobe

Acrobat formats.

COR and

CS

F.5 TASK ORDER DELIVERABLES

Task orders will identify specific deliverables and performance standards required in the performance of each order.

F.6 EDITORIAL REQUIREMENT FOR ALL DELIVERABLES

All drafts submissions and the final must be reviewed by an editor on the Contractor’s staff before being sent to the COR for review. This is not a technical editor, but someone familiar with the Government Printing Office (GPO) Style Manual to eliminate redundancy and ensure that proper grammar and punctuation, as well as flow, is incorporated into any product before submission. The FHWA must share documents for review with technical experts, as such, the product—draft as well as final—is a representation of FHWA and the Contractor. Submissions with grammatical errors will be returned to the Contractor. Submission of draft or final documents that fail Government review will not be accepted as meeting the deliverable requirements of the task order.

F.7 MINIMUM REQUIREMENTS FOR MATERIALS TO BE POSTED ON FHWA

WEBSITES

All web-based deliverables shall conform to the Minimum Requirements for FHWA Web Pages and be compatible with the current FHWA web platform of Adobe ColdFusion (version 10 compatible) and Microsoft SQL (server 2012 or higher compatible). Deliverables will be evaluated for Section 508 compliance, including graceful degradation when JavaScript is disabled and color contrast tests. Deliverables shall meet W3C coding standards

(http://www.w3.org/), FHWA coding standards, and conform to USDOT Secure Web

Application standards to prevent cross-site scripting (XSS) and SQL Injection.

F.8 CLAUSES INCORPORATED BY REFERENCE

52.242-15 STOP-WORK ORDER (AUG 1989)

52.242-17 GOVERNMENT DELAY OF WORK (APR 1984)

52.247-34 F.O.B. DESTINATION (NOV 1991)

SECTION G - Contract Administration Data

G.1 PAYMENT

For each Firm Fixed Price (FFP) task order, the Government shall pay the Contractor for the prices delineated in each task order. Payment shall be made upon review and written acceptance of the FFP deliverable(s) by the Government.

For each Time & Material (T&M) task order, the Contractor may request payment no more than monthly, for work performed during the preceding reporting period. The Contractor shall provide sufficient detail, including fully burdened labor rates and hours worked, to support the invoice.

The Contractor shall not accrue costs in excess of the amount funded under a T&M task order.

Any work performed in excess of the amount funded is at the Contractor’s own risk.

NOTE: For each T&M task order, allowable materials costs, including travel expenses shall be reimbursed at cost. Inclusion of indirect burden amounts or fee on material costs, including travel expenses, is not allowable.

G.2 NOTIFICATION OF EXPENDITURE OF FUNDS

The Contractor shall notify the CS and COR in writing, within five calendar days, when costs incurred reach 75% of the obligated funds.

The Contractor will not be required to maintain the same standard for FFP task orders, which must be fully funded at time of award.

G.3 TRAVEL AND PER DIEM

Travel (other than local) may be expected to occur throughout the duration of the contract. The

COR will issue the written request for travel if required (excluding local travel).

The Contractor shall invoice in accordance with FAR 31.205-46, Travel Costs, and Federal

Travel Regulations, and must submit documentation of all travel costs.

Travel requirements under this contract shall be met using the most economical form of transportation available. All travel shall be scheduled sufficiently in advance to take advantage of offered discount rates, unless authorized by the CO.

The following web site provides information on current Per Diem rates:

http://www.gsa.gov/portal/category/100120 http://www.gsa.gov/portal/category/100120

G.4 INVOICES

All invoices shall not be sent prior to acceptance of the deliverable or monthly progress report for services being billed. Submit all invoices to one of the following invoice addresses:

All invoices and required supporting documents shall be sent via e-mail to the following e-mail address: 9-AMC-AMZ-FHWA-Invoices@faa.gov.

(a) Include the invoice as an attached PDF document

(b) Include in the e-mail subject line the following:

(1) Invoice No.

(2) Contract Number

(3) Name of your Company/Organization

(4) Attention: CS

Example: Invoice No. 35 – DTFH6116D00033 – Contractor Name – Attention: CS

If the invoice and supporting documents exceed 8 MB as an e-mail attachment, the Contractor must select one of the other submission options presented below:

Invoices submitted via an overnight service must use the following physical address:

MMAC

FHWA/AMZ-150

6500 S. MacArthur Blvd

Oklahoma City, OK 73169

Attention: CS

Express Delivery Point of Contact: Accounting Technician

Invoices may be submitted via regular U.S. Postal Service to the following address:

Federal Highway Administration

Markview Processing

P.O. Box 268865

Oklahoma City OK 73126-8865

Attention: CS

An invoice submitted to an address other than those identified will be returned to the vendor as non-conforming.

An electronic copy of the invoice shall be sent by email to the CO and the COR.

G.5 TECHNICAL DIRECTION

Performance of the work under this contract is subject to the Technical Direction of the COR.

The term “Technical Direction” is defined to include, without limitation, the following:

mailto:9-AMC-AMZ-FHWA-Invoices@faa.gov

(a) Direction to the Contractor which redirects the efforts, shifts work emphasis between work areas, requires pursuit of certain lines of inquiry, fills in details or otherwise serves to accomplish the statement of work (SOW);

(b) Provision of information to the Contractor that assists in the interpretation of drawings, specifications or technical portions of the work description; and,

(c) Review and approval/rejection of technical reports, drawings, specifications, and technical information to be delivered by the Contractor.

All Technical Direction must be within the general scope of work stated in the contract. The

COR does not have the authority to and may not issue any Technical Direction that:

(a) Constitutes an assignment of additional work outside the general scope of the base contract;

(b) Constitutes a change as defines in the base contract clause entitled “Changes”;

(c) In any manner causes an increase or decrease in prices set forth in Section B; or

(d) Changes any of the expressed terms, conditions, or specifications of the contract.

All Technical Direction must be issued in writing, or shall be confirmed in writing by the COR within three working days after issuance. The Contractor shall proceed promptly with the performance of duly issued Technical Directions. However, if in the opinion of the Contractor, the direction issued by the COR is within one of the prescribed categories in (i) through (vi) above, the Contractor shall not proceed, but shall notify the CO in writing, within 3 working days after receipt of any such direction. The CO will determine if the Technical Direction is proper, or if a contract modification would be required to properly implement the direction.

Failure of the parties to agree upon the nature of the direction or upon the contract action to be taken with respect thereto shall be subject to the clause included in Section I entitled “Disputes”.

G.6 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

(a) The CO is the only individual authorized to enter into or terminate this contract, modify any term or condition of this contract, waive any requirement of this contract, or accept nonconforming work delivered under this contract.

(b) The CO shall designate a COR by written notice to the Contractor. The COR’s responsibilities shall include technical monitoring of the Contractor’s performance and inspecting and accepting deliveries under the contract.

The COR shall be appointed in writing, at which time ALL of the responsibilities of the COR shall be detailed, and a copy of the appointment memorandum shall be furnished to the

Contractor. Any changes to the COR delegation shall be made in writing, either by changes to the existing memorandum, or by issuance of a new appointment memorandum. Copies of any changes shall be provided to the Contractor.

(c) The COR is not authorized to perform, formally or informally, any of the following actions:

(1) Promise, award, agree to award, or execute any contract, contract modification, or notice of intent that changes or may change this contract;

(2) Waive or agree to any modification of the delivery schedule;

(3) Make any final decision on any contract matter subject to the Disputes Clause;

(4) Terminate, for any reason, the Contractor’s right to proceed, or issue any order causing the

Contractor to stop work; or

(5) Obligate in any way, the payment of money by the Government.

(d) The Contractor shall comply with the written or oral direction of the CO or authorized representative(s) acting within the scope and authority of the appointment memorandum. The

Contractor need not proceed with direction that it considers to have been issued without proper authority. The Contractor shall notify the CO in writing, with as much detail as possible, when the COR has taken an action or has issued direction (written or oral) that the Contractor considers to exceed the COR’s appointment, within 3 days of the occurrence. Unless otherwise provided in this contract, the Contractor assumes all costs, risks, liabilities, and consequences of performing any work it is directed to perform that falls within any of the categories defined in paragraph (c) prior to receipt of the CO’s response issued under paragraph (e) of this clause.

(e) The CO shall respond in writing within 30 days to any notice made under paragraph (d) of this clause. A failure of the parties to agree upon the nature of a direction, or upon the contract action to be taken with respect thereto, shall be subject to the provisions of the Disputes clause of this contract.

(f) The Contractor shall provide copies of all correspondence to the CO and the COR.

(g) Any action(s) taken by the Contractor, in response to any direction given by any person acting on behalf of the Government or any Government official other than the CO or the COR acting within his or her appointment, shall be at the Contractor’s risk.

G.7 GOVERNMENT TASK MANAGER (GTM)

[Reserved]

G.8 CONTRACTOR SUPERVISION

The Contractor shall provide total supervision of its staff. Government personnel are not authorized or permitted to supervise any Contractor personnel. The Contractor's Program

Manager (PM) for this contract is [See Section I, 1252.273-73], who shall communicate with the

COR to determine the Government's work requirements as set forth in the SOW and shall assure that these requirements are fulfilled. In the event the designated PM is incapacitated due to illness or injury or otherwise is to be removed by the Contractor during the contract performance, replacement of the incumbent PM shall be subject to the approval of the CO.

G.9 AGENCY TASK ORDER OMBUDSMAN

The CO’s selection decision on each task order request shall be final and is not subject to protest, except for a protest that the task order increases the scope, period, or maximum value of the contract. Accordingly, in accordance with FAR 16.505 (b) (5), an ombudsman has been appointed to hear and facilitate the resolution of Contractor’s concerns resulting from task order award. The existence of the ombudsman does not diminish the authority of the CO.