PBGC_SIPSS Sources Sought Notice_10232026.pdf

Sources Sought Notice

The Pension Benefit Guaranty Corporation (PBGC) is issuing this notice as a means of conducting market research to identify parties having an interest in and the resources to support this requirement for Super Intelligence Program Support Services (SIPSS). Additional information about the requirement is available in the Appendix accompanying this notice. The result of this market research will contribute to determining the method of acquisition. PBGC is open to responses from vendors with IT and/or business consulting capabilities.

There is no solicitation currently, and this request for capability information does not constitute a request for proposals. Submission of any information in response to this market survey is purely voluntary, and the Government assumes no financial responsibility for any costs incurred to respond.

If your organization has the potential capacity to perform these contract services, please provide the following information:

1) Organization name, address, email address, website address, telephone number, and size and type of ownership for the organization.

2) Tailored capability statements addressing the particulars of this effort, with appropriate documentation supporting claims of organizational and staff capability. If significant subcontracting or teaming is anticipated to deliver technical capability, address the administrative and management structure of such arrangements.

The Government will review market information to ascertain potential market capacity to:

1) Provide services consistent in scope and scale with those described in this notice and otherwise anticipated.

2) Secure and apply the full range of corporate financial, human capital, and technical resources required to successfully perform similar requirements.

3) Implement a successful project management plan that includes compliance with program schedules, cost containment, meeting/tracking performance, hiring/retention of key personnel, and risk mitigation.

4) Provide services under a performance-based service acquisition contract.

The Government will not provide feedback to companies regarding their submissions in response to this notice.

Submission Instructions: Interested parties who consider themselves qualified to perform the above-listed services are invited to submit a response to this notice by November 3, 2026 at 2:00 pm ET. All responses under this notice or questions concerning this opportunity must be emailed to David Feliciano-Merino at feliciano-merino.david@pbgc.gov and Shelly Thieme at thieme.shelly@pbgc.gov.

mailto:feliciano-merino.david@pbgc.gov mailto:thieme.shelly@pbgc.gov

APPENDIX 1: Statement of Objectives (SOO)

1.1 Project Title

Super Intelligence Program Support Services (SIPSS)

1.2 Agency Background

The Pension Benefit Guaranty Corporation (PBGC) is a Federal agency created by the Employee Retirement Income Security Act of 1974 (ERISA). PBGC protects the retirement security of about 30 million American workers, retirees, and beneficiaries in both single-employer and multiemployer private sector pension plans. The agency’s two insurance programs are legally separate and operationally and financially independent. PBGC is directly responsible for the benefits of nearly 1.4 million participants and beneficiaries in failed single-employer pension plans. The Single-Employer Program is financed by insurance premiums, investment income, and assets and recoveries from failed single-employer plans.

The Multiemployer Program is financed by insurance premiums and investment income. Special financial assistance for financially troubled multiemployer plans is financed by general taxpayer monies.

PBGC has made deliberate, risk-informed progress toward establishing a secure, policy-aligned, and enterprise-ready foundation for super intelligence (SI) adoption. The agency established the SI Hub— comprising a SharePoint site and supporting Microsoft Power Platform solutions—as the authoritative entry point for SI guidance, resources, and use-case intake. PBGC also completed an agency-wide rollout of Microsoft 365 Copilot supported by mandatory training, rules-of-behavior acknowledgments, and ongoing workforce enablement, and has established governed evaluation environments for emerging tools such as ChatGPT and Perplexity. Through the General Services Administration’s OneGov initiative, PBGC obtained discounted Government offerings for Microsoft 365 Copilot, ChatGPT, and Perplexity, enabling broader access and controlled experimentation consistent with Federal data-handling and risk-management requirements. As these favorable pricing arrangements approach expiration, PBGC faces an important decision point regarding sustainable enterprise licensing, governance, investment, and long-term funding for its SI capabilities.

PBGC has also established a technical foundation capable of supporting more advanced SI uses. Its authorized Azure Government environment hosts enterprise SI services, including Azure SI Search, Azure SI Document Intelligence, and language, speech, and related model capabilities. In addition, PBGC has awarded information technology (IT) contracts specifically intended to establish, integrate, secure, and operate SI platforms; develop reusable prompts and foundational agentic capabilities; and integrate SI functionality with existing applications and data environments. These capabilities and contractual vehicles position PBGC to progress from broad workforce enablement and experimentation toward scalable, mission-focused implementation.

Although this foundation represents substantial progress, additional enterprise-level coordination is needed to translate PBGC’s SI capabilities and individual initiatives into sustained mission value. PBGC has established a formal process through the SI Hub for submitting potential SI use cases; however, that process requires further maturation to improve use-case definition, identify and consolidate duplicative proposals, evaluate information readiness, establish transparent prioritization, and manage an enterprise-wide portfolio and backlog. PBGC also requires a cohesive SI strategy and roadmap, clearer governance and decision processes, consistent measures of value and adoption, and reliable executive-level visibility into the progress, risks, dependencies, and outcomes of SI initiatives.

1.3 Scope

Accordingly, PBGC seeks independent consulting support to advance the responsible, secure, and compliant adoption of SI, intelligent automation, and related modernization capabilities. This support should focus on enterprise strategy, business use-case development and prioritization, information-readiness assessment and remediation planning, governance, portfolio management, benefits realization, organizational change, workforce training, and executive decision support. The contractor will be required to coordinate across business and technical stakeholders and provide objective portfolio-level oversight of initiatives delivered by PBGC organizations and other contractors, while remaining vendor-neutral and respecting established contractual responsibilities and Government decision authority. The contractor will not be required to perform inherently governmental functions.

This effort is not intended to design, develop, deploy, integrate, secure, authorize, or operate SI platforms or solutions; perform production data engineering or large-scale document remediation; or direct, supervise, evaluate, or accept the work of other contractors. Those activities are performed through PBGC’s existing technical organizations and contracts. Rather, PBGC is seeking recommendations on the strategic, organizational, and management capabilities needed to ensure that PBGC selects the right SI opportunities, sequences them realistically, prepares the organization for adoption, monitors delivery without disrupting existing contractual relationships, and measures whether SI investments achieve meaningful and sustainable mission outcomes.

1.4 Objectives

PBGC seeks independent, business-focused consulting support to establish and sustain a coordinated enterprise approach to the responsible adoption of SI, intelligent automation, and related modernization capabilities. PBGC is looking for recommendations that help PBGC identify, define, evaluate, prioritize, govern, and realize value from opportunities that advance the agency’s mission, improve stakeholder outcomes, enhance workforce effectiveness, and appropriately manage organizational risk.

PBGC is seeking an approach that provides strategic, analytical, process-improvement, change-management, and portfolio-oversight expertise to help PBGC make informed decisions throughout the SI adoption lifecycle. Support is likely to include developing and maintaining an adaptable enterprise SI strategy; refining and prioritizing business use cases; assessing workflows and organizational readiness;

evaluating the readiness of data and documents and recommending remediation; advising on technology options and responsible-use practices; coordinating dependencies across initiatives;

supporting workforce adoption and training; and measuring and reporting progress, risks, adoption, and realized benefits to executive management. Proposed recommendations should be neutral to any specific vendor or technology to the maximum extent practicable and should evolve with PBGC’s mission needs, priorities, capabilities, and the broader technology and regulatory environment.

This effort is intended to provide PBGC with clear insight, practical recommendations, sound governance, and enterprise-level visibility into its SI portfolio. It is not intended to duplicate or assume responsibility for work performed under existing technical contracts, including SI platform configuration or operation, systems integration, cybersecurity implementation, application development, production data engineering or document processing, or prompt and agent development. The contractor may advise PBGC on these matters when necessary to support strategy, planning, readiness, prioritization, or executive decision-making.

1.4.1 Objective 1. Establish an Actionable Enterprise SI Strategy and Roadmap

PBGC seeks a comprehensive, mission-aligned enterprise strategy that provides a clear and practical path for the responsible adoption of SI, intelligent automation, and related modernization capabilities. The strategy should define PBGC’s desired future state, establish near-term, mid-term, and long-term priorities, and align SI investments with agency mission needs, workforce capabilities, information readiness, risk tolerance, and applicable Federal requirements.

The resulting roadmap should integrate existing and planned initiatives, identify major dependencies and decisions, outline milestones to reach identified goals, address enterprise licensing and financial sustainability, and remain adaptable as PBGC’s needs and available technologies evolve.

1.4.2 Objective 2. Establish a Sustainable Enterprise SI Access, Licensing, and Investment Approach

PBGC seeks a timely, evidence-based, recommended approach for determining how the agency will sustain appropriate enterprise access to SI capabilities as its current OneGov pricing and discount arrangements approach expiration. The resulting analysis should enable executive management to make informed decisions regarding which capabilities warrant continued investment, the populations and use cases they should support, and how those investments should be governed and funded.

The desired outcome is an actionable transition and investment plan that may include:

• Assesses current utilization, adoption, mission value, user demand, duplication, and anticipated future needs.

• Evaluates viable alternatives for continuing, consolidating, tiering, expanding, limiting, replacing, or discontinuing existing SI offerings.

• Compares acquisition and licensing alternatives based on total cost of ownership, functionality, interoperability, accessibility, security, privacy, legal and policy considerations, organizational readiness, and alignment with PBGC’s enterprise architecture.

• Identifies potential impacts on current users, approved use cases, training, change-management activities, and ongoing SI initiatives.

• Defines recommended funding approaches, decision points, responsibilities, dependencies, and transition timelines sufficiently in advance of the expiration of current pricing arrangements.

• Establishes measures for periodically reassessing demand, value, affordability, and the continued need for enterprise licenses.

Final acquisition, licensing, funding, risk-acceptance, and product-selection decisions will remain with PBGC. This objective does not include negotiating agreements on PBGC’s behalf, conducting acquisitions, configuring products, administering licenses, or implementing technical solutions.

1.4.3 Objective 3. Stand Up an Enterprise SI Program Management Office (PMO)

PBGC seeks recommendations for standing up a PBGC-led SI PMO. The SI PMO should provide an enduring organizational capability for enterprise governance, portfolio coordination, structured decision-making, and executive visibility into PBGC’s SI investments and activities.

The SI PMO should establish clear roles, decision rights, governance processes, operating cadences, and escalation paths while leveraging existing PBGC governance structures where practical. It should provide consistent methods and reusable management resources for evaluating opportunities, monitoring the portfolio, addressing enterprise risks and dependencies, and communicating actionable information to agency leadership.

1.4.4 Objective 4. Establish a Transparent and Mission-Focused SI Use-Case Portfolio

PBGC seeks a disciplined enterprise approach for identifying, documenting, evaluating, prioritizing, and managing SI and automation opportunities. The approach should improve and build upon PBGC’s existing SI Hub and use-case intake capability and provide a consolidated view of proposed, approved, active, deferred, and retired use cases.

Successful performance should result in well-defined use cases that clearly identify the underlying mission or business need, intended users and beneficiaries, expected outcomes, feasibility considerations, dependencies, costs, risks, and measures of success. The portfolio should minimize duplication, promote reuse, support transparency and explain prioritization, and enable PBGC to direct limited resources toward opportunities with the greatest achievable mission value.

1.4.5 Objective 5. Improve Business Processes and Define Desired Outcomes

PBGC seeks to ensure that SI and automation are applied to well-understood and appropriately designed business processes. Candidate use cases should be informed by sufficient analysis of current workflows, pain points, controls, information flows, stakeholder needs, and performance baselines.

The desired outcome is a set of practical, validated future-state process recommendations that eliminate unnecessary inefficiencies, preserve appropriate controls, and clearly allocate responsibilities among employees, conventional automation, and SI-assisted capabilities. Approved use cases should be supported by clear, technology-neutral business, functional, performance, human-oversight, accessibility, and outcome requirements that can guide subsequent technical planning and deliver a framework for documented business-process implementation.

1.4.6 Objective 6. Establish Information Readiness for Priority SI Use Cases

PBGC seeks a repeatable approach for determining whether the data, records, documents, and other information required by priority use cases are sufficiently available, authoritative, current, accurate, accessible, appropriately governed, and suitable for their intended use.

The resulting assessments should identify material information gaps, ownership and stewardship responsibilities, use restrictions, risks, dependencies, and prioritized remediation needs. Information-readiness findings should inform use-case feasibility, cost, sequencing, risk evaluation, and investment decisions. PBGC should receive practical remediation roadmaps that enable the appropriate organizations or technical service providers to prepare information for implementation.

1.4.7 Objective 7. Enable Informed and Technology-Neutral SI Decisions

PBGC seeks objective recommendations that enable agency leaders and stakeholders to understand available SI and automation options and their associated business value, costs, limitations, dependencies, and risks. Recommendations should consider mission fit, usability, accessibility, interoperability, scalability, sustainability, information readiness, organizational capacity, and the ability to use existing enterprise capabilities.

The desired outcome is a transparent and repeatable basis for comparing alternatives and making informed decisions without unnecessarily limiting PBGC to a particular vendor, product, model, or technical approach. This support should also help maintain alignment between approved business outcomes and subsequent technical implementation without displacing the responsibilities of PBGC’s technical organizations or delivery contractors.

1.4.8 Objective 8. Achieve Effective Portfolio Oversight, Benefits Realization, and Executive Visibility

PBGC seeks a reliable enterprise view of the status, health, value, and risk of its SI portfolio that can be implemented by stakeholders within PBGC. Executive management should receive concise, timely, accurate, and decision-oriented information concerning initiative status, milestones, costs, dependencies, risks, adoption, expected benefits, realized outcomes, and matters requiring leadership attention.

The resulting portfolio-management and measurement approach should help establish meaningful performance baselines, benefit hypotheses, key performance indicators (KPIs), and methods for assessing mission value. The approach(es) should enable PBGC to determine whether initiatives should proceed, be re-sequenced, consolidated, scaled, redesigned, paused, or retired. Financial analysis should support recommended enterprise licensing, investment, funding, and total-cost-of-ownership decisions using information available from PBGC and its designated service providers.

1.4.9 Objective 9. Achieve Sustained Organizational Adoption and Workforce Readiness

PBGC seeks an independent assessment and improvement strategy for the organizational change, communications, training, and support activities needed to achieve responsible, business-led SI adoption. The assessment should consider complementing (rather than replacing) the responsibilities and capabilities of PBGC’s Learning and Development Division (LDD), Office of Information Technology (OIT), the SI PMO, business units, and IT contractors.

PBGC seeks to improve the understanding of SI capabilities across executives, business leaders, process owners, and subject-matter experts so that stakeholders are better equipped to recognize where SI may—or may not—improve mission outcomes, services, decisions, and business processes; distinguish between opportunities suitable for approved self-service tools and those requiring formal development support; define business problems and intended outcomes clearly; and understand the governance, information-readiness, human-oversight, and risk considerations associated with proposed uses.

The desired outcome is a coordinated, evidence-based adoption and enablement approach that:

• Assesses the reach, relevance, consistency, accessibility, and effectiveness of existing SI training, communications, demonstrations, guidance, and support resources.

• Identifies material gaps, duplication, conflicting guidance, underserved audiences, and opportunities to improve or reuse existing resources.

• Defines specialized learning needs and recommended curricula for executives, managers, business and process owners, subject-matter experts, and SI PMO participants.

• Helps business stakeholders identify and frame potential SI opportunities in terms of the underlying problem, affected process, intended users, expected mission value, relevant information, risks, and measurable outcomes.

• Enables stakeholders to determine when an existing approved SI or automation capability may meet a need and when specialized technical assistance or solution development is required.

• Improves awareness and effective use of established PBGC intake and support channels (e.g., the SI Hub, GetITSolutions, Business Innovation Services Department project/portfolio managers, so that stakeholders know where and how to request guidance, submit use cases, or seek development support when they cannot address a need through approved self-service capabilities).

• Recommends clear pathways for routing, triaging, refining, and tracking requests submitted through those channels.

• Clarifies the complementary roles of LDD, OIT, the SI PMO, business units, and IT contractors in training, communications, adoption support, intake, and solution delivery.

• Establishes measures for assessing leadership engagement, business-owner capability, adoption barriers, quality of submitted use cases, appropriate use of intake channels, and overall readiness for change.

• Provides reusable frameworks, playbooks, decision aids, intake guidance, case examples, and train-the-trainer resources that PBGC organizations can maintain and use.

LDD and other designated PBGC organizations will retain primary responsibility for approving and delivering recurring agency-wide training and workforce communications. The contractor may develop and pilot specialized learning modules, facilitate targeted workshops or briefings for executives and process owners, and conduct train-the-trainer or knowledge-transfer sessions where these activities address identified gaps. The contractor will not serve as PBGC’s general training provider or duplicate enablement services available through LDD, OIT, or existing IT contracts.

1.5 Constraints & Dependencies

PBGC seeks recommendations on constraints and dependencies, including those the Government may not have considered, that may impact its objectives.

In performing this work, the contractor will be required to:

• Comply with all applicable PBGC policies, standards, procedures, and governance requirements, including the PBGC Technical Reference Model (TRM) and established SI, IT, data, records-management, acquisition, and investment-governance processes.

• Comply with applicable Federal statutes, regulations, and Office of Management and Budget (OMB) policies and guidance governing SI, IT, cybersecurity, privacy, data management, records management, and responsible use.

• Protect PBGC information in accordance with applicable cybersecurity, privacy, and controlled unclassified information (CUI) requirements, including restrictions governing access, use, storage, processing, transmission, disclosure, and disposition.

• Use only PBGC-approved systems, repositories, collaboration environments, and SI tools when accessing, processing, storing, or transmitting PBGC information.

• Ensure that any cloud service used in contract performance has the FedRAMP authorization level required by PBGC and is expressly approved by PBGC for the relevant information and use. The existence of a FedRAMP authorization does not, by itself, constitute PBGC approval to use a service.

• Ensure that reports, presentations, training materials, templates, dashboards, electronic content, and other information and communication technology deliverables conform to applicable Section 508 accessibility requirements.

• Incorporate applicable compliance, cybersecurity, privacy, CUI, accessibility, and governance considerations into strategies, use-case assessments, process recommendations, requirements, roadmaps, and executive decision materials.

• Promptly identify and elevate actual or potential compliance gaps, unauthorized practices, information-handling concerns, or conflicts with PBGC policy through PBGC-designated channels.

The contractor should make recommendations on system, product, cloud service, and SI capability as authorized by PBGC. Responsibility for risk acceptance, system authorization, privacy determinations, CUI designation, Section 508 compliance, policy interpretation, and other decisions reserved for Government officials will remain with PBGC.

1.6 Performance Measures & KPIs

PBGC seeks recommendations on performance measures and KPIs that align with the contractor’s approach, demonstrate achievement of the objectives, and reflect understanding of PBGC’s mission, operating environment, and scope of need. Examples of such may include, in addition to others, as proposed by the contractor:

• SI PMO readiness and maturity, including the establishment, adoption, effectiveness, and sustainability of governance and portfolio-management capabilities.

• Portfolio efficiency, including use-case intake-to-decision cycle time, backlog aging, completeness and quality of use-case submissions, and timely resolution of dependencies and decisions.

• Mission and business outcomes, including progress against approved benefit hypotheses, performance baselines, and intended improvements in service, quality, timeliness, efficiency, or risk reduction.

• Organizational readiness and adoption, including leadership and process-owner fluency, appropriate use of the SI Hub and GetITSolutions intake pathways, adoption of approved capabilities, and effectiveness of change-management and workforce-enablement efforts.

• Quality and timeliness of contractor performance, including the usefulness, accuracy, completeness, accessibility, timeliness, and actionability of recommendations, analyses, decision materials, and other deliverables.

• Knowledge transfer and sustainability, including PBGC’s demonstrated ability to maintain and apply the strategies, processes, tools, and methods established through the engagement.

Proposed measures should include, as appropriate, a clear definition, baseline or method for establishing one, target or desired trend, data source, measurement frequency, reporting method, and responsible party. Measures should be practical, auditable, and proportionate to the value and maturity of the activity being measured. The contractor should distinguish between the following:

• Contractor performance measures, which assess results within the contractor’s responsibility and reasonable control; and

• Enterprise SI program indicators, which the contractor will help PBGC define, monitor, analyze, and report but which may depend on actions taken by PBGC, users, OIT, LDD, or other contractors.

The contactor should execute a PBGC-coordinated strategy to finalize the measures, baselines, targets, and reporting approach during contract initiation and periodically refine them as PBGC’s SI strategy, portfolio, and organizational maturity evolve.

1.7 Deliverables

PBGC seeks deliverables that align with proposed methodologies. PBGC encourages consolidation of related products where doing so would improve usability, reduce administrative burden, and support achievement of the performance objectives.

Examples of such may include, in addition to others, as proposed by the contractor:

• Management and Performance Plan: The proposed approach, schedule, milestones, dependencies, risks, quality controls, performance measures, and reporting methods for accomplishing the objectives.

• Enterprise SI Strategy and Roadmap: PBGC’s desired future state, strategic priorities, sequenced initiatives, dependencies, decision points, resource considerations, risks, and measures of success.

• Enterprise SI Access, Licensing, and Investment Plan: Analysis and recommendations supporting PBGC’s transition from current OneGov pricing arrangements, including utilization, demand, alternatives, costs, funding considerations, transition milestones, and long-term sustainability.

• SI PMO Stand-Up Package: An integrated package that may include the PMO charter, operating model, implementation plan, governance framework, roles and decision rights, stage gates, meeting and reporting cadences, escalation paths, and transition approach.

• SI PMO Toolkit: Reusable portfolio-management tools, templates, procedures, dashboards, decision logs, risk and issue registers, and executive briefing formats.

• Enterprise Use-Case Portfolio: A consolidated inventory and backlog of proposed, approved, active, deferred, and retired use cases, supported by documented evaluation, deduplication, prioritization, dependencies, recommendations, and disposition decisions.

• Use-Case and Business-Process Assessment Packages: As appropriate for priority initiatives, current- and future-state process assessments, business-problem definitions, intended outcomes, performance baselines, stakeholder needs, human-oversight considerations, and high-level business and functional requirements.

• Information-Readiness Assessments and Remediation Roadmaps: Evaluations of the data, records, documents, and other information needed for priority use cases, including gaps, ownership, restrictions, risks, dependencies, readiness criteria, and recommended remediation actions.

• Alternatives and Decision Analyses: Vendor-neutral analyses of business and technology options, tradeoffs, total cost of ownership, risks, dependencies, and recommendations for Government consideration.

• Benefits-Realization and Measurement Framework: Outcome definitions, baselines, benefit hypotheses, performance measures, KPIs, data sources, measurement methods, reporting responsibilities, and processes for using results to inform portfolio decisions.

• Portfolio Dashboards and Executive Reports: Recurring, decision-oriented reporting on portfolio status, milestones, costs, risks, issues, dependencies, adoption, anticipated and realized benefits, and matters requiring PBGC action. Offerors should recommend an appropriate reporting cadence; PBGC anticipates that certain status and executive reports may be required monthly.

• Organizational Adoption and Workforce-Readiness Assessment: An assessment of existing training, communications, guidance, support services, leadership and process-owner fluency, adoption barriers, and coordination among LDD, OIT, the SI PMO, business units, and IT contractors.

• Adoption and Specialized Enablement Recommendations: Recommended improvements to role-based learning, communications, decision aids, intake guidance, and support pathways, with particular emphasis on helping business leaders and process owners identify appropriate SI opportunities and effectively use the SI Hub and GetITSolutions.

• Reusable Enablement and Knowledge-Transfer Materials: Frameworks, playbooks, templates, targeted learning modules, train-the-trainer resources, and facilitated knowledge-transfer materials designed for continued use by LDD, the SI PMO, and other designated PBGC organizations.

• Final Assessment and Transition Report: A consolidated assessment of progress against the performance objectives, unresolved risks and decisions, recommendations for continued improvement, and a plan for transitioning sustainable capabilities to PBGC personnel.

Deliverables are considered necessary to achieve the performance objectives and must align with one or more objectives. Deliverables should identify their purpose, intended users, content, format, delivery timing or cadence, dependencies, review process, and recommended acceptance criteria. All deliverables should be practical, maintainable by PBGC, provided in PBGC-approved editable formats, and compliant with applicable Section 508 accessibility requirements.

PBGC and the contractor will finalize the deliverable structure, schedule, review process, and acceptance criteria as part of the resulting Performance Work Statement (PWS) and contract. PBGC may establish separately priced optional contract line item number (CLIN)s for discrete, defined work packages or future needs; however, an optional CLIN is a contractual pricing mechanism and should not itself be identified as a deliverable.

1.8 Government-Furnished Equipment & Information

1.8.1 Government-Furnished Equipment (GFE)

Contractor personnel supporting this endeavor will be provided with the following GFE as appropriate:

• 1 x PBGC standard-issue laptop with access to standard office productivity tools (e.g., M365 E5).

o Laptops at PBGC’s headquarters will include a docking station, two monitors, keyboard, and mouse. Other accessories may be provided upon request.

o Contractor personnel may be provided with a docking station for use remotely upon request.

• PBGC-issued cell phone may be requested with proper approval based on roles and responsibilities.

1.8.2 Government-Furnished Information (GFI)

PBGC will provide the contractor access to GFI needed to accomplish the work outlined in this SOO.

1.9 Contract Type & CLIN Structure

In accordance with Executive Order 14402, Promoting Efficiency, Accountability, and Performance in Federal Contracting, the Government anticipates awarding a firm-fixed-price (FFP) contract, which may include optional FFP CLINs for discrete services or additional quantity allowing for desired flexibility.

1.10 Period of Performance

The Government anticipates awarding a FFP contract with one 12-month base period, four 12-month option periods. The contract may also allow for a potential six-month option period in accordance with RFO 52.217-8, Option to Extend Services.

1.11 Place of Performance

Contract performance could take place within PBGC headquarters (445 12th Street SW, Washington, DC 20024) and remotely.

(End of SOO)

PBGC Questions for Vendor Consideration to Address in Capability Statements:

1. Are the objectives and desired outcomes identified in the draft SOO sufficiently clear for your company to develop a performance-based approach? If not, identify specific objectives requiring clarification and recommend revisions.

2. Does the draft SOO appropriately define the scope of consulting and advisory services necessary to achieve the Government's intended outcomes? Identify any activities that should be added, removed, or refined to avoid unnecessary costs, duplication of effort, or scope ambiguity.

3. What industry-recognized frameworks, methodologies, or emerging practices should the Government consider incorporating into its objectives to promote responsible, secure, and sustainable SI adoption?

4. Is a 12-month base period with four 12-month option periods appropriate to accomplish the objectives identified in the SOO? What adjustments, if any, would improve performance efficiency or reduce costs?

5. Identify existing federal contract vehicles through which your company could provide these services, including applicable GSA Multiple Award Schedule contracts, SINs, or other Government-wide acquisition vehicles. Identify your business size and socioeconomic status under the anticipated NAICS code.

6. What recommendations does your company have to improve the draft SOO and inform the acquisition strategy, performance requirements, or evaluation methodology to promote competition, innovation, cost efficiency, and successful contract performance?