PWS for OAM BPA Support Services 1202162022 (DRAFT).docx

DEPARTMENT OF COMMERCE ENTERPRISE SERVICES

PERFORMANCE WORK STATEMENT DRAFT

PERFORMANCE WORK STATEMENT:

DEPARTMENT OF COMMERCE

BLANKET PURCHASE AGREEMENT

FOR THE

OFFICE OF THE SECRETARY

OFFICE OF ACQUISITION MANAGEMENT

SUPPORT SERVICES

1.0 BPA Overview and Objective

This is a non-personal services Blanket Purchase Agreement (BPA) against General Services Administration (GSA) Federal Supply Schedule (FSS). The combined value of BPA Calls expected to be placed against this BPA are not expected to exceed $5 Million over the period of performance but the Government reserves the right to exceed this estimate, should there be a need. This BPA is a total small business set-aside. Offeror(s) may enter into a Contractor Team Arrangement (CTA) with other small business GSA holder should they decide a CTA would better meet the needs of this BPA. See more on CTAs in Technical Exhibit 3. Comment by Sadoveanu, Alina (Federal): Discuss with the group Comment by Sadoveanu, Alina (Federal): group agreed to leave it in

Pursuant to the GSA FSS Contract and Federal Acquisition Regulation (FAR) 8.405-3, Blanket Purchase Agreements (BPAs), the Contractor agrees to the following terms of the BPA exclusively with Office of Acquisition Management.

The contractor will play a significant role in supporting and advising on activities related to the mission of the Office of Acquisition Management . For a better understanding of the office responsibilities Offerors are invited to visit https://www.commerce.gov/oam

The Government will not exercise any supervision or control over the BPA service providers performing the services herein. Such service providers shall be accountable solely to the Contractor who, in turn is responsible to the Government as defined in this Performance Work Statement (PWS). The Contractor shall perform to the standards in this task order.

2.0 Background

To learn about the mission at the Department of Commerce (DOC), visit https://www.commerce.gov/about . The Office of Acquisition Management is part of the Office of the Secretary, DOC.

2.1 Objective, Background and Requirements

2.1.1 Support Acquisition Innovation Lab activities

To drive innovation in acquisition, agencies need leadership support as well as capability and capacity to test, document and help their programs adopt new and better practices through all stages of the acquisition lifecycle, beginning with project definition and requirements development. Each Chief Financial Officer (CFO) Act agency has been requested to ensure it has an acquisition innovation lab, or similar mechanism, in place to help agency programs and their integrated project teams (IPTs) achieve better results for the taxpayer. Emphasis has been placed on information technology (IT) investments in their labs, and agencies have been encouraged to consider participation in a pilot to accelerate the development of digital acquisition capabilities within their agencies through hands-on coaching of cross-functional teams by the Office of Management and Budget’s (OMB) U.S. Digital Service (USDS) in the Office of the Chief Information Officer, the General Services Administration’s (GSA) 18F Consulting, and a team of Presidential Innovation Fellows (PIFs).

Over the last several years, agencies have stood up small labs to pilot and scale strategies that focus on simpler and faster competitions, user-driven requirements development, and greater reliance on cost effective commercial solutions, including smaller fixed-price modular contracts. These labs have become force multipliers of cultural transformation with small numbers of highly skilled, highly dedicated coaches. To date, none of the labs have focused on program management, and the integration of acquisition and program management activities remains a priority under the President’s Management Agenda (PMA) for improved cost, schedule, and performance results, the continued implementation of Project Management Improvement Accountability Act (PMIAA), and the reduced friction that comes with more coordinated and better managed programs.

During Fiscal Year 2021, DOC began work on planning and creating the necessary infrastructure to support the Commerce Acquisition Innovation Lab known as The Lab. Working closely with OMB and GSA, the Department of Commerce (DOC) seeks to enhance the current DOC acquisition innovation lab work that has been accomplished and to ensure the agency’s existing mechanisms are structured to optimize results.

Our innovation lab will (1) provide the agency’s workforce with a clear pathway to test and document new acquisition practices and facilitate fresh perspectives on existing practices and (2) help programs and IPTs successfully execute emerging and well-established acquisition practices to achieve better results for the taxpayer and (3) support acquisition teams in defining requirements for the ever changing landscape of emerging technologies. The Lab will augment acquisition workforce training efforts by providing a space for hands-on, real-time experiential learning and promote and coach DOC acquisition staff in smart program management and acquisition strategies. The Lab will integrate all members of the acquisition project team (PM, COR, CO, Legal Advisor, etc.) early and throughout the program/acquisition lifecycle and will improve mission outcome, accelerate delivery, and reduce administrative burden (friction) through use of innovative and underutilized acquisition and program management techniques.

2.1.1.1 The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform this requirement.

2.1.1.2 The Contractor shall monitor performance in accordance with the approved Quality Control Plan (QCP). The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s QCP is how they will ensure work complies with the requirements of the task order.

2.1.1.3 The Contractor shall at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed. When hiring personnel, the Contractor shall consider the stability and continuity of the workforce to be essential.

2.1.1.4 The Contractor shall develop and deliver Case Studies materials and technique playbooks from acquisitions that have successfully migrated from high risk to low risk contract types.

2.1.1.5 The Contractor shall develop, conduct, analyze and provide recommendations on innovative tools and leaders based on the results of surveys that target the acquisition community as a whole and targeted groups of individuals who have completed the PIL Bootcamp and/or other acquisition innovation training to gain insight on (i) use of innovative tools/techniques throughout the Department, (ii) effectiveness of innovative tools that have been used, and develop an inventory of innovative tools used and innovation leaders.

2.1.1.6 The Contractor shall improve and maintain the Lab Website (initial site launched May 2021) that offers shared innovation resources. Based on information obtained when researching other Innovation Labs and information gained from DOC lab activities, recommend information and resources for the DOC Lab Website for government concurrence; tailor selected information and resources for a DOC audience (e.g. build in references to DOC policies, DOC bureau examples, DOC relevant references etc.) and format the materials and Website to facilitate access and awareness of the materials.

2.1.1.7 The Contractor shall support an Innovation Council (established June 2021) and develop Governance documents that support the decision-making infrastructure for The Lab. The Innovation Council shall serve as liaisons and internal innovation champions for their organization. The contractor shall develop communication strategies; draft communication, promotional and educational materials for OAM review and comment; tailor templates from other acquisition innovation labs, playbook (bootcamp guide) and samples for DOC acquisition and program environment; draft materials and documents for OAM review to educate workforce and promote innovative techniques, such as tip sheets, articles and tools based on best practices identified by OAM and/or contractor

2.1.1.8 Deliver an approximately 15-minute virtual training session to be completed on-demand by DOC students. This will cover an innovative or underutilized acquisition technique, and should either provide a test or a simulation to assure students are capturing the main points provided in the training. The training content to be included and produced into a course will be provided in advance as Word documents, templates, contract and/or policies and memoranda. The vendor must derive important points to be taught and highlighted as part of their training and test knowledge for those key points. Successful training completion must be documented with a certificate. The training will be uploaded in CSOD and it must be formatted to meet CSOD requirements.

2.1.2 Project/Program Management Support

The contractor must support or aid in Enterprise Program Management, project management operations and project integration. The contractor must be proficient in Microsoft Project and Project Server as well as understanding the key differences in managing waterfall and agile projects.

The contractor will conduct the following Project/Program Management duties as appropriate. The work includes, but is not limited to, the following activities:

· The contractor shall execute all aspects of project management from project initiation through project completion, product integration and service activation as assigned;

· The contractor shall identify and develop resource plans, budget tracking and forecasting, assist in the management of a portfolio of projects to achieve target scope, schedule, and cost;

· The contractor shall work with business and technology subject matter experts to define scope, create estimates, develop budgets and project plans, and produce other documentation needed for funding approvals;

· The contractor shall support projects/efforts in support of the DOC’s implementation of PMIAA;

· The contractor shall ensure that all projects, where appropriate, follow DAO-208 and A-11, part 6;

· The contractor shall ensure that accurate and timely information is collected and reported regularly on project portfolio progress and financial status;

· The contractor shall manage project activities, conduct reviews, manage project/program risk mitigation and change control processes, and communicate status;

· The contractor shall achieve project goals by engaging effectively with stakeholders at all levels, including technical subject matter experts, business partners, vendors, and task managers;

· The contractor shall manage project activities through advocating for best practices and following established project/program management policies;

· The contractor shall develop governance and process documentation, which includes but is not limited to business processes, procedures, standards, use cases, workflows, templates, and methods to track project status;

· The contractor shall manage customer intake activities such as initiating customer contact, managing stakeholder scheduling, and responding to customer inquiries.

2.1.3 Cost and Program Analysis

The Contractor shall provide OAM and Bureaus direct support to conduct cost estimates and cost analyses along with program evaluations and reviews. The Contractor shall assign a team of personnel with the proper skills and recent experience with developing the products and deliverables required for this vehicle.

· The Contractor shall provide expert advice and guidance on all cost estimating and analysis topics, participate in internal DOC and Bureau workshops, conduct cost research, and prepare issue papers for government review and approval, support the DOC OAM Milestone Review Board (MRB), and assist in the development and maintenance of DOC policies and directives related to cost estimating and analysis efforts.

· The Contractor shall conduct cost estimating and analysis in all subject areas identified.

· The contractor shall provide services that include, but are not limited to:

· Preparation or assistance with development of a common technical and programmatic baseline forming the basis for a program Life-Cycle Cost Estimate (LCCE) or Independent Cost Estimate (ICE), (commonly referred to as a CARD or CEBD). Within this the contractor shall document all aspects of the program’s baseline and address any factors that may affect the cost of the program, such as schedule, technical performance, requirements, management, external dependencies, technological, or design maturity and assumptions for alternatives. The contractor shall describe any historical cost, schedule, performance, and programmatic data for analogous programs and legacy systems.

· Assistance with or preparation of cost models and documentation for Analyses of Alternatives (AoA), Rough Orders of Magnitude (ROM), Business Case Analyses (BCA), what-if drills and other cost analysis as specified in call order.

· Support OAM and DOC Bureaus in the development of cost estimates and analyses to include Program LCCEs, ICE, Indirect Cost Ratios (ICRs), and related cost studies.

· Assistance and participation in IPTs, workshops, meeting and reviews supporting the MRB, Acquisition Review Board (ARB) and Commerce Information Technology Review Board (CITRB).

· Assistance in establishing tracking and reviewing Program Baseline’s and subsequent reporting.

· Ensuring OAM and Bureau cost estimates and analyses are accurate, credible, comprehensive, well-documented, and timely in accordance with DAO-208-16, GAO-20-195G and other policies and general standards of cost analysis best practices.

· Supporting the creation, maintenance and distribution of cost estimating and analysis policies, processes, training, and tools to ensure that acquisition and resource decisions are informed with accurate data and comprehensive analysis.

· Providing and communicating the results of the analysis, and where applicable, review sensitivity, cost risk and uncertainty analysis, contingency reserves (i.e., level of confidence for affordability consideration) and address any Stakeholder concerns prior to presentation to the MRB.

· Delivery of a basis of estimate for any required estimate or analysis, to include all data sources and supporting information used for the development of the analysis or review. This includes ground rules, assumptions, data, data sources and instruments, and any other information used to support the cost estimate, analysis, or review.

2.1.4 Business Process Management

The contractor shall conduct the following Business Process Management duties as appropriate. The work includes, but is not limited to, the following activities:

· The contractor shall assist with the development of programs as assigned;

· The contractor shall assist with the development of organizational processes;

· The contractor shall assist in the development of governance structures and processes in support of programs;

· The contractors shall evaluate information gathered from multiple sources, reconcile conflicts, decompose high-level information into details, abstract up from low-level information to a general understanding, and distinguish user requests from the underlying true needs;

· The contractor shall identify opportunities to reduce cost through process improvement, while conforming with and supporting technology strategies and deployment;

· The contractor shall create graphical and spreadsheet reports, such as statistical process control charts that provide basis for data-driven decisions;

· The contractor shall analyze performance data to identify and resolve process performance issues;

· The contractor shall conduct business and data process analysis as assigned;

· The contractor shall perform project planning/management including change management and lifecycle process development as assigned;

· The contractor shall assist in partnering with internal business leaders, colleagues, customers, vendors and other stakeholders to identify information and process requirements and gaps in existing capabilities;

· The contractor shall develop large and/or complex business process solutions that cross business, technical, functional and client domains related to specifics mission areas of the Department;

· The contractor shall assist in the management of process audit activities as liaison for the organization, both for internal and external audits, including proactive and responsive actions;

· The contractor should also be prepared to advise on the design, application and tailoring of business process reengineering concepts, and data-driven organizational change management methods such as Lean, Six Sigma or Total Quality Management;

· The contractor shall develop and generate reports as requested.

2.1.5 Solution Architecture

The contractor shall conduct the following solution architecture duties as appropriate. The work includes, but is not limited to, the following activities:

· The contractor shall possess strong knowledge of complex infrastructure solutions in a large environment;

· The contractor shall possess solution architect skills with ability to inquire and resolve vague requirements;

· The contractor shall assist in developing non-technical solutions for customers that meet the business needs and requirements;

· The contractor shall communicate to others to be able to understand the enterprise view to ensure coherence of all aspects of the project as an integrated system;

· The contractor shall have the ability to communicate complex technical or architecture concepts in a simple manner and can adapt to different audiences;

· The contractor shall be able to work independently to research and document market architecture best practices, guidelines, standards, principles, and patterns while working with infrastructure and technology project teams;

· The contractor shall have the ability to document the technology architecture decision process and develop relevant templates.

2.1.6 Acquisition Policy and Oversight Support

The Acquisition Policy and Oversight Division, Office of Acquisition Management, is responsible for developing and implementing acquisition regulations, policy, and guidance, conducting human capital analysis and planning, providing technical advice and assistance, and conducting analysis, evaluation, and oversight of acquisition operations within DOC in an effort to improve processes and procedures and mitigate acquisition risk.

The Acquisition Policy and Oversight Division has a need for contract support with expert, high level knowledge of Federal acquisition, and skills and abilities in research and analysis to complete projects that are integral to the OAM mission. The contractor must have sufficient knowledge of Federal acquisition regulations and be able to rapidly familiarize with DOC acquisition regulations, policies and guidance (https://www.commerce.gov/oam/policy/acquisition-policy) .

The contractor shall provide acquisition policy, oversight, and human capital services in the following areas:

2.1.6.1 Regulations and Policy Development: The Contractor shall research, analyze and review existing acquisition regulations, policies and guidance and draft proposed revisions, additions, and/or recommended deletions to DOC acquisition regulations, policies and guidance to ensure alignment with current laws, regulations, policies and guidance, and promote streamlining, standardization, and further development of more efficient acquisition policies, guidance and processes while ensuring appropriate integrity and necessary management controls.

2.1.6.2 Acquisition Advice and Assistance: The Contractor shall provide acquisition advice and assistance based on strategic and tactical knowledge and understanding of Federal acquisition policies, services and guidance.

2.1.6.3 Acquisition Oversight: The Contractor shall assist with conducting acquisition oversight reviews, compliance reviews, risk assessments, and trend analyses.

2.1.6.4 Regulation and Policy Review: The Contractor shall assist with reviewing and commenting on proposed acquisition regulations, policies and guidance.

2.1.6.5 Training and Development: The Contractor shall assist in developing content for acquisition training, workshops, job aids, and templates.

2.1.6.6 Research and Analysis: The Contractor shall conduct research and analysis on acquisition topics and provide options and recommendations.

2.1.6.7 Program Management: The Contractor shall assist with implementing and managing acquisition policies and programs, including tracking and monitoring acquisition initiatives, consolidating information retrieved from department-wide data calls; providing meeting support, system reporting, data analysis, and other acquisition workforce, policy and oversight functions.

2.1.6.8 Reports: The Contractor shall conduct research and analyses on acquisition-related topics to provide recommendations and assistance with generating and developing reports.

2.1.7 Other Services

Financial Assistance Policy Support The contractor shall provide financial assistance policy and oversight services in support of OAM. Services include advice and technical expertise in: researching, analyzing, and drafting financial assistance regulations, policies, and guidance; implementing and managing financial assistance policies and programs; conducting financial assistance-related oversight reviews, compliance reviews, risk assessments, and trend analyses; and developing reports. Support requirements will include working directly with Grants Analysts and the Policy Director to develop, coordinate, and monitor operational guidance and policies; tracking and consolidating financial assistance information retrieved from department-wide data calls; performing organizational tasks such as meeting support, system reporting, data analysis, and report development and generation; and conducting other related acquisition workforce and policy functions.

Risk Analyst Support The Office of Performance, Evaluation and Risk Management requires technical support for the implementation of the DOC Enterprise Risk Management program. The contractor will provide demonstrated expertise and knowledge in the areas of risk analysis and evaluation, comparative analysis of risk and control, and Industry and government risk management frameworks (i.e., COSO ERM framework, ISO 31000 and GAO Risk Management Framework). The contractor will support the implementation of the DOC ERM Framework and facilitation of all activities within the framework to include risk identification, scoring, assessment, treatment, monitoring, and information system reporting.

3.0 Initial Order and Contract Type

The Government anticipates including the following labor categories in the initial BPA call shortly after BPA award.

The initial order is expected to be awarded either as a labor-hour BPA Call or a hybrid combination of labor-hour and firm fixed price. The Government reserves the right at any point prior to exercising an option year to convert labor hour work to firm fixed price. Should the Government determine portions of the labor hour work can be converted, the Contracting Officer will request a price quote for the requirements identified and an equitable adjustment will be negotiated. Comment by Sadoveanu, Alina (Federal): Optional language to decrease risk over time Comment by Sadoveanu, Alina (Federal): group agreed to leave it in

4.0 Minimum Qualifications of Key Personnel Comment by Sadoveanu, Alina (Federal): A question for the group is if we should define minimum quals for each category Comment by Sadoveanu, Alina (Federal): more key personnel to be added

Procurement Analyst III - Demonstrate successful knowledge of the competitive acquisition process, inclusive of all phases from identifying the Government need to closing out a project. Demonstrate experience in applying a diverse array of the techniques listed on https://www.fai.gov/periodic-table. Active or previously active FAC-C II or higher (equivalent such as DAWIA II also accepted) AND at least 10 years of procurement or policy experience in the federal government.

Procurement Analyst II - Demonstrate successful knowledge of the competitive acquisition process, inclusive of all phases from identifying the Government need to closing out a project. Demonstrate experience in applying any of the techniques listed on https://www.fai.gov/periodic-table. Active or previously active FAC-C II or higher (equivalent such as DAWIA II also accepted) AND at least 5 years of procurement or policy experience in the federal government.

5.0 Place of Performance

Contractor work may be performed from anywhere within the continental U.S with some exceptions as specified at each individual BPA call level. Occasionally Contractors may need to travel on site at the Department of Commerce, Herbert C. Hoover Building (HCHB), 1401 Constitution Avenue NW, Washington, DC 20230. Travel will be reimbursed in accordance with the Federal Travel Regulations found at https://www.gsa.gov/travel/plan-book/per-diem-rates Personnel must receive written approval to travel from the COR prior to booking a trip. Local travel to meetings, conferences or other official business covered under this task order is not reimbursable as a direct charge. Local travel is considered within 50 mile radius of their regular work site. If the contractor intends to charge any fees in addition to the FTRs, this fee must be disclosed at the time of BPA solicitation. Contractor is responsible for any telework agreement between the company and its employees. Comment by Sadoveanu, Alina (Federal): include in the CLIN structure

Contractor work supporting OAM Infrastructure Support is required to be performed on site at HCHB a minimum of 3 days a week.

6.0 Period of Performance

The total period of performance with all options exercised is for a one year base with four option years from date of award.

7.0 Hours of Operation

Under this BPA, the Contractor is responsible for conducting business, Monday thru Friday during core business hours except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings.

Core Start and End Times EST. The earliest start times shall be at 8:00 am and end time shall be before 6:00 PM Eastern Time. Comment by Sadoveanu, Alina (Federal): discuss

8.0 Government Furnished Resources

8.1 The Contractor shall be responsible for safeguarding all government equipment, information and property provided for Contractor use. The Contractor shall not use GFP/E/I for any purposes other than official Government business as performed under this task order. At the close of each work period, government facilities, equipment, and materials shall be secured.

8.2 If Contractors are working on Government sites, they will be provided standard business equipment including all or some of the following: desk, chair, phone, computer and access to office equipment such as printers, copiers, fax, etc.

8.3 Contractors working off site will be provided computer and access card. These items shall be closely tracked and returned to the Government upon completion of work or as determined by the CO.

9.0 Qualifications

The Contractor is responsible for and shall ensure staff are properly trained and hold the appropriate credentials as required for the services being performed.

10.0 Identification of Contractor Employees

All Contractor personnel attending meetings, answering Government telephones, and working in other situations where their Contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression or appearance that they are Government officials. They must also ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed.

11.0 Conflicts of Interest

Contractor and subcontract personnel performing work under this task order may receive, have access to, or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.), or perform evaluation services which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the CO immediately whenever he/she becomes aware that such access or participation may result in any actual or potential OCI, and may merit the submittal of a plan to the CO to avoid or mitigate any such OCI. This mitigation plan would be determined to be acceptable solely at the discretion of the CO. In the event the CO unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may employ other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

12.0 Data Rights

The Government has unlimited rights to all documents/material produced under this task order. All documents and materials, to include the source code of any software produced under this contract, shall be Government owned and the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the Contractor without written permission from the CO. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.

The Contractor is responsible for storing all documents and materials produced during the performance of this BPA into a shared location as provided by the Government at the time of award.

13.0 Applicable Publications (Current Editions)

Procurement Innovation Lab | Homeland Security (dhs.gov) FAI.GOV | Come share your experiences Acquisition Gateway (gsa.gov) https://www.commerce.gov/oam/lab https://portal.max.gov/portal/home - to be retired in FY23 and replacement is expected to use Microsoft Office 365 tools https://www.acquisition.gov/browse/index/far https://www.acquisition.gov/car https://www.commerce.gov/oam/policy/acquisition-policy

During the performance of this BPA, the Contractor may have a role in editing content, extracting, and analyzing reports or otherwise know how to use resources available in the publications listed above.

14.0 Other Misc

Non-Disclosure Agreements NDA

The Contractor is responsible for administering all measures to prevent any improper disclosure of information and must make employee NDAs available to the Government upon request. The Government reserves the right to also apply its own NDA procedures meant to preserve the integrity of the procurement process and preservation of any sensitive information.

15.0 SECTION 508 COMPLIANCE

In performance of all the services described herein, the Contractor shall ensure that Section 508 compliance is considered and applied, as applicable, to any electronic and IT project where the maintenance, repair, and/or upgrade to the equipment and/or software may affect/change the system/machine design or the operator interface.

16.0 Attachment/Technical Exhibit List

16.1 Attachment 1/Technical Exhibit 1 - Performance Requirements Summary

16.2 Attachment 2/Technical Exhibit 2 - Deliverables Schedule

16.3 Attachment 3/Technical Exhibit 3 – Contractor Team Arrangements

TECHNICAL EXHIBIT 1

Performance Requirements Summary The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success. Performance Requirement Summary

(case studies, power points, web content, technique playbook, meeting minutes, council communication, reports, analysis, templates, and other written materials as needed)

TECHNICAL EXHIBIT 2

DELIVERABLES SCHEDULE

This technical exhibit lists any reports or documentation that is required as a deliverable to include the frequency, # of copies, medium/format and who/where it is to be submitted. A deliverable is anything that can be physically delivered but may include non-physical things such as meeting minutes.

1 copy submitted electronically by email

MS Office and PDF formats

COR, CO

And/or virtual meeting

1 FINAL copy submitted electronically by email.

Shall clearly mark outstanding issues and action items

TECHNICAL EXHIBIT 3

Contractor Team Arrangements

Under this solicitation a GSA Schedule Contractor Team Arrangement (CTA) is permissible if determined to better meet contract requirements. A GSA Schedule Contractor Team Arrangement (CTA) is an arrangement in which two or more GSA Schedule contractors team together to provide a total solution to meet a needs. Since this is a small business set-aside, all CTA entities must meet the small business requirements. If the offer includes a CTA, it must also include the CTA Agreement with the following minimum information -

· Duration of the agreement. Define the duration of the partnering agreement, identify any options, and describe how each option will work.

· Team Leader. Provide detailed outline of Team Leader responsibilities and specify the contractor who will perform as the Team Leader. If the Team Leader will change throughout the order performance period, the document should describe the reasons for such changes and how the Team Leader will be designated during order performance.

· Team Members. Specify the responsibilities of each Team Member and any limitations on those responsibilities.

· Communications. CTAs should outline points of contact for each Team Member (contractor). Since the government has privity with all Team Members, the buyer may communicate directly with CTA Team Members.

· Invoicing and Payments. Designate team responsibilities for invoicing and payment. The CTA document should clearly indicate that all Team Members agree to the method of payment. The CTA Agreement should acknowledge that the Team Members, without any involvement by the government, would resolve any dispute involving the distribution of payment between the Team Leader and the Team Members.

· Legal Relationship. The CTA document must not create a joint venture or separate subsidiary. Each Team Member is operating as a “prime” for the portion of work they are performing.

· Delivery responsibility. State whether the Team Leader or each member is responsible for a particular part of the project, so that delivery responsibility is clearly established.

· Confidential information. Identify any proprietary information and specify how such proprietary information and related rights will be managed.

· Identification of parties. The CTA Agreement should:

· Be documented in writing and signed by each participating GSA Schedule contractor

· Identify each member of the CTA by name, address, GSA Schedule contract number, and Point of Contact (POC)

· State the name and address of the ordering activity

· State that the agreement is solely between the team members

· Conflicting Terms. The CTA Agreement shall not conflict with the terms and conditions of each team member’s FSS contract. In the event of a conflict, the FSS contract shall take precedence.

· Specific team activities. State the various types of activities that will be incorporated into the team arrangement and identify who is primarily responsible for each identified activity.

· Independent contractors. The CTA Agreement should state that all Team Members remain independent contractors, responsible for their own employees.

· Replacement of team members. Address the circumstances and procedures for replacement of Team Members, including the Team Leader, and should state that the team must obtain the approval of the ordering activity prior to replacing any team member after receipt of an order.

· Performance evaluation. Clarify under whose name the government should evaluate performance in CPARS. FAR 8.406-7 requires ordering activities to enter evaluations in CPARS for all orders exceeding the Simplified Acquisition Threshold (SAT).

· Reporting of sales and Industrial Funding Fee (IFF) payment responsibility. Specify that each team member is responsible for tracking and reporting its own sales IAW the terms and conditions of the FSS contract and for paying the related IFF.

· Pricing. Specify unit prices or hourly rates and how pricing is calculated; list the supplies/services and pricing, including any team lead task management pricing, if applicable; note that all prices charged to the buyer must be at or below the applicable contractor’s FSS contract prices; and explain how any order incentives or fees will be divided within the team if applicable. Each CTA member must clearly show which prices are associated with each company.

· Liabilities. Document each Team Member’s responsibilities and performance requirements, so that liability is clearly established.

· Ordering procedures. Document how the team will handle processing orders from the government.

Blanket Purchase Agreement (BPA), that will include Contracting Team Arrangements (CTAs) as part of our acquisition strategy, where the solicitation evaluation criteria will incentivize/encourage other than small businesses (or small business) offerors to establish CTA’s with a small business partners. Specifically, large businesses will be encouraged and incentivized to propose utilizing a GSA Schedule CTA with at least one small business team member capable of performing a significant percentage of the work. Using this approach, in the event an award is made to a large business, the award will be implemented through issuance of dual BPA ordering instruments, one to the large business CTA partner and one to the small business CTA partner. Establishment of a separate BPA ordering instrument with the small business CTA partner will enable the small business to serve as prime on the scope of work for which they hold primary responsibility, consistent with the CTA teaming agreement. Additionally, in the event capabilities of the small business partner increase over the life of the single award BPA, the separate ordering instrument with the small business partner may be utilized to place orders for portions of the BPA scope formerly primed by the large business through bilateral modification of the BPA. Due to the size and scope of this requirement a subcontract plan will be required from the CTA.

Alternatively, a prime/sub relationship can also be considered at the discretion of the prime if small business set-aside rules are met.

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