Redacted 280M FSRM SB MATOC CM.pdf

CUI/SP-SSEL/FED ONLY

CUI/SP-SSEL/FED ONLY

USACE SENIOR CONTRACTING REVIEWERS:

Regional Small Business Director Northwestern Division

Acting Counsel to SCO-NWD

CONSOLIDATION OF CONTRACT REQUIREMENTS

DETERMINATION FOR

$280 MILLION SMALL BUSINESS (SB) FACILITIES SUSTAINMENT,

RESTORATION AND MODERNIZATION-MILITARY/CIVIL (FSRM-MIL/CIV

CONSTRUCTION

INDEFINITE DELIVERY/INDEFINITE QUANTITY (ID/IQ)

MULTIPLE AWARD TASK ORDER CONTRACT (MATOC)

FOR OMAHA DISTRICT AREA OF RESPONSIBILITY (AOR)

U.S. ARMY CORPS OF ENGINEERS, OMAHA DISTRICT

(As prescribed by RFO Part 7.107-2 and AFARS 5107.107-2)

RATIONALE

1. Consolidation may provide substantial benefits to the Government. However, because of the potential impact on small business participation, before conducting an acquisition that is a consolidation of requirements with an estimated total dollar value exceeding $2 million (M), a written determination shall be made that the consolidation is necessary and justified in accordance with 15 U.S.C. 657q, after ensuring that--

(a) Market research has been conducted;

(b) Any alternative contracting approaches that would involve a lesser degree of consolidation have been identified;

(c) The determination is coordinated with the agency's Office of Small Disadvantaged Business Utilization or the Office of Small Business Programs;

(d) Any negative impact by the acquisition strategy on contracting with small business concerns has been identified; and

(e) Steps are taken to include small business concerns in the acquisition strategy.

2. Introduction: The Omaha District plans to solicit offers for a $280M SB Facilities Sustainment, Restoration and Modernization Military/Civil (SB FSRM-MIL/CIV) Construction Design-Build / Design-Bid-Build (D-B/D-B-B) ID/IQ MATOC for Omaha District Area of Responsibility (AOR), U.S. Army Corps of Engineers, Omaha District (NWO). The MATOC will incorporate Design-Build best practices and allow for flexible execution approaches, including, but not limited to, Design- Build-to-Budget, Progressive Design Build, and Accelerated Design Build.

Work will be performed in Omaha Districts AOR based on customer needs. Additional key external stakeholders are the respective military services (Air Force, Army, etc.) and end-users at the installation level. The proposed SB MATOC will have an ordering period consisting of a five (5) year base period and a 6-month option period. This

MATOC is one of two MATOCs that will support the FSRM-MIL/CIV Program with $280M shared capacity assigned to this Small Business (SB) MATOC and $280M shared capacity assigned to the Service-Disabled Veteran-Owned Small Business (SDVOSB) MATOC for a total of $560M in capacity. The preponderance of work for the anticipated contract is defined by North American Industry Classification System (NAICS) 236220 Commercial and Institutional Construction (small business size standard of $45M). The Omaha District has conducted market research that demonstrates consolidation of this procurement to be both necessary and justified. FAR

2.102 defines consolidation as

(1) a solicitation for a single contract, a multiple-award contract, a task order, or a delivery order to satisfy -- (i) two or more requirements of the Federal agency for supplies or services that have been provided to or performed for the Federal agency under two or more separate contracts, each of which was lower in cost than the total cost of the contract for which offers are solicited; or (ii) requirements of the Federal agency for construction projects to be performed at two or more discrete sites;

(2) separate contract as used in this definition, means a contract that has been performed by any business, including small and other than small business concerns.

This acquisition is considered a consolidated acquisition since the follow-on task orders will result in construction projects at two or more discrete construction sites.

Consolidation is necessary for efficiency, streamlining project execution, expediting the delivery schedule, and capitalizing on lessons learned advantages. By procuring a MATOC for these vital construction needs for multiple sites and requirements, the requirements will fully be satisfied, and efficiencies will increase as redundant and unnecessary contract actions will decrease.

By utilizing a portfolio of SB and SDVOSB contractors to complete construction activities, the process will be expedited, resulting in faster resolution and greater efficiency in executing construction repairs and installations. Additionally, having a MATOC pool of contractors responsible for these small construction repairs and installations will allow them to become more efficient by advancing further along the learning curve. As multiple task orders are awarded over the period of the MATOC it is anticipated that the pool of contractors will gain experience working with USACE and at DoD facilities, which will allow the contractors to refine their processes, resulting in reduction of errors, creating a faster execution period, and overall lower costs to the government over time. As a result, the Government will realize greater efficiencies in its construction administration.

3. Description of the Procurement Action: The FSRM-MIL/CIV MATOC is in its second generation and is considered a consolidated acquisition, as it will be utilized across multiple discrete construction sites, covering both military installations and civil growing demand for contracted FSRM execution. In particular Fort Carson, is expected to remain the primary driver of MATOC utilization, with programmed barrack renovations being scheduled to begin during the lifespan of these MATOCs, which is in addition t shared capacity is intended to ensure sufficient flexibility and contracting capacity going forward, rather than being constrained by prior under-execution patterns. Below is the projected execution by the FSRM program at some of the military installations within the Omaha District AOR:

a.

TOTAL: $90,000,000

Military PM Branch of NWO advises that the types of work to be performed under these next generation MATOCs will continue to remain steady or increase after FY28, and taking inflation (3%), plus other cost growth factors (1%) into consideration, it expected that these MATOCs will support execution of projects totaling the following estimated amounts over the course of the five (5) year performance period:

a. FY28: $90,000,000

b. FY29: $93,600,000

c. FY30: $97,344,000

d. FY31: $101,237,760

e. FY32: $105,287,270

f. FY33: $15,000,000

Sub-total: $502,469,030 10% Contingency: $552,715,933 Estimated Combined Capacity (rounded): $560,000,000

The majority of task orders are historically executed at the end of the fiscal year (EOFY). Accordingly, the initial MATOC is structured to be awarded in time to support EOFY execution in FY28. However, because the final MATOC ordering period is projected to expire early in the year (during the first quarter of FY33), the contract will no longer be active to support EOFY execution for FY33.

Based on the above program execution, over the course of the five (5) years, approximately $560M will be needed.

The Sources Sought responses were used to determine the appropriate number of MATOCs and to determine what business set-aside categories could best suit

The respondents were asked to address the following in their capability package submitted in response to sources sought synopsis W9128F-25-S-M033:

i. Do you have an ACTIVE SAM.gov account?

ii. Can your firm complete work under NACIS Code 236220?

iii. For NACIS Code 236220, please state the firm's socio-economic category?

iv. State whether your company would be interested in performing as a

PRIME Contractor under the proposed MATOC.

v. State whether your company would likely team with another company to perform work under the proposed MATOC.

vi. State whether your company would likely pursue a joint-venture relationship or some other formal teaming arrangement?

vii. How many professional employees does your company have in house to manage and execute work described?

viii. On an annual basis, what is the workload capacity that your company could execute?

ix. What is the maximum aggregate capacity your company can perform?

x. What is the maximum capacity your firm can perform on a single task order?

xi. Assuming projects are not co-located, how many projects could your company simultaneously execute?

xii. What is your company's current bonding capacity?

xiii. In what geographic areas has your company performed construction/renovation work?

xiv. Identify where your company would likely compete for work under the proposed MATOC?

xv. Identify where your company would NOT likely compete for work under the proposed MATOC?

xvi. Would your firm be interested in a contract with work primarily completed in North Dakota and South Dakota?

xvii. If applicable, please provide up to 3 examples of similar type work you have completed as a prime contractor in North Dakota and/or South Dakota.

xviii. Does your firm have an active DD254?

xix. Does your firm have experience in repairs and/or renovations in secure spaces secure areas and/or secure spaces including but not limited to facilities constructed to ICD/ICS 705, AFI 16-16-1404, and/or AFI 31-101?

Based upon the results of the Sources Sought notice, competition is available within the small business community. For these reasons, the Omaha District intends to award two (2) Multiple Award Task Order Contracts - one Small Business ($280M) MATOC with a target of up to and one Service- Disabled Veteran-Owned Small Business ($280M) MATOC with a target of up to

b) Dynamic Small Business Search:

conducted on 18 August 2025 using the following search criteria: NAICS code 236220 and profile locations in Colorado, Wyoming, Montana, North Dakota, South Dakota, Minnesota, Wisconsin, Iowa, and Nebraska. The search yielded profiles over the geographic area that are capable of this type of work.

It has been determined that there are many contracting opportunities available to the small business community, including SB and SDVOSB contractors, in both prime contractor and/or subcontractor roles. Previous acquisition history proves that SB and SDVOSB and the small business community have been successful in supporting this program.

c) Procurement History: In the previous generation of acquisition, the FSRM

Construction MATOCs demonstrated that small business firms were capable of executing these types of projects. Over the last iteration of these MATOCs, SB and SDVOSB firms have become familiar with the work, customers, and area of operations.

Market Research Analysis: In reviewing the capabilities of the small business under the FSRM-MIL/CIV MATOC acquisition plan. The planned MATOCs would be as follows: One SB solicitation and one SDVOSB solicitation to support the

In accordance with RFO Part 7.107-2, the quantifiable benefits are documented below, and the analysis will show that we do not exceed the 5% threshold set forth in RFO Part 7.107-2(d). However, IAW RFO Part 7.107- 2(e)(1), the expected qualitative benefits of

For the purposes of the alternative analyses below, the Omaha District assumed approximately task orders at each ($280M total). These numbers were derived from analyzing the Enterprise Data Warehouse (EDW) contract inventory plus planned projects listed in the Paperless Contract Files (PCF) system for FSRM Construction contracts for the Omaha District Military Branch. The existing MATOCs ($99M SDVOSB, $225M SB, and $76M SDVOSB) are being replaced by this $280M SB MATOC and a $280M SDVOSB MATOC suite. The existing MATOC suite data shows the average task order is around . With a planned capacity of $280M, the total number of task orders would be approximately task orders ($280M ).

All Contracting dollar and time calculations are based on the NWD Fee Estimates for Contracting Services, dated 17 January 2025 ( using the RFP Design- Build and TO MATOC worksheets due to the D-B aspect of the requirement. NWO Military Branch PM Cost Estimation ( is used for Project Management costs.

A.

Project). An alternative contracting approach considered is to procure the requirements on stand-alone contracts for each discrete project which contains no consolidation of requirements.

i. Acquisition Cost Savings or Price Reduction: Utilizing individual service stand-alone contracts is the most costly option for procuring services under the FSRM program.

Contracting - Based upon the NWD Fee Estimates for Contracting Services, dated 17 January 2025, the average cost to execute a routine stand-alone D-B contract is $ The cost to execute stand-alone contracts over a 5-year period is . This includes costs for meeting coordination, acquisition plan preparation, BCOES review, IGE development, SSEB coordination, SSDD development and other document preparation and administration. In comparison, once the MATOC is put into place with established fully burdened labor rates for each discipline, all of the follow-on task orders are negotiated based upon the required level of effort to execute the project.

Project Management - Based upon the data received from the NWO Military Branch ( the average PM cost to execute a stand-alone contract is (discounting contract management costs).

contractors on MATOCs compared to stand-alone contracts will therefore result in less rework and delays. Contractors often attempt to recover at least a portion of their additional costs from rework and delays through claims. There are no advantages in terms of quality by selecting this alternative. With the potential of stand-alone contracts, the quality is likely to vary.

Additionally, if more contractors are awarded contracts, the likelihood significantly, thus increasing the likelihood of schedule slippage, safety issues, project re-work and the costs associated with these risks. NWO and the Military Branch have experience working this program, developed relationships with contractors in this business line, and streamlined processes and procedures over the last nine (9) years of managing this program.

Finally, if NWO chooses to issue a Request for Proposal for each project, it must ensure that the source selection criteria effectively differentiate the most qualified firm from other offerors. Additionally, consideration must be given to the limited availability of Government technical experts, who may not be able to participate on multiple Source Selection Evaluation Boards simultaneously without impacting project quality. Furthermore, while these experts are involved in source selection activities, their capacity to manage and support awarded projects will be reduced, further compromising the quality of those projects.

ii. Acquisition Cycle. According to the NWD Fee Estimates for Contracting Services, dated 17 January 2025 ( the most likely procurement time for a routine competitive D-B construction contract is calendar days. The average procurement time for stand-alone contracts is days.

According to the NWD Fee Estimates for Contracting Services, dated 17 January 2025, the average closeout time for a routine D-B construction contract is calendar days. The average closeout time for stand-alone contracts is days.

In a scenario in which each project is awarded as a stand-contract, the procurement timeline is not able to be reduced in a meaningful manner because each project will require a pre-solicitation notice, development of the solicitation, source selection, and finally, contract award.

While all other strategies provide opportunities to reduce acquisition only pursue the most attractive projects resulting in some projects having very limited competition.

Another risk of procuring stand-alone contracts is having significant re-procurement costs if a contractor does not perform. When a stand-alone contract has a poorly performing contractor, another acquisition will need to be procured in order to fulfill the requirements, which doubles the procurement cost. A MATOC minimizes this risk by not only pre-selecting qualified and capable contractors at the solicitation level but also having the ability to consider past performance on previous task orders during the ordering process.

A final risk of procuring stand-alone contracts is the impact on responsiveness. Awarding new stand-alone contracts rather than issuing a task order under an ID/IQ, introduces significant time delays that ultimately affect the Districts responsiveness to address FSRM- MIL/CIV issues on military installations. These unnecessary time delays could ultimately lead to mission failure if response times are not adequate. To prioritize responsiveness, leveraging an ID/IQ will ensure accelerated delivery while maintaining compliance with procurement regulations.

vi. Conclusion. This alternative is not in the best interest of the Government. Stand-alone, non-consolidated, contracts do not offer any significant advantages for the forthcoming requirements and introduce substantial risks. Establishing a new Indefinite Delivery/Indefinite Quantity (ID/IQ) Multiple Award Task Order Contract (MATOC) is the superior approach, as it provides a pre-qualified pool of contractors ready to respond to urgent needs. In contrast, pursuing individual stand-alone contracts would require a full solicitation, evaluation, and award process for each requirement. This approach adds significant time to the acquisition cycle potentially weeks or months per project which would jeopardize mission readiness and delay the execution of critical projects.

Furthermore, the stand-alone contract approach increases schedule risks, demands a higher level of effort from Government personnel, and ultimately leads to greater procurement costs and administrative burdens, making it an unviable option.

B. Alternative 2: Less Consolidation - Three (3) Regional MATOCs that encompass the SBA Regions within NWO. Another alternative contracting approach that contains less consolidation would be to procure D-B/D-B-B MATOCs by region to support FSRM-MIL/CIV construction requirements. There would be a total of three (3) MATOCs that align with parts of SBA regions 5, 7, and 8.

vi. Conclusion. This alternative is not in the best interest of the Government. Regional ID/IQ contracts provide a significant advantage over standalone contracts by enabling efficient, rapid response to dynamic mission requirements. They eliminate the need to repeatedly compete individual actions, allowing contracting and program teams to quickly issue task orders and focus on post-award execution. This structure also fosters stronger relationships with regional contractors who are more familiar with local conditions, leading to improved performance and responsiveness. However, a single, centrally managed ID/IQ can offer even greater efficiency and consistency when compared to multiple separate regional ID/IQs. By consolidating under one vehicle, the government can streamline acquisition oversight, reduce administrative duplication, and respond rapidly across multiple regions using a standardized approach. A unified ID/IQ enhances flexibility in workload distribution, accelerates task order issuance, and supports mission readiness with a more coordinated and scalable contracting solution.

This alternative could potentially result in lower task order award costs due to increased competition, but it still requires the Government to work with multiple contractors. More contractors mean more discussions and the risk of miscommunication of expectations, which impacts the effort to build project experience and capability for follow-on requirements/task orders.

Utilizing a single SB MATOC minimizes these risks by selecting the most experience at MATOC award, performance at MATOC award and during the life of the contract. It also locks in an FFP for each project without concerns about running out of regional capacity.

C. Alternative 3 (Recommended): This recommended alternative contracting approach which contains the most consolidation would be to procure one (1) Small Business D-B/D-B- B MATOC with a target of contractors in the pool.

i. Acquisition Cost Savings or Price Reduction: In the recommended alternative, there would be one (1) MATOC with a target of contracts.

Contracting Based upon the NWD Fee Estimates for Contracting Services, dated 17 January 2025 ( the average cost to formal plans/source selection and compliance reviews) D-B MATOC is

ii. Quality. The ability to have one MATOC pool is advantageous because a smaller pool can apply lessons learned more efficiently to increase quality. The utilization of Lessons Learned, and industry/Government Best Practices is vital within this small community to ensure adherence to specific standards/regulations/specifications.

While there is no guarantee that a MATOC contractor gets awarded two or more projects that are located near each other, there is a higher likelihood under Alternative 3 vice Alternative 1 or 2. Economies of scale are achieved in construction when multiple projects are located near each other, allowing contractors to share labor, equipment, and materials across sites, reduce mobilization and transportation costs, and optimize scheduling for greater efficiency. In accordance with RFO 16.507, the Contracting Officer will also consider past performance on earlier task orders under the MATOC, including quality, timeliness, and cost control. Knowing that task order award will be competitive, MATOC pool members will strive to provide competitive prices, quality products, and successful teaming arrangements in order to secure the best possible chances for task order awards. Based on historical data, claims or requests for equitable adjustment are also expected to be minimal.

In addition, when the pool is small, it allows the contractors to develop relationships with the Government technical personnel and its customers, and familiarity with the installation and the equipment. All of the items mentioned above could translate into cost savings over time, more efficiencies, and quality results.

Finally, the Government technical personnel can ensure that the awarded projects are appropriately managed/supported since the technical personnel are spending less time in source selection procedures by awarding one MATOC and awarding follow-on task orders using streamlined ordering procedures.

iii. Acquisition Cycle. According to the NWD Fee Estimates for

Contracting Services, dated 17 January 2025, the average procurement time for a complex D-B contract is calendar days. The procurement time it takes to issue a MATOC task order is calendar days (based on a routine MATOC task order). According to the NWD Fee Estimates for Contracting Services, dated 17 January 2025, the average closeout time for a routine D-B construction contract is calendar days. The average closeout time for base contracts and task orders closeout actions is days. Alternative 3 would result in an estimated total acquisition cycle time of days based on the cycle time model.

Table 8 MATOC Acquisition Cycle Time procurement planning, source selection, and contract administration while also incentivizing contractors to submit competitive pricing to obtain task order awards.

contractors performing multiple task orders develop familiarity with installation procedures, safety requirements, and typical facility systems, which improve coordination and overall construction quality.

Based on these considerations, awarding one (1) MATOC is determined to provide substantial benefits to the Government and represents the most effective method for executing the anticipated FSRM program requirements.

vi. Conclusion. This alternative provides the Government with the best chance for agency success. The proposed $280M SB FSRM-MIL/CIV Construction D-B/D-B-B ID/IQ MATOC would best meet the needs of both the USACE and other Federal stakeholders within the geographic scope of the MATOC. This SB FSRM-MIL/CIV D-B/D-B-B MATOC, along with the respective task orders, will employ multiple responsible and capable contractors along with their small business subcontractors.

Furthermore, by incorporating wider geographic coverage into the MATOC, it allows greater flexibility to complete the mission but also allows USACE to ensure that the MATOC capacity is not exhausted, other regions are not over-taxed, and the contractors get ample opportunities to propose on the projects.

6. Consolidation Benefit Analysis: Consolidation of requirements under the proposed $280M SB FSRM-MIL/CIV D-B/D-B-B ID/IQ MATOC would be necessary and justified as it would provide a contract vehicle that would meet the needs of the USACE and other Federal stakeholders within the geographic coverage of the contract(s) for an ordering period of up to five (5) years while providing substantial benefits. This SB MATOC, along with the respective task orders, will engage multiple responsible and capable contractors. The recommended consolidation is only to the extent necessary in order to create execution requirements are met in the most effective, economical, and timely manner. If this consolidation of requirements is not approved, the additional time required to procure the proposed construction services in any of the alternative courses will greatly impact the Government resources and the overall mission of all stakeholders involved.

Table 9 - Alternatives Analysis Acquisition Cost and Procurement Cycle Summary

-Contractors could pursue opportunities in the geographic area(s) that best fit their capabilities.

- Regional ID/IQ contracts provide a significant advantage over standalone contracts by enabling efficient, rapid response to dynamic mission requirements.

They eliminate the need to repeatedly compete individual actions, allowing contracting and program teams to quickly issue task orders and focus on post-award execution. This structure also fosters stronger relationships with regional contractors who are more familiar with local conditions, leading to improved performance and responsiveness.

warrant a separate MATOC. And a region that does not have major military installations may not get a viable MATOC pool since the costs for a firm to prepare a proposal may not warrant the anticipated small amount of work for that region.

-Aggregate acquisition cycle costs and procurement time are higher than the single

SB MATOC.

-Risk is greater that a region may run out of MATOC contract capacity if work in concentrated in specific areas thus impacting mission requirements.

3.) Recommended:

Award one (1) SB FSRM-

MIL/CIV D-B/D-B-B ID/IQ

MATOC to cover NWO

AOR.

-A single MATOC allows for an accelerated learning curve that enhances processes, efficiencies, and quality.

-A single MATOC assures NWO that the most qualified FSRM contractors will pursue this acquisition in order to be included in the MATOC pool.

-A single MATOC will provide for less administrative burden since there will be a limited number of contractors working similar projects under multiple task orders.

-MATOC pool member must cover large geographic area. Some contractors may prefer more opportunities or more desirable locations at a higher overall expense and duration to the Government.

-Single MATOC pool members would have incentive to perform well on each task order in order to receive more work.

-A single MATOC would ensure that NWO had available contract capacity for end-of-year and late arriving requirements.

-Acquisition cycle costs and procurement time are reduced.

7. Bundling:

a) Definition. FAR 2.101 defines bundling as a subset of consolidation that combines two or more requirements for supplies or services, previously provided or performed under separate smaller contracts, into a solicitation for a single contract, a multiple- award contract, or a task or delivery order that is likely to be unsuitable for award to a small business concern (even if it is suitable for award to a small business with a Small Business Teaming Arrangement) due to:

(i) The diversity, size, or specialized nature of the elements of the performance specified;

(ii) The aggregate dollar value of the anticipated award;

(iii) The geographical dispersion of the contract performance sites: or

(iv) Any combination of the factors described in paragraphs (i) through (iii) of this definition.

b) Applicability of FAR Bundling Definition. This acquisition does not meet the definition of bundling as the proposed MATOC is set-aside for SB in addition based on the extensive market research documented in Section 4, it has been determined that the consolidated requirement is suitable for award to multiple small businesses, therefore it does not meet the definition of bundling.

8. Considerations, Facts, Reasoning Supporting the Determination: All facts, considerations and rationale have been covered previously in the findings. The DD2579 has been signed by

. All concur that consolidation of this requirement is necessary. See

9. Summary: Since this MATOC is vital to addressing FSRM repairs mission across the NWO AOR, any delays would result in diminished agility, survivability, responsiveness and effectiveness of the military mission and its supporting functions which could ultimately lead to mission degradation. Mission degradation for the FSRM program highly impacts the warfighter. For example, if delays are experienced, whether prior to award or during construction, on a military barracks renovation project at , this could impact the building occupancy date (BOD) and could require to locate swing space to house the troops until the barracks are complete or may cause a delay returning troops back from deployment. Another example is when delays are experienced on a runway or apron repair project at Mission degradation can be experienced when airframe requirements are impacted, as now the operable length of the runway is shortened or apron parking for the airframes in decreased.

These could cause larger warfighter airframes that are typically located at to have to be relocated to other AFBs around the country.

Based on the requirements of the FSRM Program, the recommended MATOC provides the most efficiency and best path forward to support the program. The SB MATOC discussed within this document is the most cost and time efficient, while delivering the highest quality results. It has been determined that the proposed consolidation of requirements awarded under the $280M SB MATOC, as part of the $560M FSRM- MIL/CIV D-B/D-B-B MATOC Acquisition Plan, provides the right strategy to support the program. For this procurement, the quantifiable benefits are documented and do not exceed the 5% threshold set forth in RFO Part 7.107-2(d). As shown in Table 12A above, the calculated cost savings for Alternative 1 vs Alternative 3 is 2.20% and for Alternative 2 vs Alternative 3 is 0.37%. However, IAW RFO Part 7.107- 2(e)(1), the mission success. Consolidation will eliminate duplication of unnecessary MATOCs, improve response time, enhance efficiencies amongst the smaller MATOC pool, it will streamline the acquisition process, it will increase transparency and oversight due to the smaller pool size, it will allow the leveraging of resources and achievement of economy of scales; ultimately allowing USACE to better achieve their core objectives and service to the nation. The procurement strategy provides maximum practicable participation by small business and is necessary and justified since the benefits of this plan substantially exceed the benefits of any alternative contracting approach as described above. None of the other alternatives would allow the Government to produce contracts at the desired level of quality and timeliness needed for mission execution.

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DETERMINATION

Based on the foregoing rationale, I hereby determine, pursuant to the Revolutionary FAR Overhaul Part 7.107-2 and Army Federal Acquisition Regulation Supplement 5107.107-2, that the consolidation of the requirements for $280M SB FSRM-MIL/CIV Construction ID/IQ MATOC is both necessary and justified and will serve the best interests of the Government.

Command Senior Contracting Official