Redacted SF 1007 - Consolidation_Security Administrative Services.pdf

bridge action, therefore, the current pricing can be used as estimated small business costs for existing contractors.

The second contract is currently being performed by a small business, therefore, the current pricing can be used as estimated small business costs for existing contractors.

As a result, all portions of the current contracts are prices the Government could have been or could be charged by a small business for the work. The consolidated requirement is anticipated to remain a total small business set-aside.

New Requirements

No additional requirements are being added to the scope of work of the previous procurements.

MARKET RESEARCH OVERVIEW

The acquisition team conducted market research activities over the last six ( 6) months to better understand the impact of consolidation and understand possible alternatives to the procurement approach. To conduct a market analysis, the acquisition team used various methods which are generally accepted and/or mandatory under the Federal Acquisition Regulations (FAR). The process included:

• Researching mandatory sources to determine potential vendors.

• Data Analysis o Researching the SBA Dynamic Small Business Search (DSBS) Tool for potential vendors o Collecting data via the System for Award Management (SAM)

• Releasing a Request for Information (RFI) on strategies for the products/services

Each element of the market analysis enabled the acquisition team to gain a better understanding of the industry, and the role the small business vendors play.

Researching mandatory sources to determine potential vendors In accordance with the Revolutionary FAR Overhaul (RFO) FAR 8.102 Mandatory source for services, the Procurement List maintained by the Committee, from AbilityOne Participating Nonprofit Agencies was reviewed and it was determined that the services were not available.

The Treasury Office of the Procurement Executive, Treasury's Mandatory Sources, and Acquisition Gateway for a listing of Best-in-Class and Treasury Mandatory Sources in accordance with the Department of the Treasury Acquisition Procedures, DTAP 10008.002(a) were reviewed. As a result of this research, it was determined that no Treasury mandatory sources or BIC contracts were identified.

In accordance with RFO FAR 8.104 Use of existing contracts, GSA was reviewed to identify if the capabilities needed were available. GSA MAS 561612 was identified as a viable source. The MAS included one hundred fifty-four (154) small businesses who provide services under the applicable NAICS. To assess the suitability of the available contractor base, the Government issued an RFI to all vendors on the MAS schedule. The RFI confimed that multiple contractors possess experience supporting nationwide operations, multi-site service delivery without the use of subcontracting, and requirements comparable in scope and complexity to the contemplated acquisition. Based on this review, the Government determined that a robust pool of capable small business contractors exists within the MAS program and that the required services are commercially available through the Federal Supply Schedule (FSS).

Treasury Standard Form -1007 (Rev 5/24)

Prescribed by Treasury: DTAP 1007.107

Data Analysis

In conjunction with the other market research activities pursued, small business data was pulled from the DSBS tool and SAM. In DSBS a search was conducted using NAICS 561612 in conjunction with the key words "badging", "security operations", "visitor center", and "administrative". The results indicated there are over 70 small businesses who are currently active in SAM who may be able to support the requirement.

Research was conducted in SAM using the key phrase "security administrative" to identify similar contracts awarded in the past. Both active and inactive results were reviewed, which resulted in thirty-one (31) unique contractors, of which nineteen (19) are active small businesses. Contract values range from a few thousand dollars to multiple million dollars.

These findings indicate the service is commercially available, and small businesses are readily available to support. The awarded contract values confirm small business's ability to support smaller scale requirements as well as scale operations to an increased workload often associated with higher value contracts.

Request for Information (RFI)

The acquisition team posted a Request for Information (RFI) to General Services Administration (GSA) multiple award schedule (MAS) 561612 "Protective Service Occupations" via GSA's Market Research as a Service (MraS) on November 17, 2025, seeking industry feedback on the ECF requirement prior to the consolidation being considered. The RFI revealed twenty-eight (28) businesses were interested, of which 21 were small businesses.

On January 20, 2026, a follow up RFI was sent to the small businesses interested in the ECF requirement to assess the feasibility of a consolidated effort and gauge their interest in the expanded scope, including the WCF requirement. {REDACTED} vendors responded to the supplemental RFI, all of which expressly confirmed their ability and interest in performing the consolidated requirement.

ALTERNATIVES INVOLVING A LESSER DEGREE OF

CONSOLIDATION

Alternative 1: Maintain the current strategy.

In this contracting alternative, two separate acquisitions will be pursued: one for services at the ECF location and another for services at the WCF location. Although feasible, the services required do not differ substantially in the two different geographic areas. The approach prevents any meaningful standardization of requirement, security administrative processes, or business practices. It fails to leverage the Governments buying power and maintains the current administrative inefficiencies.

Alternative 2: Use Government personnel to perform some or all services.

Although this approach could eliminate the need to procure some or all the required services, this alternative was not selected because there are insufficient resources within the Government to support the depth and scope of this effort. The BEP does not possess and is unlikely to obtain the number of full-time employees (FTEs) necessary to provide the services organically, therefore, this alternative was not pursued.

Alternative 3: Separate Contracts with standardized requirements.

The agency evaluated whether standardized requirements, common metrics, centralized reporting, and common training standards could be achieved through separate contracts. The agency determined that such measures would not eliminate duplicative contractor management structures, duplicative quality systems, duplicative workforce management systems, or duplicative contract administration activities.

CONTRACTING APPROACH SELECTED

A consolidated FFP task order placed against the GSA MAS, in accordance with FAR Subpart 8.4, represents the most appropriate contracting approach. This structure consolidates the requirements under a single service provider, enabling the Government to realize the efficiencies and cost savings described herein. The use of an FFP arrangement allows for effective cost control and reduced administrative burden. Additionally, utilizing the GSA MAS program streamlines the acquisition process, leverages the Government's buying power, and reduces procurement lead time.

Consolidation of these requirements is necessary to achieve a consistent, integrated approach to the delivery of security administrative services across both locations. Although the services are currently performed under separate contracts, the underlying functions are substantially similar and support common mission objectives, including physical security operations, visitor management, credentialing activities, compliance requirements, and related administrative support functions.

Maintaining separate contracts would require multiple management structures, separate quality control processes, and differing operating practices for services that require a high degree of coordination and consistency. Consolidation enables the Government to establish standardized operating procedures, performance metrics, reporting requirements, training standards, and quality assurance practices across both locations. This approach reduces the risk of inconsistent service delivery, strengthens the BEP's overall security posture, and promotes uniform execution of mission requirements.

A consolidated contract also provides a single point of accountability for performance, allowing the Government to more effectively manage contractor operations, monitor compliance, implement corrective actions, and ensure consistent service delivery. Centralized program management improves coordination between facilities, facilitates the sharing of best practices, and reduces the administrative complexity associated with managing multiple contractors performing substantially similar work.

In addition, consolidation supports workforce standardization through uniform recruiting, vetting, onboarding, and training processes. Establishing consistent personnel standards across locations improves workforce readiness, reduces variability in service delivery, and enhances operational continuity. The Agency determined that these operational benefits cannot be achieved as effectively through separate contract vehicles and therefore support the necessity of consolidating the requirements into a single contract.

NEGATIVE IMP ACT TO SMALL BUSINESS

The proposed acquisition strategy maintains small business participation to the maximum extent practicable. There are no identified limitations that preclude small business participation or render the award opportunity inherently unsuitable for small business. Current market research indicates there are numerous small businesses both capable and interested in the expanded scope of the consolidated effort.

Although the acquisition consolidates two existing requirements, the selected GSA vehicle includes a robust pool of small business and socioeconomic contract holders capable of performing the consolidated scope. The strategy therefore preserves meaningful small business participation while achieving substantial benefits to the Government.

improved mission performance, cost efficiency, and acquisition outcomes. These potential savings have been quantified to the extent feasible. These benefits are as follows:

(1) Mission Alignment and Organizational Impact: The consolidation directly supports the agency's mission by improving overall effectiveness, consistency, and operational stability across facilities. By aligning services and outcomes at a Bureau level, the approach ensures uniform processes, including standardized badging and compliance measures, while reducing the risk of divergent practices between locations. This alignment strengthens organizational cohesion and enhances the agency's ability to deliver consistent, mission-focused results.

(2) Operational Efficiency and Administrative Streamlining: Consolidation improves operational efficiency through centralized program management, scheduling, reporting, and compliance functions. The use of automation and shared systems, including digital workflows and performance dashboards, reduces administrative labor and enhances process reliability.

(3) Quality improvements that will save time or improve or enhance performance or efficiency: The consolidated contract structure enhances quality and performance through centralized quality control and consistent management oversight. Standardized service delivery, performance management practices, and operating procedures improve reliability and reduce the need for corrective actions. The approach also enables the cross-utilization of best practices and supports continuous process improvement, ultimately enhancing efficiency and the overall quality of services provided.

(4) Workforce Standardization and Capability Development: Consolidation promotes a more consistent and capable workforce through standardized recruiting, vetting, onboarding, and training processes.

Establishing a single set of training standards and operating procedures across all locations reduces variability and accelerates personnel readiness, shortening ramp-up time. This approach improves workforce quality and consistency while also incentivizing contractor investment in workforce development and long-term capability building.