SEDS Checked Baggage Inline SOW.docx

TRANSPORTATION SECURITY ADMINISTRATION

DEPLOYMENT & LOGISTICS DIVISION

IN-LINE CHECKED BAGGAGE TASK ORDER

SCREENING EQUIPMENT DEPLOYMENT SERVICES (SEDS)

Table of Contents

Task Order Title: In-line Checked Baggage Task order information Period of Performance This task order will have a base period of 1 year from date of award.

Type of Task Order This task order will be Firm Fixed Price (FFP), Fixed Unit Price (FUP), Time and Material (T&M), and Travel (Cost).

Pricing Schedule The Contractor shall invoice against the CLIN structure contained in the table below:

Total Price

CLIN Descriptions:

00001 – Task Order Program Manager (FFP)

· Only the Task Order Manager shall be proposed for this CLIN. Please provide the labor categories and hours in support of this CLIN.

00002 – Deployment Services (FUP)

· The fixed unit price spreadsheet must be submitted to identify the level of effort proposed under this CLIN. TSA shall be invoiced only for the work completed.

00003 – Deployment Services – Supplemental (FUP)

· Services that were not originally planned but are listed on the fixed unit price spreadsheet.

00004 – Deployment Services – T&M

· Services that are not identified within the fixed unit price spreadsheet but are required to execute the Deployment Services work in this task order scope.

00005 – Travel (Cost)

· The Government will reimburse the Contractor for travel and per diem costs incurred in the performance of this contract. Reimbursement will be billed at cost along with all applicable cost adders in accordance with the Contractor’s disclosed practices and the Federal Government’s travel regulations.

Program Management Requirements The requirements of this Task Order are to perform all of the Program Management Tasks as outlined in Section 2.0 of the IDIQ SOW.

Scope The requirements of this Task Order are to perform all of the Checked Baggage Deployment Services – General Requirement Tasks as outlined in Section 3.0 and In-line Deployment Services Tasks in Section 4.0 of the IDIQ SOW. Additionally, Appendix A of this Task Order contains the current list of projects that will need to be supported.

Reporting and Reviews The requirements of this Task Order are to perform all of the Reporting and Review Tasks as outlined in Section 2.4 of the IDIQ SOW. Additionally, the Contractor shall provide the following:

· Daily updates for site activity involving Checked Baggage Inspection System (CBIS) Explosive Detection System (EDS) installation, relocation, removal, modification, or testing.

· Active participation in weekly Original Equipment Manufacturer (OEM) conference calls and submission of feedback to the Deployment Coordinators.

· Weekly submission of updates to the DLD Integrated Master Schedule (IMS).

· Weekly meetings, as needed, related to DLD activities.

Deliverables The requirements of this Task Order are to perform all of the Deliverables as outlined in Section 7 of the IDIQ SOW with the following exception:

· In lieu of the Site Lead Input Sheet (SLIS), the Contractor shall provide the Acquisitions Requirements Order Worksheet (AROW). The AROW is due no later than 180 calendar days prior to EDS delivery, relocation, or removal.

Contracting Officer’s Representative (COR) / Technical Monitor (TM) The principle role of the COR is to support the Contracting Officer (CO) in managing the contract. This is done through furnishing technical direction within the confines of the contract, monitoring performance, ensuring requirements are met within the terms of the contract, and maintaining a strong relationship with the CO. As a team, the CO and COR must ensure the program requirements are clearly communicated and that the agreement is performed to meet them. The principle role of the TM is to support the COR on all work orders, tasks, deliverables, and action that require immediate attention relating to the approved scope and obligated funding of the contact action.

The CO hereby designates the individuals listed below as the COR and TM’s. Such designations shall specify the scope and limitations of the delegated authority.

COR:

Name – TBD Phone Number – TBD Email – TBD

TM – East Region Name – TBD Phone Number – TBD Email – TBD

TM – Central Region Name – TBD Phone Number – TBD Email – TBD

Appendix A – Current Projects Table A-1: EDS Removal Projects

Table A-2: Integrated Projects

Appendix B – Letter of Intent (LOI)/Other Transaction Agreement (OTA) Sample Review Process

Sample Process Flow for LOI/OTA Invoice Review Support

LOI/OTA Invoice Process

Reimbursement by TSA is conditioned upon submission to TSA of an invoice identifying the Project costs that have been incurred to date and paid. Invoices are prepared by the project sponsor and sent to the TSA, Coast Guard Finance Center and/or the TSA Contractor/TSA Team as follows:

1. Summary Invoice Package– described in Article X in the LOI/OTA, is sent to the TSA Contracting Officer, USCG, and any interested parties.

1.1. Step 1 – “Summary” Invoice Submittal to U.S. Coast Guard Finance Center:

The United States Coast Guard Center performs the payment function on behalf of the TSA. The attached Summary Invoice is to be submitted to the Coast Guard Finance Center with each request for reimbursement. Central Contractor Registration is mandatory for invoice payment; for further information, please refer to http://www.ccr.gov.

The “Summary” Invoice may be submitted by standard email or by electronic transmission, (with carbon copies to the Contracting Officer, COR, and TSA Contractor/TSA Team and site lead) to the following address(s):

TSA Commercial Invoices USCG Finance Center P.O. Box 4111 Chesapeake, VA 23327

Email: FIN-SMB-TSAINVOICES@uscg.mil

1.2. Step 2 - “Summary” Invoice and Supporting Documentation Submittal to TSA for Approval of Payment

The TSA Contracting Officer (CO) and the Contracting Officer’s Representative (COR) are required to review and approve all invoices prior to payment. To aid in this review, the project sponsor shall provide a copy of the “Summary” Invoice along with all dated copies of receipts, Contractor pay requests and other supporting information which specify the vendor, services provided, and products delivered as well as the appropriate identifications that the Project sponsor has paid these obligations. The project sponsor is encouraged to provide this supporting information simultaneously with Step 1 in order to expedite the payment process.

The “Summary” Invoice and supporting documentation may be submitted by mail on CD, or as paper documents. But electronic transmission is preferred. Send to the preferred address of the respective Deployment Coordinator (DC) for that project.

1.3. The amount entered into USCG and on all transmittal documents is the amount net of project sponsor participation, and any specified retainage.

2. Supporting Documentation Package should include:

2.1. “Summary” Invoice from Step 1

2.2. An executive summary project overview with the initial invoice

2.3. Spreadsheet listing the invoices being submitted, with totals

2.3.1. Summary with categorized breakdown of total charges

2.3.2. Individual invoice numbers, amounts and coding

2.3.3. Grand totals

2.4. Signed and approved, legible copies of each individual Contractor’s invoice to include schedules of values (like AIA 702/703) or statements of work

2.4.1. Copies of contracts and change orders that provide support for the actual work being invoiced.

2.4.2. Vendor and subcontractor invoices with specific details about services provided

2.4.3. Vendor and subcontractor information showing employees name, rates of pay, dates and hours worked

2.4.4. Rationale for all allocations or unusual calculations or assumptions

2.4.5. Proof of delivery of the equipment to the project sponsor

2.4.6. Copies of timesheets and detailed backup are not required if descriptions are clear and specific.

2.5. Proof of payment by the project sponsor for each invoice in the form of copies of checks/warrants, bank wire transfers, or accounting system transactions.

3. Project Expenses:

3.1. Actual, Allowable, Allocable and Reasonable – The language of each LOI/OTA contains language requiring the project sponsor to provide supporting documentation that the claimed reimbursement is actual, allowable, allocable and reasonable.

3.2. Schedule of Values: TSA requires a “schedule of values” indicating the scope of work to be completed for Design and Construction efforts - as they relate to the LOI/OTA amount designated for each terminal or area, and must pertain to only those items that support the ‘inline baggage screening’ work. If the charges are allocated among different projects, the basis of the allocation should be furnished.

3.2.1. The “schedule of values” described below should be developed and provided for each ‘baggage screening matrix/node’ being implemented at the project sponsor. It is recommended that the breakdown include (but not necessarily limited to) the following:

Design:

· Infrastructure – Existing Building Modifications: A&E expenses for TSA Bag Screening support spaces.

· Infrastructure – New Construction: A&E expenses for TSA Bag Screening support spaces.

· BHS Preliminary Design / Performance Documents – Design expenses for the support of additional TSA Bag Screening conveyors & equipment.

· Other Related Costs – please provide a brief description of their scope.

Construction Costs:

· Infrastructure – Building Modifications: Construction costs for TSA Bag Screening support spaces.

· Infrastructure – New Building Construction: Construction costs for TSA Bag Screening support spaces.

· Demolition/Site Work – Costs related to TSA Bag Screening support spaces

· BHS – Design expenses (typically provided by the BHS Vendor) for TSA Bag Screening conveyors & equipment.

· BHS – Construction costs for TSA Bag Screening conveyors & equipment.

· Other Related Costs – please provide a brief description of their scope and relation to the TSA Bag Screening support spaces.

4. The costs shall be reviewed in accordance with the LOI/OTA agreement, Cost estimate diagram agreed to during LOI/OTA negotiations and PGDS Appendix F Reimbursable/Non-Reimbursable costs or most current PGDS guidance.

4.1. Should the project sponsors/Carriers decide to provide additional existing building modifications, or new building construction enhancements, not in support of or directly related to the DLD/CBIS, this work should be identified and broken out separately. Such efforts are not reimbursable with LOI/OTA funds.

4.2. If any areas being developed are to be subsequently leased back to TSA, costs of such improvements are not allowable for LOI/OTA reimbursement. Such areas should be clearly designated.

5. The invoice review process looks for certain items, including but not limited to:

5.1. Details of LOI/MOA/OTA Agreements

5.2. Dates of coverage and duration

5.3. Amount of Federal Funds appropriated (from all sources including TSA, PFC, AIP, DOT, local bonds, airline rates and charges, etc.)

5.4. Scope of project – areas and equipment involved

5.5. TSA cost sharing percentage

5.6. Modifications made to the original agreement

5.7. Signed agreements in place (contracts, purchase orders, etc.)

5.8. The applicable PGDS reimbursable cost guidance related to the LOI/OTA

6. Typical Issues identified during reviews:

6.1. Reimbursement request for retainage not yet paid to the Contractor

6.2. Closed circuit TV systems outside of the CBIS Matrix

6.3. Maintenance of existing building areas

6.4. Inclusion of areas outside the scope of the agreement

6.4.1. Development of new fiber backbone

6.4.2. Large video display walls

6.4.3. Inclusion of areas/systems for ticket counters

6.4.4. Architectural finishes beyond basic requirements

6.5. Excessive overhead costs added to amounts submitted

6.6. Spare parts or consumables in excess of those needed for the testing period

6.7. Extended warranties

6.8. Costs associated with areas to be leased to TSA

6.9. Insufficient documentation (illegible, no description of work performed)

6.10. Unsigned documents

6.11. Tax being charged on non-taxable items (delivery, labor, permits, etc.)

6.12. Items provided that are not necessary for payment (M/W/D/BE distribution, partial release of lien waivers, internal accounting memorandums)

6.13. Hourly rates that have been increased by the subcontractors without any signed agreement

6.14. Additional fees and charges for travel and expenses imposed by the subcontractors, which are then subject to additional mark-ups.

6.15. Inclusion of the same expense report on multiple invoices

6.16. Purchase of vehicles and heavy equipment for the project (TSA prefers lease)

6.17. Membership dues

6.18. Purchase of testing supplies that exceed testing period requirement

6.19. Duplicate invoices

6.20. Use of unsupported allowable/allocable percentages

7. In general, a methodical, logical and common sense approach is taken when the invoice review is made. Generally accepted accounting principles as well as a knowledge of generally accepted purchasing principles, contract administration and construction project knowledge are applied.

8. A copy of the package is provided to the site lead for review and comments relating to scope. Comments are due back from the site lead within 5 business days for merging into the comments prepared by the invoice review team.

9. At the approval/direction of the LOI/OTA TSA COR or Contracting Officer, the TSA Contractor/TSA Team will contact the project sponsor staff to secure documents that are missing or illegible. Additionally, the TSA Contractor/TSA Team will request the project sponsor to provide answers or additional documentation related to questions the review team has regarding the invoice.

10. During the invoice review, the TSA Contractor/TSA Team will provide comments for the TSA that they may review for final invoice payment decision.

11. The Recommendation Package consists of:

11.1. A Transmittal Memo to the appropriate COR identifying the requesting agency, the invoice number, LOI/OTA number, amount requested, adjustments made, retainage withheld, and amount recommended. This memo is signed by the TSA Contractor/TSA Team Project Manager.

11.2. A Comments Memo specific to this invoice, citing pertinent limitations on funding and project description, detailed analysis of the Contractors’ invoices, and recommendations for approval or rejection. The last paragraph shows the total amounts requested at 100%, participation %, retainage withheld and net amount. Separate lines show totals for approved and withheld amounts.

11.3. Earned Value Management assessment documenting overall OTA invoiced work against project schedule work performed.

11.4. The Contractor shall include an Earned Value Management assessment of the invoiced work against monthly expenditures as stated in the Airport’s reimbursement agreement Monthly Report to TSA and work completed against work scheduled at the time the invoice is submitted. The Contractor shall provide the EVM summary and graphic charts as part of the summary recommendation in the invoice review recommendation package.

11.5. The TSA Coversheet is an Excel spreadsheet in two parts:

11.5.1. The lead sheet shows a history of each invoice submitted displaying amount requested, deductions made for questioned items or retainage, net amount recommended, running tally of authorized obligations, total recommended amounts to date and remaining amount.

11.5.2. The Invoices sheet details the specific invoices, showing the computations arriving at net recommended amounts.

11.6. A complete copy of the documents provided in Step 2 of the invoice process plus any additional documents secured during review.

11.7. A CD copy of all documents in the package including communications during the review.

12. An email with an electronic copy of the package is sent to the Contracting Officer, COR, project manager, site lead, TSA document control and other interested parties alerting them of an invoice package being delivered to TSA.

The paper and CD package is delivered to the appropriate DC via their preferred method.

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