PWS for OAM BPA Support Services 01132023 Revised.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 single award Blanket Purchase Agreement (BPA) against General Services Administration (GSA) Federal Supply Schedule (FSS) and is set aside for small business. The estimated combined value of BPA Calls expected to be placed against this BPA are not expected to exceed $5 Million over the period of performance.

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 shall provide all management, supervision and labor, and shall plan, schedule, coordinate, and assure effective performance for all requirements outlined in this Performance Work Statement (PWS). The Contractor shall perform to the standards outlined in the BPA and all issued orders.

2.0 Background

The Department of Commerce’s mission is to create the conditions for economic growth and opportunity for all communities. Through its 13 bureaus, the Department works to drive U.S. economic competitiveness, strengthen domestic industry, and spur the growth of quality jobs in all communities across the country. The Department serves as the voice of business in the Federal Government, and at the same time, the Department touches and serves every American every day.

To learn more about the mission at the Department of Commerce (DOC), visit https://www.commerce.gov/about.

3.0 Scope

The contractor shall play a significant role in supporting and advising on activities related to the mission of the Office of Acquisition Management (OAM). OAM supports the Acquisition and Grants communities at the U.S. Department of Commerce.

Within the Department of Commerce and its Bureaus, the acquisition community effectively evaluates acquisition risk and manages acquisitions. The Office of Acquisition Management establishes policies for the acquisition community and provides access to tools and training.

Although the Department of Commerce does not offer department-wide financial assistance, Bureaus within the Department of Commerce are authorized to provide grants and financial assistance. The Office of Acquisition Management establishes uniform guidance and sets standards on grants administration for Commerce’s Bureaus. OAM supports the Department of Commerce by providing comprehensive and timely policy, guidance and oversight that enables bureaus and program offices to execute their missions guided by the Department's Strategic Plan For a better understanding of the office responsibilities Offerors are invited to visit https://www.commerce.gov/oam

3.1 Functional Areas

The scope of this BPA includes providing support to all organizational and functional areas within the OAM, as required. Individual orders may encompass support for more than one of the following functional areas:

1. The DOC Acquisition Innovation Laba.k.a. “The Lab”) - leads the Department in supporting the capability and capacity to test, document and help programs adopt new and better practices through all stages of the acquisition lifecycle.

2. Program/Project Management –delivers enterprise-wide Program Management, project management operations and project integration with the acquisition lifecycle.

3. Cost and Program Analysis – delivers direct support in conducting cost estimates and cost analyses along with program evaluations and reviews.

4. Business Process Management – delivers development of programs, processes, and governance structures.

5. Solution Architecture – delivers support in implementing complex infrastructure solutions in large environments and providing organizational architectural solutions that involves resolving vague requirements.

6. Acquisition Policy and Oversight – delivers and implements acquisition regulations, policy, and guidance, conducts human capital analysis and planning, provides technical advice and assistance, and conducts analysis, evaluation, and oversight of acquisition operations within DOC to improve processes and procedures and mitigate acquisition risk.

7. Financial Assistance Policy – delivers and implements financial assistance regulations, policies, and guidance, conducts financial assistance-related oversight reviews, compliance reviews, risk assessments, and trend analyses.

8. Risk Analysis and Management – delivers the DOC Enterprise Risk Management program including risk identification, scoring, assessment, treatment, monitoring, and information system reporting.

These organizational and functional areas may change given future priority shifts within the current and future Administrations and as the Federal Government shifts and reprioritizes goals and agendas.

4.0 Requirements

4.1 Overall Requirements for all Orders

4.1.1 The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items necessary to perform the requirements of this BPA and as outlined in executed orders.

4.1.2 The Contractor shall monitor performance in accordance with an 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 an order. The specific requirements of the QCP will be set forth in each executed order as a deliverable by the contractor that must be approved by the COR prior to performance.

4.1.3 The Contractor shall ensure uninterrupted performance of all issued orders

4.1.4 The Contractor shall assign a team of personnel with the proper skills and experience with developing the products and deliverables.

4.1.5 The contractor shall develop and generate reports which will be specified in each order.

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

4.2 Requirements by Function/Organization

4.2.1 The DOC Acquisition Innovation Lab(a.k.a. “The Lab”) requirements include but are not limited to the following:

4.2.1.1 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.

4.2.1.2 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.

4.2.1.3 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.

4.2.1.4 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

4.2.1.5 The Contractor shall 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 contractor 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 Cornerstone On Demand (CSOD) and it must be formatted to meet CSOD requirements.

4.2.2 Project/Program Management requirements include but are not limited to the following:

4.2.2.1 The contractor shall support or aid in Enterprise Program Management, project management operations and project integration.

4.2.2.2 The contractor shall be proficient in Microsoft Project and Project Server as well as understanding the key differences in managing waterfall and agile projects.

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

4.2.2.4 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;

4.2.2.5 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;

4.2.2.6 The contractor shall support projects/efforts in support of the DOC’s implementation of Program Management Improvement and Accountability Act PMIAA;

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

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

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

4.2.2.10 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;

4.2.2.11 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;

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

4.2.3 Cost and Program Analysis requirements include but are not limited to the following:

4.2.3.1 The Contractor shall assist OAM with providing direct support to DOC’s Bureaus to conduct cost estimates and cost analyses along with program evaluations and reviews.

4.2.3.2 The Contractor shall assign a team of personnel with the proper skills and experience with developing the products and deliverables related to cost and program analysis.

4.2.3.3 The Contractor shall provide expert advice and guidance on all cost estimating and analysis topics, participate in internal DOC and DOC Bureaus’ 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.

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

4.2.3.5 The Contractor shall provide 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 Cost Analysis Requirements Description (CARD) or CEBD).

4.2.3.6 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.

4.2.3.7 The Contractor shall describe any historical cost, schedule, performance, and programmatic data for analogous programs and legacy systems.

4.2.3.8 The Contractor shall provide 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 an order.

4.2.3.9 The Contract shall support OAM in assisting DOC Bureaus with the development of cost estimates and analyses to include Program LCCEs, ICE, Indirect Cost Ratios (ICRs), and related cost studies.

4.2.3.10 The Contractor shall provide assistance and participation in IPTs, workshops, meeting and reviews supporting the MRB, Acquisition Review Board (ARB) and Commerce Information Technology Review Board (CITRB).

4.2.3.11 The Contractor shall provide assistance in establishing tracking and reviewing Program Baseline’s and subsequent reporting.

4.2.3.12 The Contractor shall ensure 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.

4.2.3.13 The Contractor shall support 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.

4.2.3.14 The Contractor shall provide and communicate 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.

4.2.3.15 The Contractor shall provide assistance with the 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.

4.2.3.16 The Contractor shall assist with the establishment of a Department of Commerce wide data repository for portfolio analysis, with drill down capability.

4.2.3.17 The Contractor shall assist with analysis and establishment of dashboard displays of the Department of Commerce wide data repository.

4.2.4 Business Process Management requirements include but are not limited to the following:

4.2.4.1 The Contractor shall assist with the development of programs as assigned.

4.2.4.2 The Contractor shall assist with development of organizational processes;

4.2.4.3 The Contractor shall assist with development of governance structures and processes in support of programs.

4.2.4.4 The contractor 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;

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

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

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

4.2.4.8 The contractor shall conduct business and data process analysis;

4.2.4.9 The contractor shall perform project planning/management including change management and lifecycle process development;

4.2.4.10 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;

4.2.4.11 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;

4.2.4.12 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;

4.2.4.13 The contractor shall 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;

4.2.4.14 The contractor shall develop and generate Business Process Management reports

4.2.5 Solution Architecture requirements include but are not limited to the following:

4.2.5.1 The contractor shall possess knowledge, skills and experience with complex infrastructure solutions in large environments and solution architecture that involves resolving vague requirements.

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

4.2.5.3 The contractor shall have the ability to communicate the enterprise view to stakeholders to ensure there is an understanding that all aspects of the project are an integrated system;

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

4.2.5.5 The contractor shall be capable of working independently to research and document market architecture best practices, guidelines, standards, principles, and patterns in support of infrastructure and technology project teams;

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

4.2.6 Acquisition Policy and Oversight Support requirements include but are not limited to the following:

4.2.6.1 The Contractor shall possess expert, high level knowledge of Federal acquisition

4.2.6.2 The Contractor shall have the knowledge, skills and abilities in federal procurement research and analysis to complete projects that are integral to the OAM mission.

4.2.6.3 The Contractor shall have sufficient knowledge of Federal acquisition regulations and be able to rapidly become familiar with DOC acquisition regulations, policies and guidance (https://www.commerce.gov/oam/policy/acquisition-policy)

4.2.6.4 The Contractor shall provide acquisition policy, oversight, and human capital support services in the following but may not be limited to areas:

4.2.6.4.1 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.

4.2.6.4.2 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.

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

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

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

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

4.2.6.4.7 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.

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

4.2.7 Financial Assistance Policy Support requirements include but are not limited to the following:

4.2.7.1 The contractor shall provide financial assistance policy and oversight services in support of OAM. Services include advice and technical expertise in, but not limited to, the following: 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.

4.2.7.2 The contractor shall support requirements including 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.

4.2.8 Risk Analysis Support requirements include but are not limited to the following:

4.2.8.1 The Contractor shall provide technical support for the implementation of the DOC Enterprise Risk Management program.

4.2.8.2 The contractor shall 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., Committee of Sponsoring Organizations of the (COSO) Enterprise Risk Management (ERM) framework, International Organization for Standardization (ISO) 31000 and Government Accountability Office (GAO) Risk Management Framework).

4.2.8.3 The contractor shall 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.

4.2.9 Other Projects as Assigned

4.2.9.1 The Contractor shall provide support for other projects as assigned as necessary to support the execution of DOC’s and OAM’s mission. For example, there may be times when OAM is tasked to support departmental initiatives that require the expertise of federal procurement and/or program professionals.

5.0 Transition, Knowledge Transfer, and Information Sharing

The collection and transfer of organizational knowledge, experiences, and internal processes is essential to providing input and problem solving within the organization so that it can retain knowledge despite personnel turnover.

5.1 The Contractor shall provide and execute an on-going knowledge transfer plan. The knowledge transfer plan shall identify and document key information that will be used to manage future talent and manage the risk of knowledge loss within OAM. The plan shall include “ways of doing things”, organizational history, current documented processes, key collaborators, and estimated timeframes for transfers.

5.2 The contractor shall be responsible for mentoring, coaching, and training new staff as it relates to requirements met by this BPA.

5.3 The contractor shall support all close out activities necessary to properly close out the BPA and all executed task orders.

5.4 The contractor shall plan for a 60-day transition period at the end of each executed order. During this period the contractor shall transition all services, artifacts, files, data etc. identified in or as a result of orders placed, in such a way as to facilitate a smooth, professional, business like transition to a new Contractor or to the Government.

6.0 Minimum Qualifications of Key Personnel

Key personnel will be assigned at the order level.

7.0 Key Personnel

The Contractor shall provide key personnel as specified in orders. All key personnel are subject to the key personnel clause in Section. (fill in the location of the key per clause.)

8.0 Place of Performance

Contractor support shall be performed at Department of Commerce, Herbert Clark Hoover Building (HCHB), 1401 Constitution Avenue, Washington, DC 20230.

9.0 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.

10.0 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.

11.0 Government Furnished Resources

11.1 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.

11.2 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.

11.3 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.

11.4 Unless otherwise directed by the Contracting Officer, Contractors shall be responsible for immediately returning GFP/E/I to the DOC Property Official who issued their OF-7 Property Pass when the property is no longer needed for the use for which it was authorized.

11.5 In accordance with FAR 52.245-1, Government Property, the Contractor shall prepare for shipment and deliver f.o.b. origin any Government-issued laptop, cellular phone, or other business equipment taken off-site and is responsible for the cost of shipping and risk of loss.

12.0 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.

13.0 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.

14.0 Travel

If required, the Contractor shall travel as approved by the designated TM or COR during the performance of this task order to attend meetings, conferences or conduct other official business covered under this task order. Authorized travel is reimbursable in accordance with the contract. The Contractor shall ensure adequate funding is available for costs of travel prior to incurring costs.

Local travel to meetings, conferences or other official business covered under this BPA is not reimbursable as a direct charge.

15.0 Government Furnished Information

Procurement Innovation Lab | Homeland Security (dhs.gov) FAI.GOV – Periodic Table of Acquisition Innovations Acquisition Gateway (gsa.gov) DOC OAM’s The Lab

OMB MAX

Federal Acquisition Regulation (FAR) Commerce Acquisition Regulation (CAR) OAM’s 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.

15.1 DOC OAM’s “The Lab” Background

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

16.0 Attachment/Technical Exhibit List

Attachment 1/Technical Exhibit 1 - Performance Requirements Summary

Attachment 2/Technical Exhibit 2 - Deliverables Schedule

Attachment 3/Technical Exhibit 3 – Contractor Team Arrangements

Attachment 1 - 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)

Attachment 2 - 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

Attachment 3 - 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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